INFORMATION SESSION
ON THE ILO DEVELOPMENT
COOPERATION STRATEGY 2015-17
13TH AFRICAN REGIONAL MEETING
ADDIS ABABA, 3 DECEMBER 2015
Session outline
• Introduction
– Why a new Development Cooperation Strategy?
– Highlights of the ILO Development Cooperation
Portfolio in the African region
– Building blocks of the Development Cooperation
Strategy and implementation in the African region
• Statements of constituents
• Questions & Answers
Why a new Development
Cooperation Strategy?
3
Changing global context:
Internal processes:
• SDGs: decent work is
driver of sustainable
development
• Financing for
Development: new actors
and partnerships
• UN system-wide
coordination effort
• Governing Body request
• ILO reform and field review
• Programme & Budget 201617
• Independent evaluation of
the TC strategy 2010-2015
 GB Adoption of the DC
Strategy 2015-17 in November
2015
Approvals in Africa ± back to pre-2012 level,
Africa has 2nd biggest portfolio after Asia
XBTC Approvals by Region, 2010-2014
120,000
(US$ thousands)
100,000
80,000
60,000
40,000
20,000
0
2010
Africa
2011
Americas
2012
Asia
2013
Europe
2014
Arab States
Employment is a priority for ILO and its funding
partners, followed by Standards, Social Protection
and Social Dialogue
XBTC expenditure by Strategic Objective in Africa (2010-14)
80,000
70,000
(US$ thousands)
60,000
50,000
40,000
30,000
20,000
10,000
0
2010
2011
Standards
5
Employment
2012
Social Protection
2013
Social Dialogue
2014
Policy Making
Partnerships in Africa
Total XBTC approvals in Africa by source of funding (2010-2014)
DDF
9.2%
PPPs
3.5%
Social partners
0.1%
IFIs (Banks)
2.1%
Multi-bi
53.0%
UN system
22.8%
EU and OIGO
9.4%
6
5 of the top 10 recipient countries are
also funding ILO’s technical assistance
2014
Ranking
1
2
3
4
5
6
7
8
9
10
7
Country
Egypt
Somalia
South Africa
United Rep. of Tanzania
Zambia
Madagascar
Tunisia
Benin
Mozambique
Dem. Rep. of the Congo
US$
7,221
7,089
5,657
4,534
4,492
3,288
2,841
1,801
1,724
1,702
ILO in Africa
TUNISIA
MOROCCO
ALGERIA
WESTERN
SAHARA
LIBYA
EGYPT
MAURITANIA
MALI
NIGER
ERITREA
SENEGAL
CHAD
THE
GAMBIA
GUINEA
BISSAU
Cape Verde
SUDAN
DJIBOUTI
BURKINA
GUINEA
BENIN
SIERRA
LEONE
COTE
DTVOIRE
TOGO
NIGERIA
LIBERIA
ETHIOPIA
SOUTH
SUDAN
CENTRAL
AFRICAN
REPUBLIC
GHANA
CAMEROON
EQUATORIAL
GUINEA
GABON
REP. OF
THE
CONGO
Sao Tome
DEMOCRATIC
REPUBLIC
OF THE CONGO
(ZAIRE)
RWANDA
UGANDA
KENYA
SOMALIA
Comoros
BURUNDI
TANZANIA
ANGOLA
Mauritius
Seychelles
MALAWI
ANGOLA
ZAMBIA
MOZAMBIQUE
160 ongoing projects
in 34 countries
8
MADAGASCAR
ZIMBABWE
NAMIBIA
BOTSWANA
LESOTHO
SOUTH
AFRICA
SWAZILAND
Not counted:
Regional or subregional projects
With allocation of some 50 million $
The four building blocks
• Resource integration and
more balanced
distribution
• Alignment
• Fragility
• Larger programmes
•
•
•
•
Focus
Value for Money
Quality & Results
Decentralization
Staff development
Effectiveness
ILO DC
Strategy
2015-17
•
•
•
•
9
Converging efforts
Diversify & consolidate
Flexibility
Predictability
Resources &
partnerships
Capacity
development
• Quality
• Constituents’ needs
and approaches
Highlights of the new DC Strategy
Focus on priorities
• Alignment of P&B 2016-17 and DWCPs with:
–
–
–
2030 SDGs
National development strategies
Regional agendas:
•
Agenda 2063
•
2015 African Union Declaration and Plan of Action on Employment,
Poverty Eradication and Inclusive Development
•
Decent Work Agenda in Africa 2015-2024
•
Aim for projects/programmes with a duration beyond the 2-3 year
funding period that can be handed over to national counterparts.
• Fewer outcomes, 5 Flagships
• DWCPs as the main vehicle for ILO support to national and regional
priorities’ implementation.
• Greater agility to deploy to fragile situations (Ebola-hit countries,
mass migration and refugees, conflicts, natural disasters)
– A framework strategy for ILO’s engagement in promoting DW in fragile states
in Africa
10
Highlights of the new DC Strategy
Effectiveness for impact
• Improved data accessibility, transparency and visualization
• Incorporation of the Busan principles and Addis Ababa Action
Agenda (e.g. GPEDC)
• Adherence to the Value for Money principle
• Improve communication of results with national and regional
development partners
• Strengthen institutional supervisory and monitoring mechanisms with
constituents
• Consider establishing temporary ILO presence in non-resident
countries facing fragility and special situations
11
Highlights of the new DC Strategy
Capacity development for policy change
• Constituents’ needs and demands drive ILO’s capacity
development activities (bottom-up approach)
• Capacity development of constituents for:
– policy change/influence and monitoring of SDG implementation
– mobilizing financial resources
• Simultaneously addresses technical, organizational and
institutional competencies
• Implement a complementary capacity-building programme for
the various categories of stakeholders as needed
• Facilitate the dissemination and sharing of information
• Enhanced ILO focus on national ownership of the programmes
and projects and institution building (impact and sustainability)
• South-South and Triangular Cooperation
12
Highlights of the new DC Strategy
Shared resources and partnerships
•
•
•
•
•
•
13
Step up resource mobilization for the implementation of
DWCPs
Integrated resource management (RB, RBTC, RBSA, XBTC +
non-funding partnerships and modalities)
Increase diversification of resources (PPPs, DDF, IFIs…)
Domestic development funding potential, with constituents
Policy coherence with regional development banks in resource
mobilization strategies.
Strengthen the strategic partnership around the
implementation of DWCPs, particularly in the UNDAF
framework.
INFORMATION SESSION
ON THE ILO DEVELOPMENT
COOPERATION STRATEGY 2015-17
13TH AFRICAN REGIONAL MEETING
ADDIS ABABA, 3 DECEMBER 2015