Transcript Document

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www.salga.org.za
KNOWLEDGE & INFORMATION
MANAGEMENT LEARNING SESSION
Hosted by SALGA & the City of Cape Town
Cape Town, 13 September 2013
www.salga.org.za
PRESENTATION
OVERVIEW
1. About SALGA
I. Background
II. Mandate & Strategic Objectives
2. What is Knowledge Management?
I. Data, Information & Knowledge
II. Knowledge Management
3. Why Knowledge Management for the Local Government Sector
I. Challenges faced by the Local Government Sector
II. Benefits of Knowledge & Information Management Programmes for
Municipalities
4. SALGA Knowledge Management Strategy
5. SALGA Knowledge Management Programmes
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BACKGROUND

The South African Local Government Association (SALGA) is the sole
representative voice of Local Government, constitutionally recognised and
referred to as Organised Local Government. There isn’t another institution like
SALGA in the country and there are not many with such Constitutional backing or
mandate on the continent nor the world.

SALGA is recognized and entrenched in the Constitution and legislation (i.e.
Organised Local Government Act, Municipal Systems Act, White Paper for Local
Government and the IGR Framework).

SALGA is Local Government leadership because SALGA leadership (NEC) is
democratically elected into power by the leadership of 278 municipalities, with
the mandate to represent, advocate and speak on their behalf in the highest
offices of the country. Organised Local Government ensures municipal
participation in the system of IGR by articulating municipal interests and
coordinating their policies and programmes with those of the other spheres.
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SALGA MANDATE
SALGA
Mandate
Transform local
government to
enable it to fulfil
its
developmental
mandate.
Lobby,
Advocate &
Represent
Lobby, advocate,
protect and
represent the
interest of local
government at
relevant
structures and
platforms.
Employer
Body
Act as an
employer body
representing all
municipal
members and, by
agreement,
associate
members.
Support &
Advice
Capacity
Building
Build the capacity
of the municipality
as an institution as
well as leadership
and technical
capacity of both
Councillors and
Officials.
Support and
advise our
members on a
range of issues
to assist
effective
execution of
their mandate.
The Voice of Local Government
Strategic
Profiling
Build the profile
and image of
local government
within South
Africa as well as
outside the
country.
The Voice of Local Government
Knowledge
& Information
Sharing
Serve as the
custodian of local
government
intelligence and
the knowledge hub
and centre of local
government
intelligence for the
sector.
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STRATEGIC GOALS
2012-17
1. Local Government delivers equitable and sustainable services
2. Safe and healthy environment and communities
3. Coherent Planning and Socio-economic development
4. at the local level
5. Effective and responsive Local Government that is accountable to
communities
6. Human Capital development in local government
7. Financial and organisationally capacitated municipalities
8. An effective and efficient administration
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KNOWLEDGE MANAGEMENT
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WHAT IS KNOWLEDGE
MANAGEMENT?
Prior to defining Knowledge Management,
between Data, Information and Knowledge.
Data are raw facts and figures
that on their own have no
meaning.
These can be any
alphanumeric characters i.e. text,
numbers and symbols.
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60 Years
5 Years
3
30 Years
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it is important to distinguish
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WHAT IS KNOWLEDGE
MANAGEMENT?
Information is processed data that is given
context in order to have meaning. Data needs
to be turned into meaningful information and
presented in its most useful format.
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60 Years
5 Years
3
30 Years
In my Municipality there are 12 officials over
the age of 60 years that are due to retire within
the next 5 years; 3 of the 12 are experts in
floods and storm water management; LED &
Spatial Planning with over 30 years of
experience.
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WHAT IS KNOWLEDGE
MANAGEMENT?
Knowledge is reasoning, insight, experience related to products, customers,
processes, markets, competition and so on that enables effective action. Two
types of knowledge are, explicit and tacit knowledge.
Knowledge Management is a cross disciplinary practice which enables
organizations to improve the way they manage (create, adopt, validate, diffuse,
store and use) knowledge in order to attain their goals faster and more effectively
In my Municipality there are 12 officials over the age of 60 years that are due to
retire within the next 5 years; 3 of the 12 are experts in floods and storm water
management; LED & Spatial Planning with over 30 years of experience.
• Introduce a programme to capture the knowledge of retiring staff through:
• Document “how to” documents and guidelines
• Coaching and mentoring programmed
• Job Shadowing etc.
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WHY KNOWLEDGE MANAGEMENT
IN LOCAL GOVERNMENT?
Challenges faced by the Local Government sector
(Source: LGTAS & AG Reports)
1. High turnover of technical & professional staff
2. Limited resources – requiring that risk & cost must be managed effectively to
provide the best development impact
3. In some cases – a strong dependence on consultants which often leaves the
municipalities in a position of having to consistently “re-purchase” advice and
intellectual property.
4. Inability in some municipalities to deliver on the core set of critical municipal
services.
5. Poor financial management e.g. negative audit outcomes
6. Corruption & fraud
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WHY KNOWLEDGE MANAGEMENT
IN LOCAL GOVERNMENT?
Effective management of Municipal Knowledge and Information
Resources can assist the Municipality to:
1. Improve accountability through effective management of Municipal
information resources
2. Make informed decisions
3. Increase level of collaboration internally and externally
4. Enhance collaboration and strategic partnerships with stakeholders
5. Capture knowledge of retiring employees
6. Retention of the Municipality’s institutional memory;
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WHY KNOWLEDGE MANAGEMENT
IN LOCAL GOVERNMENT?
SALGA therefore aims to:
Assist municipalities with Knowledge and Information Management programmes
(advocacy, strategy, processes or tools);
Support implementation of Knowledge and Information Management
programmes in municipalities
Share best practices and innovations of other municipalities (Paperless
administration – Newcastle Local Municipality)
Promote common Knowledge Management platforms for municipalities, in
particular a KM framework for local government and shared resources
(methodologies, toolkits, exemplars, etc.)
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SALGA KNOWLEDGE
MANAGEMENT STRATEGY
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KEY OBJECTIVE
• To improve service delivery and
performance of local government
• by building the collective and
individual skills and capacity
of municipal practitioners
• through developing a strong
culture and practice of peer
learning and knowledge
sharing across local
government and its
stakeholders
KM as
critical
strategic
resource
“Leading and learning is one of 4 key elements of developmental
local government” (Local Govt White Paper, 1998)
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KEY PRINCIPLES
•
Many KM definitions, approaches and
methodologies - find one that works for your
municipality;
•
All workers are knowledge workers – everyone has
a role to play;
•
Connections more than collections - create
platforms for engagements;
•
Institutionalisation of KM - through strategies /
frameworks; processes; technology;
•
KM must produce tangible result i.e.
– better decision making;
– improve productivity / governance;
– employee development;
– better customer-service;
– innovation.
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KEY PRINCIPLES
•
Effective management of knowledge requires hybrid
solutions involving both people and technology technology makes it possible, people make it
happen.
•
Knowledge management requires resources financial, human, technology, training &
development.
•
Location of KM - there is no set location that is
best; the following considerations are important:
• KM function must be driven by the strategic
objectives & plans of the Municipality (GDS,
IDPs)
• The function must cut across the entire
organisation through platform such as steering
committee, champions forum; central KM
support group etc.
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STRATEGIC PILLARS
Peer Learning
(Networks / Events)
Knowledge Hub
(Portal/Resource Centre)
Research, Benchmarking
& Performance Reviews
The effective transformation of SALGA into a learning / knowledge
organisation requires each portfolio to contribute to each of the
three pillars
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PROGRAMMES 2013/14
Focus Area
Structured Knowledge
Sharing & Learning
(Networks & Events)
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Host and or coordinate knowledge sharing and learning events /
engagements;
Facilitate peer learning and sharing;
Facilitate the following structured learning networks to share
information, knowledge, best practices and lessons:
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Municipal Managers Forum
District Learning Network
Mining & LG Network
SA Cities Network - KMRG
LED & ICT Networks
LG Migration Network (LOMNET)
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PROGRAMMES 2013/14
FOCUS AREA OPERATIONAL PLANS

