STRATEGIC PLAN

2021-2025

Goal:
Mainstreaming Persons with Deafblindness in the
development process in Rwanda

July 2021
TABLE OF CONTENTS
TABLE OF CONTENTS __________________________________________________________ 1
LIST OF TABLES _______________________________________________________________ 2
LIST OF FIGURES ______________________________________________________________ 2
ABBREVIATIONS AND ACRONYMS _______________________________________________ 3
FORWARD ___________________________________________________________________ 4
ACKNOWLEDGMENT __________________________________________________________ 5
EXECUTIVE SUMMARY _________________________________________________________ 6
CHAPTER ONE: INTRODUCTION __________________________________________________ 8
1.1 Background to the Organization ____________________________________________________ 8
1.2. Foundation factors of ROPDB _____________________________________________________ 8
1.3. Governance Structure __________________________________________________________ 10
CHAPTER TWO: CONTEXTUAL ANALYSIS __________________________________________ 12
2.1 Overview of the Situation of persons with Deafblindness ______________________________ 12
2.1.1 What is deafblindness? _______________________________________________________________ 12
2.1.2. The impact of deafblindness on development and learning __________________________________ 12
2.1.3 Challenges faced by Persons with Deafblindness ___________________________________________ 13

2.2. Legal and policy Framework _____________________________________________________ 14

2.3. Current projects _______________________________________________________________ 16
2.4. Stakeholders analysis ___________________________________________________________ 16
CHAPTER THREE: STRATEGIC PLAN ______________________________________________ 18
3.1 SWOT analysis _________________________________________________________________ 18
CHAPTER FOUR: STRATEGIC OBJECTIVES 2021-2025 ________________________________ 20
4.1 Strategic Focal Areas and Rationale ________________________________________________ 20
4.2 Strategies _____________________________________________________________________ 23
4.3. Strategic Objectives, Performance Indicators and activities ____________________________ 23
CHAPTER FIVE: IMPLEMENTATION OF THE STRATEGIC PLAN _________________________ 27
5.1. Allocation of Levels of Responsibilities in implementation _____________________________ 27
General Assembly ________________________________________________________________________ 27
Executive Committee / Board Members ______________________________________________________ 27
The Secretariat __________________________________________________________________________ 27

CHAPTER SIX: RISK ANALYSIS __________________________________________________ 29

CHAPTER SEVEN: STRATEGIC PLAN MONITORING, EVALUATION AND REPORTING ________ 30

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 7.1 Introduction: __________________________________________________________________ 30
7.2 Monitoring performance on a regular basis _________________________________________ 30
7.3 Evaluating performance _________________________________________________________ 30
7.4 Measuring the strategic Plan vs, the Operational Plan _________________________________ 31
7.5 Reporting on the performance ____________________________________________________ 31
CHAPTER EIGHT: BUDGET FOR THE STRATEGIC PLAN________________________________ 32
CONCLUSION _____________________________________________________________________ 35
Annexures __________________________________________________________________ 36

LIST OF TABLES
Table 1: SWOT Analysis ________________________________________________________ 18
Table 2: Strategic focal Areas and rationale ________________________________________ 21
Table 3: Results Matrix ________________________________________________________ 23
Table 4: ROPDB strategic plan budget 2021-2025 (RWF)______________________________ 32

LIST OF FIGURES
Figure 1: Current organizational structure _________________________________________ 10
Figure 2. Proposed organizational structure _______________________________________ 11

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ABBREVIATIONS AND ACRONYMS

ACHR Protocol to the African Charter on Human and Persons' Rights on

the Rights of Persons with Disabilities in Africa
AGA Annual General Assembly
CRPD Convention on the Rights of Persons with Disability
CSOs Civil Society Organization
CWDs Children with Disabilities
DRF Disability Rights Fund
EAC East African Community
FSDB Swedish National Association of Persons with Deafblindness
GDS-19 Global Disability Summit 2019
GoR Government of Rwanda
HI Humanity and Inclusion
MINALOC Ministry of Local Government
MINIJUST Ministry of Justice
MOE/MINEDUC Ministry of Education
MOH/MINISANTE Ministry of Health
MOs Member Organizations
NCPD National Council of Persons with Disability
NST National Strategy for Transformation
NUDOR National Union of Disabilities Organizations in Rwanda
PSEAH Prevention of Sexual Abuse, Exploitation and Harassment
PWDB Persons with Deafblindness
PWDs Persons with Disabilities
RBC Rwanda Biomedical Centre
RGB Rwanda Governance Board
RIB Rwanda Investigation Bureau
RNADW Rwanda National Association of Deaf Women
RNP Rwanda National Police
RNUD Rwanda National Union of the Deaf
ROPDB Rwanda Organization of Persons with Deafblindness
RSSB Rwanda Social Security Board
RUB Rwanda Union of the Blind
SDGs Sustainable Development Goals
TSLI Tactile Sign Language Interpreter
SWOT Strengthen Weaknesses Opportunities and Threats
UNDP United Nations Development Program
UR University of Rwanda

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FORWARD

The Strategic Plan of ROPDB is a product of many dedicated hours, efforts and
contributions from individuals and stakeholders, committed to end discrimination and
violence against persons with Deafblindness in Rwanda.

Despite a favourable legal regime in place to assure the respect and upholding of rights of
PWDs, a lot is still to be done in fulfilling these and have all PWDB live in dignity.
Challenges ahead are still many and it is our dream to see improved inclusion of Persons
with Deafblindness in all government programs and plans and general disability
mainstreaming among different stakeholders, in order to create a joint advocacy effort for
disability friendly environment and inclusion.

The Strategic Plan 2021-2025 focuses on three Strategic Focal areas: Communication,
social and economic empowerment, Organizational Development and access to Education
of children with Deafblindness.

I would like to appreciate the contribution of all partners and stakeholders who have
supported ROPDB for all this time especially My Right-Empowers Persons with disabilities,
for the financial and moral support and ensuring ROPDB grows to where it is to continue
advocating the rights of PWDB in Rwanda.

Lastly, I would like to call upon partners to support and work closely with us as we
endeavour to reach out to PWDB in Rwanda and assure their better lives through positive
targeting and response to quality initiatives.

-------------------------------------------------------

Jean Marie FURAHA

President of ROPDB

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ACKNOWLEDGMENT

This strategic plan is a guide towards ensuring that ROPDB purposefully ensures that
persons with Deafblindness in Rwanda are strategically positioned to have a sense of
belonging devoid of discrimination, stigmatisation and dehumanisation.

The development of this strategic plan is a further demonstration of the Board and
management of the ROPDB’s commitment. This is to ensure that the rights and challenges
faced by persons with Deafblindness in Rwanda is brought to the fore and solutions
proffered as they are taken to the public domain, in order to engender the mainstreaming
of these vulnerable groups into the socio-economic and political development of the
country, and total eradication of all forms of myths associated with Deafblindness in
general.

