3.2 Distribution of IM Roles in Operational Setups
Who should do what — and how do you structure the team?
The way IM responsibilities are distributed within organisations varies widely depending on operational scale, resources, structure, and staff profiles. In many settings, especially those with lean staffing or early-stage responses, IM tasks are carried out by individuals in diverse roles — including MEAL officers, project managers, or sector specialists. IM must therefore be understood as a set of responsibilities that can be distributed across teams, rather than limited to a single job title. However, as operations grow in scale or complexity, the need for dedicated IM capacity becomes clearer. IM then emerges as a distinct role, team, or coordination function — often linked to MEAL, technical programmes, or inter-agency structures.
This chapter provides practical guidance to Heads of Programmes on how to structure IM responsibilities across teams. It summarises lessons from sector-wide resources — particularly CartONG’s HR Pack (Tools 3 and 4) — to help country offices adapt IM structures to their own contexts.
3.2.1 Who is Handling IM - Five Common Scenarios
Understanding who is currently holding IM responsibilities is a good starting point to identify opportunities for improvement and scaling. Therefore, five scenarios capturing the assignment of IM responsibilities to specific roles are briefly outlined in the following. Heads of Programmes can use these scenarios as starting points to reflect on their own organizational context, current gaps, and long-term vision for IM.
A) Decentralized- MEAL staff with IM responsibilities
In this scenario, IM responsibilities are embedded within existing MEAL roles. For example, in a small emergency response team, there might not be any dedicated IM staff. Thus, the MEAL Officer might be responsible for designing data collection tools and reporting to internal and external audiences. The HQ might provide some ad-hoc support.
Most common for:
Small teams, early-stage offices, pilot projects.
Advantage
Disadvantages
Cost-efficient and flexible
Leverages existing staff knowledge
Easy to set up in new context
High risk of overload or skill gaps
Inconsistency in data handling
Dependency on external support
Adaptation / Scaling Tips:
Identify and mentor an internal IM focal point early on
Document processes to reduce staff turnover risks
Plan for dedicated IM support as programming grows or diversifies
B) Sector-integrated - Sector specialists with IM responsibilities
In this scenario, Information Management responsibilities are embedded within specific programme sectors. Technical leads — such as Education, WASH, or Protection Coordinators — manage data relevant to their area of expertise as part of their broader programme role.
For example, in a protection-focused programme, the Protection Coordinator may be responsible for managing the Gender-Based Violence Information Management System (GBVIMS) in addition to overseeing implementation. Given the technical and sensitive nature of such systems, it is often more appropriate for a sector specialist to take the lead — especially when data structures, classifications, and confidentiality requirements are closely tied to technical standards and case management workflows.
Most common for:
Organisations focused on a single sector with specific data managements standards (primarily Protection and Health)
Advantages
Disadvantage
Promotes sector-specific relevance and ownership
Reduces coordination overhead
Builds IM into existing programmatic processes
Inconsistent IM approaches across sectors
Risk of siloed or non-standardised data
Challenging in multi-sectoral responses
Adaptation / Scaling Tips:
Provide common tools and templates across sectors
Introduce a central IM support function as operations diversify
Encourage cross-sector peer learning and coordination
C) Specialized and ad hoc - Surge staff with IM responsibilities
In this scenario, Information Management responsibilities are assigned to short-term surge staff or external consultants in response to specific, time-bound needs. This is common in emergency contexts or during rapid scale-up phases when internal capacity is stretched.
For example, in a large-scale emergency response, a country office might bring in a short-term IM consultant to rapidly set up a case management system for shelter assistance, including registration forms, data workflows, and secure storage protocols. This enables field teams to immediately start enrolling participants and tracking assistance delivery, while the surge IM support ensures the system is operational, compliant, and adapted to the local context.
