Vision and Mission
Transfer knowledge and technology to social organizations by identifying and mobilization of local resources for institutional and socio-economic development.
RRAFDC believes on learning by doing and sharing culture for the management of organizational growth and effectiveness. The followings are the values and principles that guide the organizational program and strategy.
- Promoting local initiatives and innovations
- Focusing on process and facilitation with respect and trust
- Mobilizing local resource and building local level human resource and institutions
- Mainstreaming disaster and climate change into its interventions (projects and program)
- Participatory planning, monitoring and evaluation
- Participatory technology development and promotion
- Gender and social inclusion, transparency and accountability
- Neutralism in terms of political, cultural, race and others
- Conflict sensitiveness
Understanding RRAFDC's Mission:
By addressing issues of environment friendly livelihoods, RRAFDC works to affect the lives of poor people immediately. It reduces the vulnerability of the poor to outside coercive forces, and is a powerful intervention to break the cycle of poverty. Access and control over local resources of livelihood improves poor families' self image . Secondly, RRAFDC's core competency is in the area of environment friendly livelihood promotion. We look for concrete livelihood interventions in the local context after scanning and analyzing the holistic environment in a scientific/rational way. RRAFDC continuously seeks to make the intervention more relevant and sharp through action reflection social and organizational learning process.
Rural poverty is so widespread and complicated that it is not possible for any one actor to make significant dent on its own. Secondly, the effort will be sustainable when intervention is made at multiple levels on a certain scale. Therefore, RRAFDC should collaborate, educate and influence the several stakeholders in development. The knowledge about processes to address rural poverty is limited. Thus RRAFDC should also make available its experience to other actors as well through documentation, etc.
Enabling communities implies that RRAFDC works with the people to gain their trust, give them ideas and technologies to use the renewable and natural resources they have access for their betterment, by organizing them into functional groups at various levels to improve their bargaining and facilitating power, leading to their enhanced capacity to deal with outside mainstream systems.
In order to understand the realities of the rural communities; to innovate and demonstrate, to be in a position to give feedback and ideas to the larger systems; and to organize people and create their institutions, RRAFDC needs to work at the grassroots being touchy through high quality practical experienced human resources.
In order to do this, we will need to induct, nurture and develop professionals in RRAFDC who are able to operate in a wide spectrum, are self-regulating, do not take things as given and seek excellence in whatever they do. This has implications on the kind and number of people we recruit, as well as, on the culture we promote within RRAFDC. The related issue is should the size of RRAFDC be determined by the demand in the community or on the number of well nurturing spaces in RRAFDC.