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Roles and Responsibilities of Programme Officers

Roles and Responsibilities of Programme Officers. Manila, 1 October 2002. Objectives: At the end of this session participants will have :. Agreed how to finalize the paper and how to best make use of it Discussed PO workload and constraints for different steps in project life cycle

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Roles and Responsibilities of Programme Officers

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  1. Roles and Responsibilities of Programme Officers Manila, 1 October 2002

  2. Objectives: At the end of this session participants will have: • Agreed how to finalize the paper and how to best make use of it • Discussed PO workload and constraints for different steps in project life cycle • Made recommendations to improve PO performance in the form of tools, systems, training etc. -> link to IRIS/ERP

  3. Agenda • Brief Introduction of the Paper • Groupwork to discuss comments • Exercise on Workload and Constraints • Plenary to agree on next steps

  4. Why this Paper • CODEV initiative, following up to August 2001 workshop in Bangkok • Input to ‘TC Manual’: what are the needs, what are the problems • Wider debate around decentralization of TC: field office capacity, HRD issues

  5. A few comments • Need to properly edit the paper, many comments received and incorporated • Note that the paper goes beyond ‘TC’ -> proof of integrating RB and XB ? • Latest developments on field structure not incorporated (the ‘soon’ circular)

  6. Try to come to concrete recommendations on: • link to job descriptions / profiles (HRD) • skills and training requirements for POs • tools, instruments and procedures that need to be developed, updated or clarified • consequences for programming arrangements, TC development and appraisal etc.

  7. Groupwork • Work in 5 random groups (not of the same office) for 30 minutes • Two tasks: • Agree on 1-2 main recommendations (forget details on current text, give these to Peter) • Map your workweek (see hand-out, get a consensus) • Report in plenary, 5 minutes per group

  8. Phase Kind of Tasks Problems (tools or training required, IT systems etc.) Relative weight Identification and Formulation Resource mobilization Appraisals, Submission and Approvals Project implementation and management Financial Management Monitoring and Reporting Project Termination and Evaluation OTHER 100 Table to be completed

  9. What’s next • Compile groupwork results, • Produce a final version (by Wednesday night ?) • present to regional management and other concerned parties • Continue dialogue as manuals and systems come on-line (link to ERP/IRIS)

  10. Resource Mobilization Manila, 1 October 2002

  11. Objectives: At the end of this session participants will: • Have an understanding of developments on Official Development Assistance • Be familiar with the sources of extrabudgetary funding for the ILO, main procedures and relationships • Be able to participate in development of a resource mobilization strategy for the programme of their office • Know who to call and where to find background information

  12. Agenda • Current situation: Figures, trends • Resource Mobilization Strategy • Opportunities and challenges • What does it mean for me and my office

  13. Trends in ODA • Decade of decline and disappointment: trade not aid, TC is a marginal business, FDI is what counts • Realization that development needs ‘good governance’, ‘capacity building’ • Recent reversal, major events and commitments: Millennium Summit, Monterrey, 9/11, etc. • Seattle -> Doha

  14. Russian Dolls Building Political Demand……….MDGR Analysis of Problems………………. CCA National Strategy Development……PRSP UN focused response ………….. UNDAF Agency Action……Country Programme Monitoring Progress……………..MDGR

  15. Available ODA • 50 billion US$/year • Calls to double the figure • Increasing coherence and coordination: • Globally around MDGs: POVERTY • National level on SWIPs, PRSPs, ….

  16. Available ODA (2001)

  17. ILO Technical Cooperation Expenditure (2001) Total 101 $million HQ administered 62 % Field administered 38 %

  18. ILO’sDonorCommunity UN-system Multi-bilateral donor countries Development Banks: World Bank, IMF, and others European Union New partnerships: Governments in Recipient countries, workers’ and employers’ organizations, private sector and foundations

  19. Approvals by Source of Funds (2001)

  20. Enormous growth of multi-bi • Recognition of ILO quality in TC • Political favourable climate (Europe, US) • Unpredictable unless multi-year agreements • Move to complex partnerships (Netherlands, UK) • Local potential (?) largely untapped

  21. Sources of Funding: Multi-bi 1999 (total $ 72 million)

  22. Sources of Funding: Multi-bi 2000 (total $ 120 million)

  23. Approvals by Strategic Objective

  24. Resource Mobilization Strategy • Political will to increase XB resources • ILO: RB zero-growth unlikely to change (PGL 2004-05) • Donor: more influence on the agenda • Uncertain medium-term perspective • Lack of diversification, risk in multi-bi • Global game is changing -> new channels, new products

  25. Elements of a strategy (1) • Consolidate Multi-bi: Partnership Programmes, TC-RAM, deepen relations • UK – DFID, Ireland, Canada • Invest in: • European Union (AIDCO, bidding, RELEX, local) • Regional Banks (ADB in Manila: ???) • Private Sector (look at UNICEF, be aware of constraints)

  26. Elements of a strategy (2) • Move from ‘cold sell’ to ‘warm sell’: • Decent Work as part of larger systems and frameworks -> PRSPs • Claim contribution to and role in MDGs • Invest in the field presence, build the network • Do not frighten constituents, bring them in

