The global family planning community has made significant progress towards enabling million more women and girls to use contraceptives by , though we enter the decade ahead with a long road yet to travel. While investment in strong health systems and supply chains is still needed, the supplydriven approach dominant in family planning fails to address the individual, relational, and social barriers faced by women and couples in achieving their reproductive intentions and desired family size. Overcoming these barriers will require a better understanding of behavioral drivers and the social environment in which family planning decisions are made, and an increased investment in the proven, yet underutilized, approach of social and behavior change (SBC). We make the case that a more intentional focus on the science of human behavior in family planning can help advance the achievement of global, regional, and national goals while also calling for strategic and sustained investment that reflects the critical importance and proven impact of SBC approaches.
Since 2018, collaboration among funders of social and behavior change (SBC) in global health has markedly increased. Anecdotal evidence suggests that these efforts are beginning to reduce duplication of effort, improve support to implementers, and increase co-investment.n As donor collaborations supporting SBC mature, it will be important that they move beyond information sharing to enable more integrated coordination, coinvestment, and even cocreation of investments. Global and regional collaborations among donors must also seek to engage country governments and regional coordinating bodies as leaders in the work of SBC.n To facilitate donor collaboration, our research suggests that participating donors should:(1) define group purpose, goals, and roles clearly and early on; (2) support host country leadership;(3) recognize and leverage the different strengths of private and public donors; (4) demonstrate commitment by investing resources; (5) use honest conversations about failure to inform a joint learning agenda; (6) encourage proactive communication and informal discussion; (7) take the time to understand collaborating organizations' grantmaking, procurement, and compliance processes; (8) consider using a trusted member (or an intermediary) to progress work; and (9) seek early wins that build confidence in the group. BACKGROUNDT he development sector has long recognized the need for donors to collaborate effectively with host country governments, with each other, and with partners in civil society and the private sector. In 2005, the Paris Declaration sought to improve the quality of aid and its impact on development. Donor countries agreed to increase harmonization and coordination, simplify procedures, and avoid duplication by sharing information. 1 By 2011, however, coordination remained a problem. The Working Party on Aid Effectiveness noted that 2 : Coordination of donors often remains weak precisely where working towards common goals is needed the most, and weak national leadership and capacity become an excuse for uncoordinated donor-driven approaches.The Sustainable Development Goals, set in 2015 by the United Nations General Assembly, include Goal #17, Partnerships for the Goals, and have encouraged better collaboration among stakeholders including donors.This article uses the term "donor" to refer to both official development assistance (ODA) organizations and philanthropies. The Organisation for Economic Co-operation and Development (OECD) Development Assistance Committee defines ODA 3 as:Government aid designed to promote the economic development and welfare of developing countries. . . Aid may be provided bilaterally, from donor to recipient, or channeled through a multilateral development agency such as the United Nations or the World Bank.According to the OECD, the total value of philanthropic funding for development is about 5% of the value of ODA, which was $US23.9 billion between 2013-2015. 4 Private philanthropy invests more in the health sector, by far, than it invests in other developme...
Social and behavior change approaches have shown promise for addressing the demand- and supply-side challenges in postabortion care. As implementers seek to improve the quality of postabortion care, systematically integrating long-standing models and emerging approaches, including behavioral economics, human-centered design, and attribute-based models of behavior change, can promote positive health outcomes.
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