OIM - Knowledge Management Strategy 2024–2028

KNOWLEDGE

MANAGEMENT STRATEGY 2024–2028The opinions expressed in this publication are those of the authors and do not necessarily reflect the views of the International Organization for Migration (IOM). The designations employed and the presentation of material throughout the report do not imply expression of any opinion whatsoever on the part of IOM concerning the legal status of any country, territory, city or area, or of its authorities, or concerning its frontiers or boundaries. IOM is committed to the principle that humane and orderly migration benefits migrants and society. As an intergovernmental organization, IOM acts with its partners in the international community to: assist in meeting the operational challenges of migration; advance understanding of migration issues; encourage social and economic development through migration; and uphold the human dignity and well-being of migrants. _____________________________

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PUB2023/025/ELKNOWLEDGE

MANAGEMENT

STRATEGY 2024–2028 • • • • • • • • • fiIOM

UN MIGRATIONKnowledge Management Strategy 2024–2028 iii FOREWORD Knowledge is a core asset for our Organization and our key comparative advantage. As the leading intergovernmental organization in the field of migration, IOM intrinsically relies upon the expertise and experience – otherwise referred to collectively as knowledge – of staff, as well as partners and stakeholders, to successfully deliver on our work in supporting Member States and societies in ensuring migration is beneficial for all. Effectively identifying and leveraging this knowledge is critical in supporting migrants, displaced populations and communities in an increasingly complex migration landscape. This Knowledge Management Strategy 2024–2028 is a timely response to the need for a coherent approach to managing knowledge, consolidating localized, regional and global expertise across IOM, and enhancing the impact of our work. The Strategy also highlights the importance of investing in knowledge management, sharing practices and building on lessons learned to inform innovative and transformative approaches to tackling complex migration challenges today. As societies become more interconnected, factors such as geopolitical changes, socioeconomic disparities, environmental challenges and technological advancements are more intricately linked to migration patterns and dynamics. Navigating these complexities requires a comprehensive understanding of the multifaceted nature of migration. Amidst these challenges lie opportunities for positive change aligning with the priorities outlined in the IOM Strategic Plan 2024–2028 – specifically, saving lives, driving solutions to displacement and establishing regular migration pathways. By working together with partners, we can harness the potential of migration to contribute to sustainable development, foster cultural diversity and drive innovation. Labour mobility and other regular migration pathways can play a pivotal role in realizing these opportunities. Effective

specifically, saving lives, driving solutions to displacement and establishing regular migration pathways. By working together with partners, we can harness the potential of migration to contribute to sustainable development, foster cultural diversity and drive innovation. Labour mobility and other regular migration pathways can play a pivotal role in realizing these opportunities. Effective knowledge management supports these endeavours by ensuring that good practices and lessons learned are shared and leveraged to strengthen collaboration and synergies among different stakeholders and accelerate sustainable results. Considering the pressing challenges posed by climateand crisis-induced human mobility, the Knowledge Management Strategy 2024–2028 emphasizes the critical need for accessible data to generate valuable insights. These insights are vital for fostering foresight and knowledge to anticipate conflicts, displacement and climate-related human mobility risks, enabling proactive planning and responses that save lives and benefit populations in vulnerable situations. In 2022, the work of IOM on the mobility dimensions of crisis had an operational reach of over 31.1 million people, including internally displaced persons, refugees, migrants and host communities, either directly or as part of community-based programmes. All this work has generated a wealth of practical experience and knowledge, anchored in international law, that enhances the protection of affected populations across the humanitarian-development-peace nexus (HDPN). Strengthening knowledge-sharing including in the context of South–South and triangular cooperation, is essential in ensuring advancements towards inclusive, rightsand evidence-based migration governance and the socioeconomic well-being of migrants and societies.Foreword iv Knowledge management is also a matter of strategic importance for the United Nations system. According to the United Nations Secretary-General, just 12 per cent of the Sustainable Development Goals (SDGs) targets are on track; progress on a further 50 per cent is weak and insufficient; and more than 30 per cent of the SDGs have stalled or gone into reverse (Sustainable Development Goals Report 2023).1 T o accelerate progress on the SDGs, it is urgent to advance “Our Common Agenda”,2 in which the Secretary-General calls on the United Nations and the international community to build a stronger and more inclusive multilateral system through a “quintet of change”

