SUN Business Network (SBN) Strategic Plan 2017 –2020 · the country to join the Scaling Up Nutrition (SUN)Movement, an initiative aimed at eradicating malnutrition across the globe

SUN Business Network (SBN)Strategic Plan 2017 – 2020

1Copyright © 2017 Accenture. All rights reserved.

Outline


Executive Summary

Background & Context

3-Year Strategic Plan

SBN New Organization

Implementation Plan

Appendix

§ The scale of malnutrition in Nigeria has been a cause of concern both globally and locally. About 6 million Nigerian children under 5 years are stunted, 4.7 millionare underweight and 2.9 million are wasting

§ Since commencing operations in 2016, the SUN Business Network in Nigeria is at an exciting stage of growth. As part of efforts to ensure targeted and more impactful outcomes, SBN is developing a strategic plan to guide its actions over the next three years.

§ The plan has been developed based on input from a range of stakeholders including government, nutrition regulators, donors, private sector and consumers.

§ SBN’s strategy is built on three overarching pillars…


Executive Summary [1/3]

CREATE AN ENABLING

ENVIRONMENT FOR

NUTRITION BUSINESSES

NO. 1

INCREASE DEMAND

FOR INDIGENOUS NUTRITIOUS

FOODS

NO.2

IMPROVE ACCESS TO

NUTRITIOUS FOODS

NO. 3

36.8

18

28.725

8

15

Stunting Wasting Underweight

Nigeria Global average

Malnutrition in Nigerian children 0-59 months

§ While each pillar represents a distinct area of work, all three pillars are integrated with each one supporting and informing actions within other pillars.

§ Across the three pillars, 10 key strategies have been identified and broken down into actions and initiatives which will inform SBN’s activities over the next three years…


4

Mission: To strengthen private sector contributions towards improving nutrition in Nigeria

• Facilitate private sector dialogue with MDAs, civil society, and development partners on policy issues affecting nutrition businesses

• Enhance collaboration among actors in the nutrition value chain to drive growth

• Empower private sector nutrition businesses with information

• Enhance consumer awareness of nutritious food products and better nutritional practices

• Empower nutrition-based businesses to stimulate demand for nutritious products

• Establish supply of affordable indigenous nutritious food and drink

• Promote investments in nutrition to ensure sustainable supply of nutritious products

• Facilitate the innovation and development of appealing, affordable and nutritious local products

• Enhance distribution of nutritious food across all geopolitical zones, especially Northern Nigeria

• Facilitate sustained access to inputs for food producers and processors

Robust governance structure

Impact measurement framework articulating “success” to be defined by SBN

Create an enabling

environment for nutrition

businesses

Increase demand for

indigenous nutritious

foods

Improve access to

nutritious food

Copyright © 2017 Accenture. All rights reserved.

SBN’s strategic direction are derived from its vision and mission and aligned with it’s

theory of change.

Vision: To be the focal point for private sector engagement on nutrition in Nigeria


5

• Platform and amplifier for nutrition businesses to advocate and engage government on creating enabling environment

• Connecting members with opportunity

• Collective visibility & recognition for nutritious foods

• Significant/ trackable returns (impact created) on CSR spend

• Brand visibility as a leader in addressing the nutrition

• Promotion of mutual interests among members

• Information sharing• Technical support for

business development

• Research

• Nutrition related private sector

• Broader corporate private Sector

• Health agriculture, food and nutrition focused organization

• Regulators & relevant MDA

• Research institutions• Donors • Civil Society• Development

organizations• Financial Institutions• Business Support

Services

• Stakeholder Convening & Advocacy

• Brokering Business partnerships

• Technical support/ Problem solving

• Website• Word of mouth• Social media

• Highly skilled staff• Key influencers in

nutrition policy• Economically

empowered Nigerian consumers

• Broad range of nutritious products

• Membership dues (from Large Corporates)• Revenue from technical support services rendered• Donor funding• Grants• Income from investments

• Venues and hosting• Salaries and remuneration to skill staff• Organising technical support to members• Website creation & maintenance• Social media campaigning

KEY PARTNERSWhat partnerships are important to SBN?

REVENUE STRUCTURE

How will SBN generate income?

VALUE PROPOSITIONWhat is SBN’svalue proposition?

KEY ACTIVITIESWhat activities should SBN engage in?

MEMBER RELATIONSHIPS

How should members interact?

MEMBERS

Who should be part of SBN?

KEY RESOURCES

What does SBN need to create value?

CHANNELS

How will SBN communicate externally?

COST STRUCTURE

What will it cost to sustain SBN?


To achieve its strategy, SBN key operational elements will be aligned accordingly

Outline


Executive Summary




Implementation Plan

Appendix

To guide its activities over the next three years, SBN is developing a strategic plan of action and articulating its priorities

§ In September 2011, Nigeria’s Health Minister, Onyebuchi Chukwu signed a commitment on behalf of

the country to join the Scaling Up Nutrition (SUN) Movement, an initiative aimed at eradicating

malnutrition across the globe.

§ As part of the roll out plan, GAIN was charged with the responsibility of championing and coordinating

the startup network of private sector players in Nigeria’s food and nutrition space. These players would

support government and other stakeholders to strengthen contributions of private sector towards

improving nutrition.

§ SBN commenced formal operations in Nigeria in 2016 under the oversight of GAIN. Since then SBN

has engaged, signed up several and supported some of these members on specific initiatives aimed at

improving nutrition in Nigeria. SBN’s involvement in a range of activities and initiatives are now being

channeled strategically.

§ In defining its future priorities, SBN would like to outline a plan of action to guide its activities over the

next three years

§ This strategic plan addresses two key questions:

§ “What should SBN’s priorities over the next three years be?”

