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IDMCSTRATEGY2015TO2020
GLOBALKNOWLEDGEFORINFORMEDACTIONONINTERNALDISPLACEMENT
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TABLEOFCONTENTS
Executivesummary........................................................................................................................................................................................3
Introduction.......................................................................................................................................................................................................5
Part1:Astrategybasedonevidence:backgroundresearch........................................................................................................6
1.1.Strategydesignprocess..................................................................................................................................................................6
1.2Lessonslearnedinthediagnosticphase..................................................................................................................................6
1.3.Internalanalysis.................................................................................................................................................................................8
Part2:Fromevidencetoaction:Vision,missionandstrategicobjectives.........................................................................10
2.1.Keystrategicchanges....................................................................................................................................................................10
2.2.Ourvisionandmission.................................................................................................................................................................10
2.3.Strategicobjectivesandoutcomes,2015to2020............................................................................................................10
Part3:Puttingourvisionintooperation...........................................................................................................................................11
Strategicobjective1:Toprovidecomprehensivedataandinformationoninternaldisplacementworldwide..........................................................................................................11
Strategicobjective2:Toinformandinfluencepolicyandoperationaldecision-makingoninternaldisplacement........................................................................................................13
Part4:IDMC’splanofactionfor2015................................................................................................................................................16
Part5:Implicationsofthe2015to2020IDMCstrategy.............................................................................................................18
Highinitialinvestmentforlongtermreturn..............................................................................................................................18
Lackofavailablequalitydataoninternaldisplacement........................................................................................................18
Diversifyingourfundingbase............................................................................................................................................................18
Monitoringandevaluation(M&E)...................................................................................................................................................19
Annexes.............................................................................................................................................................................................................20
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EXECUTIVESUMMARY
TheNorwegianRefugeeCouncil(NRC)establishedIDMCin1998inresponsetoagapintheprotectionandassistanceprovidedtointernallydisplacedpeople(IDPs),andarequestfromtheInter-AgencyStandingCommittee(IASC)forcomprehensiveglobaldatatoinformeffortstoaddressit.Todayourmandateisasrelevantasever,butwealsorecognisethatwehavetoevolvetobetterservetheneedsofpolicymakers,governments,thehumanitariancommunityandIDPsthemselves.
Sixteenyearsafterwebeganourmonitoring,wecontinuetodocumentanannualincreaseinthenumberofpeoplewhofleetheirhomestoescapeconflictanddisastersworldwide.Morepeopleareexposedandvulnerabletothemanydriversofdisplacementinincreasinglycomplexsituations,andgrowingnumbersfindthemselvesdisplacedforprotractedperiodsoftime.Theeffectivenessoftheinternationalresponsehasimprovedsincehumanitarianreformsbeganin2004,butIDPs’needsarestillfarfrombeingaddressed.
ThereisgrowingconcernabouttheavailabilityandqualityofstatisticalinformationonIDPs.Currentreportingrarelycaptureseitherthefullscaleorthecomplexityofdisplacementatthegloballevel.Newdrivershavealsoemerged,ofwhichwestillhaveonlylimitedunderstanding,includingdevelopmentprojects,criminalviolenceandvariousformsofdiscrimination.Forthemostpart,displacementisamulti-causalphenomenon,andtheprocessofachievingprogresstowarddurablesolutionsisbothcomplicatedandchallenging.
Ouraudiencehasconsistentlyrecognisedthatourgreatestcontributionliesintheprovisionofqualitydataandanalysis,whichisusedprimarilybydecision-makersintheiradvocacyandpolicywork.
ANEWSTRATEGICDIRECTION
Overthenextfiveyears,IDMCwillrefocusonitsoriginalmandatetoprovidequalitydata,informationandanalysisoninternaldisplacement,andtomakethisknowledgeavailabletopolicy-makersandoperationalmanagersinstrategicandengagingways.
Wewill:
• Expandthescopeofourmonitoringbeyonddisplacementcausedbyconflictanddisasters• Innovateinourmonitoring,datasharingandanalyticalreporting• Redefinethescopeandpurposeofourtrainingactivities• Moveawayfromcountry-leveladvocacyandcontributetoglobalpolicychange
IDMC’svision:Globalknowledgeforinformedactiononinternaldisplacement
IDMC’smission:Toleadontheprovisionofhigh-qualitydataandanalysis,withtheaimofinformingpolicyandoperationaldecisionsthatimproveIDPs’lives.Wedothisbymonitoringalldisplacementsituations,providingquantitativeestimatesofthenumberofIDPsworldwideanddisseminatinginformationrelevanttopolicydevelopment.
Strategicobjective1:Toprovidecomprehensivedataandinformationoninternaldisplacementworldwide
Strategicobjective2:Toinformandinfluencepolicyandoperationaldecision-makingoninternaldisplacement
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Inmoredetail,duringour2015to2020strategyperiod,wewill:
• Developaclearandcomprehensiveconceptualandmethodologicalframeworktofacilitateunderstandingofdisplacementinallitscomplexity
• Leaddiscussionanddebateaboutgapsandlimitationsintermsofdataandinformation• Expandourmonitoringtocoveralldrivers,includingdevelopmentprojectssuchasdambuildingand
theextractionofnaturalresources,criminalviolenceandethnicandotherformsofdiscrimination• Designandbuildastate-of-the-artonlinedatabasethattracksnewandongoingglobaldisplacement
andprovidesestimatesoffuturerisk• Conductcomparativeanalysesandhigh-qualityresearchonissuesrelevanttointernaldisplacement,
withtheaimoffeedingintotargetedpolicyagendas• Shareknowledgeandexpertiseinordertoraiseglobalawarenessofdisplacementissuesand
influencetargetedpolicyandoperationaldecisionmakers
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INTRODUCTION
In1998,theUnitedNations(UN)andtheglobalhumanitariancommunityraisedconcernthatnotenoughwasbeingdonetoprotectandassistinternallydisplacedpeople(IDPs).TheInter-AgencyStandingCommittee(IASC)calledformorecomprehensivedataandinformationoninternaldisplacementworldwideasameansofbetterinformingthesegaps.TheNorwegianRefugeeCouncil(NRC)answeredthecall,andtheInternalDisplacementMonitoringCentre(IDMC)wasestablished.
