5 years Country Strategy & Program Manual: South Sudan

This document outlines the five-year strategic plan for the Global Intervention for Health & Agricultural Development (GIHAD) in South Sudan, covering the period from January 2026 to December 2030. As a national non-governmental organization deeply rooted in the communities it serves, GIHAD is poised to address the persistent and interconnected challenges of food insecurity, poor health outcomes, conflict, and climate vulnerability. This plan provides a comprehensive framework to guide our interventions, ensuring they are strategic, coherent, and aligned with our vision of a self-sufficient, resilient, and empowered South Sudan.

The strategy is grounded in a thorough analysis of the post-conflict context of South Sudan, recognizing the fragility of its institutions, the deep-seated humanitarian needs, and the imperative for an integrated approach that bridges humanitarian relief, development programming, and peacebuilding efforts (the HDP Nexus). Our interventions are designed to be conflict-sensitive, locally owned, and accountable to affected populations, adhering strictly to core humanitarian principles and international standards such as the Core Humanitarian Standard (CHS) and the Sphere Handbook [1].

Over the next five years, GIHAD will focus on eight core thematic areas: Food Security & Livelihoods (FSL); Health; Nutrition; Water, Sanitation, and Hygiene (WASH); Education; Protection and Peacebuilding; Shelter and Non-Food Items (NFI); and Climate Justice. Our overarching goal is to enhance the resilience and well-being of conflict-affected communities in South Sudan by delivering integrated, life-saving assistance and fostering sustainable pathways to recovery and self-reliance.

To achieve this, we have defined three Strategic Objectives:

SO1: To save lives and alleviate suffering by providing timely, principled, and high-quality humanitarian assistance in FSL, Health, Nutrition, WASH, and Shelter/NFI to the most vulnerable populations.
SO2: To build community and household resilience by strengthening local food systems, diversifying livelihoods, improving access to basic services, and promoting climate-adaptive practices.
SO3: To foster a protective environment and social cohesion by mainstreaming protection, promoting community-based peace initiatives, and ensuring equitable access to education and resources.

This plan details flagship projects, such as the Jonglei Integrated Resilience & Livelihoods (JIRL) initiative, designed to operationalize our strategy. These projects are structured using the Logical Framework Approach, ensuring clear objectives, verifiable indicators, and robust assumptions. A detailed first-year work plan (2026) and a strategic outlook for 2027-2030 provide a clear roadmap for implementation. The plan is supported by a sophisticated Monitoring, Evaluation, Accountability, and Learning (MEAL) framework, adapted from best practices within the UN system [5], to ensure adaptive management and demonstrable impact.

With an indicative five-year budget of approximately USD 25 million, this strategy represents an ambitious yet realistic commitment to the people of South Sudan. It leverages GIHAD’s unique position as a national NGO with deep local access and knowledge, supported by a professional structure and a profound commitment to its core values of compassion, integrity, innovation, inclusivity, and sustainability.

1.0 Introduction & Organizational Profile

This strategic plan serves as the foundational document guiding the work of the Global Intervention for Health & Agricultural Development (GIHAD) in South Sudan for the 2026-2030 period. It articulates our analysis of the context, our strategic priorities, our theory of change, and the operational framework through which we will pursue our mission. It is a living document, intended to provide direction while allowing for the flexibility and adaptability necessary to operate effectively in one of the world's most complex environments.

1.1 Organizational Background

The Global Intervention for Health & Agricultural Development (GIHAD) is a legally recognized national non-profit, non-governmental organization operating under the authority of the Relief and Rehabilitation Commission (RRC) in South Sudan. Headquartered in Juba, GIHAD was founded by a group of dedicated South Sudanese professionals in response to the devastating impact of prolonged conflict on the nation's health, agriculture, and livelihood systems. Our perpetual maxim, “Nurturing Health & Agricultural Steps for life-saving and Zero Hunger,” reflects a deep commitment to transformative change, moving beyond temporary aid to foster long-term resilience.

GIHAD’s operational footprint covers some of the most vulnerable regions of the country, including Upper Nile, Bahr el Ghazal, Central Equatoria, and Jonglei states, with a particular focus on the Pibor Administrative Area. Our status as a national organization, led and staffed predominantly by South Sudanese nationals, provides us with unparalleled advantages in terms of local knowledge, community acceptance, access to hard-to-reach areas, and a long-term commitment to the nation's future. This local identity is central to our principle of national and local ownership, ensuring our interventions are culturally appropriate and aligned with community priorities [3].

Our programs are designed to combat food insecurity, improve farming practices, and promote sustainable livelihoods. Core initiatives like General Food Assistance (GFA), Community-Based Agriculture (CBA), and Resilient Livelihood Programs empower communities to rebuild their lives. GIHAD also fosters economic recovery through Village Saving Loan Associations (VSLA) and entrepreneurship programs. Recognizing the interconnectedness of human well-being, GIHAD's mandate extends to health, nutrition, WASH, education, protection, peacebuilding, shelter, and climate justice. These proactive efforts are designed to build long-term resilience and self-sufficiency, utilizing innovative solutions and sustainable practices to help communities thrive.

GIHAD Strategic Plan 2026-2030

1.2 Vision, Mission, and Core Values

Vision

GIHAD envisions a future where communities in South Sudan are self-sufficient, resilient, and empowered to overcome the systemic barriers to their development.

Mission

To uplift underserved communities by implementing innovative and sustainable programs that enhance food security, promote agricultural resilience, and improve health and education outcomes.

Core Values

At the heart of GIHAD’s operations lie its core values, which serve as the foundation for all programs and initiatives. These values are not merely statements but are actively integrated into our daily work and decision-making processes.

Compassion and Empathy: We operate with a deep sense of compassion, ensuring that our interventions are tailored to the unique needs and cultural contexts of the communities we serve. This empathetic approach fosters trust and collaboration, which are critical for sustainable impact. We recognize disaster victims as dignified human beings, not hopeless objects, a principle central to the ICRC Code of Conduct [1].
Integrity and Accountability: As a legally recognized entity, GIHAD adheres to the highest standards of transparency and accountability. We hold ourselves accountable to both those we seek to assist and those from whom we accept resources [1]. Every program is meticulously designed, implemented, and monitored to ensure that resources are utilized effectively, ethically, and in line with our commitments to beneficiaries and donors.
Innovation and Adaptability: The organization embraces innovative solutions to address the dynamic challenges of post-conflict environments. By leveraging technology, local knowledge, and adaptive management techniques, GIHAD ensures that its interventions are both relevant and resilient. We recognize the experimental nature of humanitarian innovation and manage it responsibly [1].
Inclusivity and Equity: GIHAD prioritizes the most marginalized and vulnerable populations, including women, children, persons with disabilities (PWD), and other disadvantaged groups, ensuring that no one is left behind. Our programs are designed to empower these groups, fostering social equity and cohesion. Aid is given regardless of race, creed, or nationality, with priorities calculated on the basis of need alone [1].
Sustainability and Resilience: Beyond immediate relief, GIHAD focuses on building the capacity of communities to sustain themselves. Our initiatives are rooted in sustainable agricultural practices, health education, and economic empowerment, ensuring long-term community and environmental resilience. We strive to reduce future vulnerabilities to disaster as well as meeting basic needs [1].

1.3 Governance and Management Structure

GIHAD is committed to principles of good governance, ensuring ethical leadership and robust oversight. The supreme governing body is the Board of Directors, responsible for strategic direction, financial integrity, and legal compliance. The Board delegates day-to-day management to the Executive Director, who leads the Senior Management Team and is responsible for implementing the strategic plan.

The organization's structure is designed for efficiency and clear lines of accountability, with a Program Department overseeing thematic coordinators and a robust Operations Department providing essential support in Finance, HR, and Logistics. This structure ensures that our field operations are well-supported and that programmatic decisions are informed by operational realities.

Organizational Chart

Coordination and Partnerships

GIHAD operates within a complex ecosystem of actors and is committed to effective coordination to maximize impact and avoid duplication. We are an active member of the South Sudan NGO Forum, participating in its meetings and adhering to its Statutes of Operation [4]. This engagement allows us to contribute to collective advocacy, share information, and enhance the safety and security of our staff. Furthermore, we are a dedicated partner in the UN-led Cluster System, ensuring our programs in FSL, Health, Nutrition, WASH, Protection, Education, and Shelter/NFI are aligned with the national Humanitarian Response Plan (HRP) and coordinated with other cluster partners.

2.0 Problem Analysis and Justification

2.1 The South Sudan Context: A Nation in Fragile Transition

South Sudan remains one of the most fragile countries in the world, grappling with the protracted consequences of civil war, sub-national violence, climate shocks, and deep-rooted developmental deficits. Despite the signing of the Revitalised Agreement on the Resolution of the Conflict in the Republic of South Sudan (R-ARCSS) in 2018, the transition to sustainable peace is slow and fraught with challenges. The operating environment for organizations like GIHAD is characterized by:

Persistent Insecurity: While large-scale political violence has subsided, localized conflicts over resources like land and cattle, political power struggles, and criminality continue to drive displacement, disrupt livelihoods, and create significant access constraints for humanitarian actors.
Weak Governance and Institutions: Years of conflict have eroded state capacity. Public service delivery, particularly in rural areas, is minimal. The justice and security sectors struggle to provide citizens with protection and recourse, leading to a reliance on informal or traditional systems and perpetuating cycles of impunity.
Economic Crisis: The economy is heavily reliant on oil revenue and highly vulnerable to global price shocks. Hyperinflation, currency depreciation, and disrupted markets have decimated the purchasing power of ordinary households, making basic commodities unaffordable for a vast majority of the population [2].
Climate Vulnerability: South Sudan is acutely vulnerable to climate change. In recent years, the country has experienced unprecedented flooding across vast areas, destroying crops, displacing hundreds of thousands, and exacerbating food insecurity and disease outbreaks. This is interspersed with periods of drought in other regions, highlighting the extreme climatic pressures on an already fragile system.
Mass Displacement: The country hosts millions of internally displaced persons (IDPs) and refugees who have fled their homes due to conflict and environmental disasters. These populations live in precarious conditions, often in overcrowded camps or host communities, with limited access to basic services and livelihood opportunities.