Goals Report 2023).1 T o accelerate progress on the SDGs, it is urgent to advance “Our Common Agenda”,2 in which the Secretary-General calls on the United Nations and the international community to build a stronger and more inclusive multilateral system through a “quintet of change” and for more effective collaboration highlighting the flexibility and agility of networks. This Strategy champions a networked way of working at IOM that focuses on strengthening synergies between the internal knowledge of the Organization and that of its external partners and stakeholders, to support the co-development of approaches and solutions. This is critical to achieving the goals of the Organization and the United Nations System, including supporting Member States and societies in achieving the SDGs and the objectives of the Global Compact for Safe, Orderly and Regular Migration. The Strategy will also contribute to shaping evidence-based narratives on migration while emphasizing its potential to drive sustainable development and inclusive societies. The vast amount of knowledge accumulated through the multifaceted work of IOM is complex to measure. What is evident, however, is that this knowledge is diffused across the Organization and centred in the dedicated staff, partners and stakeholders of IOM. The adoption of this Strategy is a testament to the commitment of IOM to enable peer support, dynamic learning and increased coherence and collaboration to enhance the Organization’s impact for migrants, as well as displaced populations and communities. Amy Pope IOM Director General 1 United Nations, The Sustainable Development Goals Report 2023: Special Edition – Towards a Rescue Plan for People and Planet (New York, United Nations, 2023). 2 United Nations, Our Common Agenda – Report of the Secretary-General (New York, United Nations, 2021).Knowledge Management Strategy 2024–2028 v CONTENTS FOREWORD ..................................................................... iii A

CRONYMS AND ABBREVIATIONS ............................................... vii

E XECUTIVE SUMMARY ........................................................... ix P ART 1: LANDSCAPE ............................................................. 1 Globa l trends in migration and mobility – and what’s on the horizon ................... 1

Operational footprint and priorities of IOM ........................................ 3

E XECUTIVE SUMMARY ........................................................... ix P ART 1: LANDSCAPE ............................................................. 1 Globa l trends in migration and mobility – and what’s on the horizon ................... 1

Operational footprint and priorities of IOM ........................................ 3

State of play of knowledge management at IOM .................................... 5

P ART 2: SETTING THE COURSE .................................................... 7

Objec tive, strategic outcomes and outputs ......................................... 8 P

ART 3: IMPLEMENTING THE STRATEGY AND MEASURING RESULTS

................. 17

ANNE XES ...................................................................... 19

1. IOM globa l, regional and country-level knowledge management efforts ............. 19

2. Benefit s of knowledge management ........................................... 22

3. W orking Group on Knowledge Management and Innovation ...................... 22

4. T ypology of knowledge management tools ..................................... 23Knowledge Management Strategy 2024–2028 vii ACRONYMS AND ABBREVIATIONS CoP community of practice COVID-19 coronavirus disease DRR disaster risk reduction

GDI Global Data Institute IKM Innovation and Knowledge Management Unit IOM International Organization for Migration POEM Peer Exchange and Learning on Migration SDGs Sustainable Development Goals USD United States dollars WMR World Migration Report•

• • • - . . • • • • • • • ---•• ·­·-. - . • • • • • . • . - • • • •• • . . fi : ...• • • • • • • • •••••Knowledge Management Strategy 2024–2028 ix EXECUTIVE SUMMARY A quality knowledge management system is a key institutional strength for IOM, leveraging knowledge to ensure that it remains an agile and fit-for-purpose organization in a rapidly changing migration landscape. This is underscored in the IOM Strategic Plan 2024–2028, which highlights learning as one of the key enablers to realizing the vision of IOM and contributing to the achievement of the SDGs and the objectives

