Strategy and Workplan
- Janet
- FIS
- Manon Colas
Overview
Information management (IM) is a critical component of any OCHA office. A clear and simple IM strategy can help the OCHA head of office (HoO) focus the efforts of their information management unit (IMU) in order to maximize the impacts of the unit’s work. If there is no clear IM strategy in place, information management officers are often pulled into endless ad-hoc tasks, unable to focus on the core products and process that have the greatest overall benefit to the OCHA office and the wider humanitarian community.
IM should not be seen only as the responsibility of the IMU but the responsibility of the entire OCHA office, this is often referred to as the Whole of Office approach to IM. The IMU is the leader of the process but contributions from all OCHA staff are critical to success. The IMU should not be seen as a separate, stand-alone entity but integrated into the core functions of the office. The IMU needs to work closely with all other sections and the sub-offices in the collection of data, analysis of the information and production and dissemination of key coordination products.
Process
If using a whole of office approach to information management the following is accomplished:
All staff in the country office have a clear idea of each other’s role and input with regards to information.
Units work in editorial/project teams (for HRP, Snapshot, Bulletin, etc.) and have predictable procedures in place.
Management team regularly promotes information tools/products and reminds partners of information/data requests (eg. 3W data, funding data) in bilateral meetings and humanitarian fora.
Non-technical staff are encouraged to learn software/tools (that they tend to associate with the IMU) that would be useful in their work (eg. InDesign, Illustrator, MailChimp, RW Response, HiD, Excel)
Outputs/Resources
IMU work plan examples
IM strategy examples
Guidance
IMU work plans fall under the dotted line with HQ and Field working together via twice a year "office performance dialogues" to asses progress and make adjustments. Note this approach has not been finalized!