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Partners and Providers Division
Our purpose
The Partners and Providers Division manages early childhood partners, local area coordination partners, peer support and capacity building
grants and the National Disability Insurance Agency’s engagements with providers, to ensure people with disability, families, carers and
providers are well supported to navigate the NDIS and the disability ecosystem.
This Division is also responsible for the design, delivery, management and stewardship of National Disability Insurance Scheme intermediaries,
including the new system navigation function.
Main accountabilities
We are accountable for:
delivering market intelligence initiatives to drive more informed market stewardship
strategy development for shaping the intermediary markets to ensure participant outcomes and a sustainable scheme
scoping and delivering intermediary market reform initiatives, including the system navigation function
reforming the Partners, Support Coordination and Plan Management Functions to ensure high quality intermediary services
managing and monitoring the performance of all intermediary markets and ensure they are meeting their obligations and delivering
quality services
managing relationships with our Partners, NDIS providers and NDIS provider peak body organisations by proactively providing
authoritative advice and managing emerging issues and risks.
facilitating effective interactions for providers with NDIA systems and processes
educating providers on upcoming legislative, policy, system and practice changes that may impact their operating environment.
managing the relationship between the NDIA and the NDIS Commission
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Intermediary Design Branch
Our purpose
This Branch designs high quality intermediary services that ensures people with disability, their families, and carers are well supported to
navigate the NDIS and the disability ecosystem.
Main accountabilities
We are accountable for:
developing and implementing strategies to deliver high quality intermediary services.
analysing data and feedback that is used to identify improvement opportunities.
developing and setting policy directions that drive consistent services.
supporting program-level evaluation and benefits realisation.
stewardship of the intermediary markets.
providing intermediary insights to the broader Agency
.
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Partners Branch
Our purpose
The Partners Branch manages agreements with early childhood and local area coordination partners to ensure positive outcomes for people
with disability.
Our work includes driving the performance and practice of partners, ensuring they fulfil contractual obligations. We influence and implement
change effectively across the Partner network and provide reporting and data analytics to support operational performance.
The Branch works with key stakeholders across the agency to devise solutions that best support people with disability and deliver agreed
outcomes through the Partners in the Community program.
Main accountabilities
We are accountable for:
managing relationships with our partners
managing the performance and practice of partners, including operational workloads and funding
ensuring partners fulfil their contractual obligations in accordance with legislative frameworks and the requirements of the performance
management framework
acting as a central point of contact within the agency, for partners to coordinate and resolve issues
influencing and implementing change effectively across the partner network and broader agency
providing partners with communications, resources, and training
reviewing and varying contract terms and conditions to align with scheme reform and agency priorities
delivering data-driven operational and performance reporting for Partner services
coordinating and supporting the transition of Partners in and out of the program
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Intermediary Programs Branch
Our purpose
The Intermediary Programs Branch is responsible for the establishment, transition and ongoing management of intermediary markets quality
initiatives. This includes grant management and the design and implementation of pilot programs to test market design initiatives. The Branch is
also responsible for the quality assurance and improvements to the Partners in the Community (PITC) quality outcomes.
The Branch will lead projects that relate to implementing reform recommendations for quality support and emerging service provision markets.
Main accountabilities
We are accountable for:
leading and coordinating the design and management of reform projects for the Partners and Providers Division.
management of the Division’s grant programs
developing and implementing market initiatives, including quality supports pilots
providing a range of quality assurance and improvement services to Division Programs, with a focus on the PITC program
providing guidance and inputting into projects and activities relating to and impacting on intermediary programs
providing guidance that supports other Agency projects through the measurement of quality outcomes and current Partner activities
supporting Partners in the Community to deliver quality participant experiences under the Performance Management Framework (PMF)
focus measure 7 - Quality
providing support, training, and capability development to Partners
prepare quantitative and qualitative reports for each Partner on the results of the reviews while providing recommendations for
continuous improvement.
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Providers Branch
Our purpose
This Branch builds Provider understanding on how to work within the NDIS to achieve participant outcomes. They support and work with NDIS
providers to facilitate effective interactions with NDIA systems and processes. The Branch also educates providers on upcoming legislative,
policy, system and practice changes that may impact their operating environment.
The Branch manages the interface with the NDIS Quality and Safeguards Commission, which regulates NDIS providers.
Main accountabilities
This Branch is accountable for:
managing the relationship between the NDIA and the NDIS Commission
identifying and responding to thematic gaps in provider knowledge
managing the Agency relationship with providers and tailoring support to the profile of the provider
working with providers to guide and prepare them for their role in providing NDIS supports
ensuring providers have a full understanding of the opportunities and responsibilities of operating in the marketplace
providing information and education for providers, including self-help tools that increase awareness of the issues providers may have
and ensuring adequate consideration of these issues
increasing our understanding of the impacts that different policies have on providers
managing engagements with providers and provider representative bodies
ensuring early awareness of providers exiting the Scheme
continued refinement and implementation of effective processes that enable appropriate proactive and reactive market engagement,
including the oversight of provider exits
supporting the provider market in responding to priority changes (legislation, PACE etc.)
facilitating consultative and innovative consultation activities with key market segments (Industry Chief Executive Forum, provider
consultations etc.).
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Home and Living Division
Our purpose
This Division is responsible for setting the strategic direction for Home and Living, and for actively stewarding and shaping the Home and Living
market for both capital and non-capital supports.
Main accountabilities
We are accountable for:
developing the overarching strategy and workplan for cross-agency Home and Living reform, in collaboration across relevant business
areas in the Agency. This includes designing, developing, and implementing solutions to deliver recommendations from the NDIS
Review, the SDA Pricing Review, and the Reform for Outcomes Program
actively stewarding and shaping Home and Living markets to ensure sustainable, quality supply of appropriate, accessible,
contemporary Home and Living supports that delivery quality outcomes for participants
supporting the Agency to create a pathway from policy to delivery of Home and Living supports, where participants are empowered to
shape the design and delivery of the Home and Living supports they receive and engage with the NDIS market as informed consumers
supporting governance protocols for cross-agency work on Home and Living reform
designing, developing and implementing pilots to test innovative Home and Living solutions
delivering effective and efficient SDA supply enrolment practice and systems.
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Home and Living Reform Branch
Our purpose
This Branch is responsible for the overarching strategy for the Home and Living reform program, and for leading and coordinating home and
living reform activity across the Agency.
Main accountabilities
We are accountable for:
developing the overarching strategy and roadmap for Home and Living reform.
delivering home and living policy, decision making guidance and implementing the home and living framework in collaboration across
relevant business areas in the Agency included the Service Design and Improvement and the Service Delivery Groups leading home
and living co-design and Home and Living governance and reporting functions for the H&L Division.
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Home and Living Capital Branch
Our purpose
This Branch sets the strategic direction, develops operational policy, and implements programs and projects to steward the Home and
Living capital market (Specialist Disability Accommodation (SDA), Medium-term Accommodation (MTA) and Home Modifications (HM).
It stewards and shapes the Home and Living capital market to ensure sustainable, quality supply of safe, accessible, contemporary SDA
and HM that respond to participant needs and improves their outcomes
Main accountabilities
We are accountable for:
delivering the SDA dwelling enrolment process, practice and compliance, including SDA enrolment decision-making and the SDA
Design Standard, including administration of the standard through third party assessors, reviews and updates.
leading SDA and HM sector engagement, education and communication.
developing and contributing to legislation, policy and practices in relation to SDA and HM, in the context of the NDIA’s role in the
broader housing ecosystem.
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Home and Living Supports Branch
Our purpose
This Branch sets the strategic direction, develops long-term plans and implements pilots, programs and projects in the Home and Living
supports market (Supported Independent Living (SIL), Individualised Living Options (ILO) and alternatives) to drive quality, contemporary and
sustainable supports.
Main accountabilities
We are accountable for:
designing, developing and implementing pilots to explore how we approach pricing for quality and build our understanding of innovative
and best practice models which can be scaled, including those identified through the Quality Supports Program, the Home and Living
Framework and demonstration projects
stewarding and shaping the Home and Living supports market to increase diversity, focus on integrity and ensure a healthy, innovative
and sustainable market that delivers contemporary options and quality outcomes for participants.
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Markets Division
Our purpose
This Division is responsible for designing and implementing market coordination activities to improve outcomes for Providers, participants and
the performance of the Scheme.
This Division is also responsible for setting the strategic direction for NDIA’s pricing policy, as well as capacity building market segments which
includes Assistive Technology (AT), employment and social and community participation.
Main accountabilities
We are accountable for:
designing, developing and implementing innovative AT solutions taking into account international best practice
facilitating change in the employment market and influencing innovation in employment for people with disability
actively stewarding and influencing the market and drive market change and innovation through information, data sharing and direct
engagement
developing strategic policy and practice guidance about when, where and how to intervene with market coordination activities
monitoring, analysing and reporting on market trends, including identification of areas of market weakness that may require intervention
or trends relating to participants entering crisis due to a breakdown of disability related supports
providing pricing approaches in response to market mechanisms and broader economic conditions, balancing the needs of participants,
providers, and the broader sector.
supporting the NDIA by managing pricing policy, setting price limits and pricing arrangements for NDIS supports and ensuring this
meets demand.
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Market Strategy
Our purpose
The Market Strategy Branch drives innovative market approaches and long-term strategies to improve participant outcomes and sector
capability with a focus on the capacity building market segments (Assistive Technology, employment and social and community participation).
Main accountabilities
We are accountable for:
using evidence to design, develop and implement innovative market solutions which can be scaled in priority markets including those
identified through the Reform for Outcomes initiatives.
actively stewarding and driving market innovation in capacity building markets including:
o Assistive
technology
o Employment
assistance
and
support
o Social and community participation
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Economics and Pricing Branch
Our purpose
The Economics and Pricing Branch:
Formulates and enacts strategic direction for NDIA’s pricing policy, setting price limits and pricing arrangements for NDIS supports.
Provides economic advice and informs policy making through statistical insights and market analysis.
Evolves pricing approaches in response to market mechanisms and broader economic conditions, balancing the needs of participants,
providers, and the broader sector.
Ultimately, the Economics and Pricing Branch, supports the NDIA by managing pricing policy to ensure the supply of supports and services
meets demand.
Main accountabilities
The Economics and Pricing Branch are accountable for:
Delivery of the Annual Pricing Review
o This serves as the primary mechanism for reviewing and updating NDIA pricing policy. It ensures that pricing reflects current
economic and market conditions, scheme insights, sector needs and NDIA objectives.
Provision of expert advice on the price setting and pricing approaches, to support evidence-based policy making, including;
o Broader scheme policy work.
o Pilot and co-design programs of work across the agency.
o Enactment of scheme reform(s) and associated legislative changes.
Undertake economic modelling and statistical analysis
o Developing economic frameworks and econometric techniques.
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o Performing economic analysis and providing insights, advice and commentary to support evidence-based decision making on
complex market intervention and stewardship issues.
Lead the exploration, examination and analysis of data to support informed pricing decisions across the agency, including:
o Creating and refining data queries and reporting tools (e.g. data dashboards).
o Enhancing evidence through innovative use of new data (e.g. MBS and Private Health Insurance, StewartBrown, Ability Round
Table, market reports and notable representative parties (e.g. Peak and Professional bodies) and other government schemes.
o Framing and presenting of targeted analytics and insights.
Lead pricing discussions with other government agencies to:
o Explore and inform the broader implications of NDIS Pricing decisions on other areas of the care sector.
o Gather insights into pricing approaches and best practice (current and emerging).
Lead pricing alignment and implementation of broader government directives – such as through involvement of the Pricing and
Payments Framework being developed by the Department of Social Services which impacts NDIA pricing policy.
Explain and clarify the pricing structures - Respond to questions and issues raised by internal teams, the Minister’s office, and other
stakeholders. This includes providing guidance on how pricing documentation should be used and interpreted in real-world contexts.
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Market Stewardship
Our purpose
This Branch leads the Agency’s approach to market stewardship and supports the Agency to implement consistent and considered
approaches to managing the market. Market Stewardship Branch leads RFO initiative 5 - development of the Market Stewardship
Framework and the Integrated Care and Commissioning project.
Market Stewardship Branch work increases alignment between market activity, achievement of Scheme objectives and improved
participant outcomes.
Main accountabilities
We are accountable for:
development, maintenance and governance of the NDIS Market Stewardship Framework,
development and maintenance of market segment and lever guidance material and toolkits,
monitoring of market activity and performance, and
development and testing of market levers to address local and systemic market issues.
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Markets Delivery Branch
Our purpose
This Branch implements pricing changes, policy updates, and standard pricing product maintenance and engages and communicates with
internal and external stakeholders for all related matters.
Main accountabilities
We are accountable for:
Implementing price limits and pricing arrangements determined through the Annual Pricing Review (APR), Independent Pricing
Committee (IPC), Pricing Arrangement Reference Group (PARG), Interdepartmental Committee (IDC).
Administrators of the NDIA’s Product Catalogue across both SAP and PACE platforms to create support items for provider claiming,
determining price limits, item descriptions, units of measure, support categories and registration groups.
Responsible for the NDIA’s pricing documents
o NDIS Pricing Arrangements and Price Limits (PAPL)
o Assistive Technology, Home Modifications and Consumables Code Guide (ATHM Code Guide)
o Pricing Arrangements for Specialist Disability Accommodation (PASDA)
o Specialist Disability Accommodation Calculator (SDA calculator)
o Bereavement
Addendum
o COVID
Addendum
o NDIS Support Catalogue
o Disability Support Worker Cost Model
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Working with key internal stakeholders like ADA, OCIO and PACE domain owners to deliver annual plan and price indexation for
participants and providers.
