Timor Strategic Plan

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S T R A T E G I C P L A N


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The opinions expressed in the document are those of the authors and do not necessarily reect

the views of the Internaonal Organizaon for Migraon (IOM). The designaons employed and

the presentaon of material throughout the report do not imply the expression of any opinion

whatsoever on the part of IOM concerning the legal status of any country, territory, city or area,

or of its authories, or concerning its froners or boundaries.

IOM is commied to the principle that humane and orderly migraon benets migrants andsociety. As an intergovernmental organizaon, IOM acts with its partners in the internaonal

community to: assist in meeng the operaonal challenges of migraon; advance understanding

of migraon issues; encourage social and economic development through migraon; and uphold

the human dignity and well-being of migrants.

Publisher: Internaonal Organizaon for Migraon17 route des Morillons

1211 Geneva 19

Switzerland

Tel.: +41 22 717 91 11

Fax: +41 22 798 61 50

E-mail: [email protected]

Internet: hp://www.iom.int

_____________________________________________________

2011 Internaonal Organizaon for Migraon (IOM)

_____________________________________________________

All rights reserved. No part of this publicaon may be reproduced, stored in a retrieval system,

or transmied in any form or by any means, electronic, mechanical, photocopying, recording,

or otherwise without the prior wrien permission of the publisher.

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IOM TIMOR-LESTE

20112013S T R A T E G I C P L A N


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3IOM TIMOR-LESTE 20112013 STRATEGIC PLAN

Contents

Foreword by IOM Timor-Leste Chief of Mission ...........................5

LIst of acronyms ..........................................................................7

Denion of key terms ................................................................9

Introducon ..............................................................................11

Role and mandate of IOM ......................................................... 11IOM globally ..................................................................................11

IOM in Timor-Leste ........................................................................12

Why a strategic plan now? ............................................................14

IOM-TLs comparave advantage .................................................15

Partners and beneciaries .............................................................16

Vision, mission and values .........................................................19

Vision .........................................................................................19

Mission ......................................................................................19

Values ........................................................................................ 20

Strategic objecves ...................................................................21

Strategic objecve 1: .................................................................22




Performance monitoring and evaluaon ...................................27

Risk assessment ........................................................................29

Annex A: Logic model IOM Timor-Leste 20112013

strategic plan ............................................................................33

Annex B: Performance measurement framework IOM Timor-Leste 20112013 strategic plan ................................35


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FOREWORD BY IOM TIMOR-LESTECHIEF OF MISSION

As Chief of Mission of the Internaonal Organizaon for

Migraon in Timor-Leste (IOM-TL), I am pleased to presentour Strategic Plan for 20112013. This Plan is the rst of

its kind since IOM started its operaons in Timor-Leste in

August 1999. It is intended to chart the future course and

direcon of IOM-TLs work over the next three years and to

realign our priories so that they reinforce and support the migraon-related

strategies developed by the Government of Timor-Leste (GoTL). By ensuring

eecve use of its resources and seng clear priories, IOM-TL intends to increase

its overall impact.

Four overarching strategic objecves are idened in this Plan:

1. To harness the potenal benets of ruralurban and internaonal migraon

for naonal development.

2. To strengthen the ability of the GoTL to eecvely manage migraon.

3. To support the reducon of human tracking, migrant smuggling, and the

abuse of vulnerable migrants through increased prevenon, protecon and

prosecuon measures.

4. To enhance capacity to respond to forced migraon caused by natural and

man-made disasters and ensure orderly and sustainable return and (re)

integraon of migrants.

This Plan is based on the input of our naonal and internaonal partners. More

than 21 consultaon meengs were held with 27 dierent stakeholders, including

government ocials, United Naons senior ocials, the donor community,

implemenng partners, and civil society representaves. We are extremely grateful

to all those who shared their ideas, feedback, and recommendaons which have

helped to ensure that this Plan reects the overarching needs and naonal priories

of the Government and people of Timor-Leste. We are parcularly grateful to

all donors who have been supporng IOM operaons in Timor-Leste from thebeginning to date. Their invaluable contribuon has enabled IOM to support the

GoTL to manage migraon with the required eecveness, including in the form of

sustainable response to the most urgent protecon needs of migrants.

It is our hope that this Plan will help contribute to the vision of Timor-Leste as a

country that is capable of managing migraon for the benet of all.

Norberto Celesno

Chief of Mission


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LIST OF ACRONYMS

ASEAN Associaon of Southeast Asian Naons

BMIS Border Management Informaon System

CBDRM Community-Based Disaster Risk Management

CCA Climate Change Adapon

CCCM Camp Coordinaon and Camp Management

DDMC District Disaster Management Commiee

DMC Disaster Management Commiee

DPBSC Department of Peace-Building and Social Cohesion

DRM Disaster Risk Management

DRR Disaster Risk ReduconEMM Enhanced Migraon Management

GoTL Government of Timor-Leste

IASC Inter-Agency Standing Commiee

IDP Internally Displaced Person

ICAP Integrated Community Acon Plan

IOM Internaonal Organizaon for Migraon

ITWG Inter-Agency Tracking Working Group

MFA Ministry of Foreign Aairs

MSC Migraon Steering Commiee

MSS Ministry of Social Solidarity

NDMD Naonal Disaster Management Directorate

NGO Non-Governmental Organizaon

PNTL Naonal Police of Timor-Leste

SDDMC Subdistrict Disaster Management Commiee

SDMC Suco Disaster Management Commiee

SES Secretary of State for Security

SOP Standard Operang Procedure

TL Timor-Leste

UNDAF United Naons Development Assistance Framework

VPU Vulnerable Persons Unit


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DEFINITION OF KEY TERMS

Baseline Baseline data is the set of condions exisng at the outset of

a programme; quantave and qualitave data collected to

establish a prole. Baseline data is collected at one point in meand is used as a point of reference against which results will be

measured or assessed. A baseline is needed for each indicator

that will be used to measure results during the intervenon.

Data source Individuals, organizaons or publicaons from which data on

indicators will be obtained.

Indicator A unit of measurement that species what is to be measured

along a scale or dimension but does not indicate the direcon or

change. Performance indicators are neutral and do not include

targets.

Performance Used to systemacally plan the collecon of relevant data to

measurement assess and demonstrate progress made in achieving expected

framework results. Ensures performance informaon is collected on a regular

basis and helps to track the achievement of expected results and

are developed and monitored through consultaon with partners,

other donors, local stakeholders, and relevant beneciaries.

Outcomes Developmental results that are a consequence of outputs having

been achieved.

Output Direct products or services resulng from performing acvies.

Reporng Idenes who is responsible for collecng and validang the data

responsibility and includes individuals, organizaons, documents, or reports

from which the data is obtained.

Result A describable or measurable change in state derived from a cause

and eect relaonship.

Results-based A life cycle approach to management that integrates strategy,

management people, resources, processes, and measurements to improve

decision-making, transparency, and accountability.1

1 Denion used by the Canadian Internaonal Development Agency.


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Target Species a parcular value for an indicator or result to be

accomplished by a specic date in the future; it indicates what

achievement will be reached within a certain period of me,

in relaon to one of the expected results. Targets provide

tangible and meaningful points of discussion with beneciaries,

stakeholders, and partners.


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INTRODUCTION

Role and mandate of IOM

IOM globally

Established in 1951, IOM is the leading internaonal inter-governmental organizaon

in the eld of migraon. IOM acts with its partners in governments, civil society, and

the internaonal community to help ensure the orderly and humane management

of migraon, to promote internaonal cooperaon on migraon issues, to

assist in the search for praccal soluons to migraon problems, and to provide

humanitarian assistance to migrants in need, including refugees, internaonally

stranded migrants, vicms of human tracking, and internally displaced persons

(IDPs). IOMs global work is broadly categorized into four main areas of migraonmanagement, including: 1) migraon and development; 2) facilitang migraon;

3) regulang migraon; and 4) forced migraon. Currently, these four areas are

being further expanded based on IOMs global strategy.

IOM four-box chart

Migraon and development Facilitang migraon Regulang migraon Forced migraon

Return of qualied naonalsExchange of experseRemiances/moneytransfersOverseas communiesMicrocredit schemesTargeted assistanceBrain drain and gain

Workers/professionalsStudents/traineesFamily reunicaonRecruitment/placementDocumentaonLanguage trainingCultural orientaonConsular services

Systems for visa,entry and stayBorder managementTechnologyapplicaonsAssisted return andintegraonCounter-trackingCounter-smugglingStranded migrants

Asylum and refugeesReselementRepatriaonIDPsTransion/recoveryFormer combatantsClaims/compensaonElecons/referenda

Cross-cung acvies

Technical cooperaon and capacity-building

Migrants rights and internaonal migraon law

Data and research

Policy debate and guidance

Regional and internaonal cooperaon

Public informaon and educaon

Migraon health

Gender dimension

Integraon and reintegraon


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IOMs structure is highly decentralized and service-oriented. There are currently

18 Missions with Regional Funcons serving as resource centres and seven Special

Liaison Missions.

