12 - Knowledge Transfer Program Costa Mesa Sanitary District …an Independent Special District Protecting our community’s health and the environment by providing solid waste and sewer collection services. www.cmsdca.gov Memorandum To: Board of Directors From: Scott Carroll, General Manager Date: May 23, 2013 Subject: Knowledge Transfer Program Summary On December 20, 2012 the Board of Directors approved appropriating $18,800 and directed the General Manager to enter into an agreement with The Mejorando Group for the purpose of conducting a Knowledge Transfer Program. Staff Recommendation That the Board of Directors receives and files the District’s Knowledge Transfer Program report. Analysis A Knowledge Transfer Program is a different approach to a traditional succession plan. A succession plan works well for large organizations that have many staff members because each position has the potential to be filled by internal candidates in a hierarchy fashion. In contrast, CMSD has a very small staff level in which many employees are performing different functions and duties. The problem CMSD faces is not retirements in the next five years (CMSD has a relatively young staff), but sudden vacancies due to employees leaving to work for different organizations. Their vast knowledge and expertise is lost after they leave CMSD and the transition for new staff can be difficult and challenging because they are not familiar with CMSD protocols. Knowledge Transfer is a segment of an overall approach to Succession Planning, which is an on-going process of systematically identifying, assessing and developing talent to ensure the leadership and management continuity for all key positions in the organization. It ensures that replacements have been prepared to fill key vacancies on short notice, that ITEM NO. 12
Board of Directors May 23, 2013 Page 2 of 3 individuals have the development capacity to assume greater responsibility, and that individuals are prepared for exercising increased technical proficiency in their work. Generally speak ing, the term “knowledge management” (KM) represents a broad concept, and is thought of as a system for finding, understanding, and using knowledge to achieve organizational objectives. The three activities of finding, storing and retrieving are the “organizational memory” of the District. It is more than simply moving or transferring files and data from one employee (or department) to another. KM allows others to build upon a person’s professional experience, within the context of the organization, in a way that strengthens not only the employee, but the organization as a whole. There are at least two types of knowledge – Explicit and Tacit . Explicit can be described as data and is often found in software systems or documents. On the other hand, taci t knowledge includes cognitive skills such as beliefs, images, intuition and mental models as well as technical skills such as craft and know-how. Tacit knowledge is knowledge that people carry in their minds and is, therefore, difficult to access. Often, people are not aware of the knowledge they possess or how it can be valuable to others. Tact ic knowledge is considered more valuable because it provides context for people, places, ideas, and experiences. Effective transfer of tacit knowledge generally requires extensive personal contact and trust. Consequently, the focus of the consultant’s approach is to implement a process by which the tactic knowledge of key positions/employees is captured and available for transfer. Mr. Patrick Ibarra, co-founder and partner of The Mejorando Group has finished the District’s Knowledge Transfer Progra m in which the report is attached hereto for your review. Mr. Ibarra will be in attendant at tonight’s meeting to give a brief presentation about the program. Strategic Plan Element & Goal This item complies with the objective and strategy of Strategic Element 5.0, Administrative Management, which states: “Objective : Our objective is to create, maintain and implement policies and procedures to ensure sound management of the District .” “Strategy : We will conduct periodic reviews, refine and implement policies and procedures, and assure the General Manager has the direction and tools necessary for successful District Operations .” Legal Review Not applicable. ITEM NO. 12
Board of Directors May 23, 2013 Page 3 of 4 Financial Review The total cost for consulting services is $17,857 . The District budgeted $18,8 00 for this project. On December 20, 2012, the Board approved appropriating this money in the budget to pay for said services. Committee Recommendation N/A Public Notice Process Copies of this report are on file and will be included with the entire agenda packet for the May 23, 2013 Board of Directors regular meeting at District headquarters and on District’s website. Alternative Actions 1. Direct staff to report back with more information. Attachment A: Costa Mesa Sanitary District Knowledge Transfer Program ITEM NO. 12
Costa Mesa Sanitary District Knowledge Transfer Program FINAL REPORT May 7 , 2013 Submitted By : Patrick Ibarra The Mejorando Group 7409 North 84 th Avenue Glendale, AZ 85305 925 -518 -0187 www.gettingbetterallthetime.com ATTACHMENT A
Costa Mesa Sanitary District The Mejorando Group Knowledge Management Report 2 Table of Contents Cover Letter ................................................................................. 3 Project Background ..................................................................... 5 Knowledge Transfer Program ..................................................... 5 Project Approach ......................................................................... 6 Project Work Plan ........................................................................ 7 Position Summaries – The “Knowledge” ................................... 9 Position Summaries 1. Scott Carroll, General Manager/District Clerk ...................................... 11 2. Alex Arreola, Maintenance Worker l ................................................... 12 3. Steve Cano, Maintenance Supervisor ................................................ 14 4. Marc Davis, Treasurer ....................................................................... 18 5. Isidro Gallardo,Ordinance Enforcement Officer .................................. 20 6. Teresa Gonzalez, (former) Accounting Manager ................................. 23 7. Robin Hamers, District Engineer ......................................................... 26 8. Tim Henson, Maintenance Worker lll .................................................. 29 9. Noelani Middenway Executive Assistant/Deputy District Clerk ............ 31 10. Javier Ochiqui, Management Analyst .................................................. 34 11. Joel Ortiz, Maintenance Worker lll ...................................................... 38 12. Anna Sanchez, Administrative Service Manager ................................ 40 13. Kaitlin Tran Accounting Specialist ll .................................................... 44 14. Dyana Wick, Administrative Assistant .................................................. 47 Additional Recommendations for K M Transfer ....................... 50 Supporting Knowledge Management Transfer ........................ 56 ATTACHMENT A
Costa Mesa Sanitary District The Mejorando Group Knowledge Management Report 3 May 7, 2013 Scott Carroll General Manager Costa Mesa Sanitary District 628 W. 19th Street Costa Mesa CA 92627 Re: Knowledge Management Program Report Dear Scott: On behalf of the Mejorando Group, I am pleased to provide our report that in itiates a more formal approach towards Knowledge Management Transfer by capturing through expert interviews the “high value” knowledge which is mission -critical to continued effectiveness and providing a series of targeted strategies and tactics to transfe r additional knowledge. I am confident this Report provides the Costa Mesa Sanitary District a strong foundation by providing a strategy and series of tactics to address the knowledge management transfer opportunity which currently exists and assist with ensuring the District way of doing business is continued despite turnover of key positions. The incumbents interviewed essentially provided the “highlight reel” of their daily duties and responsibilities. Beyond the skills and capabilities ensuring new employees as highly qualified, their ability to sustain the District way of doing business is often the most difficult for any new employee in any organization to master. Furthermore, the documentation of this tacit knowledge provides content for recruitment and selection activities for replacements when the situation occurs. It is important to remember that incumbents are not the audience for the knowledge transfer. Instead it is their successors who are the intended recipients. The information gathered from each person may seem at a casual glance to appear rather ordinary, possibly even “vanilla”, however that is because those interviewed have been performing their jobs for some time and much of what they do seems second nature, almost common sense. However, the focus of the knowledge transfer is that ATTACHMENT A
Costa Mesa Sanitary District The Mejorando Group Knowledge Management Report 4 organizational knowledge within the District context is not intuitive to those who have not previously worked in the organization. I welcome the opportunity to continue our partnership with you and the employees of the District. If you have any questions or need more information, please feel welcome to contact me at 925-518-0187 or via e-mail at patrick@gettingbetterallthetime.com. Sincerely, Patrick Ibarra Co -Founder and Partner ATTACHMENT A
Costa Mesa Sanitary District The Mejorando Group Knowledge Management Report 5 P P P R R R O O O J J J E E E C C C T T T B B B A A A C C C K K K G G G R R R O O O U U U N N N D D D Costa Mesa Sanitary District is an independent special district that provides trash and sewer collection services to over 116,000 residents in Costa Mesa and parts of Newport Beach and unincorporated Orange County. The agency’s mission is “Protecting o ur community’s health and the environment by providing solid waste and sewer collection services.” The size of the District’s workforce places it in a potentially vulnerable position when employees depart, whether it’s through retirement or for another po sition. Since each employee possesses in-depth knowledge about the “District way of doing business” that goes way beyond the scope of policies, procedures, rules and regulations and job descriptions that govern operations, the transfer of this tacit knowledge is essential for the continuity of high performing District business. As organizations such as the Costa Mesa Sanitary District, prepare for the potential departure of valuable staff, a major concern is how to preserve the knowledge that these seasoned employees have amassed. In general, the growth in the volume of information available and rapid technological progress has forced most people into a state of information overload. This has left organizations scrambling to create systems for acquiring, retaining, and accessing an overwhelming volume of data. Added to this is the demand for highly specialized knowledge that is often difficult to find and retain. Knowledge management is one method for ensuring that years of accumulated wisdom do not leave the department once the employee(s) retires or moves on. The challenge is to create an atmosphere that fosters knowledge sharing, while simultaneously underscoring that transferring knowledge is a way for employees to leave a legacy that will ultimately help the organization long after they leave. Knowledge Transfer is a segment of an overall approach to Succession Planning, which is an on-going process of systematically identifying, assessing and developing talent to ensure the leadership and management continuity for all key positions in your organization. It ensures that replacements have been prepared to fill key vacancies on short notice, that individuals have the development capacity to assume greater responsibility, and that individuals are prepared for exercising increased technical proficiency in their work. K K K N N N O O O W W W L L L E E E D D D G G G E E E T T T R R R A A A N N N S S S F F F E E E R R R P P P R R R O O O G G G R R R A A A M M M Generally speaking, the term “knowledge management” (KM) represents a broad concept, and is thought of as a system for finding, understanding, and using knowledge to achieve organizational objectives. The three activities of finding, storing and retrieving are the “organizational memory” of the District. It is more than simply moving or transferring files and data from one employee (or department) to another. KM allows others to build upon a person’s professional experience, within the context of the ATTACHMENT A
