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Guide to Cash-for-Work Programming

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ContentsI Introduction .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2

II Background.on.Cash-for-Work.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

III. Rationale.for.Cash-for-Work.Implementation .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 Benefits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5 Risks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5

IV. Determining.the.Appropriateness.of.Cash-for-Work .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 AssessmentofNeeds,Damages,andAvailableResources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6 DeterminingtheAppropriatenessofCash-forWork . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6 MarketAssessment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8

V. Implementing.Cash-for-Work.Programs .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 1 . DevelopinganOverallObjective . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 2 . DeterminigWageLevels . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 3 . ExplainingthePurposeoftheProgram . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .12 4 . SelectingCommunitiesforCfWprojects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .12 5 . RecruitingandOrientingStaff . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 6 . DeterminingAppropriatnessofLocalPartners . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .14 7 . EstablishingVillageCommittees . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15 8 . CollectingBaselineData . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15 9 . DesigningandImplementingCommunity-SelectedProjects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .17 10 .SelectingaReliableMethodofCashDistribution . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19 11 .EstablishingMonitoringandEvaluationSystem . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .21

VI. Transitioning.and.Phasing.Out.of.and.Cash-for-Work.Programs.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22

VII. Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22

VIII.References .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23

IX. Annexes.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26 Annex1:MercyCorps’CfWExperience . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26 Annex2:CfWCoordinatorJobDescription . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28 Annex3:CfWAdministration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29 Annex4:CfWCashierJobDescription . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30 Annex5:CfWAreaLogisticsOfficerJobDescription . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .31 Annex6:CfWAreaSupervisorJobDescription . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32 Annex7:BaselineSurvey . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34 Annex8:ProposalReviewandApprovalForm . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40 Annex9:AssistanceAgreementForm . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46 Annex10:ReceiptofToolsandDonationLetter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48 Annex11:DailyAttendanceSheet . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49 Annex12:PaymentVoucher . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50 Annex13:CashPaymentSheet . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .51 Annex14:WeeklyProjectSummary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52 Annex15:MonthlySummaryForm . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53 Annex16:ExitSurvey . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54 Annex17:MemorandumofUnderstandingbetweenMercyCorpsandalocalpartner . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56 Annex18:EstimatingMaterialCosts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 58 Annex19:MaterialTrackingRecord . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59 Annex20:DistrictCfWSummarySheet . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60 Annex21:WeeklyPaymentSummary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .61 Annex22:CommunityMobilizerDailyReport . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62 Annex23:SecurityIncidentReportForm . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63

CoverPhotos(clockwisefromlefttop):©CateGillon;ThatcherCookforMercyCorps;ShirineBakhat/MercyCorps;JasonSangsterforMercyCorps .

ThecontentsaretheresponsibilityofMercyCorpsanddonotnecessarilyreflecttheviewsofanyofthedonorswhohavesupportedourCash-for-Workprograms .

Copyright©2007MercyCorpsAllRightsReserved

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I..IntroductionCash-for-Work is a short-term intervention used by humanitarian assistance organizations to provide temporaryemployment inpublicprojects (suchas repairing roads, clearingdebris or re-building infrastructure) to themostvulnerablesegmentsofapopulation .Themethodologyisrelativelynew,butitsusehasbecomeincreasinglycommoninfoodinsecure,disaster-affectedorpost-conflictenvironments .

Inthisdocument,MercyCorpsexaminestheprocessofCash-for-Work(CfW)implementationandprovidesageneralmethodologythatcanbeadaptedtothemanydifferentcountriesandcontextsinwhichwework .BasedonourownexperienceimplementingCash-for-Workprograms,fundedbymanydifferentdonors,aswellasreferencingpublishedstudiesbyOxfamGBandtheOverseasDevelopmentInstitute,MercyCorps’Guide to Cash-for-Work ProgrammingaddressestherationaleofCash-for-Workanddescribeswhentheuseofthemethodologyismostappropriate .TheGuideprovidessimple,usefultoolsfordeterminingtheappropriatenessofCfW,ageneralframeworkforimplementation,andtheformsanddocumentsnecessaryforimplementingCfWprograms .Thisguideismeanttoactonlyasageneralguideline .Eachprogramwillvaryincontext,andtheCfWprocessshouldbeadjustedaccordingly .

TheGuide to Cash-for-Work ProgrammingisintendedforMercyCorps’staffmemberswhoareunfamiliarwiththeprocessofCfWimplementation,aswellasotherinterestedactorsworkingwithinthedevelopmentandhumanitarianaidindustries .

Themanualconsistsofabackgroundoverviewfollowedby:

..Rationale.for.CfW.Implementation—ThissectiondiscussestherationaleforcashinterventionsandprovidesananalysisofthebenefitsandrisksofCfWimplementation,includingacumulativeadvantages/disadvantageschart .

..Determining.the.Appropriateness.of.CfW—ProvisionofessentialtoolsusedtodeterminetheappropriatenessofCfWprogramminginvariouscontexts .

..Implementation—ThissectiondescribestheimplementationofCfWactivitiesandcovers,indetail,thestepsnecessarytoaccomplishthegoal .

..Phasing.Out.and.Transitioning.CfW.Programs—ThissectiondescribestheprocessofwrappingupCfWprogramming, with a discussion of the best practices for concluding program operations in a transparent,accountablewayandtransitioning,asappropriatetodevelopment-orientedprogramming

..Forms. and. Tools. Annexes—These annexes include samples of field-tested tools and forms, (e .g . dailyattendancesheetsandmonitoringsurveysthatcanbeadaptedtofutureCfWprograms) .ThematerialshavebeenassembledfromMercyCorps’CfWprogramsinAfghanistan,Sudan,IndonesiaandPakistan .TheyareavailableinExcelandWordformatonMercyCorps’digitallibrary .

The editors of this Guide hope the following material will be a helpful resource for planning and implementingsuccessfulCash-for-Workprograms .Thankyoutothemanyfieldcontributorstotheguide,whoseconstantopennesstoinnovation,experimentationandreflectionledtothisproduct .ThanksalsotoAnastasiaBrainichandAaronKnottwhospentmanyhourscreatingandcompilingthisdocument .ForfurtherinformationpleasecontactMercyCorps’organizationallearningdepartment .

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II..Background.on.Cash-for-Work.

—

“One of the strongest advantages of CfW is it enables people to determine their own priorities.”

—Theuseofcashasarelief,recoveryanddevelopmenttoolhaslongbeenaresponseoffunctioninggovernmentstosituationssuchasnaturaldisastersoreconomicshocks .Aidagencieshaveonlyrecentlystartedusingcash,asaviableprogrammingoption .Acash-basedapproachnotonlyencouragestrade,production,andcreatessecondaryeconomicbenefits,italsoallowspeoplegreaterchoiceandcontroloverhowtheywillrebuildtheirlives,thushelpingtorestoretheirdignityaswellastheirlivelihoods .Itisastartingpointforaseriesofinterventionsinagraduatedtierofcash-basedprogrammingpossibilities .

Cash-for-WorkisarelativelynewmethodologycomparedtoFood-for-Work(FfW)or in-kinddistributionprograms,but ithasbecomeanincreasinglycommonelementofhumanitarianassistanceinfood-insecure,disaster-affectedareasand/orpost-conflictenvironments .Originally,CfWwasemployedinfamineandfood-insecureregionsasanalternative toFfWprograms; later, theuseofCfWwasexpanded to includepost-disasterandconflict settings .1RecentstudiesandresearchhaveshownthatCfWprogramming,whencorrectlyimplemented,canbeeffectiveinprovidingnecessaryassistancetoadisasteroremergency-affectedpopulation,andinsomeinstancesitmaybemoreappropriateand/oreffectivethanin-kinddistribution .

CfWprojectsareusuallymanagedbyanNGOandwhileskilledlabormaybepaidfor,CfWisnottypicallyusedforlargecontractedconstructionprojects .UnskilledlaborpaymentsdifferfromCfWinthattheactualprojectisthegoal(i .e .constructionofaschool),skilledlaborandmaterialsmaybecontractedouttoaconstructioncompanyandthemanagementofthepaidlaborishandledbythecontractor .Amixispossible,wherebytheNGOmanagesCfWasunskilledlaboronaconstructionprojectinconjunctionwithacontractorortheNGOmaystipulateaspartofaconstructioncontract thatunskilled labor is takenfromthe immediatecommunity . In thiscase, theunskilled laborpaymentsarehandledbythecontractor .

OneofthestrongestadvantagesofCfWisthatitenablespeopletodeterminetheirownchoicesandpriorities .Forexample,monitoringstudiesoftheuseofemergencydistributionshaverevealedthataidrecipientsoftenselltheirfoodandnon-food relief packages inorder toobtainmoney formoreurgentpriorities suchashealth care, debtpaymentsandeducation .Thispracticeishighlyinefficient,asbeneficiariesarerarelyabletoobtainrealmarketvaluefortheirreliefpackages,andsalesofreliefsuppliescanunderminelocalmarketsbyencouragingcommodityhoardingandcausingpricefluctuation .

AnotheradvantageofCfWprogrammingisthatitcanbeimplementedfarmorequicklyandwithfewerdelaysthanfoodaid .Cashpayments(asopposedtoin-kinddistributionoraidpackets)empowerthebeneficiariestobuyfoodorothernecessitiesforimmediateuseandaccordingtotheprioritiesoftheindividual .Conversely,foodshipmentsmaytakeuptofourmonthstoreachthecountryofdestination,andlatearrivalscanhaveadestabilizingeffectontheconflictordisaster-affectedpopulation .Peopleinfood-insecureareasmayhavetoadoptnegativecopingstrategies,suchasincurringdebtorsellingoffassets,inordertodealwiththecurrentcrisiswhilewaitingforfoodpackages .A latearrivalof foodmayalsocoincidewith theharvestperiod,andsubsequentlyproduceanegative impactonproducersandonelocaleconomy .2

1Doocy,Shannon,etal .,MercyCorps’Cash-for-WorkPrograminPost-TsunamiAceh .ResearchPaper(2005),24Aug .2006https://mcdl .mercycorps .org .

2Making the Case for Cash.OxfamBriefingNote,OxfamInternational(2005),29Aug .2006http://www .oxfam .org .uk .

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Whilein-kinddistributionremainsthemostcommonformofassistancepaidbydonors,manyhumanitarianorganizationshaveintegratedCfWintotheirtoolboxofassistanceprogrammingmethodologies .However,concernsdoexistthatcash-basedprogrammingismorelikelytobesusceptibletocorruptionorincreasedsecurityrisks .However,beneficiaryandorganizationalevaluationsofCfWprogramssuggestthatcommonfearssurroundingcashtransfers,suchassecurityrisksornegativeimpactonlocalmarketsandsupplychains,arefrequentlyoverstated .CfW,whenusedappropriately,canofferagreatdealofpotentialbenefitoverin-kinddistribution .3ThefollowingtablesummarizeskeyindicatorsofwhetherCfWprogramsareanappropriateformofintervention:

Cash-for-Work.programming.is.usually.appropriate.if….

• Awellfunctioningmarketforessentialgoodsandservicesexistedpriortotheemergency. • Ashockhasresultedinadeclineinfoodsourcesandincome,resultinginpeoplenolongerabletomeettheirbasicneedsoradopting

short-termcopingstrategiesthataredamagingtotheirlong-termlivelihoods,assetsand/ordignity. • Sufficientfoodsuppliesand/oressentialgoodsareavailablelocallytomeetimmediateneeds. • Marketsarefunctioningandaccessible. • Cashcanbedeliveredsafelyandeffectively.

Cash-for-Work.programming.is.usually.NOT.appropriate.if….

• Therearenoaccessibleorfunctioningmarkets,inwhichcasefoodaidornon-fooditemsmaybemoresuitableuntilmarketscanberestoredorregularsupplementarysourcescanbeaccessed.

• Beneficiariesareinnon-cashbasedsocieties(suchasthosethatutilizebartersystems). • Thereisafoodshortage(i.e.throughfamineordrought);Ifthisisthecase,foodreliefmightberequireduntillocalmarketsand

stocksarerestored. • Thereispoliticalinstabilityand/orcorruptionwherecashtransferscouldexacerbateviolenceandinsecurityorcouldnotbetracked

closelyenoughtoavoidcorruption. • Itisanacuteemergency,wherein-kindlife-savingreliefitemsmayberequiredbeforeCfWprojectscanbestarted.

Mercy.Corps’.Experience.with.Cash-for-Work.Programming

MercyCorps’Cash-for-Workprogrammingincludescountriesaffectedbynaturaldisasters,suchasIndonesia,SriLanka,Somalia,Pakistan,aswell as thoseaffectedbyongoingviolentconflicts, suchas Iraq,Sudan,Kosovo,LebanonandAfghanistan .Overthepastfiveyears,MercyCorps’CfWprogramminghasprovideddirectassistancetomorethanhalfamillionpeoplelivinginpost-emergencyorpost-conflictenvironments,whileindirectlybenefitingcountlessmorethroughtheoutputsofCfWactivitiesintheformofrevitalizedmarketsandimprovedcommunityassets .TheprojectsimplementedusingCfWprogrammingvarysignificantlyinresponsetolocalneeds,typeofemergency,andsecurityrisks .

Inthetsunami-affectedcountriesofSriLanka,IndonesiaandSomalia,thecommunities’firstprioritiesweretoclearawaythedebris,burythedead,andrehabilitatemajorroadsinordertore-establishmarketaccessandre-connectneighboringcommunities . InPakistan,aftera7 .6magnitudeearthquake,thefirstpriorityofCfWprogrammingfocusedonbuildingtemporarywintershelterstoprotectthepopulationfromfreezingwinterconditions . InIraq,theprimarytargetsofCfWprogramming were Internally Displaced People (IDPs) and returnee families . Cash-for-Work activities were thereforedesignedtoprovidetheseindividualswithasourceofincomeandenablethemtore-buildbasicinfrastructuretofacilitatesafereturns .InAfghanistan,primarytargetsincludedIDPs,aswellasruralcommunitiessufferingfromdrought,highdebtlevelsandassetdepletion .CfWactivitiesprovidedcashfordebtrepayment,servedasatemporarysourceofincomeforimmediateneeds,andfundedtherehabilitationofcommunityeconomicassets .Projectsincludedbuildingirrigationcanalsandculverts,improvingcommunitywaterandsanitationfacilities,clearingfields,rehabilitatingschools,reconstructinggardensandpaintingpublicbuildings .

3Vouchersprovideanotheroptionforcontextswherecashisdeemedtobeinappropriate .Inthesecircumstances,vouchersaredistributedinlieuofwagesthatcanberedeemedatpre-identifiedmerchantsetc .

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III..The.Rationale.for.Cash-for-Work.ImplementationWhilethefinancialresourcesprovidedbyCfWprogrammingareshort-terminnature,thepositiveresultscanendurefarbeyondtheendofprogramactivities .EmploymentopportunitiesgeneratedbyCfWprogrammingenablemanyindividualswhowouldotherwisebe forced intomigrationbyemergencyorconflict to remain in theirhomesandpreservetheircommunities,familiesandneighborhoods .Cash-for-Workprovidesassistancenotonlyintheformoftherestorationoflivelihoodsthrougheconomicstimulationandopportunity,butisanimpetusforaffectedindividualstoreinvestbackintothecommunity .Cash-for-Workcanbeapowerfulinstrumentforpositivechange—butitisnotappropriateinallcases .ThefollowingtableoutlinestheadvantagesanddisadvantagesofCfWforthebeneficiaries,theimplementingteam,andthelocalpopulation .

Table.1:.Advantages.and.Disadvantages.of.Cash-for-Work

KEY ADVANTAGES

• Empowerment of Individuals:Directcashtransfersprovideaflexibleresourcetoaffectedhouseholdsandempowerindividualstospendmoneyaccordingtotheirneedsandpriorities .

• Stimulation of the Local Economy: CfW stimulates recovery of the local economy by creating short-term work,reintroducingincomeflow,supportinglocalbusinessesthroughthepurchaseofconstructionmaterials,andencouraginghouseholdstopurchasefoodandnon-fooditemslocally .

• Rehabilitation of Community Assets: CfW programs fund the rehabilitation of damaged community assets whilemaintaining the dignity of the affected population through meaningful community engagement in the selection andimplementationofprojects .

• Ease of Administration:Distributioncostsareusuallylowerthandistributionsoffoodornon-fooditems .CfWcanbeimplementedquicklyandisnotreliantondelay-proneshipping .

• Short-Term Employment Generation: CfW provides short-term employment opportunities for large segments oftheaffectedpopulationandhelpsprovideeconomicallyvulnerablegroupswithameanstosustainthemselves .Theseprogramshelpprevent thesell-offofassetsandaccumulationofdebt thatcan frequently result from theshort-termeconomicpressurescausedbyconflictordisaster .

• Debt Reduction:CashearnedthroughCfWactivitiescanhelpbreakdebtcycles,whichmaybeexacerbatedbytheneedforimmediatecashinapost-disaster/post-conflictenvironment .

• Participation:CfWactivitiescaninvolvelargenumbersofthepopulation,bedesignedtoencouragetheintegrationandparticipationofwomenandothermarginalizedgroupsinthearea,andbenefitsthecommunity,notonlytheindividual .

