Hong Kong Correctional Services Department

17 March 20181

Global Views

Penal Population Worldwide

Over 10 millions in late 2015

20% since 2000

Diversifying Profile

Escalating Violence

Other Problems

Overcrowding

Influx of Terrorists

Correctional systems

nowadays

prone to emergencies

Brazil

(9/2016)Mexico

(2/2016)Birmingham

(12/2016)

Melbourne

(6/2015)Guatemala

(12/2015)Oklahoma

(9/2015)

Local Situations

67%

12% 21%

Hong Kong Correctional Services

2016from 2000 from 2008

NoRiot

No Successful

Escape

Admissions of high risk persons : 150

Average daily Population :

8,529

Local

Statistics as at 31.12.2017Mainland Taiwan Macao

othercountries

SAFE SECURE

Over 18,000 admissions

Safe CustodyRehabilitation

OpportunitiesCommunity

Education

Knowledge Demanding(need to build organizational memory)

Background of CSD

NO School

Teaching

Passing on

the Torch

CSD KM Journey

1) KM strategy aligned with CSD’s vision and mission 2) Knowledge-driven culture created

5

Emphasize

knowledge retention

Enhance

man-to-man sharingConnects with

stakeholders by Web 2.0

2000 2010 2013 2016

KM 1.0Digitalization of

Documents

KM 2.0Building up the

KM Portal

KM 3.0Implementing soft

KM tools

KM 4.0Well-developed KM

governance and strategyUser creates content

Leadership Achievements:

Adopt PPTC

Model

People Process

Content Technology

CSD KM Journey

1) KM strategy aligned with CSD’s vision and mission 2) Knowledge-driven culture created

6

Emphasize

knowledge retention

Enhance

man-to-man sharingConnects with

stakeholders by Web 2.0

2000 2010 2013 2016

KM 1.0Digitalization of

Documents

KM 2.0Building up the

KM Portal

KM 3.0Implementing soft

KM tools

KM 4.0Well-developed KM

governance and strategyUser creates content

Leadership Achievements:

Adopt PPTC

Model

People Process

Content Technology

Knowledge Cycle in CSD

1) KM 100% embedded in daily operation2) Enhancing team work and knowledge sharing 7

IdentifyCritical

Knowledge

KnowledgeCaptureExercise

TacitKnowledge

Management

Knowledge Internalization

Innovation for improvement

K-Sharing Achievement :

IT Platform

CSD KM Journey

1) KM strategy aligned with CSD’s vision and mission 2) Knowledge-driven culture created

8

Emphasize

knowledge retention

Enhance

man-to-man sharing

Connects with

stakeholders by Web 2.0

2000 2010 2013 2016

KM 1.0Digitalization of

Documents

KM 2.0Building up the

KM Portal

KM 3.0Implementing soft

KM tools

KM 4.0Well-developed KM

governance and strategyUser creates content

Leadership Achievements:

Adopt PPTC

Model

People Process

Content Technology

Knowledge Cycle in CSD

1) KM 100% embedded in daily operation2) Enhancing team work and knowledge sharing 9

IdentifyCritical

Knowledge

KnowledgeCaptureExercise

TacitKnowledge

Management

Knowledge Internalization

Innovation for improvement

K-Sharing Achievement :

Daily brief in & out

Sharing from senior management

K-Cafe

Story tellingAAR

Man-to-man Sharing Activities

Gamification

IT Platform

Case 1Knowledge Cycle in CSD

Knowledge retention, sharing, application and innovation

Safe CustodyRehabilitation

OpportunitiesCommunity

Education

Knowledge Demanding(need to build organizational memory)

Background of CSD

NO School

Teaching

Passing on

the Torch

OK, it can be our

Critical Knowledge

Topic and you are

assigned to

capture

Knowledge reports

about it!

Boss, how could I

learn more

knowledge in

handling “PIC’s

suicide by hanging”?

Identifying Critical Knowledge

Over 50 critical knowledge topics identifiedand endorsed by senior management

Leadership Achievements :

Knowledge Capturing Exercise

Daily brief in & out

AAR

Story Telling K-Cafe

Sharing from Senior Officers

Exit Interview

1) > 200 man-to-man sharing sessions in past 1 year 2) > 200 K-reports captured

Workflow

ChecklistInfographic

Video

K-Sharing Achievements :

Capture and Share

Consolidate and

Create K-reports

Tacit Knowledge Management

Good to

share?

Tally with

laid down

procedure

s?

Common concern?

Typical problems in the Region?

Share of resources possible?

Suitable for all staff?

Information security?

Potential impact of

leakage? KM empowerment

Head of Institution

Regional Commander

Divisional Head

Sharing in institutional level

Sharing in regional level

1) Senior management 100% involved in KM process 2) Senior officers as KM ambassadors to promote KM3) Knowledge sharing culture in all level

Sharing in departmental level

LeadershipAchievements :

Tacit Knowledge Management

Good to

share?

Tally with

laid down

procedure

s?

Common concern?

Typical problems in the Region?

Share of resources possible?

Suitable for all staff?

Information security?

Potential impact of

leakage?

KM empowerment

Head of Institution

Regional Commander

Divisional Head

Sharing in institutional level

Sharing in regional level

1) Senior management 100% involved in KM process 2) Senior officers as KM ambassadors to promote KM3) Knowledge sharing culture in all level

Sharing in departmental level

LeadershipAchievements :

Tacit Knowledge Management

Good to

share?

Tally with

laid down

procedure

s?

Common concern?

Typical problems in the Region?

Share of resources possible?

Suitable for all staff?

Information security?