IOM has experienced rapid growth in the past 10 years: Membership increased from 67 States in 1998 to 132 States in 2011 and

connues to grow.2

Total expenditure increased from USD 242.2 million in 1998 and exceeded

USD 1 billion in 2010.

Field locaons increased from 119 in 1998 to 400 at present.

Acve projects increased from 686 in 1998 to more than 2,820 at present.

Operaonal sta increased from approximately 1,100 in 1998 to more than

7,000 at present, almost enrely in the eld.

IOM is enrely a projeczed organizaon. Sta and oce costs associated with

implemenng a project are charged to projects through a me-allocaon concept

referred to as projeczaon. Every nancial contribuon to a project in IOM is

assigned a disnct project code, and every project is managed by a project manager

to ensure that the respecve acvies are monitored and accounted for in a

responsible, transparent and ecient manner. In 2009, more than 97 per cent of

IOMs funding was in the form of voluntary contribuons for projects. The remainder

represents the administrave budget, funded from Member State contribuons.

To cover its indirect costs, IOM generally charges 5 per cent on the total cost of

projects for administrave support. IOMs administrave fees are among the lowest

of all internaonal organizaons.

IOM in Timor-Leste

IOM has been present in Timor-Leste since August 1999. Inially, the main focus

of the Missions work was on providing return and reintegraon assistance to the

approximately 190,000 Timorese people who ed to West Timor during the 1999

post-referendum violence. IOM-TL also parcipated in the demobilizaon and

reintegraon of ex-Falinl combatants, and undertook community stabilizaon

iniaves and infrastructure recovery projects. In response to the civil unrest of

2006, IOM-TL quickly began its work supporng the Government of Timor-Leste

(GoTL) in its response to internal displacement and the development of durable

soluons for the aected populaon. With the closure of IDP camps in early 2010,

IOM-TL assisted the return of over 17,000 families to communies.

2 Timor-Leste became one of the newest member states in November 2010 during the IOM annual Council

meeng.


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During and aer the crisis, IOM-TLs strength has been its ability to react quickly

through its rapid mobilizaon of resources, its exible approach, and its ability to

support an eecve emergency response at the naonal and community level.

IOM-TL also developed strong and eecve partnerships with the GoTL at the

naonal and local level. This has posioned it well to provide sustained capacity

development support to various ministries in developing strategies, policies, and

systems to foster the beerment of migrants assistance, and to support community

stabilizaon and disaster risk management.

In line with Timor-Lestes transion from a post-crisis environment, IOM-TL has alsosupported the government in aaining its longer-term development goals through

the provision of technical assistance and advice to further strengthen instuonal

capacity. Since 2005, the IOM Mission in Timor-Leste has been working closely

with the GoTL to develop coherent and well-coordinated migraon systems to

ensure ecient migraon management for Timorese cizens, visitors, immigrants,

irregular migrants, and asylum-seekers. The Mission has also been providing

support and technical assistance to the government and civil society in dealing with

new emerging trends such as human tracking and migrant smuggling.

IOM facilitates the sustainable

return of IDP families from the last

tented IDP camp, Menaro, July

2009.


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IOMs counter-tracking unit provides training for front line law enforcement ocers in

all 13 districts. This project was completed in August 2010.

Why a strategic plan now?

In response to the changing operaonal context and the idened need of the

GoTL and civil society for sustained developmental assistance, IOM-TL has decided

to reassess its priories in order to ensure that they are fully aligned with new

challenges and capacity development needs of the GoTL and civil society. In

order to do this, extensive consultaons were undertaken with a wide range ofgovernmental, non-governmental, and internaonal partners to idenfy needs,

requests, and gaps, as well as areas where IOM-TL is able provide technical advice

and assistance in line with its mandate and established in-country experse.

Consultaon meengs with external stakeholders provided an honest and frank

assessment of IOM-TLs impact and eecveness, as well as suggesons of priority

areas for its future work. The internal consultaon sessions were an important

opportunity to analyse organizaonal strengths and weaknesses, idenfy external

opportunies and threats, and set relevant and realisc priories in line with

idened needs and gaps.

This Strategic Plan for 20112013 provides a mul-year, overarching framework for

carrying out IOM-TLs work. It is oriented towards achieving the vision of Timor-

Leste as a country that is capable of managing migraon for the benet of all.

This strategic framework will be used by IOM-TL as the basis for developing and

elaborang future project proposals. This Plan has intenonally been kept general

in order to allow for connued exibility in responding to evolving needs and

priories idened by the government, civil society, and other stakeholders.


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IOM-TLs comparave advantage

Based on the feedback received through the consultaon process, four key areas

were idened where IOM-TL maintains a clear comparave advantage and niche

role in terms of providing future support to the GoTL and civil society. These areasare also in line with IOMs global areas of focus and experse.

Counter-tracking

IOM-TL currently serves as the lead internaonal organizaon

supporng the GoTL and civil society to counter human tracking.

This lead role of IOM-TL is widely acknowledged among the

government, civil society, the internaonal community, and donors,

and specic menon was given to IOM-TLs ability to successfully

train and build the capacity of the Naonal Police of Timor-Leste

(PNTL) in all 13 districts of the country. IOM-TLs role in successfullyraising awareness about the issue and in providing technical and

legal support and assistance to relevant government and civil society

actors in order to strengthen their eorts to prevent tracking and

protect vicms is also seen as an important comparave advantage.

Many stakeholders idened a connuing need for further IOM-TL

support in the implementaon of legislaon, the ongoing training

of police and other government ocials, and the prosecuon of

tracking-related cases.

M

igraonmanagement

The government, the internaonal community, and donorsexpressed a high regard for the technical experse and assistance

that IOM-TL is able to provide in supporng the GoTL to develop

coherent and well-coordinated migraon systems to ensure ecient

migraon management. Given IOM-TLs role as a lead internaonal

organizaon in the area of migraon, many feel that the Mission is

well placed to connue supporng the GoTL to eecvely manage

migraon and ensure inter-agency coordinaon in the development

and implementaon of migraon management issues. Many also

feel that IOM-TL has an important role to play in providing sustainedcapacity development support to the Migraon Service to funcon

as an agency outside the PNTL.


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Respondingtoforcedmigraoncausedby

n

aturalandman-madedisasters

IOM-TLs strong experience in expediously responding to

emergencies and disasters in Timor-Leste is also seen as a comparave

advantage by government, internaonal, and civil society partners.

Many feel that, based on its past emergency response role, IOM-TL

remains well posioned to connue to support government-led and-owned disaster migaon and prevenon, parcularly in light of its

established internaonal experse in this area. IOM-TLs experience

in facilitang ecient coordinaon between relevant government

agencies, departments, and vulnerable communies is idened as

an asset, as well as IOMs strategic role as global and local cluster lead

for Camp Coordinaon and Camp Management (CCCM) in natural

disasters. The contribuon of IOM and its implemenng partners in

helping to strengthen the ability of governmental, district, and local

actors to prevent, migate and manage disaster through IOM-TLsDisaster Risk Reducon project (which has been running since 2008)

is also regarded as an important basis for sustained IOM support in

this area.

Enhancingcommunity

stabilizaonthrough

susta

inable(re)

integraonofIDPs

IOM-TLs demonstrated experience in promong community

stabilizaon iniaves in locaons of high IDP return is idened

as an area where it has a niche role. Many stakeholders regarded

the Missions experse in the areas of trust - building, mediaon,

and dialogue as important for ensuring sustainable return and

reintegraon of IDPs. Some stakeholders specically idened aneed for further IOM-TL support to the government in responding

to increased rural-to-urban migraon and developing iniaves to

promote integraon and community cohesion.

The four strategic objecves set out in this Plan are in line with these idened

comparave advantages/niche areas and directly correspond to the needs and gaps

idened through the stakeholder consultaon meengs.

Partners and beneciaries

IOM-TL will employ an inclusive, parcipatory, and transparent approach in assisng

its target populaons through the acve engagement of all relevant stakeholders in

the design, implementaon, and evaluaon of its projects. IOM-TLs relaonship

with beneciaries will be based on and guided by the principle of ownership in

order to ensure sustainability of results.


