NIPN Sustainability Webinar - NIPN Country Teams Niger & Ethiopia Ingo Neu, Julien Chalimbaud, Youssouf Keita, Juliane Pfuhl, Melissa Kennie Scott
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NIPN
Sustainability
Webinar
NIPN Country Teams Niger & Ethiopia
Ingo Neu, Julien Chalimbaud, Youssouf Keita, Juliane Pfuhl,
Melissa Kennie Scott
24th June 2021
Rules of Order
• Please turn off your microphone and camera.
• Please ask questions using the chat box.
• When speaking or sending a chat message, please identify
yourself.
We would like to remind you that this webinar will be recorded
and uploaded onto the NIPN website.
2
Agenda
Time (CET) Topic
09:30 – 09:35 Overview of objectives of the webinar
09:35 – 09:45 C4N-NIPN: Introductory presentation
09:45 – 10:05 Niger: Sustainability Study for NIPN
10:05 – 10:25 Ethiopia: Sustainability Plan for the NIPN
10:25 – 10:55 Discussion
10:55 – 11:00 Conclusions and potential next steps
3
Sustainability
Objectives of the webinar
1. To summarise previous discussion on institutionalisation
frameworks.
2. To understand what sustainability can mean for NIPN
platforms.
3. Sharing experience on conducting a Sustainability Study.
4. How to develop a feasible Sustainability Plan (contents,
process, etc.)?
4
Terminology & previous NIPN discussions
• Sustainability
• Ownership
• Institutionalisation
➔ NIPN previous discussions have been focusing on “ownership” and
“institutionalisation” rather than sustainability
➔ Two main frameworks have been introduced and discussed for NIPN
(Global Gathering 2019)
5
1st Framework option for NIPN institutionalisation
NIPN Ownership Matrix
• Developed by Mokoro, in Sept. 2018*
• In parallel to NIPN Theory of Change elaboration
• Look at three dimensions that remain valid and relevant:
– Progress in achieving the co-conditions of a platform
– Progress in ownership of the NIPN
– Progress in ownership of a NIPN’s outputs
• Considered complex for country adoption
* Derived from the World Bank (WB, 2010; Zida, Lavis et al. International Journal of Health Policy and Management, 2018)
6
2nd Framework option for NIPN institutionalisation
Framing the discussion using Rapid Response Unit case study,
Burkina Faso
• Derived from the World Bank approach*
• Three dimensions:
– Existence of an institutional framework,
– Consistent production of relevant outputs,
– Adequate resources availability.
• Five maturity levels:
– Awareness
– Experimentation
– Expansion
– Consolidation
– Maturity
* Derived from the World Bank (WB, 2010; Zida, Lavis et al. International Journal of Health Policy and Management, 2018)
7
Introduction: Common Results Framework for NIPN Phase II
Ownership is an expected result of NIPN Phase II
Specific objective:
Evidence-based nutrition governance in NIPN partner countries is
strengthened.
Result 1: Technical output
National institutions provide relevant nutrition information and analysis required for policy
decisions.
Result 2: Policy enhancement
Stakeholders increasingly demand for NIPN outputs that support decision making at policy level.
Result 3: Ownership
All countries have strengthened their ownership of NIPN.
8
Niger: Summary
of Sustainability
Study
24th June 2021TOR OF SUSTAINABILITY STUDY
Objective: To define a sustainability plan with
assumption that NIPN external funding end in 2021
• Analyse the recurring costs of maintaining the NIPN platform and
developing its products
• Study the integration of the NIPN in strategic and financial
programming documents (PA/PNSN, DPPD, PAP, etc.)
• Analyse the strengths and weaknesses of the NIPN at mid-term
• Propose a sustainability plan
• To ensure the support of the validation at the level of a steering
committee
10PRODUCTS AND SERVICES
By integration into a unique platform, accessibility is
ensured
The NIPN analytical The system to access The support service for
cycle is known micro-data and indicators end users and/or
upstream and has a was established quickly specialists in the field, has
broad consensus and efficiently been developed
There is a communication
The documents are well issue: How to provide
presented in different additional and more targeted
forms: news, short version, information to additional and
long version. more specific audiences?
11FORMULATION AND MONITORING OF
PUBLIC POLICIES
NIPN products and tools as a basis for monitoring the PNSN
The valuable contributions of NPIN have been particularly
important at the level of the HC3N Nutrition Unit
For the sectoral For advocacy and For the mobilisation
guidance in support coordination of technical and of the contributing
of the CT/PNSN funding partners sectors
Consideration will probably need to be given to visually separating the
"information system" documents from the political/strategic communication
documents, especially if they expand on NSNP Commitment 8 in particular.
12ENGAGEMENT WITH BENEFICIARIES:
NATIONAL INSTITUTE FOR STATISTICS (INS)
The organisational structure of the project unit may have
limitations
At the INS level, this organisational form is not yet integrated into the
structure strongly marked by a purely hierarchical organization.
