Information and Knowledge Management
Assignment 2: Country Based Policy Analysis
Implementation Strategy
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Geneva, August 2012
DW Country Policy Analysis Strategy, draft, 27.08.12
Contents
Acronyms ............................................................................................................................................ 2
1.
Mandate and rationale ............................................................................................................... 3
2.
Uses and users of the Decent Work Country Policy Analyses .................................................... 4
3.
The Decent Work Country Policy Analyses ................................................................................. 5
What will they be like? .................................................................................................................... 5
What technical inputs will they draw on? ...................................................................................... 6
What will be the process for their development? .......................................................................... 7
4.
Implementation strategy ............................................................................................................ 8
Vision and strategic framework ...................................................................................................... 8
Supply – tools ................................................................................................................................ 10
Supply – capacity........................................................................................................................... 11
Demand ......................................................................................................................................... 13
An enabling environment ............................................................................................................. 13
Country Analyses........................................................................................................................... 14
5.
Reporting and evaluation.......................................................................................................... 15
6.
Logical framework – key elements ........................................................................................... 17
7.
Logical framework – intervention plan ..................................................................................... 23
Acronyms
Common Country Analysis
Decent Work Country Programme
Decent Work Country Policy Analysis
Decent Work Team
Regional Office
United Nations Development Assistance Framework
United Nations Development Assistance Programme
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2
CCA
DWCP
DWCPA
DWT
RO
UNDAF
UNDAP
DW Country Policy Analysis Strategy, draft, 27.08.12
1.
Mandate and rationale
The Programme and Budget 2012-2013 places special emphasis on information and knowledge
management with the objective of improving the ILO’s services to Constituents and achieving
operational synergies. Three inter-related assignments were initiated as a result of decisions of the
Governing Body and the Director General1:
1. Global Research and Publications
2. Country Based Policy Analysis
3. Information and Knowledge Management Gateway
The present document provides an implementation strategy for Assignment 2. This assignment
addresses the need of Constituents and ILO offices and staff at different levels for country-level
analysis relevant to the 2008 Social Justice Declaration and the Decent Work Agenda.
While in most countries a large quantity of relevant data and reports are available, they are not
brought together in an easily accessible and functional format. No analysis is available that reflects
the 2008 Declaration’s vision that the four pillars of the Decent Work Agenda, employment, social
protection, social dialogue, and respect for rights, and the cross-cutting theme of gender equality,
are inseparable, interrelated, and mutually supportive. This limits the ability of the Constituents and
the ILO to conduct evidence-based advocacy for effective Decent Work policies, or (in the case of
Governments) to formulate such policies. It also means that the ILO’s view on the Decent Work
situation and policy options in a country is not unequivocally stated and presented in a single
document. This affects its influence with development partners at the country level and in global
debates relevant to Decent Work.
Assignment 2 will therefore develop a service of the ILO to its Constituents and for internal use that
will apply a common methodology for analysing available data and findings, gaps and polices related
to the 2008 Declaration and the Decent Work Agenda. The end-product of the service will be Decent
Work Country Policy Analyses2, which will provide succinct, coherent, integrated and easy-to-read
summaries and analysis of the Decent Work situation and policies in a country and provide strategic
policy options for the further promotion of Decent Work for all women and men.
The Decent Work Country Policy Analysis (DWCPA) methodology will build on lessons learned and
existing good practice for integrated Decent Work country analysis conducted by Country Offices,
Decent Work Teams (DWTs) and Regional Offices (ROs), the Global Jobs Pact approach, Decent Work
Country Profiles, and other country level reviews. The DWCPAs will be different from each of these
other products because they cover all four strategic pillars of the Decent Work Agenda and the
cross-cutting theme of gender, consider their interrelationships and have a primarily practical
purpose, i.e. be an instrument in the hands of Constituents and ILO Country Offices. Having DWCPAs
available to member States at times when policies and plans are being formulated will allow the ILO
and its Constituents to better position decent work issues at the national level, and relate them to
key national policy frameworks, reform processes, and cooperation frameworks. It will also allow the
DW Country Policy Analysis Strategy, draft, 27.08.12
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Director General’s Minute on Special Assignments on Information and Knowledge Management, 30.8.2011
and Governing Body Room document 310, March 2011
2
Earlier documents referred to scans. While this terminology was possible in English, Spanish and French
translations would not be appropriate. A better name is under consideration.
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ILO and its Constituents to more strongly advocate and promote the centrality of the Decent Work
Agenda in national, regional and global policy debates and forums. The assignment therefore
directly supports the implementation of the 2008 Social Justice Declaration.
2.
Uses and users of the Decent Work Country Policy Analyses
Concretely, the following uses of the DW Country Policy Analyses are foreseen:
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Serve as a programmatic instrument for the development, renewal and evaluation of Decent
Work Country Programmes (DWCPs)
Serve as a strategic and technical input for use in national tripartite policy dialogue
Offer technical inputs to the development of national policies and plans
Contribute to analysis and planning frameworks including the Common Country Analysis
(CCA), the UN Development Assistance Framework (UNDAF), the UN Development
Assistance Programme (UNDAP) and those of other development partners
Indicate areas for further research, in particular with regard to linkages and synergies
between different aspects of Decent Work
Contribute to discussions relevant to Decent Work in sub-regional, regional and global
forums
Provide a general reference for reliable country-level analysis
These possible uses are mutually supportive and in many countries the DWCPAs will serve several
purposes at the same time as different policy making and planning processes are taking place
simultaneously.