KEY DISADVANTAGES

• Market Economy Concerns:CfWcanonlybe implemented incasheconomiesandcan lead to inflationandpricedistortioninlocalmarketsifnotmonitoredappropriately .

• Financial Mismanagement and Corruption:There ispotential forexploitationanddiversionof funds .Cashcanbedivertedtoillegalactivitiesmoreeasilythannon-fooditemscanbeconvertedtocash .

• Negative Influence On Local Culture:CfWcan influence localculturalnormsbychangingtraditional responsestocommunityneedsorvolunteerism .

• Limited Target Population: Projects may not always be appropriate for the vulnerable, including elderly, sick ordisabled .

• Creating Dependency: Activities may divert people from their traditional livelihoods or other productive activities ifwagesarepoorlycalculated .ParticipantsmaycometoviewCfWasasourceoflong-termemploymentandrelyonCfWpositionsasaprimarysourceofincome .

• Security Risks:CfWprogrammingcancreatesecurityissuesforboththeimplementingagencyandthebeneficiaries(e .g .risksofattack,extortion) .

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Gender.as.a.key.consideration:.ThecapabilityofCfWprogramstoempowerwomenishighlycontextual .Ononehand,theabilitytoearnincomecanincreasethestatusofwomenbothwithintheirhouseholdandthecommunity,andcanprovidegreaterdecision-makingauthorityoverhouseholdspendingdecisions . On theotherhand, insocietieswheregenderrolesarestrictlydefinedandenforced,womenmaynotretaincontrolovertheirincomessothatprovidingcashdirectlytowomenmayleadtodisputesorevenviolence .Therefore,whileencouragingfemaleparticipationinCfWprogramsshouldbeapriority,itisessentialtounderstandtherelevantculturalcontext .WomenareusuallyparticipantsinthelocalmarketeconomyandcanreadilyparticipateinCfWinwaysthatareconsistentwithculturaltradition .Forexample,womenmayworkinexclusivefemaleworkcrews,orbegivenlighter,sociallyacceptabletaskssuchascookinglunchesforlaborers,babysitting,carryingwater,guardingsupplies .TensionssurroundingtheroleofwomenasrecipientsofaidarenotuniquetoCfW .Sensitivitytogenderdynamicsmustbeacentralcomponentofallreliefprograms .

IV...Determining.the.Appropriateness.of.Cash-for-WorkInacuteemergencies,rapidassessmenttoolsarecriticaltohumanitarianagenciesastheydeterminethemostappropriateformof intervention .Thefollowingtoolallowshumanitarianstaff to identify themostcriticalneeds,availableresourcesandappropriateinterventions .If,aftertheinitialassessment,CfWappearstobeaviableintervention,amoredetailedassessmentshouldoccur .

Table.2:.Determining.the.Appropriateness.of.Cash-for-Work.4

ISSUE KEY QUESTIONS IMPLICATIONS METHODS1..Needs •Whatwastheimpactofthe

emergencyonfoodandincomesources,orotherassetsessentialtocommunitylivelihoods?

•Determinesthedegreeofdamagesandneedsofthepeopleintheaffectedarea .

•Interviewswithawiderangeofstakeholders(private,government,NGO,etc .),surveysofexistingliteraturefromgovernmentagenciesandotherorganizationsoperatinginthefield .

•Arepeopleabletomeettheirbasicneedswiththefoodandincomeavailableaftertheshock?Arepeopleabletorecovertheirlivelihoodswiththeassetsandincomeavailableaftertheshock?

•Ifyes,peoplemaynotrequireadditionalassistancethroughCfW .CfWmayalsoriskpullingpeopleawayfromtheirtraditionallivelihoods .

•Whatstrategiesarepeopleusingtocopewithfoodinsecurityorincomeinsecurity?Whatimpactdothestrategieshaveonlivelihoodsanddignity?

•Showswhatmechanismsofdealingwithemergenciesalreadyexistandhelpsgaugetheireffectiveness .

•Whatarepeoplelikelytospendcashon?Doemergency-affectedpopulationshaveapreferenceforcashorin-kindapproaches?

•Helpsdecidewhethercashdistributionwouldbeappropriateanddesiredbythetargetedsegmentsofthepopulation .

2..Social.relations.and.power.within.the.household.and.community

•Domenandwomenhavedifferentpriorities?Howiscontroloverresourcesmanagedwithinhouseholds?Whatarethedifferenceswithinthecommunityintermsofcontroloverresources?

•Helpstounderstandthegenderdivisionwithintraditionalfamilies;todeterminewhetherornotwomenwillbeabletoretaintheirincome;andtoassessifthereisaneedtoestablishseparateCfWactivitiesforwomen .

•Separateinterviewswithmenandwomen .

•Ensurethatthedifferentsocial,ethnic,political,andsocio-economicgroupsareinterviewed .

4Adapted from Cash-Transfer Programming in Emergencies, ed. Pantaleo Creti and Susanne Jaspars (London: Oxfam GB 2006) 16 .

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•Whatimpactwillcashdistributionshaveonexistingsocialandpoliticaldivisions?

•Ifthereareexistingtribalconflicts,CfWcouldunintentionallyexacerbatehostilitiesandcompromisethelocalperceptionofprogrammaticneutralityifthebulkoftheprogramsareimplementedinareascontrolledbyonegroupwhileneglectingtheother .

3..Food.availability

•Isfoodavailablenationallyandlocallyinsufficientquantityandquality?

•Iffoodisnotavailableinsufficientquantity,CfWwillprobablynotaddresstheneedsoftheaffectedpopulation .EitherFood-for-Workorin-kinddistributionmaybemoreappropriateuntilthisisresolved .

•Interviewsandfocus-groupdiscussionswithproducers .

•Nationalandlocalstatistics .

•Agriculturalcalendars .

•Governmentsubsidiesandpolicies .

•Willnormalseasonalfluctuationsandharvestcyclesimpactfoodavailability?

•Helpstodetermineif/whenthepopulationwillbemostvulnerableintermsoffoodsecurity .

•Dogovernmentpoliciesorotherfactorsaffectfoodavailability?

•Helpstoidentifyobstaclesthatmaypreventpeoplefromaccessingfood .

4..Markets •Aremarketsintheaffectedareaoperatingandaccessible?

•Areessentialbasicitemsavailableinsufficientquantitiesandatreasonableprices?

•Arethereanyrestrictionsonthemovementofgoods?

•Ifmarketsarenotaccessible,arenotwellstocked,orifthemovementofgoodsisrestricted,CfWmaynotbeappropriate .Instead,in-kinddistributionmaybemoresuitableuntilthemarketsbecomemorefunctional .

•Interviewsandfocus-groupdiscussionswithtraders .

•Pricemonitoringinkeymarkets .

•Interviewswithmoneylenders,debtorsandcreditors .

•Assessthevolumeofcashbeingprovidedbytheproject,comparedwithotherinflowssuchasremittances .

•Ensurethatremoteareasarecoveredwhenanalyzinghowmarketswork .

•Isthemarketcompetitive?Isthenumberofsupplierslargeenoughinrelationtothenumberofbuyerstokeeppricesbalanced?

•Ifthemarketisnotcompetitive,sellerscanmanipulatepricesandcashdistributionisinappropriate .

•Isthemarketintegrated?(i .e .aremarketservicesfunctioningandenablinggoodstomovefromareasofsurplustoareasofdeficit?)Aretradersableandwillingtorespondtoanincreaseindemand?

•Withoutmarketintegration,supplywillnotmeetdemandandcashdistributionisinappropriate .

•Whataretherisksthataninjectionofcashflowintotheeconomywillcauseinflationinpricesofkeyproducts?

•Iftherisksaretoohigh,thenCfWmaynotbeappropriate,asitrunstheriskofcreatingpriceinstabilityinthelocalmarketandexacerbatingeconomicinsecurity .

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5..Security.and.delivery.mechanisms

•Whataretheoptionsfordistributingcash?Arebankingsystemsorinformalfinancialtransfermechanismsfunctioning?

•Allowsfortheidentificationofalternativemethodsoftransferringcashinordertominimizesecurityrisks .

•Mappingoffinancialtransfermechanisms .

•Interviewswithbanks,postoffices,remittancecompanies .

•Interviewswithpotentialbeneficiariesaboutlocalperceptionsofsecurityandwaysoftransporting,storing,andspendingmoneysafely .

•Analysisoftherisksofmovingordistributingcash .

•Analysisofthepolitical/economiccontext .

•Whataretherisksofcashbenefitsbeingtaxedorseizedbyelitesorwarringparties?

•Howdotheseriskscomparewiththerisksposedbyinkindalternativestocash?

•Helpstoassesthelevelofsecurity/insecurityintheareaanddeterminewhetherCfWcanbeimplementedintheplannedarea .Insecurityattheprojectsitesthemselvescanmakeimplementationandmonitoringoftheprojectunfeasible .

6..Corruption •Whataretherisksofcashbeingdivertedbylocalelitesorprojectstaff?Whataccountabilitysafeguardsareavailabletominimizetheserisks?

•HelpstodeterminethefeasibilityofimplementingsuccessfulCfWprojectsthatwillbenefittheentirecommunityandnotbediverted .

•Assessmentofexistinglevelsofcorruptionanddiversionthroughinterviewsandanalysisoftrackingmechanisms .

Market.Assessment

Conducting a rapid market assessment is a critical component of the initial evaluation of the affected area . It isimportanttoevaluatehowthepopulation’sphysicalaccesstomarketsisinfluencedbytheirlocation,thetimeandexpense involved in accessing them, the frequencyand reliability of transport to and from themarket areas, andthenumberofmonths inayearwhenaccessmaybe limitedbecauseofadverseweatherconditions . It isequallynecessarytodeterminewhetheranincreaseindemandforbasicgoodscanbemetbylocalmarkets .Iftheaffectedpopulationdoesnothaveaccesstomarkets,orifithasbeenestimatedthatthemarketwillbeunabletosupportanincrease indemand,CfWprogramming is inappropriate .ThefollowingmarkettoolhelpsassesswhenCfWisanappropriatestrategy .

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5

Table.3:.A.Framework.for.Deciding.Whether.to.Distribute.Cash5

NO

NO

NO

Is food available inneighbouring markets?

Supply failure

Food availability isa problem.

Consider food aid.

Cash intervention mayresult in price rises.

Consider food-aid strategy.Lobby government to

change policy.

Result ofincome loss?

Demand failure

Is the market operating?

Is the government restricting food movement?

Is the market competitive?

Will traders respond to the demand?

Is the market integrated?

Demand failure is the result of high prices. Consider food aid but

also market support, such asimproving infrastructures,helping value-chain actors

to recover.

Prices controlled by traders.Consider food aid but also

measures to reducespeculation, e.g. setting

prices by means ofcontracts with traders.

Without market integration,supply will not meet demand.Improve market integration:

e.g. supply transport

If prices do not respond,food prices may increase.

Consider food aid strategy.

Implement cash transfer,target women if possible.

Consider whether continuingadjustment of sums

disbursed is viable. If not,implement food-aid strategy.

Is there a risk of inflationin the price of

key commodities?

YES

YES

NO

NOYES YES

YES

YES NO

NO

YES

YES

Cause of Food or Income Insecurity

.

5 Figure1inCash-Transfer Programming in Emergencies, ed. Pantaleo Creti and Susanne Jaspars (London: Oxfam GB 2006) 22.

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V..Implementing.Cash-for-Work.Programs.ThissectionoutlinesthenecessarystepsforimplementingCfWprogramming .Thestepsarearrangedchronologically,andwhiletheapproachtotheprogrammaydifferaccordingtotheindividualcontext,thegeneralprocessofCfWimplementationfollowsthepatternoutlinedbelow:

Table.4:.Steps.to.Implementing.Cash-for-Work

Achieve objectives of the program andgradually phase out activities

1. Devlop anoverall objective

If CFW is appropriate

Rapid Assement ofNeeds

DamagesResources

7. Strengthen community-based groups

OR establish newvillage committees

2. Set the wages

8. Collect baseline datafor selected services

3. Explain the purposeof the program

6. Decide whetherpartnership with local

NGOs is needed/appropriate

9. Design and implementcommunity-selected

project(s)

11. Set up monitoringand evaluation system

4. Select communitiesfor CFW projects

5. Recruit and orientproject staff

10. Chose a reliablemethod to distribute cash

Emergency/Conflict

.

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(1).Develop.an.Overall.Objective

OnceanassessmenthasascertainedthatCfWisanappropriateintervention,thefirststepistodevelopanoverallprogrammaticobjective .Thiswilldefineandprioritize thepurposeofCfW,while facilitatingmonitoring,clarifyingresultsanddevelopingeffectandimpactindicators .TherearefourgeneralobjectivesunderpinningCfWprograms,andanyorallmayapply:

•. .Food.Security/Basic.Needs – Thegoal is to supplypeoplewith cashwhen food andnecessary householdgoodsarereadilyavailableinthemarketsbutcommunitiesdonothavethenecessaryassetstoobtainthem .

•. .Improvement.of.Assets.or.Community.Projects–Thegoal is to improvebasicassetsor toaccomplishacommunity-definedproject .Unliketheactivitiesthatmaybeimplementedunderthepreviousobjective,projectsinthiscategoryarechosenaccordingtotheirusefulnessandsustainability .Possibleprojectsincludedigging/clearingirrigationcanals,repairingschools,fixingwaterandsanitationsystems,plantinggreenbelts,orrepairingroads .

•. .Jumpstarting.Economic.Development–Thegoal is to reintroducecashflows intobeneficiary communities,revitalizelocalmarkets,andrestorebasiceconomicfunctions .Theavailabilityofshort-termemploymenthelpstopreventthesellingoffoffundamentalassets,suchaslivestock,equipmentorland .

•. .Stability–Aftera large-scaleemergency,CfWprogrammingmaybedesiredbyhostgovernmentsasawayofproducingemploymentandkeepingan impactedpopulation frommigratingorabandoning theircommunities insearchofnewlivelihoods .Anemployedpopulationisalsolesslikelytoexperiencehigherlevelsofcrime .

(2).Determine.Wage.Levels

TheeventualsuccessorfailureofaCfWprogramisoftenafunctionofthecaretakeninsettingthewagerate .Itmustbesufficienttoinjectneededcashflowintothelocaleconomywithoutcausingunwantedeconomicramificationssuchaspricefluctuation,dependency,orcompetitionwithlocalproducers .Inordertominimizemarketdistortion,theagencyneedstoascertainwageratesforskilledandunskilledlaborbeforeandafterthedisasterthroughcooperationwithgovernment,localleaders,and/orlocalbusinesspeople .ThewageshouldusuallybefixedatanamountlowerthanthemarketratetoensurethatCfWprojectsattractthemosteconomicallydisadvantagedindividuals .Ageneraltargetis10%-20%lowerthantheregularmarketrate .Ifwagesaretoohigh,CfWprojectsmayenticepeopleawayfromtheirregularlivelihoodactivities .However,intheimmediateaftermathofalarge-scaledisaster,themajorityofemploymentactivitiesmaybeinterrupted .Inthiscase,itmaybeappropriatetoadoptwageratescomparableorevensuperiortothosepreviouslyinexistencetorapidlyreintroduceeconomicactivity .

Surveys of the local economy, including an overview of market prices and the availability of employment, shouldbeperformedonaregularbasisthroughouttheprojecttoensurethatCfWwagesstayattheappropriatelevel .IninstanceswherelocalbusinessescontinuetohavedifficultieshiringsufficientlaborersbecauseofcompetitionwithCfWprograms,aidagenciesshouldeitherrestrictthenumberofparticipants,decreasethenumberofdaysworkedorreducewages .Aninquiryintotheconditionofthelocalmarketandwagerateappropriatenessshouldincludethefollowingsteps:

•. .Establish.market.prices.for.basic.commodities.Determiningthepricesforbasiccommoditieshelpsensurethatthewagessetbytheagencyarenottoolowtomeetthebasicneedsofparticipatinghouseholds .Indisastersandemergencies,thecostoflivingoftenrises .

•. .Compare. the. wages. other. agencies. are. providing. for. similar. projects. and. ensure. coordination. Itis important to consult other agencies implementing CfW in the same areas about their CfW wage structure .Differencesinwagelevelsmaycreatedisputesbetweencommunities .

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•. .Determine.how.the.pay.rates.will.be.measured.–Therearethreemainoptionsfordetermininghowpaymentismade .Thechoicewilldependonthecontext:

a)Paymentperunit:

• Advantage:Payperunit(e .g .numberofacrescleared,housesbuiltorkilometerscleaned)establishesaclearpayunit .

• Disadvantage:Itrequiresmoreoversight,andrequiresareliablesupervisorystaffwhoensuresallworkersarebeingcompensatedappropriately .

b)Paymentperspecifiedtimeframe:Thisformulaestimatestheamountoftimeitshouldtaketocompleteacertainjobandmakepaymentsonlyforthatnumberofdays .

• Advantage:Thissetsacleartimeframeforeachactivityandlessenstherisksoflaborersdeliberatelyprolongingtheproject .

