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NUTRITION BUDGET ADVOCACYHANDBOOK FOR CIVIL SOCIETY
PLATEFORME SOCIETE CIVILE SUN SENEGAL
NUTRITIONBUDGETADVOCACY
HANDBOOK FOR CIVIL SOCIETY
This handbook has been developed with the support of the SUN Civil Society Network.
5NUTRITION BUDGET ADVOCACY
Handbook for Civil Society
TABLE OF CONTENTSSTATEMENT ON COPYRIGHT 6ACKNOWLEGEMENTS 7LIST OF ACRONYMS 8THIS HANDBOOK 9INTRODUCTION 10
1. FUNDAMENTALS OF BUDGET ADVOCACY 121.1 Understandingnutritionadvocacy 151.2 Understandingnutritionbudgetadvocacy 171.3 Prerequisitesforconductingbudgetadvocacy 181.4 Understandingthebudgetprocess 22
2. DEVELOPING A BUDGET ADVOCACY STRATEGY 242.1 Whatdoesaneffectivebudgetadvocacystrategylooklike? 272.2 Developinganadvocacystrategy 282.3 Formulation 312.4 Delivery 352.5 MonitoringandEvaluation 36
3. UNDERTAKING A BUDGET ANALYSIS 383.1 Theaimofbudgetanalysis 413.2 Benefitsofbudgetanalysis 423.3 Budgetanalysismethodologies 45
4. CASE STUDIES 504.1 Nigeriacasestudy 534.2 Challengesencounteredandsolutionsidentifiedbycountriesthatcarriedoutthebudgetanalyses 574.3 Producingscorecards(ChadandSierraLeone) 614.4 Producingacitizens’analysisframeworkforthecollectionandanalysisofinformationonnutrition
budgetallocationsandexpenditureinanationalbudget 634.5 Successfulbudgetadvocacyexperiences:interviewwithbudgetanalysisspecialists 65
CONCLUSIONS AND RESOURCES 72
BIBLIOGRAPHY 74
6NUTRITION BUDGET ADVOCACYHandbook for Civil Society
STATEMENT ON COPYRIGHT
COPYRIGHT©ACFinternational,SavetheChildren,SUNSCplatformfromSenegal-November2017Reproduction ispermittedprovidingthesource iscredited,unlessotherwisespecified. If reproductionoruseoftextualandmultimediadata(sound,images,software,etc.)aresubmittedforpriorauthorization,suchauthorizationwillcancelthegeneralauthorizationdescribedaboveandwillclearlyindicateanyrestrictionsonuse.
NON-RESPONSIBILITY CLAUSEThepresentdocument aims toprovidepublic access to informationconcerning theactionsandpoliciesofACF.Theobjectiveistodisseminateinformationthatisaccurateandup-to-dateonthedayitwasinitiated.Wewillmakeeveryefforttocorrectanyerrorsthatarebroughttoourattention.Thisinformation:
• is solely intended toprovide general informationanddoesnot focuson theparticular situationof anyphysicalperson,orpersonholdinganyspecificmoralopinion;
• isnotnecessarilycomplete,exhaustive,exactorup-to-date;
•sometimesreferstoexternaldocumentsorsitesoverwhichtheAuthorshavenocontrolandforwhichtheydeclineallresponsibility;
•doesnotconstitutelegaladvice.Thepresentnon-responsibilityclauseisnotaimedatlimitingACF’sresponsibilitycontrarytotherequirementsofapplicablenationallegislation,oratdenyingresponsibilityincaseswherethesamelegislationmakesitimpossible.
AUTHORS:AuroreGaryandJudithKaboréfromActionAgainstHunger,SylviaSzabofromSavetheChildrenand SeydouNdiayefromtheSUNCivilSocietyPlatforminSenegal. DESIGN:CélineBeuvinPHOTO ON COVER PAGE: ©DianeMoyerforActionAgainstHunger
©ActionContrelaFaim2017,14/16BoulevarddeDouaumont-CS80060-75854ParisCedex17-France
Asoftcopyoftheguidebookmaybedownloadedat:www.actioncontrelafaim.org
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ACKNOWLEDGEMENTS
ThishandbookwaswrittenbyAuroreGary,JudithKaboré, SylviaSzaboandSeydouNdiaye.TheoverallworkwasajointeffortbetweenActionAgainstHunger,SavetheChildrenandtheScalingUpNutrition(SUN)CivilSocietyPlatforminSenegal.ThecontentbenefitedfrominputsandcommentsofmanycolleaguesandpartnerswhoworkonnutritionbudgetadvocacyandprovidesupporttocivilsocietyinAfricaandAsia.SpecialthanksareduetoHermannGoumbri,FranckLasmaniGuegma,LaetitiaBattisti,LaureSerra,AbdouDiouf,PatriciaFracassi,ClaireMercier,ClaireBlanchardandPeggyPascal.
ActionAgainstHunger(ActioncontreFaim–ACF)isanon-governmentalorganisation(NGO)andwasfoundedin1979.It is oneof the “Frenchdoctors”, or secondgenerationofhumanitarianNGOs.ACF’smission is to save livesvia theprevention,detectionandtreatmentofmalnutrition,inparticularduringandfollowingdisastersandconflicts.ACFtakesconcreteactiononthegroundandbearswitnesstothelivesoflocalcommunities.Itsobjectiveistotacklethescourgeofhungeronallfronts:
•Throughemergencyresponse,tomeetthebasicneedsofthemostvulnerablepopulations,
•Throughpost-crisisprogrammesthathelppopulationsrecovertheirautonomy.
Itsintegratedapproachspansnutritionandhealth;foodsecurityandlivelihoods;water,sanitationandhygiene;mentalhealthandcarepractices;advocacyandraisingawareness.Today,ActionAgainstHungerisoneoftheleadinghumanitarianorganisationsinthefightagainsthungeraroundtheworld.ThankstothecoordinatedactionofActionAgainstHunger’sfiveheadquarters,theassociationnowhasapresenceinaround40countries.
SavetheChildrenbelieveseverychilddeservesafuture.InAfricaandaroundtheworld,SavetheChildrenisatworkeverydaytogivechildrenahealthystartinlife,theopportunitytolearnandprotectionfromharm.Whencrisisstrikes,andchildrenaremostvulnerable,itisalwaysamongthefirsttorespondandthelasttoleave.SavetheChildrenensureschildren’s unique needs aremet and their voices are heard. Save theChildren delivers lasting results formillions ofchildren,includingthosehardesttoreach.SavetheChildrendoeswhateverittakesforchildren–everydayandintimesofcrisis–transformingtheirlivesandthefutureweshare.
TheSUNCivilSocietyPlatforminSenegalisanetworkofaround30nationalandinternationalorganisationsfromcivilsociety,unitedbyacommongoal:toeradicatemalnutritioninallitsformsandfoodinsecurityinSenegal.Foundedin2013,itwasofficiallydeclaredamemberoftheSUN(ScalingUpNutrition)Movementon15October2015.ItsmissionrevolvesaroundthevisionofaSenegalwherenutritionisapriority,withthegovernment,civilsociety,privatesectorandtechnicalandfinancialpartnersworkingtogetheronthebasisofamultisectoralapproachtoeradicatemalnutrition.TheplatformworkstostrengthenthecommitmentofstakeholderstowardsnutritionandfoodsecurityinSenegalandpromotebettercoordinationandconsistencyofactions that focusonnutritionand foodsecurity. In itsfightagainstundernutrition, theaimoftheSUNCivilSocietyPlatforminSenegal is tousebudgetadvocacytotacklethe issueofsustainablefinancingfornutrition.
Translation into English by Mark LeachRevision by Verity Leonard Hill, Save the Children
Recommended citation:Action Against Hunger, Save the Children and SUN Senegal - 2017.Nutrition Budget Advocacy: Handbook for Civil Society - Paris: Action Against Hunger
8NUTRITION BUDGET ADVOCACYHandbook for Civil Society
LIST OF ACRONYMSAFA AMENDINGFINANCEACT
BD BUDGETDEPARTMENT
BOD BUDGETARYORIENTATIONDEBATE
CRF COMMONRESULTSFRAMEWORK(NUTRITION)
CSO CIVILSOCIETYORGANISATIONS
DBB DRAFTBUDGETBILL
DEFC DEPARTMENTOFECONOMICANDFINANCIALCOOPERATION
DEFR DEPARTMENTOFECONOMICFORECASTINGANDRESEARCH
ECHO EUROPEANCIVILPROTECTIONANDHUMANITARIANAIDOPERATIONS
FAO FOODANDAGRICULTUREORGANIZATIONOFTHEUNITEDNATIONS
FCT FEDERALCAPITALTERRITORY(NIGERIA)
FCTA FEDERALCAPITALTERRITORYADMINISTRATION(NIGERIA)
IFPRI THEINTERNATIONALFOODPOLICYRESEARCHINSTITUTE
LGA LOCALGOVERNMENTAUTHORITY(NIGERIA)
LOLF ORGANICLAWRELATINGTOFINANCEACTS–OLFA(LOI ORGANIQUE RELATIVE À LA LOI DES FINANCES)
MDA MINISTRIES,DEPARTMENTSANDAGENCIES(NIGERIA)
NA NATIONALASSEMBLY
OCHA UNITEDNATIONSOFFICEFORTHECOORDINATIONOFHUMANITARIANAFFAIRS
PB PARTICIPATORYBUDGET
SDGS SUSTAINABLEDEVELOPMENTGOALS
SMART SPECIFIC,MEASURABLE,ATTAINABLE,RELEVANTANDTIMELY
SPRING STRENGTHENINGPARTNERSHIPS,RESULTS,ANDINNOVATIONSINNUTRITIONGLOBALLYPROJECT
SUN SCALINGUPNUTRITION
SWOT STRENGTHS,WEAKNESSES,OPPORTUNITIESANDTHREATS
TFP TECHNICALANDFINANCIALPARTNERS
UNICEF UNITEDNATIONSCHILDREN’SFUND
USAID UNITEDSTATESAGENCYFORINTERNATIONALDEVELOPMENT
WAEMU WESTAFRICANECONOMICANDMONETARYUNION
WASH WATER,SANITATIONANDHYGIENE
WFP WORLDFOODPROGRAM
WHA WORLDHEALTHASSEMBLY
WHO WORLDHEALTHORGANIZATION
9NUTRITION BUDGET ADVOCACY
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THIS HANDBOOK
WHO THIS HANDBOOK IS FORThishandbookisintendedforcivilsocietyandthosewhoarekeentoenterthefieldofadvocacy,specificallynutritionfinancing(parliamentarians,SUNplatformsandFocalPoints,membersofgovernmentandcivilservants).
WHAT THIS HANDBOOK IS AND WHAT IT IS NOTThis handbook has been authored by individualswho are actively involved in budget advocacy and is based on theirexperiences.Itprovidesusefuldetailsandexamplesonhowtocarryoutthenutritionbudgetadvocacyprocess.Itdoesnot,however,provideaturnkeyadvocacysolution,wherethereaderremainsinchargeofthemessagestheywanttoconveyandadaptsadvocacyobjectivesbasedonthecontextinwhichtheyoperate.
HOW TO USE THIS HANDBOOK AND WHAT IT CONTAINSThishandbookisdesignedtoprovideanimprovedunderstandingofbudgetadvocacyandcontainsfourmainsections.Ithasnotbeendesignedtobereadinonego.Thedocumentshouldbeconsultedonaregularbasisandreturnedtoitateachstageoftheadvocacyprocess.Theinitialsectionsprovideasoundunderstandingofthevariouskeyconceptsaswellasbudgetclassification(nomenclature).Thefinaltwosectionsprovidespecificguidanceandexamplesonpreparing,deliveringandmonitoringbudgetadvocacy.
CHAPTER 1 enables readers to gain proficiency in all of the technical concepts involved in nutrition budgetadvocacy:bothnutrition-relatedconcepts(differencesbetweenmalnutritionandundernutrition,differenttypesofundernutrition,nutritionsecurity)andbudgetaryconcepts(whatabudgetis,howitisprepared,passedandassessed,howexpenditureiscodedandhowitcanbeusedfornutritionbudgetadvocacy).Thisisanessentialchapterforanyonewhowantstostartworkingonnutritionbudgetadvocacy.Thoseforwhombudgetaryandnutrition-relatedconceptsarealreadyfamiliarcanmovestraightontochapter2.
CHAPTER 2getsstraighttotheheartofthe issuebyhelpingthereadertounderstandwhatabudgetadvocacystrategyisandthebasisonwhichsuchastrategyisdeveloped.Itprovidesanunderstandingofhowtoformulateobjectivesandadvocacymessagesaswellas identifytargetsandpartners,andallofthepotentialactivitiesandtactics that canbeused to implement the strategy. Itprovidesadviceondeterminingwhenandhow todelivermessages.Finally,thischapteralsoprovidesseveraltipsonhowtoconductanexpostevaluationoftheadvocacystrategy.
CHAPTER 3helpsreaderstoprepareabudgetanalysis(thebasisofallbudgetadvocacy)byprovidinganoutlineofavailablemethodologies(inparticulartheSUNmethodologyandalternativemethodologies)andofferingpracticaladvice.
CHAPTER 4usescasestudiesasexamples thatwillhelp readersdeliverasuccessfulnutritionbudgetadvocacycampaignonthebasisofpreviousexperience.ExamplesfromMaliandNigeriaarehighlighted.Lookingatpracticalcase studies fromothercountries is an idealwayofbenefiting fromtheirexperience,especially in termsofanychallenges they faced. It helps to identify potential solutions and better anticipate problems. This chapter alsoprovidestwousefultools.Thefirstisacitizens’analysisframework,auniquetoolinthisdocumentthatwillenablethecollectionandanalysisofbudgetaryinformation.Thesecondisavisualmapforusetopresenttheresultsofthisinformationgatheringexercise.Theseareexcellentadvocacytools.Andfinally,thehandbookincludesadvicefromfourexpertswhoarehighlyactiveinnutritionbudgetadvocacy:PatriciaFracassi(SUNSecretariat),Maryd’AlimonteandStéphanieHeung(R4D)andHughBagnall-Oakeley(SavetheChildren).
FURTHER INFORMATIONAttheendofthishandbookthereisalistofkeydocumentsandwebsitestohelpthoseinterestedinfindingoutmoreaboutbudgetadvocacy.Thishandbookhasbeenusedtodevelopane-learningmodule.
10NUTRITION BUDGET ADVOCACYHandbook for Civil Society
INTRODUCTION
Over the past ten years it has become clear that countries are increasingly interested in the fight againstmalnutrition.This interest can be ascribed to theworsening of certain indicators, particularly in developingcountrieswhere12.9%of thepopulation isundernourished.Over twobillionpeople,orone in threepeopleworldwide,sufferfrommalnutrition.Themajorityofthesearewomenandchildren.Fiftymillionchildrensufferfromacutemalnutritionand159millionchildrensufferfromstunting(IFPRI, 2016).Anincreaseinfoodproductionisinsufficienttofightpovertyandtackletheglobalmalnutritioncrisis.
Besidesbeingapublichealthandfoodproblem,malnutritionisthereforeadevelopmentproblemwithhuman,socialandeconomicimpacts.Theadverseeffectsofmalnutrition,particularlyevidentduringthefirsttwoyearsofachild’s lifeandespeciallythefirst1,000days,canhavedramaticconsequencesonachild’spsychomotordevelopment. It also impairs a child’s intellectual and physical capacities in adulthood. According toWorldBankestimates,achildwithstuntingislesslikelytogotoschool.Theirincomewillbe20%lowerthanchildrenunaffectedby undernutrition (Grantham McGregor et al. 2007). Such a child is therefore less likely to escapepovertythanotherchildren(Fink et al. 2016; Hoddinott et al. 2008; Hoddinott et al. 2011; Martorell et al. 2010).
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Indevelopingcountries,highratesofundernutritiongohandinhandwithhighlevelsofpoverty.The cumulative effects of malnutrition result in a loss of 3.5 trillion dollars to the global economy each year.Somecountriesloseupto11%oftheirGDP.Conversely,earlynutritionalprogrammeshavepermanentandlong-termimpacts:theycanhelptoincreasetheincomeofadultsaffectedbymalnutritionatanearlyagebybetween5and50%,fromcountrytocountry.Investinginnutritionhasasignificantimpact:Every$1investedinthefightagainstundernutritiongeneratesbetween$16and$20ineconomicreturn.
Despiteevidenceontheimpactofnutritionprogrammes,currentinvestmentremainsverylowbothintermsofcountriesoftheNorth(viatheaidthattheyallocatetodevelopingcountries)andcountriesoftheSouth(throughtheirbudgetandnationalexpenditure).AccordingtoresearchcarriedoutbytheWorldBank(Shekar et al. 2016),currentexpenditureonnutritionspecificinterventionsstandsat3.9billiondollarsperannum.Furthermore,thereisnosystematicdataonthistopic:thisprovesonceagainthatthetopicisoflittleinteresttodecisionmakers.In2016,only47countriesoftheSouthmonitoredtheirnutritionfinancing(throughtheirnationalbudget)and10donorsreportedontheaidthattheyallocatedtonutrition(IFPRI, 2016).Littledataisavailableand,whereitis,itrevealsalackoffinancingwitharathersuperficialawarenessoftheseriousconsequences.Onaverage,governmentsoftheSouthforwhomdataisavailableallocate2.1%oftheirbudgettonutrition.
However,governmentshaveagreedontheneedtoinvestinnutritionprogrammes.AttheNutritionforGrowthsummitheldinJune2013inLondon,aglobalcompactwasendorsedandsignedby25countriesincluding11fromWestAfricacommittingby2020toreducechildstuntingby20millionandsaveatleast1.7millionlives.Weshouldalsonotetheadoptionof17SustainableDevelopmentGoals(SDGs),inparticularSDG2and11othernutrition-relatedSDGs(IFPRI, 2016).
SomeAfricanUniongovernmentshavealsomademultiplefinancialcommitmentstosectorsthatcontributetonutrition:15%ofthegovernment’sbudgetdedicatedtohealth(Abuja),10%ofthegovernment’sbudgetallocatedtoagriculture(Maputo).DuringOctober2016’sHumanCapitalSummit,ninecountriesincludingtwo fromWestAfrica committed tomaking significant investments to reduce stunting during childhood(World Bank, 2016).
InordertoreachtheWorldHealthAssembly’s(WHA)globaltargetsonnutrition,governmentsshouldallocate70billiondollarsbetweennowand2025,with40%ofthecost,i.e.27billiondollars,returningtosub-SaharanAfrica.Toachievethis,governments incountriesoftheSouthmustraiseonaverageanadditional3.9billiondollars,anddonorsanextra2.6billiondollarsperannumbetweennowand2025.Theseinvestmentswillhelptosavethelivesof3.7millionchildrenbetweennowand2025,reducethe number of children suffering from stunting by 65 million by 2025,andcutthenumberofchildrenandbreastfeedingwomensufferingfromanaemiaby265million(World Bank, 2016).
Thenutrition-relatedeffortsbeingpursuedbycountriesmustthereforebesteppeduptosavethelivesofmillionsofchildrenwhoaresufferingfrommalnutrition.Therefore,citizensandcivilsocietymustworktogethertotakeaction to translate the growing interest shownby countries into an actual prioritisation of the fight againstmalnutrition,governmentcommitmentandaccountability.
Planning,budgetingandmanagementareanessentialpartofthis,asindicatedintheUnitedNationsNutritionInventory(WFP, 2016).
Prioritisingtheissueofnutritionrequiressignificantandsufficientfinancialinvestmentaswellasaneffectiveuseofthoseresourcesthathavebeensecured.Civilsocietyincreasinglyworkstoensurethatthisisarealityinmostcountries.Groupsofcitizensorcivilsocietyworktogethertoconductnutritionfinancingadvocacyactions.
Thishandbookisareferencetoolbasedonevidencetakenfromthefield.Itisdesignedtosupportcivilsocietyandanyothergroupseekingtodevelopanutritionbudgetadvocacystrategy. Itcontainsfourchapters,withthefirstprovidingbasicdefinitionsofnutrition,budgetadvocacy,budgetclassificationandthebudgetprocess.Chapterstwoandthreeprovidepracticalguidanceandexamplesforpreparing,deliveringandmonitoringbudgetadvocacy.Chapterfourprovidesseveralcasestudies.Andfinally,thehandbookendswithaconclusionandalistofadditionalbudgetadvocacyresources.
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1FUNDAMENTALS OF BUDGET ADVOCACY
1.1 UNDERSTANDING NUTRITION ADVOCACY
1.2 UNDERSTANDING NUTRITION BUDGET ADVOCACY
1.3 PREREQUISITES FOR CONDUCTING BUDGET ADVOCACY
1.4 UNDERSTANDING THE BUDGET PROCESS
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14NUTRITION BUDGET ADVOCACYHandbook for Civil Society
THIS CHAPTER CONTAINS
• DEFINITION OF THE CONCEPT OF NUTRITION AND RELATED TERMS
• BUDGET ADVOCACY CONCEPTS
• BUDGET CYCLE AND TIMETABLE
• BUDGET CLASSIFICATION
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1.1 UNDERSTANDING NUTRITION ADVOCACY
Nutrition advocacy is a considered and evidence based process, designed to influence political decisionmakers andensurethattheytakeactionsthatstrengthenandimprovenutrition.WithinActionAgainstHunger,advocacyisaprocessthataimstomakelastingchangestopolicies,practicesandthescopeofinterventionsinorderto“putanendtohungerandunder-nutritioninchildrenunderfive”.
To improvetheplanninganddeliveryofeffectivenutritionactions,political leaders, legislators, thoseresponsibleforimplementingpolicyandthewiderpublic,needtohaveagoodunderstandingofnutrition-relatedissues.Ontheonehand,advocacycanplayauniqueroleinraisingawarenessofandsecuringacommitmenttotheimportanceofnutritionatalllevelsandbykeyparties.Ontheotherhand,bytargetinghighleveldecisionmakers,throughlobbying,itcansecurecommitments fromgovernments to improvenutritionprogrammingandstrengthenaccountability.Strategic lobbyingenablesmoreresources(financialandother)tobeallocatedtonutrition-relatedinterventions.Itcanalsohelptosecuregreater financing fairness, placing thepoorest,most disadvantaged andmostmarginalised in society at theheart ofnutritionpolicies,programmesandfinancing.