Providing inputs into Decent Work Country Programmes is a priority objective of the DWCPAs, and
the DWCPAs will be structured to serve this purpose in the first place. DW Country Policy Analyses
will only be prepared at the request of Constituents and ILO County Offices. It is foreseen, though,
that most countries that prepare DWCPs will find that the DWCPAs provide an indispensable basis
for indentifying priorities and developing interventions to address them. In such countries it is
foreseen that the DWCPAs will become an integral part of the DWCP planning and implementation
cycle. The Guidebook for preparing DWCPs confirms this function of the DWCPAs3.
In line with the above, the intended primary users of the DW Country Policy Analyses are:
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ILO Decent Work Country Programme; A guidebook, version 3, 2011
DW Country Policy Analysis Strategy, draft, 27.08.12
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Constituents in the country, whose contributions to development of national policy
frameworks and plans, including the DWCP, will be enhanced.
Country Directors and country office teams, whose ability will be improved to prepare the
DWCP, to advocate for and contribute on Decent Work in national policy and plan
development, to advocate for the Decent Work Agenda within the UN and with other
development partners, and to mobilise resources.
Other users will include:
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3.
DWT Directors and specialists, who will be better able to provide policy and programming
advice to Constituents and Country Offices, to contribute to discussions in (sub)regional and
global forums, to enhance learning among countries and sectors, and to mobilize resources.
Regional Offices who will have substantial comprehensive and continuous input for regional
Decent Work policy trends analysis. This will serve to maintain a strong technical foundation
at regional level and for forging regional strategic alliances with international development
partners and regional forums.
HQ Sectors and Program, whose ability will be improved to provide national policy narratives
as inputs into the ILO’s technical knowledge base and flagship publications, to better define
Outcome strategies, Country Programme Objectives and indicators.
The Global Research and Publications and Information and Knowledge Management
Gateway assignments, which will be able to draw on the DWCPAs and address gaps in the
ILO’s knowledge of linkages and synergies between different aspects of Decent Work.
The International Labour Conference and Governing Body, who will be able to draw on the
DWCPAs for policy discussions and background documents.
The ILO as a whole, to maintain and strengthen its global leadership on policy and advocacy
for the Decent Work Agenda.
Civil Society organisations, researchers and the general public whose ability will be enhanced
to understand Decent Work issues at the national and other levels, and to contribute to
relevant discussions.
The Decent Work Country Policy Analyses
What will they be like?
To serve these uses and users, a DW Country Policy Analysis will present an analysis of the national
Decent Work situation, challenges and policies and provide policy option for addressing priority
issues. The methodology will provide a common template for an analysis that will be structured to
reflect the four pillars of the Decent Work Agenda, the cross-cutting theme of gender, and the
interrelationships between them. The template will define a minimum standard for what the ILO
should be able to say about a country and a menu of additional options that may be relevant to
some but not necessarily all countries. It will provide sufficient flexibility to be pertinent to a specific
country and its situation, and provide scope for more in-depth consideration of priority concerns,
while ensuring that a limited number of core topics is covered for all.
DW Country Policy Analysis Strategy, draft, 27.08.12
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1. Part I will describe the evolution of main, sex-disaggregated Decent Work Indicators and
other basic economic and social indicators in the country. It will present the Decent Work
trends, the Decent Work achievements and deficits. It will present the “story” on the
availability of and access to productive employment, social protection, social dialogue and
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Each DWCPA will have three parts:
rights. It will identify the main factors and causes behind the achievements and deficits and
it will identify the main challenges ahead. This part will have no more than 5 pages.
2. Part II will – with reference to the main challenges identified in Part I – comprise a concise
assessment of policies, programmes and institutions from the perspective of Decent Work. It
will consider these in relation to equal access to and inclusion for all women and men to
productive employment, social protection, social dialogue and international labour rights. It
will also assess the extent to which policies, programmes and institutions are integrated,
coherent and working towards the overall objective of providing Decent Work for all Women
and Men, especially for vulnerable groups. This part will have no more than 10-15 pages.
3. Part III will contain gender-responsive suggestions on policy options to further promote
Decent Work for all women and men. This part will be strategic and forward looking. It will
provide an overall vision for coherent and integrated promotion of the Decent Work
Agenda. This part will have no more than 5 pages.
The DWCPAs will be succinct and easy to understand and use. While considerable review and
analysis of available date will be needed for their preparation, the DWCPAs will not be overburdened
with all this information but rather refer to it.
What technical inputs will they draw on?
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1. Review of the country’s policies and targets related to economic and social development.
2. Existing reports, analysis and studies relevant to the four pillars of the Decent Work Agenda
including by ILO and other UN Agencies, International Finance Institutions, International
Development Agencies, INGOs, NGOs, national academia or other national institutions. The
inventory will also build on the country policy descriptions available through the
Information and Knowledge Management Gateway (Assignment 3).
3. Available statistics, disaggregated by sex, on Decent Work issues, including those available
in the Gateway and from Decent Work Country Profiles where applicable. Where
quantitative data are not available, qualitative information will be relied on.
4. Summary of the available information on ILO outputs in the country and outcomes that can
at least partly be attributed to the ILO. Where DW Country Programme Reviews have been
conducted, these will form the basis for this input summary.
5. Summary of UN and other key international development partners outputs in the country
and outcomes that can be at least partly attributed to these. This summary will be
structured around the main Decent Work policies.
6. A standardized checklist on the key policy areas relevant to promoting Decent Work that
covers all four pillars of the Decent Work Agenda and gender equality as a cross-cutting
theme. This will build, among other things, on the experience with the Global Jobs Pact
checklist. To the extent possible use will be made of information available from the
Gateway.
6
The DW Country Policy Analyses will build on key inputs from the existing knowledge base in each
country generated by the ILO, the government, social partners, local academia and research as well
as other international organizations. Concretely, as Diagram 1 suggests, they will be based on desk
reviews of the following inputs:
DW Country Policy Analysis Strategy, draft, 27.08.12
For each these inputs a generic template will be available for amassing and presenting the
information. This will include dummy tables and graphs for the statistics to be collected.
