ADD INTERNATIONAL - UGANDA COUNTRY PROGRAM STRATEGY
2013-2017-2020
Executive Summary
Introduction
This Country Program Strategy will guide programming, resource mobilization, monitoring,
evaluation and learning as well as communication for ADD International’s work in Uganda
during 2013-2017-2020.
The strategic problem
The strategic problem which will inform ADD International’s interventions in Uganda from
2013-‘17-‘20 is limited access to social and economic services by disabled people. This is due
to non-responsive service delivery systems; high levels of social and income inequalities
experienced by disabled people; high levels of exclusion of disabled people in the
development process; limited access to livelihoods and employment opportunities by disabled
people; limited capacity of interventions to effectively address gender dimensions of
disability and exclusion; limited capacity of interventions to address issues of disabled
children; challenges of power dynamics among the different layers of the disability
movement; limited consensus on advocacy priorities by DPOs; the unsustainable structures of
national DPOs; limited synergies within the different structures of the disability institutional
framework; small-scale, short-term interventions thus not providing opportunities for
research, learning; and the slow pace of policy change.
Strategic aim for ADD Uganda country program for the period 2013-‘17-‘20 and added
value
The aim of ADD International’s interventions in Uganda during 2013-‘17-‘20 is to contribute to
the removal of barriers to inclusion by strengthening the capabilities of disabled people
through their organizations to conduct effective advocacy; and to strengthen the capacity of
social service delivery systems in order to promote participation and inclusion of disabled
people in the “transformed” Ugandan society. Special emphasis will be paid to reaching the
unreached, i.e. those disabled people who – for a variety of reasons – are marginalized even
within the disability movement, and among these this strategy will focus primarily on working
with people with albinism and people living with HIV/AIDS.
Linking the aim to the problem. Strengthening capabilities of disabled people: through their
organizations advocating for the removal of attitudinal and physical barriers within social
services, delivery systems will increase awareness of - and demand by - disabled people for
such services. At the same time developing the capacity of provider institutions in terms of
knowledge, skills, attitudes, policies, methodologies and other modifications for addressing
disabled people’s unique needs will improve the accessibility and utilization of such services,
which will in turn increase the resilience of disabled people thereby leading to their greater
participation in the opportunities offered by the “transformed” Uganda.
Fit with national policy framework. The aim of the country strategy is developed keeping in
mind the Social Sector Development Strategic Investment Plan - (SDIP 2) 2011/12 – 2015/16
whose theme is “Accelerating social transformation through promoting employment and the
rights of the vulnerable and marginalized”.
Added value. ADD International will add value to the realization of the strategic aim in the
following ways: designing thematic programs based on sound situational analysis/needs
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assessment, research and evidence both from ADD or other reputable institutions; leveraging
financial and technical resources not easily accessible by the disability movement; leveraging
partnerships with DPOs, international organizations and technical agencies to deliver high
quality interventions to disabled people; strengthening monitoring, evaluation and learning
systems, so that reflection takes place to provide lessons for modeling, scale up an
replication of interventions; and influence at national, regional and international levels so
that policies and programs are inclusive of disabled people’s concerns.
Anticipated impact. The interventions of this country strategy are expected to result in the
following impact:
• Increased access to the cascade of HIV/AIDS services by disabled people, and reduced
discrimination against them in service delivery and within communities.
• Greater protection and promotion of rights of women and girls with disabilities.
• Greater inclusion of people living with and affected by albinism in development
programs of government, civil society and the disability movement in Uganda.
• Better livelihoods and incomes for disabled people.
Evidence of impact will be assessed and reported through situational analysis/needs
assessments, baselines, internal reflection and learning sessions, mid-term and end of project
evaluations, and a comprehensive evaluation of the coherence of the strategy.
PART ONE: BACKGROUND TO THE STRATEGY
1. Introduction
Purpose. This country program strategy will be the overarching framework for ADD’s work In
Uganda from 2013-17-20. It will guide programming, resource mobilization, monitoring,
evaluation and learning as well as communication for ADD International’s work in Uganda. The
strategy is a living document and it may evolve over time, through a consultative process, to
take advantage of opportunities or reconcile to challenges.
Methodology. The content of the strategy is informed by projectspecific evaluations and wide range consultations conducted with
multiple stakeholders during the development of the global strategy.
Are we being
Linking to the global ADD International Framework. The strategy
strategic?
brings to life the global ADD International’s Theory of Change (TOC)
and strategic Framework 2013-17 in the Ugandan context. The
country strategy is guided by ADD’s overall learning questions
summarized in the “check points” shown in the text box to the left of this paragraph.
Are we adding value?
1.2 Review of 2008-11 ADD Uganda program strategic plan
1.2.1 Highlights of 2008-11 program strategy
Uganda’s country strategy for 2008-11 was not replaced immediately pending completion of
restructuring and strategizing by ADD International globally. The 2008-11 ADD Uganda Strategy
was both enthusiastic and ambitious. It aimed to:
(I)
(II)
Create a vibrant disability movement with strong self-sustaining and representative
disabled people’s organizations able to cause continuous positive social change.
Support DPOs to develop programs which address gender specific issues within
their programs; and also be able to monitor the gender dimension of interventions
during monitoring, evaluation and learning
2
(III)
(IV)
(V)
(VI)
(VII)
Support marginalized groups of disabled people to develop a strong voice within
the disability movement and broad civil society
Support DPOs to develop programs that target children and young disabled people.
Help the movement to take stock of what has been achieved in the last 20 years,
by evaluating the work of the disability movement as a whole.
Develop and systematically implement a mutually agreed exit strategy from
Uganda
And transit and ‘metamorphose’ into ADD East Africa.
It is not possible to present a comprehensive review of how much was delivered against the
plan because a holistic evaluation of the strategic plan was not conducted, and majority of
the staff who framed the strategic plan both in the UK and country office left the
organization. On a good note though, objective commentary about the performance of the
strategic plan can be derived from project- specific evaluations and consultations held with
DPO partner representatives.
1.2.2 Achievements of 2008-12 Strategic aims
1.2.2.1 Creating a vibrant Disability Movement.
ADD aimed to consolidate its role as an ally of the disability movement, providing
accompaniment that supports capacity building for the movement to set and implement its
agenda. Achievements on this front are analyzed by Atria J. et al, (2012) 1
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Establishment of the Directors’ Forum which brings together chief executives of DPOs
and disability-related agencies on a monthly basis to share relevant information.
2.
Establishment of the Disability Stakeholders HIV/AIDS Committee (DSHAC) where
PWD’s concerns on HIV&AIDS are articulated and mitigation measures designed. The
HIV&AIDS pandemic had hitherto taken the disability movement by storm; and little
wonder therefore that the leaders embraced DSHAC with deep-rooted enthusiasm.
3.
Supporting the disability movement in the development and implementation of a
joint advocacy agenda, with each stakeholder taking lead on a theme.
4.
Strengthening capacity for NDPOs to coordinate district branches. While before the
strategic period 2008-11 ADD worked with and directly funded numerous district level
DPOs, their national umbrella felt this approach disempowered them.
‘When ADD was sending funds directly to the district DPOs we the national
organizations had no say in what the DPOs did and we could not supervise them, even
though they are our branches, as they owed allegiance to ADD. (DPO Leader, cited in
Atria J. 2012).
When ADD started working through the national DPOs information flow improved as the
mother organizations were now in the know of what ADD was doing with their members.
1.2.2.2 Supporting DPOs to develop programs which address gender specific issues.
ADD designed, funded and jointly implemented with the National Union of Disabled Women in
Uganda (NUWODU) the “Mitigating Gender Based Violence against Girls and Women with
Disabilities in Northern Uganda pilot project” following the publication of the “As if we
weren’t human report” by Human Rights Watch in 2010. The project aimed at building the
resilience of disabled girls and women to resist sexual and gender-based violence (SGBV),
build capacity of preventive and responsive service providers to address unique issues of
disabled girls and women, pursuing legal actions against the perpetrators of gender based
1 Atria Jackson, Nganwa Alice, Kamya Julius, (2012) External Evaluation: making poverty Eradication programs Inclusive, Comic
Relief funded Strategic Grant,
3
violence; and strengthen disabled women’s structures. Wabwire J. (2013)2 presents several
achievements of the project including successful litigation of two cases against disabled
women, entrepreneurial skills and seed grants enabling disabled women to initiate /boost
their income generating activities, thus reducing dependence on their male partners/relatives
and forming strong networks with a wide spectrum of government institutions, nongovernment organizations, private entities and individuals. ADD however recognizes that the
pilot project was of a small-scale and limited efforts were taken to support all DPOs
partnering with ADD to ensure gender-sensitive programing. The country program needs to
enrich its understanding of implications for gender programing to the different thematic
programs it intends to implement in the next strategic period – 2013-17-20.
1.2.2.3 Supporting marginalized groups of disabled people to develop a strong voice.
A conscious decision was taken to concentrate effort on people with albinism and disabled
people living with HIV/AIDS on this front. With a EUR 95,000 grant from the EU (supplemented
by EUR 31,000 from an anonymous donor) the 15 months project (April 2012-June 2013) set
out to increase recognition, awareness and protection of the rights of people living with an
affected by albinism. The external evaluation rated the project as follows: relevance: high
(10/10); efficiency (in resource use): high (8/10); effectiveness (with respect to specific
project purpose): high (8/10); impact (in relation to stated overall objective): high (9/10);
sustainability: (7/10) 3. Specific achievements included: people with albinism and their family
members in Bugisu region registered five district associations with local authorities which are
an instrument for mobilizing, building confidence and esteem for people with albinism and
their family members, enabling them to engage in self advocacy. Policy makers at the
national and local level gained a greater understanding of the challenges and constraints of
persons with albinism: for example, the Ministry of Gender, Labour and Social Development
included albinism in the disability definition in the 2013 amendment of the People with
Disabilities Act, 2006. At the local level, the Bududa local authority took the positive step of
enacting a disability ordinance, with a strong component for protecting the rights of persons
with albinism. By the close of the action, the district ordinance had been adopted by the
Bududa District Council and was in the final stages for being presented to central government
to be gazette.
