Bangladeshi Diaspora

Strategies, Challenges and Way Forward
Economic Relations Division (ERD)

Ministry of Finance
Economic Relations Division (ERD),Ministry of Finance

Knowledge for Development Management (K4DM) Project
Engagement of Non-resident Bangladeshis (NRBs) in
National Development: Strategies, Challenges and Way
Forward
Study conducted by
Dr. Mobasser Monem
Professor, Department of Public Administration
University of Dhaka
Published by
Economic Relations Division (ERD)
Ministry of Finance
Supported by
Knowledge for Development Management (K4DM) Project
funded by UNDP
Published in
July 2018
© ERD
Design and Printed by

ARKA
Message
Minister
Ministry of Finance
Government of the People's Republic of Bangladesh
I am delighted to know that, ERD is publishing a study report on "Engagement of Non-

resident Bangladeshis (NRBs) in National Development: Strategies, Challenges and Way
Forward". This is a comprehensive study on this important issue for the first time in
Bangladesh.
Strengthening economic diplomacy is one of the key businesses of ERD, and this report will
assist ERD to find out the best option for effective engagement of NRBs for national
development. By focusing on the manner and means by which the NRBs can engage and
contribute to the country of origin, the study broadens the scope beyond migration and
settlement.
We are very proud of the people of Bangladesh who are contributing towards the
development of their country of residence. Quite a few NRBs are taking part in the
parliaments of countries like UK, Sweden and Canada as elected representative.
The research team deserve special thanks for production of such a good report. I appreciate
the pro-active role of UNDP funded Knowledge for Development Management (K4DM)
Project for supporting this publication.
In the context of LDC Graduation, we need to have paradigm shift in development planning
and I strongly believe that NRBs will play significant role in that process.
Abul Maal A Muhith MP

iii
Message
State Minister
Ministry of Finance & Ministry of Planning
Government of the People's Republic of Bangladesh
The study report titled “Engagement of Non-resident Bangladeshis (NRBs) in National

Development: Strategies, Challenges and Way Forward “commissioned by the Economic
Relations Division and supported by UNDP funded Knowledge for Development
Management (K4DM) project is timely action to explore the areas of NRB engagement in
national development.
We have earned international acclamations for our credible success in achieving SDGs and
financing is a big challenge here. NRB engagement in national development can generate
finance for some specific goals of SDGs and we should consider the issue with due
importance.
I am really impressed over the findings of this study and consider the report as a quality
knowledge product and appreciate sincere work of researcher.This report shows how NRBs
often serve as critical bridges to facilitate movement of funds, sharing knowledge and
generate useful networking for various socio-economic initiatives.
We are living in a global family and the distance between country of origin and country of
residence is no more a risk factor if we really work collectively for positive changes.
Let us work together for protecting human dignity with innovative development
approaches.
M A Mannan, MP
iv Engagement of Non-resident Bangladeshis (NRBs) in National Development:

Message
Principal Secretary
Prime Minister's Office
Govt. of the People's Republic of Bangladesh
I am pleased to know that Economic Relations Division (ERD) has conducted a study on
"Engagement of NRBs in National Development: Strategies, Challenges and Way Forward".
This is a good initiative to capture the prospects and challenges of NRB engagement, which is
supportive to proper planning on this area.
NRB engagement in national development is a potential area. Policy makers increasingly

recognize the value that non-resident population brings to development efforts at home.
Countries in this region particularly India and the Philippines have taken strategic steps to
develop institutional framework for engaging diaspora's in development initiatives. All these
initiatives are very much encouraging to us in further accelerating our efforts to engage the
non-resident Bangladeshis in national development efforts.
It is estimated that about 2.4 million Bangladeshis are living abroad permanently either as
citizens or with other valid documents in 162 countries. Government of Bangladesh is
interested in tapping the diaspora's knowledge, skills and expertise and also encourages
them to invest in Bangladesh. An effective engagement strategies and institutional
arrangement have been devised. However, it must be kept in mind that reaching out the
diaspora as well as engaging them in productive and meaningful way will require
commitment and leadership.
As an advisor of the Taskforce for NRB Engagement in National Development, I feel proud of
my engagement in this process.
I take this opportunity to thank ERD for publishing this important report- which could be the
basis of our future work in this area.
Md. Nojibur Rahman

v
Message
Principal Coordinator (SDG)

Prime Minister's Office
Government of the People Republic of Bangladesh &
Advisor, Taskforce for NRB Engagement
in National Development
I am delighted to learn that Economic Relations Division is publishing the analytical research
report on 'Engagement of Non-Residential Bangladeshis in National Development:
Strategies, Challenges and Way Forward' which would facilitate NRB engagement in national
development. This study explored the potentials of NRBs and identifies the ways and
modalities for their effective engagement. As an Advisor of the Taskforce for NRB
engagement; I strongly believe that this report will serve as a guiding framework in
identifying the future course of actions in this area.
I am happy to note that prior to publication of the report, many of its recommendations have
already been implemented. The Government has already constituted a Taskforce to facilitate
the NRB engagement process and for developing institutional arrangement in this regard.
First meeting of the task force recommended establishing a separate cell at ERD for
facilitating NRB engagement. A dedicated website has already been developed for
strengthening linkages with the NRBs and for providing information services to them. We
hope this new website will contribute towards better connectivity and understanding on the
relevant issues.
I would like to take this opportunity to thank officials and colleagues from different ministries
and representatives of Non-Government Organizations and CSOs for providing inputs,
sharing their views, which have enriched report, made it informative and useful.
NRB engagement for national development requires a coordinated and collective effort. I
hope that all stakeholders will play significant role in this process, which will create synergy
towards effective participation of NRBs in different areas of national development.
I congratulate ERD for such a good initiative and appreciate assistance from UNDP
Bangladesh for supporting this publication.
Md. Abul Kalam Azad
vi Engagement of Non-resident Bangladeshis (NRBs) in National Development:

Message
Secretary
Economic Relations Division
NRB Engagement in National Development is an emerging issue, which can enhance the
relationship of NRBs with their country of origin and facilitate development efforts with their
active participation. As a part of Economic Diplomacy, Economic Relations Division is playing
significant role in providing institutional arrangement for facilitating NRB engagement in
national development. The Government has constituted a Task Force with representatives
from Government and Non-Government agencies and also established a dedicated cell at
ERD to deal with the NRB issues.
For better understanding the issue, ERD initiated this study titled “Engagement of NRBs in
National Development : Strategies, Challenges and Way Forward “ in November 2017 and
the findings were disseminated in an international seminar held on 13 December 2017,
where a good number of NRBs participated. The findings of the study and the
recommendations already contributed significantly to undertake follow-up actions in
promoting the engagement process.
I appreciate the contribution of Professor Mobasser Monem in conducting the study on time
and sharing the study findings with stakeholders. I strongly believe that, this study will
contribute towards identifying the most appropriate actions in developing institutional
arrangements for effective NRB engagement. The best practices of other countries and the
recommendations of the NRBs included in this report, which will help us to replicate the
good lessons in our future action.
I appreciate the active role of K4DM Project in facilitating the process and thanks the project
team for publishing the report.
Kazi Shofiqul Azam

vii
Message
Additional Secretary (UN)

and National Project Director, K4DM Project
Economic Relations Division is driving to reach the next level of excellency by publishing a
study report on “Engagement Non-resident Bangladeshis (NRBs) in National Development
Strategies, Challenges and Way Forward”.
Non-Resident Bangladeshis (NRBs) are contributing in different ways but there is no formal
institutional arrangement or any platform to engage them effectively. Considering the
potentials of Bangladeshi diaspora across the world, ERD initiated the study to understand
the current scenario of NRB engagement, the constraints, and best practices in other
countries and to identify the policy recommendations for future work.
Professor Mobasser Monem from the Department of Public Administration, Dhaka

University was hired to conduct the study. He discussed with relevant experts, NRBs, Policy
makers and explored best practices of other countries to prepare this report. Dr. Monem
deserves thanks for submitting quality report on time.
I strongly believe that this knowledge product will prove valuable for NRB engagement in
national development and will facilitate further discussions and interactions with the
stakeholders. I assure that ERD will consider the relevant recommendations and will
undertake follow-up actions in order to institutionalize NRBs engagement. As a National
Project Director of K4DM Project, I feel proud of sponsoring this comprehensive study, which
is the first time in Bangladesh.
Finally, we look forward to your further ideas and innovative thinking in fostering our efforts
towards developing a national platform for facilitating NRB engagement in national
development.
Dr. Kazi Anowarul Hoque
viii Engagement of Non-resident Bangladeshis (NRBs) in National Development:

Message
United Nations Development Programme
RvwZmsN Dbœqb Kg©m~Px
Until date Non-Resident Bangladeshis (NRBs), remain an

untapped resource to support the national development agenda.
It is estimated that nearly 2.4 million Bangladeshis are living
abroad permanently either as citizens or on long term permits and
several of whom are well-established, highly skilled and influential
in their counties of residence. Further, studies indicate that many
of them still retain very strong emotional ties with Bangladesh and
would be willing to contribute through extending philanthropy, lending skills and experience
or as investors, if opportunities to do so are conducive. To that end, it is timely that the
Economic Relations Division in partnership with UNDP is supporting research and facilitating
dialogue to support the design and establishment of mechanisms that will help to tap into
these resources. This study represents one such useful and very timely initiative.
Globally, there exists numerous successful initiatives of diaspora engagement that
Bangladesh can review, learn lessons and potentially adapt for use. An UNCTAD study
conducted in 2012 estimated that up to 80% of FDI into China was from its diaspora
networks. In Lebanon, around six thousand projects have been successfully implemented
through the 'Live Lebanon' initiative with diaspora-donated money to support local
communities. Contributions from the Diaspora take multiple forms that include
philanthropy, business and academic networks, institutional twinning initiatives,
practitioners or technical advisors etc. There also several successful examples of the
Diaspora providing pro-bono medical and education services and promoting tourism.
UNDP has long standing experience of providing support to national governments in
developing partnership with their respective Diaspora. UNDP supported initiative called
TOKTEN (Transfer of Knowledge through Expatriate Nationals) implemented in different
countries in the world is a good example in this regard. 'Live Lebanon' (www.livelebanon.org)
for mobilizing Lebanese Diaspora contribution in support of local development in the most
deprived areas of Lebanon is another milestone achievement of UNDP.
In face of reduced benefits, as Bangladesh graduates out of the 'least developed country'
status, engaging non-resident Bangladeshis (NRBs) as investors can be a new way to
maintain the pace of economic growth. UNDP can help in devising both a suitable platform
and campaign to incentivize Diaspora from different parts of the globe to come together and
invest in the development of Bangladesh.
Sudipto Mukerjee
Country Director

ix
Table of Contents
Acronyms 7
Executive Summary 9
Chapter One 17
Background, Rationale, Objectives and Methodology 19
Methodology Used and Sources of Information 23
Chapter Two 25
Diaspora and Diaspora Engagement: Theoretical Underpinnings 27
Identify Goals and Capacities 33
Understanding the Diaspora 34
Building Trust 34
Mobilize the Diaspora for Development 35
Building Capacity for Effective Implementation 36
Chapter Three 39
An Overview of Bangladeshi Diaspora 41
A Brief History of Bangladeshi Diaspora 42
Chapter Four 45
Diaspora Engagement in Bangladesh: An Overview of the Current Status 47
Why is it Important for Bangladesh to Harness the Diaspora Potential? 47
An Overview of Diaspora Engagement: Where does Bangladesh stand? 48
Overseas Labour Wings 50
Bureau of Manpower Employment and Training (BMET) 50
Bangladesh Overseas Employment and Services Limited (BOESL) 50
Probashi Kallayan Bank (PKB) 51
Wage Earners’ Welfare Board (WEWB) 51
Some Observations about the Activities of the Ministry and other Entities 53
Bangladesh Bank’ initiatives for NRBs 54
Tax Benefits Accorded to NRBs 56
NRB investment through capital markets 57
Direct Investment by NRBs 58

1
Private, Voluntary Initiatives for Engaging NRBs on Knowledge Network 59
Chapter Five 61
Diaspora Engagement: International Experiences 63
India 65
Lebanon 68
China 70
Sri Lanka 70
Philippines 70
Mexico 70
South Africa 71
Making Sense of the Findings of Different Countries: Developing the 72
PIE Framework
A. General Approach towards Trust-Building 72
B. Philanthropic Approach for Community Development 73
C. Facilitating Investment 73
D. Expert Engagement 74
Chapter Six 77
Institutional Design for Adopting the PIE Framework 79
The Short-Term Framework 81
Alternative 1: Ensuring Diaspora Engagement with a Focus on PIE through 81
a Project-based Approach Housed in the Economic Relations Division (ERD)
Alternative 2: Ensuring Diaspora Engagement with a Focus on PIE through 87
Establishing a Central Coordinating Unit at the Prime Minister’s Office
The Long-Term Framework 89
National Level Steering Committee headed by the Prime Minister 90
Specialized Unit- Diaspora Engagement Wing (DEW) 90
Three Sub-Units (Philanthropy, Investment, and Expert Engagement) 90
Monitoring and Evaluation 91
Chapter Seven 93
NRB Engagement in Development of Bangladesh: An Overview of the 95
Major Challenges
A. General Challenges 95
B. Policy Level Challenges 95
C. Institutional Level Challenges 96
2 Engagement of Non-resident Bangladeshis (NRBs) in National Development:

Chapter Eight 99
Conclusion and Recommendations 101
Recommendations 102
Reference 110
Appendix-1 113
Name and other details of the Individuals Interviewed 113
Appendix-2 114
Select list of the Bangladeshi Diaspora Associations 114

3
List of Tables
Table 1 : Methodology of the Study 23
Table 2 : Resources diaspora can offer 28
Table 3 : Number of Bangladeshi Immigrant in Industrialized Countries 41
Table 4 : Services provided by WEWB 52
Table 5 : Criteria for and Number of NRB Awards 54
Table 6 : NRB Investments in Bonds (in million USD) 55
Table 7 : Critical Success Factors relating to Diaspora Engagement: At a Glance 75
Table 8 : Specific Activities to be performed by different actors 83

List of Figures
Figure 1 : Top six countries in terms of sending remittance to Bangladesh, 2017 19
(up to September)
Figure 2 : Remittance from USA 20
Figure 3 : Remittance from UK 20
Figure 4 : Remittance from Australia 20
Figure 5 : Remittance from Germany 21
Figure 6 : Total Remittance from Four advanced countries as a percentage 21
of the total of top 20 countries (2010-2017)
Figure 7 : Types of Diasporas 27
Figure 8 : Engagement of Diaspora: The Role of the State 32
Figure 9 : Developing a Road Map for Engaging Diasporas in Development 33
Figure 10 : MoEW&OE and its atatched agencies 48
Figure 11 : NRB Investments in Bonds 56
Figure 12 : Diaspora Investment Preference: Stated interest and actual activity 58
Figure 13 : Major Avenues of Engagement 62
Figure 14 : An Overview of the PIE Framework 75
Figure 15 : Structure of the Diaspora Engagement: Short-Term 82
Option 1 -The Project Approach
Figure 16 : SFigure 16: Structure of diaspora engagement: Short-term 88
Option 2- PIE through a Central Coordinating Unit at the
Prime Minister’s Office
Figure 17 : Structure of the Diaspora Engagement: Long-Term 89
Institutional Framework

5
List of Boxes
Box 1 : Key objectives of the project 22
Box 2 : Strategies and policies adopted by different countries to engage 30
with their diaspora
Box 3 : Existing Wings of MoEW&OE 49
Box 4 : Ministry of Expatriate Welfare and Overseas Employment: 49
Allocation of Business
Box 5 : Reasons for low level of direct diaspora investment in Bangladesh 59

Acronyms
BB Bangladesh Bank
BIDA Bangladesh Investment Development Authority
BOESL Bangladesh Overseas Employment and Services Limited
BMET Bureau of Manpower Employment and Training
ERD Economic Relations Division
PKB Probashi Kallayan Bank
NRB Non-resident Bangladeshi
NRI Non-resident Indian
LBN Lebanese Business Network
MoFA Ministry of Foreign Affairs
MoF Ministry of Finance
MoPA Ministry of Public Administration
MoEW&OE Ministry of Expatriate’s Welfare and Overseas Employment
MoL&PA Ministry of Law and Parliamentary Affairs
PIE Philanthropy, Investment, Expert Affiliation
DEW Diaspora Engagement Wing
K4DM Knowledge for Development Management
UNDP United Nation Development Programme
IOM International Organization for Migration
MPI Migration Policy Institute
PBO People of Bangladeshi Origin
PIO People of Indian Origin
SANSA South Africa Network of Skills Abroad
NIDO Nigerians in the Diaspora Organization
USAID United States Agency International Development
RAMRU Refugee and Migratory Research Unit
OCI Overseas Citizenship of India
IDF-OI India Development Foundation of Overseas Indians
FDI Foreign Direct Investment
SIPA `Silicon Valley’ Indian Professional Association
KIP Community Welfare Fund Know India Programme
WEWB `Wage Earners’ Welfare Board

7
Executive Summary
The term “NRB” includes both the temporary and permanent migrants of Bangladeshi
origin-- who are working or living abroad. However, the focus of this study is on those
Bangladeshis who are permanently residing in different countries and continents and their
off-springs and who are maintaining some sort of ties with Bangladesh. These permanent
migrants living in different continents and countries are known as the “Bangladeshi
diaspora” who have the immense potential to make substantial contributions to
Bangladesh’s development in terms of sharing their skills, expertise, technology and
knowledge. It is perceived that about 10 million Bangladeshis are living abroad of which
about 2.4 million Bangladeshis are living abroad permanently either as citizens or with other
valid documents in as many as 162 countries. They make up the ever-growing Bangladeshi
diaspora and they mostly live in the industrial countries including but not limited to UK, USA,
Italy, Japan, Australia, Greece, Canada, Spain, Germany, South Africa, France, Netherlands,
Belgium and Switzerland. While reasons for their departure vary—jobs, education,
improved standard of living—individuals within diaspora communities maintain a special
affinity with Bangladesh, a desire to maintain a connection (cultural, social or economic) to
their country of origin. With this affinity comes an interest in matters related to the
development in their homeland, be it the social and economic well-being of remaining
friends and family members, humanitarian concerns, business interests, professional
aspirations, or even a desire to return “home” someday. It can be said that when this interest
becomes engagement, whether collective or individual--diaspora community can use their
financial, time and intellectual resource to help reduce poverty, contribute to the expansion
of the private sector and enhance global competitiveness and overall development of the
country.
Diaspora engagement is generally viewed as the government of a given country is

increasingly recognizing the value that diaspora populations bring to development efforts
and is seeking ways to magnify the human capital and financial resources that emigrants and
their descendants contribute to development in their country of origin. Beyond the
remittances, the diaspora members fulfill a key development role in their countries of origin:
as major direct investors in critical and emerging industries, generous philanthropists, and in
the development of human capital and sharing and transfer of knowledge from the countries
of residence to the country of origin in various ways. The significance of diaspora
engagement for national development has drawn attention and has become an important
part of the international agenda in recent years, demonstrated by the growing number of
studies, conferences, pilot projects and initiatives funded by various countries and
development actors. In Bangladesh, there is a growing realization by the government, policy
makers and donors that the diaspora engagement demands greater consideration within the
wider development context.
Within this background, this study concentrates on demonstrating the benefits of diaspora
engagement and finding ways of linking the Non-Resident Bangladeshi (NRB) in the process
of development in Bangladesh. While doing so, the study provides a road map or action plan

9
to be undertaken by the government and other relevant agencies in the short, medium and
long term with a view to facilitate this process of engagement.
As mentioned above, Bangladesh has a large diaspora and this has been growing in the last
few decades. In general, these huge number of diaspora populations have higher levels of
education, special skills, technical expertise and significantly higher incomes and larger
amounts of money in banks in the country of their residence. And engaging the diaspora
communities in a well-coordinated, concerted and effective way would allow them to
contribute while bolstering the developmental efforts of the country. In fact, the successful
design and implementation of a diaspora engagement framework would serve a number of
purposes- first, it would strengthen the integration of the diaspora communities with
Bangladesh allowing them an opportunity to contribute for the betterment of the country;
secondly, the NRBs, through their investment, can play a pivotal role in fostering economic
growth of the country while generating new opportunities for industrial development;
thirdly, the financial contribute made by the NRBs can open up new horizons in the domain of
community development, and finally, the above mentioned important skills, expertise and
experiences could fill capacity gaps in Bangladesh if appropriate engagement modalities can
be formulated and put in place.
It is important to note that in general there has been a renewed emphasis and realization on
the part of the Bangladeshi academia, civil society members and think tanks about the
importance of engaging the diaspora into Bangladesh’s on-going development process.
However, at the government level, whereas there are some provisions to encourage
expatriate remittance senders, businessmen and investors, there is no provision in place at
present to recognize the contributions of the diaspora professional whose outstanding
contributions have been recognized by the host countries. The existing legal frameworks
deal only with the issues relevant to the temporary migrant workers and not the permanent
migrants. It is, against this backdrop, the study seeks to suggest a road map for facilitating the
engagements of the diaspora in the development process of Bangladesh. To that end, the
specific objectives of the study are:
§ Identification of specific processes or mechanisms through which the potentials of

diaspora can be harnessed
§ Suggesting an effective, feasible and practical institutional format for ensuring
effective diaspora engagement through participation of diaspora and national
partners
§ Identification of major challenges for diaspora engagement
§ Offering some concrete recommendations on the front of engaging the Bangladeshi
diaspora.
To point out the necessity of diaspora engagement in the context of Bangladesh, to

understand the current status and to design plans that would facilitate engagement of the
NRBs in the overall development process of Bangladesh, this study has adopted a qualitative
approach. As part of that, extensive literature review has been conducted to determine the
need of diaspora engagement and to understand the existing situation. Related government
policies, rules and regulations have also been analyzed. Furthermore, the study has also

reviewed case studies of international best practices and experiences regarding diaspora
engagement to see what Bangladesh can learn from these experiences.
In addition to that, a number of migration experts, researchers, academicians, government

officials, Non-government and international organization’s professionals have been
interviewed through following an open-structured interview schedule to gather their ideas
about the process of involving the diaspora community as well as potential areas of
engagements. Finally, the study has also attempted to understand what the members of the
diaspora communities think about engagement, how they wish to be engaged and where
they want to get involved. To that end, consultation meetings with the diaspora members
have been organized and this has helped us to develop some feasible and practical
recommendations for diaspora engagement.
The study provides some specific ideas that can be applied for diaspora engagement in the
context of Bangladesh. For that purpose, experiences of different countries regarding
diaspora engagement have been analyzed. This analysis shows several things- first of all, the
bed stone of diaspora engagement is gaining the trust of the diaspora community, i.e.
generating a sense of belief or perception that the government values their contribution,
wants them to contribute and a transparent and accountable mechanism would be followed
in transforming their contribution in to national development efforts. Secondly, whereas
different approaches are taken for involving the diaspora community, these efforts can
largely be categorized into three groups- promoting philanthropy for community
development, facilitating investment for economic and industrial growth, and ensuring
expert engagement for knowledge and skill development. We have defined this focus of
diaspora engagement as “PIE framework” and explained briefly how different countries have
implemented this framework.
Based on the learnings from international experiences, an effort has also been taken to
design an institutional framework that would implement the PIE approach in Bangladesh.
While doing so, the necessary conditions required for developing an institutional
arrangement has been identified and the study argues that an ideal institutional framework
that would embrace the PIE approach should be designed in two phases. In the short-term
two alternatives have been proposed- one argues for introducing a project to be housed in
ERD where PIE would be introduced in three different sub-clusters, each of sub-cluster being
led a specialized ministry. At the same time, different government and non-government
actors would work in collaboration within these sub-clusters and the study also outlines
detailed activities to be performed by these actors. A project implementation committee will
be in charge of the overall coordination. The second alternative follows the same approach
except for the fact that it argues in favor of implementing the PIE-based sub-cluster approach
while keeping it within the PMO. The study, however, points out that in case of both the
alternatives the ultimate goal is strengthening the capacity of the Ministry of Expatriates
Welfare and Overseas Employment (MoEW&OE) so that a specialized unit, known as
Diaspora Engagement Unit (to be headed by an Additional Secretary) can be established
within the MoEW&OE which would eventually take charge of diaspora engagement. The
three sub-clusters will be transformed into three specialized sub-units (i.e. philanthropy sub-
unit, investment sub-unit and expert engagement sub-unit) placed within the unit and a

11
national level steering committee to be headed by Prime Minister would be set-up which
would provide overall policy guidance and oversee the activities of the unit. The study also
identifies possible challenges that may hinder the implementation of PIE approach of
diaspora engagement.
The study identifies a number of challenges and categorizes them in three groups-
General Challenges
§ The absence of an online database that contains information of long term migrants.
§ The difficulty of collecting information from and engaging permanent migrants who
do not have legal stay permit in their country of residence
§ The fact that the NRBs have formed many associations abroad with Bangladeshis as
members and many of these associations are divided along our national political lines.
Choosing the right and appropriate organization/association to work with will be a real
challenge for the government
§ Involving the members of the diaspora and keeping them interested at all times in
every step of the national initiative would be a key challenge which is easier said than
done.
Policy Level Challenges

§ Absence of clear policy provisions relating to diaspora engagement may become a key
challenge as the existing policy provisions do not clearly address the PIE approach
mentioned here.
§ The institutional design developed here indicates that different ministries may need to
get involved in new activities which may not always fall within their jurisdiction. As a
result of this, allocation of business of the concerned government agencies and their
mandates must be amended.
§ Inter-ministerial coordination on a continuous basis poses a challenge.
§ There has to be a special account created for receiving philanthropy funds from the
NRB individuals or associations. Not all government agencies can do this without an
explicit mandate. The management of such funds has to be done in a transparent
manner so that senders can track on line how or where the money is spent. If possible,
information about the impact of the projects can also be shared with them on line. All
these are not easy to do, on the other hand, success of philanthropy in the short,
medium and long term will largely depend on this.
§ Lack of comprehensive supply side studies on the diaspora engagement in the context
of Bangladesh may also pose a challenge.
Institutional Level Challenges

§ As we have mentioned before, diaspora engagement following a PIE approach
requires a major shift in policy which also makes it essential for different government
agencies to change their approach. Bringing about organizational changes, especially
if it requires change in policy focus, has always remained a challenge in the
administrative context of Bangladesh.
§ Currently, the MoEW&OE is overwhelmed with huge workload as this Ministry is
dealing with the numerous issues of the temporary migrants and therefore it will be

difficult, if not impossible, to devote its efforts with its existing manpower strength to
deal with the engagements of the diaspora as this will require special capacity, skills
and a lot of inter-ministerial level coordination.
§ The NRB’s existing perceptions about the investment climate in Bangladesh may not
be very positive.
§ For the expert affiliation, coupling or matching the interests of the NRB professionals
and the host institutions would be a challenge.
The study offers the following recommendations

In the Short-Term, we propose the followings-
General
§ A national initiative has to be taken with a strong government ownership to this end.
With the help of Embassies, Missions, and Consulates, the GoB should also start taking
necessary initiatives to develop a database of the international diaspora community.
§ The expatriates Bangladeshis face a variety of problems such as mistreatment,
harassment and demands of illegal gratification by officials at the country’s entry
points, threats to security and safety upon visiting Bangladesh, and insecurity of
properties and local investments. These issues must be addressed.
§ Measures to acknowledge the contribution of the NRBs should continue and in fact,
the GoB should strengthen its effort to honor the successful NRBs in different areas.
For instance, “Probashi Padak” can be given annually to successful NRBs in different
areas. The government may also declare a specific day as “Pravashi Dibash” to
recognize the contribution of the NRBs and an annual NRB conference may be
organized in which Prime Minister may give away the “Probashi Padak” to eligible NRB
individuals.
§ Cultural integration efforts should be introduced for the young NRBs and people of
Bangladeshi origins (PBOs).
§ The designation of the position “Labour Attache” may be changed to “Diaspora
Relations Officer (DRO)”. Name of the ministry may as well be changed from the
Ministry of Expatriate’ Welfare and Overseas Employment (MoEWOE) to the Ministry
of Expatriate’ Engagement and Welfare (MoEE&W).
§ A supply side study on the Bangladeshi diaspora should be commissioned to capture
their aspirations in every 2/3 years.
§ Sequencing the PIE appropriate is important as an initial confidence building measure.
Ideally, starting with expert affiliation would be a better strategy to start this journey of
NRB engagement.
Philanthropy
§ Given that the government should shift its policy focus from serving the migrant
laborers (which would continue) towards engaging the diaspora communities in the
overall development efforts of the country, a massive awareness-raising campaign
should be introduced.
§ The current government has focused on local economic development (as per the 7th
Five Year Plan) and elected local governments of Zila Parishad (ZP) and the Upazila
Parishad (UZP) can play a pro-active role in facilitating the identification of local and

13
regional development projects for which philanthropic contributions of the diaspora
can be sought on line.
§ There has to be a special account created for receiving philanthropy funds from the
NRB individuals or associations. Not all government agencies can do this without an
explicit mandate. The management of such funds has to be done in a transparent
manner so that senders can track on line how or where the money is spent.
§ The Missions should maintain liaise with the professional diaspora individuals, their
groups and associations to work out modalities of their engagement in Bangladesh.
§ NRBs are to be provided with some details about the projects with a description of
how these projects would benefit people of Bangladesh.
Investment
§ Foreign Missions of Bangladesh should set up a dedicated diaspora engagement cells
with an immediate effect to deal with the affairs of the diaspora engagement keeping
in view the activities suggested under PIE.
§ A special economic zone can be created for the NRB investors.
§ Some special sectors of the economy may be kept reserved exclusively for the NRBs to
invest or they should be given preferential treatment in this regard.
§ The government has a plan to create 100 Special Economic Zones (SEZs). We suggest
that on this front, NRBs may also be given the responsibility to develop a number of
SEZs and then should also be given necessary flexibility to invite investors of their
choice (NRBs or foreign origin).
§ There has to be a well laid down strategy to connect the business and investors
diaspora with the national and local chambers of commerce within Bangladesh.
§ Publicizing among the NRBs the benefits associated with the different types of bonds
available in the market for them to purchase and also make sure that the process of
purchase of bonds is friendlier and encashment of bonds is hassle free.
Expert Affiliation
§ A list of interested NRB professionals willing to make expert contributions to
Bangladesh’s should be prepared immediately for every country having major
professional NRB concentrations.
§ As far as expert engagement is concerned, there are a lot of academics and
researchers working already in different private universities and research
organizations in Bangladesh. More such opportunities should be created at both the
public, private universities and research organizations. Ministry of education in
collaboration with UGC and the proposed entity can invite the NRB academics and
researches of different disciplines and connect them with the local institutions, local
academics and researchers. Also the engineers, doctors, ICT professionals, architects,
pharmacists, agriculturalists and other professionals can be engaged through the
relevant ministries in collaboration initially with the proposed entity responsible for
dealing with this initiative.
§ Besides, internet-based professional networks can be effective mechanisms linking
NRB professionals to professionals in Bangladesh to pool their collective knowledge
and contacts.

