Australia commemorates International Day of People with Disability (IDPwD) on Saturday, December 3rd. IDPwD, established by the United Nations in 1992 and observed in Australia since 1996, serves several key objectives: fostering a deeper understanding of the challenges faced by People with Disabilities (PwD), rallying support for upholding the rights, dignity, and overall welfare of PwD, and advocating for the full integration and inclusion of PwD in all facets of society. 2018 Australian Bureau of Statistics data found that 17.7% of the Australian population, 4.4 million Australians, were PwD.
IDPwD events in Australia were organised by various government bodies, workplaces, schools, and universities nationwide. These events all shared a common theme: educating the public by giving PwD a platform to share their personal stories. Through these narratives, these events aim to break down preconceived notions of difference and instead emphasise the commonalities and shared experiences that connect us all. This approach humanises PwD in the eyes of those without disabilities, fostering greater understanding and empathy for the daily challenges faced by people with disabilities. In essence, these events help the non-disabled population “step into the shoes” of PwD, gaining a deeper comprehension of their lives and experiences.
What is disability? In Australian society, we acknowledge that disabilities can be both visible and invisible forms, encompassing physical, intellectual, psychiatric, sensory, and neurological disabilities. In this context, the concept of disability oversimplifies a complex reality, based on how an individual’s physical or mental condition deviates from what is considered ‘the norm’. This perspective is often referred to as the Medical Model of Disability and is relevant when seeking treatment or therapy from healthcare professionals. However, it falls short in recognising that true barriers to the full and equal participation of PwD in society stem from environmental and attitudinal factors within our community and society.
The Social Model of Disability (SMD), originating in the UK in the 1970s, marked a groundbreaking paradigm shift in disability theory. At the core of the SMD lies the distinction between an individual’s inherent conditions or attributes and the broader societal context. According to the SMD, “impairment” pertains to the medical or biological deviations from what is considered the norm. For example, a person who uses a wheelchair may have a physical impairment resulting from a spinal injury. On the other hand, “disability” is defined as the interplay between an individual’s impairments and the obstacles presented by the physical environment and the prevailing attitudes in the social environment. Disability emerges when, for instance, a person using a wheelchair faces architectural barriers in the physical environment. The SMD played a pivotal role in helping PwD recognise that many challenges they encounter are not rooted in their disabilities but are the consequences of disabling elements within society.
The Biopsychosocial Model of Disability (BMD), which emerged in the late 1970s, was designed to offer a comprehensive understanding of how medical conditions and the disabling effects on individuals are not solely a result of biological factors, but rather a complex interplay of biological, psychological, and social factors. Amid various disability models, the BMD stands out as a relatively straightforward and all-encompassing framework. It takes into account the experiences of PwD, the societal obstacles they confront (both environmental and attitudinal), and the psychological impact of individuals’ internal relationship with disability, along with the challenges of overcoming social barriers. In essence, the “Bio” component of the BMD deals with the physiological aspects, such as the effects of impairment, like pain; the “Psycho” aspect addresses psychological aspects, including internalised oppression; and the “Social” aspect encompasses factors within the social environment, including elements like architectural barriers, such as stairs.
Internalised oppression represents a psychological and emotional dimension of disablism, arising from the way PwD perceive themselves. Given that society often ingrains a negative perception of disability, PwD may internalise these negative views, leading them to self-oppress when they perceive their disabilities as a negative aspect of who they are. This phenomenon is more likely to affect those who acquire disabilities later in life because they are confronted with pre-existing negative portrayals, preconceived notions, and stereotypes about disability that they held prior to acquiring disability.
When contemplating the inclusion of PwD, it’s crucial to assess our current progress toward creating a more equitable world. The United Nations Convention on the Rights of Persons with Disabilities (UNCRPD) was ratified in 2008, marking a significant milestone as disability considerations were notably absent from previous international human rights agreements. In comparison, the UN Convention on the Elimination of All Forms of Discrimination against Women was established in 1979, and more than four decades later, gender equity remains an ongoing challenge. Now, 14 years since the UNCRPD’s implementation, numerous advancements are still pending, waiting to be put into practice to enhance the lives, circumstances, and the overall inclusion of PwD, while also enriching the knowledge base within disability studies.