1.2.2.4 Supporting DPOs to develop programmes that target disabled children.
Limited progress was made in this area and Atria J. et al, (2012) presents some critical issues
for reflection, for example that disabled children seem to be losing out as a lot of emphasis is
being laid on economic empowerment for adults and less on services for disabled children;
DPOs are doing little to ensure appropriate care and protection both at home and institutions;
and that ADD and the entire disability movement experienced serious challenges to
incorporate the concerns of children with disabilities into the movement. This strategy will
therefore develop and build an understanding of the situation and needs of disabled children
for future programming, not least because many of the challenges faced by disabled adults
have their roots in their exclusion from education, services, opportunities for development in
childhood.
2 Wabwire Julius, (August 2013) External Evaluation of the Mitigation of violence Against women and girls with disabilities in
Northern Uganda
3 Nicholas Young, (June 2013), External Evaluation, ‘PROMOTING FULL AND EQUAL ENJOYMENT OF HUMAN RIGHTS BY PERSONS
LIVING WITH AND AFFECTED BY ALBINISM IN BUGISU AND SEBEI’
4
1.2.2.5 Helping the movement to take stock of what has been achieved between
1987-2008.
ADD commissioned a “review of the disability movement in Uganda”4 in 2009 but at its best it
only tells a ”not so vivid” story of ADD’s contribution to the disability movement in Uganda
and falls short of providing a platform for reflecting on significant elements in the change
process which could have provided learning. In 2012 ADD globally recognized the need to
strengthen its monitoring, evaluation and learning systems (MEL) to be able to systematically
document, report, reflect and learn from its work. Significant reforms have been made within
ADD globally and in its country program to streamline MEL but it was not yet possible to
effectively transfer the experiences to the disability movement.
1.2.2.5 Strategic exiting from Uganda and ‘metamorphosing’ into ADD East Africa.
Probably this was the most bold and ambitious strategic aim of the period. The ambition for
ADD to close shop in Uganda within the strategic period was informed by three factors: first,
that the disability movement in Uganda had reached highest maturity with a network of a
national Umbrella union, a national disabled women’s union, impairment specific national
DPOs with district branches. Second, that Uganda had ratified the CRPD in 2008; and had
enacted supportive national legislation. And finally, it was felt that the staff of ADD in Uganda
had developed robust experience to support DPOs regionally. ADD intensified support to the
Eastern African Federation of the Disabled (EAFOD) and support representatives of disabled
people’s organizations to participate in activities of the eastern African community as a move
towards assuming the regional responsibilities.
While taking note of the numerous achievements of the period, it is now clear the thought of
exiting from Uganda was framed within the mind-set of the linear model of the development
of the disability movement (the 7 stages model)5 which ADD no longer uses - recognizing the
more cyclical and emergent nature of the change process. In practical terms, it is now clear
that while structures for DPOs are relatively developed, more work is required to support
DPOs to use such structures to advocate for meaningful inclusion in services; more work needs
to be done to address thematic issues like tackling violence against disabled girls and women,
access to HIV/AIDS services, livelihoods and others. Of course it should not be understood that
ADD has abandoned the possibility to ever exit from Uganda – and there is commitment within
ADD to develop nuanced methodologies to monitor the evolution of the disability movement
and ADD’s shifting role as an ally. 6
1.2.3 challenges of implementing the 2008-11 strategic plan
1.
Limited consensus on advocacy priorities by DPOs. ADD’s enthusiasm for financing
the development of the “joint disability advocacy agenda” was premised on the assumption
that the Convention on the Rights of Persons with Disabilities and national legislations
naturally provide the disability movement advocacy priorities that would become the
platforms for joint strategic campaigns. This is not the case for several reasons, not least the
fact that many DPOs conduct project-based advocacy in which funding and not issues are the
deciding factors.
2.
The unsustainable structure of National DPOs. In 1990s, Uganda adopted the
4The review of the disability movement in Uganda was commissioned by ADD in 2008 and was conducted by Q Sourcing
5 the 7 stages model is described in the Added Value Document by ADD - 2005
Developing methodology for assessing contribution by ADD as an ally is reiterated by Karen D. Head of International programs in
the Introduction to Country Program Planning Process – 2013.
5
decentralized system of administration and significant levels of decision-making over
resources was devolved to the district and sub county local governments. While it was at first
logical for DPOs to design their structures along the decentralized system of government, the
challenge is that DPOs continue to emulate the government which forms new districts on a
regular basis. 7 As a result, the district membership of DPOs continues to expand in an
unmanageable fashion yet the majority DPOs at least for now, have decided not to change
their structure. At district level there is also the challenge of establishing closer working
relationship between district level structures and their headquarters; and among the
different impairment specific associations so as to build synergies.
3.
Reduced funding. Like the majority development agencies, ADD experienced
significant reduction in funds; and the initiatives during the strategic period were of small
scale.
2. Current strengths and weaknesses of the program
Analysis of the country program strengths and weaknesses is performed with forward looking
basing on the six strategic focus areas of the global strategy 2013-17.8
Table 1: a snap assessment of the country program strengths and weaknesses
Strategic
Focus area
Strengths
Weakness
Deepening
understanding
and focus on
poverty
Experience of what “extreme” poverty”
looks like and the poverty situation of
disabled people we work with
Knowledge of existing government
programs on poverty alleviation
Absence of robust research to
inform intervention;
Lack of experience of
implementing large scale
Poverty/livelihood/economic
empowerment programs
Focus on
reaching the
unreached
Hands-on experience of working with
most marginalized groups and supporting
them to bring their issues on the agenda;
for example people with albinism,
disabled people with HIV/AIDS
Also experience of working with disabled
people in rural areas; post conflict areas
like northern Uganda
Interventions targeting hard to
reach populations ; such as
albinism in the last three year;
while demonstrating great
potential for making huge
difference were of small scale
and ground gained could be lost
if immediate scale up is not
done
Focus on
learning
Systems for monitoring, evaluation and
learning evolving significantly since 2011.
The head of MEL part of Senior
management with decision-making status
in the country program. The practice of
conducting situational analysis/needs
assessment to inform project design
becoming entrenched
Capacity has not been
adequately transferred to DPO
partners;
Thin staff numbers make MEL
experience limited to data
collection and reporting,
leaving limited space for
reflection
7 There are now 112 districts in Uganda (December 2013) compared to 36 in 1995)
8 ADD International Strategic Framework 2013-17 (full version – P14).
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Focus on
impact
2011-13 gave the country program the
opportunity to pilot projects in thematic
area thus we are now aware of the
project life cycle through which high
impact project may be delivered;
ADD has maintained a strong focus on
supporting the development of the
capabilities of partner disabled people’s
organizations whose direct contact with
their members increases the multiplier
effect of interventions and cascades
outcomes on disabled people at the
grassroots. ADD has for the period
strategically chosen to ally mostly with
regional DPOs to develop a deep
understanding of the realities of disabled
people and with national ones to use the
lived experience in advocacy.
The interventions during the
period, both thematic and
capacity building have been of
small scale and short term, thus
not offering sufficient space for
reflection and learning
Focus on
communicatio
n and
influencing
The staff are familiar with the decisionmaking and power holder system in the
country
Limited staff reduces ability to
engage in external influence
and communication initiatives
as most of the time even the
country director is involved in
operational work
Focus on
resourcing
Staff have experience of managing
resources and can adopt to new systems
easily.
A very thin, over-stretched staff
base;
There has not been a breakthrough with project funding;
1.4 Learning gained over the last strategic period
This section presents issues over which ADD staff within the country program - and indeed
across the organization - have reflected during the outgoing strategic period. The issues
mainly arise from interaction with representatives of DPOs; government representatives;
representatives of other civil society organizations; external evaluations; internal discussions
within ADD and staff intuitions.
While we have drawn lessons, we cannot say we have arrived at emphatic conclusions so
these are issues for continuous deliberations within ADD, with DPOs and in platforms where
ADD can leverage debate on disability and development.
1.
Reflection and learning happens when interventions take the program approach as
opposed to activity-based planning. The major lesson from the external evaluation of the
Comic Relief Strategic Grant (Atria J. 2012) is that limited reflection and learning can be
drawn about ADD’s contribution to the change process by the disability movement in Uganda
because of the ADHOC nature of the interventions that ADD funded until 2010.
“In all districts an ATS was prepared in the form of an annual agreement and signed
between ADD and the partners. No memorandum of understanding was signed covering 3
or 5 years indicating programme goal, purpose, outputs and activities. At the end of
each year once annual report and accountability was sent the next ATS would come and
the writings were the same each year. There were no programme reviews in the district
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to assess if we were doing the right things as per objectives of the programmes to
enable appropriate changes to be made” said a DPO leader.” (Atria 2012)
Following this insight, ADD reduced the number of DPO partners from 15 to 49 in 2011. ADD
developed a three year thematic project with each of the DPOs, with clear objectives, targets
and outcomes. While this may not have been done ‘perfectly’, the approach enabled the
country program to pilot with thematic projects using the full project life cycle and lessons
have been drawn from external evaluations. Each project provides unique and useful lessons
relevant to the respective thematic area10 regarded as pilots. The major learning from
working separately with each DPO on long-term thematic programs is that DPOs require
different forms of capacities to deliver the interventions to their members. For example while
the DPO of disabled people living with HIV/AIDS needs a good understanding of the national
HIV/AIDS service framework, a DPO of persons living with and affected by albinism most
requires skills and structures for public campaigns and communications.
9 The four DPOs ADD worked with in 2011-13 are the Elgon Foundation of persons with albinism, Masaka Association of disabled
persons with HIV/AIDS, National union of Disabled Persons in Uganda and National Union of women with disabilities in Uganda.
10 The pilot projects are: Mitigating gender based violence against disabled women in northern Uganda, promoting disability
mainstreaming in development programs of local governments; promoting full and equal enjoyment of human rights by persons
with albinism; strengthening peer support groups of disabled people living with HIV/AIDS
8
2.
Failure to pay attention to power dynamics among the different layers of the
disability movement has a negative impact on the quality of outcomes. So, ADD will adopt
(but with further refinement and reflection) the proposal by Bwire J. (2013) that more than
one operational partnership arrangement may be entered into with different organizations
becoming responsible and accountable to a specific component of the intervention where
they are comparably stronger.
