Food and Nutrition Multi-sectoral Coordination

Guideline Standard Training power point.

 Food and Nutrition Multi-sectoral Coordination
Guideline Standard Training power point.

11/30/2023
 Course outline

 Description of the overall training

 Chapter one: Introduction

 Chapter two: Multi-sectoral Food and Nutrition Coordination and linkages

 Chapter three: Multisectoral Coordination Implementation Strategy

 Chapter four: Food and Nutrition coordination platforms, institutional arrangement

and governance

 Chapter five: Multisectoral Food and Nutrition Planning, Monitoring, and Evaluation

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 Description of the overall training

This standard training power point is prepared to build the capacity of food and nutrition
implementing sectors and other actors for effective implementation of the food and
nutrition policy, strategy, programs and projects.

The training covers the following chapters

 Introduction

 Food and nutrition multisectoral coordination and linkage

 Multisectoral coordination implementation strategy

 Food and Nutrition coordination platforms, institutional arrangement and governance

 Multisectoral Food and Nutrition Planning, Monitoring, and Evaluation

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 Training Goal

Build the capacity of food and nutrition implementing sectors and other actors on the
multisectoral implementation of Food and Nutrition strategy, food system and seqota
declaration road maps and other food and nutrition related programs to ensure the
functionally of multisectoral coordination platforms, ownership and accountability at
all level.

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 Training objective
By the end the training participants will be able to
 Understand the concepts and rationale and the food and nutrition multisectoral
coordination.
 Familiarize with the multisectoral food and nutrition coordination and linkage approaches
and principles.
 Understand multisectoral coordination implementation strategies

 Understand the core principles of food and nutrition institutional arrangements and
governance.
 Acquire knowledge and skills on food and nutrition monitoring, evaluation and learning.
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 Training methodology

Brainstorming

Group work and reflection

Exercise/role play/case scenario

Video display

Experience sharing

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Interactive PPT presentation
 Chapter one : Introduction

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 Chapter outline

 Chapter description
 Learning and enabling objectives
 Background
 Concepts of multisectoral coordination
 Rational of the guideline
 Scope of the guideline
 Objective of the guideline
 Target audience
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Chapter summary
 1.1 Chapter Description (1 min)
This chapter deals with determinants and prevalence of
malnutrition, FN policy landscape, rational and scope of the MS
guideline and introduce food and nutrition strategy, and seqota
declaration innovations and learning's.

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 1.2 Learning objectives

Time allocated :1 min

Enable stakeholders understand about the concepts, rational, and scope of the food and
nutrition multisectoral guideline

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 1.3 Enabling Objectives

Time allocated :2 min

At the end of this chapter the participants will be able to :
 Understand the burden of malnutrition & FN Policy landscape
 Define the concept of Multisectoral coordination & Collaboration
 Know about the rationale of Multisectoral coordination guideline
 Understand about the scope of FN Multi sectorial coordination guideline
 Identify the target audience/users of this guideline

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 Activity 1:Think,Pair & share (10 minute)
I. What are the current prevalence and trends of malnutrition in
Ethiopia?
II. Explain malnutrition ,food security & nutrition security
III. What are the existing government policies and programs in
place to address malnutrition in Ethiopia?

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 1.4 Background
Overview of malnutrition situation and determinants (15 min)
• Malnutrition: a state of deficiency, excess or imbalance of energy and/or nutrient
intake or impaired nutrient utilization.
• Malnutrition could be under nutrition or over nutrition
• Under nutrition : result of insufficient quantity and quality food which results
stunting, wasting, under weight and micronutrient deficiencies.
• Over nutrition: excess nutrient intake relative to body nutritional requirement and
expressed by overweight and obesity.

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Background…

• Food security: refers to a situation whereby all people at all times have physical,
social and economic access to sufficient safe and nutritious food to meet the dietary
needs and food preferences for active and healthy living.

• Nutrition security: when all people at all times consume food of sufficient quantity
and quality in terms of variety, diversity, nutrient content and safety to meet their
dietary needs and food preferences for an active and healthy life, coupled with a
sanitary environment, adequate health, education and care.(FAO,2022)

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 Back ground….

Malnutrition situation in Ethiopia

Ethiopia is suffering from triple burden

of malnutrition including under ,Over
nutrition and micro nutrient deficiencies

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Background…

Determinants of malnutrition: Complex and influenced by interrelated social,

environmental, economic ,cultural and other factors. Immediate, underlying and basic
(enabling)
• Immediate determinants: dietary intake and care.
• Underlying determinants: food, practice and service available to children and women
in their household, communities, and environments to enable good nutrition.
• Enabling determinants: political, financial, social, cultural and environemental
conditions that enable good nutrition.
• Hence, determinants of malnutrition needs multisectoral response.
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Activity 2: Group work (20 Min)

• Exercise Jigsaw puzzle for malnutrition conceptual framework.

• Assign participants in to three groups
• participants are expected to write lists of words from each groups of
determinant of malnutrition in a pieces of papers and paste on the wall and
then the facilitator will explains which paper was pasted on the wrong
groups of determinants.

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 Conceptual frame work on maternal and child nutrition

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 Food and nutrition policy landscapes (5 min)

 Food and nutrition policy

 Food and nutrition strategy
 Seqota declaration road map
 Ethiopian food system road map
 Mid term health sector development plan
 Ten years development plan of Ethiopia .

 Nutrition sensitive strategies and programs (NSAS, PSNP, SHNS, One WASH,

FFPA…)
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1.4 Back ground Cont…
1.4.3 Vision and mission of Food and nutrition strategy (1 min)

Mission: We strive to ensure

food and nutrition security
Vision:-To see all Citizens with through coordinated
optimal nutritional status, quality of implementation of nutrition
life, productivity, and longevity. specific and nutrition sensitive
interventions.

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 Food and Nutrition Strategy (FNS) 13 strategic objectives (5 min)
SO-2 SO-3
SO-1 Strengthening and SO-4
Sustainably improve the availability, Improve post-harvest Improve nutritional status throughout
applying an
accessibility and utilization of adequate, management the life cycle through the provision of
integrated food
diversified, safe and nutritious foods for all safety and quality throughout the food nutrition-sensitive and nutrition-specific
citizens at all times. system value chain. interventions.

SO- 6
Strengthen the national capacity to manage
SO-5
natural and manmade food and nutrition SO-7
Improve the nutritional status of people with
emergencies in a timely and appropriate Improve water, sanitation and hygiene
communicable, on- communicable and
manner including for internally displaced (WASH) for individuals, households and
lifestyle-related diseases .
persons and refugees. institutions.

SO- 9
SO-10
SO -8 Create a functional
Improve sustainable and adequate financing through
Improve the nutrition literacy of governance body to
government budgets, private sector, community and
individuals, families and strengthen coordination and
development partner funding, and innovative financing
communities along the food value integration between FNP-
mechanisms to translate policy into action informed
chain to make implementing sectors.
decisions on the uptake of diversified, safe, adequate and
nutritious food.
SO-11
Build the institutional capacities of FNP- SO-12
implementing sectors by investing in human Enhance evidence-informed SO-13
resources, research and technological decision-making, learning and Ensure effective food and nutrition
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development. accountability. communication.
Seqota declaration 10-innovations
 SD-Innovations
• PDU: A structure to drive MS nutrition performances.
• CL: Community platform to identify nutrition problems and co-create innovative local
solution.
• 1000 Days + : combination of public movement and SBC to bring positive behavioral
changes.
• AITEC: a medium modernize farm with water efficient technologies and improved
agricultural practices.
• CWBP: A costed two-way planning process based on community priorities.
• Data revolution: Web and excel based MS nutrition data management system.
• GMPR: A process of tracking and analyzing a growth status of a child and addressing
underweight determinants with MS approach.
• ToKP: Partnership among policy makers, academia and woreda for evidence based decision
making.
• HDPTN: a mechanism to address imbalances and create synergy among humanitarian,
development and peace interventions
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• Annual stunting aversion estimation using List method
1.4 Background cont…

1.4.5 Seqota Declaration (SD) lesson learnt (15 min)

• Federal and Regional Government commitment and ownership

• Rigorous planning, approval and leadership during implementation at all levels

• Annual financial allocations from the treasury

• Collaboration and effective networking with development partners

• Resource tracking and mobilization from DP and donors.

• Positive impacts of innovation on stunting reduction.

