1. Case Studies
Food Safety Knowledge Network
Executive Summary
As the food production market has become a truly global enterprise, food safety has become a major
concern. This environment has led to the creation of various collaborative initiatives which have created
numerous private and public standards to ensure food safety. While these standards have fostered a
food safety system that has never been safer, they have also created a safety certification, auditing and
governance system has become increasingly burdensome and costly and does not allow for easy
mentoring of emerging markets for the best practices to meet these standards. In this climate, the
harmonization of safety standards and the ability to cheaply and efficiently promote competencies among
food safety professionals has become an increasingly important goal.
With this in mind, Michigan State University (MSU) has positioned itself as a leader in food safety
education programs with its commitment to the Food Safety and Sustainability Initiative. In their
partnership with the Global Food Safety Initiative, Michigan State is developing the Food Safety
Knowledge Network (FSKN), a program of food safety resources to efficiently and effectively meet
competency in all levels of food safety. The FSKN will use Competence 2.0 technologies and techniques
(social networking, and dynamic knowledge sharing and evaluation tools) to harmonize standards,
practices, qualifications, and training criteria. The FSKN pilot platform will be in place in late 2009 and will
be rolled out globally in 2010.
Value Proposition. The FSKN program seeks to develop tools to quickly and efficiently raise and
sustain the competencies of food safety professionals across the world and in all levels of the supply
chain and will have the benefits of:
• Harmonization of practices and competences in the food safety industry;
• Dramatic cost reduction of competence building and expansion of its reach;
• Reduction of costs in the food supply chain, plus improvements in employee satisfaction and
retention;
• Rapid proliferation of new perspectives and competences across the industry;
• Enabling of agribusinesses to deploy these techniques to significantly improve talent
management and leadership development capacity; and
• Elevation of managerial and agricultural worker skills in emerging agricultural settings in the
developing world.
Competence 2.0 in the food safety industry should attract substantial grant and investment funding.
Description of Core Program/Source of Expertise. The FSKN will create a curriculum for food safety
competency through partnerships with industry, government, academia, local/regional authorities, and
other stakeholders. Coupled with a unique learning environment using face-to-face sessions, seminars,
________________________________________________________________________
Food Safety Knowledge Network 1 5/19/2009

2. Case Studies
formal courses and on-line learning, it will present a cheap, fast and efficient way for professionals to
reach competence qualifications across all sectors of the food safety industry. Michigan State University
is a key source of expertise in C2.0 technologies and techniques, open learning and evaluation practices,
content expertise in food safety, applied research and problem solving, and leadership development.
These will be critical in attracting grant funding and investment.
Competence 2.0 Elements. FSKN will use basic C2.0 tools and practices: social networking,
technology-accelerated knowledge sharing, peer-to-peer learning, and open resources. FSKN could be
enhanced with other C2.0 elements, such as competence repositories, competence observatories,
signals of emerging threats, ePortfolios, new technology sharing tools, analytics and performance
measurements, and new approaches to evaluation.
Faster, Smarter, Fresher Cheaper, Sharper, Clearer
• The FKSN will utilize social networking dynamics and • The FKSN is reinventing traditional “institutional” and
technology-accelerated knowledge sharing to assure “training” models for learning, assessment, and certification.
speed, adaptability, and freshness in its competence It is preparing for unbundling so assessment and
building. certification can be handled separately from learning.
• The FKSN will share competence insights across the • The FSKN will leverage peer-to-peer learning, and open
Food Safety Industry, reaching all individuals and resources to drive down the cost of competence building
enterprises. and enable perpetual re-skilling.
• This will reduce the cost of the supply chain and result in
greater employee motivation and satisfaction, leading to
improved retention.
• The FSKN will provide for achieving competences at any
level of literacy and technology sophistication.
Deeper, Surer, Truer Broader, Greener, Richer
• The FSKN will harmonize food safety systems and • The FSKN will progressively expand food safety skills using
competences across the world and down into the Network.
organizations.
• The FSKN will capture emerging green skills and
perspectives and embed them in the competence
requirements for practitioners.
Grant and Commercialization Opportunities. Many opportunities for grant funding and/or commercial
ventures are available in the food safety industry, including:
• Leveraging of Michigan State University’s competences and capacities as a leader in food safety
training and knowledge maintenance for global investments and grants in a variety of projects;
• Supporting the development of a “Breadbasket for the Arab world”;
• Creating a talent, competence, and leadership development enterprise (a commercial venture or
a not-for-profit enterprise), partnering with agribusiness companies;
• Exporting US food industry practices to other countries; and
• Creating a food safety green jobs career network.
These opportunities are discussed in greater length in the case study that follows.
________________________________________________________________________
Food Safety Knowledge Network 2 5/19/2009

