iedbd.orgiedbd.org/.../uploads/2019/05/Strategic-Plan-IED-final-june-26-2013.… · Web viewIt is indeed a great pleasure for me to be able to present the ‘Strategic Plan of IED

Strategic Plan (2013-2018)

Institute for Environment and Development (IED)13/14 Babar Road, Block B, Mohammadpur Housing Estate, Dhaka 1207

Phone: (880 2) 8158248, Fax: (880 2) 8114099E-mail: [email protected], Website: www.iedbd.org

Institute for Environment and Development (IED)

http://www.iedbd.org/

mailto:[email protected]

Contents

Contents................................................................................................................................. iiForeword............................................................................................................................... iiiIntroduction............................................................................................................................4Rationale of the Strategic Plan..............................................................................................5Country Context.....................................................................................................................6Review Previous Strategic Plan & Analysis..........................................................................7CHAPTER-II...........................................................................................................................8The Strategic Plan.................................................................................................................8Objectives of the Strategic Plan.............................................................................................8Framework of Strategic Plan................................................................................................10Internal Factors Analysis......................................................................................................11MACRO Environmental Assessment...................................................................................18PEST Assessment...............................................................................................................19Political Trends....................................................................................................................19Socio-Cultural Trends..........................................................................................................20Economical Trends..............................................................................................................21Technological Trends...........................................................................................................21Environmental Trends..........................................................................................................21Stakeholders Analysis..........................................................................................................22Programme Analysis............................................................................................................24Values, Competencies, Vision and Mission & Goal.............................................................27Core Values.........................................................................................................................27Core Competency................................................................................................................27Strategic Issues...................................................................................................................28Strategic Goals , Objectives and Future Actions.................................................................30Goal 1- Institutional Capacity of IED Strengthened..............................................................31Goal 2- Institutional efficiency and effectiveness of IED improved...................................32Goal-3 Programmatic Knowledge Base Developed.............................................................32Goal-4 Advocacy, Networking, Alliance, Lobbying & Linkage Strengthened.......................33Goal -5 Positive Image of IED up-hold.................................................................................33Annex-A : Action Plan: 2013 – 2018....................................................................................34Annex-B : Observation and Key questions for IED.............................................................38

ForewordIt is indeed a great pleasure for me to be able to present the ‘Strategic Plan of IED for 2013-2017. In fact, strategic planning is a systematic process of defining organization’s strategy or direction and making decisions on allocating its resources to pursue this strategy. In order to determine the direction of the organization, it is necessary to understand its current position and the possible avenues through which it can pursue a particular course of action. The goal of strategic planning mechanisms like formal planning is to increase efficiency in programme operation, especially when long-term and high-stake activities are involved. The focus of a strategic plan is usually on the entire organization. One of the core goals when drafting a strategic plan is to develop it in a way that is easily translatable into action plans. The key components of 'strategic planning' include an understanding of the organisation’s vision, mission, values and strategic issues and directions..

Keeping all those elements in mind, this plan has been finalized through series of meetings, interviews and workshops with the active participation of all levels staff of IED with the financial support from Bread for the World - Protestant Development Service ( Brot).

I believe that this plan has been developed based on the participatory exercises and reviewing the recommendations made in the recent evaluation conducted lays the foundation to generate pragmatic, implementable and forward-looking chains of action. I also hope that this plan will strengthen the present activity of IED in the coming days to meet the demand of the increasing complexities of development. This plan will certainly show the roadmap to all concerned to move forward with high commitment, efficiency, sincerity and hardworking attitude.

I personally would like to express my gratitude to all staff and stakeholders involved in the task for preparing this strategic plan and look forward to bringing it to fruition.

( Numan Ahmed Khan )

Executive Director IED

Institute for Environment and Development (IED) : Strategic Plan | Foreword iii

CHAPTER-I

IntroductionThe Institute for Environment and Development (IED) is a non-profit organization committed for developing and promoting active citizenship among civil society members including community people with special emphasis to the poor, women, youths and minorities (ethnic and religious). It was established in 1995 and is registered with the Government of Bangladesh under the Directorate of Social Welfare of Government of Bangladesh and NGO affairs Bureau of Government of Bangladesh. IED has strong presence in the area of the rights of indigenous people, women empowerment, community awareness raising, strengthening Union Parishad and Pourasava and its standing Committees, information dissemination, campaign, civic rights awareness, education system and curricula development, youth development, women empowerment, advocacy/lobbying, training and capacity building of government, semi-government, autonomous bodies and local government representatives through implementing various projects over the last couple of years. The IED’s major focus on the creation of an enabling environment so that people can raise their voice in order to ascertain their rights and services.

It is also committed to address the issues related to women empowerment, environment, democracy, governance, human rights and rights of indigenous people. It is covering the issues of plane land and hill areas indigenous people. They are serious affected by the effect of environment. The human rights of these sections of people are being violated by the other community people

IED started its journey in 2004 as strategic alliance with Bangladesh Nari Progarti Shangha (BNPS) to play supplementary and complementary role in establishing rights of the socially relegated people of the country.

During March - May 2007, an organizational development exercise was done aimed to support the resurgence of IED and enable it to carve distinct identity keeping the focus on local and global scenario and trends. Consequently a strategic plan was developed in 2008 to have a proposer direction for the organization to undertake future programme and strategy. The Mid Term Evaluation (MTE) of PRIEP-Phase 2 conducted in December 2012 with the support from Bread for the World - Protestant Development Service ( Brot) The evaluation report also highlighted some issues and areas to be addressed during the next strategic plan exercises. As the previous strategic plan ends in 2012 and the MTE’s findings promoted IED management and staff to review the previous plan in accordance with the changes of development scenarios both globally and nationally. This plan has been developed based on the previous experiences which help to find out a road map or a path to move forward with the dream IED posses.

Finally, In order to determine where an organization is going, it needs to know exactly where it stands, then determine where it wants to go over next couple of years and how it will get there. To know all these questions, an organization needs to go through a self-learning, self-assessment process, and that what is called strategic planning.

The rationale behind going through the process is that it will enable an organization’s process of defining its strategy, or direction, and making decisions on allocating its resources to pursue this strategy, including its funds and people. In doing so the following contexts have been analysed through document review, field visits in order to enrich the strategic plan.This report is the outcome of the strategic plan exercises conducted with different stakeholders through a participative process.

Institute for Environment and Development (IED) : Strategic Plan | Annex-B : Observation and Key questions for IED 4

Rationale of the Strategic PlanSince establishment of IED, initiatives have been taken to review the functions, systems, structures and governance of IED. As a result, IED has become mainly on the project focused work and less emphasis has been placed on innovation and it appears that the previous strategic plan well understood and implemented as well as monitoring of the plan has been conducted properly. After the implementation of last strategic plan , the staff members and the executive committee felt that the time is just right for an organisational assessment and an assessment and strategic plan of IED is required .

In 2008 an external team facilitated strategic plan for IED for 2008-2012. A project was evaluated by an external team in 2012 commissioned by Bread for the World - Protestant Development Service ( Brot). Some recommendations of the evaluation report have been addressed in this strategic plan. In order to respond to the present and future challenges of working communities, IED decided to take up the recommendations and develop a strategic plan for next five years The current strategic plan document is the output of IED’s participatory exercises which have been facilitated by external consultants. IED’s strategic plan for the next five years (2013-2018) will support the organisation as it tries to cope up with the changing scenario of development in Bangladesh.

Our rationale for developing the plan including a number of key points:

• Since its establishment in 1995, IED has rarely reviewed its role and function or upgraded its systems and structures

• After over 9 years reflection, renewal and reorientation are essential

• IED must be able to respond to the present and future challenges facing rural and urban poorer communities with regard to their rights in particular.

• As a key organisation in the development field IED needs a long term plan and institutional strengthening to cope with the changing global as well as country perspective


Country Context Bangladesh is a developing country with lots of development potentials and challenges. The country gained its independence in 1971 after a war of liberation from Pakistan in which 3 million Bangladeshis died. The country was left economically devastated. The natural disaster in 1974 and famine received world attention. Since 1991, Bangladesh has had a democratic form of government but without protection of basic rights; elites control major political parties. Government services are administered through centralized bureaucracies that have expanded in outreach with large donor support but they have lagged in providing quality services. Administratively, the country is divided into seven divisions, which are subdivided into sixty-four districts; 481 Upazilas (Sub-districts) and 4,498 Unions (the lowest administrative tier). Bangladesh is religiously and ethnically a homogeneous country, with Bengalis comprising 98 per cent of the population. The majority of Bangladeshis (about 90 per cent) are Muslims, and a small number of Hindus, Christians and Buddhists are also in the country. About thirty five smaller groups of indigenous people covering about two per cent of the total population of the country have been living in different pockets of the hilly zones and some areas of the plain-lands.The country has maintained a steady growth rate over the past years. The recently released MDG progress report suggests that Bangladesh has been convincingly moving towards achieving some MDGs. The report suggests that the country is on its way to achieve targeted prevalence of poverty by 2015, however, rising inequality is offsetting some of the gains in poverty reduction, the report noted. It further observed that there are pockets of high prevalence of poverty and regional variation in poverty. Some indicators illustrate the achievement and problems still need to be addressed.

