OIM - Accountability to affected people IOM Institutional Guidance for Community

International Organization for Migration 17 route des Morillons, P.O. Box 17, 1211 Geneva 19, Switzerland T el.: +41 22 717 9111 • Fax: +41 22 798 6150

Email: hq@iom.int • Website: www.iom.int

IOM Institutional Guidance for Community Feedback Mechanisms Accountability to affected peopleThe opinions expressed in the report are those of the authors and do not necessarily reflect the views of the International Organization for Migration (IOM). The designations employed and the presentation of material throughout the report do not imply expression of any opinion whatsoever on the part of IOM concerning legal status of any country, territory, city or area, or of its authorities, or concerning its frontiers or boundaries. IOM is committed to the principle that humane and orderly migration benefits migrants and society. As an intergovernmental organization, IOM acts with its partners in the international community to: assist in meeting the operational challenges of migration; advance understanding of migration issues; encourage social and economic development through migration; and uphold the human dignity and well-being of migrants. _____________________________ Publisher: International Organization for Migration 17 route des Morillons P.O. Box 17 1211 Geneva 19

Switzerland T el.: +41 22 717 9111

Fax: +41 22 798 6150

Email: hq@iom.int Website: www.iom.int This publication was issued without formal editing by IOM.

Required citation: International Organization for Migration(IOM) (2025). Accountability to affected people: IOM Institutional Guidance for Community Feedback mechanisms. IOM, Geneva. _____________________________

ISBN 978-92-9278-081-4 (PDF)

© IOM 2025 Some rights reserved. This work is made available under the Creative Commons Attribution-NonCommercialNoDerivs 3.0 IGO License (CC BY-NC-ND 3.0 IGO). For further specifications please see the Copyright and T erms of Use. This publication should not be used, published or redistributed for purposes primarily intended for or directed towards commercial advantage or monetary compensation, with the exception of educational purposes e.g. to be included in textbooks.

Permissions: Requests for commercial use or further rights and licensing should be submitted to

publications@iom.int. https://creativecommons.org/licenses/by-nc-nd/3.0/igo/legalcode PUB2025/030/LIOM Institutional Guidance for Community Feedback Mechanisms Accountability to affected peopleiii

ACCOUNTABILITY TO AFFECTED PEOPLE:

IOM INSTITUTIONAL GUIDANCE FOR COMMUNITY FEEDBACK MECHANISMS CONTENT List of figures and tables iv

1. Key terminology 1

2. Intr oduction 9

3. User guide to this IOM institutional guidance on community feedback mechanisms 11

4. Community feedback mechanisms 14

5. Implementing the community feedback mechanism/Phase 1: Prepare 19

Step 1. Define the scope of the community feedback mec hanism 20 Step 2. Review secondary information 21 Step 3. Analyse the social landscape 22 Step 4. Map internal systems and capacities 24 Step 5. Understand community preferences 24 Step 6. Engage with senior management team and leadership 26

6. Implementing the community feedback mechanism/Phase 2: Es tablish 28

Step 7. Define roles and responsibilities 29 Step 8. Involve communities in the design of the community feedback mechanism 29 Step 9. Define feedback channels 30 Step 10. Define the feedback management process and the standard operating procedure for the community feedback mec hanism 32 Step 11. Prepare support content 40 Step 12. Establish procedures to analyse and report on feedback and complaints 41

7. Implementing the community feedback mechanism/Phase 3: Operate 43

Step 10. Define the feedback management process and the standard operating procedure for the community feedback mec hanism 32 Step 11. Prepare support content 40 Step 12. Establish procedures to analyse and report on feedback and complaints 41

7. Implementing the community feedback mechanism/Phase 3: Operate 43

Step 13. Train staff and promote the community feedback mechanism internally 44 Step 14. T est the community feedback mechanism with the community 45 Step 15. Promote the community feedback mechanism to the community 46 Step 16. Monitor and evaluate the community feedback mechanism 47 Step 17. Document programme change and learning 48