§ “How should SBN be organized to deliver these priorities?”


The development of SBN’s strategy is guided by certain underlying beliefs and assumptions

8

IMPROVED AND STRENGTHENED PRIVATE SECTOR CONTRIBUTION TO NUTRITION

Impact

Outcome (Medium term)

Output (Short term)

Activities

Input

Enabling environment Increased demand for nutritious food

Improved access to nutritious

B2B advocacy for Business Nutrition

responsibility

Policy alignment/ enforcement, Public-private partnerships

Demand creation,Increased sale volume

Larger customer base,Improved business

model

Convening/ Advocacy Technical support/ Problem solving

Government committees and nutrition councils including

MBNP, MOH, MOTI, MOYS, MOWA, NAFDAC, SON

Private Sector players in the nutrition space (Nutrition specific & nutrition

sensitive)

Development partners, Donors,

Civil society

Sustainable and Viable BusinessesMore Productive SocietyOutcome (Long term)

Corporate Private Sector including

Financial services, TelCo, FMCGs etc.

Extracted and adapted from SBN Impact Pathways obtained from SBN Global

Brokering partnerships


And outcomes will be tracked by selected Indicators

Advocacy Technical Support Partnerships

Sam

ple

Indi

cato

rs(A

ctiv

ities

&O

utpu

t)

• No of policy guidelines & proposals developed

• No of solutions implemented /proffered to identified challenges

• Collaborative actions taken between organizations

• No of meetings with policy stakeholders

• Quality and quantity of business support services facilitated for SBN members/nutrition players

• No of partnerships/ business relationships brokered (targeted at improving access to nutritious food)

• Attendance at advocacy events • Effect of implemented technical support (marketing) on demand creation/ sales volume

• Size/ value of identifiedchallenges addressed by SBN facilitated collaboration

• No of advocate or spokesperson citations in the media

• Incremental production/ services rendered due to new partnerships

• New champions recruited/ No of government officials who publicly support the advocacy effort

• New website/ pages developed

• Degree of policy agenda alignment achieved


Outline


Executive Summary




Implementation Plan

Appendix

The SBN strategic plan is shaped by inputs from relevant stakeholders, with considerations including geographic spread, nutrition commitments and attainment of nutrition-relevant SDGs

11

CONSIDERATIONS

SBN Intervention areas

Geo-political regions

Nutrition value chain

CONSIDERATIONS

…we reviewed input from and expectations of internal and external stakeholders…

…with considerations to equity in the spread of impact across several dimensions …

…and alignment to the nutrition-relevant SDGs

SBN 3-year Strategy

• Nutrition indicators

• Nigeria status

Starting with the current state of nutrition in Nigeria, to set context…

Member expectations

Government expectations

External stakeholder expectations

Inputs, Production, processing & storage, Distribution, transport & trade, Retailing & catering, Production & labelling, Services

& others

North-Central, North-West, North-East, South-West, South-East, South-South

Nutritious foods and drinks, Consumers awareness, Fortificants, Logistics for nutrition, WASH, Others


We reviewed the current state of nutrition in Nigeria to build context and identify the imperatives for addressing malnutrition…

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Stakeholder Engagement

Challenges of Private Sector Nutrition Players

Food & Nutrition Policy Direction

State of Malnutrition

• Northern Nigeria suffers greater malnutrition than the rest of the country exacerbated by the Boko Haram insurgency

• The wide geographic disparity in nutrition is aligned with social characteristics such as poverty, education, and rural-urban residency; which are significant drivers of malnutrition

• While MB&NP is responsible for coordination and harmonization of all food &nutrition related policies and programmes, nutrition governance, in collaboration with other ministries and government agencies can be better aligned

• The newly developed NFNP acknowledges specific roles for private sector in addressing malnutrition. These include funding, development of complementary foods and RUTFs, nutrition education and awareness and the engagement in, sharing and adoption of research findings into commercially viable nutritious foods. In addition, specific roles can be identified from defined strategies in the NFNP.

• Based on feedback from SBN member organisations, top challenges of industry in meeting nutrition commitments are lack on consumer awareness on nutritious food, inadequate funding and a communication gap between government and business. Others include theneed for technical support and training and the underdevelopment of food transport and distribution systems.

• Amongst several issues, SBN stakeholders emphasized the absence of adequate nutrition M&E structures which limit the availability of information for quality decision making. In addition there appears to be an absence of an effective platform for stakeholders to convene and engage collectively on matters relevant to nutrition business space

Summary Overview


• Profitable and sustainable businesses

• Improved nutrition via increased consumption of nutritious and safe foods

Demand for

nutritious and safe

food

Access to nutritious and safe

food

Enhanced business reputation

Imp

rove

d a

cc

ess

to

exi

stin

g

ca

pit

al

Evi

de

nc

e-i

nfo

rme

d a

dvo

ca

cy

Tech

nic

al a

nd

bu

sin

ess

a

ssis

tan

ce

Pathway 3: Increasing the demand for nutritious and safe foods

Pathway 2: Increasing accessibility to nutritious and safe foods

Pathway 1: Strengthening enabling environment for businesses

SBN Output

SBN Outcomes

Articulate role of business in nutrition policies

Support nutrition policy execution through establishment of new policies, tax breaks, etc.

Establish commitment, business policies, code of practice to drive action on nutrition policy

Become advocates and conduits for SBN

Ensure access to capital for businesses to drive investment in nutrition initiatives

Drive advocacy towards ensuring improved access through nutritious foods, new policies, tax breaks, etc.