ADD decided in 2008 to make a significant policy shift to cease dealing directly with districtbased DPOs and instead channel all financial support, technical advice and communication
through their national umbrellas. This was expected to harness benefits of developing longterm relationships and trust between national DPOs and their grassroots structures, and
better working relationships between district-based DPOs and their national umbrellas
because they knew each other well among others (Atria 2012). The pilot projects
implemented in 2011-13 reveal that the power game within the different layers of the
disability movement (as within any movement) do not make such benefits obvious. For
example, while ADD organized consultations with national DPOs who were in turn expected to
hold similar consultations with their district branches, this was not happening. While national
DPO staff are expected to support their district branches, in reality national advocacy work
often takes a big toll on their time. While it is expected that the relationship between district
and national DPOs is clear, actually it is very complicated because the district DPOs are
registered as independent community-based organizations with their respective local
governments. And above all, while it is expected that there are clear channels for
consultation and reporting between national and district DPOs, actually, district DPO leaders
often confided they found it easier to express their challenges to ADD and not their national
umbrella organizations for fear of sanctions like not receiving another project - Atria J.
(2013). 11
One wonders whether ADD’s strategy of working through national DPOs without direct contact
with district-based DPOs does not make its approach “too close to the powerful, too far from
the powerless!” Hulme, D.; and Edwards, M. (1997).12 Further analysis indicates that the
transaction cost for channeling funds through national umbrella organization is reported to
have been around 47% of the total grant - Bwire J. (June 2013) - and yet the umbrella did not
provide any tangible support.
3.
The time is now for ADD to adopt the broader systems and participatory approach
to capacity building. ADD’s approach to capacity building has been largely framed around
developing the individual skills of disabled persons and structures of their organization and
evaluation reports cited in this strategic document speak to numerous limitations of this
approach. Going forward, ADD will implement capacity building programs following the broad
definition for capacity building - a systematic process , using a combination of strategies to
sustainably improve the knowledge, skills and attitudes at the individual, organizational and
institutional level, to enhance ability for dealing with complex multi-faceted problems in
order to facilitate transformation - Inger Ulleberg (2009) 13 - recognizing individuals operate
within organizations, individual organizations operate within a wider sector, and interact with
11 Atria Jackson (July 2013), end of project Evaluation: promoting disability Mainstreaming in community programs in Mitiyana
and Kyankwanzi.
12 Hulme, D.; and Edwards, M. (1997),NGOs, states and donors – too close for comfort? (pp. 275-284). London: MacMillan
13 Inger Ulleberg (2009) Rethinking capacity development The role and impact of NGOs in capacity development From replacing
the state to reinvigorating education
9
other systems within the broad environment. Monica B. and John Y. (2006). 14
4.
There are numerous advantages in delivering interventions that are unique and
focused.
This was testified by several stakeholders who participated in the evaluation of the EU funded
project promoting the full and equal enjoyment of Human rights by persons living with
affected by albinism in Bugiisu and Sebei. Nicholas Y. (June 2012). While the region is
relatively crowded with organizations advocating around issue of disability in general, orphans
and vulnerable children, sex and gender-based violence, HIV/AIDS, etc., the intervention
certainly benefitted from being unique and sharply focused. For example the manager of the
local broadcasting company remarked the project gave a newsy edge to the advocacy
campaign messages. People affected by albinism also confirmed that ADD’s was the first and
only initiative ever to address their situation, so ADD will continue to develop interventions
that are thematic, with clear populations and geographical targets. The strategic aim of this
approach will be to ensure that these populations/targets are more recognized/included by
others and not for ADD to become the service provider for these categories of disabled
people, rather to facilitate monitoring, evaluation and learning. This is an area of further
growth by staff, and studies will always be conducted to inform intervention designs.
5.
Care needs to be taken while deciding on geographical coverage of interventions –
the old debate of depth versus breadth. This lesson is also drawn from the external
evaluation of the human rights project for person with albinism, Nicholas Y. (June 2012) for
while the project is rated as highly successful, several interviewees (notably, CDOs and DPO
associates) said they felt the project had been implemented mainly ‘at district level’ and
that, given more time and resources, it would have been good to reach down more to subcounty and parish level. The project thus presents a classic ‘depth versus breadth’ dilemma:
with lean budgets it is extremely difficult to achieve both.
PART 2: CONTEXT ANALYSIS
2.1 Introduction
This section reflects on significant social, economic, political and population trends which will
influence the implementation of the country strategy – 2013-17-20.
2.1 General trends
2.1.1 Political trends
Uganda has progressed towards multi-party democracy and now holds regular elections. The
period 2011-13 has been characterized by increased opposition action and mounting
parliamentary pressure on the government, especially over governance. With the general
elections in 2016, we are aware this could have an impact on the strategy in terms of the
reaction to the results of the elections or even the changing priorities due to the manifesto of
the new government. Cases of large-scale corruption in high level of government indicate that
governance remains a major challenge for Uganda. Perceived deterioration of governance and
an increase in corruption (including the perceived growing culture of impunity for grand
corruption and pervasive “quiet corruption”) threatens to tarnish Uganda’s image as a
14 Monica Blagescu and John Young(2006) Capacity Development for Policy Advocacy: Current thinking and approaches
among agencies supporting Civil Society Organisations, Overseas Development, UK Institute
10
development model and challenge its future development efforts. (World Bank, 2014)15
2.1.2 Social economic context
Commentary on the social economic context of Uganda should be based on the National
Development Plan (NDP) 2010-14-15 whose vision is “A transformed Ugandan society from a
peasant to a modern and prosperous country within 30 years”. The NDP is an all-encompassing
plan which will also act as a guide to any future planning. In essence, all ministries,
departments and autonomous and semi-autonomous entities will realign their development
priorities with the NDP. This applies to non-state actors as well.
Based on economic forecasts, GDP growth rate over the National Development Plan (NDP)
period is projected at an average of 7.2% per annum. At this GDP growth rate, nominal per
capita income is projected to increase from US$506 in 2008/09 to about US$850 by 2014/15.
During the same period, the proportion of people living below the poverty line is expected to
decline from the level of 31% in 2005/06 to about 24.5% in 2014/2015, above the MDG target.
During the plan period, the investment priorities will include: physical infrastructure
development mainly in energy, railway, waterways and air transport; human resources
development in areas of education, skills development, health, water and sanitation;
facilitating availability and access to critical production inputs especially in agriculture and
industry; and promotion of science, technology and innovation.
The private sector will remain the engine of growth and development. The Government, in
addition to undertaking the facilitating role through the provision of conducive policy,
institutional and regulatory framework will also actively promote and encourage publicprivate partnerships in a rational manner.
The NDP underscores the importance of promotion of gender and human rights as a strategy
for promoting equity and reiterates that the Government of Uganda will follows various
international conventions and resolutions that promote equal opportunities and enjoyment of
human rights for both men and women. The NDP states that gender, disability and human
rights mainstreaming are a core part of the planning process.
It is not possible to present an analysis of how the NDP has performed thus far, but In 2012
Uganda ranked 161 of 187 countries on the Human Development Index compiled by the United
Nations Development Programme (UNDP). With a per capita income of US$506, Uganda
remains a very poor country and far from the middle income status it aspires to achieve in
one generation. A good conclusion can be picked from the state of Uganda’s population 2012
report which states that the proportion of people below the poverty line has declined
substantially. However due to the population growth, nearly 7.5 million people are still living
below the poverty line. Additionally, the distribution of growth is unequal among the regions –
the northern region, followed by the eastern regions are the poorest and So we have the
paradox that the economy is growing rapidly but the absolute number of people below the
poverty line remains high. In developing this strategy, the NDP 2 – 2015-20 IS in progress and it
will be studied alongside the implementation of the strategy. Where need be, realignment of
the strategy will be done at the appropriate time.
2.1.3 Population trends.
In Uganda, the first scientific population census was conducted in 1948 then 1959, 1969,
1980, 1991, and 2002. Results from all these censuses have indicated that the population in
15
www.worldbank.org/en/country/uganda/overview - retrieved on 19 June 2014
11
Uganda has been increasing at an average of 3.2% per annum, and currently, Uganda’s
population is estimated to be 34.5 million people. Uganda’s total fertility rate (TFR) stands at
6.4, meaning that a woman in Uganda produces an average of 6 children in her lifetime,
which is very high. In terms of population structure, Uganda’s population includes children 18
years and below: 56.1 %; 19-59 years 39.3%; and 60+ 4.6%. Uganda is one of the most densely
populated countries in Sub-Saharan Africa with 80% of its population living in rural areas.
(Population Secretariat, 2012) 16 Results of the 2014 census have not been published at the
time of updating this strategy but will be studied and taken into consideration in designing
subsequent interventions emanating from this strategy.
2.1.4 Gender Parity
In terms of gender, Uganda has a Gender Inequality Index – GII- value of 0.577, ranking 116
out of 146 countries in the 2011 index. The GII reflects gender-based inequalities in the
dimensions of reproductive health, empowerment and economic activity. In Uganda, only
37.2% of parliamentary seats are held by women, and only 9.1% of adult women have reached
a secondary or higher level of education compared to 20.8% of their male counterparts. On
the other hand, for every 100,000 live births, 430 women die from pregnancy-related causes
indicating a high maternal mortality rate17. A review of the current mode of access to and
ownership of natural resource in Uganda reveals a gender disparity, with women the most
dependent on natural resources in terms of employment, not owning the natural resources
they use especially the land resource. The inequitable access to the use and ownership of
natural resources, particularly land, partly explains the gender dimensions of poverty, with
women constituting the majority of the poor in the country.
2.1.5 Service Delivery and Vulnerable Population in Uganda
One of Uganda’s big challenges is how to attain equitable service delivery to both non
vulnerable and vulnerable citizens as a key foundation for socio-economic transformation as
Uganda aspires to emerge as a strong middle-income economy. Disabled people are among
the populations listed as vulnerable by the Human Rights Commission. In Uganda,
vulnerability has been defined as a state of being or becoming poor (NDP, 2010). Vulnerable
populations in Uganda include the economically disadvantaged, racial and ethnic minorities,
the uninsured, low-income children, the elderly, disabled, the homeless, those with human
immunodeficiency virus (HIV), and those with other chronic health conditions, including
severe mental illness. It may also include rural residents, who often encounter barriers to
accessing healthcare services. In particular, inequality of income, opportunity and access to
basic services combined with high levels of vulnerability throughout many Ugandans’ lives
present challenges for the inclusiveness of Uganda’s social and economic transformation, both
today and for future generations. (Population Secretariat, 2012)
Chronic poverty and disability in Uganda are inextricably linked. Despite impressive economic
gains made in the last 10 - 15 years, current evidence suggests that at least 2.4 million
disabled people remain poor2. Disability feeds on poverty, and poverty on disability. Because
of poverty many people become disabled. Such people have very limited access to health care
and facilities (including immunisation); they have very rudimentary feeding and nutrition;
they are exposed to a number of disabling conditions, etc. As a consequence chronically poor
16
The Population Secretariat, Republic of Uganda, (2012) The state of Uganda’s Population Report - Uganda at 50
years: Population and Service Delivery; Challenges, Opportunities and Prospects, funded by the United Nations
Population Fund
17
Op cit
12
people are more likely to become disabled. On the other hand, many disabled people lack
education and skills training. Hence they cannot easily access employment. The physically
demanding nature of unskilled labour (a hallmark of most African economies) also makes it
difficult for disabled people to be involved in labour-intensive activities. This situation is
made worse by outright social exclusion of disabled people that constrains disabled people’s
participation in the job market.