Costa Mesa Sanitary District The Mejorando Group Knowledge Management Report 6 organization, in a way that strengthens not only the employee, but the organization as a whole. There are at least two types of knowledge – Explicit and Tacit . Explicit can be described as data and is often found in software systems or documents. On the other hand, tacit knowledge is includes cognitive skills such as beliefs, images, intuition and mental models as well as technical skills such as craft and know-how. Tacit knowledge is knowledge that people carry in their minds and is, therefore, difficult to access. Often, people are not aware of the knowledge they possess or how it can be valuable to others. Tacit knowledge is considered more valuable because it provides context for people, places, ideas, and experiences. Effective transfer of tacit knowledge generally requires extensive personal contact and trust. Consequently, the focus of the approach was to implement a process by which the tacit knowledge of key positions/employees is captured and available for transfer. P P P R R R O O O J J J E E E C C C T T T A A A P P P P P P R R R O O O A A A C C C H H H Our approach was designed to help the District obtain and transfer valuable information before it “walks out the door.” The goal of this process was to preserve kno wledge assets, enabling the District to: Minimize the risk and cost of lost knowledge Increase the speed to competence of individuals assuming new responsibilities. Create knowledge and skill repositories that support creative job and learning design. Low er training costs through repurposing assets across various employee groups. Knowledge is vastly different than data due to its subjective and contextual nature and essentially can be defined as “how things get done” inside an organization. Knowledge is obtained through a variety of experiences, typically over a period of time, and is the primary factor in exercising sound judgment and decision-making, two responsibilities often handled by executives. To capture and transfer knowledge requires a categorization system to identify the types of knowledge important to the organization. Explicit knowledge can be preserved and transferred to other employees through the creation of procedural guides, desk manuals, or libraries of related documents. Some agencies have also developed transition planning forms that retiring employees complete before they leave. Such forms identify key documents and where they are located (e.g., shared computer drive), important dates during the year given the specific duties of the position, key players inside and outside the organization, needed skills and appropriate skills training, and professional support organizations. It is more difficult to capture tacit knowledge. Approaches such as wikis, knowledge blogs, or other online ATTACHMENT A
Costa Mesa Sanitary District The Mejorando Group Knowledge Management Report 7 archives of knowledge, attempt to capture information, best practices, and stories (which are often the best way to learn). To further extract tacit knowledge, some agencies conduct in-depth and probing interviews of retiring interviews and post the videos of the interviews on their intranets. Identifying communities of knowledge across the organization or developing an “expert yellow pages” can assist newly promoted employees. Organizations can also bring back retired professionals to assist their replacements. Based on the size of the District and its most pressing needs, the “Expert Interview” approach was utilized . The goal of this endeavor was not to manage, or transfer, all knowledge, but to manage the knowledge that is most important to the District . In other words, what is referred to as Critical Knowledge. Expert interviews are a way of making tacit knowledge more explicit. A person can describe not only what was done but why, providing context and explaining the judgment behind the action. Interviews are often easier for the experts than having them write down all the details and nuances. The focus was to determine “what” skills and knowledge make the person effective in his or her position. What are the unique roles of this key player? What has made him or her successful over the years? Essentially, it becomes the “highlight reel” of the person’s job. P P P R R R O O O J J J E E E C C C T T T W W W O O O R R R K K K P P P L L L A A A N N N Steps involved in the Work Plan included: 1. Met with General Manager to review the overall work plan, the list of position s identified, the actual interview tool and other transfer tools to be used, along with the form of the final reports produced for each position in the program. 2. Met individually with incumbents/employees occupying the positions selected. These interviews were intended to obtain substantive information about the key roles each plays in executing their respective responsibilities. Not intended to serve as an exhaustive inventory of all duties and tasks, the focus was primarily on extracting critical District related tacit knowledge as it relates to key internal processes and practices. For example: What are the primary responsibilities of the position? What tasks do people in this position perform? How do they complete these tasks? What steps and actions do they take? What tools, systems, or processes do they use? Identify storage location of key documents and plans. Crucial dates throughout the year (i.e. budget, maintenance activities, etc.). ATTACHMENT A
Costa Mesa Sanitary District The Mejorando Group Knowledge Management Report 8 Key partnerships with external sources such as community groups, vendors, and suppliers. Key relationships with other District staff. Training, developing and networking opportunities relevant to the position. Lessons Learned about position/job-essential responsibilities. The intent was to document not only how things are done, but why they are done. This helps knowledge recipients more fully understand the process and its importance. 3. As the General Manager has a unique and highly nuanced role within agency operations, he was videotaped responding to a range of questions. The video will provide his successor a tremendous amount of practical information on the District way of doing business. 4. Job description for each of the positions involved in the Program were obtained and reviewed. 5. Information obtained through the interviews and job description were analyzed, summarized and documented in a Position Summary written report. A Summary is provided for thirteen of the fourteen positions. The draft w as reviewed by the incumbent and subsequently finalized. Th e Position Summary is designed to augment the respective job description in such a way that illuminates the key aspects necessary to be effective. Job descriptions may identify estimated percentage of time spent on “typical class essential duties.” Howev er, percentages or frequency of time spent does not always constitute the level of importance that specific duty is to fulfilling the job. Consequently, for the effective transfer of knowledge, successors to the jobs currently held by employees, would receive among other materials, the Position Summary and job description. Furthermore, the Position Summary provides potential content for selection strategies including interviews and assessment centers of potential successors. Important to remember is th at the focus is to capture and record “high value” knowledge. While the information captured in the Position Summary may seem ordinary to the incumbents, they are not the intended recipient for this information, their successor is. Most likely the successor will not be versed in the Costa Mesa Sanitary District way of doing business and consequently, the Position Summary will enable them to determine the context in which they are to perform their responsibilities. The Position Summaries for the participants begin on page 13 of this Report. ATTACHMENT A
Costa Mesa Sanitary District The Mejorando Group Knowledge Management Report 9 In addition to the Position Summary, a range of transfer tools are available. The intent is to make the knowledge easily accessible and usable. Some knowledge can be disseminated through a simple checklist, while other knowledge may require that a training course be designed. A series of targeted recommendations on which transfer tools are most appropriate begins on Page jj 51 of this Report. In summary, this approach focused on District’s most significant concern by providing a format to potentially transfer to another person, presumably the successor from those persons interviewed for the project, valuable knowledge about key work processes within the organization. It accomplishes this by intent and leaves little to chance. P P P O O O S S S I I I T T T I I I O O O N N N S S S U U U M M M M M M A A A R R R I I I E E E S S S ––– T T T H H H E E E K K K N N N O O O W W W L L L E E E D D D G G G E E E The key deliverable per person is the Position Summary which serves to effectively transfer key knowledge to essential staff members and assist future staff members as they begin their roles in the Distric t. The successful implementation of this first step towards a systematic approach to KM should serve as a catalyst to expand into other practices associated with successful KM transfer. The employees who participated include: 1. Scott Carroll, General Manager/District Clerk 2. Alex Arreola, Maintenance Worker l 3. Steve Cano, Maintenance Supervisor 4. Marc Davis, Treasurer 5. Isidro Gallardo,Ordinance Enforcement Officer 6. Teresa Gonzalez, (former) Accounting Manager 7. Robin Hamers, District Engineer 8. Tim Henson, Maintenance Worker lll 9. Noelani Middenway Executive Assistant/Deputy District Clerk 10. Javier Ochiqui, Management Analyst 11. Joel Ortiz, Maintenance Worker lll 12. Anna Sanchez, Administrative Service Manager 13. Kaitlin Tran Accounting Specialist ll 14. Dyana Wick, Administrative Assistant Scott Carroll presented a unique situation. His role in the District requires him to take a macro-approach, with substantial context, to agency services and programs and consequently, preparing a written Position Summary for his position would not generate the dividend like those completed for others in the Program. As a result, his “Knowledge” is being captured via what is referred to as Storytelling. H e w as videotaped responding to a series of questions the Mejorando Group prepared. It was ATTACHMENT A
Costa Mesa Sanitary District The Mejorando Group Knowledge Management Report 10 determined this approach would permit his successor to hear straight from the source, about the various roles and responsibilities the General Manager is expected to execute. Action Steps 1. These Position Summaries should be utilized for recruitment and selection purposes of successors and provided to the successor immediately upon starting their role with the Costa Mesa Sanitary District. Whether or not the successor is a current Department employee is irrelevant; making assumptions about what existing employees know can lead to false assumptions by decision makers. 2. Position Summaries should be updated annually by the incumbent. Now that the initial Summary has been prepared, the framework is in place. Consequently, this should ease the transition for incumbents to complete the revisions. 3. Each employee should include copies of sample reports he/she produces, budget information, organization chart, phone list, file names of critical computer files, and their respective Position Summary and store these in a three-ring binder and label it Transition Job Aid. As a result, the successor can access key information in one location, simply and easily. The following are the summaries for each interview conducted and constitute the “high value knowl edge” of the incumbents. Most of what was obtained was tacit knowledge. Tacit knowledge is “the way the job really gets done.” These “behind the scenes” secrets accelerate new employees’ speed to competence. Quick acquisition of this type of information helps new employees avoid missteps and mistakes that might otherwise undermine them. ATTACHMENT A
