Management Response Template This template is included as a recommended template in the CAMSA. August 2014 Please consult the Oxfam Evaluation Guidance1 when planning an evaluation. This template should be filled out when closing an evaluation. What’s this template? This template summarizes the reflections of your team and program/project stakeholders in relation to the evaluation’s findings and recommendations and offers an opportunity to comment on the utility of the evaluation process and final report. The template is divided into two parts: The first part should be published together with the evaluation report (or its executive summary); the second part is for internal use only as it helps you define and track a detailed action plan in response to the evaluation findings. Why should this template be filled out?
Oxfam Policy on Program Evaluation All evaluation reports must be accompanied by a management response that communicates careful consideration of the evaluation’s findings and recommendations, detailed actions that will be taken to respond to these findings and offers an opportunity to comment on the utility of the evaluation process and final report. (Page 4: Paragraph 11)
The overall purpose of a management response (MR) is to ensure that findings, conclusions, and recommendations from Oxfam evaluations are given careful consideration and are acted on. Developing a management response in consultation with the relevant stakeholders helps us document our main learnings from evaluations as well as track our actions in response to the recommendations. Who should fill it out? The evaluation manager is responsible for ensuring that a management response is prepared within a reasonably brief period of time after the finalization of the evaluation report or other products (see Oxfam Policy on Program Evaluation). The team that is responsible for the program implementation should participate in the development of the response. If the evaluated project or program has been implemented together with partners and/or communities, these stakeholders should, in a way appropriate to the evaluation context, also participate in the discussion of findings and the development of a response (specifically regarding recommendations that are addressed to them). When should this tool be filled out? The management response should be filled out when you discuss the findings and recommendation of an evaluation with relevant stakeholders, i.e. at the end of an evaluation. Before responding to the evaluation findings and recommendations, you should assess the quality of the evaluation and the validity of its findings and recommendations (see Evaluation Quality Assessment Tool in CAMSA). Where you choose to not act upon findings and recommendations, because they are not clearly justified by the evidence presented in the evaluation report/products, this should be clearly communicated. However, together with the relevant stakeholders you should discuss also those recommendations on which Oxfam may not be able to act directly (e.g. when partners are addressed in recommendations) and agree on options to address these. The preparation of the management response, review by senior management and posting on SUMUS (as well as submission for posting on the Oxfam public website) should happen within a reasonably short timeframe from the moment the evaluation is submitted to the evaluation manager. What to do with the tool once completed? Internally, the MR should be used to track actions as agreed. After an evaluation is completed the MR should be posted on SUMUS and the Oxfam website together with the evaluation product itself (i.e. the evaluation report) and the evaluation quality assessment tool. Please notify the OI secretariat by email (meal@oxfaminternational.org) where the documents are posted.
1 Also available in the relevant sections in CAMSA.
CAMSA minimum requirements regarding the management response 1. The commissioning manager must issue a management response to the review or evaluation. The team that is responsible for the program implementation can participate in the development of the response. It should include how Oxfam plans to use the findings and recommendations to review program planning and strategy. 2. To ensure transparency to Oxfam’s constituents, Oxfam will routinely place the executive summary and management response for all evaluations of Oxfam programs or projects on www.oxfam.org and/or the affiliate’s website. Barring unacceptable risk or repercussions to staff, partners or program efforts, the complete reports from all final program or project evaluations will be posted on the website.
Oxfam Management response to the evaluation of Securing Rights for Women Domestic Workers Mid Term Review This information is for internal use only and should not be published. Prepared by: Jennifer Burley (Program Officer, Oxfam Canada (OCA)) Contributors: Farhana Ahmed (Senior MEAL Officer, Oxfam in Bangladesh, Tarek Aziz, (Programme Coordinator, OIB), M M Jakaria, Program Officer – MEAL, OCA) Signed off by: Jessica Hum-Antonopoulos (Manager, International Programs, Oxfam Canada);
Mahmuda Sultana (Programme Director, Oxfam in Bangladesh)
Date:
Country/Region/Campaign: Bangladesh
Please remember that this part of the management response should be written in an accessible way for external audiences! A: Context, background, and findings 1.
The context and background of the evaluation, i.e. the purpose and scope of the evaluation.
Securing Rights for Women Domestic Workers (SR), locally referred to as the Suniti Project, is a 6 year (201925) $11.9 million project funded by Global Affairs Canada (GAC) and implemented by Oxfam Canada, and Oxfam in Bangladesh (OiB). The project aims to improve the well-being of women domestic workers (DWs) by enabling them to access their rights to engage in “decent work” as defined by the International Labour Organization (ILO). The project was in its fourth year of implementation at the time this mid -term review (MTR) was conducted. Seven organizations were working as project partners during the period of this MTR: B angladesh Institute for Labour Studies (BILS), Campaign for Popular Education (CAMPE), Under-Privileged Children’s Education Programs Bangladesh (UCEP), Dushtha Shasthya Kendra (DSK), Karmojibi Nari (KN) 2, RedOrange and HelloTask. Among those partners, BILS is considered a WRO; UCEP, DSK, KN and CAMPE are CSOs; and RedOrange and HelloTask are two private sector organizations.
