NATIONAL DISABILITY
COORDINATION OFFICER
PROGRAM
PROGRAM GUIDELINES
1 JULY 2013 – 30 JUNE 2016
National Disability Coordination Officer Program | Program Guidelines 2013
1
©Commonwealth of Australia 2012
This work is subject to copyright. Apart from any use as permitted under the Copyright Act
1968, no part shall be reproduced by any process without prior written permission from the
Commonwealth. Requests and inquiries concerning reproduction rights should be addressed
to:
Branch Manager
National Disability Coordination Officer Program
Department of Industry, Innovation, Climate Change, Science, Research and Tertiary
Education
Level 3, 14 Mort Street
Canberra ACT 2601
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NATIONAL DISABILITY COORDINATION OFFICER PROGRAM OVERVIEW .......................................... 5
1.1 PURPOSE OF THESE PROGRAM GUIDELINES .............................................................................................. 5
1.2 PROGRAM OVERVIEW .......................................................................................................................... 5
1.3 POLICY CONTEXT & PROGRAM RATIONALE ............................................................................................... 5
1.4 OBJECTIVES, OUTCOMES AND KEY PERFORMANCE INDICATORS .................................................................... 7
1.5 NATIONAL DISABILITY COORDINATION OFFICER REGIONS ............................................................................ 8
PROGRAM ORIENTATION ................................................................................................................... 9
2.1 TARGET GROUP .................................................................................................................................. 9
2.2 KEY STAKEHOLDERS ............................................................................................................................. 9
ROLES AND RESPONSIBILITIES OF PROVIDERS.................................................................................. 10
3.1 OVERVIEW ....................................................................................................................................... 10
3.2 ROLES OF THE PROVIDERS FUNDED UNDER THE PROGRAM ........................................................................ 10
3.3 CRITERIA FOR SELECTING NDCOS......................................................................................................... 11
ADVISORY COMMITTEES .................................................................................................................. 13
4.1 OVERVIEW ....................................................................................................................................... 13
4.2 COMPOSITION OF THE ADVISORY COMMITTEE ........................................................................................ 13
4.3 ROLES AND RESPONSIBILITIES............................................................................................................... 14
4.4 GUIDING PRINCIPLES OF GOVERNANCE .................................................................................................. 14
REQUIRED ACTIVITIES OF THE NDCO ................................................................................................ 15
5.1 OVERVIEW ....................................................................................................................................... 15
5.2 PRINCIPLES OF PRACTICE ..................................................................................................................... 15
5.3 NDCO REQUIRED ACTIVITIES: ............................................................................................................. 16
REPORTING AND MONITORING REQUIREMENTS ............................................................................. 20
6.1 REPORTING AND MONITORING OVERVIEW ............................................................................................. 20
6.2 ENVIRONMENTAL ANALYSIS ................................................................................................................. 21
6.3 STRATEGIC PLAN ............................................................................................................................... 21
6.4 ANNUAL BUSINESS PLAN .................................................................................................................... 22
6.5 PROGRESS REPORT ............................................................................................................................ 22
6.6 ANNUAL REPORT ............................................................................................................................... 22
6.7 FINAL REPORT .................................................................................................................................. 23
6.8 PROVISION OF FALSE OR MISLEADING INFORMATION ............................................................................... 24
6.9 PROVIDER MONITORING ..................................................................................................................... 24
6.10 UNSATISFACTORY PERFORMANCE ....................................................................................................... 24
ROLES AND RESPONSIBILITIES OF PROVIDERS - PROGRAM ADMINISTRATION ................................ 26
7.1 OVERVIEW ....................................................................................................................................... 26
7.2 FUNDING AGREEMENTS ...................................................................................................................... 26
7.3 FUNDING AGREEMENT VARIATIONS ...................................................................................................... 26
7.4 FUNDING ......................................................................................................................................... 27
7.5 PAYMENTS ....................................................................................................................................... 27
7.6 TAX INVOICES ................................................................................................................................... 27
7.7 AUDITED FINANCIAL ACQUITTAL ........................................................................................................... 28
7.8 UN-ACQUITTED AND UNEXPENDED FUNDS ............................................................................................. 28
7.9 SURPLUS FUNDING AND DEFICITS ......................................................................................................... 29
7.10 BANK ACCOUNTS ............................................................................................................................ 29
7.11 ASSETS .......................................................................................................................................... 29
7.12 ASSETS REGISTER ............................................................................................................................ 30
7.13 RECORDS MANAGEMENT .................................................................................................................. 30
7.14 MARKETING ................................................................................................................................... 30
7.15 RISK MANAGEMENT ........................................................................................................................ 31
7.16 CONFLICT OF INTEREST ..................................................................................................................... 31
7.17 ANNUAL NDCO CONFERENCES.......................................................................................................... 31
AUSTRALIAN GOVERNMENT RESPONSIBILITIES ............................................................................... 32
8.1 PROGRAM MANAGEMENT OVERVIEW ................................................................................................... 32
8.2 PROGRAM DELEGATE ......................................................................................................................... 32
8.3 CONTRACT MANAGEMENT .................................................................................................................. 32
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8.4 MANAGEMENT OF NDCO PROGRAM WEBSITE....................................................................................... 32
8.5 MONITORING AND AUDITING .............................................................................................................. 32
8.6 PROVISION OF HIGH LEVEL ADVICE AND DISPUTE RESOLUTION .................................................................. 33
8.7 GENERAL PROGRAM MANAGEMENT ..................................................................................................... 33
8.8 AUSTRALIAN GOVERNMENT MATERIAL .................................................................................................. 34
8.9 COMPLAINTS HANDLING ..................................................................................................................... 34
8.10 STRATEGIC PROJECT FUNDING ........................................................................................................... 34
LEGISLATIVE REQUIREMENTS ........................................................................................................... 35
9.1 OVERVIEW ....................................................................................................................................... 35
9.2 DISCRIMINATION LEGISLATION ............................................................................................................. 35
9.3 PARTICIPANTS’ CONFIDENTIALITY.......................................................................................................... 35
9.4 PRIVACY ACT .................................................................................................................................... 35
9.5 PRIVACY COMPLAINTS ........................................................................................................................ 36
9.6 FREEDOM OF INFORMATION ................................................................................................................ 36
9.7 WORKING WITH CHILDREN CHECKS....................................................................................................... 36
9.8 INSURANCE AND INDEMNITY ................................................................................................................ 40
GLOSSARY ........................................................................................................................................ 41
ACRONYMS ...................................................................................................................................... 43
ATTACHMENT A ............................................................................................................................... 44
ATTACHMENT B ............................................................................................................................... 46
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1
NATIONAL DISABILITY COORDINATION OFFICER
PROGRAM OVERVIEW
1.1 Purpose of these Program Guidelines
The Program Guidelines (‘the Guidelines’) set out the requirements for the administration
and delivery of the National Disability Coordination Officer Program by Providers on behalf
of the Department of Industry, Innovation, Climate Change, Science, Research and Tertiary
Education (‘the Department’).
The Guidelines form part of the Funding Agreement between the ‘Commonwealth’ and the
‘Provider’ for delivery of the National Disability Coordination Officer (NDCO) Program (‘the
Funding Agreement’). The Funding Agreement and these Guidelines must be read and
complied with jointly, for the purpose of administering and delivering the Program. If there
is any inconsistency between the terms of the Funding Agreement and these Guidelines, the
terms of the Funding Agreement shall prevail.
In accordance with item B.4 of Schedule 1 of the Funding Agreement, the Department
reserves the right to amend these Guidelines at any time. Providers will be advised in writing
of any amendments.
1.2 Program Overview
The NDCO Program works strategically to assist people with disability access, and participate
in ‘Tertiary Education’ and subsequent employment, through a national network of
regionally based NDCOs. The NDCOs work with stakeholders at the local level to reduce
systemic barriers, facilitate smooth transitions, build links and coordinate services between
the education, training and employment sectors.
1.3 Policy Context & Program Rationale
The Government’s nation-building agenda, investing in education, skills and increasing
productivity lies at the heart of the current social policy context. It is through long term
government investment in skills and human capital, that Australia will become better
equipped for meeting the social and economic challenges of the 21 Century and become a
more socially robust and inclusive society.
‘The Productivity Agenda involves a broad approach that aims to lift national productivity
and build social inclusion through reforms to early childhood, secondary and tertiary
education, employment and workplace relations.... The policy goal is to drive partnership
initiatives that will contribute to addressing the economic challenges facing the Australian
economy, such as those posed by global competition and major demographic changes, by
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boosting productivity growth and participation in the workforce, which would, in turn,
support an increase in living standards.’ (2010)1.
Disability is one of the priority areas for increasing economic and social participation and
effecting social change as part of the Australian Government’s social inclusion agenda. The
removal of barriers to participation especially for people who face multiple disadvantage is
integral to a meaningful and productive life and socially just and civilised society.
To this end, the Australian Government has formulated a number of priorities in terms of
ameliorating their access to education and training and enhancing their life prospects and
quality of life.
The National Disability Agreement (‘NDA’) (2008) and the National Disability Strategy (‘NDS’)
(2011) provide the framework and strategies for defining the roles and responsibilities
across all jurisdictions pertaining to disability. These elements set the direction in terms of
determining the social, economic and human rights imperatives for people with disabilities.
The release of the Productivity Commission’s Report (2011) where all governments agreed
with the recommendation to establish a National Disability Insurance Scheme (‘NDIS’) marks
a defining moment for people with disability and their families/carers. The NDIS supports
choice for people with disability, their families and carers, and puts people with disability in
control of the care and support they receive, based on need. NDIS will also assist to increase
opportunities for people with disability to participate in the community and the workforce.
For people with disabilities a number of local and systemic barriers impede their successful
transition and participation in Higher Education and Vocational Education and Training
(‘Tertiary Education’) and subsequent employment. One of the main challenges faced by
people with disability relates to the difficulty experienced when navigating through the maze
of education/training options and support services. This issue is compounded by the lack of
coordination between the education, training, employment and service provision sectors
and the lack of awareness among people with disability about their rights and entitlements.
In addition, for stakeholders in the education, training and employment sectors there are
varying levels of knowledge and capability to support people with disability. Often there are
low expectations from stakeholders, families and carers about the ability of people with
disability to succeed in education, training and employment. It is difficult in this context for
people with disability to cultivate an alternative view of their own abilities.
The NDCO Program (‘the Program’) seeks to address these barriers by improving the
coordination and collaboration among service providers and building their capability to
support people with disability. The Program also seeks to increase the knowledge and
awareness of people with disability about their post-school options and supports to enable
them to participate in education and subsequent employment to the same extent as people
without disabilities.
The Australian Government has also made a commitment to Closing the Gap between
Indigenous and non-Indigenous Australians across urban, rural and remote areas. Closing the
Gap raises the bar in terms of the effort and efficacy of Government policies and programs
in seriously addressing the social divide between Indigenous and non-Indigenous
1
http://apo.org.au/research/measuring-impact-productivity-agenda
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Australians. The Program helps to achieve the Australian Government’s objective of Closing
the Gap in its work with Aboriginal and Torres Strait Islander people with disability.
1.4 Objectives, Outcomes and Key Performance Indicators
There are three key objectives for the Program:
•
improved linkages between schools, Tertiary Education providers, employment
service providers and providers of disability programs and assistance at all
government levels;
•
improved transitions for people with disability between school / community and
Tertiary Education, and then to subsequent employment; and
•
improved participation by people with disability in Tertiary Education and
subsequent employment.
Providers work towards achieving the following four Program outcomes for the Program:
•
services that facilitate transitions and participation in Tertiary Education and
subsequent employment for people with disability are coordinated;
•
local networks collaborate to identify and overcome barriers in transitions and
participation in Tertiary Education and subsequent employment for people with
disability;
•
stakeholders have the knowledge and capability to support transitions and
participation in Tertiary Education and subsequent employment for people with
disability; and
•
people with disability make decisions about their education and employment
based on an improved knowledge of their rights and entitlements, supports
available, educational options and pathways to employment.
The following Key Performance Indicators (KPIs) will be used to measure the success of the
Program and the Providers delivering it, and ensure the overall objectives are being met. The
KPIs are as follows:
•
number of local self-sustaining networks focusing on education, training and
