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A framework for evaluating the effectiveness of the First Nations Advisory Council using the Split Ladder of Participation Framework, would assess the level of participation and also the degree of influence stakeholders have in making decisions.

The evaluation could focus on these 4 areas:

1. Representation and Inclusion – Ensure the Council includes diverse First Nations people, we know that they have a disability, but we would also need to ensure that we include Elders, community leaders and members, carers and representatives from different locations. This will ensure that those most affected by NDIS policies & the First Nations Strategy have a meaningful opportunity to participate.

2. Level of Participation – I touched on this in question one. Using the Split Ladder of Participation, determine whether the Council's involvement is limited to advice only or whether members are able to make decisions. Ideally higher levels of participation with the ability to make decisions would indicate that members have genuine influence rather than simply just providing feedback.

3. Influence on Decisions – Complete an evaluation on how the Council's advice will guide NDIS policies etc… Showing evidence of the advice and recommendations being implemented, changes, or improvements to the outcomes would help to demonstrate participation and influence.

4. Feedback and Accountability – Evaluate the communication / results that the NDIA report back to the Council and determine how they have taken on or considered the recommendations from Council and implemented where possible. Regular engagement and reporting will help to build trust.

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The way that I would utilise situational stakeholder engagement to deal with a critical issue affecting First Nations people with a disability would be to provide selected invitations to the stakeholders who are directly influenced or impacted and those with the expertise and authority to respond effectively to the crisis and who have the most relevance, ie. First Nations people with a disability, advocacy groups, elders, community leaders, service providers. By engaging with these stakeholders you are more likely to get more accurate data.

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The reason why the First Nations Advisory Council is a general type of engagement is because it provides ongoing advice and intends to build long term relationships between First Nations people and the NDIA. It is also intended that the council will meet regularly on policies, strategies and service improvements which shows that the engagement is meant to be embedded in the NDIAs future decision making. Rather than being established for a single project, the Council is intended to support continuous engagement and relationship-building. An assumption is that the NDIA will consider and act on the advice of the Council and that they will also continue to meet regularly.

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Identify where on the split ladder of participation

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Identify where on the split ladder of participation

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The First Nations Advisory Council (FNAC) for the NDIA appears to fall within the high participation but low-to-medium trust (Q4) area of the Split Ladder of Participation Framework. There is a high level of participation due to First Nations people with disability and First Nations organisations being directly involved in advising the NDIA on their policies, reforms and the co-design of the First Nations Strategy. It was also agreed in the August 2024 meeting to establish an Independent Advisory Council (IAC) First Nations Reference Group, providing advice directly to the NDIA Board. Given that the new Reference Group will be made up of First Nations people with disability and also co-chaired by First Nations people, it shows a strong commitment to shared leadership and cultural safety.

However the reason I wouldn’t place this initiative in the highest level of trust is because the group is there to advise rather than make decisions. Whilst members have a strong influence the NDIA still has the final say. Trust can be built through long term relationships and evidence that First Nations perspectives and advice have influenced positive outcomes.

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framework for evaluating the effectiveness

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framework for evaluating the effectiveness

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A framework for evaluating the effectiveness of the First Nations Advisory Council using the Split Ladder of Participation would focus on whether the council is achieving genuine partnership and influencing meaningful change.

First, assess the level of participation by determining whether First Nations stakeholders feel their voices are heard and whether a diverse range of perspectives is represented. As the council is intended to operate at a partnership level, members should be actively involved in discussions and decision making, not simply consulted.

Second, evaluate influence by examining whether the council's advice is reflected in NDIA policies, strategies and programs. If recommendations are regularly considered and incorporated into decision making, this would indicate that engagement is meaningful rather than symbolic.

Third, assess organisational learning and change. The council should help the NDIA challenge existing assumptions and improve how it works with First Nations people. Evidence of changes to policies, service delivery or engagement practices would demonstrate that learning is occurring.

Finally, evaluate outcomes by considering whether the engagement has led to better experiences and outcomes for First Nations people with disability, such as improved accessibility, greater cultural safety, increased trust and stronger participation in the NDIS.

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If a critical issue arose, I would use situational engagement by quickly bringing together First Nations people with disability, community representatives, advocates and service providers to understand the issue and co-design solutions.

This approach would ensure the response is informed by those most affected, culturally appropriate, and focused on practical actions rather than decisions being made without stakeholder input.

Understand the issue directly from those impacted .

Gather diverse perspectives from stakeholders

Co-design practical solutions with stakeholders

Test and refine proposed actions before implementation

Maintain ongoing communication so stakeholders

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The First Nations Advisory Council is best described as a general stakeholder engagement because it provides an ongoing forum for First Nations stakeholders to contribute their perspectives, build relationships with the NDIA, and influence policy and strategy development over time. Rather than being established for a single issue, it supports continuous engagement and ensures First Nations voices are regularly incorporated into decision making.

Assumptions:

The council meets on an ongoing basis rather than for a single project or decision.

Members are expected to represent broader First Nations perspectives and experiences, not solely their personal views.

The NDIA uses the council's advice to inform policy and strategy development, although final decision-making authority remains with the NDIA.

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co-governance or partnership area of the Split Ladder of Participation

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co-governance or partnership area of the Split Ladder of Participation

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The First Nations Advisory Council would fit within the co-governance or partnership area of the Split Ladder of Participation Framework. This is because the NDIA is working alongside First Nations people, advocates and people with lived experience to help design solutions, rather than simply asking for feedback on decisions that have already been made.

The challenges being addressed are complex and do not have a simple answer. Improving outcomes for First Nations people with disability requires consideration of cultural, social and community perspectives, as well as changes to how services are designed and delivered.

