RNUD Strategic plan 2018-2023
Brief Background about RNUD:
Rwanda National Union of the Deaf (RNUD) is a registered National non-governmental organization bringing together all categories of Deaf people in Rwanda. RNUD was established in 1989 by Deaf people in the view of uniting and to raise awareness on their needs and concerns. RNUD is a member of the National Union of Disability Organizations of Rwanda (NUDOR) and is affiliated to the World Federation of the Deaf (WFD) and the works in partnership with Rwanda Governance Board (RGB), and the National Council of Persons with Disabilities (NCPD).
By the end of the strategy period, RNUD will seek to become a dynamic, pro-active, innovative and inclusive DPO, playing a key and constructive role in building a strong, vibrant and independent civil society, in democratic, peaceful and equitable Rwanda. The mission during the next five years will be to contribute to national poverty reduction efforts by expanding membership and improving services to members in a cost effective and financially sustainable manner.
RNUD will primarily strive to enhance the performance and ability of its members groups to deliver high-impact, cost-effective, and innovative programmes in order to bring about equitable and sustainable socio-economic development in Rwanda. The institution will work towards realizing this by facilitating capacity building and learning within the disability network to improve efficiency of services being rendered, promote cooperation and synergy between members and also with wider civil society. During the strategy period, RNUD will seek to achieve the following:
- Consolidate RNUD’s position as a representative, dynamic, and credible DPO in Rwanda.
- Support RNUD members to deliver effective and relevant and sustainable services in a participatory way.
- Maintain a dynamic relationship with the state, government and other stakeholders
- Ensure effective internal communication within the disability networks improved and links between RNUD members.
RNUD will work towards realizing its vision and mission by facilitating capacity-building and learning in the network, by promoting cooperation and synergy between members, by promoting defending members interests and by increasing the membership of the organisation. In order to achieve these, the institution will step up its performance enhancement role and will need to allocate most of its human, intellectual and financial resources. It will also advocate for an enabling policy environment for its members (recognition and representation roles), by productively utilizing the skills and resources within its membership network (cooperation-building, alliance-building, network and coordination roles), and by facilitating and obtaining required resources from outside the membership network.
Implementing the above will however require a lot of strengthening of the institution in order for it to perform these tasks effectively. The strengthening will include building further, the capacity of RNUD; the secretariat as well as the membership. An overall institutional development of RNUD including improving the financial situation, development of the human resource base and strengthening the support function to member organisations will be undertaken.
In order to effectively carry out this role, RNUD will need to improve its own capacity to better support its members through a process of institutional development, as well as ensure availability of financial resources in a sustainable manner.
As the key institution for the implementation of the strategy, RNUD will need to critically review its program areas of its operations. Key among these is the need to build the capacity necessary for providing adequate and effective support to its members at grass root levels.
For the realization of the strategic objectives, RNUD will strive to move away from its very narrow resource base and expand its financial potentials. Thus the development and implementation of a well thought out financial sustainability strategy will be a key task in the implementation of the strategy. This strategy will therefore build on and expand on current finance strategies such as use of the existing RNUD facilities for income generation, support from international orgnanisations etc.
A monitoring and evaluation system will enhance the establishment of effective systems and procedures to guide the implementation, monitoring and evaluation of the strategic plan. The M & E system will address determination of progress in the implementation of planned activities and production of outputs, systematic provision of information to stakeholders to enhanced continuous revision of design and implementation of the strategy and measurement of the outcome and impact of activities, factors associated with outcomes and lessons learnt. Reporting on strategy implementation will involve compilation of quarterly, half yearly and annual progress reports as well as annual review of strategy implementation by the general membership.
VISION, MISSION AND STRATEGIC OBJECTIVES
Purpose of the Strategic Plan
This strategic plan is a policy document that will guide the operations of RNUD during the next five years. It sets the scene for overall co-ordination of organizational activities in the country focusing on strengthening the relationship between the organization and its Members as well as the relationship between NGOs, government and the wider Civil Society. The strategy will contribute towards creating an environment of good governance, leadership and commitment to the organization Vision, and to striving for a high standard and quality of life to be enjoyed by the vast majority of deaf community in Rwanda.
VISION, MISSION AND OBJECTIVES
To ensure that deaf Rwandans exercise their rights at all levels.