• Disadvantage:Becausethistypeofpayraterestsonanoutput-basedsystem,moreoversightisneededtoensurethattheprogramisonschedule .

c)Paymentasdailywage:

• Advantage:Thisrateallowsforflexibilityandisoftenutilizedwithprojectsofundefinedduration .

• Disadvantage:Becauseitisnotoutput-orientedortiedtodeadlines,thisformofpaymentcanstretchoutforaconsiderableamountoftimeanddoesnotnecessarilyachieveinfrastructureaims .

(3).Explain.the.Purpose.of.the.Program..

ItisessentialtoinformofficialsandcommunitymembersfromtheoutsetofthepurposeofCfWprogramminganditsgeneralmethodology .Inmanyareas,CfWisarelativelynewformofprogramming,andalackofknowledgeabouttheprinciplesoftheprogramcancreatesuspiciononthepartofsomecommunityorgovernmentstakeholders .Thefollowingissuesshouldbeconsidered:

• ThecommunityshouldbemadefullyawarethatCfWisbeingprovidedduringalimitedtimeframeforaspecificandlimitedpurpose .Thereshouldbenoexpectationsfromthecommunitymembersthattheprogramwillrunindefinitely,norshouldCfWberegardedasalong-termsourceofemployment .

• Aidagenciesshouldunderscoretheimportanceofbroadcommunityparticipation(notonlycommunityleadersandgovernmentofficials)intheprocessesofselectingdevelopmentprojectsandprogrammaticactivities .

• Agenciesshouldestablishwithrelevantgovernmentofficials,priortotheonsetofprogrammaticactivities,thatCfWisatemporaryformofdisasterreliefandisnotmeanttoserveas“employment”inthetraditionalsense .Apartfromtheobviousutilityofmaintainingclearlinesofcommunicationwiththehostgovernment,itisimportanttonotethatanaccidentalclassificationasan“employer”canhavesignificantlegalandtaxramifications .

• Itisimportanttoeducatebeneficiariesregardingthemorecommonformsoffraud(i .e .bribes,dishonesttraders) .Inordertoavoidunjustextortionofmoneyinformof“taxes”and“feeservices,”trytoensurethatthecommunitymembersknowaboutexistingtaxesbyinvitinglocalauthorities/leaderstodiscussthisissuewithinthecommunity .

(4).Select.Communities.for.CfW.Projects

TheprocessofchoosingcommunitiesforCfWactivitiesrelieslargelyontheinitialassessment,theagency’stargetareaandexistingactivitiesintheregion .Theinitialappraisalmayinvolvediscussionswithexistinglocalgovernmentandcommunitystructures,religiousortribal leadersandeldersandNGOs . Ifunderlyingtensionbetweenvariousregionalethnic,tribalorreligiousgroupsisnoted,aidagenciesshouldattempttobalancethenumberandthetypeofCfWactivitiesaspartofa“DoNoHarm”strategy .Otherissuestoconsiderwhenselectingcommunitiesinclude:

•. Interest.and.receptivity–Thecommunitymustbesupportiveoftheprogramactivities .

•. Level.of.infrastructure.damage–Thislevelmustbewithintheagency’scapacitytoaddress .

• Commitment.of.local.government.officials–Thesupportoflocalleadershipiscrucialtothesuccessoftheprogram .


•. .Labor.availability–Thereshouldenoughlaborers,bothskilledandunskilled,toengageintheprojects .

•. .Commitment–Localcommunitystructuresshouldpledgetobeinclusiveandallowforinputanddecisionmakingbywomen,menandmarginalizedgroupsinthecommunity .

•. Accessibility–Thesitemustbeaccessibletopermitstart-upandcontinuedmonitoring .

•. Other.actors–AvoidworkinginareaswhereotherNGOsarerunningsimilarorcontradictoryprograms .

•. .Potential.for.longer.term.engagement–Determineiftheprogramfitswithotherareasofoperationandifthereispotentialforlong-termrecoveryanddevelopmentactivities .

Community.Responsibilities.Theresponsibilitiesofcommunityrepresentativescaninclude:

• Definingselectioncriteriaforbeneficiaries .

• Disseminatinginformationonobjectivesandthesizeofcashpayments .

• Selectingbeneficiaries .

• SelectingappropriateCash-for-Workactivities .

• Maintainingorderonpaymentdays .

• Providingfeedbackonactivities .

• Liaisonfortheprovisionofgovernmentpermissionsifneeded(i .e .licenses) .

(5).Recruit.and.Orient.Project.Staff..

Inacuteemergencies,whenCfWprogramsfollowan initialdistributionofemergencymaterial,CfWprojectstaffmembers are often the same employees involved in the first emergency response . Ideally, the project manager(expatriateornational)hashadpreviousCfWexperiencetoexpediteprogramstartup .Whateverthefinalstructure,the initial teamshould include individuals familiarwith theagency, itsoperationalprocedures,andagencyvalues .Theexactnumberandstructureofstaffwillvarydependingoncontextandsizeoftheoperation .ItisimportanttoprovideageneralagencyorientationandspecificCfWprogramorientationtoallnewemployees,includingreviewingtherelevantjobdescription(samplesareannexedinthisdocument) .Particularlyimportantistoprovideon-the-jobmentoringbyexperiencedCfWstafftonewteammembers .KeyCfWpositionsaredescribedbelow .AllpositionsareemployedbyMercyCorpsorpartnerNGOs,exceptforthosenotedascommunitymembers .

•. Program.Managerhasoverallsupervisoryandoversightresponsibilities .

•. .CfW.Coordinatorconductsday-to-dayprojectsupervision,leadstheteaminsettingprojectprioritiesandplanning(seeAnnex2) .

•. .Program.AssistantassistsProgramManager(orCfWCoordinator)withprojectadministration,includingpaperworkmanagementandcoordinationwithprogramsupportpersonnellogisticsandhumanresources(Annex3) .

•. .Monitoring. officer. develops and maintains the monitoring/evaluation system, oversees baseline assessments,and spearheads program documentation and the identification of best practices/lessons learned . NOTE: Thispositionmayalsositwithinalargermonitoringandevaluationunitifapplicable .

•. .Program.Logistics.Officerworkswith the logisticsdepartment to ensure timely andadequatepurchasingoftools/equipment, transportation (including tool delivery) andasset tracking . TheProgramLogisticsOfficer/Liaisonshouldbeemployedattheplanningstageoftheprojectinordertoallowforadequatepreparationtime,ands/heshouldbepresentatprojectidentificationmeetingsinordertoassessthetypeandqualityoftoolsrequired(Annex5) .

•. Engineering.Technical.Staffprovidetechnicalassistanceoninfrastructureprojectsasneeded .

•. .Community. Mobilization. Manager organizes and facilitates community mobilization events, supervisesCommunityMobilizationOfficers .

•. .Community.Mobilization.Officer is responsible forbuilding relationshipsandprogramawarenesswithin thebeneficiarycommunitiesandcapacitybuildingofcommunity-basedgroups .


•. .Area.SupervisoroverseesCfWprojectsinseveralcommunities(Annex6);responsiblefortheentireprojectcycleandqualitycontrol .

•. .Site.Supervisor.(community.member)supervisesuptofivegroupleaders,reviewsworkactivityandmonitorsattendanceandtimesheetpreparation .S/heispaidthroughCfWatahigherwageratethanlaborers .S/heisoftenavillageleaderorsomeoneofauthority .

•. .Group. Leader. (community. member) supervises up to 30 laborers and are responsible for the day-to-daymanagementof theworkactivity andmaintenanceof attendance records .They facilitatepayment to theirworkgrouponaweeklybasis .

•. .Finance.staffsupervisesfinancialfunctionsoftheprogramincludingreporting(Annex4) .Theymayhavepaymasterswhoreporttothemandwhoadministerthedistributionofsalariestogroupleaders .

Sample.Supervisory.Structure

Area SupervisorResponsible for multiple activity sites

Site SupervisorResponsible for 4 work groups

Group LeaderGroup LeaderGroup LeaderGroup Leader

Supervisory structure for Mercy Corps’ Cash-for-Work Project for each activity site

Work GroupAvg. Size = 25




.

(6).Determine.Appropriateness.of.Local.Partners

InanemergencylocalNGOsarefrequentlycapableofrapidsmall-scalemobilization,andcanoftenaccessremotepopulationsandhaveagreatermobilityininsecureenvironmentsorinareasunsafeforexpatriatetravel .PartnershipwithlocalNGOshelpstomitigatetheriskofculturalinappropriatenessbyactingasanimportantsourceofinformationregarding local practices and preferences . If the situation necessitates a fast and broad implementation of CfWprogramming,partneringwithlocalNGOsmayfacilitateaneffectiveresponse .

Whileformingpartnershipswithlocalorganizationscanimprovethelikelihoodofprogrammaticsuccess,itmayalsoincreasethelevelofmonitoringandtrainingtobeconductedbytheinternationalagency .Insomeinstances,localpartnersmaynotpossesstheadministrativeorprogramskillsrequiredtoimplementCfWprojects .IfadecisionismadetopartnerwithlocalNGOs,itiscrucialtochooseanexperiencedorhighlytrainableorganizationandfocusontheintensivetrainingofthelocalpartnerintheinitialprojectproposalstages .RefertoMercyCorps’sub-grantsmanualforadditionalinformation .


(7).Strengthen.Community-Based.Groups.or.Establish.New.Village.Committees6.

TofacilitateCfWprojectimplementation-especiallytargeting,supervision,andmonitoring-itisessentialtoidentifyacommunity/villagecommitteetoactasaliaison .Ifnostructuresexist,itmaybenecessarytoestablishoneforthepurposesoftheprogram,withthevisionthatthisgroupcouldcontinueintorecoveryanddevelopmentprogramming .Participation in a village committee should be voluntary . Oversight responsibilities with regard to CfW activitiesmayrequireapre-existingcommitteeorcommunity-basedgrouptomeetmorefrequentlythantheydidpriortotheprogram .Thisoversightincludestheimplementationandmonitoringofprojects,hostingjointmeetingswiththeaidagencytoreviewprogressonprojects,addressinganyproblemsthathaveariseninimplementation,anddiscussingemergingcommunityconcerns .

Following the initial assessment and identification of target communities, community mobilizers will invite localleaderstoanintroductorymeetingtoexplainCfWprogramming,solicitfeedback,andbuildrelationships .Communitymobilizerswilldeterminewhethertheexistinglocalleadershipstructureissufficientlyreliable,respectedandtrustedbycommunitymemberstoassumeprogrammaticresponsibility .Ifso,thisispreferabletoheightenlocalcredibilityandavoidduplicationorcompetitionwithexistingauthoritystructures .

IfthecommunityexpressesawishtoestablishanewCfWrepresentativegroup,thentheagencycanuseamobilizationmethodology to create a cohesive and representative committee . This process follows standard mobilizationmethodologies .

Link:Forfurtherresourcesregardingcommunitymobilizationprocess,refertoCommunity Mobilization Tools: A Collection of Documents Used by Mercy Corps in Community Mobilization Programs,https://mcdl .mercycorps .org .

(8).Collect.Baseline.Data.for.Selected.Sites

Abaselinesurvey(Annex7)shouldbecarriedoutbeforestartingCfWactivitiestoestablishqualitativeandquantitativeparticipantandprojectareadata .Ifpossible,thesurveyshouldbedoneinconjunctionwithotheragenciestominimizethenumberofassessmentscarriedoutinagivenareaorwithagivenpopulation .

Table.5:.Baseline.Data.Collection

ISSUES KEY QUESTIONS IMPLICATIONSCommunity.Organization

•Howreliablearetraditionalleadersandlocalofficials?Whatothercommitteesalreadyexist?Doesthecommunitytrustthem?

•HelpstounderstandthestructureoflocalleadershipanddeterminewhetherthereisaneedtoelectanewcommitteeforCfWimplementationorworkwiththeexistingstructure .

•Conflictassessment:arethereanycultural,religious,orpoliticaldifferenceswithinthecommunity?

•Canhelptoidentifythemostvulnerableinthecommunity(minoritygroupsmayhavefeweroptions/resources) .Alertsstafftoanyexistingconflict,sothatappropriatemeasurescanbeadopted .

•Isthereasupportsystemforthesociallyvulnerable?

•Ifnosupportisavailable,attempttoestablishawayforthemostvulnerabletoparticipateintheCfWactivitiesorreceiveadequatesupportthroughothermethods .

6InCfWprojectsimplementedbyMercyCorpsinvariouscountries,thecommunitycommitteesarereferredtobydifferentnames(CommunityInitiativeGroups,CommunityWorkingGroups,CommunityActionGroups,CommunityReliefCommittees,etc);however,intheinterestofcon-sistencythesegroupswillreferredtoasvillagecommitteesthroughoutthisreport .


Logistics •Howgoodisaccesstotheselectedsite?What,ifany,equipmentandtoolsareavailablelocally?Arethereanystoragefacilities?

•Allowsestimationofthetimeframeneededtoprocurenecessarymaterials .Iftherequiredequipmentisnotavailablelocally,itisimportanttoquicklyfindanothersource .Ifstoragefacilitiesdonotexistorweredestroyed,casuallabormaybeemployedtobuildone .

•Whatisthecurrentstateofcommunicationsinthearea?

•HelpstodeterminehowquicklyandeffectivelystaffcanoperateintheareaanddeterminethelevelofdifficultyinregardtostayingincontactwithHQaswellasotherCfWsites .

•Howdopeoplenormallygetfoodwhentheyareworking?Aretherelocalplaceswheretheycaneatlunch?

•Allowstheagencytodeterminewhetherthereisaneedtoorganizeon-sitelunchpreparation .

Economic..Information

•Whatkindofworkisnormallydonewithinthecommunity?Dohouseholdsnormallymigrateforwork?

•Whatistheagriculturalcalendar?Whenarepeopleexpectedtobeworkingontheirland?

•Helpstoestimatethefluctuationsinthenumberoflaboravailableeachseason .Thereisusuallynoworkinthewinter(andthereforelargenumbersofavailableworkers);conversely,thereisusuallyalaborshortageatharvesttime .Thesevariationsinfluenceself-targetingbecauselowwageratestendtobemoregenerallyacceptableinwinterwhenruralcommunitieshavelittleotherwork .

Safety/Security •Whatisthesecuritysituationlike?Havetherebeenlocalproblemswithrobbery?Havesimilarorganizationsexperiencedsecurityincidentsinthepast?

•Howmuchtravelwillberequiredtovisittheprojectsites?WhatisthedistancefromtheprimaryHQtooutlyingbeneficiarycommunities?

•Helpstoanticipateandpreemptsecurityrelatedproblems .Similarorganizationslocatedinthesameregionwilllikelypossessimportantinsightsregardingthesecurityclimate .Additionally,becausealargepercentageofsecurityrelatedincidentsoccurduringtransporttoorfromprogramsitesinthefield,itisimportanttomapandassesslikelytravelroutesandascertainthefrequencyofroadblocks,carjackingandothersecurityincidents .

Banks/Money.Transfer.Systems

•Arebanks,remittancesorganizationsorotherfinancialinstitutionsoperationalwithinthebeneficiarycommunities?

•Arerecipientsaccustomedtoutilizingformalorinformalfinancialservices?Howwerewagesdistributedpriortotheonsetoftheconflict/emergency?

•Helpstoanticipatepossiblemethodsforcashmanagementandsalarydistributioninwaysthatplugintopre-existingnormsregardinghowcashishandled .Usingapreviouslyunknownfinancialmanagementsystemissometimesnecessarybutshouldbeavoidedwhenandwherethereareexistingmethodsforcashmanagement .


(9).Design.and.Implement.Community.Projects

AcommunitymeetingisheldtodiscussobjectivesoftheCfWprogramandidentifyprioritycommunityneeds .Projectswillvaryinsizeandcharacter,butitiskeytheyareacceptedbythecommunityasawhole .CommunityMobilizersandcanassist,butnotinfluence,thecommunitieswiththepriority-settingprocess .Theirmainresponsibilityistoensureinclusiveparticipationandrealistic,detailed,clearprojectplans .Ifacommunitymeetingcannotoccur,acommitteecanselectthepriorityprojectsonbehalfofthecommunity .However,thismethodisless-inclusiveandrunsahigherriskofrejectionbystakeholdersnotinvolvedintheprojectdesign .

Setting.Selection.CriteriaWhileitisimportanttoensuretheselectionofCfWactivitiesisdonebythecommunity,attimes,theaidagencyneedstosetparametersdependingonprojectgoal,donorrestrictions,budgetoragencycapacity,thatmayrestrictunfetteredcommunitydiscretion .Insuchcases,theagencymay: (1)setcertaincriteriathatthecommunitywillhavetoconsiderwhileidentifyingtheirproject,or (2)presentalistofpotentialprojectsfromwhichthecommunitycanchoose .

AfterCfWactivitiesareselected,committeeswilldeterminethenumberofparticipants,timeframe,materials/tools,andcommunitycontribution .Onceproposalsandbudgetsaresubmitted(Annex8),theprojectteamensurestheprojectsarepracticalandtechnicallysoundincluding:

•. .Community.needs:.Thesemustbedemand-drivenandreflectiveofrealcommunityneeds .

•. .Intensive.unskilled.labor:Byemployingalargenumberofunskilledlaborers,theprogrampromotesmaximumcommunityparticipationandthewidestdispersalofcashtofamilies .