What will be the process for their development?
There is no need for each DWCPA to be developed in precisely the same way and the assignment will
pilot various delivery modalities to be able to make experience-based recommendations on what
worked best. Based on what has been learned from other country level studies, the following,
however, are considered essential elements in the process:
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1. A continuous tripartite consultation process – with a target that at least one third of the
participants are women. In-country tripartite consultations will take place:
o Prior to the DW Country Policy Analysis to ensure it is supported by the
Constituents; addresses the needs of the Constituents; ensure their guidance and
inputs to the benefit of the DWCPAs; ensure that the perspectives and needs of
both women and men are reflected.
o During the process to enable Constituents to understand the analysis and how
conclusions and policy options were arrived at.
o For final consultations on the draft DWCPA before it is published.
2. The DW Country Policy Analysis will be requested by the Country Office when the
Constituents support this. This will ensure country-level ownership and increase the
likelihood that the DWCPAs will actually be used.
3. The key technical inputs will be compiled by the Country Office or by a national partner
(consultants) coordinated by the Country Office.
4. The technical analysis and the drafting of the DWCPA narrative will primarily be the
responsibility of the DWT.
5. Headquarters expertise will be drawn on when the Country Office and the DWT find this is
necessary to address gaps in knowledge and expertise.
6. The desk-review will be a reiterative process between information collection and
assessment.
DW Country Policy Analysis Strategy, draft, 27.08.12
Diagram 1 – Decent Work Country Policy Analysis process
Key Inputs
4.
DWCPA
Users/uses
Implementation strategy
This Chapter will consider what has to be put in place in order to develop a service of the ILO that
produces DW Country Policy Analyses, and how the assignment intends to achieve this. It will also
consider potential risks for the assignment’s success, that it may be able to address (at least in part),
or that it may have to depend on other parts of the ILO for.
Vision and strategic framework
A sustainable, relevant, demand-driven country policy analysis service primarily for the use
of the ILO’s Constituents and Country Offices.
DW Country Policy Analysis Strategy, draft, 27.08.12
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Diagram 2 presents the vision that provides the rationale for the assignment and the strategic
framework for achieving it. The ILO’s and Assignment 2’s final goal is Decent Work for all women and
men. In order to achieve this, it is the ILO’s conviction, based on its experience and research, that
countries need more effective Decent Work policies. The change in the ILO that will contribute to
this, and which is the objective Assignment 2 has to work towards is:
In order to achieve this, the assignment will have to produce a number of results that are
preconditions for such a service. Diagram 3 presents the basis for the analysis of these
preconditions.
Diagram 2 – Vision and strategic framework and vision for the assignment
Assignment 2:
develop tools,
capacity,
demand,
management
support
The
intervention
A sustainable,
demand-driven
country analysis
service to the
Constituents and ILO
Country Offices
The change
in the ILO
Effective
DW policies
The change
in the
member
states
Decent Work
for all women
and men
The change
for women
and men
A sustainable service entails sustained supply and demand. The sustained effective demand for the
country analysis service will have to come from Constituents and Country Offices in the first place,
although there will be other users as well (see the previous chapter). Demand pre-supposes
recognition of the need for and value of the DWCPAs, and purchasing power, i.e. the users, Country
Offices primarily in this case, being able to at least partly pay for the service.
Sustained supply requires the tools for and a sustainable capacity to deliver the service. Capacity
here refers to:

Technical (quality) and physical (quantity) human resources capacity
An organizational structure that supports the service, which includes a sense of ownership
over the service in the organization
Financial resources
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Finally the demand-supply relationship between the providers and users of the service requires
an enabling environment within the ILO as well as beyond. The diagram presents some of the
necessary critical factors within the ILO in the top of the circle, of which support from the
Governing Body and Senior Management is critical to addressing the others. Outside the ILO the
progress of the One UN initiative and UNDAF programming, and the extent to which other
organizations provide a competing service, are among the main conditions that affect the service
and its sustainability.
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DW Country Policy Analysis Strategy, draft, 27.08.12
Diagram 3 – Preconditions for a sustainable Decent Work country policy analysis service
An enabling environment, including GB and
Senior Management support, incentives for
teamwork, coordinated assignments and other
initiatives
Demand for
country level
analysis and advice
Template
Technical
guidelines
Process
guidelines
Supply: Tools and
capacity to develop
DW Country Policy
Analyses
Progress of One UN
Positioning of the service compared to similar
products of other organisations
The assignment’s strategy includes interventions to create each of these preconditions for achieving
a sustainable DW country policy analysis service. Establishing the service, and delivering it to 12 to
15 countries (of which 3 to 5 will be pilots), constitutes the main deliverable of the assignment in its
2-year lifespan. As will be seen below, the assignment does not consider that the sustainability of
the service depends on it only: there are too many factors that are beyond its control that will
influence this outcome. By the end of the assignment it therefore expects it will be able to
demonstrate the potential for sustainability, which can only be realized if the Governing Body,
Senior Management and other units in the ILO do their part.
The assignment does, however, consider sustainability its central concern. It aims at the DW Country
Policy Analyses becoming a regular part of the way the ILO does business. To that effect, the
assignment will integrate sustainability in its approach from the start. While initially it will have to be
the main driver of the development of a country analysis service, it will not take an implementation
role, and not fully fund the development of the DWCPAs. This would create a temporary artificial
situation and would lead to the service failing after the assignment’s completion. Instead, the
assignment will move into a facilitation role already after the first few pilots, and work towards a
sustainable modality for service delivery over its short lifespan.
