Organizational Development for Knowledge Management at Water ...

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Relevant and affordable training Computer classes, and cross training. More cross training (2) Cross training of employees. Improved training. Planned regular professional development cross training. Greater cross-training and sharing of resources Management training More and better training (2) EID training academy In house training goals and standards Standardized training, especially for new hires and new supervisors. Training (3) Succession training Training opportunities In-house training program to enhance and improve skill in current employees More online videos CEU training Professional development Treatment & distribution certification for all operators Mentoring in an unofficial capacity In-house training for CEU’s and water distribution/ treatment certification Education of public and employees Management training Employee education and re-training Professional development Additional opportunities/initiatives would include: OP certification, interpersonal skills, and technical training More cross-training, especially administrative Maintenance and I&C training and certification similar to operators. Mechanical training at hi/vo-tech schools especially urban areas Leadership training for the future leaders of the organization Training sessions in areas closer to home. Cost to send employees to east slope of Colorado and time makes difficult Some form of sabbatical/ work exchange Use of process mapping documents to support training New and Retiring Employees Greater pool of applicants for new positions Better retention and hiring process Staffing (aging workforce) Higher skill based employees upon initial higher More turnover or ability to hire new employees Better prepared to hire additional employees when we lose one to retirement Need better skills in new hires Apprenticeship program—early involvement (high school) of workforce Recruitment of certified operators Higher level of knowledge Knowledge retention from retirees Technology GIS integration with rest of city and/or county Having our business systems (billing/customer info) fully integrated into GIS. Expanded use of GIS info. At all levels of organization. Maintenance management system. GIS implementation. We have all the initiatives underway that our utility business needs right now, and several more to roll out if we had staff time to do them- GPS, GIS, automated meter readingboth electrical and water, full replacement of utility billing, C/S, financials, inventory, and work management Streamline software applications to eliminate duplicate multiple keystrokes. Borrow electric business and regulatory models for use in the water utilities business. Better documentation- SOP’s Integrated work management/work order system that interfaces with finance/accounting/customer service systems. More computerization and improved technological processes. Better electronic data storage and sharing. Better documentation management Upgrade meter reading, AMR system and customer service Completion of data sets to support physical facility management, adequate resources use CMMS system for analysis. Development of intranet dashboards, etc. SCADA- more information, better control of less day to day costs. Better IT/ asset management systems Need for an executive development program A-16 ©2011 Water Research Foundation. ALL RIGHTS RESERVED.
Department aide information technology solutions. More consistent use of technology We have adopted the Malcolm Baldridge National Quality Program as our overall framework. We use the Carver Policy Governance model to establish district- wide objectives Enhancing/ using SAP to continue improving efficiency Asset management Mobile Technology CIS GIS CMMS Utility billing and financial accounting software AMR meter reading SCADA improvements Leveraging technology to free up operators for more maintenance SCADA integration Billing/ customer service/ maintenance work order integration with accounting software Software integration Update software and hardware computer systems Update SCADA systems Centralized and easy to access info Asset management Installation of distribution system early warning systems Modernization of customer service function (remote meter reads, new billing system) Programs and processes that support customer centered decision making Online bill pay Paperless facility Attribute Data Base Integrate structured operational and business processes based on best of class procedures IT adopting 5 year ERP/ EAM path Buy-in of new technology implementation (learning) by operations level personnel IT integration of systems Better integration of IT systems Asset & maintenance management software implementation GIS mapping. Automated customer service and complaint tracking. More AMR (automated meter reading) Central repository for knowledge capture Policies and procedures Gradual implementation of new/modern procedures Clear guidelines, regulations, and policies Policies Less regulation Florida specific operator training manuals. Everyone uses California manuals. Greater use of SOP’s—need to develop them and then use them Using more “best practices” or standards vs. our own “home grown” way of doing things Less regulation continuously passed by state to cities Central resource for policies and procedures Aging infrastructure Too departmental or too task specific Get rid of Civil Service Full implementation of asset management Committed security Increased focus on customer service by both our business and field operations Knowledge of and use of industry BMP’s Employees Better employee buy-in Involvement at every level of staff Good number of above average employees Awards/ rewards program Employee recognition programs Good work ethic Individual opportunities Faster rate of advancement APWA self assessment and accreditation Slower customer service growth or faster employee growth Strong analytical and problem solving skills combined with a larger view of the range of possible solutions More employee involvement in decision making process Self represented employee group with no unions. Misc Establishing core values Better alignment of mission & vision More hours in the day Time Creating a strategic HR function within the organization We have two current initiatives that we believe will help/ public relations Annual incentive for OEPA licensure A-17 ©2011 Water Research Foundation. ALL RIGHTS RESERVED.
