Article

Based on consultations with various stakeholders as well as strategic planning that SIGAB did at the end of 2013, there are some local/national situation that come into consideration for SIGAB in determining the focus of the program, namely:

• National Legislation as instrument of CRPD implementation

Initiative of Difability draft bill has begun. However, learning from the experience of Act 4 of 1997 which is neither implementable nor comprehensive, it is important to ensure the strengthening of the substance as well as engagement with Difabel people and Difabel local perspective.

• Access to the Law for the Difabel

Results of research and working achievements of SIGAB on the issue of legal access for Difabel confirm the strong need for the availability of legal information, counseling, and legal systems that are more aligned to the Difabel.

• Access to education, health and public services

At the local level, public services and access to education and health insurance remains a major unsolved problem both in the realm of policies and programs as well as services.

• Strengthening internal capacity of SIGAB and its networks

In order to give a great impact on some of the issues above, SIGAB, from time to time needs to continue to upgrade the capacity of both staff and institutional level. The reinforcement is also expected to be expanded up to SIGAB networks, especially Difabel and their organizations as actors and key stakeholders.

SIGAB believes that an inclusive society would be realized if supported by collective community awareness and acceptance, policies and implementation in favor of Difability, as well as Difabel community that is empowered and able to contribute fully to the growth and development of community. Therefore, with emphasis on issues of above considerations, the following are some strategies of SIGAB to realize the vision and mission of the organization.

Internal Strategy

1. Strengthening organizational structures and operational systems

As a dynamic organization, one of SIGAB internal challenge is to continue to maintain and improve the performance, structure and operational. Therefore, it is a necessity for SIGAB to continue to finalize components of the above organization.

2. Improving the organization capacity

Strong organization, by SIGAB it is believed to be one important factor to support the achievement of the organization vision dan programs. Therefore, as part of an internal strategy, SIGAB will continue strengthening and managing the capacity of staff, facilitators, volunteers, researchers, fundraising management and knowledge management.

3. Strengthening of Infrastructure and Development

With the small number of Difabel organizations that are professionally managed while remaining within the framework of the public movement for change, SIGAB sees it is necessary to prepare itself as an organization that is mature and become a place of learning for other organizations to be embryos of agents for the subsequent inclusion movement. Therefore, the establishment and development will continue to be done in two ways. On the hardware side, SIGAB will continue to be developed in order to have adequate infrastructure. In addition, as a learning organization, the software such as curriculum and learning modules for the organization development of difabel advocacy movements also becomes another very important part to be done.

External Strategy

1. Begin from Village

Developing Prototype of Inclusive Society from Village
SIGAB believes that the success of big changes started from the victories in making small changes. Village as system of government at the grassroots level is believed to be a strength as well as convincing evidence of change, that inclusion is inevitability. Through the success of the previous program, up to 2019 SIGAB will develop best practices to work on village level in order to encourage the formation of inclusion villages that will be evidence and force of change in higher levels of government. In the villages of organizing regions they are prototypes of inclusive society, including the provision of education and other public services that will be inclusively pursued.

2. Evidence for Change

Data and Information of Difability
Data and information are important supporting stuff for the initiation of change. Up today, the availability of data and information on difability is still few and less accessible to public. SIGAB believes that besides a role to help determining the direction of advocacy (for difabel organizations and other civil society) as well as determining the direction of policies and programs (for the government), the availability of data and information of difability will help arising new initiations that are more innovative and progressive. Therefore, through further development www.solider.or.id, independent research, publishing journals and other efforts, SIGAB will support the availability of data and information on difability.

3. Scaling up for Change

Advocacy Movement and Expansion to Progressive Pressure Groups
There are two levels of advocacy to be conducted. First, the advocacy that is responsive in reaction to cases of injustice faced by the difabel. While second, more systemic advocacy that is expected to have a greater impact structured to the level of policy. It is believed, the existence of pressure groups and an extensive network is a great strength of advocacy. Therefore, advocacy activity will also be done with the approach of strengthening networks of difabel pressure groups more broadly. Through the same strategy, best practices which have been done by SIGAB will be promoted to be adopted by the government as an initiative approach to difability issues.