Fssi Knowledge Inventory Report
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A Project on Creating a Knowledge Map for FSS/ I I I I I T I FSSI Knowledge Inventory Report 16 Jaruary 2007 Doel0lmenl Academy of thepbilinniors Cetrler for Knowledge Management ffiil | ::.. ii t: l
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This knowledge inventory report is a component of the final project report, which will include the Knowledge Flows and Gap Analysis. It provides a directory or listing of the current knowledge, both explicit and tacit, in the organization, particularly the DPU.
Transcript of Fssi Knowledge Inventory Report
A Project on Creating a Knowledge Map for FSS/
IIIII
TI
FSSI Knowledge Inventory Report
16 Jaruary 2007
Doel0lmenl Academy of thepbil inniorsCetrler for Knowledge Management
ffiil| : : . . i i t : l
III
Report for
Emma L im-Sandr inoFxecutive DirectorFoundation for a SustainableSociety, Inc.
FOUNDATION FOR ASUSTAINABLE SOCIETY.INCORPORATED
CREATING AKNOWLEDGE MAPFOR FSSI
FSSI Knowledge Inventory Report
16 January 2007
Development Academy of the Philippines
IIIItITIIIIIITTT
Prepared by
allkgWilly Rodrigo
Approved by
- %4';-A ^(':Elena Avedillo-Cru1
Emma L im-Sandr ino
Dclelopment AcAdeinI' of thc Phil\)pinesDA.P Buildi:rg, San MiguelAvetuc,Orligas Certer, Pasig CiS,Te l . No . : 63 i -2133 ;63 I2 l5 i ;Te le faxNo . :631 -212 i
IrIIIIrIlrIItI!r|t!tr|
Table ofContents
1.0 INTRODUCTION......................,........ .---_--_.--......................,4
2.0 oBJECTMS AND 8ENrEFITS............... -_-__.-.......,..,....,.......s
3.0 I\{ETI{ODOLOGY........,,......,............., __--__--_-.........,,...,.,.....7
4.0 FSSI'S KN'O\\aLEDGD INVENTORy -__---........,,..............,....9
4.1 E)rplicit Kno$.ledge InvenforT .......,...,. __-....,,..,,....,,..,,..,.,,,..,10
4.2 Tacit Kno\r'ledge Inventory ..,.........,..,. .__--...,,.......,...,,.....,,..I{J
4NNEXES...,..,........ -*_-,-__--.,..,,,,.,,.....,.....1s
Arnex A - Summary oflnterview Data wit.h DpU Officers and Staff(per Stralegrc Area andDPU Process Area)
i'.', . Arnex B - Sumlnary of Interview Data with BOT, EEAC, padners, HfuAdmin and Finance'4roex C - Summary of Interview Data.ii/ith Diibct Beribficii-riesArBex D --Sxnrmary of Workshop Outputs on Identification of Knowledge Assets of DpUAruex E - I{ierarchy ofTaxonomy: hrventory ofExplicit Knowledge
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Annex F - Hierar chy of Taxonomy: Inventorl, of Tacit Knowledge -
1.0 INTRODUCTION
Tlie project on Crcadng s Knonledge Moplo/ F,S,S/ hasjust completed, to date. Phase iaompdsing tlx€e activities with their coresponding outputs, as foilowsi
NO. ACTIVITY TITLE OUTPUTSI Defining the Focus and Value
Proposition1. Orgalizational Profi le2. FSSI & DPU Business Prccesses3. Iirtedm Repofl
2 Data Collection 4. DPU Knorvledge Inventori,3 Knowiedge Mapping (Parr 1):
Inventory of Knowledge AssetsFig. 1
The Krowledge MappiDg consists oflwo parts, tlte Krowledge lnveDtory (Part i) and tireK.nowledge Flow and Gap Aralysis (Par1 2). The Krowiedge Inventory shows whatknowledge exists in the organization ald wllere it can be found. The Knowledge Flows showhow that knowledge uroves around the organization from rvhere it is to where it is needed,The Gap A.nalysis shows the difference between the krowledge that an organization have andwhat they need.
",-Phase i slaxled wiih.rude$tarding.Jhe-.orga[ization,.in {erus.of its opolatingenviroffoent, hey relationships with partners and other stakeholders, business el]vironnlenl,key strategic challenges, and perfomance improvemenl system. Knowing what FSSIconside$ as in]portart to its organizalio$ the key inJiuences on how it olerates, and lfie keychallenges it needs to address, clarilied wirat ueeded to be considered in creating FSSI'sKnowledge Map.
The Organizational Profile highlighted FSSI's Vision, N4ission ard Strategic Objectil'es.The Triple Bottom Line (3BL) target of aconomic viability, sociai o entation, alld,ecological soundness was eurphasized in all the strategic objectives. Itl order 10 achieve fiistarget, it was inlpelative that FSSI excel in tlie delivery oftheir core processes.
From the OrganizLtioml Profil€, the core business process of FSSI was drawn toilluslr'ate \'r'hat core processes are able to deliver the organization's mardate ard satisrypartners' ard other stakeholders' requirelrents and expectations. It also showed what supportprccesses aqd outsou]ced seryices are able to contribute to the execution of d1e coreprocesses.
.Since the scope of the project is FSSI'S Development Potfolio Unit (DPU), a businessprccess was &a\\ll] 10 iliusb?te the DPU'S core ard suppolt process€s, outsouced seryices,partners aod other stakeholders arrd inputs dral they provide FSSI, and the outputs or
prograns arld seNices delivercd bl,FSSI to its pafiners and other stakeholders, The IntedmRepod captues both the Oiganizational profile and FSSI and DpU Business proocsses.
