The official newsletter of the African Nutrition Leadership Programme

Advocacy: SPEAK UP AND SPEAK OUT

Scaling up nutrition leadership

The official newsletter of the African Nutrition Leadership Programme

FEBRUARY 2015 | ISSUE 1

Contents ForewordBY CHRISTINE TALJAARD

THE LEADERwww.africanutritionleadership.org 1

Foreword ......................................................................... 1

Scaling Up Nutrition Leadership Development in Africa ................ 3

Speak Up and Speak Out ...................................................... 5

The difference between a groove and a grave ............................ 7

South Africa’s household food security and nutrition programme ... 11

A word from the ANLP sponsors ........................................... 15

Contributors ................................................................... 17

The first few months of the year are always an exciting time for the ANLP. We stand on the brink of welcoming

a new group of individuals into our ten day programme. Soon they will become part of our ANLP-alumni family.

However this year is especially exciting as the ANLP embarks on a new journey to create a core group of trainers from within our ANLP family (read Johanns article to get the full story). Why? To increase the pace at which we can effectively support the much needed scale up of nutrition interventions in Africa through developing more nutrition leaders.

Over the past few years, nutrition has begun to take its long-awaited place on the International agenda. A fragile place, one might add. Time and time again we have been all too aware that this moment in history may not be repeated.

That this so-called “spotlight” on nutrition is not secure and that we have no guarantee it will last.

However, looking back, it’s been encouraging to ob-serve the beautiful journey that nutrition undertook over the years and to witness multiple sectors and stakeholders joining forces to eradicate malnutrition on a global level.

Through this global momen-tum to act on hunger and mal-nutrition, a new standard has been set for each and every individual passion-ately working in the field of nutrition. Because the example has been set, there are now, no excuses left.

We already have people/institutes/organ-izations showing the way, illustrating what success could look like and equipping us to do the same. With this issue of THE LEAD-ER, I hope you are challenged to take a leap with the ANLP.

To transform your thinking patterns and to act with a renewed vision in mind. To em-bark on a new journey and, as Jane boldly describes in her article, to speak up and to speak out. Be the change.

Today, around two in every five children in Sub-Saharan Africa are stunted (38%, State of the World’s Children

2014). This translates to approximately 57.5 million stunted children who are at increased risk for mortality and sub-optimal health, growth and cognitive development. This in turn will affect the development potential of nations.

The global nutrition community is to a large extent uniting around the Scaling Up Nutrition (SUN) movement. This movement is supporting nationally driven processes to advocate for the reduction of stunting and other forms of malnutrition. Stunting, and other forms of malnutrition, can only be addressed through proven interventions that are implemented effectively.

Over the past few decades dedicated atten-tion has been given to building capacity with a focus on technical knowledge and skills. At the same time the nutrition community has come to the very clear and firm realisation that the solutions to many nutritional prob-lems lie in a multisectoral, trans-disciplinary approach.

We have also come to the realisation that the ability to convert well-constructed plans into action, at the programme implemen-tation level, is a critical success factor.

Scaling Up Nutrition Leadership Development in Africa

Strategic plans (longer term plans devel-oped to achieve specific nutritional visions and missions) and the necessary specific resources are critical success factors needed to create strong implementation systems for successful delivery of nutritional interven-tions. However, the training of individuals to effectively lead and manage implementation via multisectoral teams has been neglected.

Consistently, including the recent Lancet 2013 series on nutrition, capacity devel-opment and leadership development are recognised as being key to the success of scaling-up interventions.

A 2011 capacity assessment of mid-level nutri-tion workers showed that one of the challeng-es faced within the workforce environment is the lack of effective leadership, management, mentoring and supervision skills to improve quality standard and performance.

Among the ten key recommendations from the Global Nutrition Report (2014) is the rec-ommendation for governments, internation-al partners, and businesses “to invest stra-tegically, systematically, and in a sustained manner in nutrition leadership programs to scale up the numbers and reach of nutrition champions (the African Nutrition Leadership Programme is a good example of a program that has the potential for scale-up).”

BY JOHANN JERLING

In response to the call for scaling up interventions the ANLP has embarked on a journey to develop a core group of about fifteen trainers from the ranks of our alumni.

In addition to the core group’s specific training and facilitation skills, this group will continue to develop transformational leadership capabilities at a personal level and to experi-ence how they relate to real life.

Through this approach the core group will develop into a resource, increasing our abil-ity to deliver work-integrated transforma-tional leadership development programmes on the continent.

