SUN Strategy 3.0 2021-2025 - Scaling Up Nutrition
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SCALING UP NUTRITION MOVEMENT
SUN Strategy 3.0
2021-2025
SUN VISION By 2030, a world free from malnutrition in all its forms. Led by countries and governments, supported by organisations and individuals – collective action ensures every child, adolescent, mother and family can realise their right to food and nutrition, reach their full potential and shape sustainable and prosperous societies.
Table of Contents SUN Strategy 3.0 1
Table of Contents 01
Executive summary 3
02
Introduction: A changing external and internal context 7
Who is SUN? 7
Why a new Strategy? 7
Facing the challenges 9
Emerging threats and opportunities 9
03
SUN 3.0: A Strategy to accelerate nutrition action and
systemic change, 2021–2025 11
SUN 3.0 strategic objectives 11
Priorities for each of the SUN 3.0 strategic objectives 16
04
Financing for SUN 3.0 23
Prioritising financing for nutrition 23
Mobilising financing for nutrition 24
Strengthening capacity to improve financing for nutrition 25
Financing the SUN support structures 26
05
SUN 3.0 Governance and operations 30
Implications of the SUN 3.0 Strategy for 2021–2025 30
Membership, roles and capabilities for SUN members and
structures 31
SUN Movement Accountability Framework 39
Hosting arrangements for the SUN Movement Secretariat 42
06
Managing conflicts of interest 40
07
What success will look like in 2025 41
Key outcomes for SUN 2021–2025 41
Transitioning to a more sustainable scaling up nutrition approach
in SUN countries 42
08
The Strategy development process and implementation 43
Annexes – see separate document
Abbreviations and acronyms SUN Strategy 3.0 2
Abbreviations CC Country coordinator
CSA
and acronyms Civil Society Alliance
ExCom Executive Committee
FCAS Fragile and conflict-affected states
FCDO Foreign, Commonwealth & Development Office
GDP Gross domestic product
GSS Global Support System
ICE Independent Comprehensive Evaluation
IDA International Development Association
IBRD International Bank for Reconstruction and Development
LG Lead Group
MEAL Monitoring, Evaluation, Accountability and Learning
MQSUN Maximising the Quality of the Scaling Up Nutrition
Programme
MSP Multi-stakeholder platform
N4G Nutrition for Growth
NGO Non-governmental organisation
NNFSS National Nutrition and Food Security Secretariat
NPC National Planning Commission
OCHA United Nations Office for the Coordination of
Humanitarian Affairs
PF Pooled Fund
SBN SUN Business Network
SC SUN Movement Coordinator
SDGs Sustainable Development Goals
SMART Specific, measurable, achievable, relevant and
time-bound
SMEs Small and medium enterprises
SMS SUN Movement Secretariat
SO Strategic objectives
SUN Scaling Up Nutrition
UN United Nations
UNN-REACH United Nations Network–Renewed Efforts against Child
Hunger and Undernutrition
UNOPS United Nations Office for Project Services
WASH Water, sanitation and hygiene
WHA World Health Assembly
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01 Executive
summary
The focus: The Scaling Up Nutrition as well as corresponding mitigation
(SUN) Strategy 2021–2025 (SUN 3.0) measures, have shown the need for large-
prioritises country leadership and focuses scale coordinated action and institutional
on supporting systemic change at the reform.
country level. It seeks to capture the
Investing in nutrition remains a key
ambition of SUN countries and guide the
element of building human capital
work of all actors at all levels – national
and is essential to achieving the SDGs
and subnational, regional and global –
and fostering resilience against future
aligning concerted action behind and
pandemics. The challenges are greatest
responding to commonly agreed national
in conflict-affected and fragile contexts,
priorities set out by governments in SUN
requiring a stronger link between
countries. As part of these efforts, SUN 3.0
humanitarian and development efforts
aims to contribute towards achieving the
to reduce humanitarian needs through
goals of the 2030 Agenda for Sustainable
inclusive risk-informed development
Development.
programming. An urgent, coordinated
SUN 3.0 is committed to fundamental, response and scaled up investments
non-negotiable aspects of effective from governments, donors, the private
nutrition action, including equity and the sector, United Nations agencies and civil
principle of leaving no one behind. For its society (international, national and local)
third phase, the SUN Movement will drive are now crucial. The pandemic has made
forward gender equality and enshrine clear that SUN 3.0 is needed now, more
youth leadership across the Movement. than ever, to keep nutrition on the global
SUN 3.0 will strengthen partnerships agenda, protect the most vulnerable,
to achieve greater impact on nutrition prioritise evidence-informed actions and
through food systems, health systems, make the case for investing in nutrition.
social protection systems, actions by
SUN 3.0 is designed to lead this call to
the private sector and humanitarian
action across all those working on the
and development actors, and through
SDGs. This third phase of the Strategy will
education, water, sanitation and hygiene
be judged a success if actors across the
(WASH) and climate change adaptation.
