CONCEPT NOTE/Programme Document

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1 Ministry of Foreign Affairs of Denmark

Department for Green Growth

CONCEPT NOTE/Programme Document

Social Dialogue Facility Window I

Challenge Fund to support Better Labour Markets

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1 Introduction

The intention of the Better Labour Markets Facility is to strengthen structured dialogue between the social partners in the labour market (employers and trade unions) in developing countries to create the basis for well-functioning labour markets. This is to be realised through support to formation of broad partnerships bringing Denmark’s long tradition in Social

Dialogue and tripartism into play. The facility calls for joint project proposals from experienced Danish labour market actors to assist with promoting social dialogue in developing countries according to a set of Guidelines, conditions and assessment criteria also used for Civil Society projects.

1.1 Summary of conclusions regarding the envisaged support.

As part of the Government’s priorities for development assistance in 2015, the Minister announced in August 2014 that allocating funds to promote Social Dialogue was a priority. Hence, an amount of DKK 75 million for Social Dialogue is allocated in the 2015 Finance Bill under the frame §06.32.12.05 for Danida Business Partnerships. The Social Dialog facility will have two challenge fund windows: Window I in support of Better Labour markets (20 million DKK) and Window II in support of Sustainable Value Chains and Vocational Education/training (55 million DKK).

Consultations with selected embassies and key stakeholders in Denmark have taken place to identify demand and narrow the scope for a new financing mechanism that can promote social dialogue in addition to social dialogue efforts as part of the sector/country programmes. As a result, the main features of the proposed Better Labour Markets (BLM) Facility include the following:

 The overall objective of BLM is to contribute to inclusive growth and decent jobs in developing countries

 The immediate objective of BLM is to support social dialogue interventions through broad, innovative partnerships between Danish and local labour markets actors that can contribute to well-functioning (=stable, democratic, rule-based, rights-based and transparent) labour markets.

 BLM is designed as a challenge fund, but not open for applications from individual companies, and does not require a matching grant from applicants.

 Projects are expected to have a medium-term perspective (2-4 years), may take place in one or several developing countries (eg. regional approach) with budgets between 5-10 mio. DKK.

 The Danish partner must consist of a group of minimum two labour market actors representing both employees and employers, cooperating with minimum one local partner. Inclusion of other civil society organizations in the partnerships is possible as

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long as it remains clear, which organisation’s comprise the applicant group. Companies may also be engaged, but cannot receive funds.

 Projects addressing one or more of the following aspects through social dialogue will be prioritized: Occupational health and safety standards (OHS)/working conditions, worker’s rights – in particular women and youth, rights and conditions for employees in the informal economy, mediation and conflict resolution;

 The success of BLM will be measured against indicators to be formulated and agreed upon for each project granted support.

 Danish partner organisations with a framework financing agreement with Danida can also apply for project support. However, only to interventions other than those conducted under the framework agreement in force.

 The BLM will be managed by the Green Growth Department in close collaboration with Representations in the country/countries where the project(s) will be implemented. The Process Action Plan showing the planned formulation, launch and expected approval of BLM projects is enclosed in Annex 1.

2 Conclusions from preparatory analyses justifying the envisaged

support

2.1 Justification of the envisaged support

Promoting social dialogue1_{and worker’s rights as a lever for poverty reduction is a priority in}

Denmark’s development cooperation. Human rights are a means and an end when contributing to building societies that ensure people’s rights and promote equality, including access to decent work, education, health and social protection. Moreover, working for sustainable and inclusive economic growth and employment creation is a core element in Denmark’s development cooperation (“Right to a better life”, June 2012).

A well-functioning labour market is important for economic growth and increased

employment. Social dialogue can reduce the risk of unnecessary conflicts, and contribute to develop set-ups to solve disputes as they arise, and therefore promote industrial peace. This again improves conditions for proper planning of manufacturing and stable production for the promotion of a healthy investment climate. Better wages, higher productivity, mutual benefit from better occupational health and safety, employees’ involvement in the decisions of the companies and mutual understanding between parties of the situation involved are some of the examples of the benefits of social dialogue. Social dialogue is a new way of “give and take” in employer-employee relations and dispute solving in many developing countries, where strikes, riots, protests and lock-outs historically have been the most traditional means of solving disputes – creating the basis for socially unstable societies.

1_{The International Labour Organisation (ILO) defines social dialogue as: “[…] all types of negotiation, consulation or} simply exchange of information between, or among, representatives of governments, employers and workers on issues of common interest relating to economic and social policy”.

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As outlined in the Danish Civil Society Policy (June 2014), Denmark wishes to support initiatives which promote social dialogue involving independent workers’ and employers’

organizations. This is central to ensure workers’ rights, occupational health and safety standards at the workplace, settling disputes at work as well as skills development and building cohesive societies.

