Samajik Bikash Sanjal (called Sanjal) is one of such as an umbrella NGOs established on April 2, 2007. Sanjal has been introduced to keep member organization under its umbrella to work towards institutional capacity development and performance enhancement of member organizations to achieve collective goal of community prosperity. Now, Sanjal has been networking non-governmental organization (NGO) working and contributing to the development of local level NGOs located in different parts of Nepal.
Sanjal is not direct implementer but has been synergizing member organizations and target community to achieve expected outcome. Sanjal aids member organizations through designing, developing, coordinating, monitoring and evaluating the projects. It provides support to MO for the successful implementation of projects. As per concluded strategic plan, Sanjal is going to share 93% of its total funded amount from donor agencies to their partners (member organization). Sanjal has targeted to spend too much amount for welfare and prosperity of community through the institutional and capacity development of implementing partners and, knowledge and skill enhancement of target group. Sanjal promotes sustainability, accountability, good governance and transparency. Strength of this organizations entails Sanjal has built up stronger bonds and network among its 15 members, and has a decade long successful operations accomplished by experienced and professional staffs.. Sanjal has inclusive leadership and governance. Sanjal Operation is target group oriented with grassroots based and high transparency. Strength of this operation is that MOs have large professional human resources and capacities of project implementation effectively and efficiently.

Since the initiation of human civilization, supportive culture to each other has been in existence. At the beginning in the name of securing salvation, the way of supporting system seems to have been developed individually or informally. In the course of extending scope or range of support, launch of social service and establishment of association institution have commenced. Shree Chandra Kamadhenu Charkha Mahaguthi seemed to have been established as one of the first social institution of Nepal in 1983 BS. As updated in Nepal, more than forty-six thousand NGOs and two hundred fifty-four INGOs are actively working. District wise, Kath mandu has covered the biggest figure NGOs registered and the least is in Manang district.

Thus 50% of registered NGOs are related to rural development. Thousands of registered NGOs in the past have no to assess how much they have assisted in development process of the country and have not seen concrete plan on how to make further effective to these organizations in future. Established organizations which are working with support of external donor source are at very few numbers of organizations. With volunteer sprit of thought for the development of own community automatically organizations registered with positive thought if they do not get supported, half of them can not be renewed in local administration office in one hand, and on the other hand they are not able to play the role to assist for the development of the concerned community and are also unable to play roles to deliver needed service to the targeted groups.

Adhering above mentioned reality, earlier to 17 years Sansthagat Bikas Sanjal has been established having reinforced to local organizations based on specially marginalized community for enabling them, enhancing institutional governance along with increasing the access on external resource together with objective of aiding to ensure quality of operated projects. Recently, 15 non-profitable social organizations in 11 districts have been affiliated as the member organizations. Nearly two decades earlier as compared with present social, economic and political dynamics, national and international context along with development and technology, today’ context exists with the vast more differences. Hence, the questions come across, Are aims, objectives, and strategies having included visions relevant in the present context or not? If yes, how much is the relevant? On the basis of changes emerged , opportunities or challenges appeared during internal life of organization, the need of member organization and priority, expectation of concerned stakeholders, strategic plan has been designed with objective of formulating future operational strategy.

Mainly, this strategic plan has been prepared to deliver concrete contribution to achieve mentioned aims having considered to sustainable development goal remained as in universal commitment and aims determined by 16th five years of plan recently prepared by Government of Nepal and economic, social, cultural and political rights in this strategic plan guaranteed by the constitution of Nepal 2072. In addition, change in aim, objective of organization including subjective scope of organization and extending geographical work scope, strategic objectives have been determined.

Sanjal strives to build the capacity and performance of its member organizations. It has been contributing to the development of organizational strengths, stability and resilience of its affiliates. For strengthened capacities of its partners, Sanjal supports and facilitates for organizational capacity development, financial supports in the form of projects for enhancing their project management capacity and making them sustainable. It also facilitates in donor linkages, establishing partnerships as well as advocacy for the rights of marginalized communities.

Sanjal only works for and through its member organizations for the benefits of highly marginalized groups, endangered ethnic indigenous minority groups, women and Janjatis in their respective constituencies. Sansthagat Bikas Sanjal has adopted indirective approach for organizational development which is based on realisation of needs by self for change and community organization. Demand driven approach is in the heart of all the activities carried out by Sanjal for its member organizations as well as communities.

Strategic plan 2081-2086 has been formulated as per the context of organization and changes made in strategical plan, study of till date documents of the organization, review, till date achievement of the organization, learning, experiences, strength aspect, opportunity, aspect which need to improve and analyzing all including challenges. Based on the all circumstances this document has been prepared taking advice and suggestion of stakeholders. Hence, Strategic Plan (2081-2086) has been prepared to develop and deliver high quality strategic plan to address the need and issue of marginalized and back warded groups of community. Chairperson and Senior Executive member of Sanjal has the authority to determine over scope and timing of strategic planning process.