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what accomplishments are sought and hence the achievements upon which staff performance can be more objectively judged. It allows agreed standards of assessment to emerge as part of teamwork, rather than as judgements made within administrative hierarchies. Moreover, a focus on objectives enables the ILO to project a clearer image to the outside world and facilitates relationships and partnerships within and outside the United Nations system. The previous chapters of this Report have explained the programme priorities and the regional orientations foreseen for the ILO. This chapter addresses the question of implementation — strengthening the ILO’s own capabilities for action. Many of these policies will require to be further developed in the months ahead; they will all require time to show results. Trade unions and employers’ organizations are also potential contributors. In the case of child labour, for example, workers’ and employers’ organizations in one country have been instrumental in channelling funds to poorer countries. The social partners can be powerful vehicles through which the ILO can reach private foundations, individuals and businesses. At the government level, some recipient countries in Latin America have made available their own resources to complement ILO technical assistance. In Central Europe, some countries have shown their willingness to contribute staff and technical expertise to support ILO work in other, more troubled, transition economies. At the same time, ILO headquarters and the field structure should have a closer relationship and integrate their activities more effectively, for example, in preparing new global programmes. Apart from leading to greater efficiency, this would also promotes global learning — sharing new concepts and the lessons of innovative projects. A number of potential areas for improvement have already emerged. These would primarily involve redefining the role and responsibilities of field structures, so as to avoid the overlapping of responsibilities and the grey areas that occur in practice. At present there is a roughly threefold division of responsibility. Administrative and political roles at the national level are performed by the area offices. National demands for technical support are met by the multidisciplinary teams . And overall policy direction and coherence is provided by the regional offices. This interface between relations, technical functions and policy direction needs to be improved. The ILO needs to maintain close contact with its tripartite national constituents to ensure that their concerns not only shape technical services in their countries, but also influence the priorities of the Organization as a whole. To help meet these needs, the ILO in 1993 introduced the Active Partnership Policy , which has set the foundation for future progress. If it is to fulfil its potential, however, the APP needs to be reoriented and placed in a wider organizational and policy framework. The ILO’s Governing Body
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