The strength of this group will be their abil-ity to understand not only leadership and nutrition but more importantly how they relate and how to develop leadership ca-pabilities in multi-sectoral implementation teams to lead activities and interventions to alleviate malnutrition in the targeted African countries.

The first phase of this programme will be completed by September 2015 after which we will have the capacity to undertake a much larger number of programmes than what is currently possible. The develop-ment programme will be an ongoing one and as time goes on we will train more facilitators using this expanded capacity.

THE LEADERwww.africanutritionleadership.org 3

This project will build coun-try and regional capacity for transfor-mational nutrition leadership. In turn, leadership ori-entations and capacity will grow in countries in such a way as to improve the probability of successful implementa-tion of nutrition-specific and nutrition-sensitive interventions.

The ANLP is taking the lead from where we stand and making the most of what we have. By doing this we will enable others to do the same and create a better Africa for all of us.

I have a real sinking feeling – Will we in the few months that are left, be able to ensure that nutrition is firmly entrenched

in the new Sustainable Development Goals (SDGs) that are all the buzz as 2015 has arrived and the MDG target date looms?

I know that the SDGs are not legally binding and this makes constant advocacy to the right people at the right time critical. If nu-trition is buried amongst the suggested 17 goals and 169 targets, the job of advocating for nutrition to be central to the inevitable new country level plans, will be so much harder.

We cannot let nutrition slip back to con-versations about hunger and food security alone. In the words of Michael Anderson of the Children’s Investment Fund Foundation, “Hunger is understood everywhere. Unfor-tunately, the idea that nutrition is purely a matter of access to enough food remains one of the most stubborn myths impeding good policy among political leaders. In-stead, nutrition should be seen as requiring the right nutrients at the right time, along with strengthened healthcare and social protection especially during pregnancy and the first 2 years of life.”

Nutrition is and should explicitly be at the very core of the SDGs and deserves more than the single mention it currently has.

Advocacy is non-negotiable in the months that remain before the SDGs are finalised. But more than ever, we need to clearly understand whom we need to be engaging, to achieve what might seem impossible.

In this series in THE LEADER I have been conveying the message that advocacy and all that it entails is neither glamorous nor random and this remains true when it comes to identifying stakeholders. We cannot and must not assume we know who the stakeholders involved in our issues are. We need to step back and take in the bigger picture. We need to ensure that our messages reach those who can really make a difference.

We need to undertake a detailed stake-holder analysis to systematically gather qualitative information on those who have an interest (stake) and the potential to influence the SDGs – we need to do this at a country, regional and global level. What are we as nutrition advocates and ANLP Alumni doing about it at home and in the Africa region? Do we know who is really interest-ed in nutrition, their level of knowledge and support, their underlying interests and possible alliances?

It is well known that the concepts that get adopted, dominate not only because of their objective value but also because

Speak Up and Speak Out

But Make Sure Your Voice Reaches Those Who Can! BY JANE BADHAM

of their proponents’ skill at selling them. Adoption of a concept involves not only get-ting decision makers to adopt the proposal but importantly engaging other advocates (the media, other organizations, communi-ty) to support and push forward the propos-al. This means we need to know who to talk to and that requires doing a comprehensive stakeholder analysis.

A stakeholder analysis aims to identify the key actors who have an interest in the topic you are ‘selling’. In this case, it is about find-ing out who is engaged in national, regional and global SDG discussions and gathering information on their positions, interests and power in informing the discussions. One needs to consider all the stakeholders who have an interest in the SDGs and/or nutrition which will probably include international NGOs (INGOs), NGOs, CSOs, political representatives, public administra-tors (ministry of health, finance), academics (researchers, universities), professional groupings (nutritionists), consumer group-ings and even the commercial/private for-profit businesses.

Typically a stakeholder analysis will follow a five step process:

Step 1: Compile and review existing infor-mation: Gather and analyse any written documents and statements on the SDGs from within the country and use this to help identify potential stakeholders.

Step 2: Develop a list of all possible stake-holders: This will include all actors who could have an interest in the SDGs.

Step 3: Develop a shortened list of priority stakeholders and carry out pre-defined in-

THE LEADERwww.africanutritionleadership.org 5

terviews. As resources are usually limited, it will be necessary to prioritize which stake-holders will be interviewed. It is critical to have a well-considered discussion guide for the interviews in order to ensure consist-ency in the information gathered and allow one to make an analysis of the responses.

