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close this bookSustainable Development and Persons with Disabilities: The Process of Self-Empowerment (ADF, 1995, 117 p.)
View the document(introduction...)
View the documentAbout the author
View the documentForeword
View the documentForeword
View the documentAbbreviations
View the documentSources and acknowledgements
close this folderSection I: Understanding and perception
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close this folderChapter 1: Introduction
View the documentObjectives of this guide
View the documentWho may use the guide
View the documentLanguage and liberation
View the documentDebate and discussion must continue
View the documentChapter 2: An integrated approach to sustainable development for persons with disability
close this folderChapter 3: The enabling environment: SAPs, development and disability
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View the documentAction guidelines
View the documentAppendix 1: Structural adjustment programme (SAP) - The experience of Zambia
close this folderChapter 4: Community-based rehabilitation
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View the documentPractices in relation to the PWDs
View the documentWhat is CBR?
View the documentCase studies
View the documentA general assessment of CBR: Possibilities and limitations
View the documentAction guidelines
close this folderSection II: Building economic self-reliance
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close this folderChapter 5: Building economic self-reliance
View the documentThe importance of self-reliance
View the documentEmployment options for PWDs
View the documentGroup versus individually designed and managed IGPs
View the documentIGPs at the crossroads of gender and class
View the documentAction guidelines
close this folderChapter 6: Income generating project planning
View the documentThe importance of planning
View the documentThe experience of a clothing manufacturing project run by a PWD organisation
View the documentOther lessons to learn from other experiences
View the documentRecommendations of the entebbe workshop
View the documentWhat is involved in successful planning
View the documentWhat kind of information is needed for planning?
View the documentWhat do we do with all this information?
View the documentAction guidelines
close this folderChapter 7: Implementation and resource mobilisation
View the document(introduction...)
View the documentSustainability
View the documentResource mobilisation
View the documentRunning an enterprise
View the documentSome case studies of projects run by PWDs
View the documentAction guidelines
View the documentAppendix 1: Revolving loan scheme (RLS)
View the documentAppendix 2: The Entebbe workshop resolution con RLS
close this folderChapter 8: Monitoring and evaluation: Measuring the success of IGPs
View the document(introduction...)
View the documentMonitoring
View the documentEvaluation
View the documentMethodology of monitoring and evaluation
View the documentAction guidelines
close this folderChapter 9: Capacity building: Skills training and institution building
View the document(introduction...)
View the documentEmpowerment
View the documentThe pedagogy of disability training
View the documentWomen with disabilities and capacity building for IGPs
View the documentAction guidelines
close this folderSection III: Lobbying, networking and building alliances
View the document(introduction...)
close this folderChapter 10: Strategies for lobbying, networking and building alliances
View the documentPWDs are their own principal change agents
View the documentLobbying, advocacy and networking
View the documentBroad alliances
View the documentAction guidelines
close this folderNotes and references
View the document(introduction...)
View the documentADF board of directors

Action guidelines

A. For Persons with Disability

· To succeed in business, there is no substitute for hard work. If members in a cooperative IGP are not prepared to work hard, it is best they do not start business at all.

· In starting to put a project on the ground, PWDs must start with their own resources first. They must first risk their own assets before they call on the assets of others.

· They must learn from the experience of the tontines, the Biika Weguze and burial societies.

· They must start projects modestly, and then build upwards, rather than start big and then fall.

· Whether it is an individual or a group project, a team spirit is essential for success. In a cooperative it is the team spirit of its members. In an individual enterprise, it is the team spirit of its workers that the manager has to induce. All production is social; there is no individual in society who can produce on his or her own.

· They must not confuse between money and capital. Often enterprises fail because they use up the capital for purposes of consumption (beer parties, expensive clothes, houses and cars, etc.) rather than for production.

· Production is a function of the application of "real resources," such as land, labour and enterprise. No matter how much money we have, if the 11 real resources" are not wisely used in production, money cannot save the situation.

· Credit or revolving loan schemes are an innovative way of raising collective funds. But they are not "free riding" public transport to success. Unless there is commitment on the part of the members to return loaned money back into the pool, the schemes cannot be sustained.

B. For IGOs and NGOs working with PWDs

· IGOs and (NGOs) are generally only providers of money-capital. But that is not enough. They should facilitate the putting of the projects on the ground during the implementation stage by closely monitoring difficulties that could arise during this phase.

· Providing for training in management skills is often a better investment than capital put into purely purchasing equipment, raw materials and consultancy.

· Putting money into a Credit Scheme is a good idea, provided the scheme is well managed either by the PWDs themselves, or by a commercial bank or some other responsible and accountable institution.

Some issues fur Further Discussion

What explains the "Donor Dependency Syndrome" (DDS) among some groups engaged in IGPs?

A related question: How do enterprises in the "informal sector," burial societies, tontines and the Biika Weguze survive without depending on donors?

Are good managers "born" as such, or can they be created through training and experience?

Why is "money" not a resource? What is the difference between "money 11 and "capital"?

Is the Entebbe recommendation on the "revolving loan scheme" (see Appendix) realistic?