Guidelines for Implementing Cash-for-Work Projects in the ...

GuidelinesforImplementingCash-for-WorkProjectsintheWasteManagementSector

Photo:SWMCfWwomen–ActionAgainstHunger

November2017

byDisasterWasteRecovery

InformalWasteWorkersJordan

Cash-for-WorkGuidelinesonSWMNovember2017

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ACRONYMSANDABBREVIATIONSACF – Action Against Hunger (Action Contre laFaim)

CBO–CommunityBasedOrganisation

CfW–CashforWork

DoL–DepartmentofLabor

DRC–DanishRefugeeCouncil

DWR–DisasterWasteRecovery

FGD–FocusGroupDiscussion

GIZ – German Agency of InternationalCooperation

HH–Household

ILO–InternationalLabourOrganization

(I)NGO – (International) Non-GovernmentalOrganisation

IRS–InformalRecyclingSector

JOD–JordanianDinar

JCC–JordanCooperativeCorporation

JRP–JordanResponsePlan

JRPSC –JordanResponse Platform for the SyriaCrisis

JSC–JointServiceCouncil

MoE–MinistryofEnvironment

MoI–MinistryofInterior

MoL–MinistryofLabor

MoMA–MinistryofMunicipalAffairs

MoPIC–MinistryofPlanningand InternationalCooperation

NSWMS – National Solid Waste ManagementStrategy

PE–PrivateEntity

PPP–PublicPrivatePartnership

SSC–SocialSecurityCorporation

SVA–SectorVulnerabilityAssessment(MoPIC)

SWM–SolidWasteManagement

ToT–TrainingofTrainers

UNDP – United Nations DevelopmentProgramme

UNHCR–UnitedNationsHighCommissionerforRefugees

WASH–Water,SanitationandHygiene

WP–WorkPermit



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TABLEOFCONTENTSACRONYMSANDABBREVIATIONS................................................................................................................i

TABLEOFCONTENTS.....................................................................................................................................i

LISTOFTABLES............................................................................................................................................iii

LISTOFNOTEBOXES...................................................................................................................................iv

OBJECTIVESOFTHEGUIDELINES..................................................................................................................1

PARTI:GUIDINGPRINCIPLESANDCRITERIAFORIMPLEMENTINGCfWPROGRAMMESINTHEWASTEMANAGEMENTSECTOR...............................................................................................................................2

1.INTRODUCTION........................................................................................................................................3

1.1.SituationAnalysis..............................................................................................................................3

1.2.TheJordanResponsePlan.................................................................................................................3

2.BACKGROUNDTOTHESWMSECTORINJORDAN....................................................................................5

2.1.SWMmaincharacteristicsinJordan.................................................................................................5

2.2.SWMstakeholdersinJordan.............................................................................................................5

2.3.TherecyclingsectorinJordan...........................................................................................................6

3.PRINCIPLESANDCRITERIA........................................................................................................................7

3.1.Do-no-harmapproach.......................................................................................................................7

3.2.Targetingofgeographicalareas........................................................................................................7

3.3.Selectionofbeneficiaries..................................................................................................................8

3.4.Workconditions................................................................................................................................9

3.5.Safetyandhygienestandards...........................................................................................................9

3.6.Trainingandbuildingworkers’capabilities.....................................................................................10

3.7.Communityenvironmentalawareness...........................................................................................12

3.8.Coordinationandinformationsharing............................................................................................12

3.9.Gendermainstreaming....................................................................................................................12

3.10.Socialcohesionandconflictsensitivity.........................................................................................14

PARTII:CfWPROGRAMMINGASAMEANSTOACHIEVEENVIRONMENTALGOALSANDIMPROVETHELIVELIHOODSOFREFUGEESANDVULNERABLELOCALCOMMUNITIES....................................................15

4.DESIGNOFCfWPROJECTS.....................................................................................................................16

4.1.CfWprogrammeapproach..............................................................................................................16

4.2.CfWprogrammeactivities...............................................................................................................17

5.PLANNINGCfWPROGRAMMES.............................................................................................................20

5.1.Protocolsandagreements..............................................................................................................20



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5.2.Beneficiaryidentificationandselection..........................................................................................20

5.3.Definitionofaworkplan.................................................................................................................22

5.4.Hiringteamsofworkers..................................................................................................................22

5.4.1.Servicecontracts......................................................................................................................22

5.4.2.Programmetraining.................................................................................................................24

5.4.3.Protectivepersonalequipmentandtools................................................................................24

6.IMPLEMENTINGCfWPROGRAMMES.....................................................................................................25

6.1.Supervision......................................................................................................................................25

6.2.Payments.........................................................................................................................................26

7.MONITORINGANDEVALUATINGCfWPROGRAMMES..........................................................................27

7.1.Themonitoringandevaluationsystem...........................................................................................27

7.2.Fieldmonitoringvisits.....................................................................................................................27

7.3.Complaintmechanisms...................................................................................................................27

7.4.Reporting.........................................................................................................................................27

7.5.Productionofmanualsandguidelines............................................................................................28

7.6.Participationininformation-sharinggroups...................................................................................28

DISASTERWASTERECOVERY......................................................................................................................29



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LISTOFTABLESTable1.Jordansolidwastecomposition.....................................................................................................5Table2.MaincharacteristicsoftheIRS’sstakeholders...............................................................................6Table3.Eligiblecriteriatoselectthemostvulnerablebeneficiaries...........................................................8Table4.AdvantagesandchallengesofthetwoCfWapproaches.............................................................16Table5.TrainingtobecompletedbeforeeveryCfWdeployment............................................................24



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LISTOFNOTEBOXESNotebox1:TrainingonLabourRights(contentorientation)....................................................................10Notebox2:TrainingonHealthandSafetyatWork(contentorientation)................................................11Notebox3:TrainingonSortingandRecycling(contentorientation)........................................................11Notebox4:Environmentalmessagesofcommunitysensitisation...........................................................12Notebox5:GendermainstreamingintheCfWprogramme.....................................................................13Notebox6:SocialcohesioncontributionsoftheCfWprogramme...........................................................14Notebox7:CfWprogrammeactivitiesinwastecollection,sortingandrecycling....................................18Notebox8:HowtoidentifypeopleintheIRSandselectthemasbeneficiaries.......................................20Notebox9:Othersourcesofdataonbeneficiaries...................................................................................21Notebox10:Generalchallengeswhenidentifyingandselectingbeneficiaries........................................21Notebox11:StepstoselectandregisterCooperativestotheJordanCooperativeCorporation.............21Notebox12:StepstoregisterCfWworkerswiththeSocialSecurityCorporation...................................22Notebox13:StepstoobtainWorkPermitsforSyrianworkers...............................................................23Notebox14:OrganisingandoptimisingthedeploymentofCfWworkers................................................25Notebox15:TheSocialSecurityCorporationsystem...............................................................................26Notebox16:Operationalandimpact-relatedprojectinformation...........................................................27Notebox17:Beneficiaryaccountabilitytools............................................................................................27



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OBJECTIVESOFTHEGUIDELINESThese guidelines on Cash-for-Work (CfW) in the Solid Waste Management (SWM) sector have thefollowingobjectives:

• Tocontribute to theachievementofhumanitarianandenvironmentalgoals in JordanbyassistingorganisationsandactorstoplanandimplementtheCfWprogrammeinthewastemanagementsectoratthemunicipallevel.

• To compare existing practices of CfW implementation across NGO programmes outside refugeecampsandprovideequalaccesstoavailablejobopportunitiesandincomesforbothSyrianrefugeesandvulnerableJordaniansaffectedbytheSyrianrefugeecrisis.

