STRATEGY FOR SHELTER AND SETTLEMENT FOR THE

STRATEGY FOR SHELTER AND SETTLEMENT

FOR THE REGIONAL RESPONSE

TO THE VENEZUELA SITUATION

IOM - STRATEGY FOR SHELTER AND SETTLEMENT FOR THE REGIONAL RESPONSE TO THE VENEZUELA SITUATION

The opinions expressed in the report are those of the authors and do not necessarily reect the views of the International Organization for

Migration (IOM). The designations employed and the presentation of material throughout the report do not imply expression of any opinion

whatsoever on the part of IOM concerning legal status of any country, territory, city or area, or of its authorities, or concerning its frontiers or

boundaries.

IOM is committed to the principle that humane and orderly migration benets migrants and society. As an intergovernmental organization, IOM

acts with its partners in the international community to: assist in the meeting of operational challenges of migration; advance understanding of

migration issues; encourage social and economic development through migration; and uphold the human dignity and well-being of migrants.

Author: Marta Leboreiro Núñez Country missions and OSE Collaborators: Belén Rodríguez (GVB and PSEA, Ecuador and OSE), Dayan

Corrales (Human Tracking & Smuggling, OSE), Edmundo Carbo (Emergency Unit, Ecuador), Elena Pedrazzani (AAP, OSE), Elizabeth Adragna

(Emergency Unit, Argentina), Juan Carlos Castillo (Emergency Unit, Colombia), Liane Rosa Guglielmetti (PSU, OSE), Livia Manente (Caribbean,

OSE), Rogelio Quintero (Programmes, OSE), Sarah Thai-yen Stemmler (Integration, OSE) and Vanina Modolo (M&E, OSE) Headquarters

Technical support: Alberto Alcalde (Shelter and Settlements), Francisco Astudillo (CBI) and Patricia Ocaña (CCCM).

Proofreading: Milen Emmanuel and Maja Linnea Soa Svensson.

Cover Photo: © IOM Panama / Magda de Garcia.

Published by: Oce of the D.G. Special Envoy for the Venezuelan Situation (OSE).

The technical terminology for shelter and settlement that will be used throughout the strategy is aligned with Venezuela’s Regional Response Plan

for Refugees and Migrants (R4V). More details at: Guidance Note for Shelter Sector Partners. Implementation of RMRP 2022 (only available

in Spanish).

TABLE OF CONTENTS

TO WHICH CONTEXT DOES THE IOM INTERNAL R4V SHELTER & SETTLEMENTS

STRATEGY AIMS TO RESPOND? .....................................................................3

WHAT IS THE OBJECTIVE BEHIND THE IOM R4V SHELTER & SETTLEMENTS STRATEGY? ................4

THE STRATEGY AIMS TO SERVE AS ....................................................................... 4

AND HAS BEEN DESIGNED FOR .........................................................................4

HOW IS THE STRATEGY STRUCTURED? .............................................................5

AREAS OF INTERVENTION .........................................................................6

IMPLEMENTATION OPTIONS .......................................................................7

CROSS-CUTTING ELEMENTS ......................................................................12

KEY COMPONENTS. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20

ANNEX 1. IOM ACTIVITY RECOMMENDATIONS ....................................................24

ANNEX 2. IMPACT AND LINKAGES WITH OTHER SECTORS ......................................... 39

ANNEX 3. COMMON MISTAKES WHEN DESIGNING PROPOSALS ....................................42

ANNEX 4. BUDGET DESIGN RECOMMENDATIONS .................................................45

IOM - STRATEGY FOR SHELTER AND SETTLEMENT FOR THE REGIONAL RESPONSE TO THE VENEZUELA SITUATION

TO WHICH CONTEXT DOES THE IOM INTERNAL

R4V SHELTER & SETTLEMENTS STRATEGY AIMS TO

RESPOND?

In recent years, countries of Latin America and the Caribbean have been facing one of the largest humanitarian crises

ever experienced in the history of the region due to a mixed inow of continental and extracontinental migrants and

refugees. To date, from Venezuela alone, more than 6.8 million migrants and refugees from Venezuela are outside their

home country, an estimated 5.7 million of which reside within the region.

The unprecedented movement of Venezuelan migrants and refugees, added to the preexisting mixed movements happening

in the region with continental and extracontinental migrants and refugees, has impacted the region’s demographic makeup

and placed growing pressure on receiving States and hosting communities. Host countries in the region are contending

with overstretched public services and budgets, social tensions arising from discrimination, xenophobia and stigma against

migrants and refugees, and pressure to revise existing entry requirements or establish new ones.

The precarious conditions that migrants and refugees face while transiting across the region or after reaching their country

of destination make them more vulnerable when accessing shelter and/or adequate housing which has become a challenge.

Reducing homelessness and protection risks both of which have been exacerbated by the COVID-19 pandemic, is also a

challenge.

On 12 April 2018, the UN Secretary-General, tasked United Nations High Commissioner for Refugees (UNHCR) and

International Organization for Migration (IOM) to lead and coordinate a response to the migrants and refugees Venezuelan

situation in the region. The two agencies have since established an inclusive, overarching Regional Inter-Agency Coordination

Platform for Refugees and Migrants from Venezuela (R4V) to steer the response to the Venezuelan migrants and refugees

situation. The R4V aims at developing a coherent and coordinated regional operational response, in support of government

authorities and its mirrored R4V subregional/national platforms, covering 17 countries in Latin America and the Caribbean.

Since 2022, the ocial inclusion of other nationalities in the response has been approved, becoming part of a mixed

movement strategy.

The R4V works as a humanitarian sectorial structure. It is composed of 9 dierent thematic sectors and 3 sub-sectors

and, several working groups and thematic focal points. The shelter sector aims at strengthening the shelter, settlements,

management, and coordination of temporary collective shelters

and essential household items

response in a coordinated

and coherent manner by, for example, supporting partners through capacity building, coordination meetings, and dening

the (bi-)annual strategy at the Regional Refugees and Migrants Response Plan (RMRP).

While the strategy is focused on IOM’s operational and interagency role under R4V for Shelter & Settlements,

it is possible to expand its implementation to the general context of mixed ows in the Americas region,

including Central American countries that are not part of R4V due to their humanitarian country structure.

1 Please refer to the Regional Inter-Agency Coordinaon Plaorm for Refugees and Migrants from Venezuela website for updated information. Link

2 Traditionally named Camp Coordination and Camp Management (CCCM) in the LAC region the term used is Temporary Collective Shelters.

3 Following the regional terminology Non-food items (NFI) is not the recommended term, Essential Household items will be used instead.

4 The Background section has been adapted from the IOM R4V Regional Protection Strategy

IOM - STRATEGY FOR SHELTER AND SETTLEMENT FOR THE REGIONAL RESPONSE TO THE VENEZUELA SITUATION

WHAT IS THE OBJECTIVE BEHIND THE IOM R4V

SHELTER & SETTLEMENTS STRATEGY?

As of 2023, IOM R4V country missions are implementing Shelter & Settlements (S&S) activities in 16 out of 17 countries

where R4V is recognized

. In all the countries the response is based on the contextualized needs of migrants and refugees

based on country legislation as well as norms and regulations, mission priorities and capacity, etc.; which means there is a

wide variety of S&S activities and modalities of interventions. The present strategy does not aim to capture all the approaches

and activities of each of IOM country missions, rather than providing an overview and a framework to continue developing

their programs following the international minimum standards and guidelines to achieve the organization’s programmatic

priorities under the R4V. As well as to make sure the response is aligned with IOM’s Strategic Vision: Resilience, Mobility

and Governance

and the Migration Crisis Operational Framework (MCOF)

, and mainstreaming other IOM’s cross-cutting

strategies and operational frameworks

The IOM R4V Shelter and Settlements strategy is based on bilateral country mission meetings in July 2021, and follow-up

calls in 2021 and 2022, the analysis of IOM appeals against the RMRP from 2020 to 2023-24, and information gathered

through the inter-agency shelter sector coordination meetings. The strategy has been consulted and reviewed by regional

IOM experts and S&S program managers, as well as commented on by regional oces and headquarters. In case of

contradictions or unresolved elements, the prevailing strategy is the global IOM Shelter & Settlements Strategy (to

be published, estimated for 2023).

THE STRATEGY AIMS TO SERVE AS

A tool for IOM R4V country

missions to plan and design

their S&S programs based

on common programmatic

priorities

A guideline to provide

direction to IOM R4V

S&S teams for activity

implementation, including

cross-cutting issues

A guide for IOM R4V

Communication and Project

Support Units to reach out

to donors and media with a

unique message

A monitoring framework

to evaluate IOM

R4V performance on

achieving our objectives

with the expected quality

AND HAS BEEN DESIGNED FOR

Programme

Managers to

support the design

and planning of the

S&S Programs

Field Ocers

to implement

and monitor

the response

following IOM

S&S standards/

principles

Knowledge

Management

Ocers to gather

lessons learned

and case studies

in line with the

priorities and work

streamlines of R4V

IOM S&S response

Programme Support

Units to develop

concept notes and

proposals in line

within the R4V

IOM response, and

is a key element

to support donors

relationships

Monitoring

and Evaluation

Ocers to have

a harmonized

and guided

monitoring

framework

5 Argentina, Aruba, Bolivia, Brazil, Chile, Colombia, Costa Rica, Curaçao, Dominican Republic, Ecuador, Guyana, México, Panama, Paraguay, Peru, Trinidad

and Tobago, and Uruguay. (Aruba is the only country not implementing S&S activities due to its norms and regulations)

6 IOM’s Strategic Vision: Resilience, Mobility, Governance. Link

7 Migration Crisis Operational Framework (MCOF). Link

8 It is recommended to have basic knowledge of the following IOM cross-cutting strategies, operational frameworks, and approaches. Here there is a list

of the main identied ones for the development of this document: IOM Gender-based violence in crises. Link; IOM AAP Framework. Link; Protection from

Sexual Exploitation and Abuse: IOM awareness-raising and reporting procedures. Link; MECCC – Institutional Strategy on Migration, Environment, and Climate

Change 2021-2030 Link; CBI Manual (Field Edition – December 2021) Link; IOM strategy for Humanitarian Cash-based Interventions 2019-2021 (new

strategy to be published in January 2023) Link; Right-based Approach to Programming. Link

IOM - STRATEGY FOR SHELTER AND SETTLEMENT FOR THE REGIONAL RESPONSE TO THE VENEZUELA SITUATION

HOW IS THE STRATEGY STRUCTURED?

IOM R4V SHELTER AND SETTLEMENTS OBJECTIVE (page 6)

AREAS OF INTERVENTION (page 6) TYPES OF ACTIONS (page 7)

Following minimum standards and taking into account

intersectoral approaches and dierent contexts.

Provision of access to adequate:

1. TEMPORARY COLLECTIVE SHELTER

2. INDIVIDUAL SHELTER/HOUSING SOLUTIONS

3. SETTLEMENTS

4. ESSENTIAL HOUSEHOLD ITEMS

The strategy is implemented through the following key

actions, adapted to each response phase, geographical

location, and IOM capacity:

1. DIRECT ASSISTANCE

2. INFRASTRUCTURE INTERVENTIONS

3. CAPACITY BUILDING

4. COMPLEMENTARY ACTION

CROSS-CUTTING ELEMENTS (page 12)

Core transversal issues to ensure that provision of shelter and settlement assistance is eective and dignied.

1. MULTISECTORAL APPROACH

2. INCLUSIVE APPROACH

3. ACCOUNTABILITY

4. DO NO HARM

5. MARKET-BASED APPROACH

6. CLIMATE CHANGE – GREENING THE RESPONSE

7. INTER-AGENCY COORDINATION

KEY COMPONENTS (page 20)

For consideration when implementing S&S assistance.

1. DURABLE SHELTER SOLUTIONS AND LONG-

TERM SUSTAINABILITY

2. CULTURAL APPROPRIATENESS

3. SECURITY OF TENURE - HOUSING LAND

AND PROPERTY (HLP)

4. CASH-BASED INTERVENTIONS

5. MARKET-BASED PROGRAMMING

6. EXIT STRATEGIES

7. DATA-DRIVEN RESPONSE – DTM

8. LOCALIZATION

9. LOCAL INTEGRATION AND INCLUSION

IN NATIONAL PROGRAMMES – NATIONAL

HOUSING POLICIES

ANNEXES (Page 24)

- IOM ACTIVITY RECOMMENDATIONS

- IMPACT AND LINKAGES WITH OTHER SECTORS

- COMMON MISTAKES WHEN DESIGNING PROPOSALS

- BUDGET DESIGN RECOMMENDATIONS

IOM - STRATEGY FOR SHELTER AND SETTLEMENT FOR THE REGIONAL RESPONSE TO THE VENEZUELA SITUATION

It is important to agree on the denition of Shelter and Settlements. This strategy will be guided by the Sphere

Handbook (2018 Ed.), taking the denition from the “Essential Concepts in Shelter and Settlements” section, in

the “Shelter and Settlement” Chapter.

y “Shelter” is the household living space, including the items necessary to support daily activities.

y “Settlement” is the wider location where people and community live.

For more information on terminology, consult the: Guidance Note for Shelter Sector Partners. Implementation

of RMRP 2022 (only available in Spanish)

IOM R4V SHELTER & SETTLEMENTS OBJECTIVE

Provide eective and dignied shelter and settlement support at scale to in-need refugees, migrants, and host communities

in LAC using context-appropriate methods, with the upmost focus on timely life-saving interventions in the framework of

the R4V interagency response; with the ultimate goal of ensuring the right to access adequate housing.

AREAS OF INTERVENTION

Adaptation of the objective through the types of interventions, geographical location, population groups, and phase of the

response is key to achieving IOM R4V shelter and settlements commitment.

9 Under the R4V the Camp Management and Camp Coordination (CCCM) activities are part of the Shelter & Settlements mandate, however, at IOM both

are part of the Preparedness and Response Division under Department of Emergency but part of dierent units: CCCM and Shelter and Settlements. For

Temporary Collective Shelter Global consults refer to: CCCM Support globalccc[email protected], while for the following 3 areas of intervention to: Shelter Support

ShelterSuppor[email protected].