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Mission sta will also connue to acvely parcipate in and support the funconing of

key coordinaon bodies including the Migraon Steering Commiee, the Migraon

Operaon Group, the Inter-Agency Tracking Working Group (ITWG), Hamutuk

Harii Konfansa (Together Building Trust), Hamutuk Harii Uma (Together Building

Houses), the Naonal Disaster Risk Management Inter-Ministerial Commiee, the

Community-Based Disaster Risk Management (CBDRM) Working Group, and the

Working Groups for Naonal Priories one and ve.

IOM-TL will connue to work in conjuncon with the United Naons Country Teamand to ensure that its strategic priories are aligned with the outcomes of the 2009

2013 United Naons Development Assistance Framework (UNDAF). The UNDAF is

guided by the goals and targets of the Millennium Declaraon, which was endorsed

by the GoTL, as well as the Programme of the IV Constuonal Government for

20072012, the Internaonal Compact for Timor-Leste, the 2007 Naonal Recovery

Strategy, and other relevant documents.3 The UNDAF not only provides a framework

for future cooperaon but also reects a consultave and dynamic strategic

priority-seng process with a broad range of stakeholders, including members of

the government, sta from naonal instuons, donor partners, and naonal andinternaonal non-governmental organizaons (NGO).

3 United Naons Development Assistance Framework, UNDAF 20092013, Democrac Republic of Timor-Leste.

IOM sta facilitate focus group

discussions with returning

female IDPs.


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VISION, MISSION AND VALUES

Vision:

Timor-Leste is capable of managing migraon for the benet of all.

Mission:

IOM globally: IOM is commied to the principle that humane and orderly migraon benets

migrants and society.

As an inter-governmental body, IOM acts with its partners in governments,

civil society, and the internaonal community to:

- Assist in meeng the operaonal challenges of migraon and human

mobility;

- Advance understanding of migraon issues;

- Encourage social and economic development through migraon; and

- Uphold the human dignity and well-being of migrants and mobile

populaons.

IOM-TL:

1. Promotes awareness on migraon issues and how they aect Timor-Leste.2. Contributes to conict resoluon and community stabilizaon in order to

minimize forced migraon.

3. Supports migrants to maximize the benet of migraon for themselves, their

families, and their communies.

4. Supports the GoTL to develop regional and internaonal migraon-related

strategies.

5. Provides migraon-related services to diverse target groups, including the

GoTL, vulnerable migrants, and local organizaons, in a manner that reects

the changing realies and priories in Timor-Leste.

6. Supports the capacity of the government to manage migraon through

instuonal capacity-building.


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Values:

1. Undertakes all acvies with due regard for government decision-making

and ownership within the state-building process.

2. Works in partnership with the government, civil society, and communies in

a way that fosters sustainability.

3. Conducts work with integrity in a manner consistent with IOM mandate,

internaonal standards, humanitarian principles, and human rights-based

approaches.

4. Ensures transparency and accountability to beneciaries and donors through

a results-based approach.

5. Exercises exibility in order to adjust work to evolving priories and needs.


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STRATEGIC OBJECTIVES

The four strategic objecves in this Strategic Plan are fully aligned with and

reinforce the 2010 Naonal Priories of the GoTL, as well as the specic strategic

planning documents of government ministries.

4

As menoned previously, eortshave also been made to ensure that IOM-TLs strategic priories correspond with

UNDAF, under which the Mission has commied to contribute to the achievement

of specic outcomes and outputs by 2013. Finally, in order for this Strategic Plan

to be viable and implementable, the strategic priories of donors have also been

taken into account.5

Finally, it is important that the Missions strategic priories are aligned with IOMs

12-point global strategy, which commits IOM to:

1. Provide secure, reliable, exible, and cost-eecve services for persons who

require internaonal migraon assistance.

2. Enhance the humane and orderly management of migraon and the eecve

respect for the human rights of migrants in accordance with internaonal

law.

3. Oer expert advice, research, technical cooperaon, and operaonal

assistance to States, intergovernmental and non-governmental organizaons,

and other stakeholders, in order to build naonal capacies and facilitate

internaonal, regional, and bilateral cooperaon on migraon maers.

4. Contribute to the economic and social development of States through

research, dialogue, design, and implementaon of migraon-related

programmes aimed at maximizing migraons benets.

5. Support States, migrants, and communies in addressing the challenges of

irregular migraon, including through research and analysis into root causes,

sharing informaon and spreading best pracces, as well as facilitang

development-focused soluons.

6. Be a primary reference point for migraon informaon, research, best

pracces, data collecon, compability, and sharing.

7. Promote, facilitate and support regional and global debate and dialogue on

migraon, including through the Internaonal Dialogue on Migraon, so as

to advance understanding of the opportunies and challenges it presents,

4 These include: a) The Strategic Plan Document (Part I) of the Ministry of Social Solidarity, 20092012; b) The

Long-Term Plan of the Ministry of Social Solidarity, 20112030; and, the c) The Strategic Plan of the Migraon

Service for 2030.5 These include the AustraliaTimor-Leste Country Strategy, 20092014, the Timor-LesteEuropean Commission

Country Strategy Paper and Naonal Indicave Programme for the Period 20082013, and the Fiscal Year 2011

Mission Strategic Plan, United States Mission to Timor-Leste.


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the idencaon and development of eecve policies for addressing

those challenges and the idencaon of comprehensive approaches and

measures for advancing internaonal cooperaon.

8. Assist States to facilitate the integraon of migrants in their new environment

and to engage diaspora, including as development partners.

9. Parcipate in coordinated humanitarian responses in the context of inter-

agency arrangements in this eld and to provide migraon services in other

emergency or post-crisis situaons as appropriate and as relates to the needs

of individuals, thereby contribung to their protecon.

10. Undertake programmes which facilitate the voluntary return and

reintegraon of refugees, displaced persons, migrants, and other individuals

in need of internaonal migraon services, in cooperaon with other

relevant internaonal organizaons as appropriate, and taking into account

the needs and concerns of local communies.

11. Assist States in the development and delivery of programmes, studies,

and technical experse on combang migrant smuggling and tracking

in persons, in parcular women and children, in a manner consistent with

internaonal law.

12. Support the eorts of States in the area of labour migraon, in parcular

short-term movements, and other types of circular migraon.

Based on this strategic framework and idened naonal and donor priories,

IOM-TL has developed four overarching strategic objecves to guide and focus its

work over the next three years.

Strategic objective 1:

To harness the potenal benets of ruralurban and internaonal migraon for

naonal development.

Outcomes Outputs

1. Government capacity

to leverage ruralurban migraon

for development is

increased.

Support is provided to assist the GoTL to develop

a policy framework that will guide the design andimplementaon of policies and programmes to

eecvely address ruralurban migraon.


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2. Enhanced opportunies

for safer migraon,

including for Timorese

labour migrants.

a. Support is provided to assist the GoTL to develop

and implement labour migraon policies and

programmes.

b. Technical advice and assistance is given to the

GoTL to support it in meeng its internaonalobligaons to protect migrant rights.

c. Assistance is provided to increase understanding

of migrants rights through a naonal campaign

on safe migraon.

d. Support is provided to increase the capacity of the

GoTL to protect Timorese migrants and provide

informaon and consular services.

e. There is increased knowledge of Timorese

migraon paerns to beer inform governmentand community decision-making.


To strengthen the ability of the GoTL to eecvely manage migraon.

Outcomes Outputs

1. Increased ability of

the GoTL to manage

migraon through

well-developed

legal frameworks,

business processes,

and informaon

technology (IT)

systems.

a. Legal advice and technical assistance is provided

to support the revision and implementaon of the

Immigraon and Asylum Law and accompanying

regulaons and policies.

b. Support is given to ensure implementaon of the

Border Management Informaon System (BMIS)

at internaonal border posts.

c. Assistance is provided to support the GoTL in

developing and adopng risk-based approaches to

visa decision-making.

2. The Migraon Service

successfully funcons

as an independent

agency outside the

PNTL.

a. Technical assistance is provided to help the

Migraon Service to establish and socialize new

agency structures.

b. Support is given to develop and implement

relevant training strategies for the new agency.

c. Assistance and advice is provided to help the

Migraon Service to develop and implement

performance and review mechanisms.


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3. Increased ability

for the GoTL to

ensure inter-agency

coordinaon in the

development andimplementaon

of migraon

management issues.

a. Support is given to the GoTL to help ensure that

coordinaon occurs at all levels of government

in the design and delivery of immigraon policies

and programmes.

IOM provided laptop computers

to support the registraon

process for the border pass

system.


To support the reducon of human tracking, migrant smuggling, and the abuse

of vulnerable migrants through increased prevenon, protecon, and prosecuon

measures.

