when it comes to uniting 8 billion brains sustainably, english has advanages and disadvantage;s it went from the poetry of bard 1 to way admiistrators claimed to use scientifiuc method to (at peak) boss over 25% of the world population; suddenly bankrupted by world war 2 if you would like to see what 1 billion asian women did about this look at their toop 30 coperation ideas at abed mooc; if you want to see back in 1843 is both how ideas first described analytic machines as artificial (ie man-made not nature made) and how this might of integrated with the economists founder in 1843 of systems queen voctoria needed to humanise her empire you might start at economistdaiory.com (you should know that james hiuself doied in calcutta of diarrhea - and it took 112 yeras to massively network parental solutions to diarheas as number 1 killer in tropics) ; if you want to see today's views you might start at bard.solar or economistlearning.com or alumnisat.com or tell us where you like to start) rsvp chris.macrae@yahoo.co.uk
Friends of Fazle Abed study world class scaling of what we now call UN Sustainability Goals but Abed in 1972 first called Goal 1 Poverty alleviation when he founded BRA-C (Bangladesh Rural Advancement Collabs so that Bangladesh became the first nation empowered by poorest village women. Start with 3 favorite wESG (womens Entrepreneurial Scaling Goals : human collaborations of 100K ::1billion :: 50million

  • *** 100000 lives matter eg 5.1 metavillage= 1972

  • ...***1billion girls action networking -eg 3.1 oral rehydration

  • ***50 million graduate Apps: 5.4 purpose of first 100 new unis of sdg generation
1billiongirls.com - over the last half century the greatest human development miracle (extra ref schumacher 1 million bilages) has been networked by 1 billion poorest asian village women -here we invite you to help map the 30 collaborations they linkedin - their chief guide 2019-1970 the former oil company executive fazle abed- In spite of being pivotal to how one quarter of all human beings progressed (and by far the deepest co-creators of Sustainability goal solutions- nobody ever printed any paper money for them - its only since innovating the world's largest cashless banking 1.5 systems that many westerners even began to study 21st C happiest possibilities with them.
Out of Bangladesh, village mothers hired 100000 village coaches - webbed 30 collaborations - giant leaps for womankind & youth as first sustainability generation
Intergenerational collaboration entrepreneur platforms 5.1  metavillage sustainable community building - women empowered:15000 families at a time;5.2   billion asian women,5.3  brac net; 5.4   asian universities share sdg graduates 5.5  climate smart village exchanges,5.6 meta and zoom-me up scotty
BANK FOR ALL 1.1  1.2  1.3   1.4   1.5   1.6 celebrate 30 most human collaborations from developing world of last half-century - inspiring  anyone valuing UN and youth as first sustainability generation
EDUCATION  adult village entrepreneurs 4.1; primary 4.2  ; teen 4.3; university4.4 ; pre-school4.5;tech multidisciplinary luminaries 4.6 
HEALTH oral rehydration 3.1 ;para health "doordash" basic meds 3,2; scale vaccination3.3 ;tuberculosis & 3.4  Frugal processes eg wash sanitation, maternity3.5  ; James Grant School of public health 3.6
FOOD/land security 2.1  rice; 2.2 veggie  2.3    cash crops & village fair; 2.4  poultry;2.5  dairy, 2,6  14 nation leading supply chains financial opportunities to end poverty ;

UN says: Today's Education Systems No Longer Fit for PurposeAt Economistdiary.com we search out collaboration events- most exciting in 2022 - UN total transformation of education -september NY; Neumann's families collaboration search AI Hall of Fame; fen ale owners of transmedia race to humanise the metaverse...
abedMOOC.com started from a brainstorming dinner convened by Japan Ambassador to Dhaka who noticed my father's surveys of Asia Rising begun with Japan 1962 (endorsed by JF Kennedy) had not completely detailed Bangladesh Rural Advancement's  contributions to sustaining humanity and celebrating nation building through women empowerment . Dad's last public birthday party had celebrated launch of Muhammad Yunus Global Social Business Book February 2008 with 40 guests at Royal Automobile Club, St James, London. Father had also paid for sampling 2000 of Yunus books, 10000 dvds (youtube style interviews with all grameen directors during summer 2008 when the Nobel judges opened Yunus Museum in Mirpur, as well as part of launch of 2 Journals by Adam Smith Scholars in Glasgow that had emerged from Yunus making the 250th keynote speech on Adam Smith Moral Sentiments Dec 2008. But Fazle Abed whom my father never got the chance to meet had started 11 years before Yunus Grameen Bank 1983 Ordinance , built health and agricultural foundations, and then schooling -altogether a 5 dimensions approach that was not possible to appreciate from onee dimensional microcreditsummit yunus the clintons, queen Sofia staged annually from 1997. Abed said we could do a Mooc if it was laid out round C for collaborations. He was keen to map how 6  Collabs per the 5 primary sdgs had been integrated through 2 quarters of a century 1972-1995 when rural meant no electricity grids or phones; 1995 when partnering platforms afforded extraordinary leapfrog models that could be designed with mobile networks and solar. It took 16 trips while Abed was alive (and the curiosity og many graduate journalists _ to get this mooc started, and we still try to update it even as Abed left the world in Dec 2019. We welcome corrections and omissions. We have attempted here to map the deepest economic miracle

Sunday, December 31, 1972

1972 next 47 and 50 years

 brac at 50 - 3 years after parting if abed - according to yidan with saleh- wonder if this is how netherlands and abed's son would reply.....cf next 40 years The Economist 1972 at www.teachforsdgs.com

BRAC is the world’s largest Southern-led development organization

Established by our 2019 Yidan Prize for Education Development Laureate Sir Fazle Hasan Abed KCMG, BRAC reaches over 100 million people in 11 countries with scalable, evidence-based programs powered by the efforts of 100,000 staff members, thousands of supporters, and hundreds of local partner organizations.

