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The Danish Disability Fund

Application form:

DEVELOPMENT PROJECT BETWEEN SEV-ERAL DPOD MEMBER ORGANIZATIONS(Above 5 million DKK)September 2013

This application form must be used when applying for funding for modality D. projects involving more than one DPOD member organization.

The technical assessment of the application is made by the Disability Fund's Grant Committee. In case the application is recommended for approval a recommendation note is developed to the Danida Grant Commit-tee, which then makes the final decision. A commitment to funding can only be concluded when Danida’s Grant Committee has approved the application.

The form is divided into four parts:

Part 1. Cover page - basic information regarding the DPOD applicant(s), partner(s), title, the amount applied, etc.

Part 2. Application text - a description of the project. Each section provides an instruction (shaded grey) on what the section should contain. The application text (Part 2) must not exceed 25 pages. Applications exceeding 25 pages will be rejected.

Part 3. Budget summary

- the main budget items. Please, note that the budget summary must be elaborated upon in the annex E2 ‘Budget format’.

Part 4. Annexes - a list of the obligatory and supplementary annexes that support the application (reviews and evaluations of previous project phases must for example be enclosed).

Please, note: The project (and the project application) must be developed in collaboration between the pro-ject-implementing local partner organizations and the Danish member organizations. Consequently, a project document must be available in a language commanded by the local partner. The application, however, can only be submitted in Danish or English.

THE DANISH DISABILITY FUND – Development Project between several DPOD members (above 5 million DKK)

The signed application form (including annexes) must be submitted in print to:

Danske Handicaporganisationer Afdeling for Internationalt Samarbejde Blekinge Boulevard 2 2630 Taastrup

In addition, the application form, budget, and Annexes must be sent electronically to: [email protected]

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mailto:[email protected]


1. Cover pageDEVELOPMENT PROJECT BETWEEN SEVERAL DPOD MEM-BER ORGANIZATIONS (Above 5 million DKK.)

Project title: Capacity Building for Sustainable DevelopmentApplicant Danish member organ-ization (financial responsible)

Danish Association of the Physically Disabled/Dansk Handicap Forbund

Other Danish partner(s): Danish Brain Injury Association/Hjerneskadeforeningen, Danish Sports Organization of the Disabled/Dansk Handicapidræts-Forbund

Local partner organization(s): Brain Injury Support Organization of Uganda (BISOU).Spinal Injury Organization of Uganda (SIA).Uganda National Action for Physical Disability (UNAPD)

Country (-ies):Uganda

Country’s GNI per capita: 470 USD(2011, Atlas method, World Bank)

Project commencement date:Jan 1 2014

Project completion date:Dec 31 2017

Total number of months:48

Contact person for the project:Name: Sven Gårn HansenEmail address: [email protected] no.: 24980588Amount requested from the Disability Fund:

Annual project cost:(Total amount requested divided by number of project years)

Is this a re-submission? (i.e. a revised application, which has previously been submitted)[X] No[ ] Yes, previous date of application:Is this:[X] A: A new project?[ ] B: A project in extension of another project previously supported by DH or others?[ ] C: A long-term project initially divided into several project phases, of which this phase is number [ ] out of [ ]. Note that section F must be completed if the project is divided into phases.In which language should the response letter from the Disability Fund be written (choose one):[ ] Danish[X] EnglishSynthesisProjektet er et partnerskab mellem DHF, DHIF og Hjerneskadeforeningen og de tre ugandiske organisationer af fysisk handicappede UNAPD, SIA og BISOU. Det har til hensigt at styrke de sidstes kapacitet til at inddrage mennesker med handicap i offentlige uddannelses-, sundheds- og fattigdomsbekæmpende programmer, især på lokalt niveau.Ca. 6.300 mennesker med fysisk handicap i 25 distrikter i Uganda vil deltage i projektet, herunder 29 lokalafdelinger af de 3 deltagende organisationer.Projektet har en særlig dimension i at styrke enhed, læring og samarbejde i handicapsektoren i Uganda. Det vil endvidere udvikle sport som et redskab til rehabilitering, fortalervirksomhed og organisationsopbygning i Uganda.

Oct 1 2013Date Person responsible (signature)

Høje Taastrup Susanne Olsen, National ChairpersonPlace Person responsible and position (block letters)


J.nr. ( to be filled by DPOD)HP

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2. Application textA. THE PARTNERS (indicative length 3 - 5 pages)

A.1 The Danish member organization

A.2 Other Danish partners

This project includes three Danish partner organizations and three Ugandan organizations. The Danish part-ners are the Danish Association of the Physically Disabled (DHF), Danish Brain Injury Association (DBIA) , and Danish Sports Organization of the Disabled (DSOD). DHF is lead. The three Danish partners are well known in DPOD. To provide more space tpo describe the Uganda partners and the partnership as a whole, we have moved the descriptions of the Danish partners to an annex.

A.3 The local partner organization(s)

The project has three Uganda partners. The project also has an associated partner: Uganda Paralympic Committee (UPC). UPC is involved to support the sports activities of the project.

Brain Injury Support Organization of Uganda (BISOU) BISOU was established in November 2010 by a group of Persons with Acquired Brain Injury (PWABI) and Caregivers. The membership base was self help groups formed under the aegis of UNAPD. The group was motivated by the need to form a national organization to bring together all PWABI and caregivers so as to influence issues of interest for persons with acquired brain injury. There was also a glaring need for PWABIs to belong to an association. BISOU is the first organization of or for people with Acquired Brain Injury in Africa. BISOU was officially recognized by government on the 24th Day of November 2011. The vision of BISOU is to have a society cognizant of the needs and rights of persons with acquired brain injury and her mission is to promote the wellbeing of PWABI, create awareness and encourage support.

A General Assembly (GA) of members is the top decision making organ of BISOU. The GA is held bi-annu-ally, the latest in November 2012. and is constituted by individual members of BISOU. The GA elects a board of 10 members at each assembly and the cardinal role of the board is to make policies for the organization and to guide the day-to-day work of the secretariat. The board is steered by the chairperson who is the chief custodian of the property and powers of the organization. The Secretariat is run by a 3-member team, which includes the Executive Director, Program Officer and Administrative Officer.

Self-Help Groups (SHGs) of members are the smallest units in BISOU. There are 10 SHGs in BISOU today. Constitutionally, SHGs combine to form branches. At present the first three branches are under formation.

At the moment, BISOU has 270 fully paid-up and registered members with most (about 70%) organized in self-help groups (SHGs) in their communities. The current membership are mostly from the districts of Kam-pala, Wakiso, Kayunga and Kiboga. A few individual members are present in in other parts of the country.

A technical committee (Advisory Committee), constituted mainly by medical professionals has been ap-pointed by the board to guide and advise the board and secretariat staff on technical issues concerning ac-quired brain injury. This committee shall also be the facilitator linking the members of BISOU to medical ser-vice providers and health rehabilitators.

In April 2012, the Executive Director together with three board members made a visit to Denmark to share experience with the DBIA on how best to handle the affairs of an association of people with acquired brain injury. This further enriched the visiting members in the areas of organization development and effective

THE DANISH DISABILITY FUND – Development Project between several DPOD members (above 5 million DKK) 2


rehabilitation of PWABIs. BISOU, in partnership with DBIA, is currently implementing a small Project with support from DPOD (HP 003-141)) which is expected to end in December this year.

The activities of BISOU are financed mainly by the project funded by DPOD. However, other BISOU activi-ties are financed by memberships and annual subscription fees. BISOU also depends on donations from generous individual well-wishers and organizations.

BISOU is not affiliated to any donor organization or political institution. However contact with Action on Disability and Development (ADD) has been established. BISOU is committed to looking for donors to support its activities and to collaborate with any institutions that support the cause of PWABI. BISOU has registered for membership of NUDIPU and cooperates on a limited scale some civil society organizations in Uganda; such as Reach out Wives of Soldiers’ Association (ROWASA) and Kawempe Division Disabled Community (KDDC).

Key staff in this project will be: Basoita Godfrey, Executive Director, educated as physiotherapist. Was for five years Programme

Officer in-charge of two community projects implemented by DBIA in partnership with UNAPD (UBIP & UBISP).

Mulumba Julius, Programme Officer, Batchelor of law, has more than 4-years experience in imple-menting community projects with his former employer (the local government).

Najjita Grace, Project officer, batchelor in social work and administration (2012), has interned at BISOU.

Achen Margaret Akello, accountant, Batchelor in tourism, 4 yers experience as bank teller, bank assistant and accountant.

Spinal Injury Association (SIA)SIA is a non partisan disabled peoples’ organization which started in April, 2001. Mission: To lobby and ad-vocate for improved services and recognition of the rights of people with spinal injuries in Uganda. Vision: Quality and independent life for spinal injured people.

Aims and objectives: a) To advocate for the rights and needs of persons with spinal injuries in Uganda. b) To fight against all forms of discrimination towards persons with spinal injuries in all aspects of life. c) To uplift the standard of living of persons with spinal injuries through empowerment and mainstreaming. d) To create public awareness of the potentials of persons with spinal injuries through sensitization. e) To raise aware-ness on the causes, affects and means through which spinal injuries can be reduced.

The Annual General Assembly is the supreme organ of SIA. This elects the executive committee of thirteen members which supervises and monitors activities. Eight are men and five are women. This in return ap-points the secretariat which is headed by the Executive Director who oversees the day to day running of the organization.

SIA has five hundred members. Three hundred and fifty are men and one hundred and fifty are women. Some members pay a subscription fee of five thousand Uganda shillings. However during the board meeting in July 2012, it was resolved to start grading them according to economic status, so that some pay more to meet the organization needs like rent and utilities.

SIA has regional branches. The western branch together with the eastern branch was begun in 2007. The northern branch began in 2008. The western branch has 65 members, northern 180 members, central 200 members and eastern 55 members. The regions have their own executive committees which send lists of their delegates to the Annual General Assembly. The regional branches will be the base of the District Branches participating in this project.

SIA is affiliated to the Eastern and Southern African Spinal Injuries Association. SIA collaborates with the National Union of Disabled Persons of Uganda, National Union of Women with disabilities of Uganda, Uganda National Action on Physical Disabilities, Legal Action for Persons with Disabilities-Uganda, Commu-nity Based Rehabilitation Alliance (COMBRA) to mention but a few. SIA collaborates with Arrive Alive



Uganda, Injury Control Centre, Ministry of Roads, Works and Transport, Ministry of Health and Ministry of Gender.

SIA has had different development projects and worked with numerous donors like Motivation Charitable trust UK, Pact Omega Initiatives-Kenya, Abilis Foundation-Finland, Disability Rights Fund, British High Com-mission -Kampala and other local donors. SIA has been in contact with DHF since 2006 and we have worked together on three projects with DPOD funding (General Assembly and Strategy in 2012, Capacity Building project in 2013 and Consultant for OD Training 2013). In 2013 SIA also hopes to get from Disability Rights Fund $20,000, NUWODU $2500, NUDIPU $2500, Canadian doctors (in kind) and from Joni and friends (40 wheelchairs in kind). All the funds SIA has are dedicated to specific projects, ie restricted funds, so SIA has very limited funding for its own running.

SIA´s staff consist of 4 persons: Executive Director, Project coordinator, Accountant and Accounts Clerk. Due to SIA´s financial situation has most staff been working on voluntary basis, but since 2011 SIA has re-ceived some funding for salaries from Disability Rights Fund.

SIA staff working on this project will be: Executive Director: Ms. Angela Balaba a Bachelors’ degree in counseling and an MA in project plan-

ning and management. Her experience includes fundraising, management, and strategic planning and implementation of community of both health and rights based projects. Her previous work in the areas of local government legislation and planning process has given her a rich experience in culti-vating strategic alliances. She has managed donor funded projects with various funding partners.

Accountant: Mr. Andrew Yooumbe has a Diploma in accounts with over ten years in project/pro-gramme work accounting. He is familiar with donor funded program work accounting with key com-petences in financial planning, budgeting, monitoring, reporting auditing and procurement and sup-plies management as well as general office administration and control. He has worked for DPOs for the last 11 years.

Accounts Clerk: Ms. Monica Talidda holds a diploma in accounts, is a very efficient young lady hav-ing previously worked with a big insurance company.

Uganda National Action for Physical Disability (UNAPD)UNAPD is a non-governmental organization formed in 1998 to create a common voice in advocating for the rights, better service provision, and independent living among Persons with Physical Disabilities (PWPDs) in Uganda. The goal of UNAPD is “a society where Persons with Physical Disabilities are accorded rights en-joyed by all citizens”. UNAPD sees its mission as being ‘a leading action-oriented Disabled People’s Organi-zations (DPO) dedicated to the removal of barriers in society, which prevent PWPD from enjoying their full rights’.

UNAPD is an umbrella organization of district associations, groups and individuals with physical disabilities (PWPD). UNAPD has 40 active member District Associations with over 4112 individual members (2308 men and 1804 women). Members pay a registration fee of 3000 UGX (about 60 DKK). There are also five specific groups of physical disabilities; Youth with Physical Disabilities; Women with Physical Disabilities; Persons with Rheumatism; Polio Survivors. These groups form voluntarily as advocacy groups then affiliate with UN-APD for a common voice. UNAPD works through these structures to reach out to the grass root individuals.

To become affiliated a Branch has to have at least 50 registered members, payment of membership fees, registering CBOs, have an interim leadership, and a constitution. UNAPD only implements projects and ac-tivities in member districts that meet all the requirements for being a district association. Each member dis-trict sends delegates to the National General Assembly where they elect the National Board with four re-gional representatives of the districts.

