International Organization for Migration
Background
The International Organization for Migration (IOM) is committed to the principle that humane and orderly migration benefits migrants and society. While not part of the United Nations system, IOM maintains close working relations with United Nations bodies and operational agencies, as well as with a wide range of international and non-governmental organizations. In addition, IOM is the designated cluster leader for camp management in humanitarian settings for natural disasters. Through its gender equality policy adopted in 2015, IOM is committed to ensuring that a gender perspective is mainstreamed throughout all IOM policies, activities and programming.
Policy framework
IOM's approach to addressing GBV is guided by the principles set out in IOM’s Institutional Framework for Addressing Gender-Based Violence in Crises (2018, “GBV in crisis framework”). Furthermore, in 2024 IOM launched a new Gender Equality Policy (having been adopted in late 2023). The IOM Gender Equality Policy 2024 emphasizes a “whole of organisation” approach, highlighting the importance of integrating gender considerations into all areas of IOM's work. This policy builds on previous progress and embodies an evidence and results-based approach that contributes to achieving institutional commitments on gender equality. The policy includes a focus on programmatic results from gender mainstreaming and targeted interventions including to address GBV, as well as enabling factors such as funding allocation, capacity requirements and achieving gender parity.
Areas of Focus
IOM primarily focuses on the three pillars of the GBV in crisis framework: mitigating risks, supporting survivors and addressing the root causes. However, IOM also works on human trafficking, predominately affecting women survivors. Furthermore, IOM’s approach includes ensuring that actions are taken to mainstream GBV across all IOM programmes, promoting safe and ethical GBV-related data collection, and strengthening engagement with women-led and women’s rights organizations to address GBV and promote gender equality.
Resources
IOM (2020). Displacement Tracking Matrix for GBV.
IOM (2024). Intersectional Gender Analysis Toolkit.
IOM (2024). Gender Equality Policy.
IOM continued to apply a practical approach to GBV mainstreaming in line with the IASC GBV Guidelines, through several capacity building initiatives such as trainings, development and/or revision of training material, and a number of deployments of Rapid Response Advisors (RRA) and Emergency Response and Induction Training (ERIT) graduates, who mentor CCCM and Shelter actors. RRAs conducted capacity building initiatives, and strengthened the coordination with GBV specialized actors in-country during deployments. Moreover, CCCM Regional Training of Trainers (ToT), with representatives from both the cluster co-lead agencies and the capacity building focal agency, NRC, have taken place. The ToTs have been combined with concrete follow-up actions to prevent and mitigate GBV risks in camp and camp-like settings, which has led to the development of national-level action plans by ToT participants in all nine participating countries.
Together with UNHCR and NRC, IOM initiated and finalized the revision of the Global CCCM training modules. The 2017 revision emphasizes and now emphasizes actions on the prevention and mitigation of GBV in all core modules. Various tools developed facilitate the general mainstreaming of GBV into emergency responses, including a CCCM checklist to support the review of projects; global CCCM and DTM training modules mainstreaming GBV considerations; and a more technical guidance for shelter experts and site planners working in camps.
IOM also continued the rollout of the Women’s Participation Project, which aims at supporting opportunities for women’s equal and meaningful participation in camp governance structures to contribute to reducing risks of GBV. A qualitative assessment to map existing governance structures and barriers for women’s participation in these structures was first undertaken, followed by the development and implementation of a number of strategies in line with the findings of the baseline study, including the establishment of women’ committees and cumulative skills and leaderships training. An assessment of whether the activities undertaken had succeeded was undertaken at the end of the year. Lessons learned demonstrate the need for long-term targeted efforts to shift social norms to enable greater opportunities for women as participants and as leaders.