Movement can demonstrate that their
Even before COVID-19, very few countries individual and collective efforts contribute
were on track to meet the World Health clearly to accelerating nutrition results
Assembly (WHA) and Sustainable through systemic change at the national
Development Goal (SDG) nutrition and subnational levels and to saving lives
targets. The pandemic is likely to roll and increasing resilience in countries
back many years of progress, particularly affected by fragility and conflict (FCAS).
in low- and middle-income countries, as Indicators of success are described further
strategies to reduce virus transmission are in Section 8.
disrupting food and health systems and
Key priorities: SUN 3.0 emphasises impact
overloading social protection systems,
on nutrition at the country level and
with severe socio-economic impacts.
country leadership in addressing all forms
The combined effects of COVID-19 itself,
GO BACK01 Executive summary SUN Strategy 3.0 4
of malnutrition. This includes supporting and ensure such promotion, alignment
nutrition-specific and nutrition-sensitive and mutual accountability is realised.
actions through strengthened food, In fragile and conflict-affected states
health and social protection systems, and (FCAS), where the government
with a focus on gender and economic may be unwilling or unable to lead,
equity. SUN partners shall work together
in collaboration with humanitarian
The SUN Movement urges all stakeholders
actors and include them in any multi-
to adopt, own and deliver collectively
stakeholder platforms.
developed strategic objectives as
immediate priorities. All parts of the Since the outset, the Movement has
Movement – member governments, the aspired to achieve an empowered and
four SUN networks, the SUN Movement elevated nutrition coordination position
Coordinator, the SUN Movement and structure led by government and
Secretariat, the SUN Movement Executive supported by a multi-stakeholder team
Committee and the SUN Movement in each country. In this Strategy, the
Lead Group – are expected to step up in term ‘country coordinator’ refers to the
equal measure and intensify their efforts responsibility for and function of nutrition
to accelerate the delivery of nutrition coordination in SUN member countries
outcomes at scale, and to work together to and the institutional arrangements
align and focus those efforts on priorities to ensure empowered and adequate
within countries. Opportunities such as support. Countries may decide to adopt
the Nutrition for Growth (N4G) Summit this title or to retain the title of focal point.
offer an important chance for countries However, for the purposes of this Strategy,
and donors to recommit to scaling up the position is generically referred to as
nutrition action and resources. country coordinator. SUN 3.0 encourages
flexibility for countries in determining the
The SUN 3.0 Strategy sets out four
appropriate shape and terminology that
strategic objectives as reflected in the
these roles and arrangements take in
SUN 3.0 strategy framework (theory of
different country contexts.
change):
The Strategy sets out the financing needs
1) Strengthen and sustain strong policy
for countries to be able to scale up actions,
and advocacy environments at the
accompanied by a call for enhancing
subnational, national, regional and
the efficiency of current spending,
global levels to position nutrition
and emphasising the need to leverage
outcomes as a key maker and marker
additional resources from domestic
of sustainable development.
budgets, donor partners, private investors
2) Develop and align shared country and innovative sources (i.e., ‘more money
priorities for action. for nutrition’ and ‘more nutrition for the
3) Build and strengthen country money’).
capacity to develop, prioritise, finance, The Strategy also details the proposed
implement and track country governance approach and the need for
actions through strengthened clear accountability mechanisms. These
technical assistance and knowledge will be developed in the operational
management. planning phase, together with revised
4) Ensure governance of SUN that terms of reference, to support the shift
promotes country leadership and from SUN 2.0 to SUN 3.0 and manage
responsibilities of government, potential conflicts of interest across all
aligns the resources of all Movement duty bearers and stakeholders, including
stakeholders behind country priorities, national and subnational governments,
strengthens mutual accountability global partners, networks (Civil Society,
between Movement stakeholders and United Nations, Business, Donors and
to those most at risk of malnutrition, potentially Academia), the Lead Group,
with robust mechanisms to encourage the SUN Coordinator, the Executive
Committee and the SUN Secretariat.
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TABLE 1: Strategic shifts from SUN 2.0 to SUN 3.0
SUN 2.0 SUN 3.0 Commentary
Someone else (e.g., the Secretariat) You (and we) are all SUN Stronger ownership: everyone steps up to
is SUN meet SUN 3.0 objectives
Definition of success: “all Definition of success: “actors across A shift from a focus on advocacy and setting
countries will continuously the Movement demonstrate that up multi-stakeholder platforms to a focus on
improve country planning their individual and collective efforts nutrition results at national/subnational levels
and implementation to end contribute clearly to accelerating
malnutrition; mobilise, advocate nutrition results through systemic
and communicate for impact; and change at the national and
strengthen capacity for multi- subnational levels and to saving lives
sectoral and multi-stakeholder and increasing resilience in countries
collaboration at all levels” affected by fragility and conflict”
Intended to be country-led Country-driven, country-led, country- A stronger focus on country leadership is
owned reflected in the proposed new governance
arrangements. The composition of the
‘Walking the talk’ on country leadership
leadership and governance structures more
purposefully reflects the spirit of ‘country-
owned, country-led’
Individual focal points nominated An empowered senior country A major departure from SUN 2.0 to empower
by national governments were coordinator and multi-stakeholder and support countries to be able to lead, act
responsible for country-level platform team with the authority at scale and accelerate progress. Countries
coordination; however, they did not to lead coordination, incentivise will determine the institutional system that
feel empowered/ supported to play integration and align stakeholders, is right for their contexts, supported at the
this role and to facilitate the empowerment of highest levels, and provide political and
the powerless (voices of malnourished technical leadership for nutrition
women and children, youth, minority
groups, humanitarian actors)
Focus on undernutrition Scope of focus expanded to all forms An emphasis on all forms of malnutrition
(stunting, wasting, micronutrient of malnutrition (stunting, wasting, based on stakeholder consultations and
deficiencies) micronutrient deficiencies, and changing epidemiology
overweight and obesity)
Knowledge and technical More strategic knowledge An explicit focus on technical assistance for
