The Lesotho Society of Mentally Handicapped Persons (LSMHP) Evaluation and Strategic Planning Report June 2006

Background

Evaluation done by Norwegian Association of Disabled.

An independent evaluation was commissioned for May/June 2006 to focus on LSMHP's development as an organization; the scope and impact of its advocacy work; the effectiveness of its organizational structure, its institutional viability and whether in fact it is based on democratic principles.

Purpose/objective

In terms of the requirements of the previous NORAD grant was an institutional evaluation undertaken in order to assess whether the organisation has been able to achieve the objectives set out in the original funding proposal. The aims of the evaluation were:
1. To establish whether there are good foundation of further co-operation between LSMHP and NFU.
2. To determine strategies for sustainability in order to assess LSMHP's institutional and economical viability as a democratic member based advocacy organisation in Lesotho for persons with developmental disabilities and children with disabilities
3. To give recommendations about NFU's role in this process.

Methodology

The Evaluation process included visits to branch committees, interviews with past and present Secretariat staff and members of the National Executive Committee as well as with the Regional Co-ordinator of NFU, the Programme Officer and the Coordinator responsible for the Lesotho programme. These issues were debated and discussed as part of the Strategic Planning Meeting.

Key findings

LSMHP is a unique organization in the context of Lesotho. The organization makes a substantial contribution to matters relating to people with intellectual disabilities and children with all disabilities. The focus of the organization remains resolute but it is the capacity of the decision making aspect of the institution and the implementation arm that needs to strengthening. Various processes have been proposed and there is no doubt that with the appropriate interventions and support the LSMHP will succeed to reach the goals it has set itself for the period from 2007 - 2009. The organization has put in place all the necessary 'building blocks' for the establishment of a democratic institution, but its main challenge is the lack of adequate financial resources. Branch Committees and the National Executive Committee have tried to make the lack of money an institutional challenge rather than an organisational obstacle, but without funding of the operations the LSMHP will be undermined which could fundamentally undermine the ability of the organization to survive.

NFU can continue to assist in developing strategies and creating access to other networks that could provide the much needed support for the sustainability of the organization.

Recommendations

What needs to be done as a matter of urgency is to ensure that there are funds to provide food and refreshments for those who attend meetings, a travel allowance for those who travel distances to either do house to house visits or parent to parent counselling or to attend LSMHP meetings. Members who are poverty stricken should be supported in their efforts to be involved in the organisation. Income generating projects do not form the core business of the organisation, even though it is understandable why it has become one of the projects of some of the branches. However, it is the view of the Consultant that this is a subsidiary activity and support can be provided by others whose core business is focusing on small enterprise development. The Secretariat can facilitate opportunities where the branches involved in these projects can consult with experts in the field. As part of its international support, NFU can help to open markets for the various commodities produced by branches of the LSMHP for example the Vaseline creams etc.

LSMHP needs to resolve that even though it is a grassroots, community based organisation it needs skill within the Secretariat to champion the organisation and where necessary to include the members of the NEC in its promotional endeavours. The ownership of the organisation will always rest with the NEC, as they are the representatives of the members. However, without a well capacitated Secretariat that has competencies to administer, fundraise, implement and support the branches and the NEC the LSMHP will not reach its goals. It would be useful for LSMHP to develop monitoring tools so that they themselves can monitor progress and identify contingencies where they are required.