We manage the NDIA’s Modified Monash Model (MMM) classifications that determine remote and very remote loadings for participants
plans and provider claiming.
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Actuarial Insights and Monitoring (AIM) Branch
Our Purpose
The Actuarial Insights and Monitoring (AIM) Branch supports the Scheme Actuary
to provide information, analytical insights and actuarial advice to stakeholders and
decision-makers on Scheme performance and the impact of policy and reforms on
Scheme costs.
What our team works towards
Our vision is to deliver clear and accessible reporting to meet statutory
requirements, build trust within the sector, and keep all our stakeholders informed
of Scheme progress and emerging trends. We work in partnership with other parts
of the Agency to provide actuarial insights and advice on Agency priorities and
reforms.
Who are our customers
Our customers are the SLT, the Board, governments, participants, and the wider
disability sector who have a role or interest in the National Disability Insurance
Scheme (NDIS) and use our reports to better understand the Scheme.
We also support the Agency, Department of Social Services and central
departments with actuarial insights and analysis to assist the development of
policy and scheme reforms, and the Federal budget process.
How we continue to provide value to our customers
We provide value through the provision of transparent, timely and accurate
reporting to internal and external stakeholders to help them understand the
progress of the Scheme. We are tailored to provide actuarial costings, insights and
advice to help the Agency make informed operational, policy and strategic
decisions.
Team accountabilities
Executive and public reporting – development and delivery of key reports
including the Monthly Pulse, Quarterly Report to Disability Ministers and Quarterly
Actuarial Monitoring.
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Strategic actuarial analyses – supporting policy development and the Agency's
interface with other services by producing insights, deep-dive reporting, and
modelling of Scheme cost impacts.
Reform costing – providing actuarial advice on the sustainability impacts of key
Agency priorities and reforms.
Who our team connects with in the Agency - who are our key stakeholders
Senior Leadership Team and the Board
Service Design and Improvement
Service Delivery
Integrity Transformation and Fraud Fusion Taskforce
Partners, Providers and Home and Living
Governance, Risk and Legal
Enabling Services
First Nations
Children’s taskforce
Independent Advisory Council
Department of Social Services
Central Government Departments
Other external stakeholders
How our team defines best practice and success
Timely delivery of accessible and informative reporting on Scheme experience and
sustainability to multiple internal and external stakeholders.
Contribution to sound policy development and Scheme reform through the
provision of actuarial costings and insights.
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Data & Analytics Branch
Our Purpose
Our purpose is to help our customers achieve their business objectives by working
alongside them, applying data and analytics to see, to understand and to take
action to improve the NDIS.
What our team works towards
Our vision for Data & Analytics is to be a trusted strategic partner enabling all
divisions of the NDIA to be data driven, to support a data-literate Agency that
harnesses and then leverages data to create a simple and positive experience for
NDIS participants, communities and stakeholders.
Who are our customers
Any Division that requires analytical insights to help them make decisions;
including the Board, CEO, ADA and all NDIA divisions. By directly serving these
internal customers, we are serving NDIS participants, providers and staff.
Commonwealth and State/Territory governments.
How we continue to provide value to our customers
The Data & Analytics Branch is the Agency’s enterprise data capability, responsible
for the NDIA’s data governance framework.
Our branch also leads the development and management of the Enterprise Data
Warehouse, enterprise reporting platforms (PANDA and CRM-A) and public and
external data sharing, as well as tailored data, reporting and analytics services to
all NDIA Divisions.
Team accountabilities
Design, build and support of the Enterprise Data Warehouse, providing integrated
and modelled data to support both centralised, ADA and decentralised reporting
and analysis teams with access to timely, quality, conformed data.
Support all divisions of NDIA in leveraging data as an asset to deliver against their
strategic objectives, document, design and deliver a roadmap of data assets and
products.
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Design, build and maintenance of certified enterprise reporting, including
Participant Service Guarantee (PSG), Performance Management Framework
(PMF), KPI reporting, plus key operational reporting supporting Service Delivery
productivity.
Chair and secretariat for the NDIA Data Management Committee, overseeing the
agency data strategy, data management standards, policies and procedures,
facilitating data owners and data stewards across the NDIA maintain consistent
high quality data standards.
Who our team connects with in the Agency - who are our key stakeholders
Our customers (any division).
Business Data Owners (BDOs).
Office of the Chief Information Officer (OCIO).
Actuarial.
Legal Services.
States & Territories, Commonwealth agencies.
How our team defines best practice and success
Facilitation of the Data Management Committee(DMC) to oversee data
management standards, policies and procedures across the agency.
Delivery of high quality, prioritised data and analytics outputs according to
business requirements.
Reliable management and operation of core data and reporting platforms.
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Economics and Pricing (EAP) Branch
Our Purpose
The Economics and Pricing Branch sets appropriate price limits and pricing
arrangements to support the NDIS market while ensuring participants wellbeing
and value for money.
Ultimately, the branch supports the NDIA’s goal of developing a competitive market
with high quality and innovative supports and services by balancing the needs of
participants, providers, and the broader sector.
What our team works towards
The EAP branch regulates commercial relationships between providers and
participants. This includes price regulation via formalised pricing arrangements.
The primary mechanism for reviewing and implementing price controls is through
the Annual Pricing Review.
Pricing regulation seeks to maintain a balance between:
•
Participants receiving value for money, quality care.
•
Improving market supply of providers.
•
Recognising the need for financial sustainability.
The EAP branch also facilitates the development of evidence-based policy making
using economic frameworks and analysis.
The branch also is responsible for seeking to improve price setting, such as
facilitating outcomes-based pricing, which empowers providers to demonstrate the
value they add through transparent and outcomes-focussed goals.
Who are our customers
Our customers are participants and providers who provide services and supports
to participants.
How we continue to provide value to our customers
We review and improve price controls (the Pricing Arrangements and Price Limits)
on an ongoing basis, balancing the sustainability of the provider market with value
for money for participants (primarily through the Annual Pricing Review). We also
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implement indexation of plans and changes to price limits to the Product and
Support Catalogue.
We inject economic lens through our work and advice. This includes undertaking
analysis of particular markets and supports when making pricing
recommendations, modelling inflation as part of the Annual Financial Sustainability
Review, workforce modelling, provider analysis, and SDA reporting.
We also explain and clarify the pricing structures, responding to queries and
issues raised by other teams, the Ministerial office, or elsewhere. This includes
providing guidance on how pricing documentation should be used and interpreted
in real world contexts.
Team accountabilities
The EAP branch is responsible for conducting the Annual Pricing Review and
implementing the changes approved by the NDIA Board following the Review.
The branch is accountable for updating the pricing documents (NDIS Pricing
Arrangements and Price Limits, NDIS Support Catalogue, Bereavement
Addendum, Home and Living Demonstration Projects Addendum, COVID
Addendum), and any applicable system changes, in line with changes that impact
the NDIS market. The branch is also responsible for providing clear information
and guidance about these documents and their interpretation in response to
queries.
In addition, the branch works towards the development of appropriate economic
frameworks, econometric techniques and analysis of market data and indicators.
This includes leading the economic modelling work to unpack the impacts of a
growing Scheme projections.
Who our team connects with in the Agency - who are our key stakeholders
Our key stakeholders within the Agency are:
the NDIS Board, which we provide pricing recommendations to through the
office of the CEO.
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the rest of the Analytics, Data and Actuarial (ADA) Division, to whom we
assist with the scheme projections by finessing assumptions in the Annual
Financial Sustainability Review (AFSR).
the Provider and Market Coordination Division, which flags market concerns
and provider requests, and assists providers to understand changes to the
Pricing Arrangements.
the Participant Advocacy Branch to understand participant views on pricing
and the impacts that pricing policy changes can have on participants.
the Office of the Chief Information Officer (OCIO), which helps identify and
implement where new services are required in pricing policy.
Home and Living Branch, to ensure policy is accurately reflected in
documentation produced by the EAP in the Pricing Arrangements for
Specialist Disability Accommodation (SDA) and SDA quarterly report.
the Communications team, which communicates key pricing and policy
changes to the market.
other internal policy areas, when it comes to implementing new policy or
making changes to the existing policies.
How our team defines best practice and success
Our branch defines best practice as making pricing and policy recommendations
that is informed by data and economic analysis. EAP ensures that these are
communicated clearly and understood by participants and providers.
Best practice for EAP also includes prompt implementation of changes to the
pricing documents (such as following the Annual Pricing Review) to support the
market and ensure continuity of supports for participants.
Ultimately, our branch addresses immediate market needs through the Annual
Pricing Review to ensure continuity of supports for participants.
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Scheme Effectiveness and Forecasting Branch
Our Purpose
The Scheme Effectiveness and Forecasting Branch critically analyses and reports
on the NDIS in terms of the profiles of participants, outcomes being achieved,
funding for supports and expenditure on supports used. It sets assumptions and
estimates future participant budgets, participant numbers and Scheme expenditure
to deliver informed insights for evidence-based decision-making by stakeholders.
What our team works towards
Analytics and actuarial modelling which is of the highest technical quality,
communicated effectively to be well understood by broader audiences, and able to
be used for decision-making on key issues relating to the Scheme.
We aim to be trusted advisers on outcomes and effectiveness, information related
to Home and Living supports, Scheme forecasting and risks to financial
sustainability.
Who are our customers and key stakeholders?
Internal:
Strategic
Leadership
Team
NDIA
Board
Planners (who use Typical Support Packages as a planning tool)
NDIA
Finance
Early Childhood Branch
Compensation branch, and
Teams in the Agency seeking to understand forecasts of the Scheme and
the basis on which they are produced
External:
Department of Social Services
Department of Finance
Treasury
Researchers
Participants and their carers
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External peer reviewer (Australian Government Actuary)
How we continue to provide value to our customers
We provide value by
listening to requests and feedback from our customers and stakeholders to
ensure our deliverables continue to be fit-for-purpose
continually refining and evolving our modelling and deliverables
providing clear, non-technical explanations and advice on our models and
results
developing a better understanding, at a participant level, of how funding is
most effectively used by participants
Team accountabilities
Scheme
projections
Annual Financial Sustainability Report
Development of Budget models
Improved
TSP
algorithms
and performance monitoring
Investment Effectiveness Program
Reporting on the NDIS Outcomes Framework
Subject Matter Expert advice to Home and Living teams in the Agency
Participant plan provisioning
Actuarial calculations for determining Compensation Reduction Amounts
How our team defines best practice and success
Delivering high quality results, reports and advice in a timely manner.
Deliverables are accepted and used by internal and external stakeholders for
decision making.
Model performance (on TSPs) is acceptable to Agency management and
improving over time.
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DOCUMENT 3
•
Deputy Chief Executive Officer,
Children
Candidate Information Pack
Contents
About you
2
About the role
3
About the NDIA
4
What you should know
4
How to apply
5
Application process
8
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ndis.gov.au
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About you
The National Disability Insurance Agency is seeking an exceptional and established
leader to join our team at the SES Band 3 level. To be a contender for this pivotal
role you will need to have strong leadership credentials and the ability to engender
trust and respect. You are intelligence-led, ethically and values-driven, with the
ability to solve complex issues in a rapidly changing environment and reform context.
As a member of the Strategic Leadership Team, you will have active involvement in
executive decision making, representational activities and working collaboratively to
provide strategic leadership and drive a culture of high performance. You will bring
energy and commitment to our shared passion for driving social change, so people
with disability have choice and control over their lives.
You will have a deep understanding of issues affecting the disability community, or
lived experience with disability, and a strong commitment to improving outcomes for
people with disability, their families and carers. You are committed to innovation and
understand the need to balance short-term priorities with continued focus on long-
term strategic improvements. You are flexible, agile and resilient and can deliver
results in an environment of ongoing change.
You are an innovative leader who operates collaboratively in a change environment
to identify, develop, implement and evaluate solutions to complex policy issues. You
will drive and shape strategic outcomes and a reform program to improve outcomes
for children on the scheme.
You take responsibility for sustaining high performance and building capability to
implement programs, projects and initiatives to improve outcomes for participants.
As a leader, you model behaviours that demonstrate courage, collaboration, a focus
on people and a commitment to identifying and addressing emerging challenges and
risks. You will be committed to authentic collaboration with key stakeholders and
actively applying the voice and experience those key stakeholders into changes to
policies and practice.
Your excellent leadership capability means you value partnership, genuine co-
design, and respect diverse ideas and perspectives. In everything you do, you
promote diversity in your decisions and inclusion in your actions.
You understand that we put participants at the heart of everything we do. You
understand that for the Scheme to succeed, it is critical that we listen and work with
our participants, their families and carers and the disability community to make sure
each improvement is a step in the right direction and the Scheme is available for
generations to come.
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About the role
The role is a new Deputy Chief Executive Officer position that will have responsibility
for policy, engagement and strategy development to create a dedicated part of the
agency focused on how best to address children’s needs.
The Children Group is responsible for building Agency and sector capability to deliver
outcomes for children with disability and those with substantial developmental delay
in the NDIS. The Group will co-design a system of best practice early childhood
supports that intersect with non-scheme supports (such as health and education) and
align the Agency’s early childhood approach with the Government’s Early Years
Strategy.
