Should the SARC Institution be completely virtual, or have a physical presence?
It must be a lean organization, with physical presence in one of the SAARC member countries, deploying virtual networks for a majority of its decision-making processes, operations among members etc. - a model institution for the new century.
What criteria should be used in the selection process?
Parameters include - ITES-BPO industry development stage, host country support (office space, support staff etc.), host country political commitment, location accessibility (physical and virtual) from other member countries, etc.
Shall we have rotating leadership roles?
Unlike other SAARC bodies, which are purposely politically designed, leadership roles for the SARC Institution must be selected on a competitive basis, not necessarily from the SAARC members.
What level of involvement should be sought from the SAARC Chamber?
I am not sure what the SAARC Chamber does but the SAARC Development Fund Office, being inaugurated at the upcoming 16th SAARC Summit in Thimphu, Bhutan (28-29 April 2010), may be able to provide seed money etc. Contributions from other development agencies (UNDP, World Bank, ADB etc.) and the industry should also be sought.
What other forms of institutions will use existing resources and be most effective?
Close cooperation and networking must be established between the SARC institution and ITES-BPO associations in all member countries, for an effective functioning of the proposed collaboration program.
Bhutan has already embarked on the ITES-BPO journey and such an institution will go a long way in putting us on the right track, hopefully!
