DOCUMENTS
EXECUTIVE SUMMARY
The National Disability Council (NDCN) of Namibia was created through the NDCN Act No 26 of 2004 and promulgated in 2008. As part of the process of fully establishing the Council, the organisation embarked on a strategic planning process in 2011, which culminated in a strategic planning workshop in the town of Mariental from the 9th to the 13th of May 2011
To kick of the workshop, speeches were given by His Worship the Mayor of Mariental, Cllr Alex Kamburute, Governor of the Hardarp Region, Honorable Katrina Hanse-Himarwa and the Chairperson of the NDCN Honorable Alexia M. Ncube (M.P). The workshop was attended by 18 participants (see appendix 2) who represented the different stakeholders in the disability movement as well as local representatives from Mariental.
A review workshop to finalise the document in was then held in Oshakati from the 4th to the 8th of July 2011.
This report details the proceedings of the two workshops
The Strategic Planning followed a five step process culminating in the development of a Balanced Scorecard and strategy implementation plan for the NDCN. The diagram below illustrates the actual process followed:
1. INTRODUCTION AND BACKRGOUND BY THE DIRECTOR, MR MARTIN NYAMBE LIMBO
The National Disability Council was established by an Act of Parliament, Act No 26 of 2004 aiming at uplifting the livelihood of People with Disabilities in the Republic of Namibia. This is thus to be achieved through the creation of equal opportunities in education, training, recreational facilities and socio-economic development for People with Disabilities. Disability is not a Health issue but rather classified modernly as a major human rights issue. As provided for under Section 21 (b) of the National Disability Council, No 26 of 2004 an annual report has to be submitted annually to the Minister responsible for rehabilitation to assist him/her in planning, forecasting and to analyze potential activities of the Council.
The leverage of Disability movement is to equate society with all principles that relates to equalization of distributed social goods, opportunities, vocational education facilities, training and development as well as inclusion in society. The focus is on the creation of awareness raising programs that will publicize the activities of the Council, its mandate, functions, composition, and powers. The Council was further created to strengthen the implementation of programs and activities earmarked to benefit People with Disabilities in our Country. It is also tasked and fully mandated to monitor and evaluate the implementation of the National Policy on Disability which was adopted by the National Assembly of the Republic of Namibia in July of 1997.Some of the major challenges facing People with Disabilities in Namibia are accessibility to buildings, transport facilities, and inclusion into socio-economic activities which the Council is tasked to address the soonest. It is on these auspices that our focus should be on key core functional areas of concern that will address specific issues related to disability such as the removal and or identification of barriers that hinders the overall inclusion of people with disabilities in socio-economic activities.
Lastly People with Disabilities should not be declassified since they are only limited to have access to confined basic services, but they have a brain, a heart, a mind and all biological organs that all human beings have. This refers us to understanding that People with Disabilities can and are resourceful in achieving socio-economic and political potentials of the Republic of Namibia.
"Disability is not inability"
……………………………………...……………
MR. MARTIN NYAMBE LIMBO
DIRECTOR: NATIONAL DISABILITY COUNCIL
1.1 The Purpose of a Strategic Plan
Strategic Planning is a defined long-term, future-oriented process of assessment, goal setting and strategy building that maps a common sense approach to anticipating a future that is both desirable and achievable. Strategic Planning involves the careful consideration of an organisation's capabilities and environment that leads to priority-based resource allocation and other decisions.
The purpose of strategic planning is to improve the chances of reaching desirable possible outcomes, to create the future, not to predict it.
The strategic planning process followed a clearly laid out methodology as shown in the executive summary of this report.
1.2 Major Achievements
The major achievements from the strategic planning process include:
" Formulation of the strategic destination i.e. the Mandate, Mission, Vision and Values.
" The analysis of the current situation i.e. SWOT analysis and Stakeholder analysis.
" Development the Strategy Map based on the Strategic Themes and Strategic Objectives.
" Development of the Corporate Scorecard.
" Development of an operating plan for implementation of the gap closing initiatives
2 STRATEGIC FOUNDATIONS
2.1 Mandate
The NDCN Mandate is stipulated in the NDCN Act of 2004.
Our Mandate is to:
1. Monitor and evaluate the implementation of the National Policy on Disability.
2. Monitor and evaluate the implementation of ratified international legal instruments affecting people with disabilities.*
3. Identify areas where legislation is required and advise on new legislation
4. Propose amendments on existing legislation to ensure that it entails the needs of people with disabilities
*It is important to note that point number 2 of the mandate has* been suggested as an addition to the existing mandate as this fits in well with the other three and is a key part of what the NDCN must do.
2.2 Mission Statement
The mission statement provides a clear definition of the reason for existence for the NDCN in line with the mandate and is articulated below:
"To monitor and evaluate the implementation of the National Policy on Disability and other legislation."
2.3 Vision Statement
The vision statement clearly articulates the future direction of the NDCN in line with the mandate and reason for existence and answers the question, "What does NDCN want to be".
"To be the recognized central entity in ensuring compliance in the creation of an appropriate environment for effective participation, equality and empowerment of people with disabilities."
2.4 Core Values
The Core Values define the principles which the NDCN believes in and will live by:
We believe in:
" Accountability - Being responsible, accessible and answerable to all our stakeholder
" Integrity - Honesty, respect and value for others, putting the needs and interests of people with disabilities first
" Equality - Creation of impartiality and fairness on opportunities for all our stakeholders
" Transparency - Being open, visible, understandable and approachable.
" Results Oriented - Being driven to deliverables on all responsibilities tasked
.
2.5 Motto
NDCN's Motto is a rallying point for the organization to provide a central theme for all activities, this has been defined as:
"Nothing about US without US."
3 SITUATIONAL ANALYSIS
3.1 SWOT Analysis
A SWOT analysis of NDCN was undertaken through interviews with some of the key stakeholders and from workshop participants.
Strengths Opportunities
1. Ability to Network
2. Good leadership in the council and secretariat
3. NDCN Human and financial resources
4. Regulations, policies and the Act in place (legal mandate)
5. Power to summon Permanent Secretaries ,OMA and any other institution that deals with disability issues
6. Functioning council
7. Strategic Planning process
8. Commitment of staff and council
9. The structures in place. 1. Strong Supportive Stakeholders
2. Political will to support issues of disability.
3. Being part of NDP3
4. International Instruments (African Decade Plan, UN Convention)
5. Census (National Census on Demographic)
6. Poverty reduction Strategies
7. MDGs
8. Self-representation motion
9. Self-representation platforms
10. Education and training
11. Support and involvement of OPDs
12. Support of NGOs and private sector
13. Regional support
14. Degree of legislation
Weaknesses Threats
1. Lack of consultation by council to people with disabilities
2. Lack of commitment by council
3. Unclear roles
4. Lack of communication between NFPDN, OPDs and Council
5. Unprofessionalism
6. Structure outdated
7. Inappropriate pay structures (Gvt vs. Parastatal Pay Structure)
8. Marketing Challenge (Poor Brand Image marketing)
9. Absence of tools to advance and supervise implementation of policies 1. Low literacy levels amongst people with disabilities
2. Inaccessibility of education system
3. Inadequate funding to the council
4. Negative Social attitudes from community towards the council
5. Inadequate support from the line ministries offices, Parastatal, organisations or all other institutions.
6. Lack of accessible transport facilities
7. Change of leadership (Ministry, council,)
8. Non compliance of institutions to regulations and provisions of the Act.
9. Global economic crisis
10. Natural disasters (floods and earthquakes)
11. Continued use of outdated legislation and policies.
3.2 Key Strategic Issues
As part of the business evaluation and SWOT analysis, a number of key strategic issues for the implementation of strategy were identified by clustering the SWOT factors, these issues are listed below:
Key strategic issues What do we mean by this?
