Future Generations

In 1992, Future Generations was founded as a charitable non-government organization under a research charge by former UNICEF Executive Director, Jim Grant, to investigate the dynamics of sustainable growth of development project. It is now complemented by the Future Generations Graduate School, incorporated in 2006 in the State of West Virginia with authorization to provide a Master's Degree in Applied Community Change and Conservation/Peace building.

in 2016, the Future Generations Graduate School expanded into Future Generations University and Future Generations became a center for community change / Center for Research and Practice within Future Generations University. The mission University is “To Promotes Research Learning and Action for Inclusive and Sustainable Change Worldwide”. The University continues to grow toward a Vision of “Fostering 100 Nodes of Social Change Around the World.” From its base in country programs, alumni, students and partners around the world, growth is well underway toward this vision. Presently the Future Generations Global Network is operational in 30 Countries around the World. Both organizations have separate governing boards and budgets, but share a common international headquarters in Franklin, West Virginia.

At Present the Future Generations is a global knowledge network of practitioners of social change and a center of research and practice within Future Generations University. Members are organizations and individuals who link together to evolve global practice for sustainable, effective, equitable impact. The Center encourages life-long learning by providing educational resources, grant support, and strengthening of collaborative working relationships among its network of members. In return, the Future Generations University derives inspiration for curriculum enhancement through the innovative community-based accomplishments and research activities of its alumni and global partners.

Future Generations Afghanistan (FGA)

The Future Generations Afghanistan works as partner agency of Future Generations Global Network (www.future.org) and Future Generations University (www.future.edu), started its operations in Afghanistan in May 2002, and obtained its registration certificates from Ministry of Economic, Islamic Republic of Afghanistan in October 2005. The organization mobilizes communities in most difficult regions in eastern and central Afghanistan to find enduring solution for their most pressing needs. The organization is headquartered in Kabul and has a Sub-office in Eastern Afghanistan. The FGA’s early programs began with mobilizing and empowering communities to form locally driven initiatives in literacy, conservation, local governance, and healthcare. These initial programs were developed around the concepts of SEED-SCALE[1] in Bamyan and Ghazni, extended to Daikundi provinces in central region and expanded to Zabul, Urozgan in South in 2005, and to Baghlan, Panjishir, Logar and to Nangarhar, Kunar and Laghman in Eastern Afghanistan 2007. Presently, FGA rendering development program including the government national programs; and involve in relief and humanitarians in food security and agriculture, returnees and IDPs protection and reintegration in eastern provinces. The Vision and Mission Statement of Future Generations for Afghanistan is that


Strives for a just and lasting change in which the poor and vulnerable persons or communities have access to opportunities.

Mission Statement

Future Generations Afghanistan strengthens the process of self-sufficiency and equitable community change to empowers the poor and most vulnerable communities to shape their future; where human dignity, equal rights and equal opportunities are enjoyed by all.

Core Values

  • Promote separated groups beliefs to reach across differences and shape a shared future.
  • Respect humanitarian principles (humanity, impartiality, neutrality and Independents) and apply them in the entire organization operations.
  • Gives priority to the interests of women who have a particularly strong interest in the wellbeing of their families, children, and community.
  • Emphasizes equity, empowerment, and self-confidence especially among vulnerable and marginalized members of the community.
  • promotes partnership among communities, external actors and the government in a way that strengthens and enables communities to address
  • their priorities with local skills and resources.

    Policy Goals

    A.   To become a learning Organization so that FGA will

  • Prioritize learning as an objective, drawing out areas of both success and failure
  • Implement projects in a way to generate new knowledge and share this knowledge among Future Generations Network
  • Integrates new knowledge and learning into program strategy and policy and new program design
  • B.   To become a Specialist NGO

  • Empowerment through SEED-SCALE approach in development and humanitarian programs will form the core of FGA’s specialisation. These should be developed so that FGA can offer both beneficiaries and donors a range of specialist skills in this area.
  • To become a specialist NGO, FGA therefore has to develop record and disseminate specialist skills and knowledge
  • C.   To be A thriving NGO so that FGA needs to have

  • A significant body of work that includes new and innovative programs
  • Income flows that keep pace with program development and expansion.
  • Identify new project areas and potential donors to fund FGA programs and innovations.
  • A well- trained, qualified and motivated staff
  • D.   To ensure a long-term future for FGA: FGA needs to be diverse enough to mitigate a range of potential shocks.

  • Political / Security Shocks: FGA’s program needs to be diversify its project areas to ensure that political /security problems do not impact on the program’s critical mass.
  • Legal and Personal Risks: FGA needs to ensure that it is properly insured for all identifiable risks and that staff are properly informed, equipped and trained to deal with risks that they may encounter working for FGA.
  • Funding Risks: FGA needs to continue to diversify its sources of funding.