CapacityPlus is a USAID-funded global project focused on the health workforce needed to achieve the Millennium Development Goals. CapacityPlus offers state-of-the-art expertise, models, tools, training, and analyses adapted to each context. These services help countries move closer to having the right health worker in the right place with the right skills and support. We work with public, nonprofit, faith-based, and for-profit organizations contributing to better human resources for health. The site features:

• News and stories from the project

• Tools, resources, and publications in our Knowledge Library
• A weekly summary on health workforce news from around the globe, with links
• A listing of relevant conferences and meetings
• A blog with perspectives on the global health workforce challenge—and solutions.

By: Eng. Mousatafa Wahba, Competency Assurance & TVET Consultant

What is Knowledge Management KM within Enterprises & TVET Institutions?

1. In the present day, in a very simplified manner, Knowledge Management KM within an Enterprise or Technical and Vocational Education and Training TVET Institution can be considered as an approach that enables each member of the Enterprise / Institution to individually know and apply what the Enterprise or TVET Institution knows as a whole, enables the Enterprise or TVET Institution to know what each member knows individually and reuse it at group level, and allows each member to recognize what he / she do not know and should learn.

By Prof. Joseph O. Malo. KNAS and University of Nairobi

Abstract

The paper examines the role of traditional and indigenous knowledge and technology including the role of citizens in knowledge management of sustainable environment, health, water resources, education, habitat, disaster and emergency response, food security, clean energy etc.

The motivating factor is that most of the villages in developing countries are small and literally cut off from the rest of the world and hence under serviced. Social services particularly in health must therefore promote a combination of traditional and scientific approach. This calls for recognition of people who apply natural and traditional methods to sustain life.

Author : Shastry Njeru, Midlands State University, P. Bag 9055, Gweru, Zimbabwe

Abstract

Author: Dr Andreas Gerhardus (Dries) Velthuizen

Organizational Affiliation: Centre for African Renaissance Studies, University of South Africa (Academic Associate)

Contact Details: dries@africanwisdom.info - Mobile: +27834736478

ABSTRACT

By: Dr Nhamo W. Samasuwo, Learning and Innovation Subunit, Development Programme Services Unit (DPSU) Independent Development Trust (IDT), South Africa

Introduction

By: Raed M. Sharif Ph.D. Candidate in Information Science and Technology at the School of Information Studies, Syracuse University, NY, USA. Research Fellow at the Intellectual Capital Unit,The Development Bank of Southern Africa (DBSA) Email: {raedsharif@gmail.com} Phone: +27-72-419-4097, Mail Address: 337 Hinds Hall, Syracuse University. Syracuse, 13244, NY. USA

Abstract

Although it has always been an important asset to those who posses it, in the current knowledge society, information is considered as one of the most important goods in our daily life (Porat, 1977; Machlup & Mansfield, 1983; Mueller 1995; Stiglitz, 2000).

By: Dr Yousuf Maudarbocus

INTRODUCTION

In this modern era, development is largely based on technology. Africa is lagging behind other regions mainly because of its inability to make optimal use of modern technological development.

By: Dr Xola Mati - Xola@assaf.org.za,, Mr Takalani S. Rambau Simon@assaf.org.za Academy of Science of South Africa

Abstract:
Scientific policies cannot be formulated in a scientific vacuum, it is essential that the government must ensure that its science-related policies and decisions are based on scientific evidence. Therefore, the purpose of this paper is to discuss ways that can contribute towards the development of Academies of Science in Africa so that they can play an important role towards the generation of evidence-based policy advice to their governments and the public. It is necessary to ensure that the best practices on providing ‘good advice’ are embedded in the now established African Academy bodies that have capacity to provide evidence-based science advice.

By: Kgabo Masehela and Isaac Nkuna, Limpopo Legislature

Background

The Republic of South Africa is a democratic state as stated in the Constitution of South Africa of 1996; it therefore has an obligation to ensure the maximum realization of the values of accountability, transparency, effective oversight agencies and institutions, agencies that are accountable to the public. In terms of the Constitution, parliament and legislatures as one arm of government at the provincial spheres play a crucial role in ensuring amongst others:

• Conduct oversight S 114(2)(b)/133(2)5 and-the-PPMA;

• Hold the executive accountable -S 114 (2)(a); and
• Protect and ensure maximum realization of the values of transparency, accountability, and open democratic process with respect to parliament itself

Corresponding author: Dr Lulama Makhubela - Intellectual Capital, Development Bank of Southern Africa, 1258 Lever Road, Headway Hill, Midrand; lulum@dbsa.org
Dr Robert Van Niekerk Centre for the Analysis of South African Social Policy, Oxford University, UK; Robert.vanniekerk@socres.ox.ac.uk

Abstract

By: Jack Fine and Thembisa Norushe

INTRODUCTION AND BACKGROUND

The Director-General: Provincial and Local Government, Msengana-Ndlela, (2006), identified that the provision of basic service delivery and infrastructure still has to face the challenge of the slow pace and poor quality of service delivery. Specific mention was also made of the water, sanitation, and housing backlogs (Msengana-Ndlela, 2006:28).

