Alice Abreu and Francisco Pilotti

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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
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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
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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.

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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 US3.2 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 US11.5 millons

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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
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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

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II. The Social Network
The Network Consolidation
Seminars Course Internships
Diversification Activities Extra-Regional
Relationships Corporative Identity Cooperation/F
inancing links
World Conferences Other Networks
Publication on website
OAS Institutional Strengthening
ECLAC World Bank Information and
Technology (InterRed) GTZ IDB/INDES
Intr-Regional Internships Program EU
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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

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II. The Social Network
Horisontal Cooperation Models Horizontal from
Tianguis to the Virtual Market

• TIANGUIS
• Technical Secretariat as Focal Centre
• Virtual Network WEBSITE

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II. The Social Network
Tianguis Direct Exchange Model
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II. The Social Network
The Technical Secretariat as Focal Centre
Indirect Exchange Model
Supply and Demand Matrix
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II. The Social Network
WEBSITE Virtual Exchange Model
Design Hosting Administration
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II. The Social Network
Connectivity Modalities

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

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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

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II. The Social Netwrok
Challenges Identified I

• Evaluation
• Individual
• Work Position multiplier effect
• Institutional Management
• Participation
• Internal
• External
• Civil Society
• Local Government
• Researchers

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II. The Social Network
Challenges Identified II

• Management From simple associations to complex
  networks
• Asymmetries
• Statutes
• Diversified budget and financing
• Strategic role of members

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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

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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
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Strategy and Objectives
III. CONARED

• 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

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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.
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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

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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
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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
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III. CONARED
CONARED
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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

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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
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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

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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

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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

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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

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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. US30,000 Managerial Advantage Administrat
ion of Voluntary Fund Secretariat of
Meetings Historic Memory Technical Advantage
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IV. Lessons Learned
Horizontal Cooperation Strategy

• Connectivity
• Transference of Knowledge
• Network Management

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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

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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
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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
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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
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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.

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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

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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

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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.