OIM - Informe anual 2020 inglés

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This report was issued as document C/112/INF/1 at the 112th Session of the IOM Council. C/112/INF/1 English only 7 July 2021

COUNCIL

112th Session ANNUAL REPORT FOR 2020 _______________ This document has been reissued to incorporate the changes set out in C/112/INF/1/Corr.1 of 7 July 2021. NOTE The mention of specific companies or commercial products does not imply that they are endorsed or recommended by IOM in preference to others of a similar nature which are not mentioned.

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Page i TABLE OF CONTENTS ACRONYMS ................................................................................................................................. iii FOREWORD ..................................................................................................................................iv INTRODUCTION ............................................................................................................................ 1 Box 1. IOM COVID-19 preparedness and response ....................................................................... 2

IOM OPERATIONS AND ACTIVITIES ............................................................................................... 4

Humanitarian response and resilience ......................................................................................... 4 Box 2. IOM global report on operations and emergencies ........................................................... 5 IOM life-saving and crisis response ........................................................................................ 5 Box 3. Principles for humanitarian action ...................................................................................... 7 Box 4. Protection from and response to sexual exploitation, abuse and harassment ................ 8 Addressing the drivers of displacement and mobility and promoting peace ............................ 9 Cohesive societies for community resilience and sustainable development .......................... 12 Box 5. IOM’s contribution to sustainable development ............................................................. 14 Box 6. Gender equality and mainstreaming ................................................................................ 15 Mobility ..................................................................................................................................... 16 Box 7. Tracking the mobility impacts of COVID-19 ...................................................................... 17 Regular and orderly migration ............................................................................................. 18 Box 8. Support to stranded migrants ........................................................................................... 20 Safe migration..................................................................................................................... 22 Box 9. COVID-19 vaccination ........................................................................................................ 23

Box 10. First line of defence – Global Migration Health Assessment Programme ..................... 24 Governance ................................................................................................................................ 25 IOM participation and leadership in the United Nations system ........................................... 26 Box 11. Start-up Fund for Safe, Orderly and Regular Migration (Migration MPTF) ................... 27 Whole-of-government approach .......................................................................................... 28 Box 12. IOM Development Fund .................................................................................................. 29 Whole-of-society approach ................................................................................................. 31 Data and evidence............................................................................................................... 32

INSTITUTIONAL DEVELOPMENT AND ORGANIZATIONAL EFFECTIVENESS ...................................... 34

Policy capacity and knowledge management .............................................................................. 35 Media and communications........................................................................................................ 37 Results-based management ........................................................................................................ 37 Monitoring and evaluation ......................................................................................................... 38 Risk management ....................................................................................................................... 39 Box 13. Disability inclusion ........................................................................................................... 40

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Page ii Human resources ....................................................................................................................... 40 Human resources management ........................................................................................... 40 Staff capacity, skills, and training ......................................................................................... 41 Staff welfare ....................................................................................................................... 42 Consistent conditions for staff ............................................................................................. 43 Diversity and inclusion and staff representation .................................................................. 43 Staff security ....................................................................................................................... 43 Box 14. Informal conflict resolution ............................................................................................. 44 Transparency and accountability ................................................................................................ 45 Standards of conduct .................................................................................................................. 45 Box 15. Environmental sustainability ........................................................................................... 45 Data protection .......................................................................................................................... 46 Procurement and supply chain effectiveness ............................................................................... 46 Privileges and immunities ........................................................................................................... 47 ANNEXES Annex I Statistics relating to IOM staff Annex II General Service staff worldwide by nationality, grade and sex Annex III Professional and higher category staff by nationality, grade and sex Annex IV Number of Member State and non-member State nationalities represented among staff in the Professional and higher category

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Page iii ACRONYMS AAP Accountability to affected populations CCCM Camp coordination and camp management

