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Strategic plan

Acronym
FP : Family Planning
USAID
: United States Agency for International Development
UN : United Nations
SRDI
: Soil Resource Development Institute
SDC : Society Development Committee
PKSF : PalliKarmoShohayak Foundation
NGO : Non-governmental Organization
MFIs
: Micro-finance Institutes
IRRI
: International Rice Research Institute
INGO : International NGO
CIMMYT
: International Maize and Wheat Improvement Center
iDE
: International Development Enterprise
CIAT
: International Center for Tropical Agriculture
DRR : Disaster Risk Reduction
DAI
: Development Alternatives Incorporated
DAE
: Department of Agricultural Extension
CDD : Community Driven Development
CS : Civil Surgeon
BRAC
: BRAC, an international NGO with Head quarter at Dhaka
BSCIC
: Bangladesh Small and Cottage Industries Corporation
BRRI
: Bangladesh Rice Research Institute
BADC
: Bangladesh Agricultural Development Corporation
BLAST : Bangladesh Legal Aid and Services Trust
Table of Contents Section 1: Background of the SDC Section 2: Vision, Mission, and Core Values of SDC Section 3: Background of the Strategic Plan Section 4: Thematic Areas for SDC’s Development Activities Section 5: Thematic Areas and their respective Interventions Annexure Annexure 1: Stakeholders of SDC Annexure 2: Probable Risks in future Years and their Possible Solutions .

Section 1: Background of the SDC 1.1 Introduction:

SDC is local non- political non-governmental voluntary organization, Society Development Committee (SDC) had been emerged in 1988 in Boalmariupazila under Faridpur district. At the outset, SDC used to operate several kinds of promotional activities like social awareness, education, health & nutrition and sanitation. Alongside these kinds of promotional activities, the organization started its micro credit program following the demand of the target beneficiaries in the year of 1990 through its own fund. Subsequently, it attained the membership of Palli Karma-Sahayak Foundation (PKSF) in 1992 and in the same year, SDC incorporated Rural Micro credit Program in its existing micro credit program with the financial support of PKSF.
1.2 Legal status of SDC
SDC had obtained registrations from the different departments of the government of Bangladesh as its legal entity. Presently, the organization is registered with Directorate of Social Service ( No:Fa-126), NGO Affairs Bureau (No: 533)and Department of Family Planning.(No: 71/95), Micro-credit Regulatory Authority ( No : 03665-02837-00343, MRA-000347)
1.3 Organizational Structure:
Society Development Committee (SDC) has a structure, capacity and strength through which it is running the organization in a befitting manner towards attaining its goal and objective. The organizational structure can be highlighted in the following domain.
1.4 Governing body of SDC
It has 27-member general committee and 7-member executive committee. Executive committee is elected from and by the general committee. The general committee elects the executive committee for a period of three years. The general committee meets once a year; if necessary it can hold emergency meetings. The executive committee performs all responsibilities on behalf of the general committee.
1.5 Staff Strength
In order to run the organization smoothly and to materialize all-out programs and activities It has457 experienced and dedicated staffs.
1.6 Office
In view of commensurate administering and implementation of overall program of SDC it has 1 head office and 46 branch offices in different places of working area.
1.7 Membership with Different Forums and Institutions
Meanwhile, SDC has been able to create much more confidence through ensuring quality implementation of its all-out activities in local, national and international level; consequently, it has attained active membership with the different forums and institutions like Federation of NGOs in Bangladesh (FNB), Credit and Development Forum (CDF), National Forum for Welfare of Disabled (NFOWD), Society for Urban Poor (SUP), Campaign for Popular Education (CAMPE), Campaign for Good Governance.
Section 2: Vision, Mission, and Core Values of SDC 2.1 The Vision of SDC

To establish an exploitation and poverty-free society, where justice, good governance, gender-equity and environment concerns will prevail. 2.2 Mission of SDC Not relief, but release the potential of the rural disadvantaged communities, ensuring their active participation in resource management towards their sustainable socio-economic development 2.3 Core Value Humanity Accountability Transparency Equity and equality Section 3: Background of the Strategic Plan 3.1 Introduction

This is the first Strategic Plan of SDC developed to guide the organization’s members (the management, employees, and the board of directors for planning the future of the organization and formulate conditions for the attainment of its objective. It involves the specification of measures that have crucial and long-term significance for the organization’s overall direction.
3.2 Timeframe of the Strategic Plan This Strategic Plan will cover next five years starting from 2016 to 2021 3. 2 Geographical Coverage of the Strategic Plan
Presently, the plan will be executed in the following program areas of SDC. But eventually, it has been planned that the SDC may expand their program areas to the southern districts of the country where the climate change issues became major concern for development activities.

