Strategic Plan - UNAPD · 2018. 4. 30. · 2.1.2. SWOT analysis ... nationwide consultation processes during which UNAPD members from across the country got opportunity to participate

Stategic Plan 2018 -2022 1Stategic Plan 2018 -2022 1

Strategic Plan

UGANDA NATIONAL ACTION ON PHYSICAL DISABILITY

UNAPD

Strategic Plan2018 – 2022

P. O. Box 959, Kampala | Plot 459, Namasole Road, | Kanyanya, | Gayaza RoadTel: +256 (0) 414 692403 | Email: [email protected] | Facebook: unapdunapd

Twitter: @UNAPD | YouTube: UNAPDUganda | Website: http://unapd.org

Stategic Plan 2018 -2022 2

ACRONYMS

ADD Int. ADD International

AGM Annual General Meeting

BOD Board of Directors

CSO Civil Society Organisation

DA District Association

DHF Danish Handicap Forbund

DPOs Disabled People’s Organisations

DRF Disability Rights Fund

EC Executive Committee

GA General Assembly

M&E Monitoring and Evaluation

NGO Non-Governmental Organisation

NUDIPU National Union of Disabled Persons of Uganda

PWD Persons with Disability

SDGs Sustainable Development Goals

SP Strategic Plan

SWOT Strengths, Weaknesses, Opportunities and Threats

UNCRPD United Nations Convention on the rights of persons with disabilities.

UNAPD Uganda National Action on Physical Disability


FOREWORDUganda National Action on Physical Disability (UNAPD) was founded in 1998 as an autonomous umbrella body composed of individual persons with physical disabilities and District Associations in Uganda. The main aim of forming UNAPD was to forge unity among persons with physical disabilities, advocate for their rights, fight their marginalization, educate them on their rights, ensure they are represented at all levels and uplift their standard of living.

Ultimately UNAPD visualizes “a society where people with physical disabilities live dignified and productive lives”. UNAPD therefore exists to remove barriers that prevent persons with physical disabilities from enjoying their full rights in society.

To achieve its purpose, UNAPD has since her founding undertaken a series of structural, policy and cultural transformations in response to the reality of her member’s existence and needs. All her programmes have been implemented through well thought and participatorily developed strategic and annual work plans. This 2018 – 2022 strategic plan is the fourth in a series of strategic plans that have shaped the organisation and its work. Over the years UNAPD’s work has also evolved from focusing on short term projects to long term programmes. This strategic plan too continues to pursue a programmatic approach to UNAPD’s work focusing on advocacy, networking and partnership building, inclusive education, Economic Empowerment, Inclusive Design/Accessibility as well as institutional and membership development.

Significant achievements of UNAPD over the last five years have included: being an active membership of the disability movement in Uganda as well as an effective voice articulating issues of People with Physical Disabilities (PWPDs) within the general civil society. In regards to Policy formulation, UNAPD actively took the lead in the formulation of the Accessibility standards and advocated for their adoption in the Building Control Act 2013 and is currently at the centre of ensuring that the standards are enforced across the country.

This UNAPD strategic plan is therefore rooted in a comprehensive analysis of the realities of the disability movement in Uganda and in consultation of its membership in all the four regions of the country. A broad review of key available literature further enriched the consultation and formulation process. Through the above processes UNAPD’s relevance role, structures and priorities were reaffirmed, clarified and are consolidated in this 5-year Strategic Plan (2018– 2022).


TABLE OF CONTENTSACRONYMS..........................................................................................................................................1FOREWORD.........................................................................................................................................2EXECUTIVE SUMMARY........................................................................................................................5CHAPTER 1: INTRODUCTION: .............................................................................................................71.1 BACKGROUND AND CONTEXT........................................................................................................71.1.1 Uganda........................................................................................................................................71.1.2 The disability movement in Uganda............................................................................................81.1.3 UNAPD.............................................................................................................................................81.1.4. The last strategic plan................................................................................................................81.2 OVERVIEW OF THE STRATEGIC PLAN.............................................................................................91.3. LINK TO THE NATIONAL DEVELOPMENT PLAN..............................................................................101.4 PROCESS OF DEVELOPING THE CONSOLIDATED STRATEGIC PLAN.................................................11CHAPTER 2: ANALYSIS OF THE UNAPD OPERATIONAL CONTEXT...........................................................122.1. INTERNAL CONTEXT ANALYSIS......................................................................................................122.1.1. The UNAPD Timeline....................................................................................................................122.1.2. SWOT analysis............................................................................................................................132.2. EXTERNAL CONTEXT ANALYSIS......................................................................................................142.2.1. Economic and Trend Analysis.....................................................................................................142.2.2. Political / Policy Context Analysis...............................................................................................152.2.3. Social and Cultural Context Analysis..........................................................................................162.3 UNAPD’S NICHE..............................................................................................................................172.4THE UNAPD INSTITUTIONAL PROFILE.............................................................................................172.5 UNAPD’S STRATEGIC POSITIONING...............................................................................................172.6 AIMS OF THE STRATEGIC PLAN.................................................................................................172.7. VALUES..........................................................................................................................................18CHAPTER 3: THE UNAPD STRATEGY 2018 – 2022..............................................................................193.1. OVERVIEW...................................................................................................................................193.2. GEOGRAPHICAL FOCUS...............................................................................................................193.3. CONSOLIDATED UNAPD’S WORK PROGRAMMES........................................................................193.4. THE UNAPD’S THEORY OF CHANGE................................................................................................19


CHAPTER 4: THE INTERVENTION STRATEGY.......................................................................................234.1 PROGRAMMING COMPONENT 1: ADVOCACY, LOBBYING AND SERVICE DELIVERY.....................234.1.1 Support formation of PWDs’ civic rights movements...............................................................234.1.2. Economic emancipation of PWDs............................................................................................244.1.3. Inclusive Education.......................................................................................................................244.2. PROGRAMMING COMPONENT 2: POLICY REVIEW, AND IMPLEMENTATION...............................264.2.1. Policy research.........................................................................................................................254.2.2 Policy review............................................................................................................................254.3. PROGRAMME COMPONENT 3: ACCESSIBILITY PROMOTION/MAINSTREAMING..........................264.3.1. Awareness raising Campaigns..................................................................................................264.3.2. Public legal litigation................................................................................................................264.4 PROGRAMMING COMPONENT 4: UNAPD INSTITUTIONAL CAPACITY DEVELOPMENT....................274.4.1 District membership restructuring............................................................................................274.4.2. Strengthen UNAPD governance and leadership......................................................................284.4.3. Build strategic linkages and Networks.........................................................................................284.4.4. Increase UNAPD visibility.........................................................................................................284.4.5. Support UNAPD sustainability..................................................................................................294.5. COMPONENT 5: CROSS CUTTING PROGRAMME AREAS ............................................................294.5.1. Youth and gender mainstreaming............................................................................................294.5.2. Monitoring, Evaluation and Learning (M,E&L).........................................................................30CHAPTER 5: IMPLEMENTATION, MONITORING AND EVALUATION................................................315.1 OVERVIEW....................................................................................................................................315.2 MONITORING, EVALUATION AND LEARNING..............................................................................315.3 TARGETS.......................................................................................................................................345.4. COORDINATION ARRANGEMENTS..............................................................................................345.5 RISKS, MITIGATING MEASURES AND CRITICAL SUCCESS FACTORS.........................................345.5.1 Risks and Mitigating Measures...............................................................................................345.5.2 Critical success factors...............................................................................................................34CHAPTER 6: FINANCING PLAN............................................................................................................35ANNEXES...........................................................................................................................................37ANNEX ONE: THE LOG FRAME (2018 – 2022)...................................................................................37ANNEX TWO: UNAPD ORGANOGRAM...............................................................................................45


EXECUTIVE SUMMARYOverviewThis 5-year Strategic Plan (2018 – 2022), builds on the successes of the last plan and continues to pursue a programme based planning approach. The strategic plan is an outcome of a comprehensive nationwide consultation processes during which UNAPD members from across the country got opportunity to participate.

This strategic plan is based on a recognition of the (political, economic, social, dynamics) within UNAPD’s operational context and the global development agenda now shaped by the Sustainable Development Goals (SDGs).

The aspirations of this Strategic Plan are enshrined in UNAPD’s Vision “A society where persons with physical disabilities are accorded rights enjoyed by all citizens” and Mission “A leading action-oriented organization of persons with physical disabilities dedicated to the removal of barriers in society, which prevent persons with physical disabilities from enjoying their full rights”. What UNAPD desires to achieve in the coming five years is further reflected in the goals and objectives as outlined in this plan. In the next five years, UNAPD’s work shall focus on the following programming components:

• Empowerment and service delivery to UNAPD members through effective needs based programming;• Lobby for Disability Centred Policy Development and Implementation at National and district Levels by supporting the active participation of UNAPD and her members in relevant policy spaces;• Strengthen UNAPD’s institutional effectiveness and financial sustainability.UNAPD at national and district level shall ensure that social and economic interventions in the country are responsive to key SDG indicators that resonate with its work while also striving for equity and equality in favour of PWDs.By championing the above aspects, UNAPD will strengthen its position and relevance in championing the interests of her members and PWDs in general. As a core aspect of her work, UNAPD will focus on empowerment of people with physical disabilities by building their civic confidence and competencies to demand for their rights, UNAPD will grow into a strong and efficient national network of District


Associations (DAs) that promotes timely and effective vertical and horizontal interventions on behalf of PWDs.

