Module 5: Phase 2 of NPM: Action, Activation and Adjustment 1

PHASE 2 OF NPM:
ACTION, ACTIVATION, AND ADJUSTMENT

In Module 4, you have learned the planning process and how to package a Local Nutrition
Action Plan (LNAP). The success of any nutrition program or project in the Local Government
Units (LGUs) relies heavily on the delivery and implementation of activities to achieve nutrition
improvement (Figure 5.1).

Module 5 focuses on the

implementation of the plan.
This phase is the most
challenging in Nutrition
Program Management (NPM)
because this is the time that
the plan will be tested
against the realities of the local
situation. The expected
outcomes of the application of
the concepts learned from this
module are well-thought
implementation schemes and
innovative interventions and
Figure 5.1. Dietary Supplementation Program of Taguig City for
strategies.
Pregnant Women.

After completing Module 5, you should be able to apply the SMART-driven schemes and
strategies, and create relevant innovative interventions before, during, and after
implementation of LNAP. The exercise to help you to better understand the module is shown
below:

Exercise Title
5.1 Identifying the good practices, limiting factors, and strategies in
addressing the limiting factors in the implementation of the LNAP

Module 5: Phase 2 of NPM: Action, Activation and Adjustment 2

 TABLE OF CONTENTS

Lesson Title Page

1 Transforming the LNAP into Action 5
2 Sharing Good Practices in the Implementation of the LNAP 10
Exercise
5.1 Identifying the good practices, limiting factors, and 16
strategies in addressing the limiting factors in the
implementation of the LNAP

LIST OF TABLE, FIGURES AND MATRIX

Table Title Page

5.1 Possible limiting factors in implementing the LNAP and 13
strategies done in addressing them
Figure
5.1 Dietary Supplementation Program of Taguig City for 2
Pregnant Women
5.2 Phase 2 of NPM: Action, Activation and Adjustment 5
5.3 Good practices in managing nutrition programs employed by 12
the LGUs and LNCs
Matrix
5.1 Good practices, limiting factors and strategies in 15
implementing the LNAP

Module 5: Phase 2 of NPM: Action, Activation and Adjustment 3

 ACRONYMS

BNS Barangay Nutrition Scholar

CAN Compendium of Actions on Nutrition
CROWN Consistent Regional Outstanding Winner in Nutrition
DILG Department of the Interior and Local Government
GO-FAR Good Practices in Local Governance – Facility for Adaptation and Replication
IEC Information. Education, and Communication
IP Indigenous People
LCE Local Chief Executive
LGU Local Government Unit
LNAP Local Nutrition Action Plan
LNC Local Nutrition Committee
NAO Nutrition Action Officer
NGO Non-Government Organization
NHA Nutrition Honor Award
NNC National Nutrition Council
NPM Nutrition Program Management
OPT+ Operation Timbang Plus
P/C/MNAO Provincial/City/Municipal Nutrition Action Officer
PNC Provincial Nutrition Committee
PNET Provincial Nutrition Evaluation Team
PPAN Philippine Plan of Action for Nutrition
UNICEF United Nations Children’s Fund

Module 5: Phase 2 of NPM: Action, Activation and Adjustment 4

 LESSON 1
Transforming the LNAP into Action

After completing Lesson 1, you should be able to discuss the necessary activities before, during,
and after implementation of LNAP.
The Nutrition Action Officer (NAO) and members of the Local Nutrition Committee
(LNC) are responsible for the implementation of the plan, the Phase 2 of NPM (Figure 5.2).

Figure 5.2. Phase 2 of NPM: Action, Activation and Adjustment.

