1

AreviewofnationaldonorcoordinationmechanismsfornutritioninSUNcountries

ChrisLeather,March2017

ExecutiveSummaryThisreportpresents the findings,conclusionsandrecommendationsofan independentreviewofnationaldonorcoordinationmechanismsonnutritionincountriesbelongingtotheScalingUpNutrition(SUN)Movement.Nutrition donor coordination mechanisms have increasingly been making positivecontributions to nationalmulti-stakeholder processes in SUN countries, particularly inhelping to strengthen government coordination andmulti-sectoral plans.However, theextentofsupporttonationalbusinessandcivilsocietynetworksismixed.Donorsaredoingbetteratharmonizingpolicyandtechnicalsupportthanimprovingtheharmonization of programmes and funding systems. Alignment of donor investmentswith national plans may be improving in some countries but there is still a big gapbetweenrealityandrhetoric.Progressontrackingofbudgetsandexpendituresisencouragingbutthisoftendoesnottransitionintodiscussionbetweendonorsongapsandhowtofillthem.TheintentintheSDN2016-2020strategytoplacemoreemphasisonmoreandbetternutritionfinancingdoesnotyetappeartohavetranslatedintoabottomupapproachwithallnationaldonorcoordination mechanisms prioritising these fundamental issues and regularlycommunicatingonthemtogloballevel.The strength of government leadership is the most important factor influencing theperformanceofdonorcoordinationmechanisms.Inmechanismsthatareworkingwell,astrong commitment to aid effectiveness principles, especially country leadership, isdominantratherthanpursuitofagencyinterestsandcompetitionbetweenstakeholders.Clarityaboutcoredeliverablesandthesectoralscopearemoreimportantthanthetypeofparticipants in themechanisms. Inotherwords, the end ismore important than themeans. Joint UN / donor groups are more often a strength and potential conflicts ofinterest are normally managed well. The internal and external monitoring of theperformanceofdonorgroupsisinadequate.A strong donor convenor is a critical factor in successful donor networks. Without acatalystandfacilitatormanydonorcoordinationmechanismswouldnotfunction.Abilitytoperformtheroletothedesiredlevelisoftenconstrainedbylimitedtime,thedifficultyaccessing small amounts of money for donor coordination activities and inadequatecommunicationwith head offices and global SUN structures. Donor Convenorsmade ademand for catalytic funding to be made available at country level to support multi-stakeholderprocesses.Thereviewmakesthefollowingkeyrecommendations:

Ø Clarifypurpose.Monitorprogress:definecoreexpectedresultsandindicatorsofprogress for all national donor coordination mechanisms and encourageintegration into the SUN Movement annual joint-assessment methodology andwiderSUNMEALsystems

2

Ø Support national donor coordination mechanisms to catalyse a bottom upapproach to the tracking of investments, the identification of gaps and fundingsources

Ø Develop a template Terms of Reference for national donor coordinationmechanismsaswellasrevisingtheDonorConvenorToR.Collectivedonorimpactisasharedresponsibility.

Ø ValueandclarifytheDonorConvenorroleØ EnergizedecisionsintheSUNMovementonhowtomakecatalyticfundsavailable

tonationallevelØ Facilitate sharing of experiences between national mechanisms and enhance

global-nationalcommunications.

1. Introduction1.1. BackgroundandobjectivesofthereviewThis report presents the findings, conclusions and recommendations of anindependent review of the functioning of nutrition related donor coordinationmechanismsatnational level in countriesbelonging to the ScalingUpNutrition(SUN)Movement.ItwascommissionedbytheglobalSUNDonorNetwork(SDN).TheTermsofReference(ToR)ispresentedinAnnex1.Theintendedaudienceisnationaldonornetworksandmembersof theSDN. Theobjectivesstated in theToRcanbesummarisedasfollows:

• To gain a better understanding of SUN Donor Network structures atcountrylevel

• Toidentifybestpracticesandareasforimprovement• Toidentifyfactorsenablingorhinderingthefunctioningofnationaldonor

structures,includingthosethatdeterminethenatureandextentofdonorengagement

• To assess howdonors andUN agencies can be better aligned at countrylevelandhowtocreatesynergies

The review looked broadly at the performance of national donor coordinationmechanismsandthedifferentfactorsinfluencingperformance,includingtheroleplayedbyDonorConvenors.Inthisreporttheterm“nationaldonorcoordinationmechanismsonnutrition”isusedratherthan“SUNDonorNetworks”recognisingthatmanystructures involveUNandotherdevelopmentpartnersandareoftennotlabelledasSUNstructures.

1.2. ReviewmethodologyA consultant undertook the desk-based review over 22 days between 1stDecember2016and31stMarch2017.Thefollowingactivitieswereundertaken:LiteratureReview:AbibliographyofreviewedliteratureispresentedinAnnex2.17KeyinformantinterviewsSeeAnnex3foralistofkeyinformants:ü 8globallevelkeyinformants(5governmentdonors;1foundation;1UN;1SMS);ü 8 Donor Convenors (Cote d’Ivoire, Malawi, Mozambique, Senegal, Sierra Leone, Tajikistan,

Tanzania,Zambia);

3

ü 1governmentfocalpoint(Tanzania).Itwas intended to undertake interviewswithmore government focal points totriangulate information fromDonor Convenors and others sources. However, itwasnotpossibletoarrangediscussionsinthetimeavailable.Global levelkeyinformantswerepurposivelyselectedinordertoreceiveinputsfrom a range of head offices of donor convenors (IrishAid, USAID, Canada andDFID); one Foundation (Bill & Melinda Gates Foundation); the SUN MovementSecretariat;theUNNetwork/REACHandtheLeadFacilitatoroftheSUNDonorNetwork.National level key informants: At least one country per category of donorcoordination mechanism listed in the Terms of Reference of the review waspurposively selected. The intention in the selection of countries was to haverepresentationfromtherangeofdifferenttypesofcoordinationmechanismandgeographical regions. Mechanisms were selected which could provide usefullessonslearntintheopinionofgloballevelkeyinformants.Whilstalleffortsweremade to try and ensure that case study countrieswere as representative of allSUN countries with nutrition coordinationmechanisms, the final selection (seeBox1)wasinfluencedbytheavailabilityofrespondents.Box1:DonorcoordinationmechanismsselectedascasestudiesTypeofdonormechanism Countrymechanism DonorConvenorsSeparatedonornetwork Senegal

(NB.recentlyjoinedwithUN)Canada

Malawi SUN Donor Network(NB. most discussion takespace in a joint UN/donorgroup,seebelow)

IrishAid,USAID

JointSUNdonor-UNnetwork Malawi Donor NutritionSecurity(DoNuts)group

EU,GIZ,IrishAid

Technical&FinancialPartnersGroup(incl.donors,UNandinternationalNGOs)

Zambia DFID,WFP,UNICEFCôted’Ivoire UNICEF,AfDBTanzania IrishAidMozambique EU,UNICEF

Nutritionintegratedinandonorsectoralgroup

Tajikistan(jointwithUN) USAID,UNICEFSierraLeone(jointwithUN) IrishAid

ThechecklistofquestionspresentedinAnnex4guidedtheliteraturereviewandinterviews and are used to structure the presentation of findings in the report.Findings of the literature review are integratedwith the findings from the keyinformantinterviews.

ChallengesandlimitationsThemainchallengefacedwasthelimitedtimeavailableandthebusyschedulesofkey informants. Significant time had to be spent contacting potential keyinformantstotryandarrangediscussions.Twelvepeoplewereunavailableand6of these were government focal points. In order to fill gaps in the analysispresentedinthisreport,inthefutureitwouldbedesirabletocollectinformationfrom: more government focal points and other in-country stakeholders totriangulatewith information fromDonorConvenors; a fragile/ conflict affectedSUNcountryandaLatinAmericaSUNcountry.

4

1.3. Thesubjectofthereview:nationaldonorcoordinationmechanismsfornutrition

NationaldonornutritionstructuresoperatewithintheframeworkoftheglobalSUNDonorNetwork(SDN).AccordingtotheSDNstrategy2016–2020:

The SUNDonorNetwork (SDN) brings together development partners, including bilateraldonors, foundations and development banks, in support of SUN countries’ goals andobjectives. At the global level, the network’s mandate is to ensure that nutritionremainsakeydevelopmentpriorityininternationalforums,thatmoreresourcesarecommitted for nutrition and that donor approaches to nutrition are betterharmonized. Members of the Donor Network include: Australia, Bill & Melinda GatesFoundation, Canada, Children’s Investment Fund Foundation, European Union, France,Germany, Ireland, Japan, Netherlands, Switzerland, United Kingdom, United States ofAmericaandWorldBank.(SDN2016,emphasisadded)

The SDN developed a Terms ofReference in 2012 outlining itsobjectives, activities and ways ofworking (SDN 2012). The ToRintegratedtheprinciplesofengagementthat were agreed between nutritiondonors in Ottawa in 2010 whichhighlightwhatisneededtoemulatethehallmarks of effective partnerships toensure the achievement of results (seeBox2).InformationonandanalysisoftheactivitiesoftheSDNuptotheendof2014canbefoundintheICEfinalreport,AnnexJ(Mokoro2015).Alsoin2014,thedonornetworkundertookasurveyofdonorconveners(SDN2014).ThissurveymostlyanalysedtheprogressoftheSUNMovementasawholeatcountrylevel,notthespecificsofhowdonorcoordinationmechanismswereperforming.In 2016, the SDNdeveloped a strategy (SDN2016) to guide its activities in thecontextoftheoverallSUNMovementStrategy2016-2020(SMS2016a).TheSDNstrategicobjectivesforthisperiodareasfollows:

SO1:Identification,prioritizationandfillingofnutritiondatagapsSO2: High level political engagement, commitment and communication on nutrition atglobalandnationallevelSO3:GalvanizemoreandbetterfinancingfornutritionSO4: Improved coordination and networking of SUN donor agencies at the global andnationallevel

The SDN has consistently recognised the importance of donor coordination atcountrylevel.Asexpressedatanearlyseniorofficialsmeeting:

Recognizing thatwhatmatterswith regards toSUN implementation iswhathappensatthecountry level, the importanceofaligningandcoordinatingdonorsupportwith localsystems and strategies and supporting country ownership and leadership wasemphasised as being critical. Working better together means improving how donors

Box 2: Summary of nutrition donorprinciplesofengagement1. Strengthening country ownership and

leadership2. Focusingonresults3. Adoptingamulti-sectoralapproach4. Focusingoneffectiveness5. Fosteringcollaborationandinclusion6. Promotingaccountability

5

collectivelyadvocate forandsupport the roll-outofnutrition specific interventionsandnutritionfocusseddevelopmentatthecountrylevel(SMS2010).

