1 Norwegian Lutheran Mission Project document SCD- Strengthening Children with Disabilities’ Development 2020-2024 Mongolia 2019
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Norwegian Lutheran Mission
Project document
SCD- Strengthening Children with Disabilities’ Development
2020-2024
Mongolia
2019
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1. Forewords
The NLM-M has been successfully implementing the pre-project on “Children with disabilities
Development”, in Bayan-Ulgii and Khovdaimags in 2018-2019.The project has been
implemented under the "Memorandum of Understanding" with the Ministry of Labour and
Social Protection and "Cooperation Agreement" with the Aimag Governors of target aimags.
Despite the better legal environment on ensuring the rights, promoting the social participation
and improving the protection of persons with disabilities in Mongolia, its enforcement is not
sufficiently in the local areas among community members. The project has been developing the
long-term project document for 2020-2024 through defining current issues, including the
identification of the problems of children with disabilities and addressing them together with key
local partners and stakeholders.
As a part of the intervention and inter-sectoral collaboration, the project is planning to implement
a wide range of activities aimed at eliminating all the barriers to inclusion for children with
disabilities, so that they can enjoy the same rights as others. By the end of the project period, we
believe that the target aimags, Bayan-Ulgii and Khovd, will have reached a model-level of
achievement on ensuring the rights of children with disabilities in Mongolia.
Thank you everyone who has contributed to the design and development of the project
document, I would especially like to express my gratitude to the members of the working group.
N.Sosorbaram, Leader of the SCD pre-project
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Table of Contents
1. Forewords ........................................................................................................................... 2
2. Executive summary ............................................................................................................. 5
3. Planning process ................................................................................................................. 6
3.1 NLM’s project history in Mongolia....................................................................................... 6
3.2 Baseline study ........................................................................................................................ 7
3.3 Planning process .................................................................................................................... 7
3.4 Local ownership .................................................................................................................... 9
3.5NLM’s added value .............................................................................................................. 10
4. Situation analysis .............................................................................................................. 10
4.1 The project context .............................................................................................................. 10
4.2 The main challenges in the area .......................................................................................... 11
4.3 The specific challenges the project will address ................................................................. 14
4.4 The existing initiatives, resources, services ......................................................................... 15
4.4.1 Legal acts in Mongolia relating to persons with disabilities: ....................................... 15
4.4.2 Governmental organizations ......................................................................................... 16
4.4.3 Local NGOs .................................................................................................................. 17
4.4.4 International organizations ............................................................................................ 18
5. Theory of change .............................................................................................................. 19
6. Target group ...................................................................................................................... 21
7. Development goal and project objectives ......................................................................... 22
7.1 Development goal ................................................................................................................ 22
7.2 Project objectives ................................................................................................................. 22
8. Expected results ................................................................................................................ 23
9. Strategies ........................................................................................................................... 24
9.1 General ................................................................................................................................. 24
9.2 Participation and local ownership ........................................................................................ 26
9.3 Cooperation with national and local authorities .................................................................. 28
9.4 To strengthen vulnerable groups and gender equity ............................................................ 29
10. Project activity plan for the whole project period ......................................................... 29
11. Possible unintended results and consequences of the project ....................................... 34
12. Risk analysis .................................................................................................................. 35
13. Partnership relations, organization and management .................................................... 38
13.1 Partners role ....................................................................................................................... 38
13.1.1Main partners and their responsibilities ....................................................................... 39
13.1.2 Other important stakeholders and their responsibilities .............................................. 40
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13.2 Organizational structure of the project .............................................................................. 41
13.3 Decision-making process ................................................................................................... 42
13.4 Financial responsibilities ................................................................................................... 42
13.5 Manpower plan .................................................................................................................. 44
14. Sustainability and time frame ........................................................................................ 47
14.1 Sustainability ..................................................................................................................... 47
14.1.1 Enhancement of Local ownership ............................................................................... 48
14.1.2 Impact of the legal system .......................................................................................... 48
14.1.3 Empowering the Organizations ................................................................................... 48
14.2. Project time frame and phase out plan .............................................................................. 49
15. Monitoring plan ............................................................................................................. 50
15.1 Monitoring and evaluation................................................................................................. 50
15.1.1 Monitoring .................................................................................................................. 50
15.1.2 Evaluation ................................................................................................................... 51
16. Resource input and budget ............................................................................................ 52
16.1 Needs for investments in infrastructure, equipment etc. ................................................... 52
16.2 General plan for financing the running costs ..................................................................... 52
16.3 Budgets for the whole project period ................................................................................ 53
17. Appendix ....................................................................................................................... 53
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2. Executive summary
Project name: Strengthening Children with disabilities’ Development (SCD)
Project goal: Children with disabilities’ life condition is improved and their rights are
respected and protected.
Target area: Bayan-Ulgii, Khovd
Time frame: 2020-2024
Total budget frame: MNT 3,976,917,144
Target group:
The target groups of the SCD project are:
1. Children(0-18) with disabilities in target areas
2. Association of Parents with Different-Abled children (APDC)
a) Parents of children with disabilities
b) Leaders, officials, workers and members of Association of Parents with Different-
Abled children
3. Authorities and officials, who work with children with disabilities and who provide
public service
Main partners:
Association of Parents with Different-Abled Children (APDC)
Ministry of Labour and Social Protection
Aimag Governor’s Office
Local commission on Health, Education and Social protection for children with
disabilities
Other partners/stakeholders:
Disabled People’s Association
Department of Investment and Development Policy and Planning of the Governor's office
Aimag Education, Culture and Art Department
Aimag Health Department
Aimag Labour and Social Welfare Department
Aimag’s Family, Child and Youth Development Department
Project objectives:
The Association of Parents with Different-Abled children is a stronger actor for Children
with disabilities’ rights.
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Improved accessibility for children with disabilities to equally benefit from social
services.
The aimag government increasingly takes responsibility for Children with disabilities’
rights.
3. Planning process
3.1 NLM’s project history in Mongolia
NLM has since 1994 in cooperation with national and local authorities implemented
severaldevelopment projects in Mongolia. The projects implemented are Selenge Development
Project (1995-2008), Wool Processing and Marketing Project (2001-2008), Child and Family
Strengthening Project (1998-2008) and Health Development Project (1998-2008). All the
projects were implemented successfully in the northern parts of Mongolia in Selenge and
Darkhan-Uulaimags as well as in Ulaanbaatar. The Cooperative Union and its Tsagaan Alt wool
shop in Ulaanbaatar are sustainable results from Wool Processing and Marketing Project, and the
sustained decrease of child mortality in the target areas after Health Development Project, have
been especially mentioned by the Mongolian authorities as very good results. After this, the
national authorities asked NLM to start projects in western part of Mongolia because the needs
of health and social development seemed to be even higher there. So from 2008 NLM moved its
regional office from Darkhan in north to Khovd in west. NLM then implemented two effective
projects in western Mongolia.
The Strengthening Primary Health care project (SPH) was implemented from 2008 to 2017 by
two phases. It was highlighted during the final evaluation of SPH2 that “Aimag health
departments studied the evaluation methodology at all levels and developed evaluation indicators
and tools, organized monitoring and evaluation by teams and provided assistance at sites and
improved the primary health care service environment”.
The most important lessons learned from SPH2 project was that the local ownership and
participation is vital for project sustainability.In addition, the determination of theproject’s needs
or activities should be decided at grass root level.
The Strengthening Children’s Rights project (SCR) was implemented from 2009 until the end of
2018 by two phases. The SCR2 project was ended by leaving a legacy of bringing significant
changes and impact into lives of Mongolian children from herdsmen families who spend 9
months of a year in school dormitories across the country. The concepts of the SCR2 project
initiated and piloted Child Protection Regulation.Thesearereflected in the National Child
Protection Policy at Educational Settings, and in the Child Abuse Prevention Program approved
by the Ministry of Education, effective since 1 September 2018 in all school dormitories
nationwide.
An important lesson learned from the SCR project was that NLM-Mongolia cooperated with
both national and local authorities to implement the project. As a result, thelocal best experiences
were reflected in national policies. This also contributed to ensure the sustainability of the
project outcomes. SCR cooperated with local officials and hired local staff to run the activities.
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Another lesson learned from this project is that the strengthening and capacity building of the
staff during the project period, isa crucial factor in ensuring sustainability.The trained local staff
have continued to take responsibilities to conduct activities even after the project phased out.
NLМ-Mongolia opened its branch in Bayan-Ulgiiaimag in 2015 and the head office moved to
Khovdaimag.Now the country director of NLM-M is living in Khovdaimag.
Starting from January 1st of 2018, a pre-project for the development of children with disabilities
is being implemented in both Khovd and Bayan-Ulgii. The pilot census to create a national
database of people with disabilities is being implemented in the project target twoaimags with
the direct involvement of the pre-project, and with close cooperation with both the Ministry of
Labour and Social Protection and the National Statistical Office. In this regard, the national
census will be carried out based on improvement of pilot census findings and results.
3.2Baseline study
At the very beginning of the project, the project team will conduct a baseline study in selected
soums of the target aimags, before any interventions start. The indicators defined at the
monitoring system (see Annex 1) would help to design the questionnaires. This will include
questionnaires from children or their parents, community members and authorities and focus
group interviews. The findings of the baseline study will include the knowledge and awareness
of the target groups.
There were several surveys conducted within the pre-project, in order to get clear data onchildren
with disabilities and their situations. The findings will be used as baseline data in the project,
especially the numbers of children and their family members with the segregation of gender. The
baseline data also helps to evaluate the project outcomes and objectives as they are determining
the level of effect. That means that the midterm and final evaluation of the project also requires
that we use the same questions asked during the baseline study.
3.3Planning process
NLM-Mongolia had recently successfully implemented two projects; the Strengthening Primary
Health care project until 2017, and the Strengthening Children’s Rights project until 2018. Both
of these projects lasted for 10 years, respectively in Bayan-Ulgii and Khovd aimags. The last
years of these projects, the national staff and partners at government institutions were asked for
ideas and suggestions for future work in western Mongolia. The children with disabilities were
identified as the most urgent issue and there was no data or information on this group of people.
Therefore, NLM-Mongolia appointed the working group consisting of 4 people, both national
staff and expats. Their task was to develop the pre-project document, focusing on improving the
condition of children with disabilities in Khovd and Bayan-Ulgiiaimags.
The pre-project collected required information for the long-term project planning from the
beginning of its implementation. At the national level, weintroducedwiththe policies and
directions of Ministry of Labour and Social Protection for children with disabilities, and the
functions of national Commission on Health, Education and Social Protection for Children with
Disabilities. In addition to this, a number of meetings were held to identify the areas of
cooperation between project and main partners. Also, some meetings, joint meetings and
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trainings were organized by the project. The participants were local authorities and governmental
and non-governmental organizations working for children with disabilities. This was aimed to
introduce with their activities, to map executing initiatives and also to identify their role in the
new project. As a result of these activities, needed information is available for new project
planning.
The pre-project focused on to let the key stakeholders know that the role of the local participants
in designing and processing a long-term project is important. This is also a part of the main
strategy of the pre-project, as well as strengthening cooperation between the project and both
local and national level partners at the very beginning of theproject. The provisions on their role
in the long-term project planning were included in the agreements on cooperation with the
Ministry of Labour and Social Protection at the national level, and with Aimag Governors at
local level. The project’s Steering Committees have been established in the local aimags, and its
members’ role and participation in the long-term project planning was reflected in the Steering
Committees working guideline.
A working group on the long-term projects planning, which consists of 7-8 members and is led
by the head of Social Policy department, was established in Bayan-Ulgii and Khovdaimags. The
working group members submitted their proposals to the project documents and discussed their
respective roles and responsibilities. The working group of Bayan-Ulgii had meetings4 times and
the working group of Khovdaimag met 3 times.
Table 1: Members of the working groups, responsibleto develop long-term project
documentation
Bayan-Ulgiiaimag
# Name Position
1 H.Bekjan Head of Social Policy Department in Aimag governor’s office
2 B.Nurbekh Officer of Social Policy Department in Aimag governor’s office
3 K.Bibigul Officer of Family, Child and Youth Development Department
4 K.Ayaujan Doctor of Aimag General Hospital
5 O.Ailanish Officer of Labour and Social Welfare Department
6 D.Kunai Officer of Aimag Health Department
7 T.Erlan Leader of Association of Parents with Different-Abled Children in BU
8 U.Botagoz Officer of Aimag Education, Culture and Art Department
Khovdaimag
Name Position
1 B.Gantumur Head of Social Policy Department in Aimag governor’s office
2 N.Byambakhuu Officer of Labour and Social Welfare Department
3 A.Bayarmaa Coordinator of Association of Parents with Different-Abled Children
4 E.Bat-Erdene Officer of Aimag Education, Culture and Art Department
5 Ts.Gerelt-Od Doctor of Regional Diagnostic and Treatment Center
6 D.Byambasuren Officer of Social Policy Department in Aimag governor’s office
7 Ts.Delger Officer of Family, Child and Youth Development Department
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The pre-project staff received the working groups’ proposal and findings collected during the
surveys, and then they worked on the long-term project document together with main partners
according to the new project document check list.
In January 2019, a concept note and budget for the long-term project was presented to the NLM-
Mongolia board and the project document was discussed at the Annual General meeting in April.