Bangladesh: status of achieving MDG goals1

Poverty came down to 38.7 % Poverty gap ratio is 9 %Employment to population ratio 59.3 % Net enrolment in primary education increased from 60.5 to

91.9%Net enrolment in primary education increased from 60.5 to 91.9%

Proportion of pupils starting grade 1 who reach grade 5 – 54.9

Adult literacy rate 58.3% The country has achieved gender parity in primary and secondary education

Share of women in wage employment in the non-agri. Sector – 24.6%

Under-5 mortality rate (per 1000 live births) – 53.8

Infant mortality rate (per 1000 births) – 41.3 Proportion of 1 year-old children immunized against measles – 82.3%

Maternal mortality rate (per 100,000 live births) – 384 Proportion of births attended by skilled health personnel -- 24%

HIV prevalence among population (per 100,000 populations – 0.1

Deaths of Malaria per (100,000 population) – 0.4

Deaths of TB per (100,000 population) – 50 Proportion of population using an improved drinking water sources –86%

Proportion of population using an improved sanitation facility – 54%Basic social and economic features of BangladeshEstimated population is 164 million Total land area 147,570 sq kilometre1,142 people live per square kilometer Rural population is 70%Urban population growth rate is around 6 % Over 50% of the population is landless poor with few

productive assets.45% of children under 5 are malnourished 36% of population lives on less than $1 a dayAverage annual growth rate is 5-6% Remittance and garment exports are the major source of

GDPHDI ranking is 142

1 Reference: GOB,2010,Outline Perspective Plan of Bangladesh 2010-2021: Making Vision 2021 A Reality.(General Economic Division, Planning Commission)


Review Previous Strategic Plan & Analysis In preparing to develop IED’s strategic plan, we reflected on findings from the previous strategic plan and exercises from current strategic plan and found that:

The Mission statement was not well understood by the staff , it needed to be reviewed and understood

IED agreed that it would move towards a strategic plan and that it would:

Clearly define the purpose of the organization and establish realistic goals and objectives consistent with its mission

Communicate those goals and objectives to the organization’s stakeholders

Develop a sense of ownership of the strategic plan and planned implementation will take place

Ensure the most effective use of the organization’s resources by focusing the resources on IED’s key priorities.

Provide a base from which progress can be measured and establish a mechanism for informed change when needed.

Bring together everyone’s best efforts and build consensus about where IED is going.

It was also recognised that a strategic plan would:

Provide a clearer focus for the organization, leading to greater efficiency and effectiveness

Give Executive Committee and staff of IED a clearer sense of direction

Have the potential for building a stronger sense of team for the EC and the staff

Have the potential for greater satisfaction among planners around a common vision

Increase productivity from increased efficiency and effectiveness


CHAPTER-II

The Strategic PlanDue to unique nature and number of projects as well as changed global and country development scenario it appeared to all concerned that a new strategic plan for 2013- 2018 will help guide IED to have a road map considering their resources and competency. The current strategic planning exercises are the outcome of the above thought. The documentation of the strategic plan for the period from 2013 to 2018 is illustrated in the rest of the report.

Objectives of the Strategic PlanThe strategic plan has been designed as a navigation tool; with it IED will get the clear indication of present situation as well as future destination, and it will also help in designing their road map. It will provide a point of reference, which must be used, assessed and updated as the organisational ( internal/ external) environment changes. Consequently, the strategic plan is important for IED to strengthen its capacity for adapting significant environmental changes by;

Revisiting / formulating IED vision, mission, strategies, structures and activities in order to make the best use of opportunities and to overcome the threats that exist in the environment;

Paying particular attention to interpret and identify the strengths & areas for improvement;

Analysing stakeholders requirement;

Analysing existing programs to find out future scope of expansion;

Determining the critical issues that needs to be addressed;

Deciding strategic directions for strengthening IED by addressing the critical issues as well as to ensure democratic practice towards good governance and

Setting Action Plan/ operation plan as a road map for implementing the Strategic Plan.

Methods & Approaches of Strategic PlanStrategic planning exercise has been a long cherished dream of the staff , management and both primary and secondary stakeholders to visualise IED future course of action. The stakeholders also felt that, without the strategic plan the IED cannot work on piece meal basis, thus the emphasis on strategic plan was given in several occasions. As a result IED felt that the previous strategic plan needs to be revisited with the pace of time and changed development scenario. It is expected that a shared and realistic plan will give IED a strategic direction. It is known that there are different school of thoughts of strategic planning, considering the nature of the organisation, scope of work, objectives, diversity of members and stakeholders, and the consultant conducted strategic planning exercise using different tools of Peter F. Druker, David Brown, David Clarke and Vargil in a customised way.

After receiving the request from IED, the consultant had series of dialogue with IED on how to proceed with the process. The consultant made a plan to accomplish the task as per ToR signed between IED and the Consultant.

The following are the major methods used by the team in order to obtain necessary information and insight about IED and all of its stakeholders.

Review previous Strategic plan

Review relevant secondary documents provided by IED


Individual discussion/ interview, focus group discussion with different stakeholders such as Executive Committee, staff members of different tire , civil society group, local elected bodies , GOB and local service providing agencies and donors.

Conducted several workshop with various stakeholders particularly Executive Committee members, Staff of the organization to identify the needs and strength & improvement areas, scope of opportunity, overcome the threats, Analysis the existing program, Analyse internal and external analysis for having an idea how both internal and external trends affect an organisation . Moreover, the strategic plan exercise has completed following a framework which is given in the next page. The staffs also identify strategic issues, formulate Vision & Mission Statement, Develop Core Values & Core Competency and formulate strategic issues. An action plan has also been prepared by the staff which will require proper implementation and a monitoring plan by the strategic Planning Group (SPG).


Strategic DirectionSituation Analysis

Vision & Mission Statement

Organizational Values & Core Competency

Critical Issue/Strategic Question

Potential Strategy

Action Plan

Preparation for Strategic Planning

Program Analysis

Internal Environment Analysis

Important stakeholder Analysis

External Environment Analysis

Framework of Strategic PlanThe following framework was followed in facilitating the strategic planning exercises.


Internal Factors AnalysisDuring strategic planning workshop, resource team conducted group exercises with the participants to identify the major strengths and weaknesses, and finally prepare the summary of group findings in plenary session. Later on, opinions of EC Members, the senior management team and the Executive Director were taken before finalization.

In the planning workshop, all the participants have agreed on Nine Internal Factors of IED as the basis of analysis-

IED Structure

IED Policies & Systems

Staff Competency

Accountability & Transparency

Visibility of IED Interventions

Delegation of Authorities and Responsibilities

Decision Making

Program Management

External Communication

After the comprehensive group discussion and plenary session, the following findings are revealed-

IED Structure Areas Strengths Weakness Strategies for further

improvement

Organizational Structure/

Organogram

IED has organisational structure and accordingly General council, Executive Committee and staff perform their duties

General & Executive Committee and other committees are active

Some staff positions are vacant for quite a long time

Complicated organogram

No Director and Deputy Executive Director positions in the current structure

Staff level/ hierarchy is not well defined in present organogram

There is gap between the position of ED and Coordinator

Organogram has not been reviewed

Review the structure for a clear line of authority responsibility for each staff positions

Restructure the organogram Considering two more level in between ED and CO/PC.

Make committee to revisit/Review the existing structure

Create position in between ED and Coordinator

Project Organogram

Field operation positions are functional

Separate organogram exits for all project .

Some position in Advocacy & Lobbying area are vacant

Revisit/Review the existing structure

Recruit vacant positions

Male-female ratio in IED Governance & Management

Male & Female ratio of the field level is about fifty - fifty.

At the field level management position female has given priority.

No specific ratio is explained in the policy.

Need to maintain the ratio fifty -fifty in the policy manual.


Policies and SystemsAreas Strengths Weaknesses Strategies for further

improvement

Personnel Policy There is a HR Policy There is no short version of HR Policy. So it is not read by all staff

Staff give less concentration to discuss about HR policy

Less discussion practice on HR policy

Basic training for new staff not always organized as per policy

To Make the HR policy known to all staff it is necessary to a make shorter version of it

Important sections are to be discussed in the staff meeting/study circle/workshop

Orientation to staff on HR Publish the Bengali Version

of policy in small booklet form and distribute to all staff members.

Service Rule There is a Service rule included in the HR policy

No separate service rule, it has been merged with HR policy

Staff give less concentration to know and understand about service rule

Less discussion practice on service rule

Service rule and personnel policy should be separated and made available for all staff .

Need to incorporate in the monitoring tool by supervisory staff

Regular monitoring should be done and provide feed back to the management

Make the Service policy known to the concerned staff


Orientation to staff on service rule

Financial Policy & System

There is a Financial Policy.

It is known to all concerned people.

IED partially use financial software

Introduce software based accounting system Policy should be reviewed

and updated Internal Auditor should hired Ensure Project staff and all

finance staff understand the manual and follow.

Policy for Zero tolerance may be introduced and informed all staff.

Disaster & Hazard Management Policy

Prepare and follow guideline if and when necessary

No specific disaster & hazard management policy

Need to develop the policy. Develop Guideline

Gender Policy There is a Gender Policy

Staff give less importance to read and understand policy and act accordingly

Introduce practice and share of Gender Policy among all staff

Review the policy in line with current changed situation


Human Resource Development Policy

HRD components are included in HR policy

No separate HRD Policy

Initiative should be taken the HRD known to the concerned staff


Orientation to staff on HR Policy be given

Service Delivery Policy/ Manual

There is project implementation guideline and followed with due importance

There is a need to have reviewed guideline for each project

Networking & Partnership Policy

There is one page guideline/concept as policy

No detailed policy Need to update the guideline/concept as policy

Development of networking and partnership building policy

More networking and partnership should be made with like minded organisation

Staff CompetencySub-items Strengths Weaknesses Strategies for further

improvement

Knowledge and Skills

Good program knowledge & implementation skills

Better understanding on governance and right issues

Lack of sufficient articulation.

Some staff have inadequate reporting skills, presentation skills, analytical skills & impact assessment skills and lack of English report writing and articulation skills

Arrange training for enhancing staff skills

Develop staff development plan & policy

Staff should improve their analytical , skills, English proficiency

Staff Experience There are many experienced staff

Experienced staff drop out rate is high

Review the salary structure. Identify the specific causes.

Commitment & Motivation

There are many committed staff

Has no specific direction

for benefits

Create environment for motivation

Cooperation attitude to be developed through role model

Staff Development There are staff development steps.