Step 4: Analysis of the results. This involves taking the detailed and often lengthy answers from the interviews and arranging them into a more concise and systematic format that allows for comparisons to be made and to concisely present the infor-mation.

The data entry will include determining the stakeholders’ position on the topic (in this case the importance of nutrition being core to the SDGs), ranked from supporter to opponent; the stakeholders’ power in terms of both resources and ability to use them, ranked from ability to make decisions on available resources to unable to make decisions on available resources and; the type of evidence they prefer. Three group-ings generally emerge:

1. those who have leadership and high power

2. those who have leadership and medium power

3. those who do not have leadership but have high to medium power.

This grouping is based on the premise that those with leadership and power will be most able to affect the discussion, although powerful stakeholders who lack leadership may still be able to affect the discussion through their power alone.

THE LEADERwww.africanutritionleadership.org 7

The difference between a groove and a grave is merely the depth!

BY LEON COETSEE

A wise person once remarked that only three certainties exist in life: that you will die, that you have to pay tax and

that things will change

All organisms, including human beings and the organisations in which we work, suffer from a characteristic condition known as entropy - an innate and worsening disorder causing a system to degenerate (fall into a groove), to disintegrate and eventually, to perish (the grave). This is very often aggravated by another but closely related condition: apathy. However, in contrast with humans, organisations such as hospitals, universities, businesses and teams, have the ability to totally reverse the aging process, which is a form of entropy, and to bring about a new cycle of growth and prosperity.

Humans, like organisations also have the ability to pull themselves out of a groove and to turn apathy into involvement, even commitment and focussed action to bring about a new cycle of growth and even prosperity. To do this firstly requires the will to cease and/or change certain behaviours and to do things differently (freeing oneself from the groove). This again requires over-coming a second and, in many cases, a third

kind of inherent human characteristic – our nearly instinctive reaction to resist change and our default apathetic mind set.

Resistance to change is a typical human reac-tion and is sometimes necessary to survive, but more often it is the fundamental reason for falling into a groove and eventually the reason for not surviving. We resist change especially when we perceive the change or the expected consequences of the change as a threat to our comfort zone.

Change can also question our vested habits, routines, rituals and even our deeply imbedded beliefs, views, attitudes and opin-ions. Positive growth and change almost always centre on the dilemma of ‘thinking and doing things differently’ - thus moving to a changed reality, versus leaving behind, or ‘divorcing yourself from the known, trust-ed and comfortable current situation’.

This is well illustrated in what has become known as the Tarzan syndrome: Tarzan is able to propel himself from one tree to another only when he is prepared to let go of one branch to be able to reach the next branch and simultaneously deal with the security threat.

“Progress is impossible without change, and those that cannot change their minds cannot change anything”

GEORGE BERNARD SHAW

Step 5: Develop and then action a stakeholder advocacy imple-mentation plan for each of the three groupings and for each individual within the groupings. This ensures that you keep your eye on the target and having a truly meaningful interaction with the individual being targeted. It allows you to push the buttons most likely to ignite them to take action and support what you want!

So in case you thought engaging stakehold-ers was a soft science and random activity – think again. If you don’t have the time to go through this complete process (which actually can be done relatively quickly), at least think of two people at the highest possible level. Then engage with them and share the message that nutrition needs to be mentioned over and over again in the SDGs. Take a stance, lead from where you stand and then share your story with us.

This quote that I once read by Bill Drayton from his book ‘Leading Social Entrepreneurs Changing the World’ sums it up “Social en-trepreneurs are not content just to give a fish or teach how to fish. They will not rest until they have revolutionized the fishing industry.”

The first sign of eminent entropy is resisting change which is conducive of positive growth and development. Escaping from the consequential groove is possible only when one is prepared to re-orientate your-self to see, think and do things differently i.e. to see the benefits of “discarding the known, trusted and comfortable branch for an unknown and untested branch”. This takes courage and self-belief – two charac-teristics essential for successful leadership and self-management.

Effective transformational leaders (which can be defined as a leader who creates new realities and circumstances) often challenge the status quo and are prepared to take calculated risks to reach a new vision. The motivation and energy for this is generated when followers perceive that the purpose and benefits that the realisation of the new vision provides (e.g. survival, prosperity, enjoyment) overshadow the benefits of the status quo.