This complex interplay of factors creates a state of chronic crisis where humanitarian needs are immense and recurrent, while the path to long-term development is consistently undermined. It is within this context that GIHAD's strategy is formulated.

2.2 Humanitarian Needs Analysis

The scale of humanitarian need in South Sudan is staggering. Drawing on data from sources like the IOM's Displacement Tracking Matrix (DTM) and IPC analyses, the situation remains critical across GIHAD's areas of operation [2].

Food Security and Livelihoods

Food security is the most pressing need for the majority of the population. According to recent analyses, a significant portion of the population faces crisis levels of acute food insecurity (IPC Phase 3 or above), with pockets of the country at risk of famine-like conditions during the lean season [2]. The primary drivers are conflict-related displacement, which prevents farming; climate shocks (floods and droughts) that destroy harvests; and soaring food prices that make market purchases impossible. DTM reports consistently show that over 80% of IDPs cite food as their primary need [2]. Many households have exhausted their coping strategies, resorting to selling off productive assets, borrowing money, or skipping meals, which further deepens their vulnerability.

Health and Nutrition

The health system is on the brink of collapse, with less than half of the population living within 5km of a functional health facility. The country suffers from some of the world's worst health indicators, including extremely high maternal and child mortality rates. Preventable and treatable diseases like malaria, diarrhea, and respiratory infections are leading causes of death. Malnutrition rates are consistently above emergency thresholds in many parts of the country. The convergence of food insecurity, poor WASH conditions, and low immunization coverage creates a perfect storm for high rates of both Moderate Acute Malnutrition (MAM) and Severe Acute Malnutrition (SAM).

WASH and Shelter

Access to safe water and sanitation is critically low. The reliance on untreated surface water is a major driver of waterborne diseases like cholera and typhoid. Open defecation remains a widespread practice, posing significant public health and protection risks. Following food, shelter and non-food items (NFIs) are among the top three needs reported by IDPs [2]. Displaced families often live in makeshift shelters that offer little protection from the elements or from physical threats, increasing their vulnerability to disease and violence.

Protection

The protection crisis is severe. Civilians, particularly women and children, bear the brunt of the ongoing violence. Conflict-related sexual violence (CRSV) and gender-based violence (GBV) are widespread and used as a tactic of war, leaving deep physical and psychological scars [2]. Children face risks of forced recruitment, family separation, and abuse. Vulnerable groups, including the elderly and persons with disabilities, face significant barriers in accessing assistance and are often left behind during displacement.

2.3 The Humanitarian-Development-Peace (HDP) Nexus in Practice

The traditional, linear model of progressing from "relief to development" is ill-suited for the protracted crisis in South Sudan. GIHAD's strategy is therefore firmly rooted in the Humanitarian-Development-Peace (HDP) Nexus approach. This means we do not see these three pillars of work as sequential stages but as interconnected and concurrent priorities that must be addressed simultaneously to build genuine, long-term resilience.

In post-conflict settings, humanitarian, development, and peacebuilding activities must be implemented concurrently. This paradigm, often termed 'developmental humanitarianism', focuses on building resilience by addressing not only immediate needs but also the underlying socio-economic and political factors that create vulnerability.

GIHAD operationalizes the Nexus in the following ways:

Linking Relief to Resilience: Our interventions are designed to meet immediate needs while simultaneously building a foundation for future self-reliance. For example, our General Food Assistance (GFA) prevents starvation in the short term, while our integrated Food for Assets (FFA) programs pay community members with that food to build or rehabilitate vital infrastructure like irrigation canals or feeder roads. This meets an immediate need (hunger) while creating a long-term asset that boosts agricultural productivity and market access.
Integrating Peacebuilding into All Sectors: We recognize that aid can inadvertently fuel conflict if not delivered carefully. Every GIHAD project, whether in WASH, Health, or FSL, is designed through a conflict-sensitive lens. Before drilling a borehole, we conduct a conflict analysis with the community to understand how the new water point will affect relations between different clans, or between pastoralists and farmers. Beneficiary selection committees are structured to be inclusive and transparent to prevent perceptions of bias. This approach aims to "do no harm" and, where possible, use our interventions as opportunities to build peace by fostering cooperation around shared resources [2].
Focusing on Systems Strengthening: Instead of creating parallel service delivery systems that collapse when funding ends, GIHAD works to strengthen local systems and capacities. This involves training local Community Health Workers instead of relying solely on our own staff, establishing and training community-led Water Management Committees to maintain boreholes, and building the capacity of local entrepreneurs and Village Savings and Loan Associations (VSLAs). This approach contributes to the long-term goal of state-building and ensures that the benefits of our work are sustainable [3].

By embedding this Nexus thinking into our program design and management, GIHAD aims to move beyond a cycle of dependency on aid and help communities build a durable peace and a more resilient future.

GIHAD Strategic Plan 2026-2030

3.0 Strategic Framework (2026-2030)

Based on the preceding analysis of the context and needs in South Sudan, GIHAD has developed a five-year strategic framework to guide its interventions. This framework outlines our overarching goal, the key objectives we will pursue, our theory of change, and the fundamental principles that will underpin all our work.

3.1 Overall Goal and Strategic Objectives

Overall Goal (2026-2030)

To enhance the resilience and well-being of conflict-affected communities in South Sudan by delivering integrated, life-saving assistance and fostering sustainable pathways to recovery and self-reliance.

Strategic Objectives (SOs)

To achieve this goal, GIHAD will pursue three interconnected strategic objectives. These objectives are aligned with the HDP Nexus, ensuring our work addresses immediate suffering, builds long-term capacity, and contributes to a more peaceful environment.

SO1: To save lives and alleviate suffering by providing timely, principled, and high-quality humanitarian assistance in FSL, Health, Nutrition, WASH, and Shelter/NFI to the most vulnerable populations.

This objective represents our core humanitarian mandate. It focuses on the direct delivery of life-saving aid to communities affected by acute crisis, whether from conflict, displacement, or climate shocks. Success under this objective will be measured by reductions in mortality, malnutrition rates, and morbidity from preventable diseases.

SO2: To build community and household resilience by strengthening local food systems, diversifying livelihoods, improving access to basic services, and promoting climate-adaptive practices.

This objective is our commitment to development and long-term recovery. It moves beyond direct aid to empower communities with the skills, assets, and systems needed to withstand future shocks. Success will be measured by increased agricultural productivity, improved household income, sustainable management of community assets (e.g., water points), and adoption of resilient practices.

SO3: To foster a protective environment and social cohesion by mainstreaming protection, promoting community-based peace initiatives, and ensuring equitable access to education and resources.

This objective addresses the peace and protection dimensions of our work. It ensures that our interventions are safe and dignified for all, and that we actively contribute to reducing conflict and strengthening the social fabric. Success will be measured by improved community safety perceptions, increased participation of women and youth in decision-making, and reduced incidents of local resource-based conflict.

GIHAD Strategic Plan 2026-2030

3.2 Theory of Change

GIHAD's Theory of Change (ToC) articulates the causal pathway through which we expect our interventions to lead to our desired long-term goal. It outlines how our activities will produce outputs, which in turn will lead to outcomes and ultimately contribute to impact. This ToC is based on a set of core assumptions about the context and the nature of change in South Sudan.

IF GIHAD delivers integrated, conflict-sensitive humanitarian assistance (SO1), strengthens community-based systems and livelihoods (SO2), and fosters social cohesion and protection (SO3),

AND IF we do this in a way that is participatory, accountable, and builds on local capacities,

THEN communities will be better able to meet their basic needs, manage local disputes peacefully, and withstand economic and climate-related shocks,

BECAUSE they will have improved health and nutrition status, more resilient and diverse sources of food and income, stronger and more inclusive local governance and resource management structures, and enhanced social capital,

WHICH WILL ULTIMATELY CONTRIBUTE TO a more self-sufficient, resilient, and peaceful society in South Sudan.

Key Assumptions

This Theory of Change rests on several critical assumptions that will be continuously monitored throughout the strategic period:

Access and Security: We assume that GIHAD will be able to maintain sufficient humanitarian access to target communities and that the security environment, while volatile, will not deteriorate to a point where all operations become impossible.
Community Engagement: We assume that communities are willing and able to actively participate in the design, implementation, and monitoring of projects, and that local leadership is supportive of inclusive processes.
Market Functionality: We assume that local markets, although disrupted, will continue to function to a degree that allows for cash-based interventions and supports livelihood recovery.
Political Stability: We assume that there will be no return to large-scale, nationwide civil war, and that the national political framework (R-ARCSS) will continue to provide a (fragile) basis for stability.
Funding Environment: We assume that donor funding for integrated humanitarian, development, and peace programming in South Sudan will remain available.

This ToC, inspired by the strategic frameworks of partners like the UN [5], provides a logical and coherent foundation for our programming and a clear basis for our monitoring and evaluation efforts.

