Our Resilience Framework Our experience shows that a holistic, adaptive and integrated approach is needed for men and women living in poverty to manage the risks they face and to make the most of opportunities that arise. Partnerships, brokering relationships and integration are key to this. Such an approach is also key to achieving the global sustainable development goals. This process must be inclusive and accountable, and led by people and communities. Our Resilience Framework recognises that we work at different scales and levels such as national, regional, district and with individual households. All levels are dynamically linked and influence how communities and individuals experience vulnerability to risk. The framework is equally applicable across each of the levels. At the core of our framework is our belief that individual and community resilience can be enhanced by empowering poor and vulnerable women and men, boys and girls to manage risks and improve their wellbeing, so that they can live with dignity. The framework aims to help AID-COMILLA’s programmes to support communities to identify the risks they face, act on their own behalf, exercise their rights, access resources, and respond appropriately and effectively to achieve sustainable results.

How we go about it : How we build resilience is crucial to the outcome. The principles for implementing the framework include: 

Community-led processes (especially participatory vulnerability and capacity assessments – PVCAs): focused on putting communities and individuals at the centre of change, increasing awareness of risks, uncertainties and their root causes, building on local capacities and identifying mitigation strategies in an active cycle of analysis, action and advocacy activities, informed by local and external knowledge such as climate information and market analysis. Power,

Gender and inclusion: power, gender and inclusion analysis focuses on providing targeted assistance (such as protection) aimed at tackling power dynamics, encouraging meaningful participation, and promoting and measuring transformational change.

Accountability: including the sharing of information, genuinely inclusive participation and the embedding of feedback mechanisms throughout the whole programme cycle. Programmes need to adapt to the local context, integrating social, cultural and/or spiritual considerations.

Do no harm: programmes should have a deep understanding of the wider context to avoid reinforcing existing or underlying community tensions and inequalities and transferring environmental, social or economic risks to other areas, communities or social groups.

All these elements are fundamental in building shared understanding, trust and long-term solutions. from misuse, internal weakness, and/or poor design and maintenance.

The changing context: risks and opportunities

The risks and opportunities identified by communities are different in every context. For example, risks and stresses are often multiple, interlinked and complex at various scales. These issues and opportunities can be classified under six broad headings:

Structural: how power is distributed and exercised in the operation of management, decision making, service delivery, and governance structures, and the ways in which social norms, gender, representation and inclusion are addressed.

Climate and environmental: potential adverse effects due to environmental change and degradation, including loss of natural resources, pollution from effluents and energy use, hydro-meteorological and geophysical change.

Infrastructural: Potential adverse effects resulting from the failure of physical structures – including buildings, roads, power supplies and protective infrastructure, such as flood protection embankments – resulting from misuse, internal weakness, and/or poor design and maintenance.

Livelihood and market: income, household food and nutrition security, control of productive assets, access to business opportunities, operation of and access to markets, fluctuation of global prices, and the ability to maintain sustainable and profitable livelihoods.

Health and wellbeing: physical, mental, spiritual and social wellbeing affecting lives and livelihoods, and social stresses that erode personal, family and communal cohesion and strength.

Conflict: physical and psychological violence, destruction of assets and dislocation of communities, breakdown or absence of governance/state structures and services and where there is no rule of law.

Programme interventions These contextual risks can be addressed through work in seven broad complementary programmatic areas working towards our understanding of resilience as an outcome:

Shifting power relations : Achieving equal power relations – at household to national levels – and protecting rights by increasing community influence over decisions that affect members and empowering them to exercise their rights to demand effective responses to risks and vulnerabilities and the provision of quality services such as education.

Climate-resilient agriculture and natural resource management. Sustainable management of land, water, soils, forests, agriculture and agro-pastoralism that reduces poverty and hunger in the face of climate change, improving the resources future generations will depend on.

Inclusive markets development. Supporting producers to gain increased control over, and access to, information, credit and markets so that they can build sustainable livelihoods, increase income and create savings.

