Incorporating Knowledge Management tools in the UK local government towards improved planning support services.

1. ICICKM
14th International Conference
on Intellectual Capital,
Knowledge Management &
Organisational Learning
7 - 8th December 2017,
Hong Kong
Incorporating Knowledge
Management tools in the UK local
government towards improved
planning support services
Dr Nasrullah Khilji (SFHEA)
Course Leader and Senior Lecturer
PROJECT and Operations Management, Business School, University of Bedfordshire
Dr Yanqing Duan
Professor of Information System
Director of Business Research Centre (BMRI), Business School, University of Bedfordshire
Department of Strategy and Management
Business School
The Hong Kong
Polytechnic University
Hong Kong

2. Introduction
• An integrated knowledge based
planning system framework
• A pragmatic framework for
enhanced planning services
• Identifying key knowledge management
factors to achieve enhanced efficiency
and effectiveness
• Framing a strategic plan to accomplish
knowledge based planning system
Dr Nasrullah K. Khilji ‘Business School, University of Bedfordshire’ 2
Source: 3rd Life Science KM Summit (2016)

3. Rationales
• Planning system innovation to increase the
learning capacity as a source of competitive
advantage (Janssens et al., 2016).
• KM to enhancing productivity with the help
of emerging technologies (Duval et al., 2017).
• Knowledge based planning system as an
indispensable requisite towards sustainable
development (RTPI, 2007).
• Real time data processing and knowledge
management capacity (Tierney, 2017).
Dr Nasrullah K. Khilji ‘Business School, University of Bedfordshire’ 3
Source: Ho-Gland, H.L. (2016)

4. Background
• The UK local government planning system is well established and all pervasive with its origins in
post-war reconstruction and the Town and Country Planning Act 1947 (Inexpensive Progress, 2012).
• The UK local government set-up is enormously confusing due to its complex pattern with the
distribution of functions varying according to the local arrangements (Citizens’ Assembly, 2015).
• The current structure of the UK local government is transformed as a result of complete re-
organisation in 1973 and further re-organisations in 1986, the 1990s, and 2009 (Bolton, 2012).
• The local government planning system in the UK requires strategic foresight, clarity of mission,
means of delivery, regulation, monitoring and above all accountability, transparency and a
democratic setting for sustainable development (Allmendinger, 2009; Belanger and Hiller, 2006).
Dr Nasrullah K. Khilji ‘Business School, University of Bedfordshire’ 4

5. State of Knowledge
• Knowledge management became an essential part of the ICT strategy in the UK local
government. It is one of the key challenges in the local government to make an appropriate use
of their technologies in collecting, storing, retrieving and disseminating information in real time
(Shark, 2012).
• The local authorities very much rely on electronic data interchange to ensure productivity in
the planning system towards sustainable development (Mann et al., 2017).
• The central government inspired ICT strategies affecting the whole of the public sector; the
public services network, the government’s code of connection, the changes to data protection
regulations, the government approach to new social media ‘e.g. twitter, blogs, face book etc.’
are all continuing to change the public sector working environment (Janssen and Kuk, 2017).
• Looking ahead to the future many local authorities predict and foresee the emergence of
knowledge based planning system (ICT Strategy, 2011).
• The success of local government planning system is therefore increasingly dependent on ICT
strategy to efficiently utilise internal and external knowledge resources in adaption to
contextual changes (IDeA, 2008).
Dr Nasrullah K. Khilji ‘Business School, University of Bedfordshire’ 5

6. Methodological Considerations
Dr Nasrullah K. Khilji ‘Business School, University of Bedfordshire’ 6
Sustainable with:
• Long term objectives
• Economical viability
• Environment friendly
Smartness with:
• Built-in expertise
• Ability to sense and anticipate
• Systems of engagement
Conventional System
(Traditional Bureaucratic Paradigm)
Contemporary System
(Customer Oriented Paradigm)
Transformation
As-Was  As Is …
Transformation
As-Is  To Be …
Technological Advancements
ProcessInnovations