The Group currently consists of the following Branches:
• Early Supports and Children’s Branch
o
leading collaboration and co-design activities that brings the voice of
children with disability and their families, and the organisations that
represent their interests to the development of Agency capability and
the initiatives of the Children’s Taskforce.
o
Establishing the evidence base for best practice for children through
research and evaluation channels.
• Children’s
Pathways
o
leading major design initiatives from conception to implementation to
give effect to an early intervention children’s pathway, in line with the
recommendations of the NDIS review.
o
leading work to identify and engage best practice providers to deliver
the pathway as required.
As the DCEO, you will:
• Establish and embed the new Group into the organisation, with a focus on
shaping strategic outcomes and delivering operational reforms;
• Work collaboratively across the Agency to integrate and align cross functional
elements effectively;
• Maintain a high level of adaptability to responsively shape the relevant service
delivery strategy and policy direction, while leading the development of new
programs and strategic change management;
• Influence the development of the children’s services provider market through
partnerships and practice standards
• Be the authoritative source of advice influencing multiple agency outcomes on
matters of significant risk and complexity; and
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• Maintain and enhance a professional culture based on the Agency’s core
values, that ensures high levels of community confidence in the integrity,
effectiveness and accountability of the National Disability Insurance Agency.
About the NDIA
The National Disability Insurance Agency (NDIA) is an independent statutory
agency. We are responsible for implementing the world leading National Disability
Insurance Scheme (NDIS), which is one of the biggest social reforms since
Medicare. The NDIS is designed to enhance the quality of life and increase
economic and social participation for people with disability and provide peace of
mind for every Australian.
To support our focus and an engaged and capable NDIA, the Agency supports
flexible working arrangements - this underpins a diverse, adaptive, and high-
performing workforce.
We also take employee health and wellbeing seriously. That is why we launched
Well+, our health and well-being program. Through Well+, employees have access
to a range of mental health and wellbeing resources, so our people have a quality
work and personal life.
What you should know
To be successful in this role you will have:
• A strong strategic mindset, with the ability to drive and shape strategic
outcomes and a reform program to improve outcomes for children on the
scheme;
• The expertise to drive operational reforms and the capability to align and
integrate cross functional areas of the Agency towards shared objectives;
• The resilience to build and implement reforms and improvements while
navigating the ongoing need to deliver high quality services;
• A highly developed understanding of national and global best practice
management approaches to early intervention and foundational supports;
• An extensive knowledge of funding strategies and financial governance
conventions; and
• A thorough understanding of strategic human resource management and the
leadership capabilities required to support workforce diversity.
Tertiary qualifications in a relevant field will be favorably regarded.
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To be eligible for employment with the NDIA, you must be an Australian citizen. A
candidate’s suitability for employment with the Agency will be assessed through a
pre-employment screening process. This will include a criminal history check and the
ability to obtain and maintain an Australian Government security clearance, at the
Negative Vetting 1 level. This will be arranged for you, if successful.
The NDIA will provide reasonable adjustments for candidates to participate equitably
in the recruitment process and discuss workplace adjustments to fulfil the inherent
requirements of the role.
We strongly and actively encourage applicants from a diverse range of backgrounds
and experiences, including people with disability, First Nations peoples, people from
culturally and linguistically diverse (CALD) backgrounds and LGBTIQA+.
How to apply
To apply, go to https://www.shk.com.au/jobs (scroll down to the opportunity)
Closing Date 28 October 2024
•
A complete current resume (CV)
•
A one-page pitch (maximum 1000 words) quoting
reference #9368
Your pitch should highlight relevant examples and accomplishments that
demonstrate:
•
Why you want to work for us.
•
What you will bring to the role.
•
How you will build and champion the NDIAs vision and direction to improve
outcomes for children through innovation and collaboration.
Your pitch should include examples of your ability to demonstrate capability in line
with the SES Band 3 Work Level Standards.
For information on these work level standards, please see:
https://www.apsc.gov.au/working-aps/aps-employees-and-managers/classifications/work-
level-standards-senior-executive-service (chose SES-3 on the left and drop down tab)
Apply for the role at www.shk.com.au/jobs (scroll down to the role)
The closing date for applications is 28 October 2024
Notes on the selection process
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You are not required to separately address Key Selection Criteria at this time but
need to respond in your letter, as set out above.
Your CV achievements will be reviewed for alignment with the role priorities and
Band 3 Work Level capabilities.
See Work level standards: Senior Executive Service | Australian Public Service
Commission (apsc.gov.au) (choose SES-3 on the left and drop down tab).
For more information
You may apply
for more than one DCEO role at this time by noting this
clearly in
your cover letter (and naming the roles and SHK reference numbers).
You may be contacted by SHK for further conversation or interview with the
consultant, and potentially, invited to Panel interviews or other informal meetings as
part of the process.
Contact may be via email or phone, including voicemail. We will send messages via
SMS if that is your need.
Selection processes will take some time and may include multiple panel interviews
and selection stages over the next months. There may be delays in communications
on this process, due to decision making at each step and requirements of executive
appointments and formal approval. Candidates will be notified of their status at the
appropriate stage by email or phone.
Additional information and referee details will be requested from you only as
required, later in the process, and will need to include specific details that allow
verification of the identity of your referees.
A range of full probity checks will be required for the final candidates in
consideration, prior to a formal offer via a letter and contract.
The roles may be offered on an ongoing OR non-ongoing basis.
For a further confidential discussion after reviewing the Candidate Information
Brief contact
Penny s47F- personal privacy Senior Partner on s47F- personal privacy (SMS messages
accepted) or email penny.s47F- personal @shk.com.au
privacy
(preferred).
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RecruitAbility applies to this vacancy. Under the RecruitAbility scheme, you will be
invited to participate in further assessment activities for the vacancy if you choose to
opt-in to the scheme, declare you have a disability and meet the minimum
requirements for the vacancy. All requests for reasonable adjustments will be
considered and managed in consultation with you.
If you wish to opt in to RecuitAbility, please note this
clearly in your cover letter
Further information can be found at https://www.apsc.gov.au/recruitability
Reasonable adjustments and support for applicants
Reasonable adjustments are available to support applicants through the process.
Reasonable adjustments could include:
• An Auslan interpreter
• Extra reading time during assessment activities, or
• Accessible
software.
If you would like help understanding this document, would like to receive it in another
format or would like to discuss the provision of reasonable adjustments please
contact Penny Wilson of SHK on 0434 589 284 using the National Relay Service 133
677 if required https://www.accesshub.gov.au/about-the-nrs, or email
penny.s47F- personal @shk.com.au
privacy
or Beatrice.s47F- @shk.com.au
personal privacy
(part-time).
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Application process
Table 1. High level application process
Step
Details
Apply
Submit your application via www.shk.com.au/jobs (scroll
down to the role).
You may be contacted to discuss your application further
with SHK, or be asked to an online interview.
There may be long gaps between communications as
processes take considerable time, to ensure everyone is
considered.
Shortlisting activities The panel will consider all applicants, and determine a
shortlist to progress to interview based on assessment of
their written application.
Recruitability candidates assessed as meeting minimum
standards for the vacancy (relevant experience and SES
Band 3 Work Level Standards) will move automatically to
the next stage of assessment.
Second shortlisting, task based activity or cognitive
testing may be utilised.
Panel interview/s
Shortlisted applicants will be invited to interview with the
panel.
Second interviews may be utilised.
Reference check
Referees may be contacted for further assessment of
suitability.
Outcome
The delegate for this recruitment process will finalise
outcomes and all applicants will be notified of their result.
A merit pool will be established for 18 months and may
be used fill future positions.
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DOCUMENT 4
Deputy Chief Executive Officer,
Governance, Risk and Legal
Candidate Information Pack
About you
2
About the role
3
About the NDIA
5
What you should know
5
How to apply
6
Reasonable adjustments and support for applicants
8
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About you
The National Disability Insurance Agency is seeking an exceptional leader to join our
team at the SES Band 3 level.
You are a highly experienced leader with a proven track record of delivering results
in complex and high stakes environments. You bring expertise across one or more of
government, legal, risk and audit functions, ensuring accountability, transparency
and strategic alignment in all your decisions.
As a member of the Strategic Leadership Team, you will have active involvement in
executive decision making, representational activities and working collaboratively to
provide strategic leadership. You will be the authoritative source of guidance on legal
compliance and setting expectations for risk tolerance across the agency. Your
ability to navigate the intersections of policy, law, and your expertise and knowledge
of government in all contexts allows you to drive outcomes that safeguard the
integrity and performance of the organisation.
You excel at managing large multidisciplinary teams and fostering a culture of
innovation collaboration and accountability. Your strategic mindset enables you to
define long term goals and implement sustainable solutions while maintaining
operational excellence and meeting the high expectations of government.
You are adept at managing high risk, high complexity issues. You demonstrate
resilience, adaptability and clear decision making. Your commitment to integrity and
upholding public trust, combined with your extensive knowledge of governance
frameworks makes you an invaluable leader in ensuring the organisation delivers
and achieves its goals.
You will have a deep understanding of issues affecting the disability community, or
lived experience with disability, and a strong commitment to improving outcomes for
people with disability, and the families and carers.
You have a passion for building organisational strength and fostering continuous
improvement. You have a deep understanding of leadership growth and
transformational change within a government context. You bring an innovative and
forward thinking approach to driving capability uplift ensuring that the organisation is
equipped to deliver exceptional outcomes now and in the future.
You will bring energy and commitment to our shared passion for driving social
change, so people with disability have choice and control over their lives.
You understand that we put participants at the heart of everything we do. You
understand that for the Scheme to succeed, it is critical that we listen and work with
our participants, their families and carers and the disability community to make sure
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each improvement is a step in the right direction and the Scheme is available for
generations to come.
About the role
The role is the Deputy Chief Executive Officer position with responsibility for the
Government, Legal, Risk and Audit functions for the National Disability Insurance
Agency.
The DCEO is accountable for delivery across 4 Divisions:
Government Division is responsible for:
• Government Initiatives Branch
o
Australia’s Disability Strategy engagement and governance.
o
Royal Commissions project management office.
o
State and Territory intergovernmental relations and coordination.
• Ministerial and Parliamentary Branch
o
Parliamentary and Ministerial engagement and Support
o
Cabinet Liaison and Members and Senators Contact Officer (MaSCO)
network
o
Ministerial
complaints.
• Ecosystem Reform and Governance Branch
o
NDIA Board and Committee secretariat (including. whole of Agency
governance workplan for 2024)
o
Disability reform governance and engagement (including Disability
Reform Ministerial Council and Deputy Department Heads)
Chief Counsel Division is responsible for:
• Legislation and Legal Policy Branch
o
legal advice on the NDIS Act and NDIS rules.
o
legal support relating to legislative reform, Royal Commission
outcomes and development of operational policy based on the NDIS
Act and Rules
o
support to Fraud Fusion Taskforce and other compliance activity.
• Legal Practice and Capability Branch
o
managing relationships with external legal services providers
o
identifying, managing, and reporting on risks, issues, and developing
mitigation strategies across the legal function.
• Dispute Resolution and Litigation Branch
o
supporting the Agency to achieve lawful and preferable outcomes for
participants, including engaging in early dispute resolution;
• Case Management Branch
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o
achieving the best possible resolution for participants quickly and fairly
or, where early resolution is not possible, running a case to hearing.
o
building a continuous improvement culture focused on participant
outcomes through strong engagement with key business areas.
The General Counsel Division is responsible for:
• Legal Services Branch
o
responsible for legal counsel and support on corporate-related issues
impacting the Agency
• Complaints Management and FOI Branch
o
Responding to correspondence from the Office of the Commonwealth
Ombudsman, NDIS Quality and Safeguards Commission, NSW Ageing
and Disability Commission and the Australian Human Rights
Commission.
o
Managing
critical
incident reports to determine the steps to take when
the NDIA is made aware of a participant critical incident.
o
Freedom of Information (FOI) – administration, coordination and
management of FOI requests to the Agency; FOI reporting and
insights/analysis.
The Risk, Audit and Resilience Division is responsible for:
• Audit
Branch
o
Internal and external audit activity coordination
o
Internal Audit Plan and independent oversight
o
Reporting on all audit matters
• Risk Management Branch
o
Enterprise, strategic and regulatory risk management oversight,
performance monitoring and reporting
o
Specialist risk advice including fraud risk, operational risk, project
management risk, and associated controls
o
Management of the Risk Management Strategy and Risk Management
Framework.
• Crisis Coordination and Continuity Branch
o
Agency Response and Recovery Team (ARRT) coordination and
Secretariat
o
Business Continuity Management (BCM) Planning, training and testing.
o
Reporting on crisis, coordination and continuity matters.
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As the DCEO, you will:
• Work closely with other senior executives and government stakeholders to
build and strengthen strategic relationships as stewards of the APS to achieve
whole of government outcomes;
• Demonstrate a comprehensive understanding of regulatory frameworks,
compliance, and strategic legal management within a government context;
• Instigate innovative alternatives to resolve complex problems, while setting
expectations for risk tolerance;
• Be the authoritative source of advice influencing multiple agency outcomes on
matters of significant risk and complexity; and
• Maintain and enhance a professional culture based on the Agency’s core
values, that ensures high levels of community confidence in the integrity,
effectiveness and accountability of the National Disability Insurance Agency.
About the NDIA
The National Disability Insurance Agency (NDIA) is an independent statutory
agency. We are responsible for implementing the world leading National Disability
Insurance Scheme (NDIS), which is one of the biggest social reforms since
Medicare. The NDIS is designed to enhance the quality of life and increase
economic and social participation for people with disability and provide peace of
mind for every Australian.