Both documents were agreed on, and they were then sent to NLM-Norway. After getting
comments from NLM-Norway, the documents were adjusted, as well as taken into consideration
in this long-term project document.
3.4Local ownership
To strengthen the project’s sustainability, mainstreaming local ownership from the beginning of
the planning process is very important. The pre-project was aiming to empower local authorities,
civil society, parents of children with disabilities andthe community members on project cycle
management and the rights of the children with disabilities.
The SCD pre-project started the negotiation with local partners to implement the project and
develop the long-term project documents. An agreement with the Ministry of Labour and Social
Protection and targeted two governors in the target aimags were also established. These
establishments and agreements will be kept in the long-term project implementation.
The collaboration with both the national and local Association of Parents with Different-Abled
Children was a great help to ensure that the SCD team and other governmental partners had have
common understanding of the rights of the children with disabilities, and the situation of the
families with children with disabilities. Due to this, we are more likely to ensure thatthedirection
of the long term project is on track.
During the pre-project implementation, the project mostly focused on the local branches of
Association of Parents with Different-Abled Children, since those were the onlyorganization
working to address theissues of children with disabilities at local level. The competence or
capability of local branches of Association of Parents with Different-Abled Children (APDC)
and its Child development centers are weak at the moment. But their willingness and effort are
comparatively high. Thus, this organization can function as implementing partner of the project
and a cooperation contract between NLM-Mongolia and APDC will be established to implement
the project effectively.
From the discussion, meeting and observation with APDC and other partners, it shos that it will
be important to focus on empowering of human resource and advocacy/ lobby activities of local
branches of Association of Parents with Different-Abled Children. To ensure local ownership, it
will also be important to ensure that they will be responsible for implementing many of the
activities.
The project will not be able to provide material help, but capacity building will be offered. To be
able to influence on a national level, it will be very important with a strong parent’s association
raising their voices.
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During the pre-project, partners have been involved in all project activities such as developing
baseline survey methodologies and questionnaires, data collection, situational assessments and
submitting project documentation. Local government initiated and established a working group
(see Table 1) on the planning of the project. The working groups in the two target aimags have
conducted several meetings together with SCD staff to determine the goals and objectives and to
plan the activities after defining the needs. The project planning meetings also included other
members from the Association of Parents with Different-Abled Children (APDC) as representing
parents of children with disabilities in the aimag level and their respective experience and
knowledge was prioritized.
The need for addressing the attitudinal barriers among the community, parents and governmental
officials toward ensuring the right of children with disabilities was the main conclusions of all
partners.
3.5 NLM’s added value
NLM has been engaged in development projects in Mongolia for many years and has become a
recognized and respected development actor in the country with a large network. The
organization is listened to and invited to participate in policy work and similar events on national
level. This has facilitated the projects’ advocacy work and their ability to get support and
approval of issues rose. When NLM is involved, the authorities see it as a sign of quality. NLM’s
reputation and acknowledgment has also made it easier for the projects to focus on capacity and
competence building instead of infrastructure, and to address sensitive issues. This will be an
advantage also for the SCD project.
4. Situation analysis
4.1 Theproject context
The target area of the project will be Bayan Ulgii and Khovd aimags, where other NLM-
M/Norad supported projects are already implementing.
Khovd and Bayan-Ulgii aimags are located in the western part of Mongolia. Khovd is 1487 km
away from the capital Ulaanbaatar and Bayan-Ulgii is 1709km from Ulaanbaatar.
Table 2: Administrative and territorial units of target aimags, population on rural/urban,
remoteness
Aimag Territory
(thousand
km2)
Soum Bagh Population
density
(per 1km2)
Percentage
on urban
and rural
Remoteness
Ulaanbaatar-
aimag,
Aimag-soum (km)
Bayan-Ulgii 45.8 13 86 2.2 35.8/64.2 1709/ 400
Khovd 76.1 17 91 1.1 33.8/66.2 1487/480
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Most of the population in the western aimags lives in remote areas from aimag and soum centers.
According to the survey the pre-project conducted, 45 percentages of all children with
disabilities in Khovd and Bayan-Ulgii live in nomadic families.
The population density is higher in Bayan-Ulgii than in Khovd.
Table 3: Population 2018.031
Aimag Total
population
Birth
(per
1000)2
Averagelife
expectancy
People/children
with disability
Unemployment
(by gender)
Men Women
Bayan-Ulgii 102,604 28.7 73.12 4608/ 557 9.7% 17.8%
Khovd 86,376 25.5 72.63 2724/491 6% 9.1%
93% of the total population of Bayan-Ulgii aimag are Kazakh and have Kazakh as their first
language, while the rest of the population includes Durvud, Uriankhai, who speaks Mongolian
and the Tuvan people, who speaks Tuvan but mostly Mongolian. In two soums in Khovd aimag,
they teach in Kazakh in primary school. People from 22 ethnic groups lives in Khovd aimag.
Unemployment rate is higher in these aimags; poverty headcount3is 40.9% in Khovd, which is
1.5 times more than other regions and 24.3% in Bayan-Ulgii, which is a little less than the
national average.
There is no railroad in the aimags, though domestic airlines are flying to all five western aimags.
Recent years, frequencies of air service to the western aimags have been increased. But the
airplane cost is very expensive4 and families with children with disabilities have challenges in
covering expenses in order to go to Ulaanbaatar for health diagnosis, treatment and other
services. Road and infrastructure is still not good and there are both high and hilly mountains on
the way, making the drive to Ulaanbaatar take 2-3 days. Tarmac roads between Ulaanbaatar and
the target aimags have already started being built, but are still not finished.
Mongolia is ranked as number 92 (2018 of the countries in the world based on Human
Developing Index5 (HDI) and is a medium developed country 0.741/1 (HDI 2017 was 0,741
compared to world average 1)6. Because of the inequality within the country the situation for the
rural population is much worse than the average figures indicate, and the difference between
urban and rural areas is increasing. The HDI is lower in the western region compared to other
regions as well as national level.
4.2 The main challenges in the area
1www.1212.mn 2Mongolian statistical yearbook 2018, National Statistical Office of Mongolia 3The poverty head count is the share of the population whose consumption is below the poverty line. Poverty line is 166,580MNT as of the end of 2018 defined by National Statistical Office of Mongolia 4Air ticket cost is around 700000MNT (equal to monthly civil servant salary in local ) 5 HDI= (life expectancy+education+Gross National Income (GNI)/3 6http://www.undp.mn/countryinfo.html
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The key challenges and inclusion barriers encountered by children with disabilities in target
aimags are identified and classified by our main partners and stakeholder groups in the following
way:
Knowledge gap
The parents of children with disabilities very often have a lack of knowledge, information and
awareness when it comes to how support their children, and also on how they can receive the
help they need and are entitled to. Parents are not well aware of the rights of their children. For
example, they often do not know that they have the same rights as other children. Because of
that, they do not have the amount of information they need to raise their voices and to ensure that
their children’s rights are respected and protected.
There is poor knowledge and understanding of barriers to inclusion for children with disabilities
among local authorities, public and private sector organizations, hence children with disabilities
are not able to receive social services.
There is lack of knowledge and poor attitudes among school administrators and teachers about
disabilities. There are cases where some parents have refused to send their children to schools or
kindergartens because of the attitude in the school environment.
There is still discrimination among peer groups and poor attitude towards children with
disabilities.
Stigma
Because of misunderstanding of disabilities, many people try to stay away from disabled
children, as they feel uncomfortable next to disabled people. This causes prejudice,
discrimination and stigma. Many people still recognize a child with disability as a handicap, and
their issues are only related to the parents.
Low family capacity and gender inequality
In order to take care of the child with disabilities, one of the family members cannot get
employed. Families with a low income cannot provide their children with needed assistive tools,
developmental care or support activities.
During the meetings with parents of children with disabilities it has become clear that the
mothers are usually the ones to care for the children. Moreover, most of the children attending
local commission meetings are present together with their mother. Due to the cultural status in
households and society mothers are given more responsibility for childcare than fathers, at the
same time as the husband is regarded as the head of the familyand has the final saying in all
matters.This has a tendense to create an uneven balance in responsibility and power between
men and women, which can lead to women seeing the need of their child without having the
means of doing something about it. In this culturemothers need the involvement and approval of
the fathers to act on meeting the needs of their children. Without the fathers’ support and
involvement, it is very difficult for the mothers to act to meet the objectives. Hence, it is
necessary to increase the involvement of fathers in ensuring the rights of children with
disabilities and also increase theirparticipationin meetings and events conducted among the
community.
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No gender related differences between girls and boys with disabilities have been observed during
the research and pre-project implementation.
Inadequate health care services
Early screening and diagnosing of developmental disorders is not sufficient in rural areas,
especially mild disorders and disabilities are diagnosed too late. It is difficult to diagnose
disability locally. They would have to go to Ulaanbaatar to get a proper diagnose. This could be
a big challenge for the parents. There are often financial difficulties, and also often limited hope.
This is especially for those who have children with speech and hearing difficulties. Late
discovery of disorders brings more challenges in the developmental process and the socializing
process for the children. There is no medical and rehabilitation support for children with
disabilities. There is no health support or supervision for them. For example, the Soum Health
Center detects the children and sends them to the next level hospital. Here e.g. the child with
cerebral paralysis only gets adiagnose. After that they do not apply for any rehabilitation
treatment to evaluate the child’s development. A few children are involved in the rehabilitation
service at the Aimag Center, at the Child Development Center of the local Association of Parents
with Different-Abled Children. Very few places are available in private hospitals with
rehabilitation services. There is no home nursing care and other home-care services for children
with disabilities. Also, there is no dental clinic or dentist for children with disabilities.
Inadequate access to development, education and participation
There are no playgrounds for children with disabilities, no clubs, or places for leisure time
activities that ensures the accessibility of the children with disabilities. Also, the enrollment of
children with disabilities in schools is insufficient, especially in Bayan-Ulgii. There is a lack of
knowledge and skills to work with children with disabilities in kindergartens and schools. There
are no teachers that are trained on this in the target areas. There are no incentives for teachers to
work with children with disabilities, and no support to them. There is also a lack of a structure of
support that the teachers working with children with disabilities in schools and kindergartens
need. There are no methods and tools for assessing the development or progress of children with
disabilities. Because of that, many of the children with disabilities leave school at some time
around secondary school or high school if they could be enrolled in primary schools. There are
no programs, adjustments, materials or books for children with disabilities. The Ministry of
Education, Culture and Science (MECS) has made relevant decisions based on the principle of
inclusive education to ensure that all children with disabilities are able to attend school.
However, this is still not possible in the targeted aimags, especially in Bayan-Ulgii aimag. The
implementation of inclusive education is inadequate due to no teachers trained on this in the
target areas , except a model school #3 and #7 in aimag center of Khovd aimag, which
established by Save the Children project (see 4.4.4 ).
Nomadic way of living
Many (45% as mentioned above) of the children with disabilities who live in remote areas are
having struggles with proper health, education and other social service.Sincesome of the services
they need are availablein thesoumcenters, the distance is the main problem. That means that they
still only will get the services available in the central areas.
Children from nomadic families mainly live in dormitories to get education
services.Unfortunately, this is not an option for children with disabilities.The living condition
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inthe dormitory is not disabled friendly, neither in terms of design, accessibility of knowledge
among the staffin order to take good care of children with disabilities.In addition, other teachers
and staff at schools do not have the education needed to practice inclusive education.
Unfortunately, the attitudes among school staff towards children with disabilitiesis still an issue.
4.3 The specific challenges the project will address
The project is aimed at ensuring inclusion of children with disabilities in Bayan-Ulgii and
Khovdaimags in the same way as the children without disabilities. To reach that, the project will
focus on the areas below.
Empowerment of parents of children with disabilities
Parents of the children with disabilities are less empowered due to lack of information on social
inclusion of children with disabilities. They usually have a low knowledge on the rights of the
children with disabilities, and in additionmost of the families are in a poor situation
economically. They are very often dependent on state allowances.
The Association of Parents with Different-Abled Childrenhas lowcompetenceand capacity to
empower the families. The project will work to strengthen the Association of Parents with
Different-Abled Children so that they can empower parents in the needs of their children, and
give them the proper support. This empowerment will include capacity building trainings for
parents on proper caring for their children, basic rehabilitations, improving their family
conditions through Household Development Plan7, awareness raising on both the rights of the
children and available public services in the community. The project also encourages parents’
organization and networks and regular engagements through promoting their establishment of
voluntary groups and clubs to support each other.
Reduction of stigma
Community awareness and attitude towards children with disabilities is not satisfactory. One of
the biggest barriers to social inclusion of the children with disabilities is community attitude.
Community members very often see the children with disabilities as unsafe for their children and
try avoiding being with them. This barrier also leads children with disabilities to hide at their
home. Parent members of Association of Parents with Different-Abled Childrenarewilling to
contribute to advertise in public service announcements. We want to use the social media, public
television channels, radio and other media partners in order to raise awareness of the community
on diversity, equality, and dignity and give them true knowledge about what disability is.
Campaigning on different issues of the disabled people’s inclusions may be conducted. All the
activities are encouraged to be carried out in cooperation with local Family, Children and Youth
Development Department and other stakeholders.
