Development of a Knowledge Management System for Protected Area Management in Mauritius
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PowerPoint slides used in a consultative workshop to obtain input into a Mauritian Protected Area Network Knowledge Management System
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Development of a Knowledge Management System for Protected Area Management in Mauritius
- 1. 1 September 2016 Pétrin Visitors Centre Black River Gorges National Park A UNDP/GEF PAN Project Activity CONSULTATIVE WORKSHOP TO OBTAIN PRACTITIONER INPUT INTO A PROTECTED AREA NETWORK KNOWLEDGE MANAGEMENT SYSTEM
- 2. Ground Rules • Everybody’s input is equally valued • Respectfully listen & be patient – things may feel slow for some but challenging for others • Participate but don’t dominate • Talk one at a time in plenary • Avoid side-conversations • Mobile phones on silent • Feel free to ask questions during plenary but be aware of time constraints • The workshop is an information gathering exercise and not a decision-making forum.
- 3. 1. Workshop Objective 2. Review PAN Knowledge Management System progress to date Introductory presentation
- 4. Workshop Objective To collect and consolidate stakeholder input to draft a Knowledge Management Framework building upon the results of the KM assets inventory and needs assessment workshop held in June 2016
- 5. KM System: Definition A means of systematically and transparently inputting, accessing and adding value to knowledge so that it contributes to the efficiency and effectiveness with which an individual, organisation or network executes their mandate
- 6. Four quadrants of knowledge management Connect Collect PushPull Asking Telling Searching Publishing
- 7. Why do we need KM
- 8. Why do we need a knowledge management system? 75 15 7
- 10. Eduard Marmet: CC BY-SA 3.0
- 11. Secretlondon at English Wikipedia: CC BY-SA 3.0
- 12. A Model Knowledge Management Framework
- 13. Why do we need KM? Innovation, growth and change: Acquiring, applying and adapting new knowledge
- 14. Why do we need KM? Operational excellence: efficiency and effectiveness
- 15. Why do we need KM? External interactions: understanding & managing stakeholder’s interests, needs & perceptions
- 17. Processes/ Protocols Technology People Governance Governance Governance Governance Knowledge Management Enablers
- 18. Model Knowledge Management Framework
- 19. Knowledge Management Framework Communities of practice After action reviews Orientation events Lessons learnt Peer assists Newspaper & magazines Social media Exhibitions Television Radio Protocols & checklists Architecture Databases Computers & software Mobile apps GIS system Decentralised data collection Virtual libraries Open access Internet Intranet Clear roles and responsibilities Memoranda of understanding Advisory services Leadership Training Communication is used to engage stakeholders Knowledge products are developed and adapted to multiple audiences Knowledge is shared and discussed Knowledge relevant to PAN management is made available Information technology (IT) is effectively used Knowledge management is planned Knowledge Management Framework Stakeholders are using a set of knowledge products and resources that enable them to improve their work Decisions are made on the basis of information and dialogue Stakeholders with new knowledge and skills are more inclined to adopt, adapt, and promote good management practices in PAN management Stakeholders apply new ways of engaging and working with others Improved quality of teamwork and partnership, contributing to changes in the knowledge, attitudes, skills and practices of stakeholders, in the supporting environment for adoption and scaling up of good practices Model Knowledge Management Framework
- 20. Timeline for KMS development Finalisation of KMF concept note Follow up discussions to produce a KMF Production of an agreed and costed KMF Implementation of the Knowledge Management System Feb 2016 Jul 2017 Jun 2016 Aug 2016 Feb 2017 KM Assets inventory and needs assessment workshop
- 21. KNOWLEDGE MANAGEMENT FRAMEWORK ASSETS INVENTORY & NEEDS ASSESSMENT Brief Summary 8 June 2016 Pétrin Visitors Centre Black River Gorges National Park A UNDP/GEF PAN Project Activity
