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Self Report 2017

The self-report on WHS Commitments below is organized according to the 24 transformations of the Agenda for Humanity. It is based on commitments pledged at the time of report submission. Click on the 'Expand' symbol to expand each section and read the reporting inputs by transformation.

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1D
Develop solutions with and for people

Individual Commitment

  • Commitment
  • Commitment Type
  • Core Responsibility
  • IOM commits to continue to refine and expand the work of former combatants, reintegration and security sector reform as a critical peace building partner in the international community.
  • Operational
  • Political Leadership to Prevent and End Conflicts

  • What led your organization to make the commitment?

    IOM recognizes conflict as a core driver of displacement. The resolution of conflict allows for the resolution of forced displacement. Failure to effectively reintegrate former combatants back into civilian life creates the potential for renewed cycles of violence and displacement. IOM is also committed to security sector reform issues and peace-building to support its Member States to promote peaceful, equitable and stable environments that are conducive to durable solutions and reintegration to prevent future forced displacement.

  • Achievements at a glance

    IOM has supported the reintegration of former Al-Shabaab fighters since 2011. The Organization is now mobilizing for a new phase to increase the capacity of the Government of Somalia to better institutionalize and implement the national programme for disengaged combatants. This effort will create durability and institutionalization of gains achieved to prevent recruitment and provide alternatives for disengaged fighters, helping to build a more stable and secure environment. In an effort to prevent instability and insecurity in the Horn of Africa, IOM is working with marginalized communities in Kenya to reduce vulnerability to recruitment by violent extremist groups, through active engagement with populations of concern, consultations and participatory processes. As Columbia moves into a process of implementing a peace agreement, IOM is supporting institutions and civil society to build transitional justice mechanisms central to the successes of the peace process.

  • How is your organization assessing progress

    20 IOM missions participated in a symposium in October 2016 to consider violent extremism and its implications on forced displacement and vulnerable groups, as well as to identify programming needs for vulnerable populations at risk of recruitment. IOM reviewed ongoing programmes and made recommendations for development of organizational guidelines, consulting experts in the field. IOM is an active member of a new inter-agency effort to produce guidelines for reintegration in contexts of protracted conflict and violent extremism. IOM is sharing it practices and lessons learned with working group members.

  • Challenges faced in implementation

    Contemporary conflict contexts have changed dramatically in recent years presenting new challenges for traditional peacebuilding, conflict management and peacebuilding approaches. Settings are often transitional in character, have numerous conflicting parties that, combined with elements of violent extremism, are driving more and more people into displacement. Challenges also relate to security and access constraints resulting from the need to operate in contexts of ongoing conflict and instability. Taken together, these issues call for a reexamination of conventional reintegration models and major adjustments in programme implementation and design.

  • Next step to advance implementation in 2017

    The next step to advance implementation will be the development of new models of best practice, strengthening of institutional capacity, training staff, building stronger connections with research institutions and academia and strengthening evidence-based programming approaches.

  • If you had one message for the annual report on what is most needed to advance the transformation 'Develop solutions with and for people', what would it be

    More resources are needed to support labour-intensive programming approaches to enable deeper engagement on complex issues. Commensurate human resources capacity is also critical in order to maximize consultative processes with affected populations to facilitate dynamic community engagement for transformational effect.

  • Cross cutting issues

    ☑IDPs ☑ People-centred approach ☑ Refugees

  • Other related Agenda for Humanity transformations

    ☑3A - Reduce and address displacement

2B
Ensure full access to and protection of the humanitarian and medical missions

Individual Commitment

  • Commitment
  • Commitment Type
  • Core Responsibility
  • IOM commits to use its Principles for Humanitarian Action to support the efforts of States to fulfil their responsibilities to protect and assist crisis-affected persons. In line with the Charter of the United Nations and in the spirit of the humanitarian imperative to save the lives and alleviate human suffering, IOM is committed to providing humanitarian assistance and protection in accordance with international law and norms, wherever it is required.
  • Operational
  • Uphold the Norms that Safeguard Humanity

Core Commitment

  • Commitment
  • Core Responsibility
  • Commit to ensure all populations in need receive rapid and unimpeded humanitarian assistance.
  • Uphold the Norms that Safeguard Humanity
  • Commit to promote and enhance efforts to respect and protect medical personnel, transports and facilities, as well as humanitarian relief personnel and assets against attacks, threats or other violent acts.
  • Uphold the Norms that Safeguard Humanity

  • What led your organization to make the commitment?

    With the launch of its institutional humanitarian policy in early 2016, the Organization reconfirmed its commitment to put humanitarian principles at the center of IOM`s crisis response work. IOM`s humanitarian policy framework includes provision that support a new way of working as it aims to not only meet people’s immediate needs in a principled manner but also help reduce needs by addressing people’s risks and vulnerabilities.

  • Achievements at a glance

    IOM’s humanitarian policy framework enhances the Organization’s capacity to provide principled and effective responses in volatile and complex operational environments, and ensures that the Organization’s performance in humanitarian emergencies is steered by humanitarian principles. Methodologies for planning and coordination as well as a series of operational guidelines, including an internal guidance note on protection mainstreaming in migration crisis response and the Progressive Resolution of Displacement Situations (PRDS) Framework, were developed to facilitate roll-out and field-level implementation of IOM`s humanitarian policy. Capacity building and outreach materials were developed and disseminated internally and externally with the objective to promote consistent adherence to, and the effective operationalization of, humanitarian principles in migration crisis response.

