Cluster Working Group on Early Recovery€¦ · Web viewCluster Working Group on Early Recovery. Information Management Strategy. Prepared for. United Nations Development Programme

Cluster Working Group on Early RecoveryInformation Management Strategy

Prepared for

United Nations Development ProgrammeBureau of Crisis Prevention and Recovery

Prepared by

Nicole RencoretInformation Management Officer

on secondment to theCluster Working Group on Early Recovery

Field Information Services UnitUnited Nations Office for the Coordination of Humanitarian Affairs

DRAFT – 21 July 2008

Summary of recommendations

Raise awareness among UNDP and CWGER member agencies at both headquarters and in the field of their responsibilities as per the UNDP Policy on Early Recovery and the Operational Guidance on Responsibilities of Cluster/Sector Leads & OCHA in Information Management. UNDP Country Offices and ER Cluster/Network member agencies should be aware of and encouraged to establish IM focal points in all existing and new ER Clusters/Networks, appealing to UNDP headquarters and the global CWGER for IM support as required .

Incorporate IM and propose concrete initiatives to address IM-related issues raised in both policy documents in the Project Brief: Early Recovery Policy implementation of UNDP, taking into consideration human and financial resource implications for implementation at both UNDP headquarters and in the field (UNDP Country Offices and UN Humanitarian/Resident Coordinator Offices), ensuring UNDP programmatic and ER Cluster Lead responsibilities are simultaneously met.

Recruit a CWGER Information Management Specialist (Early Recovery). Based in the office of the ER Team of UNDP BCPR in Geneva, the IM Specialist should have a strong background and a comprehensive understanding of IM and its role in supporting coordination. S/he will be the focal point for IM on behalf of the CWGER in global inter-agency and inter-cluster IM fora, including the Inter-Agency IM Working Group.

Identify and maintain CVs of qualified IM Specialists (internal and external) on the ER Expert Roster. This process has already begun, with a number of CVs of candidates for the recently advertised IM Specialist (Early Recovery) position for Myanmar kept on file for possible future deployments. UNDP should circulate the generic job description (Annex B) and country-specific versions through the UNDP website, ReliefWeb and OCHA IM networks as the need arises. Existing UNDP IM capacity should be deployed as initial surge support where required.

Develop IM training modules and contribute/participate in inter-cluster IM training programmes. As mentioned above, these initiatives are already underway and efforts should continue to ensure IM remains a key component of the ER training programme. UNDP should continue to participate in future OCHA IM trainings as well as contribute to the development and piloting of the proposed inter-cluster IM training programme.

Actively participate in the IA IM WG/IASC Task Force on IM. Until the proposed IM Specialist is recruited, UNDP should nominate an interim focal point to participate in the IA IM WG and engage with OCHA and other partners on inter-agency and cluster initiatives, including the proposed inter-agency web platform and inter-cluster IM training programme. As a member of the IASC Working Group, UNDP should endorse the Concept Note for the proposed IASC Task Force on IM when it is circulated for electronic endorsement in the third quarter of 2008.

CWGER Information Management Strategy ii

Promote the secondment, loan and recruitment of OCHA IM staff to UNDP for ER and longer-term recovery. When preparing to downsize/stand down initial humanitarian response IM capacity, OCHA and UNDP should together explore the possibility of a transfer of IM staff to support the handover and transition throughout the ER and recovery phases.

Promote UNDP-OCHA collaboration in CPRP-net and other KM initiatives. Efforts are currently underway to increase cooperation on KM and IM for mutual learning and benefit to both organizations.

CWGER Information Management Strategy iii

Table of Contents

Summary of recommendations ii

1. Introduction 1

2. Background 1

3. What is information management and can it support early recovery coordination? 2

4. Policy and guidance related to information management 2

5. UNDP and information management 4

6. Information management capacity 5

7. Information management partnerships 7

Annexes

A. Job Description: Information Management Specialist (Early Recovery)Cluster Working Group on Early Recovery 10

B. Generic Job Description: Information Management Specialist (Early Recovery)Various Duty Stations 15

C. Extracts from UNDP Policy on Early Recovery and Operational Guidance on Responsibilities of Cluster/Sector Leads& OCHA in Information Management 21

CWGER Information Management Strategy iv

1. Introduction

The aim of this information management (IM) strategy is to provide a roadmap through which UNDP can address its IM responsibilities in the context of its role as Global Cluster Lead of the Cluster Working Group on Early Recovery1 (CWGER).

The strategy outlines the commitment UNDP has pledged to IM in its corporate policy on early recovery, in addition to its IM responsibilities as outline in the guidance document endorsed by the Inter-Agency Standing Committee (IASC – of which UNDP is a member). It identifies the areas of priority and makes recommendations that aim to address some of the implications for operationalisation of the policy and guidance at the global level.

While the recommendations are primarily directed at UNDP for action as CWGER Cluster Lead, the proposed actions and issues raised in the IM strategy may also be of interest and of relevance to CWGER member agencies. Considering its leading role in humanitarian IM support to clusters, it is also recommended that OCHA supports the implementation of this strategy through continued IM collaboration and the provision of additional guidance and technical support on IM as appropriate.

2. Background

Effective humanitarian action, including early recovery (ER), requires access to reliable, accurate and timely information. Well-managed information that is collected, processed and disseminated among humanitarian and recovery actors is the foundation on which successful ER programming is based. Humanitarian activities, carried out in chaotic and fast-changing environments by multiple actors, often lack even the most basic information systems, leading to possible inaccurate and untimely information, duplication of effort and non-optimal use of resources.

While it is generally recognised that information is critical to humanitarian coordination and decision making to guide and enable an effective overall response, not enough attention has been given to the importance of IM in ER and longer term recovery and development efforts. A seamless transition requires the integration and inclusion of ER in IM processes and systems established by humanitarian actors (and vice versa), allowing for a phased handover and more sustainable IM throughout the emergency, early recovery and recovery phases.

With 24 members2 at the global level and early recovery support provided to over 40 countries (2007-2008), the CWGER relies on information to guide global ER decision making and coordination as well as support the coordination and activities of ER Clusters and Networks in the field. Their effectiveness depends on information systems and processes that facilitate information sharing with cluster partners, that in turn feed into and contribute to inter-cluster IM coordination led by OCHA.