This Strategic Plan shall be executed through establishing strategic partnerships with likeminded organizations and synergizing efforts. The SP shall be driven by a strong investment in the institutional development of UNAPD herself particularly its operational capacities, systems and procedures at district and national level.

Although the last strategic plan ended in 2014, this strategic plan covers the period 2018 – 2022. The period 2014 – 2016 was utilized as a bridge period during which the process of formulating this strategic plan commenced. The period was also utilized to complete assignments that were still ongoing at the end of the 2014 strategic plan period.

Structure of the Strategic PlanThis UNAPD Strategic Plan is divided into six chapters. Chapter one is an introduction to UNAPD, its background and the methodology used in preparing the SP.

Chapter two presents a detailed analysis of UNAPD, its strengths and weaknesses as well as a scan of her operational environment. It also gives UNAPD’s niche, her institutional profile, strategic positioning and aims of the Strategic Plan.Chapter three presents UNAPD’s strategy 2018 – 2022 including the geographical focus, UNAPD values, the consolidated work programmes and theory of change that represent its ambitions in the next five years.

Chapter four presents the intervention strategy and elaborates the goals, specific milestones and targets under each programming component.Chapter five discusses the implementation of the strategic plan and sets out how the goals and objectives of the strategy can be achieved, and the Monitoring and Evaluation arrangements.Finally, chapter six presents the financing plan and budget.


CHAPTER 1: INTRODUCTION1.1 Background and contextUganda National Action on Physical Disability (UNAPD) is an umbrella organization of persons with physical disabilities formed in 1998 by groups of persons with physical disabilities. As reflected in its name, UNAPD was envisaged as a uniting entity for persons with physical disabilities to advocate for their rights, fulfil gaps in their representation, fight their marginalization, educate them on their rights and to ultimately uplift their standards of living.

UNAPD visualizes a society where persons with physical disabilities are living a dignified and productive lives. UNAPD exist to remove barriers that prevent persons with physical disability from enjoying their full rights in the society. At national level UNAPD derives its mandate from its district member Associations currently spread out in 38 districts across the country.

Since its founding, UNAPD has gone through successive strategic planning processes and has grown into an effective national network at the helm of championing the needs of persons with physical disabilities. Her membership, programmes and partnerships have all grown over the years. At her 2010-2014 strategic planning, UNAPD ventured into a program based planning approach. This approach served the organisation and her membership well and is furthered in this plan.

1.1.1 UgandaThe disability movement in Uganda, of which UNAPD is part, through its advocacy and awareness creation, has, over the years made positive strides towards changing the lives of PWDS. This is seen in light of the various supportive policies that have been adopted by the government of Uganda as a result of UNAPD’s lobby and advocacy work. Policies such as Uganda National Policy on Disability, the disability fund, the all-inclusive education policy. Both international and national disability focused protocols such as the United Nations Convention on the Rights of persons with Disability, The Disability Act, the Communication Act, the UNISE Act, National Council for Disability Act, Parliamentary and Electoral Act, Local government Act, Building Control Act 2013 etc. are observed and broadly enforced in the country. The above therefore making Uganda a disability friendly country as far as policy is concerned. It also gives testimony to a nation that has come to appreciate the importance of addressing the barriers that PWDs have hitherto faced and which have hindered them from living dignified and productive lives. The constitution of the Republic of Uganda


and all other laws derived there from allows all citizens including PWDs freedom to organise and carry out their work. Through the tireless efforts of pioneers of the disability movement, PWDs are now by law part and parcel of decision making processes at all levels of governance in the country and consequently their voice is no longer silenced. The above implies that issues of concern to PWDs that require policy responses by Parliament can now easily be spearheaded by PWD members of Parliament. To its credit UNAPD already managed to get the accessibility standards to be approved as a national standard by members of Parliament. During the next five years UNAPD shall continue engaging Parliament to lobby for pro disability policies. However, in many respects, a lot still needs to be done to guarantee people with disabilities their full rights and freedom.

1.1.2 The disability movement in UgandaThe disability movement in Uganda has rapidly matured especially by taking advantage of the conducive policy environment in the country. Various disability categories are now effectively organised in their national unions and associations and most of them subscribe to NUDIPU, the umbrella body of PWD organisations and which ultimately gives all of them a stronger voice. For UNAPD too, during the implementation of the last SP, membership was broadened to include other categories of disability such as, Albinos and little people. In the coming five years, UNAPD shall focus on further strengthening of its district associations to enable more effective participation of the membership, PWDs, in implementation of this strategic plan and related programmes and activities at national and district levels.

1.1.3 UNAPDUganda National Action on Physical Disability (UNAPD) is a non-partisan and apolitical umbrella of persons with physical disabilities organization in Uganda, working for the benefit of its membership. In essence, the organisation is charged with the aim of uniting PWDs and fostering their role in nation building. A general assembly elects a national Board of directors (BoD) which is mandated to govern the organisation for four-year periods. UNAPD is currently organised in 38 district associations with a national Secretariat that manages the coordination and networking functions.

1.1.4. The last strategic plan The 2010 – 2014 ended UNAPD strategic plan focused on member economic empowerment and strengthening the systems and procedures in the organisation. Key achievements of implementing that strategic plan include: A stronger association, more stable membership, stable donor


partnerships, professional and stable staff, increased visibility and economic programmes benefiting PWDS. This plan builds on those achievements.

1.2 Overview of the Strategic planThis UNAPD strategic plan covers the period 2018 – 2022 although the last SP had ended in 2014. The period when the 2014 SP ended until this new one was formulated, was treated as a bridge period during which assessments of previous performance were done as well as concluding projects that were carried over.

A major area of interest for UNAPD and her membership is the integration of the needs of PWDs in national development processes, ensuring that they live dignified lives, access services, and employment as well as ensuring that Accessibility standards are enforced across the country. It is also noteworthy that the SP has been developed at the time when the global development agenda is guided by the Sustainable Development Goals (SDGs) with a slogan of “Leaving No One Behind”. For UNAPD, this SP is specifically grounded and shall contribute to the five SDGs, summarised below, that have specific resonance to its work and the aspirations of its membership; • End Poverty in all its forms everywhere, (G1)• Ensure healthy lives and promote wellbeing for all at all ages, (G3)• Achieve gender equality and empower all women and girls, (G5)• Promote sustained, inclusive, sustainable economic growth, full and productive employment and decent work for all, (G8)• Make cities and human settlements inclusive, safe, resilient and sustainable (G11)


Table1:SDGindicatorstobemonitoredbyUNAPDSDG SDG indicators to be monitored by UNAPD Goal 1. End poverty in all its forms everywhere

Sound policy frameworks at the national, regional and international levels, based on pro‐poor and gender‐sensitive development strategies, to support accelerated investment in poverty eradication actions.

Goal 3. Ensure healthy lives and promote well‐being for all at all ages

Increased health financing recruitment, development, training and retention of health workforce and strengthen Uganda’s early warning capacity, risk reduction and management of national health risks that can exacerbate the conditions of PWDs.

Goal 5. Achieve gender equality and empower all women and girls especially those with physical disabilities.

End all forms of discrimination against all women and girls everywhere. Eliminate all forms of violence against all women and girls in the public and private spheres.

Goal 8. Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all

Promote development‐oriented policies that support productive activities, decent job creation, entrepreneurship, creativity and innovation.

Goal 11. Make cities and human settlements inclusive, safe, resilient and sustainable

Develop quality, reliable, sustainable and resilient infrastructure, including regional and trans‐border infrastructure, to support economic development and human well‐being, with a focus on affordable and equitable access for all. Promote observance of accessibility standards in all infrastructure developments.

1.3. Link to the National development planIn addition, UNAPD recognises that while Uganda’s development aspirations, as expressed through vision 2020, is to transform Uganda into a prosperous middle-income country, PWDs, whose social, economic and political status are already behind those of other average Ugandans will need greater


support to be able to meaningfully move with the rest of the population. Vision 2020 will be achieved through a series of successive national development plans (NDP). According to Uganda Population and Housing Census Report (2002) one out of every 25 persons in Uganda had a disability, the prevalence of disability increased from 2% among children of less than 18 years to as 18% among older persons. The Uganda National Household Survey of 2009/10 indicated that Persons with Disabilities were at 16 percent of the population translating to approximately 5.5 million persons with disabilities using the recently concluded Uganda National Population and Housing Census provisional results. Persons with Disabilities face various forms of barriers ranging from negative societal attitudes; discrimination, inaccessible physical environment, information and communication technology to those resulting from insensitive disability friendly regulatory frameworks. These result into unequal access to services in the area of education, employment, healthcare, transportation political participation and justice in communities by persons with disabilities. Through this strategic plan UNAPD shall undertake lobby and other affirmative actions, to ensure that provisions enshrined in the NDP II (Access to the special grant for PWDS, improve resilience and capacity of vulnerable persons,) for the benefit of PWDs receive the necessary attention.

Specifically, UNAPD at national and district levels shall target at ensuring a 15% increase in the number of qualified PWDs that access public and private formal employment over the next five years.UNAPD shall also engage the Equal Opportunities Commission EOC to address areas of discrimination against PWDS that exist especially in public service.

1.4 Process of developing the consolidated Strategic PlanThis strategic plan is a result of a comprehensive consultation and planning process consolidating the outcomes of four regional stakeholders’ meetings, held in Western, Eastern, Central and Northern Regions of Uganda, have been synthesised and consolidated.During each regional consultation, representatives of District Associations expressed their views on what UNAPD should be and what she should do in order to achieve their common goals in the next five years .