TheCfWSWMprogrammeisfullyalignedwiththeobjectivesoftheJordanResponsePlan(JRP)fortheSyriaCrisis2017–2019onimprovingSWMmunicipalservicesandinfrastructures.

The guidelines also outline strategies to integrate the Informal Recycling Sector (IRS) into the SWMsystem.Thisapproachnotonlyhelpstoensurethatnoharmisdonewhenimplementinghumanitarianandresilienceprojects,butalsotocreatesustainablelivelihoodswithintheSWMbeyondtheprogramme.

TheseguidelinesareaninitiativeofCaritas,ActionAgainstHunger,andtheDanishRefugeeCouncilundertheGIZ“WastetopositiveEnergy”projectcommissionedinmid-2015bytheGermanFederalMinistryforEconomic Cooperation and Development. The contents reflect these three partner organisations’experience, sincemid-2016,of implementingCfWprogrammes to strengthen thewastemanagementcapacityofmunicipalitiesinthegovernoratesofIrbid,Jerash,Ajloun,andKarak.

Thedocumentisdividedintotwoparts:thefirstoffersguidingprinciplesandcriteriaforimplementingCfWprojectsintheSWMsector,whilethesecondprovidesspecificstepsforimplementingtheprojectmanagementphases,suchasdesign,programming,implementing,monitoring,andevaluation.



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PARTI:GUIDINGPRINCIPLESANDCRITERIAFORIMPLEMENTINGCfW

PROGRAMMESINTHEWASTEMANAGEMENTSECTOR



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1. INTRODUCTION

1.1. SituationAnalysis

Jordanhosts1,265.514Syrians,113.2%of thenationalpopulation;of these,655,624areregisteredasrefugees.2SincethebeginningoftheSyriacrisis,thelargenumberofrefugeesandpermanentshortfallofcrisisresponsefundshaveplacedincreasingpressureonnationalservicesandinfrastructure.Asaresult,Jordan’sresiliencehasdwindledandSyrianrefugees’vulnerabilityhasincreasedovertheyears.

AccordingtotheComprehensiveVulnerabilityAssessment(CVA)3conductedin2015bytheMinistryofPlanningand InternationalCooperation (MoPIC)andthe JordanResponsePlatformfor theSyriaCrisis(JRPSC)Secretariat,severelevelsofvulnerabilityexistinthenorthernandcentralareasofJordan,wherethenumberofrefugeesislargerandalmost86%ofSyrianrefugeesarelivingbelowtheJordanianpovertylineof68JODpercapitapermonth.

IntermsofSWM,deliveriesofmunicipalserviceshavebeencriticallyaffected,mostlyinthoseareasthathostalargerpercentageoftheSyrianpopulation.Consequently,environmentalpollution,includingillegaldumping and inappropriate disposal and burning of solid waste, has worsened as increased wasteproductionhasputaseriousstrainonexistingcapacities.Ingeneral,11%ofthepopulation(JordaniansandSyrianrefugees)receiveinadequateservicebecauseofthemunicipalities’lackofSWMcapacity;atthesametime,thelackoflandfillcapacitymeansthat19%ofSWcannotbesenttolandfill.4

Thecrisishasalsoledtotensionbetweenhostcommunitiesandrefugees.

1.2. TheJordanResponsePlan

TheJordanResponsePlan(JRP)2017–2019isthenationalstrategytoaddresstheimmediateneedsofSyrianrefugeesandvulnerableJordaniansand,inthelongterm,toimproveJordan’sresilienceissue.

TheplanalignswiththemainnationalplansandstrategiesandparticularlyfostersthecreationofnewemploymentandlivelihoodopportunitiesforvulnerableJordaniansandSyrianrefugees.Thiseconomicdevelopmentapproachisthankstothegovernment’ssignatureoftheJordanCompactinitiativeduring2016inLondon,5whichturnedthecrisisintoadevelopmentopportunitytoattractnewinvestments.

1DHS,2015:http://www.dos.gov.jo/dos_home_a/main/population/census2015/Non-Jordanians/Non-jordanian_8.1.pdf2UNHCR,2018:http://data.unhcr.org/syrianrefugees/country.php?id=1073JRPSC,2015:https://static1.squarespace.com/static/522c2552e4b0d3c39ccd1e00/t/568d165340667a5449968a81/1452086867029/CVA.pdf4JRS,2017-2019:https://static1.squarespace.com/static/522c2552e4b0d3c39ccd1e00/t/5956897e78d1714f5b61f5c2/1498843547605/JRP+2017-2019+-+Full+-+%28June+30%29.pdf5“TheJordanCompact:ANewHolisticApproachbetweentheHashemiteKingdomofJordanandtheInternationalCommunityto deal with the Syrian Refugee Crisis”, London, February 2016: https://reliefweb.int/report/jordan/jordan-compact-new-holistic-approach-between-hashemite-kingdom-jordan-and



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TheJRPalsoaimstoimprovemunicipalservicesandinfrastructure,suchaswastecollection,inareaswithcriticallevelsofdemographicstressduetothearrivaloflargenumbersofSyrianrefugees,andtomitigatepressuresonnaturalresourcesaswellasonenvironmentalandecosystemservices.

TheCfWSWMprogrammeclearlyalignswiththeneedtocreatejobopportunitiesandsupportSWMatmunicipality level.Thisprogrammerepresentsan importantcontributiontotheJRPas itcoversshort-termsupportandbridgesovertolonger-termsustainablelivelihoods.



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2. BACKGROUNDTOTHESWMSECTORINJORDAN

2.1. SWMmaincharacteristicsinJordan

A Jordanian report on the development of a national solid waste management strategy estimatesmunicipalwastegenerationat2,655,977tonnesin2014,growingat3%everyyear,forapopulationof7.7million(refugeesincluded).6

According to the latest German Agency of International Cooperation (GIZ) report, only 7% of thegeneratedmunicipalwastewasrecoveredin2014,mostoftherestbeingdumpedinopendumpsitesorengineeredlandfills.7

Thecompositionofwasteismainlyorganic(50%),followedbypaperandcardboard(15%),plastics(16%),glass(2%),andmetals(1.5%).

Table1.Jordansolidwastecomposition

MaterialAveragepercentageof

totalwaste

Biowaste 50%

Paperandcardboard 15%

Plastics 16%

Metals 1.5%

Glass 2%

Others 15.5%Source:SWEEP-Net2014.

2.2. SWMstakeholdersinJordan

Differentactorsareresponsibleformanagingdifferenttypesofwasteandareasofintervention:

o TheMinistryofEnvironment(MoE)isinchargeofdevelopingpolicy,planningandmonitoringtheenvironment,andmanagementofhazardouswaste.

6MostaqbalConsulting&LDKConsultants(2014).DevelopmentofaNationalStrategytoImprovetheMunicipalSolidWasteManagement Sector in the Hashemite Kingdom of Jordan. Baseline Study on the ExistingMSWM System in the HashemiteKingdomofJordan(1stDraftReport).Amman,Jordan.7SWEEP-Net.(2014).CountryReportontheSolidWasteManagementinJordan.Retrievedfromhttp://www.moenv.gov.jo/AR/EnvImpactAssessmentStudies/Documents/%D8%A7%D9%84%D8%AA%D9%82%D8%B1%D9%8A%D8%B1%20%D8%A7%D9%84%D9%88%D8%B7%D9%86%D9%8A%20%D9%84%D8%A7%D8%AF%D8%A7%D8%B1%D8%A9%20%D8%A7%D9%84%D9%86%D9%81%D8%A7%D9%8A%D8%A7%D8%AA%20%D8%A7%D9%84%D8%B5%D9%84%D8%A8%D9%87.pdf



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o TheMinistry ofMunicipalAffairs (MoMA), operatingmainly through themunicipalities orJoint Service Councils (JSCs), is responsible for the regulations and management of non-hazardouswaste.

o Themunicipalitiesaremainlyresponsibleforthecleaning,collectionandtransferofwasteatthelocallevel.

o Joint Service Councils (JSCs) are in chargeofwaste disposal and landfill operations at theregionallevel.