8. Interagency community feedback mecha nisms and collective feedback mechanisms 50

9. Conclusion 52

Annexes 54 T ools 106iv

ACCOUNTABILITY TO AFFECTED PEOPLE:

IOM INSTITUTIONAL GUIDANCE FOR COMMUNITY FEEDBACK MECHANISMS LIST OF FIGURES AND TABLES Figure 1. Phases for implementing a community feedback mechanism 12 Figure 2. The three objectives of IOM community feedback mechanism 15 Figure 3. Phases of the feedback management process 32 Figure 4. Categories of feedback 35 Table 1. Minimum standards for community feedback mec hanisms 16 Table 2. Policies and frameworks to consider in developing community feedback mechanisms 17 Table 3. Focus questions for external context a nalysis 23 Annexes Figure 1. Training CFM operators: Safely responding to SEA incident disc losures 89 Figure 2. How to respond to an SEA disclosure 90 Figure 3. Reporting and logging an SEA disclosure 90 Figure 4. We Are All In platform (how to report an SEA disc losure) 91 Figure 5. What happens after an SEA complaint is r eported 91

T ools Table 1. The standard AAP project procedure answer table 138 Table 2. Example of CFM FAQ answer review of programme procedure a nswers 1401. KEY TERMINOLOGY2 Key terminology Accountability to affected people. “IOM adheres to the IASC understanding of AAP, which defines it as ‘an active commitment by humanitarian actors to use power responsibly by taking account of, giving account to and being held to account by the people they seek to assist’”. 1 Affected people. For IOM, the term refers to communities that are impacted by the presence and work of the Organization, as well as of other organizations that IOM works with, in the communities’ location, including places of origin, return and transit. The term applies both to people in crisis-related contexts and to people in non-crisis-related contexts. It can include people affected by a crisis or at risk of being affected by a crisis, receiving communities, and people not directly served by IOM or receiving IOM assistance. 2 CFM operator. A staff member responsible for managing feedback within a CFM. This includes documenting cases, categorizing and assigning them to relevant focal points, updating the case status and ensuring timely closure. CFM operators are typically trained staff dedicated to the dayto-day operation of the CFM platform or tool. CFM user. A community member who accesses or interacts with the CFM to share complaints, provide feedback, or seek information. CFM users can engage through various channels – such as help desks, hotlines, suggestion boxes, or digital platforms – to express concerns, ask questions, or request assistance. Collective accountability. “There is no commonly agreed-upon definition of collective accountability; however, the term is often used in recognition that multiple humanitarian actors are engaged in joint programming, provide common services and pursue collective outcomes. All actors involved in such joint efforts are required to ensure AAP obligations and commitments are upheld”. 3 This term is often used in inter-agency settings where there is coordination among different humanitarian actors and stakeholders aiming to ensure a common approach to accountability to affected people.

actors involved in such joint efforts are required to ensure AAP obligations and commitments are upheld”. 3 This term is often used in inter-agency settings where there is coordination among different humanitarian actors and stakeholders aiming to ensure a common approach to accountability to affected people. Community engagement. A continuous process on the part of humanitarian actors of building trust, communication and collaboration with the communities they seek to assist, recognizing community members and stakeholders as equal partners. It aims to improve the relevance, safety and inclusiveness of assistance by making decisions more accountable and transparent. Effective community engagement embraces inclusivity, diversity and equitable representation of all groups, especially the most vulnerable or at-risk of exclusion, in the design and implementation of policies and programmes that shape their lives. 1 IOM, AAP Framework (IN/285). 2 This definition differs to the definition of “affected populations” that is found in the IOM AAP Framework (IN/285), because it considers the expansion of the mandate of AAP to non-crisis contexts, as well as reflecting a shift in language from “affected populations” to “affected people”. 3 IOM, AAP Framework (IN/285).3 ACCOUNTABILITY TO AFFECTED PEOPLE: IOM INSTITUTIONAL GUIDANCE FOR COMMUNITY FEEDBACK MECHANISMS Community feedback. “Community feedback is information generated by community members – adults and children – and can include any type of information, such as questions, suggestions, observations, beliefs, concerns, complaints and statements of thanks. Community feedback can therefore be positive, neutral, or negative information. It can be received through any kind of feedback channel, both formal or informal ones, be structured or unstructured, received directly by the stakeholder who will use and act on the information, or indirectly via intermediary stakeholders. Community feedback provides response actors with insights about the needs, perceptions and experiences of different individuals and groups, including in relation to response activities and services, and the behaviour or organizations’ staff members”. 4 Community feedback mechanism. “Systems to manage feedback shared by communities, such as questions, suggestions, observations, beliefs, concerns, complaints, and statements of