3. Case Studies
Food Safety Knowledge Network
I. Value Propositions
Over the past decades, the food procurement system has become truly globalized as the procurement
systems of retailers, manufacturers and suppliers have reached every corner of the world to ensure
consumers an uninterrupted and affordable supply of food. During this period, various collaborative
initiatives have created numerous private and public standards (CODEX, BRC, SQF, GFSI, GlobalGAP,
and others) to ensure food safety. As a result, our food, and food system, has never been safer.
However, we are also observing an increasing propensity of food safety events occurring (numbers and
severity) in both developed and emerging markets that are undermining consumers’ confidence in the
integrity of the governance system. This has become a critical concern to all food system members
(farmers, industry, government, donors, consumer advocacy groups and academia). A new global
governance system is required to manage and ensure the integrity of our global food system. This system
must be transparent, inclusive, market-driven, and cost effective.
To meet these goals, Competence 2.0 practices are being deployed in the Food Safety Knowledge
Network, a partnership between Michigan State University and the CIES – Food Business Forum, to
disseminate food safety competences and raise standards across the globe. Leveraging these practices
can create the following valuable outcomes:
• Harmonization of practices and competences in the food safety industry;
• Dramatic cost reduction of competence building and expansion of its reach;
• Reduction of costs in the food supply chain, plus improvements in employee satisfaction and
retention;
• Rapid proliferation of new perspectives and competences across the industry;
• Enabling of agribusinesses to deploy these techniques to significantly improve talent
management and leadership development capacity; and
• Elevation of managerial and agricultural worker skills in emerging agricultural settings in the
developing world.
These value propositions should be sufficient to attract significant investment in Competence 2.0-based
initiatives and ventures by investors, nations, and agribusiness ventures.
________________________________________________________________________
Food Safety Knowledge Network 3 5/19/2009

4. Case Studies
II. Core Program/Source of Expertise
Michigan State University and the Food Safety Knowledge Network are core programs that provide the
expertise and resources that can be leveraged to create Competence 2.0 practices in the food safety
industry.
Michigan State University’s Broad Capabilities. The College of Agriculture and Natural Resources
(CANR) at MSU is a key source of expertise in food safety learning and practice. CANR encompasses a
broad view of agriculture and natural resources, including sustainable agriculture and natural resource
systems; food and nutrition; community, family and youth development; technology and process
management; and international programs. The College offers an array of expertise that reflects the
breadth and diversity of the agricultural and natural resource studies through research, education and
outreach that engages citizens in exploring solutions to problems in agriculture, urban and rural land use,
food systems, the environment, tourism, wildlife management, and human and community development.
MSU Global is the university’s e-learning enterprise and is a recognized leader in e-learning partnerships
and the deployment of open resources. MSU provides a broad range of capabilities in agricultural
extension, outreach, rural problem solving, and sustainability. MSU also boasts a substantial leadership
development institute. Combined, these can be important ingredients in a competency, talent, and
leadership development network that can serve existing and/or emerging workforces in the agriculture
and food services industry.
The Food Safety and Sustainability Initiative is a prime example of Michigan State University’s leadership
in the field of food safety education and competency-building programs through partnerships with
professional societies associations and other industry groups. This global certification program is aimed
at improving the level of food safety across the globe. It will use open resources, a competency
framework and repository of resources to reach people in a wide variety of modes. A marketplace of self-
study and training resources and providers will emerge to support this initiative, dramatically driving down
the price of competence building and refreshment. This program will provide “food safety for the masses
of employees in the industry.” Different approaches will be developed for the 24 distinct food products
covered by the initiative.
Food Safety Knowledge Network. In June 2008 the Global Food Safety Initiative (GFSI) decided to
initiate the Food Safety Knowledge Network (FSKN), in recognition of ever longer, more global and
distant sources of supply and of the varying levels of competency in the broad range of functions
throughout the food supply chain.
The program is a joint initiative between the College of Agriculture at Michigan State University (MSU)
and CIES – The Food Business Forum, an independent global food business network of around 400
retailer and manufacturer members of all sizes across 150 countries. FSKN seeks to develop
internationally recognized competences in relation to food safety for individuals in all sectors of the food
supply chain. The program aims to facilitate the collaborative and inclusive co-creation of a global food
safety governance system designed to ensure safety, enable participation, and be owned by all of the
relevant stakeholders (consumers, industry, producers, government, donors and academia). In so doing,
the program will develop high-quality, low-cost training and education enabling individuals to aspire to and
meet the defined competencies and will promote knowledge transfer within the food safety community.
The goal of the FSKN is to harmonize existing technical food safety training schemes through the
development of the competencies of food safety professionals, recognized by international stakeholders,
both from the public and the private sectors. In this way the network will develop and establish a global
professional food safety system training and qualification program for all functions along the food value
________________________________________________________________________
Food Safety Knowledge Network 4 5/19/2009