assistance provided management and technical mobilising financial resources
assistance available to countries on
demand
Progress made in areas such as Focused and proactive approaches to A significant shift towards proactively
financial tracking and budget financing nutrition action leveraging financing for nutrition, with
analysis stronger links between advocacy and
financing
SUN Movement governance Executive Committee steps up to play Based on recommendations from the Mid-
led by the Lead Group, which a stronger governance role term Review, Strategic Review and guidance
had high turnover and met from Lead Group in September 2019
infrequently
SUN Movement Secretariat Global support system capacity and To be finalised in the operationalisation phase
capacities tailored to SUN 2.0 skill sets upgraded to reflect SUN 3.0
priorities
Strategy process built on the Strategy developed through a highly Building on recommendations from the SUN
SUN Independent Comprehensive consultative and inclusive process Independent Comprehensive Evaluation,
Evaluation through a highly Mid-term Review and Strategic Review and
consultative and inclusive process stakeholder consultations
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FIGURE 1: Strategic shifts from SUN 2.0 to SUN 3.0
The SUN Definition of Consultative process
Movement success: From building on Independent
working as a strengthening Comprehensive
team rather than processes to results Evaluation, Mid-term
a collection of on the ground Review, Strategic Review
entities and country stakeholder
inputs
Re-orient
capacities of From weak Country ownership:
SUN Movement governance to clearer From intent to
country and global and more effective
lines of accountability
Strategic investible nutrition
priorities backed by
support structures
(including the SUN and stronger shifts committed political
Secretariat, global governance by and institutional
networks) for Executive Committee systems
SUN 3.0
Technical assistance Country leadership:
and knowledge From overstretched
management: From undernutrition focal points to
increasingly organisec to a focus on all forms an engaged
around country of malnutrition and capacitated
priorities and leadership, country
embedding a systems coordinator and
approach support team
The process: The Strategy development transparent and inclusive as a Movement
process has built on SUN 2.0 and with the need for urgency demanded by
recommendations from the Mid-term changing events. Operationalisation of
Review (2018) and the Strategic Review the Strategy will be set out in separate
(2019–2020). It has been informed by plans, including a change management
a wide consultation process among process, and will reflect the strategic
SUN stakeholders and has combined shifts outlined in Table 1.
the importance of being consultative,
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02 Introduction
A changing external and internal context
Who is SUN? Why a new Strategy?
‘We’ are all SUN. Anyone who cares about The SUN Movement requires a new
nutrition and is willing to take effective Strategy to guide and accelerate progress
action, while adhering to SUN principles, in its third phase. The Strategy must
is SUN. SUN exists for the communities build on the Movement’s progress and
and people at risk of malnutrition. While achievements over the last decade,
governments are responsible for ensuring respond to the lessons learnt and
adequate nutrition for their populations, feedback from the Movement, and
all SUN stakeholders have an obligation adapt to new challenges and changing
to align behind and support these efforts contexts. By revisioning its future, the
and ensure accountability to those at risk SUN Movement can be fit for purpose in a
of malnutrition. changing world.
SUN includes every government Two independent evaluations, together
member of SUN; every individual, with feedback gathered at the 2019 SUN
business, organisation, or independent Global Gathering, inform the priorities
humanitarian and development actor and thinking for the next phase of SUN
that is a member of a SUN network at (2021–2025).1 Annex 1 summarises the
the country or global level; every member approaches and issues identified in SUN
of the Lead Group and the Executive external assessments.
Committee, and the organisations they
Much has been achieved under SUN
represent; the SUN Coordinator; and the
2.0. The Movement has facilitated the
SUN Movement Secretariat.
establishment of institutional homes for
SUN is a Movement – not an organisation, nutrition within governments through
development programme or financing the creation of multi-stakeholder, multi-
mechanism. Its members currently sectoral platforms, and through the
include 62 countries, four states in India, development of nutrition plans and
four networks, at least 14 government and analyses of national nutrition budgets
philanthropic donors, two development (see Annex 2). Notable successes in the
banks, 16 United Nations agencies, more second phase include:
than 3,000 civil society organisations
• 42 SUN countries have a national
and over 800 small, medium and large
nutrition plan, 36 of which have
businesses.
developed action plans to achieve the
goals set out in their national nutrition
plans.
1 These include the Mid-term review (2017–2018) of the SUN 2.0 Strategy and the Strategic Review (2019–
2020).
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• 55 SUN countries have an active keynote addresses at high-level events
national multi-stakeholder platform,2 (e.g., the SUN Global Gathering and
while 42 SUN countries are working the Tokyo International Conference on
with key actors across sectors at the African Development).
subnational level (local governments
Key findings of the 2018 Mid-term
and officials, grassroots organisations,
Review and the 2020 Strategic Review
local businesses and development
are highlighted in Box 1. The findings
partners).
indicate the need for the SUN Movement
• 30 SUN countries have a monitoring to re-orientate to be more country-led,
and evaluation framework, while country-driven and action-oriented.
50 SUN countries have completed a The SUN Movement must be rooted in
national budget tracking exercise. country structures, supported by a global
system that is equally country-focused
• The Youth Leaders for Nutrition
and supporting countries to finance and
programme was developed,
drive needs-based, context-appropriate
empowering 13 young champions to
and evidence-based nutrition actions at
advocate for nutrition in their countries,
scale.
including through community and
youth training programmes and
Box 1: Highlights from the Mid-term Review and Strategic Review
“In conclusion, the findings show that the SUN Movement has many strengths, but it has more
to do if it is to seriously ‘move the needle’ on the many issues that its members face in improving
nutrition. This requires more attention to the following:
— Good practice in delivery of known interventions
— Experimenting with and evaluating new approaches
— Increasing investment both by SUN member countries and by international partners in
nutrition- specific and nutrition-sensitive measures
— Improving the alignment and harmonisation of financial and technical resources in support
of interventions that are likely to be effective.