Attach SD Video
..\..\..\..\Personal\Photo Videos SD\video\Seqota Declaration 77 th UNGA.mp4
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Activity 2:- Brainstorming (15 min)

1. What is coordination, collaboration, cooperation and networking ?

2. What is multisectoral coordination?

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 1.5 Concepts of Multi-sectoral coordination Cont…

1.5.1 Continuum of coordination and their definition(NC3) Networking (3 min)

• sharing and acquiring information between different sectors who have interests in
similar areas.
• Coordination: the harmonization and integration of activities, responsibilities
and command and control structures for efficient resource utilization.
Exchanging information and altering activities for mutual benefit and to
achieve a common purpose/Policy Objective.
• Cooperation: voluntary arrangement of different sectors to engage in a mutually
beneficial exchange instead of competing.
• Collaboration: the process of two or more sectors working together to complete
a task or achieve a goal.

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1.5.1 Multisectoral coordination (2 min)

• It is a deliberate collaboration among various stakeholders, groups (government

sectors, civil society and private sectors) to jointly achieve a policy outcome.
• It includes both vertical and horizontal coordination.

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 1.6 Rationale of the guideline (5 min)
Despite a remarkable progress towards ensuring multisectoral coordination and
governance among nutrition actors, there is still a gap in five building blocks of
coordination and governance. Therefore, this guideline is designed to.
• Address the existing limitation of multisectoral coordination, avoid duplication of
resources and efforts as well as create synergy among actors.
• Operationalize food and nutrition policy and strategy.
• Provide guidance on governance structure and professional placement
• Advocate and coordinate multi-sectoral planning, implementation , budget
allocation, resource mobilization, monitoring, evaluation and learning.

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 1.6 Rationale of the guideline cont…
• Advocate and coordinate multi-sectoral planning, implementation , budget
allocation, resource mobilization, monitoring, evaluation and learning.
• Guide the capacity need assessment and capacity building among implementing
sectors, development partners and other stakeholders
• Coordinate implementing sectors & development partners
• Enhance networking, partnership, collaboration and visibility

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 1.7 Scope of the guideline (2 min)

• To provide guidance to the multi-sectoral Food and Nutrition Strategy

implementation at all level.
• To set direction and clearly delineate responsibilities and accountability
among food and nutrition stakeholders.
• To orient, follow-up, monitor and evaluate the implementation of food and
nutrition strategic objectives at all levels.

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 1.8 Objectives of the Guideline (3 min)

1.8.1 Overall/General Objective

Strengthen nutrition governance and guide multisectoral coordination for effective food and

nutrition strategy implementation.

1.8.2 Specific Objectives

• To strengthen sustained political commitment, accountability and transparency.

• To provide guidance on the establishment of sustainable governance and institutional

arrangements.

• To guide integration, coordination and linkage mechanisms at all level.

• To guide advocacy on resource mobilization and efficient utilization

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• To strengthen MEAL towards the achievements of multisectoral coordination.
1.9 Target Audience/Users (2 min)

1.9.1 Primary users

– FNS implementing sectors
– Policy makers
– Development partners
– Program managers and experts

1.9.2 Secondary users

– Academia and research institutes
– Civil society and private sector
– Other Stakeholders (Like Individuals, international community etc…)
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1.10 Summary of chapter one (3 min)

• The cause of malnutrition is complex & requires multi sectorial

interventions
• So far, policy , various strategies & programmes have been designed and
implemented
• The FNS has its own vision , mission & 13 strategic objectives
• This multi sectorial coordination guide line is prepared to operationalize
the national FNS
• The Multi sectorial coordination guide line has its own
objective ,rationale , scope & clearly identify users.
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Chapter 2: Multi-sectoral Food and Nutrition
Coordination and linkages
 Chapter outline

• Chapter description
• Chapter Objective
• Learning Objectives
• Benefits of Multisectoral Approach
• Basic Requirements for Effective FNMSC
• Dimensions of FNMSC
• Key Principles of FNMS Coordination & linkage
• FNMS Coordination and Linkage Framework
• Summary
 Activity 2.0: Individual reflection
Time allocated: 8 minutes

• What do you expect to learn from this chapter?

Chapter Description
 Chapter Description
Time allocated: 2 minutes

This chapter explains the concept of multisectoral coordination

and linkage and how effective multisectoral coordination and
linkage will bring the desired nutritional outcomes at all levels.
 Chapter objective:
Time allocated: 1 minute

At the end of this chapter, the trainees will understand the

concepts and basic features of multisectoral coordination and
linkage.
 Learning Objective
Time allocated: 2 minutes

• To discuss the features and benefits of multisectoral

approach
• To elaborate the basic requirements for effective FNMSC
• To describe the dimensions of FNMS Coordination
• To explain the key Principles of FNMS Coordination
• To discuss the FNMS Coordination and Linkage Framework
• To discribe the Roles and responsibilities of sectors and
stakeholders
 Session Outline
Time allocated: 2 minutes

• Benefits of multisectoral coordination and linkage

• Basic requirements for effective FNMSC and linkage
• Dimensions of FNMS Coordination and linkage
• Key Principles of FNMS Coordination and linkage
• FNMS Coordination and Linkage Framework
• Roles and responsibilities of sectors and stakeholders
Session 2.1. Benefits of Multisectoral
Coordination and Linkage
 Activity 2.1: Discussion session
Time allocated: 15 minutes

• Discuss and reflect on the benefits of multisectoral coordination

and linkage for FN .
 2.1 Benefits of Multisectoral Coordination and Linkage
Time allocated:15 minutes

Creates Shared Vision

Allows Knowledge Sharing, Joint Planning,

. Implementation, Monitoring and Evaluation

Identify clear role, responsibility and authority

.
 2.1. Benefits of Multisectoral Coordination and Linkage …. Contd.

Creates common understanding among sectors

Creates a supportive & enabling Environment

. and Feedback Mechanism

Ensures corresponding Accountability

.
 2.1 Benefits of Multisectoral Coordination and Linkage …. Contd.

Enables to apply well-organized, integrated and

Institutionalized Coordination and Linkage
mechanisms

Enables Sectors to work in Close collaboration

. with Partners and other organizations

Leverages Knowledge, Expertise and Resources

to expand their reach and effectiveness in
. achieving better Nutrition Outcomes.
Session 2.2. Basic Requirements for Effective
Food and Nutrition Multisectoral
Coordination & Linkage
 2.2. Basic Requirements for Effective FNMSC and Linkage

Activity 2.2: Group discussion and individual

reflection
Time allocated: 10 minutes

• What are the basic requirements for FNMSC &

Linkage, what is your experience in this respect in
your area?
 2.2. Basic Requirements for Effective FNMSC and Linkage
Time allocated: 25 minutes

• Availability of Functional Food and Nutrition Coordination

platform
• Application of key Principles of Multi-Sectorial Coordination
• Presence of Binding Agreement among implementing sectors
(TOR, MoU… etc.)
• Established/Strengthened the Food and Nutrition Structure
with in implementing sectors at all levels
 2.2. Basic Requirements ……contd.

• Developed Joint Food and Nutrition Multisectoral Costed Woreda Based Plan
• Assigned Budget Code and Allocated Budget for Food and Nutrition Programs as per
the priority interventions
• Strong Accountability Framework in place
• Joint Monitoring & Evaluation of multisectoral coordination performance based on
the agreed scorecard
• Other enabling environments
 2.3. Dimensions of FNMSC&Linkage

Activity 2.3. Individual reflection

Time allocated: 5 minutes

What do understand by dimensions of Multisectoral coordination and

linkage?
2.3. Dimensions of FNMSC&Linkage
Time allocated: 10 minutes
2.4. Key Principles of FNMSC

Activity 2.4: Individual excercise and reflection

Time allocated: 10 minutes

• List the key principles of FNMSC you think.

