ILO funding partnerships - strategy and targets

ILO Funding Partnerships

Its strategy and targets

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Learning structure

ILO's position

Proposed actions

Mobilizing resources

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The ILO’s position and performance to date

The ILO recognizes the need for predictable and adequate funding to respond to constituents’ needs and to do so strategically and with agility. The Global Accelerator signals the UN system’s collective response to direct investments to help create jobs in the green, digital and care economies, and to extend social protection coverage. In the COVID-19 response, the ILO engaged with funding partners and collaborated more closely with the UN in joint programmes, showing how adopting a normative and tripartite approach can build resilience to crises.

Implications for ILO's development cooperation

ILO approvals and delivery in 2022

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ILO's positions

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Mobilizing resources

Proposed actions

Proposed actions on partnerships for funding

3.1 Enhance the integration of ILO development cooperation into the ILO programme of work by mobilizing resources based on clearly defined ILO funding needs per policy outcome, major theme or country/region. 3.2 Expand voluntary funding sources and modalities for unearmarked and lightly earmarked funding. 3.3 Expand and diversify voluntary funding sources and partnerships.

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ILO's positions

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Mobilizing resources

Proposed actions

Progress so far: Mobilizing resources

• Two structured funding dialogues on social protection and skills development resulting in an enhanced ILO offer on multi-partner and pooled funding modalities, as well as an increased interest from funding partners in modalities that provide efficiency and effectiveness gains, and opportunities for coherent action.

• Sustained communication campaign to raise the visibility of its development cooperation programmes and projects and their impact (e.g. the ILO voices platform, “ILO in action” videos, and impact stories)

• Consistent efforts have been made to promote the RBSA modality with funding partners.

• A total of 20 funding partners accounted for almost 96 per cent of voluntary contributions, with the European Commission, the United States of America and the UN being the three largest contributors.

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ILO's positions

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Progress so far: Expand voluntary funding sources and modalities

• A forward-looking partnership and funding approach, taking the expected results for each policy outcome and the corresponding needs as a starting point.

• Lightly earmarked funding is promoted with funding partners in support of policy outcomes.

• Large and integrated development cooperation programmes, including Flagship Programmes, making it possible to attract contributions from multiple funding partners.

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ILO's positions

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Mobilizing resources

Proposed actions

Progress so far: Expand and diversify voluntary funding sources and partnerships

• Joint resource mobilization efforts for the implementation of UNSDCFs and DWCPs remain; while more resources from UN multi-partner trust funds directed towards the SDGs, migration, disability inclusion and the Global Accelerator continue.

• Build on the experience in diverse partnership modalities with IFIs, such as the AfDB and the Islamic Development Bank, for the provision of technical assistance to Member States, and through grants from thematic trust funds, support facilities, and challenge funds.

• ILO’s expertise in the area of social safeguards, especially in the field of fundamental principles and rights at work, also remains a potential growth area for partnerships with IFIs, development banks, and domestic funding.

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ILO's positions

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indicator

baseline

target

P&B 2022-2023 Output A.4

Enhanced partnerships for policy coherence and cooperation to achieve decent work and sustainable development results

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target

P&B 2024-2025 Output A.4

Expanded partnerships and DC in support of policy outcomes

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ILO's positions

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Mobilizing resources

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ILO Funding Partnerships

Its strategy and targets

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As stated in the Development Cooperation Strategy 2020–25, the ILO will have to operate on several fronts:

• Forging partnerships that advance policy objectives and coherence;

• Engaging with IFIs to influence policy and financing decisions in support of decent work objectives; and

• Securing funding for ILO programmes, projects and other activities from traditional and new funding partners.