The document outlines the knowledge management (KM) strategy for the Canadian Forest Service (CFS), emphasizing the need to adapt to a knowledge economy by effectively capturing, preserving, and sharing knowledge. It details the governance framework, implementation strategy, and various options for enhancing KM capabilities within the organization, highlighting the essential role of knowledge in decision-making and organizational success. The CFS aims to position itself as a leading authority on Canadian forests, requiring commitment and resources to achieve its KM goals.

1. 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”

2. 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)

3. OUTLINE Change Knowledge management Business case Implementation strategy

4. 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

5. 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

6. 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)

7. 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

8. 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.”

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

10. 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”

11. 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

12. 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

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

14. OUTLINE Change Knowledge management Business case Implementation strategy

15. 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)

16. 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

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

18. 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

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

20. 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

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

22. 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.

23. OUTLINE Change Knowledge management Business case Implementation strategy

24. 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

25. 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

26. 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

27. 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

28. 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).

29. 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.

30. OUTLINE Change Knowledge management Business case Implementation strategy

31. 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.

32. 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

33. 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

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

35. Briefing Note Database

36. 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

37. 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

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

39. 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

40. 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

41. 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

42. 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

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

44. 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)