FNSC presentation

1. Multisectoral Nutrition
Coordination Training Organized
by South Ethiopia Region FNSCO
and FHI360-Alive and Thrive
Arbaminch Wubete Hotel
February 4-7/2025

2. Food and Nutrition Multisectoral
Coordination Training Manual
Federal Democratic Republic of Ethiopia

3. Food and Nutrition Multisectoral Coordination
Training

4. 4
Course outline
Description of the overall training
 Chapter One: Introduction
 Chapter Two: Multisectoral Food and Nutrition Coordination and linkages
 Chapter Three: Multisectoral coordination implementation strategy
 Chapter Four: Governance and institutional arrangement
 Chapter Five: Planning, Monitoring and Evaluation, and learning
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5. 5
Rationale of the Training Manual
 Progress has been made in multisectoral coordination and governance in Ethiopia
 However, knowledge and skills on the multisectoral coordination and governance among
the food and nutrition implementing actors are limited
 Gaps exist in the five building blocks of food and nutrition governance
 political commitment and ownership
 Transparency and accountability
 Human resources
 Finance
 Data monitoring and management.

6.  This manual aims to enhance the attitudes, knowledge and skills of national food and
nutrition strategy implementing sectors and other stakeholders
 The manual intends to:
 Fill the gaps on coordination, governance, institutional arrangement, structure and deployment of
FN professionals as per the standards
 Build the capacity of the implementers to conduct advocacy, coordinate multi-sectoral costed
woreda based planning, budget allocation, implementation, monitoring and evaluation,
accountability and learning.
 It will also used to lead the capacity needs assessment, conduct joint resource mobilization
and partnership management, enhance networking, collaboration and visibility at all
levels.
Rationale of the manual … contd.

7. Scope of the manual
 This manual can be used to capacitate and guide the multisectoral FNS implementing
sectors by strengthening coordination, collaboration, accountability and performance
management at all levels.
 It clarifies the direction, responsibilities and accountability of food and nutrition
stakeholders implementing nutrition-specific, nutrition-sensitive and nutrition-smart
infrastructure interventions.
 The manual can also be used to build the capacity of the implementing sectors and other
stakeholders on how to orient, monitor and evaluate the implementation of FN
interventions at all levels.

8. Goal & learning Objective of the Training
Course Goal
To enhance basic knowledge, skill and attitudes and practices of food and nutrition professionals and
other stakeholders.
Participant learning objective
By the end of this training, the participants will be able to:
 Describe basics of food and nutrition and policy landscapes
 Explain the concepts of multisectoral coordination, integration, cooperation and collaboration
 Demonstrate effective multisectoral implementation strategies
 Discuss governance and institutional arrangement
 Demonstrate monitoring, evaluation and learning skill

9. 9
Description of the overall training
This standard training is designed 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 five chapters:
1. Introduction
2. Food and nutrition multisectoral coordination and linkage
3. Multisectoral coordination implementation strategy
4. Governance and institutional arrangement
5. Planning, Monitoring and Evaluation, and learning
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10. 10
Training methodology
Brainstorming Group Discussion
Exercise/ case scenario Role Play
Video display Think, pair and share
Interactive PPT presentation Individual reflection
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Chapter One : Introduction
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Chapter Description
This chapter describes the overview of malnutrition and food and
nutrition policy landscape including the food and nutrition policy,
food and nutrition strategy and Seqota Declaration.
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13. 13
Chapter Objective
After completing this chapter, participants will be able to explain malnutrition
and food and nutrition policy landscape.
Learning objectives
At the end of this chapter, you will be able to :
 Explain the basics of nutrition, the burden and consequence of malnutrition and
its determinants.
 Describe the Ethiopian Food and nutrition Policy landscape
 Describe the Seqota Declaration
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14. 14
Session Outline
 Overview of malnutrition situation and determinants
 Food and nutrition policy landscape
 The Seqota Declaration
 Chapter summary
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Activity 1.1: Think, Pair & share
Discuss and reflect the following questions:
• Explain malnutrition, food security and nutrition security
• What is the current prevalence and trend of malnutrition in Ethiopia?

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Background
1.1. Overview of nutrition, malnutrition and its determinants
 Food:-food refers to any solid or liquid allowed to be eaten in a given country.
 Food Groups
1. Staple Foods
2. Pulses
3. Nuts and seeds
4. Milk and dairy foods, Meat, Fish and Eggs
5. Fruits and vegetables
6. Fats and oils (EFBDG,2022)
 Nutrition is the science of ingestion, digestion, absorption, transport, metabolism and the
actions of nutrients within the body for physical and mental growth and development,
prevention of diseases and development of the immune system.
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…Background
1.1. Overview of nutrition, malnutrition and its determinants…
 Nutrients: Chemical substances obtained from food and used in the body to provide energy,
repair of body tissues, support growth and aid the normal functioning of the body system.
 Six Categories of Nutrients: 1. Protein, 2. Carbohydrates, 3. Fat, 4. Fibers, 5. Vitamins and minerals, 6.
Water
 Diet: Food and beverages a person habitually eat and drinks. It is also the sequence and
balance of meals in a day..
 Dietary diversity: The variety of different foods or food groups consumed over a certain
period, reflecting the range of nutrients in an individual's diet.
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Background …
1.1. malnutrition and its determinants…
 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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 Food security: 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,
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Background: Malnutrition situation in Ethiopia
Ethiopia suffers from triple
burden of malnutrition including
under/over-nutrition and
micronutrient deficiencies.
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2023
2019
2016
2011
2005

21. The impact of malnutrition in Ethiopia
 Child Mortality Rate: 51%
 Reduced Educational Attainment: leads to diminished productivity in adulthood.
 Impaired Cognitive Development: profoundly impacts brain development in
children.
 Poor Maternal Health: results in reduced productivity, affecting the economic
potential of individuals and communities.
 Economic Loss: Ethiopia loses more than 16.5% of GDP or 55.5 billion birr annually
(COHA, 2009).

23. Determinants of malnutrition
 Complex and influenced by interrelated social, environmental,
economic, cultural and other factors:
 Immediate
 Underlying
 Basic (enabling)

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Activity 1.2: Group work
Form groups and perform jigsaw puzzle exercise
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25. List of determinants
 Food
 practice
 service availability
 environments to enable good nutrition.
 dietary intake
 Political
 Financial
 Social
 cultural
 environmental conditions that
 care

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Determinants of malnutrition
• 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
environmental conditions that enable good nutrition.
• Hence, determinants of malnutrition needs a multisectoral response, where
different stakeholders come together to overcome this problem.
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Conceptual frame work on maternal and child nutrition
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28. 1.2 Food and Nutrition policy land scape
Activity 1.3 :Think, pair and reflect
Be in pair and discuss about Ethiopian food and policy landscape
• What are the food and nutrition policy, strategies and programs in place to
address malnutrition in Ethiopia?