Health services and inclusive education
There is no proper system of early detection, diagnosing, rehabilitation and development of
disability in rural areas. The project will support government agencies, for instance, establishing
a model center in Child clinic to screen, diagnose, evaluate, and support the development of
7Household Development Plan is the family empowering method based on their needs and it is used by the local soums government according to national plan. It is explained in strategy part, see 9.2
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children with disabilities at regular intervals. For this purpose, purchase of some essential tools
and supply will be done to support the establishment of the center. The project will also focus on
the capacity building of thedoctors, who work in the center.
The project will make some advocacy work towards for educational administration in order to
support the children with disabilities’ right on educational accessibility. To do that, we will
organize workshops and joint activities through local APDC in low scale in collaboration with
Aimag Educational Department and mainly will support creating model schools in Bayan-Ulgii
if local educational sector authorities suggest and local initiave and participation is enough.
Thus, the inclusive education approaches, or capacity building of model school teachers as well
as some other educational staff working with children with disabilities, will be implemented by
using the local resourses such as the trained teachers of model schools in Khovd. This also goes
for the development of training programs including Individual Educational Program and the
purchase of essential supplies for training materials.
In addition to this, the project will focus on strengthen the capacity of members of the local
Commission on health, education and social protection of children with disabilities, and support
their initiatives. It will also cooperate with them on monitoring the ensuring of children’s rights
and improving the registration of children with disabilities.Especially we will cooperate with
these commission members to visit to the countryside in order to improve accessibility of
children with disabilities in nomadic families, who live in remote areas.
Physical and institutional barriers to inclusion
Accessibilities for children with disabilities are poorer in social activities. For example, they
cannot access any public transportation, school or kindergarten environments, or any public
service places. This due to poor management at all levels of governmental and non-governmental
organizations, as well as a lack of community attitudes on disability. Those are common
challenges of inadequate socialization process for all people with disabilities. The project will
organize advocacy efforts with local authorities to increase inter-sectoral collaboration, and
participation of partner organizations. The project will also encourage other actors that provide
friendly services to children with disabilities and also support their dissemination. We will
implement multilateral advocacy activities on ensuring CWD’s rights in local policies and
decisions together with local governmental and non-governmental organizations.
4.4 The existing initiatives, resources, services
The Government of Mongolia is committed to provide a legal environment to ensure equal
access for persons with disabilities, protection of their rights, active participation in social life,
access to health, education and other social services. This direction for the Government was
established through the Division of Disabled People’s Development, which is a part of the
Population and Development Department in the Ministry of Labour and Social Protection.
4.4.1 Legal acts in Mongolia relating to persons with disabilities:
There are following laws and regulations related to persons with disabilities in Mongolia:
1. “Law on the Rights of Persons with Disabilities” was approved on 5 February 2016 (with
12 chapters of 45 articles)
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2. “Law on Child Protection” was approved on 5 February, 2016. (with 6 chapters of 25
articles)
3. "The Convention on the Rights of the Child" was adopted by the UN General Assembly
on 20th November 1989 and Mongolia joined the Convention in 1990.
4. “Convention on the Rights of Persons with Disabilities” was adopted by the UN General
Assembly in December 2006 and Mongolia ratified the Convention on 13 May 2009.
5. The following laws are also mentioning CWDs:
Health Law, Article 39. Health Care Services for the CWDs.
Law on Education
Law on Primary and Secondary Education - Article 13 - Special School
Family Law
Law on Pensions and Benefits Provided by Social Insurance Fund
Law on Social Welfare
Child Day care Services Act
6. "Rules of Commission on Health, Education and Social Protection for Children with
Disabilities" have been approved by the annex of Government Resolution #200 of 2016.
7. "Procedures for granting social welfare pensions and benefits" was approved by the
Government Resolution # 185 of 2012.
8. "Procedures for granting discount and assistance to disabled people" was approved by
Annex 3 of Government Resolution # 185 of 2012.
4.4.2 Governmental organizations
General Authority for Disabled Persons, the Government implementing agency, was established
in August 2018 newly by the resolution of the Government of Mongolia. The Agency supports
the implementation of the Convention on the Rights of Persons with Disabilities, the Law on the
Rights of Persons with Disabilities. It also supports the implementation of other relevant laws
inter-sectoral coordination. In addition to this, the agency is promoting Disabled Persons
participation in social life; it supports and develops the community based participation, as well as
focusing on changes and improvement of public awareness and the attitude towards PWDs. The
human resources of this organization are from the Rehabilitation and Training Center. The
specialist in charge of PWDs, who also work in the aimag Labour and Welfare Service
Department, is responsible for the functions of the Agency in local areas.
A commission of health, education and social protection for children with disabilities was
established under the Ministry of Population, Development and Social Welfare (former name of
Ministry of Labour and Social Protection) in November 2014. The aim of the commission is to
determine whether a child, aged 0 to 16 years old, has any disability and to coordinate and
oversee the involvement of children with disabilities in health, education and social welfare
services. The Central Commission has sub commissions in each aimag beside the Social Policy
Department of AimagGovernor’s office. The sub Commission also conducts the case discussions
and takes actions together with local governments and decision makers to ensure child right on
education health and participationregularly.
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A non-vacant board behind the Aimag governors for ensuring the rights of people with
disabilities was appointed by Government’s order number 136 in 2016. The board is responsible
for implementing laws and policies for people with disabilities and for budgeting the required
funds. However, the board is not functioning as it should be.
But, even though there are laws for protecting children with disabilities, and some activities have
started, there is still much work to do before children with disabilities gets the same possibilities
as children without disabilities.
4.4.3 Local NGOs
There are some local NGOs in the civil society which are running activities for people with
disabilities such as;
Association of Parents with Different-Abled Children
This is a national association with branches in both Khovd and Bayan-Ulgii.It has defined their
basic direction that, the Association shall be a non-partisan and non-religious, and a non-profit
NGO with membership-based and serving to society. It must be a professional and specialized
civil society organization working to ensure the rights of children and youth with disability,
aiming to enable the association of guardians and parents in the statue.Their vision is to make all
public services assessible for children and youth with disability by mobilizing skilled and
enabled parents and activate the community. The highest governing body of the Association is
the Assembly and it is responsible to approve the Association’s statute, policy and strategy
through Scheduled Assembly every four years. Currently, the association is in compliance with
the statue and strategies adopted by the Assembly in 2016, and these policies will be revised in
2020.The Association makes advocacy work at national and local level and now implementing
program to prepare counseling parents and transmitting program for youth as well as organizing
mobilization activities for parents and community and by running Child Development Centers
for children with disabilities. Their current main priority is advocacy work and to implement
early identification and early childhood development programs.For thebranches in target aimags,
one of their main tasks is running Child Development Center for children with disabilities
supported by the government. Currently they offer education and rehabilitation on a low level.
Disabled People’s Association
Disabled People’s Association is a local branch of United Association of Disability People of
Mongolia. They aim to deliver related laws, regulations and rules for people with disabilities, to
organizations and communities, and vice-versa people with disabilities’ needs, comments and
requirement to include in state policy. The Khovd branch of Disabled People’s Association
unifies 6 NGOs, which runs activities for people with disabilities and coordinates their activities.
Their main activity is different kinds of sport and art competitions to improve people’s social life
and life quality.
“Reaching the light” NGOis a developmental center based in Ulaanbaatar, Mongolia which
provides therapy services for children with special needs and parent training for their
families.They established a branch in Khovd in 2015 and have started cooperation with a center
in Bayan-Ulgii.
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Aimag branches of Mongolia Blind Association works for people with visual impairment. About
half of their members are children. The association works on attitude change towards people
with visual impairment, and wish to improve the education opportunities for the children.
These organizations seem to be quite weak, due to the lack of human and financial resources and
the fact that they are dependent on very few engaged individuals.
“All for education”NGO was established in 2010. The coalition works for sustainable nation-
wide changes in education policy and system to increase the sector’s budgetary and
programmatic transparency and accountability, create and strengthen institutionalized channels
for meaningful and impactful citizen/civil society participation at all levels of decision-making,
institutionalize multi-stakeholder consultative mechanisms (including international development
actors), and continuously influence education policy reform to ensure every person’s right to
life-wide and life-long quality education.
The coalition implements a human rights-based approach, amplifying the voices of the
marginalized (ethnic, linguistic, and sexual minorities, women, children, youth, elderly people,
children and people with disabilities, rural people and the urban poor) by raising their political
consciousness, building their analytical, advocacy and participatory capacity and by creating
independent, egalitarian and inclusive spaces for discussing policy issues and engaging state
actors and other stakeholders.
4.4.4 International organizations
A project to build center for people with disabilities was going to start in 2018 by the Asian
Development Bank in Khovdaimag. The building layout and budget has been performed now and
the construction will start in 2020.This project covers not only the building, but also furniture,
equipment and tools for people with disabilities as well as human resources. The estimated fund
for Khovd is 5 billion MNT. The centers will work under local governmental organizations such
as Social Welfare department and Health Department. Local NGOs such as Disabled People’s
Association might be placed in the building and run their activities there.
World Vision is a Christian INGO running integrated development programs in Mongolia.
Addressing groups of vulnerable children is an integrated part of their approach. The Local Area
Development Program of World Vision, run activities for groups of vulnerable children and their
families under 3 different strategies such as “child protection”, “improving household capability
against poverty”and “cooperation and sustainability”. They do this in close cooperation with
local governmental organizations and other NGOs. The time period of World Vision projects in
selected soums of both aimags is until 2022.
“Tegshduuren” program aims at Community-based rehabilitation for people with disabilities.
This program is funded by the European Union and an Italian NGO in cooperation with Ministry
of Health. The program is being implemented nationwide including 21 aimags and 9 districts of
capital city with local coordinators in all units. This program was in 2008-2011 focusing
moreonpeople with disabilities who live in herders’ family and in rural areas.
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United Nations Children’s Fund (UNICEF) has worked in Mongolia for over 50 years. In their
2017-2021 country programs, Bayan-Ulgiiaimag is a target area. One of their focuses will be on
inclusive education for children with disabilities. This will however, only be one part of their
activities, and there will still be a need for others to focus on education for children with
disabilities in Bayan-Ulgii.
Save the children was established in Mongolia in 1994 and they are still running their activities
here. Save the Children in Mongolia Program was funded by Save the Children- United
Kingdom from 1994 to 2009.In 2009 to present it is funded by Save the Children- Japan, and
works under the principle of establishing long-term and sustainable change in children’s lives,
honoring the real and systematic solutions to the problems. The Program has 5 main directions
such as child protection, child rights governance, education, humanitarian aid, child poverty and
health. The Save the Children Program is implementing a project named “Promoting Equality for
All Children in Mongolia”, from May 2018 to Khovdaimag. The project selected the Lifelong
Learning Center and School #3 and #7 of Jargalantsoum in Khovd to create the models on
Inclusive education and will implement its activities to 2021.Within their activities, they have
developed several moduls on inclusive education fully and now working to train selected school
teachers.
Together with those local NGOs and international organizations, the project is planning to
conduct awareness raising campaigns, advocacy activities and different meetings towards
community and local services to improve the accessibility of disabled people and streghtening
cross-sectoral collaboration. NLM-Mongolia already has a good partnership with Save the
Children, World Vision, UNICEF and governmental organizations and SCD is planned to start
partnerships with those other organizations within the NLM-Mongolia’s good network building
experience.
5. Theory of change
NLM-M’s mission statement is as following; NLM-Mongolia is a Christian NGO serving in
words and deeds, working in partnership to equip and enable individuals, families, communities
and Christian fellowships.
The values of NLM-M are honesty and integrity, knowledge sharing and continuously learning,
respecting diversity, working in teams, communicating ideas, as well as information, and
focusing on conflict and self-management. These values are important values for the work within
the project team, within the organization and for all the work with different stakeholders. SCD
has built further on this and made ground rules for how the work environment should be.
The project will work to support the Association of Parents with Different-Abled Children to
become a stronger actor for children with disabilities’ rights mainly, as well as with other
partners and central, regional and local Mongolian Governmental Organizations to respect and
protect children’s rights and to improve life condition of children with disabilities and their
parents.
In the work with the Association of Parents with Different-Abled Children we want to empower
active members and staff of APDC first and then increase awareness of community members
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through them. In order to empower human resource of APDC we will include them in
capacitybuilding trainings on organizational development, leadership skill and mainly human
right approaches as well as support them to create networks, clubs and groups. Also, kinds of
capacity building trainings for parents and community members will be conducted in regular
basis by APDC to establish sustainable training systems there to ensure the rights of children
with disabilities.
As the result of the capacity building trainings, the parents will be empowered and raise their
voice to ensure their children’s right.
APDC would help families with children with disabilities in the communities to implement
household development plan by cooperating with local organizations. The project will promote
the implementation of household development plans in Khovd and Bayan-Ulgii.
We want to have a close collaboration with the Mongolian government, both locally and
nationally, in order to improve health and education services for children with disabilities and
their families and strengthen other government services and maintaining the project
sustainability. After establishing cooperation agreements with national and local government
bodies, the activities under the project would be planned within government policies. The
activities will include capacity building, experience sharing, advocacy and lobbying, awareness
raising, developing and improving tools and methodologies for both national authorities and
local government officials and public servants.
