Knowledge Management in the Canadian Forest Service Albert Simard Canadian Forest Service Presented to Interdepartmental Knowledge Management Forum May 28, 2003 “ Connecting the Past, Present, and Future”

An opening thought… “ Although all decisions we make are about the future, all our knowledge stems from the past” Ian Wilson (National Archivist of Canada) Crossing Boundaries Conference (May 8, 2003)

“ Although all decisions we make are about the future, all our knowledge stems from the past”

Ian Wilson (National Archivist of Canada)

Crossing Boundaries Conference (May 8, 2003)

OUTLINE Change Knowledge management Business case Implementation strategy

Change

Knowledge management

Business case

Implementation strategy

Knowledge Economy Success based on what you know; not what you own Value of goods based on knowledge content Creating and using knowledge is the key Organizations must change or become irrelevant

Success based on what you know; not what you own

Value of goods based on knowledge content

Creating and using knowledge is the key

Organizations must change or become irrelevant

Wave of Change Early adaptors Majority adaptors Late adaptors High risk, cost & reward High risk & cost, low reward Low risk, moderate cost & reward 2000 Jan 23, 1993 07:21:17

Leading Change Establish a sense of urgency Create a guiding coalition Develop a vision and strategy Communicate the change vision Empower broad-based action Generate short-term wins Consolidate gains and augment change Anchor new approaches in the culture source: John Kotter (1996)

Establish a sense of urgency

Create a guiding coalition

Develop a vision and strategy

Communicate the change vision

Empower broad-based action

Generate short-term wins

Consolidate gains and augment change

Anchor new approaches in the culture

Cost of Not Knowing (CONK) Research Managed knowledge Surprise Unmanaged knowledge Awareness Know Don’t know Reality Know Don’t know World Wildlife Fund - Canada’s forests DFAIT – softwood lumber Reporter – mountain pine beetle Boreal forest briefing note Invasive species Access to Information Science & Technology Networks Synthesis of Knowledge & Information Network Fire management systems On-Line Bookstore Common Office Environment Plant hardiness zones

Consultant’s Report: “ There is no doubt that making no change in response to these findings would represent a risk of deteriorating relevancy and support across a range of audiences.”

CFS-KM: Governance CFS Management Committee KM Division SKI Network KM Working Groups HQ Branches KM Steering Committee KM Management Committee

CFS-KM: Vision Statement “ The Canadian Forest Service is recognized as the service of choice for authoritative, integrated, timely and useful data, information, and knowledge about Canada’s forests and the forest sector”

“ The Canadian Forest Service is recognized as the service of choice for authoritative, integrated, timely and useful data, information, and knowledge about Canada’s forests and the forest sector”

Information Strategy: Use Information as Strategic Asset Where are we on the information value chain? Where do we want to be? Where are the gaps? What are we prepared to do? Coordinator Synthesizer Advocate Promoter Creator Isolated opinion Integrated targeted

Where are we on the information value chain?

Where do we want to be?

Where are the gaps?

What are we prepared to do?

KM Communication: Goals Increase awareness of KM Program Create a shared understanding of concepts Develop a consensus on need and direction Promote buy-in and participation Establish an ongoing feedback process

Increase awareness of KM Program

Create a shared understanding of concepts

Develop a consensus on need and direction

Promote buy-in and participation

Establish an ongoing feedback process

KM Communication: Messages Senior management Organizational mandate, relevance Middle Management Organizational efficiency and effectiveness Knowledge workers Participation , self-interest External Government, forestry, international

Senior management

Organizational mandate, relevance

Middle Management

Organizational efficiency and effectiveness

Knowledge workers

Participation , self-interest

External

Government, forestry, international

OUTLINE Change Knowledge management Business case Implementation strategy

Change

Knowledge management

Business case

Implementation strategy

Knowledge 101 Data - What are the Facts? (observations and measurements) Information - What do they mean? (interpretation within a context) Knowledge - How does it work? (relations between things, cause & effect) Wisdom - What should I do? (experience and judgment)

Data - What are the Facts?

(observations and measurements)

Information - What do they mean?

(interpretation within a context)

Knowledge - How does it work?

(relations between things, cause & effect)

Wisdom - What should I do?