Other actors, including UN agencies such as UNDP and UNHCR (refugee camps), NGOs, the EU, andgovernmentdonors,arealsoinvolvedinstrategicplanningandimplementationofSWMprogrammesandprojects. In addition, the recycling sector in Jordan,mainlyperformedbyprivate formal and informalentitiesandindividuals,completeaugmentlargenumberofthesectorstakeholders.

2.3. TherecyclingsectorinJordan

Apart from pilot initiatives implemented in the Governorate of Amman, Governorate of Ma’am andGovernorateofKarak,veryfewformalrecyclingsystemsexistinJordan.

RecoveryactivitiesaremainlyperformedbytheIRS.Inmostdumpsites,JSCsholdcontractswithrecyclingcontractorswhohirewastepickers8tosortrecyclablesfromthewaste.Wastepickers,itinerantbuyers,andscrapdealersalsotakerecyclablestoexistingrecyclingcompaniesorexportersinJordan.

Table2.MaincharacteristicsoftheIRS’sstakeholders

Wastepickers Itinerantbuyers Scrapdealers

• Individuals.• Mainactivity:pickingof

recyclables.• Modeoftransport:onfoot,

pushcart,ordonkey.• Coversmallareas.• Quantityofrecyclables

collected:20–100kg/day.• Income:5–15JOD/day

(winter)and20–50JOD/day(summer).

• Individuals/smallenterprises.

• Mainactivity:pickingofrecyclables.

• Modeoftransport:pick-up.• Coverlargeareas.• Quantityofrecyclables

collected:300kg/day.• Income:15–20JOD/day

(winter)and10–50JOD/day(summer).

• Smallenterprises.• Mainactivity:buying,

separating,storing,andsellingrecyclables.(somehaverecyclingcapacity).

• Covermainlythetownwheretheyarelocatedbutalsoothermunicipalities.

• Quantityofrecyclablescollected:1,000–5,000kg/day.

Source:MappingandInclusionStrategyoftheInformalRecyclingSectorinJordan,DWR2017.

8Atthetimeofwriting,MoMAandUNDPareworkingtogethertoformalisetheworkingconditionsofwastepickersworkingforthecontractors.



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3. PRINCIPLESANDCRITERIATheCfWSWMprogrammeisbasedonthetenmajorprinciplesdescribedinthesubsectionsbelow.

3.1. Do-no-harmapproach

NewCfWprojectsshouldidentify,acknowledge,andintegratethecurrentIRStoavoidanegativeimpacton livelihoods and the environment.When fulfilling the vulnerable criteria, they should prioritise theidentification and registration ofwaste pickers, engaging them to participate in the CfW programmewithintheareaofintervention.

InJordan,theinformalrecyclingactors,namedwastepickers,itinerantbuyers,andscrapdealers,collectrecyclablesfromthestreetsordirectlyfromhouseholdsandcommercialenterprises;theobjectiveistorecycle or upcycle thematerials before they reach landfill. This brings environmental benefits to thecountry,asitsaveshugequantitiesofwastefromdisposalinlandfillsanddumpsites,thuscontributingtowards slowing the depletion of new raw materials. The IRS also brings financial benefits to themunicipality,asitsavesthemunicipalitycollectionanddisposalcosts,especiallywheremunicipalwastecollectionsystemsarefragile.

Theinformalsector,mostlycomposedofmarginalizedworkers,usessimpleequipmentinaself-financingmannertorecover largeamountsofplastic,metalsandotherrecyclables.Jordanians,Syrianrefugees,Africansandotherinformalsectorworkersendurehazardousworkingconditionsandstigmatizationthataffectstheirsocio-economicalcondition.

Toavoidanyharm,thedesignofSWMCfWprojectsthatpromotesortingandrecyclingschemesmustbebasedonathoroughunderstandingoftheIRSatmunicipallevelandofthesector’sengagementatsomestageoftherecyclingvaluechain.Clearly,thisstrategycontributestotheformalisationoftheIRSandtoimprovingthesafetyofthesector’sworkingconditions.

InMay2017,Caritas,ActionAgainstHunger(ACF),andtheDanishRefugeeCouncil(DRC),threeorganisationsimplementingCfWprojectsonSWMcollection,commissionedastudytoassessandavoidpotentialimpactsofthe CfW programme on the IRS. This study, Mapping Report and Inclusion Strategy,9 resulted in a set ofrecommendationsonintegratingtheinformalrecyclingsectorintoCfWprojects.

3.2. Targetingofgeographicalareas

Todifferentdegrees,theSyriacrisishasaffectedallthesectorsofeverygeographicalarea.Whenitcomesto SWMneeds, priority is given to those governorateswith higher concentrations of Syrian refugees(Amman,Zarqa,Irbid,andMafraq),andalsotothoseextremelyvulnerablesub-districtswiththeweakest

9DisasterWasteRecovery (2017).Developmentofan IntegrationandOutreachStrategy for the Inclusionof InformalWasteWorkersinCash-For-WorkSWMActivitiesinJordan:MappingReportandInclusionStrategy.



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municipalSWMsystems:Ain-AlbashainAmman,QaṣabahZarqaandAzraqinZarqa,aswellasQaṣabahMadaba,QaṣabahJarash,andQaṣabahIrbid1011

3.3. Selectionofbeneficiaries

To reduce tensions between Syrian refugees not living in camps and vulnerable Jordanians, theprogrammetargetsgroupsthatreachupto50%andupto50%ofthesebeneficiariesrespectively.

Thebeneficiaryselectionisbasedonscoringvulnerabilityandonacommunity-basedconsultation,forinstancewithCBOsorotherlocalNGOs,tovalidatethefinallist.Thenexttableoffersscoredselectioncriteriatoselectthemostvulnerablebeneficiariesamongcommunities.

Table3.Eligiblecriteriatoselectthemostvulnerablebeneficiaries

CRITERIA Options Points Weight%

1.Householdincome12

201-300JOD 1

30101-200JOD 2

100JOD 3

2.Householdsize13

1-2 1

153-5 2

6ormore 3

3.HousestatusRented 3

10Owned 0

4.Personswithdisability

1 1

102 2

3 3

5.Thehouseholdhasamemberof60yearsorolderYes 3

5No 0

6.ThehouseholddoesnotreceiveSocialSecurityYes 3

5No 0

7.Theheadofhouseholdisseverelysick Yes 3 5

10JRS,2017-2020.11Twosectorvulnerabilityindexeshavebeendefinedtomeasurethemostvulnerable:1)thecapacityofmunicipalitiestomanagesolidwaste,basedontheratioofworkingcompressorsineachsub-districttothetotalvolumeofsolidwasteproducedperday,and2)thecapacityofavailablelandfillareas(attheregionallevel)todisposeofsolidwaste.12NofamilyisconsiderediftheHHincomeishigherthan300JODpermonth,iftheHHrentiscoveredbyotherentities,orifthefamilyreceivescashassistanceofmorethan80JOD.13Familiessharingahouseareconsideredasonehousehold.



