Dhaka 03 February 2025:
Chief Advisor’s Office of the Government of Bangladesh had published Key Recommendation of Taskforce on Redefining Economic Strategies which were proposed by a 12-member taskforce titled “Re-strategising the Economy and Mobilising Resources for Equitable and Sustainable Development” to refine Bangladesh’s development strategies.
Public Hospital Reform was recommend selecting a specific public hospital in Dhaka for comprehensive reform.
This initiative would involve appointing qualified hospital administrators in place of generalists and establishing a new governing board.
Additionally, implementing a real-time monitoring dashboard will facilitate the collection of user complaints and grant Youth and Citizen Groups online access to key performance indicators. Crucially, the user feedback data can be used to drive continuous improvements in service delivery, quality and performance.
Rural School and Clinic Reform:
Similarly, a pilot project focused on reforming a rural government school along with a Community Clinic was initiated. While the foundational principles align with those for the public hospital, this initiative will be tailored to address the unique challenges and scale of rural educational and healthcare environments.
Reform of the Bangladesh Road Transport Association (BRTA):
The approach for reforming the BRTA will mirror those proposed for other sectors. Here, robust performance monitoring and the integration of user feedback will be essential. Additionally, establishing Youth and Citizen monitoring groups to utilize real-time data ensures transparency and accountability in this reform process.
Revitalizing the Buriganga River:
The Buriganga River is on the brink of extinction, and urgent action is imperative for the survival of both the river and Dhaka. If necessary, emergency legislation should be enacted to facilitate immediate, unimpeded action for this project. Leadership should come from a dedicated Minister or Advisor, supported by a strong technical and legal team. Given the expected resistance from vested interests, it is vital to seek special judicial dispensations to avert potential sabotage. With rivers granted the right to life under the law, this emergency response would be fully warranted.
Reassessing Bangladesh Biman:
For over half a century, Bangladesh Biman, the national airline, has failed to meet modern aviation standards and performance benchmarks. Its continued existence has largely depended on serving a captive market of migrant labourers, many of whom have reported poor service and inadequate services. To ensure that Biman becomes a competitive player in the airline industry, the government must establish clear and measurable performance targets. Should Biman consistently fall short, propose creating an entirely new airline—tentatively named Bangladesh Airways—utilizing half of Biman’s existing assets, but managed by an independent, world-class management company. This dual-structure approach allows both airlines to target distinct markets and routes and foster healthy competition. If either airline fails to meet performance standards over a designated period, it must be permitted to exit the market, ensuring accountability and efficient service for travellers.
Creating a Regulatory Reform Commission (RRC):
to address the pervasive issue of over-regulation and bureaucratic red tape that hinder business growth and foreign investment, the establishment of a Regulatory Reform Commission (RRC) is imperative. This body will be tasked with continuously monitoring, evaluating, and streamlining the rules and regulations affecting all aspects of economic governance, including business operations, taxation, and trade. The RRC will actively identify regulatory inefficiencies, such as excessive paperwork, burdensome compliance requirements, and the discretionary powers of authorities like the National Board of Revenue (NBR) and the Customs Department. By flagging these challenges to the government and relevant ministries, the RRC can advocate for reforms that facilitate a more conducive business environment. This initiative has the potential to dramatically enhance the ease of doing business in Bangladesh, making it an attractive destination for both domestic and foreign investors.
National Board of Revenue (NBR) Oversight Committee:
A high-powered committee should be immediately constituted with proportionate representation from the private sector, civil society, and government to assess, evaluate and recommend to the Chief Adviser, how NBR should be restructured to remove inconsistent, arbitrary, and discriminatory policy/regulatory barriers related to customs, VAT and taxes. Policy innovations from NBR (like back-to-back LC and the bonded warehouse system) transformed the RMG industry. Such innovations need to be continuously encouraged, instead of just focusing on revenue collection.
Implementing Automatic Traffic Signalling:
Introducing an automatic traffic signalling system is a fundamental requirement for any major city worldwide, yet attempts to implement such a system in Dhaka have historically faced challenges, often collapsing due to resistance from vested interests. Effective traffic management is crucial for alleviating congestion and improving the overall flow of vehicles and pedestrians on the roads. This initiative should be regarded as a “low-hanging fruit” because it is both actionable and capable of yielding immediate benefits. By utilising advanced traffic signal technology and data analytics, we can ensure that traffic lights respond to real-time conditions, thereby establishing a much-needed discipline to Dhaka’s chaotic transportation network. This investment in infrastructure would not only enhance daily commutes but also contribute to overall urban development and improved quality of life for residents.
Transitioning to a Single-Operator Bus Franchise:
The current model of public transport in Dhaka, characterised by multiple ownership of bus services, has led to significant confusion and chaos on the roads, directly impacting public safety and convenience. To remedy this, a transition to a single-owner bus service franchise that brings all the fragmented owners together as one provider, has been recommended as a way to end urban bus transport chaos. This should be marked by a move to put drivers on a fixed salary rather than on a commission. This will enhance public transport efficiency, increase ridership, and create a reliable, user-friendly public transport system that better meets the needs of the urban population.
Source: Chief Adviser GOB’s Social Handel
