Principles of Sequencing, Layering and Integrating · Sequencing, Layering and Integrating down to community and HH levels . The Many Flavors of HA and DA ... the progress toward

Principles of

Sequencing,

Layering and

Integrating

A short history of

the phrase

• A means of articulating how we were proposing to

combine HA/DA in new ways to address the underlying

causes of recurrent crisis in targeted geographic areas

– Making people and places historically treated as a perpetual

humanitarian risk a development priority

• Notion of a Relief to Development continuum outdated

– Opportunity to leverage large DCHA (FFP/OFDA) footprint

• Asset creation, capacity building under recovery and rehabilitation

– Recognized need for development to ‘build on and out’ from this

– Recurrent-ness also meant no ‘handshake’ or one-way transition

• Recognized need for humanitarian assistance in the future

• Sequencing, Layering, and Integrating over-simplified ,

but ‘catchy’ categories to describe this

HA/DA interdependence

– HA as a platform upon which

DA/resilience investments can build

• both in response and recovery

– HA as a means of protecting

DA/resilience gains

• early and appropriate in response to EW

– DA/resilience investments as a means

of reducing recurrent HA needs

• including both programs and policy actions

Sequencing, Layering and Integrating down to

community and HH levels

The Many Flavors of

HA and DA

• JPC principle: Let joint analysis define which types of $

are needed, instead of $ defining analysis

– A departure from the norm in an era of earmarks

– Leverage existing HA/DA with strategic new investments

• Joint analysis of underlying causes of recurrent crisis

(informed by systems thinking) revealed

– Multiple deficits that transcend sectors = causally intertwined

– A need to not only ‘do development’ to build resilience, but to

create the conditions under which development can occur

• Result: the SLI of resources = the SLI of new and

existing HA/DA partners to achieve a shared aim in a

defined, target geography

Sequencing, Layering and Integrating in Kenya’s Arid Lands

OFDA ARC

(HA)

OFDA & USAID K co-funded water program

WFP/FFP FFA

(HA)

REGAL-AG Livestock

(DA)

REGAL-IR

(DA)

integration

sequencing layering

OFDA (HA)

REGIS-IR

(HA/DA)

Layering, Sequencing and Integrating in the Sahel

DCHA/FFP DFAP

OFDA

AFR

BFS

GH

E3

REGIS-AG

(BFS)

WA (DA)

FFP (HA)

Why not just one comprehensive program?

– Complexity; Resilience/recurrent crises are

adaptive, not technical problems*

– Intensity of effort required to achieve ambitious aims

– Opportunity to leverage existing investments and

complement with strategic new investments • To make use of the breadth of USAID resources

– Large-scale social change requires broad cross-

sector coordination (and multiple organizational types)

Technical vs. Adaptive Problems

• Some social problems are technical in that the

problem is well defined, the answer is known in

advance, and one or a few organizations have the

ability to implement the solution

• Adaptive problems, by contrast, are complex, the

answer is not known, and even if it were, no single

entity has the resources or authority to bring about

the necessary change.

– Requires a systemic approach to social change and impact

that focuses on the relationships between organizations and

the progress toward shared objectives

Programmatic Implications

• Multiple HA/DA partners working with the same

households/communities to build out a resilient ‘mosaic’

– How do we translate our collective interest into collective

action …. for collective impact?

– How do we change incentives in support of this?

• USAID and other donors have created and re-enforced an

isolated impact model

• Government, Donor, partner dialog needed

– What else is required to make it work?

USAID and Governments of Niger/Burkina Faso

No formula or ready solutions … but some ideas (Stanford Social Impact Review: Kania and Kramer, 2011)

Final thoughts on SLI and collaboration…

• Collaboration takes time, and none of the

participating organizations has any to spare.

• The expectation that it can occur without a supporting

infrastructure (and incentives) is one of the most

frequent reasons why it fails [SSIR].

Annexes

Joint Planning &

Programming in the Sahel

15

JPC Results Framework: Objective 1 New and existing investments for Burkina Faso and Niger