Potential impact of

leakage?

KM empowerment

Head of Institution

Regional Commander

Divisional Head

Sharing in institutional level

Sharing in regional level

1) Senior management 100% involved in KM process 2) Senior officers as KM ambassadors to promote KM3) Knowledge sharing culture in all level

Sharing in departmental level

LeadershipAchievements :

Tacit Knowledge Management

Good to

share?

Tally with

laid down

procedure

s?

Common concern?

Typical problems in the Region?

Share of resources possible?

Suitable for all staff?

Information security?

Potential impact of

leakage?

KM empowerment

Head of Institution

Regional Commander

Divisional Head

Sharing in institutional level

Sharing in regional level

1) Senior management 100% involved in KM process 2) Senior officers as KM ambassadors to promote KM3) Knowledge sharing culture in all level

Sharing in departmental level

LeadershipAchievements :

Mini-blog

Standing Order /

Procedures

Operational

Manuals

K-reports

Knowledge

Internalization

1) Utilizing e-learning platform => self-learning culture 2) Over 1,500 staff participated in last quarter

24X7 self-

learning

K-Sharing Achievements :

Mini-blog

Standing Order /

Procedures

Operational

Manuals

K-reports

Knowledge

Internalization

1) Utilizing e-learning platform => self-learning culture 2) Over 1,500 staff participated in last quarter

24X7 self-learning

K-Sharing Achievements :

You are an

expert now!

Are you

willing to

share with

others?

K-creation

Man-to-man

sharing

activities

Innovation of new ideas >

process by R&D / WIT

Yes Sir!

1) Over 50 innovation ideas in the past 1 year2) Some new ideas incorporated in the work process

Innovation for improvement

K-

sharing

Online

CoP

RFID

X-ray body

scanner

Innovation Achievements :

You are an

expert now!

Are you

willing to

share with

others?

K-creation

Man-to-man

sharing

activities

Innovation of new ideas >

process by R&D / WIT

Yes Sir!

1) Over 50 innovation ideas in the past 1 year2) Some new ideas incorporated in the work process

Innovation for improvement

K-

sharing

Online

CoP

RFID

X-ray body

scanner

Innovation Achievements :

Case 2Programme Evolution - Rehabilitation Pioneer Project

Green Haven Scheme

Youth Forum

Visit HKCS Museum

Education Talks

Personal Encounters

Scheme

Strong relational capital to co-create values

for service improvements

Rehabilitation Pioneer Project - Launched in 2008

Strong connections to get the pulse

Over 80 NGOs

Religious Bodies

Schools

Community

Stakeholders

e.g. DFCC

Rehabilitation

Volunteer Group

Work Partner e.g.VTC

Other LEA

等佢坐下就知味道

自己試下啦

好過我講

有人現身說法就好啦

How to innovate customer’s experience

design with our distinctive assets?

25

RPP Staff

1) Bottom-up innovation and service improvements 2) Co-design of programme with stakeholders3) Well-utilize social media

InnovationAchievements :

We have a decanted prison!

PIC’s sharing is impressive to youngsters!

We conducted the trial run!

Let‘s have AAR!

RPP StaffTeachers

and Social

Worker

1) Bottom-up innovation and service improvements 2) Co-design of programme with stakeholders3) Well-utilize social media

InnovationAchievements :

We have a decanted prison!

PIC’s sharing is impressive to youngsters!

We conducted the trial run!

Let‘s have AAR!

RPP StaffTeachers

and Social

Worker

1) Bottom-up innovation and service improvements 2) Co-design of programme with stakeholders3) Well-utilize social media

InnovationAchievements :

We have a decanted prison!

PIC’s sharing is impressive to youngsters!

The Reflective Path(思囚之路）

2008

Relational Capital

Green Haven

Scheme

Youth Forum

Visit HKCS

MuseumEducation

Talks

Personal

Encounters

Scheme

Extended

Training Camp

20122015

The Reflective Path

Creations and

Rehabilitation

Organizational LearningProcess

2013

Institutionalized service innovation processInnovation Achievement:

Engaging outsiders for

innovation

Crime

PreventionSafe

custody

Create

Rehabilitation

Opportunities

Organizational Learning

Achievements: Leadership: Change CSD’s mission for the publicCulture: Strong buy-in by staff in community educationInnovation: Co-creation of societal values with external stakeholdersImprove service loyalty: Improve branding & CSD’s support

Summary of KM Achievements

Summary - KM Culture Adoption

32

Support from

top

management

In 2017, average over 7,000 login

and 35,000 page hit per week

Actively involved in

KM sharing activities

Groom

KM Culture

Bottom-up

support

250 KM

Trained

Ambassadors

Summary - IT development for KM since 2000

• Well-structured knowledge repositories

• Extensive use of mobile platform

• Features to speed-up sharing

• Using Web 2.0 for CRM and publicity

33

D

F

E

I

emonstrating Strong KM Leadership

ostering Innovation

mproving client / service loyalty

nhancing Team Work and Knowledge Sharing

Senior management 100%involved in KM process

Knowledge sharing culture in all rank

50 critical knowledge topic Full support by top

management

over 200 Man-to-man sharing activities over 200 K-reports created IT platform supported since 2000 Over 1,500 attend in each e-learning Strong buy-in by staff

No escape since 2008 No mass prison riot since 2000 12% drop in recidivism rate in past decade Utilizing social media Always address societal needs

Over 50 innovative ideas annually Innovations to enhance daily operations Co-create user values Institutionalized service innovation

34

From Historical to modernized prison

Safe custody Rehabilitation

Crime

prevention

proactively

Thank You!

36