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Danish Disability Fund

APPLICATIONB3: MAJOR DEVELOPMENT PROJECT

1. Cover Page

Grant modality(insert X)

B2: Medium scale development project B3: Major development projectX

Danish applicant organization (financially responsible):

Dansk Handicapforbund (DHF)

Contact person for the project: Name: Sven Gårn HansenEmail: [email protected]: 24980588

Other Danish partner(s):(if relevant)

Parasport Danmark

South partner(s): Uganda National Action for Physical Disability (UNAPD)

Project title: Building Strategic Alliances for Disability Rights in Uganda

Country(ies): Uganda Country’s GDP per capita:1.790 USD (World Bank 2016, PPP)

Project period: Commencement date:August 1 2018

Completion date:Nov 30 2020

Total number of months: 27

Total amount applied for: 3.420.872 DKK

Is this a new project? [X] A. Yes, a new project.[ ] B. A project in extension of a project that has been supported (by the Danish Disability Fund or others), indicate Disability Fund ref. no. if it applies: _________________________

Is this a re-submission? [X] No[ ] Yes, date/year of previous application:

Do you want a response letter in

[ ] Danish or[X] English

Insert synthesis of the project in DanishDHFs og Parasport Danmarks ugandiske partner UNAPD vil opbygge tre brede civilsamfundskoalitioner for handicappedes rettigheder. Koalitionerne vil samle handicaporganisationer og allierede i civilsamfund og erhverv i fælles arbejde for inklusion I job og erhverv, fysisk tilgængelighed og handicapidræt. Koalitionerne vil nyde god af og vil skabe bæredygtighed for UNAPDs oparbejdede resultater og erfaringer fra mange års arbejde i de de tre områder. Projektet vil støtte UNAPD til at facilitere koalitionernes møder og aktiviteter, erfaringsudveksling og indsamling af documentation, og samtidig udvikle UNAPs kapacitet til partnerskabsstyring, monitorering og dokumentationsarbejde. Endelig vil en handicapdrætsbevægelse, der er blevet opbygget siden 2011, blive konsolideret.

Application – B2 & B3: Medium scale development project and major development project – DANISH DISABILITY FUND (Jan 2018) - OLD FORMAT NEW FUND LIMITS

To be filled in by DPODDisability Fund ref. no.Date received

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2. Application text1. WHAT IS THE CONTEXT AND THE PROBLEM?1.a The overall context

National social and economic context: Uganda has a population of 40,893,261.1 16.6 % of the population is urban and the median age is 16 years. Agriculture accounts for about 44% of GDP while manufacturing contributes 9%.There are about thirty different tribes in Uganda, plus small Asian and European communities. The official language is English, but most people have their local language as mother tongue. Many people without schooling do not speak English. 31% of the population lives below the poverty line, and the lowest 20% are described as chronically poor.

Development challenges: The Ugandan government is an active development agent. Uganda surpassed the Millennium Development Goals (MDGs) target on halving poverty by 2015, and made significant progress in reducing hunger, promoting gender equality and empowering women. The share of population living on $1.90 PPP per day or less, fell from 53.2 percent in 2006 to 34.6 percent in 2013.2 A large proportion of the population is still highly vulnerable to falling back into poverty. Almost half of the population are under the age of 15 years and population growth generates 700,000 new labor market entrants every year. Stable livelihoods remain a primary concern for many Ugandans and most PWDs.

Political Context: Uganda is under a multi-party system. President Yoweri Kaguta Museveni was re-elected defeating seven challengers in elections held on February 18, 2016. He has been in power since 1986. The main role of the National Government is to formulate policies, set standards, quality assurance, and technical guidance to local authorities, national planning and budgeting, 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.

PWDs in Uganda: 12.5% of persons have at least one form of disability.3 Physical disabilities are among the most common with loss and limited use of limbs amounting to 35.3% and spine injuries 22.3%. PWDs are disproportionately poor and less educated than the general Ugandan population. One study indicates that the likelihood that people who stay in a household with a disabled head live in poverty is 38% higher than the likelihood that people who stay with a non-disabled head.4 Only about 9% of CwDs attend primary school, compared with a National average of 92%, and only 6% of them continue studying in secondary schools (National average: 25%).5 The PWDs who get a chance to be educated also face a challenge of limited access to employment despite the presence of legal frameworks like the Employment Act. Lack of knowledge and misconceptions about physical disability is rife among PWDs, their families and communities, which leads to social marginalization, physical isolation and lack of self- esteem. This, combined with lack of access to basic government services such as education, health and income generating programs, makes PWDs an extremely vulnerable group.

Government responses: Uganda has a disability friendly legal framework. It includes the UN Convention on the rights of PWDs, 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 National Council for Disability Act 2006, the Building Control Act 2013, the Universities and Other Tertiary Institutions Act, 2001 among others. Uganda signed the UNCRPD and its two optional protocols in 2008, and has reported in 2012 and 2016. In 2016, the CRPD acknowledged Uganda´s progress on legislation but also noted that there are still serious gaps in implementation.6

1 UN estimate as of December 17, 20162 World Bank poverty assessment report for 2006-2013.3 2014 Census. Statistics on disability are getting better, but the number of PWDs is probably still under reported. WHO estimates that about 15% of any given population has a disability.4 Johannes G. Hoogeveen: Disability and Poverty in Uganda, 20045 https://www.unicef.org/uganda/UNICEF_CwD_situational_analysis_FINAL.pdf)6 http://nudipu.org/news/?j=5


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https://www.unicef.org/uganda/UNICEF_CwD_situational_analysis_FINAL.pdf


In government, the Minister of State for Disability and Elderly Affairs represents PWDs in the Executive Cabinet. However, the Minister has no independent budget, but falls under the Ministry of Gender, Labour and Social Development. At the legislative level, parliament partly represents specific social constituencies, including 5 Representatives of Persons with Disabilities.7 The Minister in charge of Disability and the 5 PWD MPs provide a linkage between PWDs and government for advocacy. PWD representation is also duplicated down the levels of government to District Assembly and Sub County Council levels.The government has allocated resources to meet specific needs of PWDs. In addition, mainstream Local Government programs exist. Many of them are required to target PWDs. The government also has on paper changed the Universal Primary Education (UPE) into Inclusive Education Program in government aided schools with the aim of ensuring that CWDs equally access quality education. However, access for PWDs/CWDs to education and other government services remains very difficult, due to negative attitudes by service providers, physical inaccessibility, lack of knowledge and skills among PWDs, discriminative/non-friendly disability guidelines and lack of resources, awareness and specific services targeting PWD needs.

The Disability Movement in Uganda: The Disability Movement in Uganda is reportedly one of the most vibrant in 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 recognition and representation of marginalized groups such as PWDs. NUDIPU (National Union of Disabled Persons of Uganda) emerged in 1987 as an umbrella organization for PWDs. Its sister organization is NUWODU (National Union of Women with Disabilities of Uganda). NUDIPU today has organized 114 District Unions and 14 National Unions (National DPOs). Among these is UNAPD, founded in 1998 to cater for single disability needs.8 Many uni-disability organizations are springing up and being formed. The Danish Disability Movement has supported a significant part of Ugandan Disability movement during the last 15 years. Many Danish-Ugandan OPD partnerships are being phased out in these years, including DPOD-NUDIPU.

1.b-c Specific challenges

Development challenge: Poverty and how to address it is the overriding concern in PWD communication to their OPDs9. The underlying reasons are multi-layered. They can be pictured as an empowerment ladder that PWDs have a tougher time climbing than most other people, summarised thus:

Personal empowerment: Many face challenges of physical and mental rehabilitation, self respect, self care skills, and independent mobility. They live with misconceived or even harmful ideas of themselves, their capabilities and of the care and support they need.

Social inclusion: Most PWDs in Uganda – whether from birth or with an acquired disability – and their families recieve no government support for rehabilitation, self care, mental adjustment, neccesary equipment and medicine for health and personal mobility, life skills, personal development and reskilling. This leaves many PWDs in a state of exclusion from community and even family.

Economic empowerment: Even if included in family and community, many PWDs are disempowered as to educational level, business and vocational skills, denying them the possibility of mastering an income generating activity.

Access to services and jobs: Even if personally capable, many PWDs a denied access to livelihoods through lack of physical access to work places and services or through prejudice and lack of awareness among those controlling that access. Relevant sectors are professional schools and employers (formal sector), and poverty alleviation programs, credit services and vocational training (informal sector).