The guidance in the global SDN ToR is that “SUN donors form a coordinationgroup, if this does not already exist, and in collaborationwith the GovernmentFocal Point, agree a Donor Convenor” (SDN 2012). According to the 2016 SUNMovementAnnualreport:“35countrieshaveanappointeddonorconvenerwhois responsible for the harmonisation and alignment of donor support behindgovernment-lednutritionplans”(SMS2016bpXI).In2012,theSDNdraftedatemplateTermsofReferenceforDonorConvenorsandDonor Supporters recognising that it could be adapted for the specific countrycontext.TheseToRwereupdatedinearly2014andinlate2016theSDNstartedto draft further revisions. The ToR (SDN 2014) states: “Supporting the SUNprocess at the country level is a collective donor responsibility and the donorconvener acts as a catalyst, representing thewider donor group in discussionswithgovernment”.TheToRoutlinestheactivitiesofDonorConvenorsandDonorSupporters in SUN countries. Taken together as collective responsibilities theycanbesummarisedas:

• Operationalizationofthegoodnutritionpartnershipprinciples• Supporttogovernmentfocalpointandmulti-stakeholderplatforms(MSPs)onissuessuch

as: broadening participation in MSP, stock-taking of programmes, review of supportneeds,developingnationalmulti-sectoralplansandresultsframework

• Promote understanding of the SUN Framework and Roadmap within donor countryoffices

• Promoting the integration of nutrition sensitive development in national planningprocessesandbudgets;

• Raising nutrition considerations in donor coordination mechanisms such as SWAPs inmultiplesectors(notablyagriculture,education,healthandsocialprotection);

• Encouragingtheidentificationofnutritionspecificoutcomesinmultiplesectors;• Prioritise and harmonise donor investments to address critical gaps and support the

developmentofasystem-wideandsustainableresponsetoundernutrition;• FeedbackcountryperspectivestotheglobalSDN

The intended approach to monitoring the performance of national donorstructuresisoutlinedintheglobalSDNToRfrom2012:

ThedonorcontributiontoSUNwillbemeasuredthroughaseriesofagreedindicators(seeAnnex1ofSDNToRfordraftindicators).EachcountryleveldonorcoordinationgroupwillbeexpectedtomeasureprogressagainsttheseincollaborationwiththeGovernmentFocalPointand reportannually to thedonornetwork in time for theannualprogress report inSeptember.Thedonornetworkwillaggregatetheseresultsasappropriateandsupporttheanalysis and interpretation of the findings. In addition the donor network will reportnutritionODAfiguresonanannualbasisusinganagreedmethod.(SDN2012)

Insummary,theindicatorsforchangeddonorbehaviourareasfollows:

• Donorsupportfornutritionisharmonisedamongdonorsandalignedtonationalplan• Predictabilityofdonorpartnerfinancing• Nutritionincorporatedacrosssectors• Focusonresults

6

2. FindingsThe findings from the literature review and the key informant interviews arepresentedunderthefollowingheadings:

• Objectivesofnationaldonorcoordinationmechanisms• Theeffectivenessofdonorcoordinationmechanisms• Factors enabling or hindering the performance of coordination

mechanisms

2.1. ObjectivesofnationaldonorcoordinationmechanismsIn order to review the effectiveness of donor coordination mechanisms andfactors influencingperformance itwasnecessary to identify themainobjectivesof donor coordination at country level. The global SDN has not developed oneconsistentstatementonthecoreobjectivesofin-countrydonorcoordinationnoranexplicittheoryofchangedescribinghowdesiredresultswouldbeachieved.Expected results, indicators and targets of donor coordination at national levelaredefined in theAnnexof theSDNToR.However, asdiscussed furtherbelow,therehasbeenlittlefollowuptoensureintegrationintoToRsofnationaldonormechanismsandDonorConvenorsnormonitoringofprogress.Furthermore,theydonotincluderesultswhichotherliterature(e.g.oldandcurrentSUNMovementstrategiesandroadmaps)suggestshouldbepriorityoutcomesofnationaldonorcoordination, e.g. strengthened political commitment and coordination capacityandmoreandbetterfinancingfornutrition.Ontheotherhand,theSDNStrategy2016–2020(SDN2016)doesstatetheseasstrategicobjectives.ThereisconsiderablevariationinthewaythatobjectivesaredefinedintheToRsof national donor coordination structures and Donor Convenors. This is notsurprising given the different contexts and stages of development of nationalmulti-sectoralplans.However,as indicatedbytheexpectedresults in theglobalSDN ToR, it might be anticipated that there are some common, high-levelobjectivesanddeliverablesthatallmechanismsshouldbeseekingtoachieveandreport on. This may have been the intention when the global SDN ToR weredraftedin2013butitisnotthecasenow.The literaturereviewsuggested the followingas themain, top lineobjectivesofnational coordination. Thesewere used and proof tested during key informantdiscussionstoassesstheeffectivenessofdonorcoordination:1. Promote an enabling political environment: including promote high level

political commitment and leadership; government coordination capacity;multi-stakeholder platforms; multi-sectoral policies, plans and CommonResultsFrameworks(CRFs);supporttoothernetworks

2. Improve harmonization between donors: reduce gaps, duplication, morecoherentmessagingandsupport

3. Support effective actions aligned with national plans and CRFs: includingstrengthenimplementationcapacity

4. Galvanizemoreandbetterfinancingfornutrition: including facilitatingaccesstoregionalandglobalfunds;scalingupincountryfinancialassistance

7

As well as being coherent with aid effectiveness principles in general, theseobjectivesarelargelyconsistentwiththeSUNMovement’sstrategicobjectivesintheStrategy2016-2020andthedeliverablesidentifiedintheRoadmap.However,noexplicitmentionwasfoundinthedocumentationorininterviewsregardinganobjectivetopromote“equity,equalityandnon-discriminationforall,withwomenandgirlsatthecentreofefforts”asperthefourthkeyareaforcollectiveactionintheRoadmap.There is a strong similarity between the above objectives and the global SDNprinciplesofengagementagreedinOttawain2010,theSDNstrategicobjectives2016 – 2020, and the indicators for changed global behaviour identified in theglobalSDNToR.The“identification,prioritizationand fillingofnutritiondatagaps” isoneof thefourstrategicobjectivesoftheglobalSDNduring2016-20(SDN2016).However,this was rarely mentioned as a main objective of national coordinationmechanisms. This is not to say that it is not regarded as important. Somemechanisms are working on this but regard it is an activity contributing to ahigher-levelobjective,e.g.improvedpolicies,plansandaccountability.

2.2. EffectivenessofdonorcoordinationmechanismsIn this section, the performance of the reviewed mechanisms is assessed inrelation to the main objectives of donor coordination identified during theliterature review. It should be noted that effectiveness is not necessarily aconsequenceofthepoorfunctioningofadonorcoordinationmechanism.Aswillbe seen, the political environment is a key determinant of what donors canachieve.