(experience and judgment)

Data, Information, and Knowledge Examples GIS-based maps Image Grey scale Digital library Digital documents Bits Expert consultation Voice Signal amplitude Scientific papers Text documents Letters, words Equations Tables, statistics Numbers Knowledge Information Data

Knowledge Organization External Knowledge Sharing Creation Nature Internal Knowledge Management Preservation Lost Knowledge Use

Knowledge Processes Drivers (problems, issues, government) Organization (mandate, resources, culture) People (analyze, reason, decide) Content (facts, meaning, understanding) Systems (information processes) Technology (computers, communication) Process Data Database Information Knowledge Application Search Production Stage Value

Information Strategy IM and KM Information Technology (infrastructure) Information Management (organization, business) Knowledge Management (products & services) Systems (processes)

Knowledge Management Goals Managing Knowledge Integrating Knowledge Sharing Knowledge Preserving Knowledge single organization: mandate, authority, resources similar organizations: culture, interests, context different organizations: general, few commonalities supports other KM goals Hierarchy Implementation

Managing Knowledge

Integrating Knowledge

Sharing Knowledge

Preserving Knowledge

Knowledge Management: Linking Past, Present, & Future Capture Preserve Share Integrate Learn Adapt Past Present Future Infrastructure Content Processes

Knowledge Management: A Definition Developing organizational capacity and processes to capture, preserve, share, and integrate data, information, and knowledge to support organizational goals, learning, and adaptation.

OUTLINE Change Knowledge management Business case Implementation strategy

Change

Knowledge management

Business case

Implementation strategy

CFS-KM Program: Committee established (May 1997) Concept published (June 2000) Business Case (Nov 2001) Implementation Strategy (Jan 2002) Governance framework (Feb 2002) Communications Plan (Apr 2002) Evaluation Plan (May 2002) Management presentation (Aug 2002) Link to CFS Strategic Plan (April 2003) How We Got Here

Committee established (May 1997)

Concept published (June 2000)

Business Case (Nov 2001)

Implementation Strategy (Jan 2002)

Governance framework (Feb 2002)

Communications Plan (Apr 2002)

Evaluation Plan (May 2002)

Management presentation (Aug 2002)

Link to CFS Strategic Plan (April 2003)

CFS-KM: Business Lines Management (lead, organize, integrate) Production People (reasoning, adding value) Creation (vertical, specific, problems, quantitative) Synthesis (horizontal, general, issues, qualitative) Products (applications, transformation, adaptation, users) Structure Technology , Processes (integration ) Archiving (capture, storage, retrieval, preserve, metadata) Sharing (two-way, networks, richness, partners) Dissemination (one-way, gateways, reach, clients

Management (lead, organize, integrate)

Production People (reasoning, adding value)

Creation (vertical, specific, problems, quantitative)

Synthesis (horizontal, general, issues, qualitative)

Products (applications, transformation, adaptation, users)

Structure Technology , Processes (integration )

Archiving (capture, storage, retrieval, preserve, metadata)

Sharing (two-way, networks, richness, partners)

Dissemination (one-way, gateways, reach, clients

CFS-KM: Benefits Clients Enhanced ability to apply CFS-created knowledge Improved stewardship of Canada’s forests Increased competitiveness of Canada’s forest sector CFS Increased visibility of CFS as preferred source of knowledge on Canada’s forests. Better co-ordination and reduced duplication Increased capacity to produce knowledge products

Clients

Enhanced ability to apply CFS-created knowledge

Improved stewardship of Canada’s forests

Increased competitiveness of Canada’s forest sector

CFS

Increased visibility of CFS as preferred source of knowledge on Canada’s forests.

Better co-ordination and reduced duplication

Increased capacity to produce knowledge products

CFS-KM: Strengths and Challenges Strengths Ability to take long-term view Reputation as honest information broker National and international coordinating role Challenges Culture of ownership vs. sharing Lack of directed resources Lack of emphasis on knowledge products Perceived lack of senior management support

Strengths

Ability to take long-term view

Reputation as honest information broker

National and international coordinating role

Challenges

Culture of ownership vs. sharing

Lack of directed resources

Lack of emphasis on knowledge products

Perceived lack of senior management support

CFS-KM: Four OPTIONS (1) Status Quo: non-adaptive ; continue project-scale activities (current expenditures) (2) Function: reactive ; limited KM capacity, driven by external agendas ($1M/yr) (3) Participate: active integration, negotiation, partnerships ($2-$3M/yr). (4) Lead: proactive substantial commitments, positioning ($3-$4M/yr).

(1) Status Quo: non-adaptive ; continue project-scale activities (current expenditures)

(2) Function: reactive ; limited KM capacity, driven by external agendas ($1M/yr)

(3) Participate: active integration, negotiation, partnerships ($2-$3M/yr).

(4) Lead: proactive substantial commitments, positioning ($3-$4M/yr).

Business Case: Conclusion The world is evolving to an knowledge economy. Patterns of successful transformation have emerged. CFS is poised to move forward with a KM Program. Requirements: adequate resources, management support, organizational buy-in. Option 2 is the minimal level of initial strategic investment needed.

The world is evolving to an knowledge economy.

Patterns of successful transformation have emerged.

CFS is poised to move forward with a KM Program.

Requirements: adequate resources, management support, organizational buy-in.

Option 2 is the minimal level of initial strategic investment needed.