Leadership o Issues to do with the influence of leadership on strategic success and implementation of policy,
Partnerships o Issues of working with other stakeholders to promote the strategy and its implementation
Legislation o Issues of influencing and enforcing legislation to support the mandate and strategy of the NDCN
Resources o Issues of mobilising adequate resources to meet the needs of the NDCN and support strategy implementation
Roles o Issues of having organizational clarity on staff roles and national clarity on the roles of the different stakeholders
Marketing o Issues of building exposure and awareness amongst stakeholders
3.3 Stakeholder Analysis
To support the situational analysis and prepare for future strategies, our different stakeholders were identified and their needs and risks determined as well as mitigating actions
.
Stakeholders Stakeholder Wants & Needs Stakeholders Risks Organisation Needs Organisation's Risks Mitigating Actions
Government o Implement the Act
o Utilise and account for financial resources
o NDCN to improve the lives of the people with disabilities.
o NDCN to support the Government through technical support, visibility of NDCN, budget support & Compliance o Unclear Roles
o Insufficient budget
o Resistance from treasury for funding
o Understanding of disability mainstreaming
o Attracting Staff from Government
o Understanding of disability mainstreaming. o More resources
o Government to Comply
o Political will (Support)
o Appropriate legislation
o Autonomous (Independence)
o Support of line Ministry offices and other agencies. o Lack of Accountability
o Inadequate skills
o Adequate staffing
o Limited Scope
o Resistance from line ministries (seen as threat, financial cuts, lack of political will)
o Resistance from Government
o NDCN work becomes difficult. o Proper training, empowerment and induction on the interpretation of the act to the council members
o Establish programmes to support the implementation of the act
o Develop operating regulations and guidelines
o Draft MOU between council and stakeholders
o Self representation of NDCN on decision making platform of the ministry
o Make courtesy calls to political platforms.
o Update the line minister on a regular basis
o Disseminate information to the public.
o Amendment of the act to be more broad based,
Private sector o Networking and partnerships
o Business opportunities o May misinterpret approach of partnerships
o Competition o Council needs to sensitise the private sector on disability issues o Vulnerability might be faced o Mainstream issues on disability
o Disseminating information to the public.
Civil Society o Adequate representation
o Proper legislation in place by influencing the law makers
o No capacity to represent them
o Expectations may not be met accordingly o NDCN needs legitimacy from civil society
o Need to enforce legislation o Council may not have the capacity to get legitimacy and enforce legislation o Employ competent staff
o Ensure enabling legislation
o Develop funding strategies
OPDs / People with disabilities o Guidance on operations
o Establish communication channels/feedback.
o Regular consultation
o Updates on achievements and challenges (twice yearly)
o Increase political will
o Increase the public awareness on disability issues
o Expect council to enforce the Act effectively by ensuring that ministers & agencies to implement their policy directives role as indicated in the policy.
o Provide financial support. o Lack of communication
o Lack of transport and resources
o Needs of People With Disabilities not addressed
o Lack of feedback
o Poor understanding on disability issues
o Low membership involvement.
o Lack of capacity building. o Proper cooperation and commitment
o Strong nomination of members that are capable and competent.
o Accountability
o Transparency o Fear to intervene in OPDs issues
o Literacy and lack of capacity
o Power struggle in leadership
o Misuse of power. o Establish a formal platform between OPDs and council
o Ensuring the sharing of opportunities (e.g. leadership)
o Groom others to take over
o Awareness raising campaign
o Establish funding mechanisms to OPDs and other institutions.
o Lobby for literacy training directed at People with disabilities.
o Lack of training for leadership.
Employees o Salaries and fringe benefits
o Training and organisational development
o Formal education loan scheme to attend tertiary education
o Recognition for work and efforts (any rewards)
o Conducive management policies and rules o Ministry withdrawing financial support leading to the collapse of the council
o Contract expirations for contract employees
o Low salaries or pay structures
o Unattractive fringe benefits o Budget and management reports
o Accountability from staff members
o Performance appraisals or management and employees output deliverables
o Training and employee development
o Implementation of council resolutions and provisions of the national disability Act No 26 of 2004 o Lack of consistency and qualities from staff members
o High staff turnover due t poor salary structures
o Low provision and emphasis on training due to newer core functions
o Threat of collapse of council due to MoHSS withdrawing funding.
o Industrial action. o Implement a performance management systems
o Improve salary structures to SOA structures
o Lobby for NDCN vote to appear separately on ministry budget as a budget item.
o Propose amendments to t he Act to include other sources of funding.
o Training and development.
o Formal education.
4 STRATEGIC THEMES AND OBJECTIVES
4.1 Strategic Themes
Strategic themes define the key focus areas for the council in dealing with the identified strategic issues, these themes are shown below in a diagrammatic format that illustrates how fulfilling these themes will lead to the achievement of the NDCN vision,
These strategic themes were defined to ensure a common understanding and provide clarity on how these goals will drive the vision of the organisation.
Strategic theme What do we mean by this?
Resource Mobilisation Securing sufficient funding through government, development partners and own revenue generating activities,
Institutional Capacity Ensure the capacity and efficient management of the institution.
Strong Relationships Fostering networking with all key networks through brand visibility, smart partnerships, regional integration and stakeholder's consultation, collaboration and co-operation.
Compliance Management Assuring that all the institutions adhere to the legal instruments. suggesting amendments to the existing and proposing new legislations for the benefit of people with disabilities
4.2 Strategic Objectives
Key questions were asked to develop strategic objectives around each of the strategic themes in line with the Balanced Scorecard Perspectives for a Not for Profit organization as detailed below:
Stakeholder - To achieve our strategic theme and our mission what stakeholder / customer needs must we serve?
Funding / Budget - To satisfy our stakeholders, what financial objectives must we accomplish in line with this theme?
Internal Process - In line with our theme, to satisfy our Stakeholders / customers, in which processes should we excel?
Learning & Growth - As we fulfil our strategic theme, what knowledge, tools and skills must our organization have to excel in our processes?
The Strategic Objectives provide greater clarity on the strategic themes and define the ways in which the strategic themes will be fulfilled as shown below:
Strategic theme Objectives
Resource Mobilization 1. Solicit Sufficient Funding
2. Ensure a Responsive Budget source, human resources, endorsement of letters
3. Generate Own Funding
4. Employ Proper financial controls
Institutional Capacity 1. Support strategy implementation and advocate for leadership and management.
