KADO has developed an  initiative in the indigenous community of Hunza valley, which is located at the extreme northern areas of Pakistan, bordering with China in the North and Afghanistan in the West. KADO’s goal is to “improve the socio-economic base and living conditions of the rural population in the region.” Over the years it has been dedicated to boosting confidence, capacities and capabilities among the local communities, particularly the marginalized ones (e.g. women, artists, special needs). KADO has known exponential growth as an organizational entity over the past decade thanks to its resource mobilization experience. In fact, KADO's has experienced a unique journey , marked by many ups and downs.

The organization's former Chief Executive Officer (CEO), Ghulam Amin Beg (2002), describes his experience by stating  “[KADO] became possible due to the missionary zeal, dedication, volunteerism and policy guidance of the Board that raised motivation among the staff.”

Impact
KADO's growth since its introduction to RM has been impressive. Since reducing its donor dependency and increasing fund diversification, KADO's RM strategies have helped to generate income. From 1997 to 2005, annual sales of handicrafts went from US$ 400 to US$ 50,000, thus exceeding their expectations!

Download the PDF: KADO case study