2
In the Year 1-3, Nari Maitree was the project implementing partner for life skill training. A partner transition took place in Year 4 and now DSK and KN are playing similar roles.
The Mid-Term Review (MTR) focussed on capturing collective learning for possible adaptable measures for the remainder of the project, as well as any future programming, and covered the first 4 years of the project (March 2019 – March 2023). Specifically, the consultant captured early project impacts, assessed progress made on the project Intermediate Outcomes, identified project successes and challenges (including unanticipated outcomes/results), and adaptations to COVID-19 response. Key objectives of the Mid-term review were to: •
Explore and document successful strategies and challenges for DWs to claim and defend their rights in relation to decent employment.
•
Evaluate transformations and focus on employers and relevant influencing stakeholders’ collective learning related to the social norms and values on DWs’ rights.
•
Specify constraints that impede the quality or implementation and suggest time-bound achievable solutions for further successful implementations to reach the projects’ ultimate outcome.
•
Identify best practices from the project partners and highlight replicable lessons and examples.
•
Understand the project implementation challenges and achievements, and evaluate the project responses and adaptations, during the COVID-19 period.
2.
Summary main findings and recommendations
Main findings Effectiveness Pillar 1: Campaign for Popular Education (CAMPE) developed the training curriculum in collaboration with the National Skills Development Agency (NSDA). Occupational and life skills training s were provided to DWs through Under-Privileged Children’s Education Programs Bangladesh (UCEP), and other civil society partners. Occupational skills training topics included the operation of different home appliances and cooking skills. Life skills training provided knowledge of work culture, increased self-esteem, and awareness of the Domestic Workers Protection and Welfare Policy (DWPWP)-2015 of Bangladesh . The DWs displayed these skills to their employers through demonstration and effective communication, thereby allowing DWs to be more able to claim their rights and negotiate fair pay, leave, working hours and medical allowance. Life skills training has strengthened professional skills, awareness, negotiation abilities, leadership capacity and decision -making skills of DWs. In addition, the introduction of an online job placement platform through HelloTask has opened new work opportunities for DWs. Pillar 2: From a research and advocacy perspective, Securing Rights partner Bangladesh Institute of Labour Studies (BILS) conducted effective activities including policy and evidence-based research such as a study to document the situation for DWs in terms of violence, the findings of which were reported on extensively in the national media. In addition, they established three committees for mobilizing various stakeholders, including the Policy Implementation Committee (PIC), Apex Body, and the Consultative Forum. Communication on issues related to DWs was developed by partner RedOrange, which is effective in reaching the wider community, specifically employers and the government. Social media as well as television commercials were produced, and workshops held alongside government stakeholders. Relevance Pillar 1: While the project was designed before COVID-19, it remains relevant for the existing context of Bangladesh where DW rights are violated. In addition, the life skill training is particularly relevant for the DWs 3.
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Explanatory note: It is understood that this finding relates to the relevance for the DWs particularly in relation to their increased confidence, given that this is a key focus of the life skills training curriculum. The life skills training equips DWs with essential skills like communication, problem-solving, and decision-making. These skills enhance their confidence and ability to advocate for their rights. By gaining skills in financial literacy and personal safety, DWs can better manage their earnings, and navigate social challenge, contributing to their overall well-being and economic resilience.