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CRITERIA Options Points Weight%

No 0

8.EducationlevelofthefamilymembersislowYes 3

5No 0

9.SteeringCommitteeRanking

3

52

1

10.Havebeenorareinvolvedinwastepickingormanagingwaste14

Yes 310

No 0

Source:BasedontheGIZJordanCfWbeneficiaryselectioncriteria,2016

The identification of themost vulnerable people froma list of beneficiaries can be performed through theVulnerabilityAssessmentFramework (VAF).15This tool,commissionedbyUNHCR,ensurestheapplicationofcommonvulnerabilitycriteria.Nonetheless,thewillingnessofbeneficiariestobeinvolvedinSWMisessentialtotheselectionofparticipantsfortheCfW,asmanySyriansandJordaniansareinitiallyreluctanttoworkintheSWMsector.

3.4. Workconditions

CfWworkersareoffered50-dayworkcontracts,withamaximumof22daysworkedpermonth.Payis12JODperday,whichresultsin600JODattheendofthecontract.16

To guarantee payment, and before deployment, Syrian refugeesmust obtainWork Permits and bothSyrianrefugeesandJordanianworkersmustberegisteredundertheSocialSecurityprovisions(seeSection5.4).The12JODperdayexcludestheirmonthlySocialSecurityfees.

Tohelpensurethatworkersareretainedandtominimisethestruggletofindbeneficiaries,organisationsshoulddefineaCfWpolicyframeworkandhomogenisethenumberofworkingdaysandsalariesamongtheothersectors,aswellasincludingpaidandsickleave.Otherwise,workersmaybetemptedtoleaveiftheyfindabetter-paidprogramme.

3.5. Safetyandhygienestandards

Wastecollectorsareexposedtobiological,physical,chemical,andmechanicalrisksduringtheirworkinghours.ThesecanbeminimisedbylearningandfollowingtheadviceprovidedinawarenesssessionsandbywearingPersonalProtectiveEquipment(PPE),givenbytheorganisationorthemunicipality.

14Beneficiarieswithpreviousexperienceaswastepickersorinwastemanagementshouldbealsoprioritised,asthisfulfilstheneedtodonoharmtotheIRS.ThiscriterionhasbeenaddedtothelistinordertofostertheengagementwiththeIRSinJordan.15file:///C:/Users/user/Downloads/vaf.pdf16TheILO(2015)estimatesthat600JODmonthlywouldcoveralltheexpensesforaHHof5familymemberswithonlyonememberemployed.



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CfWcoordinatorsandCfWworkersmustknowhowtoassessrisksandhowtoprotectworkersbeforeanyworkdeployment(seethenextsubsection).TheymustalsohaveathoroughunderstandingoftheuseofPPEforhazardprotection.

Table4.PersonalProtectiveEquipmentprovidedintheCfWprogrammeforSWMactivities

PersonalProtectiveEquipment(PPE)providedintheCfWprogramme

1Coverall17 1Hat

1Reflectivevest Onlyrecommendedinsomecircumstances

1Paircut-resistantgloves(leather) 1Pairgoggles18

1Pairsafetyshoes 1Helmet19

2Reusablemasks Disposableearprotection20

TOOLS

Wheelbarrow Shovel

Broom Plasticbags

3.6. Trainingandbuildingworkers’capabilities

Completionofaminimumofthreetrainingcourses(LabourRights,HealthandSafetyatWork,andSortingandRecycling)hasprovedsufficienttobuildCfWworkers’basicknowledge.

Notebox1:TrainingonLabourRights(contentorientation)

Photo:CooperativesupportedbyACFprovidinglabourrights

trainingtoCfWworkers—ActionAgainstHunger

• Generalinformationaboutemployeerightsanddutiesaccordingtothelocallabourlaws,mainprovisionsofthelawonlabour,workers’rightsandduties,andtheCivilServicesystem.

• SocialSecuritylawandprovisionsfortemporaryemploymentandmigrantworkers,includingrefugees.

• WorkPermits:procedures,fees,andexemptions.

17WomenarerequestedtosticktoPPbasicitems(safetyshoes,hatandthevest);mostwearabayatthatcoverthebody,socoverallsarenotcompulsoryforthem.18Onlyrecommendedindustyorsmokyareas.19Onlyrecommendedwhenworkingclosetoongoingconstruction.20Onlyrecommendedinverynoisyareas.



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Notebox2:TrainingonHealthandSafetyatWork(contentorientation)

Photo:HealthandSafetyTrainingmaterial—DWR

• TypesofSWMriskstoworkers’healthandsafety:biological,chemical,physical,andmechanical.

• MeasurestoreduceSWMrisks:registration,personalprotectiveequipmentandclothing,vaccinationcampaign,adequateworkingtools,andadaptationofprocessanddesign.

• Organisation’sspecificmeasuresonSWMriskprevention(recommended):multiple-choicequestionnaire,codeofpractice,HazardIdentificationCard,andPPEprovision.

OrganisationscanobtaintrainingguidelinesandmaterialsfromDisasterWasteRecovery.ContactDWRatinfo@disasterwaste.org

Notebox3:TrainingonSortingandRecycling(contentorientation)

Photo:CaritasFieldofficerstraining—DWR

• The3Rs21(Reduce,Reuse,Recycle)approachvsDisposestrategies.

• TherecyclingsectorinJordan:formalandinformalstakeholders,roles,andrecyclables.

• MappingtherecyclingsectorintheMunicipalitybenefittingfromintervention.

• Recyclables:Plastics,metals,paper,cardboard,organic,glass,andotherscrapwaste.

• Finaldestination:recyclingvsupcycling.

• Sortingprocess:proceduresandmarketprices.

Recommendation:Invitewasteexperts,suchasexperiencedwastepickers,itinerantbuyers,orscrapdealers,todeliverpartofthetrainingalongsidetheOrganisation’strainer/adviser.

21The3Rsstrategyistheorderofpriorityofactionstobettermanagewaste:Reduce,Reuse,andRecycletominimisetheamountofwasteDisposed(senttolandfill).



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3.7. Communityenvironmentalawareness

TheCfWprogrammecreatesjobopportunitiesforwastecollectorsandforsocialmobilisers.Thelatteroccupationnotonly increasesaccess towork forwomen,butalsocontributes towards improving theacceptanceandprofessionalisationoftheSWMCfWworkers.

The programme plans community sensitisation activities to support the regular identification ofbeneficiariesandwastepickers,aswellastopromotecleaningandhouseholdlevelsortingcampaigns.

Notebox4:Environmentalmessagesofcommunitysensitisation

Photo:Communitysensitisationsession—ActionAgainstHunger

• InformationabouttheCfWprogramme:aims,targetbeneficiaries,andactivities.Photosofworkersundertakingcleaningcanencouragepotentialbeneficiariestoparticipate.

• BestSWMpracticesathomeandatcommunitylevel:the3R’sstrategy(Reduce,Reuse,Recycle).

• Impactsontheenvironmentofdumpingwaste.

• Methodsofmakingcompostathomeorinthecommunity.

3.8. Coordinationandinformationsharing

Toshowandconsolidatedevelopmentsandachievementsinthesector,coordinationandinformation-sharingmeetingsarevaluableatbothlocalandnationallevels.TheyshowcaseanddiscussCfWinitiatives,lessonslearned,andanalysisoftheinformalrecyclingsector.

3.9. Gendermainstreaming

Beneficiary selection should consider both gender andmembership of vulnerable groups, prioritising equalaccesstojobopportunities,evenifmostwastecollectorsandsortersaremale,forculturalreasonsandforthetypeofworkinvolved.TherecruitmentandactivityofsocialcommunitymobilisersforcashworkcanhelpreachtheCfWprogrammetargetsof50%womenand3%peoplewithdisabilities.