Supply – tools
A standard template for the Country Analyses, that defines the minimum standard for what
the ILO should be able to say about a country and a menu of additional options to cater to
specific country needs
DW Country Policy Analysis Strategy, draft, 27.08.12
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With regard to the supply side of the development and use of the DWCPAs, the assignment will
develop three tools that will provide the basis for the service:
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Technical guidelines that guide data collection and systemic, integrated analysis, are userfriendly and modular (i.e. that offer the same flexibility as the template)
Process guidelines that guide the course of developing the DWCPAs, that specify who does
what, when, how, and how the Constituents are involved, and that are conducive to quality
and efficiency.
These tools will be designed in the first instance by the assignment team. To ensure that the tools
are of high technical quality as well as practical, the team will draw on technical focal points in the
Sectors, the Gender Department and other units, as well as DWT and other field staff. This will also
contribute to a sense of ownership within the ILO, which contributes to sustainability. A review by
field staff and an independent peer review of a draft developed by the assignment team and focal
points will focus in particular on practicality. This will result in a draft that will be piloted in 3 to 5
countries that request the service and that are at a point when the DWCPAs can fulfill their foreseen
function (e.g. contribute to the next DWCP). Following evaluation of the pilots the template and
guidelines will be finalized. This will include discussion with DWT specialists and other field staff on
the findings of the evaluations, including issues of cross-sectoral integration and how this can be
achieved in practice.
The assignment does not expect significant risks that may threaten development of and piloting the
tools. Developing the tools is largely under its own control.
Supply – capacity
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On-the-job (in-service) training of the consultants and Constituents through brief workshops
at different points in the process and pairing consultants with ILO specialists – guidelines and
material for training will be included in the process guidelines
Training for relevant ILO staff especially on aspects of cross-sector integration and technical
linkages, in research, analysis, and planning; this and the above training will draw on the
evaluation of the pilots once these have been completed
Advocating for the allocation, joint work and joint missions of teams rather of individual
specialists, and recognition of team work
A quality control mechanism that is thorough and efficient, with a focus on cross-sectoral,
integrated and systemic analysis
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With regard to capacity to deliver the service, as explained in the previous chapter it is expected that
Country Offices will take the lead in compiling the available data and reports in a systematic manner,
while DWTs will take the lead in the analysis, development of policy options and write-up. There is,
however, a clear constraint on the physical capacity of Country Offices and DWTs, and both are likely
to have to rely on national partners (consultants, research institutes) to a significant degree.
Unfortunately the experience of the Global Jobs Pact is that consultants can often not be relied on to
provide the required quality and present findings from the Decent Work Agenda’s point of view.
Another constraint is that ILO specialists are often not used to working in teams and a narrow
technical (sectoral ) focus inhibits the ability to provide an integrated analysis. The role of
Constituents in supporting development and using the DWCPAs is limited by insufficient ability to
analyse data and understand how conclusions and policy options are arrived at. The assignment will
address these concerns by:
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Use of different delivery modalities and combinations of ILO staff and consultants, to test
which are most practicable while leading to quality results
Evaluation of the pilots and additional DWCPAs resulting in proposals that outline the most
effective delivery modalities and ways in which these need to be supported.
With DWT, RO and Country Office Directors, make the case to Senior Management for
allocation of more staff to the field.
With regard to funds, the assignment has considerable resources to support its interventions,
including development of the Country Analyses. However, the assignment fully funding the DWCPAs
would detract from its facilitation role, lead to little being learned about the service’s feasibility, and
undermine sustainability. As stated earlier, the assignment will therefore work towards sustainability
from the start and:
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Negotiate agreements for each DWCPA with DWTs, Country Offices and other relevant units
in the ILO that specify who will contribute what in terms of funds and expertise. DWCPAs
will go ahead only if there is willingness to cost-share and this is reflected in these
agreements.
For longer-term financial sustainability Country Analyses will have to be included in the regular
Programme and Budget. The assignment can facilitate this by:
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Negotiating a role for itself in the Programme and Budget process.
Advocating for the allocation of funds with Senior Management.
Including the evaluation of the different funding modalities used in the evaluation of the
DWCPAs developed under the assignment and the assignment’s final evaluation.
Inclusion of the development of Country Analyses in the Programme and Budget will of course also
contribute to the sustainable allocation of staff to the DWCPA process.
While the assignment can therefore take considerable measures to address the main concerns
relating to sustained capacity to develop the DWCPAs, significant risks remain. The most important
of these are that:
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In conclusion, the assignment can lay the groundwork and demonstrate the potential for a sustained
capacity to provide a country analysis service, but the outcome is not under its control.
DW Country Policy Analysis Strategy, draft, 27.08.12
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DWTs and Country Offices may have insufficient physical capacity for sustained delivery –
the assignment can advocate for more capacity in the field, but allocating staff is beyond its
control
DWTs have insufficient capacity for cross-sectoral analysis – the assignment can contribute
to developing this through its technical guidelines, but identifying and addressing the root
causes of this weakness it beyond its own capacity and scope
The Programme and Budget for the next Biennium may not make sufficient provision for
developing Country Analyses and the Governing Body and Senior Management do not
continue their support – while the assignment can demonstrate the usefulness of the
DWCPAs and advocate for them, decisions on resource allocation are likely to be influenced
by many other factors.