  27. What can CODEV do ? • Info (website, COMBI, hand-out) • Standard procedures, approaches, formats, requirements • Knock on HQ doors while you knock locally (success stories: Uganda, terrible failures: Bolivia) • Get HQ units interested by linking it to central funding schemes

  28. What do you already do (?) • Develop a local resource mobilization strategy: • Identify donor priorities and interest • Have a portfolio of ‘ideas’ • Invest ILO resources in ‘winners’, be selective • Get ‘Geneva’ and ‘MDT’ to work on same strategy, not against it or outside it

  29. Info on Recipients

  30. Info on Donors (1)

  31. Geographical Priorities Thematic Priorities Procedures Information Bilateral programme concentrated on 18 countries (Embassies control programming and funding): Bangladesh, Bolivia, Burkina Faso, Eritrea, Ethiopia, Ghana, India, Jemen, Macedonia, Mali, Mozambique, Nicaragua, Rwanda, Sri Lanka, Tanzania, Uganda, Vietnam, Yemen and Zambia Funds for the ILO to focus on LDC countries (IDA eligible countries) Bilateral aid concentrates on poverty reduction, good governance. Focus on national ownership, sectoral multi-donor funding, budget support ILO 2002-2005 Partnership Programme yearly grant of $ 10 million. In 2002-03, part of funds IFP/SEED, IFP/SES, DECLARATION and GENPROM Remainder through TC-RAM (employment creation, child labour, declaration, social security, gender) Ministry of Foreign Affairs, Directorate for UN and IFIs Main window of funding through partnership programme, ILO responsible for detailed programming within pre-established themes. Occasionally central funding for Eastern Europe and Central Asia, crisis situations as for Afghanistan, Palestine, international campaigns (child labour). Locally from Embassies (in concentration countries) funds can be obtained, depending on the sectoral priorities of the Embassy. Often the official submissions going from COMBI to the Permanent Mission in Geneva, using standard agreement. Local ILO offices can also sign agreements directly (COMBI will supply standard format and give authorization). Overall ODA 2001: 3,135,000 ILO Approvals 2000: 22.104.000 2001. 574.000 Website: http://www.minbuza.nl/ Info on Donors (2)

  32. Your Experience • Discussion and sharing of experiences (Bangkok, Islamabad) • Setting targets: who is responsible, role of specialists, incoming missions, CODEV • Tools and approaches

  33. TC Management and Monitoring Manila, 1 October 2002

  34. Objectives: At the end of this session participants will: • Have an understanding of emerging formulation and appraisal process • Be informed about few key issues in project life cycle: TC-RAM, reporting, revisions • Be able to better manage and improve delivery of TC projects in their offices

  35. Agenda • Introduction • Project Cycle • Delivery • Exercise

  36. Technical Cooperation • What is it, why do we do it ? • A bit of history • Recent developments: • Integration RB & XB • Decentralisation • Projects -> Programmes -> ???

  37. Technical Cooperation « Activities whose primary purpose is to augment the level of knowledge, skills, technical know-how, or productive aptitudes of the population of developing countries, i.e. increasing their stock of human intellectual capital or their capacity for more effective use of their existing factor endowment »

  38. Decentralisation • Tendancy to develop ‘interregional’ projects in HQ • Sectors are priviliged over regions (TC-RAM, donor meetings) • Capacity to formulate and deliver in the field • Political decision: all new approvals decentralised unless….

  39. Expenditure by Region / HQ 2001

  40. TC Expenditure in Asia 1994 - 2001

  41. Technical Cooperation Resource Allocation Mechanism • Origins • Opportunities for the Office • Challenges and problems: • Role and involvement of field • Who decides what the ILO should be doing • Instaure Quality Control and Peer Review • Do away with ‘hobby horsing’ • Results of first round • Way forward

  42. For the future: Formulation and Appraisal of TC proposals • New thinking: improve quality and impact, link XB/RB • New (donor) demands: coherence • Learn lessons from first round TC-RAM • Proposal on the Table

  43. Formulation and Appraisal (1)

  44. Formulation and Appraisal (2)

  45. Formulation and Appraisal (3)

  46. Formulation and Appraisal (4)

  47. When will this be in place • Gradual implementation, for all XB (and RB ?) sources of funds, regardless of fund allocation • Training and guidance required • For TC-RAM round to start, political issues to be decided (Panel composition, Gateways, ACTEMP/ACTRAV) • Need for ‘Country Programme/Framework’ • Transparency, time for consultation • Manage expectations

  48. Project Cycle • Subject of Wedneyday to Friday sessions with Alex, not pre-empt • PROG/EVAL book still valid, MANUAL… • Take into account new issues: • RB and XB integration under Decent Work • Stakeholders, clients, impact • Millennium Development Goals • This session focus on few specific issues

  49. Selected Issues(details in part 2 of workshop) • Budget Revisions and Rephasings • Yellow Book • Who manages ? • Financial and Progress Reporting • Templates, Cycles, Procedures • Analysis of Achievement and Constraints

  50. Delivery • The Good News • Going back up to 63% in 2001 • Imperfect and incomplete measurement of TC programme • Why worry • Good management, PSI, … • Donors and GB demands • Benchmarks in UN system, donors

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