Mutual accountability, stronger governance that pays greater attention to country impact,
engagement of both SUN member countries and of international partners at the level of senior
decision makers and improved learning and knowledge sharing all have their part to play in
this.” (Mid-term Review, 2018)
“As SUN’s second phase draws to a close, there is a need to reorient the locus of power and
decision-making and the focus of the Movement towards SUN member countries.”
“We urge the Movement to respond with the same innovation and boldness that characterised
its inception.”
“The goal of being country-driven, country-led and country-centred will need to be reflected
in how the Movement is structured and operates, not just in what it articulates as its strategic
priorities or principles.” (Strategic Review, 2020)
Source: MQSUN+ 2018 and MQSUN+ 2020
2 Multi-stakeholder platforms in all countries seek to ensure multi-sectoral government engagement
by having representation from a range of ministries. Stakeholder groups outside the government are also
represented.
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Facing the challenges gender inequalities and human rights
in access to power, food and health care.
The SUN Movement has made important Unequal nutrition outcomes within
strides in raising the visibility of nutrition nations are rooted in deeper inequities
within global and national agendas and arising from unjust systems and
enhancing the status of nutrition in structures affecting people’s daily living
global health and development priorities, conditions. Significant progress has been
such as the WHA targets, the SDGs and made in measuring nutrition inequalities,
the United Nations Decade of Action on but efforts to address them remain
Nutrition.3 Despite this progress, globally, weak (Development Initiatives, 2020).
no country is on track to meet all six of Persistent inequities take considerable
the WHA nutrition targets and only eight effort and time to change; therefore, the
countries are on track to meet four of the role of independent humanitarian action
targets. For stunting, 31 of 76 countries are to address the immediate and mid-
on track to meet the target; for wasting, 40 term nutritional consequences of these
of 79 countries are on track; for exclusive inequities is vital. The independence,
breastfeeding, 33 of 71 countries are on competencies and experience of national
track; and no countries are on track to and international humanitarian actors
meet the anaemia or overweight targets. must be protected and included in the
These challenges are greater in fragile SUN Movement approach to combating
contexts, particularly in areas of conflict malnutrition in all its forms.
(Development Initiatives, 2020).
The triple burden of malnutrition, Emerging threats and
characterised by the coexistence opportunities
of undernutrition (stunting and
wasting), micronutrient deficiencies, Climate change threatens nutrition
and overweight and obesity, has risen through the seasonality of infections,
dramatically in recent years. Most cropping patterns and the diminishing
countries experience at least two forms micronutrient content of foods. Climate
of malnutrition (Development Initiatives, change is increasing our vulnerability
2020). More than 70 per cent of people to humanitarian crises, with the world’s
with overweight and obesity live in low- eight worst food crises all linked to both
or middle-income countries, and as conflict and climate shocks (OCHA, 2020).
economies grow, the burden of obesity However, responding to these threats
shifts to the poor (Shekar and Popkin, is also an opportunity to form strong
2020)"mendeley":{"formattedCitation":"(M alliances with the climate community and
Shekar and B Popkin, 2020. An enabling look for ‘triple-duty actions’ that address
environment – to make it easier for the syndemic of undernutrition, obesity
people to make healthy food choices – and climate concerns (Swinburn and
is essential. Governments can provide others, 2019). Awareness of the importance
positive incentives to responsible of food systems is increasing and a United
businesses to build affordable and Nations Food Systems Summit planned
healthy food markets. They can also pass for 2021 is an opportunity to demonstrate
regulations to curb and end irresponsible the value of nutrition to other audiences.
business nutrition practices, including the The COVID-19 pandemic has interrupted
production, marketing and promotion of the delivery and scale-up of nutrition
products containing high levels of added interventions, strained food systems and
sugar, salt and saturated and trans fats health care, and devastated livelihoods
(AlphaBeta, 2016).4 and economies. There is a serious risk
Action to improve nutrition cannot achieve that the pandemic could wipe out years
lasting success without addressing of development progress, with profound
consequences for nutrition. Moreover,
3 For more information, see the Global Targets 202502 Introduction: A changing external and internal context SUN Strategy 3.0 10
malnutrition may exacerbate the impacts make the case for investing in nutrition.
of COVID-19: undernutrition compromises More than ever, it is time to work with
the body’s immunity, and emerging policymakers and businesses to avert
evidence suggests that obesity may the harsh COVID-related consequences
predispose individuals to the most serious of rising diet-related non-communicable
impacts of COVID-19. diseases and obesity, and to protect the
nutrition of mothers, infants and young
The pandemic makes it essential for SUN
children in the first 1,000 days of life
members to keep nutrition high on global
(Wellesley and others, 2020). These actions
and national agendas to protect the most
are critical to prevent the pandemic
vulnerable, make health, food and social
from cascading across generations by
protection systems work for nutrition,
compromising human capital.
prioritise evidence-informed actions and
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03 SUN 3.0:
A Strategy to accelerate nutrition action
and systemic change, 2021–2025
SUN 3.0 will be country-led and country- SO2: Develop and align shared country
driven. SUN has always been country- priorities for action. This will
driven in its aspirations and intent, but has help focus, catalyse and align the
not yet fully achieved this in execution, resources of the entire Movement
as articulated by the Mid-term Review to deliver a manageable set of
and the Strategic Review. Becoming actions that advance the nutrition
more country-led and country-driven will status of all. Country priorities come
accelerate progress towards the nutrition from and build on existing national
outcomes desperately needed to meet nutrition plans, where they exist.
the WHA and SDG nutrition targets. SUN
SO3: Build and strengthen country
3.0 will focus and align the Movement’s
capacity to develop, prioritise,
energy where it is needed most.
