Corporate learning

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Corporate learning knowledge management in the
public service
08/05/2001

• Presentation to the Portfolio Committee
• 22 August 2001

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Presentation format

• 1. Introduction - structure
• 2. Business case - why Learning Knowledge
  Management
• 3. Defining Learning knowledge management
• 4. What we are doing (deliverables)
• 5. Conclusion restating our business case
  (vision)

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Why L KMGovernment Priority - acceleration of
service delivery

• Transforming our PS for accelerated service
  delivery is a paradox (efforts not yielding)
• - policies are not implementable
• - problems around capacity
• - immense backlogs
• - new challenges - Batho pele principles entitle
  citizens to certain types of services delivered
  in certain ways - imperative to do things
  differently (ushering in need to learn)

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Why L KM cont

• Commonality of problems challenges
• - social audit surveys - Performance management
  System - Devolution of powers responsibilities
  to LG - outsourcing of social grant services -
  Amalgamation of assets transfer of staff
• Costly scenario urgency to deliver
• - no co-ordination but duplication of effort in
  finding solutions
• - No sharing of experiences, practices, lessons
  learned (knowledge) - Reinventing the wheel
• No off-the-shelf solutions/ideas, hence have to
  be innovative (learning PS)

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DEFINING LEARNING KNOWLEDGE MANAGEMENT
- PLAN Initial Strat Plan - Initial business
plan - Management plans - - - Improved strat.
plan - - - Improved business plan

• IMPROVED IMPLEMENTATION
• -Experiment/innovate
• Disseminate best practices,
• service delivery impr. interventions (e.g. IPSP)
• - new competencies
• Improved efficiencies

• KM
• Document memory Share
• Web page (G2G)
• PRC Judge Whyte Reps
• Mt Grace IIP Prov Learning Journal (Library)

• IMPLEMENTATION
• (line managers, Project management)
• Content
• e.g. work plans
• operational plans
• performance agreements
• (outputs activities)

• REVIEW REFLECT
• (on implementation)
• Learning Networks
• Map Document Implementation process
• Map document Transformation processes
• Document best practice Case studies
• Audit reform projects (impact)
• (creating new knowledge)

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Which knowledge (learning content)

• Knowledge in line with content of performance
  agreements that will contribute to the
  improvement of organisational performance
• - leads to technical innovation
• - enables or results in the development of new
  competencies, improved productivity service
  delivery efficiencies

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Benefits of learning

• Sharing experiences - minimises re-inventing the
  wheel through access to tried and tested methods
  (learning from one another)
• Where there are no tried and tested solutions,
  innovation is supported through enabling new
  knowledge creation amongst Public servants

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What we are doing - deliverables

• 1. (PS) Document management
• Searching for co-ordinating important documents
  since 1994 (library)
• Repackaging for easy access
• 2. PS Web page (G2G) redesigned to maximise as
  a knowledge source
• links to official documents (refinement is
  ongoing)
• Co-ordinating sources on each province
• Learning networks (sharing facility)
• Person to person sharing (database of members)

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Deliverables cont

• 3. Learning Journal (SMS Review)
• Lots of best practices, experiences,cases
  generated in PS capturing publishing
• Forum for senior managers to engage on issues
  affecting them
• Forum for accessing global (international)
  experiences
• Provide managers with information on personal
  issues
• Profile PS managers at coalface of service
  delivery

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Deliverables cont

• 4. Learning networks (tool/facility for learning)
• Establishing supporting emerging networks
• (market concept identify champions in provinces
  organise first two content specific sessions
  empower provincial stakeholders)
• Negotiating with donor to support development of
  web pages for provincial networks

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Learning networks cont

• National networks SDI PW, HR/CS Forum
  e-government HIV/AIDS
• Provincial KZN HR Forum (to launch in
  September) NP HR Network
• Envisaged Welfare Hospital Management (KZN)

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Deliverables cont

• 5. Learning Sessions (adhoc)
• Identifying case studies worth sharing hosting
  sessions
• Identifying resourceful visitors and inviting
  them to make presentations (academic
  institutions)
• Co-ordinating list of learning areas

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Conclusion - our vision

• Taking stock of important information/ knowledge
  sources which capture important experiences since
  1994 are coordinated (case studies, lessons
  learned, best practices) for learning to improve
  service delivery
• Repackaging for easy access
• Saving costs by facilitating sharing of
  methodologies and ideas already discovered

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Conclusion

• Collaborating with new Innovation Centre
  warehouse of best practices award effort to
  nurture innovation
• Providing tool for capturing and distributing
  lessons

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END

• THANK YOU!