Thereafter', data collection starled. Exisliry FSSI doculrellls wete revie\led, A series ofilter"views of key infomralls and a rvorksirop ou identi$ring knowledge assets wereconducted. I{.:rorvledge gathered was both explicit and tacit. Iu tenrLs ofexplicit knou,iedge,soulces were exisljng documents, files. databases, libnries alld websites, thether inelectronic fonn or had copies. Tacit i(nowledge deait q,ith human capital in terms ofaTolrnting for DPU officers/key staff academic/professionai educational background,training/contiluing educalio[ al1d development, and, practices and experiences.
The activities undefiaken ir Phase i wer.e done to ensure thal the FSSI-DPU KrowledseMap captures the critical I owledge assels (e.g. hunran capital, structural capital, stal(ehcldercapital) that FSSI-DPU must eff€ctively nanage in order 10 excei in their business processes,and, ultiniateiy make their. VisioD, Missiolr and stategic goals, a reality.
This Kaowledge Inventoiy Report is a component of the final project report, which willinclude the Knoir4edge Flows ald Gap Analysis. It provides a direotory or listing of thecunent knowledge, both expiicit ard tacit, in the organizatio( particularly the DpU. Alaxonomy or classification of the doculnents is also provided to facilitate the access artdtransfer of knowiedge. However, these are all subject to revieq', Afler the FSSI-DPUKnowledge Inventory is finaiized it will be included in the final project repolt,
i.,i . 2.0 OBJECTI!'ES AND BENEFITS
The specific objectives of the project, sho$'n below, were indicated in the Projeot Proposaland tirc Interin Repod:
1, Appreciate and undersland infonuation and knowledge needs as well asinterelatior')ships of rnultiple audiences/stakeholders of FSSI, including interaaislakeholdem, and the requirements needed toward improved delivery ofservices;
2. Generate a k-nowledge iuventory of FSSI in temts of assets, needs, gaps,oppoltudties, and compgtitive advantage;
3. Detemdne the sburces, flows, constraitts ofknowledge within the organization, and
4. Create a map reprcsenting an agreed view of 1Ie kiowledge flows atrd knowledgecoDtent that is needed at each ievel in the organization.
Amorg tile key benefits to FSSI ofloloq4edge mappirg are:
1 lt helps FSSI-DPU clealy identi{y u,1ut knowledge is needod to supporl ovelaIlorganizatioDal VisioD, Missio! aird Stategic Objectives
2. It gives tangible evidence of the exteDt to which knowledge is being effectivelylna]1aged and irldicates where inprovements are needed, lhus providing a baseline for.measudDg progress
3, It provides an e\,idenced-based account ofthe lorowiedge thal exists in FSSI-DPU,ard irow that krro\.\,ledge moves around in, and is used by, FSSI-DpU
4. It provides a map ofwhat loowledge exists in FSSI-DPU and where it exists,revealing both gaps and duplication, encouraging re-use and preventing re-invention,thus saving search time a.nd acquisitioil costs
5. It reveals pockets ofknordedge or islards ofexpetise that are not cunently beingused to good advanlage and tirerefore offer untapped potential to build bridges toincrease knowledge sharing
6. Il reduces the burden on expeds by helping shffto fird cdfjcal information quickly
t: - 7. It improves partner and stalceholder response, decision nuking and problem solving-.- - .by providing aocess to appiicable idormation
8. It provides a map ofknowledge and conrmunication flows and netwolks, revealingboth exampJes ofgood practice and blockages and barriers to good practice
9. It provides vital infurmation for tlte development ofeffective knowiedge managemelltprogrammes and initiatives that are directly relevarit 10 the FSSI-DPU's specificknowledge needs and cun'ent situation
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3.0 METHODOLOGY
The nethodologies used for data gathe Dg wer.er (1) documents revieu,; (2)adninist.ation ofsutvey questionnair.es: (3) intervievs ofkey in{ormants, either face-to-faceor b)' phone; and, (4) conduct of woil$hops. Key info narts validated inilial results, eitherthru wolkshops or individual reviews.
The Key hfo1manls. totalirg 2l u,€re:
i. Executive Director
2. DPU Officers ard Sraff (6)
3. Board of Trustees (2)
EEAC (1)
Palhiers (5)
HR./Admin and Finance (2)
KI\4 (1)
Direct Beneficiades (5)
The surrunaries ofinterview data sathercd frorn the key ilfomants are found in AntroxesA, B, C, and D.
.. Anner A captures tacit l(nowiedge fiom intervieu'dala galhered fron the six DPU'O- icers and Stafl Two templates were desigued lo -caplure lacit .krowl€dge, nanlel)'Strategic Overview Kaowledge Map (Arnex AI), and, the Expedise Overview K:rowledgeMap (Au€x A2).
Thc Strategic Overviev' Ifuowledge Map is designed at dre orga0ization level and isused for determining and assessing level of competency or expedise existing in theorganization and aligning this with strategic objectives. The gap aralysis provides veryirnpodant infomation on the significant strategic klo$4edge gaps and strengltrs that $,ouldhelp the organization in fo rulating a plan of action for addressing these gaps. In the caseofFSSI, drere ale six specific objectives as indicated in the Olganizational Profile. Each ofthe key infonnants \a'as interyiewed 10 gauge the followil]gl
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1. Overall knowlefge/competenci€s needed to neet each specific objeclive
2. Knowledge/conpetencies that they already have to rneet each specific objecti\e
3. Gaps between what is Deeded and what is available, and,
4. Modes to access tire loowledse/comDetelcies on l']and
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The Expe{ise Overvie}y Kno{-ledgc Map is designed at the opemtionai levej and isused for detemining and assessing level of cornpetenc;, or experlise needed to perform thecore processes.