It is more or less organized & structured but frequency is less

Develop staff development policy

Relevant training should be given

Increase the frequency of staff development in different form

Staff Drop-out Staff drop out high Low salary Limited opportunity for

promotion

Try negotiate with donors for salary enhancement for the new project

Review salary structure time to time


Benefits and Welfare

PF, Gratuity & festival bonus, leave & yearly increment.

But it is less as the salary is less

Review the salary structure

Staff satisfaction Medium There is no assessment on job satisfaction.

Introduce promotion system.

Salary Review. Make assessment of job

satisfaction time to time.

Accountability & TransparencyArea of Sub-

itemStrengths Weakness Strategies for further

improvement

Accountability to Government

IED submits all reports as per requirement to Govt. NGOAB

Follow all rules of government.

Participate in government programs/ meetings .

completes all essential formalities for the new projects as per g government rules

IED obtain approval for all projects’ funding for every year.

Lack of assigned person to communicate with government authorities.

One small team headed by ED may be made responsible for this purpose.

Continue more communication with government officials

Donors satisfaction/ Accountability

Program implementation plan

Reporting (Quarterly, six monthly, Yearly)

Supervision, Monitoring

Audit (External) Donors seem

satisfied with the work of IED

Inadequate skills in articulating activities/ achievement in English

English reporting & documentation

Continue the present communication process

Initiate a process within the organisation whereby staff can improve their English proficiency

Importance should be given to recruit staff having English report writing , documentation & presentation skills.

Stakeholders satisfaction /Accountability

Bottom up approach Need & Right based

Project selection Sharing program

implementation process

Group members attitude to have immediate benefit from the organization

Inadequate linkage with service roviders

support/improved linkage with service provider

More awareness activities for Group members may be undertaken

Financial Transparency

Financial policy & manual exist

All expenses are made following the manual

Regular audit conducted & report shared respective stakeholders

Lack of Internal Auditor Internal Auditor may be recruited for further strengthening the finance and accounts.

Access to Information open to There is no One person may be assigned


organizational information

all –staffs, stakeholders & donors

assigned person for providing information

for collecting and providing necessary information.

VisibilityAreas or Sub- items Strengths Weakness Strategies for further

improvementReporting Monthly, Quarterly,

Half yearly & Annual reports are prepared and sharing with all concerned staff

Send the reports to the concerned government departments and donors

Sharing feedbacks on the reports with concerned field offices

Achievements of the programs are not well articulated for reflecting the actual situation

Continue the process for reporting

Recruit / assigned documentation specialist for better reporting

Provide orientation/training time to time to staff

Documentation & Publications

Booklet, leaflet, newsletter, poster, books are published regularly

Reports / Annual reports

There is web site of the organization

Publications are not sufficient

web site is not regularly updated

Initiative should be taken to make more publication

A person with ICT background may be given responsibility or hired for regular updating the web site

Image building & Program Promotion

Quick response onlocal & national issues related to women, governance, secularism, minority, environment has created an unique image of IED Organize events on national issues related to women empowerment, environment , ethnic and religious minorities Involve youths, civil society members, women leaders, media personnel, cultural activists, academicians in above mentioned issues

Budget constraints for carry forward the initiatives

Continue the initiatives Outsourcing necessary

Resources

Relationship with Media

Relationship with Media seem very good

Attitude of some media people are not always positive towards NGOs

Create an effective relationship with the media.


Delegation of authorities and responsibilitiesArea of Sub-item Strengths Weakness Strategies for further

improvement

Managerial Authority. IED Mangers at all level are authorised to execute their responsibilities

Limited authority is given in delegation

The process should be strengthened

More authority should be given with regards to delegation

Financial delegation with authority.

Financial authority is well defined

Sometimes donors policy hinders the implementation of IED policy

Need to negotiate and convince with donors

Flexibility in the policy to be kept to meet requirement of donors financial policy.

Job description Well defined job description exist and distributed to all staff

Job descriptions were not reviewed and analysis in every year

Job description is not properly conceptualized by the all staff

Monitoring not always done as per job description

Job description should be reviewed and analyse properly

Result based monitoring system may be introduced i line with Job description

Performance Appraisal

IED has appraisal system (Self analysis)

But staff are not well oriented and do not follow accordingly

IED should organise orientation session for staff and ensure that all staff follow the process.

The existing system may be improved by consulting the performance system, procedures with other organization

Decision Making

Areas or Sub- items

Strengths Weakness Strategies for further improvement

Opportunity of grassroots to give their opinion

In community consultation meetings grassroots opinions are taken.

Not followed by all projects and opinions are not well documented and shared.

IED should take initiative to have grassroots opinion in designing, planning, implementation and evaluation of any project/ activities

Staff access to senior Management

All level staff have access to senior management

In some cases at the field level , hierarchy hinders easy access to the senior management

More initiative should be taken from the management to introduce the open door approach to all for field level staff.

Increase staff EC interaction


Program Management

Areas or Sub- items

Strengths Weakness Strategies for further improvement

Staff participation in Planning Process

Staff members from all levels participate in planning process

Field level staffs have limited participation in planning process

Develop a process for active participation of all staff in planning process

Management Practices - Monthly staff meeting

-Quarterly coordination meeting

-Bi-monthly Management meeting

-Monthly work plan

-Monthly report

-Periodic report

-Meeting of staff to share progress , activities of all projects / Coordination meeting for cross fertilisation of ideas to overcome challenges and problems .

- Monitoring and supervision

- Training for staff- Good organizing capacity

- Less monitoring is conducted due to lack of skilled human resource in monitoring team.

- Need to increase human resource in monitoring team/ or separate monitoring unit should be established .

- Diversified training need for staff development

- Capacity building plan should be developed

External Communication

Areas or Sub- items Strengths Weakness Strategies for further improvement

Communication with Donors

- Periodic report

- Invite donor in significant events

- Organize visit- Meeting with donor.

Take approval in budgetary activities when needed

- Sometimes policy does not match each other.

- Lack of skill person for regular communication with donor

-Initiative to assign a skilled person

-Increase communication with existing donors as well as search for new donors

Communication with PNGOs

- Strong communication exist

- Conduct meeting

- coordination & communication on regular interval

Partners commitments towards social transformation are not always in the same wave length of IED

Need to develop partnership policy

Communication with Network & Alliances

-Membership with different network and alliances exist & increasing

- Attend the meeting

- Day observation

-Non existence of network policy

-Members are ideologically different

Need to develop network policy/ guideline

Develop strategy to work with different ideological group/ organisation/ leaders


- Actively participate in different events organized by alliance or network

Communication with GOB

- Periodic report

- Invite govt. official in any event

- Occasional gift- Meeting with GOB

- Take approval in budgetary activities

- Attitude of GOB officials are not always positive

Need to improve rapport building with GOB officials

Communication with Local Administration / community groups

- Communication with concerned local administration/ community groups exist..

- Invite both group in events

- Take assistance of local admin and community when any problem occurred

-Bureaucratic mindset of local administration

-No easy access to communicate with executive level all time

-Need to strengthened communication

-Initiative should be taken by IED for community group to access to executive level

MACRO Environmental Assessment The purpose of the MACRO Environmental Assessment- external review is to identify and assess the changes in the world that has a significant impact on it over the next 5 years. It looks at political, economical, technological, social, demographical, financial and broad philanthropic trends. The environmental assessment focuses on the broader changes and trends in the organization’s external environmental. It helps organization to determine which changes would bring opportunities for the organization (for example opportunity to grow) and which changes would be threats for the organization.

If an organization does not know its current state, it will have difficulty defining a realistic future state, and the steps required to close the gap between these states will be fuzzy. Looking at the external environment, it can help an organization to break free of an insular mind-set.

External review broadens the planning framework and increases the scope of discussion for the internal review of the organization. Reviewing this outside environment to assess what is currently happening is critical to strategic planning. This assists the organization to see itself in relation to its whole environment. Some factors in the external environment will have long-term implications for an organization. Careful review of these factors will assist IED in designing a future, which can work in harmony with the external environment. Assessing the environment systematically (as part of ongoing strategic planning) reduces the chance of surprise for any organization. A good deal of the environmental assessment is based on potential trends and speculative information. Environmental trends under the following headings: Political, economic, social, and technological.

PEST Assessment The following assessment generally calls PEST assessment which is very important for the participants to make a more realistic plan. The importance of PEST assessment is given below.

Political - Changes in legislation or leadership, which might affect the organization.

Economic - Trends and changes in funding, spending patterns, and the overall economic conditions affecting the organization


Socio-cultural- Changes social and cultural trends

Technological- Rapid advancements in technology and telecommunications and their impact on the organization

Environmental trends may affect IED track. As a result, a process of systematic questioning of the external environment of IED has been essential in order to understand the trends that have an impact on environment. That include, identify the organization that are driving the trends in the respective sector, evaluate the way in which these trends influence the dynamics of threats and opportunities for IED, and make it possible to confirm the value of current positioning or to determine a future repositioning of IED.

During strategic planning workshop, resource team conducted small group exercises with the participants to identify the major Opportunities and Threats that have positive and/or negative impacts on IED, and finally prepare the summary of group findings in plenary session. Later on, opinions of Board Members, the senior management team and the Executive Director were taken before finalization.

In the planning workshop, all the participants have agreed on Five Major Trends as the basis of analysis-

Political Trends Socio-economic Trends Economical Trends Technological Trends Environmental Trends

After the comprehensive group discussion and plenary session, the following findings were revealed-

Political Trends

Development trends

Opportunities Threats Future strategy

Government Policy

Govt. Initiated long term development program

Continuation of donor support to GOB.

