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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