AREA OF INTERVENTION 1

TEMPORARY COLLECTIVE SHELTERS

Migrants and refugees have access to adequate and properly

managed temporary collective shelter solutions meeting

minimum standards, where a multisectoral protection

response and basic service provision are guaranteed thanks

to the close coordination of all responsible stakeholders

and active participation of the sheltered population.

y It refers to communal solutions for accommodations.

Collective shelters are pre-existing or new buildings and

structures in which a large group of migrants and refugees

are hosted for a short period of time while durable

solutions are sought. Various pre-existing facilities can be

used as collective centers: community centers, town halls,

entire hotel buildings, gymnasiums, warehouses, unnished

buildings or disused factories. Planned collective shelters

(camp setting) are included, as well as other camp-like

settings like collective, reception, and transit sites, etc.

AREA OF INTERVENTION 2

INDIVIDUAL SHELTER/HOUSING SOLUTIONS

The most vulnerable migrants and refugees without access

to housing or living in non-adequate/substandard dwellings

benet from temporary and/or durable individual shelter

solutions through enhancing safety, dignity, privacy, resilience,

security of tenure, building retrotting, and/or support to

any additional vulnerability caused by the shelter condition.

y It refers to dispersed individual solutions in a dened

area that ensure the right to access adequate housing.

Practically meaning any type of shelter/housing

assistance that enables a household to live independently

in a shelter/house that protects them. Including actions

of construction/repairing of existing or new buildings,

rental, and hosted arrangements, etc.

IOM - STRATEGY FOR SHELTER AND SETTLEMENT FOR THE REGIONAL RESPONSE TO THE VENEZUELA SITUATION

AREA OF INTERVENTION 3

SETTLEMENTS RESPONSE

Multisectoral and multistakeholder response in unplanned or

deteriorated areas (formal or informal settlements) where

migrants and refugees live without adequate access to basic

services. Paying particular attention to the improvement

of physical living conditions through safe and dignied

temporary and/or long-term site infrastructures, promoting

social cohesion, resilience, and access to livelihoods and

essential services, such as health and education, in a safe

environment.

y It refers to the interventions in a dened location where

people and communities live to support/increase social

cohesion and integration through urban and shelter

strategies. Divided into soft interventions focused on

information gathering and sharing, communication with

communities or strengthening peoples’ governance

10 Find all relevant information at the IOM Implementing Partner Selection Toolkit Link

11 Refer to the Sectoral Cash Section for Shelter on the CBI Manual (Field Edition – December 2021) Link

abilities and structures, and hard components to ensure

access to basic infrastructures such as water and

sanitation, energy, or public facilities/spaces.

AREA OF INTERVENTION 4

ESSENTIAL HOUSEHOLD ITEMS

Provision of essential lifesaving and life-sustaining household

items to the most vulnerable migrants and refugees to

support restoring and maintaining health, dignity, and safety,

and undertaking daily domestic activities in and around the

home.

y Refers to a group of context-appropriate items used

for sleeping, food preparation and storage, eating and

drinking, thermal comfort, lighting, and personal clothing.

For example, cooking utensils, ashlights, blankets, warm

clothing, etc.

IMPLEMENTATION OPTIONS

The way assistance is delivered inuences the quality, timing, scale, and cost of the response. The implementation option

must be decided based on a good understanding of local markets, organizational capacity (including skills and resources),

preferred options by the targeted people (participation in the process). The nal impact of the response will be highly

aected by the implementation option selected during the design and planning phases, impacting at the end on participation

and sense of ownership, gender dynamics, social cohesion and livelihood opportunities of those migrants and refugees

participating in the S&S program.

There should be no dierence in the use of this strategy whether the total or partial achievement of the objectives is

done by IOM or by an implementing partner (IP). Internal instructions on IP Memorandum of Understanding (MoU)/

agreements must be followed

including the IOM Code of Conduct and PSEA instructions. The IP becomes the face and

representation of IOM for the implementation, so it is critical that the country’s mission makes the IP aware of this

strategy before signing a contract.

IMPLEMENTATION OPTION 1

DIRECT ASSISTANCE

Provision of assistance directly to migrants and refugees

through shelter and settlements interventions. It includes

both modalities: any in-kind (direct distribution of items/

materials) or in-cash (nancial support for accessing goods,

services, or meeting S&S needs)

assistance that directly

impacts the life of migrants and refugees and generally, it

is complemented/supported with other actions (secondary

interventions, see point 4 in this section). And in-kind and

in-cash assistance can be complementary within the same

intervention; the decision should be taken based on local

market conditions.

E.g.: distribution of essential household items kits, provision

of cash for rent payments, equipment of Temporary

Collective shelters with furniture…

IOM - STRATEGY FOR SHELTER AND SETTLEMENT FOR THE REGIONAL RESPONSE TO THE VENEZUELA SITUATION

IMPLEMENTATION OPTION 2

INFRASTRUCTURE INTERVENTION

Direct interventions on both private and public

infrastructures for improvements in quality construction,

building expansions or remodeling, or works for service

provision, among others. This type of intervention generally

requires the availability of IOM technical sta

(otherwise,

a technical consultancy may be considered) and/or the

contracting of a construction company. Interventions can

go from small (e.g. wall painting or housing minor repairing

works) to large scale (e.g. public street lighting or building

construction); for the small-scale interventions a link with

cash-for-work

modalities can be explored, always keeping

in mind the country norms and regulations.

IMPLEMENTATION OPTION 3

CAPACITY BUILDING

Interventions focused on strengthening the knowledge or

provision of new skillsets to IOM sta, partners, authorities,

and/or migrants and refugees, among others, participating

in response to improve the quality of it. In the case of

12 With qualied technical sta, the strategy refers directly to have engineers and/or architects on the team.

13 Refer to the Sectoral Cash Section for Shelter on the CBI Manual (Field Edition – December 2021) Link

14 For more on Monitoring and Evaluation, refer to the IOM M&E Guidelines. Link

migrants and refugees built up their abilities to have more

opportunities to participate in the response, as well as

access to livelihood opportunities.

E.g.: CCCM training...

These actions require a strong monitoring component after

the provision of the training, as a way of accompanying

during implementation to consolidate the knowledge

acquired by participants.

IMPLEMENTATION OPTION 4

COMPLEMENTARY ACTIONS

It is worth mentioning that most of the interventions do

not achieve the programmatic objective/s by themselves,

they require complementary actions to achieve optimal

maximum and sustainable impact. Actions such as technical/

legal assistance and quality assurance or commissioning/

contracting labor are part of this implementation option.

E.g.: awareness-raising campaigns, studies, data collection

and assessments, legal support in the framework of HLP,

and a long etc.

To, rst, better inform the response IOM should design, plan, and implement being able to adapt it to the context;

second to learn and improve our work, and third for accountability with the aected population (AAP); all

interventions must consider:

y Context analysis to ensure do no harm, promote sustainability, etc

y Data collection (e.g.; assessments, registrations…)

y Monitoring & Evaluation

IOM - STRATEGY FOR SHELTER AND SETTLEMENT FOR THE REGIONAL RESPONSE TO THE VENEZUELA SITUATION

Summary Matrix of (Potential) IOM R4V Activities by Objectives and Implementation option

Areas of intervention from 1 to 3 can be achieved by a combination of the 4 implementation options that are summarized

above, however, intervention 4 on Household Items can only combine with implementation options 1,3, and 4. However,

not all programs/activities can be carried out through the 4 modalities, given their characteristics, each activity can be carried

out through 1 or 2 types of action.

On the following graphic only the most representative interventions and main activities have been listed, becoming an example

for reference of what IOM R4V country missions could develop in the S&S response. It does not reect complementary

activities. Dierent activities can be implemented if the context requires it. Any activity must be contextualized, responding

to the needs identied by IOM or other partners’ assessments.

1. TEMPORARY

COLLECTIVE

SHELTERS

Management of TCS Main implementation option 1

Secondary implementation option 4

Infrastructure intervention Main implementation option 2

Secondary implementation options 3, 4

Provision of equipment Main implementation option 1

Secondary types of action 3, 4

Training of managers and TCS sta Main implementation option 3

Secondary implementation option 4

2. INDIVIDUAL

SHELTER

SOLUTIONS

Hotel/Hostel rooms accommodation Main implementation option 1

Secondary implementation option 4

Rental Assistance Programs Main implementation option 1

Secondary implementation options 2, 4

Shelter Repairing / Retrotting Main implementation option 3

Secondary implementation option 4

Shelter Construction, including tool

kits and materials distribution

Main implementation option 1

Secondary implementation options 2, 3, 4

3. SETTLEMENTS

RESPONSE

Settlement community coordination

support

Main implementation option 1

Secondary implementation options 3,4

Public infrastructure intervention Main implementation option 2

Secondary implementation options 3, 4

Community Resource Centers* Main implementation option 1

Secondary implementation option 4

IOM - STRATEGY FOR SHELTER AND SETTLEMENT FOR THE REGIONAL RESPONSE TO THE VENEZUELA SITUATION

4. ESSENTIAL

HOUSEHOLD

ITEMS

Distribution of emergency household

items (in transit)

Main implementation option 1

Secondary implementation options 3, 4

Distribution of essential household

items (at destination/transit)

Main implementation option 1

Secondary implementation options 3, 4

Distribution of furniture or other

essential household items to equip a

house (at destination)

Main implementation option 1

Secondary implementation options 3, 4

IMPORTANT: Consult Annex 1 on IOM R4V ACTIVITY RECOMMENDATIONS to better understand how to

implement the strategy in practice.

* In the R4V the Community Resource Centers (e.g.: Orientation and Information Points, Referral Centers,

Support Spaces, Integr-Habitat Centers, etc) are generally part of the Protection or Integration Sectors or Support

Spaces Working Group, depending on the curricula of the center. However, the community and settlement-based

approach for its implementation, makes them overlap with the Shelter and Settlements response. To keep this strategy

in line with the R4V structure and RMRP, Community Resource Centers will be left under the mandate of the other

sectors or WG, however it does not mean that it is exclusive to them for its implementation.

IOM - STRATEGY FOR SHELTER AND SETTLEMENT FOR THE REGIONAL RESPONSE TO THE VENEZUELA SITUATION

Documents of interest to consult for objectives achievement and clarication

STANDARDS AND GUIDELINES

The Sphere Handbook Minimum Standards for

Camp Management

Settlements Approach

Guidance Note

Distribution, Shelter materials,

NFI, and Cash - Guidance to

reduce the risk of GBV

R4V REFERENCE DOCUMENTS

Refugee and Migrants

Response Plan (RMRP) 2022

Guidance Note for Shelter Sector Partners.

Implementation of RMRP 2022 (only available in Spanish)

Collective Shelter

Management Toolkit

Guide for Adequate

Housing in Response to

migrants and refugees from

Venezuela in LAC

Key considerations: How

to achieve sustainable and

durable Rental Assistance

Field handbook for rental

housing market assessment.

Latin America and the

Caribbean.

National Guidelines:

Harmonization of Non-Food

Items (Ecuador version, only

available in Spanish)

IOM - STRATEGY FOR SHELTER AND SETTLEMENT FOR THE REGIONAL RESPONSE TO THE VENEZUELA SITUATION

CROSS-CUTTING ELEMENTS

CROSS-CUTTING ELEMENT 1

MULTISECTORAL APPROACH

In seeking to improve IOM emergency, transition, and integration response on shelter and settlements in the context of

migrants and refugees in LAC, it is important to understand the wider impacts of emergency shelter and settlements

interventions from an inter-sectorial perspective.

Basic shelter and settlements assistance meet some of the most essential and life-saving needs, and can contribute to

improving health and hygiene conditions, and provides physical protection, privacy, and security; after COVID-19 it has been

made clear that also it is a key element for health. However, maybe less obvious, there are other outcomes that are directly

linked and improved thanks to the provision of shelter and settlement assistance. .For example, basic shelter assistance can

contribute to improve access to legal protection (HLP), an improved psychological state and conditions through a sense of

normality, serving as a platform to access to basic services and supports socio-economic integration, among other things;

and, at the end, support achieving the right to access adequate housing.

In Annex 2. Linkages with other sectors. There is a non-exhaustive list of examples of the positive impacts of

access to shelter/housing and settlements.

15 The Wider Impacts of Humanitarian Shelter and Settlements. Key Findings report. Link and Link

WASH and Health,

including MHPSS

Protection,

including gender

and family life

Food Security

& Nutrition

Education

Enviroment

(DRR)

Levelihoods &

Socioeconomic

Integration

Shelter &

Settlements

IOM - STRATEGY FOR SHELTER AND SETTLEMENT FOR THE REGIONAL RESPONSE TO THE VENEZUELA SITUATION

CROSS-CUTTING ELEMENT 2

INCLUSIVE APPROACH

Gender and disability groups’ norms, and the lack of generational and intercultural approaches continue to pose a risk

to people, making them particularly vulnerable in contexts of mobility and emergencies. Migrants and refugees report

discrimination and xenophobia, and other forms of marginalization and inequality, related to access to S&S. Here is a non-

exhaustive list of points to consider when implementing S&S programs:

GENDER-BASED VIOLENCE IN CRISES

DISABILITY INCLUSION

y Gender is a risk not just for women and girls.

y People including men, women, boys, and girls who are

non-conforming with gender norms and have diverse

SOGIESC

can experience be target of violence and

abuse or exploitation.

y Gender norms can aect/obstruct access to shelter.

y IOM as an R4V partner is committed to promoting

gender-responsive programming.

Examples of gender-inclusive approach programming

are: design S&S projects targeting women/girls in all their

diversity, integrating LGBTIQ+ organizations in Temporary

Collective Shelter activities…

y Persons with disabilities are estimated to represent

15 percent of the world’s population. In humanitarian

contexts, they may form a much higher percentage.

y IOM is committed to the inclusion of persons with

disabilities in its humanitarian response, including

shelter and settlements programs.

