Four districts, followed closely.

We do not open a district because it fills a gap on a map. Three things have to be true before we start, and if any one of them is missing we say no.

The first is an invitation. Either the district health office asks us to cover a shortfall it has already identified, or a school or health centre approaches us directly. We have never begun work in a place that did not ask for it, and the ask is written down before anything else happens.

The second is somewhere to work through. We do not build clinics or schools. There has to be a facility already standing, with staff already on a payroll that is not ours, because the point is to strengthen what exists rather than run a parallel service that stops the day a grant ends.

The third is people. Our field officers live in the districts they cover, within reach of the households on their list. If we cannot recruit locally, we do not start, however good the need looks on paper.

We would rather cover four districts properly than fourteen on paper. Covering one properly means a field officer who knows the households by name, a monitoring visit every quarter, and figures we are willing to publish. That costs more per district than a thin national footprint would, and it is the reason this list is short.