NATIONAL DISABILITY
COORDINATION OFFICER
PROGRAM
PROGRAM GUIDELINES
1 JULY 2016
©Commonwealth of Australia 2016
This work is subject to copyright. Apart from any use as permitted under the Copyright Act
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Branch Manager
National Disability Coordination Officer Program
Department of Education and Training
Level 7, 50 Marcus Clarke Street
CANBERRA ACT 2602
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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........................................... 6
1.5 NATIONAL DISABILITY COORDINATION OFFICER REGIONS .................................................... 7
PROGRAM ORIENTATION .......................................................................................................... 8
2.1 TARGET GROUP ................................................................................................................. 8
2.2 KEY STAKEHOLDERS .......................................................................................................... 8
ROLES AND RESPONSIBILITIES OF PROVIDERS .......................................................................... 9
3.1 OVERVIEW ......................................................................................................................... 9
3.2 ROLES OF THE PROVIDERS FUNDED UNDER THE PROGRAM ................................................. 9
3.3 CRITERIA FOR SELECTING NDCOS ................................................................................... 10
ADVISORY COMMITTEES ......................................................................................................... 12
4.1 OVERVIEW ....................................................................................................................... 12
4.2 COMPOSITION OF THE ADVISORY COMMITTEE.................................................................... 12
4.3 ROLES AND RESPONSIBILITIES .......................................................................................... 13
4.4 GUIDING PRINCIPLES OF GOVERNANCE ............................................................................. 13
REQUIRED ACTIVITIES OF THE NDCO ...................................................................................... 14
5.1 OVERVIEW ....................................................................................................................... 14
5.2 PRINCIPLES OF PRACTICE................................................................................................. 14
5.3 NDCO REQUIRED ACTIVITIES: .......................................................................................... 15
REPORTING AND MONITORING REQUIREMENTS ................................................................... 20
6.1 REPORTING AND MONITORING OVERVIEW ......................................................................... 20
6.2 ENVIRONMENTAL ANALYSIS .............................................................................................. 21
6.3 STRATEGIC PLAN COVERING THE DURATION OF THE FUNDING PERIOD ................................. 21
6.6 ANNUAL REPORT ............................................................................................................. 22
6.7 FINAL REPORT ................................................................................................................. 23
6.8 PROVISION OF FALSE OR MISLEADING INFORMATION ......................................................... 23
6.9 PROVIDER MONITORING ................................................................................................... 23
6.10 UNSATISFACTORY PERFORMANCE .................................................................................. 24
ROLES AND RESPONSIBILITIES OF PROVIDERS - PROGRAM ADMINISTRATION ...................... 25
7.1 OVERVIEW ....................................................................................................................... 25
7.2 FUNDING AGREEMENTS .................................................................................................... 25
7.3 FUNDING AGREEMENT VARIATIONS ................................................................................... 25
7.4 FUNDING ......................................................................................................................... 26
7.5 PAYMENTS....................................................................................................................... 26
7.6 TAX INVOICES .................................................................................................................. 26
7.7 AUDITED FINANCIAL ACQUITTAL ........................................................................................ 26
7.8 UN-ACQUITTED, UNSPENT OR MISSPENT FUNDS AT THE COMPLETION OR EARLIER TERMINATION
OF THE FUNDING AGREEMENT ................................................................................................ 27
7.9 UNSPENT FUNDING AND DEFICITS DURING THE FUNDING PERIOD ........................................ 27
7.10 BANK ACCOUNTS ........................................................................................................... 27
7.11 ASSETS ......................................................................................................................... 28
7.12 ASSETS REGISTER ......................................................................................................... 28
7.13 RECORDS MANAGEMENT ................................................................................................ 28
7.14 MARKETING ................................................................................................................... 28
7.15 RISK MANAGEMENT........................................................................................................ 29
7.16 CONFLICT OF INTEREST .................................................................................................. 29
7.17 ANNUAL NDCO FORUMS................................................................................................ 29
AUSTRALIAN GOVERNMENT RESPONSIBILITIES ...................................................................... 30
8.1 PROGRAM MANAGEMENT OVERVIEW ................................................................................ 30
8.2 CONTRACT MANAGEMENT ................................................................................................ 30
