SUN Business Network (SBN) Strategic Plan 2017 –
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SUN Business Network (SBN) Strategic Plan 2017 2020 1 Copyright 2017 Accenture. All rights reserved. Outline 2 Copyright 2017 Accenture. All rights reserved. Executive Summary Background Context 3-Year Strategic Plan SBN New
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01
SUN Business Network (SBN) Strategic Plan 2017 – 2020 1 Copyright © 2017 Accenture. All rights reserved.<br>
02
Outline 2 Copyright © 2017 Accenture. All rights reserved. Executive Summary
Background & Context
3-Year Strategic Plan
SBN New Organization
Implementation Plan
Appendix<br>
Background & Context
3-Year Strategic Plan
SBN New Organization
Implementation Plan
Appendix<br>
03
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 million are 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… 3 Copyright © 2017 Accenture. All rights reserved. Executive Summary [1/3] 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…<br>
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… 3 Copyright © 2017 Accenture. All rights reserved. Executive Summary [1/3] 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…<br>
04
Executive Summary [2/3] 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<br>
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<br>
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Executive Summary [3/3] 5 Copyright © 2017 Accenture. All rights reserved. To achieve its strategy, SBN key operational elements will be aligned accordingly<br>
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Outline 6 Copyright © 2017 Accenture. All rights reserved. Executive Summary
Background & Context
3-Year Strategic Plan
SBN New Organization
Implementation Plan
Appendix<br>
Background & Context
3-Year Strategic Plan
SBN New Organization
Implementation Plan
Appendix<br>
07
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?” 7 Copyright © 2017 Accenture. All rights reserved.<br>
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?” 7 Copyright © 2017 Accenture. All rights reserved.<br>
08
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 Businesses More Productive Society Outcome (Long term) Corporate Private Sector including Financial services, TelCo, FMCGs etc. Extracted and adapted from SBN Impact Pathways obtained from SBN Global Brokering partnerships Copyright © 2017 Accenture. All rights reserved.<br>
(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 Businesses More Productive Society Outcome (Long term) Corporate Private Sector including Financial services, TelCo, FMCGs etc. Extracted and adapted from SBN Impact Pathways obtained from SBN Global Brokering partnerships Copyright © 2017 Accenture. All rights reserved.<br>
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And outcomes will be tracked by selected Indicators 9 Copyright © 2017 Accenture. All rights reserved.<br>
10
Outline 10 Copyright © 2017 Accenture. All rights reserved. Executive Summary
Background & Context
3-Year Strategic Plan
SBN New Organization
Implementation Plan
Appendix<br>
Background & Context
3-Year Strategic Plan
SBN New Organization
Implementation Plan
Appendix<br>
11
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 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 Copyright © 2017 Accenture. All rights reserved.<br>
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 Copyright © 2017 Accenture. All rights reserved.<br>
12
We reviewed the current state of nutrition in Nigeria to build context and identify the imperatives for addressing malnutrition… 12 Summary Overview Copyright © 2017 Accenture. All rights reserved.<br>
13
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 Improved access to existing capital Evidence-informed advocacy Technical and business assistance 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. 13 Extracted and adapted from SBN Impact Pathways obtained from SBN Global<br>
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 Improved access to existing capital Evidence-informed advocacy Technical and business assistance 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. 13 Extracted and adapted from SBN Impact Pathways obtained from SBN Global<br>
14
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…? Categories of Support required by SBN Members Copyright © 2017 Accenture. All rights reserved.<br>
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…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.g National 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 Copyright © 2017 Accenture. All rights reserved. 15<br>
Garner private sector participation at MBNP events e.g National 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 Copyright © 2017 Accenture. All rights reserved. 15<br>
16
Government’s expectations of the private sector as outlined in NPFN 2016 were also taken into consideration 16 Strategies in the 2016 National Policy on Food and Nutrition in Nigeria Copyright © 2017 Accenture. All rights reserved.<br>
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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 foods Improve access to nutritious food Copyright © 2017 Accenture. All rights reserved.<br>
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 foods Improve access to nutritious food Copyright © 2017 Accenture. All rights reserved.<br>
18
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:
Nutrition Landscape Information System (NLIS),
Hunger and Nutrition Commitment Index (HANCI),
Healthy Food Environment Policy Index (Food Epi),
Global Database on the Implementation of Nutrition Action (GINA),
Scaling Up Nutrition (SUN) movement’s institutional transformation indicators. Action Plan Create a conducive economic, political and social environment for nutrition businesses to thrive Copyright © 2017 Accenture. All rights reserved. 18<br>
Nutrition Landscape Information System (NLIS),
Hunger and Nutrition Commitment Index (HANCI),
Healthy Food Environment Policy Index (Food Epi),
Global Database on the Implementation of Nutrition Action (GINA),
Scaling Up Nutrition (SUN) movement’s institutional transformation indicators. Action Plan Create a conducive economic, political and social environment for nutrition businesses to thrive Copyright © 2017 Accenture. All rights reserved. 18<br>
19
What is the strategic goal of Impact Pillar 2? Pillar 2: Increase demand for nutritious indigenous foods Sample KPIs for measuring attainment of Pillar 2 goal:
Popularity of nutritious food identity markers (NSN/ Fortification logos, etc.)
Voluntary adoption rate of “traffic-light” food labelling by SBN members
Social media nutrition campaign followership/reposts Action Plan Increase consumer awareness of and demand for nutritious foods, across all socio-economic groups, especially the Bottom of the Pyramid Copyright © 2017 Accenture. All rights reserved. 19<br>
Popularity of nutritious food identity markers (NSN/ Fortification logos, etc.)