5. Case Studies
chain. This program will not replace or conflict with existing formal qualifications. It will not restrict the
work of academia, professional institutions or training providers or inhibit the development of best practice
standards or codes of practice in any sector of the food supply chain, but will actively promote and
support these.
Objectives of the FSKN. Development of this program will create a framework to:
• Facilitate the production of safer food on a global basis;
• Transfer knowledge throughout the supply chain on a global basis;
• Enable career development, education and enhanced mobility for food safety professionals;
• Enhance the competitiveness of small growers and producers and enable access to high value
export markets for emerging countries;
• Ultimately achieve pragmatic cost reductions through the elimination of corrective actions and
more efficient auditing;
• Secure the supplier base in terms of legality and food safety with improved conformity; and
• Reduce perceived barriers to trade through the development and application of competencies.
Benefits of the FKSN. By using a system that relies heavily on Competence 2.0 elements this program
will allow for:
• Identification of required food safety competencies;
• Ability to analyze what is available in a given location to train and assess these competencies;
• Transfer of knowledge leading to the reduction in perceived barriers to trade through the
development of competencies throughout the supply chain on a global basis;
• Creation of awareness and a shared interest in optimising the level of food safety throughout the
value chain through the aspirational membership of a truly global, responsible community;
• Enhancement of career development, education and enhanced mobility for food safety
professionals;
• Enhancement of the competitiveness of small growers and producers and enable access to high
value export markets for emerging countries; and
• Securing of the supplier base in terms of legality and food safety with improved conformity.
________________________________________________________________________
Food Safety Knowledge Network 5 5/19/2009

6. Case Studies
FSKN Methodology. The network will create a curriculum for global food safety competency and unique
learning environment by developing and promoting:
• Partnerships with industry, government, academia, local/regional authorities, and other
stakeholders;
• An internationally recognised training syllabus and qualification for different sectors of the food
industry;
• Effective and efficient training material through face to face sessions, seminars, formal courses
and more importantly on line learning; and
• Program entry points for different levels of individual competency in relation to location and
market.
The competency framework(s) are for different roles in the food industry and for different kinds of foods
(of which there are over 20). The first basic-level food hygiene framework is nearly complete; others will
be completed over time.
While MSU is providing its own online, self-paced training to the FSKN, this is only meant as an initial
effort. It will seed a genuine marketplace of providers - schools, vocational centers, certification bodies,
and other enterprises - that will emerge to provide a full range of training experiences, in all kinds of
formats, at all price points, including the FSKN’s own free, online, self-paced resources that are open for
customization, localization, re-purposing, re-use, and re-distribution.
The marketplace is being created to align with the competency frameworks that are industry-driven and
industry maintained as part of the technical working groups of CIES/GFSI. The plan is to proceed a
country at a time, starting this Fall in India in three food sectors, beginning with basic hygiene for quality
assurance managers. Two events are being planned to build the marketplace around the first
competency and assessment quot;toolkitquot; (Washington, DC June 1-2 and India in September).
The key principle for training is that the market will decide what kinds, types, formats of delivery the
market needs and the price points it will bear in different regions in the world.
________________________________________________________________________
Food Safety Knowledge Network 6 5/19/2009