Module 5: Phase 2 of NPM: Action, Activation and Adjustment 5

Common activities related to the implementation of the LNAP or nutrition interventions are as
follows:

1. Pre-implementation

a. Review the approved LNAP

i. The local chief executive (LCE) can call for a meeting or the NAO can initiate a
meeting of the LNC to review the LNAP for the year.
ii. It is possible that there are some projects or activities in the LNAP that were
not approved by the Sangguniang Panlalawigan/Bayan. Therefore, the plan
has to be adjusted and updated based on the approved budget and programs
or other developments.
iii. The LNC should re-validate their roles and assignments in the implementation
of the plan. It is especially important to re-validate the roles of the LNC
members if an integrated nutrition intervention is to be implemented.

b. Organize people and activities

i. This involves classifying and dividing the work into manageable units. In many
instances, the implementation of nutrition interventions is done by sector or
agency, i.e., the health sector will implement health interventions and
activities according to its mandate.
ii. In other instances, the LNC can organize a technical working group or small ad-
hoc groups to attend to specific concerns of the LNC. For example, if the LNC
wants to implement a special program or project, it can organize a small group
to be composed of technical staff, not necessarily the heads of offices.

c. Set a timetable for every project and activity

i. A timetable is a tool useful in presenting the estimated period required to

accomplish various activities.
ii. The duration of implementing a nutrition intervention can be as short as one
month or as long as three years. Thus, it is important that the LNC prepares a
timetable for implementation.
iii. In preparing the timetable, list all activities in a given month. Review the
timetable and take note of the weeks or months that have overlapping
schedules.
1) This is important as this has an effect on the workload of the LNC
members, e.g., they will not be able to attend certain activities due to the

Module 5: Phase 2 of NPM: Action, Activation and Adjustment 6

 heavy workload at one particular time. Thus, there is a need to review
and see if the schedule of activities can be modified.
2) Some activities are time-specific, for example, Vitamin A
supplementation among preschool children is done every six months;
certain vegetable seeds grow best in certain months; school activities
must be done from June to March.
3) Consider the weather conditions that might affect some activities such as
occurrence of frequent typhoons in certain months of the year.
4) Try to schedule activities with other projects to minimize cost.

2. Implementation proper

a. Observing/following policies, guidelines, resolutions

The NAO and LNC should follow guidelines, administrative orders, and other legal
and technical issuances by departments or the LGU. For example, E.O. 51 “Adopting
a National Code of Marketing of Breastmilk Substitutes, Breastmilk Supplements
and Related Products, Penalizing Violations Thereof, and for Other Purposes,”
prohibits the following activities:

i. Milk companies to advertise, promote or use other marketing materials for

products within the scope of this Code unless such materials are duly
authorized and approved by an inter-agency committee;
ii. Milk manufacturers and distributors shall not be permitted to give, directly or
indirectly, samples and supplies of products within the scope of this Code or
gifts of any sort to any member of the general public, including members of
their families, to hospitals and other health institutions, as well as to personnel
within the health care system; and
iii. Manufacturers and distributors shall not distribute to pregnant women or
mothers of infants any gifts or articles or utensils, which may promote the use
of breast milk substitutes or bottle-feeding.

b. Managing the budget

i. This is concerned with ensuring the timely availability of funds for

implementing nutrition interventions.
ii. The budgetary cycle and procedures of funding agencies should always be
considered. Failure to do so may result in delayed release or a total loss of
expected support to the project. However, failure to utilize committed money
and resources reflects poor management.

Module 5: Phase 2 of NPM: Action, Activation and Adjustment 7

 iii. An approved budget is only the starting point of efficient utilization of funds. A
periodic (for example monthly) record of cumulative expenditures by item is a
good basis for determining whether expenses are within budget limits.

c. Maintaining facilities and equipment

i. Equipment and supplies should be available at the time they are needed.
ii. A regular program for maintenance/repair will contribute greatly to keeping
facilities and equipment in good working condition.
iii. Yearly inventories of equipment, and monthly for consumables, are important
in order to ensure that the program does not run out of needed materials.

