• BASD’s Strategic Plan


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


5. Institutional Development and Capacity Strengthening

10. Strategic Objectives and Activities
For the five identified priorities above, many objectives and several activities as below have been set to realize the vision by accomplishing the mission. The main focus of the set objectives and activities will be on transformational community development by capacity strengthening of the staff, management of self-help groups with an ultimate aim of community self-reliance. The community self-reliance will address all of its three components – financial, institutional and management. Besides, organizational development mechanism will be in place for making BASD more effective organization.

1. Formal and non-Formal Education

Strategic Objective:

1.1 Promote quality pre-primary education for children of disadvantaged and vulnerable communities.

Activities: 1.1.1 Form groups of parents and guardians to raise awareness on education, child rights, child protection, negative impact of child marriage and dowry.

1.1.2 Establish education centers at hard-to-reach areas.

1.1. 3 Capacity building of teachers on child-centered teaching-learning methods, child rights and child protection.

1.1.4 Arrange extra-curricular activities including sports and cultural competition for physical and mental growth of students.
Strategic Objective: 1.2 Enhance employment opportunity for youth and others.
Activities: 1.2.1 Select and motivate school drop-out youth for vocational/technical training.

1.2.2 Link with other institute, agency and NGOs for arranging vocational and life skills training for school drop-out youth.

1.2.3 Network with agencies and companies for employing trained youth.

1.2.4 Train staff and selected group members on small business, handicraft, enterprise, family farm, group farm, etc.

1.2.5 Formulate marketing strategy and provide support for marketing network.
Strategic Objective: 1.3 Promote proper growth, development and moral value education of children and youth.
Activities: 1.3.1 Facilitate and strengthen child club and make them aware on child rights, child protection , moral values and negative impact of child marriage.

1.3.2 Organize orientation meetings with parents to motivate them for promoting values of tolerance, solidarity and justice.

1.3.3 Arrange sports and cultural competition for children and youth for promoting unity and cooperation.

1.3.4 Arrange special coaching for students on different subjects and financial and counselling support for higher study.
Programmatic Strategic Priority: 2 Primary Health Care, Water, Sanitation and Hygiene.
Strategic Objective: 2.1 Improve maternal and child health.
Activities: 2.1.1 Organize health awareness education meeting with community people on diseases prevention, maternal health and immunization of Under-5 children.

2.1.2 Make linkage with healthcare services providers for appropriate services for pregnant mothers, safe delivery and immunization.

2.1.3 Arrange awareness and other support for nutritious food for mother and children to reduce stunting.
Strategic Objective: 2.2 Promote hygiene practice and total sanitation and safe water coverage.
Activities: 2.2.1 Facilitate awareness lessons on sanitation, safe water and hygiene for community people.

2.2.2 Organize workshop for staff on total sanitation coverage and use of safe water for all purposes.

2.2.3 Link and collaborate with NGOs and DPHE for total sanitation coverage and safe water.
Strategic Objective: 2.3 Make drug-free working area.
  2.3.1 Arrange meeting/discussion on drug-free life for children and youth.

2.3.1 Organize workshop for staff on drug-free society.

2.3.1 Campaign for drug-free society.

2.3.1 Link with agencies and NGOs for rehabilitation of drug addicted Youth.
Strategic Priority:
3. Disaster Management and Climate Change Adaptation.
Strategic Objective: 3.1 Strengthen Efforts on Disaster Risk Reduction.
Activities: 3.1.1 Link with Union Disaster Management Committee, Upazila Disaster Management Committee and other NGOs to facilitate Disaster Risk Reduction activities and initiatives.

3.1.2 Arrange participatory community mobilisation events to gain support of all community members for Disaster Risk Reduction interventions.

3.1.3 Organize training for capacity building of staff, community leaders and group members for Disaster Risk Reduction planning and implementation.
Strategic Objective: 3.2 Enhance the capacity of staff and community to increase understanding and steps for climate-resilience livelihood.
Activities 3.2.1 Organize seminar/meeting for staff and community people for increasing understanding on impact of climate change.

3.2.2 Train the staff and selected group leaders/members on climate-resilience livelihoods including agriculture, poultry and fish culture.

3.2.3 Create sustainable livelihood opportunity for farmers and youth by introducing climate-resilience varieties and practices.

3.2.4 Document, share and replicate good practices on climate resilience Livelihoods.
Programmatic Strategic Priority: 4. Environment and agriculture.
Strategic Objective: 4.1 Promote environment-friendly society.
Activities: 4.1.1 Arrange meeting, seminar, environment fair, exposure visit, cultural program, etc.

4.1.2 Prepare and use education materials including poster, leaflet, video, documentary film, billboard, etc.

4.1.3 Support for social forestry and tree plantation at homestead, river and canal embankments, school premises, sides of pond.

