GNB MID TO LONG - TERM STRATEGIC PLAN (2022 - 2024) Good Neighbors Bangladesh GNB M i d to Long - Term Strategic Plan (2022 - 2024) i | P a g e Table of Contents List of Tables ................................ ................................ ................................ .............................. ii List of Figures ................................ ................................ ................................ ............................ ii List of Abbreviations ................................ ................................ ................................ ................. iii I. Executive Summary ................................ ................................ ................................ ........ 1 II. Introduction ................................ ................................ ................................ ..................... 3 III. Country Context Analysis ................................ ................................ ............................... 4 A. Internal Context ................................ ................................ ................................ ............... 4 B. External Context ................................ ................................ ................................ ............ 15 C. SWOT Analysis ................................ ................................ ................................ ............. 20 IV. Country Strategic Direction ................................ ................................ .......................... 23 A. Country Goal ................................ ................................ ................................ ................. 23 B. Program Participants & Target Area ................................ ................................ ............. 23 C. Program Approaches ................................ ................................ ................................ ..... 28 V. Country Strategic Focus Area ................................ ................................ ....................... 29 A. Programmatic Alignment & Strategic Direction ................................ ........................... 29 B. Organizational & Administrative Strategic Direction ................................ ................... 46 3. Performance Management ................................ ................................ ............................. 48 A. Target Setting ................................ ................................ ................................ ................ 48 B. Resources Planning ................................ ................................ ................................ ....... 53 C. Monitoring and Evaluation ................................ ................................ ............................ 53 D. Risk Management ................................ ................................ ................................ .......... 54 GNB M i d to Long - Term Strategic Plan (2022 - 2024) ii | P a g e List of Tables Table 1: Rating of 2020 Annual Country Evaluation by GPC Table 2 : SW O T Mapping Table 3 : SW O T Analysis Table 4 : Program participants with GNB’s activities Table 5: Program Target Area Information Table 6 : Programmatic Alignment & Strategic Direction Table 7 : Action Plans (Program Scope) Table 8 : Organizational & Administrative Strategic Direction Table 9 : Target setting of Indicators Table 10 : Budget Information Table 11 : Personnel Information Table 1 2 : Risk Management Chart List of Figures Figure A.1: Public examination rates Figure A.2: Number of students attended in co - curricular activities Figure A.3: Malnutrition rate (2018 - 2021) Figure A.4: Number of Income Generation Groups (IGGs) Figure A.5: Employment opportunities Figure A.6: Cooperative capital Figure A.7: The Number of Cooperative Member F igure A.8: Number of women in Household Income Generation Figure A.9: Number of women in Capacity Development Training Figure A.10: Women participation in Social awareness Figure A.11: Number of youth received training Figure A.12: Number of volunte ers Figure A.13: Recipients of COVID - 19 Response Activities Figure A.14: Result of COVID - 19 Response Activities GNB M i d to Long - Term Strategic Plan (2022 - 2024) iii | P a g e List of A bbreviations ANC Antenatal care AIS Automated Identification System ANC Antenatal Care BBS Bangladesh Bureau of Statistics BCC Behavioral Change Communication BRAZH Building Resilience to Achieve Zero Hunger CAT Community Action Team CBO Community Based Organization CBCP Community - based Child Protection CDC Community Development Committee CDP Community Development Project CHW Community Health Workers CMC Cooperative Management Committee CRK Child Rights Keeper CSO Civil Society Organization CSP Country Strategic Plan CSR Corporate Social Responsibilit y DGHS Directorate General of Health Services DRR Disaster Risk Reduction ER Emergency Relief EU European Union FDP Family Development Project FY Fiscal Year FYP