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Zaid Alnahi

Zaid Alnahi

Technical Officer, Emergency Preparedness and Response

World Health Organization

Technical officer, Emergency Preparedness and Response

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World Health Organization

Technical Officer, Emergency Preparedness and Response

Within my present function in the emergency preparedness and humanitarian action unit, part of my responsibilities is planning, monitoring and evaluation. However, currently as a member of the Strategic Health Operation Centre (SHOC) team that is monitoring the events in the Middle East, and having been deployed to Pakistan (Southern Sindh) to support the flood relief efforts in 2010 for three months. In both experiences, the nature of work required a great deal of adaptation to changing priorities. This provided me with firsthand exposure to humanitarian assistance challenges and risks that impact on WHO’s performance. There are several key areas of mutual concern with partners and clusters, it is essential to map and better understand the relationships in order to develop a strategy that allows greater coordination and synergy of efforts.

My latest field experience was in Pakistan during the floods in 2010. My function was to support the establishment and operat.ion of a hub in southern Sindh province, which operated under aegis of the Inter Agency Standing Committee (IASC) cluster approach. Besides the usual representation of WHO in meetings, daily situation report writing, and the daily running of the hub. It became clear that information gathering and sharing within the cluster and among clusters was minimal. This made decision making difficult, delaying relief efforts.
Information management was required and a platform was developed using innovative means, through cyberspace (Google Documents). Centralized email accounts were used for the operations through Gmail, allowing all cluster partners to view the information in transparent manner. This method proved very efficient in having cluster meetings more targeted and specific to addressing gaps and challenges. In addition, key coordinated activities became easier to develop and manage for example, the Who, Where, What forms (3W), which also supported the development of maps.

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World Health Organization

Technical officer, Planning Monitoring & Evaluation

During my six-year spell with the planning monitoring and evaluation unit, I have acquired a comprehensive understanding of the concepts and approaches relevant to strategic planning, within the context of results-based management. The mid-term review and end of biennium assessment exercises were part of my responsibilities, which required analytical and evaluative skills in assessing 1600 expected results, over 22 member states and 57 technical and administrative units. The outcomes are reflected in reports that consider an analysis of trends and risks related to performance. These reports support and facilitate senior management’s engagement with oversight bodies, while also using the findings to support decision-making.

Feedback to country and regional units is an imperative step within the process of monitoring and evaluation, it allows lessons learnt to be shared and discussed with the goal of strengthening efforts to improve performance.

Within the cycle of programme management, several processes exist that take place at different periods of time. Together, they are intended to allow for a strategic vision in which results can be delivered and lessons learnt are applied. There were several gaps in the cycle that mainly derived from a lack of understanding of the methodological approach (Results Based-Management) WHO adopts. A direct consequence of that was Adhoc planning with little strategic vision and marginally applying lessons learnt.

The development of an knowedlge management paltform that reflects information and modules of the methodology of work is essential. In which templates are streamlined easing the process of monitoring and report writing, as well as feedback. As a consequence, planning has improved and is reflective through the placement of more measurable and achievable indicators Lessons learnt were recorded and applied during the mid-term review, and policy decisions have been made to support our work.

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John Snow, Inc. (JSI)

Information and Research officer

Royal Holloway, University of London

M.A, International Development

Kodaikanal International School (India)