With non-political, non-traditional or ethnic aims RAHAMA fosters humanitarian frontages of resettled families while assisting the poor. RAHAMA in consultation with District authorities in the operational areas initiates assistance for needy families addressing the rights of vulnerable groups, particularly women and youth. In order to make resettlement more effective RAHAMA introduced micro level savings and credit too, to fill the gap between formal financial agencies and the marginal community and to support Livelihoods of the help needy communities.
The following are the key operational principles being envisaged by RAHAMA in order to serve our vision and mission effectively.
FIVE STRATEGIC CHANGE GOALS / DIRECTIONS OF RAHAMA
The strategic plan describes five directions / changes that stand for an integrated effort of addressing income poverty, inequality, discrimination and exclusion. Basically, the implementation of strategic plan will bring about a realignment of the prevalent, inequitable power dynamics in our communities and wider society to one that will be favor the marginalized.
- Marginalized communities including persons with disabilities, practically women, upgrade their quality of life, free from all forms of discrimination, abuse and violence; secure through participatory governance their rights and entitlement, and fully participate in their own development as citizens living in peaceful co-existence with all.
- Children enjoy an high quality of life with the promotion and securing of their rights through active children’s cooperatives, child clubs, and links with other CSOo and Government agencies and in an improved home environment.
- An increasing number of groups of entrepreneurs produce environmentally sustainable products through viable businesses for national and international markets and thereby achieve sustainable development while addressing climate change, extreme weather and disasters that follow.
- Consumption of ADAT is significantly reduced by marginalized families through the intervention of divisional ADAT prevention forums in collaboration with other relevant agencies.
- RAHAMA as an institution is strengthened for well governed, efficient, effective and accountable development work with the community in cooperation with partners and other stake holders for achieving its vision and mission.
POLICY STRUCTURE OF RAHAMA
⦁ HUMAN RESOURCE MANAGEMENT POLICY
RAHAMA being an offshoot of FORUT, is bound by certain governance mechanisms which have been internationally accepted. RAHAMA has built it’s policies along with this International framework to build on its 4 essential principles: PEACE, EQULAITY, ACCOUNTABILITY, and BROTHER HOOD. Accordingly, the key features of HR Management Policy delve into the personal Integrity reflected through: Comply with People’s aspirations; Respect for gender sensitization; Respect for Authority; Love for Truth and respect subordinates.
⦁ FINANCIAL MANAGEMENT POLICY
RAHAMA has a set of books and records and accepted software to maintain all the accounts as per the standard accounting practices in accordance with the ‘Regulations’ in Part (1) of the Government notification publicized through extraordinary Gazette dated October 15th. 1999. This Financial Policy helps:
⦁ To assist in the maintenance of controls.
⦁ To provide a training and monitoring resource.
⦁ To be used as a reference document by the staff, management, auditors and other
The standards and practices adhered by RAHAMA in maintaining records and reporting are in accordance with the norms articulated in the following:
⦁ SLAS – Sri Lanka Accounting Standards
⦁ SLAuS – Sri Lanka Auditing Standards
⦁ Financial Procedure Manual – RAHAMA
⦁ IAS – International Accounting Standards
⦁ Co-operative Societies Act (11of 1992)
⦁ The Non-Government Organization Act (2002)
Accounting practices of RAHAMA are closely monitored by the Board of Management as advised by the Statutory Auditor and changes in practices are effected as required after necessary reviews at different levels.