URU, Alm.del - 2022-23 (2. samling) - Bilag 172: Orientering vedr. nye organisationsstrategier for Danmarks samarbejde med hhv. FN’s organisation for migration (IOM) og Den Internationale Arbejdsorganisation (ILO)

Udenrigsudvalget 2022-23 (2. samling)
URU Alm.del Bilag 172
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Danish Organisation Strategy

for International Organization for Migration (IOM)

Introduction

IOM is the leading intergovernmental organization in the field of

migration. IOM works to ensure humane and orderly management of

migration through the provision of advice, capacity building and

services to governments on migration policies and management as

well as advice and humanitarian assistance to migrants. Furthermore,

IOM has a convening role in fostering international cooperation and

coordination on migration issues, including within the UN system.

This role has been strengthened with the Global Compact for Safe,

Orderly and Regular Migration (GCM). Finally, IOM is a key source

of data and knowledge on migration and displacement trends.

Udenrigsudvalget 2022-23 (2. samling)

URU Alm.del - Bilag 172

Offentligt

File No.

Responsible Unit

2022-18394

Geneva

Mill.

2023 2024 2025 2026 total

Commitment

100 100 100 375

Projected ann. Disb.

100 100 100 375

Duration of strategy

2023-2026 (4 years)

§06.32.10.14

Finance Act code.

Desk officer

Lea Rasmussen

Financial officer

Michael Schou Olsen

Key results



Enhancing strategic and organizational effectiveness of IOM.

Enhancing IOM’s role in the UN system and partnerships.

Improving capacity building of governments and relevant

authorities for better migration management.

Strengthening IOM’s engagement on the linkage between climate

change and irregular migration and forced displacement.

SDGs relevant for Programme

No Poverty

Hunger

Good

Health,

Wellbeing

Quality

Education

Gender

Equality

Clean Water,

Sanitation

Justification for support:



IOM’s work is well aligned with key Danish priorities on

strengthening orderly and humane migration management, helping

more people better along the migratory routes, and addressing the

drivers of irregular migration, including climate change.

IOM has an extensive field presence and is recognized as a

relevant, efficient and agile organization in terms of responding to

evolving migration challenges and crisis globally. IOM also has a

strong field presence in regions of priority for Denmark, including

in the Sahel, North Africa and the Horn of Africa.

IOM is the leading UN organization facilitating international

cooperation on migration and is coordinating joint UN support to

member states to implement the GCM.

Covering the full spectrum of the HDP-nexus, IOM’s

interventions is well placed to not just deliver, but also to provide

knowledge and evidence on how to operationalize the nexus

approach.

Affordable

Clean Energy

Decent

Jobs, Econ.

Growth

Industry,

Innovation,

Infrastruct

ure

Reduced

Inequalities

Sustainable

Cities,

Communiti

Responsible

Consumption

& Production



Climate

Action

Life below

Water

Life on

Land

Peace &

Justice,

strong Inst.

Partnership

s for Goals



Risk and challenges:



IOM’s weak core structure due to organizational growth, low

level of unbound funding and new roles within the UN system,

exposes it to both financial and reputational risks, and challenges

delivering on strategic priorities. Despite a budget reform in

2022, IOM still needs to continue internal organizational reforms

as well as its efforts to diversify the donor base.

Few donors provide unearmarked funding.

IOM works in a risk prone environment.

How will we ensure results and monitor progress:



Engaging strategically and constructively with IOM at HQ,

regional and country level throughout the year.

Monitoring Danish priorities based on IOM’s Strategic Results

Framework, IOM’s annual narrative and financial reporting, and

taking note of collective performance of the UN Development

System.

Conducting annual consultations and engaging in likeminded

donor group as well as IOM governing bodies.



Danish involvement in governance structure



Denmark is a member of the IOM Council and participates

actively in its sessions as well as preparatory meeting



Strat. objectives

The overall objective of

Denmark’s support to

IOM is to strengthen

orderly and humane

migration management,

addressing the drivers

of irregular migration,

including climate

change, and to

strengthen international

and UN coordination

and cooperation in this

regard.

Priority results

1. Enhanced strategic and

organizational effectiveness of

IOM

2. Enhancement of IOM’s

role in the UN system and

partnerships

3. Supporting capacity

building of governments and

relevant authorities for better

migration management

4. Addressing the linkages

between climate change and

irregular migration and forced

displacement

Established

Director General

Human Resources

Country presence

Budget 2022

Membership

Core information

1951

Geneva

António Vitorino

19.000 staff worldwide

175

2.9 billion USD

175 countries

URU, Alm.del - 2022-23 (2. samling) - Bilag 172: Orientering vedr. nye organisationsstrategier for Danmarks samarbejde med hhv. FN’s organisation for migration (IOM) og Den Internationale Arbejdsorganisation (ILO)

Strategy for Denmark’s engagement with

International Organization for Migration

2023-2026

Content

1. Objective .................................................................................................................. 3

The Organisation ..................................................................................................... 3

Lessons learnt, key strategic challenges and opportunities............................................ 5

Priority areas and results to be achieved .................................................................... 8

Priority Area 1: Enhanced strategic and organizational effectiveness of IOM ....................... 8

Priority area 2: Enhancement of IOM’s role in the UN System and strengthened partnerships

................................................................................................................................ 9

Priority area 3: Supporting capacity building of governments and relevant authorities for

better migration management .................................................................................... 10

Priority area 4: Addressing the linkage between climate change and irregular migration and

forced displacement .................................................................................................. 10

Cross cutting priorities: Gender responsiveness ............................................................ 11

Danish approach to engagement with the organization............................................... 11

Budget ................................................................................................................. 13

Risks and assumptions ........................................................................................... 13

Annex 1: Organizational chart of IOM............................................................................. 14

Annex 2: Overview of Danish unearmarked and earmarked funding for IOM in 2022 ............ 15

Annex 3: Donor ranking ............................................................................................... 16

Annex 4: Concept note for softly earmarked funds to IOM. ............................................... 17

Annex 5: Danish priorities and monitoring ...................................................................... 23

Danish priority Area 1: Enhanced strategic and organizational effectiveness of IOM .......... 23

Danish priority Area 2: Enhancement of IOM’s role in the UN System and strengthened

partnerships............................................................................................................. 24

Danish priority Area 3: Supporting capacity building of governments and relevant authorities

for better migration management ............................................................................... 25

Danish priority Area 4: Addressing the linkages between climate change and irregular

migration and forced displacement ............................................................................. 26

Cross cutting priority: Gender responsiveness .............................................................. 27

1. Objective

This Strategy for the cooperation between Denmark and the International Organization for Migration

(IOM) outlines the priorities for Denmark´s contributions to and partnership with IOM 2023-2026 and

is the central platform for Denmark’s dialogue with IOM. It sets out Danish priorities for IOM’s

performance within the overall framework established by IOM’s own Strategic Vision, underlying

strategies and Strategic Results Framework. In addition, it outlines specific goals and results that

Denmark will pursue in its cooperation with the organization.

The priorities for Denmark’s partnership with IOM are firmly

rooted in the UN Agenda 2030, the Danish strategy for

development cooperation, “The World We Share” (2021) as

well as the Danish Foreign and Security Policy Strategy

(2022). This particularly concerns priorities related to

addressing poverty, fragility and conflict, as well as addressing

irregular migration and helping more people better along the

migratory routes. While SDG 10 in the UN Agenda 2030

specifically addresses orderly, safe, regular and responsible

migration and migration management

, migration is

considered a crosscutting phenomenon that affects and is

affected by all 17 SDG. Hence, IOM’s work contributes to a

number of other SDG’s, particularly SDG 1, 3, 4, 5, 8, 10, 11,

13, 16 and 17.