National five years Plan GDA Global Development Approach GDP Gross Domestic Product GIK Gift - In - Kind GN Good Neighbors GNB Good Neighbors Bangladesh GNI Good Neighbors International GPC Global Partnership Center HCU Health Care Unit HO Head Office HR Human Resource HRD Human Resource Development HSC Higher Secondary School Certificate HVF Health Volunteer Female ICT Information and Communication Technology IEDCR Institute of Epidemiology, Disease Control and Research IG Income Generation IGAs Income Generation Activities IGG Income Generation Groups JSC Junior School Certificate KOICA Korea International Cooperation Agency LDC Least Developed Country M&B Mother and Baby Care M&E Monitoring & Evaluation MDG Millennium Development Goal GNB M i d to Long - Term Strategic Plan (2022 - 2024) iv | P a g e MFI Micro Finance Institutions MLTSP Mid to Long Term Strategic Plan M O HFW Ministry of Health and Family Welfare NGOAB Non - Governmental Organization Affairs Bureau NGO Non - Governmental Organization MIS Management Information System MOU Memorandum of Understanding NER Net E nro llment R ate ODA Official Development Assistance PEC Primary Education Certificate PNC P ostnatal care POC Person of Conce rn POA Plan of Action PPE Personal Protective Equipment PR Public Relation PSEA Protection from Sexual Exploitation and Abuse PSP Project with Specific Program SA South Africa SCAN Street Child Activate Network SDG Sustainab le Development Goals SE Social Enterprise SG Strategic Goal SME Small and Mid - Size Enterprises SM Strategic Management SNS Social Network Service SO Strategic Objective SOP Standard Operational Procedure SRH Sexual and Reproductive Health SSC Secondary School Certificate SWOT Strengths, Weaknesses, Opportunities and Threats TVC Television Commercial UN United Nation UNICEF United Nations International Children's Emergency Fund UNWFP United Nations Worl d Food Program UK United Kingdom USA United States of America USD United States Dollar WASH Water, Sanitation and Hygiene WHO World Health Organization GNB M i d to Long - Term Strategic Plan (2022 - 2024) 1 | P a g e I. Executive Summary Since declaring Good Neighbors v ision 2030 “ Empowering People, Transforming Communities” GN plays a central role in solving the common challenges facing the international community. GN set 5 strategic goals, 17 strategic t asks, and 47 action plans to achieve the vision 2030. Good Neighbo rs operates its activities in three layers global, country, and project level. Inevitably, all projects and countries’ strategic planning should be in line with the global strategic planning. So, based on strategic goals and tasks in v ision 2030, all GN fi eld countries are developing M id to L ong T erm S trategic P lan how countries can contribute to get global goals and targets. MLTSP becomes the fundamental and reference when developing country logical framework together with indicators and targets. From the beginning of the year 2022, Good Neighbors will practice an integrat ed document, which is known as c ountry Mid to Long - Term Strategic Plan (MLTSP). Good Neighbors Bangladesh is passed it’s 25 years’ journey after its operation started in this country. This Country MLTSP development is so important because, f irst, GNB wants to clarify and strengthen the connection between its strategic objectives, outcomes, and action plans in all global strategic goals and strategic tasks. Second, to develop realistic and achievable country - level targets based on set indicators to ensure the co ntribution to global targets. Third, to optimize assistance, feedback, and facilitat ion from global o ffice s to GN field c ountrie s for optimum results. Fourth to improve efficiency and effectiveness of the strategy planning, implementation, and monitoring by both global offices and field countries of Good Neighbors GN strategic plan is the whole process from situation identificatio n to goal setting The purpose s of GNB’s strategic planning are as follows: 1. To align all projects of GNB within the organization’s mission for a unified approach towards greater shared impact globally. 2. To find the best alignment of GN B resources, expert ise, and capabilities with the current local priorities of partner communities. 3. To identify clear objectives of GNB and map out the strategies to achieve those objectives and how achievements will be measured. 4. To define the identity of GN B programs. 5. To provide guidance for selection of participants and allocation of resources. 