§ The positions of Education Attache may be created in a few countries where there are
Bangladeshi diaspora concentrations.
Once these integration-oriented and trust-building initiatives are undertaken, the GoB can
introduce the followings in the Mid-Term:
§ Design short-term institutional framework and as part of that-
§ Develop the necessary business and professional network
§ Activate these networks so that they can connect the global diaspora with the local
people
§ Design and develop a web-based platform which would support the virtual integration
§ Design money tracking tools to ensure the trust of the diaspora community
§ As the government’s policy focus is shifting, effort should be taken to review the
existing rules, policies and laws (including the rules of business and allocations of
business) of relevant ministries. Based on this review, necessary changes have to be
introduced
§ A proper involvement of the diaspora, state and non-state actors has to be ensured
§ Setting up of Bangla language learning schools by the GoB in collaboration with the
Missions abroad and the Ministry of foreign affairs. This will enormously contribute to
the NRB confidence building.
§ For decades expatriates have been demanding their right to vote in the national
election of Bangladesh. Government of Bangladesh should consider the granting the
right to vote to the expatriates.
§ Specific emphasis should be placed in ensuring proper coordination between different
ministries, divisions, agencies;
§ It is important to note that without developing a transparent, functional and reliable
financial management system, it would be extremely difficult, if not impossible to
encourage the diaspora community channel resources to Bangladesh. In order to build
a sound system and ensure the trust of the NRBs, we propose that at the initial level
the fund management mechanism should be delegated to the Development Partners.
This can continue for a while (3 to 5 years) and within this time-frame, with the help of
the DPs, an effective financial management system should be introduced within the
government agencies.
Finally, in the Long Term, the following steps should be taken-

§ The National Steering Committee should be established and activated. The role of the
top political leadership is significant and that is why effort should be taken to include
the Prime Minister;
§ The flexibility of the new specialized unit must be ensured;
§ The unit must have the necessary capacity to perform its duties;
§ The monitoring mechanism (both internal and external) must be put in place.
Developing a system of effective feedback mechanism and a yearly review of the
progress made is also seen useful and if needed reconfiguration of the whole process
would be needed based on the lessons already learnt from the initial activities and
challenges encountered.

15
CHAPTER ONE
Background, Rationale, Objectives

and Methodology
The focus of this study is on the engagement of Non-resident Bangladeshi (NRB) in the
process of development in Bangladesh. The deals with the identifying the issues relating to
this crucially important phenomenon of NRB engagement and provide a road map or action
plan to be undertaken by the government and other relevant agencies in the short, medium
and long term with a view to facilitate this process of engagement. The term “NRB” includes
the temporary migrant workers of Bangladeshi origin-- who are working or living abroad
sending remittance on a regular basis, the term “NRB” also includes “those Bangladeshis
who are permanently residing in different countries and continents and their off-springs and
who are maintaining some sort of ties with Bangladesh. These permanent migrants living in
different continents and countries are known as the “Bangladeshi diaspora” who have the
immense potential to make substantial contributions to Bangladesh’s development in terms
of sharing their skills, expertise, technology and knowledge.
However, it is important to recognize the importance of the temporary migrant worker’s

contributions in terms of sending remittance to Bangladesh and also recognize how greatly
the country has benefited from the continuous flow of remittance sent by our temporary
migrant workers from different countries. As a matter of fact, Bangladesh has been able to
move forward with its aptly designed development agenda at a time when many other
countries of the World were witnessing economic down-turn or difficulties. There is no
denying the fact that among other things, migrant worker’s remittance has enormously
helped Bangladesh achieve most of its development targets in recent years. Remittance has
also made a considerable contribution to ease foreign exchange constraint, stabilizing the
exchange rate and allowing Bangladesh to import much needed raw materials, intermediate
goods and capital equipment. Comfortable reserves of foreign exchange have also
contributed to overall macro stability and have reduced aid dependency.
Figure 1: Top six countries in terms of sending remittance to Bangladesh, 2017 (up to
September)
Top Six Countries in terms of Sending Remittance to Bangladesh

2017 (up to September) in Million USD
745.04
751.83 1714.35 KSA
UAE
779.09
USA
1575.88 Kuwait
1356.42 Malaysia
Source: BMET, 2007.

19
Figure 2: Remittance from USA
Remittance from USA

In million USD
2,500.00
2,000.00
1,500.00 1,591.92
1,713.87
1,671.68
2,062.81
2,392.11
2,496.57
1,939.89
1,356.42
1,000.00
500.00
0
2010 2011 2012 2013 2014 2015 2016 2017
Source: BMET
Figure 3: Remittance from UK
Remittance from UK
In million USD
1,200.00
1,000.00
800.00
600.00
1,051.15
824.82
926.33
845.97
833.89
763.11
745.04
400.00
893.1
200.00
0
2010 2011 2012 2013 2014 2015 2016 2017
Source: BMET
Figure 4: Remittance from Australia
Remittance from Australia

In million USD
80.00
60.00
40.00
62.17
34.96
64.66
55.25
39.99
67.54
51.44
7.09
20.00
0
2010 2011 2012 2013 2014 2015 2016 2017
Source: BMET

Figure 5: Remittance from Germany
Remittance from Germany

In million USD
40.00
30.00
20.00 29.16
16.14
35.64
24.21
28.32
25.14
20.94
26.35
10.00
0
2010 2011 2012 2013 2014 2015 2016 2017
Source: BMET
Figure 6: Total Remittance from Four advanced countries as a percentage of the total of top
20 countries (2010-2017)
Total Remittance from Four advanced countries as a percentage

of the total of top 20 countries (2010-2017)
In Million USD
Germany 0.2 % Australia 0.36 %
UK 6.56 %
USA 14.5%
Source: BMET
Remittances from migrants have positive impacts on poverty reduction and development in
Bangladesh substantially contributed to the achievement of the Millennium Development
Goals. As a matter of fact, all these while the opportunities for the diaspora to con¬tribute
meaningfully to the development of Bangladesh has remained unexploited largely because
of the lack of proper coordination and the inability to envision the importance of the
diaspora beyond remittances. There is no denying that these positive impacts would have
been greater had remittances been saved and invested in infrastructures and productive
capacity (Islam 2012).
However, this study deliberately limits its scope and intends to focus particularly on the
“engagement of Bangladeshi diaspora—the permanent migrants or permanent expatriates”

21
with a special reference to diaspora philanthropy, investment, knowledge sharing. We justify
this on the following grounds:
a. There have been a lot of studies conducted on the temporary migrant workers,
remittance inflow and its development potential and impact. Some studies have
looked into how remittance inflow can be increased and strategies to be adopted in
order for the country to tap into more remittance. In fact, a dedicated ministry has
been set up to facilitate the affairs of the migrant workers and look after the well-being
of them.
b. On the other hand, there exist only a few studies which specifically looked into the
Bangladeshi diaspora (we are aware of 2/3 studies only), let alone, engagement of
diaspora into the process of development of the country. There has not been any study
that has particularly focused on identifying the ways and means to harness the
potential of the knowledge, skills and intellectual resources of the Bangladeshi
diaspora which can help taking Bangladesh to the next level.
Bangladesh government and develop¬ment organizations are now more interested in

tapping into the diaspora population’s knowledge, skills and expertise and also financial
capital in a sustainable manner by devising effective engagement strategies. However, it
must be kept in mind that reaching out the diaspora and engaging them in a productive and
meaningful way will require commit¬ted leadership, creating institutions and their capacity
building, sustaining such institutions amid challenges and also the commitment on the part
of the mem¬bers of the Bangladeshi diaspora.The positive intention of the government has
been manifested by the recent initiative undertaken by the Knowledge for Development
Management (K4DM) project which is being implemented by Economic Relations Division of
the Ministry of Finance and supported by UNDP. The project started its operation in 2015.
The key objectives of the project are as follows:
Box 1: key objectives of the project

• Simplify programming procedures and improve knowledge management;
• Promote new knowledge and resource partnerships under the canopy of South-
South and Triangular as well as Public-Private Partnership modality; and
• Support a common expert pool, strategic knowledge generation and innovative
programming.
One of the major initiatives of the project is to try and establish a platform for engagement of
the Non-resident Bangladeshi or Bangladeshi diaspora in the country’s development
process. K4DM project organized a consultation on “Developing Platform for NRB
Engagement in National Development” in 2017 with the participation of senior ERD officials,
officials from the Bangladesh Bank and other government agencies for exploring the issues
relating to diaspora and the potential contributions which they render to nation building.
The participants of the consultation meeting recommended the formation of a national
platform for the engagement of diaspora, develop a diaspora strategy and introduce one
stop service for diaspora, establishing a separate economic zone for diaspora investment. It
can be mentioned here that of the major focuses of the K4DM project is to provide support to
ERD in exploring alternative ways of resource mobilization. In this regard, creation a diaspora

platform may prove to be extremely effective. Besides, in general there has been a renewed
emphasis and realization on the part of the Bangladeshi academia, civil society members and
think tanks about the importance of engaging the diaspora into Bangladesh’s on-going
development process. It is, against this backdrop, the study seeks to suggest a road map for
facilitating the engagements of the diaspora in the development process of Bangladesh. The
specific objectives of the study are as follows:
1. How does the Bangladeshi diaspora currently engage with Bangladesh?

2. Assessing why and how the potentials of diaspora can be harnessed?
3. Suggesting the formation of a national platform for ensuring effective diaspora
engagement through participation of diaspora and national partners
4. What are the major barriers inhibiting Bangladeshi diaspora engagement in
development efforts in Bangladesh?
5. Offering some concrete recommendations on the front of engaging the Bangladeshi
diaspora.
Methodology Used and Sources of Information

Table 1: Methodology of the Study
What? Purpose
Desk Study: Identifying and reviewing the secondary literature having
bearing upon the topic in question. This has helped
Internalizing the important issues pertaining to the
current study. This has also helped understanding the
existing situation, obtaining information and enhancing
knowledge about the existing government policies on the
front of diaspora engagement and related issues.
Reviewing the Global Reviewing the case studies of international best practices
Experiences of Diaspora and experiences on the front of diaspora engagement to
Engagement: see what Bangladesh can learn from these cases and
experiences.
Key Informant Interviews: Interviews with the migration experts, researchers,
academicians, government officials, Non-government
and international organization’s professionals for
gathering information from the practitioners,
researchers, academics and expert’s to have their ideas as
to how diaspora can be engaged, potential areas of their
engagements etc.
Consultation Meetings with For gathering primary information about the diaspora’s
the Diaspora members perceptions about the existing situation, their opinions
about how they wish to get engaged, identifying the
potential areas of cooperation, their suggestions as to the
implementation strategies, identifying the potential
restraining forces and way forward.

23
CHAPTER TWO
Diaspora and Diaspora Engagement:

Theoretical Underpinnings
Individuals who are migrants or descendants of migrants, and whose identity and sense of
belonging, either real or symbolic, have been shaped by their migration experience and
background, are often referred to collectively as diaspora. At this point, it must be
mentioned that for this study Bangladeshi diaspora has been viewed as Bangladeshis who
have settled or are born abroad, but maintain varying degrees of linkage with Bangladesh
and with other diasporic members or communities of Bangladeshi origin. It is to be
mentioned here that in this study we have used the term diaspora, NRB and long term
expatriates interchangeably.
The potential represented by migration and diaspora for the development of their countries
of origin has increasingly become an issue of policy as well as research interest. The transfers
of social, financial and cognitive resources by migrants for the benefit of origin-country
development have recently gained substantial attention in the ‘migration and development’
debate. A large body of literature on the migration-development nexus discusses the various
ways in which sending countries benefit of financial remittances, social remittances, skills
transfer, and, more broadly, of diaspora engagement in social and community projects
aiming at promoting development in countries of origin.
Direct diaspora engagement has, in fact, even been touted by some as a way of harnessing
the diaspora potentials for contributing to development in their countries of origin that can
integrate the efforts undertaken by other external actors such as government, NGOs and
development agencies. Whilst migration has long been a characteristic of societies, the last
two centuries have witnessed the mass mobility of populations, with millions of people
moving across the planet to take up new lives in new places. In some cases, such migration
has been of necessity forced through persecution or starvation or economic hardship, in
Figure 7: Types of Diasporas
Victim diasporas (e.g.,

populations forced into
exile such as the Jewish,
African, Armenian
diasporas)
Cultural diaspora (e.g., Labour diasporas (e.g.,

those who move mass migration in search of
through a process of work and economic
chain migration such as opportunities such as the
the Caribbean Different Indian and Turkish
diaspora) Types of diasporas)
Diaspora
Imperial diasporas (e.g., Trade diasporas (e.g.,

migration among those migrations seeking to
keen to serve and open trade routes and
maintain empires such links such as the Chinese
as the British and French and Lebanese
diasporas) diasporas);

27
other cases it has been a strategic choice motivated by ambition and opportunity. Whatever
the reason, citizens of one nation have uprooted their lives, negotiated a transnational
journey, and made new lives for themselves in a new nation, often within fairly large
groupings of fellow migrants. Originally conceived of to refer to populations living in exile,
the concept of diaspora has more recently been broadened to concern mass migration in
general and to second, third, and later generation descendants. Robin Cohen (1997) thus
identifies five different types of diasporas:
Diaspora populations are diverse in nature, shaped by the reasons for migration, the scale,
timing, and geography of flow, how they interact with social, political, economic, cultural,
and environmental conditions in destination regions and how they were received in their
new host country, and how they view their original homeland and its culture. And while they
might eventually adopt the citizenship of their host, diasporean identity, and that of
subsequent generations, remain inflected with the nation they left, sometimes in very
explicit ways through public acts of celebration and memory, sometimes much more
implicitly through family histories and stories.
At the same time, for the homeland, losing a sizable proportion of its population to
transnational migration often has a significant impact on the national economy and psyche.
Whilst the debate on the effects of brain drain on national economies in the short, medium,
and long term is clearly a lively and open ended one, it is often the case that the homeland
hopes that migrants will return in due course, or will help the homeland economically,
culturally, socially, and politically, due in part to continued patriotism or obligations to family
still living there. In addition, homelands recognize that they still have obligations to migrants
who remain citizens despite being resident abroad. As a result, homelands often seek to stay
in contact with their diaspora for a number of reasons, both strategic and obligatory.
In fact, there is a growing recognition that the diaspora communities facilitate increased
trade, investment and cultural linkages between different countries that they are connected
to, and that they are important development actors. They have been playing this important
role long before the international community took notice. The resources of these
communities that flow across borders are immensely varied and range from skills,
knowledge and ideas to cultural capital, finance and trade links.
Table 2: Resources diaspora can offer
Indicators Description
Human and social capital This may be described as the human resources that
diaspora members constitute through their skills and
knowledge, and the extended networks that they
maintain. Skills accumulated by diaspora members are
invaluable in terms of the development of a variety of
sectors such as health, education and technology. The
networks that they maintain with the homeland are crucial
to facilitating a more open flow of trade, investment, skills
and knowledge, and are based on relationships with
families, friends, colleagues or associations.

Economic capital This is not only represented by remittances and savings,
which constitute only a fraction of total private capital
flow, it also includes direct investments made by diaspora
members in business activities in the homeland. Members
of diaspora communities will often be in a prime position
to take advantage of new economic opportunities in the
countries where they originate from, and they are more
willing to invest as a result of their personal ties.
Cultural capital The rich and diverse background that diaspora
communities bring to the countries they originate from the
countries they are currently residing. Cultural capital not
only contributes to creating a society that is more dynamic
and innovative but also enhances relations between
countries. The ideas and different social constructs that
diaspora members possess can break down barriers
among different groups and contribute to greater gender
equity, peace building efforts and enhanced participation
in political processes in both countries where these
communities reside and originate from.
Enabling The creation of appropriate conditions is essential to
enable the diaspora communities to become effective
agents for development in the countries where they
originate from. The degree to which diaspora can
contribute is directly related to the creation of the
enabling environment or a platform by the government in
the country of their origin so that they can utilize the
acquired skills and resources and serve as architects of
economic and social progress and maximize their
potential as agents for development.
Engaging Knowing and understanding diaspora communities is
crucial to engaging effectively with them and developing
the appropriate outreach strategies towards diaspora. To
this end, it is important to mapping out and taking a stock
of diaspora communities to assess their socioeconomic
profile and their willingness to contribute to the
development of their countries of origin, and to improve
the understanding of communication pathways within
diaspora communities.
Outreach can often take place in countries of origin
through bodies that connect with returning members of
diaspora communities, including investors, skilled
professionals or academics. In countries where diaspora
members reside, outreach often requires countries of

29
origin to establish and strengthen their embassies and
consulates, including training labour attachés, whose
portfolios now increasingly include service provision to
these communities.
Empowering With the right conditions in place, diaspora communities
will spontaneously transfer resources and strengthen
links between their countries of origin and destination
regardless and often in spite of administrative, regulatory
and other constraints. However, governments can
empower this process by introducing special measures
and programmes in a variety of fields. The government
may take initiatives to facilitate trade and investment
between diaspora and the countries from which they
originate, targeting investment in local projects with a
positive socioeconomic impact.
Besides, financial literacy training and the dissemination
of information on remittance services and costs serve to
heighten awareness of the various financial services and
products available to remittance senders, and to provide
options for the productive use of remittances.
Source: IOM 2013
The mobilization of skills, knowledge and expertise can be facilitated via the actual return of
skilled diaspora members on a short- or long-term basis. Transfer of knowledge can also take
place ‘virtually’ through online support. The government may identify and prioritize key
sectors that can be considered crucial to human development and can benefit from diaspora
resource mobilization. Examples include health, education, and supporting the
entrepreneurial potential of both local and diaspora communities. This diversity in scope
across countries is to be expected given differences in the nature of the respective diaspora,
where they have migrated to, the economic and cultural conditions in the homeland, and in
the varying aspirations of the homeland in engaging with their diaspora.
Strategies and policies adopted by different countries in order to engage with their diaspora
generally include the following among others:
Box 2: Strategies and policies adopted by different countries to engage with

their diaspora
• Providing consulate and embassy services;

• Extending and upholding citizenship rights;
• Offering welfare assistance to the diaspora living abroad;
• Encouraging return migration and
• providing return facilitation services;
• Extending voting rights and encouraging electoral participation;

• Supporting cultural activities and language learning;
• Creating, facilitating and nurturing diaspora social networks;
• Creating and fostering information flows and portals;
• Facilitating short-term and tourist home visits by the diaspora;
• Counselling advice from diaspora leaders;
• Seeking expert advice and training from diaspora professionals;
• Seeking remittances to support extended families and providing the necessary
financial infrastructure;
• Encouraging philanthropy to support the homeland;
• Fostering business partnerships and venture capital investment;
• Supporting diaspora business networks and meetings;
• Creating specialist business knowledge networks;
• Establishing business mentoring and student intern schemes;
• Rewarding diasporeans who make a significant contribution to the homeland.
Source: Delphine Ancien, Mark Boyle and Rob Kitchin (2009), Exploring Diaspora Strategies: An International Comparison,
Workshop report.
Given this diversity of policies, it is not surprising that a critical question concerns how a
country seeks to create an effective structure through which all these activities can be best
coordinated and harnessed. There is a wide variety of institutional arrangements that look
after and oversee diaspora policies and programmes. Differences in administration diverged
along two lines:
• first, the institutions responsible for engaging the diaspora;
• second, the strategies through which these institutions engage;
In some countries, a diaspora strategy is coordinated through a single or principal

government institution such as Lithuania (Department of National Minorities and
Lithuanians Living Abroad), India (Ministry of Overseas Indian Affairs), Armenia (Ministry of
Diaspora) and Jamaica (Diaspora and Consular Affairs Department in the Ministry of Foreign
Affairs and Foreign Trade). As such, there is a government minister to oversee diaspora
affairs, with a full government department who oversee issues such as the legal status and
voting rights of the diaspora, the welfare and rights of the diaspora in their new locations,
cultural and social links to the diaspora, remittances and philanthropy, and the development
of business relationships with the diaspora.
In other countries, engagement with the diaspora is the remit of a state agency or the non-
profit NGO sector has taken a lead role. For example, in Chile, DICOEX – the Direction of
Chilean Communities Abroad, a state agency set up in 2000 – is responsible for the
development and coordination of policies aimed at engaging Chilean nationals living abroad.
In addition, it seeks to protect the rights of Chilean nationals in their host countries;
promotes national identity preservation; encourages the diaspora to take an active part in
the development of the country; and works with Chilean organisations overseas. It is
supported by the Inter-ministry Committee for the Chilean Community Abroad and ProChile
(export promotion). In addition, there are five specialist NGO agencies working with the
Chilean diaspora (ChileGlobal; BIONEXA; PymeGlobal; ChileTodos; EuroChile). Advance

31
(Australia) and KEA (New Zealand) are non-profit NGOs working independently of
governments to provide select services to the diaspora. In some cases, such as Scotland and
Ireland, there is no one agency that coordinates diaspora policy and programmes, with a
plethora of organisations taking an active role with no central oversight or coordination.
Irrespective of which agencies within a state choose to engage the diaspora, there also exist
differences in how states choose to strike up and fortify relationships. It is important to
assess how can a government provide a coherent centralised framework to assure diverse
bottom up initiatives that fit specific local circumstances? Drawing on the work of Sean
O’Riain (2004) on the nature of developmental states, we can identify at least five levels of
state engagement with their diaspora.
Figure 8: Engagement of Diaspora: The Role of the State
Absent
The state leaves the formation
of links between the homeland
and the diaspora to the market
or to autonomous social, cultural
and political movements, with
the diaspora self-organizing
Demiurge itself and its engagement with
The state directly creates and its homeland
runs diasporic initiatives and Custodian
networks, perhaps with the The state nurtures, protects,
intention of letting the market regulates, and polices new and
assume responsibility at a later emerging diasporic connections
date. Diaspora
Strategies
Midwifery
Husbandry The state identifies potential
The state works with and re- engagements and
energizes existing diaspora champions/leaders and
organisations and networks mobilizes and cultivates them
but leaves ownership in the
hands of the diaspora
Source: O’Riain, Sean (2004), The politics of high tech growth: developmental network states in the global economy, Cambridge
University Press, UK.
Operating diaspora programmes often involves significant investment by states and other
organisations with respect to staffing and infrastructure, programme content development
and delivery, and on-going evaluation and expansion. As a result, agencies running
programmes seek to measure their success with respect to investment. Measures of success
can focus on both tangible and intangible outcomes, and in the case of business-related
ventures inevitably concern an economic assessment of the return on investment.
It is pertinent to mention here that diaspora engagement requires strategized continued

broad attention. There is no “one-size-fits-all” model for a government working to effectively

engage its diaspora. The unique needs and capabilities of each diaspora is governed by its
historical experience and the present realities of its countries of origin and destination. It is,
therefore, imperative that government approaches reflect these complexities. An effective
strategy for diaspora engagement will almost always include certain basic elements that are
necessary components of almost all successful strategies of engagement. A government’s
strategy for diaspora engagement needs to identify goals, map diaspora geography and
skills, create a relationship of trust between diasporas and governments of both origin and
destination countries, and ultimately mobilize diasporas to contribute to sustainable
development. Throughout its implementation, a diaspora engagement strategy must pay
heed to improving the capacity of both government institutions and diaspora communities
to work with one another and with other stakeholders (IOM and MPI 2012).
Figure 9: Developing a Road Map for Engaging Diasporas in Development
Identify Mobilize Effective

Goals and Know your stakeholders engagement
Build Trust (Govt.
capacities diaspora of diaspora in
(e.g. PIE ) diaspora, civil development
society)
Identify Goals and Capacities
The first step for any government attempting to devise a strategy to facilitate stronger
diaspora involvement is to identify its own objectives in undertaking this pursuit and to
define the internal tools and mechanisms (administrative, financial, etc.) required for the
task. If, for example, a country of origin’s goal is to alleviate poverty or to support the national
balance of payment, its diaspora policy (in terms of both content and instruments) will likely
to focus on remittances, business investments, capital markets, etc. If its objective is to
improve the country’s economic competitiveness, its diaspora policy is more likely to
emphasize the knowledge and skills that members of the diaspora can contribute to their
countries of origin. The country of origin may, for example, facilitate diaspora members’
personal efforts to transfer skills to the homeland, or work to bridge home-country
institutions of learning and enterprise to advanced institutions in the destination countries
in which diaspora members have ties. The government of the Philippines, for example,
utilizes a strategy involving large-scale contract labor deployment overseas to reduce
unemployment and therefore maintain a stream of remittance income. India and China, by
contrast, have in recent years given priority to pursuing diaspora entrepreneurs and highly
skilled professionals to develop activities in their countries of origin (IOM and MPI 2012).
The goals of diaspora engagement cannot be set in a vacuum. They should be seen as an
integral part of development planning, not as something to be swept to the side. Diasporas
can bring important financial, intellectual, and social capital to the development process.
However, they cannot substitute for the development of domestic resources — although
they accelerate their development. Similarly, diaspora cannot have significant effects when
the basic elements of good governance are not integrated into development planning. The

33
past achievements of governments such as the Republic of Korea and Taiwan in bringing the
fruits of diaspora talents and treasures to the table were in large part possible because both
governments had solid development strategies in place to invest in education, promote
science and technology, build infrastructure, and encourage entrepreneurship.
Governments are also more likely to succeed in setting realistic but ambitious goals for
diaspora engagement if they consult with diaspora members when setting these goals.
Understanding the Diaspora
With reasonably clear goals articulated, the second crucial step for a government is to
understand the diaspora that it is looking to engage. This involves serious, comprehensive
data collection (through a migrant/diaspora census, for example), mapping the diaspora
location, compiling diaspora skill and experience inventories, and educating a wide range of
diaspora members on what being a part of a diaspora entails in terms of their
responsibilities, government responsibilities and their benefits. It is important to pay heed
to the diversity of diaspora agendas, interests, and strategies. Through the establishment of
a continuous dialogue with diasporas, government policies should try to reconcile — or at
least understand — differing and often diverging views. Successful government
interventions are the result of years of continuous open engagement. The Indian
government, for example, tasked a high-Level Committee on the Indian Diaspora to analyze
the location, situation, and potential development roles of the estimated 20 million
nonresident Indians (NRIs) and people of Indian origin (PIOs). The information resulting from
this two-year study led to a new direction in diaspora policy, which culminated with the
creation of a Ministry of Overseas Indian Affairs (MOIA) in 2004. To facilitate building trust,
many governments offer privileges to non-resident citizens (and, in some cases, their
descendants) such as duty-free imports of goods, tax-free repatriation of foreign-currency
income, and the ability to purchase assets or hold jobs normally reserved for resident
citizens. Other governments sponsor cultural events in countries that have a diaspora
presence. Still others such as China also promote learning the “mother tongue” by
subsidizing lessons and providing teachers to the schools dealing with such activities.
Political rights are often a high priority for diasporas, therefore governments can both
demonstrate and earn trust by facilitating overseas voting and other forms of political
participation for expatriates. Ghana, for example, passed a law permitting dual citizenship in
2000 and another granting voting rights to Ghanaians abroad in 2006. Such actions are
designed to instill a sense of belongingness to and engagement with the country of origin
(IOM and MPI 2012).
Building Trust
Building trust is the third element of the diaspora engagement strategy. For the country-of-
origin governments, building trust with diaspora populations may involve creating a
welcoming environment for diaspora engagement in development activities. This would
include steps to improve the home business climate such as greater transparency in
regulations and licensing requirements along with more consistent application of property
law. Other elements of good governance and rule of law are also important in increasing
diaspora engagement. Countries of destination, collectively or individually, can facilitate

these efforts. The European Commission (EC), for example, has supported projects in certain
migrant-origin countries to assist their governments with developing sound legal,
regulatory, and/or institutional frameworks that promise to encourage accentuated
diaspora investment. Few governments have taken gaining the trust of a diaspora as
seriously as the Mexican government. Ever since the late 1990s, the government has
invested in communications and service to its diaspora. The creation of IME in 2002 (Institute
for Mexican Abroad) in the Ministry of Foreign Affairs brought coherence to these efforts
using a dense network of over 56 consular offices in North America. Mexico is an example of
how the establishment of joint diaspora government decision making is extremely
important to building trust (IOM and MPI 2012).
Mobilize the Diaspora for Development
Once trust is established between governments and diasporas, the characteristics of the
diasporas is well understood, and the objectives of diaspora engagement are transparently
articulated, partnerships for diaspora development can be more successfully mobilized. This
may require the creation of new government institutions or the revival or revamping the
existing ones. This institutional framework is necessary on a national level to communicate
with their diasporas, construct policies, and provide support for and following engagement.
In 1993, Senegal pioneered this approach with a landmark initiative that overhauled the
Ministry of Foreign Affairs to include oversight for Senegalese citizens living abroad. More
and more migrant-origin countries are creating ministries devoted to diaspora issues, such
as India’s MOIA, Mali’s Ministry of Malians Abroad and African Integration, Armenia’s
Ministry of the Diaspora, and Haiti’s Ministry of Haitians Living Abroad. Bangladesh has also
established the MOE&OE, although it mostly deals with the temporary migrants as of now.
Another school of thought suggests that even if the government succeeds in building trust, a
government institution is not necessarily the most effective channel for the mobilization of
financial resources from the diaspora if it cannot operate in an efficient, clear and
accountable manner. Israel is a case that portrays the advantages of an independent and
accountable mechanism for the transfer of philanthropic funds from the diaspora to the
homeland. In Israel’s case, the American Jewish Joint Distribution Committee is overseen
only by diaspora members. Diaspora Jews and overseas Israelis raises well over $1 billion in
philanthropic contributions annually, from which we can deduce that formal institutions for
diaspora engagement can be effectively enhanced by initiatives from civil society. Holland is
implementing programmes (Temporary Return of Qualified Nationals, TRQN) in Afghanistan,
Georgia, Ethiopia, Bosnia and Herzegovina, Sudan, and Sierra Leone. It also collaborates with
the IOM Migration for Development in Africa (MIDA) program in Ghana to facilitate the
temporary return of diaspora medical doctors to Ghana. The Canadian International
Development Agency (CIDA) utilizes numerous techniques to mobilize diaspora groups for
development in their countries of origin. It provides monetary support to development
projects executed by diaspora groups experienced in establishing development projects,
such as the Association of Haitian-Canadian Engineers and Scientists. For diaspora groups
without experience, CIDA has created tripartite partnerships within diaspora organizations,
Canadian development nongovernmental organizations (NGOs), and NGOs in the countries
of origin (IOM and MPI 2012).