Costa Mesa Sanitary District The Mejorando Group Knowledge Management Report 11 Position Summary Scott Carroll General Manager Preparing a conventional Position Summary would not be an effective KM technique for the General Manager. This conclusion was based on the range of roles and responsibilities Mr. Carroll handles and the context in which he administers them. Consequently, the Storytelling approach to KM was utilized in which Mr. Carroll, was videotaped responding to questions posed by the interviewer. This recording should be stored and utilized as a source of information to create a recruitment profile for recruiting and selecting Mr. Carroll’s successor and, upon the successor assuming the position viewed by him/her as a means to become immersed in the role of the General Manager specific to the District. There are a number of benefits associated with the Storytelling technique, including: Stories capture context, which gives them meaning and makes them powerful. Stories help us make sense of things. They can help us understand complexity and assist us in seeing our organizations and ourselves in a different light. Stories are easy to remember. People will remember a story more easily than a recitation of facts. Stories engage our feelings and our minds and are, therefore, more powerful than using logic alone. They complement abstract analysis. Stories help listeners see similarities with their own backgrounds, contexts, fields of experience, etc., and, therefore, help them to see the relevancy of their own situations. ATTACHMENT A
Costa Mesa Sanitary District The Mejorando Group Knowledge Management Report 12 Position Summary Alex Arreola Sewer Maintenance Worker I Background Reports to Steve Cano, Sewer Maintenance Supervisor. Worked for District since 2012. Responsibilities Primary responsibility is working on two-person team with Joel Ortiz, Sewer Maintenance Worker, providing routine cleaning of sewer lines using sewer/jet vacuum truck. Daily work orders are provided by Supervisor, Steve Cano. Handles much of the data entry for work orders completed, including entering data in CMMS. Conducts traffic control as job site requires. Will use variety of hand tools in completing job tasks. Strong emphasis in maintenance on record-keeping and use of job aids. For instance, located inside District trucks are file folders that include documents which list current maintenance and performance of each pump station and outline specific steps to take when emergencies arise. Will take Grade 1 certification exam from California-EMA in July, 2013. Must have basic knowledge of map reading, and how lift stations and pumps function. ATTACHMENT A
Costa Mesa Sanitary District The Mejorando Group Knowledge Management Report 13 Relationships Inside the organization Meets with supervisor, Steve Cano, on a regular basis. Other Alex, Supervisor Steve Cano and crew members are on rotational schedule for emergency call-ins after hours and on weekends. Certified in Confined Space Entry ATTACHMENT A
Costa Mesa Sanitary District The Mejorando Group Knowledge Management Report 14 Position Summary Steve Cano Sewer Maintenance Supervisor Background Reports to Scott Carroll, General Manager. Worked for District since November 2010. Started as Lead Maintenance Worker and was promoted to Supervisor in summer of 2011. Responsibilities Provides oversight and coordination of three-member crew regarding work related to maintenance of District sewer maintenance lines and pump stations. Co ordinates SLAP (Sewer Lateral Assistance Program) for District customers – (residents/homeowners) by working extensively with plumbers interested in seeking District approval to provide services to District customers. Interacts primarily with Dyana Wick, District Administrative Assistant, who received videos from prospective plumbers detailing their approach to a particular project. Steve will review the video and discuss with the residential owner and plumbing contractor who submitted it about its level of compliance with SLAP policies. Oversees the CMMS (Computerized Maintenance Management System). The name of the contractor/vendor is Environmental Engineering & Contracting (EEC ). Ramon Gallegos and Steve Schaeffer, and contact information is (714) 8 67 -2300. The intent is once the District’s GIS is operating, laptop computers will be provided to Steve and his crew for faster access to information and recording completed work. The CMMS, based on a maintenance plan developed EEC, also produces daily work orders for the cleaning of sewer lines. Is a member of the internal work team focused on reducing the number of so-called “Hot Spots.” This team meets typically every three months and includes the General Manager, District Engineer, Sewer Maintenance crew members and a representative of EEC. These “hot spots” are particular ATTACHMENT A
Costa Mesa Sanitary District The Mejorando Group Knowledge Management Report 15 geographical areas where sewer issues have frequently arisen creating a sewer maintenance response. The team identifies the troubled area, examines potential root causes, develops and implements a maintenance plan designed to remedy the problem, permanently or at the least, for the foreseeable future. The list of hot spots when established was 95 and as a result of the team’s work to identify and take corrective action, it has been reduced to 45. The maintenance work to “fix” the hot spot is done by a contractor. The District recently acquired a sewer jet/vacuum truck which has allowed more sewer maintenance activities to be completed by District personnel, along with mak ing significant progress on reducing the number of “hot spots.” Possesses Grade 3 certification from California Water Environmental Association. Requirements to maintain Grade 3 certification is to complete at least 20 hours of training every two years. The CEUs are obtained through attending seminars by CWEA, and attending safety classes held by vendors. Computer file name/path on most frequent files he accesses are: o https://ezlmappdc1f.adp.com/ezLaborManagerNet/Login/Login.aspx?cI D=66405&lng=en-US . The website is ADP which is needed for completing timecards for the employees o https://aquavx.m2mops.com/ The website is Aquavx and is used for monitoring the pump stations o https://www.mysmartcover.com/map.php The website is Smart Cover and is used to monitor are alarms for the Smart Covers Coordinates maintenance of fleet and equipment with service provider, the City of Costa Mesa. Current special projects: o Presently is working on a special project to replace generator s tarters at various pump stations. Vendor is Jim Irvine of OC Electric, 949-380-9476. o As a result of an earthquake assessment, two enclosures have been replaced with two more scheduled. The enclosures house the electrical panel, SCADA, and main breakers for the stations ATTACHMENT A
Costa Mesa Sanitary District The Mejorando Group Knowledge Management Report 16 Relationships A. Inside the organization Meets with Scott Carroll, General Manager each week, typically on Thursdays to review status update on maintenance activities. Intermittently will meet with Rob Hamers, District Engineer. B. Outside the organization MME – equipment maintenance, Trey Hall, 916-505-6497 Plumbers Depot, Miguel Martin, 310-259-5542 Jimini – SCADA, pump stations and major maintenance – Tony Gomez 949-770,7654 and 949-343 -6608 National Plant – routine maintenance of sewer system, Dennis Keene, 310-261 -0970 Schuler, pump station heavy construction, Brian Sohl, (951) 738-9215 C&R Drains, provide services after normal business hours, Kim Melrose, 714-641 -1545 Regional Quality Water Board – (951) 782-4130 Orange County Health Department – (714) 433-6419 Cal -EMA – (800) 852-7550 Supervisory Supervises three Maintenance Crew members. While each member has a range of skills, each is assigned a particular specialty – either pump station maintenance of cleaning of sewer lines. The CMMS produces daily work orders for maintenance services which Steve reviews and provides crew members. At end of work day, crew members are to return completed work orders to Steve who, in turn, enters information into CMMS. Steve and crew members are on rotational schedule for emergency call-ins after hours and on weekends. Certified in Confined Space Entry – Life Com Is the safety vendor and for each employee to maintain certification is required to complete 4 hour class each year. ATTACHMENT A
Costa Mesa Sanitary District The Mejorando Group Knowledge Management Report 17 Certified in SCBA (Self-Contained Breathing Apparatus) by Mesa Water District Budgets Prepares, administers and monitors the Division budget. ATTACHMENT A
Costa Mesa Sanitary District The Mejorando Group Knowledge Management Report 18 Position Summary Marc Davis Treasurer Background Reports to Scott Carroll, General Manager and the Board of Directors. Provides treasury services through his firm CBIZ Accounting, Tax & Advisory of Orange County, Inc. and has since 2004. Services are provided through a Professional Services Agreement. Responsibilities Primary responsibilities are: o Manager of treasury-related function including: Preparing monthly report for review by the Board of Directors on status of District investments. Preparing for consideration and adoption by the Board of Directors, an annual investment plan along with reporting any changes to state and federal laws as they pertain to investments. This is generally presented to the Board at their June meeting. Interpreting federal and state laws and regulations. Making investment decisions of District’s idle funds. o During vacancy of Accounting Manager has assumed additional responsibilities including: Regularly reviewing all journal entries to ensure accuracy. Assisting General Manager with preparation of annual budget. Advises the General Manager and the Board on various financial matters such as Cal-PERS valuation notices, unfunded ATTACHMENT A
Costa Mesa Sanitary District The Mejorando Group Knowledge Management Report 19 pension obligation, new GASB pronouncements, availability of funds for appropriation, suggesting funding for non-budget items, etc. o Attends Board of Directors agenda review meeting the first Monday of each month for purposes of discussing items to be placed on the next Board meeting. o Attends Board of Directors monthly meeting and will include the Investment Report in the Board packet. o Advises Board of Directors and Scott Carroll, General Manager, on impacts of changing regulations and accounting standards. o Administers Local Agency Investment Fund (LAIF) in which the Board of Directors has authorized “trades” between the bank and the LAIF. LAIF is an investment pool administered by the State of California in which government agencies can deposit idle funds and have them pooled for investment purposes. The funds on deposit in LAIF have same day or next day availability. Relationships A. Inside the organization Scott Carroll, General Manager Kaitlin Tran, Accounting Specialist Finance Manager (vacant) Other Member of American Institute of Certified Public Accountants (AICPA) Member of California Society of Certified Public Accountants Member of California Society of Municipal Finance Officials Member of Association of Government Accountants ATTACHMENT A
