MINIMUM SECTORAL DATA E

13.1 Overview and Function

Self-reliance is the social and economic ability of an individual, household or community to meet basic needs (including protection, food, water, shelter, personal safety, health and education) in a sustainable manner and with dignity. Self-reliance, as a programme goal, refers to developing and strengthening livelihoods of persons of concern, and reducing their vulnerability and long-term reliance on humanitarian or external assistance. By becoming self-reliant, displaced people lead active and productive lives and are able to weave strong social, economic and cultural ties with their host communities.

UNHCR’s livelihood interventions aim to protect the skills and productive assets that displaced people carry with them, to build the capacities they might need in a new environment and to broaden opportunities, even at the onset of an emergency. The guidance provided below derives from Livelihood Programming in UNHCR: Operational Guidelines (UNHCR 2012, see references).

13.2 How-to Guide

13.2.1 Key considerations for the livelihoods sector during an emergency

Assist refugees in becoming self-reliant even during the emergency phase. For example, all goods and services provided by organizations to the displaced population should be assessed to see whether and how it could be produced or provided by members of the displaced or host community. Similarly, as many in-camp staff positions as possible should be filled by refugee workers, while ensuring opportunities for apprenticeships or on-the-job training are provided.

Cash, food and rental assistance provided by UNHCR and partners should gradually lead to self‐reliance activities as part of longer‐term development. Such activities should aim to assist refugees in moving from grant‐based and in‐kind contributions to more sustainable forms of support.

Use quality data to guide programme strategies obtained through a rapid livelihood assessment. Such data should identify immediate market needs, as well as the policy environment and social or political processes that enable or inhibit access to work and other livelihood opportunities, and possible ways in which this environment can be made more conducive to refugee livelihoods.

Conduct a livelihoods assessment as soon as possible, and convene internal and external stakeholders around its results to jointly identify livelihood support opportunities. Choose a multi‐functional team (MFT) approach and include all relevant UNHCR sector units (i.e. senior management, programme, protection, registration, durable solutions and community services), as well as a broad range of stakeholders, including development partners, UN and bilateral agencies, the donor community, private sector institutions, and refugee and local community representatives.

Target livelihood support on the basis of socio-economic profiling as early as possible. Match programme interventions with corresponding levels of socio-economic status, livelihood capacity (existing livelihood assets such as skills, as well as past work experience), needs identified in the refugee population, and the demands of the market.

13.3 What the Information Manager Should Provide to the Sector Specialist

The Information Manager should provide the sector specialist information on the following, to be collected during the registration process:

• How were people making a living before the emergency? What skills do they have?
• Which assets have people brought with them?
• What coping mechanisms and livelihood strategies have different people/households developed after displacement and how effective are these?
• Are refugees able to work or set up their own business?
• Do they have access to land? Is it legal to keep livestock?

If there is no livelihoods specialist in the area, consult internally within the operation to gather available information and decide how the Information Manager may assist senior mangers with required steps.