Project Factsheet
Tools for » TUKTAN YAMNI-MUHUI BIN YAMNI Integrated model
Project ID:00067245Description:MDGF-2014-I-NIC Children Nutr
Fund:
MDG Achievement Fund
Start Date *: 31 Mar 2009
Theme:
MDGF SP-ChildFoodSec&Nutri
End Date*: 10 Jun 2013
Country: Nicaragua Project Status: Operationally Closed
  Participating Organization:   Multiple
About

Overview:

The JP’s General Objective was to reduce chronic malnutrition in children under 2 years in the intervention areas, accelerating the achievement of MDG 1. 

The Joint Programme was the first attempt to use indigenous cultural production systems and their traditional food practices as a model for family and community development. As such, the Integrated Model "Tuktan Yamni - Muih Bin Muihni Yamni" was developed and validated. The Regional Council of the Northern Atlantic Region approved resolution 50-2013, which created the Integrated Model Tuktan Yamni Muih Bin, Muih Yamni, as a regional policy on food security and nutrition.  Regional, municipal, territorial authorities and communities were trained to implement an integrated and culturally sensitive response which included health (nutrition education) - school gardens and agricultural production through simultaneous, timely and coordinated action, supported through capacity building of local community and authorities.  Although not included by the finalization of the programme, this model is expected to be included in the 2014 budget.

By the end of the JP 100% of participating families had increased food availability and better feeding practices, as well as hygiene and health, awareness of the need to prioritize care during pregnancy, the importance of lactation and care of children under two years. It was also reported that 68% of children under six months were being exclusively breastfed, a 26% increase in exclusive breastfeeding compared to the baseline. A decrease from 23% to 4% of undernourished children was also observed.

The programme promoted the increased participation of diverse actors for the championing of children’s right to nutrition, such as teachers. As a result there was an increased participation of women from community organizations working on food and nutritional security. The Joint Programme supported the establishment of community gardens in 27 schools to improve the variety of food and supplement school meals.

Technical assistance and meals packages were provided to 42 schools, benefitting 5,016 primary schools children from the five indigenous territories.

The Law on Food and Nutritional Sovereignty and Security and the Regulation to the Act No. 693 were approved in 2009. While this achievement cannot be directly attributed to the program, both legislative process received technical assistance from the JP and translated them into Spanish, Miskito, Mayangna and Creole.

 

Outcome 1:

Families in the program have increased their food and nutritional security, increasing the availability of nutritionally enhanced foods and the diet of pregnant women, nursing mothers and children under two years.

 

Outcome Achievements:

  • 100% of participating families have increased food availability and feeding practices as well as hygiene and health, prioritizing care during pregnancy, lactation and care of children under two years.
  • 68% of children under six months are being exclusively breastfed, this represents a 26% increase in exclusive breastfeeding compared to the Baseline and a decrease (from 23% to 4%) of undernourished children observed.
  • Delivery of Food Production Bonus to complement the agricultural production of the beneficiaries based on the characteristics of the productive culture of indigenous peoples.
  • Increase the participation of women in community organizations working on food and nutritional security.
  • 27 schools have established community gardens to improve the variety of food and supplement of school meals.
  • Strengthened knowledge on health to 100 midwives 120 medical brigade and 47 community health leaders.
  • Constructed and equipped a maternal health unit in Bonanza and equipped the maternal health unit in Prinzapolka.  

 

Outcome 2:

National, regional, municipal and territorial institutions implement the Integrated Nutrition Tuktan Yamni Model - Muih Muihni Yamni bin.

 

Outcome Achievements:

  • In April 17 2013 the Integrated Model "Tuktan Yamni - Muih Bin Muihni Yamni" was approved by the Regional Council of the Northern Atlantic Region. Regional, municipal, territorial authorities and communities are prepared to implement integrated health (nutrition education) - school gardens and agricultural production through simultaneous, timely and coordinated action, supported by capacity building of local community and authorities.
  • The JP received commitment for inclusion of the integrated model in budgets for 2014.