7. Case Studies
The following figure summarizes the inputs, activities, output, and outcomes of the program. Clearly the
network is catalyzed by the combination of CIES’ industry leadership and expertise in industry needs; the
collaboration of MSU and a community of research, education, and training providers; and MSU’s
eLearning, open educational resource (OER) and technical expertise. In the fullness of time, this
program will increase the number and quality of food safety practitioners across the world.
The FSKN Model
Input Activities Output Outcomes
CIES industry GFSI
Increased
leadership Qualification
Exam Number of
Development Food Safety
Professionals
around the
world
MSU & Community OER and Social
of Research,
Network
Education and
Training Providers Development
MSU OER, Training Product
eLearning and Development
Technical
Expertise
Phase I
Timeframe for the FSKN. Benchmarks have been planned for the implementation and development of
the FSKN.
• Summer 2008. GFSI Board validation of concept and agreement to convene a Pilot Group to
scope out concept and selection of pilot location. Completed
• Fall 2008. Call for volunteers for a Technical Working Group (TWG) to identify necessary
components and competencies for the program; finalize business plan; external partners and
funding sources identified and engaged in program development process.
• 2009. TWG, educational entities and donors collaborate to create appropriate competency-based
pilot training programs for one region and one value chain;
• 2010. Critically review the pilot training program and where appropriate refine or amend. The
initiative’s long term strategic objective is to expand the pilot to all GFSI identified value chains
and functional areas.
________________________________________________________________________
Food Safety Knowledge Network 7 5/19/2009

8. Case Studies
The following figure outlines the proposed timeframe for the program’s working group progress:
Research to Date. Crucial to the implementation of the FSKN is the collection and organization of
existing schemes of competence qualifications and training and utilization of best practices in the field.
• Review of Existing Schemes. Harmonization of existing technical food safety training schemes
through the development of food safety professional competencies.
• Development Approach. Identify which training criteria and qualifications are appropriate to
include based on competency criteria identified by working group; review and assess the
availability of training of required competencies in pilot country; review the availability of potential
auditors/mentors in the pilot country.
• Technology Infrastructure. Create a shared conceptual framework for building an e-learning or
information, communication and technology (ICT) infrastructure for project resources and training,
________________________________________________________________________
Food Safety Knowledge Network 8 5/19/2009

9. Case Studies
Model for Different Countries. In using the tools offered by the FSKN it is essential to take into account
the different levels of competence and standards of practice used in countries throughout the developed
and developing world. Understanding these differences and effectively using the capabilities of the
network will enable practitioners to raise the level of food safety expertise in countries that may have
lower safety levels, eventually helping to elevate their standards to meet those of developed countries,
such as the United States, and allow them to enter these markets that may have previously been closed
to them.
The following figure illustrates how companies will function in two countries with different minimal legal
requirements in following paths to achieve compliance with GFSI recognized safety standards.
________________________________________________________________________
Food Safety Knowledge Network 9 5/19/2009

10. Case Studies
III. Competence 2.0 Elements
A description of the elements of Competence 2.0 is contained in the White Paper, “Resilience in the Face
of Recession: Education, Training, and Workforce Development for the Post-Recession Economy.” This
can be found at http://tinyurl.com/cj8gbm.
The FSKN will rely heavily on Competence 2.0 concepts to meet its goals for a broad reaching, dynamic
and effective way of achieving competency training across a global market of practice. Through social
networking, knowledge sharing tools, new approaches to evaluation and the establishment of the network
as an open resource it creates a platform that will quickly, efficiently and cheaply disseminate information.
This will ultimately allow for a harmonization of food safety systems in countries around the world in ways
that will enhance competitiveness of small growers and producers.
Elements of Competence 2.0 in the Current Vision of the
Food Knowledge Safety Network
Faster, Smarter, Fresher Cheaper, Sharper, Clearer
• The FKSN will utilize social networking • The FKSN is reinventing traditional “institutional”
dynamics and technology-accelerated and “training” models for learning, assessment,
knowledge sharing to assure speed, and certification. It is preparing for unbundling
adaptability, and freshness in its competence so assessment and certification can be handled
building. separately from learning.
• The FKSN will share competence insights • The FSKN will leverage peer-to-peer learning,
across the Food Safety Industry, reaching all and open resources to drive down the cost of
individuals and enterprises. competence building and enable perpetual re-
skilling.
• This will reduce the cost of the supply chain and
result in greater employee motivation and
satisfaction, leading to improved retention.
• The FSKN will provide for achieving
competences at any level of literacy and
technology sophistication.
Deeper, Surer, Truer Broader, Greener, Richer
• The FSKN will harmonize food safety systems • The FSKN will progressively expand food safety
and competences across the world and down skills using the Network.
into organizations.
• The FSKN will capture emerging green skills
and perspectives and embed them in the
competence requirements for practitioners.
________________________________________________________________________
Food Safety Knowledge Network 10 5/19/2009