Table # 1: Geographical Coverage

Number
Description
Number of District
6
Faridpur, Gopalgonj , Rajbari , Shariatpur,Munshiganj and Dhaka
Number of Upazilas
21
Rajbari-05 and Dhaka-02, Gopalgonj-02, Faridpur-09 , Shariatpur-02, Munshiganj-01
Number of Unions
198
Rajbari-47 and Dhaka-14, Gopalgonj-22, Faridpur-86 , Shariatpur-21, Munshiganj-08
Number of Villages
1976
Rajbari-421,Dhaka-127,Gopalgonj-102, Faridpur- 1334, Shariatpur-194, Munshiganj-68
Number of Head office
01
ZamanMonjil,Road#01,Goalchamot,Faridpur
Number of Branch offices
46
Faridpur, Gopalgonj , Rajbari , Shariatpur,Munshiganj and Dhaka
Number of Staff
457
It is expected that when the Strategic Plan will be implemented in phases, the SDC may decide to expand its program areas, especially towards the southern districts of the country for addressing the population groups living in the most disaster-prone coastal areas.
3.3 Targeted Beneficiaries
The SDC is currently working with the men and women of poor rural communities who are mostly engaged in agriculture and small businesses. However, in respect to the next five years strategic plan, SDC has decided to select the targeted beneficiaries from the following types of community members of the program areas:

Table # 2: Targeted Beneficiaries

Targeted Groups
Assumption on % of
Community members to be addressed
Marginal Farmers
30%
Small Traders
30%
Day Laborers
15%
Landless
10%
Others
10%
Fishermen
5%
3.4 Development Approaches The Strategic Plan will follow following development approaches in implementing the action plans: Community Driven Development (CDD) Approach Involvement of men and women considering the gender aspects of the society Focusing sustainability of all the projects Developing networking
Community Driven Development (CDD) Approach
Community-driven development (CDD) approach will be the core principle of the entire operation of the Strategic Plan. CDD has been defined as an approach to local development in which control of decision-making and resources for local infrastructure and service delivery is wholly or partly transferred to community groups. Effective CDD based projects can distribute resources quickly and to remote, rural areas. In devolving decision-making, they can ensure that resource distribution is fair and popularly accepted. CDD generates incentives for collective actions in the socio-economic development of the targeted communities, by contributing to local institution building, and by strengthening vertical civil linkages between society and government/local government services. Based on the context, CDD operations can also be designed to help target specific vulnerable groups, increase livelihood security of communities, or help improve local shared services.
Involvement of men and women considering the gender aspects of the society
In the current development scenario, all socio-economic work and family lives increasingly influence each other as both women and men engage in earning as well as caring activities, often reinforced by employment instability and precariousness. Gender relations and related values and attitudes have become more fluid, changing dynamically over the life course in the context of blurring boundaries of family and work life. In this Strategic Plan, SDC also aims to shed more light on the impact of different policy contexts on new constructions of gender in doing family. In the Five years Action Plan, it has been decided that all the program components should be designed to address the gender concerns as mandatory for resource distribution, responsibility sharing, ensuring good governance, etc.
Focusing sustainability of all the projects
Sustainability in this Strategic Plan has been defined as measures undertaken for the institutions supported through projects and the benefits realized are maintained and continued after the end of the project. In order to effectively operationalize the concept of sustainability, SDC will consider four essential dimensions:
Institutional sustainability functional institutions will be self-sustaining after the project ends
Household and community resilience resilient communities are readily able to anticipate and adapt to change through clear decision-making processes, collaboration, and management of resources internal and external to the community.
Environmental sustainability an environmentally sustainable system must maintain a stable resource base, avoid overexploitation of renewable resources and preserve biodiversity.
Structural change the structural dimensions of poverty are addressed through the empowerment of poor and marginalized rural households.
Developing networking
The five year Strategic Plan will have a common emphasis for developing networking with various like-minded groups. Networking will be for making connections and building enduring, mutually beneficial relationships. Besides, training the staff on networking, SDC will ensure attendance in all possible group meetings, conferences, and sharing common resources with other NGOs and federations of the specific types of NGOs.
3.5 Institutional Arrangements
Following are the institutional arrangements to be undertaken by the SDC:
Program areas to be expanded
Development partners’ guideline should be studied
Baseline study should be conducted
Monitoring and Evaluation Plan should be developed
Skill of the staff need to be developed
Program areas to be expanded
SDC should expand its program in next five years since it has diversified programs including Micro-finance, Vulnerable Group Development Program, Disaster Management, Water sanitation and Agriculture Value Chain and yet it has immense opportunity to explore potential areas where it can exercise its experiences to make an expected difference in targeted beneficiary’s life.
SDC may take initiatives to expand its programs in coastal regions where as a focus country of Feed the Future, the U.S. Government’s global hunger and food security initiative a multi-year strategy outlines the five-year strategic planning for Feed the Future is being implemented in Bangladesh. It represents coordinated, "whole of government" approaches to address food security, which align in support of partner country priorities. SDC should be focused on expanding programs in those costal districts where Feed the Future initiatives are being implemented. Feed the future makes core investments in inclusive agriculture sector growth and improved nutritional status. SDC should develop programs comprising initiatives like Accelerating Agriculture Productivity Improvement, Agricultural Statistics/Marketing Information Systems, Agriculture Biotechnology Support, and Agriculture Infrastructure Development with Local Government Engineering Department etc. Furthermore, SDC may take advantage of being one of those NGOs that implements Cereal System Initiative for South Asia in Bangladesh. As the Cereal Systems Initiative for South Asia (CSISA) aims to sustainably increase the productivity of cereal-based cropping systems, thus improving food security and farmers’ livelihoods in Bangladesh SDC certainly has vast experience of implementing programs of such kind.
Development partners’ guideline should be studied SDC must go forward and make approach to new donors and explore new opportunities. In this regard SDC will form a group of consultants who will create a pathway for introducing the SDC with the new ventures created by various development partners. The Baseline study should be conducted
The Baseline Survey should be the first step in introducing new projects since its helps to gather information about the socio-economic condition of the targeted beneficiaries, water sanitation situation, gender concerns, local resources, geographical advantages and disadvantages, market facilities, local practices and social constraints such as hierarchy, status of women, past conflicts among communities, isolated areas, capacity of local government institutes (LGIs) for supporting the vulnerable groups, communication infrastructure etc. A Baseline Survey should be conducted to gathers key information early in a project so that later judgments can be made about the quality and development results achieved of the project. The project’s monitoring and evaluation plan is closely linked to each (objective) level of the log frame and includes indicators of achievement and means of verification. The Baseline Survey is an early element in the monitoring and evaluation plan and uses the log frame structure to systematically assess the circumstances in which the project commences. It provides the basis for subsequent assessment of how efficiently the activity is being implemented and the eventual results achieved.