  • How is your organization assessing progress

    IOM relies on Results-Based Management that is structured around the IOM Member States` endorsed Migration Governance Framework (MiGOF). Principled Humanitarian Action is assessed in a systematic manner under MiGOF Principle 1: Adherence to International Standards and Fulfillment of Migrants Rights. Accountability frameworks, risk management and corresponding monitoring systems will continue to be strengthened with the aim to preserve and expand humanitarian access and increase efficiency to better meet unprecedented levels of humanitarian needs.

  • Challenges faced in implementation

    Despite high-level commitments to humanitarian principles and good humanitarian donorship it can oftentimes be difficult to secure funding for protracted or neglected crises irrespective of levels of overwhelming needs. As a signatory to the Grand Bargain IOM has committed itself to engage in more joint and impartial needs assessments, collaborative multi-year planning and more flexible and harmonized funding mechanisms and modalities in order to better support collective outcomes and help safeguard humanitarian principles through integrated planning and operations. It will be important to better anticipate and prepare for crisis and deliver protection and assistance in ways that restores dignity.

  • Next step to advance implementation in 2017

    Principled Humanitarian Action will be taken forward as a priority matter throughout 2017. Additional operational guidance will be developed and IOM will continue to strengthen effective humanitarian partnerships through engagement and dialogue with partners. The Organization will continue to build and reinforce capacity and support mutual accountability to more effectively reach the world`s most vulnerable. Planning and programming will be underpinned by data and common risk analysis and people’s immediate humanitarian needs will be addressed while reducing risk and vulnerability over multiple years. IOM will continue to promote principled humanitarian action through various IASC mechanisms up to the Principals level.

  • Cross cutting issues

    ☑Accountability to affected people ☑ Humanitarian principles

  • Specific initiatives

    ☑Grand Bargain

2D
Take concrete steps to improve compliance and accountability

Individual Commitment

  • Commitment
  • Commitment Type
  • Core Responsibility
  • IOM will work towards fully implementing the PSEA Minimum Operating Standards, including by developing operational tools and clear guidance for the field on agency commitments and activities to protect against sexual exploitation and abuse.
  • Policy
  • Uphold the Norms that Safeguard Humanity
  • IOM commits to mitigate vulnerability and build resilience within its shelter programming by finalizing and operationalize its shelter assessment and monitoring toolkit in regards to GBV. The GBV Shelter Toolkit will include tools to perform rapid gender analysis, practical guidelines in terms of gender action planning as well as guidance on how to extend referral pathways to GBV and protection actors within the shelter context.
  • Policy
  • Uphold the Norms that Safeguard Humanity
  • IOM will take measures to ensure that its staff members provide humanitarian assistance and services in a manner that respects and fosters the rights of beneficiaries, prevents SEA against beneficiaries (abusive and exploitative sexual activities with beneficiaries are absolutely prohibited), and creates and maintains an environment that prevents SEA.
  • Policy
  • Uphold the Norms that Safeguard Humanity
  • Working toward strengthening investigation and protection responses to SEA allegations, IOM, along with OHCHR, will take a lead role in strengthening collective responses in this area, including by promoting the development and sharing of best practices on enforcing Code of Conduct breaches and on referring SEA cases that may arise to criminal misconduct to competent authorities; supporting efforts to operationalize the recommendations for preventing the re-recruitment of individuals disciplined for SEA, and to enforce PSEA contractual clauses with implementing partners; and contributing to efforts to ensure that the interagency response to SEA includes adequate protection and redress, including adequate assistance for survivors.
  • Operational
  • Uphold the Norms that Safeguard Humanity

Core Commitment

  • Commitment
  • Core Responsibility
  • Commit to promote and enhance respect for international humanitarian law, international human rights law, and refugee law, where applicable.
  • Uphold the Norms that Safeguard Humanity
  • Commit to speak out and systematically condemn serious violations of international humanitarian law and serious violations and abuses of international human rights law and to take concrete steps to ensure accountability of perpetrators when these acts amount to crimes under international law.
  • Uphold the Norms that Safeguard Humanity
  • Implement a coordinated global approach to prevent and respond to gender-based violence in crisis contexts, including through the Call to Action on Protection from Gender-based Violence in Emergencies.
  • Uphold the Norms that Safeguard Humanity
  • Fully comply with humanitarian policies, frameworks and legally binding documents related to gender equality, women's empowerment, and women's rights.
  • Uphold the Norms that Safeguard Humanity Leave No One Behind

  • What led your organization to make the commitment?

    IOM’s commitment towards transformation 2D: “Take concrete steps to improve compliance and accountability” mirrors the Organizations commitment of compliance and accountability as a member of the Inter Agency Standing Committee (IASC). Compliant and principled programming allows IOM to hold itself accountable toward its beneficiaries as well as that of its staff, this is of the highest regard to the Organization. IOM’s individual commitments towards this transformation reaffirms its commitment and role in preventing sexual exploitation and abuse (PSEA), as mandated by the IASC, and seeks to strengthen its accountability towards affected populations via its shelter programming.