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Organizational Development for Know
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About the Water Research Foundation
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DISCLAIMER This study was jointly f
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Page 130 and 131: PART 1 INTRODUCTION BACKGROUND The
Page 132 and 133: efore individuals were located who
Page 134 and 135: Q3 and Q7 were dichotomous, request
Page 136 and 137: The “Other” category included i
Page 138 and 139: Q1-C Q1-D 120 100 80 60 40 20 0 101
Page 140 and 141: Change Employees have to be certi
Page 142 and 143: Question 4: Briefly list the opport
Page 146 and 147: Stay on pace with rate making proje
Page 148 and 149: Question 7: How well do employees s
Page 150 and 151: knowledge, silos, planning, workloa
Page 152 and 153: Education level of many employees i
Page 154 and 155: Mayor/ council with limited vision
Page 156 and 157: How people become entrenched in doi
Page 158 and 159: Willing leaders Management that is
Page 160 and 161: Q14 How would you describe a succes
Page 162 and 163: Time specific and did not develop s
Page 164 and 165: The migration of long-tenured emplo
Page 166 and 167: CORE PLANNING PROCESSES In the 4003
Page 168 and 169: potential of current and future inf
Page 170 and 171: Bring Employees into the Project By
Page 172 and 173: SUCCESS FROM ANOTHER VIEWPOINT Proj
Page 174 and 175: constraints can limit the ability f
Page 176 and 177: causes them to have serious concern
Page 178 and 179: # Subject Utility Size Estimated Co
Page 180 and 181: # Subject Utility Size Estimated Co
Page 182 and 183: Appendix B WaterRF 4003 Project Stu
Page 184 and 185: Project Study # 2 Development of Op
Page 186 and 187: Project Study # 4 Public Relations
Page 188 and 189: Project Study # 6 Succession Planni
Page 190 and 191: Project Study # 8 Adopting the SOP
Page 192 and 193: Tualatin Valley Water District Work
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Board Goals & TVWD Demographics Dro
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Message to Employees The future of
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Self Nomination • We asked employ
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TVWD Expected Outcomes 1. Raise awa
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process improvement, which has been
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1.0 PURPOSE The purpose of a docume
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• Ensuring the content of process
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• T15-00002 is used as a high-lev
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When the document is submitted for
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1.15.4. Changing Process Owners Cha
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EQUIPMENT AND TOOLS QBD Approved Pr
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5.0 SAFETY REQUIREMENTS This sectio
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Source/Standard Standards, codebook
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REFERENCE DOCUMENTS £ All necessar
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ATTACHMENTS £ There is a 1-to-1 ma
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Begin Changing Existing Documents D
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Project Study # 12 Using contract e
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Project Study # 14 Converting from
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Project Study # 16 Career Ladder Pr
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Project Study # 18 Hired a private
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Project Study # 20 On the Job Train
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Benefits: Our retiree training prog
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Project Study # 23 Louisville Water
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Presented by: Carl Blanton INTRODUC
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LOUISVILLE WATER COMPANY KNOWLEDGE
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*(Source: Knowledge Retention: A gu
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The most common techniques are thos
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‣ Less is more - the goal is to d
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Technical Knowledge to be retained:
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6. What are the key lessons learned
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Cost: No cost noted Benefits: Syste
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CHECKLIST - WHAT ARE WE LOOKING FOR
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Partnership Among Employees 1. Syst
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Planning & Results 1. System Operat
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Best Practices, Resources, Recommen
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Natural Work Team Observation Check
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Section 2 - Partnership Among Emplo
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Section 2 - Partnership Among Emplo
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Project Study # 25 LWC Process & Op
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CUSTOMER SERVICE & PUBLIC INFORMATI
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BUSINESS RISK 2 Process Improvement
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5. Distribution Truck Cycle Count 6
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Supplying Financial Resources 30 Pr
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Infrastructure Planning 5 Process I
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3. MDO Truck Inventory Controls (2
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1. Federal Taxes on Bonus Checks (3
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Supplying Human Resources & Labor R
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LWC Process Improvement Business Sy
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Improvement Operational Business Sy
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188 Process/Operational Improvement
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Project Study # 26 LWC Talent Resou
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Content in their Talent Resource Fo
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WATER COMPANY 2008 INDIVIDUAL DEVEL
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Project Study # 29 The Directions P
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In recognition for the Alliance’s
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_____________________________ POC:
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Project Study # 33 Sharepoint for S
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Appendix C Knowledge Management Too
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Introduce the practice of reflectio
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Ideas: Group Learning Individual Le
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3. Find the First Cut Affinity Alth
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After Action Review A group process
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Appreciative Inquiry 3 An approach
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Ba Spaces Collaborative spaces desi
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Prepare for your meetings and excha
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All of this information provides th
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Brain Writing 4 A process to help g
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Brainstorming A process for enhanci
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Case Study An approach to learning
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Causal Loop Diagram 5 A process for
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6. Distinguishing between perceived
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Collaborative Problem Solving Forum
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(3) Idea Generation Once the root c
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Communications Plan A method for li
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Case Example #16 (Virginia Departme
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Community of Practice A group of in
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Concept Mapping A technique for map
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Step 2: The Right-Hand Column (what
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Specifically, document repositories
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Expected Outcomes: Better decisions
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findings; dialogues from a panel di
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Facilitation A process for leading
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quietly muttered under his breath a
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1. At the top of the T, write the i
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Initially broad: "Tell me about..."