29. 29
1.2 Food and nutrition policy landscape
 National nutrition program I &II
 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
 Nutrition-Sensitive Agriculture Strategy, Productive Safety-net Program, School Health and Nutrition Strategy,
One WASH, Food Fortification Plan of Action
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Back ground Contd …
Vision and mission of Food and nutrition strategy
Vision:-To see all Citizens with
optimal nutritional status, quality of
life, productivity, and longevity.
Mission: We strive to ensure
food and nutrition security
through coordinated
implementation of nutrition
specific and nutrition sensitive
interventions.
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SO-2
Strengthening and
applying an
integrated food
safety and quality
system
SO-4
Improve nutritional status throughout
the life cycle through the provision of
nutrition-sensitive and nutrition-specific
interventions.
SO-3
Improve post-harvest
management
throughout the food
value chain.
SO-1
Sustainably improve the availability,
accessibility and utilization of adequate,
diversified, safe and nutritious foods for all
citizens at all times.
SO-10
Improve sustainable and adequate financing through
government budgets, private sector, community and
development partner funding, and innovative financing
mechanisms to translate policy into action informed
decisions on the uptake of diversified, safe, adequate and
nutritious food.
SO-5
Improve the nutritional status of people with
communicable, on- communicable and
lifestyle-related diseases.
SO- 6
Strengthen the national capacity to manage
natural and manmade food and nutrition
emergencies in a timely and appropriate
manner including for internally displaced
persons and refugees.
SO-7
Improve water, sanitation and hygiene
(WASH) for individuals, households and
institutions.
SO- 9
Create a functional
governance body to
strengthen coordination and
integration between FNP-
implementing sectors.
SO -8
Improve the nutrition literacy of
individuals, families and
communities along the food value
chain to make
SO-13
Ensure effective food and nutrition
communication.
SO-11
Build the institutional capacities of FNP-
implementing sectors by investing in human
resources, research and technological
development.
SO-12
Enhance evidence-informed
decision-making, learning and
accountability.
Food and Nutrition Strategy (FNS) 13 strategic objectives
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Seqota Declaration
Activity 1.4: Group Discussion
Be in groups, discuss and present your discussion points on flipchart.
• Discuss about Seqota Declaration and its innovations
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33. 1.4 Seqota Declaration

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Seqota Declaration lessons learnt
 Rigorous planning, approval and leadership during implementation at all levels
 Federal and Regional Government commitment and ownership
 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.
Note: Play SD Video via link below:
......SD videioSeqota Declaration 77 th UNGA.mp4
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Summary of chapter one
 Ethiopia has a high burden of malnutrition
 The cause of malnutrition is complex and requires multisectorial
interventions
 Determinants of malnutrition are categorized into enabling ,underlying
and immediate
 Malnutrition affects the health and wellbeing of society, and has socio-
economic impacts and reduces labour productivity
 Food and nutrition policy, various strategies and programs have been
designed and implemented
 The Seqota Declaration is an innovative Ethiopian Government
commitment to end stunting in children under the age of two by 2030
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Chapter Two: Food and Nutrition
Multi-sectoral Coordination and linkages

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Chapter Description
This chapter describes the concept, importance and implementation
modality of multisectoral coordination and linkage at all levels.

38. Chapter objective
At the end of this chapter, the participants will be able to explain the concepts, benefits,
basic requirements , key principles and dimensions of multisectoral coordination and
linkage.
Learning Objectives: At the end of these sessions, participants will be able to:
 Explain food and nutrition multisectoral coordination and linkage
 Discuss the benefits of multisectoral coordination and linkage,
 Elaborate the basic requirements for effective Food and Nutrition MSC and linkage,
 Describe the dimensions of Food and Nutrition MSC and linkage
 Explain the key Principles of Food and Nutrition MSC and linkage

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Session Outline
Session 2.1: overview of food and nutrition multisectoral coordination and linkage
Session 2.2: Benefits of multisectoral coordination and linkage
Session 2.3: Basic requirements for effective FNMSC and linkage
Session 2.4: Dimensions of FNMS Coordination and linkage
Session 2.5: Key Principles of FNMS Coordination and linkage

40. Session 2.1 overview of Food and Nutrition
Multisectoral Coordination and Linkage

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Activity 2.1: Brainstorming
 What is coordination, collaboration, cooperation and networking?
 What is multisectoral coordination?

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2.1. Overview of food and nutrition multisectoral coordination and Linkages
Coordination: exchanging information and altering activities for mutual benefit and to
achieve a common purpose/Policy Objective.
 Involves harmonization and integration of activities, responsibilities and command and
control structures for efficient resource utilization.
 Includes both vertical and horizontal coordination.
Cooperation: voluntary arrangement of different sectors to engage in a mutually beneficial
exchange instead of competing.
Collaboration: process of two or more sectors working together to complete a task or
achieve a goal.

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Overview of food and nutrition multi-sectoral coordination and Linkages cont’d…
Multisectoral coordination and linkage:
 Refers to a deliberate collaboration and interrelationship among various
stakeholders which includes:
 Government sectors, community-based organizations,
 Civil society organizations, private sectors
 Development partners
 Donors to jointly achieve a nutrition outcome

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Session 2.2:
Benefits of Multisectoral Coordination and
Linkage

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Activity 2.2: Think, Pair, Share
• Discuss and reflect the benefits of multisectoral
coordination and linkage for food and nutrition

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2.2 Benefits of Multisectoral Coordination and Linkage
Creates Shared Vision
.
Identify clear role, responsibility and authority
.
Allows Knowledge Sharing, Joint Planning,
Implementation, Monitoring & Evaluation

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Benefits of Multisectoral Coordination and Linkage cont’d …
Creates common understanding among
sectors
.
Ensures corresponding Accountability
.
Creates a supportive and enabling
environment and feedback mechanism

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Benefits of Multisectoral Coordination and Linkages cont’d…
Enables to apply well-organized, integrated and
institutionalized coordination and linkage
mechanisms
Leverages knowledge, expertise and resources to
expand their reach and effectiveness in achieving
better nutrition outcomes.
Enables sectors to work in close collaboration
with partners and other organizations

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Session 2.3:
Basic requirements for effective
food and nutrition multisectoral
coordination and linkage

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2.3: Basic requirements for effective FNMSC and linkage
 Availability of functional food and nutrition coordination platforms
 Application of key principles of multisectoral coordination
 Presence of legal frame work and binding agreement among implementing sectors
(proclamation, regulation, TOR, MoU, etc.)
 Establishment of appropriate food and nutrition structure
 Availability of Food and Nutrition Multisectoral Costed Woreda Based Plan
 Availability of budget code and allocation of budget for food and nutrition programs
 Availability of strong accountability mechanism
 Presence of strong multisectoral monitoring and evaluation, and learning system

51. Session 2.4:
Dimensions of food and nutrition
multisectoral coordination and linkage

52. Activity 2.3:Think, pair, share
Be in pair and discuss on the following question
• Discuss and reflect dimensions of FNMC and linkage?

53. Session 2.4. Dimensions of food and nutrition multisectoral
coordination and linkage Cont’d…
 The dimensions of FN multi sectoral coordination and linkage refer to the
communication of actors or stakeholders in FNS implementation.
 There are two dimensions of coordination, vertical and horizontal at
policy and operational levels:
 Horizontal
 Vertical

54. Session 2.4: Dimensions of food and nutrition multisectoral coordination and linkage Cont’d…
Horizontal coordination:
 Policy level refers to coordination among different sectors at national and regional level
to ensure that all stakeholders share the same FN vision and objectives.
 Operational level refers to coordination within federal ministries, regional bureaus,
zonal departments, woreda offices, kebeles and stakeholders to ensure activities are
aligned and harmonized.
Vertical coordination:
 Coordination within government sectors at different levels of administration
 Public and private sectors, non-governmental organizations to facilitate information on
planning, implementation, monitoring, evaluation, and learning, including financial
flows.