CHAPTER 2: ANALYSIS OF THE UNAPD OPERATIONAL CONTEXT2.1. Internal context analysis

2.1.1. The UNAPD TimelineThe timeline tool was used to examine the UNAPD 2014-2017 journey and to identify both areas of excellence and where gaps exist. The outcomes are summarised below:

Table1:SummaryconclusionsaboutthetimelineAreas of excellence Areas with gaps - Registration and empowering

members;- Commence constructing the

UNAPD home on her land;

- Forming and supporting parent support groups;

- Strengthen district and sub county associations;

- Strengthen Disability sports projects

- Joint projects fundraising;

- Implementing inclusive education - Sensitisation on PWD rights;

- Partnership building - Lobbying and advocacy. - Savings and credit schemes

(VSLA);- Consultative meetings;

- Physical Accessibility Advocacy and lobbying for Inclusive environment;

- Ensure the commencement of the Building Control Act (2013) and implementation of the regulations/national building codes;

- Provide trust fund to member association.

- Monitoring and evaluating of projects.


Implications of the timeline;Over the next five years UNAPD will continue with those interventions where it has excelled and devote more time and resources to address the areas where gaps were identified. 2.1.2. SWOT analysisA comprehensive SWOT analysis of UNAPD was done and outcomes are summarised in the table below:

Table1:TheUNAPDSWOTAnalysis Strengths Weaknesses.

• UNAPD has diversity of membership organised in varied and active district associations hence multiple skill within the organization;

• Well-structured organisation composed of: General Assembly, BOD, the secretariat, district associations, individual members etc.;

• Key organisation policies and legal documents are in place;

• Registered district associations which authenticates f UNAPD’s national status;

• Legal existence as an NGO with a well-established and functional Secretariat;

• Qualified and committed staff, democratically elected BOD;

• Good reputation and rapport with other development partners and affiliation to NUDIPU;

• UNAPD recognised as the Voice of people with physical disabilities and hence has the capacity to influence government decision making in favour of PWDs.

• Weak District Associations resulting into delays in registration of members, inadequate payment of membership fees; leading to poor UNAPD coverage across the country;

• Weak linkages with other disability categories, trade unions, faith based organizations;

• Heavy dependence on external donors which jeopardises sustainability and erodes self-confidence;

• Lack of a resource mobilization strategy; • Inability of UNAPD to spread projects to

other registered membership Districts; • Insufficient inter and intra networking among

member resulting into low impact levels;

Opportunities Threats • National and international pro

disability legislations and policies e.g. UNCRPD, Disability act, the constitution of Uganda, Communications act, Building Control Act 2013, local government act, gender and equity can enhance policy advocacy;

• Pro disability programmes such as the youth fund, Operation Wealth Creation, in place, that present lobby opportunities for UNAPD;

• Conducive donor environment; • Fairly resourced UNAPD secretariat

with a professional team.

• Creation of new districts, and yet there are already many not yet reached by UNAPD;

• High expectations from members and government for UNAPD to satisfy the needs of all physically disabled people;

• Funding constraints as reflected by the general short-term funding from donors and decrease of funds from central government to districts;

• Unfriendly policy/guidelines; • Lack of prioritising disability issues.


Table1:TheUNAPDSWOTAnalysis Strengths Weaknesses.

• UNAPD has diversity of membership organised in varied and active district associations hence multiple skill within the organization;

• Well-structured organisation composed of: General Assembly, BOD, the secretariat, district associations, individual members etc.;

• Key organisation policies and legal documents are in place;

• Registered district associations which authenticates f UNAPD’s national status;

• Legal existence as an NGO with a well-established and functional Secretariat;

• Qualified and committed staff, democratically elected BOD;

• Good reputation and rapport with other development partners and affiliation to NUDIPU;

• UNAPD recognised as the Voice of people with physical disabilities and hence has the capacity to influence government decision making in favour of PWDs.

• Weak District Associations resulting into delays in registration of members, inadequate payment of membership fees; leading to poor UNAPD coverage across the country;

• Weak linkages with other disability categories, trade unions, faith based organizations;

• Heavy dependence on external donors which jeopardises sustainability and erodes self-confidence;

• Lack of a resource mobilization strategy; • Inability of UNAPD to spread projects to

other registered membership Districts; • Insufficient inter and intra networking among

member resulting into low impact levels;

Opportunities Threats • National and international pro

disability legislations and policies e.g. UNCRPD, Disability act, the constitution of Uganda, Communications act, Building Control Act 2013, local government act, gender and equity can enhance policy advocacy;

• Pro disability programmes such as the youth fund, Operation Wealth Creation, in place, that present lobby opportunities for UNAPD;

• Conducive donor environment; • Fairly resourced UNAPD secretariat

with a professional team.

• Creation of new districts, and yet there are already many not yet reached by UNAPD;

• High expectations from members and government for UNAPD to satisfy the needs of all physically disabled people;

• Funding constraints as reflected by the general short-term funding from donors and decrease of funds from central government to districts;

• Unfriendly policy/guidelines; • Lack of prioritising disability issues.

Implications of the SWOT analysisUNAPD has major advantages as a key actor within the disability movement and shall exploit her strengths to harness the opportunities identified while minimizing the risks and threats especially at national level. The need to strengthen UNAPD’s national level collaboration and networking with other disability organisations and wider CSOs is also underlined. The detailed strategies and prioritisation in this plan, also addresses identified shortcomings such as weak District Associations, inadequate linkages with other disability categories, trade unions, faith based organizations, heavy dependence on external donors, lack of a resource mobilization strategy, presence in only a few Districts and weak inter and intra district member networking.

2.2. External Context Analysis2.2.1. Economic and Trend AnalysisThe economic situation at global level have resulted into decreasing resources for social development work across the world. Donor funding is decreasing and therefore less and less resources available for investment in social development programmes. At national level in spite of seeming economic progress, PWDs are still placed at the margins of the economy. They are still the most vulnerable,


they still lack access to formal employment and other opportunities. Over 80% of graduate PWDs struggle to find a job for longer periods than people who do not have disabilities. Negative attitudes towards employment of even well-educated and qualified PWDs are still rampant nationwide. In addition, a greater number of PWDs suffer the effects of not having gone to school and as a result are relegated to the informal sector where they suffer from abject poverty especially in the rural areas. Society still generally relegates PWDS to rudimental often degrading and least paying jobs. Without addressing the above anomalies, PWDs will not harness the fruits national economic progress. The increasing use of technology such as computers in many areas of social and economic activity opens up new horizons for even the most severely disabled person.

Through this SP, UNAPD shall place emphasis on strategies that aim at improving the livelihoods of both educated and non-educated PWDs to enhance their personal development and contribution to national development. UNAPD shall in addition promote strategies that enhance its ability to generate its own resources. This shall be in the area of providing paid-for services such as consultancies and investing in constructing its own office premises in order to save the organisation from paying office rentals.

2.2.2. Political / Policy Context Analysis

Political context analysis and their implications for UNAPD The political and policy landscape in Uganda is generally supportive to efforts directed towards the poor and marginalised especially PWDS. Various legislations and policies that resonate with UNAPD’s work have either been formulated or socialised from continental and global levels. Political participation and representation of PWDs is now part and parcel of all national political processes. PWDs are now free to participate in elective processes at all levels. Currently there are five MPs directly elected through the disability movement and three others elected through mainstream electoral processes. It is noteworthy, that in spite of the conducive environment, PWDS participation in political processes is still low. There are few PWDs effectively involved in the political arena at the local and national levels. Often times even in those spaces PWD’s contributions are marginalised considering that representation is generally restricted to one PWD representative in the sub-county. At local level in many instances PWD representatives struggle to articulate is PWDs. Re is no reliable nationally there is an absence of reliable data on PWD participation in political processes.


Implications to UNAPD of the Political and policy trendsIn the next five years UNAPD shall place emphasis on capacity building of PWD political leaders. This will focus on but will not be restricted to lobby and advocacy as well as networking and collaboration. A data base of PWDs leaders across the country shall also be developed.

2.2.3. Social and Cultural Context AnalysisWhereas in the past, disability was frowned on and considered a taboo in many societies in Uganda, years of advocacy and campaign by UNAPD and other disability focused organisations have progressively reversed the negative attitudes towards people with disability. The introduction of all-inclusive education has also positively impacted PWDs education leading to improved numbers of children with disabilities attending and completing schools . The para games for instance have gained momentum and the recent wining of a gold medal by a UNAPD supported PWD athlete has cast plenty of attention nationally on the spot. UNAPD district associations too have become an important feature of social organising at district and sub county levels and compel all district programmes to ensure inclusion of PWDs. The increased awareness about disability rights among the members has fostered their active participation community development. In light of the above, disabilities in general and physical disability in particular enjoys good will which presents various windows of opportunity for PWDs to participate in a wide range of social initiatives.

Implications to UNAPD of the Social context analysisIn spite of the above not many studies have been done to affirm the socio-economic status of PWD. In the next five years, UNAPD shall undertake various national baseline studies to generate information on the status of PWDs and their role in various spheres. Besides access to donor funding, other areas of focus that shall be studied and promoted will the role and status of PWDs in their communities, me and retention of jobs. As well as extent of satisfaction with enjoyment of social benefits such as marriage, sports and other community activities. The UNAPD national Secretariat shall therefore devote greater effort in strengthening the capacities of the district associations to take advantage of prevailing and emerging opportunities at various levels. UNAPD shall continue programming awareness and sensitisation strategies about disability and this will involve designing innovative programmes that attract community participation. UNAPD shall utilise its success social programmes as a basis for resource mobilisation and in particular nurturing strategic partnerships with donors and the wider community to advance the long-term interests of PWDs.


