Evaluation of The Uganda National Association of the Blind

Background

NABP has supported UNAB financially since 1994. In addition to financial support, NABP`s obligation include administrative and organisational support. UNAB was established in 1970 as one of the first Disabled Peoples` Organisations (DPOs) in Uganda. The association has had it ups and downs over the last decades, but is currently a well recognised DPO in Uganda. UNAB also has a good standing with donors in general, as well as with the African Union of the Blind, AFUB, the World Blind Union, WBU, and with other DPOs in Uganda. NABP did an internal evaluation of UNAB in 2001. The current evaluation is an external evaluation, commissioned by NABP, and carried out by two external and independent consultants.

Purpose/objective

The general aim of the evaluation is "to assess whether the project is in accordance with its overall goal to strengthen UNAB so that the association can work to better the quality of life of the blind and partially sighted in Uganda". It was agreed during initial talks between NABP and the evaluation team that the focus would be on UNAB and its organisational structure, implementation processes, achievements, its standing, and future sustainability, while NABP`s role would be commented on when found relevant by the evaluation team.

Methodology

The team used qualitative methods of data collection. Methods included analysis of relevant documents, semi-structured interviews with a range of stakeholders, field visits and participant observation.

Key findings

The report concludes that the NABP-UNAB project can be said to be in accordance with its overall goal and that most of the objectives of the NABP-UNAB Agreement have been achieved. There should be no question about the fact that UNAB`s work has lead to a positive change for dozens of blind and partially sighted persons in Uganda, as well as to a positive development for the community of visually impaired persons in the country. The team also finds it fair to say that the support from NABP has made UNAB stronger and more competent than it would have been without this support. UNAB itself seems to consider NABP as its "parent" and an important part of its very foundation. Much of what UNAB has been able to achieve during the last decade has been possible because NABP has provided the organisation with a financial base to work from.

The team sees UNAB as a/an:
-sustainable organisation, both institutionally and financially, although still not with nationwide coverage.
-organisation able to advocate with competence for the rights of the visually impaired in Uganda, currently with its strongest focus on education
-monitoring body of national advocacy, network and capacity building programmes, and with strong integrity
-good service provider to its members, but with room for improvement of certain services
-organisation initiating and running self help and employee programmes, although further focus on employment is recommended.

Recommendations

Regarding financial support it is recommended that:
-NABP continues its financial support to UNAB for 2008 and 2009 at the planned level.
-NABP makes it clear to UNAB that support will actually be phased out within two years, and that they have to prepare actively for this.
-NABP makes it clear to UNAB whether or not future support for single projects can be expected and the criteria for such support.
-the NABP budget for UNAB for 2008-2009 reflects the focus chosen for the phasing out period, and that funds are thus cut from running costs, salaries, etc., in order to be spent on further training and competence building of staff and Board, quality improvement of income generating activities, etc.

Regarding income generation it is recommended that:
-NABP transfers its competence on income generating activities to UNAB during the phase out period and that NABP funded projects elsewhere are also linked up with UNAB, where relevant.
-a qualified consultant is hired for a period of time in order to make a market analysis for hand crafted products in Uganda and abroad (export), based on information form UNAB on what types of products their members can/could be able to make.
-a qualified consultant is hired for a period of time to make a market analysis of potential UNAB income generating possibilities, including
a) The Kirkeka Hi-tech centre/internet cafè
b) Constructing and renting out office space at the UNAB premises
c) The diary farm at Nabumali
d) The (currently closed) bakery at Nabumali
e) The poultry project at Nabumali

Regarding training and competence building it is recommended that:
-NABP and UNAB together develop a competence building plan for UNAB for the coming two years, based on training already received and UNAB`s own needs assessment.
-NABP and UNAB together develop simpler planning and reporting tools.
Regarding administrative issues and organisational development it is recommended that:
-NABP prioritises the changes or amendments to be made to the NABP-UNAB project during the phase out period and follows up closely on this. Plans must be implemented. Non-implementation must have consequences.
-The UNAB "staff Terms and Conditions of Service" document should be amended /updated in order to be in line with current regulations, as well as to function as a proper administrative tool, and a guarantee for staff regarding their terms, allowances, and benefits.
-the policy of establishing UNAB branches in each district is discussed again, and possibly amended, due to lack of funds and human resources. A new model for district/regional representation should then be developed.
-UNAB increases focus on involvement of women and youth in all activities and in UNAB Boards and committees.
In addition the team suggests that UNAB staff spend less time and resources on advocacy and counselling, while this is left to UNAB Executives and GOU counsellors. Further, UNAB Executives should also be responsible for following up the good work already done by UNAB in the educational sector, while UNAB staff concentrates more on other sectors.

Comments from the organisation

UNAB mangagement has come with the following comments on the evaluation report.
-UFB is and organisation for the blind enacted by act of parliament. It is supposed to be written as "Uganda Foundation for the Blind" and not "federation" as it appears in the report. The truth is that UFB and its property was going to be lobbied if it was not because of UNAB`s quick intervention to save it. So, the issue was not that UFB and UNAB had bad relationship as it appears in the report.

-The evaluator somehow mixed up the two terms; staff terms and conditions of service. UNAB`s recruitment policy is separate from terms and conditions of service and the two cannot be mixed up. What UNAB lacks is human resource document/manual which should have several components such as staff terms and conditions of service, recruitment policy. Staff welfare/salary scales and or structures, promotion/training policy. Therefore, we do not agree with the report which seems to indicate that UNAB staff are hand picked. The report should make it clear that UNAB staff work on two year contracted basis which is renewable on good performance which is determined during appraisal exercise.

-UNAB does not agree with the recommendation which seems to suggest that less resource and time should be spent on advocacy. According to UNAB, advocacy is the biggest reason why UNAB should exist. So, to say that UNAB board who are not even facilitated to carry on advocacy without staff involvement is very unrealistic. The report should have indicated that:
1) Staff should concentrate on advocacy at national and international levels.
2) Staff should train/build capacities/empower branch leaders and several potential blind persons for advocacy at district and community levels.