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Demand
With regard to developing a sustained demand for the country analysis service, as indicated in
Chapter 2 significant demand can be expected from Country Office and Constituents in the context
of preparation of DWCPs. However, for this demand to become effective (translate into
commitments) and to generate demand for other purposes, the assignment will need to ensure that
potential service users are aware of the DWCPAs, that expectations are realistic and compatible, and
that the DWCPAs are seen to be useful and to provide good value for money to Country Offices and
Constituents. The DWCPAs have to be positioned in a way that clarifies how they relate to other
studies that may be viewed as similar. Country Offices also need to have sustained “purchasing
power” to continue to use the service. The assignment will therefore:
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Develop and implement a communication strategy that addresses the primary users
(Country Offices and Constituents) of the service directly, with a message that conveys what
the DWCPAs can and cannot provide, why they are important, and that clarifies how they
will be different from and build on other initiatives
Make an assessment, on the basis of planning processes foreseen, of which countries could
benefit most from the DWCPAs and approach them on a one-to-one basis
Have consultations with Constituents to ensure that the DWCPAs address their needs and
priorities
Ensure that it can demonstrate value for money on the basis of the pilots, as well as further
DWCPAs that will be developed
Promote inclusion of the development of Country Analyses in DWCPs and Country Office
budgets generally, and plan DWCPAs beyond the assignment period
These interventions address the main needs in relation to creating sustained demand for the
DWCPAs. The single remaining risk that is largely beyond the control of the assignment is the
availability and allocation of funds, which will be influenced by many factors other than how useful
and well-known the DWCPAs are. While the assignment will be able to demonstrate demand, the
extent to which this will be effective demand cannot be guaranteed.
An enabling environment

The DWCPAs offer value of money and are being used for influencing the development of
policies for Decent Work
There are important synergies between the DWCPAs and other research, services, in the ILO
DW Country Policy Analysis Strategy, draft, 27.08.12
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It is beyond the scope of the assignment to create a broader enabling organizational environment,
including an organizational culture, that supports the development of the DWCPAs. In the first place,
it is not part of its mandate, and in the second place it is not feasible for the assignment to change
ways of working in the ILO by itself. The value accorded to collaboration and teamwork, linking the
work of the Sectors analytically as well as operationally, and programming on the basis of needs
assessment are perhaps the most important areas where change is generally considered necessary.
Since it is within the purview of the Governing Body and Senior Management to actively promote
such change, what the assignment is able to do is advocating for it at this level. The assignment will
also work with the Governing Body and Senior Management to ensure the sustainability of the
service, by demonstrating that:


There is demand for the service
It is feasible to deliver the service if the assignment’s proposals for allocation of staff, funds
and an organizational structure are implemented.
These messages and a strategy to convey them will be included in the communication strategy that
will be developed to stimulate demand (see above).
Finally, within the ILO, there is a strong need to coordinate among the three Information and
Knowledge Management Assignments and the different ways Decent Work is assessed at the
country level (e.g. with the Decent Work Country Profiles). One obvious way in which the assignment
can (and will) contribute to the Global Research and Publications assignment is by indicating further
areas of research, especially with regard to linkages and synergies between different aspects of
Decent Work. While the assignment will be an eager partner in such coordination and can advocate
for it towards Senior Management, this is again largely beyond its control. It will include these
messages in its communication strategy while at the same time making use of concrete
opportunities for collaboration if these are also recognized by potential partners.
With regard to the environment outside the ILO, the main concern the assignment can address is the
positioning of the DWCPAs in relation to non-ILO studies on employment and other aspects of
Decent Work. These include reports of the World Bank, the Asian Development Bank, the UK
Department for International Development, the UN Development Programme and the Organisation
for Economic Cooperation and Development. The assignment will address this by:
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Grounding the DWCPAs firmly in the 2008 Social Justice Declaration and the Decent Work
Agenda
Promoting the DWCPAs as such internationally, through the Department for Communication
Working with Country Offices, Constituents and DECOM to promote the DWCPAs as such at
the country level
The main risk is that more pressing concerns than institutionalizing DW Country Analyses, such as
the continuing economic and job crisis, will take over the Governing Body’s and Senior
Management’s agenda and reduce the level of priority it is given. Since the strategic vision that
forms the basis for this assignment is central to the ILO’s operations, and that the assignment
expects to be able to demonstrate the value of the service, this is not a high risk.
Country Analyses
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Promoting the service to Country Offices that are in a good position to make use of the
DWCPAs
Planning delivery
Negotiating agreements with Country Offices, DWTs, ROs and HQ that specify who will do
and pay for what
Implementation including on-the-job training for national partners and Constituents
Quality control and finalizing and publishing the DWCPAs
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The assignment is expected to facilitate the development of 12 to 15 DW Country Policy Analyses in
total, including 3 to 5 pilots. This will be done following the approach already outlined above, i.e.:

Promoting the DWCPAs to potential users
The main risk that can be foreseen is that the total number of DWCPAs to be produced is high for
the little time available, especially considering that the DWCPAs are a new service, and will be
produced on demand and when they can play a useful role only. Similar initiatives (e.g. the Global
Jobs Pact) have not been able to deliver this many studies over such a short period of time. It is likely
that fewer DWCPAs will be developed, or that the time period will have to be extended.
Diagram 4 below summarises the assignment’s main interventions towards developing a sustainable
service that will provide Country Offices and Constituents with relevant and easy to use DW Country
Policy Analyses at times that they can make good use of them for programme formulation and policy
making. The main risk to the delivery and the sustainability of the service remains insufficient human
resources and financial capacity. It is for the Governing Body and Senior Management to consider
how to address this.
Diagram 4 – Main interventions
DEMAND
Promote
Demonstrate value for
money
Plan beyond Assignment
Develop and test tools
Resource allocation
agreements
Training
Plan beyond Assignment
SUPPLY
Advocate for GB and Senior Management
support and coordination – inclusion in next
Programme and Budget
Position the DW Country Policy Analyses to
reflect the 2008 Declaration
5.