 2.4. Key Principles of FNMSC & Linkage.
Time allocated: 40 minutes

• Common Vision

• Defined Roles, Responsibilities and Continuity of

Relationships
• Accountability, Collaborative Leadership and Joint
Decision-making
• Continuous Communication
• Shared measurement and Feedback Mechanisms

• Innovation and Knowledge sharing

 2.4. Key Principles of FNMSC…. Contd.

i. Common Vision

Multi-Sectoral Implementing sectors

have to:-

• Work for the Common Goal and

Vision based on the Declaration,
Pledging and Other Implementation
Agreements they made.
• Familiarize the Food And Nutrition
Strategic Objectives, Indicators,
Reports, Monitoring and Evaluation,
and Other Milestones.
 2.4. Key Principles of FNMSC…. Contd.
ii. Accountability, collaborative leadership & Joint Decision-
making
Implementing sectors have to:-
• Ensure clear accountability mechanisms
• Create accountability monitoring mechanism
• Ensure working groups are established to improve
accountability and effectiveness
• Ensure that will strengthening mechanisms to collaborative
leadership through smooth communication among actors.
• Make decision-making processes participatory and
consultative
 2.4. Key Principles of FNMSC…. Contd.
iii. Continuous Communication

Implementing sectors have to:-

• Create awareness and advocate on the rationale of
multisectoral coordination
• Ensure all actors have exchanged timely information for
multi-level decision making
• Participate at meetings on a regular basis as per the TOR
coordination platforms
• Document and share minutes and other important documents
 2.4. Key Principles of FNMSC…. Contd.
iv. Shared measurement and Feedback Mechanisms

Implementing sectors have to:-

• Establish/strengthen well designed routine data recording,
collection and reporting systems
• Set agreed-upon multisectoral nutrition indicators
• Conduct joint multisectoral food and nutrition plan and
performance review
• Ensure technical and Steering Committee meetings are Plan
based, problem solving and action oriented
• Conduct meetings in conducive environment
• Give feedbacks based on the scorecard performance review.
 2.4. Key Principles of FNMSC…. Contd.
v. Innovation and Knowledge Management

Implementing sectors have to:-

• Establish mechanisms for FNMS knowledge management and
experience sharing platforms at all level
• Identify and use institutions that promote innovation
• Document lessons learnt and best practices
• Adopt and share new technologies, lessons learnt and best
practices.
 2.4 Key Principles of FNMSC…. Contd.

vi. Define Roles and Responsibility and continuity of

relationships

• Having roles and responsibilities for food and nutrition implementing

sectors and stakeholders helps to:
 Ensure accountability
 Facilitate communication horizontally and vertically.
 Enhance effective monitoring and evaluation for food and nutrition
strategy implementation across all sectors and levels

• Food and nutrition implementing sectors are categorized as signatories,

non-signatories, development partners, civic society organizations, private
sectors and community.
 2.4 Key Principles of FNMSC…. Contd.

vi. Define Roles and Responsibility and continuity of

relationships …contd

Multisectoral Implementing sectors have to:

 Clearly define joint-implementation roles and responsibilities
 Prepare joint costed implementation work plans at all levels
 Strengthen intra and inter- sectoral collaboration
 Mainstream food and nutrition into sectoral policies,
strategies, programs and plans
 Use multi-sectoral scorecard
 2.4. Key Principles of FNMSC…. Contd.

vi. Define Roles and Responsibility and continuity of

relationships … contd.

 Mobilize and track resources and mange partnership

 Allocate budget for food and nutrition activities.
 Conduct supportive monitoring and evaluation at all level
 Exercise smooth transition and handover of tasks as
specified in the MoU
 Utilize growth monitoring and promotion as a multisectoral
performance, decision making and course corrective
measures.
 2.4. Key Principles of FNMSC…. Contd.

vi. Roles and responsibilities of sectors and

stakeholders

Activity 2.4.6,1: Group work

Time allocated: 15 minutes

• What are the roles and responsibilities of your sector/organization with respect to
Food and Nutrition Multisectoral coordination and linkage?
 2.4. Key Principles of FNMSC…. Contd.
Roles and responsibilities sectors and
stakeholders … contd.
.

Role and Responsibility of Kebele Food and Nutrition technical committee.docx

 2.5. FN Multisectoral Coordination and
Linkage Framework
Time allocated: 10 minutes
The Multisectoral Food and Nutrition Coordination and Linkage
Framework shows how the different actors are interconnected to
bring to

• Effective food and nutrition multisectoral coordination and

linkage, which ultimately leads to
• Optimal nutritional status at all stages of life, quality,
productivity, and longevity.
 2.5. FN Multisectoral Coordination and
Linkage Framework

.
 Activity 2.6: Group Discussion
Time allocated: 20 minutes

• What are the strengths, gaps, challenges, and the functionality status of food and
nutrition multisectoral coordination and linkage in your area?
 2.7. Chapter Summary
Time allocated:10 minutes
So far, we have seen:
• The concepts and importance of effective multisectoral coordination and
linkage to achieve the desired FNS objectives and goal.
• Basic requirements that are essential for effective implementation of multi-
sectoral coordination and linkage
• The horizontal and vertical dimensions of multi-sectoral food and nutrition
coordination.
• The Key principles of MSFNC that help to facilitate the coordination between
implementing sectors .
• The Food and Nutrition MS coordination and linkage framework
• The roles and responsibilities of sectors that will help to ensure accountability.
• Therefore, all FNS implementing sectors have to play their respective pivotal
role to strengthen the MS coordination and linkage.
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Chapter 3: Multisectoral Coordination Implementation
Strategy
 Chapter Description

· This chapter will focus on and intended to cover the key multisectoral
coordination implementation strategies, practice exercise, case study, role play and
summary of the sessions.

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 Chapter Objectives ( 5 Min)

· Participants will describe and demonstrate how to strengthen multisectoral

approach, integration, mainstreaming, capacity building, advocacy and
accountability in all FNS implementing sectors

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 Enabling Objectives (5 min)
At the end of this session participants will be able to:
 Describe multisectoral approach
 Identify types of integration
 Describe mainstreaming
 Apply how to implement resource tracking and partnership management
 Describe methods of capacity strengthening
 Apply Social Behavioral Change Communication (SBCC) approaches
 Demonstrate advocacy in nutrition
 Demonstrate how to enhance accountability

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 Session Outline
Chapter objective and Outline (10Minutes)
Session 3.1. Multisectoral Coordination Implementation Strategy (10 minutes)
Session 3.2. Multisectoral approach (15 minutes)
Session 3.3. Mainstreaming (10 minutes)
Session 3.4. Integration (5 minutes)
Session 3.5. Capacity strengthening (15 minutes)
Session 3.6. Social Behavioral Change Communication (SBCC) (20 minutes)
Session 3.7. Resource mobilization, tracking and partnership management (15 minutes)
Session 3.8. Accountability (15 minutes)
Activities: 3.1-3.10 (100 minutes)
Chapter Summary: (10 minutes)

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 Session 3.1
Multisectoral Coordination Implementation Strategy

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 Activity 3.1 (5 Minutes)

Questions for brainstorming

· What are the key multisectoral implementation
strategies?

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 Multisectoral Coordination Implementation Strategy

· Addressing Determinants of malnutrition requires:

– Coordinated implementation of FNS/SDEP
– Facilitate and bring the efforts of sectors, development partners and other stakeholders.
– Build synergy and work together.

· Key implementation strategies

– Effective implementation of low-cost, high-impact food and nutrition interventions.
– Addressing immediate, underlying, and basic determinants of malnutrition.
– Coordinated effort across sectors and partners.

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 Multi-sectoral Coordination Implementation Strategies

Multisectoral
approach
Capacity
building Integration

Multisectoral
coordination
Social behavioral implementation
change strategies Main
communication streaming

Resource tracking
Accountability and Partnership
management
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 Session 3.2
Multisectoral Approach

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 Activity 3.2 (5 Minutes)

Questions for brainstorming

· What are the approaches for effective multisectoral
implementation and coordination?

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 Multisectoral Approach
Identify and engage all food and nutrition implementing sectors, development
partners and other stakeholders from inception to evaluation

Recognize the value of engaging different sectors and stakeholders

Identify priority food and nutrition activities and desired common goals and
communicate each collaborating sectors and stakeholders

Leverage knowledge, expertise and resources among implementing sectors

 Multisectoral Approach
Ensure political commitments, including financial allocation and
incorporation into socioeconomic development programs

Facilitate open, inclusive, and evidence-based informed decision discussions

Establish a system for performance-based budgeting and result-based

incentives

Align food and nutrition interventions among all actors

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 Session 3.3
Food and Nutrition Mainstreaming

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 Activity 3.3 (15 minutes)

Questions for think, pair, share exercise

· What is mainstreaming?
· How to mainstream food and nutrition activities in sectors
program?

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 Food and Nutrition Mainstreaming
· Mainstreaming need to be considered throughout the program cycle
During problem identification
Program design
Planning
Implementation
Monitoring and evaluation

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 Food and Nutrition Mainstreaming
· Integrate food and nutrition throughout the program cycle.
· Align sector-specific policies, programs, and action plans.
· Include food and nutrition interventions in regular sector strategies and operational
plans.
· Ensure that multisectoral food and nutrition plan activities align with sector-specific
strategies.
· Utilize a common results and accountability matrix

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 Food and Nutrition Mainstreaming
· Ways of enhancing sectoral programs to mainstream food and nutrition activities
Have explicit nutrition objectives and appropriate indicators.
Assess the local context (situation analysis).
Target the vulnerable and improve equity.
Collaborate and coordinate with other sectors.
Empower women and engage men
Mainstream food and nutrition advocacy and SBCC across sectoral
programs
Monitoring and evaluation

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 Session 3.4
Integration

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 Activity 3.4 (10 Minutes)

· Group discussion
What are intra and inter-sectoral integration?
From your experience, what are the main
challenges in multi-sectoral integration?
How can we overcome these challenges?