Examples of disability-inclusive approach programming

are: design S&S activities to reduce physical barriers to

access temporary collective shelters/dwellings, use and

advocate for accessible communication …

GENERATIONAL / LIFE CYCLE PERSPECTIVE

INTERCULTURALITY

y Individuals according to their age are aected by dierent

risks and protective factors.

y S&S interventions can impact on the well-being of all

people during their lives and also future generations, if

age is taken into account.

y IMPORTANT: Child protection minimum standards

must also be considered.

y Minority populations are often more exposed to the

damaging eects of crises. The R4V considers specic

needs of afro-descendant and indigenous groups.

y Lack of cultural adequacy on shelter and settlements

responses and policies aect way of living of minority

groups, impacting, for example, their identity,

participation in the community where migrants and

refugees settle, or access to basic services.

y Ethnic minorities, by being located in at-risk areas and

living in inaccessible or remote areas, are at a higher

risk of being marginalized.

Examples of a generational-inclusive approach programming

are infrastructure interventions considering age needs (e.g.;

railings, slope % of ramps, lighting…), activities scheduled at

temporary collective shelters time-friendly for all ages…

Examples of ethnic minorities-inclusive approach

programming are through participatory process includes

ethnic minorities in the design of shelters, Specic needs

assessments targeting minority groups to design the

response…

16 IOM Gender-based violence in crises. Link

17 IASC Guidelines, Inclusion of Persons with Disabilities in Humanitarian Action, 2019. Link

18 SOGIESC: Sexual Orientation, Gender Identity, Expression or Sex Characteristics.

19 Based on the World Health Organization (WHO) recommendations.

20 Consult the Minimum Standards for Child Protection in Emergencies (2019 Ed.), Pillar 4: standards to work across sectors. Standard 27: Shelter and

settlements and child protection, and Standard 28: Camp management and child protection. Link

IOM - STRATEGY FOR SHELTER AND SETTLEMENT FOR THE REGIONAL RESPONSE TO THE VENEZUELA SITUATION

CROSS-CUTTING ELEMENT 3

ACCOUNTABILITY

The needs and rights of individuals and communities aected by crises should be at the core of every humanitarian response

(protection mainstreaming). Accountability promotes that humanitarian actors give power back to aected populations to build

trust and ensure responses are appropriate and eective for their needs. As part of this strategy, accountability is achieved through:

ACCOUNTABILITY TO AFFECTED

POPULATIONS (AAP)

IOM AAP FRAMEWORK

y AAP ensures that operations respond to the current

context and needs of migrants, refugees, and host

communities, being able to respond with the most

appropriate shelter and settlements intervention.

y Accountability goes beyond reporting to donors, and it

is more about listening and responding than doing.

y Community Participation, information sharing/outreach,

feedback mechanisms, and leadership & coordination

are at the core of accountability.

y It is an active commitment to use power responsibly by

taking account of, giving account to, and being held to

account by the people aected in a crisis.

y A rights-based approach and aid eectiveness are two

operational principles.

PARTICIPATION

COMPLAINTS

AND FEEDBACK

MECHANISMS

INFORMATION SHARING

AND TRANSPARENCY

Some general examples of AAP actions are local leadership committees, participatory assessments, hotlines,

focus group discussions, mailboxes, Communication with Communities (CwC)…

The clearest example of it

is the Settlements-Based Approach implementation, where community participation in a specic location is the

core action of the whole intervention.

PROTECTION FROM SEXUAL EXPLOITATION AND ABUSE (PSEA)

y Sexual exploitation and abuse (SEA) is a form of GBV and an egregious breach of AAP.

y Preventing and addressing SEA by IOM sta and its implementing partners in all operations, including shelters

and settlements, is key to promoting protection outcomes.

The R4V has set up a PSEA Regional Community of Practice (IOM, UNHCR, UNICEF)

, as part of the work of

this community, please consult the PSEA Risk Assessment Toolbox

21 From IOM R4V Regional Protection Strategy

22 IOM AAP Framework. Link

23 Most of these examples are part of “Type of interventions: D. Complementary Actions”

24 IOM Protection from Sexual Exploitation and Abuse: IOM awareness-raising and reporting procedures. Link

25 The R4V Regional Community of Practice has established at the 2023-2024 Regional Refugees and Migrants Needs Assessment 6 priorities that can be

mainstreamed or support by the S&S interventions, these are: a) establish a network or regional focal points, in order to oer technical support in PEAS to

sub-regional and national platforms, b) oer technical training in the interagency principles of PEA, c) training materials and TOT, d) develop tools for inter-

agency risk assessment, e) support the establishment and strengthening mechanisms to receive SEA reports/complaints, and f) support, together with the Child

Protection and GBV subsectors, access to response services for SEA survivors)

26 Available from January 2023

IOM - STRATEGY FOR SHELTER AND SETTLEMENT FOR THE REGIONAL RESPONSE TO THE VENEZUELA SITUATION

SEA CORE PRINCIPLES

1. SEA is a ground for terminantion of employment 2. Sexual activity with children is prohibited

3. Exchange of money, employment, goods or

services for sex is prohibited

4. Any sexual relationship that involvesimproper use

of rank or position is prohibited

5. Humanitarian workers are obligated to report any

concerns of SEA

6. Humanitarian workers must create and mantian

an enviroment which prevents SEA

Some examples of PSEA actions: CCCM training to Temporary Collective Managers include PSEA sessions on

the curricula, during a kit distribution mitigation measure for PSEA are in place and sta trained…

IOM - STRATEGY FOR SHELTER AND SETTLEMENT FOR THE REGIONAL RESPONSE TO THE VENEZUELA SITUATION

CROSS-CUTTING ELEMENT 4

DO NO HARM

The Do No Harm principles is an ethical position that recognizes and measures the power of aid and humanitarian

interventions on the lives of vulnerable populations. It means visualizing the eects of interventions in the short-, medium-

and long-term on the life of communities and individuals. It implies monitoring and critically reviewing the impact of the

actions that are developed and accepting that the interventions that work in one context are not necessarily the most

appropriate ones in other locations.

Humanitarian assistance, including Shelter and Settlements interventions, can have negative impacts on the communities and

individuals with whom IOM and partners’ work. The high value of aid resources (e.g., the cost of a multipurpose tent in a

collective site or a household items kit for an individual) as well as the powerful position of humanitarian workers can lead

to the exploitation and abuse

, competition, conict, and misuse or misappropriation of aid. Aid can undermine livelihoods

and market systems, drive resource conict and amplify unequal power relations between dierent groups. Anticipate these

potential negative eects, monitor and take actions to prevent them if possible.

WHAT ARE THE ACTIONS THAT IOM CAN TAKE TO MITIGATE NEGATIVE EFFECTS OF

HUMANITARIAN ASSISTANCE?

General examples, that apply to the S&S

response

y Be aware of cultural practices. Examples include:

o Biased targeting of girls, boys, or specic castes

o Use of tools and items that individuals do not

identify with or are not relevant/could aect

the context (e.g.: axe or hatchet in context of

(potential) violence, female hygiene items that

girls and women do not recognize or are not

culturally accepted…)

o Any other forms of discrimination or

preferential treatment

y Safe and responsive feedback and complaints (CFM)

mechanisms can reduce abuse and misuse.

o Sta should welcome and seek out suggestions

and complaints.

o Sta should be trained in how to exercise

condentiality and refer sensitive information,

such as disclosures of exploitation and abuse.

Shelter and Settlements examples

y Use of safe construction materials, avoiding, for

example, asbestos.

o Take into account personal safety and order

and cleanliness of construction areas

y Shelter construction in locations out of risk (e.g.:

landslides, tsunamis, landlls/dumps, close to

industrial or insecure areas…)

y Contextualized Security of Tenure interventions:

o In some contexts, a humanitarian shelter

intervention can lead to the eviction of

vulnerable groups.

o In others, highlighting security of tenure issues

can increase the risk of eviction for vulnerable

groups.

o A due diligence approach will identify security

of tenure risks facing dierent groups.

o In some cases where the risks to security of

tenure are too great, it may be best to do

nothing at all.

27 Specic reference to Do No Harm Principles from the “Core Humanitarian Standards” and the “Shelter and Settlements” Chapters at the Sphere

Handbook (2018 Ed.) Link

28 More information on PSEA at the Cross-cutting issue 3 section above (page 14-15).

IOM - STRATEGY FOR SHELTER AND SETTLEMENT FOR THE REGIONAL RESPONSE TO THE VENEZUELA SITUATION

CROSS-CUTTING ELEMENT 5

29 Based on the Global WASH Cluster “Guidance on Market-based programming for humanitarian WASH practitioners. Version 1. April 2019” Link

30 USAID denition on “Market-Based Approached” Link

31 Based on an Oxfam report. June 2022. “Market-based Programming (MBP), What’s it all about?” Link

32 Shelter Cash and Markets Community of Practice at the Global Shelter Cluster. “Market-based programming (MBP) and Shelter Guidance Note” Link

33 Market-based Approach (MBA) is not a synonym of Market-based Programming (MBP), more details at the “Key Component 4 and 5: Cash-based

interventions (CBI) and other market-based programming” section (pages 21 and 22)

34 Guidance on the operationalization of the minimum environmental requirements and recommendations for EU-funded humanitarian aid operations

(pages from 46, and from 74) Link

35 MECCC – Institutional Strategy on Migration, Environment, and Climate Change 2021-2030 Link

MARKET-BASED APPROACH (MBA)

There are no market-neutral interventions, as humanitarian

actors, including IOM, are market actors and have a

(intentional or unintentional) signicant impact on local

markets. Markets are a central element of people’s life

and livelihoods; migrants and refugees rely on markets

to cover at least a part of their needs (including shelter

needs) and/or to generate incomes. S&S responses cannot

ignore the market when designing, planning, implementing,

and evaluating its sectoral response, as all S&S activities

interact with the market regardless of the modality of the

intervention (in-kind or cash) through which the support

is provided to migrants and refugees.

MBA is a way to

address development and humanitarian challenges more

sustainably and/or at scale

, as well as if S&S interventions

are based on the market dynamics it means that our

response is proactively taking measure to avoid causing any

harm in our response (Do no harm principle).

For the purpose of this strategy, it refers to a situation

when migrants and refugees during transit and once at

their destination are buying, selling, and exchanging goods

and services, and markets are the system for it, a platform

where buyers and sellers come together for the exchange.

As part of this strategy and IOM R4V S&S position on

localization, greening the response, cultural appropriateness,

and other topics mentioned along the present document;

implementation of S&S activities should meet the shelter

needs in a way that does not undermine existing economic

relationships and activities, so as to facilitate economic

recovery and ensure lasting impact.

What can IOM R4V S&S team do on MBA?

To ensure that IOM R4V S&S interventions do not undermine existing economic relationships and activities through

all phases of the response and across all technical areas of expertise within the S&S programs, it is crucial to consider

the existing markets at the intervention location (geographical scope based on the project intervention scale) by:

- Assessment

- Analysis

- Programming

Consult the Key Components 4 and 5 (pages 21-22) related to market and cash to know more about the specic

interventions that IOM S&S teams can take.

CROSS-CUTTING ELEMENT 6

CLIMATE CHANGE – GREENING THE RESPONSE

Migrants and refugees, and host communities, in LAC are directly aected by environmental degradation, climate change

and disasters, while on the move and at areas of destination. S&S programming carries one of the highest risks of negative

environmental impacts among humanitarian activities. However, it also represents an opportunity to minimize potential

environmental impacts by thorough assessments/screenings and robust environmental management

. It is IOM’s institutional

commitment, reected in the MECCC – Institutional Strategy on Migration, Environment and Climate Change 2021-2030

to mainstream environmental sustainability through its strategies.

IOM - STRATEGY FOR SHELTER AND SETTLEMENT FOR THE REGIONAL RESPONSE TO THE VENEZUELA SITUATION

For this strategy, on the operationalization of the MECCC, it is important to highlight that an environmentally friendly

response on S&S at the country level does not mean that country missions must completely shift their strategy or give up

on their current standards or performance. It is expected that IOM missions can adapt their S&S responses by identifying

opportunities to take small actions that can have big impacts, considering mainstreaming along the project cycle the

protection, restoration, and improvement of natural environments.

REDUCING THE ENVIRONMENTAL IMPACT

OF S&S RESPONSE (examples)

IMPROVING THE ENVIRONMENT AS PART

OF THE RESPONSE (examples)

1. Reduce the material (plastic in particular) consumption

and CO

footprint when purchasing essential

household items or building shelters, by:

a. Market-based interventions. Prioritise purchases

at the local level, as well as local labor

b. Local solutions and materials, or use of recycled

materials (e.g.: debris)

c. Think about the life-cycle of the assistance from

the planning phase of the project: Reducing,

Reusing, Repurposing, and Recycling current

shelter solutions (e.g.: RHU, tents, tarpaulins,

jerrycans, plastic bags…)

d. Maximize the usage of the material through

correct and ecient use

2. Partner with local institutions for measuring CO

emissions levels and the impact on the S&S response

3. Protect, restore, and improve the ecological value of

sites such as temporary collective shelters during and

after use (including environmental restoration)

1. Increase Security of tenure to promote local long-

term investment on land, promoting environmentally

friendly uses

2. Disaster Risk Reduction (DRR) building approaches

to prevent and mitigate future disasters and

environmental deterioration

3. Settlements-based approach and Waste Management

Resources at Temporary Collective Shelters

4. Provide and promote the use of eco-friendly energy

sources at the household level for daily tasks (e.g.:

low-/ ecient-consumption stoves, solar lighting…)

5. Capacity building of sta, stakeholders, local

authorities, and communities on greener construction

materials and methods, and DRR

6. Piloting innovative more environmentally sustainable

shelter solutions

GENERAL RECOMMENDATIONS

y When selecting implementing partners include in the process environmental criterion/environment markers to

evaluate the proposal.

y Consider the recommerecommendations through UNEP Virtual Environmental and Humanitarian Adviser Tool

(VEHA)

, which includes, linked to S&S indicators, recommendations for a greener response,

or the Nexus

Environmental Assessment Tool (NEAT+)

36 VEHA tool of UNEP Link

37 UNEP Training materials and tools from September 2021 session to R4V Shelter Sector co-leaders on VEHA are available here: Link

38 More information at the dedicated website: NEAT+ Link

IOM - STRATEGY FOR SHELTER AND SETTLEMENT FOR THE REGIONAL RESPONSE TO THE VENEZUELA SITUATION

CROSS-CUTTING ELEMENT 7

INTER-AGENCY COORDINATION

IOM as a member of the Inter-Agency Coordination Platform for Refugees and Migrants from Venezuela (R4V) is committed

to following the RMRP strategy and the (bi-)annual response in member countries of the R4V, as well as, participating, feeding,

monitoring, and evaluating it, and promoting it across its partners (strategic and implementing partners to be considered).

