at least ensuring the avoidance of counter-productive action, enables the 3Ds to
do more with less. Expanding the 3D planning effort to maximize interagency, IO,
and NGO participation where and when possible improves the opportunity for
synergistic improvement of development and conflict prevention efforts.
Increased collaboration during planning also familiarizes disparate organizations
with each other’s methods of operation – creating greater potential for more
effective combined efforts during actual execution.
Recommendation.
1. Execute a cross-walk of Defense, State, and USAID plans and strategies to
determine areas of common interest or focus.
2. Codify the extending of invitations to interagency, international and nongovernmental organizations to participate in DoD exercises with humanitarian
assistance or disaster relief training objectives to facilitate team building.
3. Expand 3D planning group membership to include key U.S. agency stakeholders in rule of law, education, and health to leverage their perspectives and
expertise in foundational development efforts.
4. Start integration of NGOs into planning with invitations to U.S.-based organizations. Later, build on success by including non-U.S. organizations where, for the
region or country, it makes sense.
Implications.
1. Failing to fully invest other agencies and organizations in the planning process
risks limiting available perspectives, which increases the likelihood of missed
opportunities.
2. While NGOs cannot be directed, their actions can be shaped if they view 3D
members as partners and teammates. Failure to build relationships risks
individual NGO efforts working at cross-purposes to U.S. strategic objectives.
3. Successful expansion of the 3D planning construct moves toward desired
whole-of-government solutions, burden shares costs across a larger pool of
development actors, and builds a cooperative vice competitive development
effort.
4. Early involvement in 3D planning and exercises by applicable IOs, NGOs, and
other agencies generates the familiarity and trust to succeed during a crisis and
in execution of the plan. Failure to establish this team prior to crisis risks limiting
effectiveness during the early stages of a response, where effectiveness is most
critical.
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