joyce njoro, senior programme officer, reach/un network for sun
TRANSCRIPT
Overview of the REACH approach – 2015 2
Agenda
1. Introduction
2. Functional capacities Elements • Engaging in multi-stakeholder dialogue• Assessing a situation and creating a vision and mandate• Formulating policies, strategies and action plans • Budgeting, managing and implementation • Monitoring evaluation and learning
3. Developing a capacity strengthening plan
Overview of the REACH approach – 2015 3
Functional Capacity for nutrition governance
Capacity development includes both technical and functional capacities.
Functional capacities are defined as essential management skills that enable actors to plan, manage, change and sustain technical capacities- regardless of the sector or organization1.
Technical capacities, on the other hand, vary and are closely related to the sector or organizational context in focus. They are associated with particular areas of professional expertise. In nutrition these may include; infant and young child feeding; disease prevention and control; agriculture; food security; education1.
REACH is working in 15 countries where it supports the development of functional capacities related to nutrition governance. These include capacities for effective multi-sector and multi-stakeholder coordination for the elaboration, management and implementation of the national nutrition policies, strategies and plans at both national and sub-national levels.
1 FAO (2010). “Corporate Strategy on Capacity Development.” Rome
Overview of the REACH approach – 2015 4
Infa
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Functional capacities enable the sustainable development of technical capacities
Adapted from FAO Corporate Strategy for Capacity Development, 2009.
FUNCTIONAL capacities TECHNICAL capacities
Engaging in multi-stakeholder dialogues
Assessing a situation and creating a vision and mandate
Formulating policies , strategies and action plans
Budgeting, management and implementation
Monitoring, evaluation and learning Wat
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Overview of the REACH approach – 2015 5
Functional Capacities can be assessed at three different levels
Enabling Environment• Do policies and legal framework facilitate multi-
sectoral/multi-stakeholder action?• Is the socio-political environment facilitative?
Organisational level• Which organisations are relevant to nutrition? • Are the organisations goals, mission and vision aligned
to the national nutrition priorities? • How is nutrition articulated/mainstreamed within the
institution? • How do the organisations interact with each other and
how do they build synergies and meaningful partnerships?
Individual level• Do individuals have relevant skills, knowledge and
attitudes to achieve their organisational/institutional goals?
• What are the incentives that facilitate staff performance? • Are staff adequately supported to perform their roles?
Overview of the REACH approach – 2015 6
Capacity needs differ depending on where countries are
Mobilisation phase
Planning phase
Roll-out phase
• Countries require support in setting up a multi-sectoral bodies (e.g. Secretariat, working group) to coordinate the scale-up
• Support with stock taking and joint advocacy, visioning
• and require minimum support
• Develop/review policy and plan• Scale-up discussions• Multi-sectoral platform exisits but
requires some support for full operations
• Putting in place M&E systems• Developing sub-national plans• Resource mobilisation• Multi-sectoral platforms are operational
and require minimum support
Level of complexity
Overview of the REACH approach – 2015 7
Agenda
1. Introduction
2. Functional capacities elements • Engaging in multi-stakeholder dialogue• Assessing a situation and creating a vision and mandate• Formulating policies, strategies and action plans • Budgeting, managing and implementation • Monitoring evaluation and learning
3. Developing a capacity strengthening plan
Overview of the REACH approach – 2015 8
1. Engaging in Multi-stakeholder dialogues and partnerships
• Engage and build consensus on nutrition issues among all stakeholders
• Coordinate stakeholders and establish collaborative mechanisms;
• Create partnerships and networks; • Advocate and raise awareness around
nutrition issues; • Develop an enabling environment that
engages all relevant stakeholders; • Mediate divergent interests and build
trust.
Nutrition Secretariat
Technical Level
Coord. Mech.
High Level Coord. Mech.
Measurable Results
Sector Coord. Mech.
SUN networks
Sub-national Coord. Mech.
SUN FP
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Nutrition Governance Mechanisms in countries where REACH is present
High Level
Supra MinisterialOP, VP, PM Planning Comm.Chair: Host or MinisterMembership: Mostly all government
Line Ministry (LM)Ministry of Health or AgricultureChair: Host
Working/Technical Level
Supra ministerial or LMChair: Supra ministerial body or Line MinistryMay have co-chairing arrangements
Nutrition Secretariats
Supra ministerial body or LMMay have technical nutrition responsibilities and/or coordination role
MembersMostly all gov., includes S/H in few countries
MembersGov., & S/H
SUN MSP
4-100 staff
Policy & Strategic Direction
Support implm. & advice High level comm.