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 Integration
· Integration can occur within sectors or across sectors.

· Intra-sectoral integration:

Harmonization of food and nutrition programs among different

sections in the same sector.
· Inter-sectoral integration:

Harmonization of food and nutrition-specific and sensitive

interventions
Sectors complement each other and have an impact on the
ultimate nutrition outcomes
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 Integration
· Required commitments for integration include:

Map existing food and nutrition integration platforms

Review evidence on impact of integrated programs on specific
nutrition outcomes
Identify internal and external drivers of program integrations in
different contexts.
Identify and document barriers, facilitators and opportunities
Design an effective tackling strategy/technique
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 Session 3.5
Capacity Building

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 Activity 3.5 (10 minutes)

Questions for brainstorming

Why is capacity building needed?
What are the priority areas during capacity building in
FNS implementation?

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 Capacity Building
· Capacity building have four components

System Strengthening

Institutional Capacity

Individual Capacity

Community Capacity
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 System Strengthening for Food and Nutrition
This includes:
Strengthening leadership and governance
Creating a career path and posts for the food and nutrition workforce
Enhancing workforce management capacity
Improving resource mobilization and management
Enhancing supply chain management for food and nutrition
Improving the food and nutrition information system
Lobbying officials and policymakers
Raising public awareness about food and nutrition issues
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 Institutional/Organizational Capacity Strengthening

· Conduct Organizational Capacity Assessment (OCA)

• A set of methods and tools designed to measure the capacity of an organization
• It assesses capability in five key areas:
Governance
Organizational management
Program management
Human resources management
Financial management
· Analyze the OCA results and compile into an agreed-upon action plan

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Institutional/Organizational Capacity Strengthening Cont’d..

· Ensure an adequate number of competent nutrition cadres in all implementing

sectors
· Conduct capacity needs assessments of institutions

· Provide gap-filling capacity-building activities

· Support continuous professional development

· Strengthen institutional capacities for data collection, analysis, and utilization

· Strengthen operational research capacity and coordination mechanisms at all levels

· Support sectors in using research findings and innovative technologies

04/14/2024
 Individual Capacity Building
Provide training, to improve
· This level includes the knowledge, personal knowledge and skills
skills and attitudes required to
perform the required work Strengthen food and Nutrition
(competencies). Network to facilitate discussion
and exchange of experiences

Strengthen mentorship to build

knowledge and skills based on
the gaps identified

Build the capacity of nutrition

staff through knowledge and
experience sharing visit
04/14/2024
 Community Level Capacity Building

· Focuses on enabling all members of the community including the most

disadvantaged to develop skills and competencies
· It improves the community food and nutrition knowledge and skill
· Provide tailored FN orientation and training for community coalition such as
Women development group, village health leaders, youth groups, community volunteers
and religious leaders, agriculture development agent, WASHCo, PTSA, and community
care coalition
· Provide food and nutrition orientation/training for disadvantaged community
segments
· Create and strengthen community ownership to support and sustain food and
nutrition program implementation

04/14/2024
 Session 3.6
Social Behavioral Change Communication (SBCC)

04/14/2024
 Activity 3.6 (10 minutes)

· Brainstorming questions
What is the importance of SBCC in Multisectoral
Coordination?
What SBCC strategies and tools we use?

04/14/2024
 Social Behavioral Change Communication (SBCC)

· SBCC is a set of interventions that systematically combine elements of

Interpersonal communication
Social change and community mobilization activities
Mass media, and advocacy to support individuals, families,
communities, and institutions to inform decision making.
· Aims to change nutrition-related behaviours

04/14/2024
 Food and Nutrition SBCC Strategies and Tools

· Food and nutrition SBCC strategy helps to adopt and maintain high-impact
nutrition-specific and nutrition-sensitive behaviors or practices.
· Sectors specific activities should be mainstreamed according to national
multisectoral SBCC mainstreaming guideline
· The SBCC strategy follows the life cycle approach

04/14/2024
 SBCC Strategies and Tools
SBCC Strategies SBCC tools

 Drama and Songs  Billboard

 Community Groups/Change Agent  Banners
 Mass Media (Radio, Television)  Posters
 Individual Counselling  Leaflets
 Group Discussions or Talks (Community  Brochures
Gatherings);  Audio visuals
 Oral and Printed Word  Counselling cards
 Counselling Cards  TV & radio broadcasts
 Home Visits  Magazine
 Care Groups or Small Groups  Bulletin
 Use of Visual Aids  Newspaper

04/14/2024
 Key Food and Nutrition Messages Focuses on:
Promote improved dietary habits and better optimal feeding
practices

Encourages adoption of healthy adult dietary styles in line with

food base dietary guideline

Engage a multidisciplinary team of food and nutrition experts

during design and implementation

Promote for scaling up positive indigenous traditional practices to

inform nutrition promotion and communication interventions
04/14/2024
 SBCC Cont’d…

• Show a 3-minute video on SBCC and real behavioral change.

04/14/2024
 Advocacy

Activity 3.7 (15 Minutes)

Role play
· Use the following scenario to conduct advocacy and argumentation to
map the way for a comprehensive set of actions to improve nutrition.

· Script for nutrition advocacy with call for action.docx

04/14/2024
 What is advocacy?
 Advocacy is an organized attempt to change policy, practice, and/or attitudes by
presenting evidence and arguments for how and why change should happen
 The change can be legislative, funding, regulatory and policy
 It is putting a problem on the agenda, providing a solution to that problem and
building support for acting on both the problem and solution.
 It is speaking up, drawing a community's attention to an important issue, and directing
decision makers toward a solution
 Policy commitments from local govt officials eg:
Adolescent Nutrition included in local level workplans
Strategic plans
Budgets

04/14/2024
How Do We Conduct Advocacy?
Step 1
Identify and
analyze the
issue
Step 7 Step 2
Monitor Set the goal
evaluate and and
share objectives

Step 6 The Advocacy

Assess Cycle Step 3
resources, Identify the
choose decision
tactics and makers
implement

Step 4
Step 5
Define the
Set your
message and
timeline
the “ask”
 Advocacy Cont’d…
Approaches to effective advocacy include:
 Improve policy and decision-makers’ awareness on food and nutrition issues

 Advocate for mainstreaming nutrition communication and development SBCC into sectoral plans

 Align a budget line in all implementing sectors and stakeholders for food and nutrition
promotion
 Use research evidence on key barriers to healthy dietary practices to inform decision

 Establish a platform to identify and capacitate nutrition gatekeepers, champions and celebrities
(influential individuals) at all levels
 Conduct a mapping of existing community networks/platforms through coordination of
community actors
04/14/2024
 Expected Results of Food and Nutrition Advocacy
Areas of advocacy Expected results
 Legal reform, or enactment of new law(s),  Increased awareness and understanding of
or business rules for nutrition importance among the public and
 Policy decisions, formulation of and/or government
reform  Increased leadership commitment,
 Administrative directives, rules and coordination, and action at all levels
regulations  Resource mobilization, budget allocation
 Ownership of nutrition within a high, mid  Strengthened private sector involvement
and lower-level coordinating body. in nutrition

04/14/2024
 Advocacy Cont’d…

• Show video on advocacy

Seqota Declaration -Comment- V2- Sep, 21,2022.mp4

04/14/2024
 Session 3.7
Resource Mobilization: Tracking and Partnership
Management

04/14/2024
 Activity 3.8 (10 minutes)

Case study
• Manager of Waliso District Health Office demonstrated a strong commitment to
improve the nutritional status within his district. Employing all available resources, he
made intensive efforts to elevate food and nutrition levels to the maximum extent,
despite encountering persistent barriers. However, he became disheartened due to the
ongoing resource constraints he faced. He is now advocating for additional funding
dedicated to nutrition to achieve success and reach the highest threshold. Despite
numerous attempts, he is currently experiencing a sense of disappointment.
• In small groups discuss on the following questions:
 What is expected from the manager to overcome the problem?
 What steps should he follow to convince stakeholders to achieve increased
funding?
04/14/2024  How can the manager strengthen the partnership and engagement of influencers?
 Resource Mobilization Tracking
 Mobilize resources from various sources:

– Government
– Private Sector
– Development Partners
– Communities
 Costing at all levels for priority activities
 Identify funding gaps and secure additional funding
 Summarize costed plans for approval
04/14/2024
Resource mobilization cont…..
 Resource Tracking
 Resource tracking for nutrition across sectors generates data on nutrition funding
(i.e. budget allocations and expenditures)
 Mapping resources enables to understand the available resources for food and
nutrition activity implementation.
 It also informs amount of budget allocation with respect to geographic
distribution and types of interventions
 Identify funding gaps and secure additional funding
 Summarize costed plans for approval
 Costing at all levels for priority activities
04/14/2024
 Potential Challenges During Resource Tracking
• Low capacity to properly implement RTPM efforts
• Over-reliance on doners
• Poor political commitment

04/14/2024
 Costing at All Level
• Based on the costed FNS ,the government has prioritized activities
to be implemented by all food and nutrition actors.
• Multisectoral coordination platforms at different levels need to
identify contextualized high impact priority activities on costed
multisectoral food and nutrition plan
• Mobilize sufficient resources to execute the planned activities
• It is critical to track allocated resources are effectively and
efficiently utilized for the intended purpose.