Sixteenyearslater,ourmonitoringofinternaldisplacementcausedbybothconflictanddisasters,combinedwithoursolidresearchandanalysis,hasgivenusastrongreputationasagloballeaderinthisarea.TheUNGeneralAssemblyacknowledgesourworkinitsannualresolutionsonIDPs’protectionandassistance.
Today,ourmandateremainsasrelevantasever,ifnotmoreso.Yearonyear,ourglobalreportsrevealaconcerningupwardtrendinthenumberofpeopledisplacedbyconflictanddisastersworldwide.
WeandourpartnersunderstandthatdataandinformationonIDPsisimportantfortworeasons:
1. Ourglobaldataandanalysisprovideawindowthroughwhichtounderstandthescale,scopeandimpactofdisplacement.Ourinformationinformsbettersolutionsforthosealreadydisplacedandforthosefacingadirectriskofdisplacement.
2. Throughoutourhistory,ourresearchandanalysishasenabledpolicyandoperationaldecision-makerstoimproveandrefinepoliciessensitivetothecomplexchallengesofdisplacement.
Weprepareforournewstrategicperiodintentonstrengtheningtheabove.Wealsorecognisethat,after16years,wemusttakestockofpastachievementsandchallengestoinformourfuturedirection.Withthisinmind,andasalearningorganisation,wehaveundergoneathoroughinternalandexternalassessmentsoastosharpenourfocus,strengthenourvaluesandbetterfulfilthedemandsofourpartners,usersandstrategictargets.
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PART1:
ASTRATEGYBASEDONEVIDENCE:BACKGROUNDRESEARCH
1.1.STRATEGYDESIGNPROCESS
Loyaltoourcoreprincipleofevidence-baseddecisionmaking,aprocesswasdesignedtoallowustogatherevidencethatwouldrevealthevariousforcesshapingourstrategicposition.Itwasimportantforustonotonlytotakestockofourinternalposition,butalsotoplacemoreemphasisonbetterunderstandingourexternalposition.
Theprocessstartedwithadiagnosticphase,inthreemainworkstreams:
1. Trendsanalysis(seeannex1):
Thetrendsanalysisaimedtoprovideaclearpictureofourchangingoperationalenvironment,viewedthroughthelensofcurrentandfuturetrends.Thisincludedthechangingnatureofdisplacement,theevolvingpoliticalandhumanitariancontextandananalysisoftherapidadvancesinthedataandinformationworld.Themethodologyinvolvedextensivedeskresearchandliteraturereviews.
2. Externalanalysis(seeannexII):
Theexternalanalysisaimedtogarnerinformationonourrelevance,strengthsandweaknessesfromourpartnersandstakeholders.Themethodologyincludedamappingofourmainusers,partnersandfunders,followedby25semi-structuredbilateralinterviewswithrepresentativesfromeachstakeholdergroup.
3. Internalanalysis(availableonrequest):
Theinternalanalysisaimedtoprovideanassessmentofhoweffectivelyweuseourinternalresourcestofulfiltheneedsanddesiresofouraudience.Themethodologyincludedaninternalstaffsurveytorevealthetimespentonthedevelopmentofeachofourproducts,ananalysisofourwebsitestatisticsandanexternalonlinesurveyofalmost200respondents.
Theresultsofthisprocess,feedbackfromarecentevaluationbyourfundingpartnertheSwissFederalDepartmentofForeignAffairs,inputfromNRC’sseniormanagement,theobservationsofourownstaffandananalysisofrelevanthistoricaldocumentationallunderpinnedthesubsequentdecisionswemade.
1.2LESSONSLEARNEDINTHEDIAGNOSTICPHASE
THECHANGINGLANDSCAPEOFDISPLACEMENT
Overthelast16years,IDMChasdocumentedincreasingnumbersofpeopledisplacedbyconflictanddisastersworldwide.Thequestionbehindthetrendissimple.Why?Thetrendsanalysisrevealedsomekeydriversaswellaskeyobstaclesthatkeeppeoplelockedindisplacement:
1. Peoplearebecomingevermoreexposedtothemanydriversofdisplacementinincreasinglycomplexsituations,withgrowingnumberswhofindthemselvesdisplacedforlongperiodsoftime.Therisingnumbersofcivilianstargetedduringconflictcontributestothis,butwehavealsodocumentedadoublingoftheriskofdisplacementassociatedwithdisastersoverthelast40years.Withweather-relatedhazardslikelytobecomemorefrequentasaresultofclimatechange,pastoralistandindigenousgroupswillbeparticularlyhardhitasagriculturaloutputfallsandfoodinsecurityincreases.
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2. Althoughtheinternationalresponsetodisplacementhasimprovedsincehumanitarianreformbeganin2004,IDPs’needsarestillfarfrombeingaddressed.Operationalagenciesstruggletoassesstheirneedsanddeliveradequateassistance.Preventingdisplacementfromhappeninginthefirstplace,andfindinglong-termsolutionsforthosealreadydisplacedwillcontinuetoposemajorchallengesinthefuture.Parallelthiswithgreaterawarenessandconcernforotherpopulationsaffectedbyconflict,andIDPsruntheriskoffallingofftheinternationalagendaaltogether.
3. ThereisalargeblindspotintermsofaccurateandreliabledataonIDPs,meaningthattheglobalpictureislikelytobeasignificantunderestimateandoverlysimplistic.ThevastmajorityofdataonIDPscomesfromgovernmentalandnon-governmentalagencies,whocollectitprimarilyforoperationalpurposes.Assuch,peoplewhoaredisplacedbutdonotaskforassistanceremaininvisible,andneithertheexactnumberofwomenandchildrenaffected,northenumberofIDPswhoreturn,integratelocally,settleelsewhereoreventuallycrossaborder,arecapturedconsistentlyacrossallsituations.Withnoagreementonwhendisplacementstarts,whendisplacementendsorwhatconstitutessustainablereturn,therecanbenoreliableglobalfigures.Alackofnationallawsandpoliciesondisplacement,differencesinhowIDPsaredefinedandcounted,andtheincreasinglyfluidnatureofpopulationmovementsallcontributetothisinformationblindspot.