The limited mobilization of INS staff
argues for increased transfer of
responsibilities within INS; losses in
effectiveness can be compensated by
efficiency and sustainability.
Past experiences
show that financial The job profiles of the unit must be
sustainability is more well defined within the organizational
important than structures and nutrition integrated
institutional form. into INS programs.
13ENGAGEMENT WITH BENEFICIARIES:
CONTRIBUTING SECTORS
The solution adopted by the Sectoral Support Officers
(SAS) is just pragmatic
In theory, the NIPN and even the INS, should be a user of secondary
sectoral statistical data, i.e., use the results. This requires that the
sectors are able to produce regular, high-quality data.
The indicators useful for analysis are
well identified, it is the construction
of homogeneous historical series that
takes time.
The results are quite
uneven (but the NIPN It is necessary to maintain support
project is only halfway to the sectors, especially since this
through). is part of the INS's remit.
14ENGAGEMENT WITH BENEFICIARIES:
HC3N
An important institutional implication
As a project unit attached to the Presidency of the Republic, the NPIN activities
have allowed to strategically organise the nutrition field from a political and
strategic point of view. However, its sustainability is dependent on the
sustainability of the institution (HC3N).
By integrating the oversight of the NPIN
in the steering committees of the PNSN
(in particular the CT/PNSN and more
recently the GTT-Plaidoyer)
Its role as an institution
defining the demand for There remains the question of the
information and its use for solvability of the demand. Indeed, the
decision-making has been question of financing an information
accepted. sub-sector cannot be dissociated from
the financing of this sub-sector in
general, and thus from the
implementation of the NSNP.
15EXÉCUTION
Le coût additionnel de l’analyse est « supportable »
Le coût additionnel des produits et services PNIN représente
un surcoût de 35% aux coûts de collecte
Services PNIN (FCFA) 52 000 000 Aux coûts actuels de
la subvention et hors
Maintien du portail WEB (cout annuel : maintenance
corrective et actualisation contenu)
8 871 096 investissements (AT,
Maintien des bases de données indicateur (coût annuel) 15 678.191 formation), mais avec
Maintien des bases de micro-données (coût annuel) 13 12 075 investissements
Appui aux utilisateurs (coût annuel) 14 457 897
matériels.
Produits PNIN (FCFA)
Plan cadre d'analyse annuel (coût d'un programme ramené à l'année) 4 683 727
Document d'analyse (coût d'un produit) * 16 152 160
16SUMMARY
The preconditions The conditions for There are persistent
for sustainability technical difficulties with the
are met internalisation are only involvement of the
partially met contributing sectors
+ Capitalisation has been These (structural)
The products and done from the start; difficulties are inherent to
services have been + The strengthening of the functioning of the NSS
well defined, skills has been done, as a whole and will take a
implemented and - The transfer of long time to resolve, given
appreciated. responsibility is weak. the current duration of
the project.
17STRATEGIC PERSPECTIVES
FOR 2021
Take advantage of the programmatic opportunities:
PNSN action plan, revision of the SNDS, new PDES,
formulation of phase II of the NPIN
Revise at the Include nutrition Include in the priority
PA/PNSN level the as a priority actions of the INS, a
result related to activity in the nutrition line ensuring
the information NSDS at least the
system, taking into management of HR
account the NPIN
cycles
This constitutes the basis for sustainability.
Institutionalisation can then be studied, depending also on the current
revisions of the INS's organizational framework.
18CHALLENGES FOR PHASE II
Maintain the relevance requirements of the
analysis framework Still requires external inputs
(PCA)Propose complementary and/or This is the intangible investment program
alternative investigation tools Can be carried out rapidly in addition to the
Complete the transfer of services and skills to support to users
the INS Its realisation during Phase II still requires
Ensure effective transfer of responsibilities for strengthening of skills, especially through
product development to the INS/HC3N mentoring
Continue the strengthening and transfer of Need to clearly define the distinction
skills, particularly at the sub-national level between information systems and
monitoring
Support the monitoring and evaluation of the
PNSN
19LE PLAN DE PÉRENNISATION: LES CYCLES DE
PRODUCTION ET DE VALORISATION
Basé sur les besoins de suivi de la PNSN …
Le programme de travail est basé sur l’hypothèse de valorisation des
investissements, c’est-à-dire sur le fait qu’il faudrait à peu près 5 ans pour
«rentabiliser» les investissements de la première phase de la PNIN, soit une
période allant de 2022-2026
… et sur les cycles de plans d’action de la PNSN
Concernant le cycle d’élaboration des PA/PNSN, sachant qu’il s’agit de
programmes plus ou moins quinquennaux, il existera donc un (1) exercice de
programmation d’ici 2025 et un exercice de révision de la politique à long terme.