Community health: Strengthening community health systems to improve access to services, adoption of appropriate practices and integrated interventions which include promoting equitable social norms and institutions and integrated disease programming, enabling people to maintain healthy and productive lives, and promoting health and wellbeing.

Disaster risk reduction. Putting in place community focused risk reduction and risk management measures and policies such as preparedness, early warning systems and mitigation activities, both structural and infrastructural, to address natural and human-made hazards and cascading risks.

Humanitarian response. Communities are organised and empowered to manage emergencies when they arise.

Tackling violence, Building peace:  Increased protection for those most vulnerable to violence, equipping them to address the causes of violence, to tackle impunity, and to develop peaceful and effective alternatives to violence and armed conflict.

These programmatic areas are neither sectoral nor mutually exclusive but are interconnected and work across scales. An integrated approach is necessary. The context will shape the types of interventions that are required according to the risks. For example, an environmental risk such as flooding can be addressed through different types of intervention, such as the construction of a protection embankment or dyke (DRR), or via advocacy, lobbying local authorities to improve community participation in urban planning. The context establishes the priorities and potential opportunities for addressing the risks appropriately.

Implementing the framework The circular process of analysis, learning and action starts at programme level with a macro-context analysis, which includes power analysis and vulnerabilities and, where appropriate, a conflict analysis. This initial analysis will inform selection of target areas and partners. At community level, the process should begin with a power analysis focusing on gender and inclusion, and where appropriate, a local-level conflict analysis. Through a community-led process, informed by the macro and local analysis, community members review their risks, vulnerabilities and capacities, and develop an integrated community-owned plan of action and advocacy activities framed by the changing context (risks and opportunities). Where appropriate, opportunities to scale up and link with different levels of governance should be pursued. Accountability, meaningful participation and a systematic process of review and learning at community, partner and programme level are fundamental to sustainability and long-term impact.

How AID-COMILLA adds value Our Resilience Framework bridges the gap between humanitarian and development work.

We acknowledge the complexity and scale of risks and pressures, and recognise that to be successful and transformative, we often need multiple actors and platforms, working across different sectors, levels and scales. Our partnership approach adds value because we collaborate to achieve shared goals, facilitating and brokering partnerships to promote integration and accountability, empower civil society, broker coalitions, leverage resources and enhance advocacy. Building resilience ultimately relies on iterative analysis and learning by communities, partners, our supporter and other stakeholders. However, without tackling power inequalities, we will be unable to deliver transformative social change and people will remain locked in a cycle of poverty and vulnerability.

We have been working in Bangladesh since 1995 and are recognized for addressing the needs of and strongly advocating for the empowerment of excluded and vulnerable communities including women, adolescent girls, refugees, internally displaced persons, landless, Dalits and other ethnic minorities through an intersectional lens in some of the most hard-to-reach areas like remote Chars of Kurigram District. AID-COMILLA has worked to claim their rights, entitlements and expand their power in social and economic spaces using integrated and inclusive approaches both directly and with 04 international funding agencies partners in 10 districts across Bangladesh.

Nationally we operate through local offices across 10 districts and have extensive experience managing and monitoring thematic areas such as CVE, Justice for All, Livelihoods, CGBV, and climate change along with focused project on gender, inclusion and human rights. A total 236 skilled staff including 35% female and 65% male are managing the programme and projects.

Operational structure: AID-COMILLA’s project ways of working follows a matrix model horizontally’ across the traditional ‘vertical’ silos of functions. The team will be led by a designated Project Manager/Budget Holder and all team members under his/her leadership will have clearly defined roles using the RACIS (Responsible, Assists, Consulted, Informed and Sign off) tool.

Our approach: We promote inclusive and intersectional rights-based approach in all stages of development and humanitarian work. AID-COMILLA has significant expertise and experience of working with civil societies, advocacy platforms and coalitions, the private sector, the UN, and the Government of Bangladesh. Our work is guided by our Corporate Gender Strategy – ‘Gender Justice for All: Achieving just and equitable power relations between women and men’, which focuses on power relations.