2.2.1. PromotinganenablingpoliticalenvironmentAllthedonormechanismsreviewedhavebeenmakingpositivecontributionstothepolitical environment, including support to thegovernment focalpoint.However,supporttobusinessandcivilsocietynetworksismixed.Inall8casestudycountriesdonorsare influencingthedevelopmentofnationalmulti-sectoral nutrition policies and plans and their integration into broaderdevelopment strategies. For example, there has been significant support togovernment coordination capacity including in Tajikistan,Malawi andTanzaniaand at sub-national levels in Mozambique and Zambia. In countries whereresponsibility for leadership on nutrition sits within a sectoral ministry(Mozambique, Zambia, Tajikistan and Malawi) donors are pushing to ensureeffective,highlevelcoordinationacrosssectors.Box3:ExamplesofdonorinfluenceonthepoliticalenvironmentCôted’Ivoire• Donorswereinfluentialindevelopmentofnationalpolicyandstrategyandintegrationinto

nationaldevelopmentplan• Promotedintegrationofhighimpactnutritioninterventionsinthenationalstrategyandthe

developmentofascaling-upplanidentifyinghighpriorityareasMalawi• Jointlyinfluencednewnutritionpolicyandplan2016–2020

8

• Donorsplayeda critical role to support thedevelopmentofnutritionemergency responseplans

Mozambique• Ingovernment5-yearplan,thereductionofstuntingispriority,withspecificindicatorsand

targets,atleastinpartduetodonorinfluence• Partnerssupportingdevelopmentofprovincialplans,pushingforintegrationofnutritionin

provincialbudgetsandtosomeextentfinancingthemSenegal• Advocated that the lineministries are implicated in the development of national nutrition

policiesandplansandthattheyowntheprocessandoutputs.SierraLeone• Donorsadvocatingforanupdatedpost-Ebolanutritionsituationanalysisandrevisedmulti-

sectoralnutritionplan• SupporttoACFtoundertakeabudgettrackingexerciseTajikistan• USAID and UNICEF have worked well together and achieved a lot to promote political

awareness of nutrition and support mapping, development of multi-sectoral strategy,establishmentofSUNSecretariatetc(allinprocess)

• Donors produced a concept note for government. The government endorsed it and put asmainobjectiveinnationalstrategy–bigachievementfordonors

Tanzania• Donor financial and technical support in development of plan is appreciated by the

government focal point, e.g. USAID and IA worked on governance and nutrition sensitiveactions;IApushedtoincorporatewomen’sempowerment

• DonorspushedforclearindicatorsformonitoringZambia• Donors have contributed to an increased awareness of the impact of stunting and the

importanceofthefirst1000days• Have helped to strengthen government coordination and implementation capacities,

includingatsubnationallevel(Source:keyinformantinterviews)Asdiscussedinmoredetailbelow,theroleplayedbydonorsvariesaccordingtothestrengthofgovernmentleadership.Wheregovernmentleadershipisweakitis particularly important for donors toworkwith other partners to strengthenpoliticalcommitmentandcoordinationcapacity.ThesupportprovidedbyUSAIDandUNICEFtotheMinistryofHealthinTajikistanappearstobeagoodexampleof this. However, in some countries the ability (or willingness) of donors andotherpartnerstoworktogethertostrengthengovernmentleadershipappearstobelimited.The level of support to private sector and civil society networks is mixed. Ingeneral, support to these networks does not appear to be a high priority. ThemechanismsinSenegalandTajikistanarefacilitatingtheestablishmentofprivatesector networks. It was surprising that some Donor Convenors were not veryawareofthefundingstatusofcivilalliances,eventhoughdonorsarearguingthatfunds for national SUNnetworks shouldprimarily be accessed at country level.YetsomeDonorConvenorsarenotawareofpotentialsourcesoffundingsuchastheSUNMovementMulti-PartnerTrustFund.

2.2.2. ImprovingharmonizationbetweendonorsDonors are doing better at harmonizing policy support and messaging andinfluencingthepoliticalcontextthanimprovingtheharmonizationofprogrammesandfundingsystems.

9

Thiswastheself-assessmentoftheDonorConvenorfromCanadainSenegalandappearstoalsobethecaseinothercountries.Thereviewleavestheimpressionthat donors aredoingbetter at influencing thepolitical context than improvingharmonizationbetweenthemselves.Mostcoordinationmechanismshaveattemptedtomapandshareinformationontheactionsofmembers,e.g.Côted’Ivoire,Mozambique,Tajikistan,Tanzania.Thisis contributing to reduced duplication and the identification of gaps. However,sometimesdonorsdonotprovidecomprehensiveinformation.Thereispotentialto adapt and use the REACH inventory tool that has been used by various UNnationalnetworks. Itwassuggestedthatdonorsmightbeable toadaptandusethe tool for theirownmappinganddevelopmentofworkplans,whichare thensharedwithothernetworks.The major challenge is the harmonization of funding systems and channels.During key informant interviews there were frequent references to agencieshaving their own strategies, systems and political pressures for visibility anddirectaccountabilityfortheuseandimpactoffunds.The SUN pooled fund in Zambia is considered to have had positive results,including lessduplication,moreefficientactions,withnewdonors interested injoining next phase. However, there is little interest in replicating this in othercountries.Someinformantsarguedthatpooledfundsarenotnecessarilythebestapproach:

We do not need to invest in one channel or stream of funding. Investments need to becoordinated,mutuallyaccountableandtracked.Theredoesnotneedtobeasinglebasketorpooledfund.Itisnotnecessarilybestpractice.(Donor–global)

Hence, other measures to encourage donor harmonization and alignment areconsideredtobecritical.There is an expectation of some key informants that the draftSUNchecklist forgood national nutrition plans1 , which was developed partly in response torequests from donors, will help to clarify and harmonize donor criteria forfunding decisions. It is hoped that it will help to improve the predictability offunding. There is some disappointment however, that input and feedback fromdonorsandcommitmenttousetheprinciplestoguidefundingdecisionshasnotbeenstrong.

2.2.3. AligningwithnationalplansAlignment of donor investments with national plans may be improving in somecountriesbutthereisstillabiggapbetweenrealityandrhetoric.Alignment with national plans is improving inmost of the countries reviewed.However,thereisawidespreadviewthattheextentofalignmentdoesnotmatchtherhetoricandthatthereneedstobeamoreconcertedeffortinthisregard.As

1InDecember2016,theUNNetworkforSUNandtheSUNMovementSecretariatlaunchedadraftchecklistforgoodnationalnutritionplanshttp://scalingupnutrition.org/news/the-first-ever-checklist-for-quality-national-nutrition-plans-is-launched/

10

onewould expect donor alignment is strongest in countrieswhere governmentleadership is strongest and where national plans are most developed andacceptedbystakeholders.Box4:CommentsbykeyinformantsondonoralignmentCôted’Ivoire• There are expectations that donor alignmentwill improvewith the implementation of the

nationalmulti-sectoralpolicyandstrategy(2016-2020).Malawi• Donorshavecommittedtoalignwiththenewnutritionpolicyandplan(noinformationon

extentofalignmenttodate).Mozambique• General budget support is on hold. Alignment with national plan reported to be good by

DonorConvenor.However,other informantsexpressedconcernthatsomedonorsworkingtoomuchthroughINGOsandnotenoughthroughgovernmentsystems.

Senegal• Donorshavealreadybeenaligningwithplan.Thedevelopmentofplanhasledtoincreased

donoralignment.Planhasgiventhegovernmentunitmorelegitimacytopromotealignment.The government’s top nutrition priorities are not always being funded, while other lesscriticalareasarereceivingfunds.

SierraLeone• Theredoesnotappeartohavebeendiscussionormonitoringofextentofdonoralignment

withnationalnutritionplan.DonorConvenorunawareifdonorshaveusednationalplantoguideimplementation.

Tajikistan• Stillalongwaytogotowithdonoralignment.Ideallygovernmentplanwillleadtochangesin

donorprogrammes-buteachdonorrespondingtoowninstitutionalpriorities.Tanzania• TheGFPconsidersalignmentofdonorswiththeplanisgoodbutstillneedstobeimproved.

Government sits with partners to decide where there is a need for new donors /investments.AccordingtotheGFP,previouslymostwereimplementingverticalprogrammesnot aligned with Local Government Authorities. Programmes were implemented throughNGOsratherthanlocalsystems.Sometimesdistrictsdidnotnotknowaboutprogrammes.Itisanticipatedthatthiswillnotbeaprobleminfuture.

Zambia• Therehasbeenanimprovementindonoralignmentwithnationalprioritiesandsystemsasa

consequenceofthedevelopment1000daysprogramme.(Source:keyinformantinterviews)

2.2.4. GalvanizingmoreandbetterfinancingfornutritionProgress on tracking of budgets and expenditures is encouraging but this oftendoesnottransitionintodiscussionbetweendonorsongapsandhowtofillthem.TheSUNMovementAnnualReportstatesthat:

30 countries are tracking public financial allocations for nutrition with 16 who have anappreciation for the gaps that need to be filled. 19 countries report that in-countrydonorshavealignedbehindnational reportingof this information. (SMS2016,pXII,emphasisadded).

However, some mechanisms studied in this review are not placing muchemphasisonfundingneeds, trackingpublicexpendituresonnutrition,reportingon donor investments and funding gaps. In Malawi, Senegal, Sierra Leone andTajikistancollatedinformationonfundingneedsanddonorassistanceislimited.Therewasacknowledgementthatdonors“donotdiscussopenlyondonorfunding