8.3 MANAGEMENT OF NDCO PROGRAM W EBSITE................................................................... 30
8.4 MONITORING AND AUDITING.............................................................................................. 30
8.5 PROVISION OF HIGH LEVEL ADVICE AND DISPUTE RESOLUTION .......................................... 30
8.6 GENERAL PROGRAM MANAGEMENT .................................................................................. 31
8.7 AUSTRALIAN GOVERNMENT MATERIAL .............................................................................. 31
8.8 COMPLAINTS HANDLING ................................................................................................... 31
8.9 STRATEGIC PROJECT FUNDING ......................................................................................... 32
LEGISLATIVE REQUIREMENTS .................................................................................................. 33
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9.1 OVERVIEW ....................................................................................................................... 33
9.2 DISCRIMINATION LEGISLATION .......................................................................................... 33
9.3 PARTICIPANTS’ CONFIDENTIALITY...................................................................................... 33
9.4 PRIVACY ACT ................................................................................................................... 33
9.5 PRIVACY COMPLAINTS ...................................................................................................... 34
9.6 FREEDOM OF INFORMATION .............................................................................................. 34
9.7 W ORKING WITH CHILDREN CHECKS .................................................................................. 34
9.8 INSURANCE AND INDEMNITY .............................................................................................. 37
GLOSSARY ................................................................................................................................ 39
ACRONYMS .............................................................................................................................. 41
ATTACHMENT A ....................................................................................................................... 42
PROGRAM LOGIC MODEL........................................................................................................ 42
PROGRAM LOGIC MODEL: NATIONAL DISABILITY COORDINATION OFFICER PROGRAM (CONTINUED)
............................................................................................................................................. 44
ATTACHMENT B ....................................................................................................................... 45
INTERIM W ORKING WITH CHILDREN CHECK DECLARATION ....................................................... 45
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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 Education and Training (‘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.
The Department reserves the right to amend these Guidelines at any time. The Guidelines
apply to all NDCO providers who are party to funding arrangements with the
Commonwealth for the period from 1 July 2016.
1.2 Program Overview
The NDCO Program works strategically to assist people with disability access, and participate
in Higher Education and Vocational Education and Training (‘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
It is through long term investment in skills and human capital, that Australia will become
better equipped for meeting the social and economic challenges of the 21st Century and
become a more socially robust and inclusive society.
The removal of barriers to participation, especially for people who face multiple
disadvantages, is integral to a meaningful and productive life and socially just and civilised
society.
To this end, the Australian Government is implementing a number of measures that
facilitate access to education and training for people with disability.
The National Disability Agreement (‘NDA’) (2009) sets out roles and responsibilities across
jurisdictions and nationally agreed objectives and outcomes for people with disability, their
families and carers. The National Disability Strategy (‘NDS’) (2010-2020) outlines a national
policy framework to improve the lives of people with disability, promote participation and
create a more inclusive society.
The National Disability Insurance Scheme (NDIS) launched in July 2013 with the
establishment of trial sites around Australia. The full roll out of the NDIS will commence
from July 2016. 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. The NDIS will also assist to increase opportunities for people with disability to
participate in the community and the workforce.
For people with disability a number of local and systemic barriers impede their successful
transition to and participation in Tertiary Education and subsequent employment. In
addition, providers in the education, training and employment sectors have 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 can be difficult in this context for people with
disability to reach their full potential.
The NDCO Program (‘the Program’) seeks to address these barriers by improving
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.
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 from School to 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 from School to Tertiary Education and subsequent employment for
people with disability; and
•
people with disability who have the ability to make decisions about their
education and employment are able to do so based on an improved knowledge
of their rights and entitlements, supports available, educational options and
pathways to employment.
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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 Schools, Tertiary
Education and subsequent employment for people with disability;
•
local stakeholders report collaboration on the identification of barriers and
development of solutions that facilitate transition and participation in Schools,
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 from School to 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.
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.