As part of the Danish Government´s political priorities for development assistance, a total sum of 20 mio. DKK has been reserved to support social dialogue efforts in 2015. This pool of funds forms part of the Minister for Trade and Development’s 6-point plan for corporate social responsibility (CSR), with the ambition to bring Danish competencies and experiences from a long tradition in social dialogue and tripartism directly in to play.

Selected embassies, Departments within the Ministry of Foreign Affairs and key stakeholders in Denmark have been consulted to identify lessons learned, current demand and ideas for

initiating social dialogue efforts that within the budget of 20 mio. DKK are relevant, effective and efficient, can create an impact and be sustainable.

2.2 Key experiences and results of previous support to consider for future support.

The Danish social partners such as LO/FTF Council and Confederation of Danish Industries (DI) has for several years supported local counterparts in developing countries, and assisted with capacity building, advocacy and strengthening of networks. Initially, collaboration mostly took place through twining arrangements to strengthen local counterparts’ voice and member right’s. More recently, Danish labour market actors have broadened the scope and collaborated on projects addressing challenges in the labour market beyond their own social interest.

Recent examples are a joint project between two Danish labour market organizations and several social partners in Morocco under the Danish-Arab Partnerships Program. This initially focused on occupational health and safety as a tool for constructive dialogue, but over time and upon request from the local partners included training in negotiation and conflict resolution. Another example is a joint project between three Danish labour market actors and social partners in four West African countries aimed at capacity building of trade unions including development of services to micro companies in the informal economy and assistance to how they can strengthen their organization. These examples of projects driven by joining forces and covering the interests of both employees and employers have positively influenced reflections on formulation of objective and choice of partnership modality for Better Labour Markets Facility.

2.3 Danish and national strategies for supporting social dialogue

Supporting Trade Unions’ and Business Organizations’ capacity building of local counterparts, often through twinning arrangements, has been part of business sector program support since their introduction in mid-nineties.

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In the Danish strategic framework for Growth and Employment (2011 – 2015), it was recognized that “Denmark is supporting the dialogue between the government, the private sector and the civil sector, including strengthening social dialogue between the social partners”. Fostering social dialogue has for instance been a central element in programs under the Danish Arab Initiative to ensure inclusive growth and employment in Egypt, Morocco and Tunisia the past 10 years.

Most recently, it has been clearly outlined in the Danish Civil Society Policy (June 2014) that Denmark wishes to support initiatives, which promote social dialogue involving independent workers’ and employers’ organizations.

3 Overview of support/Programme Document

3.1 Presentation of the Programme

The thematic context for introducing a Better Labour Markets Facility (BLM) is outlined in the previous sections. Below, a justification for the selected design and choice of development engagements follows.

In short, BLM is a challenge fund aimed at promoting social dialogue in developing countries through support to expected 2-4 projects (development engagements) comprising the

Programme with a total budget of 20 mio. DKK.

The program design selected is along the lines of challenge funds using competition among organisations as a lead principle to meet the objective of promoting social dialogue. By inviting organisations to submit project proposals, the goal is to maximise development impact through awarding grants to those projects that best meet the objectives of BLM and fulfil eligibility criteria. Presentation of innovative and cost-effective solutions to reach the desired outcome of creating better labour markets in developing countries through social dialogue will be

encouraged.

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The Program is relevant, since it is coherent with priorities for Danish development cooperation. Whether the Program is the most effective in terms of meeting strategic and thematic objectives or most efficient in terms of human resources is questionable. The entire budget is a relatively small amount of money compared to the human resources required to first develop Guidelines and selection criteria for the facility, and then time required for management of different projects most likely located in different countries. Consequently, it is important that the

development engagements (projects based on agreements with applicants) are concise and that measurable outcomes are defined, cf. outcome indicators below.

Projects in developing countries must be jointly planned and implemented through partnerships between a local partner (s) and representatives from both the employee and employers side in Denmark with the possibility of engaging civil society organizations from both Denmark and locally if appropriate. The joint approach being conditional for support is a decision deriving from i) recommendations during stakeholders consultations, ii) lessons learned from recent projects under the Danish-Arab Initiative and Alliance projects, and iii) an expectation that bringing representatives of both the employee and employer side into broad partnerships can strengthen social progress and long lasting results, thus greater sustainability – and political acceptance. Lastly, the requirement of a joint partnership approach ensures that the projects awarded under this programme differs from existing social dialogue interventions supported through Danish country programmes and multilateral organisations and hopefully stimulate innovative proposals, cf. outline of requirements below detailing the definition of “joint” partnerships.

