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26 RESILIENCE PROGRAMMING AMONG NONGOVERNMENTAL ORGANIZATIONS


stakeholders to develop city resilience strategies, as part of the Asian Cities Climate Change Resilience Network (Rockefeller Foundation 2014).


COLLABORATIONS/PARTNERSHIPS


Widespread atention to resilience programming has spurred tremendous interest in and opportunity for collaborations and partnerships between donors and governments that support integration of humanitarian and development strategies and the flexible donor fund- ing mechanisms (for example, longer-term funding, crisis modifiers, risk pooling) required at a regional level. Such collaborations require regional coordination of approach- es to building resilience capacity that focus on cross- border issues (for example, conflict, flooding, drought, markets) that contribute to household and community vulnerability within different governmental jurisdictions. Examples of collaborative approaches to building resil- ience capacity at the regional level that involve govern- ments, donors, and NGOs include (but are not limited to) the following:


• AGIR Sahel: AGIR Sahel was established in June 2012 by the European Union, USAID, and other international development leaders to build community resilience to withstand the impact of recurrent food and nutrition crises and to more effectively extend resources given the increasing pressure on aid budgets. Te alliance is charged with enhancing coordination among develop- ment partners, encouraging economic growth, forging private-sector partnerships, and increasing food avail- ability. AGIR Sahel aims to improve food access, support in-country early warning systems, and promote regional cooperation using short- and long-term funding. AGIR Sahel intends to build on and reinforce exist-


ing regional strategies and international efforts such as the G20 initiative on food security, food price volatil- ity, and regional stocks. AGIR Sahel’s initial task was to establish a detailed overview of vulnerabilities and risks, from which a roadmap for strengthening the resilience of the most vulnerable households was draſted (and adopted in April 2013), focusing on social protection programs. Te roadmap provides the basis for opera- tionalizing a regional vision for enhanced resilience at


national and community levels, including development of national resilience plans (ECHO 2013).


• Intergovernmental Authority on Development / Re- silience and Growth in the Horn—Enhanced Part- nership for Change: Te Intergovernmental Authority on Development (IGAD) coordinates efforts to develop and build resilience against future drought disasters in the Horn of Africa, in part by leading a regional plat- form to promote development of country-level invest- ment plans (Abdi 2011). Te alliance is developing a common framework for ending drought emergencies in the Horn of Africa that addresses both the short-term humanitarian crisis and the medium- and long-term development efforts required to deal with drought emergencies and to help align country- and regional- level programs with donor programming. Te Technical Consortium for Building Resilience


to Drought in the Horn of Africa is supporting IGAD in the development of M&E tools for measuring the impact of resilience programming, which can be used to assess investment planning, prioritization, and return on investment.


• Regional Inter-agency Standing Commitee: In light of constantly evolving regional contexts and the need to beter link humanitarian and development stake- holders and activities in southern Africa, RIASCO’s resilience framework promotes joint contextual analysis, people-centered and multilevel approaches, holistic and comprehensive risk analysis, sustainability and cost- efficiency, and enhanced partnerships. Te resilience initiative supports regional bodies and intergovernmen- tal teams (such as the Southern African Development Community and the East African Community) to link humanitarian and DRR stakeholders with development actors for more effective planning and implementation of resilience activities that focus not only on shocks but also on chronic stresses.


PRIVATE-SECTOR INVESTMENTS


When resilience programming is properly aligned with a country’s national strategies, significant benefit can result from strategic partnerships with the private sector. Low public investment in marginalized areas, which are oſten


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