d. Supervising local nutrition workers

i. Supervision is a process of helping and guiding the field implementors to help

them become motivated and competent in their work, thus achieving efficient
and effective work performance.
ii. As a supervisor, the NAO and members of the LNCs are expected to:
1) provide guidance to and support for the local nutrition workers to enable
them to overcome problems and constraints; and to utilize and maximize
opportunities that they encounter in the program implementation; and
2) conduct field visits to program/project sites to see the progress of
implementation.

e. Coordinating with members of the LNC

i. Coordination is defined as the synchronization and integration of activities,
responsibilities and command and control structures to ensure that the
resources are used most efficiently in pursuit of the specified objectives.
ii. The NAOs and the members of the LNC need to coordinate during the
implementation phase of the plan in the following aspects:
1) schedule of activities
2) target groups
3) resources

f. Monitoring of projects/activities
i. The NAOs and the LNC members should start the monitoring of activities using
the indicators that were identified in Module 4.
ii. The monitoring activities can be done at the start, in between, and after the
implementation of the project/activity.

Module 5: Phase 2 of NPM: Action, Activation and Adjustment 8

 iii. Maintain a database and efficient document filing and retrieval system. The
data collected during monitoring visits will eventually be used in evaluation.

g. Documenting projects and activities

Tips on documentation are presented in Module 2. Additional guideposts for
documentation are as follows:
i. Relevant trainings attended by the NAO or members of the LNC that has
bearing on the nutrition program must be shared. This can be done through
preparation of training report that summarizes the important new learning,
identifying application of such learning, and its implication to the nutrition
program.
ii. Document good practices in implementing nutrition interventions.

h. Report the results or progress of implementation

i. Regularly report the status of the implementation to the LNC members and
LCEs.
ii. Reporting can be verbal or written. However, if the two can be done, this
would be preferred.
iii. Use the prescribed reporting forms, e.g., Philippine Plan of Action for
Nutrition (PPAN) accomplishment or Operation Timbang (OPT) Plus forms.

3. Post-Implementation

a. After the program or project has been implemented, evaluation should be done.
The LNC members can do the evaluation or an external group can be hired.
b. The LNC can meet and assess how the program or project was implemented,
whether or not the objectives were met, and how many of the targeted individuals/
groups were reached.

4. Nutrition interventions should be implemented following both legal and

technical guidelines. Implementation of LNAP should be done as planned.

Module 5: Phase 2 of NPM: Action, Activation and Adjustment 9

 LESSON 2
Sharing Good Practices in the
Implementation of the LNAP

After completing Lesson 1, you should be able to identify and share the good practices and
limiting factors in implementing and managing the nutrition action plan.

Description and Characteristics of a Good Practice:

Good practices, as defined by United Nations Children’s Fund (UNICEF), are well documented
and assessed programming practices that provide evidence of success/impact and which are
valuable for replication, scaling up, and further study.

The Department of the Interior and Local Government (DILG) also defines good practices under
its Good Practices in Local Governance - Facility for Adaptation and Replication (GO-FAR)
program, as a process, technique or innovative use of resources (technology, equipment,
personnel, data, etc.) that has resulted in outstanding, and/or successful and measurable
improvement in the operation or performance of a certain understanding.

A good practice is also considered a dynamic undertaking that evolves over time to meet
hanging needs of the community. Basically, it:

1. involves partnership between different players;

2. includes community participation;
3. has the potential for replication elsewhere; and
4. is an initiative that builds capabilities; enhances awareness, and/or advocates to other
people.

Good practices are designed to be transferable, repeatable, clear and concise, freely accessible,
evidence of success, and sustainable.

Some of the characteristics of good practices include innovativeness and creativeness;

indigenous and culture-specific; replicable (local and national); and cost-effective.

Many LGUs and LNCs have employed good practices in implementing the LNAP. Some of the
strategies and good practices were documented from the LGUs awarded with Consistent
Regional Outstanding Winner in Nutrition (CROWN) Award and Nutrition Honor Award (NHA)
by the National Nutrition Council (NNC).