- 22. Brief Summary 22 People interviewed 60 KM examples 14 experience categories Knowledge acquisition New job or responsibility New life experience Organising information Project implementation Research Training course Using a database Using new software Website development. Coordinating a network Data management Developing a strategy Document sharing
- 23. Brief Summary Improved collaboration Improved communication Increased confidence Increased motivation Networking Personal growth. Access to useful information Appreciation of the value of the work Effectiveness Efficiency Improved capacity KM Benefits
- 24. People Coaching Knowledge/experience of colleagues Knowledge/experience of experts Knowledge/experience of stakeholders Teamwork Intrinsic motivation Brief Summary KM Enabling Factors ICT facilities Databases Technology Planning Training People & Processes Systems in place People, Processes & Tech Management support Governance
- 25. People Lack of consensus on the KMF structure Lack of interest in KM Lack of mentoring Unwillingness to share information Brief Summary KM Barriers Approval from Ministry Bureaucracy Lack of incentives Political interference Poor co-operation Governance Procurement Funding People & Processes Lack of manpower Low staff motivation Resistance to change People & Governance Poor IT facilities Lack of communication facilities at field level Technology
- 26. KNOWLEDGE MANAGEMENT MAXIMISING OUR CHANCES OF SUCCESS
- 27. Most KM initiatives fail
- 28. But the rewards for success are high J. Brichto: CC BY-SA 3.0 22860: CC BY-SA 2.0
- 32. KMF How do we Maximise Our Chances of Success? J. Brichto: CC BY-SA 3.0 22860: CC BY-SA 2.0
- 33. By optimising our motivation to succeed The Success Equation Value x Expectation Impulsiveness x Delay Success = V x E I x D S =
- 34. Value V x E I x D S =
- 35. Access to information Policy making Awareness raising Capacity building Collaboration Data security Innovation Transparency Visibility Products Knowledge sharing Mainstreaming Management effectiveness Management efficiency. V x E I x D S = Value
- 36. Expectation V x E I x D S =
- 37. Expectation Willingness to share data Taking inspiration from other organisations Aid to productivity Generate timely and useful reports All staff can access information easier Assist in policy making. Bureaucracy Resistance to change Poor co-operation Unwillingness to share information Lack of perceived benefit of KM Lack of funds. V x E I x D S =
- 38. Impulsiveness V x E I x D S =
- 39. Impulsiveness Lack of incentives Lack of interest in KM Lack of consensus on the KMF structure Poor staff motivation levels Lack of mentoring Lack of communication facilities at field level. V x E I x D S =
- 40. Delay V x E I x D S = By Anders on flickr: CC BY-ND 2.0 By Benjamin Werner: CC BY 2.0
- 41. Delay V x E I x D S = Slow procurement Poor IT infrastructure Political interference Approval from Ministry Lack of manpower Lack of specialised skills.
- 42. How to manipulate the Equation to maximise the chances of success Maximise perceived value of KMF Build positive but realistic expectations Minimise causes of impulsiveness and delay. V x E I x D S =
- 43. Maximise perceived value Communicate the importance of KMF Disseminate survey results Use case studies Work on critical issues. V x E I x D S =
- 44. Build positive but realistic expectations Maximise what we can do under the PAN Project Build on what already exists Work within existing structures Achieve quick wins. V x E I x D S =
- 45. Minimise causes of impulsiveness and delay Allocate dedicated staff time for KMF development Estimate KMF resource requirements ASAP Secure resources ASAP Adopt an incremental approach to KM implementation. V x E I x D S =
- 46. Adopt an incremental approach to KM implementation All of the organisation Part of the organisation Part of the framework All of the framework A D B C
- 47. Adopt an incremental approach to KM implementation All of the organisation Part of the organisation Part of the framework All of the framework A D B C
- 48. Adopt an incremental approach to KM implementation All of the organisation Part of the organisation Part of the framework All of the framework A D B C
- 49. THE PAN KNOWLEDGE MANAGEMENT SYSTEM: SUGGESTED ELEMENTS
- 50. PAN KM Framework: Suggested Elements 1. The need for KM 2. KM principles 3. PAN Vision, Mission & SOs 4. KM mission 5. KM baseline 6. Stakeholders 7. Critical knowledge areas 8. The KM framework 9. Recommended pilots 10.Next steps.