  • Achievements at a glance



    IOM has begun its PSEA Capacity Building project to provide technical assistance to Humanitarian Country Teams (HCTs) and PSEA Networks to establish and/or strengthen their joint PSEA initiatives. IOM is also actively engaged with the UN Working Group on Sexual Exploitation and Abuse (SEA). SEA prevention has been included in the internal competency assessment system for IOM staff. IOM has developed an e-learning module on SEA prevention, this module is mandatory for all IOM staff members. IOM has developed two tools, "Good Shelter Programming: Tools to Reduce the Risk of Gender-Based Violence in Shelter Programmes" with CARE International UK and "Site Planning: Guidance to Reduce the Risk of Gender-Based Violence.

  • How is your organization assessing progress

    - Progress of the PSEA capacity building project is measured by the number of HCTs/PSEA networks which receive requested technical assistance, and emerge with increased capacity to conduct collective PSEA activities and to establish inter-agency CBCMs.
    - Number of staff completing the e-learning module on SEA prevention.
    - IOM Auditors include SEA-related risk as one of the indicators when auditing IOM country offices. Absence of PSEA training is reported as a risk and corrective action is requested.
    - IOM’s Shelter Support Team with relevant experts within the Organization is in charge of ensuring implementation and monitoring of the Shelter-GBV tools during roll-out in 2017.

  • Challenges faced in implementation

    - Despite global level commitment to implement inter-agency SEA prevention and response mechanisms, these commitments are not always conveyed to country teams with sufficient authority and guidance to engender buy-in.
    - Lack of knowledge among staff on the terminology of SEA as well as confusion with the topic of sexual harassment.
    - Risks and operational challenges in shelter-related projects, coupled with limited human resources has GBV mainstreaming in operations a concrete challenge. Similarly, ensuring correct understanding of "GBV risk mitigation" measures in project implementation and at scale will be a challenge in 2017.

  • Next step to advance implementation in 2017

    In 2017 IOM will continue its PSEA Capacity Building project to provide technical assistance to the in-country networks identified during 2016. IOM will increase its focus on prevention of sexual harassment in the IOM office and support actions to grant teams more gender balance and more diversity. IOM will conduct roll-out workshops of the two Shelter-GBV tools in the field with partners.
    IOM will continue to engage at the inter-agency level through co-leading of the Shelter and GBV WG under the Global Shelter Cluster and also by presenting approaches/tools at various forums, i.e. UK Shelter Forum, Global Shelter Cluster Meeting.

  • Cross cutting issues

    ☑Accountability to affected people ☑ Gender ☑ Humanitarian principles

  • Other related Agenda for Humanity transformations

    ☑4C - Deliver collective outcomes: transcend humanitarian-development divides

3A
Reduce and address displacement

Individual Commitment

  • Commitment
  • Commitment Type
  • Core Responsibility
  • IOM commits to assisting communities forcibly displaced by conflicts to participate in conflict analysis and needs assessment, and support national governments to address root causes of conflict and forced displacement.
  • Operational
  • Leave No One Behind

  • IOM commits to continue its work in response to natural disasters, to strengthen local response capacities, to manage risk and displacement, and endeavors to improve the approaches, frameworks and policies that guide and govern them. IOM will achieve these objectives by working in a coordinated manner with key global stakeholders to build and foster synergies on key cornerstones such as its Displacement Tracking Matrix, and create common platforms in order to understand, anticipate and trigger early action with regard to disaster-related displacement.


  • Operational
  • Leave No One Behind Change People's Lives: From Delivering Aid to Ending Need
  • IOM commits to continue its work to reduce vulnerabilities and foster the resilience of displaced populations, other migrants and affected communities by strengthening coping capacities and promoting self-reliance. This approach will be operationalized through a new IOM framework outlining efforts to progressively resolve displacement situations (PRDS).
  • Operational
  • Leave No One Behind
  • IOM, within its capacity as a CCCM cluster lead agency, commits to reduce the vulnerability and foster the resilience of individuals suffering from displacement by achieving gender parity within camp governance structure.
  • Operational
  • Leave No One Behind

Core Commitment

  • Commitment
  • Core Responsibility
  • Commit to a new approach to addressing forced displacement that not only meets immediate humanitarian needs but reduces vulnerability and improves the resilience, self-reliance and protection of refugees and IDPs. Commit to implementing this new approach through coherent international, regional and national efforts that recognize both the humanitarian and development challenges of displacement. Commit to take the necessary political, policy, legal and financial steps required to address these challenges for the specific context.
  • Leave No One Behind
  • Commit to promote and support safe, dignified and durable solutions for internally displaced persons and refugees. Commit to do so in a coherent and measurable manner through international, regional and national programs and by taking the necessary policy, legal and financial steps required for the specific contexts and in order to work towards a target of 50 percent reduction in internal displacement by 2030.
  • Leave No One Behind
  • Acknowledge the global public good provided by countries and communities which are hosting large numbers of refugees. Commit to providing communities with large numbers of displaced population or receiving large numbers of returnees with the necessary political, policy and financial, support to address the humanitarian and socio-economic impact. To this end, commit to strengthen multilateral financing instruments. Commit to foster host communities' self-reliance and resilience, as part of the comprehensive and integrated approach outlined in core commitment 1.
  • Leave No One Behind
  • Commit to collectively work towards a Global Compact on responsibility-sharing for refugees to safeguard the rights of refugees, while also effectively and predictably supporting States affected by such movements.
  • Leave No One Behind
  • Commit to actively work to uphold the institution of asylum and the principle of non-refoulement. Commit to support further accession to and strengthened implementation of national, regional and international laws and policy frameworks that ensure and improve the protection of refugees and IDPs, such as the 1951 Convention relating to the Status of Refugees and the 1967 Protocol or the AU Convention for the Protection and Assistance of Internally Displaced Persons in Africa (Kampala convention) or the Guiding Principles on internal displacement.
  • Leave No One Behind

  • What led your organization to make the commitment?

