A Case Study ofA Case Study ofKM in Higher Education:KM in Higher Education:

Cuyahoga Community CollegeCuyahoga Community College

Presenter: Group 8Presenter: Group 8Mr.Chaichana Buathong ID.4722013Mr.Chaichana Buathong ID.4722013

Ms.Putthiporn Nijapa ID.4722044Ms.Putthiporn Nijapa ID.4722044

Who is Tri-C?Who is Tri-C?

Cleveland, OhioCleveland, Ohio Multi-site, community collegeMulti-site, community college

– Metro, East, West CampusesMetro, East, West Campuses– Unified Technology CenterUnified Technology Center– Corporate College: East and WestCorporate College: East and West

55,000 students55,000 students 300 full-time faculty300 full-time faculty 1,200 part-time faculty1,200 part-time faculty 2,500 employees2,500 employees 3 bargaining units (unions)3 bargaining units (unions)

Who is Tri-C?Who is Tri-C?

““At Cuyahoga Community College we are in the At Cuyahoga Community College we are in the knowledge business. The extent to which we are knowledge business. The extent to which we are

willing to invest ourselves in the knowledge sharing willing to invest ourselves in the knowledge sharing process is up to us. Together we can build an process is up to us. Together we can build an

environment where shared knowledge will usher in an environment where shared knowledge will usher in an exciting, new era of shared success.”exciting, new era of shared success.”

““Knowledge Management democratizes our Knowledge Management democratizes our organization.”organization.”

Dr. Jerry Sue Thornton,

President of Cuyahoga Community College

Tri-C is Recognized as a Leader Tri-C is Recognized as a Leader in KMin KM

"Tri-C is an "Tri-C is an innovator in the implementation of innovator in the implementation of knowledge management practicesknowledge management practices in higher in higher education. Their knowledge management program is education. Their knowledge management program is helping them to identify some of the most pressing helping them to identify some of the most pressing needs of the organization by creating a more needs of the organization by creating a more streamlined process for discussing and implementing streamlined process for discussing and implementing improvements to curriculum, fundraising, and overall improvements to curriculum, fundraising, and overall work management."work management."

Lisa Petrides, PhD., President, Institute for the Study of Knowledge Management in Education

Tri-C’s Definition of Tri-C’s Definition of Knowledge Management:Knowledge Management:

A discipline and framework designed to help our A discipline and framework designed to help our organization acquire, package and share “what organization acquire, package and share “what we know” to enable decision-making, creativity, we know” to enable decision-making, creativity,

innovation and communication. innovation and communication.

Turnover ChallengesTurnover Challenges Tomorrow’s Decision-Structure NeedsTomorrow’s Decision-Structure Needs Expand Capacity to Share KnowledgeExpand Capacity to Share Knowledge Teamwork Culture Builds on CollegialityTeamwork Culture Builds on Collegiality Tools to Maintain Competitive EdgeTools to Maintain Competitive Edge Technology InvestmentTechnology Investment

Tri-C’s Business Case for KM:Tri-C’s Business Case for KM:

History of KM at Tri-CHistory of KM at Tri-C CY2000, secured $270K matching grant from local CY2000, secured $270K matching grant from local

foundationfoundation Implemented change management strategyImplemented change management strategy

– Crafted communications plan Crafted communications plan – Filled key strategic KM rolesFilled key strategic KM roles– Conducted knowledge auditConducted knowledge audit

Created KM framework and model for CoP developmentCreated KM framework and model for CoP development– Adopted knowledge policyAdopted knowledge policy– Developed balanced scorecard for CoP’sDeveloped balanced scorecard for CoP’s

Aligned business processesAligned business processes Defined knowledge architectureDefined knowledge architecture

– Implemented collaboration and DM tool Fall, 2001 (Microsoft’s Implemented collaboration and DM tool Fall, 2001 (Microsoft’s SharePoint Server)SharePoint Server)

Integrated KM Approach:Integrated KM Approach:

Strategy

Content

People &Culture

Technology

Process

Goal: ProcessGoal: Process To establish structures and To establish structures and processes that put individuals in processes that put individuals in close contact with those who close contact with those who have the knowledge they needhave the knowledge they need

Process

KM Through CoP’sKM Through CoP’s

Four types of communities; each CoP has portalFour types of communities; each CoP has portal Operational/ProcessOperational/Process

– Curriculum DevelopmentCurriculum Development– Grants ManagementGrants Management– Transfer & ArticulationTransfer & Articulation

StrategicStrategic– Corporate CollegeCorporate College

InformationalInformational– Collegewide TechnologyCollegewide Technology

Customer (student)-focusedCustomer (student)-focused– Student Services Student Services

Communities-of-Practice:Communities-of-Practice:

Connecting people with common Connecting people with common needs/interests on a particular topic to:needs/interests on a particular topic to:– Share ideas, insights, informationShare ideas, insights, information– Address challenges & advise each otherAddress challenges & advise each other– Learn and laugh togetherLearn and laugh together– Create processes, frameworks, templates, etc.Create processes, frameworks, templates, etc.– Own and maintain the content about their topicOwn and maintain the content about their topic

Community Activities:Community Activities: Curriculum DevelopmentCurriculum Development

– Mapped CD ProcessMapped CD Process Implementing CD SoftwareImplementing CD Software

– Service Learning communityService Learning community– Articulation & Transfer communityArticulation & Transfer community– Prior Learning Credit communityPrior Learning Credit community

Grants ManagementGrants Management– Conducted Learning EventsConducted Learning Events– Improved grant proposal processImproved grant proposal process

Future: Using portal to contribute grant Future: Using portal to contribute grant proposalsproposals

Community Activities:Community Activities:(Continued)(Continued)

Student AffairsStudent Affairs– Developed cross-functional Enrollment Developed cross-functional Enrollment

Management modelManagement model– Conducted student survey regarding Conducted student survey regarding

“single-point-of-access” to content“single-point-of-access” to content

Collegewide TechnologyCollegewide Technology– Developed portal that provides collegewide Developed portal that provides collegewide

access to status reports and online access to status reports and online discussion for technology projectsdiscussion for technology projects

Corporate CollegeCorporate College– Enabling collaboration and culture shiftEnabling collaboration and culture shift

Open access to discussions and planningOpen access to discussions and planning

– Communications and decision-making Communications and decision-making infrastructureinfrastructure

– Identifying expertiseIdentifying expertise ResearchResearch

– Merging content and expertise from multiple Merging content and expertise from multiple sourcessources Institutional Planning, Workforce Development, Institutional Planning, Workforce Development,

Professional Improvement Leaves, LibraryProfessional Improvement Leaves, Library

Community Activities:Community Activities:(Continued)(Continued)

Goals and Outcomes:Goals and Outcomes:

Example: Grants ManagementExample: Grants Management

Secure a minimum of 5 proposals/concept papers per Secure a minimum of 5 proposals/concept papers per campus per semester – for 30 submissions to the Grants campus per semester – for 30 submissions to the Grants Office annually, 10 per campus.Office annually, 10 per campus.

Reduce the number of calls and amount of time spent Reduce the number of calls and amount of time spent answering routine grant questions from 8 hours to no answering routine grant questions from 8 hours to no more than 1 hour per week. more than 1 hour per week.

Increase the grant-seeking notification window given by Increase the grant-seeking notification window given by initiators to the Grants Office from 5 days to 30 daysinitiators to the Grants Office from 5 days to 30 days

Increase the final draft submission window given by Increase the final draft submission window given by initiators to the Grants Office from 5 days to 10 daysinitiators to the Grants Office from 5 days to 10 days

Attain a minimum 40% acceptance/funding rate for all Attain a minimum 40% acceptance/funding rate for all proposals submitted in a given fiscal year.proposals submitted in a given fiscal year.