Outcomes Outputs

1. Human tracking,

migrant smuggling,

and the abuse of

vulnerable migrantsare prevented

through increased

individual and

structural awareness

and reduced

vulnerabilies.

a. Public informaon campaigns are conducted

in order to promote individual understanding

of human tracking, migrant smuggling, and

the abuse of vulnerable migrants and to changebehaviour for self-protecon.

b. Crical instuons are idened and given training

and resources to engage in prevenon acvies.

c. Research into causes and consequences is

conducted, and technical support for the

establishment of data monitoring, analysis, and

reporng systems is provided.


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2. Increased capacity of

the GoTL to idenfy,

report, invesgate,

and prosecute human

tracking, migrantsmuggling, and the

abuse of vulnerable

migrants.

a. Skills and resources are provided to targeted law

enforcement agencies to increase their capacity

to idenfy, invesgate, and prosecute human

tracking, migrant smuggling, and the abuse of

vulnerable migrants.b. Technical assistance is provided in the draing

and implementaon of laws and regulatory

frameworks.

c. Technical assistance is provided in the

establishment and maintenance of coordinaon

and cooperaon frameworks.

d. Technical assistance is provided to the GoTL in

contribung to regional and internaonal eorts

to combat human tracking, migrant smuggling,and the abuse of vulnerable migrants, e.g.

Associaon of Southeast Asian Naons (ASEAN)/

Interpol/Bali Process.

3. Migrants who have

experienced abuse or

exploitaon, witnesses

to related crimes,

and eligible irregular

migrants are providedwith protecon and

assistance services.

a. Technical assistance is provided to partners in the

implementaon of standard operang procedures

(SOPs) for linking vicms of human tracking

and witnesses to appropriate protecon and

assistance services.

b. Migrants who have experienced abuse orexploitaon, and eligible irregular migrants, are

provided with informaon services, assisted

voluntary return, documentaon assistance, and

other forms of protecon services.

Presentaon of results

from the Suco Disaster

Management Commiee.


28/60



To enhance the capacity to respond to forced migraon caused by natural and man-

made disasters and ensure the orderly and sustainable return and (re)integraon

of migrants.

Outcomes Outputs

1. Government and

communies have

increased capacity to

deal with the sustainable

(re)integraon of migrant

communies.

a. Increased capacity of MSS, including the Naonal

Directorate for Social Assistance and the

Department of Peacebuilding and Social Cohesion

(DPBSC) to promote sustainable (re)integraon

and respond to potenal causes of displacement.

b. Communies and local authories are supported

to ensure sustainable (re)integraon.

2. Strengthened disasterrisk management

coordinaon and ability

to respond and recover

from disasters at the

naonal, subnaonal,

and community levels.

a. Technical assistance is provided to supportimproved disaster risk management cooperaon

and coordinaon at the naonal, subnaonal,

and community levels (including civilianmilitary

coordinaon).

b. Connued assistance is provided to build the

capacity of the Naonal Disaster Management

Directorate (NDMD) and relevant Disaster Risk

Management (DRM) stakeholders related to

dierent aspects of disaster risk management .c. Direct support is provided to strengthen

emergency response and recovery acvies at the

subnaonal and community level to communies

aected by disasters.

3. Enhanced capacity at

the subnaonal and

community-levels to

migate both natural and

man-made disasters andeecvely implement

disaster preparedness

and prevenon.

a. District administraons are supported in facilitang

CBDRM in line with the guidelines laid out in the

Naonal Disaster Risk Management Policy.

b. Communies and civil society are provided with

technical assistance in order to strengthen theirability to independently prepare for and respond

to disasters.

c. Communies and administraon at the subnaonal

level are sensized about the risks associated with

climate change (i.e. droughts, food shortages,

oods, and landslides).


29/60


PERFORMANCE MONITORING AND EVALUATION

The implementaon of this Strategic Plan will be based on exisng and future

projects developed by IOM-TL, which will set out specic acvies to be undertakenby Mission sta towards the fullment of the four overarching strategic objecves.

All acvies included in Mission projects will directly correspond to the outputs in

this Strategic Plan.

Results-based monitoring and evaluaon mechanisms will be established in order

to ensure ongoing performance monitoring and evaluaon of the Strategic Plan.

This will require the connued engagement of the IOM-TL Strategic Planning Team

in coordinang the annual review and evaluaon process in order to assess and

measure implementaon of the Strategic Plan and idenfy necessary revisions tothe Plan.

The Chief of Mission and Heads of Units will have primary responsibility for

overseeing and monitoring the implementaon process and for assessing and

evaluang progress. The baseline data and indicators set out in the Performance

Measurement Framework for this Plan (see Annex B) will be used in order to

eecvely measure the results and impact of IOM-TLs work.

In order to ensure full transparency and accountability, public reports on the

implementaon status of the Strategic Plan will be developed. Such reports will be

issued on an annual basis. A nal impact report will be prepared in early 2014 in

order to assess the implementaon of the Strategic Plan. This report will be based

on the results of an independent evaluaon and will incorporate feedback from the

government, United Naons partners, donors, civil society, and project beneciaries.

All reports will be made publicly available, including on IOM-TLs website.


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RISK ASSESSMENT

In implemenng this Strategic Plan, it is important to acknowledge that certain

events and developments, if realized, will have an adverse eect on IOM-TLs

ability to achieve its strategic objecves. Consequently, it is necessary for IOM-TLto understand and idenfy possible situaonal, developmental, organizaonal, and

nancial/contractual and reputaonal risks associated with parcular strategies

and to idenfy clear responses to eecvely migate these risks.

Idened riskLikelihood of

occurrence

Potenal impact

on IOMs ability

to meet its

objecves

Migaon strategy

Situaonal risks

Mass displacement

occurs due to a

natural or man-made

disaster

Medium High IOM-TL is providing technical support and

assistance to NDMD and District Disaster

Management Commiees (DDMC)

through its Disaster Risk Reducon project,

which aims to strengthen the capacity

of the GoTL to migate and respond to

displacement caused by natural and man-

made disasters. In the case of a natural

disaster, the Mission would liaise with the

IOM Emergency and Post-Crisis Division at

IOM Headquarters.

The Transional Land

Law is approved

and results in

manifestaons of

social unrest and

instability

Low High IOM-TL is well placed to support the

GoTL in socializing the implicaons of

the Law and mainstreaming informaon

about land reform process into ongoing

community stabilizaon acvies.

Timor-Leste agrees

to the establishment

of a regional asylum

processing centre

and IOM-TL is askedto provide extensive

advice and technical

assistance, which

causes its strategic

focus to shi and

overstretches its

operaonal capacity

Medium Medium IOM-TL would cooperate with other

internaonal and local partners in

providing such assistance. Such support

would also be in line with the Missions

Strategic Plan under strategic objecvethree related to IOM-TLs role in providing

connued assistance to irregular migrants.

In case the Missions role is expanded,

and addional resources are needed,

consultaons would be conducted with

government and donors.


32/60


Developmental risks

Capacity

development

support provided

by IOM-TL sta is

not sustainable andassisted government

instuons are not

able to funcon

independently by the

end of the project

period

Medium High All IOM-TL capacity-development projects

connue including a transion or phase-

out plan that allows sta working in the

government as advisors to be successfully

withdrawn by the end of the project cycle.Objecves for capacity-building assistance

and performance indicators are discussed

and shared with government counterparts

at the beginning of the project and

regularly assessed and evaluated as the

project is implemented.

Instuonal

weaknesses and

polical issues

within government

instuons impede

implementaon of

strategies, policies,

systems or pracces

Medium High Instuonal readiness to absorb and

benet from capacity development

assistance connues to be determined

through a comprehensive needs

assessment conducted prior to the

placement of an advisor within the

instuon. Part of the assessment ensures

that there is strong leadership within the

instuon to ensure ownership of change

and to lead and drive the process.

Organizaonal and nancial/contractual risks

There is high sta

turnover within

IOM-TL

Medium High Good succession planning is in place

within the Mission as well as measures

to support the recruitment and retenon

of experienced, high-quality sta. Amandatory handover process including

a comprehensive handover report is

required of key sta leaving the Mission.

IOM does not receive

the required donor

funds to implement

its strategic priories

Medium High IOM-TL has developed a three-year

Strategic Plan that addresses and builds on

donor priories.


33/60


Reputaonal risks

Lack of

understanding

about IOMs internal

organizaon and

policies

Medium High IOM-TL, through its Strategic Plan and its

ongoing coordinaon with other partners

and stakeholders, will connue to share

informaon about its project-based

structure and its projeczaon approach.

IOM-TL is seen as

duplicang the

work of other

internaonal/local

actors in Dili

Low Medium In developing its three-year strategic plan,

IOM-TL has carefully considered the plans

and intenons of other internaonal and

local actors in order to avoid duplicaon

and ensure that new project ideas are

symbioc and well coordinated.

