Putting KM Principles into Practice: Canadian Forest Fire Situation Report

1. Putting KM Principles into Practice:Canadian Forest Fire Situation Report Dr. Albert J. Simard Caroline A. Cook

2. “A new information revolution is well under way...It is not a revolution in technology, machinery, techniques, software, or speed. It is a revolution in CONCEPTS.” • Peter Drucker, Management Challenges for the 21st Century (1999)

3. Principles • Use knowledge to transform data from multiple sources into synthesized information • Focus on ease of understanding • Technology is supporting, not driving • Use existing systems and infrastructure • Tacit knowledge is essential • Lead by example

4. The Situation • Information collected by 17 jurisdictions • Daily reports highly detailed & technical

5. Information source:3 years ago

6. The Situation • Information collected by 17 jurisdictions • Daily reports highly detailed & technical • Delays between activity and reports • Information in tabular and text formats only • Information was disjointed, no synopsis • Limited usefulness for non-professionals

7. The Context • Provinces & others manage forest fires • Canadian Forest Service reports to Minister • CFS is not an operational organization • Inconsistent inputs precluded automation • Report must be in plain language • All documents must bilingual • Report must be timely • No budget

8. Design Criteria • Use graphics for rapid understanding

9. Sept. May June July Aug. The design Number of Fires Seasonal Area Burned Interagency Resource Mobilization Area of Smoke by Satellite

10. Design Criteria • Use graphics for rapid understanding • Maximum one page of text to summarize the national situation • Bilingual report published on the Web within 24 hours of receipt of inputs • Link information from multiple sources to go beyond the facts • Predict fire activity for coming week

11. Statistics Fire Information System Maps Satellite images Weather forecasts Informationsources The Product Translation Resources The Approach Tables and graphs Weekly summary Prognosis

12. Then what? • Additions beyond the report is where you find more value added • the report • archived reports • links to provincial agencies • links to other fire sites • link to an expert

13. The report

14. Value-added

15. Other agencies

16. Other fire sites

17. Tacit knowledgeAn expert

18. Then what? • Additions beyond the report is where you find more value added • the report • archived reports • links to provincial agencies • links to other fire sites • link to an expert • Incorporate feedback and questions received to modify the report to better meet needs • Report 3 years ago is different than the one today

19. Evaluation • Visits and users • 1998: 12,000 2001: 23,500 (to date) • Highest single access page for CFS-HQ • Media, tourists, students, companies, military • Feedback • 1) Update military base commanders 2) Anticipate helicopter deployment 3) Plan vacation 4) Prepare university project (5) Write newspaper article • Efficiency • THEN: 48-hour turnaround (8-10 hrs work; 5 people; 10+ steps) • NOW : 24-hour turnaround (5-6 hrs work; 3 people; < 10 steps) • Influence • From clients on the report • On information sources from the report • On other information providers from the report

20. Influence from clients This addition in 2001 has reducedthe number of requests by 50%

21. Influence oninformation sources

22. Influence oninformation sources

23. Influence onother sources

24. Lessons learned • Tools are tools – how you use them determines the success of a knowledge project • People are central in knowledge organizations • Capturing tacit knowledge is a challenge; adapting tools and processes is a solution. • Leading by example does work. • You can influence culture one project at a time.