Enhancing Inter-American Labor Administration: OAS Initiative

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

2. INDEX 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

3. I. The Feasibility Study Mechanism 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.

4. I. Feasibility Study Options 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

5. INDEX 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

6. 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

7. II. The Social Network The Network: Consolidation Seminars Course Internships Diversification Activities Extra-Regional Relationships Corporative Identity Cooperation/Financing links World Conferences Other Networks Publication on website OAS: Institutional StrengtheningECLAC World Bank: Information and Technology (InterRed)GTZ IDB/INDES: Intr-Regional Internships ProgramEU

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

9. II. The Social Network Horisontal Cooperation Models Horizontal: from Tianguis to the Virtual Market • TIANGUIS • Technical Secretariat as Focal Centre • Virtual Network: WEBSITE

10. II. The Social Network Tianguis: Direct Exchange Model

11. II. The Social Network The Technical Secretariat as Focal Centre: Indirect Exchange Model Supply and Demand Matrix

12. II. The Social Network WEBSITE: Virtual Exchange Model Design Hosting Administration

13. II. The Social Network Connectivity Modalities • Face to Face Meetings • Videoconferences • Phone Conferences • Phone Messages • Electronic Mail • Electronic Conference • Fax

14. II. The Social Network 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

15. II. The Social Netwrok Challenges Identified I • Evaluation • Individual • Work Position – multiplier effect • Institutional Management • Participation • Internal • External • Civil Society • Local Government • Researchers

16. II. The Social Network Challenges Identified II • Management: From simple associations to complex networks • Asymmetries • Statutes • Diversified budget and financing • Strategic role of members

17. II. The Social Network 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

18. INDEX 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

19. III. CONARED 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

20. III. CONARED Sharing Knowledge in a horizontal manner 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.

21. III. CONARED What do we want to overcome? An interchange methodology that implies that: • 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

22. III. CONARED What approach do we apply? Relevant elements: • Political will and the catalyst for a permanent and direct dialogue • 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 International Financing Institutions Country 1 Researchers Observatories Evaluating Institutions CATALYST Country 2 Country 3

23. III. CONARED What approach do we apply? Other Relevant Elements: • 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 International Financing Institutions Country 1 Researchers Observatories Evaluating Institutions CATALYST Country 2 Country 3

24. III. CONARED CONARED

27. 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

28. INDEX 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

29. 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

30. 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

31. 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

32. IV. Lessons Learned Network and Development of Capacities • Networks • Institutional Competence • Solution of Problems and Implementation of Policies • Stress on the link between knowledge and execution • Increase sectoral capacity • Traditional • Professional Skills • Technical and Analytical Tools • Stress on acquired knowledge • Increase individual capacity

33. IV. Lessons Learned Added Value of the OAS Technical Secretariat • Legal Advantage • Political Advantage • Link between CIDI, Ministerials and Summits • Better Connectivity • Installed Capacity • Network of Networks • Economic Advantage • Annual OAS subsidize: approx. US$30,000 • Managerial Advantage • Administration of Voluntary Fund • Secretariat of Meetings • Historic Memory • Technical Advantage

34. IV. Lessons Learned Horizontal Cooperation Strategy • Connectivity • Transference of Knowledge • Network Management

35. INDEX 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

36. V. Outline of the OAS Proposal • The proposal is based on the accumulated experience of the OEST in: • The Social Network for Latin America and the Caribbean • 2) CONARED • 3) The Technical Secretariat of the IACML

37. V. Outline of the OAS Proposal 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

38. V. Outline of the OAS Proposal 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

39. V. Outline of the OAS Proposal 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. • 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. • 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

40. V. Outline of the OAS Proposal Components of the Network: • 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.

41. V. Outline of the OAS Proposal Components of the Network: III. Interactive Portal • Information Component: • Programs from the Ministries of Labor • Cooperation Projects from international organizations – training courses. • Financing sources and international contests to obtain resources. • Researchers and experts’ database • Interaction and Dialogue Component – Virtual Forum

42. V. Outline of the OAS Proposal 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

43. V. Outline of the OAS Proposal 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.