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THE ILO-NORWAY PROGRAMME COOPERATION AGREEMENTS ON SKILLS DEVELOPMENT (2016-2023)

eval_number:

511219

eval_url:

https://webapps.ilo.org/ievaldiscovery/eval/511219

location:

country:

Malawi

region:

Global

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country:

Senegal

region:

Global

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country:

United Republic of Tanzania

region:

Global

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country:

Ghana

region:

Global

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country:

Ethiopia

region:

Global

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country:

Lebanon

region:

Global

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eval_title:

THE ILO-NORWAY PROGRAMME COOPERATION AGREEMENTS ON SKILLS DEVELOPMENT (2016-2023)

recommendations:

date:

2024-03-13 00:00:00.0

themes:

theme:

Organizational issues

category:

Results-based management

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action_plan:

o Staff can benefit from a two-year contract as per new HRD rules, provided the resources are available. o COPs will be structured by the Programme Manager between countries that have similar interventions. o The project will continue to enhance the capacity of the NPCs by providing trainings (including on resource mobilisation techniques) and allow to participate in different strategic meeting o The project will support the secondment of NPCs to other countries, of resources allow.

management_response:

Partially Completed

progress:

Partially achieved

admin_units:

SKILLS

title:

Recommendation 4: Address staffing and capacity issues It is recommended that teams are expanded globally, regionally and nationally so that the complexity of the programme can be addressed (see Annexe A10 for more details). - Global Level: Securing adequate global resources is critical for the successful implementation of GSPL3 in general and for the existing NORAD funded programme. It is essential for the programme to continuously adapt to the evolving needs and expectations of different countries. Despite the programme’s emphasis on regional efforts, it remains imperative to maintain a global coordination team that not only supports various regions but also specifically the African programme. The roles and procedures should be refined further, with a focus on expediting processes such as reporting, management, and decision-making. This will ensure the timely availability of funds and timely support for national projects. For ILO to assume its new role, teams and stakeholders rely on globally sourced inputs, up-to-date documentation, communication materials, tools, and support mechanisms (internal ‘key account’ thematic experts), which should be globally curated but implemented and quality-assured at the regional level. To achieve this, the programme needs a senior global manager, a knowledge manager, a communication manager, and an M&E-cum Service Tracker manager. - Regional Level: With the increased demand from 28 African countries seeking technical support from the ILO, the ongoing discussion of building a regional thematic hub is laudable but needs to be adequately resourced. The African subcontinent is very diverse with regard to political stability, economic development what needs to be taken into account and adequate staff needs to be available. To respond effectively and quickly, it is required that the ILO ensures a critical mass of skills experts, and a support for national teams in knowledge management, communication and monitoring/evaluation which responds quickly and strategically to the requirements of NPCs. - National Level: In countries with standalone projects: address insecure contractual status of NPCs and ensure a minimum staff strength, comprising of NPC-admin and two junior staff for monitoring, knowledge management/communication. NPCs have multiple strategic roles to play and should be able to focus on strategic, technical and managerial work, which also includes fundraising. Additional capacity building of staff should be offered on thematic, programme cycle management, mainstreaming of transversal themes and reporting and M&E. The potential of communities of practise for capacity building can be significantly expanded by offering focussed thematic exchanges with the support of specialists and experts from different countries. Constituents, implementation partners and NPCs will benefit from these need based exchanges. It is also suggested that mid-term evaluations are replaced by internal strategic reviews and annual backstopping missions in each country.

project_symbols:

NO_DC_SYMBOL_77

url:

https://webapps.ilo.org/ievaldiscovery/recommendations/511261

information_source:

Regional Office

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