Maps of the NDCO Regions are available on the NDCO Program website available at
https://education.gov.au/ndcoprogram. The Department funds one Provider per NDCO
Region.
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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 and non-government;
•
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
•
government programs which operate in the education, training and employment
sectors, particularly those focused on transitions, including the NDIS (National
Disability Insurance Scheme).
Providers must ensure that NDCOs form relationships with stakeholders that provide
relevant services to Aboriginal and Torres Strait Islander people and people from Culturally
and Linguistically Diverse (CaLD) backgrounds. NDCOs need to work together to develop
culturally appropriate responses to support Aboriginal and Torres Strait Islander people and
people from CaLD backgrounds with disability to transition from school to Tertiary Education
to work.
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 programs 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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ROLES AND RESPONSIBILITIES OF PROVIDERS
3.1 Overview
Under their Funding Agreement, a Provider is 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. NDCOs must not be
required to undertake activities or tasks that are the responsibility of the Provider and which
do not meet NDCO Program objectives.
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 $90,917 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 undertakes 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 forum.
•
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
o
meet regularly with the NDCO to discuss progress and planning as well as
tracking of the annual budget;
ensure that the NDCO and NDCO resources are only utilized in activities and
work tasks relevant to and eligible under the NDCO Program; 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, including the collection of relevant data and performance
information and supply to the Department as directed.
•
Attend and facilitate provider monitoring 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, such as NDCO staff changes
and organisational name changes.
•
Provide appropriate insurance for all aspects of the operation of the Program,
including professional indemnity, public liability and appropriate workers’
compensation insurance, as specified in a provider’s funding agreement and
provide any additional insurance that may be required by the provider.
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 specified 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;
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•
the policy and program environment and varied organisational cultures evident
in the school and Tertiary Education sectors; and
•
the changing landscape of local labour markets, job services and employment
programs.
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ADVISORY COMMITTEES
4.1 Overview
The Provider must establish an Advisory Committee comprising 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 and 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:
•
sound knowledge of the NDCO Region(s) in which they operate including the
local education, training and employment environments;
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•
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:
•
assisting the NDCO to form linkages with their representative stakeholder
sectors and advocating for and promoting the Program to these sectors;
•
sharing knowledge about their sector, helping to identify regional priorities and
providing input and guidance into NDCO planning including the Environmental
Analysis, a Strategic Plan that covers the duration of the funding period, Annual
Reports and Strategic Funding Projects. Where necessary, providing advice for
adjusting the plans as a result of changing circumstances, local contingencies or
emerging opportunities;
•
meeting at least twice annually; and
•
if required by the Department, 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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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 transition 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 with disability and those from culturally and linguistically diverse (CaLD) backgrounds
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 participation in and transition from School to 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 participation in and transition from School to
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 participation in and transition from School to 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 participation in and
transition 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 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
providers and stakeholders, such as:
• networking workshops; or
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• 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 from School to 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 participation in and transition from School to 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 participation in and transition and
participation from School to Tertiary Education and subsequent employment for people
with disability.
Provide advice to the Department and relevant stakeholders about barriers and solutions
to participation in and transition from School to 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.
Outcome 3. Stakeholders have the knowledge and capability to support participation in
and transition from School to 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
to participate in and transition from School to to Tertiary Education.
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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 participation in and transition from School to 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 from School to Tertiary
Education and subsequent employment.
Educate and empower people with disability and their families to make informed choices
about Tertiary Education and subsequent employment.
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; for example
considering:
• Aboriginal and Torres Strait Islander people with disability; and
• people with disability from a culturally and linguistically diverse background (CALD)
background.
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Examples:
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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 transitioning from School to Tertiary
Education and subsequent employment.
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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 covering the
duration of the funding period
Four weeks after Funding Agreement start date, to
cover the full Funding Agreement period. It should
be reviewed annually and updated as required.
Annual Report (including one case
study)
Submitted annually, except at the end of the
Funding Agreement period.
Income and Expenditure Statement
Submitted annually with the Annual or Final Report.
Final Report
One month before the end of the Funding
Agreement period.