Pillar 2: Adding to the relevance of the project was coordination among different partners, who handled different components of the project; this coordination among partners has strengthened over the project duration. Repeated engagement of relevant government stakeholders with the project in the various committees (PIC, Apex Body, Consultative Forum) has contributed in strengthening the policy and monitoring cells responsibilities. However, the increased the number of meetings across the three committees has caused repetition to some extent, and required more time and resources. Oxfam’s Capacity Assessment Tool for Gender Just Organizations (CAT4GJO) and FMEAL training also added more value and relevance to the project. Efficiency Pillar 1: The project has been implemented efficiently in terms of strengthening the capacity of the DWs. Findings of this study identified that due to occupational and life skill tra inings their levels of confidence increased, and their ability to efficiently collectively bargain also increased. For example, the Domestic Work Group (DWG) leaders work to ensure effective and efficient negotiations with employers. The DWG leaders can bargain on behalf of a particular DW. They can consult and bargain for their weekly and monthly leave, seek permission from the employers as well as from the family members to attend training and help DW if they face any violence at work and family. During COVID-19, the DWG leaders helped group members in receiving incentives/relief from NGOs and others. Pillar 2: Moving forward, this efficiency can be improved through DWGs working jointly with the Domestic Workers Rights Network (DWRN). Coherence Pillar 1: A major outcome of the project intervention regarding Gender Based Violence (GBV) is that the DWs learnt how to say ‘No’ to any GBV in the workplace and, actions to take in case they experience any harassment or abuse in the workplace. In the baseline, 99% of the surveyed DWs reported that they experienced verbal abuse in the workplace. However, findings of the quantitative survey conducted in 2022 revealed that about 31% of the DWs reported that they have experienced verbal/physical abuse at work place, indicating that the rate of verbal abuse among the trained DWs is getting lower. Pillar 2: All elements of the project are in keeping with gender transformative principles. The participatory process of developing the project as well as continued attention to DW needs means that the project is contributing to an overall better environment for DWs and policy change to recognize domestic work as formal profession. There has been a shift: the training has started to change the mindset of employers; however, more employers need to be engaged in project activities. RECOMMENDATIONS: For the remaining duration of Securing Rights • Additional follow-up meetings4 with DWs post-training to ensure understanding. • Care arrangements 5 for DWs during training • More connection between online platform and other project partners to ensure effective communication and knowledge sharing. • Further orientation to DWs on the online job placement platform • Continue awareness campaigns to change public mindset regarding domestic work. • Increase engagement of employers by holding more awareness meetings • Increase number of trainings for DW spouses and family members by holding more Rapid Care Analysis workshops • If possible, the life skill training should be more frequent, with refresher trainings after 3–6-month intervals. For a future iteration of Securing Rights •
Increase awareness of participant needs based on education, economic status, and availability to att end training.
4 These follow up meetings are regular meetings with the domestic worker groups and group leaders (and not trainings). 5 This recommendation relates specifically to a need for childcare arrangements to be set up for DWs, who identified this as a
limitation to their ability to participate in training.
•
Address literacy challenges and the mismatch of DW literacy levels as compared to the literary requirements for NSDA certification.
•
Revise the occupational skills training based on employer and area-specific demands.
•
Increase the number of employer awareness programs
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Extend the length of the life skills training 6
•
Organize a general awareness campaign 7 for husbands of DWs.
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Allocate budget for compensating DWG leaders’ activities.
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Increase male engagement 8.
•
Establish a DW Café 9, with a secretariat in charge of running the café. DWG can continue their activities under the supervision of the secretariat.
•
Policy and advocacy activities should have a long-term scope.
B: Oxfam’s response to the validity and relevance of the evaluation findings, conclusions, and recommendations. Include 3.
Summary of evaluation quality assessment, i.e. quality of the evaluation is strong/mixed/poor and short assessment of the process (e.g. good, wordy report)
The quality of the evaluation was mixed. To some extent all of the objectives of the evaluation were not captured by the consultants. It was lacking an appropriate process to conduct qualitative research among the targeted groups. The MTR process was a participatory exercise where consultants worked collaboratively with Oxfam in Bangladesh (OiB), Oxfam Canada (OCA), project partners, and DW representatives to determine what knowledge to collect, how it should be collected, and how knowledge and learning will be analyzed and used. All the qualitative tools were designed in collaboration with the partners and DW representatives as well. The major findings were presented to Oxfam, project partners, and DW representatives for validation during March-April 2023, and their feedback was incorporated and informed the final analysis of the review findings. However, the level of analysis was somewhat lacking within the final Midterm review report, which was quite descriptive rather than analytical, especially where differing views were shared by different key informants, for example. Significant delays were encountered with the consultant finalizing all deliverables to the quality required and, even so, the final report required extensive copyediting for clarity. 4.
Main Oxfam follow-up actions (detailed follow-up actions should be included in the table below)
The preliminary results of the MTR were available in April-May 2023, at which time plans for follow up actions were identified and discussed within the Annual Results Report 2022-2023, as well as incorporated the project’s Workplan 2023-25. In particular, areas of immediate focus were: -
prompt establishment of child corners within the project hubs, to support domestic workers with care arrangements during the period they receive training.
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increased support to DWs for understanding the job placement app, as well as increased coordination between job placement partner Hellotask and DSK/KN.
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increased engagement with employers through housing association events, as a new method of engaging with this hard-to-reach group.
6 In contrast to the recommendation around refresher trainings, this relates to extending the length and amount of content in
the existing curriculum and training. 7 Explanatory Note: The MTR specifically noted as a recommendation that an awareness campaign should be used to increase the awareness of DW husbands about the SR project’s objectives. As per MTR findings, DWs faced difficulties/ misunderstandings with their husbands while attending the training. 8 As above – increased male engagement relating to the engagement of DWs’ husbands. 9 A DW Café is a multi-purpose centre for DWs where they can gather and have access to different supports (such as job placement, leisure time etc).
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Increased rapid care analysis workshops with couples and increased focus on engaging the husbands of the DWs.