finance, implement and track
A behavioural shift – from words to country actions through
action – will need to take place to make strengthened technical assistance
this happen. All parts of the Movement and knowledge management.
will share the vision to support and help Knowledge management and
realise country leadership and priorities. technical assistance will also
All organisations and institutions – at demonstrate the SUN Movement’s
the country and global level – will ask value addition, both to nutrition
themselves (and be asked): are we outcomes and to the conditions and
supporting a given country’s current actions needed to generate those
action plan? If not, why? SUN values outcomes.
teamwork without egos, accomplishment
SO4: Ensure governance of SUN that
without logos, and mutual accountability
promotes country leadership and
mechanisms to build trust (see Section 5:
responsibilities of government,
‘Governance and operations’).
aligns the resources of all
Movement stakeholders behind
SUN 3.0 strategic objectives country priorities, strengthens
SUN 3.0 will be more country-led and mutual accountability between
country-driven by achieving four strategic Movement stakeholders and to
objectives (SOs). those most at risk of malnutrition,
with robust mechanisms to
SO1: Strengthen and sustain strong encourage and ensure such
policy and advocacy environments promotion, alignment and mutual
at the subnational, national, accountability is realised. In FCAS,
regional and global levels to where the government may be
position nutrition outcomes as a key unwilling or unable to lead, SUN
maker and marker of sustainable Movement members shall work
development. This will increase the together in collaboration with
likelihood of generating additional humanitarian actors and include
resources and political capital to them in any multi-stakeholder
accelerate nutrition improvement. platforms.
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Figure 2 summarises the SUN 3.0 Key suggestions and ideas for advancing
strategic objectives and is based upon the private sector engagement through SUN
principle that collective, consistent and 3.0 are as follows and elaborated in Annex
evidence-based action by all stakeholders 3:
leads to an acceleration in improved
• Emphasise the importance of a food
nutrition outcomes and systemic
systems approach, including food
change at national and subnational
fortification, to increase access to healthy
levels. This approach is more effective
diets; and emphasise the underlying
than fragmented, individual actions.
importance of consumer demand and
The summary describes the essential
consumer purchasing power to diet
requirements for achieving each strategic
quality.
objective and the roles and responsibilities
required of each entity. • Support small and medium enterprises
to produce and sell more locally or
Figure 3 presents the strategy framework
regionally produced nutritious foods
for SUN 3.0 (theory of change) and the
and secure their access to markets
key elements for delivering the SUN 3.0
(Monitor Deloitte, 2019).
outcomes and vision.
• Diversify the approach to the private
Box 2 describes the fundamental, non-
sector and unlock the potential of retail,
negotiable basis for effective nutrition
logistics, marketing, communications
action that is vital for success and upon
and other non-food sectors (e.g., soap
which SUN action is based. Governments
and hygiene product manufacturers)
of SUN member countries and all actors
to mobilise resources and improve
who support them at the national and
access to healthy diets.
global levels must address these systemic
drivers of malnutrition. • Integrate these considerations in the
commitments of the SUN Business
Network.
5 For more information, see
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Box 2: Fundamental basis for effective nutrition action
SUN works to strengthen partnerships between all stakeholders to achieve greater impacts on
nutrition. The key enabling conditions for effective nutrition action are:
— Food systems that deliver healthy, accessible, affordable and sustainable foods
— Health systems that provide quality nutrition services for all, including in hard-to-reach areas
— Social protection systems that integrate nutrition outcomes, particularly those focusing on
the first 1,000 days from conception to age 2 years
— A private sector – including food and non-food businesses (large, medium, small) – that
shifts its resource base/core business towards improved nutrition and aligns with global and
national norms
— Girls’ education, which is crucial to an improved nutrition legacy
— Safe drinking water and sanitation and hygiene services, which support improved nutrition
outcomes
— An understanding that improved nutrition leads to gender equality and that improved
gender equality leads to improved nutrition
— Placing nutrition at the forefront of tackling the climate crisis on national and international
agendas
— Initiatives to end poverty and address structural inequalities that deliver improved nutrition
and efforts to address malnutrition that deliver economic and social benefits
— Promoting and protecting independent humanitarian spaces and humanitarian actors to
provide impartial needs-based assistance and humanitarian assistance leveraged to deliver
nutrition in FCAS and other humanitarian contexts
— Promoting civil society and community-based organisations to ensure that community
voices are heard
Key commitments in delivering SUN 3.0 are:
— Driving equity in support of ‘leaving no one behind’, including responding to the call for action
on gender equality, diversity, and women’s empowerment so that all SUN Movement actors
can re-orient their work, translating gender equality and empowerment commitments into
action and results at the country level. Gender equality should be reflected in SUN governance
structures at all levels.5
— Building on the success of the SUN Civil Society Network Youth Leaders for Nutrition
programme by enshrining youth leadership across the Movement and incorporating youth
into all SUN governance structures. This will be developed in the operationalisation phase in
collaboration with young people, including the Youth Leaders for Nutrition.
— Ensuring the inclusion of humanitarian actors, humanitarian donors and civil society that are
required to deliver nutrition assistance impartially and independently to those most in need,
in conflict situations and other humanitarian settings.
