None of this seemed likely in 1970, when Sir Fazle turned Shell s offices in Chittagong into arefuge for victims of a deadly cyclone. BRACwhich started as an acronym, BangladeshRehabilitation Assistance Committee, and became a motto, building resources acrosscommunitiessurmounted its early troubles by combining two things that rarely gotogether: running an NGO as a business and taking seriously the social context of poverty.

　　但在 1970年却看不出这些，当时的法佐把壳牌公司在吉大港的办公址变成了避难所，接纳在一次恐怖龙卷风中的受害者。BRAC分别是孟加拉，康复，援助，委员会四个英文单词的首字母，并且演变成一句口号，建立跨社区资源克服了早期遇到的困难，办法是将两件很少能并置的东西结合到了一起：1. 像做生意一样运作一个NGO;2.认真对待贫穷的社会环境。

　　BRAC earns from its operations about 80% of the money it disburses to the poor . It calls a halt to activities that requireendless subsidies. At one point, it even tried financing itself from the tiny savings of the poor, though this drastic form of self-help proved a step too far: hardly anylenders or borrowers put themselves forward. From the start, Sir Fazle insisted on brutalhonesty about results. BRAC pays far more attention to research and continuous learningthan do most NGOs. David Korten, author of When Corporations Rule the World, called itas near to a pure example of a learning organisation as one is likely to find.

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