# data[].attributes.headline
KM Capability Assessment Survey Questionnaire

# data[].attributes.subject
KM Capability Assessment Survey Questionnaire

# data[].attributes.attachment_link.title
Welcome to the Knowledge Management (KM) Assessment Survey Questionnaire

# data[].attributes.attachment_link.description
This survey determines the readiness of the organization, community, or network to “do KM” based on various factors and enablers, including:
1. Organizational process;
2. People and culture;
3. Technology; 4. Leadership and management;
5. Knowledge processes;
6. Learning and innovation; and
7. Outcomes By participating in this survey, you consent to the collection and processing of your personal data in accordance with the Data Privacy Act of 2012. Your responses will be used solely for research purposes and will remain confidential. You have the right to access, correct, or withdraw your data at any time.

# data[].attributes.body
You can find all the necessary materials for the Strategic Planning process, including program outlines, PowerPoint presentations, and other relevant tools.

https://tinyurl.com/SUBLGRRCSTRATPLAN

These resources are designed to assist in developing and implementing effective strategic plans for Sub-LGRRCs, helping to enhance local governance and improve support to local government units (LGUs).

# data[].attributes.headline
Knowledgment Management Audit Action Plan

# data[].attributes.subject
Knowledgment Management Audit Action Plan

# data[].attributes.attachment_link.title
LGRRC-Tool 3 KM Audit Social Network Analysis Sheet.xlsx

# data[].attributes.attachment_link.title
Vission and Mission comments and suggestions_Sub-LGRRC MisOcc

# data[].attributes.attachment_link.readable_text
Analysis of the Problem:

Key Issues Identified:

1.Lack of Useful Knowledge Transfer:

Although a knowledge base was created, it failed to effectively transfer practical knowledgeâmeaning the deeper insights and context behind the project documents were missing.


2.Over-Reliance on Document Submission:

The system depended solely on project documents, assuming they contained all the necessary knowledge, which they did not.


3.No Consideration of Tacit Knowledge:

Important insights often come from experience and are not written down. These were not captured, which limited the usefulness of the system.


4.No Change in Outcome Despite Investment:

Even after millions invested and two years of use, proposal development time remained unchanged, indicating the system failed to meet its primary goal.




---

How It Might Have Been Better Handled:

1.Capture Tacit Knowledge:

Encourage team members to share lessons learned, discussions, decisions made, and best practices through interviews, videos, or debrief sessions, not just formal documents.


2.Use of Knowledge Champions or Facilitators:

Assign roles to individuals responsible for gathering and curating both explicit (written) and tacit knowledge across teams.


3.Create a Community of Practice:

Foster collaboration through forums, Q&A platforms, and regular meetups where teams can interact and share insights informally.


4.Incorporate User Feedback Early:

After launching the system, collect ongoing feedback from users to understand what knowledge they actually need and refine the database accordingly.


5.Train Teams on Knowledge Management (KM):

Provide guidance on how to document and share useful knowledge beyond just uploading filesâlike adding context, rationale, and summaries.

# data[].attributes.attachment_link.title
SUB-LGRRC-Tool 2 KM Audit KM Mapping Matrix.xlsx

# data[].attributes.headline
Summary of Knowledge Gaps from Workshops

# data[].attributes.subject
Summary of Knowledge Gaps from Workshops

# data[].attributes.body
Key Issues Identified:

1. Over-reliance on External Models:

The KM officer adopted features from an international KM system without sufficiently adapting it to the local context and culture.

2. Lack of Organizational Support:

The KM officer appears to have been working in isolation, without strong institutional backing or internal champions.

3. Unrealistic Expectations and Burnout:

The officer experienced frustration and exhaustion, suggesting a lack of shared responsibility and team support.

4. Poor Implementation and Engagement:

Despite a well-studied proposal, the KM program failed to gain traction, likely due to poor change management and insufficient stakeholder buy-in.

5. No Clear Metrics or Milestones:

There is no mention of monitoring progress or setting achievable short-term goals, which may have made the effort seem futile. --- Suggestions for Better Handling:

1. Customize the KM Strategy:

Tailor the borrowed KM framework to fit the local context, accounting for organizational culture, structure, and readiness.

2. Secure Leadership Buy-In:

Engage top management and key stakeholders early on to champion the initiative and allocate proper resources.

3. Build a KM Team:

KM should be a collaborative effort involving a dedicated team, not just a single officer.

4. Set Realistic Goals and Phases:

Break the program into manageable phases with clear, measurable outcomes.

5. Invest in Capacity Building:

Train staff and create a culture that values knowledge sharing and innovation.

# data[].attributes.attachment_caption
Greetings! We are currently conducting a Social Network Analysis (SNA) survey as part of the on-going LGRC KM Audit.

# data[].attributes.attachment_link.title
LGRC KM AUDIT - SOCIAL NETWORK ANALYSIS (SNA) SURVEY

# data[].attributes.attachment_link.description
Greetings! We are currently conducting a Social Network Analysis (SNA) survey as part of the on-going LGRC KM Audit. The SNA is an important tool for assessing the communications and knowledge sharing network among regional actors and stakeholders. It helps inform initiatives to enhance communication, knowledge sharing, capacity development, team building, cooperation collaboration, learning, and innovation. This questionnaire will only take a few minutes to complete. Rest assured that all information will be confidential and used for the purposes of this SNA only. Thank you for your cooperation. By participating in this survey, you consent to the collection and processing of your personal data in accordance with the Data Privacy Act of 2012. Your responses will be used solely for research purposes and will remain confidential. You have the right to access, correct, or withdraw your data at any time.