1. Day 8 – TC520 Technical Communication Systems: Understanding and Improving the Role of Information & Communication Systems (ICS) in Humanitarian Relief Systems (HRS) Professor Mark Haselkorn 14E Loew Hall 543-2577 markh@u.washington.edu http://faculty.washington.edu/markh/TC520/tc520. html Office Hours: Tues/Thurs 10–11 AM and by appointment TC 520 Class Notes 2/22—Haselkorn Winter 2005

2. Overview for Today Link big ICS themes with our presentation/paper; Work in project teams; Share section strategies and outlines; Feedback Go over major ICS themes Link ICS themes to the section strategies and outlines Provide examples and references under outline topics Work in teams to formulate latest section plans Present section plans Feedback and discussion TC 520 Class Notes 2/22—Haselkorn Winter 2005

3. Questions What are the central ICS themes that drive our paper? How do those themes play out in each section? What examples and references will be used to demonstrate those themes? How will the teams prepare for the presentation? Who is responsible for what? Where does each team stand right now? What feedback can we provide to help guide each team’s activities over the coming weeks? TC 520 Class Notes 2/22—Haselkorn Winter 2005

4. Upcoming Assignments 3/1 Present draft versions of your section; get feedback; pull it all together, and plan final preparations 3/8 Presentations 3/14 Papers due TC 520 Class Notes 2/15—Haselkorn Winter 2005

5. Overall Themes/Tensions for the Paper 2/8 Information ecology Increased central coordination (intra & inter), efficiency, standards, common advocacy, accountability, assessment, lessons learned, knowledge management Long-term, proactive strategy, create infrastructure Lack of technology infrastructure Diversity, flexibility, individual volunteer motivation, non-profit, individual expertise and experience Short-term, rapid response, project- based funding TC 520 Class Notes 2/8—Haselkorn Winter 2005

6. Issue Breakdown ICS Interdependencies and Complexities (GST, technical communication, information ecology, user-centered processes, etc.) Centralization vs. Localization (efficiency, standards, accountability/ flexibility, localization, motivation) Short-term vs. Long-term (project-based funding, rapid response/shared infrastructure, lessons learned, knowledge management)

7. ICS Interdependency & Complexity Need for holistic approach Doesn’t matter where you “enter” Can’t use “traditional” methods of breaking down into constituent parts Can’t “fix” individual elements Look for commonalities across complex systems

8. ICS Interdependency & Complexity More perspectives are better (all are valid; none are identical nor unique) Competing perspectives generally represent competing “goods” Managing tensions rather than “correct” vs. “incorrect”

9. ICS Interdependency & Complexity Biggest issues between functional “nodes” Ownership a critical issue (Who owns the strategic space between functional and sector responsibilities?) Hard for people “doing” to see bigger system issues and interdependencies

10. ICS Interdependency & Complexity Focus on technology vs. focus on people and information and missions and goals

11. Centralization vs. Localization Central vs. local funding Shared, common systems vs. systems that meet local needs Central policies vs. local diversity and autonomy Central information needs (assessment, tracking, accountability) vs. local information needs (execution) Need for local buy-in and ownership of central systems (user-centered design) Meeting regulatory requirements and standards vs. overcoming regulatory restrictions and barriers Capturing and applying institutional knowledge vs. effectiveness of individual expertise Professionals vs. volunteers Presently out of balance on the “local” side

12. Short-term vs. Long-term Project vs. strategic funding Doing it now vs. doing it better next time Fixing vs. tending Execution vs. training No time now vs. the certainty of a future event Can’t address long-term strategic issues while responding to short-term immediate needs Reacting to a problem vs. dynamic management of tensions Functional nodes vs. strategic space “between” Focus on technology vs. focus on people and information and missions and goals Non-strategic environment vs. strategic management Currently out of balance on the “short-term” side

13. "We need to change the way we support the critical and courageous [humanitarian relief sector]. We need to empower its organizations and people, invest in their education, conduct research that provides them with better tools and techniques, and support the development of human and technology infrastructure that will enable workers to not only conduct their complex work this time, but do it better the next." --from "Improving Humanitarian Relief for the Next Big Disaster" (Seattle Times, January 14, 2005)

14. I. Introduction (Mark) II. Inter-Agency A. ICS for HR. Why it's important and how to do it. (Lori) B. ICS management in support of inter-agency coordination. (Lusi) C. ICS management in support of inter-agency strategic planning/preparedness/infrastructure/funding. (Anthony) III. Intra-Agency A. ICS Management for addressing centralization/localization issues. Also related work force issues. (Colin) B. ICS Management for addressing long-term strategic/short-term response issues. Preparedness/training/knowledge management and culture/infrastructure (Lorna) IV. Interacting with the HR Environment A. ICS in support of interaction with the donor community. (Troy) B. ICS in support of interaction with governments and recipients. (Ario) V. Conclusions/Q&A (Mark)