•. .Appropriate. for. target.groups:Careshouldbe taken toseewhether thephysical laborexcludescommunitymembersfromparticipationduetophysicalconstraintsorculturalnorms .

•. .Technical.viability:Community-selectedprojectsmayrequirearangeoftechnicalexpertisenotavailableonsite .Theagencyshouldensurenecessaryexpertisedoesnotexceedcapacity .

•. .Long-term.benefit.to.large.segment.of.community:Allprojectsshouldprovidealong-termbenefitandlastingcontributiontothecommunityasawhole,notonlytobeneficiaryfamilies .7

Community.Contribution

Village committees are responsible for determining the type and amount of community contribution, if required .Community contribution encourages local ownership and increases the likelihood of project sustainability . Thepercentageofcommunitycontributionvariesaccordingtocontext,butoftenrangesfrom10-20% .Typesofcommunitycontributioninclude:

• In-kindmaterialsfromlocalauthoritiesandcommunitymembers;

• Laborcontributions(includingskilled)orreducedlaborpayments;

• Timecontributionsoflocalleaders,professionals,andvillagemembers,includingtheprocessofprogramdesign;

• Donationoflandfrompublicinstitutionsand/orprivatelandowners;

• Cashcontributions .

Developing.an.Assistance.Agreement.Oncetheproposalshavebeenreviewedandapproved,anAssistanceAgreement(seeAnnex9) issignedbythevillagecommittees, localofficialsandtheaidagencyand/orthe localNGOpartner,bothinEnglishandthelocallanguage .Ifprojectsrequireformalgovernmentlicenseorapproval,thecommunityisresponsibleforobtainingsuchapprovalandprovidingawrittenrecordverifyingofficialauthorization

7Inacuteemergencies,thiscriterionmaynotapply .Inextremeemergencysituations,theshort-termrevitalizationthroughtheintroductionofanimmediatecashflowmaybeasufficientjustificationforCfWactivity .


toagencystaff .Dependingonthelevelofcomplexity,engineeringtechnicalstaffshouldreviewtheproposedprojectandvisitthecommunitytoassessthetechnicalviabilityoftheproject,determinethelevelofskilledandunskilledlaborrequired,createabillofquantity,andassistwiththedevelopmentofaprogramdesign .Inmostcases,anappropriategovernmentdepartmentwillassignsomeonetoworkwiththeaidagencyandthecommunitygroupstomonitortheinfrastructureprojectsandensurethatstandardsaremet .

Note: Once the project site is determined and CfW activities have been outlined, the following steps can be implemented simultaneously:

9(a).Select.Participants

Once a village committee estimates the number of individuals needed to complete selected activities, the SiteSupervisorusesaregistrationformtocollectnamesandbasicpersonalinformationofparticipants .

Methods.of.Beneficiary.Selection.in.Small.and.Large.Communities:

• Insmallcommunities,itispossibletoholdapublicmeetingtodiscussassets,familysize,andspecialcircumstances .Theparticipantsshouldbeencouragedtodiscusswhatcriteriatheybelievequalify“vulnerability”andidentifyparticipatingindividualsorhouseholds .

• Inlargercommunitiesorurbansettings,itmaynotbeappropriateorpossibletoholdcommunitymeetings .Instead,localleadersorelectedcommitteesmayberesponsibleforselectingbeneficiariesbasedonthegoalsoftheprojectandanyotherjointlydecidedcriteria .Inthisinstance,theprocessofbeneficiaryselectionneedstobeastransparentaspossiblesothattheentirecommunityknowsnotonlywhowasselectedbuthowthedecisionwasmade .

• Inacuteorlarge-scaleemergencies,theremaybefewifanycriteriafortheselectionofthebeneficiaries,andallinterestedindividualsmaybepermitted toparticipate .Anagencyshouldneverthelesssetupcertainparameters regardingthenumberofworkersdesiredforeachactivityinordertoensureaconsistentandsufficientlaborforceateachworksite .

Targeting.Criteria:.

Whilethecommunitiesandtheirleadersdecidewhoparticipatesintheprogram,theaidagencycanpresentinitialtargetingcriteria .Self-targetinghelpsensuretheprogramreachestheeconomicallydisadvantaged,sinceonlythosewhohavenoothermeansofincomewillacceptthelowerwagesofCfWprograms .Targetingcriteriawilldependontheoverallprojectgoalandtheprimaryassessmentofthesocial/religious/ethniccompositionofthecommunity .Toensurethatthemostvulnerablegroupsarereacheditisimportantto:

>Ensurethatphysicallyandsociallyvulnerablegroupsincludingfemale-headedhouseholds,elderlyandhandicappedareprovidedwithalternativemeansofassistancethroughcashvouchers,grantsorlightertasksthatavoidheavylabor .

>Considerwhether itwouldbemorebeneficial for thecommunitytoemployfewerworkersfromthemostneedyfamiliesforalongerperiodoftimeortospreadfundsoveralargersegmentofpopulationforashorterperiod .

>Setagelimitsforindividualsparticipatingintheactivities–whileMercyCorpsiscommittedtochildlaborprevention,economicconditions inareasofCfW implementationshouldbegivenstrongconsideration . Insituationswhenfamiliesrelyheavilyonchildren’sincome,childrenmaybeincludedif:

• Aworkerisatleast15yearsold .

• Theworkdoesnotaffecthis/herschoolattendance .

• Theworkisappropriateforhis/herphysicalability .

`•Youngerlaborersareallowedtotakelongerworkbreaks .


9(b).Purchase.and.Distribute.Required.Equipment.&.Materials

OnceCfWactivitiesareselected,necessarytoolsandmaterialsshouldbeorderedthroughthelogisticsdepartment .Wheneverpossible,equipmentshouldbepurchasedlocallyinordertomaximizetherehabilitationofthelocalmarket .PurchasedequipmentisplacedunderthesupervisionoftheGroupLeadersuntiltheendofCfWactivities(Annex10),atwhichtimetheremainingresourcesmaybetransferredtothecommunitycommitteesorretainedbytheagencyforfutureuse .

(10).Choose.a.Reliable.Method.to.Distribute.Cash.

Identifyingappropriate,safemethodsfordeliveryanddistributionofpaymentsreliesheavilyontheinitialassessment .Considerationsinclude:

•. .Availability. of. reliable. financial. mechanisms. for. cash. delivery: Determine if banks or financial serviceproviders(remittancecompanies,postoffices,etc .)arefunctioningneartheprojectsite .

•. .Location.of.the.beneficiaries:Assessthetransportationrequirementsandsecurityrisksinvolvedintravelingtoandfromtheprojectsitesandbeneficiarycommunities .

•. .Frequency.of.payment:Thefrequencyofthepaymentsmayvaryaccordingtothelevelofimmediateneed,securityrisksandwishesofthebeneficiarycommunities .Initialpaymentsmaybemadedailytowintrustandfillanimmediateneedforcash,butshouldbetransitionedtoaweekly,bi-weeklyormonthlymodel .

•. .Beneficiary.Preference:Askingparticipantsabouttheirpreferredmethodofpaymentcanhelptheagencytoplugintoexistingmethodsforcashdistributionandhelpensurethemajorityofbeneficiariesreceivetheirsalarieswitheaseandsafety .

i).Local.Banking.Systems:.Functioningfinancialinstitutionsinproximitytocommunitiesmayfacilitatedirectpaymentsintoindividualorgroupbankaccounts .UsingthelocalbankingsystemreducestheworkloadforMercyCorpsandhelpsreducetheriskofcorruption .However,inmanyareas,formalfinancialservicesareanunfamiliarpracticeforlocalcommunities .Careshouldbetakenthatbeneficiariesaregivenbasicfinancialskillstrainingunderpinningtheuseofabankaccountorbegivenalternativemethodsforcollectingcash .Thefollowingthreeoptionscanbeusedtomakebankpayments:

•. .Individual.accounts:Theadvantageofindividualaccountsismaximizedrecipientcontroloverthetimingofthewithdrawalofsalaries .Thismethodaffordsameasureofsecuritytotheparticipantswhoarenotforcedtokeeptheirsalariesincash,andtotheprojectteam,whodonotdirectlyhandlecash .Thedisadvantageispotentialadditionalbankingcosttoparticipants,andthelogisticsofsettinguptheaccounts .

•. .Group.accounts:PooledsalariesforeachworkinggroupcanbetransferredintogroupaccountscreatedforeachGroupLeader .Onpayday,theGroupLeaderwithdrawsthecashpaymentandworkswiththeAreaSupervisortodistributethepaymentstohisorherworkinggroup . Whilethismethodinvolvesfeweraccounts, it involvesthecollectionandtransportoflargeamountsofcash .Additionally,thecalculationanddistributionofsalariesneedstobecarefullytrackedatallpointstoavoidcorruptionoraccidentalerror .

•. .Mobile. services. provided. by. the. financial. institution: Where available, local financial institutions can becontractedtodelivercashpaymentsdirectlytoprojectsites .Onsite,theAreaandSiteSupervisorsmonitortheaccuratedisbursementofsalaries .Theadvantageofthisserviceisthatitoftenprovides‘cash-in-transit’insurancesafeguardingMercyCorpsagainstanysecurityrisksontheroad .Thisserviceisnotavailableinallareas,andisusuallythemostexpensivemethodofcashdistribution .

ii).Local.money-transfer.companies:Inareaswhereformalfinancialinstitutionsareinaccessibleordonotexist,localtraditionalsystemscanbeutilizedtodistributethepayments .Theadvantagesanddisadvantagesaresimilartothoselistedabove .

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Direct.Payment–Ifnoneoftheaboveoptionsareviable,paymentscanbemadedirectlybyprojectstaff,usingthefollowingprocedures:8

• TheAreaSupervisorcollectsandverifiesattendancelists(Annex11)witheachSiteSupervisor .

• TheAreaSupervisorworkswithfinancestafftopreparepaymentvouchers(Annex12)andbanktransferrequests(asappropriate),indicatingdays/hoursworkedandtotalpaymentsperworkgroup .

• Onpayday,theAreaSupervisorvisitstheworksitewithattendancelistsandexplainsthepaymentprocesstogetherwiththeSiteSupervisor .

• Allbeneficiariespresentidentificationor,ifidentificationdoesnotexist,aGroupLeaderorcommunityrepresentativewhoknowstheparticipantsmustbepresenttoverifyidentities .

• Literatebeneficiariesshouldbeenlistedtoassistothers .

• Beneficiaries receive the exact amount due and sign the cash payment sheet (Annex 13) on receipt or put athumbprintnexttotheirnameinrecognitionofreceivedpayment .

• Allpaymentssheetsmustbecountersigned .

• Paymentvouchersandattendancelistsarere-tabulatedandreconciledbyFinanceOfficers .

Cash. Movement. Practices: As direct cash transfers may create security risks by transporting cash, and mayincreasetheriskofcorruption,thefollowingstepsarecritical:

• Varytheroutescarryingmoneytoandfromthefield .

• Selectasafelocationfordistribution .

• Ensuredistributionismadetosmallnumbersofworkersatatime .

• Decentralize distribution so that smaller amounts of money are transported to several different locations andbeneficiarieshaveshorterdistancestowalkhome .9

• When transferringcashbycar,divide themoneyandhideportions inseveral locationswithin thecarutilizingatrackingmechanism .

• PurchaseinsurancecoveragetosafeguardMercyCorpsfromtheriskoflossifthisisavailableandaffordable .

• Explaintothecommunitythatintheinstanceofsecuritythreats,theprogrammaybewithdrawnorsuspended .Withforeknowledge,thecommunitymaybemorelikelytoproactivelyprotectprojectoperations .

• Minimize thenumberofpeoplewhohave informationabout thedate, time, location,andmannerwithwhich thepaymentswillbemade .

• Timethedistributionofpaymentstoallowtherecipientssufficientopportunitytoreachtheirhomesduringdaylighthours,andtrytoplacedistributionlocationsinareasthatwilloffsetanytransportationrisksforbeneficiaries .

• Aggressivelymaintainprogrammatictransparency .Transparencycanbepromotedbytrackingthetotalamountoffundsprovidedtothesitesupervisor,makingsurealllaborersknowtheamounttheyaresupposedtobepaid,andkeepingtimesheetsforalllaborersavailableandvisibleonsite .

8MercyCorps,Emergency Job Creation for the Most Vulnerable Families in Gaza.Narrative&Budget(2006),22Aug .2006,https://mcdl .mercycorps .org .9Cash-Transfer Programming in Emergencies, ed. PantaleoCretiandSusanneJaspars (London: Oxfam GB 2006) 43.


(11).Establish.Monitoring.and.Evaluation.Systems

Monitoringandevaluationareessentialasithelpsagenciesdetermineifprogramobjectiveshavebeenachievedandwhetheractivitieswereresponsivetoparticipants’needs .M&Eactivitiesascertainthatifpaymentsreachthetargetedbeneficiaries,howthecashisbeingused,theimpactofCfWactivitiesonlocalmarketactivity,andtheeffectsofwageincomeinbeneficiaryhouseholds .

Link:Formoreinformationonthissubject,pleaserefertoDesign, Monitoring and Evaluation Guidebook (2003),https://mcdl .mercycorps .org .

M&Eprocessesshouldfocusonthefollowingareasofpotentialimpact(seeAnnex14,15and16):

•. .Payments:Monitoringenablestheagencyto learn ifpaymentsweremadeontime, ifparticipantsreceivedthecorrectamountofmoney,andifcashdistributionwassatisfactory .

•. .Households:Theagencycanassess the impactbygathering informationonhowCfW income influenced theparticipatinghouseholds,howthecashwasused,andwhatchangestookplaceinthecopingstrategiesofthehouseholds .

•. .Use.of.Cash:Keyindicatorsthathelpidentifychangesintheuseofcashinclude:changesinexpenditures,debtlevel,impactonthelevelofemployment,andtheproportionofhouseholdincomeprovidedbyCfWactivities .

•. .Family/social.relations:Itisimportanttoascertainifthedistributionofcashhascausedashiftinpre-programmaticsocialrelationsornorms .Itisalsobeneficialtoinquireastowhetheranyconflictsarosebetweenhouseholds/areasthatwereselectedasbeneficiariesandthosethatwerenot,aswellasbetweenethnic/tribalgroups .

•. .Gender: Inprogramswherewomenweretargeted, it is important toassesswhethertheirparticipationhadanyimpactongenderrelationsinthehouseholdandcommunities .

•. .Markets:UnderstandingtheimpactofCfWprogrammingonthefunctionalityoflocalmarketsshouldbeacentralcomponentofanyevaluation . Programevaluationshouldbedesignedsoas to includean investigationofanyimpactonmarketprices, employmentpatterns, tradingactivity, termsof trade, economic stratification, and theavailabilityofgoods .

•. .Coverage:Monitoringwillalsodeterminewhethertheprocessofbeneficiaryselectionwaseffectiveandsucceededinreachingthemostvulnerablesegmentsofthepopulation .

Ghost.workersAidagencystaffandcommunityleadersshouldbeattentivetothepossibilityof“ghostworkers”–individualswhoarereportedaspresentontimesheetsbutarenotactuallyworking .Unannouncedmonitoringvisitsshouldbecarriedoutaspartofroutineprogrammanagement .Ifthemonitoringstafffindadiscrepancybetweennamesreportedonthetimesheetsandworkersphysicallypresentatthesite,theproblemshouldbedocumentedinanincidentreportandaddressedbytheprogrammanager .Incaseofrepeatedincidents,itmaybeadvisabletosuspendCfWactivities in thatworksite,whichsendsaclearmessageto the localcommunityabout theconsequencesofwidespreadfraudulentactivityonprogrammaticoperationsandhelpsmaintaincredibility intheprojectarea .


VI..Phasing.Out.and.Transitioning.CfW.programsIn order to ease the transition of beneficiaries to other sources of income, it is important that the end of CfWprogramming is conducted as a phase-out rather than an abrupt stoppage . This can be achieved by graduallydecreasingthenumberofworkdaysorrestructuring laborpaymentsbasedonoutput-basedlaborpaymentswithspecificdeliverables .ThedecisiontoendtheCfWprogramdependslargelyontheoverallobjectiveoftheproject .Inmostcases,CfWwillphaseintoothertypesofprogramming .

Food.Security/Basic.Needs:.Iftheprimaryaimistoinjectcashintothelocaleconomyandprovideindividualswithmeanstosupporttheirhouseholds,thenCfWactivitiesshouldceaseoncenormallivelihoodactivitiesandmarketsresume .Itisbesttolimitdirectcashinfusionsanddistributionsthatmayencouragebuyerstosubstituteorcompetefor local goods and services . CfW often phases into direct economic development projects focusing on raisinghouseholdincome .

Improvement.of.Infrastructure.or.Community.Projects:Iftheprimaryaimistoimproveinfrastructureorconductcommunityprojects,CfWshouldphaseoutaftertheactivitiesarecompletedtosettargets .Ifinfrastructureneedsremainorthereisadesiretoconductadditionalcommunityprojectsforcivilsocietybuildingpurposes,CfWshouldbe phased into more traditional community infrastructure projects using mobilization methods . This may includecommunitycashgrants .