Voluntary adoption rate of “traffic-light” food labelling by SBN members
Social media nutrition campaign followership/reposts Action Plan Increase consumer awareness of and demand for nutritious foods, across all socio-economic groups, especially the Bottom of the Pyramid Copyright © 2017 Accenture. All rights reserved. 19<br>
20
What is the strategic goal of Impact Pillar 3? Pillar 3: Improve access to nutritious food Sample KPIs for measuring attainment of Pillar 3 goal:
Access to Nutrition Index (ATNI)
International Network for Food and Obesity Research, Monitoring and Action Support (INFORMAS)* Action Plan Ensure that every Nigerian can conveniently and comfortably procure affordable and quality nutritious food Copyright © 2017 Accenture. All rights reserved. 20<br>
Access to Nutrition Index (ATNI)
International Network for Food and Obesity Research, Monitoring and Action Support (INFORMAS)* Action Plan Ensure that every Nigerian can conveniently and comfortably procure affordable and quality nutritious food Copyright © 2017 Accenture. All rights reserved. 20<br>
21
Outline 21 Copyright © 2017 Accenture. All rights reserved. Executive Summary
Background & Context
3-Year Strategic Plan
SBN New Organization
Implementation Plan
Appendix<br>
Background & Context
3-Year Strategic Plan
SBN New Organization
Implementation Plan
Appendix<br>
22
To achieve its strategic thrusts, SBN key structural elements will be aligned 22 Copyright © 2017 Accenture. All rights reserved.<br>
23
SBN membership model requires greater diversity to better leverage available resources and re-energize the socio-economic pulse of nutrition in Nigeria. Copyright © 2017 Accenture. All rights reserve. 23<br>
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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 Copyright © 2017 Accenture. All rights reserved.<br>
25
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 mandate Civil Society Organizations Copyright © 2017 Accenture. All rights reserved. 25<br>
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 mandate Civil Society Organizations Copyright © 2017 Accenture. All rights reserved. 25<br>
26
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 Copyright © 2017 Accenture. All rights reserved. 26<br>
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 Copyright © 2017 Accenture. All rights reserved. 26<br>
27
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 27 Copyright © 2017 Accenture. All rights reserved.<br>
28
SBN’s sustainability will be ensured by exploring internal and external revenue sources [1/2] Copyright © 2017 Accenture. All rights reserved. 28 INTERNALLY GENERATED REVENUE<br>
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SBN’s sustainability will be ensured by exploring internal and external revenue sources [2/2] Copyright © 2017 Accenture. All rights reserved. 29 EXTERNAL SOURCES<br>
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Proposed SBN organization structure – Option A 30 Copyright © 2017 Accenture. All rights reserved. x Proposed manning requirement - full time equivalent Non SBN employees .5 .5 1 1 1 1 1<br>
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Proposed SBN organization structure – Option B 31 Copyright © 2017 Accenture. All rights reserved. .5 .5 .5 .5 1 1 1 1 x Proposed manning requirement - full time equivalent Non SBN employees<br>
32
Differences between Option A and Option B Copyright © 2017 Accenture. All rights reserved. 32<br>
33
Rationale for Proposed Structure Copyright © 2017 Accenture. All rights reserved. 33<br>
34
Review of Key Organizational Functions 34 Copyright © 2017 Accenture. All rights reserved.<br>
35
Certain factors have been identified as being critical to the success of the execution of this outlined 3-year strategy 35 Copyright © 2017 Accenture. All rights reserved. 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<br>
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<br>
36
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? Copyright © 2017 Accenture. All rights reserved.<br>
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? Copyright © 2017 Accenture. All rights reserved.<br>
37
Outline 37 Copyright © 2017 Accenture. All rights reserved. Executive Summary
Background & Context
3-Year Strategic Plan
SBN New Organization
Implementation Plan
Appendix<br>
Background & Context
3-Year Strategic Plan
SBN New Organization
Implementation Plan
Appendix<br>
38
Key initiatives were identified and analyzed based on impact and ease of execution Copyright © 2017 Accenture. All rights reserved. 38 A. Ease of Execution: Effort and resource required for executing action B. Impact: Expected outcome from undertaking the action<br>
39
A prioritization matrix was developed based on the estimate of effort required to execute these action plans versus the impact to be realized 39 Copyright © 2017 Accenture. All rights reserved. SBN 3-year action plan: prioritization matrix H L H<br>
40
The analysis yielded 9 short term activities, 11 medium term and 8 long term activities for SBN to implements its strategy 40 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<br>
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<br>
41
High-level Implementation Plan Pillar 1: Create an enabling environment for nutrition businesses Copyright © 2017 Accenture. All rights reserved. 41 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<br>
42
High-level Implementation Plan Pillar 2: Increase demand for nutritious foods Copyright © 2017 Accenture. All rights reserved. 42 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<br>
43
High-level Implementation Plan Pillar 3: Improve access to nutritious foods Copyright © 2017 Accenture. All rights reserved. 43 3. Enhance product distribution Quarter 1. Promote investments in nutrition 2. Stimulate product 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/ techies Promote 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<br>
44
Copyright © 2017 Accenture. All rights reserved. 44 Agree preferred org structure Appoint Key Staff Recruit and induct operational staff Create working groups Constitute Advisory
Committee High-level Implementation Plan SBN New Organization Develop and refine impact measurement dashboard<br>
Committee High-level Implementation Plan SBN New Organization Develop and refine impact measurement dashboard<br>
45
Outline 45 Copyright © 2017 Accenture. All rights reserved. Executive Summary
Background & Context
3-Year Strategic Plan
SBN New Organization
Implementation Plan
Appendix<br>
Background & Context
3-Year Strategic Plan
SBN New Organization
Implementation Plan
Appendix<br>