employment that are established or existing networks supported;
•
local stakeholders report their improved knowledge of programs and services to
facilitate transitions and coordinated service provision in Tertiary Education and
subsequent employment for people with a disability;
•
local stakeholders report collaboration on the identification of barriers and
development of solutions that facilitate transition and participation in Tertiary
Education and subsequent employment for people with disability; and
•
local stakeholders report an improved knowledge and capability to facilitate
successful transitions and participation in Tertiary Education and subsequent
employment for people with disability.
The Program Logic Model (contained in Attachment A) demonstrates the link between the
Program objectives, outcomes and KPIs.
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1.5 National Disability Coordination Officer Regions
In order to achieve national coverage, 31 NDCO Regions have been established for delivery
of the Program by Providers. The NDCO Regions are made up of clusters of Australian
Bureau of Statistics (ABS) defined Statistical Areas Level 2s (SA2s). This classification of
geographic area represents a community that interacts together socially and economically.
The SA2 level is a medium-sized general purpose area for which important social and
economic data is readily available from the Census and other sources.
In defining NDCO Regions, the Department has also taken into consideration the experience
of the first funding round of the Program, local circumstances, and the geographic make-up
to ensure that regions are viable both operationally and financially. An additional benefit of
basing the NDCO Regions on ABS SA2 is that it allows greater alignment with other
Australian Government programs.
Maps of the NDCO Regions are available on the NDCO Program website.
The Department funds one Provider per NDCO Region.
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2
PROGRAM ORIENTATION
2.1 Target Group
NDCOs work at the strategic level with a range of stakeholders to assist working age people
(aged 15-64) with disability to be better supported to successfully transition to and
participate fully in Tertiary Education and subsequent employment.
2.2 Key Stakeholders
Providers must ensure that NDCOs build effective, collaborative relationships in order to
identify issues and opportunities within their NDCO Region to influence systemic change.
NDCOs are expected to build and maintain relationships with the following stakeholders
operating within their region:
•
schools, including government, catholic and independent;
•
Tertiary Education institutions, including universities, Technical and Further
Education (TAFE) institutes, community colleges, Registered Training
Organisations (RTOs), Group Training Organisations (GTOs) and alternative
education program providers;
•
employment agencies, including Disability Employment Service (DES) providers,
Job Services Australia (JSA) providers, the National Disability Recruitment
Coordinator (NDRC), employer groups and peak bodies;
•
disability services and community agencies that support people with disability;
and
•
mainstream government programs which operate in the education, training and
employment sectors, particularly those focused on transitions.
Providers must ensure that NDCOs form relationships with stakeholders that provide
relevant services to Aboriginal and Torres Strait Islander people. NDCOs need to work
together to develop culturally appropriate responses to support Aboriginal and Torres Strait
Islander people with disability to transition through the school to work continuum.
Providers must ensure that NDCOs work cross-sectorally, applying a whole of government
and whole of community approach to harness existing resources to achieve outcomes.
NDCOs must also avoid duplication with other program and initiatives including other
Australian Government or State/ Territory funded providers of assistance/ services for
people with disability.
Providers will be required to monitor and report on the level of contact by NDCOs and the
effectiveness of these contacts with all stakeholders in their NDCO Region (Refer to Chapter
6 of these Guidelines).
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3
ROLES AND RESPONSIBILITIES OF PROVIDERS
3.1 Overview
Under their Funding Agreement, Providers are required to employ an NDCO to undertake
required activities, as outlined in Chapter 5 of these Guidelines, in the nominated NDCO
Region.
All activities undertaken by Providers must contribute towards meeting the Program
objectives and outcomes as well as achieving the Program’s KPIs.
3.2 Roles of the Providers Funded Under the Program
Providers must:
•
Ensure that they have the capacity to deliver the Program across the entire
NDCO Region that they are contracted for and are able to respond flexibly to the
needs of people with disability.
•
Employ a full time (or equivalent) NDCO to undertake required activities (as
outlined in Chapter 5) in the nominated NDCO Region as per the selection
criteria for the role (as outlined in Section 3.3 below).
•
Be responsible for all requirements in relation to the employer/employee
relationship with the NDCO, including, but not limited to, payment of their salary
and other entitlements and making superannuation contributions. The salary
and on-costs for the NDCO position must be at least $85,000 in the first year of
the Funding Agreement period.
•
Establish and maintain an Advisory Committee to provide guidance and support
to the NDCO for the duration of the Funding Agreement (as per the
requirements outlined in Chapter 4).
•
Provide and maintain suitable office space located within the NDCO Region, as
well as secure storage space, access to meeting rooms, mobile phone and
landline, facsimile and computer with email and internet services for the NDCO.
The office must be appropriately equipped and easily accessible for a person
with disability, as well as complying with relevant State and Territory Workplace
Occupational Health and Safety legislation and standards.
•
Ensure that the NDCO has access to regular professional development
opportunities.
•
Cover the cost of appropriate travel and accommodation undertaken by the
NDCO in the course of attending required NDCO functions, including for the
NDCO to attend an annual NDCO Conference.
•
Nominate a manager for the NDCO (the NDCO Manager) who can be contacted
by the Department in regards to the Program and performance. The NDCO
Manager as part of their role should:
o ensure that the NDCO is inducted, supported, and supervised in their role to
successfully provide the required activities across the entire NDCO Region;
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o
o
meet regularly with the NDCO to discuss progress and planning as well as
tracking of the annual budget; and
raise any issues in relation to Program delivery on a needs basis with the
Department.
•
Meet the specified reporting requirements outlined in Chapter 6 of these
Guidelines and item L, Schedule 1 of the Funding Agreement, including the
collection of relevant data and performance information and supply to the
Department as directed.
•
Attend and facilitate provider monitoring visits conducted by the Department, as
outlined in Section 6.9 of these Guidelines.
•
Immediately inform the Department of any significant changes which affect the
organisation’s ability to undertake the Program.
•
Provide necessary insurance for all aspects of the operation of the Program,
including professional indemnity, public liability and appropriate workers’
compensation insurance.
3.3 Criteria for Selecting NDCOs
There are a number of key qualities required to effectively operate in the NDCO role. The
Provider must use the following selection criteria when selecting an officer for the role,
ensuring that the NDCO:
•
has the capacity to undertake the activities outlined in Chapter 5 and
throughout the Program Guidelines;
•
is a self-starter and is self-motivated – has the capacity to generate their own
priorities and patterns of work;
•
possesses strong interpersonal skills – is able to build and sustain relationships
with key stakeholders, gain their confidence and build a sense of mutual
understanding of needs and objectives;
•
is a capable networker – is skilled in facilitating connections across organisations
to form affiliations that willingly come together to enact change;
•
is resourceful – through the interactions with networks, uses creative means to
establish and drive specific projects;
•
is strategic – NDCOs must make strategic decisions about the focus of their work
based on the needs of their NDCO Region, the outcomes they can deliver and
their engagement with stakeholders; and
•
possesses good report writing skills – NDCOs must be able to provide succinct
accounts of their activities which clearly demonstrate progress made in
achieving program outcomes.
In addition, the NDCO should be knowledgeable or be able to quickly develop knowledge of:
•
the complexity of the full spectrum of disabilities within the Australian
community;
•
the policy and program environment and varied organisational cultures evident
in the school and Tertiary Education sectors; and
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•
the changing landscape of local labour markets, job services and employment
programs.
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4
ADVISORY COMMITTEES
4.1 Overview
The Provider must establish an Advisory Committee comprising of representatives from key
stakeholder sectors to provide strategic leadership, support and guidance to the NDCOs and
ensure that planning and Program activity is aligned with the identified needs within each
NDCO Region.
The Providers must ensure that the emphasis of the Advisory Committee is strategic and not
overly focused on operational issues or performance reporting. The Advisory Committee’s
role will be guided by the terms of reference which must be developed by the Provider and
endorsed by the Advisory Committee.
The Advisory Committee can be established on a regional basis, state basis, or across a
group of NDCO Regions with similar issues/stakeholders, depending on what is identified by
Providers as providing the most suitable arrangement. Subcommittees can be established as
required to address specific issues.
The Provider must confirm the membership of the Advisory Committee with the
Department, once it is established, but no later than six weeks from the Program
commencement date. If membership of the Advisory Committee changes, advice in writing
must be provided to the Department at the time of the change.
4.2 Composition of the Advisory Committee
It is recommended that the Advisory Committee consists of 7 to 10 representatives. The
Advisory Committee should comprise of the following stakeholders categories:
•
government schools;
•
non-government schools;
•
the Higher Education sector;
•
the Vocational Education and Training (VET) sector e.g. TAFEs/ RTOs/ the
Australian Council for Private Education and Training (ACPET);
•
the employment sector e.g. DES/ NDRC / employment organisations/ peak
bodies such as the Australian Network on Disability (AND);
•
the community sector e.g. disability service organisations; and
•
relevant State/Territory government program providers and the relevant
departments.
It is also recommended that at least one person with disability is included as a
representative on the Advisory Committee.
The Provider must ensure that members of the Advisory Committee are selected on the
basis of the following:
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•
sound knowledge of the NDCO Region(s) in which they operate including the
local education, training and employment environments;
•
good linkages with and influence within their representative sectors, and also
generally with their community, schools, Tertiary Education institutions,
businesses and industry; and
•
commitment to and knowledge about the relevant local issues affecting the
education and employment of people with disability.
All representatives on the Advisory Committee need to be endorsed by their representative
sector.
4.3 Roles and Responsibilities
The responsibilities of the Advisory Committee include the following:
•
meeting at least four times in the first year of the Funding Agreement period,
and three times annually in all subsequent years of the Funding Agreement
period;
•
sharing knowledge about their sector, helping to identify regional priorities and
providing input and guidance into NDCO planning including the Environmental
Analysis, Strategic Plan and Annual Business Plans. Where necessary, providing
advice for adjusting the plans as a result of changing circumstances, local
contingencies or emerging opportunities;
•
assisting the NDCO to form linkages with their representative stakeholder
sectors and advocating for and promoting the Program to these sectors; and
•
if required, participating in a Program evaluation.
4.4 Guiding Principles of Governance
Good governance is underpinned by a values system and a code of conduct that outlines
standards of integrity and ethical behaviour, and highlights the level of transparency and
consistency in actions of members. The NDCO Advisory Committee and any subcommittees
must adopt good governance through using best practice principles of governance including:
•
endorsing and abiding by the Advisory Committee terms of reference;
•
establishing clear accountability and transparency of processes – e.g. minutes of
meetings conducted and recording all decisions made by the Advisory
Committee;
•
establishing guidelines on safeguarding confidentiality of all discussions and
decisions; and
•
establishing transparent procedures and protocols for addressing actual or
potential conflicts of interest – e.g. withdrawal by affected members from
relevant discussions or discussion of relevant issues in general rather than
specific terms, withholding details about individuals and organisations.
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5
REQUIRED ACTIVITIES OF THE NDCO
5.1 Overview
The Program challenges the systemic barriers that undermine opportunities for people with
disability in attaining Tertiary Education qualifications and subsequent employment. Of
particular importance is the need to improve transitions processes from school/ community
to Tertiary Education and subsequent employment.
Providers must ensure that the NDCO they employ develops effective relationships with
stakeholders who operate across the school to work continuum in order to identify local
barriers and to develop collaborative responses to local needs. In doing so, NDCOs need to
demonstrate a balanced, systematic approach in their activities, working to maximise the
reach of their activities with institutions within each relevant stakeholder sector, whilst
ensuring geographic coverage of their NDCO Region.
NDCOs are also expected to contribute to whole of government initiatives to improve
education, training and employment outcomes for Aboriginal and Torres Strait Islander
people as well as other government priorities as specified by the ‘Program Delegate’ or
Program Manager.
Beyond formal network meetings, the Department encourages NDCOs to work
collaboratively with other NDCOs.
5.2 Principles of Practice
The following principles of practice inform the Program and are integral to meeting the
objectives and outcomes of the Program. Providers much ensure the NDCOs they employ
adhere to these principles, which include:
•
Collaborative approach – NDCOs must work collaboratively with other
stakeholders as partners to identify local needs and gaps, develop localised
responses and achieve goals. This can be achieved through the development of
communities of practice at the local, state and national levels to share best
practice and capture learnings on mutually shared goals.
•
Focus on systemic barriers– NDCOs must work strategically across sectors to
challenge existing systemic barriers (rather than barriers impacting on
individuals) to Tertiary Education and employment so that a broader crosssection of people with disability are able to lead dignified and productive lives.
•
Sustainable aspirations– when building relationships to establish or support
networks, NDCOs must work through a continuum, gradually working to
empower and foster self determination so that these networks and activities
become self–sustaining. The diagram below highlights the desired approach to
working with networks/partnerships:
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•
Evidence based activities- NDCO work must be grounded in evidence and adopt
a localised approach driven by the needs of the region.
•
Strengths based approach- NDCOs must use a strengths based approach to build
capacity across the relevant sectors and the region.
•
Non duplication of existing programs – NDCOs must ensure that they do not
duplicate or replace the work of other Australian Government or State/Territory
funded providers of services for people with disability.
5.3 NDCO Required Activities:
Providers must ensure that all NDCO activities contribute to achieving the Program
outcomes and objectives. NDCOs must be able to demonstrate the impact of their activities
and achievement against meeting the Program’s KPIs in the context of the Environmental
Analysis (see Section 6.2 for further information). The following section articulates the
required NDCO activities with reference to the Program outcomes:
Outcome 1. Services that facilitate transitions and participation in Tertiary Education and
subsequent employment for people with disability are coordinated.
Required activities:
Establish and maintain sustainable networks, and strengthen links with and between all key
stakeholders (working in the education, employment, community and disability support
sectors) to facilitate improved transitions and participation in Tertiary Education and
subsequent employment for people with disability.
Support existing networks to incorporate a disability focus, address key issues and effect
change to facilitate improved transitions and participation in Tertiary Education and
subsequent employment for people with disability.
Improve knowledge among stakeholders about opportunities for collaboration and
coordination between programs and stakeholders to facilitate better transitions and
participation between school/ community, Tertiary Education and subsequent employment
for people with disability.
Link and collaborate with NDCOs at the regional, state and national level, particularly with
NDCOs in the adjacent regions.
Examples:
Establish or support local networks (comprising of Tertiary Education institutions,
employment service providers, local employers and other interested organisations) to
improve local employment outcomes for people with disability.
Facilitate or support activities that extend and strengthen networks and linkages between
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providers and stakeholders, such as:

networking workshops; or

community conversation seminars.
Facilitate or support activities that help to improve knowledge and strengthen linkages
between secondary schools and Tertiary Education institutions to help improve transitions
from school to Tertiary Education such as:

‘post-school options’ expos; and

professional development days for career advisory staff.
Facilitate or support activities that help to improve knowledge and strengthen linkages
between the Tertiary Education institutions and employment service providers to help
graduates with disability make successful transitions into suitable and sustainable
employment, such as Tertiary Education and training career forums.
Outcome 2. Local networks collaborate to identify and overcome barriers in transitions
and participation in Tertiary Education and subsequent employment for people with
disability.
Required activities:
Collaborate with local stakeholders across all relevant sectors to identify systemic barriers
and service gaps to transitions and participation in Tertiary Education and subsequent
employment for people with disability.
Facilitate projects in collaboration with local stakeholders across the relevant sectors to
overcome identified systemic barriers/issues to transitions and participation in Tertiary
Education and subsequent employment for people with disability.
Provide advice to the Department and relevant stakeholders about barriers and solutions to
transitions and participation in Tertiary Education and subsequent employment for people
with disability.
Examples:
Run a pilot project, with jurisdictional support, for client groups that fall outside the scope
of an existing program.
Support areas with high migrant populations, through the development of culturally
appropriate solutions in collaboration with local stakeholders such as ethno
specific/generalist organisations.
Innovate a program in collaboration with other stakeholders to address identified local
needs.
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Outcome 3. Stakeholders have the knowledge and capability to support transitions and
participation in Tertiary Education and subsequent employment for people with
disability.
Required activities:
Assist in building the capability of education and training providers, including private
training providers, to better support their students or prospective students with disability
transition and participate in Tertiary Education.
Assist in building the capability of employment service providers and employment
organisations to better support people with disability obtain and maintain suitable
employment.
Ensure education and training providers, employment and other key stakeholders have an
awareness of their responsibilities under the Disability Discrimination Act 1992 and the
Disability Standards for Education 2005.
Improve stakeholder knowledge about disability programs and the supports available to
enable people with disability to better participate in education and subsequent
employment.
Cultivate communities of practice which encourage shared learnings, goals and
collaboration to improve transitions and participation in Tertiary Education and subsequent
employment for people with disability.
Examples:
Undertake activities to improve knowledge and build the capability of stakeholders in areas
of identified need (e.g. assistive technology) such as:

professional development days;

expos; and

workshops.
Work with local stakeholders to implement changes to policy and institutional practices to
enhance inclusive practices and increase accessibility for people with disabilities.
Work with employment service providers to raise awareness and build disability confidence
among the employment sector. For example, deliver workshops aimed at changing
attitudes and encouraging employers to adopt more inclusive workplace practices.
Outcome 4. People with disability make informed decisions about their education and
employment based on an improved knowledge of their rights and entitlements, supports
available, educational options and pathways to employment.
Required activities:
Inform people with disability about their rights, entitlements, provider obligations, services
and supports available, to help them make successful transitions and participate in Tertiary
Education and subsequent employment.
Educate and empower people with disability and their families to make informed choices
about Tertiary Education and subsequent employment.
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Raise aspirations about education and employment possibilities among people with
disability, their families and carers, and among the education, training, employment and
community sectors.
Develop inclusive strategies which are reflective of the regional demographics; such as:

Aboriginal and Torres Strait Islander people with disability; and

people with disability from a CALD background.
Examples:
Develop and conduct events to inform and empower people with disability, such as:

post-school career forums;

