Consultancy at Humanitarian Leadership Academy

The humanitarian sector in Uganda has for long viewed its role as one for only responding to emergencies, a view that has over the years led to the neglect of preparedness for long-term disaster mitigation. The result of all this is that development planning remains either inadequate or unresponsive, with neither fitting plans nor necessary budgets appropriated.

A pilot project was conducted in 3 selected districts in Uganda – Adjumani, Kasese and Bududa- with the aim of developing model plans that incorporate disaster risk reduction and management issues in District Development Plans (DDPs). The project utilised existing multi-hazard risk and vulnerability profiles developed for the different districts.

The main objective of the pilot was to design and test an approach for incorporating hazards and risks in development planning and to document the process and lessons for learning and possible replication in other sub-national entities.

Documenting this process was critical not only in ensuring that project requirements are being satisfied and project scope is being managed effectively, but also to generate knowledge for the organisation.

1. The nature of the problem

At the end of the pilot, DRT prepared a detailed process report describing the route and progression followed in supporting the three pilot districts to develop “integrated district development plans” that are sensitive to hazard, risk, and vulnerability issues. The report gives a detailed narrative of the various activities undertaken and the reflections that the implementing team had at each of the stages.

The report however, has not been shared to the wider audience because it is too technical for easy reading, use, or even communication of key messages and findings. The language used is also “difficult-to-comprehend” and there is absence of simple illustrations, diagrams or even creative ideas for communicating the key outputs of the report.

1. Objectives of the consultancy

a) Re-write the reports with a view to converting them from a technical to a more readable document which communicates well to a wider development and general interest community. The re-written reports should be devoid of jargon and the technicalities should be limited to the bare minimum, without changing the meaning in the original content.

b) To use a simple language to communicate complex ideas.

c) To weed out irrelevant phrases or statements. It should also seek to eliminate statements that come off as “over-claiming” statements. Thus the consultant will be expected to take out or modify statements which claim something that the study cannot realistically show or know.

d) Determine the audience for which the re-written report is being produced for. The audience will dictate the content, pitching of the report as well as the style of writing. In particular, the consultant should note that the “general reading public” or “lay audience tends to be “heterogeneous” – comprising, for example, civil servants, villagers, doctors, business people, media, religious leaders, educationists, etc. Where possible, the consultant should speak to some of these groups to understand what their expectations are, how they think, speak, or even communicate. In this case the consultant may need to read around the subject as much as possible.

e) Introduce illustrations, diagrams, pictures or other graphic presentations into the re-written document. These are good at enhancing understanding of written documents and these should be introduced or proposed for the purpose of giving clarity to the document or for breaking monotony.

1. Proposed process

The consultant will be expected to develop their own methodology, but the following ideas may be considered for their approach to this task, namely:

(1) As a start, pose a set of “probing” or “analytical” questions. For example – “Why is it important to have the type of document which is being re-written? In what ways would having the information in the general public contribute to understanding and positive actions? What are the 3-5 most important messages that the report presents? What key conclusions do we draw from the report and why are they important?”

(2) Clarify the user/s of the re-written report by, for example, creating a number of “personas”. Personas are fictional characters that are based on first-hand knowledge of the target group. They usually consist of a name and a picture; relevant characteristics, behaviours, and attitudes; and a goal. The goal is the benefit the persona wants to achieve, or the problem the character wants to see solved. In this particular case it might be the information and analysis they may want to obtain by reading the re-written report.

(3) Proceed to “reduce any clutter” from the report. The consultant will take time to assess instances where nuance is helpful for clarifying issues or concepts and when it does not (or where it becomes clutter). As this decision is being made, the consultant will, to the extent possible, bear in mind the needs of the readers (not the consultant’s own ideas).

(4) Re-write several times, reflecting again and again on achieving clarity and simplicity while maintaining the core message. Keep refining the story and its logic until it is ready to be consumed by the audience that you defined earlier.

(5) Create organisational patterns. The existing report may have defined its structure based on particular considerations, but which may not be applicable in the case of the one which is being re-written. The consultant should therefore feel free to change the order of presentation around, provided the main essence of the source document is maintained.

(6) Introduce or suggest infographics. Suggest or include suitable pictures, boxes, or diagrams as these are particularly powerful in communicating a message. A picture speaks a thousand words.

(7) Suggest a suitable title for the re-written report.

5. Deliverables

• Inception report detailing how the consultant will carry out the exercise. The inception report must contain a work plan which indicates the methodology to be used, timelines, budget, key deliverables and milestones.
• Draft report capturing all the key findings and has incorporated diagrams and pictorials that amplify the messages.
• Final abridged document. The report should contain a maximum of 10 pages. If the consultant feels that some useful information needs to be added to the report, the extra pages may be annexed. The report to be submitted in (2) hard bound copies and electronic versions
• Roles and responsibilities

The Kenya Academy Centre will:

• Provide the 3 needs assessment final reports in hard and soft copy
• Provide an internal resource person for all consultation pertaining to this assignment
• Timeline

The assignment is expected to take about 15 personal days starting from the time the contract is signed.