    Crises are forcing record numbers to flee their homes seeking relative safety within or across international borders. The growing complexity and unpredictability of crises is resulting in increasingly protracted displacement situations, with few achieving durable solutions. IOM recognizes the impacts of crises on displaced persons, other migrants and affected communities. Through individual commitments towards transformation 3A: “Reducing and address displacement”, IOM promotes inclusive, resilience-orientated approaches towards the progressive resolution of displacement situations - addressing root causes and reducing current and future needs. Commitments relate to the Organization as a single UN entity and as the Camp Coordination and Camp Management (CCCM) Global Cluster co-lead agency.

  • Achievements at a glance



    In late 2016, IOM adopted a new framework – the Progressive Resolution of Displacement Situations (PRDS) Framework – guiding IOM on how to frame and navigate the complexities of forced migration dynamics and support efforts to progressively resolve displacement situations. In 2016, IOM undertook a joint deployment alongside the UNHCR global CCCM team to Iraq to coordinate a study on women’s and girl’s participation, targeting informal sites in Erbil. Another similar activity was conducted by IOM in Bentiu in South Sudan. IOM has further developed and implemented its participatory and inclusive methodology for addressing drivers of conflict and displacement - engaging local communities to identify, prioritize and implement projects to address drivers of instability and crises.

  • How is your organization assessing progress

    IOM's project and institutional level monitoring and reporting mechanisms captures information to support the assessment of progress of the Organization's efforts in reducing and addressing displacement. Moreover, results based management systems enable IOM to demonstrate achievements and learn from its shortcomings and better serve all stakeholders. Project and programme level evaluations and the collection and dynamic on-line exchange of achievements and lessons learned further contribute to assessing progress.

    On women’s and girl’s participation in camp management responses, IOM has developed, in coordination with WRC, a specific monitoring and evaluation strategy to document progress where pilot activities are currently implemented.

  • Challenges faced in implementation

    Lack of multi-year funding and planning and joint approaches which focus on specific categories of affected populations remain challenges to holistic efforts to reduce and address displacement more broadly.

  • Next step to advance implementation in 2017

    - In 2017, IOM will continue to support the roll out of the PRDS Framework and expand collaboration across traditional and non-traditional actors towards shared resilience objectives.
    - IOM and partners will implement pilot activities to enhance women's participation in targeted camps in 5 locations (Ecuador, Nigeria, Iraq, South Sudan and the Philippines)
    - IOM will continue to refine and mainstream its methodology for participatory and inclusive assessments and programme implementation, including its conflict sensitivity component throughout its work.

  • Cross cutting issues

    ☑Gender ☑ IDPs ☑ People-centred approach ☑ Refugees

  • Other related Agenda for Humanity transformations

    ☑1D - Develop solutions with and for people ☑ 3B - Address the vulnerabilities of migrants and provide more regular and lawful opportunities for migration ☑ 4A - Reinforce, do not replace, national and local systems

3B
Address the vulnerabilities of migrants and provide more regular and lawful opportunities for migration

Individual Commitment

  • Commitment
  • Commitment Type
  • Core Responsibility
  • IOM commits to strengthening understanding of migration and related resource transfers, including remittances, as a potential tool to support disaster preparedness and recovery, and to work with relevant actors to further disseminate and operationalize this understanding.
  • Policy
  • Leave No One Behind
  • IOM commits to work to improve migrants inclusion in disaster preparedness, response and recovery efforts, by supporting the capacities and coordination of disaster risk management authorities, foreign services, migrant groups themselves and other relevant actors.
  • Operational
  • Leave No One Behind

  • What led your organization to make the commitment?

    A variety of factors create particular vulnerabilities for migrants in crises. Past experiences have shown that traditional humanitarian responses have not consistently provided migrants with effective access to help and migrants can fall between the cracks of emergency response. There is thus a prominent need to better integrate migrants into emergency preparedness and response systems. IOM’s individual commitments towards transformation 3B: “Address the vulnerabilities of migrants and provide more regular and lawful opportunities for migration” seek to address this by advocating and supporting partners towards more inclusive preparedness and emergency response efforts, including a broader understanding of remittances in crisis.

  • Achievements at a glance



    IOM served as the Secretariat to the Migrants in Countries in Crisis (MICIC) Initiative and is disseminating the MICIC 'Guidelines to Protect Migrants in Countries experiencing Conflict or Natural Disaster' launched in June 2016, through broad engagement with regional consultative processes, States, civil society and other actors.

    IOM has formulated a remittances position paper that summarizes the three key conditions to maximizing the development value of remittances. The focus has overtly been on reducing transfer costs. However other issues include tackling remittance dependency and promoting the well-being of migrants who remit.

  • How is your organization assessing progress

    IOM's project and institutional monitoring and reporting mechanisms capture information to support the assessment of progress in including migrants in disaster preparedness, response, and recovery efforts. Project and programme level evaluations further contribute to assessing progress.

  • Challenges faced in implementation

    Effectively integrating migrants in disaster preparedness, response, and recovery efforts requires working with a multitude of actors and establishing cooperation and coordination mechanisms. Lack of multi-year funding and planning remain challenges to integrate migrants into existing preparedness and response systems.

