Knowledge Management as a Strategy for Recovering Trust in Government. The Mexican Experience

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1 Knowledge Management as a Strategy for Recovering Trust in Government The Mexican Experience Abraham Sotelo Nava Head of of e-government & ICT Policy, Ministry of of Public Management, Mexico WORKSHOP ON MANAGING KNOWLEDGE TO BUILD TRUST IN GOVERNMENT

2 Generalities Contents The Knowledge Management Paradigm e-government and Knowledge Management (KM) in the Public Sector KM to Recover Trust in Mexico Examples & Practices

3 The Knowledge Management Paradigm Three features: KM is an organizational strategy to enhance its competitiveness impact on skills & competencies It is a systemic process of leveraging the organization's intellectual assets creating a KM culture It involves the process of identifying, capturing, sharing and creating knowledge Nair, Praba (2004), Knowledge Management in the Public Sector, Times Editions

4 e-workplace enabling KM The demand of IT-enabled workplaces is growing The automating of routine and non-routine activities are important to reduce cost and improve efficiency High-performance workplaces augment the capabilities of their skilled staffs for activities such as exploring data, developing innovative processes or products, and working with suppliers to respond to requests for proposals This support helps workers locate the right people, find the right content, support the right communication channels and focus on where to create the maximum return High-performance workplace best practices, requirements and technologies will evolve as people evolve, and their needs, behaviors and motivations will change

5 The Role of Government Modern governmental bodies carry out and engage in a range of activities: - foreign diplomacy - military defense -maintenance of domestic order - administration of justice - provision for public goods and services - promotion of economic growth and development - operation of social programmes to alleviate poverty - protection of civil liberties Today, Government probably touches the lives of more people worldwide than any other institution Government has become a pervasive influence on everyday life The standard test of good government lies in its ability to improve the quality of life of the people Governments are central players in the new economy Peters, BG, The Politics of Bureaucracy, Routledge (2001)

6 New winds Government reform movement A series of initiatives to reinvent government, create the new public management (NPM), or set up Government 2.0 has been widely adopted - Market alignment - Productivity enhancement - Service orientation - Decentralization - Separation of policymaking and service delivery - Accountability OECD, Government of the future. Kettl, DF, The Global Public Management Revolution- A report on the Transformation of Governance, The Brookings Institution (2000). MEXICO Presidential Agenda for Good Government Government that costs less Quality Government Professional Government Digital Government Better regulated Government Honest and Transparent Government New e-government & Knowledge Management Strategy Efficiency Transparency Accountability Citizen Trust & Participation

New winds Networked Society Emergence of knowledge based economies: The foundations of the economies have gradually shifted from an industrial base to a service and knowledge base Even before the

7 New winds Networked Society Emergence of knowledge based economies: The foundations of the economies have gradually shifted from an industrial base to a service and knowledge base Even before the advent of the knowledge economy, citizens were expecting the same level of service from government agencies that they were receiving from the private sector The 21st Century is undoubtedly the age of the knowledge worker The shift in learning is from known sources of education to learning from experience The traditional authority based on a monopoly of knowledge will disappear New technologies are an enabler of stronger network relations Liu, T. Towards a Knowledge-based economy, KM Magazine, Jul/Aug 2002.

8 The Role of KM in the Public Sector KM has always been the core of government tasks: Improved decision-making The core process of government is decision making. KM can help government agencies improve decisions, leading to better service that is delivered faster and at lower cost Promoting a knowledge society KM should not be considered merely as an internal management and governance challenge. The government has a unique role to play in promoting the production, use and transfer of knowledge in society Strategy Planning Consultation Collaboration/participation Implementation Evaluation Learning Nair, Praba (2004), Knowledge Management in the Public Sector, Times Editions