FIGURE 1.1: THEDIFFERENTFORMSOFMALNUTRITION
MICRONUTRIENT DEFICIENCY
DEFICIT STATUS
UNDERNUTRITION
SAMSevereAcuteMalnutrition
MAMModerateAcute
Malnutrition
GAMGlobalAcuteMalnutritionorWasting
UNDER-WEIGHT
CHRONIC MalnutritionorStunting
WELL-OFF STATUS
A person may have more than one of the following
EPISODIC STATUS
SURPLUS STATUS
OVER-WEIGHT
OVERNUTRITION
OBESITY
MALNUTRITIONImbalanced nutritional status
Source: Action Against Hunger, 2011
16NUTRITION BUDGET ADVOCACYHandbook for Civil Society
BOX 1.1: NUTRITIONCONCEPTS
MALNUTRITION
Isatermthatiscommonlyusedtorefertoundernutritionbutwhichtechnicallyalsoreferstoovernutrition(obesity – see Fig. 1).Apersonismalnourishediftheirdietdoesnotin-cludethenutrientsthattheyneedtogrowand/orstayhealthy,orifillnesspreventsthemfromproperlydigestingthefoodtheyeat.
MICRONUTRIENT DEFICIENCY
Also known as “hidden hunger”, this is caused byan insufficient intake or low absorption of essentialmicronutrients(e.g.Iron,zinc,vitaminA,iodine,etc.).
STUNTING
Alsoknownaschronicmalnutrition,stuntingreferstoapersonwhohasalowheightforageratio.
UNDERWEIGHT
Alsoknownasweightdeficit,thiscorrespondstoalowweightforageratio.
WASTING
Alsoknownasacutemalnutrition,thisreferstosomeonewhohasalowweightforheightratio.
NUTRITION SECURITY
The World Bank defines nutrition security as “theongoingaccesstothebasicelementsofgoodnutrition,i.e., a balanced diet, safe environment, clean water,and adequate health care (preventive and curative)for all people, and the knowledge needed to care forand ensure a healthy and active life for all householdmembers”(World Bank, 2013) (see Fig. 1.2).
FIGURE 1.2: NUTRITIONSECURITYFACTORS
Nutrition security goes beyond the traditional concept of food security (access, availability, stability and utilisation of food). It recognises that nutritional status is dependent on a wide array of factors, all of these being necessary conditions, while none of them alone is sufficient.
FOODSECURITY
HEALTHYENVIRONMENT
ADEQUATEEDUCATION
ADEQUATECARINGPRACTICES
HEALTHSECURITY
NUTRITIONSECURITY
Source: ACF (2014) “Nutrition Security Policy”
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1.2 UNDERSTANDING NUTRITION BUDGET ADVOCACY
Budgetadvocacyisthestructuredlobbyingoffiscalpoliciesbyanorganisationorgroupofpeople.Whenfocusedonnutrition,itisusedtolobbyfornutritiontobegivenfinancialpriorityinthenationalbudgetaryagenda.Itcanhaveseveralaims:
• Lobbyingformoreresourcestobeallocatedtonutrition
• Lobbyingfortransparencyandtheeffectivemanagementofresourcesallocatedtonutrition
• Lobbyingforgreaterfinancingaccountabilityforgovernmentsandtechnicalandfinancialpartners
• Influencingthenationalbudgetpolicy’sdecisionmakingprocess
Aswithalladvocacyinitiatives,nutritionbudgetadvocacyisbuiltonanevidencebasewhichsupportstheargumentsbeing presented. This iswhy budgets that have been allocated to nutrition by governments or its partnersmust beanalysedprior tostartingtheadvocacyprocess.Aseriesof lobbyingandcommunicationactivitiescanbedevelopedthroughouttheadvocacycampaigns.
BOX 1.2: BUDGETTERMINOLOGY
GOVERNMENT BUDGETRefers to the planning andauthorisation of governmentrevenue and expenditure overa calendar year. It is the mostimportant of all public policydocuments. It contains a collectionof accounts that outline all ofthe government’s and ministries’resources and expenses. Thegovernmentbudgetissetbyfinanceacts,votedoninParliament.
BUDGET PROCESSProcess whereby the governmentbudget isdrawnup,presentedandapproved by Parliament prior tobeing adopted by the Council ofMinisters,thenexecutedintheformofpublicexpenditure.
BUDGET LINESLines of a programme or projectthatdenotethebudgetbreakdownbasedonuseandsources.Thelinesare used to identify the amountsincludedinthekeyelementsofthebudget (for example: personnel,equipment, training, contracts,miscellaneous) by objective,durationandestimatedcost.
DRAFT BUDGET BILL (DBB)
Eachyear,thegovernmentpresentsthe draft budget for the followingyear. This contains, in one singledocument, all of the government’srevenueandexpenditure.TheDraftBudget Bill (DBB) indicates thenature, amount and deployment
of government resources andexpenditure, on the basis of aneconomic and financial balance. ItisconsideredandthenvotedonbyParliament.
INITIAL BUDGET ACT (IBA)
Isanordinarylaw,butadoptedusinga special voting procedure, whichsets,foragivenyear(knownasthefiscalyear),thenature,amountanddeployment of the government’sresources and expenditure. Thismust be voted on by Parliamentprior to the start of the fiscal yearinquestion.
BUDGET TRANSPARENCYDefined as the full disclosure, ina timely and systematic manner,of all relevant budget information.Transparency – the degree ofopennessrelatingtotheintentions,formulation and implementationof policies that are being pursued– is an essential element in goodgovernance.
AMENDING FINANCE ACT (AFA)
One or more Amending FinanceActs (AFA) can be passed. Theseamend the original finance act.Theirpurpose is to correctoriginalforecasts or significantly changefiscal policy during the fiscalyear (taking account of economicdevelopments or the course anewmajoritywants to takeafter apoliticalchangeover,etc.).
BUDGET CLASSIFICATIONIs a method of classifying revenueand budgetary expenditure(revenue,expenditure)bycategory,type, function or purpose. It is anumericalcodificationofbudgetarycontent
PARTICIPATORY BUDGET (PB)
Refers to a process of budgetplanning, delivery and monitoringthat places citizens at the heart ofdecisions.Itisthereforebasedonaprocessofparticipatorydemocracy.Theconceptofparticipatorybudgetconcept has its roots at a locallevel,where itwas first applied toenablecitizenstoearmarkaportionof their local authority’s budget,typically for investmentprojects. Itcanneverthelessbeconsideredatabroaderleveltogivecitizensgreatercontrolofthepublicresourcesthataregeneratedthroughtaxation.
CITIZENS’ BUDGETPresents the fundamental aims oftheFinanceAct. It summarises thekeyfiguresincludedinthisAct,andcitizens can use this to determinehow expenditure has been brokendowntofinancepublicservices,aswellastherevenuegeneratedfromdifferent sources. This documentalso enables citizens to monitorpublic expenditure and ascertainthe levels of budget deficit andpublic debt aswell as shifts in keymacro-economicindicators.
18NUTRITION BUDGET ADVOCACYHandbook for Civil Society
1.3 PREREQUISITES FOR CONDUCTING BUDGET ADVOCACY
When conducting budget advocacy, it is important to first research and improve knowledge of the different areasassociatedwithnutritionandthenationalbudget.Thisisallaboutcontactingtherightpeopleattherighttime.Thiswillhelpgainabetterunderstandingofbudgetarydecisionmaking.Thissectionoutlinestheareastofocuson.
UNDERSTANDING THE INSTITUTIONAL AND POLITICAL FRAMEWORK OF NUTRITION FINANCING
Tounderstandthecountry’slevelofcommitmenttonutrition,firstofallreviewthecountry’s/countries’strategicplan(multi-sectoral), ifsuchaplanexists,aswellasnationalnutritionstrategiesandplans inadditiontohealthplansand,potentially,plansfromothercontributingsectors.Thesedocumentswillprovidean ideaofthegovernment’s levelofcommitmenttonutrition.Whencarryingoutthisworkitisnecessarytoconsidertheimportanceofanapproachthatstrengthenssystems,i.e.healthsystemsoreducationsystems,sothattheyareabletoprovideuniversalandlong-termcoverfortheservicesattheheartofadvocacyplans.Afterthestrategicplanningphase,itisimportanttoestimatethecostsrequiredtodelivertheplan.
ESTIMATING THE COSTS TO DELIVER THE PLAN
Anationalnutritionplancostestimateneedstoreflecttheinvestmentsrequiredtorealisetheplan’sobjectives,delivertheinterventionsthatareplannedandachievethedesiredresults.Itmustreflectthestrategicobjectivesandnationalcommitments, contributions from each sector and compare previous and future interventions as well as availableresources.Itisproducedonthebasisofaninclusiveconsultationprocess(government,technicalandfinancialpartnersaretypicallyaskedtoparticipate).
Theplansneedtoserveasareferencepointwhendeliveringinterventions.
Thecostestimatediffersaccordingtotheobjectivessetoutintheplan.Moreambitiousobjectivesrequiremoredetailedandprotractedcostingmethods.Theplanswillthereforeneedtobebudgetedinmoredetail(oftenatsub-nationallevels).
A cost estimate for these plans can prove very useful if it contains the following elements:
• Awell-definedpopulationofthosepeoplewhoneedimprovedaccesstonutritionservices,primarilywomenandyoungchildren–aswellasapreciseestimateofthepopulationsizeandthecycleinwhichtheyusetheservices;
• Clarity as to thenational nutritionobjectives, in addition to reliable andup todateestimatesof thebaselinesituation(initial)andcurrentcoverandplannedinterventions;
• Adefinitionofmulti-stakeholderplatforms,deliverychannels,monitoringandperformancemanagementsystems;
• Reliableunitcoststodevelopinterventionsandmonitoringtoensurethattheinterventionshavebeendeliveredandcanbeaccessedby thosewhoneedthemmost (withdetailsonassumptionsandcalculationmethods forunderlyingcosts);
• Well justifiedcosts for themanagementof jointactionsby thevarious stakeholders– includingcoordination,multisectoralplanning,establishingcompletecosts,communicationsandadvocacy,systemcapacity-buildingandmanaginginformation;
• The costs of existing nutrition actions, including human resource costs and fixed costs, reflecting these ascontributionstowardsscaling-upactionplanstoprovideimprovedresults.
The budget analysis will then provide an estimate of the amount of budget and expenditure allocated to nutritionprogrammes.Theplan’scostestimatemustbecomparedtothebudgetsthathavebeenallocatedbythegovernment.Thisisdonetoidentifywhethertheexpenditureistooloworiftheplan’sdeliveryisincorrect.Itisnecessarytoidentifywhetherthegovernment’sbudgetsmatchtheprioritiessetoutintheplans.Identifyinggapsintheplan’sdeliveryoftenhelpstohighlighttheimportanceofaligningtheplanwiththecountry’sbudgetlines.
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UNDERSTANDING THE BUDGET CYCLE
Thebudgetcycle(seeFig.1.3)isaprocessthatgenerallytakesplaceoveraperiodofoneyearandinvolves
• theFinanceMinistryascoordinatingministry,inadditiontootherdeliveryministries(health,agriculture,education,socialsecurity,etc.),
• theCouncilofMinisters(Cabinet)andParliamentaslegislativebody.
FIGURE 1.3: THEBUDGETCYCLE
Policyreview
Costestimation
Strategicplanning
Settingpriorities
Accountsandmonitoring
Auditandevaluation
Executingthebudget
Budgetformulation
Priortopreparingthebudget,thegovernmentconductsapolicyreview,carriesoutstrategicplanning,estimatescostsandsetspriorities.
THE KEY STAGES OF BUDGET PREPARATION
FORMULATIONThebudgetisformulatedbytheexecutive.ItisfirstlypreparedbytheFinanceMinistry,usuallybythebudgetoffice.Itisbasedonnationalforecastsforeconomicgrowth,inflationanddemographicchangesaswellastheadministration’spolicypriorities(suchasincreasingorreducingtaxorincreasingexpenditureonpriorityprogrammes).Budgetformulationenablesthegovernmenttoenactitsfiscalpolicyandprioritisebudgetallocations.
ENACTMENTTheDraftBudgetBill (DBB) is presented and adopted in theCouncil ofMinisters (Cabinet) prior to beingdiscussedin Parliament (National Assembly and Senate, if it exists). TheNational Assembly and Senate’s Finance and BudgetCommitteereviewthetextfirst.TheDBBisthendebatedandapproved(oftenafterchangeshavebeenmadethroughamendments)andtypicallycomesintoforceon1Januarythefollowingyear.Thisstagecanincludepublichearingsandenablesinformationtobesharedthatcanbeaccessedbythegeneralpublic.
EXECUTIONWhenthebudgetisdelivered,fundsarespentandexpenditureismonitoredtoensurethatitmatchesplannedallocations(very often, fund allocations are ignored). Delivery involves ministries, departments and institutions and even non-governmentalactorsandcivilsocietyorganisations.
AUDITAnindependentauditshouldbecarriedoutbytheAuditorGeneral,theCourtofAuditorsoranybodyqualifiedtocheckthatthebudgethasbeeneffectivelydeliveredandcomplieswithplannedallocations.TheAuditorGeneralandtheCourtofAuditorAuditChamberarealsousuallyinvolvedinthisstage.Parliamentisalsoinvolvedbecauseitpublishesandexaminestheauditreport.
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UNDERSTANDING THE BUDGET TIMETABLE
UnderstandingwhenbudgetformulationtakesplaceiscrucialsothatbudgetdiscussionsinParliamentforthecomingyearcanbeinfluenced.ThesediscussionsareusuallyheldbetweenthemonthsofSeptember and November,butthisvariesfromonecountrytothenext.Thekeydatesforbudgetadvocacyarethefollowing:
• Thereleaseofthefirstdraftbudget,andaccessingthissoanadvocacystrategycanbeprepared.
• Ministerialandinter-ministerialmeetings,andaccessingtheminutesofthese.
• Thecut-offdatefortablingbudgetamendmentsandamendmentrules.
BOX 1.3: GAININGATHOROUGHUNDERSTANDINGOFTHEBUDGETTIMETABLEFORGREATERIMPACT
To know when and how to influence key decision-makers, the following are necessary:
• Knowledgeofwhenthefirstdraftbudgetwillbeaccessible,soanadvocacystrategycanthenbeprepared
• Awareness of ministerial and inter-ministerial meetings for accessing officialmeetingreports
• Awarenessofthecut-offdatefortablingamendments
SPECIFIC TRAINING FOR STAKEHOLDERS
Budget advocacy preparation requires a technical understanding of certain concepts. Budget advocacy training isthereforeessentialbeforelaunchingabudgetadvocacycampaign.Thistrainingneedstobeforthosemembersofcivilsocietywhowilldelivertheadvocacyandforstrategicpartners(journalists,forexample) involvedintheadvocacy. Itmustbedeliveredbyamulti-disciplinaryteamwithagoodunderstandingofthecountryorcountries’budgetstructureandbudget/advocacyprocesses.
PERFORMING A STRENGTHS, WEAKNESSES, OPPORTUNITIES, THREATS (SWOT) ANALYSIS ON THE STRUCTURE
TheSWOTanalysis,oftenreferredtoasa“strategicanalysis”,isatoolusedtoassesstheinternalandexternalfactorsthatcanhelp,orhinder,nutritionbudgetadvocacywork.ItinvolvesidentifyingtheStrengths,Weaknesses,OpportunitiesandThreats(SWOT)associatedwiththeadvocacycampaign(seeBox1.4).
TheSWOTanalysisisastrategicdiagnosisphaseusedtobuildanutritionadvocacystrategybasedonbudgetanalysis1. Onthebasisofthreatsandopportunitiesthathavebeenidentified,inadditiontoanyweaknessesandstrengths,“you can select the most appropriate advocacy tactics”2,forexample,face-to-facelobbying,workingwithpartners,talkingtothemedia,etc.
• The strengthsareinternalfactorsthatcanbeparticularlyimportantforbudgetadvocacy,suchashuman,physicalorfinancialresources,accesstorelevantauthorities,easewithwhichthemediacanbeaccessed,orlegitimacytodelivertheadvocacy.
• The weaknessesareinternalfactorsthatcanrenderbudgetadvocacyactionslesseffective.Thesecouldbealackofphysicaland/orfinancialcapacitytoproperlyconductthebudgetadvocacy,alackofcommunicationorcontactwiththeappropriatehumanresources.
1 - UNICEF. Advocacy toolkit: A guide to influencing decisions that improve children’s lives. 2010. Available at: <https://www.unicef.org/evalua-tion/files/Advocacy_Toolkit.pdf>2 - EU Alliance for Investing in Children. Advocacy toolkit. 2014. Available at: <http://www.alliance4investinginchildren.eu/wp-content/uploads/2015/03/TOOLKIT_br.pdf>.
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• The opportunitiesareusuallyexternalfactors,suchaselementsofsocietythatcanhelpwithadvocacy.Fortheadvocacyprocess,itiscrucialtodrawupacalendarofopportunities,updatedonaregularbasis.Inthisway,acountry’scommitmenttoimproveitsnutritionprogramming,madeduringahigh-levelsummitcan,forexample,beanopportunitytolobbyforanincreaseinthebudgetallocatedtonutrition.
• The threatsareexternal factorsthatareoutsidedirectcontrolandcanhaveanegative impactonthebudgetadvocacybeingdelivered,andcansometimesjeopardizeachievementoftheobjective.Forexample,thiscouldinvolvethewithdrawalofpartners,achangeingovernment,ahostilesocialenvironmentoranationalcrisis.Alackofbudgettransparencyisanotherfactorthatcanhaveanegativeimpactonabudgetadvocacystrategy.
BOX 1.4: EXAMPLEOFASWOTANALYSISCARRIEDOUTBYTHECIVILSOCIETYORGANISATIONSUNSENEGALDURINGATRAININGONBUDGETMONITORING
STRENGTHS• Experienceofcertainmembersoftheplatformintermsofadvocacyandbudgetmonitoring• Existenceofadynamicfunctionalmulti-partyoverarchingframework• Expertiseinthefieldofnutrition• Existingadvocacystrategy• SupportandrecognitionofFTPsandgovernmentbodies
WEAKNESSES • Poorfinancialresources• Poortechnicalskillsinnutritionbudgetadvocacy• Low level of ownership in terms of texts and guidance documents by politicians andmanagement of publicfinances
• Lackofcontactwithsectorsconnectedtonutritionandwiththefinanceministry
OPPORTUNITIES• Implementingtheharmonisedmanagementframeworkforpublicfinances• Existenceofanutritiondevelopmentpolicydocument• Existenceofnutritionfocalpointsindifferentsectors• Existenceofamulti-partybudgetmonitoringframework• Processtodraftthenutritionmultisectoralstrategicplan• ExistenceofpeoplewhocanpotentiallybedeployedinParliament• Existenceofanutritiondonorsplatform• Senegal’smembershipoftheworldwideSUNmovement
THREATS• Dependenceonexternalresources• Civilservantmobility(decision-makers,etc.)• Lackofvisibilityinthebudgetsofsectoralnutrition-relatedministries
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1.4 UNDERSTANDING THE BUDGET PROCESS
Thebudgetprocessfocusesonevents,activitiesandtasksconnectedtothebudgetcyclethatdeterminetheresourceandexpenditureforecastsrequiredtodeliverthegovernment’sobjectivesoveroneyear.Thebudgetcycleisafour-stageprocess:formulation,enactment,execution,audit.
IntheWestAfricanEconomicandMonetaryUnionzone(WAEMU),Finance Act Directive N° 6/2009/CM/UEMOA of26June2009hasbeenimplementedinWAEMUcountries,throughtheadoptionoftheOrganicLawrelatingtoFinanceActs(OLFA).ThisActlaysdowntherulesregardingthecontent,drafting,presentation,enactment,executionandauditofthebudget,alsoknownastheFinanceAct.
THE BUDGET TIMETABLE AND INSTITUTIONS INVOLVED (EXAMPLE OF SENEGAL)
Thebudgettimetablespanstheentireyearandissetbydecree(seeFig.1.4).ItbeginsoneyearbeforethebudgetisimplementedandintheWAEMUzoneusuallyfollowsthefollowingtimetable:
1 FEBRUARY – MARCH Workbegins toprepare thebudget, carriedoutby relevantdepartmentswithin thefinanceministry.Themacro-economic framework is drafted by the Ministry of the Economy and Finance via the Department of EconomicForecastingandResearch(DEFR),andtheframeworkissenttotheBudgetDepartment(BD)andtotheDepartmentofEconomicandFinancialCooperation(DEFC).
2 APRIL Sector-specificindicativeallocations(envelopes)areagreed.TheFinanceMinistrydistributesthecircularthat laysdownthebudgetpreparation’spracticaldetailsandthetimetableforbudgetmeetings.Itdraftsthebudgetframeworkletterandsendsthesedifferentdocumentstothespendingministriesalongwiththemacro-economicframework.Budgetallocationsareclearlystated.
Afterthisstage,budgetmeetingsareheldbetweentheFinanceMinistryandspendinginstitutionsandministries.ThisiswhentheyjointlyreviewperformancereportsfromyearN-1,thedraftbudgetanditsunderlyingsector-specificstrategy.Budgetre-evaluationsarepassedandanotificationofnewmeasuresbytitleisissued.
3 JUNE TheBudgetaryOrientationDebate(BOD)isheldandrevenueprojectionsarefinalised.ThisdebateisorganisedbythefinanceministerandParliamentbeforethe30Juneeachyear.Itisbasedonkeyeconomicandsocialguidelines,budgetpolicyguidelines,etc.
4 JULY – SEPTEMBER ThedraftbudgetisadoptedintheCouncilofMinistersinthesecondhalfofSeptemberandtabledintheassembly,alongwiththeannualperformanceproject.Thisoccursnolaterthanthefirstdayoftheordinarysession.
5 OCTOBER – DECEMBER Thebudgetisadoptedafterbeingreviewedincommitteeandinplenarysession.Theinitialfinanceactisenactedandpublishednolaterthan31December.
6 JANUARY YEAR (N) Thisisthebudgetexecutionphase,withtheproductionofthemonthly,quarterlyandannualfinancialtransactionstable,quarterlyreportsandtheAmendingFinanceActeachtimetheoriginalActisamended.
