APPROACH AND METHODOLOGY
The following Operational Plan will serve as a roadmap for achieving PNB's objectives to reach 510,000 lives in Muslim communities.
Local Input/Outreach and Partnership: In an effort to ensure PNB's work is informed by local stake-holders and that its projects are developed, implemented, and sustained with local partners in the communities in which it engages, PNB will:
Form local PNB chapters: To solicit and communicate local stakeholder perspectives and to subsequently execute local partnerships PNB will work with local networks to establish PNB Local Chapters (PLCs), comprising, but not restricted to, local, on-the-ground stakeholders and members of the PNB Steering Committee. Local stakeholders will include representatives of civil society, the private sector and local government who hold an intimate knowledge of the social and economic challenges and opportunities, as well as public perceptions within their communities vis-à-vis the United States.
Conduct regional visits by steering committee and Chairs of PNB: PNB will coordinate delegations of interested PNB Steering Committee members to travel to PNB targeted countries. These delegations will allow PNB Steering Committee members to engage with the local PLCs and additional partners to understand local needs and to identify partnerships that can be brokered, built, replicated, and scaled to help achieve PNB's objectives.
Engage U.S. embassies in its countries of operation: PNB Local Chapters will maintain regular communication with American embassies in countries of operation, so as to enhance the effectiveness of PNB's implementation. PNB will use to its advantage the embassies' familiarity with on-the-ground partners and projects, as well as their knowledge of and involvement in local U.S. Government initiatives.
Cultivate Partnerships between PNB members and local stakeholders: Parallel to continuous dialogue, PNB will work to forge partnerships between members and local stakeholders, bridging the networks and resources of all parties in an effort to design and implement informed, project-based solutions.
PNB will categorize its projects by the following areas of focus: Economic Opportunity, Science and Technology, Education, or Exchange. These key areas have been identified, through extensive outreach, by the United States Government (USG) as relevant and imperative to the improvement of quality of life and the deepening of mutual understanding between the United States and Muslim communities around the world. These initiatives will either build on current private sector initiatives or compliment current USG initiatives.
Implementing Projects/Programs: During the implementation of projects and programs emerging from the above process, PNB will: identify, match-up, and mobilize resources and partners; cultivate U.S. and local investments in these projects; identify and utilize media opportunities to publicly share achievements of the projects and programs of PNB.
IMPLEMENTATION, TIMELINE, AND DELIVERABLES
September 22nd, 2010: Official launch of PNB, including first steering committee meeting, and members meeting
Mid-October, 2010: Identify the initial local stakeholders and representatives that will be invited to constitute PNB's first 5 PNB Local Chapters (PLC's)
January, 2011: PNB will have fully constituted the first 5 PLCs, with representatives and local stakeholders officially on board in their respective capacities
January 2011: Identify top 3 priority projects in each target country and delegate ownership
April 2011: Publish supplemental in Financial Times profiling the PLC's
May 2011: PNB Summit to be hosted celebrating having broken ground on these initial 3 projects in each country
September 2011: PNB will have supported delegations to each target country to officially launch PLCs and perform media outreach
Expand PNB chapters throughout additional 8 countries (TBD)
Hold PNB Summits in 5 countries or Washington, DC
Impact 200,000 people over the next five years by increasing access to financing, business capacity and development services, and employment across global Muslim communities;
Improve educational opportunities for 100,000 students and teachers over the next five years by building partnerships that will broaden access to education and enhance the quality of facilities and equipment within these counties;
Foster physical and/or virtual exchange programs impacting 10,000 people over the next five years in the fields of education, business, interfaith and research;
Impact 200,000 people over the next five years by improving infrastructure, addressing natural resource challenges, e.g. water, upgrading skills and research capabilities, and funding cutting-edge innovation across these communities.