To support our focus and an engaged and capable NDIA, the Agency supports
flexible working arrangements - this underpins a diverse, adaptive, and high-
performing workforce.
We take employee health and wellbeing seriously. That is why we launched Well+,
our health and well-being program. Through Well+, employees have access to a
range of mental health and wellbeing resources, so our people have a quality work
and personal life.
What you should know
To be successful in this role you will have:
• An enterprise-focused approach to strategic and operational issues;
• A style of leadership that demonstrates courage, collaboration, a focus on
people and a commitment to identifying and addressing emerging challenges
and risks.
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• Strong risk management experience and substantial experience in leading
major organisational transformation at the most senior level with
Commonwealth or state and territory agencies.
• Knowledge and understanding of complex statutory interpretation problems
with an extensive knowledge of the legislative process and common law.
• Proven ability to build strong working relationships with Ministers and senior
stakeholders, and capacity to perform effectively as a principal government
representative to negotiate proactively and sensitively to resolve complex
matters.
• A drive to deliver operational excellence with a strong record of achievement
in leading people and managing resources.
Tertiary qualifications in a relevant field will be favorably regarded.
To be eligible for employment with the NDIA, you must be an Australian citizen. A
candidate’s suitability for employment with the Agency will be assessed through a
pre-employment screening process. This will include a criminal history check and the
ability to obtain and maintain an Australian Government security clearance, at the
Negative Vetting 1 level. This will be arranged for you, if successful.
The NDIA will provide reasonable adjustments for candidates to participate equitably
in the recruitment process and discuss workplace adjustments to fulfil the inherent
requirements of the role.
We strongly and actively encourage applicants from a diverse range of backgrounds
and experiences, including people with disability, First Nations peoples, people from
culturally and linguistically diverse (CALD) backgrounds and LGBTIQA+.
How to apply
To apply, go to www.shk.com.au/jobs (scroll down to the opportunity)
Your application should include:
• A complete current resume (CV)
• A one-page pitch (maximum 1000 words) quoting
reference #9513
Your pitch should highlight relevant examples and accomplishments that
demonstrate:
• Why you want to work for us.
• What you will bring to the role.
• How you will champion the NDIA purpose and goals and provide strategic
direction for delivery.
Your pitch should include examples of your ability to demonstrate capability in line
with the SES Band 3 Work Level Standards.
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For information on these work level standards, please see:
https://www.apsc.gov.au/working-aps/aps-employees-and-
managers/classifications/work-level-standards-senior-executive-service (choose SES-3
on the left and drop down tab).
Apply for the role at www.shk.com.au/jobs (scroll down to the role)
The closing date for applications is 28 October 2024.
Notes on the selection process
You are not required to separately address Key Selection Criteria at this time but
need to respond in your letter, as set out above.
Your CV achievements will be reviewed for alignment with the role priorities and
Band 3 Work Level capabilities.
See https://www.apsc.gov.au/working-aps/aps-employees-and-
managers/classifications/work-level-standards-senior-executive-service (chose SES-
3 on the left and drop down tab
For more information
You may apply
for more than one DCEO role at this time by noting this
clearly in
your cover letter (and naming the roles and reference numbers).
You may be contacted by SHK for further conversation or interview with the
consultant, and potentially, invited to Panel interviews or other informal meetings as
part of the process.
Contact may be via email or phone, including voicemail. We will send messages via
SMS if that is your need.
Selection processes will take some time and may include multiple panel interviews
and selection stages over the next months. There may be delays in communications
on this process, due to decision making at each step and requirements of executive
appointments and formal approval. Candidates will be notified of their status at the
appropriate stage by email or phone.
Additional information and referee details will be requested from you only as
required, later in the process, and will need to include specific details that allow
verification of the identity of your referees.
A range of full probity checks will be required for the final candidates in
consideration, prior to a formal offer via a letter and contract.
The roles may be offered on an ongoing OR non-ongoing basis.
For a further confidential discussion after reviewing the Candidate Information
Brief contact
Andrew s47F- personal privacy Senior Partner on s47F- personal privacy (SMS
messages accepted) or email andrew.s47F- personal xxxxxxx@xxx.xxx.xx (preferred).
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RecruitAbility applies to this vacancy. Under the RecruitAbility scheme, you will be
invited to participate in further assessment activities for the vacancy if you choose to
opt-in to the scheme, declare you have a disability and meet the minimum
requirements for the vacancy. All requests for reasonable adjustments will be
considered and managed in consultation with you.
If you wish to
opt in to RecuitAbility, please note this
clearly in your cover letter
Further information can be found at https://www.apsc.gov.au/recruitability
Reasonable adjustments and support for applicants
Reasonable adjustments are available to support applicants through the process.
Reasonable adjustments could include:
• An Auslan interpreter
• Extra reading time during assessment activities, or
• Accessible
software.
If you would like help understanding this document, would like to receive it in another
format or would like to discuss the provision of reasonable adjustments please
contact Andrew Richards of SHK on +61 422 279 039 using the National Relay
Service 133 677 if required https://www.accesshub.gov.au/about-the-nrs, or email
andrew.s47F- personal xxxxxxx@xxx.xxx.xx or Beatrice.s47F- @shk.co
personal privacy
m.au (part-time).
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Application process
Table 1. High level application process
Step
Details
Apply
Submit your application via www.shk.com.au/jobs (scroll
down to the role).
You may be contacted to discuss your application further
with SHK, or be asked to an online interview.
There may be long gaps between communications as
processes take considerable time, to ensure everyone is
considered.
Shortlisting activities The panel will consider all applicants, and determine a
shortlist to progress to interview based on assessment of
their written application.
Recruitability candidates assessed as meeting minimum
standards for the vacancy (relevant experience and SES
Band 3 Work Level Standards) will move automatically to
the next stage of assessment.
Second shortlisting, task based activity or cognitive
testing may be utilised.
Panel interview/s
Shortlisted applicants will be invited to interview with the
panel.
Second interviews may be utilised.
Reference check
Referees may be contacted for further assessment of
suitability.
Outcome
The delegate for this recruitment process will finalise
outcomes and all applicants will be notified of their result.
A merit pool will be established for 18 months and may
be used fill future positions.
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Australian Public Service Gazette
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DOCUMENT 5
applicants found suitable may be offered similar employment opportunities by other Australian Public Service agencies
Social Services
Vacancy VN-0708729
National Disability Insurance Agency
Closing Date:Friday 12 August 2022
Job Title
Chief Executive Officer
Job Type
Full-Time, Non-Ongoing
Location
Geelong VIC
Salary
-
Classification
Statutory Appointment
Position Number
tbc
Agency Website
https://www.ndis.gov.au
Job Description
https://www.ndis.gov.au/about-us/careers-ndia
The purpose of the National Disability Insurance Agency (NDIA) is to implement the National Disability Insurance Scheme (NDIS)
which supports a better life for hundreds of thousands of Australians with a significant and permanent disability. The NDIS is
designed to enhance the quality of life and increase economic and social participation for people with disability.
The CEO’s overarching role is to provide the leadership that allows the NDIA to deliver a superior and efficient service that helps
improve the lives of hundreds of thousands of Australians.
Reporting to the Board and under the NDIS Disability Insurance Act, the CEO is responsible for the administration of the
Agency. The NDIA Board is seeking an exceptional leader with superior ability to understand the challenges of people living with a
disability, to be able to connect and communicate a clear and compelling vision for the future of the scheme, and to interact with a
broad array of stakeholders, including Governments.
Duties
The ideal candidate will be an experienced leader with a demonstrated ability to run a major organisation with a significant budget,
someone who is an astute connector and relationship manager, especially in dealing with Commonwealth and state and territory
Ministers , who collectively have policy and funding responsibility for the NDIS.
An important activity for the CEO will be building and managing relationships with the Disability Sector at all levels. Experience in
working with a diverse group of organisations which includes peak bodies, advocates, service providers and participants in
co-design initiatives will be important to success in this role. They will support these qualities with an experience profile with similar
dynamics to the NDIS, scale, scope, cost and complexity.
The person will have been a board reporting CEO or equivalent, experienced in dealing with complex stakeholder needs in an
environment where outcomes change people’s lives. They will be experienced in or have an appreciation of the way in which a
large scale national, multibillion dollar service organisation like the NDIA which delivers services to over 500,000 participants
through a collective work force of over 250,000, and interfaces with a range of mainstream services, such as health, education,
transport, and aged care.
Critical competencies will include; deep empathetic leadership, executing for results, leading teams through change, building
relationships and using influence, strategic orientation, and prioritisation, financial acumen, and knowledge of the NDIS philosophy
and Government processes.
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FOI 24/25-1767
The NDIA welcomes and encourages applications from people with a disability, Aboriginal and Torres Strait Islander peoples, and
applicants from diverse cultural and linguistic backgrounds.
Eligibility
Applicants must be an Australian citizen.
Remote working arrangements may be negotiated for some candidates.
To obtain the position documentation or to apply, please email xxxx.xxx@xxxxxxxxxx.xxx quoting reference number J16005.
If further information is required after reviewing documentation, please contact Mark Lelliott or David Spencer at NGS Global on
1300 138 863 or +61 3 8626 0600. Applications close 5pm 12th August 2022.
Notes
About the National Disability Insurance Agency
There are around 4.3 million Australians who have a disability. Within the next five years, the National Disability Insurance Scheme
(NDIS) will provide $22 billion in funding a year to an estimated 500,000 Australians aged under 65, who have permanent and
significant disability. For many people, it will be the first time they receive the disability support they need. The NDIS can provide all
people with disability with information and connections to services in their communities such as doctors, sporting clubs, support
groups, libraries and schools, as well as information about what support is provided by each state and territory government.
To Apply
Mark Lelliott or David Spencer at NGS Global, 1300 138 863 or
Position Contact
+61 3 8626 0600
Agency Recruitment Site
https://www.ndis.gov.au/about-us/careers-ndia
This notice is part of the electronic Public Service Gazette PS30 Weekly Gazette Thursday - 28 July 2022.pdf Published by
Australian Public Service Commission.
Applicants to vacancies notified in all formats of the electronic Public Service Gazette should be aware:
that the names of successful applicants will also be notified in all formats of the electronic Public Service Gazette
applicants found suitable may be offered similar employment opportunities by other Australian Public Service agencies
Social Services
Vacancy VN-0708839
National Disability Insurance Agency
Closing Date:Thursday 04 August 2022
National Delivery
Vic Service Delivery Vic Operations Team
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DOCUMENT 6
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OFFICIAL
Specialised Service Delivery Division
Our purpose
Specialised Service Delivery has a critical focus in specialised planning and liaison areas. This includes working across specialised
areas to ensure applicants, participants and their carers, are provided with a consistent, high-quality experience from access
through to plan reassessments.
Main accountabilities
We are accountable for:
leading functional specialised areas within Complex Support Needs, Aged Care and Hospital Interface, Compensation, and
Scheme Eligibility to manage the implementation and operation of the National Disability Insurance Scheme (NDIS).
Developing and maintaining relationships with community systems through National Disability Insurance Agency (NDIA)
Liaison Officers across justice and health interfaces.
Directing and managing the delivery of NDIA policy and operational outcomes including for the Government’s commitment to
having no young people in Aged Care and Hospital Discharge targets.
Providing the leadership point of contact for specialised planning and liaison within the NDIA and maintaining strong
connections with all levels of government, community and providers to ensure participants have the NDIS supports and
mainstream supports they need.
Responsibility and accountability for all matters related to NDIS participants who may be entitled to, or who have received
compensation for personal injury, and operate in accordance with the NDIS Act 2013 and the NDIS (Supports for
Participants – Accounting for Compensation) Rules.
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OFFICIAL
Complex Support Needs Branch
Our purpose
Complex Support Needs (CSN) Branch has a focus on participants who have specific and unique requirements due to the impact of
personal and situational factors on their lives. These factors may include contact with other government systems (Justice, Health,
Mental Health), limited or no informal supports to assist with planning, risk to self or others, multiple family members with
disability and, stressed care arrangements with risk to sustaining care. Planners within CSN provide caseload management which
includes regular monitoring, single point of contact and end-to-end planning and implementation. The CSN Branch also provides a
specialised Justice Service Offer with a dedicated liaison and planning team.
Main accountabilities
We are accountable for:
leading specialised functional areas for participants with complex circumstances and managing the implementation and
operation of the National Disability Insurance Scheme (NDIS).
developing high quality, tailored plans to meet the unique needs of specialised participant cohorts, including comprehensive
assessments conducted by experienced planners, coordination with service providers, and ongoing collaboration with
participants and their families.
providing a divisional response for participants to support participant safeguards and resolve escalated or challenging time
sensitive matters through short-term intensive support.
providing Liaison Officers as the primary point of contact for NDIS within the justice system, working alongside state and
territory government justice services, to support existing and prospective participants in adult, youth, and forensic settings.
specialised planning support to participants with complex needs who interface with the justice system, to ensure they can
access the disability supports they need if required while in custody and when transitioning into the community.
working collaborative with each state and territory to support children with significant disability supports to remain living in
their family home and to strengthen the stability of their family relationships.
working closely with specialist support coordinators to manage and monitor the progress of the participant and the
achievement of their goals.
using sound judgement and making effective decisions that ensures improved outcomes for people with disabilities.
NDIS compliance, process controls and first line risk management.