Support optimization of business models to enhance access to nutritious foods

Support businesses in making nutritious foods available, affordable, convenient and desirable

Articulate role of business in nutrition policies

Become advocates and conduits for SBN

Support interventions to drive behavioral change geared at increasing demand for nutritious and safe foods

Support businesses in the development and execution of improved and responsible marketing campaigns

…and defined the pathways to solving malnutrition through the ways of working highlighted by SBN

SBN impact pathway

Copyright © 2017 Accenture. All rights reserved. 13Extracted and adapted from SBN Impact Pathways obtained from SBN Global

We engaged SBN members to understand areas of support required: these were grouped into 6 categories

14

Feedback from SBN members : ‘What specific support do you require from the SBN…?

25

17

13

11

9

8

5

Consumer Awareness

Connecting Members toOpportunities

Advocacy &Governmentengagement

Funding Support

Training & Technicalsupport

Food Transport &Distribution

Others

Categories of Support required by SBN Members

Consumer awareness• ‘Creation of awareness on the importance of food fortification, especially to

small scale manufacturers of vegetable oils is important’• ‘To improve consumer awareness about nutritious foods’

Finance• ‘Access to capital is key to us and other SMEs in the food processing industry’• ‘…with different activities at the grassroots, financial support and grants will

benefit us immensely’

Training & technical support• ‘Technical partnerships with other SBN members to provide us with the

needed knowledge to expand our company's activities and operations’• ‘Connection with technical expertise’

Connect members with business opportunities• ‘Training groups of processing communities on the use of improved crop varieties’• ‘Improved sales network through partnership amongst members’

Advocacy & Government engagement• ‘SBN can lobby the government to create commodity storage services for

soya beans to ensure year round availability and affordability ‘• ‘Advocate with the government in providing financial resources to SMEs’’

Food transport & distribution• ‘Preservation of produce so as to beat post harvest lost to minimal acceptable

rate of just 3%’ • ‘SBN can stir up action to improve logistics (Transport of products) from farm to

factory and factory to market/ consumer’


…and conducted interviews with relevant external stakeholders to garner insight and expectations for private sector contribution

Federal Ministry of Budget and National Planning§ Create awareness of investment opportunities in the

nutrition space such as manufacture of RUTF, local research and development of foods that enhance breast milk production etc

§ Garner private sector participation at MBNP events e.gNational Nutrition Network annual meeting to discuss issues and solutions to F&N challenges- MBPN nutrition awareness campaign that holds 3rd week in July

§ Advocacy to MBPN on nutrition issues in private sector§ MBNP coordinates and harmonizes all Food & Nutrition

programmes. Inputs from private sector will aid this role§ As secretariat, MBNP expects SBN to connect with the

agency on several platforms

Bill and Melinda Gates Foundation§ SBN can facilitate a shared understanding of the nutrition

problem by private sector players by convening and developing solutions and an approach as a collective

§ SBN should be pro-active in identifying opportunities for growth and partnership and convene private sector to address the diverse issues on nutrition

§ SBN should broaden its membership scope to other nutrition-sensitive businesses such as banks, educational institutes, etc. This will create sufficient drive across all business segments in addressing malnutrition in Nigeria

§ SBN should develop strategies to address rising rate of the double-burden of malnutrition in Nigeria

National Agency for Food and Drugs Administration and Control (NAFDAC)

§ Keying into food and nutrition activities of NAFDAC (such as food fortification and total diet) by supporting the nutrition information to the public

§ SBN can support the private sector to bridge gaps in the development and marketing of nutritious food

§ It can play a role in crafting and disseminating clear and focused nutrition messages

§ SBN can support relevant activities of nutrition-focused regulatory agencies across Nigeria

Standards Organization of Nigeria (SON)

Awareness creation on regulatory standard § SBN’s stance as a neutral non-regulatory agency can serve

as a platform for promoting fortification and regulatory standards in the industry

§ SBN can also employ its unique position in creating awareness on SON’s ethical standards

§ SBN can create awareness among consumers to stimulate demand for quality and nutritious foods

Civil Society Scaling up Nutrition in Nigeria (CS-SUNN)

Amplify the voice of private sector in policy matters§ Drive active involvement and participation of private sector on

the National Food and Nutrition Committee§ Joint effort by private sector in the creation of National Action

Plan on Nutrition§ Stimulating action to create funds for implementing the

National Food and Nutrition Plan (NFNP)§ Harnessing of funds to implement NFNP§ SBN should drive private sector representation & participation

on National Committee for Food & Nurition§ Joint collaboration/ involvement of private sector in F&N

action plan development

Copyright © 2017 Accenture. All rights reserved. 15

Consumer Protection Council of Nigeria (CPC)

Promote compliance§ Lead the private sector to do the right thing and promote

compliance§ Opportunities for investments in local production of

nutrition input such as micronutrient powders§ SBN can help enforce/ promote compliance of members

with manufacturers obligation to consumersCreate awareness§ Promote a clear understanding of SBN’s objectives to CPC

and vice versa

Government’s expectations of the private sector as outlined in NPFN 2016 were also taken into consideration

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Strategies in the 2016 National Policy on Food and Nutrition in Nigeria3.1 FOOD AND NUTRITION SECURITY3.1.1 Ensuring food and nutrition security at the National, Community and Household levels