IOM-TL is seen as

working outside of its

mandate

Medium High IOM-TL has developed a three-year

Strategic Plan based on IOMs global

mandate, which outlines clear strategic

areas where the Missions work will focusover the next three years. The global

mandate of IOM and IOM-TLs country-

specic mandate are clearly explained in

the Strategic Plan.


34/60


35/60


36/60


37/60


ANNEXB:PERFO

RMANCEMEASU

REMENTFRAME

WORKIOMTim

or-Leste

20112013STRAT

EGICPLAN

OBJECTIVE1:

Toha

rnessthepotenalbenetsofru

ralurbanandinternaonalmig

raonfornaonaldevelopment

OUTCOMES

Result

Indicators

Bas

eline

Ta

rgets

Datasources

Reporng

responsibility

1.Government

capacityto

leveragerural

urbanmigraon

fordevelopmentis

increased.

Govern

ment

strategyandpolicies

developed.

Ruralurbanmig

raon,while

expectedtoincr

easeisnot

matchedwitha

comprehensive

andspecicstra

tegytoaddress

newandongoin

gchallenges.

By2013,theG

oTLandnaonal

instuonsha

veaclear

strategytosupportsustainable

urbandevelop

ment.

Government

urbanizaons

trategy

andpolicies.

New

Migraonand

Development

Unit

2.Enhanced

opportuniesfor

safermigraon,

includingfor

Timoreselabour

migrants.

-Numberand

qualityoflabour

migra

onpolicies

imple

mented.

-Numberofbilateral

agree

mentson

migra

on.

-NumberofTimorese

naonalsaccessing

inform

aonabout

safer

migraon.

-Level

ofawareness

aboutmigrants

rights

.

-Availabilityofdata

totra

ckandcollect

inform

aonabout

migra

nts.

-Atpresent,wh

ilethereisa

limitednumbe

rofbilateral

agreementsre

latedtolabour

migraon,the

rearenospecic

GoTLpoliciesonlabour

migraon.

-Currently,thereisnodata

systemavailab

letotrackand

collectdataab

outTimorese

migrantsabroad.

-Thereisalow

awareness

ofmigrantsrightsatthe

naonalandlocallevelsand

informaonandresourcesto

promotesafemigraonare

lacking.

-Consularservi

cesarelimited

intheircapacitytooer

proteconser

vicestoTimorese

migrants.

-By2013,

lab

ourmigraon

policiesaredevelopedand

implemente

d.

-By2013,increased

informaon

andresources

areavailable

toTimorese

migrants.

-By2013,an

increased

numberofb

ilateral

agreements

areconcluded.

-By2013,ad

atabaseis

establishedtotrackand

collectdata

aboutTimorese

migrants.

-By2013,con

sularstahave

increasedca

pacitytoidenfy

andoerproteconservices

toTimorese

migrantsatrisk.

-Labourmigraon

policies.

-Informaon

and

resourcesde

veloped

forTimorese

migrants.

-Bilateral

agreements.

-ConsularA

airs

website.

-Databaseon

Timoresemigrants.

New

Migraonand

Development

Unit


38/60


OUTPUTS

Result

Baseline

Targets

Responsibility

1a)Supportis

providedto

assisttheGoTL

todevelopa

policyframework

toguidethe

designand

implementaon

ofpoliciesand

programmes

toeecvely

addressrural-

urbanmigraon.

-Degre

etowhich

urban

izaonplans

andpolicesarein

place.

-Urbanizaonp

lansforDiliand

Baucauhaveb

eendraedbut

notapproved;

thereareno

urbanizaonresourcecentres

inTimor-Leste.

-Anaonalhou

singpolicyhas

beendraedb

utnotapproved.

-Bytheendo

f2013,a

naonalhou

singpolicy

isapprovedaswellas

urbanizaon

plansforDili

andBaucau.

-Bytheendo

f2013,an

urbanizaon

resourcecentre

isestablishedinTimor-Leste.

-Housingpolicyand

urbanizaon

plans.

-Urbanizaon

resourcecen

tre.

Community

Stabilizaon

Unit

2a)Supportis

providedto

assisttheGoTL

todevelopand

implementlabour

migraonpolicies

andprogrammes.

-Numb

eroftraining

works

hopsand

advoc

acysessions

heldo

nlabour

migraon.

-Numb

erofnew

policiesand

programmes

developedto

promoteand

facilitatelabour

migraon.

-Todate,theGoTLhasreceived

nospecictrainingrelatedto

labourmigraon.

-Therearenospecicpolicies

andprogramm

estopromote

andfacilitatelabourmigraon.

-Bytheendo

f2013,an

increasednu

mberof

trainingsworkshopsand

advocacysessionshavebeen

heldtoincre

aseawareness

aboutlabourmigraon.

-Bytheendo

f2013,there

arenewpoliciesand

programmes

inplaceto

promoteand

facilitatelabour

migraon.

-Reportsand

aendancelists

fromtraining

workshops/

advocacysessions

andpre-and

post-training

assessments

.

-GoTLpoliciesand

programmes

.

New

Migraonand

Development

Unit


39/60


2b)Technicaladvice

andassistance

isgiventothe

GoTLtosupport

itinmeengits

internaonal

obligaonsto

protectmigrants

rights.

-NumberofGoTL

treatybody

repor

tsreviewed

andn

umberof

recom

mendaons

made

.

-Degreetowhich

theG

oTLmeets

itsinternaonal

obligaonsto

prote

ctmigrant

rights.

-Numberoftraining

seminarsheld

oninternaonal

stand

ardsrelated

tomigrantsrights;

numb

eroftraining

parcipants.

-Degreetowhich

theawareness

level

oftheGoTL

aboutinternaonal

migra

ntrightshas

increased.

-In2004,Timor-Lestesigned

theInternaonalConvenon

ontheProteconoftheRights

ofAllMigrant

Workersand

MembersoftheirFamilies.

-Todate,notra

iningspecically

relatedtomigraonrightshas

beengivento

ConsularAairs,

theMinistryo

fForeignAairs

(MFA),andtheSecretaryof

StateforEmploymentand

ProfessionalTraining.

-Bytheendo

f2013,theGoTL

hasincrease

ditscompliance

with,andaw

arenessof,

internaona

lobligaonsto

protectmigrantrights.

-Recommend

aons

andcomments

providedto

the

GoTLonitstreaty

bodyreportsrelated

tomigrantrights.

-Generalcom

ments/

conclusions

oftreaty

bodiesonGoTL

reports.

-Trainingreports;

aendance

records;pre-and

post-training

quesonnaires

toassesschange

inknowledg

e/

awarenesslevels.

New

Migraonand

Development

Unit

2c)Assistanceis

providedin

ordertoincrease

understandingof

migrantsrights

throughanaonal

campaignonsafe

migraon.

-Degreetowhich

understandingand

awarenessabout

migra

ntsrightshas

increased.

-Thereiscurrentlyalowlevel

ofawarenessaboutmigrant

rightsbymigrantsthemselves

andcommunieslookingto

migrate.

-Therehasneverbeena

naonalcamp

aignfocused

specicallyon

safemigraon.

-Bytheendo

f2013,

awarenessa

mongmigrants

andpotenalmigrant

communie

sabouttheir

rightshasin

creasedasa

resultofawareness-raising

iniavesan

dcampaigns.

-Pre-andpost-

campaign

assessments.

New

Migraonand

Development

Unit


40/60


2d)Supportis

providedto

increasethe

capacityof

theGoTLto

protectTimorese

migrants

andprovide

informaonand

consularservices.

-Level

ofaccessof

Timoresemigrants

toconsularservices.

-Numberof

pre-d

eparture

orien

taonsessions

providedto

Timoresemigrants.

-SOPs

relangto

theproteconof

Timoresemigrants

aredevelopedfor

consu

larservices.

-Limitednumbersofmigrants

haveaccessto

consular

services.

-Pre-departure

workshopshave

beenlimitedtomigrantsgoing

toRepublicof

Korea.

-TherearenoS

OPsrelatedto

theprotecon

ofTimorese

migrantsforconsularservices.

-Bytheendo

f2013,an

increasednumberof

migrantsaccessconsular

services.

-Bytheendo

f2013,an

increasednumberofpre-

departurew

orkshopsare

organizedfo

rmigrants.

-Bytheendo

f2013,SOPsare

inplaceforconsularservices

relatedtoth

eproteconof

Timoresemigrants.

-Inventoryof

protecon,

informaon

and

consularser

vices

developedfor

Timoresemigrants.

-Recordand

aendancelist

frompre-departure

workshops.

