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Engendering informality measurement for Labour Force Surveys - Final evaluation

eval_number:

3260

eval_url:

https://webapps.ilo.org/ievaldiscovery/eval/3260

location:

country:

Inter-Regional

region:

Inter-Regional

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eval_title:

Engendering informality measurement for Labour Force Surveys - Final evaluation

recommendations:

date:

2025-08-20 00:00:00.0

themes:

theme:

Organizational issues

category:

Planning and programme design

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comments:

Any follow up project work is subject to the extensive monitoring and evaluation frameworks of the ILO and the donor. This includes a mix of formal and informal mechanisms such as monthly regular calls with the donor (supported by documentation of progress and all activities advancing under the project), and less regular (annual) progress reporting and evaluation (final only given the scale of funding involved). This has been considered by both the donor and the ILO to represent a robust and efficient means to monitor and evaluate project activities and progress and allows open discussion of any mitigations or adaptations when needed. Considering this all parties are satisfied with the current approach and a strong working relationship is being maintained.

action_plan:

The ILO and the donor have created a mix of monitoring and evaluation mechanisms under the phase II project including monthly catchup briefings supported by documentation of progress and activities, and less regular annual progress reporting plus a formal final evaluation. This process is being implemented in a manner that both parties find satisfactory.

management_response:

Partially Completed

progress:

Partially achieved

admin_units:

STATISTICS

title:

Endorse the design and development of an “impact-oriented” framework, intervention strategy, and M&E system for Phase II, with the support of M&E and systemic change expertise. ● R.1.1. Construct a comprehensive Theory of Change prioritizing impact-oriented activities, outputs and outcomes to notably inform resource allocation and general planning. This will allow a clearer focus on longer-term integration with national systems and policy processes. ● R.1.2. Define and track relevant indicators accordingly. Adopt a “less is more” approach to avoid overloading M&E processes with excessive indicators, but rather keep a clear focus on indicators that truly reflect change. Mindset and behaviour change indicators should be included. ● R.1.3. Conduct robust feasibility studies, risk and needs assessments, and ensure exit strategies are developed through participatory approaches, and clearly understood by all key stakeholders, early in Phase II. This should include countries that participated in Phase I. ● R.1.4. Address Volume versus frequency, and cost versus quality questions issues, during initial consultations with regional and national counterparts; Integrate client-centric approaches when adapting questionnaires. (E.g., design thinking) ● R.1.5. Identify additional partners to ensure effectively a transition notably to stronger self-sustainability. ● R.1.6. Conduct a mid-term (self or internal evaluation) - notably to allow corrective measures and a final independent evaluation accordingly to ILO Policy requirements for project evaluations. ● R.1.7. Seek the support of M&E and Systemic change management expertise for strategic and operational guidance/support at an early stage in order to embed change management throughout the project’s lifecycle.

project_symbols:

GLO/20/27/GAT

url:

https://webapps.ilo.org/ievaldiscovery/recommendations/2356983

information_source:

Head Quarters

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