2.3 UNAPD’s NICHEVision: “A barrier free environment for people with physical disabilities.”

Mission: “An organization dedicated to the removal of barriers in society, which prevent persons with physical disabilities from enjoying their full rights”.

2.4 The UNAPD Institutional ProfileUNAPD is a reputable national network well recognised as the representative of people with physical disabilities. Her position in the disability movement in the country is key and has membership in over 38 districts across the country.

2.5 UNAPD’s Strategic PositioningEstablished in 1998, UNAPD now has a track record of excellence in disability work. Its founding aims of uniting persons with physical disabilities so that they could collectively advocate for their rights and their special needs, forming an organization for persons with physical disabilities, tackling livelihoods challenges for PWDs, promote PWDs participation in political decision making, increasing visibility of PWDs and tackling barriers to social economic emancipation of PWDs are all still very relevant.

Since 1998 to date, UNAPD has gone through successive structural, social, policy and cultural shifts that have resulted into increased membership, funding and visibility. UNAPD is now very well placed as a national actor and builds on the successes recorded to take her work to higher level in the next five years.

2.6 Aims of the Strategic PlanThis strategic plan consolidates UNAPD’s aspirations and sets out its direction at national and district levels for the next five years. UNAPD over the next five years shall undertake its interventions under the programme initiatives outlined below:- Advocacy, Lobbying and Service Delivery for PWDs(Empowerment)- Policy review and Implementation- Accessibility Promotion/Mainstreaming- Institutional Capacity Development


2.7. Values

UNAPD’s work over the next five years shall be underpinned by the values below: • Honesty and openness;• Transparency and accountability;• Social Responsibility and caring for others;• Inclusiveness and equal participation;• Respect and tolerance;• Self-esteem;• Equity and Equality.


CHAPTER 3: THE UNAPD STRATEGY 2018 – 20223.1. OverviewThis section defines the scope and coverage of UNAPD’s programmes in the next five years.

3.2. Geographical focusUNAPD is a national NGO and its geographical focus has always been the entire country although resource limitations have made this ambition difficult to attain. In the next five years, the focus shall be to increase the current district membership coverage of 38 districts by 8% per year. In terms of programmes, UNAPD currently implements projects in 13 districts. In the next five years programmes will be extended to two new districts per year. At national level, UNAPD shall focus on effective policy lobby and advocacy to always ensure that the concerns of PWDs are mainstreamed into all policy processes. UNAPD shall pay attention to the strategies that government adopts to address the issues regarding PWDs as expressed in its vision 2040 and through the NDPs.

3.3. Consolidated UNAPD’s work programmesThrough this strategic plan, UNAPD endeavours to champion the interests of PWPDs and strengthen the capacity of her member district associations. She will also work towards building a critical mass of knowledgeable and empowered PWPDs, in order to foster their confidence and capacity in articulating their needs and interests. UNAPD shall also work to ensure that her membership work together to effectively articulate their needs and hold duty bearers accountable.

3.4. The UNAPD’s Theory of ChangeThe Domains of Change, Pathways and Breakthroughs for the theory of change

The underlying theory of change embodied in this Strategic Plan indicates the ‘domains of change’ that UNAPD considers significant for PWDs to influence and shape the social economic and political processes that affect their lives. The theory of change states that:

“If PWDs are empowered and they became more aware of their rights and responsibilities, they would be civically confident and competent to effectively organize and form strong district associations and then subscribe to an equally effective national platform, UNAPD, that will in turn engage in and


articulate their interests in relevant social, economic, political and other development processes, as well as design programmes and projects that meet their needs. UNAPD as a national platform would in particular engage leaders at various levels to adopt and enforce policies that are Disability sensitive and subsequently prevail on those leaders to perform against those policy standards.; if leaders in turn note that the PWDs are organized and are aware of the role of leadership in championing their livelihoods as well as their social, political and economic aspirations at district and national levels , they will be committed to and will, believe and promote principles of societal management and social justice that are sensitive to the interests of PWDs. if then UNAPD continues lobbying and influencing the district and national policy environment in which she is situated by building capacities of PWDs and their district associations, as well as by opening spaces for PWDs to engage and influence policy, and if progressively the policy landscape in the country becomes responsive to the interests of PWDs, if UNAPD’s institutional capacity is further strengthened and she becomes more efficient and effective in coordinating the efforts of PWDs at district and national levels; then this will result into a transformed social and economic land scape in which PWDs enjoy their full citizens’ rights.

The Domains of ChangeUNAPD’s 2018-2022 strategic plan focuses on the three interlinked domains of change below, categorized under the programming components of, empowerment and service delivery to PWDs, policy engagement and UNAPD institutional development. These are further explained below:

a) Empowerment and service delivery to PWDsOverall, this domain of change will focus on strengthening the civic confidence and competencies of PWDs across the country to know their rights and obligations to enable them organise in effective district associations that eventually form the UNAPD national platform through which they would be able to assert those rights. This domain of change shall also entail setting up programmes and projects that meet member needs.

The underlying hypothesis of this domain of change states that:““If PWDs are empowered and they became more aware of their rights and responsibilities, they would be civically confident and competent to effectively organize and form strong district associations and then subscribe to an equally effective national platform, UNAPD, that will in turn


engage in and articulate their interests in relevant social, economic, political and other development processes, as well as design programmes and projects that meet their needs”

b) Policy EngagementThis domain of change shall focus on policy engagement targeting the State, Private Sector and other Stakeholders. It will also address policy implementation, policy research and analysis; proposing of policy alternatives, enhancing policy interrogation lobbying and advocacy. Policy Implementation shall entail providing leadership in demanding for the execution of the disability responsive policies such as the existing Building Control Act 2013, Equal Opportunities Act as well as any other policies, protocols, strategic plans and programmes that resonate with UNAPD’s core objectives. UNAPD’s participation in policy development shall be through presentation of position papers, petitions and policy proposals, in collaboration with other organisations working to address the issues of disabilities and by participating in relevant sectoral committees. The overall objective of this domain of change shall be “To Ensure PWD Centred Policy Development and Implementation at National and District Levels.

The underlying hypothesis for this domain is that “UNAPD as a national platform will in particular engage leaders at various levels to adopt and enforce policies that are sensitive and responsive to the issues of disability. Subsequently, this should prevail on those leaders to perform against those policy standards.; if leaders in turn note that the PWDs are organized and are aware of the role of leadership in championing their livelihoods as well as their social, political and economic aspirations at district and national levels , they will be committed to and will, believe and promote principles of societal management and social justice that are sensitive to the interests of PWDs. if then UNAPD continues lobbying and influencing the district and national policy environment in which she is situated by building capacities of PWDS and their district associations, as well as by opening spaces for PWDs to engage and influence policy, and if progressively the policy landscape in the country becomes responsive to the interests of PWDs,”

c) Accessibility Promotion and EnforcementThe main purpose of this domain of change is to strengthen UNAPD’s speciality in Physical Accessibility Advocacy and inclusion in the on-going construction industry, and this will continue to be backed by the existing Accessibility Standards and Building Control Act (2013). Several strategies will be employed to realize the desired change in the construction industry in Uganda of an all-inclusive


environment for all including PWDs and among these include; strengthened organisational capacity, awareness raising and advocacy, accessibility audits, public legal litigation, curriculum review, review of building plans/drawing and inspection of on-going constructions, among others.

“If the Accessibility Standards and Building Control Act (2013) are collectively enforced by the relevant professionals in the construction industry, then PWDs will enjoy their rights of access to services through an all Inclusive Physical Environment”

d) Institutional DevelopmentThe major thrust of this domain of change is to strengthen UNAPD’s governance capacity at both national and district levels. This change will be brought about by developing and strengthening UNAPD’s policies and governance systems; strengthening capacity of the national Board and the leadership of the district associations to deliver on their mandates; set up a financial sustainability plan; initiate, engage and sustain membership in relevant networks and partnerships. The underlying hypothesis of this domain of change state that:

“If UNAPD’s institutional capacity is strengthened further to become more efficient and effective in coordinating the efforts of PWDs at district and national levels; then this will result into a transformed social and economic land scape in which PWDs enjoy their full citizens’ rights”.


CHAPTER 4: THE INTERVENTION STRATEGYThis chapter details the strategic initiatives, objectives, specific actions, outputs and outcomes of the plan. It also elaborates on the four Programming Components: (i) Advocacy lobbying and service delivery (ii) Policy review and implementation, (iii) Accessibility promotion/mainstreaming (iv). UNAPD Institutional Development (v). cross cutting programme areas.

4.1 Programming Component 1: Advocacy, lobbying and service delivery.

Overall objective: Strengthen the civic competence and confidence of UNAPD members.In the past PWDs across the country suffered marginalisation and abuse mainly because they lacked awareness of their rights. The focus of this programme component shall be to strengthen PWDs knowledge of their rights and obligations and to support their efforts to organise in a civil rights movement composed of effective associations at district level through which they would be able to assert those rights. In addition, through this component UNAPD shall design programmes that address the specific livelihood needs of PWDs. Key interventions under this area shall include: • Support the formation and operation of civic rights movements• Economic emancipation. • Inclusive Education and Disability sports

Below is a detail of how each intervention shall be tackled.

4.1.1 Support formation of PWDs’ civic rights movements. UNAPD and the disability movement in general have progressively tackled the negative attitudes and stigma associated with disability. Through various enabling laws, PWDs are now able to challenge the social exclusion and injustice they suffered in the past. However, issues such as lack of access to decent employment, physical and institutional barriers to basic services for PWD still linger. To sustainably tackle, such constraints PWDs have to organise into strong civic rights movements.

