Ilo evaluation
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- Bu səhifədəki naviqasiya:
- Target June 2015 Actual June 2015
- Job creation
- Changes in employment status
- SME Walk Through Checklist
- Survey workers in SME’s benefiting from SCORE
- Opinions and Appreciations of SCORE by partners and beneficiaries 2.1 SCORE team
- 2.2 SCORE trainer’s and SCORE training service organizations
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Legend: Green=completed; yellow=in progress; red=delayed; white=not yet started or not planned The realization of outputs is presented on smart-sheets. Until June 2015, the following outputs were realized:
(Between brackets is the percentage of Females) The table above shows that implementation of SCORE in Ghana is largely on track when comparing realization with targets. Outcomes reported on the M&E online platform until 20 December 2015 are presented below:
The table above shows that only a small percentage of companies (through SCORE consultants) are providing inputs on enterprise improvements. According to these data, the number of accidents and labour turnover has gone down considerably, while companies also report on significant changes in defect rates, energy use and absenteeism. No information was given on changes in the average wage. At the highest level, outcomes were reported on job-creation effects. The results (until 20 December 2015) are presented in the table below:
In Ghana until the current date 110 enterprises are trained. With respect to the basic indicator of job creation, on 79 enterprises data have been provided. The data show that SCORE is generating net jobs, despite the financial crisis in Ghana and the increased competition from international companies. During the evaluation visit the evaluators have visited four SME’s to confirm achievement of outcomes in enterprise walkthroughs. The changes observed at SME level are presented in the table below. The average scores are given on a three-point scale (1=low, 2=sufficient, 3=good)
The Enterprise walkthroughs also show the positive effects of SCORE, particularly in the area of clear instructions on health and safety. . Appreciation of workers on the application of SCORE in their companies are presented below on a five-point scale (1=not at all/very low, 2=low; 3=sufficient, 4=high, 5=very high):
At the outcome level, interviews and surveys with workers show that changes as a result of SCORE are highly appreciated by most workers. The lowest score, however, concern improvements in working conditions.
2.1 SCORE team The ILO SCORE team in Ghana consists of two persons: the national project coordinator and one admin assistant. Being a former executive director of GEA and having several years of experience working with ILO, the national project coordinator seems well connected with all partners involved in the SCORE project: employers, trade unions as well as government. A big help has been the foundation of STSG as well functioning service provider responsible for the implementation of the training and consultations in the Accra and Tema regions. The start of trainings in Sekondi-Takoradi is seen as a first step in the expansion to other regions to increase the impact of SCORE on the national level. In the long run it is the Ghanaian government, most likely the Ministry of Employment and Labour Relations, who should champion the SCORE project as National Centre. Although the financial sustainability of the project is a concern, the team has some promising contacts with possible financers like the Ecobank. A survey among SCORE staff shows the following appreciations on a five-point scale:
The survey responses are in line with the interview findings with the different stakeholder groups. SCORE has good relations with stakeholders. There is a firm belief that the SCORE programme leads to changes at the factory level. 2.2 SCORE trainer’s and SCORE training service organizations At the start of the project 9 individual consultants decided to join forces in the Score Training Solutions Ghana. STSG is a well-run not-for-profit organization providing practical training and in-factory consultations for industries that aim to improve productivity and working conditions in SMEs. STSG is responsible for the organization and implementation of training activities and company visits. As shown by the satisfaction ratings, their training is highly appreciated by the companies that have participated in SCORE. A point for improvement in the relation with the SCORE team is the planning of activities. The STSG consultants complained that training activities are sometimes planned on an ad hoc basis. During the interview, the STSG consultants showed their dissatisfaction with the lack of commitment from most members in the NTAC. “Because of the positive results of SCORE, you would expect partners to champion the project. They know about the successes, but at the same time do not put much effort into it. Their interest in SCORE disappears as soon as it becomes clear that it needs work and is not a golden egg.” The consultants see insufficient buy-in from other partners and a lack of endorsement. As they explained: “If you do not have a bit of cloud behind you, it becomes very difficult to sustain the project”. A small survey among SCORE trainers shows the following appreciations on a five-point scale:
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