perceptions and experiences of different individuals and groups, including in relation to response activities and services, and the behaviour or organizations’ staff members”. 4 Community feedback mechanism. “Systems to manage feedback shared by communities, such as questions, suggestions, observations, beliefs, concerns, complaints, and statements of appreciation – including feedback that is sensitive and/or critical and requires specialized or urgent response. In addition to supporting the timely and appropriate resolution of individual feedback, a CFM facilitates the use of insights and findings from community feedback to inform the strategic and operational decisions that underpin accountability to affected people (AAP) in an operation. This includes avoiding and mitigating risks to different groups in the community and ensuring programming safely and effectively meets their needs”. 5 Complaint. A complaint is typically negative in nature and is often made, in the context of a CFM, with the intention of expressing dissatisfaction or pointing out a problem, either with the assistance received or with the method of receiving it. It usually focuses on what went wrong or what is perceived as unacceptable, improper or unfair. It always requires action to correct or resolve the issue. Programmatic complaints can be urgent when they involve critical gaps or failures in the delivery of assistance or services that directly impact the well-being of an individual. Complaints and feedback mechanism. In IOM, this term is replaced with “community feedback mechanism”. Enquiry. In the context of a CFM, an enquiry is a request for information, clarification, or guidance related to the activities, services, or assistance of a humanitarian response actor. It does not express dissatisfaction or require corrective action but instead seeks to better understand the available support, eligibility criteria, procedures or other general information that the humanitarian organization can help provide. Enquiries are usually resolved by providing accurate, timely information or directing the individual to the appropriate source. Requests for assistance can also be considered enquiries. 4 IASC standards for collective feedback mechanisms: principles and standards for collective management of community feedback. 5 Ibid.4 Key terminology Feedback case. A piece of feedback on a specific issue and how it is being handled. A feedback

timely information or directing the individual to the appropriate source. Requests for assistance can also be considered enquiries. 4 IASC standards for collective feedback mechanisms: principles and standards for collective management of community feedback. 5 Ibid.4 Key terminology Feedback case. A piece of feedback on a specific issue and how it is being handled. A feedback case may be closed immediately if an answer can be provided. If further investigation is needed to close the case then multiple interactions between CFM users and CFM operators may be needed (with each interaction reported). If a user raises multiple issues in one interaction, each issue needs to be logged as its own independent case to ensure proper tracking and follow-up of each issue. Every feedback case should be documented and properly handled according to guidance and SOPs. A feedback case can also be known as feedback ticket. Feedback record. A documented account of everything that follows from an initial interaction between a community member and the CFM. It captures one or more feedback cases, if multiple distinct issues are raised. Each issue within the record is logged as a separate feedback case to ensure proper categorization, tracking and follow-up. The feedback record provides a complete trail of the exchange and serves as the source reference for all related cases, which are handled and closed according to established guidance and SOPs. Feedback referral. The transfer of information connected to a feedback case to a focal point with the necessary resources and expertise to resolve it. A referral could include information about the feedback provider, interaction(s), feedback content and response actions.6 This action involves transferring information about a person’s needs, so data protection considerations are important. A referral must respect principles of informed consent, confidentiality and accountability. Participation. An ongoing, inclusive and collaborative process through which affected individuals and community groups, particularly those who are vulnerable or at risk of exclusion, actively engage in the decision-making processes that impact their lives. Meaningful participation goes beyond consultation: it is voluntary, based on consent and requires sustained dialogue throughout the design, implementation and evaluation of assistance, ensuring that communities exercise real influence and are treated with dignity throughout their engagement with humanitarian actors seeking to assist them.

