In my time as a lecturer in Disability Studies at Wellington College of Education, I learned a positive method of critical feedback on any work or venture.  That was to provide both commendations acknowledging achievement, and recommendations involving aspects that could be improved.  It is a system that stands one in good stead, whatever the situation.

So to the commendations.

We welcome on board all those new departments that have supplied progress reports on the implementation of the Strategy in the 2002-03 year.  The work of the Office in proactive engagement with government agencies is obviously bearing fruit.  It is a striking confirmation of our long-held views that, not only did disabled people need a Minister of the Crown specifically responsible for disability issues, but that a dedicated lead agency was essential as well.

The Strategy applies to the whole of government, and is not limited to those aspects of service delivery that might apply to some agencies, for example Education, Health and Social Development.  At the same time, the Strategy is not limited to the human resource functions of a government agency: it does apply to service delivery.  Reporting on actions in this regard is beginning to show the right kind of balance.  For example, in relation to objective 3 ('provide the best education for disabled people'), the Ministry of Education, together with the Education Review Office and the National Library, is reporting on actions to achieve this objective.

We are supportive of those government agencies that have looked to the expertise of disabled people, in terms of both staff internally and advisory groups externally.  We trust that where disability advice is being sought externally, it is being remunerated appropriately!

The improvements in access to hard copy and website information are pleasing.  We commented last year on the difficulties people with impairments have in getting information, and noted that information is power.  Hopefully progress in this area will continue.

Now for some recommendations.

We are disappointed by continuing gaps in the reporting on implementation of the Strategy. In our view this reflects a quaint notion that disability is a charitable add-on, or aspect of social responsibility that does not sit within the strategic imperatives of government agencies.  Nothing could be further from the truth.  The Strategy points to a society that 'fully values our lives and continually enhances our participation'.  To achieve this requires, at the very least, a public service responsive to our rights and needs as a population group.  

Attitudes towards disability issues need to change.  Government agencies need to develop comprehensive disability awareness training for their staff, and it is pleasing to see this beginning to occur.  Of course, appropriately qualified disabled people will deliver such training.

Overall, and in any project that involves disability issues, government agencies need to build partnerships with disabled people.  We know that there are still projects being undertaken which do not respect the centrality of a disability perspective.  In all things involving disability issues, government agencies must take into account objective 5 of the Strategy, which is the fostering of the leadership role of disabled people.  Future reporting on progress needs to have regard for evidence of commitment to that objective.

Something else we will be looking to in the next report is evidence that government agencies are putting their money where their mouths are.  Implementation of the Strategy is going to require resourcing.  For example, Statistics New Zealand has decided to continue with the disability question in the national Census together with a follow-up survey, and has put in a Budget bid to cover the cost of this.  We believe other agencies need to start identifying aspects of the Strategy that have cost implications and making the necessary preparations for future Budget rounds.  Failure to do so will risk the perception that commitment to the Strategy remains superficial.

Concluding on a positive note, we recognise that for the moment, while there is a fair way to go in realising the ultimate vision of the Strategy - that is, nothing less than a fully inclusive society - we all seem to be facing in the right direction.

Mike Gourley

President, DPA New Zealand