SUN Movement Reporting Template, 2016 PAKISTAN

Transcription

1 SUN Movement Reporting Template, 2016 PAKISTAN 2016 Reporting Template: Joint-Assessment by National Multi-Stakeholder Platform April 2015 to April 2016 Process and Details of the 2016 Joint-Assessment exercise To help the SUN Movement Secretariat better understand how your inputs for the Joint-Assessment were compiled from stakeholders, and to what extent the process was useful to in-country stakeholders, please provide us with the following details: Participation 1. Did the following stakeholder groups provide specific inputs, whether in writing or verbally, to the Joint-Assessment? Group (provide number) / No (= 0) Government 20 Civil Society 14 Science and Academia 09 Donors 04 United Nations 10 Business 06 Other (please specify) 2. How many people in total participated in the process at some point? 63 1 Please note that the analysed results of this Joint-Assessment exercise will be included in the SUN Movement Annual Progress Report 2016 along with the details of how the exercise was undertaken in- country. 23/11/ :15:0023 November P a g e

2 Process 3. Was the Joint-Assessment data gathered and/or reviewed during a face-to-face meeting, or via ? Step Format Collection Meeting Y Y Review, validation Meeting Y Y 4. If a collection or validation meeting did take place, please attach a photo of it if possible Usefulness 5. If a collection or validation meeting did take place, would you say that the meeting was useful to participants, beyond the usual work of the MSP? / No Why? it was very useful as all the participants were able to self-assess themselves and then see for themselves, the progress country has made in the past one year. Page 2

3 N/A Not applicable Not started Started On-going Nearly completed Completed Nothing in Planning begun Planning completed and place implementation initiated Progress Marker not applicable to current context Implementation complete with gradual steps to processes becoming operational Fully operational /Target achieved/on-going with continued monitoring/ Validated/ Evidence provided Process 1: Bringing people together in the same space for action PROCESS 1: Bringing people together in the same space for action Strengthened coordinating mechanisms at national and sub-national level enable in-country stakeholders to better work for improved nutrition outcomes. Functioning multi-stakeholder and multi-sectoral platforms enable the delivery of joint results, through facilitated interactions on nutrition related issues, among sector relevant stakeholders. Functioning multi-stakeholder platforms (MSP) enable the mobilisation and engagement of relevant stakeholders, assist relevant national bodies in their decision making, enable consensus around joint interests and recommendations and foster dialogue at the local level. Progress marker 1.1: Select / develop coordinating mechanisms at country level DEFINITION This progress marker looks at the extent to which coordination mechanisms are established at government level and are regularly convened by high-level officials. It indicates if nonstate constituencies such as the UN Agencies, donors, civil society organisations and businesses have organised themselves in networks with convening and coordinating functions. POSSIBLE SIGNS Formal multi-sectoral and multi-stakeholder coordinating structure in place and functioning, such as a high level convening body from government (political endorsement) Official nomination of SUN Government Focal Point as coordinator Convene MSP members on a regular basis Appoint Focal Points/conveners for Key Stakeholder Groups e.g. Donor convener, Civil Society Coordinators, UN Focal Point, Business Liaison Person, Academic representative Institutional analysis conducted of capacity of high-level structure Establish or refine terms of reference, work plans and other types of enabling arrangements [Supporting documents requested] FINAL PLATFORM SCORE WHAT ACTIVITIES / INTERVENTIONS UNDERLIE EACH SCORE 3 GOVERNMENT National: SUN secretariat and National Fortification Alliance (NFA) secretariat established and operational with regular meetings IYCF TAG operational at National Level Provincial: SUN and PFA Secretariats established in all provinces and being operationalized. Stunting prevention steering committee functional at Sindh province level. Inter/Multi-sectoral Nutrition Technical Working Group having members from all sectors is notified and functional in all provinces. UN: -All steering committees are notified and SUN Secretariat are at different stage of operationalisation. -All provinces and regions have notified SUN Focal Points. Page 3

4 -Minutes of the meeting shared of MSP meeting is being shared. -ToRs and others are also available. DOR: Development partner membership was broadened 2013 to 2014, since then focus was on consolidation and strengthening networking and focus on coordinated action. CSO: SUN Civil Society Alliance (Federal, Punjab, AJK) Sindh Nutrition working group KP Nutrition cluster Technical Working Group on Nutrition in AJK State Steering committee Cell on Nutrition in KPK Federal Nutrition working group Punjab, GB, Balochistan SUN Secretariat BUSINESS: SUN Business network interaction started in 2014 and finally the completion of the same was achieved in March 16, whereby the coordination mechanism and Executive committee has been formed. The chair and Co-Chair has also been formally elected. It s also worth to be noted that during the formation meeting all the Business entities participated from their own resources which hugely commendable. SUNAR: SUNAR Pak will be formulated with 3 expertise from each province with the representation of 3 areas Page 4

5 Structurally and nominated completed Work has been initiated and things are moving forward Members from different province have been identified reviewed by an advisory committee Page 5