Jumpstarting.Economic.Development.–Iftheprimaryaimoftheprogramistorehabilitatelocalmarketstothepointwheretheyareabletomeetlocaldemand,economicindicatorsshouldbecraftedtosuggestapointwheremarketshaveachievedtherequisitelevelofself-sufficiency .Thisworkwilllikelyphaseintomoredirectfinancialandtechnicalassistance toproviders, includingbusinessesandfinancial institutions .Thismay includecashgrants toemployersorloanguaranteesrespectively .CfWprojectsmaytakeonaskillstrainingcomponentinordertohelpjumpstartjobcreationattheendoftheCfWperiod .Inordertofacilitateindividualeconomicgrowth,apercentageofCfWpaymentsmaybewithheldtocreatesavingsthatcanbepaidasalumpsumattheendoftheprojectforuseascapital .

Stability:.Typically,thesetypesoflarge-scaleemploymentprogramsareconductedbythegovernmentoralargeUNagency .Theyareoftenphasedintocommunityrehabilitationprogramsorsimplyendedwithlargeinfrastructuresuchasroads/bridgesiscomplete .

VII..ConclusionCash-for-Work programming, when used appropriately, can be an important resource in the toolbox of anyorganizationinvolvedintheprovisionofhummanitarianassistancefollowingadisasterorviolentconflict .CfWcarriestheadvantageofencouragingdirect,dollar-for-dollarreinvestmentofwagespaidbackintothecommunityandhastheabilitytosimultaneouslyrevitalizestrugglinglocalmarketsandrehabilitatetheinfrastructureofbadlydamagedcommunities .Perhapsmostimportantly,CfWcanprovideaframeworkforatraumatizedcommunitytocometogetherandconstructivelyreinvesttheirlaborbackintotheirhomesandneighborhoods .

Likeallformsofdevelopmentaid,CfWiscontext-specific .TheultimatesuccessorfailuredependsonthethoroughnessoftheinitialdatagatheringprocessassessingtheappropriatenessofCfW .CfWrequirescertainpreconditionstobeeffective,includingfunctionalmarkets,acurrency-basedeconomy,andasecuritysituationsufficientlystabletopermittheregulardistributionofcashsalaries,amongotherconcerns .Ofcourse,ifapopulationhasbeenlefttoohungryortoounhealthybydisastertoengageinphysicallydemandingworkthatCfWprogrammingcanrequire,itmaybeadvisabletocontemplatetheuseofotherformsofaid .

Inthebestcasescenario,CfWprogrammingservesasafootholdforprogramminginsocietiessufferingashock .ThemostauspiciousterminationofCfWprogrammingisnotwithdrawalfromtheregion,butrathertransitionintorecoveryandlonger-termdevelopmentprogrammingwithadeepknowledgeoflocalpracticesandstronglocalpartnerships .


External.References

• Creit,Pantaleo,andSusanneJaspers .Cash-TransferPrograminEmergencies .2006 .Ed .London:OxfamGB .

• Doocy,Shannon,etal .MercyCorpsCashforWorkPrograminPost-TsunamiAceh .2005 .ResearchPaper .

• Harvey,Paul .CashandVouchersinEmergencies .2006 .London:OverseasDevelopmentInstitute .ODIHumanitarianPolicyGroup .<http://www .odi .org .uk/hpg/Cash_vouchers .html> .

• Cash-BasedResponsesinEmergencies .2007 .London:OverseasDevelopmentInstitute .ODIHumanitarianPolicyGroup .

• Lumsden,Sarah,andEmmaNaylor .CashforWorkProgramming:APracticalGuide .2002 .OxfamGBKenyaProgramme .<http://publications .oxfam .org .uk/oxfam/add_info_024 .asp> .

• MakingtheCaseforCash:HumanitarianFoodAidUnderScrutiny2005 .OxfamBriefingNote .OxfamInternational .<http://www .oxfam .org .uk/what_we_do/issues/conflict_disasters/bn_cash .htm?searchterm=Making+the+case+for+cash%3AHumanitarian> .

Internal.References

(These are available for Mercy Corps’ staff through the Digital Library. If you do not have access please contact someone at Mercy Corps to request a copy of the document)

• TsunamiResponseProject2005-2006:ImmediateLivelihoodRecoveryandVulnerabilityReduction .2006 .FinalReporttoMercyCorps .Nairobi:HornRelief .

• Maynard,KimberlyA .EvaluationofMercyCorps’ResponsetotheAfghanistanCrisisSeptember1,2001-September30,2002 .2003 .OutsideEvaluationforMercyCorps .<https://mcdl .mercycorps .org/gsdl/docs/MC%20AF-PAK%20EVALUATION%20REPORT%20final .pdf> .

• EmergencySupportforDroughtandConflictAffectedPopulationsinAfghanistan,November1,2001throughMarch15,2003 .2003 .

• EmergencyAssistancetoRebuildHealthyCommunitiesinKonchandSiranValleys,MansehraDistrict,Pakistan .2005 .Narrative .<https://mcdl .mercycorps .org/gsdl/docs/OFDA06PakistanEarthquakeHealthyCommunitiesnarr .pdf> .

• PakistanEarthquakeReliefandRecovery:ShelterSupport .2006 .MonthlyReport,June2006 .<https://mcdl .mercycorps .org/gsdl/docs/SAERF05PakistanEarthquakeReliefJune06 .pdf> .

• AlleviatingPovertyThroughProductivityandLivelihoodEnhancementAPPLEProgramme .2005 .Part1of2Narrative&LogicalFramework .<https://mcdl .mercycorps .org/gsdl/docs/MCS%2005%20EC%20Afghan%20APPLE .pdf> .

• Short-TermReintegrationThroughCommunityEmpowermentinKabulCity .2004 .FinalReport .<https://mcdl .mercycorps .org/gsdl/docs/ECHO03afgkabFinalReport .pdf> .

• Cash-for-WorkandLivelihoodSustainabilityProgramforSouthernProvincesofAfghanistan .2003 .FinalReport . <https://mcdl .mercycorps .org/gsdl/docs/APS%20Final%20Report%20HQ%20FINAL .pdf> .

• EmergencySupportProgramforDroughtandConflictAffectedPopulationsinAfghanistan .2003 .FinalReport .<https://mcdl .mercycorps .org/gsdl/docs/OFDA_Final%20Report%20HQ%20final .pdf> .

• TsunamiEmergencySmallGrantsProgramforSriLanka .2005 .Narrative .<https://mcdl .mercycorps .org/gsdl/docs/OFDA2005srilankaTsunamiEmerSmGr .pdf> .

• InitiatingtheRevitalizationofCommunitiesandLivelihoodsintheAmparaDistrict .2005 .Narrative&LogicalFramework .<https://mcdl .mercycorps .org/gsdl/docs/Mercy%20Corps%20Sri%20Lanka%20Proposal1 .pdf> .

• TsunamiEmergencySmallGrantsProgramforSriLanka .2005 .FinalReport,January-November2005 .<https://mcdl .mercycorps .org/gsdl/docs/USAIDOFDA05SriLankaTsunamisg4qfr .pdf .pdf> .

• LivelihoodsandCommunityRecoveryProgramLCRP .2006 .Part1of2Narrative&LogicalFramework .<https://mcdl .mercycorps .org/gsdl/docs/ARC06SriLankaLCRPproposal .pdf> .


• InitiatingtheRevitalizationofCommunitiesandLivelihoodsintheAmparaDistrict .2006 .FinalReport .<https://mcdl .mercycorps .org/gsdl/docs/DFID05SriLankaFROHM0857 .pdf>

• EasternCommunityRehabilitationProgramECRP .2006 .QuarterlyReport,March-June2006 .<https://mcdl .mercycorps .org/gsdl/docs/AusAid%2005%20SriL%20ECRP%20Qr1 .pdf> .

• TwicCountySudanProjectforVulnerableAgro-Pastoralists .2004 .QuarterlyReport,October-December2004 .<https://mcdl .mercycorps .org/gsdl/cgi-bin/library?e=q-000-00---0all--00-0-0--0prompt-10---4----dtt--0-1l--1-en-9999---20-about-Twic+County+Sudan+Project+for+Vulnerable--00031-011-0-0utfZz-8-00&a=d&c=all&cl=search&d=HASH014b9346c8d4d7c7ef66c0f9> .

• TwicandAbyeiRehabilitation,Growth,andEconomicTransfersProjectTARGET .2005 .QuarterlyReport,October-December2005 .<https://mcdl .mercycorps .org/gsdl/docs/OFDA05sSudanTARGETQ3Report .pdf> .

• TwicandAbyeiRehabilitation,Growth,andEconomicTransfersProjectTARGET .2005 .Narrative&Budget .<https://mcdl .mercycorps .org/gsdl/docs/OFDA%20TARGET%20Proposal%204-2-05 .pdf> .

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• AssistancetoVulnerablePopulationsinIraq:RapidResponseCooperativeAgreement .2004 .Narrative&Budget .<https://mcdl .mercycorps .org/gsdl/docs/Cooperative%20Agreement%20Proposal .pdf> .

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• AcehVillageRecoveryProgram:AreaBasedRecoveryandIntensiveLabourProgramme .2005 .ProgressReport,April-May2005 .<https://mcdl .mercycorps .org/gsdl/docs/Mercy%20Corps%202nd%20UNDP%20Progress%20Report%2015June05 .pdf .> .

• AcehStrategicInfrastructureClean-up .2005 .FinalReport .<https://mcdl .mercycorps .org/gsdl/docs/DAI05IndonesiaASICSPD023fradd .pdf> .

• EmergencyResponsetoIndonesianEarthquakeSurvivors,Yogyakarta .2006 .Narrative&Budget .<https://mcdl .mercycorps .org/gsdl/docs/HK06IndonesiaEarthquakeEmergnarr .pdf> .

• EmergencyJobCreationfortheMostVulnerableFamiliesinGaza .2006 .Narrative&Budget .<https://mcdl .mercycorps .org/gsdl/docs/ECHO06GazaEmergencyJobCreationNarr .pdf .> .

• EastGeorgiaCommunityMobilizationInitiative .2003 .CommunityMobilizationManual .<https://mcdl .mercycorps .org/gsdl/docs/CM%20Manual%20Eng-last%202_With%20Annexes .pdf> .

• Nielson,ThomasG .APPRM&EConsultancyFinalReport .2005 .ResearchReport .<https://mcdl .mercycorps .org/gsdl/docs/Final%20report%20ME%20ARRP-Thomas%20Nielssen .pdf> .



VIII..Annexes.ElectronicAnnexdocumentsareavailableinExcelandWordformatsonMercyCorps’digitallibrary .

Annex.1:..Mercy.Corps’.Cash-for-Work.ExperienceInIndonesiaMercyCorpsbeganCfWprogramsinAcehProvincewithinthefirsttendaysfollowingtheDecember26,2004tsunami .MercyCorps’CfWprogramemployednearly18,000participantsin60villagesanddisbursedoverUSD4 .5millionwithfundingfromUNDP,USAID/OFDA,Taiwan,USAID/DAI,andprivatefundsoverasevenmonthprogramlifespan .Followingthetsunami,wagesearnedinCfWprojectswerereportedtobetheonlysourceofincomeformanyhouseholds,andtheprogramwasinstrongdemandespeciallysincethemajorityofproductiveassetsandlivelihoodswaslost .Sincetheprojectsprovidedasubstantialinfusionofcash,ithelpedtorestartthelocaleconomyandprovidesupporttoeconomicmarkets .Intheinitialphaseoftheproject,CfWactivitiesincludedclearingdebris,andastrongemphasiswasplacedonclean-upofimportantpublicfacilitiesinordertorestoreaccesstobasicservices .Theaveragedailyrate,whichwasabout$3(plusanadditionalallowanceof50centsforlunch),reflectedtheupperendofpre-tsunamilaborratesthatrangedfrom$2 .55to$3 .CfWactivitiesresultedinclearingof136km2oflandarea,262kmofroads,and2,006buildings;inaddition,atotalof306permanentand577temporarystructureswereconstructedduringthecourseoftheprogram .

InSri.Lankain2005,followingthedestructionensuedbytsunami,MercyCorpsutilizedUSAID/OFDAgrantinordertoprovideincomegeneratingopportunitiesthroughreconstructionofvitalcommunityinfrastructureandlivelihoods .Theprogramemployednearly1,300villagersfromAmpara,GalleandTrincomaleedistrictswhoworkedfor28,959persondaysforatotalof$164,655(includingwage,lunchandequipment) .SomeoftheoutputsgeneratedbyCfWactivitiesincludeclearingroads,lanesandbeachline .Inaddition,theprogramrehabilitatedtenreligiousbuildingsandfourteenotherpublicbuildings .

In Somalia Mercy Corps utilized private funds to implement a CfW project through Horn Relief organization inresponsetotheeconomicdisruptionandthedamagesinflictedbythetsunamiin2004 .Theprojectsupported900households(approximately7,200individuals)whohadlosttheirmainlivelihood–fishing .Oneofthefirstobjectivesoftheprogramwastorebuildtransportinfrastructuretodecreasevulnerabilityoffishingcommunitiesandimprovemarketaccess .Laborerseffectivelyreconstructedroadsbetweentheircommunitiesandthenearestmarkettown .Thecashenabledthefishermentofeedtheirfamiliesandtheroadimprovementmeantasignificantreductionintransittimeofthefishingcatchwhichhasdrasticallydecreasedtheamountoffishbeingspoiledonroutetomarket .Otheractivitiesincludeddriftconstruction,borrowingpitsandsoildegradationtorehabilitatetheenvironment;inaddition,participantseffectivelygravelled,gradedandcompacted61 .6kmsofnewroadtotheenhancedspecifications .

In Iraq under a two year USAID/OFDA funded program starting in January of 2005, Mercy Corps initiated anAssistance to Vulnerable Populations project that targets IDPs and returnee families as well as other vulnerablemembersofthecommunities .Followingtheconflictinthespringof2003therewasalargeinternalshiftinpopulationwithnewdisplacementoccurringasKurdsreturnedtoareasfromwheretheyweredrivenoutoverthelast30years,creatingnewdisplacementofpredominantlySunniArabfamilies .MercyCorpsiscurrentlyworkingwithdisplacedandreturneecommunitiestoimprovevillagelevelinfrastructurethroughCfW .FromJanuary2005totheendofApril2006MercyCorpscommittedcloseto$6 .3millionandreachedapproximately402,735directbeneficiaries,47%ofwhomwereIDPs .Throughitsprogramming135,147totalshort-termemploymentdayswerecreated .

InPakistana7 .6-magnitudeearthquakethatshooknorthernPakistanonOctober8,2005causedmassivelossoflifeanddisplacement .Morethan85,000diedandnearlythreemillionspeople(roughlythreetimeasintheIndianOceantsunami)werelefthomelessandindangerinareasdifficulttoreachbecauseofmountainousterrain,coldweatherandseverelydamagedinfrastructure .StartingonDecember,2005toMarch,2006,MercyCorpsemployed$507,320oftheSAERFawardinordertoimplementlonger-termrecoveryprograms,whichcreatedwintershelters .ThemainsitesofimplementationwereKonchandSiranvalleyswhicharelocatedathighaltitudesandthereforemorevulnerableduringthecoldwinters .UndertheWarmDryRoominitiative,theaffectedpopulationwasemployedtocleardebrisandrecoveruseablebuildingmaterialsaswellasclaimanyoftheremainingdead .MercyCorpshasdirectlyinvolved13,356participantsin61villages,andcreated154,384totalperson-days .Asapartoftheearthquakeeffort,MercyCorpspartneredwiththeNationalRuralSupportProgramme,(NRSP) .ThislocalagencymaintainsstaffandofficesthroughouttheregionandallowedMercyCorpstoworkinregionsnotusuallyservedbyinternationalNGOs .


InAfghanistanMercyCorpsimplementedavarietyofCfWschemesinwestern,northern,andsouthernpartsofthecountry .UnderUSAIDgrantagreement($2,909,780),MercyCorpsundertookaCash-for-WorkandLivelihoodSustainabilityProgramintheSouthernProvincesofAfghanistanin2002 .Theaimoftheprojectwastoreconstructandrehabilitateeconomic,agricultural,andsocialinfrastructureforreturningrefugees,internallydisplacedpeoples(IDPs),andvulnerablemembersoflocalcommunities .Thesouthernprovinceswereareasafflictedbyhighunemploymentrate,lossoflivelihoods,anddamagedinfrastructureafter23yearsofwarandfiveyearsofdrought .CfWwasespeciallyusefulinthisenvironmentasitsimultaneouslyinjectedmuchneededcashintodeprivedhouseholdsandhelpedtorebuildbasicinfrastructureandhousesforreturningfamilies .