2. Ensure appropriate management tools and infrastructure
3. Ensure conducive management policies and equality at all levels.
4. Conduct Research & Development
5. Motivate Staff
6. Train and Develop Staff & leadership
Strong Relationships 1. Ensure Stakeholder Capacity
2. Consult ,collaborate Stakeholders
3. Ensure Brand Awareness
4. Promote Regional Integration
5. Ensure Smart Partnerships
Compliance Management 1. Review & initiate legislation
2. Enforce Compliance
3. Ensure awareness on legislation
Resource Mobilisation 1. Solicit Sufficient Funding
2. Ensure a Responsive Budget source, human resources, endorsement of letters
3. Generate Own Funding
4. Employ Proper financial controls
The objectives from the different strategic themes were then consolidated within the perspectives of the balanced scorecard.
Perspective Consolidated Objectives Strategic Themes / Goals
Resource Mobilization Institutional Capacity Strong Relationships Compliance Management
Stakeholder 1. Ensure Stakeholder Capacity
2. Consult Stakeholders 1. Ensure Stakeholder Capacity
2. Consult ,collaborate Stakeholders
Financial / Budget 1. Solicit Sufficient Funding
2. Ensure a Responsive Budget source, human resource, endorsement letters
3. Generate Own Funding 1. Solicit Sufficient Funding
2. Ensure a Responsive Budget
3. Generate Own Funding
Internal Process 1. Employ Proper financial controls
2. Support strategy implementation and advocate for leadership and management.
3. Ensure appropriate management tools and infrastructure
4. Ensure conducive management policies and equality at all levels
5. Ensure Brand Awareness
6. Promote Regional Integration
7. Ensure Smart Partnerships
8. Review & initiate legislation
9. Enforce Compliance
10. Ensure awareness on legislation 1. Employ Proper financial controls 1. Support strategy implementation
2. Ensure appropriate management tools and infrastructure
3. Ensure conducive management policies 1. Ensure Brand Awareness
2. Promote Regional Integration
3. Ensure Smart Partnerships 1. Review & initiate legislation
2. Enforce Compliance
3. Ensure awareness on legislation
Learning and Growth 1. Conduct Research & Development
2. Motivate Staff
3. Train and Develop Staff & leadership 1. Conduct Research & Development
2. Motivate Staff
3. Train and Develop Staff & leadership
4.3 The Strategy Map
The Strategy map provides a pictorial view of the strategy and shows how the different objectives link together around the different strategic themes and Balanced Scorecard perspectives. The Strategy map for NDCN is shown below:
5 NDCN Balanced Scorecard 2011 - 2015
Perspective Strategic Objectives Key Performance Indicator / measure Targets
FY11 FY12 FY13 FY14 FY15
Stakeholder o Ensure Stakeholder Capacity o % of stakeholders Capacitated / trained 10% 20% 40% 50% 60%
o Consult Stakeholders o % of all stakeholders consulted on issues 20% 20% 35% 65% 85%
Finance / Budget o Solicit Sufficient Funding o % of budget funded 100% 100% 100% 100% 100%
o Ensure a Responsive Budget o % Of budget developed on time and in full 100% 100% 100% 100% 100%
o Generate Own Funding o % revenue generated as % of total budget 2% 5% 10% 15% 25%
Internal o Employer Proper financial controls o % compliance to financial controls 100% 100% 100% 100% 100%
o Support strategy implementation o % of strategy implemented 25% 40% 60% 80% 100%
o Ensure appropriate management tools and infrastructure o % Of required tools in place 50% 70% 90% 90% 100%
o Ensure conducive management policies o % of required policies and procedures implemented 50% 80% 90% 90% 100%
o Ensure Brand Awareness o % brand awareness by Namibian Population (survey) 20% 25% 35% 45% 70%
o Promote Regional Integration o No of Regions Integrated 0 2 5 10 13
o Ensure Smart Partnerships o No of smart partnerships created (local) 1 2 5 10 20
o No of smart partnerships created (International) 0 2 5 8 15
o Review & initiate legislation o % of existing and new legislations reviewed 50% 50% 50% 50% 50%
o Enforce Compliance o % of institutions complying 10% 15% 30% 50% 70%
o Ensure awareness on legislation o % of institutions / public aware of legislation 15% 30% 50% 70% 80%
Learning
& Growth o Conduct Research & Development o No of research Conducted 1 1 1 1 1
o Motivate Staff o % Staff Turnover 20% 15% 10% 5% 5%
o % staff satisfaction (Survey) 60% 75% 75% 75% 75%
o Train and Develop Staff & leadership o % compliance to training programme 70% 80% 90% 100% 100%
5.1 NDCN Strategic Roadmap for Resource Mobilisation
Strategic Theme / Goal:
Resource Mobilisation Strategic Objectives Key Performance Indicator / measure Targets Initiatives
FY11 FY12 FY13 FY14 FY15
Finance /
Budget
" Solicit Sufficient Funding " % of budget funded 100% 100% 100% 100% 100% " Lobby government to increase funding (18,10)
" Ensure a Responsive Budget " % Of budget developed on time and in full 100% 100% 100% 100% 100% " Develop budgeting procedures (4)
" Generate Own Funding " % revenue generated as % of total budget 2% 5% 10% 15% 25% " Policy distinguishing private sector and development partners (11)
" MOU with partners (11)
" Compliance certificates (3)
" Competition (Lottering , SMS) (10)
" Gala Dinner (10)
Internal
Process " Employer Proper financial controls " % compliance to financial controls 100% 100% 100% 100% 100% " In Place
5.2 NDCN Strategic Roadmap for Institutional Capacity
Strategic Theme / Goal:
Institutional Capacity Strategic Objectives Key Performance Indicator / measure Targets Initiatives
FY11 FY12 FY13 FY14 FY15
Internal
Process " Support strategy implementation " % of strategy implemented 25% 40% 60% 80% 100% " Identify, Develop & implement required policies (4)
" Ensure appropriate management tools and infrastructure " % Of required tools in place 50% 70% 90% 90% 100% " Identify management tools (4)
" Develop & implement tools (4)
" Ensure conducive management policies " % of required policies and procedures implemented 50% 80% 90% 90% 100% " Identify, Develop & implement required policies (4)
Learning
& Growth " Conduct Research & Development " No of research Conducted 1 1 1 1 1 " Identify research areas (8)
" Develop research policy (8)
" Motivate Staff " % Staff Turnover 20% 15% 10% 5% 5% " Give staff incentives & performance bonuses (5)
" Pay market related salaries (5)
" % staff satisfaction (Survey) 60% 75% 75% 75% 75%
" Train and Develop Staff & leadership " % compliance to training programme 70% 80% 90% 100% 100% " Develop a training programme for leadership & staff (6)
5.3 NDCN Strategic Roadmap for Strong Relationships
Strategic Theme / Goal:
Strong Relationships Strategic Objectives Key Performance Indicator / measure Targets Initiatives
FY11 FY12 FY13 FY14 FY15
Stakeholder
" Ensure Stakeholder Capacity " % of stakeholders Capacitated / trained 10% 20% 40% 50% 60% " Determine capacity of stakeholders (13)
" Identify key areas of capacity building (13)
" Develop and implement capacity building programme (13)
" Consult Stakeholders " % of all stakeholders consulted on issues 20% 20% 35% 65% 85% " Establish consultative platform (11)
" Integrate inputs (11)
" Establish regional standing committees (14)
" Undertake regional consultative visits (11)
Internal
