Knowledge Management Program in the Canadian Forest Service

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)

OUTLINE
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

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)

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”

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

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

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

OUTLINE
Change
Business case

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, 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

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
Business case

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

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

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

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

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).

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.

OUTLINE
Change
Business case

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.

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

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

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

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

The Way Ahead…
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)

Knowledge Management Program in the Canadian Forest Service

by Albert Simard

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Knowledge Management Program in the Canadian Forest Service Presentation Transcript