COVAX Facility COVID-19 Vaccine Global Access (COVAX) Facility COVID-19 Coronavirus disease 2019 CREST Corporate Responsibility in Eliminating Slavery and Trafficking project CSO Civil society organization DTM Displacement Tracking Matrix GFMD Global Forum on Migration and Development IASC Inter-Agency Standing Committee IATI International Aid Transparency Initiative ICT Information and communications technology IDM International Dialogue on Migration IDPs Internally displaced persons ILO International Labour Organization IRIS International Recruitment Integrity System MDB Multilateral development bank MHPSS Mental health and psychosocial support MiGOF Migration Governance Framework Migration MPTF Start-up Fund for Safe, Orderly and Regular Migration MiMOSA Migration Management and Operational Systems Application NFI Non-food item NGO Non-governmental organization OCHA United Nations Office for the Coordination of Humanitarian Affairs OECD Organisation for Economic Co-operation and Development OECD/DAC Development Assistance Committee of the Organisation for Economic Co-operation and Development PRIMA Project Information and Management Application PRISM Processes and Resources Integrated Systems Management PSEA Protection from sexual exploitation and abuse SDGs Sustainable Development Goals UNCT United Nations country team UNDIS United Nations Disability Inclusion Strategy UNDP United Nations Development Programme UNFPA United Nations Population Fund UNHCR Office of the United Nations High Commissioner for Refugees UNICEF United Nations Children’s Fund UNSMS United Nations security management system UN-Women United Nations Entity for Gender Equality and the Empowerment of Women WASH Water, sanitation and hygiene WFP World Food Programme WHO World Health Organization

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Page iv FOREWORD The activities encapsulated within the Annual Report for 2020 are reflective of an extraordinary year, in which IOM adapted and responded to the global COVID-19 pandemic. The pandemic caused major disruption, including unprecedented restrictions to global mobility, and left many millions of migrants and displaced populations in more vulnerable positions. During the year, IOM implemented COVID-19-related operations in 140 countries to ensure that migrants, displaced

populations and communities had access to COVID-19-related services. The pressure on IOM staff to respond, often in extremely difficult circumstances, was unrelenting. My colleagues not only met the call to arms, but exceeded expectations, delivering a broad range of COVID-19-related support while continuing to implement existing humanitarian and relief programming, reaching over 37 million beneficiaries around the world without pause. When in-person community-based programming was not possible, colleagues worked to devise innovative, remote solutions. When new challenges arose, with migrants stranded across the world, colleagues deployed support to ensure that those migrants were protected. This Report is a testament to their hard work and commitment, and to the resilience of people on the move around the world. While responding to the crisis, IOM also continued to invest in its own institutional development and in the broader goals of the United Nations system. The Organization published a series of regional strategies, contextualizing the priorities of the IOM Strategic Vision 2019–2023, and progressed with the development of the Strategic Results Framework to effectively capture IOM’s actions to realize the Vision and implement major international frameworks, such as the Global Compact for Safe, Orderly and Regular Migration and the Sustainable Development Goals. The workplan of the Internal Governance Framework was launched, setting out a programme for planned reforms. In 2020, IOM became a member of the Core Group of the United Nations Sustainable Development Group, and two thirds of IOM country offices reported that migration and mobility had been included in United Nations common country analyses. IOM continued to build the United Nations Network on Migration at regional and country level, and held coordinating roles in crisis responses across 56 countries. At the end of the year, IOM’s total combined revenue, comprising assessed contributions, voluntary contributions and other income, increased by 3 per cent compared with 2019 and reached USD 2,182.7 million. At the same time, the number of staff grew by 10 per cent. As we emerge from 2020, I am all the more convinced of the urgent need to bolster IOM’s exceptional

capacity to deliver – amply demonstrated in this report – with core support to build the internal governance, skills and systems that will sustain the Organization for the coming years, reinforcing its position with Member States and within the United Nations system as a trusted partner and supporter of migrants and displaced populations. António Vitorino Director General

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INTRODUCTION

1. The year 2020 was exceptional by any measure. The activities and impacts outlined in this report reflect the significant disruption that the COVID-19 pandemic has caused, not just for migrants and displaced populations, but also for the Organization’s daily operations, in a context of reduced global mobility and national lockdowns.

2. Even before the official pandemic declaration by the WHO, IOM had rapidly repurposed existing programmes and launched a global, multisectoral response to COVID-19. In close coordination with governments, other United Nations agencies, the private sector, communities and implementing partners, IOM quickly scaled up its activities to address the needs of migrants, displaced populations and communities, anchoring the Organization’s response in its comprehensive understanding of population mobility and its cross-sectoral expertise.

