| BANGLADESH
ASSOCIATION FOR SUSTAINABLE DEVELOPMENT (BASD)
Strategic Plan: July 2018 – June 2023
1. Foreword
The Strategic Plan of Bangladesh Association for Sustainable
Development (BASD) for July 2018 - June 2023 is a document of
a consultative process with the participation of key stakeholders
including community people and leaders, elected representatives,
Government and NGOs officials, staff, donors and members of
the Advisory Board, General Council and the Executive Committee.
With the cooperation from the Strategic Planning Core Team and
facilitated by Dr Benedict Alo D’Rozario, the preparation
involved the members of the Governance and the staff taking
ownership and playing a major role in the entire process.
It is expected that BASD will take stronger leadership and
management roles in implementing the strategic goal, priorities,
objectives and activities set out in this strategic plan. In
addition, concrete and timely steps will be taken by BASD for
organization development.
BASD’s Strategic Plan for July 2018 - June 2023 is firmly
anchored on the past experience and learning, the national plans
of Bangladesh Government and aspirations expressed by the various
key stakeholders including the community people, the donors,
the Members of the Advisory Board, the General Council and the
Executive Committee, and the staff.
BASD is confident that its Strategic Plan for July 2018 - June
2023 has the elements of participation and ownership of the
all key stakeholders including the community people, staff,
donors and the like-minded organizations. Together with the
relevant departments of Government of Bangladesh including the
NGO Affairs Bureau, all stakeholders are committed to the realization
of this strategic plan.
I am glad to inform that Strategic Planning has been really
well participated by stakeholders, and I am very grateful to
everyone who participated and contributed in
many different ways. In the name our BASD family, I would
like to convey our sincerest gratitude to the Facilitator, the
Executive Director of BASD and the members of the Strategic
Planning Core Team for successful completion of the first phase
of the Strategic Plan. We hope to start the second phase - preparation
of operational plan and budget, review of structure and policies,
introduction of new policies, formation of strategic planning
monitoring team, etc. shortly.
Merelin Keka Adhikary
Chairman, Executive Committee
Bangladesh Association for Sustainable Development
2. Overview
Strategy involves setting goal, determining actions
to achieve the goal, and mobilizing resources to executive the
actions. Strategic planning is a systematic process of envisioning
a desired future and translating this vision into broadly defined
goal and objectives and a sequence of steps to achieve them.
Main steps to a Strategic Plan are: Determine where the organization
is, Identify what is important for the organization, Define
what the organization must achieve, Determine who is responsible
and Review.
Just before the completion of the period of the first Strategic
Plan for January 2013 – December 2017, BASD decided to
formulate its second Strategic Plan for July 2018 – June
2023. The Strategic Plan for July 2018 – June 2023 is
the roadmap with inputs from across the Organization. All efforts
will be made to centre the Strategic Plan over the next five
years from July 2018 and in realizing the vision and accomplishing
the mission in a participatory, inclusive, innovative and sustainable
way. As a logical step following the strategic plan, there will
be concrete steps for reflecting on the organization identity
and the organization development.
All the stakeholders were able to discuss, reflect and finalize
the strategic goal, priorities, objectives and activities through
the two workshops held in Dhaka on 16 – 17 February 2018
and on 10 March 2018 and 13 Focused Group Discussion (FGDs)
conducted in Dhaka and four different working areas. The process
also involved donors, staff and other key Stakeholders including
community people.
The Strategic Priorities have been chalked out across two aspects:
Programmatic and Organizational. These priorities complement
the work of the donors and the Government of Bangladesh based
on common interests, capacity and resources of BASD and its
various stakeholders. It is expected that BASD will take stronger
leadership, management, implementing and monitoring roles in
pursuing and achieving the goals and objectives set out in this
Strategic Plan.
3. Methodology
The first meeting between the Facilitator and the Executive
Director to discuss the formulation of BASD’s new Strategic
Plan was held on 3 January 2018. Prior to that, the Executive
Director discussed the Strategic Plan formulation issue with
the Facilitator over phone and had a series of correspondence
for this purpose. On 18 January 2018, the Executive Committee
of BASD held its first meeting with the Facilitator at BASD’s
office in Dhaka to start the process for Participatory Strategic
Plan. This meeting of the Executive Committee members reflected
on the achievements against the targets of the past Strategic
Plan and shared the expectations related to the new Strategic
Plan.