-SOPsonpro

tecon

ofTimorese

migrants.

New

Migraonand

Development

Unit

2e)Thereisincreased

knowledge

ofTimorese

migraon

paernsto

beerinform

government

andcommunity

decision-making.

-Researchstudy

conductedabout

Timoresemigraon

pae

rns.

-Datab

aseon

Timoresemigrants

estab

lished;quality

andq

uantyofdata

availa

ble.

-Exten

ttowhich

government/

comm

unity

decision-making

isinfo

rmed

byincreased

informaonabout

Timoresemigraon

pae

rns.

-Therehasneverbeenaspecic

studyonmigraonpaernsin

Timor-Leste.

-Thereislimite

ddataon

Timoresemigrantsandno

specicdatabasetotrackthis

informaon.

-Bytheendo

f2013,a

researchstu

dyonmigraon

paernsinT

imor-Lesteis

conducted.

-Bytheendo

f2013,a

databaseon

Timorese

migrantsisd

eveloped

andthereis

increased

dataavailabletoinform

government

/community

decision-ma

king.

-Researchstu

dies

anddatasources

aboutTimorese

migraonpaerns

-Governmentand

communitypolicies/

programmes

informedby

informaon

about

Timoresemigraon

paerns.

New

Migraonand

Development

Unit


41/60


OBJECTIVE2:

TostrengthentheabilityoftheGoTLtoeecvelyma

nagemigraon

OUTCOMES

Result

Indicators

Bas

eline

Ta

rgets

Datasources

Reporng

responsibility

1.Increasedability

oftheGoTLto

managemigraon

throughwell-

developedlegal

frameworks,

businessprocesses,

andinformaon

technology

systems.

-Adop

onand

succe

ssful

imple

mentaonof

theIm

migraonand

Asylu

mLaw.

-Imple

mentaonof

theB

MIS.

-TheImmigraonandAsylum

Lawissllind

raformand

consultaonp

rocessesare

ongoingaheadofsubmission

totheSecretaryofStatefor

Security(SES).

-BMIShasbeenselectedand

pre-deliveryacviesare

ongoing.

-ByendofFe

bruary2011,

SEShasagre

edtosubmitthe

draLawto

theCouncilof

Ministers.

-Bytheendo

f2013,thenew

Immigraon

andAsylumLaw

isadopteda

ndpublished

andthereis

increasedability

oftheGoTL

toeecvely

managemig

raon.

-By2013,BM

ISisdeliveredto

internaona

lborderposts.

-Immigraon

and

AsylumLaw.

-MigraonSe

rvice

Reports.

-EMMinternal

biannualdonor

reports.

Enhanced

Migraon

Management

(EMM)Unit

2.TheMigraon

Servicesuccessfully

funconsasan

independent

agencyoutsidethe

PNTL.

-Degreetowhichthe

Migra

onService

isabletofuncon

asan

eecve

andindependent

agency.

-TheMigraon

ServiceOrganic

LawandPerso

nnelStatutesare

inplace;howe

ver,ave-year

transionprocessisongoing.

-By2013,the

transionof

theMigrao

nServiceinto

anindepend

entagencyison

tracktobec

ompletedwithin

thespeciedve-yearme

frame.

-Ministeriald

ecrees

issuedbySE

Son

thestatusofthe

MigraonSe

rvice.

-Governmentreports

anddocume

nts

whichdemo

nstrate

anindepend

ent

agency.

-Interviewwiththe

Directoroft

he

MigraonSe

rvice.

-EMMinternal

biannualdonor

reports.

EMMUnit


42/60


3.Increasedabilityof

theGoTLtoensure

inter-agency

coordinaoninthe

developmentand

implementaon

ofmigraon

management

issues.

-Degreetowhich

inter-a

gency

coordinaon

contributesto

eecvemigraon

manag

ement.

-Currently,there

isarelavely

sophiscatedle

velofinter-

agencycoordin

aonrelated

tomigraonpo

licybut,the

implementaonofpolicy

remainsuntested.

-Connuedco

ordinaon

relatedtomigraonpolicy

andstrongin

ter-agency

coordinaon

tosupportthe

implementa

onofmigraon

management

issues.

-Minutesof

coordinaon

body

meengsand

document/de

cisions

thatdemonstrate

inter-agency

coordinaon.

EMMUnit

OUTPUTS

Result

In

dicators

Base

line

Tar

gets

Datasources

Reporng

responsibility

1a)Legaladvice

andtechnical

assistanceis

providedto

supportthe

revisionand

implementaon

ofthe

Immigraonand

AsylumLawand

accompanying

regulaonsand

policies.

-Inform

aon

packagesare

develo

pedto

ensure

eecve

socializaonofthe

newIm

migraon

andAsylumLaw.

-Appropriateadvice

isprov

idetoSES

andse

niorocials

tosupportthe

implem

entaonof

theLaw.

-IOM-TLhassup

portedSESand

seniorocersoftheMigraon

Serviceinthed

raingand

revisionoftheImmigraonand

AsylumLaw.

-TheLawisnow

largely

acceptedbySESandnal

amendmentsareunderway

aheadofsubmissiontothe

CouncilofMinisters.

-IOM-TLwillconnue

supporngSESin

incorporang

anynal

changestoth

eLawand

byprovidingtechnical

assistancein

orderto

increaseknowledgeand

understandin

goftheLaw.

-Published

Immigraonand

AsylumLaw.

-Informaon

packagesonthe

newLaw.

-EMMinterna

l

biannualdon

or

reports.

EMMUnit

1b)Supportis

giventoensure

implementaon

ofBMISat

internaonal

borderposts.

-Numberof

internaonal

borderpostswhere

BMIShasbeen

implem

ented.

-Numberof

MigraonOcers

trainedinoperang

BMIS.

-InialimplementaonofBMIS

atDiliInternaonalAirportis

underwayandpreparaonsare

ongoingfordeliverytoother

borderposts.

-14MigraonServiceocersat

DiliInternaonalAirporthave

beentrainedonBMIS.

-Bytheendof2013,BMISis

implemented

atinternaonal

borderposts

andselected

Timor-Lestec

onsularposts.

-Bytheendof2013,Border

Ocershave

receivedbasic

traininginBM

IS.

-Trainingpack

agesonBMIS

havebeende

veloped.

-TheMigraonServicehas

increasedits

capabilityto

independentlymaintain

andmanageBMISwithout

supportfrom

IOM-TL.

-EMMinterna

l

biannualdon

or

reports.

-BMIStraining

packages.

EMMUnit


43/60


1c)Assistanceis

providedto

supporttheGoTL

indevelopingand

adopngrisk-

basedapproaches

tovisadecision-

making.

-Degre

etowhich

risk-b

ased

proce

ssing

supportsmigraon

mana

gement.

-TheGoTLhasbegunto

considerrisk-b

asedapproaches

tovisadecision-making

includingrestr

iconstovisa

onarrivaland

streamliningof

workvisaproc

essing.

-Bytherstq

uarter2011,

aGreenList

ofauthorized

countriesforvisa-on-

Arrivalisapprovedand

implemented.

-By2013,the

GoTLapplies

risk-basedapproachesto

visadecision

-makingthat

arebasedonaninformed

understandingofvisaclients.

-MigraonSe

rvice

reports.

-GoTLregulaons

andpolicydecisions.

-EMMinternal

biannualdonor

reports.

EMMUnit

2a)Technical

assistance

isprovided

tohelpthe

MigraonService

toestablish

andsocialize

newagency

structures.

-Level

ofawareness

amon

gstMigraon

Serviceocers

andb

roader

gover

nmentaland

non-g

overnmental

agenciesofnew

agencystructures.

-Giventhatthe

transion

processisongoingand

notnalized,itisdicult

tomeasurethelevelof

awareness.

-Bytheendo

f2013,there

isincreased

awareness

amongstMigraonService

andbroader

governmental

andnon-gov

ernmental

agenciesofnewagency

structures.

-Governmentreports

anddocume

nts

referencingthenew

agencystruc

tures.

-Interviewwiththe

Directorofthe

MigraonSe

rvice.

-EMMinternal

biannualrep

ortsto

donors.

EMMUnit

2b)Supportisgiven

todevelopand

implement

relevanttraining

strategiesforthe

newagency.

-Trainingstrategiesin

place.

-Numberofsta

traine

d.

-Althoughtherehavebeen

varioustrainin

gworkshopsand

seminarsheld

forMigraon

Serviceocers,currently,

thereisnocom

prehensive

trainingstrategywhichisbased

onanassessm

entofneedsand

whichsupport

sthechange

implementao

nprocesswithin

theagency.