IOM is co-leading the Regional Shelter Sector, as well as at national and subregional levels:

Caribbean Co-leading the subregional platform. There is no formal subregional Shelter Sector Active

Central America & Mexico Co-leading the subregional platform. There is no formal subregional Shelter Sector Active

Southern Cone

Co-leading the subregional platform. There is no formal subregional Shelter Sector Active.

IOM is the Shelter Adviser member of the Basic Needs Sector in Bolivia

Brazil

Co-leading the national platform. Co-leading the National and Local Shelter Sectors,

including the Informal Settlements Working Group

Chile

Co-leading the national platform. Co-leading the National and Local Multisector, which

includes shelter theme

Colombia

Co-leading the national platform. Co-leading the National and Local Multisector, which

includes shelter theme

Ecuador

Co-leading the national platform. Co-leading the National Multisector, which includes

shelter theme

Peru

Co-leading the national platform. Co-leading the National Multisector and under it the

Shelter Working Group

39 More information at the dedicated website: “Ciudades Incluyentes- Comunidades Solidarias” Link

40 Regional Refugees and Migrants Needs Assessment (RMNA) 2022. Link

41 GIFMM Colombia: Caracterización de Alojamientos Colecvos Temporales. Link and Evaluación de sio – Alojamientos temporales Link

IOM, when possible, will support inter-agency regional,

subregional, national, or multi-country initiatives on S&S,

e.g.: joint needs assessments, specic SOP, joint projects, etc.

Successful examples of this include: “Ciudades Incluyentes-

Comunidades Solidarias” an EU-DEVCO Regional project

with UN-Habitat and UNHCR

, the annual Joint Needs

Assessment (JNA) for the Regional Refugees and Migrants

Needs Assessment (RMNA)

, and the IOM support to the

R4V on the Temporary Collective Shelters Characterization

through the DTM tool

In continuation of CROSS-CUTTING ELEMENT 1:

MULTISECTORAL APPROACH. At the coordination level,

the response must also consider its direct and indirect

synergies with other thematic sectors, paying special

attention to Protection (including the sub-sectors: GVB and

Child Protection), Integration, WASH, and Health, as well

as Communication with Communities (CwC) and Cash and

Vouchers Assistance (CVA) Working Groups.

IMPORTANT:

y IOM S&S response must be under the umbrella

of the RMRP, and activities approved for

implementation registered in the RMRP appeal.

For new activities under R4V funding that are

not reected on the original RMRP appeal, it is

important to consider contacting the Programmes

Unit at IOM OSE in Panamá.

y IOM activities submitted under the RMRP shall be

guided by this strategy in order to ensure quality

submissions in like with IOM S&S standards.

IOM - STRATEGY FOR SHELTER AND SETTLEMENT FOR THE REGIONAL RESPONSE TO THE VENEZUELA SITUATION

KEY COMPONENTS

In this section, pay special attention to footnotes and references, as main highlights of each

topic are mentioned without developing all the details of each of the key components.

In the footnotes, the reader will nd the links to the key documents for a better understanding of each of the

key components. Referring to two types of documents:

1. IOM internal guidelines and position papers on the matter

2. Existing literature of reference, only the most relevant documents have been listed.

42 IASC Framework on Durable Solutions for Internally Displaced Persons. Link

KEY COMPONENT 1

DURABLE SHELTER SOLUTIONS AND LONG-

TERM SUSTAINABILITY

Durable shelter solutions refer to lasting settlement for

migrants and refugees, meaning they no longer have specic

assistance or protection needs or vulnerabilities directly

linked to the displacement and can exercise their human

rights without discrimination related to it

. It is key to plan,

since the beginning, the response aiming to implement

actions that help achieve long-term sustainability, meaning

that migrants and refugees can settle in a place of their

wish in a safe and dignied manner for a long period of

time in adequate housing conditions following international

minimum standards. Durable solutions support socio-

economic integration and social cohesion of migrants and

refugees by covering shelter needs allowing households

to focus on other needs and preferences, increasing

participation and representativeness at community level,

and reinforcing the sense of belonging to the place and the

community, among others. Examples of durable solution

interventions do not focus only on the type of construction

materials used or the permanency of buildings, it also looks

to capacity building of construction workers to increase

job placement opportunities or support local construction

markets, security of land tenure, support to local authorities

on developing national housing programmes, etc; some of

the examples are expanded along other Key Components

in this section.

KEY COMPONENT 2

CULTURAL APPROPRIATENESS

Migrants and refugees from dierent groups (e.g.: economic

and educational backgrounds, rural vs urban communities,

ethnic minorities, LGBTQI+…) are settling in a vast territory

with dierent climates and norms from their country/area of

origin. IOM R4V S&S response must ensure, in line with the

Do no harm principle, that migrants and refugees’ identities

and diversities are respected not only through the space

or items that are distributed/provided but also by ensuring

that dierences are not a barrier for migrants and refugees

to integrate locally. IOM R4V S&S response should help to

reduce this gap.

y In the R4V special attention must be dedicated to

indigenous groups in transit, in particular, those in Brazil,

Colombia, and Guyana border areas with Venezuela, in

most of the cases stranded or in a pendular situation

without receiving any particular response from authorities

or humanitarian actors. IOM R4V S&S response must

look at how to provide an appropriate response in the

area, including exit strategies.

y Do not forget this is a mixed movement response,

including extracontinental migrants and refugees that

transit, generally from Brazil-Colombia, through the

region with the intention to reach the United States of

America (U.S.A), the IOM S&S response should take

them into account when providing assistance.

IOM - STRATEGY FOR SHELTER AND SETTLEMENT FOR THE REGIONAL RESPONSE TO THE VENEZUELA SITUATION

KEY COMPONENT 3

SECURITY OF TENURE - HOUSING LAND AND

PROPERTY (HLP)43

Security of tenure means that people can live in their

homes without fear of forced eviction, whether in

communal settlement situations, informal settlements, host

communities or after return (meaning at all phases of the

response). It is the foundation of the right to adequate

housing

and many other human rights. In the humanitarian

context, an incremental – or step-by-step – approach may

be the most appropriate.

Related not only to the provision

of a safe shelter but also to access to and secure livelihoods

in the long-term, as well as to protect land from further

deterioration and the impact of climate change.

In the framework for the R4V IOM response, Housing Land

and Property (HLP) is mainly focused on private housing,

however it can also look at land and/or property assets.

Despite the idea that HLP is just about ownership rights,

for migrants and refugees, the importance of focusing on

the rights of tenants (renters) and informal sector dwellers

without secure tenure is key to achieving the long-term

sustainability of the response

y IOM S&S unit can develop HLP thematic intervention

on tenure security and/or crosscut the activities through

existing S&S Programmes to improve their quality and

reinforce the impact of the response, e.g.: conrm the

tenure of the houses for rent by owner, and if not

secure, proceed to support with register, for example,

secure tenants tenure on Rental Assistance Programs

with verbal/written contracts based on national norms

and regulations, awareness campaigns on tenants’ rights,

prevention of eviction campaigns to owners and local

and national authorities

43 Guidance Note: Integrating Housing, Land and Property Issues into Key Humanitarian, Transitional and Development Planning Process. Link

44 Fact Sheet No. 21 (Rev. 1): The Human Right to Adequate Housing- OHCHR and UN-Habitat 2010. Link

45 Sphere Handbook. 2018 Edition Link

46 More information on: Norwegian Refugee Council (NRC) and International Federation of Red Cross and Red Crescent Societies (IFRC), The Importance

of Addressing Housing, Land and Property (HLP): Challenges in Humanitarian Response (2016). Link

47 Housing Land and Property Standard Operational Procedure Template for the IOM R4V missions, under development. Publication estimated for 2023

48 CBI Manual (Field Edition – December 2021) Link and the IOM CBI Strategy (2022-2026), under development. Publication estimated for January 2023

49 Under the R4V, CBI remains as the organizational term, while the ocial terminology by the community of practice is Cash and Voucher Assistance

(CVA). For more details on the denition: Calp Network Glossary. Link

KEY COMPONENT 4

CASH-BASED INTERVENTIONS (CBI)

IOM is increasing its response through CBI

modalities in

its humanitarian response, as well as supporting longer-term

outcomes that go beyond just the emergency response

(Double Nexus). When properly implemented, CBI can

have many advantages over in-kind distributions, such as

reduced response time, lower cost, enhanced self-reliance

and resilience as recipients take their own decisions on how

to use cash to cover their needs and preferences. It can

also have a multiplier eect, which can lead to increased

employment and expanded markets, therefore supporting

the community as a whole.

y For this strategy, CBI sectoral cash on shelter (and

essential household items) provides an opportunity for

meeting migrants and refugees’ needs on the matter

and can be a tool for programming to enable access

to products and services that migrants and refugees

cannot aord during their transit and/or in destination.

The assistance can be delivered through cash or

vouchers (physically or electronically), based on previous

assessments conducted.

y It is key to making sure that markets can respond

appropriately to changes in demand and supply (e.g.:

there are houses available for purchase or rent, there

is a stock of essential household items such as kitchen

sets or clothes and shops are open). Therefore, market

assessments are essential to inform the design and planning

phases of a shelter sectoral response, determining if cash

and/or voucher modalities is the appropriated type of

response required for the situation, as well as to increase

the impact on the response. One of the key issues that

market assessment helps to address is aordability,

critical in the case of access adequate housing through

rent, for example.

IOM - STRATEGY FOR SHELTER AND SETTLEMENT FOR THE REGIONAL RESPONSE TO THE VENEZUELA SITUATION

KEY COMPONENT 5

MARKET-BASED PROGRAMMING (MBP)

MBP, also known as market-based interventions, is generally

understood to be projects that work with, through or support

local markets. The term covers all types of engagement with

market systems, ranging from actions that deliver immediate

relief to those that proactively strengthen and catalyze local

market systems or market hubs

. Simplifying, it refers to

any humanitarian, transition or development program that

uses, supports, or develops local markets.

- By using markets this document refers to the action

of buying and/or selling goods/services using existing

markets, that are still functioning, to assist migrants,

refugees and host communities.

- By supporting markets to the actions taken to re-

establish supply chains/essential services and help

existing market actors recover from the impact of a

shock, if the market has been disrupted by a shock, or

to remain them functional after the shock.

- By developing markets to the long-term engagement to

bring a (positive) change into the market system.

y For the IOM R4V S&S response, the key types of shelter

and settlements markets are, in order of relevance:

housing and land (e.g. rental properties), commodities

and materials (e.g. essential household items), utilities (e.g.

energy or water), labor (e.g. skilled or unskilled labor for

construction repairs) and legal and nancial services (e.g.

related to the security of tenure or to informal or formal

credit mechanisms).

o Examples of market-based interventions are:

use of markets for assistance delivery procuring

locally, like providing a voucher to be spent in

local shops for purchase of essential household

items, or support markets to recover from shock

through reinforcing the supply chain, for example

supporting traders to increase their stock capacity

on essential household items).

50 Shelter Cash and Markets Community of Practice at the Global Shelter Cluster. “Market-based programming (MBP) and Shelter Guidance Note” Link

51 Denition of MBP from the Calp Network Glossary. Link

52 Based on an Oxfam report. June 2022. “Market-based Programming (MBP), What’s it all about?” Link

53 IASC. Guideline exit strategy for humanitarian actors in the context of complex emergencies 2003. Link

KEY COMPONENT 6

EXIT STRATEGIES

Exit Strategies refers to the process of moving from

emergency to transition and integration, and how to address

the role of IOM R4V S&S response and the participation

of migrants and refugees on it to (re)gain self-reliance. In

practice this means:

y Migrants and refugees have the right to plan and develop

their future without the need to rely on humanitarian

aid, maintaining their pre-shock independence (mainly

nancial). Activities that promote self-reliance and

resilience, especially access to income generating

opportunities, is fundamental to this in the R4V

framework, so the response in Temporary Collective

Shelter or the provision of hotel/hostel rooms and the

distribution of essential household items should not be

perpetuated over time. The IOM R4V S&S programs

should be designed from the outset with a socio-

economic integration perspective, so the population on

the move can settle in the destination areas of their wish

or, when/where possible, be supported to continue the

migratory route. E.g.: Include Financial Saving Planning

as a Temporary Collective Shelter activity, coordinate

the S&S response with Humanitarian Transportation

actors…

y When the context allows for a shift away from

the emergency response in favor of transition and

integration, IOM R4V S&S emergency activities should

be adapted accordingly. Meaning a shift in strategy from

ad hoc to longer-term support. E.g., linking emergency

shelter response with settlement-based programs or

long-term Rental Assistance. During this phase of the

response, it is critical to understand the limitations of

S&S work and be able to identify the correct time to

ensure coordination and/or the programs hand over to

integration units within the organization if they exist, or

to other humanitarian actors, if more appropriate.