. lt . identifi es strengtl$ and opportunities for improvement in expenrse,{no\ 1edge. slo]ts. o] sluri[g beha\ io]s. as well as key assets tltat need to be available toother parts of the organization. Identiry the key areas and processes irl your enterpdse thatneed to be mapped. Using the existing DpU business process map! each of the keyinfomants wele interviewed to gauge the follov,ing:
Overall levels of expertise lieeded 10 perfoun each core process
Cuntnt overall levels of expefiise to perform eaclt core proces! withiu theorganization
Oll)nels ofthese cun€nt expertise
Gaps between I'hat is needed aird what is available, and,
Modes to access the knowledge/competencies on hand
- Annexes B, C and D capture krowledge needed and provided by the BOT, EEAC, a[d,HR/Adndn & Finance, in terms ofthe foilowiasi
1. Knowiedge needed to help them cary out their duties ard responsibilities:t. d, Priority level
b. Curent status of accessib-ili!] in _terms of krlaw]gdge os,ne!, locadoa. mode oftransfer, fiequency oiusJ, ana, forma
c. Source ofh']owledge when it is not available within the organization
2. Kaowledge provided in line with their duties and responsibilitiesa. P olity levelb. Kaowledge recipient (person/designation, location)c. Mode oftlansferd, Fomate. Flequency ofuse
3. Obstacles to getting the right information they need at the ght tine
4, Suggestions to improve the flow of information
As a way of setting tlte tone for tbese series of intelviews, tlese key informa[ts, wereasked the role of their respective offices in the light ofFSSI's Vision, Missior and StxategicObjectives, their specific role in tireir respectiv€ offices, aud their duties and responsibilities.
In the case of painers alld direct beneficiaries, the questions werc mostly dfuecledtowards the knowledge that they seek fion/provide to FSSI i[ tire course of thei transactionsn,idr FSSI per core orocess.
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4.0 FSSI'S KNOWLEDGE INVENTORY
The Iirovledge Inventory of FSSI-DPU coosists of twotactt. The Explictl lQoi4,ledge Iflventory accounts for
pafis, the explicit and tire
\lrhat knowledge FSSI-DPU hasNunbers, types and categories of recor.ds, documents, fiies, directories,poJicies. databases, librar.ies, archives, registry systems, intranet Lebsites,linl$ and subscrbtioLs to extemal r€sources, etc. These car1 come il1 paper,video, CD-ROM, nicrofilm or other means. The lormats ma),be in MS iicel,I\4S Wold, Poiverpoint pr.esentation. etc.Where die ltloir'ledge isLocations in the organization, atld iD jts larious systgns01 gaiization and accessHow ale knowledge resources organized, hou, easy is it for people to find ardaccess theD?Purpose, relevance and "quaiity',Why do these resourc€s exist, how relevad and appropiate are they for ihatpurposer are they of good 'quality' erg. up-to-date, reliable, evidence-based,etc?UsageArc drey actually being used, by u'horn, how oflen, 1\'hat for?
case of tacit l(nowiedge, the inventoly focuses on peopie aM competengies as
Who we haveNunbers ana cabgories ofpeople
Where digy areLocations in depadn']ents, teaars, buildilgs, field
What they doJob ievels and types
1.\\4rat they lmowAcademic alid professiolal qualihcatious, core knowledge and experience
What they arc iearningOn-1lie-job traiiring. lea ing and d€velopment
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In thefoiiou's:
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,1.1 Explicit Knorvledge Inventor-1,
. _ Th" Explicit K,o*Jedge Inveittor),, as shou' in Annex E, enunerates l l0 curentknowledge items classified and coded jirro iz categories or da-taba;;;;;i,r*",
A - Direcfories/Lists
B Docunentation ofMeetings and presentations
C - Library
D - Linlts
E Panrerships/Coiiaborations,tJetworking
F - Plans
G - Policies/BOT Resolutjons/Memos/Approvais
I-I - Procedures
I - Progranx/proj ect Docunlents/Repods
J - Publications/Researches/Studies
K - Tools/Techliques/Standards
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L - Website/lntranet
,"^-__ ,ll1:" E.dro*s rhe conespondjng lGorvledge Owner for each of 1Ie 110 krowledge
.lrerns. the lomrat used, and the JorowJedge location. Tlie Krculedge Ou,ner indlcates tieposition/designation of the oerson udio his possessio! of the krowiedle. .the./brtllat rnayeith.e.r.!e.MtS Word. MS dxcet, and/or orf;; i;;. p;,";;.0'ffi"nrort of rhe irems
available in both paper and eiectronic form . Th" knou,judge Lo"oiior indicates where il thebuilding dre klowledge is fiied or sloreo.
4,2 Tacit Knor'ledge Inventorl,
. Jh" Tacit KrowJedge Invertory, as presented in Annex F, lists down the six DpULe1 officers and sraff. incrudilg Llre Execulive Di-ecro,. a. rlre Krorlledge Uwtefs. Tltel1:: ' l l : l l
'"9i.rl* .rl.eif.. joo.pocirions. a brief su.lrnrar). of rheir job descriplions.