Costa Mesa Sanitary District The Mejorando Group Knowledge Management Report 20 Position Summary Isidro Gallardo Code Enfo rcement Officer (part -time) Background Reports to Scott Carroll, General Manager. Worked for District since 2009. Responsibilities Works approximately 15-20 hours per week. Primary responsibility is responding to complaints about potential violations by customers regarding trash collection service. Two examples are – 1) When a customer may set out on the curb his/her trash container before the earliest time allowed by city ordinance, a neighbor notices and calls District offices to complain; and 2) When a resident leaves out their trash containers on the curb substantially past the time of service. Dyana Wick, Administrative Assistant, will take the incoming call recording all the pertinent information and provide it to Isidro to follow up. Standard procedure once a compliant has been filed: The typical response is to contact the resident in person and explain trash ordinances and provide a flyer stating CMSD trash regulations with more information. This usually helps solve the problem. However, a return trip is usually made within seven days to see if the resident is in compliance. If not, the Notice process formally begins. 1 st Notice (yellow) 2 nd Notice (Red, 7-10days after yellow, if the violation persists) Citation (7-10 days after Red, if violation persists) After a Red Notice has been issued and the violation is corrected, the violator can still receive a citation if he/she violates again within a year. After a year from the date the Red notice was issued, the process begins over. ATTACHMENT A
Costa Mesa Sanitary District The Mejorando Group Knowledge Management Report 21 Ma intains excel spreadsheet on home computer recording violations and their particular status. Generates monthly report for review by the Board’s Operations Committee. Utilizes a Violation Booklet which is stored in his truck: o 1 st Notices (Yellow) & 2 nd Notices (Red) are door hangers that are left at the residence in a highly visible location so the resident will find them. o The actual Citations are included in a booklet. These items remain the car. Additional Citation booklets are stored at District offices. An increase in complaints filed about potential violations typically occurs after District’s quarterly newsletter is mailed to customers. Within the newsletter is information about rules and regulations regarding trash collection service. Must be familiar with appropriate ordinances and regulations, such as the City of Costa Mesa ordinance related to residential trash collection. Must be familiar with maps of areas serviced by the District. Relationships Inside the organization Confers with Dyana Wick, Administrative Assistant about complaints she captures from phone calls received. Confers with Javier Ochiqui, Management Analyst, about a variety of issues. Since Javier normally attends Board meetings, when there is a community event, a new project or program, or a particular situation where I can be a resource, Javier will forward this information to me and will request assistance if its needed. For example, when there was a significant amount of FOG (fats, oil, grease) found in the sewer line on Hamilton Street, Javier asked me to walk the entire block and hand out FOG flyers to residents to inform them of negative consequences when dumping FOG down the drain. Meets with supervisor, Scott Carroll, on a regular basis. ATTACHMENT A
Costa Mesa Sanitary District The Mejorando Group Knowledge Management Report 22 Outside the organization City of Costa Mesa – Willa Bouwens-Killeen: Chief Code Enforcement Officer 714 -754-5153. Any complaints that the city receives that should have gone to CMSD and vice versa. Costa Mesa Police Department, Officer Julian Trevino, 714-943-2077 ATTACHMENT A
Costa Mesa Sanitary District The Mejorando Group Knowledge Management Report 23 Position Summary Teresa Gonzalez Former Accounting Manager Background Reported to Scott Carroll, General Manager. Worked for District since 2008 to November, 2012. Responsibilities Primary responsibilities were: o Managing District finances includin g: Overseeing Accounts Payable, Accounts Receivable and Payroll. The Accounting Specialist, who report(ed) to Teresa handles the daily responsibilities of these functions. The accounts payable process produces an invoice register and check register. The payroll process produces a payroll register. All registers are printed and filed. Preparing and administering the annual budget including producing quarterly reports for review by the General Manager and Board of Directors. Worked with the District Treasurer and Accounting Technician in preparing those reports. The General Manager is authorized to approve budget transfers between accounts up to a designated amount. Budget adjustments for new appropriations and for transfers over a certain dollar limi t required Board approval. Based on approved trash and sewer rates, will generate revenue projections. Works with management staff to ensure unanticipated expenditures throughout the fiscal year (July 1-June 30) are properly handled as budget adjustments. The General Manager is authorized to approve budget transfers. The annual financial audit. The audit firm for the fiscal year ended June 30, 2012 was White, Nelson, Diehl Evans LLP, Nitin Patel, CPA was the audit partner . Audit process typically begins ATTACHMENT A
Costa Mesa Sanitary District The Mejorando Group Knowledge Management Report 24 in late September and is finished by early November. Current firm is in second of three year contract. Contract includes renewal options for two additional years. At June 30, 2012 the audit contract was in its final third year, the contract included a renewable option for two additional years, which I am unaware if the District plans to renew for June 30, 2013. First week of October each year, the District produces an annual report to the State of California Controllers Office. The State Controllers Report is legally required to be filed 90 days after the end of the fiscal year. The agency’s annual financial transactions are required to be reported. On an annual basis the State Controller’s staff mails a program disc to be installed and used for preparation of report. Provides annual audited statement to Orange County Finance Department . A copy of the June 30, 2011 audited financial statements was sent to the County in January 2012. Served as District contact person for Springbrook software vendor. Springbrook provides the financial information system the District uses, along with support services. The contract is renewed annually in July with the payment of maintenance fees invoice. o Attends Board of Directors meetings. Relationships Inside the organization Scott Carroll, General Manager, on a variety of administrative matters. Mark Davis, Treasurer on a range of financial topics. Outside the organization Orange County Finance Department. ATTACHMENT A
Costa Mesa Sanitary District The Mejorando Group Knowledge Management Report 25 Orange County Sanitation District Peers from other agencies including Midway Sanitation District, Mesa Consolidated Water District and the City of Costa Mesa on a variety of financial matters. Supervisory Supervises the Accounting Specialist II position. Other CAFR (Comprehensive Annual Finance Report) – The District received the CAFR award from the CSMFO for the year ended June 30, 2010 and from the GFOA for the year ended June 30, 2011. The District a Certificate of Achievement for Excellence in Financial Reporting for the CAFR from the Government Finance Officers Association (GFOA) of the United States and Canada for the FY 2012. Member of California Society of Municipal Finance Officers (CSMFO), Orange County chapter. ATTACHMENT A
Costa Mesa Sanitary District The Mejorando Group Knowledge Management Report 26 Position Summary Rob Hamers District Engineer Background Reports to Scott Carroll, General Manager. Provides engineering services through his firm Robin B. Hamers and Associates, Inc. and has since 1981. Services are provided through a Professional Services Agreement. Responsibilities Primary responsibilities are: o Capital Improvement Projects for District facilities. Prepares engineering design plans, bid specifications, and engineer’s estimates for capital improvement projects. Also, administers the construction contracts and inspects the work. CIP projects are usually approved for a one or two year budget cycle. o Reviews plans for all new development within District service boundaries. District Engineer reviews on-site and off-site sewer construction plans for developments inside the District, which include developments in the City of Costa Mesa and portions of Newport Beach and unincorporated Orange County. The District Engineer’s office also provides inspection of this construction. o Member of internal “Hot Spot” team assembled to reduce the number of “hot spots” or sewer lines needing frequent maintenance within the sewer system. The list when first developed had 95 locations and has since been reduced to approximately 45. Once location has been identified, a corrective action plan is prepared and may include structural repairs designed by the District Engineer. o Managing Inflow and Infiltration (I&I) Program. The District Engineer determines whether inflow and/or infiltration is significant and impacts the sewer system through the use of CCTV data and observances ATTACHMENT A
Costa Mesa Sanitary District The Mejorando Group Knowledge Management Report 27 during large rain storms. The District Engineer designs repairs to prevent infiltration and the District Engineer’s inspector plugs and seals manhole covers to prevent inflow. o Attends agenda review meetings the first Monday of each month and as requested by the General Manager prepares staff reports for the Engineer’s Reports on the board meeting agenda along with preparing monthly updates on the capital improvement projects. o Attends Board of Directors monthly meetings. The District Engineer provides reports at the Board meetings if requested by the General Manager or the Board of Directors. o The District Engineer responds to sewer emergencies by providing engineering advice and design on how to handle the emergency condition. The District Engineer is one of the legally responsible officials of the District and prepares and submits reports for sanitary sewer overflows (SSOs) on the CIWQS website. o The District Engineer insures sewer information shown on the GIS sewer atlas is up to date and accurate. o The District Engineer prepares Capital Improvement Project budgets, construction budgets, and arranges for sewer repairs and other work when requested by the General Manager. o Administrative functions as specified on page one of the Professiona l Services Agreement. Resource materials District’s Capital Improvement Plan (CIP) District’s Standard Plans and Specifications for the Construction of Sanitary Sewers Greenbook (Standard Specifications for Public Works Construction) Chapter 7 of California Plumbing Code as it pertains to on-site sewer lateral construction District’s Operations Code ATTACHMENT A
Costa Mesa Sanitary District The Mejorando Group Knowledge Management Report 28 District’s Sewer Lateral Assistance Program (SLAP) forms and documents District’s Sewer Master Plan District’s hydraulic model of the sewer system District’s Sewer System Management Plan (SSMP) State of California Waste Discharge Requirements (WDR) and Monitoring and Reporting Program (MRP) Relationships Inside the organization Scott Carroll, General Manager Permit Technician on plan review Steve Cano, Sewer Maintenance Supervisor Sewer Field Crew Outside the organization The District Engineer utilizes the District’s emergency response list of pipeline and pumping station construction contractors, suppliers, and emergency response companies as needed when handling emergencies. ATTACHMENT A