As for the work with health sector officials, the project will give small scale trainings about
disability and support to establish a model center in Child clinic of Khovd aimag. We aim to
improve health sector officials understanding about disability and the importance of early
screening and diagnosing. Also they will gain skill and knowledge about rehabilitation service
and home care service through the project trainings and other activities. As the result of that the
children with disabilities will improve getting qualitatitve health service as we wanted.
Through capacity building trainings and activities for educational sector professionals such as
targetedschool and kindergarten administrators and staff, including social workers also, we aim
to make change on educational accessibility of children with disabilities, especially in Bayan-
Ulgii aimag. In collaboration with the Aimag Education and Culture Department the project and
local APDCs together will organize capacity building trainings on “Inclusive Education"
approaches as well as how to work with children with disabilities and organize leisure time
activities and events with Family, Child and Youth Development department. We think, those
will contribute to improve equality and inclusion of children with disabilities.
All those activities direct to improve awareness of third target group of the project and decrease
attitudinal barriers.
From the situational analysis, we can see that the life condition for children with disabilities and
their parents is poor. Both the children and the parents, especially the local authorities and
community are not to a significant degree aware of the human rights (Convention on the Rights
of the Child and Convention on the Rights of Persons with Disabilities) for children with
disabilities. To the extent that their human rights are known by the authorities, they are not
respected nor protected in real life. Due to frequent changes of government staff or public
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servants, their competencies on providing enough services for children with disabilities and their
families are less strengthened. Since the project can’t influence frequency of those changes
happens, the project has planned frequent capacity building trainings for service providers
together with APDC.
During pre-project, the survey was conducted in close cooperation with local and national
authorities in order to have full awareness and knowledge about children with disabilities and
their families’ situation in Bayan-Ulgii and Khovd aimags. After the survey, the authorities know
about the real situation, actual numbers and types of the disability of children with disabilities.
However, they still lack clear knowledge of this group’s rights.
One of the main reasons for the lack of respecting and protecting the rights of children with
disabilities is the lack of long-term plans for it among the authorities. Since the situation for the
children with disabilities and their parents were mapped, there is a great need of making a long-
term plan addressing their rights and needs. Hence, the project will work with aimaggovernments
to increase taking responsibility for Children with disabilities’ rights locally.
Advocacy and awareness raising activities towards authorities and officials on the human rights
of the children with disabilities are planned together with national and local APDCs in order to
improve the attitudes and knowledge among the authorities and officials. The project believes
the meetings, trainings, experience sharing trips and site visits during the project, could release
their attitudinal barriers on disabilities. Also project hopes the national and local authorities
would start long term planning and providing human rights for children with disabilities.
Regarding the above mentioned challenges, NLM-M and the main partners will contribute with
implementing the project by using a right-based approach to ensure the Children with disabilities
rights in the target areas, as stated in the related laws and conventions. Together with main
partners, the project planned activities towards strengthening of national and local governments,
authorities and officials as duty bearers and empowering children with disabilities and their
parents as right holders. Project sees the interventions based on the activities could bring bright
future of children with disabilities not only in project sites but also through Mongolia and it
could help to reach our goals and objectives defined under the project.
6. Target group
The target groups of SCD project are:
1. Children (0-18) with disabilities in target areas
The primary target group will be children with all types of disabilities aged 0-18, who are living
in target aimags. The project will not prioritize any forms of disabilities, since most of the SCD
activities are targeted to the parents and disability inclusion. It is registered 855 children with
disabilities in Bayan-Ulgiiaimag and 612 children with disabilities in Khovdat local Association
of Parents with Different-Abled Children. In addition to these children, the project aims to detect
children who are not identified in both aimags.
2. Association of Parents with Different-Abled children(APDC)
a) Parents with children with disabilities
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b) Leaders, officials, workers and members of APDC
The parents' participation is the most important factor to ensure the rights of children with
disabilities. Hence the project selects them as the secondary target group. The main non-
governmental organization that has organized parents of children with disabilities is
Associationof Parents with Different-Abled Children, thus we can reach to all parents by
empowering local APDC.
3. Authorities and officials, who work with children with disabilities and who provide
public service
It is imperative to change the knowledge and skills of officials in government agencies, and to
work with them to ensure the rights of children with disabilities. Thus, they are chosen as the
third target group.
Changing knowledge and attitudes, and empowering the ability and capability of these target
groups, can be effective to increase the community awareness and attitude by cooperating with
them. As the knowledge and attitude of all people towards children with disabilities have
changed, then CWDs have the potential to enjoy the same rights as others.
7. Development goal and project objectives
7.1 Development goal
Children with disabilities’ life condition is improved and their rights are respected and protected.
7.2 Project objectives
Objective 1: The Association of Parents with Different-Abled Children is a stronger actor for
Children with disabilities’ rights.
Indicator 1.a: # of active members forAssociation of Parents with Different-Abled children
Indicator 1.b: # of advocacy activities.
Indicator 1.c: #of services for Children with disabilities at Child Development Center.
Indicator 1.d: Number of volunteers and peer trainers to promote APDC's activities
Objective 2: Improved accessibility for children with disabilities to equally benefit from
social services
Indicator 2.a: # of children with disabilities enrolled in formal education on a regular
basis.
Indicator 2.b: Children with disabilities’ and their parents' satisfaction in accessibility to
social services
Objective 3: The aimag government increasingly takes responsibility for Children with
disabilities’ rights
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Indicator 3.a: Number of issues reflected in the aimag Governor’s action planrelatedto
Children with disabilities
Indicator 3.b: Number of public documents supporting the rights of Children with
disabilities developed by local authorities.
Indicator 3.c: Amount of funding by local government on improving access to public
services for children with disabilities.
8. Expected results
Under objective 1: “The Association of Parents with Different-Abled Children is a stronger actor for
Children with disabilities’ rights”. We plan to have the following results, which we call outputs:
Output 1.1: Empowered human resources of local Association of Parents with Different-Abled
Children.
Indicator 1.1a: # of members and workers of APDC trained in organizational
development
Indicator 1.1b: # of activities initiated and organized by APDC memners by using their
new knowledge and skills
Indicator 1.1.c: # of households of APDC members involved in the Household
Development Plans.
Output 1.2: The Child Development Centers have the capacity to reach more children and
expand their services
Indicator 1.2.a: # of children with disabilities receiving developmental services by local
Child Development Centers.
Indicator 1.2.b: # of child development modules/tools implemented and used on a weekly
basis
Under objective 2: “Improved accessibility for children with disabilities to equally benefit from
social services” we plan the following outputs.
Output 2.1: Local educational workers know how to practice inclusive education approaches.
Indicator 2.1a:# of educational workers trained about inclusive education methodology
for Children with disabilitiesin Bayan-Ulgii.
Indicator 2.1b: # out of # of trained teachers that have developed and implemented an
individual education program for Children with disabilitiesin Bayan-Ulgii.
Output 2.2: More leisure time activities are available for children with disabilities
Indicator 2.2.a: # of children with disabilities attended summer camp.
Indicator 2.2.b: # of children with disabilities involved in clubs and other free time events.
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Indicator 2.2.c:# of children with disabilities participated in local, regional and
inter/national art or sport competition/festival
Indicator 2.2.d: # of local places, which offer leisure time activity for Children with
disabilities.
Under objective 3: The aimag government increasingly takes responsibility for Children with
disabilities’ rights:
Output 3.1: The members of local sub-commission on health, education and social protection
for children with disabilities take responsibility to ensure their rights.
Indicator 3.1.a: # of case discussion about child rights conducted by the local sub-
commission on health, education and social protection for children with disabilities
Indicator 3.1.b: # of members of the local commisson using a software program
monitoring that the commission services
Output 3.2: Expanded inter-sectoral cooperation to ensure the rights of CWDs.
Indicator 3.2.а: # of annual inter-sectoral cooperation meetings.
Indicator 3.2.b: The number of institutions that created the universal designor installed
facilities adapted to CWDs.
See Annex 1 for M&E system
9. Strategies
9.1 General
The project aimed to define the goals and objectives within the international and both national
and local frameworks for children with disabilities. The project will work in line with the United
Nations’ Sustainable Development Goals and the pledge to leave no one behind, especially;
Promoting inclusive education and learning (the Goal #4), Ensuring healthy lives and promoting
wellbeing of children with disabilities (the Goal #3), Reducing inequalities (the Goal #10),
Promoting social inclusion of children with disabilities (the Goal #11), Strengthening
partnerships (the Goal#17). The United Nations Convention on the Rights of the Child, and
theconcepts of The Incheon Strategy to “Make the RightReal” for Persons with Disabilities in
Asia and the Pacific8 will be proper directions for the project implementations.
In addition to this, the project will work in accordance with the goals and objectives of The
National Program on “Support Participation, Development and Rights of Disabled Persons”
adopted by Mongolian government in 2017.And the principles mentionedin Article 23 of the
UNCRC, that all children witha disability have the right to be safe and be able to join in with
activities, be able to join in and feel included at school, get special care if needed and be able to
choose what they do, and have a say in choices about their livesare also applied to this project.
8 Incheon strategy “Make the Rights Real” for Persons with disabilities in Asia and the Pacifichttps://www.unescap.org/sites/default/files/Incheon%20Strategy%20%28English%29.pdf
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Finally, we will follow the basic principles of the UN Convention on the Rights of Persons with
Disabilities9. These include among other things:
Respect for the honor, dignity and personal independence of freedom of choice and
human independence
Do not abuse
Full and effective participation in society
Respect for the peculiarities of persons with disabilities and accept them as human beings
and part of human diversity
Equal opportunity
Be accessible
Men and women have equal rights
Respect for the disadvantaged ability of children with disabilities to retain their own
distinctive identity
When it comes to NLM’s international strategy on diaconal work, NLM wants to contribute to
restore dignity, and the respect of rights. NLMalso wants to participate in the combat of poverty,
suffering and injustice. It is stated that NLM has a special focus on the most marginalized and
vulnerable groups such as the people with disabilities. The project will particularly promote
children with disabilities’ rights to health, education and inclusion.
NLM-Mongolia will continue to work together with national and local authorities and NGOs to
strengthen children’s rights, with a special focus on children with disabilities through
contributing to increased knowledge among the officials, parents, social workers, and
community members in general.
To have a common understanding of disability, the situation for, and the problems of children
with disabilities, and also to overcome these problems at national and local levels, the same
activities will be planned and implemented in two targeted aimags. However, the project also
emphasizes the importance of supporting activities based on specific local needs, initiated by the
aimags.
The project does not support material supply, but the project will in some cases offer small scale
support to equipment and tools for projects to enable the initiatives to be a model for others and
disseminate the best practices. Also we will cooperate with partners to provide with essential
tools and equipment supply to the establishment of a diagnostic center at Regional Diagnostic
and Treatment Center of Khovdaimag for children with disabilities and Child Development
centers of the target aimags. In Khovdaimag, a new building for a child clinic is being built now,
and the project aims to equip a room for children with disabilities. Hence, it can also offer
support in form of acourse to the Child Development Center, and a Diagnostic Center, in order to
create a model child friendly environment and support the development of children. We think,
these would be the prospects for the government establishing similar centres in other aimags in
9UN Convention on the Rights of Persons with Disabilities
https://www.un.org/development/desa/disabilities/convention-on-the-rights-of-persons-with-disabilities.html
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the future based on our models. Because the center will be established in aimag center at first
time and is initiated by local request to be a model for other aimags.
The project will focus on strengthening the capacities of both governmental and non-
governmental organizations working with children with disabilities and will implement advocacy
efforts to establish a training system that will not be dependent of the project in order to ensuring
sustainability. It is important, in regards to sustainability, to work with the organizations in the
context of capacity building of the service providers to improve the quality of their services.
All social aspects are important to ensure the rights of children with disabilities, and the project
will work towards strengthening cross-sectoral collaboration by conducting kinds of discussions,
lobby activities and joint meetings. Hence, we will also focus on changing the awareness and
understanding of public and government employees, local leaders and even parents and
community members about disabilities. Regarding sustainability, the project especially
emphasizes the importance of strengthening the capacities of the parents of children with
disabilities. The project will therefor support the Association for Parents with Different-Abled
Children to exercise the rights of children with disabilities under Mongolian law and
international conventions. The project is also aiming to encourage Association for Parents with
Different-Abled Children to organize trainings and campaigns for parents regularly, empower
them, communicate their voices, and also educate them on developmental methods of their
children. To provide them with manuals as well as supporting them to create clubs, groups and
volunteering activities etc, could also be serving the same purpose. Also, the project activities
will be directed to ensuring the rights of children with disabilities living in target aimags. Based
on local initiatives, information, advocacy and education work will be shared through media,
social media, TV, publications and campaigns to change attitudes towards children with
disabilities.
Regarding cooperation with partners and other organizations, the project activities will be
organized based on the resources available from national and local partners, and with their
involvement and support. Also, within the framework of the project, new approaches on
disability will not be created independently, but we will work with partners to reflect on the
development and improvement of our partners’ approaches. The project will use the methods for
early detection and diagnosis of children with disabilities, proposed by the national authorities in
Mongolia.