The four priority areas for Danish support

spanning both core and softly earmarked

contributions to IOM during the period

2023-2026 are:

1. Enhanced strategic and

organizational effectiveness of IOM

2. Development of IOM’s role in the

UN System and partnerships

3. Supporting capacity building of

governments and relevant

authorities for better migration

management

4. Addressing the linkage between

climate change and irregular

migration and forced displacement

2. The Organisation

Mandate and Mission:

IOM is the leading intergovernmental organization in the field of migration

working across the spectrum of the humanitarian-development-peace nexus. The organization works to

ensure humane and orderly management of migration through the provision of advice, capacity

building and services to governments on migration policies and the management of all forms and

impacts of migration. IOM provides humanitarian, development and conflict sensitive assistance and

advice to migrants in need, and works to build resilience of people on the move, especially those in

situations of vulnerability. Further, the organization is a key source of data and knowledge.

IOM was admitted

into the UN System as a related organization in 2016, and is guided by its

Constitution as well as the principles enshrined in the UN Charter, including the Human Rights Charter

and the child rights convention. Over the years and especially since its entry into the UN system and

the adoption of the Global Compact on Safe, Orderly and Regular Migration (GCM) in 2018, IOM has

enhanced its global policy-formulating role and gained new responsibilities in terms of international

coordination and internal UN coordination on migration issues

. The UN Secretary General has

designated IOM to serve as coordinator and secretariat of the UN Network on Migration, tasked to

ensure a coherent and effective UN system-wide support to the implementation of the GCM.

“Facilitate orderly, safe, regular and responsible migration and mobility of people, including through the implementation

of planned and well-managed migration policies”

C/106/RES/1309 - IOM-UN Relations

It should be noted that IOM - as per its Constitution - has always had a convening role.

IOM’s work is guided by its

Strategic Vision 2019-2023,

which is underpinned by a number of cross

cutting and regional strategies. It underlines that IOM will maintain its highly operational field based

character, while enhancing its role as a key provider of knowledge and solutions on the shifting

dynamics of migration and as a leading institution on the global conversation on migration.

Organizational structure:

IOM is characterized by its highly decentralized structure, with extensive

field presence spread over nine regional offices, overseeing, coordinating and supporting offices in 175

countries and 523 locations, and with the vast majority of its nearly 19,000 employees deployed at

country level. Based in Geneva, IOM’s headquarter (HQ) is responsible for the strategic direction and

policy formulation as well as standard setting and oversight. Following a management reform in 2021

the HQ has undergone a restructuring with the aim to break down silos and strengthen key functions

related to IOM’s new roles and key strategic priorities – incl. strategic and results based management.

IOM has a strong footprint in regions of priority for Denmark such as the Horn of Africa, the Sahel

and MENA as well as in Afghanistan and the Westen Balkans – in 2021, 27.4 % of IOM’s total

spending was allocated in Africa, while 15.6 % was allocated for the MENA region. Further, IOM has

been present in Denmark since 2009 and has relocated its Nordic Sub-regional Coordination Office to

the UN City in Copenhagen in 2022. See organizational structure in Annex 1.

Governance arrangements:

IOM was established in 1951 and Denmark became a member in 1954.

The Council, composed of IOM’s 175 Member States, is the highest authority. It meets in regular

session once a year and in special sessions at requests. The Council reviews and establishes policies,

approve programmes and decide on administrative and financial plans and budgets. The preparatory

body to the Council is the Standing Committee on Programmes and Finance, which meets twice a year.

Working groups are established on a needs basis in order to review and prepare central decisions, and

presently include the Working Group on IOM Partnerships, Governance and Organizational Priorities

and the Working Group on Budget Reform. The work of the Council is steered by the Bureau

composed of four Member States. Denmark served on the Bureau 2018- 2021.

Finances and funding:

IOM has experienced a massive funding growth over the past decades. IOM’s

expenditure in 2022 stood at a record high of nearly USD 2.9 billion

– more than a doubling since

2008. IOM’s funding model is characterized by being heavily “projectized”, leaving the organization

with relatively little unbound funding to finance its core structure and strategic initiatives related to its

evolving role. IOM prepares its operational budget based on anticipated funding. IOM is

predominantly funded by earmarked project funding to which an institutional overhead is applied. In

2021, earmarked and un-earmarked contributions constituted respectively 95.9% and 1.7% of the

income and assessed contributions 2.4%. In 2021, IOM had 3,396 active projects, 56% of expenditure

for humanitarian assistance, 31% for development assistance and 13% for global agenda and

specialized assistance.

Denmark’s total contributions to IOM in 2022 stood at USD 20.3 million, of which USD 3.5 million

were uearmarked funding (see Annex 2 for overview of total DK funding for IOM). Further, the

Danish Ministry of Immigration and Integration pays annual assessed contributions to IOM. In 2022

Please note that at the time of finalizing this strategy, IOM has not yet finalized their audit for 2022, and this and other

figures for 2022 in the following subsections are hence preliminary and unaudited.

Denmark was the fourth largest donor of unearmarked funding, with UK as third, US as second and

Sweden the largest donor. In 2022, only 16 donors in total provided unearmarked funding, of which six

(including Denmark) have multi-year funding agreements. The six largest donors provided 83% of

IOM’s unearmarked funding in 2022 (see Annex 3 for donor ranking). Unearmarked funding is

allocated through MIRAC – an internal coordination mechanism – and is directed at organisational

development and strategic needs.

3. Lessons learnt, key strategic challenges and opportunities

Relevance:

The number of international migrants has grown dramatically over the past 30 years, and

reached record high 281 million in 2020

. Additionally, migration has become more complex, and there

is no sign that migratory movements will decrease or even stabilize. The World Bank estimates that by

2050 216 million people

could migrate within their own countries due to the impacts of climate

change. Further, continued poverty and lack of opportunities, conflict, instability and fragility and its

interplay with climate change - not least in a number of African and Middle Eastern countries -

continues to be a driver of migration. Additionally, Russia’s war in Ukraine has sent millions on the

move and made humanitarian needs go up while its global implications in terms of rising (food) prices,

might also act as a driver of migration.

In recent years, migration has been subject to greater international and political attention, with a clear

call from the international community to address migration issues, and not least the challenges and

drivers of irregular migration, in a coordinated and coherent manner. At the same time, there has been

increasing recognition and evidence globally that good migration governance can help achieve

sustainable development outcomes. As a result, demand for IOM services and expertise has grown and

is expected to continue to do so. This, combined with IOM’s entry into the UN System and the

adoption of the GCM, means that IOM’s role in the global landscape has become more prominent.

The work of IOM contributes directly to key priority areas for Denmark. Of particular relevance, is

IOM’s work in areas of migration governance, including countering irregular migration, promoting

sustainable return and reintegration, capacity building of national authorities to ensure safer and more

orderly migration as well as addressing drivers of irregular migration and its interlinkages with climate

change. IOM is committed to and applies a human rights-based approach across organizational policies

and programming which is the foundation for all Danish development cooperation, as outlined in The

World We Share. Further, though the focus of Danish support to IOM is on its development-oriented

activities, IOM’s role as a key humanitarian agency in the mobility dimensions of crisis is also well

aligned with Danish priorities.

Key strengths:

IOM is broadly recognized – including in the latest

MOPAN

report from 2019 - for its

strong operational relevance in the field, its ability to deliver tangible results for migration governance

and its highly agile and responsive nature, stemming from its strong field presence and decentralized

structure, as well as for its ability to adapt and adjust as conditions change. The organizational growth is

a testimony to that. Finally, IOM is a key provider of data on short and long-term migration and

displacement trends, which helps not only IOM but also other actors to tailor interventions to context

specific needs.

World Migration Report 2022 | IOM Publications Platform

Groundswell Part 2 : Acting on Internal Climate Migration (worldbank.org)

Denmark’s earmarked project funding to IOM has increased over the past years, and the overall

assessment of IOM as an efficient and responsive partner in the field is broadly shared among the

Danish embassies and within The Danish Ministry of Foreign Affairs (MFA) departments, which

handles IOM projects. The general feedback from embassies is that the dialogue with IOM is open and

constructive, and that IOM is a valued data and knowledge provider – also when Danish project

funding to the country does not come directly from the embassies.