3.3 Guiding Principles and Standards

GIHAD's commitment to quality and accountability is non-negotiable. All activities under this strategic plan will be guided by a strict adherence to internationally recognized principles and standards. These form the ethical and operational bedrock of our organization.

3.3.1 The Core Humanitarian Principles

As a principled humanitarian organization, GIHAD's actions are founded on the four core principles derived from International Humanitarian Law [1]:

Humanity: Human suffering must be addressed wherever it is found. The purpose of our action is to protect life and health and to ensure respect for all human beings. This is our primary motivation.
Neutrality: We do not take sides in hostilities or engage in controversies of a political, racial,religious, or ideological nature. This is essential for maintaining acceptance and access in a polarized environment.
Impartiality: Our assistance is provided on the basis of need alone, giving priority to the most urgent cases of distress. We make no adverse distinctions based on nationality, race, gender, religious belief, class, or political opinion. All beneficiary selection is based on transparent and objective vulnerability criteria.
Independence: Our humanitarian action must be autonomous from the political, economic, military, or other objectives that any actor may hold. While we coordinate with all stakeholders, including government bodies, our decisions are made independently to serve our humanitarian purpose.

3.3.2 The Core Humanitarian Standard (CHS) on Quality and Accountability

The CHS provides a practical framework for implementing our principles. GIHAD is committed to integrating the Nine Commitments of the CHS into its project cycle management [1]. This means we will ensure that our programs are:

Appropriate and relevant to needs.
Delivered in a timely manner.
Safe and do not cause harm, while building resilience.
Based on community participation and information sharing.
Supported by accessible and responsive feedback and complaints mechanisms.
Coordinated and complementary to the work of others.
Continuously improved through learning and reflection.
Delivered by competent and well-managed staff.
Managed with effective and ethical use of resources.

3.3.3 The Sphere Handbook

The Sphere Handbook is our primary reference for technical quality. It provides the evidence-based, universal minimum standards for life-saving interventions in our key sectors. Adherence to Sphere is mandatory for GIHAD's technical staff to ensure our interventions are effective, appropriate, and preserve the dignity of the people we serve [1].

Our commitment to Sphere means:

In WASH: Ensuring that water points provide a sufficient quantity of safe water, are located a safe distance from homes, and that sanitation facilities are sufficient in number, culturally appropriate, and safe, especially for women and girls.
In Food Security and Nutrition: Designing food assistance to meet caloric and nutritional needs, ensuring that livelihood support is appropriate to the context, and that our nutrition programs follow established protocols for treating MAM and SAM.
In Shelter and NFI: Providing shelter materials that offer adequate protection from the climate and ensure personal safety, and distributing NFIs that meet essential household needs for health, dignity, and well-being.
In Health Action: Ensuring that our clinical services address the priority health risks of the population, that our staff are properly trained, and that we have systems for managing medical supplies and patient data effectively.

Figure 1: The Sphere Handbook Structure, guiding GIHAD's technical interventions [1].

By embedding these principles and standards into our organizational culture and operational procedures, GIHAD ensures that our pursuit of strategic objectives is always grounded in a commitment to quality, accountability, and respect for the rights and dignity of the people of South Sudan.

4.0 Thematic Program Strategies

GIHAD’s integrated approach is delivered through eight core thematic areas. The following sections outline the specific strategic focus for each area over the 2026-2030 period, linking activities to our overarching strategic objectives.

4.1 Food Security & Livelihoods (FSL)

Context: FSL remains the most critical sector in South Sudan, with millions facing acute hunger. Livelihoods have been decimated by conflict, displacement, and climate change, creating a deep-seated dependency on aid. However, markets continue to function in many areas, offering opportunities for cash-based interventions and economic recovery [2].

Strategic Focus (2026-2030): Our FSL strategy follows a dual-track approach that combines life-saving food assistance with robust resilience-building initiatives. We will transition from unconditional aid to more developmental approaches as contexts permit, with a strong focus on climate-smart agriculture and market-based solutions.

Key Initiatives:

Life-Saving Assistance (SO1):

General Food Assistance (GFA): In-kind food distributions in areas with acute food insecurity and non-functional markets.
Multi-Purpose Cash Assistance (MPCA): Provision of unrestricted cash transfers in areas with functional markets, allowing households to meet their diverse basic needs with dignity and choice, stimulating local economies [2].

Resilience Building (SO2):

Community-Based Agriculture (CBA): Distribution of climate-resilient seeds (e.g., sorghum, maize, cowpeas) and tools, coupled with training through Farmer Field Schools (FFS) on techniques like conservation agriculture, post-harvest management, and pest control.
Food for Assets (FFA) / Cash for Work (C4W): Mobilizing communities to build or rehabilitate productive assets (e.g., feeder roads, irrigation canals, flood dykes) that enhance long-term food security.
Livelihood Diversification: Promoting alternative income sources through support for fisheries (distribution of kits), livestock (veterinary services, restocking), and small-scale vegetable gardening.
Economic Recovery: Establishing and strengthening Village Savings and Loan Associations (VSLAs) to build a savings culture and provide access to credit for small business development.

Expected Long-Term Result: Communities have increased food production, diversified income sources, and enhanced capacity to cope with food-related shocks, reducing reliance on humanitarian aid.

GIHAD Strategic Plan 2026-2030

4.2 Health & Nutrition

Context: The health and nutrition situation is dire, characterized by high mortality from preventable diseases and pervasive acute malnutrition. Access to services is extremely limited, particularly in remote and conflict-affected areas.

Strategic Focus (2026-2030): Our strategy is to bring essential health and nutrition services directly to underserved communities through a combination of static and mobile approaches. We will focus on high-impact interventions targeting mothers and children, while strengthening the capacity of community-based health systems.

Key Initiatives:

Primary Health Care (SO1, SO2):

Mobile Health Clinics: Deploying mobile teams to remote villages to provide primary healthcare consultations, treatment for common illnesses, and maternal and child health services (including antenatal and postnatal care).
Expanded Program on Immunization (EPI): Conducting routine and campaign-based vaccinations to protect children against diseases like measles, polio, and tetanus.
Community Health Worker (CHW) Network: Training and equipping a network of local CHWs (Boma Health Workers) to provide health promotion, disease surveillance, and treatment for simple childhood illnesses at the community level, strengthening the local health system.

Nutrition Services (SO1):

Community Management of Acute Malnutrition (CMAM): Establishing Outpatient Therapeutic Programs (OTPs) and Targeted Supplementary Feeding Programs (TSFPs) to provide decentralized, life-saving treatment for Severe and Moderate Acute Malnutrition.
Stabilization Centers: Operating inpatient facilities for the intensive treatment of children with Severe Acute Malnutrition with medical complications.
Infant and Young Child Feeding (IYCF) Promotion: Conducting counseling and support groups for mothers to promote optimal breastfeeding and complementary feeding practices.

Mental Health and Psychosocial Support (MHPSS) (SO3):

Integrating basic MHPSS into all health and protection activities, providing psychological first aid, and establishing community-based support groups to help individuals cope with trauma and stress. This approach is inspired by successful pilots in other conflict contexts [5].

Expected Long-Term Result: Reduced child and maternal mortality and morbidity, lower prevalence of acute malnutrition, and improved community capacity to prevent and respond to common health problems.

GIHAD Strategic Plan 2026-2030

4.3 Water, Sanitation, and Hygiene (WASH)

Context: Lack of access to safe water and sanitation is a primary driver of disease and malnutrition. Women and girls bear the double burden of collecting water and facing protection risks at unsafe water points or sanitation facilities.

Strategic Focus (2026-2030): Our WASH strategy focuses on increasing access to safe and sustainable water and sanitation infrastructure, coupled with intensive hygiene promotion to drive behavior change. We prioritize community ownership and management to ensure the long-term sustainability of WASH facilities.

Key Initiatives:

Water Supply (SO1, SO2):

Infrastructure Development: Construction of new boreholes with handpumps and rehabilitation of existing non-functional water points to increase the supply of safe water, ensuring they meet Sphere standards for quantity and distance [1].
Water Management: Establishing and training community-based Water Management Committees (WMCs) for each water point. These committees will be trained on basic maintenance, financial management (for collecting user fees for repairs), and conflict resolution related to water use.

Sanitation (SO1, SO2):

Community-Led Total Sanitation (CLTS): Facilitating the CLTS approach to trigger communities to collectively stop open defecation and build their own household latrines.
Institutional Latrines: Constructing gender-segregated latrines with handwashing facilities at schools and health centers to promote safe sanitation and hygiene for students and patients.

Hygiene Promotion (SO1, SO3):

Hygiene Education Campaigns: Conducting community-wide campaigns using various channels (household visits, community meetings, drama groups) to promote key hygiene practices, such as handwashing with soap at critical times, safe water handling and storage, and food hygiene.
Menstrual Hygiene Management (MHM): Integrating MHM into our WASH and education programs, including the distribution of dignity kits and the construction of MHM-friendly facilities at schools to ensure girls can manage their menstruation with dignity and continue their education.

Expected Long-Term Result: Reduced incidence of waterborne diseases, improved public health, and empowered communities sustainably managing their own WASH infrastructure, with reduced protection risks for women and girls.

GIHAD Strategic Plan 2026-2030

4.4 Protection, Peacebuilding, and Education

Context: The social fabric has been torn apart by conflict, leaving a legacy of trauma, mistrust, and violence. Protection risks, especially for women and children, are acute. Access to education has been severely disrupted, depriving a generation of the chance for a better future.

Strategic Focus (2026-2030): Our strategy in this area is to actively foster a protective environment and rebuild social cohesion from the ground up. We will mainstream protection across all our programs, implement targeted peacebuilding activities, and restore access to education as a tool for both personal empowerment and long-term peace.