UNAPD has a board which is the policy making organ of the organization and a secretariat which is responsi-ble for the day to day implementation and running of the organization. The General Assembly (constituted by delegates from member district associations, Groups, Founder members and paid up individuals with physi-cal disabilities) is the supreme governing body responsible for formulating policy and safeguarding the orga-



nization’s interests. The Secretariat is comprised of administrative and project staff attached to different projects. Currently, there are 10 staff members all together.

UNAPD collaborates with more than 20 national and international organizations, including Danish Handicap Forbund (DHF), International Republican Institute (IRI), Disability Rights Fund (DRF), Action on Disability and Development (ADD), FAHU Foundation Denmark, African Decade for Persons with Disabilities, Rehabilitation International, National Union of Disabled Persons of Uganda (NUDIPU), Uganda National NGO Forum, Development Network of Indigenous Voluntary Associations (DENIVA), Federation of Uganda Employers (FUE), National Union of Women with Disabilities of Uganda (NUWODU), Uganda Society for Disabled Children (USDC), Community Based Rehabilitation Alliance (COMBRA), Disability Stakeholders HIV/AIDS Committee (DSHAC), Care Uganda, World Health Organization, Mulago National Referral Hospital, Uganda Human Rights Commission, Water Aid.

UNAPD has during the last ten years (2002-2012) managed nine large projects (300.000 DKK to 3.000.000 DKK) in cooperation with DHF, DBIA and a private US donor as well as several smaller projects. UNAPD is currently implementing the Membership Empowerment Project (MEP) with funds from CISU Denmark and Accessible and Inclusive Schools. These two projects aim at building the advocacy capacity of district associations and secretariat to be able to advocate for the rights of PWPDs with a focus on schools and poverty alleviation, but also strengthening systems & structures for better management & ownership. UNAPD has in 2012 also received substantial support from American Jewish World service and Disability Rights Fund, as well as from NUDIPU and NUWODU. UNAPD also generates income from membership fees, vehicle hire and other income generating activities.

UNAPD staff working on this project will be: Kiyingi George William, Executive Director: Degree in Humanities, Diploma in Business administra-

tion, Series of post graduate trainings in project planning and management as well as participatory methodologies of community development. Over 13 years of managing community development programs and projects with local, national and international organizations.

Mukasa Apollo, Project Coordinator: has a Masters in Human Rights and International Development from Clark University in Boston (2013), where he was also intern at the ADA Access and Advocacy Program at Center for Living and Working. He has a Degree in Humanities. He has implemented similar projects like Capacity Building Project and is currently coordinating Membership Empower-ment Project which have similar objectives.

Lubwama Hamad, Information Officer: Degree in Mass Communication. He is responsible for information work in UNAPD including publicising the projects.

Kintu Thadius, Acting.Accountant: Degree in Accounting and Finance. Opoti Scholarstic, Ass.Project officer for Sports: Diploma Social work and Social dev’t. Experience in

sports activities of MEP project. Athlete. A new project officer will be hired.

Uganda National Paralympics Committee (UNPC/UPC) (Associated Partner)Uganda National Paralympics Committee (UNPC) is a national organization for disability sports established in 1992 with the mission to coordinate, develop and promote sports for People with disabilities in Uganda. UNPC also encourages other institutions working with people with disability to tap nature and develop poten-tial athletes with talents. UNPC is constituted by sports Federations and Associations for people with disabil-ity .Since its inception in 1992, UNPC has enjoyed collaboration with authorities in sports like National Coun-cil of Sports, Ministry of Education and Sports, Uganda Olympic Committee and other sports development partners to whom they are affiliated. UPC will contribute to policy guidance through a representative to the Sports Steering Committee and will provide technical support through a Sports Technical Officer:

UPC President Bumali Mpindi will serve as member of the project Sports Committee. Mr. Mpindi is also a member on the UNAPD National Board.

UPC General Secretary Tumwesigye Innocent (born 1969) will serve as Sports Technical Officer. Mr. Innocent has a Diploma in Eductation and has since 1993 been games master at various schools, including since 2006 the Salaama School for the Blind. He is Assistant Technical Officer of the Uganda Primary Sports and Games Association. He has been active in disability sports since



2002, as technical advisor for the Blind Sports Association, master coach in the Right To Play project and manager of the Uganda Paralympic Team 2012, among others.

A.4 The cooperative relationship and its prospects:

Is the cooperation between the Danish member organization(s) and the local partner(s) known by the Disab-ility Fund and described in another/other application(s) within the past 12 months?

The six partners have a varied collaboration history, as illustrated below::

All six partners are currently working together on a short term Danish consultancy for training materials on OD ((HP-005-141 and HP-141-028) and in June completed a pre-appraisal workshop for the present pro-posal (HP-141-007).

Together, our collaboration has led us to recognize the twofold need to recognize the existing and develop-ing diversity of organization among people with physical and cognitive disability, as each group seeks to confront and obtain recognition for their specific issues, and at the same time: promote unity of action con-cerning our many common interests.

Lessons learnedSome of the key lessons learned from our common experience – to be applied in the project – are:

UNAPD has pioneered work for physical accessibility in Uganda. Using access to education as spearhead, she has achieved the adoption of accessibility standards to the Building Code and the development of advocacy tools such as accessibility audits of schools by District Branches.

UNAPD has also achieved significant results in achieving access for PWD to public and private poverty alleviation programs, an experience that this project will help spread to other DPOs.

UNAPD has historically been the umbrella organization for organizations of PDPOs in Uganda. It has however suffered from several limitations in this role: A vision of being a national HQ lead to a lack of focus on membership empowerment and development, and a membership composition dominated by polio survivors lead to at least a perception of negligence of special disability issues related to for example SI or ABI. After an organizational evaluation conducted by DHF in 2009, UNAPD is focus-ing more on membership and membership empowerment, while at the same time gathering impor-tant experience on advocacy work at the local and national level. In the opinion of DHF, these devel-opments enable UNAPD to function better as a nurturing big sister to other PDPOs rather than insist-ing to be their domineering father.


Yes X Please, insert the 6-digit no. / HP no.:HP-005-141, HP-141-007

No

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UNAPD has with the support of DHF developed several project management tools, such as a trust fund, reporting formats and a monitoring system that will serve as the base for developing like tools in this project. UNAPD has also successfully pioneered the creation of a group of “friendly journal-ists” for informal “product placement”. This will be continued as joint activity in the present project.

SIA has for many years focused on fund raising for service delivery for her members and advocating for adequate rehabilitation of PSI. Through self help and advocacy she has played an important role in many PSI actually becoming SI survivors rather that SI victims. SIA has with a new strategy devel-oped in 2012 added a new focus of organization building and advocacy to her previous focus on service provision.

SIA brings a strong sense of mission, knowledge of SI issues, impressive fund raising capabilities, ability to function without funds , and a spirit of mutual solidarity to the common table.

BISOU, having been born from UNAPD in 2010 and building on self help groups, has developed significant organizational identity and structure, has embraced sustainable OD practices from her birth, and is seeking ways to grow and to advocate more effectively for her members.

BISOU brings special knowledge of ABI issues, vibrant self help groups and the dynamics of a young and struggling member dominated organization to the table.

BISOU and UNAPD have had positive experiences using community mobilizers to facilitate contact with communities and to fro monitoring. The project will apply these experiences and UNAPD will also delegate more work from national HQ through a new Field Assistant role, based on learning from the Membership Empowerment Project.

DHF has in Latin America gathered experience on how to create a learning partnership structure emphasizing management of processes/outcomes rather than activities. One element of this is giv-ing ownership of key processes and decisions to various project committees and steering groups that are embedded in the organizational life of the partners.

DHF brings a strong management capacity, a clear approach to sustainability, and experience in supporting unity efforts in one African and three Latin American countries to the table.

DBIA is herself a relatively young and project driven organization, and has nurtured the organization of PWABI in Uganda with the fruit of her own experience. She brings strong commitment to PWABI and knowledge of issues and solutions to the table.

DSOD has pioneered disability sports in various countries, and has together with UNAPD guided the pilot experience in Mubende, where, where sports has inspired many to join UNAPD as an organiza-tion, and where teams among other things have been motivated to gather and play without transport allowances, which in Uganda is a strong example. DSOD brings technical and practical expertize to the table, along with hands on experience in applying the vision of sports as a development tool.

Looking to the future, we are at present seeing new shoots in physical disability forest in Uganda. BISOU is one of these but several more are on the way: Short People, Mine Survivors, among oth-ers. DHF has much experience from Latin America on how to partner with the stronger OPPD to create a nurturing environment for these new initiatives.

Partner management capacity and dependence The present project has five components. There is a partner component run by each partner. Two other com-ponents reflect new initiatives that will build new capacities in the disability as a whole: a joint sports compon-ent and a joint training and advocacy component.

DHF has a longstanding relationship with UNAPD and in 2010-2013 contributed about 900.000 DKK to UNAPD. We are at mature point where UNAPD is building sustainability or at least spreading de-pendence concerning basic functioning, and at the same time has sufficient capacity to pilot new areas of activity on behalf of the disability movement. Therefore, UNAP´s component reflects a re-duced level of Danish support, though not so drastic a reduction as to threaten sustainability of the organization.

At the same UNAPD is shouldering the administration of the two new components on behalf of the partnership as a whole. Most of the actual spending in joint component will be spent by other actors from a trust fund or farmed out to an external consulting firm. Taking this into account, we feel the management burden placed on UNAPD is within her capacity.



SIA and BISOU are new and small partners that want and need to enter an expansion phase, also in terms of international support. Therefore, it is OK that their level of Danish aid is increasing, but not so fast that they can not manage it.

The two tables shown below illustrate this situation:

Comparison of present turnover vs. Partner budgets in new project

Turnover in 2012 (Of this from DK)New project

(partner comp.)New project

/turnover 2012BISOU 160.000 100% 287.784 180%SIA 305.905 37% 264.943 87%UNAPD 1.549.658 70% 726.637 47%

Comparison of present turnover in UNAPD with budget responsibility in the new project:Turnover in 2012 New project New project/ turnover 2012

UNAPD component 726.637Sports component 1.549.658 335.139 121%Joint component 818.773

Future perspectivesWe do not have enough elements in place yet to be able to plan out this project as part of a phased en-deavor and therefore have not completed section F. However, we would expect at least one more project cycles to follow this one, if it lives up to expectations. Focus would probably be even more on sustainability: firming up partnership with government, systematizing and spreading organizational experiences, drawing in other PDPOs more fully, and building more capacity for local and national resource mobilization.

B. PROJECT ANALYSIS (indicative length 7 pages)

B.1 Preparation

The idea for this project has been nurtured by the growth of several new Organizations of People with Physi-cal and Cognitive Disability in Uganda in recent years. SIA and BISOU are in the forefront among these, but the organizational landscape now also includes of new organizations of small people, land mine survivors, and others. The growth of new organizations represent the growth of new leadership and new directions among PWPCD in Uganda, and raise the challenge of how to harness this new energy for common goals and with respect for the uniqueness and autonomy of each group. It has been a vision at DHF for several years to bring some of these partners together.

DHF raised the idea of a future joint project with UNAPD, BISOU and SIA at meetings in June 2012, and with the Danish partners in the UNAPD Membership Empowerment project in the months thereafter, with positive response from all concerned. The Danish partners agreed to adjust their respective project pipelines to ac-commodate a planned start of project in January 2014.

All six partners also agreed to test the potential for cooperation through a proposal to DPOD for a Develop-ment Worker for OD, to work with all three Uganda partners. This project (HP-141-005) is currently in its final stages. It has been a positive experience for all partners, including several joint training sessions where the new OD training manual has been tested.

The idea for a joint project was formalized around a Concept Note written by DHF in August 2012 and devel-oped during visits by DBIA to BISOU in September 2012 and February 2013, and by DHF and DSOD to UN-APD, SIA and BISOU in January 2013. During the latter visit a joint workshop was held with five partners present (minus DBIA). We used SWOT analysis to investigate the opportunities and challenges facing the partnership, and to develop a basic project profile.

It was early on clear that:



BISOU and SIA would focus on organizational expansion and development (OD at District and Sub County Level), with a focus on building capacity to lobby for basic health services.

UNAPD would continue refining and consolidating her model for membership empowerment, which focuses on OD at District and Sub County Level, but with focus on advocacy and agency for physical accessibility and economic empowerment.

All partners were anxious to explore the opportunities for joint advocacy and learning that a joint venture offered, especially in the fields of OD training, where a considerable overlap exists, and in economic empowerment, where UNAPD has unique experiences to share.

We were also excited at the opportunity to further develop the potential for sports as an organiza-tional tool that UNAPD had piloted in Mubende together with DSOD.

All six partners met again Kampala in May 2013 for an LFA workshop, supported by a Disability Fund grant (HP-141-007). On this occasion, UNCP was also invited to participate. During this workshop the proposals and ideas of each partner were analyzed using the concepts of the Change Triangle. Agreement was reached on project objectives and results, and draft LFAs for all five project components were fleshed out inside the framework of the common goals. The principles of the cooperation were discussed as well as im-plementation guidelines, challenges were identified and a way forward agreed upon.

During the Summer and Fall of 2013 each Uganda organization developed LFA, activity plan and budget for her component, while a special team on sports was set up between UNPC, UNAPD and DSOD to develop the sports component. The Uganda partners met several times during this period and prepared submissions on context and problem analysis, stakeholder analysis, target groups and intervention strategies, with UN-APD serving as lead on several of these submissions.

DHF served as lead for the final formulation process, building the joint component on top of common tasks and issues identified by the component LFAs, and redacting the final text. All parts of the proposal has been shared with all partners for review several times during the process.