4. Displacementisnotonlypredictedtoincrease.Itsdynamicsaresettobecomemorecomplex.Theglobalpopulationisprojectedtoreachninebillionby2050,andtherateofurbanisationisstaggering.Morethan90%oftheforecastedincreaseinurbanisationwilltakeplaceincountriesthatarenotmembersoftheOrganisationforEconomicCooperationandDevelopment(OECD),whereurbanpopulationswillgraduallyoutstriptheirruralcounterparts.ManyIDPstodayseekrefugeoutsidecamps,particularlyinrapidlyexpandingurbanareas,leavingthemexposedtoarangeofrisksandmakingthemevenhardertoidentify.
5. Internaldisplacementisacomplex,multi-causalphenomenon,andtheprocessofachievingdurablesolutionsisbothcomplicatedandchallenging.Newdriversofdisplacementhavealsoemerged,ofwhichwehavelittleunderstanding.Theyincludedevelopmentprojects,criminalviolenceandethnicandotherformsofdiscrimination.Inthelastcoupleofyearswehavestartedtoexploresuchareas,butour traditionalapproachofviewingdisplacementthroughthelensesofeitherconflictordisastersisnolongertenable,becauseitfailstocapturethecomplexity,multiplicityandoverlapwithinandbetweenthedifferentdrivers.Thisrevealsanotherblindspot,butthistimeattheconceptuallevel.Ourpartnersarenowurgingustoaddressthisgap,andtodevelopacommonframeofreferencethroughwhichtounderstandthemulti-causalnatureofthephenomenonandthewayitfuelsrepeated,prolongedandinsomecasesevenpermanentdisplacement.
6. Sincetheirformulationin1998,theGuidingPrinciplesonInternalDisplacementhaveprovidedaninternationalframeworkforIDPs’protection,andtheyarewidelyacceptedbytheUNanditsmemberstates.Questionshavebeenraisedinrecentyears,however,abouthowtheGuidingPrinciplesdefineanIDP,andhowthedefinitioncanbemeaningfullyappliedinpolicyandoperationalcontexts.Pigeon-holingpeopleintopredeterminedcategoriesisunrealisticinoperationalterms.Thisisparticularlytrueincomplexcrises,wherethedistinctionbetweenIDPs,refugees,hostcommunities,
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andreturneesmaybeseenasirrelevantintermsoftheirhumanitarianneeds.SomeevenquestionwhetheritisvalidtosingleoutIDPsasagroupofparticularconcern.
THEEVOLVINGNEEDSOFOURAUDIENCE
Accordingtothediagnosticanalysis,ouraudiencerecognisesthatouruniqueroleliesinourabilitytoprovidequalitydataandanalysisonIDPsworldwide.Thiswasstronglyfeltbyallofourstakeholders,andclearlyformsthecornerstoneofouridentity.Theanalysisalsorevealedhowouraudienceneedshaveevolvedovertime.
Inthepreviousstrategicperiodof2012to2014,wefocusedmuchofourresourcesatthenationallevelbyengagingwithgovernments,nationalhumanrightsinstitutionsandcivilsocietyorganisations.Today,ourpartnersandstakeholdersincreasinglyrecognisetherelevanceofourdataandanalysisatthegloballevel,shapingthediscourseofpolicyandoperationaldecision-makerswithaglobalremit.ThispointwasreinforcedinarecentevaluationbyourSwissfundingpartner.
Theresultsofouronlineusersurvey(availableonrequest)furtherreinforcethisfinding.Theyshowedthatourdataandanalysisismainlyusedbypolicyandoperationaldecision-makers,mostofthemwithinternationalagencies.Themajorityworkinpolicydevelopment,advocacy,programmedesignandresearch,andtheyuseourdataandanalysisprimarilyinthefirsttwoareas.
Intermsofproducts,ouraudiencerevealsadesireformoredynamicandinteractivecontent,anddirectlydownloadablerawdata.Theywantshorterupdates,includingexpertpiecesandbriefingpapers.Ourinternalreviewalsoshowsthatweareinvestingheavilyinthedevelopmentofproductssuchascountryoverviews,whichwerefoundtohaveonlymediumtolowuserbenefit.Theproductswhichrequirehighinvestmentintermsofresourcesandhavehighvalueforouraudienceareourtwoflagshipreports,theGlobalOverviewandGlobalEstimates,eachofwhicharedevelopedintandemwithasoundstrategicdisseminationplan.
Thissuggeststhatproductsintendedtoinformonspecificsituationsandtrendswouldbetterserveamorediverseaudienceiftheywereshorterandmoreagile.Moreresource-intensiveresearchproductsthataimtoinfluenceselecttargetsshouldberigorouslydesigned,andparalleledwithasolidstrategicdisseminationplan.
1.3.INTERNALANALYSIS
COMPETENCIESANDRESOURCEGAPS
In2014,weemployedamulti-disciplinaryteamof35peoplewithexpertiseonarangeofgeographicalareasandthematicissues.Staffcompetenciesincludemonitoringandreporting,analysisandresearch,advocacy,trainingandcapacity-building,publishingandmultimediacommunications(seeannexIIIformoredetailsonourinternalstructure).
Ourstaffareconsideredsomeoftheleadingexpertsintheirfield,butunderthenewvisionthereareskillsandtechnicalgapsthatwillneedtobeaddressedthroughdevelopment,re-skillinginitiatives,andrecruitment.Theseinclude,butarenotlimitedto,dataanalysis,datavisualisation,technicaldesignandresearchdesigncapacities.
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DATAANDINFORMATIONMANAGEMENT
Inthelast16years,someofthemostprofoundandinnovativeglobaldevelopmentshavetakenplaceintheareaofdataandtechnology.Thearrivalofbigdata,mobilephonetechnologyandonlineanalyticsmeansthatthedataarenahasbecomeincreasinglycrowdedandcompetitive.Weholdanestablishedniche,butotherorganisationsthatcollectand/orcompiledataondisplacementareemerging,andcollectionmethodologies,databasesandinterfaceshavechangeddramaticallyovertheyears.
Ourinformationmanagementsystemhasgrownorganicallyandisnolongeralignedwithtechnologicaladvances.Ourdataneedstobemoreeasilyavailableandvisuallystimulating.Wealsocurrentlymanageourconflictanddisaster-relateddatainseparatedatabases.Theseneedtobecombinedintoasingledatabasethathastheflexibilitytodevelopasourmonitoringexpandsinlinewithfuturetrends.