IOM - STRATEGY FOR SHELTER AND SETTLEMENT FOR THE REGIONAL RESPONSE TO THE VENEZUELA SITUATION

KEY COMPONENT 7

DATA-DRIVEN RESPONSE - DTM

IOM thanks to the Displacement Tracking Matrix (DTM)

has positioned itself as a key humanitarian actor in gathering

and analyzing data to disseminate critical multi-layered

information on the mobility, vulnerabilities, and needs of

displaced and mobile populations, enabling decision makers

and responders to provide these populations with better

context-specic assistance. This ocial DTM denition,

and its methodology, includes specically the Shelter and

Settlements sector, meaning that DTM becomes a critical

tool for informing the IOM R4V S&S response, moreover

when DTM is present in all the R4V countries in a dierent

manner. The use of data helps to better engage with migrants

and refugees, plan a contextualized response to their needs,

and avoid duplications of the assistance provided improving

coordination with other actors or humanitarian structures,

among others.

GROUP &

LOCATION

DTM

HH AND

INDIVIDUAL

MOBILITY TRACKING

REGISTRATION

FLOW MONITORING

SURVEYS

systematically tracks mobility and

cross-sectoral needs in locations

of interest to target assistance

registers individuals and

households for beneciary

selection, vulnerability targeting

and programming

gathers specic information

using sampling from the

population of interest

tracks movement ows

and the overall situation at key

points or origin, transit locations,

and points of destination

KEY COMPONENT 8

LOCALIZATION

The rst responders during crises are local organizations,

they are able, to quickly deploy their sta and volunteers,

channeling eorts and working with communities, as well

as coordinating local and diaspora donations, having access

to isolated places that international organizations cannot

reach. When humanitarian actors talk about localization

it is not just about providing funding to local NGOs or

CSOs, it goes beyond that, it means that we recognize and

respect the value of their work and their knowledge. Local

organizations make the work of most international actors

possible

, including IOM. From a S&S vision, localization is

part of the eorts of, rst, recognizing local organizations,

54 IOM Displacement Tracking Matrix – DTM. Link

55 For more information, visit the IASC website on The Grand Bargain. Link

56 IASC materials on “Localisation”. Link

57 R4V Shelter Sector 5W dashboard. Link

58 RMRP 2022 Monitoring dashboard. Link

and second, strengthening local actors’ leadership, delivery,

and capacity of the aected communities in addressing

their needs. IOM R4V S&S can support this process by

building the capacity of local organizations, strengthening

the participation, engagement, and communication of the

organization within the national R4V shelter structures, as

well as on implementing the S&S strategy jointly. In practice,

actions such as: building long-term capacity of local and

diaspora leaders, materializing AAP work in specic actions,

opening, and advising on the R4V shelter sector structure

to local organizations (including leadership positions), and

providing funding (if possible 25% of the project budget)

to local and diaspora organizations, are contributing to the

localization agenda.

y Currently, IOM on Shelter and Settlements is working

with more than 30 implementing partners of which

12 are local organizations, including national Red Cross

Societies

, and 9 are diaspora associations led by

migrants and refugees

. These numbers clearly show the

importance of local and diaspora organizations in IOM’s

implementation.

KEY COMPONENT 9

LOCAL INTEGRATION AND INCLUSION IN

NATIONAL PROGRAMMES – NATIONAL HOUSING

POLICIES

Inuence and participate in the development of National

Housing Policies, and regulations to allow the inclusion

and integration of migrants and refugees in the country.

Policies must incorporate the needs of migrants and

refugees, aiming to ensure access to adequate housing at all

stages, regardless of immigration status. Eorts toward the

inclusion of migrants and refugees in national programmes,

at emergency, transition, and integration phases should be

secured, and must be aligned to other national regulations,

including access to documentation and regularization of

those who remain undocumented and/or in an irregular

situation. This action is focused not only on the inclusion

of migrants and refugees, it also serves as a path to

promote their local integration and contribute to the host

communities.

IOM - STRATEGY FOR SHELTER AND SETTLEMENT FOR THE REGIONAL RESPONSE TO THE VENEZUELA SITUATION

ANNEX 1. IOM ACTIVITY RECOMMENDATIONS

This section is developed based on the combination of IOM programmatic priorities and the RMRP Shelter

Sector strategy under the R4V. Designed as non-exhaustive list of activities to serve as a reference for IOM

country missions. The section does not aim to dene each type of activity, in case of need, please consult the

“Appendix 4 of the Shelter and Settlements Section at the Sphere Handbook (2018 Ed.)” or the “Guidance

Note for Shelter Sector Partners. Implementation of RMRP 2022” (only available in Spanish). The section

is focused on providing key concepts for project proposals and implementation of each activity and its

complementary ones, based on IOM priorities gathered in the RMRP appeal for 2023-24.

In this section, pay special attention to footnotes and references, as main highlights of each topic are

mentioned without developing all the details of each of the key components.

In the footnotes, the reader will nd the links to the key documents for a better understanding of each of the

key components. Referring to two types of documents:

1. IOM internal guidelines and position papers on the matter

2. Existing literature of reference, only the most relevant documents have been listed.

General suggested standard indicators (These can be adapted to specic activities):

y # refugees and migrants provided with shelter and settlement support

y # of shelter and settlements interventions

y # of individuals who improved their skills, abilities and capacities to provide S&S support

Color coding to read Annex 1:

Priority activities for IOM interventions

Complementary activities for IOM prioritized interventions

Non-prioritized or non-recommended activities for IOM

Complementary activities to non-prioritized or non-recommended activities for IOM

IOM - STRATEGY FOR SHELTER AND SETTLEMENT FOR THE REGIONAL RESPONSE TO THE VENEZUELA SITUATION

EMERGENCY PHASE

Life-saving interventions (1

arrival – In-transit migrants and refugees)

Provision of emergency household items

Essential household items can be provided at dierent stages (and locations) of the response, and the type of items

included in the kit will vary depending on the population needs as well as on the location of distribution (e.g.: mosquito

nets for jungle or coast areas, blankets and winter clothes at the Andean corridor), it must be always sector aligned.

Especially at border points or rst urban centers of arrival of migrants and refugees’ distribution of life-saving items

are a must. In some countries, these kits have been named as humanitarian kits, transit safety kits, emergency kits, etc,

and in general, are distributed or, at least, designed at individual level. The content of it must be agreed upon among

partners for standardization and must be adapted to the weather conditions of the geographical location where the

distribution is taking place.

Emergency household items can also be crucial at arrival to Temporary Collective Shelter or other types of centers/

hubs for humanitarian assistance distributions, such as Support Spaces. In this case, the kit can be focused on the

household level, not only at the individual level. The content of the kit must be planned based on the duration of the

stay in the location, and it is recommended to adapt it to the demographic characteristics of the household.

Recommended articles include backpack, basic clothes (e.g.: shocks, raincoats…), blankets, solar lamps. They should

be complemented with WASH/Health articles such as water bottles, mosquito repellent, suncream, nail clippers…

The average kit price should be between 80 to 150 USD.

Sensitizations + Information gathering & provision

As the rst responder, IOM will be the rst organization the individual/household will interact with, it is important to

use the time of providing the kit to also support the person/s in the following ways:

1. Create a bond: kindly ask for their name and their needs, including how they feel and if they need some

urgent assistance such as health or protection services.

2. Provide key information to continue the journey: distance to the closed location and services available there,

if there is a humanitarian transportation provision in the area, key country phone numbers, and referral

pathways, etc.

3. Take the opportunity also to sensitize about protection, hygiene, and health explaining the use of any

distributed items, etc.

4. Gather basic information while registering the individual/household: the place of origin, intentions/expectations

for settling, number of household members, etc. Include the phone number (WhatsApp number better, as

phone lines, can change from country to country) to monitor the individual/household after the provision of

the assistance. (It can be combined with DTM data collection rounds)

59 More information at: Distribution, Shelter materials, NFI, and Cash - Guidance to reduce the risk of GBV. Link and R4V Shelter Sector: Standardization of

Household Items Survey (Estimated to be published by February 2023)

IOM - STRATEGY FOR SHELTER AND SETTLEMENT FOR THE REGIONAL RESPONSE TO THE VENEZUELA SITUATION

Provision of emergency household items

Suggested standard indicators

# of refugees and migrants receiving essential households items (following minimum standards)

# of essential households item kits distributed (following minimum standards)

# of refugees and migrants beneting from distribution of essential household items through CBI

# of refugee and migrants household targeted by distributions that report having appropriated household items

# of refugees and migrants sensitized on … (based on the project objectives and/or population needs)

# of community sensitization sessions conducted on … (based on the project objectives and/or population needs)

Management and Coordination of Temporary Collective Shelters

Camps and camp-like settings must be avoided and used only as a last resort. The recommendation is to use existing

infrastructures adapted to host migrants and refugees collectively for a short period of time. Important: IOM cannot

purchase buildings or other facilities for this purpose and, even less, without an exit strategy that includes the

handover of the site and its responsibilities.

It includes as part of its core activities: the management of the site, the coordination of the services and participation

promotion through AAP, CwC and other mechanisms.

Due to IOM capacity and internal structure in the region, it is recommended the use of Implementing Partners (IP)

for management of the Temporary Collective Shelters, only provide it directly as IOM in case the mission has previous

experience or qualied sta (e.g., site planners, CCCM trained teams, engineers/architects …) for it, as well as funding

to sustain the response as long as necessary. In general, it is recommended to prioritize the following activities:

60 More information at: Collective Shelter Management Toolkit. Link and at the IOM CCCM Community of Pracce. Link

IOM - STRATEGY FOR SHELTER AND SETTLEMENT FOR THE REGIONAL RESPONSE TO THE VENEZUELA SITUATION

Management and Coordination of Temporary Collective Shelters

Managers capacity building Infrastructure interventions

(and maintenance)

Provision of equipment

Through the existing knowledge

and capacity within IOM, it is

recommended to train managers

of directly supported sites and/or

those part of the national Shelter

(CCCM) Sector.

Recommendations:

y In-person training or a

combination of virtual & face-

to-face training, led by a CCCM-

certicated trainer.

y Include the following themes:

o Roles & responsibilities

o Country norms and

regulations (administration)

o Protection in practice

o Cross-cutting issues such as

AAP (CFM), GBV, PSEA…

o Exit Strategies

The intervention must be designed

considering the specic portfolio

and characteristics of the collective

shelter, not only to adequate it in

terms of general habitability, but

it must also consider the specic

needs of vulnerable groups, with

special attention to people living

with disabilities, children, women,

and elders. Actions such as Safety

Audits can help to decide the type

of intervention required.

Examples of types of interventions:

y Building retrotting/adequacy

works for those in very bad

conditions, evaluate the transfer

of the shelter to a better

building.

y Building extension to increase

capacity or add new functional

spaces.

y WASH interventions: water

and sanitation provision, latrines

repair works… (Important:

To be reported under WASH

sector)

y Small interventions: wall painting,

oor repairing, accessibility, etc.

Based on in-country IOM capacity:

y If IOM counts with qualied

technical sta such as

engineers and architects with

eld monitoring capacity:

interventions of any size and

type can be conducted. If the

mission or subregional oces

count on a Construction Unit, it

is important to coordinate the

work with them.

Provision, including installation,

maintenance and payments of

guarantees, if required, of basic

furniture, appliances, or any other

kind of items that are required

for the daily functioning of the

temporary collective shelter.

Recommended proceeding with an

assessment prior to procurement

of the items to ensure it addresses

the most urgent needs. There is no

average kit price, it should be based

on the center needs.

Note that this is not considered

a provision of essential household

items or shelter kits.

IOM - STRATEGY FOR SHELTER AND SETTLEMENT FOR THE REGIONAL RESPONSE TO THE VENEZUELA SITUATION

Management and Coordination of Temporary Collective Shelters

Managers capacity building Infrastructure interventions (and

maintenance)

Provision of equipment

y If IOM does not count with a

construction unit or qualied technical

sta: Only small interventions are

recommended. In case there is no

technical capacity do not conduct

retrotting or large-scale works.

Due to the norms and regulations in

the region, Cash-for-Work interventions

are not recommended for this activity.

Migrants and refugees hosted for long

periods of time, more than 1 or 3

months, can voluntarily participate in

the intervention as part of the collective

shelter activities, or if someone has

the expertise can be hired. In general,

a construction company must lead the

process.

* If possible, do not reduce the concept

of the activity to exclusively “repairs” in

project proposals as it limits the extent

of possible interventions carried out

during project implementation. Words

such as “intervention” or “adequacy

works” are recommended.

Suggested standard indicators

# of refugees and migrants hosted in temporary supported collective shelter solutions

# of temporary collective shelter supported through CCCM actions/site management / … (based on the project

objectives and/or population needs)

# of temporary collective shelter partners (IP) supported for site management

# of interventions in temporary collective shelter solutions supported with infrastructures improvements to achieve

minimum standards

# of temporary collective shelters that are improved/rehabilitated complying with agreed international standards

and guidelines

# of new temporary collective shelter solutions established complying with international agreed standards and

guidelines

# of managers trained in the coordination and management of temporary collective shelter solutions and other

related topics

# of individuals trained on Shelter assistance, Camp Management and Coordination

# of governance structures, that are inclusive and eective, supported/created in the temporary collective shelter

# of CFM established and functioning in temporary collective shelters

IOM - STRATEGY FOR SHELTER AND SETTLEMENT FOR THE REGIONAL RESPONSE TO THE VENEZUELA SITUATION

Hotel and Hostel Accommodation

This type of activity is recommended only for locations where there are no Temporary Collective Shelters working, and

for a short period of time only. The reason for this is the high cost of the intervention vs temporary collective shelters

(at individual unit cost) and the individual case management approach that it has for its implementation, requiring a large

number of sta at the eld level with basic shelter and protection background. If it is not measured based on the number

of nights, meaning it is counted on weeks and months, short-term rental assistance programmes must be considered.

Take into account that if a full hotel is rented by IOM, it is considered a Temporary Collective Shelter (see prior activity

description), as IOM becomes the manager of the center with private sector support. Generally, this activity is focused

only on individual hotel/hostel room booking.