engage in the decision-making processes that impact their lives. Meaningful participation goes beyond consultation: it is voluntary, based on consent and requires sustained dialogue throughout the design, implementation and evaluation of assistance, ensuring that communities exercise real influence and are treated with dignity throughout their engagement with humanitarian actors seeking to assist them. Referral pathways. “Flexible mechanisms that safely link … [CFM users] requiring specialized services (e.g. health, psychosocial support, case management, safety/security) to the appropriate service provider. Referral pathways are specific to the kind of feedback and can involve responsible parties at multiple levels (such as project/activity, subnational and national).” 7 Sensitive complaint. Grievances or complaints raised by individuals or communities regarding their experiences with humanitarian aid, assistance, or any intervention that relates to sensitive issues that are in breach of the humanitarian organization’s code of conduct, or standards of conduct set by the sector, or are sensitive in nature as they put the safety of a person at risk. Examples of sensitive complaints include sexual exploitation and abuse (SEA) or gender-based violence (GBV) complaints. Sensitive complaints are always urgent complaints and must be treated at the earliest convenience. 6 Ibid. 7 Ibid.5 ACCOUNTABILITY TO AFFECTED PEOPLE: IOM INSTITUTIONAL GUIDANCE FOR COMMUNITY FEEDBACK MECHANISMS Service mapping. “A process where information about services and the actors that provide them are mapped for purposes of ensuring this information is consistently communicated to communities. A service map or repository should be centrally managed as it requires frequent updating and dissemination through the different pathways and channels used to communicate with communities, including community-facing staff and CFM teams”. 8 Sexual exploitation and abuse (SEA). • Sexual exploitation. “Any actual or attempted abuse of a position of vulnerability, differential power, or trust, for sexual purposes, including, but not limited to, profiting monetarily, socially or politically from the sexual exploitation of another”. 9 • Sexual abuse. “The actual or threatened physical intrusion of a sexual nature, whether by force or under unequal or coercive conditions”.10

power, or trust, for sexual purposes, including, but not limited to, profiting monetarily, socially or politically from the sexual exploitation of another”. 9 • Sexual abuse. “The actual or threatened physical intrusion of a sexual nature, whether by force or under unequal or coercive conditions”.10 Sexual harassment. Any unwelcome conduct of a sexual nature, by a staff member of an organization against a fellow staff member or against a staff member of another organization, that might reasonably be expected or be perceived to cause offence or humiliation, or when such conduct interferes with work, when it is made a condition of employment, or when it creates an intimidating, hostile, or offensive work en vironment. Victim/survivor-centred approach (V/SCA). An approach that “places the rights, wishes, needs, safety, dignity and well-being of the victim/survivor at the centre of all prevention and response measures”.11 The V/SCA is implemented through the application of principles such as confidentiality, dignity and respect, non-discrimination and inclusion, transparency and information, and informed consent. 8 Ibid. 9 IASC, “Protection Against Sexual Exploitation and Abuse (PSEA): Inter-agency cooperation in community-based complaints mechanisms” (May, 2016). 10 Ibid. 11 IASC definition and principles of a victim/survivor centered approach.6 Key terminology FREQUENTLY USED ACRONYMS IN THIS INSTITUTIONAL GUIDANCE AAP accountability to affec ted people CFM community feedback mechanism CBO community-based organization FAQ frequently asked questions FGD focus group discussion GBV gender-based violence IASC Inter-Agency Standing Committee IOM International Organization for Migration M&E monitoring and evaluation MCOF Migration Crisis Operational Framework