Challenges:

The MOPAN report (2019) as well as the Danish mid-term review (2020) of the previous

Danish Organization Strategy also highlighted a number of challenges for IOM. First of all, the rapid

growth of the organization and the new responsibilities for IOM, combined with its highly projectized

funding model and relatively small amount of unbound funding, has stretched core organizational

capacities such as internal governance, control and oversight, risk management and reporting. Further

the MOPAN found IOM to ‘stand at a cross-road’, and needed development of a clear strategic

framework and a more rigorous results system, impactful reporting, as well as strengthened

performance management and evaluation systems. IOM has hence taken a number of steps to bring

about the needed reforms.

The overall framework for IOM’s reform process is the Internal Governance Framework (IGF) of

2019, a comprehensive plan covering e.g. strengthening of IOM’s ‘Three lines of defense

, enhanced

organizational effectiveness, change management, risk management and results based management.

IOM is reporting to Member States on a regularly basis on the implementation of the IGF.

IOM has made significant progress in a number of reform areas. These include a management reform

at HQ-level (2021), better digital and more efficient processes leading to savings, more efficient

handling of allegations of misconduct and strengthened knowledge on preventing sexual exploitation,

abuse and harassment (SEAH), adaptation of reporting to UN data requirements and enhanced

evaluation processes (as just some examples). However, IOM still has quite some way to go.

A Strategic Vision was launched in 2019 and the core elements of a Strategic Results Framework to

strengthen strategic planning, reporting and performance of the Organization was approved by the end

of 2021. However, this is not yet fully rolled out - indicators are still being adjusted, and the part on

organizational effectiveness is still under development. Further, the highly projectized funding model

and the organizational growth, exposes IOM to both financial and reputational risks, and challenges the

delivery on strategic priorities. As a response, Member States adopted a budget reform in June 2022,

which - over a five-year period - will increase the assessed contributions for IOM and thereby to a

larger extent will cover IOM’s core functions, including strategic initiatives and enhanced policy

capacity. However, the reform does not fully cover the core funding gap identified by IOM (especially

not in the years before the reform is phased in), and hence IOM is still challenged and will need to

mobilize other sources of core funding.

Further, while offering a degree of autonomy and related agility, IOM’s status as a ‘UN related

organization’ carries with it some inherent challenges, as IOM must act in accordance with UN

Three levels of checks and balances across the organization related to management, processes and independent oversight

– a framework used widely within the UN System

principles and policies (UNGA res. 70/296) while not having access to the UN regular budget. Further,

leading on a topic, which is increasingly politicized, but without a normative mandate, is highly

challenging and requires sound organizational policy and oversight functions.

Finally, IOM has a new task in responding to the impacts – both in Europe and globally - of the war in

Ukraine, which puts additional work on IOM. It will be important to follow progress on this important

work in the coming years.

Opportunities:

IOM’s integration into the UN system is overall progressing well, and IOM is

committed to contribute to the ongoing UN reform process, which is of high priority to Denmark.

IOM is now a member of the UN Sustainable Development Core Group, is part of nearly all UN

Country Teams and is the tenth largest contributor to the Resident Coordinator System. IOM is also

part of the Humanitarian Cluster Model co-leading the Camp Coordination and Management Cluster

with UNHCR. The MOPAN found that IOM was partnership-oriented working with a broad range of

partners at both global, regional and international level. However, the Danish MFA has also found that

IOM’s dependency on project funding limits the opportunity to engage in more strategic long-term

collaboration with partners and that the area needs attention and joint donor support. Further, while

IOM has significantly improved in terms of funding channeled through local partners over the past

years, this is still an area for improvement. IOM’s platform as secretariat for the UN Network on

Migration as well as chair of the Migration Multi Partner Trust Fund (serving as a financing wheel for

joint UN projects to implement the GCM), places IOM well to mobilize and drive both joint responses

to migration challenges and enhanced joined efforts to deliver through the HDP-nexus approach.

Denmark is one of the top donors to the Migration Multi Partner Trust Fund and has a seat in its

Steering Committee for 3 years (2023-2025), which provides a good platform for Denmark to support

the fund and promote Danish priorities.

IOM has endorsed

The New Way of Working

and is committed to deliver across the HDP-nexus, which

is reflected in IOM’s Strategic Vision, the Strategic Results Framework and IOM’s engagement in the

Inter Agency Standing Committee as well as OECD DAC - UN Nexus Dialogue work streams

. With

IOM’s interventions covering the full spectrum of the HDP nexus – from enhancing resilience prior to

movement through inter alia community stabilization, over lifesaving humanitarian responses in

emergencies to return and reintegration programs – the organization is well placed to not just deliver,

but also provide knowledge and evidence on how to operationalize the nexus approach

. This is closely

linked to Danish priorities on the HPD-nexus as a driver to deliver on the SDGs as well as to concrete

Danish priorities related to holistic whole-of-route approaches towards addressing challenges of

irregular migration. A recent external evaluation of IOM’s HDP-nexus approach found that while IOM

were strong on this at a global and policy level there were still challenges in terms of breaking down

internal silos and pursuing more joint programming. The projectized funding was highlighted as one of

the obstacles for better internal coherence and more long term planning – a prerequisite for

implementation of a nexus approach. Hence, this area will also require donor attention in the coming

years.

Progress Report: Implementation by IOM of UN Development System Reform Requirements for Working Group on

IOM Partnerships, Governance and Organizational Priorities. Also see OECD DACs Humanitarian- Development-Peace

Nexus Interim Progress Review 2022

An example is:

Microsoft Word - OPERATIONALIZING THE HUMANITARIAN DEVELOPMENTPEACE

NEXUS - with modifications 2_2 w page numbers (iom.int)

IOM has strengthened its engagement related to the interlinkage between climate, environment and

migration across the HDP nexus, including by establishing a dedicated division in 2015. However, the

MOPAN pointed out that embedding of this perspective across the organization could be further

advanced. IOM has subsequently developed a cross cutting strategy on

Migration, Environment and

Climate Change,

which - of particular relevance to Danish priorities - has one out of three strategic

pillars focusing on building climate resilience for people

not

to move.

In sum, while IOM faces several challenges, there is no doubt that IOM’s work fits very well with key

Danish priorities related to migration. With the increase in Danish funding to IOM, both in terms of

project and unearmarked funding, the possibilities for synergies between Danish engagements with

IOM have become more evident as well has the need for coordination. Therefore, it has been decided

to include a softly earmarked contribution under this organization strategy These now softly earmarked

funds have in previous years been given to IOM as project funding. The aim of transforming these

funds into a softly earmarked contribution is to strengthen a strategic, long term and less projectized

approach towards IOM. Additionally, the aim is to ensure improved coordination among IOM HQ,

regional offices and country offices.

4. Priority areas and results to be achieved

The following priority areas have been selected for Denmark’s partnership and dialogue with IOM.

These are based on the linkages between Denmark’s and IOM’s strategic priorities, lessons learned

from the ongoing partnership with IOM as well as recommendations from the MOPAN and Danish

mid-term review. Based on a human rights-based approach, Denmark’s support will focus on IOM’s

development related work as well as a strengthened nexus approach.

Priority Area 1: Enhanced strategic and organizational effectiveness of IOM

Given the high priority to addressing migration challenges across Danish development and foreign

policy, Denmark has a strong interest in an IOM that is “fit for purpose” and able to deliver on its

mandate and mission, as well as an IOM that is transparent and accountable to donors and

beneficiaries. Hence, Denmark wishes to continue to support IOM’s organizational reform as outlined

in the Internal Governance Framework, as well as the next generation of IOM reforms, which will be

informed by inter alia the next MOPAN assessment (expected to be presented in Q3 of 2023). Hence,

Denmark will continue its engagement with IOM on reform matters as well as engage actively in the

formulation of the next Strategic Vision, with the aim to ensure that Danish priorities are reflected.

