Jugantar Samaj Unnayan Sangstha
About Us
Our purpose, people, partnerships and history since 1997.
People-centred change since 1997.
JSUS has deep roots in communities across Bangladesh, advancing rights, inclusion and opportunity for everyone.
Who We Are
JSUS is a woman headed non-profit , non-religious, non- political, humanitarian & rights based non -government organization with an aim to promote the socio- economic status of the rural poor and the disadvantaged people emphasizing the backward and downtrodden women, children through awareness raising, capacity building, institution development, entrepreneurship development, health and non-formal education and various income generating activities such as, micro credit, small trade, poultry rearing, agricultural development etc.
Our Story
Our Journey
-
1997-2002
Founding Years: Planting the Seeds
JSUS was established in Chattogram in December 1997 with the Jugantar Child Rights Assurance and Promotion Programme and Non-Formal Education initiative, working in wards 17, 19, 20, 33 and 34 of Chattogram City Corporation and in Anowara and Patiya upazilas. Funded initially through JSUS’s own resources alongside the Bangladesh Child Rights Forum, CAMPE and BRAC-ESP, the programme reached 207 children through working-children databases, youth forums, parent engagement and advocacy on child marriage and adolescent health.
The following five years saw JSUS’s founding pillars take shape in quick succession, all still substantially self-financed:
● 2001 — JSUS Child Rights Development Program: six child groups formed in Dewan Bazar Ward, reaching over 6,000 children and youth through leadership training, life-skills education and legal aid support.
● 2002 — Jugantar Disability Development Program: JSUS’s first disability programme, conducting community disability surveys and distributing assistive devices — the seed of what would later become the organisation’s largest thematic area.
● 2002 — Water, Sanitation and Hygiene Services (with NGO Forum): sanitation installation and hygiene promotion for over 1,700 people in Karnafully upazila.
● 2002 — Communicable Disease Prevention and Health Care Programs: dengue and malaria awareness, EPI vaccination support, and low-cost medical treatment for children and mothers in Chattogram City Corporation.
By the end of this era, JSUS had established the four pillars — child rights, disability, WASH and health — that would define its identity for the next two decades, entirely through community mobilisation and modest own-fund and small-grant financing. -
2003-2009
Broadening the Base
The 2000s saw JSUS begin to formalise external partnerships and diversify beyond its founding wards. A child protection and rehabilitation programme for vulnerable urban children ran from 2003–2005 with ADF co-financing, while 2006 marked the start of what would become a defining, decade-spanning relationship: the Non-Formal Primary Education Program (NFPE) with BRAC and the Government of Bangladesh, opening out-of-school learning centres in Patiya, Anowara and Karnafully.
● 2007 — Anti-Trafficking Initiative for Chittagong and Cox’s Bazar (with BSAF): community awareness campaigns reaching 3,850 people across Chittagong City Corporation, Cox’s Bazar Sadar, Ukhiya and Moheshkhali — JSUS’s first work in what would later become its Cox’s Bazar humanitarian base.
● 2008 — GFATM Round 912 HIV Prevention Programme: JSUS joined a consortium with YPSA, HASAB and SKUS, and Save the Children International, delivering life-skills and health education to over 10,900 garment workers — its first large multi-agency consortium.
● 2008–2009 — continuation of the Disability Development Program, and a Gender-Based Violence prevention and referral programme for women in Chittagong City Corporation.
By 2009, JSUS’s NFPE partnership with BRAC had already run three consecutive phases, setting the template — recurring, multi-year education contracts — that would scale substantially in the next decade. -
2010-2019
Scaling Disability-Inclusive Development
This decade transformed JSUS from a locally-rooted NGO into a recognised disability-inclusive development actor. In January 2010, JSUS launched the Promotion of Human Rights of Persons with Disability in Bangladesh (PHRPBD) programme with CBM and the Center for Disability in Development (CDD) — an 11-year initiative (2010–2021) valued at roughly BDT 23.5 million that supported livelihood training, assistive devices and inclusion in government safety-net programmes for over 1,500 people in Chattogram.
