Organizational Transformation through complete transparency.

We need an innovative and gradual overhaul of the approach and practices that are governing our organization. This may seem a far-fetched idea, but the conundrum is there within. Some fundamental systemic changes are needed to revitalize this organization and make it fit for TODAY's needs. Building TRUST should be the core of that process. We haven't yet learned to build trust and leverage the advancement of technology to earn confidence for our leadership and organization.

Everything we do gets vehemently opposed, ridiculed, and rejected. WHY?

I think it is because of the lack of TRUST and sincerity. TRUST is the foundational element of any relationship to sustain and flourish, whether it is our personal life and relationship or in an organization. Transformation is only possible when we instill TRUST in our actions and behaviors. I understand it is not an easy task, but someone has to dare to take it head-on. I am ready to lead.

My experience and outstanding performance record are my credentials. Today, the NCC USA has become the envy of other NCCs.

I lead NCC USA in such times when we had piles of issues awaiting FIXES. I tried, honestly. My team wholeheartedly supported me. We succeeded, and NCC USA reached its new heights. I was able to leave the organization with a ZERO issue that is all set to expand exponentially in its complete form. The experience that I have gained by transforming NCC USA into a world-class TRUSTED organization would help me usher NRNA globally, and en-route to a world-class organization loved and trusted by all NRNs.

How do we measure our success as an organization while TRUST is endangered?

We are growing in numbers rapidly but alongside accruing huge aspirations and demands that need concrete solutions and answers. It is about time we reflect upon the commitments and promises that we made to our valued members. A retrospection is always a healing approach that could help settle so many issues.

Decentralized systems/entities are more sustainable and trustworthy than a centralized one. NCC's are our roots, and we become more potent as an organization when NCC keeps its root well engaged in total freedom. We should encourage more freedom and independence to NCC to flourish with their own identity under the global leadership of NRNA.

I am determined that I would be more active in instilling transparency throughout the organization and its activities. For example, Onwards, each member will receive a communique via email. Each action and decision made by the executive committee will also be readily available for members through a central website. No one will have to wait and depend on unverified sources to get informed about the organization's activities. These are fundamental changes and could profoundly impact our promises to build a robust organization founded on TRUST.

A Resilient organization built on the aspiration of members and their passionate engagement.
An organization needs participation at all levels, stages, and situations to remain relevant and productive. Active engagement makes an organization more resilient and its leadership more accountable.

I dream of an organization that is trusted, dear to all, and in reach when called for, ready to serve its members with all its strength. An organization that is truly representative of all. This is possible if we all promote, practice, and abide by the principle of its foundational objectives that are reflected in bylaws.

The resilience was perfectly felt, and NRNA did stand firm against the wrath of the Covid-19 pandemic. As an organization, NRNA and NCC collaborated in massive relief activities. We were ready to get our boots on the ground the moment we were called in for help. We were able to pool in thousands of dollars and other millions worth of medical items that saved lives. NRNA and NCC, the resilient ones, made it possible. Without which we wouldn't have made a consolidated impact in times of need. There are lessons to be learned from the experiences we have garnered. One is making the organization more resilient and ready through members' active participation, engagement, and building TRUST.

I have a plan, and if implemented, we would be able to activate our resources all over the world in no time. We wasted some precious time initiating the necessary relief efforts, but in the future, we will be more prepared through more resilient NRNA.

Universal NRNA is an ongoing mission to expand its reach to every nook and corner of this globe. We need to reach out to every individual residing in any part of the world and ensure them of our presence and movement. NRNA has a noble mission to help connect the Nepali diaspora to its roots. We, as a community, are culturally diverse yet uniquely attached to the soil of Nepal. Our motto, "Once a Nepali, always a Nepali," is not just a slogan. It is our heartbeat, and our organization runs on this under NRNA global umbrella. Arguably the world has become increasingly FLAT due to the rapid expansion of the internet and its affordable accessibility. We have Nepalis living & working in various countries where we don't even have our embassy. NRNA can easily manage this void.

Effectively enrolling, nurturing, and retaining our members is a great challenge that directs our goal to be universal. Our behavior towards members, their concerns, and suggestion significantly affect the organizational growth. Continuous engagement, vibrant discussion, and coercive actions to address members' complaints and grievances are fundamental to remain relevant as the umbrella organization of thousands of Nepalis Diaspora and become UNIVERSAL.

As we are growing in numbers, our network is also expanding all over the world. As an organization, we are active in more than 80 countries. This is such a wonderful thing that ever happened to Nepal and the Nepali diaspora. We have immense potential within our community as individuals, and we have already established that. Now, NRNA should play the role of facilitator to bring everyone together in this unique platform to harness our potential collectively for the larger goal, uplift entire Nepalis and Nepal. How?

I would focus on two prime areas that I can push through the executive committee for policy adoption and execution.

NRNA as an idea, we need to remain relevant to keep this movement alive. We have grown in numbers continuously, and the attraction is ever increasing. Millions of NRN's now watch our deeds as leaders, and its existential sustainability depends significantly on US. This is great, but at the same time, if we couldn't address the aspiration of our members and manage it correctly, the entire idea propelling the NRNA movement could face a severe threat to its existence.

Next is financial sustainability and my plans to attain it. We know we are primarily a donation-based organization. Our donors are limited. Hence, we reach out to the same individual donors each time. It was the only way for the early stages of organizational growth, and few great individuals contributed a handsome amount of their fortune to this organization. But now, the situation is different. We are grown up as an organization. We must find our ways to remain financially independent.

I believe proper management of growing interests and participation in this organization through the NRNA platform is one viable solution to generate significant revenue. We can convert the increasing member's interest and involvement into sustained revenue sources by implementing service-oriented products that are mutually beneficial to all. With proper technology implementation, this platform can be a great place to exchange ideas, products, and other relevant services.

One relevant example is, as a president of NCC USA, I saw an opportunity to partner with National Innovation Center, NIC. We have agreed to donate twenty thousand this year to help NIC bring one of its innovations to the market. This fund represents the participation of each member of our NCC. The platform was instrumental in generating funds and lasting impact. This will not only help NIC but also opens investment opportunities for NRN's in the future. It also provides an opportunity for us to be part of that beautiful movement lead by Mr. Mahabir Pun, collaborate and generate revenue for NRNA and NRNs. This collaboration is unique and was executed for the first time. I believe NRNs will be happy to invest in the NIC lead innovation, and NRNA can leverage its network to make it global.
There should not be anything impeding our mission towards sustainability, and together we can achieve it.

Following the best practices, we must set standards for how we meaningfully engage with our valued members and ensure that we fulfill our obligations to them and the organization in the most thankful manner.

As "Vision 2020 & Beyond" embraced humbly, inclusiveness is the foundation of leadership. I genuinely adhere and admire this. And I also believe, as outlined in it, division of organization into two separate, independent but dedicated departments such as Membership and Foundation related operations. This policy will allow us to devote more time and resources to taking care of membership issues, concerns, and grievances in the most effective manner.

Our member policy should be the soul of our organization. We must clearly define how we nurture and retain our members and extend the power of this global network to uplift our community and help connect our offspring to Nepal through various member engagement programs and events throughout NCC's. This will, I believe, greatly enhance our image as a "Thankful" organization.