This Strategic Plan will help the ROPDB define its focus and direction, build commitment
among key stakeholders, and make decisions on allocating its resources to pursue this
objective. In addition, the operationalisation of this document and implementation of the
program strategic action will help the foundation optimise the organisational systems and
structures, provide guidance to the management for the day-to-day operations, enable the
foundation assess progress in achieving set goals and provide a framework for monitoring
and evaluation and improvements within the organization.

On June 27 was the birthday of Helen Keller one of the most well-known deafblind persons
in history, for this reason on June 27 is celebrated International Day of Deafblindness and it
therefore encouraged to increase the public awareness for persons with Deafblindness in
our communities.

--------------------------------------------
Joseph MUSABYIMANA
Executive Secretary

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EXECUTIVE SUMMARY

This is the first Strategic Plan and it has the major purpose to provide strategic direction to
the organization’s activities over the five-year period (2021-2025), and to serve as key tool
for both mobilising needed financial and other resources, as well as spearheading the
necessary collaborations and partnerships in support of ROPDB’s work.
The Strategic Plan 2021-2025 was developed using a consultative approach through which
inputs were obtained from members. An organizational Strategic Planning workshop was
carried out with Members, Board members and Staff to assess the performance of ROPDB’s
projects, and gain inputs directly from beneficiaries. Consultative Meetings were held with
members, Board and Staff, And Key Stakeholders in order to gain their views on their
organization’s performance, as well as their expectations of the new Strategic Plan 2021-
2025.

A contextual analysis of ROPDB’s wider environment and a SWOT analysis were also
carried out. The foundation factors of ROPDB, the lessons learnt from the implementation
of different projects, and the findings of the SWOT analysis were considered in the process
of developing the Strategic Plan 2021-2025.

The Strategic Plan 2021-2025 was also developed within the wider context of the UNCRPD
and its concluding observations on the initial government report. Another important
consideration was the UN Sustainable Development Goals (SDGs) that provides even a
much wider context to ROPDB’s overall objectives. This SP considered the current situation
of COVID-19 Situation and its impact on the lives of Persons with Deafblindness.

From the above process, the Strategic Plan 2021-2025 was developed with the theme
“Mainstreaming Persons with Deafblindness in the development process in Rwanda”. Three
Strategic Focal Areas were identified, under which Strategic objectives were identified. The
Strategic focal areas of the Strategic Plan and the objectives are summarised here below:

i. Communication, Social and economic Empowerment of persons with

Deafblindness and their families: The organization will continue to advocate for
the rights of PWDB and empower them and to further promote their livelihoods by

6
 building their leadership and entrepreneurship capacities and in starting micro
businesses.
ii. Access to education and rehabilitation programs: ROPDB plans to promote the
incidental learning for Persons with Deafblindness. The type of learning that
persons with sight and hearing experience automatically and without effort, as they
are exposed to a continual flow of visual and auditory information from the world
around them.
iii. ROPDB organizational development: ROPDB plans to strengthen its own
institutional capacity, as well as that of its members to effectively fulfill its mission
and objectives and enable its members to support Persons with Deafblindness at
local level.

The Board members, responsible to the supreme body of the General Assembly, will be
take responsibility for the implementation of the new Strategic plan in conjunction with
the Secretariat. The Board will ensure the annual plans are prepared and implemented
within the framework of the Strategic Plan and make progress report to the General
Assembly.

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CHAPTER ONE: INTRODUCTION
1.1 Background to the Organization

The Rwanda Organization of Persons with deaf Blindness (ROPDB) exists to strengthen the
voice of Deaf Blind person in Rwanda. It is Local Organization started in coalition with
Rwanda Union of the Blind (RUB), Rwanda National Union of the Deaf (RNUD) and Rwanda
National Association of Deaf Women (RNADW) realized that in their work they come
across persons with the dual disability of Deafness and Blindness that led to the hard
difficulties to serve them. Persons with Deafblindness are usually hidden and have no
possibility to communicate. Since Deafblindness is a rare disability, they live far from each
other and scattered in the country so few persons have any idea on how to deal with their
concerns.

After recognizing the issues of Deafblindness, the three organizations RUB, RNUD and
RNADW found it is necessary to combine their efforts in common action which aimed at
developing knowledge on this disability and working towards reducing vulnerability of
persons with Deafblindness in Rwanda. With our partners (My Right through partnership
with FSDB) and Disability Rights Funds (DRF) contributed with Financial and Technical
supports to run 3 projects of ROPDB.

During implementation of the three-partnership project phases with FSDB a number of

persons with Deafblindness have been gradually identified; with a total of 167(60% are
children and 40% being adults).

1.2. Foundation factors of ROPDB

The foundation factors are the fundamental principles that guide the overall goals,
activities and operations of ROPDB. These include the Vision, Mission, core values, and
objectives of the organization.
Vision:
A situation where person with Deaf Blindness accesses all rights, enjoy equally, equitable
opportunities and actively participate in country development like other citizen.
Mission:
Empowering Persons with Deafblindness to become agent of change, to demand their right
and to affirm their dignity as human being through advocacy and empowerment of PWDB
towards stronger community activism.
Core Values:

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We are proud of our organisations’ heritage and our family. This is borne out of our values,
which are at the heart of what we do and how we work for a better future. Collectively we
strive to ensure our day-to-day work and behaviours reflect these values.
Deafblind Self-Determination Every deafblind person in Rwanda is able to choose
and participate in their fields of interest. Leadership opportunities have no barriers
to inclusion, and confidence is raised. The critical nature of access to information for
informed decision-making is understood and supported. All persons with
Deafblindness have a place in the principles of the UNCRPD (United Nations
Convention on the Right of Persons with Disabilities) and Sustainable Development
Goals.
Empathy We champion the wellbeing of individuals and treat everyone with
kindness. Respect and dignity are the cornerstones of our behaviour.

Integrity We are committed to working honestly, openly and with respect. We

believe in consistently doing the right thing with fairness and equality.

Responsive We take pride in listening to individual’s views and always strive to do

our very best.

Innovation We seek out new ideas to guide the development of services and
change. We value our bespoke, creative and flexible approaches. We aim to inspire.
Specific objectives/ activities (art. 4 of the ROPDB constitution):
1. Strive for the tactile sign language to be recognized by society as a whole and by
members especially through workshops
2. Fight for education of children and young people with Deafblindness
3. Advocate in the relevant government institutions for the recognition of the real
statistics of People with Deafblindness.
4. Advocate with the purpose of making changes in the mentalities of the Rwandan
community and fight against stigma and discrimination against persons with
Deafblindness.
5. Strengthen the organizational capacity of People with Deafblindness and its
members especially with the aim of promoting it. Encourage them to fully
participate in the government programs,
6. Build synergy with organizations of People with disabilities and others whether in
Rwanda or out of the country with the goal of developing the organization of
Persons with Deafblindness
7. Coordinate and support parents or families of children while aiming at socio-
economic development to improve the lives of Persons with Deafblindness.

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1.3. Governance Structure

The statutes (constitution) of ROPDB states that the overall responsibility for governance,
oversight and decision making on all key matters are vested with the executive committee
(Governing board). The governing board consists of seven members who are elected by the
General Assembly.
The Executive Secretary appointed by the Board leads the day-to-day management of the
organization and the implementation of Board decisions and plans. Below are the current
and proposed organizational structures.