What we see & how we think –

THOUGHTS & BELIEFS

Determine what we

feel - EMOTIONS

Whichdetermine

our - ATTITUDES

Which shape our

BEHAVIOUR & WHO WE ARE

An old adage that “nothing changes if I don’t change” has been proven to be very true by change agents, transformational leaders and others working with the phe-nomenon of change.

Change starts with me – with me being prepared to put my per-ceptions, beliefs, attitudes, and opinions to the test by question-ing how I perceive things, how I interpret what I see and what I believe about what I perceive.

Emotions and our behaviours are the result of our thoughts and beliefs. One can take this notion one step forward: You are the result of your own thoughts. The key to this personal

THE LEADERwww.africanutritionleadership.org 9

change can be encapsulated as follows: When you change the way you look at things, the things you look at change.

A transformational leader is also required to change others’ perceptions and beliefs - the key to changing their behaviour. This is illustrated in the next figure.

He/she does this by providing people with an

attractive picture of the relevant

future and the benefits it

holds. This vision generates energy and enables followers to overcome inertia and apathy.

The transformational leader creates a motivating and enjoyable environment by, amongst other things, focussing followers on shorter term goals which are aligned with the vision. He/she also provides oppor-tunities to celebrate progress and encour-age having fun during the journey. He/she empowers followers by stimulating personal growth by establishing an environment in which learning, potential realisation and growth are important principles. This is only possible if the values of integrity and trust form the foundation of the ‘climate” in which these interactions happen.

Self-transformation and growth appear in an equal manner. It starts with a firm

decision to change the way I look at and think about things, for example to inhibit my tendency to be judgemental and form opinions very quickly and to rather post-pone judgement until I have the full picture and after validating my opinions by con-sidering alternative interpretations. With this as a departure point it becomes easier, more stimulating and enjoyable to develop realistic personal visions and purposes and then do the necessary planning to realise these visions always guided by an “internal climate” of value driven actions.

William James (1842-1910), a very eminent philosopher and psychologist, more than a hundred years ago remarked: ”The greatest discovery of any generation is that a human being can alter his life by altering his attitude”.

THE LEADERwww.africanutritionleadership.org 11

if they are unable to support themselves and their dependents, appropriate social assistance, the state must take reasonable legislative and other measures, within its available resources, to achieve the progressive realisation of each of these rights” (SA Constitution 1996). As a result, government was mandated to develop agricultural policies and support pro-grammes to ensure that all South African citizens are given opportunities to enable them to meet their basic food needs.

Contained within the South African constitution is the Bill of Rights. Re-garded as a cornerstone of democracy in South Africa, it “enshrines the rights of all people in our country and affirms the democratic values of human dignity, equality and freedom”, and calls for the state to “respect, protect, promote and fulfil the rights in the Bill of Rights”. Sec-tion 27.1 (b, c) states that “Everyone has the right to have access to sufficient food and water; and social security, including,

South Africa’s Household Food Security & Nutrition Programme: Where are we at?

BY MPHO PUTU

According to a 2006 report on food security in developing countries [http://www.parlia-ment.uk/documents/post/postpn274.pdf], food security and insecurity are phrases used to describe whether or not people have access to sufficient food, both in terms of quality and quantity. According to this report; “They are affected by factors such as poverty, health, food production, political stability, infrastructure, access to markets, and natural hazards”.

Because of South Africa’s political stability, developed infrastructure, export of food products and per capita income, the coun-try may be unlikely to appear on the agenda of international dialogues on food security. South Africa also has a national Integrated Food Security Strategy (IFSS) based on our innovative constitution. If this information is reviewed in isolation, it appears that food of sufficient quality and quantity should be available and accessible to all citizens. But this conclusion is incorrect.

Despite the dramatic political and economic advances in South Africa during the 1990’s, progress towards eradication of food insecurity is slow. South Africa continues to experience major challenges of poverty, with an unemployment rate of 25% [www.tradingeconomics.com/south-africa] and recent steep increases in food and energy costs. According to Labadarios et al. (2009), this has left many South Africans that al-ready battle to meet their basic household needs, in an ever more vulnerable situation. Government responses and limitationsThe South African Government has put in place a number of interventions to address household-level food and nutrition inse-

curity. These interventions are in the form of: social grants, which raise the disposable income of vulnerable households; the direct provision of food through feeding schemes and through the distribution of food parcels; the fortification of staples (in particular to improve micro-nutrient ac-cess); and measures to increase subsistence production. While the government should be commended for these programmes, additional interventions are needed. It is also clear that, because of the complexity of both the challenge and the necessary response, better co-ordination and monitor-ing are essential.