Good relationship with Govt./ Elected representative

Political influence and unfavorable policy

Government Policy for NGOs

Strengthen relationship with Govt. & LEBs through advocacy

Accountability and Transparency

Present policy is in favour of creating accountability and transparency of government agencies

Political influence at practice level

IED can create awareness the mass people to make LEBs and local government more accountable

Corruption ●Anti Corruption Commission will function independently and minimize risk factor

●Political influence and manipulation at practice level

●Campaign program and advocacy on anti corruption.

Power Centralisation

Strengthening local government is the priority of current government

Political Influence at practice level

IED should explore its opportunity in taking new projects jointly with local government


Socio-Cultural Trends

Development Trends

Opportunities Threats Future Strategy

Women Leadership in Socio-cultural Institute

State policy is in favour of women leadership development

Attitude of male dominant society still play a negative role.

Growing fundamentalism

Advocacy and awareness campaign through IEC materials with bilateral participation of male and female.

Work with community against fundamentalism

Patriarchy Supportive national and international policies

Social taboos Low application

of policies and law at all levels

IED should undertake advocacy and campaign on the issue at family and community level

Dissemination of Information

Diversity issues Scope of work to work with diversified people e,g, PWD, HIZRA, MSM/FSF, Sex workers, HIV+ people etc.

Traditional attitude and lack of understanding of people

IED should explore new donors to undertake projects on diversity issues in future

IED should carry out awareness programme it the working areas to sensitize people on diverse issues

Drug Addiction Opportunity to mobilise youths and adolescents against drug addiction and drug business

Community people have the capacity to protect drug use and drug business

Powerful syndicate involves behind drug business

Large number of jobless people and their frustration

Large number of people are addicted in the country

IED should involve youths and adolescents in anti-drug campaign

IED should take peer to peer education approach with drug users to refrain them from deadly practice

Woman & Child trafficking

Hard law for protecting women & Child trafficking

High scope of trafficking due to large areas of Indian border

Less application of laws

IED should organize campaign program to protect woman and child trafficking by involving community people , law enforcement agencies, local government, lawyers , etc.

Should make linkage with the organizations working in the field of trafficking.

Economical Trends

Trends Opportunities Threats Future Strategies

Natural Disaster

Natural Disaster eliminates all good efforts

IED should develop Disaster Management Policy

IED should have its own contingency plan for disaster preparedness and management

Instable Market Supportive Commodities are IED should work together with local


Price Government policy for agricultural growth

out of peoples purchase capacity

Increase nutritional scarcity

Increase social unrest

market management committees as well as local administration

Aware community watch group/ community group to work with LEB, and local business community

Technological Trends

Trends Opportunities Threats Future Strategy

Increase of ICT Knowledge

Scope to use ICT in large scale

Charges of the services increased.

IED should take joint project with corporate sector.

Should seek support from development partners

E-Governance Make communication easy and less costly.

No favourable infrastructure

Lack of Skill.

IED should be acquainted with e-governance

Staff should be trained

Renewable Energy

Low cost Solar panels available

Non availability IED could explore the partnership with company working in this sector

Environmental Trends

Trends Opportunities Threats Future Strategies

Effect of natural disaster like, cold wave, drought, flood, & earth quack.

Disaster volunteers are available

Reduce of daily labourers’ income

Normal life interrupted

Loss of crops Increase cost of

production

IED should address cold wave, drought, flood, & earth quack separately during development of Disaster Management Policy

Develop knowledge base on disaster management

Plantation Scope of expanding social forestation

Forestation at road side, river bank and many other vacant places

Unwanted devastation of forest

Land grabbing

IED should explore to take new project on social forestation in collaboration with Forest Department of GOB

Environmental pollution

State policy exist Law is there for

protecting environment

Unplannedunauthorized brickfield

Unplanned urbanization

Sound & air pollution

Inappropriate waste management Climate Change

IED could explore the opportunity to work in the urban areas to protect environmental pollution

IED should start campaign program against environmental pollution

IED could develop its knowledge base on adverse effect of climate change

Stakeholders Analysis IED has been working since September 02, 1983 for developing the living capacity as well as promoting the rights of the disadvantaged community, particularly women, adolescents and children both in urban and rural areas. There are primary and secondary stakeholders, who have been involved in planning and implementation of the project activities. Stakeholder analysis was carried out on the professional experiences. The primary accountability of IED is to the entire section of women community , Adolescents & children with particular emphasis to poor and minority


Characteristics of the primary stakeholders

IED has three categories of primary stakeholders:a. The community people specially women, youth , children and minorities who are deprived

from their rights;b. The Local Government Institutions who are involved in implementing the policies and

programmes of the state; and

c. Opinion leaders/makers and mass media people who are assisting directly the community by disseminating relevant information and experiences;

View of the primary stakeholders on IED ProgrammesA comprehensive primary stakeholder analysis was done in the project areas to get their values on the services provided to them and also to assess their future needs that IED can undertake. The assessment was done by an external consultant where all level of stakeholders participated in groups.

They appreciated all the programs that have positively influenced establishing their rights and improving their livelihood.. The programs helped increasing their resource base and enhanced their status in the society. The rights of the women, youth and children at the family, peers and social levels are relatively valued.

During the process the primary stakeholders raised some of their concerns that IED can address.

IED should strengthen support for both for urban and rural women in the areas of micro-credit, employment opportunities, awareness raising on different right based issues, income generation, education for children, health services , 24 hours hospital service with adequate testing facilities, linkage with GO-NGO service providers for combating poverty as well as domestic violence .

IED management should plan to provide support for enhancing the knowledge of human rights, adolescent rights, help them to seek services from both private and public institution

The staff should be well trained and updated with information. A social mapping may be done to inform the adolescents about different service providers

and how to get all required services for the development of adolescent girls. IED management and development partners should take initiatives to provide support on

adequate food, child friendly family environment, treatment, education, child rights awareness and recreation

Comprehensive work by involving women, adolescents & children on climate change, education, health, early marriage, dowry and elimination of violence against women

IED should take initiative to set up an integrated resource centre at IED HQ, so that all stakeholders have equal access to updated information

IED should have its own legal aid support programme Strengthen participation of civil society in program implementation Strengthen existing networking and relation building with other network Arrange technical assistance for the staff in project proposal development Partnership development to work jointly to supplement each other Provide opportunity for the local organisation to participate in different training program

organized by IED Prepare partnership development plan and implement joint initiatives Develop staff development policy


Exploring self supporting projects

Initiative for own permanent office

Creation of Organization Development fund for self reliance

New organogram should be in place immediately

Retreat with staff and EC will bridge the gap between staff and EC and increase the knowledge of EC and about IED

Gender issue should be mainstreamed


Programme AnalysisA key component of an organization's situation analysis is the analysis of its programs' effectiveness and efficiency. This assessment will provide information about each project with focus on outcome level progresses, whether the expected results were achieved or not. Summary analysis of projects/ programs are given below ;1. Promoting Rights and Empowerment through Initiative of People (PREIP)

Duration: July 2011 to June 2014Donor: EED- Germany

The major focus of the project are Women Empowerment and livelihood development; Promote peoples initiatives to address local and national level issues related to women, environment and minorities, Mobilization of government resources and facilities for the people of the community.

IED has selected the need based project based on the long experience in Promoting Rights and Empowerment through Initiative of People (PREIP) with an aim to improve the status of women, minorities and other disadvantaged people economically, socially and culturally.

Community based activities are being implemented in the Jessore and Mymensingh, where IED intervened for the last 7 years. In Jessore 9 wards of the municipality and 3 adjacent unions and in Mymensingh 14 wards of the municipality have been covered.

Besides, People Initiative (JanoUddyog) program is being implemented at the national level, other plain land minority and environmental concerned areas in Chittagong, Khulna, Rajshahi and Gaibandha, Jessore, Mymensingh, Netrokona and Dhaka districts.

The grassroots level activities of the project are being implemented in Mymensingh and Jessore districts. Advocacy and lobbying activities are carrying out at 8 districts and national levels.

Janoudyog: People’s initiatives IED has been successful in building partnership in various campaigns with around 200 eminent persons including poet, writer, columnist, journalist, ex-bureaucrats, actors etc and 23 NGOs. IED is initiating a program of Janoudyog in 8 districts i.e. Chittagong, Khulna, Rajshahi, Barisal, Dinajpur, Naogaon, Jaypurhat and Gaibandha since July 2008 on women, ethnic & religious minorities, and environmental issues. In this phase of the project Mymensingh and Jessore have been included in the program of Janoudyog in 2011.

2. Name of the project: Harmonize the Actions against inequalities and Oppressions of Rights (HAOR)

Duration: April 2010 – June 2013 Donor: Manusher Janno Foundation (MJF)

The major focus of the project is the Accountability and responsiveness of local government institutions for ensuring rights of poor and vulnerable segments of the society. The project interventions will contribute to increasing accountability, transparency, participation, monitoring and coordination which caused the local government institutions including the UPs to deliver improved services to the people.

The project is being implemented in 10 unions under 2 Upazillas (Barhatta and Mohangonj) of Netrakona district with the financial support from Manusher Jonno Foundation. The project was started in April 2007 and now is running its 2nd phase with an objective to facilitate an organized voice for rights of the target group people through creating an organizational network as pressure and watch group to local governance and to increase the level of awareness and practice of the poor and disadvantaged women and youth of the project area to reduce the domestic violence and increase knowledge level on local governance and to create an enabling environment amongst the community, Union Parishad and relevant govt. agencies to make them supportive towards women,


and make the eligible people to have access to social and legal services, and different public benefits/ allowances and services as their right.

3. Name of the project: Harmonize Mukho-Mukki: MPs and Constituents Working Face-to-Face in Eradicating Poverty and Strengthening Primary Education

Duration: August 11 – July 2014Donor: The Asia Foundation

IED has undertaken a project to make the citizen sensitive for face to face interaction with local Member of Parliament(MP) to place peoples’ recommendations related to eradication of poverty and strengthening primary education in the parliament with due importance for the period of August 2011 – July 2014. Its overall objective directly contributes to create an enabling environment for sensitive citizenship in democratic governance of Bangladesh. The specific objectives are:

The purpose of this project is to encourage and support Members of Parliament from the constituencies of Netrokona, Kishoreganj, Shariatpur and Thakurgaon in their legislative, representation and oversight functions related to evolving, ratifying and implementing a regional policy agenda developed on a participatory basis to eradicate poverty and ensure primary education for all.