9.2 Participation and local ownership
The pre-project has been implementing based on a participatory approach and the long-term
project planning has been developed with the involvement of national and local partners. Further,
the project will continue with this kind of approaches, and the project will be implemented based
on their involvement and initiative. Particularly, participation of APDC and other non-
governmental organizations will be higher in the project implementation. It is important for the
project that participation of governmental and non-governmental organizations is ensured in any
project activity.
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The running cost and some salary of CDC in Khovd have for the last few years been financed by
the Aimag governor and this arrangement seems possible to continue according to the agreement
further.
The Child Development Center in Bayan-Ulgii was funded by the Aimag Social Welfare
Department. The funding stopped last year due to changes in the financing of the social security
system. The financing issues of APDC and its Child Development Centers were negotiated
between local authorities of Bayan-Ulgii and the project. In order to continue the operation of the
Child Development Center, under Bayan-Ulgii branch of APDC, the project decided to provide
17.5 million MNT for the 2020 activities of Child Development Center, in accordance with
discussion between the project Steering committee and the local authorities. This budget will be
provided only by reallocating the planned activity budget for 2020 in Bayan-Ulgii aimag The
Child Development Center asked total 36 million MNT to cover all required cost. Kh.Tilegen,
chair of the project Steering Commettee and head of Aimag Governor Office said that Bayan-
Ulgii government is considering donating some of the total budget for 2020 activities of Child
Development Center, which is not enough to keep the running cost. However, this is not an
official agreement yet, because no paper was signed or stamped yet.
As negotiated between the local authorities of Bayan-Ulgii and the project, the government is
responsible for the further funding of CDC.
The project will also continue to run a project Steering Committee consisting of local authorities
and key partner organizations in target aimags, in order to ensure ownership, participation, and
sustainability of local areas. The Steering Committee will play an important role in the project’s
decision making process, and it will also be responsible for project ownership and sustainability
as mentioned.
The Association of Parents with Different-Abled Children and NLM Mongolia are the joint
project implementers. It is assumed that sustainability of the project will come true through
strengthening local Association of Parents with Different-Abled Children, and by widening the
aimagChild Development Centers activities to become a training and methodology center.
Therefore, the project will support the Association of Parents with Different-Abled Children to
hire a full-time officer and a part time officer at Child development center to promote the project
activities. During the project intervention, the staff of these organizations will be empowered on
organizational management, leadership, financial management and advocacy as well as
professional development such as rehabilitation, counseling and specific therapies, and gradually
the APDC will take responsibility of the salary. After the project, they will continue to work
there and APDC will cover whole salary of the staff as this would be reflected in the cooperation
contract with NLM-Mongolia.The local and national APDC will play a key role in cooperation
with the project for advocacy efforts to get adequate and sustainable funding further.
The related laws, such as “Law on the Rights of Persons with Disabilities” “Law on child
protection”and other laws and rules have been already approved in Mongolia and the
government is taking responsibility to implement these laws. However, as we mentioned earliar,
the implementation is still weak. We see that, one of the reason of it is local government has no
experience and knowledge how to do it. If local APDC is empowered enough and recognized by
its activities to local decision makers and public, then the government will increase its funding to
28
local APDC. During meetings with local government authorities they promised to support
APDC, if it could prove its capability. The trainings on the rights of PWD and CWDs, inclusion
of them, the joint discussions, workshop and advocacy work etc will change the government
directions positively to local APDC funding. Also, the models will be good example to push the
government to increase funding in order to sustain its activities further.
One more thing is that, we aim to include articles about funding responsibility further as well as
to sustain and disseminate the good results of the project in cooperation agreement with Aimag
governors.
The project will promote APDC andAimagLabour and Social Welfare department to implement
Household Development Plan, which the government considered effective way to empower
families based on their needs. Promoting to implement the plan in target aimags will strengthen
cooperation between welfare offices, families with CWDs and APDC in short time, but another
good longer lasting impact is that the families obtained the skill to use this method and improve
their life situation since the plan is considered to be implemented nationwide through local
governmental organizations further. The project will consider APDC to give trainings for
families and conduct advocacy activities to effective implementation of this activity.
The Household Development Plan is a tool developed based on the Maslow’s Hierarchy of
needs. It consists of 38 indicators of family’s needs within three groups including basic needs
(such as the family condition of shelter, nutrition, hygiene, finance, employment and other
resident use), social inclusion (such as inclusion of education, health service and social
protection) and self-fulfillment (such as family communication and social relationship. In
addition, the assessments will also at the same time show whether there have been any positive
or negative changes in the situation regarding the different indicators in the assessment from
time to time.
NLM-Ms old projects have successfully been implemented a summer camp activities for
children on their health and child rights, and local partners in the target aimags have good
experiences with it.Also APDC have some experience to conduct it. We see that,it is very good
initative and start to be supported from the project. Therefore, the project and local APDC will
plan to run summer camp activities in cooperation with local main partners. During project
interventions local APDC will be empowered how to conduct it with qualitative and accessible
way under comprehensive program for CWDs as well as fund raising solutions to ensure long
run.
9.3 Cooperation with national and local authorities
During pre-project phase, NLM-M has made a memorandum of understanding (MoU) with the
Ministry of Labour and Social Protection at the national level, and cooperation agreements with
the Aimag Governors at local level. The project will continue and expand the already set
cooperation, strengthen those furthermore and will encourage APDC, NLM-M and government
bodies to sign the MoUs and cooperation agreements for the joint implementation of the long-
term project, in order to ensure further sustainability of the project. NLM-M will further
establish a cooperation agreement with both national and local APDC to make accountable
financial sustainability.
29
In order to ensure the rights of children with disabilities, and equal access to education and
health services, it is necessary to coordinate with the Aimag Health Department, Aimag
Education, Culture and Art Department and Aimag Family, Child and Youth Development
Department. Thus, the authorities of these organizations are in the Project Steering Committee.
In addition, in order to initiate actions on the issues of children with disabilities we are dependent
on the Social Policy Department of the Aimag Governor's Office. Due to this, the head of the
department will be part of the Project Steering Committee.
APDC aims to improve the activities of Local sub-commission on health, education and social
protection for children with disabilities. The registration software program will be established in
Khovd and Bayan-Ulgii to work with children registered with the Commission, which helps to
find information related to the child easier and structured. Also training and practicing with the
new software program would be planned with necessary improvements.
Finally, another focus will be on increasing the support from, and cooperation of national and
local authorities in the activities of non-governmental organizations working with children with
disabilities.
9.4 To strengthen vulnerable groups and gender equity
Most of the people with disabilities, and families with children with disabilities living in rural
areas, are poor, and they have a lack of opportunity to get information. The Project will provide
information to children with disabilities and their families, and contribute so that they have more
access to health and social services.
The Project's primary target group, CWDs, is one part of the vulnerable and marginal group in
the target area. They lack among other things, equal access to social services. The project will
work towards giving them the same rights as others, in regards of social services and also
concerning education and health.
The project will work to increase the involvement of fathers in the activities and their
participation and role in development processes. Members and workers of the Association of
Parents of Different-abled Children will be trained within gender equality. Since the fathers of
children with disabilities usually have more time and financial resources than the mothers mainly
taking care of the children with poor opportunities to work, increased father involvement will be
a positive contribution in the development process and in regards ofgender equality.
Annual Gender and Empowerment Impact Assessments will be performed.
10. Project activity plan for the whole project period
Table 4: SCD project main activities 2020-2024
Activity How
much For whom Where
Who
responsible When
Objective 1: The Association of Parents with Different-Abled Children is a stronger actor
for Children with disabilities’ rights.
Indicator 1.a: # of active members forAssociation of Parents with Different-Abled children
30
Indicator 1.b: # of advocacy activities
Indicator 1.c: # of services for Children with disabilities at Child Development Center
Indicator 1.d: Number of volunteers and peer trainers to promote APDC's activities
Output 1.1.Empowered human resources of local Association of Parents with Different-Abled
children.
Activity 1.1.1 Salary support
for running activities for
APDC
every
month
Project
officer at
APDC
Both aimag
and UB
APDC and
SCD project
2020-
2024
Activity 1.1.1 Financial
support for running activities
for APDC
Every
month
from
February
Staffs of
Child
developmen
t center
BU aimag APDC and
SCD project 2020
Activity 1.1.2: Capacity
building training for members
and workers of APDC;
Organizational development
Leadership skills
Gender equality
Financial management
Human rights
Anti-corruption
Twice in
a year
Members
and workers
of APDC
UB, aimags APDC 2020-
2023
Activity 1.1.3: Capacity
building trainings for parents
and care takers
Importance of Household
Development Plan
Write project proposal
How to develop and take
care of children
Legislation and ensuring
child right and its protection
Every
month
Parents,
care takers
In soums and
aimag
centers
APDC 2020-
2024
Activity 1.1.4: Printing out and
distribution of handbooks and
brochures for parents and
community
Once in
a year
Parents,
care takers UB, aimags
APDC and
SCD project
2020-
2024
Activity 1.1.5: TV, radio
broadcasting and social media
advocacy for parents and
community
Every
month
Members
and workers
of APDC
Aimags APDC 2020-
2024
Activity 1.1.6: Establishing and
maintain parents’ group club,
and network
Quarterly
basis
Parents,
care takers
Aimags and
soum center APDC
2020-
2023
31
Activity 1.1.7: Training to
prepare counseling parents and
empower them
1-2 time
a year
Parents,
care takers Aimag, UB APDC
2020-
2022
Activity 1.1.8: Dissemination
of best practices of parents,
campaigns and meetings
Every
year
Parents,
Governmental
and non-
governmental
organizations
and
community
members
Both aimags
and soums APDC
2020-
2024
Activity 1.1.9: Prepare
volunteers, peer trainers and
promote them to work
Every
year
Community
members
Both aimags
and soums
Aimags
APDC and
AFCYDD
2021-
2024
Output 1.2. The Child Development Centers have the capacity to reach more children and expand
their services
Activity 1.2.1: Support for
essential tools supply for Child
development centers
2 times
in project
period
NGO
Both aimags
and selected
soum
SCD project 2021,
2022
Activity 1.2.2: Support for
Child development center staff
for capacity building training
course on further service
delivery of therapy and
rehabilitations of different
disabilities
Once in
a year
Staff at Child
Development
Center
UB, aimags
and abroad if
needed
SCD project
APDC
2020-
2023
Activity 1.2.3: Salary support
for running activities for CDC
Every
month
Project
officer at
CDC
Both aimags SCD project
APDC
2020-
2023
Objective 2: Improved accessibility for children with disabilities to equally benefit
fromsocial services
Indicator 2.a: The number of children with disabilities enrolled in formal education on a
regular basis.
Indicator 2.b: Children with disabilities’ and their parents' satisfaction in accessibility to
social services
Output 2.1: Local educational workers know how to practice inclusive education approaches.
Activity 2.1.1: Workshops for
authorities of educational
institutions
Inclusive education
Changing attitude on
disability
Disabled children’s right to
Once in
a year
Directors,
managers of
school and
kindergarte
n
Both aimags
APDC,
SCD project
and AECAD
2020-
2022
32
education
Activity 2.1.2: Training for
teachers and workers of
schools and kindergartens
/selected schools and
kindergartens/
Changing attitude on
disability
Disabled children’s right to
education
Every
year
Teachers and
workers of
schools and
kindergartens
in soums
BU aimag
and selected
soum
APDC,
SCD project
and
AECAD
2020-
2024
Activity 2.1.3: Training for
educational workers on
developing an individual
education program for
Children with disabilities
/selected school/
Twice in
a year
School
teachers BU aimag
APDC,
SCD project,
AECAD and
2020-
2024
Activity 2.1.4: Experience
sharing trip, regional meeting
and discussions
Once in
2 years
Teachers and
workers of
schools and
kindergartens
Aimags and
other places
APDC,
SCD project
and
AECAD
2021-
2023
Output 2.2: Increased leisure time accessibility for children with disabilities.
Activity 2.2.1: Summer camp Every
year
Children
with
disabilities
Both aimags
APDC soum
and Family
health center
and
AFCYDD
2020-
2024
Activity 2.2.2: Small grants to
inclusive program on child
clubs, activities and sessions
Every
year
School,
kindergarten,
child palace
and other
NGOs
Both aimags
and soums
APDC,
AFCYDD
and SCD
2020-
2024
Activity 2.2.3: Financial
support to participate in
activities with the aim to
develop children’s talent
Every
year
Children
with
disabilities
Aimag and
country level
SCD, APDC
andAFCYD
D
2020-
2023
Objective 3: The aimag government increasingly takes responsibility for Children with
disabilities’ rights
Indicator 3.a: Number of issues reflected in the aimag Governor’s action plan related to
Children with disabilities
Indicator 3.b: Number of public documents supporting the rights of Children with
disabilities developed by local authorities
Indicator 3.c: Amount of funding by local governmenton improving access to public
servicesforchildren with disabilities
Output 3.1. The members of local sub-commission on health, education and social protection for
children with disabilities take responsibility to ensure their rights.
Activity 3.1.1:Capacity 1-2 times Commission Aimag and MLSP and 2020-
33
building trainings, meetings,
and discussions;
ICF tools
Development supporting
plan
Case discussion regarding
the fulfillment of child
rights
in a year members other places SCD project
2023
Activity 3.1.2: Experience
sharing trip to study best
practice
Once in
2 years
Commission
members
Neighboring
country and
aimags
SCD project
2020
and
2022
Activity 3.1.3: Cooperate to
organize local commission
meeting in soums.
