About

Definition: NRBs or Non-Resident Bangladeshis comprise people of Bangladeshi origin who live outside Bangladesh. The émigré community that has settled in various parts of our planet also fall under the NRB category.

Facts: Wherever they have settled as the new residents (e.g., citizens, dual citizens, permanent or temporary residents), the NRBs and their children and grandchildren are amongst the best educated and successful communities in the world. Today, the NRBs or the Bangladeshi expats constitute a significant and successful economic, social, and cultural force in the world. They have made significant contributions to the economy of the country of residence and have added considerable measure to knowledge and innovation. They have also been a major source of foreign remittance for Bangladesh. According to the Government of Bangladesh, some 14 (one crore 40 lacs) million are estimated to be the NRBs. There is hardly a country today in the world where Bangladeshis, once dumped as ‘ghar kuno’ (i.e., averse to leave home), cannot be found.

Such an “exodus” can only be described as a colossal brain-drain phenomenon. This experience is not unique to Bangladesh though. Politicians have failed them to feel secure and wanted for the good of their country! The emergence of significant diasporas has in recent years brought into sharp focus two key facts:

1. First, there is a large expatriate population of skilled people from emerging economies in the developed world.

2. Second, overseas communities are a significant resource for the development of countries of origin.

3. Third and significant that NRBs ls tyer alone contributed 23 Billion dollar to run the economic wheel of Bangladesh as we are the remittance fighter

What was, thus, once a brain-drain phenomenon for the native countries can easily be transformed into a brain-gain phenomenon if there are willing undertakers on both ends.

Points to Ponder Upon: The diaspora community can and does serve as an important ‘bridge’ to access knowledge, expertise, resources, and markets for the development of the country of origin. As experts would tell us, the success of this bridge is often predicated upon two conditions:

1. The ability of the diaspora community to serve as goodwill ambassadors of their native country in developing and projecting a positive image that is coherent, intrinsically motivated, and progressive.

2. The capacity of the home country to establish conditions and institutions for sustainable, symbiotic, and mutually rewarding engagement.

As to the first of the above two conditions, the NRBs have earned the trust of their hosts projecting image as good neighbors and workers, and are, accordingly, recognized for their positive contributions made both inside and outside their workspace. Many of them are practically running many of the major corporations in their host countries. They have not forgotten their birthplace; they crave for helping the people of Bangladesh in every way that is legal and possible. These caring and highly talented and experienced NRBs are capable of transforming Bangladesh into an envy of the entire South Asia. Myself (Engr. Jalil Khan as fonder and Dr, Habib Siddique as the co-founder of the NRB Council, we can testify to the depth of their sincerity to bringing about a transformational change.

Sadly, as to the second condition, Bangladesh government has not proven to be a sincere partner to grab the stretched arms of the NRB community. The government has again failed to feel them welcome back home and invest bigly therein. Its irresponsible policies continue to penalize them and make the lives of their family members living inside Bangladesh unbearable. Their paternal properties are easy targets for illicit land-grab by those affiliated with the government.

The sad experience has left many NRBs bewildered and utterly frustrated. Nothing good could come out of such a painful experience when their precious time and money are lost fighting criminals and forced to bribe corrupt and greedy bureaucrats who are seemingly oblivious of their accountability. It is, however, never too late to modify and correct such mistakes and deficiencies. And what could be a better time than now?

In recent years, Bangladesh has become an emerging power whose importance in the global arena cannot simply be ignored. Its per capita income is higher than that of India. It has also outpaced its neighbors in many of the social indicators, including health, life expectancy, birth-rates, and women empowerment.

As the political leadership in the “new” Bangladesh seeks to become a global player of significance, the time has come for a strong and sustained engagement between those living inside Bangladesh and the NRBs that live outside. The time has also come for the NRBs to benefit from the exciting opportunities that Bangladesh provides.

If the policy makers in the government are serious to utilize the talented and skilled NRBs for nation Building, they must revamp it Ministry of Expatriates Welfare and overseas Employment with a broader mandate and agenda that goes beyond supplying cheap labor. The task of the revamp ministry must include deepening human capital in emerging technologies and gainfully utilizing the skills, talents, and resources of the NRB community to multiply such inside Bangladesh.