Provision of food and access to other basic services such as laundry, internet connection, hygiene articles, etc; must

be considered. As well, as linkages with other sectors for activities during the daylight (e.g.; access to Support Spaces

or social centers, community activities and centers, etc). And consider that household pets do need a place to stay,

hotel/hostel may have specic policies for them.

Intervention modalities can be in-kind or CBI, generally the rst one through IOM agreements with service providers.

Airbnb type of programmes (with a duration of less than a week) can be considered part of this action.

Suggested standard indicators

# of refugees and migrants (single users) receiving short-term accommodation support in hotel rooms

# of nights booked at hotels/hostels for temporary accommodation of refugees and migrants

IOM - STRATEGY FOR SHELTER AND SETTLEMENT FOR THE REGIONAL RESPONSE TO THE VENEZUELA SITUATION

TRANSITION PHASE

First steps through socio-economic integration and part of the humanitarian exit strategies (2

stage of

the response – Generally for stranded migrants and refugees and/or those gathering nancial means to

continue the journey, as well as those at the nal destination in their rst 3 months of arrival to the location)

Short-term Rental Assistance Programs

Short-term refers to actions that do not support the family to achieve a sustainable settlement of a household in a

location, rather than covering an immediate need such as avoiding the sudden risk of eviction or reducing household

stress on rent payment (prevent household indebtedness). Generally, it is focused on less than 3 months support.

To ensure that households are living, at least, following the minimum humanitarian standards on habitability, it is

recommended the use of IOM Habitability checklists

. It is considered also good practice to: have a mapping of

appropriate locations for renting houses (e.g; Rental Housing Market Assessments), household monitoring on monthly

basis to mitigate landlord-tenant conicts/abuse and to promote a safe and comfortable stay for the household, as

well as one that lasts for the established period of time; or having a plan for household pets in case landlords do not

accept animals. The main goal is to ensure the right to access adequate housing

Rent-related debt/ eviction prevention payments can be considered; however, those are seen more as a protection measure

that can be considered under Multipurpose Cash Assistance (MPC). For this type of intervention take into account that

links with livelihoods programs are a must to make it sustainable, if not, it will end being a postponement of the eviction.

For mitigation of the organization’s risk during the implementation of activities the legal department, known as LEG,

has drafted specic forms that must be followed before assistance provision

Airbnb type of programmes (with a duration longer than a week) can be considered part of this activity.

Short-term Rental Assistance Programs

Provision of cash for rent payments

(Cash-for-rent)

Security of Tenure Provision of Basic

Essential Household Items

This refers only to the action of the provision of

cash assistance to the family for rent payment

purposes. By itself, just the provision of cash is

not enough to be considered Rental Assistance

and achieve the programmatic priority (to have

access to an adequate housing).

Mainly focused on securing

that both landlords and

tenants have access to

ocial contracts following

the country’s norms

and regulations. Verbal

and written contracts

are an option of choice

depending on the context.

Through the provision of

household items such as

kitchen sets, mosquito nets,

blankets, jerrycans or buckets.

61 The prevailing document on the matter is the “IOM Key Consideration in Rental Assistance” Link

62 Habitability checklists and complementary tools. Link

63 Habitability is only a part of the conceptualization of “Adequate Housing”. More information available at: Fact Sheet No. 21 (Rev. 1): The Human Right to

Adequate Housing- OHCHR and UN-Habitat 2010. Link and Guide for Adequate Housing in Response to migrants and refugees from Venezuela in LAC. Link

64 IOM LEG requirements. Link

IOM - STRATEGY FOR SHELTER AND SETTLEMENT FOR THE REGIONAL RESPONSE TO THE VENEZUELA SITUATION

Short-term Rental Assistance Programs

Provision of cash for rent payments

(Cash-for-rent)

Security of Tenure Provision of Basic

Essential Household Items

It is recommended that this is given to

migrants and refugees directly as an

unrestricted conditional cash transfer, which

assumes the risk of a household not dedicating

the cash provided to the rent payment and

prioritizing it to cover other needs.

In cases, where the national norms and

regulations do not allow the direct provision

of cash to migrants and refugees, it can be

directly given to the landlord (e.g; where

migrants and refugees are not allowed to have

a bank account, irregular migrants are not

allowed to rent houses...)

Provision of information

about HLP rights is basic in

this phase to avoid abuse

or exploitation by any of

the parties, in particular,

abuse of power by

landlords.

The budget can vary between

80 to 200 USD/kit, depending

on the context. This activity,

if the context allows it, is

recommended to be done

through CBI. Generally, with

supermarket vouchers.

* See the section on

“Provision of emergency

household items”, including

the subsection on:

“Sensitizations + Information

gathering & provision”.

Suggested standard indicators

# of refugees and migrants receiving short-term rental support (less than 3 months)

# of refugees, migrants and host community members that have seen their rental tenure secured

# of refugees and migrants provided with basic essential household items

# of essential household items kits distributed

65 For more information on the matter, contact: CBI Support cbisuppor[email protected]

IOM - STRATEGY FOR SHELTER AND SETTLEMENT FOR THE REGIONAL RESPONSE TO THE VENEZUELA SITUATION

INTEGRATION PHASE

Actions focused on achieving socio-economic integration (Based on the 2023 context, last stage of the

response – migrants and refugees at nal destination)

Long-term Rental Assistance Programs

The main recommendations are similar to the Short-term Rental Assistance Programs, however with the purpose of

increasing the chances of achieving durable solutions and socio-economic integration, through ensuring the right to

access adequate housing. There is a set of other complementary activities that are recommended to consider when

implementing this program, in addition to the short-term ones.

Provision of assistance contingent upon monitoring visits throughout the agreed period of assistance by IOM to the

tenants. The assistance can be stopped when tenants by their choice are no longer living in the rented house or if one

of the parties involved fails to comply with any other conditions for the provision of the assistance.

66 The prevailing document on the matter is the “IOM Key Consideration in Rental Assistance” Link, as well as IOM LEG requirements. Link

67 More information at: Key considerations: How to achieve sustainable and durable Rental Assistance. Link

IOM - STRATEGY FOR SHELTER AND SETTLEMENT FOR THE REGIONAL RESPONSE TO THE VENEZUELA SITUATION

Long-term Rental Assistance Programs

Conict resolution Right of Adequate

Housing

sensitizations

Housing

improvements

(Occupancy free

of charge

)

Housing equipment

Monitoring of the relationship

between both parties

involved, including mediation

in the case of conict. IOM

is not responsible for the

contract signed between

both parties, however, based

on humanitarian principles,

including Do No Harm,

IOM should make sure

that migrants and refugees

housed through IOM

funding have the best living

conditions possible out of

any risk, including eviction

or homelessness. As part

of prevention activities for

harmonic living in the shelter,

conict resolution must be

addressed. I will also help to

achieve long-term solutions.

It can end in support to

nd for a new house to be

rented.

There are several lines of

work. Here the two main

ones:

1. Advocacy campaigns

and work with

local and national

authorities to

include minimum

standards on

Adequate Housing

on their norms and

regulations including

migrants and

refugees.

2. Work with migrants

and refugees to raise

awareness on their

rights to access to

adequate housing,

to avoid any abuse/

discrimination due to

lack of information

on their rights.

Alternative or

complementary action

to the provision of

Cash-for-rent which

(simplifying) consist of

the improvement of

housing conditions by

repairing/retrotting/

adequacy works

of the house to be

rented in exchange for

the security of tenure

for the agreed period,

Through the provision of

household items such as

mattresses, basic furniture,

appliances, and other assets

needed to inhabit a house.

Consider that these kinds of

kits are much more expensive

than essential or emergency

household items. The budget

can go up to 1,000-1,200

USD/household. This activity,

if the context allows it, is

recommended to be done

through CBI. Generally, with

supermarket vouchers.

Remember to include installing,

maintenance and guarantees,

costs, when required.

*See the section on

“Sensitizations +

Information gathering

& provision”, at the rst

activity recommendations

“Provision of emergency

household items”

Suggested standard indicators

# of refugees and migrants receiving long-term rental support (more than 3 months)

# of refugees, migrants and host community members that have seen their rental tenure secured

# of refugees, migrants and host community members sensitized about the rights to access adequate housing

# of houses repaired, following minimum habitability standards, for rental purposes

# of host community members supported with shelter repairs in exchange of rental payments for refugees and migrants

# of rented houses equipped with furniture and appliances

# of refugees and migrants provided with basic furniture and appliances

# of refugees and migrants beneting from distribution of basic furniture and appliances through CBI

# of refugee and migrants household targeted by distributions that report having appropriated furniture and appliances

68 More information at: Guide for Adequate Housing in Response to refugees and migrants from Venezuela in LAC. Link

69 Norwegian Refugee Council (NRC) terminology

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Provision of shelter construction materials and tools

These types of activities are recommended when: 1). Land/House tenancy is secured, 2). Settlement is recognized or

formalized, and/or the intervention counts with local authorities’ approval, and/or 3). There is an intention of migrants

and refugees to remain in the location for a long period of time.

It is key that the kits respond not only to the place where the intervention is happening but also to the cultural

identity of the migrants and refugees supported. This refers to including in the kits construction materials with which

the population identies, as well as construction tools and techniques. On the other hand, it is essential to take into

account all the environmental aspects linked to the construction in a specic location.

Kits generally include the most expensive construction materials or those that are not locally available, for example,

corrugated sheets or other industrialized materials; and household complement the kit based on their nancial and/or

human capacity (e.g.; construction time as labor or provision of construction materials available in the local markets).

And the number of items as well as their type is generally directly related to the usability of such materials to cover

at least a minimum area to accommodate a 5-member household (approx. 17.5 s.q.m. in an emergency context, up

to 30 s.q.m.in a transition/development one).

Capacity Building on Construction Techniques Right to Adequate Housing sensitizations

Key interventions to build the capacity of migrants

and refugees to create resilience and empower them,

as well as to create capacities that are required

in the employment markets, increasing livelihood

opportunities.

It is better to be conducted through vocational training

programs with ocial certication, however even if

done informally it is an important asset for households,

being key for self-construction initiatives.

* Consult the same section on Long-term Rental

Assistance Programs. Note that the goal of the

section is to raise awareness among authorities and

to migrants and refugees about it, and their right to

claim it when renting houses, etc: in this occasion,

it is about building houses that follow minimum

standards, their characteristics, etc.

Suggested standard indicators

# of refugees, migrants, and host communities receiving housing support (e.g.; new, improvement, repairs works)

# of shelter materials kits distributed

# of refugees, migrants, and host communities receiving shelter materials

# of construction tools kits distributed

# of refugees, migrants, and host communities receiving construction tools

# of refugees and migrants beneting from distribution of shelter materials/construction tools through CBI

# of refugees, migrants, and host communities supported with shelter cash-for-work assistance

# of days of work supported with cash assistance

# of refugees, migrants and host communities who improve their construction skills, abilities and capacities

# of refugees and migrants beneting from distribution of essential household items through CBI

# of refugee and migrants household targeted that report having improved their shelter living conditions

IOM - STRATEGY FOR SHELTER AND SETTLEMENT FOR THE REGIONAL RESPONSE TO THE VENEZUELA SITUATION

Settlements-based interventions

A part from the Sphere Handbook, settlement is also dened as: “The place where people live as a socially dened and

spatially bound unit, which reects the interaction of dynamic social, cultural, economic, political and environmental

features in space and time.”

Interventions focus on a geographical, administrative and/or social-cultural dened area of a city or peri-urban zone

in which a community is identied (in this case, the community is understood as a group of people who live together

in a dened physical space, and they identify with the territory they occupy). Meaning it doesn’t need to focus only

on an ocial administrative level; it can be an area dened by the population themself.

The framework of these interventions is based on the Area-based approach/Settlements-based approach dened by

the CCCM and Shelter Global Clusters

The main ideas to consider are:

1. Interventions are not limited to migrants and refugees; it is imperative to include the host community; and

plan all the actions considering the characteristics of each group by identity, gender, etc.

2. Participation/Community leadership is key to (re) building the social tissue for cohesion and reduce future

tensions

3. Local authorities are the main stakeholder in these areas, create strong linkages for coordination (intervention

approval included) is crucial for adequate support and management of basic service provision;

4. It is a multisectoral and multi-stakeholders approach, so coordination and representation roles must be clear,

and inclusiveness must be considered,

5. It is a way to achieve durable solutions for migrants and refugees, and to develop the host community,

building resilience to future shocks while covering immediate needs

6. Interventions must take into consideration municipal urban plans/strategies for urban development/urban

policies, being aligned or even supported with the intervention.

7. Teams are recommended to be diverse; in shelter interventions, there is a tendency to have exclusively

technical sta members; professional diversity can increase the chances to reach the population in all the

dimensions of the work required.

70 IOM S&S Global Unit is developing the internal guidelines on the matter; once nalized and published, it will prevail over the recommendations mentioned

here (Publication estimated for March 2023). The IOM CCCM Global Unit is also developing the IOM Position note on Area-based Approach (Publication

TBC).

71 Relevant information at the: “The State of Humanitarian Shelter and Settlements 2018 - Beyond the Better Shed: Prioritizing People” Link and “Using the

Sphere standards in urban settings. Part 2, 2020. Link

72 Specic for the R4V Context which is largely urban/peri-urban. The settlement-based approach can also be implemented in rural areas, generally by

groups of small villages/communities. Specic materials on ABA in urban settings: Link

73 Relevant informaon at the: Settlements Approach Guidance Note of the Global Shelter Cluster Link and at the Area- based approach Working Group

of the Global CCCM Cluster. Link

74 See the IOM’s community-based planning manual. While the manual is nalized and ready for implementation the link for publication is pending. Contact

with Transition and Recovery Unit at IOM (TrD Unit) for more information.

IOM - STRATEGY FOR SHELTER AND SETTLEMENT FOR THE REGIONAL RESPONSE TO THE VENEZUELA SITUATION

Settlements-based interventions

Settlement community coordination support Public/Community Infrastructure

intervention

Actions focused on the “soft” component of the

Settlement-based approach, which is sometimes from

a CCCM perspective, on the “out-of-camps” strategies.

