joyce njoro, senior programme officer, reach/un network for sun

25
Assessing Functional Capacity- Areas of consideration June 2015 Joyce Njoro

Upload: sunmovement

Post on 07-Aug-2015

31 views

Category:

Government & Nonprofit


1 download

TRANSCRIPT

Assessing Functional Capacity- Areas of consideration

June 2015

Joyce Njoro

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

nt a

nd y

oung

chi

ld f

eedi

ng

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

er a

nd s

anita

tion

…an

d m

any

othe

rs

Hou

seho

ld f

ood

secu

rity

and

sust

aina

ble

livel

ihoo

ds

Dis

ease

pre

vent

ion

and

cont

rol

Hea

lth s

yste

ms

stre

ngth

enin

g

Die

t di

vers

ifica

tion

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

9

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.

16

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

Overview of the REACH approach – 2015 22

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

Overview of the REACH approach – 2015 25

THANK YOU