Project challenge: UNAPD works in all the above areas in an integral way.UNAPD has achieved substantial results for members and is lobbying government effectively on various issues but is still facing challenges of bringing sufficient political weight to disability priorities. In August 2016 a workshop brought together

7 www.election guide.org8 DPOD support for NUDIPU will be phased out in December 2017.9 In the case of UNAPD and the CBSD project (2014-2018), this was expressed at Annual Advisory Forums and to the Midterm Review.


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members of NUDIPU and DPOD to develop a country strategy. The workshop identifed alliance building and networking for change as one of three key strategies for the Disability Movement in the coming years.10 UNAPD and DHF agree that the next step is to unite the experiences and capacities now existing in the Disability Movement for effective advocacy. UNAPD and DHF have therefore identified three areas of work where UNAPD can make a special contribution to the disability movement; that connect to logic of the empowerment ladder in a way that synergies can be created in the lives of PWDs; and also are inside the goals of the UNAPD strategic plan. These are:

Disability sports, contributing to personal empowerment and social inclusion. Physical Accessibility, contributing to social inclusion and access to services. Livelihoods, contributing to economic empowerment and access to services and jobs.

The challenge identified for this project is thus for UNAPD to facilitate the creation of strong social alliances in these three fields. Each of these is catered for by a project outcome.

Outcome challenges:Livelihoods: One of the UNCRPD recommendations to government in 2016 was: “State party, should Adopt a strategy and incentive measures to facilitate access to the open labor market for persons with disabilities, in particular youth and women, including through the provision of training and accessible information on job vacancies; and ensure that persons with disabilities receive equal pay for work of equal value”.11 Gaining access to Poverty Alleviation Programs catering to the informal sector that employs most Ugandans is a major challenge for PWDs in Uganda.12 Most programs are administered at District level by District Development Offices or the District office of the Ministry of Agriculture. In the case of Village Savings and Loan Associations (VSLA), international and local NGOs are important actors. PWD are often mentioned as part of the target group for these programs but are not included in plans and indicators, and staff often does not know how to work with PWDs. Formal urban jobs involve only about 10% of the Uganda labor force13, but as more PWDs are graduating from higher and vocational education institutions, more PWDs are facing the barriers to the formal job market. These first entrants are important as gate openers to new professional and social roles for PWDs.Success in 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. But in this project, we will focus on spearheading access for those PWDs who have skills in place. Responses until now: The NUDIPU/DPOD Country Strategy Workshop in 2016 identified Economic Empowerment for inclusion into both formal and informal job markets as a common priority for the whole Disability Movement.14 UNAPD has worked systematically with economic empowerment aimed at the informal sector. Other DPOs also have substantial experience in the field. NUDIPU has worked with job placement of PWDs in the formal labor market, which is a growing concern as more PWDs graduate from advanced institutions.Specific challenges:

Can pilot successes in IGA and VSLA activities and job inclusion of PWDs be added together to promote national change?

UNAPD has good capacity in project monitoring. Can this capacity be developed further for learning and advocacy?

NUDIPU has experience of inclusion of PWDs into the formal labor market and UNAPD would like to develop that capacity. Can DPOs work together on this issue?

There is no unified PWD voice for livelihoods: IGA is used by many DPOs as a strategic service for their own organization building. This promotes a "let us do it ourselves" culture and many DPOs lobby separately on economic empowerment of PWDs and inclusion of PWDs into jobs and programs. Can DPOs pool their experiences develop a common policy platform?

10 DPOD Country Strategy for Uganda 2018-2021, DPOD April 2018.11 Article 27 recommendation 54. (a)12 The key programs are Special Grant for Persons with Disabilities, the National Council for Disability Grant, and mainstream Local Government programs such as Youth Livelihood Program, Skilling Uganda Program, Community Demand Driven Program, Uganda Women Entrepreneurship Program, Operation Wealth Creation.13 http://www.ulandssekretariatet.dk/sites/default/files/uploads/public/Afrika/Landeanalyser/labour_market_profile_2012_-_uganda_web.pdf14 DPOD Country Strategy for Uganda 2018-2021, DPOD April 2018.


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Physical Accessibility: A key barrier to social inclusion is that many PWDs are not able to access public transport, educational institutions, health care services, job venues and/or offices of government and CSO PAPs. Access to the built environment is therefore part of UNAPD´s core mission. One of the UNCRPD recommendations to government in 2016 was: “Adopt an action plan to ensure accessibility to physical environment, transportation, to communications, technologies and systems, with allocation of resources and time bound framework”.15

Responses until now: Using the Uganda Accessibility Standard that UNAPD introduced in 2009, UNAPD has successfully worked with Ministry of Works to build the Standard into the Building Control Act and its Regulation. UNAPD has also worked to build technical proficiency on physical access and today UNAPD is the recognized voice of physical accessibility. UNAPD has worked with Kampala Capital City Authority and Ministry of Education and Sports to develop accessible construction models and guidelines for schools and latrines. As capacity has been built in District Associations, direct advocacy has also become possible. Two UNAPD District Associations are carrying out Accessibility Audits of local buildings and construction projects. Authorities can be responsive to a visible and public demand for their services from PWDs, as 10 out of 16 targeted schools in four Districts have improved physical access during the CBSD project (i.e. ramps, accessible latrines and/or accessible doorways to class rooms). However, the Uganda accessibility standards have not been adopted by all relevant institutions and companies involved in construction of buildings. Knowledge and awareness among the professionals staffing relevant institutions and companies is still limited, and then, economic constraints (to budget or profit) often influence decisions by owners and contractors. Lack of visible on site pressure/demand from PWDs often makes it easy to neglect their issues.Specific challenges:

UNAPD is known as an expert on physical accessibility among a circle of interested stakeholders. Can UNAPD build on this informal network to form a strong a strong public voice for physical accessibility?

UNAPD has set up an expert National Accessibility Audit Committee. Can this Committee be officially recognized as an advisor organ to the National Building Review Board NBRB?

UNAPD District Associations and PWD Councilors have been able to lobby local government for accessibility improvements at District HQs and Public Schools on a case by case basis. Can this be institutionalized so that accessibility criteria are included in bids and contracts for public construction? Can UNAPD systematize the capacity building of District Associations and District Audit Committees for accessibility advocacy? Can UNAPD use the solid District level results as documentation for National level advocacy?

Disability sports: UNAPD has piloted disability sports as a tool for rehabilitation, organization and social inclusion. Sports have been found to be a powerful crosscutting self-help tool for personal empowerment, for organization building and for social recognition and inclusion. In a word, sports changes lives. Sports in itself does not do away with the challenges of personal disempowerment and social exclusion, but goes a long way to enable a PWD to be much more effective in overcoming them.Experiences until now: Together with Parasport Denmark, UNAPD (and later SIA and BISOU) has since 2010 piloted grassroots disability sports in Uganda, starting in Mubende and presently in 4 locations: Mubende, Busia, Nebbi and Kampala. A key result has been that The Uganda Defence Forces´ Mubende Rehabilitation Center has institutionalized disability sports as a tool for rehabilitation, with a budget allocation to support it. A mutually supportive relationship between MRC and sub county level sports groups has helped those groups become sustainable and even spread to parish level, even after UNAPD project support to sub county groups stopped in 2013. Meanwhile, UNAPD has worked unsuccessfully to likewise attract the attention of Ministry of Education and Ministry of Health to disability sports as a tool for respectively inclusion and rehabilitation of CWDs/PWDs.Other important players in disability sports are: Uganda Paralympic Committee UPC. UPC´s main focus is the selection for the Paralympic Games, but UPC is also the home of National Associations and Federations of Disability Sports. UPC has worked closely with UNAPD, SIA and BISOU to develop grassroots sports in the Capacity Building for Sustainable Development Project, and has been enriched in the process by the birth of a Boccia Federation, a National Wheelchair Basketball Association, and an Amputee Soccer Association. UPC will continue to be an important stakeholder. Uganda National Association of the Blind (UNAB) and Uganda National Association of the Deaf (UNAD) also promote disability sports but we do not know the details of them, and they need to be engaged constructively. In some Districts the District Sports 15 Article 9 of UNCRPD recommendation 18. (a)


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Council has engaged constructively with disability sports, but the National Sports Council is not very visible in Disability Sports. Specific challenges: The disability sports experience is still limited to a few pilot districts, is not linked organically to the disability movement as such, and is unknown to many PWDs and to many relevant institutions i.e.:

At the District level, the average number of supportive stakeholders is still low. Can we help local groups build more solid supportive local environment for disability sports?