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OFFICIAL
Aged Care and Hospital Interface Branch
Our purpose
Aged Care and Hospital Interface (ACHI) Branch has a focus on servicing several specialised cohorts of participants. These include
participants living in residential aged care, or at risk of entering aged care under 65 years of age, participants diagnosed with Motor
Neurone Disease, participants with terminal illness and disability, and supporting those in hospital to discharge. The Specialised
Service Delivery (SSD) Divisional Special Project Team is also part of the ACHI branch.
Main accountabilities
We are accountable for:
leading functional areas for participants within specialised cohorts and managing the implementation and operation of the
National Disability Insurance Scheme (NDIS), including high quality and individualised NDIS plans.
the operational elements of the government’s Younger People in Aged Care Action Plan, for planning and plan
reassessments, supporting people to leave aged care where this is their goal, and preventing younger people with disability
from entering aged care.
providing NDIS Hospital Liaison officers to health systems to support timely access to the scheme and to planning services
for participants when safe to discharge hospital.
supporting people in hospital who are not participants of the NDIS but wish to test their eligibility to access the Scheme.
working collaboratively and providing the leadership point of contact for the NDIA with each state and territory and local
government stakeholders to achieve the successful implementation of the NDIS for the hospital discharge specialised
cohort.
undertake planning for very high-cost plans to ensure appropriate outcomes for participants
using sound judgement and making effective decisions that ensures improved outcomes for people with disabilities.
NDIS compliance, process controls and first line risk management.
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Scheme Eligibility Branch
Our purpose
Scheme Eligibility Branch is responsible for national access decisions for new applicants and eligibility reassessments for existing
participants of the Scheme who may no longer be eligible or require a change in eligibility status.
Main accountabilities
We are accountable for:
leading functional areas within Scheme Eligibility to manage the implementation and operation of the National Disability
Insurance Scheme (NDIS), including the first point of contact for Scheme access and eligibility reassessment of the NDIS.
coordinating and driving service delivery from a quality of participant experience and productivity perspective.
working with a range of stakeholders, including people with disability, carers, family members, and health and education
professionals, to collect information and determine if a person meets the NDIS eligibility requirements.
working nationally to deliver NDIA systems and processes that protect the integrity of the participant experience and ensure
that participants and their carers are provided with a consistent, high-quality experience for access to the Scheme.
directing and managing the delivery of NDIA policy and operational outcomes for Scheme eligibility and eligibility
reassessments.
using sound judgement and making effective decisions that ensures improved outcomes for people with disabilities.
NDIS compliance, process controls and first line risk management, including quality assurance of decisions.
reviewing Scheme Eligibility to the NDIS for existing participants where appropriate and referring people who cannot join the
NDIS to staff who help them find local services.
refining practice and process to continually improve services and ensure equitable access to the Scheme, particularly for
individuals who may be vulnerable or hard to reach.
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Compensation Branch
Our purpose
Compensation Branch provides Agency-wide support and handles all matters relating to participants who may be entitled to, or who
have received compensation for personal injury, and operate in accordance with the NDIS Act 2013 and the NDIS (Supports for
Participants – Accounting for Compensation) Rules.
Main accountabilities
We are accountable for:
recovering past payments for NDIS supports that have been funded in a participant's plan prior to their claim for
compensation being finalised.
calculating and applying Compensation Reduction Amounts (CRAs) to participants' future plans to account for duplication of
supports and approving these plans. The CRA effectively represents the proportion of funding that the participant is required
to contribute to their own care and supports from the compensation that they were awarded.
providing advice to plan developers and participants on the entitlements for supports available through Commonwealth,
State and Territory Statutory Schemes (SATSS) that don't need to be duplicated in an NDIS plan.
providing compensation guidance, information and support to participants, internal stakeholders and external stakeholders
such as law firms, legal, advocacy and participant peak bodies.
coordinating and driving service delivery from a quality of participant experience and productivity perspective.
supporting Scheme sustainability by performing our function in accordance with relevant legislation.
explaining the legal principles, compensation functions and interaction with other schemes for NDIS participants and
stakeholders.
working closely with insurers and other schemes to support participants appropriately.
working closely with Agency staff and participants to understand compensation functions.
working across this cohort to and deliver NDIA systems and processes that protect the integrity of the participant experience
and ensure that participants and their carers are provided with a consistent, high-quality experience for planning and plan
reassessments.
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Children’s Strategy and Services Division
Our purpose
Children’s Strategy and Services (CSS) Division is responsible for building Agency and sector capability to deliver outcomes for children with
disability and developmental delay in the NDIS. We will co-design the children’s pathway, informed by the recommendations of the NDIS
Review. We will also co-design a system of best practice early childhood supports that are connected to other supports for children to access
outside the scheme, and align the Agency’s early childhood approach with relevant national strategies, including the Government’s Early Years
Strategy and the National Autism Strategy.
Main accountabilities
We are accountable for:
building focus and capability
(Agency, partner, market) in supporting children aged 0-18 years and their families, so that
their NDIS experience is responsive to key life stages and outcomes of early intervention, in line with best practice.
undertaking work through co-design with children with disability, their families and relevant organisations.
designing and implementing a children’s pathway to deliver best practice evidence-based supports that enable children
with disability and developmental delay to participate, and be included, in the community.
establishing practical and effective mechanisms to improve and strengthen the connection between the NDIS,
foundational supports and mainstream systems so that children with disability and developmental delay receive the right
support from the right system, and those supports are appropriately integrated.
providing policy, practice and planning leadership for the NDIA on matters relating to children with disability and
developmental delay for families, NDIS providers, the sector, government departments and mainstream systems.
working across the Agency so that reforms to the participant pathway and associated Agency systems and processes
take into account the specific needs of children and families
supporting children younger than 9 and their families/carers by developing, reassessing and finalising NDIS plans to
meet their support needs in accordance with legislation, policy and best practice principles.
delivering person centred outcomes aligned to best practice approaches in early childhood to enable young children and
their families to access supports early in their life.
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Children’s Policy and Pathways Branch
Our purpose
Children’s Policy and Pathways Branch is a specialised team responsible for end-to-end system design and implementation of the
children’s pathway and for policy and strategy for children 0-18 years.
Main accountabilities
We are accountable for:
leading policy development and strategy for children and young people 0-18.
leading major design initiatives from conception to implementation to give effect to an early intervention children’s
pathway, in line with the recommendations of the NDIS review, in collaboration and through co-design with children and
young people with disability and their families and organisations that represent their interests.
leading work around best practice providers to deliver the pathway as required.
establishing quality and outcome measurements to drive quality improvement in early intervention supports across the
market.
working across the Agency to connect the work of Children’s Strategy and Services with the whole of scheme
improvements to the participant pathway.
working collaboratively with the Department of Social Services and with each State and Territory to connect the children’s
pathway with other service systems which have a significant role in delivering outcomes for children with disability and
those with developmental delay, particularly education and health.
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Children’s Practice Branch
Our purpose
Children’s Practice Branch takes a systems approach to practice leadership and guidance for children up to 18 years of age.
We bring together strategy, practice and project expertise and work collaboratively with children, their families and carers, our
colleagues and stakeholders across the Group, Agency, Early Childhood Partners and the NDIS Market to strengthen quality
children’s practice and service delivery.
Main accountabilities
We are accountable for:
providing practice leadership and guidance for children and young people up to 18 years, and current practice reform
underway for children younger than 9 years.
driving system reform to build capacity and capability to deliver quality children’s practice, and supports, aligned to
Legislative and Scheme reform.
designing best practice early intervention resources, training and tools, based on national strategies, that practically build
the capability of children and their families, and the providers that support them.
shaping Agency capability and operational policy through collaboration and co-design activities with children, young
people and their families.
leading internal and external early childhood communities of practice to support the delivery of best practice supports to
children and families within, and outside, the NDIS.
leading the Agency’s contribution to the delivery of national strategies for children.
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National Early Childhood Branch
Our purpose
National Early Childhood (NEC) Branch delivers individualised NDIS plans for early childhood (EC) participants and their
families/carers, in accordance with legislation, policy and the principles of best practice early childhood intervention.
We support families of EC participants younger than 9 and their families/carers by helping them access supports early in their life.
The early childhood approach recognises parents and carers are central in supporting a child’s development. We also develop and
deliver specialised EC training and plan change and variation decisions.
Main accountabilities
We are accountable for:
reviewing participant information and evidence collected by EC Partners to support well-informed, accurate decisions.
identifying areas of need and support, to complement informal, mainstream, community and formal supports, in line with
NDIS Reasonable and Necessary criteria.
conducting supportive and informative planning conversations with families to:
o explain and promote the early childhood approach
o understand the impact of the child’s impairment on their functional capacity
o confirm informal, mainstream and community supports
o understand their goals
o clearly explain plan funding decisions
o provide information about plan budget, plan duration and plan management, and other support services
o set expectations about exiting the NDIS after gaining skills and capacity or no longer meeting eligibility
o explain the review process and ensure they understand the next steps
finalising plans – including reviewing, updating, and approving draft budgets – within legislative timeframes.
providing detailed handover notes to support our decisions and plan implementation.
undertaking decision reviews and monitor feedback to enhance decision quality, practices, processes, and systems.
providing early childhood best practice guidance, specialist training and technical advice.
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Scheme Interfaces and Intergovernmental Relations Division
Our purpose
Scheme Interfaces and Intergovernmental Relations Division leads, manages and coordinates the Agency’s work and relationships
with state, territory and Commonwealth governments, with a primary focus on strategy supporting an ecosystem of seamless
supports for people with disability.
Main accountabilities
We are accountable for:
intergovernmental relations, strategy and coordination
leading Foundational Support activities and NDIA Foundational Support policy.
mainstream interface strategy, coordination and complex Mainstream Panels
disability ecosystem reform, stewardship and engagement.
intergovernmental reform and operational governance, including bilateral and multilateral engagements with states and
territories, the Commonwealth and Disability Reform Ministerial Council
coordinating reporting for Australia’s Disability Strategy, the Disability Royal Commission and the NDIS Review.
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Intergovernmental Relations and Mainstream
Our purpose
Intergovernmental Relations and Mainstream Branch is responsible for the intergovernmental relations, strategy and project
management between the Agency, states and territories, the Commonwealth and other government agencies.
Main accountabilities
We are accountable for:
state and territory intergovernmental relations and reform coordination, including Disability Senior Officials Group, Disability
Reform Ministerial Council and Executive Steering Committees.
strategy, collaboration and advice on how NDIS supports are implemented across mainstream interfaces including health,
aged care, transport, justice, child protection and education.
facilitating
data
sharing
agreements to deliver improved participant outcomes and supporting the delivery of a new statutory
guardian portal.
coordinating Royal Commissions, NDIS Review and Australian Disability Strategy reporting.
managing and coordinating the Agency’s strategic approach to intergovernmental engagement with Commonwealth
government agencies.
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Ecosystem Reform
Our purpose
Ecosystem Reform Branch is responsible for supporting the delivery of an ecosystem of seamless supports for people with
disability, with a particular focus on foundational supports and complex mainstream related reforms.
Main accountabilities
We are accountable for:
disability ecosystem reform, stewardship and engagement.
supporting work on the national Foundational Strategy, service design, intergovernmental agreements and rollout activities.
NDIA strategy and policies on foundational supports.
activities to ensure foundational supports is integrated with the Participant Pathway, and works alongside Scheme reforms.
administration and governance of the NDIA led Mental Health Expert Panel, in collaboration with the Strategic Advisor –
Mainstream Interfaces.
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DOCUMENT 7
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Approved: 21 October 2022
Owner: People and Culture Division
DCEO Participant Experience Delivery
Position Description
Position Details
The NDIA welcomes and encourages applications from people with disability, Aboriginal and Torres Strait
Islander peoples, and people with diverse cultural and linguistic backgrounds.
Position Name
DCEO Participant Experience Delivery
System Job Title
NDIA Senior executive Staff (SES) Band 3 Deputy CEO
APS Classification
SES Band 3
Group
Participant Experience Delivery
Reports to
Chief Executive Officer
Location
National
Tenure
Ongoing/Non-ongoing
Security Classification
Negative Vetting Level 1
Position Purpose
About the NDIA
The National Disability Insurance Agency (NDIA) is an independent statutory Agency that is responsible for
implementing the National Disability Insurance Scheme (NDIS), which will support a better life for hundreds
of thousands of Australians with a significant and permanent disability and their families and carers. The
NDIA values a positive contemporary attitude to disability.
As a Federal Agency, we work within a legislative and regulatory environment. We adhere to the
Australian
Public Service Code of Conduct as set out in section 13 of the
Public Service Act 1999.
Our work is driven by the
Corporate Plan which provides strategic direction to achieve our purpose of
making a difference so that people with disability can choose and achieve their goals.
The NDIA Values are:
•
We value people – We put participants at the heart of everything we do.
•
We grow together – We work together to deliver quality outcomes.
•
We aim higher – We are resilient and always have the courage to do better.
•
We take care – We own what we do and we do the right thing.
Our values reflect our passion and commitment to building a positive, participant-centred culture.
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The NDIA welcomes and encourages applications from people with disability, Aboriginal and Torres Strait
Islander peoples, and people with diverse cultural and linguistic backgrounds.
Where possible, the NDIA will make reasonable adjustments to enable individuals with disabilities to
perform the essential functions of the role.
