Our story spans over 18 years, it is the journey of transformation of two million rural lives in 200 villages of Andhra Pradesh. This is a journey of a unique social experiment, which combined the best of technology and management practices leading to many pathbreaking programs, large-scale impact, and the ripple effect of emulation by others.

Evolution of Byrraju Foundation (BRF)

    BRF's evolution, from 2001 till 2019, has happened over three very distinctly different phases

    We have designated these three evolving models of BRF as

  • BRF 1.0 : 2001 to 2009 - Inception and Rapid Growth
  • BRF 2.0 : 2010 to 2018 - Economic sustainability and Consolidation
  • BRF 3.0 : 2019 onwards - NewAge technology platform-driven Rural Empowerment
  • BRF 1.0 - 2001 - 2009 - Highlights

  • Started in 2001, BRF rapidly expanded its operation to cover 200 villages, running 40 diverse programs, touching all aspects of rural life and impacting over 2 million people
  • BRF's unique approach has been acclaimed across the world as the most innovative, holistic, large-scale rural transformation model
  • The primary focus was on first achieving a high level of community acceptance and social sustainability, before aiming for 100% economic sustainability
  • BRF incubated path-breaking social enterprises like 108 and 104, which rapidly scaled nationwide as very successful PPP models
  • BRF operated 4 BPOs in villages with a population of less than 3000. Each BPO employed more than 100 rural youths, mostly women
  • BRF successfully partnered and collaborated with over 150 organisations for the optimum leveraging of knowledge, best practices and resources, for implementing many joint programs in all the adopted villages, creating maximum impact and scalability with minimum resource
  • BRF is the first sizeable Not-for-Profit organisation in the world, which has adopted Six Sigma methodologies across the organisation as the primary method for continuous process improvement
  • BRF is the first organisation to set up large-scale rural BPOs in small villages
  • BRF 2.0 - 2010 - 2019 - Highlights

  • The focus shifted to economic sustainability and consolidation
  • Only core programs continued, no new programs or villages were added
  • Over 120 villages became self-sufficient, with no external or additional funding
  • Impact numbers declined, though BRF's regular customers for water and health continued to avail of the services
  • For health programs, CARE Foundation became an active partner and ran the BRF health centres from 2010 till 2019
  • BRF water plants continued to run in 30 villages
  • The tremendous goodwill generated by BRF among rural communities remained undiminished, despite no expansion.
  • BRF 3.0 : 2019 Onwards

  • The context and priorities of rural development changed radically between 2009 and 2018, because by then the dark phase of poverty had mostly been eradicated in BRF's adopted villages. The Indian rural 'existential dilemma' has shifted from the struggle for mere survival and 'living on the edge' to a new era of aspiration and opportunity
  • Larger earning capacity is triggering growth in the rural economy, leading to larger rural demand for all types of services and products. After meeting all its basic needs, rural India is showing its large appetite for meeting many more of its aspirational needs
  • The donor-beneficiary paradigm has changed. Villages are not looking for charity; instead, they value their dignity more and want to be empowered. Therefore, BRF has rediscovered itself and reengineered its Model to meet contemporary and rapidly evolving new rural needs

  • This phase throws light on the way-forward in the form of "Organization Mind", which comprehensively spells out the unique concepts such as
  • DREAM - Our new model of Digital Empowerment
  • SEED - Our new model of Transformation
  • Rural IDEA - The New-Age Technology platform driving it and its ecosystem
  • VISUAL - Our unique way of structuring our organization along solution modules, support and service enterprises, the various stakeholders and the platform-driven way of value creation, and the plans for our services of the future