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Session 2.4: Dimensions of food and nutrition multisectoral
coordination and linkage Cont’d…
55

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Activity 2.4: Brain storming
• What are the key principles of Multi-Sectoral Food and
Nutrition Coordination and Linkage
56

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2.5: Key Principles of Multi-Sectoral Food and Nutrition Coordination Cont’d…
Common vision
Defined roles, responsibilities and continuity of relationships
Accountability and joint decision-making
Continuous communication
Shared measurement and feedback mechanisms
Innovation and knowledge sharing

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2.5: Key Principles of Multi-Sectoral Food and Nutrition Coordination Cont’d…
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.
1. Common vision

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2. Accountability and joint decision-making
Implementing sectors have to:
 ensure accountability mechanisms are clear to all sectors as laid out in the MoU/ToR,
 create a mechanism to monitor accountability during Council, Technical and Steering
Committee meetings
 ensure working groups are established to improve accountability and effectiveness
 ensure mechanisms for smooth communication among stakeholders
 make decision-making processes participatory and consultative
1.2.5: Key Principles of Multi-Sectoral Food and
Nutrition Coordination Cont’d…

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3. Continuous communication
Implementing sectors have to:
 create awareness and advocate on the rationale of multisectoral coordination,
 ensure all actors have received timely information using available means of
communication for multi-level decision
 participate in food and nutrition coordination platforms as as per the TOR on
regular basis
 document and share minutes of Steering and Technical Committee meetings
2.5: Key Principles of Multi-Sectoral Food and
Nutrition Coordination Cont’d…

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4. Shared Measurement and Feedback Mechanisms
Implementing sectors have to:
 establish/strengthen routine data recording, collection and reporting system
 develop agreed multisectoral nutrition indicators
 conduct multisectoral joint food and nutrition planning and performance review
 ensure mutual trust mechanism and open discussion among stakeholders
 provide feedback based on the scorecard performance review
2.5: Key Principles of Multi-Sectoral Food and
Nutrition Coordination Cont’d…

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5. Innovation and Knowledge Management
Implementing sectors have to:
 establish mechanisms for food and nutrition multisectoral (FNMS)
knowledge management and experience sharing platforms at all level
 identify and use institutions that promote innovation
 adopt and share new technologies
 documentation and sharing of best practices and lesson learned
2.5: Key Principles of Multi-Sectoral Food and
Nutrition Coordination Cont’d…

63. 2.5: Key Principles of Multi-Sectoral Food and Nutrition Coordination Cont’d…
6. 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

64. Activity 2.5: Group work
• Discuss and present the roles and responsibilities of
implementing sectors with respect to food and nutrition
multisectoral coordination linkage?

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Key Principles of FNMSC…. Cont’d.
 Align food and nutrition plan within their sectors’ plan
 Strengthen intrasectoral horizontal and vertical collaboration at all level
 Mainstream food and nutrition in to each sectoral policies, strategies,
programs and plans.
 Utilize multisectoral information management system (scorecard/UNISE,
GMP and RTPM as a performance, decision making and course corrective
measures.
 Allocate resource for food and nutrition
 Establish function food and nutrition structure at all levels
7: Define Roles and Responsibility and continuity of relationships …cont’d

66. 2.5: Key Principles of Multisectoral Food and Nutrition Coordination Cont’d…
Joint roles and responsibilities include:
 Aligning food and nutrition plan within their sectors’ plan
 Strengthening intra-sectoral horizontal and vertical collaboration at all level
 Mainstreaming FN in to each sectoral policies, strategies, programs and plans.
 Utilising multisectoral information management system (score card/UNISE, GMP and
RTPM as a performance, decision making and course corrective measures.
 Allocating resource for food and nutrition
 Establishing function food and nutrition structure at all levels
8. Define Roles and Responsibility and continuity of relationships

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Multisectoral coordination and linkage framework
The Multisectoral Food and Nutrition Coordination and Linkage
Framework shows how the different actors are interconnected to
bring to ensure:
 effective food and nutrition multisectoral coordination and
linkage, which ultimately leads to
 optimal nutritional status at all stages of life, quality,
productivity, and longevity.

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FN Multisectoral Coordination and Linkage Framework
.

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Chapter Summary
 Strong multisectoral coordination and linkage is important to achieve FNS
objectives and goal.
 There are basic requirements that are essential for effective implementation
of multi-sectoral coordination and linkage.
 The dimensions Multi-sectoral coordination are horizontal and vertical.
 Multi-sectoral coordination need to stick on Key principles that help to
facilitate the coordination between implementing sectors.
 All FNS implementing sectors have to play their respective pivotal role
and responsibilities to strengthen the MS coordination and linkage.

70. Chapter Three: Food and Nutrition Multi-sectoral
Coordination Implementation Strategy

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Chapter Description
This chapter explains multi-sectoral coordination implementation strategies .

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Chapter Objective: At the end of this chapter, the participants will be able to discuss key
multi-sectoral food and nutrition coordination implementation strategies.
Learning objectives.: At the end of this chapter participants will be able to:
 Describe the concept of multi-sectoral FN coordination implementation strategy
 Discuss food and nutrition multi-sectoral approach
 Discuss food and Nutrition coordination mainstreaming
 Explain the food and nutrition integration
 Explain food and nutrition capacity building
 Discuss social and behavioral change
 Operate resource mobilization, tracking and partnership management
 Demonstrate food and nutrition accountability mechanism

73. Session Outline
This chapter has the following sessions:
3.1 Overview of multi-sectoral FN coordination implementation strategy
3.2 Food and nutrition multi-sectoral approach
3.3 Food and Nutrition coordination mainstreaming
3.4 Food and Nutrition intervention integration
3.5. Food and Nutrition capacity strengthening
3.6 Social and behavioral change
3.7 Resource mobilization, tracking and partnership management
3.8 Food and Nutrition accountability mechanisms
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Session 3.1:
Overview of food and nutrition multi-sectoral
implementation strategy

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Activity 3.1: Brainstorming
• What are the key food and nutrition multi-sectoral coordination
implementation strategies?

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Multi-sectoral
coordination
implementatio
n strategies
Multi-sectoral
approach
Integration
Main
streaming
Resource tracking
and Partnership
management
Accountability
Social behavioral
change
Capacity
building
Multisectoral Coordination Implementation Strategies

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Session 3.2:
Multisectoral Approach

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Activity 3.2 Brainstorming
• What are the food and nutrition multi-sectoral coordination
approach?

79. Session 3.2: Multisectoral Approach…
Multisectoral approach refers to a celebrate collaboration among
various stakeholders by leveraging knowledge, resources and
expertise to jointly achieve a common goal.

80. Aims of 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
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Aims of Multi-sectoral Approach-2
Ensure political commitments, including financial allocation and
incorporation into socioeconomic development programs
Facilitate open, inclusive, and evidence-based informed decision
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: Questions for think, pair, share
Be in pairs and discuss on the following question:
• What is mainstreaming?
• How do you mainstream food and nutrition
activities?

84. Session 3.3 Food and Nutrition Mainstreaming
 Mainstreaming refers to inclusion of FN intervention into stakeholders’ plans,
programs, strategies and policies.
 The aim is to ensure that actions and policies related to different sectors are designed
and implemented in ways that promote positive nutrition outcomes.
 It helps to create synergy, minimize trade-offs and increase efficiency and
effectiveness of FNS interventions and improve accountability and ownership.
 Mainstreaming need to be considered throughout the program cycle:
 During problem identification and design of programme/project
 Planning and implementation
 Monitoring and evaluation

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Session 3.3 Food and Nutrition Mainstreaming
The key aspects of FN mainstreaming in sectoral program involves:
 Policy level mainstreaming: mainstream goals and objectives into overarching policy
frameworks across sectors .Ensure that policies are coherent and aligned to address
determinants of malnutrition through enhanced coordination and accountability.
• Mainstreaming of Nutrition intervention in Planning: :
 Incorporation of FN interventions in the planning stages of programs and projects
 Conduct joint assessments and planning activities to identify and address nutrition-
related challenges
 Involving communities in the decision-making processes so as ensure that their
nutrition needs and priorities are considered

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Session 3.3: 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

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Session 3.4:
Food and Nutrition intervention integration

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Activity 3.4: Group discussion
Discuss in group on the following questions and reflect to the
plenary
• What is integration
• The difference between intra and inter sectoral integration?
• From your experience, what are the main challenges in FN
multi-sectoral integration?
• How can we overcome these challenges?