We have seen amputee soccer grow from MRC to become a national association, without direct project support, and self replication of the sports movement from sub county to parish level has been seen in Mubende. Can we identify enabling and limiting factors and help the disability sports movement spread?

At the National Level, UNAPD has been making slow progress in opening the doors at Ministry of Education and Ministry of Health. Showing a way forward, UNAPD has attracted a number of key players to a National Sports Committee. Can we improve on this to create a stronger voice for Disability Sports?

Schools are already providing venues for many of the sports groups, two private schools in Kampala are actively promoting sports groups, and at least one District Education Office has shown interest in disability sports. Could we induct local teachers and health professionals into disability sports to serve as bottom up ambassadors for sports in their institutions??

Continued commitment from MRC would be valuable as a door opener to other ministries, and so a continued engagement with MRC is advisable. MRC itself has asked for help to spread disability sports to two sub units. Also sports has helped empower soldiers to the level that some are actively seeking demobilization from the Army. MRC has asked for support from UNAPD to help induct retiring soldiers into OPDs and disability sports in their home Districts.

Disability Sports has until now had a ”home” in the Sports Committee of the Capacity Building for Sustainable Development Project (constituted by representatives of UNAPD, SIA, BISOU and UPC), i.e. a project structure. Can a more sustainable organizational framework be developed?

Some PWDs have no inclination or aptitude for sports, but still would have immense benefit from the effects that sports give athletes. Do alternatives exist?

Relevant SDGs for the 3 project challenges: SDG 8 target 8.5: “By 2030, achieve full and productive employment and decent work for all women

and men, including for young people and persons with disabilities, and equal pay for work of equal value”

SDG 11 target 11.2: “By 2030, provide access to safe, affordable, accessible and sustainable transport systems for all, improving road safety, notably by expanding public transport, with special attention to the needs of those in vulnerable situations, women, children, persons with disabilities and older persons”.

SDG 11 target 11.7: By 2030, provide universal access to safe, inclusive and accessible, green and public spaces, in particular for women and children, older persons and persons with disabilities”.

2. WHICH EXPERIENCE AND RESULTS DOES THE PROJECT BUILD UPON?

2.a Previous cooperation experience with the partner Partnership concepts: DHF sees development partnerships with sister organizations as a process that moves through four phases. The length of each phase can vary greatly due to circumstances, and progress through phases is often not linear, but we see the whole process as typically taking more or less 15 years.16 1. Inception phase: Key words: Dialogue on common values, democracy, transparency. Support for basic

administrative and organizational frameworks, basic leadership capacities, membership relations.2. OD phase: Key words: Necessary conflicts about democracy and transparency. Organizational identity.

Support for development of management systems and strategic planning, development of local branches, capacity building for advocacy and networking and some first results. Growing organization.

16 DHF has a working paper on development phases available for further detail (in Danishj).


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3. Mature phase: Key words: Common vision of democracy and transparency. Consolidated organization. Support for the whole Change Triangle: strategic services, OD and advocacy. Strategies being evaluated and adapted. Learning, communication. Focus on sustainability, income diversification, generation of local sources of income. First steps of exit strategy.

4. Exit phase: Key words: Democratic and transparent organizational culture. Coordination within the disability movement. Support for: Solid advocacy results, sustainable branches and national organizations. A high percentage of core costs covered by national sources of income.

DHF has been working with UNAPD since 2003 in a long and varied partnership history.17 The DHF-UNAPD project partnership will enter its exit phase with this project. DHF regards UNAPD as a mature organization with solid organizational, fund raising and advocacy capacities. While there are still some capacity gaps to fill, DHF support for organizational development of UNAPD is no longer the prime focus. Using and fine tuning the built capacities for effective advocacy is. We have an exit plan in place and UNAPD dependence on DHF funding is slowly decreasing.18In DHF´s perspective, UNAPD contributes to the partnership a large and well organized membership base, strong advocacy, networking, documentation and communication capacities, and status as a recognized leader in physical accessibility19 and (among other peers) economic empowerment.Challenges for UNAPD at this level are to take the next step from project to program management, to continue attracting donors, to build local income coverage of core costs to a sustainable level, and to maintain staff capacities while DHF support is reducing. However DHF believes that fine tuning UNAPD´s capacities and making them well known in private, government and civil society networks will be key for UNAPD in attracting future funding. Support for core functions will be continued (at a reduced level) in this project, in recognition of the fund raising challenges facing not only UNAPD, but the whole Ugandan disability movement. After the project, DHF will be looking for a sustainable exit as a donor organization, but will also be looking for a continued relationship with UNAD as a development partner in Uganda.

Parasport Denmark is a major Danish development partner of DHF.20 Parasport Denmark has in collaboration with DHF been working with UNAPD to introduce grassroots disability sports as a tool for personal empowerment, organization building and awareness raising since 2011, through the Membership Empowerment Project (2011-13, funded by CISU) and the Capacity Building for Sustainable Development Project (2014-2017, HP141-131).

2.b Results21 Livelihoods: UNAPD has worked with economic empowerment and access to livelihoods of members through the MEP project (Membership Empowerment Project, CISU 10-865-SP-sep, 2011-2013), the CBSD project (Capacity Building for Sustainable Development Project, HP 141-031, 2014-2018), and others. The CBSD project helped significant numbers of PWDs organize, register as Community Based Organizations (CBOs), lobby for and get access to Government Poverty Alleviation Programs. In various places, member groups are active in tailoring, beads production, soap production and of course farming. About 1200 UNAPD members in 8 monitored Districts are active with Village Saving and Loan (VSL) groups, many of them also accessing PAPs. Physical Accessibility: With the support of a DPOD funded Danish development worker, UNAPD in 2009 introduced the Accessibility Standards to Uganda. After years of lobbying, the Standard is now part of the Building Control Act. Much needs to be done on the implementation side, for example ensuring that Standards compliance is specified and enforced in public building contracts. Even bigger challenges exist in private sector construction. UNAPD has therefore been working at both District and National level to build and institutionalize awareness of accessible construction among a widening circle of stakeholders, including compliance organs of Ministry Works, professional bodies educational institutions and CSOs.

17 See Annex K for an overview of DHF interventions in Uganda and with UNAPD.18 Exit plan is attached19 “Recognized”, as being sought for her expertize by Ministry of Construction, Ministry of Education, and NGOs working in the school and santitation fields. 20 The partnership between DHF and Parasport Debmark is guided by a MOU, attatched.21 Results presented here have mostly been documented through monitoring of the projects cited.


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Using project trust funds, several District Associations have during the Capacity Building for Sustainable Development Project (HP 141-031, 2014-2018) had success with working for Physical Accessibility. UNAPD has also worked with connecting to PWD Councilors at District and Sub County level and building their capacity for accessibility advocacy. In 2015, UNAPD held a codesign workshop at a public school in Kampala to design a disability friendly latrine (HP-171-074, 2015). This has led to changes in Kampala Capital City Authority school building practices and also created contacts at Mulago University. Pilot experiences such as these are slowly spreading the word, with especially more District Headquarters and now also public buildings in Kampala being reconditioned for accessibility. UNAPD is now the ”go to” expert on physical accessibility and has been able to advise several CSOs and an association of private schools. A combination of staff expertise, strong local voices and an effective UNAPD media presence is the driving force behind these advances.

Disability Sports: Together with Parasport Denmark, UNAPD (and later SIA and BISOU) has since 2011 piloted grassroots disability sports in Uganda, starting in Mubende (MEP project) and presently in 4 locations (CBSD project): Mubende, Busia, Nebbi and Kampala. More than 1500 players are registered and more than 600 players are meeting for practice at least once a week. 19 groups are playing in 9 disciplines. For mutual support and sustainability, 12 of the groups are active in savings and/or income generating activities, 3 are active in advocacy. 5 groups have successfully fund raiser for IGA activities and 10 for sports activities. In at least 3 of the 4 Districts, the movement has enjoyed the support of DPOs, UPC, and District Assemblies/KCCA. CDOs and NGOs have also supported in some Districts. Each group is on average connected to more than 2 stakeholders.22 One key factor is that it is sustained by the motivation and resources of the members themselves. Players receive no facilitation to attend sport, This makes the movement sustainable as it is but it needs more and wider support to be able to spread and keep on attracting new athletes, coaches and stakeholders. Also, while its usefulness as a tool for rehabilitation (Mubende Rehabilitation Center), organization (new members for OPDs) and social inclusion (support from local communities to sports) has been proven, this awareness of this has not yet spread to all relevant stakeholders District and National level (Ministry of Health, Ministry of Education).