Of particular importance will be the full implementation of IOM´s Strategic Results Framework (SRF).

The SRF provides a concrete roadmap for the implementation of the Strategic Vision, and its regional

as well as cross cutting strategies, as it links IOM’s projects, programs and initiatives to the objectives

of the organization. Further, it contemplates key Sustainable Development Goals (SDGs) and the

GCM

. Currently, the SRF programmatic indicators and the section on Organizational Effectiveness

are being finalized (expected by mid-2023)

Denmark will continue to push for progress in its

implementation, recognizing the broader cultural shift this will require within the (highly projectized)

organization. Further Denmark will engage in the review process of the SRF and in this regard attach

importance to its alignment with the next Strategic Vision (2024).

IOM Strategic Results Framework – approved December 2021

Despite the adoption of the budget reform that provides IOM with more unbound funding through

increased assessed contributions, IOM continues to have a major task in attracting more unearmarked

and multi-year funding. Denmark will continue to support IOM in mobilizing additional and increased

core funding from other public and private donors in order to achieve a better balance between core

and project funding, giving the organization the necessary flexibility to invest in its strategic priorities

and continued development of capacities. Further, Denmark will closely follow the implementation of

the budget reform including in relation to strengthening of core funding to IOM Missions.

Moreover, Denmark will encourage and expects IOM to actively manage the organization’s

environmental and carbon footprint in line with the UN system-wide sustainability commitments.

Denmark will actively follow-up on IOM’s efforts in that regard.

IOM applies a zero-tolerance policy towards any cases of fraud, corruption and other misconduct,

including sexual exploitation and abuse and sexual harassment (SEAH). Denmark expects IOM to

follow and implement this policy strictly as well as to oversee it through its independent oversight and

third line of defense mechanisms.

Priority area 2: Enhancement of IOM’s role in the UN System and strengthened

partnerships

While IOM’s integration into the UN System is advanced, IOM is still a relatively newcomer and new

to its role as coordinator for the UN Network on Migration. Denmark will continue to monitor and

support IOM’s efforts to align its highly demand driven modus operandi to the UN System’s way of

working.

As the key wheel to enhance UN coordination on migration and ensure that migration is included in

relevant national and local government plans and UN Sustainable Development Cooperation

Frameworks, Denmark will continue to support IOM in developing its leading role of the UN Network

on Migration. This is also why Denmark is seconding a senior expert to the Network. Denmark will

hence urge IOM to continue to prioritize that the Network is appropriately capacitated to deliver, and

that all IOM staff are continuously equipped with the necessary awareness and tools to support the

organization in fulfilling its role and promoting a HDP nexus approach towards migration challenges.

With entry into the Steering Committee of Migration Multi Partner Trust Fund, Denmark will seek to

support IOM in full capitalization of the fund and work towards making the fund an effective driver

for enhanced UN cooperation and joint implementation in line with Danish priorities. Further,

Denmark expects IOM to continue to strengthen its contribution to UN reform at country level

through inter alia its provision of displacement data and intention surveys for the UN Country Teams’

Common Country Analysis and to support and engage in joint programming.

Further, Denmark will continue to encourage IOM to develop and strengthen its partnership within

and beyond the UN system, including with the World Bank, on coordination and joint initiatives as well

as joint programming – and doing so, with a strategic long-term perspective. Of particular importance

is IOM’s partnership with UNHCR, where joint efforts in the context of mixed migration flows as well

as coordination and cooperation in terms of data gathering and analysis will be of priority. The further

development of the partnership should continue to be based on an effective division of labor and full

respect of the respective mandates. While national and local authorities are key partners to IOM,

Denmark will also push for IOM to strengthen its focus on localization through cooperation with local

civil society partners and NGO’s.

Priority area 3: Supporting capacity building of governments and relevant authorities

for better migration management

In line with the priority in “The World We Share” on strengthening the capacity of developing

countries to manage their borders in accordance with a human rights-based approach, provide

protection and handle irregular migration, as well as the priority on helping more people better in the

countries of origin and along the routes, Denmark will continue its strong focus on migration

management. IOM is deemed well placed to connect the various dimensions of promoting safe, orderly

and regular migration. Further Denmark will pay attention towards IOM’s work to strengthen orderly

and regular interregional migration in Africa, with the aim to contribute to regional solutions to

migration issues.

In particular, Denmark prioritizes capacity building of governments and relevant authorities for better

migration management with the aim to address the challenges of irregular migration and migrants from

ending up in vulnerable situations. In this regard, Denmark emphasizes a whole-of-migratory-route

approach to migration management with support to countries of origin, transit and destination, e.g.

through integrated human rights-based border management, building asylum capacities, return and

reintegration, protection and fighting human smuggling and trafficking as well as facilitating cross

border collaboration between local and central authorities.

Denmark expects that IOM continues to develop its internal capacity within migration management

and continues its strategic focus on capacity building of government authorities and other partners

along the migratory routes. To this end, IOM’s continued dedicated work to systematically develop and

apply its own approaches, capacity and tools for institutional capacity strengthening will be of

importance, which is also why Denmark is seconding a senior expert to this area. Further, and in line

with IOM’s Strategic Vision, Denmark will support and advocate for the development and

implementation of innovative approaches towards migration management as well as HDP-nexus

approaches in this regard. In addition, Denmark expects IOM to apply a whole-of migratory route

approach when it comes to migration management by looking at both needs and challenges in

countries of origin, transit and destination, including in a local, regional and global perspective. In

particular, through the softly earmarked funds under this organization strategy, Denmark will support

IOM in developing comprehensive programmes aimed at strengthening human rights based migration

management along key migratory routes in east, west and north Africa. Due to the flexible nature and

multiyear outlook of these funds, Denmark expects IOM to develop more long-term strategic

interventions, which can also catalyze engagement of other donors. (See annex 4 for concept note for

the softly earmarked funds).

Priority area 4: Addressing the linkage between climate change and irregular

migration and forced displacement

Climate change and irregular migration are two central priorities in “The World We Share”. With

IOM’s work spanning the entire spectrum of the HDP-nexus, IOM is well-placed to link its work

within all these fields delivering long-term results on climate change as driver of irregular migration and

displacement. This is in line with IOM’s Strategic Vision as well as its two thematic strategies on

Migration, Environment and Climate Change 2021-2030

and

Migration and Sustainable Development.

Despite a growing body of knowledge and a better understanding on the link between climate change

and mobility, gaps remain, e.g. around mobility dynamics, scale and impact. IOM has a key role in

developing a common understanding of the interlinkages and causalities as well as in responding to the

consequences of climate change on mobility patterns. This is not least relevant for Africa, where the

World Bank estimates that 87 million people by 2025 might become internal ‘climate migrants’ in Sub

Saharan Africa. Including climate change and migration as a priority area in this strategy provides

opportunities to strengthen the collaboration between IOM and Denmark more broadly. One example

is the work ongoing in the Danish MFA on linking IOM as a partner to the new Danish-led regional

programme on climate change, conflict and migration in the Sahel. IOM’s engagements in Sahel would

add value to this initiative. The softly earmarked funds under this organization strategy are also aimed

at addressing this priority area (see annex 4).

In its dialogue with IOM, Denmark will put particular emphasis on strengthened IOM engagement in

long-term partnerships (with UN-organizations, national and local governments, civil society and other

partners) with the aim of developing comprehensive solutions for people on the move in the context of

climate change and environmental degradation. This should also include developing solutions for

people

not

to move, by building resilience and addressing the climate drivers that compel people to

move irregularly. In this regard, IOM’s data- and knowledge-products should be included and part of

more coherent and integrated national, regional and global responses to climate change adaptation and

resilience building.

