USAID Fragile States Strategy - The Air University

For lasting recovery to take hold, a number of keyfactors must be in place, which, in turn, have importantimplications for how to sequence assistance.unfair control of natural resources areoften an exacerbating factor.• In postconflict situations, the natureof the settlement is pivotal, forexample, whether there is a victor,stalemate, or formal peace accord.• The influence of neighboring countriesand other international actors(e.g., the level of international commitmentto speed recovery).• Potentially volatile recovery issues(e.g., treatment of past crimes andabuses and access to natural resourcewealth and commodities).For lasting recovery to take hold, anumber of key factors must be in place,which, in turn, have important implicationsfor how to sequence assistance.The central factor is physical securitythat allows for movement of people andcommerce. A sufficiently acceptableform of national government must alsobe in place, one that includes a workingrelationship between civilian andmilitary leadership. There must also beagreement on a process that will resultin the formulation and ratification ofa basic law or constitution. A certainlevel of economic predictability is alsoimportant, including a central bankingauthority, government agencies ableto collect and distribute revenue, andmacroeconomic stability. Clear rightsto property, including land and othernatural resources, are integral to economicrecovery.A Fragile States BusinessModel: From Vision toActionTo bring this vision to reality andachieve greater strategic coherence andprecision in USAID’s response willrequire important operational changes.While USAID has substantial experiencein complex emergencies and postconflictresponse that will inform thesechanges, the Agency will need to expandits capabilities to engage with fragilestates and with other U.S. Governmentagencies and the donor community.At the core of this strategy is a newAgency business model for fragilestates response, which will be furtherelaborated in subsequent guidance. Itsmain features include better integratingand sharpening USAID’s response instrategic planning, reporting, budgeting,operational response, and administrativeprocedures; as well as exercising greaterleadership within the U.S. Governmentand broader donor community. A fewelements of the strategy are already underway.Ultimately, the business modelwill ensure that all Agency functions areappropriate to the realities and challengesof operating in fragile states.Integrate and Sharpen USAIDResponsesResponding effectively to fragile stateswill require concerted, coordinated,and sustained efforts by all parts ofthe Agency. This will necessitate integratinganalysis, strategy development,and implementation perspectives; andensuring that the broadest range offlexible instruments is made availableto USAID staff implementing programsin fragile states.As an important first step, the Agencyhas created a Fragile States Council,chaired by the Agency counselor andcomposed of senior managers from allbureaus. The council will play a facilitativerole, reviewing and monitoringthe strategic tracking system, providingrecommendations on the Agency’sresponse in fragile states, identifyingresources, and ensuring that implementationis timely and well coordinated.The council will also provide a criticalcoordination link to broader interagencyefforts on fragile states.For strategic planning, reporting, andbudgeting, some of the key steps requiredto increase flexibility include thefollowing:• Adopting strategic priorities consistentwith the situation in crisiscountries.• Encouraging shorter planninghorizons and adapting programs tochanging environments and targets ofopportunity. 77 While current USAID interim strategic guidancedoes not require specific planning timeframes,there remains a tendency to adopt longer-termtraditional development planning horizons.FRAGILE STATES STRATEGY 9