2.c-d Assessment of Partner Capacity and ChallengesBasic organizational data# members 2014: 4,000

2016: 6,2332018: 7.150

Annual turnover 2014: 231.000 USD2016: 564.000 USD2017: 310.186 USD

# District Branches

2014: 40 (about 10 high functioning)2016: 40 (about 13 high functioning)

% of turnover from Disability Fund

2014: 73%2016: 60%2017: 62% (UNAPD turnover from this project is 53% of turnover in 2017)

# staff (# employed by project in parenthesis)

2016:172018:14 (project will support 3 full time project officers and contribute to the salary of 6 support staff)

UNAPD has developed this SWOT, which DHF on the whole agrees with:23 Strengths Weaknesses.

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

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

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

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

Heavy dependence on external donors which jeopardizes sustainability and erodes self-

22 ”Status of Disability Sports March 2018”, produced by sports representatives from all 4 locations in Kampala, March 7, 2018.23 Taken from UNAP´s strategic plan.


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Key organization policies and legal documents are in place;

Registered district associations which authenticate UNAPD’s national status.

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

Qualified and committed staff, democratically elected BOD

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

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

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

registered membership Districts Insufficient inter and intra networking among

member resulting into low impact levels;

Opportunities Threats National and international pro disability

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

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

Conducive donor environment; Fairly resourced UNAPD secretariat with a

professional team.

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

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

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

Unfriendly policy/guidelines Lack of prioritizing disability issues

Some DHF observations: DHF has facilitated a MANGO financial health check with UNAPD. Some gaps were identified, but

an overall score of 276 put UNAPD in the “low risk” category.24 UNAPD has over the years experienced its share of problems with mismanagement of funds and/or

power by members of staff. Based on DHF monitoring and investigative audit in 2017, UNAPD seems to have overcome these issues with a combination of gradual improvement of management systems and more quality of hiring procedures. UNAPD has been an effective administrative lead of the CBSD project in Uganda, serving 5 project components and 3 Ugandan partners.

Fund raising capacity is growing and new avenues of funding are actively being sought. Despite this, the funding environment is rowing more challenging and sustainability targets are not being achieved. This project aims to showcase UNAPD areas of excellence and enable UNAPD to build strong supportive networks around them, which DHF thinks is a sound strategy for generating new funding opportunities.

DHF and UNAPD share very similar Theories of Change and the present staff is a highly motivated and well lead team. This leads to effective partnership at the staff-to-staff level. DHF-UNAPD relations at Board to Board level are practically non-existent. DHF is working to build capacity of its Development Committee to address this issue, but has not had success yet.

UNAPD has a past as an umbrella organization, but has since 2010 worked to reinvent itself as a member based organization. In our view UNAPD still has vestiges of the typical staff driven implementation approach of an umbrella, with attendant advantages and disadvantages: District activities tend to be very competently implemented, high impact and with high use of staff resources. This limits spread of capacities and experiences outside of project Districts.

Although much improved, Member and Board oversight of staff is in DHF´s view still on the weak side. UNAPD Constitution still gives inordinate power to founder members, which we think limits member ownership. This project will help UNAPD support communication and Board and member participation in project decisions.

Capacity building of local leaders is a never ending work in any organization. Of 40 UNAPD District Associations some 13-15 can be seen as high functioning, with most of these lobbying for IGAs to

24 See attached Mango Health Check.


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their members and maybe half doing effective accessibility work. This project will not do basic OD but will draw in grassroots actors as producers, monitors and documentors of best practices.

UNAPD is striving to be a learning organization. UNAPD´s new strategic plan aims to change UNAPD from having a project driven approach to a program driven approach. If this is successful, DHF thinks it will solve many of UNAP´s organizational challenges. This project is meant to support this transition by reinforcing UNAPDs network of supportive stakeholders.

UNAPD has generated experiences in partnership management (both good and bad) as lead organization in the CBSD partnership. This make a coalition project a natural next step. However, DHF thinks that UNAPD can benefit from a continuous dialog on partnership management during the project. The project includes a DHF advisory component to enable that.

2.e Learning of relevance to this application Physical accessibility and economic empowerment are the priority core issues expressed by UNAPD

members and leaders (CBSD advisory forums and other member feedback to UNAPD). Building national coalitions of OPDs and other stakeholders is key to both increasing the impact of

disability advocacy and of reaching out to new sources of funding (DPOD Country strategy). Successful advocacy builds on a mutually supporting combination of bottom up (District led) and top

down (Nationally led) influences on the stakeholders we want to engage and change. It is important to have effective tools for learning, two way communication, documenting best practices for evidence based advocacy (CBSD midterm evaluation, CBSD Sports Component as an example).

Sports is an effective tool for empowerment, organization and inclusion and– after a helping hand to start it up –is sustainable and generates various spin off effects (savings groups, registering as CBOs). (CBSD monitoring).

In 2015, CBSD established a representation in Kampala financed by the CBSD project with to offer advice to partners on organizational development This representation permitted DHF to advise partners at the operational level. An important assumption of this project is that management is capable of implementing demand driven methods. To support this assumption, we think it important to maintain DHF advisory capacity in Kampala. Learning from CBSD indicates that our office should also have independent capacity for monitoring of end user experiences.25

2.f Preparatory process Prior to this project proposal UNAPD and DHF had together with BISOU and SIA developed a proposal for a phase II of the CBSD project (HP141-131). However, financial mismanagement was uncovered in BISOU and SIA during 2017, leading to the proposal being withdrawn. Nevertheless, this project design recaptures some of the learning used in the CBSD II process, including for example some context description, problem analysis and also:April 2016: A midterm review that was carried out for the CBSD project. Among recommendations still relevant for the present project design are: continuation of sports activities in a Phase II, more focus on national advocacy strategies, and that District advocacy be better linked up to national level advocacy.26

November 2016: NUDIPU and DPOD members met in Kampala to develop input for a DPOD country strategy for Uganda. Several ideas from that workshop were taken on by CBSD partners at a following meeting, including economic empowerment of members as a priority objective and a networking/consortium building approach to fund raising and advocacy.

November 2017: The Danish partners had a trip to Uganda to attend a National learning event for the Capacity Building for Sustainable Development project. A meeting was also held between UNAPD and Danish partners, They informed UNAPD of the confidence that Danish partners have in UNAPD, DHF work fits well in to UNAPD strategic plan especially in accessibility, policy review and implementation, economic

25 This project does not warrant a full time DHF position in Kampala. The activity is therefore expressed as a part time consultancy in the budget. DHF expects that other projects that are in our pipeline for Uganda will enable us again to grow this into a fulltime representation.26 CBSD Midterm review.


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empowerment, disability sports. This was formalized in a letter of interest by DHF in December 2017. Based on this, UNAPD develops a draft logframe for the project.February-March 2017: A workshop is held in Kampala where the project goals, approaches, outcomes and outcome pathways ware further developed. The Danish partners (DHF) facilitated the workshop with UNAPD staff and selected board members. The number of outcomes to be included in the upcoming project was reduced, guided by UNAPD Board representatives as to priorities. The workshop delegated various data collection and writing tasks among the upcoming project partners (DHF and UNAPD). After the workshop, UNAPD team continues to engage on the scope, objectives, and outcomes, and submits second version of the logframe to DHF by 30th March 2018Parasport Denmark and DHF also held a workshop with UNAPD staff and national and district sports leaders, based on the idea of preparing a sports partnership project in 2018 to be cofinanced by a grant from the UK Premier League. When the cofounding later proved unavailable, and seeing a common logic, the three partners decided to fold in sports as an outcome in this project.April 2018: DHF representatives in Kampala facilitated a Mango financial Health Check with UNAPD (attached) and a tracking of DHF cross cutting program indicators (not yet submitted to DHF because of a death in the consultant´s family).April – May 2018: Project strategies, activity budget and stakeholder analysis developed by UNAPD team in close consultation with DHF. Meanwhile, DHF has prepared and shared draft versions of project context, updated log frame, problem description. DHF Denmark has been lead in writing the final proposal. Draft versions have been shared with Kampala on a weekly and finally a daily bases for feedback.