The project activities envisaged that this will bring changes in their livelihoods. The voice raising capacity of the people is increased and duty bearers are more sensitized to address issues related to their lives. As a result, significant impact are foreseen in minimizing poverty at local level and Net enrolment ration in primary education ; dropout rate in secondary education; and the literacy rate of 15-24 year-olds, women and men etc.

IED has given emphasis to work in haor, char and remote and comparatively poor areas to take special care. IED and its partner organizations have the strong presence with development activities in these geographical areas.

The project will cover 4 upazilas of 4 constituencies in 4 districts, which are: Constituency no. 165 (Kishoregonj-4, Upazila: Itna) Constituency no. 158 (Netrakona-2, Upazila: Netrakona Sadar), Constituency No.222 (Shariatpur-2, Upazila: Naria) and constituency No. 3 (Thakurgaon-1, Upazila: Thakurgaon Sadar). The kishoregonj and Netrokona district is hard-to-reach and haor area; Naria Upazilla under Sariatpur district is the char and hard-to-reach area and Thakurgaon Sadar Upazilla is also a remote area which is far away from centre. These areas are comparatively economically poor, have less access to education and backward in communications. The areas are not given proper emphases that are needed. People of these areas get less opportunity to get involved in the development process. Taking three unions in each Upazilla, total 12 unions will be covered in the project.

4. Name of the project: Plane land Adibashi student fellowshipDuration: March 2012 – February 2015Donor: SINGH FOUNDATION, USA

The project provides scholarship to the five students of plane land Adibashi areas for achieving their academic goals. Organize study circle with the students to develop knowledge and analytical capacity. Support by fellow Adibashi students to the other Adibashi students for taking part in the admission test, admission and arrange accommodation in the hostel of higher educational institution by fellow Adibashi students. Organize meeting with the adibashi students of the same institution on Adibashi problems and rights issues by fellow Adibashi studentsDevelop and publish wall magazine by fellow Adibashi students in their respective educational institution for improving their writing capacity The project has selected one student from each district Rajshahi, Rangpur, Bogra, Dinajpur and Naogaon who are the students of colleges and universities


5. Name of the project: Strengthening the voice of human rights defenders to protect rights and entitlement s of ethnic minorities Duration: March May 2013 to April 2015Donor: EU and OXFAM- GB.

The focus of the project is Human rights and entitlement of ethnic minorities and Dalits communities in Bangladesh

Overall objective: Strengthening voice and action of civil society to protect and promote human rights and entitlement for ethnic minorities and dalits community in Bangladesh

Major activities: Develop Human Rights Defenders from indigenous and dalits communities (Training) Training on land rights and land management for indigenous CBO and customary leaders Support for access to justice in eviction and land grabbing cases of indigenous peoples Rapid response on Human Right violation cases and access to justice Public Hearing on Human Rights situation ethnic minorities and dalits National level dialogue free and fair voting rights for ethnic minorities

The project is yet to take off in full swing

6. Name of the project: Strengthening Civic Engagement in Elections and Political Processes for Enhanced Transparency and Democratic Accountability

Duration: May 2013 April 2014Donor: The Asia Foundation

Project working areas: Dhaka, Panchagor 2, Thakurgaon 1, Netrokona 1 and 2, Sunamgonj 1 constituenciesObjectives:

Enhance Transparency and Credibility of Election Processes Decrease Political and Electoral Violence Strengthen the Quality of Representation and Democratic Accountability

Outcomes of the project: Long-term domestic and regional election observation and electoral reform advocacy; Citizen monitoring and voter education to mitigate political and electoral violence; and Voter education and forms to enhance responsiveness and accountability of candidates.

Major activities Election observation


Values, Competencies, Vision and Mission & GoalIn the context of rapid globalization, increasing complexity in political interaction, technological change, urbanization, industrialization, socio-economic and environmental changes, new issues are emerged in the country. Some of these are climate change, others the changing ecological context, human development challenges, gender equity, and developments in livelihood choices. Acknowledging these challenges the Government of Bangladesh has given renewed emphasis to rural development in its sixth five year plan2 and in its visions for 2021.

IED as a civil society movement organisation has developed its core values , core competencies ,Vision, Mission, Goals and Objectives for the period 2013 to 2017 within this context. The strategic plan has been produced by IED with the active participation of all its stakeholders under the overall direction of its Executive Committee. To achieve the set vision may take longer time than expected but all at IED and its stakeholders are committed to work to achieve these outcomes.

Core Values Transparency & Accountability

Equity and equality

Innovation & inclusiveness

Collective Participation and sensitivity

Promote rights of woman, children and persons with disabilities

Core Competency Promote People initiatives and voluntarism Mobilization Networking Advocacy and Lobbying campaign Participatory management system Institution building

Programme PrinciplesParticipation - Changing mindset- Geographical focus- Experimentation and learning- Micro-macro linkage

VisionA just society that ensure democracy, balanced ecology and culturally diversified

Mission Statement Promoting people’s initiative for gender equity, livelihood security, governance and sustainable environment through networking, advocacy, campaign and activism .

GoalContribute to establish an enabling environment for the disadvantaged people to demand their rights and improve access to quality services for livelihoods security 2 Government of Bangladesh (2011) Sixth Five Year Plan 2011-2015: Accelerating Growth and Reducing Poverty, Dhaka: Planning Commission, Ministry of Planning, Government of the People’s Republic of BangladeshInstitute for Environment and Development (IED) : Strategic Plan | Annex-B : Observation and Key questions for IED 27

Strategic Issues Issue Strategic Themes Strategic Directions

Programmatic Issues

Women’s Empowerment Working through local government Linking the programs with the existing

local resources Strengthening grassroots level

organization and developing ownership

Strengthening social mobilization Enhance participation of women in

local level committees Economic Empowerment Capacity and skills development

Access to market (policy making/management

Increase income Control over income Increase livelihood security Linking with existing outlet

Environment Development Undertake environment friendly programs and projects

Pro-environment advocacy program through peoples initiatives

Response to social and natural disaster

Creating on awareness on disaster Linking with resource organization

Citizenship Development among Youths and Students

Promoting life oriented citizen education in the national curriculum

Changing the mindset of the young girls and boys in institutes

Support initiatives taken by youths/ Activism of youths (creating

commitment towards society)Democracy and Governance Strengthening local government and

local governance Influencing policies and practices at

different level of decision making process

Initiating institutional change/ reform process .

Raising awareness of people Empowerment of the Minorities Undertake programs for enhancing

the rights of religious and ethnic minority people.

Sensitize the media to mobilize the progressive people

Develop resource center and hub at IED central office

Linking and networking with other actors


Issue Strategic Themes Strategic Directions

Programme Implementation issues

Reaching “Hard to Reach” Areas

Rural and Urban Poverty prone area Coastal area Char area Haor area Adibashi areas (hill tracts and plain

land) Expansion/ Consolidation of IED Programme

Developing an expansion feasibility plan of programs

Expanding development program for extreme poor women

Expanding with an integrated package of main programs

Restructuring Programme Operations Management

Renaming existing ongoing programs Streamlining the program

components Ensuring functional coordination &

collaboration system Review policies / guidelines and

Manuals

Mainstreaming Gender Mainstreaming gender in all IED programmes/ projects/ policies and procedures

Influencing policy makers for mainstreaming gender at local and national level

Advocacy and Networking Strengthening Advocacy and Policy lobbying mechanism for reaching the concerned stakeholders

Undertaking issue based research and disseminate findings with stakeholders

Enhancing collaboration and networking with the stakeholders and partners

Networking with concerned organization for translating women Development policy into action

Leadership and Professionalism

Developing second tier leadership Maintaining leadership role in the

rights and governance movement Coordinating with different human

rights groups Develop professionalism of staff

members Capacity Development of Staff Develop and Implement staff

development policy /plan Improving analytical skill of staff Improve communication and

coordination skills of staff Improve staff commitment Prepare staff development policy


Issue Strategic Themes Strategic DirectionsIssues MIS, Documentation and

Dissemination Developing a comprehensive MIS by

reviewing the existing one Sharing of MIS reports regularly Strengthening library, documentation

of the program activities Improve dissemination system/

mechanism

Gender Equality Promoting/ Recruiting women at the senior level

Sharing gender policy across the organization

Ensuring implementation of gender policy

Designate gender focal point at all level

Management Efficiency Participatory management system

Adopting participatory learning process

Ensuring free flow of information Building institutional capacity

Collaboration with other organization

Initiate joint programming Building partnership Develop partnership policy/ guideline

with specific strategy

Exploring Funding Sources Exploring funding sources Developing relationship with DPs A person should be assigned for fund

sourcing

Strategic Goals , Objectives and Future ActionsDuring strategic planning process, following aspects have been considered in determining Strategic Goals of IED for the next five years period-

Major external trends having a positive and/or negative impact on IED and its beneficiaries Present internal strengths and weaknesses of the organisation having an impact on future

success of IED Opinions and perceptions of key stakeholders on IED services and their expectations Findings of IED Program Assessment

The following Strategic Goals have been identified, which need to be achieved in the coming five years period to try to attain IED Vision and Mission

Strategic Goal- 1. Institutional Capacity of IED strengthened

Strategic Goal- 2. Institutional efficiency and effectiveness of IED improved

Strategic Goal- 3. Positive Image of IED up-hold

Strategic Goal- 4. Advocacy, Networking, Alliance, Lobbying and Linkage Building strengthened

Strategic Goal- 5. Programmatic knowledge-base of IED developed

Strategic Goal- 6. Institutional efficiency and effectiveness of IED improved


Goal 1- Institutional Capacity of IED StrengthenedSL Strategic Objectives Future Actions1.1 Organizational Structure

of IED reviewed and updated

Review of IED Organizational Structure and Organogram Integrate different project organogram in IED organizational

structure/organogram Develop revised organizational structure and organogram for IED

1.2 Policy & System of IED reviewed, updated and developed

Review and update Staff Management Policy, Financial Management Policy and Manual, Gender Policy, Vehicle Policy, Saving and Credit Policy & Manuals / guidelines and systems .