Process " Ensure Brand Awareness " % brand awareness by Namibian Population (survey) 20% 25% 35% 45% 70% " Identify possible partners
" Establish smart partnerships with training institutions, corporate partners, Public Service commission, Regional (SADC), continental and international bodies (15)
" Initiate and promote the development of a SADC protocol on disability (16)
" Promote Regional Integration " No of Regions Integrated 0 2 5 10 13 " Establish relationships with regional focus groups (14)
" Ensure Smart Partnerships " No of smart partnerships created (local) 1 2 5 10 20 " Develop Awareness raising programme (17)
" Develop disability mainstreaming programme (18)
" Develop policy on social corporate responsibility (17)
" No of smart partnerships created (International) 0 2 5 8 15
5.4 NDCN Strategic Roadmap for Compliance Management
Strategic Theme / Goal:
Compliance Management Strategic Objectives Key Performance Indicator / measure Targets Initiatives
FY11 FY12 FY13 FY14 FY15
Internal
Process
" Review & initiate legislation " % of existing and new legislations reviewed 50% 50% 50% 50% 50% " Recruit review officer (1)
" Identify legislation that affect people with disabilities (2)
" Propose amendments were necessary (2)
" Enforce Compliance " % of institutions complying 10% 15% 30% 50% 70% " Raise awareness to different public and private institutions on the policy and NDCN act (17)
" Issue compliance certificate (3)
" Seek legal mandate to penalize non compliance (3)
" Evaluate compliance rate(3)
" Ensure awareness on legislation " % of institutions / public aware of legislation 15% 30% 50% 70% 80% " Put up programmes and tools to raise awareness (17)
" Identify appropriate legislation, (17)
" Develop awareness campaign (17)
" Raise awareness (17)
6 STRATEGY SUPPORT ISSUES
6.1 Current Role of NDCN in relation to other key players
In order to gain clarity on the work of the NDCN moving forward to support the strategy and the disability policy some time was spent understanding the current activities of the NDCN and how these relate to activities of other key players as shown in the table below:
NDCN MoHSS OPM Disability unit NFPDN OPDs OMA
1. Monitor & Evaluate implementation of policy by all players
2. Ensure compliance by all players
3. Initiate policy change
4. Coordinate the implementation of the National Policy on Disability. 1. Provide technical health expertise
2. Provide social services and rehabilitation
3. Facilitate financial assistance (subsidies)
4. Determine degree of disability 1. Advise PM on Disability. 1. Lobby and advocate for People with Disabilities in the private and public sectors
2. Coordinate OPDs 1. Represent individual interests of OPDs
2. Advocate for rights of individual groups
3. Seek provision of referral points and peer support
4. Facilitate empowerment.
5. Increase membership. 1. Provide social grants to individual people with Disabilities
2. Cater for People with disability in duties (mainstreaming)
3. Establish access office
Rationale for realigning the functions
o There seems to be no clarity on the coordination role at the NDCN, MoHSS and the OPM Disability Unit as well as the NFPDN,
o The Implementation of the AU / UN Convention needs to be coordinated at the same level as the implementation of the National Policy to ensure coherence
o The NDCN cannot fully implement its monitoring role on the MoHSS if they are also overseeing all activities at the NDCN
o The initiation of policy change is also sitting with both the Office of the Prime Minister Disability Unit and the NDCN suggesting a possible conflict or unnecessary double effort
o There is no single body that fully coordinates the activities of people with disabilities suggesting that the current effort is divided and not as effective as it should be.
6.2 New Structural Recommendations
In line with the key issues identified with the current set up a number of structural recommendations have been developed:
1. Realign the NDCN as the overall coordinating and monitoring body for all work for people with disabilities.
2. Relocate the coordination functions of the UN Convention and African Decade Continental Plan of Action with the supporting implementation tools / programmes from the OPM Disability Unit to the NDCN including the NFPDN representative.
3. In line with recommendation 2, lobby the PM to have only a single senior staff that would play the advisory role (management cadre) on the recommendations of the Federation and NDCN.
4. Relocate the overall coordination of the National Policy on Disability from the MoHSS to NDCN, leaving the MoHSS with the technical role of being experts on health and rehabilitation issues.
5. Each OMA to implement the National Policy on Disability and all other legal instruments.
6. Ensure that the NDCN budget vote appears independently as a budget item.
7. Relocate the responsibility for distributing funds to the different organisations of People with Disability to the NDCN.
8. Initiate funding mechanism for the different OPDs and other institutions.
9. Ensure representation of NFPDN on the Council.
6.3 Proposed NDCN Structure and Key Processes
In line with the recommendations the key processes to be followed by the NDCN have been defined as below:
Proposed Key Processes for the NDCN
¢ Raise Awareness
¢ Review Compliance
¢ Provide Advice
¢ Conduct Research
o Collect information
¢ Support People with Disabilities
o Provide legal representation
o Manage Information on People with Disabilities
¢ Provide Administration
o Schedule council meetings
o Manage staff
o Manage Finances
o Implement Council resolutions
¢ Provide Reports
Proposed NDCN Structure
In line with the identified Key processes a structure has been proposed as shown below:
7 INITIATIVES PLANNING
Initiatives were defined to help close the performance gap, from where the NDCN is currently to what has been targeted as part of the strategic planning process. The initiatives were defined in line with each theme and are detailed in the strategic road map. These initiatives from all four strategic themes / goals were then consolidated to form one list of grouped initiatives:
7.1 List of Initiatives
A final list of 19 initiatives has been identified as shown in the table below:
Initiative No Initiatives List
1 Recruit Review Officer
2 Develop & Implement legislation review programme
3 Implement compliance policy / programme for Institutions
4 Develop & Implement operating (management) policies and guidelines
5 Implement salary and benefit structures to SOE standards
6 Develop and Implement training programmes for leadership & staff
7 Develop Operating Guidelines (Based on Act)
8 Develop and Implement a research policy
9 Implement a performance management system
10 Develop and implement a fundraising strategy
11 Develop and implement a stakeholder (relationship) management programme
12 Establish appropriate structure
13 Build stakeholder capacity
14 Establish regional standing committees
15 Establish Smart partnerships
16 Initiate and promote the development of a SADC disability protocol
17 Implement Awareness raising programmes
18 Lobby for mainstreaming of disability issues
19 Expand the mandate of the NDCN
7.2 Impact of Initiatives
The impact and ease of implementation for each initiative was also assessed.
