An assessment of organisational knowledge management for health: a case study of a non-governmental organisation in Kampala, Uganda

Abstract

Knowledge management is a discipline that promotes an integrated approach to identifying, capturing, evaluating, retrieving, and sharing information assets. Knowledge management involves people, processes, and technology working together in the knowledge management cycle to improve effectiveness. The Coalition for Health Promotion and Social Development (HEPS) has included in their strategic plan 2022-2026 a new pillar focusing on knowledge development, management, and learning. To contribute to its refinement and implementation, a knowledge management capacity assessment was required. The main aim of the study was to assess the knowledge management capacity of HEPS Secretariat. Specifically, the study aimed to: 1) describe how knowledge management is understood, 2) determine the capacity to do knowledge management, 3) identify facilitators and barriers to knowledge management. A descriptive case study was conducted, qualitative and quantitative in nature. Structured and semi-structured interviews and document review was conducted. A checklist was also used to verify existing capacity. A thematic analysis was used for qualitative analysis, while simple measures of central tendency and a t test were used for the quantitative measure of capacity. KM is mainly understood as a process involving explicit data/ information for both groups and less about people, research, and intention. Overall KM capacity for internal versus external participants was 76% and 79% respectively (not statistically significantly different). For the stages building, holding, pooling and using knowledge, the scores were 74%, 64%, 69% and 100% respectively for internal participants, and 79%, 69%, 74% and 100% respectively for external participants. The documented strategic plan presents a predominantly external focus. Main facilitators include functional technology and committed personnel. Main barriers include lack of centralised access, funding, and an over-reliance on people for access. Some areas need to be enhanced, and which ones need to be improved or put in place (such as centralised access that needs to draw attention, investment of resources and launching) for a learning organisation of public health focus such as HEPS-Uganda. Results should provide evidence to support M&E in any strategic plan changes to be made. With the aligning of mind-sets and improvement of KM systems, it would be interesting to determine in the long run the impact of this new strategic direction on organisational effectiveness and the effect on the different networks that HEPS-Uganda interacts with. They should draft a change management strategy, improve centralises access through formation of a knowledge base, improve documentation, and maximise existing platforms for learning.