Module 5: Phase 2 of NPM: Action, Activation and Adjustment 10

Good Practices of LGUs and LNCs that have been Successful
in Nutrition Program Management
The following are specific examples of the good practices in different LGUs and LNCs in
nutrition program management based on the Compendium of Actions on Nutrition (CAN):

1. Half-way homes for indigenous peoples (IPs) and accreditation of birthing facilities in
Talibon, Bohol;
2. Re-greening Villaverde Program re-launched with the goal to plant 555,000 fruit bearing
trees by 2020 in support of food security in Villaverde, Nueva Vizcaya;
3. The “3 in 1 Program” where 3 MNC members support in the care of 1 undernourished
child; additional fund-raising activities such as “Emergen-10” (where families contribute
PHP 10 monthly as emergency fund); planting of malunggay tree in all households was
supported by a municipal ordinance ; and implemented: “Prenatal sa Biyernes, Pakan-on
ang Buntis" Program; “Buntis Baby Bank”, local adaptation of Biggest Loser and Amazing
Race with a local twist; massive nutrition information, education, and communication
through use of CDs and a local newsletter, “Nutrilines in Limasawa, Southern Leyte;
4. Ordinance No. 2014-12 requiring applicants for the registration of live births and marriage
license to have food garden in their backyard; implemented local initiatives on barangay-
based feeding program, Gamay kong Kabudlay Tabang Ko and Tabang mo, Kinabuhi ug
Kaugmaon Ko in Kadingilan, Bukidnon;
5. Creation of the Provincial Anti-Hunger Task Force; Province-wide establishment of Dairy
Project for preschool and school children in New Corella; Livelihood Program for
Indigenous People (IP) women; adopted the First 1000 Days ni Baby Program and
introduced the same to its constituent LGUs (2016); initiated the Ang Gulayan Revolution
in the Province of Davao del Norte;
6. The Quezon’s First 1000 Days Program which focuses on interventions along the first 1000
days in the Province of Quezon;
7. The LGU sector Manpower and Development and Training Center implemented the
Cookielicious – “Timbang ng Anak Ko, Babantayan Ko.” (I Monitor the Weight of My Child)
in Mandaluyong City;
8. Synchronized breastfeeding every August; Malunggay sa bawat tahanan; feeding program
for pregnant mothers funded by barangays for indigent moms in Tagaytay City;
9. Barangay Matina Aplaya included tribal leaders of the Badjao community as members of
the barangay nutrition committee to engage them in efforts towards nutrition
improvement;
10. Launching of PagbaBAGO Program, a planned and responsible parenthood program; and

Module 5: Phase 2 of NPM: Action, Activation and Adjustment 11

 11. A food plant was established for the development of a complementary feeding mix that
contained rice, munggo, and sesame seeds, dubbed as “Kawillie-willie mix” in Quezon.

The detailed description of the innovative interventions of the 11 CAN LGU areas can be
accessed in this link: Compendium of Actions on Nutrition.

Figure 5.3 presents the good practices observed across LGUs and LNCs in nutrition program
management. The structure indicates that a successful nutrition plan employs a combination of
these practices.

Figure 5.3. Good practices in managing nutrition programs employed by the LGUs and LNCs.

While there are problems that can hinder the implementation of LNAP or nutrition
intervention, there are also known strategies that have been tested which can be adopted to be
successful in nutrition program management.
Some of the problems include no nutrition office, no full-time nutrition staff, lack of resources,
untimely release of funds, non-participation of some LNC members, delays in the submission of
reports, unavailability of vehicle to conduct regular monitoring, low level of participation of the
stakeholders, among others.
Some of the strategies that have been tried and were proven to provide good results are
advocating to the LCE who is also the chair of the LNC, provision of incentives, and mobilization
of resources, among others. Table 5.1 shows the comprehensive list of the possible limiting
factors in implementing the LNAP and strategies done in addressing them.