3. WHAT CHANGE WILL THE PROJECT ACHIEVE AND HOW?

3.a ChangeThe project will pursue three outcomes to be achieved by 2020:

Outcome 1: UNAPD is instrumental in building a broad coalition of DPOs for improved livelihoods among PWDs. The coalition has developed a united policy platform for secure livelihoods among PWDs and is promoting formal and informal sector employment of PWDs among relevant government, business and civil society stakeholders. UNAPD monitoring of three selected poverty alleviation programs shows inclusion of at least 1000 PWDs into the programs in the project period.27

Outcome 2: UNAPD supports the creation of a physical accessibility caucus with participation of OPD and CSO stakeholders. District Audit Committees and the National Audit Committee feed the Physical Accessibility Caucus with Best Practices. The National Audit Committee has been accredited as an advisory body with the Ministry of Works. The caucus is lobbying Ministry of Works (DPS and NBCRB) for more effective implementation of the Accessibility Standards. At least 3 District Assemblies include accessibility criteria in Term of Reference for public construction bids, and UNAPD has been able to award at least 5 "Certificates of Accessibility" to best practice examples of continuous modification of physical environment

Outcome 3: A National Sports Caucus promotes disability sports as a tool for personal empowerment and rehabilitation, organization and social inclusion at National and local levels by formulating a national disability sports policy and presenting it to the public, sponsors, parliament, and the line ministries for Sports, Health and Education. Ministry of Defence has confirmed its commitment to disability sports and at least one other Ministry has adopted disability sports. The grassroots disability sports movement has spread to 4-8 new subcounties and 2 new Districts, has a supportive community environment and has been mainstreamed into mother DPOs.

3.b Stakeholder analysis and target groupsA stakeholder analysis has been made (see attached). Some of the main stakeholder groups are:Stakeholder and involvement in project

Why are they important for the project

What is needed for them to buy in to the project and,

Strength Weakness

27 Quantitative impact target may be revised after a baseline is established.


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afterwards, fulfill their role in it?

Rights holders (target groups) and their representativesPWDs in 6 UNAPD Districts and in Kampala will participate in livelihoods and sports activities.

Are the primary intended Beneficiaries of the project.

However, may not have interest in the project due to lack of direct tangible benefits from the project.

Proper orientation of PWDs on the project objectives, their roles, and expected outcomes.Encourage PWDs to forms themselves into groups and linking them service providers/duty bearers,Strengthen awareness raising campaigns on PWDs rights.

At least aware of their rights and are existing at the local levels,

Lack skills in interpreting the provisions of the law which protect their rights, limited skills of strategic /effective advocacy and lobbying

UNAPD District Associations will carry out livelihoods, physical accessibility and sports advocacy (6 DAs), monitor QOL of PWDs and inclusion in PAPs (10 DAs).

Form a combined voice of PWPDs at district levels for project ownership and joint advocacy

Orientation and involvement into the project implementation, encourage to participate in advocacy campaigns,

Form the project beneficiaries who understands better their needs, aware of their rights

Lack of enough capacity limits their advocacy efforts, over reliance on project funds limits their work,

DPOs will form the heart of the three CSO alliances to be formed. BISOU, ESA, LAPD, MHU, NUDIPU, NUWODU, SIA, UNAB, UNAC, UNAD, UPPID have been preidentified.

DPOs champion the same cause as UNAPD i.e. disability human rights advocacy, which promotes teamwork/joint advocacy. Lack of direct involvement in the project design and competition for donor support may limit their participation in the project.

Joint fundraising and proposal writing,combined empowerment of specialized skills in disability advocacy and mainstreaming,participation in most of the project activities, development of a common disability agenda.

Knowledge of disability specific needs required for joint advocacy, have membership spread in the project districts.

Selfish interest or competition among the DPOs which may kill the spirit of coalition building or joint advocacy

SupportiveNational Accessibility Audit Team (a group of experts set up by UNAPD)

Spearhead efforts of conducting the accessibility audits for buildings at national level and advise the district audit committees for efficiency and compliancy

Re-oriented into the practical accessibility audits, updated on the existing legal framework on accessibility, active participation in advocacy campaigns.

Mandated committee on the practical accessibility auditing in Uganda

Limited resources to effectively conduct their activates, membership scattered in different organizations/institutions who are at time buzzy with other responsibilities,

District Accessibility Audit Committees (groups of PWD experts set up by UNAPD)

Spearhead efforts of conducting the accessibility audits for buildings at district levels and advise district local government on issues of compliance with the accessibility needs of PWDs .

Re-established and re-oriented into the practical accessibility audits, involvement in the identification of in-accessible building, conducting the auditing, leading campaigns for accessibility compliance,

Formed from PWDs who understands the accessibility challenges, established based on the laws,

Limited capacity of some members to understand the details of accessibility dimensions, lack of confidence of some members to articulate the issues to stakeholders,

Duty BearersEqual Opportunities Commission(EOC) is a prospective member of the accessibility caucus and a target for

Have the mandate of ensuring that all government ministries/ departments have inclusion of the

Participation of the project coalition in EOC activities, identifications of the gaps in the Equity and Gender Certificate

Have the mandate of analyzing the government programs to ensure Gender and Equity

Bureaucracy in taking final decisions especially when it involves Government ministries/departments since are also government.


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livelihoods advocacy. marginalized people in their programs and budgets through issuing the Gender and Equity Certificate.

and bring them to their attention, and active involvement of EOC into the project activities.

and take recommendations for compliance.

Service Providers of Economic Empowerment (PAPs, NGOs active in VSLA) are targets for livelihoods advocacy.

Are the final destination for the project beneficiaries in order to access economic livelihood opportunities.

Orientation into the project objectives, and outcomes in order to be motivated to effectively participate in the project, and contribute towards the outcomes.

Have the ability to create space for inclusion of PWDs into their programs, are sustainable

Have negative attitudes towards inclusion of PWDs into their programs, don’t believe in the potentials of PWDs for labor market.

Line Ministries Ministry of Education sport and technology science, Ministry of Gender Labor and Social Development, Ministry of Transport and Work.

Coordinate and regulate programs and services relevant for the project outcomes. Individual departments are targeted for partnering/advocacy depending on function.

Identify key departments and officials for approach, awareness raising and collaboration. Invite to project events. Present policy proposals in line with their aims and goals.

Mother Ministry regulating and monitoring function of District and Sub County programs and departments.

Bureaucracy in taking decision which may delay achievement of project outcomes.

National Council of sports, Uganda Paralympic Committee (partners and targets of the Disability Sports Caucus)

NCS is a government organ that affiliates sport federations/clubs in Uganda. UPC affiliates PWD sport Clubs/federations.NCS in all its program have mainstreamed PWD sport activities. They fund UPC sport activities.

Need to strengthen working relationship with UPC as a body that concerns disability sport.

NCS is the only government organ regulating sports while UPC is the only government organ affiliated to IPC.

NCS is just building their capacity in understanding disability sports while UPC has limited resources to fulfil their mandate.

Institutions of learnings like Makerere, Kyambogo, MUBs, Nkozi, Ndejje and Nkumba (advocacy targets and prospective coalition members for sports and accessibility)

These are government and non-government universities who do admit all kind of students including those with disabilities. They have got sport programmes.They also draw strategies of reviewing their curriculums towards inclusive designs.

Active involvement into the relevant project activities/intervention in reference to the project outcomes,strengthen the networking and collaborative relationship with the universities for sustained inclusion of disability into their programs,

Academic institutions respected and every year release competitive labor into the market

Slow appreciation of relevance disability into their programs

Local Government departments (DCDO, DEOs, District Engineers, Inspectors of Schools, Production, Physical Planner (sub-county counterparts). Members of District Assembly. (Local advocacy targets for accessibility, livelihoods and sports)

Work together with UNAPD district association to ensure that the project beneficiaries access the services or integrated in the district budgets and programs.

Empower PWD leaders to make these duty bearers accountable to their roles. Development of disability by-laws/ordinances at local level. Advocacy and lobbying meetings.Being engaged in sensitization campaigns. Use of role models at local level to become exemplary to others in preaching the disability gospel.

These are the real service providers at local level mandated to ensure that people have access to services including PWDs.

Limited resource allocation to some departments/programs especially PWD programs,

Limited prioritization of disability in their plans, budgets, and programs.