3.1.2 Increasing availability, accessibility and affordability of food

3.1.3 Improving Food harvesting, processing and preservation

3.1.4 Improving Food Preparation and Quality

3.1.5 Improving management of food security crisis and nutrition in emergencies

3.1.6 School Based Strategies

3.2 ENHANCING CARE-GIVING CAPACITY3.2.1 Ensure Optimum nutrition in the first 1000 days of life

3.2.2 Caring for the Socioeconomically disadvantaged and Nutritionally Vulnerable

3.3 ENHANCING PROVISION OF QUALITY HEALTH SERVICES3.3.1 Reduce Morbidity and Mortality Associated with Malnutrition

3.3.2 Preventing and Managing Nutrition-related diseases

3.3.3 Preventing Micronutrient deficiencies

3.3.4 Protecting the consumer through improved Food quality and safety

3.4 IMPROVING CAPACITY TO ADDRESS FOOD AND NUTRITION INSECURITY PROBLEMS 3.4.1 Assessing, Analysing and Monitoring Nutrition Situations

3.4.2 Providing a Conducive Macro-Economic Environment

3.4.3 Social Protection Programmes for the Vulnerable Groups

3.5 RAISING AWARENESS ABOUT THE PROBLEM OF MALNUTRITION IN NIGERIA3.5.1 Promote advocacy, communication and social mobilization

3.5.2 Promoting Healthy lifestyle and dietary habits

3.5.3 Research in Nutrition

3.6 RESOURCE ALLOCATION FOR FOOD AND NUTRITION SECURITY AT ALL LEVELS

# of strategic actions private sector can support in executing# of strategic actions per policy sub-sectionCopyright © 2017 Accenture. All rights reserved.

These inputs were all shaped into a “strategy house”, outlining the 3-year vision, mission, and key objectives for SBN

17

Vision: To be the focal point for private sector engagement on

nutrition in Nigeria

Mission: To strengthen private sector contributions towards improving nutrition in Nigeria

• Facilitate private sector dialogue with MDAs, civil society, and development partners on policy issues affecting nutrition businesses

• Enhance collaboration among actors in the nutrition value chain to drive growth

• Empower private sector nutrition businesses with information

• Enhance consumer awareness of nutritious food products and better nutritional practices

• Empower nutrition-based businesses to stimulate demand for nutritious products

• Establish supply of affordable indigenous nutritious food and drink

• Promote investments in nutrition to ensure sustainable supply of nutritious products

• Facilitate the innovation and development of appealing, affordable and nutritious local products

• Enhance distribution of nutritious food across all geopolitical zones, especially Northern Nigeria

• Facilitate sustained access to inputs for food producers and processors

Robust governance structure

Impact measurement framework articulating “success” to be defined by SBN

Create an enabling environment for nutrition

businesses

Increase demand for indigenous nutritious

foodsImprove access to

nutritious food


What is the strategic goal of Impact Pillar 1?

Pillar 1: Create an enabling environment for nutrition businesses

Sample KPIs for measuring attainment of Pillar 1 goal:

Ø Nutrition Landscape Information System (NLIS),

Ø Hunger and Nutrition Commitment Index (HANCI),

Ø Healthy Food Environment Policy Index (Food Epi),

Ø Global Database on the Implementation of Nutrition

Action (GINA),

Ø Scaling Up Nutrition (SUN) movement’s institutional

transformation indicators.

1 Facilitate private sector dialogue with key stakeholders to address policy issues affecting nutrition businesses

• Stimulate action by Federal Ministry of Power, Works & Housing to (a) prioritize upgrade

and development of transport networks (b) develop sustainable energy sources, especially

for food manufacturers and industries

• Deliberate with Federal Ministry of Agriculture & Rural Development on engagement of

Ministry of Defense and its agencies to address security challenges facing local farmers

• Dialogue with Federal Ministry of Trade & Investment (a) on the need for a buoyant

agricultural commodity exchange; and (b) jointly with the FIRS on the review of conducive

fiscal policies for businesses and import duties on inputs

• Continually engage private sector players and prospective investors in nutrition to identify

business barriers that require policy fixes

Action Plan

Create a conducive economic, political

and social environment for

nutrition businesses to thrive


2 Enhance collaboration among private sector actors in the nutrition value chain to drive growth

• Convene a conference for nutrition stakeholders (including research agencies, international

development agencies, academia, individuals, public sector, private sector, etc.) for

networking, discussion and sharing to drive the development Nigeria’s nutrition environment

• Organize periodic networking forums for interaction between commodity producers,

distributors and food processors

3 Empower private sector nutrition businesses with information

• Create a repository of research-based food fortification solutions for SBN members and the

general public, relevant information from SON & NAFDAC for SBN members, existing and

potential members & fund and grant programmes and schemes to improve access to

financing opportunities

• Formulate nutrition-responsible code of conduct to be adopted by SBN members and other

businesses


Pillar 2: Increase demand for nutritious indigenous foods


Ø Popularity of nutritious food identity markers (NSN/

Fortification logos, etc.)

Ø Voluntary adoption rate of “traffic-light” food labelling

by SBN members

Ø Social media nutrition campaign followership/reposts

1 Enhance consumer awareness of nutritious food products and better nutritional practices

• Collaborate with Federal Ministry of Health and the National Orientation agency to develop and disseminate culturally tailored and locally relevant nutrition messages for promoting nutrition education as preventive and management strategy for nutrition-related and non-communicable diseases

• Promote the development of an innovative, locally relevant social media movement to create awareness on good nutrition and leverage Nollywood and Nigeria music celebrities as nutrition ambassadors

• Leverage local food events like new-yam festival to promote nutrition awareness at grassroots level

• Collaborate with TelCos, Federal Ministry of Health and Ministries of Women’s Affairs, relevant partners to offer a local language mobile messaging service targeted at empowering rural dwellers (especially women) with information on nutrition best practices

• Collaborate with the Nutrition Society of Nigeria to create a seal of quality and endorsement stamp/mechanism to promote nutritious food products

• Formulate strategies for increasing nutrition awareness in corporate sector organizations through workplace initiatives