NGO non-governmental organization OIO Office of Internal Oversight (formerly Office of the Inspector General) PSEAH protection from sexual exploitation, abuse and harassment Q&A question and answer SEA sexual exploitation and abuse SOP standard operating procedure V/SCA victim/survivor-centred approach2. INTRODUCTION10 Introduction Welcome to the IOM institutional guidance on community feedback mechanisms, the essential resource for effective CFM planning, establishment and management. This guidance offers step-by-step instructions on how to develop a CFM, as well as resources to help with that process. Acknowledging the diversity of contexts in which IOM operations take place and the uniqueness of country office structures – such as operational context and response frameworks, geographical location, resources and community access in different countries – this institutional guidance helps identify the most suitable mechanism for the local environment. It does not offer a rigid, one-size-fits-all solution, but empowers users to tailor their CFM approach to the specific needs and conditions of their context and pr ogramming. This guidance, as well as its tools and its annexes, has been created through consultation with several teams in both Headquarters and the field. While the recommendations and frameworks outlined here are not yet binding, it is anticipated that certain aspects of CFM management – particularly feedback categorization and CFM standards – will evolve into institutional practices. This guidance has been drafted to foster a unified and effective approach to CFMs across IOM global operations.3. USER GUIDE TO THIS

IOM INSTITUTIONAL

GUIDANCE ON

COMMUNITY FEEDBACK

MECHANISMS12

User guide to this IOM institutional guidance on community feedback mechanisms This document outlines a comprehensive three-phase process to effectively implement a CFM that ensures a responsive and accountable system. It provides specific standards, guidance and practical tools to assist users in building a robust CFM framework that aligns with the AAP institutional policy and other relevant IOM and interagency policies. The guidance also helps establish processes that actively engage with communities, maintain transparency, address feedback and complaints promptly and that are responsive to the unique

practical tools to assist users in building a robust CFM framework that aligns with the AAP institutional policy and other relevant IOM and interagency policies. The guidance also helps establish processes that actively engage with communities, maintain transparency, address feedback and complaints promptly and that are responsive to the unique contexts and country office structures of different countries. The three-phase approach for implementing a CFM represents the core of this institutional guidance. The structure of the content that the guidance offers, and the resources that will be presented, build on and follow this structure. The first phase of the process focuses on the preparatory steps that must be taken before establishing a CFM. These preparatory steps aim to ensure the context in which the CFM will be implemented has been analysed, and that existing capacities and resources have been assessed, so that the CFM will be fully tailored to the context and considers the preferences of the affected people. The second phase focuses on defining and designing how the CFM will function. It serves as a suggested standard operating procedure (SOP) for implementing the CFM. Finally, the third phase gets the CFM up and running, putting systems in place to ensure that the CFM will be implemented correctly and that it will function sustainably. Figure 1. Phases for implementing a community feedback mechanism Prepare Operate Establish • Define the scope of the CFM • Review secondary information • Analyse the external context • Map internal systems and capacities • Understand community preferences • Engage with senior management and leadership • Define roles and responsibilities • Define feedback channels • Define the feedback management process • Define feedback and complaint categories • Prepare an outline of the CFM processes • Prepare support content • Establish procedures to analyse and report on feedback and complaints • Train IOM staff and promote the CFM internally • T est and promote the CFM with the community • Monitor and evaluate the CFM • Report CFM results internally and externally for programme course correction • Learn and document

and report on feedback and complaints • Train IOM staff and promote the CFM internally • T est and promote the CFM with the community • Monitor and evaluate the CFM • Report CFM results internally and externally for programme course correction • Learn and document Implementing a CFM takes place over three phases, with each phase consisting of a number of steps, as laid out in Figure 1. During all phases, it is important to consult and engage with the community as well as community groups and leaders in an inclusiv e fashion.13 ACCOUNTABILITY TO AFFECTED PEOPLE: IOM INSTITUTIONAL GUIDANCE FOR COMMUNITY FEEDBACK MECHANISMS The “prepare” phase is the initial step in the process that leads to the implementation of efficient CFMs. During this phase, the focus is on understanding the local context, which is vital for creating effective CFM procedures. The “establish” phase is when the foundation of the CFM is laid. It is crucial to tailor the elements of the CFM to the unique characteristics of the local context and country office structure and to align them with IOM internal accountability mechanisms. The “operate” phase is the practical implementation of the SOPs created in the previous steps. It involves putting the established procedures into action and continuously monitoring, evaluating and improving the CFM. Operating the CFM is an ongoing process that ensures that it remains responsive and functional, and that it becomes an instrumental part of the way IOM activities are informed. This guidance offers specific standards and advice in relation to each of these three phases. Links to resources that develop these standards in much greater detail and that offer practical tools to help in this process are embedded throughout the document, to be used in a complementary fashion while following this guidance. They can also be used as stand-alone tools, as needed. Resources, Annexes and T ools Annexes and tools are essential for fully understanding this institutional guidance. They are separated to allow quick reference and practical use. Resources tied to specific sections will be marked with this icon for easy identification throughout the document.4. COMMUNITY FEEDBACK

