ILO high level evaluation: supporting sustainable enterprises (2020)

High level independent evaluations are undertaken at the request of the governing body of the ILO and intended to provide insights that will assist in the setting of strategic directions and biennial plans. All ILO's strategy and policy evaluations are available on their website.

I was part of a two person team which, in 2020, undertook a high level evaluation of all the ILO's efforts to support and promote sustainable enterprises in the period 2014 to 2019. We faced a considerable challenge in doing this work since almost all of it had to be undertaken during the covid19 health crisis which meant that we were unable to visit countries and projects and instead had to rely on a combination of using local consultants and video conferencing.

ILO high level evaluation: capacity development (2018)

In 2018, I was invited to join a three person team which undertook a high level evaluation of ILO's efforts to deliver capacity development to all of its constituents, that is, governments, employers' organisations and workers' organisations. This involved visits to 11 countries (between us, not by all of us) and desk reviews of a further couple of countries. Further information is available on ILO's website. The full report is available from ILO. In addition, ILO has prepared a fact sheet

ILO evaluation of support for Myanmar Chamber of Commerce (2017)

From 2014 till 2017, ACT/EMP has been supporting the UMFCCI and other business associations in Myanmar. I was asked to undertake the evaluation of that support and to make recommendations for future support.

ILO evaluation of support for Employers' Organisations (2016)

For the period 2014-2015, ACT/EMP received additional financial support from the Governments of Norway and Sweden to support some of their global products and to provide specific support to employers' organisations in Zambia, Botswana, Malawi, Swaziland, Vanuatu, Honduras, Philippines, Indonesia, Vietnam, Cambodia, Lao PDR. Sadly I did not get to visit all of them, but I was asked to undertake the evaluation of ACT/EMPs support - which broadly had made a huge difference to the supported organisations. The summary is available from the ILO (click on the back of the image).

BEST - Advocacy Component: longitudinal impact assessment (2010-2015)

Business Environment Strengthening for Tanzania (BEST) was a major programme to promote regulatory and other reform within Government, with several omponents, with one exception all undertaken within government. One compnent, the Advocacy Component, funded by a consortium of donors, was managed outside of the government and existed to support private sector organisations (PSOs) to engage in private public dialogue and to advocate an improved business environment in Tanzania. It launched in 2006 and continued until 2019. In an attempt to explore whether support of this type could make a discernible and sustainiable difference, IGA, in partnership with Annabel Jackson Associates and Coffey (now Tetra Tech) International Development, undertook a five year longitudinal impact assessment funded by DFID (now FCDO). They worked with a small number of 'case study' business associations as well as regularly interviewing public officials and other stakeholders to assess the impact achieved by business associations supported by BEST-AC. Overall, BEST-AC was deemed to have been a success. More information on the programme and its impact is available.

Business Enabling Environment Programme, Zimbabwe (2015)

Business Enabling Environment Programme (BEEP) in Zimbabwe was funded manly by DFID, now FCDO, but with a small contriution from DANIDA to support policy reform that might lead to improvements in the business enabling environment which would, in turn, encourage investment and stimulate economic growth. Formally, the goal was sustained economic growth in Zimbabwe and integration into regional and global supply chains and markets and the purpose was to improve the business environment, so that it is more predictable and thus less risky with a consequent reduction in the cost of doing business. The programme was divided into two components: Zimbisa Trust, implemented by Adam Smith International, focsued on on improving public private dialogue, recognising that to be effective it would have to build the capacity of both public sector Ministries and Agencies and business and trade associations and support them with technical assistance; and a World Bank implemented component providing advice and technical assistance directly to Ministries and Agencies to stimulate regulatory rform largely around the financial sector. IGA was commissioned to undertake the second annual review.

Goal Oriented Local Development Fund, Nigeria (2013)

The Employment-oriented Private Sector Development Programme (EoPSD) was a development programme based on a bilateral agreement between the Nigerian and German Federal Governments. It was implemented by German Technical Cooperation (GTZ, now known as GIZ). The programme's objective was to support sustainable economic development and thus increase income and create employment through private sector initiatives. The ultimate beneficiaries of the EoPSD were small, micro and medium-size entrepreneurs (SME) in two states: Niger and Nasarawa. Interventions were intended to address the needs of SMEs though it does not work directly with entrepreneurs.

Irwin Grayson Associates was commissioned by GIZ to consider whether, and if so how, to launch the 'GOLD' fund to stimulate the creation of new business models that might otherwise not be pursued or only receive marginal attention from the private and public sector. It was anticipated that the fund would finance projects involving capacity building, infrastructure, machinery and equipment procurement, acquisition of technical consulting services, as well as sustainable private sector development measures. The development of ideas and the design of the fund were intended to promote public private partnerships and private sector development as part of local economic development at level of Local Government Authorities.