Education continued to expand in parallel: NFPE and its successor, the Education Support Program, ran near-continuously through 2012, 2015 and 2016, and in 2017 evolved into Second Chance Education, enrolling 2,852 students across 15 schools in Chittagong City Corporation. A Pre-Primary School programme with BRAC extended JSUS’s education work into Moheshkhali, Cox’s Bazar for the first time in 2019.
● 2016 — Strengthening Community-Based Inclusive Development in Bangladesh (SCBID-B) launched in Sadhanpur and Khankhanabad unions, funded by the Australian Government in partnership with CBM Australia and CDD.
● 2018 — SCBID-B scaled dramatically to roughly BDT 351.5 million, JSUS’s single largest recorded programme, alongside the Implementation of the Sendai Framework for Disaster Risk Reduction (ISFDRR-B) with Arbeiter-Samariter-Bund (ASB) and CDD, which built two cyclone-resilient model houses and planted 2,100 coconut trees for coastal protection in Banshkhali.
● 2017 — Emergency response to Cyclone Mora: JSUS delivered relief and financial assistance to 500 marginalised families in Khankhanabad — an early marker of its growing disaster-response capacity.
● 2015–2019 — the Vulnerable Group Development (VGD) programme with the Government of Bangladesh began, delivering health, hygiene, nutrition and income-generating training to thousands of women across Boalkhali, Patiya, Anowara, Chandanaish, Raozan and Sitakunda.
● 2019 — SCBID-B continued in Banshkhali, reaching over 2,800 people including more than 1,300 persons with disabilities.
By the close of the decade, disability-inclusive Community-Based Rehabilitation (CBR) had become JSUS’s flagship specialisation, anchored by an enduring partnership with CDD and international donors including CBM and the Australian Government. -
2020-2023
Institutional Maturity & Humanitarian Response
The early 2020s brought institutional deepening and JSUS’s entry into large-scale humanitarian programming. In 2020, the Enhancing Community-Based Inclusive Development in Bangladesh (ECBID-B) programme with CDD and CBM Australia continued the disability-inclusion agenda in Banshkhali, distributing interest-free livelihood loans and vocational training to persons with disabilities.
Education reached a new scale in 2021 with the PEDP4 Out-of-School Children sub-component (2.5), a BDT 92.4 million programme with Dhaka Ahsania Mission covering 40 schools and 2,400 children in Chittagong, alongside parallel Out-of-School Children Education Programmes with BRAC and the Government of Bangladesh that, for the first time, extended JSUS’s education footprint into Cumilla and Dhaka.
● 2022 — Accelerating Mental Health Development through School Social Work Intervention (Dhaka): JSUS’s first dedicated mental-health programme, mentoring 300 students directly and reaching over 15,000 through peer volunteers in Mohammadpur, Dhaka South City Corporation.
● 2023 — Joyful Learning Centers for Rohingya Refugee Children (JLCRRC) launched with BRAC in Kutupalong Camp 7, Cox’s Bazar — a BDT 40.2 million programme and JSUS’s first direct education response inside the Rohingya refugee camps, establishing 20 learning facilities.
● 2023 — PSEAH (Prevention of Sexual Exploitation, Abuse and Harassment) programme for persons with disabilities in Banshkhali: JSUS institutionalised safeguarding through a formal Complaint and Feedback Response Mechanism (CFRM) and staff safeguarding training.
● 2023 — the MIVA Blockgrant Disability project (CDD) and the Vulnerable Women Benefit programme (Ministry of Women and Children Affairs) further diversified JSUS’s donor base.