Costa Mesa Sanitary District The Mejorando Group Knowledge Management Report 29 Position Summary Tim Henson Sewer Maintenance Worker III Background Reports to Steve Cano, Sewer Maintenance Supervisor. Worked for District since 2008. Responsibilities Working almost exclusively by himself, his primary responsibility is maintenance of pump stations. This requires daily service. Approximately 75% of the work time devoted to pump station maintenance, is focused on preventive maintenance which includes but is not limited to: o Checking valves o Transinducers o Force main o By -pass connections o Emergency equipment (is tested at least monthly to ensure operability) o Pump station maintenance includes recording run times and logging in station log book. A majority of pump station maintenance is focused on Irvine Boulevard, where four pump stations are located. A regular condition assessment is conducted and any graffiti removed. The largest pump station regarding capacity is the Eldon pump station. Steve and I go by the SCADA readings to determine which station needs to be looked at. Most stations are looked at daily. There are 20 pumping stations. After each pump station is serviced, maintenance records (which are located in the truck Tim drives) are updated. I provide monthly reports to Steve and Scott of all activities performed at pumping stations by the crew or me. Steve forwards this information to Ramon at EEC. Strong emphasis in maintenance on record-keeping and use of job aids. For instance, located inside District trucks are file folders that include documents ATTACHMENT A
Costa Mesa Sanitary District The Mejorando Group Knowledge Management Report 30 which list current maintenance and performance of each pump station and outline specific steps to take when emergencies arise. Possesses Grade 1 certification from California Water Environmental Association. Requirements to maintain Grade 1 certification is to complete at least 12 hours of training every year. CWEA provides training as well as target solutions. Scheduled to take exam for Grade 2 certification on March 28 th . Relationships A. Inside the organization Meets with supervisor, Steve Cano, on a regular basis. Other Tim, Supervisor Steve Cano and crew members are on rotational schedule for emergency call-ins after hours and on weekends. Certified in Confined Space Entry – Lift Comm is the safety vendor and for each employee to maintain certification is required to complete 4 hour class each year. Certified in SCBA (Self-Contained in Breathing Apparatus) by Mesa Water and LifeCom on an annual basis ATTACHMENT A
Costa Mesa Sanitary District The Mejorando Group Knowledge Management Report 31 Position Summary Noelani Middenway Executive A ssistant/Deputy District Clerk Background Reports to Scott Carroll, General Manager. Worked for District since mid-2012. Responsibilities Primary responsibilities are: o Providing administrative support to the Board of Directors. For instance: Confers with Scott Carroll, General Manager, Anna Sanchez, Administrative Services Manager, Rob Hamers, District Engineer and Marc Davis, Treasurer to prepare Board meeting agendas and accompanying materials (i.e. staff reports). Materials are transferred from Word documents to pdf format to Laserfiche ultimately being posted on the District website for access. Board members receive their meeting packets via email notification to access the packet on the District website and utilize an iPad during meetings. The third Tuesday of each month is the meeting of the Operations Committee, a sub-committee of the Board and Noelani works with Javier Ochiqui, Management Analyst in preparation of meeting materials. Noelani does attend these meetings and transcribes the meeting minutes to be adopted by the Board at the following month’s regular Board meeting. An audio recording of this meeting is made and placed on the District website for public access and is also permanently stored on the District network drive in the Clerk Functions folder – Audio/Video Files The fourth Thursday of each month is the meeting of the entire Board of Directors. Noelani does attend these meetings and ATTACHMENT A
Costa Mesa Sanitary District The Mejorando Group Knowledge Management Report 32 transcribes the meeting minutes to be adopted by the Board at the following month’s regul ar Board meeting. These meetings are video recorded, burned to a DVD, and provided to the City of Costa Mesa to upload to their Granicus system to be added to the District website. o Every two, (on even numbers), coordinates with the Orange County Registrar of Voters (OCROV) to conduct the election of Board members. Obtains the Election Handbook from the OCROV, prepares a candidate handbook, and provides nomination paper to candidate to obtain no less than twenty (20) signatures from qualified, registered voters of the City. Provides a statement of economic interest Form 700 to be filed by the candidate. o Records Retention. Noelani maintains the schedule for Records Retention and ensures District compliance. Located on the second floor of the District office building is a cabinet that includes all archived records. The engineering plans are located on the first floor of the District office in both the permit room and in the eazi-files in the hallway against the outside of the permit room walls. The contracts/agreement files and sewer/solid waste subject files are located in the Deputy District Clerk’s office. The warrant resolutions, resolutions, ordinances, FPPC filings, and minutes are located in the document storage room on the second floor of the District office. Please note that all of said documents have been digitally imaged and are archived in Laserfiche. Maintains contracts, agreements, and deeds both in hard copy and digitally. Board approved agreements/contracts are scanned into Laserfiche to fulfill its retention requirement. o Serve as point person for special project working with EEC, the contractor for GIS services, in digitizing District sewer maps. May request assistance from the District Engineer on an as-needed basis. o Prepares and administers department budget. o Ensures the annual April 1 st deadline is met with respect to filing with the Orange County Board of Supervisors, Conflict of Interest forms for the Board of Directors and District staff. The following individuals are required to file a Conflict of Interest Form 700 annually: Board of Directors (all five members), General Manager, Administrative Service Manager, District Clerk, Deputy District ATTACHMENT A
Costa Mesa Sanitary District The Mejorando Group Knowledge Management Report 33 Clerk, District Engineer, Treasurer, Finance Manager, Management Analyst, District Counsel Relationships B. Inside the organization Scott Carroll, General Manager, on a variety of administrative matters. Anna Sanchez, Administrative Services Manager primarily about contracts and insurance materials. Javier Ochiqui, Management Analyst, on website updates and materials for Operations Committee meetings. Dyana Wick, Administrative Assistant, on a range of administrative matters. C. Outside the organization ECS is the vendor providing Laserfiche services. Andrew Albers is our ECS contact and can be reached at Andrew@ecsimaging.com – (951) 202-2184. ECS requires an annual renewal of the Laserfiche licenses held by the District. Iron Mountain is the vendor which handles off-site storage of records. Nancy Kohl is the District’s customer service associate and can be reached at nancy.kohl@ironmountain.com - (855) 231-8640 ext. 7166. Our Iron Mountain Customer ID number is 965LA and should be referenced whenever sending records to or requesting records from Iron Mountain. Other Member of California City Clerks and International Institute of Municipal Clerks. ATTACHMENT A
Costa Mesa Sanitary District The Mejorando Group Knowledge Management Report 34 Position Summary Javier Ochiqui Management Analyst Background Reports to Scott Carroll, General Manager. Worked for District since mid-2012. Responsibilities Primary responsibilities are: o Manager of the following programs: Christmas Tree Recycling Door-to -Door Household Hazardous Waste (HHW) Green Waste Recycling Large Item Collection Program Residential Fats, Oils and Grease (FOG) Oversees expansions to services including Medication Disposal and Sharps Disposal Produces “Costa Mesa’s Green Guide for Green Living” as needed. This guide is posted on our website for District customers to view. Copies are given upon request Home Trash Audit Program Composting and Vermicomposting workshops Telephone book recycling Program) o Management of the aforementioned programs includes: Preparing and administering the solid waste budget Selecting contractor and administering contract. A spreadsheet of all contractors is maintained. Ensures that all the programs are managed correctly and partner with vendors/contractors to ensure their compliance and assist with resolving any obstacles. Oversee the following contracts: o Solid Waste (trash and transfer contract) ATTACHMENT A
Costa Mesa Sanitary District The Mejorando Group Knowledge Management Report 35 o Kaplan Consulting (composting workshops) o ENRECOS (vermicomposting workshops) o Eco Partners (Newsletter) o ECO Challenge (student education) o Household Hazardous Waste (HHW) for Seniors, disabled and immobile residents o Sharps Waste o Website Maintenance o Inside The Outdoors (waste free lunches) o Works with Elizabeth Roe, consultant, in preparing the quarterly newsletter. Content for newsletter is obtained from other District staff as well as researching certain topics. o Update website on as need basis. Website updates are made on a daily and weekly basis, and are made via a template available for use that is accessed by a user name and password. Information is obtained from District managers, usually on a monthly basis, as well as gathering information. o Provides administrative support to the Board’s Operations Committee, which meets the third Thursday of the month. Confers with Scott Carroll, General Manager, regarding items and reports to include in meeting packet of Operations Committee. Will review the monthly report provided by the District’s contracted waste hauler, CR&R, regarding tonnage collected and merges this with information that is provided in the packet for the Operations Committee to review at their meeting. Confers with Rob Hamers, District Engineer, on updates to capital and other projects he oversees, for inclusion in an update report to the Operations Committee. Deadline for completion of packet materials is second Wednesday of the month. Works with Noelani Middenway, Deputy Clerk, in finalizing materials for the packet. Waste Diversion Report is generated from using CR&R’s monthly tonnage data. Scavenging Report is produced by using data gathered from the Costa Mesa Police Department. o Administers grant funded by Orange County Waste and Recycling that finances community outreach, composting workshops, vermicomposting bins, giveaways such as flash drives, clips, reusable bags, rulers, pens, pencils, etc. o Prepares annual 303B report about amounts/levels of household hazardous waste collected and provides to Orange County Waste and Recycling. ATTACHMENT A
Costa Mesa Sanitary District The Mejorando Group Knowledge Management Report 36 o Attends monthly meetings of the Board of Directors. o Schedules composting workshops including the scheduling of the location, typically in a park within the City of Costa Mesa. o Confers with Anna Sanchez, Administrative Services Manager, and may receive assignments from her. Relationships D. Inside the organization Scott Carroll, General Manager, on a variety of District matters. Anna Sanchez, Administrative Services Director, on a range of administrative matters. Noelani Middenway, Executive Assistant/Deputy Clerk, in preparing agenda and accompanying materials for the Operations Committee monthly meetings. E. Outside the organization Please list names of the contact persons for each contract you administer including their email address and/or phone number. 1. Solid Waste (trash and transfer contract) – Lawrence Jones, 714-372-8261, LawrenceJ@crrmail.com 2. Kaplan Consulting (composting workshops) – Francene Kaplan, 714-848-5160, francenekaplan@yahoo.com 3. ENRECOS (vermicomposting workshops) – Alan Piercy, 714-647-1275, apiercy@enrecos.com 4. Eco Partners (Newsletter) – Elizabeth Roe, 317-450-3346, eroe@trashtalk.com 5. ECO Challenge (Student education) – Tony Solorzano, 714-913-5013, TSolorzano@discoverycube.org ATTACHMENT A
