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NPC Background & Objectives

Explore the historical background, strategic plan pillars, swot analysis, and structures guiding the Paralympic Movement in Rwanda.

Our Foundation

Welcome to NPC Rwanda

Established on November 1, 2001 (originally founded as FERHANDIS), the National Paralympic Committee of Rwanda has transitioned from a small advocacy group into a highly structured national movement. Following compliance regulations of the International Paralympic Committee (IPC), the name was updated in 2007 to represent our unified Paralympic focus.

In the aftermath of the 1994 genocide against the Tutsi, adapted sports served as a powerful vehicle for rehabilitation, social inclusion, and the empowerment of persons with physical, visual, and intellectual impairments. Today, NPC Rwanda coordinates with sports associations, clubs, and local governments to scout talent and secure global representation.

Core Pillars of Action

Promotion & Sports Variety
High-Level Athlete Performance
Decentralized District Committees
Accessible Infrastructure Advocacy

Organizational Structure

Governing Board Structure

The supreme decision-making body of NPC Rwanda. The Governing Board consists of the Executive Board (Chairperson, Vice-Chairpersons, Secretary General, Treasurer) alongside specialized Advisors representing physical, visual, deaf, and intellectual impairment categories, ensuring comprehensive representation.

Secretariat & Management

Responsible for the daily execution of strategic goals. Led by the Executive Secretariat, it coordinates the Technical Directorate (coaching & classification), Sports Directorate (events & leagues), and the Administration and Finance Directorate.

14 Strategic Objectives

Grouped by our 4 core pillars of intervention under the 2024-2028 Strategic Framework.

Pillar 1: Promotion & Participation

  • 1
    Develop a tech and media-driven system to promote sports for persons with disabilities, positioning Rwanda as a leading African sports hub.
  • 2
    Expand the variety of sports for persons with disabilities to ensure inclusive participation across different impairment groups.
  • 3
    Promote honesty, integrity, and fair behavior among players, coaches, and leaders to uphold true sports values.
  • 4
    Foster a sustainable culture of sports for young people with disabilities in families, schools, and specialized institutions.
  • 5
    Boost active participation of people with disabilities in all government sports initiatives (e.g., Car Free Day, Kigali Night Run).

SWOT Analysis

Our internal capacity strengths and weaknesses vs. external opportunity and threat landscapes.

Strengths

  • Active governing board and efficient, knowledgeable staff.
  • Strong close collaboration with the Ministry of Sports (MINISPORTS) and the National Council of Persons with Disabilities (NCPD).
  • Established governance guidelines, internal policies, and rules of procedure.
  • Compliance with Rwanda Governance Board (RGB) and International Paralympic Committee (IPC) certification standards.
  • Functional sports administration extending from national to regional levels.
  • Active membership in the Union of Disability Organizations.

Weaknesses

  • Lack of dedicated office and training facilities owned by NPC Rwanda.
  • Underprivileged training conditions for youth, coaches, and medical technicians.
  • Lack of formal retention mechanisms for certified coaches, classifiers, and referees.
  • Limited financial and administrative human resources.
  • Decentralization of adapted sports is not yet fully executed down to the sector level.

Opportunities

  • Strong political will and government support for para-sports programs.
  • High enthusiasm and sporting capacity among persons with disabilities in Rwanda.
  • Willingness of diverse corporate and NGO partners to collaborate on inclusion.
  • Positive shift in community attitudes towards disabled sports participation.
  • Role models who inspire young athletes and enhance the branding of NPC Rwanda.

Threats

  • Geographical constraints in reaching isolated rural athletes.
  • Lack of availability of specialized adaptive sports equipment in the local market.
  • Limited number of accessible sports stadiums and facilities.
  • Government restructuring policies that may impact sports funding.

Theory of Change (ToC)

Our Theory of Change process map directs the annual retreat and board guidelines. We hypothesize that by providing targeted athletic training and raising community awareness, we systematically dismantle social prejudices against persons with disabilities, enabling long-term social rehabilitation, confidence, and international athletic representation.