Project Resource Documents Search

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.

A report presenting the results of a market and beneficiary needs assessment conducted in advance of a Bridge Project livelihood intervention in Nepal providing 600 former victims of forced labour in Bajura and Kanchanpur with skills training.  Participants were offered a training on one of 14 different trades according to their interests and the labour demand in the region. All of the participants received the basic level training on one trade, which followed the standard government curricula.  

This report presents research on migrant domestic workers’ (MDW) vulnerability to forced labor in Hong Kong, and examines whether awareness campaigns can be used to shift attitudes and behaviors around forced labor. It presents data from a randomized control trial (RCT) that measures the impact of awareness campaigns on knowledge, attitudes and practices (KAP) regarding forced labor and human trafficking among two populations in Hong Kong: the general public (GP), and MDWs from Indonesia, The Philippines, and Nepal working in Hong Kong.

This report provides an overview of the migration routes taken from Myanmar and Cambodia to Thailand, highlighting the recruitment procedures many migrant workers undergo in order to reach Thailand. This report also indicates the potential risks for human trafficking and forced labor situations for migrants.