alice abreu and francisco pilotti office of education, science and technology executive secretariat...

Alice Abreu and Francisco Pilotti

Office of Education, Science and Technology

Executive Secretariat for Integral Development (SEDI)

Second Meeting of the Working Groups of the IACML

Buenos Aires, 11 - 13 April, 2005

The Inter-American Cooperation Mechanism for Professional Labor Administration: The OAS Proposal

I. The Feasibility Study

II. The Social Network of Latin America and the Caribbean

III. CONARED – Knowledge Sharing and Advisory Network

IV. Lessons Learned

V. Outline of the OAS Proposal

INDEX

I. The Feasibility StudyMechanism for the

Modernization of Labor Administration

•Background–Declaration of Salvador

•Regional Action based on horizontal cooperation•Feasibility Study

•Feasibility Study: Options–Inter-American Network for Labor Administration –Inter-American Centre for Labor A.

I. Feasibility StudyOptions from the Study:Network

–Portfolio of experiences–Comparative analysis of experiences–Dissemination of information, electronic means–Supply and Demand Matrix–Horizontal Cooperation Facilitator–Database–Cost: US$3.2 millons

Centre–All of the above, plus the following:–Identifies sources for resources–Technical assistance to assess needs–Designs and executes courses, seminars, interchanges–Cost: US$11.5 millons




IV. Lessons Learned


INDEX

II. The Social Network

What is the Network?

•Origen: Tlaxcala, 1991•30 Countries - 34 Institutions (SIF)•Purpose: Horizontal Cooperation horizontal / fight against poverty

Structure of the Network•Annual Conference•Coordinating Committee•Technical Secretariat – OEST/OAS


Diversification Activities

Extra-Regional Relationships

Corporative Identity

Cooperation/Financing links

Seminars Course

Internships

Seminars Course

Internships

World Conferences

Other Networks

World Conferences

Other Networks

Publication on website

Publication on website

OAS: Institutional Strengthening ECLAC

World Bank: Information and Technology (InterRed) GTZ

IDB/INDES: Intr-Regional Internships Program EU

OAS: Institutional Strengthening ECLAC

World Bank: Information and Technology (InterRed) GTZ

IDB/INDES: Intr-Regional Internships Program EU

The Network: Consolidation

II. The Social NetworkHorizontal Cooperation in the framework of the Network: Results•11 Annual Conferences•30 seminars•140 Internships•1080 officers trained (10 years)•Publications•Web Site

II. The Social NetworkHorisontal Cooperation Models Horizontal: from Tianguis to the Virtual

Market•TIANGUIS

•Technical Secretariat as Focal Centre

•Virtual Network: WEBSITE


Tianguis: Direct Exchange Model

F1 F2 F3

F4 F5 F6

ST


The Technical Secretariat as Focal Centre: Indirect Exchange Model

F1

F2

F3

F4

F5

F6

ST

Supply and Demand Matrix

Supply and Demand Matrix


WEBSITE: Virtual Exchange Model

F1

F2

ST

F4

www.redsocial.org

Design

Hosting

Administration

Design

Hosting

Administration


Connectivity Modalities

•Face to Face Meetings•Videoconferences•Phone Conferences•Phone Messages •Electronic Mail•Electronic Conference•Fax


Social Network: A Complex Community

•It has members from more than one organization•High rotation of executives•Geographically dispersed, with different times•Members from different countries/cultures•Members that speak different languages•Not everybody has the same access to information and communication technologies

Challenges Identified I

•Evaluation–Individual–Work Position – multiplier effect–Institutional Management

•Participation–Internal–External

•Civil Society•Local Government•Researchers

II. The Social Netwrok

Challenges Identified II

•Management: From simple associations to complex networks

–Asymmetries –Statutes–Diversified budget and financing–Strategic role of members


Differences between the Feasibility Study and the Social Network Model

• Option: Network or Centre

• Vertical Management

• Beneficiaries• Financing donors• Does not take into

account legal aspects

• Costs: US$ 3-11mill

• Flexible Knowledge Network

• Co-management• Active participants• Co-financing• Role of OEST/OAS

– Executing Agency– Voluntary Fund

• Cost: US$ 750 mil





IV. Lessons Learned


INDEX

Strategy and Objectives• This initiative seeks to identify, systematically

organize and share consolidated experiences among countries of the Hemisphere

• Simultaneously, it seeks to advise, accompany and communicate through virtual tools with and among those countries; as they critically transfer different experiences to their own contexts

• It opens a space for dialogue with all the actors involved in education: civil society, political body, international institutions and researchers

III. CONARED

The creation of this unique space within the OAS is proposed as an alternative to the traditional vision to review and jointly construct experiences and models. Under this model, all parties offer and receive experiences, understanding that all countries have something to share and something to learn from the other member States.

Sharing Knowledge in a horizontal mannerIII. CONARED

What do we want to overcome?

