[shuaib]

In the document ADF Baseline Report_31.05.2021_final 2 the data shows that OPDs are often briefly consulted but not given the space to meaningfully participate in the design of programs and policies that affect their lives directly.

Often they are presented with ready-made programs that were decided elsewhere without their participation with charitable objectives but are in direct conflict with the UNCRPD.

In Africa in particular this practice is widespread and pervasive with token consultations in the form of a single meeting or a phone call. This form of consultation is the norm rather than the exception. Where OPDs attempt to engage with global development agencies such as the World Bank and sometimes with UN Agencies they receive no response and many OPDs have given up trying to engage with global structures. Given the skewed resources and the principle of meaningful engagement the onus is on all development partners to ensure that OPDs are meaningfully engaged from the start of any program, policy and in the monitoring of implementation.

 

[Rejaul Karim Siddiquee]

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All impairments groups should be consulted meaningfully i.e. measures have to be taken so that everyone can understand the subject matter and being informed of the subject matter they can provide their inputs. Similarly, their inputs should be taken into consideration and let them know how their inputs have been incorporated.

OPD engagement should be made mandatory for donors or Development partners. There should be a strong monitoring mechanism to follow how the OPDs are engaged, most of time we see OPDs are engaged just to check box- which has actually no impact.

Finally, financial empowerment of OPDs is a must. OPDs must be provided staff resource support.

[Liz Ombati]

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1. A recognition of who OPDs are. This must be followed by an intentional effort to strengthen OPDs. Many persons with disabilities have come together within their representative organizations and through these, they engage with different sectors in society to advocate for their inclusion. For people who have faced marginalisation over many years and been excluded from development, coming together gives them a strong bargaining power to turn around marginalisation. Acknowledging the existence of OPDs therefore is a starting point for development agencies in including them in their priorities.

2. Understand the context within which OPDs exist and work

This is inclusive of many OPDs being run by volunteers, many having less funding with expectations to deliver much more, as well as limited exposure to specialised knowledge for example limited knowledge on the work of humanitarian agencies will have little OPDs engaging with the humanitarian systems. Therefore when development agencies acknowledge this context, they should intentionally fund OPDs in such contexts for then it will be easier for them to meaningfully engage.

3. International development should also be intentional about supporting OPDs to make themselves visible. For example if a UN agency has been able to collaboratively work with an OPD towards achieving something, the UN agency should take it up to themselves to visibilise such achievement to its partners and be able to link the OPD to many more agencies and other development agencies thereby increasing the probability that the OPD can continue to receive further financial and technical support from other agencies.

[Adetunde Ademefun]

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Build Capacity to Engage: The attitudinal disposition of most partners towards OPDs has continually lacking capacity to contribute to the process must first be addressed. Many donors and international development agencies are familiar with funding OPDs; however engaging OPDs to help design, implement, monitor and evaluate programs and portfolios of programs, especially on issues that concerns them, is less common. More importantly, funding percentages that streams into institutional strengthening of OPDs are usually low. This invariably has direct implications on the proficiency turnover within OPDs system.

Although OPDs are increasingly being consulted to provide general advice and guidance at an organizational level, there is a need to sustain deeper level of  strategic engagement which could set the tone for greater OPD ownership of planned programs and activities. In addition, it will allow both parties to rise above the detail of development activities to build trust, understand the context of both parties and determine joint priorities. This model of inclusive approach is expected to strongly provide opportunities to positive contextualize power dynamics, enable the OPDs to provide broad and context-based policy feedbacks and advice outside the role of funding recipient or program partner.

[Daniel Mont]

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Right now many donors have their agendas and try to enlist OPDs in their efforts – sometimes to “check a box” and sometimes meaningfully. What is also needed is for donors to go to OPDs to learn about THEIR agendas and to support them in carrying them out. Or for OPDs with less capacity, to provide them technical assistance in developing those agendas.

[Betty Najjemba]

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Development partners need to recognize the existence of OPDs first of all, their structures, coordination mechanisms within the disability movements right from Global, regional, national to grassroots because it is through those well-coordinated OPD structures that human rights issues concerning OPDs and their members are well understood and addressed.

And it’s through those coordinated structures that different coalitions and consortium can be established, with OPDs viewed as equal in matters of partnership, decision making right from the word go. The fact is OPDs can be technical resources in leading activities, development programs (not just passive participants). Also, OPDs can and should be consulted on all issues that affect them and not just on disability related ones. We need to practice inclusion at all levels so that OPDs enjoy and exercise their human rights on an equal basis with others.

[Sulayman AbdulMumuni]

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There should be clear methods and processes for OPDs to participate in development work with their roles clearly assigned across every stage of the project cycle and transparent budget allocations (Disability Inclusion Budget).

[Sally Nduta]

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Consultation and involvement: Begin at involvement of OPDs in policy development and review processes; and ensuring their inputs and feedback is included in development policy. Also, development agencies should visibly acknowledge contributions of OPDs in these processes. In many cases development partners do not acknowledge the contribution of ODPs in development processes due to negative attitudes about OPDs.

Expand Criteria/ standards used to enlist partners: Many OPDs, especially those at grassroots levels may not have structures and standard systems as per criteria set by development partners, even though they do deliver results and have an impact in the communities they work. It is important to be flexible in criteria and standards used to enlist partners. Consider OPDs on case-by-case basis in terms of qualifications for funding instead of using a standard template to gauge all OPDs.

<u>Learn from OPD systems versus prescribing first: </u>Many OPDs have systems and ways of working. Development agencies should consider learning how OPDs work first and then fill capacity gaps instead of prescribing a system used by the development agency

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