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Is  Knowledge  Management  one  of  the  Key  Compe��ve  Advantages  Towards  Excellence    in  

the  Government  Sector  

Dr.  Yousuf  Al  Suwaidi  2014

resources. KM

process capabilities

1. Identification

2.Acquisition/ generation

3.Organization

4.Storage 5.Distribution/ sharing

7.Measurement

KM Enablers

2.Management championship

1.IT support

3.Organizational culture

6.Application

KM system at Dubai Courts

resources. KM

process capabilities

1.identification

2. acquisition/ generation

3.organization

4.storage 5.distribution/ sharing

7.measurement

KM Enablers

2.Management championship

1.IT support

3.organizational culture

6.application

KM system at Dubai Courts

1. Existing internal

knowledge to be selected 2. Determining the experience

to be ratified /converted to be knowledge

3. External sources of knowledge that can fulfill knowledge gaps

4. Relative importance of knowledge identified

  Relative importance of knowledge identified: S

1. Impacts achieving the strategic goal

2. Improving the experience of the customers and partners

3. Enhancing the effectiveness and efficiency of the provided services

4. Ease of implementation this include: time +cost +Human resources + degree of complication

 most important knowledge asset is legal and judicial knowledge embedded in high qualified professionals

 external knowledge that lies in litigants and collaboration with the other related agencies

resources. KM

process capabilities

1.Identification

2.Acquisition / Generation اكتساب وتوليد

3.Organization 4.Storage 5.Distribution/

Sharing

7.Measurement

KM Enablers

Management championship

IT support

3.Organizational Culture

6.Application

KM system at Dubai Courts creation, capturing or collaboration Knowledge is gained through a variety of means, including publications, conferences and meetings, projects experiences, research, and industry expertise.

  DC develops a KM database to consistently in a daily basis gather the ruling of the judges  Appoint a knowledge coordinator in each unit  DC library/ Emirates Identity Card/ electronic data exchange with other Gov agencies

resources. KM

process capabilities

1.Identification 2.Acquisition/

generation 2.Organization

التنظيم والتبويب

4.Storage 5.Distribution/

sharing

7.Measurement

KM Enablers

2.Management championship

2.IT support

3.Organizational culture

6.Application

KM system at Dubai Courts classification, indexing and editing processes of the acquired knowledge to enhance efficiency/effectiveness of knowledge repossession / spreading

 Major classification is made based on DC organizational structure in order to better serve each functional unit’s need slide 6  An annual review through the internal excellence program to edit whether such information are updated   to avoid redundancies and irrelevance, DC uses suitable approach, by using the colors index to indicate the status of documents

Slide 7

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resources. KM

process capabilities

1. Identification

2.Acquisition/ generation

3.Organization

4.Storage تخزين وحفظ

5.Distribution/ sharing

7.Measurement

KM Enablers

2.Management championship

1.IT support

3.Organizational culture

6.Application

KM system at Dubai Courts

DC has established centralized knowledge storage by using database and KM portal to reduce both storage costs and space/ it encompass security aspects

resources. KM

process capabilities

1.identification

2.Acquisition/ generation

3.Organization

4.Storage 5.Distribution/

Sharing نشر وتوصيل

7.Measurement

KM Enablers

2.Management championship

1.IT support

3.Organizational culture 6.Application

KM system at Dubai Courts

1.  One of the assessment criteria in the DC Excellence Awards which provides recognition and financial incentives awards

2.  using a wide range of new technologies and facilities, DC manages to reduce the difficulty in knowledge sharing and to provide various options for different users to access the knowledge of their relevance.

ensure all organizational members are aware of the availability of the tacit /explicit knowledge on hand. Distribution takes place across individuals, groups, departments or organizations

1. Professionals are usually

reluctant to share tacit knowledge which is more valuable for organization.

2.  Knowledge sharing or distribution may not be relevant to end users

resources. KM

process capabilities

1.identification

2.Acquisition/ generation

3.Organization

4.Storage 5.Distribution/

sharing

7.Measurement

KM Enablers

2.Management championship

1.IT support

3.Organizational culture

6.Application تطبيقات

KM at Dubai Courts   Knowledge must be utilized or applied into practice to improve organizational performance. Slides 11.12.13

  knowledge application can also trigger knowledge creation and initiate a new knowledge generation cycle

Example of Knowledge

Applications

Laws

publications

Knowledge portal

Manual of Services

Subscribed E-Services

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resources. KM

process capabilities

identification

acquisition/ generation

organization

storage distribution/

sharing

Measurement قياس وتقييم

KM Enablers

Management championship

IT support

organizational culture

application

KM system at Dubai Courts

2.DC is also pioneering in

measuring the organizational impact of KM in terms of efficiency and effectiveness by contrasting the working processes/activities before and after KM projects. Slide 18

1. IT monitors actual use of KM

systems, especially in seeing how regular people who use them and whether they use again Slide 16

3.DC annually measures user opinions of the knowledge sources by a KM survey .The overall results indicated 82% level of satisfaction in 2012 and 92% in 2013 slide 17