11

gaps unless talking about emergency response” in Malawi. In Senegal themechanism does not collect information on howmuch donors are contributingandinSierraLeoneitwasrecognisedthattrackingofdonorfundingislimited.Limitedprogress inthesecountries ispartlyduetothefactthatthesecountriesareintheprocessofdevelopingorreviewingnationalplans.Therearealsomajorchallenges relating to the availability and quality of information and agreeingwhatcountsasanutritionsensitiveintervention.On the other hand, in countrieswithwell-developedplans, there ismuchmoreemphasisonresourcetrackingandmobilizationasillustratedinBox5.Box 5: Examples of coordinated donor support on resource tracking andmobilizationInCôted’Ivoire, thenationalplanhasbeencosted;donorshavesharedinformationonexistingprogrammes and plans and have started to make new commitments of funding. The donorroundtableheldinSeptember2016tolaunchtheplanisclaimedasasuccesswithcommitmentsmadebydonorstofilltheentiregapbetweenneedsandgovernmentplannedinvestments.In Mozambique, donors have supported the development of provincial plans and agreed tofinancesomeofthem.Therehasbeenasubstantialincreaseinfundinginthelastcoupleofyearsandexpectationsoffurtherincreases.InTanzania, therehasbeenan increase indonor support illustrated in thepublic expenditurereview.Therehavenotyetbeenmajorcommitmentsforthenew5yearplanasthemobilizationprocessisjuststarting.(Source:keyinformantinterviews)During the review, therewasa strongcall fromsomekey informants fordonorcoordination mechanisms to focus more on helping governments and otherpartners to access regional and global level sources of funding, e.g. GlobalFinancing Facility, theWorld Bank’s IDA funding.Whilst increased investmentsare considered to be vital, various key informants emphasized the need forimprovedefficiencyofdonorsupport,throughbettertargetingofinvestments.Oneinformantasked:Evenifthereistrackingofbudgetsandexpenditurestowhatextent does this transition into discussion on gaps and how to fill them? (globaldonor).Thereareongoingeffortsfromglobaltopromotethistransition.“BuildingontheInvestment Framework for Nutrition (World Bank 2016), the SUN MovementSecretariat is collaboratingwith R4D and other partners to look at the donors’nutrition-specificspendingacrossSUNcountries.Dataareavailable toshowthedonorpresenceineachSUNcountryandarehighlightingcriticalfundinggapsanddisparities across SUN countries”. Also, the SDN has initiated a mapping ofmultilateral external (i.e. non-domestic) sources of nutrition financing. The27thSUNCountryNetworkMeetinginJune2017willdiscusshowSUNcountriescanaccesstheseexternalsourcesoffundingtoaddresstheidentifiedfundinggaps.However, as yet, there appears to be inadequate on-going attention of nationaldonorgroupstotheidentificationandfillingoffundinggaps.

12

2.3. Factors enabling or hindering the performance of coordinationmechanisms

Thereviewrevealedthefollowingaskeyfactors influencingtheperformanceofdonorcoordinationmechanisms

1. Strengthofgovernmentleadership2. Clarityofdonorcoordinationobjectivesandworkplans3. Typeofmechanism(sectoralscopeandtypeofstakeholders)4. Awarenessandattitudesofmembersofmechanism5. TheroleplayedbyDonorConvenors6. Resourcesfordonorcoordinationandcatalyticactions7. Monitoringofdonorperformance8. SupportfromdonorHeadOfficesandtheglobalSDN

2.3.1. GovernmentleadershipGovernment leadership is the most important factor influencing donorperformance.Where there is a multi-sectoral, costed plan developed through a multi-stakeholder process, donors are under more pressure to align and increasesupport. Weak government ownership places more responsibility on donorconvenorstopromotedonorcoordination,as there is littlepoliticalpressureondonorstodoso.Wheregovernmentleadershipisweak,inthebest-casescenario,the collective focus of donors is on promoting government ownership andcoordination capacity. TheDonorConvenor fromCôte d’Ivoire emphasised thattheDevelopmentPartnersGrouphasplaceda lotof emphasisonbuilding trustand regular dialogue with government, underpinned by transparency. In theworst-casescenario,donorsarefragmentedandpursuetheirownprioritiesandprogrammes.The review suggests that there is a significant correlationbetween governmentleadership and donor coordination effectiveness. Causality is in both directionsbutthecasestudiessuggestthatstronggovernmentleadershipismorefrequentlya determinant of increased donor harmonization, alignment and financialinvestment.Itisoftenassumedthatgovernmentleadershipandcross-sectoralcoordinationisstrongest when responsibility sits within a crosscutting government structuresuchasthePrimeMinister’sOffice(PMO)ratherthanasectoralministrysuchastheMinistryofHealth.Thefindingsofthecasestudies indicatethatthismaybethecasebutarefarfromconclusiveonthisissue.Onegloballeveldonorinformantarguedthatdonorshavearesponsibilitytousetheir leverage in order to promote high-level political commitment, leadershipandmulti-sectoral coordination on nutrition. The questionwas posed: “has thetimecomeforSUNtobecomeconditional?” (globaldonor).This links to theviewexpressedbyotherkeyinformantsthatdonorsneedtobecleareronthecriteriawhich need to bemet by national nutrition plans in order for them to receivefunding.

13

2.3.2. ClarityofdonorcoordinationobjectivesandworkplansThestrongestdonormechanismshaveclearandprioritizedobjectivesandaworkplantoachievethem.The Technical and Financial Partners Group onNutrition in Côte d’Ivoire, is anexampleofamechanismthathasaToRwithhighlevelobjectives,anannualworkplanandawayofworkingfoundeduponregularandtransparentcommunication.Thereviewsuggeststhatsomecoordinationgroupslackfocusandhavetoomanyobjectives and activities. There is a perception that some groups do not havesufficientclarityontheirobjectivesandtheindicatorsthatwillbeusedtoassessfunctionalityandsuccess.The global SDN provides a template ToR for the Donor Convenor but not fornational donor networks as whole. Despite this most national mechanisms dohaveaToR.However, fewerhaveanup todateworkplan, identifyingshort- tomediumtermobjectives,priorityactivities,indicatorsetc.Therewasa call fromsome informants for theglobal SDN to clarify theToRofnational networks, provide clarity onwhat they shouldbeheld accountable forand clarify their intended relationships and ways of working with otherstakeholders.Oneglobaldonor informantargued thatnationalnetworksshouldbeencouragedtousetheglobalSDNstrategytodeveloptheirownnationalworkplans.

2.3.3. TypeofmechanismUNanddonorsworkingtogetherinthesameforumistypicallyastrength.Havinga multi-sectoral forum is more important than having a separate donor onlynetworksBox6belowpresents thedonorcoordinationmechanismsonnutrition in the8case studycountries. It includes the sectoral scope, the typeofparticipantsandtheorganisationsofcurrentdonorconvenors.Box6:Tableshowingtypeofmechanismanddonorconvenorsforcasestudies Type(s)ofmechanism

Nameofmechanism

Sectors Participants DonorConvenors

Côted’Ivoire

Technical&FinancialPartnersWorkingGroup

Multi-sectoralnutrition

Donor/UN/CS UnicefAfDB

Tanzania

SUNDonorNetwork

Multi-sectoralnutrition(underDPG)

Donor/UN/CS IA

Mozambique

NutritionPartnersForum

Multi-sectoralnutrition

Donor/UN/CS EUUnicef(Prev.IA&USAID)

Zambia

SUNCooperatingPartnersGroup

Multi-sectoralnutrition

Donor/UN/CS DFIDWFPUnicef

Senegal Multi-sectoral Donor/UN Canada

14

nutrition (prevseparate)

Tajikistan

SUNDevelopmentPartnersNetwork(underFoodSec&Nutritionworkinggroup)

Sectoral–FSN Donor/UN USAIDUnicef

Malawi

1.TheDonorNutritionSecurity(DoNuts)Group2.TheSUNDonorNetworkinMalawi

Multi-sectoralnutrition

Donor/UNDonoronly

EUGIZIAIAUSAID

SierraLeone

SUNDonor/UNNetwork

Sectoral:mostly FS&Ag&Health

Donor/UN IA

Donoronlygroupsorjointwithotherpartners?Fourteenoutof39SUNcountrieswithDonorConvenorshave jointUN/donor(andpossiblyotherdevelopmentpartner)coordinationmechanismsonnutrition(Source:SDNLeadFacilitator). Allof the8mechanismsreviewedhaveUNanddonorparticipantsand4ofthemalsohavecivilsocietyparticipants.Onecountry,Malawi, has twomechanisms, one forUN and donors and the other for donorsonly,althoughthelatterveryrarelymeets.In Senegal there used to be separate donor andUN networks. However, itwasdecidedtomergethembecauseofthesmallnumberofactorsandasenseoflike-mindedness. There was discussion about potential conflicts of interest butdiscussionstendtofocusoninstitutionalratherthanprogrammesupportanditwasdecidedthattherecouldbeadhocseparatemeetingsofdonorsifnecessary,althoughthesehaveneveroccurred.Conversely, in Tanzania the SUN Donor Group within the wider DevelopmentPartnersGroupwasreactivatedin2016inordertofocusattentiononsupportforthenewfive-yearnationalplan.Amappingexercisewasundertakeninearly2017toidentifyexistinginvestmentsandnewdonors.In Malawi lively discussions have been on going over many years on how thedonor network inMalawi should ideally work. There is a sense that there hasbeentoomuchfocusontheprocessofdonorcoordinationandnotenoughonthedesiredoutcomes,suchasfillingfundinggaps.SomestakeholdersarguethatitisdetrimentaltohaveaseparatestructurefordonorsfromtheDoNutsGroupthatincludesUNagencies(seeBox7)andtheemphasisshouldbeonmakingexistingstructuresandprocesseswork.Thereareotherstakeholderswhoadvocateforaseparatedonors forumexpressing concerns aboutpotential conflicts of interestwithUNagenciescompetingforfundswithgovernmentandotherstakeholders.Box7:DonorcoordinationmechanismsfornutritioninMalawiTheDonorNutritionSecurity (DoNuts)Group inMalawi isveryactive.Currently theEU is thechair with GIZ and Irish Aid in a Troika. DoNuts meetings are held on a monthly basis andregularly with the government Department of Nutrition HIV and AIDs (DNHA) where thegovernmentfocalpointsits.TheSUNDonorNetworkinMalawi(withIrishAidandUSAIDasco-