Action Plan

Increase consumer awareness of and

demand for nutritious foods, across all socio-economic

groups, especially the Bottom of the Pyramid


2 Empower nutrition-based businesses to stimulate demand for nutritious products

• Organize periodic product/ service exhibition at strategic locations within geopolitical zones for members to promote their nutrition products

• Develop and facilitate focused trainings for nutrition-based businesses (a) desirability of nutritious product (b) nutritious quality of foods via fortification, (c) marketing techniques for promoting nutritious products

3 Establish supply of affordable indigenous nutritious food and drink

• Encourage research efforts aimed at creating nutritious food and drinks from local ingredients

• Develop storage strategy for seasonal nutritious food commodities • Promote the production of micro-nutrient fortified processed foods


Pillar 3: Improve access to nutritious food


Ø Access to Nutrition Index (ATNI)

Ø International Network for Food and Obesity Research,

Monitoring and Action Support (INFORMAS)*

1 Promote investments in nutrition to ensure sustainable supply of nutritious products

• Collaborate with members to identify investment opportunities in the nutrition space for investors and venture capitalists to build the “Deal Book”

• Drive for the creation of a commodity marketplace to improve linkages between suppliers of nutritious commodities and processors/producers of nutritious foods

Action Plan

Ensure that every Nigerian can

conveniently and comfortably procure

affordable and quality nutritious food


3 Enhance distribution of nutritious products across all geopolitical zones, especially products from Northern Nigeria

• Encourage food distribution innovations in reaching marginalized populations in Northern Nigeria and rural areas with nutrition products

• Promote private sector action to improve nutrition-sensitive livelihoods in northern States of Nigeria (e.g. advocacy on business case and case Studies)

• Promote the use of locally available ingredients to develop nutritionally adequate recipes customized to each geopolitical zone

4 Facilitate sustained access to inputs for food producers and processors

• Advocate with the Federal Ministry of agriculture to revamp food reserves for sustained commodities all year.

• Advocate for improved agricultural productivity through promotion of viable crop species across agricultural zones

2 Facilitate innovation and development of appealing, affordable, nutritious local foods

• Stimulate local nutritious recipe development challenge with start up capital as prize money

• Intermediate between private sector and research institutions to identify and develop indigenous solutions to meet nutrition challenges (i.e. biofortification, natural fortificants, etc.)

Outline


Executive Summary




Implementation Plan

Appendix

To achieve its strategic thrusts, SBN key structural elements will be aligned

22

SBN Structural

Components

Membership Model

Key Resources

Organisation/Governance

Structure

Value Proposition

Sustainability Key Partners& Affiliations


SBN membership model requires greater diversity to better leverage available resources and re-energize the socio-economic pulse of nutrition in Nigeria.

Segment Description Rationale Implications for SBN

Private SectorNutrition Players (specific & sensitive)

Nutrition specific and sensitivecompanies i.e. companies operating directly within the nutrition value as well as organizations who serve to improve the efficiency of the nutrition value chain.

Nutrition players are instrumental in directly influencing availability., affordability and accessibility of nutritious food across Nigeria malnutrition

• Ensure balanced geographic representation and value chain link representation in SBN membership

OtherPrivate Sector Players

Broader private sector. Mainly multinationals and large corporate organizations with assets and resources that can be leveraged to address nutrition challenges e.g. FMCGs, Oil and Gas companies, TelCos etc.

Broader private sector while not directly involved in nutrition have unique assets that can be leveraged to address malnutrition. They also offer deeper CSR budgets and can be motivated to fund nutrition initiatives

• Identify potential non-nutrition private sector players to bring in as seed/financial members i.e. NSE top companies in thriving sectors

• Engage CEOs of potential organizations with a customized value propositions for membership

• Identify innovative ways to leverage assets and resources of non-nutrition players for nutrition at scale

Institutional members (focused on health, agriculture, food and nutrition)

Mutual trade and/or professional organizations that are already involved in nutrition or related initiatives and have a capacity to drive nutrition outcomes. E.g. Nutrition Society of Nigeria (NSN) Association of Food Beverages and Tobacco Employers (AFBTE)etc.

These members createaccess to a broader base of influencers and resources without one-on-on interactions

• Identify and engage potentialinstitutional member with common interests with SBN

Copyright © 2017 Accenture. All rights reserve. 23

The should be a value exchange between SBN and its members and SBN’s offer to its members must align with their fiscal incentives

24

Member Segments

Opportunities (What value can SBN extract?)

Value Proposition(How can SBN engage members’ interest?)

Private Sector Nutrition Players

(specific &

sensitive)

• Capacity to influence nutrition agenda directly

• Platform and amplifier for nutrition businesses to advocate and engage

government on creating enabling

environment

• Connecting members with

opportunity• Create collective visibility &

recognition for nutritious foods

Other Private Sector Players

• Leverage organization assets and resources innovatively to address

nutrition challenges

• Relatively deep CSR budgets to

accommodate membership dues/ fund

nutrition agenda

• Significant/ trackable returns (impact created) on CSR spend

• Brand visibility as a leader in

addressing the nutrition

Institutional members (focused

on health,

agriculture,

food and nutrition)

• Organized platform to reach non-members who participate in nutrition

related activities

• Promotion of mutual interests among members


There are key partnerships and affiliations that SBN must engage to achieve its strategic objectives [1/2]

Expectations of SBN Expectations from SBN

• Development & enforcement of nutrition standards• Provision of technical support (training on fortification,

food labelling and manufacturing standards) • Promoting compliance among members

• Nutrition-focused R&D• Bio-fortification• Development of affordable nutritious food & drink

products using locally available commodities

• Provision of affordable logistics and distribution services (especially last mile) for nutritious food