About the Role
The DCEO Participant Experience Delivery is a SES Band 3 position. It is accountable to plan, lead and
deliver highly complex and significant outcomes, projects and work programs that have strategic, political,
and operational significance to the NDIA.
The DCEO Participant Experience Delivery is a functional and strategic leadership position within the NDIA
and has significant independence to make decisions within their area of accountability. It will lead and
contribute to the strategic planning of the NDIA’s objectives and wil set strategic direction, develop long-
term plans, and implement operational strategies aimed at achieving the NDIA’s mission to ‘build a world-
leading NDIS’.
The primary responsibilities of this position include:
• Ensuring that Scheme statutory Participant Service Guarantee and other service delivery targets
are met.
• Incorporating design, communications and engagement, quality and operational reporting and
change management as they relate to participants and the Participant Pathway.
• National operations - Scheme access, planning, quality, compliance, technical expertise.
(NOTE: the key responsibilities of the role are based on current priorities and may change over time)
The DCEO Participant Experience Delivery provides the leadership, control, planning, resource
management, performance management and decisions for the team leadership and team members
working in the Participant Experience Delivery Group. This includes developing, maintaining and
supporting a participant-centric workforce culture built around diversity and inclusion.
Relevant Duties
Leadership (Knowledge)
Duties include:
• Possess an in-depth understanding and extensive knowledge of the legislative requirements of the
National Disability Insurance Scheme Act 2013 (NDIS Act), the NDIS rules, Public Governance,
Performance and Accountability Act 2013 (PGPA Act) and PGPA rules.
• Possess and apply a high-level of strategic understanding of the operational requirements of the
NDIA to deliver the NDIS within the broader context of the Commonwealth APS.
• Possess and apply a broad understanding of the media, policy and political context in which NDIA
operates.
• Broad understanding of the insurance sector and its intersection with social policy.
• Full understanding and application of service improvement, performance management and
operational risk management for a nationally distributed workforce.
Leadership (Accountability)
Duties include:
• Full operational accountability for performance and improvement of national service delivery for
Scheme access, plan establishment and reviews, complaints management, quality assurance and
the achievement of Participant outcomes.
Position Description for: DCEO Participant Experience Delivery (DRAFT 9/09/2022)
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• Workforce management - including Full Time Equivalent (FTE) complement management,
recruitment, learning and development for Participant Experience Delivery Group staff.
• Management of budget allocation to approved Agency operating plans.
• Responsibility for operationalising strategy into Group plans across 3–5 years, and making
decisions across 5–10 year horizon.
Diversity and Span
Duties include:
• Leading the highly complex, nationally distributed and largest Group in the Agency of approximately
19 Senior Executive Staff (SES) and 4,000 staff.
• Accountability for overseeing an annualised operating budget of up to $450 million.
Stakeholder Management
Duties include:
• Extensive understanding of and ability to empathise with the needs of people living with disability,
their families and carers.
• Work closely with external stakeholders (including participants, participant representative groups,
providers, and other peak bodies), to develop and deliver strategic priorities.
• Meeting regularly with participants, their families / carers / representatives where appropriate.
• Meeting regularly with Minister and their advisors to manage expectations, inform of major activities,
align Ministerial and Agency objectives.
• High level engagement with the NDIA Board.
• Intra-Agency high level engagement as member of the Executive Leadership Team (ELT),
participating in all major Agency steering committees, providing strategic service delivery
perspective.
• High level engagement with other Commonwealth agencies, (including Department of Social
Services, Services Australia and Prime Minister and Cabinet), influencing outcomes to meet Agency
objectives
• Key relationships with the Commonwealth Public Sector Union and Comcare.
Job Context and Environment
Duties include:
• Accountable for the regulatory compliance of all Agency-based service delivery programs
• Accountable for key cohort policy, including those related to Aboriginal and Torres Strait Islander
Peoples, Culturally and Linguistically Diverse (CALD), LGBTIQA+ and others.
• Accountable for the identification and definition of emerging issues related to the NDIS across the
Australian community.
• Setting service delivery strategy and implementation.
• Identifying and managing high political risk and complexity
• Managing strategic and operational risks, including internal and regulatory (e.g. WHS) compliance,
fraud and participant welfare.
Judgement and Independence
Duties include:
• Independent management of Agency operations.
• High level judgement in the application of the NDIS Act in the delivery of the Scheme across metro,
regional and remote geographies.
• Flexibility to respond to significant external incidents such as flood, bushfires and pandemic.
Position Description for: DCEO Participant Experience Delivery (DRAFT 9/09/2022)
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Capabilities of the Role
The NDIA work within a capability framework aligned to the Australian Public Service (APS) Work Level
Standards. The capabilities detailed below are specific to the SES Band 3 level.
Facilitating Change
Encouraging others to implement better approaches to address problems and opportunities; leading the
implementation and acceptance of change within the workplace.
Customer Orientation
Placing a high priority on the internal or external customer’s perspective when making decisions and taking
action; implementing service practices that meet the customers’ and own organisation’s needs.
Building Organisational Talent
Establishing systems and processes to attract, develop, engage, and retain talented individuals; creating a
work environment where people can realise their full potential, thus allowing the organisation to meet
current and future business challenges.
Execution
Ensuring others contribute to organisation strategies by focusing them on the most critical priorities,
measuring progress, and ensuring accountability against those metrics.
Coaching and Developing Others
Providing feedback, instruction, and development guidance to help others excel in their current or future job
responsibilities; planning and supporting the development of individual skills and abilities.
Operational Decision Making
Securing and comparing information from multiple sources and uses this as the basis for identifying
operational business issues; committing to an action after weighing alternative solutions against important
decision criteria.
Influencing
Using effective management and communication to support staff understanding and commitment to actions
and ideas that support specific work outcomes.
Driving for Results
Setting high goals for personal and group accomplishment; using measurement methods to monitor
progress toward goals; tenaciously working to meet or exceed goals while deriving satisfaction from that
achievement and continuous improvement.
Positive Approach
Demonstrating a positive attitude in the face of difficult or challenging situations; providing an uplifting (yet
realistic) outlook on what the future holds and the opportunities it might present.
Work Level Expectations
The NDIA work within th
e Australian Public Service (APS) Work Level Standards. This position is aligned to
the duties of the SES Band 3 classification.
Role Specifications
The role is required to be performed in a work environment that has the following core characteristics and
requirements:
• Working in an open office environment (exposure to general workplace chatter)
• Working from home on occasion
• Working in a hot desk environment
• Significant periods of sitting at a counter or desk
Position Description for: DCEO Participant Experience Delivery (DRAFT 9/09/2022)
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• Operating a telephone
• Computer/screen-based work
• Ability to use computer/software applications including Microsoft Office and NDIA business
applications such as NDIA’s client records management system (CRM)
• Assistance animals may be in the work area
In addition to the above, the role may require:
• Performing high levels of phone usage and/or face to face work
Security
The following essential checks/clearances are required to perform the role:
• NDIS Worker Screening Check
• Australian Government Security Vetting Agency (AGSVA) clearance - a vetting process undertaken
before an individual may have access to classified information and resources. This is only
applicable to some positions within the NDIA that require the occupant to have access to classified
Australian Government information
• Pre-Engagement Check - this is a mandatory pre-employment security screening process. All
employees and contractors of NDIA must undertake a Pre-Engagement Check. This check is
undertaken for any individual who will have non-public access to Agency resources (information,
buildings, systems, assets, staff and customers)
Organisational Responsibilities
The occupant of this position will be responsible for the identification, management and mitigation of risks
related to their business functions.
The occupant of this position is accountable to provide leadership in the implementation, promotion of and
compliance with the
Work Health and Safety Act (Commonwealth) 2011 within their work area; and in
addition identify, evaluate and manage risk that ensures that team members and other persons within the
work area:
▪
take reasonable care for their own health and safety;
▪
take reasonable care that their acts or omissions do not adversely affect the health and safety of other
persons; and
▪
comply with reasonable instruction, policy or procedures given or notified by the NDIA relating to health
or safety across the NDIA.
Position Description for: DCEO Participant Experience Delivery (DRAFT 9/09/2022)
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DOCUMENT 8
FOI 24/25-1767
Approved: 21 Oct 2022
Owner: People and Culture Division
Deputy CEO Strategy and Service Improvement
Position Description
Position Details
The NDIA welcomes and encourages applications from people with disability, Aboriginal and Torres Strait
Islander peoples, and people with diverse cultural and linguistic backgrounds.
Position Name
Deputy CEO Strategy and Service Improvement
System Job Title
NDIA SES3 Deputy CEO
APS Classification
SES Band 3
Group
Strategy and Service Improvement
Reports to
CEO
Location
Various
Tenure
Ongoing/non-ongoing
Security Classification
Negative Vetting Level 1
Position Purpose
About the NDIA
The National Disability Insurance Agency (NDIA) is an independent statutory agency that is responsible for
implementing the National Disability Insurance Scheme (NDIS), which will support a better life for hundreds
of thousands of Australians with a significant and permanent disability and their families and carers.
The NDIA values a positive contemporary attitude to disability.
As a Commonwealth Agency, we work within a legislative and regulatory environment. We adhere to the
Australian Public Service Code of Conduct as set out in section 13 of the
Public Service Act 1999.
Our work is driven by the
Corporate Plan which provides strategic direction to achieve our purpose of
making a difference so that people with disability can choose and achieve their goals.
The NDIA Values are:
•
We value people – We put participants at the heart of everything we do.
•
We grow together – We work together to deliver quality outcomes.
•
We aim higher – We are resilient and always have the courage to do better.
•
We take care – We own what we do and we do the right thing.
Our values reflect our passion and commitment to building a positive, participant-centred culture.
1
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The NDIA welcomes and encourages applications from people with disability, Aboriginal and Torres Strait
Islander peoples, and people with diverse cultural and linguistic backgrounds.
Where possible, the NDIA will make reasonable adjustments to enable individuals with disabilities to
perform the essential functions of the role.
About the Role
The Deputy CEO Strategy and Service Improvement is a SES Band 3. The role is accountable to plan, lead
and deliver highly complex and significant outcomes, projects and work programs that have strategic,
political and operational significance to the National Disability Insurance Agency (NDIA).
The Deputy CEO Strategy and Service Improvement is a functional and strategic leadership position within
the NDIA and has significant independence to make decisions within their area of accountability. The role
wil lead and contribute to the strategic planning of the NDIA’s objectives and wil set strategic direction,
develop long-term plans and implement operational strategies aimed at achieving the NDIA’s mission to
‘build a world-leading National Disability Insurance Scheme’.
The primary responsibilities of this position include:
• Leading the development of NDIA Corporate Plan and Annual Work Plan including metrics to
monitor performance of the Scheme and Agency.
• Leading Agency-wide initiatives to generate insight on Agency progress and issues, including
reporting to the Board and Minister.
• Leading an Agency-wide program management function and change management function,
including the prioritisation of strategic initiatives and resourcing through a quarterly business review.
• Leading all design, development and implementation activities that improve participant outcomes
and their experience with the Agency and Scheme including business process, ICT systems,
practice guidance and quality processes.
• Leading to define and design the development of large systematic operational improvements
through service improvement and human-centered design.
• Leading the design of resources for frontline staff to be effective in their role in service delivery for
our participants.
• Leading and oversight role of all improvement activities from a policy position to a participant
experience outcome.
• Leading and oversight role in designing improvements to the participant pathway that enables
participants to achieve meaningful participant and Scheme outcomes.
• Providing tailored advice through research to inform and influence Board, CEO and Agency
priorities.
• Leading the Participant Advocate function and role that builds public trust and confidence in the
Scheme, as well as broad ownership and support for people with disability.
• Leading the development of effective, proactive, and meaningful participant engagement and
consultation for strategic programs across the NDIA.
• Leading external co-design projects to improve the way the NDIS operates
• Leading the development of dedicated Agency policy capability across the NDIA.
• Identifying, evaluating and critically analysing highly complex and politically sensitive issues and
concerns affecting policy outcomes to deliver evidence-based decision making and develop logical,
practical and well-balanced policy resolutions.
• Enhancing the NDIS use of evidence-based and evidence-informed practice in delivering outcomes
for participants, carers and family members.
• Championing insurance concepts and vision across all areas of the Agency.
(NOTE: the key responsibilities of the role are based on current priorities and may change over time)
Position Description for: Deputy CEO Strategy and Service Improvement (06/09/2022)
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The Deputy CEO Strategy and Service Improvement position provides an important leadership role within
the NDIA. It is responsible to provide the leadership, control, planning, resource management, performance
management and decisions for the team leadership, team membership and assigned contractors working
within their Strategy and Service Improvement work area.
Relevant Duties
Leadership (Knowledge)
Duties include:
• An in-depth understanding and knowledge of the legislative requirements of the
National Disability
Insurance Scheme Act 2013 (NDIS Act), the NDIS rules,
Public Governance, Performance and
Accountability Act 2013 (PGA Act) and PGPA rules.
• Scoping organisational problems that are often ambiguous, conduct analyses, create insight, and
communicate findings leading to action.
• An in-depth understanding and knowledge of Agency process and systems (or an ability to quickly
attain this understanding), to successfully solve Agency problems and issues.
• Delivering quality decision-making policy, systems and controls across a complex organisation.
• Developing operational policies to increase clarity, confidence and consistency in Agency decision-
making.
• Acquiring, maintaining and applying a program management processes, monitoring performance
and equipping functional areas with tools to facilitate continuous improvement.
• Leading change management functions and embedding change within the Agency.
