Scaling of Organisations of Persons with Disabilities: A Case Study in the People’s Democratic Republic of Lao
Abstract
Purpose: The ability to have impact at scale is an important concern for Organisations of Persons with Disabilities (OPDs), but little is known about how scaling occurs in practice and the capacity of OPDs to undertake scaling. The aim of this study was to assess perceptions and experiences of scaling and broader organisational practices among a sample of people working for OPDs in Lao PDR. The study also aimed to deductively analyse the qualitative data in relation to a pre-defined socially inclusive scaling framework.
Methods: In-depth interviews were conducted with a sample of people working with 10 OPDs operating in Lao PDR (n = 12; 6 female and 6 male). Participants included directors, administration personnel, and advisers of OPDs. Grounded theory was used to analyse the qualitative data. A deductive approach, comprising a multiple cycling coding process, was used to analyse the data in relation to the IPILA socially inclusive scaling framework.
Results: Participants reported their perceptions of scaling and broader organisational practices in relation to eight themes: OPDs’ relationship with government; collaboration among OPDs; legal registration; operational challenges; good practices for success; different strategies across OPDs; next steps to improve the work of OPDs; and implementation of policies. Findings from the deductive analyses indicated that OPDs use different strategies to include their members and/or service-users. The OPDs scaled in different directions, despite facing operational challenges such as funding and technical expertise. While OPDs identified scaling practices, they react to rather than plan scaling opportunities.
Conclusion: This study addressed the ways in which scaling is understood by OPDs in the context of Lao PDR. The findings show that OPDs recognise their good practices and the steps needed to scale, but lack planning and monitoring processes for scaling.
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