THT was created in 2004 by persons with disabilities and registered in 2009 with the Rwanda Governance Board. THT is the only organization in Rwanda using culture to advocate for the rights of persons with disabilities. This model has proved very successful; THT is often invited to perform at sensitization events and the performances help to draw people to community events. Although well known and well regarded THT is not yet capitalizing on this. It usually only receives a contribution towards costs for performances but does not make any income from performances performed at events organised by other institutions. The membership of 86 persons with disabilities (49 female and 37 male) are t... read more THT was created in 2004 by persons with disabilities and registered in 2009 with the Rwanda Governance Board. THT is the only organization in Rwanda using culture to advocate for the rights of persons with disabilities. This model has proved very successful; THT is often invited to perform at sensitization events and the performances help to draw people to community events. Although well known and well regarded THT is not yet capitalizing on this. It usually only receives a contribution towards costs for performances but does not make any income from performances performed at events organised by other institutions. The membership of 86 persons with disabilities (49 female and 37 male) are talented and experienced in delivering advocacy messages though drama in rural settings and represent people with a range of disability types, although they are primarily based in Kigali. The membership is largely uneducated and therefore communication with membership can be a challenge. Through a new partnership with VSO Rwanda, THT has employed two full time staff, has moved into new office premises and has formalized organisational policies and procedures. As THT develops into a more formalized organization with paid staff and partner reporting requirements it will be important for them to maintain the strong culture of volunteerism and their links to the grassroots. Through NUDOR, THT provides input on a variety of advocacy campaigns and efforts to mainstream disability in new and existing government programmes Vision: A society where persons with disabilities are recognized as talented, capable and equal and where no Rwandan sees disability as inability. Mission: Using theatre and the power of culture to advocate for the realization of the rights and social inclusion of persons with disability. By the end of the strategy period, THT will seek to become a dynamic, pro-active, innovative and inclusive DPO, playing a key and constructive role in building a strong, vibrant and independent civil society, in democratic, peaceful and equitable Rwanda. THT will primarily strive to enhance the performance and ability of its members groups to deliver high-impact, cost-effective, and innovative programs in order to bring about equitable and sustainable socio-economic development in Rwanda. The institution will work towards realizing this by facilitating capacity building and learning within the disability network to improve efficiency of services being rendered, promote cooperation and synergy between members and also with wider civil society. During the strategy period, THT will seek to achieve the following: 1. Consolidate THT's position as a representative, dynamic, and credible DPO in Rwanda. 2. Support THT members to deliver effective and relevant and sustainable services in a participatory way. 3. Maintain a dynamic relationship with the state, government and other stakeholders 4. Ensure effective internal communication within the disability networks improved and links between THT members. THT will work towards realizing its vision and mission by facilitating capacity-building and learning with its grass root network, by promoting cooperation and synergy between members, by promoting defending members interests and by increasing the membership of the organization. In order to achieve these, the institution will step up its performance enhancement role and will need to allocate most of its human, intellectual and financial resources. It will also advocate for an enabling policy environment for its members (recognition and representation roles), by productively utilizing the skills and resources within its membership network (cooperation-building, alliance-building, network and coordination roles), and by facilitating and obtaining required resources from outside the membership network. Implementing the above will however require a lot of strengthening of the institution in order for it to perform these tasks effectively. The strengthening will include building further, the capacity of THT; the secretariat as well as the membership. An overall institutional development of THT including improving the financial situation, development of the human resource base and strengthening the support function to member organizations will be undertaken. In order to effectively carry out this role, THT will need to improve its own capacity to better support its members through a process of institutional development, as well as ensure availability of financial resources in a sustainable manner. As the key institution for the implementation of the strategy, THT will need to critically review its program areas of its operations. Key among these is the need to build the capacity necessary for providing adequate and effective support to its members at grass root levels. For the realization of the strategic objectives, THT will strive to move away from its very narrow resource base and expand its financial potentials. Thus the development and implementation of a well thought out financial sustainability strategy will be a key task in the implementation of the strategy. This strategy will therefore build on and expand on current finance strategies such as use of the existing THT facilities for organizational sustainabilities.etc. A monitoring and evaluation system will enhance the establishment of effective systems and procedures to guide the implementation, monitoring and evaluation of the strategic plan. The M & E system will address determination of progress in the implementation of planned activities and production of outputs, systematic provision of information to stakeholders to enhanced continuous revision of design and implementation of the strategy and measurement of the outcome and impact of activities, factors associated with outcomes and lessons learnt. Reporting on strategy implementation will involve compilation of quarterly, half yearly and annual progress reports as well as annual review of strategy implementation by the general membership.
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