Figure 1: Current organizational structure

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Figure 2. Proposed organizational structure

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CHAPTER TWO: CONTEXTUAL ANALYSIS
2.1 Overview of the Situation of persons with Deafblindness

2.1.1 What is Deafblindness?

Deafblindness is a combination of sight and hearing loss which affects a child’s ability to
communicate, get about and interpret their environment. Many have sight or hearing loss
with additional disabilities which leaves them vulnerable and often excluded from family
and community life. The combination of losses greatly impairs the ability to gather auditory
and visual information. This creates intensive communication and learning needs that
cannot be met by programmes designed solely for persons who are blind or have low
vision, or persons who are hard of hearing or deaf1.
Representing between 0.2% to 2% of the population, persons with Deafblindness are a
very diverse yet hidden group and are, overall, more likely to be poor and unemployed, and
with lower educational outcomes. Because Deafblindness is less well known and often is
understood, persons struggle to obtain the right support, and are often excluded from both
development and disability programmes.
2.1.2. The impact of Deafblindness on development and learning

The distance senses of hearing and vision enable individuals to receive information about
the world beyond their reach. They are the main avenues for communication, learning, and
socialisation. Individually, each sense can compensate for the loss or diminished capacity of
the other, to some extent. However, the combination of simultaneous hearing and visual
impairment has significant consequences for many crucial aspects of life, including
communication, learning, mobility, social and emotional development, and access to
information and one’s surroundings2.
There are many causes of Deafblindness, including a wide variety of congenital conditions
such as CHARGE Syndrome and Congenital Rubella Syndrome3. The incidence of the latter
has declined due to the widespread use of vaccinations, but it remains a known cause of
Deafblindness in many Asian and African countries. Another well-known cause throughout
the world is premature birth. Due to advances in medical technology over the past few
decades, there has been an increase in survival rates of children born prematurely or with

1
For a comprehensive definition, see the Nordic Definition of Deafblindness:
www.nordicwelfare.org/PageFiles/992/nordic-definition-of-deafblindness.pdf
2
Miles, B. (2008). Overview on Deaf-blindness. Monmouth, OR: Western Oregon University, Teaching
Research Division, DB-LINK Online version: https://nationaldb.org/library/page/1934
(accessed 27th July 2021)
3
www.chargesyndrome.org/about-charge/overview/ (accessed 27th July 2021)

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significant health problems. These children often have visual, hearing, and additional
impairments.
Combined sight and hearing loss affect a person’s ability to access mainstream information
and services, engage socially, undertake daily tasks and get out. If the appropriate care and
support is not provided, the inability to perform these activities can lead to diminished
independence and confidence, which often leads to isolation, anxiety and depression.
2.1.3 Challenges faced by Persons with Deafblindness

Barriers that exclude persons with Deafblindness from social interactions, and so increase
their isolation and loneliness include:

 A lack of understanding about how to communicate and interact with persons who
are deafblind
 Inaccessible venues and events for social opportunities
 A lack of information in accessible formats about social opportunities
 A lack of accessible public transport or inaccessible street environments such as
pavements blocked by cars or street clutter can make getting out and about more
difficult
 Poor access to professional communication support such as interpreters
 A lack of access to educational or employment restricts opportunities for social
interaction and financial independence
 Isolation
 difficulty establishing and maintaining interpersonal relationships
 very limited number and variety of life experiences, including social
interactions;
 Limited opportunities for the development of concepts related to the environment
in which a person lives which are necessary to understand and make sense of the
world (i.e. persons/places/things have names, events/things happen in a certain
order, things come from/are kept somewhere and so on);
 deprivation of many of the most basic motivations and instincts to explore and
learn, function, and engage with the world;
 higher likelihood of being mislabelled as developmentally or intellectually disabled,
emotionally disturbed, or autistic;
 increased vulnerability to abuse, including sexual abuse and associated
consequences, such as HIV and AIDS, other sexually transmitted diseases,
unwanted pregnancies, and post-traumatic stress disorder;
 Medical problems that can lead to serious developmental delays and further
sensory and other impairments.
 Most of Persons with Deafblindness do not know Tactile Sign Language

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2.2. Legal and policy Framework

The development of this Strategic Plan is articulated on global, regional and national legal
instruments interconnected with existing policies, all dominated by the constitution of the
Republic of Rwanda of 2003 revised in 2015.
At global level: The rights of persons with disabilities are expressed in the following
instruments:
The Universal Declaration of Human Rights in Article 2 that stipulates that: “Everyone has
the right to a standard of living adequate for the health and well-being of himself and of his
family, including food, clothing, housing and medical care and necessary social services, and
the right to security in the event of unemployment, sickness, disability, widowhood, old age or
other lack of livelihood in the circumstances beyond his control.”
The UN Convention on the Rights of Persons with Disabilities (UNCRPD) of 2008 promotes,
protects and ensures the full and equal enjoyment of all human rights and fundamental
freedoms by all persons with disabilities and promotes respect for the inherent dignity.

Other international legal instruments are:

 The International Covenant on Economic, Social and Cultural Rights (ICESCR);
 the Convention on the Elimination of Discrimination against Women (CEDAW);
 the Convention on the Rights of the Child (CRC);
 International Convention on Civil and Political rights (ICCPR);
 African Disability Protocol (ADP);
 East African Community Act/Bill (EACB/A);
 Marrakesh Treaty;
 Protocol on the African Charter on Human & Persons’ Rights on the Rights of Order
Persons in Africa as adopted by the AU General Assembly of 31st January 2016,
specifically in its articles from 3-16 but more specific article 13 “Protection of Order
Persons with Disabilities.

The Global Disability Summit commitments (London, July 2018) around the following
themes:
• Tackling stigma and discrimination
• Inclusion in education
• Routes to economic empowerment
• Harnessing technology and innovation
The 2030 Agenda for Sustainable Development, which specifically commits the
Governments to implement nationally appropriate social protection systems and measures
for all, including floors, and by 2030, achieve substantial coverage of the poor and the
vulnerable.

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The African Union (AU) Agenda 2063, including the first ten-year Plan which sets the
following targets for the development of national social protection systems by 2023, at
least 30% of vulnerable populations including PWDs, older persons, and children provided
with social protection.
The AU Social Policy Framework for Africa (2008) commits member states to adopt
minimum social protection policies.

At National level:

The Constitution of Rwanda of 2003 as revised in 2015.

The Constitution of Rwanda of 2003 as revised in 2015 provides the same fundamental
rights for all citizens as the Universal Declaration of Human Rights.
In addition to the constitution, there are also laws and ministerial orders protecting the
rights of persons with disabilities.
 National Policy for Persons with Disabilities (adopted by the cabinet in May 2021)
 Law No 01/2007 relating to the protection of Persons with Disabilities in general.
 Law N° 02/2007: Protection of former war ex-combatants with disabilities.
 Law N°71/2018: Protection of the rights of the child with specific protection for C
 Law N°03/2011: Responsibilities, organization and functioning of the National
Council of Persons with Disabilities.