InSudan ina20-monthprojectundertakenbetweenMay2004toDecember2005,MercyCorpsimplementedaTwicCountyProjectforVulnerablePastoralistprojectwithUSAID/OFDAfundingintheamountof$249,993(with$34,134inbudgetedmatch) .Themaingoaloftheprojectwastoincreasefoodsecurityandenhancelivelihoodsinselectedagro-pastoralcommunitiesinnorthernBahrelGhazalaffectedbyyearsofwarandpersistentdroughtsandfloods .Projectactivitieswerelargelyagricultural,butpartoftheprogramincludedimproving/buildinginfrastructurethroughcash-for-workactivities .ThroughTwicproject,atotalof84culvertswereinstalled,therebyimprovingaccesstomarketsaswellasotherfacilities .Peoplearenowabletoreachhealthandeducationfacilitiesmoreeasily,whilefarmers,withthehelpofdonkeycarts,areabletomovelargequantitiesoffarmproducetothemarkets .OneoftheothermajoroutputsofTwicprojectwasconstructionofninebridges,whichhelpedtorehabilitatetheroadsbetweenimportantlocations,stretchingtoadistanceof99kilometers .Bytheendoftheprogram,50,000agro-pastoralistshadimprovedaccesstomarketopportunities .

Morerecently,fromFebruary,2005toJanuary,2006,MercyCorpsinitiatedtheTARGETprojectunderOFDAfunding(USD$972,497)inordertoaddresstheurgentfoodandlivelihoodneedsof151,000returnees,IDPsandvulnerableresidentsofTwicandAbyeiCountiesinNorthernBahrel-Ghazalregion .TheCfWpartoftheprogram($96,794)wasaimedatbuildinghouseholdandcommunityassetsthatwouldprovideimmediateeconomicopportunitiesforvulnerablepopulationsandenablethemtostartdevelopingsafetynetsforresistingshocksmoreeffectivelyinthefuture .Inthecourseoftheproject,atotalof1,924individualsparticipatedin20communityrehabilitation/constructionactivities(ofwhichsevenarestillinprogress)foratotalof33,827workingdays .Thesalaryforunskilledlaborwasapproximately$1 .25/day,whichwasjustbelowatypicaldailywageinTwicandAbyeicounties .Someoftheoutputsof thisCfWprogramincluderehabilitationof local roads,constructionofschools,communitycenters,andhealthclinics;brickmakingandbuildingirrigationcanalsandditches .

Annex.1:.Mercy.Corps’.Cash-for-Work.Experience.(CONTINUED)


Annex.2:.Cash-for-Work.Coordinator.Job.Description

Job.Title:. Cash-for-WorkCoordinator

Location:

Reports.to: Cash-for-WorkProgramManager

Grade.Level:

Job.Summary

ManageallCfWactivitiesindesignatedarea .Manageandsuperviseallstaff,projects,projectselectionandplanning,project assets, government and community liaison, monitoring and payment . This position reports directly to theProgramManager .

Specific.Responsibilities

1 . Reviewlaborandtime-linerequirementsforCfWactivities,determiningstaffingrequirements .2 . CoordinateallCfWactivitiesincludingareaselection,communitycapacityandcoordination .3 . Coordinatepaymentprocedures,includingdocumentation,approvalandactualpayment .4 . OverseeprocurementofallmaterialsforCfWprojects .5 . Reportonanyproblemsencounteredinthefieldsuchasprojectparticipantcomplaints,localauthority

interferenceandsecuritythreatstoMCstaffandactivities .6 . CoordinatewithMCSecurityOfficerandProgramManageronanythreatstoMCstaffandactivities;followup

onincidents/securitythreatsinareasofoperation .7 . CompleteanyrequiredmonitoringasoutlinedbytheProgramManager .8 . EnsurecompleteMercyCorpsorientationforallnewstaff .9 . MaintainalldocumentationrelatingdirectlytoCfWactivitiesrequiredtoensureaccountabilitytothedonor,

particularlywherelaborisconcerned .10 . OverseeadministrativemattersrelatingdirectlytoCfWactivities:time-sheets,paymentschedules,required

paper-work,liaisonwithfinancedepartment .11 . PrepareamonthlycashrequirementforecastforCfWactivities,includingthepurchaseofmaterialsatsiteand

CfWlaborpayments .12 . ProvideinformationonCfWactivitiesasrequestedbyProjectManager,RegionalOffice,orMCHQ .

Coordination

13 . CoordinatewiththeEngineeringCoordinatorandCommunityDevelopmentOfficeronallcommunity-relatedmatters,ensuringthethreeareasoftheprogramareworkingwelltogether .

Program.Manager..... CfW.Coordinator

Name:_______________________________ Name: ______________________________

Signature:______________________________ Signature: ______________________________

Date:______________________________ Date: ______________________________


Annex.3:..Cash-for-Work.Administration.Officer..Position.Description

Job.Title:. AdministrationandProcurementOfficer(AO)

Location:

Report.to: CfWCoordinator

Job.Summary.

Responsibleforalladministrative,humanresourcesandprocurementdutiesrelatedtheCfWprogram .


1 . ManageallprocurementfortheCfWprogramthroughtheProcurementAssistant,ensuringtimelyavailabilityofallsuppliesmaterialsandassetsrequestedbytheCfWAreaLogisticsOfficers(ALO’s) .

2 . ProvideanyassistancerequiredbytheCfWCashiertoensureefficientandsecurepaymentofCfWparticipants .

3 . EnsureallhumanresourcessystemsfortheCfWprogramarewellmanagedinaccordancewithMercyCorpsHRsystems .CoordinatecloselywiththeHRofficerandtheCfWCoordinatortoensurevacantpositionsarefilledandexistingstaffareawareof,followingandbenefitingfromMCHRsystems .

4 . AssisttheCfWCashierinthepreparationofreliablecashflowprojectionstoensureefficientcashflow .5 . Asrequired,ensureallMercyCorpstransactionswithcontractorsfollowstandardized,andtransparent

procurementsystems .Whilesuchprojectsmightoriginateinthefield,theAOisresponsibleforformaltransparentagreementswithsuchcontractors .

6 . CooperateandcoordinatewithallCfWstafftoensuregoodinternalcoordinationandsubsequenthighqualityprojectselection,design,implementation,monitoringandmanagement .ParticipateintheweeklystaffmeetingwithCfWstaffregardingallmattersofprojects(technical,financial,administrative,security) .

7 . Coordinatewithnon-CfWMCstafftodiscussmattersthatarerelevanttoallMCstaff .8 . AssistMCseniormanagement(directsupervisorsandup)withanyrequestsforinformationordataregarding

programexpansionordevelopment .9 . WhenusingMCvehicles,takeappropriatecareofthevehicleandensuremaintenanceduringperiodofusage .10 . Anyotherdutiesasrequired .

Mercy.Corps:..... CfW.Administration.and.Procurement.Officer:

Name:_______________________________ Name: ______________________________


Date:______________________________ Date: ______________________________

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Annex.4:.Cash-for-Work.Cashier.Position.Description

Job.Title:. CfWCashier

Location:

Reports.to: CfWCoordinator

Job.Summary.

TheCfWCashierisresponsibleforplanning,arranging,trackingandreportingonallpaymentsofCfWparticipantsincoordinationwiththefinancedepartmentandtherestoftheCfWteam .


1 . CollectallparticipantsheetsfromAreaSupervisorsattheendofeverypaymentperiodandensureallcalculationsofpaymentsarecorrect .

2 . Ensurecorrectauthorizationforallpaymentsisobtainedpriortopaymentsbeingmade .3 . ManageallCfWpaymentsbasedonauthorizedparticipantsheets .Thiswillincludepreparationofchecks,

transfersandallenduserpaymentreceiptpaperwork .4 . PrepareaccurateweeklypaymentreportstotheCfWCoordinatorandtheFinanceManagerwithinonedayof

paymenthavingbeencompleted .5 . WiththeCfWCoordinator,theAreaSupervisorsandAreaLogisticsOfficers,developandensureallpayment

mechanismsineachareaaresecure,reliableandtransparent .Withinoneweekofcommencementofactivityinanyareapaymentsshouldnotbemadeincash,andshouldbeonamaximumofaweeklybasis .

6 . Insituationswherepaymentsaremadetogrouprepresentatives,withtheAreaSupervisor,ensuretransparencysystemsareinplacethatensurethatallthosebeingpaidthrougharepresentativeareawarewhentherepresentativehasreceivedpaymentontheirbehalf,andoftheamount .

7 . ManagetheCfWpipelinetoprovidetimelycashrequirementestimatestothefinanceteamtoensureadequatefundsavailableforallCfWpayments .

8 . AssisttheCfWcoordinatorinanyCfWactivitiesasrequested .9 . Anyotherdutiesasassigned .

Mercy.Corps:..... Cashier:

Name:_______________________________ Name: ______________________________


Date:______________________________ Date: ______________________________


Annex.5:..Cash-for-Work.Area.Logistics.Officer..Position.Description

Job.Title: AreaLogisticsOfficer(ALO)

Location:

Reports.to: AreaSupervisor(AS)

Job.Summary.

TomanagealladministrationandlogisticsofMercyCorpsCfWactivitiesfortheassignedarea .


1 . EnsurealllogisticalrequirementsoftheareaaremetinaccordancewithplansdevelopedwithAreaSupervisorandcentralizedlogistics,procurementandwarehousingstaff .

2 . Providetimelycallforwardsonallsuppliesandequipmentnecessaryfortheimplementationofengineeringprojectsasperagreedsystems .

3 . Ensuresecurestorage,trackingandreportingonallCfWequipmentandsuppliesandtheprojectsites .4 . AssistASandCashierinpreparingandmanagingpaymentsforprojectparticipants .5 . Asrequired,assisttheASinthepreparationofreliablemonthlycashflowprojectionstoensureefficientcash

flowforpaymentsandassisttheASinthepreparationofweeklyreportsonallfinancialmatters .6 . Monitormarketpricesofvariousitems(includingfoodproducts)byconductingaweeklysurveyofthelocal

market .ProvidecompletedmarketpricesurveystotheMonitoringofficer .7 . WhenusingMercyCorpsvehicles,takeappropriatecareofthevehicleandensuremaintenanceduringperiod

ofusage .8 . Maintainahighdegreeofawarenessregardingthesecuritysituationintheprojectarea .Baseduponthis

knowledgetakeadequatemeasurestoensurethesafetyofanyandallMercyCorpsstaffinthedelegatedareaofresponsibilityandassistwiththedistrictasawhole .AssisttheASinthepreparationofmonthlyreportsonsecurity,aswellasatanyothertimethatisnecessary .

9 . ReportanydevelopmentsorcircumstancesthataffectthehumanitariansituationortheimplementationofhumanitarianprojectstotheAS .

10 . CooperateandcoordinatewithallCfWstafftoensuregoodinternalcoordination .ParticipateintheweeklymeetingwithCfWstaffregardingallmattersofprojects(technical,financial,administrative,security) .

11 . CoordinatewithMCstaffofnon-engineeringprojectsthatmaybepresentintheassigneddistricttodiscussmattersthatarerelevanttoallMCstaff .

12 . AssistMCseniormanagement(directsupervisorsandup)withanyrequestsforinformationordataregardingprogramexpansionordevelopment .

13 . Anyotherdutiesasrequired .

Mercy.Corps:..... Assistant.Site.Engineer:

Name:_______________________________ Name: ______________________________


Date:______________________________ Date: ______________________________


Annex.6:.Cash-for-Work.Area.Supervisor.Position.Description

Job.Title:. CfWAreaSupervisor(AS)

Location:

Reports.to: CfWCoordinator

Job.Summary.

Responsiblefortheidentification,design,implementation,monitoringandreportingonallCfWprojectactivitiesandadministrativetasksontheMCCashforWorkProgramintheassignedarea .TosuperviseallareaCfWstaffinordertoeffectivelyimplementplannedprojects .ManagealladministrationandsecurityofMCCfWactivitiesintheassignedarea .


Technical

1 . DevelopplansfortheimplementationoftheMCCashforWorkprojectintheassigneddistrict .Thisshouldincludeplanneddelegationofresponsibilitytoappropriatestaff,plansandrationaleforprojects,plansformaterialandcashneedsoverthecourseoftheproject,andworkschedules(timelines)forthevariousphasesoftheproject .

2 . Ensureminimumofxxxprojectparticipantsworkinginareabyendof1stmonthofactivityinthearea .3 . Ensurepaymentmechanismintheareaissecure,accurateandefficientanddoesnotinvolveMCstaffhandling

largevolumesofcashafteroneweekofactivityatanygivensite .4 . EnsureCfWCoordinatorandProgrammanagerapprovalonallpaymentsbeforepaymentsaremade .5 . EnsuretransitionfromMCprovidinglunchtolocallyavailablesourceoflunchwithcostoflunchincludedindaily

wagebyendof1stweekofworkatanysite .6 . Developandmaintaingoodrelationshipsandlinesofcommunicationwithrelevantlocalauthoritiesand

communities,explainingthenatureofMCandit’sprogramandliaisingwiththemthroughouttheproject .7 . Guaranteecommunityinvolvementatallphasesoftheproject(identification,design,implementation,and

monitoring)toensurethedevelopmentofcommunityownershipfortheprojects .8 . GetinitialapprovalforallplansfromCfWCoordinatorbeforecommencementofprojectimplementation .9 . Implementprojectsasplannedaccordingtodevelopedschedulesandtimelines .10 . Reportanyvariationsorproblemswithimplementationofprojects(inregardstostaffing,costs,schedules,

technicalmatters)totheCfWCoordinator .Wherenecessary,regularlyupdateprojectimplementationplanswithassociatedtimelines .ReportthesechangestotheCfWCoordinator .

Supervising.and.Monitoring

11 . Identify,trainandsuperviseSiteSupervisors(SS)ateachworksite .12 . SuperviseAreaLogisticsOfficertoensurealllogisticsrequirementsofareaaremetinatimelyandeffective

manner .13 . Regularlymonitortheprogressofprojectsatallphases(projectselection,planninganddesign,implementation)

andcompleteweeklyareaactivityreportsasperagreedonformat .14 . Inoccasionalcircumstanceswhereitisnotpossibletosuperviseprojectsbecauseofanabsence,delegate

responsibilityforimplementationandassociateddutiestoappropriateprojectstaff .


Administrative

15 . Providereliableweeklyandmonthlycashflowprojectionsonatimelybasistoensureefficientcashflowforpayment .

16 . Ensurethatproperfinancialcontrolforallactivitiesintheareaandthatallfinancialdocumentationiscompletedasperagreedsystemsandforms .Allproblemsmustbereported .

17 . PlanandprovidetimelycallforwardsforallequipmentandsuppliesnecessaryfortheimplementationofCfWprojects .

18 . Identifysimpleareaoffice/baseincoordinationwiththeCfWcoordinatorandlocalcommunityandgovernmentrepresentatives .Thisofficeshouldnotbepaidfor .

19 . EnsurethatprojectmanagementandofficeadministrativedocumentationisinaccordancewithMCprotocolsandregulations .

20 .WhenusingMCvehicles,takeappropriatecareofthevehicleduringperiodofusage .

Reporting

21 . BasedoninputfromallCfWstaff,completeweeklyactivityreportsasperformatprovided,andensurethatallCfWstaffunderdirectsupervisioncompleteandsubmittheirreportsinatimelymanner .

22 .AttendandprepareforweeklyCfWmeetingsasagreedwithCfWCoordinator .23 .Provideweeklypaymentplansandreportsaccordingtoagreeduponschedule .24 .Maintainahighdegreeofawarenessregardingthesecuritysituationintheprojectarea .Baseduponthis

knowledgetakeadequatemeasurestoensurethesafetyofallMercyCorpsstaffinthearea .Provideweeklyreportsonsecurity,aswellasatanyothertimethatisnecessary .

25 .Reportanydevelopmentsorcircumstancesthataffectthehumanitariansituationortheimplementationofhumanitarianprojects .

Coordinating.

26 .CooperateandcoordinatewithallCfWandFinance,AdministrationandLogisticsstafftoensuregoodinternalcoordinationandsubsequenthighqualityprojectselection,design,implementation,monitoringandmanagement .ConductaweeklystaffmeetingwithCfWstaffinarearegardingallmattersofprojects(technical,financial,administrative,security) .

27 . CoordinatewithMCstaffofnon-CfWprojectstoensurebestpossibleoverallMercyCorpsprogrammingandleveragingofimpactacrossprograms .

28 .Anyotherdutiesasrequired .

Mercy.Corps:..... CfW.Area.Supervisor:

Name:_______________________________ Name: ______________________________


Date:______________________________ Date: ______________________________

Annex.6:.Cash-for-Work.Area.Supervisor.Position.Description.(CONTINUED)


Annex.7:.Sample.Baseline.SurveyInformed.Consent:.[to.be.read.aloud].. Hello. I am representing Mercy Corps, an international non-governmental organization working to help _________ recover from the ______ (type of emergency/disaster). We are conducting a survey of households affected by the emergency/disaster and have randomly selected yours. The survey will ask questions about before and after the disaster, relating to things like housing, livelihood, water/sanitation and community services. You are free to decline the interview or to decline answering any particular question that is asked. We hope the survey will help you and families like yours to plan for their immediate future and to recover their livelihoods. Do you wish to be interviewed?

Yes____No_____Signatureofrespondent:________________________________________________________

A).Pre.Interview.Data

1 . Location:___________________________________________ 5 . MCVillage#:_________________________________________

2 . District:____________________________________________ 6 . Date:________________________________________________

3 . Sub-district:________________________________________ 7 . SurveyorName:_______________________________________

4 . VillageName:_______________________________________ 8 . HouseholdIDNumber:_____________________________________

B).Respondent.Information

9 . Age:_______________ 10 .Sex:___________________ 11 .RelationshiptoHeadofHousehold:___________________________

C).Household.Members.Before.and.After.Emergency.