Module 5: Phase 2 of NPM: Action, Activation and Adjustment 12

NUTRI WORKERS ONLINE: Module Five 17

Table 5.1. Possible limiting factors in implementing the LNAP and strategies done in addressing
them.
Possible Limiting Factors
No nutrition office
No full-time nutrition staff
Lack of resources, limited
budget, and untimely release of
funds
Funds not yet available when
needed
Non-participation of some LNC
members, tardiness, and
absenteeism of LNC members
in meetings
Delays in the submission of
reports
Unavailability of vehicle to
conduct regular monitoring
and low TEV
Compliance to
implementing guidelines
Varied levels of understanding
the nutrition programs
Unavailability of the Provincial
Nutrition Evaluation Team
(PNET) members during
monitoring and evaluation
Module 5: Phase 2 of NPM: Action, Activation and Adjustment
Good Practice
• Advocate to LCEs for the creation of nutrition office and the
appointment of full-time nutrition staff
• Advocacy and lobbying to the LCEs and agencies to solicit
support for nutrition
• Mobilizing the community resources through counter-parting
from municipality, barangay, and households
• Coordinate with line agencies for materials such as
Information,
• Education,
Scheduling and Communication (IEC) materials
of activities
• Prepare purchase orders ahead of time
• Request cash advance
• LCE signs notice of meeting, agenda folder prepared in advance
• Provision of honorarium to LNC members
• Tokens given for early arrival and complete attendance of LNC
• Conduct of joint PNC/MNAO/PNET/BNS quarterly meetings
• Persistent follow-up of reports accompanied by the
memorandum of the LCE to require the agencies for the timely
submission of reports
• Provision of incentives to top performing BNSs and MNAOs
• Implementation of a “no report, no honorarium” policy
• Mobilization of resources, i.e., transportation and funds, from
the municipality or barangay
• Formulation of project proposal
• Creation and tasking of Technical Working Group
• Conduct training/orientation
• Coaching, experience sharing or provision of technical
assistance to less equipped nutrition worker
• If budget is limited, shorten training sessions with topics
• Early scheduling of activity
13
 Possible Limiting Factors
Difficulty in gaining support for
new program
Cultural values and attitude of
nutrition workers, and
stakeholders (including
indigenous people)
Low level of participation of
stakeholders
Good Practice
• Memorandum from the LCEs
• Conduct of seminars on value formation
• Peer evaluation aimed at motivating BNSs to further improve
their performance
• Implement complementary activities to increase demand and
participation of nutrition services
• Involve them in all aspects of nutrition program management

Use Matrix 5.1 as a guide in identifying the good practices, limiting factors, and strategies done
to address the limiting factors in the implementation of the LNAP in your area.

Matrix 5.1. Good practices, limiting factors, and strategies in implementing the LNAP.
Name of Province/City/Municipality:___________

Good Practices Limiting Factors Strategies Done in Addressing

the Limiting Factors

It is good to collect and document detailed accounts and stories of successful implementation
of nutrition interventions to better understand how nutrition program management is done at
the LGU level. Visit provinces and municipalities awarded with CROWN and NHA to learn new
ideas in nutrition program management.

The implementation phase involves three (3) A’s: Action, Activation, and Adjustment.

Module 5: Phase 2 of NPM: Action, Activation and Adjustment 14

Exercise 5.1. Identifying the good practices,
limiting factors, and strategies in addressing the
limiting factors in the implementation of the LNAP

Based on the previous exercises, identify the good practices, limiting factors and strategies
done to address them in your respective LGU. Use Matrix 5.1.
Matrix 5.1. Good practices, limiting factors and strategies in implementing the LNAP.
Name of Province/City/Municipality:___________

Good Practices Limiting Factors Strategies Done in Addressing the

Limiting Factors

REFERENCES

Northouse, P. G. (1997). Leadership: Theory and practice. Sage Publications, Inc. Retrieved at
https://psycnet.apa.org/record/1997-08524-000

Module 5: Phase 2 of NPM: Action, Activation and Adjustment 15