Strategic Plan

Union Latinoamericana de Ciegos  

2021 – 2024  

Santo Domingo – April 2021  


Board of Directors  

Presidency: Matías Ferreyra (Argentina)  

First Vicepresidency: Carlos Ferrari (Brasil)  

Second Vicepresidency: Gladys Díaz (Honduras)  

Secretary General: Dean Lermen (Colombia)  

Resources and finances secretariat: Marissa Martínez (Panama)  

Secretaries with Specialized Functions 

Education: Edwin Díaz (Bolivía)  

Rehabilitation: Julia Elía Gastón (Cuba)  

Professional Training and Employment: Miguel Ulloa (Chile)

Technology and Access to Information: Jorge Muñoz (Colombia) 

∙ Equality and Gender: Elizabeth Campos (Peru)  

Youth: Sarah Barreto (Brasil)  

Adults: Dorinda Samaniego (Panama)  

Human Rights: Germán Bautista (Mexico)  

Sport and Culture: Jorge Cala (Cuba)  

International Member:  

∙ FOAL – Estefanía Mirpuri (Spain) 

1. Introduction 

The Latin American Union of the Blind (ULAC) is an international  non-governmental organization founded on November 15th, 1985, in  the city of Mar de la Plata (Argentina). It is constituted by organizations  of blind persons and persons with low vision of the nineteen Latin  American countries. It is the regional branch for Latin America of the  World Blind Union (WBU). 

ULAC has been recognized by the Organization of American States  (OAS) as a civil society organization accredited before this organism. In  addition, ULAC is a permanent observer of the Conference of States  Parties of the UN Convention on the Rights of Persons with Disabilities  and has consultative status in the UN Economic and Social Council  (ECOSOC). 

The ULAC Strategic planning from 2021 to 2024 is set out in this  document. This document has been drafted collectively and in a hybrid  way by the members of the executive between the 12th and 15th of  April 2021 in Santo Domingo. 

The Strategic planning reaffirms the commitment ULAC has with the  organization of blind and low vision persons of the Latin America region. 

ULAC introduces four goals with their corresponding results, which  will mark our action guidelines during this time period, based on the  current reality. 

2. Methodology 

This planning is the result of different methodologies based on  different Historical and conceptual principles. For the development  process of this document, some premises have been adopted. These  premises can be identified from different points of view; it is essential  then that they are clear: 

a) This planning it’s not simply the result of the drafting process of  a document to guide actions but the building of the bases of 

understanding for common action in a collective and democratic  environment. 

b) A complex organization is made up of different actors with  different roles and powers. This distinction does not hinder the  exchange of ideas or reaching agreements. 

c) The strengthening of the unit’s identity is the main benefit of  this process, followed by the order of the actions carried out in the  desired timeframe. 

d) The stages and ways of registration materialize the process, but  dialoguing and establishing negotiations are the main indicators of  the planning quality. 

e) The strengthening of the foundational understanding and the  direction to follow allow us to detail each person’s actions in charge  to preserve the autonomy without fragmenting the organization. 

 Therefore the work was organized focusing on a collective  reflection where; compliance with the schedule is less important than  reaching agreements, delving into the different topics, explaining  divergences and the position of the participants concerning the  development process. 

At ULAC’s strategic planning meeting, the following steps were  taken: 

FODA Analysis: reading of internal situations and situations external to  the organization using a simplified SWOT matrix of different aspects:  positive and negative / internal and external (forces – opportunities:  positive and weakness – threats: negative). 

Analysis of the strategic plan 2016 – 2020: We discussed the results  obtained in the previous period using a previous survey. We generated  indications for the restarting and revision of the agreements and  actions. 

Analysis of The Institutional Vision and Mission: we reviewed the  conceptual frameworks of the organization. Redrafting of the 

agreements that are the basis of the textual production of identity  elements (vision) and the strategic direction (mission). 

Actors Matrix: We Identified the primary institutional relationships, the  nature of these interactions, and defined who is the person responsible  for each one of them and the strategy to follow. 

Operative Matrix: Using the revisión of the previous goal matrix, we  defined and directed the strategic actions through the statement of  results and activities to be developed in the short term (first year),  medium-term (second and third year), and long-term (until the fourth  year). The resulting framework will be the base for the subsequent  details, followed by each person responsible assuming new, needed  actions whenever they are coherent with the program described. 

After taking these steps, the plan was discussed by all members of  the executive. After its approval, we shared this document with all  parties interested. 

3. Outcome 

3.1. Vision and Mission 


To be an autonomous, sustainable, political, and technical organization  that represents the interests and rights of blind people and persons with  low vision and their organizations in Latin America; acting as a speaker  before the different states and international organisms.  


ULAC represents blind persons and persons with low vision; promotes  and defends their human rights and fundamental freedoms; encourages  the participation of blind persons and persons with low visión and their  incidence in the decision-making spaces and takes actions to ensure  their true and effective social inclusion. All of this is done in a  coordinated and articulated manner along with the different  organizations the form ULAC.

3.2. Strategic goals and their results 

Taking into account all aspects that ULAC has worked on up until  now, we have built an operative matrix as follows:  


To increase the level of impact of ULAC and the different  organizations that represent blind persons and persons with low visión  in the decision-making spaces of their respective field of action. Outcomes 

∙ The different organizations conquer decision-making spaces and  impact the creation and evaluation of the state’s actions. ∙ The international organisms and organizations, both public and  private, consider ULAC as a strategic partner in the field of  blindness and low vision. 


 Further, the knowledge, strengthen and promote the approach to the  organizations of blind persons and persons with low vision of Latin  America. Outcomes 

∙ ULAC has a situational diagnostic of the organizations of blind  persons and persons with low vision of Latin America. 

∙ ULAC develops a communication strategy to approach the  affiliated organizations. 

∙ Blind persons and persons with low vision of Latin America have  training options on organizational strengthening at their disposal. ∙ The affiliated organizations have a sense of belonging to ULAC.


To develop joint actions aimed at making ULAC and its affiliated  organizations sustainable. Outcomes 

∙ ULAC has an administrative and financial procedure handbook to  guarantee transparency. 

∙ ULAC expands the opportunities for national and international  cooperation. 

∙ ULAC broadens its field of actuation 


Constitute ULAC as a technical, scientific, political, and ethical  reference in matters related to blind persons and persons with low  vision and their organizations. Outcomes 

∙ We have a ULAC webpage with an accessible repository with  information and helpful knowledge to the inclusion of persons  with disabilities and their families. 

∙ ULAC has in its webpage an access door to information and  international tools of recognition of human rights. 

∙ ULAC’s webpage is positioned so that it has easy access  through Google. 

4. Conclusions 

This strategic plan drafted by ULAC demonstrates the level of  institutional maturity reached by the organization. We seek the utmost  clarity of the actions and the commitment to its members, pointing out  the reliability of the organization’s perspectives.

A different person coordinates each objective, and the specific  responsibilities are linked to the expected outcomes that have  references in the Board of Directors that can, in turn, ask for support  from the specialized secretaries and other experts. 

The members of the Board of directors and the Specialized  

secretaries will supply their own monthly tools so that quarterly reports  and biannual implementation balance sheets of the ULAC Strategic  Plan can be drafted. This practice will consolidate an institutional culture  of accountability and monitoring of measures that will increase the  organization’s reach and efficacy.  

Translation by FABIÁN OUBIÑA GÓMEZ, translator of the ONCE International Relations Department.