tertiary tasters; and

community events.
Facilitate events to inform upcoming tertiary graduates with disability about options and
supports available to help them make better transitions to sustainable employment.
Facilitate mentoring programs which support people with disability to successfully
transition across the school to work continuum.
Showcase success stories of people with disability in Tertiary Education and employment.
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6
REPORTING AND MONITORING REQUIREMENTS
6.1 Reporting and Monitoring Overview
Providers are accountable for the funding they receive and must adhere to the reporting
requirements in these Guidelines and the Funding Agreement.
Planning and reporting requirements apply for each year of the Funding Agreement, as
follows:
Report
Timing
Environmental Analysis
Submitted as part of the Provider’s response to the
Request for Proposal. It should be reviewed
annually and updated as required.
Strategic plan
Four weeks after Funding Agreement start date, to
cover the full Funding Agreement period. It should
be reviewed annually and updated as required.
Business Plan
Submitted annually.
Annual Report (including two case
studies)
Submitted annually.
Income and Expenditure Statement
Submitted annually with the Annual or Final Report.
Final Report
One month before the end of the Funding
Agreement period.
Providers will be required to provide these reports electronically through the completion of
templates developed by the Department.
An evaluation strategy will be used to measure the quality and suitability of the required
activities undertaken by Providers using information obtained from reports, data and
provider monitoring visits. The Department will also undertake surveys of stakeholders in
the NDCO Regions. This information will be used to determine if the Program is achieving
the KPIs and meeting its stated objectives.
The information submitted by Providers will also be used by the Department to ensure that
individual Providers are compliant with the requirements of the Funding Agreement. It will
also allow the Department to identify policy and delivery issues early, develop remedial
management strategies to assist the Provider to achieve required performance standards,
where appropriate, and protect Australian Government funds to ensure they are used
appropriately.
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6.2 Environmental Analysis
Providers must develop an Environmental Analysis of their NDCO Region as part of their
response to the Request for Proposal. This is a document that outlines and analyses the
current and emerging trends, gaps and issues, key stakeholders and existing partnerships,
and the community, education, training and employment environment within the NDCO
Region. The Environmental Analysis is intended to provide a contextual analysis of the issues
facing people with disability and includes, but is not limited to:
•
an overview of the regional demographics such as identification of regional
hubs, transport issues, CALD communities, Aboriginal and Torres Strait Islander
populations;
•
an overview of the school, Tertiary Education, community and employment
sector environments including employment opportunities, skills shortages and
key industries;
•
key stakeholders in the region, including those from the school, Tertiary
Education, employment and community sector as well existing national,
state/territory and local initiatives, services and programs;
•
the barriers/challenges facing people with disability in the NDCO Region; and
•
opportunities relevant to the school, Tertiary Education, community and
employment sector for people with disability;
The Environmental Analysis must be informed by a range of sources including available data
sets and input from the Advisory Committee, when established, and by key stakeholders.
The Environmental Analysis will be an important driver in the development of the NDCO
Strategic Plan and Business Plans and a useful tool to support and inform discussions with
stakeholders. In addition it will assist the Department to gain a strategic understanding of
the regional barriers that affect people with disability.
6.3 Strategic Plan
Providers must develop, and operate in accordance with a Strategic Plan covering the period
1 July 2013 to 30 June 2016. The original proposal submitted by the Provider to the
Department will form the basis of the Strategic Plan. The finalised Strategic Plan must be
submitted for the Department’s approval within four weeks of the commencement of the
current funding round, or by 31 July 2013, whichever is later. Providers must make any
changes to the Strategic Plan that may be reasonably required by the Department. Providers
must review and update their Strategic Plan if the Provider’s operating environment changes
substantially. Providers must implement the approved Strategic Plan.
The Strategic Plan must:
•
identify short and long-term goals for the NDCO Region based on the evidence
based needs analysis and priorities identified in the Environmental Analysis;
•
outline how these align with the Program’s objectives and outcomes and how
they will achieve maximum impact within the broader strategic environment;
•
identify high level strategies that must be implemented to reach each goal;
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•
ensure that all sectors within the NDCO Region (secondary, Tertiary Education,
employment and community sectors) are adequately covered
•
maximise the reach of the NDCO activities with institutions within the above
stakeholders sectors; and
•
ensure that there is adequate geographic coverage of the region.
6.4 Annual Business Plan
Providers must develop an Annual Business Plan covering each funding year from 1 July to
30 June. The first Annual Business Plan must be completed and submitted to the
Department for the Department’s approval within 8 weeks of the commencement of the
current funding round or by 30 August 2013, whichever is later. Subsequent Business Plans
must be updated annually and submitted by 15 August. Providers must make any changes to
the Annual Business Plans that may be required by the Department.
Providers must ensure that Annual Business Plans remain current and responsive to the
needs of the target group and stakeholders. Providers must implement the approved Annual
Business Plan.
The Annual Business Plan must:
•
set out the activities that the Provider will undertake against the Program
objectives, outcomes and goals identified in the Strategic Plan;
•
demonstrate the evidence of need for each of the planned activities;
•
describe the intended outcomes against each activity;
•
describe how these outcomes (impact of the activities) will be measured; and
•
ensure coverage of all relevant stakeholder sectors across the entire NDCO
Region.
Providers are strongly encouraged to share their Business Plans with neighbouring NDCO
Regions and other States/Territories. This will facilitate collaboration, the sharing of good
practice and reduce duplication of NDCO work.
6.5 Progress Report
Progress Reports may be required at the Department’s discretion. If requested, Providers
will need to supply an update of their progress against the activities outlined in the
approved Annual Business Plan.
6.6 Annual Report
Providers must submit an Annual Report to the Department by 31 July each funding year.
The Annual Report must consist of the following:
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•
a report against the activities outlined in the previous year’s approved Annual
Business Plan, including a report on the progress towards achieving the Program
objectives, outcomes and KPIs;
•
demonstration of the outcomes (impact of activities) through a range of
quantitative and qualitative data;
•
information on the networks or partnerships the NDCO has established or
contributed to;
•
evidence of the professional development undertaken by the NDCO;
•
comments on the environment in which the Provider is operating, including the
barriers to successful transitions for people with disability between school,
community, Higher Education and VET at a regional, state/ territory and national
level; and
•
if desired, feedback about the Department’s management of the Program.
Along with the submission of the Annual Report, Providers must supply the following to the
Department:
•
two case studies demonstrating best practice examples that meet the objectives
of the Program;
•
an audited Income and Expenditure Statement for the reporting period, using
the template provided by the Department; and
•
a signed annual declaration form providing assurance that the Provider meets all
insurance and Working with Children Check requirements.
6.7 Final Report
Providers must submit a Final Report to the Department by 31 May 2016. The Department
will provide a template for Providers to complete. The final report must include, but is not
limited to, the following:
•
a report against activities outlined in the previous year’s approved Annual
Business Plan, including a report on the progress made towards achieving the
Program objectives, outcomes and achieving the KPIs;
•
demonstration of the outcomes (impact of activities) through a range of
quantitative and qualitative data;
•
a summary report which highlights key achievements and reflects on progress
made in achieving program outcomes since 1 July 2013;
•
comments on the environment in which the Provider has operated in since 1
July 2013, highlighting any program related barriers that have been overcome
or minimised through NDCO effort;
•
case studies demonstrating best practice examples of NDCO activities that meet
the objectives of the Program;
•
feedback on the operation of the Program, and the way in which the Program
has been received by key stakeholders;
•
an audited Income and Expenditure Statement for the funding period; and
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•
an up-to-date list of key stakeholders in your region, including their contact
details.
6.8 Provision of False or Misleading Information
Note that, in the submission of any Annual Reports, Final Reports, acquittals or any other
information to be provided to the Department pursuant to this Program, giving false or
misleading information is a serious offence.
6.9 Provider Monitoring
The Department will conduct annual provider monitoring to assist in measuring progress
towards achieving the Program objectives and outcomes and in assessing compliance with
the Funding Agreement and these Guidelines. Provider monitoring will be conducted in the
second half of the year and may include officers from other relevant Australian Government
programs. Provider monitoring is an opportunity to:
•
establish a cooperative working relationship and a common understanding
between the Department and the Provider in relation to the Program
expectations and contractual requirements;
•
discuss current Provider performance and appropriateness of the activities
undertaken in the NDCO Region;
•
discuss local, regional and national issues that may have implications for the
Provider;
•
provide feedback to the Department on the management of the Program;
•
review suitability of the premises for providing assistance under the Program
including accessibility for people with disabilities; and
•
check compliance with record keeping requirements and record management
arrangements.
All Program records, accounts, documents and papers must be made available to
departmental staff during provider monitoring and otherwise on request, including records
held by banking or other institutions. Where the Department intends to undertake provider
monitoring, the Provider will be advised in writing at least 10 working days prior to the
proposed visit (note that this does not limit clause 18 of the Funding Agreement).
Providers must ensure that appropriate personnel, including the NDCO and their direct
manager, are present at provider monitoring visits.
6.10 Unsatisfactory Performance
An underperforming Provider is one which is not achieving the Program objectives and
outcomes outlined in the Funding Agreement. Typically, underperformance may be
classified by the Department as:
•
persistent non-compliance with performance reporting obligations;
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•
failure to undertake required Program activities across the entire NDCO Region;
•
persistent and demonstrable unsatisfactory standard of Program delivery;
•
failure to establish or maintain effective working relationships with key
stakeholders in the NDCO Region; or
•
demonstrated lack of understanding about the role of an NDCO.
If the Department assesses performance to be unsatisfactory, the Provider will be contacted
and advised in writing as to why the performance is deemed to be unsatisfactory. The
Department may use the following strategies for dealing with underperformance:
•
increasing communication between the parties (e.g. by way of progress
meetings and reviews);
•
setting more frequent milestones;
•
monitoring performance more closely;
•
enforcing the terms of the Funding Agreement; and
•