The senior staff members of BASD had an orientation followed
by a discussion session on 19 January 2018 in Dhaka on the concept
of Participatory Strategic Plan, review of the past Strategic
Plan and expectation related to new Strategic Plan. The Strategic
Planning Core Team formed by the Executive Director of BASD
had its first meeting on 27 January 2018 to prepare the Action
Plan of the Strategic Plan. The Strategic Planning Core Team
through its Action Plan set out a participatory process involving
all the stakeholders. The Core Team drew on lessons learned,
experience gained from implementing the projects/programs and
the past evaluation recommendations.
The Participatory Strategic Planning process included two workshops
and 13 FGDs to ensure participation of all key stakeholders.
The first workshop was held in Dhaka with 23 participants including
beneficiaries, donors, staff and members of the Advisory Board,
General Council and the Executive Committee on 16 – 17
February 2018. The second workshop was also held in Dhaka on
10 March 2018 with 21 participants. The FGDs were conducted
as: one in Dhaka with staff; five in Dacope - two with children,
two with beneficiaries and one with others (elected leaders,
community leaders, teachers, Local Government and NGOs staff,
etc); two in Araihajar – with beneficiaries and others;
two in Sunamganj – with beneficiaries and others. Staff
Members conducting FGDs were given orientation in Dhaka on the
process and the questionnaire on 17 February 2018. The results
of the first workshop held on 16 - 17 February 2018 and findings
of the 13 FGDs were shared during the second workshop on 10
March 2018.
Besides, all relevant documents (e.g. Profile, Strategic Plan,
Annual Reports, Evaluation Reports, Trip Report, etc., of BASD)
were collected for study and reflection. The draft of the Strategic
Plan for July 2018 - June 2023 was prepared in a participatory
way with members of the Strategic Planning Core Team.
4. BASD: Who We Are
Bangladesh Association for Sustainable Development
(BASD) is a non-government social development organization established
in 1991 with the initiative of social workers, teachers, doctors
and church leaders of different denominations. It is registered
under Social Welfare (Dha - 03221 in 1994) and its registration
number with NGO Affairs Bureau is 886 (in 1995). It is also
registered under Microcredit Regulatory Authority (MRA), and
Registration Number is: 05518-04426-00431.
BASD covers by its projects and programs the people of all
faiths irrespective of caste, creed and religion. It serves
all people in need putting more emphasis on the children, the
women, the youth and the most vulnerable groups – landless,
small land-holders, the indigenous, the elderly and the differently
able people. BASD aims at holistic development that includes
socio-economic and moral-ethical dimensions. All its projects
and programs are located in the hard-to-reach areas to serve
the people in need.
The General Council of BASD oversees all aspects of governance
of organization and operation of programs. The General Council
meets once a year to formulate policies, review BASD’s
progress, approve annual report and budget, select auditor,
etc. The Executive Committee meets on quarterly basis to follow
up policy implementation, approve projects/programs and work-plan,
monitor BASD’s progress and give guidance for financial
issues. The Executive Committee also guides the Executive Director
and the senior staff for ensuring quality services for people
in need.
Addressing human sufferings, social injustices, poverty and
inequalities was the main purpose of establishing BASD by its
initiators. This purpose is still relevant in the present context
of Bangladesh because for various reasons about 30 percent of
people of hard-to-reach areas are yet to enjoy human dignity
and fullness of life.
5. Vision, Mission, Values and Principles
5.1. Vision
| A
transformed society where everyone lives in peace enjoying
human dignity and fullness of life. |
5.2. Mission
|
Working
with the most disadvantaged people and vulnerable communities
focusing rights, respect and justice through sustainable
interventions for holistic development. |
5.3. Values
For creating a distinct image in the community and
to others, BASD has adopted some core values that will be maintained
by the staff, the Executive Committee, the General Council,
the Advisory Board and all others who are associated with this
organization. BASD believes in values demonstrated by:
• Service- with mutual respect and unconditional love,
• Trust - in the dignity and rights of the disadvantaged
and vulnerable people
• Stewardship - in using organizational and other resources
• Empowerment - of the disadvantaged people and vulnerable
communities
• Love and care - for the nature
• Justice – for the disadvantaged people and the
vulnerable communities accompanying them to rise above their
poverty with a sense of dignity and self respect.
