1. External Evaluation HIV/AIDS Workplace Policies and Programmes GTZ / ILO Partnership 2003 - 2007 Strategic Perspective and Impact

2. ILO/GTZ-20070910 2 Beneficiary opinion

3. ILO/GTZ-20070910 3 Methodology Desk Review Discussions with Project staff Collection and Review of Accounting Data Design of Survey to Assess Performance Data collection: multiple processesCountry visits: Moldova & Ukraine Data analysis Validation Report

4. ILO/GTZ-20070910 4 Evaluation objectives Validity of design Assessment of Performance Typical LFA Field Project Strategic Impact Project Document Governance & Legislation Public/Private Partnerships Institutionalisation at Workplace Access to international funding

5. ILO/GTZ-20070910 5 Process

6. ILO/GTZ-20070910 6 Process Response to strategy

7. ILO/GTZ-20070910 7 Impact and achievements Advocacy 2003: 3 international events – 300 high-level officials 2004: 7 international events – 300 high-level stakeholders 2005: 3 international events – 400 high-level stakeholders 2006: 5 international events – 300 high-level stakeholders 2007: 1 international event – 300 high-level stakeholders Training 2003: 100 tripartite leaders 2004: 250 tripartite leaders 2005: 7 sub-regional and national events – 400 tripartite leaders 2006: 12 sub-regional and national events – 300 tripartite leaders 2006: 7 national events – 90 tripartite leaders Research and Knowledge-sharing Contribution to translations, print and reprint of ILO Code into 11 languages and Application Manual into 4 new languages. 5 publications on impact of HIV/AIDS in the Workplace Major impact of publications: China, Russia, Indonesia, Brazil, Mozambique, Tanzania and Swaziland. [Ukraine & Moldova]

8. ILO/GTZ-20070910 8 Strategic conclusions Not all countries respond equally to strategy advocacy Advocacy requires substantial risk funding LFA approach does not necessarily work for advocacy projects LFA approach offers advantages that are underused in research and country projects

9. ILO/GTZ-20070910 9 Conclusions on Project Implementation The Project is well-established within ILO Models were developed according to Project Strategy Awareness was increased amongst decision-makers HIV/AIDS can occupy a significant position at WP Genuine tripartite collaboration can be achieved in the WP Project Staff were well selected and are motivated Future sustainability remains a challenge Current size of staff is insufficient Strategy development and support to country projects require different approaches

10. ILO/GTZ-20070910 10 Recommendations to achieve impact Maintain and achieve labour legislation reform Ensure continuous training of trainers Sustain and expand leaders’ awareness Correct wrong assumptions about the role of ILO Increase KS through increased use of new technology and media Create sustainable structures outside the ILO Organise high-level conferences at country level to develop structures & systems & involve stakeholders Identify and promote replicable best practice Systematise project management within ILO-HIV/AIDS

11. ILO/GTZ-20070910 11 Best practice to capture Interpipe Corporation – Ukraine Education Sector – Ukraine Children and HIV/AIDS in Ukraine (Olena Franchuk Foundation) Union Fenosa Group – Moldova (a tripartite success) Moldova’s International centre for promoting women in business ILO/GTZ Impact on Labour Legislation (a comparative experience Moldova & Uraine) Conditions for HIV/AIDS WP strategy development