Reporting and evaluation
DW Country Policy Analysis Strategy, draft, 27.08.12
Page
As stated in the DG’s minute of 30.8.2011, the leader of the assignment will report to a Kn owledge
Management Steering Committee, chaired by the Director of PROGRAM, which will itself report to
the Senior Management Team. This assignment will also prepare informal regular one-page updates
on progress and plans.
15
Reporting
Evaluation
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16
The assignment plans a final evaluation that will also look forward to measures to be taken for
improving the service and making it fully sustainable, i.e. part of the way the ILO does business. This
will feed into a proposal to the Governing Body and Senior Management on organizational
structures and delivery modalities for the continued provision of the service. It may also lead to
further improvement of the tools the assignment has produced.
DW Country Policy Analysis Strategy, draft, 27.08.12
6.
Logical framework – key elements
The assignment’s Goal – what the ILO
finally wants to achieve with the
assignment
The assignment aims to contribute to
the ILO’s goal of Decent Work for all
women and men.
The assignment’s Purpose – what the
ILO wants to achieve as an
intermediate step to this goal
Effective policies for Decent Work that
reflect the 2008 Declaration
Indicators and targets
It is not within the scope of the
assignment to assess impact on
this level
It is not within the scope of the
assignment to assess impact on
this level
Milestones
Assumptions and main risks
On the basis of ILO and other research and
statements it is assumed that better policies
for Decent Work contribute to more
sustainable development, which contributes
to Decent Work. This is plausible.
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17
Risks include the possibility that the
formulated policies are not in line with the
needs of specific countries or with best
practice or not enough is known about best
practice; the non-implementation of
formulated policies; and external economic,
social and environmental factors. These are
all considered medium to high level risks. The
assignment cannot influence them.
DW Country Policy Analysis Strategy, draft, 27.08.12
Indicators and targets
The assignment’s objective – what it
will achieve in the ILO
A relevant, demand-driven Decent
Work country analysis service for the
Constituents and ILO Country Offices
that is potentially sustainable
Milestones
It will be possible to assess the
extent to which this objective
has been fully realised after the
assignment has been
completed and sufficient time
has passed to test follow-up
arrangements. It is therefore
proposed that the ILO assesses
by the end of 2014:
Assumptions and main risks
It is assumed that an ILO service that
develops Country Analyses on request will
enable Constituents and Country Offices to
do evidence-based advocacy and develop
national policies for DW. This is plausible.
Number of DW Country Policy
Analyses produced in 2014
Total: at least 5
Number of DW Country Policy
Analyses planned and
resourced for the following two
years
Total: at least 10
A medium level risk is that Constituents and
Offices do not have sufficient capacity to
translate the findings and analysis the
DWCPAs provide into action at the policy
level. This will require capacity building
especially of Constituents. This is not part of
the assignment and is the mandate of
ACTRAV and ACTEMP. A further risk is the
possibility that ACTRAV and/or ACTEMP are
unable to provide the required capacity
building on time (medium level). The
assignment will mitigate this through
coordination with both. A further risk is that
Constituents are not well-placed to influence
national policies, or that consultation
mechanisms are inadequate. This is also a
medium level risk, which cannot be mitigated
by the assignment.
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Results – what the assignment will
produce to make this happen in the
ILO
DW Country Policy Analysis Strategy, draft, 27.08.12
Indicators and targets
Number of pilot tests
Total: 3 to 5 by end 2013
Number of evaluations of pilots
Total: 3 to 5 by March 2013
Users and providers of services
provide a positive assessment
of the tools
On a scale of 1 to 5, service
users and providers rank the
tools at 4 or 5 on characteristics
specified in the result
statement
Final versions of the template
and guidelines approved for
printing
Total: 3 tools
By end-2013
Assumptions and main risks
It is assumed that the tools will contribute to
the ILO’s ability to provide a sustainable,
relevant and demand-driven service. This is
plausible.
There is a medium level risk that the tools will
overshoot their target by being too
comprehensive or academic. The potential
scope and depth of the DWCPAs is enormous.
The assignment will address this through
peer-reviews, country level evaluations and
consultations with users and practitioners.
This should reduce the risk to a low level.
There are also the risks of low demand,
inadequate capacity and inadequate
management support, which will be
addressed under other results.
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19
Result 1
Proven tools that form the basis for a
Decent Work country policy analysis
service:
 A standard template for DW
Country Policy Analyses that
defines the minimum the ILO
should be able to say about a
country and a menu of additional
options, is easy to understand and
provides flexibility for adaptation
to country needs
 Technical guidelines that guide
data collection and systemic
analysis, are user-friendly and
modular
 Process guidelines that guide the
course of developing the DWCPAs,
specify who does what, when, how,
and how the Constituents are
involved, and are conducive to
quality and efficiency
Milestones
DW Country Policy Analysis Strategy, draft, 27.08.12
Indicators and target
Result 2
Sustained capacity to deliver the
Decent Work country policy analysis
service, including technical competence
and physical human resources,
organisational and partner capacity,
financial resources
Milestones
Users and service providers
agree the Country Analyses
were adequately resourced in
terms of technical and physical
capacity, organisational and
partner capacity, financial
resources
On a scale of 1 to 5, service
users and providers rank the
capacity to provide the service
at 4 or 5 on characteristics
specified in the result
statement
Percent of DW Country
Analyses delivered as planned
Total: 75%
By end 2012: 75%
By mid-2013: 75%
Number of Decent Work
Country Policy Analyses
planned for the next Biennium
to which DWTs, ROs and HQ
have made firm commitments
Total for the next Biennium: at
least 12
By mid-2013: at least 10
Assumptions and main risks
It is assumed that a sustained capacity will
contribute to the ILO’s ability to provide a
sustainable, relevant and demand-driven
service. This is plausible.