We have not carried out specific studies among the membership of the three Uganda partners but are build-ing on the ongoing experiences being gathered made in our various collaborative efforts. DHF regards all three organizations as able and legitimate representatives of their memberships. All meetings have been held with the participation of the Presidents or other Board members of the three Uganda partners and it has been ensured that the project is inside the current strategic plan of each organization.

B.2 Context analysis

National social and economic contextUganda is a landlocked country in East Africa. The area is 236,000 square kilometres. The population is estimated at 33 million with a growth rate of 3.3%. 70% of the population is 24 years old or younger, while only 4.4% are older than 55. 88% live in rural areas. There are about thirty different tribes in Uganda, plus small Asian and European communities. There are four main linguistic groups, which can be divided roughly by region - Luganda is spoken in the central area, Luo in the north, Ateso in the east and Ruynakole in the west, but there are also a number of other languages. The official language is English. Around two thirds of the people are Christian, 16% Muslim and 18% follow indigenous religions.

Although abundant in natural resources, Uganda is one of the poorest countries in the world. Uganda’s GNI/per capita is 470 USD (Atlas method). It is about a third of the average for Sub-Saharan Africa. The World Bank ranks Uganda as number 206 out of 213 in GDP per capita.1 31% of the population lives below the poverty line, and the lowest are 20% described as chronically poor.

After years of civil wars and mismanagement, the country is finally recovering from the state of economic despair. In recent years, with help of foreign donors, the government stabilized the economy and increased investments on education and infrastructure. Those efforts in long term may boost Uganda’s development and create jobs for the fast growing population. The impact of world financial crisis is being felt in Uganda, even though the country is weathering the crisis better than many others. Between 2008 and 2012, average

1 World Bank, 2012: http://data.worldbank.org/data-catalog/GNI-per-capita-Atlas-and-PPP-table


http://data.worldbank.org/data-catalog/GNI-per-capita-Atlas-and-PPP-table


annual growth per capita was 2.9%, down from 4.2% in the previous five year period, and with a slowing tendency (0% in 2012).2 Still, in 2011 Uganda´s growth in GDP/capita was about double that of both Sub-Sa-harn Africa and the world.3 Agriculture accounts for about 44% of GDP while manufacturing contributes 9%. Most agricultural productionis concentrated in the southern regions, where climatic conditions support the densest rural populations in the nation. The economic situation in the northern regions is much less secure, partly due to the devastating effects of civil war and to unstable border conditions.

Political context of the ProjectPolitically, Uganda is under a multi-party system. The president is democratically elected every 5 years. Cur -rently the country is ruled by President Yoweeri Museveni under the National Resistance Movement Party. The last general election was held in 2011 and the next is expected in 2016. The country has not witnessed any serious war for the last 26 years, except the Lord Resistance Army rebels which destabilized the North -ern part of the Country for over two decades, but were driven out of the country five years ago.

The Minister of State for Disability and Elderly Affairs represents PWDs in the Executive. However, the Minis-ter has no portfolio, i.e independent budget, but falls under the Ministry of Gender, Labour and Social Devel -opment. At the Parliamentary level, of the 280 Members of Parliament(MPs) elected nationally by the county constituencies, 5 PWDs MPs are also elected by an electoral college composed of 4 representatives from each district using National Union of Disabled Persons of Uganda (NUDIPU) District structures. Four PWD MPs represent the four regions and one represents women respectively. The mentioned Minister in charge of Disability and 5 PWD MPs provide a linkage between PWDs and government to enable PWDs to lobby and advocate for disability sensitive services.

The main role of the Government is to formulate policies, set standards, quality assurance, and technical guidance to local authorities, national planning, monitoring and evaluation, while service delivery functions have largely been devolved to local authorities, who receive 60-80% of their budgets in the form of central government grants. District and Sub County level government are therefore key players in government ser -vice delivery.

Uganda is one of the few countries in Africa with a disability friendly legal framework. This forms the basis for advocacy for the specific needs and rights of PWD. It includes the ratification of the UN Convention on the rights of PWDs, provision of disability friendly clauses in the 1995 Constitution, the Local Government Act 1997, Equal Opportunities Act 2007, PWDs Act 2006 and National policy on PWDs 2006.

The government has allocated resources to meet specific needs of PWDs which include the Special Grant for persons with disabilities (PWDs) and the National Council for Disability Grant. In addition, mainstream Local Government programmes exist, many of them administered at the District level. However, access for PWD to government services remains very difficult, due to a mix of problems including physical accessibility, lack of knowledge and skills among PWD, and lack of resources, awareness and specific services targeting PWD needs among duty bearers.

In this context, the Army´s Mubende Rehabilitation Center (MRC) provides a unique opportunity for advanc-ing PWD rights. Here, more than 2,000 wounded soldiers undergo a rehabilitation program before discharge or reintegration into active service OPDs. It is the largest rehabilitation effort in the country. It provides oppor-tunities to spearhead the mainstreaming of new methods of rehabilitation and integration, and at the same time can be an important resource pool for a new generation of members and leaders of DPOs. UNAPD has worked with MRC to develop sports as a rehabilitation tool, and with the local District Branch of UNAPD to build sports as a tool for organizational development (OD). We wish to develop this pilot effort further in this project.

PWDs in UgandaThe 2002 Population and Housing Census estimated that 4% of the total population is considered to have a disability. However, the 2005/06 Uganda National Household Survey has estimated that 7.1% of Uganda's total population have a disability, this being equivalent to approximately to 2.1 million people. More than 40

2 World Bank, 2012: http://data.worldbank.org/indicator/NY.GDP.PCAP.KD.ZG3 World Bank, 2011: http://wdi.worldbank.org/table/1.1


http://wdi.worldbank.org/table/1.1

http://data.worldbank.org/indicator/NY.GDP.PCAP.KD.ZG


% of the older persons in Uganda have a disability. The number of PWDs is probably underreported in these surveys. WHO estimates that about 15% of any given population has a disability4.

Going into details, in the Northern Region, the prevalence of disability is likely to be far higher, due to war and civil strife. The prevalence of disability also varies with age, increasing from 2% among children aged less than 18 years to as high as 18% among the elderly (again with reservations for underreporting). The most commonly observed disabilities were loss and limited use of limbs 35.3%, spine injuries 22.3%, hearing difficulties 15.1%, seeing difficulties 6.7%, difficulty in speech and conveying messages 3.9%, mental retar -dation 3.6% mental illness 3.6% and others at 9.6%.

Lack of knowledge and misconceptions about physical disability is rife among PWPDs, their families and communities, leading to social marginalization, physical isolations and lack of self esteem. This, combined with lack of access to basic government services such as education, health and income generating pro-grams, makes PWD an extremely vulnerable group.

PWPD are disproportionately poor and less educated than the general Ugandan population.The Northern Uganda Survey of 2004 estimated that about 80 % of PWDs live in conditions of long-term poverty with lim-ited access to education, health facilities, sustainable housing and employment. PWDs who are out of school are four times more than those in School and only 2.2 % of PWDs in Uganda have attained post-secondary level education, approximately 90 % of PWDs in Uganda do not go beyond primary education (Uganda Pop-ulation and Housing Census 2002). Results also indicate that the likelihood that people who stay in a house -hold with a disabled head live in poverty is 38% higher than the likelihood that people who stay in a house -hold with a non-disabled head live in poverty (Johannes G. Hoogeveen : Disability and Poverty in Uganda, 2004). This all justifies why PWDs are classified as the poorest of the poor, living in abject poverty which requires immediate attention like any other marginalized populations

The Disability Movement in UgandaThe Disability Movement in Uganda is reputedly one of the most vibrant throughout Africa, and has played a key role in the promotion of disability rights throughout the continent.The Movement has existed since 1970s when PWDs started to gain social recognition. In 1986, the NRM Government emphasised political recogni-tion and representation of marginalized groups such as PWDs, who favourably competed and occupied lead-ership positions. NUDIPU emerged in 1987 as an umbrella organization for PWDs, and gained increased recognition from government and donor circles. NUDIPU today organizes 114 District Unions and 14 Na-tional Unions. NUDIPU has significant support from DPOD and manages several trust funds that can be accessed by OPDs. Among these is Uganda National Action on Physical Disability (UNAPD) which was founded in 1998 to cater for the needs of single disability needs. UNAPD currently has close to 4000 fully registered individuals who are organized within 40 district associations and other thematic groups commonly known as ‘Wings’ who so far include; the Youth, Women, People with Rheumatism, Polio Survivors.

The growth of UNAPD and Disability Movement in general is currently exhibited by some UNAPD members getting mobilized into their specific associations and organizations and these include; Spinal Injury Associa-tion of Uganda (SIA), Brain Injury Support Organization of Uganda (BISOU), Little People Association of Uganda, and others. Of these, the first two are the most well established. These organizations cooperate with UNAPD for a common voice and work in such collaboration to reach the grass root. Also on the scene is Uganda National Paralympic Committee (UNPC). UNPC was formed in 1992 and participated in all of the five subsequent Paralympics.

Compared to the PWD population in Uganda (numbered in millions) the number of organized PWDs is still small. Many DPOs – including BISOU and SIA - exist mainly in the capital and have little organizational pres-ence in the Districts. In cases where a District structure exists organizational capacity may still be concen-trated at National HQ, and contact between National HQ and branches may be weak, which describes UN-APD as of about 2009. In these cases local organization life may be spurious, dependent upon outside initia -tives (the occasional project, election call, etc) and with little organizational identity (reforming constantly under the umbrella of whoever is offering help or calling a meeting).

4 World Report on Disability, WHO/World Bank, 2011, p. 30.



UNAPD has since 2009 made significant advances in connecting with and empowering her District Associa-tions but only about a quarter fulfil UNAPD´s minimal requirements for basic function. In many cases, local organizational life and sustainability still largely depends on support from National HQ. SIA is mainly a Kam-pala based organization with some individual members outside the city, but has recently formed branches in the four major regional centers of the country. BISOU is based on local self-help groups (most in Kampala, but some outside) and is in the process of building a District Association structure on top of these. UNAPD has a focus on physical accessibility and economic empowerment, while BISOU and SIA have been focusing on on rehabilitation of members. However, with the passing of time and growing survivability, there is an increasing pressure from members of SIA and BISOU to deal with the issues of “living as disabled person” (livelihood, rights, access to government services) as well as “surviving and living with my disability” (trauma treatment and basic rehabilitation).

B.3 Problem analysis

The complex of problems faced by a PWD can be visualized through the integration ladder5. The first two columns in the diagram ladder describe the various barriers to full participation in society that must be climbed by PWD, and the consequences of these barriers for PWD. The third column describes the specific issues concerning these barriers that have been identified by the partners in the Ugandan context:

Problem Consequence Specific problem to be addressed by the project:

Citizenship I do not have means to exercise my rights as a citi-zen, to make my interests heard, and to influence politics.

I am powerless, unable to change my situation.

A disability friendly political environment and a dynamic disability movement both exist, but cooperation and learning be-tween the different OPPD is weak, and neither government services nor organi-zations link up effectively with PWD at a grass roots level.

Livelihood I do not have skills necessary to make a living and am denied access to opportunities for economic empow-erment.

Low income.Dependence.Social marginalization.Low self esteem.

Government Poverty Alleviation Pro-grams exist and are available, but PWPD do not know of them or how to access them, nor are they organized to do so.

Basic Gov-ernment services

I am denied basic health and educa-tion services that government pro-vides to other citi-zens.

Health-problems.Lack of basic knowledge and skills.Limited livelihood opportunities.

Education and Health Services exist, but are often not accessible to PWD and/or do not take account of special PWD issues, ie:

CWD denied right to education because of lack of physical accessibility to schools.

Rehabilitation of PWABI is unknown in Uganda, so PWABI are denied right to health due to of lack of rehabilitation services at regional hospitals.

PSI denied health and dignity because of unavailability of hygienic aids at sub county health centers.

Family and Community

Family and Commu-nity not able to accept my disability. Not able to see and nurture my abilities.

Social marginalization and isola-tion.Lack of social capital.Low self-esteem.Denied or limited access to out-side opportunities (government

Many people see PWPCD as liabilities and are not aware of their abilities and potential, ie:

Communities do not understand PWABI situation and do not distinguish between

5 The integration ladder is a tool used by DHF in our development work. See “From Kørestol til magtens Korridorer, p. ” (Danish)



services, livelihood opportunities, life experiences).

ABI and other mind-related diagnosis.

Communities not aware of PWPCD is-sues and abilities.

Body (incl brain)

I am not comfort-able with my body. I am unable l to take care of my body and to take joy in using it.I am unable to use my abilities to full extent

Low self-esteem.Health problems. Dependence on others.

Many PWPD, and especially, PSI and PWABI have received no or inadequate rehabilitation, lack skills to take of them-selves and to find and develop their abili-ties.

Many PWPD are not able to use and find joy in their physical abilities.

Mind Unable to relate to my bodyUnable to accept my bodyUnable to accept myself

Low self-esteem.Depression.Lack of joy.Solitude.Unready to see or take advantage of opportunities.Limited possibilities to use my body.

Many PSI and PWABI are traumatized by recent injury.

Full citizenship is the main challenge. We see this problem as the overarching or deepest problem faced by the disability movement. We see the other rungs of the ladder as contributing problems that must all be ad-dressed. The DHF experience is that all rungs must be climbed. Uganda is a show case for this statement, since in Uganda PWDs actually have a strong platform for citizenship at the national level, holding rights and being including in policy, but other barriers at the lower rungs of the ladder prevent these rights expressing themselves in improved wellbeing, better livelihoods or real access to government services and programs. All rungs are necessary.