In addition to Denmark’s focus on addressing the climate drivers of irregular migration and

displacement, Denmark will also put emphasis on and support IOM’s efforts to promote inclusive

societies and address inequalities, which are other well-known drivers of irregular migration. In this

regard, Denmark will support IOM in its commitment to leave no one behind and its work to ensure

an inclusive community-based approach.

Cross cutting priorities: Gender responsiveness

Further, as a longstanding champion for women’s rights and empowerment and because gender issues

are very prominent in migration – being it vulnerabilities and needs among migrants or reasons to

migrate – Denmark places great emphasis on mainstreaming of gender responsiveness across IOM’s

interventions. Strengthening the gender perspective in IOM’s work was part of the MOPAN and

Danish mid-term review recommendations. It was found that though IOM’s work on gender

mainstreaming had advanced, it was still not consistently applied throughout the organization. A recent

internal review of IOM’s gender results reporting found that both project proposals as well as reporting

lacked consistent focus on gender. Hence, Denmark will continue to push and support IOM in

mainstreaming gender and diversity responsive approaches, and advocate for resourcing and capacity

building of staff in this regard. Denmark will also advocate for gender equality within IOM in terms of

equal representation at all levels. Further, Denmark will actively follow and push IOM for continued

efforts to prevent and respond to sexual exploitation and abuse and sexual harassment.

5. Danish approach to engagement with the organization

Doing Development Differently constitutes Denmark’s ambition to improve synergies between Danish

multilateral and bilateral cooperation, use all the tools in the toolkit, including humanitarian,

development, peacebuilding and climate related instruments, break down siloes and strengthen

collective outcomes, improve monitoring of results as well as learn from best practices.

Based on the priority areas specified above, Denmark will continue to pursue an open and constructive

dialogue with IOM across the organization to influence and follow up on the organization’s work

towards realizing these priorities. The Doing Development Differently Contact Group – comprised of

the Permanent Mission in Geneva, relevant MFA units and Danish representations - will serve as the

platform for facilitating information sharing, identification of issues and opportunities as well as

coordination of joint messaging to IOM across project and core funding streams. The softly earmarked

funds will provide an opportunity to strengthen Denmark’s strategic engagement with IOM on key

Danish priorities at both HQ and country level as well as to strengthen synergies between bilateral

engagements and multilateral support to IOM.

The Permanent Mission of Denmark to the UN in Geneva and the MFA Department for Migration,

Stabilization and Fragility will organize annual consultations between Denmark and IOM, which will be

used to follow-up on the cooperation over the past year and discuss the way ahead. Denmark will take

part in regular integrity briefings for key donors to follow closely IOM’s work on strengthening its

response and prevention of fraud, corruption and other forms of misconduct, including sexual

exploitation and abuse and sexual harassment. Further, Denmark will continue to take active part and

promote Danish priorities in IOM’s governing bodies including active participation in related Working

Groups. Denmark will continue its close day-to-day dialogue with IOM at HQ and country level and

will coordinate closely with likeminded donors on joint priorities through the informal IOM Donor

Group, which meets regularly, as well as through the Geneva Group for IOM, where Denmark is

invited as an observer. To support areas of strategic importance Denmark will continue its practice of

seconding national experts to IOM. Finally, IOM’s enhanced presence in the UN City in Copenhagen

provides a platform for strengthened dialogue with IOM. The Danish Ministry of Immigration and

Integration will also take part in relevant activities and meetings.

A new Multilateral Partnership Agreement for 2023-2026 based on the Danida Aid Management

Guidelines will steer the management and reporting requirements for the Danish contribution, where

Denmark to a large extend will rely on IOM’s general reporting - See Annex 5 for selected outcomes,

outputs and indicators from IOM’s Strategic Results Framework. Further, the Partnership Agreement

will outline the modalities for the softly earmarked part of the contribution. For those, IOM will,

subject to approval by the MFA, allocate the funds based on a list of criteria that ensures that the funds

support long-term strategic interventions for better migration management and capacity building in

Africa along key migratory routes, innovative approaches and shared learning as well as efforts to

address the links between climate change and irregular migration. (See Annex 4). While the

organizational responsibility and the unearmarked contribution lies with the UN Mission in Geneva

and the responsibility for the softly earmarked contribution lies with the MFA Department of

Migration, Stabilization and Fragility, the two departments will cooperate closely on both

implementation and monitoring.

The allocation of softly earmarked funds is a new modality for contributions from Denmark towards

IOM

Further, the unearmarked support for IOM is double compared to the previous annual

contribution. Combined with the uncertainties related to IOM’s funding model, ongoing organizational

reform and the unfinished SRF, which will also have to be adjusted against the next Strategic Vision

from 2024, a mid-term review of this Organization Strategy and the modalities for the allocation of the

softly earmarked funds is expected to take place in second half of 2024.

6. Budget

Danish contributions to IOM under this organization strategy

(core, soft earmarked and

personnel support) 2023 - 2026

Funding as stipulated in the Danish

Finance Act for 2022 (DKK million)

Total core funding (incl. soft earmarked

funding hereof):

a. Core funding

b. Soft earmarked: Migration management

and capacity building in Africa and

innovation

Personnel support

Finance

Act code

06.32.10.14

Planned Planned Planned Planned

2023*

2024*

2025*

2026*

100

Total funding

100

*Subject to annual parliamentary approval. Core incl. soft earmarked contributions follow multilateral guidelines.

7. Risks and assumptions

Enhancing risk management is a key priority to IOM and the issue has several work items under the

Internal Governance Framework. The Office of the Inspector General performed an assurance review

of the IOM risk management function in the first quarter of 2021 against the UN Reference Maturity

Model for Risk Management (CEB/2019/HLCM/25). This concluded that IOM’s current level of

maturity is “developing”. Key areas to be strengthened include the organizational structure and

reporting lines of the risk management function, and the roll-out and integration of risk management

systems into regional and country structures. IOM is currently addressing these issues with a view to

improving its maturity level. On the one hand, this shows that IOM is committed to better risk

management and is working towards this end, while on the other hand, it underlines the importance of

continued (donor) attention towards implementation of better risk management. This is of particular

importance, as IOM works in notorious risk prone contexts. In this context, it is positive that IOM

together with UNHCR has developed a guidance note on risk management in the Field and

Decentralized Organizations

focusing on best practices and lessons learned across the UN System.

Linked to this, but of broader scope, is the need for a strengthened core structure of the organization,

not only in terms of risk management, but also related to organizational effectiveness and capacity in

terms of policy formulation and coordination. While the budget reform will strengthen the core

structure through a rise in assessed contributions strong prioritization from IOM is still required as well

as seeking new ways to raise the needed funding. While IOM over the past years has managed to

broaden its donor base and increased the level of unearmarked funding, the overall very low level of

unearmarked funding and the heavy reliance on a few key donors in this regard, makes the organization

vulnerable to change in a few donors’ preferences. Hence, IOM will have to strengthen its fundraising

efforts to bring on board more donors.

As in previous years it is expected that IOM – in addition to the funds included in this strategy - will continue to receive

earmarked project funding from Denmark as well – see annex 2 for overview of total Danish funding in 2022.

Document: CEB/2020/HLCM/21

Annex 1: Organizational chart of IOM

Annex 2: Overview of Danish unearmarked and earmarked funding for

IOM in 2022

Please note that the below figure provided by IOM is unaudited at the time of finalizing this strategy.

Annex 3: Donor ranking

Please note that the below figure provided by IOM is unaudited at the time of finalizing this strategy.

In 2022 Denmark was the 18

largest donor to IOM when looking at both unearmarked and

earmarked voluntary contributions.

Annex 4: Concept note for softly earmarked funds to IOM.