Support M/S coordination
SFP
The mechanisms have varying capacity needs to attain full function
Overview of the REACH approach – 2015 10
Aligning nutrition coordination architecture to existing structures- Ghana
Proposed nutrition coordination structure
CSPGLarge s/H groups convened by NDPC with membership from national to sub-national level e.g. CSPG Nutrition has > 60 members
Mandated to meet on a quarterly basis but in practice are convened on need basis (e.g. to validate policy)
Roles and resp. of this group not clearly defined , however, 6 working groups with TOR for specific tasks
Secretariat functions not fully integrated into the NDPC functions and therefore have a resource capacity gap (staff, finances etc)
Lack of high level multi-sectoral nutrition coordination mechanism
Level
Degree of multi-sectorality
Sector Working Groups (e.g. Agric, Educ, Health,
Social Welfare, WASH)
Agriculture Nutrition
Coordination
NCHCB
NANUPACC
CSPG*
Sectoral Multi-sectoral
TECH
NIC
AL
D
G
M
inis
teria
l Pre
side
ntial
No multi-sector high level
mechanism exists for nutrition
Ensuring political and technical level leadership for multi-sectoral nutrition actions
Health Sector
Sector Working Group (SWG)
Ministry of Health Director General
General AdministrationFinanceHR for Health
Development
Policy Planning Monitoring &
Evaluation
Other Directorates
Ensuring effective engagement at the sector level
DP Group
Note: NANUPACC - National Nutrition Partners Coordinating Committee, CSPG – Cross-Sectoral Planning Group
Ghana Health ServicesDirector General
National Child Health Coordinating Body (NCHCB)
Public HealthPolicy Planning Monitoring &
EvaluationHRFamily Health Other
Divisions
Nutrition Health Promotion
Geriatric Care
Reproductive and Child
Health
NANUPACC
Disease Surveillance
Disease Control
Overview of the REACH approach – 2015 13
2. Assessing a situation and creating a vision
• Define a common vision on how to address the nutrition problem with buy-in from all stakeholders;
• Ensure that the common vision translates into a rallying call for action – political, financial, technical, organizational etc;
• Effective communication of the common vision to all stakeholders;
• Use of evidence to understand and respond to issues holistically, to design evidence-based policies and programmes and to anticipate long-term needs as well as risks through effective synthesis of information.
Overview of the REACH approach – 2015 14
Defining and sustaining a common vision in Nepal
Mobilising S/H and defining
common vision
Policy strategy and action plan
dev.
Implementation and scale-up
In Nepal, stakeholders worked together to define a common vision for nutrition and develop a policy, strategy and action plan
The country is having challenges sustaining the common vision, which can be attributed to:
• Turn-over of leaders and nutrition champions • Entry of new members• Increased demands and responsibilities as the country moves to
implementation
Scaling up
nutrition
Overview of the REACH approach – 2015 15
3. Formulating policies and strategies
• Capacity to formulate a common results framework that binds all the actors into a common purpose
• Facilitate formulation of multi-sectoral legislation, policies, strategies; • Lead, manage and coordinate participation of key actors in a transparent
manner• Analyse a range of development parameters that may affect needs and
performance; explore different perspectives; long-term strategizing; and setting common objectives.
• Aligning of sector policies and strategies to national nutrition priorities • Clarity of mandates, strategies, inter-sectoral collaboration, processes etc.
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Ghana – NNP finalisation and sector policy / strategy alignment
National Nutrition Policy
Implementation Plan
Multi-sectoralLead Sector: Ministry of Health
HealthAgriculture &
FoodEducationHealth Agriculture Education
Other Sectors
Sector Policy / Strategy
informs
Current Status: Finalisation of Implementation Plan
Next steps: Alignment of sector policies/ strategies to NNP
Overview of the REACH approach – 2015 17
4. Budgeting, managing and implementing
• Ensure that nutrition actions are integrated into the sector/ sub-national medium term and annual work plans
• Mobilise resources from government and development partners to fund nutrition actions
• Project management capacities at different levels to coordinate, manage and implement nutrition plans in a multi-sector way.
• Manage and coordinate intra/inter-sectoral linkages at implementation and to ensure alignment by all stakeholders
• Foster linkages and communication lines between sectors, stakeholders, national and sub-national structures
• Project management capacities at different levels to coordinate, manage and implement nutrition plans in a multi-sector way.
• Foster linkages between sectors, stakeholders, national and sub-national structures
Overview of the REACH approach – 2015 18
National Medium-Term Development Policy Framework and opportunities to integrate nutrition
National Development Planning Commission
Ghana Shared Growth and Development Agenda
HealthAnnual Work Plan
Food & AgricultureAnnual Work Plan
EducationAnnual Work Plan
Ministry XAnnual Work Plan
Health MTDP
Food & Agriculture MTDP
Education MTDP
Ministry X MTDP
Note: MTDP – Medium-Term Development Plan
Supplementary guidelines for
nutrition developed
Nutrition integrated into national budget
framework
4-5 years
4 years
1 year
National Development Vision20 years
Implementation coordinated by respective Sector Working Groups
How to integrate nutrition actions into MTDPs?