The issues chosen as the immediate ones to be solved in order attack the basic problem have been chosen so as to as far as possible:

Reflect the challenges facing the members of each partner organization at this moment in its devel -opment, so they can have ownership.

Can be challenged realistically in the face of government policies and capacities. Overlap, so that they can help build cohesion and strength in the movement as a whole. Are areas where the partner is knowledgeable, so they produce examples and models for future

development.

Thus, SIA and BISOU, as diagnosis based organizations, need to focus on the lowest four rungs to attract new members and build organizational structures outside Kampala. UNAPD as a more established organiza-tion with an umbrella function, and the partnership as a whole, will focus on the upper three rungs. However, the partnership will also support development of new tools, such as sports, that are valuable to face the is-sues of the first three rungs. Some details (starting at the bottom level of the ladder):

Rehabilitation of mind, body and brain: Self help: Due to lack of rehabilitation services, PSI and PWABI mostly only have themselves to depend on after discharge from the trauma ward. This is often a challenge faced alone and it is life threatening. The basis of organizational life in SIA and BISOU is therefore action to deal with this, in the form of peer trainings (SIA) and self help groups (BISOU). A key to more people surviving SI and ABI is to spread this form of self help to more areas of the country.

Sports: UNAPD has with the help of DSOD pioneered the use of sports for rehabilitation at the army´s Mubende Rehabilitation Center. The experience has pointed to the great potential for sports as a tool both for rehabilitation and for organizational development, through the joy of caused by using your body well, the experiences of success caused by team efforts, and the cooperative and organizational skills it fosters. The challenge here is how best to spread and use this opportunity.



Support by family and community: Community awareness: For PSI and PWABI basic awareness among family and community of their situation and how it differs from for example polio or mental retardation, is necessary for care givers and community to be able to give effective support. This is therefore one of the first challenges that PSI and PWABI often choose to face as they begin to organize.

Access to basic government servicesWe have chosen to focus on Education and Health Services in this project, for the reasons described below:

Education services: Physical accessibility is central to all PDPOs because mobility barriers uniquely deny PWPDs the possibility to exercise their rights. UNAPD has chosen education as the focus for her work in phys-ical accessibility because one of the key factors in the marginalization of PWD is the low educational level among PWD. The low level means that PWD are less likely to have profitable jobs, but also that PWDs are weak spokesmen for themselves.

The problems start already in the ground school at local level where disabled children are denied the right to education because of the way the schools are constructed. If there are no ramps and accessible latrines the school leader will often use that as an excuse to deny disabled kids access to the school. In 2010, UNAPD conducted a survey in Wakiso district that concluded that most of the schools in the district were not accessible for PWDs. When the parents meet this attitude from the school that their disabled kids are not welcome, they will often keep them at home and that way start up a new sad cycle for a person in poverty.

There are various players in this: The Ministry of Education and Sports (MoES) is responsible for construction, renovation and supervision of school facilities. The ministry sends money to the districts for school construction through the School Facilities Grant (SFG). The ministry also applies a uniform guidelines and plan for district engineers and school administrations to follow. However, the existing guidelines are not sensitive to the acces-sibility requirements of persons with disabilities, e.g. knowledgeable they only mention the construction of a ramp and wide latrines but ignore other accessibility indicators such as ramp size, gradient, roughness, which are key for a standard ramp.

In UNAPD 2009 developed and launched a set of accessibility standards, which have now been officially adopted. However, the accessibility indicators are not yet incorporated in the checklist for inspectors of schools neither are most district engineers aware of these standards. There is a promising political will from the Ministry of Education and Sports to include the accessibility provision in their construction guidelines. However, the problem also goes to the attitudes of policy implementers such as MoES technical staff, school management, NGOs which construct schools, private school owners, and even parents to CWDs.

Health services: Through advocacy work by SIA a Spinal Injury Trauma Ward has been created at a major Kampala hospital, affording more specialized treatment and also enabling SIA to contact SI victims for ele-mentary survival training (peer group training). This has dramatically increased SI survivability in Uganda. It is probably fair to say that SIA has been instrumental that there an alive SI population in Uganda to speak off.6

However, after surviving the trauma comes surviving life as a PSI, or equally as a PWABI. Access to rehabil-itation and basic health services is a major barrier to regaining livelihoods, not to speak of the threat to basic survival. But rehabilitation services are almost unknown in the health system. Stocks of necessary living aids and medicine, at regional, district and sub district centers are also woefully scarce.

A basic fact of life for people living with SI is hygienic aids (catheters), which are vital for health. They are expensive and often unavailable outside Kampala. The relevant public duty bearer for this issue is the sub county health center. It must be made aware that there is a severe health problem that it can help solve, and be convinced to budget for and stock hygienic aids. This is an even more pressing issue for many PSI than even mobility or livelihood.

6 We base this on comparison with Ghana, where no SI organization exists, and where it is very rare to meet a PSI.



Rehabilitation of PWABI is unknown in Uganda. The relevant duty bearer here are regional hospitals, which afford some degree of specialization of services. The problem here is not only awareness and resources but knowledge.

LivelihoodsAccess to Poverty Alleviation Programmes: The government has put in place mechanisms and measures to eradicate poverty among Ugandans, but analysis indicated that while more than half of the PWDs had bene-fited from a directly targeted program, only 26% and 16 % had benefited from the mainstream NAADS and NUSAF programmes that started more than 10 years ago with a lot of investment. The project will therefore mostly target the mainstream government programs to ensure inclusion of PWDs.

The key programs are: Community Driven Development (CDD), The National Agricultural Advisory Services (NAADS), Northern Uganda Social Action Fund (NUSAF), Village Savings and Loans Associations (VSLA). Most programs are administered at District level by District Development Offices, the District office of the Ministry of Agriculture, or a local CARE partner in the case of VSLA.

PWD are mentioned as part of the target group for some of these programs but are not included in plans and indicators. The people who implement the programs at local level don’t know how to support PWD and are not very helpful when a person with a disability try to be included. A few individual PWD models exist but have not linked with other PWD for transfer of knowledge and skills. Some programs are most accessible for individuals PWD, others for groups. In the case of VSLA, an international NGO (CARE) and their local part -ners are important actors. They are receptive to PWD issues but suffer some of the same weaknesses in implementation as government does. Success of all these programs depends on the vocational and money management skills of the participant, which is also a weak point in the life experience of many PWD.

CitizenshipThe essential challenge is how to use the dynamism, energy and varying strengths of the disability move-ment to address the issues of:

Poor articulation between PWD and their organizations. The focus here must be empowerment of local OPPDs. (OD at District and Sub County level)

Poor articulation between PWD and Duty Bearers. This is a double task, empowering PWDs at the local level to advocate for their rights to duty bearers (local advocacy), and at national level to em-power PWDs to effectively put pressure on policy makers and regulators (Joint advocacy at national level).

Poor articulation between OPPDs. This is important in order to speak to authority with a single, clear voice (joint advocacy). But also to support members of individual DPO BISOU and SIA to enter new areas of activity that they could not lift alone (joint activities in sports, economic empowerment, train-ing). In this project focus is on improving coordination among organizations in the sphere of physical disability. However, coordination in the disability fraternity as a whole, in NUDIPU, is also a chal -lenge. The project will not engage people with other disabilities as target groups, but will work to improve sharing of experiences among OPDs at local and national level.

Project focusCitizenship is as mentioned the basic problem. All the above issues feed into this one. In analyzing how the issues relate to the basic problem to be solved, we have used the change triangle/development triangle as promoted by CISU. In this picture, the problem can be analyzed in three interlocking dimensions:

Un-empowered PWD are not able to exercise their citizenship rights due to poor implementation of government policies on the duty bearer-side.

Better implementation of policy will not come about without better ability to press for their rights on the rights holder side.

The capacity of the movement to bring pressure to bear on duty bearers depends on an active and empowered membership.

The solution to this triangular problem complex defines the three main dimensions of the project: member-ship empowerment, capacity building in the Disabled People´s Movement, and working with duty bearers to fulfill rights.



B. 4 Stakeholder analysis7

Stakeholder Role Attitude/ importance

Strength Weakness Project engagement

People with DisabilityPeople with Disability (PWD and CWD)

Rights Holders, direct beneficiaries and end users

Positive

Vital

Active, ready to cooperate,learn and transform, flexible, resiliant,

Low self esteem, no bother atitude. Ignorant of their rights,

Trainings, advocacy campaigns, sports partici-pation,

District Executives

Rights holders and repre-sentatives of Rights Hold-ers, decision makers, implementers,

Positive

Vital

Active, knowledge-ble, elected,experi-enced, PWD

Poor livelyhood, poor education level, low self esteem, unable to fully articulate and defend their rights

Trainings, advocacy campaigns, sports partici-pation,

Uganda Paralympic committee (UPC)

Facililtator,supervisors, organisers and technical advisers.

PositiveImportant

Technical expertise and knowledge on disability sports,

Don’t have funds for implementation, few members, not enough staff,

Sports activities

Family to PWD Duty bearer & representa-tive of rights holder, care takers,

Positive

Important

Care givers, close to PWD/CWDs, easy to mobilise into groups,

Illiterate, low income levels, limited knowl-edge on rehabilitation, negative attitude about disability,

Trainings, sports ac-tivites, advo-cacy cam-paigns. PWD sometimes come with family mem-bers as helpers, and they too will get the knowl-edge.

NUDIPU Representative of Rights Holders. Is umbrella orga-nization for all OPDs in Uganda, has a natural supporting role in advo-cacy at national and dis-trict level

Posi-tive. Impor-tant

Recognized by gov-ernment as voice of PWDs. Parliamentary influence through PWD MPs. National, District and Sub County presence. Partner members at district level are at the same time part of NUDIPU struc-tures.

Local strength varies greatly. Some local leaders feel there is a competition between UNAPD and NUDIPU. Some leaders manage both NUDIPU and UN-APD hats, with differing capability. Some duty bearers unable to differ-entiate beween UNAPD and NUDIPU.

NUDIPU will be involved in the national advo-cacy strategies. At district level, NUDIPU has structures who work together with our structures in all advocacy efforts.

Public institutionsMinistry of Works and Transport, Construction Unit/Ministry of Education and Sports,

Duty Bearers, policy mak-ers and implementers.(Manage Building Code, gi construction guidelines for schools and check lists for DED school inspectors))

Apathy, perhaps negative

Vital

It’s a government body, technical expertise in the construction indus-try, has the legal backing, resources are avaliable,

Negative atitude on inclusion of accessibility indicators into their policy documents, igourance on disability needs,

Induction training and launch, advo-cacy cam-paigns, policy development, participation,

7 A more detailed stakeholder analysis has been prepared. This is a summary of the most important ones.



Planning De-partment/Min-istry of Educa-tionDistrict andSub-county local gov’t officials8

Duty Bearers, policy mak-ers, policy supervisors, program designers/devel-opers, (It’s a political tech-nical team or council at the sub-county level re-sponsible for law making, supervision)

Positive

Vital

It’s a government structure not only responsible for policy making and implementation, also supervision, has technical expertise, and most impor-tantly this team has representatives of PWDs.

Limited resources to supervise the implemen-tation of developed polices and laws, at times ignourance about disability issues in policy development.

Policy develop-ment, advo-cacy cam-paigns, train-ings,

Regional and Sub County Health Centers

Duty Bearers Unaware and uncaring

Informed of need and Being involved

Uninformed personnel Communica-tion of rehabili-tion knowl-edge, advo-cacy, lobbying

Mubende Rehabilitation Center

Duty Bearers, facilitators, policy implementers, (It’s the only Gov't institution in Uganda where disabled soldiers are gathered for rehabilitation.)

Very positive

It’s a gov't institu-tion, technical exper-tise in social rehabili-tation, possession of disability sport facili-ties, disabled sol-diers gathered in one institution,

Limited funding due to non-prioritisation of disability sports by Min-istry of Defence, lack of enough specialised coaches in disability sport, the very commit-ted CO may be replaced at a moment´s notice.

Trainings, Organisational development, advocacy campaigns, competitions/tournaments,

Ministry of Defence,

Duty Bearers, policy devel-oper, implementers, su-pervisor,

Positive

It’s a government institution with the capacity to lobby for funds and make things move

Low priotisation of dis-ability sports, limited knowkedge on impor-tance of disability sport as a rehabilitation tool for disabled soldiers.

Advocacy meetings, project launches, trainings,

Civil society and private sectorPrivate schools associations

facilitators,negotiators, mediators

Apathy They represent all the privately owned schools

Their operations are not supported by any legal instrument

Advocacy and lobbying meetings, trainings,

Potential donors

Facilitators, decision influencers,

Positive

They have funds, networked, project experienced, ex-posed,

Not having enough funds for long term projects, interference in project implementation,

Project design, organizational development activities, trainings,

C. PROJECT DESCRIPTION (indicative length 9 pages)

C.1 Target group and participants9

Direct beneficiaries: The people who will directly benefit from the activities of the project are:

8 District: District Administration Officer, District Education Officer, District Development Officer, PWD Coincillors, Sub County: S/C chief, LCIII chairperson, ACDO, PWD Councillors, Secretary for education. School administrators.9 We have provided a more detailed breakdown of the target group in Annex F.



Districts PWD Local Leaders Natl. Leaders

# Actual Expected increase Total District Sub-counties General

Assembly Natl. Board

BISOU 9 249 1.035 1.284 56 60 10SIA 4 160 280 440 120 30 13UNAPD 16 2.191 1.600 3.791 116 560 100 8Sports 4 0 800 800 8 10Total 2510 2.600 3.715 6.315 870 190 31

The project will also target leadership groups of at least three other Uganda Organizations of People with Physical Disability (OPPDs) and some of their members.

