KM SHOWCASE 2019 - Integrating Knowledge and Learning Management at the Peace Corps
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This document discusses integrating knowledge management and learning systems at the Peace Corps. It describes how the Peace Corps uses both formal and informal learning methods. It outlines why managing knowledge and learning is important for volunteer effectiveness, staff development, and operational efficiencies. The document also discusses elements that impact organizational integration, such as decentralizing control, supporting core business processes, creative communication, stakeholder engagement, governance, collaboration, focusing on people and process in addition to technology, integrating user experience, and capitalizing on opportunities.
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KM SHOWCASE 2019 - Integrating Knowledge and Learning Management at the Peace Corps
- 1. Integrating Knowledge and Learning Management at the Peace Corps Jeffrey Kwaterski, Chief, Knowledge and Learning Peace Corps April 4, 2019 KM Showcase 2019
- 2. It was the best of times, it was the worst of times, it was the age of wisdom, it was the age of foolishness, it was the epoch of belief, it was the epoch of incredulity, it was the season of Light, it was the season of Darkness, it was the spring of hope, it was the winter of despair, we had everything before us, we had nothing before us, we were all going direct to Heaven, we were all going direct the other way... A Tale of Two Cities, Charles Dickens
- 3. • The context at the Peace Corps • A tale of two sites in our digital ecosystem • Eight elements impacting organizational integration • Capitalizing on windows of opportunity What We’ll Cover Today
- 6. Learning across the Peace Corps INFORMAL FORMAL In-Person Training On the Job Training Reading ListsWebsitesMentoring Institutions e.g., MIT Lectures CoachingSkills Networks Lunch & Learn YouTube Forums Conferences Journals Webinars PC Live Intranet / Workspace Lynda.com LearningSpace Webinar ILT Google Yammer LibGuides Skillsoft WhatsApp
- 7. Why manage knowledge and learning? Effective knowledge and learning management, and its associated business processes, technology, staffing, and support provide the Peace Corps with: • Improved Volunteer effectiveness • Staff development and skill building • Compliance training & reporting • Improved operational efficiencies • Cost savings
- 8. A Tale of Two Sites
- 11. Elements Impacting Organizational Integration
- 12. Decentralizing Control ! Decentralize control among stakeholders—especially to curate their content and manage workflow. Allow for divergent uses that may extend beyond the platform’s ‘sweet spot’.
- 13. Supporting Core Business Processes ! Identify mission-critical business processes that can be improved. Connect new tools in support of their workflows and process owners will become your most influential champions.
- 14. • Agency-wide rollout • HQ events • Global virtual events • Ongoing targeted communications • Voice of users Communicating Creatively ! Repeat messaging through diverse channels. Showcase user success stories—ideally through the voice of the users people love to listen to.
- 15. Engaging Stakeholders ! Go beyond promotional communications to actively engage with stakeholders—demonstrate you are listening and not going away. Cultivating a network among super-users has made a difference via peer-peer support.
- 16. Investing in Governance ! Match the governance mechanisms to the character and complexity of your organization. Ignoring governance can lead to existential vulnerabilities.
- 17. Sustaining Collaboration Senior Leadership Director of Management Director OSLD Director OCIO Chief of Knowledge and Learning OSLD Business Core Team Partner Team OCIO Core Team Other Key Offices Interfacing Teams Business Project Manager OSLD, SME, COR COR OSLD, SME-TEFL Implementation Services Customer Solutions Customer Services Manager of PMO Project Manager Networking Single Sign-on Enterprise Architect Security Communications LMS/Trainer OCFO OSS OGH OACM PCR OSG Users from Regions/Posts Records Retention/Migration Interfacing Systems SharePoint PC Live Lynda.com WEBEX Data Team OCIO OCFO OSLD HRM OCIO Other Business Stakeholders Director OPATS Senior Advisor OGO OHRM ! Beware of over self-reliance. Tap diverse strengths. An external vendor helped increase responsiveness and resilience to internal turnover. Go fast – go alone; Go far – go together
- 18. Focusing on People and Process as well as Technology SEP | OCT | NOV | DEC | JAN | FEB | MAR | APR | MAY | JUN | JUL |AUG | SEP |OCT | NOV | DEC | JAN | FEB | MAR | APR | MAY 2017 2018 2019 People Process Technology Development Launch Adjusting Enhancing Digital Learning Week 2018 E-Learning Labs Digital Learning Week 2019IAP Sub- Regional Workshop SOPs Published Regional Webinars Voice/Video Recording Mobile App Ad-hoc Reporting Podcasting Live Events Standard Course Templates Formalize Peer Network Codify Best Practices E-learning Competencies Development Competency Related Courses Training Strategy Change Management Strategy Build Migrate Test Refine Auto Data Feed Webinars Virtual Boot Camp Business Unit Consults Pre-departure Environment ! Accelerate integration by clarifying processes, highlighting incentives, and offering training and responsive assistance to business units. In-country workshops Staff onboarding
- 19. Integrating the User Experience ! Reduce friction in the user experience by integrating functions and features that people need. SAML-SSO API-User Data
- 20. Capitalizing on Windows of Opportunity
- 21. • Team capability and chemistry • Consolidated business ownership of related platforms • Shocks and pain • Enthusiastic leadership • Budget availability Windows of Opportunity
Editor's Notes
- -Does anyone recognize this opening paragraph? (click title) -Can anyone interpret any meaning from this? Bonus, Zach is buying a drink for the best connection to KM? What interested me: Duality---where there are opposing perspectives of the same thing, or the notion of extreme difference between Paradox-a situation, person, or thing that combines contradictory features or qualities. Found that often the same platform---is experienced and viewed extremely differently.