A number of medium to high-level risks can
be identified. Neither DWTs nor Country
Offices may have sufficient physical capacity
to deliver the service (high). DWTs have also
limited technical capacity in cross-sectoral
analysis (medium). Much will have to be done
through national partners, who will not
always have the technical capacity (medium).
While the assignment has funds to cost-share
the delivery of the service, sustained capacity
beyond the assignment will require Regular
Budget allocations (medium).
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20
The assignment can address the lack of
capacity of national partners, but the other
risks are to a significant extent beyond its
control. The assignment will therefore only be
able to demonstrate that the service has
potential to be sustainable. Full sustainability
cannot be delivered by the assignment alone.
DW Country Policy Analysis Strategy, draft, 27.08.12
Indicators and targets
Milestones
Result 3
Sustained effective demand for the
Decent Work country policy analysis
service from Constituents and Country
Offices as well as broader user groups
Number of DW Country Policy
Analyses produced in the
current biennium
Total: at least 12
By mid-2013: at least 6
Number of DW Country Policy
Analyses planned and for the
next Biennium to which Country
Offices and Constituents have
made firm commitments
Total for next Biennium: at
least 12
By mid-2013: at least 10
Result 4
Active support for the Decent Work
country policy analysis service from the
Governing Body, Senior Management
Number of official
communications from the GB
and Senior Management that
support the development and
continuation of the service
Total: 5
By end-2012: 1
By mid-2012: 3 (cumulative)
The need for DW Country Policy
Analyses recognised in the
guidelines for the P&B process
One statement in the
guidelines, when they are
published
Assumptions and main risks
It is assumed that demand from Constituents
and Country Offices will contribute to the
ILO’s ability to provide a sustainable, relevant
and demand-driven service. This is plausible.
Medium level risks are that the demand is not
realised due to unawareness of the service,
perceived overlap with other products and
what may be considered a history of similar
but unsustained initiatives. The assignment
will mitigate these by ensuring the costeffectiveness, relevance and quality of the
service, positioning the service well, and by
developing an effective communication
strategy. This will reduce the risk to a low
level. The medium level risk of unrealistic
expectations will be addressed likewise.
It is assumed that active support from the GB
and Senior Management will contribute to
the ILO’s ability to provide a sustainable,
relevant and demand-driven service. This is
plausible. It is also assumed that such support
is necessary for a sustained service delivery
capacity, development of the tools, and for
sustained demand.
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There is a medium-level risk that other more
urgent priorities will take over the agenda of
the Governing Body and Senior Management.
The assignment will address this by
demonstrating the Country Analyses value,
including in relation to the pressing issues of
the day. This risk will be mitigated to low
level.
DW Country Policy Analysis Strategy, draft, 27.08.12
Result 5
Decent Work Country Policy Analyses
for use of Country Offices, Constituents,
and broader user groups
Indicators and targets
Number of DW Country Policy
Analyses available
Milestones
Total: at least 12
By mid-2013: at least 6
Assumptions and main risks
It is assumed that the development of actual
DWCPAs will contribute to development of
the service by demonstrating its feasibility
and value (including value for money). It is
assumed that this will be partly done by
achieving impact on DWCPs and DW policies.
This is plausible.
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As already pointed out at the objective level,
there is, however, a medium level risk is that
Constituents and Offices do not have
sufficient capacity to translate the findings
and analysis in the DWCPAs into action at the
policy level. This may affect the extent to
which the services’ value can be
demonstrated. Capacity-related risks are also
medium level, and little time is available to
address these and at the same time to
develop demand for a new service. There is
therefore a significant risk that the target will
not be reached.
DW Country Policy Analysis Strategy, draft, 27.08.12
7.
Logical framework – intervention plan
Interventions: what the assignment will do to produce these results
For Result 1
Proven tools that form the basis for a Decent Work country policy analysis service
1.1
1.2
1.3
1.4
1.5
1.6
1.7
Q2
2012
Q3
Q4
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1.8
Recruit a capable management and technical support team
Set up and use a structure of focal points and experts across the house to provide
technical inputs
Draft first versions of the tools
Use focal points, external peer review, consultations with field staff to define
minimum requirements and menu of options and re-draft the tools – include a
meeting in Turin
Pilot test the tools in 3 to 5 countries
Include evaluation of the tools in evaluation of the country pilots through users and
providers of the service, including national partners
Have consultations with specialists and other staff on the findings of the evaluations
and the implications for the tools, in particular with regard to cross-sectoral linkages
and synergies.
Reflect the findings in the final draft of the tools.