Key Initiatives:

Protection Mainstreaming (SO3):

Ensuring all GIHAD programs are designed and implemented in a way that promotes meaningful access, safety, and dignity for all beneficiaries, with special attention to the needs of women, children, the elderly, and PWDs [2]. This includes safe distribution practices, accessible infrastructure, and robust feedback mechanisms.

Community-Based Protection and Peacebuilding (SO3):

Community Protection Committees: Establishing and training committees to identify local protection risks (e.g., GBV, child recruitment) and develop community-led action plans to mitigate them.
Community Dialogues: Facilitating structured dialogues between different community groups (e.g., farmers and pastoralists, IDPs and host communities) to address grievances, manage resource-based conflicts, and build consensus on shared solutions.
Youth, Peace and Security (YPS): Actively promoting the participation of youth in peace processes and decision-making, in line with UNSCR 2250, by supporting youth-led peace initiatives and creating platforms for intergenerational dialogue [5].

Education in Emergencies (EiE) (SO2, SO3):

Temporary Learning Spaces (TLS): Establishing safe, temporary schools for displaced children to ensure the continuity of their education.
Accelerated Learning Programs (ALP): Providing condensed, certified educational programs for out-of-school youth to help them catch up and reintegrate into the formal system.
Vocational Training: Offering practical skills training (e.g., masonry, tailoring, carpentry) for youth and adults to improve their employability and provide alternatives to negative coping mechanisms.

Expected Long-Term Result: Communities are safer and more cohesive, with stronger local mechanisms for conflict resolution and protection, and children and youth have improved access to education and skills for a more peaceful future.

GIHAD Strategic Plan 2026-2030

4.5 Shelter/NFI and Climate Justice

Context: Displacement, whether from conflict or floods, leaves families without basic shelter and household necessities, exposing them to health and protection risks. These crises are increasingly driven or exacerbated by climate change, which disproportionately affects the poorest communities who have contributed least to the problem.

Strategic Focus (2026-2030): Our strategy is to provide immediate, life-saving shelter and NFI support to newly displaced populations while integrating a climate justice lens across all our programming. We will advocate for climate adaptation and promote practices that build resilience to climate shocks.

Key Initiatives:

Emergency Shelter and NFI (SO1):

Rapid Response Distributions: Timely distribution of emergency shelter kits (tarpaulins, ropes, tools) and essential non-food items (blankets, sleeping mats, cooking sets, jerry cans, mosquito nets) to families affected by sudden displacement, adhering to Sphere standards [1].
Targeted Support: Prioritizing the most vulnerable households, such as those headed by women, the elderly, or persons with disabilities, in distributions and providing additional support for shelter construction where needed.

Climate Justice (SO2, SO3):

Climate-Smart Agriculture: This is a core component of our FSL strategy, promoting drought-resistant crop varieties, water conservation techniques, and agroforestry to help farmers adapt to changing weather patterns.
Disaster Risk Reduction (DRR): Working with communities in flood-prone areas to develop early warning systems and construct small-scale mitigation infrastructure (e.g., dykes) through FFA/C4W programs.
Advocacy and Awareness: Educating communities on the links between climate change, resource scarcity, and conflict. At a higher level, we will use our position in coordination forums to advocate for policies that support climate adaptation and hold major polluters accountable.

Expected Long-Term Result: Displaced populations have their immediate needs for shelter and basic household items met with dignity. Communities have increased awareness and capacity to adapt to climate change, reducing their vulnerability to climate-related shocks and resource conflicts.

5.0 Flagship Project Designs (Logical Frameworks)

To operationalize our strategy, this section presents the logical frameworks (LogFrames) for four flagship projects that exemplify GIHAD's integrated, multi-sectoral approach. These projects are designed based on the Logical Framework Approach (LFA) and will be implemented in key operational areas, directly contributing to our three strategic objectives. The templates are adapted from GIHAD's standard format (Annex A) and best practices [2].

5.1 Project 1: Jonglei Integrated Resilience & Livelihoods (JIRL)

Project Summary: The JIRL project is a 3-year initiative targeting 10,000 vulnerable households in flood- and conflict-affected areas of Jonglei State. It aims to build resilience by integrating FSL, WASH, and Peacebuilding interventions, moving communities from humanitarian dependency towards sustainable recovery.

Logical Framework Matrix: JIRL Project

Intervention Logic	Objectively Verifiable Indicators (OVIs)	Sources of Verification (SoV)	Assumptions
Goal: To contribute to enhanced resilience and well-being of conflict and flood-affected communities in Jonglei State.	- 20% reduction in households in IPC Phase 3+ in target areas by end of project. - 15% reduction in prevalence of Global Acute Malnutrition (GAM).	- IPC analysis reports. - SMART nutrition surveys. - GIHAD final evaluation survey.	- Major political or climate shocks do not completely reverse development gains.
Outcome: Target households have improved food security, diversified livelihoods, and increased capacity to peacefully manage local disputes by end of project.	- 70% of target HHs report Food Consumption Score of 'Acceptable'. - 50% of target HHs derive income from at least two different sources. - 60% of community members report using dialogue mechanisms to resolve resource disputes.	- Post-distribution monitoring (PDM) reports. - Livelihood and household economy analysis (HEA) surveys. - Perception surveys and minutes from community dialogue meetings.	(Goal-Outcome) Improved household resilience contributes to broader community and regional stability.

Logical Framework Matrix: JIRL Project (Continued)

Intervention Logic	Objectively Verifiable Indicators (OVIs)	Sources of Verification (SoV)	Assumptions
Output 1: 10,000 vulnerable HHs have increased access to food and agricultural inputs.	- 10,000 HHs receive MPCA or GFA based on market functionality. - 7,000 farming HHs receive climate-resilient seed and tool packages. - 50 Farmer Field Schools (FFS) established and functional.	- Beneficiary registration and distribution lists. - PDM reports. - FFS attendance records and training reports.	(Outcome-Output) Access to inputs, services, and peace mechanisms leads to improved household outcomes.
Output 2: Community access to safe water and hygiene practices is improved.	- 20 new boreholes constructed and 30 rehabilitated, each serving approx. 500 people. - 50 Water Management Committees (WMCs) trained and functional. - 75% of target HHs can name 3 critical times for handwashing.	- Technical assessment reports. - WMC meeting minutes and financial records. - KAP (Knowledge, Attitude, Practice) surveys.
Output 3: Community mechanisms for conflict resolution are strengthened.	- 25 Community Peace Committees (CPCs) established and trained on conflict mediation. - 50 community dialogue sessions held on resource sharing (water, grazing land).	- CPC training reports and attendance lists. - Dialogue meeting minutes and action plans.

Logical Framework Matrix: JIRL Project (Continued)

Intervention Logic	Objectively Verifiable Indicators (OVIs)	Sources of Verification (SoV)	Assumptions
Activities for Output 1: 1.1 Conduct HH identification, registration, and verification [2]. 1.2 Distribute MPCA or GFA. 1.3 Distribute seeds and tools. 1.4 Establish and run FFS training sessions. 1.5 Conduct PDM for all distributions.	Inputs: - FSL, WASH, Peacebuilding staff - Budget for MPCA/GFA, seeds, tools, borehole construction/rehab, training materials. - Vehicles and logistical support. - MEAL team for monitoring.	- Financial reports. - Staff timesheets. - Procurement records. - Asset register.	(Output-Activity) - Security situation allows for safe implementation of activities. - Community members are willing to participate. - Key stakeholders (local leaders, authorities) are cooperative. - Timely procurement and delivery of supplies is possible.
Activities for Output 2: 2.1 Conduct hydrogeological surveys and site selection. 2.2 Tender and supervise borehole drilling/rehabilitation. 2.3 Form and train WMCs on management and maintenance. 2.4 Conduct hygiene promotion campaigns.
Activities for Output 3: 3.1 Facilitate community meetings to select CPC members. 3.2 Conduct training for CPCs on mediation and conflict analysis. 3.3 Organize and facilitate inter-community dialogue forums.

5.2 Project 2: Upper Nile Mobile Health & Nutrition Response (UNMHNR)

Project Summary: The UNMHNR is a 2-year rapid response project targeting remote and underserved populations in Upper Nile State with life-saving primary health and nutrition services. The project will utilize mobile teams to reach populations cut off from static health facilities due to conflict, displacement, or geography.

Logical Framework Matrix: UNMHNR Project

Intervention Logic	Objectively Verifiable Indicators (OVIs)	Sources of Verification (SoV)	Assumptions
Goal: To reduce mortality and morbidity from preventable diseases and malnutrition among vulnerable populations in Upper Nile State.	- Under-5 mortality rate in target areas reduced by 15%. - Measles and other vaccine-preventable disease outbreaks are prevented or quickly contained.	- Health facility data (DHIS2). - Ministry of Health reports. - Final evaluation survey.	- No major epidemic outbreaks that overwhelm the health system.
Outcome: Target populations have increased access to and utilization of essential primary health and nutrition services by end of project.	- 80% of children under 1 fully immunized (Penta3 coverage). - 70% of pregnant women in target areas receive at least two ANC visits. - Cure rate for SAM cases in OTP is >75%.	- EPI coverage surveys. - Mobile clinic registers. - CMAM program database. - PDM and satisfaction surveys.	(Goal-Outcome) Increased service utilization leads to improved health and nutrition outcomes.