The Department will measure the quality and suitability of the required activities undertaken
by Providers using information obtained from reports other relevant data and through its
participation at meetings and State/Territory meetings. The Department may undertake
surveys of stakeholders in the NDCO Regions at its discretion. 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 any 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, culturally and linguistically diverse (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 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 covering the duration of the funding period
Providers must develop, and operate in accordance with a Strategic Plan covering the
funding period. The original proposal submitted by the Provider to the Department will form
the basis of the Strategic Plan. A finalised Strategic Plan must be submitted for the
Department’s approval within four weeks of the commencement of the funding period.
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;
•
outline broad activities planned to implement these strategies;
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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;
•
ensure that there is adequate geographic coverage of the region; and
•
outline how the success of the planned strategies and broad activities will be
evaluated.
Providers are strongly encouraged to share their approved Strategic Plans with neighbouring
NDCO Regions and other States/Territories. This will facilitate collaboration, the sharing of
good practice and reduce duplication of NDCO work.
6.6 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:
•
a report of the activities undertaken in the last 12 months that give effect to the
approved Strategic 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 and a
statement as to how it supports the role;
•
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;
•
whether the required Working with Children checks have been conducted; and
•
if desired, provider’s and/or NDCO’s 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:
•
one case study demonstrating a best practice example(s) that meets 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 (see Attachment B) providing assurance that
the Provider meets all insurance and Working with Children Check
requirements.
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6.7 Final Report
Providers must submit a Final Report to the Department by 31 May of the last financial year
of funding. The Department will provide a template for Providers to complete. The final
report must include, but is not limited to, the following:
•
a report of activities undertaken in the last 12 months that give effect to the
approved Strategic 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;
•
information on the networks or partnerships the NDCO has established or
contributed to;
•
evidence of professional development undertaken by the NDCO and a statement
as to how it supports the role; a summary report which highlights key
achievements and reflects on progress made in achieving program outcomes
using quantitative and qualitative data, since the commencement of the
funding period;
•
comments on the environment in which the Provider has operated in since
commencement of the funding round, highlighting any program related barriers
that have been overcome or minimised through NDCO effort;
•
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
•
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 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 through
assessment of reports and plans, phone calls, provider visits and the Department’s
participation at some of the meetings and/or State/Territory NDCO meetings. 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;
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•
provide feedback to the Department on the management of the Program;
All Program records, accounts, documents and papers must be made available to
Departmental staff on request, including records held by banking or other institutions.
Providers must ensure that appropriate personnel, including the NDCO and their direct
manager, are present at provider monitoring visits.
6.10 Unsatisfactory Performance
The Department will manage underperformance in accordance with its rights under the
funding agreement.
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ROLES AND RESPONSIBILITIES OF PROVIDERS PROGRAM ADMINISTRATION
7.1 Overview
A funding agreement between the Department and the provider will set out each party’s
obligations with respect to the program. 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 or NDCOs should 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 successful 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. A change to the Guidelines is change to the terms 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.
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’.
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7.4 Funding
The Department will fund the Provider to deliver the Program for a period indicated in the
signed Funding Agreement, subject to its terms.
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: Costs of administrating the NDCO program must not exceed 20 per cent of the total
expenditure for each reporting period. Examples of administration costs include phone and
internet charges, office equipment, audit fees for income and expenditure statements, office
facilities, consumables, printing and postage and a university levy (where applicable).
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.
7.6 Tax Invoices
Tax invoices must be rendered as required 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 year of the funding agreement 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 funding
provided by the Department 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 prepared on an accruals basis.
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.
For providers that are not universities and TAFEs, the Audit is to be carried out by a person
who is not an officer, employee, principal, member or shareholder of the Provider, its
holding company or a subsidiary of the provider or its holding company , and is a Registered
Company Auditor, or a member of CPA Australia who is entitled to use the letters ‘CPA’ or
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‘FCPA’ or a member of the Institute of Chartered Accountants who is entitled to use the
letters ‘CA’ or ‘FCA’ and holds a current Practicing Certificate. For providers that are
universities and TAFEs, the Audit is to be carried out by their respective finance
departments.