Some examples are:

y Community governance structures including

representation of: migrants and refugees, host

communities, local authorities, small private businesses

and service providers, local associations, etc. Generally,

these structures already exist, formally or informally

recognized, which means the work must be focused

on, for example, strengthening them by providing

capacity building or giving them a voice and linking

them with other structures. Eorts should be made

to make these structures more inclusive, giving, for

example, voice and capacity of action to people with

disabilities and women.

y AAP: access to feedback mechanisms, information,

assistance, and any specic solutions according to their

needs and vulnerabilities. It is important to create

channels on Communication with Communities.

y Information gathering (and sharing) about service

provision and capacity in the area. Services may be

overwhelmed by the arrival of the new population, it

is important to understand if those are available for

migrants and refugees and if they have enough capacity

to continue providing the assistance. (e.g.: Area-based

Assessments (ABA) of REACH-IMPACT

or IMMAP

Settlements mapping

)

y Coordination with other stakeholders to ensure

inclusive service provision in the area.

y Creation of community hubs, physical, mobile or non-

physical points of information sharing and referrals,

entry point to the community for migrants and

refugees, coordination between stakeholders, etc. (e.g.;

Support Spaces, Humanitarian distribution assistance

hubs, Integr-Habitat Centers…)

Actions focused on the physical environment of

the settlements, specically in improving existing or

building new infrastructure or services in the area.

These set of sub-activities required high technical

skills, combined with soft abilities, generally focused

on community participation and AAP/CwC. Some

examples are:

y Construction, improvement, and/or maintenance

of community infrastructures and public open

spaces, considering environmental and disaster

risk reduction concepts (e.g.: rehabilitation of a

communal kitchen, construction of a park

y Contribution to community infrastructure (e.g.:

delivery of materials or equipment, maintenance

kits, technical supervision)

y Information, orientation and legal assistance in

Housing, Land and Property for settlements

y Technical guidance to municipalities and other

relevant stakeholders on urban planning and

development

Important: WASH, Educational and Health

infrastructure interventions must be reported to

the thematic sector under the R4V Structure.

75 Examples at REACH RESOURCE CENTER

76 IMMAP methodology for new settlements mapping. Link

IOM - STRATEGY FOR SHELTER AND SETTLEMENT FOR THE REGIONAL RESPONSE TO THE VENEZUELA SITUATION

Settlements-based interventions

Suggested standard indicators

# of area-based assessments conducted

# of governance structures, that are inclusive and eective, supported/created at settlement level

# of refugees, migrants, host communities and local authorities who improve their communication/conict

resolution skills, abilities and capacities

# of refugees, migrants and host communities members participating of community activities at settlement level

# of meetings conducted between refugees, migrants, host communities and local authorities on … (adapt based

on the project objectives)

# of refugees and migrants and host community members benetting from settlement infrastructures and/or

settlement management

# of interventions in settlement infrastructures undertaken through supported construction

# of settlements/community infrastructures that are improved rehabilitated

# of refugees, migrants and host community members supported with cash-for-work assistance

# of days of work supported with cash assistance

# of refugees, migrants and host community members participating in construction activities

# of refugees, migrants and host communities who improve their construction skills, abilities and capacities

IOM - STRATEGY FOR SHELTER AND SETTLEMENT FOR THE REGIONAL RESPONSE TO THE VENEZUELA SITUATION

AT ANY PHASE

Shelter (and CCCM) coordination

Within the structure in which IOM R4V S&S response is taking place, the Inter-Agency Coordination Platform for

migrants and refugees from Venezuela, IOM has a co-leadership role for the regional and country coordination of

Shelter (and CCCM). Please, refer to “Cross-Cutting Issue 7: Inter-Agency Coordination” in page 19 of this document

for more information.

Suggested standard indicators

# of coordination meetings facilitated/conducted

# of interagency shelter and settlements technical guidelines published

# of Joint Needs Assessments supported/conducted

The context is not allowing, currently, durable housing solutions such as the provision of land or housing to migrants

and refugees or repairing/retrotting works on houses owned or new housing construction (dwellings) for/by in-

destination migrants and refugees. This is due to the increased nancial requirements which IOM currently does not

have access to as well as the lack of access for migrants and refugees to private ownership of real estate assets due

to lack of nancial means, irregular status, and/or uncertainty about their long-term settlement. In 2021 and 2022,

some exceptions have been identied in countries like Uruguay and Brazil, where some land access has been observed

or creation of housing cooperatives with the support of diaspora groups; however, IOM’s position has remained

focused on the provision of shelter construction materials or tools for housing construction/improvements, and on

the support for the improvement of informal settlements.

If a change in the context is observed, the strategy will be reviewed and will include more development-oriented

shelter activ|ities.

IOM - STRATEGY FOR SHELTER AND SETTLEMENT FOR THE REGIONAL RESPONSE TO THE VENEZUELA SITUATION

ANNEX 2. IMPACT AND LINKAGES WITH OTHER

SECTORS

“Timely shelter and settlements support can save lives

in the initial stages of a crisis. In addition to providing

protection from weather, shelter is necessary to promote

health, support family and community life, and provide

dignity, security and access to livelihoods.”

WASH and Health,

including MHPSS

Protection,

including gender

and family life

Food Security

& Nutrition

Education

Enviroment

(DRR)

Levelihoods &

Socioeconomic

Integration

Shelter &

Settlements

In seeking to improve IOM emergency, transition, and

integration response on shelter and settlements in the

context of migrants and refugees in LAC, it is important

to understand the wider impacts of emergency shelter

and settlements interventions from an inter-sectorial

perspective.

Basic shelter and settlements assistance meet some of the

most essential and life-saving needs, and can contribute

to improving health and hygiene conditions, and provides

physical protection, privacy, and security; after COVID-19

it has been made clear that also it is a key element for

health. However, maybe less obvious, there are other

outcomes that are directly linked and improved thanks

to the provision of shelter and settlement assistance. For

example, basic shelter assistance can contribute to improve

access to legal protection (HLP), an improved psychological

state and conditions through a sense of normality, serving

as a platform to access to basic services and supports

socio-economic integration, among other things; and, at

the end, support achieving the right to access adequate

housing.

The following page provides a non-exhaustive list of

examples of the positive impacts of access to shelter/

housing and settlements:

77 The Wider Impacts of Humanitarian Shelter and Settlements. Key Findings report. Link and Link

78 Sphere Handbook. 2018 Edition Link

IOM - STRATEGY FOR SHELTER AND SETTLEMENT FOR THE REGIONAL RESPONSE TO THE VENEZUELA SITUATION

• Health and WASH: Access to adequate and good quality shelter/housing:

1. Prevents severe illnesses and reduces the risk of living with disabilities.

2. Reduces inter-generational health inequalities, infectious diseases, and child mortality; and increases

life expectancy and satisfaction.

3. Lowers mental stress/anxiety and improves physical body conditions when living close to green

areas.

4. Reduces expenses on healthcare and hospitalization.

o Children Health and Development: 1. Housing is a core element of family life. 2.

Reduces the incidence of childhood-developed diseases and mental conditions. 3. Determines

future socioeconomic status and exposure to early-onset delinquency.

o Mental Health: 1. Creates a feeling of control and decision-making capacities, reducing

emotional stress and therefore doctors’ visits, increasing happiness/life satisfaction. 2. Reduce

stress linked to GBV.

o Well-being: 1. Gives autonomy, identity, and control over the living environment.

• Livelihoods and Employment – Social Cohesion, Resilience, Poverty Reduction, and

Economic Development: A shelter/a house can mean:

1. A physical and nancial, as well as a social, asset.

2. The provision of a place from where people can access other opportunities, e.g.: A) A place to

open a business or be rented, becoming source of income; or B). Have a postal address and ocial

access to public services: mail, water, sewage, or public lighting.

3. Jobs creation (and capacity building) through construction programs, positively aecting the local

markets.

4. An increase in community integration, showing higher rates of involvement in leadership and

participation, improving family social relationships.

5. An increase in investment in settlements by the own community, also leading to social interaction

in public spaces.

6. An improvement in social stability and security at the neighborhood level.

• Education: Shelter/Housing helps the creation of stable environments that:

1. Are the most eective to secure school registration and attendance, and educational performance.

3. Reduce child labor.

4. In the long-term increase access to better employment opportunities.

• Food Security and Nutrition: Access to shelter/housing:

1. Improves the capacity to secure food and access to better quality food.

2. Reduces the impact of malnutrition and other food-related conditions on children and women

during pregnancy.

IOM - STRATEGY FOR SHELTER AND SETTLEMENT FOR THE REGIONAL RESPONSE TO THE VENEZUELA SITUATION

• Gender and Family life: Access to shelter/housing:

1. Allows access to other basic human rights

2. Reduce family tensions and stress, reducing family breakdowns and GBV or other forms of domestic

abuse; and prevents family separation.

3. Increase access to equal opportunities for single female-headed households

4. Reduce social harassment, a consequence of economic vulnerability or SEA by landlords.

5. Increases privacy and sense of security.

• Disaster Risk Reduction: Access to reliable shelters/housing with higher construction standards

can:

1. Reduce vulnerability to future disasters, avoiding, for example, future land and resource damages,

and so reducing negative impacts on climate change.

2. Market contribution to reducing nancial shocks in a community.

3. Build people self-reliance to face future extreme events.

IOM - STRATEGY FOR SHELTER AND SETTLEMENT FOR THE REGIONAL RESPONSE TO THE VENEZUELA SITUATION

ANNEX 3. COMMON MISTAKES WHEN DESIGNING

PROPOSALS

NARRATIVE

Prior to writing

y Donor requirements: Each donor is dierent and has their own requirements. It is important to research each

donor’s specic project and proposal requirements including:

o Proposal format/template requirements

o Technical requirements for S&S interventions (e.g.; ECHO – Environmental requirements, USAID – Mosquito

nets specications, or BHA – emergency repairs restrictions)

y Coordination: Prior to developing the proposal, coordinate with other organizations, through the humanitarian

structures in the country/region, to avoid duplication and create synergies. If partnerships identied, it is important to

mention them in the proposal.

y Secondary Data Review and Needs Assessment: should serve as the baseline of the proposal. Identify

key data that can be mentioned throughout the narrative, that will explain project context, explain the need for an

intervention and justify the interventions proposed. For instance, DTM reports frequently include information about the

main needs of migrants, and shelter/housing is usually mentioned among the top needs.

y Feasibility: Proposals should be designed taking into account project feasibility, meaning, are proposed activities

achievable within the project timeline, operational context, organization capacity and budget.

o Feasibility Assessment: Recommend doing a quick analysis of the population/authorities’ needs against

organization resources and proposal time frame.

o Context/ Organization Feasibility: It is particularly important in S&S proposals to assess procurement and supply

chain feasibility prior to proposing interventions, for example, when international and/or large-scale purchases

are required as they require longer internal administrative procedures, as well as an administrative process with

customs release/nationalization. These considerations should be included in the proposal risk matrix. On the

same matter, consult the availability of items at the IOM Global Stocks, managed by Global Procurement and

Supply Unit (GPSU) in your region (For the Americas in Panama: UNHRD warehouse; also Oxfam and IFRC

stock hubs in Panama are available for IOM purchase)

o Implementation type: it is important to decide if the project will be implemented directly or through an

Implementing Partner, as this will impact project design, as well as project timeline. Review existing MoUs/

contracts and consider the timeframe for signatures of new contracts, as well as the timeframe for coordination

with Implementation Partners in the setup, ongoing implementation, and reporting of the project. These should

be reected in the project workplan.

While writing

GENERAL COMMENTS

y Flexibility: To the extent that the donor formats allow, present project initiatives in a exible manner, indicating that

the implementation context may change and be unpredictable.

o Complete the Risk Matrix taking into consideration political, economic and social risks that could aect project

implementation.

IOM - STRATEGY FOR SHELTER AND SETTLEMENT FOR THE REGIONAL RESPONSE TO THE VENEZUELA SITUATION

o Ensure risk reduction measures are part of the project design and are well communicated throughout the

document. This demonstrates the organizations capacity and planning, as well as safeguards the donors

investment.

o Avoid providing excessive details that could compromise implementation. Provide only the information request

by the donor, or information necessary to explain the proposed response. For example: If the donor does not

require the exact list of items, including items specications, in an essential household item kit, just give examples

of the items type.

y Contextualize activities: Activities must follow the country’s norms and regulations. In the past, some

proposals suggested activities that, due to the country’s norms and regulations, could not be implemented (e.g.; not

considering the regulatory status of the people targeted) or ended up being more expensive than planned (e.g.; not

considering taxes, fees or ination)

o Standards: Refer to international standards (e.g. SPHERE), country norms and regulations, and country/regional

interagency agreements/response plans (e.g. RMRP, HRP), as well as this strategy, with which the project is

aligned.

o Data: Mention key data from existing assessments, DTM reports or other relevant studies to contextualize the

proposal.

y Implementation Type: It is important to analyze IOM’s capacity for implementation when designing the project.

Consider if IOM has the capacity to implement activities directly or if an implementing partner should be contracted to

guarantee the technical capacity.

y Implementing partners (IPs): whether a newly identied or an MoU exist, must be mentioned in the proposal, to

demonstrate if the project will be implemented directly or through a partner.

o For IPs, consider checking on existing contracts and expiring dates with IOM Global Procurement and Supply

Unit (GPSU).

y Terminology: Each country has its own S&S terminology, which is used by IOM sta on daily basis, however, donors

may not be aware of it. It is important to use international humanitarian/development terminology in the

proposal documents. Activities and indicators must be aligned with humanitarian sectors (e.g.; Temporary Collective

Shelters should be under CCCM Sections, HLP in most of the cases is under Protection Sections). Similarly, make sure

to incorporate key donor-provided indicators (i.e ECHO´s KOI and KRI).

