المملكة: "Non-profit" It issues knowledge management to protect expertise and enhance governance and sustainability

Release The National Center for Non-Profit Sector Development provides a comprehensive guide to knowledge management to enhance governance and transparency.

The guide aims to document experiences and protect them from loss to ensure the sustainability of institutional work and raise the operational efficiency of organizations.

The Center stressed that the greatest challenge for entities is to transform the implicit knowledge hidden in the minds of individuals into explicit and documented knowledge. This transformation ensures that expertise is preserved and circulated in program development, and that it is not lost when employees or volunteers change.

The guide explained that knowledge management has become An integrated administrative system that builds institutional memory and supports decision-making. This system contributes to stimulating innovation and compliance with the requirements of the Center and the Personal Data Protection System (PDPL) to enhance the confidence of beneficiaries and donors.

The publication clarified the division of institutional knowledge into two main types, the first of which is tacit knowledge based on accumulated practical experiences and expertise. This knowledge is of high strategic value, such as crisis management and field work experiences, despite the difficulty of documenting it directly.

The second type is explicit knowledge documented in manuals, regulations, and regulations, which can be shared and updated continuously. The guide warned of the danger of losing tacit knowledge due to the departure of employees, or losing the usefulness of explicit knowledge if it is not updated.

The center indicated that classifying knowledge enhances operational efficiency through easy access to information and protecting expertise from loss. Knowledge management goes through five stages, starting with collecting data, then organizing and archiving it electronically, followed by sharing knowledge between departments.

The stages continue by employing knowledge to transform the lessons learned into business policies, and conclude with assessing the quality and modernity of the information and its periodic review. This course is based on seven strategic objectives to support decision-making and document documentation in accordance with regulations and legislation.

The guide revealed operational benefits amounting to improving efficiency by between 20% and 40%, reducing errors and saving time. Experiments have proven that building unified databases reduced duplication of beneficiary registration by 40%, and saved 20% of training budgets.

He added that technical connectivity between departments led to a reduction in report preparation time by 35% and a reduction in the training period for new employees from three months to six weeks. These developmental measures were reflected in raising the satisfaction rate of beneficiaries from 65% to 87% after redesigning the programs.

The guide monitored challenges facing organizations, most notably the weak culture of documentation, resistance to change, and lack of digital tools. He proposed solutions that include spreading a culture of participation with incentives, and investing in digital platforms, to achieve documentation of 80% of the lessons learned annually.

The guide reviewed the experience of a development association that applied digital checklists to raise the documentation rate to 78% within four months. He stressed the importance of employing central digital solutions and data analysis dashboards to link documentation with governance requirements.

The Center stressed the need to adhere to compliance standards, provide written guides to policies, and adopt them as a reference for decisions instead of individual jurisprudence. It called on organizations to implement a personal data protection system by specifying permissions to access information and conducting periodic reviews.

The guide pointed out the importance of publishing financial and operational performance reports quarterly and impact reports annually to enhance transparency and disclosure. He recommended publishing the approved policies and disclosing those in charge of the entities to raise the level of societal trust and serve the goals of the Kingdom’s Vision 2030.