- 51. 1. The Need for KM
- 52. Innovation, growth and change: Acquiring, applying and adapting new knowledge 1. The Need for KM
- 53. Operational excellence: efficiency and effectiveness 1. The Need for KM
- 54. External interactions: understanding & managing stakeholder’s interests, needs & perceptions 1. The Need for KM
- 55. 2. KM Principles 1. The need for KM 2. KM principles 3. PAN Vision, Mission & SOs 4. KM mission 5. KM baseline 6. Stakeholders 7. Critical knowledge areas 8. The KM framework 9. Recommended pilots 10.Next steps.
- 56. 2. KM Principles Organisation-led Supports organisation strategy Embed in organisational structures Implement in stages Implementation contains a piloting stage Implementation run by an implementation team.
- 57. 3. PAN Vision, Mission & SOs 1. The need for KM 2. KM principles 3. PAN Vision, Mission & SOs 4. KM mission 5. KM baseline 6. Stakeholders 7. Critical knowledge areas 8. The KM framework 9. Recommended pilots 10.Next steps.
- 58. Vision for the PAN Protect, conserve and restore native biodiversity, natural landscapes and ecosystem services in Mauritius to benefit present and future generations
- 59. Protected Area Network Expansion Strategy 59 Mission Statement for the Protected Area Network 1. Create a Protected Area Network that sustains and protects the natural, social, economic and cultural values of Mauritius. 2. Implement a broad-scale programme of ecological rehabilitation and restoration for the persistence of the native species of Mauritius and the resilience of its ecosystems. 3. Provide opportunities for people to discover, enjoy and appreciate the country’s unique nature and to derive benefits from its protection. 4. Ensure the maintenance and provision of ecosystem services and critical ecological functions to enable Mauritius to withstand environmental pressures such as drought, severe storms and climate change in the face of a growing and urbanising population. 5. Engender a love of nature and a deeper understanding of the importance of our critical ecosystems and biodiversity. 6. Set an outstanding example in Mauritius that advances global sustainability initiatives and contributes to a habitable Planet.
- 60. Protected Area Network Expansion Strategy • Strategic Objective 1: To establish, expand and maintain a Protected Area Network (PAN) that is representative of ecosystems, safeguards the unique biodiversity of Mauritius and adequately protects its natural assets. • Strategic Objective 2: To apply effective institutional arrangements and ensure continuous and adequate capacity building for the purposes of implementing the Protected Area Network Expansion Strategy (PANES), as well as for updating and further elaboration as may be needed. • Strategic Objective 3: To develop, amend and otherwise continuously improve the legal framework that supports the establishment, maintenance and sustainable use of the Protected Area Network (PAN). • Strategic Objective 4: To develop tools and safeguards to support and ensure the efficient and effective management of all the different Protected Areas that make up the Protected Area Network (PAN). 60
- 61. Protected Area Network Expansion Strategy • Strategic Objective 5: To develop innovative programmes and mechanisms to expand the Protected Area Network (PAN) to include all key biodiversity areas as far as possible, including certain private lands. • Strategic Objective 6: To secure funding and to maintain the PAN in its present and future forms as expressed in the PAN Vision. • Strategic Objective 7: To restore indigenous ecosystems as essential components of the country’s ecological infrastructure for water, biodiversity and other ecosystem services. • Strategic Objective 8: To unlock opportunities that will bring tangible and intangible benefits to Mauritius, including nature-based tourism, local economic development, especially in the rural areas, and leisure areas and spiritual havens. This includes enabling civil society to mainstream biodiversity and conservation into business practices. • Strategic Objective 9: To disseminate biodiversity information and good practises and influence political and economic decision-makers in favour of biodiversity and conservation priorities for a habitable Planet. 61
- 62. 4. KM Mission 1. The need for KM 2. KM principles 3. PAN Vision, Mission & SOs 4. KM mission 5. KM baseline 6. Stakeholders 7. Critical knowledge areas 8. The KM framework 9. Recommended pilots 10.Next steps.