• Alignment of nutrition related plans, policies and programmes

• Provision of technical support in respective nutrition relevant areas

• Provision of Funds to develop required nutrition industry infrastructure

• Technical Support

• Promotion /implementation of the donor’s nutrition vision

• Measurable impact in addressing malnutrition• Accountability of funds

• Promotion and adoption of research results

• Patronage by members

• Facilitate private sector partnership on nutrition-related initiatives

Regulators

Ministries of Government

Donors

Research, Educational & Technical Institutes

Logistics, Distributors & Marketers

• Advocacy for nutrition related issues that SBN cannot directly influence

• Protection of nutrition rights• Partnership in enforcing SUN Movement’s

mandateCivil Society Organizations


There are key partnerships and affiliations that SBN must engage to achieve its strategic objectives [2/2]

• Partnership with SBN in achieving development goals which are underling and basic drivers of nutrition e.g.

poverty, education, WASH

• Promotion of financial services• Business opportunities

• Partnership for provision of technical support to SBN members

• Hold members accountable

• Increased patronage

• Incorporation of nutrition considerations in agency’s goals and activities

• Affordable and sustained financial products for nutrition related businesses

• Business support services

• Provision of affordable business/ technical support services to members

• Training and Education

• Increasing nutrition awareness Mass Media

Business Support Agencies

Financial Institutions/ Investors

International Development Agencies

Expectations of SBN Expectations from SBN


Key resources required by SBN are essentially human resources, intellectual resources and physical resources

To minimize costs, SBN can explore accessing these resources through already existing assets of members and its other stakeholders


Physical Resources

Office space for working and convening stakeholders

Intellectual Resources

SUN as a global brand in driving nutrition outcomes

Vibrant interactive website and social media presence

Performance measurement framework/tool to engage stakeholders and report

impact

Human Resources

Highly skilled personnel

Economically empowered consumers who can afford

SBN nutritious products

SBN’s sustainability will be ensured by exploring internal and external revenue sources [1/2]

Options Descriptions Pros ConsAnnual Membership Dues

An annual subscription payment by SBN members

• Recurring revenue stream to fund ops

• Motivates SBN to provide value-for-money services to members

• Requires a strong value proposition to attract members

• Most mainstream nutrition businesses may not be able to afford meaningful dues

Services Rendered

Payment for services rendered such as training of members, business support services, research, endorsements etc.

• There are technicalskill and knowledge gaps that SBN can fill

• SBN has access to the businesses on one hand and support providers

• Wil require space and administrative effort to coordinate

• The revenue generating motive may conflict with SBNs mission

Income from investments

these are donations coming from Individual or institutional donors who support SBN’s vision and mission

• An endowment creates a continued source of revenue in perpetuity

• Demonstrates sustainability

• Sends a self-sufficiency message to intending donors

• Building up significant investment funds for an endowment means less money to spend on present needs


INTERNALLY GENERATED REVENUE

SBN’s sustainability will be ensured by exploring internal and external revenue sources [2/2]

Options Description Pros ConsDonor Funds These are donations

coming from Individual or institutional donors who support SBN’s vision and mission.Donors include Bill & Melinda Gates Foundation, Irish Aid, USAID, UKAID, Dangote Foundation etc.

• Funds may be applied on SBN designed/ originated projects

• Not as available as it used to be.

• Recent philanthropy models are leaning towards impact investment/ requiring ROI

• Significant / more detailed reporting is required

Grants These are funds given by government or other organization purpose determined by the giver.Some grantors in the nutrition space include Nestle Foundation, Nutricia Research Foundation, Allen Foundation Inc, and Kellog nutrition,

• There appears to be significant philanthropicinterest in different aspects of nutrition

• Several grants applications must be completed before success is realized

• Funds must be utilized as required by grantor, limiting/ redirecting SBN’s own agenda

• Significant / more detailed reporting is required


EXTERNAL SOURCES

Proposed SBN organization structure – Option A

30

Advisory Committee

Chief Executive Officer

Working Committees

FMCGs (food access and nutritional information

systems)

PR, Media & TelCo (consumer nutrition

awareness & education)

Financial Institutions (F&N investment opportunities)

Nutritious Food & Drink Producers (Food Fortification

& Supply)

…

External

Communications

Membership

Services

Organizational

Support

HR & Admin

Finance &

Accounts

Research and

M&E


x Proposed manning requirement - full time equivalent

Non SBN employees

.5

.5

1

1 1 1

1

Proposed SBN organization structure – Option B

31

Advisory Committee

Chief Executive Officer

Research, M&E Working Committees

FMCGs (food access and nutritional information systems)

PR, Media & TelCo (consumer nutrition awareness & education)

Financial Institutions ( F&N investment opportunities)

Nutritious Food & Drink Producers/NFA (Food Supply &

Fortification)

…

Government relations/Advocacy

Organizational Support

HR &Admin

Finance & Accounts

Membership Services

External Communications


.5

.5

.5

.5

111

1

x Proposed manning requirement - full time equivalent

Non SBN employees

Differences between Option A and Option B

OPTION A OPTION B

• External Communications reports directly to the CEO as a corporate function

• External Communications report under Organization support

• Membership Services reports directly to the CEO as a corporate function

• Membership services takes responsibility for providing chargeable services to members from which SBN generates internal revenue

• Membership Services report under Organization support

• Membership services is responsible for providing administrative/ complimentary services to SBN members

• Government relations & Advocacy function is embedded with respective SBN memberworking committees with selected SBN staff providing support on committees

• Government Advocacy reports directly to the CEO as a corporate function

• Research and M&E report under the organizational support function

• Research and M&E here provide periodic reports on the movement of selected SBN indicators and track performance towards corporate objectives

• The Research and M&E function report directly to the CEO.