 

Outcome 3:

National, regional and local priority of child nutrition as a fundamental right of children and human development is reflected in the framework of policies, laws and budgets.

 

Outcome Achievements:

  • Increased participation of different actors to promote the right of children to nutrition. 60 school teachers and 1,032 parents were trained to promote hygiene and feeding practices in the preparation of children meals.
  • The JP supported the Law on Food and Nutritional Sovereignty and the Security and the Regulation to the Act No. 693 with technical assistance. Both were approved in 2009.
  • The progamme also translated and published the above into Spanish, Miskito, Mayangna and Creole for peoples of African descent.

 

Best Practices:

  • Role of indigenous peoples. The JP had a clearly defined cultural logic. It was designed with and for indigenous peoples of the Northern Caribbean Coast of Nicaragua.
  • Participation and consensus reached among regional and national level, municipal governments, indigenous leaders and agencies in the intervention process.
  • Regional level coordinators were an important support for territorial level coordination.
  • The definition of a Food Production Bonus for the Caribbean coast in line with the territorial productive culture, defined by the beneficiaries, served as a guideline for the National Zero Hunger Program, which will restructure the delivered throughout the country in line with the programme’s findings.
  • The adaptation and translation of regulatory and operational instruments to indigenous languages helped to strengthen the processes of ownership from the communities.
  • Building local capacity in health ensures the sustainability of the program’s actions (students, teachers, parents, health workers and community leaders).
  • The creation of School Feeding Committees (CAE) which brought together teachers and parents, allowed for a better understanding of community responsibilities and more involvement of men in the development of children.
  • A Sustainability Plan in conjunction with regional authorities and local institutions identified specific actions to ensure the continuity of the main achievements of the JP and identified responsibilities at each level. 
  • The inclusion of the private sector in the construction of maternal house in Bonanza.

 

Lessons Learned:

  • This type of intervention requires short, medium and long term processes and requires a minimum of ten years.
  • Coordination of various levels of government and partners requires a strong preparatory stage, which must be viewed as separate and allotted its own timeframe.
  • Any program in the Caribbean Coast requires knowing the context and clarity on the roles and responsibilities to avoid contradictions as a result the dialogue not being established with the competent authority.
  • Definition of roles and partners must fit the nature of the expected results and not be subject to political decisions.
  • The political context of the region and the high turnover of staff limited the ownership and processes, as well as its sustainability.
  • The organizational structure of the JP should clearly define the lines of authority and responsibility of each party to ensure coordination of partners and decision-making.
  • Adequate assessment of capacities, at national and local level, as well as identification of capacity building needs are key.
  • Creation of the Inter-Agency Committee of the Joint Programme, which established priorities and working mechanisms to give agility to joint management was the key.
  • UN needs to standardize administrative processes of the various agencies to facilitate request and reporting of funds.
  • It is recommended that the resources of a specific output are handled by a single agency, which receives technical assistance from other agencies according to their expertise.
  • It would be best if only agencies that can provide significant added value according to their mandate and expertise in the topics addressed by the JP are involved.
  • It is necessary for the monitoring system to be defined, approved and implemented from the start with commitment from all partners to feeding into the database.
  • It is advisable to develop and implement an Advocacy and Communication Strategy from the start of the program, to support all processes, promote behavior change and systematically document good practices and lessons learned.
  • It is advisable to undertake regular comprehensive assessments to identify actions and resources needed to ensure sustainability of program results.
  • The involvement and commitment of institutional personnel in implementing operational plans allows institutional strengthening, and avoids creating parallel processes that are not sustainable.
  • Another element that was not contemplated in the original formulation was related to risk management, especially considering that this program was implemented in areas of high climactic vulnerability (floods and hurricanes). 

 

More details can be found in the documents below.

Recent Documents
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Contacts

If you have questions about this programme you may wish to contact the RC office in Nicaragua or the lead agency for the programme.

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