BMO2110 KNOWLEDGE MANAGEMENT PRACTICES FOR INNOVATIVE ORGANISATIONS

Assignment 2 – Sem. 2 2015
Questions: Can you please fill out the details and questions below and return as soon as possible
Best before Friday 11th September 2015
Thanks

Interviewee Details
Name: Linda Riley
Role: Service Delivery Manager
Email: linda.riley@swarh.vic.gov.au
Their role with KM: Ensure knowledge management is up to date, vital tool for staff to resolve issues.
Do they see KM as an important strategy and why? It saves time to have documented fixes in our knowledge base, otherwise staff have to ask individuals and develop as solution to a problem, therefore loss in productivity.
What is the company you manage? SWARH – South West Alliance of Rural Health.
What is the primary service they supply? First and second level ICT support.

The organisation
1. Key function of the organisation? To provide ICT support to our members and customers who work in public health agencies from Geelong to the South Australian border.
2. What is determined as valuable information? Documentation regarding systems and applications we support in the event of outages or connectivity issues, documentation on how systems work or are whether or not they are supported by vendors.
3. What the key roles in the organisation? To provide ICT services to our members and customers, to ensure service are running and available to customers 24×7, to provide support in the event of outages.
4. What are some of the major investments they make in people? e.g.: training, upskilling or retention and motivation plans etc. All of those items are very important in having a good team.
5. How long has this company been supplying these services? 10 years
6. What are the challenges faced? Financial issues, tight budgets, getting the right people for the job.

Strategy
1. What is the strategy?
Pillar Strategy Outcome
Our Members and Customers Have robust relationships with key stakeholders, including core members and customers Working collaboratively, effectively engaging stakeholders bringing members along the journey
Initiatives
1. To maximize the Member value proposition by facilitating their adoption of more cost effective ICT solutions for Health services delivery.
2. To develop effective member relationships that inform and empower Members and their staff.
3. To establish an ICT Management Advisory Group (ICTMAG) for each Member Agency and to ensure the members of the ICTMAG are participants in the SWARH CoG and/or SWARH Advisory Groups.
4. To quantify the benefits of attracting and retaining customers
5. To market services outside of the SWARH membership where this has positive benefits to revenue, innovation and/or reliability
6. To measure customer and member satisfaction through regular surveys and to respond effectively to changing member expectations.
7. To continue to aggregate the SWARH and GHA network footprints to enable more effective investment in service delivery resilience.
8. To develop the concept of SWARH as a ‘Community Cloud’ to deliver services to a range of customers, including other RHAs, as a sustainability strategy.

2. Why the organisation has this as their strategy?
Pillars Strategies Outcomes
Our Members and Customers
SWARH will have robust relationships with key stakeholders, including core members and customers
Working collaboratively, effectively engaging stakeholders bringing members along the journey

Our workforce (People)
SWARH will recruit and retain a high performing workforce
Having the right people in the right place to deliver the right service
Our performance and Accountability
SWARH will effectively and efficiently manage our people, infrastructure and technologies
Aligning performance measurement and accountability with financial and infrastructure sustainability

Our Programs and Service Opportunities.
SWARH will develop and implement shared programs and technologies that recognise service opportunities and deliver effective outcomes.

High quality services, culture of safety and risk awareness, being innovative and expanding the frontiers of ICT knowledge, capability and opportunity for members and Customers
3. What key knowledge they deem is important to the organisation?
Our workforce (People)
Recruit and retain a high performing workforce
Having the right people in the right place to deliver the right service

Initiatives
9. To align the Organisational structure of SWARH with the service needs of members
10. To endorse a service scope which recognizes the transition to member engagement, productivity, innovation, performance and project delivery from infrastructure and device management.
11. To continue staff performance management and service benchmarking to ensure best practice outcomes
12. To continue regular staff reviews and up-skilling programs to meet the challenges of rapid technology change
13. To actively assist with career development, leadership skills and self-improvement
14. To establish a centre for innovation which will be the focus of R&D.
Pillar Strategy Outcome
Our performance and Accountability
Effectively and efficiently manage our people, infrastructure and technologies
Aligning performance measurement and accountability with financial and infrastructure sustainability

Initiatives
15. To recognise that innovation drives efficiency and motivates adoption of services and thus service sustainability
16. To maximise internal SWARH financial management and control to be able to accurately forecast performance against budget independently of any member system or process.
17. To align SWARH investment to maximize return on investment and service efficacy
18. To support all material investment using a business case and outcomes monitored through return on investment measurement and reporting.
19. To support asset rental as a key strategy for sustainability
20. To adopt a cost distribution model that will effectively apportion all shared costs on the basis of agreement or via agreed consumption formulas.
21. To measure the service delivery performance using agreed indicators with the appropriate reporting frequency.

• Member satisfaction (all major elements of service, annual)
• Service resilience (accessibility to all critical services, monthly)
• Service establishment (Projects on time and budget, monthly)
• Financial performance (accurate projections, service ROI, contract management)
• Governance performance (Decisions, collaboration, control and planning)
22. To manage strategic and operational risks

4. How does a customer as well as the company contribute to the use of this KM system? A customer benefits form a KM system as the officers can readily find answer to quickly resolve issues. Staff contribute to and update KM system documents so that other staff can reference them and close calls quickly, hence restoring producitivity to customers.
5. What do the customers value/need? How do you know that? Reliable solutions, fast turnaround times, good customer service, knowledgable staff that understand their business.
6. Are there unmet customer needs that could be met? Increase in resources would help to be SLA’s and customers needs, however this requires funding.
7. How well is the communication with the customers? We communicate verbally over the phone, by email, through our service management system workflows.
(Questions must embrace – people, process and IT and then the students can see what the gap is.)

Platform
1. Does the organisation have any collaborative platform? Service management tool VSM and also, sharepoint portal which hosts our intranet, and Jabber internal communication too.
2. Describe more about the platform.
3. How long has it been running? VSM 3 YEARS, Sharepoint about the same although we have just gone to new version, Office communicator has just been replaced with Jabber.
4. What are the benefits? Single platform for designated purposes, new technology with enhanced features, everyone is using the same tools.
5. What are needs do they see important for staff to collaborate? Sharepoint is a central repository for all documentation, VSM manages all our tickets, Screen sharing for problem solving with Jabber

Challenges
1. What challenges does the organisation face in relation to managing key knowledge? Why? Keeping staff documenting new proceses as staff are time poor, and keeping documentation up to date for the same reason.
2. What are their thoughts? They like having something to refer to its just the time it takes when there are so many other high priority issues.
3. What can be heavy factors that can really challenge the system? Time and accuracy and ensuring things are up to date.
4. Can you be faced responsible if KM gets misplaces or misused? Not really, the only concern is if processes change, they need to be reflected in the Km system.
5. How does the company manage time and prioritise tasks? KPI’s..
6. What can slow the process down? Major incidents and problems, shortage of staff, projects, major hardware rollouts.

What software is used for KM? What are the positives and negatives using this software? Sharepoint or VSM there is a debate about the key location.

What are some recommendations you can make to possibly improve the company process? Keep up to date with best practice and with other organisations.
Is there any social media used to communicate with customers or employees? If so name them? How? Facebook, its managed by our customer service section.

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