Indirect beneficiaries: 31,745 people will indirectly benefit from improved life quality and livelihoods of PWDs in their

households (calculated with an average of 5 other household member per PWD) All PWPD in the 25 targeted districts will in some way benefit from better access to education, health

and poverty alleviation services brought about by the advocacy of the project. This number is uncer-tain, but would be about 250-350,000 people.

The target groups represent many of Uganda´s ethnic groups. English is the common language, but many people only speak their tribal language. Most live either in peri-urban settings (slums) in cities like Kampala & Wakiso. In up-country districts (for example Kiboga and Kayunga) members mostly survive on peasantry farming. LWe have no complete information on gender distribution. Going by the current membership, 30% of BISOU members are children and 64% are female. 44% of UNAPD´s present members are female.

Relation of the partners with the target areas and groupsBISOU will work in nine districts. BISOU builds its organization on self help groups. She has active self help groups in 4 of the chosen Districts and individual members in the 5 others. There are self help groups in Kampala (6), Wakiso (2), Kayunga (2), Kiboga (1). BISOU hopes to mobilize and do more work in 5 new up-country Districts; namely Hoima, Masindi (Western region), Lira, Gulu (Northern Region) and Iganga in the eastern region. For each new target District, 2 sub-counties will be targeted, mobilizing at least 50 members in each with a total of 100 members in the whole district.

SIA will work in 4 districts. She is building on the regional branches established during the last two years. Of these, SIA describes three as “organized” (Kampala, Iganga, Lira) and one as “semi-organized” (Kabarole). Of special challenges SIA mentions “many new members” (in Kampala), “marginalized by negative attitudes of society” (Kabarole), and “marginalized by war” (Lira in the Northern Region). We have no information on gender. SIA expects each District to grow by 70 members.

UNAPD will build its organization on 16 existing District Branches. Of these, 12 are active in the Membership Empowerment Project (ends Dec. 2013) and 4 will be “new” (Mbale, Mukono, Lira and Kabale). 15 of the 16 have a functioning District Executive, the exception being Mukono. UNAPD describes the activity level of the Branch Executives as Excellent (1), Good (9), Fair (5) and Poor (1), while membership activity is described as Good (13), Fair (2) and Poor (1). The excellent one being Kibogo and the poor one being Mukono. The members in the 12 districts where UNAPD implemented MEP are more active and committed than in the districts where the organization has never implemented projects.

C.2 Objectives and indicators11

10 There is overlap among districts.

11 Note: We have designed this project using the development triangle (advocacy, capacity building and strategic service delivery). But we have chosen to build the project intervention logic to reflect impacts at 3 levels (individual, district and national) rather than to structure it according to the three points of the triangle, which we see as means rather than



Development objective:The project will contribute to the following objective:

“People With Disability in Uganda have attained independant lives - ie are mobile, are recognized as full citizens by society, have access to government institutions and services and have a livelihood – and their organizations are a united, respected and legitimate voice in society advocating for PWD rights and inter -ests.”

Three “super” indicators have been chosen to as process indicators to measure advances toward the devel -opment goal, all based on the perceptions of PWD. The first two are in the domain of objective 1. While the last one measures PWD perceptions of advances in objective 2 and 3 at the same time:

Development indicators (process indicators related to immediate objectives)DI1: By the end of 2017, a large majority (80%) of organized PWDs in targeted dis-tricts indicate that they have been personally empowered in one or more ways (ie self esteem, personal mobility, health, under-standing and acceptance among family, livelihood skills or income). Improved access to a government or private Health, Education or Poverty Alleviation service is involved in most of these cases. (MOV: PWD self reporting, collected through baseline and follow up surveys and vali-dated by collected stories of change)

DI2: By the end of 2017, at least one Health, Education or Poverty Allevia-tion program in a large majority of targeted districts and sub districts (75%) have instituted policies to actively ensure inclusion of PWDs to their services (physical access, staff training, outreach, design of services to take account of PWD issues, track-ing of pwd among users, pwd inclu-sion in target numbers, etc.) (MOV: MOUs signed with duty bearers, reports and statistics by duty bearers, validated by user reports. Collected by stories of change, baseline and follow up surveys.)

DI3: By the end of 2017, the project partners have achieved tangible12 advocacy results at national level in at least two policy areas (Education: Physical Accessibility to basic schools and Health: Sports as a tool for reha-bilitation) and engaged major national level actors in at least one other (Health: Rehabilitation for trauma victims). UNAPD will be a respected and experienced actor at the national level. SIA and BISOU will have built capacity, respect and confidence for independent advocacy. MOV: meeting reports, MOUs, policy instruments, administrative instruments, relevant public budgets and reports on service delivery.

Immediate objectives:Objective Indicators Means of verification1By 2017, 6000 PWDs in 25 districts have improved their quality of life through personal empowerment (6000), access to Education (120), Health (1500) and Poverty Alleviation Programs (1300).

I1 By 2017, at least 120 children and youth with disability are newly enrolled and retained in 24 piloted schools in 16 tar-geted districts.

Reporting from targeted schools (based on MOU with school ad-min) and tracked through Parent Support Groups (biannual mem-bership list and survey (conducted by District Executives supported by project staff)

I2 By 2017, essential drugs & equipments are available to PWPCDs and PSI at Regional & District/Sub County health facilities in 8 out of 12 targeted Districts.

Biannual Peer Group and Self Help Group survey (conducted by District Executives supported by project staff)

I3 By 2017, at least 1500 members of UNAPD, SIA and BISOU in 20 targeted districts are contributing to satisfy basic needs & re-quirements of their families (food & cloth-ing, drugs, transport to hospital etc)

Biannual IGA group membership list and survey (conducted by District Executives supportd by project staff)

I4 By 2017, at least 40 institutions at national and district level (ministry offices, schools,

MOUs or institutional Planning or Policy Instruments.

ends. Each objective and result reflects a different mix of advocacy, capacity building and service delivery tools. The balance achieved between the three does perhaps not shine clearly through at the objective level. It can best be read at the result and outcome levels.12 “Tangible” results will be graduated through a scale of engagement, willingness, political commitment, administrative commit-ment, budget commitment, impact, where the last three qualify as tangible.)



regional and distict/sub county health centers, poverty alleviation programs, including the military´s Mubende Rehabili-tation Centre) are implementing policies that improve access for PWDs.

I6 By 2017, the number of registered individ-ual members has increased from current 4000 to 7000 (UNAPD), 270 to 1100 (BISOU), 500 to 800 (SIA). 800 new mem-bers come from districts that are active with sports.13

Membership registration systems of the 3 partners.

2By 2017, 29 District Associations of BISOU, SIA and UNAPD are func-tioning transparently, democratically and efficiently, and are actively pur-suing self defined advocacy, member-ship empowerment and resource mobilization goals.14

I7 By 2017, actors mentioned in change stories reported by PWD reflect increasing empowerment (“I”) and organizational commitment (“We”, “Our organization”) during the project period.

MOV: Text analysis of change stories from MSC monitoring.

I8 By 2017, 30 out of 40 UNADP Districts, 4 SIA Districts and 8 BISOU Districts are functioning according to established OD Guidelines.

Organizational monitoring system based on the existing UNAPD monitoring system, with data supplied from District Executives though monitoring by project staff.

I9 In 2017, 75% of respondents among target group indicate that they believe that if they raise an issue with national leadership it will be acted on. 50% can report an example of this.

MoV: Supplementary questions to MSC monitoring.

3By 2017, SIA, BISOU and UNAPD at the national level are functioning transparently, democratically and efficiently, carrying out established district intervention strategies for OD, have established common policy platforms on vital issues, and have financial independence strategies in place (BISOU, SIA) or advancing sig-nificantly (UNAPD). The partner OP-PCDs and are engaging with at least 3 other national OPPCDs

I10 By 2017, SIA, BISOU and UNAPD have, on average, reduced financial dependence on their target donor to 50% of turnover.

Organizational monitoring system based on the existing UNAPD monitoring system, with data from annual financial reports.

I11 By 2017, BISOU, SIA and UNAPD have increased local and national resource mobilization to cover 50% (UNAPD) and 20% (SIA and BISOU) of core costs.

Organizational monitoring system based on the existing UNAPD monitoring system, with data from annual financial reports.

I12 By 2017, all 3 partners have developed and are implementing a financial independence strategy.

Financial Independence Strategy approved by National Board and sent to Denmark.

I13 At the midterm evaluation in 2016, District Associations and Boards of all three part-ners wish to continue joint training activi-ties

Mid term evaluation

I14 By 2017, SIA, BISOU and UNAPD have developed joint policy papers on Sports as a tool for development, PWD participation in IGA, PWD access to health services, PWD access to education, and a unified movement of OPPDs

Joint Policy Papers approved by Uganda Steering Group and sent to Denmark

I15 By 2017, three more OPPDs have been identified as partners in future cooperation

Monitoring of Trust Fund Projects. Mid term and Final evaluation.

C.3 Outputs and activities13 These numbers cover the entire national membership of UNAPD, not only the project districts. The targets indicate that work in the project districts, and the few activities targeted at non project districts in UNAPD, will lift the organiza-tion as a whole.14 UNAPD has already established measurable criteria for several of these goals. We will build on these to agree on accepted minimum standards to be measured at the baseline studies and in the monitoring system.



We have visualized the project using the concepts of results, outcomes and activities. Results are the com-mon desired situations that we hope will lead to the objectives. We have defined 11 results.

A series of outcomes have been assigned to each result. Outcomes are intermediate goals between activit -ies and results. Outcomes also serve as result or process indicators. We have defined 48 outcomes. Each outcome has a budget and is assigned to a decision maker (a partner or a joint coordination committee). It serves as the operational goals for each decision maker. All the outcomes that assigned to a decision maker together make a component. There are five components: BISOU, SIA, UNAPD, Sports and Joint Activities.

All activities in the project are assigned to an outcome. Altogether, 187 activity budget lines have been defined (see detailed budget appended). This is too much to present here. Below, we only describe the main activities. The activity plans for each outcome will be revised periodically as learning proceeds and parti-cipants develop their capacities.

We think this way to visualize the project is the best way to maintain common purpose (as shown in results and objectives) and also have clear delegation of responsibilities (shown in outcomes and activities).

Results Outcomes (Result indicators) Owner Main activitiesObjective 1 (PWD Rights)R1.1 By the end of

2017, there is increased enrol-ment and reten-tion of children and youth with disabilities in edu-cation institutions in 16 districts through improved accessibility.

O1 By 2017, at least 3 of the 4 new project districts are active with accessibility work directed at schools

UNAPD Launch project in 4 districts, conduct baseline study15, establish parent support groups, UNAPD trust fund for District Initiatives

O2 By 2017, at least 80 children and youth with disabilities are newly enrolled and retained in education institutions

UNAPD Support and monitor enrollment of children in targeted schools

O3 By 2017, at least 18 education institu-tions have guidelines on enrollment and retention of children and youth with disabilities

UNAPD Train education administrators and gov't officials on accessibility and inclusion (3 workshops per district in 4 districts)

O4 By 2017, at least 16 schools in the 4 districts are accessible according to UNAPD guidelines (have accessible latrines, ramps and wide doors)

UNAPD Support 4 District Executives to conduct accessibility audits

O5 By 2017, the checklist used by Inspec-tors of Schools, in the 16 project dis-tricts, has measurable accessibility indicators based on Accessibility Stan-dards.

UNAPD Follow up meetings at MOES and with District Education Department/Inspectors, pursue 2 exemplary court cases

R1.2 By the end of 2017, communities are aware of PWD issues, and health service duty bear-ers are engaging with PWDs to

O6 By 2017, inhabitants of 18 sub-counties (communities) in BISOU´s 9 target dis-tricts will have received information by film and radio on prevention of causes of acquired brain injury (ABI)

BISOU Produce and show a video and do radio talk shows on ABI in 6 upcoun-try districts.

O7 By 2017, BISOU has documented results of 2 rehabilitation models: Community

BISOU Establish and document a simple Cognitive Rehabilitation Unit at

15 The thematic baseline studies carried out by UNAPD, BISOU and SIA will be supplemented by a joint or baseline study focused on identifying the institutional context at district level, and PWD and local OPD engagement with these institutions (see outcome 48). The indicators and MoVs will be selected and refined when the project monitoring system is designed at the beginning of the project, at a workshop with DHF participation.



resolve primary health issues (9 Districts and 8 Sub Districts of another 4 Districts)

Based Rehabilitation and BISOU's Cogni-tive Rehabilitation Unit.

BISOU HQ

O8 By 2017, BISOU has engaged five re-gional hospitals and relevant national stakeholders on issues of health and education for PWABIs at both National and local levels.

BISOU Develop position papers on Cogni-tive Rehabilitation and present them to 5 regional hospitals and other relevant Health Sector stakeholders

O9 In 2015 120 SIA in 4 Districts are able to function as active members and leaders through increased self-esteem.

SIA Hold Peer Group training in 4 Dis-tricts for District Leadership

O10 In 2014, community members in 4 Dis-tricts - including SIA leaders and mem-bers - are aware of SIA issues

SIA Develop printed materials and hold 6 talk shows on national radio

O11 By 2017,8 SIA sub county associations have built a basic advocacy capacity and have engaged local duty bearers

SIA Give a training workshop on advo-cacy (for 8 sub county executives) and on human rights (for 160 mem-bers), follow up with community awareness and lobbying activities.