EngagingwomenintheSWMCfWprogrammeischallengingduetosocialandculturalconsiderations.Toachieve it necessitates mainstreaming the gender perspective, taking particular actions to overcomefactorsthatcanlimitwomen’sparticipation.



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Notebox5:GendermainstreamingintheCfWprogramme

ActionAgainstHungersucceededinreachingmorethan50%ofwomenbyimplementingtheseincentives.

Photo:SWMCfWwoman—ActionAgainstHunger

• PPEcustomisation(seesection3.5).• Adjustingworkinghourstoalignwithfamilyneeds.• Arrangingtoiletfacilitiesintheworkingareas,for

instancewithshopsandrestaurants.• Allocatingonemantoworkwiththefemalegroup,

readytoofferhelpandprotectionfromharassment.Thepersonsshouldbesensitizedonthequestionandhisparticipationvalidatedbythewomen’steamleader.

• Arrangingregularfieldvisitsbyorganisationteammembersassignedtoworkdirectlywiththegroup.

• Ensuringthatmenandwomenworkinseparategroups.• CreatinganewCfWroleofsocialmobilisertoincrease

thenumberofwomenenrolledintheprogramme.• Womenshouldberegularlydebriefedbyprogramstaff

toreportanymiss-behaviour(throughfocusgroupdiscussion).

• Acomplaintmechanismshouldcollect,analyseandtreatanycomplaintwithinasetamountoftimeandshouldbeaccessibleandtransparent.



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3.10. Socialcohesionandconflictsensitivity

Thesuddenincreaseofpopulationhasaddedcontinuouspressureonmunicipalitiestodeliverservicesand promote social cohesion between Syrian refugees and host communities.22 The SWM CfWprogrammecontributestomitigatingtensionsandimprovingsocialcohesionamongcommunities.

IfSyriansandvulnerableJordaniansareofferedthesameCfWopportunities,andifthetwogroupsaremixedintheirwastecollectionteams,tensionscanbereducedinandbetweengroups.

Notebox6:SocialcohesioncontributionsoftheCfWprogramme

NewCfWprojectscanapplybestpracticestostrengthenthesocialcohesionandreducesocialtensionamongSyrianrefugeesandhostcommunities.

Photo:CaritasCfWworker–Caritas

• MixSyrianrefugeesandJordaniansonthesameshifts.

• EnhancegoodrelationsamongSyrianandJordaniansduringworkinghours.

• Conductexitinterviewsand/orFocusGroupDiscussions(FGDs)withbeneficiariesthathavecompletedCfWcyclestoidentifyanysystemicprogrammequalityand/orlabourenvironmentissues.

• Putinplacestrongcomplaintmechanismstoaddresspossibletensionsamongworkersquickly.

• Ensurethattheorganisation’sstaffhasstrongleadershipandconflictresolutionskills.

• Trainbeneficiariesinsocialcohesionandconflictresolution.

• PromotecommunitymobilisationinitiativeswithintheSWMCfWprogramme.

• ProvideopportunitiestoincludecriminalbackgroundcasesintheCfWcleaningcampaigns.

22ComprehensiveVulnerabilityAssessment,2015:https://static1.squarespace.com/static/522c2552e4b0d3c39ccd1e00/t/57f9fad620099e80cd05550e/1476000481960/2015+CVA.pdf



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PARTII:CfWPROGRAMMINGASAMEANSTOACHIEVEENVIRONMENTALGOALSANDIMPROVETHELIVELIHOODSOFREFUGEESANDVULNERABLELOCAL

COMMUNITIES



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4. DESIGNOFCfWPROJECTS

4.1. CfWprogrammeapproach

The first step for organisations is to design the Cash-for-Work approach so it can deliver immediatelivelihoodassistance toCfWworkers and improve serviceprovision inwastemanagement. TwomainapproacheshavebeenimplementedsofarduringtheSyrianresponsecrisisinJordan:

• Institutionalapproach:CfWworkershiredbytheNGO/Municipalityanddeployedasmunicipalwastecollectors.

• Grass-rootsapproach:CfWworkershiredthroughlocalPrivateEntities(PEs),suchasCooperatives,and deployed as private service providers in coordination with the Municipality. This is acomplementarySWMservicethatcanalloweachMunicipalitytocover100%ofitsterritory.

OtherorganisationshaveprovidedsupporttoCfWimplementationpartnersinsomeprogramme-specificareas, including beneficiary identification, protection monitoring, training delivery, and post-worktechnicalassistance.

Table4.AdvantagesandchallengesofthetwoCfWapproaches

Institutionalapproach:CfWworkersasmunicipalcollectors

Grass-rootsapproach:CfWworkersasprivatewastecollectors.

ADVANTAGES

• AllowsquickemploymentofmanyCfWworkers.

• Buildsmunicipalities’capacityincertainareas,includingadministration,healthandsafetywork,andtechnicalrecyclingadvice.

• Reinforcespilot(orexisting)municipalrecyclingschemesandsystemsandensuresfinancialincomestoreinvestintothemunicipalbudget.

• Offersthepotentialtocreateprivate-publicpartnerships(PPPs)forwastecollectionandrecycling.

• Givestheownershiptothemainactorinmunicipalwastemanagementandwiththisgivesthemunicipalitytheopportunityforsustainablesolidwastemanagement

• Participativeapproachensuredthroughprojectadvisorycommittee.

• MakesiteasytorecruitandhireJordanians,Syrians,andpeoplewithdisabilities.Cleancriminalcertificatesarenotrequested.

• AllowsthePE(Cooperative)managementtobuilditscapacity,ensuringsustainabilitybeyondtheprogrammeandincreasingthePE’seligibilityasapotentialpartnerforINGOs.

• InvolvesCBOs,Cooperativesandyouthcentresunderthesupervisionoftheorganisation,thusofferingstrongmechanismstoavoidfraudinbeneficiaryselection.

• Allowsincomesgeneratedthroughsellingrecyclablestobere-investedinthecommunity.

• TakesadvantageofthestrongrootsofCooperativesinlocalcommunitiestoeasecommunityaccessforsocialmobilisers.

• Participativeapproachofbeneficiaryselection(atcommunitylevel)allowsbettercoverageandeasierinclusionofwomen.

• Createsplatformsthateasetheintegrationandsupportofinformalrecyclingstakeholders.



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Institutionalapproach:CfWworkersasmunicipalcollectors

Grass-rootsapproach:CfWworkersasprivatewastecollectors.

CHALLENGES

• LimitssustainableincomeforCfWworkerstothedurationoftheproject,unlessCfWworkerssupportrecoveryactivities.

• MaymakeitdifficulttofollowuppaymentstotheSSCandsalariestoCfWworkers.

• Doesnotencouragemunicipalwastecollectors’awarenessoftheimportanceofusingPPE.

• Offersweakmechanismstoavoidfraudinbeneficiaryselectionthatshouldbemitigatedthroughprojectadvisorycommittees.

• PooracceptanceofSyrianrefugeeworkersbymunicipalities’staffandfieldmonitorsthatcanbeleadtoabetteracceptancebytheprojectstaffRequirespilotrecyclingschemedesignstobebasedonstrongknowledgeofandcoordinationwiththeinformal/privaterecyclingsector.

• Beforedeploymentcanstart,timeisneededtoselectCooperativesanddesigncapacity-buildingprocedures.

• Withoutproperincentives(capacitybuilding,networkingwithNGOsandmunicipalities,moneyincentivesmadeoutofsellingrecyclables…),makesitdifficulttokeepCooperativesmotivatedtohosttheCfWSWMprogramme.