15

convenorssince2011)onlymeetswhenpreparingforspecificdeliverablesforinstance;theSUNAnnualReport,CountryAssessmentandCountrynetworkcall. Inthepastyear,therehasbeennotopicspecifictoSUNthatisnotalreadycoveredbytheDoNutsmeetings.(Source:keyinformantinterviews)Overall key informants during the review heldmixed views onwhether or notthere are conflicts of interest with UN agencies being part of the samecoordinationmechanismsasdonors.Someinformantsarguedthatitdependsonthe individuals on the ground. Others expressed concerns about UN agenciesbeingprivytoinformationwhichotherinterestedstakeholdersdonot.Themajorityofinformantsquestionedtheneedforseparatedonorcoordinationmechanismonnutrition.ThereviewfindingssuggestthatUNanddonorsworkingtogether insameforumis typicallyastrength.Donorsmeeting informallyonanad-hocbasis if necessary candealwithpotential conflicts of interest.There arenumerousexamplesfromthecasestudiesofdonorandUNagenciesworkingwelltogetherandachievingresults insupportofgovernmentsandmulti-stakeholderprocesses.ThesupportoftheTechnicalandFinancialPartnersWorkingGroupinCôted’Ivoireinthedevelopmentofthenationalcostedplanandtheorganisationofthedonorroundtableisonesuchexample.Sectoralormulti-sectoral?Twoofthecasestudycountriesusesectoralworkinggroupmeetingsastheplacefor donor coordination on nutrition (Tajikistan – food security and nutritionworking group; Sierra Leone – mostly food security and agriculture workinggroup). In both countries there was resistance to setting up a new group, asstakeholdersbelieved that thereare enoughworkinggroupsandmeetings.TheDonorConvenorstrytopromotemulti-sectoralapproachesinbothcountries.InTajikistan, it was agreed to use a Food Security and Nutrition working groupmeetingeveryquarterastheforumfortheSUNDevelopmentPartnersNetwork,withbroaderparticipationincludingdonorsfromothersectors.Thereviewsuggeststhatwheredonorcoordinationisfragmentedacrosssectoralworking groups it is more difficult to promote and monitor a multi-sectoralapproach. In the same way that it is difficult for a government focal point topromote amulti-sectoral approach to nutrition if they are located in a sectoralministry, the same applies to a Donor Convenor if coordination on nutrition islocatedinasectoralworkinggroup.SUNbrandedornot?HalfofthedonorcoordinationmechanismsreviewedarelabelledasSUNgroups.Some informants think thatnationalnutrition coordinationmechanisms in SUNcountriesshouldbebrandedasSUNstructures.OthersarguethattheSUNlabelisnot important andwhatmatters iswhether or not the structures are achievingwhat the SUNMovement advocates. It is certainly a cause for concern if “SUN”structuresandprocessesfragmentorbecomeasub-setofgovernmentledeffortstoaddressmalnutrition.

16

2.3.4. Awareness,attitudesandprofilesofmembersofdonormechanismsInmechanisms that are workingwell, a strong commitment to aid effectivenessprinciples appears to be dominant (e.g. Côte d’Ivoire, Tanzania) rather thanpursuitofagencyinterestsandcompetitionbetweenstakeholders.CommitmenttooperationalizeaideffectivenessprinciplesIf donors require strong government leadership in order to scale up and alignwhatistheincentiveforthemtopromotethis leadership?Somekeyinformantsclaimed that donor agencies sometimes do not want to encourage countryleadershipbecausetheyareunderpoliticalpressuretobedirectlyaccountableforthe use and impact of funds. Mistrust and a lack of confidence in governmentsystemsalsoplayaroleinsomecountries.Inmechanismsthatareworkingwell,astrong commitment to aid effectiveness principles appears to be dominant (e.g.Côted’Ivoire,Tanzania)ratherthanpursuitofagency interestsandcompetitionbetweenstakeholders.Awarenessofvalueofmulti-sectoralapproachThereisstillalackofawarenessoftheneedforamulti-sectoralapproachandtherelevance of their programmes to nutrition amongst some agency staff. Forexample, itwas reported that some agency staff still regard nutrition as a foodproduction issue and have inadequate awareness of the SUN Movement. It issometimesperceivedasatopdowninitiative.Thissuggeststhatthere isaneedfor government focal points in some countries to play a stronger role inencouraging participation in SUN national networks, in addition to donor headofficesraisingawarenessandsharinginformation.ProfileofindividualparticipantsParticipants in coordinationmechanismsareoften technicalpeoplewhohaveasiloapproach.Ideally,therewouldbeseniorlevelparticipationindonornetworkmeetings by peoplewith authority tomake funding decisions. Experience fromSenegalsuggeststhatthereneedstobeabalancebetweenseniorlevelindividualswho can input on strategic considerations, as well as space for more workinglevel, technical discussions. Many of the representatives on donor nutritiongroups are not solely dedicated to nutrition and handle a number of files,includingagricultureandmaternal,newbornandchildhealth,ontopofnutrition.Theturnoverofdonoragencystaffcanoftenhindertheeffectivenessofnetworks.Whennewstaffcomeinthereisaneedtobuildupawarenessandtrust.

2.3.5. TheroleofDonorConvenorsAstrongdonorconvenorisacriticalfactorinsuccessfuldonornetworks.Thetimecommitmentrequiredneedstoberecognized.Thereisawidespreadopinionthatastrongdonorconvenorisacriticalfactorinsuccessfuldonornetworks,particularlyinsituationswheredonorinteractiononnutrition isspreadacrossdifferentworkinggroups. Importantcharacteristicsof

17

donorconvenorsintheopinionofkeyinformantsareidentifiedinBox8.Itwassuggested that there isaneed toassessDonorConvenorsagainst thesecriteria,select accordingly and for donorHeadOffices and the global SDN to undertakeperformancereviewsforlearningpurposes.Box8:Keycharacteristicsofastrongdonorconvenor• Knowledgeable of the benefits of investing in nutrition, amulti-sectoral approach and the

SUNMovement• Committedtoprinciplesofdonorharmonization,alignmentetc.• Excellentfacilitation,mobilizationandcommunicationskills• Hasadequatetimeavailabletoplayroleeffectively• Sufficientsenioritytoinfluencegovernmentandotherdecisionmakers• Hassomeresourcesavailabletocatalysedonorandotherstakeholderinitiatives(Source:Keyinformantinterviews)ForthemajorityofDonorConvenorsdonorcoordinationisoneaspectoftheirjobdescription. The amount of time they spend varies. Many find that they areworking significant amounts of over time in order to perform the rolesatisfactorily. Case studies suggest that on average, the Donor Convenor rolerequires30-40%ofthetimeofoneperson.Oftenthisworkloadissharedbetweentwo people (co-convenors or Donor Convenor supported by a more juniorcolleague).SeniorityisseenasacriticalcharacteristicasDonorConvenorsneedtobeabletoinfluence high-level officials from government and other stakeholders. Thecombinationofaseniorgeneralistandatechnicalexpertisacombinationthathasbeenfoundtoworkwell,e.g.inSenegal.The personality andway ofworking of the conveners is key. Donor Convenorsneed tobeable tobuild trust,mobilize activeengagementbyotherdonorsandactorsandpromotebehavioursconsistentwithaideffectivenessprinciples.ThekeyapproachasdescribedbyoneDonorConvenoristo“leadfrombehind”.MostDonorConvenorsareintheroleforafixedterm.RotationisarequirementintheToRofmostnetworks.Thereisariskthatwithrotationtherolemightbeallocatedtosomeonewhodoesnotmeettherequirements.Itwasarguedthatifsomeonewasdoingthejobwellandwasinterestedincontinuing,rotationshouldnotoccurrigidly.SomepeoplethatbelievethattheDonorConvenorroleingeneralisnotworkingwell.However,othersbelievethattheyaregeneralizingsomenegativecasesandrisk throwing thebabyoutwith thebathwaterwithoutproposingalternatives.ThecurrentreviewfoundthatallDonorConvenorsinterviewedfromcasestudycountrieshadagoodknowledgeofthepoliticalenvironment,theSUNMovementandwhatitwastryingtoachieve.

2.3.6. ResourcesfordonorcoordinationandcatalyticactionsRatherthanfundsbeingusedtopayforDonorConvenors,thereisapreferenceforDonorConvenorstohaveasmallpotoffunds(US$100-150k/year)tosupporttheactivitiesofthecoordinationmechanism.

18

Kenyaisonecountrywhereafulltimepersonhasbeenfundedtofacilitatedonorcoordination. However, many Donor Convenors appear to be achieving a lotwhilst undertaking the role as part of their wider job description. This doesrequiretheallocationofahighproportionoftheirtimetotheroleandtheabilitytomobilizetheactiveinvolvementofmembersofthecoordinationmechanism.Ratherthanfundsbeingusedtopay forDonorConvenors, there isapreferenceforDonorConvenorstohaveasmallpotoffunds(US$100-150k/year)tosupporttheactivitiesofthecoordinationmechanism(e.g.mappingofactions).Ideallythefunds would be provided by members of the national networks, however, thislevelofplanningisoftennotyetinplaceandalso,theproceduresofmanydonoragenciestoapprovesmallamountsoffundsforcoordinationpurposesislimited.SomesuggestedthatwhendonorcountriesagreetotakeonDonorConvenorrolethentheycouldcommittomakesomefundsavailable.In addition to resources fordonor coordination, there is ademand for funds tocatalyse broader multi-stakeholder processes (e.g. facilitating study tours,technicalassistanceforCRFdevelopmentetc).Forexample,theDonorConvenorin Senegal claimed that “if catalytic fundswere available then therewould havebeenanactivemulti-stakeholderplatformestablishedalongtimeago”.SomedonorinformantscalledforamorecomprehensiveapproachonthepartoftheSUNMovementto thepresentationof fundingneeds forSUNstructuresandprocesses:“TheSMSshouldpresentacomprehensiveproposaloffundingneedsforallSUNNetworksatglobalandcountrylevels”(globaldonor).Some called for one global mechanism for channelling funds to all networks.Others said it is more efficient for donors to have one project for the SUNMovementeveniffundsarechannelledthroughdifferentmechanisms.