Initiative No Initiatives List Duration Objective Frequency Impact Ease of Implementation
1 Recruit Review Officer 3 Months 4 Low Easy
2 Develop & Implement legislation review programme 18 Months 4 Low Average
3 implement compliance policy / programme for Institutions 24 Months 6 Medium Average
4 Develop & Implement operating (management) policies and guidelines 3 Months 6 Medium Easy
5 Implement salary and benefit structures to SOE standards 2 Months 3 Low Easy
6 Develop and Implement training programmes for leadership & staff 8 Months 5 Low Easy
7 Develop Operating Guidelines (Based on Act) 12 Months 7 Medium Average
8 Develop and Implement a research policy 5 Months 6 Medium Hard
9 Implement a performance management system 5 Months 7 Medium Average
10 Develop and implement a fundraising strategy 2 Months 8 Medium Average
11 Develop and implement a stakeholder (relationship) management programme 3 Months 10 High Average
12 Establish appropriate structure 5 Months 6 Medium Hard
13 Build stakeholder capacity 12 Months 7 Medium Hard
14 Establish regional standing committees 2 Months 10 High Easy
15 Establish Smart partnerships 6 Months 10 High Hard
16 Initiate and promote the development of a SADC disability protocol 60 Months 5 Low Hard
17 Implement Awareness raising programmes 12 Months 12 High Average
18 Lobby for mainstreaming of disability issues Ongoing 12 High Hard
19 Expand the mandate of the NDCN 15 Months 12 High Hard
Using the ease of implementation and the impact assessment the initiatives have been prioritized.
7.1 Summary of Initiatives
A summary of the Key Strategy Initiatives including the total cost and resource assigned are detailed below:
Initiatives Impact Ease of Implementation Phase Duration Total Cost Resources
Responsible
1 Recruit Review Officer Low Easy Phase 2 3 Months 300,000.00 Director
2 Develop & Implement legislation review programme Low Average Phase 3 18 Months 1,980,000.00 Review Officer, Director
3 implement compliance policy / programme for Institutions Medium Average Phase 2 24 Months 360,000.00 Director
4 Develop & Implement operating (management) policies and guidelines Medium Easy Phase 1 3 Months - Secretariat
5 Implement salary and benefit structures to SOE standards Low Easy Phase 2 2 Months - Director
6 Develop and Implement training programmes for leadership & staff Low Easy Phase 2 8 Months 600,000.00 Director
7 Develop Operating Guidelines (Based on Act) Medium Average Phase 2 12 Months 1,000.00 Director
8 Develop and Implement a research policy Medium Hard Phase 3 5 Months 42,000.00 Recruitment Committee, Research Officer
9 Implement a performance management system Medium Average Phase 2 5 Months 150,000.00 Secretariat
10 Develop and implement a fundraising strategy Medium Average Phase 2 2 Months 231,000.00 Fundraising Committee
11 Develop and implement a stakeholder (relationship) management programme High Average Phase 1 3 Months 400,000.00 Staff
12 Establish appropriate structure Medium Hard Phase 3 5 Months - Secretariat
13 Build stakeholder capacity Medium Hard Phase 3 12 Months 2, 365,000.00 Programme Manager
14 Establish regional standing committees High Easy Phase 1 2 Months 120,000.00 Staff
15 Establish Smart partnerships High Hard Phase 2 6 Months 100,000.00 Director
16 Initiate and promote the development of a SADC disability protocol Low Hard Phase 4 60 Months 2,150,000.00 Secretariat
17 Implement Awareness raising programmes 12 Average Phase 1 Ongoing 1,350,000.00 Staff
18 Lobby for mainstreaming of disability issues 12 Hard Phase 2 Ongoing 1,400,000.00 Secretariat
19 Expand the mandate of the NDCN 12 Hard Phase 2 15 Months 250,000.00 Staff
Each of these Initiatives has also been defined using a detailed Initiatives template as shown below: (See Appendices for detailed initiatives)
Initiatives Template
Area Details
Initiative description o A description of the overall gap closing initiative
Accountability o Whose head will fall if things are not done? -only one person
Ease of Implementation o From our own assessment will it be '"easy, average or hard"
Impact o Low, Medium, High - guided by the number of objectives the initiative impacts
Assumptions o What assumptions have been made in planning for the initiative
Activities and Tasks o How will we achieve the initiative & What activities will have to be performed in implementing this initiative
Duration o How long will it take to implement each planned activity
Costs o What are the estimated costs for the activity or cost elements
Responsibility o Who will do the work?
Support o Who will support the implementation of this objective?
Inform o Who must be informed?
Consult o Who must be consulted?
7.2 Initiatives Resource Assignment
Initiatives Resources
Responsible Accountable Support Informed Consulted
1 Recruit Review Officer Director Director Council, Administrator HR MoHSS HR, Legal Services
2 Develop & Implement legislation review programme Review Officer, Director Director External expats, Stakeholders, Council, Review Officer, Director Relevant Institutions, Stakeholders, Council, Review Officer, Director Relevant institutions, People with disabilities, stakeholders, Council, Director, Review Officer
3 implement compliance policy / programme for Institutions Director Director Council, stakeholders Council, Stakeholders Council, stakeholders
4 Develop & Implement operating (management) policies and guidelines Secretariat Director Council Stakeholders
5 Implement salary and benefit structures to SOE standards Director Council Chairperson Council, Secretariat
6 Develop and Implement training programmes for leadership & staff Director Director Line Ministries, Council Council
7 Develop Operating Guidelines (Based on Act) Director Director Legal Expert Council
8 Develop and Implement a research policy Recruitment Committee, Research Officer Director Council. Secretariat, Directors Stakeholders Minister, OPDs
9 Implement a performance management system Secretariat Director Council Council Consultant
10 Develop and implement a fundraising strategy Fundraising Committee Director Director, Council, Founding Fathers, Fundraising Committee, Other political icons Stakeholders, Council Minister
11 Develop and implement a stakeholder (relationship) management programme Staff Director Stakeholders
12 Establish appropriate structure Secretariat Director Council OPDs, Minister OPDs
13 Build stakeholder capacity Programme Manager Director MoHSS, MIB, NBC Identified Stakeholders Training Institutions
14 Establish regional standing committees Staff Director Council, Secretariat
15 Establish Smart partnerships Director Director OPDs, Secretariat, Council OMA
16 Initiate and promote the development of a SADC disability protocol Secretariat Director MoHSS, Federations Minister Stakeholders
17 Implement Awareness raising programmes Staff Director Staff Consultant
18 Lobby for mainstreaming of disability issues Secretariat Director Director, Stakeholders Stakeholders, Council Stakeholders, People with Disabilities
19 Expand the mandate of the NDCN Staff Director Council, Staff Legal drafters
The assigned resources to each initiative are summarized below in a RASIC chart
7.3 Initiatives Financial Planning
The costs for each phase of the initiatives implementation have been defined as shown in the table below:
Phase Costs Total Year 1
Phase 1 1,870,000.00 743,070.00
Phase 2 3,392,000.00 575,000.00
Phase 3 4,387,000.00 301,000.00
Phase 4 2,150,000.00 520,000.00
Total 11,799,000.00 2,139,070.00
From the budgeted expenditure a number of decisions and observations were made in terms of
Implementation planning
" It was agreed that the Council would be able to raise the funds required to support all phase one initiatives as such these could start immediately.
