Information Audit

An Information Audit is a process that determines the current information environment within an organization by identifying and mapping:

What information is currently available.
Where the information is generated.
Where the information lives.
How the information is (or is not) delivered or accessed.
How the information is maintained, revised, deleted, or archived.
How the information adds value to the organization.

NPOKI’s approach to an Information Audit focuses on international organizations with regional/country offices, satellite offices, and remote workers. The audit can cover the information needs for programs, operations, and development, with a focus on people (resources), processes (workflows), and systems (tools). The audit looks at the flow of unique, reliable information, and identifies any gaps, inconsistencies, and redundancies. The process facilitates the mapping of information flows throughout the organization and between the organization and its external environment.

A typical Information Audit for an NGO might focus on one or more teams or departments, and include:

Interviews with senior management, key staff, and internal and external “customers”.
An assessment of the organization against industry best practices.
An assessment of the team, methodology, roles, and responsibilities.

These might break down to the following sequence of events:

Develop background understanding and engage with relevant stakeholders to refine the scope of work to ensure accuracy and appropriateness of evaluation methodology.
Interview staff and clients. (Information Audit)
Perform high-level documentation and analysis of the current organization, staffing, roles, and responsibilities as it relates to our contracted areas of focus.
Review Business Processes/Relationships.
Review Existing and Pilot Information Management Systems
Perform Analysis and make Recommendations
Complete Final Report Writing
Make Formal Presentation to Senior Leadership Team

NPOKI uses the Information Audit as an integral part of its work. It allows us to “hear” the voices of the organization - at headquarters, in-country offices, and with external partners - and incorporate those ideas into the execution of the project. It also engenders buy-in across the organization.

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