assessing whether a contract variation may be an appropriate solution and then
negotiating the variation.
The Department may suspend or terminate the Funding Agreement, as outlined in clauses
27 and 28 of the Funding Agreement.
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ROLES AND RESPONSIBILITIES OF PROVIDERS -
7
PROGRAM ADMINISTRATION
7.1 Overview
Providers are required to undertake and/or abide by the administrative requirements
outlined below, with respect to:
•
arrangements for Program funding and payments;
•
records management;
•
marketing;
•
risk management;
•
conflict of interest;
•
consortia; and
•
NDCO Conferences.
Providers must contact the Department for clarification of any issues as they arise and notify
the Department immediately of any issues that may affect the management or
administration of the Program.
7.2 Funding Agreements
The Department will ask each Provider to enter into a standard Funding Agreement for the
provision of required activities in a specified NDCO Region.
The Funding Agreement will not be binding until executed by the Department, following
signing by the Provider.
7.3 Funding Agreement Variations
A variation is a change to the originally agreed terms and conditions of the Funding
Agreement.
Variations are required under the Funding Agreement to be in writing and signed by the
Department and the Provider, and shall be binding on the parties only if implemented in
accordance with the process stipulated in the Funding Agreement (refer to clause 22 of the
Funding Agreement).
If a Provider wishes to vary the Funding Agreement, the person authorised to sign the
Funding Agreement on the Provider’s behalf must make the request in writing to the
Department, detailing the reasons for the request.
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The Department will consider, at its absolute discretion, whether or not it agrees to the
proposed variation, and if it does so, the Funding Agreement will be varied in accordance
with the terms and conditions of the Funding Agreement.
If the Department requires a variation to the Funding Agreement, it will be detailed in
writing and sent from the Program Delegate to the ‘Authorised Representative’.
7.4 Funding
The Department will fund the Provider to deliver the Program for a period of up to three
years, subject to satisfactory performance.
Funding given to Providers under the Program must not be used to subsidise or replace costs
for other services or support networks currently offered by the Provider.
Note: administration costs must not exceed 20 per cent of the total expenditure for each
reporting period.
7.5 Payments
Payment amounts specified in the Funding Agreement are GST inclusive and are limited to
the amount set out in the Funding Agreement.
The details of the required activities and performance outcomes to be provided and the
conditions for payment are specified in the Funding Agreement between the Department
and the Provider.
The first payment is made within 30 days of execution of the Funding Agreement and receipt
by the Department of a correctly rendered tax invoice as per the Funding Agreement.
All subsequent payments are subject to compliance by the Provider within the terms and
conditions of the Funding Agreement and Guidelines.
7.6 Tax Invoices
The tax invoice must contain information as required by Section 29-70 of the A New Tax
System (Goods and Services Tax) Act 1999 (GST Act) and Regulation 29-70 of the A New Tax
System (Goods and Services Tax) Regulations 1999.
The tax invoice needs to be addressed to the Department, marked to the attention of the
Program Delegate, NDCO Program, and must include:
•
Program title;
•
Provider’s name and ABN;
•
Provider’s address and contact details;
•
the words ‘Tax Invoice’ shown prominently;
•
invoice date;
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•
NDCO Region that the payment relates to;
•
payment description (including a description of the deliverable that the payment
relates to);
•
payment amount, with the GST inclusive and GST amounts clearly identified; and
•
Provider’s bank account details and BSB for payment of the invoice by electronic
funds transfer.
The date for payment is within 30 days after delivery of a correctly rendered tax invoice to
the Department and after satisfactorily meeting the deliverables to which the payment
relates, as set out in the Funding Agreement.
Where a Provider has more than one Funding Agreement with the Department for the
Program, it must submit separate tax invoices for each Funding Agreement.
7.7 Audited Financial Acquittal
Providers are required to provide an Audited Income and Expenditure Statement to the
Department as at 30 June of each funding year in accordance with the timeframes specified
in the Funding Agreement. Providers must use the income and expenditure template
provided by the Department.
The detailed, Audited Income and Expenditure Statement must solely reflect the
Department funding in relation to the Funding Agreement and any interest accrued on that
funding.
Providers must provide a separate detailed Income and Expenditure Statement for each
NDCO Region funded by the Department.
The Provider must provide a letter from the Authorised Representative certifying that all
funding received was expended for the Program and in accordance with the Funding
Agreement.
The Audit is to be carried out by a person who is not an officer or employee of the Provider,
and is registered as a company auditor, or a member of CPA Australia who is entitled to use
the letters ‘CPA’ or ‘FCPA’ or a member of the Institute of Chartered Accountants who is
entitled to use the letters ‘CA’ or ‘FCA’; or a member of the National Institute of Accountants
in Australia who is entitled to use the letters ‘MNIA’, ‘FNIA’, ‘PNA’ or ‘FPNA’.
7.8 Un-acquitted and Unexpended Funds
At the completion date of the Funding Agreement, or earlier termination of the Funding
Agreement, all funding not spent in accordance with the Funding Agreement or not
acquitted to the satisfaction of the Department shall be repaid to the Department within 20
business days of written notice from the Department. This excludes those funds approved by
the Department as being required for expenses incurred during the currency of the Funding
Agreement and which fall due for payment thereafter (accrued expenditure).
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For this purpose, accrued expenditure shall include provision solely for liabilities in relation
to audit and acquittal requirements. If the exact amounts are not known, Providers must
estimate the amount of accrued expenditure as accurately as possible.
The above requirements as to ‘accrued expenditure’ constitute a direction in writing by the
Department for the purposes of clause 5.1 of the Funding Agreement.
Where a Provider is funded for more than one NDCO Region, they must separately acquit
the funding for each NDCO Region and any surplus funds cannot be transferred between the
NDCO Regions at any time during the term of the Funding Agreement.
Without limiting the Department’s rights under the Funding Agreement, including under
clause 5.4 of the Funding Agreement, funds remaining un-acquitted for 12 months or more
after the Completion Date will be reported to the Department Audit and Business Assurance
Committee.
7.9 Surplus Funding and Deficits
Surplus Funds
Subject to approval, all surplus funds may be carried over into the subsequent period’s
budget. If the balance of funds results in a surplus greater than 10 per cent of the regular
allocated funding received for the specified period then the Provider will need to give a
response in writing outlining strategies on how this surplus will be used in the delivery of
NDCO activities within the following reporting period.
Deficits
Each NDCO Region will be able to carry over any deficit up to a maximum of 10 per cent of
the regular allocated funding received for that period into the next reporting period, with
the aim of clearing this deficit within the next period. Note: this does not apply for any
deficits incurred in the final reporting period.
Any deficit over and above the 10 per cent margin will need to be absorbed by the Provider.
7.10 Bank Accounts
The Funding Agreement requires Providers to maintain a separate bank account for the
funds at the NDCO Region level unless an exemption is granted in writing by the
Department.
7.11 Assets
An Asset is defined as being an item of tangible property with a value of over $5,000
inclusive of GST, not including Project Material. Providers must not use the funding to
purchase or create any Asset without obtaining prior written approval from the Program
Delegate.
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Providers must obtain three written quotes and provide these to the Department when
seeking approval to purchase an Asset. If approval is given for the Provider to purchase an
Asset, then the three quotes and the department’s decisions must be kept on file.
Purchases of tangible property less than $5,000 (including GST) should be itemised on the
income and expenditure statement.
7.12 Assets Register
Where a Provider has been given approval to purchase an Asset then a Register of Assets
must be maintained.
7.13 Records Management
Providers are required to maintain records of all activities undertaken as part of the Funding
Agreement, including, but not limited to:
•
correspondence and contact with stakeholders;
•
marketing or promotional material; and
•
internal processes and procedures.
All documentation and material developed must be held on files at the premises of the
Provider, and it must be made available to the Department officers if requested.
If monitoring reveals that the standard of record keeping is unsatisfactory to the
Department, the Provider will be advised in writing. Unsatisfactory record keeping can
include lack of documentation in relation to financial records and records not being kept in
accordance with the Privacy Act 1988. The Department may defer payment under the
Funding Agreement pending resolution of the reporting problems to the Department’s
satisfaction.
7.14 Marketing
Providers must ensure that all marketing material acknowledges the Australian Government
funding provided, and seek prior approval via the Department branding team before using
any marketing materials.
In all publications, promotional materials and activities relating to the Program, the Provider
shall acknowledge the financial and other support it has received from the Australian
Government by using the Program logo which includes the tagline ‘An Australian
Government Initiative’. In addition, where use of the logo is not possible or appropriate,
Providers may use the full tagline, as follows:
‘Funded by the Australian Government Department of Industry, Innovation, Climate Change,
Science, Research and Tertiary Education, under the National Disability Coordination Officer
Program.’
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Further information on the compliance requirements in the production of marketing
material is contained in the NDCO Program Branding Guidelines. Providers must maintain a
record of all approvals received from the Department.
7.15 Risk Management
Each Provider must have a documented risk management process in place. A risk
management process identifies key risks, outlines strategies for minimising those risks and
provides a plan to address residual risks across the organisation.
Each Provider must periodically review its risk management plan, the level of risk, and the
day-to-day operational processes used to manage risks. Risk management plans must be
made available to the Department on request.
7.16 Conflict of Interest
As a recipient of Australian Government funds, Providers must perform their functions in a
fair, non-biased, and apolitical manner and ensure that there is no actual or perceived
conflict of interest in the decisions taken by the Provider.
If an actual or potential conflict of interest arises, or is likely to arise, Providers must notify
the Department in writing of the conflict, specifying how the actual or potential conflict of
interest will be addressed and monitored to ensure that it does not adversely affect the
outcomes desired under the Funding Agreement. The Provider must take steps to address
the conflict.
7.17 Annual NDCO Conferences
Providers must ensure that the NDCO attends annual NDCO conferences. These conferences
will give the NDCO Network an opportunity to discuss strategic matters and best practice,
and raise concerns or issues with the operation of the Program.
Providers must ensure that the person they employ as an NDCO and their direct line
manager attend an induction for the Program, to be managed and funded by the
Department.
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8
AUSTRALIAN GOVERNMENT RESPONSIBILITIES
8.1 Program Management Overview
The Department is responsible for the overall management and administration of the
Program on behalf of the Commonwealth.
The Department seeks to establish effective relationships with Providers to support
achievement of the desired outcomes of the Program.
8.2 Program Delegate