2.1.6 Environmental governance and sustainable development
Uganda is facing severe environmental degradation including loss of biodiversity,
deforestation, encroachment on wetlands, soil erosion and declining land productivity,
pollution of land, water and air resources among others. Demographic dynamics including
migration, mortality and fertility rates are contributing to the unsustainable consumption and
production patterns and are increasingly putting severe pressure on land, water, air, energy
and other resources including life supporting systems. Population pressure, environmental
degradation, the increasing natural resource scarcities and the related conflicts,
environmental risks and natural disasters are becoming the major drivers of displacements
and internal migrations. A new phenomenon of environmental refugees is clearly unfolding.
(NEMA, 2010).
2.1.7 Progress towards the Millennium Development Goals
Despite many efforts to improve social sector outcomes, the odds of Uganda reaching all of
the MDGs by 2015 are slim. Although Uganda is set to meet the first MDG to halve the number
of people in extreme poverty and hunger, a vast majority of its non-poor population are
classified as vulnerable. The lower poverty headcount has yet to translate into gains in other
welfare dimensions. There are concerns about uneven progress, with inequality increasing
while there are distinct geographical patterns of unequal outcomes in health and education,
and uneven access to basic social services. The country is off track on particular healthrelated MDGs. In the early 2000s, the government initiated a comprehensive program of
health reforms to improve effectiveness, responsiveness, and equity in the health care
delivery system, including abolishing user fees in government units, improving management
systems, decentralizing service delivery and promoting public–private partnerships but the
reforms have not significantly improved the performance of the sector. Uganda is also off
track on the MDGs related to universal primary education despite reforms. Learning outcomes
have been disappointing especially in reading and mathematics which are lower for Ugandan
students than for Kenyan and Tanzanian students. However, gender equality prevails in school
enrollment with little or no difference between net primary or secondary enrollment rates for
boys and girls—near parity was reached in 2009/10.
8.
Civil society and its links with government
While there is a growing number of non-government organizations, the Government of Uganda
is becoming critical of civil society and legislative and registration measures have been
strengthened to monitor civil society activities. Registration of NGOs in Uganda is seen by
many as a complex process given the documentation involved (Angualia Busiku and Co.
Advocates, 2013). 18 NGOs working on advocacy are seen with greater suspicion than those
that focusing on service delivery. (Uganda NGO Forum, 2013)19 On August 5, 2013 Parliament
passed the Public Order Management Bill that requires a written note of planned meetings to
be submitted to police a week in advance, and allows police to block or prevent a public
18 Angualia, Busiku and company advocates, (2013), Legal Requirements for Registration of NGOs in Uganda
19
Uganda NGO Forum (2013), the state of civil society in Uganda.
13
meeting if they deem it a breach of the peace. The Bill has been widely criticized by different
groups of people including opposition Members of Parliament, civil society organizations,
media among others.
8.
Fundraising environment and opportunities
Fundraising in Uganda has not been easy for ADD International for several reasons. Many
funding agencies prefer to deal with local organizations from the South which makes the
relatively well established DPOs more attractive for partnership on disability projects.
Institutional donors like DFID and USAID award large grants often to organizations with which
they have a long history of cooperation.
Political action for example enactment of the anti-gay bill threatens to lead to reduction of
the flow of aid to Uganda. Grand corruption scandals in government departments led to
significant cuts in development aid towards budget support and as a result, the Government
of Uganda has to finance most of its budget. While this is a development, the effect so far has
been a reduction of funding for social services. The impact of the shift in development
cooperation towards the BRICs – Brazil, Russia, India and China – away from the traditional
development partners from Western Europe and the United States of America is not yet
assessed in terms of support to civil society – but the fact that silence about rights is a major
imperative for the shift is worth recognizing and watching closely.20
2. Situation of disabled people
1.
Disability statistics
Developing a strategy targeting disabled people in a country is not possible without looking at
disability statistics. After all, what are we talking about, or better: how many persons live in
the country with a disability, what type of disability do they have and does it differ with age?
Unfortunately, there are no coherent and up to date statistics available on the number of
persons with disabilities that are living in Uganda. There are a number of studies being held in
the past decade that have established prevalence data on disability. The Uganda National
Population Census in 2002 came up with an average of 4.8% and a few years later, the Uganda
National Household Survey 2005/6 was conducted and came up with an average of 7.2%. The
latest official disability prevalence percentage is 19.2% of the Uganda Demographic and
Health Survey 2011 (UDHS 2011). The results of the 2014 Uganda National Population Census
which included the collection of disability data are not yet published.
Looking at the various percentages one can see a steep increase over the years and one may
wonder if the number of persons with disabilities has really increased so much or if that is due
to the survey methodology being used. It is probably the latter. We suggest that the most
appropriate percentage to use is 19.2%21 for Uganda nationwide, based on two arguments.
First, the UDHS 2011 was prepared jointly with the International Classification of Functions
(ICF) International that provided technical support. The ICF is internationally recognized as
having established an internationally accepted methodology for classification of functions,
including the assessment of disability. Second, the World Report on Disability that was
published in 2011 set the global prevalence of disability at 15% average. A slightly higher
percentage in Uganda seems to be logical taking into account the conflict in Northern Uganda
20
Deloit budget analysis – 2014-15 – the balancing act.
21
The ICF also includes persons who experience ‘some difficulty’ in functioning, among the category of persons
with disabilities. The average percentage of persons that experience ‘a lot of difficulty’ or who ‘cannot do at all’
in at least one functional area is 4.9%. A discussion paper by the Washington Group on Disability Statistics
elaborates on methods and their implications to improve understanding and interpreting disability in a uniform
way.
14
in the last decade as well as the low coverage of quality health care in rural districts.
2.
Evolution of the disability movement: strength, coverage, coherence,
representation, inclusion, effectiveness etc.
The disability movement in Uganda has grown over the years. This is evidenced by the
formation of the National Union Of Disabled Persons in Uganda, the National Union Of
Disabled Women in Uganda (NUWODU), impairment specific national organizations like that of
the blind, the deaf, people with psychosocial impairments, physical impairments etc. The
National Union Of Disabled Persons in Uganda and the majority of impairment-specific
organizations have branches at district, sub-county and in some instances at village level. In
addition, there are professional organizations with a specialised mandate, such as legal aid
for persons with disabilities. The structures of the disability movement provide a relatively
effective mechanism for mobilisation of people with disabilities in the whole country, and for
participation in both national and local government policy formulation and planning
processes.
The National Council for Disabilities and its district councils provide a framework for
monitoring how the central government and local government departments are complying
with policies and principles of disability inclusion. The work of the National Disability Council
is complemented by The Equal Opportunities Commission.
Some ministries and institutions also have sections/departments/desks for coordinating
disability activities/ inclusion notably the ministries of health, education, Human Rights
Commission etc. but several studies have pointed to constraints of financing, staffing,
supervision etc. as major limiting factors to the effectiveness of such institutions. Some DPOs
are members of mainstream networks and forums such as the Uganda NGO forum; the Uganda
Child rights NGO Network and a number of ad hoc program based coalitions but the uptake of
disability out there is still low. The challenge now is for the disability movement no matter
how it defines itself to be inclusive and bring on board all categories of disabled persons; all
forms of legitimate organizations, individuals and institutions committed to promoting
empowerment and inclusion of disabled people. Then to take out the message for disability
mainstreaming as a methodology for working towards disability inclusion.
3.
Uganda’s disability legislation, policies and their implementation
The 1995 Republican Constitution of Uganda has several clauses on disability, particularly
those which outlaw discrimination on account of disability, representation of people with
disability in decision-making and affirmative action. In addition, there are disability specific
laws and policies that include the Persons with Disability Act (2006) which provides
comprehensive legal protection for persons with disabilities, formulation and design of
educational policies and programs that promote the special needs and requirements of PWDs;
the National Disability Policy which provides for the creation and strengthening of the
disability movement from institutional vocational rehabilitation to community based
rehabilitation. The National Council for Disability Act 2003 outlines the establishment of
disability councils whose primary function is to advocate and promote issues related to access
of opportunities through lobbying and advocacy aimed at favourable policy regime for PWD’s
and the Affirmative Universities Action Scheme for PWDs calls for inclusion of disabled
students in higher institutions of learning and allocates only 64 places per academic year in
all public universities. Some of the laws have been at varying levels of review/amend at the
time of writing the strategy.
2.2.3 Progress towards Implementing the UN Convention On The Rights of Persons with
Disabilities
Uganda ratified the CRPD in 2008; in 2012, Uganda submitted the initial state report to the
committee of experts; and the disability movement under the leadership of the National
Union Of Disabled Persons in Uganda submitted an alternative report. The committee of
15
experts has not yet considered Uganda’s report to provide observations and
recommendations.
4.
Participation and self-representation by disabled people
Facts. The 1995 constitution of Uganda and the 1997 Local Government Act as well as
parliamentary elections acts provide and operationalize the elections of representatives of
marginalized groups, including disabled people at all levels of local government. Disabled
people in Uganda directly elect their representatives from the village to parliament.
Currently, there are five members of parliament directly representing disabled people. There
are also two district councilors in every district and two councilors in every sub county
directly elected to represent disabled people.
Analysis. The Ugandan model is perhaps the purest form of representation of disabled people.
Not only are the MPs there specifically to speak for disabled people, but disabled people
actually decide on just how they want to be represented because they are the only ones
allowed to vote for their representatives. And while disabled MPs have national issues that
they are responsible for, their role is clear - they are to watch out for and represent the
interests of disabled Ugandans. Ilene Z. (2005) 22 But no systematic examination has been
made of whether having people with disabilities in high leadership positions really makes any
difference. Do policies change; do governments develop a "conscience" about what it means
to be disabled? Perhaps, more importantly, do politicians and other non-disabled peers gain an
understanding and awareness so that all proposed programs and policies eventually are
screened through a disability lens?