Costa Mesa Sanitary District The Mejorando Group Knowledge Management Report 37 6. Household Hazardous Waste (HHW) for Seniors, disabled and immobile residents – Lawrence Jones, 714-372-8261, LawrenceJ@crrmail.com 7. Sharps/Medical Waste - Garrett Finck, 586-574 -2760 x219, gfinck@wm.com 8. Website Maintenance - Theresa Kasprzyk, 714-721 -4535, trk7777@gmail.com 9. Inside The Outdoors (waste free lunches) - Lori Kiesser, 714-708-3889, LKiesser@ocde.us Orange County Waste and Recycling, Christine Knapp, 714-834-4165, Christine.Knapp@ocwr.ocgov.com City of Costa Mesa Parks Department. Reserve parks for composting workshops. Contact person is Alma Reyes, 714-754-5024, areyes@ci.costa-mesa.ca.us . CMSD has to pay $60 per quarter (one reservation per month) to reserve the parks. Any additional reservation is $60.00 per reservation. For example, if we wanted to have two workshops per month per quarter, we will need to pay $240 per quarter. Supervisory Supervises the Management Intern and the Management Assistant positions. Other Member of Municipal Management Assistants of Southern California (MMASC) Member of Solid Waste Association of North America (SWANA) ATTACHMENT A
Costa Mesa Sanitary District The Mejorando Group Knowledge Management Report 38 Position Summary Joel Ortiz Sewer Maintenance Worker III Background Reports to Steve Cano, Sewer Maintenance Supervisor. Worked for District since 2008. Responsibilities Primary responsibility is routine cleaning of sewer lines using sewer/jet vacuum truck. Certain geographical service areas are referred to as “hot spots” because of frequent maintenance o r systemic issues. These hot spots are factored in the daily work orders provided to Joel by Supervisor, Steve Cano. At end of each work day, work orders are returned to Steve as complete. Orders are entered by Steve Cano, Supervisor. Conducts traffic control as job site requires. If needed, will speak with residents about their desire to have lines cleared by plumbers. As needed, will assist Tim Henson with pump station maintenance. Will use variety of hand tools in completing job tasks. Must have basic knowledge of map reading, and how lift stations and pumps function. Strong emphasis in maintenance on record-keeping and use of job aids. For instance, located inside District trucks are file folders that include documents which list current maintenance and performance of each pump station and outline specific steps to take when emergencies arise. Possesses Grade 1 certification from California Water Environmental Association. Requirements to maintain Grade 1 certification is to complete at least 20 hours of training every year. General training is safety practices and ATTACHMENT A
Costa Mesa Sanitary District The Mejorando Group Knowledge Management Report 39 new technology; CWEA offers the training. Scheduled to take exam for Grade 2 certification on March 28 th . Relationships A. Inside the organization Meets with supervisor, Steve Cano, on a regular basis. Other Joel, Supervisor Steve Cano and crew members are on rotational schedule for emergency call-ins after hours and on weekends. Certified in Confined Space Entry – Lift Comm Is the safety vendor and for each employee to maintain certification is required to complete 4 hour class each year. Certified in SCBA (Self-Contained Breathing Apparatus). Attend annual training presented by LifeCom to maintain certification. ATTACHMENT A
Costa Mesa Sanitary District The Mejorando Group Knowledge Management Report 40 Position Summary Anna Sanchez Administrative M anager Background Reports to Scott Carroll, General Manager. Worked for District since January 2012. Responsibilities Primary responsibilities are: o Manager of all human resource functions including human resource management, recruitment, selection, performance management, discipline, benefits administration, workers’ compensation, compliance with federal and state regulations and laws Oversees during absence of Accounting Manager, the payroll process handled by Kaitlin Tran, Accounting Specialist II. This involves reviewing bi-weekly payroll report prior to it being finalized. Confers with Laura Kalty, partner at Liebert, Cassidy and Whitmore (LCW) for legal counsel about human resource matters. She can be reached at the Los Angeles Office at 310-981 -2092 or her assistant Terry Portillo. The District also belongs to the LCW Orange County Consortium, in which the District pays an annual membership and legal advisement on general personnel matters are billed at a discounted rate. Additionally, the Consortium allows the District to participate in personnel seminars/trainings conducted by LCW in the area. Oversees health insurance and employee pension program administered by Cal-PERS. This entails facilitating open enrollment periods for the various health benefits offered by the District, administering major health enrollment through CalPERS and ancillary health benefit coverage through SDRMA or Aflac. Additionally, responsible for ensuring CalPERS contract ATTACHMENT A
Costa Mesa Sanitary District The Mejorando Group Knowledge Management Report 41 compliance with all three retirement tiers and health and ensuring correct premium deductions are made for each benefit elected by the employee. o Manager of all risk management activities including: District is a member of Special District Risk Management Association (i.e. risk pool) for the purchase of property and casualty insurance coverage. The District is a member of their online board where all of the District’s insurance material is available. SDRMA contact information can found on their website: www .sdrma.org . Annually, the District must complete a renewal questionnaire to update the next year’s insurance coverage. SDRMA provides quarterly training on-line, through TargetSolutions, for District employees to participate in, which awards points towa rd lowering the District’s insurance premiums. Types of training provided include AB1234, Sexual Harassment for Supervisors, Ethics in the workplace, Confined Space training, HAZWOPER courses, Lockout/Tagout procedures, District policies, District employee handbook, etc. The TargetSolutions program tracks all of the clients’ training sessions, reminds clients when their training has been assigned and when it is due. TargetSolutions is also used to report on trainings administered by the District. Mesa Water is a partner in providing training for employees on such topics as respirator fit testing, confined space entry onsite training, EOC table top exercises, etc. Handles all insurance claims initially prior to contacting SDRMA. Serves as Emergency Operations Center (EOC) Coordinator during any natural disasters. Interacts with the Water Emergency Response Organization of Orange County (WEROC). WEROC keeps track of and disseminates county resources available in the event of a disaster and mutual aid is being requested. o Administers and oversees building and facility maintenance through the Maintenance Assistant. Building and facilities maintenance includes landscape maintenance, electrical services, HVAC services, backup generator services, pest control, and annual fire suppression ATTACHMENT A
Costa Mesa Sanitary District The Mejorando Group Knowledge Management Report 42 equipment maintenance. All of these services are conducted using outside contractors managed by the Maintenance Assistant. Monthly safety inspections to meet legal compliance and preventative maintenance services such as janitorial services are performed by the Maintenance Assistant. o Administers contract with TRC technology consultants for technology support for the District. TRC comes onsite to provide desktop services and server services every other week. They are also able to provide troubleshooting and diagnostic offsite and have provided consulting services for all of the District’s technology needs with the exception of the SCADA system. The contact is Matthew Brawley and he can usually be reached by cell phone or email: 323-353-6863 or matt@daedalustech.com o Attends Board of Directors monthly meeting. Routine items would include annual disclosure of brokerage fees and commissions paid to the District’s health insurance carriers, cafeteria plan renewals/updates, and requests for refunds and/or claims against the District. o Supervises Dyana Wick, Administrative Assistant, Jaesen Alfassa, Maintenance Assistant, and Permit Technician position which is currently vacant. Relationships F. Inside the organization Scott Carroll, General Manager, on a variety of District matters. Kaitlin Tran, Accounting Specialist II on payroll matters. Jaesen Alfassa, Maintenance Assistant on building and grounds maintenance. Dyana Wick, Administrative Assistant on front office and administrative matters, Resource materials Human Resources o District Employee Handbook o LCW material provided at periodic trainings. ATTACHMENT A
Costa Mesa Sanitary District The Mejorando Group Knowledge Management Report 43 Risk Management o Safety Manual o Emergency Operations Plan o SDRMA Claims Manual o Emergency Response Plan for Sewer Pump Stations General o Laser -fiche for historical documents Supervisory Supervises the following positions: o Administrative Assistant o Permit Technician o Maintenance Assistant Other Member of International City/County Management Association (ICMA) Member of California Special District Association (CSDA) Member of Public Agency Risk Managers Association (PARMA) Member of the Special Districts Risk Management Authority (SDRMA) Member of Water Emergency Response Organization of Orange County (WEROC) ATTACHMENT A
Costa Mesa Sanitary District The Mejorando Group Knowledge Management Report 44 Position Summa ry Kaitlin Tran Accounting Specialist II Background Reports to Finance Manager Worked for District since 2008. Responsibilities Primary responsibilities are: o Accounts Payable, Cash Receipts and Payroll, Bank Reconciliation, Purchase Order, and Empl oyer’s Quarterly Federal Tax Return. The Accounting Manager reviews my reports (at the moment the position is vacant, the Treasurer reviews my work.) Confers with Anna Sanchez, Administrative Services Manager, regarding payroll process. Anna (HR department) enters new employees into system. Employees approve their timesheet from ADP then Anna prints out timesheet for me to process in Springbrook (software we use). Produces bi-weekly payroll report to Cal-PERS. This is also part of Payroll report. Prepares and distributes annual W-2 forms to employees and former employees, along with 1099 to vendors. Processes invoices and prepares check to pay vendors (AP). Prepares Purchase Orders in Springbrook. o Coordinates with Noelani Middenway, Executive Assistant/Deputy Clerk, to include monthly financial reports in the packets for meetings of the Board of Directors. Obtain Checks for Approval Report from Springbrook then prepare Warrant Resolution. I update financial information on CIP reports after I receive it from Rob Hamers, District ATTACHMENT A
Costa Mesa Sanitary District The Mejorando Group Knowledge Management Report 45 Engineer. I review CRT transfer Invoices (monthly waste tonnage report from CRT) to ensure the amount charged is correct then send to Noelani. o Some examples of month and year end journal entries include: to reverse employee and board payroll payable year end June 30 th , to adjust compensated absences payable at year end June 30 th , to record fiscal year Fair Market Value on Bank of New York and Local Agency Investment Fund. o Handles monthly payment from Orange County (OC). OC makes a monthly direct deposit into CMSD’s account at Bank of America that reflects the amount collected for trash and sewer. This deposit is recorded in Springbrook using Cash Receipts moduel. o Reconciles tonnage use from landfill report provided by CR&R which captures refuse amount for District customers. An invoice accompanies this report that is processed and paid. A monthly report is prepared and provided to Noelani who includes it in the meeting packet for the Board of Directors. I review daily tonnage reports and invoices submitted by CRT. o Javier Ochiqui, CMSD Management Analyst generates the CM Disposal report (this is a monthly report also included in the Board Packet) and I use this report to pay CM Disposal. This payment is issued on the 1 st of every month. o Works with Mark Davis, Treasurer, on budgetary matters. At the time this inaugural Position Summary was prepared in March 2013, the Accounting Manager position was vacant. The Accounting Manager is the direct supervisor of the Accounting Technician II and also handles the District budget. Relationships G. Inside the organization Finance Manager (vacant), on a variety of financial matters. Anna Sanchez, Administrative Services Manager primarily about payroll-related issues. ATTACHMENT A
