 | Sustainable Development and Persons with Disabilities: The Process of Self-Empowerment (ADF, 1995, 117 p.) |
 |  | (introduction...) |
| | About the author |
| | Foreword |
| | Foreword |
| | Abbreviations |
| | Sources and acknowledgements |
|  | Section I: Understanding and perception |
| | (introduction...) |
| | Chapter 1: Introduction |
| | Objectives of this guide |
| | Who may use the guide |
| | Language and liberation |
| | Debate and discussion must continue |
| | Chapter 2: An integrated approach to sustainable development for persons with disability |
| | Chapter 3: The enabling environment: SAPs, development and disability |
| | (introduction...) |
| | Action guidelines |
| | Appendix 1: Structural adjustment programme (SAP) - The experience of Zambia |
| | Chapter 4: Community-based rehabilitation |
| | (introduction...) |
| | Practices in relation to the PWDs |
| | What is CBR? |
| | Case studies |
| | A general assessment of CBR: Possibilities and limitations |
| | Action guidelines |
| | Section II: Building economic self-reliance |
| | (introduction...) |
| | Chapter 5: Building economic self-reliance |
| | The importance of self-reliance |
| | Employment options for PWDs |
| | Group versus individually designed and managed IGPs |
| | IGPs at the crossroads of gender and class |
| | Action guidelines |
| | Chapter 6: Income generating project planning |
| | The importance of planning |
| | The experience of a clothing manufacturing project run by a PWD organisation |
| | Other lessons to learn from other experiences |
| | Recommendations of the entebbe workshop |
| | What is involved in successful planning |
| | What kind of information is needed for planning? |
| | What do we do with all this information? |
| | Action guidelines |
| | Chapter 7: Implementation and resource mobilisation |
| | (introduction...) |
| | Sustainability |
| | Resource mobilisation |
| | Running an enterprise |
| | Some case studies of projects run by PWDs |
| | Action guidelines |
| | Appendix 1: Revolving loan scheme (RLS) |
| | Appendix 2: The Entebbe workshop resolution con RLS |
| | Chapter 8: Monitoring and evaluation: Measuring the success of IGPs |
| | (introduction...) |
| | Monitoring |
| | Evaluation |
| | Methodology of monitoring and evaluation |
| | Action guidelines |
| | Chapter 9: Capacity building: Skills training and institution building |
| | (introduction...) |
| | Empowerment |
| | The pedagogy of disability training |
| | Women with disabilities and capacity building for IGPs |
| | Action guidelines |
| | Section III: Lobbying, networking and building alliances |
| | (introduction...) |
| | Chapter 10: Strategies for lobbying, networking and building alliances |
| | PWDs are their own principal change agents |
| | Lobbying, advocacy and networking |
| | Broad alliances |
| | Action guidelines |
| | Notes and references |
| | (introduction...) |
| | ADF board of directors |
What is involved in successful planning
This depends on the kind of project one is embarking upon. Naturally, a large enterprise like the clothing factory discussed above requires a very different level of planning than a small one like a bakery. One cannot generalise.
Secondly, it is important not to present "planning" as some special activity that only "experts" can do. If it were presented in this light then PWDs (like other marginalised people) would forever be disempowered. They would never feel confident enough to embark on a project without having experts rule their lives. For sure, there are aspects of planning that require a certain amount of professional "expertise," especially for large projects.
The carrying out of a proper feasibility or market study is an example. Another is a technical evaluation of equipment before actually purchasing it. However, the important thing is not to be intimidated by the "experts."
Planning is not something that experts do. The experts may have knowledge about certain aspects of the enterprise (such as the technical, the financial or the marketing aspect), but they do not know all. For example, they would not know the human dimension of the enterprise. And this, when you are dealing with a group of disabled people or a situation that demands a certain degree of human sensitiveness, is an extremely important dimension. "Experts," especially those who deal with the financial and technical matters (as against those who deal with "labour" issues), are often insensitive to the human aspect. PLANNING IS NOT A SCIENCE. It has to deal with the human aspect just as much as with the technical.
So "experts" should not plan alone. It is only the owner/manager of the enterprise who has finally to put all things together after the "experts" have carried out their analysis and presented their reports. At the end of the day, if things go wrong, you as owner or manager are responsible, not the "experts."
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