Knowledge and Information Management in the Public Sector

Knowledge and information management (KIM) has long held an awkward position in the public sector. Initially it rarely fell to a specific owner or department and even now is often viewed as a passing (or past) fad. The reality, however, is that many organisations, public and private sector, have gained massive value and significant productivity increases from implementing a successful KIM strategy - and so can you. Ark Group's new report looks in-depth at practices that work, at proven solutions that can be implemented at your organisation. The report looks at how you can: - Gain buy in from senior management AND employees (proven methods for selling KIM internally); - Solve security issues surrounding the sharing of knowledge and information; - Capture vital tacit knowledge from employees. Particularly with regard to those approaching retirement or redundancy where key skills and hard to learn expertise may be lost; - Conduct a knowledge audit and assign values to your existing knowledge assets. Discussing methods including: competency analysis, surveys, process mapping and structure interviews; - Support existing communities of interest/practice; and, - Implement all of these methods and strategies on a shoestring budget. These are just a few of the skills, strategies and approaches shared in this report written by CILIP president and former head of information for the home office - Knowledge and Information Management in the Public Sector is a highly practical guide to managing knowledge and information assets to improve process, aid policy making and increase productivity.

Table of Contents:
Chapter 1: Introduction The importance of knowledge management in the public sector The purposes of government and public sector KIM The development of KIM in the UK public sector Organisation and structure Experiences outside the UK. Chapter 2: The 'Information matters' initiative 'Information matters' The Knowledge Council The CTO Council Issues for the 'Information matters' agenda Achievements of the 'Information matters' initiatives Other countries' experiences. Chapter 3: Defining KM in your organisation Wanted - An agreed definition of KM KM - Driven by people or systems, or technology or culture? Capacity, capability and credibility Embedding KIM into the organisation Good information and knowledge management. Chapter 4: The KM strategy Identifying the organisation's key aims Aligning the knowledge strategy Linking independent projects How the IPAK KM project links the Home Office and the policing Non-Departmental Public Bodies (NDPBs Coping with the political cycle Structural changes to departments and ministries. Chapter 5: Information and knowledge audits The importance of a knowledge audit The Ordnance Survey - What knowledge is contained within other public sector bodies? What defines a knowledge audit? Techniques for information and knowledge auditing Reporting the results The value of asset registers The value of information and knowledge auditing A sample knowledge audit framework. Chapter 6: Integrating knowledge management, information management and records management Deciding what activities need to be integrated Managing records or knowledge? Non-systems integration of information and knowledge functions Barriers to integration. Chapter 7: Shared corporate knowledge management tools Intranets Inter-agency (whole of government) intranets Wikis Collaborative workspaces Using SharePoint. Chapter 8: Capturing tacit knowledge and knowledge retention What is tacit knowledge? Why it matters to develop a strategy How public sector organisations have coped Mitigating the 'age wave' issue in the USA Other approaches Conclusions. Chapter 9: Marketing KM in the organisation Reasons to market KM Extending existing activities that support marketing Getting management buy-in KM marketing to suit local needs - The case of BERR Marketing KM mini-studies Conclusion. Chapter 10: Identifying the link between information security and KM What is information assurance? Governance, guidance and reviews of information assurance Why has information security become such an important issue for KIM? Official secrets Information ownership Ongoing work Links to other topics in this report Conclusion. Chapter 11: KM on a shoestring Making the most of what you've got Developing existing software Freeware Open source software Other issues and quick wins for resource-poor KM managers Conclusion. Chapter 12: Web 2.0 as a KM tool The value of Web 2.0 Typical Web 2.0 applications Guidelines and regulation Case study: The New Zealand Police Act wiki Case study: Cardiff Knowledge Bank Conclusion. Chapter 13: KM and corporate reputation management Reputation is part of an organisation's corporate knowledge Public sector reputation management as a KM function Setting guidelines for use Conclusion. Chapter 14: Demonstrating the impact of collaborative working and communities of practice Benefits of using CoPs Setting up and hosting CoPs Caveats Examples of public sector CoPs Case study: Communities of practice in local government The impact of knowledge management in local government Developing a collaborative environment The CoP programme Measuring success Case study conclusion Conclusion. Chapter 15: Measuring the impact of KM Why measure? What do organisations measure? Creating real value or avoiding cost? Shortcomings of metrics for KM Alternative approaches to KM metrics: Anecdote, value and maturity models Other metrics Conclusion Index

About the Author :
PETER GRIFFITHS was formerly head of information in the Office of the Chief Information Officer (OCIO) at the Home Office. He had previously been head of information services unit with responsibility for libraries, knowledge management, intranet and websites. His earlier career was at the Department of Health (where he was one of the team involved in the Cumberlege initiative to improve knowledge and information management in the NHS) and the Foreign and Commonwealth Office. Peter qualified as a professional librarian and as an information scientist; he is a Fellow of CILIP, the Chartered Institute of Library and Information Professionals, and is the Institute's President in 2009. He has written and presented on a range of topics related to knowledge and information management. He now describes himself as an independent information specialist, undertaking library reviews, working on information audit, and continuing to write and present on topics in the field of KIM.