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PART2:
FROMEVIDENCETOACTION:VISION,MISSIONANDSTRATEGICOBJECTIVES
2.1.KEYSTRATEGICCHANGES
Inlightofthediagnosticphase’sfindings,wehavemadechangestoourvision,missionandoverallapproach.Inthenewstrategicperiod,wewillrefocusourworktoprovidequalitydataandanalysisoninternaldisplacementinordertobetterinformpolicyandoperationaldecision-makers.Wewillmoveawayfrombeinganevidence-basedadvocacycentre,andinsteadstrengthenourabilitytoprovideasolidevidencebasethroughwhichtoinformandsupporttheadvocacyofothers.
Wewillexpandthescopeofourmonitoringbeyondconflictanddisasterstoincludealldisplacementsituations,makingusthegloballeaderintheunderstandingoftheircomplexdynamicsanddrivers,thegapsandlimitationsofdataandinformationandtheirimplications.
Wewillexplorenewandinnovativewaystomonitordisplacementacrosstheglobe,andtoshareourdataandanalysiswithouraudience.Thiswillmeanthatwenotonlystrengthenourengagementwithourexistingpartnersandnetwork,butalsoseektoengageinmorediversepartnerships,particularlyintheareasofdataandtechnologyandcross-disciplinepolicyprocesses.
ThescopeofIDMC’strainingwillberedefinedinordertomoreclearlyalignitwithouradjustedvision,missionandstrategicobjectives.Trainingwillbedesignedanddeliveredinamorefocusedway,andwillbecomeanintegralpartofourresearchandinfluencingactivities.
ThenewstrategicplanreflectsastrengtheningofIDMC’sexistingcorevalues,butvariousadjustmentswillneedtobemade.Tothisend,2015willbeaninterimoperationalandfundingyearinwhichwecontinuetohonouralloutstandingcommitmentstoourfundingpartners,whilesimultaneouslyseedingthenewstrategy.Thenewstrategywillbefullyoperationalin2016.
2.2.OURVISIONANDMISSION
Ourvision:Globalknowledgeforinformedactiononinternaldisplacement
Ourmission:Ourmissionistoleadontheprovisionofdataandanalysisondisplacement,withtheaimofinformingpolicyandoperationaldecisionsthatimproveIDPs’lives.Wedothisbymonitoringalldisplacementsituations,providingquantitativeestimatesofthenumberofIDPsworldwideanddisseminatinginformationandanalysisrelevanttopolicydevelopment.
2.3.STRATEGICOBJECTIVESANDOUTCOMES,2015TO2020
Ourstrategicobjectivesandoutcomesspanthenextfiveyears.Wewillestablishouroutputsandactivitiesonayearlybasis,withthosefor2015setoutintheplanofaction(part4)andthelog-frame(annexIV).
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PART3:
PUTTINGOURVISIONINTOOPERATION
Toimplementourfiveyearstrategy,wehavedevelopedanoperatingmodelconsistingofthreecorecomponents:thedevelopmentofacomprehensiveconceptualframeworkondisplacement,analysisandresearchonthephenomenonandtheprovisionofdataandinformationonIDPs.Thesecomponentsaretranslatedintostrategicobjectivesasexplainedinmoredetailbelow,butsuccessisreliantontheirinterconnectionandabilityto“speak”tooneanotherinameaningfulway,asshownbythediagrambelow:
STRATEGICOBJECTIVE1:TOPROVIDECOMPREHENSIVEDATAANDINFORMATIONONINTERNALDISPLACEMENTWORLDWIDE
OUTCOME1.1.THECONCEPTUALANDMETHODOLOGICALGAPSTHATUNDERPINCURRENTLIMITATIONSOFPOLICYANDOPERATIONALRESPONSESAREADDRESSED
Wehaveidentifiedconceptualandmethodologicalgapsinrecentyearsthatarerecurringobstaclestoourcollection,interpretationandanalysisofdisplacement-relateddata.WithoutalegaldefinitionandcommonagreementonwhetherchildrenofIDPsshouldbeconsideredandcountedasIDPs,forexample,significantdifferencesexistinnationalfigures.InAzerbaijan,childrenofIDPsaresystematicallyincludedinthetotalcount,whichisnotthecaseinmanyothercountries.Theseinconsistenciesunderminetheaccuracyofglobalfigures.
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Legalandnormativeframeworkshaveguided,andwillcontinuetoguide,ourdatacollectionandanalysisofdisplacement,butwealsorecognisetheirlimitationsastoolsforunderstandingandquantifyingthescope,scaleandcomplexityofthephenomenon.Asouranalysisofdisplacementhasevolved,ourexpertshavedrawnuponotheranalyticalframeworkstobetterunpackitsmanydriversandimpacts.
Bywayofanexample,in2012weundertookaconceptualstudytoassesswhethernomadicpastoralistscouldbecomedisplacedbydroughtandifso,how?ThestudywasframedbytheGuidingPrinciples,butitalsoreliedonasustainablelivelihoodsframework,andusedamathematicalmodeltogroundtheoreticalassumptionswithempiricaldata.Inusingthisapproach,wewereabletoidentifythefactorsthattriggerpastoralists’displacement;providedataonthescaleandpatternsofbothhistoricalandfuturedisplacementrisk;andprovideamethodologytopreventpastoralists’displacementfromoccurringinthefirstplaceandtoensureamoreeffectiveresponsewhenitdoes.
Exploringsuchgapsinthecurrentunderstandingofdisplacementwillundoubtedlyallowustobetterdefinetheparametersofourmonitoringwork,astheaboveexampleshows,anditwillalsobetterinformthosetaskedwithresponse.
Examplesofconceptualgapswewillseektoexplore:
• Howdoesprotracted,chronic,repeated,multiple,pendularandpermanentdisplacementtakeplace?• UntilwhenshouldIDPsbeconsideredIDPs?Whatconstitutesasustainablesettlementoption?• Howshouldtheinabilitytobecomedisplaced-forcedconfinement-beunderstood?• BeyondthemainelementsoftheIDPdefinition,howareIDPsdifferentfromotherpeopleonthe
moveincomplexcontextswheremanycausesofdisplacementinteract?