7. Data Collection and Analysis
Dr Nasrullah K. Khilji ‘Business School, University of Bedfordshire’ 7
Knowledge Management as an imperative tool to achieve greater proficiency in the UK local government towards improved planning
support services
Q-1 In what ways is KM used between planning and development teams during application process?
Q-2 What influenced the management of knowledge during the planning permission process?
Q-3 Do you believe that different types of knowledge are available to be managed?
Q-4 Are there any types of knowledge that cannot be managed?
Q-5 How do the knowledge groupings differ from those that cannot be managed?
Q-6 Is there any knowledge management within the planning group, cross planning divisions and between these both groups?
Q-7 What type of knowledge is managed between planning group and the other departments group?
Q-8 Does the management of knowledge within planning group differ from that managed between different cross-functional planning groups?
Q-9 Is there anything about the planning structure that hindered the management of knowledge?
Q-10 How is relevant KM, created in the planning process, made available to those teams that need it?
Main - Codes Sub - Codes Category
Frequency of
Occurrence
MC-1:
Knowledge
Applications
SC-1.1 - ICT Infrastructure
SC-1.2 - Network DMS- CRM- GIS- ERP
SC-1.3 - Storage and Retrieval of Data
SC-1.4 - Microsoft Office Applications
SC-1.5 - SMS and Smart Phone Apps
SC-1.6 - Online Reports Provider
SC-1.7 - Design and Plan Review
SC-1.8 - Technical Specifications
Explicit -
Supporters
21.92%
MC-2:
Knowledge
Channel
SC-2.1 - Face to Face Meeting
SC-2.2 - Team and Group Working
SC-2.3 - Creation of Knowledge Models
SC-2.4 - Use of Smart Devices i.e. Wiki
Tacit -
Supporters
14.38%
MC-3:
Individual
knowledge
SC-3.1 - Sharing Individual Expertise
SC-3.2 - Motivation and Willingness to KM
SC-3.3 - Competency and Capability
Tacit -
Supporters
12.33%
MC-4:
Group Knowledge
SC-4.1 - Planning Teams Coordination
SC-4.2 - Team Relationships
SC-4.3 - Creation of New Knowledge
Tacit -
Supporters
15.07%
MC-5:
Knowledge
Preventers
SC-5.1 - Non Sharing Knowledge
SC-5.2 - Lack of Awareness
SC-5.3 - Organisational Culture
SC-5.4 - Political Uncertainty
SC-5.5 - Time Factor
SC-5.6 - Financial Constraint
Tacit -
Preventers
25.34%
MC-6:
Knowledge
Supporters
SC-6.1 - Planning Project Structure
SC-6.2 - Communication Channels
SC-6.3 - Category of Knowledge Teams
SC-6.4 - Routine Activities Schedule
SC-6.5 - Training and Development
Explicit -
Supporters 10.96%

8. Data Collection and Analysis
Dr Nasrullah K. Khilji ‘Business School, University of Bedfordshire’ 8
Adopted from Government’s E-Planning Vision, 2011
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
MC-5:
Knowledge
Preventers
MC-1:
Knowledge
Applications
MC-4:
Group
Knowledge
MC-2:
Knowledge
Channel
MC-3:
Individual
knowledge
MC-6:
Knowledge
Supporters
Frequencyin%age
Main Codes
Main Codes
Comparison of Tacit and Explicit Domains
21.92%
25.34%
15.07%
12.33%
14.38%
10.96%
Tacit
Tacit
Explicit Explicit Explicit
Explicit

9. Results: Modelling the Environment
Dr Nasrullah K. Khilji ‘Business School, University of Bedfordshire’ 9
Pragmatic
Framework

10. Recommendation
• Knowledge management is not something that can be simply achieved by technological
advancements only.
• The technological tools are helpful to facilitate, support, transfer, share and manage knowledge
management applications.
• This means knowledge based planning system can be developed, implemented and used by key
stakeholders within the planning system with the help of ICT tools.
• One of the key objectives of this research study is to recommend an environment in which
knowledge discovery, creation and sharing is encouraged and enabled.
• The knowledge based planning system is depended on the research fundamental proposition
such as ‘people efficiency’ and ‘technological effectiveness’ within the planning system
environment.
• Training and learning in this study are focused on the broadest sense in the reform of the local
government planning system. Even top level experts, who are few in number in a council, need to
learn how to share, transfer and manage their individual expertise for enhanced planning system
performance towards improved planning support services.
Dr Nasrullah K. Khilji ‘Business School, University of Bedfordshire’ 10

11. Conclusion: Shaping the Future
• To create an integrated knowledge based planning system
towards improved efficiency and effectiveness.
• A pragmatic framework is presented to illustrate the key
components in an integrated knowledge based planning system.
• The continuous improvement of the planning system via
continuous reformation.
• The research outcome could be applied to various other public
services (such as council tax and benefits, waste and recycling,
jobs and career, help with housing, health, education and
transportation), by carrying out in depth research.
Dr Nasrullah K. Khilji ‘Business School, University of Bedfordshire’ 11

12. Thanks indeed !!!
Any Question Please ….
Dr Nasrullah K. Khilji ‘Business School, University of Bedfordshire’ 12
The Hong Kong
Polytechnic University
Hong Kong