3. The impacts on IOM beneficiary groups have been significant. Border closures and travel restrictions have created new vulnerabilities for migrants and mobile populations in transit, many of whom have found themselves stranded. Protection risks, such as gender-based violence, exploitation by human smugglers and human trafficking, have increased during the pandemic, as cross-border movements have been limited. At the same time, the COVID-19 pandemic has exposed our reliance on migration and migrants for healthy and prosperous societies, with many migrants working on the front lines of the pandemic response worldwide.

4. Xenophobia and stigma against migrants on the basis of national origin or racial/ethnic identity has worsened. Many migrants have found themselves with specific health vulnerabilities – due to the harsh conditions in which they live and work, often without access to basic services – and have experienced barriers to health-care access, whether due to a lack of information or financial resources,

or exclusion from social security systems. This structural inequality has been further compounded for those in irregular situations, who may have feared reporting and reprisals if they were to access support.

5. The COVID-19 pandemic has stunted progress towards the achievement of the SDGs and increased humanitarian needs, while exacerbating pre-existing vulnerabilities among migrants and displaced populations and increasing the already complex barriers to durable solutions. Access to populations in need has been hindered by mobility restrictions, while managing physical distancing has proved challenging in densely populated environments – such as camps or camp-like settings – with already overstretched health services and limited access to personal protective equipment and sanitation.

6. During 2020, IOM implemented COVID-19-related operations in 140 countries to ensure that migrants, displaced populations and communities had access to COVID-19-related services. It is difficult to fully reflect the comprehensive and intense nature of this response in this report while also giving due attention to the broad range of regular activities which IOM continued to undertake throughout the year. IOM’s COVID-19 Preparedness and Response Achievements Report 2020 describes the Organization’s response in greater detail, including regional-level interventions.

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Page 2 Box 1. IOM COVID-19 preparedness and response Key figures: IOM’s global COVID-19 response In addition to an unprecedented on the ground response – which ranged from risk communication and community engagement activities that reached over 37 million beneficiaries in 2020, to direct support for the safe and dignified return of 2,677 stranded migrants – IOM contributed to United Nations crisis coordination efforts, developed bespoke methods of data collection on mobility restrictions and shared information on the critical impacts of COVID-19 on migrants and displaced populations. IOM fostered strategic relationships to help facilitate the response, including with the Gavi Alliance and the COVAX Facility, and signed memorandums of understanding with key stakeholders, including the United Nations COVID-19 Response and Recovery Trust Fund. IOM sits on a number of critical

working groups and networks responsible for facilitating the response, including the First Line of Defence (FLOD) and Vaccination Task Force and the United Nations System-wide Task Force on Medical Evacuations in response to COVID-19, and is an active member of the United Nations COVID-19 Crisis Management Team. Overall, IOM led or co-led 32 inter-agency coordination forums related to

COVID-19.

IOM created the COVID-19 Mobility Impacts Portal, a central global repository and dissemination channel for information on flow monitoring, mobility tracking, border management and population movements, to fully assess the pandemic’s impact on global mobility. The Portal is used by United Nations agencies, Member States, NGO partners and the private sector. IOM worked with health and border officials to build capacity for integrating health and hygiene at points of entry, providing support to over 1,050 points of entry to undertake preparedness and response measures, while advocating a more systematic approach to managing health risks at borders. In addition, IOM supported 100 disease surveillance systems in 29 countries. IOM – for example through statements of the United Nations Network on Migration – has consistently advocated a

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Page 3 migrant-inclusive response, including support for migrants stranded across the world and the inclusion of migrants and displaced populations in vaccination programming. Mindful of the deep socioeconomic impacts, which are still to be fully felt in many parts of the world, IOM developed a toolkit on Integrating Migration into the Socio-economic Response to help development partners ensure response plans are fully inclusive.

7. It is also impossible to compare IOM’s regular programming with that reported in previous Annual Reports, as several global programmes experienced significant challenges due to COVID-19.

Resettlement operations were postponed from March to June based on the operational risk and viability of movement, though urgent resettlement for critical cases continued to take place. IOM’s assisted voluntary return and reintegration operations were affected by border closures and the more limited possibilities for in-person reintegration support.

8. The IOM network of visa application centres was unable to assist migrants due to temporary

closures or reduced operations during parts of 2020. Many of the Organization’s routine pre-migration health activities were temporarily suspended and service provision drastically decreased in the first half of the year, although operations had recovered sufficiently by the end of the year to provide nearly a quarter of a million health assessments worldwide.