35
Diaspora mobilization can be stimulated in a variety of ways, such as high-profile events. An
example is India’s annual Pravasi Bharatiya Divas (“non-resident Indian day”), the first of
which brought together more than 2,000 high-profile Indian diaspora members for a
conference attended by most of India’s senior politicians alongside Nobel Prize winners of
Indian nationality or descent. Jamaica also holds an annual celebratory gathering of
expatriates and descendants of emigrants. With or without these events, many countries
recognize diaspora members who have made outstanding contributions to their countries of
origin, fostered better relationships between their origin and destination countries, and/or
demonstrated distinguished merit in their professional lives. Notable awards given to
diaspora members are the Presidential Awards for Filipino Individuals and Organizations
Overseas, India’s Pravasi Bharatiya Samman, the World Class New Zealand Awards, and the
Governor- General’s Jamaican Diaspora Award for Excellence. Governments of origin
countries can also appoint well-known members of the diaspora as spokespeople on issues
with diasporas, fund travel to the country of origin for opinion leaders and youth, or establish
diaspora volunteer programmes.
Building Capacity for Effective Implementation
Turning a promise into a reality is easier said than done. While many governments
understand the importance of diaspora engagement in development, many still do not
possess the ability to design concrete policies and implement them in a meaningful fashion.
This explains the difference between plans that look good on paper and truly effective
policies and programs. Effective engagement almost always requires collaborative efforts
toward capacity building. For many countries, the main obstacles to effective engagement
seem to center on two issues relating to capacity: methods to acquire adequate funding and
methods to improve technical knowledge. The governments that are serious about engaging
diasporas commit to funding their efforts as much as possible (and seeking funds to fill in the
budget gaps) and to obtaining the operational knowledge and skills required to pursue goals
effectively (IOM and MPI 2012).
There is no denying that diaspora engagement strategy of a country depends on its

contextual realities, nature, attitudes and other characteristics of its diaspora. Based on
above framework, if the role of the state vis-à-vis the diaspora engagement strategy is
considered, Bangladesh still stands at the rudimentary stage. Thus far, the Bangladesh state
has left the formation of links with the diaspora to ‘self-organize itself’ basis. Bangladesh
needs to make a quick departure from this position if Bangladesh is to make a successful
transition from its current state to achieve its “Vision 2021” and sustain this and also to
achieve its “Vision 2041”. In fact, Bangladesh’s recent growth, which has been associated
with continuous inflow of remittance, private sector productivity and important economic,
institutional, gover¬nance reforms, reflects a country that is just ready for further economic
transformation. However, for Bangladesh’s economy to successfully make the transition
from its current commodity-dominated production to high value-added, job-creating
production opportunities, the country also has to explore and create other opportunities,
design and implement strategies to harness large amounts of re¬sources (human and
financial) efficiently in order to sustain its growth in the long run. One such opportunity that
is grossly underutilized is the engagement of the large Bangladeshi diaspora. In this context,

it is worth mentioning here that for a long time, the diaspora’s contribution to de¬velopment
has been viewed only in terms of remittances that go primarily to support families in
Bangladesh. However, the Bangladesh diaspora represents a “huge reservoir” or a “gold
mine” of human and fi¬nancial capital and also an important bridge between Bangladesh
and developed countries. It is, therefore, imperative for Bangladesh to accelerate its efforts
to harness the knowledge skills, expertise and investment potential of diaspora to support
transformative development. However, to accomplish this task, Bangladesh needs to be
more systematic, structured and strategic in its engagement with its diaspora.

37
CHAPTER THREE
An Overview of
Bangladeshi Diaspora
It is perceived that about 10 million Bangladeshis are living abroad of which about 2.4 million
Bangladeshis are living abroad permanently either as citizens or with other valid documents
1
in as many as 162 countries. They make up the ever-growing Bangladeshi diaspora. Long
Term Bangladeshis immigrants (diaspora) mostly migrate to the industrial countries
including UK, USA, Italy, Japan, Australia, Greece, Canada, Spain, Germany, South Africa,
France, Netherlands, Belgium and Switzerland. In both UK and US two distinct groups of
migrants are found; they differ in term of social, economic and demographic characteristics.
They are also located in almost all the erstwhile federating states of former Soviet Union and
the eastern European states of Bulgaria, Hungary, Czech and Slovak Republics, Romania and
Poland. However, there is a relatively small presence of Bangladeshis in Africa and Latin
America, South Africa being the only exception in this regard (Siddiqui 2004).
In the absence of the accurate database about the diaspora different individuals and
institutions in this country seem to make a guess about the total number of Bangladeshi
diaspora or exact number of temporary migrants. In fact, the population census data of
Bangladesh does not include information on internal or international migration. The Bureau
of Manpower, Employment and Training (BMET), is known to be the national repository of
information on migration, but they keep information only on short-term migrants, it has not
developed any system as yet to gather or preserve the record on the Bangladeshi diaspora.
Siddiqui (2004) made an attempt for the first time to collect and document some information
about the long-term Bangladeshi migrants living in some of the advanced countries and that
too was based on the educated guess made by the government officials. For this study, we
had to also depend on this information and then we tried to update the table based once
again at the educated guess of the government officials.
Table 3: Number of Bangladeshi Immigrant in Industrialized Countries
Country Number of Bangladeshi Immigrants

United Kingdom 900,000
USA 800,000
Italy 400,000
Canada 60,000
Japan 40,000
Australia 25,000
Greece 80,000
Spain 20,000
Germany 10,000
South Africa 12,000
France 7,000
Netherlands 6,000
Belgium 5,000
Switzerland 2,000
Total 23,67000
Source: Adapted from “Institutionalizing Diaspora Linkage- the Emigrant Bangladeshis in UK and USA, Ministry of Expatriate’s
Welfare and Overseas Employment, Government of Bangladesh and International Organization for Migration (IOM), Dhaka, 2004.
Educated guess made by Government officials of Bangladesh who have first-hand experience with the immigrant community.
1 Information collected from the Ministry of Expatriate’s Welfare and Overseas Employment, Government of Bangladesh.

41
There is no data about the socio-economic profiles or occupational and other characteristics
of these long term migrants. There is no denying the fact that it is important to make a long
and short term migrant census by the government institutions. Government can do this
through its missions abroad and also relying on ICT led methods.
A Brief History of Bangladeshi Diaspora
Long-term migration from Bangladesh is not a new phenomenon, however, not many
research based literature could be traced having comprehensively covered this issue.
However, Siddiqui (2004) noted, Bengalis have a long history of migration. For example,
during the British era, a large number of Bengalis migrated to Burma and Assam. Later, large-
scale immigration occurred to UK and US. The nineteenth and early-twentieth century, as
per speculation, was a time when many groups of Sylheti landless peasants found wok at the
dockyards of Hooghli once they realized the little job prospects for them in their homeland.
At this time, many of them are speculated to have joined British merchant ships (Alam,
1988).2 Around this time, Bengali seamen from the South-East parts such as Chittagong and
Noakhali, which are near the Bay of Bengal, became renowned for their seamenship as they
traveled in ships carrying goods from Calcutta to many destinations. There had been also
many people who did not come from sea-adjoined areas such as Sylhet, and thus had low
levels of experience with it, who also joined the British merchant navy ships at the sight of
what they deemed was a golden job opportunity, but worked as mainly ‘Khalashis’, cooks,
cook-mates and cleaners. Experts on Sylheti migration speculate that, this group did not
have much experience with the sea and they jumped ship at the first opportunity (Alam,
1988). Eventually, this ‘ship-hopping’ tendency has led to small settlements of Bengalis being
found near the docks in a number of countries such as Burma, Hong Kong, Singapore, the UK,
and the US. These small settlements generally consist of Sylhetis, identified as pioneer
immigrants of Bengal by Siddiqui (2004). Unfortunately, things were not always pleasant.
Naff (1993) states that a number of Bengali immigrants settled in Latin America believing it to
be the US. However, written documents on Bengali immigrations show that a small number
of Bengalis jumped ship in major US port cities, Detroit and Michigan, around the 1920s and
1930s. This sea-jumping tendency explains the Bengali settlements in London, Liverpool and
3
Bristol, mainly by Sylhetis, from sea-men who jumped ship in the UK.
Bengali long term immigration did not end there. Even before WWII, many urban well-
educated Bengalis having relatively high socio-economic status migrated and settled as
citizens upon entering their new professions after completing their higher education in UK.
Ever since the seamen, a new second wave of migration began in the mid-twentieth century.
Around the 1950s, when emigration to Britain was rapidly growing, The British Government
enacted policies to ease and encourage migration from its previous colonies, due to labor
shortage and expense since the quite expensive WWII. These new policies worked like a
green signal to the previously settle sea faring Bengali migrants who encouraged and
brought their relatives living in their old hometowns. Generally, these young men worked in
heavy labor industries in northern cities including Birmingham and Oldham (Siddiqui 2004),
2 Mentioned in Tasneem Siddiqui (2004),Institutionalizing Diaspora Linkage- The Emigrants Bangladeshis in UK and USA,
MoEW&OE and IOM, Dhaka.
3 Mentioned in Tasneem Siddiqui (2004),Institutionalizing Diaspora Linkage- The Emigrants Bangladeshis in UK and USA,

while others who wished to work in the clothing industry as pressers or tailors resided in
London. Bengali immigration to UK took another increase in the 1980s, once these people
began bringing their wives and children. Most people who migrated generally were working
immigrants – only a small number of non-economic immigrants existed.
Unlike the second wave of Bangladeshi immigrants to the UK, those travelling to the US in the
1960s were Professionals and skilled migrants. Many young Bengali students began
migrating to the US at the time of pursuing their higher education there. Many of these
students never returned to the then East Pakistan, some discouraged by the prospect they
had in their homeland which was dominated by the West Pakistanis at that time. Most of the
students changed their immigration status to legal residents.
The immigration trend has continued with time. ‘Opportunity Visa’ (OP-1 1990-91) and
Diversity Visa (DV 1995-96) have encouraged Bangladeshi migration to the US since the
1990s, but unlike the second wave, most of these immigrants are neither skilled
professionals nor students. Nevertheless, most of the immigrants under the latter two
categories also have finished secondary education. A sense of community is building up in
large metropolitan cities where these people have settled, mainly in the East Coast or the
South. These new immigrants search for relatives or acquaintances when choosing their new
resident, and so the more these people settle in big cities, the faster the Bengali population
will grow in those cities. This greatly aids in creating a strong sense of community among
these immigrants, aiding the acclimatization of new immigrants (Siddiqui 2004). According
to a study of the Migration Policy Institute, the highest members of Bangladeshi immigrants
in the United States reside in the state of New York. California, Texas, New Jersey, Michigan,
and Florida are also popular places for Bangladeshi settlements. Among metropolitan areas,
the Bangladeshi immigrant population is most heavily concentrated in New York City and its
surrounding communities. The Washington, DC; Detroit; and Los Angeles metropolitan
areas are also significant Bangladeshi immigrant population centers (MPI 2014).
Apart from USA and UK, many Bangladeshi long term migrants had gone to other countries
of different continents including Italy, Australia, Greece, Canada, Spain, Germany, France,
Netherlands, Belgium, Sweden, Norway, Switzerland, Japan, Malaysia, Singapore, South
Africa, and also in most of the Middle Eastern countries including Saudi Arabia, Kuwait, Iran,
Iraq, Bahrain, Jordan, UAE at different point in time either as students, workers,
professionals or as simply visitors since 1970s and many of them started living in those
countries permanently with their families after they were naturalized. It is also known that
many of them are living and working in those countries without any legal residence permit.
In the absence of the data, it is difficult to determine the actual number of these long-term
migrant populations living in these countries, their demographic and occupational profiles.
In the context of USA a study from 1986 showed that 61% of Bangladeshi aliens, adjusted to
permanent residents, were students.4 Later in 1992 it estimated that 90% of all Bengali
immigrants in the US were professionals (Mali 1996). It is also known that Bengali
immigration to the USA has grown over time. 5
4 Mentioned in Tasneem Siddiqui (2004), Institutionalizing Diaspora Linkage- The Emigrants Bangladeshis in UK and USA,
5 Mentioned in Tasneem Siddiqui (2004), Institutionalizing Diaspora Linkage- The Emigrants Bangladeshis in UK and USA,

43
A recent study observes (MPI 2014) that, Bangladeshi immigrants in United States have a
median age of 39, and the vast majority of the population is working age (84 percent). The
children of Bangladeshi immigrants (the second generation) have a median age of 9, and only
20 percent are working age. Seventy – nine percent of those in the second generation have
both a mother and father who were born in Bangladesh. The same study further states that
the Bangladeshi diaspora population is better educated than the general U.S population and
has a higher household income level. Diaspora members are more likely to have bachelor’s
degree than the U.S. population overall, and they are more than twice as likely to hold
advanced degrees. Bangladeshi diaspora households have a median income of $54,000, or
$4,000 above the median for all U.S. households. The diaspora in the United States
transferred approximately $694 million in remittances to Bangladesh during 2012. In
general, employment indicators among members of the Bangladeshi diaspora closely
resemble those of the general U.S. population, with both groups having similar rates of labor
force participation, employment, and share in managerial or professional occupations (MPI
2014).
In UK the first generation emigrants represented both the professionals such as doctors,
engineers, chartered accountant, teachers, businessman, nurses, economists, researchers
and also unskilled workers. However, the second and third generation Bangladesh diaspora
populations in UK are naturally much more educated and enlightened and they represent
6
nearly all professional categories. This observation can be substantiated by a study
conducted by Siddiqui (2004) who revealed that the new generation of Bangladeshi diaspora
has prospered in the UK. They work and thrive in a wide range of fields. Innovative and new
contributions have been made by some in fields such as research, education, health, and so
on. Many of the second generation emigrants proved very useful and popular upon entering
journalism and media related jobs, and some have even displayed success in the field of
politics too. On the other hand, very little is known about the diaspora populations of the
other countries of Europe, Africa or Asia. There has not been any study that focused on this
front covering these regions at all. But it is assumed that in all the other advanced countries
the Bangladeshi diaspora population represents a very diverse occupational category. It is,
however, well known that in Australia and Canada most Bangladeshi emigrants represent
7
various professional categories too alongside unskilled worker category.
Over the years, Bangladesh has gained significantly from the contributions of its diaspora
population although these contributions were made sporadically. The Long-term emigrants
played a glorious role during the war of independence of Bangladesh. The Bangladeshi
diaspora members have been contributing to the development of the country in many ways.
One of the major contributions is in the form of remittances, which accounts for a significant
part of the foreign exchange reserve. But the diaspora populations have other potential and
there has not been any serious attempt made in the past by the government to tap into those
potentials systematically. Unfortunately, knowledge on the Bangladesh diaspora remains
inadequate. It is essential to build understanding of the nature of the Bangladeshi diaspora
and various avenues to engage them in a way that they can contribute to the on-going
process of development in Bangladesh.
6 Based on the discussion with the President, British-Bangladesh Chambers of Commerce and Industries, 2017. 7Based on the
interview with an officer of the MoEW&OE, 2017.

CHAPTER FOUR
Diaspora Engagement in Bangladesh:

An Overview of the Current Status
Diaspora engagement is generally viewed as the government of a given country is
increasingly recognizing the value that diaspora populations bring to development efforts
and is seeking ways to magnify the human capital and financial resources that emigrants and
their descendants contribute to development in their country of origin. Beyond the
remittances, the diaspora members fulfill a key development role in their countries of origin:
as major direct investors in critical and emerging industries, generous philanthropists, and in
the development of human capital and sharing and transfer of knowledge from the countries
of residence to the country of origin in various ways.
As mentioned already, millions of Bangladeshis live permanently in different countries.

While reasons for their departure vary—jobs, education, improved standard of
living—individuals within diaspora communities maintain a special affinity with Bangladesh,
a desire to maintain a connection (cultural, social or economic) to their country of origin.
With this affinity comes an interest in matters related to the development in their homeland,
be it the social and economic well-being of remaining friends and family members,
humanitarian concerns, business interests, professional aspirations, or even a desire to
return “home” someday. It can be said that when this interest becomes engagement,
whether collective or individual--diaspora community can use their financial, time and
intellectual resource to help reduce poverty, contribute to the expansion of the private
sector and enhance global competitiveness and overall development of the country.
The link between migration and development has achieved high standing in the
international agenda in recent years, demonstrated by the growing number of studies,
conferences, pilot projects and initiatives funded by various countries and development
actors. In Bangladesh also there is a growing realization by the government, policy makers
and donors that the migration link demands greater consideration within the wider
development context.
Why is it Important for Bangladesh to Harness the Diaspora Potential?
The conventional thinking that migration undermines prospects for economic development
and yields a state of stagnation and dependency has changed following a decade of re-
appraisal of the migration-development nexus. Since 2006 United Nations reports have
indicated that international migration constitutes an ideal means of promoting
development, that is, the coordinated or concerted improvement of economic conditions in
both origin and destination countries based on the complementarities between them.
As seen already, Bangladesh has a large diaspora and this has been growing in the last few
decades. A major¬ity of them are migrants in USA, UK, Canada, Australia and different
European countries, Africa and apart from the Middle Eastern countries. In general, a huge
number of diaspora populations have higher levels of ed¬ucation, special skills, technical
expertise and significantly higher incomes and larger amounts of money in banks in the
country of their residence. The above mentioned important skills, expertise and experiences
could fill capacity gaps in Bangladesh if appropriate engage¬ment modalities can be
formulated and put in place.

47
In this regard, it is important to recognize that Bangladesh can learn lessons from other
emerging and developing countries that have successfully engaged their diasporas for
economic and social development. For example, in Malaysia, TalentCorp—a partnership
between the government, the private sector and the overseas dias¬pora—works to bring
educated and highly skilled Malay¬sians living and working abroad back to the country.
South Africa has a similar setup as Malaysia. The South Africa Network of Skills Abroad
(SANSA) helps connect highly qualified and skilled individuals in the diaspora with
opportunities to advance education, research and development in the country. Similarly,
Nigeria has set up the Nigerians in the Diaspora Organization (NIDO) in various countries
throughout the world. Rwanda recently started a solidarity fund, in which the diaspora can
con¬tribute to the development of their country. While it is too early to assess the success of
these African initiatives, there is hope that they will help contribute to the broader
development of the region (IOM and MPI 2012).
An Overview of Diaspora Engagement: Where does Bangladesh stand?
Foreign Employment and Immigration Act of 2013 defines migrants in the following manner:
“A Bangladeshi citizen who has gone to an overseas country and living there with a view to
engage him or her in a work or a profession”. The Wage Earner Board’s Act 2016 (draft)
further clarified that expatriate would mean both the expatriate (long term) and expatriate
workers. Bangladesh now has a large number of long term migrants or ‘diaspora’
contributing in numerous ways to the development of Bangladesh but all these are
happening in a sporadic and incoherent manner. With a serious commitment and some
creative thinking, the government could double or even treble the already substantial
economic value of diaspora contributions by carefully designing a set of policies/strategies
to exploit the talent, industriousness and patriotism of those living abroad. Bangladesh has
already demonstrated it’s serious about managing its relationship with the migrant workers
by establishing a separate Ministry called “Ministry of Expatriates’ Welfare and Overseas
Employment” (MoEWOE) in 2001. This Ministry has the mandate and potential to act as the
non-resident Bangladeshis voice across various Bangladesh government agencies and
promote engagement with NRB’s to help Bangladesh’s larger cause. The main objective of
the Ministry is to ensure welfare of the expatriate workers and enhancement of overseas
employment with a principle of equal opportunity for the people of all areas of the country.
Figure 10: MoEW&OE and its attached agencies
MoEW&OE
Bureau of Manpowr, Bangladesh Overseas

Wage Earners' Employment and Employment and Probashi Kallyan Bank
Welfare Board Training Services Limited
Source:

To that end, the Ministry is responsible for formulating policies, plans, enacting laws, rules
and regulations, developing projects, programmes and monitoring mechanisms relating to
the management of overseas employment as well as overall welfare of expatriate workers. It
comprises seven wings namely:
Box 3: Existing Wings of MoEW&OE
• Administration and Finance

• Mission and Welfare
• Overseas Employment
• Organization Administration
• Planning and Development
• Monitoring and Enforcement and
• Training
Implementation of the policy, planning and programmes of the Government relating to the
management of overseas employment are being carried out by agencies attached to this
ministry namely Bureau of Manpower, Employment and Training (BMET), Wage Earner’s
Welfare Board (WEWB), Bangladesh Overseas Employment Services Limited (BOESL) and
the Probashi Kallyan Bank (PKB).
Box 4: Ministry of Expatriate Welfare and Overseas Employment: Allocation of Business

Ministry of Expatriate Welfare and Overseas Employment: Allocation of Business
1. Welfare of Bangladeshi expatriates and protection of their rights

2. Complaint of their expatriates and their redress
3. Facilitation of investment in Bangladesh by expatriates
4. Projects for the participation of expatriates in economic and social welfare activities in
Bangladesh
5. Registration of recruiting agencies
6. Overseas employment at all levels.
6 A. Training and skill development relating to overseas employment.
7. Matters relating to Bangladesh Overseas Employment Services Limited
8. Organizations and Companies in the public sector dealing with overseas employment including
BMET
9. Administration of Labour Wing in Bangladesh Missions abroad and appointment of officers and
staff thereof
10. Administration of Wage Earner’s Welfare Fund
11. Promotion of Bangladeshi culture among expatriates abroad
12. Liaison with associations of Bangladeshi abroad
13. Secretarial administration including financial matters
14. Administration and control of subordinate offices and organizations under this Ministry
15. Liaison with International Organizations and matters to treaties and agreements with other
countries and World bodies relating to subjects allotted to this Ministry
16. All laws on subjects allotted to this Ministry
17. Inquiries and statistics on any of the subject allotted to this Ministry
18. Fees in respect of the subjects allotted to this Ministry except fees taken in courts.
Source: Allocation of Business among the Different Ministries and Divisions (Schedule I of the Rules of Business, 1996).
Revised up to December 2014, Cabinet Division, Government Bangladesh.

49
Overseas Labour Wings
This Ministry now has 29 Labour Wings in 27 Bangladesh Missions abroad. Officials are
engaged for enhancing overseas employment along with ensuring welfare of the migrants.
Missions normally extend the following services to the migrant workers:
• Efforts to mitigate problems of non-payment of salary and other benefit through

labour courts and other related offices by providing legal aid assistance to the workers.
• Promotion of manpower export and this task entails market survey and contacts with
large corporations and potential employers, both in the government and private
sector.
• To look after the welfare of migrant workers, visiting their work places, responding to
their queries and complaints. In case of violation of contracts, labour wing try to solve
the problems getting in touch with the concerned employers, lobbying the host
government particularly those dealing with the foreign workers for monitoring
violations of contract by employers and recruiting agents, facilitating legal support,
providing shelters to those who are in need, and so forth.
• Extending necessary financial assistance to the stranded workers for repatriation and
for emergency treatment for distressed workers.
• Burial of dead body or repatriation of human remains of Bangladeshi workers abroad
where their employers do not come up.
• Collection of death compensation money and arrear dues through filing cases by legal
aides.
• Providing consular services to the expatriate workers in various prominent cities by
visiting of consular team.
• Attestation of papers relating to demand for recruitment checking genuineness of visa
papers.
Bureau of Manpower Employment and Training (BMET)

BMET is a department under the control of the Ministry, which was established in 1976 to
execute all plan and policy of the Ministry for enhancing the labour migration as well as
protecting welfare of the migrants and training of the workers. BMET is controlling and
monitoring the activity of the recruiting agent. The main functions of BMET are involved in
registration of job seekers for local and foreign employment; promoting employment in
home and abroad; ensuring right of migrant workers and extending welfare services to the
migrants. BMET collect, compile and disseminate different information on labour market.
BMET is also engaged in human resources development programs providing skill
development training in various employable trades through its infrastructural facility of
training centers countrywide.
Bangladesh Overseas Employment and Services Limited (BOESL)

Bangladesh Overseas Employment and Services Limited (BOESL) is only the "State owned"
Manpower exporting Company in Bangladesh. The Government of the People's Republic of
Bangladesh established Bangladesh Overseas Employment and services Limited (BOESL) in

1984 to earn more foreign exchange by way of exporting skilled and unskilled manpower. Its
motto is to offer best services as a development partner based on mutual trust and to
minimize migration cost in comparison to others. BOESL's main objective is to provide right
person for right job to valued foreign Employer. BOESL realizes service charge from the
selected workers as no profit no loss basis.
This is the only Company created by the Government to operate in healthy and professional
competition with other private agencies working in this sector and to ensure transparent
and safe migration. Since 1984 we achieved one goal of low migration cost and our
continuous efforts are to minimize the cost. The main purpose of creating this company is to
provide honest, efficient and quick services to the valued foreign employers in the field of
recruitment and deployment of manpower with the full satisfaction of the foreign
employers. The potential temporary migrant applicants are now given information through
mobile apps.
Probashi Kallayan Bank (PKB)
Probashi Kallyan Bank was established by the Government in 2010 to provide collateral free
loan to workers going abroad for employment, provide loan to returnees to help them out
finding employment within the country, facilitate sending remittance and encourage the
wage-earners to invest in the country. Currently, PKB has 54 branches across the country and
number of booths at different international airports in Bangladesh. It accepts deposits,
extends loans to the migrants and returnees, buys and sells foreign currencies etc. Up to
March 2017, PKB has sanctioned loan worth of Tk. 214.6 crore with a recovery rate about
86% and granted migrant loans to 22490 people. PKB not only provides loan, it also handles
daily about 2000 overseas job-keepers everyday and collects various fees from them. The
money is sanctioned to the migrants after securing employment contract, visa and passport.
Maximum processing time for loan is 3 days. Usually PKB provide loans to jobseekers
intended to migrate in any country, there is no restriction on it. The maturity period of loan
provided by PKB depends on the employment contract. If one migrant goes abroad for 2
years, then first 2 months are considered as grace period. The migrant has to repay the loan
at interest rate of 9% within next 22 months. The amount of loan for migrant is Tk. 84,000 for
the Middle Eastern countries and Tk. 1,40,000 for Europe region. PKB faces no processing
problem in sanctioning loans. However, there is a little problem in funding. Migrants are not
interested in opening savings account at PKB as it has no clearing house of its own. However,
PKB has the facility of savings account from 3 years to maximum 10 years at 5% to 7.5%
interest rate. PKB has to take the help of other banks to clear the cheque of migrant workers
and it is a time consuming process. If migrants could directly process their cheque through
PKB, it can raise more funds to invest in different projects. Government is taking the
necessary steps to turn this bank into a scheduled commercial bank so that it can extend
services to migrant workers like any other bank alongside serving its specific purposes.
Wage Earners’ Welfare Board (WEWB)

In 1990, Government established “Wages Earners’ Welfare Fund” to extend welfare services
to the migrant workers. Currently, the "Wage Earners' Welfare Board" has been established

51
in the name. Migrant workers and their family members are being assisted through this fund.
A Board of Directors comprising of inter-ministerial representatives operates this fund. It
comprises senior level representatives of Ministry of Expatriates’ Welfare & Overseas
Employment, BMET, Ministry of Home Affairs, Ministry of Law, Justice and Parliamentary
Affairs, Ministry of Finance, Ministry of Foreign Affairs, Ministry of Civil Aviation and Tourism,
Bangladesh Bank, WEWB, Bangladesh Association of International Recruiting Agencies
(BAIRA). WEWB has been working to promote and protect the rights and interests of the
migrant workers and their families by providing with monetary, legal and technological
supports. The vision of the board is “to ensure lasting and meaningful welfare of the migrant
workers at home and abroad” The mission of the board includes: WEWB aims to achieve
sustainable improvements in-
• the quality of lives of the family members of the workers who died abroad,
• Social reintegration of the returnee migrant workers, and
• Pursuing the desired education for the meritorious children of the workers who are
legally working abroad.
At present, on behalf of the Ministry, the WEWB are providing the following services to the
temporary migrants.
Table 4: Services provided by WEWB
Name of the services What services are provided?