6. To provide guidance for project (re) design through a clear and focused scope of programming. GNB follows GN recommended five step process during the MLTSP development. Step 1: GN vision, m ission, and core values internalization. Step 2: Country context analysis which consists of internal conte xt, external context, and SWOT a nalysis. Step 3: Country strateg ic direction which consists of country goal, program approach, and participants and target areas criteria. GNB M i d to Long - Term Strategic Plan (2022 - 2024) 2 | P a g e Step 4: Country strategic focus area which consists of programmatic alignment and the formulation of strategic direction in programmatic and organiz ation & administrative aspect. Step 5: Performance management which consists of planning key performance indicators or target setting, resources planning, monitoring and evaluation scheme, and risk management plan. Programmatic key achievements of GNB in terms of child education and protection, health, income generation, resource mobilization, community organizing and most importantly response during COVID - 19 period was remarkable. GNB successfully able to decrease school dropout, child marriage, and child labor rate during the years 2018 - 2021 . GNB has expanded its activities from three (03) areas to eight (08) areas in maternal & child health during the years 2018 to 2020. Good Neighbors Bangladesh ensured stable family income of targeted households t hrough 17 cooperatives in 16 CDP areas. In 2020 GNB completed 5 CDP/FDPs midline evaluation which were redesigned in 2017. GNB has legal registration as an international NGO from country’s NGO Affairs Bureau. GNB is governed by the Steering C ommittee in co mpliance with GN’s standard . GNB is excellently operating quality community development and localization activities as well as child protection. T here are strategic delivery programs including child sponsorship programs, social economy programs and utilizi ng gifts - in - kind Good Neighbors Bangladesh is excellent in overall finance and internal control. GNB is operating its finance and internal control with maintain international standard . Good Neighbors Bangladesh has expanded its presence and revenue by imp lementing 7 partnership projects across the nation exercising a joint endeavor with GN support countries, other than community development projects. GN Bangladesh also raised 33% non - sponsorship fund against total budget in 2021 from bilateral agencies, mu ltilateral agencies, and other donors to overcome the funding shortfalls from child sponsorship program In political context Bangladesh has always been a massive zone of working for the NGOs At present Bangladesh is acquiring political stability gradually, which is helping the NGOs to continue their work properly. In recent year Bangladesh has experienced steady economic growth in export business, hard - working labor force and committed entrep reneurs supported by the pro - business, pro - investment policies of the Government. In FY 2018 - 19, GDP growth was 8.15 %. Bangladesh Govern ment’s twin policy initiatives ‘Vision 2021’ and ‘Digital Bangladesh’ envisage Bangladesh becoming a Middle - Income country by 2021 and a developed country by 2041. At present Bangladesh has approximate 162 million populations with 0.98% of growth rate. Technology is the major player wh ich have significant impact on Bangladeshi people’s livelihood and economy, education, health, & communication sector . Even in rural areas, people are now connected with the world. This has brought a massive change in the e - commerce sector of Bangladesh. T he legal system of Bangladesh is based on a common law system. A number of laws exist under which NGOs can secure a legal identity with a recognized Government structure. Bangladesh is a subtropical country with a monsoon climate. Bangladesh has extremely high amounts of rainfall with the whole country receiving an average of 1600 mm. Climate change impact is one of the major threats for this country. It is estimated that by 2050 at least one out of every seven people will be adversely affected because of it. GNB M i d to Long - Term Strategic Plan (2022 - 2024) 3 | P a g e Considering internal factors GNB has identified some strengths and impr ovement areas. GNB’s strengths are: It has l egal entity as an INGO and governed by the own steering committees, GNB has well infrastructure and facilities in HO and CDP areas, GNB has well established cooperatives & other organizations, G NB practices competitive HR with long - term experienced sta ff s. GNB has s trong HR, M& E, Project Development and Admin A ffairs unit . A defined task force team is working for effective response to the emergency On the other hand, GNB need to work for organiz ational sustainability factors through improving external networking, technological adaptability, and fund raising strategy. Good Neighbors Bangladesh set the country goal “Enabling environment created for children and community through education and protection, health, livelihood, and community organizing program” for the MLTSP period (2022 - 2024). To achieve the country goal GN B s et 7 S trategic O bjectives. The Strategic O bjectives (SO) are as follows: SO1: Promoting child rights and making a child - friendly society through mobilization of women, youths, and children. SO2: Establishing community - based child safety net system. SO 3: Improving access to