CONCEPT NOTE – February 2023

JOINT PROGRAMMING FRAMEWORK FOR MULTI-YEAR AGREEMENT BETWEEN THE

GOVERNMENT OF DENMARK AND IOM (SOFTLY EARMARKED FUNDING)

Strengthening human rights-based migration management in countries of origin,

transit and destination along key migration corridors in east, west and north

Africa through sustainable capacity development”

1) Summary

The Denmark-IOM Strategic Partnership 2023-2026 is introducing a new funding modality

through ‘softly earmarked funding in support of Priority Area 3 on capacity building of

governments and relevant authorities for better migration management and Priority Area 4 on

addressing the linkage between climate change and irregular migration and forced displacement

in Danish Organisational Strategy for IOM (2023-2026). To maximize impact and outcomes, IOM

will use its technical expertise, tools, experience and partnerships to strengthen human rights-

based migration management capacities to address the drivers of migration and forced

displacement along key migration corridors in East, West and North Africa.

The partnership is based on a regional, whole-of-migratory-route approach in line with the

Danish Organisational Strategy for IOM (2023-2026), contributing to the outcomes of IOM’s

Strategic Results Framework (SRF). As a result, the ‘softly earmarked funding will buttress and

advance Denmark’s role as IOM’s priority partner in matters of sustainable capacity development

and will support IOM to reinforce its role as a strong development actor in human rights-based

migration management.

2) Context/justification:

The current support by the Government of Denmark to IOM’s programmes in East (Somalia,

Ethiopia, Sudan), West (Niger, Nigeria, Mali) and North Africa (Egypt, Tunisia, Algeria and

Morocco) broadly addresses the need for sustainable capacity development on human rights-

based migration management, including on border management and addressing protection

needs of vulnerable, irregular and/or stranded migrants as well as policy gaps to promote safe

and regular migration.



The east and west African regions are characterized by mixed migration patterns,

flows and drivers, predominantly intraregional migration but also inter-regional, with

migrants moving from sub-Saharan African countries to north Africa to stay there and

work, or to transit onwards to Europe, using the various migration corridors. Countries

in North Africa are both countries of transit and destination for migrants from sub-

Saharan Africa and elsewhere. The drivers for migration are a combination of complex

factors related to lack of livelihood opportunities in countries of origin, poor

governance, conflict, exacerbated by climate and environmental factors, a loss of

hope in upward mobility in countries of origin, facilitated by social media, peer & social

networks and human smuggling and trafficking operations. Generally, regular

migration pathways are limited and irregular migration routes and destinations often

treacherous with high degrees of vulnerability for migrants.

In addition, tougher laws and increased enforcement related to irregular migration

and the absence of high-level political commitments and collaboration between

countries (bilaterally and regionally) to create regular, safe migration pathways, may

result in many migrants taking unsafe, alternative migration routes which exposes

them to various abuses, incl. expulsions, pushbacks and human trafficking especially

of women and children/minors. Often migrants are left stranded with few options to

continue or return to their countries of origin.

Furthermore, all three regions lack consistent, good quality migration data collection,

analysis and dissemination systems, which limits the opportunities for effective policy

and programmatic responses, and feeds misperceptions on migration. This is partly

due to the lack of coordination and information sharing among relevant entities at

national level, i.e. border management agencies, counter trafficking agencies, labour

ministries and other government agencies who collect data on migration and/or

displacement are usually not consistently collecting and sharing (digital) data with

national institutes of statistics or regional entities. Currently in all three regions IOM

is one of the few agencies that is consistently tracking migration flows on the ground

using harmonized data tools and systems and analyzing demographic data of

migrants assisted, strengthening data systems to collect information on deceased and

missing migrants, supporting border agencies with analyzing border entries/exists (in

line with data protection principles), researching links between migration,

environment and climate change, and internal migration patterns, amongst others.

However, there are significant gaps and there is a need for upscaling, and for national

partners to take over some of this capacity. Where there is data available, it is not

reaching all relevant decision makers and is insufficiently used, indicating there is a

gap in analysis and dissemination.





Summary of required actions:

The current human rights-based migration

management capacities in east, west and north African countries are not sufficient to

address the myriad of challenges related to irregular migration, including human

trafficking and smuggling, addressing the protection needs of vulnerable, stranded

migrants as well as providing comprehensive return and reintegration services. In

addition, sustainable capacity and solutions need to be developed to address the link

between climate change and (irregular) migration, including through disaster risk

reduction. The governments in these regions need on-going political/policy, technical and

operational support to strengthen migration management capacity at sub-national,

national, regional and inter-regional level to ensure compliance with the objectives of the

Global Compact of Migration and 2030 Development Agenda, particularly targets 4, 5, 8,

10, 16. Specific actions may include: strengthening capacities on immigration border

management, migration data mechanisms, protection mechanisms of most vulnerable

migrants at country, bilateral and regional level, including safe and dignified return and

sustainable reintegration, opening regular pathways for safe, circular labour migration

between countries of origin and destination and addressing links between climate change

and irregular migration.

Contributes to GCM objectives 1,2,3, 4,5,7,8,9,10, 11, 14, 15,

21 and 23.

Objective

In line with the Denmark’s strategy for development cooperation “The World We Share”, the

objective of the strategic partnership between Denmark and IOM is to strengthen orderly and

humane migration management, addressing the drivers of irregular migration, including climate

change, and to strengthen international and UN coordination and cooperation in this regard.

Overall approach of the IOM-DK Strategic Programming Framework

The identification and selection of interventions under this joint programme framework will be

based on the priorities in the Danish Organisational Strategy for IOM (2023-2026), with a

particular focus on: Supporting capacity building of governments and relevant authorities for

better migration management (Priority Area 3) and addressing the linkage between climate

change and irregular migration and forced displacement (Priority Area 4).

The identification will be based on ongoing analysis of migration trends and drivers of mobility

in east, west and north Africa, and most urgent needs related to migration management and

addressing links between climate change and migration, through gender responsive approaches

aiming for transformative, structural impact. Evaluations (internal and external), lessons learned

and inputs and feedback from IOM’s country and regional offices and complementarity with

existing programmes with a similar focus in key countries of origin, transit and destination in

east, west and north Africa will guide the identification and selection of interventions. In addition

to this, the following criteria will be applied in identifying interventions – not all interventions

needs to respond to all criteria but a., c. and e. are mandatory:

Among others, these criteria can include:

Applying a whole-of-migratory-route approach;

Using global, capacity strengthening

tools that advance transformative systems’ on migration

management, such as Essentials for Migration Management (EMM2.0) (IOM’s

flagship

programme to build capacities and train policy makers in Member States in migration

management and the complexity of migration more generally)

and/or Capacity Development on

Migration Management (CD4MM) (IOM’s organizational programme

to increase impact in

IOM’s strategic interventions and sustainable development efforts)

;

Integration of a human-rights based approach to migration management, with a focus on the

protection of vulnerable migrants;

The guidance package on Capacity Development for Migration Management (CD4MM)

consists of a Guidance Note and a Toolbox. It has been produced with the aim to promote

coherence and consistency in IOM’s capacity development efforts across the Organization and

more strategic interventions for stronger programmatic impact.

Efforts to generate a multiplier effect bringing on board additional, strategic actors and

facilitating strategic partnerships and initiatives based on complementarity (e.g. through the

African Capacity Building Centre (ACBC)

based in Moshi, Tanzania,

that offers African

Member States quality capacity building supports, particularly in migration

and border management;

e. Focus on addressing long-term migration challenges not otherwise covered by standard migration

projects, that address strategic priorities;

Ensuring capacities on data management (collection, analysis and strategic dissemination) to

provide better evidence for capacity development efforts in relation to both policies and

operational programming.

Addressing the linkages between climate change and

irregular migration.

g. Fostering synergies with other Danish bilateral engagements in the regions

and beyond.

