Combining intensive counseling by frontline workers with a nationwide mass media campaign has large differential impacts on complementary feeding practices but not on child growth: results of a cluster-randomized evaluation (Menon P., 2016. J of Nutr)
Complementary feeding (CF) contributes to child growth and development, but few CF programs are delivered at scale. Alive & Thrive (A&T) addressed this in Bangladesh through intensified interpersonal counseling (IPC), mass media (MM), and community mobilization (CM).
Childhood stunting and wasting in Myanmar: Key drivers and implications for policies and programmes (Blankenship, J., 2020. Maternal & Child Nutrition)
Findings indicate that the key drivers of child undernutrition in Myanmar, where prevalence of child stunting is 28% and wasting is 7%, are multifaceted and start in utero.
Breastfeeding is a powerful weapon in the fight to ensure every child has the best possible start to life, but mothers need access to accurate information and timely support from their family and community; the healthcare system; and their employers.
This overview paper summarizes and builds on papers from the Stop Stunting Conference of 2014, advocating to focus on child feeding, women's nutrition, and household sanitation as investment areas to prevent child stunting in South Asia.
Supply-and demand-side factors influencing utilization of infant and young child feeding counselling services in Viet Nam
Paired with improved counseling skills, demand-generation strategies could increase the population accessing the minimum number of visits to counseling services by 49%, according to this paper that investigated demand-generation strategies and supply-side factors influencing the utilization of fa
Achieving behaviour change at scale: Alive & Thrive’s infant and young child feeding programme in Bangladesh (Sanghvi, T., 2016. Maternal & Child Nutrition)
This article details Alive & Thrive’s effective strategies, approaches, and intervention design to scale-up of IYCF interventions in Bangladesh from 2010 to 2014. Keys to scale-up included synergistic partnerships with NGOs, like-minded stakeholders, and donors.