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.

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.

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.

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?

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.

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.

• 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.

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?

• 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.

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.

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.

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

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.

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.

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.