7 JANUARY YEAR (N+1) Oncethebudgethasbeenimplemented,thebudgetexecutionprocessbeginsinJanuaryofthefollowingyear.AnauditreportanddischargebillareissuedbytheCourtofAuditors.Thisisadefinitivestatementofannualfinancialmanagementandisthecornerstoneofparliamentarycontrolintotheexecutive’simplementationofthebudget
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FIGURE 1.4: ABUDGETTIMETABLE
JANUARY
Budgetformulatedbytheexecutive
DBBpublishedDebateandadoptionbyParliament(NAandSenate)
DBBfinalised
SEPT. DEC.
Meetingwiththedifferentministriesandtheministry
responsibleforthebudget
Round table withmembersofparliament
(raisingawareness)
EngagementwiththegeneralpublicandmediauponreleaseoftheDBBandparliamentary
debatesbegin
Media reaction duringthebudget
vote
The advocacy actions that can be carried out at each stage of the timetable are set out in section 3.3 of the next chapter.
BUDGET CLASSIFICATION
BUDGET CLASSIFICATION DEFINITIONBudgetclassificationisamethodofclassifyingrevenueandbudgetaryexpenditure(revenue,expenditure)bycategory,nature,functionorpurpose.Itisanumericalcodingofbudgetarycontent.Theclassificationisdynamicandcanbeamendedandimprovedbasedonthelessonslearnedfrombudgetarypractice,butalsochangestotheadministrativeset-up,fiscallegislation,etc.ItislaiddownintheOrganicLawrelatingtoFinanceActs(OLFA)andbyapresidentialdecree.(1) as an appendix: Senegal: decree No. 2012- 673 of 4 July 2012 – Burkina Faso: 2016 -600/PRES/PM/MINEFID of 8 July 2016.
PURPOSE OF THE CLASSIFICATIONBudgetclassificationisessentiallythecodingofrevenueandexpenditure.Thepurposeis:• Toensurethatbudgetcomponentsareclearlyidentified• Tomakeiteasierforactorsanduserstounderstandthebudget• To ensure that the budget is properly prepared, to ensure that budget transactions can be tracked and aretransparentandthataccountscanbepresentedinasimplefashion
• Tomakeiteasytoobtainandusebudgetstatistics• Toprovideavariedanddetailedbudgetanalysis
BUDGET CLASSIFICATION CONTENTThecontentofthebudgetclassificationvariesdependingonwhetheritrelatestorevenueorexpenditure.
REVENUE CODING
- Title:onedigit(0),forallgeneralBudgetrevenue
- Article: 2digits.Revenuecategory- Paragraph: 1digit.Specifiestheeconomicnatureoftherevenuewithineachcategory
- Line: 1 digit.Furtherdefinestheeconomicnatureoftheexpenditure.
- Category: twodigitsforeachtypeofrevenue
EXPENDITURE CODING
- Section:2digits.IdentifiestheMinistryorInstitution.- Title: 1digit.Indicatesthenatureoftheexpenditure,forexample“Title2”forpersonnelexpenditure.
- Chapter: 11digits.Indicatesthefunctionalcodeandadministrativecode
- Article: 2digits.Identifiestheexpenditure’seconomicnature;referstothegovernment’smainchartofaccounts.
- Paragraph:1digit.Specifiestheeconomicnatureoftheexpendituresetoutinthearticle.
- Line:1digit.Furtherdefinestheeconomicnatureoftheexpenditure.
ClassificationbynatureofexpenditureisachievedusingacombinationoftheTitle,Article,ParagraphandLine.Example: 3 62 1 1 (Title 3 = operating expenditure, Article 62 = purchase of goods and services, Paragraph 1 = supplies,Line 1 = office supplies).Aclassificationbypurposealsoexists.ThisisachievedusingacombinationoftheSectionandChapterandthereforecontains13digits.
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2DEVELOPING A BUDGET ADVOCACY STRATEGY
2.1 WHAT DOES AN EFFECTIVE BUDGET ADVOCACY STRATEGY LOOK LIKE?
2.2 DEVELOPING AN ADVOCACY STRATEGY
2.3 FORMULATION
2.4 DELIVERY
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THIS CHAPTER CONTAINS
• DEVELOPING A BUDGET ADVOCACY STRATEGY AND SITUATIONAL ANALYSIS TOOLS
• FORMULATING BUDGET ADVOCACY OBJECTIVES, MESSAGES, TARGETS, SUPPORTERS, ACTIVITIES AND TACTICS
• IMPLEMENTING THE BUDGET ADVOCACY STRATEGY
• BUDGET ADVOCACY STRATEGY MONITORING AND EVALUATION
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2.1 WHAT DOES AN EFFECTIVE BUDGET ADVOCACY STRATEGY LOOK LIKE?
Whenputtingtogetherabudgetadvocacystrategy,coordinatingarigorousandprofessionalapproachthatcombineskeyactionsinasmartwaytoachieveachangegoalisimportant.
Thisensuresthattheplansare“thorough, commonly understood and adequately resourced before beginning advocacy work on a specific issue.” (page 11, toolkit). This documentmay contain budget objectives alone ormay be inserted into abroaderstrategythattacklesadditionaltopics.
However,buildinganadvocacystrategyremainsthesamenomatterwhichadvocacytopicisinvolved.Thereare4keyphases:development,formulation,deliveryandmonitoringandevaluation(seeFig.2.1).Eachofthesestagesmustbeworkedthrough,therefore,whendefiningabudgetadvocacystrategy.
Inthedevelopmentstage,athoroughanalysisofthesituationiscarriedouttoproperlyidentifytheproblem,itscausesandconsequence.Intheformulationstage,advocacyobjectivesaredefined,targetsandsupportersagreedupon,actionsidentified,messagesdefinedandadvocacytacticsandbudgetforecastsagreed.Inthedeliveryphase,advocacymaterialisproducedandactivitiesarecarriedout.Inthemonitoringandevaluationphase,activitiesaremonitoredandtheresultsachievedareevaluated.Anypotentialcorrectiveactionsrequiredtoachievethedesiredchangecanthenbeproposed.ThisprocessissummarisedinChart2.
FIGURE 2.1: THEPHASESOFANADVOCACYSTRATEGY
BUDGET DEVELOPMENT AND ANALYSIS
• Situation analysis (context, information on the problem, itscauses,consequences,solutions)
• Budgetanalysis
DELIVERY • Productionofadvocacymaterial• Executionofplannedadvocacyactivitieswithsupporters
MONITORING AND EVALUATION
• Monitoringactivitiesthathavebeencarriedoutandresultsthathavebeenachieved
• Assessmentofresultsthathavebeenachieved
FORMULATION
• Advocacyobjectives• Agreementontargetsandsupporters• Identificationoftactics/activities• Formulationofadvocacyrationale/messages• Budgetforecasts
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2.2 DEVELOPING AN ADVOCACY STRATEGY
Theneedtodevelopanadvocacystrategyusuallyarisesduetoaproblemaffectingagroupofbeneficiaries.Toresolvethisissue,adecisionmustbetakenbyapolitical,economicorlegalauthority.Theseproblemscanarisefollowingthecreationofanewpolicy/law,orafterthesehavebeenimplementedor,conversely,duetoa lackofpolicydirectives/documentsorlaws.Someauthorsbelievethatadvocacyissuescancomefromthefieldandtaketheformofarequestfromacommunityorpartnerorganisation.Issuescanbeidentifiedwhileanorganisationisintheprocessofdeliveringactivities.Alternatively, theycanbetheresultofpoliticalprocessesandthedesire is tominimisethe impactofsuchprocessesoncommunities.Finally,theycanbetheconsequencesofacrisis(political,food-related).
Theanalysismustthereforeproperlyidentifytheproblem,anditscausesandconsequences,aswellaspinpointsolutionsthatcanaddresstheproblem.Thebudgetelementmustbeclearlyidentifiedasanissuesothatsolutionstoaddressthiscanbeproposedandactiontakenduringtheadvocacy.
CONTEXTUAL AND PROBLEM ANALYSIS
Inanyadvocacyapproach,contextualanalysisoffersanunderstandingoftheworkingenvironmentidentifiespotentialblockagesandhelpstoprovidearesponsetothechangebeingenvisaged.
Inthispart,itisimportanttoworkonthebasisofsolidandrecentevidence(studies,nationalsurveys,officialstatistics).Itisalsocrucialtospeaktopeoplewithcomplementaryprofilestomakesurethatthefullscopeoftheproblemhasbeencorrectlyidentified.Furthermore,teamsshouldfindoutwhichotheractorsarealreadyworkingonhealthornutritionbudgetanalyses,andonbudgetanalysesinotherfields.Thisistoensurethateffortsarenotduplicatedorpartieswhocouldjoinabudgetadvocacycoalitionareidentified.WithcountriesthathavejoinedtheSUNmovement,itisimportanttofindoutwhetheraSUNcivilsocietyallianceexistsandisalreadyworkinginthisfield.
Severaltoolscanbeusedtoprovideanin-depthanalysisoftheproblem.Twoofthesearerecommended:theproblemtreeandtheanalysisframeworkusingthe6pillarsofthehealthsystem.Thesetoolswillhelpto identifythevariousproblemsthatexist,includingthoselinkedtonutritionfinancing.
THE PROBLEM TREE
Intheproblemtree(Fig.2.2),thebottomlevelfocusesonthecausesoftheproblem.Theeasiestandmostexhaustivewayofidentifyingpotentialcausesistoaskthequestion “but why”,foreverycauseidentified.Thetrunkrepresentstheproblem,andthe leavestheeffects.Thisseriesofquestionshelpsto identifythescopeofthecountry’smalnutritionproblem.Theanswerstothesequestionswillbeusefulwhenitcomestopreparingthebudgetadvocacyrationale.
HereisanillustrativeexampleofpartofaproblemtreeproducedinBurkinaFasoforananalysisintothekeycausesofmalnutritioninanarea200kmfromthecapital.Thistree(seeChart3)highlightsseveralnutritionfinancingproblems.Butthedatainthisanalysishelpedtheteamtodeliveradecentralisedadvocacy,withabudgetallocationtargetinghigh-impactinterventionsthatwouldresolvethezone’smalnutritionproblem.
THE SOLUTION TREE
Aftercompletingtheproblemtree,asolutiontreeneedstobeproducedtodecidewhichactivitiescouldresolvetheproblemthathasbeenidentified(Fig.2.3).Aspartofthebudgetadvocacyinthisparticulararea,theproblemandsolutiontreecontenthasbeenusedtoinfluencebudgetfinancingwithafocusonhigh-impactinterventions.
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FIGURE 2.2: EXAMPLEOFAPROBLEMTREE
Lowlevelsoflandaccessforwomen
Poor access to credit
Insufficientconsumptioninqualityandquantity
MALNUTRITION
Lowproductionoffoodstuffs
LowaccesstofoodstuffsPoorharvestmanagement(wastingtheharvest)
Lack of financial resources
Lowlevelsofagriculturalmodernisation
ClimacticvariationsPoor access to revenue
generating activities
Lowfoodavailability
FIGURE 2.3: ILLUSTRATIVEEXAMPLEOFASOLUTIONTREE
Improvingaccesstofoodstuffs
Promotinghighlynutritiousfoodforconsumption
Communitysupporttoorganisemarketstoimprovefoodavailability
Trainingpeasantsmallholderstomanage
harveststocks
Financing small businesses
Supportingcommunitieswithinputsandseedstoincreasefoodstuff
production
Revenue generating activities
Trainingcommunitiestopreventandhandle
climateshocks
Subsidiesformodernfarmingequipment
Micro-credit for communities
Advocacytoencouragetheauthoritiesto
distributelandtowomen
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ANALYSIS FRAMEWORK USING THE 6 PILLARS OF THE HEALTH SYSTEM
Withahealth-systemrelatedbudgetproblem,ananalysiscanbecarriedoutusingthe6keypillars,i.e.governance/politicalframework,financing,humanresources,supply,careservicesandinformationsystem.
Thismethodisknownasananalysisframework(Table2.1).Itrepresentsonespecificaspectofthefinancingissueandfeedsintothebudgetadvocacy.Whenanalysingtheotherpillars,itiscrucialtomakelinkstobudgetingproblems.Intermsofhumanresources,forexample,identifyingtheneedforadditionalwell-qualifiedandwell-trainedstaffmeansthatthecurrentfinancingplanscanbecheckedtoseewhethertheyhavebeenadequatelyfunded.
TABLE 2.1: HEALTHSYSTEMANALYSISFRAMEWORK
Pillar POTENTIAL BOTTLENECKSADVOCACY OR POLICY SOLUTION
(EXAMPLES, COMPLETE WITH TECHNICAL WORK)
GOVERNANCE AND POLICY FRAMEWORK
• Policyplansnon-existentorout-of-date,flawed,ornotimplemented
• Lowinstitutionalcapacityandlackofcoordination
• Askthegovernmenttocreate/reviewitspolicies,plans
• Requestthecreationofaninclusiveandlight-touchcoordinatingbody
• Askthegovernmenttofindlong-termsolutionstofundthecoordinatingbody
FINANCE
• Funding requirements not quantified
• Lack of national and international budget allocated to health and nutrition
• Request or conduct an assessment of the national nutrition policy’s needs/costs
• Request the creation of a budget line for nutrition at Ministry of Health level or request greater transparency in terms of the way nutrition financing is managed
HUMAN RESOURCES
• Quantityanddistribution/geographicneeds
• Quality:insufficienttrainingandskills,poorreputation
• Requestareviewofthehealthhumanresourcespolicy
• Requestthecreationofnewtrainingschoolsforhealthworkers,revisionofthehealthworkers’trainingcurriculumtoincludenutrition
• Requestthedevelopmentoffinancingplansforthesetrainingschools
SUPPLY
• Lowavailabilityofmedicines,lackofcertainmedicinesorproductsonthelistofessentialitemsorinthenationaldistributionsystem.
• Purchasinganddistributionbudgetisinsufficient,lackofinformationonstocklevels,etc.
• Changetheproductstatus,includeitinthenationaldistributionsystem
• Requestthecreationofabudgetlineforanessentialproduct.
CARE SERVICES
• Poorcoverandaccess • Askthegovernmenttoadoptafreeprimaryhealthcarepolicy
• Askthegovernmenttoguaranteethelong-termfinancingofthisfreehealthcarepolicy
INFORMATION SYSTEMS
• Poorqualityofdatatrackingandcollection
• Non-integrationofnutritioninformationinplanningatdistrictlevel
• Requestanoverhaulofthenationalhealthinformationsystem
• Checkwhetherexistingresourcescancoveranoverhaulofthehealthinformationsystem
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2.3 FORMULATION
Thisstageiswhentheadvocacystrategybeginstobewrittenandthekeystagesincludepreparingobjectives(Fig.2.4),decidingontargetsandsupporters,keymessages,activities,tacticsandbudget.Theessentialstagesinthisprocessareoutlinedinthefollowingpages.
FORMULATING SMART CHANGE GOALS
Inanyadvocacyapproach,contextualanalysisoffersanunderstandingoftheworkingenvironmentidentifiespotentialblockagesandhelpstoprovidearesponsetothechangebeingenvisaged.
Inthispart,itisimportanttoworkonthebasisofsolidandrecentevidence(studies,nationalsurveys,officialstatistics).Itisalso.
FIGURE 2.4: ILLUSTRATIVEEXAMPLEOFTHEOBJECTIVEPREPARATIONPROCESS
PROBLEMPROBLEM
PROBLEM
OBJECTIVE
Aswithanyprojectorstrategy,thebudgetadvocacyobjectivesneedtobeSMART(specific,measurable,achievable,relevantandtime-bound).Itisimportantnottoforgetthattheenvisagedpolicychangeisnotthefocusoftheadvocacyaction.Thefocusisthedirectimpactonthelivingconditionsofthecommunitiesandpopulationsbeingchampioned.
The following aspects are usually included in an advocacy objective: the envisaged change, the date this change isexpected,andwhoistoinstigatethischange.Thefollowingquestionsneedtobeasked:
• What? What change is envisaged?
• How? What solution is being proposed?
• Who? Who can effect the change?
• When? What is the timescale?
EXAMPLE OF BUDGET ADVOCACY OBJECTIVES
1 The health development plan prepared in October 2018 by the Ministry for Health includes a specific nutrition programme and a dedicated budget
2 Between now and 2020, the Finance Ministry will be allocating 15% of the national budget to the health sector, in line with commitments made in Abuja
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IDENTIFYING STRATEGIC SUPPORTERS AND DEFINING TARGETS
Whenmovingintothisstage,itisimportanttobeginbyanalysingallofthestakeholdersinvolvedintheproblembeingaddressed.Thiswillhelptodeterminewhothekeyactorsare,theirattitudestotheproblem,theirmotivationandtheinfluencetheyhavetoachievetheenvisagedchange.Severalmatricescanbeusedforpowermapping.Theexampleusedinthissectionisoneofthesimplerversions(Fig.2.5).
FIGURE 2.5: RELATIONSHIPBETWEENPOORWASHANDCHILDUNDERNUTRITION
INFL
UEN
CE/P
OW
ER
INTEREST/SUPPORT
WEAK AVERAGE STRONG
AVER
AGE
STRO
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EconomicandSocialCouncil
FinanceMinister
Agra-foodbusinesses
Localmedia
YouthParliament
Parliament
HumanRightsgroups
Religiouscommunities
FirstLady
OCHA
FAO
UNICEF
CivilSocietyOrganisations
EuropeanUnion
ECHO
Whenthisanalysishasbeencarriedout,thosewithweakdecision-makingpowerandlittlecommitmenttothecausebeingsupported,areofnointerest.Forthesakeofefficiency,adecisioncanbetakentocarryoutnoactionforthem.However,thosewithpowerandanaverageorhighlevelofinterestneedtobeincludedastargetsorsupporters.Thosewhoareinfavourofchange,orwhohavesharedinterests,canbesupportersandhelptoplantheadvocacystrategy.
Targets are thosepeoplewith the power to deliver change.Alongside themain target, secondary targets should beidentified.Thesearepeoplewhooperatearoundandexertaninfluenceonthetarget.
EXAMPLE
If the goal is to have the Finance Ministry apportion 15% of the health budget between now and 2020, in line with Abuja commitments, the main target will be the finance minister. Secondary targets could be the finance minister’s
technical advisors, his/her private secretary or the prime minister, members of parliament, technical and financial partners (donors), and ministers from other sectors or from the department of nutrition.
Makefulluseofinformalnetworkstoreachtargets.Forexample,thefirstladyortheNationalAssemblypresident’swifecouldbecontactedtoencouragethetargettoadoptamoreattentivelisteningapproach.
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IDENTIFYING TACTICS AND ACTIVITIES AND FORMULATING A BUDGET
Budgetadvocacycaninvolveawiderangeoftacticsandtypesofaction.Butthesetacticsareidentifiedfromananalysisofthecontextandtheobjectivesbeingpursued.How can the decision to effect change be secured? Should a cooperative, persuasive or confrontational approach be employed?
Whentacticsarebeingchosen,themostrelevantactivitiestobedevelopedcanalsobeidentified,whileremainingfullyawareofthepotentialrisksthatthesemayinvolve.Acalendarofinfluenceopportunitiesmustalsobedevelopedandreferredtowhenactivitiesarebeingidentified.
Tacticscanbecategorisedintofourgroups:research/expertise;communication/media;lobbyingandpublicengagement(seeFig.2.6).
Large budgets are not required to deliver an advocacy strategy.Most activities call for amore intellectual form ofcontribution.Itisthereforeimportanttonotonlyassessthecostsofthevariousactivities,butalsotoassesstheamountsofhuman resource support required.Remember that tofine-tunebudgetdetails, advice canbe sought fromfinancemanagersfromtheorganisationinvolvedinthebudgetadvocacyprocess.
FIGURE 2.6: RELATIONSHIPBETWEENPOORWASHANDCHILDUNDERNUTRITION
Budget advocacy is carried out to have the government and local authorities allocate financial resources to nutrition and food security to cover at least 80% of requirements between now and 2020.
EXPERTISE/RESEARCH
• Studyonnutritionandfoodsecurityfinancing• Workshopsfocusingontheanalysisandmonitoringofbudgetsallocatedtonutritionandfoodsecurity
• Trainingmembersofcivilsocietyonhowtoanalysenutritionandfoodsecuritypolicybudgets
• Draftinganddisseminatingthepolicymemorandumandinformationmemorandumonnutritionandfoodsecurityfinancing
LOBBYING• Lobbytheprimeminister,financeminister,Parliamentandlocalelectedrepresentatives
COMMUNICATION/MEDIA
• OrganisinganutritionfinancingTVdebate• Pressrelease
PUBLIC ENGAGEMENT
• Regionalcaravansandnationalandregionalinformationandawarenessraisingforaonnutritionandtheimportanceofallocatingsufficientnationalbudget
• Organisingapetitiontohavenutritionincludedasaprioritybudgetline
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TABLE 2.2: EXAMPLEOFACTIVITIESTHATLINKUPWITHTHEBUDGETTIMETABLE
The budget advocacy approach can be adapted to link up with the budget timetable, outlined on section 1.4. The following are a selection of activities that can be carried out when the budget is being formulated, disseminated, adopted, executed and audited.
Budget phase
RESEARCH/EXPERTISE COMMUNICATION LOBBYING
PUBLIC ENGAGEMENT
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• Nutritionbudgetresearch/analysis
• Positionpaperontheimportanceofspecificnutritionbudgetsandbudgetproposaloninnovativefinancing
• Pressarticletodisseminateconclusionsfromthebudgetanalysisandtheproposaloninnovativefinancing
• InformationsenttotheMinistryforHealthandMinistryforAgricultureonthebudgetinquestion,requestingthatthisispromotedduringinterministerialdiscussions
• Roundtablewithparliamentarianstoraiseawarenessoftheneedforinnovativefinancingfornutrition
• Identificationofnationalchampionstohelpconducttheadvocacy.
ENA
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• Citizens’budgetdocumentanalysedbybudgettransparencyspecialists
• Pressreleaseandarticlesonthebudgetprocesstoraisepublicawarenessoftheongoingprocessandhighlighttheimportanceofincludingnutritioninthehealthbudget.
• Articlewithtestimonialsfromworkersfromthedifferentsectorsontheimportanceofallocatinggreaterresources
• Lobbyingofmembersofparliamentwithregardtothedraftfinancebillandtheanalysisoffundsallocatedtonutrition
• Socialnetworksusedbycitizensareemployedtoputpressureonthegovernmentandparliamentarians
• Directdialoguebetweencitizensandmembersofparliamenttohighlighttheinterestinsocialbudgets(health,nutrition,education,etc.)