::11"'ll:11.':T*."i1 qualificarions, core knorvledge and experiencej and,'the teaming tieynave_ acquLred on the job either dmugh fomtal or infomral training, educatiot anddevelopmeot.
In tenns of core knou,ledge and experience, competencies were classitied into 13categories, as follou's:
IU
l. Advocacy,Marketing.Networ.king
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Environnetrtai Managenerlt Systens/
Envilonnlental Manager]ent Accouitting
Inlellectual competencies
lnterpersooal contpeleDcies
Monitoring & Evaluation
Networking aird Resoufce Mobilizatior
Organizationai competeucies
Paitnership ard resource mobilization
Personal Chatacledstics
Plogratr/Pr oj ect Development and N4anagentent
Sharing oflessons
TecLurical Competencies
Others
The classification of corc krowledge and gonpetencjes were drawt based upon tlteknowledge and experience culled out of the secondary data (e.g. DPU docunents audmanuals) and suryeys/ illten'iews a,lld u,or.kshops conducled with DPLI office$ and staff,
r.. Executive Director, BOT, EEAC, Paftne:.s/ Clients, Direct Beneficiar.ies, Hfu Adrni!].Filance. During the clustedng activities, these energed as the most oqrred and demonstratedklowledge aud conpetencies, Shari4g of ]essons, on the othet.hard, q,as set in tite open tohigirlightliow tire organization vaiues exchange ofideas, experiences, and tips to deliver andachieve strategic goals, While a range ofknowiedge and cornpetencies are inciuded under thecategory af Others afid considercd as impoflanl as tlte lest ofthe cateso es.
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Itnon,ledge andCorp"t"n"y A...rcur"g*i",-s.dI acif l(nol l ledge Inventon
4d' ocac.. l larlcr [g. j\Gr oif ie: -
rv la,uldtJtcf id i l t \o l \es i rr vai9u5 11r ' . .s1 , , .ar.d,seek. oplorrunjlie. rouA,o.rr.' i iSfgoals, programs, products alld services_
I'arr ne.sl, ip r n die.oi, rc" mot itizar ion :-rocnl iJtec slrd-egj( gfoups as pdl lnej .s anoenhamcssiet\ qrd5/ iirrl ug", io u"f,i'"ui.
[l' ironotental Maragem"niltireruJ.Lnvn on mental Ma Dagem entArcounling: I4ai,.rtains and appliesElvl)/tt\4A loto\\ ledge aDd sjljlls 1c]achrer e fSSj s frlpJe Borront l irre agenoa
f erroral Cha.acte.irt icr, De,.,on.raresefiectlve pe].sotal charactedstics thalconl-ribtrte to achieviDg q,orl,related
lorellectunl "ontpct*ncier: Lnploys-
aisctptined f hougr j l processe.. lJto\\ ledAcand.skjlls whelr nraliing todcaV.i;ticaimmXrng. searching, observation andJudgment
Prograrn/P.oi"ciD"r elopm"nt aldlvlaDagemcnt: Develops. coordinates,fac:l irares tur rding. and delir ery of r arior,rsselecled prograns and ploiecls
Intcrpcrsooal compiGn-Ed \4airraFa[d.uses kno\t4edge, sldlls and attitudes rodcal witl issues ald coo*n,, ofprlu"r.;crienls?tid co_ell lployees al]d to deliverJlOfl( a bJ ectives
Slaring oflesso,rsr Ei,plofi arr infonr:al -
nerrlurl( ot. Iot.ul]'l wjtere eXpedenceS, Jesso:rSald ri1's ae erichat.geO una;aeos g"r"rui.aanrong co-enlpjoyees and padneE
Moritoring & Evatuario;D-eloprmamtams aDd uses Dtonitoritlg andevaluatior tools to help
I ecLnical Cornpetcrrcies Majrrrains at,d -
apphes wol.h-related l(nowledge and sltills inthe field of expertise
Ntnvor.king and R[eur.ce NAilL,t io;MatntailN and uses mechanisms andresources and appropriate resourcemobilization strat€gy to get ixrd andpeopte who could heip nranage theorgaluzalton's resourceS well
Otherxr Various knowJedge idcomfeler cies con.:de-cd ac jn.poranr as theresl ol l \e elente.]!S q.iLhin othe- conroetencyareas/ catego es.
Organizarirrnal comperencie.: Vailria jr,saaq ap1ltres cuue[t underststding oforgaldzational/ depaftmeDtat n s;ion.strategic plalr and goals.