3.2 Program objective

The overall objective of BLM is to contribute to inclusive growth and decent jobs in developing countries.

BLM provides financial support to partnerships between labour market

actors

Local organisations are trained and capacitated with tools and knowledge on performing or facilitating

a structured dialogue and how to avoid /solve diputes

Improved performance of local labour market parties/organisations and increased outreach to local

employers and employees through traning and

dialogue

Increased structured dialogue and focus on labour rights and working

conditions, less disputes and more stable labour

markets and societies

More well-functioning labour markets paving the

way for sustainable, inclusive growth and poverty reduction.

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Consultations with key stakeholders in Denmark and embassies in priority countries, mapping of existing social dialogue efforts and lessons learned, led to the decision of making a joint approach conditional for support. It also led to the decision of leaving out the term “social dialogue” in the title. Its definition is not clear to all and may be politically sensitive in some countries. Hence, the immediate objective is formulated as follows:

“The Better Labour Markets Facility supports social dialogue interventions through broad, innovative partnerships between Danish and local labour market actors that can contribute to well-functioning labour markets in developing countries.”

“Well-functioning” in this context means stable, democratic, rule-based, rights-based and transparent labour markets.

Partnership modalities

The following requirements regarding the applicants/partner organizations will be described in Guidelines for the Better Labour Markets Facility (to be downloaded from the Ministry of Foreign Affairs website):

 A basic requirement for qualifying for support is that the number of partners and outreach of activities must be more comprehensive and innovative in its approach than “traditional” twinning arrangements between business member organisations only or trade unions only.

 All projects must be collaborative and demand driven. Project proposals must reflect an interest and demand from the local partner(s) – be it business membership organisations, trade unions, training institutions, chambers of commerce and governments – to tap on a group/alliance of Danish social partners’ expertise and experience in their efforts to improve, change or develop new initiatives to ensure a well-functioning labour market.

 The Danish partner must consist of an alliance or group of minimum two (2) labour market organisations or related organisations either representing interests/members or themes relevant for improving worker’s rights. Hence, the Danish partner must represent both employer and employee perspectives. Organisations with proven experience within social dialogue and/or engagement in vocational training or capacity building in developing countries may apply for support, and only organisations that have previously received – and accounted for - public funds for development work are eligible for support from this Facility.

 The local partner must comprise at least one organisation representing employers or employees and preferably more partners, for instance a community based organisations. The partner (s) must demonstrate interest in and demand for assistance provided by the Danish group of partners.

 One Danish organisation must pursue the role as lead partner and coordinating body on behalf of the entire group of applicants, including taking on the legal responsibility.

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 Outreach to or cooperation with additional relevant civil society actors, such as local authorities, think tanks, women network, research institutes or media as well as Danish or local companies may be included in a project. As long as it remains clear, which Danish and local labour market organisations’ are project owners and comprise the applicant group.

Development engagements, scope and strategic considerations

Granting support to a couple of selected projects/development engagements holds the potential of complimenting other Danida engagements aimed at fostering sustainable growth and decent jobs, if the project is implemented in a priority country for Danish development assistance.

Project proposals may be directed at all developing countries included on the OECD-DAC list (at present has an income limit of 12.745 USD.) with a Danish representation.

Applicants must explain how their project proposal complies with international standards and declarations, particularly UN Guiding Principles on Business and Human Rights, ILO

Conventions and the Decent Work Agenda.

Applicants must consider and describe how their project overall, and if necessary broken down to underlying activities, addresses human rights and gender equality. In addition, applicants also have to justify if and how their foreseen activities may relate to environmental and climate change in light of formats included in Guidelines BLM.

Applications must clearly describe the project’s expected development impact in line with priorities for Danish Development Cooperation, and reflect awareness of the need for adaptation to local context including a risk assessment along the lines of the Danida Risk Framework (See Annex 3).

As a result of consultations and identification of local needs, project applications addressing one or more of the following aspects through social dialogue are encouraged:

• Occupational health and safety (OHS) standards/working conditions • Worker’s rights – with particular focus on women and youth rights • Rights and conditions for employees in the informal economy • Mediation and conflict resolution

Hence, capacity-building, train-the-trainers, establishment of common learning platforms or networks, awareness raising activities and advocacy are modalities expected to account for the main elements to achieve measurable outputs and eventually impact through the selected development engagements. Project applications reflecting a determination to take advantage of combining interests and strengths and introducing new or innovative approaches to strengthen social dialogue will receive priority - as long as the suggested activities contribute to the

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An implementation period of minimum 2 years is presumed necessary to catalyse solid social dialogue within one or more of the aspects listed above. Working for change processes, establishing trust between social partners and developing mutual goals for ensuring a well-functioning labour market takes time.