- Main objective of this session is to explore the concept of organizationally integrating Knowledge and Learning Management initiatives within an organization. If we can’t integrate and sustain—then we are just churning in the water. Throwing resources into constantly starting something different. (duality issue---that’s terrible, doesn’t give me what I need, I look for something else. -Fatigue factor has taking hold in many of our organizations---certainly the case at the peace corps. Knowledge and learning management initiatives are only as valuable as the degree of organizational integration and adoption they generate. Without people experiencing meaningful ownership, actively creating and curating their content, and connecting new tools with existing workflows, can we expect sustained value? This presentation highlights lessons learned from the process of rolling out two different sites at the Peace Corps. The first, a content management system, the second, a learning management system
- Three goals: -help to develop capacity of people and systems—typically at a local, community level---things like health, education, youth dev., food security. -help promote a better understanding of the American people within the countries we serve -help promote a better understanding of the countries/people we work within the US Source: https://www.peacecorps.gov/about/
- 7,000 + volunteers and 3,000 + staff currently 58 countries around the world Source: FY 2018-2022 Strategic Plan and FY 2018-2019 Annual Performance Plan https://s3.amazonaws.com/files.peacecorps.gov/documents/open-government/pc_strategic_plan_2018-2022-annual_plan_2019.pdf
- Familiar picture? Majority of knowledge sharing and learning happening beneath the visible surface of the agency. Diverse places, tools, etc. -challenge to integrate platforms / tools into the formal space—agency-wide, adopted, sustained. -iceberg size is dynamic—slowly trying to get more above the surface. -so it can be surfaced and re-used in the right place at the right time.
- --connecting our efforts with business outcomes -Standard Volunteer assignment is 27 months. -Avg. staff stays for approx. 40 months (5 yr. rule intended to keep it fresh—but double edge) Knowledge and Learning are really essential to our impact.
- Provide some light detail about the two sites—and use these to inform some lessons
- At least three significant attempts made over the last 15 years at the Peace Corps to try and address content management and knowledge sharing challenges. Challenge to get beyond restrictions and risk aversion to deploy a shared system that would connect staff, volunteers and external partners on the same platform -PCLive was the latest attempt—initiated about 5 years ago. -First using SharePoint and then shifted to Joomla (to some extent because of the unique skill set of the individual hired as the site administrator tasked with taking it forward)
- -LMSs introduced in 2010—primarily Compliance/mandatory training and tracking for staff -one for staff and one for Volunteers. PC University for Staff / LearningSpace for Volunteers Moodle based, vendor hosted externally on AWS cloud Two initial primary and ongoing purposes: Compliance/mandatory training and tracking for staff Pre-departure orientation for Invitees Evolving approach to digital learning Available for Staff and Volunteers and External Partners
- -Democratizing ownership. Decentralizing control and allowing for divergent uses --because of ability to have greater management control at the business unit level---it has won over a lot of people who were originally intended to operate with PCLive. -From only 3 country offices active in 2016 to 44 in 2019. managing courses and content via LearningSpace One success factor---no formally named Knowledge and Learning officer positions across most locations. Diverse positions—but converging to add and own new skills. A source of professional growth, pride---Engagement.
- One of our primary business functions is Volunteer recruitment and placement. Campus recruiters / campus ambassadors—help to modernize their ability to connect and train. Volunteers---pre-departure-getting people ready before they leave for their assignments in country (staff converted from a Big 3 provisioned system to adopt LearningSpace---we adapted learning and administrative features to meet their needs). Pre-service training in country---training managers saving time and money through organizing their program via LearningSpace. Supporting learning at the speed of need—as a training intensive organization, integrating with business outcomes related to Staff and Vol. readiness is key Expanding access to Peace Corps resources through a curated catalogue of courses from across the agency and our partners Supporting trainers to more efficiently and effectively support learners Empowering learners to connect and share their PC expertise with others
- Did anyone hear see the movie Moana? Caution about going out beyond the reef. Easy going in the lagoon—but then these crushing waves breaking at the edge of the reef that can smash you and send you back… Communication is critical to integration efforts. Early and often. Repetitive, redundant. -we featured the incoming Director in welcome video and launch event. -we featured the operational heroes from their Moana moments—where we have to re-double efforts, and return to new staff, new leaders, etc.
- Capturing and connecting the voice of early adopters. All those local owners—creating an identity as LearningSpace Rock Stars. More of them increasing their own centrality within the network---referencing, networking. Even engagement can shift away from a centrally led effort---towards that spirit of decentralization
- New charter required new governance approach Investing in cross-office governance
- Resilience through collaborative relationships - Force Multiplier Great partnership with our vendor. Weekly coordination—depth of response capability that is beyond what we could ever sustain on our own.
- Developing capacity at a few critical levels -converting people who don’t have KM or E-Learning position descriptions.