EXECUTIVE SUMMARY - Global Child Nutrition Foundation

Synergistic community partnerships strengthen school
feeding programs.
The most effective community partnerships focus on execution
and have clear, concrete goals. SIGN has generated more than
20 partnerships between its platform members and organizations
in Ghana. The most important have been governmental partnerships
that established the GSFP. Other significant partnerships
include GSFP monitoring programs, school garden initiatives,
microcredits for organic farmers, food fortification and social
accountability programs.
A common feature shared by successful partnerships is the
synergy created among different stakeholders. SNV is hoping to
forge partnerships between local farmers and school feeding
programs in Ghana, Kenya and Mali. It has submitted a proposal
to the Bill & Melinda Gates Foundation for a procurement
governance project. Since no clear guidelines exist at the local
level related to food procurement, SNV plans to pilot
procurement mechanisms that will improve access to locally
grown foods.
“One big theory of change in the SNV program is
to bring smallholder farmers to the forefront and
empower them to deliver food for school feeding
programs.”
Adama Jehanfo, SNV
The community participation process can be challenging,
but the payoffs are great.
Garnering community participation can be challenging. Gaining
stakeholder buy-in is time consuming, but it is essential to
guarantee accountability and open communication. Ms. Jehanfo
and Mr. Schilpzand described lessons learned through the
GSFP:
Government acceptance is critical. School feeding programs
cannot succeed without government buy-in and acceptance.
The responsible government institutions must be involved in
all processes. To legitimize mandates, it can be helpful to sign
agreements with the government.
Transparency builds trust. When multiple stakeholders and
public support are involved with a school feeding program,
transparency is essential.
Scaling Up Sustainability: Linking School Feeding with Agriculture
Development to Maximize Food Security
May 3-7, 2011
Nairobi, Kenya
© 2011 GCNF and PCD. All rights reserved. Page 22
Communication is necessary among partners and with the
larger environment. Beneficiary demands and donor offers
must be clear from the outset. Open dialogue is necessary.
Cultural differences must be bridged. Cultural differences exist
between countries, as well as between sectors. For example,
some NGOs see their role as one of a critic. As a result, they
may be unwilling to participate in community partnerships. The
business sector, on the other hand, has a strong interest in the
payback from their involvement.
Some barriers cannot be overcome. Ms. Jehanfo noted that
even when programs promote transparency, some institutional
barriers and hierarchies can prevent accountability.
Soft power can have great influence. SIGN has demonstrated
the effect of soft power. It has effected change through networking,
information, advocacy, and commitment. Mr.
Schilpzand noted that having a large network that can adapt to
new challenges is very important.
“Committed people can create leverage: think
big, start small, and grow big.”
Rutger Schilpzand, SIGN
Other Important Points
Market queens. In Ghana, powerful women called “market
queens” purchase food from farmers and resell it in markets.
Some local farmers are not willing to give up their relationships
with the market queens in order to partner with the GSFP. In
these cases, GSFP partners with market queens to sell food to
schools. Prices are negotiated at the local level.
Community nutrition education. Schools provide a vehicle for
disseminating nutrition education messages to the wider
community. Children can act as agents of change, bringing
lessons learned home to parents and siblings and promoting
consumption of a well-balanced diet.