Costa Mesa Sanitary District The Mejorando Group Knowledge Management Report 46 Marc Davis, Treasurer on a range of financial topics. Other Member of California Society of Municipal Finance Officers (CSMFO). Member of Springbrook Users Group. Springbrook provides the information technology system used for financial services by the District. ATTACHMENT A
Costa Mesa Sanitary District The Mejorando Group Knowledge Management Report 47 Position Summary Dyana Wick Administrative Assistant Background Reports to Anna Sanchez, Administrative Services Manager. Worked for District since March, 2012. Responsibilities Primary responsibilities are: o Coordinating with Steve Cano, Maintenance Supervisor the SLAP (Sewer Lateral Assistance Program) for homeowners. Dyana receives phone calls from homeowners interested in participating in the program, answers their questions (confers with Steve if necessary), and prepare file for review by Steve Cano. Also, receive after videos and copies of paid receipts for Steve to review. After Kaitlin finalizes reimbursement amount, call homeowner to inform them of date of reimbursement and let them know they can pick up their videos. Maintain SLAP files. Update and maintain spreadsheet for SLAP. SLAP Survey card from residents upon completion – track and report results to General Manager. Plan and advertise SLAP seminar. o Recording information from callers about potential violations of trash collection ordinance and sharing with Isidro Gallardo, Code Enforcement Officer, for appropriate follow-up and take calls for sewer complaints (overflows, odor, etc.) and forward to Steve, Sewer Maintenance Supervisor. Update log with resolutions. o Maintains: Li st of contacts for District use within Microsoft Outlook on her computer. List of vendors ATTACHMENT A
Costa Mesa Sanitary District The Mejorando Group Knowledge Management Report 48 Insurance coverage documents of vendors. Certain vendors conducting business with the District must maintain particular levels of insurance coverage. Contractors state licenses and city business license with expiration dates Employee Personnel Files – stores in Anna’s office Forms used for human resource purposes. Leave/Paid-Time-Off balances for each employee. o Assists with scheduling interviews of job applicants, as well as interview panels. Advertises job postings. o Responsible for making purchases for office supplies and maintenance items. o Works with Anna Sanchez, Administrative Services Manager, in preparing pre-qualification of contractors for capital construction projects under $125,000 and Maintenance Projects under $125,000. I am responsible for advertising and making packets available quarterly. Once packets come in, I prepare spreadsheet and plan meeting for scoring and qualifying contractors. I then prepare letters notifying contractors of qualification status. I prepare a list of current prequalified contractors for our website. o Responsible for meeting set-up for all Board meetings and staff meetings. o Gov Delivery – send email announcements informing public, who have signed up to be on email list, of any meetings, agenda postings, press releases and other announcements. Relationships Inside the organization ATTACHMENT A
Costa Mesa Sanitary District The Mejorando Group Knowledge Management Report 49 Anna Sanchez, Administrative Services Manager on a variety of human resource and purchasing matters. Steve Cano, Sewer Maintenance Supervisor on SLAP. Isidro Gallardo, Code Enforcement Officer about potential violations of trash collection ordinance. Scott Carroll, General Manager, on a variety of administrative matters. Outside the organization My contact at CR &R is Patricia Caceres pcaceres@crrmail.com , (714) 826-9049 x2456 I contact her regarding any trash complaints or problems. She then follows up directly with customer. ATTACHMENT A
Costa Mesa Sanitary District The Mejorando Group Knowledge Management Report 50 A A A D D D D D D I I I T T T I I I O O O N N N A A A L L L K K K N N N O O O W W W L L L E E E D D D G G G E E E M M M A A A N N N A A A G G G E E E M M M E E E N N N T T T T T T R R R A A A N N N S S S F F F E E E R R R S S S T T T R R R A A A T T T E E E G G G I I I E E E S S S &&& T T T E E E C C C H H H N N N I I I Q Q Q U U U E E E S S S Beyond the Position Summaries, there are additional strategies and techniques available for the District to continue their effort to transfer key knowledge. Relying on an overall strategy and accompanying tactics will enable the District t o systematically and efficiently capture and transfer knowledge. As a reminder, the term “Knowledge Management” (KM) represents a broad concept, and is thought of as a system for finding, understanding, and using knowledge to achieve organizational objectives. It is more than simply moving or transferring files and data from one employee (or department) to another. The goal of knowledge management is not to manage all knowledge, but to manage the knowledge that is most important to the District. It involves getting the right information to the right people at the right time, and helping people create and share knowledge and act in ways that will measurably improve individual and organizational performance. Explicit knowledge can be preserved and transferred to other employees through the creation of procedural guides, desk manuals, or libraries of related documents. Some agencies have also developed transition planning forms that retiring employees complete before they leave. Such forms identify key documents and where they are located (e.g., shared computer drive), important dates during the year given the specific duties of the position, key players inside and outside the organization, needed skills and appropriate skills training, and professional support organizations. It is more difficult to capture tacit knowledge. Approaches such as wikis, knowledge blogs, or other online archives of knowledge attempt to capture information, best practices, and stories (which are often the best way to learn). To further extract tacit knowledge, some agencies conduct in-depth and probing interviews of retiring interviews and post the videos of the interviews on their intranets. Identifying communities of knowledge across the organization or developing an “expert yellow pages” can assist newly promoted employees. Organizations can also bring back retired professionals to assist their replacements. Moving forward with KM it is important to realize that KM does not stop. Capturing, retaining and transferring knowledge is a cycle. To enable the KM process, the District should adopt the following approach : 1. Identify an organization-wide KM champion. Not an individual but a group of champions to serve as a Task Force . This group should not have the conventional trappings of titles (i.e. Chairperson, Vice-Chairperson, etc.), the recording of ATTACHMENT A
Costa Mesa Sanitary District The Mejorando Group Knowledge Management Report 51 minutes, a budget, and regularly scheduled meetings – all of those traditional practices that can unwittingly undermine a group’s effectiveness. Instead, this Task Force of like-minded, highly energized employees should be convened and will have as a role to provide coordination and direction over the implementation of the various Knowledge Transfer techniques. This group should report to the General Manager , select their own (aggressive) deadlines, meet as necessary and overall, provide the visibility and advocacy crucial for the KM techniques to be successfully executed. The Task Force should be comprised of both management and front-line employees. 2. Once the Task Force has been established members should convene with the purpose of discussing at length and in-depth the recommendations about KM techniques provided in this report. Their intent should be not to start all over with KM, but determine how best to schedule the sequencing of the various KM techniques. Again, a word of caution about when groups assemble for the purpose of implementing a planned change initiative is they sometimes believe they have the opportunity to remove recommendations/solutions they believe will not work. The Mejorando Group was engaged to provide expertise about the current situation with the District as it relates to knowledge transfer and provide solutions that will positively impact the situation. Of course, the Task Force can make appropriate customizations but should be advised not to “cherry pick” the solutions based on their own comfort level. Included are a number of specific KM techniques the Task Force should strongly consider: ATTACHMENT A
Costa Mesa Sanitary District The Mejorando Group Knowledge Management Report 52 1. Expert Interviews. This technique was utilized for the initial step in th is Program . 2. Retire to Rehire : The easiest knowledge recovery tactic to employ when expertise walks out the door is hiring recent retirees back as contractors or consultants. Retirees not only have the skills needed but they also know the culture and organizational history, and have the extensive social networks necessary to get the work done, even when they are different from those they left. Bringing back retirees is most likely going to be a widely used short -term tactic for knowledge recovery in the years ahead. Using retirees as contractors, however, is a double-edged sword. It helps retain access to irreplaceable expertise, but it can also create a false sense of security that the organization still controls specific knowledge. In addition, it can communicate a negative message to those employees aspiring towards a promotion that opportunities are limited, or severely, restricted. One of the most significant factors which must be evaluated in order to determine the applicability of the Retire to Rehire approach is the maximum annual work hour requirements imposed by retirement systems (i.e. after an employee retires there can be a maximum number of hours he/she can work per year and still receive his/her pension). 3. Job Aids : These are tools that help people perform tasks accurately. They include things such as checklists, flow diagrams, reference tables, decision tree diagrams, etc. that provide specific, concrete information to the user and serve as a quick reference guide to performing a task. Job aids are not the actual tools used to perform tasks, such as computers, measuring tools, or telephones. Definition A job aid can take many forms, but basically it is a document that has information or instruction on how to perform a task. It guides the user to do the task correctly and is used while performing the task, when the person needs to know the procedure. Types of job aids include: Step-by -step narratives or worksheets sequencing a process. Checklists, which might show items to be considered when planning or evaluating. Flow charts, leading the user through a process and assisting the user to make decisions and complete tasks based on a set of conditions. ATTACHMENT A
