Emergency Shelter and Cash-Based Programming - Powerpoint.V2
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Transcript of Emergency Shelter and Cash-Based Programming - Powerpoint.V2
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The Case for using Cash
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Aim
To present the case forconsidering using cash
transfer as a modality in
emergency response
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Session components
Introductions
What is it?
Perceptions
Why use it?
Specifics of cash and shelter
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Session components
Case studies
Challenges
Lessons learned
What needs to be done?
References
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What is cash transfer?
W F P / A m j a d J a m a l
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Cash transfer?Cash interventions transfer resources to people bygiving them cash or vouchers (ODI Good PracticeReview)
Key point!!
Cash and vouchers are amodality for addressingneeds and achievingobjectives
Cash transfer is not aprogramme in itself
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Cash and shelter - modalities
Cash grants
(conditional,unconditional e.g.cash for work,staged payments)
Vouchers (cash orcommodity based)
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Conditionality and frequency ofpayments
Cash grants can be given inone payment or ininstallments depending on:
Project objectives
Security
Cost efficiency
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Delivery Mechanisms
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Cash transfers key message
A new tool, ratherthan a newapproach
Needs to beconsidered withina context
WFP/GMB Akash
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Perceptions
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Cash transfer is being consideredbecause it is new and fashionable
however it is not suitable for theshelter sector because of the hightechnical component needed.
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It is not possible to implement cash
transfer, as part of an emergencyintervention, in contexts of conflict .
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It is more cost effective to meet shelter
needs through cash than in-kindassistance.
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Cash is more likely to lead to anti-
social use than in-kind assistance.
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Why use cash transfer? W F P D i e g o f e r n a n d e z
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Using cash transfer can provide Dignity
Flexibility and choiceCost efficient for agenciesand beneficiairies
Multiplier effects and linkwith recovery
Support or revitalise localtrade and economic recovery
WFP/Judith Schuler
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Other examples of benefits of cash-based shelter responsesSupport community solidarity through recompensing hostfamilies
Encourages people out of camps
Choice in materials or labour to build temporary shelter,rebuild or repair permanent housing
Avoid contractor-driven reconstruction
Families or individuals get a bank account, often with noadministration fee
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Prerequisites for considering cashAnalysis of:
Local and regional market systems
Available delivery mechanisms
Cost-efficiency and effectiveness
The prevailing security situation
The beneficiaries' acceptance of cash and/or vouchers as transfermodality.
Good coordination among implementers and support fromdonors, governments and local authorities in deploying CTPs.
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Prerequisites for considering cashPolitical and community acceptance
Availability of well-functioning and reliablefinancial service providers
Institutional capacity
The presence of qualified staff who can bequickly mobilised
A reliable recipient identification system
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Specifics of cash and shelter
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Three key issues
Scale
Qualityassurance
Risk
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Case studies
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Cash for hosting families (SDC)Aceh 2005
In Aceh, SDC distributed cash
to 7,000 families hostingdisplaced people in BandaAceh and Aceh Besar, givingthem a one-off cash paymentof IDR900,000 (around $100).Payments were made throughan Indonesian bank, and werecollected by beneficiaries attheir local branch. The mostcommon purchases amonghost families were electricityand food; guest families spentmost on food.
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Complementary programme (IFRC)Bangladesh 2007
In the aftermath CycloneSidr, IFRC providedstandard, disasterresistant core shelters,along with a cash grant tobuy additional materials
to further increase thesize of beneficiarieshomes as well as cashgrants to strengthen andrepair homes.
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A menu of options - HaitiHaiti, 2010
After the earthquake the IFRCset up one of the few cashprogrammes combining shelterand livelihoods and providingpeople with multiple choiceswith the objective ofsupporting households inreturning to their places oforigin or finding a sheltersolution outside of the camp.
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A menu of options - HaitiHaiti, 2010
It consisted of a menu of options that
people can decide from, combining aconditional grant for rents to anunconditional grant for setting upsmall business and restarting lives inand out of the cities.
Monitoring costs made up more than60% of the project costs as eachrental grant had to be individuallymonitored.
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Cash grants (CARE)
Sumatra earthquake,2010
After the earthquake CAREIndonesia provided cash grants tokick start construction, andtherefore did not providecomplete funds forreconstruction. The grant (US220.00) could be spent on eitherlabour or materials.
People could build however theywanted according to guidelines(four basic designs) providedduring training and widelyavailable posters.
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Vouchers (PRC)Philippines, 2009and 2010In response to typhoons in 2009and 2010 the Red Cross providedshelter materials for repairs andconstruction of shelters through acommodity based voucher system,
with each household allocated theequivalent of USD $ 190.00 worthof materials. Pre-selected suppliersensured a swift and effectiveimplementation of early recoveryactivities.
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Pre-paid debit cards (CRC)Chile 2010
In response to the 2010earthquake, the Chilean RedCross (CRC) launched itsTarjeta RED debit cardprogramme. It assisted 8,400families rebuild, repair theirhomes or improve the livingconditions of their transitionalshelters by allowing them topurchase needed constructionmaterials and tools.
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Cash for workPakistan, 2005
A project to build transitionalshelters according to one basicdesign. The shelters usedreclaimed materials as well asdistributed materials andtoolkits. Cash for work,carpenters, and technicalsupport were also provided.The project was a combinationof direct implementation by alead organisation with itspartner organisations.
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Challenges
W F P / S e l l y M u z a m i l
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Challenges
New technologies
Staff capacity to implement
Institutionalisation
Measuring cost and impactCoordination
Stand by agreements with private sector
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Lessons learned
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Lessons learned
Appropriate technical support and sensitisation is required to
complement cash grants
Traditional support roles will change (finance, ICT etc.) thesestaff need training
Good preparedness and contingency planning is essential forrapid response
Establish price monitoring systems
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Lessons learned
Accurate beneficiary data is essential
Sensitisation on the use of cards or other paymentmethods is essential
Government acceptance and coordination are essential
Cash schemes can be complicated to administer
Widely appreciated by beneficiaries
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What needs to be done? W
F P / P h i l B e
h a n
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What needs to be done?
Awareness raising, particularly at the field level
Buy in by senior management, govt., privatesector partners, donors
Investment into preparedness e.g. stand byarrangements with financial institutions
More stringent response analysis
Adopting more complementary approach of cashand in-kind/technical assistance.
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What needs to be done?
More research on multiplier effects (impacts and
measurements)Institutional SoPs
Recognition and capacity building for support staff
Formalised coordination mechanisms
Donor support and positioning
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Current research
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Cash publicationsGuidelines for Cash Transfer Programming (ICRC &IFRC 2007)
Implementing Cash-Based Interventions (ACF 2007)
Cash Transfer Programming in Emergencies (Oxfam2006)
Cash Workbook (SDC 2007)
Cash and Voucher Manual (WFP 2009)
Guidance for DFID country offices on measuring andmaximising value for money in cash transfer
programmes (DFID 2011)
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Cash publicationsCash Transfer Programming inEmergencies - Good Practice Review
11 (HPN/CaLP 2011)The Use of Cash and Vouchers inHumanitarian Crises (DG ECHOfunding Guidelines 2009)
Cash and voucher in relief andrecovery: Red Cross Red Crescentgood practices (2006)
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CaLP Research
www.cashlearning.org/what-we-do/research