Most community members will have limited control or influence over the physical environment in their workplaces or places of study. We are not all architects or builders who can fix inaccessible steps. However, it’s important not to be disheartened by this limitation. As mentioned earlier, it’s the social dynamics that People with Disabilities (PwD) encounter, such as prevailing attitudes and misconceptions, that shape the extent of their exclusion or inclusion in society. Becoming more disability-aware and fostering understanding doesn’t require a comprehensive knowledge of every medical condition or disability type. Instead, it’s about cultivating an awareness of the physical and social environment, which enables you to identify and acknowledge the barriers that exist.
My top tips that individuals can implement for enhancing the inclusion of PwD: 1) Acknowledge that PwD are first and foremost individuals with emotions, aspirations, and life experiences. They are not objects of pity or charity, but rather individuals navigating real-life challenges and triumphs on a daily basis. 2) Recognise that PwD are the foremost authorities on their own lives. If you have questions, approach them with respect and inquire politely. Every person’s experience of disability is unique, and it’s essential not to make assumptions or speak on behalf of others. 3) Appreciate the value of the lived experiences of PwD. The diverse perspectives, values, and life experiences they bring to the table are constructive contributions to teams and the decision-making process.
IDPwD serves as a poignant reminder that the entire society reaps the rewards of embracing diversity. Consider the research and development (R&D) investments made in assistive technology, particularly predictive typing software for People with Disabilities, back in the early 1990s. These initial efforts paved the way for predictive text features on the brick phones of the 1990s through the 2010s. Subsequently, this technology evolved into voice-typing and voice-activated digital platforms, such as Siri and Alexa, which have now become ubiquitous. Today’s R&D efforts, centered around addressing challenges faced by People with Disabilities, will similarly contribute to the development of future consumer products, accessible to the wider public in around three decades. This underscores that progress in making the world more inclusive doesn’t solely benefit PwD; it’s a boon for society at large.
Author:
Tim Harte GAICD is the Victorian State Director for Physical Disability Australia, Chair of the Surf Coast Shire Council disability advisory committee, and a Chemistry Honours student at Deakin Universities Institute for Frontier Materials.
The PDA Team loves to share information, disability stories and personal experiences on our website’s blog page and to ignite discussions and encourage the sharing of ideas and opinions on our socials.
Seeing these interactions and reading comments from everyone also helps us to gauge what’s important and where we need to focus our attention as an organisation representing Australia’s disability community.
Being recognised for doing this is an added bonus and has us walking, wheeling and hopping around with the biggest smiles on our faces.
So we’d like to thank Home Caring and Vital Home Health Services for naming Physical Disability Australia in their recent “8 disability blogs you must read” and “8 Disability Blogs To Lift Your Spirits” lists.
We really appreciate this honour and recognition and look forward to continuing to bring you stories of interest and importance.
❤️ Team PDA
Ticketek’s website talks the talk about accessibility and fairness, but ticket sales for Taylor Swift’s upcoming Australian concerts highlights the lack of consideration given to disabled people requiring accessible seating.
In attempts to appear just and considerate in providing fair access to all fans, Ticketek promoted “helpful tips to give a smooth checkout” to Tay Tay Eras Tour tickets on their sales website.
All very above board and thoughtful for the hundreds of thousands who hit the Taylor Swift ticket sales website during both the pre-sale and general public sale dates…at least for able bodied fans.
However, for Swifties requiring accessible seating, their race for oversubscribed concert tickets was anything but easy and reeked of discrimination and unfairness.
Unable to choose seating locations and purchase tickets online, people with disability were instructed to complete the online accessible booking form made available when ticket sales opened. They would then apparently be contacted via a “dedicated support line” member to complete their purchase.
Sounds fair on paper right? Well, not really going by the experiences of the many Tay Tay fans requiring accessible seating.
Blocked out of VIP ticket options as the result of rapid, high demand sales and allocated disability VIP package seating, disabled Swifties were once again locked out of Ticketek’s fairness policy.
With Companion Cards also not being honoured for these packages, the very few fortunate enough to get within arm’s reach of these dream tickets once again had road blocks thrown in front of them. Ticketek’s apparent stance on Companion Cards tending to be invalid in VIP sections, meant that support workers could not be accommodated – unless, of course, they also purchased the VIP package. This challenges Ticketek’s website which outlines that government issued Companion Card holders may be eligible for a complimentary ticket allowing companions required to assist event attendance – on purchase of a full priced Ticket.
So for those who managed to get hold of accessible seating, time will show if they meet the needs of an audience requiring well thought out consideration. With concert goers typically ending up on their feet shows, will the views of people in these accessible spaces be guaranteed a clear line of sight to the stage and their beloved Tay Tay or to the Auslan interpreters?
