Effective approaches for knowledge management and knowledge sharing do not come easily to government at either local or national levels. As Sinclair (2006, p.14) comments, ‘knowledge management is counterintuitive in relation to how government organisations have traditionally functioned. The average government office functions through a strict adherence to policies, rules and hierarchy – not at all how knowledge management tends to work’. Added to this, knowledge management is sometimes perceived as elitist or impractical, adopted as a management fad by private sector multinational corporations, but unsuitable and impractical in the public sector.