education for underprivileged children. SO 4: To ensure healthy life in community by public health access through community mobilization. SO5: Improving communities’ livelihood through women entrepreneurship and sustainable social economic activities addressing social problem. SO6: Contribute in the SDGs achievement through the innovative projects. SO7: Enhance community resilience and mobilization of resources to response disasters. Good Neighbors Bangladesh mainly targeted three (3) types of targeted group as it’s beneficiaries: Children, Women and Youth. Currently, Good Neighbors Bangladesh is operating 16 child sponsorship based CDPs and 4 project with specific program s in 12 distr icts serving more than 18,000 sponsored children. Good Neighbors Bangladesh plans to expand their child sponsorship CDP to 3 more areas during this MLTSP period (2022 - 2024). GNB has also plan to establish 3 project sponsorship CDP in 3 disaster focused are as in this MLTSP period. II. Introduction Good Neighbors Bangladesh (GNB) is a partner country of Good Neighbors International (GNI) which is an international humanitarian and development organization with its global headquarter in California, USA GNI incep ted in 1991 in Seoul, South Korea. GNI also has International Cooperation Office in Geneva, Switzerland and fund - raising offices in the USA, UK, Canada, Korea, Japan, Taiwan and Australia. The organization is working in 192 communities in 45 countries arou nd the world through 199 Community Development Projects (CDPs) and benefiting approximately 16.8 million people, including 9.6 million children. GNB was registered as an international voluntary organization with the NGO Affairs Bureau (NGOAB) of the govern ment of People's Republic of Bangladesh and commenced its operations in August 1996. Our greatest mission is to improve the lives of others especially GNB M i d to Long - Term Strategic Plan (2022 - 2024) 4 | P a g e those of children through education, community and women development, health, sanitation, livelihood, and disaster risk resilience projects. From the inception of GNB, its sole purpose has been to provide disadvantaged children a glimmer of hope. At that time, GNB concentrated on projects such as Mother and Baby Care Centers (M&B Centers) in slum areas and pr imary schooling at urban and rural areas. In 2021, GNB operated 16 CDPs & PSPs and 5 Special projects located in 12 districts across the country supporting about 18 ,000 children and 18,177 families . In the last 24 years, we implemented CDPs by supporting the stable and self - sufficient development of a community through projects focused on education, health, drinking water and sanitation, income generation, and networking with other organizations in Bangladesh. We are also partners with the government and local communities for advocacy on raising public awareness while recruiting and training volunteers and professionals. We also implemented natural disaster resilience & innovation interventions and emergency response activities for the a ffected population during natural disasters and unexpected conflict. III. Country Context Analysis A. Internal Context 1. Programmatic Key Achievements & Lesson Learned Child Protection: C ommunity mobilization by raising awareness on child marriage and child labor issues has resulted in the remarkable decre ment of related cases during the years 2018 - 2020 . During this time, GNB organized various significant activities to promote child rights. Good Daddy Campaign played an important role to protect child marriage in the community. The child marriage rate is 0.74% among GNB’s targeted beneficiaries, whereas the government rate is 51% (7 Oct 2020, UNICEF). By networking and advocating at the local and national levels , GNB created a significant impact on child rights issues. Education: By operating GNB S chools and Dream School Centers, the public exam passing rate has been increased in recent years, which is presented as follows as a graph: 97.59% 95.50% 97.45% 97.45% 2018 2019 Primary Education Certificate (PEC) Examination National GNB 87.58% 87.90% 86.41% 89.37% 2018 2019 Junior School Certificate (JSC) Examination National GNB GNB M i d to Long - Term Strategic Plan (2022 - 2024) 5 | P a g e F igure A.1: Public examination rates Note: PEC, JSC & HSC exams were not held in 2020 due to the COVID - 19 pandemic. From 2018 - 2021, GNB arranged different type of co - curricular activities such as Word Master Competition, Math Maestro Competition, Science Fair & Bangl e Cube Study (Brain game), etc. It has created a positive impact on the school - friendly environment and academic results. Figure A.2 : Number of students attended in co - curricular activities Due to the COVID - 19 pandemic & closer of educational institute the students number has been decreased respectively. Health : Safe motherhood service has been enhanced in the community by mobilizing community health workers and their services. GNB has expanded its activities from three (03) areas to eight (08) areas in maternal & child health during the years 2018 to 2020. By the initiatives of GNB community health workers (CHWs), which include home visit for counseling pregnant mothers and family members regarding ANC and PNC and cluster meeting with the community people including pregnant mothers for raising awareness , community people became aware and responsible to receive maternal & child health service from duty bearers. As a result, the maternal mortality rates in GNB proje cts have been reduced to around 4 deaths per 1 0 , 00 0 live births whereas national maternal mortality rate of Bangladesh is 176 per 100,000 livebirths (Health Bulletin - 2016). 