As is well-known, the NGO sector in Bangladesh has been a very strong one in terms of the number and size of NGOs, the role it plays in the development of the country, specially in poverty alleviation, and its t spectacular successes in the social and economic arena. The Federation of NGOs in Bangladesh (FNB) was created at a critical moment in the history of the NGOs in Bangladesh . There was a National Election in 2001, and the government which came into power through that election felt that the network organization of NGOs – ADAB (Association of Development Agencies of Bangladesh ) which was playing the role of an umbrella body up to that time, was made highly party-politicized by its leaders and their own NGOs. They allegedly used funds and organizational power meant for social development against those political parties which incidentally came to power. The vindictive government backlash that followed made ADAB practically disintegrated and non-functional, and a period of repression came down over all the NGOs though the overwhelming majority including the most important ones had no role in the real and alleged politicization. Government took serious initiative to enact new repressive laws for NGO regulation and the sector was in serious danger. It is att this juncture that NGOs called a National Convention that led to the formation of a truly representative NPF with a membership of more than a thousand including the most of the leading NGOs. This time itt would be a federation of NGOs (FNB) rather than another NGO like other networks with its own agenda often in conflict with its membership as happened with ADAB. FNB succeeded in restoring a congenial environment in the demoralized NGO sector through serious negotiation with the government and other partners, and soon developed itself into a very effective NPF, a badly needed one.

After the memorable NGO Convention attended by thousands of NGO representatives from all over the country, a forum was formed to address the immediate crisis in the sector. An ad hoc executive body with the longstanding NGO leaders and personalities took charge. Local NGOs at the district level were consolidated. The forum thus paved the way to the formation of a true federation – which would be financed by its member organizations' contribution (instead of donors' money like ADAB) and will reflect the members' opinions protecting their interest. The membership soon reached to about a thousand. Elections at the district level for the District Executives and at the national level for the National Executives were held in successive two yearly periods. A full-time strong secretariat was established to look after its various functions. The immediate crisis with the government was averted through NGO solidarity, supports from all stakeholders, and patient negotiations. An effective communication channel with all concerned was established. This included close communication within the member NGOs, with other NGOs and with all other stakeholders and partners, as well as regulating authorities. Gradually FNB could concentrate on its regular activities of day to day interventions in protecting the interest of the sector, to establish good governance, accountability and transparency within its members, capacity development of its weaker members – small local NGOs, and to enforce a code of conduct to restore the bright image of the NGO sector of Bangladesh .

FNB is a representative federation that can talk on behalf of the overwhelming majority of the huge NGO sector of Bangladesh . Departing from the previous practice it ceased to be one more NGO like its members and avoided duplicating the programs of its members of competing with them in any way. It could thus credibly negotiate and act on behalf of its members and of the sector as a whole. This strong point was enhanced by the fact that FNB is financed by the annual subscription paid by its members determined as a percentage of the total budget of each of them for the year concerned. Thus its independence was not hampered by the need for donor grants based on specific project implementations of its own.

Its major strength is also a potential source of its weakness. It has been suffering from financial difficulties and often the extent of its effectiveness is constrained by this. Every member organization has to pay a very significant amount to FNB as its annual subscription. Sometimes this act as a disincentive to membership or regular payment. The other major constraint is to respond to the expectations of many small NGOs who themselves are struggling against financial and other difficulties and looks to FNB for all kinds of solutions. The capacities of FNB are sometimes overwhelmed by this. FNB is trying to improve the situation on both counts with the help of its partners and well-wishers.

The following types of services are being provided by FNB to its members:

Yes. FNB takes a stand with respect to government policies when the NGO sector in general has on overwhelming consensus stand on the policy. Even when a section of its membership particularly involved in the issue gets concerned, FNB tries to add its strength to their position. In issues such as education, health, human rights, women's empowerment, development of marginal groups etc. there are specialized NGO groups and networks who work specifically on the issues. Most of the time FNB works in concert with them to take the matter with government, regional authorities, international institutions or whoever else are involved. Some such networking organizations are affiliated with FNB, others are not – but it works with them all the same. FNB similarly has worked with civil society bodies for the same purpose. The nature of the intervention is in the shape of public declaration, advocacy through meetings and consultations, media campaign, seminars, round tables etc.

The National Executive Committee of FNB takes the decisions about the stand through consultations with relevant members and other NGOs. The secretariat organizes the operational matters – campaigns etc. Sometimes assistance is taken from the more capable member NGOs and other organizations. In many cases special conventions are called to formulate the FNB position, and special committees and Task Forces are formed to conduct the advocacy or campaign.

All members of FNB form the General National Body of the organizations. They meet in Annual General Meetings and Special General Meetings. They elect the National Executive Committee for two years. The general policy guidelines are discussed in its meetings by the General Body while the day to day implementations are the responsibility of the Executive Committee The Executive Committee has formed several specialized subcommittees from amongst its members to guide the secretariat in the implementations in between the Executive Committee Meetings which take place usually once a month. The tasks such as monitoring and ensuring the compliance of code of conduct by the members are supervised by one of such committees. There are District Executive Committees elected by the members in a district. These get a share of the FNB budget to conduct its activities. National Executive Committee works in close consultation with these committees and often through them.

Annually there are at least two general conventions of the executives of all districts participated by the National Executives.

There is an Advisory Communitie comprised of senior NGO personalities and ex-Chairs of FNB – formed by the general body at the AGM.

A NGO duly registered with the proper authority and submitting its article of association , annual audited accounts, bank statements, report of its programs and achievements and record of good governance, recommendation of the District Commit tee can apply for the membership. These are examined by the Membership Sub committee of the National Executive Committee and are recommended to the latter committee for granting membership, if found satisfactory and worthy of the FNB standards agreed upon.

There has been two international NGOs as member. They have special membership. Other international NGOs working in the country has difficulties in their charter in becoming members

More than a thousand do.

Board members are elected in a secret ballot during every alternate AGM. Their duties is to formulate the policies and implement them an a day to day basis, and present the issues and policy proposal to the General Body for broad policy guide- line by the latter.

The functions of the General Body are the following:

Yes. As has been mentioned before in 1(a), the previous umbrella organization ADAB still exists as a network NGO, though it is largely non-functional now. FNB tries to get its support in important national issues on NGO sector. There are many other networks on specific subjects such education, health, rights etc. FNB closely works with them, some of them being its members.

FNB has been able to develop itself into a vibrant platform for the very large and important NGO sector in Bangladesh , providing the vital coordination's and the leadership that the sector needs. It is now planning to diversify its efforts more in capacity building and governance issues for the whole sector. The government and all other concerned have now realized the importance of FNB more than any time before and it is moving from strength to strength