12 .Howmanypeopleweremembersofyourhouseholdon(dateofdisaster)?________________________________________________

13 .Howmanypeoplearemembersofyourhouseholdnow?_______________________________________________________________

14 .Howmanymembersofyourhouseholddiedoraremissingduetothe…?________________________________________________

15 .Howmanydeathshavetherebeeninyourhouseholdsincetheincident…?_______________________________________________

16 .Howmanybirthshavetherebeeninyourhouseholdsincethe…?_______________________________________________________

17 .Howmanypeoplehavemovedintoyourhouseholdsincethe . . .?________________________________________________________

18 .Howmanypeoplehavemovedoutofyourhouseholdsincethe…?______________________________________________________

19 .Whowastheheadofhouseholdbeforethe…?_______________________________ Sex:_________________ Age:________

20 .Isthecurrentheadofthehouseholdthesameperson? oYes oNo if no,Sex:________________ Age:________

21 .Whatisthemaritalstatusoftheheadofhouseholdafterthe…?

oMarried oUnmarried oWidowed oSeparatedordivorced


D).Housing

22 .Couldyoudescribethekindofhouseyouwerelivinginpre- . . .?

a .Numberofrooms

b .Squaremetersoflivingspace

c .Typeofroofingmaterial oLeaf oZinc oTile oOther:

d .Typeofwallmaterials oThatch oWood oConcrete oBrick oOther:__________________

e .Typeofkitchen/cookingfacilities oInside oSeparate

f .Typeoftoilet oInside oSeparate oCommunal oNone

23 .a .Doyoucurrentlyresideatthesameplacenow? oNo oYes

b . If Yes,whattypeofshelterdoyouhave? oOriginalhouse oNewhouseoranypermanentstructure

oLain-lain: oTentortemporarystructure oOther:

c .If No,wheredoyoulivenow? oHostfamilyinvillage oHostfamilyoutsideofvillage

oIDPCamp oTemporaryshelterinvillage oBarracks oOther:

24 .If the respondent is at their pre-incident address or residing in their original community:

a .Whendidyoureturn?

b .Whydidyoudecidetoreturnwhenyoudid?

c .Whatfactorsenabledyoutogoback?

d .Ifresidinginatemporarystructure,doyouplantorebuild? oNo oYes

e .IfNo,whynot?

25 .If the respondent is living in barracks, a camp, or with a host family:

a .Howlonghaveyoubeenlivinghere?

b .Whydidyoumovehere?

c .Doyouplantogohome? oNo oYes

d .IfNo,whynot?

e .Whatobstaclesexisttoyourgoinghome?

26 .Howfariswhereyouarelivingnowfromyouroriginalresidence?Enter response in kilometers.

Annex.7:.Sample.Baseline.Survey.(CONTINUED)


E).Livelihoods.and.Income

27 .Howmanymembersofyourcurrenthouseholdare15yearsofageorolder? ______

28 .Howmanyofthose15yearsorolderareeconomicallyactive?___________________

29 .Foreachcurrentlyworkingperson,primaryactivity:JobCategory ___Daysperweek HoursperDay

1______________________________________________ ____________________ ________________ _______________

2______________________________________________ ____________________ ________________ _______________

3______________________________________________ ____________________ ________________ _______________

4______________________________________________ ____________________ ________________ _______________

5______________________________________________ ____________________ ________________ _______________

30 .Beforetheincident,howmanymembersofyourhouseholdwere15yearsofageorolder? _________________________________

31 .Beforetheincident,howmanyofthose15yearsorolderwereeconomicallyactive?_______________________________________

32 .Foreachperson,pre-incidentprimaryactivity: JobCategory Daysperweek HoursperDay

1______________________________________________ ____________________ ________________ _______________

2______________________________________________ ____________________ ________________ _______________

3______________________________________________ ____________________ ________________ _______________

4______________________________________________ ____________________ ________________ _______________

5______________________________________________ ____________________ ________________ _______________

Job.Category.Codes

1 .Ricefarming 8 .Retail 15 .HomeIndustry 2 .Cropfarming 9 .Trade 16 .Cash-for-Work 3 .Livestockfarming 10 .Services 17 .Student 4 .Fishing 11 .Production 18 .Unemployed 5 .Aquaculture 12 .Employed(Gov’t,NGO,Privatesector) 19 .Disabled 6 .Foodprocessing 13 .Labor(agriculture,construction,etc .) 20 .Other/lain-lain:__________________ 7 .Foodsale 14 .Transportation

33 .a .Hasthehousehold’sprincipallivelihoodchangedsincetheincident? oYes oNo

b .IfYes,why?__________________________________________________________________________________________________

34 .Howmanysourcesofincomedoesyourhouseholdhavenow? ______________________________________________________



35 .Whatwasyourhousehold’stotalincomewithinthepastmonth?________________________________________________________

36 .Pre- . . .,howmanydifferentsourcesofincomedidyourhouseholdhave?__________________________________________________

37 .Pre- . . .whatwasyourhousehold’stotalaveragemonthlyincome? _______________________________________________________

38 .Pre- . . .howdidyousavemoneyforfutureuse?oGold oBankaccount oHardassets(vehicle,etc)

oLivestock oOther oNosavings

39 .Pre-incident,ifyouneededextramoney,howdidyougetit?(maypickmorethanone)

oBorrowmoneyfromfamily oTakealoanfrombank/coop/NGO oSellassets:_________________

oTakemoneyfromsavings oBorrowfromtoke/middleman oOther_______________________

40 .Pre- . . .didanyoneinyourhouseholdusethebanksforanyofthefollowingservices?

a .SavingsaccountoYes oNo c .Transfermoneytoothers oYes oNo e .Getcash oYes oNo

b .Takeloans oYes oNo d .Receivemoneyfromothers oYes oNo f .Other oYes oNo

41 .Pre-incidenthouseholdmonthlyexpenditures

a .Food______________________________ d .Transportation____________________ g .Buygold/otherassets__________

b .Education__________________________ e .Familybusiness __________________ h .Other(describe) ______________

c .Health_____________________________ f .Housing _________________________ _______________________________

F).Water.and.Sanitation.

42 .Householdwaterconsumptionpatterns Pre-… . Currently

a .Mainsourceofwaterforhouseholduse ___________________ _____________________

b .Howfarawayissourcethisfromwhereyoulive?(Meters) ___________________ _____________________

c .Onaverage,howlongdodailywater-collectingactivitiestake? ___________________ _____________________

d .Onaverage,howmanylitersofwaterdoesyourhouseholduseperday? ___________________ _____________________

e .Howwouldyoudescribethequalityofwateryouuse? ___________________ _____________________

43 .Sanitation Pre-… . Currently

a .Locationoflatrine ___________________ _____________________

b .Howoftendoyouusepubliclatrines? ___________________ _____________________

c .Doyoueverusepublicbathingfacilities? ______________________ ________________________



G).Community.Services.and.Infrastructure

44 .Education Pre-… . Currently

a .Howmanychildrenareinyourhousehold? ____________________ _____________________

b .Ofchildrenaged6-15,howmanyattendschoolregularly? ____________________ _____________________

c .Iftheydonotattendschoolonaregularbasis,whynot? ____________________ _____________________

45 .Sports,ArtsandCulture

Doyouparticipateinanyofthefollowingactivities? Pre-… . Currently

a .Impromptusports. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . oYes oNo oYes oNo

b .OrganizedSports. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . oYes oNo oYes oNo

c .Poetryreadings.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . oYes oNo oYes oNo

d .Artsgroups. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . oYes oNo oYes oNo

e .Music.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . oYes oNo oYes oNo

f .Attendingartsandculturalperformances. . . . . . . . . . . . . . . . . . . oYes oNo oYes oNo

46 .Midwives

Didanymemberofyourhouseholdevervisitanyoftheseservices? Pre-… . Currently

a .Maternal-ChildHealthCenter. . . . . . . . . . . . . . . . . . . . . . . . . oYes oNo oYes oNo

b .Privatemidwifeclinic. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . oYes oNo oYes oNo

c .Governmentmidwifeclinic .. . . . . . . . . . . . . . . . . . . . . . . . . . oYes oNo oYes oNo

47 .IfYes,whatservicesdidtheyreceive? Pre-… . Currently

a .Maternal-ChildHealthCenter ____________________ _____________________

b .Privatemidwifeclinic ____________________ _____________________

c .Governmentmidwifeclinic ____________________ _____________________

48 .CommunityInfrastructure

Pleaserankthetopfiveinorderofimportancetoyourhousehold . Destroyedduring… .? Rebuiltafter… .?

a .Drainage .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . oYes oNo oYes oNo

b .WaterSupply . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . oYes oNo oYes oNo

c .Sanitation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . oYes oNo oYes oNo

d .Roads,bridges,culverts .. . . . . . . . . . . . . . . . . . . . . . . . . . . . oYes oNo oYes oNo

e .Electricity. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . oYes oNo oYes oNo

f .Dikes,protectionwalls. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . oYes oNo oYes oNo

g .Agriculture/Aquaculture. . . . . . . . . . . . . . . . . . . . . . . . . . . . oYes oNo oYes oNo

h .Recreationalfacilities. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . oYes oNo oYes oNo

i .Schools .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . oYes oNo oYes oNoo

j .Healthclinics. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . oYes oNo oYes oNo

kReligiousBuildings.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . oYes oNo oYes oNo

Other:________________________________________________________ oYes oNo oYes oNo



49 .Pre-… .howsatisfiedwereyouatthelevelofcommunityparticipationindecision-makingaboutphysicalimprovements?

oVerySatisfied oPartlySatisfied oPartlyDissatisfied oVeryDissatisfied oNoComment

50 .Post-…howsatisfiedareyouatthelevelofcommunityparticipationindecision-makingaboutphysicalimprovements?


51 . Pre- . . .howsatisfiedwereyouatthelevelofresponsivenessoflocalgovernmenttoyourneeds?


52 .Post- . . .howsatisfiedareyouatthelevelofresponsivenessoflocalgovernmenttoyourneeds?


Notes

_______________________________________________________________________________________________________________

_______________________________________________________________________________________________________________

_______________________________________________________________________________________________________________

_______________________________________________________________________________________________________________

_______________________________________________________________________________________________________________

_______________________________________________________________________________________________________________

_______________________________________________________________________________________________________________

_______________________________________________________________________________________________________________

_______________________________________________________________________________________________________________

_______________________________________________________________________________________________________________

_______________________________________________________________________________________________________________

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_______________________________________________________________________________________________________________

_______________________________________________________________________________________________________________

_______________________________________________________________________________________________________________

_______________________________________________________________________________________________________________

_______________________________________________________________________________________________________________


mercycorps.org�0

Annex.8:.Proposal.Review.and.Approval.Form

NameofProject:_______________________________ ProjectCode:____________________________________

LocationofProject:_____________________________ Province:________________________________________(VillageandCommunity)

DateofEstimation:_____________________________ EngineerResponsible:_________________________________

A).General.Project.Information

Briefsketchofproject .Ifextraspaceisneeded,pleaseattachadditionalpages .

Picture1:BeforeProjectImplementation Picture2:AfterProjectImplementation

Providethecoordinatesoftheprojectsite:_______________________________

Durationoftheproject:________________________________________________

Howsooncantheprojectbegin?_______________________________________


B).CfW.Community.Summary.and.Approval

1 .CommunityDetailsandDescription

VillageName VillageCode

#ofFamillies

FamilySize

#ofPeople Distance Remark

Total

2 .ProposedProjects

ProjectReference Description #ofWorkers

#ofDays

TotalManDays

MaterialsCost

TransportCost

TotalCost

C).Quantify.the.Community.Contribution

Description Unit Quantity CostPerUnit TotalCost

Annex.8:.Proposal.Review.and.Approval.Form.(CONTINUED)


D).Labor.Costs

1 .UnskilledLabor@DailyRate:

Activity #Laborers #Days TotalLD DailyRate TotalCost

Total

2 .SkilledLabor@DailyRate:

Activity #Laborers #Days TotalLD DailyRate TotalCost

Total

Total Labor Cost (= � + �):___________________________________________



E).Materials

Description Unit Quantity CostperUnit TotalCost

Total Cost of Materials: ______________________________________________

F).Transportation

Description Unit Quantity CostperUnit TotalCost

Total Cost of Transportation: _________________________________________



G).Cost.Estimation

Activity Unit QuantityLaborreq .ofUnit Laborreq .ofQty . LaborCost TotalLab

CostinSL USL SL USL SL USL

H).Work.Quantity.Estimation

Activity Length(M) Width(M) Height(M) # Unit Volume

I).Total.Costs

UnskilledLabor . TotalCostofProject

SkilledLabor .

SkilledMandays

UnskilledMandays

Materials

Transportation



J).Staffing.Requirements

ProjectSupervisors:#__________________________ Guards:#_______________________________________

Foremen:#___________________________________ Cooks:# _______________________________________

Storekeeper:#________________________________ Other:# ______________________________________________

K).Approval

Notes

___________________________________________________________________________________________________________________

___________________________________________________________________________________________________________________

___________________________________________________________________________________________________________________

___________________________________________________________________________________________________________________

___________________________________________________________________________________________________________________

___________________________________________________________________________________________________________________

___________________________________________________________________________________________________________________

___________________________________________________________________________________________________________________

___________________________________________________________________________________________________________________

___________________________________________________________________________________________________________________

___________________________________________________________________________________________________________________

___________________________________________________________________________________________________________________

___________________________________________________________________________________________________________________

ApprovedBy: ______________________________ ProjectProposedBy:_____________________________ PROJECTMANAGER

Date: ______________________________ Date:___________________________________________



Annex.9:.Assistance.Agreement

ProjectName:______________________________________________________________________________________

Project#:_____________________________________

ProjectLocation:_______________________________ Country:_________________________________________

Population

#ofFamilies:__________________________________ #ofIndividuals:________________________________________

Description.of.Project

Full description - as specific as possible, quantify as much as possible, include details on who provides materials, where they are delivered, who is responsible for transport, storage, distribution, supervision, etc.

Max .#ofWorkDaysAllowed: ___________________

ContractStartDate:____________________________ ContractFinishDate:______________________________

Max .#ofGeneralLaborersAllowed:______________ Rate:___________________ Total:__________________

Max .#ofSkilledLaborersAllowed:_______________ Rate:___________________ Total:__________________

Max .#ofSupervisorsAllowed:___________________ Rate:___________________ Total:__________________

Total.Approved: ______________________________


Terms.of.Payment:Paymentwillbemadeonceeverytwoweeks .Paymentratesareasfollows:____adayforgenerallabor .____adayforskilledlabor .____adayforsupervisors .Theworkingdaywillbeginat____andwillfinishat____witha1hourbreakforlunch .

Terms.of.Agreement:ThelengthofthiscontractisfixedandthenumberofdaysofworkthatarepaidmaynotexceedthisfixedlengthunlessapprovedbyMercyCorps .ThenumberofworkerswhowillbepaidtoparticipateinthisprojectisfixedandmaynotexceedthisfixedlimitunlessapprovedbyMercyCorps .Theworkerswhowillbeparticipatinginthisprojectshouldbedeterminedbeforethestartoftheworkandshouldnotchangethroughoutthecourseoftheproject .TheactivitiestobeconductedunderthisprojectarefixedandmaynotbealteredwithouttheapprovalofMercyCorps .

Focal.Point:

Name:____________________________ Signature:___________________________ Date:____________________

Site.Supervisors:




Administrator:


Mercy.Corps.Representative:


Finance.Review:


Annex.9:.Assistance.Agreement.(CONTINUED)


Annex.10:.Receipt.of.Tools.and.Donation.Letter

Village:_______________________________________ Sub-district: _____________________________________

Project#:_____________________________________ MCVillage#:_____________________________________

Name+Signature ItemsReceived

This equipment will be donated to the village if the project it is being used for has been ongoing for a time period in excess of 3 weeks. This form serves both as a record of receipt and as a record of donation if so applicable. If donated these materials are to remain in communal ownership to be used in both community and individual activities which the village deems appropriate.

Mercy.Corps.Representative. Village.Head

Name:________________________________________ Name: __________________________________________

Position:______________________________________ Position:_________________________________________

Date:_________________________________________ Date: ___________________________________________

Signature:_____________________________________ Signature:_______________________________________


Annex.11:.Daily.Attendance.Sheet

Name:________________________________________ Place:___________________________________________

Month:________________________________________ DailyWage:______________________________________

Day TimeStart Signature TimeEnd Signature Supervisor’sSignature

1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

16

17

18

19

20

21

22

23

24

25

26

27

28

29

30

31

mercycorps.org�0

Annex.12:.Payment.Voucher

Voucher#:____________________________________ Currency:________________________________________

Code#:_______________________________________ Group:__________________________________________

Name Rate #ofDays Total Signature

Prepared.By:. Approved.By:

Name:________________________________________ Name: __________________________________________


Date:_________________________________________ Date: ___________________________________________


Annex.13:.Payment.Voucher

Month:________________________________________

Currency:_____________________________________

Paid.By:.