• Leading the development of dedicated Agency policy capability across the NDIA.
• Identifying, evaluating and critically analyse highly complex and politically sensitive issues and
concerns affecting policy outcomes to deliver evidence-based decision making and develop logical,
practical and well-balanced policy resolutions.
• Deep understanding of social insurance schemes and disability policy.
Leadership (Accountability)
Duties include:
• Accountable for providing the Executive Leadership Team and Board with expert advice and
strategic and technical leadership around key Scheme challenges and opportunities.
• Leading and oversight role of all improvement activities from a policy position to a participant
experience outcome, including the development of policy, through to operational guidance for
external and internal audiences.
• Accountable for the development, prioritisation, monitoring and delivery of the Corporate Plan
initiatives with updates to the Board (and Minister, and other government departments where
relevant).
• Accountable for coordinating data and reporting via a range of mechanisms including annual work
plan, Corporate Plan, and contributing and driving results through other strategic initiatives.
• Accountable for the Agency-wide program management and change functions, including the
prioritisation of Agency initiatives and resourcing.
• Accountable for co-design projects which require deep industry knowledge.
Diversity and Span
Duties include:
• Leading a highly complex Group in the Agency of approximately 12 Senior Executive Staff (SES),
five Strategic Advisors and approximately 300 staff.
• Accountability for overseeing an annualised operating budget of up to $50 million.
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• Working across all relevant business units within the NDIA to achieve outcomes, providing detailed
information including business plans, strategies, priorities and procedures that provides clarity to
ensure requirements are communicated, understood and accepted.
• Accountable for providing strategic advice and operational policy across the broad spectrum of
Agency priorities.
• Accountable for input and strategic direction to a wide range of programs across the Agency.
Stakeholder Management
Duties include:
• Extensive understanding of and ability to empathise with the needs of people living with disability,
their families and carers.
• Actively liaise and influence internal stakeholders to deliver strategic priorities.
• Work closely with external stakeholders (including participants, participant representative groups,
providers, and other peak bodies), to develop and deliver strategic priorities.
• Authoritative source of strategic advice and recommendations including identifying gaps and areas
for development for CEO and Board.
• Building and maintaining strategic relationships with key stakeholders both in the sector and within
other Commonwealth, State and Territory governments.
• Monitoring, influencing and directing the engagement of Expert Advisors with key external
stakeholders, the Commonwealth, state and territory governments and other external governance
bodies.
• Representing, communicating, influencing and negotiating on behalf of the NDIA to advance the
NDIA’s interests with stakeholders including cross-agencies, inter-jurisdictional, participants and
carer representatives and other reference groups and community networks.
Job Context and Environment
Duties include:
• Ensuring Agency priorities delivered against quarterly milestones, and link to the overall Corporate
Plan objective.
• Driving scope, design, analysis, recommendation and implementation planning on complex
problems.
• Developing operational policy on complex issues to improve Agency decision making.
• Leading the development of standardised templates, frameworks and tools for design work and
change management across the Agency and technical advice on Agency change, while overseeing
the successful development and execution of the projects aligned to the NDIA’s Corporate Plan.
• External market scanning, providing the executive with strategic intelligence where required.
• Applying experience in social insurance schemes and disability policy.
Judgement and Independence
Duties include:
• Driving and managing new scope and design perspectives, or significant improvement on existing,
pan-Agency issues.
• Deep understanding of the strategic context and stakeholder environment in order to provide
recommendations to the Executive Leadership Team on the relative priority of proposed initiatives.
• Interpreting complex legislative frameworks and service standards in leading critical organisational
issues and initiatives.
• Advising executive leadership teams and other governance bodies on the impacts anticipated from
new ways of working and support the prioritisation of change.
• Judging organisational maturity against implementation of project frameworks for effective
execution.
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Capabilities of the Role
The NDIA work within a capability framework aligned to the Australian Public Service (APS) Work Level
Standards. The capabilities detailed below are specific to the SES Band 3 level.
Facilitating Change
Encouraging others to implement better approaches to address problems and opportunities; leading the
implementation and acceptance of change within the workplace.
Customer Orientation
Placing a high priority on the internal or external customer’s perspective when making decisions and taking
action; implementing service practices that meet the customers’ and own organisation’s needs.
Building Organisational Talent
Establishing systems and processes to attract, develop, engage, and retain talented individuals; creating a
work environment where people can realise their full potential, thus allowing the organisation to meet
current and future business challenges.
Execution
Ensuring others contribute to organisation strategies by focusing them on the most critical priorities,
measuring progress, and ensuring accountability against those metrics.
Coaching and Developing Others
Providing feedback, instruction, and development guidance to help others excel in their current or future job
responsibilities; planning and supporting the development of individual skills and abilities.
Operational Decision Making
Securing and comparing information from multiple sources and uses this as the basis for identifying
operational business issues; committing to an action after weighing alternative solutions against important
decision criteria.
Influencing
Using effective involvement and persuasion strategies to gain acceptance of ideas and commitment to
actions that support specific work outcomes.
Driving for Results
Setting high goals for personal and group accomplishment; using measurement methods to monitor
progress toward goals; tenaciously working to meet or exceed goals while deriving satisfaction from that
achievement and continuous improvement.
Positive Approach
Demonstrating a positive attitude in the face of difficult or challenging situations; providing an uplifting (yet
realistic) outlook on what the future holds and the opportunities it might present.
Work Level Expectations
The NDIA work within th
e Australian Public Service (APS) Work Level Standards. This position is aligned to
the duties of the SES Band 3 classification.
Role Specifications
The role is required to be performed in a work environment that has the following core characteristics and
requirements:
• Working in an open office environment (exposure to general workplace chatter)
• Working from home on occasion
• Working in a hot desk environment
• Significant periods of sitting at a counter or desk
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• Operating a telephone
• Computer/screen-based work
• Ability to use computer/software applications including Microsoft Office and NDIA business
applications such as NDIA’s client records management system (CRM)
• Assistance animals may be in the work area
In addition to the above, the role may require:
• Performing high levels of phone usage and/or face to face work
Security
The following essential checks/clearances are required to perform the role:
• Working with Children Check
• NDIS Worker Screening Check
• Australian Government Security Vetting Agency (AGSVA) clearance - a vetting process undertaken
before an individual may have access to classified information and resources. This is only
applicable to some positions within the NDIA that require the occupant to have access to classified
Australian Government information
• Pre-Engagement Check - this is a mandatory pre-employment security screening process. All
employees and contractors of NDIA must undertake a Pre-Engagement Check. This check is
undertaken for any individual who will have non-public access to agency resources (information,
buildings, systems, assets, staff and customers).
Organisational Responsibilities
The occupant of this position will be responsible for the identification, management and mitigation of risks
related to their business functions.
The occupant of this position is accountable to provide leadership in the implementation, promotion of and
compliance with the
Work Health and Safety Act (Commonwealth) 2011 within their work area; and in
addition identify, evaluate and manage risk that ensures that team members and other persons within the
work area:
▪
take reasonable care for their own health and safety
▪
take reasonable care that their acts or omissions do not adversely affect the health and safety of
other persons, and
▪
comply with reasonable instruction, policy or procedures given or notified by the NDIA relating to
health or safety across the NDIA.
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Office of Agency Accessibility and Inclusion (OAAI) accountability statement
Our purpose
The NDIA strives to be an employer of choice. The Office of Agency Accessibility and Inclusion is a specialist branch reporting directly to Chief
Operating Officer. We are dedicated to working collaboratively across the Agency to provide specialist advice, strategic and operational support
to drive a culture of accessibility and inclusion.
Main accountabilities
The OAAI will improve the accessibility of the Agency’s systems, processes, and supports for staff and to continue building an inclusive culture
for staff. We will do this through:
Supporting staff with disability and managers to understand and access the support and tools they need to work at the Agency.
Advancing accessible technology and systems through inclusive design, training, and standards for Agency accountability.
Championing a culture of inclusion and diversity for all staff through strategic engagement, evaluation, and empowerment of diversity
groups within the Agency.
Driving disability inclusion, employment, and engagement through strategic planning, governance, and network initiatives.
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Chief People and Wellbeing Officer Division
Our purpose
The Chief People and Wellbeing Officer Division oversees the operations, as well as the development and implementation of strategies, related
to the attraction, retention, engagement, performance, conditions, and wellbeing of our people.
The Division is dedicated to fostering a positive, inclusive, and supportive workplace culture, and providing staff with the tools, support, and
environment to thrive at work.
Main accountabilities
We are accountable for:
Partnering with stakeholders across the employee lifecycle, delivering expert people, culture and wellbeing services to support a
capable and responsive workforce.
Designing and leading strategic workforce and culture initiatives, grounded in data and insights, to build a high-performing, safe,
inclusive and healthy workplace.
Attracting, recruiting and retaining diverse talent, especially people with disability, by strengthening leadership capability, supporting
career growth and ensuring fair and transparent recruitment and performance practices.
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Workforce, Data, Insights and Culture Branch
Our purpose
This Branch contributes to Agency performance by integrating operational and strategic development to foster a supportive, inclusive, and high-
performing workplace.
We are dedicated to supporting the NDIS Reform agenda through strategic workforce planning, innovation, and strategy. We proactively
cultivate a workplace environment where staff feel valued, motivated, and connected to the Agency’s goals through our Culture Strategy and
provide a robust people narrative to support informed decision-making using key data and analytics. By driving collaboration, innovation, and
growth across the Agency, we ensure that we have the workforce and culture needed to thrive through ongoing change.
Main accountabilities
We are accountable for:
Providing data and insights to inform strategic workforce initiatives and planning, collaborating on cross-agency projects, maintaining
workforce allocations and managing the Agency’s organisation structure.
Leading Agency-wide people and culture engagement activities such as APS Census, Culture Champions Network (CCN) and SES Site
Champion program.
Developing and overseeing the Enterprise Workforce Strategy and workplace Culture Strategy to foster a supportive, inclusive, and
high-performing workplace that is fit and sized for purpose.
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People Support and Integrity Branch
Our purpose
This Branch delivers education, advice, support, and case management through tiered people solutions from self-service, service desk support,
individualised case management. It effectively partners with business to strengthen organisational culture, align with business strategy and
enhance organisational performance.
Our specialised services include health management, early intervention, rehabilitation, workplace supports, wellbeing, performance
management, unacceptable behaviour support, formal workplace conduct advice and investigations, reviews of action and matters in external
jurisdictions.
Main accountabilities
We are accountable for:
Enabling equitable and safe workplaces by providing support, health case management and facilitating supports for staff to stay well or
recover at work.
Ensuring our people feel safe and supported to come to work each day by enabling the Agency to manage risk and provide a physically
and psychologically safe and healthy workplace.
Providing trusted solutions and building confidence and capability in our leaders and people ranging from simple to complex, sensitive
and challenging people matters.
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Workplace Conditions and SES Services Branch
Our purpose
This Branch enables and protects the Agency through proactive and expert advice, services, and solutions for workplace conditions, workplace
relations and a high-performing senior executive workforce.
By fostering mutual trust and respect between Agency leaders, staff, and their representatives, we contribute to building a productive and
thriving workplace where everyone understands their employment conditions and are consulted on changes that impact them, and where
industrial risks are appropriately managed.
Through ongoing engagement and collaboration with internal and external stakeholders, we promote the Agency as a leader in the Australian
Public Service and as an employer of choice.
Main accountabilities
We are accountable for:
Working with key stakeholders to implement conditions of the NDIA Enterprise Agreement (EA), prepare the Agency for the next EA,
and ensure successful implementation of employment legislation, and people policy.
Overseeing the development and governance of all people policies and remuneration processes and fostering an environment for
genuine engagement and consultation in line with Industrial Relations and legislative frameworks through effective and supportive
relationship management.
Supporting and advising on Senior Executive Service (SES) workforce planning, recruitment, remuneration, performance, and
development to enable the NDIA to manage current and anticipated SES workforce requirements, ongoing capability uplift and
performance assessment.
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Recruitment and Staff Development Branch
Our purpose
This Branch supports the Agency to be an employer of choice by enabling innovative hiring practices and a learning culture that attracts and
develops a diverse workforce with the mindsets, skills, and capabilities required to successfully deliver the NDIS.
Main accountabilities
We are accountable for:
Delivering a performance system that ensures all staff at the Agency understand the responsibilities and expectations of their role and
how it contributes to enabling participants to exercise choice and control.
Enabling fair, merit-based recruitment that is inclusive by design to ensure equal opportunity, transparency, and ultimately attract skilled
candidates to the Agency as an employer of choice.
Delivering learning solutions that support all staff at the Agency with accessible, contemporary, and inclusive learning experiences to
help them perform their roles effectively and support them to reach their professional goals.
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Safety, Wellbeing and Security Branch
Our purpose
This Branch is responsible for creating a safe, healthy, and secure workplace for staff and participants through measures and initiatives which
build a safety-first culture, enhance wellbeing, provide education and awareness of site and staff security protocols. This enables the Agency to
strengthen workforce culture and facilitate positive outcomes for Scheme participants in a safe, secure, and supportive workplace.
Main accountabilities
We are accountable for:
Providing a secure, safe, and healthy workplace and ensuring our people are supported and empowered to enable this.
Managing operational safety and security risks through proactive planning, strong governance and high responsiveness to ensure we
are meeting and exceeding the Agency’s safety and security responsibilities in the workplace. This includes compliance with safety
regulations and Australian Government security frameworks.