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Session 3.4: Food and Nutrition intervention integration
 Integration is the process of achieving unity of effort between the projects of a program to
ensure alignment between the program and the needs of the organization
 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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Session 3.4: Food and Nutrition intervention integration…
Required commitments for integration the following actions:
 Map existing food and nutrition integration platforms (intra and inter-sectoral).
 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 for effective program
integration
 Design an effective tackling strategy/technique for identified barriers and utilize
opportunities for effective program integration,

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Session 3.5:
Capacity Building

92. Session 3.5: Capacity Building
 Capacity building is the process of strengthening the competencies of individuals,
community, organizations, and institutions involved in FN programs.
 Building capacity for effective food and nutrition programs requires a multi-faceted
approach to address various capacity gaps.
 Improve execution capability of individuals and organizations
 Sustainability: building capacity ensures continuation of programs implementation
after external support ends and foster long-term self-reliance.
 Community ownership: capacitating communities, improve engagement and
ownership
 Improve collaboration: strengthening the capacity of various stakeholders fosters
better collaboration and communication.

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Activity 3.5 :brainstorming
• What are the priority areas and components of capacity
building?

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Capacity Building
System Strengthening
Institutional Capacity
Individual Capacity
Community Capacity
· Capacity building has four components

95. 27/04/2025 95
Food and Nutrition System Strengthening
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/ organization 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
 Information system
 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

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Individual Capacity Building
Provide training, to improve personal
knowledge and skills
Strengthen food and Nutrition 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
 This level includes the
knowledge, skills and
attitudes required to perform
the required work
(competencies).

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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
 Provides tailored FN orientation and training for community coalition such as:
 Women’s development groups, village health leaders, youth groups,
community volunteers and religious leaders, agriculture development agent,
WASHCo, PTSA, and community care coalition
 Provides food and nutrition orientation/training for disadvantaged community
segments
 Creates and strengthen community ownership to support and sustain food and
nutrition program implementation

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Session 3.6:
Social Behavioral Change

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Activity 3.6 : Brainstorming
• What is social and behavior change (SBC) ?
• How do you practice SBC for food and nutrition
Multi sectorial coordination in your context?

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Social Behavioral Change (SBC)
 SBC is a systemic application of interactive ,theory based and research driven
communication process and strategies to address change at the individual,
community and societal level
 SBC works with communities ,partners and authorities to understand and influence
the cognitive, social and structural drivers of change
 Aims to change nutrition-related behaviours

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Importance of SBC for multisectoral coordination
 To adopt and maintain behaviors or practices towards high-impact
nutrition-specific and nutrition-sensitive interventions.
 To change nutrition related behaviours (attitude and practices) in a
given community needs a multi sectoral approach
 To Mainstream SBC interventions with in sectors plans,
programs ,projects and practice at all levels.

104. Food and Nutrition SBC strategies and tools
Food and nutrition SBC strategy helps to change nutrition related
behaviors (attitude and practices) in a given community
Three key SBC strategies
1. Behavior change communication for changes in the knowledge,
attitudes and practices of specific audiences;
2. Social Mobilization is a process that raises awareness and motivates
people to demand change or a particular development.
3. Advocacy is an organized attempt to change policy, practice, and/or
attitudes by presenting evidence and arguments for how and why change
should happen

105. SBC strategies and tools
Strategy SBC materials Channels
Advocacy  Fact sheets
 Policy briefs
 Brochures
 Presentations or Videos
 Learning visits
 Print media
 Scientific conference
 Electronic media
 CSO structures
 Business networks
 Partner networks
Social mobilization  Banners or posters
 Brochures
 Flyers
 Stickers
 Presentations
 Print media
 Electronic media
 Local/community radios
 Dramas
 Educational radios
 Social media
 Community structures
 Government structures
 Press release
 Round table discussion
 Panel discussion
 CSO structures
 Business networks
 Partner networks
 Dramas
Behavior change
communication
 Posters
 Stickers
 Broachers
 Guidelines
 Job aids
 Quick reference books calendars
 Digital technologies
 Health facilities
 Households
 Print media
 Community structures
 Government structures
 Youth centers
 School mini media
 CSO structures

106. 27/04/2025 106
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

107. How Do We Conduct Advocacy?
The Advocacy
Cycle
Step 1
Identify and
analyze the
issue
Step 2
Set the goal
and
objectives
Step 3
Identify the
decision
makers
Step 4
Define the
message and
the “ask”
Step 5
Set your
timeline
Step 6
Assess
resources,
choose
tactics and
implement
Step 7
Monitor
evaluate and
share

108. 27/04/2025 108
Advocacy Cont’d…
Approaches to effective advocacy include to:
 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

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Expected Results of Food and Nutrition Advocacy
Areas of advocacy Expected results
 Legal reform, or enactment of new law(s),
or business rules for nutrition
 Policy decisions, formulation of and/or
reform
 Administrative directives, rules and
regulations
 Ownership of nutrition within a high, mid
and lower-level coordinating body.
 Increased awareness and understanding of
importance among the public and
government
 Increased leadership commitment,
coordination, and action at all levels
 Resource mobilization, budget allocation
 Strengthened private sector involvement
in nutrition

110. Key Food and Nutrition Message Focuses on:
• Promote early initiation of breast feeding (BF), optimal BF and exclusive breastfeeding
• Practice optimal complementary feeding practice for children
• Dietary diversity practice for adolescent girls and Pregnant and lactating women
Implement Proper WASH practice
• Enhance the engagement of the faith, opinion and traditional leaders towards Nutrient
Dense Food Consumption during adolescence, pregnancy and lactation
• Enhanced Male Involvement to improve maternal and child health & Nutrition

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Advocacy Cont’d…
• Conduct advocacy and argumentation to enforce budget allocation for
food and nutrition program from agriculture sectors based on the script
Activity 3.7: Role Play

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Session 3.7
Resource Mobilization, Tracking and Partnership
Management

113. 27/04/2025 113
Activity 3.8: Case Study
• Waliso district food and nutrition technical committees demonstrated a strong
commitment to improve the nutritional status of community. They have
prepared comprehensive joint food and nutrition multi-sectoral plan based on
the priority problem of the community. However, the committee has been
challenged with faced resource constraints to implement the plan.
• In small groups discuss on the following questions:
• What do the technical committee do to overcome the resource constraint?
• What steps should the committee follow to convince stakeholders to
mobilize resource?
• How can the technical committee strengthen the partnership and
engagement of influencers?

114. 27/04/2025 114
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

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Potential Challenges During Resource Tracking
• Low capacity to properly implement RTPM efforts
• Over-reliance on doners
• Poor political commitment

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Partnership Management
 Partnership management is the process of following up on and maintaining
effective, productive, and harmonious relationships with partners
 Investing the 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.

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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

118. Measurement of Food and Nutrition Partnership Using KPI
 Level of interest /involvement of stakeholder is measured by average
achievement scores of three partnership management indicators:
 Program planning
 Reporting
 Food system and nutrition Council, and Food system and nutrition
technical committee meeting
 Level of influence/contribution is measured by partnership
management indicators;
 Number of nutrition projects
 Resources and budgeting

119. Stakeholders Analysis Matrix
• Engage seriously with
these stakeholders
• Facilitate their work
and satisfy them
• Redirect their support
towards nutrition and
keep them satisfied on
their achievement
• Consult and monitor these
stakeholders to enhance
their levels of contribution
and interest
• Talk to them to ensure that no
major issue are arising.
• Use them as advocate of
nutrition and to attract more
partners

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Activity 3.9: Group Discussion
• Map out potential partners and stakeholders for food
and nutrition program implementation in your areas.
• Differentiate their level of interest and influence for
the identified stakeholders and partners.