This era marks JSUS’s transition from a project-implementing NGO into an organisation with dedicated safeguarding infrastructure, an active humanitarian response capability in Cox’s Bazar, and its largest-ever single education contract. -
2024-2026
Consolidation and the Road Ahead
The current chapter is defined by transition and consolidation. The Strengthening Early Identification and Early Intervention for Children with Disabilities (EiEi) project began in July 2024 in Banshkhali with CDD and Liliane Fonds — a new, multi-year donor relationship that identified over 1,600 children with disabilities through household survey and established 20 Community-Based Resource Centres. EiEi closes on 30 June 2026 and is being integrated into JSUS’s successor programme, MAPiNCBR (Multi-Annual Programme on Inclusive CBR, 2025–2029), which now manages 754 active cases across 20 CBRCs.
● 2024 — PRISE (Partnership Reinforcement for Integrated Skills Enhancement) with UNICEF and BRAC delivered tailoring, mobile servicing, graphics design and beautification training to 200 beneficiaries, including 45 women with disabilities, across Korbanigonj, Monsurabad, Banshkhali and Patiya.
● 2024 — the Jugantor Micro Finance Project (JMFP) scaled its lending across Korbanigonj, Monsurabad, Chandgaon, Patiya and Banshkhali, working with over 3,100 members and 2,200 active borrowers, with capital from Bangladesh Bank’s Grihayan Tahabil and Bangladesh Commerce Bank alongside JSUS’s own funds.
● 2024 — BD035 emergency flood response in Feni and Chattogram (CDD & Liliane Fonds) delivered awareness sessions and medicine support to nearly 600 flood-affected people within weeks of the disaster.
● 2024–2025 — Out-of-School Children Education Programme extended into Mirpur, Dhaka, while JLCRRC continues in the Rohingya camps through June 2026.
Vision & Mission
Vision
Mission
Core Values
GE
Gender Equity & Women’s Leadership
Centering women’s voices and leadership at every level of the organisation — from grassroots beneficiaries to senior management — and actively challenging systemic barriers women and girls face in Bangladesh.
I&
Inclusion & Non-Discrimination
Ensuring people with disabilities, marginalized ethnic communities, and vulnerable groups are not just served but meaningfully included in decision-making, programme design, and leadership.
CR
Climate Resilience & Environmental Stewardship
Integrating climate adaptation and environmental sustainability into humanitarian and development work, recognizing that coastal Bangladesh communities face disproportionate climate risk.
YE
Youth Empowerment & Intergenerational Voice
Actively creating space for young people as changemakers and partners, not just beneficiaries — through skills-building, civic participation, and leadership pipelines.
A&
Accountability & Transparency
Upholding rigorous financial and programmatic accountability to communities, donors, and regulators We embrace innovation and continuously seek better ways to serve.
CD
Community-Led Development
Grounding all interventions in local knowledge and community ownership rather than top-down solutions — letting affected communities shape the response.
D&
Dignity & Rights-Based Approach
Treating every person served—regardless of gender, disability, age, or displacement status (including Rohingya refugee populations) — as a rights-holder, not a passive recipient of aid.We believe in the power of community and collective action.
CP
Collaborative Partnership
Working in genuine partnership with government bodies, donors, and local institutions rather than operating in silos.
People
Yeasmin Parvin
Executive Director & Founder
Yeasmin Parvin
Executive Director | JSUS
Yeasmin Parvin is the fou…
Muhammed Sayedul Alam
Management Advisor & Director
Visionary leader with 20+ years of experience in community development…
Md Ariful Islam
Assistant Director -SDP & Head of Humanitarian Response Program (HRP)
Md. Ariful Islam is a development and humanitarian professional with o…
Md. Shahidul islam
Assistant Director -Finance
Expert in Financial Managment and Procurement
Md. Munzilur Rahman
Program Manager
Passionate about creating impactful programs for underserved communiti…
Vacant
Program Manager
Passionate about creating impactful programs for underserved communiti…
Madhu Purohit
Assistant Coordinator -Finance & Procurement
Expert in financial management, accounting, transparency, and developm…
Md. Rubel
Acting Human Resource Manager
Passionate about creating impactful programs for underserved communiti…
Partners & Funders
International Donors
BRAC
Global Foundation
Community Trust
Community Trust
Implementation Partners
Implementation Partner 1
Implementation Partner 2
Annual Reports & Financials
JSUS is committed to full financial transparency and donor accountability. All reports are available for download.
