Annual Report 2001

Advocating for Disabled People

1. Disability Strategy

The New Zealand Disability Strategy is the blueprint for future disability policy and services. Its goals are to:

ensure the rights of people with disabilities are acknowledged and represented;
promote partnership with Maori and Pacific people;
promote habilitation and rehabilitation;
empower people with disabilities and their families/ whanau;
ensure policy, funding and services are cohesive and integrated across services; and
promote certainty and consistency of service provision within available funding.

A 16-member reference group was appointed to ensure that people with disabilities and other stakeholders were actively involved in developing the strategy. DPA members Robyn Hunt, Paul Gibson, Mike Gourley, Lorna Sullivan, Jennifer Brain, Les Gilsenan, Mary O'Hagan, Jan Scown and Maaka Tibble played an important role in that process, advising the Ministry of Health about the content of the strategy, and how best to consult with people with disabilities and the wider disability community.

Robert Martin Those of us with an intellectual disability are not very demanding. We do not want huge concessions made to us, we do not ask for anything that others in this world do not already have. All we ask is that we are treated with human dignity and that we have the same human rights as everyone else in society. This is what motivates me in all my work, both here and overseas.

Robert Martin, at DPA's Te Ao Hou, November 2000.

1.1 Disability Strategy Most Important

DPA CEO Gary Williams was a keynote speaker at the launch of the Disability Strategy. He said he felt privileged to be there at such an historical occasion.

The disability strategy is the most important thing to happen to disabled people in New Zealand. What happens now is up to us all. As it grows, we must monitor its performance and be there to guide choices when they arise. It is a very positive step forward. We, disabled people, applaud the commitment and vision of all those the Government's commitment to me and to all disabled people. We applaud this visionary basis for all Government policies, processes and practices. But such a vision can only be realised if actions speak louder than words. As with any political document, the actions in the strategy are a compromise between what's really required and what society believes it can do. This strategy points to attitude as the biggest barrier facing disabled people. Our society is all the poorer for its attitude.' responsible for making it happen. It is society that disables people and there is a difference between 'disability' and 'impairment'. With the understanding that disability is just an artificial, man-made construct, so we can begin to understand that humankind has the ability to eliminate it. Impairments are a natural part of humanity that cannot and should not be eliminated. Diversity must be celebrated. The vision of the strategy is a 'fully inclusive society'. I, as a disabled person, believe that this is the Government's commitment to me and to all disabled people. We applaud this visionary basis for all Government policies, processes and practices. But such a vision can only be realised if actions speak louder than words. As with any political document, the actions in the strategy are a compromise between what's really required and what society believes it can do. This strategy points to attitude as the biggest barrier facing disabled people. Our society is all the poorer for its attitude.

The Disability Strategy launch drew a crowd to the Beehive and venues around the country.

2. Employment

During the year Social Services and Employment Minister, Hon Steve Maharey, scrapped the controversial community 'work for the dole' scheme, and later cited a Department of Work and Income's Centre for Operational Research and Evaluation report that said:

beneficiaries were no better off in Community Work than if left on a benefit
their employment outcomes were lower than that of the comparison group not participating in Community Work
the probability of people achieving a positive employment outcome decreases whilst they are participating in Community Work
the negative outcomes are stronger for community work than for its predecessor programme, Community Task Force.

Instead, the Government's introduced the Social Security Amendment Bill saying that was designed to build people's abilities and to support them into paid employment.

3. Workbridge

Robyn Hunt, DPA representative provided this report: Workbridge has completed an exciting and challenging year, resulting in stronger governance and leadership, a clear strategic direction, and a satisfying financial result.

A new constitution has been adopted which strengthens constituency representation through the formation of a governing council. Representation of disabled people, and Maori and Pacific Islands peoples has been strengthened. The DPA representative on the Council will hold the presidency for the next three years. The membership of the council has also strengthened the partnership between employers and disabled people.

The new governance arrangements mean that the Minister of Social Services will no longer appoint the Board or have representation on it. The Council appoints the Board. The new constitution breaks the formal governance link to government, and allows Workbridge sole responsibility for meeting its mission and strategic goals.