7.8 Un-acquitted, unspent or misspent Funds at the completion or
earlier termination of the Funding Agreement
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, unspent 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 or dealt with as directed in writing by
the Department.
Where a Provider is funded for more than one NDCO Region, they must separately acquit
the funding for each NDCO Region. Any surplus funds cannot be transferred between the
NDCO Regions, during the term of the Funding Agreement, without the prior approval of the
Department.
Without limiting the Department’s rights under the Funding Agreement, funds remaining unacquitted for 12 months or more after the Completion Date will be reported to the
Department Audit and Business Assurance Committee.
7.9 Unspent Funding and Deficits during the funding period
Surplus Funds
Subject to approval, all unspent funds may be carried over into the subsequent period’s
budget during the funding period. If the balance of funds results in a surplus greater than 10
per cent of the annual allocated funding received for the specified period, then the Provider
must outline in writing reasons for the unspent funds and for using this surplus in the
delivery of NDCO activities within the following reporting period, and seek the approval of
the department to carry the funds over to the subsequent 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.
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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 (other than those specified in the funding agreement) without
obtaining prior written approval from the Program Delegate.
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 make and 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. Records
must be retained by Providers for seven years after the end of the Project Period.
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 publications and marketing material acknowledges the
Australian Government funding provided, and seek prior approval via the Department
branding team before using any publications or marketing materials.
In all publications, promotional materials and activities relating to the Program, the Provider
shall use 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:
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‘Funded by the Australian Government Department of Education and Training, under the
National Disability Coordination Officer Program.’
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, potential or apparent conflict of interest arises, or is likely to arise, Providers
must immediately notify the Department in writing of the conflict, specifying how the actual,
potential or apparent conflict of interest will be resolved or otherwise dealt with to ensure
that it does not adversely affect the outcomes desired under the Funding Agreement. The
Provider must take any steps the Department may reasonably require to resolve or
otherwise deal with that conflict.
7.17 Annual NDCO Forums
Providers must ensure that the NDCO attends annual NDCO forums. These forums 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.
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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 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, the parties
can agree to vary the Agreement.
8.3 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.
8.4 Monitoring and Auditing
The Department will closely monitor the administration and delivery of the Program,
including:
•
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; discussing 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 when required.
8.5 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.
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8.6 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 Education and Training on the
Program and its administration when required;
•
providing advice about the Program to other Australian Government
Departments; and
•
management of the Program evaluation process for the duration of the Funding
Agreement.
8.7 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 will grant Providers a license 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.
8.8 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 [email protected]. 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 by the
Commonwealth. 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.
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8.9 Strategic Project Funding
Funding may be available annually 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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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;
Australian Human Rights Commission Act 1986
Workplace Gender Equality Act 2012
-Fair Work Act 2009
-The Criminal Code Act 1995
-Crimes Act 1914
-The Privacy Act 1988
-Competition and Consumer Act 2010
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 and Schedule 1 of the Privacy Act provide for the
Australian Privacy Principles (APPs) which regulate the handling of personal information,
including its collection, use, disclosure and storage.
Providers, NDCOs and the Department personnel involved in the Program must abide by the
APPs and the Privacy Act when handling personal information collected for the purposes of
the Program.
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The Privacy Act, Australian Privacy Principles and other privacy resources may be accessed
on the Office of the Australian Information Commissioner (OAIC) website at
www.oaic.gov.au.
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.privacyoaic.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:
•
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.
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Note: The checks undertaken must be specifically in relation to working with children. The
successful provider is to bear the costs of these checks.
For the purpose of these Program Guidelines, NDCO personnel are defined as:
•
employees of the provider 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 Working with children 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;
•
the AFP National Police check has been obtained for the purpose of establishing
suitability for a position working with children; 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:
•
it is no more than 12 months old;
•
the AFP National Police check has been obtained for the purposes of
establishing suitability for a position working with children; 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
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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
as NDCO personnel.
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:
a)
b)
c)
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 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 against another person;
•
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 judgment 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
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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 legislative 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 or territorybased 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 potential NDCO 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 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.