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Examples o?Gol4ed$ildCompeleDc],
comperen"jes TiiEo-* iidge aod_- _-
At eas/ Categoi- ies
a d r o "a ".',
Ma rk eti n[)tGtki-@
r Advocacy progra;ns (3BL) such ason olgantc and cleaner process:
. Advocaljntsissuesofnralginalizedsectors; coDrmunit) orurershipruusruess rlodel)
. Anicujate eacll cri lerron ofJBLv llLt ail stal(eholders/ benefi cialies
Pa.tlc.ship au,l .e.orr"c mobilDtior,:
r Participatiol ofvarious sectors. Kesoxrce Mobjiizaljon _ Research;. LolnbrDe ptojeq expej.jer]ce q.jlh
f ntironruentrt MauagenienGxtemJtnr'rronoettal MaoagemenlAccounting:
. E \ irorut)el]laj nBnagernenl cystetr{e.9. )S, Cleaner pt.oouclion, cne.1LrrooucttvLty)
r ISO 14000 & ISO 9000
- . integ&tjonofvariouservirouneDtal slstems jlloene clarjes. operatjons
P"r'sonal Char.rcte,istici
r Resourcefuhressr Developmelt Worker personalitl. Hjgh regard with rools olanail,sig
IoteUectual competenciei
. Decisior making. ListeDing skillsr Organized. available & accessible
data fio1]l busiDesses
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I,r.og.arn/projectDGiopn 6t andluanagement:
. Piogram manageDtentr Project Development Management
Inlerpersonal competeicies:
r frailjng and coachilg shills. U/ririDg skjlls
Sharing of lessonsl
miting issues)
r Continuous ieaming/ learninesegsious, eg. Sharing oftesso-ns (e,g.
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Eumples of Knor,,,@Conlpelellcy Areas/ Ca.clao!.tes
Monitoring & Ev-luatioi
r Anall,sis and evaluatior ofefi-ectsofthe projecl to taigetbeneficiaries; how ihey are nowperforuing/ beDefi tingl i\4eejir)s3BL torger.
. X4onitoring of enviromentalrmpact
Techrjcal Con]peteDciesi
. Appraisal/ Assessment skills
. Business deveioprnent and enterprisedevelopment skills; elitrepteneurial sicills
. Madtering skills
Netwot.king and ResourccMobilization:
r Resour.ceMobilization. Netwolidng to lint thefi to a
marketing outfiq net$,orl/cofiacts
o Gefting a fuird managers who, nunage FSSI resources well
Others:
. Managing Competitive bidding process
. Feasibilily Study preparalion
. Annual Progran/ Operationaj plamringr DPU Core Process
Organizational compete.rrcies :
. Sociai Development Awarenessand Odentation (3BL Focus)
. Understa.ndingofEnvironl]entalStandards (eco soundness; not ISOr4000)
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Annex E
|nventory of Expticit KnowtedqeCreating a Xnowtedge Map fo;
l:Td.,-,!l tur,i s_l"-Erabte sociery. Inc {FssrJas orJanuary 12,2007
Maior Taxonomv of Orqanizational Knowledoe
A. DhectoriesB . Documenlalon ol Meetrgs and presentaltolsL , LroraryD. LinksE Pa j nershJps / C ollaboralors/ NerwoJl,tng
G . Policies/ BOT Rpsotut,ons, IVe-nos/ A pprovatsr , rroceouresI . Prog€m/ project documents/ reporls
J . Publication/ Research/ StudiesK. Tools/Techniques/StandardsL . Website
Taxonomv ofOwners of Expticit Knowtedqe of FSSj
ED - Execulive DkectorAED , Asststanl Executive DjrectorTO . Technical OfficerSPO I " Senior prcgram Office- for EmeS.igSPO2 - Selio. prog?m Oflrcer tor CocoBindSPO 3 - Senior prog|arn Officer fof [4EEpPO , Prograft Otficer of Emergirq Sector
:. HRAO - HR/Admin Officer'KI,.l - Kt|/l-8 Comlnun cations OfficerFM - Finance Manager
Sandrino, Emma LimCemba, Augusto DMaruquez, Reynante V.
S€ct Barrameda, Arlen
Tores, Ann l\4arie M.Reclusado, Amado G.Banaszak, Myrna e.
. AfieDla,.I\lalonita c.Velafga, Erlinda T.
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lD No, Knowledqe Owner2 0 0 3 1 5
core Knowled9e & ExpRrienre
1 9
netiioltiii! aii4 heJoum uor.ilizarion
20
2A
Neh@rking to llnk them 10 a narketing oudlrj nen{ork/ contacrs
Gelting a fundmanageEwho manage FSSi resoures wef
21 .
2 2 .
O rgeniational r ompetenc les
socilj oeveropmenr ,qwiiereiJ;tb6i;6; aibL ifisi - - ".
Undectanding or Environmenlal Standards (ecosouidnessi not rso 14000)
iY:i:Y:i:f:":,-i..:-''' .' ',23
25
26
27
Dsvelopment worker Pe.sonaliiy/ culiuE (eg. Flexibilily, reiating to different segmenr of society, wel {ounded,
Multi-laskjn! (wlllifgness to !ooepl olher tasksi perrorminq morc than on€ taskrmore lhan jusl € iexibirily)
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2 9 , Projecl Pf oposal Developmerl
P.ogram/Plojecl Dovelopnonl End rvlanagement
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33
J{
35
36
37
30
31
32
u6e of3BL {folowlng Fssladvoc€cy)
Nenvorking €kills wiih other iunding agency (eg le up wilh UNLAD MBAYAN assoc ot OFWS)
B!siness d€v6lopm€ni and enterpdse development 6kl ls
)evelopmenloileasibilitysludes- Fnancia compeiency-Research
)elelopbedlileasibilrlyludles -trinanc aL.ompelency - l\rl.rlelln!
lusiness/Project Deveropmenl
2003 15
Cole (nowledge A Experience
33
39
45
46
49
Appraisali Assessment skil s
El0A skil s and knowledge
use oJenvronrirentalmanasemeni accouniins (ENIA) lool(technicar, nateriaiand energy lnpLrts)l Enslrinsprojeclls ecologically sound nowand rulur€ eg wasie disposa and inrprove proritsl
Financla [4anagemeni {Finaf ci€l Analysis, Financ]al Siatement)
Organ zationalDevelopmeni (e.9. Governafce, Ststems Finance Technology Organizaliona, HR_relaied 10
Organi:allona Development skil s
capaciiy & eadiness to be praclicalspend ng for DPU/ pograms
CompulerDeskiop Skills (MS Word, Excei PPT, Oullook)
Prolecl Managemon! & L4onitoring skills 0ncluding use orlools)
5 0 ,
5 1 .