fit-for-purpose organization in a rapidly changing migration landscape. This is underscored in the IOM Strategic Plan 2024–2028, which highlights learning as one of the key enablers to realizing the vision of IOM and contributing to the achievement of the SDGs and the objectives of the Global Compact for Safe, Orderly and Regular Migration (also referred to as the Global Compact for Migration). Emphasizing the importance of knowledge management in ensuring the wisdom, expertise and innovative thinking of IOM are applied for the benefit of migrants, their communities and societies, the Knowledge Management Strategy 2024– 2028 also underlines knowledge-sharing and collaboration with diverse stakeholders as central to supporting the Organization’s vision of fulfilling the potential of migration, while supporting the world’s most vulnerable. By leveraging knowledge effectively, IOM can enhance its impact, influence and contributions to address the complex challenges of migration and foster positive outcomes for all stakeholders involved. Building on and leveraging the inputs from the knowledge management specialists of IOM around the globe and the Working Group on Knowledge Management and Innovation, this Strategy sets the way forward for a dynamic and coordinated knowledge management approach. The overarching objective of this Strategy is for IOM to leverage cutting-edge knowledge and strategic insight to benefit migrants and societies. Migration has an immense potential to drive sustainable development. The goal seeks to use the collective knowledge of IOM to reshape narratives and perceptions surrounding migration, promoting its positive contributions across economic, social and cultural dimensions, while supporting the world’s most vulnerable. It also reflects the mandate of the Organization to advance the well-being of migrants and support States and societies in facilitating safe, orderly and regular migration. Taking on a strategic and forward-looking approach to knowledge management, IOM has and will continue to spearhead initiatives in the areas of horizon scanning, foresight and trends analysis, including emerging issues. T o achieve the objective, IOM will develop

safe, orderly and regular migration. Taking on a strategic and forward-looking approach to knowledge management, IOM has and will continue to spearhead initiatives in the areas of horizon scanning, foresight and trends analysis, including emerging issues. T o achieve the objective, IOM will develop a dynamic and people-centred knowledge ecosystem that promotes a culture of learning and innovation. This will be underpinned by enhanced knowledge governance and digital solutions. The knowledge ecosystem enables collective knowledge to translate into inclusive, rightsand evidence-based migration policy and interventions that save lives and protect people on the move, drive solutions to displacement and facilitate regular migration pathways. A knowledge ecosystem is a complex network of interconnected ideas, resources and people that together create and share knowledge. Its goal is to enable the efficient and effective flow of knowledge throughout the system to foster innovation and create added value for IOM partners and stakeholders. The Organization will not only consolidate and expand its compendium of good practices and innovation, but also use it more systematically and effectively to enhance results towards good migration governance and advance the socioeconomic well-being of migrants, their families, their communities and societies. Additionally, IOM will provide world-class knowledge to drive transformative solutions and innovation with partners and stakeholders. The Organization will leverage experience from its own work and that of partners, to bring about joint solutions and innovation thatExecutive summary x address challenges and maximize opportunities in migration. The trusted knowledge and analysis of IOM will support and protect people on the move, while informing the development and implementation of humanitarian displacement solutions in a timely manner and contributing to sustainable development of all communities through safe, orderly and regular migration. In its role as a thought leader, IOM will share its experience and expertise with other United Nations agencies and partners, as well as academia and the private sector, to drive forward-looking knowledge and practices in the field of migration. As learning is a twothrough safe, orderly and regular migration. In its role as a thought leader, IOM will share its experience and expertise with other United Nations agencies and partners, as well as academia and the private sector, to drive forward-looking knowledge and practices in the field of migration. As learning is a twoway journey, the Organization will maximize opportunities for co-learning and inspiration, so that joint solutions can be developed with partners to better address pressing development challenges and accelerate progress towards more sustainable, equitable and inclusive societies. Figure 1. Knowledge management strategy architecture Strategic outcom e 1 – In ternally facing Strategic outcom e 2 – E x ternally facing Overarching objective IOM leverages cutting-edge knowledge and strategic insight to bene/f_it migrants and societies This Strategy seeks to advance a holistic, people-centred approach to knowledge management. IOM staff are the drivers of critical organizational intelligence and key actors in amplifying organizational impact. By building a culture of learning and knowledgesharing, IOM will be better positioned to drive innovative thinking, develop transformative solutions and leverage the partnerships needed to achieve the objectives of the global migrationrelated frameworks. The enhanced knowledge management approach that is proposed will help to better translate the vast knowledge and expertise that the Organization holds into scalable solutions and lasting impact in a complex and rapidly evolving migration landscape.

Source: Original elaboration by the authors.Knowledge Management Strategy 2024–2028

1 PART 1: LANDSCAPE Global trends in migration and mobility – and what’s on the horizon3 3 This summary draws upon the World Migration Report 2022 of IOM (Marie McAuliffe and Anna Triandafyllidou (eds.), World Migration Report 2022