We are a member of the Leave No One behind Coalition of the Sustainable Development Goals in Bangladesh.

AID-COMILLA’s Resilience Framework outlines a holistic, adaptive and integrated approach and at the core of this framework is the belief that individual and community resilience can be enhanced by empowering poor and vulnerable women and men, boys and girls to manage risks and improve their wellbeing so that they can live with dignity.

Key guiding principles of this framework include power, gender, inclusion, accountability, do no harm and community-led process in different contexts and translating evidence-based learning into the participatory decision-making process with

AID-COMILLA’s core principles are guided by feminist principles of inclusivity, equality and cooperative working. Our gender inequality and social empowerment visions is: systems of oppression that continue to discriminate based on gender, socio-economic status, religious belief, caste, race, disability and other identities are dismantled and equality of outcomes for all is achieved. We work to dismantle intersectional oppressions that compound marginalization of excluded communities. We recognize the multiple grounds of identity inter sectionality (ex. gender, caste, race, nationality, religion, ethnicity, sexual orientation). We have designed a series of programme interventions that challenge the existing patriarchal structure that often puts women in a subordinate position in society. Through our project interventions we have been able to give voice to women who are often side-lined. Women are also able to break the cultural norm of restricted mobility, and are now actively participating in livelihood activity for example rowing; fishing, cultivation and marketing of products our women beneficiaries are now seeking justice from the informal and formal justice systems. We are also engaged in the women’s movement in Bangladesh through our partnership with organizations such as USHA and also member of the One Billion Rising Campaign to raise awareness and end GBV in Bangladesh.

Management: AID-COMILLA has well infrastructure & decentralized organogram to ensure transparent management system and accountability. The entire department is leading by competent personnel having adequate academic background and professional skill. All most al the staff is working for long time with AID-COMILLA. Key positions are hold by the personnel having long outstanding experience in the development field and have adequate skill and knowledge. AID-COMILLA’s organizational structure comprises individual departments of Human Resource Development, Operation& Program, Training, Finance, Internal Audit, Training,  ICT and Documentation, Communication & Information unit.

Human Resource Development: HR Management is responsible for selecting and hiring candidates using various processes and tools. The department support to processing various categories paper for employees such as appointment, personal history, payroll management, tax management, compensation packages, safety and healthy working environment & legal issues. The department is cognizant of discriminatory practices that can exist in the workplace. These issues might pertain to ethnic background, race, sexual harassment and practices.

Finance: This department ensure the adequate funds available to acquire the resources needed to help the organization achieve its objectives; furthermore it ensure costs are controlled; ensure adequate cash flow; establish and control profitability levels. One of the major roles of the finance department is to identify appropriate financial information prior to communicating this information to managers and decision-makers, in order that they may make informed judgments and decisions. Finance also prepares financial documents and final accounts for managers to use and for reporting purposes.

Internal Audit: Internal Auditors help Organizations to manage the wide range of risks facing them before they become a problem. Internal Audit’s primary duty is to act as eyes and ears for the Board, to which it should be accountable, usually via the audit committee. In providing “assurance” to the Board, Internal Audits job is to exercise critical analysis to express the real scenario & recommend how the organization would like it to be. Boards need to know that their Internal Audit team feels empowered to ask tough questions and challenge critical assumptions. Internal Audit’s role as a vital check and balance to an organization’s operations and governance has arguably never been greater.

Training: The training wing supports to provide an opportunity and broad structure for development of human resources through improving technical and behavioral skills, sense of team work, team spirit, and inter team collaborations. It helps to create a healthy work environment, improve capacity of the staffs to achieve organizational vision, mission and specific goals and objectives of the projects/programs.

