Mobilizing Knowledge for innovation in the public sector: role of communities of practice Sujata Gamage, LIRNEasia February 23-25, 2010 WITS Innovation Symposium Johannesburg, South Africa

context  Innovations in government services are critical in developing countries  Very little work on innovations in the public sector

This presentation  Why the communities of practice concept is particularly fitting for understanding knowledge to innovation processes in the public sector  How do we know a CoP when we see one  Manifestation of a community of practice in the solid waste sector in Sri Lanka  Further work to explore the relative importance of communities of practice in K2I processes in local government

Thinking on innovation has changed much in the last decade  1995: An innovation system is made up of institutions that create, store and transfer the knowledge, skills and artifacts which define new technologies.” (Metcalfe, 1995)  2006: Research is an important source of knowledge for innovation, but it serves principally as a complement to other knowledge and other activities. Many countries have an urgent need to develop the other elements of the innovation system, particularly more extensive patterns of interaction and the attitudes and practices that support interaction. Once research is better integrated into this wider set of activities, it will become clearer where research capacity is limiting and where it needs strengthening [WB, 2006]

Mode -1 v. Mode -2  Knowledge produced outside of formal knowledge institutions in the context of work (or mode-2 knowledge) will be increasingly more important  Gibbons, et al  Novotny, Scott and Gibbons, 2006

Empirical support for importance of mode-2 knowledge  INNOVATION SURVEYS: The most important links and collaborations for businesses are with other enterprises, including customers, suppliers and even competitors (HSRC, 2009).  KIBS LITERATURE Soft’ sources such as suppliers and customers and skilled personnel or consultants recruited are critical for innovation in knowledge intensive business services (KIBS) (from Tether, 2004; Freel, 2006 in the KIBS literature)

Communities of practice  Definition: Groups of people who share a concern for something they do and learn how to do it better as they interact regularly (Lave and Wenger, 1991) Context: Apprentices and how they learn; focus on cooperation, not competition or incentives  Corollary: A Community of practice is a means of sharing mode-2 knowledge to innovate (within an organization or a sector)  Use: In the corporate sector for knowledge management within organizations or across divisions; within a sector various trade associations serve as CoPs. Public sector

Communities of practice in the public sector  Applicable to instances where there are multiple branches of an agency; or multiple institutions providing same service to different communities (e.g. local government)  Since agencies or LGAs are not competing for markets, knowledge sharing can be more free, but,  In the absence of competition or incentives, members may have less inclination to use community resource to innovate and improve own performance

Survey of 109 local government authorities in 3 Provinces in Sri Lanka

Key questions  SOURCES OF KNOWLEDGE Who did you contact in the last 12 months to get the information/knowledge you needed  SUCCESS What percent of your waste is separated and processed prior to dumping

Connectedness v. success of 109 Solid Waste managers in Wayamba, Sabaragamuwaad Western Provinces in Sri Lanka No success Some success No connectedness 42%1%43% Some connectedness 40%17%57% 82%18%109

Connectedness v. Success of 109 Solid Waste managers in Wayamba, Sabaragamuwaad Western Provinces in Sri Lanka No success Some success No connectedness 42%1%43% Some connectedness 40%17%57% 82%18%109

Sources of Knowledge (19/109 successful LAs; almost all received financial support from govt.agencies) Number% Gov+211% Peer+1053% Other737%  PEER: Anupa Pasqual, Balangoda UC, Bandaragama PS, Bulathsinhala PS, Kuruwita PS, Mawanella PS, Negombo MC, Rathnapura MC, Weligama UC  OTHER: Unnamed Expert-India; Pilapitiya-Expert Sri Lanka (4), Basnayake- Pofessor, U Perdeniya (on volunteer basis or as consultants)  Peers are an important source of knowledge

Connectedness of SW Managers in Sri Lanka Emerging community of practice?

Issue Of the 109 LGAs in the survey,  17% perform as a CoP  1% performs on own  40% Others connected but do not perform  42% are just happy not to do anything

Ongoing Research  How important are CoPs for innovation? i.e. Will there continue to be more innovation within the CoP than outside? Facilitate further Cooperation in knowledge sharing in one or more provinces Introduce an element of competition Follow the growth of the CoP and its effect on innovation

Summary  Innovative practitioners in solid waste management value their peers as sources of knowledge  They are connected to each other through knowledge-intensive links. They use the knowledge to improve performance. i.e. they form a CoP  This observation has to led to the implementation of some exciting new action research which may actually lead to better service delivery by local authorities in selected provinces in Sri Lanka while yielding new insights

Results

Standards and Certificates

Training of trainers Curriculum writing

Training of trainers

40 personnel from 10 LAs at Balangoda UC Training Center 22

Thank you