" It was also assumed that a donor was in place to pay for the implementation of the region wide information management system which amounts for N$1,221,000 of phase one.
" It was agreed that all phase two activities could also go ahead except for the formalising of growth points which has been scheduled to now start in the second year.
" It was also noted that some money has already been mobilised for Initiative 1, ( develop and implement marketing strategies to promote the region as such this could start immediately although it's a phase 3 activity)
Taking into account the considerations made, the budgeted costs for each initiative over the next five years or the full duration of the strategy are detailed below:
Initiatives Phase Duration Cost Yr 1 (2011/12) Cost Yr 2 (2012/13) Cost Yr 3 (2013/14) Cost Yr 4 (2014/15) Cost Yr 5 (2015/16) Total Cost
1 Recruit Review Officer Phase 2 3 Months 300,000.00 300,000.00
2 Develop & Implement legislation review programme Phase 3 18 Months 990,000.00 990,000.00 1,980,000.00
3 implement compliance policy / programme for Institutions Phase 2 24 Months 200,000.00 160,000.00 360,000.00
4 Develop & Implement operating (management) policies and guidelines Phase 1 3 months - -
6 Develop and Implement training programmes for Council & staff Phase 2 8 Months 600,000.00 600,000.00
7 Develop Operating Guidelines (Based on Act) Phase 2 12 Months 1,000.00 1,000.00
8 Develop and Implement a research policy Phase 3 5 Months 42,000.00 42,000.00
9 Implement a performance management system Phase 2 5 Months 150,000.00 150,000.00
10 Develop and implement a fundraising strategy Phase 2 2 Months 231,000.00 231,000.00
11 Develop and implement a stakeholder (relationship) management programme Phase 1 3 Months 400,000.00 400,000.00
12 Establish appropriate structure Phase 3 5 Months - -
13 Build stakeholder capacity Phase 3 12 Months 50,000.00 2,315,000.00 2,365,000.00
14 Establish regional standing committees Phase 1 2 Months 120,000.00 120,000.00
15 Establish Smart partnerships Phase 2 6 Months 100,000.00 100,000.00
16 Initiate and promote the development of a SADC disability protocol Phase 4 60 Months 537,500.00 537,500.00 537,500.00 537,500.00 2,150,000.00
17 Implement Awareness raising programmes Phase 1 Ongoing 125,000.00 1,225,000.00 1,350,000.00
18 Lobby for mainstreaming of disability issues Phase 2 Ongoing 350,000.00 1,050,000.00 1,400,000.00
19 Expand the mandate of the NDCN Phase 2 15 Months 100,000.00 150,000.00 250,000.00
7.4 Project Plan
Based on the determined phases for the initiatives, the financial resources available and human resources assigned to the work a draft project plan has been developed.
8 Appendices
8.1 Clustering of Key Issues
.Strengths Weaknesses Opportunities Threats Overall Issue
o Good leadership in the council and secretariat
o Functioning council
o Strategic Planning process
o Commitment of staff and council o Unprofessionalism
o Structure outdated o Political will to support issues of disability.
o Poverty reduction Strategies o Change of leadership (Ministry, council,) Leadership
o Ability to Network o Lack of consultation by council to people with disabilities
o Lack of communication between NFPDN, OPDs and Council o Strong Supportive Stakeholders
o Regional support
o Self-representation platforms
o Support and involvement of OPDs
o Support of NGOs and private sector o Inadequate support from the line ministries offices, Parastatal, organisations or all other institutions. Partnerships
o Power to summon Permanent Secretaries, OMA and all other institutions.
o Regulations, policies and the Act in place (legal mandate) o o International Instruments (African Decade Plan, Un Convention)
o Self-representation motion
o Education and training
o Degree of legislation o Low literacy levels amongst people with disabilities
o Inaccessibility of education system
o Lack of accessible transport facilities
o Non compliance of institutions to regulations
o Continued use of outdated legislation and policies. Legislation
o NDCN Human and financial resources o Absence of tools to advance and supervise implementation of policies
o Inappropriate pay structures (Gvt vs. Parastatal Pay Structure) o Being part of NDP3
o Census
o MDGs o Inadequate funding to the council
o Natural disasters (floods and earthquakes)
o Global economic crisis Resources
o o Unclear boundaries between council members and secretariat
o Unclear roles o o Roles
o Marketing Challenge (Poor Brand Image) o Negative Social attitudes from community towards people with disabilities Marketing
8.2 - Initiatives Planning Detail
The impact of each of the initiatives was assessed based on how many strategic objectives the initiative would directly impact.
Initiative Implementation Plan - Initiative 1
1 Initiative Description Recruit Review Officer Accountability Director
Ease of Implementation Easy Impact Low
Assumptions There are scarce qualified people Overall Duration 3 Months
What Activities will be performed in implementing this initiative?
Activities and Tasks Duration Costs Responsible Support Inform Consult
1 Advertise, shortlist, interview, appoint and orientate the Review Officer 3 Months N$300,000 Director Council, Administrator MoHSS HR HR Legal Services
Initiative Implementation Plan - Initiative 2
2 Initiative Description Develop & Implement Legislation Accountability Director
Ease of Implementation Average Impact Low
Assumptions Process is slow, lack of capacity Overall Duration 18 Months
What Activities will be performed in implementing this initiative?
Activities and Tasks Duration Costs Responsible Support Inform Consult
1 Develop Draft Legislation 3 Months N$100,000 Secretariat External Experts Relevant Institutions Relevant Institutions
2 Initiate Consultative meetings 2 months N$800,000 Review Officer Stakeholders Stakeholders Stakeholders
3 Request input from stakeholders 1 Month N$10,000 Director Council, Stakeholders Council, Stakeholders Council, Stakeholders
4 Incorporate inputs from stakeholders 1 month N$10,000 Director Review Officer Council, Stakeholders
5 Finalise Draft 2 Months N$30,000 Director Council, Stakeholders Council, Stakeholders Council, Stakeholders
6 Present draft for approval 1 month N$5,000 Director Stakeholders Council Council
7 Conduct training on the legal framework 2 months N$25,000 Consultant Review Officer, Council Review Officer Review Officer
8 Develop monitoring and evaluation tools to assess level of implementation Ongoing N$100,000 Consultant Director, Council Director, Council Director, Council
Initiative Implementation Plan - Initiative 3
3 Initiative Description Implement compliance programmes for institutions Accountability Director
Ease of Implementation Average Impact Medium
Assumptions Resistance in complying Overall Duration 24 Months
What Activities will be performed in implementing this initiative?