The strategic opportunity to address and test innovative

and catalytic

approaches; these can

include strengthening inter-country and inter-regional networks and cross border collaboration

through strategic political alliances; experimental data methods in forecasting and analysis to

meet needs of migrants and Member States; new partnerships with private and public sectors;

and/or through novel solution oriented methods, including new technology, to local problems

with the potential to scale up.

5) Management structure and planning cycle

A dedicated management structure will be set up to ensure the effective management,

oversight and implementation of the Joint Programming Framework. Specifically, IOM will

define an internal structure to manage the implementation of the Joint Programming

Framework, including organizing the process for the annual submission of funding

proposals, which are to be discussed and agreed between Denmark and IOM.

To ensure regular dialogue, it is recommended to have two meetings per year:

one annual meeting as part of the annual bilateral consultations in Geneva or

Copenhagen where the overall Joint Programming Framework will be discussed and

approved.

one technical meeting per year in a field location, with the involvement of relevant

Danish

embassies.

In line with the annual planning cycle, it is recommended that the bilateral consultations

take place in the 1

quarter of the year, the technical meeting in the 3

quarter and the

annual submissions at the end of the year. This will allow for timely disbursement of the

funds at the beginning of the year after the bilateral consultations.

In addition, clear focal points will be identified within IOM and the Danish Government to

ensure smooth and effective regular communications, including discussing and agreeing

on possible changes.

Finally, it is recommended that a mid-term and end of cycle evaluation is carried out, to

capture the impact of the Joint Programming Framework including the value added

through this Joint Programming Framework and innovative approaches.

6) Reporting and monitoring of the IOM-DK Strategic Programming Framework

The objectives and outcomes of the Joint Programming Framework as well as Denmark’s

organizational strategy for IOM are linked directly to objectives, outcomes, and indicators

IOM’s Strategic Results Framework (SRF). In line with Denmark’s focus on sustainable

development goals and long-term impact as described in the organization strategy, the

softly earmarked funding focuses on long-term development initiatives, particularly

objective 2: Resilience and Empowerment, objective 3: Human Mobility and objective 4:

Migration Governance of the SRF.

The SRF, in turn, is linked to strategic priorities as

expressed in the GCM, the SDG goals, IOM’s global Strategic Vision and regional

strategies.

Reporting on the programmatic results is conducted through a common M&E framework

in line with the SRF. This way, the Government of Denmark can ascertain how the Joint

Programming Framework is delivering results, in line with the Government’s strategic

priorities.

To strengthen the basis for the dialogue on the allocation and implementation of the softly

earmarked funds, IOM will - in addition to its general reporting linked to the SRF as

described above and in the Danish Organization Strategy - provide the Government of

Denmark with a narrative annual report, outlining the progress and results achieved

through the Joint Programming Framework.

Geographical focus of the Joint Programming Framework:

countries of focus are

located on key migration corridors, including countries of origin with significant drivers of

irregular migration. These can include:

North Africa,

incl. Algeria, Egypt, Morocco, and Tunisia

West Africa with a focus on Sahel region

incl. Mali, Niger, Nigeria, Mauritania,

Burkina Faso and Chad

East Africa, incl

Ethiopia, Burundi, Somalia and Sudan

8) Communication strategy

It is recommended that a communications strategy is developed as part of the Joint

Programming Framework between the Government of Denmark and IOM to effectively

communicate the results of the programme and raise visibility on the collaboration and

results to key stakeholders in Denmark, wider EU/EEA, and the African region. This can

include a monthly newsletter, regular social media postings, proactive engagement with

media partners in Denmark, the Danish Parliament, visits to target countries and strategic

seminars in Copenhagen, amongst other.

Annex 5: Danish priorities and monitoring

In full alignment with IOMs own Strategic Results Framework (SRF) including its cross cutting

priorities and its Operational Effectiveness and Efficiency Framework, Denmark will - both in relation

to the unearmarked and the softly earmarked part of the contribution - pay particular attention to the

delivery of the objectives, long and short-term outcomes and related indicators selected and presented

in the table below. These are organized under this Organization Strategy’s four thematic Priority Areas

as well as the Cross Cutting Priority Area on gender responsiveness. The structure of IOM’s cross

cutting priorities as well as the Operational Effectiveness and Efficiency Framework deviates from the

structure of the four operational objectives in IOM’s Strategic Results Framework. Hence does the

presentation in the table below also reflect this.

It should be noted that, at the time of finalizing this organization strategy, IOM’s Strategic

Results Framework is still in

a draft version. The framework related to the four operational objectives of IOM is almost done, though indicators might

still be subject to adjustments. The cross cutting priorities and especially the Operational Effectiveness and Efficiency

Framework are less advanced, and to some extend lacks alignment between indicators and outcome. Denmark will remain

in close dialogue with IOM on ensuring reporting and efforts informed by the framework become more clear. Further

IOM’s

results frameworks will most likely be adjusted to some extend to align with IOM’s next Strategic Vision.

Denmark will engage actively in this process and the table below can hence be adjusted as deemed appropriate

Further,

as the Strategic Results Framework is only about to be integrated in IOM’s project

management platform it is

expected to take some years before IOM will be able to report on all indicators. At the same time, IOM does not expect to

report on all indicators in its annual report. In the selection of the indicators of particular interest to Denmark, there has

been close dialogue with IOM to make sure that the annual report will contain information on these. For the objectives

and indicators drawn from the Operational Effectiveness and Efficiency Framework, the reporting on these might not be

available in the annual report, but IOM has assured that these will then be included in IOM’s regular reporting to

Member States on organizational reforms.

Danish priority Area 1: Enhanced strategic and organizational effectiveness of IOM

Relevant theme, outcome and indicators are drawn from the part of IOM’s Operational Effectiveness and Efficiency

Framework

Theme

Outcome

Indicators

Resource

IOM will mobilize the necessary resources

E.1.3: Voluntary contributions (USD):

mobilization

to ensure a stronger financial investment in

i. Earmarked

IOM's structure and foundations to ensure

ii. Softly-earmarked

that its strategic and institutional priorities

iii. Unearmarked

are realized.

E1.5: % of multi-year funding committed

E.1.6: # of Private Sector partners

Institutional

Accountability

IOM will maintain its accountability to

Member States, as well as fulfil broader UN

system-wide responsibilities, whilst ensuring

IOM’s flexibility, capacity to deliver and

attention to immediate needs.

IOM will develop greater predictability and

consistency across its work, including

through stronger analytical capacities and

risk management.

E2.2: # and % of IOM offices with up-to-date and

consistent delegation of authority matrices, in

accordance with the template

Operational

Excellence

E4.1 Efficiencies in USD:

i. Entity-specific initiatives

ii. Bilateral initiatives

# and % of country offices with results-oriented

strategies in line with the Strategic Vision/Strategic

Results Framework (SRF)

Danish priority Area 2: Enhancement of IOM’s role in the UN System and

strengthened partnerships

Relevant objective, long and short-term outcome and related outputs and indicators drawn from IOM’s Strategic Results

Framework.

IOM objective

Long Term Outcome

Short Term

Outputs

Indicators

Outcome

4b.: Government

4b.2: Governments

4b.2.2 Governments

institutions, systems and

mainstream migration through the UN

migration policy and legal in related policies and

Network on

frameworks are well-

strategic decision-

Migration and the

coordinated, aligned with making across

UN Development

international standards,

development,

System, receive

and coherent with

humanitarian and

effective,

broader development and security/peace

coordinated and

policy planning from the

sectors/agendas

whole-of-system

4b22a: # of

global to the local level

support to develop

governments

and implement

supported by IOM,

migration policies

through the UN

4: Migration

and mainstream

Network on

governance is

migration into

supported by a

related public policy Migration and/or the

UN Development

Whole-of -

domains, in line

system, to effectively

Government and

with the 2030

mainstream

Whole-of-Society

Agenda, the GCM

migration into

approach

and other relevant

related public policy

frameworks in

domains

humanitarian,

(disaggregated by

environment and

type of support)

related fields.