2.3.7. MonitoringoftheperformanceofnationaldonorcoordinationmechanismsThereisinadequateinternalandexternalmonitoringoftheperformanceofdonorgroups.The global SDN has not enacted the provision in its ToR to encourage nationaldonor coordination groups to report on progress against the indicators ofchangeddonorbehaviour.Inpartthisisbecausethereisabeliefthatthecountry-levelreportingamongallofthenetworksisenoughandthattheannualSUNself-assessments to mark achievements and gaps will be strong and regular. Otherinformantswerelessoptimisticandfeelthatthejointassessmentapproachdoesnotadequatelyassesstheperformanceandcontributionsofdifferentstakeholdergroupsatnationallevel.The2016InformationGuideforJoint-AssessmentinSUNCountries(SMS2016c)states: “elaborate and detail the key contributions of each stakeholder to eachprocess”relating to the four strategic objectives reflected in the SUNMovementStrategy2016–2020.However,theinformationprovidedincountryreportsonthe contribution of donor groups is very limited indeed. For example, thedescription of the donor contribution to Process 3: Aligning actions around a

19

common results framework in the Tanzania report merely states “financialsupport”(TanzaniaMSP2016).

2.3.8. SupportfromdonorHeadOfficesandtheglobalSDNThere is insufficient interaction between donor convenors and their head officesandtheglobalSDN.Theextentofinteractionbetweendonorconvenorsandcounterpartsintheheadoffices of their donor agency is variable and generally seen as inadequatealthough thereareexampleswhere there is regularandstrong interactionwithDonorConvenors.

We at HQ need to do a better job at supporting Donor Convenors and those participating innationalnetworks.WeneedtodobetteratrecognisingthetimeandeffortittakestoparticipateinMSPs.WeneedtorecogniseandappreciateDonorConvenorsduringtheirannualevaluationsandduringfieldvisits(globaldonor).

Suggestions by Donor Convenors to improve donor HQ support to DonorConvenorsincluded:

ü Fullyintegrateroleintojobdescription,includingexpectedtimeallocationü ReviewperformanceofDonorConvenorroleinannualevaluationsü HoldregularphonecallsbetweenHQandDonorConvenorsü Provide information on global commitments of donor agency, SUN

Movementprocesses,events,andongloballevelfundingsourcesThereisapervasiveviewthattheglobalSDNneedstoprovideastronger,clearersteertonationaldonornetworksontheessential,commondeliverablesexpected.ThisguidanceisalreadythereinSDNToRbutthereislimitedawarenessofitandtherehasbeenlittlefollowup.

DonorConvenorstendtobelefttofly. Itwouldbehelpful iftheDonorNetworkprovidedmoreexplicitpracticalguidance(DonorConvenor)I think donor convenors often feel disconnected from what is happening at the global level(DonorConvenor)

Facilitatingcrosslearningbetweendonornetworksisseenasmoreeffectivethantopdown technical support.There is currentlynomechanism for cross-countrylearning.However,mostDonorConvenorsrecognisetheneedforthis.Suggestions by Donor Convenors to improve global SDN support to nationalnetworksincluded:

ü Invite Donor Convenors to join (at least part of) global SDN calls andproposeagendaitems

ü Donor Convenors to participate in SUN Global Gatherings and to hold asidemeeting

ü FacilitateregionalcallsbetweenDonorConvenorsandexchangevisitsü Facilitating a virtual community of practice, include online space for

sharingofinformationandexperiences

20

3. DiscussionoffindingsThis review suggests that, in general, nutritiondonor coordinationmechanismshave increasingly been making positive contributions to national multi-stakeholder processes in SUN countries, particularly in helping to strengthenmulti-sectoral andmulti-stakeholder coordinationby governments andnationalplans.However,muchremainstobeachievedinrelationtotheharmonizationoffundingstreams,alignmentofdonorinvestmentswithnationalprioritiesandthescalingupoffinancialassistance.In terms of the factors influencing the performance of donor coordination, thefindings of this review are strikingly similar to those of the IndependentComprehensiveEvaluation(ICE)oftheSUNMovementandtheDonorConvenorsurveyconductedin2014.TheICEconcludedthatitdoesnotmatterif:

somegroupshavedecidedagainstcreatingseparatedonorandUNgroups–whateverthequalms at global level … as long as the core purpose of bringing development partnerrepresentatives together is maintained, and achieves harmonisation and enhancedeffectivenessinscalingupnutrition(Mokoro2015p309,para65).

The end ismore important than themeans. This current review arrives at thesameconclusion indicatingthat thesectoralcoverageofcoordinationstructuresis more important than the type of participants. It also suggests that the corepurposesofbringingdevelopmentrepresentativestogetherinthecontextoftheSUNMovementhavenotbeenadequatelydefined,prioritised,communicatedandmonitored.Thedefinitionof thedraft indicators for changeddonorbehaviour in2013andincludedintheSDNToRwasdefinitelyagoodstart.Theyprovidedsomeclarityregarding the core deliverables and basis for tracking progress. It seemsunfortunate that they have not been utilized within the SDN and wider SUNMovement M&E processes. If Donor Convenors had been required to reportannually against these indicators, perhaps more national donor coordinationmechanisms would have been more focussed in their actions. There does notnecessarilyneedtobereportingfromnationaldonornetworkstotheglobalSDN.Ways could be explored of monitoring the performance of national donorcoordinationmechanismsaspartofcountryself-assessments.ItisnotablethatscaledupfinancialinvestmentsisnotanexpectedresultwithintheSDNindicatorsforchangeddonorbehaviour.Thisisafterall,oneoftheSUNMovement’sStrategicObjectivesinboththe2012-15andthe2016-20strategies,aswellasobjective3oftheSDN2016-2020strategy.ItisalsonotedthatnoexplicitmentionwasfoundinglobalSDNornationaldonornetworkdocumentationregardinganobjectivetopromote“equity,equalityandnon-discrimination forall,withwomenandgirlsat thecentreofefforts”asperthe fourth key area for collective action in the SUN Movement 2016-2020Roadmap.Duringthereview,itwasarguedthatgiventhisisakeyobjectiveintheSUN Movement Roadmap there is not a need to reflect this in the global SDNstrategyandnationaldonorworkplans.Acounter-perspectiveisthatbecauseithasbeenprioritisedgloballywithin theMovement then itneeds tobeexplicitly

21

statedasanobjectiveinSUNNetworkplansatglobalandnationallevelsifitistoreceivetherequiredattention.The importance and positive impact ofmost Donor Convenors as catalysts andinfluencers appears to be underestimated by some global level stakeholders.Without a catalyst and facilitatormany donor coordinationmechanismswouldnotfunction.Abilitytoperformtheroletothedesiredlevel isoftenconstrainedby limited time, the difficulty accessing small amounts of money for donorcoordination activities and inadequate communication with head offices andglobalSUNstructures.The global SDN Strategy 2016-2020 indicates an intention to place increasedemphasison trackingofdomestic andexternal investments, identifying fundinggapsandgalvanisingmoreandbetterfinancingfornutrition.Thisstrategicintentis being operationalized in the SDNwork tomap external sources of nutritionfinancing.However,thisdoesnotyetappeartohavetranslatedintoabottomupapproach with all national donor coordination mechanisms prioritising thesefundamentalissuesandregularlycommunicatingonthemtogloballevel.

4. Recommendations

4.1 Clarifypurpose.Monitorprogress.TheglobalSDNcoulddefinecoreexpectedresultsandindicatorsofprogressforall national donor coordinationmechanisms and encourage integration into theSUN Movement annual joint-assessment methodology and wider SUN MEALsystems.This review suggests the core, priority results of national donor coordinationidentifiedintheboxbelow.Indicativeactivitiesrelatingtothesecoreresultsarealsosuggested.Box9:SuggestedexpectedresultsandactivitiesofnationaldonorcoordinationExpectedresults Indicativeactivities1. Promote an enabling political

environment(SUNSO1&2)• Raisepoliticalawarenessofbenefitsofinvestingin

nutrition• Provide support to SUN Government Focal Point

andMulti-StakeholderPlatforms• Facilitate technical assistance to support

developmentofcosted,multi-sectoralplans• Track funding needs of Civil Society Alliances and

facilitateaccesstofunding2. Improve harmonization between

donors(SUNSO3)• Harmonize policy support to governments and

otherstakeholders• Map existing donor actions and investments,

identifyduplicationsandgaps• Use the SUN checklist for good national nutrition

planstoharmonizefundingdecisions• Agreeoncoordinatedfundingmechanisms

3. Support effective actions alignedwith national plans and CRFs(SUNSO3)

• Assess alignment of existing and planned actionswithnationalplansandCRFs

• Facilitatethemonitoringandevaluationofpolicies

22

andactions4. Galvanize more and better

financingfornutrition(SUNSO4)• Supportthecostingofnationalnutritionplans• Trackdomesticbudgetallocationsandexpenditure

fornutrition• Mapexistingdonorinvestments• Facilitate access to financing mechanisms to fill

gaps• Communicate funding gaps to SUN structures at

globallevel5. Promoteequity,equalityandnon-

discrimination for all, withwomen and girls at the centre ofefforts to scaleupnutrition (SUNRoadmapkeyarea4)

