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40 big risks (reputational and security-related), (b) operational risks (financial and transparencyrelated), and (c) project-specific risks (e.g., the risk of weak linkage to durable employment creation). The risk assessment is annexed to the project document, along with the risk log. 23 Complete information on the required process for the development and appraisal of a project document is provided in the “Defining-a-Project” section of UNDP’s Programme and Operations Policies and Procedures (POPP). 24 In countries with a Country Programme Action Plan, an annual work plan is required. 25 Output targets may serve as proxy indicators. 3.2.2 (b) Developing a project document 23 As with all UNDP-supported projects, the launch of a targeted self-employment project requires an approved project document. 24 The project document provides the basis for implementing and monitoring the project’s activities and results. The essential components of a project document are the results and resources framework, a description of project management arrangements, a risk analysis, and a monitoring and evaluation framework. In some cases, the project document must also meet the standard requirements of a funding donor. Table 3.3 below provides an example of the intended outputs, output indicators, and indicative activities that could form part of the results and resources framework for a targeted self-employment project. 3.2.2 (c) Management arrangements Management arrangements for a project include project roles, responsibilities, and accountabilities. The implementing partner, “responsible parties,” and project personnel are central to the management arrangements. Table 3.3 Example of outputs, output targets, and activities in the results and resources framework for a targeted self-employment project Outputs Output targets/indicators 25 Activities Livelihoods and local economic recovery assessments identify opportunities for MSE recovery Households and community livelihoods improved and local economy revived Households and communities have the capacity to develop and operate viable enterprises Government and CSO capacity to create an enabling environment and support for MSEs enhanced Project management capacity developed • Numbers and types of micro and small enterprises (MSEs) to participate identified; target groups, households, and entrepreneurs identified • Assessment reports shared with micro finance institutions and other agencies • Communications package developed • Grant management system established and operational; committee established to vet and identify promising businesses within X days after project start • Households, communities, special groups (women, youths, disabled), and enterprises established/operational • Business development services provided to X% of grant recipients within X months of project start date • Markets rehabilitated/established • Business development services (BDS) established and providing support to grant recipients • Training needs report completed • Recipients of business training • Enterprises benefitting from microfinance • Increase in incomes documented • Jobs created • Government strategy for support to enterprise recovery in place • Agriculture advisory/extension outreach capacity developed • Business registration and permitting processes eased within X months of project start date • CSOs have capacity and strategies to support MSEs • Project is adequately staffed • Enterprise development capacity of project staff enhanced • M&E system designed, implemented, and used for decision making; impact evaluation completed one year after project start date • Assess household and community livelihoods and identify key livelihoods strategies • Assess pre- and post-crisis business environment for formal and informal businesses • Enable participatory development of criteria for selection of businesses/ enterprises to be supported, for conflict and disaster-risk sensitivity, for ensuring that business start-ups procure locally, etc. • Facilitate establishment of household and community enterprises • Monitor markets for labour, goods, and services • Establish a BDS facility that is accessible to crisis-affected people (possibly within an NGO/ CBO) and provides services to formal and informal micro and small businesses • Deliver an integrated system of skills, business, and conflict prevention training • Link households and communities with microfinance services • Support government capacity to facilitate enterprise recovery • Support civil society capacity to implement micro grants • Recruit project staff • Provide training to project staff • Support development of M&E system and use Livelihoods & Economic Recovery in Crisis Situations
41 In consultation with the Government Coordinating Agency, UNDP selects a single implementing partner for each project. The selection is based on an assessment of the partner’s capacity to effectively manage the project and deliver the intended outputs. The implementing partner is accountable to UNDP and the Government Coordinating Agency. The implementing partner may be a government entity (“national implementation”), UNDP (“direct implementation”), a United Nations agency, a civil society organization, or an approved inter-governmental organization that is not part of the UN system. Direct implementation by UNDP is often the best implementation modality for livelihood stabilization (Track A) interventions. This can facilitate delivery and decision-making in crisis and post-crisis situations, where national authorities are often unable to function or have severely reduced capacity. Direct implementation makes starting the project faster because such implementation avoids the complications of selecting an implementing partner and enables UNDP to rapidly recruit staff and initiate procurement for the project. 26 The implementing partner may enter into agreements with other organizations, known as “responsible parties,” which provide goods and services to the project, carry out project activities, and/or produce project outputs. Responsible parties are accountable to the implementing partner. Agreements with both implementing partners and responsible parties should be developed with well-defined roles and responsibilities, including those of UNDP. Experience demonstrates that engaging existing organizations (e.g., government ministries, financial institutions, and NGOs/CBOs) as responsible parties and building their capacity, wherever possible, yields more sustainable results than establishing new institutions. Partnerships with organizations providing both grants and loans are not advised. At the very least, a microfinance institution providing both grants and loans (e.g., when a relief partner is not available to manage the grants) should ensure that it has separate staff and offices for these two functions. The implementing partner recruits personnel for the project. If UNDP is not the implementing partner, UNDP can still support this process as a responsible party. The staffing structure for a self-employment project typically includes a Project Manager; Team Leaders responsible for day-to-day management; specialists in business development, market development, and livelihoods; project facilitators to help participants to prepare proposals for start-up grants or packages; an accountant; and administrative personnel. Generic staff terms of reference for projects providing start-up assistance will soon be available on UNDP’s Intranet portal for Signature Products. To encourage a sense of ownership and commitment among the recipients of start-up grants or packages, it is often useful to require these recipients to make small contributions in the form of labour, cash, or in-kind inputs, depending on the local context. Community-based organizations are often best placed to mobilize such contributions. 3.2.2 (d) Recruitment and procurement Recruitment of staff and procurement of all necessary inputs must take place in accordance with UNDP rules and regulations, and this can take considerable time and effort. Early attention to recruitment and procurement will therefore help to expedite implementation. The preparation of a quick procurement plan is useful in cases in which UNDP will directly procure materials for start-up packages. When the start-up assistance includes grants, the preparation of a quick cash flow plan can help to ensure that the correct amounts of cash will be available for distribution to grant recipients on schedule. Early procurement is espe- 26 Alternatively, if UNDP is not the implementing agency, UNDP can serve as a responsible party for the provision of support services. For all the possible configurations of implementing partners and responsible parties, the necessary agreements among them, and accountabilities, see POPP, “Defining-a-Project” section. Livelihoods & Economic Recovery in Crisis Situations
Page 1 and 2: UNITED NATIONS DEVELOPMENT PROGRAMM
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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 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
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Page 62 and 63: 52 Box 3.5. Summary of timesaving a
Page 64 and 65: 54 tion and transportation infrastr
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Page 90 and 91: 80 4.3 conditional cash transfers C
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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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