• Requiresmulti-disciplinaryskillsamongtheorganisation’sstaffastheydealdirectlywithCooperatives.TheywillneedHumanResourcesskillsinsoftleadership,socialmobilisation,andconflictresolution.

• Needstobecloselycoordinatedwiththemunicipalitiessinceitisamunicipaltask.

4.2. CfWprogrammeactivities

OncetheapproachoftheCfWprojectandthegeographicalareaaredecided,organisationsmustdefineandplantheCfWactivitiestobeimplemented.

Inordertodonoharmtotheexisting IRS (seesection3.1), theorganisationmustconductamappingexercisetoidentifytheIRS(typeofactor,contactdetails,recyclablesandquantitiescollected,purchasingprices,mainchallengesandneeds,etc.),entertheinformationinadatabaseandengageorcoordinatewith the IRS on collecting and sorting activities. Establishing conversations with the municipality ofinterventionisveryimportantatthisstage.

The note box below lists the most important CfW activities to be implemented, through either themunicipalityoraprivateentity,aswellasactivitiestoenhancetheengagementwiththeIRS.



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Notebox7:CfWprogrammeactivitiesinwastecollection,sortingandrecycling

Photo:CfWworkerscleaningcampaign—ActionAgainstHunger

• Wastecleaningcampaigns:wastecollection,sortingrecyclablesanddisposal.

• Communityenvironmentalawarenesssessionstopromotesortingatsource(seeSection3.7).

• TrainingCfWworkersonbasicandsector-specificskills(seeSection0).

• BuildingthecapacityofMunicipalitiesandprivateentities(suchasCooperatives).

Photo:CfWtraininginupcycling—ActionAgainstHunger

• InvolvingCfWworkersonupcyclinginitiativestodiversifytheincomegeneratedfromrecyclables.

• Supportingprivateentities(suchasCooperatives),theMunicipality,and/orCfWworkersinsustainableincome-generatingactivities.

• ProvidinglivelihoodreferraloptionstoCfWworkersintherecyclingsector.

Photo:MunicipalsortingfacilitysupportedbyCfWworkersinKarak—DWR

• Supportingthemunicipalcollectionofsegregatedwastesuchascardboard.

• FollowingupCfWworkersafterthecontractendstoofferthemtechnicaladviceonjobopportunitiesandjobreferralswithintheSWMsector.

• ProvidingconditionalcashsupporttoCfWworkerssotheycansetupnewentitieswithintheSWMsector.



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ActivitiestointegrateandsupporttheIRS:

Photo:ScrapdealerinBaniObaid(IrbidGovernorate)—DWR

• ProvidingtheIRSPEwithconditionalcashsupporttoupgrade.

• EngagingtheIRSinpublicorprivaterecyclingschemesandprovidingsupporttoorganiseandupgradetheirbusiness.

• PromotionofsortingfacilitiesrunbyscrapdealersthroughaPPPcontracts.

• Supportthedevelopmentofprocessingcapacityofscrapdealers,purchasingmachinerytoshredderandbalerecyclables.

Photo:BigplasticscrapdealerinIrbidGovernorate-DWR

• Reinforceitinerantbuyers’door-to-doorcollectionsystems.

• Supporttheopeningofcity-centrestorestosellrecyclablestofacilitatecitizens’accesstorecyclabledisposalpoints.

• SharinginformationandlessonslearnedabouttheIRSwithotherorganisationsandmunicipalitiesdealingwiththeinformalsectoratlocalandnationallevel.



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5. PLANNINGCfWPROGRAMMES

5.1. Protocolsandagreements

Oncetheprojectisdefined,organisationsshouldholdintroductorymeetingswiththerelevantMinistriesandMunicipalitiestoensureaproperunderstandingoftheprojectandtostateproceduresclearly,thusavoidingpotentialconflictsandlegalissues.

TheOrganisationpreparesaMemorandumofUnderstanding(MoU)tobeagreedwithandsignedbytheOrganisation, theMunicipality, and the donor. It sets out the nature of collaboration aswell as eachpartner’sspecificrolesandresponsibilities.

Whenoperatingthroughaprivateentity,suchasaCooperative,theOrganisationmustsignanagreementofcollaborationwiththeentityandtheentitymustsignonewiththeMunicipality.

Notethatwaste-collectingprivateentitiesmustsignanagreementwiththenearestlandfillforthedisposalofcollectedwaste.Thisisusuallyfreeofcharge,astheprojectisconsideredenvironmentallybeneficialforthearea.

5.2. Beneficiaryidentificationandselection

WhenidentifyingbeneficiariesforCfWprogrammes,inclusionoftheIRSmustbeprioritisedtostrengthenthe local recyclingcapacityandbenefit from localwastemanagementexpertise.OrganisationsshoulddefineoutreachstrategiestoreachtheIRSandassessitswillingnesstobeengagedintheprogramme(seethenextnotebox).

Notebox8:HowtoidentifypeopleintheIRSandselectthemasbeneficiaries

Photo:WastepickerinIrbidGovernorate—DWR

• TrainteamstoreachtheIRSthroughwordofmouthtomunicipalwastecollectorsordirectlythroughlocalscrapdealers.

• BuildupadatabaseholdinginformationabouttheIRSintheMunicipality.

• Organisecommunityinformationsessionstoexplaintheproject,interestingandinvolvingthosealreadypickingrecyclables.

• AssesstheknowledgeofscrapdealersandwastepickersaswellastheirinterestinbecomingtrainersinthesortingandrecyclingtraininggiventoCfWworkersbeforetheyaredeployed.

Othersourcesof informationtocompletethelistofpotentialCfWworkersareshowninthenoteboxbelow.



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Notebox9:Othersourcesofdataonbeneficiaries

• Beneficiarydatabaseofimplementingorganizations.

• Vulnerabilityassessmentsresults,suchasthosebasedontheUNCHRVulnerabilityAssessmentFramework(VAF).

• Outreachcampaignsconductedbytheteamsinthetargetedgovernorates:socialmobilisers,localandsocialmedia,etc.

• ReferralsfromlocalCBOs,Cooperatives,andkeypersonsinthecommunity.

• ReferralsfromUNAgenciesand(I)NGOs.

Followingtheinterviews,theOrganisationshouldentertheinformationinadatabase(seetheeligibilitycriteriainSection3.3)andfinalisethelistincooperationwiththeMunicipality.

Notebox10:Generalchallengeswhenidentifyingandselectingbeneficiaries

• CfWworkersmayleavetheircurrentjobsandgotootherCfWschemesofferingabettersalary,thereforeitneedstobeclearthatthejobisonlyprovidedfor50days.

• NewCfWworkersmayrefusetocomplywiththelaid-downhealthandsafetypracticesanduseoftools.Thismayleadtotheirrejectingthejob.

• Inmanycases,Syrianrefugeescontinuetobereluctanttojointheproject;theydonotapplyforanofficialWorkPermit,fearingthattheymightloseanybenefitfromUNHCR(seetheselectioncriteriainsection3.3).

• TheadministrativeprocessestoobtainWorkPermitsandworkers’SocialSecurityregistrationsaretime-consumingandcomplex.

Notebox11:StepstoselectandregisterCooperativestotheJordanCooperativeCorporation23

HavingobtainedalistofexistingCooperativesfromtheJordanCooperativeCorporation(JCC),anOrganisationimplementingCfWthroughCooperativescanselectthemosteligiblebyconductingaquestionnairesurvey.Organisationsshouldensurethatthechosencooperativehasacleanfinancialhistoryandthatitsdetailsareup-to-dateintheJCClist.