Pre-Departure Briefing Pre-departure briefing about the life abroad, consular and
embassy services abroad is provided to the workers ready
to fly.
Probash Bandhu Call Centre 24/7 Hot-line services for the migrant workers about
for the migrant workers passport, information about the bringing back the ill or
accidentally disable migrant workers, information about
the scholarship schemes of the migrant workers,
providing legal assistance through Missions, helping the
stranded migrant workers return home.
Deceased Workers and To bring the dead bodies of the deceased wage earners to
Family Welfare Services the country from abroad. To hand over dead bodies to
family members at 3(three) airports. Bear the cost of dead
bodies of the deceased wage earners to the country from
abroad and also hand over a cheque of taka 35,000/- paid
at the airports for the carrying and burial of each dead
body of the wage earners. Also, 3 lakhs taka is provided to
the members of the family of the workers died abroad.
Services for Sick/distressed Provide financial assistance and other co-operation to the
Migrant Workers distressed migrant workers. Ambulance help for disabled
and sick migrant workers, help the Wounded, sick and
disabled workers to return home also helping them with
hospital treatment.

Name of the services What services are provided?
Services for the Migrant Provide Scholarships to the meritorious children of the
Workers Families Living in migrant workers. 1500 Scholarships are given annually.
Bangladesh Provide certificates to the migrant workers family
members for different purposes, provide resources to
protect migrant workers family members and eliminate
various difficulties in providing assistance to the local
administration, Provide services to migrant workers and
their families in District Employment and Manpower
Office(DEMO) through Welfare Desk in DC offices.
Services for the Migrant Providing safe home facilities to the migrant workers and
Workers abroad also legal assistance through missions.
Other Services Bringing back workers home from the troubled regions,
providing them with the smart ID card.
Some Observations about the Activities of the Ministry and other

Entities
The Ministry’s BMET electronically stores information about the number of migrants and
remittance sent by them between 1976 and to date. It also has the country wise information
breakdown of the workers who have gone abroad legally. However, the ministry does not
have information about those who went outside the country before 1976 or those who went
abroad and settled overseas illegally. It does not have any system of keeping information
about the Bangladeshi population living in advanced countries particularly those who are
professionals of various categories, businessmen or investors. However, very recently, the
Ministry has introduced an electronic NRB registration app developed by BUET. The aim of
this initiative is to map out the NRBs. This app was shared with the Labour Wings of our
Missions abroad for publicizing the matter and also to help foster the registration process of
the NRBs. This registration is also meant for the diaspora meaning the long term migrants.
“The response is not bad so far” as it was pointed out by one of the senior officials of the
Ministry.” The temporary migrants who are now going abroad have to complete this
registration formality. They are also given a smart ID card for a fee of 3500 which gets
deposited on to the welfare fund of the Ministry run and managed by the Wage Earners’
Welfare Board. The long term migrants can also have the smart ID card once they complete
the registration and on payment of 3500 taka like the temporary migrants. It is difficult to
ascertain whether the permanent Bangladeshis living in advanced countries would want to
take advantage of this registration process. In fact, there a number of problems on this front:
First, many permanent migrants are not aware of the service yet.
Secondly, even if they are aware, the permanent migrants would not be excited
automatically to register on their own as they may not require the services attached to these
registration and smart ID card as much as the temporary migrants do.

53
Thirdly, there are permanent migrants who do not have legal stay permit in their country of
residence and therefore they may not be at all interested to provide their information unless
there is enough trust built around this new system and its objectives—which will obviously
require some actions to be undertaken by the government and other stakeholders.
In order to encourage the NRBs to send remittance through the formal and legal channels the
Ministry has also started providing “Commercially Important Persons (CIPs)” status to the
NRBs. This status is given to the NRBs upon fulfilment of some conditions set forth by the
government.
Table 5: Criteria for and Number of NRB Awards
Criteria Number of Awards

NRB Individuals sending more than 50 top individuals chosen per year
200,000 USD or more remittance.
NRB Individuals who are investing in 20 top investors chosen per year
Bangladesh.
NRB Individuals who are investing or 20 top businessmen/investors
having business concerns in their (importers) are chosen per year
countries of residence but importing raw
materials from Bangladesh.
From the table it appears that there is a clear government provision to encourage expatriate
remittance senders and businessmen and investors. But there are other categories of
Bangladeshi diaspora who are professionals and many of whose outstanding contributions
have been recognized by the host countries but there is no provision in place in Bangladesh at
the governmental level at present to recognize the contributions of these professionals. It is
also important to recognize the contributions of the worker’s remittance. They may not be
awarded the CIP status but other recognition can be given to them annually by our Missions
abroad.
The existing legal frameworks deal only with the issues relevant to the temporary migrants
workers and not the permanent migrants. It was admitted by a senior officer of the Ministry
of Expatriate’s Welfare and Overseas Employment when he said “currently there is no law to
support diaspora engagements as such”. However, during the KI interviews it was reported
that separate legal framework has already been formulated first draft of which was placed
before the Cabinet. Prime Minister has already approved the draft and it was then sent to the
MoL&PA for vetting and once the vetting is done it would be sent to the Cabinet again later
this year and then to the Parliament for approval. We were informed that in the draft law
there are some specific legal provisions for the diaspora registration and welfare and under
which some programmes for the diaspora could be initiated.
Bangladesh Bank’ initiatives for NRBs
Initiatives of Bangladesh Bank are also primarily aimed at encouraging remittance inflow and
procedural simplification of banking facilities to attract more remittance inflow. Bangladesh

Bank permits banks in Bangladesh to establish drawing arrangements with foreign banks and
Exchange houses for facilitating remittance by Bangladeshi nationals living abroad. Persons
willing to remit their earnings through official channels can buy either Taka draft or US dollar
draft from these foreign banks and exchange houses having drawing arrangements with
different banks in Bangladesh. Bangladeshi nationals living abroad can send foreign
exchange very easily and directly to their own bank accounts maintained in Bangladesh or to
their nominated person's/relative's bank accounts in Bangladesh.
Furthermore, recently banks have taken some major steps towards crediting the proceeds of
remittances to the beneficiary's account promptly, maximum within 3 days. There are other
facilities for the NRBs including different types of Bonds, namely, Wage Earners
Development Bond, US dollar Premium Bond, US dollar Investment bond. However, the tools
were found not much attractive to the NRBs, and therefore could not make significant
headway thus far.
Table 6: NRB Investments in Bonds (in million USD)
2010-11 2011-12 2012-13 2013-14 2014-15 2015-2016

Wage Earner’s 20.37 18.96 9.51 16.60 55.10 130.97
Development Bond (WEDB)
US Dollar Premium 2.39 8.98 3.88 3.36 1.03 0.63
Bond (UDPB)
US Dollar Investment 16.58 37.67 33.03 5.66 16.09 0.02
Bond (UDIB)
Source: Department of National Savings (DNS), GoB, 2017
The NRBs were facing some difficulties in obtaining bonds because of some policy barriers
such as the mandatory presence of investors to buy bonds from authorized dealers. This
condition practically discouraged them from investing in the tools devised for them. With a
view to remove the obstacle and make the investment tools more attractive government has
recently amended the rules under which now the Non-resident Bangladeshis (NRBs) can
directly buy bonds from abroad (The Financial Express, 23 September, 2017). It was also
reported by a senior official of the Bangladesh Bank that “the low level of awareness of NRBs
about these bonds due mainly to lack of a well-designed and robust publicity campaign is
partially responsible for the low NRB responses on this front”.8
Until July 2012, the NRBs investing in bonds were not eligible to get the CIP status. Now a NRB
investing 8 cores or more taka are given the CIP status by the Bank. Earlier, it was necessary
for the NRBs to have a foreign currency account to buy and to repatriate the funds after the
completion of the investment cycle. There no provision for the NRBs to buy bonds through
the exchange houses commercial banks operating abroad, but now this is possible. Earlier,
there was a mandatory provision to have the passport and other required documents
attested by the Bangladesh Missions abroad but now this has been simplified and NRBs are
only required to send a copy of the passports to the Bangladesh Missions before they
8 Interview with a Bangladesh Bank official in connection with this study.

55
Figure 11: NRB Investments in Bonds
NRB Investments in Bonds (in million USD)
130.97
140.00
120.00
100.00
80.00
55.10
60.00
37.67
33.03
20.37
18.96
40.00
16.60
16.09
16.58
8.98
9.51
5.66
3.36
0.02
0.63
1.03
2.39
3.88
20.00
0.00
2010-11 2011-12 2012-13 2013-14 2014-15 2015-2014
WEDB UDPB UDIB
Source: Department of National Savings (DNS), GoB, 2017
purchase the bonds. It was learnt during the interview that the central bank also had
discussions with some NRBs who were interested to invest in these securities. Based on the
discussion output, it was suggested mitigating liquidity risk of non-resident investors by
allowing them to garner liquidity by availing local-currency- and foreign-currency loans
against the debt instruments. Earlier, the central bank had cleared the way for non-resident
Bangladeshis or NRBs to borrow home loans in the local currency. It was in principal decided
that the loans will be provided to NRBs at a maximum debt equity ratio of 50:50, meaning
that at least half of the property price was to be paid by the borrower to qualify for the credit.
In 2016, Bangladesh Bank provided remittance awards to 12 NRB individuals under the
skilled remitter category, 9 NRB individuals under the unskilled remitter category and 5 NRB
individuals from among the top bond investors (Bangladesh Bank, 2017). Besides,
Bangladesh bank has also introduced an on line NRB registration process. But it was
informed by a central bank official that “the rate of registration is low as there is still an
information gap. External publicity may help NRBs to be aware of this newly introduced
system and get registered”.
Tax Benefits Accorded to NRBs
Owing to the relentless efforts of the Ministry of Expatriates' Welfare and Overseas
Employment, the National Board of Revenue has announced the following tax facilities for
Expatriate Bangladeshis on 29 July 2002.
a. Tax Identification Number (TIN) certificate is not required for buying immovable
property in Bangladesh.
b. Investment initiatives by expatriate Bangladeshis in the field of business, commerce
and industry from 01.02.2002 to 30.06.2005 will be accepted without any question
and without considering the amount of investment.

c. Income earned from agro-based industries setup by expatriate Bangladeshis from
01.07.2002 to 30.06.2005 will be tax- free.
d. Interest accrued from their non-resident foreign currency deposit account will be tax-
free.
e. Wage Earners Development Bond purchased by expatriate Bangladeshis is also tax-
free.
f. Expatriate Bangladeshis and their family members holding foreign passports will not
be required to produce income tax clearance certificates at the time of departure from
Bangladesh.
g. Investment in agricultural processing industrial sector of the Expatriate Bangladeshi
will be tax free.
h. Tax deduction from the interest of Non-resident Foreign Currency Deposit Account has
been waived.
NRB investment through Capital Markets
Currently, a quota of 10 percent shares through Initial Public Offerings (IPOs) is kept for NRBs
and another 10 percent for mutual funds. Non-residents Bangladeshis are free to invest in
shares/securities quoted in the stock exchanges, with foreign exchange sent or brought into
Bangladesh. They may also invest in new, yet-to-be-listed public issues of Bangladeshi
shares/securities. In such cases investors are not required to transact through any registered
broker/member of stock exchange. Non-Resident Bangladeshi (NRB) can
purchase/subscribe securities in foreign currency through "Foreign Currency Account for
IPO" opened for the purpose only by the issuing company. Over subscription can be
repatriated after completion of formalities.
However, the non-resident Bangladeshis (NRBs) were slow in taking advantage of the bull-
run in the capital market from 2007 to 2010 and thus missed a great opportunity to invest
directly in the capital market, but there are still substantial opportunities available not just in
the local capital market but also by attracting foreign institutional funds from Europe and the
Middle East. International capital flows both from the NRBs and international institutions
have significant potential benefits for Bangladesh economy. Countries with good
macroeconomic policies and well-functioning institutions are in the best position to reap the
benefits of capital flows and minimize the risks. Traditionally, asset management companies
based in Bangladesh have focused only on mutual funds and have not expanded their
portfolio of products and service offerings that can create and provide better return to local
retail investors. This shortfall in flexibility and lack of diverse product offerings is where there
is great opportunity to assist in gaining back the confidence and appetite for local retail and
institutional investors in the Bangladesh capital market. The government could move to
influence both the size and composition of capital flows from the international markets by
leveraging on both the local institutions and also taking advantages of the skills and
9
professional resources of the NRBs.
9 Based on the KI interviews with a NRB investor now residing in Bangladesh.

57
Direct Investment by NRBs
There has not been concerted efforts made thus far to tap into the potentials of the direct
investment by the Bangladeshi diasporans. Although the government has a liberal policy for
the foreign direct investment, yet, diasporan’s responses on this front has generally been low
in the past. That said, in recent times, however, we have seen diasporans are demonstrating
their growing interests in investing in different sectors of the economy including banking and
energy sectors. The USAID study revealed that while the interest in direct investment and
social-impact investment options is substantial, there are gaps between levels of investment
interest and actual investment activity. Among direct investment options, US Bangladeshi
diasporans are most interested in establishing manufacturing facilities for export sale and
the direct purchase of equity in companies in Bangladesh. Contributing to funds that lend
capital to micro-enterprises in Bangladesh is an attractive portfolio investment option for
many US Bangladeshi diasporans. Interest in investment in a fixed-income security that
would lend money to small- and medium sized enterprises in Bangladesh in social-impact
sectors (like the current US India Diaspora Investment Initiative) also was notable.
Figure 12: Diaspora investment preference: Stated interest and actual activity
45%
40%
35%
30%
25%
20%
15%
10%
5%
0% Personal use Rental or resale Manufacturing Manufacturing
facilities for local facilities for
distribution exporting goods
Activity Interest
Source: Bangladesh Diaspora Assessment, USAID 2015
In general, USAID study found out that among the diasporans there are real concerns about
the infrastructure issues – the cost and time it takes to transport goods and get access to
energy – are major impediments to diaspora investment in the country. Property right
concerns, including worries about property-right protection and difficulties in obtaining
building permits, also are perceived to be impediments to diaspora investment by the
community. US Bangladeshi diasporans also voice that the high importance of personal
relationships in the Bangladeshi business environment can also be an important obstacle to
diaspora investment in Bangladesh, particularly in terms of finding access to reliable
suppliers in the country (USAID (2015). In another study it was indicated that the diasporans
perceived the following as the some of the reasons for low level of direct diaspora
investment in Bangladesh:

Box 5: Reasons for low level of direct diaspora investment in Bangladesh
• Import/customs delay
• Utility connection delay
• Safety and security concerns
• ‘Speed money’
• Lack of HR Skills (management, technical)
• Land acquisition complications
• Weak IPR enforcement
• Unavailability of appropriate credit
• Complicated money transfer (both ways)
• Lack of focal point in govt/one-stop-shop
Source: Anir Chowdhury, Keynote presentation made at the FOBANA conference, October, 2017
Private, Voluntary Initiatives for Engaging with NRBs on Knowledge

Network
In many countries of the World there are many private, voluntary or NGO level initiatives to
engage the diaspora through the medium of knowledge networks. In Bangladesh, however,
such initiatives are scant. TechBangla is known to be one such initiative. It was a non-profit
organisation registered in the US and in Bangladesh was formed in June 1998, with the vision
that technology, not aid, can bring lasting solutions to economic problems of Bangladesh.
TechBangla’s activities focused on playing a catalytic role in the transfer of technology to
Bangladesh. The fundamental strategy of TechBangla was to provide a platform for
technological collaboration between the resident and non-resident Bangladeshis (RBs and
NRBs) with a focus on joint ventures and foreign direct investment. TechBangla IT Research
Cell was formed with the commitment that a dedicated market research team for IT issues
could resolve the vacuum of information. At the time of its inception, TechBangla found a
complete absence of research on IT in Bangladesh and there was hardly any understanding
of its possible impact on economic development. TechBangla IT Research Cell (TBITRC)
strongly felt that Bangladesh did not have enough resources to go through a trial and error
method in adopting IT for economic development. IT, particularly e-commerce, may emerge
as an opportunity for Bangladesh, but as a threat if not structured and utilized appropriately.
This initiative produced some commendable initial results for the development of
Bangladesh, particularly in the ICT sector before it lost its momentum due mainly to some
internal administrative and other problems. However, the member of those who were
involved with the initiative are still contributing to Bangladesh’s development in different
other capacities.
Another notable private initiative was undertaken by the owner of a privately managed
organization called “Scholars Bangladesh Foundation”
(http://www.scholarsbangladesh.com/foundation.php). It has developed a virtual
knowledge network for the Bangladeshi scholars and professionals. It has been able to
register as many as 37000 Bangladeshi professionals living in different parts of the World.
This network is also making an effort to engage the young second generation people of
Bangladeshi origin. In its bid to engage the NRBs and Scholars Bangladesh organized a NRB

59
conference meant for the NRB professionals. As many as 5000 NRB professionals of different
categories registered and attended this conference. In 2007, this foundation organized
another conference for the temporary migrants and it was attended by 2800 individuals who
discussed different issues of migration, remittance and role they expect from the
government as a whole and the Bangladesh Missions abroad. It was gathered that following
the success of these two conferences and the enthusiasm it generated the foundation
organized another NRB conference in 2009 and it was also attended by more than 5000 NRB
professionals came from 52 different countries. In those conference NRB professionals
showed immense interests in getting engaged somehow in the process of development of
Bangladesh and this was something they were considering as a way of repaying their debts to
the country. It is to be noted that those who attended the conference paid for their air tickets
and local hospitality during their stay was shared between the foundation and the
participants. The foundation also recognized the contribution of important NRBs by giving
away crest and certificates. These conferences paved the way for registering a large number
of NRBs. The foundation has a website and the registration process is still on. The lessons that
we can learn from these private initiatives are as follows:
• NRBs are very enthusiastic about getting engaged

• They want to contribute to the country in their own capacities
• Organizing annual conference is an important vehicle for NRB engagements
• Organizing NRB conference will help initial mapping of the NRBs through a
registration process and this could also be followed up by developing a dedicated
website
• Government may as well recognize NRB’s contribution in different areas by giving
away awards
• A mechanism is to be developed to integrate the 2nd and 3rd generation NRBs
There are many examples of Bangladeshis in the diaspora who are committed to
Bangladesh’s national development. Some good examples of these organizations include
SpaandanB (CA), which implements education, health, and nutrition projects in Bangladesh;
Agami (CA) which works to provide quality basic education for underprivileged children in
Bangladesh; and The Optimists (NY), who run child sponsorship and family medical
assistance programs, including a program specific to help the children of the garment
workers killed when the Rana Plaza building collapsed in 2013.
There is a wide array of organizations serving professionals in the Bangladeshi diaspora. The
Network of Young Bangladeshi American Professionals serves Bangladeshi American
professionals in the early and middle stages of their career, regardless of industry. The sciences
are also well-represented among diaspora professionals. Examples of these include American
Association of Bangladeshi Engineers and Architects and Bangladesh Medical Association of
North America. Journalists and academics have also organized professional associations, as in
the case of the South Asian Journalists Association, Bangladeshi American Professional and
Academic Network, and the Bangladesh Development Initiative, the latter serving to facilitate
scholarly exchange between Bangladesh and overseas scholars through educational
programs, an academic peer-reviewed journal, and a book publication program (USAID 2015).

The Government of Bangladesh can think in terms of initiating such programmes that are
economically viable from the point of expatriate Bangladeshi professionals. A pilot project
can be designed involving the renowned professionals of Bangladeshi origin. Under the
project, professionals will come to Bangladesh for a stipulated period of time and share their
expertise. To provide incentive to him/her the income can be made tax exempted. Such
partnerships may be more appropriate with private sector institutions. In that respect
Government role will be to create space for such linkage building (Siddique 2005).
Many private universities, private medical colleges, hospitals and other private organizations
are already taking advantage of the professional diaspora member’s expertise by employing
them on a short-term basis and at a mutually suitable period of time. These collaborations
are now happening in a sporadic manner as well in the absence of a formal government led
initiative. There are also other on line networks covering philanthropy, investment, cultural,
environment protection and also for sharing other professional knowledge but many of
these networks are run “on again” and “off again” basis.
USAID study noted (2015) that there is a perception in the US Bangladeshi community that
there is not enough communication or structured activity between the US diaspora and
USAID/Bangladesh specifically, or with the Government of Bangladeshi in general. US
Bangladeshi diasporans indicate that they believe a lack of frequent communication
between USAID/Bangladesh and the US diaspora community and the lack of a point person
to spearhead this communication are very important obstacles to further US Bangladeshi
diaspora engagement. They also believe that a lack of regular communication between the
Government of Bangladesh and the lack of a one-stop-shop in Bangladesh to promote and
facilitate diaspora investment is an important obstacle to engagement. Although a Ministry
for Expatriate Welfare and Overseas Employment exists, many in the diaspora believe that its
activities are focused on low-skill workers, particularly in the Middle East, and that their
focus could be expanded to better address the needs and opportunities in the global
diaspora. Many US Bangladeshi diasporans suggested that a lack of a government
involvement in managing the diaspora Affairs was an obstacle to further diaspora
engagement in Bangladesh.
As a matter of fact, there are a host of areas where diaspora engagement can take place. The
diagram below demonstrates some of the important avenues where the potential diaspora
engagement activities may focus on. It is to be noted that there are opportunities and
challenges attached to the each of these avenues identified below. It is, therefore, important
for us to devise mechanisms considering the specific contextual realities of the country.
What is at issue it that the current level of diaspora engagement in Bangladesh is not very
promising. However, there has been a widely held view that the government should try and
create a permanent platform to institutionalize the diaspora engagements with a view to
foster country’s development goals. In doing so, the government may launch various win-
win schemes to make it more attractive for its diaspora to step up participation in
Bangladesh’s development. Bangladesh should formalize a diaspora platform wherein top
diaspora scientists, engineers, doctors, academics, managers and other professionals serve
Bangladeshi public sector organizations for a brief period, lending their expertise. Besides,

61
Figure 13: Major Avenues of Engagement
Institutional
Academic Cooperation
Business Networks Initiatives
Networks
Diasporas as
Practitioners/
Technical
Remittance / Advisors
Diaspora
Philanthropy
Source: Anir Chowdhury, Keynote presentation made at the FOBANA conference, October, 2017.
Bangladesh should aggressively court diaspora to invest in Bangladesh — especially for

projects which focus on its development. Social media tools have made it easy and
inexpensive for Bangladeshi diaspora to stay in touch with family and friends back home, and
their links to Bangladesh has never been stronger. It is time that the government of
Bangladesh leverages this strong bond for the greater good of the nation. As mentioned
earlier, at this point of time, the biggest way the diaspora is contributing is through sending
regular remittances. There is a growing interest among all concerned about the other
advantages which diaspora populations can bring to Bangladesh. The members of the
Bangladeshi diaspora are more prone to donating to domestic charities because of the
strong cultural and emotional feelings that they nurse. Alongside, if an enabling
environment can be created and sustained then diaspora members are likely to invest in
different sectors of the economy. They can also bring technical and scientific expertise to the
country once an appropriate platform can be set up and sustained--involving all important
and relevant stakeholders.

CHAPTER FIVE
Diaspora Engagement:
International Experiences
Up to this point, we have discussed different policies, rules developed by the GoB to engage
the diaspora community of Bangladesh. This section, on the other hand, looks into the
experiences of different countries regarding diaspora engagement and through analyzing
the strategies of different countries focuses on the following aspects-
• A brief description of the best practices adopted by different countries which will
essentially allow us to determine the main areas of diaspora engagement;
• Justification of these main areas;
• Identification of the necessary factors in designing the necessary institutional design.
India
Strategies adopted by the Government of India in creating linkages with the diaspora
communities can be categorized into different groups. They are-
Information Dissemination
The Government of India (GoI) has developed a two-way information channel for the
purpose of disseminating information. At one end, the government produces monthly e-
magazine (www.overseasindian.in) to keep the diaspora informed about what is happening
in their country of origin and on the other hand, it has taken formal arrangement to create a
channel for consultation with the diaspora to understand and address their views, concerns,
and queries. In fact, the government has established the Prime Minister’s Global Advisory
Council of Overseas Indians for this purpose. At the same time, the government also “…hosts
events to meet with its diaspora twice a year, in India in January and overseas each
September” (Ancien et al 2009: 14).
Identification and Citizenship Services

Whereas a large number of NRIs is living all around the world, the GoI has taken various
initiatives to identify and link them with the home country. As explained below, Overseas
Citizenship of India scheme has been introduced and to get that service, the NRIs have to
register through a website. Moreover, there is an e-registration portal for Pratishthito
Prabashi (https://www.pratishthit-pravasi.gov.in/index.php). Furthermore, the GoI also
collects and updates information about migrant workers.
Whereas the Government of India does not offer ‘dual citizenship’, in 2005, Overseas
Citizenship of India (OCI) scheme was introduced through amending the Citizenship Act,
1955. All persons of Indian Origins (who were citizens of India from January 26, 1950) can be
registered as OCI and OCI documents consist of Registration Booklet and a Universal visa
sticker. Even though OCI is not dual citizens, a registered OCI enjoy several facilities including
multiple entry, multi-purpose, life-long visa for visiting India, exemption from registration
with Foreign Regional Registration Officer or Foreign Registration Officer for any length of
stay in India, and they are entitled to general 'parity with Non-Resident Indians in respect of
all facilities available to them in economic, financial and educational fields except in matters
10
relating to the acquisition of agricultural or plantation properties' .
10 http://eoi.gov.in/eoisearch/MyPrint.php?4771?001/0020

65
Protection and Welfare Support
To protect and serve the interest of the Indian workers proceeding abroad for employment
purposes, The Office of the Protector General of Emigrants (PGE) in the Ministry of External
Affairs has been established. PGE is the Registering Authority to issue Registration Certificate
(RC) to the Recruiting Agent (RA) for overseas manpower exporting business. He also
performs the following responsibilities-
• Exercise power to suspend, cancel and revoke the RC of the RAs;
• Issue permit to the Foreign Employer (FE) and Project Exporter (PE)
• Sanction prosecution for offences and penalties to CBI or State Police Departments etc.
Furthermore, to support the migrant workers, Overseas Indian Affairs Division of Ministry of
External Affairs has also established the Indian Community Welfare Fund (ICWF) in the 43
Indian Missions across the world. The goal of the ICWF is to provide the following onsite
welfare services -
• “Boarding and lodging for distressed overseas Indian workers in Household / domestic
sectors and unskilled laborers
• Extending emergency medical care to the overseas Indians in need
• Providing air passage to stranded overseas Indians in need
• Providing initial legal assistance to the overseas Indians in deserving cases
• Expenditure on incidentals and for airlifting the mortal remains to India or local
cremation/burial of the deceased overseas Indian in such cases where a sponsor is
unable or unwilling to do so as per the contract and the family is unable to meet the
11
cost” .
Another important service provided by the Government of India is Pension and Life
Insurance fund scheme known as Mahatma Gandhi Pravasi Suraksha Yojana (MGPSY) for the
Overseas Indian workers (http://www.mea.gov.in/mgpsy.htm). The goal of this program is to
encourage the “…overseas Indian workers by giving government contribution to:
• Save for their Return and Resettlement (R&R)
• Save for their old age,
• Obtain a Life Insurance cover against natural death during the period of coverage”12
Building diasporic patriotism

The Government of India has also taken few initiatives to strengthen the connection of the
diaspora communities around the world with their home country. Of these different
initiatives, the flagship programme is known as “Know India Programme (KIP)” which aims at
familiarizing the Indian-origin youth (18-30 years) “…with their Indian roots and
contemporary India, through a three-week orientation programme” organized by the
Ministry of External Affairs. Indian-origin youth can submit their applications through the
Indian Missions/Posts. Each programme contains 40 participants and they are provided with
full hospitality in India. The programme lasts for 45 days with a 10-day visit to one or two
states. “90% of the total cost of international airfare is also paid by the Ministry. The entire
13
process of applying, processing etc. is now done through a portal (kip.gov.in)” .
11 https://archive.india.gov.in/knowindia/overseas_indians_affairs.php?pg=3
12 http://www.mea.gov.in/mgpsy.htm
13 http://www.mea.gov.in/know-india-programme.htm

Recognition of the Contribution of the NRIs
Whereas the KIP tries to build a linkage with the Indian-origin youth living in different
countries, to reach, honor and connect the members of diaspora communities belonging to
other age groups, Government of India has introduced a number of different initiatives. For
instance, to honor the contribution of Indian diaspora at the national and global level, the
GoI annually presents the Pravasi Bharatiya Samman Awards to up to 20 members and
“Given the high profile awards ceremony and the limited number of awards, the Pravasi
Bharatiya Samman Award has quickly become established as a high status and valued
honour”. Furthermore, the Ministry of External Affairs also organizes Regional Pravasi
Bharatiya Divas (RPBD) periodically outside India to connect with the Indian Diaspora in
specific regions. The goal of this event is to familiarize them with the “…policies and
programmes of the Government, enable them to contribute to India’s development and
growth, and address their concerns” (Aicen et al 2009: 19).
Transfer and utilization of Voluntary and Philanthropic Contributions

In 2006, India launched the Remittance Gateway which allows people of Indian origin to send
money instantaneously to 14,500 locations across India for far less cost than commercial
money wire companies.
Furthermore, to ensure a productive use of remittance, the India Development Foundation

of Overseas Indians (IDF-OI) has been established which is a not-for- profit Trust aiming at
helping the Overseas Indians to send contributions to implement social and development
projects in India. An important aspect of the IDF-OI is whereas it encourages the NRIs to
contribute to national projects, it also offers them an opportunity to work with the state
governments. In fact, through this initiative, the Overseas Indians can browse through the
web-site of different state governments, get an idea about different development projects
currently being run or under consideration by the these governments and choose the one
they prefer to finance. This also strengthens their link and bondage with the communities. In
fact, “…March, 2017, IDF-OI has received a total contribution of Rs. 4.36 crore from Overseas
Indians which enabled construction of Community toilets in Vijayawada, Tirupati in Andhra
Pradesh; and a Public toilet in Amritsar (Punjab) through Municipalities, State Govt agencies.
Projects in 11 districts with funding from overseas Indians are under implementation. To
enable small and regular contributions to projects and to IDF-OI Pool fund, an online
Payment Gateway was launched on 31 July 2016.”14
Encouraging the Diaspora Community to Invest in Different Sectors