The Program Delegate is defined in the Funding Agreement as the person who has
responsibility for:
•
approving and signing of Funding Agreement documentation;
•
approving payments under the Program;
•
supervising performance; and
•
accepting and issuing any written notification under the Funding Agreement.
The Program Delegate can assign responsibility for these functions to the Department
officers and advise Providers accordingly. The Program Delegate is the General Manager of
the Program.
8.3 Contract Management
The Department is responsible for managing Funding Agreements with Providers that
administer the Program, including building relationships with Providers and managing
Provider compliance with the Funding Agreement.
The terms of the Funding Agreement are binding. Under the Funding Agreement, parties can
agree to vary the Agreement.
8.4 Management of NDCO Program Website
The Department is responsible for initiating and overseeing the development and
maintenance of a departmental National Disability Coordination Officer Program website.
8.5 Monitoring and Auditing
The Department will closely monitor the administration and delivery of the Program,
including:
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•
monitoring the performance of Providers and taking such action as the
Department, in its absolute discretion, determines appropriate in the event of
non-performance or under-performance;
•
conducting annual provider monitoring visits in the second half of each year to
discuss performance, special projects and/or Program development; and/or
•
collecting, analysing and reporting information on the overall performance of
Providers and the Program towards achieving the Program objectives, outcomes
and KPIs.
8.6 Provision of High Level Advice and Dispute Resolution
The Department will:
•
be responsible for ensuring consistency in the interpretation and application of
policy by acting as a reference point, final arbiter, policy helpdesk and author of
Program related documents; and
•
manage and resolve any complaints or other issues referred to the Department
by Providers. The Department will do this in a timely manner.
8.7 General Program Management
Other Department responsibilities include, but are not limited to:
•
providing national strategic direction, including through the identification of key
priorities and opportunities, sharing of best practice and offering of support to
Providers;
•
promoting the Program nationally, including developing and managing
marketing and communications strategies;
•
updating these Program Guidelines and supporting documentation as required
and effectively communicating these additions/changes to Providers;
•
developing and maintaining strong relationships with key stakeholders using
both formal and informal communication channels;
•
developing risk management plans for the Program nationally (including fraud)
and for reviewing this plan annually;
•
advising the Australian Government Minister for Tertiary Education, Skills,
Science and Research on the Program and its administration;
•
providing advice about the Program to other Australian Government
Departments; and
•
management of the Program evaluation process for the duration of the Funding
Agreement.
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8.8 Australian Government Material
Ownership of all Australian Government Material, including Intellectual Property Rights in
that Material remains vested at all times in the Commonwealth.
The Department may grant Providers a licence to use, copy and reproduce that Material only
for the purposes of this Program and in accordance with any conditions or restrictions
specified in the Funding Agreement.
8.9 Complaints Handling
Any person wishing to lodge a complaint or provide feedback directly to the Department in
relation to the operations of a Provider may do so through the Program Hotline (133 873) or
by emailing ndco@innovation.gov.au. The Department will aim to resolve a complaint
within 30 days of its receipt. Where it is not possible to resolve a complaint within 30 days,
concerned parties will be kept informed of progress. Providers must inform relevant parties
of these complaint handling avenues.
All complaints will be treated as confidential unless specified otherwise. Permission to
investigate the matter will be sought from the complainant, in the work toward a resolution
of the matter.
Where a complaint involves an allegation of fraud, criminal activity or the misappropriation
of Program funding, the matter must be reported to the Department’s Investigations Branch
by the Program Delegate. The indicative 30 days complaint resolution time will not apply in
such cases.
8.10 Strategic Project Funding
Funding may be available throughout the funding period for Providers or other eligible
organisations to undertake national strategic activities that support the development and
operation of the Program.
Where funding is made available to Providers, the Department will manage this through a
separate application and assessment process, including developing separate guidelines for
the purpose and use of this funding. The Department will advise Providers when applications
for this Funding are open.
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9
LEGISLATIVE REQUIREMENTS
9.1 Overview
This section provides details on some legislative requirements applicable to the
administration of the Program. Providers are responsible for obtaining their own legal advice
on the legislative and other requirements impacting on their participation in the Program
and should rely on the following information as a guide only.
Providers must also be familiar with State or Territory legislation, some of which may impose
obligations on them. In particular, Providers must adhere to any requirements for the
protection and reporting of the maltreatment or sexual abuse of children under the relevant
State or Territory legislation.
9.2 Discrimination Legislation
Providers need to be aware of Acts which prohibit discriminatory practices, including, but
not limited to the:
Racial Discrimination Act 1975;
Sex Discrimination Act 1984;
Disability Discrimination Act 1992; and
Australian Human Rights Commission Act 1986.
9.3 Participants’ Confidentiality
Participants’ personal information is to be collected, stored, accessed, used and disclosed in
accordance with the Privacy Act 1988.
Note: The Crimes Act 1914 and The Criminal Code provide severe penalties for the unlawful
disclosure of information.
9.4 Privacy Act
The Department is bound, in administering the Program, by the provisions of the Privacy Act
1988 (the Privacy Act). Section 14 of the Privacy Act contains the Information Privacy
Principles (IPPs) which prescribe the rules for handling personal information, including its
collection, use and disclosure.
Providers and the Department personnel involved in the Program must abide by the IPPs
and the Privacy Act when handling personal information collected for the purposes of the
Program. In brief, Providers and the Department must ensure that:
•
personal information is collected in accordance with IPPs 1-3;
•
suitable storage arrangements, including appropriate filing procedures are in
place;
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•
suitable security arrangements exist for all records containing personal
information;
•
access to a person’s own personal information held by the organisation is made
available to the person at no charge;
•
records are accurate, up-to-date, complete and not misleading;
•
where a record is found to be inaccurate, the correction is made;
•
where a person requests that a record be amended because it is inaccurate but
the record is found to be accurate, the details of the request for amendment are
noted on the record;
•
the personal information is only to be used for the purposes for which it was
collected, or for other purposes where expressly allowed by IPP 10; and
•
personal information is only disclosed in accordance with IPP 11.
9.5 Privacy Complaints
Complaints by stakeholders about breaches of privacy should be directed to the relevant
Provider in the first instance.
Privacy complaints can be made directly to the Office of the Australian Information
Commissioner (OAIC). However, the OAIC prefers that the agency or organisation that has
potentially interfered with privacy be given an opportunity to deal with the complaint in the
first instance. For information about the OAIC and privacy generally, please visit the website
of the OAIC at www.privacy.gov.au.
9.6 Freedom of Information
All documents created or held by the Department with regard to the Program are subject to
the Freedom of Information Act 1982 (‘the FOI Act’). The FOI Act extends as far as possible
the right of the Australian community to access information in the possession of
Government Departments.
Unless a document falls under an exemption provision, it will be made available to the
general public if requested under the FOI Act. All FOI requests are to be referred to the FOI
Section in the Legal Services Branch of the Department. Decisions regarding requests for
access will be made by an authorised officer in accordance with the requirements of the FOI
Act.
9.7 Working with Children Checks
Overview
The Australian Government is committed to protecting children from harm and promoting
their well-being. The safety of not only young people eligible to participate in the activities
under the Program delivered by the Provider, but that of parents, employers, coordinators,
workplace supervisors and other parties involved in the implementation of the Program is
paramount. Therefore, in developing these procedures, the Government has taken into
account:
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•
the age of the young people potentially participating in the Program;
•
the nature of the assistance being provided; and
•
the diverse range of locations of the provision of the Program.
All prospective NDCO personnel who come into contact with children under 18 years of age
are required to undergo the following checks:
•
an Australian Federal Police (AFP) National Police Check that provides full
disclosure of any charges or convictions before undertaking any Program
activities; and
•
any State/Territory working with children checks required by any applicable
State/Territory legislation.
Note: The checks undertaken must be specifically in relation to working with children.
For the purpose of these Program Guidelines, NDCO personnel are defined as:
•
employees of the organisation funded under the Program including any
personnel employed under an approved sub-contracting arrangement;
•
volunteers who support the delivery of the Program; and
•
personnel within the organisation funded under the Program who may come
into contact with young people participating in Program activities.
AFP National Police Check
State/Territory based working with children checks are more extensive and more targeted
than AFP National Police checks, and include other sources of information in addition to the
AFP National Police Check. However, the requirement for all NDCO personnel who come into
contact with children under 18 years of age to undergo an AFP National Police Check is in
addition to police checks undertaken in compliance with State/Territory working with
children legislation. This is to ensure consistency across all states and territories.
However, where:
•
the person has undergone an AFP National Police Check in compliance with a
State or Territory law or employment conditions relating to screening of persons
for working with children;
•
the person has retained the original of the AFP National Police Check or a State
authority which holds the original is able to provide a certified true copy; or the
person is able to provide evidence that the National Police Check was
undertaken as part of the state based clearance;
•
the AFP National Police Check is less than one year old; and
•
the person consents to the results of the check being provided to the
Department,
then that AFP National Police Check may be relied upon for the purposes of the
Department’s working with children clearance requirements.
Where a prior AFP National Police Check has been obtained by an individual before being
required to in accordance with these Guidelines, the previous AFP National Police Check may
be used provided that:
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•
it is no more than 12 months old; and
•
the individual in question consents to the Provider disclosing to the Department
the information contained in the AFP National Police Check.
How to undertake an AFP National Police Check
The AFP National Police Check must be renewed every two years from the date of the initial
check as a minimum. Details on the application process and costs of obtaining a National
Police Check through the Australian Federal Police are detailed on the AFP website.
Where the AFP National Police Check reveals any convictions or pending charges the
Provider must not, without written authorisation from the Department, engage that person
NDCO personnel as defined above.
Providers must maintain all records of the AFP National Police Checks and State/Territory