EXEC
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• Creationofapublicbudgetsanalysisandmonitoringframework
• Establishmentofabudgetanalysisandmonitoringcitizens’group
• Publicationofweeklyreportsfromthebudgetanalysisandmonitoringcitizens’group
AU
DIT
• Studyintothebudget’simpactonbeneficiaries
• Budgetdeliveryrecommendations
• Citizens’audit
• Recommendationscommunicatedthroughthepress
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FORMULATING ADVOCACY MESSAGING
Noadvocacycanbecarriedoutwithoutfirstdevelopingmessaging.It isthefoundationofanyadvocacywork.Tobeunderstood, thismessagingneedstobesimplyandclearlypresentedandmustcontainsolidevidence. Itcancontaintestimonialsandneedstobepersuasiveandengaging(Fig.2.7).Itmustbetargetedandtailoredtothedecisionmakerbeingaddressed.Takeabudgetadvocacywhoseaimistoaddanutritionline,forexample.Themessagingaimedatthefinanceministermustdifferfromthataimedatthepresidentofthenationalassembly.
Hereissomeadviceonhowtodraftadvocacymessages.
FIGURE 2.7: ADVICEONMESSAGEFORMULATION
ENCOURAGE ACTION
PERSUADE
MOTIVATE
INFORM
Refertotherequestedaction
Askforstatistics,actualtestimonials:address the cause
Encouragepeopletolistentoyourmessage
Moveandaddressfeelings,shockoccasionally
Outlinethefacts
2.4 DELIVERY
Thisistheadvocacystrategy’soperationalphase.Materialisproducedthensenttotargetsandpartners,andadvocacymeetingsareheld.Duringthisphase, it is importanttokeepaneyeonnationalpoliticaldevelopmentsaswellasanydecisionstakenbythegovernment.Activitiesandmessagescanthenbeadjustedaccordingly.
BOX 2.1: HOWTOHOLDASUCCESSFULADVOCACYMEETING
• Whyareyoumeetingthesepeopleatthisparticularpointintime?• Whoareyoumeeting?(Theirareasofinterest,concerns,etc.)• Whatoutcomeareyouexpectingtoachieve?(Information,influencetheirposition,updatethem?)• Ifyouareagroup,whichpointswillberaisedbywhom?Whattimewillbeallocated?• Whatfollow-upisplannedafterthemeeting?• Haveyouputtogetheranyanswerstoissuesofinteresttothoseyouaremeeting?• Readthenewspapertofindoutifthereareanynewsstorieslinkedtoyouradvocacytopic.Thiscanbeusedwhenspeakingtoyourtarget
When delivering budget advocacy, finance bill debates need to bemonitored, aswell as any readjustments that areproposed,andsupportersmustbespokentoonaregularbasis.
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2.5 MONITORING AND EVALUATION
Monitoringandevaluationarecrucialelementsofanyadvocacyplan.Indicatorsandsourcesthatcanbeusedtoverifytheresultsofactivitiesthathavebeendeliveredmustbeidentifiedfromtheoutset.Resultsthatareachievedastheplanprogressescanthenbecapitalisedon,andchangessuggestedtosteertheworktowardsthechangegoal.
Aswiththemonitoringandevaluationofotherprojects,itisimportanttoknowattheoutsetwherethebudgetadvocacysitsinrelationtothetheoryofchange.
Thiswillhelptoconceptualise,andthenevaluate,howthebudgetadvocacycontributestolong-termchangegoals.Thebudgetadvocacymustalsobeviewedaspartoftheoverallprojectbeingconductedandtheresultsdeliveredbythis.Considerationneedstobegivenastohowthebudgetadvocacy’sactivitiesarelinkedtootheractivitiesandhowtheresultsthathavebeenachievedcontributetooverallobjectives.
Advocacyeffortsaredifficulttoevaluatebecause,quiteoften,manystakeholdersareworkingtoachievethesamegoal(thisisalsooneofitsstrengths).Itcanbeverydifficulttoidentifywhocontributedthemosttoachievingthegoalandtowhatextent/degree.Furthermore, it isoftendifficult tofindthe informationrequiredtodeterminewhohelpedtoachievethegoal.Forexample, ifMadagascar’seconomyministerannouncesa2%increaseinthebudgetallocatedtonutritionbetweennowand2020,itisdifficulttoknowwhetherthiscommitmentwassecuredasaresultofthebudgetanalysiswork,followedbybudgetadvocacyeffortswiththegovernmentandparliamentarians.PerhapsthepresidentoftheWorldBankorofficialsfromothergovernmentsorUNagencieseasedtheprocessthroughbilateralmeetingsandtherebyencouragedthegovernmenttoissuethiscommitment.Andyetthisinformationwillnotbeknown,becausesomemeetingsarenotmadepublic.Thefirstladymayalsohavebeeninfluenced/exertedherinfluence,anditisoftendifficultto evaluatewhowas involved inwhat.Despite the fact that advocacyefforts cannotbe comprehensively evaluatedusingquantitativeperformanceindicators,usingsomeofthesefromtheoutsetcanhelpto(1)serveasareminderoftheadvocacy’send-goal,(2)evaluatewhatworked,whatdidn’tworkandhowthiscanbeaddressedand(3)developlinkstolong-termgoals.
Very specifically, and as an example, budget advocacy could be evaluated using these final outcome indicators:
1 Changeinamountofbudgetallocatedbythecountry(orXcountryifmorethanonecountryisbeingaddressed)tonutritioninyearsT,T+1,andT+2.Thistargetcanevenbesplitintoseveraltargets:nutrition-specificandnutrition-sensitive interventions/allocations todifferentcontributingsectors (WASH,health,agriculture).Analternativeindicatorcouldbetheamountofbudgetallocatedtonutritionasapercentageofthetotalbudget.
While this indicator is far from perfect, it highlightswhether the government increased its budgetwhile theadvocacyactivitieswerebeingcarriedout.
2 Change to the nutrition-related aid received in the country concerned. If the aid is increasingly becoming asubstituteforthenationalbudget,theadvocacywillneedtobechanged.
3 Number of government commitmentsmade in relation to the financing allocated to nutrition or, failing that,nutrition-relatedpolicyorprogrammecommitments.
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Intermediate outcome indicators could be:
1 Numberofnutrition-relatedbudgetanalysesconductedorsupportedbythegovernmentoverafive-yearperiod.Analternativeindicatorcouldbe:thenumberoftimesthegovernmenthassupplieditsnutritionbudgetdatatotheSUNSecretariat.
2 Number of written and oral questions about the budget allocated to nutrition that have been tabled byparliamentarians.Analternativeindicatorcouldbe:thenumberofnutritionbudgetamendmentstabledinthelastXmonths.
3 Numberofarticleswrittenbynationalandlocalmediaonnutritionfinancinginthecountry.
4 Numberofmeetingswithmembersof thegovernmentorstafffromrelevantministries, includingtheFinanceMinistry,securedbycivilsociety(includingtheSUNplatform)overthelastXmonths.
5 Numberofcivilsocietyorganisationsworkingonthenutritionbudgetadvocacy.
Clearly,advocacyactivitiescannotdelivertheseoutcomesontheirown(especiallyfinaloutcomes).Nevertheless,theseindicatorscouldhelptodeterminewhetheractivitiesweresufficientlytargetedtowards,forexample,parliamentarians,thegovernment,donors,media,etc.Theycouldalsoindicatewhethertheadvocacyneedstobetargetedatothersectors(ifonesectorisoverrepresented,forexample).
Eachintermediateandfinaloutcomeindicatorneedstobeassociatedwithoneormoreactivity.Inthisway,itwillalsobepossibletoseehoweachactivitycontributesto[reaching]theendgoal.Forexample,ifthereisanincreaseinthenumberofarticleswrittenbythenationalandlocalpressaboutthebudgetallocatedtonutritionandtheratesofundernutritioninthecountry,thiswillhelptoinfluencepoliticaldecision-makers(FinanceMinistry,government,parliamentarians).Itwillalsodemonstratethelevelofpublicinterestinthisissueandhowkeenthepublicistoseeresultsrelatingtothefightagainstundernutrition(whichwillbedeliveredthroughfinancialmeansorabudgetthatisallocated/spentinamoreeffectivemanner).
Itisimportanttoidentifythestartingpointandtheendgoal.Forexample,iftheoutcomeindicatoristheincreaseinbudgetallocatedtonutrition,itisimportanttofindouthowmuchbudgetwasallocatedondateT(thedatethatactivitieswerelaunched).Itisalsoessentialtomeasurethechangebetweenthetwodates.
Finally,whenpursuingadvocacy toachievegreater transparency in termsof thewaynutritionfinancing ismanaged,asidefrommonitoring,itisalsoimportanttoevaluatetheresultsthathavebeenachievedattheendoftheadvocacy.Thisdocumentedevaluationcanhelptoreorientstrategiesiftheresultachievedwasunsatisfactory.Variousaspectscanbereviewedwhenevaluatingadvocacyactions.Evaluationcanincludetheresultsachieved,theaction’simpactonthecommunitiesbeingchampioned,thetransferofmessagesandthechoiceoftacticsandactions,internaldecision-makingprocesses,andeventhequalityofpartnerships.Theseevaluationsmustbecapitalisedonandsharedwithteamsbecausethiscanhelpwiththedevelopmentoffutureadvocacyactions.
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3UNDERTAKING A BUDGET ANALYSIS
3.1 THE AIM OF BUDGET ANALYSIS
3.2 BENEFITS OF BUDGET ANALYSIS
3.3 BUDGET ANALYSIS METHODOLOGIES
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THIS CHAPTER CONTAINS
• PROCESS USED TO PERFORM A BUDGET ANALYSIS
• NUTRITION BUDGET ANALYSIS METHODOLOGY
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BUDGET ANALYSIS LEADS TO GREATER TRANSPARENCY IN TERMS OF THE FINANCING ALLOCATED TO NUTRITION. THIS IS AN ESSENTIAL STEP, AND WITHOUT THIS THE BUDGET ADVOCACY ITSELF WILL BE SEVERELY LIMITED.
3.1 THE AIM OF BUDGET ANALYSIS
Budgetanalysisisusedtodeterminetheamountoffundsthatareallocatedtonutrition-specificandnutrition-sensitiveinterventions,asdefinedbyTheLancetmedical journal in2013 (seeappendix).Theseamountsneed tobe relatedtootherkeyeconomicdata(GDP,nationalbudget,budgetofcontributingsectors)andthenutritionbudget’soverallallocationperheadshouldbecalculated.Theanalysisneeds toassess theamounts thatareallocatedtonutrition-specificandnutrition-sensitiveinterventions,andcomparethesetoothergovernmentpriorities.Theanalysiscouldalsocompareandcontrastprogrammeswiththeallocationprovidedtonutrition.Becausenutritionisamultisectoralissue, itsanalysismust includevariousministries.Theanalysiscouldthereforeincludethebudgetsofthefollowingministries:health,foodsecurity/agriculture,water,sanitationandhygiene,socialprotectionandeducation.Theoveralllong-termaimofananalysisistomakeministriesandgovernmentinstitutionsaccountable.Therefore,theconsultationwork and its outcomeswill often be used to develop a dialoguewith public authorities in terms of increasing theeffectiveness,fairnessandefficiencyofnutrition-relatedpublicexpenditure.
Spurredonby SUN since2014,many countries havepledged to collect dataonnutrition-relatedbudget allocations(Fig.3.1).ThesecommitmentsarelinkedtocountriesbecomingmembersoftheSUNmovement,whichencouragesthemtostrengthentheirnutrition-relatedactions.Thirtycountriespresentedtheirfirstreportonnutritionbudgetallocationsin2015.Theywerejoinedby19newcountriesin2016.
FIGURE 3.1: REVIEWOFNUTRITIONBUDGETANALYSESDRIVENBYSUN
• Reviewofexistingsystems
• 2technicalconsultations
2013 AND 2014
2015
2016
30 COUNTRY REPORTS
• 4regionalworkshops• 1technicalconsultation• Technicaluseofdata(datafromtheGlobalNutritionReport2015,dataonthefinancingofglobalnutritiontargetsandnationaldata)
25 COUNTRY producedreportsforthesecondtime• 19countriesproducedreportsforthefirsttime
• 2regionalworkshops• 2technicalconsultations• Dataused(datafromtheGlobalNutritionReport2015andnationaldata)
Sources: SUN Secretariat
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3.2 BENEFITS OF BUDGET ANALYSIS
Budgetmonitoringisessential,forpoliticaldecision-makers,citizensanddonors.
Governments need reliable budget data in order to prioritise and plan their expenditure, take appropriate financingallocationdecisions,andtomonitorandevaluatepolicydelivery(FracassiandPicanyol2014).Citizenswantgovernmentstoreportbackonhowthefundsthegovernmentobtainedhavebeenused,andthereshouldbetransparencyaroundhowthesefundsarespent.Thegovernment’sprogresscanbeevaluatedbymeansofadetailedbudgetanalysisthatidentifiestheamountallocatedtonutrition(comparedtootherprogrammes),anddeterminesthewayinwhichotherprogrammessupportnutrition.Theanalysiswillthenbeusedtoencouragegovernmentstomakegreatercommitmentsduringfuturesummits.Severalstepsneedtobefollowedwhencarryingoutanutritionbudgetanalysis.
THE ESSENTIAL STEPS OF A BUDGET ANALYSIS:
1 Ensuringthatthemostappropriatepersonconductsthebudgetanalysis
2 Collectinginformationandperformingaliteraturereview
3 Draftinganinterviewanddiscussionguideforuseduringmeetingswithkeycontacts
4 Analysingandprocessingthedatacollected
5 Organisingaconsultationmeeting
6 Performingcomparativeanalysesoftheconclusionsandnutrition-relatedpriorities
7 Formulatingrecommendations
1 ENSURING THAT THE MOST APPROPRIATE PERSON CONDUCTS THE BUDGET ANALYSIS
When nutrition financing is not monitored by an expert, civil society may need to conduct the budget analysis on its own. An external person may need to be hired if there is a lack of internal resources.Inthiscase,thetermsofreferencefortheanalysiswillneedtobewrittenandwill,attheveryleast,needtoincludethedetailedcriteriafoundinthebox3.1.
BOX 3.1: BUDGETANALYSISTERMSOFREFERENCE
PURPOSE OF THE RESEARCH
Forexample,empoweringandengagingcivilsocietytoensurethatthegovernmentortechnicalandfinancialpartnersareaccountablefornationalnutritionrelatedexpenditure,byanalysingbudgetforecasts.
THE INTERNATIONAL CONTEXT
CurrentfinancingstatusofcountriesoftheSouth,recapofmajor internationalcommitmentsonnutrition,andcountry’spositioninrelationtocomparablecountries.
THE NATIONAL CONTEXT
Recap of political and financial commitments,membershipofSUNmovement,nutritionsituationanditsevolutionoveraperiodofseveralyears.
PROJECT OBJECTIVE AND SCOPE
Doesitcoverbothsensitiveandspecificinterventions?Which ministries will be analysed? Will it focus on
financial commitmentsorexpenditure (given that theprovisionalbudgetwillbefrequentlyrevised)?Howwilltheresearchbeused?Whatpurposewillitserve?
THE METHODOLOGY ADOPTED
Depends on the availability of government budgetforecasts. If theseareavailable, thedifferentbudgetlinesbyinstitution/ministrycanbeanalysed.Ifbudgetforecastshavenotbeenpublished,themethodologywill use a number of data sources, e.g. provisionalbudgets included in policy and strategy documents,in speeches by the finance minister, and any otherrelevant sources. The aim is to produce the mostprecise budget allocation compilation possible.Finally,theSUNmethodologyshouldbeusedbecauseit makes it possible to compare with another andprovidesvitalbudgetanalysisinformation.Makesurethatthemethodologyusedinthecountry’spreviousanalyses is being used to ensure that the study isconsistentovertime.
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A study monitoring committeewillneedtobeformed.Thiscommitteewillhelptosteertheconsultantsandapprovethedifferentelementsasworkproceeds.UsedinBurkinaFaso,thismodelassistedtheconsultantsandsuggestedthat a consensus-buildingworkshopbe held to look at the analysed data. Remember to engagemembers of thegovernmentfromtheoutsettoensurethatthemethodologyanddataselectedhavebeenvalidated.
Whenitcomestochoosingaconsultant,concentrateonacompetencyinstatistics,theeconomyand/orpublichealthand,specifically,budgetanalysisskills.Provenexperienceinperformingnutrition-relatedbudgetanalysisorabudgetanalysisonanyotherrelevantsector(health,foodsecurity,agriculture)wouldbeideal.Nevertheless,theconsultantmustalsobesupportedbynutritionexpertsorpeoplewithexperienceinthefieldofnutrition.Understandingthecountry’sinstitutionsandthecountryorregion’seconomic,budgetaryandnutritionalcontextwouldbeaplus.Iftheconsultanthasacloserelationshipwithcertainrelevantcontactswithinvariousministries,thiscanhelpwithdatacollection.
Itisalsoimportanttohaveastudymonitoringcommitteetosteertheexpertcarryingouttheresearch.Thiscommitteemayincludemembersofcivilsocietybutalsopeoplewhocanexertaninfluenceonthecountry’sbudget.
2 COLLECTING INFORMATION AND PERFORMING A LITERATURE REVIEW
Thefirststepinanybudgetanalysisistoperformaliteraturereview,collatingalloftheinformationavailableonsimilarstudiesthathavealreadybeencarriedoutandthemethodologiesthatwereused.Whencollectingthisinformation,itisimportanttosearchforfinancialdocumentsthatcontaininformationonthecountry’snutritionbudgets,aswellasnationalpolicyplansthatcouldalsocontainbudgetaryinformation.Thefollowingquestionsneedtobeasked:
a) Whichgovernmentalandnon-governmentalpolicieshavebeenadoptedand/ordelivered inthecountrytofightagainstundernutrition?
b) Whatinformationonbudgetsandexpenditureisavailable(inrelationtohealth,education,agriculture,socialprotection,waterandsanitationand,ofcourse,nutrition)?
c) Whatlessonscanbedrawnfrombudgetanalysesandexpendituremonitoringthathavebeenperformedinothercountriesorinthecountryitself?
d) Thisbudgetanalysiswill involvedatacollectionand literature reviews (policydocuments,previousbudgetanalysesorpublicexpenditureanalysis), interviewswithkeyadvisers,governmentanalysesanddiscussiongroupscontainingmembersofthegovernment.
3 DRAFTINTG AN INTERVIEW AND DISCUSSION GUIDE FOR USE DURING MEETINGS WITH KEY CONTACTS
Aninterviewguideshouldbepreparedpriortospeakingwithkeycontacts.
Thisguidewillhelptobetteridentifyandunderstandthedifferentbudgetlinesandthebackgroundtotheirdelivery(especiallyiftheanalysiswillalsofocusonexpenditure).Ininterviews,trytogetanswerstothevariousquestionsgatheredduringtheliteraturereview,identifynutrition-relatedprogrammesandproduceaninitialcategorisationofnutrition-specificandnutrition-sensitiveinterventions.Itmayalsobepossibletogainabetterunderstandingofthewaynutritionexpenditureisrecorded.Specificinterviewswithaccountantsorbudgetmanagersmayberequired.
Otherrelevantpartnerswhomayneedtobeinterviewedinclude:staffinchargeoftheprogrammes/budgetsinthedifferentministriestargetedbythestudy,theFinanceMinistryandperhapstheprimeminister’soffice,theScalingUpNutritioncivilsocietyplatform,nationalteamsofexperts,NGOpartners,operationalpartners,andtechnicalandfinancialpartners.
Theultimategoalofthisstepistodevelopandagreeonamethodologytobepresentedintableformatthatcanbeusedtoanalysefinancialdata(ifavailable)andtheevolutionofthisdataovertime.
4 ANALYSING AND PROCESSING THE DATA COLLECTED
Inthisstep,thedatathathasbeencollectedwillbeprocessedandanalysedonthebasisofthestudy’sobjectives.Forexample,analysesintothewaysensitiveandspecificinterventionsarefinancedmaybepulledout,basedonthebudgetsallocatedtoeachanalysedsector,oritmaybepossibletoconductcomparativebudgetanalysesbyregion,etc.Theseanalysescanbeusedtoreachconclusionsandformulatekeyrecommendationsthatwillshowhowthebudgetcanbestmeetthecurrentneedsofthenutritionsector.
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5 ORGANISING A CONSULTATION MEETING
Afterthedatahasbeenanalysedandprocessed,ameetingmustbearrangedtopresenttheanalysisdatatodifferentgovernmental(fromthedifferentministries)andnon-governmentalstakeholders(SUNcivilsocietyplatform,donors).Thisstephelpstominimisediscussionsoftheresultsandsecuregovernmentsupport.Itisalsoafirststepintermsofraisinggovernmentawarenessofnutrition.
6 PERFORMING COMPARATIVE ANALYSES OF THE CONCLUSIONS AND NUTRITION-RELATED PRIORITIES
Thestudy’sconclusionscanbecomparedtonationalprioritiesbyreferringto,forexample,thenationalfoodsecurityandnutritionpolicy,andmultisectoralnutritionplans.Theamountsthatwillberequiredtodeliverthecommitmentsmadeduring internationalsummitsandevaluate theseobjectivescanalsobecalculated.Subsequently,aworkinggroupcanbesetuptopresenttheconclusionswiththeSUNcivilsocietyplatform,anddiscussrecommendationsandnextsteps.Theresultsoftheanalysiswillthenbeusedasevidencetosupporttheadvocacycampaign.
7 FORMULATING RECOMMENDATIONS
Budget analysis concludes with the formulation of recommendations. The purpose of this is to improve thequalityofnutritionalprograms,budgetmonitoring,strengthenthemultisectoralapproach, increasefinancing,improveprogrammeperformance,targetvulnerablepopulationsandregions,strengthenbudgettransparency,andpushthegovernmenttoreachitsobjectivesormakecommitments.Berealisticandambitiouswhendecidingwhichbattlestofight!