Specific objective: To equip PWDs with confidence to organise into civic rights movements. Strategies under promoting PWD’s civic rights - Conduct regular trainings on civic and other rights,- Organise inter and intra exchange visits,


- Provide PWDs with relevant legal information,- Organise lobby engagements between PWDs civic movements and other stakeholders.- Initiate and or strengthen collaborative networking with other actors

4.1.2. Economic emancipation of PWDs PWDs are among the neediest members of society mainly because they are denied opportunity to freely exercise their full potentials. UNAPD shall, through this strategy promote their economic emancipation by ensuring that there is accelerated access to financial resources and acquisition of relevant skills in entrepreneurship.

Specific objective: Set up and manage programmes that address the economic needs of UNAPD members- Promote fundraising initiatives at both National and district level,- Promote savings and credit culture among members using the VSLA or Self-help group methodologies,- Strengthen disability sports,- Promote formal educational and vocational trainings among the members,- Enhance formal and informal employment of members,- Create linkages with Government and Non - Government Livelihood Programs,- Create linkages with PAPs,- Promote formation of Parents Support Groups (PSGs).

4.1.3. Inclusive Education and Disability Sports Although the Government of Uganda embraced Universal Primary and Secondary Education, the design of the program does not suite the education needs of children with disabilities (CWDs) which has left several CWDs out of school or continuously drop out of schools. This trend denies these vulnerable children their fundamental right to education, and extends the vicious cycle of poverty among PWDs. UNAPD through this strategy intends to strengthen the Inclusive Education interventions supplemented by service delivery.

Specific objective: Set up and manage programmes that addresses the pertinent education needs of CWDs/PWDs.- Strengthen the advocacy efforts for the specific education needs of CWDs/PWDs.


- Introduce service delivery into Inclusive Education to enhance attendance of CWDs to education.- Promote the Parent Support Groups strategy to enhance increased enrolment and retention of CWDs in schools.- Promote savings and credit culture among members using the VSLA or Self-help group methodologies,- Strengthen disability sports,- Promote formal educational and vocational trainings among the members,- Create linkages with Government and Non – Government organisations in the education sector.

4.2. Programming Component 2: Policy review, and Implementation

Overall Objective: Advocate for PWDs Centred Policy review and Implementation at National and district LevelsUNAPD has already been engaged in policy lobby and advocacy as a result of which PWD responsive policies, such as the accessibility standards, have been enacted. However various existing policies still disadvantage PWDS. UNAPD in the next five years shall focus on reviewing policies to identify gaps that disfavour PWDS as well as conduct research on policy implementation to determine the social, economic and political impacts of policy on PWDS. Specifically, UNAPD shall: - Undertake Policy Research - Conduct Policy reviews; Below are details on the strategies and actions under each thematic area.

4.2.1. Policy research UNAPD is convinced that research studies on the status of PWDS need to be done regularly to identify gaps or challenges that either require new policies or a review of existing policies and how they are implemented. Based on research outcomes, UNAPD shall be able to propose policy alternatives as well as undertake appropriate lobby and advocacy actions. Specific objective: To conduct research and use outcomes to lobby and advocate for alternatives. Key strategies to achieve the objective shall include;- Design and conduct research,- Disseminate research outcomes. 4.2.2 Policy review The focus of UNAPD under this component UNAPD to encourage her members to actively participate in assessing all national policies do determine the nature of their impact on the lives of PWDS.


Specific objective: To promote the active participation of PWDS’ in policy review processes. This objective shall be achieved through the following strategies:- Strengthen the capacity of PWDs to undertake policy review,- Profile existing policies and underline gaps,- Present review outcomes and recommendations to policy makers.

4.3. Programme component 3: Accessibility promotion/mainstreaming UNAPD has over the years been actively advocating for physical accessible environment for PWDS through policy review, development of accessibility standards and awareness raising on accessibility rights for PWDS. The enjoyment of accessibility rights by PWDs is still currently severely curtailed by physical barriers. This continues to persist in spite of the Accessibility Standards, building control Act (2013) and the UNCRPD that are aimed at mainstreaming accessibility rights for persons with disabilities in programmes. The above translates into a continuous violation of the rights of PWDs.Overall objective: To scale up the campaign for adoption and enforcement of the building control Act and accessibility standards across the country.Strategies for Action on accessibility standards: Awareness raising campaigns, Public legal litigation.

4.3.1. Awareness raising Campaigns Specific objective: To conduct nationwide awareness raising campaigns promoting widespread adoption of the Building Control Act 2013 and Accessibility Standards. Strategies for action on awareness raising: - Conduct public sensitization campaigns,- Curriculum review for relevant professionals,- Advocate for the admission of PWDs in the Architectural/Engineering Courses,- Review of Building plans/drawing and inspection of on-going construction.

4.3.2. Public legal litigation Specific objective: To initiate relevant legal proceedings against public and private institutions that knowingly refuse to respond to the Building Control Act 2013 and the Accessibility Standards. Strategies for action on public legal litigation: - Undertake Research,


- Accessibility auditing and utilise outcomes to initiate relevant legal proceedings,- Review of Building Plans/drawing and inspection of on-going construction,- File Court cases on violation of accessibility rights of members.

4.4 Programming Component 4: UNAPD Institutional Capacity DevelopmentOverall objective: To support the institutional development of UNAPD. Strategies for Action on Institutional Capacity Development- District membership restructuring;- Membership strengthening;- Strengthen UNAPD governance and leadership;- Build strategic linkages and networks;- Ensure UNAPD sustainability;- Increase UNAPD visibility;

4.4.1 District membership restructuring UNAPD was founded as an individual membership organisation with the national Secretariat as the only organ. However, over the years, the organisation has now grown and envisions even further expansion into other yet to be reached districts. It has a General Assembly, Board of Directors, a National Secretariat, District Associations which are spread across the different regions and serving a wide range of members. Although UNAPD has organised District Associations in the current 38 districts, there is continuous creation of the districts which have increased from the traditional 52 districts to now 121 districts in Uganda. This structural change makes it difficult for an organisation like UNAPD to be visible in all the 121 districts of Uganda and therefore raises the need for restructuring UNAPD membership to be geographically well represented to have a true picture of national coverage and wide visibility. In the course of five years of this plan, efforts will be invested in the restructuring of UNAPD membership from the district based membership to regional based membership in order to increase efficiency and effectiveness of the organisation. Nonetheless, the National Secretariat shall continue supporting capacity development of both individual members as well as re-organizing the structural setup of the membership at regional level.Specific objective: To increase efficiency and effectiveness of the organisation through restructuring and refocusing membership

Strategies under membership restructuring - Support the formation of UNAPD regional structures,


- Establishment of new governance committee,- Train leaders in relevant fields of management including leadership and advocacy,- Expand UNAPD programs into two new districts per year.

4.4.2. Strengthen UNAPD governance and leadershipThis strategy seeks to strengthen UNAPD’s governance and leadership through improved policies and management systems. Specific objective: The capacity of the UNAPD Secretariat and BOD and general membership strengthened.

The following interventions shall be implemented: - Recruit and Retain quality staff,- Expand to new districts and undertake Membership registration and retention,- Ensure democratically elected BOD and hold regular BOD meetings,- Prepare and share regular reports,- Organise annual general meeting,- Strengthen Management Information System (MIS).

4.4.3. Build strategic linkages and NetworksTo achieve greater mileage UNAPD shall work in partnership and in alliance with other sub regional and global partners and networks. Specific objective: Strengthen UNAPD’s networking and collaboration. Under this strategy the following interventions shall be implemented:- Identify and subscribe to strategic networks and coalitions,- Strengthen linkages with other likeminded national and international disability movement,- Participate in National and international conferences, forums, dialogues and others,- Strengthen UNAPD communication strategy.

4.4.4. Increase UNAPD visibilityUNAPD will ensure visibility at various levels to ensure that her best practices are spread. Specific objective: To enhance UNAPD’s visibility at all levels. Under this strategy the following interventions shall be implemented:


- Widely disseminate outcomes of UNAPD’s work through an effective communication strategy that includes the bulletin, annual reports, calendars and other media,- Maintain and operate interactive web based media such as the website, twitter and Facebook,- Engage with the national and international programmes e.g. para games and take up relevant leadership.

4.4.5. Support UNAPD sustainabilityThis strategy aims to ensure sustainability of UNAPD and her programmes. The strategy is prompted by the appreciation that over reliance on external donor support risks organisational sustainability and deters the organisation from designing and implementing long term Programmes. Specific objective: To strengthen UNAPD’s institutional resilience. This strategy will be achieved through the following interventions.- Identify strategic funding partners to support in building a stable resource base for the movement by developing an effective fundraising strategy,- Maintain good rapport with all current donors and cultivate long term relationships,- Lobby the government to integrate disability needs into their programmes,- Register new members and retain all old ones,- Develop and adopt a comprehensive resource mobilisation strategy,- Develop a business plan that can be used for income generating projects,- Set up UNAPD’s a permanent home.

4.5. Component 5: Cross cutting programme areas UNAPD recognises youths and gender as well as Monitoring and evaluation as crucial cross cutting issues in all its work. The organisation therefore shall ensure mainstreaming of these components in all its programmes.

The overall objective: To mainstream Youth, gender and M and E in all UNAPD’s institutional and programme processes.