-Bytheendo

f2011,a

baselineassessmentis

conducted,idenfying

priorityarea

sfortrainingand

stadevelopment.

-Bytheendo

f2012,training

strategieswhichsupport

changeproc

esseswithin

theMigrao

nServiceare

developeda

ndinclude

evaluaonm

echanisms

tomonitoro

n-the-job

performanceaertraining

delivery.

-Degreetow

hichtraining

deliveryisundertakenby

MigraonSe

rviceocers.

-Baseline

assessment.

-Trainingstra

tegies.

EMMUnit


44/60


2c)Assistanceand

adviceisprovided

tohelpthe

MigraonService

todevelopand

implement

performance

andreview

mechanisms.

-Perfo

rmanceand

reviewmechanisms

inpla

ce.

-Numberofsta

trainedonthenew

perfo

rmancereview

mech

anisms.

-Numberof

perfo

rmance

reviewsconducted.

-TheMigraon

Servicehas

idenedane

edfortechnical

assistanceand

advicetohelp

theServiceto

developand

implementperformanceand

reviewmechanisms.Currently,

nosuchmechanismsarein

place.

-Bytheendo

f2013,ageneral

performancemonitoring

programme

isinplacewhich

hasmeasura

bleindicators

idenedan

dstandards

setinorder

tomeasure

performance.

-Performanceand

reviewmechanisms.

-Training

documenta

onand

resources.

EMMUnit

3a)Supportisgiven

totheGoTLto

helpensurethat

coordinaon

occursatalllevels

ofgovernment

inthedesign

anddelivery

ofimmigraon

policiesand

programmes.

-Numberof

coord

inaon

mech

anismsin

place

.

-Numberof

coord

inaon

mee

ngs.

-Level

ofinter-

minis

terialinput

intot

hedesign

andd

eliveryof

immigraonpolicies

andp

rogrammes.

-Althoughanin

ter-ministerial

MigraonSteeringCommiee

(MSC)hasbee

nestablished,it

doesnotmeetregularly.

-Coordinaonbetween

dierentministriessllneeds

tobefurthers

trengthened,

parcularlyregardingthe

involvemento

fotherministries

inthedesigna

nddelivery

ofimmigraonpoliciesand

programmes.

-TheMSCme

etsas

scheduled,f

ourmes,and

connuesto

beusedas

aprimarym

echanismfor

determining

government

policyonim

migraonissues.

-Byendof20

13,

further

coordinaon

structures

areestablish

ed,includinga

MigraonOperaonalTask

ForceandBorderOperaons

Commieewhichmeet

regularlyandcontribute

toeecvemigraonand

borderoperaons.

-Termsofreference

forcoordina

on

bodies.

-Minutesfrom

meengsof

coordinaon

bodies.

EMMUnit


45/60


46/60


3.Migrantswhohave

experiencedabuse

orexploitaon,

witnessedrelated

crimes,andeligible

irregularmigrants,

areprovidedwith

proteconand

assistanceservices.

-Numberofvicms

ofhumantracking,

vulne

rablemigrants,

andw

itnessesusing

prote

conand

assist

anceservices.

-Thereare17k

nowncasesof

trackingaccessingservices

forvicmsoftracking

throughnaonalreferral

processpartners.

-Bytheendo

f2013,all

idenedvicmsof

tracking,s

muggled

migrants,or

migrantswho

haveexperiencedabuseor

exploitaon

arereferredto

appropriate

services.

-Naonalreferral

processannual

reports.

-EMMinternal

biannualand

monthlyinternal

reportstodonors.

Counter-

Tracking

Unit

EMMUnit

OUTPUTS

Result

Indicators

Bas

eline

Ta

rgets

Datasources

Reporng

responsibility

1a)Public

informaon

campaignsare

conductedin

ordertopromote

individual

understandingof

humantracking,

migrant

smuggling,

andtheabuse

ofvulnerable

migrantsand

tochange

behaviourfor

self-protecon.

-Numberofprinted

andd

istributed

informaonal

materials.

-Numberof

electronicbroadcast

progr

ammes.

producedandaired.

-Numberof

comm

unity-level

publicinformaon

eventsheld.

-Numberof

journ

aliststrained.

-51,270pieces

ofprinted

informaonm

aterialshave

beendistribut

edtodate.

-Tworadioprogrammeshave

beenproducedwithatotalof

420broadcast

s.

-Todate,49community-

leveleventshavebeen

organizedwhichhavereached

approximately

7,432people.

-136journalistshavereceived

trainingonhumantracking.

-10,000piecesofprinted

materialsareproduced

anddistributedperannum

(30,000piec

estotal).

-Oneelectronicbroadcast

programme

isproduced

andairedpe

rannum(three

programmestotal).

-Bytheendo

f2013,15

community-

levelpublic

informaon

eventsare

conducted.

-Bytheendo

f2013,150

journalistsa

retrainedon

humantra

cking.

-Quarterlyac

vity

reports.

Counter-

Tracking

Unit


47/60


1b)Crical

instuonsare

idenedand

giventraining

andresources

toengagein

prevenon

acvies.

-Numb

erof

prevenontraining

eventshelp,

andnumberof

individ

ualstrained.

-Numb

erof

prevenonprojects

implementedby

trainedinstuons.

-13prevenontrainingsessions

wereheldand307individuals

trained.

-Prevenonac

viesare

currentlyundertakensolelyby

FundasaunAlolaandIOM-TL.

-Bytheendof2013,

sixtrainingeventsare

completed,1

00individuals

and15instuonshave

parcipated.

-Bytheendof2013,three

instuonsh

avedirectlyand

independentlyimplemented

prevenonacvies.

-Trainingrepo

rtsand

aendancelists.

-NaonalPlan

of

Aconmonit

oring

reports.

Counter-

Tracking

Unit

1c)Researchinto

causesand

consequences

isconducted,

andtechnical

supportforthe

establishment

ofdatamonitor-

ing,analysis,and

reporngsystems

isprovided.

-Numb

erofresearch

studie

sconducted

onthe

causesand

consequencesof

humantracking,

migrantsmuggling,

andth

eabuseof

vulner

ablemigrants.

-Numb

erofdata

monitoringand

repor

ngsystems

established.

-The2004FundasaunAlola

researchreportisnowdated

andoflimitedscope(i.e.

limitedtosextrackingin

Dili).Currentin

formaonis

neededonnew

trendsand

manifestaons

ofhuman

tracking(i.e.domesc

tracking),migrantsmuggling,

andabuseofvulnerable

migrants.

-VPUsporadicallycollects

dataoninciden

tsofhuman

tracking.The

reisnoknown

colleconofda

taonmigrant

smugglingorabuseof

vulnerablemigrants.

-Bytheendof2013,a

comprehensiveresearch

studyispublishedonthe

causesandconsequencesof

humantracking.

-Bytheendof2013,newand

improveddatamonitoring

andreporngsystemsarein

placetocolle

ctinformaon

andmonitor

casesof

humantracking,migrant

smuggling,andabuseof

vulnerablem

igrants.

-Publishedresearch

studyonhum

an

tracking.

-Reportscompiled

usingnewda

ta

monitoring/

reporngsystems.

Counter-

Tracking

Unit

EMM


48/60


49/60


2c)Technical

assistanceis

providedinthe

maintenance

ofcoordinaon

andcooperaon

frameworks.

-Numberof

coord

inaon

mee

ngsbetween

government

bodie

s,civilsociety

organ

izaons,and

serviceproviders.

-Todate,theM

FAhas

chairedtheITWG,whichhas

establishedtw

osubcommiees

(thesubcomm

ieetodrathe

naonalplanofaconandthe

subcommiee

todraan-

trackinglegislaon);and26

meengshave

beenconducted

todate.

-FundasaunAlolacurrently

chairsanan-

tracking

stakeholdersn

etwork,and

eightmeengshavebeen

conductedtodate.

-Bytheendo

f2013,15

coordinaon

meengsare

held.

-Minutesfrom

coordinaon

meengs.

Counter-

Tracking

Unit

2d)Technical

assistanceis

providedto

theGoTLin

contribungto

regionaleorts

tocombathuman

tracking,

migrant

smuggling,

andtheabuse

ofvulnerable

migrants,e.g.

ASEAN/Interpol/

BaliProcess.

-Techn

icalsupport

providedtothe

GoTL

inadhering

toregionalbest

prac

cesonhuman

tracking,migrant

smug

gling,and

abuseofvulnerable

migra

nts.

-Numberofbilateral

ormullateral

mech

anisms

estab

lished/

strengthened

betweensource,

transitand

desnaonareason

informaonsharing,

invesgaons

cooperaon,and/or

migra

ntprotecon.