- 63. 4. KM Mission What your KM system will do to help your organisation achieve its vision
- 64. Most activities or tasks are not onetime events. Our philosophy is fairly simple: Every time we do something again, we should do it better than the last time. Lord John Browne ~ BP CEO from 1995 - 2007 4. KM Mission
- 65. 5. KM Baseline 1. The need for KM 2. KM principles 3. PAN Vision, Mission & SOs 4. KM mission 5. KM baseline 6. Stakeholders 7. Critical knowledge areas 8. The KM framework 9. Recommended pilots 10.Next steps.
- 66. 5. KM Baseline What critical knowledge is being managed now? What is preventing knowledge flowing from people who have it to people who need it? What are the most useful and feasible things we can do to unblock or facilitate the knowledge?
- 67. 6. Stakeholders 1. The need for KM 2. KM principles 3. PAN Vision, Mission & SOs 4. KM mission 5. KM baseline 6. Stakeholders 7. Critical knowledge areas 8. The KM framework 9. Recommended pilots 10.Next steps.
- 68. 6. Stakeholders Stakeholders, their degree of interest and influence, your objectives for stakeholders and how KM will support the attainment of your objectives
- 69. 6. Stakeholders MAIFS Forestry NPCS Ministry of Environment Ministry of Housing and Lands Ministry of Finance State Law Office Ministry of Local Government MWF University of Mauritius Private landowners & Lessees Mauritius Herbarium MMPA & MDCF Media UNDP-Mauritius General public
- 70. 7. Critical Knowledge Areas 1. The need for KM 2. KM principles 3. PAN Vision, Mission & SOs 4. KM mission 5. KM baseline 6. Stakeholders 7. Critical knowledge areas 8. The KM framework 9. Recommended pilots 10.Next steps.
- 71. 7. Critical knowledge areas Nature-based Tourism Development Protected Area Network Management Conservation and Scientific Services Monitoring, Enforcement and Regulations Financial Services Administrative & Management Support PAN major areas of competency
- 72. Prioritise KM components for PAN major areas of competency 7. Critical knowledge areas
- 73. 8. The KM Framework 1. The need for KM 2. KM principles 3. PAN Vision, Mission & SOs 4. KM mission 5. KM baseline 6. Stakeholders 7. Critical knowledge areas 8. The KM framework 9. Recommended pilots 10.Next steps.
- 74. 8. The KM Framework To be drafted in the KMF outline in October.
- 75. 9. Recommended Pilots 1. The need for KM 2. KM principles 3. PAN Vision, Mission & SOs 4. KM mission 5. KM baseline 6. Stakeholders 7. Critical knowledge areas 8. The KM framework 9. Recommended pilots 10.Next steps.
- 76. 9. Recommended Pilots To be drafted in the KMF outline in October.
- 77. 10. Next Steps 1. The need for KM 2. KM principles 3. PAN Vision, Mission & SOs 4. KM mission 5. KM baseline 6. Stakeholders 7. Critical knowledge areas 8. The KM framework 9. Recommended pilots 10.Next steps.
- 78. 10. Next steps Analyse stakeholder feedback Consult stakeholders on draft KMF Draft Draft a costed KMF and work plan Agree upon costed KMF and workplan Begin formal KMS implementation Sep 2016 Jul 2017 Oct 2016 Nov 2016 Feb 2017 Draft a KMF outline including recommended pilots
- 79. A PARTING BOLT
- 80. The rewards for success are high J. Brichto: CC BY-SA 3.0 22860: CC BY-SA 2.0
Notes de l'éditeur
- Put emphasis on the final rule
- Adapted from Barnes & Milton (2015): If you are a manager and you want to get something done in your organization, you need to set three things in place: • First, you have to make it very clear what you want done • Second, you have to give people the tools and the training to do it • Third, you have to check that they’ve done what you asked them to Imagine if the staff in your organization knew that they had to do a knowledge budget (or other learning and planning activity) at the start of any significant piece of work. Imagine they knew that they would have to do knowledge tracking as the work continues, and balance the knowledge books by capturing their learning at the end of the job. Imagine that they had the tools to do these activities, and the training to use the tools, and also that management would be checking to see that they had done what they were supposed to do. Whether or not the individual employee believes KM is a good thing, such a governance system will ensure that it happens.
