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Improving labour market data sources in Myanmar through support to the National Labour Force and School-to-Work Transition Survey - Final Evaluation

eval_number:

2525

eval_url:

https://webapps.ilo.org/ievaldiscovery/eval/2525

lessons_learned:

themes:

theme:

Labour standards

category:

International Labour Standards

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comments:

Project management, ILO Liaison Office, ILO ROAP, MOLES/DOL, CSO, and DOP, ILO’s Decent Work Programme, ILO Geneva (Statistics and Programmes),

challenges:

Lack of TORs for consultants, delay in mobilizing CTA, low development project managerial skills in government agencies, not using national consultants

success:

MOLES leadership under the Permanent Secretary (concurrently DOL Director General), committed and cooperative DOL staff

context:

The ILO ROAP designed the Project in consultation with the ILO Liaison Office and concerned government agencies.

description:

In a technical assistance project, it is important to have a clear understanding and agreement on the roles and responsibilities of implementing partners and detailed job description or terms of reference is required of any short- or long-term engagement. It took almost 18 months for the ILO Liaison Office to sign service contract with MOLES, largely due to different positions taken by MOLES/DOL and CSO, which led to changes in implementation arrangements. Originally, CSO was to conduct the survey and provide technical support and MOLES/DOL to provide policy guidance, but later on MOLES/DOL took over survey responsibility because it realized that CSO had another commitment and had inadequate capacity. While concrete evidence does not exist, but anecdotal evidence based on some key informants suggests that MOLES/DOL may not have been willing to share resources with other agencies on a fair basis. The Project had allocated funds for engaging short-term consultants but the Project Document did not have TORs for consultants. The project document did not provide clear guidance on the use of consultancy budget. Had the need analysis done adequately at the formulation stage, the Project could have avoided this shortcoming and capitalized on short-term consultant inputs. Consultant engagement at the beginning of the Project in light of delayed mobilization of CTA. It was unrealistic to expect the Project staff to come up with TORs given that the original implementation period was only 18 months.

administrative_issues:

Limited due diligence for institutional capacity assessment, non-engagement of budgeted consultants

url:

https://webapps.ilo.org/ievaldiscovery/lessons/219549

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location:

country:

Myanmar

region:

Asia and the Pacific

---

eval_title:

Improving labour market data sources in Myanmar through support to the National Labour Force and School-to-Work Transition Survey - Final Evaluation