77.77% 82.80% 83.75% 93.58% 80.95% 96.20% 89.58% 94.67% 2018 2019 2020 2021 Secondary School Certificate (SSC) Examination National GNB 66.64% 73.93% 76.94% 76.27% 2018 2019 Higher Secondary School Certificate (HSC) Examination National GNB 71,136 29,175 15,019 15,619 2018 2019 2020 2021 Student attended in co - curricular activities Student attended in cocurricular activities GNB M i d to Long - Term Strategic Plan (2022 - 2024) 6 | P a g e Positive behavioral change was noticed as a result of our education sessions, campaigns, day observations, and others health sectoral interventions. On the other hand, vaccination for disease prevention and WASH facilities have decreased morbidity rates wi thin the targeted community. In the period of 2018 - 202 1 , GNB has consistently performed initiatives such as health check - ups, counseling, education, and nutrition supplementation which have created a greater impact on child malnutrition reduction. Although in 2020 , due to the COVID - 19 pandemic situation, malnutrition rate increased compared t o the previous two years , b ut in 2021 the malnutrition ra te has been decreased. Figure A.3 : Malnutrition rate (2018 - 202 1 ) Income Generation: Good Neighbors Bangladesh is operating income generation activities to increase family income, job creation, an d women empowerment. Moreover, Income Generation G roups (IGGs) based activities execution is another mandate to increase the family income of the targeted community. Number of women participations in household in income generation in 2021 is 19 , 106. Number of trainees for income generation is 2 , 538. Figure A.4 : Number of Income Generation Groups (IGGs) Figure A.5 : E mployment opp o r tunities This year Good Neighbors Bangladesh does not plan to establish any new IGGs by the revolving fund due to having large number of IGGs. GNB is nursing exi s ting IGGs for maximizing profit rather than new execution. On the other hand, some of our IGGs has been completed project duration and member are joining in bundling approaches. That’s why number of IGGs a re less comparatively. GNB support operational cost of CBOs until coming a suitable situation. GNB support capacity building training and workshop on Co - op management, booking and financial management to function Co - operative activities smoothly. CBOs are using co - op360 software (Including MIS and AIS) to ensure transparency and accountability. Still now GNB is assisting them for 99 114 114 79 2018 2019 2020 2021 Number of IGGs Number of IGGs 1,846 2,111 2,022 7,320 2 0 1 8 2 0 1 9 2 0 2 0 2 0 2 1 EMPLOYMENT OPPORTUNITY CREATED THROUGH IGG EXECUTION Number of IGGs Members 24.33 18.21 19.58 17.82 2018 2019 2020 2021 MALNUTRITION RATE (%) Malnutrition Rate GNB M i d to Long - Term Strategic Plan (2022 - 2024) 2 | P a g e designing and strategy planning for betterment of CBOs. Building partnership and networking with the relevant authorities in loca l and national level is another important role of GNB. KPIs based target setup, assessment and recognition of their outstanding achievement is another strategy of GNB so that a competitive environment may create among GNB Co - operatives. The below info graph has shown the cooperatives members, capital, and net - profit through the upward trend of development except for the net - profit in the year 2020 due to COVID - 19. Figure A. 6 : C ooperative capital Figure A.7: The Number of Cooperative Member Women Empowerment: GNB works for women ’s empowerment and leadership development through capacity improvement, Income Generation Activities (IGAs), and promoting women's rights. During the years 2018 - 2020 , women ’s empowerment has been promoted a lot through involvement in the family decis ion - maki ng process, increased mobility, and enhanced community participation The IGAs training, leadership, and bookkeeping training have improved the institutional management skills, bargaining skill s and job - oriented skills of women. Community health worker (CHW) mobilization for community health service provide d a common identity that empowe red the women as well. T otal 892 IGG member received capacity development training for income generation , in 2018 . On the other hand, in 2019 , a total of 2 , 071 wom en received capacity development training for income generation, in 2020 , a total of 2 , 034 and in 2021 , almost 2 , 538 women received capacity development training for income generation. Women’s social mobility and awareness on their rights are also increased. In 2019 , total 5,881 mother participated in social issue - based session and total 6 child marriage had prevented by the mother’s direct intervention. In 2020 , total 1 , 960 community w omen participated in social issue - based meeting and 2 , 758 women participated in women rights related day observation . In 2021 total 1 , 975 women participated in women rights related day observation program, and 2 , 749 women participated in social issue - based program. 