Activities and Tasks Duration Costs Responsible Support Inform Consult
1 Build awareness on legislation 6 months N$200,000 Director Council, Stakeholders Council, Stakeholders Council, Stakeholders
2 Develop legal framework 12 months N$100,000 Consultant Council, Stakeholders Council, Stakeholders Council, Stakeholders
3 Educate or train stakeholders 3 months N$50,000 Director Council, Stakeholders Council, Stakeholders Council, Stakeholders
4 Issue compliance certificates Ongoing N$5,000 Director Council, Stakeholders Council, Stakeholders Council, Stakeholders
5 Issue penalties for non compliance Ongoing N$5,000 Director Council, Stakeholders Council, Stakeholders Council, Stakeholders
Initiative Implementation Plan - Initiative 4
4 Initiative Description Develop and implement operating policies and guidelines Accountability Director
Ease of Implementation Easy Impact Medium
Assumptions Overall Duration +12 months
What Activities will be performed in implementing this initiative?
Activities and Tasks Duration Costs Responsible Support Inform Consult
1 Assess Policies +2 months Secretariat Council, Stakeholders Council, Stakeholders Council, Stakeholders
2 Revise policies and develop new ones as required +3months Secretariat Council, Stakeholders Council, Stakeholders Council, Stakeholders
3 Implement Operating Policies +3 months Secretariat Council, Stakeholders Council, Stakeholders Council, Stakeholders
Initiative Implementation Plan - Initiative 5
5 Initiative Description Implement salary and benefits structure to SOE standards Accountability Council Chairperson
Ease of Implementation Easy Impact Low
Assumptions Support from MoHSS to implement change Overall Duration 2 months
What Activities will be performed in implementing this initiative?
Activities and Tasks Duration Costs Responsible Support Inform Consult
1 Conduct Salary assessment 1 Month Director Council Council MoHSS
2 Benchmark Salary Structure 2 Weeks Director Council
3 Implement SOE structure 2 Weeks Director Council, MoHSS. Council MoHSS
Initiative Implementation Plan - Initiative 6
6 Initiative Description Develop and implement training programmes for Council and staff Accountability Director
Ease of Implementation Easy Impact Low
Assumptions Overall Duration 8 Months
What Activities will be performed in implementing this initiative?
Activities and Tasks Duration Costs Responsible Support Inform Consult
1 Determine training needs for leadership and staff 2 months Director, Secretariat Line ministries Council Consultants
2 Conduct Training for Council 3 months N$300 000.oo Director Council Trainers
3 Conduct Staff training 3 months N$300 000.00 Director Council, Trainers
4 Evaluate effectiveness of training Ongoing Director Council, Stakeholders, MoHSS Council, Stakeholders Council, Stakeholders
Initiative Implementation Plan - Initiative 7
7 Initiative Description Develop Operating Guidelines Accountability Director
Ease of Implementation Average Impact Medium
Assumptions Overall Duration 12 Months
What Activities will be performed in implementing this initiative?
Activities and Tasks Duration Costs Responsible Support Inform Consult
1 Develop regulations to operationalise the Act 12 months N$1,000 Director Legal Expert Council, Stakeholders
2
3
Initiative Implementation Plan - Initiative 8
8 Initiative Description Develop and implement research policy Accountability Director
Ease of Implementation Hard Impact Medium
Assumptions Overall Duration 5 Months
What Activities will be performed in implementing this initiative?
Activities and Tasks Duration Costs Responsible Support Inform Consult
1 Recruit research officer 1 month N$2,000 Recruitment Committee Council Stakeholders MoHSS
2 Develop research policy and implement 1 month Research Officer Director / Council Stakeholders MoHSS
3 Engage external institutions 3 months N$40,000 Research Officer Director / Council Stakeholders OPDs
4
Initiative Implementation Plan - Initiative 9
9 Initiative Description Implement a performance management system Accountability Director
Ease of Implementation Average Impact Medium
Assumptions Overall Duration 5 Months
What Activities will be performed in implementing this initiative?
Activities and Tasks Duration Costs Responsible Support Inform Consult
1 Develop the performance management system 2 Months N$150,000 Secretariat Council Council Consultant
2 Cascade the performance management system to all staff 1 Month Director Council Council Consultant
3 Monitor and evaluate the system Ongoing Secretariat Council Council
4 Conduct Performance appraisals Ongoing Secretariat Council Council Council
Initiative Implementation Plan - Initiative 10
10 Initiative Description Develop and implement a fundraising strategy Accountability Director
Ease of Implementation Average Impact Medium
Assumptions Overall Duration 2 months
What Activities will be performed in implementing this initiative?
Activities and Tasks Duration Costs Responsible Support Inform Consult
1 Conduct needs assessment 2 months Fundraising committee Director, Council Stakeholders MoHSS
2 Run Gala Dinners Ongoing N$115,000 Fundraising committee Founding Fathers/other political icon. Council, Stakeholders MoHSS
3 Issue Raffle Tickets Ongoing N$1,000 Fundraising committee Council, Stakeholders
4 Write Proposals Ongoing N$115,000 Director Fundraising Committee Council
5 Conduct other fundraising activities as per strategy Ongoing Fundraising Committee Council, Stakeholders Council, Stakeholders Council, Stakeholders
Initiative Implementation Plan - Initiative 11
11 Initiative Description Develop and Implement a stakeholder management programme Accountability Director
Ease of Implementation High Impact Average
Assumptions Available resources and staff Overall Duration 3 months
What Activities will be performed in implementing this initiative?
Activities and Tasks Duration Costs Responsible Support Inform Consult
1 Identify key stakeholders 1 month Staff Council
2 Develop a stakeholder management programme 2 months Staff Council
3 Conduct courtesy visits to Politicians, Permanent Secretaries, Regional traditional leaders Ongoing N$100,000 Staff Council
4 Arrange breakfast sessions with key stakeholders Ongoing N$50,000 Staff Council
5 Conduct information sharing sessions with stakeholders Ongoing N$200,000 Staff Council Council, Stakeholders
6 Establish stakeholder feedback mechanisms Ongoing N$50,000 Staff Council Council,Stakeholders
Initiative Implementation Plan - Initiative 12
12 Initiative Description Establish Appropriate structures Accountability Director
Ease of Implementation High Impact Medium
Assumptions Overall Duration 5 months
What Activities will be performed in implementing this initiative?
Activities and Tasks Duration Costs Responsible Support Inform Consult
1 Finalise strategic plan 1 month Secretariat Council, Stakeholders OPDs MoHSS
2 Conduct assessment study of SOE structure 2 Months Secretariat Council, Stakeholders
3 Design structure 1 month Secretariat Council, Stakeholders
4 Implement agreed structure 1 month Secretariat Council, Stakeholders MoHSS OPDs
Initiative Implementation Plan - Initiative 13
13 Initiative Description Build Stakeholder capacity Accountability Director
Ease of Implementation High Impact Medium
Assumptions Availability of funds and staff time Overall Duration 24 months
What Activities will be performed in implementing this initiative?