2-4
soums in
a year
Commission
members and
other partners
Soums
APDC,
local
commission
2020-
2024
Activity 3.1.4: Develop well-
functioning registration
software in local commissions
Once
Local
authorities
and local
commission
Both aimags
local
commission
and Statistical
Department of
AGO
2021
Output 3.2. Expanded inter-sectoral cooperation to ensure the rights of CWDs.
Activity 3.2.1:Workshops on
child rights for partners
Once in
a year
Local
authorities
and officials
Both aimags MLSP and
APDC
2020-
2023
Activity 3.2.2: Establish
diagnoses and information
center for CWDs
Once
RDTC or
Development
center
Khovd
aimag
AGO, AHD
and SCD
project
2021-
2022
Activity 3.2.3: Support to
establishment of model school
on inclusive education for
CWDs
Once Selected
schools
Bayan-Ulgii
aimag
AGO, AHD
and SCD
project
2021-
2022
Activity 3.2.4: Discussions,
meetings and other advocacy
activities to make friendly
environment for CWDs among
all stakeholders
Regularly
State
organizations,
infrastructure
and
construction
companies
Aimag,
soum
AGO, DPA,
APDC and
SCD project
2020-
2024
Activity 3.2.5: Advocacy and
lobby activities promoting
universal design towards
public service organizations
Regularly
Service based
organizations,
private
organizations
and
community
members
Aimag,
soum
APDC, DPA
and SCD
project
2021-
2024
34
Other activities related to project management
Capacity building training for
project staff
Once in
a year
Project
team
UB and
target
aimags
SCD 2020-
2023
Steering committee meetings 2 times
in a year
Head and
members of
the project
Steering
Committee
Target
aimags SCD
2020-
2024
Staff retreats Once in
a year
NLM-M
staff
UB and
aimags NLM-M
2020-
2024
Project consultancy meeting
Once in
two
years
Project team,
representative
s of project
steering
committee,
main partners,
stakeholders
and target
groups.
UB and
target
aimags
SCD
2020
and
2022
Audit of the project activities Once in
a year
Audit
Company
UB and target
aimags NLM-M
2020-
2024
Project midterm review, its
report meeting Once
Evaluator
and project
team
Target
aimags SCD 2022
Final evaluation, final
evaluation report meeting Once
Evaluation
team
Target
aimags SCD 2024
Abbreviations used in table 4
AECAD Aimag Education, Culture and Art Department
AFCYDD Aimag’s Family, Child and Youth Development Department
AGO Aimag Governor’s Office
AGH Aimag General Hospital
AHD Aimag Health Department
ALSWD Aimag Labour and Social Welfare Department
APDC Association of Parents with Different-Abled children
SCD Strengthening Children with disabilities’ Development
CWD Children with disabilities
DPA Disabled People’s Association
MLSP Ministry of Labour and Social Protection
NGO Non-Governmental Organization
RDTC Regional Diagnostic and Treatment Center
UB Ulaanbaatar
11. Possible unintended results and consequences of the project
35
The project’s main activities will be different kind of trainings, meetings and advocacy work. In
order to implement those activities, the project needs to travel to the sites frequently by using
cars as well as air flights between Ulaanbaatar andthetargetaimags. The project will also try to
make the car trips as effective as possible, decreasing the negative environmental effect.
During the project, numerous trainings will be conducted for parents with children with
disabilities. As the children with disabilities are the project’s main target group, women, the
persons who mostly give daily care to the children, will be participating in most of the activities.
This might lead to an increased knowledge gap between women and men (husband and wife),
since mostly women attend trainings. This is something that we have seen from experiences from
previous NLM-M projects. We aim to reduce this gap by emphasizes male participation in the
project activities.
There might be a positive impact to the Kazakh people, one of the biggest marginal groups in
Mongolia. The project conducts activities initstwotargetaimags, where Bayan-Ulgii is one of
them. 93%10 of the population in this aimag is Kazakh. Kazakh people will be organized, trained
and empowered. The rest of the population in Bayan-Ulgii is Uriankhai, Durvud, Tuva and
Khalkha. They all speak Mongolian and they are respected to be minority within the aimag. Most
schools run the program in Kazakh, since majority speaks Kazakh language. When the project
starts to encourage inclusive education in Bayan-Ulgii, the children with disabilities speaking
Mongolian might be left behind consequently.
In addition, people from the minority groups tell stories about cases where governmental
organizations ignores and neglect them when providing public services, since almost all public
servants are kazakh. The project is worried that the disadvantages for the children and families
from those kinds of minority groups might be increased. Because of that the project has planned
monitoring activities in the sites, and we will also ensure that the equality of both of the
marginalized groups is provided in the inclusion. The project will also conduct advocacy and
awareness raising activities on diversity if necessary.
There are no major conflicts in Mongolia. But the political conflict issues are defined in the
conflict analysis part.
12. Risk analysis
To ensure sustainability of the project, key risk factors for the project planning and
implementation phase are identified. The following is possible risks that we might have in the
project due to the parents of children with disabilities.
High expectations of parents: Parents of children with disabilities are encouraged to provide their
children with care and treatment to UB city and abroad, to provide them with sanatoriums,
provide them with the necessary assistance and other financial support. In this approach,
expectations of financial support from the project will be a risk factor for the project. It is
expected that this risk will be mitigated by changing the knowledge and attitudes of parents and
empowering them.
10 Human rights situation in Mongolia 16th report, 2017, National Human Rights Commission Mongolia
36
Shame and hide their child: Parents with children with disabilities are sometimes ashamed of
their children, and therefore hide them from others. As a result, children's rights are violated and
they are living separately from society. The project will work closer to the rural areas, and
provide project activities to parents with children with disabilities in order to bring about a
positive change in their beliefs, openness, and shameful fears.
Table 5: Risk analysis
Potential risks
Assessment
without
mitigation
Mitigation strategy/solution
Assessment
with
mitigation
1
Lack of local support (no
governmental unit locally
working on the disabled
issue)
High
Continuous advocacy for
decision makers. The project
will mitigate this risk through
continuing policy dialogue with
the local government. A high-
level steering committee of key
stakeholders will be established
from local decision makers.
Medium
2
Lack of coordination between
local government institutions,
agencies, non-governmental
organizations and projects on
disability
High
Participate in local meetings on
a regular basis to exchange
information.
Planning activities in linkage
with government policy.
Ensure the equal participation
and support of governmental
and non-governmental
organizations
Low
3
Lack of implementations on
already existing laws on
disability due to weak
conditions in target areas
High
Advocacy work through media
and trainings
Encourage to implement
regulations
Medium
4
Local APDC is weak when it
comes to human resource and
finance to be a main
implementer of the project
High
Financial support for human
resource.
Organize capacity building
trainings directly to the
members
Ensure participation of them
into every project activities.
Conduct various advocacy
activities to be recognized to
local authorities and
community.
Low
5
Weak knowledge and wrong
attitude of parents and care
takers on how to socialize
their children
High Trainings for parents and care
takers and community Medium
37
6
Lack of proper services to
address people with
disabilities and especially
children
High
Conduct advocacy at all levels
to ensure participation of
children with disabilities
Cooperate with and support the
Center for Diagnoses of CWDs
in Khovd Regional Diagnostic
Center
Cooperate with the Child
development Center to support
expanding the activities.
Support to the creation of
experience and dissemination of
experiences and best practices,
to make a friendly environment
for children with disabilities
Medium
7
Improper attitude and weak
knowledge among people
who work with children with
disability
Medium
Organize workshop and
discussion for them.
Increase their participation in
project activities.
Low
8
The local doctors have lack of
professional skills for
children with disabilities and
weak attitudes.
High
Improve knowledge and attitude
of doctors through advocacy
work.
Medium
9
The local educational
authorities, workers, and
teachers have lack of skills on
inclusive education for
children with disabilities and
weak attitudes.
High
Improve knowledge and skills
of teachers and educational
workers through trainings.
Organize advocacy work to
educational authorities.
Increase their participation in
project activities.
Medium
10
Improper attitude among
community about children
with disability
Medium
Trainings and advocacy work
for attitude changing through
various media
Prepare volunteers and
cooperate with them
Low
11 Lack of participation of men
in community activities Medium
Involve more men in the
community trainings
Organize activity for fathers
with children with disabilities
Low
12
Anti-corruption:
Corrupt practices affecting
project procurement and the
implementation of the project
Low
Continually having corruption
on the agenda on staff trainings
and meetings, as well as
partners’ meetings and capacity
building
Effectively implement the
improved financial and
procurement system of NLM-M.
Low
38
Focus on capacity trainings for
all relevant staff of financial
management
Focus on good financial
monitoring and audit system
Immediate action towards
implementing the
recommendations after auditing
reports
13
Human rights:
The project will have a
human rights approach and
put emphasis on Convention
on the Rights of the Child,
article 23 among others.
However, having a project
with children with disabilities
as main focus, the uniqueness
of each of the children as
individuals and that they are
children before disabled
might be blurred out.
Low
Emphasis the individual before
diagnosis in meetings with
children, parents, professionals
and authorities.
Low
14
Women and gender equality:
Uneven balance in
responsibility/involvement
and power between mothers
and fathers, which can lead to
women seeing the need of
their child without having the
means of doing something
about it.
High
Focus on mobilize and educate
fathers as well as mothers of
children with disabilities.
Conduct a gender impact
analysis of the planning process.
Medium
15
Climate and environment:
To conduct the mapping,
driving to the countryside will
be necessary. However, the
environmental consequences
are regarded low.
Low
Visit neighboring soums at the
same travel to shorten down
miles driven.
Low
16
Election:
There will be an election
during the project
implementation and main
partners might have been
changed after election.
High
Conduct re-advocacy activities
to newly elected local
administrations.
Provide all level of involvement
of key partners in all project
activities
Low
13. Partnership relations, organization and management
13.1 Partners role
39
13.1.1 Main partners and their responsibilities
Association of parents with different-abled children (APDC)
Local APDC in Khovd and Bayan-Ulgii are the main implementing parties of the project as
taking the responsibilities of planning, implementing and funding the project activities in gradual
increase order. Half of the project officers of SCD will be located at ADPC and its CDCs.
Project activities will be planned and implemented by project staff with the close cooperation of
APDC members. Many activities are planned to strengthen its organizational development, and
improve their cooperation with other governmental and non-governmental organizations.
The project will work closely with this organization, using their expertise in trainings and
advocacy work, to empower parents, make capacity building, motivation, community
engagement. Also the project will support this center to strengthen its organizational
development, and improve their cooperation with other governmental and non-governmental
organizations. We are assuming that capacity building of teachers, medical specialists and other
professionals working with children with disabilities is possible based on their child
development centers. We also assume thatthesecenters can provide services to small centers in
rural areas for children with disabilities.
Ministry of Labour and Social Protection
Ministry of Labour and Social Protection has the main role of policy planning, strategy
implementation and monitoring of the population. This ministry is also responsible for the
development legislation, including groups such as children, youth, the elderly and families and
people with disabilities. It has a Division on Disabled people’s development, and this division
provides with supervision and administration for local governmental organizations working on
issues related to people with disabilities. The NLM-M already has the Memorandum of
Understanding with the Ministry of Labour and Social Protection for the pre-project, and that we
will renew it for the long term project. The Ministry will support the project with people
representing major activities organized by the project if needed. It will also support the
involvement of the project representatives in activities related to children with disabilities. The
Ministry will responsible to establish steering committee for SCD project and to appoint the head
of the steering committee.
Aimag Governor’s Office
Aimag Governor’s Office is the key decision making organization on local level. It is providing
policy guidance on economic and social development, strategic planning and also management
and monitoring for all local organizations.
The Social Policy Department of Aimag Governor Office is the local governmental organization
that is responsible of providing policies and development of social issues for the target
population. It has officers of health, education, labour and social protection. The issues
concerning the people and children with disabilities belong under the responsibility of the
labourand social protection officer. This officer plays the main role in integrating the project
activities in line with local policy and planning.
NLM-M and APDC will make cooperation agreement with target Aimag Governors in order to
implement the project jointly. The Project Steering Committee will be chaired by the Head of the
Aimag Governor’s Office or including a representative from the Office.
40
The Aimag Governor’s Office has the authority to give clear instruction to Local commission on
Health Education and Social Protection, for children with disabilities, to collaborate with the
project and to make available necessary information on aimag and soum level. They will further
provide information to the project.
Local commission on Health, Education and Social protection for children with disabilities
In each aimag a commission on Health, Education and Social protection for children with
disabilities is appointed. This commission consists of health personnel and other related
specialists. The purpose of the commission is to determine if a child, aged 0-16 has a disability.
They are also responsible of coordinating and monitoring the involvement of children with
disabilities in health, education and social welfare services.
The right to receive welfare benefits is based on the Commission's conclusions. The head of
Social Policy Department in Aimag Governor's Office is the chairperson of the local sub
commission. They meet every two weeks to make plans and conclusions based on the specific
needs of each child. The Commission will play a key role in promoting early detection,
diagnosis, educational inclusion and development, as well as ensuring child right of children
with disabilities. The project will support the empowerment of these Commission members and
cooperate closely with them.
