Short History
RUAF has functioned since 1999 as a global network of 6 regional organisations that share a common vision on urban development and poverty reduction and together implement an international programme focussed on urban agriculture and food security.
The network partners jointly implemented the first phase of the RUAF programme (1999-2004) which was formulated upon request of the Global Support Group on Urban Agriculture (SGUA), consisting of some 40 international organisations including UNDP, FAO, IDRC, GTZ, CIRAD, as a response to the expressed need of civic organisations and local governments in the South for exchange of data and experiences on urban agriculture.
During this first phase the emphasis was mainly on awareness raising, documentation of experiences, networking, stimulating exchange and debate a/o by publishing the Urban Agriculture Magazine, organizing international and regional workshops and E-conferences, publishing books and videos, establishing databases (accessible through Internet).
During the first phase also strong emphasis was given to capacity development in the regional partners in a/o: various aspects of urban agriculture, policy formulation and advice, multi-stakeholder action planning, gender mainstreaming, monitoring and evaluation.
Gradually, with increasing capacity of the regional partners, the RUAF network shifted from a star shaped to a wheel shaped network. A logical next step in this development was the formalisation and institutionalisation of the RUAF network into an independent organisation, the RUAF Foundation, which was legally established in March 2005.
Mission
The mission of the RUAF Foundation is to contribute to urban poverty reduction, employment generation and food security and to stimulate participatory city governance and improved urban environmental management, by creating enabling conditions for empowerment of male and female urban and peri-urban farmers and by facilitating the integration of urban agriculture in policies and action programmes of local governments, civic society organisations and private enterprises with active involvement of the urban farmers, livestock keepers and other relevant stakeholders.
Guiding principles
In realising its mission the Foundation shall be guided by the following strategic decisions and activities:- To focus on urban agriculture in its relation to the broader framework of urban development and management, and specifically urban poverty alleviation and local economic development, urban food security and nutrition, urban environmental management and health, gender mainstreaming and social inclusion.
- By creating better local conditions for concerted public - private actions and policy change regarding urban agriculture, food security and poverty alleviation in cities, in such a way that these action and policies are implemented and designed in interaction with the local community itself, in all its social, economic and cultural aspects.
- And through promoting the greatest possible exchange of knowledge and experience between people and organisations active in diverse parts of the world.
- It will do so by close cooperation among a group of regional partners around the world, who interact on their turn with local and national authorities, farmers groups and CBO’s, NGO's, research institutes and other local stakeholders in urban agriculture, either directly or via strategically selected local partners.
Areas of Activity
- Networking: Stimulating global, regional and local networking, cooperation and exchange of experiences and data regarding urban agriculture and urban food security.
- Knowledge Management: Enhancing access to and use of information on urban agriculture relevant for various categories of stakeholders in urban agriculture by undertaking studies, developing guidelines, manuals and other useful working materials, publications and translations, maintaining databases and websites; a/o.
- Capacity development: Developing manuals, guidelines and training materials; training of trainers; implementation and evaluation of training for various target groups; strengthening management and administration systems and improvement of planning and monitoring systems.
- Policy and planning support: Provision of support and advice to national and local authorities, farmer organisations, NGO’s and other stakeholders involved in review and formulation of policies, norms and regulations on urban agriculture, integration of urban agriculture in urban development planning and/or participatory planning, implementation and monitoring of projects on urban agriculture.
- Project design, implementation and evaluation: Provision of support and advice to local organisations in the participatory design, implementation and evaluation of research and action projects on urban agriculture and urban food security in the broadest sense and the management, implementation and monitoring of such projects.
- Advocacy: participation in policy dialogue and activities aiming at awareness raising and enhancing support for development cooperation in the North and South.
- Administration of Funds: administrating funds provided by third organisations according to the objectives and rules set by these organisations and in accordance with the goal of the Foundation.
Medium term goals of the RUAF Foundation
In the coming 5 years the partners in the RUAF Foundation aim to:- Consolidate the Regional RUAF Centres and gaining regional and international recognition by providing quality information, training and policy advice to municipalities, NGO’s and other stakeholders in urban agriculture in the cities and countries attended by the RUAF partners strengthening the internal organisational and external relations of the RUAF Foundation
- Continue our activities in the field of networking, promoting exchange of experiences, documentation and diffusion of information on urban agriculture and urban food security, whilst enhancing the effective use of this information through well targeted packaging and delivery of information to specific stakeholders in selected cities
- Intensify our activities in the field of capacity development and facilitating policy change and action planning on urban agriculture
- Successfully implement the Cities Farming for the Future - programme (see information about RUAF-CFF)
- Secure the continuity of the RUAF-Foundation amongst others by development of a long term Strategic Plan, strengthening internal organisation and external relations, formulation of additional programmes and diversification of funding sources
The RUAF partners
- ETC, The Netherlands
- IPES (Promoción del Desarrollo Sostenible), Peru
- IAGU (Institut Africain de Gestion Urbaine), Senegal
- IWMI-Ghana (International Water Management Institute), Ghana
- MDP-ESA (Municipal Development Partnership - Eastern and Southern Africa), Zimbabwe
- IWMI-India (International Water Management Institute), India
- IGSNRR (Institute of Geographical Sciences and Natural Resource Research of the Chinese Academy of Sciences), China
- AUB-ESDU (Environment and Sustainable Development Unit, American University of Beirut), Lebanon
Organization and Management
The Board of the RUAF Foundation is formed by the Directors of the 7 RUAF partners. The Board defines the mission, vision, general policies and medium term strategies of the RUAF Foundation and approves the annual policy plan and budget of the RUAF Foundation as well as the annual report and annual financial statements.
The Director, Ir. H. de Zeeuw, is responsible for daily management of the Foundation and its programmes.
The International Advisory Panel is advising the Board of the RUAF Foundation on its longer term development focus and strategies.
Organisational culture
The RUAF Foundation is an international, multi-cultural network in which optimum use is made of the relative strength of each of its partners. The Foundation reaches its decisions through consensus and applies different ways of communication (yearly partner meetings, email-list, visits, capacity development-cum-exchange workshops).
The RUAF network is oriented at delivery of practical and high quality results (demand driven and participatory approach), while remaining flexible and providing room for change and innovation. Leadership and coordination in the programme activities at the different levels is divided among the partners, and supported by institutional and individual capacity building.
The style of planning and decision-making is transparent and participatory which is consistent with the philosophy that involvement of knowledge and experience and commitment are crucial. Herein, professional and collegial consultations based on a clearly felt sense of programme ownership, and two-way communication patterns, prevail over decision-making along strict hierarchical lines.
Internal decision-making is transparent and has a high level of autonomy for the regional programme managers. Internal communication is efficient due to the fact that communication follows the content lines and is direct and flexible. Only for the crucial decisions, the Foundation applies formal procedures (strategic policy decisions, financial decisions, invoicing). The communication with each partner is direct, flexible and tailored to the characteristics of each regional programme.