As shown earlier, central government agencies have been active over the last six years in implementing the objectives of the Disability Strategy. Enablers of these implementation activities are discussed below, and include the Disability Strategy itself, support and advocacy by key stakeholders, involvement of disabled people in implementation and wider environmental factors.

The Disability Strategy’s currency

Positively, the Disability Strategy is itself an enabler of implementation activities. All participants are positive about the Disability Strategy and its content. Its development, using far-reaching consultation with disabled people, disabled persons’ organisations, providers, central government and wider, has created strong connections and networks from which implementation activities and advocacy flow.

The Disability Strategy is seen as holistic and aspirational in striving for a fully inclusive society. The aspirational nature of its vision and objectives has retained relevancy and currency across the disability sector and the changing environment in which it is being implemented.

“Finally here’s a strategy, which is about me. This is giving a direction about the future for me as a person with a disability.” (Disabled person)

“It was a very well received document. It still has a life of its own now, far more so than many other documents.” (Central government)

Support and advocacy of key government stakeholders

Implementation of the Disability Strategy is enabled by the support and advocacy of key stakeholders within government. These include:

• Minister for Disability Issues: Participants in the implementation review acknowledge that having a Minister for Disability Issues significantly enhances the profile of disability issues, and the rights and aspirations of disabled people in New Zealand. Disabled people and disabled persons’ membership organisations see the Minister as an important advocate for the Disability Strategy, and a lever to encourage central government agencies to implement initiatives to build an enabling society.
• The Office for Disability Issues: In the main, participants are complimentary about the work undertaken by the Office for Disability Issues in facilitating the implementation of the Disability Strategy. In particular, they indicate that the Office for Disability Issues has an in-depth understanding of the social model of disability, is professional and thorough in its approach, and is a strong proponent of the rights of disabled people. The Office for Disability Issues is also a good employer of disabled people. Participants especially praise and value the contribution of the Office for Disability Issues on:
  • the United Nations Convention on the Rights of Persons with Disabilities
  • New Zealand Sign Language Act 2006
  • establishing the nominations service
  • developing the disability perspective toolkit
  • Educating central government agencies through seminars about the Disability Strategy and the requirements for completing work plans.

“We get a lot of support from [The Minister]…Also having the Office for Disability Issues has been great. We have somewhere to go if we have problems and need to resolve them.” (Disabled persons’ membership organisation)

Involvement of disabled people

True to the principle of partnership, efforts have been made to include disabled people in the implementation of the Disability Strategy. Disabled people’s involvement has enabled central government agencies to better understand disability issues as they affect the everyday lives of disabled people. The involvement of disabled people in the implementation process has been fostered by:

• The Disability Advisory Council: Participants in the review describe the Disability Advisory Council as an effective way to include disabled peoples’ views on the Disability Strategy’s implementation. Central government agencies who have accessed the Disability Advisory Council have found it helpful in providing a disability perspective to their work. However, disabled people and disabled persons’ organisations want the Council expanded and supported to allow for a more active role in the Disability Strategy’s implementation.
• Consultation with disabled people on specific initiatives: Participants across the disability sector and central government agencies acknowledge that over the last six years there has been a notable increase in central government agencies and local authorities taking disabled peoples’ needs into consideration. This has been facilitated through consultation with disabled people, disability advocates on reference groups, and other formal and informal channels. However, as noted, central government agencies’ engagement with disabled people is not without its challenges or critics.

Environmental enablers

The Disability Strategy is not being implemented in a vacuum. Its implementation is building on initiatives in the disability sector that preceded its launch. The Disability Strategy is a rallying point for implementing the social model of disability through which all disabled people can aspire to an ordinary life. It is also a magnifier, placing emphasis on the issues facing disabled people that need to be addressed.

The shift by government and some central government agencies towards rights-based approaches has also enabled implementation of the Disability Strategy. That is, it aligns with wider thinking and philosophical perspectives that are being promoted nationally and internationally.