6 Progress marker 1.2: Coordinate internally and expand membership/engage with other actors for broader influence This progress marker looks at Expand MSP to get key members on board the extent to which Additional relevant line ministries, departments coordinating mechanisms and agencies on board e.g. nutrition-sensitive established by the sectors government and by non-state Actively engage executive level political leadership constituencies are able to Key stakeholder groups working to include new reach out to relevant members e.g. Development partners; diverse civil members from various society groups; private sector partnerships; media; sectors, to broaden the parliamentarians; scientists and academics collective influence on Engage with actors or groups specialised on nutrition-relevant issues. It specific themes such as gender, equity, WASH etc also analyses the extent to Establish decentralised structures and/or which local levels are involved processes that support planning and action locally, in the multi-stakeholdersector approach in nutrition and local levels, including community, and and create a feedback loop between the central (e.g. decentralisation of vulnerable groups. [Provide examples, if available] platforms). 3 GOVERNMENT: Different SUN networks have been established at National Level and in process at provincial level, Balochistan completed. There is involvement of all the line ministries and departments, academia, industry, UN and NGOs. Political leadership is on board and involved. UN: Commitments are sustained as per program implementation needs; however, utilisation of resources is very critical. All the possible signs have been achieved that is consultation with parliamentarian and others on nutrition issues, however it needs to be continued and monitored. DOR: It was established in Sep upon request of the Government s economic Affairs Division at the D-10 Meeting, to align donor support to strengthen efforts addressing malnutrition. The donors coordinate through: 1. Nutrition development partner forum meeting regularly 2. The Health, Population and Nutrition development partner s group established and meets quarterly regularly 3. The donor Steering committee for MDTF is established and meeting regularly CSO: Executive Committee members of SUN CSA (108 members) Provincial Focal Organisation exist in each province BUSINESS: SUN BN has started the engagement coordination with a wide range of the private sector businesses and Page 6

7 it has spread across all stakeholders of supply/value chains for broader membership. The emphasis is to engage all the relevant multi stakeholders in the supply/value chain under SUN BN. This would address the objectives and help in the implementation of program and projects under SUN BN in future. More than 33 members have formally joined the network, however, the formal 1st meeting of the EC members is due which will guide the network in approaching further with business community. Furthermore, the draft Business engagement strategy needs to be ratified by the EC which will give a road map for further engagement. Different thematic areas have been identified under the SUN business network and companies are from fast moving consumer group, pharmaceutical, salt, confectionary, rice, flour, food, plastics, packaging, agriculture and logistics as well as fisheries. These SUN BN partners are from all over the country including PVMA, PFMA, PPA etc Progress marker 1.3: Engage within/ contribute to multi-stakeholder platform (MSP) This progress marker looks at the actual functioning of the MSP to facilitate regular Ensure MSP delivers effective results against agreed work-plans Ensure regular contribution of all relevant MSP interactions among relevant stakeholders in discussions on: policy/legal stakeholders. It indicates the capacity within the multistakeholder platforms to actively engage all stakeholders, set significant agendas, reach consensus to framework, CRF, plans, costing, financial tracking and reporting, annual reviews. Regularly use platform for interaction on nutritionrelated issues among sector-relevant stakeholders Get platform to agree on agenda / prioritisation of issues influence decision making SUNAR: Those members who have shown intent for SUNAR have come from various expertise and on an individual basis contributed towards nutrition in their individual capacity as well as towards national nutrition strategy. Academia has initiated different degree programs 3 GOVERNMENT: Multi-sectoral TWGs functional in all provinces and regions with meetings to discuss nutrition related matters. Donors and partners are also invited to share their inputs UN: Planning is completed however action plans leading to implementation yet to be followed. DORS: Page 7

8 process and take mutual ownership and accountability of the results. Use results to advocate / influence other decisionmaking bodies Key stakeholder groups linking with global support system and contributing to MSP/nutrition actions e.g. financial, advocacy, active involvement Continue to support launching of events to advocate and sensitise politicians and decision makers, governments and donors. Sending strong messages and good press coverage supports the effectiveness of such coordinated campaigns. Provincial events are strongly supported by donors. CSO: P&DD Engagement Vision 2025 Bio fortification BUSINESS: Huge commitment has been observed by the community and the private sector would leverage its strengths including but not limited to in product innovation, research development, behaviour change communication, production and distribution of high quality products and achieving sustainable economic growth. SUNAR: Engaged academia from various provinces Page 8

9 Progress marker 1.4: Track, report and critically reflect on own contributions and accomplishments This progress marker looks at Monitor and report on proceedings and results of the capacity of the multistakeholder platform as a communication materials) on a regular basis MSP (including on relevant websites, other whole to be accountable for [Supporting documents requested from the latest collective results. It implies reporting cycle] that constituencies within the Key stakeholder groups tracking commitments and MSP are capable to track and are able to report on an annual basis, at a minimum report on own contributions e.g. financial commitments, Nutrition for Growth and achievements. commitments, etc. 2 GOVERNMENT: TWGs are functional with meetings and report to steering committee but not regularly. This helps in monitoring of the activities UN: UN Nutrition Network is fully operational and is working under joint Work Plan where targets are evaluated annually. DOR: Reports and updates are shared regularly in the various fora. Analytical products, assessment results and strategic documents are regularly shared and available via donor s online platforms and to the public. Financial commitments of donors are available at the donor s online platform. Online, support is tracked through the EAD tracking system. CSO: Punjab Partners roundtable (1 meeting) SUN CSO Strategy is developed along with operational plan and indicators BUSINESS: Since the engagement strategy needs to be ratified the tracking mechanism will be developed to critically monitor the contributions and accomplishments. Progress marker 1.5: Sustain the political impact of the multi-stakeholder platform This progress marker looks at Integrate MSP mechanism on nutrition into how the multi-stakeholder national development planning mechanisms approach to nutrition is SUNAR: The process has started and we are encouraged different professional societies to be part of this 3 GOVERNMENT: These nutrition related activities for different departments have been included in annual Page 9

10 institutionalised in national development planning mechanisms and in lasting political commitments, not only by the government executive power but also by the leadership of agencies and organisations. Continuous involvement of the executive level of political leadership irrespective of turnover Institutional commitments from key stakeholder groups development plans and there is strong political commitment at national and provincial level. UN: Vision 2025 reflects nutrition, SUN and multi sectoral are owned by the highest government institutions at federal and provincial level. DOR: Commitments are sustained as per program implementation needs; however, utilisation of resources is slow and very critical. CSO: Priority of all SUN CSA members plan. SUN CSA strategy is being included in the CSOA partners own strategy BUSINESS: Since the engagement strategy needs to be ratified the tracking mechanism will be developed to critically monitor the contributions and accomplishments. SUNAR: Commitment is there and academia are planning to introduce nutrition courses as well as integration of institutional research with SUNAR objectives were proposed by SUNAR member. Stakeholders Description/ Key contribution of each stakeholder to Process One Government - UN - Donor - Business - CSO - Others - Page 10

11 OVERALL SUMMARY OF PROGRESS ACHIEVED OVER THE PAST YEAR (APRIL 2015 APRIL 2016) FOR PROCESS 1: Bringing people together in the same space (i.e. Overall achievements/positive changes/ key challenges and suggestions for improvements/ other relevant activities in the context of scaling up nutrition efforts in country) 3 Government All steering committees are notified and SUN Secretariats at provincial levels are at different stages of operationalisation. All provinces and regions have notified SUN Focal Points. SUN Units at the Federal and provincial levels are bringing multiple stakeholders of all levels together. UN SUN UN network is proactively planning and coordinating with all the key stakeholders. UN Network is working under One UN Umbrella and is enhancing the efforts for bringing all stakeholders together. UN has work plans and are working on flag ship proposals jointly for effective coordination. Donor The process during the reporting period remains similar to the previous reporting period. Donor commitments increased during the reporting period allowed to continue the awareness raising and advocacy process to aim for a coordinated process in scaling up nutrition. Opportunities for financing of nutrition interventions increased during the reporting period; also public sector nutrition projects became formally effective during the reporting period. The utilization rate of available resources remained a challenge. Off budget support and direct implementation through TA agencies was a tangible action towards improving nutrition. Donor coordination continues with quarterly meetings on strategic directions, share information on progress and coordinate financial allocations to support the provincial efforts in scaling up nutrition. The donors network engaging with other sectors (non-health sectors and actors) to embed and strengthen nutrition multi-sectorally, focusing on the provinces particularly around food security, agriculture, and water, sanitation and hygiene, social protection. CSO CSO are participating in provincial dialogue and have been part of round table meeting. SUN CSA strategy has been included in the different organizations own strategy and is being used. Business Business Network has been established and their engagement strategy has been endorsed and formed. Executive Council has been formed with Chair and Co-chair from the business community. Academia & Research The process has been initiated and formal Launch of SUNAR Pak will streamline many things. Suggestions: Linking strategic objectives to financial allocations, such as the Vision 2025 objectives to resource allocation, through Economic Affairs Division and Ministry of Finance and national time bound plans, PSDP, 5 year plans and annual work plans. This also requires a link to the other various sectors engaged to support nutrition. Joint EC session of both Business and Academia & Research Network. Page 11

12 Process 2: Ensuring a coherent policy and legal framework N/A Not applicable Not started Started On-going Nearly completed Completed Nothing in place Planning Planning completed and begun implementation initiated Progress Marker not applicable to current context Implementation complete with gradual steps to processes becoming operational Fully operational /Target achieved/on-going with continued monitoring / Validated/ Evidence provided Process 2: Ensuring a coherent policy and legal framework The existence of a coherent policy and legal framework should inform and guide how in-country stakeholders work together for improved nutrition outcomes. Updated policies, strategies and legislations are fundamental to prevent conflicts of interest among the wide range of actors involved in a complex societal topic such as nutrition. This process focuses on the enabling policy and legal environment. Progress marker 2.1: Continuously analyse existing nutrition-relevant policies and legislations DEFINITION This progress marker looks at the extent to which existing nutrition-relevant (specific and sensitive) policies and legislations are analysed using multi-sectoral consultative processes with representation from various stakeholders, especially civil society representatives. It indicates the availability of stock-taking documents and continuous context analysis that can inform and guide policy making. POSSIBLE SIGNS Regular multi-sectoral analysis and stock-take of existing policies and regulations Reflect on existing policies and legal framework Existence of review papers Indicate any nutrition relevant (specific and sensitive) policies and legislations identified, analysed during the reporting period and specify the type of consultative process that was applied Minimum Requirements for Scoring 4: Countries are required to provide evidence of the analysed policies and legislations FINAL PLATFORM SCORE WHAT ACTIVITIES / INTERVENTIONS UNDERLIE EACH SCORE 3 GOVERNMENT: PC-I of nutrition (health sector specific) approved for the provinces on the basis of integrated nutrition policy guidance notes and strategies and different provinces at different stages of implementation. Pakistan Multi-sectoral Nutrition strategy is in the process of formulation. National Fortification Alliance of Pakistan revitalized and work is under way for the formulation of National Fortification Strategy. Nutrition Sensitive sector plans also formed in most of the provinces. UN: Technical assistance was provided to support the inclusion of nutrition within Pakistan Vision Vision 2025 is in place as a principal development guideline after consultative process. Furthermore multispectral nutrition guidelines are in place. DOR: Donor support for analytical work and evidence generation continued (i.e. globally funded research work, i.e. CCT and nutritional impact, early child hood 23/11/ :15:0023 November P a g e

13 development and nutrition, preparatory assessment work, MQ SUN assessment, WASH and nutrition: pathways and linkages, a diagnostic tool, Supporting nutrition through multi-sectoral initiative. CSO: Involvement in breastfeeding laws enactment in all four provinces. Iodine law is being executed in Sindh, Punjab and KPK. Involvement in Multi Sectoral Nutrition Strategy (Provincial and National), National Health Vision and Pakistan Vision 2025 BUSINESS: Private sector businesses are participating in the dialogue with public sector organization for formulating policies and legal framework on Enabling Environment and it covers different aspects of the supply chain including but not limited to food, quality, production, trade, finance, product development, technology up gradation, consumer products, workforce etc. Pre and post harvesting losses are high... SUNAR: Individual members of academia have contributed towards nutrition strategy. Progress marker 2.2: Continuously engage in advocacy to influence the development, update and dissemination of relevant policy and legal frameworks This progress marker looks at 3 GOVERNMENT: the extent to which in-country Existence of a national advocacy and All the national documents including Vision 2025, Next stakeholders are able to communication strategy Five Year Plan, PC-Is, NFA, SUN etc. have focus on contribute, influence and Advocacy for reviewing or revising policies and Nutrition. Parliamentarians are also fully involved with committees on Nutrition, SDGs etc. In some provinces/ advocate for the development legal framework with assistance from other MSP regions still some more work is required like AJK, GB & of an updated or new policy members to ascertain quality FATA and legal framework for Develop common narrative and joint statements improved nutrition and its to effectively influence policy making UN: dissemination (i.e. advocacy Parliamentarians and other stakeholders are constantly and communication strategies engaged on key nutrition issues and evidence generated through NNS, it is seen in government briefings and press in place to support the statement. Page 13

14 dissemination of relevant policies).it focuses on how countries ascertain policy and legal coherence across different ministries and try to broaden political support by encouraging parliamentarian engagement. It also focuses on the efforts of in-country stakeholders to influence decision makers for legislations and evidencebased policies that empower the most vulnerable and disadvantaged (children and women) through equity-based approaches. Parliamentary attention and support (e.g. groups that deal specifically with nutrition; votes in support of MSP suggested changes) Influence of nutrition champions in advancing pro-nutrition policies Key stakeholder groups promote integration of nutrition in national policies and other related development actions Publications, policy briefs, press engagement examples, workshops Dissemination and communication of policy / legal framework by key stakeholders among relevant audiences Minimum Requirements for Scoring 4: Countries are required to provide evidence of advocacy impact on policy and legal frameworks and supporting strategies DOR: During the reporting period, the donor community continued to advocate and support the incorporation of nutrition into sector policies and programmes. Nutrition sensitive programmes are under formulation. On and off budget support for nutrition sensitive interventions increased. CSO: Contributions in IYCF Strategy, IYCF-E Strategy is in process, Advocacy on Nutrition emergency in Sindh and Vitamin A guidelines etc. BUSINESS: Key stakeholders have been part of the network including the Government and after formation of the EC and endorsement of the strategy will include developing national advocacy and communication strategy keeping in view the private sector engagement. SUNAR: Discussed the plan and developmental plan for way forward. Page 14

15 Progress marker 2.3: Develop or update coherent policies and legal frameworks through coordinated and harmonised in-country stakeholders efforts This progress marker looks at the extent to which in-country 2 GOVERNMENT: Nutrition multi-sectoral guidance notes and nutrition stakeholders - government policies formed. There is complete involvement and harmony between different ministries, departments and (i.e. line ministries) and nonstate partners - coordinate stakeholders. their inputs to ensure the development of a coherent Legislations are also in place in many areas and work is in progress in the remaining. policy and legislation framework. Coordinate nutrition policies and regulation between relevant line-ministries E.g. - Existence of national ministerial guidelines / advice / support for mainstreaming nutrition in sector policies. Key Stakeholder Groups coordinate and harmonise inputs to national nutrition related policies and legislation (specific and sensitive) Develop/update policies / legal framework with assistance from other MSP members to ascertain quality. Existence of updated policies and strategies relevant (specific and sensitive) Existence of comprehensive legislation relevant to nutrition with focus on International Codes for BMS, food fortification and maternal leave and policies that empower women Ascertain nutrition policy coherence with other, development-related policies such as trade, agriculture, other Minimum Requirements for Scoring 4: Countries are required to provide evidence of the policies and legislations developed through coordinated efforts Breast Feeding laws in Balochistan KP, Sindh and Punjab. USI Law passed in Sindh and GB. Resolutions passed in KP, Balochistan and Punjab. UN: UN Network strongly followed IYCF bill is passed but not yet enforced. DOR: Federal policies and regulatory framework are under discussion, inputs provided, the National Fortification Alliance was established, otherwise little progress during the reporting period (i.e. food security policy, zero hunger programme did not develop further etc.). CSO: Multi-sectoral approach is universally prioritised BUSINESS: These will be aligned with Business Engagement strategy. SUNAR: Individual efforts have been quite substantially though on a common platform it has to be integrated and coordinated Progress marker 2.4: Operationalise / enforce the legal frameworks This progress marker looks at Availability of national and sub-national the availability of mechanisms guidelines to operationalise legislation 2 GOVERNMENT: Page 15

16 to operationalise and enforce legislations such as the International Code of Marketing of Breast-Milk Substitutes, Maternity Leave Laws, Food Fortification Legislation, Right to Food, among others. Existence of national / sub-national mechanisms to operationalise and enforce legislation [Please share any relevant reports/documents] Minimum Requirements for Scoring 4: Countries are required to provide evidence of law enforcement Operational guidelines for different legislative frameworks have been prepared at national and provincial level, but implementation and enforcement is still at initial stages and a lot of work is required for effective enforcement UN: Some mechanics alike maternity leave exist and enforced however it s enhancement as per ILO rules is yet to be required. Moreover enforcement of BMS code is ambiguous. DOR: Policies and strategy are triggering legal frameworks or accountability as well as grievance redressal mechanism. Such mechanisms are embedded in the programme design, i.e. donor funded public sector nutrition programme Balochistan and Sindh. CSO: Infant feeding board in ICT and Four provinces CSOs don t have any direct role in enforcement of legislation, but have strong role in advocacy USI Policy BUSINESS: Since its in early stage BN will coordinate and provide technical inputs to produce quality framework facilitating in improving the nutrition status of the country. SUNAR: SUNAR has in its objectives highlighted though needs to be operational or initiated Progress marker 2.5: Track and report for learning and sustaining the policy and legislation impact This progress marker looks at Existence and use of policy studies, research 1 GOVERNMENT: the extent to which existing monitoring reports, impact evaluations, public PC1 implementation has started recently, so out come and policies and legislations have disseminations etc. impact evaluation is still far. Page 16

17 been reviewed and evaluated to document best practices and the extent to which available lessons are shared by different constituencies within the multi-stakeholder platforms. Individual stakeholder groups contribution to mutual learning Minimum Requirements for Scoring 4: Countries are required to provide evidence of lessons learned from reviews and evaluations, such as case studies and reports UN: Regular reviews and evaluation, sharing of evidence building and case studied, support to NNS and MICS and their dissemination. DOR: During the reporting period 3 provinces endorsed their inter-sectoral strategies, operationalization has started in 2 provinces. They are not linked to a legal framework, which could be envisaged for future. CSO: Advocacy for implementation of Multi-Sectoral Nutrition Strategies and BF laws in all provinces. BUSINESS: Planning has started. SUNAR: Network is about to be established. Nothing is in place. Stakeholders Description/ Key contribution of each Stakeholder to Process Two Government - UN - Donor - Funded and implemented analytical work, such as for example theory of change for nutrition, inter-sectoral support for nutrition, provincial nutrition assessments. However, it is difficult to differentiate between donors and TA agencies in this regard, influencing policies are joint efforts. Business - CSO - Others - OVERALL SUMMARY OF PROGRESS ACHIEVED OVER THE PAST YEAR (APRIL 2015 APRIL 2016) FOR PROCESS 2: Coherent policy and legal framework (i.e. Overall achievements/positive changes/ key challenges and suggestions for improvements/ other relevant activities in the context of scaling up nutrition efforts in country) Page 17

18 2 Government The Government has approved the Nutrition specific and Health Integrated Nutrition PC-Is of the provinces along with the formulation of policies like Pakistan Vision 2025 & Next Five year plan with consultation from all stakeholders. SUN secretariats have been established at Federal & Provincial Levels with the support of nutrition partners. Pakistan Multisectoral Nutrition Strategy is being formulated with the inputs from all the partners, provinces and stakeholders. Similarly National Fortification Strategy and Fortification Standards are in the process of formulation. UN SUN UN network supports the government for development and adoption of various policies and frameworks. Tracking and reporting of results for steering and learning is being strengthened through joint monitoring and reviews. Donor Building on the achievements of the previous reporting period, the actual reporting period focused on the support to operationalise planning, prepare action and workplans and design projects for implementation. The suggestion is to deepen the focus to translate planning into action. Continue to support the operationalization and the formulation of project proposals for nutrition sensitive and nutrition specific interventions in priority areas. Various sectors engagements and commitments to be enhanced in some locations. Strengthen efforts for a stronger incorporation of nutrition in non-health sectors. Support the Government in strengthening nutrition structures at all levels. More commitments can be ensured once operational plans and scaling up plans are in place. CSO Feedback by CSOs to relevant policies. Budgetary analysis of nutrition is planned. Capacity building of CSOs to have nutrition sensitive organisation policies and strategies. Sustained advocacy and CSOs should be engaging with enforcement agencies. Awareness for more complaints and complaints mechanisms should be established and strengthened. Business Business Network has been formulated with its engagement strategy in place. The enforcement of policies is the key challenge and business community is willing to contribute in the implementation process. Academia & Research SUNAR Pak is going to be established soon with the selection of Executive Committee Suggestions: 1) Analysis of what will it cost to achieve the WHA targets for Pakistan. 2) What will it cost to reduce stunting by 50% by the year Develop costing models for direct nutrition interventions, nutrition sensitive interventions. 3) Mainstreaming nutrition in agriculture investment programmes. 4) Operational research on cost-effectiveness of different approaches to management of acute malnutrition. 5) Review the existing policies & framework & provide technical inputs for coherence and strategizing in accordance to the country needs Page 18

19 Process 3: Aligning actions around a Common Results Framework N/A Not applicable Not started Started On-going Nearly completed Completed Nothing in place Planning Planning completed and begun implementation initiated Progress Marker not applicable to current context Implementation complete with gradual steps to processes becoming operational Fully operational /Target achieved/on-going with continued monitoring/ Validated/ Evidence provided Process 3: Aligning actions around a Common Results Framework (CRF please see ANNEX 4 for the definition) The alignment of actions across sectors that significantly contribute to nutrition improvement demonstrates the extent to which multiple sectors and stakeholders are effectively working together and the extent to which the policies and legislations are operationalised to ensure that all people, in particular women and children, benefit from an improved nutrition status. This process delves into the operational side of policy and legal frameworks and how they translate into actions 2. The term Common Results Framework is used to describe a set of expected results agreed across different sectors of Governments and among key stakeholders through a negotiated process. The existence of agreed common results would enable stakeholders to make their actions more nutrition driven through increased coordination or integration. In practice, a CRF may result in a set of documents that are recognised as a reference point for all sectors and stakeholders that work together for scaling up nutrition impact. Progress marker 3.1: Align existing actions around national nutrition targets/policies DEFINITION POSSIBLE SIGNS FINAL PLATFORM SCORE This progress marker looks at the extent to which in-country stakeholder groups take stock of what exists and align their own plans and programming for nutrition to reflect the national policies and priorities. It focuses on the alignment of actions across sectors and relevant stakeholders that significantly contribute towards improved nutrition. Note: while Progress Marker 2.1 looks at the review of policies and legislations, Progress Marker 3.1 focuses on the Multi-sectoral nutrition situation analyses/overviews Analysis of sectoral government programmes and implementation mechanisms Stakeholder and nutrition action mapping Multi-stakeholder consultations to align their actions Map existing gaps and agree on core nutrition actions aligned with the policy and legal frameworks WHAT ACTIVITIES / INTERVENTIONS UNDERLIE EACH SCORE 3 GOVERNMENT: Most of the policies and frameworks have been developed keeping in mind the national nutrition policies and priorities. All these were process of a detailed consultative process and individual department are assigned roles and responsibilities related to nutrition. UN: Fully aligned with national priorities. DOR: Resources are made available as per global and local evidence and Government priorities and requests. E.g. 2 Actions refers to interventions, programmes, services, campaigns and enacted legislation or specific policy. The 2013 Lancet Series on Maternal and Child Nutrition provides a set of evidence-based high-impact specific nutrition actions including the uptake of practices such as exclusive breastfeeding for six months 23/11/ :15:0023 November P a g e

20 review of programmes and implementation capacities Minimum requirements for scoring 4: Countries are required to provide documentation supporting the alignment Provincial action plans to reduce stunting are in preparation. Sindh s Action plan submitted as draft. CSO: All CSOs are implementing all the indicators mentioned, as per their programming area BUSINESS: Business network engagement strategy is in place. SUNAR: SUNAR objectives are aligned at a national level though work needs to be taken at common plat form Progress marker 3.2: Translate policy and legal frameworks into an actionable Common Results Framework (CRF) for scaling up nutrition This progress marker looks at the extent to which in-country stakeholders are able Defining the medium/long term to agree on a Common Results Framework to effectively align implementation objectives Defining the implementation process interventions for improved nutrition. The with clear roles for individual CRF is recognised as the guidance for medium-long term implementation of stakeholder groups 3 Agree on CRF for scaling up nutrition. actions with clearly identified nutrition Elements of a CRF would include: Title of targets. Ideally, the CRF should have the CRF; implementation plans with identified the coordination mechanism defined roles of stakeholders in key (and related capacity) and defined the sectors (e.g. health, agriculture, social roles and responsibilities for each protection, education, WASH, gender); stakeholder for implementation. It should encompass an implementation matrix, an cost estimates of included interventions M&E Framework and costed ; cost estimates for advocacy, interventions, including costs estimates coordination and M&E; capacity for advocacy, coordination and M&E. strengthening needs and priorities Assessment of coordination capacity to support CRF 2 GOVERNMENT: All the departments and actors sensitized about their role and targets. All the targets and monitoring indicators would lead to a common result framework and monitoring mechanism. The process of monitoring of CRF in initial stages UN: Block allocation in nutrition PC1 and number of nutrition development programmes are reviewed for nutrition sensitivity at provincial level. DOR: A Results Framework is being developed for the Pakistan Partnership for Improved Nutrition MDTF. This provides a good framework for intersectoral work at larger scale, with a great potential for expansion and replication ( e.g. Sindh Action Plan for reducing stunting and coordination of donor contribution towards the action plan) 3 This assumes existence of multi-sectoral and multi-stakeholder coordination and engagement under Process1 Page 20

21 Minimum requirements for scoring 4: Countries are required to provide evidence of a robust plan that has been technically and politically endorsed CSO: CSO Alliance 5 years strategy ( ) BUSINESS: Business network strategy is in place. Progress marker 3.3: Organise and implement annual priorities as per the Common Results Framework This progress marker looks specifically at Assessments conducted of capacity for the national and local capability to implementation, including workforce sequence and implement the priority and other resources actions. This requires, on the one hand, a Sequencing of priorities to mobilise and clear understanding of gaps in terms of develop capacity of implementing delivery capacity and, on the other hand, entities in line with assessments and a willingness from in-country and global agreed arrangements stakeholders to mobilise their technical Existence of annual detailed work plans expertise to timely respond to the identified needs in a coordinated way. with measurable targets to guide implementation at national and subnational level Institutional reform implemented as needed to increase capacity of coordination mechanism Minimum requirements for scoring 4: Countries are required to provide evidence of aligned actions around annual priorities such as an annual work plans or implementation plan Progress marker 3.4: Jointly monitor priority actions as per Common Results Framework SUNAR: Though the objectives of SUNAR encompasses the national needs of nutrition, however it s in infancy 2 GOVERNMENT: Before formulation of PC1s, assessment of capacity was carried out and priorities chalked out. Detailed annual work plans with measurable targets are prepared by most of the provinces. UN: Annual work plan are in place and fully aligned with national priorities. Moreover UN Nutrition Network under SPA 6 works under joint outputs and outcomes. DOR: Aim is to continue to support the provincial government to create their RFs for scaling up inter-sectoral actions for nutrition CSO: SUN CSO Alliance strategy (Action Plan is in process) BUSINESS: Business network strategy is in place. SUNAR: Once action are initiated this will be done Page 21

22 This progress marker looks specifically at how information systems are used to monitor the implementation of priority actions for improved nutrition. It looks specifically at the availability of joint progress reports that can meaningfully inform the adjustment of interventions and contribute towards harmonised targeting and coordinated service delivery among in-country stakeholders. Information System (e.g. multi-sectoral platforms and portals) in place to regularly collect, analyse and communicate the agreed indicators focusing on measuring implementation coverage and performance Existence of regular progress reports Conducting of joint annual/regular reviews and monitoring visits Adjustments of annual plans, including budgets based on analysis of performance Existence of participatory monitoring by civil society Minimum requirements for scoring 4: Countries are required to provide evidence of regular/annual joint review of implementation coverage and performance of prioritised actions 2 GOVERNMENT: Merging of MIS and NIS in process. A health and Nutrition Dashboard has also been prepared at the national level. Regular project visits and review is being done at Balochistan and Punjab Reports from technical working groups also aid in progress review UN: Monitoring mechanism are finalized and being negotiated to put in action. Regular SPA 6 reporting, flagship proposals. DOR: Conduct joint support mission to review the implementation status of implementation of Governments Nutrition Investments (PC-1s), joint workshops to prepare lessons learnt or develop phase over or implementation strategies. CSO: SUN CSO Alliance strategy (Action Plan is in process) BUSINESS: Business network strategy is in place. SUNAR: Once actions will be planned, monitoring and evaluation will be streamlined accordingly Progress marker 3.5: Evaluate implementation of actions to understand, achieve and sustain nutrition impact This progress marker looks specifically at Reports and disseminations from how results and success is being evaluated to inform implementation population-based surveys, implementation studies, impact evaluation and operational research 3 GOVERNMENT: Just started planning (The evaluation would be carried out after the projects are implemented completely) UN: Page 22

23 decision making and create evidence for public good. Capture and share lessons learned, best practices, case studies, stories of change and implementation progress Social auditing of results and analysis of impact by civil society Advocate for increased effective coverage of nutrition-specific and nutrition-sensitive programmes Minimum requirements for scoring 4: Countries are required to provide evidence of evaluation of implementation at scale that demonstrates nutrition impact and are made available publicly UN Nutrition NW supported programme reviews, surveys and evaluations on regular basis. Moreover coverage surveys were also conducted time to time and results disseminated at national and international level. SUN News-letter is regularly disseminated. Nutrition Cluster Bulletin disseminated. DOR: Donors are continuously supporting the government for improving the understanding and impact of nutrition interventions. Pakistan joined the exercise on expenditure for nutrition and donor group supported the analysis. Donor s on budget support is part of the Governments expenditure tracking, as it appears under the public sector allocation once the projects are effective. Off budget support is not reflected and required a separate manual tracking. CSO: Not Started BUSINESS: Business network strategy is in place. SUNAR: Monitoring and evaluation will be streamlined accordingly based on the actions. Stakeholders Description/ Key contribution of each stakeholder to Process Three Government - UN - Donor - Support to the mobilisation resources to finance Sindh Action Plan for the Reduction of Stunting Business - CSO - Others - OVERALL SUMMARY OF PROGRESS ACHIEVED OVER THE PAST YEAR (APRIL 2015 APRIL 2016) FOR PROCESS 3: Common Results Framework for National Nutrition Plan (aligned programming) (i.e. Overall achievements/positive changes/ key challenges and suggestions for improvements/ other relevant activities in the context of scaling up nutrition efforts in country) Page 23

24 Government Pakistan Multi-sectoral Nutrition Strategy is being formulated with the consensus of all the stakeholders. Funds are being allocated with special mention of nutrition in PSDPs. Annual Development plans are also addressing nutrition as a subject and is step towards improving nutrition in the country. UN The UN network agencies have their own programmes aligned to the national nutrition relevant policies. Moreover, the organization, implementation and management of common result framework is an activity that needs to be strengthened for the future. Donor Since the devolution of political power, which started in 2011, the provinces are empowered and have full autonomy over their development priorities, legal frameworks and financial resources. Donors continue to support Government for large scale investment to nutrition with clear objectives and results frameworks. Incentivising the Government to invest in nutrition and aiming for a comprehensive programme approach financing against target achievements are under consideration. CSO SUN CSA has its strategy in place and action plan is being developed and would facilitate in creation of awareness about the nutrition activities in Pakistan. Business Business Engagement Strategy is in place and there is need for collaboration between businesses network and Academia & Research network. Businesses to implement & sustain nutrition impact policies in their businesses/along with create awareness. Academia & Research (SUNAR) SUNAR Pak is to be established soon and shall select its executive council. The council shall work with its members and SUN Secretariat to contribute in aligned programming for Pakistan in respect to nutrition. Page 24

25 Process 4: Financial tracking and resource mobilisation N/A Not applicable Not started Started Ongoing Nearly completed Completed Nothing in Planning Planning completed and place begun implementation initiated Progress Marker not applicable to current context Implementation complete with gradual steps to processes becoming operational Fully operational /Target achieved/on-going with continued monitoring/ Validated/ Evidence provided Process 4: Financial tracking and resource mobilisation Assessing the financial feasibility of national plans to implement actions for improved nutrition is essential to determine funding requirements. The latter is based on the capability to track planned and actual spending on nutrition across relevant government ministries and from external partners. The existence of plans with clearly costed actions helps government authorities and key stakeholders (e.g. UN, Donors, Business, Civil Society) to align and contribute resources to national priorities, estimate the required budget for implementation and identify financial gaps. Progress marker 4.1: Cost and assess financial feasibility DEFINITION POSSIBLE SIGNS FINAL PLATFORM SCORE This progress marker looks at the extent to which governments and all other in-country stakeholders are able to provide inputs for costing of nutrition-specific and nutritionsensitive actions across relevant sectors (costing exercises can be performed in various ways including conducting a review of current spending or an estimation of unit costs). Existence of costed estimations of nutrition related actions [please provide the relevant documentation] Existence of costed plans for CRF implementation Stakeholder groups have an overview of their own allocations to nutrition related programmes/actions [please provide the relevant documentation] Minimum requirements for scoring 4: Countries are required to provide documents outlining the costing method, and the costed programmes or plans WHAT ACTIVITIES / INTERVENTIONS UNDERLIE EACH SCORE 3 GOVERNMENT: Nutrition Specific PC-Is developed in all provinces mainly under health sector and these are costed. Nutrition sensitive interventions by line departments have their allocations by PND but the budget would be provided after their PC1s with these interventions are approved. UN: Nutrition plans within UN system are thoroughly costed and expenditure are tracked in RBM context. DOR: Government of Sindh has been supported to develop its costed plan; Balochistan and Punjab to follow soon CSO: CSO are regularly engaged in costing/ unit costing. Budgetary analysis in all four provinces BUSINESS: 23/11/ :15:0023 November P a g e