Vision 2020 and 2050. Vision 2020 seeks to fundamentally transform Rwanda into a
middle-income country by the year 2020. Among the range of targets in Vision 2020,
several have direct relevance to the welfare of Persons with Disabilities including average
per capita Income of at least US$1240, a Gini coefficient of no more than 0.350, a poverty
rate of no higher than 20%, and chronic malnutrition rates of no more than 15%.

The National Strategy for Transformation (NST1): The NSTI integrates long-range
global and regional commitments deriving from the UN Sustainable Development Goals
(SDGs) with multiple goals and targets across a range of economic, social, and
environmental issues.
The National Social Security Policy (2009): The Policy sets specific coverage objectives
for different branches of social security, namely pension, occupational hazards, medical
care, sick leave, and maternity leave.

The Integrated Child Rights Policy (2011): The Policy notes the responsibility of the
government for supporting families in providing good care for their children and to “put in
place a national child protection system, a monitoring system including mechanisms for
data management, formal reporting, referral and response.”

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Special Need & Inclusive Education Policy
The Early Childhood Development Policy (2016) clearly articulates the role of social
protection in supporting Early Childhood Development (ECD)
National Social Protection Policy (June 2020). This Policy gives more emphasis improve
access to social care services for all vulnerable groups such as the elderly and
Persons with disabilities4;
Social Protection Sector Strategic Plan (SP-SSP) 2018/19 – 2023/24. It includes six
Global disability summit commitments on social protection.
National Policy of Persons with disabilities (June 2021) and Four Years Strategic
plan (2021-2024). The National Policy of Persons with Disabilities builds on
Government’s commitment to empower, support and promote the inclusion of persons
with Disabilities in the country.

2.3. Current projects

ROPDB currently (July 2021) runs three projects:
1. Improved communication between persons with Deafblindness with their families
and the society in three districts in Rwanda (Gicumbi, Rusizi and Bugesera). This is a
partnership project between ROPDB and FSDB from 2012, and it is funded by My
Right/SI.
2. DPO strengthening funds. This project aims to advocate for the recognition of Deaf
Blindness as distinct category of disability in Rwanda raising awareness campaign
on tactile sign language in general community and persons with Deafblindness. It is
supported by DRF/DRA
3. Mama Magnus Project. This project aims at reducing extreme poverty among
Persons with Deafblindness and their families in Rwanda. It is financially supported
by FSDB Väst/West

2.4. Stakeholders analysis

Board members, Members and Staff conducted a rapid stakeholder analysis and mapping
exercise; listing, ranking and considering current and potential stakeholders in terms of
their profile, power and importance; and the current level and areas of influence of these
stakeholders. Recent engagement and collaboration with ROPDB were also considered, and
it became clear that new partnerships and working relationships could be strengthened.
Stakeholders were defined as organisations/groups that have an interest in the outcome of
ROPDB’s work; for which collaboration might therefore be expected to benefit them or
assist their own work. This analysis merely serves to illustrate the range of persons and
organisations, which ROPDB feels it is important to collaborate with; the relative
positioning within the matrix below was rapidly achieved and is subjective.

4
National Social Protection Policy, June 2020

16
However, it does help describe the organisational landscape in which ROPDB is working
and stakeholders that will be instrumental in delivering many of the objectives and
activities of this Strategic Plan.

1.Beneficiaries/ target group: 2. Implementers:

• Members of the organization • local government
(Persons with Deafblindness) • PDOs
• Family members of them • NCPD
• Community members • staff
• T/SLI
• NUDOR
• Media
3.Financial agency: 4. Decision- makers:
• DRF/DRAF • MINALOC
• HI • MINISANTE
• US Embassy • MINEDUCT
• UNDP • MINIJUSTE
• My Right/FSDB
5. Expert- researchers:
• Universities- UR
• Human rights Agencies (National and international)

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CHAPTER THREE: STRATEGIC PLAN
3.1 SWOT analysis
In preparation for the development of our strategy Plan, we held staff and Board member
workshops to identify our organisational Strengths, Weaknesses, Opportunities and
Threats. The following table highlights some of the key themes from those discussions.
Table 1: SWOT Analysis
Strengths
Resources • Operational executive secretariat
with qualified three staff
• Currently, ROPDB has two main
donors: MYRIGHT/FSDB and DRF
• ROPDB is hosting a strong website
and social media
• Credible / good reputation from
external audits with accounting
software
• Fundraising strategy is in place
• None of board members is working
as staff in the organisation.
Organization • ROPDB is officially registered and
recognized (good reputation) to
RGB
• ROPDB is administratively and
organizationally well structured
• Good collaborations with others
NGO
18
Weaknesses
• Monitoring and Evaluation system
not yet in place.
• Lack of Human Resource capacity
building plan within RODPB
• Some important policies are
missing
• Limited number of TSLI
• Most of Persons with deaf
blindness do not know Tactile
Sign Language
• Week professionalism of Sign
language Interpreters
• Each board member has not a copy
of their written and updated role
specification which are clearly
understood and followed
accordingly
• Week leadership and governance
skills of board members
• Poor communication and
information sharing between
ROPDB members.
• Dormant Fundraising strategy
• Lack of its own office
• Self-sustainability (leadership,
membership and finance)
• There is no autonomy of the
organization- still operating under
RUB
• There is some trust between
ROPDB and members
• no advocacy strategy
Work results • Through different meetings and
training workshops carried out the
course of the year 2020, ROPDB has
improved its administrative,
operational and financial capacity.
• Through meetings, radio talk-
shows and celebration of
international days, decision makers
and the community at large are
progressively understanding the
rights of persons with
Deafblindness and their living
situation
• 167 Persons with Deafblindness
identified and registered
Opportunities
Political Good Political will of the Government of
Rwanda towards PWDB
Economic Economic recovery Fund for Poor
Families
Social The ageing population will increase
our potential membership base and in
turn make raising awareness of
acquired sensory loss easier
Increased interest in health and social
care research
Technological Rapid innovation in technology will offer
greater opportunities for our members
and allow ROPDB to work with them in
different ways
Legal (see 2.2) Deafblindness rights and statutory
duties are enshrined in Rwanda
legislation and
National Policy for Persons with
Disabilities
Compliance with laws
Environmental
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• Few donors
• There is no system of budgeting in
the organization
• Some results are achieved but not
fully documented
• Operations and activities are based
on opinions of the staff
• There is no system of follow up or
routines for M&E and learning
• There is no system of documenting
progress, experiences and learning
• Donor requirements lead the
partnership collaboration
Threats
Limited knowledge of leaders on
rights of Person with Deafblindness
Access to care increasingly being
dependent on what persons can
afford
or where they live rather than on
What they need.
Impact of Covid-19 on lives of PWDB
Negative attitudes of the community
towards PWDB
Persisting of Stigma and
discrimination
Limited access to community
development programs
Many members do not have access to
technology because materials are not
DB friendly, poverty
PWDB and their families lack
knowledge on their rights
DB is still considered among others
category in the disability law of 2007
Inaccessible physical environment
CHAPTER FOUR: STRATEGIC OBJECTIVES 2021-2025
This chapter covers the three strategic focal areas and underlying thematic areas that were
determined. Strategic objectives for the period 2021-2025 were developed. The strategic
focal areas and thematic areas were identified, considering the fundamental factors,
stakeholder expectations and findings of the SWOT analysis. In much the say way, the first
Strategic Plan of ROPDB is built upon ROPDB’s achievements and lessons learned. From the
Strategic Plan development, process three priorities were identified.