Torespondtotheoperationalanddatachallengesthatsuchgapsinourunderstandingproduce,wewilldevelopaclearandcomprehensiveconceptualframework,ortheoryofdisplacement,withinwhichitsmanydriversanddynamicscanbebetterunderstood.Thedevelopmentofsuchaframeworkwillserveadualpurpose:
1. Toimprovetheunderstandingbypolicyandoperationaldecision-makersofspecificdisplacementissuesandsoimprovetheresponse
2. Toserveasaguidancetoolthatdefinestheparametersofourmonitoring,whileprovidingthewiderdatacollectioncommunitywithamoresolidfoundationthroughwhichtomineandanalysedataandinformationonIDPs
Tosuccessfullyfill,andbuildconsensusaround,thesecurrentgapsinourunderstanding,wewillactivelyengagewithourpartnersandotherexpertsintheseareasviadiscussionforumsonandoffline.Findingswillbedisseminatedviapolicypositionpapersandguidancenotesforpolicyoperationaldecision-makers,andourdatacollectionpartners.Seeoutcome2.2formoreonthis.
OUTCOME1.2.DATAANDINFORMATIONONTHESCOPE,SCALEANDPATTERNSOFDISPLACEMENT,ANDTHELOCATIONANDPROTECTIONOFIDPSWORLDWIDE,ISMADEAVAILABLE
Acomprehensivepictureofthescope,scale,patternsandlocationofdisplacementworldwideandassociatedprotectiongapswillraiseawarenessoftheissuewithpolicymakersacrosstheglobe.InformationaboutIDPs’needsandvulnerabilitiesisessentialtotheplanningandprioritisationofresponses.
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Overthenextfiveyears,wewillcapitaliseonourexperienceandexpertiseinthesetwoareasbydesigningandbuildingastate-of-the-artdatabaseondisplacementworldwide.Thispubliclyaccessibleresourcewillharnessmoderntechnicaladvancesintermsofonlinedatahostingandmanagementplatforms;datatransferfeedswithpartners’databases;anddatavisualisationinterfaces.
Wewillalsoexpandourmonitoringtoincludenewdisplacementsituations,suchasthoseassociatedwithdevelopmentprojects,criminalviolence,ethnicandotherformsofdiscrimination,anddisasterscausedbyabroaderrangeofhazards.Thisbroadeningofourscopeofworkwillbecarriedoutprogressivelythroughoutourfive-yearstrategyperiod,andwillberealisedthroughongoingupdatestothedatabase.
Toaddresscurrentgapsindata,wewillformpartnershipswithnewprovidersinordertomineinformationondisplacementfromnewandinnovativesourcessuchassocialmediaandcrowdsourcingplatforms,whileseekingcomplementarityintermsofdatacollection,interpretationandvisualisation.Wewillfurtherstrengthenourpartnershipswiththoseundertakingprimarydatacollectionsuchasnationalgovernments,theUNRefugeeAgency(UNHCR),theUNOfficefortheCoordinationofHumanitarianAffairs(OCHA),theInternationalOrganisationforMigration(IOM)andtheJointIDPProfilingService(JIPS),whilecollaboratingwithonlineinitiativessuchasInfoRMandHDX.
Thedatabasewillprovidethemostup-to-datecountry-levelquantitativeestimates,disaggregatedbyageandsex.Itwillincludefiguresonthosenewlydisplacedindifferentcountriesandcontexts,andthoselivinginprotracteddisplacement.Itwillallowfortheextractionoftrendsinsettlementpatterns,populationmovementsandchangesanddevelopmentsinlegislativeandpolicyprocesses.
Drawingfromourcurrentworkondisasterdisplacementriskmodelling,wewillpublishestimatesoffuturerisk.Thisinnovativeapproachwillempowerhumanitariansandgovernmentsbyprovidingthemwiththebestavailableevidenceandadvicebeforeahazardreachesexposedcommunities,soastoinformevacuationanddisasterpreparednessplansandtoprotectandprovideforthoseatriskofbeingdisplaced.
WewillalsodevelopaseverityindexthatgaugesIDPs’vulnerabilitiesindifferentsituationswithcomparableindicatorsandcriteria.InsteadofprovidinganalysesthatfocusontheIDPs’vulnerabilityinspecificsituations,wewillapproachtheissuecomparativelyusingconsistentcriteria.Wewillexploreseveritythroughvariouslenses,intermsoffast-evolvingcrises,theriskofprotracteddisplacement,andprotectiongapsandhumanrightsviolations.
STRATEGICOBJECTIVE2:TOINFORMANDINFLUENCEPOLICYANDOPERATIONALDECISION-MAKINGONINTERNALDISPLACEMENT
OUTCOME2.1:OURANALYSISANDRESEARCHONDISPLACEMENT-RELATEDISSUESISOFKEYRELEVANCETOGLOBALPOLICYAGENDAS
Overthenextfiveyears,wewillequippolicyandoperationaldecision-makerswithhigh-qualityanalysisandresearchthatwillprovidethemwithasolidevidencebase.Suchresearchwilllargelybedrivenbyconcerningtrendsthatemergefromthedatabase(seeoutcome1.2),andbyexploringnewerareasofconcern(seeoutcome1.1).Theworkwillbringourinter-disciplinaryexpertisetogetheraroundmulti-yearresearchprojects,whilebringingincuttingedgeresearcherstostrengthennewareasofwork.
Ouranalysisandexpertisewillcontinuetoinformthepolicyworkofourkeyinternationalpartners.Wewillalsohighlighthowdisplacementcanandshouldbeaddressedthroughalternativeentrypoints,suchasprivatesectordevelopmentplanning,povertyandeconomicpolicydevelopmentandclimatechangeadaptation.Indoingso,wewillensurethattheissueofinternaldisplacementisadequatelyembeddedwithincurrentandfutureglobalpolicyagendas.
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Ourannualglobalreportswillraiseawarenessaboutthescaleandscopeofdisplacement,andtrendsinthenumberofIDPsandpeopleatriskofdisplacementworldwide,andtheywillhavevariousapplicationsinpolicyforumsandpractice.Ourin-depthresearchreportswilltargetmorenichespecialistaudiences,andwillbemoreclearlyorientedtoparticularpolicyprocesses.Wewillalsocontinuetodevelopmodelsandsupporttoolsthatenabledecision-makersandotherstobetterunderstandhowdifferentinvestmentsandstrategiescanimproveresilience.Thisinturnwillenabledutybearerstoaddressandpreventfuturedisplacementbyidentifyingthemostcost-effectivesolutionstoday.