    On remittances, the key challenge is influencing already established thinking and positioning on remittances and diaspora/migrant investment.

  • Next step to advance implementation in 2017

    IOM will continue to support and build the capacity of its own offices and staff to support governments and other actors with integrating migrants in their emergency preparedness and response.

    Specific project interventions in collaboration with other development agencies are currently being designed and promoted that focus on diaspora trade and investment in crisis-affected communities. The next step will be project implementation.

  • Cross cutting issues

    ☑Disaster Risk Reduction ☑ People-centred approach

  • Other related Agenda for Humanity transformations

    ☑4B - Anticipate, do not wait, for crises ☑ 5A - Invest in local capacities

3D
Empower and protect women and girls

Individual Commitment

  • Commitment
  • Commitment Type
  • Core Responsibility
  • IOM commits to increase its gender and protection mainstreaming by extending the capacity of its Displacement Tracking Matrix (DTM) system to be able to identify and monitor vulnerability indicators in relation to GBV.
  • Operational
  • Leave No One Behind

Core Commitment

  • Commitment
  • Core Responsibility
  • Empower Women and Girls as change agents and leaders, including by increasing support for local women's groups to participate meaningfully in humanitarian action.
  • Leave No One Behind
  • Ensure universal access to sexual and reproductive health and reproductive rights as agreed in accordance with the Programme of Action of the International Conference on Population and Development and the Beijing Platform for Action and the Outcome documents of their review conferences for all women and adolescent girls in crisis settings.
  • Leave No One Behind
  • Ensure that humanitarian programming is gender responsive.
  • Leave No One Behind
  • Fully comply with humanitarian policies, frameworks and legally binding documents related to gender equality, women's empowerment, and women's rights.
  • Uphold the Norms that Safeguard Humanity Leave No One Behind

  • What led your organization to make the commitment?

    In 2013 IOM committed to the global Call to Action on Protection from Gender-Based Violence (GBV) in Emergencies. IOM’s efforts on GBV mainstreaming stem from the need of front-line field staff, particularly camp managers, to know how to safely and ethically respond to GBV incidents, particularly in those places that lack specialized services or referral mechanisms to services. IOM's committement to "Empower and protect women and girls" represent a new step into the institutionalization of efforts to empower and protect women and girls in emergency programming, including in Displacement Tracking Matrix (DTM) operations.

  • Achievements at a glance

    In 2016 GBV risk indicators were integrated in 14 DTM operations. Focal points for communication with GBV and other protection actors were identified or established within IOM operations to facilitate information exchange and collaboration. Information management systems were strengthened and Camp Coordination and Camp Management (CCCM)/DTM GBV mainstreaming trainings were conducted for 301 participants in 9 countries to build the knowledge, skills and attitudes of IOM teams, national authorities and local actors to better anticipate, recognize, and address protection concerns of women and girls in camp and camp-like setting. The trainings were often co-facilitated with GBV specialists.

  • How is your organization assessing progress

    In addition to regular activity monitoring, IOM organized two global stocktaking events in 2016 to fortify networks of CCCM, DTM and GBV actors, and reflect on the successes and challenges of GBV mainstreaming. These events convened DTM , CCCM, GBV and child protection practitioners to discuss challenges and opportunities to improve collaboration. In addition, case studies to document coordination and operational collaboration between DTM and protection actors have been conducted in Iraq, Nigeria and Ecuador, to look into action taken by multi-sectoral service providers, including GBV actors, in response to GBV risks identified by the DTM.

  • Challenges faced in implementation

    The global stocktaking workshops and case studies conducted helped identify the need to develop joint analysis capacities among DTM , GBV and protection actors at the operational level to enable a better identification of risks, and support more systematic and coherent responses from humanitarian actors to address them.

  • Next step to advance implementation in 2017

    In 2017 IOM will continue building capacities of staff and partners, incorporate emerging best practice, and provide more practical content and guidance to support gender and GBV mainstreaming at the institutional level. IOM will also continue to strengthen collaboration with GBV and other protection specialists. Recommendations from the 2016 global stocktaking events have been integrated into IOM programming in 2017, and a series of global and field level DTM/GBV workshops to develop joint analysis capacities and operational tools.

  • If you had one message for the annual report on what is most needed to advance the transformation 'Empower and protect women and girls', what would it be

    Collaboration between protection specialist and non-specialist is essential to understand risks, identify and take responsive actions to enhance the protection environment of women and girls in camps and camp like settings.

  • Cross cutting issues

    ☑Gender

  • Specific initiatives

    ☑Platform on Disaster Displacement ☑ Risk and Vulnerability Data Platform

  • Other related Agenda for Humanity transformations

    ☑2D - Take concrete steps to improve compliance and accountability

4A
Reinforce, do not replace, national and local systems

Individual Commitment

  • Commitment
  • Commitment Type
  • Core Responsibility
  • IOM commits to developing a set of policy and guidance frameworks governing the use of its cash based approach, from both a programmatic and technical standpoint.
  • Policy
  • Change People's Lives: From Delivering Aid to Ending Need
  • IOM commits to engage in appropriate forms of advocacy and clear messaging on principles and effective humanitarian assistance at the global, regional, national and local levels with all relevant actors. IOM is accountable to the persons and the States concerned, and its partners within the humanitarian response system. IOM is committed to strengthening its accountability mechanisms and to keeping them under continuous review.
  • Advocacy
  • Change People's Lives: From Delivering Aid to Ending Need
  • IOM commits to further support national and local governments design and implement planned relocation and evacuation processes for people living in at-risk and disaster affected areas, as well as for people displaced by disasters, that result in reduced exposure to future hazards and do not affect people's well-being and resilience.
  • Operational
  • Change People's Lives: From Delivering Aid to Ending Need