4.5.1. Youth and gender mainstreamingThis will entail the following:- Develop youth policy,- Implementation of the gender policy in ongoing programmes,- Prioritise gender /youth specific issues of concern e.g. Reproductive health, HIV/AIDS, youth employment,


- Promote disability sports.

4.5.2. Monitoring, Evaluation and Learning (M,E&L)This will entail agreement on key process and outcome indicators that will be constantly monitored to ensure that:• The plan is on course and that there are mechanisms to measure achievements against set targets;• Proper accountability for resources is undertaken;• Learning happens and lessons are captured, consolidated and utilized for refining implementation processes;• Learning occurs through best practices that are identified and documented.


CHAPTER 5: IMPLEMENTATION, MONITORING AND EVALUATION5.1 OverviewThis chapter defines mechanisms for the Strategic Plan implementing with a further focus on key elements of monitoring and evaluation. A set of performance indicators has been proposed to measure progress towards the objectives of the Plan.Strategy implementation is perhaps the most critical aspect of any SP process as this is the phase when planned benefits are delivered. All other phases are, therefore, essentially supportive of the implementation phase. It has been observed that many effectively formulated strategies fail because they are not successfully implemented. Robert S. Kaplan and David P. Norton report that, “fewer than 10 percent of effectively formulated strategies were successfully implemented” (Kaplan and Norton, 2001). They conclude that “the ability to execute a strategy is more important than the quality of the strategy itself”.

The purpose of strategy implementation is threefold:• Deliver the results, achieve purpose and contribute effectively to the overall goals;• Manage the available resources efficiently;• Monitor and report on progress to support performance management.It is important to emphasize that strategy implementation is invariably more difficult than strategy design. While strategy design involves positioning forces before action, it focuses on effectiveness (doing the right things), requires good in-built and analytical skills and co-ordination among a few people, implementation on the other hand involves managing forces during action, focuses on efficiency (doing right things well), is primarily an operational process requiring considerable funds, special motivation and leadership skills. And for UNAPD, a national network, it will involve co-ordination among many people at district and national levels.Implementation of this plan will involve, mobilizing drivers of strategic success such as regular progress reviews and organizational assessment to identify any Social, Political, Economic and Ideological shifts.

5.2 Monitoring, Evaluation and Learning The purpose of Monitoring and Evaluation is to guide the implementation of the SP by tracking process, outcomes and impact as well as making adjustment where necessary, this can only be


achieved by designing a comprehensive M&E system. Other aims of monitoring and evaluating this plan include:

• Ensuring that the plan is on course;• Accountability to ensure that the resources released are utilized for the intended purpose;• To provide experiential learning that can be captured, consolidated and utilized for refining implementation process;• Research;• Identification and documentation of best practices & lessons learnt in the implementation process;• Measure achievements against set targets.At the end of the five-year period, there will be an evaluation of the plan to document achievements, best practices, challenges, success stories and lessons learnt.

Table1:RisksandmitigationmeasuresRisk Description/Discussion Mitigating measures InternalMembers attitudes may be about business as usual

• UNAPD district members may not sufficiently buy-into the plan

• Staff at national and regional levels may not be innovative and creative in executing this plan.

• An extensive and consistent communication programme should be undertaken by the Secretariat and the Board to socialize the plan.

• District Associations should to the extent possible harmonise their work plans with this strategic plan to ensure harmony and consistency at all levels.

An over-ambitious plan that may be unachievable

• Unrealistic targets, • Limited commitment

to the plan by stakeholders. Limited commitment among development partners.

• Ensure that objectives are SMART and targets achievable within available resources,

• Do extensive advocacy to popularize the plan among development partners and other stakeholders.

Weak M&E system The M&E system does not operate efficiently.

• Extensively use internal and external benchmarking & performance measures that have been identified,

• Enhance reporting mechanisms during Board meetings and on an annual basis.

••


External risks Political interference There is no negative

Political interference immediately envisaged that can badly affect UNAPD operations at national level. However, the NGO law has just been amended and UNAPD’s operations can be jeopardized by non-compliance with the new law.

• UNAPD should maintain her apolitical status and should internalize the provisions of the new law to comply with all the provisions contained therein. UNAPD should also maintain strong high-level advocacy to ensure that she receives governments’ recognition and support.

Mobilization and securing resources for implementation of the plan.

Failure to broaden funding base and engaging other funding partners.

• Ensure current donor partnerships are maintained through proper accountability.

• Pursue a proactive stance to mobilize resources by for instance organizing an Annual Donors Conference”.

Coordination and collaboration.

• Weak coordination between district association, members and the national secretariat and Board.

• Strengthen communication and information sharing.

Ineffective plan implementation.

Due to failure to mobilize drivers of strategic success including: • failure to put in place

relevantorganizationalstructures,

• failure to introduce and adhere to modern management systems and procedures, and

• Failure to introduce and manage change.

• Achieving strategic alignment (creating strategy awareness) and enlisting “buy-in” of all stakeholders,

• Avoid complacency by setting and monitoring performance targets,

• Mobilize drivers of strategic success, a strategy - supportive culture and an action plan.

Other M&E arrangements shall include the following;i. Monthly reports;ii. M&E results shall be disseminated to key stakeholders including funding partners;


iii. Website;iv. Publication and dissemination of the newsletter and Annual Reports

5.3 Targets The log frame attached proposes targets that will be monitored for each output as defined in this plan.

5.4. Coordination arrangementsThe plan shall be coordinated at two levels. On one hand, the National Secretariat guided by the Board will lead on the execution of the national processes while the various district associations and regions take a lead on district level processes. The Secretariat shall nevertheless offer all possible support to the districts in the implementation of their programmes. Internal coordination arrangements shall include quarterly, midterm and annual reviews. Regular Board meetings, annual general meeting and the UNAPD general assembly.

Key elements of reporting should include but not be restricted to the following;• Monthly updates shared by both the national and district associations to update each other;• Quarterly update Reports containing a three months consolidation of monthly reports;• Midterm and annual reports shared with various stakeholders. .5.5 Risks, Mitigating Measures and Critical Success factorsRisks that could impact on the implementation of the plan have been identified; so too have possible mitigating measures to minimize their impact on the success of the plan.

5.5.1 Risks and Mitigating MeasuresInternal risks that are envisaged relate to factors within the control of the organization while external risks relate to factors beyond its control that may affect implementation of this plan. The following table presents risks and possible mitigation measures.

5.5.2 Critical success factorsThe following success factors have been identified for this plan:i. Strategic leadership and management at UNAPD National level to provide the vision and a sense of direction for the growth and success of the network as well as build ownership and alignment at regional and district levels.;ii. Broad ownership and participation by staff and members in plan implementation;iii. Effective partnership with other disability actors as well as with relevant governments agencies, ministries, departments and development partners;


CHAPTER 6: FINANCING PLANThe Implementation of this SP shall require adequate and timely financial resources. This will call for continued collaboration with development partners and broadening the funding base. These funds shall be secured as follows:

Table 1: Projected Five-year Budget (US dollars) Thematic Area Year 1 Year 2 Year 3 Year 4 Year 5 Total %

Share

Adv

ocac

y,

lobb

ying

an

d se

rvic

e de

liver

y

Support formation of civil rights movements

100,000 150,000 200,000 200,000 250,000 900,000 16.7%

Support PWDs’ economic emancipation

100,000 150,000 150,000 150,000 150,000 14.2%

Inclusive education and disability sports

200,000 2000,000 170,000 170,0000 150,000 890,000 15.8%

Polic

y re

view

, an

d Im

plem

ent

atio

n

Research 100,000 150,000 200,000 200,000 250,000 900,000 16.7%

Policy review; 100,000 150,000 200,000 200,000 200,000 850,000 15.7%

Acce

ssib

ility

prom

otio

n/m

ainstr

eam

ing

Awareness raising Campaigns

100,000 150,000 200,000 200,000 250,000 900,000 16.7%

Research

100,000

150,000

200,000

200,000

200,000

850,000

15.7%

Public legal litigation

100,000

150,000

200,000

200,000

250,000

900,000

16.7%

Curriculum review 100,000

150,000

200,000

200,000

200,000

850,000

15.7%

Accessibility auditing,

100,000 150,000 200,000 200,000 200,000 850,000 15.7%


Cro

ss c

uttin

g pr

ogra

mm

e ar

eas

Youth and gender 100,000

150,000

200,000

200,000

250,000

900,000

16.7%

M and E 100,000

150,000

200,000

200,000

200,000

850,000 15.7%

UN

APD

In

stitu

tiona

l D

evel

opm

ent

Strengthen UNAPD governance and leadership;

80,000 70,000 70,000 50,000 50,000

Ensure UNAPD sustainability

80,000 70,000 70,000 40,000 40,000

Build strategic linkages and networks;

70,000 370,000 370,000 370,000 370,000

Increase UNAPD visibility;

60,000 60,000 60,000

60,000

60,000

1,850,000 34.3%

Totals 5,400,000 100%


ANNE

XES

Anne

x on

e: T

he lo

g fr

ame

(201

8 –

2022

)

IN

TERV

ENTI

ON

LOGI

C KE

Y PE

RFOR

MAN

CE

INDI

CATO

RS

MEA

NS

OF

VERI

FICA

TION

AS

SUM

PTIO

NS

Over

all G

oal:

“A

ba

rrier

fre

e

envir

onm

ent

for

peop

le w

ith

phys

ical

disa

bilit

ies.”

PWDS

live

dign

ified

lives

Testi

mon

ies f

rom

PW

Ds

and

their

fam

ilies.