Inthefirstpartofournewstrategicperiod,theglobalpolicyagendaswewillseektoinfluenceincludethepost-2015sustainabledevelopmentagenda;thepost-2015frameworkfordisasterriskreduction,alsoknownasthepost-Hyogoframeworkforaction;the2015UNClimateChangeConference(COP21);the2016WorldHumanitarianSummit;andthe2016UNConferenceonSustainableHousingandUrbanDevelopment(HabitatIII).
Furtherpolicyanalysisthroughout2015willinformfutureplansandinfluencingopportunities.
OUTCOME2.2:OURRESEARCHANDANALYSISISDISSEMINATEDSTRATEGICALLYTOENGAGETARGETEDPOLICYANDOPERATIONALDECISION-MAKERS,INCREASINGTHEVISIBILITYOFDISPLACEMENTTOAGLOBALAUDIENCE
Intermsofdissemination,thethreeoutcomesdescribedabovehighlightourneedtobuildconsensusandshareinformationwithinanexistingexpertcommunity(outcome1.1),raiseawarenessofthescale,scopeandtrendsofdisplacementwithmorediversemultidisciplinaryaudiences(outcome1.2),andengageproactivelywithtargetedpolicy-makers(outcome2.1).Tothisend,wewilladoptathreeprongedapproachtodisseminatingourwork,viewedintermsofknowledgesharing,awarenessraisingandinfluencing.
Accordingtotheanalysisinthediagnosticphase,ouraudiencelargelyfallsintothreecategories:partners,usersandstrategictargets.Manyofthoseidentifiedfallwithinmorethanonegroup,andthetoolsandtechniqueswewillusetoengagethemwillvarydependingonwhetherweaimtoshareknowledgeandbuildconsensus,raiseawarenessorinfluence.
Partners Users Strategictargets
Nationalgovernment(forprovisionofdata)
Researchcommunity(academics,researchers)
Civilsocietyorganisations
Displacementcommunity(operations,policy,technical)
IDPs
Datacommunity
Fundingpartners
Fieldbasedjournalists(information,datasharing)
Researchcommunity(academics,researchers,students)
Civilsocietyorganisations
Datacommunity
Sociallyconcernedgeneralpublic
Fundingpartners
Newsjournalists(wires)
Operationaldecisionmakers(multidisciplinary)
Humanrightsorganisations
Lobbyistsandadvocates
Fundingpartners
Datacommunity
Civilsocietyorganisations
Nationalgovernments
Specialistjournalists
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SHARINGKNOWLEDGEWITHOURPARTNERS
Ifwearetoleadonacommonandcomprehensiveunderstandingofdisplacement,(seeoutput1.1)wemustalsobuildconsensusfrom,andshareknowledgewith,theexistingexpertcommunity.Wewillusetraditionalmethodssuchaspaneldiscussions,workinggroupsandfacilitatedworkshopsandtrainingopportunities,andwewillalsolooktonewertechnologiesthatallowawidergroupofexpertsfromaroundtheworldtoconveneinrealtime.Thiswilltaketheformofaseriesofonlinediscussiongroupsanddebatesonkeythemesandissues,whichwewillfacilitateandlead.
RAISINGAWARENESSWITHOURUSERS
Wehavebuiltsolidexpertiseinstrategicmultimediacommunications.Intermsofraisingawarenesswithamorediverseaudience,ouranalysisshowsthatsocialmediaarecurrentlyourmostpowerfultoolsinthisarea.Wewillcontinuetoengageactivelyonourexistingsocialmediachannels,whilecontinuallyscanningthehorizonfornewdevelopmentsininformationsharingandsocialnetworkstoensurewemaintainandexpandourdigitalpresence.
Ourwebsitewillcontinuetogrowthroughoutthefive-yearperiod,strivingtopresentourworkinmorevisual,excitingandinnovativewayswhileensuringasmooth,modernuserexperienceandattractingandretainingnewaudiencesviae-marketingstrategies.
Wewillalsocontinuetoraiseawarenessviatraditionalofflineforums.WewillcontinuetorepresentIDMCandIDPs’causeatexternaleventsatalllevels,andwewillusesuchopportunitiestodeliverkeyliteratureandproducts.
INFLUENCINGOURSTRATEGICTARGETS
Wehaveasolidreputation,andwithourparentorganisationNRCweareabletomobiliseengagementandsupportfromthehighestlevelsofpoliticalrepresentation.WehavealsobeeninterviewedandreferencedregularlybylargemediaoutletsincludingtheBBC,AlJazeeraandCNNastheexpertvoiceondisplacementworldwide.Withincreasedpolicyanalysisandstrategicthinking,wewillbuildonthesecontactstoincreasetheimpactofourresearchinamoretargetedway.
Tothisend,wewilldeploysuchtoolsandtechniquestopositionouranalysisandresearchinatimelymanner.Wewillseektodeliveraclearmessageandnarrativetotargetedpolicyandoperationaldecision-makersusingarangeofstrategies,includinghigh-levelrepresentation,mediacampaignsandthedevelopmentofaudiencesensitivesupportmaterialandliterature.
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PART4:
IDMC’SPLANOFACTIONFOR2015
Basedonthefouroutcomesdescribedinsection3,IDMChasdevelopeditsplanofactionfor2015.MoreinformationonthiscanbefoundinthelogframeinannexIV.
OUTCOME1.1:THECONCEPTUALANDMETHODOLOGICALGAPSTHATUNDERPINCURRENTLIMITATIONSOFPOLICYANDOPERATIONALRESPONSESTOIDPSAREADDRESSED.
