SPRING 2016 it was Abed's 80th birthday party; two Chinese graduate female journalists were visiting dhaka for the first time; they were stunned by the spectacle below; sir fazle's son shameran updated them on HU1.1 to HU1.6. What were the next opportunires to partner the 6 most exciting financial networks any of us had ever heard of;
They bowed deeply and gave Shameran a copy of Alibaba Way, Tsinghua's Ying Lowrey had asked us to share. Ying is one of those female heroines who without being famous gets thins done- there she had been in china's barefoot medic network; then spent over 25 years helping build small enterprise across USA - it was she who told us america's most exciting sme economists were ...; she had returned to find being didnt have a small enterprise curriculum but 2000-2015 as china's5 years of 5 million youth startups urgently needed one
this was before jack ma's ant financial joined in with bill gates and others to help HUNI1.4 bkash.com take the next great leap; a message came through from sir fazle -would these gracious young ladies please come back during the summer vacation -before their post grads at Oxfords Rhode Scholars and Columbia U - so he could update them on the first 46 years of billion poorest chinese and bangladesh women designing HUNIcorns? ...
|.1.4 At present, bKash is one of the leading Mobile Financial Services Provider in the world. bKash started as a joint venture between BRAC Bank Limited, Bangladesh and Money in Motion LLC, USA in 2010. In April 2013, International Finance Corporation (IFC), a member of the World Bank Group, became an equity partner and in March 2014, Bill & Melinda Gates Foundation became the investor of the company. In April 2018, Ant Financial (Ali Pay), an affiliate of globally reputed Alibaba Group, became an investor in bKash. The ultimate objective of bKash is to ensure access to a broader range of financial services for the people of Bangladesh. It has a special focus to serve the low income masses of the country to achieve broader financial inclusion by providing services that are convenient, affordable and reliable.|
More than 70% of the population of Bangladesh lives in rural areas where access to formal financial services is difficult. Yet these are the people who are in most need of such services, either for receiving funds from loved ones in distant locations, or to access financial tools to improve their economic condition. Less than 15% of Bangladeshis are connected to the formal banking system whereas over 68% have mobile phones. These phones are not merely devices for talking, but can be used for more useful and sophisticated processing tasks. bKash was conceived primarily to utilize these mobile devices and the omnipresent telecom networks to extend financial services in a secure manner to the under-served remote population of Bangladesh. bKash can be accessed via all the mobile networks operating in Bangladesh. Currently, bKash is running a network of more than 200,000 agents throughout urban and rural areas of Bangladesh with over 50 million verified accounts.In 2017, bKash was ranked as the 23rd company in the annual list of Fortune Magazine's 'Change the World in 2017' among the top 50 companies to make changes based on social issues. bKash has been recognized as the Best Brand of Bangladesh for the second consecutive time (2019 and 2020) in a consumer survey conducted by the Bangladesh Brand Forum...
HAPPY 80TH BIRTHDAY ABED BHAI
the forecourt of brac's office sprouted a tent -inside a display akin to a madame tussauds show guided visitors through village development over 4.5 decades; two youthful chinese female provincial graduates -one who grew up in mao's hunan, the other grew up in the province bordering north korea were there to observe; this is the translation story they were given as a souvenir -dear friends of women empowerment across asia - please celebrate with us::
HAPPY 80th BIRTHDAY – Sor Fazle Abed, BRAC,
45 Years of TRYING TO Build the Most Valuable PARTNERSHIPS Network on Sustainability Youth’s Planet
1 RESILIENCE NOT JUST RELIEF –INNOVATION’s CORE OF BOTTOM-UP DEVELOPMENT ECONOMICS
The seeds of BRAC were planted in the efforts of Sir Fazle and friends to assist families affected by the Brola cyclone in 1970. BRAC was then officially established after independence, supporting refugees to rebuild their lives. At a critical early juncture , we abandoned our focus on relief and adopted a longer-term objective of development, opting to work side by side with community members for decades to come.
We do not ignore emergencies and their impact on people living in poverty. We build community preparedness and grassroots platforms that activate in natural disasters to minimize damage and to channel relief. Our goal is to help households bounce back better.
Better often means changes such as stronger infrastructure or new livelihoods for families that depend on agriculture, for example, and are therefore increasingly vulnerable to climate change.
