ILO

Back to index

Protecting garment sector workers: occupational safety and health and income support in response to the COVID-19 pandemic - Final evaluation

eval_number:

3547

eval_title:

Protecting garment sector workers: occupational safety and health and income support in response to the COVID-19 pandemic - Final evaluation

location:

region:

Asia and the Pacific

country:

Bangladesh

---

region:

Asia and the Pacific

country:

Lao People's Democratic Republic

---

region:

Asia and the Pacific

country:

Cambodia

---

region:

Asia and the Pacific

country:

Viet Nam

---

region:

Africa

country:

Ethiopia

---

region:

Africa

country:

Madagascar

---

region:

Asia and the Pacific

country:

Indonesia

---

region:

Inter-Regional

country:

Inter-Regional

---

eval_url:

https://analyticstest.ilo.org/ievaldiscovery/eval/3547

recommendations:

title:

In future projects that have high complexities (as in the case of the income support/cash transfer) the ILO should ensure that a dedicated Project Coordinator/Manager, or Chief Technical Adviser, is posted in nearer proximity to the project countries (“field level as opposed to HQs”) as there is a lot to win in terms of physical closeness to country implementation, monitoring, and follow-up

url:

https://analyticstest.ilo.org/ievaldiscovery/recommendations/17045

action_plan:

Income support component: The department conquers that project staffing at country level is crucial for the implementation of projects. Future projects’ staffing needs to be more carefully considered so as to not over burden existing staff. Furthermore, dedicated resources should be made available as relevant and possible within the foreseen budgetary, HR and operational constraints. Such support, could also be, like it was the case in Ethiopia, through an external consultant backstopping technically the project, in order to allow for the right expertise to be fully dedicated to implementation, monitoring and evaluation. OSH component: The ILO ensured that activities were delivered through existing Vision Zero Fund and Better Work teams on the ground. This enabled the project to benefit from existing relationships of trust to deliver sustainable results.

comments:

The project had in fact dedicated funding for staff support in each of the implementation countries but the delays in starting implementation have meant that it was difficult to hire dedicated project staff. In a multi-country operation like this project, spanning multiple continents from Madagascar to Vietnam or Indonesia, a project coordinator nearer to project countries would not have made much of a difference as project implementation relied heavily on solid knowledge of local contexts, an established relationship with national tripartite stakeholders and the capacity to deliver on the ground. This is best served by national officers on the ground backstopped by regional specialists covering those countries with established knowledge of their contexts, which are in turn supported and technically backstopped at the HQ level by a dedicated specialist with technical expertise in cash transfers and delivery as well as a part-time CTA, admin staff and specialised expertise (e.g. in digital delivery mechanisms) from the ILO’s Technical Support Facility. Given the COVID-19 travel restrictions at the start of design and implementation, it would also not have been possible for a regional project coordinator to travel to project countries to support with the implementation. Finally, given the context of the COVID 19 response, with a delivery of 97%, one of the programme design’s underlying objectives was to allocate the maximum budget available to support affected workers in the form of income support transfers, which required a trade-off between efficiency and dedicated programme staff.

date:

2023-05-23 00:00:00.0

progress:

Partially achieved

management_response:

Completed

information_source:

Head Quarters

admin_units:

SOCPRO

project_symbols:

GLO/20/20/MUL

themes:

theme:

Organizational issues

category:

Planning and programme design

---

---