ThechosenCooperativemustberegisteredbytheSSCtofacilitatethetransferofworkers’SocialSecuritypayments.Ifitisnotregistered,theOrganisationcansupportitthroughthesesteps:

• TheCooperativeusesatemplatetorequestregistration.

• After1–2weeks,anSSCinspectorvisitstheCooperativelocation.TheCooperativemustgivetheinspectorthecertificateofregistration,annualbudgets,namesofCooperativemembersandowners,andworkers’contracts).ItisaskedtonamesomebodyintheCooperativewhowillactasafocalpointtodealwithandcommunicateallworkers’issues.

• ThedocumentsarecheckedbytheSSCinspectiondepartmentandareport,signedbytheheadofthedepartment,isissued.

• Aftereachworkerhascompleted16daysofwork—withinasinglecalendarmonth—theemployermustregistertheworkerforSocialSecurityandpaytheappropriatecontribution.

23Source:InternalActionAgainstHungerguidelines,2017.



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5.3. Definitionofaworkplan

TheOrganisationshouldholdmeetingswiththeMunicipalitytoorganisetheworkanddeterminehowmanyCfWworkerswillbeneeded,theiractivities,andtheirdeploymentarea,aswellascoordinationandlogisticalneeds.ItwouldbehelpfultouseamapoftheMunicipalityshowingdefinedareasinwhichtoconductcleaningandawarenesscampaigns.

5.4. Hiringteamsofworkers

5.4.1. Servicecontracts

Before service contracts can be finalised, all Syrians must haveWork Permits, and both Syrians andJordaniansmustberegisteredforSocialSecurity.

Notebox12:StepstoregisterCfWworkerswiththeSocialSecurityCorporation24

Usually,thisprocessisarrangedbytheMunicipality,whowilloftenasktheOrganisationforacleanCriminalRecordCertificateforeverychosenCfWworkerontheOrganisation’slist.

IftheOrganisationisworkingwithaPE,suchasaCooperative,thearrangementmaybemoreflexibleandnotinvolvetheextradocumentation.Note,however,thattheOrganisationmayneedtosupportthePEinobtainingSocialSecurityregistrationforCfWworkers.ThestepsbelowwillhelpwhenworkingwithCooperatives:

1. Beforeregisteringworkers,theCooperativeitselfmustberegisteredwiththeSSC(seethenoteboxabove).

2. TheCooperativecompletesaRegistrationFormwiththehelpoftheSSC’sRegistrationUnit.Theformincludesthelistofworkersnamesandthegrosssalary,jobtitle,andstartdateforeachworker.

3. WiththeRegistrationForm,theCooperativemustsubmit:

• AcopyoftheIDnumberforeachJordanianandoftheMinistryofInterior(MoI)securitycardforeachSyrian.

• Copiesofsignedcontracts.Eachofthesemustmentionthemonthlysalary,whichmustbethesameastheonelistedontheRegistrationForm.

4. TheCooperativeappointsapersontoactasafocalpoint,coordinatingactivitiesandliaisingwiththeSSCwithregardstoeachworker’sstartdateandothercontractdetails,includingterminationofcontract.

24Source:InternalActionAgainstHungerguidelines,2017.



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Notebox13:StepstoobtainWorkPermitsforSyrianworkers2526

Photo:DRCstaffissuingtheWPtoSyrianrefugeesinKarakmunicipality—DRC

MunicipalitiesareresponsibleforrequestingWPsforSyrianworkers,justastheyareforregisteringthemwiththeSSC(seethenoteboxabove).However,anOrganisationworkingwithaPE,suchasaCooperative,mayhavetoprovidesupport;thestepsbelowwillhelp:

1. Beforetheapplicationcanbemade,theCooperativemustneedthemanpowerandeachSyrianworkermusthaveagreedtocomplywiththeworkingconditionsoftheCooperative.

2. TheNGOsendsanotificationlettertotheMinistryofLabor(MoL)atAmman,statingthenameandregistrationnumberoftheCooperativeandaskingforWPissuance.TheMoLsendsthisnotificationtotheDirectorateofLabor(DoL)attheGovernorateleveltostarttheprocedure.Thissteptakesamonth.

3. TheMoLdeliversarequestlettertotheDoL,mentioningtheactivitytypes,theWPsector,andthenameoftheCooperativeprovidingtheactivities.

4. TheCooperativepreparesthefollowingdocumentation:

• Anofficialletterfromtheemployer,statingtheneedforoneormoreSyrianworkersandtheactivitytypes(jobtitles)required.Alistofworkers’names,MoIcardnumbers,andcontactsisattached,andtherequestshouldstatewhethereachworker’sWPshouldbevalidforsixmonthsorayear.

• Copiesofsecuritycards(newly-issuedMoIcards).

• Aphotoofeachapplicant.

• Acopyofeachapplicant’sUNHCRcard.

5. TheCooperativesubmitstherequesttotheDoL,payingafeeof10JODforeachWPrequired.

6. TheDoLchecksallthedocumentsandproceedstoissuetheWPsandfactorthepayment,taking2–3daystodoso.

25Source:InternalActionAgainstHungerguidelines,2017.26OrganisationsissuingWPtoSyrianCfWworkerscanapplysimilarprocesses.



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5.4.2. Programmetraining

Before the CfW programme is implemented, the Organisation’s staff, as well as some selected CfWworkers,attendseveraltrainingsessions,asdetailedinthenexttable(Table5).

Table5.TrainingtobecompletedbeforeeveryCfWdeployment

Trainingtype Trainees Nameoftrainings

Generalprogrammeinformation

TheOrganisation’sprogrammestaff

• Projectobjectivesandresults

• TheOrganisation’svalues

• PropercommunicationandmessagingconnectingCfWworkers,theMunicipality,andotherstakeholders

TrainingofTrainers(ToT)

ThosemembersoftheOrganisation’steamswhowillberegularlyprovidingorfacilitatingtrainingfornewCfWworkersbeforedeployment

• Labourrights

• Healthandsafetyatwork

• Sortingandrecycling

Cashworktrainings NewCfWworkersbeforedeployment

• Labourrights

• Healthandsafetyatwork

• Sortingandrecycling

NGOssupportingCooperativesshouldbuildCooperatives’capacitymainlyon:solidwastemanagement,WorkPermitprocessing,recruitmentandcontractualprocedures,workerfollowup,andworkers’payments.

5.4.3. Protectivepersonalequipmentandtools

TheOrganisationshouldprovidePPEbeforedeployment(seesection3.4),makingsurethatitfitsproperlyandisworneveryday.Itshouldalsosupplysuitablyadaptedtools.

Municipalities usually provide CfW workers with the same equipment as municipal waste collectors.Cooperatives,however,donotpossessthisequipmentandmustcallfortenderstopurchasePPEandtools.

SomeOrganisationsalsoprovidetheprogrammewithvanstotakeworkerstoandfromtheworkingarea,aswellastruckstotakecollectedwastetothenearestdumpsite.



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6. IMPLEMENTINGCfWPROGRAMMES

6.1. Supervision

TheoptimumsizeforateamofCfWworkersis10–15.Theirteamleaderwillbeinpermanentcontactwith theOrganisation coordinator and theMunicipality supervisor, providing regular feedbackon theprogramme’sprogress.

Notebox14:OrganisingandoptimisingtheemploymentofCfWworkers

Photo:CfWworkers–ActionAgainstHunger

CfWWastecollectors:

• Groupsofworkersnolargerthan10–15people.27

• Aflexibleattitudewiththeworkerswillmakefeelthemcomfortableatwork.

