download one page tour to 50 years of building partners empowering Asian village women to end poverty, design last mile health service and much more- how brac became the ngo world's largest networking economy DAY I ALMOST CHOKED EATING SUSHI WITH FAZLE ABED; he was telling his story: Bangladesh was less than 1 year old- it was 1972 and wanting to do more that being young Asia's leading oil company ceo, his greatest mistake was spending his life savings on building homes for 100000 refugees. Being an engineer I knew how to do that. But as we were opening the meta-village a young lady came up to me : what education/village enterprises do we need to prevent dozens of girls starving every week and scores of infants dying from dehydration? So she & I learnt we needed to innovate 5 last mile services for any space girls are born- safe homes, education, health, food, finance; in searching we found a billion village mothers wanting to COLLAB. ..video 1
|Download 2-page guide ...consider cases of new nations after world war 2- how many cases lived up to the peoples simplest dreams, end poverty, food/health/safety for every family member, education geared to decent jobs and happiness? bangladesh did something different- empowering 90% of women to find partners in building their own communities- .over 50 years a new economic model emerged which a billion asian women applied to end extreme poverty- how?.||sustainability generation goal 5 100% livesmatter communitY 1 PLATFORMS 1 PLATFORMS 5.1 5.2 5.3 5.4 5.5 5.6; 4 livelihood edu for all 4.1 4.2 4.3 4.4 4.5 4.6 ref Safiqul Islam 3 last mile health services 3.1 3,2 3.3 3.4 3.5 3.6 last mile nutrition 2.1 2.2 2.3 2.4 2.5 2,6 banking for all workers 1.1 1.2 1.3 1.4 1.5 1.6 .|
|examples from abed builder of largest ngo partnership: Reeta Roy MCF 3.3 1billion$ to vaccinate continent africa 4.3 uganda; Soros 1.1-1.6 ineteconomics bottom-up, 4.4 new university OSUN 3.4 end TB; Gates 1.1-1.6 digital finance; 2.1-2.6 extending mpesa in tanzania's green revolution; world bank 1.3 first 100 ultra poor nations co-researchers, 4,4 first 100 nations early childhood play co-researchers|
in contrast tu unicorns, we define hunicorns as billion dollar startup networks to valuable to human life for exiting investors or quarrelsome political parties -hall of fame first 1000 hunicorn collabs with sir fazle abed
36 alumni networks for sustainability generation goal 5 100% livesmatter communities 5.1 5.2 5.3 5.4 5.5 5.6; 4 livelihood edu for all 4.1 4.2 4.3 4.4 4.5 4.6 ref Safiqul Islam 3 last mile health services 3.1 3,2 3.3 3.4 3.5 3.6 last mile nutrition 2.1 2.2 2.3 2.4 2.5 2,6 banking for all workers 1.1 1.2 1.3 1.4 1.5 1.6 ...
...2016 bangladesh e-digital schools nationwide :: bangla video:::: brookings video:: :::brac how did this happen?
|The Economist 1977|
2020s earthlings have the great good fortune that over 50 years from 1970 to 2019, fazle abed helped 1 billion asian women end poverty through 6 connected community building networks celebrating the first 5 sdgs and youth mediating everything else to be first sdg generation -each with a collaboration legacy -we're here to help yu find the network you can most help empower further
|ending poverty, celebrating sustainability goals & youthful community building = most enjoyable ways to network; fazle abed (oil company engineer inspired by franciscan values) helped billion asian mothers do this over 50 years - join most exciting action learning networks and lets map AI algorithms = optimal livesmatter community builders -2021 join in glasgow cop26 & dubai rewired greatest youth meetings ever with thanks to abed.games youthmarkets.com & worldrecordjobs.com|
Wednesday, September 26, 2007
The Global Network of Government Innovators South Asian Regional Forum Rai Foundation A-41, M.C.I.E, Mathura Road, New Delhi September 26-28th, 2007 “What Are Governments Doing to Promote Social Justice?: BRAC’s Three Decades in Bangladesh” Salehuddin Ahmed, firstname.lastname@example.org What was the problem? Bangladesh is an economically underdeveloped country with one of the densest populations in the world —145 million Bangladeshis live in 145,000 square kilometers. All major development indicators demonstrate the country has a long way to go to bring people out of poverty: 40% of Bangladesh’s citizens live below the poverty line; the national literacy rate is about 45%; and infant and maternal mortality rates are among the highest in the world. The rich are getting richer, the poor poorer, corruption remains a challenge, and democracy is struggling. Yet, progress is certainly being made. What was the innovation? BRAC, which is one of the most successful private development organizations in Bangladesh, is also the largest national NGO in the world. It began as a small relief and rehabilitation initiative in 1972 with a staff of 50 to assist poor refugees returning to Bangladesh following its foundation as an independent nation. Over the last three decades, it has developed into a large, multi-faceted development organization working directly with the poor, with a particular focus women and children. Programs and interventions in microfinance, health, education, social development and training have evolved and consolidated. BRAC’s two major goals are to alleviate poverty and to empower the poor, especially women. Currently, BRAC has over 6 million micro-finance clients, 1.7 million students, and an annual budget of 330 million U.S. dollars. It employs a full-time staff of 47,000 and a part-time staff of 55,000, with branches in Afghanistan, Africa, Sri Lanka, Pakistan, London, and New York. BRAC’s activities include legal services to support human rights, essential health care programs, and social development initiatives such as building village theaters. In 2001, BRAC established its own university to train future country leaders through undergraduate and graduate studies. What obstacles did you face? The disparity between rich and poor in Bangladesh continues to widen, and government corruption is a major challenge. In order to prevent corruption within BRAC, the organization’s leaders have instituted a number of mechanisms for oversight. Each BRAC staff member must undergo rigorous training to create a value-driven institutional culture. The Training Division also plans regular activities to ensure that BRAC leadership capacities continue to grow, both in Bangladesh and abroad. An ombudsperson ensures that complaints within the organization can be arbitrated impartially without regard to staff hierarchies. To improve accountability, the organization maintains its own strong Accounts and Audits Division. What were the planned versus actual results? The success factors for BRAC include substantial investment in research and evaluation, which supports continuous innovation in programming. The organization’s leadership has also proven its commitment to the goals of poverty alleviation and empowerment of the poor. BRAC’s reliance on professionalism has generated strong Training and Accounts and Audits Divisions, which work to improve the organization’s capacity, transparency, and accountability. Finally, BRAC’s evolving government relationship and network of partners has enabled it to implement programs easily and efficiently. Salehuddin Ahmed is Pro-Vice Chancellor of BRAC University and a member of the BRAC University Governing Board. He is also the Chair of the BUILD-BRAC University Initiative on Learning and Development, a strategic think-tank of the University. Dr. Ahmed has published widely on development and poverty alleviation and currently teaches a range of topics including management, leadership, work motivation, and stress management. He also initiated, and is in the process of implementing, a threeyear faculty capacity building agreement with George Washington University with funding from the United States State Department. Before becoming Pro-Vice Chancellor of the University, Dr. Ahmed served as Deputy Executive Director of BRAC, in which capacity he administered programs in Human Resource Development, Training and Capacity Building, Health and Population, Rural Development, Monitoring and Auditing, Finance, Logistics, and Construction. Dr. Ahmed has been a Visiting Professor at the School for International Training (SIT) and Marlboro College, Vermont. He was awarded a Fulbright Scholarship in August 2004. Dr. Ahmed holds a Ph.D. in Economics from Kharkov National University and a Master’s in Management from the Asian Institute of Management in Manila, and has participated in several training programs at the Kennedy School of Government at Harvard University.