5 2 ,
5 3 .
5 4 ,
5 5 ,
56
5 8 .
6 0 .
61 .6 2 .
rra,'ll:: ?-::,,n
a:d,\4anasoment
Agrl-B!shess Dev6l0pmenl and Managenrenl
Ainual Prcsmm/ Opelationsl P anni;s
coopeEtive and Collecllve Busines6 Deve opmeni
Documeniallon vla lessons leamed
Environmenial l{anasement Accouit ng
Feasibi iiy SIudy prepa.ation
henffication ol sectors/subsectors wlih iriode piijlaas
Knowledge on Socjal EnirepreneLirshlp
l,,lana9hg competilive biddlng processProject Developnent Managemeni (e.9. AFpraCal Prccess, consullsncv skills)
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IIFFFIIIIIIllIF)
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Cor€ Knowledge & Experience
63
64
65
66
ProsEm rr4anasemeni (proslam monitoin9)
Research (eg Markev Indusiry Proile/Techno o!y/Prcd!cvinrernetseclor/ subseclor assessmervsuNey exceptquantitative orstais/FcDs)
Hierarchy ofTaxonomyhventory ol Tacit KnowtedgeCreatinq a (nowledgd Map forFoundafon for a Sustainabte 506iery, tnc (FSSt)As ofJaruary 12.2007
ID NO,
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lD No. lKnowledge Owner
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core Knowledge 8 Experience
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2 3 .
2 5 .
t '
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Mulli-lasklng (wlilingness to accepl other tasks; perfoming more than one task;more thanjusl aflexibilllvlshadnq 6f lesson5
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3 6 ,
3 7 .
3 8 .
AppElsal/ Assessmenl ski[s
Flnanclal Management (Financial Analysis, Financial slatement)
Capaciv & reedlness lo be p|aclical spending lor OPU/ prclrams
P.decl lvanagemenl & lvoniloring ski ls (ncluding use orlools)
Comluier Dasktop Skllls (I4S Wod Exoel, PPT, Outlook)
Remddla'l l,aaiiaa;diert
o$aiizatlonal Developmenl (e g. Govemance syslems, Finance, rechnolosy Organlzalional l-lR-ielaledlo meeling the 3BL, O€anlzatlonal PlEn, Track tecord in business socl€lcomponent)EMA skllh and knowledge
Use ot €nvjrcnmental management acco! ing (E(4A) tool(lechnical maletaland energv inPuts)lLnsunno Drc|ecLrs ecoroaical v sourd now.rc furje €q wasle d sposaland imp'ove o'ofls
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40
42
45
46
Nen4orking to Ink lhem lo a markeirg outil;fehro*/ conlacts
Coco cok Production, Proce6slng, and l',larkeiing
Documenlal on va lessons leamed
Evaluation (prcsram and prcject)
Piogmm/Prcj€ct Developrnent and N4rnager'rent
Projecl Developmenl r,4anagemenl (€.9. AppEisa Process constliancv skills)
IIIIIIIII;
I
l0 No.
244312
IIIIIIIIIIIIIII;|
ITI
Knowledge A Experience
Sustainable Agriculture concepl and Technologv
Agri-Brrsiness Development and lvlanagemerl
Feasibiliiy St!dY PreParaiion
Knowledge on social EntrepreneursnLp
Ploject Prcposai DevelcPmeil
Researc l .eorva ' {e i / 'noJElryProl le / lec l loog/D'ooLcl ' / r leneuse'or /srbseclo 'assessmenv;utoevexcepLquanl aneeorslalsrFGDs)Cooperative 3nd Col eclive Business Developmef l
Annual Prograrn/ operational Plannin9
Training Design and l4anagemem
lo communlcation lools/ media
Soolall arketing
Unde|standlng of Envllonmerlal Siandards
Use oi 3BL (ollowlng FsSladvocacij
Managlng Conrpetllive bldding process
4 4 .
4 9 .
5 0 .
51 .
5 2 .
5 3 .
54
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5 7 .
5 8 ,
5 9 .
0 0 .
6 1 .
6 2 ,
6 3 :
6 4 .
