Hybridity in the Governance and Delivery of Public Services by unknow
Author:unknow
Language: eng
Format: epub
Tags: Political Science, Public Policy, General, Public Affairs & Administration, Intergovernmental Organizations, Business & Economics, Industries, History & Theory
ISBN: 9781787437708
Google: 5bZaDwAAQBAJ
Amazon: 1787437701
Publisher: Emerald Group Publishing
Published: 2018-05-31T10:00:45+00:00
Person-centred Governance and Leadership
The changes that are being asked for require a different form of leadership. If there is a move to person-centred care, then hierarchical but beneficent models are unlikely to be effective. There will be a move away from the âwe know what is right for youâ, to a more inclusive and co-creation model. CEOs of disability provider services will need to build a very outward reaching organisation which is sensitive and responding to government policy and rules, but is reaching out to the sector (Ockenden, Ashman, & Beadle-Brown, 2014).
Submissions to the Productivity Commission suggested that even the NDIS board should have disabled persons on the board. The Julia Farr Association said (Productivity Commission, 2011, vol. 1, p. 427):
⦠our view (based on the principle of ânothing about us without usâ) is that the membership of the body of governance for the scheme should include people living with disability. This should not be limited to advisory functions but should extend to authentic participation in the formal leadership of the scheme, including the range of decisions that any board of directors might be expected to consider. (Submission No. 494, p. 59)
The disability provider is more likely to shift to a model of distributed power and control which is more sympathetic with the underlying philosophy of this new structure.
If person-centred planning is done well, then there should be evidence that this has been achieved; measurement is a key part of accountability to the funder and to the disabled people in the community. So performance measurement of individuals and the organisation should follow: âServices should adopt an approach to monitoring and evaluation that is sensitive enough to capture the subtleties of each individual plan yet robust enough to manage and aggregate this information in a way that will be helpful to planning for developing the serviceâ (Rooney et al., 2005, p. 38).
The peak body for disability providers, National Disability Services, in responding to the needs of performance measurement put out a report in 2014 on the measurement of the results of the NDIS. In particular, the report investigated social impact measurement, methods of valuing the social impact, and in particular, Social Return on Investment (SROI). SROI fits in well as a form of measurement system that can aid disability service providers in meeting objectives. SROI is similar to return on investment (ROI) commonly used by commercial organisations. In addition to economic value, the strength of SROI lies in its inclusion of social and environmental outcomes in the impact measurement (Nicholls, Lawlor, Neitzert, & Goodspeed, 2012), providing a comprehensive assessment of the value of an organisationâs activities or interventions. It provides a framework for measuring an interventionâs impact through the process of monetisation. The use of systems like SROI may well help the disability service providers be able to demonstrate their impact on individuals under the changing landscape of NDS.
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