• Facilitate technical support guide decisionmakerson how best to design and implement plans andprogrammesthataddressequity,equalityandnon-discrimination

• Advocate against inequities that discriminateagainst vulnerable groups, including women andgirls

• Support countries to collect and access reliabledisaggregateddata

IndicatorsandtargetscouldbedevelopedsimilartothoseagreedinAnnex1ofthe current SDN ToR. The global SDN ToR would then need to be updated toreflect these new expected results and indicators. The SDN could considerdevelopinga simpleTheory of Change outlininghowdesired resultswouldbeachievedwhilstmanaginghinderingfactors.In order tomonitor progress, it is suggested that national donor coordinationmechanisms could undertake a self-assessment of progress prior to the annualcountry jointassessment.Theopinionsof thegovernment focalpointandotherstakeholders could then be solicited and integrated. The findings of theassessment of donor coordination could then be fed into the country jointassessmentandprovideamoredetailedanalysisofdonorcontributions than iscurrentlythecase.It is also proposed that a template ToR for national donor coordinationmechanisms is developed in addition to the revised ToR for Donor Convenors(see below). There is a need to focus on the collective role of national donorgroupsaswellasthefacilitationroleofDonorConvenors.Currently,therolesandresponsibilitiesofthetwoarecombinedwithintheglobalDonorConvenorToR.Itmight be more helpful to separate the two. The ToR template for donormechanismswouldreflect thecoreresultsand indicators,proposethattheyareusedtodevelopanannualworkplanforthemechanismandoutlinetheprocessformonitoringprogress.

4.2 PromotetoolstofacilitatedonorharmonizationMapping of existing donor actions and investments is critical for improvedharmonization. The global SDN could consider whether national donor groupscouldusetheinventory tooldevelopedbyREACHandtheUNNetworkforSUNforthispurpose.

23

The global SDN could encourage national donor coordination mechanisms toutilise and provide feedback on the usefulness of the SUN checklist for goodnationalnutritionplans2inguidingandharmonisingfundingdecisions.

4.3 Support national donormechanisms to contribute to enhanced trackingofinvestmentsandgalvanizemoreandbetterfunding

The global SDN could provide guidance to Donor Convenors and nationalmechanismstocontributetoabottomupapproachtothetrackingofnutritionfinancing, identification of gaps and funding sources. It is vital for DonorConvenors to participate in the on-going efforts of the global SDN and the SUNMovementSecretariatontheseissuesandalsomobiliseotheractors.

4.4 RaiseawarenessofcountrystaffTheglobal SDNcouldproducea shortbrief explaining the importanceofdonorcoordination mechanisms having a multi-sectoral approach to nutrition,integrating participants from relevant sectors. Such a brief could be used byDonorConvenorstoadvocateformulti-sectoralcoordinationmechanisms.Head Offices and the global SDN could also improve awareness andunderstandingofnutritionfundingsourcesandhowtoaccessthemamongstdonorcoordinationmechanisms.Thiscouldinvolvedisseminatingandpromotingdiscussiononthe“mapping”ofmultilateralexternal(i.e.non-domestic)sourcesofnutritionfinancingthattheSDNhasinitiated.

4.5 ValueandclarifytheDonorConvenorroleAs has been proposed by USAID in the draft revised Donor Convenor ToRmembers of the global SDN could commit to raising awareness among seniorleaders at headquarters of the important role of the donor conveners in thecountrieswheretheywork,andofthecriticalneedtosupportthemtechnicallyandfinancially.Thecountryandheadofficesofdonoragenciescouldexplicitlyintegratetherolein to the broader job descriptions, including expected time allocation andreviewperformanceofDonorConvenorroleinannualevaluations.Thereisaneedtomakeexplicitthetimecommitmentrequiredtoeffectivelyfacilitate donor coordination in the Donor Convenor ToR. The review suggeststhatthisrequires30-40%ofthetimeofoneperson.Inpracticetheworkloadcanbesharedbetweentwopeople(co-convenorsorDonorConvenorsupportedbyamorejuniorcolleague).The revised template ToR could highlight Donor Convenor coreresponsibilities in facilitating thedevelopmentofannualcollectiveworkplans,themonitoringofprogressandintegratingfindingsintotheannualcountryjointassessments.SupportingtheestablishmentandstrengtheningofUN,business

2InDecember2016,theUNNetworkforSUNandtheSUNMovementSecretariatlaunchedadraftchecklistforgoodnationalnutritionplanshttp://scalingupnutrition.org/news/the-first-ever-checklist-for-quality-national-nutrition-plans-is-launched/

24

and civil society networks could be emphasised, in particular facilitating theaccesstofundingbyCivilSocietyAlliances.TheToRcouldalsobe revised tobe complementary to the ToR for nationaldonorcoordinationmechanismsproposedabove,i.e.theDonorConvenorToRfocusesonthefacilitationtasksofDonorConvenors.The revised Donor Convenor ToR could have a section outlining selectioncriteriathatcouldinclude:• Knowledgeableofthebenefitsofinvestinginnutrition,amulti-sectoralapproachandtheSUN

Movement• CommittedtotheGoodNutritionPartnershipPrinciplesdevelopedbytheSDNandwideraid

effectivenessprinciples• Excellentfacilitation,mobilizationandcommunicationskills• Hasadequate timeavailable toplayroleeffectively(30-40%of time–couldbesharedwith

others)• Sufficientsenioritytoinfluencegovernmentandotherdecisionmakers

4.6 ProvideresourcesfordonorcoordinationThe global SDN could consider how to make available funds to support theactivities of donor coordinationmechanisms.Whendonoragenciesagree totake on the Donor Convenor role they could commit to make some fundsavailable.

4.7 Re-energise discussions on how catalytic funding for multi-stakeholderprocessesaremadeavailableintheSUNMovement

TheglobalSDNcouldconsiderhowtomakecatalyticfundsavailabletosupportbroadermulti-stakeholderprocesses.ThereisacleardemandforthisfromDonorConvenors.Clearlythisispartofawiderissueofensuringrequiredresourcesareavailable for networks and multi-stakeholder processes at global and countrylevels. The presentation of comprehensive funding requirements of the SUNMovement(notincludingprogrammes)wouldaiddonordecision-making.

4.8 Facilitate sharing of experiences and learning between national donorgroups

TheplannedSDNwebportalshouldprovideaforumforavirtualcommunityofpractice and an important means of sharing learning between donor groups.Cross-countrylearningisthemostvaluedanddesiredmeansofsupportbyDonorConvenors. Opportunities for face-to-face interactions between members ofnationaldonorgroupswouldbehighlyappreciated.TheglobalSDNcouldcollaterequests for support and identify national donor groups that have successfullyaddressedsimilarchallenges.ThecooperationbetweenTajikistanandNepalisanexamplethatcouldbereplicated.

4.9 Enhanceglobal–nationalcommunicationRegularphone calls between Donor Convenors and Head Offices would bevalued and provide an opportunity for information on global commitments ofdonoragenciesandSUNMovementprocessestobeshared.TheglobalSDNcould

25

provideguidancetodonorheadofficesonexpectedtimeallocations,performanceevaluation criteria and communications to ensure a consistent approach andavoidduplicationwithsupportitisproviding.DonorConvenorscouldbeinvitedtojoin(atleastpartof)globalSDNcallsandproposeagendaitems.

26

Annex1:TermsofReferenceoftheReviewReviewof SUNDonorConvenerandUNnetworkstructuresat the countrylevel1) BackgroundandRationale

This consultancy will support the SUN Donor Network in their endeavour tobetterunderstandandstrengthenthedonorconvenerroleatcountrylevel.Afirststep in this is to better understand howdonors are organised at country level,separateorjointlywiththeUNandhowstructuresarerelatingtotheUNNetworkorotherSUNStructures.TheSUNDonorsNetwork,withsupportfromtheUNNetworks,agreedtoassesshowtheroleoftheSUNDonorConvenerandtheUNNetworkatcountrylevelcanbe better aligned, and to create synergies in countries where there are twonetworks present in order to strengthen the functioning of the countries withjoinednetworksIn general donor nutrition coordination “models” can be clustered into fourdifferentmodels:

1. SeparateSUNdonorandUNnetworks2. OnejointSUNdonor-UNnetwork3. PTF (technical and financial partners); including donors, UN and

internationalNGOs4. Nostand-aloneSUNdonornetworkandnutrition is instead integrated in

anexistingdonorsectoralgroup(oftenhealth)asatopicorsub-group.

