The Arequipa Goals: Four Recommendations

The previous two posts in this series examined the origins of the Arequipa Goals and the results of a survey assessing progress after one year of implementation. The survey revealed strong awareness of the Goals but inconsistent follow-through, particularly in the areas of labor market participation and vocational training. This post offers four recommendations for closing that gap.

1. Establish funding that does not disappear when priorities shift

There is substantial evidence that investment in disability policy produces measurable economic returns. One study found that if Canada achieved full accessibility for persons with disabilities, the resulting economic benefit could reach approximately CAD 337.7 billion, equivalent to roughly 17.6% of the country's 2017 GDP. The inverse is also true: when Australia proposed cuts to autism support under its National Disability Insurance Scheme, Goldman Sachs projected the cuts would reduce GDP growth by approximately AUD 2.75 billion. Currently, many disability programs depend on donor contributions or short-term grants, which leaves them vulnerable whenever funding priorities change. Member economies require stable, recurring financing if these programs are to remain effective over time.

2. Increase public awareness of disability issues

Low societal awareness was one of the most frequently cited barriers in the survey, and this is a problem that policy alone cannot solve. APEC already has a model for addressing this type of issue: the Bio-Circular-Green (BCG) Award, which recognizes successful regional initiatives and increases their visibility. A similar award or campaign focused on disability policy could highlight economies that are achieving measurable results. This approach is supported by evidence from Peru, where awareness campaigns were associated with a significant increase in the number of companies employing persons with disabilities. This demonstrates that increased visibility can lead to real improvements in outcomes, not simply increased recognition.

3. Connect job training directly to employment opportunities

Several existing programs illustrate this approach effectively. In Australia, the Tourism Access and Inclusion project trained small businesses in the tourism sector specifically on accessibility practices, linking the training directly to an industry with active hiring needs. In the Philippines, the Manila Christian Computer Institute for the Deaf partners with government agencies and private companies to convert technical training directly into internships and employment. In Peru, an APEC-supported project brings policymakers together to design vocational training programs that target specific gaps in the labor market. Across all three examples, the most successful programs are not generalized but tailored to a specific industry, with employers involved in the planning process from the beginning. APEC could expand this model by offering structured training programs and encouraging collaboration with relevant international organizations, including the International Labour Organization (ILO), the G20, and the Organisation for Economic Co-operation and Development (OECD), to evaluate program effectiveness.

4. Track progress to maintain accountability

Without consistent monitoring, policy commitments can lose momentum over time. New Zealand's Disability Strategy demonstrates an effective model for accountability, combining measurable targets, annual reporting, and an Independent Monitoring Mechanism that includes representatives from disability organizations. This ensures that the perspectives of persons with disabilities remain central to the evaluation process. APEC could adopt a comparable framework, establishing regional indicators and requiring regular progress reports. Notably, monitoring tools were among the most frequently requested forms of support identified in the survey, indicating that member economies recognize the importance of this type of accountability structure.

Conclusion

At this stage, the primary challenge is no longer raising awareness of the Arequipa Goals, but converting that awareness into concrete action. This requires stable funding, increased public visibility, industry-specific training, and reliable methods of tracking progress. Each of the four recommendations outlined above is already functioning successfully in some part of the APEC region. The next step is to scale these models more broadly across member economies.