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Resettlement

From Bangladesh to the World: How Knowledge Sharing has Changed Resettlement Training

Fabio Pittaluga's picture

I admit when I started the whole idea of setting up a course on resettlement at a local Bangladeshi university I thought it was going to be a long shot in the dark. I had a gigantic portfolio to look after in terms of safeguards support, and that left little time to do anything else. I also it would be difficult to show results quickly and make a convincing argument that this was worth the effort. But stubbornness at times is a key ingredient to achievement, i.e. persistence and resilience.

The course (now known as MLARR – Management of Land Acquisition, Resettlement and Rehabilitation) started out as an effort to train of a cadre of professionals to better manage the social risks associated with land acquisition and resettlement in Bangladesh. Given the population density and land scarcity, resettlement in Bangladesh continues to be a huge challenge for its development, as virtually all infrastructure requires moving people. Supported by AusAID and DFID, The first course was designed and delivered in 2009. That was the beginning, and what I’d like to focus is how far we’ve come from that first shot in the dark:

Building Local Institutions to Manage Resettlement Programs for Infrastructure Development

Fabio Pittaluga's picture

I moved to Bangladesh 3 years ago with a lot of excitement as I considered it a sort of mini-laboratory for development theory and practice.

My task was to oversee the Bangladesh portfolio from a social perspective. From day one, there was one issue that came up in almost all projects: land acquisition and resettlement. Once can expect this, given high population densities in a small country. Surprisingly, while there is a lot of debate about shortages of power and electricity for Bangladesh development, little attention is paid to the land issue. But all infrastructure has a footprint and access to land is complex.

This huge challenge was matched by a dearth of professionals to manage social risks. While the market for such services is growing, there was no institution to train people in those disciplines in the country. I could have continued to hire foreign consultants, but that didn’t seem very smart in the long run. So I thought: “let’s establish a course in a local university that would create that capacity over time and train a cadre of professionals capable of conducting a serious social impact assessment, carry out a good consultation process or design a solid resettlement action plan”. My intention was to fill a systemic gap. That could only happen over time, and it could only happen via local institutions.

And so I did.