9 New winds Emergence of e-government: The e-government paradigm affects: i) public service delivery (citizen-centric approach) ii) organizational settings iii) the social/political system MEXICO Key Ingredients Inter-Governmental Technology Infrastructure Knowledge management and digital collaboration Redesign of IT Processes e-services Citizen Portal of the Federal Government e-democracy and Citizen Participation IT policy and e-government organization OECD, The e-government Imperative, 2002

10 Mexico s KM & e-gov - Towards Building Trust in Government Collaboration among agencies and levels of Government Quality in public services Learning Government and knowledge workers Efficiency Transparency and accountability Citizen participation Citizenship Participates and Trusts in Government

11 KM in Mexico: some examples Government Innovation Networks Digital collaboration, information exchange and internal knowledge creation

KM in Mexico: some examples Virtual space for horizontal collaboration, knowledge management, decision making, e-learning and electronic services that have an impact on public officials productivity.

12 KM in Mexico: some examples Virtual space for horizontal collaboration, knowledge management, decision making, e-learning and electronic services that have an impact on public officials productivity. From public servants to knowledge workers through the generation of an e-workplace. Scope training collaboration decision making Organizational learning among public servants

13 KM in Mexico: some examples Process of information exchange with civil society Transparency Portal: National Information Requests System

14 KM in Mexico: some examples Process of information exchange with civil society Citizen Relationships Management e-petitioning e- Consultation

15 KM in Mexico: some examples Government Intelligence Making knowledge-based decisions Methodology in 4 areas: Citizen Intelligence Organizational Intelligence Financial Intelligence Performance Management

KM and Business Intelligence for Government Supplier Relationship Management Public Works: Public Works follow up Photographic report Material report and/or non-returned equipment Public Work

16 KM and Business Intelligence for Government Supplier Relationship Management Public Works: Public Works follow up Photographic report Material report and/or non-returned equipment Public Work pay-off Dashboards: Purchasing information analysis Statistic reports and graphics Standard purchasing dashboards for every involved unit Regulatory dashboards by contract, showing KPIs status

guidance for popular government services Citizen Intelligence

17 KM and e-government to improve service delivery and e-participation Organization by topics easily identified by citizens General tools for citizen participation Practical guidance for popular government services Citizen Intelligence Automatic publishing of most popular and newest online services Enhanced search engine with natural language Citizen evaluation

18 Future Challenges KM evolution to more advanced phases Further intra and inter-governmental (horizontal) collaboration Increased investment in IT systems to exchange information, organizational learning, knowledge management and decision making Setting more specific targets - Process Improvement - Better Public Services - Better understanding of citizen requirements & needs - Performance evaluation and government competitiveness - Impulse of the Knowledge Society (e-inclusion)

19 Conclusions There is little doubt that the increasing role of knowledge in policymaking, process innovation and service delivery can help improve governance and trust The effectiveness and efficiency of the public sector can be directly enhanced by increasing the knowledge-base and transparency of public service activities It is important to take advantage of the opportunities provided by ICT and Knowledge management for improving the quality of life of the citizens, with efficiency, transparency and participation. transparency that informs creation of the knowledge to maintain developmental equilibrium, feeding that knowledge into genuine participation, and in this way, holding those who manage the welfare state accountable. * * United Nations. Understanding Knowledge Societies. Twenty Questions and Answers with the Index of Knowledge Societies. Department of Economic and Social Affaire, 2005

20 Knowledge Management as a Strategy for Recovering Trust in Government The Mexican Experience Abraham Sotelo Nava Head of of e-government & ICT Policy, Ministry of of Public Management, Mexico WORKSHOP ON MANAGING KNOWLEDGE TO BUILD TRUST IN GOVERNMENT

e-government in Mexico

e-government in Mexico U N I T E D N A T I O N S N AT I O N S U N I E S Special Panel on E-Government for Participation and Inclusion 3 November 2006 DIVISION FOR PUBLIC ADMINISTRATION AND DEVELOPMENT MANAGEMENT DEPARTMENT OF