MECHANISMS15

Resources, Annexes and T ools Annexes and tools are essential for fully understanding this institutional guidance. They are separated to allow quick reference and practical use. Resources tied to specific sections will be marked with this icon for easy identification throughout the document.4. COMMUNITY FEEDBACK

MECHANISMS15

ACCOUNTABILITY TO AFFECTED PEOPLE: IOM INSTITUTIONAL GUIDANCE FOR COMMUNITY FEEDBACK MECHANISMS CFMs are one of the key ways that IOM puts into practice its accountability to affected people. In the context of IOM operations, CFMs are systems for receiving, responding to and addressing complaints and feedback from people affected by crises or those affected by the Organization’s presence and assistance. The main goal of a CFM is to improve the quality of IOM project design and implementation in order to strengthen the impact of IOM interventions. It achieves this goal by increasing the role of affected communities in IOM response and programming, giving them a central voice in decisions that affect them, thereby holding IOM interventions accountable to affected communities. Figure 2. The three objectives of IOM community feedback mechanism Another way to describe this main goal is to understand it as three objectives, as shown in Figure 2, which collectively serve the goal of improving the quality of IOM inter ventions: (1) The first objective of CFMs is to address, in a timely and efficient manner, the concerns of people who IOM seeks to assist. This is what is called “closing the feedback loop”: the CFM must be set up to ensure that the community can easily communicate their concerns to IOM, that IOM can readily resolve, especially at the programme level, issues that concern assistance to recipients or community members impacted by IOM presence, and that the people using the CFM can see that their issues are being addressed and resolved. (2) The second objective is to ensure that mechanisms are available for people to report misconduct. The CFM serves as a link between communities and the Organization’s internal accountability systems (the We Are All In platform and the Office of Internal Oversight). CFMs thereby strengthen internal accountability and contribute to the

(2) The second objective is to ensure that mechanisms are available for people to report misconduct. The CFM serves as a link between communities and the Organization’s internal accountability systems (the We Are All In platform and the Office of Internal Oversight). CFMs thereby strengthen internal accountability and contribute to the Organization’s transparency. (3) The third objective of CFMs is to ensure that community feedback is effectively used in decision-making to inform the programmes that IOM offers, as well as IOM policy and advocacy processes. CFMs are essential for ensuring the safety, relevance and effectiveness of the IOM response, enhancing services and providing information to continuously assess and understand the needs of various affected groups. And the information gathered through the CFM is analysed to guide both programme decisions and policy or advocacy processes.16 Community feedback mechanisms As well as meeting these objectives, and the minimum standards outlined below, CFMs must be designed and implemented in line with the following principles: • Do no harm. CFMs must be designed and implemented to ensure they neither intentionally nor unintentionally cause harm to their users or the communities in which the y operate. • Community engagement. Affected people must be actively involved in the design, implementation and monitoring of feedback systems. This ensures that the voices, concerns and needs of the community are heard and addressed, fostering trust, transparency and accountability. • Inclusivity and non-discrimination. CFMs mut be inclusive, available to all members of communities and groups of the population where IOM works. 4.4. Minimum standards for community feedback mechanisms12 IOM recognizes the critical importance of establishing robust CFMs that genuinely serve the needs of affected populations. T o ensure that these mechanisms are safe, effective and reliable, IOM has identified four minimum standards that CFMs mus