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What documents do you keep on your
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Knowledge Audit 8 An inquiry into w
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KnowledgeBase Roadmap 9 A framework
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eduction, and total ownership cost.
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Work Product: ―As-Is‖ model and
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Training can be accomplished within
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Estimate effort in ongoing maintena
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In the virtual application, the imp
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In Project Study #23, a KM action p
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KMO interviews organization members
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As an example of knowledge mapping,
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Knowledge Mapping Sample Questions
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Peer View Process Shared Space The
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like items. The concepts are define
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But how far should we go in listing
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Ladder of Inference An approach for
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Tools: Collaborative Problem Solvin
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Step 1. Select Interview Candidates
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Learning How to Learn 1 A process f
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highlighting or underlining passage
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I am particularly interested in the
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Feedback from these two avenues sta
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Mentoring A learning relationship b
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Peer View Process A process for bui
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“Follow the Flow Hmmm. Now how do
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Relationship Building 1 Processes f
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Expected Outcomes: Better understan
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Fast is critical in the ever-increa
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Sleep On It An approach for improvi
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Information to build these networks
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Storyboards An approach to sequenti
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When well constructed, stories can
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Success Stories A strong methodolog
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The World Café A process for build
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Wiki A web site or group of web pag
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Appendix D Assessment Instrument Qu
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VERY VERY LOW LOW MEDIUM HIGH HIGH
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KNOWLEDGE MANAGEMENT TOOLKIT [INSER
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implementation. If this limitation
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and experience in order for the str
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Q10-1: Selecting level 1 indicates
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KM. It may be useful to review The
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Resources. Relationship Network Man
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Processes in the Executing phase of
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Q23-2: Selecting level 2 indicates
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the Tools section of the toolkit un
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and Success” and the MQI paper
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worthwhile to include team training
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issue could require careful conside
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Appendix E Knowledge Management Too
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Knowledge Management Knowledge Mana
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Knowledge and information managemen
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Introduction to the Instrument The
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Ensuring Leadership Commitment Deve
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outcomes. For example, if the desir
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Setting Objectives Connecting the D
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while also supporting ease of acces
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Every decision an individual makes
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Leading and Managing The Four Organ
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Problem-solving is one of the most
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The exit interview uses the intervi
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Nurturing Organizational Health Emb
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and to create new knowledge through
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Appendix F Business Case for Knowle
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for their division, department and
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Because each utility is different a
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Regulatory Perspectives for the Wat
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Appendix H Knowledge Management Too
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Inventories. The inventory is a det
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COMMUNICATIONS PUBLICATIONS Backgro
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COMMUNITY OUTREACH Contest. A proce
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CROSS-UTILITY COLLABORATION Inter-U
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INDIVIDUAL LEARNING Professional De
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KNOWLEDGE SHARING Ask, Learn, Share
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LEADERSHIP COMMITMENT VISIBILITY i
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Training Videos. (1) Support materi
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REFERENCE MATERIALS FOR BUILDING SH
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eference for the same topic or issu
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You Tube. You Tube provides a publi
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Appendix I Knowledge Management Too
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Agency strategic resource to enhanc
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NASA (National Aeronautics and Spac
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Records 20 On the Job Training Sout
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Lehigh County Authority, Allentown,
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Resources Tools Ideas Project Studi
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White Papers The WaterRF 4003 Knowl
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1P-2C-4003-04/11-FP 6666 West Quinc
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