2.3 Getting Started with IM
Strong Information Management (IM) systems don’t emerge automatically — they must be intentionally planned, resourced, and embedded within a Country Office’s (CO) programmatic structures. This section serves as a practical guide for Heads of Programmes (HoPs) seeking to initiate or strengthen IM practices in their operations, especially in contexts where IM systems are still emerging.
The process can be approached in three broad phases: Planning, Designing Systems, and Sustaining and Scaling. Each phase includes simple, actionable steps that build toward a sustainable IM approach grounded in programme needs and contextual realities.
2.3.1 How to Start IM in your CO
Phase One: Planning
Step 1: Assess CO or AO IM capacities and needs
The Planning phase begins with an honest assessment of the CO or Area Office (AO)’s current IM landscape. Before designing any new processes, it’s essential to reflect on what IM capacities already exist — even if they’re not formally called IM. Often, relevant tasks are embedded in MEAL or programme functions (see Chapter 1.1 for distinctions between MEAL and IM). This step includes identifying:
Staffing:
Who currently supports IM tasks (whether formally or informally)?
Are job descriptions and responsibilities clear?
Skills: What is the team’s level of digital literacy?
Tools: Which tools and platforms are already in use?
Infromation Needs: What are the programme’s most urgent data and information needs?
This initial mapping helps determine whether IM can be strengthened internally, whether external support is needed (e.g. from HQ or regional teams), or whether a phased, gradual approach is best. Moreover, this helps the HoP understand where to begin — whether by reinforcing existing practices, filling critical gaps, or laying the groundwork for longer-term improvements.
Step 2: Appoint a temporary IM focal point (if needed) Where IM capacity is limited or fragmented — and there’s no dedicated IM role — the next step is to appoint a temporary IM focal point. This individual can be drawn from the MEAL or programme team and and will play a coordinating role to move the next steps forward. While not mandatory, assigning a focal point ensures ownership of the process and allows the HoP to delegate day-to-day follow-up while retaining strategic oversight.
Step 3: Take stock of existing IM practices With a focal point in place, the team can now take inventory of what’s already being done:
What data is being collected?
Who collects it?
How is it stored, used, or shared?
This “IM mapping” helps uncover both strengths and inefficiencies. It also ensures that any new processes or systems build on existing practices rather than duplicating or discarding what already works.
In addition, consider asking:
How standardized are the tools, forms, and data structures? Are different projects using consistent formats, variable names, and response categories — or is each team starting from scratch?
How protected is the data? What measures are in place for access control, encryption, or anonymization? Are there sensitive datasets with unclear safeguards?
What systems and platforms are currently in use? (e.g. KoboToolbox, Excel, SharePoint, CommCare, DHIS2). Are they used consistently across teams, or are there overlapping or disconnected tools?
How interoperable are these systems? Can data be easily transferred, merged, or reported across projects and sectors, or does data sit in silos?
How and where is data archived? Are datasets or documents from completed projects accessible and reusable? Or are they lost across inboxes, hard drives, or staff turnover?
How much of the IM process is manual vs. automated? Are staff spending large amounts of time on manual cleaning, merging, or formatting that could be streamlined?
What human capacity exists for IM? Who is doing IM tasks (even informally)? Are roles and responsibilities clear, or do people carry out IM tasks without formal recognition?
How is data used in programme implementation? Is there evidence that data informs targeting, planning, coordination, or adaptation — or is it primarily used for reporting only?
What are recurring IM challenges? (e.g., slow data processing, lost files, inconsistent formats, lack of access in the field). What’s already been tried to solve them?
Step 4: Map immediate IM priorities After assessing existing practices, the next step is to identify urgent IM needs that must be addressed early on, focusing on essential tasks. These might include participant registration systems, basic reporting workflows, or fulfilling donor compliance requirements. Focusing on immediate needs allows offices to demonstrate early results and avoid overengineering systems before there is capacity to sustain them.
This step is particularly important because it helps teams narrow their focus and avoid feeling overwhelmed by the breadth of IM. By starting with clear, achievable priorities, it becomes easier to build momentum and confidence.
Step 5: Estimate IM Resource Needs and Plan for Budgeting
With priorities defined, the next step is to estimate the resources required to support early IM efforts and plan for them in upcoming budgets. This includes identifying staffing needs (e.g., dedicated IM roles or focal points), required tools or systems (such as data platforms or visualization software), training or capacity-building activities, and any external technical support. By integrating IM resourcing into planning and budgeting cycles early on — whether for annual plans, donor proposals, or contingency funding — HoPs can avoid common pitfalls such as under-resourcing IM, relying solely on temporary workarounds, or retrofitting tools too late in the program cycle.
Phase Two: Designing IM Systems
Step 6: Develop a Basic IM Strategy or Action Plan Once priorities and available resources are clear, it’s time to articulate a simple IM strategy or action plan. This doesn’t need to be a long document — even a two-page plan can help guide efforts and align teams.
Key components of an IM strategy:
Define strategic objectives (e.g., improve reporting quality, reduce duplication)
Outline key activities (e.g., rollout Kobo for assessments, train staff on data cleaning)
Identify resource needs (e.g., staffing, software, infrastructure)
Set timeline and assign responsibilities.
This living document should be revisited and updated regularly — especially as capacity and tools evolve.
