STRATEGIC PLAN 2017 – 2021
TABLE OF CONTENTS
A barrier free & inclusive society where all human rights & capabilities of all persons with disabilities are recognized, developed & respected.
To be a leading disability advocate that strives for a barrier free, rights based and inclusive society for all persons with disabilities.
Believing that all persons with disabilities, regardless of their differences in age,gender,cultural background,religious affiliation,geographical location,sexuality,types or degree of disability, FDPF embraces the following values:
The principles of FDPF are the same as those articulated in the United Nations Convention on the Rights of Persons with Disabilities (CRPD):
The organization was originally established in the late 1970s’ by a group persons with disabilities. Originally known as Fiji Paraplegic Organization. Focusing on sports & advocacy. In 1984 it formally became known as the Fiji Disabled Peoples Association. Since, the organization now known as FDPF continues to be the voice for persons with disabilities in Fiji (recognize national, regional and international, establish network) with four affiliates focusing on specific forms of disability blind, visually impaired, deaf/hard of hearing, psychosocial & spinal injury/physically impaired. Further to this there are 16 branches, established in Viti Levu, Vanua Levu, Taveuni and Ovalau. The core function of the organization its affiliates and branches is to provide awareness & advocacy to and for persons with disabilities living with disabilities in Fiji.
The governance & operations of the organization its affiliates & branches are mainly persons with disabilities. The commitment of this individual is to realize the vision & mission of the organization using national, regional, & international framework & instrument involving partners towards improving the life of persons with disabilities in Fiji.
The strategic plan over the next five years provides key thematic areas towards a rights based approach for a barrier free society for persons with disabilities in Fiji.
The Fiji Disabled Peoples Federation is a registered charitable organization that recognises the Universal Declaration of Human Rights,adopts the Convention on the Rights of Persons with Disabilities, and affirms other international, regional and national policies and frameworks relating to persons with disabilities. FDPF has a governing body that coordinates and supports programmes and activities for its Affiliates and StandingCommittees through its secretariat based in Suva. These affiliates are:
The following are the branches of FDPF:
– Tailevu North Disabled Peoples Organisation
– Tailevu South Disabled Peoples Organisation
– Rewa Disabled Peoples Organisation
– Naitasiri North Disabled Peoples Organisation
– Naitasiri South Disabled Peoples Organisation
– Serua Unity Disabled Peoples Organisation
Ovalau Disabled Peoples Organisation
– Vuya Disabled Peoples Organisation (Bua)
– Nasavusavu Disabled Peoples Organisation
– Buca Bay Disabled Peoples Organisation
– Labasa Disabled Peoples Organisation
– Taveuni Disabled Peoples Organisation
– Ba, Disabled Peoples Organisation
– Ra, Disabled Peoples Organisation
– Tavua Disabled Peoples Organisation
– Lautoka/Yasawa Disabled Peoples Organisation
– Nadi Disabled Peoples Organisation
– Nadroga/Navosa Disabled Peoples Organisation
There are two Standing Committees on Women and Youth which involve women and youth with disabilities from FDPF and its affiliated organisations.
Note – Insert organizational structure
Our strategic directions for the next five years will focus on four key result areas which we consider necessary at this level. These are listed as follows:
1.1 Media and publicity:
1.3Ending violence against persons with disabilities:
2.1Inclusion of persons with disabilities in the formal and informal sector of education and employment:
3.1Documentations and capacity development:
3.2Office Operation/Assets/ Database:
3.3Branch and affiliate support:
3.4Networking, alliance building, regional/international affiliation:
3.5Funding for FDPF
4.1 Budget allocation:
4.2 CRPD ratification:
4.3 Services to persons with disabilities – access to justice
4.4 Disability Inclusive Development:
This strategic plan outlines the strategic directions for FDPF for the next five years. It is broken down into key result areas which outline the goals that FDPF intends to achieve through targeted strategies identified.
All Branches will be required to develop an Annual Plan and budget focusing on these strategic directions and aligning toFDPF annual work plan. This annual plan will consist of the tasks that the Branch intends to carry out throughout the year.
The management staff through the Office Manager will be required to develop annual work plans and associated budget relating to the implementation of this strategic plan to be approved by the FDPF Board.
Performance measurement is the process for collecting and reporting information regarding the performance of the strategic plan. It can involve looking at process/strategies in place, as well as whether outcomes are in line with what was intended or should have been achieved. There are four key reasons for measuring performance:
FDPF has a strong commitment to monitoring and evaluation. It will therefore develop a process for monitoring & evaluation that it believes to be the most relevant, efficient and useful model for the organisation. FDPF understands that the basis of monitoring & evaluation is good management practices which enable self-evaluation as a regular activity. To this end, FDPF will include sessions on monitoring and evaluation in the training programmes it will provide for its affiliates and branches.Below is an overview of our approach to monitoring and evaluation.
On-going performance measurement
Monitoring is “a continuing function that uses systematic collection and analysis of information on specified indicators to provide management and the main stakeholders, of an ongoing development intervention, with indications of the extent of progress and achievement of objectives and an understanding of progress in the use of allocated funds” (DFAT Guidance for “Activity-level Monitoring & Evaluation”).
An annual reporting structure and templates will bedeveloped to capture and report meaningful information on our activities and outcomes and provide regular feedback to staff,Board,affiliates and branches. The process culminates in an annual reflection to ensure that analysis of lessons learnt and achievements can be captured and incorporated into subsequent plans. It also allows for engagement of key stakeholders in understanding what has and has not been achieved and why.
The risk management framework is to assist FDPF to consider those issues which may affect the successful implementation of this strategic plan. The FDPF, at this stage, has identified the following key challenges that may face the organisation during the implementation period:
|Risk Management strategy||Responsible|
|PDF does not represent DPOs & members fairly and partnerships are weak||PDF lacking credibility and recognition||Low||National DPOs and members have a voice in the decision-making process of PDF||Board|
|Donor contracting processes may cause delays in funding allocation limiting ability to implement programmes||Delay in the implementation of projects and activities||Medium||Ensure necessary documentation are submitted early
|PDF gets involved with activities that are the work of the national DPOs (taking over what members should be doing)||PDF core business not pursued and confusion on the role of PDF and its members||Low||Clarification with national DPOs roles & responsibilities
|Board, Chairpersons of member DPOs|
|Political instability affects DPO’s ability to do activities||Disability issues given low attention due to competing priorities||Low||PDF to advocate at appropriate regional & international forums on the concerns of national DPOs||Board, Chairpersons of member DPOs|
|Women and youth with disabilities in the Pacific remain marginalised and without a voice||PDF not realizing its vision||Low||PDF to support national DPOs to include women and youth with disabilities in leadership positions.||Board, PDF Women and Youth Committees|
|Misappropriation of DPO development funds||PDF losing credibility, respect and trust of its donors||Low||Strengthen project management of DPOs, Maintain effective financial monitoring and auditing processes||DPO Fund Committee, Boards of DPOs|