Name:________________________________________

Date:_________________________________________

Name 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 #Days DailyWage TotalPayment Signature

Grand.Total


Annex.14:.CfW.Weekly.Project.Summary

Project#:_____________________________________ TotalSalaryPaidthisWeeek:_______________________

Village:_______________________________________ Sub-District:_____________________________________

PayPeriodStart:_______________________________ PayPeriodEnd:__________________________________

Number.of:

MaleLaborers:_________________________________ Total#Laborers:_________________________________

MalePerson-days:______________________________ SiteSupervisors:_________________________________

FemaleLaborers:_______________________________ GroupLeaders: __________________________________

FemalePerson-days:____________________________ Total#Participants:_______________________________

Project.Status:

oOnGoing oOnHold. oCancelled oComplete

Project.Activities:

SpecificActivity:____________________________________________________________________________________








SpecificActivity:__________________________________________________________________________________________________

ListanyProblemsEncounteredDuringtheWeek:_________________________________________________________________

IfComplete,ExitInterviews#andDate:______________ Name:_________________________________________________

TimesheetsVerifiedandSubmittedbyAreaSupervisor:o Date:__________________________________________________


Annex.15:.Monthly.Summary.Form

Background.Information

1 . ReportingMonth:____________________________ 3 .ProgramSite:__________________________________

2 . CurrentDate:_______________________________ 4 .PersonCompletingForm:________________________

Cash-for-Work.Program.Summary.Measures

5 . Total#ofprojectsthatwereactiveatanytimeduringthemonth:_________________________________________

6 . #ofnewprojectsstartedduringthemonth:________ 7 .#ofprojectsfinishedduringthemonth:____________

8 . Numberofpeopleparticipatinginprojectsduringthemonth:(this is an average of weekly data from timesheets or biweekly data from monitoring spreadsheets)

a .Overall:__________________ c .Female: _____________________ e .GroupLeaders: ______________

b .Male:____________________ d .Laborers:____________________ f .SiteSupervisors:______________

9 . Total#ofpersondaysworkedduringthemonth: ______________________________________________________

10 .a .Totalamountofcashpaymentsdisbursedduringthemonth: __________________________________________

b .Costcenters:__________________________________________________________________________________

11:Whatweretheprimaryobstaclesfacingparticipantsinthecash-for-workprogramoverthemonth?

________________________________________________________________________________________________

________________________________________________________________________________________________

12:Aretheotherexternalfactors,issues,orproblemsthathaveinfluencedthecash-for-workprogramoverthemonth?

________________________________________________________________________________________________

________________________________________________________________________________________________

13:Haveanyproblemswithcashdistributionorlaborreportingbeenobservedorreportedduringthemonth?(e.g. workers report not receiving agreed upon daily rate; few workers are present than reported on timesheet, etc.)

________________________________________________________________________________________________

________________________________________________________________________________________________

14:Newactivities,innovationsandothercomments: ______________________________________________________

________________________________________________________________________________________________


Annex.16:.Exit.Survey

1 . Location:___________________________________ 5 . Project#:____________________________________

2 . District:____________________________________ 6 . MCVillage#: ________________________________

3 . Code:_____________________________________ 7 . Date:________________________________________

4 . VillageName:_______________________________ 8 . SurveyorName: ______________________________

Respondent.Information

9 . RespondentAge:____________________________ 10 . RepondentSexoMaleoFemale

11 .a .Areyouoriginallyfromthisvillage?oYesoNoIf no,placeoforigin:_____________________________________________________________

b .District:__________________ Sub_District:___________________ Village:________________________

12 .Howmanypoepleareinyourhousehold? (a household is a group of family members that rely on income; it can include elderly parents or other individuals that now live

with you because their families have died or are missing)

Males:_____________________ Females: ______________________ Total: _________________________

13 .Areyoualandowner?oYesoNo

14 .Areyourentingthelandyouarecurrentlylivingon?oYesoNo

15 .Howmanypeopleinyourhouseholdparticipatedinthiscash-for-workprogram?___________________________

16 .Howmanydaystotaldidyouworkonthisproject?_____________________________________________________

17 .Onaverage,howmuchmoneydidyoureceiveeachdayforworkingontheproject?(Excludes lunch)______________

18 .Whatwasyourtotalhouseholdincomefromthiscash-for-workprogram? _________________________________

19 .a .DoesyourhousholdhaveanyadditionalsourcesofincomeapartfromCfW?oYesoNo

b .If yes,howmanypeopleareemployed:_________ c .Whatistheirtotalweeklyincome?_________________

d .Typeofemployment:_______________________ oTemporary/casualworkoLong-termoBoth

20 .Whatisyourcurrentweeklyhousholdexpenditure?____________________________________________________


21 .Whatdoyouspendmoneyon?Examples are things like food, medicine, shelter, transportation, etc. Please tell us about the four largest types of expenditures for your household and approximately what percent of income is spent in each area.

1: _____________________________________ % 3: __________________________________________%

2: _____________________________________ % 4: __________________________________________%

Savings.and.Food.Security

22 .Howmuchsavingsdidyourhouseholdhavebeforethecrisis?__________________________________________

23 .Howmuchsavingsdoesyourhouseholdhavenow?___________________________________________________

24 .Areyoucurrentlyspendinganyofyoursavings?oYesoNo

25 .a .Didyourhouseholdsaveanymoneythatwasearnedworkingonthisproject?oYesoNo

b .If yes,howmuchmoneyhasbeensaved?__________________________________________________________

26 .Howmanymealsadaydoesyourhousholdconsume?_________________________________________________

27a .Isyourhouseholdreceivingrations?oYesoNoordoyouhavearationcard?oYesoNo

b .If yes,doyouregularlypurchasefoodtosuplimentyourrations?oYesoNo

c .If yes,whatdoyoupurchase?____________________________________________________________________

28 .Whatisyourtotalweeklyfoodexpenditure?__________________________________________________________

29 .Howdidthisprojectaffectthearea? ________________________________________________________________

________________________________________________________________________________________________

30 .Apartfromgivingyouasourceofincomeinthisdifficulttime,didthisprojecthelpyouinanyotherway?

________________________________________________________________________________________________

31 .IsthereanythingthatcouldbedonetomakeCash-for-Workabetterprogramforyouoryourcommunity?

________________________________________________________________________________________________

________________________________________________________________________________________________

32 .a .Wasthecashforworkprogrameffectiveinassistingyouinfindingasheltersolution?oYesoNo

b. if yesthenhow?_______________________________________________________________________________

________________________________________________________________________________________________

33 .Didyouparticipateintheconstructionofahouseapartfromyourown?oYesoNo Andhowmany?_____________________

Annex.16:.Exit.Survey.(CONTINUED)


Annex.17:.Memorandum.of.Understanding

ThisMemorandumofUnderstanding(hereinafterreferredtoas“MOU”)isenteredintoeffective_______________,200___betweenMercyCorps,anot-for-profitcorporationincorporatedunderthelawsoftheStateofWashington,UnitedStatesofAmerica(hereinafterreferredtoas“MC”),havingitsregisteredofficeat3015SWAve,Portland,OR97201USA,and________________,a________________________[incorporated][registered]underthelawsoftheStateof________________,____________________(“______________”,collectively“Parties”)havingitsofficeat____________________________________________________________ .

Recitals:

1 .MChasdecidedtoundertakea_________________________initiativeto___________________________in__________________________(“Program”) .

2 .ThePartiesintendtocollaboratetoimplementtheProgram,asoutlinedbelow .

Now,Therefore,inconsiderationofthemutualcovenantshereinaftercontained,thePartiesagreeasfollows:

1)GeneralProvisions

a)MCand__________________________willworktogetherwithrespecttotheProgram,andcompletethetaskshereinidentifiedastheirrespectiveresponsibilities .

b)__________________________mayusetheMercyCorpsname,logoandemblem,butonlyinconnectionwiththeProgram,withpriorapprovalfromMC .

c)__________________________warrantsthatitisnow,andagreesthatsolongasthisMOUisineffectthatitwillbe,incompliancewithallofthelawsof__________________________applicabletotheperformanceofthisMOU,includingbutnotlimitedto__________________________ .

2)Responsibilitiesof

a)__________________________ will be responsible for implementing the Program as per Exhibit A(“__________________________ Implementation Workplan”) and Exhibit B (“__________________________ImplementationBudget”),bothattachedheretoandherebyincorporatedherein .

b)MCwillreviewtheimplementationoftheProgramandwillmakeanyrecommendationsaboutimplementationthatitdeemsfit .Suchrecommendationsmustbeacceptedandputintopracticeby____________________ .

c)[__________________________ will open and maintain a separate bank account for the utilization of fundsreceivedunder theProgramandwillmaintainbooksof accounts andotheroperational recordsseparatelyfrom the accounts and records of other __________________________ projects and MC .] All ProgramexpensesforwhichthefundsarerequestedmustbeallowableunderExhibitB .Anadvancerequestform,intheformofExhibitC(“AdvanceRequestForm”),shallbesubmittedto:MercyCorps,FieldFinanceManager–__________________________,3015SWFirstAve,Portland,OR97201 . Additionally, [monthly][quarterly]financialreportsshallbesubmittedintheformatasestablishedbyExhibitD(“FinancialReportingFormat”)totheMC__________________________ProjectDirectorandMCFieldFinanceManager-_________________nolaterthan5daysaftertheendofeach[month][quarter] .

3)ResponsibilitiesofMC

a)Providedthat therehasbeennomaterialdefaultby__________________________regardingthetermsandconditionsofthisMOU,MCwilldirectlytransferapaymenttothe__________________________bankaccount


with__________________________Bank,withinten(10)workingdaysofreceiptofanAdvanceRequestform .

b)MCwill reviewandverify thebooksofaccountsandotherfinancial recordsrelatedtotheProgramatsuchintervalsasitconsidersnecessary .

c)[MCwillalsoestablishaProjectOfficein__________________________forco-ordinatingthevariousactivitiesfortheimplementationoftheProgramincollaborationwith__________________________ .]

4)Any equipment and materials purchased by, or transferred into the name of __________________________fromthenameofMCorwithfundsreceivedfromMC(“Equipment”)shallbeusedonlyinconnectionwiththeimplementationoftheProgram .__________________________shallensurethatallsuchEquipmentshallbefullyinsuredforitsvalue,asdeclaredbyMC .TitletoallsuchEquipmentshallbetransferredtoMCoritsdesigneeupontheterminationoftheMOU .

5)The Parties acknowledge and agree that this MOU is for an indeterminate period and that MC or__________________________can terminate it upon 60 days written notice . If this MOU is terminated by__________________________,__________________________agreestopayMConapro-ratabasisforanyofthealreadyreceivedadvancesoutlinedandallowableunderSection2,above .

6)ThisMOUisgovernedbythelawoftheStateofOregon,U .S .A .ThePartiesexpresslywaiveanyrightstoinvokethe jurisdictionof localcourtswhere thisMOU isperformedandagree tosubmit toandaccept theexclusivejurisdictionandvenueofthecourtsoftheStateofOregon,U .S .A .

7)ThisMOUhasbeenexecutedintheEnglishlanguage;EnglishshallbethebindingandcontrollinglanguageforallmattersrelatingtothemeaningorinterpretationofthisMOU .

8)NeitherPartyshalldiscloseanyproprietaryorconfidentialinformationoftheotherPartyrelatingtotheProgram,thisMOU,ortheotherParty’sbusinessoroperationswithoutthepriorwrittenconsentoftheotherParty .

9)ThisMOUanditsattachedExhibitsmaynotbemodifiedexceptinwritingsignedbybothoftheParties .

10)IfanyprovisionofthisMOUshallbeheldtobeunenforceable,theremainingportionsofthisMOUwillremaininfullforceandeffect .

11)ThisMOUconstitutes theentireagreementof thePartiesheretoandsupersedesallprior agreementsof thePartiesrelatingtothesubjectmatterhereof .

ThePartiesbelowhavereadandagreetobeboundbythisMOU,executedasofthedatefirstwrittenabove .

______________________________________________ . Mercy.Corps


By:___________________________________________ By:_____________________________________________

Its:___________________________________________ Its: _____________________________________________

Date:_________________________________________ Date: ___________________________________________

ExhibitsAttachedHerein:ExhibitA-________________ImplementationWorkplan ExhibitC-AdvanceRequestFormExhibitB-__________________ImplementationBudget ExhibitD-FinancialReportingFormat

Annex.17:.Memorandum.of.Understanding.(CONTINUED)


Annex.18:.Estimating.Material.Costs

Province: _____________________________________ Project: _________________________________________

District:_______________________________________ Date: ___________________________________________

Village:_______________________________________

Material.Cost.Table

Item Unit Quantity Unitcost TotalCost Remarks

Total.Cost

Prepared.By:. Checked.By:

Name:________________________________________ Name: __________________________________________


Date:_________________________________________ Date: ___________________________________________


Annex.19:.Material.Tracking

PersonFillingForm: ____________________________ Signature:_______________________________________

Date: ___________________________________________

Material.Tracking.Form

Material TotalQuantityDelivered Date Quantity

Delivered QuantityUsed Balance

mercycorps.org�0

Annex.20:.District.CfW.Summary.Sheet

District:_______________________ Province:_________________________ Donor:________________________

Date:_________________________ AccountCode:____________________ CostCenter:___________________

Total#ofCommunity:___________

CommunityName

CommunityReference ProjectReference TotalDays TotalLabor

Cost)Material

CostMachinery

Cost Total.Cost

Total.for.Community

Total.for.Community

Total.for.Community

Total.for.Community

Total.for.Community

Total.for.District

Recommended.By:

SiteEngineer: ____________________________________________ Date: _______________________________

EngineeringManager:______________________________________ Date: _______________________________

ProjectManager:__________________________________________ Date: _______________________________


Annex.21:.Weekly.Payment.Summary.Form

AreaSupervisor:_______________________________ WeekEnding:____________________________________

AreaName GroupName GroupLeaderName TotalPayment

Total

Prepared.By:

Name:____________________________ Signature:___________________________ Date___________________

Reviewed.By:


Approved.By:



Annex.22:.Community.Mobilizer’s.Daily.Report

AreaSupervisor:_______________________________ Date: ___________________________________________

VillageName:__________________________________ U/C:____________________________________________

PersonsOnSiteVisit:________________________________________________________________________________

___________________________________________________________________________________________________

Today’sActivities:___________________________________________________________________________________

___________________________________________________________________________________________________

___________________________________________________________________________________________________

___________________________________________________________________________________________________

___________________________________________________________________________________________________

___________________________________________________________________________________________________

Results:____________________________________________________________________________________________

___________________________________________________________________________________________________

___________________________________________________________________________________________________

___________________________________________________________________________________________________

___________________________________________________________________________________________________

___________________________________________________________________________________________________

___________________________________________________________________________________________________

ProblemsorIssues: _________________________________________________________________________________

___________________________________________________________________________________________________

___________________________________________________________________________________________________

___________________________________________________________________________________________________

___________________________________________________________________________________________________

___________________________________________________________________________________________________

___________________________________________________________________________________________________

FuturePlanning:_____________________________________________________________________________________

___________________________________________________________________________________________________

___________________________________________________________________________________________________

___________________________________________________________________________________________________

___________________________________________________________________________________________________

___________________________________________________________________________________________________

___________________________________________________________________________________________________

SubmittedBy:_________________________________ Signature:_______________________________________


Annex.23:.Security.Incident.Report

(This report is to be made after the incident with the aim to provide sufficient accurate details of the incident for subsequent incident analysis. It should be prepared as soon after the incident as possible, in a calm and safe environment, individually by all involved.)

Typeofsecurityincident:_____________________________________________________________________________

Exactgeographicallocation:__________________________________________________________________________

Descriptionofthephysicallocation:____________________________________________________________________

Date:_________________________ Day:____________________________ Time:___________________________

Identificationofallpeopleinvolved:_____________________________________________________________________

Howtheincidentcameabout:_________________________________________________________________________

___________________________________________________________________________________________________

___________________________________________________________________________________________________

Descriptionoftheincident: ___________________________________________________________________________

___________________________________________________________________________________________________

___________________________________________________________________________________________________

Actionsanddecisionstakenandbywhom:______________________________________________________________

___________________________________________________________________________________________________

___________________________________________________________________________________________________

Responsesbyothers:________________________________________________________________________________

___________________________________________________________________________________________________

___________________________________________________________________________________________________

Anyimmediatefollowupactiontaken:__________________________________________________________________

___________________________________________________________________________________________________

___________________________________________________________________________________________________

DateandPlace:________________________________ SubmittedBy:____________________________________

Signature:_______________________________________


International Headquarters

3015 SW 1st Ave.Portland, OR 97201, USA+1.800.292.3355 tel+1.503.796.6844 fax

Washington DC Office

1730 Rhode Island Avenue NWSuite 809Washington, DC 20036+1.202.463.7383 tel+1.202.463.7322 fax

Edinburgh Office

17 Claremont CrescentEdinburgh, Scotland, UK, EH7 4HX+44.131.558.8244 tel+44.(0)131.558.8288 fax

mercycorps.org