Anppcan had an advantage and one of its officials was

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ANPPCAN had an advantage and one of its officials was involved in the development of the Time Bound Programme. The design of this programme included the creation of an inter-ministerial committee, which was supposed to be chaired by the Vice President of the country who was sympathetic to children issues and his ministry was hosting the Department of Children Services. This inter-ministerial committee did not work during implementation, simply because the key actors did not allocate resources. As a result, this committee never met according to the external evaluators. However, this committee was crucial if the created structures both at the district level, such as the DCLCs and those at the national level such as the National Steering Committee on Child Labour, were to be effective. Thus, putting issues on the public arena requires resources. The availability of resources depends, in turn, on other factors. For example, another lesson learned is that the implementers of programmes shape or modify their design and allocate resources according to what they consider important from their respective vantage points. This is clearly reflected in the interview with the ILO officials in Kenya.
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CMI REPORT THE ROLE OF ADVOCACY AGAINST CHILD LABOUR 2015: 2 26 Interviewer: One of the objectives of the Time Bound Programme was to put in place an Inter- Ministerial Committee on Child Labour. The NPA was sought to mainstream child labour across government ministries. What is the status? ILO/IPEC Official: The Ministry of Labour should answer that. It was the Ministry’s mandate to form and steer this forward. In my view, forming an IMC on child labour and operationalizing it was being over ambitious. It was not possible to bring together Ministers from different ministries. The above response from the ILO official was a misinterpretation of the intention as the design was not to bring ministers together, but simply to constitute a team of key ministries, which had been identified in the design to coordinate and integrate activities on child labour in the country. The design was based on the views of stakeholders, who were brought together by the ILO, who in turn also brought an expert from Geneva. But when it came to implementation, the ILO official on the ground to facilitate implementation considered it irrelevant and preferred to work with individual ministries without bringing them together, thus exacerbating the challenge of integration and coordination at the national level. This also had implications for raising resources within the government. This inter- ministerial committee was supposed to strategically make the government allocate resources to fight child labour in Kenya. It involved key ministries such as Planning, Treasury, Education, Health, among others.
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  • Spring '17
  • Districts of Kenya, Nairobi, Child labour, Ministry of Labour

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