- Adapted from Barnes & Milton (2015): You must work in all four quadrants: Many organizations that fall into the trap of focusing exclusively on one quadrant. They buy a microblogging tool, for example, and expect it to deliver KM all on its own. Or they focus on wikis and blogs (both within the push quadrant) and find that lots of knowledge is published, but very little used. Or they invest in state-of-the-art search technology, but find that the key knowledge has never been captured in the first place.
- Chart of company growth cycles . In the 20th century the average cycle took 75 years which meant that you could start and end your career in the same company and never live through any major reinvention, by 2000 that cycle had shrunk to 15 years, and today it is an average of 7 years which means that we have to start reinventing our company every 3.5 years. The secret to success is starting a new growth cycle before the old cycle expires (Nadya Zhexembayeva Tedx https://www.youtube.com/watch?v=f4kySpcdvFg)
- Kodak was a dominant force in photography for more than a century through its manufacture of film but it failed to adapt to digital photography despite the fact that Steve Sasson, a Kodak engineer, invented the first digital camera in 1975
- Pan American World Airways, commonly known as PAN AM was the world’s largest airline from 1927 until its collapse in 1991. There were a number of reasons for its demise including some high profile crashes and terrorist incidents notably the bombing of PAN AM Flight 103 above Lockerbie, Scotland in 1988.
- Woolworths stores were found in most high streets in British towns in the Twentieth Century but the company went bankrupt in 2008 closing 800 stores and threatening 30,000 jobs. Woolworths failed to adapt to the growth of large supermarkets who diversified into non-food items and the rise of high street rivals.
- A succinct summary of why knowledge management matters.
- Or the business case for knowledge management
- Or the business case for knowledge management
- Or the business case for knowledge management
- But we should add one more knowledge enabler… Governance
- Some text on Governance Adapted from Barnes & Milton (2015): If you are a manager and you want to get something done in your organization, you need to set three things in place: • First, you have to make it very clear what you want done • Second, you have to give people the tools and the training to do it • Third, you have to check that they’ve done what you asked them to Imagine if the staff in your organization knew that they had to do a knowledge budget (or other learning and planning activity) at the start of any significant piece of work. Imagine they knew that they would have to do knowledge tracking as the work continues, and balance the knowledge books by capturing their learning at the end of the job. Imagine that they had the tools to do these activities, and the training to use the tools, and also that management would be checking to see that they had done what they were supposed to do. Whether or not the individual employee believes KM is a good thing, such a governance system will ensure that it happens.
- The workshop process: Assets inventory: KM experience, benefits, enabling factors and barriers
- From: 70% of Change Management initiatives fail – REALLY? By Ron Leeman McKinsey and Company … A recent survey of business executives indicates that the percent of change programs that are a success today is… still 30%. IBM … Nearly 60 percent of projects aimed at achieving business change do not fully meet their objectives. Harvard Business Review … The brutal fact is that about 70% of all change initiatives fail. Forbes/Towers Watson … A new study by Towers Watson has found that only 25% of change management initiatives are successful over the long term. Connor Partners … Change practitioners have some culpability for the atrocious 70% failure rate of change initiatives.
- Handout given with the ROI Figures featured in subsequent slides
- Siemens, in 2001, claimed that their ShareNet KM system added $122 million in sales against a cost of $7.8 million; a 15-fold return
- Caterpillar claimed total savings of $75 million in the period 2003– 2008 from its communities of practice, against the original investment of $2.5 million; a 30-fold return on investment.
- Shell claimed an annual value of $200 million in value from their online communities of practice, against an annual cost of $ 5 million. ROI is therefore 40-fold.
- From The Procrastination Equation by Piers Steel
- From the Economist
- England expects to lose against Germany at football!