working with children checks and all documentation must be made available and accessible
for viewing by the Department’s staff upon request by the Department.
Adverse findings on an AFP National Police Check
The purpose of these procedures is to assist Providers and the Department in cases where
the AFP National Police Check reveals an adverse result.
An adverse result means any information included on the AFP National Police Check that
indicates a person has a conviction or a pending criminal charge.
In cases where an AFP National Police Check reveals an adverse result, it is the responsibility
of the Provider to contact the applicant to verify his/her identity and to confirm that the
information in the report is consistent with the applicant’s own understanding of their
history.
It is the responsibility of the Provider:
•
in cases where the applicant’s identity and criminal record is verified, to assess
the application on the basis of the verified information and eligibility
requirements detailed below, and advise the applicant of the outcome;
•
in cases where the applicant’s identity and criminal history is unable to be
verified, advise the applicant that the matter will be referred to the Department
for further consideration; and
•
to refer all cases as mentioned in a) and b) above to the Program Delegate for
investigation.
The Department reserves the right to direct the Provider not to employ applicants as NDCO
personnel who have an adverse criminal history record.
Offences which make a person ineligible
An applicant will not be eligible to be employed as NDCO personnel (as defined earlier) if
he/she is considered unsuitable by the Department or the person has been convicted of or
has any pending charges in relation to the following:
•
all sexual offences;
•
all offences involving against another person;
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•
all offences involving child pornography;
•
all firearm or drug-related offences; and/or
•
all other offence for which the applicant is sentenced to imprisonment for 12
months or more;
In addition, if an applicant has matters of this nature before the Court, these matters must
be resolved and a judgement handed down before the applicant will be considered eligible
to be employed as NDCO personnel. If the AFP National Police Check reveals any other
offences or pending charges the Department may refuse to allow the person to participate
in the Program.
Working with Children – State/Territory Legislation
There is no single framework setting out the requirements for obtaining working with
children checks in States/Territories. Each jurisdiction has its own procedures and Providers
are responsible for becoming familiar with this legislation and for ensuring that NDCO
personnel satisfy these requirements. The Working with Children Check must be renewed as
necessary to ensure that it does not expire.
Interim Working with Children Check Declaration
Providers may have potential NDCO personnel complete an Interim Working with Children
Check Declaration provided:
•
the person has lodged an application for an AFP National Police Check;
•
the person understands that they may be contracted to deliver the Program on
the condition that they fully satisfy the Department’s working with children
check requirements including compliance with any applicable state-based
working with children check requirements;
•
the person understands that a report of their AFP National Police Check must be
supplied to the Provider within a three month period; and
•
they sign an Interim Working with Children Check Declaration declaring that
they have no convictions or pending charges relating to:
o violence against children
o sexual offences
o offences involving pornography, or
o offences involving dealing or trafficking of illegal drugs.
If after a period of three months from completing an Interim Working with Children Check
Declaration, any personnel have not obtained an AFP National Police Check, those personnel
must not get involved in any NDCO related activities that involve contact with children until
an AFP National Police Check is obtained. Where the AFP National Police Check returns a
finding of any charges or convictions, the procedures outlined under the section titled
Adverse findings on an AFP National Police Check will apply and must be completed before
that person can continue to deliver the Program in a manner that involves contact with
children.
Providers must keep on the person’s file, evidence that the AFP National Police Check has
been lodged with the Australian Federal Police.
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Note: the Interim Working with Children Check Declaration form is available at Attachment B
and must be provided to the Department on the engagement of NDCO personnel.
9.8 Insurance and Indemnity
Providers are required to indemnify the Australian Government as specified in clause 19 of
the Funding Agreement.
Providers are required to provide and maintain insurance coverage, including public liability,
as specified in the Funding Agreement.
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10
GLOSSARY
Advisory Committee
A committee established by the Provider which comprises of representatives from key
stakeholders to provide strategic leadership, support and guidance to the NDCO.
Australian Government Material
Material provided by the Department for the purpose of administering and delivering this
Program which is copied or derived from that Material, except for Project Material.
Authorised Representative
A person with the authority to represent and act on behalf of the organisation funded to
deliver the Program.
Commonwealth
Commonwealth of Australia
Department
The Australian Government Department of Industry, Innovation, Climate Change, Science,
Research and Tertiary Education.
Funding Agreement
National Disability Coordination Officer Program Funding Agreement between the
Commonwealth and the Provider for delivery of the Program.
Guidelines
Refers to the National Disability Coordination Officer Program Guidelines.
National Disability Coordination Officer
A person employed by the Provider to undertake required activities as outlined in Section 5
of the Program Guidelines.
People with disability
For definition of “disability” in relation to people with disability, the Department suggests
that Providers use sources such as the Disability Discrimination Act or the World Health
Organisation.
Program
The National Disability Coordination Officer Program.
Program Delegate
The person holding the position of General Manager, National Disability Coordination Officer
Program, Department of Industry, Innovation, Climate Change, Science, Research and
Tertiary Education.
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Project Material
All Material :
a) brought into existence for the purpose of performing the Funding Agreement;
b) incorporated in, supplied or required to be supplied along with the Material referred to
in a); or
c) copied or derived from Material referred to in a) or b).
Provider
An organisation which has been funded by the Department under the Program.
Tertiary Education
The Higher Education and Vocational Education and Training sectors. This covers institutions
including, universities, Technical and Further Education (TAFE) institutes, community
colleges, Registered Training Organisations (RTOs), Group Training Organisations (GTOs) and
alternative education program providers.
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11
ACRONYMS
AFP
Australian Federal Police
ACPET
Australian Council for Private Education and Training
CALD
Culturally and Linguistically Diverse
DES
Disability Employment Service
FOI
Freedom of Information
GST
Goods and Services Tax
GTOs
Group Training Organisations
IPP
Information Privacy Principle
JSA
Job Services Australia
KPI
Key Performance Indicators
NDA
National Disability Agreement, 2008
NDCO
National Disability Coordination Officer
NDIS
National Disability Insurance Scheme
NDRC
National Disability Recruitment Coordinator
NDS
National Disability Strategy, 2011
OAIC
Office of the Australian Information Commissioner
TAFE
Technical and Further Education
RTOs
Registered Training Organisations
VET
Vocational Education and Training
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ATTACHMENT A
Program Logic Model
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Program Logic Model: National Disability Coordination Officer Program (continued)
NDCO Activities Short-term
Establish or participate
in cross sectoral
networks and similar
forums
Collaborate with local
stakeholders to identify
and address barriers to
transitions and
participation
Mid-term
Networks are established or existing networks supported to improve knowledge about
other programs that can be utilised to help people with disability
Networks are established or existing networks supported to improve knowledge about
the intersections between other programs and institutions
Barriers that prevent inclusion are identified
Reporting of barriers facilitates identification of issues spread across state and national
levels
Barrier analysis informs planning for future activities and policy
directions
Collaborative approach facilitates improved knowledge about the intersections between
other programs and institutions
Improved knowledge about intersections identifies opportunities to
work together
Collaborative approach leads to increased willingness to work together
for mutual benefit
Stakeholders develop knowledge of options to support people with disability
Improve knowledge and
build capability of
stakeholders and service
providers
Stakeholders develop knowledge of disability types and how to better support them
Stakeholders develop knowledge of their responsibilities towards people with disability
Stakeholders develop an awareness of success stories
Inform people with
disability and their
families about provider
obligations, individuals'
rights, support services
and options for post
school pathways and
increase aspirations
Improved knowledge among stakeholders and service providers leads to
better utilisation of supports and programs so that people with
disability can better participate in education and employment
Improved knowledge among stakeholders and service providers leads to
better integration of sectors and programs to assist transitions between
school to tertiary education to employment
Improved knowledge leads to increased stakeholder capability to better
service people with disabilities
Improved knowledge leads to improved institutional policies and
practices to better support students with disability
Improved awareness leads to increased willingness to tailor educational
and employment service provision practices
People with disabilities and their families develop knowledge of provider obligations and
individuals’ rights and post school options
People with disabilities and their families develop knowledge of supports and services
that assist them participate in education and training
Improved knowledge leads to higher aspirations and expectations from
people with disability and their families
People with disabilities and their families develop an awareness of success stories
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Long-term
Services that facilitate
transitions and
participation are
coordinated
Local networks
collaborate to identify and
overcome barriers
Stakeholders have the
knowledge and capability
to support transitions and
participation for people
with disability
People with disability
make decisions about
their education and
employment based on an
improved knowledge of
their rights and
entitlements, supports
available, educational
options and pathways to
employment
ATTACHMENT B
Interim Working with Children Check Declaration
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National Disability Coordination Officer (NDCO) Program
Interim Working with Children Declaration Form
Name of Prospective NDCO Personnel:
NDCO Provider Name:
NDCO Region Number:
The Australian Government is committed to protecting children from harm and promoting
their well being. The safety of not only young people eligible to participate in the activities
under the Program delivered by the Provider, but that of parents, employers, coordinators,
workplace supervisors and other parties involved in the implementation of the Program is
paramount.
A person may be employed by an NDCO Provider to deliver the NDCO program in
circumstances where they have applied for an Australian Federal Police (AFP) National Police
Check; have commenced necessary steps to comply with any applicable state-based working
with children check requirements; and declared that they have no convictions or pending
charges relating to violence against children, sexual offences, offences involving
pornography, or offences involving dealing, or trafficking of illegal drugs.
All prospective NDCO personnel must complete this form before they can be employed to
deliver the NDCO Program. The completed form must be returned to the department on the
engagement of NDCO Personnel.
Endorsement and declarations:
I declare that:

I have lodged an application for an AFP National Police Check for Working with
Children;

I have commenced the necessary steps to comply with any relevant State/Territory
legislation requiring screening for persons who work with children (e.g. lodged an
application with State/Territory bodies, where relevant); and

I have no convictions or pending charges relating to:
o violence against children; or
o sexual offences; or
o offences involving pornography; or
o offences involving dealing or trafficking of illegal drugs.
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I understand that I am required to provide my employer with an AFP National Police Check
report within three months of my start date in the NDCO Program. If I have not provided
the AFP National Police Check report within a period of three months, my employment
under the NDCO Program may be terminated. In addition, I will not be permitted to be
involved in any NDCO Program related activities that involve contact with children until an
AFP National Police Check is obtained, that establishes that I have met the Department’s
Working with Children requirements for this program.
I also understand that should the AFP National Police Check return a finding of any charges
or convictions, the section titled Adverse findings on an AFP National Police Check will apply
and must be completed before I can continue to deliver the Program in a manner that
involves contact with children.
Initials …………………….. Date ……………..................................
I acknowledge that I am aware that, under the Criminal Code, giving false or misleading
information is a serious offence.
SIGNED by me,
Signature ……………………………………………………Date …………………………………...........
Please print name:………………………………………………………………..............................
This form should also be completed if an NDCO personnel’s AFP National Police Check has
expired at the end of two years from the original check. This is to cover the period until a
new check has been received from the AFP.
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