(Geneva, IOM, 2021) (see sources in WMR 2022), as well as IOM, Annual Report for 2022, Document C/114/INF/1 at the 114th Session of the IOM Council (19 June 2023) (IOM, 2023). 4 United Nations, 2023. 5 McAuliffe and Triandafyllidou (eds.), 2021. 6 Ibid . Human mobility in all its multifaceted dimensions is a key driver of human and sustainable development and essential to the delivery of the 2030 Agenda for Sustainable Development (also referred to as the 2030 Agenda). Leveraging the potential of migration and human mobility to accelerate progress towards sustainable development is even more crucial considering that merely 12 per cent of the SDG targets are on track. 4 Data and evidence continue to demonstrate the positive impact of migration on communities, including socioeconomic opportunities that human mobility brings when well governed. Migrants play a crucial role in laying the foundation for prosperous societies, contributing invaluable knowledge, support networks and skills across countries of origin, transit and destination. Nonetheless, the realization of positive development outcomes depends on the presence of enabling social, cultural, political and economic factors. In recent years, the world has witnessed global disruptions and significant transformations in geopolitics, technology and environment that have vastly shaped the current landscape of migration and will have far-reaching implications for the future of human mobility. For example, the COVID-19 pandemic has tested even the most resilient systems and contexts, radically impacting human mobility worldwide. The pandemic has provided an opportunity to rethink about the value that is placed on everyone in society. While migrant communities were disproportionately affected by COVID-19, they played a critical role in the response and recovery, putting a spotlight on migrants as being essential to the functioning of societies around the world, despite being often the most marginalized in communities. Even in

placed on everyone in society. While migrant communities were disproportionately affected by COVID-19, they played a critical role in the response and recovery, putting a spotlight on migrants as being essential to the functioning of societies around the world, despite being often the most marginalized in communities. Even in a post-pandemic world, similar challenges such as labour shortages persist, impacting many economies around the world and causing many States to recalibrate their immigration policies. The pandemic also accelerated technological and digital innovation. These technological transformations gave rise to an increase in remote working arrangements and “datafication” of human interactions, providing more economic opportunities across borders and locations, and revolutionizing the industries and sectors with more advanced technologies. 5 The application of artificial intelligence can enhance system efficiency, reduce processing times and address the rising demand for migration-related services, while technologyenabled surveillance, potential biases in artificial intelligence-based decision-making within migration and mobility domains and negative implications on safeguarding the human rights of migrants continue to raise concerns on the future use of the technology. 6 Digitalization has also widened the pre-existing digital divide, with the worst impacts on marginalized communities, and resulted in uneven progress. Climate change has massively contributed to large-scale displacements in many parts of the world given the increasing frequency and intensity of environmental hazards, such as floods, droughts and other natural disasters.Part 1: Landscape 2 In the words of the United Nations SecretaryGeneral, climate change is considered an “existential threat to humanity,” 7 and its impacts are being increasingly felt, albeit unevenly, by communities and countries worldwide, including in terms of migration and displacement. For example, in 2022, the combination of drought and famine compelled more than 1 million people to flee their homes in Somalia. In Pakistan, devastating floods impacted one third of the country, profoundly affecting the lives of 33 million people. Furthermore,

displacement. For example, in 2022, the combination of drought and famine compelled more than 1 million people to flee their homes in Somalia. In Pakistan, devastating floods impacted one third of the country, profoundly affecting the lives of 33 million people. Furthermore, Bangladesh and the Philippines faced the brunt of powerful tropical storms, resulting in widespread displacement and destruction. While many disaster displacement events are usually associated with short-term evacuations in a relatively safe and orderly manner, this is not the case for all disaster events and protracted displacement will be increasingly witnessed as climate change effects become more frequent, intense and widespread. Climate change intersects with inequality, demographic change and economic factors, influencing migration patterns and destinations. It is expected that migration will continuously serve as part of the adaptation strategy to respond to deteriorating environmental conditions and land and water systems. Moreover, the World Bank warns that if concrete actions are not taken to address climate change, it could compel over 216 million people to move within their own countries by 2050.8 This projection underscores the urgent need to address the intersection of climate change and displacement. Geopolitical transformations have also impacted migration and human mobility on a large scale. Alongside the intensifying competition and polarization between States is also the heightened risks of geopolitical tensions and 7 United Nations, “Climate change: An ‘existential threat’ to humanity, UN chief warns global summit”, news (15 May 2018). 8 Viviane Clement et al., Groundswell Part 2: Acting on Internal Climate Migration (Washington, D.C., World Bank, 2021). 9 IOM, 2023. the erosion of multilateral cooperation. The world has witnessed its worst effects with the rise of violent extremism, extremist leaderships and erupting war that has displaced millions of people. New and ongoing conflicts, violence, persecution and human rights abuses have seen the number of people forcibly displaced reach over 100 million, 71.1 million of whom