Massive natural disasters internationally have triggered us to expand into new countries like
2 Healthy Lives and healthy futures
Doctors and hospitals were scarce in
We challenged the global health community by putting the life saving treatment for diarrheal disease in the “unqualified” hands of mothers, and generated evidence that they could use it effectively. We created a community-based tuberculosis control model, expanding over time to become the government’s largest partner in combating the disease.
The growing numbers of people living in poverty in urban areas face serious health risks, including maternal and infant mortality. Our network of healthcare entrepreneurs continues to ensure that women can access care safely, quickly, and with dignity.
Recent breakthroughs in cognitive science have shown that focusing on early childhood development has transformative effects over a lifetime. Pilot programmes are putting this research into action at the grassroots level
The primary challenge of healthcare now is less about access and more about quality. We are building financial tools to continuously ensure more people can access services that meet their evolving health needs.
3 EDUCATION FROM LITERACY TO LEADERSHIP
We started by teaching basic literacy to adults, then realised we needed to start from the start. We changed lour nor-formal primary schools as “second chances’ for people living in poverty especially girls. Our pedagogy focused on joyful learning, incorporating the best practices from around the world.
As students graduated from our schools. We felt a need for creative ways to continue learning beyond the classroom. Libraries offered reading materials, and adolescent clubs created safe spaces and opportunities to teach life skills.
Our focus moved towards quality, with universal access towards education in sight, through strategies such as teacher training and increased use of technology. We proactively recruited students with special needs and expanded our curriculum into multiple ethnic languages to ensure that our schools were successful to all children.
Our ultimate goal is to build a nation, and for that we need leaders. That is where our focus is now – creating opportunities for youth to take responsibilities in programmes, as mentors, and as teachers themselves. Our university creates even more opportunities to contribute on a global scale.
4 Financial Inclusion
We started by bringing people living in poverty together. We quickly learnt that what they needed most urgently was access to economic opportunities and financial services.
We brought women together into village organizations to organize credit and savings arrangements, and then used these meetings as a platform by delivering a wider range of services.
Over time, we expanded our reach to unserved populations, such as the “missing middle” (enterprises that were too large for the loans offered by microfinance but excluded from commercial banks) and a comprehensive grants based programme for people living with poverty, who could not benefit from microfinance.
We are now building a broader set of financial products, including insurance and pensions, and leveraging the growing ownership of mobile phones to use digital channels for financial services.
5 Market Solutions for the Poor
A fundamental driver is a lack of power – at the individual, household and community level alike... Power dynamics need to change in order for people living in poverty to realize their potential , and they only change when people do it themselves.
We promoted consciousness raising and empowerment from our earliest interactions with communities, inspired by teachings on social movements. We underestimated the complexity of power dynamics though and learned the hard way that we needed to create new organisations, where women could come together in solidarity. These community action groups became important social platforms; for example, supporting health workers who faced harassment for their services.
We widened our work over time to help people living in poverty to participate in formal government structures and leverage public services. We also increased our engagement with public official and village leaders to build wider support for women’s empowerment. These discussions have risen to the national level, where we advocate policies that support gender equality and human rights. Internally we have worked to build a female-friendly work environment and actively strive to recruit women.
Gender equality remains one of the greatest unfinished works of our generation, and an area in which we have to continue changing power dynamics. We still see that child marriage is the norm, sexual violence is pervasive, and women are under-represented in the workforce.
6 Changing Power Dynamics
As we began to provide financial services to people living in poverty, we noticed that many rural communities did not have access to markets
We started building value chains, connecting thousands of farmers and artisans to national markets. We focused on silk, poultry, clothing and retail, in many cases the viability of new sectors in
Entrepreneurship is also a long standing part of our development approach. Over time we have built a national cadre of local change agents, usually women, who receive training and support from us, but are paid for their services by their neighbours. These grassroots entrepreneurs distribute a wide variety of products and services, from sanitary napkins to high quality seeds.
As local and global labor markets offer new opportunities. We are supporting migrants to seek and finance work abroad safely, and equip youth with in-demand skills
7 BRAC INTERNATIONAL
By 2002 we had over 30 years experience of piloting and perfecting programs, and scaling them to reach millions. The time had come to bring what we had learnt in
Relief and rehabilitation were immediate needs after war and natural disasters plunged millions into poverty in
We expanded into
Opening now in 12 countries gives us a rich knowledge base to further our work in
At bracnet ning it seemed useful to create these note spaces for people who want to read speeches abed made through the years or to track which world influncers joined in when
Post a Comment