157,015,333 210,787,244 270,575,903 320,010,899 2018 2019 2020 2021 Cooperative Capital (BDT) Cooperative Capital 14,817 15,413 16,483 19,106 2 0 1 8 2 0 1 9 2 0 2 0 2 0 2 1 COOPERATIVE MEMBER GNB M i d to Long - Term Strategic Plan (2022 - 2024) 8 | P a g e Figure A .8 : Number of women in Household Income G eneration Figure A.9 : Number of women in Capacity Development T raining In 2018 , a total of 4,629 participants participated in women rights related of day observation, whereas in 2019 , the number of total participants was 5 , 023. Even in 2020 , during the pandemic situation when a nationwide shutdown was continued , women rights related days we re o bserved to maintain limited participation where total participants were 2,222. Due to COVID - 19 restriction s, participation is in a declining trend in 2020 Figure A .10 : Women participation in s ocial awareness Community Organizing : GNB is practicing community - led approach throughout its project cycle emphasizing community organizing activities. The social aw areness meetings were attend ed by 11,288 people in 2018, 5,881 people in 2019, and 1,960 people in 2020. In the development journey, GN B promot ed youth leaderships through youth council and volunteerism A number of community youths (98 people ) are in 14 youth councils who has locally organized and taken the lead in guiding the youth in promoting child rights and assisting in executing th e GNB interventions at the community level. 892 2,071 2,034 2,538 2018 2019 2020 2021 Number of Women Participants in Capacity Development Training for Income Generation 18,177 18,517 19,106 2019 2020 2021 Number of Women Participating in Household Income Generation 11,356 4,321 2,190 2,787 Women Participation in Social Rights Awareness 2018 2019 2020 2021 GNB M i d to Long - Term Strategic Plan (2022 - 2024) 9 | P a g e From 2018 - 2020, skill development trainings were arranged for 324 youth s in 2018, 1 , 231 youths in 2019 , and 378 youths in 2020. The community is gradually organizing towards women rights, child rights , and livelihood issues to build an inclusive social safety - net in the community Figure A. 11 : Number of youths received training Figure A.12 : N umber of volunteers Moreover, in 2020 the form of community organizing activities was diversified due to the COVID - 19 pandemic. Besides regular community organizing activities 182 community members vol unteered their leadership in COVID - 19 emergency respons e activities through the involvement of 14 Community Action Team (CAT). COVID - 19 Response Activities : The first COVID - 19 case w as confirmed in Bangladesh on March 8, 2020, by the country's epidemiology institute, IEDCR. Since then, the pandemic has spread day by day over the whole nation and the number of affected people had been increasing. During that crisis moment , Good Neighbors Bangladesh took some preventive and responsive initiatives. GNB prepared a community action team for smooth implementation of response program and creation of mass awareness on comm unity. GNB registered doctors are still providing telemedic ine services to community to make the t reatment services accessible to all. GNB handed over 10 COVID - 19 sample collection booth s for strengthening the diagnostic system to DGH S ( 5 units) and COVID - 19 dedicated health facilities (5 units) From April 202 0 t o now GNB supported sponsored children and their family with food a nd hygiene kits under community - led response program 1. A t otal of 17,216 families receiv ed the food & hygiene kits support. Under community - led response program COVID-19 response program-1 COVID-19 response program-2 17,216 6,436 RECIPIENTS OF COVID - 19 RESPONSE ACTIVITIES 324 1,231 378 1,156 2018 2019 2020 2021 Number of Youth Received Training Number of Youth Received Training 913 1,240 1,240 1,801 2018 2019 2020 2021 Number of Volunteers Number of Volunteers GNB M i d to Long - Term Strategic Plan (2022 - 2024) 10 | P a g e 2. T ota l 6,436 community people were supported b y food and hygiene kits through local fund raising. The needy, disadvantaged, elderly and disable d are served by the program . GNB implemented a very unique approach – good bazar. In this program beneficiaries offered 02 opt ions to choose items. In one portion there were traditional cloths and food considering religious festival (Sharee, Lungi, Semai, Polaw rice, Sugar). We called this option household/livelihood items. Total 8,326 beneficiaries choose to receive these items. O n the other hand, 4,109 people received basic food items and 12,435 supported by common items ( f estival food item). 