Executive Summary

All DPOs are represented in the group.
Some members have governance experience through participation in DPO governance and in the DPO Coalition.
The CCMG members were trained by the project lead in the Disability Rights Promotion International methodology.

Further invest in developing the governance skills of CCMG members.
Consider including some other perspectives which are currently underrepresented (for example family/whānau of disabled people, youth, some ethnic groups (Pacific people, Asians), new immigrants). People could be included as permanent members or seconded to the group.
Include or second research expertise in the group to support the development of a monitoring framework and CCMG technical decision making.

The budget includes travel costs for meetings.

Manage the individual members’ travel requirements effectively through the fundholder.

Direct communication to wider stakeholder groups through participation in meetings provides responsive communication.

Agree processes for direct communication to wider stakeholder groups to ensure transparency and reflection of consensus views.

ODI took over the role of fundholder and provides administrative support, for the CCMG. No suitable alternative was identified.

Independence of the fundholder from government is viewed by stakeholders as part of the independence of the monitoring as a whole. ODI does not want to be the fundholder and would prefer to administer the fund to the fundholder designated by the CCMG.
There are options available to move the fundholder role to another organisation with the required capacity (a new entity, an NGO or another type of organisation). The organisation must have adequate infrastructure to manage the financial aspects of monitoring management.

The outgoing national coordinator and project leader have documented the different components of their role, carrying institutional knowledge forward.
The current project manager has established some of the needed processes.

Empower the monitoring team to make all operational decisions and report them to the CCMG.
Continue to build on the project management foundation that has been established and increase the focus of the CCMG on governance issues, drawing on the expertise of the monitoring team

The UNCRPD and the DRPI method provide sources of guidance for the structure of the monitoring framework.

There is support from stakeholders to develop a monitoring framework.

There is room to further modify the DRPI method to increase the value of the monitoring. These modifications should be adopted or rejected by the monitoring governance who could draw on expert input to support their decision making.

A first step is to develop a monitoring framework through a process involving expert advice and consultation with stakeholders to focus and strengthen the monitoring with the support of the disability sector.

The project team have learned and recorded lessons learned in carrying out the monitoring and all showed dedication and commitment to the project’s success.

Developing a monitoring framework will guide sampling, information sought, and reporting priorities.
Further adapt the DRPI method to include more perspectives from within the disabled community. Opportunities include incorporating stakeholder consultation, participation of support people, surveys, family/whānau and other group meetings.

Stakeholder awareness of the monitoring and engagement with the process could be strengthened by including more opportunities for their participation throughout.