Knowledge Management (KM) is an effective management tool that can significantly contribute to improved productivity and efficiency which requires holistic approaches touching upon not only hard systems but also soft ones to encourage behavioral changes among staff. The KM opportunities for NPOs are twofold: applying KM in NPOs internally; and building the capacity to provide KM offerings to public and private sector organizations. By leveraging the APO’s assets of the established KM framework, tools, and techniques, this project aims to enable NPOs to both enhance their efficiency and effectiveness and become capable of providing KM offerings to the public and private sectors.
The objectives of the project are as follows:
a. To learn from case studies of KM offerings for the service, manufacturing, and public sectors provided by NPOs and similar organizations;
b. To assess the level of dissemination and adoption of the APO KM framework by NPOs; and
c. To assist NPOs in finding KM opportunities and facilitating practical applications of the KM framework to achieve better results in driving productivity enhancement in the service, manufacturing, and public sectors.
OBJECTIVES FOR PARTICIPATION
B. J. Domdom, DAP-GSPDM
As Senior Staff of the Knowledge Resource Institute of the DAP-GSPDM, KM can be applied to some of the key processes in the School Operations. One primary application is the management of academic information of the programs, students and alumni. Records of students and the programs developed and implemented by the Graduate School are perpetual by its academic nature.
First, the GSPDM as the degree granting arm of the DAP strongly adhere to the corporate values of Integrity, Professionalism and Innovative translated to graduate programs being implemented to its partner-clients. GSPDM customized program major to relevant to the partner-client agency in congruence with its main thrust areas of governance and productivity & quality. The GSPDM partner-clients are national line agencies and institutions and maintain partnerships with higher educational institution and state universities and colleges. Given its nature of operation, KM adoption and monitoring is crucial on the areas of:
1. Student and Alumni Profile – agency affiliation, area of deployment, expertise etc
2. Priority programs – health, security, rural development, microfinance, etc.
3. Academic Linkage – local higher educational institutions, international academic networks
4. Action Plan & Project sustainability of implementation
Implementation of a KM strategy may seem internal to the organization however the scope is national. KM must also be integrated with the recently completed Learning Management System (LMS). Aside from standardizing the processes, effective KM documentation of the learning shared during class of the different modules can be compiled and published into a compendium of specific area practices in public health, security and development, rural development, microfinance, local governance and among other programs that will be implemented.
The event had a total of 23 participants from 14 APO member countries of which six (6) are from the host country, Cambodia. There were two participants from the Philippines both from the Development Academy of the Philippines. As expected most of the participants are working with the NPO except the one from Nepal, whose government opted to have public servants to stay and help on the rehabilitation efforts from the recent earthquake.
Interestingly, five participants from the host country were from the small and medium enterprises.
SCOPE, CONTENT, METHODOLOGY
The KM workshop was primarily divided into three phases – KM Overview, KM Implementation Challenges and KM Opportunities. Under overview, the resource persons reviewed the KM evolution and concepts with emphasis on the APO developed KM framework. Global cases on the implementation of KM from worldwide corporation, international organizations from regions of the world were presented through powerpoint presentation and video clips.
For the implementation and challenges, the participants had the opportunity to interact and exchange thoughts on KM implementation. Selected country papers were from India, Malaysia, Philippines and Thailand. Both Malaysia and Thailand currently implement KM internally while India and the Philippines’ implements KM internally and provides assistance to other organization. The field visit was with a small, fast-growing investment company, who with limited staff was able to provide services-research, consultancy and funding, to member SMEs and start-up companies.
From the individual and group sharing, the participants were asked to identify the opportunities of implementing KM for the NPO and to the organization. A commitment was made to build up and strengthen the KM through an online Community of Practice among the participants.
OUTCOMES AND EVALUATION
One of the key achievements of the program was to assess the level of maturity on KM understanding and adoption among NPOs. The country papers, sharing and interaction showed the differences in the level of implementation both internally and as income-generating technology for the NPOs. One of the notable learning from program was the income-generating potential from providing technical assistance in KM installation as experienced by Mr. Young and NPO India. Interestingly, Malaysia has academic institutions offering KM as an area of specialization up to the post-graduate level.
The participants agreed that the key factor on the success of implementing KM is the commitment from the top management through the support to the programs and activities promoting KM. This commitment should also be translated in the form of fund allocation for information technology and KM-related infrastructure. Visibility of management support and availability of the technology would encourage people in the organization to support KM that will eventually be translated into successful implementation contributing to the overall company’s business.
The resource persons, on their individual and group capacities, are indeed experts in the field of KM. In fact their respective sessions provided great amount of learning on how organizations maximize productivity from implementing KM.
RECOMMENDATION AND ACTION STEPS
I would like to use a lesson from Dr. Elizabeth Y. Manugue, our Filipino KM expert, in this section of the report. According to her, each training program provides an opportunity to relearn, learn and unlearn. This training provided me mostly relearning and learning as follows:
1. KM as a productivity tool for individual and organization
2. APO KM Framework
3. Information Technology as one of the ways of implementing KM
4. Importance of top management in the success of KM implementation
5. Potential of KM as an income-generating technology
1. Concept of “bah” or space as a KM strategy
2. KM as a specialized major in graduate education
3. International organizations application of KM
To sustain the KM as a productivity tool, I will recommend the following activities for the Academy:
Revival of the Internal KM Task Force through:
1. Reconstitution of members
2. Integrate KM as part of the existing institutional committee such as ISO Core Team or Task Force on DAP Operations Manual
3. Conduct re-orientation/echo-session on KM
BOBBY JONES V. DOMDOM
Graduate School of Public and Development Management
Development Academy of the Philippines
SHERYL B. DE LA CRUZ
Public Management Development Program
Development Academy of the Philippines