Governance
1. General Committee
2. Executive Committee
3. Advisory Committee
4. Senior Management Team
a. Management:
The General Committee (GC) is the highest body of Jugantar Samaj Unnayan Sanhstha (JSUS). According to the provision of the constitution the chairperson and the secretary of organization having ex-officio power are eligible by turn to be a member of the G.C of JSUS.
Above all, Executive Committee appoints Executive Director who is reportable to Chairman for the smooth running of overall activities. For implementation of any program the Executive Director through the Recruitment-Committee will appoint employee as per need. In addition to this, general members work as volunteers in order to get transparency and accuracy to program administrative and financial management. The program activities of the organization have been divided further into some separate departments. As a result, the departments concerned run their operation separately. Of course, the central administration monitors and evaluates their activities. For exchange of knowledge and information amongst the managerial level officials for running integrated program arrangement in the Daily Co-ordination meeting (DCM) is a forum for discussion prevalent. More to clear that every morning all the officers sit together to discuss, criticize and review activities and take the correct decision. Each and every program of JSUS while implementing follows JSUS policies and guidelines .In addition different Committee or Team like Senior Management team , the Purchase Committee, Audit and Budget Management Committee, and Recruitment Committee etc. Above all, the Executive Director or his representative is responsible for answering any interrogation of the Executive Committee in the monthly meeting. So, the overall activities deemed as with discipline.
b. Management system: JSUS follows participatory management in every stage of management. Team approach is the main element of the management. Always Staff take necessary decisions in participatory way. In case of project management, JSUS engages all stakeholders including project beneficiaries in planning, monitoring and implementation stage in order to overcome unexpected problems and as well as to achieve expected results smoothly. The management system of JSUS encompasses various components aimed at ensuring effective governance, organizational efficiency, and the successful implementation of its mission and programs. Below is an outline of the key elements of JSUS’s management system:
i. Governance Structure:
Executive Committee(EC) : The EC committee consists of 7 members (2 Male and 5 Female ).They are responsible for providing strategic direction, oversight, and governance. Comprised of experienced professionals, community leaders, and representatives of inclusive and diversity stakeholders. Executive Committee members are usually volunteers who serve without compensation and are selected based on their expertise, experience, and commitment to the organization’s mission. EC members have fiduciary duties to act in the best interests of the organization and its stakeholders.
Executive Director: JSUS is woman headed organization ,its executive director is Female and have extensive work experience with human rights including women and girls .She is responsible to provide leadership and oversees day-to-day operations, program implementation, and staff management.
Advisory Committees: Formed to provide expertise and guidance in specific areas such as finance, program development, and fundraising.
Senior Management Team : The Senior Management team (7 members ) of JSUS holds key responsibilities in providing strategic direction, overseeing operations, and ensuring the effective implementation of the organization’s mission and goals. Their primary duties include developing and implementing organizational policies and procedures, managing financial resources efficiently, fostering a positive organizational culture, and nurturing stakeholder relationships. They are accountable for achieving programmatic objectives, maintaining compliance with legal and regulatory requirements, and promoting transparency and accountability throughout the organization. Additionally, the Senior Management team plays a crucial role in talent management, including recruitment, training, and performance evaluation of staff, as well as fostering teamwork and collaboration across departments. Overall, they are entrusted with the responsibility of driving organizational growth, innovation, and impact while upholding the values and principles of JSUS.