ENABLE, Nigeria (2009, 2012)

ENABLE was a DFID funded programme, launched in 2008, intended to support the organised private sector to engage in dialogue with government and to advocate reform of public policy with an objective of improving the business enabling environment. It provided support, inter alia, through a mix of training and mentoring for business associations. A media component aimed to draw attention more widely to some of the issues constraining the growth of the private sector.

I was commissioned, working with Michael Bolanos, to undertake the first annual review which took place in 2009. In 2012, I was commissioned, woring with Dahitu Sani of Kaduna Business School, to undertake the fourth annual review, by which time ENABLE had supported the achievement of eight policy changes with more in the pipeline and some 39 additional dialogues.

Public private dialogue around Nigeria (2008)

Public private dialogue is a pre-requisite for effective private sector advocacy. Regular dialogue between appropriate partners from private and public sectors can help to break down mutual suspicion and replace it with mutual confidence. It also provides ready made channels of communication both for public sector consultation and for private sector advocacy

The World Bank's Investment Climate Programme commissioned Irwin Grayson Associates to undertake a review of public private dialogue (PPD) and private sector advocacy in four states: Cross Rivers, Kaduna, Kano and Lagos. The broad objectives of the review were:

• To identify business membership organisations (BMO) at the federal level and in the four lead states that are already engaging in private public dialogue;
• To identify existing public sector mechanisms, if any, which make it easier for the private sector to engage in dialogue and to advocate for reforms;
• To assess the effectiveness of existing public private dialogue.
• To make recommendations for improving the effectiveness of public private dialogue at both state and federal level.

The ultimate objective was to make recommendations for the development of a structured public private dialogue framework at the sub-national level, which would build advocacy capacity within the private sector and stimulate dialogue leading to improvements in the investment climate.

This assignment was undertaken in partnership with Brian Shaad Associates

Evaluating BEST Advocacy Component, Tanzania (2007-2008)

• preparing the monitoring and evaluation framework (2007, with Annabel Jackson Associates);
• undertaking the implementation support review (2008, with Annabel Jackson Associates)

Evaluating BEST Advocacy Component, Tanzania (2006)

I was commissioned by DANIDA, in partnership with Coffey International Development) to undertake the first mid-term review of BEST-Advocacy Component. Around 95 per cent of the recommendations were implemented. Moreover, it was this evaluation that led me to think clearly about how business and trade associations should take a clear and logical approach to their advocacy and led to the development of the five stage approach to advocacy.

Business Sector Advocacy Challenge (BUSAC) Fund, Ghana (2006)

I was commissioned by DFID (now FCDO) to undertake the first annual review of the BUSAC Fund.

Improving the enabling environment for business in Kenya (2004)

The Kenya Institute for Public Policy Research & Analysis (KIPPRA), founded in 1997, is a state corporation established by an act of parliament with the primary mandate of providing quality policy advice to the Government of Kenya and other key stakeholders by conducting policy research and analysis to contribute to the achievement of national long term development objectives. The Government of Kenya, in its 2000 Poverty Reduction Strategy Paper highlighted the need to create an environment that was much more conducive to the development of the private sector creating employment and income opportunities and leading to poverty reduction. KIPPRA concurred observing that “the Government of Kenya does not have the capacity or resources to reduce poverty. It is the private sector that is capable of reducing poverty through employment creation and income generation. The role of Government is to provide an enabling environment that allows the private sector to operate with minimal hindrances.” They persuaded DFID (now FCDO) to fund a three year Umbrella project with a focus on deregulation and working towards establishing a simpler, more enabling environment for business.

Working with Associate, Peter Maina, IGA was commissioned to undertake the end of project evaluation. Whilst we identified some shortcomings in implementation, overally we sensed that the work was making a difference. We recommended a no-cost extension of six months and a follow-on project.

KEPSA institutional review, Kenya (2004)

The Kenya Private Sector Alliance (KEPSA) is the apex body for business and trade associations, chambers of commerce, professional bodies and many individual businesses. It enables them to speak with one voice when engaging government, development partners and other stakeholders on cross-cutting policy issues and programs intended to support social and economic development.

In 2002, I undertook a review of an ealier apex body, the Private Sector Forum, and then undertook am institional review of the embryo KEPSA with a view to putting in place an appropriate strategy for private sector influencing of the government, together with an organisational structure, covering both staff and volunteers, able to implement the strategy. The outcome was that DFID (now FCDO) agreed to continue providing financial support.