1,541 beneficiaries received livelihood support [paddy/seed, SME development, duck/chicken, tree, goat] 3. GNB implemented Hospital facilitie s up - gradation initiatives in 03 COVID - 19 designated hospitals in 2020 [Hand washing booth, Oxygen concentrator, High flow oxygen cannula, PPE, sample booth, K95 mask, Gloves, nasal refill]. GNB observed COVID - 19 mass awareness week and mass awareness camp aign with SCAN Bangladesh by networking [5 , 000 masks & 2 , 000 message stickers]. In August 2021, when CO VID - 19 infection rate was at its peak, GNB conducted a baseline survey in the community to focus on the root problematic cause. After finding out the cause, GNB developed a very strategic and innovative program implementation plan for COVID - 19 response program and named it “Whole community approach - COVID - 19 response program - 3”. GNB established some goals [ Reduced infection rate, Increased Vaccination rate, Increased mask use rate, Improved Patients management in Upazila level Health Complex] and activities to achieve those goals Result of COVID - 19 Response Activities : This figure represents the outcome of interventions. Here, a sharp rise was seen in increased mask use rate in baseline [30.3%] and end line [69%] survey s . It indicates the need of availability of mask and the mask s can cause positive behavioral changes. The infection rate is reduced from 26.4% [baseline] to 18.4% in the end of line survey. It proves that the interventions can bring some positive changes in community that causes the reduced infe ction rate. Vaccinatio n rate has increase d from baseline survey [3.3%] to end line [6.74%]. In this figure, GNB can measure the outcome of expected results through some limitations. Figure A .14 : Result of COVID - 19 Response Activities 0 10 20 30 40 50 60 70 Reduced infection rate Increased vaccination rate Increased mask use rate 26.4 3.3 30.3 18.4 6.74 69 Result of COVID - 19 Response Activities Baseline Endline GNB M i d to Long - Term Strategic Plan (2022 - 2024) 11 | P a g e End Project Cycle Summary: GNB’s 14 CDPs/FDPs have completed their e nd of project - cycle evaluation s from 2017 to 2020 by different external evaluators to aggregate the lessons learnt and recommendations from both the commun ity and project implementers . Th e community development program has been effective by bringing change in the locality with due course of alignment between international development policies, Bangladesh government’s strategy, and Good Neighbor’s mission. Through the evaluation, it is fou nd that community needs are given priority in focusing on CDP wise focus interventions, GNB has been recognized as an important institutional actor in mobilizing community development motivating people and implementing social welfare programs and external involvement at the end project cycle evaluation has made the redesign more effective with added validity. Sector based specific outcomes show that the projects are almost always successful according to the plan. But there are some gaps considering the com munity ’s needs , e specially in terms of child rights establishment which requires further project redesign for another phase. Mid - line CDP Evaluation Summary: Mid - line evaluation of 5 CDP/FDPs has been conducted in 2020 which were redesigned in 2017 by different external resource persons to assess the continued relevance, effectiveness, efficiency and impact of the interventions and the pro gress made towards ach ieving their planned objectives. Through the evaluation , it is found that CDPs are responsive to the child education, child protection, health, and community livelihood development. One of the major positive findings is that knowledge levels are increasin g in the health and nutrition sectors. Child education and protection issues are very well addressed , though som e child rights violations are observed. Sustainable cooperative interventions for women ’s income generation activities an d leadership practices makes women more empowered. One of the remarkable findings of the CDP mid - line evaluation is GNB’s community participation through community resource mobilization. Mid - line evaluation also finds some shortcom ing in the design format mainly focused on the project exit plan and sustainability plan. Though some areas needed to revise the action plan to achieve outcomes of the logical frameworks. The mid - line evaluation also focused on the recent COVID - 19 impact including high risk of child school dropout, child labor, post COVID - 19 health problems and income generation. Two Decades Impact Evaluation by Independent