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In developing and implementing a NAP on forced labour, it is important to assess the capacity of the partners involved. This will help guide the selection of implementing partners or help identify some capacity-building needs to be addressed for effective implementation. This checklist can be used as a starting point to stimulate thinking and generate discussion; some points may not be relevant in all countries, while some countries may face further capacity issues that are not included.

This note is intended to stimulate thinking about what ownership means and how it can lay the foundations for an effective NAP.1 “Ownership” is generally agreed to be of vital importance to the NAP – without real national ownership, a NAP is unlikely to be implemented to any significant degree and unlikely to bring about meaningful change. If there is real ownership of the NAP, it means that partners acknowledge that the eradication of forced labour is “their business” and will prioritise this in their respective agendas. This applies to government, social partners and other civil society partners. As the government and the Parliament are the ones driving change in many aspects, for example, by adopting and enforcing laws and policies on forced labour, political commitment is also essential. Below, you will find concrete suggestions of what can be done at each stage of the NAP formulation process to create ownership of the NAP and what partners may do to stimulate political commitment. It should be borne in mind that a truly inclusive consultation and formulation process is the most important step towards national ownership of the NAP. Inclusive processes tend to be lengthier, but skipping partners or steps in the consultation process may be costly in terms of ownership and (non) implementation in the long run. Hence, striving to make the NAP formulation process as inclusive as possible should be the aim of lead agencies at all times.

This tool provides suggestions on how to organize national consultation workshops. By the end of the consultations, partners will have discussed and developed a NAP framework that can be expanded into a full draft NAP document by the lead drafters

Estimating the costs of the NAP will help partners define the most effective strategies, prioritize activities and identify resource gaps that need to be filled in order for the NAP to be implemented. It will also be a useful tool which will allow existing resources to be optimized, in relation with the work plans and budgets of the individual partners. As long as the NAP contains robust cost estimates and a proper division of responsibilities, it will be easier for partners to estimate exactly how many resources they will each need to implement the activities for which they are responsible. An accurate costing of the NAP also serves as a basis to negotiate increased resources as well as for the inclusion of new budget lines in the government budget.

The table of contents below serves as an example of how a NAP document could be organized and presented. 1. Introduction 2. The NAP development process. 3. The legal and policy framework 4. Strategy description 5. Coordination framework 6. Monitoring and Evaluation (M&E) framework 7. Cost estimate.

This tool can be used when developing a communication or a knowledge sharing strategy for the NAP. It includes: * A checklist for internal communication amongst partners, aimed at sharing knowledge, improving institutional memory and coordination. * A checklist for external communication to raise awareness among the general public and key target groups on the NAP and its goal of eradicating forced labour in the country.

The Monitoring and Evaluation of the NAP is instrumental to monitor implementation, track progress and identify learnings. One of the first steps to developing a monitoring and evaluation framework, is to clearly identify the result to be achieved and the accompanying activities, outputs and outcomes. This is sometimes referred to as the results framework.

An interview with Nono Sumarsono, a SAFE Seas project director, that discusses the impact COVID-19 has had on workers in the Indonesian fishing industry and recommends several policies to protect these workers.

National Action Plan on eliminating child labor issued by the Government of Myanmar.