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3.3 BUDGET ANALYSIS METHODOLOGIES
ThereareseveralwaysofanalysinginvestmentsinnutritionandthatoftheSUNSecretariatisthemostwidelyrecognisedapproach.Whicheverapproachisselected,itisimportanttorememberthatnutritionisamultisectoralfieldandincludesinterventions from the health, agriculture, water and sanitation, social protection and education sectors. However,accordingtotheSUNmethod,notalloftheexpendituremadebyeachoftheabovesectorscanbeclassedasnutrition-relatedbudget.Anyconsultationmustthereforeincluderepresentativesfromthesesectors.Beforelookingatthedetailsoftheanalyticalapproachitself,itisimportanttohighlightthekeystepsrequiredwhentrackingoranalysingabudget.This sectionbeginsbypresenting themostwidely recognisedmethodology, theSUNapproach. It thenmoveson tolookinmoredetailatdatacollection,classifyingnutrition-relatedinterventions,andconcludeswithlessonslearnedandpracticaltools.
SUN METHODOLOGY
Thethree-stepSUNmethodologyapproachwastheapproachmostwidelyusedby30ofthe56membersoftheSUNMovementin2015 (Fracassi and Picanyol, 2016).
AccordingtoSUN,thethreestepsinvolvedinbudgetanalysisare:identifyingnutrition-relatedinterventions,classifyinginterventions as nutrition-specific interventions or nutrition-sensitive interventions, and, finally, weighting eachintervention.Nutrition-specificinterventionsincludenutritionprogrammesandservicesoranutritionintervention.Toclassifynutrition-relatedinterventions,theSUNmovementusesthelistofinterventionsdefinedbyBhuttaetal.(2013)whichincludesnutritional interventionsassociatedwithmaternalhealth,newbornhealth,andinfantandchildhealth.Moredetailsoneachofthethreestepsmentionedabovecanbefoundbelow.
Thefirst step in theSUNmethodology is to identify the interventions that have an impactonnutritional status. Toachievethis, theSUNmovementrecommendsdrawingupa listofkeywordsthatrelatetonutritionandthespecificcontextofthecountryorregionwheretheanalysisisbeingcarriedout.Thiswillhelptoidentifynutrition-specificandnutrition-sensitiveprogrammes.TheexistenceofaCommonResultsFrameworkandnutritionandfoodsecuritypoliciescanalsohelptodecidewhichbudgetelementsshouldorshouldnotbeincluded.
Duringthesecondstep,theprogramsorservicesthathavealreadybeenidentifiedareassessedtodecidewhethertheyfallunderthecategoryofnutrition-specificornutrition-sensitiveinvestments.Nutrition-specificbudgetelementsarethosewhichrelatetoanutritionservice,nutritionprogrammeornutritionintervention.Tobecategorisedasnutrition-sensitive, the budget line needs to include a programme that tackles the underlying causes of malnutrition and isparticularlybeneficialtothemostvulnerablepopulations.
Thethirdandfinalstepistoweighttheinterventionsthathavebeenclassifiedasnutrition-sensitiveinterventions.Onthewhole,thesepercentagesshouldbebasedonassessmentsprovidedbynationalexperts.Failingthis,orifthereisanyuncertainty,theSUNnetworkrecommendsthefollowingapproach:
• Method 1:adualweightingsystembasedondonormethodology(100%highest,25%lowest)
• Method 2:quadruplesystem(100%,75%,50%and25%)
• Method 3: arange(100%thehighestand1%thelowest)
This approachwas also recently included in a publication on the subject by SPRING, 2015. The tool developed bySPRINGautomaticallyappliesaweightingof25%.However,theanalysisweightingcanbechangedinthistool.Finally,itisimportanttonotethattheSUNSecretariatrecentlybegantorecommendamoreflexibleapproachtoweighting.Morespecifically,itisnowpossibletoperformananalysiswithoutapplyinganyweighting,ifstakeholdersandlocalexpertspreferthisapproach.Theweightingisalsounnecessarywhennationalbudgetshavebeenreducedtoalevelwhereitispossibletoclearlydemarcatetheamountsofbudgetthatcontributetonationalresults.
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INTERVENTION CLASSIFICATIONOnce thedatahasbeencollected,nutrition-related interventionsneed tobe identified,whether thesearenutrition-sensitiveinterventionsornutrition-specificinterventions.AccordingtothearticleinTheLancet(Bhutta et al. 2013),thescientificcommunityhasalistof10categoriesofnutrition-specificinterventions,whichare:
1 Folicacidsupplementation2 Multiplemicronutrientsupplementation3 Calciumsupplementation4 Balancedproteinenergyfoodsupplementation5 Exclusivebreastfeeding6 Complementaryfeeding7 VitaminAsupplementation(6-59months)8 Preventivezincsupplementation9 Managementofsevereacutemalnutrition10 Managementofmoderateacutemalnutrition
BOX 3.2: SEARCHINGFORNUTRITION-SPECIFICANDNUTRITION-SENSITIVEINTERVENTIONSUSINGKEYWORDS
HOW TO DECIDE WHICH “TERMS” SHOULD BE USED?Whenitcomestoidentifyingwhichkeywordsshouldbeused,thestartingpointshouldbetheNationalNutritionPlanortheCommonResultsFramework.Thisassumesthatthebudgetstemsfromtheplan.
An initial list can be supplied based on the results from the 30 countries which carried out the exercise in 2015 as well as experience and the international literature (for example Geir et al., SUN Donors Financial Tracking Methodology, Lancet series 2013, SUN Framework for Action 2010). However, this list needs to be adapted by the country based on its National Nutrition Plan or, where applicable, its Common Results Framework.
SECTORAL AREA SUGGESTED KEY WORDS
HEALTH Hygiene, micronutrients, feeding, malnutrition, family planning orreproductive health, HIV/AIDS and tuberculosis, sanitation, childvaccination,education,foodhealthsecurity,maternalhealth,neonatalandinfanthealth,babyfriendly
AGRICULTURE Sources of food, sources of fish, extension services, cooperatives,smallholders, food aid, assistance, family farming, food, food security,hunger,agriculturalproduction,ruraldevelopment,biofortification,foodsecurity,foodquality,aflatoxin,trade,foodfortification,markets.
PLEASE NOTE Differentiatewhatisdonetoimprovedomesticandexportmarkets
EDUCATION Women’s education, rural education, secondary education for girls,food at school/school meals, the education and development ofyoungchildren,WASH,hygiene,handwashing,adultliteracy,equityineducation
SOCIAL PROTECTION Women, children, social protection programmes, cash transfers andvouchers,orphanedandvulnerablechildren,benefits,insurance,socialservices,emergencyrelief,humanitarianaid,maternityleave,pro-poor
WASH Drinkingwater,theenvironment,sanitation,sewers,rural/urbanareas,hygiene,toilets,CommunityLedTotalSanitation(CLTS)
HEALTH Hygiene, micronutrients, feeding, malnutrition, family planning orreproductive health, HIV/AIDS and tuberculosis, sanitation, childvaccination,education,foodhealthsecurity,maternalhealth,neonatalandinfanthealth,babyfriendly
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BOX 3.3: DEFINITIONSOFNUTRITION-SPECIFICINTERVENTIONSANDNUTRITION-SENSITIVEINTERVENTIONS
NUTRITION-SPECIFIC INTERVENTIONS
Interventions that address the causal factors ofnutritionandfoetalandchilddevelopment–intakeoffoodandnutrients,carepractices,andthefightagainstinfectiousdiseases.
NUTRITION-SENSITIVE INTERVENTIONS
Interventions that address the underlying causalfactors of nutrition and foetal and child development– food security, relevant care resources, in terms ofthe mother and also the household and community,accesstohealthcareservicesandahealthyandhygienicenvironment–and includingnutrition-specificactionsandobjectives.
THE MULTISECTORAL APPROACH31SUNcountrieshavenowidentifiednutrition-sensitiveprogramsassociatedwiththefivemajorcontributingsectors(agriculture,education,health,socialprotectionandWASH).Eachofthesefivesectorsisapotentialproviderofnutritionincome. Each sector’s share of the financing allocated to nutrition-sensitive programmes varies considerably fromcountrytocountry(seefig.3.2).Asanexample,althoughsomecountriessuchastheYemenprioritiseWASHintheirnutrition-sensitivefinancing,thevastmajorityonlyallocateeitheraverysmallamount,ornoneatall(Zambia,Chad,andBangladesh).
FIGURE 3.2: EACHSECTOR’SSHAREOFFINANCINGALLOCATEDTONUTRITION-SENSITIVEPROGRAMMES
These data have been supplied by the SUN Movement Secretariat.
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EXAMPLE OF ALTERNATIVE METHODOLOGIES – SENEGAL AND BURKINA FASOSenegalhasdevelopedanalternativetotheSUNmethodologyandcarriedoutananalysisofinvestmentsinnutritionfrom2010to2015.ThisoperationalframeworkwasdevelopedbytheCLM,theCelluledeLuttecontrelaMalnutrition(UnittoFightMalnutrition)andwasbasedonamappingofnutritioninterventionsinSenegal.Itwasthenrevisedandvalidatedbythetechnicalsteeringgroup,whichincludedtheCLM,theREACHSecretariatandtheWorldBank.Becausenutritionisamultisectoralfield,theanalystsexaminedallinvestmentsinnutritionmadebyeachofthedifferentnutrition-relatedsectors.Morespecifically,theevaluationfocusedoninterventionswhosemainaimwastorebuild,improveandmaintainthenutritionalstatusofthepopulationoraspecificgroupofpeople,andwhichcouldbe influencedbythedecision-makers.The interventionsused intheanalysisweregrouped intosevenmaincategoriesbasedonthenutritiongoalsbeingpursued.ThelistoftheseinterventionscanbeseeninTable3.1.
TABLE 3.1: INCORPORATINGWASHELEMENTSINTONUTRITIONASSESSMENTSANDVICEVERSA
CATEGORY INTERVENTIONS
1
Community nutrition interventions
• Community-basedintegratedmanagementofacutemalnutrition• Growthmonitoringandpromotion(includingrelevantcommunityinitiatives)• Community-basedintegratedmanagementofchildhooddiseases;• NutritionEducationProgramme;• Promotionofkeybehavioursthatpromotepropernutrition.
2
Micronutrient supplementation and fortification of staple foods
• Supplementationforchildrenaged0-59months;• Iron,folicacidandcalciumsupplementationforpregnantandbreastfeeding
women;• Domesticandsmall-scalefortification;• Industrialfortification(includingregulatorycompliancecontrolinterventions)• Saltiodization(includingregulatorycompliancecontrolinterventions).
3
Food security nutrition interventions (e.g. micro-production and food processing)
• Developmentoffamilyfarming;Promotionofmarketgardenzones;• Biofortificationoffoodsdestinedforhouseholdconsumption;• Promotionoflocalproduction;• Promotion/introductionofcropswithhighnutritivevalue.
4
Social protection related to the fight against malnutrition
• Socialsafetynetprogrammesforvulnerablegroupsaspartofthefightagainstmalnutrition;
• Micro-projectstogeneraterevenueanddeliverhealthyandbalancedfood.• Programmeoffunctionalliteracyfocusingonnutrition.
5
Water, hygiene and sanitation (i.e. Promotion of appropriate community-based technologies)
• Promotionofhandwashingusingsoap;• CLTS/Promotionoftoiletusage;• Treatmentofdrinkingwaterathouseholdlevel.
6
Nutrition-related health interventions
• Managementofdiarrhoea;• Managementofacuterenalfailure;• Reproductivehealthprogramme;• Childdeworming;pregnantwomendeworming;• Ante-natalcheck-up;• Diseaseprevention(vaccination;PMTCT)• Managementofsevereacutemalnutritionwithandwithoutcomplications.
7
Governance • Monitoringandevaluation;• Operationalresearch;• Horizontalandverticalcoordination;• Policyformulationanddraftingstrategicdocuments;• Legislation;• Advocacy;• Resourcemobilisation.
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CivilsocietyinBurkinaFasotookinspirationfromtheSUNmethodologytoproposeanewapproachaspartofanutritionbudgetanalysisperformedin2016.
This approach retained SUN’s three classic steps, i.e. identification, classification,weighting. But for the stepwherenutrition-sensitivebudgetlinesareidentified,theteamusedtheCommonResultsFrameworkvalidatedatthenationallevelthatfixedthekeyinterventions,aswellasoutcomeindicatorsthatcouldhaveanimpactonnutritionatthecountrylevel(Fig.3.3).Specificinterviewswereconductedwithstakeholderstosecurefurtherinformation.
The classificationwas then carriedout according towhether the interventionswerenutrition-sensitiveor nutrition-specific.The“nutrition-specific”categoryrelatestoanutritionservice,nutritionprogramme,ornutritionintervention.Budget sections that include a programme to tackle the underlying causes of malnutrition were considered to be“contributing tonutrition”. The specificnutrition-relateddepartments andprogrammes chosen inBurkinaFasoweretheDepartmentforNutrition(DN)andnutrition-sectorprogrammes.Atthislevel,functionalexpenditure,salariesandinvestmentsweretakenintoaccount.However,intermsofprogrammescontributingtonutrition,amountsofinvestmentwereconsidered.
Intermsofweighting,100%wassetfornutrition-specificinterventionswhile5%-49%wasselectedfornutrition-sensitiveinterventions.Intermsofnutrition-sensitiveinterventions,giventhedifficultiesindeterminingweightingcoefficients,the researchers decided to break down theweighting coefficient into one productwith two coefficients (WC1 andWC2). The first coefficientwas determined during one-on-one interviews. It indicates the portion of the project orprogramme’sresourcesthatwasspecificallydedicatedtotheCommonResultsFramework(Nutrition)intervention.Thesecondcoefficientmeasurescontributioninterms of the impactoftheCommonResultsFramework(Nutrition).Itwasestablishedduringatechnicalworkshopthatbroughttogethernutritionistsandspecialistsfromvariousministries.
FIGURE 3.3: SUMMARYOFTHEBURKINAFASOMETHODOLOGY
Identifythepro-nutritionbudgetlineswithcontributionfromstakeholders
1. ID
ENTI
FICA
TIO
N Classifytheidentifiedbudgetlinesinto:• “Specificinterventions”• “Sensitiveinterventions”
2. C
LASS
IFIC
ATI
ON Determinethecontribution
oftheprojectsandprogrammestonutrition=WC1*WC2,With• WC1theportionofbudgetallocatedtointerventionoftheCRFN• WC2theimpactoftheCRFNinterventiononnutrition
3. W
EIG
HTI
NG
Source: RESONUT, 2016 analysis of the government’s budget allocations and annual expenditure on nutrition-specific and nutrition-
sensitive interventions in Burkina Faso, in 2014 and 2015
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4CASE STUDIES
4.1 NIGERIA CASE STUDY
4.2 CHALLENGES ENCOUNTERED AND SOLUTIONS IDENTIFIED BY COUNTRIES THAT CARRIED OUT THE BUDGET ANALYSES
4.3 PRODUCING SCORECARDS (CHAD AND SIERRA LEONE)
4.4 PRODUCING A CITIZENS’ ANALYSIS FRAMEWORK
4.5 SUCCESSFUL BUDGET ADVOCACY EXPERIENCES: INTERVIEW WITH BUDGET ANALYSIS SPECIALISTS
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CASE
STU
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EVOLUTION
THIS CHAPTER CONTAINS
• CASE STUDIES FROM NIGERIA AND MALAWI
• BUDGET ADVOCACY SUPPORT TOOLS(CITIZENS’ ANALYSIS FRAMEWORK AND SCORECARDS)
• IDENTIFYING THE BEST TIMES TO DELIVER BUDGET ADVOCACY
• SUCCESSFUL BUDGET ADVOCACY EXAMPLESINTERVIEWS WITH HUGH BAGNALL-OAKELEY (SAVE THE CHILDREN),PATRICIA FRACASSI (SUN), MARY D’ALIMONTE AND STÉPHANIE HEUNG (R4D)
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4.1 NIGERIA CASE STUDY
CONTEXTIn2013,NigeriajoinedinternationalstakeholderstoshowcommitmenttobeatinghungerthroughbusinessandscienceattheNutritionforGrowthSummitheldinLondon.TheAgriculturalTransformationAgendaandthecountry’snationalpolicyonfoodandnutritionprovidepolicyenablementforeffectiveandtargeted interventions.Buildingcaregivers’capacity,improvingaccesstobasicservicesandpreventingmicronutrientdeficiencieswereinterventionsidentifiedtobepriorityinthehealthsector.Nigeriaalsocommittedtoanumberofconcreteactionsincludingthefollowing:
1SustainingthecurrentaverageannualFederalSpendingofUSD$10milliononnutritionspecificinterventions
2 Establishing a distinct budget line for nutrition within the budget in the National Primary HealthcareDevelopmentAgency
3 SustainingtheleveloffundingundertheSubsidyReinvestmentProgramme(SUREP)andMidwivesServicesScheme(MSS)programswhichcurrentlydeploy10,000healthworkers,withanutritioncomponent
4Leveraging theuseofmobile technology to reachmothersandchildren,empower thehealthworkersandstrengthenthesystem
5 Strengthening regulation and enforcement to ensure compliance e.g.with fortification standards,workingacrossagencies
6 Expanding monitoring and evaluation of nutrition programs over time through the expansion of SMARTsurveysandotherprograms
7 ReallocatingUSD$20milliontowardsnutritionspecificinterventionsinthe2014budget
Sincethen,therehasbeenincreasedactivitiesacrossdifferentMinistries,DepartmentsandAgencies(MDAs)atnationalandsubnationallevelsandeffortshavebeenmadetocoordinateactivitiessoastoachieveincreasedaccountabilityandprogrammedelivery.
InordertotrackNigeria’scommitmentstonutrition,SavetheChildrenNigeria,incollaborationwiththerelevantministriesandpartners,hasbeenundertakingbudget trackingandbudgetanalysis.Onemajorexercisewas theanalysisof the2013-2014federalbudgetandGombestateandFederalCapitalTerritory(FCT)budgets.Theanalysiswasundertakenbyaconsultantandinvolvedaseriesofstakeholdermeetings,culminatinginaworkshop,whichtookplaceinNasarawastate.TheMinistriesinvolvedincluded,amongstother,theMinistryofHealth,MinistryofEducation,MinistryofWaterResources,MinistryofAgricultureandMinistryofWomenAffairs.TherepresentativesoftheNigeriaSUNnetworkwerealsoinattendance.
DATA SOURCES AND DATA ANALYSISThebudgetwhichprovidesacomprehensivestatementofgovernment’sfinancialplans(includingallinflows,outflows,deficitsorsurpluses)servedastheprimarysourceofdataforthisassessment.NationalappropriatedbudgetsfromtheselectedMDAs from key sectors (health, education, agriculture,water resources andwomen affairs)were analyzed.At the federal level,budgetswerecollected fromtheNationalAssemblyand thespecificMDAs.ForFederalCapitalTerritory(FCT),budgetestimates,amountsappropriated,releasedwerecollectedfromtheselectedMDAs.AllnationaldatawerecollectedfromtheFederalGovernmentinstitutionslocatedinAbuja(includingtheNationalAssembly),whilespecificdataforFCTwerecollectedfromtheselectedsecretariatswithintheFederalCapitalTerritoryAdministration(FCTA),dataforGombewerecollectedfromthestate.
The analysis was undertaken using the three step SUN methodology, as follows:
• STEP 1-Identifytherelevantprogrammesthroughakeywordsearch
• STEP 2-Assesswhethertheprogrammesfoundfallunderthecategoryof“nutrition-specific”or“nutrition-sensitive”investments
• STEP 3-Attributeapercentageoftheallocatedbudgettonutrition
FordetailsoftheSUNmethodologypleaserefertosection3.3.AnalysiswasundertakenusingMSOfficeExcelandtheresultssharedforvalidationwiththerelevantministries.
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SELECTED RESULTS
Whiletheanalysisyieldedcomprehensiveresults,herewefocusonselectedfindingsforthenational levelaswellasGombestateandFCT.Thefindingsrevealedthattheproportionofnutritionspecificallocations(asapercentageofthetotalallocations)madeinthefivekeysectorsatfederallevelincreasedin2014to0.1%comparedto0.02%in2013.ThelargestincreaseswereintheMinistryofWaterResourcesandinMinistryofAgriculture.Overall,therewasareductionto0.09%oftotalallocationsin2014intheFCTA,comparedto0.20%in2013.Theallocationpercapitafornutritionspecific interventions inallfivekeysectorsatthefederal level,FCTAandGombeincreased in2014,withthe largestincreasenoted inGombeState (N2,917percapita),andthesmallest increaseattheFederal level (N5,311percapita)fromthepreviousyear.Intheperiodofstudy,theappropriationsfornutritionspecificactivitiesweremuchlowerthanappropriationfornutritionsensitiveactivities.
As can be observed (Table 4.1), at the national level, the proportion of allocations for nutrition specific allocationsincreasedfrom0.02to0.1%.AveragepercapitaallocationswereN4,919in2013andN5,311in2014.ItshouldhoweverberememberedthatNigeria isafederalstateandmostfundingfornutritionisallocatedatthestatelevel. InGombestate,theproportionofnutritionspecificallocationswasaround5.4%in2013and5.5%in2014.Whilethisisarelativelyhighpercentage(ifaccompaniedbysubstantialfundingfornutritionspecificinterventions), ittranslatedtoonlyN179percapitain2013andN2,917in2014.Figures4.1and4.2showmoredetailedsliptakingintoaccountallocationsfordifferentministries.Ascanbeseen,atthenationallevel,mostnutritionspecificinterventions(revenuewise)comefromtheMinistryofAgriculture,followedbytheMinistryofHealth.InGombestate,theMinistryofEducationprovidesmostfundingforthenutritionsensitiveinterventions,followedbytheMinistryofAgriculture.Itshouldhoweverbenotedthattheremighthavebeensomemisclassificationofnutritionspecificinterventions,asschoolfeedingprogrammesarenowconsideredasnutritionsensitive.Noallocationsfornutrition-specificprogrammeswerefoundwithintheMinistryofWaterResources.