4.1 Strategic Focal Areas and Rationale

The focal areas of the SP 2021-2025 and respective thematic areas are as follows. Below is
the rationale for each focal area, mainly routed from the workshop with Board members
and Staff and key partners.

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Table 2: Strategic focal Areas and rationale
Strategic Focal Thematic areas Rationale
Areas
Social,  Social and emotional The majority of the studies do not provide evidence on the socio-economic status of
Communication, development persons with Deafblindness. However, households that included persons with
and economic  professional Deafblindness were more likely to be in the bottom 40% in terms of socio-economic
empowerment of communication status compared to households with no members with disabilities5.
persons with Deaf (SLI)
blindness and their  Access to assistive Meaningful participation in routines and environments requires that persons with
families devices/products, Deafblindness have access to basic devices, ranging from calendar systems to low vision
including alternative and amplification devices. By providing information, a means of communication, and
and augmentative compensation for sensory losses, assistive devices give meaning to everyday activities,
communication social interactions, and one’s surroundings. Access to tools such as white canes and
 Advocacy and self- augmentative or alternative communication devices facilitate the person’s functioning
determination within the world around them. Even simple modifications to everyday objects and
 Gender; spaces have great value.
Safeguarding
Because Deafblindness is a low-incidence disability, general understanding and
children and
vulnerable adults awareness of Deafblindness and how persons living with Deafblindness can access their
rights, is often limited

Access to education  Social and emotional
and rehabilitation development
program  Advocacy for the
rights to education
 Holistic, person-
centred assessment
 Concept
development
 Communication
According to the CRPD (art 24: Education), every person, including those with
disabilities, has a right to access an inclusive, quality, and free primary and secondary
education in the communities in which they live. The Convention recognizes that some
groups are at risk of exclusion. Persons with Deafblindness are one of those groups, as
they require specific ways of learning that compensate for vision and hearing
impairments. This highly specialized expertise is not available in Rwanda community
settings. Therefore, “inclusion involves a process of systemic reform embodying changes
and modifications in content, teaching methods, approaches, structures and strategies in
education to overcome barriers with a vision serving to provide all students of the
relevant age range with an equitable and participatory learning experience and
environment that best corresponds to their requirements and preferences. On a

5
Derived from a principal component analysis of household assets and dwelling characteristics.
https://senseinternational.org.uk/sites/default/files/WFDB_complete_Final.pdf(assessed on 27th July 2021)

21
 practical level, persons living with Deafblindness lack or have limited opportunities for
incidental learning. The type of learning that persons with sight and hearing experience
automatically and without effort, as they are exposed to a continual flow of visual and
auditory information from the world around them.
Communication: The limitations imposed by Deafblindness require that
communication development be fully integrated throughout all education and
rehabilitation experiences. Because of a lack of opportunity, children and youth with
Deafblindness may not develop attachments and other important aspects of
relationships that form the basis for communication development. Communication is
complex, even for individuals who have formed relationships. It requires the availability
of skilled communication partners who provide opportunities for the individual to
express thoughts, feelings, interests, and questions, and participate in conversations
Organizational  Personnel Deafblindness is a unique, complex disability and, as noted previously, the population of
development development and individuals with Deafblindness is extremely diverse, with each individual having specific
training characteristics, strengths, and needs. Consequently, personnel who work with this
 Networking population need an array of knowledge and skills.
between
Given the complexity of Deafblindness and the uniqueness of each person with
stakeholders
 Research, Deafblindness, it is crucial that service providers share their insights, knowledge, skills,
monitoring, and questions. When stakeholders (families, service providers, persons living with
evaluation and Deafblindness) and organisations collaborate, they build ‘collective expertise’ that is
learning much greater than that of any one person
It should be noted that advocacy should remain the key; overall program approach of ROPDB as it is also a crosscutting theme in the
entire Strategic Plan

22
4.2 Strategies

Overall, the Strategic Plan of ROPDB will be implemented through the following crosscutting
strategies that also constitute the organization’s major implementation approach:
a) Lobbying and advocacy
b) Human rights
c) Capacity building
d) Partnership and Networking
e) Research and documentation
It is imperative to say that the five overriding strategies (approaches) bring life to the objectives
and activities within the strategic Plan, and will be applied invariably across the three Strategic
objectives.

4.3. Strategic Objectives, Performance Indicators and activities

This section describes the three strategic objectives, as well as the related activities and
performance indicators, as elaborated below:
Table 3: Results Matrix
Strategic Focal Area 1: Social, Communication, and economic empowerment of persons with Deaf
blindness and their families
Purpose:
Address ROPDB’s overall mandate of advocating for the rights of Persons with
Deafblindness and support the wider themes of Human rights, Economic empowerment,
professional communication (SLI), and access to assistive devices/products
Strategic objective 1:
By end of 2025, 200 members of ROPDB in 126 districts of Rwanda are able to advocate for
professional communication, the economic empowerment of PWDs including accessing
the Social services they are entitled to.
Indicators:
 Number of PWDB identified and categorized
 % of PWDB included and participating in the socio-economic development programs
 % of existing members knowledgeable about their fundamental human rights by 2025
 Number of PWDB who can express their own likes, dislikes, strengths, and needs; their
bodies and emotions
Activities:
1. Carry out a systematic identification and classification of persons living with
Deafblindness

6
Districts are: Rusizi, Rubavu, Nyamasheke, Gicumbi, Musanze, Rwamagana, Nyagatare, Gasabo, Nyarugenge,
Kicukiro, Ruhango, Muhanga,

23
 2. Introduce, reinforce communication technics based on signs (visual sign language
adapted to the visual loss, tactile sign language, haptic communication7), Techniques
based on written language tactile manual alphabet, braille using alphabet cards,..)8 In
addition, techniques based on speech9.
3. Conduct awareness rising for disability determination and eligibility processes that
considers persons with Deafblindness as a distinct disability group.
4. Advocate for consideration the significant extra cost of Deafblindness, including assistive
technology, personal assistance and interpreter-guide services in disability schemes.
5. Train 200 PWDB and family members and other individuals in the person’s life to
understand how to interact with PWDB.
6. Advocating for the inclusion of PWDB in government programs (VUP, One cow per family,
health insurance)
7. Conduct annual lobbing meetings targeting decision-makers, professionals, families, and
community members to make aware of the rights and specific needs of persons living
with Deafblindness, as well as their achievements and valuable contributions to society.
8. Advocate for the environmental adaptations and modifications that optimise the person’s
participation in home, school, and community settings and situations.
9. Advocate for the development of guidelines/instruction for PWDB, the family members,
and service providers regarding how to care for and maintain adaptive aids such as
hearing aids, low vision aids (optical and non-optical), and other assistive devices.
10. Conduct annual celebration of International day of Persons with Deafblindness
11. Train persons with Deafblindness to have opportunities to learn about their own likes,
dislikes, strengths, and needs; their bodies and emotions; and the demands and
opportunities of the world around them.
12. Support 200 poor families of PWDB with livestock and small Income generating activities
13. Conduct trainings on Gender and disability mainstreaming

7
a tactile system in which signs/signals are conveyed on the back, upper arm, back of the hand, or knee to provide
contextual information that compliments signed or spoken language
8
braille using alphabet cards, finger-braille, or technical devices (e.g., electronic braille display); block printing of
capital letters on the palm, Morse code; written information using normal or large print, or fonts enlarged on a
computer screen or tablet)
9
Oral language adapted according to the hearing loss; lip-reading; Tacoma method – tactile reception of
movements of lips and larynx.