Local Government
Knowledge Hub /
Portal
Documenting &
Sharing of LG Best
Practices

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KM Municipal
Capacity
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Develop a comprehensive, integrated, highly accessible (web-based) portal for all
LG information and knowledge
Provide a platform for documenting and sharing of LG knowledge and information
Enhance knowledge dissemination and sharing to ensure that LG knowledge
resources reaches LG practitioners.
Coordinate the documentation and sharing of local government best practices to:
 Profile and celebrate LG best practices;
 Encourage learning and replication of best practices;
 Avoid re-inventing the wheel and mistakes of others;
Issue request for submission of best practices in May 2013 (due date 31 July
2013);
Process, package, develop and disseminate an annual LG Best Practices
publication.
Assist municipalities with Knowledge Management programmes
(advocacy, strategy, processes or tools);
Support implementation of KM programmes in municipalities.
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IN CONCLUSION……
• Leadership and executive support plays a key role in ensuring the success of
KM; Nothing makes greater impact on an organization than when leaders
model the behaviour they are trying to promote amongst employees;
• Listen - Listen to users, employees, managers; whoever we are designing a
KM initiative for; they will tell us how we can meet their needs and have a
successful KM initiative.
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THANK YOU….
Tell me, I'll forget, Show me, I may remember.
But involve me and I'll understand.
Lao Tzu ~600 BC