Develop new policy on Human Resource Development, Diversity Issues, Disaster and risk reduction/ adaptation policy and Management, Partnership Development, Right to Information, Internal Audit Policy/ guidelines , etc.

Develop software based Financial Information System (FIS) Develop Management Information System (MIS) and Reporting

System Review the present system of financial authority and banking

procedure towards decentralized approach 1.3 Staff Development Plan

prepared and implemented

Conduct skills audit or performance review or Training Needs Assessment

Prepare a comprehensive staff development plan for next five years

Prepare annual staff development plan based on comprehensive five years’ plan

Arrange staff development training as per annual plan Arrange exchange or exposure visits for IED Staff Members Organize regular Study Circle Organize basic training/ induction training for new staff members Organize Issue based orientation Organize Training of Trainers (TOT)

1.4 Staff participation in planning, decision making and policy development enhanced

Develop a Guideline highlighting the mechanism for involving all level staff members in decision making process

Ensure involvement of IED staff members from all levels in policy and system review, update and development process

Prepare easy to read version of IED Policies and ensure that IED staff members are well informed

1.5 Internal Coordination Mechanism reviewed, improved and practiced

Review present system of Internal Coordination Prepare a guideline for IED Internal Coordination Ensure Inter-project sharing on progresses, learning and

challenges1.6 Good Governance of IED

practiced Ensure sharing sessions among cross functional and inter-project

staff for generating better learning Develop feedback mechanism at all level Ensure availability of Global, National and Local level information Review present salary structure and staff benefit packages Review and update Job Description of IED Staff Members

1.7 Evaluation of IED conducted and impact of IED programs assessed

Ensure external evaluation of IED twice in next five years period Assess impacts of IED programs in 2014 Assess impacts of IED programs in 2016


Goal 2- Institutional efficiency and effectiveness of IED improved SL Strategic Objectives Future Actions

2.1 Monitoring and Evaluation Unit of IED established

Carryout recruitment or placement of skilled and experienced staff in M&E Unit

Develop Capacity of M&E Unit Develop Plan of Action of M&E Unit to implement PME System

and MIS Execute monitoring activities, prepare monitoring reports, provide

necessary feedback and undertake corrective measures Assess effectiveness of PME System and MIS

2.2 Internal Audit section established

Carryout recruitment or placement of skilled and experienced Internal Auditor

Develop Internal Audit Plan Conduct Internal Audit, submit report to management, ensure

correction of audit observations Assess effectiveness of Internal Control Mechanism

2.3 Human Resource Management (HRM) D Unit established

Carryout recruitment or placement of skilled and experienced staff in HRM Unit

Develop Capacity of HRM Unit Develop Terms of References (TOR) for HRM Unit Execute HRM activities Coordinate the process of Annual Performance Appraisal and

prepare report for management Develop HR Data Base for IED staff Assess satisfaction level of IED Staff Members

2.4 Stakeholders Involvement ensured in assessment of IED Programs’ effectiveness

Develop tools and techniques for conducting participatory assessment of IED programs’ effectiveness

Conduct participatory assessment twice in next five years period Develop Assessment Reports Convey assessment findings to IED board and staff members Develop action plan for corrective measures on the basis of

assessment findingsGoal-3 Programmatic Knowledge Base DevelopedSL Strategic Objectives Future Actions

3.1 Rapid Assessment to adapt technological advancements and advantages in different programs conducted and utilized

Conduct Rapid Assessment Identify the areas for adapting or integrating new technologies Develop essential skills among IED Staff Members Establish linkages with different agencies for taking technical

assistance Implement new initiatives for adapting new technologies

3.2 Optimal level of knowledge developed among IED Staff Members on adaptation of adverse effect of climate change in IED working areas

Develop an internal senior management team for getting clear understanding on the issue

Identify the effects that will create impacts on the community people in IED working areas

Develop future strategies to address those effects Develop Plan of Actions Execute Plan of Actions

3.3 Need based program developed and undertaken considering the present situation and demands

Conduct Needs Assessment on- i) Work with Diversified Peoples, ii) Promote Moral Education for adolescents and children, iii) Protect Drug Usages, iv) Protect woman and child trafficking, v) Strengthen Disaster Preparedness and Management, vi) Protect environmental pollution, vii) Promote SME etc.

Design new projects and explore for donor support Implement new projects


Goal-4 Advocacy, Networking, Alliance, Lobbying & Linkage StrengthenedSL Strategic Objectives Future Actions

4.1 Advocacy with Local Elected Bodies, concerned agencies, service providers and other stakeholders reinforced

Develop Annual Plan Provide responsibility to a particular unit for implementing

advocacy interventions Define Advocacy areas and scope of application Organized dialogue sessions between Service Providing Agencies

and IED Target Groups Explore joint project with Local Government

4.2 Networking and partnership building with other agencies improved

Develop Annual Plan Identify the areas of new partnership development Organize sharing meeting with network members in regular

interval Organize or arrange training for Partner NGOs’ capacity building Initiate new partnership projects

4.3 Linkages with Public and Private Sectors for marketing, technology transfer and Small & Medium Enterprise (SME) established

Conduct feasibility assessment for future linkage building Identify potential Public and Private Sectors Explore new opportunities in market linkages, technology transfer

and SME Development Build internal capacity for IED for initiating joint projects Launch new projects jointly with Public and Private Sectors

Goal -5 Positive Image of IED up-hold

SL Strategic Objectives Future Actions5.1 Quality report prepared

and disseminated Develop staff skills on report writing Use modern equipments and technology Introduce result-based reporting Develop analytical skills of IED staff members Review the quality of ongoing reports and develop reporting

structure and mechanism Arrange exposure or exchange visit for better learning

5.2 Quality and quantity of IED documentation, publications and learning materials enhanced

Establish documentation and publication team Build Team Capacity Enhance communication skills to strengthen linkages with various

stakeholders Increase use of modern technology and digitalization

5.3 Wider media coverage and promotional activities of IED strengthened

Review present process of information collection and update system

Establish partnership with Print and Electronic Medias at local and national level

Explore opportunities of executing IED Promotional Activities with media partnership


Annex-A : Action Plan: 2013 – 2018 1 Institutional Capacity of IED Strengthened

SL Future Actions Y-1 Y-2 Y-3 Y-4 Y-5 Responsibility Remarks

1.1 Organizational Structure of IED reviewed and updated

Review of IED Organizational Structure and Organogram √

ED, EC, Senior Management

1.2 Policy & System of IED reviewed, updated and developed

Review and update Finance Manual (Financial policy, Procurement policy, Accounting system practices, financial authority delegation with decentralized approach ,vehicle and various financial related guideline & policy).

Internal Audit Procedure and guideline

Investment policy √ √

Admin. Officer Accounts

Officer Project

Coordinator

Updated on July 2012

Review and update Gender Policy

√ √

Gender focal person

Review and update policy on Human Resource Development and Management, Staff P.F and gratuity fund management policy

√ √

Admin. Officer Accounts

Officer Project

Coordinator

Updated on July 2012

Diversity Issues, Disaster Preparedness and Management, Partnership Development, Right to Information,

√ √

Project Coordinator

Develop software based Financial Information System (FIS)

√ √

Accounts Officer

Availability of Fund

Develop Management Information System (MIS) and Reporting System √ √

Admin. Officer Project

Coordinator

Availability of Fund

1.3 Staff Development Plan prepared and implemented

Conduct skills audit or performance review or Training Needs Assessment √ √ √ √ √

Senior management

Prepare yearly staff development plan √ √ √ √ √

Respective coordinators

Arrange staff development training as per yearly plan √ √ √ √ √


Organize regular Study Circle √ √ √ √ √

Coordinators and Centre Managers

Organize orientation for new staff members √ √ √ √ √



1.4 Staff participation in planning, decision making and policy development enhanced

Ensure involvement of IED staff members from all levels in policy and system review, update and development process √ √ √ √ √

ED and Senior Management

Regularly following the process

Prepare easy to read version of IED Policies and ensure that IED staff members are well informed √ √ √ √ √


Following the process

1.6 Good Governance in IED practiced

Ensure sharing sessions among cross functional and inter-project staff for generating better learning √ √ √ √ √

Coordinators Following the process

Develop feedback mechanism at all level √ √ √ √ √ Coordinators Following the

process

Ensure availability of Global, National and Local level information √ √ √ √ √ Coordinators

Review present salary structure and staff benefit packages √ √ √ √ √

ED and Senior management


Review and update Job Description of IED Staff Members √ √ √ √ √ Coordinators Following the

process

1.7 Evaluation of IED conducted and impact of IED programs assessed

Ensure external evaluation

√ √


Will engages external Evaluator

2 Positive Image of IED up-holdSL Future Actions Y-1 Y-2 Y-3 Y-4 Y-5 Responsibility

2.1 Quality report prepared and disseminated

Develop staff skills on report writing √ √ √ √ √ Coordinators

Use modern equipments and technology √ √ √ √ √ Coordinators Availability of

Fund

Develop analytical skills of IED staff members √ √ √ √ √ Coordinators

Review the quality of ongoing reports and develop reporting structure and mechanism √ √ √ √ √ Coordinators

2.2 Quality and quantity of IED documentation, publications and learning materials enhanced

Enhance communication skills to strengthen linkages with various stakeholders √ √ √ √ √