Researcher: The c ommunity - l ed a pproach is one of the efficient holistic approaches in GNB’s community development proce ss. Good Neighbors Bangladesh has been practicing this approach from the very beginning of its journey. “Two Decades Journey of GNB” is a research publica tion that reveals Good Neighbors Bangladesh ’s development strategy in community development. This research publication shows that GNB is working through an integrated project approach to bring positive changes in the community. GNB M i d to Long - Term Strategic Plan (2022 - 2024) 12 | P a g e GNB is currently serving ov er 20,000 children and 18,000 households through its integ rated services in the arena of education, child protection, health, sustainable economic development, child and women rights, youth development, disaster risk management, networking - partnership, and a dvocacy. In the process of implementing these integrated service s , GNB involves the community ’s children, youth, men and women and duty bearers as well as community resources in terms of GNB. Through this community resource mobilization GNB ensures comm unity participation as well as community ownership. The D ream School approach, Participatory School Monitoring, Math Maestro, Bangle Cube, My Dream (I want to be) etc. are the highlighted approaches to ensure child education and rights. The Good Daddy campaign and campaigns for Children Under T hreat of M arriage are the major interventions for ensuring girls’ rights especially. One of the major findings of the publication is GNB has designed most of its projects aligned with the global goals (MDGs and SD Gs) as well as consider ing national priorities and local needs. GNB works for the improvement of community health through Community Health Worker (CHW) mobilization. In women ’s empowerment sector , GNB’s paradigm shifting of “self - help groups” to “Cooperati ve movement” is considered a very successful and sustainable strategy in the publication. This publication appreciated GNB’s partnership strategies with schools, local authorities, and the local government institutions as well as the national level apexes and forums to advocate in favor of child and women at local, regional and national level. Result Report of CHW Pilot Project (5 CDPs by Independent Researcher): Government s and NGOs have worked in collaboration to establish, expand, and improve robust pluralistic CHW (Community Health Worker) programming. GNB's frontline community health workers provide door - to - door health services to the underprivileged and deprived communi ty people , particularly for women, children, and the poor. The CHW intervention of GNB incepted in 2015 as a pilot initiative with the vision of providing skilled community health workers for the health and wellbeing of the marginal ized peop le of Banglade sh. The community - based approach of the program has empowered and sustained the community maternal and child health as well as social dignity of CHW. CHWs are recognized as a vital component of Primary Health Care in 1978 Declaration of Alma - Ata and subseq uently in the 2018 Astana declaration with the involvement of CHWs in different health care actions at community level. The program result reveals the fact that, there are quite visible and si gnificant changes have been made in ANC and PNC care , e specially the importance of WHO recommended four times check - up. Research analysis reveals that in most intervention areas there is a sharp increase (61.1%) in comparison to the baseline (12.0%). Most importantly, the institutional deliv ery scenario has been found to be in a better stage in maximum intervention areas (base 40.7% to end line 59.3%). So, our objective for the target communities was to develop a sustainable CHW program in the long run and empower CHW with their communication and decision - making abiliti es. This will be the most visible and replicable evidence and learning element of the GNB CHW implementat ion approach and result document GNB M i d to Long - Term Strategic Plan (2022 - 2024) 13 | P a g e Lesson Learned : • Mor e strategic preparation for pandemic or disaster issues. • Local community engagement in all stages of project management accelerated the project results. • P roject with Specific Program (PSP) expanded our programs scope and resources diversification. • A n etwork and partnership were formed, which broadened the scop e of fund opportunity, knowledge sharing and implementation skills. • Dream s chool c enters assist student especially female to be on track for a better future. • Localization capabilities enhanced to accelerate organizational mission and vision. • The p roject result s cultivation and dissemin ation reflected our potential , capacity, and reliability. • Budgetary constraints were one of the most important issues. • The r ecord system of GNB needed to be simplified and well documented. • Expand CHW mobilization and income generation activities for more impact