Most common for:
Organisations with limited IM expertise or short-term IM needs
Advantages
Disadvantages
Fast access to high-level technical skills (e.g., dashboarding, GIS)
Flexible and time-bound engagement
Avoids long-term staff cost
High cost per day/week
Risk of knowledge loss after departure
Requires clear TORs and supervision
Adaptation / Scaling Tips:
Pair consultants with local staff to ensure skills transfer
Use outsourcing to complement — not replace — core IM capacity
Plan a transition strategy for continuity after the assignment ends
D) Coordination-oriented - Dedicated IM staff
In this scenario, IM responsibilities are assigned to a dedicated IM Officer or Coordinator who focuses on the harmonization of data across sectors and the reporting to internal and external audiences. For example, in a country office running shelter, education, and protection projects with funding from various donors, a dedicated IM staff might align data collection and management processes to facilitate programme service delivery, like multisectorial service delivery.
Most common for:
Medium to large offices managing multi-sectoral responses and extensive coordination with clusters and/or donors
Advantages
Disadvantages
Centralised quality control and technical expertise
Supports inter-agency collaboration and reporting
Eases burden on programme teams
Requires sustained budget commitment
May create perception of IM “ownership” by a single unit
Role must be well integrated with programme leads
Adaptation / Scaling Tips:
Start with a surge or seconded IM profile before permanent recruitment
Position IM Coordinator as a service-oriented role to the full programme team
Build redundancy through upskilling of generalist staff
E) Comprehensive - Dedicated IM team
In this scenario, IM responsibilities are assigned to a dedicated IM team that supports multiple departments and projects with clearly defined focal points, SOPs, and tools. For example, in a large, regional and multi-sectoral operation, a dedicated IM unit might offer services for programme teams - ranging from assessments and analysis, to dashboard design and GIS.
Most common for:
Mature programmes with multiple sectors, partners, and long-term presence.
Advantages
Disadvantages
High institutional learning and data continuity
Clear accountability and internal support pathways
Scalable across projects and sites
Requires sustained investment and leadership buy-in
Coordination between teams must be actively managed
Risk of over-formalisation if not flexible
Adaptation / Scaling Tips:
Start with 1–2 IM roles and grow as funding allows
Formalise collaboration with clear mandates and SOPs
Integrate IM into strategy reviews, logframes, and PM processes
3.2.2 Blending Scenarios: Flexibility and Strategic Use
These scenarios are deliberately simplified and do not represent fixed models. In practice, country offices often combine elements from multiple scenarios depending on context, scale, and internal capacities. For example, a team may rely on decentralized IM practices at field level (Scenario A), while also engaging a consultant for data visualization (Scenario C) and developing a small cross-departmental IM group over time (Scenario E).
The purpose of these scenarios is not to prescribe a single structure, but to help Heads of Programmes reflect on what is currently in place, where responsibilities lie, and how IM capacity can evolve over time. They offer a lens to support strategic planning, hiring decisions, and internal role clarification.
For more detailed guidance on mapping IM responsibilities and adapting roles to specific settings, refer to CartONG’s HR Pack (Tools 3 and 4), which provide practical templates, case scenarios, and role-to-skill mapping tools designed specifically for humanitarian and development organisations. These tools can support internal planning exercises or team discussions around IM structuring.
3.2.3 Tools and Templates that can be Used:
Mapping roles & responsibilities: Guidance for a brief mapping exercise that identifies the roles and responsibilities for each step along the IM workflow, see section 3.2 of the IFRC's Data Playbook.
Aligning skills & functions: For a comprehensive overview of IM functions and the skills required for each, see CartONG's Professional Frame of Reference (Tool 1 and 2 of the HR pack).
Exploring scenarios in more detail: For a more detailed exploration of different scenarios, including organisational charts and a tool to map existing skills as well as needs, see Tools 3 and 4 of CartONG's HR Pack.
Job Descriptions: The competencies outlined in the previous chapter can be used as building blocks for job descriptions.For exemplary JDs, see here:
