OPERATIONALIZING MULTI-SECTORAL COORDINATION AND COLLABORATION STRATEGIES FOR IMPROVED NUTRITION

• Published in: Annals of nutrition and metabolism 2017-10, Vol.71 (Suppl. 2), p.421
• Main Authors: Danton, Heather, Clark, Samantha, Klein, Alyssa, Du, Lidan, Titus, Sarah
• Format: Article
• Language: English
• Subjects: Agriculture; Collaboration; Feasibility studies; Life cycle engineering; Life cycles; Literature reviews; Malnutrition; Nutrition; Undernutrition
• ISSN: 0250-6807; 1421-9697
• DOI: 10.1159/000480486

Background and objectives: The 2013 Lancet nutrition series argues that in order to achieve global targets for reducing undernutrition, there needs to be a multi-sectoral approach including scaled-up, proven nutrition-specific interventions and nutrition- sensitive agriculture and other sector interventions. While a multi-sectoral approach is arguably the most effective way to improve nutrition, little evidence exists about how to implement it,. To understand the role multi-sectoral collaboration may play in improving nutrition, the SPRING Project asked: how can we make multi-sectoral collaboration operationally feasible? Methods: To answer this, SPRING conducted a literature review and analysis of attempts to coordinate nutrition across USAID portfolios in Bangladesh, Guatemala, and Rwanda. SPRING collected data through over 50 key informant interviews in those countries, and extensive review of project documents and existing literature. The Garrett conceptual model for working multi-sectorally was used to formulate interview questionnaires and analyze responses. 3 Results: The countries used different approaches and were at various stages in the cross-sector collaboration process, but shared similar obstacles in implementing structures, processes, and practices that affected their ability to initiate and sustain their efforts, including difficulties developing strategies that defined shared roles and responsibilities and systems for communications, monitoring and feedback. Lack of shared mandates and metrics created disincentives to investing time and resources toward collaboration. From findings, SPRING developed a set of key considerations along the program cycle that may contribute to making multi-sectoral collaboration more feasible and effective. Conclusions: While collaboration strategies, goals, and models vary, they often follow a similar life cycle that can be systematically designed, implemented, and monitored. Understanding the context and opportunities in each phase can help standardize certain key approaches and inform future strategies. Incorporating the recommendations highlighted by this assessment may lead to more successful and sustained collaboration for nutrition.