GO BACKFIGURE 2: Summary of SUN 3.0 strategic objectives
Shared vision, principles of engagement, and ways of working
GO BACK
Strategic objective 1: Strengthen and sustain strong policy and advocacy to position nutrition outcomes
Country coordinator (CC) positioned Create regional peer learning SUN Movement Secretariat (SMS), global networks, SMS, SC, global networks support country-level advocacy for
in strategic and institutionalised platforms for country stakeholders SUN coordinator (SC) support the CC and country nutrition and the country priorities. Lead Group (LG), Executive
government structure to allow to promote sharing and dialogue stakeholders to develop and implement priorities. Committee (ExCom), SC, SMS and global networks undertake
maximum leveraging of resources via links to existing regional bodies Focus on aligning resources, building country advocacy at all levels to promote nutrition action in line with
and influence for nutrition action capacities and mobilising financial resources broad country priorities—in their organisations and ecosystems
Strategic objective 2: Develop and align shared country priorities for action
Accelerated More countries Accelerated progress in nutrition Country priorities Commitments to country Country priorities Led by CC, country-level
progress towards make faster actions: policy, legislation, implemented by country- priorities agreed by developed, with stakeholders (governments,
achieving all progress towards finance and coverage, enabled level stakeholders working country-level stakeholders outcomes, targets, donors, United Nations, civil
SDGs, especially WHA nutrition by strengthened policy, legislation together, supported (government, donors, UN, outputs, inputs and society, business) join together
SDG2 targets and improved resource allocation to proactively by all SUN civil society, business) and costings to develop country priorities
nutrition action stakeholders global
Strategic objective 3: Build and strengthen country capacity with technical assistance and knowledge management
Monitoring of the development and Annual reporting on progress Lessons learnt and new knowledge Mutual accountability: annual 360 Review of country progress
implementation of country priorities is against priorities, led by CC, proactively used, exchanged – degree light touch performance towards WHA, SDG and other
led and facilitated by the CC, supported by to country stakeholders and and translated into policies assessment of all SUN Movement targets and SUN added value,
country stakeholders and SMS, leveraging ExCom, SC, networks and SMS and strategies for advocacy and entities implemented shared with CC, networks, SC,
03 SUN 3.0: A Strategy to accelerate nutrition action and systemic change, 2021–2025
joint annual assessments programming ExCom, LG, and SMS
Strategic objective 4: Ensure SUN governance promotes country leadership and government responsibilities, aligns resources and strengthens mutual accountabilities
Country coordination team Global networks SMS ExCom SUN Movement Coordinator LG
Accountable to government Accountable to their Accountable to Coordinator for: Accountable to the LG and entire Accountable to United Nations Accountable to the
and the country coordinator for: members, steering Movement for: Secretary-General, LG chair, entire Movement for:
committees, SC and • Articulating and amplifying the working closely with ExCom
• Leading inclusive ExCom for: needs of countries to design • Providing strategic direction for: • Overall leadership
development and review of and implement priorities and guidance for
country priorities • Organising work • Reviewing and supporting • Execution of the SUN all parts of the
to support country • Improving coordinated country progress strategy at the global level Movement
• Lead oversight of execution prioritisation via advocacy and communications
of country priorities at the global and country level • Supporting the performance • Contributing to setting the • Nutrition
technical assistance, of the Secretariat and global
capacity-building, strategic direction as an ex leadership within
• Leveraging financial and • Supporting country processes networks officio member their respective
political support and advocacy and to deliver country priorities
knowledge mobilisation • Supporting SC, SMS and network organisations and
knowledge, as well as • Leveraging assets of the LG at the highest
evidence and technical • Facilitating support to meet leadership in fundraising for SUN
• Mobilising financial country needs through support system • Leading and supporting political levels
assistance to support country resources and capacities to promote
priorities resources from Movement fundraising for SMS and
(donors responsible for members • Providing fiduciary oversight of networks, with ExCom investment in and
• Ensuring the tracking of collectively funding well- SUN infrastructure support action for nutrition
SUN Strategy 3.0
progress against priorities defined priorities) • Supporting proactive
knowledge management • Managing membership of ExCom
and LG
14FIGURE 3: Strategy framework for the third phase (theory of change)
By 2030, a world free from malnutrition in all its forms. Led by countries and governments, supported by organisations and
VISION individuals – collective action ensures every child, adolescent, mother and family can realise their right to food and nutrition, reach their
full potential and shape sustainable and prosperous societies.
GOAL Speeding up progress towards WHA global targets on all forms of malnutrition
Outcome 1: Greater priority given to nutrition in national Outcome 2: Country priorities scaled up
OUTCOMES development
1: Strengthen and sustain 2: Develop and align shared 3: Build and strengthen 4: Ensure SUN governance
strong policy and advocacy country priorities for action country capacity with technical promotes country
STRATEGIC environments to position assistance and knowledge leadership and government
OBJECTIVES nutrition outcomes management responsibilities, aligns resources
and strengthens mutual
accountabilities
Collective, coherent and evidence-based action leads to accelerated improvement in nutrition outcomes and systemic change at the
03 SUN 3.0: A Strategy to accelerate nutrition action and systemic change, 2021–2025
APPROACH national and subnational levels
• Food systems deliver healthy, accessible, affordable and sustainable foods
• Health systems provide quality nutrition services for all, including in hard-to-reach areas
• Social protection systems integrate nutrition outcomes, particularly those focusing on the first 1,000 days, from conception to two
years of age
• Private sector (including large, medium and small food and non-food businesses) shifts its resource base/core business towards
improved nutrition and aligns with global and national norms
• Girls education is crucial to an improved nutrition legacy
OVERARCHING GUIDING PRINCIPLES (7)
FUNDAMENTAL
BASIS • Safe drinking water and sanitation and hygiene services support improved nutrition outcomes
• Improved nutrition leads to gender equality and improved gender equality leads to improved nutrition
• Nutrition placed at the forefront of tackling the climate crisis on national and international agendas
• Independent humanitarian space and humanitarian actors are promoted and protected to provide impartial needs-based assistance
and humanitarian assistance leveraged to deliver nutrition in countries affected by fragility and conflict and other humanitarian
contexts
SUN Strategy 3.0
• Promotion of civil society and community-based organisations to ensure community voices are heard
15
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Priorities for each of the SUN 3.0 development. This will not always be
strategic objectives possible, however, and countries will
determine the appropriate location based
SO1: Strengthen and sustain strong on their specific context. The country
policy and advocacy environments coordinator is someone who can mobilise
action across government ministries, at
An enabling environment for nutrition
the national and subnational levels, and
places nutrition firmly within global
across different stakeholder groups, and
and country development initiatives
would have the required resources to do
and plans (see Box 3, ‘Sierra Leone’ and
so. An active web of support would be
‘the Philippines’). This (a) reinforces the
built up around the country coordinator’s
centrality of nutrition for sustainable
office, comprising national, regional
development; (b) secures domestic
and global stakeholders. Ministerial
financing for nutrition; (c) ensures
responsibility for the work and support of
strong nutrition policies and legislation
the country coordinator and any technical
are in place on vital issues, such as the
staff will be decided within each country
International Code of Marketing of Breast-
context. Parliaments also have a role in
milk Substitutes, maternity protection,
helping countries prioritise nutrition in
the right to food, and mandatory food
their development agenda, including
fortification; and (d) promotes links with
investments. In 2019, multi-stakeholder
broader economic and social policies,
nutrition platforms were engaging with
such as housing, labour, urban planning,
parliaments in 45 countries, while 15
transport, gender, education and social
SUN member countries had dedicated
protection, in order to achieve more
national parliamentary networks.
