المنتدى العالمي المعني بالأمن الغذائي والتغذية

Kania and Kramer (2011) out of Stanford Univseristy have articulated an excellent theory of a multi-stakeholder model (termed a Collective Impact System) that the Province of Manitoba has opertaionlized over the last four years to address the severe and ongoing food security crisis in northern Canada. This multi-stakeholder model is known as the Northern Manitoba Food, Culture and Community Collabortive. 

The theory has offered an excellent framework or scaffolding through which to coorindate the public (all levels of government), private (corporate interests) and non-profit (community-based organizations) sectors within Manitoba around the singular goal of addressing food insecurity in the north. Our model adds Northern Advisors and the community members of the communities we support as critical components to the theory in order to capture the lived experiences of the people closest to the issue in the north. 

Importantly, we have seen significant gains in the depth and breadth of the reach of our food security porgamming, and related objectyives, as a resul tof this model. 

Difficulties/Controversies we have encoutnered include:

• - Seeking partnerships that have, hitherto, only impeded progress on food security in the north. For example, inviting the monopoly retailer that serves to perpetuate conditions of severe food insecurity in the north to be part of the collective. 
• - Aligning the disparate interests of public, private and non-profit stakeholders to a single shared measurement system that addresses all parties' needs

Successes include:

- Developing a decision making system designed to facilitate decision making for grants and administrative support, among over 15 collaborators, spread across the entire country of Canada

- Developing a theory of change and two comprehensive evaluation frameworks: one to assess the impact of project funding on food security in the north, the other to assess the impact of the multi-stakeholder model to serve the philanthropic needs of the northern food security sector.

-Successfully attracting and retaining partnerships across all levels of governemnt, private and non-profit sectors. Started with 2 and have now grown to almost 20. 

- Successfully moving from fragmented, isolated impact to a more cohesive sectoral approach which generates deeper collective impact.