Example of Knowledge

Applications

Laws 38939

publications

4735

Knowledge portal

1255693

Manual of Services

9050

Subscribed E-Services

117518

2013

Availability of knowledge and information in

different channels

Information accuracy

Availability of knowledge and informationthat

meet your needs and expectation

Ease of using the sources of knowledge and

information

knowledge and information are

updated

Availability of effective and

efficient sources for knowledge and information

33% 29% 29% 35% 32% 35%

61% 61% 61% 58% 59% 58%

5% 9% 8% 5% 7% 5% 1% 2% 2% 2% 3% 2%

Users satisfaction of the knowledge sources 2013

very satisfy Satisfy Dissatisfy strongly dissatisfy

1. registration time for the transaction 5 minutes 2. Percentage of error 1%

1. registration time for the transaction 7 second (1191 saved working hours in 4 months

2. Percentage of error .03%

Impact of Using Emirates Identity Authority

Before After

Linkage With other Public Agencies

1. Inquiry time about the trade license from 5 days 2. Inquiry time about the cars and the lands 10 days 3. Required processes 8

1. Inquiry time about the trade license 4 Minutes 2. Inquiry time about the cars and the lands one day 3. Required processes 5

Before After resources. KM

process capabilities

1. Identification

2.Acquisition/ generation

3.Organization

4.Storage 5.Distribution/ sharing

7.Measurement

KM Enablers

2.Management championship

1.IT support

3.Organizational culture

6.Application

KM system at Dubai Courts

IT department serves the primary role in securing the system; while each functional department is responsible to ensure the currency and accuracy of the content

  technologies enhance knowledge accessibility and the speed of knowledge transfer .

  Database and intranet, are frequently employed in KM activities to accelerate the quality and speed of knowledge creation and distribution

  of knowledge transfer

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resources. KM

process capabilities

identification

acquisition/ generation

organization

storage distribution/

sharing

measurement

KM Enablers

Management championship وجود منظومة عمل مؤسسي

IT support

organizational culture

application

KM system at Dubai Courts

Due to fact the perfect alignment of knowledge management with the business strategy is a clear benchmark of success, therefore DC knowledge management strategy 2013-2015 was aligned with the DC business strategy 2012-2015

High committee chaired by Director General and Chief Justice takes ownership of KM in Dubai Courts

resources. KM

process capabilities

1.identification

2.Acquisition/ generation

3.Organization 4,.Storage

5.Distribution/ Sharing

7.Measurement

KM Enablers

2.Management Championship

1.IT support

3.Organizational Culture

ثقافه مؤسسية داعمة

6.Application

KM system at Dubai Courts

  Recognition & Financial incentives played a major factor in encouraging DC staff to be involved in knowledge sharing

  DC focused on developing consistent processes to support best practice KM. As the information system help to revive and enrich the data-base of the judgments

  DC staff have recognized the value and importance of KM in relation to their work performance because KM is part of the main excellence criteria

1.  Best approach to effective Km “centralized review with decentralized deployment”

2.  The latest KM researches in Dubai public sector shows that trends towards gradual transfer the focus of KM programs from IT to HR, In my opinion to empower the KM to play a major role in public sector, then the KM focus must be strategically driven.

3. Despite the fact that many experts support the view that KM effectiveness is one of the key competitive advantages towards excellence in the Government Sector/ the answer to this will be hold until we have a solid linkage between the impact of the KM applications and the results of strategic performance indicators of the government sector

Recommendations

Constitution Laws

Federal & Local Laws

Civil Procedures Law

Criminal Procedures Law

Best Practices

Internal Publications

Internal Law Library

Statistics and Key performance Indicators

Smart Phones I Pad, I phones, Blackberry...

International Treaties

High Court Judicial Precedence Judge Verdict Records

Case Management

Systems Document Management System

Judicial Training

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فئة حتقيق التميز السنوية مبحاكم دبي

معيار ادارة املعرفة ببرنامج دبي لألداء احلكومي املتميز

للقاضي جهود في مجال إدارة املعرفة وأثرها ذلك على األداء (على سبيل املثال: املؤلفات ، تقدمي الورش ، املشاركات في املؤمترات ، املشاركات على

بوابة املعرفة أو على املنتديات واملواقع املتخصصة .. إلخ) فئة القاضي املتميز املعيار اخلامس

معيار ادارة املعرفة بفئات التفوق الوظيفي

واالداري باجلائزة السنوية الداخلية

معايير تعزيز تطبيقات ادارة املعرفة

تطور إدارة املعرفة في محاكم دبي

تنظيم مهام إدارة املعرفة

إنشاء قسم إدارة املعرفة

إطالق بوابة إدارة املعرفة اإللكترونية

تدشني الكتاب السنوي ومجموعة

من االصدارات

2006 - 2008

ربط إدارة املعرفة باخلطة االستراتيجية

ارتباطا كهدف ضمن اخلطة االستراتيجية 2011-2009

استحداث وتطبيق مجموعة من املبادرات واخلدمات املعرفية

إطالق اسبوع املعرفة

 إطالق بوابة إدارة املعرفة اإللكترونية )املرحلة الثانية(

 تدشني تطبيقات إلكترونية تدعم إدارة املعرفة

 إنشاء مجلس إدارة املعرفة اعداد اخلطة االستراتيجية

الدارة املعرفة 2015-2012

ضمن اخلطة مبادرات ادراج التشغيلية

تطوير مبادرات إبداعية إلدارة املعرفة ومتابعة النتائج

2009 - 2010 2011 - 2012

0

2

4

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8

10

12

P1

P2

P3

P4

P5

P6

P7

P8

P9

P10

P11

P12

P13

P14

P15

P16

P17

P18

P19

P20

P21

Points

Relative importance of knowledge sources identified