1 While the contents of the strategy may make reference to and draw on experience in IM activities conducted in the field, it principally focuses on IM at the global level in terms of how it can support the overall coordination of early recovery.2 CWGER is composed of the following partners: UNDP (Cluster Lead), ActionAid, Caritas International (observer), FAO, ICRC, IFRC, ILO, InterAction (observer), IOM, ISDR, Mercy Corps, OCHA, OHCHR, ProAct Network, UNDGO, UNEP, UNFPA, UNICEF, UNHCR, UN-HABITAT, UNOSAT, UNV, WHO, WFP, WSPA

CWGER Information Management Strategy 1

3. What is information management and how can it support early recovery coordination?

The term information management covers “the various stages of information processing from production to storage and retrieval to dissemination towards the better working of an organization; information can be from internal and external sources and in any format3.”

IM supports ER throughout all four stages of the IM chain: collection, processing/storage, analysis and dissemination. For the CWGER, this means:

Collection: As Cluster Lead, UNDP collects a range of information from CWGER partners for coordination purposes. The use of matrices, templates, surveys and similar standards for information collection allows more comparable and inter-operable information.

Processing and storage: Raw data is of little use to recovery decision makers. IM adds value by transforming both numerical and narrative data into useful products such as ER reports from the field, ER News Updates, deployments from the ER Expert Roster and Who does What Where matrices, etc. The storage of such data and information systems should be based on a user-centred approach in order to make access and retrieval efficient and intuitive for UNDP ER staff (at both headquarters and in the field) and CWGER partners.

Analysis: Given the wealth of disparate information available related to ER, analysis is necessary to ensure that key information is prioritized and utilized in such a way as to effectively inform and support the decision making process. The analytical process may include the disaggregating or combining of data/information (or a combination of both). This could be done, for example, in order to establish a global view of ER activities and support provided to the field, identify possible overlaps and/or gaps.

Dissemination: Effective IM involves the distribution of information through appropariate channels in order to avoid either an information drought, or an information overload. Examples include the ER Plenary listserv, ER website, hard copies circulated at CWGER Plenary meetings, CWGER presentations, as well as internal UNDP dissemination channels such as the UNDP Intranet and its internal collaborative platform, Sharepoint.

4. Policy and guidance related to information management

As ER Cluster Lead, UNDP is responsible for ensuring appropriate IM needed for an effective and coordinated intra-cluster response as per the IASC-endorsed Operational Guidance on Responsibilities of Cluster/Sector Leads and OCHA in Information Management (hereafter referred to as Operational Guidance on IM). UNDP has committed to work closely with CWGER partners and OCHA to establish the systems and processes needed to ensure coherence and coordination between intra- (ER Cluster/Networks) and inter- cluster IM activities.

The Operational Guidance on IM specifies that at the country level, UNDP should:

Ensure that adequate human and financial resources are dedicated to IM in support of early recovery coordination;

3 Association for Information Management (2005): http://www.aslib.co.uk [accessed 16 July 2007]


http://www.aslib.co.uk/

Establish a process for the Early Recovery Cluster/Network for information sharing and with OCHA for inter-cluster information sharing; and

Contribute to inter-cluster coordination led by OCHA.

The Operational Guidance on IM notes that CWGER partners are equally responsible to contribute to overall IM efforts, and are expected to be proactive partners in exchanging information (both within and beyond the CWGER at the global, or ER Cluster/Network at the country level), adhering to commonly agreed definitions and indicators and using common baseline or reference data relevant to situational understanding and the response. Governments also play an important role in ensuring that IM is based on existing, national IM systems in a sustainable manner.

To further strengthen its role as ER Cluster Lead, BCPR on behalf of UNDP recently developed a corporate policy on ER that recognises IM as a foundational area for recovery. Adopted by UNDP’s Operations Group, the UNDP Policy on Early Recovery (hereafter referred to as ER Policy) defines UNDP’s roles and responsibilities in ER at all levels and within the UN system.

A project brief4 is currently being prepared by UNDP BCPR for the implementation of the ER Policy, proposing activities, time frames and indicating required resources. It is surprising to note that despite the number of times the ER Policy itself refers to IM, IM is only mentioned once in the project brief under the key result area “Coordinated ER Planning: Knowledge and Policy”. The project brief does not list any concrete initiatives nor propose any commitment to move ahead in IM.

The ER Policy highlights the importance of linking IM systems to those of national authorities and commits to increased collaboration with humanitarian information systems (particularly those of OCHA) to capture the needs of early recovery and to support national decision making for early recovery.

The ER Policy articulates the organization’s corporate commitment to IM in support of ER, pledging to:

Uphold existing information systems established by the authorities or by the UN, particularly OCHA;

Provide staff support where there may be technical knowledge and staffing gaps in foundational areas for recovery, including information management; and

Place technical staff support within the HC/RC Office, to work with the OCHA-led humanitarian information management system helping to maintain its data and expanding it to include elements of importance to early and full recovery.

The ER Policy also recognized the importance of OCHA as a strategic partner for UNDP and commits to increased collaboration between the two in the areas of support to the RC/HC through, inter alia, IM systems and staff and training exchanges.

Annex C presents extracts of the two documents relating to IM.

4 See Project Brief: Early Recovery Policy implementation of UNDP, UNDP, Version 1.1 (27 June 2008)


5. UNDP and information management

While there is currently no single person responsible for IM5 at the Early Recovery Team (ERT) of UNDP’s Bureau of Crisis Prevention and Recovery per se, information work is still being done. Indeed, it could be said that IM is conducted by all ERT staff in one form or another, whether it be disseminating new updates to CWGER member agencies or maintaining a matrix of deployments from the ER Expert Roster.

However, recent experience shows that UNDP’s current ad hoc approach to IM is not necessarily addressing and supporting its role as ER Cluster Lead. As described above, the role of ER Cluster Lead carries certain IM responsibilities as presented in the IASC-endorsed Operational Guidance on IM does the ER Policy, both of which have implications for UNDP BCPR’s work to support early recovery coordination.

There is currently a significant gap between the issuance and endorsement of the above-mentioned policy and guidance and their actual implication on the ground. Not enough corporate attention has been paid by UNDP (and by extension, the CWGER) to the Operational Guidance on IM and the ER Policy, nor recognition given to their resource (human and financial) implications.

