Unity in diversity
While the CTG is justifiably giving importance to the affairs of the NRBs to promote investment and remittances to the country, and there are several initiatives and proposals being considered, it is also time for the NRBs to offer a unified approach to strengthen this partnership. It is genuinely a two-way street, and unless both parties learn to tango in tandem these good intentions and efforts are unlikely to produce the desired effects or results.
Based on statistics produced by the Ministry of Expatriates' Welfare and Overseas Employment (publication dated 21/01/2008) which date back to 1976, there are close to five million Bangladeshi workers spread across the globe, and their split by skill category is 3.6% professional, 32.26% skilled, 15.46% semi-skilled and 48.60% unskilled.
However, a very large component of professionals and students left the country during the early 1970's, and the low professional category numbers (3.6%), therefore, may not necessarily reflect the actual exodus and loss of intellectual capital and brain-power that left Bangladesh.
Hundreds of associations and chapters of diaspora Bangladeshis exist in various countries without much cohesion. The primary factor for such diversity and disunity is political affiliation and loyalty, and, from this standpoint, the NRB landscape is almost a mirror image of the ground realities in Bangladesh.
The wind of change is blowing from all directions, and there has never been a better time for the NRBs to demonstrate unity by rising above personal or political preferences. Towards this end, let me propose a roadmap for the creation of a "one stop" entity to represent the NRBs.
This is a different entity from the NRB Secretariat proposed recently in this forum, and in my opinion, this is an absolute pre-requisite if the NRBs intend to take advantage and enhance their heightened profile for better leverage of their financial strength with the government.
This proposal pre-supposes that some of the more active, well meaning and like-minded members of the broader NRB population will provide the initial leadership to build a critical mass around a common "strategy," which will then be further expanded to include others, particularly the lower income group, who share the same vision and objectives.
(A) - Research Phase:
The recent NRB conference held in Dhaka attracted a large NRB audience, and more than 100 research or policy prescription papers were presented over the 3-day period. The conference also drew almost reciprocal attention from the government, civil society and public media, and a host of follow-up meetings took place to discuss and promote issues of common interest. It is assumed that the managers and organisers of this conference would have access to the data-base and other relevant information pertaining to the participants and other attendees. In the interest of expediency, it would be reasonable to suggest that some amongst them take a leadership role in conducting the initial research, which, among others, should have the following objectives: * Collect information and create an all inclusive data-base * Identify stakeholders and other interested parties * Invite and seek out existing bodies, chapters and associations * Consolidate relationships and forge networks and alliances * Identify and develop broader objectives and goals * Circulate and build consensus around common goals and objectives * Expand and formalise common goals and objectives as a strategy document (B) Development Phase:
This is arguably the most important phase of this initiative, and this is where visionary, pro-active, and an all inclusive leadership will play a critical role in ensuring that the efforts expended during the research phase are fully justified and not wasted. This phase will involve rolling out the strategy, and will require intense coordination and communication to organise simultaneous and multiple gatherings across different regional/geographical territories. Given the advance of the information highway, this is unlikely to be an insurmountable problem and, once a critical mass has been built, it will be time to organise and hold a broader conference, encompassing all stakeholders, at a place and territory that will logistically accommodate the majority. This conference, among others, should have the following objectives: * Encourage broader and inclusive participation and involvement * Agree on a common agenda for the conference * Initiate and pro-actively invite discussion papers on strategy * Encourage open, objective and transparent debate and discussions on strategy * Draw conclusions and reformulate strategy based on conference deliberations (C) - Organisation Phase:
This phase will initiate the process to seek broader acceptance and approval of the strategy supported by the majority at the conference, and will involve activating the method and medium to have this document formally approved by the majority of the stakeholders. There are multiple options available to conclude this process, including electronic voting systems that are considered to be well-tested, acceptable and reliable. It is assumed that the strategy document would have spelled out a clear process to accomplish this objective. (D) - Consolidation Phase:
This final phase will formalise the creation of an entity approved by the majority under phase (C) and clearly defined in the strategy document. Among others, this should involve the following: * Formation of a permanent NRB Secretariat in Dhaka, Bangladesh * Creation and naming of a legal structure to represent the NRBs * Establishing contacts with appropriate government, business and other related groups * Submission of approved NRB strategy to government and other regulatory bodies * Seeking formal recognition and representation at government and business sector forums (BOI/BBF etc.) A successful story is seldom accidental. It is the result of conscious design, meticulous planning, and informed and purposeful action springing from well articulated goals and objectives executed through concerted and sustained efforts. There will be a conference on Bangladesh at Harvard University this summer, and the large gathering of some of the best minds of our country and the international community will offer a unique "window of opportunity" for a convergence of views and ideas on this proposed initiative. This article is intended to bring this issue to a more open and public forum with the hope that the organisers, contributors, panelists and other attendees at the Harvard conference will collectively deliberate and resolve to support and encourage such an uplifting process.
