National Information Platforms for nutrition: a multisectoral data and policy initiative
The European Union launched the National Information Platforms for Nutrition (NIPN) initiative in 2015 with the aim of creating government-led platforms that establish an evidence-based multisectoral nutrition policy dialogue to inform and strengthen strategic policy, programme, and investment decisions for preventing and reducing undernutrition. To date, NIPN has been set up in Bangladesh, Burkina Faso, Côte d’Ivoire, Ethiopia, Guatemala, Kenya, Lao PDR, Niger, Uganda, and Zambia; Bangladesh closed in 2022. NIPNs are embedded in national host institutions, work to convene national actors with a stake in nutrition with the aim of establishing national multisectoral coordination systems for nutrition.
A NIPN is comprised of a data component and a policy component, which are jointly responsible for implementing the NIPN operational cycle. The operational cycle begins with the policy question formulation process on what nutrition needs must be addressed, followed by the analysis of existing multisectoral data, and to complete the cycle strategic, communication of recommendations is carried out. The operational cycle is iterative and can be repeated several times in a year based on the country’s priorities and pace.
Lessons can be learned from the design, set up, and implementation of NIPN in nine very different country and institutional contexts:
A functional NIPN requires a mature nutrition coordination mechanism that has defined what is expected from NIPN and how NIPN will be embedded in existing structures, whose mandates align with NIPN functions.
Multisectoral collaboration platforms are more likely to succeed when three sets of conditions point in the same direction: aligned institutional mandates, effective leadership and functional capacities, and trust and credibility. Guatemala, Niger, and Lao PDR are good examples of this successful condition whereby country context, and institutional logics were considered from the design phase of the project which resulted in high-level political support, contributing to the progress and success of the platform in the early implementation phase.
A mitigation plan must be developed during the setting up of multisectoral collaborations, with assigned responsibilities for implementing mitigating strategies.
Investment in strengthening leadership skills and the strategic capacity of a core team in the first months of implementation will help avoid early setbacks in any multisectoral collaboration.
Multisectoral platforms should be flexible and adaptive, learn by doing, and make iterative adjustments based on ever changing context.
A neutral implementing partner may provide support to the platform’s leadership, facilitate learning, and help to overcome hurdles between different partners.
Establishing a NIPN holds significant promise for countries to achieve nutrition policy objectives while fostering impactful collaboration across sectors and national actors.
Ms. Corinna Zelger
Question 3
National Information Platforms for nutrition: a multisectoral data and policy initiative
The European Union launched the National Information Platforms for Nutrition (NIPN) initiative in 2015 with the aim of creating government-led platforms that establish an evidence-based multisectoral nutrition policy dialogue to inform and strengthen strategic policy, programme, and investment decisions for preventing and reducing undernutrition. To date, NIPN has been set up in Bangladesh, Burkina Faso, Côte d’Ivoire, Ethiopia, Guatemala, Kenya, Lao PDR, Niger, Uganda, and Zambia; Bangladesh closed in 2022. NIPNs are embedded in national host institutions, work to convene national actors with a stake in nutrition with the aim of establishing national multisectoral coordination systems for nutrition.
A NIPN is comprised of a data component and a policy component, which are jointly responsible for implementing the NIPN operational cycle. The operational cycle begins with the policy question formulation process on what nutrition needs must be addressed, followed by the analysis of existing multisectoral data, and to complete the cycle strategic, communication of recommendations is carried out. The operational cycle is iterative and can be repeated several times in a year based on the country’s priorities and pace.
Lessons can be learned from the design, set up, and implementation of NIPN in nine very different country and institutional contexts:
Establishing a NIPN holds significant promise for countries to achieve nutrition policy objectives while fostering impactful collaboration across sectors and national actors.