Engaging companies directly or indirectly in fostering social dialogue may likely add value and strengthen CSR focus as part of social dialogue engagements. If so, activities must address or reach out to a group of companies within a value-chain or sector, and not just imply advisory support or training within one company. Companies engaged in project activities cannot receive financial compensation from this facility to cover their time spent or coverage of outlays.

From a business organisation/company perspective, the facility may pave the way for making it easier for Danish companies determined to do business in emerging markets in a responsible manner and respecting worker’s rights in compliance with International standards and

principles to “walk the talk”. Assessment of applications

Assessment of project applications will occur in light of five criteria, deriving from the principles and requirements formulated in the Civil Society Strategy, also used for the CSR Facility:

1. Assessment of the partnership

2. Assessment of target groups/participants and their relation to the intervention 3. Assessment of the intervention’s relevance, coherence and expected results 4. Assessment of the intervention’s phase-out and sustainability

5. Assessment of the intervention’s cost-effectiveness

See annex 7 for the detailed questions under each of the 5 criteria.

Indicators for each of the development engagements

Defining output and outcome indicators for each of the development engagements (=projects) will depend on which 2-4 project proposals that will be selected and awarded support.

Applicants will thus be requested to include a proposal of maximum of 3 concise and measurable output indicators in a template that will form part of the application form. In addition, outcome indicators to be measured end of the programme must also be included. Suggested output and outcome indicators will be subject to discussion with the applicant before

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final approval of applications by the Green Growth Department and commencement of development engagements.

Reference is made to the Danida Results Framework in Annex 2.

Monitoring mechanisms

The day to day monitoring is done by the partners. Lead partners must submit annual progress reports including reporting on output indicators and budget developments to GRV during the implementation phase. If deemed necessary, status meetings can in addition be organised to discuss progress and adjustments.

With the expectation of granting support to a total of 2-4 projects within this programme, and with an implementation phase of 2-4 years, the programme should undergo one mid-term review, possibly with visits to all countries with projects.

Requirements on size of applications and budget

The program budget of a total of 20 mio. DKK is expected to be shared among 2-4 projects depending on the assessment of project proposals.

Grants are expected to be between 5 and 10 million DKK per project.

In the Guidelines for BLM it will be made clear that projects are expected to have a duration of 2-4 years. Projects above 5 million DKK are expected to have activities in several countries and/or implemented by a large alliance of partners.

It will also be made clear in the Guidelines that Danish partner organisations with a framework financing agreement with Danida may also apply for project support, as long as scope/activities are different from those conducted under the framework agreement in force.

Summary of risk analysis and risk response to programmatic and institutional risk factors Initial analysis revealed that the term “social dialogue” is unclear to many and very politically sensitive in some of Denmark’s priority countries, while at the same time there is a growing recognition of the importance of worker’s rights and working environment. Hence, issues that can be addressed or improved through social dialogue is increasingly on the political agenda. However, “Social dialogue” is deliberately left out of the main title acknowledging the sensitivity.

With a political decision of tapping on Danish stakeholders expertise and a program based on the Danish partners being the main applicants for support according to Guidelines and

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engagements which may not be as strongly in demand in developing country X as among Danish stakeholders. Hence, it is of outmost importance that the Danish

embassy/representation in country X assists with the assessment of a project proposal and in particular shed light on potential contextual, programmatic or institutional risks.

When it comes to the risk assessment of the individual projects within the BLM program, the applicants will be encouraged to consult the risk management matrix and include an assessment of risks in their application. Lead partners will be encouraged to revisit the matrix regularly during implementation.

See the Risk Management Matrix in Annex 3.

3.3 Overview of management set-up at program level:

Guidelines for project applications and corresponding application forms will be uploaded on the MoFA website as soon as the Programme Document has been finalised and approved. Only one application on behalf of the group of partners will be accepted and subject to assessment to keep administration as lean as possible.

The Green Growth Department (GRV) will be responsible for administration of the project portfolio, disbursements, monitoring and reporting. However, particularly during the initial assessment of project applications GRV will consult with relevant embassies regarding choice of local partner’s, their capacity and reputation.

Submission of applications will be open until mid-June. GRV - with assistance from an external consultant - will carry out appraisal of project proposals and present 2-4 selected grant

proposals for the Grant Committee, expecting to grant support in June 2015.

Any communication with GRV beyond submission of annual reporting must be through the lead partner on behalf of the partnership. Grants will be disbursed annually to the lead partner, who will be responsible for channelling money to partners according to approved budgets and reporting.

When GRV receives progress reports, Representation in x country will again be consulted to confirm or clarify aspects described. If deemed necessary a status meeting between the Danish partners and GRV with input from Representation/attendance via video-link can be organized.