Pour supporter la valorisation, il faut que les services PNIN soient maintenus
et développés, en visant la diversification des supports notamment pour
atteindre les décideurs régionaux.
21 juin 2021 20HR, INVESTMENT AND FINANCING
NEEDS
Priority to the institutionalisation of functions ...
Mobilisation and capacity building must be at the heart of the phase II of NPIN, with
full involvement of all staff with domestical financial support, both at INS and at the
HC3N (in particular, 4 full-time positions at the INS).
... Investment needs are essentially immaterial
Continuation and strengthening of support to users; complementary studies and
technical assistance (that of CT, must be more restricted and focused on
communication).
... finally, the financing needs will be calculated from the unit
costs of products and services
A total estimated cost of around 3.2 million euros;
Progressive transfer of the costs of products and services over the four (4) cycles covered by
the plan, with priority given to:
- The transfer of services, which should be completed after 2 years;
- The transfer of products, which should be fully implemented after 3 years.
21LE PLAN DE PÉRENNISATION: LES CYCLES DE
PRODUCTION ET DE VALORISATION
Basé sur les besoins de suivi de la PNSN …
Le programme de travail est basé sur l’hypothèse de valorisation des
investissements, c’est-à-dire sur le fait qu’il faudrait à peu près 5 ans pour
«rentabiliser» les investissements de la première phase de la PNIN, soit une
période allant de 2022-2026
… et sur les cycles de plans d’action de la PNSN
Concernant le cycle d’élaboration des PA/PNSN, sachant qu’il s’agit de
programmes plus ou moins quinquennaux, il existera donc un (1) exercice de
programmation d’ici 2025 et un exercice de révision de la politique à long terme.
Pour supporter la valorisation, il faut que les services PNIN soient maintenus
et développés, en visant la diversification des supports notamment pour
atteindre les décideurs régionaux.
22BUDGET
Quantité PU Total CFA Partenaires Etat
Fonctionnement 909 027 158 203 157 216 450 023 847
Produits Système d'information 463 184 592
Elaboration PCA 2 940 301 1 880 602 940 301 940 301
Elaboration analyses 25 18 452 160 461 303 991 276 782 394 92 260 798
Services Système d'information 309 382 506 141 949 776 167 432 730
Maintien du portail WEB 4 8 871 096 35 484 382 17 742 191 17 742 191
Maintien des bases de données indicateurs 4 28 741 664 114 966 654 28 741 664 86 224 991
Maintien des bases de micro-données 4 11 866 340 47 465 361 11 866 340 35 599 021
Appui aux utilisateurs 4 27 866 527 111 466 108 83 599 581 27 866 527
Produits politique/communication 84 330 736 25 321 104 158 689 121
Elaboration PCA 2 4 631 676 9 263 353 4 631 676 9 263 353
Elaboration du cadrage des plans d'action du 2 3 845 163 7 690 326 3 845 163 7 690 326
PNSN à partir des résultats d'analyse (cout d'un
exercice)
Elaborer "policy brief à l'intention des décideurs 4 6 710 637 26 842 547 6 710 637 20 131 910
régionaux
Elaboration d'une « newsletter » suivi du PNSN 4 10 133 628 40 534 511 10 133 628 121 603 533
Services politique/communication 52 129 324 35 886 336 123 901 996
Maintien de la veille informationnelle (GED) 4 4 910 837 19 643 348 19 643 348 58 930 045
Maintien de la page nutrition du portail HC3N 4 8 121 494 32 485 976 16 242 988 64 971 952
Investissements 1 216 258 748 1 216 258 748 0
Formation continue 15 600 000 15 600 000
Formation diplômante 34 400 000 34 400 000
Etudes et recherche 327 978 500 327 978 500
Assistance technique 838 280 248 838 280 248
Total 2 125 285 906 1 419 415 964 450 023 847
21 juin 2021 23REGARDS/POINT DE VUE
RÉTROSPECTIF …
Disponibilité de la documentation (aucune activité
Point fort n’a pas fait l’objet de documentation spécifique)
Aspects qui méritent plus d'attention
• Le temps nécessaire à l’étude et la disponibilité. Maintenir la
soumission en ligne des questionnaires de collecte d'information avec
des interviews virtuelles et maximiser le temps d’entretien avec
chaque acteurs clés de la PNIN (surtout les secteurs)
• Bien définir le calendrier d’intervention en : 1/ évitant des périodes
critiques de campagnes électorales et; 2/en assurant la présence et la
disponibilité de toute l'équipe dans le même temps pour plus de
synergie et d'interactions avec le consultant.
• Nécessité d’avoir un fort leadership politique dans la mise en œuvre de
l’exercice pour assurer une forte implication à Haut-niveau.