Monitoring and Evaluation Plan and reporting system should be developed
SDC must establish its internal Monitoring and Evaluation Plan with a well-organized Monitoring and Evaluation wing. Well established Monitoring and Evaluation system provides the only consolidated source of information showcasing project progress it allows actors to learn from each other’s experiences, building on expertise and knowledge. it generates reports that contribute to transparency and accountability, and allows for lessons to be shared more easily which reveals mistakes and offers paths for learning and improvements. When Monitoring and Evaluation takes place in a planned manner it provides a means for agencies seeking to learn from their experiences and to incorporate them into policy and practice; it provides a way to assess the crucial link between implementers and beneficiaries on the ground and decision-makers.
Participatory Methods should be emphasized
Participatory methods should be an integral part of the programs. The targeted beneficiaries should be a involved from the planning to the implementation, as well as in the evaluation of the project. Hence, it could be noted here that the CDD will be implemented in various level of the project, in sharing information, consultation with the beneficiaries, deciding together with the beneficiaries, implementing the activities together, and supporting the independent community initiatives.
Section 4: Thematic Areas for SDC’s Development Activities 4.1 The Strategic Plan Formulation Process
The Strategic Plan was a result of the exercise for seeking directions on designing the future projects. The main concerns of the Strategic Plan were to explore and finalize the major Thematic Areas, which would be regarded as "Milestones "to be followed in designing the projects implemented by the SDC.
The development process of the Strategic Plan of SDC has undergone several brainstorming sessions among the Key Program personnel who had a number of field investigations and conducted desk studies for external and internal stakeholder analysis. In brief, in order to draw the conclusive directions in Strategic Plan formulation, which are termed as "Thematic Ares", the SDC program personnel conducted the following analyses:
Analysis of the vision and mission of the organization Analysis of the Internal Stakeholders Analysis of the External Stakeholders Conducting SWOT of the organization Formulating Strategic Goal Identifying Thematic Areas
Flow-chart of the Activities undertaken for the Strategic Plan Formulation
Brief Descriptions of the Analyses for Strategic Plan Formulation
Vision Mission Internal Stakeholder Analysis External Stakeholder Analysis
Beneficiary Analysis Organization’s Own Human Resources Analysis Development Partners Analysis
Geographical Coverage Target Group Beneficiaries What are the Present Status of the Target Groups? What programs need to be undertaken for them? Who are the services Providers of the SDC working in-inside the organization? What are their priorities? Who are the Development Partners? What are their Priorities and Principles?
SWOT Analysis (Present Project Analysis )
Strength Weakness
Opportunity Threat
4.1.1 Formulation of Strategic Goal
While undergoing the above mentioned strategic plan formulation process, the following Strategic Goal of the SDC for the next five years was established:
With the broader aim of translating the vision and mission of SDC, the goal of the Strategic Plan is to establish the overall strategic direction in guiding the policy planners of SDC and its concerned personnel for making choices about program planning, setting fundraising priorities, allocate the use of limited human and financial resources, and develop action plans for at least five years in the program areas of SDC to:
address the poor landless community people and the marginal farmers by motivating them in organizing groups for their livelihood development, initiating actions for environment and health care, undertaking various action plans for ensuring good governance, gender and equity, and actively participate in humanitarian aid and disaster risk reduction activities.
4.2 The Thematic Areas of the Strategic Plan
Being guided by the Strategic Goal, after conducting extensive study by the SDC personnel, collectively outlined following five Thematic Areas for designing the projects within the timeframe of five years:
Thematic Area # 1:Organization Building for the Poor and Marginal farmers
Thematic Area # 2:Livelihood development for the Poor and Marginal farmers
Thematic Area # 3:Environment and Health Care
Thematic Area # 4:Good Governance, Gender and Equity
Thematic Area # 5:Humanitarian Aid and Disaster Risk Reduction
These Thematic Areas are selected based on the priorities identified by the SDC program personnel in order to scale up services towards the targeted beneficiaries following theproposed Community Driven Development Approach (CDD).
Five Thematic Areas for Strategic Plan
Section 5: Thematic Areas and their respective Interventions
Followings are the descriptions of the Thematic Areas and their probable interventions:
5.2.1 Thematic Area # 1: Organization Building for the Poor and Marginal farmers
Objectives of the thematic area:
To make poor and marginal farmers more integrated and well organized to claim their entitled rights from local authority and explore there potentials regarding developing new ideas of agro economic activities using local and available resources.
Thematic Area # 1: Organization Building for the Poor and Marginal farmers
Beneficiaries
Interventions
Intervention Components
Hard-core poor Poor Marginal Farmers Benchmark study for needs assessment Informal meetings with the communities Conducting Socio economic study Identifying the problems in livelihoods Identifying the local resources which can be harnessed for the development of their livelihoods
Group formation Developing guideline for Group formation through Community Driven Development (CDD) Approach Facilitating targeted beneficiaries for forming groups
Conducting Training Assessing training needs for developing curriculum-outline for training the field facilitators using CDD Approach Developing training manual on CDD Approach Providing training to field facilitators