At UNDP headquarters, IM is generally seen as information and communication technology, as reflected in its corporate Information Management Strategy6 that focuses purely on computer systems and hardware. It is important to note that although the IM process is often reliant on technology, the process should not be confused with technology itself. The “non-technical” aspects of IM should not be underestimated and UNDP should give greater consideration to the processing/storage, analysis and dissemination of information and its implications for ER coordination. The ER Policy is a good start for the institutionalisation of IM within UNDP.

To date, IM efforts to support to ER coordination in the field have been haphazard at best, often through the adoption of a locally invented approach, hiring project-specific short-term experts to address IM-related needs of a UNDP ER programme. Upon conclusion of the project or programme, IM efforts are often discontinued and valuable IM systems rich with data and information are left behind with little follow up or future use. In some cases, the lack of corporate attention given to IM by UNDP has resulted in its inability to respond to official requests for IM support for ER, as demonstrated in Bangladesh7 and Kosovo8.

However, there are exceptions. Recent examples of UNDP conducting IM in support of ER coordination include Indonesia9 (as part of UNDP’s ER Assistance Programme following the 2006 Java earthquake); Sudan10 (related to the UNDP Threat and Risk Mapping and 5 Currently, the UNDP BCPR/CWGER Knowledge Manager is acting IM focal point. No IM-dedicated capacity has existed at UNDP BCPR/CWGER since the conclusion of a four month secondment of an OCHA IM Officer in June 2008.6 See UNDP Information Management Strategy: http://practices.undp.org/management/ims/strategy.shtml.7 See Effective Disaster Communications Plan for the Cyclone Response and Recovery (UN Resident Coordinator’s Office, Bangladesh, December 2007).8 See Note for the File: Information Management in the Office of the Development Coordinator (CWGER/OCHA, March 2008).9 See Information management in support of early recovery in Indonesia – Mission Report (CWGER/OCHA, May 2006).10 See “Toward Shared Information Management in Sudan: The Threat and Risk Mapping and Analysis Project”, Crisis Prevention and Recovery Practice News, March 2008:


http://practices.undp.org/management/ims/strategy.shtml

Analysis/TRMA project in Eastern and Southern Sudan); and Myanmar11 (for the Early Recovery Cluster and Network, following Cyclone Nargis). In most cases IM activities support both ER Cluster/Network coordination in addition to UNDP ER programmes, with staff typically based in the Office of the Humanitarian/Resident Coordinator or the UNDP Country Office.

While no IM-specific capacity exists at UNDP regional offices, regional staff in Bangkok12

and Panama13 recently expressed interest in strengthening their own IM capacities and activities for early recovery.

Recommendations

Raise awareness among UNDP and CWGER member agencies at both headquarters and in the field of their responsibilities as per the UNDP Policy on Early Recovery and the Operational Guidance on Responsibilities of Cluster/Sector Leads & OCHA in Information Management. UNDP Country Offices and ER Cluster/Network member agencies should be aware of and encouraged to establish IM focal points in all existing and new ER Clusters/Networks, appealing to UNDP headquarters and the global CWGER for IM support as required14.

Incorporate IM and propose concrete initiatives to address IM-related issues raised in both policy documents in the Project Brief: Early Recovery Policy implementation of UNDP, taking into consideration human and financial resource implications for implementation at both UNDP headquarters and in the field (UNDP Country Offices and UN Humanitarian/Resident Coordinator Offices), ensuring UNDP programmatic and ER Cluster Lead responsibilities are simultaneously met.

6. Information management capacity

Without a designated focal point for IM, UNDP cannot meet its corporate commitment as expressed in the ER Policy; nor can it fulfill its responsibilities as outlined in the Operational Guidance on IM. IM capacity is vital to ensure that these policy documents are actually put into practice.

UNDP headquarters needs the services of a dedicated IM specialist to take forward and build upon the recommendations of this IM strategy. Such capacity would play a vital role in strengthening UNDP’s ER coordination role both at the global and country levels, simultaneously contributing to inter-cluster coordination and ultimately, ensuring a more effective humanitarian response and early recovery.

http://www-beta.undp.org/newsletters/newsupdatecprmar08.htm.11 See Terms of Reference for Information Management Specialist (Early Recovery), Myanmar: http://jobs.undp.org/cj_view_job.cfm?job_id=5165&cur_lang=en.12 Personal communication through OCHA Regional Office for Asia and the Pacific.13 Personal communication with UNDP Regional Disaster Reduction Advisor.14 This recommendation echoes those made on country level follow up in the summary report of the UNDP BCPR/CWGER Knowledge Manager. See OCHA Information Management Training, Kristineham, Sweden, 26 to 30 May 2008.


http://jobs.undp.org/cj_view_job.cfm?job_id=5165&cur_lang=en

http://www-beta.undp.org/newsletters/newsupdatecprmar08.htm

UNDP BCPR could advocate for funding of such capacity both internally within UNDP, through cost-sharing initiatives (such as the 50/50 UNDP-OCHA cost-sharing arrangement currently in place in Madagascar) as well as through future CWGER appeals.

IM capacity supporting ER coordination in the field needs to be developed by recognizing existing UNDP staff with IM-related experience and competencies, in addition to identifying IM specialists whose CVs can be added to the ER Expert Roster for consideration for future deployments. A recent example of UNDP taking advantage of their existing IM capacity is the short-term surge deployment of IM staff from UNDP Indonesia to Myanmar to support the ER Cluster and ER Network in the aftermath of Cyclone Nargis.

As observed during a CWGER/OCHA mission to Indonesia15, the deployment of a dedicated IM capacity for ER is crucial to obtain a high level and high quality data collection, processing, analysis and dissemination. UNDP should ensure deployment of IM capacity (through internal surge mechanisms as well as the ER Expert Roster for longer-term deployments) at the outset of an emergency to ensure the timely IM to support ER and inter-cluster coordination, decision making and strategic planning. The timing is also crucial for seamless transition between the humanitarian, early recovery and recovery phases.

Developing IM capacity requires training. OCHA’s Field Information Services Unit conducts regular IM training programmes, in which UNDP participated for the first time in May 200816. OCHA is currently developing an inter-cluster IM training programme that would certainly benefit from UNDP experience and participation throughout its development and piloting, particularly in relation to handover and transition of IM across the humanitarian, early recovery and recovery phases.

Similarly, the ER training programme currently being developed for ER Advisors, UNDP Country Offices and Humanitarian Country Teams will address IM in a module dedicated specifically to the subject. The module will in turn contribute to raising awareness and improve understanding of IM and UNDP’s responsibilities for IM to support both ER and inter-cluster coordination.