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Session 3.8:
Food and Nutrition accountability

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Activity 3.10: Brainstorming
• How is accountability ensured and measured among of FNS
implementing sectors?

123. 27/04/2025 123
Food and Nutrition accountability mechanisms
 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

124. 27/04/2025 124
FN accountability mechanisms
 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

125. 27/04/2025 125
Chapter Summary
 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 SBC 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

126. Chapter Four:
Food and Nutrition Governance and
Institutional Arrangement

127. Chapter Description
 This chapter describes the food and nutrition governance, institutional
arrangement, and coordination platforms.

128. Chapter objective
After completing this chapter, the participants will be able to practice food and Nutrition
governance, enhance institutional arrangement and coordination platforms for food and
nutrition implementation.
Learning objectives
At the end of this chapter, you will be able to:
 describe food and nutrition governance
 discuss the institutional arrangement across implementing sectors
 apply food and nutrition coordination platforms
 describe the role and responsibilities of coordination platforms

129. Session outline
Session 4.1: Food and nutrition governance
Session 4.2: Food and Nutrition institutional arrangement
Session 4.3: Food and nutrition coordination platforms
Session 4.4: Role and responsibilities coordination platforms

130. Session 4.1:
Food and Nutrition Governance

131. Activity:4.1: Group discussion
Discuss on the following questions in groups:
 What is food and nutrition Governance ?
 What are the key principles?
 How does good governance impacts nutrition outcomes?

132. Session 4.1: Food and Nutrition Governance cont’d …
 Governance is a network of actors and coordinating platforms.
 aims at improving nutrition outcomes through processes and
mechanisms for convening, agenda setting, decision-making,
implementation, and accountability
 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

133. Session 4.1: Food and Nutrition Governance cont’d …
Food and Nutrition governance involves:
• a set of FN implementing actors/stakeholders, the decision-making process,
administration and leadership from Federal to Kebele levels
• leadership of the highest government decision makers to govern and
coordinate the implementation of the FNP
• establishment of food system and nutrition governing body from the federal
to kebele levels to facilitate implementation of the FN interventions.

134. Session 4.1: Food and Nutrition Governance cont’d …
Key principles of nutrition governance
• Leadership commitment,
• Coordination platforms lead by highest executive government body,
• Accountability and transparency,
• Strong collaboration,
• Participatory
• Inclusiveness equity and
• Gender responsiveness

135. Session 4.1: Food and Nutrition Governance cont’d …
Impacts of good governance on nutrition outcomes
 Ensures the availably of food and nutrition policies strategies and programs
 Improves accountability, leadership and commitment of stakeholders
 Enhance joint planning, resource mobilization, budget allocation, plan implementation and
M&E
 Strengthens the coordination platforms functional and address multiple determinants of
malnutrition
 Establishes strong Monitoring and evaluation system
 Maximises the impact of nutrition on National development

136. Session 4.2:
Food and Nutrition Institutional Arrangement

137. Activity 4.2:Brainstorming
 How do you describe the current Food and Nutrition institutional
arrangement of Sectors?
 What institutional arrangement is required across sectors?

138. Session 4.2: Food and Nutrition Institutional Arrangement
 Is a formal government organizational structures and informal norms for arranging and
undertaking policy, systems, and processes
 That organizations use to legislate, plan, and manage their activities efficiently and to
effectively coordinate with others to fulfill their mandate.
 It consists of sectors and their leadership, human resources, funding, equipment, and
supplies, and communication among sectors.
 It includes appropriate structure (Coordination office/Directorate/ Teams/Units/, career
pathway, workforce JDs etc.
 Appropriate institutional arrangement is required among FN implementing sectors to
execute their roles and responsibilities as reflected in the FNS.

139. Session 4.2: Food and Nutrition Institutional Arrangement…
Ministry of Health: structure – NCLEO with three desks and
appropriate human resources.
Ministry of Agriculture: structure –food and nutrition office FNO
with two desks and appropriate Human resources.
At regional levels: agriculture sector created a structure for FN
implementation that up to woreda level.
Some Regional Health Bureau have a Directorate and case teams
(Afar and Somali) but most have a focal person

140. Food system and nutrition coordination office
 Technical Assistants have been recruited to support food and
nutrition implementation
 Food and Nutrition Coordination Officers (FSNCO) have been
established in nine regions and two city administrations and
Program Delivery Units (PDU) in three regions.
 Other FN implementing sectors have focal persons

141. Roles and responsibilities of FSNC office
 Oversee the implementation of FNSSD road map and food system
 Coordinate joint food and nutrition planning, implementation and Monitoring
 Serves as the Secretariat of the Food System and Nutrition Council
 Support coordination and collaboration among sectors and all stakeholders
 Coordinate and lead the food and nutrition technical committee
 Facilitate regular food system and nutrition council meeting.
 Follow and Monitor the implementation decisions made by the council
 Coordinate experience sharing visits and best practice documentations.
 Organize and coordinates supportive supervisions and review meetings

142. Session 4.3:
Food and nutrition coordination platforms

143. Activity 4.3: Think, Pair, Share
• What are the food and nutrition coordination platforms at
national and sub-national levels?
• How do you explain the functionality of Multisectoral FN
coordination platforms in your context?

144. Session 4.3: Food and nutrition coordination platforms
Multisectoral Food system and nutrition coordination platform
 Is a group of implementing sectors/stakeholders committed and mandated to
implement food and nutrition interventions
 By jointly coordinating their efforts and leveraging resource to achieve better
nutrition outcomes.
 The coordination platforms include the food system and Nutrition council, food
system and nutrition interministerial steering committee, food system and nutrition
technical committee and the different Food system and N steering committees.

145. Functionality of coordination platforms
Functionality of coordination platforms can be achieved through:
 presence of TOR/MOU
 presence of Joint multisectoral plan
 mainstreamed priority nutrition sensitive activities within sectors,
 committed budget for food & nutrition
 regular coordination platforms meeting
 regular joint supportive supervision
 joint review meetings and performance reporting through multisectoral scorecard

146. 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, JSS , 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, JSS and JPRM conducted
 Multisectoral coordination capacity building training conducted
 Zonal/woreda/Kebele levels: Different process

147. Session4.3: Functionality of platforms
1. Food system and Nutrition council
 The highest decision-making body for the implementation of FNS, FS and
SD road map.
 Chaired by Prime Minister at federal level, and regional presidents, city
mayors, Zonal and Woreda administrators at sub-national level.
 Secretariat:
 MOH nutrition coordination office LEO when the agenda is FNS and
SD
 MOA/ATI when agenda is food system transformation ,until independent
institution is established
 Members: Federal FSNC: Food and nutrition implementing sectors,
regional president and city mayors, representatives from regulatory
bodies, research institutes, academia, nutrition development partners,
private sectors, and professional associations.

148. Coordination platform
2. Regional FSNC
 Regional food and nutrition implementing sectors, key stakeholders and zonal administrators.
3. Zonal FSNC
 Zonal food and nutrition implementing sectors, key stakeholders and woreda administrators.
4. Woreda FSNC
 Woreda food and nutrition implementing sectors, key stakeholders and Kebele administrators.
 Accountability: The food system and nutrition council shall be accountable to the Prime
minister at federal level and to the regional presidents/city mayors/zonal/woreda administrators
at the subnational level.