04/14/2024
 Steps to Conduct Costing
• Identify cost effective, high impact priority activities
• Align priority activities with FNS strategic objectives and set feasible target
• Estimate the total cost for each priority activities
• Mobilize the estimated budget from all possible sources (federal and regional
government, partners and doners, private sector and community).
• Categorize the total budget based on funding sources
• Indicate budget gap (if any) and mobilize additional funding to fill the gap.
• Summarize costed plan and facilitate approval of the costed plan by the respective
governing body at all levels (Federal, Regional, Zonal,Woreda and Kebele)
04/14/2024
 Partnership Management

Activity 3.9 (10 minutes) Group Discussion

– Map out potential partners and
stakeholders for food and nutrition
program in your community.
– How do you identify the level of
influence and interest of each
partner?

04/14/2024
 Partnership Management
• Partnership management is the process of following up on and maintaining
effective, productive, and harmonious relationships with partners.
• Investing in time and resources are most important to maintain partnerships
• Partnerships can be maintained by:

Establishing and reviewing partnership

Determining governance
Formalizing partnership and
Maintaining strong relationship with partners.
04/14/2024
 Key Steps in Resource Tracking and Partnership Management
 Conduct stakeholder mapping and analysis
 Discuss and reach out consensus
 Discuss the composition of the partnership, develop TOR, and conduct regular meetings
 Organize partnership review to assess stakeholder coordination and partnership
management.
 Identify the amount of resource allocated and the level of utilization
 Utilize digital tools for resource tracking and partnership management.
 Establish public-private partnership for technology transfer and acquisition of resources

04/14/2024
 Measurement of Food and Nutrition Partnership Using
KPI
· Level of interest /involvement of stakeholder is measured by average
achievement scores of two partnership management indicators;
1. Program planning
2. Reporting
3. Food system and nutrition Council, and Food system and nutrition technical committee
meeting
· Level of influence/contribution is measured by partnership management
indicators;
1. Number of nutrition projects
2. Resources and budgeting
 Stakeholders Analysis Matrix
• Redirect their support • Engage seriously with
towards nutrition and these stakeholders
keep them satisfied on • Facilitate their work
their achievement and satisfy them

• Consult and monitor these • Talk to them to ensure that no

stakeholders to enhance major issue are arising.
their levels of contribution • Use them as advocate of
and interest nutrition and to attract more
partners
 Session 3.8
Accountability

04/14/2024
 Activity 3.10 (10 minutes)

Brainstorming questions
What can each sector do to address the
commitments?
How can we measure whether the commitments
are achieved or not?
How accountability could be ensured in terms of
food and nutrition?

04/14/2024
 Accountability
• Accountability means being responsible and answerable for commitments made or
actions taken
Who is responsible?
For what are they responsible?
To whom are they accountable?
 Progress towards the implementation of commitments and agreed targets to end
malnutrition
 Investment Plan developed through One Goal, One Plan and One Monitoring and
Reporting framework
 The plan will facilitate all FNS implementing sectors and development partners at all
levels to contribute towards one goal

04/14/2024
 Accountability
 Accountability need to be ensured through:

– Joint planning, implementation, and monitoring.

– Use of multisectoral performance monitoring
scorecard.
– Using dashboard for performance monitoring.
– Utilization of resource tracking analysis for decision-
making
– Delivery of role and responsibilities of actors as per
the TOR
04/14/2024
 Chapter Summary (10 minutes)
 Coordinated effort across sectors and partners is crucial to the implementation of FNS
 Mainstreaming need to be considered throughout the program cycle
 Intra and inter sectoral integration is needed to harmonize food and nutrition
programs.
 Building organizational, system, community and individual capacity is vital for the
successful implementation of FNS
 Food and nutrition SBCC strategy helps to adopt and maintain high-impact nutrition
behaviors or practices.
 Mapping resources and partnership management in implementing sectors and
stakeholders is very important
 Accountability should be ensured through the implementation of commitments and
agreed targets to end malnutrition
04/14/2024
Thank You!!!
11/30/2023
Chapter Four: Food and Nutrition coordination
platforms, institutional arrangement and governance;
 Chapter Descriptions;

 This chapter explains the institutional arrangement, governance and coordination

platforms for effective implementation of food and nutrition strategy and Seqota
declaration road maps at all levels.
 Learning objective

 After completing this chapter, the participants will be able to interpret coordination
platforms, institutional arrangement and governance for food and nutrition
implementation.
 Enabling objectives;

 Explain food and nutrition institutional arrangement;

 Compare the institutional arrangement across FNS implementing sectors
 Describe food and nutrition governance
 Distinguish the key principle of Food and Nutrition Governance
 Apply the food and nutrition coordination platforms
 Differentiate the role and responsibilities of coordination platforms
 Describe Accountability for food and nutrition coordination platforms
 Session outline

Session 4.1. Food and Nutrition institutional arrangement

Session 4.2. Food and nutrition governance
Session 4.3. Food and nutrition coordination platforms
Session 4.4. Role and responsibilities of different coordination platforms
Session 4.5. zonal/woreda/kebele food and nutrition coordination platforms
Session 4.1. Food and Nutrition Institutional
Arrangement
Time allocated: 30 minutes
 Activity 4.1:Brainstorming

• Time allocated: 10 minutes

What does food and nutrition institutional arrangement mean?

How do you see the current FN institutional arrangement of Sectors?
What institutional arrangement is required across sectors?
 Session 4.1. Food and Nutrition Institutional Arrangement
Time allocated: 10 minutes
• Is a formal government organizational structures and informal norms for arranging
and undertaking policy, systems, and processes.
• Policies, systems, and processes that organizations use to legislate, plan and
manage their activities efficiently and to effectively coordinate with others to
fulfill their mandate(UNDP)
• It consists of sectors and their leadership, human resources, funding, equipment,
and supplies, and communication among sectors.
• Informal institutional structures: public, NOG and private sector.
 Session 4.1 Institutional arrangement across sectors…

• Few sectors have institutional arrangement that are appropriate for FNS

 Nutrition coordination lead executive office(MOH),

 Food and Nutrition office(MOA),

• Most sectors have focal persons

• FNS implementing sectors needs to have;

 Appropriate structure for FN:-Coordination office/Directorate/ Teams/Units/

 Adequate number and Skill Mix of food and Nutrition professionals

Session4.2. Food and Nutrition Governance
Time allocated: 20 minutes
 Activity:4.2: Group discussion

Time allocated: 20 minutes

1. What is food and nutrition Governance?
2. What are the key principle of nutrition governance?
3. How does good governance impacts nutrition outcomes?
 Session4.2. Food and Nutrition Governance
Time allocated: 10 minutes
• A network of actors and coordinating platforms aimed at improving nutrition
outcomes through processes and mechanisms for convening, agenda setting,
decision-making, implementation, and accountability and involves balancing the
interests of various stakeholders.
• Is the way rules, norms and actions are structured and sustained.
• Establishment of Food and Nutrition Governing Body and institutional arrangement
from Federal to Kebele levels is important
 Session4.2. key principle of nutrition governance

• Leadership commitment,
• Coordination platforms lead by highest executive government body,
• Accountability and transparency,
• Strong collaboration,
• Participatory,
• Inclusiveness equity and
• Gender responsiveness
Session4.2 Impacts of good governance on nutrition outcomes…
• Ensure the availably of food and nutrition policy landscapes
• Improve accountability, leadership and commitment of stakeholders
• Maximize joint planning, resource mobilization, budgeting, implementation and
M&E;
• Make the coordination platforms functional and address multiple determinants of
malnutrition
• Established strong Monitoring and evaluation platforms
• Maximize the impact of nutrition on National development
Session 4.3: Coordination platforms
60 minutes
 Activity 4.3: Group discussion:

Time allocated: 15 minutes

• What are the food and nutrition coordination platforms at national and regional levels:

• How do you explain the functionality of Multisectoral FN coordination platforms in

your context?
• What new actions will improve the functionality of the coordination platforms?

