Knowledge Management Program in the Canadian Forest Service

Knowledge Knowledge Management in the Management in the

Canadian Forest Canadian Forest ServiceService

Albert Simard

Canadian Forest Service

Presented to

Interdepartmental Knowledge Management Forum May 28, 2003

“Connecting the Past, Present, and Future”

Natural ResourcesCanada

Ressources naturellesCanada

An opening thought…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)



OUTLINEOUTLINE

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



Early

adap

tors

Majority adaptors

Late adaptors

High risk, cost & reward

High risk & cost, low reward

Low risk, moderate cost & reward

Wave of ChangeWave of Change

2000

Jan 23, 1993 07:21:17



Leading ChangeLeading 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)Cost of Not Knowing (CONK)

Research Managed knowledge

Surprise Unmanaged knowledge

Awareness

Know

Don’t know

Reality

KnowDon’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: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-KM: Governance

CFS Management Committee

KM Division

SKI Network KM Working Groups HQ Branches

KM Steering Committee

KM Management Committee



CFS-KM: Vision StatementCFS-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”


Ressources naturellesCanadaInformation Strategy:Information Strategy:

Use Information as Strategic Use Information as Strategic AssetAsset

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 AdvocatePromoterCreator

Isolated opinionIntegrated targeted



KM Communication: GoalsKM 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: KM Communication: MessagesMessages

Senior management – Organizational mandate, relevance

Middle Management – Organizational efficiency and effectiveness

Knowledge workers– Participation, self-interest

External– Government, forestry, international



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Change Knowledge


strategy



Knowledge 101Knowledge 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)


Ressources naturellesCanadaData, Information, and Data, Information, and

KnowledgeKnowledgeExamplesExamples

Data Information KnowledgeNumbers Tables,

statisticsEquations

Letters, words Text documents Scientific papers

Signal amplitude

Voice Expert consultation

Bits Digital documents

Digital library

Grey scale Image GIS-based maps



External Knowledge

SharingSharingCreationCreation

Nature Internal Knowledge

ManagementManagement

PreservationPreservation

Lost Knowledge

Knowledge OrganizationKnowledge Organization

UseUse



Knowledge ProcessesKnowledge 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 ApplicationSearch

Production Stage

Value



Information StrategyInformation StrategyIM and KMIM and KM

Information Technology (infrastructure)

Information Management (organization,

business)

Knowledge Management (products &

services)

Systems (processes)


Ressources naturellesCanadaKnowledge Management Knowledge Management

GoalsGoalsManaging Knowledge

Integrating Knowledge

Sharing Knowledge

Preserving Knowledge

Hierarchy

Implementation

single organization: mandate, authority, resources

similar organizations: culture, interests, context

different organizations: general, few commonalities

supports other KM goals


Ressources naturellesCanadaKnowledge Management:Knowledge Management:

Linking Past, Present, & Linking Past, Present, & FutureFuture

Past Present Future

Capture Preserve

Share Integrate

Learn Adapt

Infrastructure Content

Processes


Ressources naturellesCanadaKnowledge Knowledge Management:Management:A DefinitionA Definition

Developing organizational capacity and processes to capture, preserve, share, and integrate data, information, and knowledge to support organizational goals, learning, and adaptation.



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strategy



CFS-KM Program: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 How We Got HereGot HereHow We How We Got HereGot Here



CFS-KM: Business LinesCFS-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: BenefitsCFS-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 CFS-KM: Strengths and ChallengesChallenges

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 OPTIONSCFS-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: ConclusionBusiness 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.



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Change Knowledge


strategy



CFS-KM Implementation:CFS-KM Implementation:PrinciplesPrinciples

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 FrameworkCFS-KM Framework

Strategic

Infrastructure

Content KM Processes

Function

National Info. SystemCFS Info. SystemManagement Info.

MonitoringCFS databasesInfo. repositoriesDecision supportReporting

Preservation Sharing Dissemination Integration SynthesisChange Culture

Project NFIS-Secure channelCFSNet - designProject tracking …

Ecosystems OnLineFireM3BN database S&T Cluster…

Inventory assets Science synopsis Access policy Communications…

Scale Dimension



CFS-KM CFS-KM Implementation: Implementation:

ApproachApproach 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



Knowledge Assets by Category

0255075

100125150175

# o

f Ass

ets

Percent

Number

Total of 531 assets from 211 responses

Source: Knowledge Asset survey



Briefing Note DatabaseBriefing Note Database



Desired generalstate

Specific costcircumstances

Specific restrictioncircumstances

Specific costand restrictioncircumstances

Goal of proposedpolicy

RestrictedUnrestricted Access

None

High

Cost

Access to Knowledge PolicyAccess to Knowledge Policy



2. Preserving CFS Knowledge2. 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



ProvideProvider Facer Face

Provider FaceAcademiaAcademia

NG

Os

NG

Os

Priv

ate

Secto

rP

rivate

Secto

r

Public SectorPublic Sector

Government disaster

organizations

Universities, colleges, institutes, schools

Disaster-related businesses

Non-Government

disaster organizations

Global Disaster Information Network



User User FaceFace

Public, educators, youth, seniors, media

Policy advisors, decision makers,

regulators

User Face

PublicPublic

Pra

ctitio

ners

Pra

ctitio

ners

Polic

y M

akers

Polic

y M

akers

BusinessBusiness

Businesses for innovation and marketing

Scientists, managers, professionals, specialists

Global Disaster Information Network



Disaster Information Market - FunctionalityHow (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: EvaluationKM 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…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)