Recommendations17

Recruit a CWGER Information Management Specialist (Early Recovery). Based in the office of the ER Team of UNDP BCPR in Geneva, the IM Specialist should have a strong background and a comprehensive understanding of IM and its role in supporting coordination. S/he will be the focal point for IM on behalf of the CWGER in global inter-agency and inter-cluster IM fora, including the Inter-Agency IM Working Group.

The IM Specialist will work closely with OCHA’s Field Information Services Unit as well as IM focal points in other clusters, to ensure that ER is taken into consideration in inter-agency and inter-cluster initiatives, such as the proposed inter-agency web platform for which OCHA

15 See Information management in support of early recovery in Indonesia – Mission Report (CWGER/OCHA, May 2008).16 See OCHA Information Management Training, Kristineham, Sweden, 26 to 30 May 2008 (UNDP, May 2008).17 All three recommendations presented in this section echo those made on global level follow up in the summary report of the UNDP BCPR/CWGER Knowledge Manager. See OCHA Information Management Training, Kristineham, Sweden, 26 to 30 May 2008(UNDP, May 2008).


is taking the lead. S/he will provide IM guidance to country level ER Cluster/Networks and UNDP Country Offices, acting as short-term surge support where required.

Annex A presents a draft job description for the proposed CWGER Information Management Specialist (Early Recovery).

Identify and maintain CVs of qualified IM Specialists (internal and external) on the ER Expert Roster. This process has already begun, with a number of CVs of candidates for the recently advertised IM Specialist (Early Recovery) position for Myanmar kept on file for possible future deployments. UNDP should circulate the generic job description (Annex B) and country-specific versions through the UNDP website, ReliefWeb and OCHA IM networks as the need arises. Existing UNDP IM capacity should be deployed as initial surge support where required.

Develop IM training modules and contribute/participate in inter-cluster IM training programmes. As mentioned above, these initiatives are already underway and efforts should continue to ensure IM remains a key component of the ER training programme. UNDP should continue to participate in future OCHA IM trainings as well as contribute to the development and piloting of the proposed inter-cluster IM training programme.

7. Information management partnerships

Partnerships are essential to coordination. As ER Cluster Lead, UNDP interacts with a range of humanitarian organizations that at times are different than their usual development partners at headquarters and in the field. The most logical and immediate partners are member agencies of the CWGER (see section 2 for full list of CWGER member agencies): at the global level, member agencies meet and engage in mutual initiatives on a regular basis. At country level, ER partnerships vary according to the partners in-country, with national and local governments are key strategic partners, in addition to local non-governmental and community based organizations, among others.

A crucial partner for UNDP when it comes to IM support to ER and inter-cluster coordination is OCHA. As noted in the ER Policy: “OCHA represents UNDP’s most important strategic partner, since early recovery is the bridge between humanitarian and development programmes. It will enhance this relationship by establishing a dedicated capacity to work directly with OCHA on a day-to-day basis to ensure an integrated approach whenever possible.”

As chair of the Inter-Agency IM Working Group18, OCHA leads a number of IM initiatives in which UNDP/CWGER has not been able to actively participate due to its lack of IM capacity. While different UNDP staff have participated in a handful of IA IM WG meetings over the past few years, the lack of consistency in attendance and focal point mean the group has not benefitted from UNDP’s ER leadership and its experience in transition. Nor has UNDP/CWGER had the opportunity to learn what other organisations and clusters are doing in IM.

By strengthening UNDP/CWGER IM capacity as described earlier, it is expected that the IA IM WG (to become an Inter-Agency Standing Committee (IASC) Task Force on Information 18 See http://groups.google.com/group/UN-IA-IMWG


http://groups.google.com/group/UN-IA-IMWG

Management – pending endorsement from the IASC Working Group) will benefit from increased UNDP engagement and, in turn, improved OCHA-UNDP IM relations at the global level. UNDP will benefit by having a voice and influence the development of inter-agency and cluster IM initiatives.

In the field, UNDP-OCHA partnerships are generally stronger as in some cases both organizations share a similar boss (the Humanitarian/Resident Coordinator) and sometimes even the same job. Past experience19 shows the positive impact of UNDP hiring ex-OCHA IM staff (including staff of Humanitarian Information Centres/HICs) upon the conclusion of the initial humanitarian phase, with staff gaining valuable experience at both organizations and resulting in a more sustainable partnership between the two and successful transition.

Similarly, secondments and staff loans (e.g. secondment of OCHA IM Officer to the CWGER, OCHA/HIC staff working directly with the Myanmar IM Unit) across both organizations (at headquarters and in the field) have proved particularly fruitful.

A note on UNDP, OCHA and Knowledge Management

Over the years UNDP has accumulated a wealth of experience in the field of knowledge management (KM), with dedicated KM staff facilitating themed global knowledge networks such as the Crisis Prevention and Recovery Practice Network (CPRP-net20). UNDP’s achievements in KM have been recognized and appreciated by its partners, including OCHA, who is currently exploring ways of improving its own KM in response to the findings of a recent of its IM practices. Some efforts21 have been made to engage OCHA in CPRP-net to allow a broader dialogue beyond the UNDP/development community as well as foster new ideas and thinking for the benefit of humanitarian, ER and recovery actors.

During OCHA’s IM training in May 2008 (in which UNDP participated) the UNDP BCPR/CWGER Knowledge Manager generated a great deal of interest among OCHA colleagues during her presentation on KM and subsequent circulation of UNDP’s KM Toolkit. Both organizations should see IM and KM as opportunities for closer partnership and mutual learning, through which each stands to gain.

Recommendations

Actively participate in the IA IM WG/IASC Task Force on IM. Until the proposed IM Specialist is recruited, UNDP should nominate an interim focal point to participate in the IA IM WG and engage with OCHA and other partners on inter-agency and cluster initiatives, including the proposed inter-agency web platform and inter-cluster IM training programme. As a member of the IASC Working Group, UNDP should endorse the Concept Note for the proposed IASC Task Force on IM when it is circulated for electronic endorsement in the third quarter of 2008.

