NGO support toolkit (English)  >  Technical support  >  Organisational development 

Information management

Proper management of knowledge and information provides the basis for effective innovation and also ensures that existing best practice is properly understood and can be replicated and disseminated.

It is especially relevant to NGOs and CBOs responding to HIV/AIDS, because understanding about the nature of the epidemic and approaches to responding to it are constantly evolving, while much of the stigma that surrounds the disease means that NGOs and CBOs must constantly battle against misinformation and prejudice. In many countries NGOs provide the most reliable source of information both for professionals and the general population.

Maximising good use of knowledge and information is about managing three different types of flows of information: how to pull learning into the organisation which is reliable, relevant and useful; how to share inter-departmental or inter-personal learning across the organisation as a whole; how to push learning out of the organisation into a public arena where it can be most useful in supporting the organisation’s mission (see Research) .

NGO / CBO support providers (NSPs) are in a position to help and encourage their partners to manage knowledge in different ways depending on the nature of the organisation. Informal and discussion based methods might be most appropriate for small CBOs, such as encouraging scheduled regular time for lesson sharing, external resource people and specialists, and basic training in documentation and communication methods. While these are valuable and often overlooked by larger organisations, NSPs may also have to help NGOs develop computer based reporting systems, email and web based research methods and even dedicated resource centres.

Issues to consider

• There can often be a perceived tension in an organisation between doing the work and documenting it. Widespread acceptance of the value of effort put into learning systems may only be gained if there is adequate explanation of the tangible benefits and careful consultation and acknowledgement of the real costs.
• Because learning is often seen as an intangible benefit – something to be aspired to – it can be the easiest organisational task to neglect, especially when resources are limited. It is important therefore to find ways of including real targets for learning and knowledge development in budgets and workplans. For example, one measure of organisational learning achieved might be documented changes in working practices. Another measure might be feedback from clients indicating improved organisational understanding of their needs.
• Initially, NGOs and CBOs which have previously lacked learning resources may be grateful for any available resources they can access. As their information and knowledge management systems develop and as they become familiar with more international and local learning resources, they are likely to develop a more critical appraisal and become more equal partners in the development of learning resources and systems.

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