A strategic review has been conducted by the Board. It has confirmed Workbridge Mission, Vision and Values and identified four strategic goals:

3.1 Vision

Every person with a disability has the same value as any other person and will contribute positively in the workplace.

3.2 Mission

To enable people with disabilities to participate and experience equal opportunities in the labour market.

3.3 Values

Equal opportunities for all
Honesty and integrity
Innovation
Professionalism
Respect
Commitment

3.3 Strategic Goals

To achieve strong governance and a clear mission
To achieve organisational flexibility and responsiveness
To achieve sustainability and a long term future
To remain New Zealand's preeminent provider of employment services for people with disabilities.

Workbridge core business remains 'employment services for people with disabilities within New Zealand'. This year Workbridge assisted 3,600 people with disabilities into employment. We said farewell to Pauline Winter as CYF in April after 10 years of committed service. We wish her well. Carol Clayton has been an extremely capable acting CYF until September, when Ruth Harrison took up the role. As I leave the position of Board chairperson and take up the new role as president I am confident that Workbridge will continue to play an essential part in expanding employment opportunities for disabled people in New Zealand.

NEC member, Linda Beck reports on her involvement in Workbridge:

I was appointed to the Workbridge Board early in 2001 as a DPA representative. Since that time, the Board has had several meetings. More meetings than normal have been held, this is due to the reorganisation of the organisation. On joining the Board, the consulting firm, Burleigh Evatt had been engaged to assist the Board with restructuring the organisation. Four possible structures were suggested. I was not able to contribute a great deal to the choice of new structure, as by that time, the decision had largely been made. I was however able to make substantial contribution to the nature of the new structure being proposed and its operational structure. I believe I was also able to assist with the restructuring process itself. The new structure comprises a Council, whose job is largely to direct policy and direction of Workbridge. The Council has appointed a new Board of Management, to which I have been reappointed by the new Council. Although I would have liked to see the Council more representative of people with disabilities, it is important to note that the new council has to have as the organisation's president, a representative of DPA. DPA also has another representative on the Council, who will make a useful contribution. People from human resources, employers and unions are also represented on the council. It will be the focus of Council to ensure that Workbridge continues down an appropriate road. The new Board only has two representatives on it with disabilities, a factor which causes some concern. However, I feel certain that we will be able to keep the organisation focused on its legitimate functions and processes and I view the change to structure as a positive move. Further, we have real opportunity to ensure that the organisation will develop in a much more positive and focussed direction to represent the interests of people with disabilities. One major concern I have relates to Workbridge staff. In my view, many placement co-ordinators do not possess the necessary disability or employment relations knowledge necessary to perform such a function. I hope to ensure through the Board, that new staff are given sufficient training, and that in the first instance, suitably qualified staff are appointed. There have been other issues on which the Workbridge Board has been focused, largely relating to financial matters, tenancy issues of property, and on occasion Workbridge client placement issues. However, it is fair to say that by far the clear majority of my time has been spent contributing to the discussions on restructuring Workbridge.

4. Equal Employment Opportunity (EEO)

Sue Merrilees reports:

I was fortunate enough to be DPA's representative on the EEO Advisory Committee appointed by the Government early this year. In addition to myself, the group comprised representatives from employer and trade union groups as well as representatives from other groups with a particular interest in the group's work (eg Maori, Pacific people, and the EEO Trust). The group's report, entitled Success through Diversity approached EEO as consisting of three main steps: Preparation (for work), Access (to work), Participation and Success (in work). The report was not about quotas, tokenism, charity or reverse discrimination. It was about creating a 'fair go' for everyone so they could contribute and advance according to their individual circumstances. The report includes recommendations which are both generic and specific. It was presented to Hon Margaret Wilson and Hon Laila Harre at the end of May.

More from the 2001 Annual Report

Index Vision, Mission, Philosophy Acknowledgements President's Report Chief Executive's Report National Executive Goal 1: Providing Leadership International Relations Charter for the Third Millennium RI Social Commission Vocational Commission Leisure, Recreation and Sport Commission Goal 2: Quality Advice Goal 3: Advocating Goal 4: Monitoring Financial Statements

For previous reports contact gen@dpa.org.nz.

DPA New Zealand