24
Strategic Focal Area 2: Access to Education and Rehabilitation Programmes
Purpose:
Ensure the rights to high quality education (incidental learning) and rehabilitation Programs for
individuals with Deafblindness (article 24-Education of the CRPD)
Strategic objective 2:
Enhanced opportunities for incidental learning for 50 individuals with Deafblindness in 12 districts
by 202510.
Indicators:
i. Baseline information of incidental learning opportunities for individual with Deafblindness
ii. Number of school and rehabilitation centre for individuals with Deafblindness established
iii. Number of Individuals with Deafblindness accessed to incidental learning opportunities
Activities:
1. Conduct the baseline study (need assessment) of incidental learning opportunities, education
and rehabilitation services for individuals with Deafblindness in Rwanda
2. Develop policy briefs, position papers and submit to relevant authorities
3. Identify gaps in curricula and SNE Policy
4. Advocate for the development of specific Curricula for Individual with Deafblindness
5. Advocate for the establishment and equipment of one school and rehabilitation centre for
individuals with Deafblindness in each region province
6. Develop and update the Tactile Sign Language dictionary for Persons with Deafblindness
7. Develop and document the pragmatic aspects of communication, such as initiation,
conversation, and the use of social conventions such as greetings, questions, and how and
when to shift or expand conversational topics.
8. Organize pilot training to educators and other professionals in a variety of modes of
communication (both non-verbal and verbal) that can be used.
9. Carry out training for families and service providers to be fluent in the specific communication
modes that are most natural and appropriate for the persons with whom they interact.

Strategic Focal area 3: ROPDB organizational development

Purpose:
Improve Institutional, operational and management capacity of ROPDB to enhance the
organizational sustainability
Strategic objective 3:
Strengthened the institutional capacity of ROPDB at the national and local level members)
to fulfil its mission and objectives by 2025 effectively.
Indicators
1. Number of new qualified staff recruited and employed
2. Number of policies developed and updated (SOV: copies of policies)
3. Competence increased among leaders, Staff, branch leaders (SOV: annual

10
That is the type of learning that persons with sight and hearing experience automatically and without effort, as
they are exposed to a continual flow of visual and auditory information from the world around them
 performance evaluation)
4. Number of ROPDB branches with functional organizational structures
5. % Increase in resource base for ROPDB
6. Number of Staff recruited, inducted and oriented and on the job trained
7. Visibility and credibility of ROPDB at national and international level (SOV: annual
financial and audit report)
Activities:
a) Capacity development: (internal institutional abilities and structures of both ROPDB and
branches to lead and implement programs)
1. Increase number of Staff and efficient office equipment (Establish new functions and fill
approved positions at the Secretariat: Monitoring and evaluation; Communication, and
Human Resource Management)
2. Employ a specific TSLI to ensure communication between staff, board and members;
3. Develop and implement an annual performance and management system of Staff
4. Establish guidelines (manuals) for accessibility; program development and
implementation; M&E; fundraising strategy;
5. Develop, update and implement different policies: Personnel Policy, anti- corruption
Policy, conflict and interest Policy, whistleblowing Policy, risk management Policy and
register, Child Protection Policy, fleet Policy Prevention of Sexual, abuse and harassment
Policy,
6. Train Leaders of the organization on leadership, administration, finance, lobbing and
advocacy and communication
7. Organize study tours and experience sharing in Sweden and other countries
8. Recruit and train Professional Tactile Sign language interpreters
9. Networking and participating in national and international meetings.
b) Research and documentation
1. Establish M&E system and documentation, train Staff on M&E system and proper regular
records
c) Fund development (abilities and structures to effectively mobilize resources)
1. Establish and train a fundraising committee
2. Develop and implement a fundraising policy and strategy
3. Develop and update annual donor mapping and build partnerships
4. Build a strong ROPDB brand capitalisation, on media (including social media and
campaigns, documentation, publication and network among other civil society
organizations)

26
CHAPTER FIVE: IMPLEMENTATION OF THE STRATEGIC PLAN
This section outlines the allocation and levels of responsibility that will be specifically
required of the respective organs (structures) of ROPDB in the process of implementing the
SP 2021-2025. The section outlines the key roles of the existing organs, and introduces
three new key Staff positions whose roles will be vital in supporting the quality
implementation of the SP. An organizational structure in 5.2 illustrates the layout and
relationships within the different functions responsible for implementing the Strategic
Plan.

5.1. Allocation of Levels of Responsibilities in implementation

General Assembly

The General Assembly (GA), being the supreme body of the organization will approve this
Strategic Plan and require the Board members (executive committee) to take overall
responsibility for its quality implementation, and provide strong leadership and support to
the Executive Secretariat in the implementation process.
The GA will evaluate the proposals of the Board for the implementation of the annual plan,
and the associated budget. The GA will not review progress made in the implementation of
the plan, but will also seek any needed clarifications from the Board, and provide any
require advice. The GA will review and approve any changes required in the course of the
implementation of the Plan. GA will approve annual reports of the implementation of this
Strategic Plan.

Executive Committee / Board Members

The Board is the Policy-making organ of ROPDB and has the power to conduct its affairs in
reference to the provisions of the statutes and directives of GA. The Executive Committee
will prepare the Annual plans and reports based on the Strategic Plan in coordination with
Executive Secretariat and submit them to the GA for its review and approval. The Annual
plans will clearly spell out the activities planned, the resource requirements and expected
outcomes. The Board will ensure continuous implementation of Annual plans, make
periodic reports (annually) on progress made to the GA, and provide sufficient explanation
on any unachieved objectives.

The Secretariat

27
The Secretariat headed by Executive Director (ED), will prepare detailed Annual plans and
submit the same to the Executive committee/ Board members for review and approval. The
annual plans will consist of details of both program and administration, specifying detailed
activities, work plans, resource requirements and expected outputs under each Strategic
focal area.