Coordinators and Centre Managers

2.3 Wider media coverage and promotional activities of IED strengthened

Explore opportunities of executing IED development activities √ √ √ √ √


3 Advocacy, Networking, Alliance, Lobbying and Linkage Building strengthenedSL Future Actions Y-1 Y-2 Y-3 Y-4 Y-5 Responsibility

3.1 Advocacy with Local Elected Bodies, concerned agencies, service providers and other stakeholders reinforced

Develop Annual Plan √ √ √ √ √ Coordinators

3.2 Networking and partnership building with other agencies Strengthened & improved

Develop Annual Plan √ √ √ √ √


Identify and explore the areas of new partnership √ √ √ √ √ ED and Senior Management


Organize sharing meeting with network members in regular interval √ √ √ √ √


3.3 Linkages with Public and Private Sectors for marketing, technology transfer and Small & Medium Enterprise (SME) established

Conduct feasibility assessment for future linkage building √ √ √ √ √

Centre Managers

Identify potential Public and Private Sectors √ √ √ √ √ Centre Managers

Explore new opportunities in market linkages, √ √ √ √ √

Centre Managers

Build internal capacity for IED for initiating joint projects √ √ √ √ √


Launch new projects jointly with Public and Private Sectors √ √ √ √ √


If and when necessary

4 Programmatic knowledge-base of IED developedSL Future Actions Y-1 Y-2 Y-3 Y-4 Y-5 Responsibility

4.1 Rapid Assessment to adapt technological advancements and advantages in different programs conducted and utilized

Explore linkages with different agencies for taking technical assistance √ √ √ √ √


Implement new initiatives for adapting new technologies √ √ √ √ √

ED and Senior Managwement

4.2 Knowledge developed among IED Staff Members on adaptation of adverse effect of climate change in IED working areas

Knowledge development of IED staff at staff and stakeholders level √ √ √ √ √


4.3 Need based program developed and undertaken considering the present situation and demands

Conduct Needs Assessment √ √ √ √ √



Design new projects and explore for donor support √ √ √ √ √


Implement new projects √ √ √ √ √


5 Institutional efficiency and effectiveness of IED improved SL Future Actions Y-1 Y-2 Y-3 Y-4 Y-5 Responsibility

5.1 Monitoring and Evaluation Unit of IED established

Carryout recruitment or placement of skilled and experienced staff for M&E Unit √


If and when fund is available

Develop Capacity of M&E Unit √ √ √ √ √


Develop Plan of Action of M&E Unit to implement PME System and MIS √ √ √ √ √


Execute monitoring activities, prepare monitoring reports, provide necessary feedback and undertake corrective measures √ √ √ √ √


Assess effectiveness of PME System and MIS √ √ √ √ √


5.2 Internal Audit section established

Carryout recruitment or placement/ outsource skilled √ √ √ √ √ ED and Senior Depends on the


and experienced Internal Auditor Management expansion of programs and project

Develop Internal Audit Plan √ √ √ √ √


Conduct Internal Audit, submit report to management, ensure correction of audit observations √ √ √ √ √

ED through internal auditor

Assess effectiveness of Internal Control Mechanism

√ √ √ √ √


Audit Team

5.3 Human Resource Management (HRM) Unit established

Carryout recruitment or placement of skilled and experienced staff in HRM Unit

√ √ √ √ √


Depends on the expansion of programs and project

Develop Capacity of HRM Unit √ √ √ √ √


Develop Terms of References (TOR) for HRM Unit √ √ √ √ √


Execute HRM activities √ √ √ √ √


Coordinate the process of Annual Performance Appraisal and prepare report for management √ √ √ √ √


Process is in place

Develop HR Data Base for IED √ √ √ √ √


If and when fund is available

Assess satisfaction level of IED Staff Members √ √ √ √ √


Process is in place

5.4 Stakeholders Involvement ensured in assessment of IED Programs’ effectiveness

Develop tools and techniques for conducting participatory assessment of IED programs’ effectiveness √ √


Implementation of strategic plan and monitoring

by a core group √ √ √ √ √

ED and Senior Management Team

Annex-B : Observation and Key questions for IEDKhulna, Jonoudyog)Present Services


“Jonoudyog” began its journey in 2004 with the engagement of some progressive and freethinking people who are committed to create social awareness. Despite not having any office or official activities, Jonoudyog has been taking up programs to fulfil the aspiration and needs of common masses. Some of its programs include, Forming human chain, Staging sit-in, Submission of memorandum, Holding press conference.Slum dwellers of Khulna are affected by drinking water crisis, poor sanitation and drug addiction. Khulna City Corporation, DPHE, Department of Narcotics Control and NGOs are actively engaged in mitigating the hazardous situation of slum areas of Khulna city. Jonoudyog acted as a pressure group in this regard by forming human chain, submitting memorandum to DC and publishing news articles in local newspapers. The ecosystem of Sundarban, one of the largest mangrove forests, is gradually being destroyed. Every year a large number of tourists from home and abroad visit this forest. Killing of deer by them is one of the biggest concerns. Jonoudyog held a press conference demanded that deer poaching be stopped and ecosystem of Sundarban be protected which was widely covered in local newspapers.A memorandum was submitted to the Prime Minister demanding proper measures to tackle the adverse effects of climate change.A human chain was formed in protest of price hike of LP gas and load-shedding. Jonoudyog also staged a sit-in demanding implementation of decisions taken by the government to stop coaching business for students and admission trade.

Jonoudyog also staged a sit-in and formed human chain in protest of communal violence against the Buddhist community in Ramu, Cox’s Bazar which took place on 29th September, 2012.In 2009, Jonoudyog provided relief assistance which was collected from the local people to 500 families affected by cyclone Aila. Jonoudyog acted with Khulna City Corporation and the local district administration to dredge the river. Mayor of Khulna City Corporation have taken initiatives to stop illegal encroachment of this river and its joining canals. Jonoudyog does not work like an NGO. It is a platform of civil society which creates social awareness of local and national issues and put pressure on the concerned authorities.

Existing GapsJonoudyog does not have its own office or staff which is a great obstacle to its activities. Everyone gives volunteer service here. An office, staff and logistics are needed for smooth operation. Jonoudyog members are sometimes embarrassed due to lack of an office address. The committee of Jonoudyog is not active. A volunteer from IED takes initiatives to gather the members and organize the programs for Jonoudyog on various issues. Jonoudyog needs strong foundation and activities, and high organizing strength.

Future Need/PlanningFuture planning of Jonoudyog includes forming committees in all 31 wards of Khulna City Corporation, ensuring regular holding of meetings, encouraging the members in volunteer services, providing regular financial and other assistance, forming budget and ensuring accountability. Although supported by IED, Jonoudyog wish to become a self-sufficient and independent organization. Jonoudyog performs its activities in association with IED and does not consider itself as a subordinate organization of IED.

Jessore (Jonoudyog & PRIP)Present Activities:


Jonoudyog is always active in creating awareness on various issues, but only awareness of the concerned people or organizations is not enough. There are many factors which are actually needed to make things happen. So, the people associated with Jonoudyog sometimes become frustrated when their voice is not heard and their demands are not met. For instance, Jonoudyog only managed to form human chain demanding that the river Bhairab be dredged and be freed from illegal encroachers, but this is not enough and Jonoudyog is helpless. It can only create awareness and put pressure on concerned authorities. Jonoudyog does not limit its activities only to forming human chain, staging sit-in, submitting memorandum etc., it also gives suggestions to concerned people/organizations. Jonoudyog already submitted short, medium and long-term plans on how to ease traffic jam in Jessore town to concerned departments. Staff are aware of financial constraints of IED. They are also aware of goals, objectives and activities of IED. All field level staffs are female and from local areas which is actually helpful for project implementation. IED has been working for more than two years at group (Barandipara, Mathpara group’s members statement).Under PRIP project, IED is helping the target group i.e. poor women in improving efficiency and productivity, participating in decision making process at home, countering domestic abuse and oppression, and being able to receive required assistance from the service providers.The group members of Jessore branch informed that IED is providing them with various skill-enhancing trainings such as training on leadership development, entrepreneurship, handicrafts, boutique, sewing and manufacturing of paper shopping bag etc. IED staffs are holding meeting with the group members twice a month where various issues like new ways of income generation, trafficking, sanitation etc. are discussed. Existing Gaps:The project beneficiaries hardly receive any tangible benefit. So, they lack commitment which sometimes results in low turnout at meetings.In a male dominated society like ours, women are largely marginalized. The husbands of many group members are drug addict and gambler. They are almost ruined. The members seek the help of IED staff regarding this, but the staffs are helpless. When the female group members seek legal support for their court cases involving domestic abuse and other family disputes, IED only refers them to BLAST, Legal Aid or Bangladesh Mahila Parishad. But the delayed justice and the cost associated with the legal procedure disappoint the group members. Financial difficulties hamper the IED’s activities such as various training programs, observation of various commemorative days, celebration of festivals etc.The number of field staffs is also less than necessary. Jessore is famous for its handicrafts. Many group members produce handicrafts but they are not properly paid for their products. IED can make arrangements so that they can sell their products at reasonable price.Some of the group members are small entrepreneurs. They don’t have mortgages or collaterals that are needed to get loan from government banks. The members are not interested in high-interest loan with weekly installments offered by the existing microfinance organizations. IED can help them to get small-interest loan with monthly or tri-monthly installments.Poverty is the main hindrance to women empowerment. Some of the women are engaged in making paper bags, boutique and handicrafts and they earn only Tk 1000 to 1500 per month which is not enough. They find it difficult to pay the installments of loan offered by the NGOs because they don’t have regular income and most of the male members of their family are drug addict and without work. They need low-interest loan with monthly installments. Since it is difficult for them to receive loan from private banks, they can be helped in getting loan from government banks. Their children can be admitted to government schools and provided with stipends for smooth education. These women also need help in legal matters.It is much needed that the male members be incorporated into various project activities of IED. Since they are not integrated well in the group activities, they sometimes prevent their wives to be


involved in project activities of IED. They also need assistance in overcoming drug addiction and liquor consumption. Group women confide their problems of personal life, family and society to the field staffs who show them the ways to get rid of these problems. Jonoudyog does not have its own office or staff which is a great obstacle to its activities. Everyone gives volunteer service here.