GIHAD Strategic Plan 2026-2030

Logical Framework Matrix: UNMHNR Project (Continued)

Intervention Logic	Objectively Verifiable Indicators (OVIs)	Sources of Verification (SoV)	Assumptions
Output 1: Quality primary healthcare services are delivered to 50,000 individuals through mobile clinics.	- 2 mobile health teams are fully equipped and operational. - 50,000 outpatient consultations conducted (disaggregated by age/sex). - 5,000 children under 1 receive Penta3 vaccine.	- Staff contracts and asset register. - Weekly/monthly clinic reports. - Tally sheets and vaccination records.	(Outcome-Output) Delivery of services and information leads to increased and appropriate utilization by the community.
Output 2: Life-saving nutrition services for screening and treatment of acute malnutrition are available and accessible.	- 30,000 children U5 and 10,000 PLW screened for malnutrition. - 1,500 children with SAM admitted and treated in OTP. - 3,000 children with MAM admitted and treated in TSFP.	- Screening records. - OTP/TSFP admission and discharge registers. - Nutrition supply stock reports.
Output 3: Community knowledge on key health, nutrition, and hygiene practices is increased.	- 200 Community Health Workers (CHWs) trained on health promotion and referral. - 10,000 caregivers reached with IYCF and hygiene messaging.	- CHW training reports. - Health education session attendance lists. - KAP survey.

GIHAD Strategic Plan 2026-2030

Logical Framework Matrix: UNMHNR Project (Continued)

Intervention Logic	Objectively Verifiable Indicators (OVIs)	Sources of Verification (SoV)	Assumptions
Activities for Output 1: 1.1 Recruit and train mobile health teams (clinicians, nurses, vaccinators). 1.2 Procure vehicles, medical equipment, and essential drugs. 1.3 Develop and implement weekly movement plans for mobile clinics. 1.4 Conduct outpatient consultations and EPI services.	Inputs: - Medical and nutrition staff. - Budget for salaries, drugs, vaccines, RUTF/RUSF, medical supplies, vehicles, fuel. - Cold chain equipment. - MEAL team.	- Financial reports. - HR records. - Pharmacy stock records. - Logistical reports.	(Output-Activity) - Access to target locations is granted by all parties. - Supply chain for medical items remains functional. - Qualified medical staff are available for recruitment. - Community trusts and accepts the mobile health services.
Activities for Output 2: 2.1 Train staff and CHWs on malnutrition screening (MUAC). 2.2 Conduct mass screenings at community gathering points. 2.3 Admit and manage SAM/MAM cases according to national protocols. 2.4 Manage supply chain for therapeutic and supplementary foods.
Activities for Output 3: 3.1 Identify and train CHWs. 3.2 Provide CHWs with reporting tools and job aids. 3.3 Conduct community and household-level health and hygiene promotion sessions. 3.4 Establish mother-to-mother support groups for IYCF.

GIHAD Strategic Plan 2026-2030

5.3 Project 3: Pibor Community WASH & Resilience (PCWR)

Project Summary: The PCWR is a 3-year project in the Pibor Administrative Area, a region prone to both conflict and extreme flooding. The project aims to improve public health and build community resilience by increasing sustainable access to safe water and sanitation, promoting hygiene, and strengthening community management structures.

Logical Framework Matrix: PCWR Project

Intervention Logic	Objectively Verifiable Indicators (OVIs)	Sources of Verification (SoV)	Assumptions
Goal: To contribute to a reduction in waterborne diseases and improved environmental health in target communities in Pibor.	- 30% reduction in reported cases of acute watery diarrhea in children under 5 in target areas. - Target communities achieve and sustain Open Defecation Free (ODF) status.	- Health facility data (DHIS2). - ODF verification and certification reports by government/cluster. - Final evaluation survey.	- Environmental factors (e.g., unprecedented flooding) do not completely negate sanitation improvements.
Outcome: Target communities adopt safe hygiene and sanitation practices and sustainably manage their WASH facilities by end of project.	- 80% of rehabilitated/constructed water points are functional 12 months after handover. - 70% of target households have and use an improved latrine. - 75% of mothers of children U5 can demonstrate correct handwashing technique.	- Water point functionality surveys. - Household latrine coverage surveys. - Direct observation and KAP surveys.	(Goal-Outcome) Improved practices and functional facilities lead to a tangible reduction in disease transmission.

GIHAD Strategic Plan 2026-2030

Logical Framework Matrix: PCWR Project (Continued)

Intervention Logic	Objectively Verifiable Indicators (OVIs)	Sources of Verification (SoV)	Assumptions
Output 1: 25,000 people have increased access to a sufficient quantity of safe water.	- 25 boreholes rehabilitated. - 25 Water Management Committees (WMCs) established and trained, with at least 40% female members. - Average water collection time reduced by 30% in target areas.	- Technical assessment reports (before/after). - WMC training reports and meeting minutes. - Household surveys.	(Outcome-Output) Access to hardware (latrines, water points) and software (training, promotion) leads to sustained behavior change and facility management.
Output 2: 20 communities achieve Open Defecation Free (ODF) status through CLTS.	- 20 communities are "triggered" using CLTS methodology. - 3,000 new household latrines constructed by community members. - 20 communities are verified as ODF by the relevant authorities.	- CLTS triggering reports. - Transect walks and household monitoring data. - ODF verification certificates.
Output 3: Knowledge and practice of critical hygiene behaviors, including MHM, are improved.	- 50 hygiene promoters (community volunteers) trained and active. - 5,000 hygiene promotion sessions conducted. - 2,000 adolescent girls receive MHM kits and education sessions.	- Training reports. - Hygiene promoter activity logs. - Distribution lists and PDM reports for MHM kits.

Logical Framework Matrix: PCWR Project (Continued)

Intervention Logic	Objectively Verifiable Indicators (OVIs)	Sources of Verification (SoV)	Assumptions
Activities for Output 1: 1.1 Conduct community-led mapping and technical assessment of water points. 1.2 Procure materials and contract technicians for rehabilitation. 1.3 Supervise rehabilitation work. 1.4 Facilitate election and training of WMCs on O&M, finance, and conflict management.	Inputs: - WASH engineering and hygiene promotion staff. - Budget for borehole spare parts, contractor fees, training, hygiene kits. - CLTS toolkits. - Logistical support.	- Financial records. - Procurement documents. - Staff timesheets. - Warehouse reports.	(Output-Activity) - Groundwater is available and of acceptable quality. - Community is motivated by the CLTS approach and willing to invest in their own latrines. - Security allows for movement of staff and materials. - Local materials for latrine construction are available.
Activities for Output 2: 2.1 Conduct pre-triggering visits and community mobilization. 2.2 Facilitate CLTS triggering events. 2.3 Conduct follow-up visits to support "natural leaders" and monitor progress. 2.4 Organize ODF verification and celebration events.
Activities for Output 3: 3.1 Select and train volunteer hygiene promoters. 3.2 Develop and distribute IEC materials. 3.3 Conduct house-to-house visits and community hygiene sessions. 3.4 Conduct MHM awareness sessions in safe spaces for girls and distribute kits.

GIHAD Strategic Plan 2026-2030

5.4 Project 4: Bahr el Ghazal Social Cohesion & Protection (BGSCP)

Project Summary: The BGSCP is a 3-year project targeting communities in Bahr el Ghazal affected by inter-communal tensions and high protection risks. The project integrates protection, peacebuilding, and education to foster a safer environment and strengthen community capacity for peaceful coexistence.

Logical Framework Matrix: BGSCP Project

Intervention Logic	Objectively Verifiable Indicators (OVIs)	Sources of Verification (SoV)	Assumptions
Goal: To contribute to a more peaceful and protective environment for vulnerable communities in Bahr el Ghazal.	- 25% reduction in reported incidents of local resource-based conflict in target areas. - 20% increase in school enrollment for girls in target communities.	- Local conflict monitoring reports. - School enrollment data from County Education Dept. - Final evaluation survey.	- National/regional political dynamics do not actively destabilize local peace agreements.
Outcome: Target communities have enhanced capacity to mitigate protection risks, resolve conflicts peacefully, and access education by end of project.	- 70% of community members report feeling safer than at baseline. - 50% of identified community-level disputes are resolved by local peace committees. - 60% of out-of-school youth enrolled in ALP complete the program.	- Community perception surveys. - Peace committee case logs and reports. - ALP attendance and completion records.	(Goal-Outcome) Enhanced local capacity for peace and protection translates into a measurably safer and more stable community environment.

Logical Framework Matrix: BGSCP Project (Continued)

Intervention Logic	Objectively Verifiable Indicators (OVIs)	Sources of Verification (SoV)	Assumptions
Output 1: Community-based structures for protection and peace are established and functional.	- 30 Community Protection Networks (CPNs) trained on risk identification and referral pathways. - 30 Peace Committees trained on mediation, negotiation, and conflict analysis. - 12 joint peace dialogues held between conflicting communities.	- Training reports and attendance lists. - CPN/Peace Committee meeting minutes. - Peace dialogue reports and signed agreements.	(Outcome-Output) Providing platforms, training, and educational opportunities empowers communities to drive their own peace and protection outcomes.
Output 2: Displaced and vulnerable children and youth have access to protective learning opportunities.	- 15 Temporary Learning Spaces (TLS) established/rehabilitated and equipped. - 3,000 children (50% girls) enrolled and attending classes in TLS. - 500 out-of-school youth enrolled in Accelerated Learning Programs (ALP).	- Construction/rehabilitation reports. - School attendance registers. - ALP enrollment lists.
Output 3: Youth are empowered as agents of peace and social change.	- 10 youth-led peacebuilding projects (e.g., sports, drama) funded and implemented. - 20 inter-generational dialogues conducted to bridge divides between elders and youth. - 500 youth participate in YPS awareness campaigns.	- Youth project proposals and final reports. - Dialogue meeting minutes. - Campaign attendance records.