5.
Social inclusion and prevailing attitudes towards disability
The effectiveness of national and international legislations and programs as well as selfrepresentation of disabled people is determined by the extent to which they transform
societies in ways that disabled people feel more included in all aspects. Social inclusion is
probably one of the most important goals of the whole inclusion agenda. Disabled people
would like to feel accepted as part of society and respected in their own rights. Indeed this is
what many disabled respondents expressed in our discussions with them during the
preparation of this country strategy yet this is not always the case unfortunately.
Helen Keller, the blind and deaf American author and lecturer who was known throughout the
world expressed it best when she said, "My darkness has been filled with intelligence, and
behold, the outerday-lit world was stumbling and groping in social blindness." Although Ms.
Keller died in 1968, the "social blindness" she referred to unfortunately continues to survive in
many places and certainly among many individuals. Part of the reason for this is the actual
absence from mainstream societies of disabled persons. Important elements in the equation
of inclusion are level of education and economic empowerment. Indeed in most of the
districts PWDs who are educated and economically empowered become icons and champions
who are accorded respect in public because of what they are and stand for (Atria J. 2012).
This story of Mr. Dante Amasi Laweli, a quadriplegic man in Moyo who makes culverts for sale,
vividly illustrates this point.
22
16
Mr. Amasi Laweli a quadriplegic man in Moyo district is the brain behind the formation of Masikini
United Disabled Persons Enterprise. This group is involved in making concrete culverts and other
concrete products for use in road construction. Mr. Amasi started by making clay bricks and later got
a grant from government of Ushs 2.5m, part of the special grant from central government and started
making concrete products. He was joined by 5 other disabled people and their children who all
participate in the project. Part of the income generated is shared by the 6 members to support their
families and pay school fees and the rest is ploughed back into the project. When products are sold
75% of the income goes to the business and 25% is shared by members. Children who participate are
paid 10% of the income as incentive to work. When members share the 25% they are encouraged to
save part of it and purchase animals so that they all have firm foundations. “One important thing
that keeps us going is patience and understanding amongst us as members. We all work and operate
as one unit. If we were to use what we earn to look after ourselves the income would be adequate
but we are looking at the future so most of the income goes to the company” said Mr. Amasi
Right now Mr. Amasi has built a home for himself and his grand children who takes care of and pays
their school fees. He has a phone and that is what he uses to do business and so many people
including senior government officials call him for advice and information. He is able to pay for all the
medication he needs and other necessities of life. He is respected as a member and head of his
family and given respect by the community around him. His grand children take good care of him and
he feels very much part of society even though he is virtually bed ridden. He said “Whatever happens
never lose the respect of other. In that way they will accept you as one of them and accord you the
dignity you deserve. You will also be able to do and achieve whatever you want in life”.
From Atria J. 2012
Part Three: Strategic Aims 2013-‘17-‘20
3.0 Introduction
This section presents what ADD International identifies as the key strategic issues for disabled
people and how ADD will contribute to the social transformation process in order to promote
inclusion of disabled people in Uganda between 2013-17-20.
1. The strategic problem
The strategic problem which will inform ADD International’s interventions in Uganda between
2013-‘17-‘20 is limited access to social and economic services by disabled people. This is due
to
(I)
Non-responsive service delivery systems
(I)
High levels of social and income inequalities experienced by disabled people
(II)
High levels of exclusion of disabled people in the development process
(III)
Limited access to livelihoods and employment opportunities by disabled people.
(IV)
Limited capacity of interventions to effectively address gender dimensions of
disability and exclusion.
(V)
Limited capacity of interventions to address issues of disabled children
(VI)
Limited consensus on advocacy priorities by DPO and limited capabilities for
disabled people’s organization to campaign/advocate for inclusion of their
member.
17
(VII)
(VIII)
(IX)
(X)
(XI)
Challenges of power dynamics among the different layers of the disability
movement
The unsustainable structures of national DPOs
Limited synergies within the different structures of the disability institutional
framework
Small scale and short term interventions targeting disabled people thus not
providing opportunities for research, reflection, learning and modeling for scale up
and replication
The slow pace of policy change and development of a disability "conscience"
despite having people with disabilities in high leadership positions.
3.2 Strategic aim for ADD Uganda country program for the period
2013-‘17-‘20 and added value
The aim of ADD International’s interventions in Uganda during this period is to contribute to
the removal of barriers to inclusion by strengthening capabilities of disabled people, through
their organization to conduct effective advocacy; and strengthening capacity of social service
delivery systems in order to promote participation and inclusion of disabled people in the
“transformed” Ugandan society.
Linking the aim to the problem. Strengthening the capabilities of disabled people through
their organizations to advocate for the removal of attitudinal and physical barriers within
social service delivery systems will increase the awareness of - and demand by - disabled
people for such services. This will also develop the capacity of provider institutions in terms
of knowledge, skills, attitudes, policies, methodologies and other modifications for addressing
unique needs of disabled people, and will improve accessibility and utilization of such
services which will increase the resilience of disabled people leading to their greater
participation in the opportunities offered by the “transformed” Uganda.
Fit with national policy framework. The aim of the country strategy is developed keeping in
mind the Social Sector Development Strategic Investment Plan - (SDIP 2) 2011/12 – 2015/16
whose theme is “Accelerating social transformation through promoting employment and the
rights of the vulnerable and marginalised”.
Added value. ADD International will add value to the realization of the strategic aim in the
following ways:
1) Designing thematic programs based on sound research and evidence, and working with
disabled people’s organization both to build their capacity and deliver interventions in
ways that ensure participation of disabled people thus contributing to sustainability
2) Leveraging collaboration with international INGOs and technical institutions in order to
increase access to financial and technical resources especially from international
institutional funders not easily accessible by the disability movement and through
partnership with DPOs, enable disabled people to benefit
3) Strengthening monitoring, evaluation and learning systems so that reflection about
ADD’s own approaches takes place, learning is systematically captured and learning
‘products’ are developed aimed at specific targets to maximize uptake of our learning
by others and provide lessons for modeling, scale up an replication of interventions
4) Influence at national, regional and international levels so that policies and programs
are inclusive of disabled people’s concerns.
Building on existing strengths. The country strategy consolidates existing strengths by
1) Building on lessons from the pilot thematic projects implemented in 2011-13 (Atria
2013, Bwire 2013; Young 2013; Sentumbwe ETAL, 2013 and Ikornafrica 2013).
18
2) Strengthening existing relationships with district, regional and national DPOs,
especially those of under-represented disability categories;
Desired Change by 2020. The success of this strategy will be measured in terms of:
1) greater access and participation in mainstream programs targeted by interventions of
this strategy by disabled people
2) ADD International will become a learning centre for other agencies wishing to model,
scale up or replicate thematic areas of the country strategy;
Level of intervention within the disability movement. Lessons from Atria 2012, Atria 2013
and Bwire 2013 teach that it is not wise for ADD to strictly tie itself to a particular level for
entry within the operational structures of the disability movement in Uganda. ADD will
therefore preach partnerships at the most appropriate level for a given intervention. It is also
possible that partnerships will be developed with DPOs at different levels; for example, a
project with grassroots implementation and national level influence requires an agreement
with district level DPOs where implementation takes place and national DPO which may be
better positioned to take forward national policy advocacy campaigns.
Balance between meeting immediate needs and securing long term enjoyment of rights.
This is an ongoing debate which can neither be ignored nor resolved. Interventions will
endeavor to maintain the balance by modeling innovative pilots within service delivery which
both meet immediate need and demonstrate how services are best delivered to disabled
people while maintaining strategic focus on changing systemic and policy barriers which if
removed results into transformations that are necessary for inclusion. Sustainability of
interventions will be secured when there is development of a disability conscience so that
interventions are viewed with a disability lens in planning, designing, delivering, monitoring
and evaluation.
3. Linking the 2013-‘17-‘20 country strategy to the ADD International
focus areas and strategic interventions
1.
Focus on poverty.
ADD International recognizes that disabled people experience poverty of various dimensions,
caused by the combination of factors which make disabled people voiceless, powerless,
isolated and excluded from participation in society. Furthermore, Uganda’s SDIP (2010-16)
noted that 16% of Ugandans have a permanent disability and that their situation has been
exacerbated by varying degrees of negative attitudes, illiteracy and poverty. The SDIP
underscores that disability is both a cause and consequence of poverty. It exposes people to
limited livelihood opportunities which lead them to the state of poverty and vulnerability. The
socio-economic situation of disabled people in Uganda is characterized by abject poverty. The
major factors which hinder PWDs in accessing education and skills training include scarcity of
appropriate educational scholastic and instructional materials, inadequate trained staff for
handling disabled people, outdated and limited skills in vocational rehabilitation centres,
inaccessible physical structures in public and private facilities as well as high costs of assistive
devices and helpers. Basing on the poverty-causing factors among disabled people identified
in Uganda’s SDIP – 2011-16, ADD will contribute to addressing poverty among disabled people
in the following ways:
(I) Advocate alongside other actors in the disability sector for a barrier-free environment
and the reform of discriminatory legal and cultural practices which hinder disabled
people from full participation
(II) Participate in studies which aim at providing sound evidence of the impact of poverty
eradication and wealth creation programs on disabled people
19
(III)Address livelihoods
a. Promote the formal employment of disabled people through projects which on the
one hand give qualified disabled people exposure to the work ethic and
environment; and on the other hand, address attitudes of employers who do not
give chance to disabled people to compete for employment even when they have
the necessary qualification and experience.
b. Provide information about livelihoods opportunities both by government and nongovernmental actors to disabled people in appropriate formats to enhance their
awareness and participation. This will be done through ongoing projects.
c. Provide disabled people - especially those considered as marginalized (disabled
women, people with albinism and disabled people with HIVAIDS) – with skills for
designing and implementing livelihood activities; and where practical provide them
with start-up kits to initiate income generating activities. Models like the village
savings and loans associations will be integrated in the approach to providing
livelihoods support to disabled people.
d. Where required, livelihood support will include provision of assistive devices for
disabled people with high needs for example disabled women living with HIV if such
devices can increase independence and participation
(IV)Develop tools for monitoring the impact of ADD interventions on the well-being of
disabled people
2.
Focus on reaching unreached disabled people.