In2015,wewillseektoprovidegreaterconceptualclarityandconsensuswithinacoreexpertgroupontwocurrentgapsintheknowledgeoninternaldisplacement.Theseincludeprotracteddisplacement,includinganagreementonwhendisplacementshouldbeconsideredasended,anddisplacementinthemixedcontextofdisastersandconflict.Intermsofpublishedoutputs,thisworkwillbereflectedwithintwopolicypositionpapers,andtheiterativepublicationofourpolicycompendium.TheIDMCpolicycompendiumisaninternaldocumentthatwasdevelopedin2014toprovidepolicypositionsonsuchareas,andisbasedonananalysisofexistinglegalframeworksanddefinitions.Itwillformthebasisofthefuturedevelopmentoftheconceptualframeworkoninternaldisplacement.WewillalsopublishaguidancepaperonIDPrelateddatacollectionwithinthesetwoareasoffocus.
OUTCOME1.2:DATAANDINFORMATIONONTHESCOPE,SCALE,PATTERNS,LOCATIONS,ANDPROTECTIONOFIDPSWORLDWIDEISMADEAVAILABLE.
Webeginthedevelopmentofaglobalinternaldisplacementdatabasebycreatingatechnicaldevelopmentplan.Thisworkwillbeledbyatechnicalprojectmanagerwhowillberecruitedonatemporarybasisinordertoguidetheinitialstagesofthiswork.
In2015wewillfurthercreateaprototypedatabasehostingallofourhistoricaldata.Bytheendoftheyear,userswillbeabletodownloadthecompletedatasetsfordisplacementcausedbyconflictanddisastersfromtheIDMCwebsite,viathisdatabase.Throughouttheyear,wewillalsoexploredifferentdatavisualisationtechniques,andwillproduceaseriesofinfo-graphicsofdisplacementdatathroughouttheyear.
Inconsortwiththeworkontheconceptualframework(seeoutcome1.1)wewillalsodevelopdraftindicatorsfortheIDMCseverityindex,withaparticularfocusonthetwoareasofmulticausalityandprotracteddisplacement.
OUTCOME2.1:IDMCANALYSISANDRESEARCHONINTERNALDISPLACEMENT-RELATEDISSUESISOFKEYRELEVANCETOGLOBALPOLICYAGENDAS.
Outputswithinthisoutcomereflectbothon-goingcommitmentstoourfundingpartners,aswellasplannedoutputsunderthenewstrategy.Inlinewiththeworktakingplacewithinthefirststrategicobjective,thisyearwewillfocusouranalysisandresearchontheissueofprotracteddisplacement.Inparticular,wewillstrivetoidentifywaysofbridgingthehumanitarian-developmentgapsoastofindlastingsolutionstodisplacement.
Ourtwoglobalreports,theGlobalOverviewandGlobalEstimates,willexploreexistinggapsinunderstandingthatactasobstaclestofindingadequatelong-termsolutions,throughananalysisofaselectnumberofprotractedsituationsworldwide.Ouranalysiswillincludeanexplorationofinternationalandnationallegal
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andpolicyframeworks,byassessinghowdisplacementisaddressedwithinthem,andprovidingacriticalanalysisoftheapproachesadoptedindifferentcontexts.
Inaddition,wewillpublishaspecialreportonglobaldisplacementriskthatwillinformpolicydiscussionsattheMarch2015SendaiConferenceonDisasterRiskReduction.
Aspartofourcorecommitmentstoourfundingpartners,wewillalsopublishthreethematicreportsandaspecialpaperonhousingpracticesanddurablesolutionsforurbanIDPs.ThelatterwillformIDMC’sfutureworkonurbandisplacementissues.Wewillalsopublishtwoadditionalpapersinourseries“BorninDisplacement”whichwillspeaktotheissueofprotracteddisplacementovermultiplegenerations.
OUTCOME2.2:IDMCRESEARCHANDANALYSISISDISSEMINATEDSTRATEGICALLYTOENGAGETARGETEDPOLICYMAKERSANDOPERATIONALACTORS,ANDINCREASESTHEVISIBILITYOFINTERNALDISPLACEMENTTOAGLOBALAUDIENCE.
SHARINGKNOWLEDGEWITHOURPARTNERS
In2015,wewillbuildanonlineexpertdiscussiongroupanddeliverIDMCfacilitatedworkshopswhichwillbringkeyexpertstobuildconsensusaroundtheissueofprotracteddisplacement,andwhendisplacementends.Thesubsequentpolicypositionpapersdevelopedfromthiswork(seeoutcome1.1)willbedisseminatedviatargetedemailstoIDMCsusers,partnersandrelevantstrategicpartnerswiththeaimofsolidifythesepositionsinthewiderliteratureanddiscoursearoundprotractedinternaldisplacement.
Thisyearwewillalsodeliver11trainingworkshopstonationalandregionalstakeholdersonlegalandpolicyframeworksrelatingtointernaldisplacement.Theseworkshopsreflectouron-goingcommitmentstoourfundingpartnersfortheperiod2015to2016.
RAISINGAWARENESSTOOURUSERS
Thisyearwewillcontinuetodevelopoure-marketingstrategy.Wewillseektoinvestinmorepowerfultechnologiesandcontactplatformstoallowustomoreeffectivelyinformourusersandpartnersofourresearchandanalysis.Thiswillincludethedevelopmentofmoretargetedemailgroupsbasedoninterestareasandrelevantaudiencetargets.
WewillalsodevelopamarketingpacktoincludebasicinformationaboutIDMC,aswellasourlatestreportsandanalysis.Thesewillbeavailabletoourstaffandtoourpartnersfordistributionatrelevantkeyevents,meetingsanddiscussions.
INFLUENCINGOURSTRATEGICTARGETS
Forthethreepolicyrelevantreportsdevelopedunderoutcome2.1(theGlobalOverview,TheGlobalEstimates,andtheGlobalDisplacementRiskReport)wewilldevelopasoliddisseminationplantoensurethatthesearereleasedatstrategicpointsintherelevantpolicyprocesses(seeoutcome2.1).Theplanwillincludeamultimediacampaignandhigh-leveleventlaunch,incollaborationwithourparentorganisationNRC.Wewilldevelopsuitablesupportmaterialforeach,includingquickfactsguides,info-graphicsandpressandsocialmediamaterial.
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PART5:
IMPLICATIONSOFTHE2015TO2020IDMCSTRATEGY
Duringanin-depthriskanalysis,wehaveidentifiedfourimplicationstoour2015to2010strategy.Eachisaddressedbelowwithacorrespondingmitigationstrategy.
