The fundamental goal and the pillar concepts above form an indivisible whole.
The systematic, generalised, and long-term implementation of the three pillar concepts is necessary to arrive at the fundamental goal which is to reinforce community capacity so that they take charge of their development and improve the quality of children's lives in a long-lasting way.

The strategy, the operational system, and the processes and procedures of PlanGuinea result from the application of these concepts.

Strategies:
This is summarised in three principle lines of action:
-To learn lessons from Plan programmes in other countries, to retain their advantages and avoid the disadvantages in the implementation of the Plan program in Guinea, including operational questions (eg, dispersion of energy, structural "heaviness" and rigidity which become a bottleneck for programme/project implementation and where the staff behave like owners and benefactor vis-à-vis the communities….)

-Concentration of efforts with the goal of achieving a critical mass and economies of scale, permitting a visible impact as rapidly as feasible.
Working in one definable geographic zone with a strategy of gradual expansion.
At the moment of opening a Plan programme in Guinea, the most appropriate zone appeared to be the "forest area":
Considerable potential, but poverty as throughout Guinea, isolated, but great interest in Plan's programme manifested by local leaders and the population.
Systematically saturating this zone and not making any distinction between " SC " and " non-SC " thus maintaining family equality and traditional community spirit.
Localising and maintaining operational bases, human resources, and logistics in the programme area (CO, zone offices, etc...) so to maintain in the communities the benefits of projects, and the money circulating which finance these projects.
Indeed, the operational expenditures, the salaries, and the project expenditures stay in the communities at the same time that outputs, which are the object of programmes, stay in the community.
Moreover, this strategy facilitates the coordination and the control of operations on the ground by the CMT.
The money circulating from Plan in a defined zone of a country is, in itself, a large income-generating project.
o Concentrating on the " Core Programs " to maintain a focus on the basic problems of children, to realise as fast as possible their fundamental rights (health, education, water).

- Inserting the Plan programme into the agenda, activities, and structure of the community "anchoring" it long-term so that the communities feel themselves in charge and owner of the Plan programme in Guinea.

The objective is to tackle three issues at once.
Implementing projects/programmes become an occasion to:
Make concrete achievements and immediate improvements in children's lives;
Put the decision-making power and implementation of projects/programmes in community hands as a way of continuous training;
Encourage the inculcation of commonly held principles and values (good management, transparendcy, respect for children's rights, community empowerment) and acquisition of these values by communities and significant sectors of civil society.

The systems, processes, and procedures of PlanGuinea are conceived to support this strategy and have no significance except as compared to it.

Systems, Processes and Procedures:
These are conceived on the basis of the fact that the communities are the ones who make things happen. They are conceived at the same time to carry out the three pillar concepts and to facilitate community learning. They are characterised by a sense of pragmatism, flexibility, and adaptation to community needs, agenda, and convenience.

The principle component of these systems, processes, and procedures is the Community Management procedure for CMPs, which can be summarised as follows:
Partnership Agreement done before starting any activity with a community.

Regular and Systematic Community Consultations:
general annual Plan-Community work policy meeting; work of the CCPP ; village animation sessions done by a network of both community animators and professional training animators; application of participative methods and procedures to determine community priorities and plan programs.
Adoption of a system of community budgets, where Plan's budget is allocated to communities based on the number of affiliated families, in order to encourage long-term reflection and planning, and to help the community recognise that Plan is a dependable partner they can count on year after year. The budget allocation is at the same time a strategy of communication (" you are the owners "), of transparency, and of empowerment.
It contributes to making the communities feel that they are the owners and it is done at least three levels:
-Base communities (Districts)
-Enlarged" community level (CRD )
-Prefectoral level through the COPPIGs

Thus, the collection of community needs (" micro " and " macro ") is covered at appropriate levels, in an equitable and transparent manner.
This budget allocation should be considered in the context of the saturation and concentration strategies already mentioned.
Assignment of budgets based on the number of affiliated families also follows the traditional system that Plan International uses to assign budgets to countries.

Management of Projects by Communities:
the ensemble of projects is managed in one way or another, at one level or another, by community structures and/or direct beneficiaries.

System and Process of Transparency :
Budget allocation; implication of all community structure hierarchies and of technical departments of the Government in the approval of POs ; annual project evaluation meeting which brings together Plan, communities, and other partners; the dissemination in Plan's internal newsletter "Partenariat" (2500 copies each month) of information concerning projects and programs; the permanent work of a 6-member transparency team (internal auditors).

The overall process is presented as follows:

The tools that accompany this process (e.g. registers and forms) are designed to be used as tools in the processes of both information sharing and continuous learning. leading to capacity reinforcement of the beneficiaries and their effective empowerment. The tools are adapted to the competency level of the communities, responding pragmatically to the concerns of official manuals, like the FOB.

Structure and Staffing
As in other program countries, PlanGuinea has three main departments, plus the national management ("Direction Nationale"):
Programme, Communications, and Administration.
The peculiarity of PlanGuinea resides in the manner in which it covers its human resource needs to accomplish the tasks of these three departments.
It utilises the institutional services of partners; CBOs, NGOs and other private entities of civil society that it has helped to establish or reinforce in the conditions described above in the chapter called "Partnership".
Again, PlanGuinea combines two objectives and in effect "kills two birds with one stone":

- On the one had, there is institutional support characterised by a transfer of competencies and values, as well as reinforcing local civil society.
- On the other hand, human resource needs are being covered as an organisation by this alternative method of working, where all parties are winners:

• By accomplishing the Plan tasks within the framework of a long-term partnership, the partner-institutions that Plan works with acquire the technical competencies and other tools of a "standard international organisation". They have a guaranteed market as well as work for their members, owners and/or employees during the time that Plan is there.
• For its part, Plan covers its needs in human resources in a legal, flexible, and administratively less complicated way. Moreover, long-term, these institutions tend to adopt the vision, the values, principles and "reflexes" of Plan of which they become vectors in the civil society where they are established. And, they develop amongst themselves a reciprocal loyalty.
• Furthermore, these establishments/institutions become close resources for local communities and other organisations who have not had the opportunity to have such services available to them before.