19 In Indonesia following the 2006 Java earthquake, local cluster/OCHA IM staff of the initial humanitarian response phase were later recruited by UNDP for its ER Assistance Programme20 See http://practices.undp.org/cpr/cpr_files/cpr_prac_net/?src=121517. 21 See Note for the File: UNDP Crisis Prevention and Recovery Practice Network (CPRP-net), CWGER/OCHA, May 2008. Other UNDP-OCHA KM collaboration initiatives are also currently underway.


http://practices.undp.org/cpr/cpr_files/cpr_prac_net/?src=121517

Promote the secondment, loan and recruitment of OCHA IM staff to UNDP for ER and longer-term recovery. When preparing to downsize/stand down initial humanitarian response IM capacity, OCHA and UNDP should together explore the possibility of a transfer of IM staff to support the handover and transition throughout the ER and recovery phases.

Promote UNDP-OCHA collaboration in CPRP-net and other KM initiatives. Efforts are currently underway to increase cooperation on KM and IM for mutual learning and benefit to both organizations.


Annex AJob Description: Information Management Specialist (Early Recovery)

Cluster Working Group on Early Recovery

UNITED NATIONS DEVELOPMENT PROGRAMMEJOB DESCRIPTION

I. Position Information

Job Code Title: Information Management Specialist (Early Recovery)

Position Number: Department: Early Recovery Team, BCPRReports to: CWGER Cluster Coordinator

UNDP BCPR & Manager, Field Information Services Unit, OCHA

Reports: Position Status: Non-Rotational

Current Grade: ALD 3 Approved Grade: Position Classified by: Classification Approved by:

II. Organizational Context

In 2005 the Inter-Agency Standing Committee (IASC) Cluster Working Group on Early Recovery (CWGER) was formed as one nine underserved gap “clusters” at the global level. Today, the CWGER consists of 24 UN and non-UN members from the humanitarian and developmental communities, with UNDP as the designated Cluster Lead. At the country level, the Early Recovery Cluster and/or Early Recovery Network is also led by UNDP and is composed of all global CWGER partners in addition to governmental ministries and/or departments relevant to early recovery (ER), local authorities, global and local non-governmental and community-based organizations, international finance institutions and the private sector.

As per the IASC-endorsed Operational Guidance on Responsibilities of Cluster/Sector Leads and OCHA in Information Management22, the responsibility for conducting intra-cluster coordination rests with the Cluster Lead for Early Recovery, UNDP. UNDP is also responsible for supporting OCHA in its efforts to ensure coherence and coordination between intra- and inter- cluster information management (IM) activities at the country level. As Cluster Lead, UNDP works closely with early recovery partners to establish the systems and processes needed for effective IM, in line with the above-mentioned Operational Guidance as well as addressing IM issues raised in the context of the UNDP Policy on Early Recovery.

A range of IM systems and tools currently exist to support the overall humanitarian response, including those related to early recovery needs assessments, planning and CWGER coordination. The overarching objective for the IMO is to improve support to early recovery coordination and decision making through the strengthened collection, processing, and timely dissemination of information.

OCHA provided IM support to the CWGER in the form of a four-month secondment (February - June 2008) which resulted in the development of an IM strategy for the CWGER. The strategy 22 See Operational Guidance on Responsibilities of Cluster/Sector Leads and OCHA in Information Management (October 2007): http://www.humanitarianreform.org/humanitarianreform/Portals/1/cluster%20approach%20page/Res&Tools/IM/OperationalGuidance%20Information%20Management.pdf


http://www.humanitarianreform.org/humanitarianreform/Portals/1/cluster%20approach%20page/Res&Tools/IM/OperationalGuidance%20Information%20Management.pdf


presented a series of recommendations for IM support to strengthen global early recovery coordination, including the BCPR-OCHA cost-sharing of an IMO (CWGER) for a period of 12 months.

The IMO will report to and work closely with the CWGER Cluster Coordinator. S/he will be based at UNDP BCPR’s Early Recovery Team (ERT) in Geneva and work in close collaboration with OCHA’s Field Information Services (FIS) Unit. Technical support will be provided to the IMO by the FIS Manager or designate. Administrative oversight will be provided by the Chief of the OCHA’s Emergency Services Branch in Geneva.

III. Functions / Key Results Expected

1. Data standards: Promotion of data standards and key datasets pertinent to ER. Identification of ER baseline data. Data preparedness.

2. Training: Development and delivery of IM module for ER training. Development of IM for ER training materials and guidance.

3. Field missions: IM surge support to ER Clusters/Networks UNDP COs, HICs

4. Ensures implementation of the CWGER information management strategy, focusing on the achievement of the following results:

Development of a workplan for the implementation and follow up of recommendations presented in the CWGER IM strategy.

Development of a catalogue through rationalisation of CWGER information products, services and tools, identifying gaps and duplications with the information products produced and propose adjustments.

5. Ensures establishment and strengthening of information management partnerships in support of early recovery coordination, focusing on the achievement of the following results:

Strengthening of partnerships with IM focal points among CWGER member agencies to strengthen coordination and information exchange between the global CWGER and early recovery coordination mechanisms in the field.

Establishment of and support an informal network of UNDP staff members engaged in IM-related activities at UNDP Country Offices.

Strengthening of IM partnerships with OCHA and IM focal points of other clusters through participation in the Inter-Agency IM Working Group and similar inter-cluster IM initiatives.

In consultation with OCHA, support to the handover and transition of Humanitarian Information Centres (HICs).

IV. Impact of Results

The key results have an impact on the success of the Early Recovery Cluster/Network by supporting UNDP as Cluster Lead in the planning, programming and implementation of the Cluster’s activities, as well as strengthening the Office of the RC/HC in the overall coordination of early recovery activities.


V. Competencies

Corporate Competencies:

Demonstrates integrity by modelling the UN’s values and ethical standards.Promotes the vision, mission and strategic goals of the UN.Displays cultural, gender, religion, race, nationality and age sensitivity and adaptability.

Functional (UN) Competencies:

Professionalism – Advanced knowledge of the use of information management in humanitarian response and recovery environments; highly developed conceptual, analytical and innovative ability to identify and articulate the information management requirements of complex situations requiring a coordinated response between disparate actors; demonstrated problem-solving skills and ability to use sound judgment to ensure the effective and timely completion of complex tasks; ability to work under extreme pressure, on occasion in a highly stressful environment (e.g. civil strife, natural disasters).

Communication – Excellent communication and training (spoken and written) skills including the ability to convey complex information management concepts and recommendations to staff at all levels, both orally and in writing, in a clear, concise style that can be readily understood by non-information management practitioners.

Teamwork – Works collaboratively with colleagues to achieve organisational goals; places team agenda before personal agenda; supports and acts in accordance with final group decision.