To promote the human rights of Deaf Rwandans, ensure access to quality services such as education and health care, and in general build the capacity of the RNUD to better serve Deaf Communities at national and grass root levels.
- To promote Rwandan Sign Language as a legally recognized national language in its own right and to spread its use throughout Rwanda via classes and outreach efforts.
- Advocating and lobbying for reforms in laws, policies and programs that take in consideration the unique needs of Deaf Rwandans in areas of health, education, and socio-economic empowerment.
- To combat marginalization and disenfranchisement by sensitizing the public on Deaf culture and cooperating with relevant institutions and ministries mandated to assist Deaf people in all areas of development.
- To establish, represent and support regional and grassroots associations of the Deaf.
- Improving the health status of deaf people through SRHR.
RNUD programme themes:
Thematic area I: HEALTH
Thematic area II: EDUCATION
Thematic area III: ADVOCACY & COMMUNICATION
Thematic area IV: SECURE LIVELIHOOD
Thematic area 1: HEALTH
Program goal: To advocate for inclusive health services & SRHR for deaf persons in Rwanda
The health program seeks to answer the following questions:
- To what extent have the involvement of deaf persons and capacity development of young leaders with disabilities, organizations for persons with disabilities and the SRH providers in public and primary clinics opened space for participation and improved access to SRHR?
- To what extent have the policies, strategies and programs of the national government and Development Partners in Health changed to include the SRHR needs of deaf persons?
- Are there observable indicators for change of practices in the provision of SRHR commodities, services and education by private companies, Ministries of Health and the non-governmental organizations?
Deaf Persons have the same sexual and reproductive health rights (SRHR) needs as other people. Yet they often face barriers to information and services. The ignorance and attitudes of society and individuals, including health-care providers, raise most of these barriers – not the disabilities themselves. In fact, existing services in Rwanda usually can be adapted easily to accommodate deaf persons. Increasing awareness is the first and biggest step. Beyond that, much can be accomplished through resourcefulness and involving deaf persons in program design and monitoring. On 3 May 2008 the United Nations Convention on the Rights of Persons with Disabilities came into force. This is the first legally binding international treaty on disability. It mentions SRHR specifically.
The program addresses the following key concerns that will include:
- Establishment of partnerships with coalition groups with RNUD.
- Raise awareness and increase accessibility in-house. Attention to the needs of deaf persons as an integral part of our current work.
- To ensure that SRHR programs and social policies reach and serve deaf persons.
- To address deaf persons issues in national SRHR policy, laws, and budgets.
- To promote research on the SRHR of deaf persons.
The expected outcomes of the programme is: 1) inclusive policy and legal framework and strategies targeting deaf persons 2) improved access to SRHR resources, information and services tailored towards the needs of deaf persons.3) Stronger & more inclusive disability movements for SRHR in Rwanda.
Thematic area II: EDUCATION
Program Goal: To promotes the inclusion of deaf persons in formal and non-formal education in order to enhance their access to employment and participation in civic and economic processes.
- Make provisions for inclusive education for pre-school deaf children.
- Training of suitable candidates to become teachers of sign language & literacy programs. The training of Sign Language Interpreters and the setting up of an interpreter service center in Rwanda.
- To develop Rwanda Sign Language. Utilizing knowledge of the native sign language and use of distinctive grammar.
- Produce a number of sign language books & a dictionary.
- Provide practical skills training and education for young deaf girls.
- Provide training opportunities for parents of deaf children, especially in respect of learning skills in sign language for better communication with their offspring.
Thematic area III: ADVOCACY & COMMUNICATION
Towards the realization of UNCRPD and towards the achievement of the EDPRS 11 and development goals, coalition advocacy will: Mobilize governments, international organizations, civil society, the private sector and other stakeholders to support deaf community in Rwanda – translating commitments into concrete actions
Program Goal: Our Advocacy works primarily to change the social behavior of public leaders & decision-makers.
- Ensuring capacity for informed evidence based response for empowering deaf persons in Rwanda.
- Deaf People and their families have improved access to information and communication resources.
- Communication barriers for deaf people are reduced and/or eliminated.
- Deaf People and their families represent themselves in their respective communities.
- RNUD personnel are effective communicators and share information with all stakeholders including those who have communication difficulties in Rwanda.