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Target groups:

Direct beneficiaries: 2900About 1000 people will participate in and benefit directly from project funded activities (meetings, capacity building, and trust fund grants). 6 UNAPD District Associations will be involved.28

District members (PWDs) 400District leaders: UNAPD Associations, District Accessibility Audit Committees, sports coaches

338

National leaders: OPD Board or senior management, Caucus or coalition members, National Audit Committee

52

Project staff 8Members of CSOs 50District stakeholder representatives 42National stakeholder representatives 131

1021

In addition, 1500 athletes in existing sports groups and a target of 400 in new groups will directly benefit from activities supported by the project.

Indirect beneficiaries: ?A number of PWDs will benefit from better physical accessibility and better access to jobs or poverty alleviation programs through policy changes among District and National duty bearers that are influenced by the project. However, they are hard to identify and count, and we will only be able to track the final beneficiaries through proxy indicators. Media mentions PWDs included into target groups in 3 monitored PAPs. Target: 1000. Surveyed PWDs reporting improved QOL in project related areas. PWDs employed by monitored government agencies in the project period: % of PWDs among people

newly hired in project period is increased compared to % of PWDs employed at start of period.

3.c Objectives and indicators (see attached logframe)

For this project Outcome Mapping was used for project design. This method focuses on describing outcomes, outcome indicators and outcome strategies. The output level is replaced by actions which appear in the outcome strategies. Actions are more than activities but somewhat less than outputs. There are typically more actions than there would be outputs. Indicators are only defined for outcomes, but on the other hand, outcome indicators cover output, outcome and impact levels. The tool is useful because:

Changing to a new tool helped us be more creative at the logframe workshop. The format for outcome strategies is a good framework for strategy development and is especially

well suited for advocacy projects such as this. Indicators focus on outcomes but cover all three levels. This reduces the total number of indicators

to the essential and thus the monitoring burden placed on project staff, while still permitting tracking of the project at different levels of detail.

In our logframe, Outputs have been defined to permit comparison to a more typical logframe, but operationally only serve as containers for groups of actions.

3.d Strategy

28 See annex for description of the 6 Districts.


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Theory of Change:This project attempts to follow the theory of change set forth in the UNAPD Strategic Plan for 2018-2021:

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

Outcome strategiesStrategies have been developed for each outcome according to this format:

Outcome strategy format

Internal: These actions are directed at the Boundary Partner who we want to help change behavior (PWD livelihoods coalition)

Causal: These actions directly cause a change of behavior in

the Boundary partner

Persuasive: these actions may persuade the boundary partner to change behavior

in the desired direction

Supportive: these actions can support the Boundary

Partner in acting more effectively in the desired

way

Environment: These actions are directed at stakeholders close to the Boundary Partner, to create a supportive environment for change:

Causal: these actions directly cause a change of behavior in a stakeholder or stakeholders in

the environment of the boundary partner

Persuasive: these actions may persuade stakeholders

to support change in the desired direction

Supportive: these actions can support stakeholders in

acting more effectively in the desired way

Outcome strategy for PWDs Livelihoods coalition

Internal:

Causal Persuasive SupportiveInvite and host meetings of the coalition.

Document and share experiences on economic empowerment of PWDs among DPOs, CSOs (includes exchange meetings at DPO level, systematic documentation of experiences and organizing exchange visits or forums between grassroots groups)

UNAPD builds expertise in livelihoods interventions such as handcraft, VSLA and be a resource to groups, partners and stakeholders

A trust fund supports coalition DPOs to try out Economic Empowerment ideas (experience sharing, advocacy/lobbying, testing new models for IGA, linkages)Pilot a method to Identify, assess and link the easily excluded/ severely


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disabled persons to livelihood intervention

Support development of a common policy platform (facilitation of discussion and writing)

Desimate policy platform to membership of DPOs

Environment:

Causal: Persuasive: Supportive:

Conduct mapping of service providers in economic empowerment and train them on disability rights and inclusion

Establish a joint DPO data base for employable PWDs and link them to potential employers

Hold advocacy meetings with partners/stakeholders for livelihood inclusion for PWDs, including EOC for inclusion of PWDs in Gender Certificate, at least 5 livelihood programs for inclusion of PWDs in their target groups and indicators.

UNAPD conducts regular Monitoring Learning and Evaluation of livelihood, physical accessibility and disability sports activities in the districts

Develop and strengthen partnership with potential employers/companies i.e. Coca Cola to employ PWDsEngage the media on livelihood issues among PWDs

Outcome strategy for National Accessibility Caucus

Internal:

Causal: Persuasive: Supportive:

Invite and host meetings of the Caucus

institutions like Makarere University who have committed themselves to be accessibility compliant can be invited on board.

Establish a UNAPD accessibility consultancy hub on accessibility issues, consisting of internal (UNAPD technical team, high capacity District voices) and external (Audit team, architects, lawyers etc.) resource persons.Create a sustainable vision for the Physical Accessibility Caucus in UgandaDocument learning and best practices from National Accessibility Audit Committee, District Associations and District Accessibility Audit CommitteesConduct a cost analysis of constructing accessible facilities as mentioned in accessibility standards.

Internal: Strengthen the National Accessibility Audit Committee

Network and link the District Audit committees with other stakeholders in the district

Establish 6 district accessibility audit committees in selected active UNAOPD District Associations.


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Enhance capacity of associations/accessibility audit committees on physical accessibility auditing, identification of inaccessible infrastructure developments, public litigation at district/regional level

UNAPD conducts regular Monitoring Learning and Evaluation of livelihood, physical accessibility and disability sports activities in the districts

Environment:

Causal: Persuasive: SupportiveEngage National Building Review Board to appoint the National Accessibility Audit Committee to advise it on any matter concerning the functions of the Board ’to ensure that the design and construction of buildings and utilities to which the public is to have access cater for PWDs’

Print and disseminate copies of Building Control Act 2013, Accessibility standards and bye-laws/ordinances if available

Train key stakeholders in Justice law and order sector in disability, accessibility and human rights

Work with stakeholders/the legal fraternity to engage in public litigation issuesEngage training institutions i.e. Universities/colleges to review training curriculum so that training Architects/engineers undergo accessibility/universal designs so that in future they design inclusive plans.

Engage national level actors/professional bodies in physical infrastructure development such as Uganda Society of Architects, Engineers and constructors bodies, physical planners association.Conduct awareness raising activities (TV/Radio talk shows, IECs)

Outcome strategy for Disability Sports Movement

Internal:

Causal: Persuasive: Supportive:UNAPD supports the expansion of the National Disability Sports Committee into a National Disability Sports Caucus.

DPOs hold a meeting to share experiences on how to induct disability sports into their organizations

Grassroots experiences are collected and shared among participating DPOs, documented and presented to the Caucus and Public as best practices.

UNAPD supports and guides Caucus discussions on developing a National Disability Sports policy, where DPO Boards are invited to contribute..

Once formulated, the National Disability Sports Policy is shared with DPO Boards, Sports Groups and in their social media.

UNAPD supports the establishment of sports in more subcounties in existing sports districts (Mubende, Kampala, Busia, Nebbi) through low cost peer to peer mentoring.UNAPD supports sub county disability sports Associations to identify two neighbouring subcounties in the new districts and establish Disability Sports in them through low cost peer to peer mentoring.


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MRC is supported to spread disability sports to two other units. Soldiers retiring from UPDF/MARC are inducted into local DPOs and disability sports.

Sports activities are guided by a DPO Sports Committee where participating DPOs are represented (UNAPD, SIA, BISOU, UNAC?, UPC?)

Environment:

Causal: Persuasive: Supportive:UNAPD supports Caucus to present the National Policy to media and stakeholders.

Support sharing of experiences among districts/sub counties, project disability sports in wider community

Project trust fund provides up to 4 grants to groups wishing to use cultural activities (drama, music, art, etc.) as tools for empowerment, organization and inclusion.

Building a supportive environment in the district/sub county for disability sport

Change triangleAdvocacy: This project is heavily focused on advocacy activities in the form of coalition meetings and activities, advocacy meetings at national and district level, trust fund grants for advocacy and collecting information for advocacy. 55% of the activity budget goes to advocacy Capacity building: Advocacy is supported by some selective capacity building of UNAPD staff (mostly for livelihoods work), of National and District Audit Committees and District Associations, and of coaches for sports.18% of the activity budget goes to capacity building. Strategic Services: The project will deliver some Strategic Services (i.e. activities directly improving lives of individual PWD members or the capacities of duty bearers), mostly in the form of sports activities in the service of spreading sports to new areas, and some few trainings of duty bearers on how to do inclusion. 10% of the activity budget goes to strategic services.Project implementation activities take up 9%, and activates outside category take up 7%. This is a trust fund activity that can be used for advocacy, capacity building and/or service delivery.

