Strategic Planning Process in the Labor Administration _________________________________________

1. Strategic Planning Processin theLabor Administration _________________________________________ Ministry of Labor and Social Welfare (MTPS) El Salvador

2. Inputs: Constitution of El Salvador National regulations International standards (ILO, OAS, UN) _________________________________________ Ministry of Labor and Social Welfare (MTPS) El Salvador

3. Inputs: Government plan National situation Global situation economic crisis unemployment, informal employment social, economic, and gender inequalities __________________________________________________________________ Ministry of Labor and Social Welfare (MTPS) El Salvador

4. Mission: We are the public administration’s lead agency for labor and social welfare matters, with the basic task of fostering labor relations that are founded on dialogue, social consensus-building, and tripartite participation. Our chief goal is to improve the real wages, working conditions, and quality of life of workers of both sexes, and to improve output and productivity within a framework of equality and social justice.

5. Vision: To be a leading institution within the public administration, oriented toward people and providing quality, efficient, and transparent services, in order to achieve comprehensive development in the social and labor area and to protect jobs, centered on the principles of solidarity, social justice, the inclusion of all sectors, gender equity, and equality before the law.

6. MINISTRY’S MAIN POLICIES Policy for employment and decent work Main policies of the MTPS Job training INSTITUTIONAL STRENGTHENING Review of organizational structure, legal and regulatory reforms, transparency and quality in services FORTALECIMIENTO INSTITUCIONAL Revisión de la estructura organizativa reformas legales y reglamentarias transparencia y calidad en los servicios Gender equality Strengthening trade-union culture

7. INSTITUTIONAL POLICIES Formulate, implement, and update socio-labor plans and policies Re-examine, review, and relaunch welfare policies Institutional modernization and strengthening Occupational safety and prevention Management and cooperation for employment and labor rights Labor participation and inclusion Institutional tiesand sectoral policy Strengthening the legal framework for labor matters Strengthening institutional communications Relaunching the tripartite agencies of the Ministry of Labor and Social Welfare

8. Strategic Plan: Five-year duration, defining the management strategies of the MTPS over that period, identifying priority processes and expected results, and establishing the way in which the Ministry’s directorates, departments, and units are to operate.

9. Strategic Objective Priority Process Strategic Actions Five-year Result Strategic Planning Matrix

10. STRATEGIC OBJECTIVE I. Promotion of institutional management through the process-focused administrative model. PRIORITY PROCESS ACTIONS I.1. Management of institutional processes I.1.1. Improve institutional processes I.1.2. Institutionalize gender awareness in the activities of all areas of the Ministry of Labor and Social Welfare I.1.3 Institutionally link training actions through organized and systemic processes I.1.4 Integrate labor inspection and occupational safety and health processes I.1.5 Strengthen occupational safety and health in the workplace I.1.6. Institutionalize HIV-AIDS as a crosscutting axis in all areas of the institution I.2 Development of the institutional career plan I.2.1 Human resources management for skill building, hiring mechanisms, and training I.3. Drafting the institution’s participatory budget I.3.1. Prioritize the allocation of resources in pursuit of an efficient use of the budget I.4. Strengthening institutional communication, both internal and external I.4.1 Define an institutional communication policy I.5 Inter-institutional interconnections, and management of national and international cooperation I.5.1. Strengthen and expand strategic national and international cooperation relations to crystallize and accompany the actions and processes arising from the strategic objectives

11. STRATEGIC OBJECTIVE II. Promotion of employment and decent work, and modernization of the labor administration PRIORITY PROCESS ACTIONS II.1 Strengthening labor regulations in general and those of other related or similar areas, in order to propose the approval of new rules or the amendment or repeal of existing provisions. II.1.1. Draft and encourage the proposal of labor laws (LOFSTPS, Labor Code, Occupational Safety and Hygiene Regulations, Code of Ethics for Labor Inspections, etc.), and bring them into line with the ILO Conventions and other international provisions. II.2. Developing strategies to encourage labor intermediation at the national and international levels; including gender-aware equality of opportunities among young people, people with disabilities, older adults, women breadwinners, and the general population. II.2.1. Use the National Employment Network to support strategies to facilitate the intensive creation of labor at the national level. II.2.2 Promote the drafting and implementation of the national employment policy. II.2.3 Redesign, expand, and relaunch the National Employment Network, to territorialize the national employment intermediation service. II.2.4 Promote and manage employment and decent work by identifying work opportunities abroad. II.2.5. Design the system for the recruitment, selection, and monitoring of temporary workers abroad.

12. STRATEGIC GOAL III. Strengthening the mechanisms and agencies that promote harmony and compliance with labor rules, dialogue, social consensus-building, and/or social protection. PRIORITY PROCESS ACTIONS III.1 Strengthening harmony among the parties in labor relations III.1.1. Promote actions for dialogue among the parties in labor relations III.1.2. Support union freedoms to assist social dialogue processes III.1.3. Encourage actions that further the observance of labor rights III.2 Promotion of dialogue and social consensus-building III.2.1 Implementation of the Priority Agenda by the Superior Labor Council and the National Minimum Wage Council III.2.2. Build forums for dialogue and social consensus-building with the different stakeholders. III.3. Eradication of the worst forms of child labor III.3.1. Develop and strengthen strategies and programs to eradicate the worst forms of child labor III.4.1. Help define universal social security based on solidarity III.4. Social Protection

13. STRATEGIC GOAL IV. Institutional Modernization PRIORITY PROCESS ACTIONS IV.1. Strengthening actions and spaces for the rest and recreation of workers, their families, and the community in general IV.1.1. Offer the general population areas for rest and healthy recreation IV.2. Strengthening the institutional structure IV.2.1. Permanent review and evaluation of the organizational structure in order to adapt it to the current national situation IV.2.2. Create the Labor Study Institute IV.2.3. Create the National Job Market Observatory Unit (ONML) IV.2.4. Implement the institutional strategic plan for information and communications technology (ICT) IV.2.5. Develop and strengthen user attention strategies

14. Operating PlansThese plans are drawn up annually by the Ministry’s different units, with the chief aim of planning the activities that will help the pursuit of the Strategic Plan. Annual Operating Plans are created by filling out the planning matrix, indicating the objectives, indicators, goals, and the corresponding activities. The planning matrix was developed with a logical framework approach.

15. Operating Goal Annual Result Indicator Activity Resources Annual Operating Plan Matrix

16. Evaluation Carried out by reviewing compliance with the indicators for each goal and establishing the verification method, the corresponding comments, and the activities carried out.