149. Roles and Responsibilities of the Food system and
Nutrition Council
• Provides overall guidance and governance for the implementation
of Food and nutrition strategy, food system transformation and
Seqota Declaration road maps at all levels
• Provides direction for the establishment of functional Food
System and Nutrition Councils and Technical Committees at
regional/city administration, zonal and woreda levels
• Establish/assign/create a food system and nutrition secretariat
(coordination office) from federal to woreda levels
• Ensure the establishment of appropriate structure and career path
at all levels

150. Roles and Responsibilities of the Food system and
Nutrition Council
• Ensure accountability of implementing sectors for effective
implementation of FNS, EFS and SD
• Ensure the inclusion of sector-specific interventions into sector
policies, strategies, programs, and monitor, and evaluate its
implementation.
• Oversee food and nutrition planning, implementation, monitoring,
and evaluation
• Provide guidance to strengthen food system and nutrition
innovation, use of technology, research and data use for decision
making

151. Roles and Responsibilities of the Food system and
Nutrition Council
• Follow execution of nutrition smart infrastructure interventions in
compliance with the country development plan
• Interventions focus on human resource, roads, electricity, water access, irrigation,
technology, and other inputs
• Set direction for sectors to allocate sufficient budget for the implementation
of food and nutrition interventions
• 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 food system and Nnutrition implementations

152. Flow of Food System and Nutrition coordination and governance structure

153. Food and Nutrition Technical Committee
 Established under the Food system and Nutrition council /interministerial steering
committee.
 Provides technical advisory support to the council and interministerial steering
committee on the detailed implementation of the food and nutrition interventions.
• MOH chair federal level and MOA & MOE are co-chairs
• Multisectoral and Seqota Declaration desk is the secretary
•At sub-national level
• Chaired by president/mayor office head until government led food system and nutrition coordination
is established.
•Sub-regional level
• Co-chaired by health and agriculture sectors

154. Food and Nutrition Technical Committee
Secretary: Based on the agenda, the secretary will be nutrition section from health
and agriculture sectors.
Members: 15 government sectors and representative form research institutes,
regulatory, partners, academia, professional associations, private sectors,
community influential
Accountability: Accountable to the council and interministerial steering
committee at national level and for the FSN council at regional/zonal/woreda
level
 At the kebele level the FNTC serves as the governing body.
Reading assignment: Roles and responsibilities and meeting procedures of the
food system and Nutrition technical committee
Meeting frequency: Meets quarterly at national, regional and zonal level and
every month at woreda and kebele levels

155. List of Food and nutrition technical committee members at federal level
s.no
Sectors
Responsibly
1 Health. Chair
2 Agriculture Co-chair
3 Education Co-chair
4 Women and social affair Member
5 Ethiopia Disaster risk management Member
6 Plan and development Member
7 Finance Member
8 Trade and regional integration Member
10 Innovation and technology Member
11 Industry Member

156. List of Food and nutrition technical committee members at federal level
12 Transport and logistics Member
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 and Media Member
16 Ethiopian public health institute Member
17 Ethiopian Institute of Agriculture research Member
18 Ethiopian food and drug administration Member
19 Nutrition development partners representatives (UN, CSO) Member
20 Private sectors representative Member
21 Academia representatives Member
22 Professional associations representatives Member

157. List of kebele technical committee members
S.no Sectors Responsibility.
1 Kebele administrator Chair
2 Kebele manager Co-chair
3 Health (HEW) secretary
4 Agriculture (AEW) Member
5 Education (school) director or school principals Member
6 Representative of kebele Women association Member
7 Representative of Youth group Member
8 Water committee representative Member
9 Religious and clan leaders representative Member

158. Role and Responsibility of KFNTC
 The Kebele FNTC will be chaired by the Kebele administrator
 Provide guidance and governance for Kebele level front line workers
 Ensure the inclusion of sector-specific FN interventions into kebele sector annual plans, monitor,
and evaluate the implementation
 Create accountability mechanism among FN implementing frontline workers
 Oversee and support coasted kebele level Planning, implementation, and M&E
 Set directions capacity building training frontline workers
 Capacity building, partners engagement and resource mobilizations strategies
 Performs all other duties relevant to implement the objectives

159. Activity 4.4: Role Play (50 minutes )
1.Conduct the food and nutrition technical committee meeting
and discuss on the following points
1.GMP coverage, underweight and root cause analysis result
among the committee members
2.Develop action plan and agree on possible multi-sectoral
actions
2. Display video on RCA and character story on GMP

160. Four FN steering committees support the FSNTCs at federal level
1. Nutrition program management steering committee.
Main focus on nutrition specific interventions implementation, coordination and
collaboration among key stakeholders.
• Chair: MOH NCLEO
• Secretary: NCLEO, MS and SD desk Lead
• Members: MoH LEO staffs, MOH different department representatives who have stake on FN,
few FNS implementing sectors, FN development partners, professional associations, Media,
private sectors.
•Accountability: Accountable to the food and nutrition technical committee
•Meeting: Quarterly

161. Four FN steering committees support the FSNTCs at federal level
2.National food fortification steering committee (NFFSC)
 Oversee and guide the implementation of National food fortification
plan of action at all levels.
 Chair: Ministry of Industry
 Co-chair: -Tirade and Regional Integration
 Co-chair: Ethiopia food and Drug Authority
 Secretary: MoH MS and SD desk Lead
Members: FBIRDC, EPHI, ECAA, Academia representatives, ESA,
Ethiopian Industry Input, UNICEF, GAIN, NI, WFP, Representative of
private sectors
Accountability: NFFSC will report the Food and Nutrition technical
committee
Meeting: Quarterly

162. Four FN steering committees support the FSNTCs at federal level
3.Food safety and quality Steering committee (FSQSC)
Oversee and coordinate the implementation of national food safety and
quality strategy
• Chair: Ethiopia Food and Drug Authority
• Co-chair: Trade and Regional Integration
• Secretary: MoH Developmental nutrition desk
Members
• Industry, agriculture, EPHI, Ethiopia standards agency, Ethiopia conformity
assessment, Ministry of Water and Energy, EIAARI, private sector representative,
donors’ representative, CSO representative, Academia representative, FN
associations representatives, UN agency representative
Accountability: NFFSC will report the Food and Nutrition Technical
Committee
Meeting: Quarterly

163. At Federal level there are four FN steering committees to support the FSNTCs…
4.Monitoring and evaluation, and research steering committee
 Established to oversee and monitor the implementation of food and nutrition
strategy.
 Chair: Ethiopia public health institute
 Co-chair: -Ethiopia Institute of Agriculture Research
 Secretary: Ministry of health multisectoral and seqota declaration coordination desk
Members
 Women and social affair (program and ME), Agriculture(program and ME), Water and
Energy(program and ME), Education(program and ME), Disaster risk management
(program and ME), Ethiopian food and drug authority(program and ME), IFPRI, ILRI,
Donors, CSOS, UN Agencies, private sectors, academia and associations representatives.
Accountability: FSQSC will report the Food and Nutrition technical committee
Meeting: Quarterly

164. Chapter Summary
• Institutional Arrangement is a formal government organizational structure which includes
appropriate structure, FN workforce assignment and adequate budget allocations.
• Strong Food system and nutrition governance can improve institutional arrangement and
functionality of coordination platforms.
• Food system and nutrition coordination platforms include food system and nutrition
council, FNTC and different steering committees chaired by the highest decision-making
body.
• The coordination platforms should have defined chair, co-chairs, secretariat, members, roles
and responsibility.
• The coordination platforms facilitate the joint planning, resource mobilization, joint

165. Chapter Five:
Food and Nutrition Multisectoral Coordination
Planning, Monitoring, Evaluation and Learning

166. Chapter Description
This chapter describes the planning, monitoring, evaluation, and learning
processes for the multisectoral Food and Nutrition Coordination.