4.1.4 Document, share and replicate innovative and good practices.
Strategic Objective: 4.2 Facilitate agriculture-friendly society.
Activities 4.2.1 Arrange seminar, meeting, training on agriculture-friendly society.

4.2.2 Aware community on risk of unsafe food creating Information Centre.

4.2.3 Marketing of safe food.
Strategic Objective: 4.3 Promote Eco-village and practice permaculture.
Activities: 4.3.1 Create Eco-village and arrange Eco-fair.

4.3.2 Strengthen Environment and Eco-network.

4.3.3 Arrange training on Permaculture and follow up for implementation.
Organizational Strategic Priority: 5. Institutional Development and Capacity Strengthening.
Strategic Objective: Strengthen staff capacity and improve management process for quality services.
Activities: 5.1.1 Arrange Orientation on BASD for key stakeholders to cover identity, values, principles, attitude, spirituality of social
Animators and Workers.

5.1.2 Review/formulate and implement policies for Human Resources, information disclosure, communication, gender, child protection, money laundering, anti-corruption, etc.

5.1.3 Improve tools and strengthen systems and process for baseline survey, monitoring, evaluation and impact assessment.

5.1.4 Formulate and implement policy for local resources mobilisation

5.1.5 Build capacity of staff on social enterprise development, social business, MEAL (Monitoring, Evaluation, Accountability and Learning), climate change adaptation, marketing, resources mobilisation, child-centred education, etc.

5.1.6 Arrange half yearly learning sessions for staff and members of the Governance.
The BASD has been implementing -for several years - many of the activities mentioned under the first four programmatic priorities above. For the new proposed activities (e.g. child-centred teaching-learning, social business, MEAL, etc.) BASD will have to train and prepare its staff in the first or second year of the Strategy Plan. Most of the activities under the priority number - 5 are new but very important, and therefore BASD is to make it a regular practice.

Besides the above priorities and activities, BASD has a vast experience in implementing Microfinance Program following the rules and regulations of the MRA of the Bangladesh Bank. For socio-economic development of the most vulnerable people from some selected working areas and financial sustainability of BASD, the Microfinance Program is to run effectively after formulating the Microfinance Program Strategy Plan (please refer to 11.4 below for details).

11. Organization Development Mechanism
For becoming an effective organization, BASD is to take a number of steps in addition to review of structure and policies, adoption of new policies, implementation of revised Human Resources policy, improvement of monitoring system and addition of internal audit system. As a first step, BASD is to arrange a reflection session in order to have clear and common understanding among all the stakeholders – on the basic identity of the organization.

Some details on the other steps for organization development mechanism are given below:

11.1 Monitoring and Evaluation
Monitoring and evaluation system will include both internal monitoring mechanism and external evaluation mechanism. Internal monitoring mechanism will have the following steps:

Projects will be monitored closely by Staff, Donors and Community in a
participatory way. Management of BASD will recruit and engage appropriate staff and train to ensure regular monitoring of the projects. Based on the monitoring reports, projects pace and directions will be steered by the Management of BASD. Internal or self-evaluation will be conducted by those who are responsible for implementing a project or program.

Besides, external or independent evaluation will be conducted by evaluators outside of the implementing team, lending it a degree of objectivity. For smooth and effective external evaluation, BASD will ensure a baseline survey before the initiation of any projects. There will also be a mechanism in place for mid-term review, final evaluation and impact evaluation for any projects.

11.2 Partnership and Coordination:
Partnership principles and coordination mechanism will be based on:

- maintaining openness and transparency
- sharing of good and best practices
- following high standard and quality management
- reporting as per agreement

11.3 Resource Mobilization
Initiatives for both human and financial resources mobilization for sustainability of BASD will be in place with the following steps:

- formulating fund raising policy for local and corporate support for projects
- arranging annual campaign for local and national fund raising
- mobilizing local resources at groups level
- accessing resources from other NGOs and Government
- using trainers and training centre for income generation

11.4 Microfinance Program
- a Microfinance Program Strategy Plan having goal, objectives, activities, targets, areas, implementation strategy, structure, results, etc., as elements be formulated.
- a Microfinance Program Committee with clear TOR be in place to operate it
- administration, finance, monitoring, reporting and auditing of Microfinance Program be done separately

12. Conclusion
The BASD’s Strategic Plan for July 2018 - June 2023 is a reflection of analysis across all levels of stakeholders. Most stakeholders opined for BASD to become an effective and learning organization for promoting holistic development and facilitating empowered and self-reliant communities living in a society of hope and peace.

An Operational Plan with budget, revision of Organization Structure and Policies, a reflection on identity and formation of a monitoring team will be the main steps of the next phase to map out roles and responsibilities and required resources to implement the Strategic Plan.

The Operational Plan, among other things, will also include a socialization strategy, and a monitoring, evaluation and learning process to ensure that the plan is implemented effectively. Besides, the Operational Plan will have well formulated indicators against each activity with participatory annual and mid-term reviews for learning and continued improvement.