rise of violent extremism, extremist leaderships and erupting war that has displaced millions of people. New and ongoing conflicts, violence, persecution and human rights abuses have seen the number of people forcibly displaced reach over 100 million, 71.1 million of whom are internally displaced.9 Even after the pandemic, the world continues to face severe economic challenges, as seen in the rise of global commodity and food prices. This persistent economic instability has magnified existing inequalities and has driven millions of people out of their homes, while they continue their journey in irregular and risky conditions. Even when migrants arrive safely in their new communities, they are further exposed to multiple and intersecting forms of discrimination in the workplace, schools, hospitals, communities and institutions. Across the world, the prevailing negative social attitudes and narratives towards migrants have not only exacerbated their limited access to resources and opportunities but also affected their well-being and social relations with the communities. These adverse effects are often felt larger by migrant women, children, older persons, persons with disabilities, lesbian, gay, bisexual, transgender, queer and intersex (LGBTQI+) persons and other people in vulnerable situations. Given this context, it is important to highlight that migration can generate significant benefits for migrants, as well as host communities and countries of origin. Migration can lead to knowledge and skills transfer, cultural exchange and innovation, benefiting both the migrants’ host countries and countries of origin. International remittances have grown from an estimated USD  128 billion in 2000 to USD 831 billion in 2022, underscoring the salience of international migration as a driver ofKnowledge Management Strategy 2024–2028 3 development. 10 International remittances now far outstrip official development assistance to developing countries and have overtaken foreign direct investment. They will remain a key component of human development globally. More transformational change is needed to strengthen the positive impact of

3 development. 10 International remittances now far outstrip official development assistance to developing countries and have overtaken foreign direct investment. They will remain a key component of human development globally. More transformational change is needed to strengthen the positive impact of human mobility, building on the progress since 2015 with the incorporation of migration into mainstream global development policy and the landmark International Migration Review Forum (IMRF) Progress Declaration in 2022. Finally, the World Migration Report 2022 has found that migration is increasingly happening between highly developed countries, rather than from least or low development countries to high development countries. Of the top 20 10 Marie McAuliffe and Linda Adhiambo Oucho (eds.), World Migration Report 2024 (Geneva, IOM, 2024). 11 McAuliffe and Triandafyllidou (eds.), 2021. 12 IOM, 2023. countries of origin, 18 of them were high or very high on the Human Development Index, compared to just 7 in 1995. There were no low development index countries among the top origin countries in 2020, while in 1995, there were 6. 11 This finding points to ever-shrinking regular pathways for people from developing countries and a growing international “migration divide,” with negative consequences for global inequality. The analysis also highlights that there is a link between migration patterns and regional free movement agreements, which can often provide valid options to migrants. This is evident for Europe, as well as West Africa in the context of the Economic Community of West African States’ free mobility arrangements. Operational footprint and priorities of IOM In this context, IOM continues to be the leading organization within the United Nations system and across the world to respond to emerging and complex migration realities of the world today. The Organization also serves as a thought leader in shaping the global discourse and governance on migration, on the future of work, on promoting regular migration

leading organization within the United Nations system and across the world to respond to emerging and complex migration realities of the world today. The Organization also serves as a thought leader in shaping the global discourse and governance on migration, on the future of work, on promoting regular migration pathways and on building community resilience and catalysing innovative solutions in the face of heightened geopolitical tensions, widening digital divide and climate change. T o support this work, IOM has grown into an organization with a budget of USD  2.9 billion and 18,934 staff operating in over 100 countries. 12 The current priorities of the Organization as defined in IOM Strategic Plan 2024–2028 are as follows: (a) Saving lives and protecting people on the move: In response to the escalating displacement crisis, IOM aims to expedite and broaden the impact of its responses across diverse intervention areas. With a focus on emergency settings, the Organization is able to: (i) provide essential items and cash assistance; (ii) ensure access to health care, water, sanitation and shelter; and (iii) facilitate movement assistance. The expertise of IOM extends to tailored protection services for the most vulnerable, addressing issues, such as child protection, gender-based violence and human trafficking, while also assisting States in developing effective border management responses. (b) Driving solutions for displacement: IOM focuses on proactive strategies in addressing global displacement challenges. By leveraging migration expertise and private sector technology, the Organization aims to develop data-driven ca