HIGHINITIALINVESTMENTFORLONGTERMRETURN
Weanticipateseedingcostsintermsofhumanresources,andalsointermsofthespecialisedtechnicalrequirementsneededforthedatabasedevelopment.Toensuresmoothtransition,wewillalsodeliverproductsthroughouttheyearthatbothhonourourcorecommitments,whilealsoincreasinglyreflectthenewdirectionwearetaking.Tothisend,wewillensureconsistentengagementwithourpartnersthroughout.Toaddresstheseimplicationswewilldothefollowing:
a. Developasolidphasein/phaseoutstrategy.ThephaseoutwillfocusonhonouringthecorecommitmentsIDMChasinplacefor2015.Thephase-inwillfocusontheactivitiesanddeliverablesplannedfortheyearbeneatheachofIDMC’snewinstitutionalobjectives.
b. Ourphaseoutbudgetwillcoverthecorecommitmentsdescribedinthelogframeunderoutput2.1,whilethephaseinbudgetwillbeusedforanyseedingcostsandfortheproductsandactivitiesdevelopedaspartofthenewstrategy.Thecurrentbudgetof5.3millionUSDwillbeallocatedalongthesetwotracksaccordingly.
Wedonotanticipateanyfinancialinvestmentoverthenext12monthsover-and-aboveourcurrentbudgetceilingof5.3millionUSD.Nonetheless,considerableinvestmentwillberequiredinchangemanagementsupport,whichwillbeprovidedbyourparentorganisationNRC.
LACKOFAVAILABLEQUALITYDATAONINTERNALDISPLACEMENT
Thelackofqualitydataoninternaldisplacementinvariouscontextsiswellrecognised,andisdiscussedinmoredetailinsection1underthetrendsanalysis.Thisposesacontinuedchallengetous,aswewillcontinuetorelyonsecondarydatasourcesaspartofthisnewstrategy.Theseblindspotsinthedataruntheriskofimpedingboththespeedandcredibilityofimplementingthisnew,moredata-focused,approachtoourwork.
Thisisnot,however,anewchallengeforus,andbyadoptingaphasedapproachtoourdatabasedevelopmentwewillbeabletomitigatethisimplication.Wewillbeginwithwhatwedohave,andmakeourvastcatalogueofcurrentlyunavailabledataonIDPsavailable,whilesimultaneouslylookingtoinnovativesourcesofnewdatawhereweseeconsistentgaps.Thiscouldincludemobilephonedata,crowdsourcing,crowdseeding,andsatelliteimageryanalysis,forexample.
Wewillalsolooktothelongerterm.Asdiscussedpreviously,oneroleoftheconceptualframeworkwillbetoeducatedatacollectionexpertsonhowtocollectricherandmorecomparabledataoninternallydisplacedpeople.Inshort,wewillclearlycommunicatewherethegapsareintermsofdatatostakeholdersasameansofimprovingtransparencyinbothdatacollectionandmethodology.
IDMCwillalsointroduceconfidenceratingstothedataitpublishes.Thiswillallowustobemoretransparentaboutthedataweuse.
DIVERSIFYINGOURFUNDINGBASE
Asmentionedinsection4,2015willbeconsideredatransitionalyearwherewewillhonourouron-goingcommitmentstoourfundingpartners,whilesimultaneouslyseedingthenewstrategicplan.
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Wewillcontinuetoactivelyengagewithourfundingpartnerswhoseon-goingsupportandengagementwithIDMChasnotonlyallowedustodevelopsixteenyearsofcredibleandhighlyrespectedworkinsupportoftherightsofIDPs,butwillalsobeparamountintheimplementationofthisnewdirection.Wewillhaveearlyconsultationswithourfundingpartnersonourplansforthenextfiveyears,followedupwithtimelydeliveryreportsonourprogressthroughourquarterlyupdatesandannualreports.IDMCwillalsodiversifyitsfundingbase,encouragingmulti-yearpartnershipsinsupportofourgoals.
IDMCwillactivelyseeknewfundingopportunitieswithstrategicandoperationalpartnerswhichinclude,butarenotlimitedto,UNagencies,theInternationalOrganisationonMigration,researchinstitutionsandnationalandregionalinstitutions.Asanorganisationgroundedinresearchandanalysis,longerterminvestmentsarecriticalforustooperateeffectively,whilefundingtospecificprojectsmakeitpossibletodevelopnewerareasofourworkwhichmightneedadditionalinvestmentintermsofhiringexternalsupport.
Therewillbenoplannedgrowthfor2015,andwehave,todate,securedapproximately64percentofourrequiredbudget.Fundraisingwillberequiredtomeettheremaining36percent.Tosecurethisfunding,IDMChasalreadyinitiateddialoguewithbothformerandpotentialnewdonors.
In2014,approximately40percentofIDMCfundingstemsfromframeworkagreementsthroughNRC.Thiswillremainin2015.
FRAMEWORKAGREEMENTSTHROUGHNRCHAVEMADEUPCLOSETO40%OFIDMC’SBUDGETFORTHELAST3YEARSANDTHISARRANGEMENTISLIKELYTOCONTINUEIN2015.
SUMMARYIDMCBUDGET2015 Budget(USD)
Regionaldepartments 2,207,470.-
Policyandresearch(Includingconceptualframework,severityindex)
1,252,771.-
Communications 869,980.-
Financeandadministration(Includingevaluation)
1,149,978.-
TOTALIDMC2015BUDGET 5,480,199.-
MONITORINGANDEVALUATION(M&E)
In2014IDMCunderwentanindependentevaluationbytheSwissFDFA(seeannexIII).Asecondevaluation,byourAustralianfundingpartner,isplannedin2015whichwillevaluateourdisasterswork.In2016,weareplanningafurtherindependentexternalevaluationofourwork.
Whilewehaveclearlyarticulatedinthelogframetheindicatorswewillbeusingtomonitortheprogressofourworkin2015,wewillcontinuetoseekguidanceandsupportonM&EfromourparentorganisationNRCinlightofitsnewoperatingmodelandstrategicplan.
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ANNEXES
I Trendsanalysisreport
II Summaryofkeyfindingsandmessagesfromexternalinterviews
IIa Interviews:Keystrategicfindings
IIb Interviewanalyticalmatrix
III IDMCorganigram
IV IDMC2015Logframe