Planning and Organising – Develops clear goals that are consistent with agreed strategies; identifies priority activities and assignments; adjusts priorities as required; foresees risks and allows for contingencies when planning; monitors and adjusts plans and actions as necessary; uses time efficiently.

Accountability – Takes ownership of all responsibilities and honours commitments; operates in compliance with organisational regulations and rules; supports subordinates and peers, provides oversight and takes responsibility for delegated assignments; takes personal responsibility for his/her own shortcomings and those of the work unit, where applicable.

Client Orientation – Considers all those to whom services are provided to be “clients” and seeks to see things from clients’ point of view; designs solutions and basis recommendations on the principles of usability; establishes and maintains productive partnerships with clients by gaining their trust and respect; monitors ongoing developments inside and outside the clients’ environment to keep informed and anticipate problems; keeps clients’ informed of progress or setbacks in projects; meets timeline for delivery of products or services to clients.

Judgment/Decision-making – Identifies the key issues in a complex situation, gathers relevant information before making a decision; considers positive and negative impacts of decisions prior to making them; proposes a course of action or makes a recommendation based on all available information; checks assumptions against facts; determines that the actions proposed will satisfy the expressed and underlying needs for the decision.

Commitment to Continuous Learning – Demonstrated history of keeping abreast of new developments in the field plus a commitment to continuous learning.


VI. Recruitment Qualifications

Education: Advanced university degree (Masters Degree or equivalent) in:

Social Sciences (International Development, International Relations etc.),

Business Administration (Information Management or Computer Science),

Management (Information Management or Information Systems),

Geographical Information Science, Statistics, Social Science, A related field, or A combination of relevant academic background (at least a

first level university degree id est Bachelor’s degree or equivalent) and extensive relevant professional experience in a related area may be accepted in lieu of advanced university degree.

Experience: Minimum of five years of progressively responsible experience in information management or a related field; experience both at the national level and international level in large organizations with dispersed operations and/or in the public and private sector preferred (seven years’ experience if candidate holds Bachelors Degree or equivalent).

Demonstrated and proven experience in the design and successful implementation of new processes and systems is desirable, but not essential.

Demonstrated and proven experience in the application of standards to the development and use of information management systems is desirable, but not essential.

Experience working within the UN system, preferably in an operational UN Agency or with OCHA.

Experience in the application of information management in humanitarian response and recovery operations (complex emergencies and/or natural disasters) is desirable, but not essential.

Language Requirements: Fluency in written and spoken English is essential; fluency in one or more official UN languages or the working language of the duty station is desirable.

Other Skills: Qualifications and / or industry certification and /or demonstrable experience in the following applications: Microsoft Office (advanced user certification of MS Access, MS Excel and MS Word desirable) and Lotus Notes are desirable.

Qualifications and/or industry certification and/or demonstrable experience in project management are desirable.

Knowledge and experience of database development and management is desirable.


Knowledge of GIS and Content Management Systems is desirable.

Summary of CriticalCompetencies for Immediate Response Situations:

Possess a comprehensive set of competencies enabling immediately taking on the challenging role of leading early recovery efforts in the designated area of responsibility – strategic, integrity, results orientation, teamwork, good inter-personal skills, well developed communication skills, sound judgment, analytical skills, flexibility, proactive engagement, innovation, risk management, gender and culturally sensitive, ability to work under pressure and demonstrates high tolerance for change, complexity and unpredictability.

VII. Signatures- Post Description Certification

Incumbent (if applicable)

Name Signature DateSupervisor

Name / Title Signature DateChief Division/Section

Name / Title Signature Date


Annex BGeneric Job Description: Information Management Specialist (Early Recovery)

Various Duty Stations

UNITED NATIONS DEVELOPMENT PROGRAMMEGENERIC JOB DESCRIPTION

I. Position Information

Job Code Title: Information Management Specialist (Early Recovery)

Position Number: Department: Office of the HC/RCReports to: Early Recovery AdvisorReports: Position Status: Non-Rotational

Current Grade: ALD 3 Approved Grade: Position Classified by: Classification Approved by:

II. Organizational Context

In 2005 the Inter-Agency Standing Committee (IASC) Cluster Working Group on Early Recovery (CWGER) was formed as one nine underserved gap “clusters” at the global level. Today, the CWGER consists of 24 UN and non-UN members from the humanitarian and developmental communities, with UNDP as the designated Cluster Lead. At the country level, the Early Recovery Cluster and/or Early Recovery Network is also led by UNDP and is composed of all global CWGER partners in addition to governmental ministries and/or departments relevant to early recovery (ER), local authorities, global and local non-governmental and community-based organizations, international finance institutions and the private sector.

UNDP deploys early recovery capacity upon the request of the UN Resident/Humanitarian Coordinator (RC/HC). An Early Recovery Advisor works in support of the RC/HC to provide assistance with early recovery strategic planning and forging inter-cluster linkages on early recovery-related issues. Depending on the scale and complexity of the early recovery situation, an Early Recovery Cluster Coordinator can also be deployed to support the facilitation of a cluster covering the ‘core areas’ of early recovery.

As per the IASC-endorsed Operational Guidance on Responsibilities of Cluster/Sector Leads and OCHA in Information Management23, the responsibility for conducting intra-cluster coordination rests with the Cluster Lead for Early Recovery, UNDP. UNDP is also responsible for supporting OCHA in its efforts to ensure coherence and coordination between intra- and inter- cluster information management (IM) activities at the country level. As Cluster Lead, UNDP works closely with early recovery partners in-country to establish the systems and processes needed for effective IM, in line with the above-mentioned Operational Guidance as well as addressing IM issues raised in the context of the UNDP Policy on Early Recovery.

A range of IM systems and tools currently exist to support the overall humanitarian response, including those related to early recovery needs assessments, planning and programming. Whilst the specific activities of the Information Management Specialist (IMO) will vary depending on the

23 See Operational Guidance on Responsibilities of Cluster/Sector Leads and OCHA in Information Management (October 2007): http://www.humanitarianreform.org/humanitarianreform/Portals/1/cluster%20approach%20page/Res&Tools/IM/OperationalGuidance%20Information%20Management.pdf




country-specific context, the overarching objective for the IMO is to improve support to early recovery decision making through the strengthened collection, processing, and timely dissemination of information.