To this end, a number of initiatives have been taken-
• The government runs the Overseas Indian Facilitation Centre – a one stop-shop for
investment advisory services and business to business partnerships.
• The government reduced hindrances from property purchase by diaspora in India. It
also “…withdrew restriction from opening of repatriate-able accounts by diaspora and
provided tax incentives. The central bank of India floated special bonds targeting
diaspora investment” (Siddiqui & Parvin 2012: 21)
• The Government of India also provides some necessary services through the
Indian Investment Center (IIC), i.e. the focal agency of GoI for providing information or
14 http://www.mea.gov.in/IDF-OI.htm

67
assistance for investments, technical collaborations and joint ventures. In fact, in
addition to providing the usual assistance available to other potential investors, IIC
provides the following special services for NRIs and PIOs-
odata to assist in the selection of investment opportunities;
o performs as a one-stop-shop for necessary services for establishing projects with
NRI investment;
o Informing NRIs and PIOs of government policies and procedures, as well as the
facilities and incentives available to them;
o Moreover, “…the agency maintains an industrial information service that
provides the status of industries and profiles for potential industrial projects.
…The agency’s Web site provides answers to an expansive list of NRI
investment questions on bank accounts, repatriation of profits, investing in
securities, shares, company deposit and property, as well as special facilities to
repatriating NRI investors” (Johnson & Sedaca 2004: 42).
• For the NRIs, sovereign bonds have also been issued. “…The bonds, which were
floated in 1998, mobilized close to $4.2 billion of diaspora resources for the
development of the infrastructure sector, which is in great need of financing”
(Johnson & Sedaca 2004: 51). Many in the financial industry felt that the impressive
show helped boost the foreign institutional investors' sentiments and stabilize the
rupee, which had been sliding for a number of years. A similar bond, the India
Millennium Deposits (IMD) floated in 2000 and raised over $5.4 billion from the
diaspora.
• The central government also works in close collaboration with the Federation of Indian
Chambers of Commerce and Industry’s (FICCI) Diaspora Division which aims at
increasing the inflow of FDI and utilizing the network of the NRIs and PIOs to integrate
with the global economy.
Developing Knowledge Platform and linkage with Different Professional

Groups
The Government has close working relationship with organizations like Silicon Valley Indian
Professional Association (SIPA) which provides a platform for entrepreneurs from the
expatriate Indian community to contribute to cooperation between the host and home
country in high technology areas. At the same time, as mentioned above the GoI also
organize regular programmes, conferences, and seminars to engage the NRIs and to honor
them for their services.
Lebanon
Of different initiatives introduced by the Lebanese government and other institutions to

engage the diaspora communities worldwide, two are significant- the Lebanon Business
Network and Live Lebanon.
Investment through Business Network- LBN

Of these two, Lebanon Business Network (LBN) is non-profit business vehicle set up to
promote private sector growth. The aim of the LBN was to promote the economic growth of
the country which it planned to achieve by re-energizing the private sector of the country

through linking it with overseas Lebanese and “…facilitate the return of Lebanese
Brainpower and capital back to the country” (Johnson & Sedaca 2004: 35). In a way, through
LBN, Lebanon attempted to merge two different activities- business promotion and
knowledge management. LBN eventually became a collaborative effort where the
government, the private sector, the non-profit sector and the international development
organizations participated and worked in partnership. In fact, “…Using analysis of the
database from a supply and demand perspective, LBN shares opportunities with its partners
and uses their connections to attract network users to fill specific needs” (Johnson & Sedaca
2004: 36).
LBN essentially became an online marketplace where opportunities were identified and
connections were built between Lebanese entrepreneurs, business diaspora and
international businesses while introducing Lebanese firms to international financial and
business opportunities and vice versa. In addition to using internet as an international
marketplace, LBN connects the international diaspora in the following ways-
• Ensuring participation of the diaspora community in local and international events;
• Building relationship with international Lebanese associations and spread out
information related with the network’s activities;
• Disseminating information “…via printed media outlets, links to other relevant
websites and online marketing campaigns” (Johnson & Sedaca 2004: 36).
Furthermore, LBN has created alliances with different government, non-government and
private sector actors and shares opportunities with its partners while using their
connections to “…attract network users to fill specific needs” (Johnson & Sedaca 2004: 36).
Interestingly enough, this network is managed and funded by a non-profit organization
known as Indevco Foundation and to date, it has attracted approximately 1000 members.
Live Lebanon- Philanthropy for Implementing Community Development

Projects
Whereas LBN focuses on creating business and investment opportunities through and for
the diaspora communities, Live Lebanon has a completely different focus. This initiative was
introduced by UNDP in 2009 in collaboration with the Ministry of Foreign Affairs and
Emigrants of Lebanon. This effort focuses specifically on supporting the underprivileged
communities of Lebanon and allows the Lebanese diaspora worldwide to support the people
in their homeland “…that are in need with important community based initiatives”15. To this
end, this initiative has introduced a transparent mechanism and crowd funding platform for
channeling financial resources to support local level development projects. In Live Lebanon,
projects are submitted by the NGOs and the municipalities and projects are selected while
relying on four criteria- need, feasibility, sustainability and potential impact on the
beneficiaries. Projects mainly aim at improving health, environmental and educational and
from a list of potential projects and crowd funding initiatives, the international diaspora
communities can choose the projects to fund. Since 2010, Live Lebanon has raised $2.5
million and implemented 55 projects.
15 http://livelebanon.org/Page/13/5/Mission

69
China
Like India, China has also focused on engaging the diaspora communities with economic
development and to attract diaspora investment the Chinese government brought about
widespread and meaningful economic reforms. For instance, “it provided stable investment
environment, good infrastructure and flexible labour policy. Along with economic incentives
packages the Chinese government decentralised the decision-making authority up to the
lowest possible administrative unit. 70 percent of foreign direct investment to China came
from its diaspora. Labour intensive export processing sector and real estate are the two
major areas where the diaspora investment has taken place” (Siddiqui & Parvin 2012: 21).
At the same time, a key focus of the Chinese government is to engage well-placed
entrepreneurs of the foreign countries so that they can play a pivotal role in attracting foreign
direct investment through joint ventures, “…promotion of domestic companies’ exports and
directing outsourcing opportunities to their country of origin” (Johnson & Sedaca 2004: 32).
A key successful example of this initiative is the development of Taiwan’s technology sector
which was made possible by engaging highly educated Chinese Americans, and by providing
them adequate incentives so that they can return to Taiwan and establish new ventures.
Sri Lanka
In Sri Lanka, the Sri Lankan Bureau of Foreign Employment (SLBFE), a Public Corporation that
falls under the purview of the Ministry of Employment and Labor, is in charge of promoting,
developing, and regulating foreign employment and ensuring protection and welfare for
migrant workers and their families. One of the key responsibilities of SLBFE is to offer
mandatory training and orientation to “…outgoing migrants in collaboration with licensed
recruitment agencies”. Another important contribution of SLBFE is to establish and maintain
and information Data Bank on all employed and returned migrants and “…Its information
Technology Division provides information on the activities of SLBFE and employment
agencies and functions as a job bank. Any interested person can apply for employment to this
job bank and information on applications and procedures are disseminated through Post
Offices all over the country” (Siddiqui 2008: 20).
Philippines
In Philippines, effort to mobilize migrant resources for different productive purposes
including community development was introduced through UNLAND-Kabayan. This
organization facilitated “pooling” of migrant savings, helped the migrant workers in
identifying appropriate project and investment opportunities while assisting their access to
credit facilities. The UNLAND-Kabyan provided different services including “savings
accounts, investments in existing businesses, special start-up funds and skills training,
logistical support and network” (Johnson & Sedaca 2004: 15).
Mexico
Whereas India made an effort to link the diaspora community with local government and
Philippines allowed opportunities for migrants to contribute in community development

through an organization, Mexico adopted a different approach in engaging the diaspora
community. In 1992, a programme called Iniciativa Ciudadana 3x1 was introduced by the
Mexican state government of Zaatecas which matched the dollars donated by emigrants
with “…funds from federal and state government”(Johnson & Sedaca 2004: 28). It was called
three for one matching fund as for every dollar invested by the diaspora community, three
dollars was provided by the government and funds raised through this process financed
different community development projects.
South Africa
Investment Opportunities through Facilitating the Development of a Network
To promote economic growth through diaspora engagement, the South African Diaspora
Network (SADN) was launched in 2001 with support from the World Bank Development
Marketplace Competition. This network has the following objectives-
• “To facilitate networking between respected and influential ex-South African business
people in key overseas markets and young, high potential South African based startup
ventures;
• To make quality international market and competitor information available to high
potential South African based start-up ventures; and
• To reduce the cost, time and risk of obtaining reliable information from overseas
markets by high potential South African based start-up ventures” (Johnson & Sedaca
2004: 37-38).
This network has been developed in two phases. During the first phase, the project
concentrated on two groups of business contacts- potential South African based businesses
that had the intention to expand to international markets provided that they can receive
assistance, guidance and financial support and well-placed, highly connected South African
expatriates who had the willingness to support the South African business. The SADN
recruited the local businesses by interviewing and surveying the businessmen and visiting the
businesses to determine their suitability. On the other hand, “…Overseas members were
recruited by way of presentations held at South African business clubs and associations in
London.” The basic tools utilized by the network was facilitating dialogue between the South
African Businesses and expatriates, bringing together potential alliances and partnership by
“…introducing suitable appropriate members to each other”(Johnson & Sedaca 2004: 37-38).
Network for Knowledge Management

In case of knowledge management, connecting different professional groups and linking
these groups or experts with their country of origin, South Africa’s approach is quite
successful and unique. Known as South African Network of Skills Abroad (SANSA), it is
considered as one of the most well-known diaspora knowledge networks that connects
“…skilled people living abroad who are interested in contributing to South Africa’s economic
and social development with local experts and projects”. It has a database system which
includes professional profiles (including fields of interest and expertise) of over 2000
members living in 57 countries and information on “…research projects in natural sciences,
engineering, technology and health sciences; research and professional associations and
conferences” (Johnson & Sedaca 2004: 56). Members’ contribution to the network include-
• Receiving South African graduate students in laboratories, or training programs;

71
• Participating in training or research with South African counterparts;
• Transferring technology, information and results of research to South African
institutions;
• Initiating research and commercial projects
Making Sense of the Findings of Different Countries: Developing the

PIE Framework
If we consider the experiences of different countries, it is possible to argue that these
countries focused on the following areas to engage the diaspora communities in overall
development of their countries-
A.General Approach towards Trust-Building

To this end, it is important to take notice of the following issues-
• First of all, in all of these countries, a major shift has happened in case of diaspora
engagement. Whereas in the past, expatriate welfare mainly concentrated on
supporting the short-term migrant workers and addressing their needs, problems and
concerns, these countries are now diverting most of their efforts to engage the
professional long-terms expatriates who have become successful in different
endeavors including business, knowledge management etc. Whereas supporting the
migrant workers has still remained an important focus of these countries’ diaspora
management activities, they are now concentrating more on developing strategies
that would allow the international diaspora communities to contribute socio-political,
economic and academic development;
• Secondly, needless to say, this drive for shift in policy focus has come from the highest
level of the government and in most cases, the change in focus has been initiated by
the chief executive of these countries (be it Prime Minister or the President). From that
perspective, strong political commitment has played a pivotal role in determining the
policy initiatives of these governments related with diaspora engagement;
• Thirdly, in devising strategies for diaspora engagement, these countries have focused
strongly on developing a trust-based relationship with the diaspora communities. The
role and significance of the international diaspora communities have been
acknowledged by the governments and this has played an important role in ensuring
the commitment of the members of the diaspora communities. For instance, in case of
India, the introduction of Pravasi Bharatiya Samman for the NRIs and the Regional
Pravasi Bharatiyo Dibash have made the international diaspora community that they
are an integral part of the government of India’s development effort;
• Fourthly, in addition to introducing these initiatives, these governments have also
taken several other initiatives to ensure the cultural integration of the diaspora
communities with their homelands;
• Fifthly, it is important to note that in all cases, the governments have concentrated on
network development and in every aspects, be it investment for national
development projects, community development projects or expert engagement,
network development and management played a significant role in pushing these
governments’ initiatives towards next level.

B.Philanthropic Approach for Community Development
As the experiences of different countries indicate channeling financial contribution of the
expatriates towards funding community development projects designed to promote local
economic development has become a popular method of diaspora management. This
particular strategy has been adopted by India (through the involvement of local government
institutions), Philippines (through an institutional set-up called UNLAND-Kabayan which
facilitates “pooling” of migrant savings and helps the expatriates in identifying appropriate
project and investment opportunities), Mexico (through a program called Iniciativa
Ciudadana 3x1 which matches the dollars donated by emigrants with “…funds from federal
and state government”) and Lebanon (through an initiative known as Live Lebanon which
allows opportunity for expatriates through crowd funding to invest in development projects.
It is, however, important to note that whereas this initiative has mostly focused on
community development efforts, funding mechanism and distribution channel have varied
as different countries have undertaken different approaches-
• In some countries, where the trust of the diaspora community on the government is
quite high, funding mechanism has been introduced and managed by the local
government authorities;
• In some cases, (e.g. Mexico), to encourage the diaspora community to contribute, the
government has adopted a ‘matching-fund’ approach; and,
• Some countries have allowed the development partners to take the key role in this
particular aspect.
C. Facilitating Investment
Encouraging the diaspora community to investment in different projects related with
economic and industrial development has remained a key focus of diaspora engagement in
all the countries mentioned above. However, engaging the diaspora for this particular goal
has taken different routes in different countries-
• In some countries, emphasis has been placed on creating opportunities for the
diaspora communities for investment. To this end, different incentives have been
offered to them and the governments concentrated on making sure that relevant
information is made available to them;
• In line with the approach mentioned above, countries have encouraged the well-
placed and powerful expatriates to be the ‘first movers’, i.e. “investors who come first
to an emerging market of the home country when other investors (including those
within the country of origin) are not interested. By acting as first movers, these
business diaspora change market expectations and advance the flow of more
conventional investment” (Johnson & Sedaca 2004: 33).
• Some governments, on the other hand, focused on utilizing the business knowledge
and skills of the expatriate entrepreneurs to transform the national economy. In this
particular case, the governments encourage the business diaspora to perform the
following activities-
o “Serve as behavioral models for other economic agents to follow;
o Transfer crucial knowledge of operational, management and productive
techniques that enhances efficiency and profitability at both the enterprise and
industrial levels;

73
o Contribute to the introduction and promotion of new technologies that may
increase the efficiency of production processes” (Johnson & Sedaca 2004: 34)
• Developing business networks that would connect the local business chambers or
business entities with the well-placed and powerful business diaspora has been
considered as an important instrument for facilitating investment by all the
governments.
D. Expert Engagement
An important approach for ensuring engagement of diaspora is involving the experts of
different fields in developing knowledge, skills and efficiency of local people. Whereas some
countries have tried to promote “permanent return of the expatriate population”, this has, in
most cases, failed to bring about the expected outcome. In contrast, establishing
connections with the diaspora professional which allows information exchange and
knowledge transfer through short-term physical engagement or virtual networks have
proved to be more promising. In fact, through this process, “…the country of origin gains
access to not only the knowledge and expertise the diaspora individual may possess, but also
the knowledge networks he or she are involved with in the host country” (Brown 2000: 3).
Expert engagement has also taken different format in different countries-
• The most common mechanism used by the countries mentioned above is developing
an internet-based professional networks which attempts to link expatriate
professionals with the professional of their homeland. The most common examples of
this particular approach are SANSA, South Africa; SIPA, India and The Brain Drain
Project, Serbia, FRY. In this process, “professionals from the country of origin and the
diaspora enter an Internet portal and fill out an online registration for a database that
serves as a matching tool other members can access. Using information provided
through the database, members connect with potential research or project partners
and network with members of similar interests, fields of experience and geographical
regions”(Johnson & Sedaca 2004: 58);
• Different countries and organizations have also emphasized on developing a virtual
network where the experts of the diaspora community get an opportunity to provide
distant learning, contribute to design and implement development projects or “…find
ways for those remaining in the country of origin to gain skills and knowledge without
necessarily migrating themselves” (Johnson & Sedaca 2004: 58). Examples include
South Asia Initiative introduced by Digital Partners (DP) Digital Diaspora Networks,
Digital Diaspora Network-Africa (DDN-A) etc. ;
• Some countries also focus on facilitating short-term physical return of the expatriates
through short-term consultancies. One example of such initiative is TOKTEN (Transfer
of Knowledge Through Expatriate Nationals), introduced by UN, which facilitates the
return of expatriate professionals to their home countries “…for a short period of time
to share the skills they have gained during their residence in developing countries.
These professionals volunteer their services, often motivated by the desire to play a
role in the development process of their home country” (Johnson & Sedaca 2004: 58).

Based on the discussion above, it is possible to develop the following framework-
Figure 14: An overview of the PIE framework
Philanthropy
Recognition
leading to CD (P)
Trust
General Investment for The PIE
Integration & Network
Approach development (I) Framework
Building
Expert
Facilitation Engagement (E)
Therefore, it can be argued that considering the experiences of the countries mentioned
above, it is possible to argue that if the Government of Bangladesh wants to engage the
diaspora community in an effective and efficient way which would link them with different
developmental activities and allow them to contribute adopting the “PIE Framework” would
be the most appropriate approach. However, this raises two important questions- first, what
are the key factors that help the countries mentioned above in moving towards the PIE
approach? Second, if we want to adopt this approach in the context of Bangladesh, what
should be the most appropriate institutional design? This section concludes with the answer
of the first question (which is provided in the table below) and the next section provides
answer to the second question.
Table 7: Critical Success Factors relating to Diaspora Engagement: At a Glance
Name of the country Critical Success factors

India Strong political commitment from the top level; trust of the
diaspora community towards the government; flexible
institutional design; decentralized local government system;
network building capacity of the government; adequate
capacity of the government institutions
Lebanon Political commitment of the government for diaspora
engagement; strong support and initiative of the Development
Partners (DPs); effective collaborative relationship between
DPs, NGOs and GOs; fund management by the DPs which made
the Live Lebanon initiative trustworthy to the diaspora
community; developing network; introduction of innovative
approach (e.g. crowd funding)
Philippines Strong local government institutions; network building;
support from the development partners; willingness of the
government to work with the DPs; network building capacity;
institutions with adequate capacity and focus
Mexico Availability of strong local government bodies; network
building; innovative funding mechanism (matching funding)

75
Name of the country Critical Success factors
South Africa Government commitment for diaspora engagement; flexible
institutional design; Network building
China Specific policy focus on diaspora engagement; political
commitment towards economic development leading to
involvement of diaspora communities in investment; strong
institution
Sri Lanka Network building capacity of the government; political
commitment

CHAPTER SIX
Institutional Design for Adopting

the PIE Framework
In this section, effort has been made to introduce an institutional design through which the
PIE approach can be adopted to ensure the engagement of the diaspora community.
However, if we consider the critical success factors mentioned above, it is possible to argue
that in order to develop a sustainable institutional design, the presence of the following
conditions is necessary-
• Strong political commitment which should come from the very top level of the
government. In fact, the successful case studies of different countries indicate that in
these countries, the Prime Minister of the President has taken an active role in
engaging the expatriate community and this active initiative eventually generated an
enabling environment for diaspora engagement.
• These studies also indicate that the governance structure necessary for diaspora
engagement is somewhat different if compared with regular or traditional
government activities. In fact, engaging the expatriate community requires working
together of the government, non-government, private sector organizations, CSOs and
development partners which essentially indicates a transformation from government
to governance. From this perspective, diaspora engagement becomes not the sole
responsibility of one government agency or ministry instead it converts into a
collaborative effort where different organizations work for achieving some common
goals in a coordinated way.
• Important to note that the success of diaspora engagement relies significantly on the
presence of a strong institutional framework. A ‘strong’ institution, in this particular
aspect, means an entity or a group of entities--which clearly understand its mission,
has embraced a vision, possess the capacity to perform its duties and responsibilities,
enjoys a distinctive status within the governmental set-up and has the necessary
flexibility to ensure a transparent, effective and efficient management.
In addition to the factors mentioned above, while designing an effective institutional design
that will eventually implement the “PIE”, the following things should be taken under
consideration-
First of all, it is important to understand that whereas most of the developing countries have
understood the necessity of diaspora engagement, different countries have adopted
different approaches in determining the purposes of diaspora engagement. As explained
before, considering the need, policy aspiration and developmental goals, countries adopt
different goals while considering diaspora engagement. In the context of Bangladesh, the
Ministry of Expatriates’ Welfare and Overseas Employment, for a long period of time, has
mainly focused on ensuring the welfare of migrant laborers and ensuring the engagement of
the diaspora community is a pretty recent phenomenon. Given that this study proposes to
engage the broader diaspora community in three different areas- philanthropy, investment
and expert engagement, it is important to understand that diaspora engagement is no longer
a monolithic issue. Instead, the concept will have multiple dimensions and the institutional
mechanism must be capable enough to capture this multi-dimensionality. In effect,
adopting the PIE approach means that diaspora engagement will have at least three different
dimensions, which is extremely difficult for one government agency or ministry to carry out.

79
This essentially calls for a new, innovative institutional framework which will include
different government ministries, agencies, divisions and departments where these bodies
need to work in a collaborative manner.
Secondly, the multi-dimensionality of diaspora engagement and the need for collaborative
management brings the issue of coordination in the forefront. This essentially means that to
establish an institutional framework, the lead role must be played by a government agency
which has the capacity, knowledge and experiences of ensuring coordination among
different ministries.
Thirdly, to ensure collaboration and coordination in implementing such a multi-dimensional

program essentially means that the lead organization or the organizational set-up must have
the necessary authority and acceptance within the broader governmental set-up. From this
perspective, the success of an institutional framework will depend on whether the lead
organization or the coordinating organization enjoys the authority, command and respect of
the other government organizations as this will eventually encourage these organizations to
follow-through the directions provided by the lead organization.
Fourthly, it is important to note that for the lead organization or the coordinating authority,
commanding the respect or adherence of the relevant government organizations is not
enough. In fact, to be successful and effective, an institutional framework must be led by an
organizational entity which is trusted by the diaspora community.
Fifthly, whereas an effective institutional framework should clearly reflect the different
roles, responsibilities, tasks and activities of different government organizations, it should
also be noted here that the organizations involved within the framework must have the
necessary capacity to carry out their activities.
In developing our institutional design, we have taken these issues under consideration. In
addition to that, we have interviewed government officials from different Ministries,
Divisions including but not limited to MoEW&OE, PMO, ERD, CSO representatives and based
on their feedbacks, we have developed the following conclusions-
• Since the GoB already has a specialized Ministry to look after expatriate affairs, the
institutional framework should consider this. From this perspective, the institutional
design should not try to develop or construct an entirely new entity. Rather, effort
should be taken to ensure how the Ministry of Expatriates Welfare and Overseas
Employment can be effectively involved (and indeed can take the lead) in engaging the
worldwide diaspora community;
• However, as we have mentioned in the previous sections, the MoEW&OE is still

concentrating on supporting the labor migrants and even though it has recently
started thinking about diaspora engagement, at this point in time, the Ministry does
not have adequate capacity to carry out the multi-dimensional (PIE) activities related
with diaspora engagement. Moreover, engaging in PIE may require specific changes
within the mandate of the ministry (along with changes in allocation of business) and
without bringing about these changes, the Ministry cannot be entrusted with this

complicated responsibility. Furthermore, implementing PIE would require
coordinating the work of different ministries/divisions- an experience which the
Ministry seriously lack. Therefore, whereas the MoEW&OE should take the lead in the
long-term, in the short-term a different approach should be adopted.
• It is, however, important to point out that in the long-term we are expecting that a
specialized Diaspora Engagement Unit would be developed within the MoEW&OE
which would conduct different activities in line with PIE. The short-term approaches
would be taken to allow MoE&OE to design and build the capacity of the specialized
unit (a detailed description of the unit is provided later).
The Short-Term Framework

Considering these factors, in the short-term, we propose two alternatives-
Alternative 1: Ensuring Diaspora Engagement with a Focus on PIE through a

Project-based Approach Housed in the Economic Relations Division (ERD)
Our first proposal is to introduce diaspora engagement within the broader framework of the
GoB through a project which can be housed in the Economic Relations Division (ERD). We
consider the introduction of a project-based approach viable for the following reasons-
• Given that this particular focus of diaspora engagement is quite new, implementation
of PIE would require experimentation with different innovative approaches which
would not be possible without flexibility. The best thing about a project-based
approach is it would allow the Project Implementation Committee (PIC) to exercise
necessary flexibility.
• We propose that the PIE-based approach is eventually introduced as a three-year long

project which can later be expanded.
• At the same time, project based approach would also allow the PIC to exercise
necessary financial and administrative flexibility essential for the initial success of the
project.
The structure of the project can be the following-

81
Figure 15: Structure of the Diaspora Engagement: Short-Term Option 1 -The Project Approach
Diaspora Engagement Project (DEP)

Project Implementation Committee (PIC)
at Economic Relations Division
Cross-Cutting Clusters Lead Ministry Associated Key Short-Term

Ministry/Divi Ministries Goals
sions
MoEWOE 1. Capacity building
Ministry of ICT 2. Website design
Ministry of LGD
Philanthropy 3. Fund distribution
Ministry of Social NGOAB channel
Finance- Welfare DPs 4. Fund management
Approve and NGOS mechanism
Disburse Budget Foreign Mission 5. Trust building
6. Online tracking
Planning MoEWOE
Commission- Investment BIDA Ministry of ICT 1. Capacity building
Policy Support NBR 2. One Stop Service Centre
DPs
NGOS 3. Network Development
Business Chambers 4. Fund distribution
Foreign Mission channel
MoFA-
5. Fund management
Engagement mechanism
Support Ministry of MoEWOE 6. Investment friendly
Expert Ministry of ICT
Engagement Education/ environment
Ministry of Science
UGC and Technology
MoPA- UGC 1. Capacity building
Administrative Public/Private 2. Nurturing
Support Universities Professional Network
3. Network
Development
As the figure above indicates, the PIC will be housed in the Economic Relations Division (ERD)
and there are few specific reasons behind this-
• If we look at the structure above, it becomes quite clear that the Economic Relations
Division is not directly involved with any of the activities related with PIE. Henceforth,
it would be possible for the ERD to take a broader outlook and take/approve decisions
without considering its institutional interest.
• ERD is closely related with external resource mobilization, donor coordination and
negotiation and it also works closely with the ministry of foreign affairs and thus, the
institution is in a good position is finding ways for engaging the international diaspora.
• As mentioned earlier, implementing PIE would require coordinating multidimensional
activities carried out by different ministries. Importantly, ERD is one of the very few
organizational entities within the GoB which has extensive experiences in
coordinating the activities among the bilateral and multi-lateral development
partners and countries. Given their long experience in coordination and negotiation, it
is expected that ERD is better positioned to successfully carry out the inter-ministerial
coordination to implement the activities under the PIE framework.