• Equity – of all people without discrimination
of culture, gender or religion.
• Partnership – working in fellowship and cooperation
at all levels, generously sharing resources to help build capacity
in vulnerable communities to work for better future.
• Solidarity - among all people, but particularly with
the disadvantaged people and the vulnerable communities. Solidarity
includes the preserving determination to work for the common
good.
5.4 Principles
BASD has decided to follow some basic working principles
to build reputation and gain better acceptance. The basic working
principles of BASD include:
• Developing people’s capacity to link up with
Government services
• Serving the most disadvantaged and vulnerable communities
• Establishing rights and dignity of the most disadvantaged
people
• Ensuring transparency and accountability in all stages
of activities
• Maintaining flexibility and diversity in program/project
management
• Promoting team spirit and professionalism for all activities
and services
• Mainstreaming gender, aged and disability across the
organization
• Encouraging feedback from all stakeholders
• Sharing good practices with others and learning from
others
• Ensuring inclusiveness and child protection in development
planning
6. Bangladesh: Contextual Analysis
Bangladesh is yet to create human resources development
opportunities for its 161 million people. The Bangladesh Government
and National/International NGOs have been putting high importance
on human resources development – through formal and non-formal
education, specially focusing on vocational/technical education,
life skill education and IT. In order to graduate as Developing
Country from Least Developed Country, Bangladesh will have to
prepare at least 25 percent technically skilled workforce.
The global, regional and national trends and events have been
changing the overall socio-economic, environmental and political
situation of Bangladesh. The NGOs and funding contexts in Bangladesh
have also been changed following the global, regional and national
events.
Bangladesh is the 8th most populous country in the world. The
population density in Bangladesh is 1266 per sq km, the third
highest in the world. There are 11% minorities (Hindus, Buddhists,
Christians) including 1.1% ethnic groups. Poverty is still deep
and widespread, but in recent years Bangladesh reduced population
growth, and improved health, education, food production, export,
domestic resources mobilization, etc. Bangladesh spent 15 years
under military role and democracy was restored in 1990. Islamist
extremism has been rising in the usually tolerant country. Government’s
efforts to maintain law and order, control Islamist extremist
and reduce human rights violation are notable for some success.
The recent arrival of Rohinga brothers and sisters from Myanmar
against their will have a huge impact on economy and social
problems of Bangladesh.
According to the IMF, Bangladesh’s economy is the second
fastest growing major economy of 2016, with a rate of 7.1. From
2014, Bangladesh averaged a GDP growth of 6.5% that has been
largely driven by its exports of ready-made garments, remittances
and the domestic agricultural and service sectors. The market
based economy of Bangladesh is the 46th largest in the world
in nominal terms, and 33rd largest by purchasing power parity,
it is classified among the next eleven emerging market economies
and Frontier market. A recent report by Dhaka Tribune on economic
growth says the domestic output of Bangladesh could double from
$628 billion in 2016 to 1.3 trillion in 2030, moving the country
up to 28th in the ranking of world economies. The growth in
Bangladesh was accompanied by a number of factors some of which
are mentioned below:
• Significance decline in poverty
• An increase in employment
• Greater access to health and education
• Improvement of basic infrastructure
• An increase of income and income opportunities
• An increase of women’s participation in job market
• Improvement of disaster resilience
• Growth of service sector
• Significant increase of foreign remittance
• Greater attention to good governance
• Growing partnership between Government and NGOs
• Gradual adoption of right based approach in development
intervention
Despite huge potential and high hope, Bangladesh is still faced
by various social problems, such as violence against women and
children, poverty, corruption, dowry, illiteracy, unemployment,
under employment, child marriage, child labor, trafficking in
persons, drug addiction, emerging religious extremism, unsafe
migration and violation of human rights. Most rural communities
in Bangladesh attribute their problems to lack of livelihood
opportunities. Farmers relate their problems to lack of operational
linkage with agro-based industries in the absence of appropriate
marketing strategy resulting manipulation and exploitation by
the middlemen. Women’s less excess to financial capital
and limited mobility are often seen as obstacles for their socio-economic
emancipation.