- Using some of the results of the interviews undertaken in the first PAN knowledge Management Workshop in June 2016
- Our tendency to get distracted
- Some reasons for impulsiveness extracted from the June 2016 interviews
- Using the example of the 1989 Tour de France in which Greg Lemond of USA beat Laurent Fignon of France by 8 seconds. Fignon had lead Lemond by 50 second going into the final time trial but lost the time to his American rival by his failure to embrace new technology (triathlon handlebar extensions and aerodynamic helmets) despite the fact that both innovations had been in use for some years.
- Some reasons for delay extracted from the June 2016 interviews
- Three implementation strategies: Adapted from Barnes & Milton (2015) The white arrow represents getting there in one step— planning a framework, and then rolling it out across the whole organization. This is a high risk strategy. You only get one shot at the framework design, and if you get it wrong, it may be permanently wrong. Also you will be beginning the roll-out with no history of success within the organization, which makes change management difficult. The grey arrow represents rolling out parts of the framework one by one across the whole organization (Circle A) until the framework is complete. This also is a high risk strategy. You may devalue the whole KM implementation if you introduce something that adds no value. The black arrow represents a piloted implementation. At Circle 2, you test elements of the framework one by one, locally in the organization, to make sure they work in the organization context, and to tailor them until they do. At Circle C, you pilot the whole KM framework in one part of the organization, to make sure the complete framework adds value to the organization, and you tailor it until it does. Finally, (Circle D) you roll out this tried, tested, and piloted framework across the organization as a whole.
- Three implementation strategies: Adapted from Barnes & Milton (2015) The white arrow represents getting there in one step— planning a framework, and then rolling it out across the whole organization. This is a high risk strategy. You only get one shot at the framework design, and if you get it wrong, it may be permanently wrong. Also you will be beginning the roll-out with no history of success within the organization, which makes change management difficult. The grey arrow represents rolling out parts of the framework one by one across the whole organization (Circle A) until the framework is complete. This also is a high risk strategy. You may devalue the whole KM implementation if you introduce something that adds no value. The black arrow represents a piloted implementation. At Circle 2, you test elements of the framework one by one, locally in the organization, to make sure they work in the organization context, and to tailor them until they do. At Circle C, you pilot the whole KM framework in one part of the organization, to make sure the complete framework adds value to the organization, and you tailor it until it does. Finally, (Circle D) you roll out this tried, tested, and piloted framework across the organization as a whole.
- Three implementation strategies: Adapted from Barnes & Milton (2015) The white arrow represents getting there in one step— planning a framework, and then rolling it out across the whole organization. This is a high risk strategy. You only get one shot at the framework design, and if you get it wrong, it may be permanently wrong. Also you will be beginning the roll-out with no history of success within the organization, which makes change management difficult. The grey arrow represents rolling out parts of the framework one by one across the whole organization (Circle A) until the framework is complete. This also is a high risk strategy. You may devalue the whole KM implementation if you introduce something that adds no value. The black arrow represents a piloted implementation. At Circle 2, you test elements of the framework one by one, locally in the organization, to make sure they work in the organization context, and to tailor them until they do. At Circle C, you pilot the whole KM framework in one part of the organization, to make sure the complete framework adds value to the organization, and you tailor it until it does. Finally, (Circle D) you roll out this tried, tested, and piloted framework across the organization as a whole.
- Or the business case for knowledge management Innovation, growth and change Operational excellence External interactions
- Or the business case for knowledge management
- Or the business case for knowledge management
- The KM mission feeds into the overall vision for the PAN. The PAN Vision, Mission and Strategic Objectives are outlined in subsequent slides
- Provide example mission statements
- Example KM missions and visions were provided as a handout
- Components of a KM baseline
- Mauritius Meat Producers Association (MMPA) and Mauritius Deer Cooperative Federation (MDCF) Stakeholder list extracted from the PAN Project Document
- Critical knowledge areas to be classified as per PAN major areas of competency
- Group exercise to prioritise KM components per area of competency using a list of KM components as a guide