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Annexes

Annex 1: Process Action Plan (PAP)

Time line Action Documentation Responsible

February 9 – 20, 2015

Public hearing of project All relevant documentation uploaded on um.dk

External

consultant/GRV February 2015 Preparation of Guidelines Guidelines, administrative

guidelines, application forms etc. GRV (with assistance from External Consultant) February 20 – 25, 2015

Finalization of Documents Address recommendations from PC and public hearing to formulate Final

Programme Document and Guidelines

GRV

February 25 - 27, 2015

The minister approves and the launches BLM Facility

Minister approval and launching event

GRV

May 14, 2015 Deadline for applications Applications received GRV (with assistance from External

Consultant) June 3, 2015 Presentation of selected

project proposals to the Danida Grant Committee

Minutes from Grant Committee Meeting

KVA and GRV

June, 2015 Approved applicants are informed and grant arrangements in place

Grant letters are submitted to project owners, and letters explaining rejections send to other applicants

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Annex 2: Results Framework

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Annex 3: Assessment of Contextual, Programmatic and Institutional Risks

The table below serves to structure possible risk parameters and provides examples of risk outcomes in each of the three Core Risk Categories for the BLM Program. Thought examples are included as illustration. The table will be enclosed in an Annex to in Guidelines for support under BLM to guide applicants in assessing risks.

Contextual Risks

Risk Factor Likelihood Background to assessment of likelihood

Impact Background to assessment to

potential impact Risk response Combined residual risk

Pre-existing

socio-political tensions. Likely Restrictions on civil and political rights in Y country

Major All planning and economic activity hampered by unstable political situation

Danida will decline from

prioritizing granting support under BLM to project in Y country, if other good applications have been submitted

Minor

Programmatic Risks

Impact Background to assessment to potential impact

Risk response Combined

residual risk Political developments in individual countries limits attention on workers’ rights.

Possible During recent years foreign investors have demanded responsible treatment of works at factories from where they source garments.

Major Political or financial turbulence in a country will often have a major negative impact on the level of attention to responsible business conduct.

Danish labour market parties in collaboration with the Danish garment sector takes action and wish to initiate a project in collaboration with the local garment industry to improve working conditions.

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16 Institutional Risks

Impact Background to assessment to

potential impact Risk response Combined residual risk

Misuse, corruption and fraud by participating Danish and/or local partners Likely According to International Transparency Index, corruption is widespread in most developing countries

Major Implementation of project interventions may be seriously damaged if funds are

mismanaged

Denmark’s and IFU’s zero tolerance principle will apply and any mismanagement will be addressed

Minor

Cooperation with Danida / Danish labour market actors may not be of interest to local organizations/counterparts likely No tradition in country X for structured dialogue between labour markets actors

Major Without structured social dialogue, employees will not obtain better working conditions nor better wages. Important opportunities for attracting FDI to the country lost

Danish labour market actors try to join forces with other CSO’s than local Bus Organizations to foster social dialogue

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Annex 4: HRBA/Gender Screening Note Basic info

Title Better Labour Markets (BLM) Facility

Country/ region DAC countries with Danish Representation Budget in DKK

mio.

20 mio DKK

Starting date and duration

March 2015 – Implementation of projects commence in August 2015, implementation period of 2-4 years.

Human Rights Based Approach

Assess whether a Human Rights (HR) Based Approach has been applied in the programme: Human Rights Assessment and Standards

Issues: yes no Explain:

Have major HR analysis relevant for the country been consulted (UPR, OHCHR, EU HR Strategy, other relevant donor documents)

X Not applicable given the regional nature of the facility as well as demand-driven modality. Have key international HR standards and/or

mechanisms influenced choice and formulation of outcome areas?

X UN, ILO and OECD conventions, declarations

and agreements, including Global Compact Principles and the UN Guiding Principles on Business and Human Rights.

Where relevant, is application at national level, including major gaps between human rights in principle vs. human rights in practice, evaluated and identified?

X Not applicable at this stage due to the nature of the facility, but evaluation and identification of gaps will most likely be part of the motivation for applications and subject to concrete activities in projects supported to reduce/eliminate these gaps. Are key recommendations from UPR for the

thematic programmes and from any treaty bodies, special procedures, INGOs, HNRIs etc. that require follow up at national level considered?

X Not applicable given the nature of the facility, but when project applications are submitted and country selections clear, then UPR

recommendations may be considered.

Are rights-holders identified? _X Employees and employers in developing countries

Are duty-bearers identified? _X Authorities responsible for private sector

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18 Assess whether Human Rights Principles have been applied in the preparation and in the design of the programme? Non-discrimination: Are any groups among

rights-holders excluded from access and influence in the thematic programme areas identified?

