Suahhara II Good Nutrition Program
Year 6 Work Plan (20262027)
1. Introduction
The Suahhara II Good Nutrition Program (GNP) is a communitydriven initiative focused on improving dietary practices, reducing micronutrient deficiencies and fostering sustainable food systems in the Suahhara region. Year6 marks the culmination of a fiveyear strategic cycle and seeks to consolidate gains while scaling successful interventions to reach underserved populations.
2. Vision, Mission & Core Values
Vision
A healthy Suahhara where every child, woman and elder enjoys a balanced diet that supports optimal growth, productivity and wellbeing.
Mission
To deliver evidencebased nutrition services, strengthen local food production, and empower communities with the knowledge and resources needed for lasting dietary change.
Core Values
- Community ownership
- Evidenceinformed action
- Equity and inclusion
- Transparency and accountability
- Environmental stewardship
3. Strategic Objectives for Year6
- Reduce prevalence of moderatetosevere acute malnutrition (MAM/SAM) among children under five by 12%.
- Increase dietary diversity scores for women of reproductive age by 15%.
- Scale homegarden models to 1,200 households, improving yearround access to micronutrientrich foods.
- Strengthen nutrition surveillance systems for timely data collection and response.
- Enhance capacity of local health workers and community volunteers through advanced training.
4. Key Activities & Timeline
| Quarter | Activity | Lead Agency | Outputs | Indicators |
|---|---|---|---|---|
| Q1 (JulSep 2026) | Baseline nutrition survey & data validation | Suahhara Health Dept. | Comprehensive dataset covering 5,000 households | Survey completed; data quality index 90% |
| Q1Q2 | Training-of-trainers (ToT) for Community Health Workers (CHWs) | International Nutrition Partners (INP) | 30 master trainers certified | Trainer competency scores 85% |
| Q2 (OctDec 2026) | Launch of School Nutrition Clubs in 25 primary schools | Education Ministry & NGOs | 25 clubs operational; 2,500 children engaged | Attendance 80% per month |
| Q2Q3 | Distribution of fortified blended food kits | World Food Programme (WFP) | 10,000 kits delivered to highrisk zones | Coverage of 95% of targeted households |
| Q3 (JanMar 2027) | Homegarden seed package rollout | Local Agricultural Extension | 1,200 seed packages with training manuals | Planting success rate 75% |
| Q3Q4 | Nutrition communication campaign Eat the Rainbow | Media Partners & Health Dept. | 30 radio spots, 15 community theatre shows | Recall of key messages 70% in postcampaign survey |
| Q4 (AprJun 2027) | Midterm review & adaptive management | Program Management Unit (PMU) | Review report with corrective actions | Implementation adjustments made within 30days |
5. Target Beneficiaries
- Children under five (estimated 4,200)
- Pregnant and lactating women (1,800)
- Schoolaged children (3,500)
- Smallholder farmers and households adopting home gardens (1,200)
- Community health volunteers (150)
6. Monitoring, Evaluation & Learning (MEL)
6.1 Data Sources
Baseline & endline surveys, routine healthfacility registers, CHW monthly reports, school club attendance logs, and remote sensing for garden acreage.
6.2 Key Performance Indicators (KPIs)
| KPI | Target | Data Source |
|---|---|---|
| Prevalence of MAM/SAM | 6% | Health facility records |
| Womens dietary diversity score (5 food groups) | 55% | Household survey |
| Households with functional home gardens | 70% | Extension visit reports |
| CHW knowledge posttraining | 85% correct | ToT assessment |
| Community awareness of fortified foods | 80% recall | Postcampaign KAP survey |
6.3 Learning Mechanisms
Quarterly learning workshops bring together field staff, beneficiaries and partners to discuss successes, bottlenecks and scaleup opportunities. Findings feed directly into the adaptive management plan.
7. Risk Management
- Supply chain disruptions: Establish buffer stocks and multiple procurement sources for fortified foods.
- Climate variability affecting gardens: Promote droughtresistant varieties and rainwater harvesting kits.
- Community fatigue: Rotate communication messages, integrate culturally relevant activities, and recognize highperforming households.
- Data collection delays: Deploy mobile data capture tools and train local enumerators for rapid turnaround.
8. Budget Overview (USD)
| Category | Amount |
|---|---|
| Survey & Baseline | 120,000 |
| Training & Capacity Building | 180,000 |
| Food Assistance (fortified kits) | 350,000 |
| HomeGarden Inputs | 220,000 |
| Communication Campaign | 95,000 |
| MEL Systems | 80,000 |
| Administrative & Overheads | 55,000 |
| Total | 1,100,000 |
9. Partnerships & Stakeholder Engagement
The program operates through a multisectoral coordination platform that includes:
- Suahhara Regional Health Authority
- Ministry of Agriculture & Food Security
- UNICEF, WHO, WFP and FAO technical teams
- Local NGOs (e.g., Community Nutrition Alliance)
- Faithbased groups and womens cooperatives
Regular stakeholder meetings ensure alignment of activities, resource sharing and joint problemsolving.
10. Sustainability and Exit Strategy
To ensure lasting impact beyond Year6, the program will:
- Institutionalize nutrition modules within primary health care training curricula.
- Transfer seed and gardening inputs to communitymanaged seed banks.
- Formalize school nutrition clubs under the Ministry of Educations extracurricular framework.
- Secure government budget lines for continued fortified food distribution in highrisk zones.
- Build a communityled monitoring committee that will oversee programme continuation and reporting.
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