Step 7: Establish IM Standards, SOPs, and Documentation Practices To ensure consistency and accountability, establish clear step-by-step guidelines and Standard Operating Procedures (SOPs) for routine IM tasks such as:
Sharing and archiving data
Reporting indicators
Managing participant databases
Collecting and storing data
These SOPs don’t have to be perfect from the beginning; they can evolve over time. What's important is to make roles, processes, and rules clear for all involved.
In parallel, start a documentation system (even a shared folder or wiki) where all IM-related guidance, templates, and policies are stored and easily accessed by staff.
Example of SOP
Step 8: Strengthen Governance and Oversight Mechanisms At this point, it’s important to clarify who owns which parts of the IM process. Assign roles for validating data, overseeing quality, sharing results, and safeguarding sensitive data. Build regular check-ins into programme workflows — such as monthly data reviews, cross-department meetings, or quality spot-checks.
HoPs should focus on:
Clarifying ownership of data and deliverables — assign roles for validating data, overseeing quality, sharing results, and safeguarding sensitive data
Documenting SOPs and ensuring staff know where to find them.
Creating oversight routines — build regular check-ins into programme workflows such as monthly reviews or coordination meetings for data quality.
Ensuring data responsibility — with informed consent, risk mitigation, and secure data handling practices.
See 1.5 IM Governance for more foundational guidance on IM governance structures.
Phase Three: Sustaining and Scaling IM
Step 10: Balance Global Standards with Local Adaptations
Many organizations provide centralized IM systems, tools, and guidance to ensure consistency, security, and interoperability. However, these systems must also be flexible enough to work in varied local contexts. Adaptations should be based on clear criteria such as language requirements, digital literacy levels, available infrastructure (e.g., connectivity, electricity), staff capacity, and the specific data needs of programme service delivery in each location.
At the country or area office level, HoPs should:
Adopt global tools where feasible (e.g., NRC CORE, NRC Collect, standardized indicator libraries).
Allow for local adaptations— such as language, formats, or workflows — while maintaining standard core variables.
Document any customizations for transparency, especially during handovers.
Involve field teams in tool selection and adaptation to improve ownership and usability.
This step helps ensure that information flows are aligned with the operational demands and quality standards of programme service delivery, as well as global reporting requirements. The goal is to avoid duplicate systems while supporting field teams with fit-for-purpose tools that enhance coordination, accountability, and timely response.
For more on data standardization, including practical tools to align global standards and context-specific categories see 5.2 Data Standardization & Data Harmonization. For more on local IM challenges, see 4.1 Operating IM Systems in Resource-Constrained Settings and 4.3 Field-Based Challenges and Lessons Learned.
Step 10: Review and Adapt Systems Regularly IM systems should evolve with your programme. Build in periodic reviews — every 6 or 12 months — to check what’s working, what’s not, and what needs to be improved or scaled. Involve users (especially field staff and programme leads) in these reviews to ground adaptations in real operational needs.
Also, anticipate growth. As your data volume or programme complexity increases, make sure tools, staffing, and workflows can scale without creating bottlenecks.
2.3.2 Ensuring Successful Adoption: Change Management
Any organizational change, whether in systems, processes, or structures, is likely to encounter resistance. This holds true for the introduction of new IM practices or tools, which may be perceived as technical, time-consuming, or disruptive to existing routines. Resistance is often not due to unwillingness but to uncertainty, lack of clarity, or limited support.
This is why Change Management is essential — not as an afterthought, but as a core part of IM planning and implementation.
A helpful framework to structure this transition is the ADKAR model, developed by Prosci. It focuses on managing individual change to achieve organizational transformation and consists of five key elements:
The ADKAR Model Applied to IM Rollout
Awareness
Staff understand why IM changes are happening
Share clear messaging about the purpose of new tools or processes — e.g., "This new data form helps us report more accurately to donors and avoid audit issues."
Desire
Staff are motivated to participate in the change
Link IM to things staff care about: easier reporting, better feedback loops, less duplication. Involve them in early design.
Knowledge
Staff know how to change
Offer short trainings, walkthroughs, and practical guides. Provide examples from similar contexts.
Ability
Staff have the skills and resources to make the change
Ensure access to devices, credentials, internet, and support. Pair technical training with mentoring or office hours.
Reinforcement
Keep the change in place over time
Celebrate quick wins, acknowledge team efforts, and follow up regularly. Embed IM in workflows and job descriptions.
💡 IM is only as effective as its adoption. Even the best tool or dashboard won’t help if no one understands, trusts, or uses it consistently.
Additional Tips for IM Change Management in Humanitarian Settings:
Co-create tools and forms with programme staff to increase ownership.
Pilot changes in one area before scaling — learn and adapt.
Normalize feedback loops — make it easy for staff to flag issues or suggest improvements.
Support transitions — during handovers, make sure new staff are introduced to IM systems and expectations from day one.
In high-turnover environments, SOPs, mentoring, and shared platforms are more effective than once-off trainings.
2.3.3 Key Takeaways
IM must be intentionally launched and grown — starting with a clear understanding of capacity and needs.
HoPs play a central role in initiating, resourcing, and embedding IM into their teams.
A simple IM strategy and SOPs go a long way toward building consistency and reducing friction.
Balancing global systems with local constraints requires flexibility — but also structure.
Change management is essential: IM is only effective if it is understood, trusted, and consistently used.
REFERENCES & FURTHER READINGS:
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