The Secretariat will take responsibility for day-to-day implementation of SP, as approved in
the annual Plan by the Board members/ Executive Committee. The Secretariat will evaluate
the progress, prepare periodic reports, and submit the same to the Executive Committee.
The Secretariat will present any challenges in the process, and provide sufficient
explanations for any objectives not achieved, as well as propose any corrective measures
for the consideration and approval of the Board members. In the process of developing the
SP 2021-2025, new positions were found necessary, thus are planned to be filled. The
reporting lines for the new positions are illustrated by the organogram in annexure. These
positions are:
 Communications and fundraising officer, to be responsible for external
communications, and for mobilizing resources
 Human Resource Officer, to be responsible for implementing the organization’s HR
Policy and other associated policies
 Research, Monitoring and Evaluation and Learning (RMEL) officer, to be responsible
for measuring progress and guiding management in the implementation process.
 Project manager implementing a different project that serves the mission and vision
of ROPDB

28
CHAPTER SIX: RISK ANALYSIS
Risk can be defined as an uncertainty (event or a condition) that if it occurs will have an
unwanted negative impact on the organization, operational performance, and the
achievement of Strategic objectives.

As part of its strategic planning process, the ROPDB Stakeholders identified risks that could
affect ROPDB’s ability to achieve its goals. The Board categorizes risks into six types:
Financial, Contextual operational, safeguarding reputational and delivery risks, and risk to
reputation. The tables below identify the source and level of risk, as well as the ROPDB’s
response to managing the risk. These are:
 Limitation of fund to conduct trainings and workshop to strengthen Board, Staff and
members
 Lack of required and skilled Staff to fill all positions
 Decreasing of donations, funds from institutions and Organisations
 Self-stigma of leaders as result of being albinos
 Week adaptation to technology and social media
 Week fundraising capacity
 Resistance to change for some education decision makers
 negative perceptions of parents and community members on education of learners
with Deafblindness
 unavailability of assistive aid (eye glasses, magnifiers, spectacles) for learners with
low vision and hearing impairment
 Corruption in some government institutions
 Bureaucracy
 Changing legislation limiting foreign NGOS
 Spread of false rumours on abilities and capacity of PWDB
 Exclusion of PWDB to social services aiming to improve live conditions of vulnerable
and Person with disabilities
A separate risk analysis and treatment will be conducted.

29
CHAPTER SEVEN: STRATEGIC PLAN MONITORING,
EVALUATION AND REPORTING
7.1 Introduction:

As part of the monitoring and evaluation of the ROPDB’s Strategic Plan, it is highly
recommended that each time the ROPDB conducts a Board meeting in quarter four of a
very year, that there is a strategic planning report on the Board agenda. The Executive
Director, will provide an update to the Board on the status of the plan including what has
been accomplished and implemented, what is outstanding and what challenges exist. The
implementation of the Strategic Plan will be subjected to a well –defined in the logical
framework (4.3) and will involve the following activities:

7.2 Monitoring performance on a regular basis

Monitoring, along with evaluation, will support ROPDB in tracking the achievements made
towards the strategic plan, and will help in making decisions related to the implementation
of the plan.
When the SP is adopted, ROPDB should establish a first measurement for all indicators, in
order to set up a baseline. Afterwards, ROPDB will conduct a measurement on an annual
for all indicators. For indicators related to communications, you may decide to measure
even more frequently, for example, reaching out to your membership through social media.
It is important in a process that ROPDB establishes a framework and plan for
measurement, and clearly define the timeline for measurement.

7.3 Evaluating performance

A formative evaluation should be done at least midway through a strategic Plan. This will
raise awareness about strategic priorities that potentially need to be reconsidered, KPIs
that no longer reflect the measurement needs of the ROPDB. The formative evaluation,
should focus on the following tasks: Review the full strategy considering data collected
through monitoring; Discuss the relevance of the strategic priorities with various
stakeholders; Discuss the relevance of the activities in your operational plans with Staff and
volunteers and Discuss the relevance of your KPQs and KPIs for measuring your progress
(is the data collected still relevant and useful for making informed decisions).

30
7.4 Measuring the strategic Plan vs, the Operational Plan

The Strategic Plan serves as the road map and long-term guide for the ROPDB and should
regularly be reviewed and followed. That is why it is a recurring item on Board meeting
agendas. Executive Director ensures everyone understands their role and responsibility in
the strategic planning and implementation processes it relates to the organisation.

7.5 Reporting on the performance

This consists of periodically sharing progress, ensuring transparency and accountability

and strengthening the trust and relationship with ROPDB’s stakeholders.
By establishing an M&E system, the reporting framework and Plan will be established at
the development phase of a strategic plan. The reports will contain an accurate assessment
of progress towards achieving the objectives of the Strategic Plan.
It is recommended to use both internal and external communications such as Board
meetings, newsletters, website, and social media in doing so. Likewise, highlighting
successes in the rollout of the strategic plan is an excellent way to convince the more
sceptical and conservative stakeholders of ROPDB.

31
CHAPTER EIGHT: BUDGET FOR THE STRATEGIC PLAN

This section outlines the financial projections for implementing the Strategic Plan 2021-2025. The financial projections summarized in
table below that elaborate on both Operational and implementation costs of the Strategic Plan. The total budget needed for the
implementation of this SP 2021-2025 is RWF 1.5 billion
Table 4: ROPDB strategic plan budget 2021-2025 (RWF)

2021 2022 2023 2024 2025 Total

Total Revenue 73,175,474 176,013,211 264,019,816 396,029,725 594,044,587 1,503,282,813

Personnel and Administration Expenses 25,611,416 61,604,624 92,406,936 138,610,404 207,915,605 526,148,985

Available for programed Activities 47,564,058 114,408,587 171,612,881 257,419,321 386,128,982 977,133,829

Budget for Programed Activities

Strategic Focal Area 1: : Social, 2021 2022 2023 2024 2025
Communication, and economic empowerment
of persons with Deaf blindness and their
families
1 Identification and classification of persons
living with Deaf blindness 3,200,000 4,800,000 7,200,000 10,800,000 16,200,000
2 Introduce, reinforce communication
technics 2,000,000 3,000,000 4,500,000 6,750,000 10,125,000
3 Conduct awareness raising to considers
persons with Deaf blindness as a distinct 6,100,000 9,150,000 13,725,000 20,587,500 30,881,250
disability group
4 Advocate for consideration the significant
extra cost of Deaf blindness - - - -
5 Train 200 family members and PWDB
2,500,000 3,750,000 5,625,000 8,437,500 12,656,250
6 Advocating for the inclusion of PWDB in
government programs (VUP, One cow per 4,600,000 6,900,000 10,350,000 15,525,000 23,287,500
 family, health insurance)
7 Conduct awareness raising campaigns
targeting professionals and family 2,500,000 3,750,000 5,625,000 8,437,500 12,656,250
members
8 Conduct annual lobbing meetings targeting
decision-makers, professionals, families, 6,000,000 9,000,000 13,500,000 20,250,000 30,375,000
and community members

9 Advocate for the environmental

adaptations and modifications that optimize 2,400,000 3,600,000 5,400,000 8,100,000 12,150,000
the person’s participation in home, school,
and community settings and situations
10 Conduct annual celebration of International
day of Persons with Deaf blindness 2,500,000 3,750,000 5,625,000 8,437,500 12,656,250
11 Train persons with Deaf blindness to have
opportunities 2,400,000 3,600,000 5,400,000 8,100,000 12,150,000
12 Support 200 poor family members of
PWDB with livestock and small Income 1,200,000 1,800,000 2,700,000 4,050,000 6,075,000
generating activities
13 Conduct trainings on Gender and disability
mainstreaming 1,650,000 2,475,000 3,712,500 5,568,750 8,353,125