X Applicants are encouraged to implement projects addressing promotion of gender equality,

promotion of equal opportunity and prevention of discrimination.

Are disaggregated data available on most vulnerable

groups? X

Not applicable at programme level given the nature of the facility. If applicable, such issues will be assessed at project level.

List any key support elements included to promote

non-discrimination X

Danish Applicants are expected to use either UN Global Compact self-assessment tool or ILO’s Decent Work Agenda, which includes an assessment of human rights including discrimination

Participation and inclusion: Are barriers for participation, inclusion and empowerment of rights holders identified?

X Not applicable at programme level given the regional nature of the facility. If applicable, such issues will be assessed at project level.

participation and inclusion X

ILO Decent Work Agenda and The UN Global Compact self-assessment tool

Transparency: Is the extent to which information is accessible to rights holders including marginalised groups assessed?

Where relevant, whether information is available in other than official languages of the country in question should be indicated.

X Not applicable at programme level given the regional nature of the facility. If applicable, such issues will be assessed at project level.

transparency X

Are key accountability mechanisms in the relevant

area – both horizontal and vertical listed? X

Not applicable at programme level given the regional nature of the facility.

Are obstacles, e.g. capacity and political-economy incentives that duty-bearers and rights holders face to exercise their obligations and rights listed?

Not applicable at programme level given the regional nature of the facility.

accountability X

IFU uses the UN Global Compact self-assessment tool which includes an assessment of all human rights including communication and reporting towards stakeholder and vulnerable groups – e.g. free prior and informed consent (FPIC)

Results/Indicators

List any indicators designed to monitor the

realisation of specific human rights X

Applicants must use the UN Global Compact self-assessment tool, which includes an self-assessment of all human rights issues, core labour standards, environmental issues and anti-corruption and select

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List any indicators designed to monitor the

integration of the four principles X

See above List any key indicators chosen to track capacity of

key partners (both rights holders and duty bearers) X

See above

Dialogue Partners

Define key dialogue partners (duty bearers) to be addressed by the country programme

Expected dialogue partners are local authorities, trade unions and business organisations in light of the application criteria.

Define key alliance partners, including other likeminded donors, multilateral partners and CSO’s

In light of the nature of the facility, key alliance partners will be Danish labour market parties and Danish CSO’s

State major dilemmas/risks associated with the policy dialogue and proposed mitigation measures (incl. reference to Framework for Risk Assessment)

In some countries, the willingness to promote social dialogue can be vague and politically sensitive.

Gender Screening Tool Are key challenges and opportunities for gender

equality identified? X

Not applicable at programme level given the nature of the facility, but addressing gender equality is very likely subject to concrete actions in the projects that will be supported. .

Are reference made to CEDAW-reporting, UPR,

and other relevant gender assessments? X

Reference will be made in the Guidelines for applicants to the Better Labour Markets Facility Identify opportunities/constraints for addressing

gender equality issues

The employment opportunities or constraints for women varies depending on the project.

Describe key strategic interventions to promote gender equality within each thematic programme?

Not applicable at programme level given the nature of the facility.

Explain how gender specific purposes will be reached, which strategic approach, what activities are planned

See above

Define expected outputs. Not applicable. Expected outputs will be defined

for each project granted support along the line of the objective of the facility.

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20 Identify gender equality indicators aligned with

national targets on gender if possible.

Not applicable. Equality indicators will be identified if possible depending the the scope of the projects granted support.

Annex 5: Climate Change and Green Growth Screening Note

Basic Information

Programme title: Better Labour Markets Facility (BLM)

Country/region: Global (all DAC countries w DK Representation)

Estimated allocation: 20 mio DKK

Brief description of the Programme

support: Promotion of Social Dialogue in developing countries Dates (expected): Programme committee: End February. External Grant Committee: June

2015

Climate change screening

Assess the status of policies and strategies to respond to climate change in the country and sector. If the issue is inadequately dealt with (indicated by a tick in the “no” box), please add comments and assess the potential impact on the program (see also “next steps” section, below).

Issue: Yes No Comments and further

work to be done:

1. Are the processes and impacts of climate change documented (e.g. in national communications to the UNFCCC)?

x Not applicable at

programme level given the regional and demand-driven nature of the Facility. Such issues will be assessed at project level if applicable 2. Is there a national climate change policy or strategy,

including estimates of the economic costs of adaptation? x See above 3. Have nationally appropriatemitigation actions

(NAMAs) and or Low Carbon Development Plans been identified (e.g. targets for renewable energy

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4. Has a national adaptation programme of action (NAPA) been approved identifying key sectors where adaptation is required?

x See above

5. Are there effective and operational meteorological and

disaster preparedness organizations? x Summarize the overall assessment of climate change impacts and responses:

The projects that will be granted support from BLM are not expected to have any climate change impacts. However, if any of the proposed project activities appear to have the potential of a negative impact, assessment hereof must be carried out before granting support.

