Organisations implement Knowledge Management (KM) processes to become more efficient and competitive. Due to differences in the goals and cultural practices between the public and private sectors, KM practices meant for the private sector cannot be applied to the public sector without appropriate modifications and vice versa. This case study assesses the KM processes of a public sector organisation in Pakistan, viz. Planning Commission, by using qualitative and quantitative approaches. The results and findings are based on twenty-six (26) interviews and a questionnaire-based survey of sixty (60) employees. The results highlight KM issues in four KM process areas: knowledge discovery, knowledge capture, knowledge sharing, and knowledge application. The study also identifies gaps that exist for adopting knowledge-based practices in the case study organisation. These are lack of institutional repository, formally designed and implemented training programmes, informal networking, and brainstorming, etc. The paper also proposes illustrative KM mechanisms that would facilitate the Planning Commission in introducing a formal knowledge management strategy to fill the identified gaps.