BCM has made significant progress in meeting the basic needs of the majority of its population through the provision, expansion, upgrading and building of the necessary services. However, service delivery still has to overcome a number of challenges and setbacks in order for BCM to fully realise its aims and objectives to service the entire population within its jurisdiction.

By: Graeme Bloch (Education Specialist, DBSA) graemeb@dbsa.org

Introduction: Theoretical Issues

This paper examines a policy intervention process, in which the Development Bank of Southern Africa (DBSA) played a central facilitating role on behalf of government in drawing up an Education Roadmap for the new incoming government of South Africa.

Questions are raised about the conditions that led to the specific request to DBSA as well as about DBSA’s positioning to participate as credible broker in this education policy development process. The wider social conditions and concerns that opened up space for critical policy development are clearly a part of this complex equation.

In addition, the limitations and specificity of the whole process are identified. This leads to some critical questions relating to follow up and implementation, and thus about the efficacy and impact of the particular policy intervention.

* NTIC = New Technologies of Information and Communication / Nouvelles Tecnologies de l’Information et de la Communication

By: Amadou Mahtar M’bow and Madiagne Diallo

Abstract :The sector of Information Technologies (IT) is now among the most dynamic of the globalized world. The rapidly changing and growing telecommunications sector ensures to the IT sector its easiness and power to shorten distances, in particular bringing people through its great nucleus called the Internet network.

The technological convergence that allows to combine data, voice and video in a single package and send it with Internet Protocol (IP) makes this huge network a considerable player in today and in future societies. In this article we provide an analysis on the evolution of IT and respectively its impact on societies and universities.

This overview attempts to present useful key ideas necessary for the development of a community animation model in language that is clear and empowering in such a way that it emphases the application of Know-How. The structure as presented here draws together experiences from using the following models in an African context: Isivivane for Change and Transformation (Banhegyi 2001-2007) Isivivane . Additionally, the model draws inspiration from models developed by Walsh & Ungson (1991), Collison & Parcell (1998), Nonake & Takeuchi (1995) in that it emphasises the cultural context, group dynamics and linkages between participants. The approach stimulates a community into action and provides a basic know-how useful in the design and support of a sustainable system and guides a user through that which needs to be done in order to attain success.

If you are new to social media and are still exploring the area, here are 4 steps to help you get the best out of it:

• Step 1: Explore - search & browse for content that interests you. Find out where your friends, colleagues and peers spend their time on the web. Particularly look for notable commentators and figures in the area in which you are interested, subscribe to their personal blogs and follow the comments and conversations.

Knowledge results from humans interacting with their environment and upon each other. As human interaction is the source of knowledge, it is necessary to ask what factors may impede the effective generation of knowledge and the sharing of know-how. Knowledge sharing / creation can only occur in the context of a 'safe space' but unfortunately many organisations find it difficult to maintain those conditions of culture and lived values that make for a safe space. This represents a paradox and a challenge to all key role players in such institutions who profess to support KM to take an honest, objective look at themselves. There are a number of behavioural factors related to power politics which are known to impede KM activities. These behaviours are particularly important because they are emulated in a cultural context (Katz and Kahn). Behaviours that negatively impact knowledge sharing and the practice of KM include:

• Uninvolved, disinterested leadership

KNOWLEDGE MANAGEMENT FOR SERVICE DELIVERY IN THE SOUTH AFRICAN PUBLIC SECTOR

• The purpose of this paper is to share with the Conference the findings of the research conducted on Knowledge Management for Service Delivery in the South African Public Sector in 2007/2008 .

• The concern was why is it that after the new Government in South Africa took office in 1994 and have addressed so many of the service delivery challenges, service delivery strikes have continued from the community and public servants perspectives.
  

Barasa Chrispinus Kuloba M.ED (VOX) B.EDISU (EU)

ORGANISATION AFFILIATION: Nang'eni Secondary School, PO Box 819, Bungoma, 50200, Kenya

How organisations can leverage intellectual capital to enhance capability & Performance - Rachel Muga Monyoncho

PREPARED BY: RACHEL MUGA MONYONCHO-DIVISION HUMAN RESOURCES MANAGER, NORTH AND EAST AFRICA DIVISION-COCA-COLA SABCO
P. O. Box 73577 Nairobi-Kenya, Tel +254733461230
Email: rmonyoncho@ccsabco.co.za or rmonyoncho@gmail.com

INTRODUCTION

The concept of knowledge management is not new; it is rapidly getting a lot of attention in many areas in business. It encompasses identifying and mapping intellectual asset within the organization and generating new knowledge for competitive advantage.

Corporate governance on the other hand refers to the framework within which organizations are structured and how decisions are made in an organization. It is therefore impossible to discuss knowledge management in isolation of leadership and governance practices in an organization.

PROBLEM STATEMENT

TITLE: Fluid Populations. Porous Borders: Can a Regional Emergency Early Warning mechanism mitigate against the impact of disaster situations? (working title)

AUTHOR: Miss H. Nanjala Nyabola

ORGANISATION: The University of Oxford

POSTAL ADDRESS:
P.O. Box 61666
Nairobi 00200
KENYA