Strategy: To build a strategic framework we need to address 1) what is mission 2) what is vision 3) what are the long-term strategic initiatives & plans 4) what are the short-term tactical steps.

Remember following questions need to be answered by the policy makers.

Consider, for instance, the following questions that need to be answered by the policy makers:

• What might be the best strategy for an outreach program that will enable the Government of Bangladesh to reach out to the largest numbers of the Overseas Bangladeshi community besides our mission – Strategy & Staff?
• How best we can develop effective communications and networks to foster a dialogue between Government and specialized/professional groups within NRB community in the fields of health, education, technological innovation, and entrepreneurship – structure, systems & skills.
• Create a platform to bring together Parliamentarians of Bangladesh origin to discuss subjects of common interests – strategy!
• We are proposing to consider setting up a NRB volunteers Corps to encourage active NRBs -students, entrepreneurs, academics to spend part of the year for work in Bangladesh on issues like water, environment, teaching etc. Shared values!
• What new opportunities and ideas can we consider for expanding our engagement and how -strategy and shared values.

In recent years Dhaka has hosted a few NRB Summits in collaboration with local Sponsors. Some small and good projects have come out of such collaboration, again more is needed.

Consider, for instance, the following questions that need to be answered by the policy makers:

• What might be the best strategy for an outreach program that will enable the Government of Bangladesh to reach out to the largest numbers of the Overseas Bangladeshi community besides our missions? (Strategy & Staff)
• How best can we develop effective communications and networks to foster a dialogue between the Government and the specialized/professional groups within the NRB community in the fields of health, education, technological innovation and entrepreneurship? (Structure, Systems & Staff)
• What package of services must we consider facilitating through the public or private sectors, including banks, for the new Diaspora (Bangladeshis who are now going overseas) to help them settle down better and faster? (Systems & Skills)
• How can we partner with the NRB community to leverage the demographic dividend and position Bangladesh as a global supplier of skilled and trained workers and professionals in key sectors in which we have competitive advantages? (Systems, Skills, Structure & Style)
• Can we create a platform bringing together Parliamentarians of Bangladeshi origin to discuss subjects of common interests? (Strategy)
• Can we consider setting up an NRB Volunteers Corps to encourage active NRBs – students, entrepreneurs, academics, to spend some part of the year for voluntary work in Bangladesh on issues like water, environment, teaching, R&D, etc.? (Shared Values)
• How best can we incentivize the specialized groups within the broader NRB community – the born abroad youth and women – to engage with Bangladesh? What forms must this engagement take? (Strategy, systems and shared values)
• What new opportunities and ideas can we consider for expanding our engagement and how? (Strategy and Shared Values)

In recent years, Dhaka has hosted a few NRB Summits in collaboration with local sponsors. Some small but good projects have come out of such a collaboration. But more can be done if there is sincerity of purpose and action.

Here below are some recommendations that we would like to offer.

• Good intent “talks” must be backed up by “walking the talk” actions by those that matter within the government.

• Policy engagement is clear, well known and secured at senior governmental level to build dialogue with the NRB community.
• The Prime Minister should form a Global NRB Advisory Council, which must, at the apex level, drive policy and oversee its implementation.
• Resources devoted to the NRB policies should match objectives. It may mean shoring up more resources as the engagements deepen and widen.
• Institutional change is promoted to help public servants collaborate effectively with NRB representatives and contribute to leadership-building.
• Dialogue is promoted within government and with regional and local authorities on NRB matters about their role, potential and concerns. This will have to populate multi-level forums on development at the center, the state, and the local government levels.
• Coherence is ensured between pro-NRB policies and other national policies and that they contribute to other objectives already on the economic and social agenda.
• Specific areas of engagement are identified in which the NRBs can individually or collectively participate and the institutions that will anchor and support their engagement.
• Key NRB institutions that could constitute partners for the specific areas of engagement are identified and formally inducted as partners with the requisite resource and institutional support.
• An appropriate inter-ministerial and inter-organizational coordination mechanism is established to oversee the engagement of the NRB community, monitor and apply correctives wherever necessary.

Land-grabbing of the NRB family properties and harassment of their family members must stop to encourage and strengthen their partnership in nation-building.