-Timor-Lestecu

rrently

parcipatesin

theRegional

MinisterialPro

cesson

PeopleSmugg

ling,Tracking

inPersonsand

Related

TransnaonalCrime(Bali

Process)andisseeking

membershipinASEAN.

-Therearenob

ilateralor

mullateralag

reements

specictohum

antracking,

migrantsmuggling,orabuseof

vulnerablemigrantsinplace.

-Connuede

ngagementin

theBaliProcessandprogress

andmembe

rshipinASEAN.

-Bytheendo

f2013,two

bilateralorm

ullateral

agreements

promong

cooperaon

onhuman

tracking,m

igrant

smuggling,o

rabuseof

vulnerablem

igrantsarein

place.

-Quarterlyre

ports.

Counter-

Tracking

Unit


50/60


3a)Technical

assistanceis

providedto

partnersinthe

implementaon

ofSOPsfor

vicmsof

tracking.

-Numberofsta

trainedandnumber

ofwor

kshops

conductedto

establishand

monitorthe

implem

entaonof

SOPs.

-Increasedquality

andqu

antyof

service

savailable

tovic

msofhuman

track

ing.

-Numberofvicm

assista

nceservices

establishedand

implem

entedby

partne

rs.

-Todate,onena

onalreferral

processworksh

opwasheld,

with47parcip

antstrained.

-Onereturnand

reintegraon

workshopwasconvened,with

30parcipants

trained.

-Onedirectassistance

workshopwasheld,with62

parcipantstrained.

-OneshelterexistsinDilifor

vicmsoftracking.

-31organizaon

scapable

ofprovidinglim

iteddirect

assistanceservicestovicms

ofhumantrackingand/or

gender-basedv

iolencehave

beenidened.Addional

capacity-buildin

gisrequired

forhigher-riska

nd/or

internaonallytracked

persons.

-DraSOPsprep

ared;

nalizaonand

adopon

pending.

-Bytheendof

2013,

threeannual

monitoring

workshopsar

econducted,

withallmembersofthe

referralsystemparcipang.

-Bytheendof

2011

IOMsvicmassistance

programmes

arehanded

overtothenaonalpartners.

-Bytheendof

2013,there

isincreasedc

apacityof

idenedserviceproviders

toprovidequ

alityservicesto

trackedper

sons.

-Aendancelists.

-Quarterlyrep

orts.

-Qualitaveex

it

surveysforen

d

usersofvicm

assistanceservices.

Counter-

Tracking

Unit

3b)Migrantswho

haveexperienced

abuseor

exploitaon,and

eligibleirregular

migrants,are

providedwith

informaon

services,assisted

voluntaryreturn,

documentaon

assistance,and

otherforms

ofprotecon

services.

-Inform

aonand

supportservices

providedto

migran

tsinneedof

assista

nce.

-Approximately30irregular

migrantshaveb

eenprovided

withservicesandassistanceby

IOM-TLsince2008.

-IOM-TLmaintainsnancial

andtechnicalcapacityto

provideadho

cassistance

servicesasre

quired.

-EMMbiannualand

monthlyinternal

donorreports.

Counter-

Tracking

Unit/EMM

Unit


51/60


OBJECTIVE4:

Toenhancecapacitytores

pondtoforcedmigraoncaused

bynaturalandman-madedisas

tersandensureorderlyandsustainablereturnand

(re)integraonofmigrants

OUTCOMES

Result

Indicators

Base

line

Tar

gets

Datasources

Reporng

responsibility

1.Thegovernment

theandcommuni-

eshaveincreased

capacitytodeal

withthesustain-

able(re)integraon

ofmigrantcom-

munies.

-Degreeto

which

returnis

sustain

able.

-Degreetowhich

conic

tsare

peacefullyresolved.

-Althoughthere

turnofIDPs

iscompleted,m

anyofthe

underlyingtens

ionsfrom2006

remainunresolved.Thereis

sllaneedtoaddressthese

issuesinordertoensure

sustainabilityofreturn.

-IOM-TLReturnMonitoring

Reportsfoundthatthereis

acorrelaonbe

tweenhigh

ruralurbanmigraonand

highratesofco

nictand

communityinstability.

-Bytheendof

2013,theGoTL

andcommuniesareableto

peacefullyad

dresssources

oftensioninordertoensure

thesustainab

lereturnand

integraonofmigrantsfrom

ruralareas.

-Resultsofreturn

monitoring.

-BelunEarlyW

arning

andEarlyResponse

SystemTrime

ster

Reports.

Community

Stabilizaon

Unit


52/60


2.Strengthened

disasterrisk

management

coordinaonand

abilitytorespond

andrecover

fromdisasters

atthenaonal,

subnaonaland

communitylevels.

-Numberof

coord

inaon

mee

ngsheldby

theendof2013.

-Numberofpolicies

andp

rotocols

createdfordisaster

respo

nse;processes

totra

ckengagement

ofotherministries

ands

takeholdersin

contr

ibungtothe

developmentand

imple

mentaonof

proto

cols.

-Numberof

jointiniaves

estab

lishedrelated

todis

asterresponse.

-Revie

wofDRM

structures.

-Inter-ministerialmeengs

areheldonabiannualbasis

andCBDRMw

orkinggroup

meengsona

monthlybasis.

Currently,inte

rdepartmental

meengsarenotheldona

regularbasis.

-Theabilityoflineministriesto

workinacoor

dinatedmode

tosupportimplementaon

ofremainslim

itedandline

ministryDRM

focalpointsare

notestablished.

-ThenaonalD

RMpolicyhas

notbeenfully

implemented

andthereisa

lackof

awarenessinotherministries

aboutthepolicy.

-DRMstructure

shave

beenestablish

edbutnot

reviewedtoassessoverall

eecveness.

Therolesand

responsibiliesofotheractors

andstakeholdersalsoarenot

clearlydened

withincurrent

structuresand

alsoneedtobe

reviewed.

-Connuaonoftwointer-

ministerialm

eengsperyear

andmonthlyCBDRMworking

groupmee

ngs.

-Twointerdepartmental

meengsareheldperyear.

-Anaonalw

orkshopon

CBDRMisheldonanannual

basis.

-By2013,all

lineministries

havethenaonalDRMpolicy

reected/referencedintheir

ownministrypolicies.

-Otherministriesand

stakeholdersarefurther

sensizedaboutDRMand

haveagreat

ersenseof

ownershipforDRMpolicy

andapproac

hes.

-Acomprehe

nsivereview

ofDRMstru

cturesatall

levelsisconductedandis

informedby

othermodels

inothercou

ntries.Theroles

andrespons

ibiliesofother

actorsandstakeholders

areclearlya

rculatedand

legimizedw

ithinnew

structures.

-Meengmin

utes

andagendasof

coordinaon

bodies.

-Interviewsw

ith

otherminist

ries

andstakeho

lders

tomeasurechange

intheirlevelof

parcipaon

and

engagementin

developingpolicies

andprotoco

ls.

-Workshopreports.

-Government

policies.

-Documentsrelated

tonew/revisedDRM

structures.

DisasterRisk

Management

(DRM)Unit

andIOM

Flexible

Fundpartner

agencies*

*

TheFlexibleFundpartneragenciesinclude:CatholicReliefServices,CruzVermelhaTimor-Leste,Hivosand

TrocaireandSavetheChildren.


53/60


54/60


55/60


56/60


2c)Directsupport

isprovidedto

emergency

response

andrecovery

acviesatthe

subnaonaland

communitylevels

tocommunies

aectedby

disasters.

-Numberoftrucks,

drivers,sta,and

other

resources

provided.

-Numberofpersons/

households/

familiesevacuated/

transported.

-Weightoffood

andn

on-food

items

delivered/

transported.

-Numberofdisasters

wheredirectIOM

supportisprovided.

-BetweenJanuaryandAugust

2010,IOM-TL

facilitated

logiscalsupp

orttoassistwith

theevacuaonof381families

aectedbyna

turaldisasters

throughtheprovisionoftrucks

andhumanresourcesonmore

than20occasionstoenable

therapiddeliv

eryofmaterial

assistanceand

fooditems.

-Infrastructure

andassetsfor

emergencyresponseand

recoveryarelimited.

-Evacuaonpla

nningislimited

andevacuaoncentreslack

adequatefacilies.

-Therearenoc

learmechanisms

establishedby

DMCstoreview

theirrespecv

eemergency

preparedness/evacuaonplans

onanannualbasis.

-Currently,the

needsof

women,childr

en,and

vulnerablecom

muniesare

notfullyconsideredandtaken

intoaccountinresponseto

disasters.

-ThreeIOMt

rucksare

providedon

50occasions

fordistrict-b

asedemergency

responsean

drecovery

acvies.

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