Core Commitment

  • Commitment
  • Core Responsibility
  • Commit to a new way of working that meets people's immediate humanitarian needs, while at the same time reducing risk and vulnerability over multiple years through the achievement of collective outcomes. To achieve this, commit to the following: a) Anticipate, Do Not Wait: to invest in risk analysis and to incentivize early action in order to minimize the impact and frequency of known risks and hazards on people. b) Reinforce, Do Not Replace: to support and invest in local, national and regional leadership, capacity strengthening and response systems, avoiding duplicative international mechanisms wherever possible. c) Preserve and retain emergency capacity: to deliver predictable and flexible urgent and life-saving assistance and protection in accordance with humanitarian principles. d) Transcend Humanitarian-Development Divides: work together, toward collective outcomes that ensure humanitarian needs are met, while at the same time reducing risk and vulnerability over multiple years and based on the comparative advantage of a diverse range of actors. The primacy of humanitarian principles will continue to underpin humanitarian action.
  • Change People's Lives: From Delivering Aid to Ending Need
  • Commit to reinforce national and local leadership and capacities in managing disaster and climate-related risks through strengthened preparedness and predictable response and recovery arrangements.
  • Change People's Lives: From Delivering Aid to Ending Need
  • Commit to increase investment in building community resilience as a critical first line of response, with the full and effective participation of women.
  • Change People's Lives: From Delivering Aid to Ending Need
  • Commit to ensure regional and global humanitarian assistance for natural disasters complements national and local efforts.
  • Change People's Lives: From Delivering Aid to Ending Need
  • Commit to increase substantially and diversify global support and share of resources for humanitarian assistance aimed to address the differentiated needs of populations affected by humanitarian crises in fragile situations and complex emergencies, including increasing cash-based programming in situations where relevant.
  • Change People's Lives: From Delivering Aid to Ending Need Invest in Humanity
  • Commit to empower national and local humanitarian action by increasing the share of financing accessible to local and national humanitarian actors and supporting the enhancement of their national delivery systems, capacities and preparedness planning.
  • Change People's Lives: From Delivering Aid to Ending Need Invest in Humanity

  • What led your organization to make the commitment?

    Larger investment to reinforce state planning by building capacities on preparedness, including mass displacement prior to a natural disaster, could avoid more costly emergency response programming and will act to support states in ensuring the protection of their respective residents and citizens. IOM’s individual commitments towards transformation 4A: “Reinforce, do not replace, national and local systems” reaffirms the Organizations commitment to support collective efforts to build well-prepared national systems and strengthen capacities of national actors, including national and local civil protection agencies. Further, commitments include a secondary focus on context appropriate cash based interventions in crisis.

  • Achievements at a glance



    The Vanuatu Government and IOM implemented a Pilot of the Mass Evacuation in Natural Disasters (MEND) program in 2016. Collaboration with authorities in Vanuatu led to the development of guidelines on shelter, selection and assessment of evacuation centers, and enabled a context specific version of MEND Guidelines. In Ecuador, IOM advised authorities on exit strategies and durable solutions pertaining to progressive closure of camps hosting population displaced by the April 2016 earthquake.

    IOM organized internal Workshop on Cash Based Interventions bringing together staff from key field missions and relevant HQ departments to explore possible solutions to identified issues and how the internal administrative and financial system can better support strengthening of cash based interventions projects.

  • How is your organization assessing progress

    To ensure sustainability of efforts, IOM is holding regular follow-up discussions with national authorities to understand their needs and support a stronger institutionalization of knowledge within national disasters response agencies.

    In the bolstering of cash based interventions, IOM relies on project and institutional monitoring and reporting mechanisms to capture information to support the assessment of progress.

  • Challenges faced in implementation

    Many countries facing influxes and mixed caseloads of migrants and other categories of affected persons caused by mixed migration situations, as well as disaster prone countries, are asking IOM for support in border management mixed with temporary/transit center management, mass evacuation contingency planning. The longer-term nature of disaster preparedness means that actions frequently are required beyond humanitarian program cycles. Deeper engagement with development actors through the humanitarian development nexus are required.

  • Next step to advance implementation in 2017

    In 2017, IOM intends to continue building capacities of national authorities to effectively prepare for and manage mass evacuations during natural disasters. A presentation at the UNDAC Advisory Board Meeting, Geneva, Switzerland, in February 2017 launched an interagency process to extend this guidance to other agencies. In addition, at the request of the Child Protection in Emergencies ACFID Community of Practice, the possibility to develop a Child Protection Guidance Annex to the MEND guidelines is currently being discussed.

    IOM will continue discussions internally to finalize the strategic visions and goals and Standard Operating Procedures on cash based interventions.