The council allows stakeholders to be actively involved in shaping the NDIS First Nations Strategy and influencing decisions. This reflects shared decision-making and supports self-determination by ensuring First Nations voices are part of the process.

The initiative also demonstrates triple-loop learning because it is not just improving existing processes. It is encouraging the NDIA to rethink how it works with First Nations communities, how decisions are made, and what success looks like to create more culturally safe and inclusive services.

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If an urgent issue affected First Nations people with disability, I would:

Speak directly with affected people, families, Elders and community organisations.

Use culturally safe methods, such as yarning circles.

Provide accessible information and support.

Involve communities in developing the solution.

Explain what actions were taken and review whether they worked.

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The council is an example of general and ongoing engagement. It meets regularly to advise the NDIA about different policies and services, rather than only being consulted about one issue.

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I believe the council sits at the partnership and co-design level. First Nations people with disability help shape the NDIS First Nations Strategy and provide advice based on lived experience. However, the NDIA still makes the final decisions.

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As Quadrant 4 was chosen for the First Nations Advisory Council's role, this evaluation will be related to that. The evaluation would be as a questionnaire, delivered in multiple formats to ensure maximum input and participation.

Review Advisory Council Participation

Are they fully engaged/Was there high participation from the Council?

Were there barriers to participation or engagement that should have been considered and managed?

Are they comfortable with the level and type of engagement?

What feedback do they have on how their inputs were used - in developing and delivering the response plan and any

What lessons learnt are there from the entire process to support higher quality future engagement?

Review Advisory Council Trust

Did barriers to participation impact level of trust? When they were highlighted, did trust change based on the response?

Did level of interest change over time? If it reduced, what were the causes? If it increased, what could be learnt from this to support better future engagements?

What feedback did the council have on the level of trust from those they represented - at the start of the process and at the end of the process?

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To ensure quality situational stakeholder engagement the NDIA could:

Engage the advisory council for input on the issues affecting indigenous people and for thoughts on the best way to gather data to represent the situation

Build a targeted response plan, with input and oversight from the advisory council, that includes ways to measure outcomes and impact

Deliver the response plan with support from the advisory council

Review the impact of the response plan, through updated data, for example and review with the advisory council.

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It could be argued that the Advisory Council was established to address a specific issue in the NDIA - the specific case where indigenous needs require a different response to that for other communities with disabilities - and therefore represents Situational Stakeholder Engagement.

However, General Stakeholder Engagement is usually characterised by the voluntary input from a motivated stakeholder group (in this case the members of the Advisory Council) to ensure their views, experiences and expectations are at the table. The First Nations Advisory Council is indicative of a selective invitation to provide input as the council represents only one part of the community.

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Quadrant 4

It is likely the reason a First Nations Advisory Council was established in the first place was to close a recognised gap. Its purpose was to ensure first nations voices are reflected in decisions, opportunity for self-determination and that there is cultural safety. When put alongside disability, the voice needs to be even more prominent.

It's not hard to find examples where the relationship between indigenous people and the government is poor and there is little trust - so Quadrant 1 or 4 are the likely place to start.

Then there is the Advisory Council in place, indicating high participation from interested/representative stakeholders, placing this firmly in Quadrant 4.

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Evaluation is based on the features of Quadrant 4 in the framework.

Evaluate the Participation levels in the Council:

Has participation involved the full Council? How do Council members feel about their participation, inclusion and level of influence?

Has the Council been effective in enabling the participation of stakeholders beyond the Council, to achieve their purposes? What improvements have been implemented by the Council to enhance participation of the members?

What other processes can be used to promote participation that is authentic?

Evaluate Trust:

How has the Council facilitated honest conversations that have identified low levels of trust?

What steps have been taken to build trust? Have they been effective in building trust? What else can be done?

Wicked Problems:

How has the Council sought to identify the complex and entrenched nature of the problems they are facing?

What learning has taken place to clarify the knowledge and values needed to make progress on the purpose of the Council? What fundamental challenges have been made in response to existing principles and values?

What opposing realities need to be held in creative tension?

How is the Council dealing with differences as they arise from within the group?

How is the Council responding to conflict when it occurs?

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Obtain accurate data to inform decision making. Extend selective invitations to gather input from First Nations people with a disability, living in a range of communities. Seek their detailed input on how they have personally experienced the critical issue.

What has changed for them? What support do they need? Widen the data gathering to include the voices of family members and carers.

Identify the impacts, risks and vulnerabilities that need to be addressed in the crisis response plan.

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The Council has been created to address a specific opportunity for ongoing engagement that will enhance the impact of the NDIA, not a crisis event. It is an instance of general stakeholder engagement, not situational.

The work of the FNAC is to co-design a NDIS First Nations Strategy and Implementation Plan. This requires them to engage within the diverse experiences of the Council and beyond the membership of the Council, over an extended period.

Ultimately, the FNAC establishes a NDIA Independent Advisory Council First Nations Reference Group to take on the functions of the FNAC as the general stakeholder engagement process continues and the strategy is implemented and refined.

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Quadrant 4 – The council is addressing two intersecting wicked problems and the intersection of these – First Nations representation and empowerment & the inclusion and support for people living with a disability.

These problems are complex and unstructured. Existing frameworks are not adequate. The council will need to reexamine principles and values to arrive at a shared understanding that will inform their work. This includes triple loop learning.

To evaluate whether decisions reflect First Nations voices, promote self-determination, and are culturally safe and to create a new First Nations Strategy will require improved levels of trust and high levels of participation, building understanding and mutual learning.