9. Nonetheless, IOM not only maintained but also adjusted its programming in response to the evolving situation. IOM adapted the support it provided to take into account social distancing requirements, while expanding into new forms of operational response, including providing support for stranded migrants. Overall, the Organization’s operational reach increased. Innovative strategies developed include the use of tools to provide information remotely, the provision of virtual counselling and psychosocial support, remote interviews, increased use of cash and vouchers and remote monitoring of programme activities.

10. Indeed, demand for IOM’s operational support increased during 2020, and IOM’s staffing increased by 10 per cent, with the total expenditure increasing by 4 per cent to USD 2,178 million compared with 2019.

11. While the impacts of the pandemic were an overriding preoccupation for most of 2020, IOM continued to invest in its own institutional development. Notably, Member States adopted a major reform of the Organization’s leadership structure, resulting in the creation of two Deputy Director General positions, with dedicated portfolios.

12. IOM’s nine regional offices published five-year strategies (2020–2024), contextualizing the overarching priorities of the IOM Strategic Vision 2019–2023, and embedding a cycle of strategic development at all levels of the Organization. In addition, the IOM Continental Strategy for Africa 2020–2024 was also published, which seeks to reinforce IOM’s commitment to safe, orderly and regular migration within and outside the African continent. IOM also published its Migration Data Strategy, setting out its ambitions to work both within and beyond the United Nations system to produce coherent, high quality data to inform migration-related decision-making.

13. Meanwhile, the Application of the Internal Governance Framework Work Plan (Internal

Governance Framework workplan) – which consolidated the different strands of work – was developed and shared with Member States, setting out a road map for the planned reforms. With the successful launch of the workplan, and the support of Member States, work to implement the Internal

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Page 4 Governance Framework accelerated towards the end of the year, including with respect to the Business Transformation initiative.1

14. Overall, IOM’s work in 2020 reveals not only the resilience of the Organization and its staff to pressure, but also its adaptability, even in the midst of a global crisis.

IOM OPERATIONS AND ACTIVITIES Humanitarian response and resilience 15. 2020 was an unparalleled year for crisis response operations, with overlapping crises continuing to unfold in a context in which the Organization faced significant practical challenges in terms of its operating environment. There was an ongoing increase in displacement worldwide, with new displacements seen in every region. Total number of internally displaced persons

16. There were 55 million internally displaced people across the world at the end of 2020, 48 million as a result of conflict and violence and 7 million as a result of disasters.2 Over 26 million refugees were recorded as of mid-2020.3

17. Protracted displacement situations are becoming the norm, during which populations often depend upon humanitarian assistance. The crises in the Syrian Arab Republic and Yemen retained their corporate Level 3 emergency designations throughout 2020, with Yemen considered to be the world’s worst humanitarian crisis due to escalating conflict, disease and the decline in the economy and public services. Conflict and instability, often manifesting as complex humanitarian crises, continued in a number of countries, including Afghanistan, the Democratic Republic of the Congo and Libya. Two outbreaks of Ebola virus disease were declared in the Democratic Republic of the Congo, further adding to already acute and persistent humanitarian crises. In Mozambique, the rapidly escalating crisis in Cabo Delgado Province triggered the displacement of 584,000 people in 2020, a more than seven-fold

increase on the figure for 2019, resulting in more than 669,000 people living in internal displacement by the end of the year.

18. Meanwhile, socioeconomic and political crises – for example, in the South America region – led hundreds of thousands of people to forcibly migrate, resulting in mixed flows of refugees and migrants. Protracted crises were compounded by slow-onset disasters, caused by climate change, 1 The Fourth update on the application of the Internal Governance Framework (document S/28/INF/1) provides an update on the progress made by the Administration in this regard, including funding needs. 2 IDMC, 2021 Global Report on Internal Displacement (2021). 3 UNHCR, Refugee Statistics (2020). Available at: https://www.unhcr.org/refugee-statistics/.

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Page 5 drought and socioeconomic instability, further exacerbating people’s vulnerabilities and eroding their capacity for resilience, as evidenced in the Sahel region and Central America.