• In this case, the function is potentially offering research services to SBN members at a fee


Rationale for Proposed Structure


NO. FUNCTIONS RATIONALE FOR OPTION A RATIONALE FOR OPTION B

1 Advisory Committee

Champion the SBN mission and leverage influence to drive its agenda. Provide guidance and advise on strategic direction

2 Membership services

Ensure the CEO takes direct responsibility for overseeing Membership services as a revenue generating unit within SBN

Membership services form part of admin functions that ensure SBN runs effectively under organizational support

3 Government relations

Members, through working committees are driven to engage with government and drive advocacy where a designated relations functions does not exist. SBN staff will however provide admin support to committees

Enhance SBN in-house capabilitiesin advocacy and government engagement

4 Research andM&E

Strengthen the Research & M&Efunction

Strengthen the Research & M&Efunction as a potential revenue earner and give direct oversight to the CEO

Review of Key Organizational Functions

34

• Responsible for articulating enabling environmental challenges affecting SBN members and coordinating advocacy efforts by nutrition industry SBN representatives. Serves as administrative secretariat for the working group (WG) responsible for representing nutrition sector members interests

Government Relations / Advocacy

Advisory Committee / Board

• Responsible for providing guidance, skills, knowledge and accountability required to ensure SBN functions effectively

• Possibly transition to a corporate board in the event that SBN becomes a formal entity

• Composition should include:• SBN Global

representatives• Corporate private

sector ‘seed’ partners

• Public sector representation -Minister (B & NP/ Health) responsible for coordinating nutrition

• Nutrition Society of Nigeria

• Responsible for driving and delivering the SBN strategy

• Chief spokesperson for SBN and fundraiser

• Establish and manage stratetigicrelationships with stakeholders

• Manage the SBN brand, actively promoting its activities across different media platforms

• Manage SBN budget and ensure transparency and efficient use of SBN resources

• Provide regular reports on SBN progress to the Board, members, funders, etc

Chief Executive Officer Working Committees

• Working committees (WC) are member driven, made up of private sector members from the food and nutrition value chain as well as the broader corporate space.

• WCs are responsible for developing solutions for specific nutrition challenges leveraging existing industry / organizational assets and resources

• Responsible for developing a system for measuring SBN’s success and conducting periodic tracking of progress towards strategic objectives for the benefit of engaging stakeholders and donors

• Also responsible for researching, identifying and channeling funding, training and business development opportunities to SBN nutrition sector membership

Research and M&E Organizational Support

• All non-core functions are pulled together under organizational support


Certain factors have been identified as being critical to the success of the execution of this outlined 3-year strategy


Critical success factors

Leadership and accountability: Determine a clear, balanced and diverse leadership structure for the Network

Clear objectives and measurable targets: Identify key performance indicators for measuring success. Establish clear linkages between nutrition, productivity and economic development

Partnerships and collaboration: Nutrition is everyone’s business, and working together collaboratively is the best chance to succeed whether, private sector, public sector , civil society or development partners etc.

Member-driven: Members must lead government engagement and advocacy. Members (not SBN staff) have the strongest capacity to pressure government to act in private sector’s best interests

Proven value proposition: Members and other partners will require aligned fiscal incentives. Economic benefits of supporting nutrition agenda must be clearly articulated

Engagement across sectors:To deliver scalable impact, SBN must build a diverse organization, including and engaging members from outside the nutrition-specific space e.g. academia, finance, working in synergy

Key Considerations

36

• Theory of Change• Do key activities and targeted output and outcomes resonate?

• Strategic Pillars• Are SBNs strategic pillars valid within the Nigerian context?

• Pillar 1: Create enabling environment for nutrition businesses• Pillar 2: Increase demand for nutritious indigenous food• Pillar 3: Improve access to nutritious food

• In what other areas can SBN create a significant impact in supporting private sector contributions to malnutrition?

• Membership Model• Which private sector partners have assets that can be leveraged to address nutrition challenges• Which partners have deep enough pockets to contribute a reasonable membership fee

• Governance/Organizational Structure• Does an Advisory Committee provide enough traction to inspire donor funding for an independent SBN • Who should SBN seed partners/ advisory committee members be? What should the selection criteria

be? • Impact

• How should SBN define and measure “success” as a basis for reviewing overall progress? What is SBNs currency for results? Which indicators are preferable?

• Sustainability• As part of its sustainability strategy, SBN is looking to offer technical support to members at a fee. Are

there particular areas that businesses require support?


Outline


Executive Summary




Implementation Plan

Appendix

Key initiatives were identified and analyzed based on impact and ease of execution


A. Ease of Execution: Effort and resource required for executing actionSn Criterion Description Weighting

1. Technical requirement Skill level or specialized capacity required by SBN to execute task 20%

2. Manpower resource requirement Frequency of activity and man-hour requirement for execution 30%

3. External Stakeholder Number of external stakeholder to be engaged 20%

4. Financial Requirement Financial commitment required to pursue the action 30%

B. Impact: Expected outcome from undertaking the action

Sn Criterion Description Weighting

1. Nutrition value chain impact Number of nodes on the nutrition value chain that will be impacted by the initiative to execute task

25%

2. Commitment impact Number of member commitment areas that will be influenced by the proposed action

25%

3. Sustainable Development Goals Number of nutrition-relevant Sustainable Development Goals (SDGs) that will be impacted

20%

4. Geographical impact Number of Geopolitical Zones that will benefit from the action 30%

SBN action initiatives analysis and prioritization matrix

A prioritization matrix was developed based on the estimate of effort required to execute these action plans versus the impact to be realized


