About: IWPR Strategic Plan 2017-2022 | Institute for War and Peace Reporting

About

IWPR Strategic Plan 2017-2022

INTRODUCTION

Anthony BordenFounded in 1991 to support local activists and journalists in the collapsing Yugoslavia who stood against rising intolerance and hate speech, IWPR has grown into a global development organisation, strengthening local independent media and civil society voices in more than three dozen closed, in con ict and transitioning societies worldwide.

A quarter century on, our founding mission remains as vital and urgent as ever – to help local voices in areas of crisis and change to build free and fair, peaceful and inclusive societies.

The intervening years have seen local and regional conficts, major UN and allied interventions, failing states and the rise of extremist transnational movements. They have also seen dramatic changes in the production, consumption and use of news and information and in the critical value placed on accountable governance by citizens everywhere.

Anthony Borden
IWPR Executive Director

▶   More on page 2, Strategic Plan 2017-22 (PDF)

ABOUT IWPR

The Institute for War & Peace Reporting is an independent not-for profit organisation that works with media and civil society to promote positive change in closed, in conflict and in transitioning societies worldwide. From home offices in the United States and The Netherlands, and our global headquarters in London, we work on the ground in more than three dozen of the world’s most challenging environments.

OUR VISION

A world in which every citizen’s voice is valued and heard, people’s rights are recognised and protected, and communities are empowered to help build stable and equitable societies for all.

OUR MISSION

To empower local voices of professional and citizen journalists, civic activists and others so that they can make a difference in their own societies and inform positive international responses.

OUR VALUES
  • Local
  • Ethical
  • Independent
  • Courageous
  • Passionate
  • Accountable
OUR ISSUES
  • Transparency & Accountability
  • Hate Speech & Violent Ideologies
  • Peace & Reconciliation
  • Freedom of Expression & Media Excellence
  • Marginalised Voices

▶   More on page 4, Strategic Plan 2017-22 (PDF)

OUR THEORY OF CHANGE

We promote a model in which diversity and voice contributes to greater social cohesion, both horizontally (intra- and inter-community) and vertically (social contract between citizens and government).

IWPR's Theory of Change
OUR PEOPLE

IWPR is an international network of media, civil society and not-for-profit development professionals. Our ‘beneficiaries’, the people we are here to assist and who are the reason the organisation exists, are thousands of courageous local reporters, citizen journalists, human rights and civic activists in areas of crisis, conflict and change around the world.

WHAT WE DO

IWPR strengthens local independent and democratic voices at the front lines of conflict and transition so they can drive positive change. In many of the world’s most challenging environments, IWPR works at the cross section of media, civil society groups and human rights advocates to strengthen freedom of expression, give platforms to constructive and responsible perspectives, and empower local populations to drive positive change.

OUR EXPERTISE

IWPR brings 25 years of organisational experience supporting journalists, media and civil society in some of the most difficult contexts around the world. IWPR staff members are all experts in their fields with deep experience of the countries and issues on which they are working.

IWPR has particular expertise in the following areas:

  • Promoting Local Frontline Content
  • Conflict-sensitive Journalism & Investigative Reporting
  • Linking Civil Society Organisations & Media
  • Building the Capacity of Civil Society Organisations
  • Digital Security
WHAT MAKES US DIFFERENT

Local people, local expertise. IWPR establishes deep local connections within the countries where we work. We seek long-term engagements to ensure that we build strong partnerships, effective working relationships and extensive on-the-ground networks. Above all, we work on the basis of trust developed over time. Our country programmes are typically led by expert and passionately committed national staff who have a stake in the country. We seek to support our networks of courageous local voices for the long term, aiming to provide assistance tailored to what they need most in the form – and the languages – suiting them.

  • Frontline Content
  • Promoting Dialogue
  • Nimble & Responsive
  • Mentoring & Partnership
  • Innovation, Context-Specific
  • Flexibility & Learning
  • Vibrant Platforms

▶   More on page 9, Strategic Plan 2017-22 (PDF)

To view the full strategy document please see the PDF:

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OUR STRATEGIC OBJECTIVES 2017-2022

Over the next five years, IWPR will strengthen and extend our mission to empower local voices to make positive change. We will continue to work in countries undergoing conflict, crisis and transition to enhance the free flow of information and robust public debate as a means of mitigating conflict, contributing to good governance and enabling citizens to participate in decision-making.

Our strategic objectives over the period will be to:

# 1

Extend networks of those we support, especially women, youth, minorities and moderate voices in extreme environments

 

 

▶   More on page 17, Strategic Plan 2017-22 (PDF)

# 2

Strengthen the ability of local media and local civic voices to drive positive change in societies under stress

 

 

▶   More on page 19, Strategic Plan 2017-22 (PDF)

# 3

Support content production and expanded media platforms for local voices to have impact in-country, regionally and internationally

 

 

▶   More on page 21, Strategic Plan 2017-22 (PDF)

# 4

Enhance the capacity and security of local media and civil society groups, especially those under attack

 

 

▶   More on page 23, Strategic Plan 2017-22 (PDF)

# 5

Increase IWPR’s capacity to deliver our mission, diversify financial support and invest in people and ideas

 

 

▶   More on page 25, Strategic Plan 2017-22 (PDF)