• What is the difference and similarity of the national and lower-level coordination
platforms?
 Session 4.3 Food and nutrition coordination platforms -30 minutes

 National
– Food system and Nutrition council
– Food system and Nutrition inter-ministerial steering Committee
– Food and nutrition technical committee
– Four food and nutrition steering committee
• Program management steering committee
• National food fortification steering committee
• National food safety and quality steering committee
• National FN monitoring, evaluation and research steering Committee
 Regional
– Similar arrangement (FNSC and FNTC)
 Deputy Prime Minister

National Food System and Nutrition Council Secretariat(MOH for FNS&SD, MOA
for EFS)

Food System and nutrition Inter-ministerial steering committee

Food System Technical Committee

National Food and Nutrition Technical Committee

Regional/city administration Food system and Nutrition Council Secretariate(FNCO/PDU/

Regional/city administration Food and Nutrition Technical Committee

Zonal/sub city Food system and Nutrition Council Secretariat

Zone/Sub city Food and Nutrition Technical Committee

Woreda Food system and Nutrition Council Secretariat

Woreda Food and Nutrition Technical Committee

Kebele Food and Nutrition technical committee

 Session4.3: Functionality of platforms…

• National
 The FNSC is not established, delayed, draft proclamation developed
 FNTC revitalized and functioning ; Members officially assigned, TOR revised,
Joint plan prepared, regular meeting, JISS , JPRM conducted;
 Nutrition coordination office(MOH) and Food and nutrition office(MOA)
established
• Regional
 Food system and nutrition council not established; draft regulation prepared
 Food and nutrition technical committee ; revitalized, TOR revised, Joint plan
prepared, regular meetings, JISS and JPRM conducted
 Multisectoral coordination capacity building training conducted
• Zonal/woreda/Kebele levels:-Different progress
 Multisectoral Sectoral coordination platforms
During NNP I&II Current Role
National nutrition coordinating National food system and nutrition • Chair-Deputy PM
body -2008 G.C council • Secretariate: MOH(FNS/SD) and
MOA(EFS)
National nutrition technical National food and nutrition technical • Chair1-MOH (FNS/SD)
• Chair2: MOA(EFS)
committee -2009 G.C committee • Co-chair MOE/MOA
• Secretariate; NCLEO and FNO
Monitoring ,evaluation and Monitoring ,evaluation and research • EPHI-chair
• EIAR-co-chair
research steering. committee steering committee • Secretariate-MOH
Food fortification steering Food fortification steering committee • MOI-Chair
committee • EFDA-co-chair
• MOH-secretariate
NNP II program management FN program management steering • Chair-MOH
steering committee committee • Co-chair MOA & MOE
• Secretariate-Partners
Food safety and quality steering • Chair-EFDA
committee • Co-chair –MOTRI
• Secretary-EAA
 Session 4.4. Role and responsibilities of different
coordination platforms
30 minutes
 Activity4.4: Group work on roles and responsibilities

• What are the role of FN council and Technical committee

• What are the role and responsibilities of the council member

• What are the role of the food and nutrition technical

committee
• What about the roles of the four FN steering committees
 FSNC-Role and Responsibility
• Chaired by the Deputy Prime Minister, Regional Presidents, City Mayors, and Zonal and
woreda admin
• Provides overall guidance and governance for FN programs
• Direction for the establishment of functional FSNCs at regional/city administration
• Ensure the establishment/strengthen of appropriate structure and career path at all levels.
• Coordinate and lead the implementation Food and Nutrition related declarations and
commitments.
• Ensure engagement of research institutions, academia, private sectors and development
partners for Food system and Nutrition implementations.
 Role and responsibilities…
• Ensure accountability actors
• Ensure mainstreaming of FN interventions into sector plans
• Oversee FN planning, implementation, monitoring and evaluation
• Guidance on FN innovation, use of technology, research and data
use
• Follow execution of nutrition smart infrastructure interventions
(human resource, roads, electricity, water access, irrigation,
technology and other inputs) in compliance with the country
development plan.
• Set directions for sectors to allocate sufficient budget
 Food system and nutrition council members role and
responsibility
• Ensure mainstreaming of food and nutrition interventions in their sectors’ plans .
• Create appropriate food and nutrition structure and deploy adequate professionals
• Mobilize and allocate adequate budget for Food and nutrition programs.
• Enhance vertical and horizontal communication and coordination
• Ensure intra-sectoral coordination and integration
• Monitor and follow up implementation Nutrition specific and sensitive
interventions.
 Activity 4.5: Think, pair and share-Meeting procedures

Time allocate: 7 minutes;

• What are the procedure of the FSNC meetings ?
• Which sectors are the members of the FN council and technical committee at
different levels?
• What other stakeholders can be part of the coordination platforms?
 Food system and nutrition council meeting procedures

• The council shall meet twice in a year.

• The council chairperson can call adhoc meeting when required.

• The council’s secretariat shall share the meeting agenda and related
documents to members before ten days.
• The council shall hold the meeting using pre-communicated documents,
reports and minutes and set directions based on the decision made.
• Any member in the meeting can present additional agenda. It will be
discussed if only supported by the majority.
 Council Meeting procedures

• There shall be a meeting where more than half of the members of the council are present.
• Council members can delegate to regular and Adhoc meetings if they only get permission
from the chairperson.
• Decisions of the meeting shall be endorsed by majority vote. The chairperson shall have
a decisive role in case the votes are equally divided.
• The council can develop its own meeting procedures of.
• Coordinate, lead and ensure the implementation of national, continental and global Food
and Nutrition declarations and commitments endorsed by the country.
• Ensure engagement of research institutions, academia, private sectors and development
partners for FN implementations
 Composition of FN council
S.No Members Role
1 Deputy Prime Minister Chair
2 Regional presidents and city mayors Member
3 Minster of Health member
4 Minister of Agriculture Member
5 Minster of Education. Member
6 Minster of women and social affair Member
7 Minster of Water and Energy Member
8 Minister of finance Member
9 Minister of plan and development Member
10 Minister of trade and regional integration Member
11 Minister of innovation and technology Member
 Composition FN council
12 Minister of industry Member
13 Minister of transport and logistics Member
14 Minister of Irrigation and low land Member
15 Minister of culture and sport Member
16 Minister of labor and skill Member
17 Minister of Government Communications Service Member
18 Commissioner of National disaster risk management. Member
19 Director General of Ethiopian food and drug authority. Member
20 Director General of Ethiopia Agriculture Research Institute. Member
21 Director General of Ethiopian Public Health Institute Member
22 Director General of Environmental Protection Authority Member
23 Director General of Federal Cooperative Agency Member
 Composition of FN Council
24 Director General of Veterinary drug and Animal feed Member
administration and control Authority (VDFACA)
25 Representative of Inter- religious Council of Ethiopia Member
23 Representatives of Academia Members
24 Representative of Donors Members
25 Representative of CSO’s Members
26 Representatives of UN Agencies Members
27 Representative of private sectors Members
28 Civic and professional associations representative Member
29 Other bodies assigned by the council. Member
 Activity4.4: role play

Time allocated:30 minutes

Instruction:
• Divide the participants into three groups; group one represents the Food and Nutrition
Council members, group two representing the Food and Nutrition Technical
Committee, and group three representing the national food fortification steering
Committee.
• Allow each team 7 minutes to practice; 7 minutes to perform and 10 minutes to reflect.

• Instruct them to conduct the formal coordination platform meetings

• Summarize the discussion points from the role play(6 minutes)

Food system and Nutrition inter ministerial steering committee

• Inter-ministerial steering committee established at national level

• Aimed to oversee and provide strategic directions on the implementation of the FNS,
SD and EFS road map
• It will be chaired alternatively by MOH(FNS/SD) and MOA(EFS)

• Closely follow performance of the technical and steering committees organized in

different thematic areas.
• Accountable to the food system and nutrition council.

• shall meet on quarterly basis

• Chairperson can call adhoc meeting

 Food and nutrition technical committee

• Established under the Food system and Nutrition council.

