Download PDF (4.08 MB) - ReliefWeb

More documents

Recommendations

Info

128 References and suggested further reading: Resource mobilization • Boyce, James K. Post-Conflict Recovery: Resource Mobilization and Reconstruction. Paper prepared for the UN Department on Economic and Social Affairs Expert Group Meeting on Post-Conflict Recovery and Economic Security. 2007. • IASC CAP Sub-Working Group. Guidelines for Flash Appeals. March 2009. • IASC Cluster Working Group on Early Recovery, CAP SWG. Including Early Recovery Requirements in Flash Appeals: A Phased Approach. January 2009. • IASC Cluster Working Group on Early Recovery. Guidance Note on Early Recovery. Prepared in cooperation with the UNDG/ ECHA Working Group on Transition, April 2008. • ILO/Crisis. “Financing LER,” Chapter in, Local Economic Recovery in Post-conflict. ILO and Cluster Working Group on Early Recovery. 2010, pp.170-173. http:// www.ilo.org/wcmsp5/groups/public/@ ed_emp/documents/instructionalmaterial/ wcms_141270.pdf • UNDP Resource Mobilization Toolkit. http:// resourcemobilization.brsp.undp.org/ • UNDP. TRAC 3 Guidelines. http://content. undp.org/go/userguide/finance/rsrc-planbudget/resources-for-special-developmentsituations/?lang=en#top • UNDP. UNDP Thematic Trust Fund for Crisis Prevention and Recovery. http://www.undp. org/cpr/whats_new/framework.shtml • Central Emergency Response Fund (CERF). A standby fund linked to Flash Appeals and CAPs, the CERF is designed to enable predictable, timely, and equitable responses to humanitarian emergencies. Early recovery proposals have been packaged in the contexts of “time-crucial” and/or “protection” interventions within the CERF mechanism; in rare instances, this has led to limited financing of early recovery projects. • Common Humanitarian Fund (CHF). Managed by the Humanitarian Coordinator, CHFs provide early and predictable funding for response to critical humanitarian needs, as identified in a CAP. CHFs also maintain an emergency reserve for responding to unplanned emergency needs outside the CAP. CHFs have served to scale up resources in difficult operating environments. In situations where donors cannot work through government systems, for example, CHFs allow donors to “shadow align” with them. In all existing CHFs, UNDP is the financial fund manager and is also tasked with subcontracting NGOs on behalf of the CHF. • Multi-Donor Trust Funds (MDTF). MDTFs can be designed and established so as to finance specific interventions, including those for recovery. MDTFs typically allocate funding on the basis of needs included in national strategies. Furthermore, MDTFs often rely on government structures for administration and implementation and are therefore useful in terms of developing government capacity. A disadvantage of MDTFs is the time lag that typically occurs between the establishment of a fund and disbursement to implementing agencies (8-18 months). • The Peacebuilding Fund (PBF). The PBF is designed to address crucial funding gaps between conflict and recovery for post-conflict countries, through the disbursement of emergency grants for activities that support peace processes in post-conflict settings. The PBF provides funding only to countries that are before the Peacebuilding Commission or countries in similar circumstances as designated by the Secretary-General. The PBF is a good source for seed funding for livelihoods and economic recovery. In most cases, it has funded youth employment programmes, for example in countries such as Guinea Bissau, Liberia, and Sierra Leone. Box 7.2. Early recovery funding in Pakistan 72 Resource mobilization for early recovery following the 2005 earthquake in Pakistan was highly successful, at 87 percent of the proposed budget for the Early Recovery Plan. Donors gave the following reasons for their substantial contributions: (1) donors were genuine partners in the assessment and planning processes, so early recovery remained on their minds even months after the disaster; (2) the U.N. team highlighted early recovery at the early stage and kept it on the agenda until donors were ready to address it; (3) a respected, high-level government official recognized the importance of early recovery and became a champion; and (4) coordination among