The recent NRB conference held in Dhaka attracted a large NRB audience, and more than 100 research or policy prescription papers were presented over the 3-day period. The conference also drew almost reciprocal attention from the government, civil society and public media, and a host of follow-up meetings took place to discuss and promote issues of common interest. It is assumed that the managers and organisers of this conference would have access to the data-base and other relevant information pertaining to the participants and other attendees. In the interest of expediency, it would be reasonable to suggest that some amongst them take a leadership role in conducting the initial research, which, among others, should have the following objectives: * Collect information and create an all inclusive data-base * Identify stakeholders and other interested parties * Invite and seek out existing bodies, chapters and associations * Consolidate relationships and forge networks and alliances * Identify and develop broader objectives and goals * Circulate and build consensus around common goals and objectives * Expand and formalise common goals and objectives as a strategy document (B) Development Phase:
This is arguably the most important phase of this initiative, and this is where visionary, pro-active, and an all inclusive leadership will play a critical role in ensuring that the efforts expended during the research phase are fully justified and not wasted. This phase will involve rolling out the strategy, and will require intense coordination and communication to organise simultaneous and multiple gatherings across different regional/geographical territories. Given the advance of the information highway, this is unlikely to be an insurmountable problem and, once a critical mass has been built, it will be time to organise and hold a broader conference, encompassing all stakeholders, at a place and territory that will logistically accommodate the majority. This conference, among others, should have the following objectives: * Encourage broader and inclusive participation and involvement * Agree on a common agenda for the conference * Initiate and pro-actively invite discussion papers on strategy * Encourage open, objective and transparent debate and discussions on strategy * Draw conclusions and reformulate strategy based on conference deliberations (C) - Organisation Phase:
This phase will initiate the process to seek broader acceptance and approval of the strategy supported by the majority at the conference, and will involve activating the method and medium to have this document formally approved by the majority of the stakeholders. There are multiple options available to conclude this process, including electronic voting systems that are considered to be well-tested, acceptable and reliable. It is assumed that the strategy document would have spelled out a clear process to accomplish this objective. (D) - Consolidation Phase:
This final phase will formalise the creation of an entity approved by the majority under phase (C) and clearly defined in the strategy document. Among others, this should involve the following: * Formation of a permanent NRB Secretariat in Dhaka, Bangladesh * Creation and naming of a legal structure to represent the NRBs * Establishing contacts with appropriate government, business and other related groups * Submission of approved NRB strategy to government and other regulatory bodies * Seeking formal recognition and representation at government and business sector forums (BOI/BBF etc.) A successful story is seldom accidental. It is the result of conscious design, meticulous planning, and informed and purposeful action springing from well articulated goals and objectives executed through concerted and sustained efforts. There will be a conference on Bangladesh at Harvard University this summer, and the large gathering of some of the best minds of our country and the international community will offer a unique "window of opportunity" for a convergence of views and ideas on this proposed initiative. This article is intended to bring this issue to a more open and public forum with the hope that the organisers, contributors, panelists and other attendees at the Harvard conference will collectively deliberate and resolve to support and encourage such an uplifting process.
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