When communities are mobilized and sensitized, they are able to participate in development
initiatives, demand for services and accountability SDIP (2011-16). However, there are
disabled people who are not yet effectively mobilized for a number of reasons. Some
categories of disabled people have not formed strong organizations through which they can
carry out advocacy and lobbying campaigns - for example people with albinism; disabled
people living with HIV/AIDS etc. disabled women particularly face multiple exclusion on
account of being women, disabled, and often poor all of which exacerbate stigma,
discrimination and marginalization. Some disabled people are in hard to reach geographical
areas for example disabled people in mountainous areas like people with albinism in parts of
Bugisu and Sebei regions. Some disabled people are living within post-conflict regions like
northern Uganda and the Rwenzori region. It is such groups of disabled people who routinely
experience the sharpest human rights abuses. (Young, 2013)
So ADD’s contribution to reaching “unreached” disabled people in some of the conditions
described above will include supporting groups of disabled people who do not have strong
associations to develop both district-based, regional and national federations through which
they can carry out advocacy and lobbying campaigns. The target is to support the formation
of national federations of people with albinism and disabled people living with HIV/AIDS by
the end of the strategic period. Work towards strengthening the associations of unreached
disabled people will include:
(I)
Conducting capabilities assessment of targeted groups of people with albinism in
Bugisu, Busoga and Masaka regions; and of disabled people with HIVAIDS in Masaka,
Kalungu, Rwengo, Jinja and Mayuge regions to establish their capabilities on which
to build stronger associations
(II)
Building the capabilities of the leaders of existing groups of people with albinism in
Bugisu, Busoga and Masaka regions; and of disabled people with HIV/AIDS in
Masaka, Kalungu, Rwengo, Jinja and Mayuge.
(III)
Supporting such groups to formally register with relevant local government bodies
so that they are recognized as legal and legitimate associations
(IV)
Supporting the groups to develop organizational structures and systems for
mobilizing members: democratic governance, planning and delivering activities,
20
(V)
(VI)
(VII)
3.
documenting and disseminating results of their work, managing relations and
resources.
Supporting groups to come together to consider possibilities for greater
collaboration across the regions and possibly to form national federations
Supporting groups to carry out campaigns for 1) increasing representation of their
special interests in the disability movement and broader civil society; 2) enhancing
mechanisms for reporting human rights violations against their members; and 3)
building public recognition of stigma and discrimination they experience.
Developing methodologies for monitoring and documenting the change process of
how such groups evolve.
Supporting DPOs to become more effective in bringing about
practical positive change in the lives of their members.
In addition to building organizational capabilities of organizations of unreached disabled
people, ADD International will work with such organizations alongside technical organizations
to deliver thematic programs in the areas of:
(I)
Design and implementation of projects for improving access to and utilization of HIV/
AIDS prevention and response services by disabled people in partnership with peer
support groups of disabled people living with HIV/AIDS in Jinja, Mayuge, Masaka,
Kalungu and Rwengo Districts.
Uganda’s HIV/AIDS Strategic Plan 2010-15 correctly recognizes disabled people as highly
vulnerable to the disease. The districts of Masaka, Kalungu and Rwengo are within the area
with the highest prevalence in Uganda at 10.5% (AIDS Indicator Survey 2011) and the districts
of Jinja and Mayuge are within the area with the highest rate in the Eastern region. Disabled
people still experience physical, behavioural, information and systems barriers preventing
them from using existing services, as well as their high poverty which stops them travelling to
venues of prevention and treatment services. ADD will contribute to redressing the HIV/AIDS
challenge for disabled people in the following ways:
(a) Increase individual awareness among disabled people of HIV/AIDS and HIV/AIDS
services leading to increased demand for, and use of, them by disabled people by:
- Training people with hearing, seeing, and psychosocial impairments on behavioural
change, on HIV/AIDS, and on available services
- Conducting school outreach to increase HIV/AIDS knowledge among disabled
children
- Coordinating home care for disabled people to improve service uptake
(b) Increase the competence of peer support groups of disabled people to conduct
advocacy and influence service providers to include disabled people
(c) Increase the competence of service providers to include the needs of disabled people
in their programmes.
(d) Improve incomes for households of disabled people living with HIV/AIDS leading to
more secure livelihoods.
(e) Conduct operational research to develop a better understanding of the vulnerability of
disabled people to HIV/AIDS to test common claims and develop more targeted
interventions
(f) Contribute financially alongside advocacy to modify health centres to be physically
accessible to serve as models for advocacy and awareness – raising
(g) Build capacity of local media to champion the fight against discrimination towards
disabled people in HIV services.
(II)
Implement programs for reducing sexual, gender and other forms of violence to
21
promote equal enjoyment of human rights by disabled girls and women in 4 districts of
Gulu, Amuru, Lamwo and Pader in northern Uganda in partnership with the National
Union Of Women With Disabilities In Uganda and district-based associations of disabled
women, using a multi-pronged approach to tackle root causes of violence against
disabled girls and women, strengthen response systems to work equitably for disabled
women and girls, while building economic and other forms of resilience of disabled
girls and women to resist violence.
A study conducted by Human Rights Watch in 2010 in six districts of northern Uganda revealed
a disturbingly high level of violence against women with disabilities. In the resultant report,
“As if we weren’t human” more than a third of the women and girls interviewed had
experienced some form of SGBV, including rape. Several of the women had sought justice but
none was successful because of physical inaccessibility, communication problems and a
negative attitude by government officials. A further study is a baseline survey carried out by
the National Union of Women with Disabilities of Uganda (NUWODU) in 2011 in three districts
of northern and north-eastern Uganda involving 456 respondents. This confirmed the
vulnerability of women and girls with disabilities to SGBV (especially those with mental health
issues and intellectual disabilities) due to their being withdrawn, lonely, isolated and unable
to communicate freely.
SGBV against women diminishes their dignity and significantly erodes their ability to enjoy
and exercise their human rights. Risk factors for SGBV include the unequal position of women
relative to men, low education, and the normative use of violence to resolve conflicts.
Women with disabilities are particularly unequal, as they are socially excluded and have low
levels of income. Risk factors are particularly prevalent in northern Uganda, which has a
strong patriarchal culture and is recovering from a twenty year civil war. Women with
disabilities, however, have so far not been included in SGBV prevention and response
programmes. ADD will contribute to addressing violence against disabled girls and women by:
(A) Training disabled girls and women to build awareness about social norms and rights
and build skills such as communications, negotiation and assertiveness to prevent
VADWG for themselves and their peers.
(B) Holding a series of dialogue meetings with male members of households of disabled
girls and women; and leaders of the Acholi traditional Justice system, who play a
significant role in administering justice, to make them partners in preventing and
hosting community meetings to address these issues with male heads of households
and family members.
(C) Conducting participatory action research to systematically document the constraints
and innovations of the leaders of the Acholi Tradition Justice System and judiciary to
safeguard disabled girl and women from violence.
(D) Strengthening disabled women’s livelihoods through the provision of group grants and
seed capital to empower them financially, thereby making them more economically
independent and less likely to accept violence
(E) Supporting people to form or join village savings and loans associations to increase
access to low cost finance by disabled women
(F) Holding dialogues with magistrates, police and other actors in the justice, law and
order sector to understand the challenges of disabled girls and women in seeking
justice; and to work out practical adjustments to make services more accessible
(G) Building the capacity of groups of disabled women so that they can continue to
advocate for access to justice, create awareness about preventing of violence among
their peers and provide support to each other.
4.
Promoting the inclusion of disability issues in all areas of
22
development.
It is not enough to have disabled people active in their organizations. Disabled people need to
play an active role in the mainstream community so as to contribute and benefit from its
opportunities. So disability must be mainstreamed in community development programs. ADD
will use the twin track approach by promoting disability specific interventions where
practically possible as well as promoting mainstreaming of disability in existing programs of
government and other developmental actors.
Government recognizes the importance of mobilizing every part of the community to
participate and community development officers (CDOs) and community development
assistants (CDAs) are hired in the local government staff structure for the very purpose. In
spite of the vital role played by community development staff (CDOs and ACDOs) in
mobilizing, sensitizing and educating the communities on their social responsibilities and all
development programmes, they have been under-facilitated. The funding to the function
(non-wage grant for CDOs) stagnated at 400 million Uganda shillings for 2009/10 and 2010/11.
This translates to Shs.33,000 per month for community development functions at each LLG
level which reduces further as the fund is divided among the increased LLGs. (SDIP, 2011-16).
So in addition to strengthening organizations of disabled people as described in the section on
reaching the unreached, ADD will:
(I) Work with and strengthening capacity of local government institutions and staff
responsible for mobilizing communities23 in the areas of operations, and we shall
reflect on our experience of working with local authorities to document and share
lessons with others.
(II) Conduct study(s) to enrich ADD’s understanding of how local government works, their
capabilities and constrains; and how best their relationship with DPOs can be
enhanced for promoting inclusion of disabled people.
(III)Where appropriate, sign a memorandum with respective local governments in the
areas of operations;
(IV)Provide training and other forms of capacity building identified as necessary for local
government staff to increase their effectiveness in including disabled people in
development programs;
(V) Support the development of disability ordinances with at least two local governments
to translate national legislations into local context
(VI)carry out joint monitoring of programs and share information with relevant local
government structures;
(VII)contribute to strengthening district disability councils in areas of operation to
enhance monitoring of compliance with disability mainstreaming in government
programs.
5.
Developing effective influencing and advocacy
5.1 Context analysis
Uganda has perhaps the purest form of direct representation of disabled people in elected
positions. The Republican Constitution of 1995, the 1996 Local Government Act and
subsequent parliamentary elections acts provided for elections of representatives of disabled
23 According to SDIP (2011-16) he Local Government Staff Structures approved in 2005 created two posts to be occupied by a
Community Development Officer (CDO) and Assistant Community Development Officer (ACDO) in every Sub-county, Town and
Municipal Councils as well as City Divisions.
23
people from the village to parliament. Not only are the elected representatives of disabled
people there specifically to speak for disabled people, but disabled people actually decide on
just how they want to be represented because they are the only ones allowed to vote for
their representatives. And while the disabled MPs do have national issues that they are
responsible for, their role is clear - they are to watch out for and represent the interests of
disabled Ugandans.
These elected special representatives have a democratic mandate and the potential to be key
advocates of disabled people’s rights. However, a baseline study in 200924 showed they lacked
training and faced a negative attitude by mainstream representatives. Disabled people’s
rights continued to be ignored, no motion on disability was made in any of the sub-counties
surveyed, financial allocations were nominal, and wholly inaccessible buildings continued to
be built against Ugandan law. As a result of their lack of training, representatives focus on
winning small grants for, say, a few mobility appliances, rather than seeking systemic change.