• EarlymorningcallstoCfWworkerswillhelpensuretheirattendanceattheworkplace.

• Everyday,passthedailyattendancerecordsheettobesignedbytheworkers.

• Onlyifnobeneficiarieslivingclosetotheworkingareacanbefound,provideavantopickupanddropoffthoseworkerswholivefarfromtheworkingarea.

• TheOrganizationmakesspotcheckstoensuresmoothdevelopmentoftheproject.ThesupervisionofworkerscanbecoordinatedwiththeassignedsupervisorattheMunicipalityorCooperative.

• Whenselectingteamleaders,prioritizethosewithstrongteammanagementskillsandexperienceinthesector.

• InCooperatives,distributefinancialincentivesfromsellingrecyclablesamongCfWworkersandtheownersoftheCooperative.

CfWSocialmobilisers:

• Workclosetothecleaningcampaignstoraiseawarenessoftheenvironmentandrecycling;reinforcetheacceptanceofCfWworkers.

• Trainsocialmobilisersonthemessagestoconvey,providematerials,andoffertipsonfacilitatinginformationsessions.

• Attendtheinformationsessionsrunbythesocialmobilisersandprovidefeedbacktothem.

CfWOrganisation’steamskillsneededtorunCfWprogrammes:

• Administration:recording,informationcollection,goodcommunication.

• Technicaladvisers:goodeducation,HRskills,leadershipandconflictresolutionskills,andempathy.

27Aftersometime(andgivenanableteamleader),groupscanincreasetoamaximumof20people.



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6.2. Payments

Organisationsshouldsuperviseorarrangemonthlypaymentsof12JODperdayforeachworkerthroughATMcards.OrganisationsarealsorecommendedtofollowupSSCpayments,asthedonormayrequestreceiptstoavoidfines.

ItisoftenthecasethattheOrganisationwillhavetodealwithenquiriesaboutthetransferofsalariesanddebit card-related issues such as lost cards or forgotten passwords. To keep the payment process assmoothaspossible,itispreferabletoselectbanksthathavepreviousexperienceofworkingwithcashprogrammes.

Notebox15:TheSocialSecurityCorporationsystem

• Taxes.SocialSecuritycontributionpaymentsmustbemadebythe15thofthefollowingmonthtoavoidfines.Eachworkerpays7.5%ofgrosssalary,whileprivatesectoremployerspay15.25%andpublicsectoremployerspay14.25%ofthatsalary.Thetotal(22.75%or21.75%)mustbepaidsimultaneouslyforallemployees.

• Endofcontract.Oncompletionofanemployee’s50working-daycontract,theemployermustwithdrawtheworkerfromthemonthlypaymentsbysubmittingaRepealFormtostatethatthenamedpersonisnolongeranemployeeintheestablishment.

• Workers’injuries.AnemployermustreportworkinjuriesdirectlytotheSSC,usingtheincidentreportform.TheSSCcoversthecostofmedicationandtreatmentfortheworker,whomustpassallthetreatmentdocumentationtotheemployer.TheemployerisresponsiblefordeliveringthereportandtreatmentdocumentationtotheSSC,whowillreimbursethetreatmentcoststotheworker.



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7. MONITORINGANDEVALUATINGCfWPROGRAMMES

7.1. Themonitoringandevaluationsystem

TheOrganisationshoulddevelopamonitoringandevaluationsystemtoensureregularcollectionofdataandotherinformationonvariousoperationalandimpact-relatedindicators.

Notebox16:Operationalandimpact-relatedprojectinformation

• AdatabasetoregisterallCfWworkers’profiledata,includingdescriptivejobtitles(e.g.,wastepicker).

• InformationoneachCfWworker’ssatisfactionrating,copingstrategies,andotherqualitativeindicators.

• Informationoncommunityperceptionsofthecleanlinessofstreetsandpublicareas,includingsatisfactionratings.

• InformationontheIRS:contactdetails,location,andotherspecificinformationaboutwastepickers,itinerantbuyers,scrapdealers,andrecyclingplants.

7.2. Fieldmonitoringvisits

Tomonitoroverallqualityofthe implementation,theOrganisationshouldarrangevisitsandmeetingswiththeMayorandothermunicipalofficials,aswellasCooperatives,CBOsandcommunitymembers.

7.3. Complaintmechanisms

To improve programme accountability to beneficiaries, the Organisation is encouraged to develop acomplaintmechanismrelatedtotheproject’sworkplacesandlabourconditions.

Notebox17:Beneficiaryaccountabilitytools

• ProvideahotlinetoapersontaskedtoansweranddealwithcallsmadebyCfWworkersandotherstakeholders.

• Guaranteeconfidentialityofallcomplaintsaboutworkplacesand/orlabourconditions.

• FacilitatefocusgroupdiscussionswithCfWworkerswhohavecompletedCfWcycles;thishelpstoidentifyanysystemicprogrammequalityor/andlabourenvironmentissues.

• Conductexitinterviewsofallbeneficiariestogatherinformationabouttheefficiencyandeffectivenessofthepaymentmodalityandoverallprocess.

7.4. Reporting

The Organisation should prepareweekly reports giving: the number of CfWworkers employed in alltargetedmunicipalities; the total numberof cashworkdaysprovided; cumulativenumbersofuniqueworkersandworkdays,nationality,andgender.Thislistisnotexhaustive.

Monthlynarrativeandfinancialreportsshouldalsobeprovided.Theyareveryusefulformonitoringandtrackingachievementsaswellasforaddressinganyproblemsandchallengesthatmayoccur.



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7.5. Productionofmanualsandguidelines

The Organisation is encouraged to producemanuals and guidelines to share the programme lessonslearnedamongtheteamandotherSWMstakeholders.ItisparticularlyimportanttoputforwardfutureactivitiesandimprovetechnicalknowledgeonthelabourmarketforrefugeesandJordaniansworkingintheinformalrecyclingsector.

7.6. Participationininformation-sharinggroups

The Organisation should participate in the CfW programme meetings on SWM that aims to shareinformation, ensure proper coordination, disseminate lessons learnt, and discuss work in the wastesector.

GoodpracticesonIRSformalisationthroughtheCfWprogrammescanbereportedtoandsharedwithMunicipalitiesandtheMoMA,thusfeedingpoliciesatlocalandnationallevel.

TheOrganisation isalsoencouragedto followuptheoutputsofUN-ledworkinggroups, includingtheBasic Needs Working Group, the LivelihoodWorking Group, and the Water, Sanitation and Hygiene(WASH)workinggroup.



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DISASTERWASTERECOVERY

DWRempowerscommunitiestorecoverfromthescarsofman-madeandnaturaldisasters.

Outoftherubble,recovery:DisasterWasteRecoveryisaUK-basednot-for-profitorganisationrespondingtoglobalcrises.Weprovidevitaldebrisrecoveryandwastemanagementsupporttostrengthendisaster-affectedcommunitiesthroughtorebuildingtheirlivelihoods.

Fromwastetoopportunity:Astheworld’sleadingINGOspecialisinginthisfield,weareuniquelyplacedtorespondimmediatelytoaspectrumofenvironmentalandman-madedisasters—ourexpertteamshaveoveradecadeofconsultingandfrontlineexperience.

Un-earthingpotential:Ourworktransformsdamagedenvironmentsandshatteredcommunitiesby generating emergency employment for affected individuals, promoting social cohesion,establishingimprovedservicesandliaisingwithlocalgovernmentstobuildresilienceforlastingchange.

Visitusat:https://www.disasterwaste.org/