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transfer, collaboration and learning • over and above the communications
A KM framework for the public sec- tor needs to be finalised, approved and endorsed.
Conclusion
The assessment indicates a clear need for the DPSA to finalise the framework as a working document that will guide the implementation of KM in the Public Service. There is a dire need for the identification and location of critical knowledge in government organisa- tions to ensure it is easily discovered and accessible for future use. There- fore, the DPSA guidelines need to give a clear indication of the location of the function so that it will be strategically placed to identify departmental chal- lenges and access key departmen- tal information. This will facilitate im- proved integrated planning supported by management information systems.
Finally, the DPSA KM unit needs to fa- cilitate KM forums in provinces in co- ordination with the Offices of the Pre- miers to assist provinces in optimally building the knowledge management capacity.
*The National Knowledge Management Framework has since been approved.
function.
• The location of a KM function needs to be clearly identified to ensure
that it is strategically positioned.
In order to succeed, the KM func- tion should be embedded in organ- isational processes and knowledge sharing should form part of the Management Performance As- sessment Tool (MPAT) assessment with KM indicators.
The KM units need to be capacitat- ed with relevant personnel to drive the KM processes and activities within organisations.
KM forums need to be facilitated and resuscitated in provinces to ensure knowledge exchange driv- en by the Offices of the Premiers. Learning and sharing platforms driven at senior management level should be encouraged to promote knowledge sharing and organisa- tional learning.
Knowledge management process-
es allow departments to ensure that critical knowledge needed to achieve • organisational goals and objectives
is documented and easily accessible. Both national and provincial depart- ments expressed concern that KM processes are not embedded in busi- ness processes, thus inhibiting organ- isations from harvesting current key • information and knowledge for depart- mental advancement. It is also evident from the assessment that while formal learning is encouraged and support- • ed throughout government, informal learning is regarded as the individual’s responsibility, resulting in inadequate time and resource allocation for peer • learning , knowledge exchange and mentorships programmes.
Recommendations
The following recommendations ema- nated from suggestions and opportu- nities identified by participating depart- ments:
• It is proposed that the Director-Gen- eral of DPSA be the KM champion, as this will facilitate entrenchment of KM in the public service, as well as enforce the institutionalisation of it.
KNOWLEDGE MANAGEMENT
Volume 12 No.3 of 2019 | SERVICE DELIVERY REVIEW 19