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Breda Gavinsmith, Public Health Nutritionist SUN Movement Secretariat
- 1. Workshop on Strengthening EffectiveEngagement to Scale Up Nutrition Functional Capacities in the context of the SUN Movement Breda Gavin-Smith SUN Movement Secretariat
- 2. ‘If you wantto reach the end quickly, go alone. If you want to reach the end successfully, go together`
- 3. Key Points - FunctionalCapacities within the SUN Movement - Individual, Organisation & Environment - Issues providing greatest challenge to reaching functional capacity goals. - Bringing it all together - Participation
- 4. Capacity Development Technical CapacityFunctional Capacity
- 5. The three dimensions •MULTI-STAKEHOLDER ENGAGEMENT • MULTI-SECTORAL COORDINATION • MULTI-LEVEL ALIGNMENT
- 6. Issues Providing GreatestChallenge • Coordination arrangements • Building trust and leadership • Transparent accountability mechanisms • Knowledge Sharing
- 7. Bringing it alltogether • What is working well? • Where are the greatest needs & priortise? • Understand resources available and identify the gaps • Harness discussions to support a community of practice supporting SUN Movement in moving forward on functional capacities to Scale up Nutrition
- 8. Participation Your Workshop, YourIssues, Your Solutions, Your Movement
Editor's Notes
- #5 Technical capacities 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; education; etc. Functional capacities are the essential skills that allow for planning, implementing and monitoring and evaluating initiatives for scaling up nutrition in action. These capacities enable countries to plan, lead, manage and sustain initiatives across different sectors, among multiple stakeholders and between many levels of government
- #6 External Environment The context in which individuals and organizations put their capabilities into action impacts the performance of multi-stakeholders platforms in Scaling Up Nutrition. Issues such as political will, policy, legal and economic frameworks, governance mechanisms, power relationships, and social norms affect the performance of Multi-Stakeholder Platforms These external factors influence the development of an enabling environment for initiatives to be both successful and sustainable to Scale Up Nutrition. Institutional Capabilities Multi-stakeholder platforms function effectively when they support trusting and respectful interactions, based on mutual understanding, transparency, clarity of roles and the acceptance of responsibilities among their members. Necessary measures to improve the overall functioning and performance of an organization such as mechanisms to access, generate, manage and exchange information and knowledge and robust procedures to anticipate and address issues of conflict of interest support functional capacities at the instituational level. Individual Skills Individuals and groups who are working through multi-stakeholder mechanisms require the skills and ‘know-how’ to be able to engage and work together effectively. This means understanding the operating context in which they work, ensuring that institutions and systems are managed effectively, and that individuals have the relevant skills relating to leadership, knowledge management and accountability. are the skills, experience and knowledge that allow each person to perform. Some of these are acquired formally, through education and training, while others come informally, through doing and observing.
- #7 Coordination Arrangements- : these are the structures that have been created to support the Multi-stakeholder nutrition effort and the factors that facilitate or impede their functionality (efficiency, effectiveness and sustainability). Capacities to understand and analyse policies, procedures, institutional constraints, organizational priorities, commitments and language can support multi-stakeholders to plan and work together cohesively. Real sustainable improvements in nutrition outcomes will be driven by strong leadership and trust Anticipating and managing conflict of interest issues, promoting a shared vision and priority setting, cultivating negotiation skills, coaching and mentoring are key issues and skills leaders require within a MSP. Accountability: Creating a results based culture and accountability mechanisms enables individuals, systems and organizations to evaluate the impact of their behaviors and to adjust. Knowledge: The need for knowledge and information arises at all levels, from that of high ranking decision-maker at the national and international levels to community and individual levels. SUN countries and their MSPs require a coordinated approach to information sharing and knowledge thus enabling sound decision making. An open culture of information and knowledge sharing is promoted through the development of participatory approaches with partners
- #9 No one has all the answers. We are all here to learn through country experiences, through discussions you can have breakout session on the challenges and to priortise your needs. Understand resources and identify gaps.