  • Cross cutting issues

    ☑Accountability to affected people ☑ Cash ☑ Disaster Risk Reduction ☑ IDPs

  • Specific initiatives

    ☑Commitment to Action: Transcending the humanitarian - development divide

  • Other related Agenda for Humanity transformations

    ☑3A - Reduce and address displacement ☑ 4C - Deliver collective outcomes: transcend humanitarian-development divides

4B
Anticipate, do not wait, for crises

Individual Commitment

  • Commitment
  • Commitment Type
  • Core Responsibility

  • IOM commits to continue its work in response to natural disasters, to strengthen local response capacities, to manage risk and displacement, and endeavors to improve the approaches, frameworks and policies that guide and govern them. IOM will achieve these objectives by working in a coordinated manner with key global stakeholders to build and foster synergies on key cornerstones such as its Displacement Tracking Matrix, and create common platforms in order to understand, anticipate and trigger early action with regard to disaster-related displacement.


  • Operational
  • Leave No One Behind Change People's Lives: From Delivering Aid to Ending Need
  • IOM commits to reinforce its long term perspective to climate change by introducing environmental markers and streamlining environment considerations in its programming.
  • Operational
  • Change People's Lives: From Delivering Aid to Ending Need

Core Commitment

  • Commitment
  • Core Responsibility
  • Commit to a new way of working that meets people's immediate humanitarian needs, while at the same time reducing risk and vulnerability over multiple years through the achievement of collective outcomes. To achieve this, commit to the following: a) Anticipate, Do Not Wait: to invest in risk analysis and to incentivize early action in order to minimize the impact and frequency of known risks and hazards on people. b) Reinforce, Do Not Replace: to support and invest in local, national and regional leadership, capacity strengthening and response systems, avoiding duplicative international mechanisms wherever possible. c) Preserve and retain emergency capacity: to deliver predictable and flexible urgent and life-saving assistance and protection in accordance with humanitarian principles. d) Transcend Humanitarian-Development Divides: work together, toward collective outcomes that ensure humanitarian needs are met, while at the same time reducing risk and vulnerability over multiple years and based on the comparative advantage of a diverse range of actors. The primacy of humanitarian principles will continue to underpin humanitarian action.
  • Change People's Lives: From Delivering Aid to Ending Need
  • Commit to accelerate the reduction of disaster and climate-related risks through the coherent implementation of the Sendai Framework for Disaster Risk Reduction 2015-2030, the 2030 Agenda for Sustainable Development and the Paris Agreement on Climate Change, as well as other relevant strategies and programs of action, including the SIDS Accelerated Modalities of Action (SAMOA) Pathway.
  • Change People's Lives: From Delivering Aid to Ending Need Invest in Humanity
  • Commit to improve the understanding, anticipation and preparedness for disaster and climate-related risks by investing in data, analysis and early warning, and developing evidence-based decision-making processes that result in early action.
  • Change People's Lives: From Delivering Aid to Ending Need

  • What led your organization to make the commitment?

    With the proliferation of assessments and data on displacement, the humanitarian community risks falling short of accountable data use by not adequately analyzing, sharing and employing the information collected to inform programming. Harmonizing tools and creating common platforms for data-sharing and analysis, as well as risk modeling, can contribute to more proactive and accountable responses. Through its individual commitments towards transformation 4B: “Anticipate, do not wait, for crises” IOM commits to invest according to risk, harmonize tools and support common platforms for data-sharing and analysis, and to reinforce its long term perspective towards climate change and longer-term sustainability.

  • Achievements at a glance



    In 2016, IOM assessed needs, developed a work plan and secured funding in partnership with the Internal Displacement Monitoring Centre, Flowminder and OCHA Humanitarian Data Exchange to enhance synergies in humanitarian data use and sharing, and develop displacement risk models to ensure the value of available data is fully realized for the benefit of disaster-affected populations.

    In 2016, IOM launched its “Environmental Sustainability Programme of Work“ and mainstreamed climate, disaster and environment factors in policy processes, including but not limited to the New York Declaration on Migrants and Refugees, etc.

  • How is your organization assessing progress

    During June and July 2016, IOM surveyed 35 of its country offices with experience implementing the Displacement Tracking Matrix to understand the tools and methods used in various contexts, providing a baseline for efforts to harmonize systems. A detailed Monitoring and Evaluation plan has been developed to assess progress toward joint objectives related to strengthening interoperability of systems for information collection, management and sharing between IOM and partners.

    Progress in terms of IOM reinforcing its long term perspective on climate change is assessed within IOM's project and institutional level monitoring and reporting mechanisms, complement by project and programme level evaluations.

  • Challenges faced in implementation

    The humanitarian community is collecting and storing increasing amounts of data using a variety of methodologies and formats. Information management gaps, varying from insufficiently rigorous data collection and processing to a plethora of non-communicating systems and methodologies, limit interoperability of systems and ability to aggregate data for analysis and modeling.

    Migration, environment and climate change is a complex area of work with migration being a multi-causal reality where environmental and climatic factors are difficult to isolate and require advanced research and data gathering practice, this remains a major challenge to inform policy with relevant evidence and develop activities.

  • Next step to advance implementation in 2017

    - IOM will continue efforts to integrate information management systems, and facilitate systematic and timely analysis and sharing of actionable data on human mobility in crises.
    - Compile best practices for ethical data use in humanitarian contexts, informed by surveys of staff in the field.
    - Develop a new global DTM website to improve accessibility of DTM data to various stakeholders, feeding into broader collaborations to integrate systems and improve displacement risk models.
    - IOM will in 2017 continue developing policy coherence, evidence and capacities to address environmental and climate migration and mainstream environmental and climate issues in to the Global Compact on Migration policy process.