4b22b: # of

countries where

migration is

mainstreamed into

Common

Country Analysis

(disaggregated by

region)

4a22c: # of country

or regional level

UNNMs /

coordination

mechanisms that

have been set up and

that are inclusive of

all levels of

government and civil

society

(disaggregated by

type, region and

country)

Relevant theme, outcome and indicators are drawn from the part of IOM’s Operational Effectiveness and Efficiency

Framework

Theme

Outcome

Indicator

Institutional

accountability

IOM will maintain its accountability to Member

States, as well as fulfil broader UN system-wide

responsibilities, whilst ensuring IOM’s flexibility,

capacity to deliver and attention to immediate

needs.

IOM will mobilize the necessary resources to

ensure a stronger financial investment in IOM's

structure and foundations to ensure that its

strategic and institutional priorities are realized.

IOM will continue to share its experience in order

to improve the design and function of various

aspects of migration policy, by gathering, managing

and communicating accumulated knowledge,

strengthening the migration evidence base and

using innovative approaches to ensure that

institutional practice is constantly evolving to new

contexts and meeting the changing needs of

beneficiaries.

E2.5 # and % of country offices that report

support to UNDS reform initiatives

Resource

Mobilization

E1.7: Transfers to implementing partners

(USD)

Thought

Leadership and

Communication

E5.2: # and % IOM data and analysis used

in key UN programming documents

Danish priority Area 3: Supporting capacity building of governments and relevant

authorities for better migration management

Relevant objective, long and short-term outcome and related outputs and indicators drawn from IOM’s Strategic Results

Framework.

IOM objective

Long Term

Short Term

Outputs

Indicators

Outcomes

3b.: Migration

3b.1: Governments

3b.1.1: Relevant

flows and cross-

are able to prevent

authorities have the

3b11d: # of initiatives

border mobility are and counter

knowledge, skills and

developed with IOM

well managed, with trafficking in

tools to detect,

support to counter

measures to ensure persons, smuggling

investigate, and

smuggling and/or

well-being,

of migrants and

prosecute trafficking in

trafficking (disaggregated

including health,

related transnational persons, smuggling of

by type of initiative)

security and safety

organized crimes at

migrants and related

throughout the

all levels in line with transnational organised

mobility continuum the Palermo

crimes during the

Protocols

migration continuum.

3: Migrants and

societies benefit

from safe, orderly

and regular human

mobility

3b.4: Integrated,

non-discriminatory

border management

policies, strategies

and systems ensure

the human rights,

dignity and safety

and security of all

those on the move,

including children

and vulnerable

migrants

3b.4.1: Governments

have the knowledge and

skills to develop

inclusive (non-

discriminatory, gender

responsive and child-

sensitive) immigration

and border management

policies, in line with

international standards.

3b41b: # of immigration

and border officials who

have capacities to deliver

inclusive (non-

discriminatory, gender-

responsive and child-

sensitive) immigration

and/or border

management policies

(disaggregated by type of

official, gender)

4: Migration

governance is

supported by a

Whole-of -

Government and

Whole-of-Society

approach

4a.: Accurate,

disaggregated

evidence on human

mobility is

collected, shared

and utilized for

evidence-based

policy making by

governments at the

local, national,

regional and global

level

4a.1: The global

evidence base on

migration is

strengthened [ and

available to

governments and

other relevant

stakeholders]

4a.1.2: At national and

regional levels, whole-of

government and whole-

of-society coordination

mechanisms improve

migration data

collection, management,

sharing, analysis and

use, as well as data

harmonization.

4a12a: # of whole-of-

government coordination

mechanisms developed

and maintained with

IOM support to improve

migration data collection,

management, sharing,

harmonization and/or

use

(disaggregated by type of

mechanism)

4a12c:

# of regional-level

migration-data-related

processes and initiatives

supported (disaggregated

by type of initiative)

Danish priority Area 4: Addressing the linkages between climate change and

irregular migration and forced displacement

Relevant objective, long and short-term outcome and related outputs and indicators drawn from IOM’s Strategic Results

Framework.

IOM objective

Long Term

Short Term

Outputs

Indicators

Outcomes

2a.: The adverse

2a.1: Governments

2a.1.2: Governments 2a12a: # of officials

drivers and structural and communities

and communities

and community

factors that compel

address, adapt and/or have systems and

members who have

people to leave their

are resilient to crises,

capacities, tools and

participated in

homes are addressed

health emergencies,

skills in place to

capacity development

or minimized

climate-related

prevent and recover

activities to prevent

disasters and multi-

from disasters, and

and recover from

hazard risks, [leading

adapt to the long-

disasters and/or

to reduced impact

term effects of

adapt to the effects

mobility risks and

climate change and

of climate change

2: Individuals and

impacts].

environmental

and/or

communities are

degradation.

environmental

empowered and

degradation

resilient

(disaggregated by

type, actor and

gender)

2a12c: # of early

action frameworks

developed with IOM

support to prepare

for a crisis

(disaggregated by

type of support)

2a.2: States

implement

comprehensive

development

strategies that address

inequalities [related to

gender, age,

disabilities and legal

status] such as

uneven access to

natural resources and

other adverse socio-

economic or

community factors

2a.2.1:

Governments have

the knowledge and

tools to address

inequalities and

other adverse

socioeconomic

drivers to migration.

2a21a: # of

government officials

who have

participated in

capacity development

activities to address

inequalities and other

adverse socio-

economic drivers to

migration

(disaggregated by

gender)

2a.2.3:

Governments have

sufficient, reliable

data and analysis on

socio-economic

needs of people at

risk of engaging in

unsafe or harmful

migration, in

particular those

belonging to

marginalized or

vulnerable groups,

[as a basis to inform

evidence based

solutions].

2a23a: # of

government policy

makers reached with

up to date migration

research, analysis

and/or information

from IOM on

socioeconomic needs

of population at risk

of irregular migration

(disaggregated by

type, gender,

ministry)

Cross cutting priority: Gender responsiveness

Relevant outcomes outputs and indicators are drawn from IOM’s Strategic results Framework (Cross Cutting priorities)

Outcome

Outputs

Indicators

IOM applicable projects will achieve an IOM

% of applicable projects (i.e. projects not

Gender Marker Code

considered “N/A”) coded 2a or 2b

according to the IOM Gender Marker in

PRIMA and PRISM

Gender mainstreaming

IOM's applicable projects (i.e. projects not

considered “N/A” according to the IOM Gender

Marker methodology) will be developed and/or

implemented in consultation with women and/or

girls, or their representative organizations (e.g.

NGOs, migrant associations, etc.).

IOM's applicable projects (i.e. projects not

considered “N/A” according to the IOM Gender

Marker methodology) will address structural

% of applicable projects reporting the

inclusion of women and/or girls, or their

representatives, during project

development and/or implementation

% of applicable projects (i.e. projects not

considered “N/A”) reporting addressing

structural barriers to gender equality,

barriers to gender equality in project development

and/or implementation.

during project development and/or

implementation

Relevant theme, outcome and indicators are drawn from the part of IOM’s Operational Effectiveness and Efficiency

Framework

Theme

People and Culture

Outcome

IOM will continue to establish an inclusive

culture, free of harassment and bullying, whilst

investing into staff development to attain the

expertise and skills required to provide IOM's

Member States and migrants with a partner that

can grow and learn alongside them.

Indicator

E3.2 : # of country offices with dedicated:

i. PSEA staff and/or PSEA focal points

ii. Gender advisors/specialists (staff

dedicated to gender equality work)

iii. Disability advisors/specialists (staff

dedicated to diversity work)

E3.3: %

of performance indicators for

which IOM meets or exceeds

requirements:

i. United Nations System-wide Action

Plan on Gender Equality and the

Empowerment of Women (UNSWAP)

ii. United Nations disability inclusion

strategy accountability standards (UNDIS)