Compliance issues of the Regulatory Authorities and Funding Partners:

Money Laundering: AID-COMILLA has a central based “Compliance Unit” led by a compliance officer is responsible for implementing the money Laundering Prevention Law. The officer is reportable to organizational Executive Director for his task.  A committee consists of  07 members have been provisioned at central and area level for implementation of the Money Laundering Prevention and Anti Terrorism Law. A training session has been organized to aware all the staffs and officers about the issues and they are very much committed to implement the law. The client has approved loan or deposit is 100,000 or more Bangladeshi Taka preserved personal information i.e. Name, renowned in the community, father/mother’s name, photograph, date of birth, nationality, occupation and present & permanent addresses, and accuracy of the information is guaranteed.

Practice of Virtues (Suddhachar) (MRA Circular 22):

As per the MRA guideline, AID-COMILLA formed a “suddhachar” committed and selected focal person, for the same and a person to deal with information as per the rights to Information Act. AID-COMILLA also displayed Citizen Charter in the Offices spaces. AID-COMILLA discuss Shddhchar related issues in its staff meeting at central and field level. AID-COMILLA is following Service Rules and Performance based management and punishment system for violation of organizational rules and policies.

Management of AID-COMILLA

The General Council of AID-COMILLA consists of 21 members who are considered to be the supreme authority of the organization.  An Executive Committee composed of 07 members is elected for a three-year period out of the General Council to create policies and direct the execution of programs.  All policies and programs duly approved by the Executive Committee are implemented by a modest number of staff headed by the Executive Director, who is accountable to the Executive Committee and is responsible for the effective implementation of programs, and management of all administrative and financial matters of the organization.

Monitoring and Evaluation System

AID-COMILLA established its own M&E Cell to serve as the Monitoring and Evaluation Unit of the organization to be able to objectively and effectively assess the progress of the projects, identify issues and concerns, and provide recommendations thereof.  With the creation of the M&E Cell, AID-COMILLA developed the capacity of senior level staff by giving them the opportunity to apply their knowledge and skills in M&E and communication.  The M&E Cell of AID-COMILLA is comprised of 7 senior level staff members conducting monitoring activities in all Project working areas.  AID-COMILLA believes that a good M&E system enhances credibility of the organization and therefore will lead to better services and relations to its participants, partners and donors.

Management Team

AID-COMILLA has a Management Team composed of Project Managers, Project Coordinators, and Managers which serves as a venue to express all management issues and concerns within the organization.  The Management Team is a clear manifestation of AID-COMILLA’s intention to improve its management systems to better serve its stakeholders

Development Partners since inception of AID-COMILLA

AID-COMILLA has track record of  working with different local and international donor agencies such as International Rescue Committee-USA (2 project), Democracy International-USA (USAID- USAID fund-5 project ), NCSC (USAID- US Department of State fund-4 project) , , DFID/UKAid -7 project, UNDP-2 project, EU-9 project, Christian Aid-03 project , HelpAge-International-2 project, RELIEF-International/Start Fund/ DFID-1 project,  MISEREOR-Germany-6 project, DANIDA-2 project, Embassy of Japan-1 project , The Rabo Bank Foundation of Netherlands-8 project , ASIRP/DFID/GOB-1 project , Liliane Fonds of Netherlands-1 project, NORAD/DWA-1 project, DFID/CPP/NRI-1 project, CARE-Bangladesh-2 project, The Australian High Commission-1 project , UNICEF/GOB-3 project,  Winrock International of USA-2 project , BRAC-ESP-3 project, BRAC-GoB-1 project  etc.

Code of Conduct Policy

AID-COMILLA, a community based voluntary organization involves in enabling the poor and disadvantaged communities especially women and children seek to end poverty, and to promote social justice and human dignity to enjoy the benefit of right on natural resources and intuitional services moving towards major improvement in their rights and livelihoods.