•Some experiences are better

•First you learn and then you apply what you learned

•Local knowledge is not relevant

•The benefit is only obtained in the final stage of the process

III. CONARED

An interchange methodology that implies that:

What approach do we apply?Relevant elements:

•A dialogue that results in something unique to the sum of its parts, that it feeds from theory and it is strengthened with the support of financing and technical institutions

•Political will and the catalyst for a permanent and direct dialogue

III. CONARED

Country 1

Country 2 Country 3

International Financing Institutions

Researchers Observatories

Evaluating Institutions CATALYST

What approach do we apply?Other Relevant Elements:

III. CONARED

•Information may be disseminated, but knowledge must be built

•It is a collaborative work that returns key knowledge to the enrichment of national initiatives

•Low Cost and High Return Mechanism which permanently links theory with practice

Country 1

Country 2 Country 3

International Financing Institutions

Researchers Observatories

Evaluating Institutions CATALYST

CONARED

III. CONARED

The Results

- More than 3 years implementing the strategy, which is permanently updated and adapted to the new demands from the Ministries

-8 Technical Cooperation Workshops

-28 countries actively participating

- Creation of a network of permanent advisors

-Construction of a permanent dialogue with all actors involved: videoconferences, on-line forums, on-site workshops

-Financial sustainability thanks to the support from the Work Bank and the contributions of the Technical Secretariat

III. CONARED

INDEX




IV. Lessons Learned


What have we learned or reaffirmed about cooperation?

•All countries have valid lessons to share

•Horizontal Cooperation increases the capacity of the System to reflect and learn from each other experiences

•A genuine political will to share is as important as sharing itself

IV. Lessons Learned

What is a Knowledge Network?

•Group of people that share the same concern and set of problems, and who deepen their knowledge through continuous interaction.•Through this interaction: group learning, knitting relationships, sense of belonging and collective commitment•The members bring added value through the voluntary participation in the community

IV. Lessons Learned

Generation of Value

•Short term value – Solution of contingent problems•Long term value – Training and systematization of a knowledge base•Intangible value – Social capital•Strategic value – How can a community with its own identity initiate high quality collective projects for its members

IV. Lessons learned

Network and Development of Capacities

• Traditional– Professional Skills

– Technical and Analytical Tools

– Stress on acquired knowledge

– Increase individual capacity

• Networks– Institutional

Competence– Solution of Problems

and Implementation of Policies

– Stress on the link between knowledge and execution

– Increase sectoral capacity

IV. Lessons Learned

Added Value of the OAS Technical Secretariat

Legal AdvantagePolitical Advantage

Link between CIDI, Ministerials and SummitsBetter Connectivity

Installed CapacityNetwork of Networks

Economic AdvantageAnnual OAS subsidize: approx. US$30,000

Managerial AdvantageAdministration of Voluntary FundSecretariat of MeetingsHistoric Memory

Technical Advantage

IV. Lessons Learned

Horizontal Cooperation Strategy

•Connectivity

•Transference of Knowledge

•Network Management

IV. Lessons Learned

INDEX




IV. Lessons Learned


The proposal is based on the accumulated experience of the OEST in:

1)The Social Network for Latin America and the Caribbean

2) CONARED

3) The Technical Secretariat of the IACML


Proposal: to create an Inter-American Network for Labor Administration (INLA), conceived as an integral mechanism that shares knowledge and relevant experiences for the strengthening and modernization of labor administration vis-à-vis the challenges of globalization



The INLA shall be administered by the OAS with the collaboration of ILO and in permanent coordination and communication with the Min. of Labor, COSATE and CEATAL, which shall comprise the basic core of the Network.

The INLA shall have some basic components, but its benefits are greater that those that can be achieved in each

component

Components of the Network:


I. Inter-Institutional Coordinating Committee

Participants: Authorities of the IACML (troika, and presidents and vice-presidents de WGs), COSATE, CEATAL and international organizations involved in the process.

The Coordination has two objectives: 1) to guarantee that there is no duplication of efforts and 2) to add initiatives and activities that could be harnessed in complementary ways

Objectives: define themes, establish concrete activities and responsibilities, set training possibilities and coordinate the different cooperation and technical assistance initiatives developed in the sub-regions of the Hemisphere.

II. Horizontal Cooperation Strategy

• Systematization of programs and projects Two tools developed: the Permanent Portfolio

of Consolidated Programs in the area of Labor and the Database of the USDOL/ILO project.

• Workshops and Seminars for critical transference

On-site workshops, bilateral or multilateral. Participation of officers, experts, researchers.



III. Interactive Portal

• Information Component:

• Cooperation Projects from international organizations – training courses.

• Interaction and Dialogue Component – Virtual Forum

• Financing sources and international contests to obtain resources.

• Researchers and experts’ database

• Programs from the Ministries of Labor



Preliminary Schedule of Activities:

Before the XIV IACML• Continuous updating of the IACML website• Design and support of the Virtual Forum• Updating the Portfolio of Consolidated Programs

Between the XIV and the XV IACML• Seminars to interchange experiences• Meetings of the Inter-Institutional Coordinating

Committee• Update of the IACML website and incorporation of

the database of the USDOL/ILO Project• Virtual Forums and Videoconferences• Update of the Portfolio of Consolidated Programs

and database of technical cooperation projects


Financing:• OAS, in its capacity as administrator of the

Network, offers its physical infrastructure and the services of its staff. During the first phase of activities the OAS shall completely cover all costs.

• After the XIV IACML, the in-kind contribution of the OAS shall be complemented with financial support that may cover the costs of specific activities: workshops, meetings, videoconferences. Also ensure that a junior professional and an assistant are hired to permanent update the information and maintenance of the interactive Portal.


alice abreu and francisco pilotti office of education, science and technology executive secretariat...

Documents

social networksocial

social networkwebsite

social networktianguis

social networkwhat

optionsinteramerican

focal centrevirtual

feasibility studyii

feasibility studymechanism