13.1.2Other important stakeholders and their responsibilities
Disabled People’s Association
The Association is considered one of the leading partners to conduct joint advocacy efforts and
campaigns in the aimags, in order to strengthen cross-cultural collaboration and improving social
inclusion of disabled people.
Department of Investment and Development Policy and Planning of the Governor's office
The department is responsible for policy and planning on production, services, trade, food,
agriculture, environment, tourism, infrastructure, economic development strategy, program, and
project development, monitoring and evaluation. The department is the key partner in the project
to advocate creating friendly infrastructure and environment for children with disabilities.
Aimag Education, Culture and Art Department
The aimag Education, Culture and Art Department is responsible for the school and kindergarten
services to children living in the aimags. At the moment, there are a low number of children with
disabilities enrolled in kindergartens or schools. It is the Aimag Education, Culture and Art
Departments’ responsibility to prevent these children from being discriminated in these arenas,
and for the inclusion of children with disabilities in education. This will also be their role in the
SCD project. The Project will assist in providing some of the capacity-building tools for teachers
and provide some advocacy work toward this department.
Aimag Health Department
The regional Diagnostic treatment center and its Child Clinic is under the supervision of the
Aimag Health Department. The Department plays a key role in establishing Diagniostic and
information center for children with disabilities in Child clinic. The Project will cooperate with
them on establishement of the center as well as assisting in capacity building for health
professionals in this area.
41
Aimag Family, Child and Youth Development Department
AimagFamily, Child and Youth Development Departmentis a subsidiary body of the National
Authority for Children. It is responsible for the protection and development of children, and to
provide them with favorable conditions for their survival, education and livelihood. The
Department is responsible for reducing the violation of rights of children with disabilities,
increasing their talents and expanding their leisure time activity opportunity.
The project will support small grants to improve inclusion in the children’s regular activities and
together with the organization, the project will conduct joint advocacy efforts to promote the
rights of the children with disabilities.
Aimag Labour and Social Welfare Department
The Social Welfare Division of this organization is responsible for delivering state, social
welfare services to persons with disabilities. The relevant specialist of the department is acting as
the secretary of the Local Commission on Health, Education and Social protection for children
with disabilities. The project will promote APDC to work together with the department based on
their experience of implementing “Household Development Plan" to improve the living
conditions of families with children with disabilities.
13.2 Organizational structure of the project
The project staff will be responsible for the overall project implementation, since there is no
local partner that can take the responsibility fully. There will be developed job description for
SCD staffs and other related persons to make sure that their responsibilities will be clear and
understandable. See also the manpower plan for SCD in chapter 13.5.
For the organizational chart see Annex2
SCD will be implemented in Bayan-Ulgii and Khovd aimags for the same period. To coordinate
project activities at the national level and to effectively implement advocacy activities, a project
coordinator will be working at the NLM-UB branch office.
In Khovd, at the NLM-M main office a Mongolian project leader, a project coordinator, a
projectofficer as well as a project driver will work.
It is anticipated that 100% of the project's expat consultants will be employed. The consultants
are planning to work in Khovd and Bayan-Ulgiiaimags. Whenever needed, location and
percentage of consultants may be changed.
The project staff in Bayan-Ulgiiaimag will consist ofa project officer and a driver.
APDC will hire a part time officer in UB at national office, and full-time officers at branch
offices and another part time officer at CDC in bothaimags. From the beginning of the project
NLM -Mongolia will give financial support to hire these staff and the financial support will be
gradually decreased year by year according to the cooperation contract.(See annex 3/
We believe that the officers in APDC will work sustainable as leading member of civil society,
since local APDC will be become a strong actor for ensuring child right of CWDs and human
resource empowered during project implementation.
42
The SCD project Steering Committee will be established jointly among 2 target aimags and will
focus on strengthening the ownership and sustainability of the project in the local area. The joint
Steering Committee will have meetings 2 times in a year. Ministry of Lobar and Social
Protection will establish and lead the Steering Committee. Other members of the Steering
Committees will include head of Governor Office, head of Social Policy Department of Aimag
Governor Ofiice, head of Health Department, head of Education and Culture Department, a
representative from Association of Parents with Different-Abled Children and Country director
of NLM-M. The project coordinator in Khovd will act as the secretary of the Steering Committee
and the project leader and consultants will be eligible for the Steering Committee meeting.
13.3 Decision-making and accountability
The project leader will be the responsible for SCD daily activities and is the primary decision
maker for the project. Project leader will be accountable for the NLM-M board and supervised
by NLM-M’s Country Director. To have clear responsibilities, project leader will be direct
supervisor of project coordinators, aimagofficersanddrivers.
The project consultants will be advisors for project leader and other employees in SCD. They
will have no formal decision-making power, but project leader and project staff should include
them in decision-making processes and take advice from them in everyday work tasks. The
project consultants will be supervised by NLM-M’s Country Director.
The Steering committee will approve the allocated SCD budget for the aimag and make sure that
the project follows the project document and control that it is moving in the expected direction,
as well as approve the local annual work plan. They will have meeting at least twice a year.
The other project staff will be responsible for organizing the daily SCD supported activities at
aimags as well as monitoring these. They will be responsible to report to project leader if they
find that something is not according to decisions made and approved by the steering committee.
NLM-Mongolia has a clear code of conduct that each staff member is presented with in the work
contract. NLM-Mongolia also goes through and updates the NLM Mongolia Human Resource
Policy annually. This includes a code of conduct section. The document is sent to all employees
annually. We also have staff meetings throughout the year that includes highlighting and
presenting different documents such as the NLM-Mongolia Work Values and Work Fellowship.
NLM-Mongolia has sent a Whistle Blowing Poster to all employees. The poster was also
explained and discussed at staff meetings in the different branches.The project encourages the
project staff and other partners affiliated to project work,to use the mismanagement reporting
system provided by NLM-M and/or Digni. This will be continued annually.
13.4 Financial responsibilities
Digni and NLM-N approves the long term and yearly budget. The Project Leader develops the
yearly budget and takes advice from the project consultants regarding this. The Project Leader
also has the overall daily financial responsibility of SCD, but the board of NLM-M has the
overall control responsibility for the use of the budget. Both financial and annual narrative report
should also be presented to the Annual General Meeting of NLM-M, which has the right to give
43
comments to the project for further work and to require changes if there are major deviations
from the project documents.
The Annual Work plan is developed by the Project Leader and the project’s local coordinators
and officers based on local key partners’ proposals. TheAimagAnnual Work Plan is approved by
the steering committee.
The project officers develop monthly budget plans for the project activities based on the annual
work plan. The Project Leader approves the plans based on comments from the Project
Consultants.
An estimated budget breakdown for project activities has to be developed in the Terms of
Reference/Agenda of the activities. These Terms of Reference/Agenda with budget will be
developed by the person responsible for planning the activity within 2 weeks before the activity
starts. It must be approved by the Project Leader. Then the financial transfer will be done
according to this approved agenda and budget breakdown. The project officers will be
responsible for filling monthly actual expense and sending it to the project leader and financial
office.
Regarding cost-effectivenes, it is important to the project staff that we keep the payroll expences
at a sober level that is comparable with the rest of the nation.The project will at all times strive
toassess profitability and quality in financial matters. Eg.the purchase of equipment and tools
would be done with a price survey in advance, taking into consideration the price and quality of
the goods. This is done according to the instructions of NLM-M-Financial Policy and Procedure
under section 15, guideline on purchases.
The project will also, whenever suitable, cooperate with local trainers when conducting capacity
building trainings. We will be cooperating with local TVs and Radios to promote awareness-
raising activities.The project willat all times try to find opportunities to reach target groups at a
lower cost compared to national-level costs, and at the same time assess the quality to ensure that
the standard is good and sustainable.
NLM-M financial office will provide with accounting service and consulting to the project staff
with needed recommendations. The project will receive financial reports monthly. Audit is done
every year for the project and the project takes action according to the audit recommendations.
The NLM-M financial office consists of the Financial Leader, Accountants, and Cashiers. The
Financial Leader is responsible for all financial and fiscal management aspects of NLM-M
including projects. The Financial Leader is responsible for the Financial Policy and Procedures
to be implemented with high accountability and shall ensure the financial management is done in
accordance with Mongolian Law and rules and regulations given from NLM and Digni. The
Accountants provide all necessary accounting functions for NLM-M including the projects. The
Cashier has responsibility for maintaining the cash accounts for NLM-M including the projects.
Rules and procedures are in place for the use of cash by the project and the Cashier follows these
procedures.
NLM-M updates and revises its Financial Policy and Procedures annually. The Financial Policy
and Procedures establishes sound financial practices for NLM Mongolia in relation to principles
44
of financial and accounting activities, organizational structure, accounting records and
bookkeeping, financial reporting, employees’ job allocation and descriptions, and setting-up
internal monitoring and auditing system at NLM Mongolia. The Policy includes Monetary
Procedures for each Branch and includes specific procedures to follow regarding cash
accounting for the project.
13.5 Manpower plan
Table 6: Job descriptions for project staff
Position Direct
supervisor Main responsibilities Time
Project staff:
In Ulaanbaatar: project coordinator-1, officer at APDC-0.5 or less
In Khovd: project leader-1, project consultant-1, project coordinator-1, project officer at office-1,
officer at APDC -1,project driver-1, officer at child development center-0.5 and less
In Bayan-Ulgii: project consultant-1, project officer at office -1, officer at APDC -1,project
driver-1, officer at child development center-0.5 or less
Project
leader
Country
director
Introduce project activities to Country Director and
consultants in timely manner and work in close partnership
with them
Contact with NLM-Norway
Implement audit, NLM-Norway/Digni /NORAD, NLM-M
board recommendations
Responsible for the overall management, leading project staff
and give methodological advice and efficient implementation
of the SCD project
Responsible for financial management of the project
Responsible for monitoring and evaluation of project
activities, participating in project steering committee meeting
and decision making
To facilitate enhanced collaboration with government
organizations, Ministry, Aimag Governor Offices, advocate
towards decision makers, ensure project ownership and
sustainability
2020-
2024
Project
coordinator
1 (UB)
Project
leader
Be responsible for planning and implementing advocacy work
at local and national levels
Coordinate and cooperate with key national level
collaborators, coordinate joint project activities integrating
with national policy and direction
Be responsible for developing and publishing materials and
handouts on the rights of children with disabilities for their
parents, community members and government and non-
governmental organizations working with CWDs
2020-
2024
45
Be responsible for project advertising and information
Participate in the project local activities as a member of the
team
Coordinate project related work in Ulaanbaatar
Officer at
APDC (UB)
APDC
national
director
Support local APDC facilitated trainings; develop training
materials and ensure training methods, quality and content.
Will also be facilitator in some trainings/workshops
Give methodological advice on planning, implementation and
internal monitoring system for local APDCs
Be responsible for conducting overall monitoring and
evaluation for APDC’s activities
Be responsible for developing handouts on the rights of
children with disabilities for their parents, community
members
Coordinate APDC and development center activities between
UB and local branches
2020-
2023
Project
consultant-
expat
(Khovd)
Country
director
Facilitate to contact with NLM-Norway
Ensure donor requirements are fulfilled as well ascultural
translation and quality of documents to Norway
Consult the project leader and staffs in project management
Participate in high level dialogue and negotiation with decision
makers at national and local levels
Technical support on project activities of target aimags with
the cooperation of project leader and staff
Project
consultant-
expat
(BU)
Country
director
Facilitate monitoring and evaluation system for the project
Ensure that project activities are done in concordance with
NLM-M’s regulation and policies.
Consult the project leader and staffs in project management
Participate in high level dialogue and negotiation with decision
makers at national and local levels.
Technical support on project activities of target aimags with
the cooperation of project leader and staff
2020-
2024
Project
coordinator2
(Khovd)
Project
leader
Translation of the project semi-annual, annual report and other
relevant documents
Assisting the expatriate staff in their work and provide with
relevant information, verbal translation at meetings
Keep the archive and storage of all project documents
Prepare quarterly, semi-annual and other relevant operational
reports of project aimags taking from project officers and
present them to leader and consultants
Measure implementation of project indicators and outcomes
2020-
2024
46
and to ensure sustainability of project outcomes
Be responsible of project monitoring and evaluation at target
aimags
Be responsible for conducting internal monitoring activities
Be responsible for receiving, registration, storage, distribution
and reporting of the necessary equipment, stationery, manuals
and training materials provided under the project
Work as a secretary of project Steering Committee and
introduce project activities to the steering committee and
implement the activities in close cooperation with the
committee
Project
officer at
office
(Bayan-Ulgii
and Khovd)
Project
leader
Implement project’s daily activities based project AWP
Be responsible for the expenditure of project activities within
the scope of its obligations in accordance with organizations
financial rules
Provide co-operation with project and stakeholders, including
their participation and coordination
Develop guidelines of their responsible activities and write
reports and relevant materials
Assign and report on the monthly budget of project
Participate in project monitoring and evaluation as project staff
Be responsible for implementing activities under objective 2
and 3 of the project
2020-
2024
Officer at
APDC
(Bayan-Ulgii
and Khovd)
Local
APDC
leader
Implement project’s daily activities based project AWP
Be responsible for the expenditure of project activities within
the scope of its obligations in accordance with organizations
financial rules
Develop guidelines of their responsible activities and write
reports and relevant materials
Participate in project monitoring and evaluation as project staff
Coordinate project activities with local activities of APDC and
Child development center
Be responsible for implementing activities under objective 1 of
the project
2020-
2024
Project
driver
(Bayan-Ulgii
and Khovd)
Project
leader
Responsible for the project car, driving and maintenance
Delivery of official letter, documents, carrying, picking and
loading luggage and other items
Handling, packaging, distributing handbooks, materials and
equipment, and distribution to target aimags and transporting
freight
2020-
2024
47
Drive project staff and guests and loading luggage
Other tasks required by the project will be performed as a
member of the project team
Officer at
Child
development
center
/Bayan-Ulgii
and Khovd/
Local
APDC
leader
Coordinate project activities with local activities of APDC and
Child development center
Be responsible for activities of the project in cooperation with
Child Development Center and APDC
Be responsible for implementing activities under the output
2.2
Participate in project monitoring and evaluation as project staff
Be responsible for specific tasks and responsibilities at the
Child Development Center
2020-
2023
14. Sustainability and time frame
14.1 Sustainability
Defining the sustainability strategy from the beginning of the project, with the involvement of all
stakeholders and improving it through modifications or changes with their help during the
project, will most likely have a positive impact on the outcome of the project.
