Organizational Development for Knowledge Management at Water ...

# Subject Utility Size Estimated Cost Benefits
3 Professional
Development
Initiative - 2007
4 Public Relations
Initiative - 2007
5 Work
Performance
Improvement
Principles - 2007
6 Succession
Planning
7 Employee
Leadership &
Development
8 Adopting the
SOP and
Training
Sessions
9 Contracted a
Complete
Workforce
Planning Project
10 Quality Based
Documentation
11 Knowledge
Management
through Training
12 Using Contract
Employees to
Supplement &
Prepare for
Retirements
City of
Moline
Water
Division
City of
Moline
Water
Division
City of
Moline
Water
Division
Columbus
Water
Works
Columbus
Water
Works
Loudon
County
Sanitation
Authority
Tualatin
Valley
Water
District
Colorado
Springs
Utility
Greenville
Water
System
City of
Grand Forks
Public
Water
Utility
32 No cost identified Increased knowledge and skills will support
continuing efforts to provide high quality
economical water and service to our
customers, enhance safety & efficiency of
the workplace & keep pace with
technological & regulatory advances in the
water industry.
32 No cost identified Improved customer service, awareness and
satisfaction.
32 No costs noted Improved individual and organizational
work performance and a better work
environment.
241 No cost identified Better prepared employees; managers are
more aware of the need to transfer
knowledge; employees are more motivated
and excited about personal development
opportunities.
241 No cost identified Better trained supervisors who recognize
their strengths & weaknesses and know the
value of transferring knowledge to fellow
185 $150,000 to
develop SOP’s
$5,000-$10,000 per
training session;
staff costs are
approx. 2-4 months
salary and benefits.
employees.
We are seeing a more knowledgeable staff,
are better able to perform work and
demonstrate to our staff that we adhere to
our values & builds trust.
110 $189,000 Through this exercise they have identified
all of the critical knowledge of the District.
2000 No cost identified QBD has freed up organizational resources
for innovation and creativity. It has reduced
or eliminated redundancies and the need to
“reinvent the wheel”. It has filled process
gaps and reduced risks on the job.
Not
ident
ified
$25,000 The on-site training in England gave the
employees insight into a new concept of
knowledge management and putting it to
practical use simply and easily.
28.5 No additional costs The Utility is able to recruit outside of the
system for a very talented candidate and put
him or her into the Utility's system.
Appendix A 50
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