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 the Funding
Agreement.
Providers are required to provide and maintain insurance coverage, including worker’s
compensation insurance for an amount required by state or territory legislation and public
liability insurance, as specified in the Funding Agreement.
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National Disability Coordination Officer Program | Program Guidelines 2016
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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 Education and Training
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.
Administration costs
Any cost directly related to the management of the NDCO program which is not part of the
NDCO’s salary or on-costs. Examples of administration costs include phone and internet
charges, office equipment, audit fees for income and expenditure statements, office
facilities, consumables, printing and postage and a university levy (where applicable).
National Disability Coordination Officer
A person employed by the Provider to undertake required activities as outlined in Section 5
of the Program Guidelines.
On-costs
A labour cost for the NDCO incurred over and above salaries and wages, such as payroll tax,
superannuation, workers compensation and leave provisioning.
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 1992 or the World Health
Organisation.
Program
The National Disability Coordination Officer Program.
Program Delegate
The person holding the position of Branch Manager or A/g Branch Manager, National
Disability Coordination Officer Program, Department of Education and Training.
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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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ACRONYMS
Acronym
Meaning
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
AFP
Australian Federal Police
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ATTACHMENT A
Program Logic Model
Program Logic Model: National Disability Coordination Officer Program
Program Objectives: 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 from school
to tertiary education and subsequent employment.
Program targets: NDCOs work at the strategic level with stakeholders to assist working age people with disability access, and participate in, tertiary education & subsequent employment (schools,
tertiary institutions, employment providers & employer groups, disability service organisations as well as people with disability).
Continued next page
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Input
Activities
Outcomes
Resources
• $12.927 million over 3 years
• Annual funding of $139,000 per region
• NDCO network across 31 NDCO service
regions
Risks
• Inadequate resourcing
• Lack of engagement from other
stakeholders
• Establish or participate in cross sectoral
networks & similar forums
• Collaborate with local stakeholders to
identify & address barriers to
transitions & participation
• Improve knowledge & build capacity of
stakeholders & service providers
Inform people with disability & families
about provider obligations, individuals’
rights, support services & options for
post school pathways, & increase
aspirations
• Services that facilitate transitions and
participation are coordinated
• Local networks collaborate to identify
and overcome barriers
• Stakeholders have the knowledge and
capacity 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
•
Assumptions
• Australia needs to increase its workforce participation to build national
productivity and social inclusion and to ensure its future social and
economic prosperity.
• People with disability continue to be significantly underrepresented in
education/training and in the labour force.
• Difficulty in navigating through the maze of options, supports and a lack
of coordination between the education/training, employment and
service provision sectors continues to exacerbate this
underrepresentation.
• Lack of adequate stakeholder knowledge and capability to support
people with disability in education/training and employment
• Low expectations about the potential of people with disability (families,
stakeholders and individuals).
Improving coordination, collaboration, capability and expectations among
service providers as well as increasing knowledge, awareness and
expectations among people with disability will lead to improved transitions
and participation in tertiary education and employment.
Impact(objectives
• Improved linkages between education
and employment stakeholders and
service providers
• Improved transitions for people with
disability between school/community,
tertiary education and subsequent
employment
• Improved participation be people with
disability in tertiary education and
subsequent employment
Key Performance Indicators
The performance of the NDCO Program will be measured by the following Key Performance Indicators (KPIs):
• 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 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.
• Local stakeholders report an improved knowledge and capability to facilitate successful transitions and
participation in tertiary education and subsequent employment for people with disability.
External factors (outside program control that may influence outcomes)
• Community attitudes inhibit people with disability from accessing the same opportunities as mainstream
Australians
• The disability policy environment is going through a period of significant change
• Factors such as adequate care, support and transport impact on education and employment
• Ultimate responsibility for increased participation outcomes rests with education institutions, employment
organisations and individuals with disability
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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
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
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
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
People with disabilities and their families develop an awareness of success stories
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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
Improved knowledge leads to higher aspirations and expectations from
people with disability and their families
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 wellbeing. 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 and State and territory Working with Children Check have been
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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