Prioritizing women, a human-centric approach, and community-led solutions

BRAC has helped transform Bangladesh into “a model for poverty reduction”, and is expected to become an upper middle-income country by 2031. We’re supporting them to expand their work in play-based early childhood development, delivering high-impact and scalable solutions in resource-constrained communities.

1. It’s been 51 years since Bangladesh’s independence. BRAC was founded the following year. What was Sir Fazle’s vision?

Sir Fazle Hasan Abed understood that poverty is a situation, not an identity. His vision was to work with people living in extreme poverty and see them—with the right resources, tools, and opportunities—become catalysts of change in their own lives.

Abed bhai said it best himself in a letter to all BRAC staff before he passed away:

The inequalities that create divisions of rich and poor, powerful and powerless, are made by humans. So, change is also possible through human acts of compassion, courage, and conviction. I have spent my life watching optimism triumph over despair when the light of self-belief is sparked in people.”

2. What have been the key milestones over the past 50 years?

BRAC was founded in 1972 in Bangladesh, then one of the world’s poorest countries, in the aftermath of a civil war and a series of natural disasters. We’ve grown to be one of the largest, most effective, international nongovernmental organizations in the world—and the only one of its size to have originated in the South.

Our milestones over the past 50 years include:

3. BRAC brought a new mindset to education, resulting in a radically different system of education. Why do you think your approach has been so successful?

When we started our work in education in 1985, mindsets were fixed on infrastructure: building enough schools, and training and hiring enough qualified teachers to meet the demand.

But building schools in every community was impossible, and highly trained teachers were scarce. Many children couldn’t travel to school was too far or unsafe. Children in ethnic minority groups faced additional obstacles, as did those with disabilities. During harvests, children were needed at home and in general, school interfered with vital chores. Most teachers were men, which made parents unwilling to send young girls to school.

We offered a new mindset.

For a start, we brought schools to students. Instead of investing millions in construction, we opened one-room schools in almost every community. And we trained local women to teach grades 1 through 5, with up to 30 children per classroom, instead of the traditional 50 to 60.

We also shaped class schedules around families by closing school during harvests and giving children free time during the school day to help with other household needs. Our schools gave students books and supplies and didn’t charge fees. And we integrated group learning, creative expression, and individual attention and accommodation for children with disabilities to help all learners thrive.

Training female teachers without formal qualifications from within the communities made scaling the program possible.  Almost 100 percent of students completed fifth grade, and BRAC students consistently did better than public school students on government tests.

4. What skills, values, and capabilities will children need for the future?  How do schools need to change to ensure children develop those capabilities? How is BRAC helping children prepare for the future?

We think “cradle to career”. We need to support children to learn and develop well in school, but also to grow into active, engaged, resilient adults capable of navigating shocks and adversity.

High-quality, low-cost, play-based early childhood education programs like our Play Labs support children’s physical development, language development, and critical socio-emotional skills—like self-regulation, empathy, and critical thinking. They prepare children for formal schooling, while play also helps children who have experienced trauma or stress to heal and develop resilience. 

Getting learners ready for the world of work is also vital. We can unlock young people’s potential through skills development and vocational education programs in demand-driven trades.

5. How has the Yidan Prize funding supported BRAC’s work? ​​

We’re using the Yidan Prize funding to expand, scale, and refine our play-based early childhood development (ECD) programs. This includes research and innovation, exploring the possibilities of integrating technology in low-resource settings, offering support to parents, and training play leaders.

We’ll also use prize funds to help support children and families in resource-constrained communities and humanitarian contexts and to keep developing the Play Lab model through partnerships.

6. What are your plans for BRAC in the future?

The global strategy for BRAC, which was endorsed by Sir Fazle before he passed away, sets an ambitious target of reaching 250 million people in and beyond Bangladesh by 2030 through our programs and services. To deliver on this commitment, we need effective partnerships, access to resources, and the means to scale up innovative solutions to deepen our impact.  

The last 50 years of work have clearly positioned us well to meet that target. Our new programs and pilots in early childhood development, skills development, and youth employment get worldwide attention. While we are moving towards a more targeted approach, we’re not shying away from building stronger partnerships with governments to strengthen systems.

Our work now includes:

  • Developing a holistic approach to climate change adaptation through innovative financing mechanisms and design
  • Designing our programs for lifting people out of extreme poverty around key challenges like climate adaptation, urban poverty and disability inclusion.
  • Using technology to change how we work and keep improving our approach to reducing poverty
  • Investing in new social challenges; for example, embedding mental health screening and referrals into primary healthcare
  • Through our impact fund, investing in new tech startups that will change the way we do business
  • Planting the seeds for future social enterprises in affordable health care, quality education, and youth skills development
  • Working to more effectively connect and design our humanitarian and development efforts in response to protracted crises for better outcomes

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