TABLE 4.1: DISTRIBUTIONOFPERCAPITABUDGETALLOCATIONSFORNUTRITIONSPECIFICINTERVENTIONSBYSECTORANDLEVELOFANALYSIS(resultsmayvarybasedonmethodologyused)
2013 2014
Nutritionspecificallocations(N)
%oftotalbudget
Allocationspercapita(N)
Nutritionspecificallocations(N)
%oftotalbudget
Allocationspercapita(N)
FEDERAL 845,595,197,414 0.02% 4,919 936,746,867,313 0.10% 5,311
FCT 30,410,000,000 0.20% 17,681 56,000,000,000 0.09% 31,729
GOMBE 515,200,000 5.44% 179 8,624,833,000 5.47% 2,917
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FIGURE 4.1: NUTRITIONSPECIFICINTERVENTIONSATTHENATIONALLEVEL(MINISTRYOFHEALTH,MINISTRYOFEDUCATION,MINISTRYOFAGRICULTUREANDMINISTRYOFWATERRESOURCES)
Federal-levelnutritionspecificallocations(2013-2014),Nigeria
HEALTH
N(MILLIONS)
AGRICULTURE EDUCATION WATERRESOURCES
50
100
150
200
250
300
0
�2013�2014
FIGURE 4.2: NUTRITIONSPECIFICINTERVENTIONSINTHEGOMBESTATE(MINISTRYOFHEALTH,MINISTRYOFEDUCATION,MINISTRYOFAGRICULTUREANDMINISTRYOFWATERRESOURCES)
Nutritionspecificallocations(2013-2014),intheGombestate
HEALTH
N(MILLIONS)
AGRICULTURE EDUCATION WOMENAFFAIRS
50
100
150
200
250
300
0
�2013�2014
350
400
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Byfarthelargestamountsappropriatedfornutritionwereinareasthatcouldbebroadlydefinedasnutritionsensitive.Nutrition-sensitive programmes are identified to be key in scaling up nutrition-specific interventions and creating astimulatingenvironmentinwhichyoungchildrencangrowanddeveloptotheirfullpotential.Theresultsofouranalysisshowthatthelargestamountsfornutritionsensitiveinterventionswereappropriatedinthehealthsector(N2,461,696,745in2013andN2,442,268,622in2014),providingapotentiallylargefundreservoirforimprovingnutritionoutcomesinwomenandchildren.Akeyfindinginthisstudywasthatinthehealthsector,nutritionspecificbudgetlineswerenotcarvedinseveraloftheMDAsstudied,eventhoughclearnutritionspecificinterventionswerebeingconducted.Acloserinteractionofprogrammeofficerswithbudgetpersonnelwillbeneededtoensurethatbudget linesaremorecloselylinkedtoprogrammeefforttoeasetrackingoffunds.
BUDGET ADVOCACY
Theresultswereusedforbudgetadvocacyatbothnationalandstatelevels.InGombe,theCSOscoalitionfornutritionadvocacy,healthandnutritionchildrenadvocacyclubandother stakeholders fornutritionhaveconducted seriesofadvocacymeetingswiththemembersoftheStateHouseofAssemblyandtheStateExecutiveCouncilforincreaseofnutritionbudget,releasesoffundsandcreationofnutritionbudgetlines.TheimpactoftheseeffortshaveresultedinthecreationofnutritionbudgetlinesforallLGAsintheState,increaseintheStatenutritionbudgetfromN5milliontoN55millionandlaterN120millionfor2016andreleaseofN17millionbytheStateGovernmentascounterpartfundingfortheongoingnutritionprogramintheStateCommunityManagementAcuteMalnutrition(CMAM).
Atthenationallevel,CSOshavebeenengagingwiththeSenatecommitteeonappropriations,includingduringthenewpublichearingonthe2017budgetproposal(photo2).Thisincludedengagingwiththemembersofthecommitteeaswellasmakingspecificprogrammaticandfinancialsuggestionstotheproposedbudget.
LESSONS LEARNT
Overall,thebudgetanalysisexercisewasveryuseful.Itallowednotonlytoidentifythevolumeoffundingfornutrition,butalsoagreaterengagementwithnationalandlocaldecisionmakers.Trackingbudgetarycommitmentswasnotwithoutseveralconstraints,asattimes therewas resistance todivulge informationon investments innutrition.Akey lessonlearnt is that budget analysis and advocacy has to be undertaken in close collaborationwith the relevantministriesandpartners.Suchcollaborationisnecessaryalsoasavalidationexercise.TheNigerianexperienceshowsthatitisnotpossibletoconductdataanalysiswithoutengagingthekeyministriesanddepartmentsandthatthisengagementhastocontinuethroughoutthebudgetcycleprocess.
NutritionlandscapeinNigeriaisstillevolving,andthereexistthereforesomeemergingconcernsinthescience,practice,andprogrammingoffoodandnutritionactivitiesatalllevelsofgovernments.Itshouldbehoweverberecognisedthattherehasbeenimprovementinthebudgetingprocessesatnationallevel,forexampletheintroductionofapublichearingasawaytomakenationalbudgetingprocessanall-inclusiveactivityforallNigeriansandtocreateaforumforanalysis,discourseandenlightenmentonthefiscal,financialandeconomicassumptionsusedasbasisinarrivingattotalestimateexpenditureandreceipts.Wehavealsoseenprogressontheappropriationsandsubsequentreleasesonsocialprotectioninterventionsandempowermentprogrammes,developmentandapprovalofpolicies,plansandstrategiestoenhancenutrition.Civilsocietywillcontinuetoworkjointlywiththegovernmentandotherpartnerstotracknutritionbudgetandconductadvocacyactivitieswithingovernment’sstructurestoimprovethelivesofmarginalizedgroupsinNigeria.
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4.2 CHALLENGES ENCOUNTERED AND SOLUTIONS IDENTIFIED BY COUNTRIES THAT CARRIED OUT THE BUDGET ANALYSES
Variousmajorchallengeswillbeencounteredwhenconductingabudgetanalysis.Nevertheless,thesechallengescanbeidentifiedinadvanceandcanbeeasilyanticipatedandovercome.Thissectionexplainshowthesechallengescanbepre-empted.
LIMITED TIME AND BUDGET
HOW CAN A BUDGET ANALYSIS BE PERFORMED WITHIN AN OFTEN TIGHT TIMESCALE AND WITH ONLY A LIMITED BUDGET (OFTEN UNDERESTIMATED FROM THE OUTSET)?
CHALLENGESThetimescheduledforabudgetanalysisisoftenunderestimated,becausethereareoftenlongdelayswithaccessingkeystakeholders (ministries inparticular).Agreatdealofbackandforth isrequiredbecause justonemeetingwithaministerialcontactordepartmentisrarelyenough.Usually,theinterviews(conductedtounderstandthemainnutrition-relatedprogrammes) and thecollectionofbudgetarydata takeagreatdealoftime.Quiteoften, thedata collectionexercisefallsduringaholidayperiod.Thisprolongsthedatacollectionphase.
SOLUTIONSVeryoften,thebudgettrackingtermsofreferenceunderestimatethetimeandbudgetrequiredtoconductapieceofqualitybudgetanalysis.Thetimetableforthestudiesbeingcarriedoutmustbecarefullydefinedandattentionpaidtoholidayperiods.
If toomany challenges are encountered and the consultancyperiod cannotbe extended toorganise, for example, aconsultationworkshopwith stakeholders, then the analysis’s expectationsmay need to be lowered (or thismay beessential)inordertopreciselyevaluatetheexpenditureallocatedtonutrition.Severaloptionsareavailable:shortenthetimeperiodcoveredbythestudy(concentratingonthefinalyearsorusingtheperiodT-5andT),ordonotincludetheexpenditureoftechnicalandfinancialpartners.Ifthetimeandbudgetavailableareverytight:onlyincludeexpenditurebytheMinistryforHealth.
ACCESSING DATA: HOW CAN BARRIERS TO ACCESSING INFORMATION BE REMOVED?
CHALLENGESWhenconductingabudgetanalysis,thereisoftenalackofdataordataisnotavailableattherighttime.Documentsrequiredforbudgetanalysisareoftenunavailableonline!Moreover,legalandregulatoryrestrictionsaswellasthoseoforganisationsandmonitoringprocesses,makeitverydifficulttoaccessinformation.Themultisectoralnatureofnutritionisalsoachallenge.Obtainingauthorisationtoaccessthedata,thenhavingthisauthorisationrespectedbythedifferentkeycontacts,isoftenavitalstepandmustnotbeoverlooked.
Additionally, thosewithin theministries (including technical staff) often have a limited understanding of the budgetandpublicfinance.Someactorsdonotknowwhereto logprojectsandprogrammesaspartof theCommonResultsFramework(ifitexists).Thislackofunderstandingmakesitdifficulttoaccessthedatabecausetheyareoftenunawareexactlywhat is being researchedor towhomorwhat (whichdocuments?) thoseperforming this research shouldbedirected.Theymayalsobeunawareofwhatabudgetanalysisactuallyis.
Thefactthatdatasourcesareoftensplitbetweendifferentactorsmakesaccessingthedatacomplicated.Forexample,inSierraLeone,nationalexpenditureisrecordedbytheOfficeoftheAccountantGeneralwithintheFinanceMinistry;
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LocalAuthorityexpenditureisrecordedbytheMinistryofLocalGovernment’sfinancedepartmentandbytheFinanceMinistry;salariesappearonthepayroll,andthiscanonlybeaccessedviatheannualbudgetwhichisapublicdocumentpublishedannuallyontheFinanceMinistry’swebsite.
Insomecountries,thechartofaccountsisnotdigitalisedandavisittothebudgetofficewillberequiredtoaccessthehardcopy.Sometimes,thelackofreliablestatisticstoreviewFTPnutritiondisbursementsmakesanalysisacomplicatedprocess.Someexpenditurecanbebadlyrecordedandcanthereforenotbeeasilyidentified.
SOLUTIONSMeetingsmustbearrangedinadvance(atthestartofthebudgetanalysis)becausetherearealotofpeopletomeetandtheyareoftenverybusy.Preparefortheinterviewsandnoteanyquestionsthatneedtobeasked.Presentthebudgetanalysisprojectinaneffectiveway(explainthegoal,purpose,value,andshowtheresultstogovernment)tothevariouspeoplewhoattendthemeetingsandwhoareoftenunsurewhatanutritionexpenditurebudgetanalysisis.Rememberthatthelong-termobjectiveisforthevariousstakeholderstotakeownershipoftheanalysisanditsresults,andtothenregularlyandsystematicallymonitornutritionexpenditurethemselves.
Conducting annual FTP nutrition disbursement review studies provides an understanding of how disbursementshave evolved. Thework can be facilitated by cooperatingwith otherNGOs that areworking on the budget and bycommunicatingwithheadoffice.OwnershipoftheCommonResultsFramework(ifitexists)andthedifferentbudgetsandprogramsbycivilsocietyfacilitatestheanalysis.
CLASSIFICATION: HOW TO TACKLE STEP 2 OF THE SUN METHODOLOGY AND IDENTIFY SPECIFIC AND SENSITIVE INTERVENTIONS?
CHALLENGESAretheinterventions/activitiesthathavebeenidentifiedspecific,sensitive,orneither?Thisisacomplexdebateandforsomeactivitiesthereisnodefinitiveandcommonly-agreedanswer,eveniftechnicalexpertsareapproached(ortheSUNmemberswhodraftedthemethodology),whocanprovidepossibleanswersbutcannotdeliverafinalopinionbecauseamorein-depthlookatthecontentoftheinterventions,thewayinwhichtheyaredelivered,etc.,wouldberequiredtodetermineorclassifythem.
SOLUTIONSAs SUN states, interventions that “CONTRIBUTE” to nutrition (sensitive interventions) are actions that tackle theunderlyingcausesofmalnutrition,asinitiallyenvisionedintheUNICEFConceptualFramework(seechartonpage4).TheLancetdefinesinterventionsthatcontributetonutritionasfollows: “Interventions and programmes that address the underlying determinants of foetal and child nutrition and development: (food security; adequate caregiving resources at the maternal, household and community levels; and access to health services and a safe and hygienic environment) and incorporate specific nutrition goals and actions. Nutrition-sensitive programmes can serve as delivery platforms for nutrition-specific interventions, potentially increasing their scale, coverage, and effectiveness. ”
Actionsfromawiderangeofsectorscanbefound, including:health,agriculturalandfoodsystems,water,sanitationandhygienepromotion(WASH),educationandsocialprotection.Sections of the budget that contribute to nutrition are those that clearly refer to a relevant nutrition objective and/or the outcome and/or an action as part of an integrated programme or within a ministry’s mandate.
TheSUNmethodologyprovidesexamplesofinterventionsthatcontributetonutrition(sensitiveinterventions).Thetwotablesprovidedonpages32/33oftheUNICEFnutritionstrategy(UNICEF, 2015)arealsoveryuseful.Whenitisdifficulttodecideonaclassification:itmaybehelpfultoturntoothersforadecision(particularlythecountryteam’stechnicalstaff,headoffice,membersofgovernment,SUNmembers)ifthereisanydoubt.Duringinterviews,itisessentialtoaskabouttheprogramme’sgoal,content,andexpectedresults,aswellasassociatedindicators,soadecisioncanbetakenonclassification.
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WEIGHTING: HOW TO TACKLE STEP 3 OF THE SUN METHODOLOGY(PARTICULARLY HOW TO WEIGHT SENSITIVE ACTIVITIES)?
CHALLENGESCurrently,threeoptionsarewidelyusedtoweightsensitiveinterventions(seesection3.3).Anotherverysimpleoptioncanbeusedwhenthecountryhasaverylimitedexperienceofbudgetanalysis:thesystematic25%(optionusedinSL).Thisisaverybluntoptionanditdoesnotreflectreality.Itis,however,anoptionifthisisthefirstbudgettrackingexercise,timeisshortandpartnersarescarce.3
Alessgenericweightingrequiresagreatdealmoretimeandthefullinvolvementofthevariousstakeholders,includingthosefromtheministries.Thesepeoplewillneedtoknowtheirprogrammesingreatdetail(inparticulartheprogramme’sdeliveryanditsnutritionimpact)tothenevaluatethelevelofsensitivity.Inmostcountries,aweightingof100%isusedforspecificactivities.Somecountriesweightspecificactivities,butthisisalongandcomplexpieceofworkthatraisesmanyquestions.
Insomecases,stakeholdersareunabletoestimatethelevelofimpactthatprojects/programmeshaveonnutrition(initialweightingcoefficients–WC), inotherwordsthepercentageofproject/programmebudgetsallocatedtonutrition. InmeetingguidesgiventoactorsinBF,theprojects/programmesmustbeloggedbasedonCommonResultsFramework(Nutrition)interventions.ThiscoefficientdeterminationisdifficultduetothelengthoftheinfluencechainandoftenduetoalackofknowledgeofnutritionquestionsorinsufficientinformationintheCRFN.
SOLUTIONSThecountryteamwasabletoovercomethisdifficultybysplittingtheWCintwo(WC1andWC2).Thelackofacommonly-agreedmethodologyataninternationallevelmakesthisweightingstepachallenge.4Thechoiceofweightingdependsonthepasthistoryin,andexperienceof,budgetanalysis.Thesimplestmethod(100%or25%oreven25%forallsensitiveactivities)canbeusedwhenexperienceandtimeisverylimited.Nevertheless,thisoptionisveryimpreciseanddoesnotfullyreflectreality.Iftimeandexperienceallow,itisbesttouseamorecomplexweighting(between1and50%asinBForevenbetween1and100%inmoreexperiencedcases)becausethisismorepreciseandofbetterquality.Anintermediateoptionwouldbetoselectmethod2.Inallinstances:
1 Iftimeandcontactsallow, it ispreferable tohaveconsultationworkshopswiththevariouscontacts fromthenutritionsectorandothersectors(health,education,agriculture,socialprotection,etc.).Thesecancomefromtheministries,civilsocietyorcanbefinancialandtechnicalpartners.Theseworkshopsareagoodwayofinvolvingtheministriesandavoidingdisagreementsoncethebudgetanalysishasbeenpublished.Furthermore,theycanimprovethestakeholders’knowledgeofthesubjectand,inthelongterm,resultinthegovernmentcarryingoutitsownanalysis.
2 The overall results need to be presented (distinguishing between nutrition-specific and nutrition-sensitiveinterventions),asdotheresultsoncetheyhavebeenweighted,andacomparisondrawnbetweenthetwo.
3 - This method can be frustrating when the line appears to be entirely nutrition-sensitive (e.g. agricultural policy). If the information is complete and those people who can be contacted can inform the consultant about the pro-gramme’s delivery and impact: opt for a more complex weighting method.4 - Some country teams suggest carrying out a sub-regional study to fine-tune the methodology proposed by the current country team (have it apply to all country members of the SUN movement). The SUN movement’s secre-tariat would be a good lead to pilot this international work
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INCLUSION OF SALARIES: SHOULD THE SALARIES OF THE DIFFERENT MINISTRIES IDENTIFIED AS NUTRITION-SENSITIVE BE INCLUDED?IF SO, HOW CAN THESE SALARIES BE WEIGHTED?
If an assumption ismade that someministries are nutrition-sensitive (thiswas the case in SLwhereministriesweredesignatedparentministriesforthenutritionplan’sdelivery)thentheanswertothefirstquestionisyes.Forthesecondquestion,theanswerismorecomplexbecauseaweightingof25%onthesalariesofallsensitiveministriesisaslightexaggerationandwillleadtoaresultsbias,especiallywiththeMinistryforEducation(becausesalariesusuallyaccountforahugeamountofministerialbudgets–asisthecaseinSierraLeone).
Thesolutiontothisproblemwouldbetobeabletoatleastroughlygaugethepercentageoftimethattheministries’staffallocatetothesesensitiveorspecificactivities.Thisisalmostimpossibletoachieveforallministries.Ifoneministrywastobeselectedasapriority,thenthiswouldbetheMinistryforHealth,forexamplevisitingthefieldtoassessthepercentageoftimethatnutritionistsspendtreatingmalnutrition:isthis100%,asitshouldbe?Oraretheytoobusytospend100%oftheirtimeonthistaskandinactualfactonlyworkonthisfor50%oftheirtime?
A RECURRING PROBLEM: THE NON-ALIGNMENT OF BUDGET LINES/CODES WITH THE ACTIVITIES IN THE MULTISECTORAL NUTRITION PLAN
Inanidealbudgetadvocacyworld,thetargetsadoptedwouldbeSMART,thenationalplanswouldbedetailed,thecostswouldbedirectlylinkedtoplans,thenutritioninterventionswouldbeprioritisedandreflectedinthenationalbudget,thebudgetwouldbedeliveredandspentasapprovedbyParliament,monitoringreportswouldbecompleteandpublishedattherighttime.But,inreality,inmostcasesplansandbudgetsarenotfullyaligned.Forexample,thenationalplanmaynotbereflectedinthenationalbudgetortheremaybeprogrammesinthenationalbudgetthatarenotcoveredintheNationalNutritionPlan.
Morespecifically,theactivities(oreventhepillarsormajorguidelinesorpriorities,etc.)inthemultisectoralplanareoftennotreflectedinthebudgetcodes/lines.Consequently,itismoredifficulttofindoutwhetherthisplanhasbeeneffectivelyfinancedbythegovernment,andifithas,towhatextent(accountabilityisverylimited).
Ashort-termsolution(aspartofthebudgetanalysisexercise)wouldbetoidentifythebudgetlineswhichcomeclosesttotheplan’sactivitiesandestimatetheplan’sleveloffinancingonthisbasis.Itwouldneedtomakeclear,however,thatthisispurelyanestimate.
Inthelongterm,itisimportanttopushforthebudgetlines/codestobealignedwiththeplan’sactivities(thisisveryambitious)orattheveryleasttheplan’spillars/majorpriorities(thisisabitmorerealistic).
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4.3 PRODUCING SCORECARDS (CHAD AND SIERRA LEONE)
Scorecardsarevisualmapsthatpresentasummary(nomorethantwopages)ofthedatabeinganalysedinawaythatfocusesonthekeyinformation.Theanalysesmustbebasedonvalidatednationalstatisticaldata,andscoresneedtobegiventothedifferentdatabeinganalysed.Thesetoolsallowcivilsocietytograde,forexample,thelevelofprogressmadebyacountryorcountriesindeliveringontheircommitments.Eachlevelcanbegiveneitheracolourcodeorscore.Thesetoolscanproveextremelyusefulforbudgetadvocacy.ChadandSierraLeoneproducedsuchscorecardsfortheirbudgetadvocacy(Fig.4.3and4.4).
FIGURE 4.3: CHADINVESTMENTINNUTRITIONSCORECARD
Invest more in sectors contributing to nutrition
Malnutrition in Chad
NEGATIVE IMPACT OF MALNUTRITION ON DEVELOPMENT
INVESTMENT IN SECTORS CONTRIBUTING TO NUTRITION
Human Impact
Economic impact
43%
103th
9,5% of GDP
of children who died suffered from malnutrition
loss in 2014 (equivalent to a lost of 575 billion of CFA)
of 104 countries On the global Hunger index scale in the world in 2015(GHI score of 46.4 in 2015)
Wasting: 11.7% in 2015 Stunting: 29.0% in 2015
CHAD
Financial commitments
Abuja: allocate 15% of the annual budgetto the health sector
Maputo: invest 10% of the national budget in agriculture
Current level
Decreasing
Stagnating
National: Mobilizing resources and support at the highest political level tohygiene and sanitationEstablish and monitor budget linesrelated to hygiene and sanitation which increases annually to achieve the minimum target of 0.5% of GDP by 2020
No available data for GDPwater sector is estimated to cost 75.755 billion FCFA (over 125 million USD), on 2013-2015. Cost of the sanitation plan is estimated at 5.55 billion FCFA (about 9 million) .
13% 8% 6% 7,1% 8,5%2000 2011 2013 2014 2015
5,7% 5.7%2003 2012
Target missed No data
to nutritioasting: 11.7
ting: 29.0%
Invest more in sectors co
l
NEG
CHAD
U
itioalnutnutritionalnut
rsvest more in sectors Invest more in sectors contributing to nutritioDDHH
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FIGURE 4.4: SIERRALEONEINVESTMENTINNUTRITIONSCORECARD
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4.4 PRODUCING A CITIZENS’ANALYSIS FRAMEWORK
WHAT DOES IT DO?
