Ownership
It is more important now than ever before that vulnerable communities own their futures. They are the best decision makers and leaders of action and transformation that affect them. Other than life-saving assistance, international assistance must prioritise helping vulnerable people to look after themselves, to become resilient, to improve their economies and make them more sustainable.
Alliance
Collaborative action is an investment in a joint objective – All attempts to improve the lives and livelihoods of vulnerable people must prioritise cross-sector collaboration for practical action of mutual benefit. By working together, we increase the potential, the power and ownership of a shared future.
Self Sufficiency
Self-sufficient societies are more effective societies – The focus of collaboration is the positive impact it has on the ability of people to look after themselves. The more effective this is the more positive effect on society and the economy.
Equality
Cross-sector partnerships are between equals – Although collaborating partners may bring varied degrees of skills, experience, resources, and influence, they are all equal stakeholders attempting to achieve objectives of mutual concern.
Humility
A4I recognizes its strength in agile facilitation and that collaborating partners own the process. They are the experts in their realms, in their needs and ambitions. Whenever more efficient, effective or knowledgeable partners need to be brought in, A4I will strive to do so.
Principled
Although values differ, humanitarian principles must be shared and encouraged – By addressing the needs of the most vulnerable people, such as children, women, and the elderly we are more likely to create a resilient society. The positive impact of collaboration must be provided without political, religious, or ideological prejudice and without discriminating by ethnic origin, gender, nationality, political opinions, race, or religion. Any intervention must respect the culture, customs, and structures of local communities.