Survey data shows that most people believe their children will
fare better than them and feel that their own financial position
is improving. The average household does not look towards the
government or foreign donors to solve their problems. Concern
with corruption is universal, but the biggest reported social
problem is dowry. Surveys also show that most Bangladeshis are
strongly committed to a moderate stand of Islam and reject violence.
Climate Change in Bangladesh is an extremely crucial issue
and according to the National Geographic, Bangladesh ranks first
as the nation is most vulnerable to the impact of climate change
in the coming decades. It is projected that, by 2020 people
living in the low-lying coastal region of Bangladesh will be
affected by water stress – they will be vulnerable to
sea level rise and increased number of intense, extreme weather
condition such as cyclones. In most countries like Bangladesh
yields from rain-fed agriculture could be reduced to 50% by
2020. For a country with increasing population this will have
an extremely adverse effect on food security. As a result of
this, Bangladesh would need to prepare for long term climate
change adaptation.
Other emerging issues related to climate change and environment
are – crisis for safe water, poor hygiene and sanitation,
natural disasters, over use of chemical fertilisers and pesticides,
food insecurity and environmental degradation.
Bangladesh has made remarkable progress over the past two decades
by ensuring access to education, especially at the primary level
and for girls. The country’s net enrolment rate at the
primary level increased from 80% in 2000 to 98% in 2015, and
secondary school net enrolment is now around 54%, up from 45%
in 2000. Furthermore the percentage of children completing primary
school is close to 80%. Despite this and other achievements,
however, a number of challenges remain;
• Quality and relevance
• Equitable access, specially for children with disabilities
• Governance and management
• Life skills and lifelong education for school dropouts.
Bangladesh witnessed a spate of violent attacks against secular
bloggers, academics, foreigners, and member of religious minorities
in the recent years. There were also life threats against religious
leaders including Christians lay leaders. Timely and efficient
actions by the Government has resulted decrease in such life
threats and attacks. Stalking, sexual harassment, and violent
retaliation against even members of women and girls who protest
such harassment are continued. Prompt investigation and prosecution
in such cases continues to be rare. Indigenous men and women
as well as girls face multiple form of discrimination due to
their gender, indigenous identity and socio-economic status,
they are especially vulnerable to sexual and gender based violence.
In this above context of emerging change, a diverse range of
issues as mentioned below need to be addressed in Bangladesh:
- More equity in income distribution as recent trends shows
that income distribution in Bangladesh has worsened with growth.
- Social and economical living conditions of the rural and
urban poor.
- Climate change adaptation and disaster risk reduction activities.
- Basic health services including hygiene and sanitation facilities
- Safe drinking water, specially for the people living in the
coastal areas
- Safe food for all through organic/regenerative agriculture
- Integrated programmes for children, women and youth emancipation.
- Prevention of child marriage, domestic and human rights violences
- Quality education for the hard-to-reach children and basic
health services.
- Support for livelihood, food security and nutrition.
- Vocational/Technical education for employment and self-employment
- Inclusive development and access to social protection programs
of Government
Support to Bangladeshi NGOs is decreasing day by day as Development
Partners or Donors are focusing more on most-needed countries.
The significant increase of war zones and therefore number of
migrants have also resulted less funding for countries like
Bangladesh that has improved its own economic situation. Besides,
money from Donors is becoming more specifically focused responding
to needs of the most vulnerable communities.
7. Stakeholders
Key stakeholders for BASD in realizing its vision and
accomplishing mission include: Community People, Members and
Leaders of Self-Help Groups, Donors, Elected Representatives
and media. In a community BASD works with the disadvantaged
and most vulnerable groups of people with specific needs, such
as: children, youth, women, landless, small land-holders and
indigenous people.
Institutional partners of BASD include: Government including
NGOAB, UN Agencies including UNICEF and WHO. In addition, there
are like minded and sister organizations made up of NGOs, civil
society and networking organizations.
8. Strategic Goal
| BASD
becomes known as an effective and learning organization
for promoting holistic development and facilitating empowered
and self-reliant communities living in a society of hope
and peace. |
9. Strategic Priorities
Through a thorough participatory process, the following
four programmatic priorities and one organizational priority
have been set out:
|
|
1. Formal and Non-Formal
Education
2. Primary Health Care including Water and Sanitation
3. Disaster Management and Climate Change Adaptation
4. Environment and Agriculture
|
|
Organizational: |
5. Institutional Development and Capacity
Strengthening |
|