• It provides technical advisory support to the council
• Coordinate ,facilitate and oversee implementation of the FNS/SDEP( Planning,
Implementation, ME)
• Chaired by lead executive officer of nutrition coordination office at the Ministry
of health.
• Lead executive officer of agriculture and education sectors are co-chairs of the
technical committee.
• Provide guidance to strengthen Food System And Nutrition Innovation, Use Of
Technology, Research And Data Use For Decision Making
 Role and Responsibilities of National FN Technical Committee

• Prepare and implement Joint Multisectoral plans

• Provide technical support for the FNS implementing sectors/agencies
• Provide technical support for the development of FN related strategies, programs,
guidelines, manuals, legislations, and job aids
• Coordinate food and nutrition capacity building activities
Role and Responsibilities of National FN Technical Committee

• Plan and conduct regular FNS and SD JISS, PRM and Best documentations
• Organize advocacy and SBC for the FNS and SD
• Conduct resource mobilization for FNS and SD implementation
• Establish effective networking and partnership with FNS stakeholders
• The role and responsibility of the FNTC can be customized at lower.
 Composition of FNTC
S.NO Sectors Responsibly
1 Health. Chair
2 Agriculture Co-chair
3 Education Co-chair
4 Women and social affair member
5 Disaster risk management commision member
6 Plan and development member
7 finance member
8 Trade and regional integration member
10 Innovation and technology member
11 Industry member
12 Transport and logistics member
 Composition FNTC
S. No Sectors Responsibly
13 Culture and sport member
15 Irrigation and Low Land member
14 Water and Energy member
15 Labor and skill member
17 Environmental protection authority member
15 Government communication member
16 Ethiopian public health institute Member
17 Ethgiopian food and drug administration Member
 Other stakeholders for the coordination platforms

• Private sectors representatives

• Teaching and research institutions(Academia/researchers)
• Food and nutrition development partners representatives
• Professional Associations representatives
• Faith based organization representatives
Session 4.5. zonal/woreda/kebele food and nutrition
coordination platforms
Time allocated: 40 minutes
 Session4.5: Regional/zonal and woreda Coordination
platform
• Food system and Nutrition council: –chaired by the president/city mayors/zonal and
woreda administrators;
• Secretariate for the regional council:-Regional food and coordination office and
Program Delivery Unit
• Food and Nutrition technical committee-Chaired by health sector, co-chaired by
Agriculture and Education at each level;
• Secretariate for the Technical committee:-Health Sectors
• Similar sectors will be members of the councils and technical committees
contextualized at all levels
 Activity 4.6: case scenarios'
Time allocated: 60 minutes
1. Assign the trainee in to two groups; one group representing the
kebele food and nutrition technical committee while the second
group represents the general community. Let the kebele technical
committee chair present analyzed GMP data and possible root
cause analysis to the technical committee.
A. Discuss the on the GMP coverage, magnitude of underweight
and root cause analysis result among the committee members
Develop action plan and agree on possible actions
B. Conduct community conversation with community to increase
GMP service intake and to address possible root cause identified
and agree on possible actions
Kebele food and nutrition technical committee

• At kebele level only food and nutrition technical committees will be established
chaired by the kebele administrators
• Is responsible to support, follow up implementation of the FNS, SD at community
level
• This committee will work closely with woreda food and nutrition technical
committee
• It also periodically visit households , identify priority nutrition problems of the
community ,propose feasible interventions and notify to the woreda nutrition
technical committee.
 List of kebele technical committee members

S.NO Sectors Responsibility.

1 Kebele administration Chair
2 Health extension workers Secretariate
3 Agriculture extension workers Co-chair
4 Education member
5 Representative of kebele Women association member
6 Kebele manager member
7 Representative of Youth group member
8 Community leaders (religious, clan) Member
 Role and Responsibility of Kebele Food and Nutrition
technical committee

• Chaired by the Kebele administrator

• Provide guidance for frontline workers
• Prepare joint FN multisectoral plans and monitor the implementation.
• Conduct regular technical committee meetings and performance review
• Ensure accountability of FNS implementing sectors
• Set directions on capacity building training for frontline workers
 Role and Responsibility of Kebele Food and Nutrition
technical committee
• Ensure partners engagement
• Mobilize resource for FNS implementation
• Conduct community mobilization and dialogue
• Conduct regular ISS and Joint HH visits
• Ensure the availability of Essential FN related supplies/inputs and commodities
 Chapter Summary

• FN institutional arrangement need to be understood by all participants;

• Institutional arrangement includes appropriate structure, FN workforce assignment
and adequate budget allocations
• Strong Food and nutrition governance can improve institutional arrangement and
functionality of coordination platforms
• Coordination platforms describes food system and nutrition council, food and
nutrition technical committee and different steering committees;
 Chapter Summary

• The coordination platforms need to be established and strengthened at all levels

and chaired by the highest decision-making body;
• The coordination platforms need to have defined chair, co-chairs, secretariate,
members, role and responsibility.
• The coordination platforms have to facilitate the joint planning, resource
mobilization, joint implementation, regular meetings, JISS and PRM;
Chapter 5: Multisectoral Food and Nutrition Implementation
Guideline Planning, Monitoring, and Evaluation

November 2023
Adama
 Outline of the presentation
● Chapter description
● learning objective (s)
● Enabling objective (s)
● Session outline
o Overview of FNS Planning,
o Overview of FNS Monitoring & Evaluation
o FNS data source, data quality assurance, Data analysis,
o FNS Reporting, Score card and feedback
o FNS Operational research
o FNS knowledge management
● Chapter summary
 Chapter Description
 This chapter describes the Planning, Monitoring, and Evaluation (M&E), and Learning,
which are primarily focused on providing participants with skills and knowledge on the
planning process, overall monitoring and evaluation and learning activities.

 The chapter also provides detail information for data sources, data flow maps, data
quality assurance & data analysis, multi sectoral scorecard implementation, the
knowledge management process, and operational research studies that need to be
conducted for the food and nutrition strategy.

 Brainstorming, group exercise and discussion is employed in the presentation to make

the training interactive.
 Learning Objectives

 At the end of this training, the participants will have a knowledge & skill on the FNS
planning , monitoring , evaluation and learning, data quality assurance procedures, data
analysis and reporting systems, M&E framework and results chains, multisectoral
scorecard, operational research, and knowledge management..
 Enabling objectives
● Improve participants' understanding on the planning process for FSN and SD.
● Enhance participants' knowledge and skills on the key M&E concepts from
the programme design, implementation, and evaluation stages.
● Improve participants' knowledge of the main FNS data sources, data quality
assurance procedures, and data analysis techniques.
● Enhance the participants skills on FNS reporting process, tools, time lines
and reporting quality including the costed woreda base plan.
● Familiarize participants with the main FNS operational researches, and the
purpose of the operational studies, and timelines.
● Discuss FNS Knowledge management process
● Improve participants' understanding of the use of the multisectoral scorecard.
 Food and Nutrition Planning

Time allocated : 40 Minutes

Activities 5.1: Individual reflection on Planning
○ What do you know about planning?

○ Define planning

○ Purpose of planning

.
 Food and Nutrition Planning…

Planning: is a management function of anticipating the future and the conscious determination of a
future plan of action to achieve the desired result

Food and Nutrition Planning:

● Outlines events and activities that implementing sectors follow to achieve food and nutrition
strategic objectives.
● Provides detail of activities and shows how each activity supports the organization’s goals.
Food and Nutrition Planning cont…
Levels of Planning

Food and Nutrition strategic plan

● 10 years strategic plan (2021-30)
● Guides overall FNS implementation
● Defines the vision, mission, goals, strategic objectives, strategic directions
, and strategic initiative
● The bases for the preparation of the FN annual multi-sectoral plan.

Food and Nutrition Multi-sectoral annual plan

● Emanates from the Food and Nutrition Strategy (FNS)
● Consisted of Costed Woreda Multisectoral plan
● Jointly Prepared By FNS Implementing Sectors and other nutrition stakeholders
● Lead by Food and Nutrition Coordination Office
● Endorsed by Food and Nutrition Council at each level
● Follows both bottom up and top down planning approach
Food and Nutrition planning Process …
 Summary of Multi-sectoral FN planning…
S/N Type of Plan Description of the plan Planning period Responsible body.
Start date Submission
date
1 Food System and This is high level plan prepared by the Sene 30 (first Food and nutrition
Nutrition Council Secretariate/FNTC for food system and nutrition council Miazia 1 (First week week of July) council at each level.
Plan focusing on governance, coordination, structure, human of April in each
resource and budget allocation to be endorsed by food year)
system and nutrition council (FSNC). It is aimed to
facilitate overall implementation of FN multisectoral
annual plan
2 Food and Nutrition This is a FN technical committees’ plans to be prepared by
Technical the FN technical committee focusing on Joint planning, Sene 30 (first FNTC at all level.
Committee Plan Supportive supervision, performance review meeting, week of July)
learning, experience sharing and FN advocacy for
effective implementation of FN multi-sectoral plan.
3 FN costed multi It is a multisectoral costed woreda based plan to be 1st week of April 2nd wk of June National secretariate
sectoral plan prepared by sectors based on the detail nutrition and FNTC
sensitive, nutrition specific, climate resilient and nutrition 2nd week of April 1st wk of June Region/city
smart activities included in the FNS. administration al
secretariate and FTNC
3rd week of April 4th wk of May Zonal secretariate and
FNTC
4th week of April 3rd wk of May Woreda secretariate and
FNTC
1st week of May 2nd wk of May Kebele FNTC
 Food and Nutrition Planning…

● Activity5.2: Prepare your specific sector FNS annual plan using

standard template and discuss the main process and the costed FSN
planning and submission time.