Sadly the issue of accessible seating purchase and suitability is not something confined to Taylor Swift’s Australian tour. However, the ticket purchase experiences gleaned from her Australian fans living with disability, show that current protocols are inequitable and discussions between ticketing agents, venues and PWD must be brought to the table.
Whilst Ticketek, as Taylor Swift’s Australian ticketing agent, has been singled out in this instance, other agencies have also been tainted in similar ways by user experience. Current booking processes are inequitable and ticketing agents, venues and PWD must be brought to the table to discuss how accessibility can be fairly achieved.
It’s time for industry wide review and for audiences to be given fair and equitable access to events – regardless of ability.
Today is International Women’s Day.
A special day to celebrate women’s achievement, to lift all women up, end discrimination, to raise awareness of gender disparity and to forge a world where equality for all women exists.
The theme for this year’s IWD is #EmbraceEquity.
To women everywhere, Happy International Women’s Day.
#IWD2023
In the context of disability services, we hear the words “choice and control”. It is much like the other catch phrase, “reasonable and necessary”. Often heard, but with little to no understanding as to what it is.
I have broken this blog into 3 parts, all addressing the issue of choice and control.
1. What is it?
2. When is it?
3. How is it?
Number 1.
In the disability sector, choice and control is the way of thinking about how you arrange your supports and get the services you require.
It means having control over the course of your life and how you make decisions.
Examples:
1. Consumer choice. What sort of prosthetic foot you may choose
2. Complex choice. Adding to the mix things such as ot, physio, exercise physiology
3. Personal life choices. What you eat and what you wear.
Number 2.
I would posit that choice and control is a part of everything you do.
From what you had for breakfast, to your employment, to where you live and who you want to hang out with.
Using the 3 C’s below, you can successfully exercise your choice and control.
Clarify:
Clearly identify the decision to be made, or the problem to be solved. Be very specific in this. The more information you have, the better the identification you can come up with.
Consider:
Think about the possible choices and the consequences of each of those choices.
Again, be very specific. As Einstein stated “every action has an equal and opposite reaction”.
Choose:
Choose the best choice. This choice then becomes your decision.
A decision is defined as a conclusion reached after considering all choices.
Will you always make the best decision? Probably not, but using the 3 c’s you have a way to develop your skills in choice and control.
When all is said and done, your decision is based on your choice, giving you control over the outcome.
Number 3.
There are a few things you need to consider when exercising your choice and control.
Remember the 3 c’s, but even more importantly, develop your own self advocacy skills.
Self-advocacy is the ability to “speak up” for yourself.
Having these skills will assist you to speak up when you are meeting with your prosthetist, your support coordinator, your service provider and even your doctor!
By educating yourself, you will maintain control of conversations and situations that will arise. You will find that even though there may be a lot of choice, by understanding what information is being shared with you, you will be able to maintain composure, not become overwhelmed and still maintain control.
Let’s have a look at 3 steps that will assist you in your advocacy journey:
1. Problem analysis:
#1. What is the problem or issue?
#2. Do you need a new prosthesis?
#3. Do you need to update your plan?
2. Information gathering:
#1. What additional information do you need? Things like policy and procedures, rules, or reports.
#2. Where can you get this information? Limbs 4 life website, peer support, internet search.
#3. Find out who the decision maker is. Is it the doctor, prosthetist, Ndis planner/lac?
#4. Are there others who can help, such as an advocacy service, family, or another allied health practitioner?
3. Solution analysis:
#1. What are the possible outcomes, the specific and realistic solutions to the issue?
#2. Identify possible barriers that might get in the way of these solutions. An example of this may be inadequate funding for a particular prosthetic device.
#3. Ask what the other party will do to help find solutions to the issue.
There is an abundance of training available to learn these skills and I encourage you to have a look around and find what is suitable for you.
Finally, this is what good choice and control looks like.
It looks like better service and disability outcomes.
It looks like dignity of care.
It puts you in the driver’s seat.
It gives you flexibility to direct services.
Greater choice and control will achieve improved outcomes.
With the right information, the right education, exercising choice and control leads to empowerment, self-determination, and control over all aspects of your life.
This then gives you the best life you can live.
Sharon Boyce is PDA’s Vice President and QLD Director.
Accomplished in many areas (including but not limited to advocacy work, academia, journalism, community education and public speaking), Sharon’s creative side is another important part of who she is.
A passion for art and looking outside the norms, she loves to create beautiful art and bring her imagination to life.
