INTRODUCTION - American Red Cross



Roadmap for cash for work (CFW) implementationINTRODUCTIONThis roadmap will go through some of the specificities of cash for work (CFW) programmes, providing you with guidance and introducing you to tools that can facilitate the integration of CFW issues in implementation. If you need more detailed guidance on CFW programmes, consult the reference documents suggested at the end of the roadmap. You should always aim to comply with the minimum standards listed under this step, as this will contribute to the quality of your CTP response. If you need more detailed guidance on CWF for implementation, consult the reference documents suggested at the end of this roadmap.MINIMUM STANDARDSCommunities and local government should be engaged actively in all phases of the CFW programme, especially project selection, planning, targeting, supervision and monitoring. Roles and responsibilities of each stakeholder should be agreed upon.A supervisory structure with community participation should be put in place.Work conditions, wage rates and payment processes should be agreed upon with all stakeholders.The work scheme should be culturally appropriate and consistent with the physical capacity of the workers.Clear work targets (per worker / per week / per team) should be established, systematically monitored and adjusted if necessary.Sub-steps and toolsCFW planningImplementing a CFW programme is basically the same as implementing any other cash transfer programme, with the addition of the work component, which requires specific planning, technical supervision and a strong monitoring component. Communities and local authorities must be engaged actively. Therefore, it is essential to identify, as early as possible, a community committee and liaise with it. If no such structure exists, it may be necessary to establish one for the purpose of the programme. Community committees can facilitate liaison with local authorities, and should meet the agency regularly to review project progress, and address any emerging issues. CFW supervision and monitoring responsibilities should be shared between the agency and communities. The involvement of local authorities is also advisable, since they are often responsible for infrastructure and will have to take over maintenance after the end of the programme. When agencies work with local and national authorities or other partners, formal MoUs should be established. CFW project selection CFW project selection should be carried out in collaboration with the community and local authorities, whose acceptance and support are essential for a successful implementation. Projects may vary in size and characteristics but should:be technically viable, not requiring technical capacities which do not exist on sitereflect community needs and preferencesbe appropriate for target groups in terms of physical demand and cultural normsrely mostly on intensive, unskilled labour, allowing for maximum community participation and the widest dispersal of cash to familiesprovide long-term benefit to the community as a whole, not only to beneficiary familiesIdeally you should set up a meeting with the community and local authorities to discuss the objectives of the programme and identify community priorities and preferences. This meeting can take the form of an assembly with key stakeholders, in order to reinforce participation and lessen the risk of rejection by stakeholders who are not involved.Once projects are selected, stakeholders should decide jointly on: number of participants, timeframe, material and tools needed, and community contribution. This information and other technical data should be detailed in a project format including a budget and some level of environmental impact analysis. The agency’s commitment to provide financial and technical support to the community project should then be formalized in an assistance agreement. CFW tools distributionIn a CFW programme, besides items associated with the chosen payment mechanism (e.g., mobile phones, SIM cards, etc.), it might be necessary to purchase and distribute work materials as defined in the project. CFW encashmentCFW encashment is conditioned by beneficiary participation in the work activities and, generally, is made at a higher frequency than are other unconditional cash transfers, often fortnightly. Therefore, attendance has to be strictly monitored. In fact, the number of days worked, as well as daily wage rates will appear as measure of the payment in all encashment-related documents. REFERENCE TOOLSGuidelines for Cash Transfer Programming - International Red Cross and Red Crescent Movement. Global/Publications/disasters/finance/cash-guidelines-en.pdfGuide to Cash-for-Work Programming (2006) Mercy Corps. files/file1179375619.pdf Public works as a safety net : design, evidence, and implementation (2012) The World Bank documents.curated/en/2012/11/16988159/public-works-safety-net-design-evidence-implementationGood Practice Review: Cash Transfer Programming in Emergencies (2011) documents%2Fgpr11.pdfCash-Transfer Programming in Emergencies (2006) Oxfam GB policy-practice..uk/publications/cash-transfer-programming-in-emergencies-115356 ................
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