GIHAD Strategic Plan 2026-2030

Intervention Logic	Objectively Verifiable Indicators (OVIs)	Sources of Verification (SoV)	Assumptions
Activities for Output 1: 1.1 Conduct community mapping and conflict analysis. 1.2 Facilitate community elections for CPN and Peace Committee members. 1.3 Develop and deliver training modules on protection, peacebuilding, and mediation. 1.4 Organize and facilitate inter-community peace dialogues.	Inputs: - Protection, Peacebuilding, and Education staff. - Budget for training, dialogue events, TLS materials, teacher incentives, youth grants. - Recreational kits. - MEAL team.	- Financial reports. - HR records. - Procurement records. - Grant agreements with youth groups.	(Output-Activity) - Community leaders and members are open to inclusive peace processes. - Qualified teachers/facilitators can be recruited locally. - Youth are motivated to engage in peace activities. - Security is sufficient for holding community gatherings and classes.
Activities for Output 2: 2.1 Identify sites and construct/rehabilitate TLS. 2.2 Recruit and train volunteer teachers and provide incentives. 2.3 Distribute learning materials and student kits. 2.4 Conduct community mobilization campaigns to encourage enrollment, especially for girls.
Activities for Output 3: 3.1 Launch a call for proposals for youth-led peace projects. 3.2 Provide mentorship and small grants to selected youth groups. 3.3 Organize inter-generational dialogue forums. 3.4 Support youth in organizing peace campaigns through sports, music, and drama.

Logical Framework Matrix: BGSCP Project (Continued)

6.0 Five-Year Implementation Plan

This section translates the strategic objectives and thematic strategies into a concrete implementation plan. It begins with a detailed Annual Work Plan for the first year (2026) to guide immediate action, followed by a higher-level strategic work plan for the subsequent years (2027-2030) outlining the intended scale-up and evolution of our programming.

6.1 Detailed Annual Work Plan: Year 1 (2026)

Strategic Goal	Key Task / Initiative	Expected Outcome	Annual Target / Metric	Timeframe (Quarters)	Lead Person/Dept	Resources / Budget Source	Status
SO1: Save Lives SO2: Build Resilience (FSL)	1.1 Launch JIRL Project: Conduct baseline survey and community mobilization in Jonglei.	Project activities are informed by robust baseline data and community priorities.	1 comprehensive baseline report produced.	Q1	MEAL Officer / FSL Coord.	JIRL Project Budget	Not Started
	1.2 MPCA/GFA Distribution: Provide cash or food to 5,000 HHs in Jonglei and Pibor during the lean season.	Target HHs meet their basic food needs and avoid negative coping strategies.	5,000 HHs receive assistance; PDM shows 75% report acceptable FCS.	Q2-Q3	FSL Coordinator	JIRL & PCWR Budgets	Not Started
	1.3 Agricultural Input Distribution: Provide seeds/tools to 7,000 HHs across all operational areas.	Farmers have necessary inputs for the main planting season.	7,000 HHs receive quality-verified input packages.	Q2	FSL Coordinator	Core FSL Program	Not Started
	1.4 Establish Farmer Field Schools (FFS): Establish and begin training for 25 FFS groups in Jonglei.	Farmers begin learning and adopting improved agricultural practices.	25 FFS groups (625 farmers) established and complete first training module.	Q3-Q4	FSL Coordinator	JIRL Project Budget	Not Started

Year 1 will focus on launching flagship projects, establishing operational presence in new areas, conducting in-depth baseline assessments, and delivering critical life-saving assistance while laying the groundwork for longer-term resilience activities. The following plan is based on the GIHAD Annual Work Plan template (Annex B).

Annual Work Plan - 2026

Annual Work Plan - 2026 (Continued)

Strategic Goal	Key Task / Initiative	Expected Outcome	Annual Target / Metric	Timeframe (Quarters)	Lead Person/Dept	Resources / Budget Source	Status
SO1: Save Lives SO2: Build Resilience (Health & Nutrition)	2.1 Launch UNMHNR Project: Recruit and train 2 mobile health teams for Upper Nile.	Project has qualified staff ready for deployment.	10 medical staff recruited and complete induction training.	Q1	HR Manager / Health Coord.	UNMHNR Budget	Not Started
	2.2 Procure Medical Supplies: Procure essential drugs, vaccines, and nutrition supplies for 1 year of operations.	Mobile teams are fully equipped to provide services.	100% of essential supplies procured and delivered to Juba warehouse.	Q1-Q2	Procurement / Health Coord.	UNMHNR Budget	Not Started
	2.3 Deploy Mobile Teams: Begin mobile clinic operations in Upper Nile.	Remote populations begin to access essential health services.	15,000 outpatient consultations conducted.	Q2-Q4	Health Coordinator	UNMHNR Budget	Not Started
	2.4 Establish CMAM services: Integrate malnutrition screening and treatment into mobile clinic activities.	Acutely malnourished children are identified and receive life-saving treatment.	10,000 children screened; 500 SAM cases admitted to OTP.	Q2-Q4	Nutrition Officer	UNMHNR Budget	Not Started

GIHAD Strategic Plan 2026-2030

Annual Work Plan - 2026 (Continued)

Strategic Goal	Key Task / Initiative	Expected Outcome	Annual Target / Metric	Timeframe (Quarters)	Lead Person/Dept	Resources / Budget Source	Status
SO1: Save Lives SO2: Build Resilience (WASH)	3.1 Launch PCWR Project: Conduct technical assessment of 50 water points in Pibor.	Rehabilitation plan is based on accurate technical data.	1 comprehensive water point assessment report produced.	Q1	WASH Coordinator	PCWR Budget	Not Started
	3.2 Water Point Rehabilitation: Rehabilitate 10 non-functional boreholes in Pibor.	~5,000 people gain access to safe water.	10 water points certified as functional and meeting quality standards.	Q2-Q3	WASH Coordinator	PCWR Budget	Not Started
	3.3 CLTS Triggering: Conduct CLTS triggering in 10 communities in Pibor.	Communities are mobilized to end open defecation and build their own latrines.	10 communities successfully triggered.	Q3-Q4	WASH Coordinator	PCWR Budget	Not Started

GIHAD Strategic Plan 2026-2030

Annual Work Plan - 2026 (Continued)

Strategic Goal	Key Task / Initiative	Expected Outcome	Annual Target / Metric	Timeframe (Quarters)	Lead Person/Dept	Resources / Budget Source	Status
SO3: Foster Protection & Social Cohesion (Protection, Peace, Education)	4.1 Launch BGSCP Project: Conduct conflict and protection analysis in Bahr el Ghazal.	Project design is sensitive to local conflict dynamics and protection risks.	1 comprehensive conflict analysis report produced.	Q1	Protection Coord.	BGSCP Budget	Not Started
	4.2 Establish Peace Committees: Facilitate establishment and training of 15 Peace Committees.	Communities have a local structure for conflict mediation.	15 committees (150 members) trained on mediation.	Q2-Q3	Peacebuilding Officer	BGSCP Budget	Not Started
	4.3 Establish Temporary Learning Spaces: Establish 10 TLS in Bahr el Ghazal.	1,500 displaced children have access to a safe learning environment.	10 TLS constructed and equipped; 1,500 children enrolled.	Q2-Q4	Education Coord.	BGSCP Budget	Not Started
	4.4 Mainstream Protection: Train all GIHAD program staff on protection mainstreaming principles.	All GIHAD programs are delivered in a safer, more dignified, and more accessible manner.	100% of program staff complete protection mainstreaming training.	Q2	Protection Coord.	Core Funding	Not Started

GIHAD Strategic Plan 2026-2030

Annual Work Plan - 2026 (Continued)

Strategic Goal	Key Task / Initiative	Expected Outcome	Annual Target / Metric	Timeframe (Quarters)	Lead Person/Dept	Resources / Budget Source	Status
Organizational Strengthening	5.1 MEAL System Rollout: Develop and roll out standardized MEAL tools for all new projects.	Data collection is harmonized, enabling better cross-project analysis and reporting.	Standardized templates for baseline, PDM, and KAP surveys are in use.	Q1-Q2	MEAL Officer	Core Funding	Not Started
	5.2 Beneficiary Feedback Mechanism (BFM): Establish BFM (e.g., hotlines, suggestion boxes) in all new project locations.	Beneficiaries have safe and accessible channels to provide feedback and complaints.	BFM system operational in 3 new project areas.	Q2-Q3	MEAL Officer	Core Funding	Not Started
	5.3 Donor Engagement & Fundraising: Develop proposals for Year 2 funding based on baseline findings and initial progress.	Funding for continuation and expansion of programs into 2027 is secured.	At least 3 major proposals submitted to key donors.	Q3-Q4	Program Director	Core Funding	Not Started

GIHAD Strategic Plan 2026-2030

Annual Work Plan - 2026 (Continued)

Strategic Goal	Key Task / Initiative	Expected Outcome	Annual Target / Metric	Timeframe (Quarters)	Lead Person/Dept	Resources / Budget Source	Status
SO1: Save Lives (Shelter/NFI)	6.1 Contingency Stock Pre-positioning: Procure and pre-position 1,000 NFI kits and 500 shelter kits for rapid flood/conflict response.	GIHAD has enhanced capacity to respond to sudden onset emergencies within 72 hours.	1,500 kits stored in Juba warehouse.	Q2	Procurement / Logistics	Emergency Response Fund	Not Started
SO1: Save Lives (Shelter/NFI)	6.2 Emergency Response: Respond to at least one displacement crisis with Shelter/NFI distribution.	Immediate shelter and household needs of a displaced population are met.	Up to 1,000 HHs receive emergency kits, pending needs.	Q1-Q4	Program & Ops Manager	Emergency Response Fund	Not Started
SO2: Build Resilience (Climate Justice)	7.1 Climate Risk Integration: Integrate climate risk analysis into all new project designs and baseline assessments.	All GIHAD programming is informed by an understanding of local climate vulnerabilities.	100% of new project LogFrames include climate-related assumptions or activities.	Q1-Q4	Program Director	Core Funding	Not Started

6.2 Strategic Work Plan: Years 2-5 (2027-2030)

The following table provides a high-level overview of the strategic direction and key milestones for the remainder of the planning period. The focus will shift from initiation to consolidation, expansion, and a greater emphasis on sustainability and systems strengthening.