In her new PDA vlog, she talks about her art and the way in which it has evolved more as her disability has created more limits on her life.
Well worth checking out on PDA’s YouTube channel:
Whilst you’re there why not check out our other videos and subscribe to our YouTube channel.
You can read PDA’s Position Statement below:
“The National Disability Insurance Scheme Act 2013 (NDIS Act) is the legislation which establishes the National Disability Insurance Scheme (NDIS) and the National Disability Insurance Agency (NDIA).
It also sets out, amongst other things, the objectives, and principles as to how the NDIS will operate, how an individual can access the NDIS and become a participant, how the participants plan will be developed and processes for internal and external review.
The NDIS Act also sets out the governance arrangements for the NDIA including its CEO, Board, Independent Advisory Council (IAC) and Actuaries.
The NDIS has been operating Australia wide for the past 9 years supporting people with disabilities to live ordinary lives, supporting people to access services and supports, supporting people to gain meaningful employment and generally increasing quality of life.
The NDIS is, essentially, a scheme for people with disabilities, but we have yet to see people with disabilities gain Senior Management positions within the NDIA. We have seen people with disabilities positioned on the NDIS Board and the IAC, but not into those senior roles.
PDA believes that the NDIS should have people with disabilities in those roles, to not only increase the representation, but to bring real life experience and understanding of being a person with a disability into the Agency that is supporting us.
We encourage the Government to do their due diligence in recruiting a new CEO for the Agency and make a positive step to rebuilding the trust of people with disabilities by actively seeking out a person with a disability for the role of CEO.
PDA invites other Australian disability organisations, NDIS participants, disability supporters and providers to join in this call for improved NDIA CEO and Board representation, participation, inclusion and input from people with disability.
For more information or to show your organisation’s support in this campaign, please contact Simon Burchill (PDA’s General Manager) via manager@pda.org.au.”
When Tammy Milne contracted COVID-19, she said she was “shaken to the core”.
Ms Milne has arthrogrophosis multiplex congenita, which affects her legs. She also has issues with breathing and swallowing.
She uses a wheelchair and has a support worker for several hours a day and overnight.
She is one of many Tasmanians for whom life will not return to “normal” when the state’s public health emergency declaration ends on Thursday night.
Three months ago, Ms Milne was in Hobart visiting her daughter when she contracted COVID-19.
She was staying in a hotel, and, once she tested positive, was unable to receive room service.
Her support worker was unable to help her, and with her daughter also COVID positive, Ms Milne said she was “trapped in a room by myself without any support”.
“It was very traumatic … I was isolated and pretty much in despair,” she said.
Ms Milne organised through the disability COVID hotline to be transported back home to Devonport in the state’s north-west where a support worker stayed with her through her seven days of isolation.
Three months on, Ms Milne said she has also contracted two other viruses, one of which required hospital treatment.
“I think if I got COVID again, I’d be really lucky to survive, and it’s a reality that it will come back again,” she said.
To read the complete article, go to:
Ratings are:
Clicking on the rating listed against each polling place will give you more information about specific accessibility features.
To find the most suitable place for you, either before or on Election Day, go to:
https://www.aec.gov.au/election/voting.htm#start
For more information around the aec’s commitment to ensure that Australians with disability or mobility restrictions are able to enrol and make their vote count, go to:
https://www.aec.gov.au/assistance/
Written by Tim Harte – PDA VIC Director to Get Young People on Board – not Bored
As a Disabled Peoples Organisation (DPO), Physical Disability Australia (PDA) lives the ethos of ‘nothing about us, without us’ – people with disabilities informing advocacy and leading the change to enable every Australian living with a physical disability to realise their full potential.
Within PDA, I see the value of lived-experience with every decision we make and the real-world outcomes achieved through our advocacy. With charities, government bodies and corporations(entities) that deliver services for and interact with, marginalised and underrepresented communities, it is both an ethical obligation and a practical necessity for the work of these entities to be informed and shaped by members of these communities, and for meaningful participation of community members to occur within decision-making structures.
Commonly, meaningful participation within decision-making structures of entities involves reference groups, comprised of members of a marginalised community, specifically focused on aspects of the entity’s interactions with a specific target group. Reference groups are great for informing operational aspects (of entities) e.g. advising on service delivery. However, input from reference groups is not sufficient. It is critical for effective, appropriate and inclusive decision-making that people with disabilities are within high-level, decision-making structures (Boards & Board committees) & staff members, with relevant, lived-experience, are employed by the entity to ensure recommendations and input from reference groups are implemented and given value in the entity’s strategic priorities.