Theanalysisframeworkisatoolthathasbeenputtogetherbytheeditorialteambehindthishandbook.Itisapracticaltoolthatcanhelpwiththecollectionandanalysisofacountry’sbudgetinformationandthatfocusesonnutrition.Itidentifiesanyelements thathavebeen insufficientlydeliveredbygovernments, suchas: information,budget transparencyandconsistencyintheplanning,allocationandexpenditureofpublicfunds.Itcanalsobeusedtoidentifyperformanceissuesthatariseduringbudgetdeliveryandsuggestadvocacyactionsthatcitizenscancarryouttodeliverapositivechange.
WHO CAN USE THIS FRAMEWORK?
Thisframeworkisdesignedtobeusedbycivilsociety.Butitmustbeusedbyamulti-disciplinarygroup.Awidergroupshouldworkon this, rather thanpeople fromwithin justoneorganisation.Those involvedcan include: thecountry’sbudgettransparencyorganisations,budgetinformationcentres,groupsfromsectorsthatcontributetonutrition,humanrightsorganisations,andseveralmembersfromthenutritionservices’beneficiarycommunity.
HOW SHOULD THIS FRAMEWORK BE USED?
Thevariouspoints raised in this frameworkmustbediscussedandgradedby thegroup.Theassessmentargumentsusedtojustifytherankingsshouldbeincludedinthe“explanatoryobservations”section.Inthesection“actionstobeundertakenbycivilsociety”,itisimportanttofocusonrealisticandachievableadvocacyactions.
Severaldocumentarysourceswillproveusefulwhencompletingthisframework.Anon-exhaustivelistofthesecanbefoundbelowandcanbeaddedtodependingonthecontext.Theseinclude:
• Trainingandinformationcentrestudyreportsintothecountry’sbudget• Thecountry’sFinanceActsandreviewsofthevariousFinanceActs• Reportsfromthecountry’spublicexpendituremonitoringandregulationauthorities• Financialreportsfromthedifferentministerialsectorsthatcontributetonutritioninthecountry• Citizens’budgetsforthecountry• Thecountry’smulti-sectoralstrategicnutritionplans,sectoralplansonhealth,water,foodsecurity• Thecountry’sFinanceMinistrywebsite• BudgettransparencyreportspublishedbytheInternationalBudgetPartnership• Websitesofthecountry’smajorbilateral/multilateraldonors
FRAMEWORK CODING
Scoresandcolourscanbeused to indicate thegradinggiven toeachelement thathasbeencollectedandanalysed.Therefore,thehighestscorethatcanbeawardedis1toindicateahighlysatisfactorylevel,whichisgiventhecolourcodinggreen.Theleveloffairlysatisfactory,isawardedascoreof2andthecolourcodingorange.Thelevelofunsatisfactoryisawardedascoreof3andthecolourcodingred.Iftheinformationisunavailableorifthissectiondoesnotapplyinthecontextbeinginvestigated,enter0andusethecolourgrey.
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TABLE 4.2: DISTRIBUTIONOFPERCAPITABUDGETALLOCATIONSFORNUTRITIONSPECIFICINTERVENTIONSBYSECTORANDLEVELOFANALYSIS(resultsmayvarybasedonmethodologyused)
POINTS TO VERIFY BACKGROUND INFORMATION
GRADING ACTIONS TO BE UNDERTAKEN BY
CIVIL SOCIETY1 2 3 0
STEP 1: CHECK CITIZENS’ LEVEL OF ACCESS TO FINANCIAL INFORMATION
Typeofinformationavailableonthenationalbudget(allocationsandexpenditure?)
Availabilityofinformationonthecurrentyear’snationalbudget
Publicmeansofsharinginformationonthenationalbudget(allocationsandexpenditure);hardcopyoronline?
Availabilityofdetailedandclearinformationwhichbeunderstoodbycitizensonthebudget
Availabilityofacitizens’budget(isthedatethatthisbudgetwassharedsatisfactory?)
Publicavailabilityofinformationonmid-termreviewsofthenationalbudget
Availabilityofclearinformationonnutrition-relatedallocationsandexpenditure
STEP 2: CHECKING THE LEVEL OF CITIZEN INVOLVEMENT IN THE BUDGET PROCESS
Optionforcitizenstobeinvolvedinthebudgetprocesssubjecttolegalprovisions
Optionforcitizenstoholdgovernmentstoaccountontheuseofpublicfunds
STEP 3: CHECKING RESOURCE ALLOCATION
Optionforcitizenstobeinvolvedinthebudgetprocesssubjecttolegalprovisions
Optionforcitizenstoholdgovernmentstoaccountontheuseofpublicfunds
STEP 2: CHECKING THE LEVEL OF CITIZEN INVOLVEMENT IN THE BUDGET PROCESS
Analysisoftheallocationofnationalbudgetresourceswithaparticularfocusonsectorsthatareallocatedmostresources
Comparativeanalysisofthebudgetallocatedtonutritionandtotraditionalsocialsectors(health,education,socialprotection)
Comparativeanalysisofthefinancingcategoriesoffundsallocatedtonutrition,considering,forexample,theamountsallocatedtoinfrastructure,salaries,investments,operationalactivities,etc.
Analysingthelinksandconsistencybetweenfinancingthathasbeensecuredandthemulti-sectoralstrategicnutritionplans
Analysingtheevolutionofbudgetallocationsawardedtonutritioninthedifferentsectors(health,agriculture,waterandsanitation,etc.)overthepasttwoyears
STEP 4: CHECKING RESOURCE EXPENDITURE *use the review of the previous year’s expenditure
Comparativeanalysisofnutritionexpenditureversusallocationscarriedoutinthepreviousyear
Analysisoftheextenttowhichsectorialbudgetsallocatedtonutritionhavebeenexecuted
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4.5 SUCCESSFUL BUDGET ADVOCACY EXPERIENCES: INTERVIEW WITH BUDGET ANALYSIS SPECIALISTS
INTERVIEW WITH PATRIZIA FRACASSI FROM THE SUN SECRETARIATFebruary, the 23rd, 2017
PatriziaFracassiisSeniorNutritionAnalystandPolicyAdvisorintheSUNMovementSecretariat.PreviouslysheworkedinEthiopiaasaconsultantforUNICEFonNutritionInformationSystemstrengtheningandfortheWorldBankonLinkagesbetweentheProductiveSafetyNetProgramandtheNationalNutritionProgram.PatriziapreviouslyworkedforUNICEFUgandaasaNutritionSpecialistandforNGOs,CESVIandOxfamItaliainVietNam,asCountryRepresentativeandProgrammeManager,specializinginCommunityBasedNutrition,PrimaryHealthCareandLivelihoods.
Shehasalsodevelopedandcontinuestomanagethetechnicalcontentofnutritionwebsite:www.motherchildnutrition.org.PatriziaholdsanMAinHumanSciencesandanMScinDevelopmentManagement.Sheiscurrentlypursuingapart-timeDoctorateinHealthResearch
WHAT DID YOU FIND IN PUBLISHED FINANCIAL DATA?
There are 47/59 countries that have shared theirbudgetarydatabetween2015and2016.Findingsfromthebudgetanalysisareavailable in the2015and2016SUNProgressReport aswell as in the2015 and2016GlobalNutritionReports.
Among the 47 countries, we know, more or less, whoparticipated from the Government, UN agencies andcivilsocietybutwedonotknowthelevelofengagementwithineachnetwork(e.g.withinthecivilsocietyalliance).In some cases, we know that CSOs have been reallyactive, for example in Sierra Leone,where the budgetanalysiswasconductedthroughActionAgainstHungeror in Zambia where Save the Children supported theCivilSocietyAlliance.CSOshaveamajorroletoplayinthe budget analysis and advocacy. A representative ofthecivilsocietyhasalwaysbeeninvitedtotheregionalworkshops on public finance but we don’t have anyinformation onwhether they have engaged other civilsocietyactors.Thedialogueamongallactorsisofmajorimportance. There is no doubt that budget advocacycomesalongwithtimespentonanalyzingthebudget.
For the remaining countries, there are some countriesthat have to start and might need technical support:for example Haiti, Myanmar, Papua New Guinea andSomalia.Therearealsoafewcountriesthathavedone
thebudgetanalysisbuthaven’tsharedyetthedatawiththe SUNMovement Secretariat (for example, Senegal,Ethiopia and Rwanda). There are countries who arecurrently working on it: Tanzania has started and isworking on it; Malawi has a well-developed financialtracking system but the data are not published yet.However, in fewcountries,datacollectedbynon-stateactors have not been validated by the government. InNiger,theCivilSocietyAllianceconductedtheanalysis,andaconsultanthasbeenhired todisaggregateat thesub-district level. In Nigeria it was Save the Children.Thefindingswerenotvalidatedbythegovernments. Itis important that civil society actors take into accountthis challenge, and engage the government and otherpartners from the beginning so that everyone is clearaboutthemethodologyandtheassumptions.Therefore,CSneedstoengagegovernmentandotherpartnersfromthebeginning toavoidany “validation” issueona laterstage.
Countries should create an open space for budgetanalysis and advocacy. CSOs can play a major role inengagingwiththeircommunitiesandinadvocatingwithparliamentariansandpoliticians.Incountries,whichhavealreadycollecteddataandhavegonethroughthebudgetanalysis before (with the government taking the lead),CSOscanworkwiththegovernmentratherthanstartinganewdatacollectionexercise.Thisisespeciallytruein
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countries where there are already active stakeholderplatforms,withthehelpofSUNFocalPointsandalsoUNagenciesanddonors.Thefirststepforbudgetadvocacyistoidentifywhathasalreadybeendoneinthecountryintermsofdatacollectionandanalysis.CSOswillneedto make sure that there is consistency over time onhowthebudgetisbeinganalyzed.Itisimportanttousethe same baseline and to talk about the same things.We really welcome the efforts on budget advocacydevelopedbytheCSbutifeachoftheactorsstartsfromcollectingdatausingdifferentassumptions,wecomeupwithdifferentresults,andtheresultsarenotcomparableovertime.Therefore,weneedtofirstconductareviewonwhatisalreadydone.
WHAT WERE THE LESSONS LEARNED FROM THESE COUNTRIES?
Themainlessonlearnedisthat,whilehavinganutritionplan is useful to perform a budget analysis, doing abudget analysis can also help to develop or review anutrition plan. The budget analysis allows to start adialogue across sectors, ministries and stakeholdersaroundspending,whichissomethingverytangibleTheother lesson learned is that the budget analysis is animplementable exercise as shown by the high numberof SUN countries that have done it with more or lesssupport.Thescopeofthebudgetanalysiscanbebetterdefinedasweunderstandthebudgetstructureandalsohavethepossibilitytotalktobudgetholdersandprogrammanagers. Themost important aspect thatCSOsneedto consider is to keep the process transparent and toengagethegovernmentandotherstakeholdersfromthebeginning.
WHAT IS THE ROLE OF THE SUN IN THE EXPANSION OF BUDGET ANALYSIS AND ADVOCACY FOR NUTRITION IN SOUTHERN COUNTRIES?
The SUN movement has the following roles in theexpansionofbudgetanalysis.First,wewanttodeepenthe budget analysis. For example, we ask countries toidentify a set of key programs for nutrition and tracknutrition budget allocation and expenditures at a sub-national level. They can’t do it probably for all theprograms, but they can start with defining the subsetof programs associated with nutrition objectives thatreally matter. We really want to get donors engagedin the countries. Again, the starting point will be thebudgetanalysisbecauseinmanycases(e.g.30outof47countries), datawith the programmes’ funding sourceshavebeenfound.Sothiscanhelpcountriesdiscusswiththedonors, andmake sure that there isnoduplicationand overlaps. All donors that have a stake in nutrition
shouldbe included in thedialogue.Again, a lot canbedoneduringthepreparatorywork(deskreview)providedthatthereistransparencyonthemethodologyanddatasources.Forexample,ResultsforDevelopmenthasdonea comprehensive analysis of ODA for nutrition that isdisaggregated at country level and provides a goodoverviewofspendingonnutrition-specificprogrammes.5
The civil society should also take part in the budgetdiscussionsasprojectimplementers.Again,weneedtoensurethatthereisnoduplicationinthereporting.Itisaboutengaging,at least the internationalNGOs, in thein-country discussion about budget. This is somethingthatwewant thecivil societynetwork toadvocate forsothatallstakeholdersareaccountabletowardsbetterspendingandmobilizationofresourcesfornutrition.
Regarding the existing platforms, SUN platforms are,moreorless,functioningindifferentcountries.Inaway,theSUNGovernment focalpointsare theonethataresupposed to convenemeetingswith donors and otherstakeholders. It isagainsomethingwecandiscuss,andCSOscanalsohelpallstakeholdersinteractandespeciallyensure the involvement of grass-root organizations.There aremany focal points and representatives fromcivil society organizations, UN agencies, donors andbusinessesthatareactivelyinvolvedinregionalevents,oringlobaleventsincludingtheSUNGlobalGathering.But the functioning of the platforms and the level ofengagementof stakeholders is something that only in-country actors can promote and assess.We hope thatACFandotherINGOswilltakeanactiveroleinpromotingengagementinSUNcountries.
WHAT ARE THE MAIN DIFFERENCES BETWEEN ALL AVAILABLE METHODOLOGIES (SUN + SPRING + SUN ENHANCED), AND WHAT ARE THE REMAINING METHODOLOGICAL CHALLENGES IN HARMONIZING HOW TO ACCOUNT FOR “NUTRITION-SENSITIVE” INVESTMENTS IN KEY SECTORS.
Regardingthedifferentmethodologies,broadlyspeaking,they are aligned. I think in terms of broad issues, themethodologies are aligned. Then when it comes tospecificissues,forexample,theweighting,therearestilldifferentviewsonthewayforward.TheweightingwasintroducedintheSUNdonormethodologyandwehaveuseditinourguidancetoSUNcountriesfortheirbudgetanalysis. The SUN Movement Secretariat and OPMconductedananalysiswithdatafromSUNcountriesthathaveappliedtheweightingsystemintheir2015budgetanalysis. Somecountrieshad reallyworked lineby lineusingaweightratherthanapplying25%fornutrition-sensitive interventions. We then did the analysis tosee if theweighting applied to the same categories of
5 - This analysis can be found here : http://donors4nutrition.r4d.org/
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allocationwasconsistent.Themedianandthemeanwascloseto25%,butextremevaluesarequitehigh,meaningthat there is a degree of subjectivity when applying aweight.
However,manycountrieshaveabandonedtheweightingsystemin2016becauseofthechallengesandusefulnessof applying “weights”. The SUNMovement Secretariatis not insisting that the countries apply aweighting asthe “weight” is not a realmeasurement of impact of anutrition-sensitiveprogramme.In2016,thereweretwocountriesthatinsistedtousethe“weights”becausethestructureoftheirbudgetwasatamuch-aggregatedlevel(almostatministeriallevel)andtheyfeltthatthebudgetfor nutrition was significantly over-represented. Wewouldapply25%toallnutritionsensitiveinterventionsonly ifwehavetoreporttotheGNRandcomparethedatawiththoseprovidedbytheSUNdonornetwork.It’smostly about reconciliation becausewe know that thedonorhasappliedthe25%.
To harmonize how to account for “nutrition-sensitive”investments in key sector,we insist that the countriesgo through the phase of identifying the programs andthensystematicallydecidewhattoincludeandwhattoexcludeandthenspecifyiftheinterventionsarespecificand sensitive. We insist on a dialogue with budgetholders and program managers to take place aboutfinalizationofwhatshouldbeincludedandwhatshouldbeexcluded.Thestepnumberone,thedeskreviewcanbedonebyaconsultantandateamworkwiththeaimtoidentifyallpotentialprograms.Butthenthestepnumbertwohastobebasedonadialogueprocess.Itshouldbeaparticipatoryprocesstoensureaclearunderstandingonwhatgetsincludedandexcludedinthefinalanalysisandwhy.Stepnumberthree(theweighting)isoptional.Ifacountrydecidestogothroughtheweighting,asimilarparticipatoryprocessneedstobeundertakentoensurethat the assumptions behind the applied weights arecleartoallinvolvedandcanbejustified.
IN YOUR OPINION, WHY CSOS SHOULD CONDUCT BUDGET ANALYSIS AND BUDGET ADVOCACY?
It’s really important to connect with communities andthe population.We could agree on a simple step thatwhen a CSO decides to engage in budget advocacy, itis important tobe in contactwith theSUN focalpointandalsowithrepresentativesofothernetworks.CSOsneedtoidentifyifthegovernmenthasdonesomethingbefore. If somethinghasalreadybeendone, theyneedtomakesurethattheygoonestepfurtherwithbudgetadvocacy. In most cases, it is not just about moneybut also commitment. For example, if the governmentspendsa lotonagriculture forexample, it is importanttoseehowthiscanbeusedfornutrition.Commitments
are really important. When countries have done thisexercise of budget analysis, it is important to seewiththem how this can be used and make a difference. Inthis case, CSOs really have to bring them along. TheguidebookshouldhelpCSOsinterpretandlookatwhatthegovernmenthasalreadydoneandwhat remains tobe done. Another important role is the dialogue withthecommunitybecausewehave47countriesthathaveanalyzed the allocations and spending for nutritionspecific and nutrition sensitive interventions. In somecases,theidentifiedprogrammesinthebudgetanalysisarebigdriversofgovernmentspending.Theroleofcivilsociety is critical, mainly to sensitize the community,onwhatservicesareavailableandwhatcouldbedonecollectively to improve access and use of availableservices. There should be more emphasis on how theanalysiswouldbeusedandlessondatacollection.
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INTERVIEW WITH MARY D’ALIMONTE FROM RESULTS FOR DEVELOPMENT (R4D)February 24, 2017
MaryD’Alimonte isapublichealthprofessionalwithabackground inhumanbiology,socialanthropologyandnutrition.
Asaprogramofficeron thenutrition teamatR4D, she specializes innutrition resource tracking and financing analytics, working at bothglobalandcountrylevels.ShewasatechnicalleadinR4D’sworkontheGlobalInvestmentFrameworkforNutrition,apartnershipbetweenR4D,theWorldBankand1000Daystoassesstheglobalfinancingpotentialandothernecessaryresourcestoachieveglobalnutritiontargets.Sheworkswithcolleaguestodevelopstandardizedandsustainablemethodsto track resources for nutrition across stakeholders and sectors tosupporttakingcost-effectiveinterventionstoscale.
BeforejoiningR4Din2014,Maryconductedglobalhealthandnutritionresearch in Bangladesh with the BRAC School of Public Health; inEthiopia with the Yale Global Health Leadership Institute on accessand quality of primary health care; and in India, where she carriedoutprimaryresearchoninfantandyoungchildfeedingbehaviorsinaMumbaiurbanslum.
MaryholdsanMPHinsocialandbehavioralsciences,andglobalhealthfromtheYaleSchoolofPublicHealthandaBSinhumanbiologyfromtheUniversityofToronto.
CAN YOU TELL US ABOUT YOUR EXPERIENCE OF BUDGET ANALYSIS?Theworkthatwehavebeendoingistotrackfinancingfor nutrition, which includes budget analysis. Ourmain principle is to make sure that it has practicaluse. Sometimes as technical people wemight go overthe boardwith data, but there is not enough focus onuse.Ourexperience is broader than that: It is trackingall resources for nutrition, including donor and NGOfunding.InRajasthan,India,wedidbudgettracking,whilein Ethiopia it was broader work tracking multisectoralfinancingfromover80donorsandNGOs.InRajasthan,itwasapartnershipwith localpartnerBudgetAnalysisRajasthanCentre (BARC) thathasexpertise inworkingwith state government budgets. The analysis focusedon multi-sectoral budgets for nutrition including fundutilization. We are partnering with a local advocacypartner, The Antara Foundation, to strengthen localadvocacyeffortsfornutrition.
DID YOU ALSO TRACK EXPENDITURE OR ONLY ALLOCATIONS?We also tracked expenditure. Absorptive capacity cansometimesbeanissuesoitisimportanttotrackit.
COULD YOU TELL US MORE ABOUT YOUR EXPERIENCE IN ETHIOPIA?InEthiopiaitwasanextensiveeffortinwhichweworkeddirectly with the Ministry of Health to track fundingfor nutrition across sectors.We worked with them todefinethemethodologicalapproachandspent3monthsdoing primary data collection to understand nutrition-specific and nutrition-sensitive investments across 12governmentministriesandover80developmentpartners(includingbothdonorsandimplementingorganizations).Itwasn’t possible to tracknutritionbudget lines (oftenbecausenutritionisaggregatedwithinlargerprograms),hencewehadtoconductprimarydatacollection.
WHICH EXPERIENCE DO YOU CONSIDER MORE SUCCESSFUL? Bothweresuccessful,but inEthiopiawefounda lotofpoliticalwill.OneoftheobjectivesofthisworkwastosupportmajorpoliticalcommitmentssuchastheSeqotaDeclaration (a high-level government commitment toendchildmalnutritioninEthiopiaby2030)aswellastheNational Nutrition Programme II for 2016-2020. Now,wehavethedataandwearehaveanalysedthem,butitisimportanttothinkaboutkeyadvocacymessages.Weareataphasewhenadvocacymessagescanbedeveloped.
It isalso importanttoemphasisethemultisectoralpart
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of thework, lot of ourworkwas trying to look at theflagship multisectoral government programs such astheProductiveSafetyNetProgramIV, theOneWASHprogram, and the Agricultural Growth Program II, anddisaggregatingwhatpartof it is thenutrition-sensitivecomponentthatcouldbeincludedinthebudgetanalysisandimportanttotrack.
Finally, it should be stressed that it is very importantto do an initial landscape to really fine-tune and tailorwhat the advocacy objectives are. TargetingministrieswithspecificadvocacymessagesandSMARTgoalsandtomakesurethatthedatasupportsthat.Wealsohavetoberealisticintermsofwhatisfeasible(i.e.,fromdatacollectionpointofviewetc).
COULD YOU EXPAND ON THE METHODOLOGY USED?WeusedtheSUNapproachmainly in India, inEthiopiawedidlotsofprimarydatacollectioninwhichweusedtheSUNcriteriatoidentifynutrition-sensitiveprograms,butdidnotusetheSUNweightingmethods.Weworkedwith the local partners a lot to refinemethodology toadoptittothecontext.
WHICH WEIGHTING METHOD DID YOU USE?InEthiopiawehadalistofinterventionsandprogrammesanddidnotuseweighting,butratherweconsideredfullprogrammes.Wecanshareaguidancenote.Intermsofadvocacy,it ishardtoseethepracticalapplicationofanumberwhichwasreducedinasemi-arbitraryway.Thismakesitdifficulttomessage.