As the figure above also indicates, to engage the diaspora communities, the project would
carry out activities in three clusters. In other words, within the project, there will be three
separate clusters, known as Philanthropy Cluster (which would aim at directing
philanthropic contributions of the expatriates towards community development projects),
Investment Cluster (create opportunities for the business diaspora to invest and link the local
businesses with business diaspora), and Expert Engagement Cluster. Each of these clusters
would be led by three different ministries/divisions/agencies. The PIC would perform the
following responsibilities-
• Would set the vision and mission of the project and would determine its overall goal;
• Would focus on ensuring commitment of the relevant actors;
• Function as a bridge between the cross-cutting ministries and cluster
ministries/divisions to ensure that all the actors within the clusters are receiving
necessary financial, administrative and policy support;
• Would coordinate the activities carried out by different clusters while ensuring that
they are contributing towards supporting the overall goal determined earlier;
• Would ensure that all the partners within the cluster are contributing and sharing
resources (information, financial resource, human capital, physical capital) in an
effective and efficient way;
• Would resolve conflict within and between clusters, if emerge.
The specific activities to be performed by different actors within the clusters is shown in the
below table-
Table 8: Specific Activities to be performed by different actors
Cluster Actor Activities Output Goal

Philanthropy Ministry of • Will perform the role of lead Effective Philanthropic
Social Welfare Ministry Coordination Contribution
• Coordinate activities within the towards CD
cluster
• Maintain connection with the PIC
• Provide necessary support to the
cluster members
Ministry of • Will be involved with all the Ministry officials Will take the
Expatriate activities within the cluster with adequate lead when
Welfare & • Support all the other ministries capacity the short-
Overseas • Will emphasize on building term
Employment capacity of its own members intervention
who are working within the is over
cluster
Local • Will collect data from UP, UZP List of projects Will provide
Government and ZP about community that would options/choi
Division development projects currently require financial ces for the
going on or being considered; support diaspora
• Prioritize the projects based on community
need, feasibility and impact on
beneficiaries
• Provide that list to the ICT
Ministry which will then be
included in a website

83
Ministry of ICT • Provide necessary technological Website, Online Ensuring
support including developing a Tracking System Transparency
website where list of projects Accountability
would be displayed and
• Develop an online tracking Monitoring
system which would allow the
expatriates to follow their
money in the real time
NGOAB • Will help in identifying NGOs List of NGO- Participation
that contribute in community preferred projects of non-state
development actors,
• Collect community development providing
projects from these NGOs wider choices
• Select the projects and supply to the diaspora
that list to the Ministry of ICT community
Development • At the initial level, design a fund Fund Ensuring trust
Partners (DPs) management mechanism Management of the diaspora
• Manage funds that are community;
channeling from the help the
international diaspora MoEW&OE in
community developing a
• Introduce innovative funding sound financial
tools like crowd-funding, management
matching funding etc. system
Foreign • Provide/disseminate information Trust building,
Mission/ about the initiative of the cluster network
Consulate to the diaspora development
• Link the diaspora with the
relevant actors of the cluster
Investment BIDA • Will take the lead role on this Effective Ensuring
front coordination, contribution
• Coordinate activities within the information of diaspora
cluster dissemination community
• Maintain connection with the PIC through
• Suggest and introduce investment
investment facilities to the
business diaspora
• Information dissemination
• Concentrate on developing
business network (e.g. BBN or
Bangladesh Business Network)
that would connect the local
business with the business
diaspora worldwide
Expatriate activities within the cluster with adequate lead when the
Welfare & • Support all the other ministries capacity short-term
Overseas • Will emphasize on building intervention
Employment capacity of its own members is over
who are working within the
cluster

Ministry of ICT • Designing and developing a Network and trust Network
virtual network where members building development
of local and international
business diaspora can join
• Online tracking so that the
international business diaspora
can keep track of their
investment.
National Board • Identify the tax related rules that Encouragement Support the
of Revenue discourage the NRBs to invest for the NRB NRB
(NBR) • Assessing the areas of investors investment
investment meant for the NRBs and also
on which tax break can be given contribute to
for a specific period of time NRB
• Lowering the import duty for the engagement
NRB investors importing
machinery/raw materials from
abroad for manufacturing plants
they want to set up locally.
Business • Membership of the network Connecting with Compete at
Chambers • Connect with the international the international the global
diaspora business diaspora level with
• Identify opportunities where support from
investment is required the business
• Identify areas where skill diaspora
development, expertise etc. is
necessary
• Work in collaboration with the
international diaspora to
compete in the international
market
Development • At the initial level, manage the Fund Ensuring
Partners (DPs) business network and build the Management trust of the
capacity of the MoEW&OE so diaspora
that the ministry can manage community;
the network in the long term help the
• design a fund management MoEW&OE
mechanism in developing
• Manage funds that are a sound
channeling from the financial
international diaspora management
community system
Foreign • Provide/disseminate information Trust
Mission/ about the initiative of the cluster building,
Consulate to the diaspora network
• Link the diaspora with the development
relevant actors of the cluster
Expert Ministry of • Will perform the role of lead Effective Creating
Ministry
Engagement Education Coordination opportunities
• Coordinate activities within the
cluster for expatriate
• Maintain connection with the PIC porfessionals
• Provide necessary support to the
cluster members

85
• Take necessary initiative to
develop a professional network
which would allow diaspora
communities to get involved in
knowledge management and
skill development
Expatriate activities within the cluster with adequate lead when
Welfare & • Support all the other ministries capacity the short-
Overseas • Will emphasize on building term
Employment capacity of its own members intervention
who are working within the is over
cluster
UGC • Will be in charge of managing Connecting Knowledge
the network developed by MoE diaspora development,
• Connect the professionals with community with transfer
relevant educational institutions educational
• Will allow the diaspora institutions/resea
community to engage in virtual rch institutions
learning
• Provide opportunities for short-
term consultancy
Ministry of ICT • Designing and developing a Network and trust Network
virtual network where both the building development
representatives from
research/educational
institutions (local) and diaspora
community can join
• Develop a platform from where
the diaspora community can
learn about local need and
provide necessary support
• Can provide online
training/learning
Ministry of • Can seek and avail support Knowledge
Science and • Provide short-term consultancy management
Technology and transfer
Universities • Can seek and avail support Knowledge
management
and transfer
Ministry of • Will provide budgetary support
Finance (approve and disburse budget)
Cross-Cutting Ministry of Public • Will provide administrative
Ministries Administration support (human resources)
Planning • Ensure policy support
Commission • Review mandates of relevant
ministries including MoEW&OE
and suggest changes if necessary
Ministry of Law, • Review laws, rules and
Justice and Parlia- regulations and suggest changes
mentary Affairs if necessary
Ministry of • Ensure that the foreign missions
Foreign Affairs are providing adequate support

Alternative option 2: Ensuring Diaspora Engagement with a Focus on PIE
through Establishing a Central Coordinating Unit at the Prime Minister’s
Office
Our second alternative in the short term is very much like our first alternative except for few
changes- first, it will not be a project-based initiative. Rather, a separate entity will be
established within the Prime Minister’s Office which will be in charge of coordinating the
activities of different clusters- Philanthropy, Investment and Expert Engagement. Secondly,
as it is quite clear now, this particular entity will be housed in the Prime Minister’s Office. This
is, however, again a short-term process which will last for five years and we expect that
within this five years, the capacity of the MoEW&OE will be developed the outcome of which
would be a separate specialized unit at the Ministry. If we consider alternative 2, we need to
understand that it has some certain benefits. Specifically, in the context of Bangladesh,
where different agencies often compete with each other for budgets, policy space and
influence, it is quite unlikely that these agencies will all of a sudden decide to work together
in a collaborative manner. Ensuring collaboration is a real challenge and collaborative
management practices cannot be established unless and until the directives of doing so
comes from the very top level, i.e. in case of Bangladesh, the PMO. At the same time, within
the administrative structures of Bangladesh, a common tendency for the agencies who are
involved in multi-dimensional activities is to follow their own rules of business and allocation
of business without ignoring the direction of other ministries. In case of implementing PIE,
we have identified three different lead ministries for three clusters. However, there is always
a risk that the associated ministries/agencies/actors will simply ignore the direction
provided by the lead ministry. If that happens, the whole effort of engaging the diaspora will
fail. It is important to note that this situation can be reversed only in one situation, i.e. if the
direction for following the instructions of lead ministry comes from the top political echelon
and that top level political entity, in case of Bangladesh is- the PMO.
Except for this small change, i.e. replacing the project based structure with a central
coordination committee at the PMO, the basic institutional structure and roles and
responsibilities of different ministries will remain the same-

87
Figure 16: Structure of diaspora engagement: Short-term option 2- PIE through a Central
Coordinating Unit at the Prime Minister’s Office
Central Coordination Unit at PMO

(to be headed by…)
Cross-Cutting Clusters Lead Ministry Associated Key Short-Term

Ministry/Divi Ministries Goals
sions
MoEWOE 1. Capacity building
Ministry of ICT 2. Website design
Ministry of LGD
Philanthropy 3. Fund distribution
Ministry of Social NGOAB channel
Finance- Welfare DPs 4. Fund management
Approve and NGOS mechanism
Disburse Budget Foreign Mission 5. Trust building
6. Online tracking
Planning MoEWOE
Commission- Investment BIDA Ministry of ICT 1. Capacity building
Policy Support Ministry of Industries 2. One Stop Service Centre
NBR
DPs 3. Network Development
Business Chambers 4. Fund distribution
Foreign Mission channel
MoFA-
5. Fund management
Engagement mechanism
Support MoEWOE 6. Investment friendly
Expert Ministry of Ministry of ICT
Engagement environment
Education Ministry of Science
& Technology
MoPA- UGC 1. Capacity building
Administrative Public/Private 2. Nurturing
Support Universities Professional Network
Foreign Mission 3. Network
Business Chambers Development

The Long-Term Framework
In the long term, we propose to develop the following institutional framework-
Figure 17: Structure of diaspora engagement: The Long-term institutional framework
Advisory Committee/Steering
Committee to be headed by PM
Ministry of Expatriates’ Welfare and

Overseas Employment
Specialized Unit Sub-Units Implementation Monitoring and

Evaluation
MoSW Internal
Ministry of ICT Evaluation
LGD through Result
Philanthropy Framework and
NGOAB Annual
DPs Performance
NGOS Agreement
Foreign Mission
BIDA
Ministry of ICT
Ministry of
Industries
Diaspora
Engagement NBR
Investment
Wing (DEW) DPs
NGOS External
Evaluation
Business
Chambers GED-
Development of
Foreign Mission Result
Framework
Independent
MoE Third Party Audit
Ministry of ICT Customer
Satisfaction
UGC through
Expert
Engagement Public/Private NGOS/DPs
Universities
Foreign Mission
Business
Chambers
According to the figure above, this new institutional framework will have the
following components-

89
According to the figure above, this new institutional framework will have the following
components-
National Level Steering Committee headed by the Prime Minister

As we have mentioned earlier, to ensure the success of diaspora engagement, political
commitment from the very top level is essential. To that end, we propose to develop a
National Level Steering Committee headed by the Prime Minister. The other members of the
committee can be Secretaries of the relevant ministries (e.g. MoEW&OE, MoF, MoFA,
MoSW, MoPA, ERD, MoE, MoICT, MoST, BIDA, MoI, MoLJPA, Principal Secretary, Cabinet
Secretary), representatives from the CSOs, DPs, NRB representatives. The Secretary of the
MoEW&OE can function as the Member-Secretary. This steering committee will replace the
Central Coordinating Committee and will perform the following functions-
• Provide the overall vision of diaspora engagement
• Define roles and activities of different ministries and ensure their commitment
• Provide necessary financial, administrative, policy and legal support
• Coordinate their activities
• Resolve conflicts
Specialized Unit- Diaspora Engagement Wing (DEW)

We have mentioned above that in the short-term our goal is to build the capacity of the
Ministry of Expatriate Welfare and Overseas Employment so that in the long term the
Ministry can take the lead in facilitating diaspora engagement. In line with that, we are
proposing that once the capacity of ministry officials is developed a specialized unit known
as Diaspora Engagement Wing (DEW) will be developed within the ministry. It is, however,
important to note that even though this unit will be within the Ministry, it will enjoy
autonomy in managing its administrative functions, financial resources and human
resources. The unit will have the authority to hire outside experts to perform its designated
duties. To this end, necessary changes in rules of business and allocations of business will be
made and the DEW will be headed by an Additional Secretary (at least). This unit will have the
following responsibilities-
• Determine the goals, responsibilities and roles of different sub-units (i.e. clusters)
• Ensure that the sub-units collectively achieve the organizational goals
• Ensure coordination within and between sub-units
• Monitor the activities of the sub-units and ensure that they meet their targets
Three Sub-Units (Philanthropy, Investment, and Expert Engagement)

All of the clusters will be upgraded as sub-units and each of these sub-units will be headed by
a Joint Secretary level official. All of these sub-units will embrace multi-dimensional
approach and henceforth, within each sub-units different ministries, divisions will work
together to achieve some common goals.

Monitoring and Evaluation
We propose both internal and external monitoring. To that end, the following approach will
be adopted-
• APA will be used to measure the performance of the unit regularly;
• In addition to that, with the help of the GED, a result-framework will be developed
which will take under consideration the uniqueness of this specialized unit. Based on
this result-framework, the activities and performance of the unit will be monitored
which will be managed by the National Level Steering Committee;
• Since fund distribution and fund management responsibility will be performed by the
unit, independent third party audit will be conducted regularly to ensure financial
transparency;
• Furthermore, with the help of NGOs and DPs, survey of the diaspora community will
be conducted regularly (once in two year) to measure and track the satisfaction of the
expatriates about the support and services provided by this unit;
• Online tracking mechanism developed in the previous phase will continue.

91
CHAPTER SEVEN
NRB Engagement in Development of
Bangladesh: An Overview of the
Major Challenges
A.General Challenges
1. The absence of a central organization to collect philanthropic contributions.
2. In order to engage the diaspora community, it is extremely important to develop an

online database of long term migrants. Such a database will be useful for the
government agencies, business chambers, universities and research organizations to
contact them and seek for necessary assistance. Unfortunately, up to this point in time,
no reliable data base of Bangladeshi long term migrants exists. The Ministry of
MoEW&OE has an online registration system but most of the permanent migrants are
not aware of this initiative yet. Even if they were aware, the permanent migrants would
not be excited automatically to register on their own as they may not require the
services attached to these registration and smart ID card as much as the temporary
migrants do.
3. There are permanent migrants who do not have legal stay permit in their country of
residence and therefore they may not be at all interested to provide their information
unless there is enough trust built around this new system and its objectives—which will
obviously require some actions to be undertaken by the government and other
stakeholders.
4. The NRBs have formed many associations abroad with Bangladeshis as members and
many of these associations are divided along our national political lines. For the
implementation of PIE, it would be necessary to mobilize all the NRBs within the shortest
possible time. This mobilization will not be an easy and a straight forward task. It is
therefore important to choose which associations/organizations to work with during the
initial years of confidence building. In fact, it would be good idea to start PIE activities
with few selective individual organizations abroad at the outset but we suggest that the
publicity about the government interest and initiative among the larger diaspora
community may continue alongside.
5. Involving the members of the diaspora and keeping them interested at all times in every
step of the national initiative would be a key challenge which is easier said than done.
However, for this different mechanisms can be devised while keeping in mind that the
right set of people are must be chosen for the initial collaboration while paying equal
importance to the other individuals and groups. If we fail to select the right individual or
group then this will drive many NRBs away from this noble initiative.
B.Policy Level Challenges

1. Absence of clear policy provisions relating to diaspora engagement may become a key
challenge. The existing policy provisions do not clearly address the PIE approach
mentioned here and to ensure the collaboration of different ministries, it may become
essential to formulate a new policy.
2. The institutional design developed here indicates that different ministries may need to
get involved in new activities which may not always fall within their jurisdiction. As a

95
result of this, allocation of business of the concerned government agencies and their
mandates must be amended to incorporate all the important aspects of diaspora
engagement. Although there is a Ministry but its current allocation of business does not
include all the aspects (PIE) of diaspora engagement.
3. Inter-ministerial coordination on a continuous basis poses a challenge. We suggest that

within each relevant government Ministries and agencies a ‘diaspora engagement cell’
(e.g., innovation cells which have been set up within the government machinery by the
current government) may be established to facilitate such coordination.
4. Philanthropy cannot be sustained without appropriate confidence building of the NRBs.

Some NRBs would be skeptical about it, if the appeal for philanthropy is not done against
a carefully listed national or local level development projects. NRBs are to be provided
with the some details about the projects with a description of how these projects would
benefit people of Bangladesh.
5. There has to be a special account created for receiving philanthropy funds from the NRB
individuals or associations. Not all government agencies can do this without an explicit
mandate. The management of such funds has to done in a transparent manner so that
senders can track on line how or where the money is spent. If possible, information
about the impact of the projects can also be shared with them on line. All these are not
easy to do, on the other hand, success of philanthropy in the short, medium and long
term will largely depend on this.
6. Lack of comprehensive supply side studies on the diaspora engagement in the context of
Bangladesh may also pose a challenge.
C.Institutional Level Challenges

1. As we have mentioned before, diaspora engagement following a PIE approach requires
a major shift in policy which also makes it essential for different government agencies
to change their approach. Bringing about organizational changes, especially if it
requires change in policy focus, has always remained a challenge in the administrative
context of Bangladesh and given that the PIE approach requires performance and
commitment of a number of agencies and a collaborative working practice,
encouraging them to do that will become a major challenge. At the same time, the
government may also find it difficult to make different ministries (other than
MoEW&OE) understand the value of diaspora engagement given that it does not
necessarily fall under their jurisdiction.
2. There is no national level initiative or institutional set up to engage the diaspora with a
view to tap into NRB’s important resources apart from remittance. From this
perspective, the institutional design proposed here will be a new one which would
likely invite significant resistance to change. Overcoming this resistance would be a
challenge.

3. Currently, the MoEW&OE is overwhelmed with huge workload as this Ministry is dealing
with the numerous issues of the temporary migrants and therefore it will be difficult, if
not impossible, to devote its efforts with its existing manpower strength to deal with the
engagements of the diaspora as this will require special capacity, skills and a lot of inter-
ministerial level coordination.
4. The NRB’s existing perceptions about the investment climate in Bangladesh may not be
very positive. The GoB through its Missions abroad involving particularly the ‘Economic
ministers” and Commercial counsellors are to organize consultation meetings with the
potential diaspora investors and motivate them to investment in Bangladesh.
5. For the expert affiliation, coupling or matching the interests of the NRB professionals
and the host institutions would be a challenge.

97
CHAPTER EIGHT
Conclusion and Recommendations

Our discussion so far indicates that even though the Ministry of Expatriates Welfare and
Overseas Employment has started focusing on diaspora engagement, it is still very early and
limited efforts have been taken to identify avenues for involving the international diaspora
community in the overall development of Bangladesh. This will require major shift in policy
and programmatic interventions and the drive for this shift must come from the highest
echelon of the political sphere. Whereas there are indications that the policymakers are
gradually moving towards the right direction, it is important to note that the Ministry (and
the government machinery) is still concentrating mainly on supporting the labor migrants
and ensuring their protection while they are on duties overseas. As pointed out in this study,
in addition to the short-term labor migrants, there exists vibrant, professional, high-skilled
and well-connected diaspora communities throughout the world, who would be more than
interested in supporting different development initiatives of the government of Bangladesh
or in providing necessary technical assistance if appropriate channel for diaspora
engagement in designed. We have found that whereas there is an understanding within the
government and the ministry that much broader efforts should be taken to encourage the
diaspora community, up to this point in time, no concrete action plan has been developed to
achieve this particular objective. This research report, from this perspective, can be
considered at the important first step towards developing a feasible action plan for diaspora
engagement.
This study not only identifies the significance of diaspora engagement and specifies the
potential impact of engaging NRBs in the development efforts, it also provides some specific
ideas that can be applied in the context of Bangladesh. For that purpose, experiences of
different countries regarding diaspora engagement have been analyzed. This analysis shows
several things- first of all, the bed stone of diaspora engagement is gaining the trust of the
diaspora community, i.e. generating a sense of belief or perception that the government
values their contribution, wants them to contribute and a transparent and accountable
mechanism would be followed in transforming their contribution in to national development
efforts. Secondly, whereas different approaches are taken for involving the diaspora
community, these efforts can largely be categorized into three groups- promoting
philanthropy for community development, facilitating investment for economic and
industrial growth, and ensuring expert engagement for knowledge and skill development.
We have defined this focus of diaspora engagement as “PIE framework” and explained
briefly how different countries have implemented this framework.
Based on the learnings from international experiences, an effort has also been taken to
design an institutional framework that would implement the PIE approach in Bangladesh.
While doing so, the necessary conditions required for developing an institutional
arrangement has been identified and the study argues that an ideal institutional framework
that would embrace the PIE approach should be designed in two phases. In the short-term
two alternatives have been proposed- one argues for introducing a project to be housed in
ERD where PIE would be introduced in three different sub-clusters, each of sub-cluster being
led a specialized ministry. At the same time, different government and non-government
actors would work in collaboration within these sub-clusters and the study also outlines
detailed activities to be performed by these actors. A project implementation committee will
be in charge of overall coordination. The second alternative follows the same approach

101
except for the fact that it argues in favor of implementing the PIE-based sub-cluster approach
while keeping it within the PMO. The study, however, points out that in case of both the
alternatives the ultimate goal is strengthening the capacity of the Ministry of Expatriates
Welfare and Overseas Employment (MoEW&OE) so that a specialized unit, known as
Diaspora Engagement Unit (to be headed by an Additional Secretary) can be established
within the MoEW&OE which would eventually take charge of diaspora engagement. The
three sub-clusters will be transformed into three specialized sub-units (i.e. philanthropy sub-
unit, investment sub-unit and expert engagement sub-unit) placed within the unit and a
national level steering committee to be headed by Prime Minister would be set-up which
would provide overall policy guidance and oversee the activities of the unit. The study also
identifies possible challenges that may hinder the implementation of PIE approach of
diaspora engagement.
However, the question is- how can these challenges be addressed? What specific actions
should be taken? By whom and how? In this section, we try to address these questions
through suggesting specific recommendations that can be implemented in the short, mid
and long term.
Recommendations
To ensure the engagement of the diaspora community through adopting the PIE framework
and to establish the institutional framework mentioned above, we propose a number of
things.
Short-term recommendations
In the Short-Term, we propose the followings-
General
6. There is no national level initiative or institutional set up to engage the diaspora with a
view to tap into their important other resources apart from remittance. A national
initiative needed with a strong government ownership to this end. Both virtual and real
physical presence in terms of a secretariat of such an entity is indispensable.
7. With the help of Embassies, Missions, and Consulates, the GoB should start taking
necessary initiatives to develop a database of the international diaspora community; As
a matter of fact, migration explicit targets appear under the SDG. The means of
implementing SDG 17, (SDG 17:18) states that “By 2020, enhance capacity-building
support to developing countries, to increase significantly the availability of high-quality,
timely and reliable data disaggregated by migratory status. In order to achieve the goal
of creating the NRB data base following measures can be considered: a). Existing
registration process of the MoEW&OE should continue as it is now being done and but
alongside it important to share the site link with Bangladeshi Missions so that they can
publicize and expedite the process. b). There has to be periodic review of the progress on
this front. Our Missions have some info already or a list of professional diaspora,
MoEW&OE may request the Missions to share the information with them. c). Different
Chambers of commerce may already have information about the diaspora, investors and
those information can be obtained if formal request is made by the MoEW&OE.

8. The expatriates Bangladeshis face a variety of problems which keep them away from
maintaining good contacts with Bangladesh, such as mistreatment, harassment and
demands of illegal gratification by officials at the country’s entry points, threats to
security and safety upon visiting Bangladesh, and insecurity of properties and local
investments. The Ministry of EW&OE has set up welcome booths at the main airport to
extend support to the expatriates upon arrival and during departure. But the
immigration and custom officials at international airports should be given special
training and orientation to deal with immigration and custom related issues of
expatriates. The officers should be advised to be respectful, friendly and courteous. As a
matter of confidence building measure, it is important to make them feel important,
serve them in friendly manner and also make sure that they can enter and leave the
airport with a feeling of comfort and nice memories. To monitor the behavior and service
provided by airport officials, closed circuit surveillance cameras should be placed around
the airport, especially in places where officials and passengers interact, including
immigration, customs and security areas.
9. Measures to acknowledge the contribution of the NRBs should continue and in fact, the
GoB should strengthen its effort to honor the successful NRBs in different areas;
“Probashi Padak” can be given annually to successful NRBs in different areas. In this
regard, some criteria may be set by the GoB keeping in view the short and long term
migrants. In this regard among other following general criteria could be followed:
noteworthy role of NRBs in Bangladesh’s liberation war, their exceptional contributions
in science, technology, education, medicine, architecture and other disciplines whose
contributions have been acknowledged by the host nation’s Governments, their
contributions to the progression of the cause of Bangladesh during times of crisis, extra-
ordinary presentation of Bangladesh’s rich cultural heritage abroad, playing a crucial
and critical role for the Bangladeshi communities abroad; extra-ordinary philanthropy,
large remittance senders, also those who set examples of effective utilization of
remittance and for major investment which created employment or otherwise
benefitted Bangladesh.
10. The government may declare a specific day as “Pravashi Dibash” to recognize the
contribution of the NRBs and an annual NRB conference may be organized in which
Prime Minister may give away the “Probashi Padak” to eligible NRB individuals.
Expatriate Bangladeshis who would want to participate in the annual event should
receive invitations to register, and the Bangladesh Missions abroad, local print and
electronic media, and appropriate websites should contain information on the program
with adequate time and accessibility given to them to register. A celebration committee
should be established to ensure that a few selected guests receive full hospitality and
comfort. Some distinguished NRBs may be invited and government may provide their
airfare and local hospitality, while the other interested participants would have to
arrange and pay for their individual airfare and lodging.
11. Cultural integration efforts should be introduced for the young NRBs and people of
Bangladeshi origins (PBOs). Following India’s examples, the GoB can introduce “Know
Bangladesh” program for the next-generation NRBs so that they remain connected with

103
the culture and heritage of their parents’ homeland. To create and maintain strong ties
with their roots, plenty of expatriates visit Bangladesh with their children, and the young
expatriates recognize the significance of these trips as it allows them to interact with
Bangladeshi people, culture, and tradition. Such family and community efforts should be
matched with institutional efforts to allow expatriates to comprehend and appreciate a
wider cultural identity. We suggest that efforts should allow come schemes to be put in
place which would incorporate student exchange programmes both at school and
tertiary levels. The Ministry of EW&OE, with assistance and full cooperation of the
Ministry of Education and appropriate agencies and institutions such as the UNDP,
British Council and the USIAD, can sponsor such student exchange programmes.
12. The designation of the position “Labour Attache” may be changed to “Diaspora Relations
Officer (DRO)”. If necessary, their charters of duties may also be changed with a view to
include the needs, issues and objectives of diaspora engagement. There are 27 labour
attaches in 29 countries which can be used for the philanthropy and also for other PIE
activities.
13. Name of the ministry may as well changed from the Ministry of Expatriate’ Welfare and
Overseas Employment (MoEWOE) to the Ministry of Expatriate’ Engagement and
Welfare (MoEE&W).
14. A supply side study on the Bangladeshi diaspora should be commissioned to capture
their aspirations in every 2/3 years. In this regard, it is important that special attempt is
also made to find out the interests and aspirations of the second and third generation
expatriates. It is important to nurture the bondage in a way that is mutually beneficial.
Once this is achieved Bangladesh will continue to receive benefits from them in the years
to come.
15. Sequencing the PIE appropriate is important as an initial confidence building measure.
Ideally, starting with expert affiliation would be a better strategy to start this journey of
NRB engagement. Philanthropy and investment related activities can be undertaken in
turn once the initial confidence building is done.
Philanthropy
1. Given that the government should shift its policy focus from serving the migrant laborers
(which would continue) towards engaging the diaspora communities in the overall
development efforts of the country, a massive level awareness-raising campaign should
be introduced. This should be done at both the national and international level as at the
national level, the government agencies need to reorient their focus and activities and at
the international level, the diaspora community need to know about this initiative along
with the opportunities it may offer for them.
2. Establish a contact point and institutional mechanism for philanthropic contributions

from abroad. Channeling philanthropy contributions through on central body will help
stopping terror financing in the shape of NRB philanthropy. It is also important to make

sure that. However, in this regard it is important to try and reduce the lengthy
bureaucratic process so that substantial contributions can be made by NRBs with ease.
3. Fixing a specific target regarding the collection philanthropic contributions for each year.
4. The current government has focused on local economic development (as per the 7th
Five Year Plan) and elected local governments of Zila Parishad (ZP) and the Upazila
Parishad (UZP) can play a pro-active role in facilitating the identification of local and
regional development projects for which philanthropic contributions of the diaspora can
be sought on line. The ZP and UZP should focus on disseminating information through
web-portal to proposed entity in charge of implementing PIE framework. It is important
to mention here that NRBs many have different mindsets—some may want to support
the national project, some may want to extend their support to a district level
development project, while others may want to support the Upzaila or Union level
development projects. Therefore, the portal through which the philanthropic
contributions would be solicited should have all these options available so that the
interested members of the diaspora have a long list of projects to choose from while
deciding about their philanthropic contributions. In this regard, lessons can be drawn
from model that the Indian government is following on this front.
5. There has to be a special account created for receiving philanthropy funds from the NRB
individuals or associations. Not all government agencies can do this without an explicit
mandate. The management of such funds has to done in a transparent manner so that
senders can track on line how or where the money is spent. If possible, information
about the impact of the projects can also be shared with them on line. The success and
sustainability of philanthropy in the short, medium and long term will largely depend on
the system of transparency that is being used.
6. For mobilizing and sensitizing the NRBs our Missions abroad may organize NRB
conventions or NRB registration fair in their respective countries in a pompous manner
with different cultural and other activities. This should be organized in collaboration with
the Bangladeshi Associations abroad which will help publicizing the matter as a national
priority also facilitate the creation of the NRB data base. To add a special momentum to
these events our PM, senior Ministers and other national leaders may join through the
medium of video conferencing.
7. The Missions should maintain liaise with the professional diaspora individuals, their
groups and associations and explore and identify the interested members of the
diaspora and work out modalities of their engagement in Bangladesh and subsequently
share this information on a regular basis initially with the entity responsible for
managing this affair.
8. Government of Bangladesh with the help of Embassies, Missions, and Consulates should
start taking necessary initiatives to appoint focal points (either individual or association)
in different cities abroad who/which would work as the linking-pin between the
Missions and the diaspora communities and facilitate the NRB engagement.

105
9. Philanthropy cannot be sustained without appropriate confidence building of the NRBs.
Some NRBs would be skeptical about it, if the appeal for philanthropy is not done against
a carefully listed national or local level development projects (following Indian and Live
Lebanon examples of crowdfunding). NRBs are to be provided with the some details
about the projects with a description of how these projects would benefit people of
Bangladesh. This can be done using on line portals and mechanism is to be developed so
that philanthropic payments can be made at wills of the diaspora members without any
hassle.
Investment
1. Foreign Missions of Bangladesh should set up a dedicated diaspora engagement cells
with immediate effect to deal with the affairs of the diaspora engagement keeping in
view the activities suggested under PIE. One of the main activities of the proposed cell
would be to publicize among the NRBs the regulatory reforms to improve the investment
climate which are being undertaken recently in Bangladesh. The positive image of the
country is to be projected at all times to the NRBs by officials of the Missions and also by
the proposed entity in charge of implementing PIE.
2. A special economic zone can be created for the NRB investors. One stop service centers
are to be made truly NRB investor friendly so that they do not feel challenged while
setting up businesses in Bangladesh. Tax holiday may be offered to the NRB investors for
a certain period with a view to encourage them invest in Bangladesh. They may be given
local banking facilities to the fullest possible extent. They may also be allowed to open
RFCD dollar accounts, given the opportunity to change their money in taka without any
charge and also if they want to take the money back to their country of residence with
interest then that should also be allowed.
3. Some special sectors of the economy may be kept reserved exclusively for the NRBs to
invest or they should be given preferential treatment in this regard.
4. The government has a plan to create 100 Special Economic Zones (SEZs). Bangladesh
Economic Zones Authority (BEZA) is in charge of this initiative at the moment.
Government is now focusing on developing 10 such special economic zones. Recently, a
local private business group has been given the responsibility to develop one of the 10
SEZs. We suggest that on this front, NRBs may also be given the responsibility to develop
a number of SEZs and then should also be given necessary flexibility to invite investors of
their choice (NRBs or foreign origin) to take advantage of these developed infrastructure
and facilities. This way, government will also be able to creating and developing its
already declared SEZs within the relatively short span of time.
5. There has to be a well laid down strategy to connect the business and investors diaspora
with the national and local chambers of commerce within Bangladesh.
6. Publicizing among the NRBs the benefits associated with the different types of bonds
available in the market for them to purchase and also make sure that the process of
purchase of bonds friendlier and encashment of bonds is hassle free.