AID-COMILLA is fully committed to the principle of honesty, integrity and fair play in the delivery of services to the communities based on the best practice and quality of work of staff members. In this context, staff members have a responsibility to the organization to strive for and maintain the highest standards in the day-to-day conduct of their work in accordance with AID-COMILLA’s core values. As such, the following code of conduct always applies to all staff members along with the temporary or part-time staff employed by AID-COMILLA:

1. Right to information and Dissemination

AID-COMILLA believes and practices the policy of Right to information at all levels. All staff members must provide all sorts of related information at a range of staff’s responsibility. Otherwise it will be considered as acts of misconduct and will result in disciplinary action be taken.

2. Transparency

All staff members should ensure that the businesses of AID-COMILLA, such as application for services, procurement or staff recruitment are dealt with in an open, fair and impartial manner.

3. Discrimination

AID-COMILLA staff members must not discriminate in terms of making employment, programming decisions based on family status, race, membership of traveler community, gender, religion, colour, national or ethnic origin, language, marital status, birth, sexual orientation, age, persons with disability and political conviction.

4. Acceptance of Advantages

It is the policy of AID-COMILLA to prohibit all staff members from soliciting any advantage from any persons having business dealings with the organization or persons (e.g. clients, suppliers, contractors). Staff members who wish to accept any advantage from such persons should seek special permission from the Management prior to the acceptance.

5. Property of the Organization.

Staff and volunteers are given access to any property of AID-COMILLA’s should ensure that it is properly used for the purpose of conducting its business. Misappropriation of its property for personal use or rent or resale is strictly prohibited.

6. Drugs and Alcoholic Drink

It a disciplinary offence to be at work whilst under the influence of alcohol or drugs not medically prescribed Belonging in possession of, or using, distribution illegal substances is not permitted on AID-COMILLA premises. It is prohibited for employees to come to work under the influence of alcohol or non-prescription drugs.

7. Conflict of Interest

A conflict of interest situation arises when the “private interests” of the staff compete or conflict with the interests of the organization. “Private interests” mean both the financial and personal interests of the staff members or those of their connections including:

• family and other relations;
• personal friends;
• the clubs and societies to which they belong

All staff should avoid situations in which their personal interest may conflict, or appear to conflict, with the interest of AID-COMILLA or its program participants.

8. Misuse of Official Position

All staff members maintain the highest standards of honesty and integrity by not abusing their position for personal gain or to favor their relatives or friends. Abuse of a position would include withholding goods that are due to AID-COMILLA`s program participants or awarding goods that are not due to program participants in order to obtain gifts, payment or sexual favor from the program participants , or accepting the gifts or goods from interested parties. Any such abuses will be considered acts of gross misconduct and will result in dismissal. Staff should conduct themselves at all times in a manner that avoids suspicion of such behavior.

9. Gambling

Staff must not engage in gambling with persons who have business dealing with the organization as well as among colleagues, particularly with subordinates. If on social occasions where refusal of gambling is considered unsociable, the amount of money involved should not be significant, Gambling in the AID-COMILLA’s premises or outside is strictly prohibited.

10. Sexual Relationship with Children

Sexual activities between AID-COMILLA staff members and a child (under age of 18 years) is not excused. Therefore, any proven instances of such activities will be treated as gross misconduct and, as such, will result in disciplinary action be taken and including instant dismissal.

11. Harassment, Exploitation and Abuse

AID-COMILLA recognizes that all staff members will work with dignity and mutual respect based on gender aspect, Therefore, any proven instances of harassment, exploitation or abuse inside or outside of AID-COMILLA will be considered acts of gross misconduct and will result dismissal.

12. Duty to Report

It is the duty of all staff who became aware of any breaches of this Code of Conduct to report this immediately to his/her line manager, either through the established reporting mechanism or, If not appropriate , to another senior member of staff, Employees must ensure that all information about breaches of this Code is handled with the utmost discretion

13. Review

The implementation of this code will be monitored through a range of instruments such as program quarterly review, consultation and feedback sessions.

14. Breaches of Code of Conduct

Any breach of this Code of Conduct will result in dismissal