Facilitating Group Activities Providing Logistic support to the Field workers using Community Driven Development (CDD) Approach Organizing meeting ,preparing meeting minutes Group monitoring and evaluation Group action Local resource exploration and mobilization Formation of federation comprising groups Conflict management Leadership development Awareness development Facilitating getting government provided entitlements
5.2.2 Thematic Area # 2: Livelihood development for the Poor and Marginal farmers
Objectives of the thematic area:
to address the ambiguities in there conventional perspectives regarding their resources, social and economic activities etc. Furthermore, these activities will provide them with updated information about market and modern technologies which will make their life incubated from miseries they are currently facing and bring forth prosperity eventually.
Thematic Area # 2:Livelihood development for the Poor and Marginal farmers Organization Building for the Poor and Marginal farmers
Beneficiaries
Interventions
Intervention Components
Hard-core poor Poor Marginal Farmers Assessment of the Livelihood Problems and exploring solutions Assessing the food security issue of the targeted beneficiaries Exploring options for livelihood development through informal groups organized with CDD approach Exploring areas of improvement in livelihoods sectors under CDD approach
Organizing non-formal education program Developing/adopting Non-formal education method Conducting training to the Community Volunteers Identifying courtyards for Group Meetings and On-formal educational sessions Organizing non-formal educational sessions
Organizing programs on 3 basic sectors of livelihoods: Agriculture Fisheries Small business Developing training programs on social, technical, marketing and financial/accounting aspects of livelihood development programs Facilitating getting government provided entitlements Linkage development for extension services, inputs, Retail, processing, marketing, business skills transfer Organizing resources from various sources Supporting for Business plan development Supporting for collecting and analyzing market information Supporting in value addition and post-production processing, etc. Programs for Livelihood Development: Agriculture Fisheries Livestock Small Business
Organizing Micro-credit and other Developing Credit Operation Manual Assisting the members of the group for preparing business plan commensurate to the micro-credit programs
5.2.3 Thematic Area # 3: Environment and Health Care
Objectives of the thematic area:
Reduction of environmental degradation and up-gradation of health & nutritional status through building awareness and ensuring active peoples participation. Health and nutrition situation will be raised up. Water sanitation will be improved
Thematic Area # 3:Environment and Health Care Organization Building for the Poor and Marginal farmers
Beneficiaries
Interventions
Intervention Components
Community members of the targeted areas Water and sanitation Assessment of accessibility to the WASH services of the targeted beneficiaries Orientation of Stakeholders on CDD approach in WASH Hardware Support through Govt., BRAC, other organization and Community Latrine Installation Tube well Installation/ repairing BCC campaign for Hygiene promotion Developing School based WASH programs
Health and Family Planning Assessing community health and FP condition in the program areas Recruit and train the Community Health Volunteers Train the Informal groups on the community Health activities Programming on increased access of women to the information and health carefrom her home to the health facilityto safely deliver her baby and care for herself and her children capacity building of informal groups for receiving quality health services from the local health service providers such as ANC, PNC GMP, nutrition supplementation, etc develop innovative programs on the Family Planning services delivery in the community
Reproductive Health Assess the reproductive health needs of adolescents Developing advocacy programs for support young women and first-time parents to delay their first pregnancy and space their births Empower adolescents and youth to make their own decisions about their bodies and their futures by changing community norms related to gender, adolescent sexuality, early marriage, and childbearing
5.2.4 Thematic Area # 4: Good Governance, Gender and Equity
Objectives of the Thematic Areas:
Interventions will be taken to hold local administration responsible and make it responsive by empowering community. Entitled Government services will be claimed and people will be well informed since right to information will be ensured. Gender equity will be ensured through participating in decision making regarding family matters as well as in carrying social responsibilities
Thematic Area # 5:Good Governance, Gender and Equity
Beneficiaries
Interventions
Intervention Components
Community members of the targeted areas Ensuring Good Governance at Local Level Facilitating getting government provided entitlements Gender concerns in getting health facilities, nutrition, education, leisure etc.
Gender and Women’ Rights, Human Rights Develop a comprehensive Gender Policy for the organization and Conducting Gender Action Plan (GAP) for all the target group beneficiaries Define Roles and responsibilities of the stakeholders in the context of gender audit findings Explore the gender friendly IGAs for the targeted beneficiaries Synchronizing program components with the Livelihood Development, Gender Concerns, Disaster Risk Reduction and Climate Change Adaptation
Child rights Entitlement of assets Right to express opinion Right to own his/ her income Recognition of working hour and
contribution in family income Social status Awareness development
5.2.5 Thematic Area # 5: Humanitarian Aid and Disaster Risk Reduction
Objectives:
To make community empowered for combating the challenges posed by climate change and disasters
Thematic Area # 5:Humanitarian Aid and Disaster Risk Reduction Organization Building for the Poor and Marginal farmers
Beneficiaries
Interventions
Intervention Components
Community members of the targeted areas Humanitarian Aid Information collection and dissemination for response to the disaster and hazards Planning logistics of services with adequacy of facilities, equipment and supplies, and staff for rescue operation Training of the staff Fiscal accountability
Climate Change adaptation and Disaster Risk Reduction Analyze the hazard and climate context assess level vulnerability and risk assessments for agriculture, fisheries, and other sectors Strengthen at-risk populations’ and other stakeholders’ access to, and understanding of, current and future risks operational plan in conjunction with the target community and other stakeholder partnerships and networks Alternative livelihoods for vulnerable communities
 

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