R1.3 By 2017, UNAPD, BISOU and SIA is actively contribut-ing to reduction of poverty among 1300 PWDs through increased awareness on existing poverty alleviation pro-grams and acquisi-tion of relevant livelihood skills.

O12 By 2016, 12 old and 4 new UNAPD dis-trict associations are lobbying for their inclusion into the existing poverty allevi-ation programmes

UNAPD Workshop to develop district action plans in 4 districts, Workshop to train 4 district executives in access-ing PAP, follow up visits to 16 dis-tricts.

O13 By 2017, at least 700 UNAPD members in 12 old districts and 300 in 4 new districts are equipped with en-trepreneurship skills and involved poverty alleviation initiatives or pro-grams.

UNAPD Train 16 IGA groups in 4 new dis-tricts, conduct monitoring visits in 16 districts.

O14 By 2017, BISOU has built capacity to guide members to become actively involved in income-generating activities (become "entrepreneurs”).

BISOU Carry out a baseline study16 of in-come generation activities among BISOU members and a study of UNAPD experiences, spread experi-ence om among members.

O15 By 2017, 340 PWD from 4 District Branches of SIA and BISOU are accessing government poverty alleviation pro-grams (not including UNAPD project districts)

Joint SIA and BISOU replicate UNAPD IGA program in 4 districts

R1.4 By 2017, the three partners have achieved advocacy tangible results in 3 policy areas, including imple-mentation of accessibility guide-lines, through cooperation and mutual support in pursuit of common and specific advo-cacy goals.

O16 By 2017, national awareness on disabil-ity issues has been raised through a higher number of media mentions.

Joint Project launch activity, maintain presence in national media

O17 By 2017, Accessibility Standards are part of the regulations of the Building Con-trol Act, and have been included in the relevant guidelines and check lists of the MOES

Joint Advocacy meetings with relevant institutions

O18 By 2017, the partners have conducted 3 joint advocacy campaigns in support of specific partner advocacy goals (such as: improved school accessibility and CWDs enrollment-UNAPD, Road safety aware-ness-SIA, Rehabilitative Healthcare treatment and drug supplies)

Joint Carry out 3 joint advocacy cam-paigns

R1.5 By 2017, Mubende O19 By 2017, MRC adopt disability sports Sports Carry out a large disability sports

16 See previous note.



Rehabilitation Centre (MRC) has adopted disability sports as one of the rehabilitation and empowerment programs. (i.e 150 soldiers have improved their quality of life participating in Disability sports while 100 soldiers at MRC are mem-bers of an DPO).

as one of their rehabilitation and em-powerment programs.

workshop in at Mubende Rehabilita-ton Center. Follow up with lobbying meetings.

O20 By 2017, at least 150 rehabilitated sol-diers, including 50 with SI and 30 with BI, are actively participating in disability sports disciplines

Sports 10-14 coaches trin 150 soldiers in 5-7 sports disciplines

O21 By 2017 , 50 members of SIA, 30 BISOU members and 70 UNAPD members are actively participating in activities orga-nized by their mother organizations in the Barracks.

Sports BISOU, SIA and UNAPD train 150 soldiers in relevant life skills in preparation for life after discharge

Objective 2 (District DPO empowerment)R2.1 By 2017, 9 BISOU,

4 SIA and 4 UNAPD District Associa-tions and their respective sub-dis-trict structures have established functional struc-tures with the help partner activities supported by a jointly managed training program

O23 By 2017, 400 leaders of at least 16 Dis-trict Associations and respective Sub County Associations have acquired skills in basic Branch Leadership and Manage-ment through a joint training program

Joint An OD training program delivers 4 workshops to each of 16 Districts

O24 By 2017 at least 9 functional BISOU branches have been formed

BISOU Mobilize and train self help groups in 6 upcountry districts in basic organizational dynamics.

O25 By 2015,300 PSI have has needs as-sessed and have enrolled as members in 8 sub counties.

SIA Conduct a baseline study in 8 sub counties17.

O26 BY 2017, 8SIA sub county branches are legally registered, have functioning leaderships and have leaders and mem-bers who know their rights and duties in SIA

SIA Hold 4 district assemblies and train 8 Sub County executives in commu-nication skills and human rights.

O27 By 2017, 8 SIA sub county branches are able to mobilize resources for their functioning and are carrying out local advocacy activities based on their mem-bers own needs and priorities

SIA 2 workshops each for 8 sub county executives: lobbying &advocacy, project formulation and manage-ment.

R2.2 30 UNAPD District Associations have consolidated democratic repre-sentation, lobbying capacity and finan-cial management.

O28 By 2017, 30 out of 40 district member associations have democratically elected executives( legally elected board and membership fee)

UNAPD Consult with 40 District Associations on new UNAPD constitution, sup-port 24 District General Assemblies.

O29 By 2017, at least 5 district associations have successfully mobilized local re-sources in aid of their normal function (lobbied for office space, equipment, financial support, etc)

UNAPD Train 4 District Associations in Orga-nizational Development Manual (joint component)

O30 By 2017, 85% of UNAPD district associa-tions in the 20 districts have financial system according to UNAPD guidelines.

UNAPD Train 20 District Executives in basic financial guidelines

R2.3 By 2017, 45 leader-ship groups in BISOU, SIA and UNAPD have demonstrated capacity to formu-late and carry out self formulated

O31 By 2017, A join trust has supported 45 participating District, Sub District and DPO Executives to apply for, receive and implement self formulated initiatives

Joint A trust find is established. 400 lead-ers are trained to access trust fund. Trust fund grants 80 project proposals during 4 years.

O32 By 2017, experiences from District Initia-tives are being routinely shared

Joint Train 32 local communicators. Air-time on local radio. Exchange visits between districts.

17 See previous note.



initiatives, sup-ported by a jointly managed trust fund.

R2.4 By 2017, 800 new members have joined BISOU, SIA and UNAPD through main-streaming of sports activities in 4 District Branches.

O33 By 2017, 4 districts have mainstreamed disability sports discipline in the sports calendar.

Sports OPPDs in 3 new districts are intro-duced to disability sports.

O34 By 2017, at least 20 BISOU , 80 UNAPD and 30 SIA members have their capac-ity built in at least 2 disability sports disciplines in each sub-county of the project district.

Sports 12 coaches train 400 PWD in 3 dis-tricts in 2 sports discipline sin each district.

O35 By 2017 , there is increased awareness about disability sports in the 4 Districts at all levels.

Sports A sensitization workshop for rele-vant stakeholders and 2 sports tournaments is held in each of 3 districts.

Objective 3 (National OPPD empowerment)R3.1 By 2017, BISOU,

SIA and UNAPD have strengthened the systems and structures for their own management and increased ownership to the organization by the members (District association, groups, and indi-viduals)

O36 By 2017,UNAPD governance structure is continuously informed about project progress and situation of District Associ-ations.

UNAPD Hold 16 Board Meetings and One General Assembly

O37 By 2017, 80% of the district associations have had at least 2 face to face contact with UNAPD (staff and board members at local level)

UNAPD Carry out regular monitoring activi-ties.

O38 By 2017, UNAPD has improved its finan-cial sustainability and have a significant support to its core cost from sources other than DHF/DBIA/DSOD

UNAPD Organize 4 non traditional fund raising events.

O39 UNAPD Districts are supported from National HQ through printed advocacy materials (24.000 stickers, brochures, flyers, posters and banners), quarterly radio shows in 16 districts, and biannual meetings with media contacts.

UNAPD Publish a quarterly newletter.

O40 A well functioning secretariat and board effectively implementing activities of the organization

BISOU Train board and staff in OD. Hold 23 board meetings, 2 general assem-blies

O41 Issues of concern for PWABIs and man-date of BISOU being well articulated by members and communities.

BISOU Prepare and dsitribute ABI messages through printed materials, website, SMS, radio and TV

O42 From 2014 to 2017, BISOU raises at least 100 million USH from local fundraising initiatives and attracts at least 3 com-mitted institutional donors.

BISOU Prepare and present proposals to potential donors. Carry out 2 fund raising events.

O43 In 2016, SIA has adequate tools and policies in place for: Membership needs assessment, Monitoring, and Human and Financial Resource management

SIA 5 training workshops for Board and Staff (monitoring and evaluation, human resources, financial manage-ment, gender/HIV-AIDS, work place environment.

O44 In 2017, SIA has reduced dependence on the Danish donors by a significant amount.

SIA Training workshop for Board and Staff on fund raising and project formulation

O45 In 2017, democratic leadership elected and functioning in SIA

SIA 4 annual general meetings and 12 Board meetings.

R3.2 By 2017, the unity of Ugandan OPPDs has been signifi-

O46 By 2017, A join trust has supported national, regional and wings executives of the three partners to apply for, re-

Joint see O31



cantly strength-ened in breadth (more organiza-tions) and depth (joint policy initia-tives).

ceive and implement at least 5 and at most 10 self formulated initiatives

O47 By 2017, A join trust has supported Executives of other OPPDs to apply for, receive and implement at least 5 self formulated initiatives

Joint see O31

O48 By 2017, SIA, BISOU and UNAPD have developed joint position papers (Issues and Solutions) on Sports as a tool for development, PWD participation in IGA, PWD access to health services, PWD access to education, and a unified move-ment of OPPDs

Joint A joint baseline study and follow up surveys tracks the institutional context of project policy concerns.

5 policy workshops help the three partners formulate joint policies based on common experiences.

C.4 Strategy

Development strategyThe government of Uganda has enacted various legislations, policies and guidelines aimed at improving the living conditions of PWD. It has also signed and or ratified various international legal instruments about PWDs such as the UN Convention on the Right of PWDs. This project is premised on the fact that sustain-able improvements in the living conditions of PWD in Uganda are fundamentally the government´s respons-ibility. The government must live up to its own laws as well as international conventions. However, this must be done in consultation and close cooperation with Disabled Peoples’ Organizations that are the legitimate representatives of PWD. This defines the main strategic line of the project: Winning PWD rights through PWD organization.

Objective strategies18

The project hopes to establish a cycle of constructive change in 25 districts in Uganda. Cutting the develop -ment objective into smaller pieces with the three-dimensional approach we applied in the problem analysis, we picture the elements that will facilitate a positive dynamic of change thus:

This triangle defines the three immediate objectives of the project and the relationships between them are the underlying strategies.The relationships go both ways but the main strategic line in this project goes from bottom to top:: working with dutybearers to win rights and improve lives (objective 1) by building strong orga-nizations for advocacy (objective 2 and 3). This is again the development strategy.

The main strategic line for each of the objectives are:

18 As mentioned before, we have used the change triangle (advocacy, strategic services and organizational development) in the workshops where we analyzed issues and found solutions. But to guide us better in project implementation, we have chosen to organize our matrix along lines of level of impact: individual empowerment, local empowerment, and national empowerment. We fill this way of picturing the project will better help us maintain focus on common goals and seeing services we provide to PWD as means rather than ends.


Obj. 1 Working with dutybearers to fullfill

rights

Obj 2: Empowering rights holders

Obj 3: Rights holders uniting to press for

their rights

25


Objective 1 (Empower PWDs at the individual level): This will be done in the three areas identified in the problem analysis: access to basic education (where the primary target is District Education Departments), access to basic health services (where the targets are Sub County Health Centers and Regional Hospitals) for living with acquired injuries, and access to Poverty Alleviation Programs (where the main targets are dis -trict level administrators). Results and outcomes have been defined that show how, when and how much we wish to achieve.

The outcomes involve strategic services like creating and mainstreaming solutions (accessibility check lists for building inspectors, the Cognitive Rehabilitation Unit in BISOU, sports at Mubende Rehabilitation Center, training in income Generating Activities), and training local leaders for targeted advocacy at district and sub district leaders.

They also involve awareness and advocacy activities like local radio talk shows, awareness work-shops with local officials, lobbying meetings and media campaigns. A special strategic service for advocacy is the sports activities at Mubende Rehabilitation Center.

Objective 2 (Empower rights holders at sub county and district level): This will be done according to district intervention strategies developed by each organization. These are adapted to the characteristics of each organization, but many common elements have been identified. The main lines are are capacity building activities like:

For the 13 District Organizations of BISOU and SIA this also involves strategic services like Self Help Groups and Peer to Peer training to mobilize and enable PWD to see themselves as leaders. This is followed by support to mobilize and celebrate general assemblies and elections.

For these and also 4 new UNAPD Districts it then involves OD training for leaders, supported by a joint OD training program.

Finally, for 12 “advanced” UNAPD Districts, it involves support and being accompanied while they consolidate capacities.

For all 29 targeted districts branches it also involves training for and access to a trust fund that will enable local districts to identity, apply for, carry out and report on self formulated initiatives. These initiatives can be either advocacy of capacity building. This is basic to consolidate ownership and build capacity for local resource mobilization.

For 4 branches (including the “old” one at Mubende) we are again piloting sports as a strategic ser-vice, this time tool for organization building, awareness raising and resource mobilization.

Objective 3 (Rights holders unite at national level): This involves training for national leaders, support for board meetings and general assemblies, support for national advocacy work, and support for communica-tion, monitoring and learning in and among the three partners.

It also involves broadening cooperation and solidarity among PDPOs by identifying and training less consolidated sister organizations for access to the trust fund for basic capacity building.

Another element in this is a project organizational structure that in itself provides an empowering and enabling learning environment for the partners.19

Implementation strategiesSome of the main strategies we have developed for how to carry out the project are:

Timing: All partners have already developed year by year implementation plans. Every year, a month by month plan will be developed by each organization and will be reported and revised on a quarterly basis. We envision the basic chronology to be:

The first three months are considered as an inception phase where necessary strategies and training materials will be developed. It is also this time when the project will be launched in the project dis-tricts.