Activities and Tasks Duration Costs Responsible Support Inform Consult
1 Conduct a survey to determine current stakeholder capacity 6 months N$50,000 Programme Manager MoHSS Identified Stakeholders
2 Identify key areas for capacity building 1 Month N$5,000 Programme Manager MoHSS
3 Develop and implement capacity building programme 2 Months, then ongoing N$260,000 Programme Manager Secretariat, Council, Stakeholders Council, Stakeholders Council, Stakeholders
4 Establish and conduct specialised training (Human Rights, Disability, Judicial Systems, Institutional capacity, etc) 12 months N$2,000,000 Programme Manager Secretariat Council, Stakeholders Council, Stakeholders, Training Institutions
5 Develop Monitoring and Evaluation Programme 2months N$50,000 Program Manager Secretariat Council, Stakeholders Council, Stakeholders
Initiative Implementation Plan - Initiative 14
14 Initiative Description Establish Regional standing Committees Accountability Director
Ease of Implementation Easy Impact High
Assumptions Availability of funds and staff time Overall Duration 2 Months
What Activities will be performed in implementing this initiative?
Activities and Tasks Duration Costs Responsible Support Inform Consult
1 Develop TOR for the standing committee 1 month Staff Time Staff Council
2 Develop Regional outreach programmes 1 Month Staff Time Staff Council Stakeholders Council, Stakeholders
3 Conduct Regional outreach programmes Quarterly N$120,000 Staff, Council Council Council, Stakeholders Council, Stakeholders
4 Develop a feedback mechanism Ongoing Staff time Staff Council Council, Stakeholders Council, Stakeholders
Initiative Implementation Plan - Initiative 15
15 Initiative Description Establish Smart partnerships Accountability Director
Ease of Implementation Hard Impact High
Assumptions Available staff time Overall Duration 6 Months
What Activities will be performed in implementing this initiative?
Activities and Tasks Duration Costs Responsible Support Inform Consult
1 Identify possible partnerships 6 months Staff time Director/CEO OPDs Council, Ministry of Justice, OMA
2 Identify key areas of partnership 9 Corporate, regional, funding, training, etc) Ongoing Staff Time Director/CEO OPDs Council, Ministry of Justice, OMA
3 Formalise partnerships (NPC, Public service Commission, etc) Ongoing N$100,000 Director/CEO OPDs Council, Ministry of Justice, OMA
Initiative Implementation Plan - Initiative 16
16 Initiative Description Initiate and promote the development of a SADC Disability protocol Accountability Director
Ease of Implementation Hard Impact Low
Assumptions Support from regional stakeholders Overall Duration 60 months (5 years)
What Activities will be performed in implementing this initiative?
Activities and Tasks Duration Costs Responsible Support Inform Consult
1 Develop Plan of action 3 Months N$50,000 Director MoHSS, NFPDN Minister Council, Stakeholders
2 Mobilise resources for the plan of action Ongoing N$100,000 Director MoHSS, NFPDN Minister Council, Stakeholders
3 Organise conference with SADC disability federations 5 days N$500,000 Director MoHSS, NFPDN Minister Council, Stakeholders
4 Organise conference with SADC Ministers responsible for disability 5 days N$800,000 Director MoHSS, NFPDN Minister Council, Stakeholders
5 Work alongside the SADC secretariat Ongoing N$500,000 Director MoHSS, NFPDN Minister Council, Stakeholders
6 Lobby Heads of State for SADC disability declaration 2 days then Ongoing N$200,000 Director MoHSS, NFPDN Minister Council, Stakeholders
Initiative Implementation Plan - Initiative 17
17 Initiative Description Implement Awareness raising programme Accountability Director
Ease of Implementation Average Impact High
Assumptions Availability of Staff and Funds Overall Duration Ongoing
What Activities will be performed in implementing this initiative?
Activities and Tasks Duration Costs Responsible Support Inform Consult
1 Develop an awareness raising programme with a regional strategy 3 months Staff time Staff Council Council, Stakeholders
2 Source people with disabilities to undertake awareness raising activities Ongoing N$300,000 Staff Council OPDs OPDs, NFDPN
3 Implement awareness raising programme 12 months N$500,000 Staff OPDs, Council Council, Stakeholders Consultant
4 Register the Brand Motto 6 Months N$100,000 Staff Council MoHSS Stakeholders
5 Launch the Brand Motto (nothing about us without us) 1 month N$100,000 Staff Council Council, Stakeholders Council
6 Undertake a survey to assess the awareness level 2 months N$150,000 Staff OPDs, Council Council, Stakeholders Consultant
7 Develop and maintain a website Ongoing N$200,000 Staff Council, Stakeholders Consultant
8 Develop and implement a Corporate social responsibility policy Ongoing Staff time Staff Council Stakeholders MoHSS
Initiative Implementation Plan - Initiative 18
18 Initiative Description Lobby for mainstreaming of disability issues Accountability Director
Ease of Implementation Hard Impact High
Assumptions No Financial provision to ensure mainstreaming Overall Duration Ongoing
What Activities will be performed in implementing this initiative?
Activities and Tasks Duration Costs Responsible Support Inform Consult
1 Raise Awareness Ongoing N$200,000 Secretariat Director, Stakeholders Council, Stakeholders Stakeholders
2 Identify areas for mainstreaming Ongoing N$300,000 Secretariat Director, Stakeholders Stakeholders, Council Stakeholders
3 Mainstream identified areas Ongoing N$200,000 Secretariat Director, Stakeholders Stakeholders ,Council Stakeholders
Initiative Implementation Plan - Initiative 19
19 Initiative Description Expand the Mandate of the NDCN Accountability Director
Ease of Implementation Hard Impact High
Assumptions Availability of staff and funds Overall Duration 15 Months
What Activities will be performed in implementing this initiative?
Activities and Tasks Duration Costs Responsible Support Inform Consult
1 Confirm areas of expansion 1 Month Staff time Director Council, MoHSS, Stakeholders, OPM Council, MoHSS, Stakeholders, OPM
2 Consult Stakeholders 6 months N$100,000 Staff , Director Council, MoHSS, Stakeholders, OPM Council, MoHSS, Stakeholders, OPM
3 Lobby for expansion 3 months N$100.000 Director Council, MoHSS, Stakeholders, OPM Council, MoHSS, Stakeholders, OPM
4 Develop necessary regulations Ongoing N$50,000 Director Council, MoHSSS, Stakeholders, MoHSS Ministry of Justice
Initiative Implementation Plan-Initiative 20
20 Initiative Description Develop and Implement Knowledge Management Programme Accountability Commissioner Legal and Corporate Services
Ease of Implementation Average Impact Medium
Assumptions Management Support and Availability of Resources Overall Duration 12 Months
What Activities will be performed in implementing this initiative?
Activities and Tasks Duration Costs Responsible Support Inform Consult
1 Develop a Knowledge Management Plan and Manual 60days TBA Head - Drafting All Management Management and Staff ICT and Infrastructure
2 Approval Process 14days TBA Commissioner Legal and Corporate Services All Management
3 Implementation of the Plan 12 Months TBA All Divisional Heads Management and Staff Management and Staff
4 Monitoring, Evaluation and Feedback Ongoing TBA All Divisional Heads Management Management and Staff
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