از محرومیت زدایی تا اشتغال آفرینی: تحلیل راهبردی طرح های روستایی بنیاد برکت در استان خراسان رضوی

Introduction

Since the victory of the Islamic Revolution, poverty alleviation has consistently been a central concern of both policymakers and community-based volunteer organizations, as deprivation is regarded as a multidimensional socio-economic and cultural challenge. In response, several national institutions, including “Jihad Sazandegi,” “Basij Sazandegi,” and the “Barakat” Foundation, were established to combat this pervasive condition and promote inclusive development. Empirical evidence suggests that these institutions have achieved notable success in mitigating deprivation and fostering development across disadvantaged urban, rural, and peri-urban regions.

Nevertheless, despite extensive efforts and substantial resource allocations, various forms of deprivation remain evident across the country. Although numerous anti-poverty programs have been launched, the outcomes have fallen short of expectations, with the return on investment remaining disproportionately low relative to the scale of financial inputs. Among these institutions, the Barakat Foundation, a subsidiary of the Execution of “Imam Khomeini’s Order”, has centered its deprivation-reduction initiatives on employment generation through the implementation of an integrated model for the development of deprived regions, particularly within rural contexts.

Accordingly, this study undertakes a critical examination of selected “Barakat” Foundation projects in Razavi Khorasan Province. The initial section presents the theoretical foundations of the research, followed by an explanation of the methodological approach, data collection procedures, and analytical techniques employed. Subsequent sections present the empirical findings structured around the analysis of SWOT, while the concluding part advances a set of policy-oriented strategies derived from the study’s outcomes.

Methodology

This study adopts an applied orientation in its purpose and employs a qualitative research design in terms of methodology. Multiple data collection methods were utilized to obtain comprehensive information on the “Barakat” Foundation’s rural development projects in Razavi Khorasan Province. The collected data were initially analyzed through a thematic analysis approach.

Following the recording and transcription of the interviews, the textual data were imported into specialized software for systematic coding and categorization. The analytical process involved primary coding of interview statements, followed by secondary coding to refine and classify emerging categories and patterns. Finally, the derived propositions were analyzed using MAXQDA 2020 software, through which appropriate strategic insights and recommendations were formulated.

Results and Discussion

According to the internal factors matrix, the highest-ranked strengths of the Barakat Foundation’s programs are twofold: (1) the prioritization of project quality over quantity relative to other implementing agencies, and (2) the presence of an internal research and development unit that integrates both internal and external studies to ensure continuous monitoring and adaptive improvement of projects. In contrast, the lowest-rated strength pertains to the limited transparency and inadequate public communication of the Foundation’s operational guidelines and program details.

Regarding weaknesses, the tendency to favor short-term, quick-yield projects, particularly the prioritization of the “Sahab” scheme over the “Aseman” program, represents the most significant internal limitation. Conversely, the least critical weakness relates to facilitators’ partial dissatisfaction with remuneration mechanisms, employment security, and work-related logistics such as travel distances. The composite internal factor index was calculated at 2.81, indicating that the strengths of the Barakat Foundation’s initiatives outweigh their weaknesses in advancing poverty alleviation objectives.

With respect to external factors, the most prominent opportunity is the growing motivation for work and entrepreneurship among local communities, inspired by exposure to successful employment models. The least-ranked opportunity concerns the potential for collaborative partnerships between the Foundation and other organizations, including “Basij Sazandegi”. Among the identified threats, the greatest challenge lies in the difficulty of monitoring and evaluating the performance of loan recipients. Conversely, the least critical threat pertains to applicants’ resistance to learning and innovation, compounded by weak entrepreneurial motivation, limited collective work culture, and low risk tolerance in business development. The composite external factor index was determined to be 2.18, positioning the Foundation’s programs within the “threat-dominant” quadrant of the strategic analysis matrix.

Accordingly, the strategic orientation of future programs should prioritize leveraging internal strengths while effectively managing external threats, consistent with a competitive–diversification (ST) strategy aimed at sustaining and scaling the Foundation’s impact in rural poverty alleviation and employment generation.

Conclusion

As previously discussed, assessing the performance of institutions engaged in poverty alleviation, both in quantitative and qualitative terms, is crucial for improving the allocation of public resources and strengthening the overall effectiveness of national initiatives aimed at reducing poverty and deprivation. The findings revealed that the “Barakat” Foundation, as one of the leading institutions in poverty alleviation, maintains a relatively strong internal position in terms of its organizational capacity and structural characteristics. However, the implementation of its development programs is confronted by significant external and environmental threats. In other words, the strategic positioning of the “Barakat” Foundation’s initiatives corresponds to the Strength–Threat (ST) quadrant within the SWOT analytical framework.

Accordingly, the principal strategic orientation aligns with a competitive approach, designed to consolidate existing strengths while mitigating or counteracting external threats. Although strategic recommendations can be formulated for all possible positioning scenarios, the majority are tailored to the Foundation’s current Strength–Threat (ST) condition, summarized as follows:

1. Establishing a coordinated division of labor among institutions responsible for rural poverty alleviation within a comprehensive national framework;

2. Integrating more effective indicators into the eligibility assessment of applicants;

3. Prioritizing value-chain completion and market development; and

4. Strengthening beneficiary capacities through pre-loan empowerment initiatives.

Collectively, these strategies are intended to enhance the efficiency, sustainability, and developmental impact of the “Barakat” Foundation’s rural employment programs, thereby contributing more effectively to the national agenda for poverty alleviation and inclusive rural growth.