7. At present, a quota of 10 percent shares through Initial Public Offerings (IPOs) is kept for
NRBs and another 10 percent for mutual funds. Non-residents Bangladeshis are free to
invest in shares/securities quoted in the stock exchanges, with foreign exchange sent or
brought into Bangladesh. This quota can be enhanced but the concerned authorities
will have to make sure that the IPOs are actually being bought by the NRBs.
8. The local governments including Zila Parishad, Upazila Parishad may be able to play a
pro-active role to facilitate the participation and investment of NRBs in local
development with support from the district business chambers. The ZP and UZP should
focus on disseminating information regarding competitive advantage of their localities
and the opportunities they can offer through web-portal either directly to the NRBs or
through the proposed entity in charge of implementing PIE initiative.
9. Government may consider allowing the full retail banking operation at the UK, USA and
EU capitals as a start-up project ( not only the finance houses for remittance) to get hold
of diaspora cash flows, funds for investment and to increase the remittance flows.
Expert Affiliation
1. A list of interested NRB professionals willing to make expert contributions to
Bangladesh’s should be prepared immediately for every country having major
professional NRB concentrations. Our Missions abroad or other individuals and
organizations run by the NRBs abroad may provide us with such initial lists which can be
extended in due course through a “network approach”.
2. As far as expert engagement is concerned, there are a lot of academics and researchers
working already in different private universities and research organizations in
Bangladesh. More such opportunities should be created at both the public, private
universities and research organizations. Ministry of education in collaboration with UGC
and the proposed entity can invite the NRB academics and researches of different
disciplines and connect them with the local institutions, local academics and
researchers. Fellowship can be offered to the NRB academics and researchers. Also the
engineers, architect, pharmacists, agriculturalists and other professionals can be
engaged through the relevant ministries in collaboration initially with the proposed
entity responsible for dealing with this initiative. Ministry of health in collaboration with
the proposed entity can organize health camps and invite the NRB doctors. It can also
connect them with the public and private hospitals and engage them to provide health
services. In every public hospital there could be a special health outdoor created for the
NRB doctors to provide specialized health check-ups and medical advices. Ministry of ICT
in collaboration with the proposed entity may invite the expatriate ICT professionals to
contribute to cyber security, development of IT sector, other IT support and IT related
consultancies. NRB consultants may also be hired for national and regional projects,
where necessary, on short, medium and long term basis. In the short term, it is expected
that a website will be created and through which NRB professional’s expression of
interests (EoIs) would be solicited on line. Once the EoIs received, the proposed entity
would assess these EoIs and take appropriate measures to facilitate the engagement.

107
3. Besides, internet-based professional networks can be effective mechanisms linking NRB
professionals to professionals in Bangladesh to pool their collective knowledge and
contacts. In such networks, professionals from Bangladesh and the NRB enter an
Internet portal and fill out an online registration for a database that serves as a matching
tool other members can access. Using information provided through the database,
members connect with potential research or project partners and network with
members of similar interests, fields of experience and geographical regions. Depending
on the commitment and interest of the its members, NRB professionals can use the
internet and e-mail as a means to provide virtual or distant learning opportunities,
contribute to the implementation of development projects, or find ways for those
remaining in Bangladesh to gain skills and knowledge without necessarily migrating
themselves. By using the Internet as a project tool, these types of activities help to
increase social capital in Bangladesh and help transfer crucial skills in business,
manufacturing, finance, agriculture and other areas that can contribute to economic
development. The proposed entity is in charge of implementing PIE may take lead in
making this network happen and also provide its constant support to these networks.
4. NRB expert’s contributions must be recognized in the proposed annual NRB conference.
5. The positions of Cultural Attache may be created in a few countries where there are
Bangladeshi diaspora concentrations. The will keep constant contacts with the
Bangladeshi professionals and also help facilitate finding the match between the
interests of the professionals and a suitable host institutions in Bangladesh. They will
closely work with the proposed entity in charge of implementing the PIE activities.
Mid-term recommendations
Once these integration-oriented and trust-building initiatives are undertaken, the GoB can
introduce the followings in the Mid-Term:
1. Design short-term institutional framework and as part of that-

• Develop the necessary business and professional network
• Activate these networks so that they can connect the global diaspora with the local
people
• Design and develop a web-based platform which would support the virtual
integration
• Design money tracking tools to ensure the trust of the diaspora community
2. As the government’s policy focus is shifting, effort should be taken to review the existing
rules, policies and laws (including the rules of business and allocations of business) of
relevant ministries. Based on this review, necessary changes have to be introduced
3. A proper involvement of the diaspora, state and non-state actors has to be ensured
4. Setting up of Bangla language learning schools by the GoB in collaboration with the
Missions abroad and the Ministry of foreign affairs. This will enormously contribute to
the NRB confidence building.

5. For decades expatriates have been demanding their right to vote in the national election
of Bangladesh. There are good examples of other countries providing their citizens living
abroad with such rights. The members of Bangladeshi diaspora, during consultation,
also mentioned that government of Bangladesh should consider the granting the right to
vote to the expatriates especially when use of EVM is being considered by the Election
Commission of Bangladesh for the upcoming general election. This will generate a lot of
enthusiasms among the expatriates. Besides, this would directly help mapping out the
Bangladeshi diaspora living in different countries also facilitate the engagement process
further.
6. Specific emphasis should be placed in ensuring proper coordination between different

ministries, divisions, agencies;
7. It is important to note that without developing a transparent, functional and reliable

financial management system, it would be extremely difficult, if not impossible to
encourage the diaspora community channel resources to Bangladesh. In order to build a
sound system and ensure the trust of the NRBs, we propose that at the initial level the
fund management mechanism should be delegated to the Development Partners. This
can continue for a while (3 to 5 years) and within this time-frame, with the help of the
DPs, an effective financial management system should be introduced within the
government agencies.
Long-term recommendations
Finally, in the Long Term, the following steps should be taken-
1. The National Steering Committee should be established and activated. The role of the
top political leadership is significant and that is why effort should be taken to include the
Prime Minister;
2. The flexibility of the new specialized unit must be ensured;
3. The unit must have the necessary capacity to perform its duties;
4. The monitoring mechanism (both internal and external) must be put in place.
5. Developing a system of effective feedback mechanism and a yearly review of the

progress made is also seen useful and if needed reconfiguration of the whole process
would be needed based on the lessons already learnt from the initial activities and
challenges encountered.

109
REFERENCE
African Diaspora Policy Centre (2010), Diasporas for Peace: Patterns, Trends and Potential of Long-
distance Diaspora Involvement in Conflict Settings.
Alam, F (1988) ‘Salience of Homeland: Societal Polarization within the Bangladeshi Population in
Britain’, Research Papers in Ethnic Relations, No. 7, Centre for Research in Ethnic Relations, Economic
and Social Research Council (ESRC), University of Warwick.
Angell, D. Enaytur Rahim (1996) Bangladeshis in the United States: Community Dynamics and Cultural
Continuity, USA (Memeo).
Anir Chowdhury (2017), Keynote presentation made at the FOBANA conference in USA.
Brown, M. (2000). Using the intellectual diaspora to reverse the brain drain: some useful examples.
Brain Drain and Capacity Building in Africa, 90-106.
Cohen, Robin (1997), Global Diasporas: An Introduction. Contributors: UCL Press, London.
Delphine Ancien et al (2009), Workshop report, Exploring Diaspora Strategies: An International
Comparison, Manila, Philippines.
GoB (2014). Allocation of Business among the Different Ministries and Divisions (Schedule I of the
Rules of Business, 1996). Revised up to December 2014, Cabinet Division, Government Bangladesh.
IOM and MPI (2012), Developing a Road Map for Engaging Diasporas in Development, IOM and MPI,
USA.
IOM (2013), World Migration Report-- Migrant Well-being and Development, Geneva.
IOM (2015), World Migration Report, Geneva.
IOM (2010), Migration, Remittances and Assets in Bangladesh, Dhaka.
Islam, N. (2011), Bangladesh Expatriate Workers and their Contribution to National Development-
Profile of migration, remittance and impact on economy, Ministry of Expatriate’s Welfare and
Overseas Employment. Dhaka.
Johnson, B. and S. Sedaca (2004). Diasporas, emigrés and development, economic linkages and
programmatic responses. CARANA–United States Agency for International Development.
MPI (2012), What We Know About Diaspora and Economic Development, USA.
MPI (2014), Bangladeshi Diaspora in the United States, USA.
Mukerjee, S (2017), a presentation made on “Engaging Bangladesh diaspora in national
development”, ERD, Dhaka.
Naff, Alixa (1993), Becoming American: The Early Arab Immigrant Experience, Southern Illinois
University, USA.
O’Riain, Sean (2004), The Politics of High Tech Growth: Developmental Network States in the Global
Economy, Cambridge University Press, UK.
Siddiqui, T. and N. Parvin (2012). Circulation of Highly Skilled Professionals and Its Impact on
Development of Bangladesh, Background Paper, UNCTAD, Dhaka.
Siddiqui, T., R. Rashid, R and B. Zeitlyn, B. (2008). Information campaigns on safe migration and pre-
departure training. Sussex: Development Research Centre on Migration, Globalisation and Poverty.
Siddiqui, T (2004) Institutionalizing Diaspora Linkage- the Emigrant Bangladeshis in UK and USA,
Ministry of Expatriate’s Welfare and Overseas Employment, Government of Bangladesh and
International Organization for Migration (IOM), Dhaka.
Siddiqui, T and C. R. Abrar (2001) Migrant Workers’ Remittances and Micro-finance Institutions, ILO
(Mimeo).
Sobhan, F. and Hussain, M. (2007), A Study on Policy and Public Benefit Interventions to Help
Bangladesh Achieve an Annual Migrant Remittances of USD 30 Billion Per Annum by 2015,
Bangladesh Enterprise Institute, Dhaka.
USAID (2014), Bangladesh Diaspora Assessment, Dhaka.

APPENDIX
APPENDIX-1
Name and other details of the Individuals Interviewed
Name Occupation/other details

Dr. AK Abdul Momen Former Diplomat and Chairman, Bangladesh Study Trust
Dr. C.R Abrar Academician/researcher, DU and RAMRU
Dr. Tasneem Siddiqui Academician/researcher, DU and RAMRU
Ambassador Humyaun Kabir Former diplomat
Dr. Atiur Rahman Former Governor Bangladesh Bank/Academician
Dr. Debapriya Bhattacharya Economist/researcher, CPD
Dr. Mustafizur Rahman Economist/researcher, CPD
Shaila Khan ACD, UNDP
Anir Chowdhury Policy Adviser, A2I, PMO/NRB
Barrister Manzoor Hasan BRAC University/NRB
Dr. Salahuddin Aminuzzman Academician/researcher, D.U.
Dr. AMM Quamrul Alam Academician/researcher, Monash University, Australia
Kazi M. Aminul Islam Executive Chairman, BIDA
Abul Kalam Azad Chief Coordinator for SDG affairs in PMO
Shamima Nargis Member, Planning Commission, Government of Bangladesh.
Mr. Jalal Ahmed National Project Director (K4DM) and Additional Secretary to
Government of Bangladesh.
Mr. Gazi Mohammad Julhash NDC Additional Secretary to Government of Bangladesh.
Mr. Selim Reza, DG DG, BMET.
Dr. Nurul Islam Director, BMET.
Mr. Maran Kumar Chakraborty Additional Secretary to Government of Bangladesh.
Mr. Mohammad Azharul Huq Additional Secretary to Government of Bangladesh.
Mr. Aftab Ahmed Joint Secretary to the Government of Bangladesh.
Mr. A.N.M. Masrurul Huda Siraji Banker
Ms. Nurun Akter Deputy Secretary to the Government of Bangladesh.
Mr. Shameem Al Mamun Deputy Secretary and former Labour Attache, Bangladesh
Embassy in Bahrain.
Mr. Aftab Hossain Pramanik Joint Secretary, former Labour Attache, Bangladesh Mission in
KSA.
Ambassador Allama Siddiqui Current Ambassador of Bangladesh to Turkey
Mr. Iqbal Abdullah Harun Joint Secretary, current economic minister, Bangladesh mission
in USA
M E Chowdhury Scholars Bangladesh
Golam Mohiuddin, Bangladesh Bank
Dr. Abu Shahin M. Ashaduzzaman Project Manager (K4DM) and a Deputy Secretary to Government
of Bangladesh.
Ananya Raihan CEO, Dnet, Dhaka
Muhammad Anisul Kabir NRB Business Network, USA
Shariful Islam MD and Editor, Bangladesh Brand Forum
Addesse Haile International Consultant, United Nations Development
Programme (UNDP), Dhaka.

113
APPENDIX-2
Select list of the Bangladeshi Diaspora Associations
Bangladeshi Diaspora Associations in USA
Name of the Contact Details Main Comments

association/Entities Objectives (Total Members/their Activities)
Bangladesh Association Bangladesh Asso.of Community Ass. BAP organizes cultural-program, social-
of Phoenix (Arizona) Phoenix (BAP): Phoenix, gathering, picnic, educational-program, Eid
Arizona, USA, Call reunion, Baishakhi Mela, sports-program
(President): 623-229- etc. The Association also involved in
1969, E-mail (President): different charity activities. Bangladesh
[email protected], Association of Phoenix’s present President,
E-Mail: who is chief of the association, is
[email protected] Mohammad Lasker (Khasru).
Bangladesh Theater of 3244 E Washington Ave Cultural Ass. Bangladesh Theater of Arizona (BTA) – a
Arizona (Arizona) Gilbert, Arizona 85234. cultural organization of Bangladeshi
E-Mail: community living in Arizona – is a non-profit
charitable tax exempt organization under
the IRS code 501c (3). BTA was established
in Phoenix, Arizona on Feb 6, 1999.
American Association of PO Box 2853, Cupertino, Professional Ass. American Association of Bangladeshi
Bangladeshi Engineers CA 95015, Phone: 408- Engineers and Architects, AABEA – Silicon
and Architects (Arizona ) 865-0340, Alt. Phone: Valley chapter, a non-profit organization to
310-367-6202,Contact empower the global network of
Person: Shak Hossain professionals, scholars, families, and
Location: California, USA individuals with the latest innovations in
technological and humanistic sciences in
effort to advance the lives of our global
community. It is AABEA’s mission to enable
this solution with technologies, expertise,
and our human network to enrich our
generations now and in the future.
Charity Organization of 3171 W Genoa Way Social Service The key objectives of this organization are
Bangladeshi Arizonans Chandler , AZ 85226 Ass. to: a) provide financial assistance to the
(Arizona) underprivileged people of Bangladesh to
promote basic education, to support social
and health service projects on a short and
long term basis (b) provide assistance.
Greater San Diego 17309 Eagle Canyon Pl Community Ass. Greater San Diego Bangladesh Association
Bangladesh Association San Diego, CA 92127 GSBA is an organization to promote and
(California) Tel: 858-943-1757 enhance communication and cooperation,
email: and build relationship between the
Bangladeshi community and the American
people. GSBA is a non-profit, non-political
and secular organization dedicated to
Bangladeshis in Southern California and in
Bangladesh. Our objectives are to promote
goodwill and understanding among the
members of the organization as well as
between the members and other ethnic
groups in the San Diego Area, to help

Bangladeshis arriving in the San Diego Area
adjust to the social, economic and cultural
conditions of this country. We like to
nourish the cultural heritage of Bangladesh
alive among the Bangladeshi residents in
Southern California through cultural and
educational programs and exchanges.
Little Bangladesh 3717 W. 3rd Street, # Community Ass. To beautify Little Bangladesh magnificently;
Improvements 208Los and Improve quality of life of the Residents
(California) AngelesCA90020USA and Stakeholders by availing Knowledge,
LBImprovement@gmail. Information and Resources at their reach.
com "Goals or Objectives”
1. Beautify and transform Little Bangladesh
and surrounding areas into an exciting and
enduring tourist and business spot that it
will reflect culture and heritage, life style
and natural treasures of Bangladesh and
the visitors walking or driving through this
corridor, will have immediate feelings of
difference and pleasure.
2. Improve the quality of lives of the
Residents and Stakeholders of Little
Bangladesh.
3. Make Federal, State, Municipal, non-
governmental and private resources
a c c e s s i b l e t o t h e Re s i d e n t s a n d
Stakeholders of Little Bangladesh.
4. Build or facilitate creation of projects that
would benefit both USA and Bangladesh.
5. Raise and/or distribute charitable giving
to the poor/victim residents or
stakeholders of Little Bangladesh
6. Promote Friendship, Trade and
Commerce between USA and Bangladesh.
Bay Area Bangladesh If you have any Community Ass. The Bay Area Bangladesh Association
Association Inc questions, comments, (BABA) was formed by several individuals in
(California) or concerns, please the year 1985 in hopes to promote the
insert your information goodwill, understanding, and heritage of
below and we will Bangladeshi culture through cultural and
contact you shortly. educational programs and exchanges in the
Please see the BABA Bay Area community and beyond. Since
Executive Committee that period, the organization has grown and
page for personal flourished as the umbrella organization for
contact information. many other non-profit organizations in the
Email: Bay Area.
[email protected]
Dakshini Bengali Address: Dakshini Cultural Ass. Dakshini Bengali Association of California is
Association of California Bengali Association of a non-profit organization in the United
(California ) California, States of America dedicated to fostering
P.O. Box #14385 cultural and social heritage of Bengali
Torrance, CA 90503 speaking living in the United States of

115
Tel: 323-610-2620 America and promotes Bengali literature
Email:[email protected] and culture.
[email protected]
Ogrojatra- Bangladeshi SDOgrojatra2014@gmail Cultural Ass. Ogrojatra- San Diego Bangladeshi
Association for San Diego .com Organization was founded on October,
and Vicinity (California) Ph: (858) 521 -9671 2011. Ogrojatra is a community based
organization operated by a Board of
Directors which consists of 5 to 7 Board
Members. Board of Directors is elected
democratically for two years per term, max
two consecutive terms. In 2014, Ogrojatra
became 501c Non-Profit organization
striving to help the local Bangladeshi-
American community in San Diego as well
as help the underprivileged in Bangladesh.
Agami (California ) Agami Incorporated Development All children in Bangladesh will have equal
PO Box 3178 Ass. opportunity for a quality education.
Fremont, CA 94539
USA
E-Mail:
[email protected]
Hridoya Bangladesh State of California Development Hridoya Bangladesh is a non-profit
(California ) with 501© status Ass. organization founded in 2007. We provide
Reg. No. Ct0179092 scholarship to brilliant and financially
Tax ID 26-1088675 challenged students to continue their
education. We are supporting over 100
students a year through various activities
like working with schools for autistic
children and slum kids, supporting S.S.C and
H.S.C students, etc.
Spaandan B (California ) E-Mail: Development The mission of SpaandanB is to bring forth
usdatago+californiacom Ass. fundamental socio-economic change in the
[email protected] lives of the less advantaged people of
Bangladesh by addressing the needs in the
three major areas: Establishment of
education : Support less advantaged
academic and vocational merits to achieve
excellence and advancement of education
system in Bangladesh. Generate awareness
in dormant aptitude and success potential.
Remedy for health needs: Make basic
health services available to disadvantaged
people. Support advancement of medical
service infrastructure in Bangladesh.
Promotion of sustained subsistence:
Provide income generation opportunities
among the disadvantaged people of
Bangladesh. Provide food, medical, shelter
and rehabilitation support to distressed
humanity during time of emergency.

Bangladesh Relief Fund Main Address Human Rights To match hundreds of thousands of
(California) 519 STASSI LN Ass. volunteers with urban ministries and short
SANTA MONICA , CA term urban mission opportunities
90402
Educational Charitable EIN 71-0913828 Human Rights Primary exempt purpose of echo is to help
Humanitarian (408) 238-1457 Ass. the people of developing countries in the
Organization (California) Po Box 4120Santa Clara following ways:a. To educate and provide
CA 95056 USA technical training to disadvantaged youths;
b. To provide starving people with food,
clothiing, and healthcare;c. To help
disadvantaged people with training and
resources so that they become self-reliant.
Human Rights Congress Contact: Human Rights HRCBM is a human rights and humanitarian
for Bangladeshi Dhiman Chowdhury Ass. Organization dedicated to protect the
Minorities (California) (212) 592-3627 human rights of people in Bangladesh. In
particular, we work for minorities in
Bangladesh. We stand with victims and
activists to prevent discrimination, to
uphold political freedom, to protect people
from inhumane conduct, and to bring
offenders to justice.
American Association of PO Box 2853, Cupertino, Professional Ass. American Association of Bangladeshi
Bangladeshi Engineers & CA 95015 Engineers and Architects, AABEA – Silicon
Architects - Silicon Valley Valley chapter, a non-profit organization to
Chapter (California) empower the global network of
professionals, scholars, families, and
individuals with the latest innovations in
technological and humanistic sciences in
effort to advance the lives of our global
community. It is AABEA’s mission to enable
this solution with technologies, expertise,
and our human network to enrich our
generations now and in the future.
Bangladesh Medical 87-46 168 street Professional Ass. The Bangladesh Medical Association of
Association of North Jamaica,NY 11432 North America (BMANA) is a nonprofit,
America – CA (California) Ph: 718 794 4414 nonpolitical, educational and humanitarian
919 749 0389 organization. Its members are medical
Kabir Choudhury, professionals of Bangladeshi descent.
MDPhone: 386-344- The objectives of BMANA encompass a
2800 Email: wide range of professional, educational,
[email protected] charitable, humanitarian and cultural
activities.
Bangladesh Medical 503 clyden cove Professional Ass. To Promote Health, Education, Culture,
Association of North Raleigh, NC Fraternity, and Charitable Work Within
America 27612-2676 Bangladeshi Medical Professionals and the
Connecticut Chapter Email: Wider Community.
(Connecticut) [email protected]
Tel: 3362074305
Community Bangladeshi 13113 Brushwood Way, Community Ass. Bangladesh Circle is mostly about anything
Association of America Potomac, MD 20854 and everything beyond Bangladesh – about
Inc (District of Columbia) the Bangladeshi community living outside

117
Sajda Solaiman, President of Bangladesh. We follow life, experience
Phone: 301-258-0088 and events related to Bangladesh –
Email: [email protected] happening outside of Bangladesh.
Bangladesh American Community Ass. BAFOCF activities include working with
Foundation of Central local authorities, to develop closer working
Florida (Florida) ties and share information on opportunities
and resources available in central Florida or
various communities. BAFOCF serves as a
liaison between our community and various
local, state and federal law enforcement
agencies, like FBI, HPD, Airport Security,
etc., and discusses issues and concerns to
find solutions that relates to our
community. These interactions provide us a
forum to discuss community concerns and
work towards greater understanding.
BAFOCF will provide free medical services
to the community members. Supports
educational seminars, provides
immigration services, offers mobile
consular services, and provides counseling
for man and women. BAFOCF promises to
keep the FOUNDATION sound today while
keep working to make the community
united and stronger for the future. We have
profound respect for the community's
support and we thank our community and
its members for their support. We can make
it better by working together to keep our
heritage and culture alive.
Bangladeshi American Principal Address Community Ass. BANGLADESHI AMERICAN SOCIETY OF
Society of South West 13056 VALEWOOD SOUTHWEST FLORIDA, INC. is a Florida Not
Florida (Florida) DRIVE For Profit Corporation. Company Number
NAPLES, FL 34119 assigned to this company is N12000008125.
US Federal EIN/TIN number of this company
is 46-1093012. BANGLADESHI AMERICAN
SOCIETY OF SOUTHWEST FLORIDA, INC.
was incorporated on Thursday 23rd August
2012 so company age is five years, two
months and fifteen days. The company
registration status is ACTIVE.
Bangladesh Medical 7958 Quailwood Dr Professional Ass. Bangladesh Medical Association Of North
Association of North Jacksonville America, Florida, Inc. is a Florida nonprofit
America FL 32256 corporation based in Jacksonville. They
Florida Inc. (Florida) registered with the Florida Department of
State's Division of Corporations on Feb 4,
2014.
Bangladeshi-American Phone: 404-519-0109 Community Ass. Bangladeshi American Association of
Association of Georgia Alt. Phone: 770-912- Georgia, Inc. (BAAG) is an organization of
(Georgia) 2769 Bangladeshi community living in Georgia
Contact Person: Duke USA. The association mostly interested in

Khan Bangladeshi cultural events like Boishakhi
Location: Georgia, USA Mela (Bangla New Year). The main goal of
the BAAG is to promote and spread Bangla
culture among the new generation of
Bangladesh American as well as introduce
the culture to other ethnic communities. To
achieve this, BAAG works with groups like
Atlanta Cultural Society, GA Cultural Society
and Boishakhi Udjapon Committee of
Metro Atlanta Bangladeshi community.
Bangladesh Cultural Phone: 404-552-3241 Cultural Ass. Bangladesh Cultural Society of Georgia is a
Society of Georgia Alt. Phone: 678-698- cultural organization of Bangladeshi
(Georgia) 8105 community in Atlanta. The group’s aim is to
Location: Georgia, USA promote and practice Bangladeshi Culture
Tags: Association among new generation of Bangladeshi
diaspora. The society organizes Boishakhi
Mela (Bangla New Year), Ekuskhey (Bangla
Language Movement), Iftar night (Islamic
festival for fasting, Ramadan), Bangladesh
Independence, National Day, etc.
Bangladesh Cultural Society of Georgia also
does research and train Bangladeshi folk
culture.
Network of Young 6240 Woodward, Suite Professional Ass. Bangladeshi-American Professional &
Bangladeshi American 219, Amarillo, TX 79106 Academic Network (BAPAN) is an online
Professionals (Georgia) forum of Bangladeshi students, scholars,
researchers and professionals in different
universities and industries of the United
States. BAPAN wants to create a network
among Bangladeshis living and working in
different states and cities in USA. The forum
also helps its member to get education,
work, life related information through
workshop, seminars, video talks, interview,
website etc.
Mid Continent 2645 N Rushwood Ct, Community Ass. Organization that normally receives no
Bangladesh Association Wichita, KS 67226, USA more than one third of its support from
of Kansas Inc. (Kansas) gross investment income and unrelated
business income and at the same time more
than one third of its support from
contributions, fees, and gross receipts
related to exempt purposes
Bangladesh Student 326 S Chauncey Apt 17 Student Ass. The Bangladesh Students Association
Association of Purdue West Lafayette, IN (BDSA) is a fairly large organization with
University (Indiana) 47906 undergraduate, graduate, and post-doctoral
USA members with the majority being graduates
Contact EmailE: here at the Purdue University, West
[email protected] Lafayette campus. It is a close-knit
Phone NumberP: (765) community enthusiastic about nurturing
400-9040 and sharing the rich Bangladeshi culture and
heritage with Purdue’s diverse community.