So

cieta

l ne

gativ

e pe

rcep

tions

of

PW

DS

will

be

com

plete

ly er

adica

ted.

Purp

ose:

M

issi

on:

“An

orga

niza

tion

dedi

cate

d to

th

e re

mov

al of

ba

rrier

s in

so

ciety

, wh

ich p

reve

nt p

erso

ns

with

ph

ysica

l di

sabi

lities

fro

m

enjo

ying

their

fu

ll rig

hts

- Se

cret

ariat

led

PW

D fo

cuse

d ini

tiativ

es.

- 49

effe

ctive

dist

rict

PWD

asso

ciatio

ns.

- UN

APD

initia

ted

Polic

y lob

by

and

advo

cacy

ac

tions

tra

nslat

e int

o po

sitive

res

ults

for

PWDS

.

- PW

Ds v

isible

and

ac

tive

at a

ll lev

els

of

socie

tal

gove

rnan

ce.

UNAP

D an

nual

repo

rts

UNAP

D wi

ll be

ab

le to

mob

ilise

the

reso

urce

s ne

eded

to

exe

cute

the

SP.

Over

all o

bjec

tive

Spec

ific

obje

ctive

M

ajor

act

ions

Re

ports

and

mea

ns o

f ve

rific

atio

n

Assu

mpt

ions


Prog

ram

min

g C

ompo

nent

1: A

dvoc

acy,

lobb

ying

and

ser

vice

del

iver

y St

reng

then

th

e ci

vic

com

pete

nce

and

conf

iden

ce o

f U

NAP

D m

embe

rs.

Spec

ific

obje

ctiv

e: E

quip

PW

Ds

with

con

fiden

ce to

org

anis

e in

to c

ivic

righ

ts m

ovem

ents

. St

rate

gy

1.1:

Pr

omot

e PW

Ds’

civi

c rig

hts.

Con

duct

reg

ular

tra

inin

gs

on c

ivic

and

oth

er ri

ghts

,

At l

east

one

civ

ic r

ight

s w

orks

hop

orga

nise

d pe

r re

gion

per

yea

r.

Org

anis

e in

ter

and

intra

ex

chan

ge v

isits

,

At

leas

t on

e ex

chan

ge

visi

t org

anis

ed p

er y

ear

Prov

ide

PWD

s w

ith

rele

vant

lega

l inf

orm

atio

n 10

0%

of

UN

APD

m

embe

rs a

war

e of

the

ir le

gal r

ight

s.

Org

anis

e lo

bby

enga

gem

ents

be

twee

n PW

Ds

civi

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ovem

ents

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d ot

her s

take

hold

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At

leas

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e PW

D

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sful

ly

held

pe

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ar.

Initi

ate

and

or s

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co

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rativ

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twor

king

w

ith o

ther

act

ors

Prom

ote

form

atio

n of

Pa

rent

s Su

ppor

t G

roup

s (P

SGs

At l

east

one

PSG

set

up

and

is e

ffect

ive

in e

ach

UN

APD

mem

ber d

istri

ct.

Spec

ific

obje

ctiv

e: S

et u

p an

d m

anag

e pr

ogra

mm

es th

at a

ddre

ss th

e ec

onom

ic n

eeds

of U

NAP

D

mem

bers

St

rate

gy 1

.2:

lead

so

cial

em

anci

patio

n of

PW

Ds.

Car

ry o

ut fu

ndra

isin

g in

itiat

ives

at b

oth

Nat

iona

l an

d di

stric

t lev

el.

At

leas

t on

e na

tiona

l fu

ndra

isin

g ev

ent h

eld

per

year

and

one

hel

d in

eac

h m

embe

r dis

trict

.

Build

/nur

ture

a s

avin

gs

All

dist

rict

asso

ciat

ion


and

cred

it cu

lture

am

ong

mem

bers

. m

embe

rs p

artic

ipat

ing

in

savi

ngs

and

cred

it ac

tiviti

es.

Lead

and

pro

mot

e di

sabi

lity

spor

ts

natio

nwid

e.

Annu

al

disa

bilit

y sp

orts

ga

la

orga

nise

d an

d al

l m

embe

r as

soci

atio

ns

repr

esen

ted.

Cre

ate

linka

ges

with

po

verty

alle

viat

ion

prog

ram

mes

(PAP

s)

PWD

s ac

tivel

y se

ek a

nd

acce

ss P

APS.

St

rate

gic

Obj

ectiv

e: S

et u

p an

d m

anag

e pr

ogra

mm

es t

hat

addr

esse

s th

e pe

rtine

nt e

duca

tion

need

s of

CW

Ds/

PWD

s.

St

rate

gy 1

.3. T

o bl

end

incl

usiv

e ed

ucat

ion

with

D

isab

ility

Spo

rts.

Incr

ease

d en

rolm

ent a

nd

rete

ntio

n of

CW

Ds

in

scho

ol.

Impr

oved

acc

essi

bilit

y

Indi

cato

rs in

sch

ools

and

th

eir e

nviro

nmen

t. In

volv

emen

t of C

WD

s in

ex

tra s

choo

l cur

ricul

ar

activ

es li

ke d

isab

ility

spor

ts.

Dis

abilit

y sp

orts

ado

pted

as

one

of t

he s

choo

l pr

actic

es.

Mor

e SN

E te

ache

rs

recr

uite

d in

sch

ools

. PS

Gs

taki

ng a

lead

in

Num

ber

of

CW

Ds

enro

lled,

re

tain

ed

and

com

plet

ing

the

educ

atio

n cy

cle.

Ex

iste

nce

of a

cces

sibi

lity

indi

cato

rs i

n sc

hool

s lik

e ra

mps

, la

trine

s/to

ilets

, w

alkw

ays,

pla

y fie

lds,

N

umbe

r of C

WD

s ac

tivel

y pa

rtici

patin

g in

di

sabi

lity

spor

ts a

t sch

ool.

At l

east

2 S

NE

teac

hers

em

ploy

ed in

sch

ools

with

C

WD

s C

WD

s in

ne

ed

of

assi

stiv

e de

vice

s ha

ve

acce

ss to

them


advo

catin

g fo

r edu

catio

n of

CW

Ds

in th

e co

mm

uniti

es.

Red

uced

dro

p-ou

t of

CW

Ds

due

to p

oor

men

stru

al h

ygie

ne

cond

ition

s.

Mor

e ac

cess

to a

ssis

tive

devi

ces

and

othe

r sc

hola

stic

nee

ds b

y C

WD

s/PW

Ds.

Impr

oved

at

ittud

es

tow

ards

th

e ed

ucat

ion

need

s of

C

WD

s in

sc

hool

s an

d co

mm

uniti

es.

Prog

ram

min

g C

ompo

nent

2: P

olic

y re

view

, an

d Im

plem

enta

tion

Ad

voca

te

for

PWD

s C

entre

d Po

licy

Dev

elop

men

t an

d Im

plem

enta

tion

at

Nat

iona

l an

d di

stric

t Lev

els

Spec

ific

obje

ctiv

e:

To

cond

uct

rese

arch

an

d us

e ou

tcom

es

to

lobb

y an

d ad

voca

te

for

alte

rnat

ives

. St

rate

gy 2

.1: T

o un

dert

ake

polic

y re

view

.

Des

ign

and

cond

uct p

olic

y re

sear

ch.

at

leas

t on

e po

licy

rese

arch

do

ne

and

conc

lude

d pe

r yea

r

Dis

sem

inat

e re

sear

ch/re

view

out

com

es

to

polic

y m

aker

s an

d ot

her s

take

hold

ers.

One

na

tiona

l di

ssem

inat

ion

wor

ksho

p pe

r stu

dy d

one.

St

reng

then

the

capa

city

of

PWD

s to

und

erta

ke p

olic

y re

view

.

One

ca

paci

ty

build

ing

wor

ksho

p fo

r M

O

rese

arch

sta

ff pe

r yea

r.

Spec

ific

obje

ctiv

e: T

o pr

omot

e th

e ac

tive

part

icip

atio

n of

P

WD

S’ i

n po

licy

revi

ew

proc

esse

s St

rate

gy

2.2.

M

onito

r po

licy

Prof

ile e

xist

ing

polic

ies.

Ong

oing

po

licy

prof

iling

done

.


impl

emen

tatio

n.

Mon

itor

polic

y im

plem

enta

tion

for

empo

wer

men

t an

d pr

otec

tion

of

PWD

s R

ight

s.

Polic

y im

plem

enta

tion

outc

omes

re

gula

rly

refle

cted

in

U

NAP

D

new

slet

ters

and

web

site

.

Prog

ram

me

com

pone

nt 3

: Acc

essi

bilit

y pr

omot

ion/

mai

nstr

eam

ing.

To

sc

ale

up

the

cam

paig

n fo

r ad

optio

n an

d en

forc

emen

t of

th

e bu

ildin

g co

ntro

l Ac

t an

d ac

cess

ibilit

y st

anda

rds

acro

ss

the

coun

try.

Spec

ific

obje

ctiv

e: C

ondu

ct a

nat

ionw

ide

cam

paig

n pr

omot

ing

the

acce

ssib

ility

stan

dard

s.

Stra

tegy

3.

1:

Acce

ssib

ility

st

anda

rds

popu

laris

ed

Cam

paig

n fo

r sc

alin

g up

an

d ad

optio

n of

th

e ac

cess

ibilit

y st

anda

rds

in

all

publ

ic

and

priva

te

build

ings

,

Acce

ssib

ility

stan

dard

s ad

opte

d an

d en

forc

ed

natio

nwid

e.