Strategic Work Plan Overview (2027-2030)

Thematic Area	Year 2 (2027) - Consolidation	Year 3 (2028) - Expansion	Years 4-5 (2029-2030) - Sustainability & Transition
FSL	- Continue JIRL project activities. - Scale up FFS and VSLA groups. - Conduct market analysis to inform expansion of MPCA.	- Expand integrated resilience programming to one new county. - Introduce value chain development for key crops (e.g., sorghum, groundnuts). - Pilot livestock interventions (restocking, vet services).	- Transition mature FFS and VSLA groups to be self-sustaining. - Focus on strengthening market linkages and private sector partnerships. - Handover of community assets (e.g., rehabilitated canals) to local management structures.
Health & Nutrition	- Continue UNMHNR mobile clinic operations. - Strengthen CHW network with advanced training. - Conduct mid-term review of mobile strategy.	- Based on review, expand mobile teams or transition to supporting static health facilities. - Scale up MHPSS components. - Introduce community-based disease surveillance systems.	- Focus on capacity building of County Health Departments. - Advocate for integration of CHWs into government payroll. - Develop clear exit strategy, ensuring continuity of services through government systems.

Strategic Work Plan Overview (2027-2030) - Continued

Thematic Area	Year 2 (2027) - Consolidation	Year 3 (2028) - Expansion	Years 4-5 (2029-2030) - Sustainability & Transition
WASH	- Continue PCWR project: rehabilitate 15 more boreholes. - Follow up on CLTS communities to prevent slippage. - Scale up hygiene promotion and MHM activities.	- Expand WASH programming to new payams within Pibor. - Introduce sanitation marketing to promote household investment in durable latrines. - Pilot water harvesting technologies in schools/clinics.	- Focus on strengthening WMCs into federations for area-wide management. - Support local private sector actors (e.g., pump mechanics, latrine artisans). - Formal handover of all water points to community/local government.
Protection, Peace, Education	- Continue BGSCP project activities. - Deepen training for Peace Committees with advanced topics. - Enroll second cohort in ALP.	- Expand peacebuilding dialogues to address cross-county resource conflicts. - Introduce vocational training components linked to ALP. - Scale up youth-led peace projects.	- Link community peace structures to formal justice systems. - Advocate for integration of ALP graduates into formal schooling. - Document and share lessons on community-based peacebuilding.

Strategic Work Plan Overview (2027-2030) - Continued

Thematic Area	Year 2 (2027) - Consolidation	Year 3 (2028) - Expansion	Years 4-5 (2029-2030) - Sustainability & Transition
Shelter/NFI	- Replenish contingency stocks based on usage. - Conduct post-distribution monitoring on all responses to refine kit contents.	- Explore more durable shelter solutions in protracted displacement sites. - Integrate shelter support with land tenure discussions where appropriate.	- Focus on advocacy for durable solutions for IDPs. - Maintain a lean, rapid response capacity for new emergencies.
Climate Justice	- Conduct specific climate vulnerability assessments in all project areas. - Scale up promotion of climate-smart agriculture techniques.	- Pilot community-based DRR planning in flood-prone areas. - Begin advocacy work on climate adaptation funding at state level.	- Document impact of climate adaptation activities. - Support communities in developing local adaptation plans to be presented to government.
Organizational	- Conduct mid-term reviews of flagship projects. - Strengthen MEAL system with digital data collection (e.g., Kobo Toolbox) [2]. - Diversify funding base.	- Conduct external mid-term evaluation of the 5-year strategic plan. - Invest in advanced training for staff (e.g., program management, technical leadership).	- Begin planning for the next strategic cycle (2031-2035). - Conduct final evaluation and document lessons learned across the portfolio. - Develop organizational sustainability plan.

7.0 Cross-Cutting Methodologies

The success of GIHAD's thematic strategies depends on the consistent application of key cross-cutting methodologies. These approaches ensure our work is inclusive, safe, sustainable, and responsive to the complex realities of South Sudan.

7.1 Target Audience and Stakeholder Engagement

Target Audience

Our primary target audience consists of the most vulnerable and marginalized populations in our areas of operation. Through participatory wealth ranking and vulnerability analysis, we specifically prioritize:

Internally Displaced Persons (IDPs) and recent returnees.
Households facing acute food insecurity (IPC 3+).
Female-headed households, pregnant and lactating women (PLW), and households with children under five.
Persons with disabilities (PWD), the elderly, and other individuals with specific needs.
Out-of-school children and unemployed youth.

We will use disaggregated data (by sex, age, and disability) throughout the project cycle to ensure we are reaching these groups and addressing their specific needs.

Stakeholder Engagement

GIHAD is committed to a collaborative approach. We will actively engage with a wide range of stakeholders at all levels [3]:

Local Communities: They are our most important partners. We will ensure their participation in all stages of the project cycle, from needs assessment to final evaluation, through community meetings, consultations, and feedback mechanisms.
Local Authorities: We will cooperate closely with payam, county, and state-level authorities, including the RRC, to ensure our activities are aligned with local plans and to foster government ownership.
Humanitarian Community: We will maintain active participation in the NGO Forum and UN Cluster System to coordinate activities, share information, and contribute to joint advocacy and planning [4].
Donors and Partners: We will maintain transparent and regular communication with our funding partners, providing timely reports and engaging them in strategic discussions about program direction and impact.

7.2 Conflict-Sensitivity and Protection Mainstreaming

Conflict-Sensitivity Mainstreaming

In South Sudan, it is not enough to simply "do no harm." GIHAD is committed to a conflict-sensitive approach that actively seeks to understand the two-way interaction between our interventions and the context. This means we will systematically analyze how our projects might affect local dynamics related to power, resources, and inter-group relations, and conversely, how the conflict context might affect our project [3].

Our strategy for mainstreaming conflict sensitivity includes:

Conflict Analysis: Integrating a rapid conflict analysis into the design phase of every project. This involves mapping stakeholders, connectors, and dividers within the community.
Scenario Planning: Developing "what if" scenarios to anticipate how changes in the conflict environment could impact our project and preparing contingency plans.
Monitoring for Impact: Including conflict-related indicators in our MEAL plans to track both intended and unintended impacts of our aid on community relations.
Adaptive Management: Using monitoring data to make real-time adjustments to project activities to mitigate negative impacts and enhance positive ones. For example, if a water point distribution is causing tension, we might pause and facilitate a community dialogue on site selection before proceeding.

A potential conflict resulting from our projects could be tension over beneficiary selection. To mitigate this, GIHAD will work with communities to establish clear, transparent, and publicly communicated vulnerability criteria. We will involve community leaders and representatives in the verification process to enhance buy-in and ensure fairness, a practice proven effective in cash programming [2].

Protection Mainstreaming

Protection will be mainstreamed across all sectors to ensure our assistance promotes safety, dignity, and meaningful access for all, without discrimination [2]. Key actions include:

Safety and Dignity: Ensuring distribution sites are safe and accessible, especially for women, the elderly, and PWDs. This includes providing shade and water, managing crowds effectively, and ensuring latrines are available and secure.
Meaningful Access: Identifying and addressing barriers that specific groups may face in accessing our services. This could involve home delivery of assistance for persons with mobility issues or providing female-only spaces for certain activities.
Participation and Empowerment: Actively seeking the participation of marginalized groups in project design and feedback mechanisms to ensure their voices are heard and their needs are met.
Accountability: Ensuring our Beneficiary Feedback Mechanisms are safe, confidential, and accessible to all, and that all staff are trained on PSEA (Prevention of Sexual Exploitation and Abuse).

GIHAD Strategic Plan 2026-2030

7.3 Sustainability, Ownership, and Exit Strategy

GIHAD's goal is not to create dependency, but to build resilience and self-reliance. Sustainability and local ownership are therefore at the core of our strategic thinking. Our exit strategy is not about a sudden withdrawal, but a planned, phased transition where responsibility is gradually transferred to communities and local institutions [3].

Mechanisms for Sustainability and Ownership

Capacity Building: This is our primary sustainability strategy. We invest heavily in training local actors to take over key functions. This includes:

Training Water Management Committees to operate and maintain their own water points.
Training Community Health Workers to become the frontline of the local health system.
Training Farmer Field School members and VSLA groups to continue their activities independently.
Training Peace Committees to mediate local conflicts without external facilitation.

Community-Based Structures: We do not create our own committees but work to establish or strengthen community-owned structures (WMCs, Peace Committees, etc.). We ensure these structures have clear mandates, are seen as legitimate by the community, and have the skills to manage their own affairs.
Cost Recovery and Local Resources: Where appropriate, we introduce models that rely on local resources. For example, WMCs are trained to collect small user fees to pay for spare parts and repairs, and VSLAs generate their own loan capital from member savings. This reduces reliance on external funding.
Partnership with Government: We work closely with local government counterparts (e.g., County Health and Education Departments), sharing data, conducting joint monitoring, and building their capacity. Our long-term goal is for government institutions to take over the provision of basic services.