- Self-advocacy is promoted at grass root level to promote sign language.
Thematic area IV: SECURE LIVELIHOOD
We are building on our partnership with UPHLS project on Employable to improve enterprise development and increase economic empowerment opportunities for youth with disability in Rwanda. The project aims to improve vocational training; governance; and management of VTCs that will see them develop into service centers of excellence in agribusiness development; innovation and use of information and communication technology.
Program Goal: To strengthen the ability of deaf persons, to make a viable living through increasing opportunities and wealth creation. With specific focus on skills for employability and entrepreneurship, microcredit as well as agribusiness.
- Better enabling environment for deaf community, especially women earn a viable living within social entrepreneurship innovations.
- To attain income security for deaf people, men/women & youth by enhancing their livelihood skills and access to markets, thereby ensuring profitable and sustainable income generating activities.
- Creating opportunities for young people to nurture entrepreneurial ability
- Working with education and vocational training centers to make deaf graduates more employable
- Engaging small businesses and major private sector firms to create jobs for deaf youth
- Addressing stereotypes and traditional thinking that harms deaf youth chances.
Role and mandate of RNUD
RNUD is an NGO structured as an interactive DPO. It derives social legitimacy from maintaining high levels internal democracy and inclusive participation, and by providing relevant and high-quality services to its member organisations. The organisation thrives on and aspires to be financially sustainable through membership contributions and membership fees revenue and innovative programs in order to equable and sustainable socio-economic development in Rwanda.
In the next five years, RNUD will work towards realizing its vision and mission by facilitating capacity-building and learning in the network, by promoting cooperation and synergy between members, by promoting defending members interests and by increasing the membership of the organisation. In order to achieve this, the institution will need to step up its performance enhancement role and will need to allocate most of its human, intellectual and financial resources. It will need to advocate for an enabling policy environment for its members (recognition and representation roles), by productively utilizing the skills and resources within its membership network (cooperation-building, alliance-building, network and coordination roles), and by facilitating and obtaining required resources from outside the membership network on behalf of the members (capacity-building and establishment of linkages).
MONITORING AND EVALUATION
Purpose of The Monitoring and evaluation system
The purpose of the monitoring system will be to monitor progress made in strategy implementation and in particular, the achievements made failures and constraints, as well as lessons learnt. The system will therefore not be restricted to end results alone i.e. the effects of interventions alone but must investigate all the main factors that cause changes. It will be undertaken to determine whether implementation of the strategy is leading to achievement of expected outcomes as well as the factors associated with them.
The M & E system contains goals, indicators and targets, defines processes and puts in place systems to track these indicators. It will also ensure that there are institutional systems and arrangements in place to integrate collection, analysis and dissemination to promote transparent feed back for all stakeholders. The monitoring and evaluation system will enhance the establishment of effective systems and procedures to guide the implementation, monitoring and evaluation of the strategic plan. The M & E system will address the following:
- Determination of progress in the implementation of planned activities and production of outputs
- Systematic provision of information to stakeholders to enhanced continuous revision of design and implementation of the strategy
- Measurement of the outcome and impact of activities, factors associated with outcomes and lessons learnt from each thematic area (program).
The following key objectives will govern the monitoring and evaluation mechanisms for the strategy:
- To assess progress in the implementation of planned activities and programmed products, towards realization of the objectives of the strategy.
- To systematically provide information between stakeholders as a management information system.
- To track changes in strategy outcomes periodically and hence inform an annual strategy reviews.
Quarterly, half yearly and annual progress reports on implementation of the strategy will be compiled by the RNUD and submitted to the RNUD board for review. Upon approval subject to observations, the reports will be shared with the membership by distributing the report; hard copies and also through the internet. The quarterly and half yearly reports will be compiled using administrative reports from RNUD as well as monitoring visits. For the annual reports however, an annual strategy review will be organized to review all reports compiled during the year and solicit feed back from members on implementation, progress, constraints and lessons learnt. A summary of all progress reports together with outcomes of the annual strategy review will constitute the annual report. Formats for quarterly and
A number of intermediate (inputs, activities, processes and output) and final (outcome, impact) indicators will be used to monitor progress of implementation as well as outcomes and impact made. The system identifies and puts in place procedures and processes for tracking input/output and process indicators, as well as outcome and impact indicators as shown in the log frame below.