Screening of Country Green Growth Framework

Assess the status of policies and strategies for green growth and the procedures for

environmental impact assessment in the country and sector. If an issue is inadequately dealt with (indicated by a tick in the “no” box), please add comments and indicate further work to be undertaken (see also “next steps” section, below).

Issue: Yes No Comments and further

work to be done:

1. Do national procedures and legislation for Strategic Environmental Assessment (SEA) and

Environmental Impact Assessment (EIA) exist?

x Not applicable at

programme level given the regional and demand-driven nature of the Facility. Such issues will be assessed at project level if applicable 2. Are there operational Green Growth Strategies/actions

plans and/or National Environmental Action plans? x See above 3. Are there regularly updated state of the environment

reports and green growth monitoring systems with indicators?

x See above

4. Is there sufficient institutional and human capacity for green growth and environmental management in the sector concerned?

_{See above}

Summarize the overall impression of the Country Green Growth Framework: Not applicable at programme level given the regional and demand-driven nature of the Facility.

Climate change and Green Growth opportunities and risks of programme

Assess how climate change and environmental opportunities and risks will arise through the programme:

Will the programme ...

Oppor-tunity: Risk: None: 1. ... support green growth initiatives including livelihood

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3. ... contribute to effective management and efficient use of

natural resources x

4. ... have direct or indirect impact on climate change (e.g. through

increasing or reducing emissions of greenhouse gases)? x x 5. ... have direct or indirect impact on occupational health and

safety? x

6. ... lead to changes in land and resource tenure and access rights,

including the rights of indigenous peoples? x x 7. ... include activities within or adjacent to protected or

environmentally sensitive areas?

x x

8. ... have direct or indirect impact on the resilience of communities in the face of natural disasters?

x

Summarize and explain climate change and green growth opportunities:

Projects related to promoting social dialogue are expected to primarily focus on Occupational, Health and Safety (OHS) standards, thus protection of labour right’s and their working

environment. However, social dialogue efforts holds the potential of providing opportunities for greener and inclusive growth. As a contrast, lack of OHS standards may contribute to doing harm to the environment surrounding a factory as well as triggering conflicts at the workplace. Hence, attention to the linkage between promoting worker’s rights and ensuring green growth rather than environmental degradation and conflicts will be prioritized during assessment of applications.

Summarize and explain climate change and green growth risks:

Again, if individual projects include issues related to environmental sensitive areas and issues in relation to indigenous people. If that will be the case, they will be assessed in accordance with international guidelines

Identify requirements for undertaking an Environmental Impact Assessment (EIA). Categories are: [ A ] Full EIA required; [ B ] Partial EIA required; [ C ] No EIA required2_.

Intervention Name Category A, B or C:

1: Select category:

2: Select category:

3: Select category:

Not applicable, see above.

Will national regulations and procedures for EIA be applicable to activities of the programme that have potential environmental impacts? – Yes - No X

2_{Category A = Intervention is likely to have adverse environmental impacts that may be sensitive, irreversible, and}

significant in scale/scope; B = Intervention is likely to have negative impacts, but which are less significant, not as sensitive, numerous, major or diverse; C = The environmental risk of the intervention are of little or no concern.

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23

Next Steps – process action plan

Need for further work during the preparation, appraisal and implementation of the programme arising from the climate change and green growth screening:

Suggested activity: Action needed Comments and elaboration:

1. Assessment of green growth and climate change opportunities in sector development plan.

Not applicable 2. Assessment of capacity for green growth and

climate change management in the sector/country. Not applicable 3. Prepare ToR for and conduct Country Analytical

Work. Not applicable

4. Prepare ToR for and conduct SEA(s) of sector

policies or plans. Not applicable

5. Prepare ToR for and conduct EIA(s) for programme interventions.

Not applicable 6. Initiate donor harmonisation in the sector on

green growth and climate change. Not applicable

7. Other...?

Signature of Screening Note

Place and date

………. (name)

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24

Annex 6: Assessment according to the budget support principles This annex is not applicable for the Better Labour Markets Facility

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25

Annex 7: Assessment criteria applications

All applications submitted to the Better Labour Market Programme are subject to a combined assessment based on the following five criteria:

1. Assessment of the partnership

2. Assessment of target groups/participants and their relation to the intervention 3. Assessment of the intervention’s relevance, coherence and expected results 4. Assessment of the intervention’s phase-out and sustainability

5. Assessment of the intervention’s cost- effectiveness

The five assessment criteria described below, all derive from the principles and requirements

formulated in the Civil Society Strategy and “General Principles Governing Support to Development Activities Implemented by NGOs”.