Hi.!?rchy ofTaxonomtlnventory of Tacit KnowledseCreatins a Knovledse [tap forFoundat ion for a Susta inable Society, lnc (FSSr)As otJanuary 12,2007
thFFIrr|tIr|l|I-
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lO No,
2003 09 Reynante V. Maflrquez
T
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Maruquez I
39 . Remedlal Managemenr
40 Re.ea ch (eg l\/la kev lndusq P'on e' Tec\no ogy/Prcdt'cv rterevseclol subseclor* , ' . ' ; ; ; ; ; ; -J*excePrqjanr*rveo-srr rs /FcDsr
41 . Resource t\Iobilizaiion
42 . Social DevelopmentAwarcness and Oientation (3BL Focus)
!ore ^nowbdqe a Exoerience
43 SooalMarkerrng
44. Undersianding of Environmentai slahdads (eco soundness; noi tso 14000)45. WoIk Commirmenl
40 . Woft Oitjgence
47. Useof 3BL(fol towtngFsstadvocacy)
48. Coco Coirproduction, processing end t\tarkenng
49 . Business/projecr Dev't
50 . Cooperatve and Colleciive Business Deveropmeni
51 . Financiat Anatysis
52, Managihg Compettive biddtng process
53 . Eusiness Coachingt!4entofing
Hier:rcny ollaxohomyInventory ot Tacil Knowt6ddeCreating a Knowledse MapiorFoundstion fo, . susratn.ble society, rnc (FssjlAs otJanuary 12,2007
II!IIr
lDNo. lKnowledge Owner2003 14 lAfen Banamedi
-Icore xnowleose a ErPerience
so . i'reitoiiins sklrs wltr other iundins agencv (es lie !p wllh UNLAo r'AeAYAN assoc ot oFWs)
51 , organizaiional Developmenl (e g Govenance Syslems Flnane Technologv Organizalion€l' HR-
rclaied lo meeting ihe 3BL)52. O4anizationaldbgnosF
53, Oqan 4lLonai diagnosis _ llarketLng ski]ls
54. Otg€nizaiional diagnosis - Financialanalvsisandlnterpr€talion(egFlnanoialstatementsbolhlorhjslorical and proieoted pe$ormance)
5s. ifi;;;;6;;i;i;ir;siJ- rectmodgv {steps ano proceeses or ihe orsanrzationion howrhevdo
so. iiioi"l'ai"rarp.""s'"s andlechnoosv{es howlhevdo thjnss In ihe o6anlzaiion)
5?. PaBtProlecl€xPeien@.
58 . Progtam/Pfolecl Dev€lopment and Manasement
5! , Pojeol APPraFal
60 . Pmlect Developmenl Manasement (e g AppEisal Pocess' consullaicv skilo
61 . Ploiect Manesemenl & l4onltoring sk]lls (lncludLn! use oitools)
62. PfolectPfoPosalDeveropmef,t
' €3 . ProvlElon o'fnaldal s€Nlce!
Researc\ {eo lv€'<e! InoLsq Pro'le'Technology/oroducvlnle_€vseclo/ sub3ecto'
essessmentrsuruev exept qL,antilal ve or slals/FGDs)
sustalnabe Ag cullure Concepl andTeohnoLogy
Training Deslgn and N4anagement
UndeEtanding of Ervironmenlal Standards (eco soutdness not lso 14000)
use or3BL (rollosin! Fssl advocacv)
6 6 ,
6 ? .
6 8 ,
6 9 .
7 4 .
7 1 ,
1 2 ,
7 3 .
III
Hierarchy ofTaxonomyInventory of Tacit KnowledgeCr€aiing a Knowledge Map iorFoundat ion lor a susrainable socjety, Inc (TSsAs of January 12,20C7
IIIIIIrrItIII-
I-lffJ
Knowledge OwnerlD No.2003-13
-L
h L?!9ll:-lgrsl\ones-
LtTt
I-| 2003-13 lAnelNones
Core Knowledge & Experience
52
56
58
59
60
6 1
62
63
64
55
67
| 43. Finarcia ltlanagement (Financial Analysis, Financial Stalement)
| * Knowtedge o- SocidtE.rnepreneurs.rpII
OU. [4anaging Compeliiive bidding prccess
| ,U. Ma*et Facililailon
I
I O, . Markeling skills
I oU.Mult- laskinglwi l lngnesstoacceptothertasks;periormingmorethanonetaskmoreihan
t'^'"-*-'| ,49. Networking skillswlth otherfunding agency (eg te upwith UNLAD KABAYAN, assoc of
OFWs)
50 . Organizational Development (e.9. Governance, Systems, Flnance, Technology,Organizational, HR-related io meeting the 3BL)
51 . Oigahizational diagnosis (e.9. lva*eting skills; Financia analysls and lntenreiaiion,technology)
Ofganizational processes and technology (e.9. how they do things in ihe oEanization)
Past prcject experience.
Prog|am/Proj€ct Developmenl and [4anagernert
- froject*ppralsEl
Projeci Development [4anagement (e.g Appraisal Process, consultancy skills)
Prcject Management & Mohitoring skills (includjng lse oftools)
Projeci Proposal Development
Provision of financial seruices
Publcation
Remedial Managemeni
Research 1eg lvlarkey lndusiry Profile/ Technologi,/Producvlniern€VsecioI/ s!bsectorassessmefrsurvey except q uanuiative or siats/FGDs)
Resoufce lllobi zaiion
S!slainable Agricu lure Concept and Technology
Training Design and IManagement
Underctanding of Environmenial Standards (eco soundness;not ISO 14000)
, , , , , = lI lD No. lKnowleoge uwn€r II zoo:-r: lnriel Nores ,
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68. Use of3BL (fol lowing FSS|advocacy)
69 . Work Commitment
70. Work Dl l lgence
Knowledge I Experience
Hierarchy of TaxonomyInventory otTacit KnowledgeCreating a Knowledge Map forFoundation for a Suslainable Society,Inc (FSSAs ot January 12, 2007
lD No.2005,19
Knowledge OwnerAnn Marie M. Tones
t!ltITI|t|r|FI:
FIFI:lt!
19. Pub ic Presentat ion ski ls(.e. oraL/ptatfom ski ts)
20. Monitorinq I Evaluaton (eg anatysis and evatuation ol effecis ofihe projecl to iargelbenefrciafiesr howtheyare now performinq/beneliiing?