This is a waste of a great opportunity for disabled Ugandans to improve their lives. Another
challenge is that non-disabled legislators tend to think disability issues are not their concerns,
living them to disabled representatives.
In 2016, Uganda will hold presidential, parliamentary, district and lower council elections.
This provides the opportunity to work with elected leaders; in their new mandate to enhance
their capability for performing their representation functions.
5.2 Proposed interventions of ADD in the area of policy influence
Linking to the context analysis presented above, ADD will contribute by working in partnership
with the national union of disabled persons in Uganda, the national council for disabilities and
other disabled peoples organizations to:
(I) Conduct a capability assessment of elected representatives to determine their
capabilities and areas for improvements;
(II) Provide appropriate capacity building, including training to improve the capability of
elected disabled people’s representatives.
(III)Produce written job guides to be used by elected representatives for reference in the
performance of their roles.
(IV)Provide simplified versions of legislation and versions in alternative formats for visually
impaired representatives.
(V) Establish an awards system for the elected representatives with the African Leadership
Institute.
(VI)Organize/participate in forums to increase interactions between the disability
movement and members of different committees of parliament.
(VII)Follow up with the DPOs to ensure that the alternative report prepared by DPOs is
submitted and advocate for the implementation of observations and recommendations
by the committee of experts about Uganda’s initial report on the implementation of
the CRPD when they are finally issued. It is now mostly likely that the committee will
not review Uganda’s report before 2017. Until that time, it is important to maintain
focus of the disability movement on the shadow report for example by updating the
report with relevant information and ensuring that finally when the invitation is made
by the committee, representatives of the disability movement are facilitated to take
part in the committee proceedings in Juanita in large numbers.
(VIII)Work with DPOs and the entire disability movement to advocate for the amendment
of the PWD Act, 2006 and other legislations to be more disability sensitive. There is
currently the 2013 amendment bill of the 2006 PWD amendment act. However,
analysis of the bill reveals it is not aligned to the CRPD, has narrow reference to the
24 National Union of Disabled Persons
24
1995 Republican Constitution and shifts responsibility for implementation away from
the government to private individuals. Disabled people need to understand
implications of the current amendment bill; make alternative proposals; lobby
parliamentarians and other stakeholders in the legislative process to pass an
aspirational law. ADD will join other development partners to facilitate the process
financially and technically.
(IX)Work with DPOs to advocate for appropriate financing for disability programs by
government. The budget is the most important government policy. It determines who
gains, who loses, who is included and who is excluded by region, gender, disability,
sector etc. therefore advocates and campaigners of the disability movement need to
be supported to develop technical understanding and engage with national and district
government budgeting processes. ADD will work with other development partners to
facilitate these processes.
(X) Support DPOs to strengthen their capabilities (knowledge and systems) for generating
and analyzing government programs and budgets for disability to strengthen the cade
for evidenced based demand for accountability of government’s interventions for
disabled people
(XI)Support disabled people, through their DPOs to form and/or join coalitions with other
civil society groups to strengthen their effectiveness influencing work.
(XII)Play an active role in the Eastern African Network for Disability Mainstreaming
(EANDM), a regional membership-based organisation that brings together organizations
in the Eastern African region that are actively promoting inclusion of PWDs in
mainstream development processes. The Network seeks to promote an enabling
environment for its members for capacity development, joint programming and
knowledge development and documentation, so that members can professionally assist
government and development organisations to effectively mainstream disability in
their policies, programs and practices.
(XIII)Participate in ongoing discussions of the post-2015 sustainable development agenda
nationally in activities organized by civil society and the disability movement in
Uganda as well as regionally within the Eastern Africa region. ADD’s engagement in the
discourse on the post-2015 sustainable development agenda will be guided by Nairobi
Declaration 25 unless it is replaced by another consensus driven framework.
(XIV)Participate in discussions largely led by the East African Federation of the Disabled
(EAFOD) towards the implementation of the Eastern African Disability Policy and
establishment of the east African Disability council
(XV)Follow up on the process to enact the disability protocol on the African Charter on
peoples and human rights; together with the open society initiatives for eastern Africa
(XVI)Participate in national and regional forums convened by international agencies, the
disability movement or government offering the opportunity to have an input on the
process for promoting inclusion of disabled people.
5.3 Working with the UK Policy and Influencing team
The UK-based Policy and Influencing (P&I) team shares our objective of increased uptake of
disability considerations in policy formulation, implementation monitoring and evaluation
initiatives. The UK P&I team will liaise particularly closely with ADD Uganda, to ensure our
priorities and approaches are aligned, and to share learning. In particular, we will make the
25 The Nairobi declaration was adopted by persons with disabilities from Africa, representatives of national, sub-regional and
Pan-African disabled people’s organisations, on the 8th of March during the Nairobi conference “Inclusive post 2015
development agenda and UN CRPD in Africa”, organized by the International Disability Alliance in partnership with the
International Disability and Development Consortium, UNICEF and the UN Partnership to promote the Rights of Persons with
Disabilities.
25
most of the following opportunities:
a. Opportunities for ADD Uganda staff to represent the country programme’s views and
expertise in discussions with international policy makers. This might include discussions
around the post-2015 development framework, and input to DFID Uganda’s policies on
disability.
b. Opportunities for the UK P&I team to work in support of ADD Uganda influencing priorities.
For example, there may be occasions when ADD Uganda has a particular advocacy objective
with the Government of Uganda, and the UK P&I team can raise the same issue with
influential donors to Uganda such as DFID or the World Bank.
6. Working with other organizations to promote the rights, well-being
and participation of disabled people (social/economic/political).
ADD has learnt that improving the practice of “inclusion” requires to proactively work with
organizations that do not traditionally work on disability, yet their interventions are essential
for disabled people – the common analogy of disabled people to take the “gospel of disability
to the unconverted”. In this way, ADD will increase collaboration with non-disability
organizations in in the following ways:
1) Joint development and delivery of thematic interventions to blend thematic expertize
of such organizations with ADD’s disability experience
2) Commissioning with or participating in studies for generating and disseminating
evidence of interventions on disabled people
3) ADD may join consortia with other organizations both to deliver a disability component
of a big intervention and to influence the practice of other actors
4) Providing technical support/consultancy to organizations to improve their capability of
including disability and disabled people in their programs
5) Joining thematic learning forums where ADD can draw lessons for improving its own
practice and disseminate its own learning to build others capabilities
6) ADD may also co-fund organizations to increase focus on disability in situation where a
DPO partner cannot be identified for the purpose
7) ADD will also explore ways of working with organizations of parents and caretakers
who are significantly affected by disability
4. Partnerships
The 2013-17 country strategy will be delivered through a variety of partnership arrangements
(taking note of partnership lessons drawn from the reviews commissioned in 2013). It is also
important to emphasize that ADD will not play the role of the “funder” as was largely
perceived in the last five years. The purpose for the partnerships is to provide opportunities
for “joint Implementation” in order to contribute to building DPO capacity / collective
empowerment of persons with disabilities so that successes, challenges and learning can be
mutually co-owned.
Partnerships will happen at the following levels:
1.
Operational partnerships. These are partnerships arrangements necessary for
delivering projects. Operational partners will be responsible for delivering significant parts of
mutually agreed projects and will therefore manage proportions of project budgets. These
are mostly likely to include
(I) organizations of disabled people directly targeted by the project and these can be
district, regional or national federations of disabled people.
(II) Organizations with a track-record of working on thematic areas like Mildmay Uganda
26
and the AIDS support Organizations on HIV/AIDS interventions and AMPICAN – Uganda
on child rights.
2.
Collaborative partnerships. These are the partnerships which will be made with
organizations considered to be of value to the delivery of given projects. Collaborative
partnerships may be made with organizations that can provide technical inputs in projects
without necessarily holding budgets or with organizations with whom ADD and operational
partners can leverage bigger influence. Organizations targeted for collaboration included but
are not limited to:
I. Organizations involved in promoting rights of disabled people for example the
Disability Rights Fund; Open Society Initiative for eastern Africa, Sight Savers
International among others
II. Organizations involved in broad human rights advocacy for example Water Aid, the
Human Rights Centre, Foundation for Human Rights Initiative, etc.
III. Organizations involved in research for example universities and Development Research
and Training
IV. Civil society networks for example the Uganda Child Rights NGO Network, the Uganda
National NGO Forum Organizations with similar thematic interests for example
Advantage Africa on rights of people with albinism.
All partnership arrangements will be governed by Memoranda of Understanding spelling out
roles, responsibilities and obligations of all parties.
3.
Linking with other ADD programmes working at regional and international level. In
addition to the country level partnerships, the country program will participate in agencywide cross-organizational development initiatives in some of the following ways:
(I) Participating in developing/reviewing management systems like guidelines for
conducting due diligence for potential partners, templates for partnership agreements
and memoranda of understanding etc.
(II) Participating in working groups like those of child safeguarding; monitoring evaluation
and learning; finance, administration and Human resource etc.
(III)The country director will take part in performing functions of the Extended
Management Team
(IV)Country program staff could represent ADD in regional and international forums
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PART FOUR: MONITORING, EVALUATION AND LEARNING
4.0 Introduction
This section describes the desired impact for ADD’s interventions through the country
strategy. The section also illustrates how evidence of the impact will be tracked,
documented, measured, reported and demonstrated both within ADD and to external
audiences. Underlying this section is also how ADD anticipates it will derive and utilize
learning to improve its practice.
4.1 Anticipated Outcomes
Important notes:
First, the major assumptions underpinning the achievements of the anticipated/desired
outcomes of this strategy are:
1) Activities of DPOs with the necessary mix of capabilities bring about improved
understanding of the priorities of disabled people at grassroots and national level
2) Evidenced- based advocacy targeted at the right level of government and nongovernmental actors increases understanding of how policies are developed and
implemented to accelerate inclusion of disabled people
Second, baselines and targets have not been identified when writing the strategy. These will
obviously need to be identified when developing a specific project proposal in any of these
thematic areas, based on situation analysis/needs assessment/surveys etc.
With the above notes in mind, the interventions of this strategy are expected to result in the
following
1.