19. In response, IOM continues to deploy its emergency preparedness and response operations to address the multifaceted challenges posed by slowand sudden-onset crises around the world, including public health emergencies, as well as to support recovery from crises. In 2020 alone, IOM had an operational reach of over 37 million beneficiaries.4

Box 2. IOM global report on operations and emergencies Each year, IOM produces a global report on operations and emergencies,5 which provides a snapshot of IOM’s crisis-related activities in the areas of emergency preparedness and response; transition and recovery; and resettlement and movement management. The report is based on the inputs collected through the Organization’s yearly reporting exercise, in which more than 100 country offices report on direct or community-based assistance, technical support and capacity-building activities provided during the previous year. IOM crisis-related support IOM life-saving and crisis response

20. IOM’s humanitarian work spans the crisis continuum in areas such as CCCM, displacement tracking, shelter and settlements, health and WASH, while utilizing different modalities, such as cashbased interventions. IOM provides technical expertise, operational support and policy guidance on emergency preparedness, response planning and implementation, and ensures that responses on relevant core humanitarian programming are coordinated at the country, regional and global levels.

21. In 2020, IOM worked to strengthen its preparedness for and response to humanitarian crises by developing thematic and cross-cutting guidance and supporting capacity-building for relevant stakeholders. IOM produced a number of guidance notes, technical guidance documents, toolkits, and training resources in the areas of WASH, shelter, cash-based interventions, CCCM, health, and protection, including with regard to gender-based violence. Efforts were also made to harmonize and strengthen the Organization’s approach and institutional policies related to mixed migration flows and humanitarian hub management. 4 IOM crisis response data refer to people reached by services and assistance and/or whose lives are positively impacted by an IOM intervention. The large increase in the number of people reached in 2020 is partially attributable to the COVID19-related programmes and activities implemented during the year. 5 Once finalized, the report for 2020 will be available at https://crisisresponse.iom.int/iom-publications.

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22. Through the DTM, IOM also collected, analysed, and disseminated data on population mobility in 86 countries, tracking the movements of over 29.4 million IDPs, 20.8 million IDP returnees and 5.4 million returnees from abroad. These data collection efforts also prioritized cross-cutting issues, such as the collection and analysis of data regarding disability inclusion in humanitarian operations in several contexts and the integration of protection indicators into 88 per cent of operations.

23. Since the outbreak of the COVID-19 pandemic in March 2020, as a member of the IASC, IOM has played a leading role in the global humanitarian response to the outbreak, including through the fast-tracked development of a series of interim guidance notes that are available in different languages. Field missions were supported in their adaptation and response to COVID-19, with a heavy

emphasis on preparedness and risk mitigation. IOM encouraged the use of the most suitable modalities available to limit contact and allow for safer distribution of humanitarian assistance, such as cash-based interventions.

24. The IOM Global Strategic Preparedness and Response Plan for COVID-19 was developed to guide the Organization’s response during the first year of the pandemic, covering 140 countries, with an updated appeal for funding of USD 618 million. Within the framework of the Plan, IOM quickly and effectively scaled up and provided vital assistance to communities and countries impacted by COVID-19. Furthermore, IOM also managed a USD 25 million disbursement from the Central Emergency Response Fund to support 26 front-line national and international NGOs engaging in lifesaving health and water and sanitation responses to COVID-19, expected to benefit 1.38 million individuals in six countries by the end of the project.

25. The Organization held a coordination role in 131 clusters, sectors, working groups and other coordination forums in 56 countries, sometimes leading or co-leading multiple platforms at regional, national and sub-national levels, such as in Bangladesh, Mozambique and South Sudan, as well as well as for the response in support of refugees and migrants from the Bolivarian Republic of Venezuela.

Those coordination forums have cumulatively supported 1,923 partners globally.

26. In the context of its role as co-lead of the Global CCCM Cluster, IOM also leads the development of coordinated emergency resource mobilization efforts and supports global and country alignments within the humanitarian programme cycle while at the same time hosting several global projects aimed at strengthening the role and capacity of IOM in the humanitarian sphere.

27. In 2020, IOM further maintained and strengthened its commitment to several strategic global coordination forums focusing on protection, including global and field protection work streams and initiatives within the framework of the IASC and its Results Groups. Notably, IOM contributed to briefings on discrimination and xenophobia as a core issue of concern with regards to protection, making sure the plight of migrants was specifically highlighted, and to the development of key

protection advocacy messages related to COVID-19.

28. In 2020, IOM was appointed, together with UNFPA, the co-chair of the International Organizati