Q1
XX
DW Country Policy Analysis Strategy, draft, 27.08.12
Q1
Q2
2013
Q3
Q4
For Result 2
Sustained capacity to deliver the Decent Work country policy analysis service, including technical competence and physical human resources capacity,
organizational and partner capacity, financial resources
2.2
2.3
2.4
2.5
2.6
2.7
2.8
2.9
2.10
2.11
2.12
Ensure allocation of funds and staff to development of the DWCPAs in the current
Biennium by negotiating agreements with DWTs, ROs, HQ
Build capacity of ILO staff in particular in the area of integrated, cross-sectoral
research, analysis and planning
Build capacity of national partners by pairing them with ILO specialists and start-up
and other in-service workshops (include training approach and materials in the
process guidelines)
Build capacity of Constituents to interpret data and findings by integrating training in
the DW country policy analysis process (include training approach and materials in the
process guidelines)
Explore and develop various modalities of internal and external cost-sharing and
funding, and service delivery
Include evaluation of delivery and funding modalities in evaluation of the country
pilots and the assignment’s final evaluation
Develop proposals to Senior Management on an organisational structure, process for
delivery and funding strategy for the service – including assignment of more staff to
Country Offices and DWTs if this is indicated
Negotiate a role for the assignment and its follow-up organisational structure in the
Programme and Budget process and advocate for the allocation of funds to delivery of
the service
Promote allocation of staff and funds for development of DWCPAs in workplans for
the current and next Biennium
Plan for the delivery of the service in the next Biennium and ensure allocation of funds
and staff to development of future DWCPAs by negotiating agreements with DWTs,
ROs, HQ
Advocate with Senior Management for effective coordination with the Gateway and
Research and Publications assignments as well as with relevant other ILO products
Inform Gateway about information/policy needs for inclusion in its database and
source statistical and legal information from the Gateway
DW Country Policy Analysis Strategy, draft, 27.08.12
2012
Q3
Q4
24
2.1
Q2
Page
Q1
Q1
Q2
2013
Q3
Q4
Q1
2.13
Q2
2012
Q3
Q4
Q1
Q2
2013
Q3
Q4
Inform Research and Publications about key findings, especially on cross-sectoral
linkages, and what knowledge gaps still exist
For Result 3
Sustained demand for the Decent Work country policy analysis service, from Constituents and Country Offices, as well as broader user groups
3.2
3.3
3.4
3.5
3.6
3.7
3.8
3.9
Take stock of other ILO and external products and define the DWCPAs as a unique
service grounded in all aspects of the 2008 Declaration and the Decent Work Agenda
Take a participatory approach, share, ensure openness and accountability, to develop
across-the-house ownership and an expectation that the DWCPAs will become part of
the way the ILO does business
Define what the DWCPAs can and cannot be expected to provide to address
unrealistic and contradictory expectations
Based on the pilots, set a minimum and maximum price for the service – revise if
necessary based on further experience
Include value for money in the evaluation of the pilots and the assignment’s final
evaluation
Develop a communication strategy that includes messages based on the outcome of
31 to 3.5 and that addresses different target groups and their concerns directly, using
various media and forums – include Constituents to raise their awareness of the
importance of DWCPAs, and external audiences to position the DWCPAs vis-à-vis
country reviews and reports of other organizations
Implement the communication strategy and keep developing it on the basis of
feedback and more material (evaluations) becoming available
Make use of the existing field structure for Country Offices and Constituents to
channel their demand for the service
Ensure that the prime users of the DWCPAs, Country Offices and Constituents,
allocate funds and staff to support development of the DWCPAs in the current
Biennium by including their contributions in negotiated agreements with DWTs, ROs,
HQ
DW Country Policy Analysis Strategy, draft, 27.08.12
2012
Q3
Q4
25
3.1
Q2
Page
Q1
Q1
Q2
2013
Q3
Q4
Q1
3.10
3.11
Q2
2012
Q3
Q4
Q1
Q2
2013
Q3
Q4
Q2
2013
Q3
Q4
Advocate in the Programme and Budget process for the allocation of funds at the
country level to ensure Country Offices have a minimum level of purchasing power for
the service
Plan for the delivery of the service in the next Biennium to countries that have
expressed demand, and ensure that the prime users of the DWCPAs, Country Offices
and Constituents, allocate funds and staff to support development of the DWCPAs in
next Biennium by including their contributions in negotiated agreements with DWTs,
ROs, HQ.
For Result 4
Sustained active support for the Decent Work country policy analysis service from the Governing Body and Senior Management
Q1
4.1
4.2
4.3
4.4
4.5
2012
Q3
Q4
Demonstrate value for money by including this in evaluations (see also 3.5)
Demonstrate in-house mutual benefits – include savings in staff time and funds,
technical synergies, quality gains in terms of the 2008 Declaration in the final
evaluation, use of DWCPAs by Gateway and Research and Publications assignments
Demonstrate gains due to South-South exchanges, partnerships with regional
networks and organisations – include in final evaluation
Demonstrate demand by preparing a demand-based plan for delivery of the service in
the next biennium, including commitments made by providers and users
Demonstrate feasibility of delivery of the service through proposals on an
organisational structure, process for delivery and funding strategy for the service
Define what the DWCPAs can and cannot be expected to provide
Include messages based on the above in the assignment’s communication strategy,
and specifically target the Governing Body and Senior Management (see also 3.6, 3.7)
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4.6
4.7
Q2
DW Country Policy Analysis Strategy, draft, 27.08.12
Q1
For Result 5
Decent Work Country Policy Analyses for use of Country Offices, Constituents, and broader user groups
Q1
5.1
5.2
5.3
5.4
5.5
5.6
5.7
5.8
5.9
2012
Q3
Q4
Promote the service to Country Offices that are in a good position to make use of the
DWCPAs – generate effective demand with interventions included under Result 3
Select countries on the basis of standard criteria relating to the extent to which they
will be able to make effective use of the DWCPAs, the commitments Country Offices
and Constituents are willing to make, and availability of willingness and capacity to
provide the service
Negotiate agreements with Country Offices, DWTs, ROs and HQ that specify who will
do and pay for what (see also 2.1, 3.9).
Have consultations with Country Offices and Constituents to establish their needs and
priorities for the DWCPAs
Develop and periodically update a delivery plan for the service
Develop financial and human resources capacity by interventions included under
Result 2
Implement the country analyses
Ensure quality control, finalisation and publication of the DWCPAs
Work with Country Offices, Constituents and DECOM to promote the DWCPAs to
broader user groups, including at (sub)regional and global levels
Coordinate with ACTRAV and ACTEMP to facilitate the development of the
Constituents’ capacity to use the DWCPAs to influence or develop programmes and
policies
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5.10
Q2
DW Country Policy Analysis Strategy, draft, 27.08.12
Q1
Q2
2013
Q3
Q4