.
Food and Nutrition strategy Monitoring, and Evaluation
Time allocated: 25 Minutes

Activity 5.3: Brainstorming on Monitoring and Evaluation

○ What do you know about M&E?

○ What is their difference why is it used for ,

○ how do we track the monitoring activities

.
Food and Nutrition strategy Monitoring, and Evaluation…

Monitoring
➢ Continuous process of gathering and analyzing Information, and it includes:
● Routine Data Collection,
● Performance Review,
● Joint Supportive Supervision and
● Experience sharing visits
 Food and Nutrition Multi-sectoral performance Management team

➢ Established at Federal, Region/City administration, Zonal and Woreda levels

➢ Team members include

Food and nutrition Technical

Committee Chair chairperson of the team

Agri/education F & N heads Secretary

Department Head /F &N

focals/P, M&E experts at all level members
(Region/Zone/Woreda. etc..
Food and Nutrition program monitoring mechanism and
schedule
Cont…
Food and Nutrition Strategy Implementation Evaluation…

Evaluation
● Periodic assessment of the implementation of food and nutrition strategy.
○ Used to modify food and nutrition program design and implementation
○ Stakeholders will be engaged during the evaluation process, and the findings will be shared accordingly.

.
Food and Nutrition Strategy program Evaluation
Schedule
Monitoring and Evaluation cycle
Food and Nutrition multi-sectorial M&E Framework
 Indicator types and definition
• Indicator is a quantitative or qualitative measurement of an objective to be
achieved, a resource mobilized, an output accomplished, an effect obtained or a context
variable (economic, social or environmental).
• Types of Indicators;
o Process indicators reflect whether a program is being carried out as planned and how
well program activities are being carried out.
o Output indicators which relate to activities, measured in physical or monetary units.
o Outcome indicators measure the program’s level of success in improving service
accessibility, utilization or quality
o Impact indicators refer to the long-term, cumulative effects of programs over time,
beyond the immediate and direct effects on beneficiaries.
o Proxy indicators – an indirect way to measure the subject of interest. The subject of
interest cannot be measured directly.
 Basic components of result chain
• Input- include indicators that measure the human and financial resources,
physical facilities, equipment and supplies that enable implementation of a program
• Activities- action taken or work performed though which input such funds, technical
assistance and other types of resource are mobilized to produce specific output
• Output- the product services which result from development intervention and
relevant to the achievement the desired outcome
• Outcome- the likely or achieved short term and medium-term effects of an
interventions output.
• Impact -the higher order objectives to which a development intervention is intended
to contribute
Data Sources, Data Quality Assurance, and Analysis

Time allocated: 20 Minutes

Activity 5.4: Brainstorming on Data source, Data quality and Analysis

○ What are the sources of data for each FNS sector?
○ What do you think are the main challenges related to the data
source in your respective sectors?

.
 Data Sources, Data Quality Assurance, and Analysis …
Data Source
● Primary or secondary data source provide information about each indicators e.g. existing statistics or records; project accounts; nutrition survey
FNS Data Sources
● Routine Sources, and Multi-sectoral administrative report
● Scorecard report/UNISE,DHIS2
● Sector specific food and nutrition service registers/tally sheets
● Routine Information System (DHIS2, EMIS…)
● Review meeting
Population Based Data
● Surveys
● Census
● Vital registration

.
 Data Sources, Data Quality Assurance, and Analysis …

Data Quality
● DQA is a quality assurance activity that evaluates one or more indicators and one or
more dimensions of data quality that ensure high-quality data.
Data Analysis
● The process of cleaning, transforming, and Modeling data to discover useful
information
● Can be conducted using tools such as visualization, dashboards, and mapping for
decision-making and learning.
Data Quality Dimensions
Purpose of the Data Quality Assurance (DQA)…
 Data Quality Assurance (DQA) Process…
● Develop an overall approach and schedule.
● Identify the DQA team
● Identify the Indicators and sites to be included in the review.
● Develop a budget and a logistic plan for the DQA exercise
● Develop and Pilot DQA checklist
● Train/Orient DQA team members
● Conduct the DQA
● Prepare a draft of DQA report:
● Develop an action plan
● Follow-up actions
Data Sources, Data Quality Assurance, and Analysis …

Activity 5.5: Case study on Data analysis and

quality (refer Participant manual)

.
FNS implementation Report, score card and feedback
Time allocated: 45 Minutes

Activity 5.6: Individual reflection on FNS Reporting

○ What are the types of reports produced by your Organization?

○ Who is responsible to produce these reports?

○ Timeline for reporting for FNS activities

○ Discuss the main challenges in FNS reports.

○ How do you manage and solve the challenges?

.
FNS implementation Report, score card and feedback…
Reporting

● The dominant mechanism for demonstrating progress , results and lessons learned.

● Provides essential information at periodic intervals

● Types of Reporting includes the following ;

○ Formal Progress report (monthly, quarterly, annual..etc)

○ Special studies

○ Informal briefs

○ Workshops , and informal discussions

○ Posters, leaflets, meetings

.
Multi-sectoral Food and Nutrition Reporting Hierarchy
FNS reporting and feedback hierarchy
Food and Nutrition data use, and feedback

• Data demand and use: Food and Nutrition data use is the process of analysis,
synthesis, interpretation, and review of data for informed decision-making.
• It is a proactive and interactive processes that all sectors consider food and nutrition
program data during planning, implementation, monitoring, evaluation, learning,
advocacy and policy/ strategy development/.
• Data collected at all levels will be made available to both national and regional
governments for use in decision making and programming of food and nutrition
interventions
 FNS Multisectoral Scorecard

● Management tool for strengthening accountability and driving action towards the attainment of the FNS Objectives.
● Comprised of both program and coordination indicators.
● Covers the nutrition interventions across all food and nutrition implementing sectors.
● Scorecard indicators are organized by the implementing sectors and will be used at all administrative levels .

.
 FNS Multisectoral Scorecard…
● Completed quarterly, biannually, and annually by comparing with the set targets for each indicator.
● A color code may be used to facilitate visual inspection of performance levels.
○ Green = good/promising performance
○ Yellow = moderate with warning
○ Red = Under performance
● The data collected at all levels will be reviewed during the food system and nutrition council and nutrition technical committees’ meetings.

Sample Scorecard

MS-Scorecard

.
FNS implementation Report, score card and feedback…

Activity 5.7: Based on the sector plan prepared above ,please prepare the quarter one

report for the 2014 FNS implementation period using the appropriate reporting template

.
 Food and Nutrition Operational Research
Time allocated:10 Minutes
● Designed to test alternative intervention modalities and to answer key operational questions as they arise during the
implementation of FNS.
● The EPHI and EIAR; the lead institutions for food and nutrition research in the country, lead operational research as part of
their mandate.
● Will be conducted considering the following:
○ Carry out a mapping exercise of all food and nutrition-related operational re­search to avoid duplication.
○ Identify priority research areas based on the existing FNP and FNS follow­ing consultation with all nutrition
stakeholders.
○ EPHI/EIAR will facilitate the decision as to whether a given research topic will be handled in-house or outsourced.
 Food and Nutrition Operational research cont…
Operational Research:
● Include food and nutrition thematic areas in research as an essential component of community services
● Create research partnerships with other implementing sectors, food and beverage industries and funding agencies
● Protect intellectual property rights/patentable results
● Allocate proportional funding to support food and nutrition-related research
● Enforce continuous professional development (CPD) measures for researchers in the implementing sectors

.
Food and Nutrition Knowledge management
 Knowledge Management…….
● Helps to identify, capture, evaluate, retrieve, and share implementing sectors’ Food and nutrition information.
● Aims to facilitate knowledge generation from joint program experience on multi-sectoral food and nutrition programs.
● Helps to document experiences, and exchange lessons across sectors and at all levels
● Also includes knowledge sharing and dissemination through publications.

.
 Chapter Summary

● Planning involves setting goals, strategies, and timelines.

● Monitoring tracks progress and gathers data to ensure activities are on track.
● Evaluation assesses the program effectiveness, impact, and lessons learned.
● PME improves decision-making, accountability, and facilitates continuous
improvement.
● Data quality, data analysis, and reporting play a crucial role in furnishing
valuable insights to aid in the process of decision making.
 Chapter Summary cont…
● Operational research tests on alternative intervention modalities and aims to
address important operational questions that may arise during the
implementation.
● Knowledge management covers the continual effort of generating,
documenting and sharing the FNS knowledge to build capabilities through
learning processes.
● Scorecard used to see the performance of sectors and regions using the
predetermined cutoff points for each indicators.
 Invest in Nutrition!

11/30/2023 Committed to ending stunting in children under 2 years by 2030