SENEGAL’S NUTRITION SITUATION Stunting rates by continent and countries over time Senegal is an exception on the average trend in AfricaText February 2011
SENEGAL’S NUTRITION SITUATION IN RELATION TO ITS ECONOMIC DEVELOPMENT – Comparison with IndiaNutrition improved in Senegal in the past 10 years, despite weak economicgrowthBy contrast, India’s malnutrition stagnated during this same period, despitestrong economic growth of around 6-7 percent/capita/year 9.00 8.00 7.00 6.00 5.00 4.00GNI 3.00 Senegal 2.00 1.00 India 0.00 -1.00 -2.00 00 01 02 03 04 05 06 07 08 09 10 Year (20XX)Text February 2011
Summary What happened in Senegal? What can we learn from the experience?1. Institutionalization of nutrition policies and programs2. Creation of implementation platform3. Prospects Text February 2011
INSTITUTIONALIZATION PROCESS 1950-1970 1970-2000 Since 2000 “Techno “Crises “Proactive approach" approach" management" NO NO 1. Creation of the National Committee for the Fight against Malnutrition (CNLM)Institutionalization in the Office of the President 2. In 2002, creation of CLM, in the Prime Minister’s Office 1. Policy letter on NutritionNutrition policy NO NO 2. Strategic plans 3. Sectoral policy letters 1. Incorporation in DRSP and DPES strategic planningPrioritization NO NO documents 2. Inclusion of nutrition in the national budget Text February 2011
INSTITUTIONALIZATION PROCESS How did we get to more than a decade of high-level institutional placement? 1995 - 2001 Context 1. Social consequences of structural adjustment policies 2. Devaluation of the national currency (CFA Franc) 3. Deterioration of living conditions and rise in povertyInstitutional placement inthe Office of the President 4. Authorities pay attention to the consequences of the situation on nutrition: political will 5. Nutrition identified as an alternative solution for the mitigation of the impact of the crisis 6. Strong support from a development partner (World Bank) Text February 2011
INSTITUTIONALIZATION PROCESS How did we get to more than a decade of high-level institutional placement? 2001 - today Context 1. Senegal signed the MDG declaration 2. Closing of a successful nutritional project 3. Continued political will 4. Moving from a project approach to aInstitutional Placement in programmatic approachthe Office of the Prime 5. Advocacy from experts and partners to keepMinister nutrition at the highest policy-making level 6. Broad consensus on the importance of the multisectoral approach 7. Strong support from a development partner (World Bank) Text February 2011
INSTITUTIONALIZATION PROCESS What are the risks and advantages of a high-level institutional placement? Advantages Risks1. Enhances ownership of nutrition 1. Change of direction as a result of a policy change in government2. Facilitates the insertion of nutrition in 2. Resistance from traditional sectors in sectoral policy and other key charge of nutrition reference documents 3. Paris Declaration recommendations to3. Facilitates the insertion of a budget reduce parallel coordination units in line in the national budget favor of strengthening the sectors4. Facilitates the implementation of multisectoral policy5. Enhances the credibility of nutrition with development partners Text February 2011
INSTITUTIONALIZATION PROCESS What can we learn from this experience?• The emergency situation was critical in our experience• Leadership by those who introduced the reforms was essential to influence government decisions• Nutrition leaders have to seize opportunities to position nutrition at the center of the economic and social development agenda of the country• It is important to propose a concrete and actionable solution to decision- makers.Constraints for replication:• It is not about the ideal position of nutrition in all countries• Each country has to find its own way to mobilize stakeholders and resources, and to ensure that each party takes ownership and responsibility Text February 2011
EVOLUTION OF THE IMPLEMENTATION PLATFORM 1950-1970 1970-2000 Since 2000 “Techno “Crises “Proactive approach" approach" management"Involvement of NO NO All ministries representedLine Ministries in CLM (health, education, etc.)Involvement of Implementation overseen by NO NOLocal Governments Local GovernmentInvolvement of Network of NGOscivil society developing nutrition NO NO activities Involvement of Private sector industriesthe private sector NO NO involved in the fortification component Text February 2011
EVOLUTION OF THE IMPLEMENTATION PLATFORM How did we involve so many stakeholders around the nutrition theme? - Development of standards and protocols on nutrition by the different sectors involvedInvolvement of Line - Integration of nutrition in sectoral policiesMinistries or partnershipswith public services - Implementation of nutrition-specific or nutrition- sensitive interventions at national and local level - According to the Decentralization Policy, nutrition has been decentralized to the level of Local GovernmentInvolvement of Local - Integration of nutrition in Local Development PlansGovernment consideredas a window of - Financing of nutrition by Local Governmentopportunity for nutrition - Local Government take responsibility for monitoring and social mobilization Text February 2011
EVOLUTION OF THE IMPLEMENTATION PLATFORM How did we involve so many stakeholders around the nutrition theme? - NGO selection by local stakeholders - Contractual Agreement Local Government and NGOInvolvement of civil - Implementation of nutrition-specific or nutrition-society or use ofhorizontal structures for sensitive interventions adapted to local contextsimplementation - Discussions on application of norms and standards (e.g. food fortification) Involvement of the - Support to private sector industries for food private sector to promote fortification with iron, vitamin A and iodine social responsibility Text February 2011
THE IMPLEMENTATION PLATFORM What can we learn from the implementation platform? - Facilitates coordination of sectoral interventions - Strengthens accountability of stakeholders - Facilitates the decentralization of the results-based management of interventions (planning and monitoring implemented at community levelLimitations to its replicability:- Political will to decentralize is not always available- Capable horizontal structures have to be present at the national level to ensure the success of nutrition interventions at community level- Dependable financial support is needed to sustain the implementation and support system Text February 2011
PROSPECTS The different crises have taught us that we need to keep building and strengthening because gains are still fragile Our challenge for the next five years:- Consolidate the system, implementation and results • Strengthen the stakeholders’ ownership and accountability (Local Government, ministries, private sector) • Adapt to stakeholders’ changing roles • Strengthen CLM and its catalytic role- Strengthen multisectoral activity - Develop a more inclusive strategic document • Strengthen dialogue among stakeholders • Increase funding for pro-nutrition interventions• Strengthen CLM • Strengthen its ability to respond to emerging situations • Stimulate and maintain CLM’s innovation capacity • Overcome the difficulty of mobilizing public financing (in Senegal, the plan is for an increase from $0.35 M per year between 2002-2006 to $7.8 M per year in 2016) Text February 2011
PROSPECTS The different crises have taught us that we have to keep building and strengthening because gains are still fragile Our challenge for the next five years:- Strengthen the SUN movement • Intensify stakeholders’ involvement • Develop strong partnerships in policy dialogue and financial support • Strengthen accountability of the different actors • Strengthen the monitoring and evaluation systems • Strengthen and adapt the intervention strategies according to local contexts • Strengthen the multisectoral implementation platform around key sectors such as agriculture, education, environment, and health by initiating and implementing nutrition-sensitive interventions Text February 2011
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