ACTIVITY SPECIFIC COMMENTS

y Multipurpose Cash Assistance (MPCA): is not considered shelter per se, even when the Minimum Expenditure

Basket (MEB) (and after it on the value transferred) includes shelter costs. Consider only Sectoral Cash, and MPC as a

complementary protection action.

y Non-food items (NFI): is not a synonym for essential household items. Non-food items also refer to dignity,

baby, school, and hygiene kits, which are not part of the shelter sector.

y Food Assistance:

o Food assistance cannot be included it under Shelter or Non-food items sections in donors’ proposals.

o When IOM is providing the food/canteen services in a Temporary Collective Shelter it is not part of

the management and coordination, nor infrastructure improvements of the shelter. It is important to

separate it from the shelter sector activities by including it in food security or nutrition sectors-depending on the

objective of the assistance and its characteristics. (This is also applicable to other sectoral services)

y Construction interventions: If possible, do not reduce the concept of the activity to exclusively “repairs” in project

proposals as it limits the extent of possible interventions carried out during project implementation. Words such as

“intervention” or “adequacy works” are recommended.

IOM - STRATEGY FOR SHELTER AND SETTLEMENT FOR THE REGIONAL RESPONSE TO THE VENEZUELA SITUATION

BUDGET

y Consistency: Budget should be consistent with the narrative. Ensure the duration of the project, sectors/

activities and total budget amount in the budget document matches the narrative proposal document. The Budget

should include adequate funding for the time period of the project as well as the required capacity.

y Keep it simple: Avoid over-complicated budgets divided in an excessive number of lines per sub-activities or even

payments. It does not allow exibility and increased accounting complexity.

y Hidden Costs: Ensure the budget accounts for all activity support costs such as labor, loading, and unloading,

transport, or warehouses, and fees and taxes.

y Monitoring and Evaluation(M&E): M&E activities have specic costs. Ensure the costs such as mid- and end-project

evaluation, post-distribution monitoring surveys, eld monitoring visits, monitoring sta, etc., are included in the budget.

y IP costs: Ensure your Implementing Partners have included 30% budget cost to cover sta and oce costs in

their proposals to IOM, and that this total budget amount is reected in IOMs budget lines.

IOM - STRATEGY FOR SHELTER AND SETTLEMENT FOR THE REGIONAL RESPONSE TO THE VENEZUELA SITUATION

ANNEX 4. BUDGET DESIGN RECOMMENDATIONS

In order to support project proposal design, specically when coming to budgets, here is a non-exhaustive and non-exclusive

list of elements to consider including when designing a Shelter and Settlements project budget. Not all recommendations

are applicable to all contexts and implementation options.

The project does not need to have a line for each recommendation listed below, it is important to keep it simple

and exible, listing only the main activity. However, all the estimated costs to ensure project implementation must be

considered, several costs can merge in one budget line and reected as lumpsum or unit cost.

GENERAL RECOMMENDATIONS

On Sta and Oce Costs

While generally is responsibility of the Resource Management Unit (RMU), it is recommended to make sure that:

□

Always include enough budget for at least one technical person (engineer/architect)

□

Shelter is not just about construction. Include sta budget to hire a multidisciplinary team that could

include: lawyers, social workers, economists, information managers… Analyze the type of sta proles needed to

have a successful project implementation.

□

In the case of Temporary Collective Shelters, day and night sta is required when IOM manages the

site. Include enough funding for managers and support managers to cover all day hours.

□

Shelter teams will require basic stationary, visibility, and other items (including computers, but others

such as tools, helmets, etc, depending on the type of activities) to perform their tasks properly and safely.

□

Telecommunication cost (phone credit) for the shelter team

□

Warehouse management/maintenance funding (including rental cost, if applicable). For some donors

(e.g.; CERF) and depending on the project characteristics, it can be included it under operational cost.

□

If an exclusive S&S project (SN code), include enough funding for TDYs . (e.g.; daily eld trips, monitoring and

evaluation eld trips, donors visits…)

□

If there are not enough vehicles available in the mission, and those are required for daily work of the Shelter Unit,

make sure there is funding to purchase new ones or rent enough to ensure eld visits. (If the sta can move on

public transport by themselves, including a stipend to cover transportation costs)

□

Licenses for graphic design and engineering/architectural software for IOM sta, based on ToR and

needs.

□

In non-S&S exclusive projects (shared with other Units, and Departments within the mission) lines of: stationary,

visibility, IT, telecoms, warehouse, and transportation, can be separated per Unit Operational Cost. Conrm with

RMU.

□

If a non-exclusive S&S project, include under each activity or monitoring and evaluation lines the estimated cost of

required TDYs for the team.

□

Inclusivity goes beyond project activities; it also includes sta hiring. Therefore, it is important to consider, when

hiring people with disabilities, a budget allocation for Reasonable Accommodation in order to, for example,

adapt the workspace to the specic needs that allow the person to carry out the job or undertake a training

IOM - STRATEGY FOR SHELTER AND SETTLEMENT FOR THE REGIONAL RESPONSE TO THE VENEZUELA SITUATION

Operational

□

Remember consultancy costs (including salary) are part of operational costs.

□

If IOM has a coordination role in the country, include funding for Shelter (and CCCM) Sector support

activities (e.g.; Joint Needs Assessment, trainings…)

□

For each main/big activity create a budget line to better monitor the intervention. Keep it simple and

exible. This line should include all the costs of the implementation as Lumpsum or total Unit Cost (see items

descriptions on the bullet points below).

□

For CBI activities check the Budgeting and Accounting Structures (ACO Alert No. #18

) for

budget line distribution and WBS assignation.

□

Internal sta capacity building funding, to participate of webinars, fora, etc; as well as to organize internal

training.

□

Include a Monitoring and Evaluation budget line

□

Cost to mainstream AAP/CwC and PSEA must be included in the budget, including Complain and Feedback

Mechanisms (CFM).

□

Incorporate enough budget to include S&S assessments and/or other information-gathering forms

that help informing the response.

□

Consider if the project is relevant enough for the S&S community of practice or the mission itself, funding to

produce a case study, produce communication materials such as videos or press notes, etc.

□

When implementation is done through an Implementing Partner, remember to add 30% of sta and oce

costs for their activity implementation

□

Always include an extra 10% cost based on total operational for contingency, mainly when large procurements

are envisioned.

ACTIVITY SPECIFIC RECOMMENDATIONS

For any kind of essential household items, shelter materials and tools distribution

□

If in-kind:

• Transportation to the warehouse and from it to the distribution location, including labor for loading and

unloading, and sta transport cost for the distribution day

• Storage cost (see also the above-mentioned line on warehousing)

• Purchase unit cost (consider if it is a local/national or international purchase, in case of international

include customs taxes costs (and delivery timing))

79 Link to CBI Global sharepoint. Link

IOM - STRATEGY FOR SHELTER AND SETTLEMENT FOR THE REGIONAL RESPONSE TO THE VENEZUELA SITUATION

□

If vouchers:

• Cost of designing and printing the vouchers or cards

• Potential fees associated to the vouchers/cards used by the beneciaries

• Net cost of the assistance

• If distribution is not managed case by case, individually, consider sta transport and other logistics for the

distribution day, see recommendations for in-kind and open spaces in this section.

□

IEC materials designing and printing cost

□

Stipend (cash-for-work) for volunteers, if necessary, during distribution

□

If market assessment is considered/necessary (depends on the size of the exercise and secondary data

available):

• IT items for the information collection (including virtual surveys or interviews)

• Day tool training costs (see in other activities costs to consider for training)

• IM capacity (sta cost)

• Transportation for the sta/enumerators/volunteers

• Stipends (cash-for-work) for volunteers and/or enumerators

• Graphic design consultancy if going to be published

□

In case of distribution in open spaces:

• Materials for delimitation and signaling at the distribution area

• Furniture such as tables and chairs (rent or transport from the oce)

• Creation of shadow areas (rent or transport from the oce)

□

If vocational trainings or other capacity-building actions are considered:

• Room/workshop rental cost

• Catering cost (Food, Coee breaks)

• Transport, Accommodation, DSA of participants and trainers (stipend)

• Stationary and other support items + Materials printing

• Sample materials or items for trainer demonstrations or trainee practice

• Field visits

• Trainer hiring cost if there is no capacity within the mission (Consultancy contract)

□

If sensitization activities are considered during distribution:

• IEC designing and printing cost

• Stationary and other support materials

• Water bottle distribution depending on the duration and drinkable tap water availability.

• Furniture such as tables and chairs depending on the duration (rent or transport from the oce)

• If on an open space: Creation of shadow areas (rent or transport from the oce)

For Temporary Collective Shelter Interventions

□

IEC and signage designing and printing costs

□

Site manager oce items costs (e.g. IT, stationary, furniture…)

IOM - STRATEGY FOR SHELTER AND SETTLEMENT FOR THE REGIONAL RESPONSE TO THE VENEZUELA SITUATION

□

Building/Land Rental cost for the implementation period of the project, if land or building is not public or

has not been a concession

□

Utility costs for the implementation period of the project (e.g.: electricity, gas, water, phone lines, Wi-Fi…)

□

Support services costs, such as laundry, computer room, etc; during the project implementation period.

□

Basic maintenance/repair works (labor and materials)

□

Cost of implementation and maintenance of Complaint and Feedback Mechanisms (CFM), including

organizational capacity to close the loop.

□

If governance structures (committees) are created or supported:

• Capacity-building actions

• Sensitizations

• Materials/Items to perform their role

□

If capacity building activities are considered:

• Room rental cost

• Catering cost (Food, Coee breaks, etc.)

• Transport, Accommodation, DSA of participants and trainers (stipend)

• Stationary + Materials printing

• Field visit to Collective Shelters (if necessary)

• Trainer hiring cost if there is no capacity within the mission (Consultancy contract)

□

If infrastructure intervention activities are considered:

• Need assessment of the site: Safety Audit, Technical Assessments, etc. See the market assessment

recommendations on the section above.

• If IOM country mission does not have a technical/engineering person/unit:

o Analyze previous interventions to compare costs, based on the need identied. If not available,

check with other S&S partners in the country.

o Engineering/Architectural Oce consultancy subcontracting cost

o Construction company subcontracting cost

• If IOM country mission has a technical/engineering person/unit:

o Compare previous interventions to compare costs, based on the need identied. If not available,

check with other S&S partners in the country.

o Prepare a basic budget including labor and materials costs, plus logistics such as material

transportation

□

If the provision of equipment is considered:

• Transportation, including labor for loading and unloading, and storage cost

• Purchase unit cost (consider if it is a local/national or international purchase, in case of international

include customs taxes costs (and delivery timing))

• Include installing, maintenance, and guarantee costs.

□

Always consider the provision of non-food items (essential household or hygiene items) as a

complementary intervention, if no other actor is in charge of it.

□

Always consider having exible funding to cover basic service gaps at the collective shelter.

IOM - STRATEGY FOR SHELTER AND SETTLEMENT FOR THE REGIONAL RESPONSE TO THE VENEZUELA SITUATION

For hotel/hostel accommodation

□

Unit cost per night per person at a hotel/hostel that achieves minimum habitability standards (It is important

to have previous hotels identied and assessed)

□

Include taxes, if not included on the unit cost per night.

□

Include three meals per day per person, if not included in the hotel rate (can be through CBI, and if mentioned

on the rationale, mention it is a complementary service or include it under food security/nutrition)

□

Transportation for the individuals from the place of registration/identication to the hotel/hostel (can be

through CBI)

□

Consider including laundry, phone, and other basic services costs during the stay at the hotel/hostel

□

Take into account that this is almost a case management type of intervention, which has high daily monitoring

costs (meaning sta and sta transport costs)

□

Always consider the provision of non-food items (essential household or hygiene items) as a

complementary intervention, if no other actor is in charge of it.

For Rental Assistance Programmes

□

Net cost of the rental assistance (the amount can be an average and change case by case)

□

Ta xes and fees of transactions for rent payment

□

IEC designing and printing costs

□

Assessments and information gathering/consultation costs, generally for: Habitability Assessments,

Housing Market Assessments and/or HLP Country Proles. See the market assessment and the training

recommendations in the sections above for “For any kind of essential household items, shelter materials and tools

distribution”.

□

Notary and/or Lawyer costs for contracts (based on country norms and regulations)

□

Rented house utilities costs during the period of coverage, if considered for the project

□

Take into account that this is almost a case management type of intervention, which has high daily monitoring

costs (meaning sta and sta transport costs)

□

If housing improvements are considered. See the infrastructure interventions recommendation on the section

“For Temporary Collective Shelters” and the full recommendations on “For any kind of essential household items,

shelter materials and tools distribution” sections on this checklist.

IOM - STRATEGY FOR SHELTER AND SETTLEMENT FOR THE REGIONAL RESPONSE TO THE VENEZUELA SITUATION

For Settlements-based interventions

□

• Assessment (Area-based assessment, service mapping…) and information gathering costs. See

the market assessment and the training recommendations in the sections above.

□

For community participation activities:

• IEC designing and printing materials

• Furniture such as tables and chairs (rent or transport from the oce)

• Stationary and other support materials

• Water bottle distribution depending on the duration and drinkable tap water availability

• If on an open space: Creation of shadow areas (rent or transport from the oce)

• Stipends for those participating depending on the timing of the day and other considerations

□

For support of governance structures and work with authorities:

• Meetings cost (transport, stipends, rooms, coee, etc...)

• Capacity-building actions

• Sensitizations

• Materials/Items to perform their role

□

If urban infrastructure interventions are considered:

• Include needs assessment and service/infrastructure mapping costs. See the market assessment and the

training recommendations in the sections above for “For any kind of essential household items, shelter

materials and tools distribution”.

• See the infrastructure interventions recommendation on the section “For Temporary Collective Shelters”

and the full recommendations on “For any kind of essential household items, shelter materials and tools

distribution” sections on this checklist.

• See the community participation recommendations in this section

IOM - STRATEGY FOR SHELTER AND SETTLEMENT FOR THE REGIONAL RESPONSE TO THE VENEZUELA SITUATION