167. Chapter Objectives
At the end of this chapter, the participants will be equipped with knowledge and skills on Food and
Nutrition multi sectoral coordination planning, monitoring, evaluation and learning.
Learning objectives
 Demonstrate the planning process for food and nutrition programs
 Acquire the knowledge and skills on key M&E concepts, design, implementation and evaluation
strategies.
 Practice on FNS data sources, data quality assurance procedures, and data analysis techniques
 Practice on FNS reporting process and feedback mechanism.
 Familiarize with basic FNS operational research and its purpose.
 Understand the basics of the FNS Knowledge management process.

168. Session outline
This chapter has the following sessions:
Session 5.1: FN multisectoral planning
Session 5.2: FN multisectoral monitoring & evaluation
Session 5.3: FN multisectoral data source, data quality assurance, data analysis
Session 5.4: FN multisectoral reporting, and dissemination scorecard and feedback
Session 5.5: FN multisectoral operational research
Session 5.6: FN multisectoral knowledge management

169. Session 5.1; Multisectoral Food and Nutrition Planning

170. Activity 5.1: Brainstorming
• What is planning , and its main purpose?
• List and explain the Types of Planning.

171. Session 5.1: FN multisectoral planning
Planning:
 is the process of establishing goals and objectives of a project and determining the
resources and actions needed to achieve those goals.
 involves creating a detailed project plan that outlines the steps and tasks required to
complete the project
 identifies potential risks or challenges and develops strategies to manage them.

172. Types of planning
Strategic Planning
• defines an organization's direction and goals and allocating resources to pursue them.
• involves analyzing the competitive environment and identifies external and internal
factors affecting the organization.
• Usually planned for five or more years
Tactical Planning
• Is less long-term in nature, usually for one to three years
• is about developing means and mechanism to be adopted for the implementation of
strategic plans - “how to implement” strategic plans.
• involves middle-level managers who lead implementation
Operational Planning defines specific actions and resources needed to achieve the goals set
out in the strategic plan.
Contingency Planning is the process of identifying potential risks or challenges that may arise
and developing plans to mitigate or address them

173.  Multisectoral Food and nutrition Planning
 an outline of events and activities that implementing sectors follow to achieve the
MS food and nutrition objectives.
 provides details of activities and shows how each supports the organization’s
goals.
•There are two levels of planning for food and nutrition programs:
I. FN strategic plan: This ten-year plan (FNS, 2021-2030) outlines vision,
mission, goals, objectives, directions, and initiatives
II. MFN annual plan is derived from the strategic plan and prepared annually by
FNS implementing sectors and other nutrition stakeholders and endorsed by
councils at each level.

174. multisectoral FN planning
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 basis 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

175. FN Multisectoral Monitoring & Evaluation

176. Summary of Multi-Sectoral FN Planning
04/27/2025 176
S/N Type of plan Description of the plan Planning period Responsible body.
Start date Due date
1 Food System and
Nutrition Council
(FSNC) plan
• A high-level plan
• Prepared by the secretariat/FNTC for the food system
and nutrition council,
• Focus on governance, coordination, performance
review meetings, joint supportive supervision, human
resource allocation, and budget allocation.
• Facilitate the overall implementation of the
multisectoral food and nutrition annual plan.
First week of
April
First week of
July
Food and nutrition
council at each
level.
2 FN Technical
Committee
(FNTC) Plan
• Prepared by the FNTC
• Focus on joint planning, supportive supervision,
performance review meetings, learning, experience
sharing, and food and nutrition advocacy
First week of
July
FNTC at all levels.
3 Multi-sectoral
food and nutrition
costed plan
• Multisectoral food and nutrition costed woreda-based
plan
• Prepared by sectors based on the detail nutrition-
specific, nutrition-sensitive, climate resilient, and
nutrition smart infrastructure activities included in the
FNS.
1st
week of
April
2nd
week of June National
secretariate and
FNTC
2nd
week of
April
1st
week of June Region/
CAsecretariat and
FNTC
3rd
week of
April
4th
week of May Zonal secretariat
and FNTC
4th
week of
April
3rd
week of May Woreda secretariat
and FNTC

177. Activity 5.2: Group work
• List the process of FNS costed woreda-based plan
preparation, including submission time.
• Select at least four key performance indicators from your
sector and prepare and present your specific sector FNS
annual plan using standard template.

178. Session 5.2 :Multisectoral FN Monitoring and
Evaluation

179. Activity 5.3: Brainstorming
• Define monitoring and evaluation?
• What is the difference and similarity between
monitoring and evaluation?

180. Session 5.2 : FN Multisectoral Monitoring & Evaluation
Monitoring
• A continuous process that involves the systematic collation of data (on
specified indicators or other types of information).
• Provides the management and other stakeholders with indication of the
extent of implementation progress.
• Achievement of intended results, occurrence of unintended results, use of
allocated funds and other important interventions on the FNS planning
and implementation

181. Monitoring
Routine data collection is the collection and analysis of routine data on the
implementation of food and nutrition interventions to track and inform the
implementation status for timely decision making.
Joint supportive supervision is a periodic process of a joint performance
monitoring and technical support to FNS actors at various level
Experience sharing visit is a practical tool to foster knowledge exchange and
learning.
Performance review is an approach of reviewing routine data, joint supportive
supervision result, survey finding, evaluation and research findings to identify
implementation of best practices and challenges

182. Food and Nutrition Multi- Sectoral performance Management team
Performance Monitoring: A continuous process of collecting and analyzing data to
compare how well an intervention is being implemented against expected results.
 Established at Federal, Region/City administration, Zonal and Woreda levels
Food and nutrition Technical
Committee Chair
chairperson of the team from
health sector
Agri/education F & N heads Secretary
Food and nutrition
Department Head /F &N
focals/P, M&E experts at all level
(Region/Zone/Woreda. etc..
members
Team members

183. Food and Nutrition Evaluation
 Is a periodic assessment of whether the implementation of FNS has achieved
its intended objectives
 The FN program evaluation process goes through planning, execution,
reporting, dissemination and utilization for decision making
 The information generated through evaluation will be used to modify food and
nutrition program design and implementation
 Relevant FNS stakeholders need be engaged during the evaluation process.
 The evaluation findings including lessons learned and recommendations need to
be shared among stakeholders timely.

184. Food and Nutrition Program Evaluation Schedule
Type of evaluation Program Frequency/year Responsible
Baseline evaluation
FNS and other
strategic programs
and initiatives
At the beginning of the
program/project
implementation
EPHI and EIAR
Midterm evaluation
3-5yrs of program/project
implementation
End term evaluation
At the end of the
program/project
implementation.