Thelevelatwhichdonornetworksarewell-functioningvariesbetweencountries,andalsodependsonexistingstructuresandhowfar thesehold thepotential tospecifically coordinate around nutrition. Donor presence at country level alsovaries,andanumberofagenciesdon’thavetheresourcesintermsofasufficientamountof staff (e.g.nutrition focalpoints)available to commit time toa stand-aloneSUNdonornetwork.Countriesvaryintermsoftheavailablesupportforthefunctioningofthenetwork;withsomedonorsinvestinginasecretariat(e.g.oneadvisor) with a large-scale donor network as opposed to others depending onexistingstafftosupportthenetwork.2) ObjectiveofthisAssignment

ThereviewwillbecarriedouttogainabetterunderstandingoftheexistingSUNDonornetworkstructuresatcountrylevels,includingthosejointlysetupwiththeUNNetworkorthoseembeddedinexistingdonorcoordinationstructures.Basedonthereview,possiblebestpracticeexamples,aswellasaspectsthatsupportorhinderthefunctioningofthedonorconvenerrole,willbedocumented.Thiswillincludeananalysisofthepoliticalandotherfactorsthatdeterminetheextentofengagementbydifferentdonorsinnationalnetworks.3) ScopeofWork

27

ItisexpectedthattheConsultantwillperformthefollowingtasks:

• Literaturereviewofbackground informationontherelevantpartsof theSUN IndependentComprehensiveEvaluation (ICE), SUN2.0 strategy androadmap,theSUNDonornetworkStrategy,andthedonorconvenerroleinadditionwithapreviousassessmentofitsroleandimplementation;

• Classificationof all SUNcountries foroneof thedonor conveneror jointUNNetworkatcountry level, includingreviewingthefourcategoriesandimplementsuggestionsforpossibleimprovedrevision;

• Engagingaminimumof8 (up to ten ifpossible) countrieswithdifferentmodels to describe their model; including strengths and weaknesses aswellastosupportupcoming/presentneeds;

• Engagingwithdonoragenciesatglobal level, theSMSandotherrelevantstakeholdersinordertounderstandtheirviewsandrequirements;

• Developmentof recommendations for the revisionprocessof themodelsandtheTORforthedonorconvenerrole;

• Preparationofabriefreportofthefindings.

4) ExpectedOutputs• Areportof themajor findings,documentationofbestpracticesand

do’s and don’t’s for donor convener, required budget and revisedTOR.

28

Annex2:BibliographyGlobaldocumentsMokoro(2015)IndependentComprehensiveEvaluationoftheScalingUpNutritionMovement:FinalReport.MainReportandAnnexes.MokoroLimited.1May2015.http://scalingupnutrition.org/about-sun/the-history-of-the-sun-movement/#2SDN(2012)SUNdonorNetworkTermsofReferenceSDN(2014a)TermsofReferenceforDonorConvenorsandSupportersSDN(2014b)SDNDonorConvenorSurveySDN(2016)SUNDonorNetworkStrategy2016–2020SMS (2010) Senior Officials’ Meeting on Nutrition. Donor Meeting Summary.Ottawa,November30,2010.SMS (2016a) SUN Movement Strategy and Roadmap 2016-2020http://scalingupnutrition.org/about-sun/the-sun-movement-strategy/SMS (2016b) SUN Movement Annual Report 2016http://scalingupnutrition.org/progress-impact/sun-movement-annual-progress-report/SMS (2016c) Information Guide for Joint-Assessment in SUN Countrieshttp://docs.scalingupnutrition.org/wp-content/uploads/2016/06/EN_Information-Guide-for-Joint-Assessment-2016-in-SUN-Countries.pdfSMS (2017) Guidance note for discussion on funding needs and global fundingsourcesduringJune2017SUNMovementCountryNetworkmeetingWorld Bank (2016) Investment Framework for Nutritionhttp://www.worldbank.org/en/topic/nutrition/publication/an-investment-framework-for-nutrition-reaching-the-global-targets-for-stunting-anemia-breastfeeding-wastingCountryspecificdocumentsCôted’IvoíreTermsofReferenceforTechnical&FinancialPartnersGroupTFPNRoadMap2016Q&AonTechnical&FinancialPartnersNetwork,draftedbyUNICEF,Sep2016

29

Q&AonUNNetworkforNutrition,draftedbyUNICEF,Sep20162016UpdateonUNNetworkforSUNinCôted’IvoíreMalawiRevisedTermsofReferenceforDonorNutritionSecurity(DoNutS)groupDraftToRforSUNDonorNetworkinMalawiMozambiqueNutritionPartnersForumTermsofReferenceSenegalSenegalDonorConvenorCaseStudyundertakenin2014SierraLeoneSierraLeoneDonorConvenorToRDraftToRSierraLeoneSUNDonor(andUN)Network(2014)TajikistanSUNMovementwebsite:http://scalingupnutrition.org/sun-countries/tajikistan/TanzaniaProgressreportonrevitalizationofSDNandrevisedroleofDCDonorNetworkToRandworkplanDonorConvenorcountrycasestudy2014TanzaniaMSP(2016)TanzaniaJointAssessment2016http://docs.scalingupnutrition.org/wp-content/uploads/2016/06/Tanzania-Joint-Assessment-2016.pdfZambiaRevisedToRforSUNCooperatingPartnersGroupZambia’s1000MostCriticalDaysProgramme:Resultsfromthe2016ProcessEvaluation

30

Annex3:KeyinformantsPeopleinterviewed

Surname Names OrganisationRoleinSUNMovement Location

Stakeholdergroup

Siddle Ben IrishAidGlobalDonorNetwork Ireland global-donor

Peniston Anne USAIDGlobalDonorNetwork USA global-donor

Perry Abigail DFIDGlobalDonorNetwork UK global-donor

Laroche Isabelle

GlobalAffairsCanada,GovernmentofCanada

GlobalDonorNetwork Canada global-donor

Coghlan Nora BMGFGlobalDonorNetwork USA global-donor

Lieberum Maren GIZSUNDonorNetworkFacilitator Germany global-donor

Lasbennes Florence SMS SMSCoordinator Switzerland global-SMS

Bidault Nicolas REACHUNNetworkFacilitator Italy global-UN

Goossens Tania REACHUNNetworkFacilitator Italy global-UN

d'Elloy Charlotte IrishAid DonorConvenorSierraLeone

national-donor

Machuama Lara IrishAid CoDonorConvenerMozambique

national-donor

Shosho Neema IrishAid DonorConvenor Tanzanianational-donor

Obey AsseryGovernmentofTanzania

GovernmentFocalPoint Tanzania national-gov.

Mapemba Mphatso IrishAid DonorConvenor Malawinational-donor

Yandila Ethel DFID DonorConvenor Zambianational-donor

Desloges Julie

GlobalAffairsCanada,GovernmentofCanada

GlobalDonorNetwork Senegal

national-donor

Huffman Samantha USAID DonorConvenor Tajikistannational-donor

LeDain Anne-Sophie UNICEF DonorConvenor

Coted'Ivoire national-UN

31

Peoplecontactedbutunavailable

Surname Names OrganisationRoleinSUNMovement

Stakeholdergroup

Ziesemer Sabrina GIZ Donoragency global-donor

Raue Annelies DFID DonorConvenornational-donor

Mulenga Robinah

ZambiaNationalNutrition&FoodCommission

SUNgovernmentfocalpoint

national-government

Lopes Claudia SETSANSUNgovernmentfocalpoint

national-government

Tembe Almeida SETSANSUNgovernmentfocalpoint

national-government

Alvey Jeniece USAID Donoragency global-donor

Ngoran-Theckly Patricia NationalNutrition

Council,GovernmentofCôted'Ívoire

SUNgovernmentfocalpoint

national-government

Berhanu Hailegiorgis DFID Donoragencynational-donor

Ohlarlaithe Mícheál WFP UNstaff national-UN

Possolo Edna SETSANSUNgovernmentfocalpoint

national-government

Campo-Llopis Pedro ECEx-DonorConvenor

national-donor

Felix PhiriDNHA,MinistryofHealth,Malawi

SUNgovernmentfocalpoint

national-government

32

Annex4:ChecklistforkeyinformantinterviewsBackground

• Keyinformantrole• historyofengagementwithdonornetwork

Context:politicalenvironment

• Governmentfocalpoint;• Multi-stakeholderplatform;othernetworks;• Statusofmulti-sectoralpoliciesandplans;• Implementation;• Domestic&internationalresourcecommitments;• Implementationcapacity• Accountability;

Donorcoordinationmechanismsonnutrition

• Typeofdonorcoordinationmechanisms:convenor,type&numberparticipants

• ToR,workplan• Objectivesandactivities,examples• Waysofworking,examples

Effectivenessofdonorcoordinationmechanisms

• Promoteanenablingpoliticalenvironment:includingpromotehighlevelpoliticalcommitmentandleadership;governmentcoordinationcapacity;multi-stakeholderplatforms;multi-sectoralpolicies,plansandCommonResultsFrameworks(CRFs);supporttoothernetworks

• Improveharmonizationbetweendonors:reducegaps,duplication,morecoherentmessagingandsupport

• SupporteffectiveactionsalignedwithnationalplansandCRFs:includingstrengthenimplementationcapacity

• Galvanizemoreandbetterfinancingfornutrition:includingfacilitatingaccesstoregionalandglobalfunds;scalingupincountryfinancialassistance

Factorsenabling/hinderingperformanceofdonorcoordinationmechanisms

• Whatarethemainfactorsenablingandhinderingthefunctioningandeffectivenessofdonorcoordinationmechanisms?Probequestions:

Ø GovernmentleadershipØ ToRsandworkplansØ TypeofparticipantsØ RelationshipswithothernetworksØ Sectoralscopeofmechanism

33

Ø AttitudesofmembersofmechanismØ TheroleandapproachofDonorConvenorsØ ResourcesfordonorcoordinationØ AccountabilitymechanismsformonitoringdonorperformanceØ SupportfromdonorHeadOfficesandtheglobalSDN

Summaryandfinalobservations

• Anyfinalcommentsorsuggestionsonhowtoimprovedonorcoordination