South Africa also benefits from a range of civil society initiatives, whether in the form of NGOs and volunteer work, or corporate social investment. In some instances these role-players have developed valuable skills and insights that the state can utilise, through training or partnering. The com-bination of many well-established not-for-profit institutions such as Food Bank, Stop Hunger Now, and private sector service providers, underlines the need for the state to take a clear lead and ensure that there is co-ordination of efforts at various levels.

A more comprehensible and robust response to food and nutrition insecurityThe government’s current interventions must be applauded and expanded upon to create additional interventions, and to reach those in most need. There is a proposal to create a larger and more robust network of ‘food distribution centres’ such as ‘soup kitchens’ where meals are prepared and served. Such a centre could also be used to distribute nutritious foods that households take home and prepare

South Africa, with a population of around 52 million, is Africa’s economic powerhouse. Despite this, the General Household Survey in 2012 found that 14-million people “regularly experience hunger”. While food is an essential human concern operating at the core of healthy bodies, communities, economies and environments, the sys-tems we have constructed surrounding food are complicated.

With a further 15-million people on the verge of hunger [see www.oxfam.org/en/research/hidden-hunger-south-africa], there is growing concern that our current food system is not working well and that rad-ical transformation is needed [http://www.plaas.org.za/plaas-publi-cation/rr-42]. According to research by Oxfam, hunger also deprives people of their dignity and demeans them within the communities in which they live.

themselves. This would likely mean the state taking a more active funding, organ-ising and partnership role with existing soup kitchen operators (typically faith or community-based organisations), as well as with organisations such as food banks, who have developed effective logistics systems for distributing food to poor com-munities, including through soup kitchens.

On the 11th September 2013, Cabinet approved the National Policy on Food and Nutrition Security, together with the Household Food and Nutrition Security Strategy (HF&SS).

THE LEADERwww.africanutritionleadership.org 13

This model is currently operating in all 9 provinces with 9 Provincial Food Dis-tribution Centres. There are also156 Community Nutrition Development Centres, of which 19 centres are fully operational in Western Cape, with 20 in the Northern Cape, 15 in Mpumalanga, 34 in KwaZulu Natal, 12 In Limpopo, 8 in the North West, 10 in Gauteng, 22 in the Free State, and 8 in Eastern Cape in the process of being established. Each of these centres is expected to provide nutritious meals daily to around 200 beneficiaries.

So, albeit not at the pace we as nutritional professionals would like, things are moving in the right direction. Will we be successful – time will tell…

Figure 1. The food access model for use by Food Distribution Centres

This strategy recognises various respons-es that are already in place to address household-level food and nutrition insecurity (social grants, feeding schemes, food parcels, fortification etc.), and addi-tionally proposes the establishment of a larger network of Food Distribution Cen-tres (FDC) that source food through bulk procurement and donations (Figure 1).

Where possible, the FDC will use local producers and suppliers to circulate re-sources within communities and stimulate local food production creating guaranteed government markets.

Donate food Bulk procurementof food

Local producers

CommunityDepots

CommunityDepots

CommunityDepots

HouseholdsFood parcels

NDCsCooked meals

CommunityDepots

CommunityDepots

Districts

Local producers

Provincial FoodDistribution Centre

THE LEADER 19

Nutricia Research Foundation Sight and LifeA word from the ANLP sponsors

THE LEADER 15www.africanutritionleadership.org

Founded for the advancement of research in human nutritionThe vision of Sight and Life Sight and Life is a nutrition think tank that envisions a world free from malnutrition.

• We focus on implementation research and leadership development to em-power organizations and individuals to deliver smart solutions.

• We believe that through understand-ing context we can co-create tailored innovations.

• We champion the global fight against malnutrition by advancing research, sharing best practice and mobilising support

At Sight and Life, we firmly believe that, if Africa can grasp and address the new fron-tiers for nutrition – implementation science and leadership development, it can truly overcome many of the blockages previously observed in the scale-up of effective inter-ventions. Then we can present the world with much needed success stories AND improve the lives and future of millions.

Sight and Life & the ANLP Sight and Life is proud to say that it has been involved with the ANLP almost since its inception. Aside from its financial con-tribution to the 10 day programme, we are strong global advocates for transformation-al leadership, and so often talk about ANLP at global forums. We are also delighted, as the ANLP has expanded its horizons, to have been able to provide funding for a project in Zambia and seed funding for a project in East Africa.