119
Bangladesh Medical 4329 ARIZONA AVE, Professional Ass. -----------------------
Association of North KENNER, LA 70065
America (Louisiana) United States
Bangladesh Association 13113 Brushwood Way, Community Ass. -----------------------
of America, Inc. Potomac, MD 20854,
(Maryland) USA
Bangladesh Society of Phone: 703-626-5814 Community Ass. Bangladesh Association of Greater
Washington D C Alt. Phone: 703-930- Wa s h i n g t o n D C ( B A G W D C ) i s a n
(Maryland) 2490 organization of Bangladeshi community
Location: Washington living in Washington D.C., Virginia and
D.C., USA Maryland. It was founded as a non-political,
not-for-profit, secular, open to all
organization to celebrate Bangladeshi
cultural heritage through music, dance,
song, poetry etc in the USA. It was founded
in 2007.
American Society of American Society Of Professional Ass. Since 2005, Tax Exempt World has been
Bangladeshi Bangladeshi providing information on millions of
Microbiologists Microbiologists charities and nonprofit organizations.
Incorporated (Maryland) Incorporated
432 Firestone Dr
Silver Spring, MD
20905-8008
American Association of [email protected] Professional Ass. The American Association of Bangladeshi
Bangladeshi Engineers & 310-367-6202 Engineers and Architects shall be a non-
Architects - Michigan profit, non-political, and non-religious
Chapter (Michigan) voluntary engineering and architectural
professional organization organized
exclusively for educational, scientific,
cultural, and charitable programs.
Bangladesh Medical Address: 87-46 168th Professional Ass. -------------------------------------
Association of North street, Jamaica, NY
America 11432.
Michigan Chapter Fax: 718-526-6661.
(Michigan)
Bangladesh Association located at Kansas City, Community Ass. To provide a forum for communication,
of Greater Kansas City Missouri, USA. The friendship, education and community
(Missouri) phone numbers are development for Bangladeshis and
(816)-413-8637 and Bangalees living in the Midwest. The
(913) 642-5379. association membership also strives to
provide professional assistance in
community development for Bangladeshis
in the Midwest.
Bangladesh Association Community Ass. Organization representatives - add
of Greater St. Louis corrected or new information about
(Missouri) Bangladesh Association Of Greater St Louis
Non-representatives - add comments about
Bangladesh Association Of Greater St Louis
Bangladesh Medical 5013 Clyden Cove, Professional Ass. The Bangladesh Medical Association of
Association of North Raleigh, NC 27612 North America Carolina Chapter (BMANA-

America (North Carolina) CC) is a non-profit organization run by
physicians of Bangladeshi origin practicing
in North Carolina and South Carolina. The
mission of Bangladesh Medical Association
of North America – Carolina Chapter is to
promote health, education, culture,
fraternity, and charitable work within
Bangladeshi medical professionals and the
wider community.
Bangladesh Association Community Ass.
of New Jersey Inc. -----------------------------
(New Jersey)
America Bangladesh 15 Warren St #25 Development representatives-add corrected or new
Medical Inc. (New 15 Warren St #25, Ass. information about America Bangladesh
Jersey) Hackensack, NJ 07601, Medical Inc
USA Non-representatives - add comments about
America Bangladesh Medical Inc»
Bangladeshi American 1445 Unionport Rd, Civic The organization depicts itself as a non-
Democratic Society, Inc. Bronx, Ny10462 Participation profit political organization! Bangladeshi
(New York) American National Democratic Society
helps Bangladeshi community with
immigration related information such as
rights and responsibilities of immigrants in
the USA, what to do about police encounter,
what remedies are available, who can help,
how to ask for help, where to get assistance,
etc. BADS offers seminar, meeting, talk and
creates opportunity for Bangladeshi
community to meet law practitioners, local
council members and politicians. The
Society also celebrates and organizes
Bangladeshi national, cultural, religious
events for Bangladeshi community. The
organization helps Bangladeshi kids to
introduce Bangladeshi culture.
Bangladesh American Address: 1222 White Community Ass. Bangladeshi-American Community Council
Community Council Plains Road, Bronx, NY (BACC) is a Bangladeshi community
(New York) 10472 organization based in Bronx, New York. The
organization, a not-for-profit organization,
p rov i d e s va r i et i e s o f s e r v i c e s to
Bangladeshi immigrant community, such
as, immigration, legal, tax filing, general
counseling etc.
Bangladesh Community 30-81 31ST STREET Community Ass. B a n g l a d e s h C o m m u n i t y We l fa re
Welfare Organization Inc. ASTORIA,New York Organization Inc. is a Human Service
(New York) 11102 United States Organization in Astoria, New York. It
received its exempt organization status
from the IRS in 2012. On this page you can
find information on its exempt organization
registration with the IRS.

121
Bangladesh. I. Circle Phone: 646-262-9296 Community Ass. New York Bangla is an online news portal,
(New York) Location: New York, USA published and managed from New York. It
does not have any print version. The
language of the news portal is Bangla but it
has some English reporting. The principal
target of New York Bangla is Bangladeshi
community living in New York State.
Local journalists write about Bangladeshi
community issues. Many news are
collected from Bangladeshi online
newspapers and other news sources. New
York Bangla is has associate portal like
Washington Bangla and Georgia Bangla.
Bronx Bangladesh 2112 Blackrock Ave., 1st Community Ass. Bronx Bangladesh Women’s Association is
Women's Association Floor, Bronx, NY 10472 based in Bronx. Founded in 2007, the
(New York) organization aims to better integrate and
unite Bangladeshi women community living
in Bronx, New York through annual
Bangladeshi cultural events. Bronx
Bangladesh Women’s Association organizes
annual fundraising events, cultural events,
street fairs in Bronx borough. The
association has educational and cultural
program for Bangladeshi second generation
kids and young. The aim of the group is to
better integrate and unite the Bangladeshi
community with American mainstream
society.
American Bangladesh Email:Rahman355@yah Community Ass. FOBANA, is a non-profit, non-political and
Friendship Association oo.com non-discriminatory, IRS 501c (3) tax-exempt
Inc. (New York) (Tax ID 26-1747615) organization. Year of
establishment 1987. This organization of
Bangladeshi Associations has been
recognized as an umbrella, where
Bangladeshi Americans gather to celebrate
their success and introduce their vibrant
culture to this multicultural country. Since
its inception in 1987, FOBANA has been
working tirelessly in this land far away from
our ancestral homeland to keep our
indigenous culture and commence it to our
next generation growing in the United
States and Canada. This is the 31th time the
organization will hold its coveted annual
convention which is also popularly known
as FOBANA
Bangladesh Association Community Ass. American Association of Bangladeshi
of New York (New York) Engineers and Architects, Inc., (AABEA)
( w w w. a a b e a . o r g ) i s a n o n - p r o f i t
professional organization established on
April 30, 1984 and registered in the State of

Pennsylvania. At that time the name of the
organization was American Association of
Bangladesh Engineers (AABE). In 1999 the
organization name was changed to
American Association of Bangladeshi
Engineers and Architects (AABEA) and a
new constitution was ratified.
Bangladesh Society Inc. 86-24 hitney Avenue Community Ass. The prime mission of Bangladesh Society
New York (New York) Elmhurst, New York Inc. is to lead our community to a parallel
11373 way alongside the mainstream of USA
through mutual cooperation and amity. The
other mission of the society is to assimilate
our new generation with our own culture,
tradition, social and religious values so that
they themselves preserve and practice
these in their daily life.
American Association of 1338 Fifth Avenue, New Professional Ass. American Association of Bangladeshi
Bangladeshi Engineers & Hyde Park, NY 11040 Engineers and Architects (AABEA) is a non
Architects NY NJ CT (New profit, Tax Exempt 501 © (3), professional
York) organization dedicated to share the ideas
and experiences with fellow professionals,
assist in career enhancement of members
and affiliates, work for the enhancement of
Engineering and Architectural professions.
Bangladesh Medical 87-46 168 street Professional Ass. The BMANA Alliance committee
Association of North Jamaica,NY 11432 encourages charitable, educational and
America (New York) Ph: 718 794 4414 cultural enrichment and assists in
919 749 0389 enhancing local and national programs.
Membership is open to the spouses of
members of BMANA.
Bangladeshi American Phone:516-650-7937 Professional Ass. The purpose of Bangladeshi-American
Pharmacists' Association Alt. Phone:347-239- Pharmacists Association (BAPA) is:
(BAPA) (New York) 7512 • » To f o s t e r c o o p e r a t i o n a n d
Location: New York, USA collaboration among Bangladeshi
pharmacists residing in North America.
• » To build and maintain relations with
other pharmacists’ associations in
North America.
• » To support the profession of
pharmacy in Bangladesh and in North
America.
• » To support and encourage the
development of Pharmaceutical
Science in Bangladesh.
• » To develop and conduct programs for
maintaining and improving the
professional standards.
• To promote welfare of members’
families in case of need.
• To protect the professional interests of
members of the Association.

123
Bangladesh Association Library Park Community Ass. Bangladesh Association of Central Ohio
of Central Ohio (Ohio) 2845 Home Rd, Powell, (BACO) was established on August 16, 1998
OH 43065 to represent and promote Bangladesh and
Bangla (Bengali) culture in Central Ohio and
to build mutual goodwill, understanding,
and respect between the peoples of North
America and Bangladesh and to contribute
in social peace, harmony, and economic
growth.
Since her inception, Bangladesh
Association of Central Ohio and its
members have been working hard to
achieve its goals by organizing and
participating in different community,
multicultural, and charitable events.
Please discuss issues, post common
interests, forward messages, and anything
that concerns Bangladesh Association of
Central Ohio.
Bangladeshi Students Ohio, USA Student Ass. Established in 1995, Bangladesh Students
Association of Ohio Association at Ohio State University (BSA-
(Ohio) OSU) is a voluntary not-for-profit student
organization. The goal of the association is
to create and promote awareness on the
Bangladeshi culture and heritage on
campus as well as through the Columbus
community. BSA-OSU also aims to provide a
broad perspective of modern and
traditional Bangladesh as a country to
Bangalis and non-Bangalis alike. Every year,
BSA-OSU organizes many events such as
cultural shows, movie screenings, sports
tournaments, community service and
fundraising initiatives, to provide its
members with a memorable college
experience. Above all, Bangladesh Students
Association at Ohio State University
provides a foundation which unites the
students of Bangladeshi origin and tradition
at the Ohio State University.
Bangladesh Association 869 Andover Road, Community Ass. Activities of the association include:
of Pennsylvania Lansdale, PA 19446 • Organize picnic
(Pennsylvania) • Observe Ekushey/International Mother
Language Day
• Celebrate Bangla New Year or Boishakhi
• Observe various Bangladeshi religious
festivals
• Organize cultural programs for adults
and children
• Participate in Bangladesh parade
• Organize street fair etc.

Bangladesh Association 3500 John A. Merritt Community Ass. Association (BSA) at Tennessee State
of Nashville (Tennessee) Boulevard University. From June 2007 till now we are
Nashville, TN 37209 here for supporting the Bangladeshi
Tel: (615) 963-5000 Student Community. BSA also serves to
bring together the Bangladeshi community
at TSU and the surrounding areas. Its
purpose is to support, nurture, and nourish
the culture and heritage of Bangladesh
through different programs and thereby
familiarizes Bangladesh to the diverse
Nashville community.
Bangladesh Association 281-748-9880 Community Ass. Bangladesh Association, Houston. The aim
Houston (Texas) Alt. Phone: 713-922- of the project is to build a Bangladeshi
5669 community center with following facilities:
Location: Texas, USA 1. Free medical health clinic
2. Library
3. Passport, dual-citizenship, power of
attorney, visa and consulate service
4. Computer training and professional job
seeking
5. After school program for kids
6. Immigration related help
7. Tutoring
8. Bangladeshi art, music, and other
cultural services
9. Driving classes – for elders and new
drivers (young)
10. Spoken Bangla classes – for non-Bangla
speaking individuals
11. Programs for senior citizen, etc
Bangladesh Association 512-407-8240 Community Ass. The Mission of Bangladesh Association of
of Greater Austin (Texas) Alt. Phone: 915-355- Greater Austin (BAGA) are following:
5893 • Strengthen and perpetuate the
Location: Texas, USA Bangladeshi culture, tradition, heritage
and language
• Promote social, cultural and
recreational activities
• Conduct charitable welfares as needed
and deemed appropriate by the Board
of Directors
• Serve as a platform for exchange of
information and views on matters of
interest to its members and
• Represent members to any local, state
or federal authority.
Bangladesh American Bangladesh American Community Ass. The mission of BAC is to facilitate social,
Center (Texas) Center cultural, intellectual, and educational activities
13415 Renn Road, of the Bangladesh-American Community,
Houston, TX 77083 involving the Bangladeshi Americans or any
other groups generally interested in
promoting BAC vision and core values.

125
Bangladesh American 1029 Hwy 6 N, Suite Community Ass. The Bangladesh-American Society of
Society of Greater 650-215 Greater Houston is a non-profit and non-
Houston (Texas) Houston, TX 77079, USA political organization that qualifies under
Section 501 (c) of the internal revenue
Code, or corresponding section of any
future federal tax code. The purpose or
purposes for which it is organized shall be:
to provide for the intellectual, cultural,
physical, social, spiritual, and civic welfare
to people of Bangladeshi origin; to promote
understanding, goodwill, and appreciation
of cultures of Bangladesh among all persons
regardless of color, creed, race, religion, and
national origin; to promote Bengali-
American relations; to promote cultural
exchange with other groups, organizations,
or institutions interested in Bengali culture;
to facilitate activities of other professional,
student, or any other group of
Bangladeshis, provided that said groups,
organizations, or institutions are also non-
profit and non-political organizations duly
organized under the State laws.
Bangladesh Association PHONE: 972 935 4750 Community Ass. The vision of BANT is to enrich the lives of
of North Texas (Texas) EMAIL: the people of Bangladesh-origin living in
[email protected] North Texas, by inspiring their mind and
EMAIL: spirit to create a sense of pride in
[email protected] maintaining an unique Bangladeshi identity
here in the US, by projecting the rich culture
and heritage of Bangladesh to our young
generation in particular and by fostering
social and cultural awareness among the
Bangladeshi community in general.
Bangladeshi Expatriate ---------------------------- Community Ass. -----------------------------------------
Society of Texas (Texas)
Federation of 23111 San Salvador Networking Federation of Bangladeshi Associations in
Bangladeshi Associations Place, Katy, TX 77494 North America (FOBANA) is an umbrella of
in North America Bangladeshi American living in USA and
(FOBANA) Canada. FOBANA celebrates the success of
(Texas) Bangladeshi American community in North
America. Since its inception in 1987, it has
been working tirelessly to introduce
Bangladeshi culture to the next generation
who are growing up in the United States and
Canada. The organization is based in
Washington D.C., USA. Federation of
Bangladeshi Associations in North America
(FOBANA) also celebrates and uphold the
multicultural aspect of the American
society by introducing Bangladeshi culture
and tradition to other communities. Under

the slogan of “FOBANA is an institution, not
j u s t a n a n n u a l c o nv e n t i o n ”, t h e
organization set out to engage more with
Bangladeshi community.
Bangladesh Development 15160 SE 54th Place Academic The central focus of BDI is to see an all-
Initiative (Washington) Bellevue, WA 98006 encompassing development process get
USA started in Bangladesh. All the activities of
BDI are geared to this aim.
American Institute of Tel:608-265-1471 Academic The American Institute of Bangladesh
Bangladesh Studies Email: Studies (AIBS) was established in 1989 as a
(Wisconsin) [email protected] result of an initiative undertaken by
Professor Craig Baxter of Juniata College,
and joined by faculty members from
Columbia University, University of
Pe n n sy l va n i a , Pe n n sy l va n i a S ta t e
University, University of Chicago, Glassboro
State College (now Rowan University), and
the University of Wisconsin at Oshkosh. In
1989, AIBS signed an agreement with the
Ministry of Foreign Affairs (MFA),
Government of Bangladesh (GOB), for a
financial contribution to fund fellowships
for U.S scholars to conduct research in
Bangladesh. The first fellowship award was
made in 1990.
In 1991-92 AIBS connected with the United
States Information Agency (USIA) to obtain
additional funding for educational
exchanges between the United States and
Bangladesh. AIBS received funding from
USIA to establish four additional programs.
These included the Extension Bangladesh
Lecture Series, the Research and
Development Seminars, the
Undergraduate Research Fellowship Grant,
and the Faculty Support Funds.

127
Bangladeshi Diaspora Associations in UK
Main Comments
Association Contact Details
Objectives (Total Members/their Activities)
Westminster Bangladeshi 60-62 Page Street Civic & Social The Bangladeshi community settled in the
Association (WBA) Westminster Organization borough after the Second World War.
London Bangladeshi community of South Westminster
SW1P 4DE is a hidden in a number of council estates, e.g.
e: [email protected] Milbank, Churchill Garden, Grosvenor etc. Due
020 7828 6500 to the disadvantages faced by the Bangladeshi
Support the Bangladeshi community, they have found it difficult to
Community in South engage themselves in mainstream services and
Westminster politically to improve socially and
economically. In response to this ever-
exacerbating exclusion, a minority of the
Bangladeshi people campaigned for
community awareness and wider
participation, to relieve poverty and
multifarious disadvantages from an organised
platform.
BANGLADESH SOCIETY: E-Mail: Student We are a friendly society that seeks to
Queen Marry University [email protected] Association promote Bangladeshi culture on campus.
Student Union This society is open to anyone and everyone
with a passion for Bangladesh or just wants
to meet and socialize with other students.
Events include social meet ups within our
University and other Universities across the
UK.
Northampton Contact us. Community Bangladeshi's have been living in Northampton
Bangladeshi Association Tel: Association since the 1960's and in 1984 with hard work of
01604 624930 lot of Bangladeshi people they established the
Email: Northampton Bangladeshi community centre
[email protected] from a small room in the local mosque at St.
George's street.
Post: As the Bangladeshi population grew many
Gateway Centre were recognised as one of the most
Mill Road excluded in Northampton. It was identified
Northampton as one most need and least likely to access
NN2 6AX key services.
In 2001 Northampton Bangladeshi
association was formed in conjunction with
Northamptonshire County council and
other key service provider and plan was
drawn up to identify and address some of
the challenges facing the community.
In 2004 a strong management committee
backed by a dedicated group of staff and
volunteers had developed a set of services
and partnerships that enabled the
community to access and benefit and
services from newly one stop shop in a
purpose built venue at the Gateway centre
in Mill road, Semilong.

Islington Bangladesh Office & Registered Community o improve social and economic well-being
Association Address: Association by tackling poverty and social exclusion,
71. Caledonian Road, promoting education and encouraging
London N1 9BTTel participation in mainstream services;
(Office): 0207 833 0591 sympathetic to their cultural needs.
Tel (Projects): 0207 713 To enhance the quality of life and health of
8971 all people of all ages and ethnicity in
Email: [email protected] particular Bangladeshi, strengthening,
Registered Charity No. bringing together and creating ownership
1148834 and partnership amongst the Bangladeshi
Company Registration Community in Islington and Kings Cross
No. 07888326 area of London Borough of Camden.
Contact us:[email protected]
Isle of Dogs Bangladeshi Idea Store Information Cultural To help & support the local Bangladeshi
Association and Cultural & Website Association community to achieve a better and happier
Centre 3rd Floor life.
John Onslow House To relieve poverty by provision of advice,
1 Ewart Place information and counselling.
London To advance education in language, history
E3 5EQ and culture of Bangladesh and to integrate
Telephone: with the multi-cultural society of this land.
020 7538 1650 To advance education amongst the
Email: residents of Tower Hamlets in particular,
[email protected] the Bangladeshi residents of Docklands
Website: area by provision of training to obtain
www.iodbangladeshi.org.uk better employment.
To provide various facilities for the
recreation of the local Bangladeshi
residents and their children in the interest
of social welfare for the improvement of a
better & quality of life.
To assist the local students, research
projects or any other organisation working
or want to work for the development of the
Bangladeshi community in the area.
UCL Bangla Society Students’ Union UCL Student How do we make more happen at UCL? We
25 Gordon Street Association work with the smartest, most enthusiastic
London and driven people we know, our 38,000+
WC1H 0AY members.
Students’ Union UCL provides a range of
services that helps you to make the most of
university- and discover more about
yourself. We offer over 250 clubs and
societies, and run a selection of bars, cafes
and shops on campus. We can help you get
involved in campaigning, volunteering, and
even changing the way the university works.
Every student at UCL is automatically a
member of the Union making us one of the
largest and most diverse student
communities in the world.

129
Culloden Bangladeshi 49-51 Aberfeldy Street Civic & Social Culloden Bangladeshi Parents Association
Parents Association London, E14 0NU Organization was founded in 1988. Its initial aims was to
United Kingdom serve the minority groups, namely the
Bangladeshi community living in the
Aberfeldy and Brownfield areas of the
London Borough of Tower Hamlets.
Culloden Bangladeshi Parents Association
aims to promote the Bangladeshi culture
and language through education and social
and cultural events. It also aims to monitor
the educational achievement, employment
levels within minority groups, health and
crime and anti social behaviour of
Bangladeshi community members. It also
helps to promote education amongst
B a n g l a d e s h i c o m m u n i t y, i m p ro v e
employment and reduce crime through
education, training, skills and accreditation,
conflict resolution and liaising with local
councils, schools, police and other
authorities. Culloden Bangladeshi also
provides social activities to promote
community cohesion.
The Bangladeshi Islamic You can contact us at Community and The overriding vision of the Bangladeshi
Centre (BIC) the centre anytime voluntary Islamic Centre is to be the most inclusive
during our opening organization and successful community and voluntary
hours: s e c t o r o r ga n i za t i o n i n S a n d w e l l .
Monday to Friday from Underpinning this high level inspirational
9am to 5:30pm vision is our total commitment to improving
Bangladeshi Islamic the quality of life for all local residents and
Centre with a particular focus upon the
10-11 Lewisham Road Bangladeshi and other BME groups living
Smethwick and working in the Sandwell Borough. Our
Warley mission statement:
West Midlands B66 2BP To promote the wellbeing of the local
If you wish to contact us community and support the achievement of
by phone or fax: lifelong learning for excellence.
Tel: 0121 558
8204/8261
Fax: 0121 558 8204
Alternatively you can email:
[email protected]
Confederation of ADDRESS community led CBO is an affiliated umbrella forum and
Bangladeshi CBO - Confederation of Voluntary Sector registered charitable and one of the leading
Organizations (CBO) Bangladeshi Organization c o m m u n i t y l e d Vo l u n t a r y S e c t o r
Organizations Organization in Sandwell; established in
GGRC - Greets Green 1985 it aims to promote positive pathways
Resource Centre into inclusion through innovative
Harwood Street interventions in community development
West Bromwich and regeneration.
West Midlands

B70 9JF
HOURS OF OPERATION
Mon-Fri: 9am-5pm
CONTACT INFO
E: [email protected]
T: 0121 500 5441
Manchester Bangladeshi Tel: 0845 077 9300 COMMUNITY Advice, information and support for
Women's Organization- ORGANISATION Bangladeshi women. Subjects covered
Ananna AWARD FOR include welfare rights, housing, health,
GENDER education and training , accessing
employment. Well woman sessions, mental
health and reducing isolation outreach
workers. English, sewing and dressmaking
classes (with a creche), child development
classes, mother and toddler group and
older people’s coffee mornings.
The University of Students' Union Student The University of Nottingham Bengali
Nottingham Bengali Portland Building Association Society projects the identity and culture of
Society University Park the people of Bangladesh broadly and the
Nottingham wider Bengali community in general and
NG7 2RD interact with other cultures within the
Opening hours diversified cultural environment within the
Tel : 0115 84 68800 University of Nottingham. The Society aims
9am - 5pm to create a sense of community amongst its
Monday to Friday members, through regular small socials and
gatherings be it dinners in town, movie
nights and also host major cultural events
like Bengali Food Festivals, Pohela Boishakh
(Bengali New Year), International Mother
Language Day (Ekushe February) etc. We
also hope to collaborate with other
societies to bring our members few exciting
events throughout the year.

131
Bangladeshi Diaspora Associations in Australia
Association Contact Details Main Objectives
The South Australian Bangladeshi Email: [email protected] Community Association

Community Association (SABCA)
The Bangladesh Australia Association
of Western Australia Inc. (BAAWA)
Bengali Association of Western Bengali Association of WA Inc Socio-cultural Organization
Australia 25 Georgia Way, Success, WA
6164
Email:
[email protected]
Web: www.bawa.com.au
Bangladesh Australia Puja Association Contact Number: Community Organization

– BAPA +61 412 120 425
Email:
[email protected]
Bangladeshi Community School (BCS) Phone: Academic Organization
(61) 410 202 808
Email:
[email protected]
Address:
140 Goodwood Road,
Goodwood, SA 5034
Australia Bangladesh Business Contact us: Business Community
Council Inc. Secretary
Australia Bangladesh Business
Council Inc.
Suite-19, 296 Marrickville Rd,
Marrickville
NSW 2204, AUSTRALIA
Phone: 0451 452 545
Email: [email protected]
Bangladesh Society of Sydney Inc. Bangladesh Society of Sydney Social Organization
(BDSS) Unit 34
43 Watkin Street,
Rockdale
NSW 2216
Mobile: +61 426 832 510
SMEC Bangladesh Level 6, 480 St Pauls Terrace Engineering Bodies
Fortitude Valley QLD 4006
Australia
(PO Box 2211, Fortitude Valley,
QLD 4006)
[email protected]
+61 7 3029 6600
+61 7 3029 6650

Bangladeshi Diaspora Associations in Canada
Association of Phone: 587-719-4905 Professional Association of Bangladeshi Engineers of
Bangladeshi Engineers of Alt. Phone: 403-667- Association Alberta, Canada (ABEAC) is a professional
Alberta, Canada (ABEAC) 5430 forum for engineers and architects of
Location: Canada Bangladesh heritage living in Alberta,
Canada. Based in Calgary and established in
2013, ABEAC is a non-profit, non-political,
voluntary professional organization. The
organization provides its members a non-
partisan, non-religious environment to
interact, network for mutual benefit and
growth. ABEAC confers high value for its
members and consistently helping them in
pursuing professional, social and personal
development. In a safe environment, with
respect, dignity and compassion, ABEAC
provides innovative, professional programs
and services promoting positive life
changes to its members in their sphere of
influence. ABEAC strives hard to
contributing in the overall growth of
Alberta through the continuous induction
of its best engineering professionals in the
local job market.
Bangladeshi-Canadian Headquarters Community The Bangladeshi-Canadian Community
Community Services 2811 Danforth Ave Association Services (BCS) addresses the well-being of
(BCS) Toronto, women, men, seniors, children, youths and
OntarioM4C1M2 minority and disadvantaged people living in
Canada the Crescent Town, Teesdale, Dawes,
Gower and Danforth area of the City of East
York. We are a central source of information
serving as a link between available
resources and the clients living in our
catchments areas who need them. Ongoing
programs include information and referral
services, free legal clinics and a variety of
support groups. Seasonal program
brochures detail special events and
educational workshops. The organization is
a non-threatening, informal and supportive
place, accessible to women, men, seniors,
youths and children of all socio- economic
and ethno-racial backgrounds living in BCS
catchments areas (i.e. Crescent Town,
Teesdale, Dawes, Gower and Danforth)
Bangladeshi-Canadian Contact Community Located in one of the densely populated
Community Services Phone: 416-699-4484 Association areas of Toronto (Victoria Park and
(BCS) Address: 2899 Danforth Community Danforth), Bangladeshi-Canadian
Avenue Association Community Services (BCS) is a nonprofit,
Toronto, ON M4C 1M3 Community charitable, multi-service organization that
Email: Association has been providing services to the local

133
[email protected] community, particularly the minority
Fax: 416-698-8127 groups, since 2000. Knowledge of the local
area and people's values and norms has
allowed BCS to maximize its potential by
providing services targeted to newcomers,
youth, women, and seniors. BCS has more
than 3,000 beneficiaries that rely on the
services provided by the Organization, with
more being added every year.
National Bangladeshi- Email: [email protected] The National Bangladeshi-Canadian Council
Canadian Council (NBCC) Phone:438-922-9250 (NBCC) represents the Bangladeshi
Canadian community before the people
and Government of Canada, promotes
linkages with Bangladesh and identifies and
addresses the needs of the Bangladeshi
community in Canada to ensure its
continued existence and development for
the enhancement of Canada’s socio-
cultural fabric.
Bangladeshi-Canadian Mailing Address: The mission of the Bangladeshi Community
Community Services Danforth Village BIA Services is to “help people to help
Shoppers World Postal themselves” by delivering services through
Outlet advocacy, referrals, skill development and
3003 Danforth Avenue partnerships. BCS supports South Asian
P.O. Box 93617 new immigrants with a special focus on
Toronto, ON M4C 5R5 Bangladeshi immigrants. Referrals for
Our email: career/employment counselling and
[email protected] newcomer needs, housing, education, and
guidance counselling for schoolchildren.

International Seminar on NRB Engagement in National Development
December 13, 2017

Bangladeshi Diaspora

Uploaded by

Copyright:

Available Formats

Bangladeshi Diaspora

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Bangladeshi Diaspora

Uploaded by

Copyright:

Available Formats

Strategies, Challenges and Way Forward

Economic Relations Division (ERD)

Economic Relations Division (ERD),Ministry of Finance

Design and Printed by

I am delighted to know that, ERD is publishing a study report on "Engagement of Non-

Abul Maal A Muhith MP

Strategies, Challenges and Way Forward

The study report titled “Engagement of Non-resident Bangladeshis (NRBs) in National

iv Engagement of Non-resident Bangladeshis (NRBs) in National Development:

NRB engagement in national development is a potential area. Policy makers increasingly

Md. Nojibur Rahman

Strategies, Challenges and Way Forward

Principal Coordinator (SDG)

Md. Abul Kalam Azad

vi Engagement of Non-resident Bangladeshis (NRBs) in National Development:

Kazi Shofiqul Azam

Strategies, Challenges and Way Forward

Additional Secretary (UN)

Professor Mobasser Monem from the Department of Public Administration, Dhaka

Dr. Kazi Anowarul Hoque

viii Engagement of Non-resident Bangladeshis (NRBs) in National Development:

Until date Non-Resident Bangladeshis (NRBs), remain an

Strategies, Challenges and Way Forward

Strategies, Challenges and Way Forward

2 Engagement of Non-resident Bangladeshis (NRBs) in National Development:

Strategies, Challenges and Way Forward

4 Engagement of Non-resident Bangladeshis (NRBs) in National Development:

Strategies, Challenges and Way Forward

6 Engagement of Non-resident Bangladeshis (NRBs) in National Development:

Strategies, Challenges and Way Forward

Diaspora engagement is generally viewed as the government of a given country is

Strategies, Challenges and Way Forward

§ Identification of specific processes or mechanisms through which the potentials of

To point out the necessity of diaspora engagement in the context of Bangladesh, to

10 Engagement of Non-resident Bangladeshis (NRBs) in National Development:

In addition to that, a number of migration experts, researchers, academicians, government

Strategies, Challenges and Way Forward

Policy Level Challenges

Institutional Level Challenges

12 Engagement of Non-resident Bangladeshis (NRBs) in National Development:

The study offers the following recommendations

Strategies, Challenges and Way Forward

14 Engagement of Non-resident Bangladeshis (NRBs) in National Development:

Finally, in the Long Term, the following steps should be taken-

Strategies, Challenges and Way Forward

Background, Rationale, Objectives

However, it is important to recognize the importance of the temporary migrant worker’s

Top Six Countries in terms of Sending Remittance to Bangladesh

Source: BMET, 2007.

Strategies, Challenges and Way Forward

Remittance from USA

Figure 3: Remittance from UK

Figure 4: Remittance from Australia

Remittance from Australia

20 Engagement of Non-resident Bangladeshis (NRBs) in National Development:

Remittance from Germany

Total Remittance from Four advanced countries as a percentage

Germany 0.2 % Australia 0.36 %

Strategies, Challenges and Way Forward