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32 Figure 3.2(a) Matrix for calculating a bill of quantities Item # Item description Unit Quantity Labor Cost/ unit Materials cost/ unit Total cost/ unit Total cost 1 2… GRAND TOTAL Figure 3.2(b) Matrix for calculating material costs Item # Item description Specifications Unit Quantity Price/ unit Total cost 1 2… GRAND TOTAL Figure 3.2(c) Workload analysis matrix 20 Item # Item description Unit Quantity Required workers Average workload/ worker/ day # of working days # of workers Total workdays Daily wage Total wages 1 2… TOTALS some cases, wage disbursement may require security guards, secure vehicles to transport cash, and/or insurance arrangements. The basic steps for arranging wage disbursement are as follows: 20 Separate matrices are prepared for supervisors, skilled workers, and unskilled workers. 1. Decide upon the frequency of payments. When participants and their households have an immediate need for cash, the optimal arrangement may be for wages to be disbursed frequently (possibly daily) at first and to slowly make the transition to a less frequent basis (e.g., weekly, bi-monthly, or monthly). Workers’ concerns about the risk of theft or violence when they receive large payments should be taken into account in determining the frequency of payments. 2. Gather information on local arrangements for distributing cash. This information includes whether, and how well, the banking system functions at the local level, whether reliable local financial institutions are available, and the nature of any informal financial transfer mechanisms that are in place. 3. Based on the information collected about local cash distribution, choose a reliable and secure method of disbursing wages. This could involve transferring the payments Livelihoods & Economic Recovery in Crisis Situations
33 directly into workers’ bank accounts, contracting a local financial institution to deliver cash payments to work sites (with Site Supervisors or Team Leaders monitoring the process), or using an informal financial transfer mechanism. Carrying cash to work sites for wage disbursement presents security risks and should be avoided wherever possible. In cases in which the only option is for project staff to make the payments directly, the following procedures are recommended: • The Project Manager collects and verifies attendance lists with each Site Supervisor. • The Project Manager and finance officers prepare payment vouchers and bank transfer requests, indicating days/hours worked or units produced. • On site on payday, all workers present identification or, for workers who do not have identification, a supervisor or community representative verifies their identities. • Workers receive the amount due to them and sign a cash payment sheet—or place an inked thumbprint next to their name—in recognition of the received payment, and payment sheets are countersigned. • Finance officers re-tabulate and reconcile payment vouchers and attendance lists, and all records are securely stored. Decisions on the arrangements for wage disbursement should take into account UNDP’s role and comparative advantages in promoting information technology for development and in capacity building. The wage disbursement process presents opportunities to expand the use of information technology and to strengthen local financial capacity. As breakthroughs continue in mobile banking, retail banking, debit cards, and biometric identification, UNDP is positioned to play a role at the forefront of their use for financial inclusion. UNDP can also impart training and experience with transparent wage disbursement and the maintaining of accounts. 3.1.2 (f) Selection of participants and subprojects/activities Clearly defined, transparent criteria and procedures are needed in order to select target communities, individual participants, and the selection of appropriate subprojects to be undertaken for emergency employment creation. Emergency employment projects, like all livelihoods and economic recovery projects, are most effective when crisis-affected Box 3.1. Summary of timesaving actions to accelerate the delivery of an emergency employment project • Use direct implementation by UNDP as the implementation modality where possible. This makes starting the project faster because it avoids the complications of selecting an implementing partner and enables UNDP to rapidly recruit staff and initiate procurement for the project. (See subsection 3.1.2 (c).) • Access the special services and procedures that UNDP Headquarters offers for programming in crisis and post-crisis situations. In particular, (a) request “SURGE” support from BCPR as needed for rapid deployment of staff who know UNDP procedures and practices, are experienced with crisis situations, and have expertise in UN coordination, aid coordination, resource mobilization, communications, finance, human resources, field security, procurement, and other critical areas; (b) request authority from UNDP Headquarters to use “Fast Track” operational procedures for recruitment, disbursements, and procurement; and (c) access the ready-to-download templates and examples, including those providing standard job descriptions, on the forthcoming UNDP Intranet site for Signature Products. (See subsection 3.1.2 (d).) • For projects where UNDP will directly procure materials for workers, prepare a quick procurement plan. When a financial intermediary is needed for cash payments (e.g., a bank, microfinance institution, money transfer company), start the procurement process at a very early stage. For cash-for-work projects, prepare a quick cash flow plan to ensure that the correct amounts of cash will be available for distribution to workers on schedule. (See subsection 3.1.2 (d).) • Provide guidance and support to local NGOs and CBOs that are potential partners, e.g., by offering information and training on proposal preparation and submission, rather than simply publishing a call for proposals. Also, provide participating NGOs/CBOs with simplified operational manuals, including formats for subproject submissions, monitoring and reporting, etc. (See subsection 3.1.2 (h).) • Whenever possible, with government leadership, set up a coordination structure with other organizations that are involved in livelihoods stabilization and related interventions, e.g., within the Early Recovery Cluster, as early as possible. (See subsection 3.1.2 (h).) 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 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 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 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
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Rehabilitation programme (photo by
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84 5.1 capacity development Support
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86 lawyers, prosecutors, and/or gov
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88 enabled by a secure environment.
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90 terms of foreign exchange; at th
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92 government officials. Such decis
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94 • Support to national justice
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96 policy issues involve the protec
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98 • Strengthening the capacity o
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Women Enterpreneurship in DRC (Phot
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102 6.1 Gender Equality and Women
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104 Gender and the assessment proce
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106 Table 6.1. Example of outputs,
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108 Conflict and disaster tend to w
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110 example is the belief in some s
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112 Box 6.3. Kenya National Youth T
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114 6.3.2 Programming livelihoods f
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116 Box 6.4. Profiling for Liveliho
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118 in ways that do no harm—bears
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Ex-Combatant running a successful r
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122 Box 7.1. Fundamental principles
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124 policymakers to support program
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126 References and suggested furthe
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128 References and suggested furthe
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130 mobilization. When formulating
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132 For outputs, including both pro
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Men and Women Cleaning the Rubble a
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136 GUIDE ON LIVELIHOODS AND ECONOM
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138 UNDP. “Role of UNDP in Crisis
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140 Community infrastructure consis
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142 Inclusive economic growth aims
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144 Payments for ecosystem services
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146 ACKNOWLEDGEMENTS The developmen
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148 • Inclusive Economic Growth a
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150 York; Casper Sonesson, Policy A
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152 DAC DCED DDR DEX DFID DIM DPA D
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154 POSC PPP PRA PRS PRSP PSD PSD P
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156 ANNEX: Discussion Papers on Liv
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Livelihoods & Economic Recovery in
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