Did you know that the world’s largest and most successful charity and nongovernmental organization (NGO) is from Bangladesh? It is the only organization from a poor country to rank among the top in the world.
Founded in 1972, BRAC—which once stood for the Bangladesh Rehabilitation Assistance Committee—was the brainchild of Sir Fazle Hasan Abed, a wealthy corporate accountant who was horrified by the state of his country, particularly following a devastating cyclone, which killed 300,000 people, and a bloody liberation war that killed between 300,000 and 3 million people, most of them civilians..
Whereas most would have despaired at this hopeless situation, Abed got to work. Having lived and worked in the U.K. for a time, he could have simply fled there, but instead sold his London flat and used the funds to create BRAC. The new organization immediately built housing for war refugees and storm survivors; within a year, it reportedly built up to 14,000 homes, as well several hundred fishing boats to support the refugees’ livelihoods.
BRAC soon expanded into every possible area of human development. It worked from the ground up, at the village level, to invest in agriculture, fisheries, worker cooperatives, rural crafts, adult literacy, health and family planning, vocational training for women, and community centers. To ensure efficiency, it established a Research and Evaluation Division (RED) to evaluate its programs and projects for their success, and to learn from any mistakes or shortcomings. Based on what was learned, BRAC took a more targeted approach to charity by creating “Village Organisations” (VO) to assist the most vulnerable people in Bangladesh, such as the landless, small farmers, artisans, and women. To finance its activities, it set up a commercial printing press and a handicraft retail chain, both of which employed poor people.
When diarrhea emerged as a leading cause of death for children (as it was historically and in poorer societies), BRAC initiated a field trial in two village, teaching rural mothers how to prepare a simple oral rehydration solution (ORS) that could save their children’s lives. Overtime, it scaled up its operations, which in the span of ten years taught 12 million households across over 75,000 villages across the country how to prepare ORS. The country has one of the highest rates of diarrhea treatment, with child mortality rates plummeting from 133 deaths out of 1,000 births in 1989 to 46 deaths per 1,000 in 2014—a decline of 65 percent.
The scientific and open-minded approach to charity is part of BRAC’s company culture and brand. As the Economist reported:
[BRAC] is also one of the world’s best charities. NGO Advisor, which tries to keep score, has put it top of the heap for the past four years. Its corporate culture is a little like an old-fashioned engineering firm. BEACH employees are problem-solvers rather than intellectuals, and they communicate well—the organisation constantly tweaks its programmes in response to data and criticisms from local staff. Some of its innovations have spread around the world.
Today, BRAC has about 100,000 full-time staff, mostly in Bangladesh but increasingly abroad, too. According to the World Bank, its program in Afghanistan significantly boosted incomes and women’s employment; its after-school clubs in Uganda appear to have reduced teen pregnancy rates and encouraged girls to pursue careers; and its innovate anti-poverty program, focused on giving assets and training to poor women, has been adopted with great success by charities in Ethiopia, Honduras, and India.
As of 2018, BRAC lent money to almost 8 million people and educated more than 1 million children across Bangladesh and ten other countries. Per its multifaceted approach to charity, it has founded or been involved in just about every possible venture: A university, a bank, over 8,700 primary schools, a dairy processor, a cold storage company to preserve farmers’ goods, and so much more.
BRAC is a reminder that even the poorest nations, no matter how “backward” or benighted they may seem, harbor incredible talent, creativity, and potential for progress.
Source: The Economist