SBN 3-year action plan: prioritization matrix

H

LH

The analysis yielded 9 short term activities, 11 medium term and 8 long term activities for SBN to implements its strategy

40

Short Term

Medium Term

Long Term

• Requires minimal effort as SBN can leverage its current human resource

• Interaction and engagement is within SBN

• Impact is apparent within 6-12months

• Areas of immediate interest indicated by SBN

• Requires engagement of technically experienced and skilled personnel

• Requires frequent interaction with external stakeholders

• Involves continuous engagement with members

• Impact is apparent in over 24 months

• Requires experienced personnel and commitment of man-hours and financial resources

• External stakeholder involvement in low

• Impact is apparent within 13-24months

• Deliberate with FMARD on resolving security issues• Create food fortification, fund and nutrition industry relevant information repository for members• Encourage research efforts on nutritious products based on local foods• Promote production of micronutrient fortified foods• Collaborate with members to identify investment opportunities in nutrition. Create deal book• Encourage nutritious food distribution innovation by Nigerian youth/ techies• Promote private sector activity to improve nutrition-sensitive livelihoods in Northern Nigeria • Promote use of locally available foods for product formulation• Continuously engage private sector businesses and potential investors to identify policy issues

• Formulate nutrition-responsible code of conduct for private sector business• Leverage local festivities to promote nutrition at grassroots• Collaborate with Nutrition Society of Nigeria to develop endorsement stamp/seal of quality for nutritious foods• Develop commodity storage strategy• Stimulate drive among members for creation of commodity market place• Sponsor a nutritious product development challenge• Intermediate between private sector and research institutions to develop nutritious recipes from local food stuff • Advocate with FMARD to revamp food reserves• Advocate for improved yield through adoption of viable crops species• Promote development of locally relevant social media campaign to promote good nutrition• Develop and facilitate focused trainings to support members and nutrition businesses to be more effective

• Stimulate action for improved, sustainable and efficient energy and transport infrastructure engaging FMPWH• Dialogue with FMTI & FIRS on the creation of a commodity exchange and the review of import policies• Convene periodic conference for nutrition stakeholders across board for development planning & networking• Organize networking forum to promote supply security and distribution systems for nutrition value chain actors • Collaborate with Federal agency on tailored nutrition education messages • Formulate strategies for nutrition-focused workplace solutions in the corporate sector• Organize periodic product exhibitions for members to promote nutritious food• Collaborate with Telcos and government agencies on tailored mobile technology nutrition messages

High-level Implementation PlanPillar 1: Create an enabling environment for nutrition businesses


Quick wins (2017) Short Term (2018) Medium Term (2019) Long Term (2020)

Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

3. Information empowerment for businesses

Quarter

1. Facilitate dialogue on policy issues

2. Enhance collaboration among actors

Stimulate action for improved, sustainable and efficient energy and transport infrastructure engaging FMPWH

Deliberate with FMARD on resolving security issues

Dialogue with FMTI & FIRS on the creation of a commodity exchange and the review of import policies

Continuously engage private sector businesses and potential investors to identify policy issues

Organize networking forum to promote supply security and food distribution systems for nutrition value chain actors

Convene periodic conference for nutrition stakeholders across board for devlpt planning & networking

Create food fortification, fund and nutrition industry relevant information repository for members

Formulate nutrition-responsible code of conduct for private sector business

Directly involving public sector stakeholder

Not directly involving public sector stakeholder

Keys:

High-level Implementation PlanPillar 2: Increase demand for nutritious foods



Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

3. Establish supply of nutritious foods

Quarter

1. Enhance consumer awareness

2. Empowerment for demand creation

Collaborate with Federal agency on tailored nutrition education messages

Promote development of locally relevant social media campaign to promote good nutrition

Leverage local festivities to promote nutrition at grassroots

Collaborate with Telcos and government agencies on tailored mobile technology nutrition messages

Formulate strategies for nutrition-focused workplace solutions in the corporate sector

Promote production of micronutrient fortified foods

Encourage research efforts on nutritious products based on local foods

Develop commodity storage strategy

Collaborate with Nutrition Society of Nigeria to develop endorsement stamp/seal of quality for locally produced nutritious foods

Organize periodic product exhibitions for members to promote nutritious food

Develop and facilitate focused trainings to support members and nutrition businesses be more effective



Keys:

High-level Implementation PlanPillar 3: Improve access to nutritious foods



Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

3. Enhance product distribution

Quarter

1. Promote investments in nutrition

2. Stimulateproduct innovation

Collaborate with members to identify investment opportunities in nutrition. Create deal book

Stimulate drive among members for creation of commodity market place

Intermediate between private sector and research institutions to develop nutritious recipes from locally available food stuff

Sponsor a nutritious product development challenge

Advocate with FMARD to revamp food reserves

Encourage nutritious food distribution innovation by Nigerian youth/ techiesPromote private sector activity to improve nutrition-sensitive livelihoods in Northern Nigeria Promote use of locally available foods for product formulation

4. Facilitate access to inputs

Advocate for improved yield through adoption of viable crops species



Keys:


Quick wins (2017)

Short Term (2018) Medium Term (2019) Long Term (2020)

Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

Agreepreferred org structure

Appoint Key Staff

Recruit and induct operational staff

Create working groups

Constitute Advisory Committee

High-level Implementation PlanSBN New Organization

Develop and refine impact measurement dashboard

Outline


Executive Summary




Implementation Plan

Appendix

Documents

SUN Business Network (SBN) Strategic Plan 2017 –2020 · the country to join the Scaling Up Nutrition (SUN)Movement, an initiative aimed at eradicating malnutrition across the globe