The project's main strategy for ensuring sustainability even after completion is in short about
minimizing interventions from the project. We will see the results in the continuity of societies.
The project will focus on the following factors that may affect sustainability:
Local ownership
All project activities will be based on local partners’ initiatives and local policies and programs.
The project framework is therefore relevant to the local community members of the selected
area. This will have a major role in achieving sincere support to the project among the local
community members.
Legal system
The sustainability and any outcome of the project after its completion will be affected by local
and national policies, regulations and decisions and legal documents. It is therefore essential that
the project guarantees that it complies within legal framework.
Institutional Capacity
To maintain the sustainability of the project’s intervention, local institutions
shouldbeprovidedwith human resources, finances and other resources for uninterrupted
continuous operation. Therefore, during the project period, capacity building on establishing and
maintaining those resources would be addressed.
At the start of the project, the project will make a community-based collaboration agreement.
This is a document that goes through all the activities in detail. It also explains the structure of
our organization, and gives an overview of the future sustainable activities.
48
The project’s importance is geared towards long term sustainability, rather than giving direct aid
to handicapped children, it is important to focus on skilling their parents and families, providing
care givers with necessary developments, strengthening their understanding of the community
and influencing the decision-makers at local and national levels.
14.1.1 Enhancement of Local ownership
Since the initial project design, local community participation has been an important step to
strengthening local ownership mentality of the project. It is therefore important to provide
opportunities for the public to participate in all stages of a project including planning,
implementation, monitoring and evaluation.
When the project plans activities it will cooperate with the local government and non-
governmental organizations to be in compliance with local policies and decisions. NLM-M does
not intend to implement any activities alone. The activities described in the project document
including monthly and yearly activities, will be planned and implemented mainly by Association
of Parents with Different-abled Children(APDC) as the main project partner, and other key
partners, under the close communication with SCD project.
Right after the project approval, a contractual collaboration contract with national and local
Association of Parents with Different-Abled Children shall be established. The description of
roles to the project implementation shall be clearly indicated, including the working place and
it’s phasing out plans of officers, whom salaries funded by the project.
14.1.2 Impact of the legal system
Any project activity and its continuity that requires new legal remedy will depend on whether the
existing local legal system can accommodate the requirements. Due to this, it is important to
informing the decision-makers of the local authorities about the project process and the impact
studies, and then it is possible to achieve the expected results.
At the beginning of the project, making a Memorandum of Understanding with the local
authorities and the Ministry who is responsible for Children with Disabilities will ensure a step
forward for the project. This agreement will mention the state’s involvement to provide
governmental policies and regulations for the dissemination and maintenance of good practice
during the project period.
To help create a favorable environment for social organizations, trainings, meetings and
discussions aimed at assisting decision makers in recognizing the challenges for CWDs and their
families will be conducted. Also, it will becrucial to support the local NGOs and volunteers to
interact with the decision makers. Also, the government is expected to provide with necessary
legal aid for the social organizations operation. It is viewed that by involving the local decision
makers with the project activities, informing them regularly about the project process, appointing
them to project steering committee team, and also defining their roles in the project, it will
ensure the maintenance of the project’s sustainability.
14.1.3 Empowering the Organizations
One of the main objectives of the project is also to strengthen its target groups of the project. The
project will strengthen the capacity of the APDC and its members aiming at children with
disabilities’ health, education and social welfare in the target area and it will conduct trainings,
49
development meetings on project managements, proposal writing, fund raising and advocacy and
network building in order to improve the capacity of financial independency, strong human
resources and other institutional and individual competencies.
In addition to the activities strengthening APDC members, the members of the volunteering
community, volunteer teachers and facilitate development and capacity building trainings for
parents. The APDC is running local child development centers in all aimags. In order to develop
skills in these centers, it is planned to support the specialists within the centers. We will also
conduct trainings and organizing meetings with the members of local social welfare and
educational organizations.
All of the trainings, meetings and discussions on capacity building of local specialists, will be
conducted by experts. Some of these meetings will be organized in soums, and in those cases the
project will provide with the needed support to see it through. By doing this, the project believes
that local services and facilities aimed at children with disabilities will be stronger after the
project’s completion.
In addition to the training of the specialists who work with families and children, the project will
focus on capacity building for other beneficiaries as well. The project will carry out trainings for
APDC members, members of the volunteering community, volunteer teachers and facilitate
development and capacity building trainings for parents. The APDC is running local child
development centers in all aimags. In order to develop skills in these centers, it is planned to
support the specialists within the centers. We will also conduct trainings and organizing
meetings with the members of local social welfare and educational organizations.
In addition, we believe that continued communications with different stakeholders like the
Ministry of Labour and Social Protection, General Authority of Disabled People development,
the Health, Education and Social Welfare Commissions, Association of Parents with Different-
Abled Children and other government and non-government organizations, will increase the
participation of them supporting the project.
14.2. Project time frame and phase out plan
Following table shows how the project contribution will be decreased and vice versa partners’
contribution increased to the activities during the project years.
Table 7: Project time frame and phase out plan
Main activities Responsibility 2020 2021 2022 2023 2024
Empowering
the parents and
families
planning
implementing
funding
Capacity
building of
specialists and
organizations
planning
implementing
funding
Awareness planning
50
raising of
community and
its members
implementing
funding
Advocacy
towards local
decision
makers
planning
implementing
funding
Officer at
APDC in
aimags
Salary funding
Office
Officer at CDC
in aimags and
UB
Salary funding
Office
*Above estimated indications are not represented by numbers, but those are to give proper
directions of sustainability planning.
SCD Partner
15. Monitoring plan
15.1 Monitoring and evaluation
Monitoring and evaluation (M&E) is an essential part of the project cycle, and also very
important tools for the project to be able to reach the goal and objectives defined at the beginning
of the project. Monitoring and evaluation helps to track and assess the results of the interventions
throughout the life of a project. Learning is a vital part, as well as one of the important purposes,
of M&E. Evaluation contributes to learning related to an individual project, and projects can
learn from evaluations of other projects as well.
It will be important to involve stakeholders when doing M&E, both to get their opinion and to
promote their commitment to the project. It will also be important to work to strengthen the
M&E system of the partners, especially the local authorities and civil society organizations, and
together make an M&E system that it is realistic that they will be able to use in the further work
themselves.
Further on, the project also has to consider gender segregated indicators in order to increase men
involvement to the project regular activities and increasing gender equality in local level. This
will have to be looked into in the beginning of the project.
15.1.1 Monitoring
An overview of the M&E for the whole project period is attached in this document (please see
the Annex 1). This is a detailed plan that shows both the planned evaluations and the ongoing
methods of monitoring. The indicators in the Monitoring and Evaluation system will be the main
tools for monitoring and evaluating the project results, and there will be developed yearly
milestones for the output indicators. There are both qualitative and quantitative indicators.
51
The project will use different methods when monitoring its activities. These are: Pre &Posttests,
questionnaires regarding base line and follow up, focus groups, observations, check-lists
regarding equipment, Most Significant Change Stories and regular meetings with partners and
target groups.
The project will use Most Significant Change Stories (MSC) as a tool for qualitative evaluation.
The MSC technique is evaluative in the sense that it provides data on impact and outcomes that
can be used to help assess the performance of the project as a whole. Most importantly, the
technique includes the collection of significant change stories from the target groups. The
selection of the most significant of these stories will be made by the people concerned, project
staff and partners. When changes have been identified, various people sit down together and
discuss the value of these changes. The method has been well used by previous NLM projects,
and a good way of using this method has been found, especially with the children. The children
both draw and tell their stories. To make the usage of the model even better, it will also be
important to feed these stories back to the target group after they have been selected.
In the communities, baseline questionnaires will be used to find out more about the situation
regarding the rights the project will be working within. This will then be followed up with the
same questionnaires one or two years later to see whether there have been any changes in the
communities.
The project’s annual work plan provides a crucial guide for the implementation of the project
activities. This plan shows in detail the activities to be carried out, the responsible implementing
partners, expected timeframes and planned inputs and outputs. The project team will develop
their annual work plan in close cooperation with main implementing partners, especially APDC,
and will report on the implementation and progress. This will be done on the detailed monthly
plans during the year and on the biannual and annual reports to Norway.
The project will sign separate Memorandum of Understanding or agreements with the different
partners. With the main partners these agreements will provide details on accountability, use of
funds provided by the project, sharing of budget, accounting and audit, control mechanisms and
on responsibility of the joint monitoring and evaluation. Additionally, to the agreements, the
project has made detailed sustainability plans that will be monitored during the project period to
ensure the sustainability after the project has ended.
The project team will work together with the APDC and other partners to ensure sustainability
and ownership. The project coordinator in charge of M&E, and the local officers, will closely
review, monitor and evaluate the achievements made, and challenges occurred in implementing
the project activities, in cooperation with partners and stakeholders. After M&E, the project
officer will write the reports and send it to the respective partners.
Within the M&E of a project the monitoring of finances, stationary, published material and
equipment is also important. This will be done according to NLM-M’s Financial Regulations.
The Project Leader will unannounced look through the financial reports in the finance office.
The project officers will report on each activity they do. For activities done through the APDC or
development centers, this will follow the same regulations as the other NLM-M activities.
15.1.2 Evaluation
52
There will be a midterm review in the summer of 2022, and a final evaluation in the fall of 2024.
These evaluations will have Terms of References that should be approved by NLM Norway
three weeks in advance. The evaluations will be done according to the budget and will have
external consultants as the main evaluators. In the midterm review it will be important to involve
the project staff, partners, and the staff hired at the local partners within the project, so that we
can use the review as an active learning experience as well. The external consultant team
members should have relevant professional background, preferably experiences within
development work. They should also be independent from the project and its partners. The team
should be gender balanced, and it should preferably be Mongolian members.
For the Terms of Reference, it is important that it is clear what the project wants the evaluators to
focus on. In an evaluation it is not possible to focus on everything, and it is important that the
project is clear on what it consider as most important. For the midterm review it is very
important for the project to focus on the learning process, since the result from this evaluation
will be very important for the last two years of the project. The evaluations should however
always be able to answer whether resources are spent in a correct and effective way, whether the
work is according to agreed objectives, and whether the different partners’ participation in the
co-operation complies with their obligations.
16. Resource input and budget
16.1 Needs for investments in infrastructure, equipment etc.
The project aims to support local initiatives to create model services in low scales, which are
possible to disseminate to others. The equipment support to the Diagnostic Center from the
project would be within 20-30% of all needed budget such as hearing and vision diagnosing
devices and tools. Therefore, those needed equipment will be purchased.
Purchase of medical diagnosing equipments (Tympanometric Systems, Audiometery,
Visual diagnostic apparatus, multifunctional beds etc.)
Diagnosing tools (Diagnosing software and tools, tests, observation games and tools.)
Some equipment is also necessary for the SCD project staff to work efficiently, including
vehicles and different office equipment. So these planned investments will be:
Purchase 2 new cars after selling the old cars used in Khovd and BU.
Purchase of equipment such as computers, a digital camera, projector, laptops, office
furniture, desks and chairs for project staff.
Purchase of mobile promotional equipment (tents, portable tables, chairs and boards,
motors, clothes/uniform for SCD staff and other training equipment).
16.2 General plan for financing the running costs
The tentative plan is that NLM will finance 10% (minimum) of the running costs, NORAD the
remaining 90% (maximum). The partners will contribute the following way for the project
implementation:
53
Participate in each activity of the project and be responsible for organizing.
Provide support for accommodation and equipment for meetings and trainings.
Involve their specialists and relevant people in project activities
Share some operating costs/budgets.
16.3 Budgets for the whole project period
For project activity budget see Annex 3 and long term budget plan see Annex 4
17. Appendix
Annex 1: Monitoring and evaluation system
Annex 2: Organizational chart
Annex 3: Project activity budget
Annex 4: Project long term budget
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