Audit & Budget Management Committee : The Audit and Budget Management Committee plays a critical role in ensuring financial health, accountability, and proper resource allocation within an organization or project. Their key responsibilities span across monitoring financial performance, managing budgets, and ensuring that audits are conducted properly, and results are acted upon. This committee consists of 6 members including 5 departments Head ( Operation-01 ,Program-01 ,Finance-01 , Human Resources and admin-01 , Procurement -01) with the leadership of the Executive Director . They follow the highest ethical standards . The committee assists in the preparation, review, and approval of annual budgets, ensuring that the financial resources are allocated effectively to support the organization’s goals and strategies. They regularly reviews the financial performance against the approved budget, ensuring that expenditures align with projected costs and revenue and funds are appropriately distributed to various departments or projects, prioritizing financial resources according to the organization’s strategic objectives. The committee ensures that accurate financial reports are prepared regularly (monthly, quarterly, etc.) and that these reports reflect the true financial position of the organization and they ensure that the organization operates transparently, and financial information is made available to stakeholders and board members in a clear and understandable format including reviewing systems for approving and monitoring expenditures, financial transactions, and reporting. They identifies financial risks (such as fraud, mismanagement, or operational inefficiencies) and develops strategies to mitigate them. Ensures the organization complies with legal and regulatory financial requirements, tax obligations, and accounting standards. The committee oversees the process of selecting and managing external auditors. They ensure that auditors perform their duties objectively and provide independent assessments of the financial statements. Ensures that audit recommendations are implemented and corrective actions are taken in response to identified weaknesses or inefficiencies.
Different Committees: Committees are often established to focus on specific areas of the organization’s operations, such as finance, fundraising, governance, or program delivery, Monitoring ,auditing and security and risk assessment and management. Committees may include both EC members ,SMT team members ,Staffs and external stakeholders with relevant expertise.
Staff and Volunteers: JSUS rely on a combination of paid staff and volunteers to carry out their mission and deliver services. Staff members are responsible for executing programs, managing operations, and implementing organizational policies and procedures. Volunteers contribute their time, skills, and resources to support the organization’s activities and may serve in various capacities, such as fundraising, event planning, or service delivery.
c. Organizational Policies and Procedures:
• Establishment of comprehensive policies and procedures governing various aspects of the organization, including financial management, human resources, procurement, and program implementation.
• Regular review and updating of policies to ensure compliance with legal requirements and best practices.
d. Financial Management:
• Budgeting: Development of annual budgets in alignment with strategic priorities and programmatic objectives.
• Financial Reporting: Preparation and dissemination of regular financial reports to the Board of Directors, donors, and relevant stakeholders.
• Compliance: Adherence to financial regulations, accounting standards, and donor requirements.
e. Human Resources Management:
• Recruitment and Hiring: Transparent and merit-based recruitment processes to attract qualified staff.
• Training and Development: Provision of ongoing training and capacity-building opportunities for staff to enhance skills and competencies.
• Performance Management: Establishment of performance evaluation systems to assess staff performance and provide feedback for improvement.
f. Program Development and Implementation:
• Needs Assessment: Conducting thorough assessments to identify community needs and prioritize program interventions.
• Planning: Development of detailed project plans outlining objectives, activities, timelines, and resource requirements.
• Monitoring and Evaluation: Implementation of robust monitoring and evaluation mechanisms to track program progress, assess impact, and ensure accountability.
• Learning and Adaptation: Utilization of evaluation findings to inform program adaptation and continuous improvement.
g. Partnerships and Collaboration:
• Establishing partnerships with government agencies, NGOs, donors, and community-based organizations to leverage resources, expertise, and networks.
• Collaborative planning and implementation of programs to maximize impact and reach.
h. Communication and Stakeholder Engagement:
• Regular communication with stakeholders, including donors, beneficiaries, government authorities, and the broader community.
• Engagement in advocacy and awareness-raising activities to promote social justice, equity, and community development.
i. Risk Management:
• Identification and assessment of potential risks to the organization’s operations and programs.
• Development of risk mitigation strategies and contingency plans to address identified risks.
By integrating these components into its management system, JSUS aims to ensure effective leadership, efficient operations, and meaningful impact in its efforts to promote social justice and community development.
Some archived annual reports are linked to the organisation’s previous domain, jsusbd.org. They open in a new tab and depend on the archive remaining available.