Costa Mesa Sanitary District The Mejorando Group Knowledge Management Report 53 Benefits Job aids are usually inexpensive to create and easy to revise. Using job aids can eliminate the need for employees to memorize tedious or complex processes and procedures. When a job aid is easy to access, it can help increase productivity and reduce error rates. Obstacles Job aids need to be written clearly and concisely, with nothing left to interpretation. They also need to be updated and kept current. Finding the time to create job aids can be a challenge; however, creation of good job aids produces benefits over the long term. How to Use Consult with knowledgeable users to identify what job aids to develop. Create job aids that include only the steps or information required by the user. Keep the information and language simple, using short words and sentences. Don't include background information or other information extraneous to actual performance of the task; put that in another location. Use graphics or drawings, when appropriate, to more clearly demonstrate detail. Use bold or italicized text to highlight important points. Use colors to code different procedures or parts of a process. Make sure the job aid can be easily accessed and is sturdy. A laminated wall chart hung near where a task is performed can be consulted more quickly than a piece of paper stored in a file. When to U se Job aids are most appropriate for tasks that an employee does not perform frequently, or for complex tasks. Tasks with many steps that are difficult to remember, or tasks that, if not performed correctly cause high costs, can benefit from having readily accessible job aids. Also, if a task changes frequently, a job aid would save time and reduce the chance for errors. At a minimum, each employee should include copies of sample reports he/she produces, budget information, organization chart, phone list, file names of critical computer files, and their respective Position Summary and store these in a three-ring binder and label it Transition Job Aid. As a result, the successor can access key information in one location, simply and easily. ATTACHMENT A
Costa Mesa Sanitary District The Mejorando Group Knowledge Management Report 54 4. Apprenticeships, Internships, and Traineeships : Establishing these types of programs with colleges and universities can serve to strengthen the pipeline of talent to replace existing staff, when the situation occurs, as well as simultaneously transfer knowledge about the Costa Mesa Sanitary District way of doing business. Apprenticeships, traineeships, and internships are valuable when it takes a long period of time to learn the specific skills needed for a particular job. They are typically used at an entry level into a profession. 5. Communities of Practice: A Community of Practice (COP) is a group of individuals sharing a common working practice over a period of time, though not a part of a formally constituted work team. They generally cut across traditional organizational boundaries and enable individuals to acquire new knowledge faster. COPs can be more or less structured depending on the needs of the membership. Benefits Communities of practice provide a mechanism for sharing knowledge throughout one organization or across several organizations. They lead to an improved network of organizational contacts, supply opportunities for peer-group recognition, and support continuous learning, all of which reinforce knowledge transfer and contribute to better results. They are valuable for sharing tacit (implicit) knowledge. Obstacles To be successful, COPs require support from the organization. However, if management closely controls their agendas and methods of operation, they are seldom successful. Applicability Communities of practice can be used virtually anywhere within an organization: within one organizational unit or across organizational boundaries, with a small or large group of people, in one geographical location or multiple locations, etc. They can also be used to bring together people from multiple agencies, organized around a profession, shared roles, or common issues. They create value when there is tacit information that, if shared, leads to better results for individuals and the organization. They are also valuable in situations where knowledge is being constantly gained and where sharing this knowledge is beneficial to the accomplishment of the organization's goals. ATTACHMENT A
Costa Mesa Sanitary District The Mejorando Group Knowledge Management Report 55 In particular COPs can be quite useful in those departments where many share the same occupation. Those in similar occupations often are confronted with similar challenges to completing their responsibilities and COPs can serve as the appropriate forum wherein relevant information can be exchanged. How to Use There are different kinds of COPs . Some develop best practices, some create guidelines, and others meet to share common concerns, problems, and solutions. They can connect in different ways: face-to -face, in small or large meetings, or electronically. In particular to the District, tho se employees who work “in the field” tend to gain the most from participating in a COP. Learning is acquired in a more relaxed environment and the context surrounding the situations being shared helps immensely other employees to find its relevance and usefulness. 6. Document Repositories : Collections of documents that can be viewed, retrieved, and interpreted by humans and automated software systems (e.g. statistical software packages). Document repositories add navigation and categorization services to stored information. Key word search capability is often provided to facilitate information retrieval. Documentation is a practice that can be used to codify and preserve explicit knowledge when time is of the essence (e.g. a key employee is leaving next month). The Records Retention practice currently underway is an example of a Document Repository. 7. On the Job Training On -the-job training is any kind of instruction that takes place at the actual job site and involves learning tasks, skills, or procedures in a hands-on manner. It can be informal, such as when a person asks a co-worker to show how to perform a task, or part of a more formal structured OJT system. If part of a structured system, there are usually prescribed procedures for training that specify the tasks and skills to be learned and that sequence the activities to build on knowledge already acquired. There are also administrative processes requiring both trainer (sometimes called a coach) and trainee to certify that a particular task or skill has been mastered. Structured OJT is usually more effective than informal; however, informal can also be valuable. 8. Districtipedia An internal wiki that serves as a electronic archive of knowledge that can be shared across the department. A wiki is a collaborative Web site that provides an easy way for people to upload and edit information online. Wikis organize data using the concept of “pages” where ideas or topics can be articulated in full, then specific words or segments are linked to related pages for ATTACHMENT A
Costa Mesa Sanitary District The Mejorando Group Knowledge Management Report 56 in -depth discussion of a concept or practice. As such, wikis provide a modular way of viewing and storing information while supporting the fact that any piece of information pulls from or relies on other pieces of information. While adoption and use by governments has been low, trends show that many staff members, especially the under-40 se, are increasingly comfortable with technology solutions in service areas that in the past have been untested. S S S U U U P P P P P P O O O R R R T T T I I I N N N G G G K K K N N N O O O W W W L L L E E E D D D G G G E E E M M M A A A N N N A A A G G G E E E M M M E E E N N N T T T T T T R R R A A A N N N S S S F F F E E E R R R The General Manager and members of the KM Task Force are encouraged to review this section of the Report and discuss at length its application to the District. Effective KM transfer is not simply implementing the capturing, storing and retrieving process. Essential to a successful KM Transfer Program is the work environment. Many factors contribute to the chances of successful implementation of knowledge transfer strategies, and/or a full KM initiative. Some things take years to develop; others are simpler and easier to put in place. Organizational Culture Collaboration is the norm. Performance reviews incorporate sharing and use of knowledge. Executives support and encourage knowledge-creating activities. Efforts are taken to develop leaders who foster knowledge sharing, build an atmosphere of trust where sharing is valued, and make promotions based in part upon demonstrated sharing. The organization recruits and hires people who sought and applied knowledge in school and on the job. Sharing and using knowledge is encouraged and nurtured. Employees understand knowledge management and its value to them. Continuous learning for individuals and the organization is encouraged. Staff members are flexible, forward looking, open to change, and seek continuous improvement. Leaders and staff take time to reflect upon and learn from experiences. The organization recognizes and rewards employees who share knowledge. It does not reward or promote employees who hoard knowledge or negatively compete with others. Relationships Staff members are willing to share and reuse knowledge. Personal relationships encourage sharing knowledge of high value. ATTACHMENT A
Costa Mesa Sanitary District The Mejorando Group Knowledge Management Report 57 Rewards and Incentives Meaningful, long-term incentives are tied in with the evaluation and compensation systems, and highly visible short-term incentives are in place to motivate employees to create, share, and use knowledge. Individuals and teams are rewarded for promoting knowledge management when they: o Capture team discussions and decisions. o Mentor. o Document lessons learned. o Make tacit knowledge explicit. Trust People know and trust the source of the knowledge. People more frequently contact someone they know before searching the corporate database or data warehouse. Technology is an important enabler to success of KM, but people make or break it. People share what they have when they believe others will share their knowledge with them. Trustworthiness starts at the top. Upper management's behavior defines the norms and values of the organization. Trust can be visible. People must get credit for knowledge sharing. Senior Leadership Support Senior leadership: Provides resources and encourages employees to share knowledge. Offers incentives to encourage sharing and use of knowledge. Identifies barriers that inhibit sharing and commits to overcome them. Endorses and supports KM through: o Articulating knowledge-sharing strategies. o Embedding KM into standard operating practices. o Allocating financial and human resources to KM. o Monitoring the value of knowledge management. o Identifying links to increased productivity and achievement of objectives. Promotes success stories. Models desired behavior. Sends messages about the importance of KM and organizational learning to the success of the organization. Clarifi es what type of knowledge is most important to the organization. ATTACHMENT A
Costa Mesa Sanitary District The Mejorando Group Knowledge Management Report 58 Technical and Organizational Infrastructure The organization uses technologies that are knowledge-oriented, such as group use software programs and the web, and people have the skills to use them. Technologies for desktop computing and communications are available to all staff and they have standardized word processing, presentation software, etc. so documents can be exchanged easily. There is an established set of roles, organizational structures, and skills that benefit individual projects (e.g., project managers, project management tools). Link KM to Organizational Effectiveness, Efficiency, or Overall Value The use of KM results in improved service or products, and/or the attainment of goals and objectives. The use of KM results in improved customer satisfaction, reducing the number of phone calls, or other organizational goals or objectives. Clarity of Vision and Language for Knowledge Management The organization has clarity of its overall purpose and for its KM initiative. The organization has terminology (e.g., "knowledge," "information," "learning," and "organizational learning") to help staff understand and incorporate knowledge sharing on a regular basis. Multiple Strategies for Knowledge Transfer Multiple strategies should reinforce each other. Contributors to knowledge repositories get together face-to -face on a regular basis. This builds trust and is useful in developing structures and resolving issues. ATTACHMENT A