Implementation planThe three components of the project will be implemented concurrently according to an implementation plan that is attached to the logframe (see annex).

3.e RisksA risk assessment has been prepared (see annex). Here are the main risks we have identified:

Risk factor Likeli-hood Impact Background to impact assessment Overall

risk Mitigation measures

Some groups will not be able to make effective use of the trust fund approach.

Likely Minor This will have a major effect on individual members, but number of affected members reduced by preventive measures.

Me-dium

Monitoring will allow issues to be raised and discussed at annual formum for solution.

Some National duty bearers (i.e. Line Ministries) will be unresponsive to taking on PWD issues

Likely Minor Ambition has been set low (1 out 3 line ministries are expected to respond).

Me-dium

Annual review alows retargeting of advocacy activities. There are long long term workaround (attracting District workers as coaches)

Some duty bearers will not have budget for effective PWD inlusion in their services and programs.

Likely Minor The number of duty bearers to be engaged is high, and the resources required of each is relatively low, so some will be able to comply. We will also target dutybearers selectively for likely success.

Me-dium

Annual review alows retargeting of advocacy activities. There are workarounds that take longer time (National advocacy, Budget advocacy with DA).


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Some DPOs may be unable to participate wholeheartedly in a PWD alliance.

Unlike-ly

Major The project is trying to build 3 allinces, thereby somewhat spreading the risk.

Me-dium

Annual review allows measures to be taken.

UNAPD may not have capacity to implement a process and result based project management.

Rare Signifi-cant

If project management is not result based, then Monitoring, Trust Fund, mentoring, and networking approaches will undermined.

Me-dium

DHF advisory capacity in place i Kampala. We will be able to advise in a timely fashion.

3.f Monitoring, documentation and learning Learning will be a continuous process in the project period among the stakeholders through trainings, meetings, documents review, success stories, report reading as well as internet. UNAPD will be responsible for indicator monitoring. 30 indicators will be tracked during the project. 10 are at output level (i.e. more or less direct delivered by project activities), 10 are outcome level (changes of behavior among actors expected to commit to project goals, such as UNAPD itself and allied OPDs) and 10 are impact level (changes in quality of life of PWDs or among advocacy targets). 17 are tracked on a quarterly basis and 13 annually. See the attached monitoring plan.To track indicators UNAPD will establish an M&E system. The Information and Advocacy Officer (IAO) is at the moment charged with the responsibility managing the M&E function besides managing the organizational Database. He is responsible for the routine data collection on performance of the various projects and the programme as a whole. 2 other project officers also provide data collection and feed into the M&E framework. The data collected is assembled in form of monthly monitoring reports. Based on these reports, the M&E department organizes quarterly and annual project and programme review meetings. The M&E office is also for annual reporting and for communication of programme outcomes to partners through the annual reports and through the website.During this project, more monitoring tools will be used such as: 1) A Trust Fund Monitoring Tool, 2) A tool for annual tracking progress/performance of district based activities, 3) Standard activity reporting formats already in use by UNAPD staff at each field event will be reviewed and used, so data collected by these formats is adapted to project monitoring needs. 4) The organization wide Annual Audited Accounts will be used to generate high quality data for financial indicators. Among new tools will be

a participant survey that will be employed as a UNAPD “standard” survey tool to develop comparative statistics on individual level advocacy and QOL impacts.

district experiences will be systematically documented for learning and advocacy. A standard format and criteria for Best Practice documentation will be developed at a project induction workshop. Best Practices will be collected as part of completion reports by Trust Fund Grantees, through Coaching and Mentoring visits by staff, and again as earlier mentioned during Monitoring trips. Staff will at a quarterly meeting review and select best and worst practices for further documentation and communication, as will the annual project assembly. Stories will be shared through websites and social media to partners, stakeholders and members.

There will be several tools used to determine the above but the key principle in all these tools is collective participation of project beneficiaries and stakeholders. Participatory performance assessment is one of the strategies/tool to reflect in a structured way on why results were achieved or not and what can be done for improvement. It creates room for all active players to collectively agree on benchmarks to be used to assess/evaluate what’s is working or not and draw practical strategies for improved program performanceImpact assessment is another strategy which will be used to determine the impact of the project to beneficiaries or stakeholders. It measures the effectiveness of the activities by judging the significance of changes brought about by the activities, and such may be positive, negative, intended or un-intended, direct or indirect long term results. It could be through impact assessment that the participants are at liberty to bring out success stories, lessons learnt, among others.The results of the external midterm review and final learning will be fed into our regular programme review processes as a common practice so that any lessons learnt can then be incorporated into programme design. Many times recommendations from the evaluations also provide a basis for developing new project applications for donor funding, but more importantly the lessons learnt have greatly influenced the strategic planning for the organization.


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Annual status report, biannual progress reports, Quarterly activity and financial reporting and annual indicator monitoring will be used as well as quarterly monitoring of selected key outcome indicators. The quarterly “Best and Worst” case stories will feed into the quarterly results reporting.Also an annual national Participant Forum will be held to touch base on project progress at national level. Biannual project status meeting between Danish Partners, UNAPD team and Bi-annual partnership meetings between Board and Danish partners will be held to touch base on project progress.DHF Kampala will be enabled to participate in monthly UNAPD coordination meetings, in Trust Fund management meetings, in project visits from Denmark, one or two administrative spot checks, attend periodic coalition meetings and periodic field monitoring of end user experiences with the project (for purposes of both impact and financial management monitoring). DHF Kampala will also carry out annual monitoring of DHF program indicators. DHF Denmark will visit the project four times (induction, 2 yearly forums and 1 field monitoring trip). Parasport Denmark will make 3 project visits (induction and 2 field visits).

3.g Information workDHF will approach Danish CSOs like CARE, Engineers without Borders, Danish Micro Credit Network, to explore possible areas of cooperation between them and UNAPD. Danish companies would also be identified as well potential relevant sports stakeholders.. This will be followed up by a visit from Uganda to Denmark in June of 2020, during the annual Rehabilitation Fair in Copenhagen. The Ugandan mission will consist of 1 UNAPD represantative (ED Apollo Musaka is indicated), representative from an allied CSO or government organization (to be identified) and a helper. The purpose would be to create and/or firm up contacts between UNAPD/DHF and possible useful contacts in the Danish CSO/CSR world.DHF will target our membership through regular updates on DHF website and social media and articles in the member bulletin, as well as occasional presentations at member meetings. UNAPD has by now a substantial presence on social media which is easy to tap into. We have an Information Officer who coordinates this work, with input from our Program Officer.

3.h Setup – division of roles and responsibilities between partnersUNAPD will be responsible to DHF for efficient implementation of the project according project goals. DHF will be responsible to DPOD for the responsible use of funds towards project goals.DHF, PD and UNAPD Board will jointly be responsible for ensuring that project goals are being pursued, through biannual partner meetings. These meetings will function as a Steering Committee or Project Board for the Project.An annual participant forum will gather input from participants, project owners and staff for the midterm project review and final learning. This participant forum will meet three times during the project (an induction meeting and two end of year meetings). It functions as a sort of project general assembly.

UNAPD staff will be in charge of project implementation, administration and monitoring under direction of the Executive Director who will assemble a project team for this purpose. Monthly planning and coordination meetings will be held. UNAPD staff will prepare quarterly plans and reports which will be control points for quarterly disbursal of funds. UNAPD staff will prepare bi-annual progress reports be discussed at bi-annual meetings between DHF and UNAPD Board. UNAPD team will also prepare input for the annual status report to DPOD.UNAPD Board will carry out its own monitoring of the project, will participate in bi-annual partner meetings with DHF and will elect a small sub-committee that will monitor the project through reports from staff, field visits and participation in project forums, and keep the rest of Board updated.

OPDs whose members participate in project sports activities will be invited to send representatives to conform the project Sports Committee. These include SIA and BISOU and may come to include UNAC. UPC will also participate in this committee. This Committee will approve quarterly and annual plans of the sports officer, will participate in project forums and will carry out its own monitoring of sports activities.


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DHF will have a representation in Kampala to provide close support for monitoring and management. DHF Kampala Office will: Advise UNAPD management as called for. Support the development and implementation of project guidelines. Support trust fund management and monitoring. Monitor user experience with project activities. Maintain contact with major stakeholders among OPDs and donors and keep in touch with the political context in Uganda. Carry out administrative spot checks. Submit a short bi-weekly briefing note to DHF in Denmark as input to bi-weekly meetings by Skype. Carry out annual tracking of DHF cross cutting program indicators.DHF International Department will be in charge of transferring funds to the project through quarterly transfers, reporting to the Disability Fund, and information work in Denmark. DHF PO will support the development of the project monitoring system and tools, including trust fund guidelines and monitoring system (tools exist from CBSD and will be adapted during the Induction Workshop). DHF PO will guide the midterm project review process to adjust project plans. DHF PO and DHF Kampala will have a special role in maintaining a dialog with UNAPD on partnership management and process and results based management:DHF PO will work in consultation with the rest of the team at DHF International Department (i.e. Department Head, PO Latin America and Information officer). PO will report biannually to DHF´s International Committee. DHF´s International Committee hopes to be able to form an Africa or Uganda Steering Group with participation of elected national leadership, like we have for Latin America, but this structure is not yet in place.

Parasport Denmark will be responsible for Danish oversight of the Sports Outcome, for advice in design and planning of sport actions, and for quality control of the sports activities. PD´s Program Officer will participate in the project Sports Committee, and will carry out regular monitoring of sports activities.

The project will guided by implementation guidelines fixing rates and norms for feeding, overnight and transportation allowances, staff hours, spending policies, disability compensation, etc. UNAPD has existing guidelines that will be reviewed jointly at an induction workshop in the beginning of the project and shared with and approved by the first participant forum.

3.i The budget explained Activities cost 52% of the total project budget. They are distributed thus:

Spending analysis

Economic empowerment

Physical Accesibility

Disabiity Sports

Cross cutting Total

Advocacy 14% 21% 10% 8% 53%

Capacity Building 2% 9% 4% 3% 18%Service delivery 2% 1% 6% 10%Implementation 1% 0% 11% 13%No Catagory 6% 6%Total 25% 32% 20% 23% 100%

Component balance: Component 2 has a relatively high cost compared to component 1. And Component 3 has a relatively high cost compared to both, taking into consideration that sports is seen a tool rather than an end in itself. This is because these components are where most membership involvement is taking place, and sports is where we are still doing grassroots organizing (as also seen by high allotment of service delivery and capacity building). The high amount for cross cutting activities reflects building and implementing new monitoring tools for advocacy. Rather high implementation costs reflect our wish to draw in UNAPD Board, members and participant voices in project management and communication.Local staff and administration take up 22% of the total budget, making it relatively cost efficient in the experience of DHF. The project will support an operational staff of 3 officers (Coordinator, Information and Advocacy Officer, Sports Officer) with 100% of their salaries. 75% of the salary of


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the UNAPD Administration Officer will we supported by the project, while other support staff (ED, Welfare, Security, Driver) are supported at 50%. Administrative costs (rent, electricity, vehicle maintenance etc.) are supported at 65%. These relatively high levels of support for core costs reflect DHF´s recognition of the difficulties UNAPD is facing in attracting funding for core costs. The levels are about 10% points lower than in the previous project. Our target from four years ago was that they should be much lower than that by now.Danish monitoring cost is relatively high at 6%, with a total of 8 international flights included in the project.29 4 trips are for DHF PO, 3 for PD PO, and 1 for a DHF volunteer/elected leader. This is due to the dual Danish partnership and the wish to have a participatory project governance structure where end users and donor are able to meet each other. We have not made a calculation of cost effectiveness (spending per beneficiary). The number of final beneficiaries of changing policies and practices are not impossible to track inside the scope of the project. We are making do with a large degree of proxy indicators at the impact level.DHF and Parasport Denmark will provide advisory assistance for 137.500 DKK, reflecting the areas where we are best able to contribute to quality and capacity of UNAP´s work:

Activity Hours DKK1.3, 2.9, 2.10, 3.8 support development of documentation of tools of grassroots experiences 30 15.0001.4 support development and use of trust fund management guidelines and monitoring tools 30 15.0002.1 support UNAPD as consultancy service provider 20 10.0003.2.-3.3 advise on spreading sports activities 50 -3.9 national sports policy 10 -4.1 support development and implementation of M&E system (20 hours initially + 5 hours quarterly) 60 30.0004.2 project management (induction workshop) 55 27.500Support local advisor on demand and process oriented project management (Biweekly Skype meeting with DHF Kampala office (40*2 hours)) 80 40.000

4. WHAT ARE THE PROSPECTS AFTER THE PROJECT

4.a How to ensure sustainabilityAdvocacy results that succeed in being institutionalized in duty bearer structures will likely be sustainable. If the coalitions prove their worth as advocacy tools we believe OPDs will continue meeting together for joint advocacy. The National Policies developed and lobbied for by the coalitions will continue as useful and supportive documents in this for some years.If the National Building Audit Committee is accredited as advisory organ in Ministry of Works we believe it will maintain function and capacity. This will likewise create a continuing demand that will support sustainability of the capacities of the District Building Audit Committees.Sports groups will likely be sustainable on their own in the medium term (5-15 years, until generational shift begins to bear). To the extent that a supportive local environment for sports is successfully achieved, sports will likely be a growing movement, i.e. long term sustainability will have been achieved. UNAPD Headquarters will still have a relatively high degree of dependence on Danish funding at the end of the project (perhaps half of core costs), which will create a significant

29 2 flights for the induction workshop are included here for better transparency, even though the workshop itself is budgeted as a project activity and not a monitoring activity.


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challenge for UNAPD. This level of dependence endangers some of the capacities UNAPD has built up but will not put the survival of the organization at risk.DHF believes that the coalition/networking approach will generate new funding opportunities for UNAPD during the project, but there is no guarantee that new funding will be in place to take over when project funding stops.DHF is developing a joint OD capacity building platform that we will pilot with a project proposal for the Disability Fund this fall. We see UNAPD as having a role as a provider of professional services to that project; in line with one of UNAPD´s own sustainability challenges. This will mitigate sustainability risks posed by the ending of this project.

4.b New phases and future cooperationDHF considers this project an exit program as concerns our support capacity building of UNAPD. DHF hopes that our partnership will continue, however, in the form of developing innovative solutions together and in the form UNAPD support to the capacity building of other DHF partners. These initiatives may in the future produce applications for partnership interventions to the Disability Fund, or inclusion of UNAPD in future projects as an associate partner. We have since 2014 had an exit strategy, which is being updated regularly. It is attached.


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3. Budget SummaryMain budget items: Financing plan

Full amount Of this, from the Disability Fund

Of this, from other sources

1. Activities 1.762.109 1.762.1092. Investments 6.838 6.8383. Expatriate staff 04. Local staff 649.868 649.8685. Local administration 102.110 102.1106. Danish project monitoring 195.500 195.5007. Evaluation 77.632 77.6328. Information in Denmark (max. 2% of 1-7) 79.650 79.6509. Total project expenses (budget line1-8) 2.873.706 2.873.70610. Budget margin (min. 6% and max. 10% of 9) 287.371 287.37111. Disability compensation 16.000 16.00012. Auditing in Denmark 20.000 20.00013. Subtotal (Budget line 9-12) 3.197.076 3.197.07614. Administration in Denmark (max. 7% of 13) 223.795 223.79515. Total (Budget line 13+14) 3.420.872 3.420.872

Note: Exchange rate used: ____585 UGX/DKK_


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4. Cross-cutting issuesCross-cutting issues addressed by the project applied for as percentages of budget spending

Gender Environment Good governance and human rights

HIV/AIDS Reproductive, maternal, neonatal and child health (RMNCH)

Weight (%) Weight (%) Weight (%) Weight (%) Weight (%)5% % 100% % %

5. Annexes

i. OBLIGATORY ANNEXES

A. Updated ‘Partner Profile’ (for South partner(s))B. Stakeholder analysis C. LFA D. Possibly a risk assessment (only required in the case of D applications)E. Possible Terms of Reference for activity-specific assistance.F. Budget format

ii. SUPPLEMENTARY ANNEXES

Annex no. Annex title:G. Oversigt over DHF aktiviteter i UgandaH. UNAPD-Strategic Plan for 2018 - 2022I. Exit strategy 2018J. UNAPD Mango-Health-Check


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