Lobb

y an

d ca

mpa

ign

for

mai

nstre

amin

g ac

cess

ibilit

y st

anda

rds

in

inst

itutio

ns’ c

urric

ulum

s.

At

leas

t al

l se

cond

ary

scho

ols

in

the

UN

APD

fo

cus

dist

ricts

inco

rpor

ate

acce

ssib

ility

stan

dard

s in

th

eir c

urric

ula

Thro

ugh

her

dist

rict

asso

ciat

ion

mem

bers

hip,

U

NAP

D

will

cond

uct

stud

ies

to i

dent

ify f

acto

rs

that

ham

per

adop

tion

of

acce

ssib

ility

stan

dard

s.

One

co

mpr

ehen

sive

st

udy

done

du

ring

year

tw

o.

Res

ourc

es s

hall

be

avai

labl

e.

Spec

ific

obje

ctiv

e: T

o in

itiat

e re

leva

nt le

gal p

roce

edin

gs a

gain

st p

ublic

and

pr

ivat

e in

stitu

tions

that

kno

win

gly

refu

se to

res

pond

to

the

build

ing

cont

rol

Act a

nd th

e ac

cess

ibilit

y st

anda

rds.

Stra

tegy

3.

2.

Initi

ate

and

purs

ue

publ

ic

lega

l liti

gatio

n.

Und

erta

ke R

esea

rch

iden

tific

atio

n of

no

n-co

mpl

iant

inst

itutio

ns

Acce

ssib

ility

audi

ting

initi

ate

publ

ic

lega

l lit

igat

ion

Ap

prop

riate

lit

igat

ion

take

n.

Cros

s cut

ting p

rogr

amm

e are

as


St

rate

gy

4.1;

Yo

uth

mai

nstre

amin

g

Form

ulat

e a

yout

h po

licy.

yout

h po

licy

in p

lace

M

ains

tream

yo

uth

conc

erns

in

al

l U

NAP

D

prog

ram

mes

Yout

h co

ncer

ns

mai

nstre

amed

in

al

l pr

ogra

mm

es.

Stra

tegy

4.

2.

Gen

der

mai

nstre

amin

g.

Impl

emen

t th

e ge

nder

po

licy.

Al

l pr

ogra

mm

es

alig

ned

to g

ende

r pol

icy.

M&E

set

up

M a

nd

E fra

mew

ork

Impl

emen

t re

cond

ition

s.

And

prop

osal

s ou

tline

d in

ch

apte

r fiv

e of

this

pla

n.

M&E

up

and

runn

ing.

Prog

ram

min

g Co

mpo

nent

5: U

NAPD

Inst

itutio

nal C

apac

ity D

evel

opm

ent

To

supp

ort

the

inst

itutio

nal

deve

lopm

ent

of

UN

APD

an

d en

sure

th

at

UN

APD

ha

s th

e ne

cess

ary

tech

nica

l, fin

ance

an

d hu

man

re

sour

ces.

Spec

ific

obje

ctiv

e:

To

incr

ease

ef

ficie

ncy

and

effe

ctiv

enes

s of

th

e or

gani

satio

n th

roug

h re

stru

ctur

ing

and

refo

cusin

g m

embe

rshi

p

Stra

tegy

5.1:

Di

stri

ct

mem

bers

hip

rest

ruct

ured

Trai

n as

soci

atio

n le

ader

s in

rele

vant

fiel

ds in

clud

ing

lead

ersh

ip a

nd a

dvoc

acy,

-

At

leas

t on

e le

ader

s tra

inin

g pe

r yea

r.

Expa

nd U

NAP

D in

to tw

o ne

w d

istri

cts

per y

ear.

Supp

ort r

egio

nal o

utre

ach

prog

ram

mes

.

Supp

ort

the

form

atio

n of

U

NAP

D

regi

onal

st

ruct

ures

Spec

ific

obje

ctiv

e: T

he c

apac

ity o

f th

e U

NAP

D S

ecre

taria

t, BO

D a

nd

gene

ral m

embe

rshi

p st

reng

then

ed.

Stra

tegy

5.

2:

UNAP

D

Rec

ruit

and

Ret

ain

Qua

lity

Staf

f.

All

esta

blis

hed

posi

tions

oc

cupi

ed b

y w

ell q

ualif

ied

peop

le.

Expa

nd

to

new

di

stric

ts

Reg

iste

r ne

w

mem

bers


gove

rnan

ce

and

lead

ersh

ip;

Stre

ngth

ened

and

unde

rtake

M

embe

rshi

p re

gist

ratio

n an

d re

tent

ion.

and

offe

r th

em

rele

vant

do

cum

ents

.

Ensu

re

dem

ocra

tical

ly

elec

ted

BOD

an

d ho

ld

regu

lar B

OD

mee

tings

.

At le

ast o

ne B

oD m

eetin

g pe

r qua

rter.

BoD

sub

com

mitt

ees

set

up a

nd a

re o

pera

tiona

l.

Prep

are

and

shar

e re

gula

r re

ports

. Bi

an

nual

an

d an

nual

re

ports

sha

red.

Org

anis

e an

nual

gen

eral

m

eetin

g.

Stre

ngth

en

Man

agem

ent

Info

rmat

ion

Syst

em (M

IS)

One

ge

nera

l m

eetin

g or

gani

sed

annu

ally

Spec

ific

obje

ctiv

e: S

treng

then

UN

APD

’s n

etw

orki

ng a

nd c

olla

bora

tion.

Stra

tegy

5.

3.:

stra

tegi

c lin

kage

s an

d N

etw

orks

bu

ilt

Iden

tify

and

subs

crib

e to

st

rate

gic

netw

orks

an

d co

aliti

ons.

UN

APD

vis

ible

and

act

ive

in a

t le

ast

thre

e st

rate

gic

netw

orks

.

Stre

ngth

en l

inka

ges

with

ot

her

likem

inde

d na

tiona

l an

d in

tern

atio

nal d

isab

ility

mov

emen

ts.

UN

APD

m

embe

rshi

p su

bscr

iptio

ns fu

lly p

aid

all

the

time.

Iden

tify

stra

tegi

c fu

ndin

g pa

rtner

s to

su

ppor

t in

bu

ildin

g a

stab

le r

esou

rce

base

for t

he m

ovem

ent b

y de

velo

ping

an

ef

fect

ive

fund

rais

ing

stra

tegy

.

UN

APD

fu

ndin

g ba

se

broa

dene

d to

at l

east

five

lo

ng te

rm d

onor

s.

Parti

cipa

te in

Nat

iona

l and

in

tern

atio

nal

conf

eren

ces,

fo

rum

s an

d di

alog

ues.

UN

APD

repr

esen

ted

in a

ll re

leva

nt

natio

nal

conf

eren

ces

and

inte

rnat

iona

l con

fere

nces

Spec

ific

obje

ctiv

e: T

o en

hanc

e U

NAP

D’s

vis

ibilit

y at

all

leve

ls.

St

rate

gy

5.4:

W

idel

y di

ssem

inat

e Al

l U

NAP

D

publ

icat

ions


Incr

ease

U

NAP

D

visi

bilit

y.

outc

omes

of

U

NAP

D’s

w

ork

thro

ugh

an e

ffect

ive

com

mun

icat

ion

stra

tegy

.

uplo

aded

on

the

web

site

.

Ope

rate

an

in

tera

ctiv

e w

eb b

ased

med

ia

The

UN

APD

w

ebsi

te,

twitt

er

and

Face

book

ac

coun

ts

effe

ctiv

e an

d in

tera

ctiv

e.

Enga

ge w

ith a

nd t

ake

up

rele

vant

le

ader

ship

in

re

leva

nt

natio

nal

and

inte

rnat

iona

l pr

ogra

mm

es

e.g.

par

a ga

mes

UN

APD

vis

ible

in a

ran

ge

of le

ader

ship

are

as.

Spec

ific

obje

ctiv

e: T

o st

reng

then

UN

APD

’s in

stitu

tiona

l res

ilienc

e.

St

rate

gy

5.5.

Su

ppor

t U

NAP

D

sust

aina

bilit

y

Cul

tivat

e an

d m

aint

ain

good

don

or p

artn

ersh

ips.

Lo

ng

term

re

latio

nshi

ps

esta

blis

hed.

Lobb

y fo

r go

vern

men

t fu

ndin

g su

ppor

t. At

le

ast

5%

of

UN

APD

an

nual

bu

dget

ra

ised

fo

rm G

over

nmen

t by

year

th

ree.

Reg

iste

r ne

w

mem

bers

an

d re

tain

all

old

ones

.

Prog

ram

mes

exp

and

to a

t le

ast

2 ne

w d

istri

cts

per

and

100%

-mem

ber

rete

ntio

n is

ach

ieve

d.

Dev

elop

an

d ad

opt

a co

mpr

ehen

sive

re

sour

ce

mob

ilisat

ion

stra

tegy

The

stra

tegi

c bu

dget

ful

ly

finan

ced.

Dev

elop

a b

usin

ess

plan

.

Viab

le in

com

e ge

nera

ting

proj

ects

set

up.

Set

up

UN

APD

’s

a pe

rman

ent h

ome

UN

APD

sh

ift

to

own

offic

es b

y ye

ar th

ree.


Annex two: UNAPD organogram

Stategic Plan 2018 -2022 47Stategic Plan 2018 -2022 48

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Strategic Plan - UNAPD · 2018. 4. 30. · 2.1.2. SWOT analysis ... nationwide consultation processes during which UNAPD members from across the country got opportunity to participate