185. Food and Nutrition program monitoring mechanism and schedule
Level of
hierarchy
Responsible Types of monitoring
Performance Review Joint supportive supervisions
Frequency Due date Methods Frequency Due date Methods
National
Food system and
Nutrition Council
Bi-annual 2nd
week of
January
In person
Food System and
Nutrition Steering
Committee
Quarterly 2nd
week of next
quarter
In person
National food and
Nutrition Technical
Committee
Quarterly 2nd
week of next
quarter
In person Biannually Last week of
the 6th
months
In person
Region/city
administration
Food and Nutrition
Coordination Office
Quarterly Last week of
every third
month of the
quarter
In person/
virtual
Quarterly Must be
conducted
before review
meeting
In person
Food System and
Nutrition Council
Bi-annual Last week of six
months
In person
Region/city
administration FNTC
Quarterly Last week of
every quarter
In person Quarterly Last week of
every quarter
In person

186. Schedule cont’d…
Zonal Food and Nutrition
Coordination Office
Quarterly Second week of
every third month
of each quarter
In person/
virtual
Quarterly Shall be
conducted
before review
meeting
In
person
Food System and
Nutrition Council
Bi-annual Third week of six
month
In person
Food and Nutrition
Technical Committee
Monthly Second week of
every month
In person/
virtual
Quarterly Second week
of third
month
In
person
Woreda Food and Nutrition
Coordination Office
Monthly Last week of every
month
In person Quarterly Last week of
the third
month
In
person
Food System and
Nutrition Council
Quarterly Last week of every
quarter
In person
Food and Nutrition
Technical Committee
Monthly Last week of every
month
In person Quarterly Last week of
the third
month
In
person
Kebele Food and Nutrition
Technical Committee
Weekly Last day of the
second week
In person monthly End of the
month
In
person

187. Monitoring and Evaluation Cycle

188. Food and Nutrition Multisectorial M&E Framework
04/27/2025 188

189. 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
 Process indicators reflect whether a program is being carried out as planned and
how
well program activities are being carried out.
 Output indicators measure the immediate results obtained from activity process
implementation
 Outcome indicators measure the program’s level of success in improving service
accessibility, utilization or quality.
 Impact indicators refer to the long-term, cumulative effects of programs over time.
 Proxy indicators
– an indirect way to measure the subject of interest.
– the subject of interest cannot be measured directly.

190. 190
 Result is a concrete, visible and measurable change in state, induced by an intervention.
 It focuses on the direct target groups
 It captures the change among the target groups
 It illustrates what the target groups will do differently after the intervention.
 An output/deliverable is the first effect of the intervention which contributes to the
attainment of results.
 It reflects the achieved action of the Organization
 The Results Chain is the causal sequence for an operation that stipulates the necessary
sequence to achieve desired objectives – beginning with inputs, moving through
activities and outputs, and culminating in outcomes and Impact (overall Goal)s.
 Results chain provides the framework for the identification of indicators for
monitoring and evaluation.
Result chains
Committed to ending all forms of malnutrition by 2030

191. 191
Result chain model
Input
Activities
Outputs
Outcomes/
Use of Outputs
Goals/ Impacts/
Benefits
Implementation
Results
Financial, human, and material resources of the
project
Tasks that the project personnel undertake to
transform inputs to outputs
Products and services produced by the project
Intermediate effects of the outputs on the
beneficiaries' stakeholders of the project
Long-term, widespread impacts/ improvements in
the society/ project surrounding or environment

192. Session 5.3: Food and Nutrition Data Sources,
Data Quality Assurance and Analysis

193. Activity 5.4 Brainstorming
 What is data and information?
 What are the sources of data for each FNS implementing sectors?
 What are the main challenges related to data source in your respective
sectors?
.

194. Data refers raw fact that consist of basic facts and figures. It is information that has been translated into a form that is efficient for
movement or processing.
Information is obtained after subjecting data to a series of processing operations which convert related groups of data (raw facts) into a
meaningful and coherent form
Data Source: This is the 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 ,EMIS ,AGMIS
 sector specific food and nutrition service registers/tally sheets
 review meeting
Population-based Data
 surveys
 census
 vital registration
.
Session 5.3:Data Sources, Data Quality Assurance and Analysis

195. 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
 It can be conducted using tools such as visualization tools (UNISE,
power Bi) for decision-making and learning.
Data Sources, Data Quality Assurance and Analysis - 2

196. Data Quality Dimensions
Dimensions of data
quality
Definition
Accuracy Accurate data are considered correct when the data clearly, directly, and adequately represent
the result that it was intended to measure.
Reliability The data generated by a program’s information system are based on protocols and procedures
that do not change according to who is using them and when or how often they are used.
Precision This means that the data have sufficient detail. For example, an indicator requires the number
of individuals who received GMP by age.
Completeness Completeness means that an information system from which the results are derived is
appropriately inclusive.
Timeliness Data are timely when they are up to date (current), and when the information is available on
time.
Integrity Data has integrity when the systems used to generate them are protected from deliberate bias
or manipulation for political or personal reasons. Measure of ‘truthfulness’ of the data.
Confidentiality Confidentiality means that clients are assured that their data will be maintained according to
national and/or international standards for data.

197. Purpose of the Data Quality Assurance (DQA)

198. 1. Develop an overall approach and schedule
2. Identify the DQA team
3. Identify the Indicators and sites to be included in the review.
4. Develop a budget and a logistic plan for the DQA exercise
5. Develop and Pilot DQA checklist
6. Train/Orient DQA team members
7. Conduct the DQA
8. Prepare a draft of DQA report:
9. Develop an action plan
10. Follow-up actions
Data Quality Assurance (DQA) Process

199. Activity 5.5: Case study on Data analysis and
quality (refer to participant manual)

200. Session 5.4: FNS Implementation
Report, Scorecard and Feedback

201. Activity 5.6: Think, Pair and Share
Ask participants to be in pairs, discuss and reflect on the following points:
 Types of reports produced by your organization, and their
timeline?
 Main challenges and solutions in FNS reporting?
 Feedback mechanism
.

202. Reporting
 The dominant mechanism for demonstrating progress , results and lessons learned.
 Provides essential information at periodic intervals
 Types of Reporting include the following:
 formal progress report (monthly, quarterly, annual, etc)
 special studies and policy brief
 informal briefs
 workshops , and informal discussions
 Posters, leaflets, meetings
.
Food and Nutrition Reporting

203. FNS reporting and feedback hierarchy
04/27/2025 203
Woreda level (WFSNC)
Zone level (ZFSNC)
Region level (RFSNC)
National level (NFSNC)
Kebele FN Technical Committee
Secretariat
Secretariat
Sectretariat
Sectretariat
Feedback line
Reporting line

204. Food and Nutrition Data Use, and Feedback
• Data demand and use in food and nutrition involves analyzing, synthesizing,
interpreting, and reviewing data for informed decision-making.
• It is a proactive and interactive process in which 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
04/27/2025 204

205.  Management tool for strengthening accountability and driving action towards the effective implementation of the FNS
and SD
 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 .
.
Multisectoral Food and Nutrition Scorecard

206.  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 performance
 Yellow = moderate performance
 Red = Low performance
 The data collected at all levels will be reviewed during the FSN council and FNTC
meetings.
 Link to: Sample Scorecard MS-Scorecard
.
Multisectoral Food and Nutrition Scorecard

207.  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 its
mandate.
 Operational research by the insitutions entails”:
 mapping exercise of all food and nutrition-related operational re­
search to avoid duplication.
 identifying priority research areas based on the existing FNP and
FNS in consultation with all nutrition stakeholders.
 facilitating decision as to whether a given research topic will be
handled in-house or outsourced.
5.5: Food and Nutrition Operational Research

208. Operational Research:
 includes food and nutrition thematic areas in research as an essential component of community services
 creates research partnerships with other implementing sectors, food and beverage industries and funding agencies
 protects intellectual property rights/patentable results
 allocation of proportional funding to support food and nutrition-related research
 enforcing continuous professional development (CPD) measures for researchers in the implementing sectors
Food and Nutrition Operational Research

209.  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
 Includes knowledge sharing and dissemination through publications.
.
5.6: Food and Nutrition Knowledge Management

210. Food and Nutrition Knowledge Management

211. 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.

212. Chapter Summary cont’d…
 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.

213. Invest in Nutrition!
213
Committed to ending stunting in children under 2 years by 2030
11/30/2023