PANEL 8.1 SCALING UP NUTRITION THROUGH BUSINESS JONATHAN TENCH
D
espite the involvement of businesses in over 20 Scaling Up Nutrition (SUN) coun-
try multistakeholder platforms, countries’ strategic or implementation plans express little understanding or articulation of the role of business. Country strategies analyzed by the SUN Business Network typically included the following goals: access to direct nutrition services, behavior-change communication, increased technical and institutional capacity, resource mobilization, research, data collec- tion and analysis, and monitoring and eval- uation. The plans to meet these goals rarely identified the role of business. Furthermore, countries’ implementation plans reveal a high dependence on public
sector resources and capacities, but little information on the resources available in the private sector. One plan even notes that it “does not include business investments, which, by nature cannot be planned” (SUN 2014a, 29). Another plan states that busi- ness can play a role in food fortification, but restricts this engagement to traditional cor- porate social responsibility donations from companies to public sector schemes, with no recognition of the core business proposition food producers can offer. When asked, business leaders in SUN countries express strong interest in joining multistakeholder initiatives and national conversations about public policy incentives
related to regulation enforcement, taxes, and infrastructure, which can stimulate greater investment. To fully leverage business invest- ments, countries will need to integrate these kinds of incentives into their national plans. National and global efforts to improve trans- parency and monitoring mechanisms, such as the Access to Nutrition Index (ATNI), work with the largest food and beverage compa- nies. The SUN Movement’s work developing a strong understanding of how conflicts of interest can be brought into the open and how risks can be minimized can support responsible and regulated engagement.
original commitments made. All agencies that responded were “on course” (Table 8.6). Most of the commitments focused on further strengthening of UN agency commitments in countries where significant work is ongoing. Some UN agencies are also building and improving on workforce indicators to better assess the nutrition and dietary status of populations and improved coordination with governments.
Donor commitments
Eighteen donors made commitments at N4G. Seven made both financial and policy/program commitments, six made only financial commitments, and five made only policy/program com- mitments. As noted in Chapter 7, we cannot report on donors’
TABLE 8.6 UN PROGRESS IN MEETING N4G COMMITMENTS UN agency
Food and Agriculture Organization of the United Nations (FAO) International Fund for Agricultural Development (IFAD) Office for the Coordination of Humanitarian Affairs (OCHA) United Nations Children’s Fund (UNICEF) SUN UN System Network
World Food Programme (WFP) World Health Organization (WHO)
N4G financial commitments because of lags in the reporting process for official development assistance. Nevertheless, the 13 donors that made financial pledges at N4G all provided us with financial data reported in that chapter. We also received responses from all donors that made policy and program com- mitments (Table 8.7). Generally, the donors reported positive progress, with many of them forming unique collaborations and innovative partnerships that will shape how programs are rolled out.
N4G commitments from other organizations
We received four responses from the five remaining (“Other”) organizations that defy easy labeling. The responses received
Policy/program commitments On course On course
No response On course On course On course On course
Source: Authors. Note: On course = progress made is on course for meeting the N4G commitment. No response = agency did not respond to requests for progress.
ACTIONS & ACCOUNTABILITY TO ACCELERATE THE WORLD’S PROGRESS ON NUTRITION
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