The IMO will report to and work closely with the Early Recovery Advisor and/or the Early Recovery Cluster Coordinator; in the event that neither has been deployed, the IMO will report directly to the Office of the RC/HC. S/he will also work alongside and in complement to the local authorities. The IMO will work in collaboration with colleagues of UNDP BCPR’s Early Recovery Team (ERT) at headquarters in Geneva as well as working closely with OCHA information management colleagues in-country (including staff of Humanitarian Information Centres, where deployed) and at headquarters (OCHA Field Information Services Unit in New York and Geneva).

III. Functions / Key Results Expected

6. Building upon information management systems and mechanisms put into place by OCHA and the cluster lead agencies, ensures development and implementation of an information management strategy in the context of support for early recovery coordination, focusing on the achievement of the following results:

Mapping and coordination of internal and external information processes within the Early Recovery Cluster/Network (including those of the local authorities) and/or in the Office of the RC/HC by developing information products, services and tools related to early recovery activities in support of both intra- and inter-cluster coordination (e.g. inter-cluster website, Who does What Where database and mapping, contact lists, meeting schedules and minutes, maps, standard forms, policy/technical guidance, datasets, needs/gap analysis, GIS and other standards, etc.) and of data collected for early recovery needs assessment and programming.

Identification and prioritisation of objectives to address information needs. Identification of the most appropriate mechanisms for data/information collection,

processing, analysis and dissemination to address early recovery coordination information needs.

Development of a workplan for implementation of the information management strategy.

7. Ensures identification of information requirements to support coordination of early recovery activities and in support of early recovery decision making , focusing on the achievement of the following results:

In cooperation with OCHA’s information management staff, strengthening of the capacity of the Office of the RC/HC to manage information, ensuring that the information needed to support early recovery activities and the coordination role of the RC/HC is submitted/collected, organised, prioritised and made available to all early recovery stakeholders in-country, including local authorities.

Engendering partnerships by working directly with early recovery partners, including local authorities, to strengthen information exchange and help advocate, inform and train in the use of IM to support early recovery coordination (e.g. participation in national inter-agency IM working group).

Assessment and recommendations to the RC/HC or UNDP Country Director on the primary data and information elements that are required internally and externally to support early recovery decision making.

Support of strategic and operational decision making by leading and overseeing the processing and analysing of data and information and presenting it in the format most useful for analysis (e.g. standardised templates, reports, maps).

8. Ensures identification of data standards and key datasets pertinent to the early recovery process, focusing on the achievement of the following results:


Promotion of the use of global information management standards and data/information sharing protocols to guide related activities within the Early Recovery Cluster/Network, UN Country Team, UNDP Country Office and among development and humanitarian partners (including local authorities), such as SHARE standards, standardised metadata, as well as data standards (particularly P-codes).

In collaboration with OCHA counterparts, contribution and support to data collection, data entry and use of standardised information management systems and tools to support humanitarian operations, including early recovery. These standardised databases include: Who does What Where, Contacts Directory and the Financial Tracking System.

In collaboration with the local authorities and OCHA counterparts, identification of and support to collection of updated baseline datasets pertinent to the early recovery process, identification of authoritative sources of key statistical data (social statistics) and promoting their use among development and humanitarian partners.

Promotion of and support to the adoption of a common framework for early recovery assessment (Post Disaster Needs Assessment – PDNA, Post-Conflict Early Recovery Rapid Needs Assessment – PC-ERRNA, etc.) processes to enable consistent data collection and processing as well as improve overall coordination.

IV. Impact of Results

The key results have an impact on the success of the Early Recovery Cluster/Network by supporting UNDP as Cluster Lead in the planning, programming and implementation of the Cluster’s activities, as well as strengthening the Office of the RC/HC in the overall coordination of early recovery activities.


V. Competencies

Corporate Competencies:

Demonstrates integrity by modelling the UN’s values and ethical standards. Promotes the vision, mission and strategic goals of the UN. Displays cultural, gender, religion, race, nationality and age sensitivity and adaptability.

Functional (UN) Competencies:

Professionalism – Advanced knowledge of the use of information management in humanitarian response and recovery environments; highly developed conceptual, analytical and innovative ability to identify and articulate the information management requirements of complex situations requiring a coordinated response between disparate actors; demonstrated problem-solving skills and ability to use sound judgment to ensure the effective and timely completion of complex tasks; ability to work under extreme pressure, on occasion in a highly stressful environment (e.g. civil strife, natural disasters).

Communication – Excellent communication and training (spoken and written) skills including the ability to convey complex information management concepts and recommendations to staff at all levels, both orally and in writing, in a clear, concise style that can be readily understood by non-information management practitioners.

Teamwork – Works collaboratively with colleagues to achieve organisational goals; places team agenda before personal agenda; supports and acts in accordance with final group decision.

Planning and Organising – Develops clear goals that are consistent with agreed strategies; identifies priority activities and assignments; adjusts priorities as required; foresees risks and allows for contingencies when planning; monitors and adjusts plans and actions as necessary; uses time efficiently.

Accountability – Takes ownership of all responsibilities and honours commitments; operates in compliance with organisational regulations and rules; supports subordinates and peers, provides oversight and takes responsibility for delegated assignments; takes personal responsibility for his/her own shortcomings and those of the work unit, where applicable.

Client Orientation – Considers all those to whom services are provided to be “clients” and seeks to see things from clients’ point of view; designs solutions and basis recommendations on the principles of usability; establishes and maintains productive partnerships with clients by gaining their trust and respect; monitors ongoing developments inside and outside the clients’ environment to keep informed and anticipate problems; keeps clients’ informed of progress or setbacks in projects; meets timeline for delivery of products or services to clients.

Judgment/Decision-making – Identifies the key issues in a complex situation, gathers relevant information before making a decision; considers positive and negative impacts of decisions prior to making them; proposes a course of action or makes a recommendation based on all available information; checks assumptions against facts; determines that the actions proposed will satisfy the expressed and underlying needs for the decision.

Commitment to Continuous Learning – Demonstrated history of keeping abreast of new developments in the field plus a commitment to continuous learning.


VI. Recruitment Qualifications

Education: Advanced university degree (Masters Degree or equivalent) in:

Social Sciences (International Development, International Relations etc.),

Business Administration (Information Management or Computer Science),

Management (Information Management or Information Systems),

Geographical Information Science, Statistics, Social Science, A related field, or A combination of relevant academic background (at least a

first level university degree id est Bachelor’s degree or equivalent) and extensive relevant professional experience in a related area may be accepted in lieu of advanced university degree.