U.N. agencies and with the government during the relief phase created donor confidence. The importance of making sure that donors are genuine partners in the entire relief and recovery process and ensuring effective coordination were therefore among the key lessons learned. Openness about past shortcomings can help to build trust. Donor participation in decision-making makes such donors unlikely to deny or forget the need for funding. When all partners—including the government, donors, and NGOs, as well as the U.N. agencies—work together as a team, donors are less inclined to leave the funding of early recovery to “someone else.” 72 Based on a contribution from Andrew MacLeod, RC Office, to an internal UNDP e-discussion on early recovery. Livelihoods & Economic Recovery in Crisis Situations
129 7.4 “Fast Tracking” the Procurement of Goods and Services To enable rapid and flexible response in special development situations (including crises), UNDP’s Bureau of Management and Bureau for Crisis Prevention and Recovery (BCPR) developed a Fast Track Strategy, which was endorsed in 2009 and formally announced to UNDP offices in 2010. The Fast Track Strategy has helped to improve the speed and timeliness of UNDP’s response to crisis and other special situations. The Fast Track Strategy outlines a set of Fast Track Policies and Procedures (FTP), recommendations on fast tracking through preparedness, and recommendations for related changes in “across-the-board” policies and procedures. The Resident Representative may activate the FTP online if at least one of the following three events has taken place: (1) OCHA or the U.N. Country Team has declared a crisis, (2) BCPR has approved an emergency grant (defined as TRAC 3, Category II), or (3) BCPR has activated the rapid deployment of personnel through its “SURGE” facility. The FTP may also be formally activated by the Resident Representative outside the context of an acute crisis, e.g., when a strategic and/or time-critical response is needed to maintain UNDP’s credibility and relevance (see definitions of “strategic” and “time-critical” in page 2 of the Fast Track Strategy). Once the FTP is activated, the Resident Representative automatically has additional authority for procurement, authority to use the direct implementation modality, and limited temporary authority to waive the competitive recruitment process. A number of operational procedures are also modified, including the SURGE standard operating procedures, and specific turn-around times are guaranteed from Headquarters and Regional Support Centres. UNDP Headquarters has developed prescriptive content for the application of the Fast Track initiative and it can be found at https://intranet.undp.org/global/popp/ft/Pages/ Fast-Track.aspx. Also, in order to apply for the use of the Fast Track Policies and Procedures, an activation form can be downloaded at https://intranet.undp.org/decision/fast-track/ SitePages/Fast%20Track.aspx. All Fast Track Country Offices are listed in the summary table. For any support required on FTP, please contact Hye Ran Kim, Management and Programme Specialist, Directorate/BoM (hyeran.kim@undp.org) or Nazim Khizar, Operations Manager, BCPR (nazim.khizar@undp.org). 7.5 Monitoring and Evaluation 7.5.1 Introduction Monitoring and evaluation (M&E) are central to results-based management. Results-based management is a strategy aimed at achieving improved performance and demonstrable results. UNDP adopted results-based management more than ten years ago and is committed to ensuring that strategic results in support of MDG achievement guide all of its programming. This approach involves the setting of clear programme objectives, systematically tracking their achievement, and using lessons learned to improve future programming and increase accountability to all key stakeholders. M&E are often under-prioritized in crisis prevention and recovery settings, where pressure for rapid delivery is greater than in normal development contexts. In fact, M&E are integral to all phases and aspects of successful recovery programming, including resource Livelihoods & Economic Recovery in Crisis Situations
Page 1 and 2:
UNITED NATIONS DEVELOPMENT PROGRAMM
Page 3:
UNITED NATIONS DEVELOPMENT PROGRAMM
Page 6 and 7:
ii Table of Contents CHAPTER 1 READ
Page 8 and 9:
iv Table of Contents BOXES 1.1 Area
Page 10 and 11:
Kenyan Women Selling Products (Phot
Page 12 and 13:
2 1.1 About this Guide 1.1.1 What t
Page 14 and 15:
4 and local economies—contribute
Page 16 and 17:
6 UNDP’s experience has shown tha
Page 18 and 19:
8 1.3.2 Three-track approach to pro
Page 20 and 21:
10 equality and women’s empowerme
Page 22 and 23:
Community Meeting with Future Strat
Page 24 and 25:
14 2.1 What information does a live
Page 26 and 27:
16 Markets for goods and services
Page 28 and 29:
18 tensions, access to resources an
Page 30 and 31:
20 A livelihoods and economic recov
Page 32 and 33:
22 face. Communities can agree with
Page 34 and 35:
Crop Production for food security (
Page 36 and 37:
26 3.1 Emergency employment creatio
Page 38 and 39:
28 Figure 3.1 Flow chart for choosi
Page 40 and 41:
30 The implementing partner recruit
Page 42 and 43:
32 Figure 3.2(a) Matrix for calcula
Page 44 and 45:
34 groups and local authorities agr
Page 46 and 47:
36 Emergency employment projects pr
Page 48 and 49:
38 References and suggested further
Page 50 and 51:
40 big risks (reputational and secu
Page 52 and 53:
42 cially important when a financia
Page 54 and 55:
44 whose enterprises are to be supp
Page 56 and 57:
46 monitoring the number of enterpr
Page 58 and 59:
Page 60 and 61:
50 Assessment reports, where these
Page 62 and 63:
52 Box 3.5. Summary of timesaving a
Page 64 and 65:
54 tion and transportation infrastr
Page 66 and 67:
Page 68 and 69:
Mosquito net production in Tanzania
Page 70 and 71:
60 4.1 VOCATIONAL AND SKILLS TRAINI
Page 72 and 73:
62 4.1.2 (b) Identification of targ
Page 74 and 75:
64 Apprenticeship opportunities sho
Page 76 and 77:
66 have a conflict of interest with
Page 78 and 79:
68 4.2 INCLUSIVE private sector dev
Page 80 and 81:
70 grant sources. UNCDF and UNDP ha
Page 82 and 83:
72 4.2.3 (b) Suggested intervention
Page 84 and 85:
74 into a “fund for inclusive fin
Page 86 and 87:
76 4.2.3 (c) Monitoring and evaluat
Page 88 and 89: 78 legally binding agreements that
Page 90 and 91: 80 4.3 conditional cash transfers C
Page 92 and 93: Rehabilitation programme (photo by
Page 94 and 95: 84 5.1 capacity development Support
Page 96 and 97: 86 lawyers, prosecutors, and/or gov
Page 98 and 99: 88 enabled by a secure environment.
Page 100 and 101: 90 terms of foreign exchange; at th
Page 102 and 103: 92 government officials. Such decis
Page 104 and 105: 94 • Support to national justice
Page 106 and 107: 96 policy issues involve the protec
Page 108 and 109: 98 • Strengthening the capacity o
Page 110 and 111: Women Enterpreneurship in DRC (Phot
Page 112 and 113: 102 6.1 Gender Equality and Women
Page 114 and 115: 104 Gender and the assessment proce
Page 116 and 117: 106 Table 6.1. Example of outputs,
Page 118 and 119: 108 Conflict and disaster tend to w
Page 120 and 121: 110 example is the belief in some s
Page 122 and 123: 112 Box 6.3. Kenya National Youth T
Page 124 and 125: 114 6.3.2 Programming livelihoods f
Page 126 and 127: 116 Box 6.4. Profiling for Liveliho
Page 128 and 129: 118 in ways that do no harm—bears
Page 130 and 131: Ex-Combatant running a successful r
Page 132 and 133: 122 Box 7.1. Fundamental principles
Page 134 and 135: 124 policymakers to support program
Page 136 and 137: 126 References and suggested furthe
Page 140 and 141: 130 mobilization. When formulating
Page 142 and 143: 132 For outputs, including both pro
Page 144 and 145: Men and Women Cleaning the Rubble a
Page 146 and 147: 136 GUIDE ON LIVELIHOODS AND ECONOM
Page 148 and 149: 138 UNDP. “Role of UNDP in Crisis
Page 150 and 151: 140 Community infrastructure consis
Page 152 and 153: 142 Inclusive economic growth aims
Page 154 and 155: 144 Payments for ecosystem services
Page 156 and 157: 146 ACKNOWLEDGEMENTS The developmen
Page 158 and 159: 148 • Inclusive Economic Growth a
Page 160 and 161: 150 York; Casper Sonesson, Policy A
Page 162 and 163: 152 DAC DCED DDR DEX DFID DIM DPA D
Page 164 and 165: 154 POSC PPP PRA PRS PRSP PSD PSD P
Page 166 and 167: 156 ANNEX: Discussion Papers on Liv
Page 171 and 172: Livelihoods & Economic Recovery in
show all

Download PDF (4.08 MB) - ReliefWeb

Create successful ePaper yourself

Delete template?

Save as template?