11. Case Studies
Potential Future Competence 2.0 Elements in the FSKN. The FSKN can be progressively improved
with the next wave of Competence 2.0 tools and techniques that are emerging from other C2.0 initiatives
such as Project Target, which is creating an open resource toolkit for competence building and sharing.
Potential enhancements in the FSKN include:
• Competence repository is a searchable, shareable collection of resources that could evolve
from the FSKN first generation tools, enabling broader access, sharing, repurposing, and
combination of FSKN resources;
• Competence observatory is a mechanism for aggressively identifying emerging trends, threats,
and competences in food safety and incorporating these competences and early warning devices
into the toolkit of practicing food safety professionals;
• Trip wires and “weak signals” on emerging threats will be developed to guide the food safety
professional in the global industry;
• ePortfolio is a mechanism for food safety employees to create and carry with then transportable
records of their food safety competences; these may emerge through individual companies
and/or the FSKN;
• New knowledge sharing tools will be emerging from Project Target and other ventures and can
be incorporated in future iterations of the FSKN platforms;
• Analytics and performance measurements will be a key element of the FSKN and will be
reflected in enterprise information systems in the food industry;
• New approaches to evaluation will evolve from the FSKN, including the possibility of a
“Wikipedia approach” to assessment and evaluation;
• Open resources are a key to the FSKN’s concept and design and will be pursued even more
aggressively as new capacities are developed; and
• Broader application of C2.0 competence and talent management principles in food
industry enterprises. The capabilities developed as part of the FSKN will find broader
application in the food industry. Many enterprises will embed C2.0 perspectives and practices in
their human resource and talent management operations.
________________________________________________________________________
Food Safety Knowledge Network 11 5/19/2009

12. Case Studies
IV. Grants and Commercialization Opportunities
By leveraging the technologies, techniques, and practices that will emerge from the FSKN project, MSU
and other participants are likely to encounter opportunities for grants and commercial ventures in the
agriculture and natural resources industry.
Leveraging Michigan State University’s Competences and Capacity. MSU has established its
reputation as a leader in the food safety industry’s efforts to make training and knowledge maintenance
efficient and easily accessed throughout the industry. The university is well positioned to leverage the
organizational capacity that they have refined in the FSKN and other e-learning and capacity-building
projects with their broad organizational capacities in applied research, problem solving, cooperative
extension, and leadership development. Coupled with MSU’s vision to be the “World Grant University,”
these factors make MSU a uniquely qualified partner for research and development grants and
commercial ventures in the realm of food safety, sustainability, and development using C2.0 techniques.
Supporting the Development of a “Breadbasket for the Arab World.” The Arab World is concerned
that there is no “Middle East Bread Basket.” They consider this a strategic weakness over time.
Consequently, Saudi sovereign wealth funds and others have been seeking to acquire agricultural rights
to large parcels of unfarmed land (e.g., Madagascar, other locations) which will be developed using some
indigenous workers and others from abroad. Such efforts could benefit immensely from Competence 2.0
principles and practices to support the competence needs of everyone from managers down to front-line
food workers. Such efforts could also benefit from a sort of “global extension service” that could solve
local problems and roll out these new enterprises sustainably.
To support these efforts, the resources of MSU, the MSU Foundation, and other partners could be
mobilized to commercialize a talent, competence, and leadership development enterprise. This
enterprise could serve the companies that are being formed by the venture funds to develop the
Breadbasket for the Arab World.
Creating a Talent, Competence, and Leadership Development Enterprise, Possibly Partnering with
Agribusiness Companies. Many of these same capacities and methods could be made available to
agribusiness companies. They could create a framework to quickly, cheaply and efficiently ensure that
their employees maintain their proficiencies in food safety and are active participants in the food safety
industry as a whole. Other food industry competences could be addressed as well. These partnerships
can also be used to help drive curriculum to suit specific needs of these agribusiness companies and
serve as a recruiting tool for hiring of newly qualified employees who have used the network to reach their
competence levels.
Moreover, this enterprise could serve agribusiness companies more broadly. These C2.0 approaches to
talent and performance management and leadership development could be embedded in the practices of
individual companies, dealing more broadly with the issues of individual, team, and organizational
competence and performance.
Exporting US Food Industry Practices to Other Developed Countries (Field to Fork). US Food
Safety Programs and Practices are envied globally. By creating tools that cheaply and efficiently offer
gateways to a wealth of information to aid food safety professionals in meeting the standards of practice
of developed nations, this program can be used to help raise the level of food safety in less developed
countries and in developed countries that need to advance their efforts.
The program can be used to bring the best practices and know-how of these developed nations to
countries where they have never been known before, exporting food safety practices and raising
standards. Using systems such as those used in the FSKN project, that evaluate the levels of
________________________________________________________________________
Food Safety Knowledge Network 12 5/19/2009