As a young, disabled person who serves on 3 Boards, I am part of the change involving people from marginalised and underrepresented communities, with lived-experience, being part of and making a difference through active participation in high-level, decision-making structures within entities. Being part of the change is not an easy experience. It takes grit, a thick-skin, patience, determination and dedication. More focus is given to getting people with lived-experience on Boards, but the next, and equally important, step is change and action within entities to ensure people from marginalised and underrepresented communities can meaningfully participate and contribute within the Board environment. It is the challenge to ensure the voices of young and marginalised people are heard and considered within Boards, and we are not left feeling frustrated, undervalued and bored by inaction.
My experience, as a young person on Boards & Board Committees in a diverse range of sectors, has gotten me thinking about what it takes to get young people meaningfully involved in governance. Not just tokenistically to meet some predefined quota or societal expectation, but in a meaningful, valuable and respectful way. My recommendations for entities (charities, government bodies & the private sector) to implement to ensure young people on their Boards are supported to meaningfully participate and contribute, and some recommendations to young people to ponder when considering applying for Board positions, are itemised below.
Support
Properly supported, appropriately experienced young people can learn greatly from Board service and considerably contribute to informed decision-making within the Board environment.
For entities:
a) Buddying: Many Boards ‘buddy up’ new (young) Board members with existing Board members to educate them about Board processes & conduct, and most importantly to support them to feel more secure within the Board environment and enhance their ability to contribute. Things to consider include:
i) Buddying is often a short-term, ‘on-Boarding’ mechanism to provide initial support for new Board members rather than a continued, support mechanism. It is important for young Board members to have a buddy acting as a support for the duration of their time on a Board.
ii) Allocation of buddy partners should never be done without discussion with the young Board member and ideally their buddy should be their choice. Ideally, following their first Board meeting, young Board members can be asked who they would like to buddy with. Prior to allocation the Board Chairs/Presidents should act as a support.
iii) Buddy allocation should not be regarded as permanent. Young Board members get to know different Board members better throughout their time on a Board and may benefit from support of different Board members for different matters. Also, Board members may change, hence, buddy allocation needs to be flexible.
iv) Some Boards refer to buddying as mentoring, which can suggest a paternalistic relationship which may unintentionally intensify the power dynamic imbalance between existing and new young Board members, reducing open conversation and reducing the benefits of buddying.
b) Employee Assistance Programs (EAPs) are confidential external counselling programs offered to employees by employers. Not all entities have EAPs. However, many (particularly those involved in service delivery or areas involving direct interaction with the public) do have EAPs. Board members need to be able to access EAPs, yet many Board members of charities serve voluntarily and cannot access EAPs as they are not regarded as staff. Board members, during their first term, will more than likely discuss psychologically distressing matters or be in psychologically distressing situations while serving on a Board. It is important, both for the health and wellbeing of Board members and Board culture, that Board members are supported through an EAP to confidentially deal with the impact of such experiences with qualified healthcare professionals. For young Board members, who often have small and less established support networks, EAP access is a necessity.
c) Training: Training is a major part of supporting young Board members. Training has been covered further under the capacity building recommendations.
For young people:
a) Personal support: To ensure young people’s wellbeing, they should not serve on Boards unless they have a stable close support network. Young people need at least 2 people they have known for 2+ years, who have supported them in the past, to support them during their Board service. The reality of being on Boards, as a young person, is that it is not a smooth process. There will be ups and downs, and sometimes nights (after meetings) when you cannot sleep. For your own well-being you need people who know you and can reliably support you. I am lucky to have 2-4 people (2 family and 2 friends), with similar political views & shared values, who support me.
Capacity building (training)
Training serves to build the capacity of young Board members to contribute and build the capacity of all Board members to implement best practice governance and create a safe, efficient, and effective Board environment. I prefer the term ‘capacity building’ over ‘training’ as it acknowledges the exisiting capacity within each Board member. Everyone has skills, experiences and expertise from their life, work & other voluntary roles. Capacity building needs to recognise this and build on existing capacity and strengths.
