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17
Ishaprasad Bhagwat, Surita Sandosham and V Ramani Associated as the Chief of Programmes, Chief Executive Officer and Member of the Governing Council of the Alliance 1 Bhavishya Alliance A Multisectoral Initiative to Address Undernutrition in Maharashtra
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Ishaprasad Bhagwat, Surita Sandosham and V Ramani

Associated as the Chief of Programmes, Chief Executive Officer and Member of the Governing Council of the Alliance

1

Bhavishya Alliance

A Multisectoral Initiative to Address Undernutrition in Maharashtra

Bhavishya: The Indian Partnership for Child Nutrition:

2006 – 2012

2

1. Background

2. The Partnership’s Strategy for Solving This Problem

3. The Partners

4. The Process

5. Key Results

6. Key Learnings

7. Acknowledgements

Background

3

That a multisectoral approach is needed to prevent and

manage child undernutrition is well documented

The Government of India has also launched a

Multisectoral Programme to address the challenge

However, there is minimal evidence on how a

multisectoral programme can be developed and

implemented

Bhavishya Alliance attempted this during the period 2006

– 2012; our experience is summarized here

4

The Partnership’s Strategy

The System that is Producing Malnutrition

is Highly Complex

Inadequate

dietary intakeDisease

Child malnutrition, death

and disabilityOutcomes

Insufficient access to

food

Poor water/sanitation

and inadequate health

services

Quantity and quality of actual resources—human, economic,

and organizational—and the way they are controlled

Potential resources: environment, technology, people

Source: UNICEF

Inadequate

maternal and child

care practices

Immediate

causes

Underlying

causes at the

household/

family level

Basic causes

at the societal

levelPolitical, cultural, religious, economic and social systems, including

women’s status, limit the utilisation of potential resources

Inadequate and/or inappropriate knowledge and discriminatory

attitudes limit household access to actual resources

Child Malnutrition is a Complex Problem

that Can Only Be Solved Through an Extraordinary Approach

Type of

complexity

Definition Ordinary

approach for

simple

problems

Extraordinary

approach for

complex

problems

Process

requirement

Dynamic Cause and effect are

far apart in space

and time

Piece by

piece

System as a

whole

Systemic

Generative Future is unfamiliar

and undetermined

Existing

solutions

Emerging

solutions

Creative

Social Actors have diverse

perspectives and

interests

Experts and

authorities

Stakeholders

and

stickholders

Participative

Source: Kahane after Scharmer and Senge

Societal Problems Can Only Be Solved

with the Organizations from All Three Sectors

Business

organizations

Market sector

Economic system

Government

organizations

State sector

Political system

Community-based

organizations

Civil society sector

Cultural system

Source: after Perlas and Waddell

8

The Partners

Sector International National Maharashtra

Governmental,

inter-

governmental,

and quasi-

governmental

organizations

UNICEF

World Bank

World Food

Program

Department of Health

Department of Women and Child

Development

National Institute of Nutrition

The Planning Commission

The Rajmata Jijau Mission on Nutrition

Administrative Training Institute

Department of Women and Child

Development

Department of Health & Family Welfare

Panchayat government

State Mission on Nutrition and Child

Mortality

Business

organizations

Generon

McKinsey

Unilever

HDFC

Hindustan Lever

ICICI

Ranbaxy

Tata

Community-

based, voluntary,

non-

governmental,

and other civil

society

organizations

CARE India

Catholic

Relief

Services

Oxfam

Synergos

Centre for Health Education

Training and Nutrition

Awareness (CHETNA)

Child Relief and You (CRY)

Nutrition Foundation of India

Population Foundation of India

Self-Employed Women’s

Association (SEWA)

The Hunger Project India

Institute of Health Management

MAVIM

Society for Nutrition, Education and

Health Action for Women and

Children (SNEHA)

SNDT Women’s University

10

The Process

The Change Lab ; Application of the “U-Process,” a Social Technology for

Addressing Highly Complex Challenges

Source: Jaworski and Scharmer

1. Suspending7. Institution-

alizing

3. Letting go

2. Redirecting

5. Crystallizing

4. Letting come

6. Prototyping

and piloting

Co-Sensing:

uncovering current

reality through

transforming perception

Co-Presencing:

uncovering shared

purpose through

transforming self and

will

Co-Realising:

enacting a new

reality through

transforming action

12

Key Results

Key Results

13

Between 2006 – 2012, the Alliance implemented 11 Pilots, 4

of which have been scaled up

The Approach has been scaled up in other contexts

Challenges

Mutual suspicions continued

Lack of Continuity of Key Personnel

An absence of an institutional mechanism for scaling up

14

Key Learnings

The Intervention

15

Two firsts:

- A sincere attempt to evolve a multisectoral programme,

looking beyond existing stereotypes

- The U Process was experimented with to evolve the

partnership

Key Learnings

16

Invest time and trust to nurture partnerships

Create an enabling environment

Ensure continuity of key personnel

For the Partners

Identify and foster Government commitment

Ensure authentic involvement of the NGOs

Look beyond CSR

Engage partners to raise resources

Acknowledgements

17

All Partners, especially all who participated in the Change

Lab

All who developed and scaled up the Pilots


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