Training in Organizational Development (OD) and accessibility in the district associations will start up in the second quarter of 2014 together with activities on sports, and mainstreaming into poverty alle-viation programmes.

19 UNAPD has prepared a strategy paper for each of her results/outcomes, while BISOU and SIA have prepared district intervention models. From this, we have prepared strategies for the result level also, appended.



The trust fund will start in the second year of the project after the District Branches have undergone thorough trainings in records keeping, financial management and book keeping.

By the third year, most of training activities will be completed and therefore focus will be on monitor -ing and giving of trust fund for the District Branches to implement their local activities.

Participation: focus at all levels of project will be on project staff as facilitators and DPO members and lead-ers as doers. As many tasks as possible will be delegated. BISOU and UNAPD already use community mo-bilizers to embed monitoring and communication tasks at the local level. UNAPD plans to develop this deleg-ation of tasks from National HQ further by employing four locally based Field Asssistants.

Learning by doing: We will make extensive use of a trust fund that will permit local leaders to plan and carry out self defined activities. This has four purposes: doing what is taught is the most effective way of learning, it builds local confidence and capacity for resource mobilization, it builds strong local ownership of the project and it allows a responsive, demand driven approach to activity planning. The the grants from the trust fund will be advised by DHF, vetted by the Danish steering group, guided by detailed guidelines and a monitoring system for it will be in place.

Geographic strategy: The project will work in 25 of Uganda´s Districts spread over all the regions of the country. Of the 24, UNAPD will work in 16, BISOU in 9 and SIA in 4. The project sports component will work in 4. 6 of the Districts have overlapping components. The geographic distribution of the project has been done according to several criteria:

District choice must follow the organizational dynamic of each partner, as concerning which Districts have most potential for growth, necessity of support and allow the partner to grow into an organiza -tion with national coverage.

Regional balance, receptive local government, active local association. No District can be isolated. If another partner is not working in the same district, there should be one

working in a district close by. “New” districts should be close to “old” ones. Sports have been placed where: 1) there is most potential (concentrations of PWDs, already existing

PWD sports activities), 2) a partner component must be active in the district, 3) one must be Kam-pala, where SIA and BISOU can show enough numbers to field teams and influence choice of sports, 4) one must be Mubende, where the Mubende Rehabilititation Center is. 5) Regional distribu-tion.

Learning: The organizations at present use their printed newsletters and mass SMS to members to commu-nicate project experiences with members. DHF hopes to develop the monitoring system to also be a system for collective learning. This will be developed during the project but some ideas are in play: The project will facilitate user participation in learning through the training of grassroots communicators, who will create stor -ies of change and communicate them to the organizations and to local media. The partners want to investig-ate the possibilities of social media end cell phones. We are already using a Facebook group as an informal forum. The monitoring tool Most Significant Change may be a tool for tying all these different platforms to-gether.

Project ownership: It has been assured that the project falls inside the approved strategies and policies of each partner. To further build ownership and to achieve maximum efficiency, the project management will be reactive and outcome driven more than activity based. A detailed activity plan has been developed which has informed the budget presented for this project.20 This plan will ground the project and will help us prevent the scope creep and lack of direction that a result based approach can devolve into. However, the plan will be continuously amended as learning and processes in the field evolve. The tools for achieving this will be the monitoring system, annual reviews, the trust fund and the project organizational structure, which delegates project functions to various leadership groups among the three partners. A flex fund and a monitoring system is already successfully used by UNAPD.

Implementation guidelines: A draft paper on implementation guidelines is in place, defining rules and amounts for disbursement of travel allowances and other recurring costs.

20 See detailed component budgets, annexed.



Strengthening unity of disability movement: The national umbrella NUDIPU, which receives substantial sup-port from DPOD, is not a partner in this project but we see the project as complementary to the DPOD pro-gramme. The project empowers 3 NUDIPU member organizations at the national and district level, and strengthens their capacity as active members of NUDIPU at all levels, thereby also empowering NUDIPU. NUDIPU trust funds are a valuable ingredient on training for and building financial independence. NUDIPU is a natural partner and stakeholder in advocacy efforts at local and national level. In many cases, local OPD and NUDIPU leaders are one and the same, and is a question of which “hat” it is most convenient to wear at a specific meeting. Project partners will regularly report on the project and share experiences at local and National NUDIPU Board Meetings. The local disability fraternity will be invited to participate at defining mo-ments in the project process (project launches, sports events, etc). The project will encourage unity in the disability fraternity by giving preferential access to the project flex fund for partnership ventures, ie grant size can be increased when a project district association proposes an activ-ity in partnership with a branch of NUDIPU or other sister OPDs. The project will further support experience sharing and synergy in the disability movement by holding at least one thematic sharing event in each district during the project where the disability fraternity and other stake-holders will be invited. At the national level, NUDIPU will be invited to speak at the yearly advisory forum and will be drawn at an early stage in the planning of national advocacy campaigns and activities.

C.5 Sustainability

Access to government programs and services: The project hopes to achieve successful, sustainable main-streaming of PWD rights in the following areas:

PWD are routinely forming IGA groups and/or participating in mainstream poverty alleviation pro-grams in 20 districts, program administrators target PWD actively and PWD are included in their planning indicators.

Most participating PWDs will be making some contribution to their household income, but having the skills to actually making money from access to PAP will still be in doubt for some PWD, and achiev-ing a dignified life style will still be a long way off for most.

Physical Accesibility in schools is taken seriously at District Level, there is capacity in DED and school administration to carry it out, and it is being budgeted for inside the limits of the DED budget. Targeted schools are in place as models to show the way, and local DPOs are continuing with build-ing audits and lobbying.

Adoption of sports as a rehabilitation tool at MRC. At least some targeted Sub County Health centers carry hygienic aids on their shelves. At least some Doctors and Administrators at Regional Hospitals are carrying the rehabilitation torch

into their institutions.

Sports: Sustainability of sports will depend on creating a group of people who will take responsibility for sports: players/coaches/parents. Also support from the PDPO Branch and contact to able-bodied sports. Regarding trainers, they will receive a symbolic fee: not a real wage, but closer to cost recovery, since it will impede the transition to fend for themselves after the project period. This also ensures that the coach is motivated by inter-est in the sport, and not by the idea of getting a job. Throughout the project period, District and Sub County DPO branches will be encouraged to be active in fund raising for sports, finding sponsors for events and uni-forms, etc.

Local organizational life: The main focus of sustainability in this project is the capacities build among district level executives. This is supported in various ways: The training be designed in such a way that it will benefit the associations beyond the project period; knowledge and skills will remain within the associations. The focus areas for training and advocacy are selected in a way so they encourage the members to be active in their local associations because they directly feel the benefit of being active. In BISOU, sustainability builds on the functioning self help groups. The focus on building capacity in Sub County Branches as well as Dis-trict Branches will create a local leadership pool that is large enough to sustain continuity for some time.

The project will emphasise the element of financial sustainability in several ways including training in fun-draising and resource mobilisation. Visible sports activities will help in local resource mobilization. But this is



still an incipient theme in local organizational development. Local financial sustainability will still be a con-straint at the end of the project.

At the membership level, in SIA and UNAPD, the high costs of physical mobility will remain an unsolved chal-lenge for sustainability throughout the project period. Continuing economic empowerment of members and local resource mobilization can help them bear costs but there is a long way to go.

In the long run, the perceived benefit from going to meetings will determine sustainability of organizational life. Our experience is that for sports, motivation is so high that people will set aside the money for the travel costs. Likewise participation in economic empowerment activities is highly motivated. For leaders, the skills and in-sight obtained, the access to public life and the sense of achievement is often highly motivating. The challenge here is that leaders at some point tend to feel restricted by local DPO life and may look for greener pastures. Opportunities for advancement to regional and national level DPO life must therefore be given.

At the DPO level, the project elements will increase the visibility of partner DPOs within the disability fratern-ity and also secure the support of various stakeholders in changing the situation of PWPD in Uganda.

DHF has developed a draft exit strategy that has been shared with partners.21 The project partners will nego-tiate and approve an exit strategy based on this draft during the first three months of the project. At the end of the project, each of the partners will have a realistic financial independence strategy in place with at least one year running time.

The milestones for this process will be laid out during a project visit by DHF in the first quarter of the project, where agreement will be reached on a common exit strategy for the Danish intervention, based on the draft plan attached to this project. The project will further support the process with a workshop held in the first year of the project. This workshop will be an idea generator where we will invite NUDIPU and NGOs from outside the disability fraternity to share experiences in building organizational sustainability. The workshop will be facilitated by a local consultant with a broad knowledge of Uganda civil society. At an after-workshop meeting the three partners will identify and set targets for testing the most valuable ideas generated and building val-idated sustainability strategies based on these experiences. DHF will follow this process closely and will facilitate initial planning, follow up workshops and strategy formulation workshops during project visits throughout the project period. The DHF exit strategy will be updated on the way to stay in line with the exper-ience gained.

DHF expects that at the end of this project the partner DPO´s will have built considerable capacity but much of this capacity will depend on the ability to pay staff. The partners will have made significant advances in building financial independence and spreading dependence but also here there will be way to go yet. UN-APD will have reached a considerable degree of spreading of donor dependence, sustainable cost levels and local resource mobilization and will be well prepared for phasing out of DHF support for core costs, SIA and BISOU less so. DHF foresees at least one more project cycle in this partnership, where the UNAPD role will be more of a resource provider, while sustainability is built in BISOU and SIA and experiences are spread to a wider circle of DPOs.

C.6 Assumptions and risks

An assumption/risk management table has been developed and will be incorporated into the monitoring sys-tem. The most critical assumptions identified are listed below.

Result Assumption Importance for project

Estimated Risk

Measures taken

Objec-tive 1 Government continues to function in a stable and responsive manner

Vital Low National elections will be held during the project period, but we estimate that political instability is not at risk in the project period. Political situation will be monitored continuously..

21 See annex H.



Objec-tive 1 Ministries staff and District Officals recep-tive to PDW issues

Vital Medium A PWD friendly legal framework is in place, which can help convince lower level officials. PWD representatives are present in Sub County and District Councils and activities are in place to mobilize them. Project provides for a variety of advocacy activities and trainings. Project pro-vides for media pressure.

R1.1R1.2

Capacity of SIA and BISOU to document rehabilitation work (Self help groups, Peer Train-ing, CRU)

Important Medium Advisory Committee installed in BISOU. Project supports development of policy papers, baseline studies, membership registry and monitoring systems.

R1.3 “Old” UNAPD Districts will carry on auditing buildings and lobbying for accessibility.

Important High for at least some of them

Indicator is cautious. Follow up visits are bud-geted for. “Old” Districts can access Trust Fund.

PWD have sufficient vocational skills to use grants to generate in-come.

Important High a good part of them

Skills training is provided, but not very much. Ambition of indicator is limited.

R1.5 A qualified external Uganda consultancy can be found to run the training program.

Vital Low At least one qualified consultant has been identi-fied beforehand and has shown interest.

BISOU has capacity to accompany 9 District Branches.

Important Medium DHF will advise BISOU to implement a gradual approach (for example, start 3 districts up every year)

R2.1 Local stakeholders willing to support PDW and have resources available.

Important Medium Sports is an extra asset to attract resources. Ambition for local resource mobilization is set low until potential can be gauged.

National DPO execu-tives have capacity to responsibly manage a trust fund.

Vital Medium Clear guidelines will be set out. Close monitoring and support by DHF. The external OD training consultant can be asked to give support.

R2.3 PWD are motivated to participate in sports even without a travel allowance.

Vital Low This has been tested out in Mubende.

Project man-agement

Partners are able to implement a result based management approach

Important Medium Various tools will be used to encourage respons-ible result based planning.A detailed activity plan is in place and will ground the project (with yearly tevisions).

Mutual cooperation and coordination among partners. All the part-ners involved will exer-cise mutual respect and trust.

Important Low Setting up joint project management committee to address all project issues.

D. PROJECT ORGANIZATION AND FOLLOW UP (indicative length 2 ½ pages)

D.1 Division of roles in project implementation

Partner rolesThe project includes 6 full partners and one associated partner. It includes four principle management groups: The Danish Steering Group, The Uganda Steering group, the Coordination Committee and the Sports Committee. For implementation purposes, the project is divided into five components: three partner components, sports and joint activities. Each component has a manager.



The project includes three organizations on the Danish side. DHF is project lead. However, all three Danish organizations have participated in the formulation of the project as a whole and have an equal say in the Danish Steering Group.

DHF is project lead, serves as secretariat for the Danish steering group, and is responsible for finan-cial management, overall monitoring and communication. DHF advises on project management, monitoring and joint activities. DHF advises UNAPD and SIA on organizational development and supports BISOU on demand.

The Danish Brain Injury Association (DBIA) provides specific input on Brain Injury issues, advises BISOU on organizational development and advocacy.

The Danish Sports Organization of the Disabled (DSOD) provides specific input and advice on Dis-ability Sports and has seat on the Sports Committee.

On the Uganda side, the project has three full partners: Brain Injury Support Organization of Uganda (BISOU, Spinal Injury Association (SIA) and Uganda National Action for Physical Disability (UNAPD). The full partners have participated equally in the formulation process and will participate in implementation as equal members of the Uganda management groups. They also have special responsibilities:

Each partner will be responsible for management of her partner component, which consist of part-ner-specific activities in pursuit of outcomes that contribute to the common goals of the project.

UNAPD will serve as lead organization for joint activities and sports, providing daily management for these activities under the direction of the Uganda Steering Committee and the Sports Committee respectively.