OUTLINE Change Knowledge management Business case Implementation strategy

Change

Knowledge management

Business case

Implementation strategy

CFS-KM Implementation: Principles Knowledge cannot be conscripted; it must be volunteered. Decisions based on consensus; not direction. Program goals directly support CFS mandate. Management within existing CFS authorities, structures, and processes. Think big; start small; early deliverables. Close linkages to external KM programs.

Knowledge cannot be conscripted; it must be volunteered.

Decisions based on consensus; not direction.

Program goals directly support CFS mandate.

Management within existing CFS authorities, structures, and processes.

Think big; start small; early deliverables.

Close linkages to external KM programs.

CFS-KM Framework Scale Dimension Inventory assets Science synopsis Access policy Communications … Ecosystems OnLine FireM3 BN database S&T Cluster … NFIS-Secure channel CFSNet - design Project tracking … Project Preservation Sharing Dissemination Integration Synthesis Change Culture Monitoring CFS databases Info. repositories Decision support Reporting National Info. System CFS Info. System Management Info. Function KM Processes Content Infrastructure Strategic

CFS-KM Implementation: Approach 1. Initial projects (short-term) Regional/Branch participation Span KM Business Lines Leverage activities, learn from success, early deliverables 2. Preserving CFS knowledge (internal focus) Recognized by scientists as important Precursor to enterprise-wide KM solution 3. Forestry information market (external focus) Essential to disseminating CFS content Increased visibility and relevance to Canadians

1. Initial projects (short-term)

Regional/Branch participation

Span KM Business Lines

Leverage activities, learn from success, early deliverables

2. Preserving CFS knowledge (internal focus)

Recognized by scientists as important

Precursor to enterprise-wide KM solution

3. Forestry information market (external focus)

Essential to disseminating CFS content

Increased visibility and relevance to Canadians

Total of 531 assets from 211 responses Source: Knowledge Asset survey

Briefing Note Database

Access to Knowledge Policy Desired general state Specific cost circumstances Specific restriction circumstances Specific cost and restriction circumstances Goal of proposed policy Restricted Unrestricted Access None High Cost

2. Preserving CFS Knowledge Capture - document, codify, digitize, enter Organize - classification, thesauri, metadata Store - libraries, repositories, data warehouses Retrieve - browser, search engine, access Maintain - security, integrity, access Migrate - evolve technology Manage - value, life cycle, capacity

Capture - document, codify, digitize, enter

Organize - classification, thesauri, metadata

Store - libraries, repositories, data warehouses

Retrieve - browser, search engine, access

Maintain - security, integrity, access

Migrate - evolve technology

Manage - value, life cycle, capacity

3. An Information Marketplace Supply (Providers) Demand (Users) Providers and users connect through an Information Market

Provider Face Global Disaster Information Network Provider Face Academia NGOs Private Sector Public Sector Government disaster organizations Universities, colleges, institutes, schools Disaster-related businesses Non-Government disaster organizations

User Face Global Disaster Information Network Public, educators, youth, seniors, media Policy advisors, decision makers, regulators User Face Public Practitioners Policy Makers Business Businesses for innovation and marketing Scientists, managers, professionals, specialists

Disaster Information Market - Functionality How (technical) Databases Technology Scientific knowledge What (subjects) Type of disaster Function Libraries Where (place) Interactive maps Place names Latitude & longitude Who (directories) Organizations Experts Products & Services When (time) Events & meetings Schedules Time series Why (about) General GDIN Management

How (technical)

Databases

Technology

Scientific knowledge

What (subjects)

Type of disaster

Function

Libraries

Where (place)

Interactive maps

Place names

Latitude & longitude

Who (directories)

Organizations

Experts

Products & Services

When (time)

Events & meetings

Schedules

Time series

Why (about)

General

GDIN

Management

KM Program: Evaluation Reporting Quarterly: activities, accomplishments, issues Annual: expenses/budgets, performance/targets Final: summary, evaluation Criteria & indicators Efficiency: project management, meeting targets, Effectiveness: productivity, enabling, learning Impact: visibility, reach, richness

Reporting

Quarterly: activities, accomplishments, issues

Annual: expenses/budgets, performance/targets

Final: summary, evaluation

Criteria & indicators

Efficiency: project management, meeting targets,

Effectiveness: productivity, enabling, learning

Impact: visibility, reach, richness

The Way Ahead… External validation Make it real Program Plan Program establishment KM Day(s) CFS-KM workshop Project establishment

External validation

Make it real

Program Plan

Program establishment

KM Day(s)

CFS-KM workshop

Project establishment

A final thought… “ Nothing in the world can take the place of persistence. Talent will not; nothing is more common than unsuccessful men with talent. Genius will not; unrewarded genius is almost a proverb. Education alone will not; the world is full of educated derelicts. Persistence and determination alone are omnipotent” Calvin Coolidge (1872-1933)