SponsorSponsor Knowledge CoordinatorKnowledge Coordinator Subject Matter Expert/SpecialistSubject Matter Expert/Specialist Community MemberCommunity Member

– Primary – Regular Access and ContributionPrimary – Regular Access and Contribution– Secondary – Less Collaboration but Value Secondary – Less Collaboration but Value

the Interactionthe Interaction Portal ModeratorPortal Moderator

Community Knowledge Roles:Community Knowledge Roles:

Phases of Development for Phases of Development for Knowledge Sharing CommunitiesKnowledge Sharing Communities

FEEDBACK, LEARNING & IMPROVEMENT

ENABLING A KNOWLEDGE SHARING CULTURE

ASSESS USAGE,AWARENESS &

VALUE

12TRAIN END

USERS

10DEPLOY

CONTENT &TOOLS

11MAINTAIN

KNOWLEDGE FLOWS

13

PREPARECOMMUNITY

1AUDIT KNOW-LEDGE NEEDS

& ASSETS

2ESTABLISH

KNOWLEDGEROLES

3CREATE KNOW-

LEDGE PROCESSAND PLAN

4

ACQUIRECONTENT

5DEVELOP

CLASSIFICATIONSCHEME

6MARKET &

COMMUNICATE

9STORE,

REVIEW & FILTER

7CUSTOMIZE

TECHNOLOGY

8

Community Toolkit:Community Toolkit:

Step 1: BuildStep 1: Build Community Creation Community Creation

FormForm Guidelines for Guidelines for

developing a Manifestodeveloping a Manifesto Definitions of key rolesDefinitions of key roles Template for a Template for a

Knowledge PlanKnowledge Plan Checklist for the Checklist for the

Knowledge AuditKnowledge Audit Checklist for customizing Checklist for customizing

the Portalthe Portal

Step 2: OperateStep 2: Operate Training MaterialsTraining Materials Desktop ReferencesDesktop References Sample meeting Sample meeting

agendasagendas Suggested topics list Suggested topics list

for meetingsfor meetings Sample usage reportsSample usage reports Operations checklistsOperations checklists Content Assessment Content Assessment

WorksheetsWorksheets Schedule of release Schedule of release

dates for KM Newsdates for KM News

Step 3: EvaluateStep 3: Evaluate Guidelines on how to Guidelines on how to

measure community measure community successsuccess

Sample ScorecardSample Scorecard Troubleshooting Troubleshooting

GuideGuide Methods for Methods for

connecting Scorecard connecting Scorecard to a new Knowledge to a new Knowledge PlanPlan

Template for the Template for the Performance ReportPerformance Report

Measuring Effectiveness:Measuring Effectiveness:Community ScorecardsCommunity Scorecards

Tracks goals, outcomes and deliverablesTracks goals, outcomes and deliverables Measures health and vitality of KM communities Measures health and vitality of KM communities Focuses on five areas of College’s integrated Focuses on five areas of College’s integrated

KM approachKM approach Ratings structure: green (successfully meeting Ratings structure: green (successfully meeting

expectations), yellow (area of improvement), expectations), yellow (area of improvement), red (needs critical attention)red (needs critical attention)

Used by Community sponsors,knowledge Used by Community sponsors,knowledge coordinators, and shared with KM Mgmt. coordinators, and shared with KM Mgmt. Steering CommitteeSteering Committee

Other Tools for Measuring Other Tools for Measuring CoP Effectiveness:CoP Effectiveness:

Usage statisticsUsage statistics– Total hits by portal and pageTotal hits by portal and page– Number of unique users and their identityNumber of unique users and their identity

User SurveysUser Surveys– Measures satisfaction levelsMeasures satisfaction levels

Goal: People & CultureGoal: People & Culture To foster an institutional To foster an institutional climate that rewards climate that rewards knowledge sharingknowledge sharing

People &Culture

Guiding Principles for Guiding Principles for Culture Change:Culture Change:

Continually build sponsorship across constituencies and Continually build sponsorship across constituencies and at different levelsat different levels

Keep the business case, vision and benefits focal for Keep the business case, vision and benefits focal for peoplepeople

Continually raise awareness and involvement through Continually raise awareness and involvement through captive communicationscaptive communications– Document and share successes and outcomesDocument and share successes and outcomes

Make KM Tools an integral part of new hire orientation; Make KM Tools an integral part of new hire orientation; the “Tri-C Way”the “Tri-C Way”

Align performance measures and rewards to promote Align performance measures and rewards to promote knowledge sharingknowledge sharing

Guiding Principles for Culture Guiding Principles for Culture Change: (cont.)Change: (cont.)

