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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



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


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



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.


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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THIS CHAPTER CONTAINS

• DEFINITION OF THE CONCEPT OF NUTRITION AND RELATED TERMS

• BUDGET ADVOCACY CONCEPTS

• BUDGET CYCLE AND TIMETABLE

• BUDGET CLASSIFICATION



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


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”



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.


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.



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.


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>.



• 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


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



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



DEV

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• 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



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


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.



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


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



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


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

NG

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.



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


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

UTI

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• Creationofapublicbudgetsanalysisandmonitoringframework

• Establishmentofabudgetanalysisandmonitoringcitizens’group

• Publicationofweeklyreportsfromthebudgetanalysisandmonitoringcitizens’group

AU

DIT

• Studyintothebudget’simpactonbeneficiaries

• Budgetdeliveryrecommendations

• Citizens’audit

• Recommendationscommunicatedthroughthepress



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.


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.



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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• PROCESS USED TO PERFORM A BUDGET ANALYSIS

• NUTRITION BUDGET ANALYSIS METHODOLOGY



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


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.



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.


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.


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



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.


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.



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


Lys A

rang

o ©

ACF

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



CASE

STU

DIE

S


EVOLUTION


• 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)



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.


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



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


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.



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;


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.



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


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).



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


FIGURE 4.4: SIERRALEONEINVESTMENTINNUTRITIONSCORECARD



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.


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



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


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/



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.


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



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.


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.



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.


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.


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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ShekarM., Kakietek J., Eberwein J. D.,Walters D., et al. AnInvestment Framework for Nutrition: Reaching the GlobalTargets for Stunting, Anemia, Breastfeeding, and Wasting[online].Washington,DC: TheWorldBank. 2016. Chapter 8.Financing the Global Nutrition Targets. Available at: http://documents.worldbank.org/curated/en/758331475269503930/pdf/108645-v2-PUBLIC-Investment-Framework-for-Nutrition.pdf

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UNICEF. Improvingchildnutrition[online].2013.Availableat:https://www.unicef.org/publications/files/Nutrition_Report_final_lo_res_8_April.pdf

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