Organizational Development for Knowledge Management at Water ...

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Benefits: Our retiree training program has been in place for several years and has been extremely successful and beneficial to the Department. Not only do new employees get an opportunity to receive hands-on, one-on-one training from experienced retires, the facility does not have to allocate remaining experienced staff to provide this training. They are available to complete the daily work requirements while the retiree provides the training. Because the use of retirees allows our Department to pass on critical knowledge and skills without adding to the workloads of the remaining supervisors and subject matter experts, we will continue to hire retirees back under contract to provide specific technical training. Compiled September 2007 _____________________________ POC: Lisa Nevitt City of Phoenix Water Services Department ©2011 Water Research Foundation. ALL RIGHTS RESERVED.
Project Study # 22 Develop Organizational Learning System Project Description: Developing an organizational learning system, that enables information to be disseminated throughout the organization. This approach provides more focus on interactive topic areas such as: asset management; safety and emergency preparedness; race and social justice. There are nine principles used to help guide the organizational learning system: (1) design and deliver the training in a way that the learning is accessible for all audiences; (2) all employees receive a consistent high level overview; (3) the training/communications should have a common look and feel; (4) SPU values will be clearly integrated into the learning system program; (5) the leadership team is a partner in communicating the key messages and learning objectives; (6) the learning outcomes should be integrated into and reinforced throughout the organization; (7) learning system programs will be interactive, two way learning opportunities; (8) draw out natural leaders, early adopters, and enthusiastic learners, and place them in a central role in the learning system; (9) learning system programs will measure their effectiveness in meeting learning objectives. Size of Utility: 1,300 employees Critical Success factors: The willingness of the people in the organization to learn, and leadership teams commitment and communication of the learning objectives. Cost: Minimal costs—executive level leaders focusing time and energy around system. There are teams for each category, and all work is done internally. Alignment: This initiative is aligned with strategic business planning by helping to reach the goals of the organization through learning. Benefits: An approach to decision making that involves data-driven decisions, established customer service levels, full life cycle costs that are increasingly being adopted in the utility sector. This initiative draws out natural leaders, early adopters, and enthusiastic learners. It fosters and supports more learning in the department, providing the opportunity for developing back-up expertise across functional areas. Compiled April 2008 ___________________________ POC: Nancy Ahern Seattle Public Utilities ©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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©2011 Water Research Foundation. A
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PART 1 INTRODUCTION BACKGROUND The
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efore individuals were located who
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Q3 and Q7 were dichotomous, request
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The “Other” category included i
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Q1-C Q1-D 120 100 80 60 40 20 0 101
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Change Employees have to be certi
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Question 4: Briefly list the opport
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Relevant and affordable training C
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Stay on pace with rate making proje
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Question 7: How well do employees s
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knowledge, silos, planning, workloa
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Education level of many employees i
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Mayor/ council with limited vision
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How people become entrenched in doi
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Willing leaders Management that is
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Q14 How would you describe a succes
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Time specific and did not develop s
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The migration of long-tenured emplo
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CORE PLANNING PROCESSES In the 4003
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potential of current and future inf
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Bring Employees into the Project By
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SUCCESS FROM ANOTHER VIEWPOINT Proj
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constraints can limit the ability f
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causes them to have serious concern
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# Subject Utility Size Estimated Co
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# Subject Utility Size Estimated Co
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Appendix B WaterRF 4003 Project Stu
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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
Page 194 and 195: Board Goals & TVWD Demographics Dro
Page 196 and 197: Message to Employees The future of
Page 198 and 199: Self Nomination • We asked employ
Page 200 and 201: TVWD Expected Outcomes 1. Raise awa
Page 202 and 203: process improvement, which has been
Page 204 and 205: 1.0 PURPOSE The purpose of a docume
Page 206 and 207: • Ensuring the content of process
Page 208 and 209: • T15-00002 is used as a high-lev
Page 210 and 211: When the document is submitted for
Page 212 and 213: 1.15.4. Changing Process Owners Cha
Page 214 and 215: EQUIPMENT AND TOOLS QBD Approved Pr
Page 216 and 217: 5.0 SAFETY REQUIREMENTS This sectio
Page 218 and 219: Source/Standard Standards, codebook
Page 220 and 221: REFERENCE DOCUMENTS £ All necessar
Page 222 and 223: ATTACHMENTS £ There is a 1-to-1 ma
Page 224 and 225: Begin Changing Existing Documents D
Page 226 and 227: Project Study # 12 Using contract e
Page 228 and 229: Project Study # 14 Converting from
Page 230 and 231: Project Study # 16 Career Ladder Pr
Page 232 and 233: Project Study # 18 Hired a private
Page 234 and 235: Project Study # 20 On the Job Train
Page 238 and 239: Project Study # 23 Louisville Water
Page 240 and 241: Presented by: Carl Blanton INTRODUC
Page 242 and 243: LOUISVILLE WATER COMPANY KNOWLEDGE
Page 244 and 245: *(Source: Knowledge Retention: A gu
Page 246 and 247: The most common techniques are thos
Page 248 and 249: ‣ Less is more - the goal is to d
Page 250 and 251: Technical Knowledge to be retained:
Page 252 and 253: 6. What are the key lessons learned
Page 254 and 255: Cost: No cost noted Benefits: Syste
Page 256 and 257: CHECKLIST - WHAT ARE WE LOOKING FOR
Page 258 and 259: Partnership Among Employees 1. Syst
Page 260 and 261: Planning & Results 1. System Operat
Page 262 and 263: Best Practices, Resources, Recommen
Page 264 and 265: Natural Work Team Observation Check
Page 266 and 267: Section 2 - Partnership Among Emplo
Page 268 and 269: Section 2 - Partnership Among Emplo
Page 270 and 271: Project Study # 25 LWC Process & Op
Page 272 and 273: CUSTOMER SERVICE & PUBLIC INFORMATI
Page 274 and 275: BUSINESS RISK 2 Process Improvement
Page 276 and 277: 5. Distribution Truck Cycle Count 6
Page 278 and 279: Supplying Financial Resources 30 Pr
Page 280 and 281: Infrastructure Planning 5 Process I
Page 282 and 283: 3. MDO Truck Inventory Controls (2
Page 284 and 285: 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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