There is also an associated partner, UPC, whose primary responsibility will be quality assurance of the sports activities. UPC will have a seat in Sports Committee.

Project structure22

Danish Steering Group: Each Danish partner will assign a Desk Officer who together will form the Danish Steering Group to oversee the project. DHF will as lead provide project management and administrative sup-port to the Danish Steering Group. The Danish Steering Group is responsible to the back donor for the use of Danish public funds in accordance project goals, Government financial guidelines and DANIDA´s Civil Soci-ety Strategy. The group will monitor overall progress of the project and provide guidance to the Uganda Steering Group and Coordination Committee. The Danish Steering Group will have a special duty to vet ap-plications to the Trust Fund to ensure that they are in compliance with guidelines. It will also vet quarterly plans for joint activities prepared the Project Coordination Committee. Quarterly meetings.

Uganda Steering Group: Is formed by the Presidents of each organization or their delegated representatives. The Coordination Group will also participate in Steering Group meetings and will serve as secretariat for the group. The Group is responsible that the project is managed according to the policies and constitutions of each organization. The Group will monitor overall progress of the project, and provide guidance to the Co-ordination Committee. It will approve proposals from the Coordination Committee for joint activities. The Uganda Steering Group will also serve as Grants Committee for the project Trust Fund according to the Guidelines to be established. Quarterly meetings.

The Project Coordination Committee: is formed by the Executive Directors and/or Project Coordinators from each organization. The Training Consultant will participate in its meetings and it may call on other staff to participate as necessary. The Committee will manage the joint activities of the project. It will prepare a quarterly Joint Activities Plan and Report for approval by the Steering Groups. All partners may propose joint activities to be included in the plan. If not included, they may raise them with the Steering Group. The Com-mittee will coordinate and monitor the other activities and outcomes of the project. The Committee will deleg-ate tasks among themselves according to the capacity of each organization.The Coordination Committee will serve as secretariat for the Trust Fund, will vet applications to the fund for the Steering Group and will assign a Monitor to each approved Grant, who will be responsible for full and accurate reporting of the activity. Monthly meetings.

Sports Committee: Is formed by three partner representatives (not the Presidents), a UPC delegate and DSOD. The sports officers will participate in meetings and function as secretariat. The Committee will co-

22 See annex I for an organization diagram.



ordinate the two sports results, their activities and outcomes, and ensure that sports receives the necessary guidance as a cross cutting activity with its own inner dynamics. It will approve quarterly plans and reports for sports and share them to all partners. This committee reports to the Coordination Committee. Quarterly meetings. UNAPD will provide financial management, logistical and HR management and office space

Partner components: each Uganda partner will be responsible for her own partner component, which in-cludes the outcomes and activities directed towards her membership. Each component has its own budget and the organization will assign staff and provide leadership, administrative support and financial manage-ment. Each partner will prepare quarterly reports and plans and share them with all partners.

Joint activities are cross cutting activities. The Coordination Committee is in charge of coordinating, imple-menting and reporting on joint activities. UNAPD will provide administrative support for the joint activities. There are three major types of joint activities:

Advocacy activities: The coordination committee will coordinate joint activities such as advocacy campaigns. The general practice will be that the committee will propose plans for joint activities to the Steering Group and implement them upon approval. The Committee or any combination of partners may submit a proposal for a joint activity. All proposals for joint activities must specify how it will be managed, monitored and repor -ted. Actual implementation of joint activities will be delegated by the Coordination Committee to the partners in the most efficient manner.

The joint training program will be run by an external consultant according to a publicly let contract. The can-didates will be vetted by the Danish Steering Group and selected by the Uganda Steering Group. The train-ing advisor will coordinate activities with and report to the Coordination Committee. The joint training pro-gram provides a service on demand from the three partner components. They still own the outcomes that the joint training program supports.

The flex fund: The Coordination Committee will collect and vet proposals for the flex fund for approval by the Uganda Steering Group. Partners, Partner wings and districts who have passed a training course, as well as sister PDPOs with which the project signs MOUs, may propose activities to the flex fund. The Coordination Committee will assign designate a partner to monitor each activity approved by the Steering Group.

Reporting and decision flow All designated staff (and others relevant people) will submit monthly stories of Most Significant

Change to an individual to de designated. All Change stories reported will be published on an ac -cessible database (probably on the web).

Each component manager will prepare quarterly activity plans and deliver quarterly activity and fin-ancial reports. Reports will include and comment on relevant Change stories. The quarterly reports will have a format so each will have a one page summary of key indicators, changes reported, chal-lenges and and lessons learned. Plans and reports will be shared among all 6 partners.

The Project Coordination Committee will meet monthly to coordinate joint activities, share issues and challenges, and exchange experiences. It will review changes reported and will select the most signi-ficant ones.

The Uganda Steering Group (Presidents) will meet every 3 months to review project process as a whole, based on the quarterly reports and changes reported. The product of the meeting will be a series of comments and findings.

The Danish Steering group will likewise meet every 3 months to review the quarterly reports and the Uganda Steering Group findings on these. The product will be a series of comments and findings/re-commendations.

The DHF coordinator will prepare a quarterly progress report for all from this material. An annual advisory forum, where national and district voices will be present, will generate significant

changes, best practices and lessons learned to guide the project in the coming year. An annual pro-ject review will adjust planning to take account of this learning. The monitoring system will be annu-ally updated in time to inform these meetings.

A midterm evaluation will systematize learning and permit adjustment of results, indicators and strategies.



Key documents to be prepared during the first six months of the project:Partnership Agreement. Implementation Guidelines (draft exists). Trust Fund Guidelines (models exist from America). Financial guidelines. Reporting and Planning Formats. Monitoring System, including MSC.

Assumptions and risks concerning project management:We believe this structure respects the independence and internal dynamics of each partner, builds capacity and experience in each organization, and the same time provides opportunities for joint action and learning while using existing infrastructure and organizational capacity to the maximum. Its success depends on four assumptions:

Clear ownership of all outcomes and activities: We have designed the project matrix so that all activ -ities are assigned to an outcome, and all outcomes are assigned an owner. Also, management of joint activities will receive special support from DHF.

DHF and UNAPD have capacity to serve as leads for various parts of the project. The collaboration until now reassures that this is the case.

The availability of a high quality external consultant for the joint training program. Through the OD Consultancy financed by DPOD we know at least one Uganda consultancy with this capacity and who has expressed interest.

The capacity of the sports team and the Sports Committee to lift sports as a cross cutting activity. The integration of UPC as associated partner and the advisory support of DSOD gives us this assur-ance. The UPC Chairman will participate in the Sports Committee and UPC will provide a highly qualified Sports Technical Officer.

D.2 Monitoring and evaluation

DHF puts much emphasis the value of internalizing a practice of systematic monitoring in the organizational life of a partner. Information gathered by monitoring should not only be of use for far away donors but should be a tool for organizational learning and a guide for decisions makers.

DHF will provide support to the Uganda partners concerning financial management, project management, monitoring and reporting. In turn, DHF has reached agreement with DPOD to draw on the DPOD financial controller and the DPOD regional office in Kampala for support to the management systems of DHF and the Uganda partners.

UNAPD already has a monitoring system in place that measures 23 national level organizational indicators and 33 indicators collected from District Associations. At present, most indicators are collected by staff dur -ing yearly monitoring visits. During the first three months of the project we will develop this system further to take account of indicators needed for this project and spread it to SIA and BISOU.

The trust fund will be monitored based on activity reports from the activities that will be financed. Each grant will have an assigned monitor from a relevant partner organization. The project plan has provided for baseline studies on many of its outcomes. These studies will be coordinated with the monitoring system.

To complement the quantitative indicators to be collected, DHF will propose the collection of stories of Most Significant Change (MSC). This will guide and monitor the dynamics of change going on in the target group and will also support tracking of the three chosen development process indicators. Project staff will be the primary agents for collecting MSC stories from members. Changes collected will be discussed at Coordina-tion Committee, Steering Group and Annual Review level and will be communicated in the organization



newsletters.23 Texting by cell phone and social media will be drawn is as supplementary channels of learning and communication and can also be channels where Most Significant Changes can be reported.24

Baseline and evaluations

A baseline study will be carried out. Each organization will conduct a thematic baseline study in preparation for activities among her target group. All baseline studies will be designed together to ensure maximum com-patibility.

The thematic baselines will be accompanied by a joint baseline study to establish tracking of the three identi -fied development process indicators at the national and district. It will focus on the institutional context con-cerning the areas of government service targeted by the project (Right to Education, Health and Livelihood), and the engagement of PWPCD and their organizations with it. At district level, it will be a priority to refine the selected indicators so that they can be monitored by local districts after training. This will enable main-streaming of monitoring of public service delivery as part of normal organization life. Some indicators will however probably have to be tracked or at least confirmed by project staff and/or evaluations. The joint baseline will be conducted as joint exercise among the partners to ensure comparability and mutual learning. NUDIPU will be invited to participate in the baseline, also as mutual learning exercise. A separate budget is set aside for the joint baseline.

A midterm and a final external evaluation is provided for. The mid term evaluation will provide guidance on learning achieved. issues and challenges to be faced, and strategies to be modified. The final evaluation will systematize learning, evaluate sustainability and provide guidance on options for continuing the partnership. Both evaluations will follow indicators measured by the baseline study.

23 The system is not in place but a model could be as follows: Stories of change will be collected in two domains of change: 1) “Personal empowerment”, 2) “Challenges in

my life” (this being a control). Stories will be collected in a continuous way by project staff at during project activities. This will probably mostly be done informally in one on one interviews during breaks. Chice of infor-mant is key and should probably be by chance. We will negotiate a target with staff, probably 2-3 stories col-lected during a workshop or activity, at least one story being the “negative” one. Stories will be recorded as a statement (“I have gotten a new wheel chair” and a follow up explanation “WHO did WHAT with WHO to achieve this?”).

The statement will feed SI1 and SI2. They would be analyzed by grouping them into catagories of change. The measurement of “indicate 2 ways of empowerment” could for example be done by requiring that at least half of the responses from a district group themselves around two categories of change.

The explanation of change could be analyzed by using text analysis (identifying actions, actors and subjects of action). This will feed SI2 and SI3. It will also qualify SI1 by when for example analyzing the occurrence of “I” and “we” as actors or subjects. Name, organization, office in organization, place, date, sex and age will be recorded.

Stories will be collected into a database that initially will be managed by DHF, and assumed by partners if and when they become enthusiastic about it.

We have calculated that project staff will be using about 300 staff days in the field each year. If a third of these days produce stories of change, we would be collecting about 100 stories in each domain a year, when the method is fully rolled out.

The story collection would be tested among selected focus groups during the baseline study and adapted ac-cordingly. The story collection would be supplemented by survey questionnaires and/or MSC questions put to focus groups during the baseline, monitoring trips, reviews and evaluations. This would be used for validation, qualification and quantification of tendencies identified by the MSC reporting.

If the method catches on, the group of people asked to report Most Significant Changes can gradually be in-creased to include grassroots communicators, District leaders, etc.

24 The Uganda Ghana Development Forum is a Facebook group set up by DHF to encourage informal discussion and exchange of experiences. This is only a limited forum as many PWD do not have access to the internet. But we will build on this as a supplementary channel for communication, drawing in staff, leaders and members.



E. INFORMATION WORK (indicative length 1½ pages)

E.1 Project related information work in Denmark

A strategy for information work in Denmark will be lain during the project. A preliminary plan has been made by the DHF, which will be fleshed out to take into account the communication needs of DSOD and DBIA. The DHF plan is focussed on informing the DHF membership on the international work and relation sof the organ-ization, following the DHF communication strategy. Other DHF South partners are a secondary target group. The main tools will be articles in the DHF magazine, presentations held for local branches of DHF, and short videos and texts published via social media. One reporting visit from Denmark to Uganda is planned. DHF Development Department has communication officer who will be in charge of these activities, together with volunteers.



3. Budget summaryBudget summary Cur-

rency

Indicate the total cost (i.e. including contributions from the Dis-ability Fund as well as others)

13.151.466 DKK

Of this, the Disability Fund is to contribute 13.151.466 DKK

Of this, indicate the amount to be contributed by other sources of finance, including self-funding by the Danish organizations or its local partner(s), if any

0

Indicate total cost in local currency 5.786.644.899 UGX

Indicate exchange rate applied 440

Main budget items:Financing plan

Full amount Of this, from the Disability Fund

Of this, from other sources

1. Activities 6.843.093 6.843.0932. Investments 50.091 50.0913. Expatriate staff4. Local staff 2.429.335 2.429.3355. Local administration 666.210 666.2106. Project monitoring 703.140 703.1407. External evaluation 306.000 306.0008. Information in Denmark (max 2% of 1-7) 71.970 71.9709. Budget margin (min 6% and max 10% of

1-8)1.014.484 1.014.484

10. Project expenses in total (1-9) 12.084.323 12.084.32311. Auditing in Denmark 32.000 32.00012. Subtotal (10 + 11) 12.116.323 12.116.32313. Administration in Denmark (maks 7% of

12)843.143 843.143

14. Disability compensation 187.000 187.00015. Total 13.151.466 13.151.466



4. AnnexesDPOD already has the required documents concerning the Danish partners.

Annex no. Annex titleA AbbreviationsB Danish partner descriptionsC Factsheets for BISOU, SIA and UNAPDD Budget formatE LFA matrix and Detailed component budgets (excel file with various spread-

sheets)F Details of target groupsG Results strategiesH Draft exit strategy by DHFI Project Organization diagram


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