13. Case Studies
competency and access to training in an individual’s region and allowing them to improve their
competence regardless of literacy and technical proficiency, these tools can bring food safety concepts to
a broad range of professionals that would otherwise have no access. If safety standards are easily raised
in many of these nations they will help the safety within their own countries and be given the opportunity
to enter international markets of food export that have thus far been closed to them.
Creating a Food Safety Green Jobs Career Network. With the push to create environmentally friendly
practices and jobs in industries across the board, the FSKN and other programs utilizing Competence 2.0
practices could be a major tool driving the establishment of green jobs in the food safety industry. These
tools can create an efficient and easily accessed entrance point to the training of professionals in these
emerging fields. Furthermore partnerships with employment specialists like Monster.com could create a
valuable link between employers looking to expand the use of green initiatives in their production and
those professionals newly qualified in the emerging practices in the field.
Creating Workforce Solutions Targeted to Lifting Michigan Out of Recession. MSU can use the
practices learned through this initiative and its broader training, workforce and leadership development to
collaborate with a range of Michigan workforce and education agencies to provide workforce solutions for
the state. These could include:
• Targeting Michigan workforce agencies and partner organizations that have access to workforce
and stimulus funds;
• Identifying how Competence 2.0 practices can be used to help meet the needs of these
organizations;
• Developing collaborative projects to lift out of recession, and pervasively realign the competences
of the Michigan workforce to the post-recession economy; and
• Especially target the range of skills from lower-level to mid-level workers.
The insights from these initiatives could be shared with other states.
________________________________________________________________________
Food Safety Knowledge Network 13 5/19/2009

14. Case Studies
The Competence 2.0 Community of Practice
Strategic Initiatives, Inc. has launched the Competence 2.0 Community of Practice, in order to:
• Raise the consciousness of leaders regarding the potential of community knowledge, intelligently
exploited, to support the pervasive reinvention of policies and practices that will lift economies out
of recession in a fashion that will position them for future competitive advantage;
• Build support around the imperative of sustaining, enhancing and leveraging the innovations in
processes and practices necessary to thrive in the post-recession future;
• Attract leading-edge practitioners of each of the elements of Competence 2.0 from all over the
globe who raise their capacity;
• Create, aggregate, and sustain a Competence 2.0 Body of Knowledge (BoK) as an open
resource, which is freely available to practitioners all over the world;
• Attract sponsors, investors, and leaders who wish to support Competence 2.0 applications in their
enterprises, organizations, and/or political jurisdictions;
• Raise and deploy funding to leverage, scale, and commercialize Competence 2.0 applications in
appropriate settings; and
• Raise funding and conduct research to assess the impacts of Competence 2.0 initiatives and to
disseminate results.
The concept of Competence 2.0 and the Community of Practice originated in the US and were discussed
at a workshop on “Competing on Competence” at the Future Capitals Summit held in Abu Dhabi, UAE on
January 13-15, 2009 and supported by the Abu Dhabi Chamber of Commerce and Industry. The
workshop was coordinated by Dr. Donald M. Norris, President of Strategic Initiatives, who offered to
organize and coordinate the Competence 2.0 Community of Practice. Strategic Initiatives, Inc, has made
available the conceptual framework, case studies, and best practices that will catalyze the emerging
Competence 2.0 Community of Practice.
Dr. Norris will work with community members to develop an organizational structure and a code of
operation for the Community. Dr. Ambjorn Naeve, head of the Knowledge Management Research Group
at the Royal Institute of Technology (KTH) in Sweden, is coordinating the collaborative environment and
Body of Knowledge for the Community of Practice. A variety of practitioners are participating in the
Competence 2.0 Community of Practice. A portfolio of open resources on Competence 2.0 and the
Community of Practice is available at http://tinyurl.com/cj8gbm.
Competence 2.0 ® is registered in the U.S. Patent and Trademark Office by Strategic Initiatives, Inc.,
which has made it available to the Competence 2.0 Community of Practice.
________________________________________________________________________
Food Safety Knowledge Network 14 5/19/2009