Total 35,400,000 53,100,000 79,650,000 119,475,000 179,212,500 466,837,500

Strategic Focal Area 2: Access to Education 2021 2022 2023 2024 2025
and Rehabilitation Programs
1 Conduct the baseline study (need assessment)
of incidental learning opportunities 3,500,000 5,250,000 7,875,000 11,812,500
2 Develop policy briefs, position papers and
submit to relevant authorities 2,500,000 3,000,000 4,500,000 6,750,000 10,125,000
3 Identify gaps in curricula and SNE Policy
3,000,000 4,500,000 6,750,000 10,125,000
4 Advocate for the development of specific
Curricula for Individual with Deaf blindness 6,000,000 9,000,000 13,500,000 20,250,000
5 Advocate for the establishment and equipment
of one school and rehabilitation Centre 5,000,000 7,500,000 11,250,000 16,875,000

33
 6 Develop and update the sign language
dictionary for Persons with Deaf blindness 7,500,000 11,250,000 16,875,000 25,312,500
7 Develop and document the pragmatic aspects
of communication 12,000,000 18,000,000 27,000,000 40,500,000
8 Organize pilot training to Educators and other
professionals in a variety of modes of 30,000,000 45,000,000 67,500,000 101,250,000
communication
9 Carry out training for families and service
providers to be fluent in the specific 6,500,000 9,750,000 14,625,000 21,937,500 32,906,250
communication modes
Total
9,000,000 79,750,000 119,625,000 179,437,500 269,156,250 656,968,750
Strategic Focal Area3. ROPDB organizational
development 2021 2022 2023 2024 2025
Capacity Development (including statutory
1 meeting) 24,775,474 37,163,211 55,744,816 83,617,225 125,425,837

2 Research, M&E and Documentation 2,000,000 3,000,000 4,500,000 6,750,000 10,125,000

3 Fund Development 2,000,000 3,000,000 4,500,000 6,750,000 10,125,000

Total 28,775,474 43,163,211 64,744,816 97,117,225 145,675,837 379,476,563

34
CONCLUSION

This Strategic Plan of ROPDB was developed with the purpose of providing strategic
direction to the organization’s activities over the five-year period. In addition, to serve as
key tool both for mobilising needed financial and other resources, as well as spearheading
the necessary collaborations and partnerships in support of ROPDB’s work.

The development of this strategic plan is a further demonstration by the Board and
management of the ROPDB’s commitment, to ensure that the rights and challenges faced by
Persons with Deafblindness in Rwanda is brought to the fore and solutions proffered as
they are taken to the public domain, to engender the mainstreaming of these vulnerable
groups into the socio-economic and political development of the country and total
eradication of all forms of myths associated with Deafblindness in general.
The Strategic Plan 2021-2025 was developed with the theme “Mainstreaming Persons with
Deafblindness in the development process in Rwanda”. Three Strategic Focal Areas were
identified, under which Strategic objectives were identified. The Strategic focal areas of the
Strategic Plan are: Empowerment of persons with Deafblindness (social, communication
and economic empowerment); Access to education and rehabilitation services and
organizational development.

The Board members, responsible to the supreme body of the General Assembly, will be
take responsibility for the implementation of the new Strategic plan in conjunction with the
Secretariat. The Board will ensure the annual plans are prepared within the framework of
the Strategic Plan and implemented, and make progress report to the General Assembly.
Annexures
Annex 1: Current projects
# Project title Project Immediate objectives Activities Funding Partner
Period
1 Improved 2018- 1. Established and improved Activity 1: Develop constitution, Internal Policies and registration (2018) My Right/FSDB
communication 2021 organizational capacity of Activity 2: Organize general assembly and other board meetings of the
between persons National Organization of organization of persons with Deafblindness including those with Psycho
with Persons with Deafblindness social problem (2018, 2019,2020,2021)
Deafblindness (administrative, operative, Activity 3: Train new leaders of the organization on leadership,
with their families financial capacity) in Rwanda. administration, finance, lobbing and advocacy and communication (2019).
and the society in Activity 4: Outreach visit to identify persons with Deafblindness (women,
3 districts in youth and Persons with Psycho- social problems (2019,2021)
Rwanda Activity 5: Implementation of Octagon/ ACA recommendations
(2019,2020,2021)
Activity 6: Networking and participating in national and international
meetings. (2020, 2021)
Activity 7: Celebrating the international day of PWDB
(2018,2019,2020,2021) and participation in General Assembly for World
Federation of the Deafblind (WFDB) and 11th Helen Keller World Conference
(HKWC) (2018)
Activity 8: Advocating for the recognition of Deafblindness as a distinct
disability and their right to participate on equal conditions(2018, 2019)
2: Enhanced knowledge among Activity 9: Conduct annual lobbing meetings with local authorities to discuss
decision-makers on specific issues faced by PWDBs and those with Psycho social problems
Deafblindness and about the (2019)
situation of persons with Activity 10: Training the committee of the newly established association of
Deafblindness persons with Deafblindness (2018)
Activity 11: Conduct Sensitization campaigns on Deafblindness and Psycho
social problems to the authorities and community in three District ( Gicumbi,
Rusizi and Bugesera (2020)
3: Strengthened capacity of Activity 12: Advocating for the inclusion of PWDB and those with Psycho-
persons with Deafblindness in social problems in government programs (VUP, One cow per family, health
communication, rehabilitation insurance, etc.) (2019 and 2020)
and livelihood in 3 districts. Activity 13: Organizing a study tour for the Executive Committee of the
Organization of PWDB to Uganda / Kenya (2020)
Activity 14: Develop Manuals and train on Tactile sign language and others
communication (2018)
Activity 15: Organizing a study tour for the Executive Committee of the
Organization of PWDB to Sweden (2020).
Activity 16 : Study visit to project Organizations (RUB,RNUD and
RNADW),and meetings for volunteers (2018)
2 DPO strengthening 2020- 1.To advocate for the 1. Position papers presentation DRF/DRA
 funds 2021 recognition of DB as distinct
category of disability in Rwanda
2.Raising awareness campaign
on tactile sign language in
general community and DB
3 Mama Magnus 2021 Reduced extreme poverty
Project among Persons with
Deafblindness and their families
in Rwanda
2. Meeting with local Authorities
3. Raising Awareness campaign about tactile sign language in the
community.
4. Television and radio campaign
5. Press conference organization
6. Publishing the news paper
7. International DB Celebration
8. Organizational capacity building
Activity 1: Identification of Persons with Deafblindness living in extreme FSDB Väst/West
poverty.
Activity 2: Need assessment (Collecting information on ROPDB members
need)
Activity 3: Procurement of supplier of domestic animals
Activity 4: Follow up during distribution.
Actitiy5: Monitoring
37