  • Cross cutting issues

    ☑Accountability to affected people ☑ Innovation

  • Specific initiatives

    ☑Centre for Humanitarian Data

  • Other related Agenda for Humanity transformations

    ☑4C - Deliver collective outcomes: transcend humanitarian-development divides ☑ 5B - Invest according to risk

4C
Deliver collective outcomes: transcend humanitarian-development divides

Individual Commitment

  • Commitment
  • Commitment Type
  • Core Responsibility
  • IOM commits to provide assistance on the basis of assessments of needs (through Displacement Tracking Matrix and other population needs assessments) that take into account the diversity of vulnerabilities and threats faced by the persons affected and it engages and negotiates with all relevant actors to ensure effective provision of humanitarian assistance and secure access to crisis-affected persons in line with a do-no-harm approach.
  • Operational
  • Change People's Lives: From Delivering Aid to Ending Need
  • IOM commits to supporting transition and recovery needs that support livelihoods, restoration of services and community engagement to improve participation, social cohesion and peace building through its stabilization programming and working across peace, development and security frameworks.
  • Operational
  • Change People's Lives: From Delivering Aid to Ending Need

Core Commitment

  • Commitment
  • Core Responsibility
  • Commit to a new way of working that meets people's immediate humanitarian needs, while at the same time reducing risk and vulnerability over multiple years through the achievement of collective outcomes. To achieve this, commit to the following: a) Anticipate, Do Not Wait: to invest in risk analysis and to incentivize early action in order to minimize the impact and frequency of known risks and hazards on people. b) Reinforce, Do Not Replace: to support and invest in local, national and regional leadership, capacity strengthening and response systems, avoiding duplicative international mechanisms wherever possible. c) Preserve and retain emergency capacity: to deliver predictable and flexible urgent and life-saving assistance and protection in accordance with humanitarian principles. d) Transcend Humanitarian-Development Divides: work together, toward collective outcomes that ensure humanitarian needs are met, while at the same time reducing risk and vulnerability over multiple years and based on the comparative advantage of a diverse range of actors. The primacy of humanitarian principles will continue to underpin humanitarian action.
  • Change People's Lives: From Delivering Aid to Ending Need

  • What led your organization to make the commitment?

    Humanitarian and development-principled programming should occur concurrently in most crisis environments. While meeting humanitarian need is the priority, early investment in longer-term programming is critical to having the analysis and understanding of drivers/root causes necessary to promote solutions, and to avoid longer-term aid dependency. This approach requires moving beyond individual beneficiary focus, to initiatives which place communities, services, social and economic systems, and governments as beneficiaries as well as partners. IOM in support of transformation 4C: “Deliver collective outcomes: transcend humanitarian-development divides” commit to bolstering its transition and recovery programming and to provide assistance on the basis of assessed needs.

  • Achievements at a glance



    During the reporting period, IOM launched some two dozen initiatives in more than 20 countries dedicated to support the transition and recovery needs of crisis-affected populations. These programmes were designed to look beyond immediate humanitarian need, to address the drivers of vulnerabilities that create humanitarian needs, or that address the causes of conflict or crisis.

    IOM's Displacement Tracking Matrix (DTM) was active in 44 countries during 2016, facilitating prioritization of locations and needs for humanitarian assistance, and informing transition and recovery programming where relevant.

  • How is your organization assessing progress

    IOM's project and institutional level monitoring and reporting mechanisms capture information to assess progress in supporting transition and recovery objectives towards strengthening resilience to crises and resolving displacement situations. IOM's results based management system enables IOM to demonstrate its achievements and learn from its shortcomings in order to better serve direct project beneficiaries and other stakeholders.

    Specific to IOM’s commitment towards service delivery based on assessed needs, the above has been complemented by internal reviews and stocktaking exercises have been conducted to identify progress and areas for continued improvement.

  • Challenges faced in implementation

    While efforts at the global level seek to establish a common understanding of what is required to strengthen the humanitarian-development nexus, in particular with regard to protracted crisis situations, the challenge remains to translate the broader policy discussions into concrete operational guidance to support results on the ground, and to provide the necessary funding and technical support needed for all actors to effectively implement the New Way of Working.

  • Next step to advance implementation in 2017

    IOM will continue to advocate for comprehensive and non-linear approaches to planning and implementing prevention, response, transition and recovery activities in line with its Migration Crisis Operational Framework. This broad framework supports a comprehensive response to migration crises, considering the immediate impacts of displacement, as well as its longer term consequences, which are particularly evident in protracted displacement situations, and contributes to resilience-building efforts by addressing the underlying drivers of crisis and displacement.

    IOM will expand capacities within its global DTM team to analyze DTM data from a transition and recovery perspective, strengthening links with longer-term programming.

  • Cross cutting issues

    ☑Accountability to affected people ☑ IDPs

  • Specific initiatives

    ☑Commitment to Action: Transcending the humanitarian - development divide ☑ New Way of Working

  • Other related Agenda for Humanity transformations

    ☑5D - Finance outcomes, not fragmentation: shift from funding to financing

Attachments

  • WHS Commitments Attachments
    Transformation - 2D, 3A, 3B, 4A, 4B, 4C | Accountability to affected people, Cash, Disaster Risk Reduction, Gender | Commitment to Action: Transcending the humanitarian - development divide, Grand Bargain