21 . Projeci Mon;toring
# Core Knowledge & Experienc€
24. Annual Program/Opemijonat pannng
25. Appraisal / Assessrnenl ski ts
?6 , BJs'n"5s stanodro. {o .o(oco I
27 . Business/Project Dev,t
- 28 . Capacity &'readinesslo be praciicat spending tor DPU/ programs
29. ComputerDesktop Ski ls (MS Word Excel, PPT, O!1to.k)
30- Conneciing poveriyto economic viability ofthe projecl
31 , Cont inuous learning/ learning sessions eg, Slrar lng ol lessons (e.9. mining issues)
32. Cooperative and Colleciive Business Development
33, Developrn enl workef Personality/ crJlit] re (eg. Flexlbjlity relat ng io d ifferenl segment ofsociety, wel-rounded,
34. Documentation via lessons learned
35. DPU core process
36 . Environmental N4anagenrent Accounting Knowledge and Ski s
37 . Evaluation (program and project)
38 . Feasibility Study preparction
39 . FinancialAnalysis
40 . Financial analysis and inlerpreiaiion {eg Finan cial statements both for historical and
I zoos-ts Innn N4anJM rorres r
t!!l|I!
# Jcore Knowledge & Experience
41 . Financial analysis skills
42 . Fjnancial l\4anagement
43 . Financial Managemenl (Fina nclal Analysis, Fjnanclal siaiemenl)
44 , Knowledge on Social Entrepreneurshlp
45 . lManaging Competilive bidding prccess
46. MarketFacllitation
47. Marketing skills
48 , l\rluliitasking (willingness 10 accept other taskst pedorming rnore lhan one taskl more thanju$ a flexibiliv)
49. Networking skllls wlth otherfunding agency (eg tie up with UNLAD KABAYAN, assocofOFWs)
50. OrganizaUonal Developmenl (8.g, Governance, Sysiems, Finance, Technology,Organlzational, HR-relaled to meeling the 38L)
51 , OrgEnizational dlagno6b (e.9. lvlarketlng skills, Financjal analysls and interPtetatlon,technology)
' 52. organlieitionat proceJses andlechnology (e.9. howthey do lhings in the organLzation)
53 , Past project experience.
54 . Prcgram/Project Developmenl and Management
55 . Projecl Appralsal
56 , Project Development lVanagement (e.9. Appraisal Process, consuliancy skills)
57 . Project Management & Monito ng skills (lncluding use of iools)
58. Projecl Proposal Developmeol
59. Provisiol, of inanclal seruices
60. Publication
61 . Remedial lvanagemeni
62 . Research (eg I\4arkeu Indusiry Pro{;le/ Technology/Producvlntefievsector/ subsectorassessmenrsurvey excepl quantitative or stats/FcDs)
63. ResourceMobi l izat ion
64. Resourceiulness
IttIIIItII '''tIttrthLl.
# lCore Knowledge & Exper;ence
65 , Susiainable Agrlcullure Concepi and Technology
66 . Training Design and l\ranagement
67 . lJnderslanding ot Envjrcnrnental Slandards (eco soundness; not ISO 14000)
68 . Us€ of 3BL (following FSSI advocacy)
69 . Work Commitmenl
70 . Work Diligence
Hierafchy of TaxonomyHierarchy ofTaxononryInventory of Tacit KnowledgeCreat ing a Knowledge Map forFoundation for a Sustainable Society, Inc {FSSJ)As ofJanua'-) t 12,2007
lD No.2405-17 ado G. Reclusado
Knowledge Owner
IIIIItrrll
IilIIIr!ltttI
Anrado G. ReclusadolD No.
2005-17
Knowlecige OwnerG Reclusado
I
t lcore Knowledge & ExPerience
42 . Financial Management
43 . Financial Management {Financial Analysis, Financial Statement)
44. Knowledge on Social Enireprcneurshrp
45 . Managlng Competitive bidding process
46 . Markei Faciliiai on
47 . Markeung skilLs
48. Multi-tasking (willingness to accept other tasks; perfofming more than one task;mor€ than
just a iexibilily)
49, Networking skills with othelfunding agency (eg le up with UNLAD KABAYAN' assoc of
OFWs)
50. Organizatiolal Development (e g Governa-ce Syslems F'nance Technoogv'
Oianizatonal, HR-related lo meeti.1g the 3BL)
51 . Organizational diagnosis (e.g Marketing skills' Financia analysis and interpreiation'
technologY)
52. Organizaiional processes 6nd technology (e g howthey dothings in the organization)
53 , Past plojectexpeience .
54. Program/Projeci Developmeni and lVanagemenl
55 , Project APpralsal
56 . Prcject Develobment Managenrent (e g AppEisal Process' consuliancy skills)
57 . Project Management & Monitorlng skills (including use oftools)
58 . Proiect Proposal Developmenl
59 . Provision oi iinancial seruices
60, Publ lcai ionI
61 . Remedial llanagement
62 . Research (eg lMa xeu Induslry prc" e/ - ech']ology/olooucu'rlerneusector/ subsedor
assessment;LlNey except quanutallve or siats/FGDs)
63 . Resource Mobilization
64. Resourcefulness
65 . Training Design and Managernenl
LFIIII-
-
tft
ttst
@soundness; nol tso lzlooo)
67 , Use of 3BL (iollowing FSSI advocacy)
68 . Work Commitment
69. Work Diligence