For entities:
a) Assessing existing skills: Quantification of Board member’s current skills and knowledge areas is the first step to building the capacity of the Board and Board members through tailored & relevant capacity building. Commonly, skills matrixes, sometimes extended to include key knowledge areas of an entity’s work, are used to quantify (measure) different skills areas and identify weaknesses or areas where capacity can be enhanced within the Board team.
i) Quantification: To be effective, a skills matrix must be designed to prevent ambiguity in skill (or knowledge) quantification. Clear and detailed guidance must be provided around the meaning of a low, medium or high rating in a skill/knowledge area. Skills matrix quantification needs to take a similar approach to key selection criteria rankings in job applicant short listing. Skill matrix scoring scales need to be at a minimum 1 (no knowledge) to 10 (this is my profession); 1-3 rankings are meaningless. Scores need to be clearly connected with levels of understanding and proficiency -e.g. 5 (I watched a webinar on this topic), 6 (I went to a conference or did a short course on this topic), 7 (I have done an elective at University on this topic), 8-10 (I am professionally qualified in this area and have worked or work in this area).
ii) Use of skills matrixes: The skills matrix should be used by Board members/Chairs/Training Committees to identify and plan tailored, relevant training for individual Board members, as well as, identifying weaknesses in professional experience within the Board that may be remediated through co-opted Board members.
b) Sourcing training: Quality, professional capacity building is essential.
i) Inhouse training: Inhouse training is training performed by staff or Board members and has limited application and benefits. An over-reliance on inhouse training can create an unhealthy power dynamic between Board & staff members – particularly young Board members. This can also, unintentionally, recycle current, inappropriate, Board culture and practice and perpetuate unhealthy power dynamics; in turn preventing positive improvement and real, continuing professional development for every Board member. Wherever possible, external agencies should be sourced for well-planned capacity building.
ii) Sourcing appropriate capacity building: Separating the ‘waste of money’ webinars, conferences and courses from ‘value for time & money’ capacity building options can be time-consuming and difficult. I have found personal recommendations are best. I have done 4 different governance webinars/short courses – 2 free & 2 paid and would only recommend two of them for their content, relevance, cost and value. It is not difficult to find free training for charity & community organisation Board members, but it is difficult to secure a free booking with short notice. Subscribing to alerts from the Australian Scholarships Foundation, which provides regular updates on free offerings from leading training providers, is an excellent way to find relevant opportunities for Board members.
c) Relevant Capacity Building: After assessing existing skills, relevant tailored training for individual board members should be identified. Last year on a Board skills matrix, I scored lowest in the knowledge area of ‘Housing security’ and in the skill area of ‘Finance & accounting’. In response to these scores I went to an online conference on the topic of homelessness & housing security, and completed an elective subject at university on accounting, building my capacity in both these areas.
Identification of relevant training opportunities should be a formalised, transparent process within Boards and should combine information gathered from assessing existing skills with preferences of individual Board members to create a mutually agreed capacity building plan and schedule. It is important that training should not be onerous and can fit in with existing commitments and career plans of young Board members. The elective I undertook last year, counted as a credit point in my course (i.e. I was going to do the work anyway as it was relevant, and contributed to my career plans).
d) Tracking & Feedback: Tracking training completed by Board members is important to ensure accountability of mutually-agreed commitments, evaluate capacity building of training (i.e. how does training result in enhanced skill matrix) and, most importantly, to get feedback on completed training so training providers/courses can be recommended (or not) for Board members in the future. Due to the constant requirement for upskilling & refresher training and for building and maintaining the capacity of the Board, it is best if training is tracked in specific time brackets (e.g. Jan-June 2021) for each Board member.
For young people:
a) Find your own capacity building: Some Boards will view training as an annual webinar for the whole Board. For young Board members, who commonly have different skill & knowledge gaps to the rest of the Board, this approach is not ideal. Don’t be scared to search and apply for your own training opportunities. A lot of conferences offer free scholarships and free high-quality training opportunities are also available. Apply early for these opportunities as spots fill up fast.
General recommendations for young people:
a) Know the commitment you are making: Serving on a Board takes time. Make sure you read through the position description of the Board role, note down the meeting frequency, committee obligations and other time commitments if stated. For me, the time it takes to thoroughly read Board papers has been the largest time commitment. Some Boards will have a regular amount of work, 20 pages of reading/meeting, others are more variable (20-60+ pages of reading/meeting). Generally, for Board members serving in their first year, the time commitment of being on a Board is 20% greater than the amount stated in a position description.
In conclusion, don’t be afraid to put your hat in the ring, but be realistic about your current capacity and experience, be prepared to undertake additional training to build your capacity and be prepared for a lot bigger time commitment than is suggested. As a DPO, PDA is a great example of valuing the voices and input of people with diverse lived-experience. PDA actively incorporates intersectional lived-experience in decision-making and ensures young people are listened to and valued.
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