Exit Strategy

The exit from each project will be planned from the design phase. The transition process will involve:

Phased Handover: Gradually reducing direct support while increasing mentorship and coaching for local structures.
Joint Planning: Developing a clear handover plan in collaboration with the community and local authorities, outlining roles, responsibilities, and timelines.
Final Capacity Assessment: Conducting a final assessment to ensure the local structures have the necessary capacity to continue functioning.
Post-Project Monitoring: Conducting follow-up visits 6-12 months after project closure to assess the sustainability of outcomes and provide additional support if needed.

By focusing on empowerment and systems strengthening, GIHAD aims to leave behind not just physical assets, but also the human and social capital for communities to continue their own development long after our direct involvement ends.

8.0 Monitoring, Evaluation, Accountability & Learning (MEAL)

A robust MEAL system is critical for ensuring program quality, demonstrating impact, and fostering a culture of continuous improvement. GIHAD's MEAL framework is designed to be adaptive, participatory, and useful for decision-making. It moves beyond simple data collection to actively promote accountability and learning at all levels of the organization.

8.1 MEAL Framework and Approach

Our MEAL approach is heavily influenced by the comprehensive strategies employed by leading UN agencies, adapted for our operational scale [5]. It is built on four interconnected pillars:

Monitoring: The routine tracking of project inputs, activities, and outputs against the targets in the LogFrame and work plan. This helps us answer the question: "Are we doing what we said we would do?"
Evaluation: Periodic, in-depth assessments of a project's relevance, effectiveness, efficiency, impact, and sustainability. This helps us answer the question: "Are we doing the right things, and are they making a difference?"
Accountability: The process of being answerable to our stakeholders, especially the communities we serve. This involves sharing information transparently and establishing mechanisms for them to provide feedback and influence our work. This is a core commitment of the CHS [1].
Learning: The systematic process of capturing, documenting, and sharing lessons from our experiences to improve current and future programming.

We adopt a 'Good Enough' approach in acute emergencies, prioritizing rapid, simple data collection for timely decision-making. As the context stabilizes, our MEAL systems become more rigorous and comprehensive.

Our evaluations will be guided by the adapted OECD-DAC criteria: Relevance, Effectiveness, Efficiency, Impact, Sustainability, Coverage, and Coherence.

8.2 Key MEAL Activities and Tools

Over the five-year period, GIHAD will implement a multi-layered MEAL strategy that combines quantitative and qualitative methods to capture a holistic picture of our performance and impact [5].

MEAL Activity	Purpose	Frequency	Tools / Methods
Baseline Surveys	To establish pre-project conditions and set benchmarks for all key indicators in the LogFrame.	At the start of every major project.	Household questionnaires, KAP surveys, focus group discussions (FGDs), key informant interviews (KIIs).
Ongoing Monitoring	To track activity progress, identify challenges, and allow for timely course correction.	Weekly/Monthly	Activity reports from field staff, distribution records, attendance sheets, direct observation.
Post-Distribution Monitoring (PDM)	To assess the effectiveness, appropriateness, and accountability of distributions (cash, food, or NFIs).	2-4 weeks after each distribution [2].	Standardized PDM surveys administered to a random sample of beneficiaries.
Beneficiary Feedback Mechanisms (BFM)	To ensure accountability by providing a safe channel for community feedback, questions, and complaints.	Continuously operational.	Suggestion boxes, dedicated phone hotlines, help desks at distribution points, one-on-one talks with MEAL staff.
Mid-Term & Final Evaluations	To assess overall project performance against OECD-DAC criteria and provide recommendations.	At mid-point and end of major projects.	Mixed-methods studies, often conducted by external consultants for objectivity.
Peer Reflection & Sense-Making Workshops	To capture complex, qualitative changes and foster organizational learning among staff.	Annually	Facilitated workshops where project teams share successes, failures, and lessons learned, analyzing "how" and "why" change is happening [5].
Thematic Reviews & Learning Missions	To conduct deep dives into specific thematic areas (e.g., our impact on WPS) or specific contexts to generate in-depth case studies and lessons.	At least one per year.	In-depth field missions involving consultations with a wide range of stakeholders [5].

9.0 Management, Personnel, and Budget

The successful implementation of this ambitious strategic plan depends on having the right people, an efficient management structure, and adequate financial resources.

9.1 Personnel Plan

GIHAD's greatest asset is its dedicated team of predominantly South Sudanese staff. Over the next five years, we will continue to invest in our human resources through targeted recruitment, professional development, and by fostering a positive and safe work environment. Our personnel plan focuses on strengthening both our programmatic and operational capacity [3].

Key Personnel Needs for 2026-2030:

Program Leadership: The Program Director and Program & Operation Manager will continue to provide strategic oversight. We will strengthen this team with experienced thematic coordinators for each of our core sectors.
Field-Level Management: Each flagship project (e.g., JIRL, UNMHNR) will be led by a dedicated Project Manager responsible for day-to-day implementation and team management.
Technical Specialists: We will recruit and train a cadre of technical officers and assistants in FSL, Health, Nutrition, WASH, Protection, and Peacebuilding to ensure high-quality service delivery.
MEAL Capacity: The MEAL department will be strengthened with a dedicated MEAL Officer and field-based MEAL Assistants to ensure our robust MEAL plan is implemented effectively.
Operational Support: We will ensure our Finance, HR, Procurement, and Logistics departments are adequately staffed to provide timely and compliant support to our growing portfolio of projects.

Professional development will be a priority. We will provide regular training for staff on topics such as conflict sensitivity, protection mainstreaming, technical standards (Sphere), and project management. We will also identify and nurture emerging leaders within the organization to ensure a strong succession plan, in line with our commitment to national ownership.

9.2 Indicative 5-Year Budget Summary

The total indicative budget for this five-year strategic plan is USD 25,000,000. This budget is an estimate based on the scope of the planned activities and will be refined annually based on detailed project proposals and secured funding. The budget is allocated across our three strategic objectives, reflecting our integrated approach. The structure is adapted from best practices in humanitarian budgeting [5].

Indicative Budget by Strategic Objective (2026-2030, in USD)

Strategic Objective / Cost Category	Year 1 (2026)	Year 2 (2027)	Year 3 (2028)	Year 4 (2029)	Year 5 (2030)	Total
SO1: Life-Saving Assistance (GFA, MPCA, Health, Nutrition, WASH, Shelter)	2,000,000	2,200,000	2,000,000	1,800,000	1,500,000	9,500,000
SO2: Resilience Building (FSL, Livelihoods, WASH systems, Climate Justice)	1,500,000	1,800,000	2,000,000	2,200,000	2,500,000	10,000,000
SO3: Protection & Social Cohesion (Peacebuilding, Protection, Education)	500,000	600,000	700,000	700,000	500,000	3,000,000
Subtotal Programme Costs	4,000,000	4,600,000	4,700,000	4,700,000	4,500,000	22,500,000
Operational & Staff Costs (Incl. MEAL, Admin, Logistics, HR)	400,000	500,000	550,000	550,000	500,000	2,500,000
TOTAL INDICATIVE BUDGET	4,400,000	5,100,000	5,250,000	5,250,000	5,000,000	25,000,000

Budget Narrative: The budget reflects the strategic shift over the five years. In the initial years, there is a strong focus on SO1 (Life-Saving Assistance) to address acute needs. As the plan progresses, the allocation for SO2 (Resilience Building) increases significantly, demonstrating our commitment to transitioning from relief to sustainable development. The budget for SO3 remains consistent, reflecting the continuous need for protection and peacebuilding work. Operational costs are budgeted as a percentage of the total, ensuring adequate support for program implementation.

10.0 References

This strategic plan was developed by synthesizing information from GIHAD's foundational documents and by drawing on best practices and contextual information from a range of publicly available resources from humanitarian partners.

Humanitarian Innovation Guide. (n.d.). *Humanitarian principles and standards*. Elrha. Retrieved from https://higuide.elrha.org/humanitarian-parameters/humanitarian-principles-and-standards/
International Organization for Migration (IOM). (n.d.). *Rapid Response Fund (RRF) Sudan Sub-Grant Application: [CBI/ SAMPLE] Narrative Proposal*. Retrieved from https://sudan.iom.int/sites/g/files/tmzbdl1606/files/EOIs/SDN-ES-2024-CEI06/SDN-CBI-2024-CEI04/annex-c-project-proposal-narrative-template.docx
United Nations Development Programme (UNDP). (2016). *Attachment 1 – Project Proposal Template*. Retrieved from https://procurement-notices.undp.org/view_file.cfm?doc_id=79434
South Sudan NGO Forum. (2016, February 5). *NGO Forum Statutes of Operation*. Retrieved from https://docs.southsudanngoforum.org/sites/default/files/2017-12/NGO%20Forum%20South%20Sudan%20Statutes%20of%20Operation_20160205.pdf
United Nations Development Programme (UNDP) & Department of Political and Peacebuilding Affairs (DPPA). (2023). *Joint UNDP-DPPA Programme on Building National Capacities for Conflict Prevention Project Document (2024-2028)*. Retrieved from https://dppa.un.org/sites/default/files

Global Intervention for Health and Agricultural Development

Global Intervention for Health & Agricultural Development

5 years Country Strategy & Program Manual: South Sudan

Exit Strategy

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