equitable nutrition outcomes for all. There
is an urgent need to develop strategies The country coordinator function is
for embedding nutrition actions into intended to be a more empowered
resource allocation decisions relating to position. The empowerment derives from
COVID-19 responses. the support given to the coordinator from
their government and all parts of the
Country leadership for nutrition is
Movement and reflects the convening
nurtured and sustained through the
power and resources needed to fulfil
establishment of a strong institutional
the function successfully. SUN partners
home for nutrition within the
will align behind country priorities,
government. In this Strategy, the term
including through existing multi-
‘country coordinator’ is used to describe
stakeholder platforms, and this will be
the responsibility for and function of
enforced by the SUN governance and
nutrition coordination in countries and
accountability mechanisms that support
the institutional arrangements for that
the country coordinator. In contexts with
support. Countries may decide to adopt
an active nutrition cluster/coordination
this title or to retain the title of focal point.
mechanism, the multi-stakeholder
At the country level, governments should
platform should include the cluster in
ensure that the country coordinator
the platform in a fully functional manner.
position and structure are sufficiently
Annex 4 includes the generic terms of
elevated and empowered to effectively
reference for the country coordinator to
position nutrition within national
be tailored to each country context.
development priorities.
The country coordinator, with support
The country coordinator and the
from country stakeholders across sectors,
supporting team have the potential to be
will converge and align actions at the
key agents of change in SUN 3.0. Ideally,
subnational level, mobilise resources and
the office of the country coordinator would
scale up effective actions. These efforts
be located within a high government
will draw on evidence and experience,
office (e.g., within Planning, Finance,
both nationally and from other countries,
Coordination, Prime Minister/President’s
driven by equity principles. A recent review
Office) and would be empowered to
of subnational collaboration from 14 case
coordinate across line ministries to reflect
studies highlights important lessons, such
the centrality of nutrition for sustainable
GO BACK03 SUN 3.0: A Strategy to accelerate nutrition action and systemic change, 2021–2025 SUN Strategy 3.0 17
as situating leadership of national and decision-making; and advocacy,
subnational multi-stakeholder platforms; community mobilisation, convergence of
creating incentives for collaboration services, financing and monitoring and
through policy coherence; promoting evaluation.6
decentralisation and autonomy for
Box 3: Sierra Leone: Community-level nutrition advocacy to create an
enabling environment for nutrition
FOCUS 1000, an NGO, has played a critical role in strengthening the policy and advocacy
environment for nutrition in Sierra Leone. The organisation is a SUN pooled fund grant recipient,
and works with over 6,000 religious leaders, 10,000 traditional healers, 4,000 market women,
70 media practitioners and 180 community-based organisations, specialising in advocacy
and awareness-raising, capacity development, community engagement and evidence-based
research.
FOCUS 1000 increases linkages and synergies between community health workers and nutrition
service providers from district to community levels, thereby strengthening community-based
services. In partnership with the Government, United Nations agencies and the SUN Movement
Secretariat, FOCUS 1000 is championing the legislation of a bill to regulate the marketing of
breastmilk substitutes in Sierra Leone. FOCUS 1000 has also convened leaders of different faiths
to work respectfully together.
Sierra Leone has made improvements in nutrition data quality, with the support of Focus 1000.
Between 2017–2018, as part of the CHANGES Consortium (supported by the United Kingdom
Foreign, Commonwealth & Development Office (FCDO)) to improve the quality, availability
and accessibility of reproductive, maternal, newborn and child health services, FOCUS 1000
supported the Ministry of Health and Sanitation to improve the quality and timeliness of data
collection and reporting from health facilities and communities. With this support, the data
collection and reporting system transformed from a paper-based to a digital system with
significant improvements in both quality and timeliness of submissions.
The Philippines: Engaging all levels of government for coordinated nutrition action
The Government of the Philippines, supported by FCDO-funded Nutrition International,
formulated the Plan of Action for Nutrition 2017–2022 and ensured its alignment with the new
Philippine Development Plan.
Strong engagement took place at the national and subnational level through consultations and
focus group discussions, which provided important information for landscape analyses, mobilised
less engaged government units, identified potential nutrition champions and facilitated greater
understanding of how nutrition outcomes could be integrated into programmes and platforms.