WOULD YOU THEREFORE RECOMMEND KEEPING 100% OF THE AMOUNT FOR THE NUTRITION SENSITIVE INTERVENTIONS?Itdependsonyourgoal.Forexample,youcanhaveanexpensiveschoolfeedingprogramme,butif itdoesnotcontributedirectly tonutrition, it ishard tocount itoruse it foradvocacy. It is important toknowtheoverallbudget,butthenalsoadvocacybasedapproach.
WHAT ARE THE KEY CHALLENGES WHICH YOU ENCOUNTERED WHEN CONDUCTING BUDGET ANALYSIS? Thekeychallengesarerelatedtodefiningandknowingwhatwearetracking,sospendingtimewithcounterpartsatthebeginningoftheprocessiskey.Lotsoftimesthedataarenotavailable.Thisrequiresalotmore“digging”,whichiswhatwedidinEthiopia.
Sensitisation of stakeholders – it might be even moreeffective if we brought all stakeholders together toagreeon theobjectivesandmethodology.Secondly, inEthiopia therewas a drought, we have therefore seen
an increase in funding for school feeding and othernutritionprogramsbecauseofemergency.Itwasdifficultto disaggregate the emergency funding from routinefunding.Itwouldbeusefuliftherewasthisdistinction.
REGARDING COUNTRIES WHERE THERE IS LITTLE TRANSPARENCY – WHAT WOULD YOU RECOMMEND IN SUCH CIRCUMSTANCES?
Ifthereisapoliticalbuyin,youwouldneedtoworkwiththegovernment,todo,forexample,aninternalanalysisforinternaladvocacypurposes.Itwouldalsobeusefultostartwithtraining.
FINALLY, WHAT IS THE ROLE OF CSOS – WHY CSOS SHOULD CONDUCT BUDGET ANALYSIS AND ADVOCACY?
They certainly help to lobby governments and help tokeep governments accountable. CSOs can really helppushadvocacyefforts.ItiscriticaltoengageCSOsintheveryinitialplanningstages.ItisalsoimportantforCSOstoengage in the capacitybuildingwork toensure thatgovernments can routinely track funding for nutritionwithinexistinggovernmentprocessesandsystems.
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INTERVIEW WITH HUGH BAGNALL-OAKELEY FROM SAVE THE CHILDREN March 10, 2017
Hugh Bagnall-Oakeley is a senior hunger policy adviser with Save theChildren (UK), and has over 30 years’ experience in Rural DevelopmentandAgribusiness,muchofthatwasasateam leadermanaging,evaluatinganddesigningprojectsforarangeofdifferentdonorsandotherclients.Hismulti-disciplinary experience includes farmer institutional development,agricultural extension in both privatized and publicly funded contexts,institutionalchange,soilfertilitymanagement,naturalresourcemanagement,soilandwaterconservation,on-farmandonstationresearch,agri-businessdevelopment, agri-business planning, community development, andparticipatoryappraisalinarurallivelihoodscontext.Mr. Bagnall-Oakeley hasworked forDFID, EU,World Bank, FAO, AfricanDevelopment Bank, and with private enterprise. Globally, he has workedin India,EasternandSouthernAfrica (Uganda,KenyaandNamibia), SouthEast Asia (Indonesia), PapuaNewGuinea and the Pacific Islands, and haspublishedover50reportsand12papers.HehasaMastersinTropicalandSub-TropicalHorticulture fromWyeCollage (Now Imperial atWye) and aBachelor’sdegreeinagriculturefromColegPrifysgolGogleddCymru.
CAN YOU TELL US ABOUT YOUR EXPERIENCE OF BUDGET ANALYSIS? WHICH COUNTRIES DID YOU WORK WITH? AND WHICH METHODOLOGY DID YOU USE?Aquestionthatwecanalwaysaskaboutpublicservicesis: is there a budget for a service? Looking throughbudgethelpstounderstandifthereisabudgetallocated,howimportantisit,howisitspent,andifitisoverspentor underspent. The budget analysis intends to trackthe government budget – budget that comes from taxrevenue and foreign funds. Therewas interest notablyfrom the Gates foundation in analyzing the budget ofindividual governments. This resonated with the SUNmovement.
The analysis of budget, thus, became important fornutrition interventions. Save the children works andhasworked inNiger, Nigeria,Myanmar,Mali, Ethiopia,Indonesia, Malawi, and Zambia. Looking through themethods of conducting a budget analysis, most of thecountriesusethequickmethodofusingthekeywords.It is used to classify the budget, but some of theseclassificationsareclearandsomearenot.Yettheproblemis thatwecan’tget informationabout thecontextofaprogramviathismethodofbudgetanalysis.WhatSavetheChildrentendstodoisafullanalysis.Itmeansthatwehavealltheinformationandweseeacrossdifferentministriesandfindoutdifferentnutritionprograms.Thisis,infact,thebasisofadvocacywhenwefindoutwhatthegovernmentisdoingandwhatitisnot.Byanalyzingthe health budget, provides other clients (NGO anddonors)with ananalysedbudget.Theanalysedbudget
will show the sums of money allocated, for differentactivities, linkingtoanassessmentofthegovernment’sperformanceagainstthestatedsectorialstrategyorplan.Theanalysisprovideswithausefulandaddedbenefit.
Itshouldalsobementionedthatnutritionprogramsaredivided into nutrition-specific and nutrition-sensitive.Nutrition-specific interventions are defined and prettyclear. However, nutrition sensitive interventions aremuch more difficult to identify because there is nocommon-agreed definition. InMalawi, the governmentbudgetcomesinhardcopybecausetheydon’twantthebudgettobeonlineandpubliclyaccessibletoeveryone.TheproblemisthatneithertheMPsnorthedonorsknowexactlywhattheyare investing in,unlesstheyconducttheanalysis.InMalawi,thebudgetwillcomeoutinMay,andwewilldotheanalysisinaone-weekortwo-weekperiod,which isthediscussionperiodofthebudget, inorder to present it to themembers of parliament.WearedealingwithMPswhohavetherighttoquestionthegovernmentandministers.WeareworkingwithMPstoadvocate.We are giving them information about eachprojectintheircontext.
InIndonesia,budgetanalysisisatbothdistrict-levelandsubnationallevel.Weareanalyzingtheallocations,andhowmuchmoneyisspentonnutritionandhealth.
The analysis helps us to talkwith the government andthe relevant departments and to share the collectedinformationon thebudget.Andwecanalso formulateour recommendations and ask for an increase in thenutritionbudget.
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ARE YOU LOOKING JUST AT ALLOCATIONS OR EXPENDITURES TOO?Currentlywearelookingatallocations,butthereisaplantolookatexpendituresaswell.Forexample,inMalawi,wehadgonetothedistrict-levelandwearelookingforwardtoasocialmobilizationtoidentifyhowmuchmoneyhasbeenallocatedandhowmuchhasbeenspentandwhattheimpactis.Theprocessisinprogressin5districtsinMalawi.Theotherthingthatwearealsolookingatistogetthefinancialreports,because,forexample,inZambia,theMinistryofHealthin2013/2014,wasdemonstratinga25%ofunderspentbudget.Withabudgetof2.5billion,for instance, 500 million have been returned to thetreasury.ItislegitimatetoaskthepermanentsecretaryoftheHealthMinistrywhytheallocatedbudgetwasn’tspentthoughtherewasmoney.Thiscanbeduetoverycomplicated financial procedures; and sometimes it isnot easy toget themoney from the treasury. So ifweadvocate at this level, even civil servantswill bemoreempathicandsupportiveastheyarefrustratedwiththiscomplicatedsystem.
WHAT ARE THE KEY MESSAGES AROUND GOVERNANCE REFORMS? We certainly need to develop advocacy messagesaround governance reforms particularly for whatconcerns financial procedures. CSOs usually don’t talkaboutunderspentbudgetlines.WhatIseeisthatthereisaneedforcomprehensivegovernancereformsbecausesomeof thestateproceduresandmodelsusedarenotworking.Weneedtogothroughthebusinessmodelsofeachministryandidentifyhowministryshouldservethesociety.
HOW LONG DOES IT TAKE TO TRACK NUTRITION BUDGET AT SUBNATIONAL-LEVEL? InMalawi,weplan toconduct theanalysisofnutritionallocationswithin5days.Inthespaceoftwoweeksthatwehave,whichisthebudgetdiscussionperiodinMalawi,wecanconducttheanalysisofthebudgetallocationsonnutrition and alsowewill be having some informationfromdistrictsaboutdifferentprograms.Thiscanhelpusalsofindoutwhat are the impacts.Having abudget isone thing, but the impact that this budget can have isanother very important thing.Analyzing the budget is,infact,awaytoholdthegovernmentaccountableabouttheimpactsofdifferentprojectsaswell.
CAN YOU SHARE SOME OF YOUR SUCCESSFUL EXPERIENCES ABOUT BUDGET ANALYSIS AND SUCCESSFUL BUDGET ADVOCACY STRATEGY?Forexample,inMalawi:inJuneoflastyearIpresentedtheHealthbudgettoalmost45MPsanditwaswelcomedwithenthusiasm.Mostof that informationcameupon
the floor of the National Assembly. We found muchinformationinnewspaperarticles.EvensomeMPsaskedthegovernmenttocomewithanutritionstrategy.Sothishas increased thepressureon thegovernment. In fact,weuse theMPsandtheyquestiontheministers.Theyusetheinformationthatweprovide.
IN YOUR OPINION, RELYING UPON MPS CAN CONTRIBUTE TO A SUCCESSFUL BUDGET ADVOCACY STRATEGY?Ithinktheyhavearealpowerofinfluence,becauseMPsaretheonewhohavetherighttoholdthegovernmentstoaccountand to request informationandclarificationon budget allocations and expenditures. But it is notthe only way to advocate. I think it should be part ofan integrated strategy. There are other tactics like: (i)talkingtodonors;(ii)publishinginnewspaperarticles;(iii)organizing aneventonnutrition; and (iv)meetingwithindividualministersandmanymore.
WHY SHOULD CSOS CONDUCT BUDGET ANALYSIS AND ADVOCACY?Budget analysis andadvocacy reflect the roleofCSOsin society.Thecivil servantsdon’t advocate.Theycan,forexample,mentionanissue.Forexample,inIndonesia,civil servants go around different districts looking atdifferentoperationalprojects.Inreality,itisverydifficultforcivilservantstoadvocate.ItiseasierforCSOs.Thecivilsocietyistheconsciousofgovernments.Theyareinabetterpositiontoadvocateandlobby.Ithastobethecivilsociety,becausetheyhavetheindependencetodosoandtheirroleisessentialinasociety.Civilsocietyanddonors,theyareinabetterposition.
WHAT WOULD YOU RECOMMEND IN COUNTRIES WHERE THERE IS LITTLE BUDGET TRANSPARENCY?Onewaycanbetogoatsub-nationalordistrictlevels.Itislikelythattheyhaveabudgetandtheywouldbekeentoshareit.ThatiswhatwedoinIndonesia,forinstance.Wecanfocusonsub-nationallevel,forexample,districtor below to analyze budget allocations to differentactivities.It’seasiertomeetwiththeseniormanagementofthedistricttoo.
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CONCLUSIONS AND RESOURCES
Malnutritionremainsoneoftheworld’smostserioushealthissues.Overtwobillionpeopleworldwidesufferfrommalnutrition.Themajorityofthesearewomenandchildren.ThisproblemisparticularlypronouncedinWestandCentralAfrica,whereUNICEFestimatesthatapproximatelyonemillionchildrenundertheageoffivediefromcauseslinkedtoundernutrition.Ignoringtheproblemofmalnutritionrisksunderminingeffortsmadeinthefieldsofhealthoreducation.Whatismore,malnutritionincursahighcostintermsofcountries’economicgrowth,lostGDPandthefightagainstpoverty.Againstthisbackdrop,itisthereforeimportanttocarryoutbudgetanalysisandadvocacythatissuitableforthelocalcontext.
Theaimofthishandbookistoexplainhowtoeffectivelydraftabudgetadvocacystrategy,delivernutritionbudgetadvocacyandprovidespecifictoolstohelpcivilsocietyimprovetheiroverallnutritionadvocacyefforts.Morespecifically,itexplainsthefundamentalsofbudgetadvocacyandthekeystepsinvolvedinanybudgetprocess.Thesestepscanvaryfromonecountrytothenext.Itisthereforeimportanttoproperlyunderstandtherighttimetoconductadvocacy.Asmentionedabove,thereare,forexample,publichearingswhichallowfordirectdialoguewithdecision-makers.Bydescribingtheexperiencesofcountriesthathavealreadybeenthroughthebudgetadvocacyprocess,thehandbookhelpsthoseabouttolaunchthisadvocacyintheirown
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countriestoavoidthepotentialerrorsandpitfallsthattheymayencounter.Finally,byexplainingthebudgetanalysismethodologies,thehandbookprovidesmorein-depthknowledgeofthisfield.Severalotherusefulresourcesareavailableforthosewhowishtofindoutmoreaboutthistopic.AlistofkeyresourcescanbefoundinBox5.1.
Experience shows that budget analysis and advocacy are extremely useful. The results of the analysisidentifynotjusttheamountofnutritionfinancing,butalsoleadtoanincreaseinengagementwithnationaland local decision-makers andpartners.Therefore,oneof thekey learnings taken from theexperienceofothercountries isthatbudgetanalysisandbudgetadvocacymustbeundertakeninclosecooperationwiththe relevantministriesandpartners.This cooperationalso servesasan importantvalidationexercise.Theexperienceofothercountrieshasshownthatisimpossibletoundertakedataanalysiswithoutthecommitmentofkeyministriesanddepartments, and that this commitmentmustcontinue throughout thebudgetcycle.Furthermore,thiscommitmentisanaccountabilitytoolandcanbeusedtomonitornutritioncommitments.
Thankstobudgetadvocacy,severalcountrieshaverecordedprogress intermsoftheamountsallocatedtonutritionandexpenditureonnutrition-relatedinterventions.Nutritionbudgetlineshavealsobeencreated,and there has been an increase in funds for social protection interventions and empowerment ofwomenprogrammesthatcanbeclassifiedasnutrition-sensitiveinterventions.Budgetadvocacyhasalsoresultedinthedevelopmentandendorsementofpolicies,plansandstrategiesdesignedtoimprovenutrition,asseenintheexampleofNigeriadescribedinchapter4ofthishandbook.
BOX 5.1: LISTOFESSENTIALREADINGFORTHOSECONDUCTINGBUDGETADVOCACY
• ActionAgainstHunger,Advocacy toolkit,2013,41pages. http://www.actioncontrelafaim.org/sites/default/files/publications/fichiers/acf-advocacy-toolkit_june_2013.pdf
• ActionAgainstHunger,Stratégie de plaidoyer, apprendre comment pousser à obtenir une augmentation du budget de la nutrition dans le budget santé (Advocacy strategy, learn how to encourage governments to increase the nutrition budget in health budgets),2015,15pages
• ActionAgainstHunger,Méthodologie pour l’exercice du plaidoyer (Advocacy methodology),2016,45pages
• Save the Children,Health sector budget advocacy, A guide for civil society organisations, 2012. https://resourcecentre.savethechildren.net/library/health-sector-service-budget-advocacy-guide-civil-society-organisations
• SavetheChildren,Advocacy toolkit, a collection of tools to help plan, implement and evaluate,secondedition,2007
• ScalingUpNutrition,Civil society network, Advocacy toolkit a how to guide,56pages
• ShekarM.,KakietekJ., EberweinJ.D.,WaltersD., et al.An Investment Framework forNutrition:Reaching the Global Targets for Stunting, Anemia, Breastfeeding, and Wasting[online].Washington,DC:TheWorldBank.2016.Availableat:http://documents.worldbank.org/curated/en/758331475269503930/pdf/108645-v2-PUBLIC-Investment-Framework-for-Nutrition.pdf
The nutrition landscape evolves frequently and there are therefore new concerns in the science, practiceand programming of food and nutrition-related activities at all levels of government.However, given thateliminatingtheproblemofmalnutritionisunlikelytohappenovernight,conductingbudgetadvocacyremainsanimportanttoolinadvocacystrategiesdesignedtoincreaseinvestmentinnutrition.Tomakethesestrategiesaseffectiveaspossible,itisimportanttoconstantlyseekoutcross-learningopportunities,eitherwithinthecountryorwithothercountriesthathavemoreexperienceandsuccessinbudgetadvocacy.Asanaccountabilitytool (Szabo et al., 2016),budgetanalysisandadvocacyalsoensuresthatcommitmentsalreadymadecanbemonitoredandcomparedovertime, supportedbyevaluations intonutrition-relatedpoliciesandstrategiesindifferentcountries.ItalsohelpstoaccelerateprogresstoreachtheSDGsandhelpscountriesonthepathtowardssustainabledevelopment.
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Action Against Hunger. Civil society declaration on the fightagainst undernutrition inWest Africa, Chad andMadagascar[online].2016.Availableat:http://www.actioncontrelafaim.org/sites/default/files/publications/fichiers/civil_society_declaration_on_nutrition_dakar_may2016.pdf
Action Against Hunger. Policy document: Nutrition securitypolicy:Acommonmultisectoralunderstandingandapproachtoaddressundernutrition[online].2014.Availableat:ht tp://w w w.ac t ioncontre lafa im .org/s i tes/defau lt/f i les/publications/fichiers/acf_2014_nutrition_security_policy_en.pdf
ActionAgainstHunger.Glossaryofterminology[online].2011.Available at: http://blog.actioncontrelafaim.org/wp-content/uploads/2013/06/2011-ACF-Nut-glossary-ENG.pdf
WORLD BANK. Repositioning nutrition as central todevelopment [online]. 2007. Available at: http://documents.banquemondiale .org/curated/fr/690491468150317834/pdf/347750PAPER0Re101OFFICIAL0USE0ONLY1.pdf
WORLDBANK.2013.ImprovingNutritionThroughMultisectoralApproaches. [online]. Available at: http://documents.worldbank.org/curated/en/625661468329649726/pdf/75102-REVISED-PUBLIC-MultisectoralApproachestoNutrition.pdf
WORLDBANK.NineCountriesPledgeGreaterInvestmentsinChildren,PoweringEconomiesforLong-TermGrowth[online].2016. Available at: http://www.worldbank.org/en/news/press-release/2016/10/06/nine-countries-pledge-greater-investments-in-children-powering-economies-for-long-term-growth
WORLD BANK. Human Capital Summit highlights need toinvest in the youngest children [online]. 2016. Available at:https://blogs.worldbank.org/voices/human-capital-summit-highlights-need-invest-youngest-children
Bhutta, Z. A., J. K. Das, A. Rizvi, M. F. Gaffey, N. Walker,S. Horton, P.Webb, A. Lartey, and R. E. Black. “Evidence-BasedInterventionsforImprovementofMaternalandChildNutrition: What Can Be Done and at What Cost?”, 2013Lancet382(9890):452–477
DERECHOALAALIMENTACION.Guidetoadvocacyfortherighttofood[online].2012.Availableat:https://derechoalimentacion.org/sites/default/files/pdf-materiales/Guide%2520to%2520advo-cacy%2520for%2520the%2520right%2520to%2520food.pdf
EU ALLIANCE FOR INVESTING IN CHILDREN.Advocacy Toolkit [online]. 2014. Available at: http://www.alliance4investinginchildren.eu/wp-content/uploads/2015/03/TOOLKIT_br.pdf
FAO. Advocacy on the right to food based on the analysis ofgovernmentbudgets [online].2014.Availableat:http://www.fao.org/3/a-i3455e.pdf
FAO.Comingtotermswithterminology[online].2012.Availableat:http://www.fao.org/fsnforum/sites/default/files/file/Terminology/MD776(CFS___Coming_to_terms_with_Terminology).pdf
FIELD EXCHANGE. Role of communication and advocacyin scaling up nutrition: lessons and plans from the Zambianexperience[online].Available inFrenchat:http://www.ennonline.net/fex/51/plaidoyersunzambie
FINKG.,PEETE.,DANAEIG.,ANDREWSK.,MCCOYD.C.,SUD-FELDC.R.,SMITHFAWZIM.C.,EZZATIM.,andFAWZIW.W.Schooling and Wage Income Losses Due to Early-ChildhoodGrowth Faltering in Developing Countries: National, Regional,andGlobalEstimates.TheAmericanJournalofClinicalNutrition,2016,Vol.104,n°1,p.104–12.
Fracassi, P. and Picanyol, C., <2569>Tracking GovernmentInvestments for Nutrition at Country Level , 2014 July, SUN,</2569>Available at: https://scalingupnutrition.org/wp-content/uploads/2014/08/140703_EN_SUMMARY-3-STEP-APPROACH_Tracking_Domestic_Investments_for_Nutrition.pdf
FRACASSI,P.andPICANYOL,C.,Trackinggovernmentinvestmentsfornutritionatcountrylevelv.2[online].2016.Availableat:http://scalingupnutrition.org/wp-content/uploads/2016/04/Guidance-Note-for-SUN-Countries-on-the-3-Step-Approach-Version-2.pdf
Grantham-McGregorS.,CheungY.B.,CuetoS.,GlewweP.,Rich-ter L., Strupp.B., and InternationalChildDevelopmentSteeringGroup.Developmentalpotentialinthefirst5yearsforchildrenindevelopingcountries.Lancet,2007,Vol.369,p.60–70.
HoddinottJ.,MaluccioJ.A.,BehmanJ.R.,FloresR.,andMartorellR. Effect of aNutrition Intervention during EarlyChildhood onEconomicProductivityinGuatemalanAdults.Lancet,2008,Vol.371n°9610,p.411–16.
HoddinottJ.,MaluccioJ.,BehrmanJ.R.,MartorellR.,MelgarP.,QuisumbingA.R.,Ramirez-ZeaM.,SteinR.D.,andYountK.M.TheConsequences of EarlyChildhoodGrowth Failure over theLifeCourse. IFPRIDiscussion, 2011, Paper 01073.Washington:InternationalFoodPolicyResearchInstitute.
IFPRI-International Food Policy Research Institute. GlobalNutrition Report 2015: Actions and accountability to advancenutrition and sustainable development [online]. 2015. Availableat:http://ebrary.ifpri.org/cdm/ref/collection/p15738coll2/id/129443
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