21 juin 2021 24PORTAIL DE LA PNIN
www.pnin-niger.org/web/
21 juin 2021 25Wa fonda goy aran kam ka ga aï hangane
Na gode da kou ka bani hankalin kou
Merci de votre attention
Thanks for your attentionThe Sustainability Plan for
the National Information
Platform for Nutrition
(NIPN) in Ethiopia
24th June 2021NIPN Ethiopia
• Since 2018, hosted within the Food Science and Nutrition Research
Directorate (FSNRD) of the Ethiopian Public Health Institute (EPHI).
• Technical support provided by the International Food Policy Research
Institute (IFPRI).
• The NIPN applies a dual approach in the oversight of its
implementation:
1) The NIPN Advisory Committee (AC) provides high-level advice.
2) The national nutrition program Monitoring, Evaluation and
Research Steering Committee (MER SC) provides advice and
guidance on operational issues and NIPN implementation.OBJECTIVES OF SUSTAINABILITY PLAN
Overall objective:
To describe how the NIPN will continue
beyond the project end-date (December
2021) and ensure long-lasting impact in the
nutrition sector.
The specific objectives describe:
– The NIPN’s interventions and specific
actions which foster sustainability.
– The future plans for the sustained use of
the NIPN and its services.
– The NIPN’s fundraising plan to diversify its
funding portfolio.1. Fostering Sustainability
1. Proximity to National Nutrition Decision Makers:
– The integration of the NIPN within an existing
government institution (EPHI) ensures the NIPN is
country-led and country-owned and reinforces the
sustainability of the platform.
– EPHI chairs national nutrition program MER SC. NIPN
helps structure and organize the meetings.
– NIPN AC members high-level officials with
close links with ministers and decision makers1. Fostering Sustainability
2. Multisectorality and Institutional Capacity
Strengthening:
– Strengthening monitoring, evaluation and research capacity
within EPHI and across multisectoral NIPN stakeholders.
• Short-term trainings in specific areas.
• Longer term mentorship.
• Funds PhD students from different sectors.
– Multisectoral engagement in NIPN activities:
• Policy question formulation, capacity needs assessment.
• Trainings.
• Policy and research seminars/webinars.
• Responding to research questions.
• Etc.1. Fostering Sustainability
3. Documenting Approaches as Guidance Documents
– Multiple documents and processes developed to ensure institutional
memory and shared knowledge.
Examples:
• The NIPN communication strategy, NIPN M&E Plan, Sustainability Plan;
• The guideline for rapid literature reviews, guidelines for the data
repository;
• NIPN capacity needs assessment, PQF process documented;
• Research outputs documented;
• Blogs, event pages and blogs, shared via website, social media accounts
https://www.nipn.ephi.gov.et/2. Future Plans
1. Continuous Support from the EU Delegation:
– Secure a no-cost extension (NCE) from the EUD to start in 2022.
– Conduct meetings with EUD and IFPRI to plan for NCE
– Prepare documentation and justification for NCE together with IFPRI and EUD.
– Develop clear vision and plan for NIPN Ethiopia with NCE and NIPN2.0
supporting it jointly in 2022.
2. Prepare for NIPN 2.0:
– Participate in appraisal meetings, debriefing meetings with GIZ, EUD.
– Develop a clear vision and plan for NIPN Ethiopia.
– Engage with GIZ to finalize project description and contracts with EPHI and
IFPRI for NIPN 2.0 to start in 2022 for 3 years.2. Future Plans
3. Vision, plans and implement NIPN interventions
– Communicate clear vision, results framework and activities for the NIPN
– Ensure NIPN continued relevance and space within Food and Nutrition Strategy
Coordination structures
– Support to the FNS M&E Framework and implementation
– Contribute to multisectoral platforms and programs3. Fundraising Plans
1. Fundraising for New Potential Donors:
– Search for other new potential donors to cost-share interventions with the
EUD in support of the NIPN’s activities.
Activities:
• Establish fundraising committee and fundraising strategy
• Conduct donor landscape analysis
• Develop NIPN concept note and flyer targeting interests of donors
• Conduct individual meetings with new potential donors and share
materials
• Continue and increase visibility of the NIPN and outreach
• Train staff in resources mobilization, proposal writing and fundraising
processes3. Fundraising Plans
2. Co-financing through Internal Sources:
– Advocate for the institutionalization of the NIPN within EPHI and have funds
allocated to it.
Activities:
• Develop key messages to make the case for the NIPN’s
institutionalization.
• Establish high-level committee (EPHI leadership/AC members) to
advocate for NIPN institutionalization.
• Develop scenario documents with staffing, interventions, budgets for
institutionalization.
• Conduct meetings with MOH, MOF, MOA and others to advocate for NIPN
institutionalization.Thank you
DISCUSSION
38CONCLUSIONS
&
POTENTIAL NEXT STEPS
39THANK YOU !
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