This resulted in a set of priority nutrition actions that were used to develop a Common Results
Framework. The Government also carried out an exercise in budget assessments and allocations
to compare existing commitments and additional resource requirements.
The Plan of Action for Nutrition 2017–2022 has provided a rallying point for nutrition stakeholders
at the national level since its launch. Local governments, the Philippine Coalition of Advocates
for Nutrition Security, tertiary-level students (through the Philippine Association of Nutrition),
and other nutrition actors from the various stakeholder groups have come together to support
the Plan’s implementation. The Plan has also led to the development and implementation of a
Regional Plan of Action for Nutrition 2019–2022.
6 For more information, see .
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At the regional level, the Movement will SO2: Develop and align shared
build on existing regional entities to allow country priorities for action
governments and networks to coordinate,
A successful country prioritisation process
learn from and engage with each other
will (a) focus action on achieving specific
and encourage the regional entities to
outcomes; (b) incentivise stakeholder
raise nutrition as a priority and speak as
alignment within the country and from the
one voice (e.g., the African Union, the
GSS; (c) increase the chances of attracting
Economic Community of West African
investments of energy, resources and
States, the South Asian Association for
finances from governments, donors,
Regional Cooperation, the South African
businesses and other investors to a
Development Community and SUN Civil
manageable set of evidence-informed
Society regional networks). Alignment at
actions that systemically change supply
regional level across the entire SUN Global
and demand in favour of nutrition; and
Support System (GSS) (see Section 5:
(d) improve accountability within the
‘Governance and operations’) would also
Movement by reducing ambiguity about
help to ensure coordination and stronger
country priorities.
partnerships for improved nutrition
outcomes. The majority of SUN countries have a
national nutrition plan – a significant
At the global level, all components of
achievement of SUN 2.0 – and are
the GSS will commit to aligning with
therefore already building on a strong
the government-led country consensus
foundation (MQSUN+ 2020). The challenge
on priorities. Being driven by country
in SUN 3.0 is to identify the priorities
priorities also means that global networks
for the next 3–5 years that will advance
and the SUN Secretariat must work
nutrition in all countries. Figure 4 outlines
together more effectively and efficiently
the relationship between these different
to provide that support. An example
entities.
of one way to improve the collective
functioning of the GSS is through a joint There is no one-size-fits-all approach and
workplan and budget. no blueprint for specific countries.
FIGURE 4: SUN entity relationships
Country priorities for action:
a magnet, drawing in support,
alignment and investment from
the rest of the Movement
Country coordinator and strong country-level
multi-stakeholder web of support with strong
alignment of the Global Support System
National development plan and national
nutrition plan (if available)
Multi-stakeholder platform
GO BACK03 SUN 3.0: A Strategy to accelerate nutrition action and systemic change, 2021–2025 SUN Strategy 3.0 19
The common principles for prioritisation Under the leadership of the country
are: (a) government is in the lead; (b) each coordinator, each country will be
set of country stakeholders will identify supported to convene, guide and
its own process for developing feasible align different government entities,
priorities for each stakeholder, drawing on civil society organisations (including
support from the global networks and the indigenous groups and local community
SUN Movement Secretariat as requested; organisations), donors, United Nations
(c) a wide range of country stakeholders agencies and businesses at the country
and sectors will be brought into the level to facilitate a process that leads to
process, in line with SUN principles; (d) a set of prioritised actions.7 Governments
actions from a wide range of sectors and that commit to finance an enhanced
stakeholders will be considered; (e) a focus proportion of these actions from their
on evidence and results on the ground, national budgets will be more likely to
with strong emphasis on equity, including leverage financing from partners and
gender equity, displaced and migrant will help motivate other governments to
populations and refugees, and FCAS emulate them. If feasible, WHA and SDG
where relevant (see Box 4, ‘Mali’); and (f) targets should be considered by countries
the activities of the rest of the Movement in setting their own targets.
outside the country will be closely aligned
to support country priorities.
Box 4: Mali: Aligning country priorities in fragile and conflict-affected
states
To overcome challenges and address needs more efficiently and effectively in fragile and
conflict-affected countries, humanitarian and development actors need to establish links to
deliver shared objectives in fighting malnutrition. During the National Nutrition Forum in June
2019, the Government of Mali committed to increasing its nutrition budget line to fund activities
previously covered by humanitarian funding and to ensure coherence between existing nutrition
coordination mechanisms.
In this spirit, in October 2020, all nutrition stakeholders validated the new Nutrition Multisectoral
Action Plan, which includes both humanitarian and development issues. Members of the
Nutrition Cluster and the SUN multi-stakeholder platform and SUN networks met to discuss
DHIS2 (District Health Information System) data and share experiences on national prevention
campaigns, screening for malnutrition and other nutrition interventions.
SUN networks also develop specific activities with the Nutrition Cluster. For instance, the
SUN Civil Society Alliance and the Nutrition Cluster jointly led and participated in a regional
workshop in January 2020, organised by Action Against Hunger, in preparation for the N4G
Summit. Collaboration was strengthened through the creation of a country roadmap and the
establishment of a committee to implement it ahead of the Summit, bringing together all
the SUN networks. A Nutrition Inter-Ministerial Committee meeting brought together all the
ministerial departments and allowed humanitarian and development actors to discuss the
country’s participation, the level of participation and the type of commitments to be made. The
SUN Civil Society Alliance and the Nutrition Cluster are discussing the setup of a small working
group with the Protection Cluster to work on protection and nutrition issues in conflict areas.
7 The Multi-Stakeholder Platforms toolkit was created to support this: .
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