Future Needs: A lawyer who will work permanently for IED is necessary.Increasing the participation of Pourashava office and other service providing organizations will facilitate the services that are provided to these marginalized women. More income generating activities and inclusion of the male members in project activities will certainly pave the way for various successful projects. An office, staff and logistics are needed for smooth operation of Jonoudyog.

Mymensingh(Jonoudyog & PRIP)Present Activities:IED has been working in Mymensingh since 2004 with an aim to uplift awareness, efficiency and eradicate all sorts of women oppression and violence. IED field staff visit to the group and holding meeting with group members twice a month where stalking (eve teasing), innovative ways of income generating activities, etc are discussed. Under PRIP project, IED is helping the poor women to empower in terms of improving efficiency and productivity, participating in decision making process at home, countering domestic abuse and oppression, and being able to receive required assistance from the government service providers.IED field staff not only holding meeting with group members but also holding meeting one to one when needed. The group members of Mymonsing informed that IED is providing them with various skill-enhancing trainings such as training on leadership development, entrepreneurship, handicrafts, boutique, sewing and manufacturing of paper shopping bag etc. These women confide their problems of personal life, family and society to the field staff who show them the ways to get rid of these problems. Now group members are taking initiatives to protect women of this area who are suppressed by their male family members. Sathi of Banoful group used to be beaten by her husband. With the help of IED field staff the group members have arranged a meeting to motivate Sathi’s husband to stop beating her. Local municipality ward councilor was also present in that meeting. After the meeting her husband and family members have become afraid of social pressure and stopped beating her. Lower income is not main obstacle in these groups. Most of the group members are engaged in making income generating activities. Almost every members of the groups borrowed loan from NGOs. Sometimes they face difficulties to pay the instalments of loan at weekly basis. Increasing the participation of Pourashava office and other service providing organizations will facilitate the services that are provided to these marginalized women. Inclusion of the male members in project activities is a good thing of the project. Staff are aware of financial constraints of IED. They are also aware of goals, objectives and activities of IED. All field level staffs are female and from local areas which is actually helpful for project implementation. Insufficient budget hamper the IED’s activities such as various training programs, observation of various commemorative days etc.When the female group members seek legal support for their court cases involving domestic abuse and other family disputes, IED only refers them to a lawyer who is also involved in Jonoudyog. But the delayed justice and the cost associated with the legal procedure disappoint the group members. IED does not pay the lawyer. Many group members produce handicrafts but they are not properly paid for their products. IED can make arrangements so that they can sell their products at reasonable price.


IED started organizing civil society members of Mymonsing a few years back in a platform named Jonoudyog aimed at taking initiatives to aware people and pressurize to relevant authoirity for the issue. Although IED supports Jonoudyog to take various initiatives by the financial and secretariat support of IED, sometime it takes some initiatives with collection of the fund from volunteers that make them feel proud to do something for the society. It will not self reliant to work by itself without assistance of IED. Neither it is free nor fully dependent. IED is supportive for Jonoudyog but does not want to make it independent. IED may want that it will always be a wing of IED which firmly violation of their earlier commitment. At the emerging stage IED’s commitment was different. It wanted to organize progressive and social activists under Jonoudyog which for the time being IED will assist and will facilitate its members to operate it independently. A human chain was formed in protest of delay start service of the new building of 500 beds Mymensingh Medical College Hospital on 15 September 2012. It was almost abandoned for one and half a year after completion of the building. It was compelled the authority to start the operation of the extended new building.

Existing Gaps: The entrepreneur development training is not effective in this area as there are few entrepreneurs come out from the training. Skill development training should get prioritized comparatively entrepreneur development training. Group members face difficulties to pay the instalments of loan received from micro finance NGOs at weekly basis. Some of the group members are small entrepreneurs. They don’t have mortgages or collaterals that are needed to get loan from government banks that offer low interest with flexible instalment. IED facilitates women entrepreneurs to include in the relevant market committee. But there is very insignificant number of women involve in the business in the market so the effort is becoming useless.Some group members mix up IED activity with BNPS micro finance program. Future Needs: Group members need low-interest loan with monthly instalments. IED can help group members to get small-interest loan with monthly or seasonally instalments basis from public bank or/and its allies’ micro finance NGOs. Male family members should be involved in skill development training like TV, Freeze, Mobile repairing. More emphasis should be given to develop skill of the group members and their male family members. Budget, duration and sector of the training should be increased. Jonoudyog, Mymensingh needs their own memorandum of article for their own identity, ensure the accountability and clear description of duties of its active members and volunteers. It has also registration of local authority.It also needs a separate office with minimal office equipments and staff support. Allocation of the budget should be increased as the present allocated amount for holding programs is insufficient. The linkage and networking among other districts Jonoudyog should be established.

Mohonganj, Netrokona


(HAOR project)

Present Activities:IED has been implementing a project titled Harmonize the Actions against inequalities and Oppression of Rights (HAOR) at Mohonganj and Barhatta of Netrokona district. The project aims at enhancing accountability and responsiveness of local government institutions for ensuring rights of poor and vulnerable segments of the society. The major activities are as follows:IED has been working in activating of UP standing committees holding regular meeting, discuss issues and proposed solutions in the meeting, follow up the previous meetings’ decisions, maintenance meeting minutes & register, etc. It also facilitate to place meeting recommendations to UP’s monthly meetings and took decisions for solving the issues and effectively implement these. It provides training for UP representatives and secretaries.Under the HAOR project union and upazila level civil society groups have been formed consisting of the socially committed person, philanthropists and volunteers for meeting collectively to discuss the problems and progress and find out solution at regular basis. The members of ward platform meet to discuss and address the group members’ problems/demands at regular basis. Project’s field staff organize and coach them to take required initiatives for identifying problems and its solutions.Project’s field staff also facilitate UP holding Ward Sava, meeting of line agencies, planning and budgeting session, union coordination meeting involving representation of all segments of the society including poor women. The project create a good linkage and network among the different groups, forums and service providers (i.e. government, private, NGO) through one to one/group meeting, workshop, and different advocacy tools like forming human chain, submission of memorandum etc.It facilitates to organize Mukhomukhi- an interface meeting with UP and community people at union level on annual plan, budget and performance of UP. The project facilitate ward and union level need assessment and action planning to ensure service from various government service providers which helps them to improve their livelihood. IED’s project staff plays role to make an accommodating and responsive environment for poor. PF and UF are also aware about the activities as well as planning and have worked together for implementing this. A meeting is held each year at Upazila level in order to sharing planning and a rally is organized following this meeting. Peoples Forum helps project beneficiaries to fulfil their demands which emerge from union level by lobbying and meeting with public representatives and government officials, forming human chain, submitting memorandum etc. Recently it has played a significant role to ensure one stop service from UP in respect with 7 line agencies. Although 7 government service departments are supposed to provide relevant services at UP but local people do not have required services. After taken initiatives in this regard most of the line agencies services are available at UP in this project area. Peoples Forum initiates various initiatives beyond its projects’ activities. The activities are demanding inter-city rail service, motivating rail passengers not to travel without fair. There is a civil society named ‘Mohonganj Unnayne Nagorik Committee’ in this area. IED’s Peoples Forum also works together with this committee like demanding for gas service.

Existing Gaps:Vulnerable segments of the society are poor women who are not nursing in the project. In Mohonganj office, 10 Field Facilitators are deployed at field level for accomplishment of various activities. Village level poor women should be organized. There is no provision to form group at village level and meeting with them. Groups of the other NGOs who provide microcredit to the group members are being picked up by the project. During the staff meeting most of the field staff intimated that group meetings do not hold regularly but it is scheduled to hold one meeting in each group per month. Staff capacity is not sufficient for working in UP. UP’s Village Court is excluded in the project activities. Cycle is the mode of transportation of field level staff that is unfavourable for the situation and time consuming. Project staff are not properly treated by the UP chairmen. Staff said if they had motor


cycle instead of bicycle they would be treated more importantly and be able to work more; so projects output would be better.Insufficient fund for conducting meeting is another constraint of this project.Urban poor are not included in the project.Future Needs:Village level group should be organized by the project solely and meeting should be held regularly.Enhance capacity of the UP and increase the flow of its services is one of the major objectives of the project. For attaining this objective field level staff should be properly oriented. Specially newly appointed staff should be trained intensively as UP is a multidisciplinary service provider and a complex institution.UP’s Village Court is one of important services in UP. It is a court to resolve small conflict occurred locally. Although most of the UPs do not have an active village court but there is an opportunity to activate the village court by this project. Project staff are not properly treated by UP chairmen. Staff said if they had motor cycle instead of bicycle they would be treated more importantly and projects output would be better.In this project, IED has been working intensively at union level marginalized people. Peoples Forum’s members said that there are a significant number of urban poor live in Mohonganj Municipality. They should be included in this project.People’s Forums members and field level staff think Tangible benefit should be given its beneficiaries. There is no work between June and October in the Haor area. In this time land become inundated. Most of the people do not have work in this time. IED should take some program considering this reality. People’s Forums members eagerly demanded for participating training which helps them to understand the project and enhance their capacity.The allocated budget for conducting meeting is insufficient. It should be increased.


Documents

iedbd.orgiedbd.org/.../uploads/2019/05/Strategic-Plan-IED-final-june-26-2013.… · Web viewIt is indeed a great pleasure for me to be able to present the ‘Strategic Plan of IED