Ministry of Finance
Opportunity to mobilise resources and align partner
support and programmes to
government priorities
How to ensure nutrition is prioritised in annual plans?
Extent to which nutrition is integrated into the national Planning framework
Overview of the REACH approach – 2015 19
District Planning
District Planning • In Nepal, NPC has the mandate to manage implementation, and through the
NNFSS, capacity of districts to develop nutrition plans has been developed starting with 6 districts prioritised for scale-up.
• These 6 districts have developed multi-sectoral nutrition plans that are aligned to the national budget cycle and have received funding from the MOF following lobbying by the NPC
• The next step is to scale-up this support to other districts
Overview of the REACH approach – 2015 20
5. Monitoring, evaluation and learning
• Monitor progress, commitments, evaluate outcomes and accurately measure results for learning, feedback, decision making and accountability
• Draw lessons and link to policy dialogue, planning and improved management of implementation
• Identify and agree on indicators to be tracked to measure change
• Link M&E results to policy dialogue, planning and management of implementation of the nutrition action plan.
Overview of the REACH approach – 2015 21
Nepal has advanced significantly in developing its M&E capacities
• Through the M&E working group, all sectors have participated in developing a consolidated and sector M&E framework including identifying of indicators.
• A common M&E platform is being designed and will be hosted and managed by the NFNSS (NPC).
• National M&E guidelines for the MNSP have been developed to guide sectors and districts.
• An online information portal to disseminate reports to wider stakeholders and decision makers has been defined.
• A national nutrition dashboard has been developed. Each line ministry also has in place its dashboard for nutrition.
• Leadership to operationalize the M&E framework at sector level.
• Definition of reporting and communication lines between the district and the NNFSS for M&E.
• Definition of modalities to share information to the district and community level without internet The information portal, while a good platform for knowledge sharing, is not easy to access by districts and communities without internet access.
• M&E staff capacities are weak, most M&E focal points at sector and district level do not have the relevant M&E skills
FUNCTIONAL capacities developed Areas that need strengthening
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Agenda
1. Introduction
2. Functional capacities elements • Engaging in multi-stakeholder dialogue• Assessing a situation and creating a vision and mandate• Formulating policies, strategies and action plans • Budgeting, managing and implementation • Monitoring evaluation and learning
3. Developing a plan
Overview of the REACH approach – 2015 23
Functional Capacity strengthening
The essence of assessing capacity gaps is to support countries to take action to strengthen the weak areas. The country stakeholders can therefore: • Identify and prioritise strategies to address existing gaps. These
strategies can range from a more strategic long term to short term actions.
• Develop a costed functional capacity development plan with clear roles and responsibility
• To the extent possible, this should be incorporated into the national nutrition action plan
• Resource mobilisation for capacity development
Overview of the REACH approach – 2015 24
Excerpt of a functional national capacity development plan- Ghana
Capacity need Indicators Timeline Responsible Support
Engaging in dialogues, partnerships and networks
Define the nutrition governance structure for nutrition at national, regional and district level, indicating linkages, membership, roles and responsibility and include in national nutrition policy/implementation plan.
- Endorsed coordination framework Short term SUN Secretariat CSPG nutrition, SUN networks
Advocate for establishment and operationalization of a nutrition inter-ministerial and a nutrition technical committee.
- TORs- No. of meetings
Short term NDPC- SUN focal point
SUN Focal Point, CSPG, UN, CSO, Donor network
Operationalize CSPG thematic working groups, identify leadership roles from NTCC, action plans and reporting.
- TOR- No. of meetings
Short term NDPC- SUN focal point
SUN Focal Point, CSPG, UN, CSO, Donor network
Establish and operationalise the SUN secretariat and fully integrate its functions in NDPC.
- Organogram & org. profile- Staff job descriptions - Performance contracts - Nutrition governance budget line
Medium term
NDPC SUN Focal Point, CSPG, UN, Donor network
Document lessons from existing pilots in three regions and few districts and scale-up nutrition coordination mechanisms at regional and district level.
- % of regions and districts with functional nutrition coordination mechanisms
Long term CSPG, NDPC NTCC, UN, CSO
Develop TORs for each SUN Network and strengthen the networks internal organisation to better engage with government.
- TORs for each network groups- Documented SUN Network deliverables and support
Short term SUN network groups
NTCC and SUN Secretariat