A word of encouragement: Nutrition is at a tipping point and the time has come to move from talk to action and so we at Sight and Life urge ANLP Alumni to lead from where they stand and to make a difference no matter how small or at what level – “Talk is cheap. Words are plentiful. Deeds are precious.”

At Sight and Life, we are especially proud to have recently awarded one of the first ANLP Alumni, Anna Lartey with the sought after Sight and Life Nutrition Leadership Award. We look forward to not only seeing the ANLP grow and expand, but also to seeing the names of more and more of the ANLP Alumni against projects and programs that have truly made a difference.

The vision of Nutricia Research Foun-dation The independent Nutricia Research Founda-tion has been established in 1989 and func-tions as a global Charity to support Research in Human Nutrition. Its basic capital has been obtained throughout the years by donations from the Dutch company Royal Numico (own-er of the Nutricia brand).

One of the clear intentions of the Nutricia Re-search Foundation has been to support young investigators by providing funds for research projects or training fellowships at reputable in-stitutes. Thus, our main activity was providing 151 Research Grants (duration: max. 2 yr) and 41 International Training Fellowships (dura-tion: 1yr) over the last 25 years. We are proud to see now that many of the “young research-ers” who obtained one or even more of our grants in the early years have now developed to established Leaders and are promoting the programme to their students and co-workers.

After internal strategy discussions within the Board and consulting the since 2007 new owner of Numico ‘’Danone’’ which promised financial support, the Foundation agreed in 2010 on an additional activity to supporting Nutrition Research and strengthening Nutri-tion Capacity Building in English speaking Af-rica. For this purpose a strategic collaboration with the Centre of Excellence for Nutrition of the North West University of Potchefstroom, South Africa was established. One aspect of this collaboration is support to the ANLP by providing 5 fellowship grants per year, to be

selected by the CEN-NWU as of 2011. Other aspects are providing grants for MSc and PhD projects, establishing the “Clinical Nutrition Chair” of Prof. Renee Blaauw and stimulating staff exchange between leading centres in Public Health Nutrition in the Region.

Nutricia Research Foundation and the ANLP Our support to the ANLP already in 2011 as the very first action to execute our special mission for English speaking Africa clearly indicates the conviction that building Nutrition Leadership Capacity is key for Africa to solve the obvious and existing problems of malnu-trition, finding ways to deal with the double burden, and limit the rise in obesity and met-abolic syndrome both in the community and in clinical practice. As Nutritional challenges always have significant local determinants it is clear that local Nutritional Capacity building and local Nutrition Research are the best ways to improve the health of current, but especial-ly future generations.

A word of encouragement

It is encouraging to see that the ANLP-com-munity is growing steadily and we are con-fident that with the current pace, there will become sufficient critical mass available in the future to bring about the necessary changes in policy development and power for execution taking Nutrition in Africa to the next level.

www.africanutritionleadership.org

LISA WARE – LANGUAGE EDITORPostdoctoral Research Fellow & UK Registered NutritionistHypertension in Africa Research Team, North West University, Potchefstroom Campuslisa.ware@nwu.ac.za

MPHO PUTU – INVITED ARTICLE WRITERProject Manager: Sustainable Livelihoods National Department of Social Developmentmphop@dsd.gov.za

LEON COETSEE – LEADERSHIP ARTICLEExtraordinary professor, Centre of Excellence for Nutrition, North West University, Potchefstroom CampusLeon11@vodamail.co.za

JANE BADHAM – ADVOCACY ARTICLEManaging Director JB Consultancy, South Africajane@jbconsultancy.co.za

Contributors

THE LEADER 17

CHRISTINE TALJAARD - EDITORPostdoctoral Research Fellow & RSA Registered dieticianCentre of Excellence for Nutrition, North West University, Potchefstroom Campuschristine.taljaard@nwu.ac.za

THE LEADER is published and distributed as an electronic version only. THE LEADER appears on the ANLP’s website (www.africanutritionleadership.org). Comments and success-stories linked to any of the focus areas of the ANLP are wel-comed and can be posted on the ANLP LinkedIn site.

Please send any correspondence or initiatives to Christine Taljaard (africannutrition-leadership@gmail.com).

DESIGN BY GRAPHIKOS: graphikos@nwu.ac.za, 018 299 4224

JOHANN JERLING – ARTICLE WRITINGDirector Centre of Excellence for Nutrition, North West University, Potchefstroom CampusJohann.Jerling@nwu.ac.za