At the very heart of all our efforts is the conviction that NLR can and does make a difference in the lives of those misfortunate enough to suffer from leprosy, its consequences or neglected tropical diseases. Our vision, mission and strategy embody that conviction.
A world free of leprosy and exclusion due to disabilities
NLR promotes and supports health, ability and full inclusion in society for people affected by leprosy or living with disabilities
Strategy (how we work)
NLR works with governments, NGOs, research institutions and Disabled People’s Organizations (DPOs) promoting access and quality of services through training, expert advice, research and innovation.
Prevention and Early Detection of Leprosy, by:
Prevention of Disabilities, by:
Promoting Disability Inclusive Development, by
The challenges of declining revenues from legacies have forced us to refocus and downsize from 11 to 5 countries. NLR will phase out the funding of our programs in Nigeria and the Mekong Region in 2017/2018. At both country offices opportunities are currently being assessed with our teams to continue the parts of their programs that are externally funded, either as an independent local NGO, or by involving other NGOs that may be interested in incorporating these programs into their own programs. At the same time NLR will invest in the remaining 5 country offices to strengthen its programs and the skills and performance of its staff, partly under the NLR 2020 project.
Our 2016 program strategy focused on 2 major innovation processes: decentralizing the organization in accordance with the NLR 2020 process, and developing Key Priority Programs (KPPs) to bring more focus into our work. In addition, we started restructuring our Planning, Monitoring and Evaluation (PM&E) system.
NLR2020 is the process of transforming our branch offices into local NGOs, which are more in touch with the context they operate in, and can raise more local funds from institutional donors, companies and the public. In 2016, the particular focus was on strengthening the staff’s capacities in program management and institutional fundraising. We recruited and trained additional program managers, as well as staff for institutional fundraising.
In order to be more effective, we decided that we had to concentrate our work on 4 Key Priority Programs that constitute the core of our work. At the Round Table in September the following KPPs were selected:
With the online tool AKVO/RSR we developed a new system for Program Monitoring and Evaluation (M&E). It was tested in 8 projects and will be implemented further in 2017.