Experience: Minimum of five years of progressively responsible experience in information management or a related field; experience both at the national level and international level in large organizations with dispersed operations and/or in the public and private sector preferred (seven years’ experience if candidate holds Bachelors Degree or equivalent).

Demonstrated and proven experience in the design and successful implementation of new processes and systems is desirable, but not essential.

Demonstrated and proven experience in the application of standards to the development and use of information management systems is desirable, but not essential.

Experience working within the UN system, preferably in an operational UN Agency or with OCHA.

Experience in the application of information management in humanitarian response and recovery operations (complex emergencies and/or natural disasters) is desirable, but not essential.

Language Requirements: Fluency in written and spoken English is essential; fluency in one or more official UN languages or the working language of the duty station is desirable.

Other Skills: Qualifications and / or industry certification and /or demonstrable experience in the following applications: Microsoft Office (advanced user certification of MS Access, MS Excel and MS Word desirable) and Lotus Notes are desirable.

Qualifications and/or industry certification and/or demonstrable experience in project management are desirable.

Knowledge and experience of database development and management is desirable.


Knowledge of GIS and Content Management Systems is desirable.

Summary of CriticalCompetencies for Immediate Response Situations:

Possess a comprehensive set of competencies enabling immediately taking on the challenging role of leading early recovery efforts in the designated area of responsibility – strategic, integrity, results orientation, teamwork, good inter-personal skills, well developed communication skills, sound judgment, analytical skills, flexibility, proactive engagement, innovation, risk management, gender and culturally sensitive, ability to work under pressure and demonstrates high tolerance for change, complexity and unpredictability.

VII. Signatures- Post Description Certification

Incumbent (if applicable)

Name Signature DateSupervisor

Name / Title Signature DateChief Division/Section

Name / Title Signature Date


Annex CExtracts from UNDP Policy on Early Recovery and Operational Guidance on Responsibilities of Cluster/Sector Leads & OCHA in Information Management

1. UNDP Policy on Early Recovery

From section 3.2 Country Level Roles and Responsibilities:

(a) Strengthened post-crisis governance functions

(i) Support and Reinforce National Policy and Planning Processes

Information collection and management: National authorities are accountable to the public and donors for the management of information that underpins effective and equitable recovery. UNDP will uphold existing information systems established by the authorities or by the UN, particularly OCHA. In doing so, it will focus particularly on types of information that are critical for early recovery and full recovery.

(b) Effective local level early recovery

(i) Reinforce local administration capacity

Augment critical human resources: Provide staff support where there may be technical knowledge and staffing gaps in foundational areas for recovery such as information management, aid coordination, financial management, participatory planning, etc. Where local government capacities are eroded to a level that they cannot oversee the management of programmes on the ground then temporary capacity enhancement may become necessary.

Information collection and management: Support existing information systems by the authorities or the UN, particularly OCHA, or help to set it up where it does not exist in areas of information that are critical to speed up recovery processes such as loss/damage/needs assessment, beneficiary identification, registry of land ownership/titles/, etc. Information should be disaggregated as much as possible.

(c) Coordinated early recovery planning

(ii) Lay the groundwork for long-term recovery

Information management: UNDP will place technical staff support within the HC/RC Office, to work with the OCHA-led humanitarian information management system helping to maintain its data and expanding it to include elements of importance to early and full recovery. Support will also be provided to link this system with that of the national authorities and to ensure that the system complements and does not replace their work.

From section 3.3 Headquarters Roles and Responsibilities:

(b) Strategic partnership with OCHA


OCHA represents UNDP’s most important strategic partner, since early recovery is the bridge between humanitarian and development programmes. It will enhance this relationship by establishing a dedicated capacity to work directly with OCHA on a day-to-day basis to ensure an integrated approach whenever possible. Areas of collaboration include:

Coordinated support for HC/RC: UNDP will work with OCHA and DGO to ensure an integrated approach to staffing and other support for the HC/RC Office.

Integrated information management system: UNDP will work with OCHA globally as well as nationally to further develop its humanitarian information system so as better to capture the needs of early recovery and to support national decision-making for early recovery.

Staff and training exchanges: UNDP will promote staff exchanges between OCHA and itself, as well as reciprocal training programmes.


Annex C (continued)Extracts from UNDP Policy on Early Recovery and Operational Guidance on Responsibilities of Cluster/Sector Leads & OCHA in Information Management

2. Operational Guidance on Responsibilities of Cluster/Sector Leads & OCHA in Information Management24

What are the information management responsibilities of Cluster/Sector leads at the country level?

Cluster/Sector lead agencies shall allocate the necessary human and financial resources for IM.

Each cluster shall appoint an IM focal point, who should have sufficient expertise and an ability to work with different partners and clusters.

While it is important that there is one IM focal point per Cluster/Sector, humanitarian partners are encouraged to share IM resources and capacities within and across clusters at the country level where appropriate to promote harmonization and economies of scale.

Cluster/Sector IM focal points should contribute to inter-cluster IM coordination led by OCHA, and support efforts to ensure coherence and coordination between intra and inter cluster information management initiatives.

Cluster/Sector IM focal points are responsible for ensuring adherence to global—and taking into account national—IM norms, policies and standards. Global level clusters and OCHA can be called upon for IM expertise, operational support, general guidance, training materials and funds as appropriate.

Cluster/Sector IM focal points will work with OCHA to establish the systems and processes needed for effective information sharing with cluster partners related to inter-cluster coordination and crosscluster programming.

Cluster/Sector leads are responsible for generating up-to-date cluster specific information (e.g. contact lists, meeting minutes, standard forms, policy or technical guidance, datasets, needs/gap analysis, etc.) and sharing it with OCHA in order to support inter-cluster data sharing.

If needed, Cluster/Sector leads are responsible for establishing a data confidentiality and privacy policy within their cluster, which ensures that sensitive, personally identifiable datasets are suitably anonymized.

Cluster/Sector leads should ensure all information is age and sex disaggregated where appropriate.

24 Full document available at: http://www.humanitarianreform.org/humanitarianreform/Portals/1/cluster%20approach%20page/Res&Tools/IM/OperationalGuidance%20Information%20Management.pdf




Documents

Cluster Working Group on Early Recovery€¦ · Web viewCluster Working Group on Early Recovery. Information Management Strategy. Prepared for. United Nations Development Programme