What We Do > LEADERSHIP & GOVERNANCE
Leadership & Governance
There’s no doubt about it: the NDIS presents huge challenges for everyone in a leadership role. The next few years will require significant change management, and the central challenge will be one of leadership.
While the NDIS does not change the role of Boards or the key issues of governance, the issues of risk, strategy and stewardship assume a greater degree of difficulty and urgency.
If you want to stop talking about leadership and governance in a generic way then work with DSC to put it into the context of NDIS and focus on what matters.
LEADERSHIP & GOVERNANCE
NDIS SUBJECT MATTER SPECIALISTS
DSC's Subject Matter Specialists are sector leaders in their fields.
Vanessa is the calm in the NDIS ‘storm’ at DSC. You want Vanessa on your side when the going gets ‘people tough’, the really hard part of NDIS change. Aside from being a Director at DSC, she is an Associate of Melbourne Business School in Executive Education. Vanessa is a consultant, trainer and executive coach to commercial, government and community sector organisations in the areas of leadership, management and organisational development.
Vanessa holds a Masters in Organisation Dynamics and is one of only a few hundred people in the world qualified in Process Work (after training for 15 years in Process Oriented Psychology) and is accredited in ‘The Leadership Circle’ methodology. Vanessa has an endless thirst for exploring what makes individuals and organisations tick and if anyone can assist in developing successful leadership approaches for the NDIS, it’s her.
Vanessa is a Subject Matter Specialist in Leadership & Governance.
A sometimes cranky old guy with a shedload of disability experience and a canny nous for how to do things better. Roland has a poorly functioning filter for political correctness and this may be the reason he’s had a number of his NDIS blogs go seriously viral. He has a career in disability that spans 3 decades and is one of Australia’s most knowledgeable NDIS professionals. Roland was winner of the 2002 Harvard Club Disability Fellowship and from 2012 to 2014 consulted on NDIS design for the National Disability & Carer Alliance.
Roland has held leadership roles in some of Australia’s best known disability organisations and worked extensively on disability deinstitutionalisation and lectured on the politics and history of disability. It may be this history that gives Roland the ability to predict the next thing likely to go wrong in the NDIS. Bottom line, he knows his stuff and he’s not afraid to use it.
Passionate, persistent and pugnacious. Lee’s a long standing pioneer of the NDIS, having worked at the NDIA between 2013 and 2017 on scheme design, governance, LAC contract management and engagement. Lee has a truckload of experience working across NFPs and government, in the advocacy, compensation, health, justice and disability areas.
Lee has unique knowledge of the grey areas at the intersection of the NDIS and justice systems with unique insight into catastrophic injury, ABI, evaluation of capacity for decision making in disability, litigation, and guardianship. Lee has lived experience of disability, including support of family members with psychosocial disability.
Dr Leighton Jay is a consultant, facilitator, parent and former academic who assists organisations with strategically important projects. He is passionate about developing and implementing personalised and individualised approaches that result in better lives and quality services.
Leighton’s personal experience as the father of a young man with complex disability support needs deeply informs his work. He is a member of Australia’s National Disability Insurance Agency’s Intellectual Disability Reference Group, a qualified Company Director and a University Associate with Curtin University’s School of Occupational Therapy & Social Work. He has spoken at numerous national and international conferences and has worked with service providers and government agencies in Canada.
INSIGHT IN ACTION
What is the right culture for the NDIS, a quasi-marketplace with disruptive service models and ad hoc decision making? Roland and Vanessa outline the 6 crucial pieces of the puzzle.
Vanessa and Roland examine how to avoid going broke ‘NDIS style’ through a fundamental rethink of the way we do business.
The evidence shows that shows autonomous teams lead to lower costs, more satisfied and engaged staff, and better outcomes for clients. Rob Woolley explores what it will take to make the future of the disability sector workforce a reality.
Regardless of how successful you have been in the past, the ambiguous and uncertain NDIS environment is likely to require a vastly different leadership approach. Vanessa outlines the best available models for assessing your business environment and responding appropriately.
In the NDIS there will be a huge range of new opportunities, so how do we make sure we stay on mission and not just chase the next big thing?
The NDIS presents massive organisational change challenges and the fundamental change required is one of behaviour. In this article, Vanessa gives some valuable tips for keeping staff engaged in the vision.
The NSW Government Industry Development Fund (IDF) provide this useful guide to assist organisations in the recruitment of new board members.
One of the most common mistakes we see is a shift to a top-down leadership style. The transition to the NDIS is highlighting the importance and the challenges of a collaborative leadership style...
This self-assessment checklist has been developed by Dee O'Donnell from DSC and is based on eight governance principles. On completion of the checklist, you will have a set of principles and a prioritised action list that can then be implemented.
What we do
DSC is where NDIS expertise lives. Check out the links below to find out more about our specialist NDIS work.