1. ASSESSMENT OF THE PARTNERSHIP

1.1.As regards the Danish (lead) organisation and other participant Danish organisations: o Popular foundation, i.e. roots in the Danish population.

o Transparent and democratic structure, which makes it possible both for members/contributors and for donors to hold the organisation to account.

o Experience of and insights into the country (or countries) concerned, the theme addressed, the target groups and the issues raised by the intervention.

o Relevant professional and organisational capacity, as well as previous project experience supported by the Civil Society Fund, Mini Programmes, Danida, EU, large foundations with reporting requirements or similar documented experience. o The organisation’s professional and organisational contribution to the partners and the intervention.

o Consistency with the organisation’s other development work, combined portfolio and possible strategies.

o The track record: how did the previous interventions on fostering social dialogue turn out? How were they monitored and reported upon?

1.2. As regards the (lead) partner organisation and other participant organisations in the South: o Local ownership and popular foundation, i.e. constituency.

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26 o Legitimacy in relation to the participants and target groups, as well as to address the issues and

represent the interests to which the organisation is dedicated.

o Transparent structure, which makes it possible for members, target groups and donors to hold the organisation to account.

o Experience of and insights into the context and the issues raised by the intervention. The project’s consistency with the organisations’ other work.

o The local partner organisation’s relation to the target groups/participants.

o Relevant professional, organisational and administrative capacity, as well as previous project experience in view of the intervention’s contents and objectives, its scale and annual turnover. o Networking and cooperative relations with, for instance, authorities, other local, national or international organisations, as well as other donors and sources of finance.

1.3. As regards the cooperative relationship between the Danish organisation and the local partner organisations/networks/alliances:

o Clarity in the definition of each organisation’s contributions, roles and areas of responsibility. o Local partners/participants playing an active role in the formulation of the intervention and its objectives.

o Local partners/participants being at the heart of the intervention and responsible for implementation. o Plan for monitoring, evaluation, reporting, and prevention of corruption and fraud.

o Potential for partnership development, including an account of how the partners/participants and their relationship will progress as a result of the activities to be implemented.

2. ASSESSMENT OF TARGET GROUPS/PARTICIPANTS AND THEIR RELATION TO THE INTERVENTION

o The match between the participants/target groups and the intervention’s issues and objectives. o The number of people and composition of participants/target groups in view of the intervention’s scope, objectives and focus on poverty reduction.

o Involvement of related participants/target groups in the formulation of the intervention’s contents and objectives, as well their role in its implementation.

o The degree of ownership of the intervention by related target groups/participants and/or the focus on related target groups in the intervention’s outputs.

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27 3. ASSESSMENT OF THE INTERVENTION’S RELEVANCE, COHERENCE AND

EXPECTED RESULTS 3.1. Relevance:

o Does the intervention focus on overall objective of contributing to inclusive growth and employment in developing countries?

o Does the intervention empower poor and vulnerable groups and improve their conditions in the long run?

o Is the intervention relevant in view of the context and problem area?

o Has the intervention been conceived in tandem with the Danish organisations’ work in Denmark, EU or internationally?

3.2. Coherence and results:

o A well-crafted strategy based on knowledge of the context.

o Coherence between objectives, activities, outputs and problems that the intervention is intended to address.

o Clear and measurable indicators of progress towards the intervention’s objectives. o Making the case that the intervention is likely to achieve its objectives.

o An account of the assumptions underlying the intervention design as well as the risk factors that may jeopardise its success

o Plan for monitoring, evaluation and systematisation of experiences.

ASSESSMENT OF THE INTERVENTION’S PHASE-OUT AND SUSTAINABILITY

o A phase-out plan which ensures that the local partner organisations or target groups are not left in an unfortunate position of dependency when the intervention period expires.

o Reflections on the intervention’s sustainability (e.g. politically, organisationally, socially, technically, financially and/or environmentally) in view of its own objectives.

o Has the case been made that the intervention is likely to lead to lasting improvements of participants’ and target groups’ living conditions and/or local partner organisations’ capacity, which can be sustained after the implementation period has expired?

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28 o Will the intervention’s results/improvements continue to spread to other target groups or partners?

ASSESSMENT OF THE INTERVENTION’S COST- EFFECTIVENESS

o Costs of administration, travel and salaries suit the needs and characteristics of the intervention. o The relation between the outputs of the intervention, the scale of activities, the number of participants or members of the target group, and the total budget.

o A realistic cost level in view of the context of the intervention, not least if local partner organisations are to cover future expenses themselves in part or in full.

CONCEPT NOTE/Programme Document