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ongoing focus on public awareness raising campaigns and maintaining advocacy priorities (including through a new advocacy focused position recruited for DSK)
5.
Any conclusions/recommendations Oxfam does not agree with or will not act upon - and why (this reflection should consider the results of the evaluation quality assessment)
Recommendation: ER15“Allocate budget for compensating domestic worker group leaders’ activities” ➢ Project partners reflected that if we start offering salaries to DWG leaders, that might create further tensions and hierarchies among the DWs, and may not be helpful. Oxfam was in agreement with this perspective from partners. Recommendation: ER8: “If possible, the life skill training should be more frequent, with refresher trainings after 3–6month intervals” ➢ While a valuable recommendation for future work, within the scope of the current project budget and available time, this kind of life skill training refreshers are not possible. 6.
Additional reflections that have emerged from the evaluation process but were not the subject of the evaluation.
NONE
Detailed Action Plan on Key recommendations – for internal use only A: Summary actionable evaluation recommendations Many actions have already been taken, based on the preliminary MTR findings shared with OiB and partners in April-May 2023. Please list all recommendations that require specific actions as per the management response above. No. Evaluation Recommendation (copy from above) For remaining duration of Securing Rights ER 1 Additional follow-up meeting with DWs post-training to ensure understanding ER 2 Care arrangements for DWs during training ER 3 More connection between online platform and other project partners to ensure effective communication and knowledge sharing ER 4 Further orientation to DWs on the online job placement platform ER 5 Continuous awareness campaign to change public mindset regarding domestic work ER 6 Increase engagement of employers by holding more awareness meetings ER 7 Increase number of trainings for DW spouses and family members by holding more Rapid Care Analysis workshops ER 8 If possible, the life skill training should be more frequent, with refresher trainings after 3–6-month intervals For a future iteration of Securing Rights ER 9 Increase awareness of participant needs based on education, economic status, and availability to attend training ER 10 Address literacy challenge and mismatch of DW literacy level as compared to the literary requirements for certification ER 11 Revise occupational skill training based on employer and area-specific demands ER 12 Increased number of employers’ awareness programs ER 13 Extend length of life skills training ER 14 Organize a general awareness campaign for husbands ER 15 Allocate budget for compensating DWG leaders’ activities ER 16 Increase male engagement ER 17 Establish a DW Café, with a secretariat in charge of running the café. DWG can continue their activities under the supervision of the secretariat. ER 18 Policy advocacy should have a long-term scope
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DP/2006/7 B: Detailed action plan One action may address several recommendations. In this case list all recommendations that are addressed. Key action(s) Responding to Time frame Responsible recommendation person/team no. Social mobilizers are actively communicating with ER 1 June 2023 – Oxfam in DWs to establish trustworthy relationship with December Bangladesh DWs beyond the follow-up meeting through 2024 project team mobile phones and cross-programing. Also in four (ongoing) areas, a new Zonal Committee has been formed, and the committee will do 12 meetings including follow-up meeting. Establishment of child corners in the project hub ER 2 June 2023 – Oxfam in offices for DWs to access to ensure safe care for March 2024 Bangladesh their children during the period they are project team undergoing project training (life skills). Updating and simplification of project reporting ER 3 September Oxfam in templates to improve joint work between 2023 Bangladesh and partners Oxfam Canada project teams Regular meetings between HelloTask (a job ER 4 June 2023 – Oxfam in placement app) and DSK and KN December Bangladesh 2023 project team ➢ HelloTask makes efforts to ensure that DWs are offered jobs within 0.5km of their residence. Engagement of more influential and local ER 5 June 2023 – Oxfam in representatives in the awareness campaign to December Bangladesh change the public mindset through influencers. 2024 project team (ongoing) Social media-based campaigns have been planned.
Review Comments
Status Completed 8 meetings of zonal committee
Completed
Completed.
Completed.
Ongoing
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DP/2006/7 Engagement with employers through housing association events to be used as a new method of engaging with this hard-to-reach group.
ER 6
More training will take place for DW spouses and family members on care work.
ER 7
➢ In the awareness-raising event, more men, especially DW spouses and family members, are invited. Online platform and social media-based advocacy initiative has initiated, and more initiative will take place.
Signed off by:
ER 18
June 2023 – December 2024 (ongoing) June 2023 – December 2024 (ongoing)
Oxfam in Bangladesh project team
6 housing society already engaged and Ongoing.
Oxfam in Bangladesh project team
Already 8 workshops completed and Ongoing.
June 2023 – December 2024 (Ongoing)
Oxfam in Bangladesh project team
Ongoing
Jessica Hum-Antonopoulos (Manager, International Programs, OCA)
Mahmuda Sultana (Programme Director, Oxfam in Bangladesh)
Date:
Country/Region/Campaign: Bangladesh
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