Improved capabilities of disabled people’s organizations, with particular emphasis
on those of under-represented categories of disabilities like people with albinism and those
living with HIV/AIDS to mobilize their members and serve as the voice for advocating for
access and inclusion in development at the community level. Capabilities of disabled peoples
organizations will be demonstrated by among others:
I. Better governance including constitutions, policies and structures which promote
participation, inclusion and transparence within DPOs;
II. More representative disabled people’s organizations, conscious of diversity in terms of
gender, age, rural-urban differences among others
III. Better prioritization and ability to develop/implement responsive activities
IV. Management systems for resources, information and communication;
V. Diversified resourcing for the DPO’s work
VI. Improved synergies demonstrated with networks of grassroots, regional and national
federations (constituency building) and their inter- connectedness with other disabled
peoples organizations (cross-disability movement building) as well as other movements
of women, children, youth (cross movement strengthening)
2.
I.
II.
Better access to quality HIV/AIDS services for disabled people, and reduced
discrimination against them in service delivery and within communities because
More disabled people have knowledge about HIV/AIDS leading to an increased demand
for, and use of, HIV/AIDS prevention, treatment, care and support programmes.
Increased capability of leaders of the partners to engage with service providers
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resulting in increased consultations between disabled people and service providers
who put in place strategies to include disabled people in mainstream programmes.
III. Increase in the number of facilities providing HIV/AIDS services with disability friendly
staff and systems.
IV. Increased number of HIV/AIDS service providers having the knowledge and skills to
handle the special needs of people with various categories of impairment, leading to
greater satisfaction by disabled people seeking services.
V. Improved incomes for households of disabled people living with HIV/AIDS leading to
more secure livelihoods.
3.
Greater protection and promotion of rights of women and girls with disabilities
because of
I. Mainstreaming their needs in sexual and gender based violence (SGBV) prevention and
response programmes.
II. Reduced level of SGBV against women and girls with disabilities leading to increased
enjoyment of rights;
III. Improved access to justice by women and girls with disabilities who are victims of
SGBV;
IV. Strong associations of disabled women, able to mobilize disabled women in to group
action, create public awareness about issues affecting disabled women and advocate
for positive policy change within their communities and nationally
V. Enhanced public dialogue on SGBV and other related human rights issues specific to
women and girls with disabilities.
4.
5.
Greater inclusion of people living with and affected by albinism in development
programs of government, civil society and the disability movement in Uganda
because of
I. Strong district, regional and national federations for mobilizing and Increased
representation of the special interests of persons living with and affected by albinism
in development;
II. Enhanced mechanisms for reporting human rights violations against persons with
albinism;
III. Increased understanding about the condition of albinism among health and education
professionals, policy-makers, human rights promoters, actors in civil society and the
general public.
I.
II.
6.
Disabled people have better livelihoods and incomes because:
Disabled people have exposure to the work place, build self-confidence and
independence and they demonstrate their capabilities, thus becoming competitive in
the job market;
Employers develop more positive attitudes towards qualified disabled people seeking
employment and give them equal opportunities to compete for available jobs;
Increased uptake of disability considerations in policy formulation, implementation
monitoring and evaluation initiatives because of:
I. Increased availability of evidence on implementable set of principles that focus on
disability alongside and overlapping with other forms of group-based difference
showing how best to achieve the greatest possible contribution to the eradication of
poverty.
II. DPOs nuanced understanding of stakeholder interests, political economy dynamics,
types of knowledge required and prioritized, and the various options of engagement
with intermediary actors.
III. Increased DPO partners’ capacities to use evidence in programming and policy
influencing
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2. How evidence of impact will be assessed, documented and
presented
The country program will use the combination of project specific and holistic monitoring,
evaluation and learning methodologies to ensure that evidence is tracked, assessed,
documented, reported and disseminated for internal learning, improvement of practice and
external sharing.
Some of the methodologies that will be used for MEL are:
I. Situational analysis/needs assessments prior to designing any intervention so that the
needs, constraints, and existing capabilities of stakeholders are the basis of
interventions
II. Baselines will be conducted at the beginning of interventions; to establish benchmarks
for measuring progress.
III. Project specific MEL matrixes will be developed; linked to the overall ADD MEL
framework
IV. A variety of data collection tools as appropriate Including but not limited to random
Well-being surveys, organizational capability assessment, knowledge, attitudes a and
practice surveys, competence tests, stories of change, will be routinely administered
during the implementation of projects to collect data for analyzing progress and
reporting
V. For medium term projects of five years, mid-term evaluations will be conducted half
way projects to determine suitability of project methodologies; and determine
whether changes may be required;
VI. End of project evaluations by external resource persons will be conducted to
determine the net effect of projects;
VII. In order to ensure holistic reflection and learning from the country programs work,
quarterly programme review and planning discussions involving programme staff,
implementing partner, where possible funding partners and key UK staff will discuss
the data and evidence gathered from programs as well as financial reports culminating
in an annual review process of tracking progress against the indicators.
VIII. A final evaluation of the performance of the strategy will be conducted to determine
how successful ADD will be in delivering the combination of interventions
3. Systems and skills required to monitor and evaluate our work more
effectively
ADD recognizes that MEL methodologies are dynamic and evolve as experience is gained from
practice, academic work and technology developments. Therefore, ADD will endeavor to keep
staff refreshed on developments within the MEL discipline by:
I.
Organizing reviews of MEL capabilities on a periodic basis to identify areas for
improvements and organizing on the job skills development programs for staff
II. Acquiring and utilizing MEL supportive software for example MS project, SSPM, sense
makers and others as may prove appropriate
III. Encouraging staff to participate in forums of MEL practitioners
4. How learning processes will be strengthened to develop a culture of
learning within the programme
30
I.
We will negotiate with development partners to ensure project budgets include
adequate resourcing for MEL so that appropriate staff are recruited to perform MEL
tasks, produce and disseminate learning products through different channels and
engage with external audiences to promote uptake of our learning.
II. In addition, ADD will identify actors that might benefit from learning about its
approach, and engaging with them early on so that we can target our learning
products to their interests/ needs, and to build a more receptive audience to improve
uptake for our learning products.
III. We will develop key learning questions and processes which produce quantitative and
qualitative evidence to contribute to better understanding of the problem, and to
support our specific policy recommendations.
IV. Participatory reflection and learning spaces will be created within ADD, with project
stakeholders and the wider audience to explore the learning questions and capturing
conclusions.
V. The reflection and learning spaces will also be used for examining what ADD does well
and why, the value of the interventions to disabled people, who else is affected, the
impact of interventions by other actors on disabled people, approaches used by other
actors targeting marginalized groups, and other approaches to capacity building. We
will feed the lessons and conclusions of these processes into our own planning and
practice, develop best practice guidelines to systematize the approaches we have
developed so that we can share with other actors – otherwise the value of our
intervention is limited to our own project.
VI. Promoting a learning culture within ADD will also involve systematically identifying and
drawing on external sources which can inform and improve our work – both at the level
of projects and of staff skills and knowledge and this will always be built into situation
analyses.
VII. Wherever possible, rigorous research components will be included in projects to
contribute to the body of reliable knowledge on factors affecting disabled people
within the thematic areas ADD will be working in Uganda
VIII. Finally, ADD will disseminate our learning outputs and make them more accessible e.g.
using the website more and working with other actors to ensure that their websites
include links to ADD. ADD will also explore using social media (Twitter, Facebook etc)
to promote our learning outputs/ to increase our profile as a source of innovation and
learning. Wherever practical, journal articles will be written out of external
evaluations and published in peer-reviewed journals to increase dissemination of the
impact of ADD’s interventions.
PART 5: RESOURCING THE STRATEGY
5. Introduction
This section speaks about resources needed to deliver the strategy in terms of Human capital,
systems, facilities and finances.
5.1. Human resources
5.1.1 Attracting, developing and retaining an appropriate mix of skills and experience.
One of the major challenges of ADD in Uganda from 2010 has been a thin staff base.
Therefore, developing a human resource of the appropriate size and qualification is central to
the success of the 2013-17 strategy. The senior management team developed a staff structure
which will be aligned to the global HR framework currently under review. The staff structure
states relevant qualifications and experiences which current staff should aspire to develop
31
while those who seek to join the country program must possess. Therefore, current staff will
be given appropriate support to develop to the required levels while recruitment and
selection criteria’s will be rigorous to ensure that the desired qualifications are brought into
the organization. We now know that for every project or thematic area, we need a
“specialist” project coordinator. In addition, each projects requires two officers one with
experience in MEL and the other in finance and administration. In addition to attracting and
developing competent staff, it is in the interest of ADD that they are retained. Therefore,
progress will be made towards offering competitive remuneration. In addition, ADD will pay
particular attention to the welfare of staff by for example contributing towards health
insurance, taking appropriate accident cover, paying attention to staff security and safety at
the workplace and during the performance of duty while off station.
5.1.2 Promoting the culture of inclusion.
The country program is doing well on the inclusion front with an appropriate balance between
male and female staff as well as those who consider themselves to have a disability and not.
The country program will continue to implement equal opportunity principles which promote
inclusion within the work place for example, encouraging disabled people to apply for
available vacancies. Deliberate outsourcing of disabled people may be undertaken for entrylevel jobs. Staff responsible for human resource functions will be facilitated to undertake on
the job training in managing diversity.
5.2 Systems and Facilities
1.
Facilities and capital items required to deliver the 2013-17 strategy
Currently the country program has one vehicle (2005 model) making nearly ten years of
service on the notorious roads of Uganda. A fleet of three vehicles , two for field project work
and one for administration is desirable. Car-tracking services can enhance fleet monitoring
and security.
5.2.2 Information Technology and communications systems
All staff have computers and internet connection. There is need to regularly upgrade
computer applications to maximize the IT potential. Protection against malicious software is
of ongoing concern. Adoption of innovative software for performing functions like cost
effective communication is of importance to the country program. Social media is the in-thing
and the country program needs to develop competence and make use of the various
platforms.
Assistive software for staff with needs should be acquired as part of the diversity and
inclusion program in the work place. It is also of good practice if the global IT policy
proactively considers accessibility among the criteria when adopting ICT solutions.
3. Finances
There is no project funding secured for the interventions articulated in this 2013-17 strategy.
If the strategy is to be successful, at least five medium-long term grants (one for each
thematic areas of HIV, rights of persons with albinism, violence against women, livelihoods
and institutional development) averaging GBP 300-500,000 covering three-five years should be
secured. We are talking about an average of 1,500,000-2,500,000 GBP over the next five
years. Budget for proposals will follow the full cost recovery system, where core costs such as
staff for none project staff, costs for UK support and office administration are included to the
greatest extent possible.
32