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Better Work Global – Phase IV - Final cluster evaluation

eval_number:

3191

eval_url:

https://webapps.ilo.org/ievaldiscovery/eval/3191

location:

country:

Inter-Regional

region:

Inter-Regional

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eval_title:

Better Work Global – Phase IV - Final cluster evaluation

recommendations:

date:

2023-01-16 00:00:00.0

themes:

theme:

Organizational issues

category:

Resource management

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action_plan:

In its next strategic phase, in collaboration with LABADMIN/OSH, Better Work will reinforce the capacity of labour administrations, and share data with labour inspectors to help design strategic compliance plans and better understand industry dynamics, including by scaling up a labour inspector secondee programme. Better Work will also work through LABADMIN/OSH to support labour inspectors to use and analyse effectively digitalized compliance data. Beyond working with labour inspectorates, Better Work compliance data can also support institutions in the prevention and settlement of disputes. In Indonesia, the programme will continue working closely with relevant national stakeholders to implement and improve labour law and reform labour inspection. It will continue exploring the use of Better Work data and resources by government and other stakeholders to support or reform the labour inspection function. In doing so, the programme hopes to continue building the capacity of labour inspectors to inspect and support remediation of labour violations and better systems for labour inspection. In Cambodia, BFC will implement a robust roadmap to strengthen institutional and MoLVT employee inspection and industry support capacity, especially the labour inspectorate and department of OSH officers. A Joint Workplan between BFC and MoLVT will outline key activities and milestones for capacity and knowledge transfer. This includes an induction programme for current and new labour inspectors on technical and transferable skills, joint assessment visits. In Egypt, as asthe relationship with the inspection unit of MOM expands, Better Work Egypt will begin collaborating with labour inspectors to enhance their assessment capacity - in conjunction with other ILO projects that focus on capacity building of labour inspectors. In Ethiopia, throught the ONE-ILO Siraye programme, the programme aims to ensure that pabour inspectorates of MOLSA and five regional BOLSAs have technical capacity and resources to do regular inspection and assure compliance of international/ national law and regulations. This includes the development of an information management system, the engagement of universities for specialized inspections, and the promotion of female labour inspectors. "In its new strategic phase, Better Work will build on work undertaken to date to ensure the long-term sustainability of its impact by supporting the ILO’s efforts to strengthen national capability to sustain improvements in compliance. In each country, together with the dedicated ILO technical units and country offices, constituents and garment industry stakeholders will be supported to develop long-term strategies for sustainable and inclusive growth of the sector. Working closely with ACTRAV, Better Work will leverage its partnerships with worker organizations to strengthen their capacity to promote worker voice and representation in the industry. Capacity building efforts will include access to data to support evidence-based social dialogue and bargaining. Building on strong partnerships developed with employer organizations in Better Work country programmes to date, the programme will continue its strong collaboration with ACT/EMP specialists at the regional and headquarters levels, in order to advance the work of national apparel employer federations and continue to build their technical expertise and representational mandate." As part of the new 2022-2027 strategy, all Better Work country programmes have developed or are in the process of developing sustainability roadmaps/workplans that focus on the gradual transition from factory-level to national-level activities. A series of workshops have been held to this end. The programme will adjust its fundraising strategies in the coming years as the transition of services is materializing. The fundraising strategy will consider different national contexts which might involve different cost recovery strategies.

management_response:

Partially Completed

progress:

Partially achieved

admin_units:

BETTERWORK

title:

Recommendation 1: Reallocate (some of the) resources from implementation of factory-level services to capacity building of constituents and stakeholders to take over these activities. Currently, stakeholders rely extensively on BW for assessments and advice. As a result, the programme has limited sustainability, but also has limited impact beyond the participating factories. Well-trained and trusted labour inspectorates, and similar institutions (e.g., labour inspectorates), can take over the activities, tools, and methods of BW and eventually apply this knowledge to other sectors as well.
Several actions can be taken to implement this recommendation:
- Invite relevant stakeholders (labour inspectorates, OSH departments, social security services) to accompany enterprise advisers and allow them to contribute to the assessments and advisory services. A BW staff member can also be seconded to a relevant stakeholder to support their work processes and incorporate the BW activities. This builds their ability to conduct such services independently.
- Design additional capacity building efforts for sectoral and national-level stakeholders related to factory services as well as policymaking. This contributes to their ability to discuss and implement laws and policies on working conditions. Capacity building of trade unions, and support to social dialogue should be a priority.
- Ensure the gradual transition from factory-level to national-level activities. A quick transition may create confusion and stakeholders may not be ready. Organise workshops with relevant stakeholders to co-create a plan to phase out some the factory-level activities and identify areas with limited capacity to target through additional capacity building efforts.
- Adjust budgeting and fundraising accordingly, to account for the possible reduction of cost recovery due to the reduction of the factory services.

project_symbols:

GLO/17/55/MUL

url:

https://webapps.ilo.org/ievaldiscovery/recommendations/16568

information_source:

Country Office

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