Involve users throughout…Involve users throughout…– Knowledge auditKnowledge audit– Taxonomy developmentTaxonomy development– Tool developmentTool development– Training/coaching on KM practicesTraining/coaching on KM practices– Feedback and improvementFeedback and improvement

Commitment from the Top:Commitment from the Top:

In March 2002, the Board approved the policy In March 2002, the Board approved the policy thus endorsing past, present and future KM thus endorsing past, present and future KM initiativesinitiatives

Appropriate procedures have since followedAppropriate procedures have since followed Performance objectives were outlined for Performance objectives were outlined for

Campus presidentsCampus presidents Knowledge processes connected with major Knowledge processes connected with major

College initiative (Corporate College)College initiative (Corporate College)

Tri-C’s Lessons Learned Tri-C’s Lessons Learned • Don’t call it Knowledge ManagementDon’t call it Knowledge Management• Focus on critical organizational issuesFocus on critical organizational issues• Ensure that people drive the technologyEnsure that people drive the technology• Remember your target audience (Create value Remember your target audience (Create value

propositions)propositions)• Recognize importance of roles, responsibilities, and Recognize importance of roles, responsibilities, and

processprocess• Employ the 80/20 rule – iteration is good (Nothing is Employ the 80/20 rule – iteration is good (Nothing is

perfect)perfect)• Realize that people look for information using various Realize that people look for information using various

methods and channelsmethods and channels• Expect unexpected benefitsExpect unexpected benefits

Student Services CommunityStudent Services Community

Kicked-off summer, 2002Kicked-off summer, 2002 Engaged deans and assistant deans to create Engaged deans and assistant deans to create

internal knowledge communityinternal knowledge community– Response: “Response: “StudentsStudents need access to key content, need access to key content,

information and experts.”information and experts.”

Shifted focus to student interface, January 2003Shifted focus to student interface, January 2003– Secured high-level sponsorship across the CollegeSecured high-level sponsorship across the College

Engaged students and student services staffEngaged students and student services staff– Surveys, focus groups, leadership conferenceSurveys, focus groups, leadership conference– Developed “road map” of the student journeyDeveloped “road map” of the student journey

The Student Road MapThe Student Road Map

Is Tri-C for me?Is Tri-C for me? Am I qualified?Am I qualified? How do I apply?How do I apply? How will I pay?How will I pay? What classes do I What classes do I

need?need? How do I register?How do I register? How do I buy and sell How do I buy and sell

books? books? How do I get my ID and How do I get my ID and

logon?logon?

How do I get around How do I get around campuses?campuses?

Tell me about activities Tell me about activities and athleticsand athletics

What services are What services are available if I need help?available if I need help?

Tell me about graduationTell me about graduation Tell me about Tell me about

transferringtransferring Tell me about finding a Tell me about finding a

jobjob Tell me about being a Tell me about being a

Tri-C alum or friendTri-C alum or friend

Every Step of the JourneyEvery Step of the Journey

Students are supported by:Students are supported by: Description of the relevant processDescription of the relevant process Required formsRequired forms ““Contact Us” – email centerContact Us” – email center Answers to FAQ’sAnswers to FAQ’s Additional InformationAdditional Information

Single Point of AccessSingle Point of Access

Utilizing existing web technologyUtilizing existing web technology Considering content management toolConsidering content management tool Keeping students engaged as champions Keeping students engaged as champions

and coaches and coaches Deploying: January, 2003Deploying: January, 2003

ReferencesReferences

http://www.tri-c.eduhttp://www.tri-c.edu

http://www.iskme.orghttp://www.iskme.org

http://www.kmworld.comhttp://www.kmworld.com