Delivering strategic and tailored safety, wellbeing, and security initiatives that proactively foster a culture of care, build workforce
capability, and confidence and capability in our people to navigate complex and challenging safety and security matters.
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Risk, Audit and Resilience Division (Chief Risk Officer)
Our purpose
The Risk, Audit and Resilience Division is a key business enabler supporting the execution of the Agency's operational and strategic objectives
through the activation of best practice risk and governance principles, proactive compliance monitoring, and specialist risk advice.
We assist the NDIA Board, committees of the Board and the senior management of the NDIA to develop and maintain systems of risk
management and control, consistent with the
NDIS Risk Management Rules and the
Public Governance, Performance and Accountability Act .
Main accountabilities
We are accountable for:
Assisting the NDIA’s senior leadership team to take the steps necessary to monitor and manage risks in line with the NDIA Risk
Management Strategy
Ensuring appropriate policies and processes are in place for making decisions affected by risk that are consistent with the NDIA Risk
Management Strategy
Ensuring the NDIA establishes and maintains appropriate controls in relation to risk that are consistent with the NDIA’s risk profile and
are understood by, and regularly communicated to, relevant staff of the NDIA
Managing the NDIA’s Emergency Management and Business Resilience functions
Ensuring the delivery of NDIA internal audit functions, including coordination of external audit activity
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Audit Branch
Our purpose
The Audit Branch supports the Agency reach its key objectives by:
assessing the effectiveness of the Agency risk and control frameworks
supporting the business to improve the effectiveness of governance, risk management and internal control processes
providing assurance and advisory services to the CEO, the Agency’s Audit and Risk Committee and the NDIA Board.
Main accountabilities
We are accountable for:
Reporting on audit matters to the Board, SLT and business
Delivery of Agency assurance programs over risk and internal controls (Internal Audit Plan and Controls Assurance)
Fostering the NDIA’s relationship with and coordination of requests from the Australian National Audit Office
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Risk and Emergency Management Branch
Our purpose
The Risk and Emergency Management Branch provides timely, relevant and pragmatic advice and services to support the Agency
to identify and manage its risks and issues.
We manage and coordinate a whole-of-agency, unified, all-hazards approach to preparation for, response to, and recovery from
systemic business disruption.
Main accountabilities
We are accountable for:
Risk Management:
Enterprise, strategic and regulatory risk oversight, performance monitoring and reporting
Specialist advice across fraud, operational and project risks and controls
Management of the Agency’s Risk Management Strategy, Appetite and Framework.
Emergency Management:
Agency Response and Recovery Team (ARRT) coordination and Secretariat
Business Continuity Management (BCM) planning, training and testing
Crisis coordination and continuity reporting, and data breach response coordination for the Agency.
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Chief Commercial and Corporate Officer Division
Our purpose
The Chief Commercial and Corporate Officer Division is responsible for the delivery of travel, fleet vehicles, information management, mail,
procurement, property, and shared services account management. We also coordinate a range of Agency planning and reporting processes, as
well as support a continuous improvement programme for the Enabling Services Group.
Main accountabilities
We are accountable for:
Supporting business areas to source goods and services, including labour hire workers, in line with the NDIA Procurement Framework.
Developing, maintaining, providing advice, and monitoring compliance with Agency records policies.
Providing corporate operations services including mail, courier, travel and fleet vehicle services.
Leasing, constructing, and maintaining NDIA properties.
Managing and monitoring the Shared Services agreement and relationship with Services Australia for people, financial, ICT and other
corporate and business services.
Coordination of key agency publications such as the Annual Report and Corporate Plan.
Delivery of transformation and improvement services to improve systems and processes across Agency enabling services.
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Procurement Branch
Our purpose
The Procurement Branch is responsible for partnering with business areas to source goods and services for the Agency through a centralised
procurement model. We focus on applying the Commonwealth Procurement Rules, and NDIA Procurement Framework to ensure value for
money outcomes.
Main accountabilities
We are accountable for:
Maintaining the NDIA Procurement Framework.
Managing legislative, compliance, and operational reporting on Agency procurement and grants.
Promoting and facilitating procurement activities through partnering with business areas.
Supporting business areas to facilitate grant activities.
Sourcing labour hire staff.
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Corporate, Information, and Property Services Branch
Our purpose
The Corporate, Information, and Property Services Branch is responsible for the delivery of centralised corporate services to the Agency,
including delivering and managing the Agency’s physical property portfolio, corporate services, and shared services arrangements with
Services Australia.
Main accountabilities
We are accountable for:
Developing, maintaining, providing advice on, and monitoring compliance with Agency records policies, in line with the A
rchives Act
1983, National Archives policies and standards and the
National Disability Insurance Act 2013 and NDIS Rules.
Supporting and training business areas to make appropriate records in line with Agency policies.
Providing corporate services including mail, courier, uniforms, travel and fleet vehicle services.
Leasing, constructing, and maintaining NDIA occupied properties.
Managing and monitoring the Shared Services agreement and relationship with Services Australia for people, financial, ICT and other
corporate and business services.
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Enterprise Performance and Improvement Branch
Our purpose
The Enterprise Performance and Improvement Branch plays a pivotal role in enhancing the strategic delivery of enabling services within the
NDIA.
Main accountabilities
We are accountable for:
Coordinating and or producing key planning documents including the Portfolio Budget Statement, Agency Business Plans, Corporate
Plan, and Annual Report in accordance with the NDIA Integrated Performance Framework and Commonwealth Performance
Framework.
Supporting the monitoring of the effectiveness of Enabling Services, through activities such as the Voice of Staff survey, and supporting
service enhancement through provision of a Continuous Improvement (CI) Framework
Provides Programme and Project management support for Chief Operating Officer Priorities.
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Chief Financial Officer Division
Our purpose
The Chief Financial Officer Division is responsible in ensuring financial governance and management within the NDIA. The division is dedicated
to upholding compliance with legislative and policy obligations, including the
Public Governance, Performance and Accountability Act (2013)
and the
National Disability Insurance Scheme Act (2013).
We collaborate with stakeholders across the agency and government to ensure efficient, effective, and ethical use of Commonwealth resources
while championing transformative change and enhancing financial sustainability.
Main accountabilities
We are accountable for:
Providing timely and accurate financial information to support the agency's decision-making and align with the Government’s objectives,
which encompasses managing financial controls, fulfilling reporting requirements, and offering expert financial advice to internal
stakeholders.
Providing strategic financial advice to assist with decision-making through forecasting and reporting, and acting as a connection
between the business and the broader Agency.
Delivering timely and accurate management reporting on results, budgets, forecasts, and insights to internal stakeholders, including the
NDIA Board and the NDIA’s Strategic Leadership Team.
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Financial Reporting and Control Branch
Our purpose
The Financial Reporting and Control Branch supports the Agency in financial management and compliance with legislative and policy
requirements, including the
Public Governance, Performance and Accountability Act (2013) and the
National Disability Insurance Scheme Act
(2013). We provide timely and accurate financial information based on strong financial controls, supporting the agency’s decision-making and
the Government’s objectives for financial sustainability of both the agency and the scheme.
Main accountabilities
We are accountable for:
Financial Governance and Compliance – Ensuring compliance with legislative and policy obligations, particularly under the Public
Governance, Performance and Accountability Act (2013) and the National Disability Insurance Scheme Act (2013). This includes
delivering audited annual financial statements, managing Accountable Authority Instructions, and developing effective financial controls
and policies. We also embed better financial practices, and promote legislative compliance across the Agency, through the provision of
training, guidance and advice from subject matter experts.
Financial Reporting - Providing timely and accurate financial information to support the agency's decision-making and align with the
Government’s objectives, which encompasses managing financial controls, fulfilling reporting requirements, and offering expert financial
advice to internal stakeholders.
Scheme Reporting – Ensuring the integrity and accuracy of the Scheme's financial statements. We provide comprehensive oversight
of the Scheme's financial performance and position, diligently monitoring the financial systems and controls that underpin these
statements. We are responsible for the financial management of the Bilateral Agreements including managing the contributions of the
Scheme.
Finance Projects and Systems - Support the implementation of finance projects across the branch. Provide financial analyses to
business areas across the Agency; and collaborate with other jurisdictions and entities to deliver efficient and effective outcomes.
Treasury and Assets – Manage all cash and investments operations to ensure sufficient liquidity to meet the Agency’s objectives. This
encompasses daily cashflow reporting and forecasting, maintaining the investment register, Investment analysis, modelling interest
Financial Operations – Managing the payables and receivables of the Agency along with credit card management and compliance.
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Budget Management, Strategy and Support
Our purpose
The Budget Management, Strategy and Support Branch is responsible for delivering the agency’s internal and external budgets and costings,
developing and managing the agency’s budget strategy to seek central agency support for investment in the agency and the scheme,
management reporting and the provision of finance business partnering services to the agency.
Main accountabilities
We are accountable for:
Budget Delivery and Costing Management: Overseeing the development and management of the Agency’s internal and external
budgets, including costing activities.
Finance Business Partnering Services: Providing strategic financial advice to assist with decision-making through forecasting and
reporting, and acting as a connection between the business and the broader Agency.
Management Reporting: Delivering timely and accurate management reporting on results, budgets, forecasts, and insights to internal
stakeholders, including the NDIA Board and the NDIA’s Strategic Leadership Team. This includes providing expert and proactive
financial advice, analysis, and recommendations to support strategic and tactical decision-making regarding resource allocation.
Budget Strategy: Partnering with stakeholder agencies (notably the Departments of Social Services and Finance), and liaising across
the agency to support decision-making regarding the budget strategy and investment in the operations of the agency and the scheme.
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First Nations Group
Our Vision
Achieve equitable access and outcomes for First Nations people with disability
Our purpose
To facilitate First Nations-led systems reform, organisational and scheme cultural safety change, First Nations workforce growth and retention,
and First Nations approaches to improved scheme access and outcomes for First Nations Peoples with disability and their families and carers.
The First Nations Group is dedicated to improving equity, access and outcomes for First Nations peoples with disabilities by leading culturally
safe, innovative, and First Nations-led reforms across the NDIS. Through its two divisions, the First Nations group drives system transformation
and reform, policy development, and strategic initiatives that ensure First Nations voices are central to decision-making.
Together, our divisions facilitate a culturally safe Agency and scheme, driven by First Nations leadership and tailored to the unique needs of
First Nations peoples with disability. Additionally, we are committed to supporting First Nations best practice engagement and codesign across
NDIA. By championing these practices, we ensure that the development and implementation of our initiatives are deeply rooted in First Nations
knowledge, perspectives, and priorities. This approach not only enhances the relevance and effectiveness of our work but also fosters genuine
collaboration, co-design and empowerment within First Nations communities.
The Group currently comprises two Divisions:
• First Nations System Transformation and Cultural Safety Division
• First Nations Strategy and Innovation Division.
Main accountabilities
We are accountable for:
• Leading, facilitating and evaluating system reforms and policies, and relationships underpinning equitable access and outcomes for First
Nations people with disability
• Strengthening First Nations-led and culturally safe organisational policies, strategies and practices
• Leading, facilitating and guiding First Nations designed approaches to improve scheme access and outcomes for First Nations peoples
with disability
• Developing, incubating and transferring First Nations innovations that improve scheme access and outcomes for First Nations peoples
with disability.
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First Nations System Transformation and Cultural Safety Division
This division drives equity, access, and improved outcomes for First Nations peoples with disability by leading and evaluating system-wide
reforms, policies, partnerships and engagement.
It currently comprises:
• First Nations Systems and Data Branch
• First Nations Cultural Safety Branch.
First Nations Systems and Data Branch
Our purpose
The First Nations Systems and Data Branch is responsible for leading, facilitating and evaluating system reform and policy, and to ensure
equitable access and outcomes for First Nations people with disability. The Branch is dedicated to leading and evaluating system reforms,
policies, and partnerships that enhance, equity, access and outcomes for First Nations people with disability.
Emphasising policy reform, the National Closing the Gap Agreement, relationship-building, and data-informed decision-making, the branch
ensures that First Nations perspectives are central to all initiatives. By fostering strong relationships, implementing targeted reforms, and
developing culturally safe data and evaluation frameworks, the branch drives meaningful, evidence-based change to improve the lives of First
Nations people with disability.
Main accountabilities
We are accountable for leading, enabling and advising on:
• First Nations aspects of system reform
• NDIA’s commitments under the National Agreement on Closing the Gap
• First Nations relationships and communications
• First Nations data priorities, data collection, monitoring and evaluation.
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First Nations Cultural Safety Branch
Our purpose
The First Nations Cultural Safety Branch will strengthen First Nations-led and culturally safe organisational policy, strategy and practice.
Prioritising growing First Nations leadership, the branch will drive organisational changes through a cultural safety initiative, ensuring Agency-
wide commitment to improving access for First Nations participants. It will develop a First Nations Workforce Strategy to attract, support, and
retain First Nations staff. Additionally, the branch works with the NDIS Quality and Safeguards Commission to improve the cultural safety and
quality of NDIS services for First Nations peoples.
Main accountabilities
We are accountable for:
• Leading an organisational cultural safety change initiative
• Developing a First Nations Workforce Strategy
• Enabling, and advising on, approaches to improving the quality and cultural safety of NDIS services and other supports for First Nations
participants.
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First Nations Strategy and Innovation Division
This division leads the development, implementation, and impact of the NDIS First Nations Strategy 2025-2030 and First Nations pathways,
with a focus on enhancing equity, access and participation in the NDIS for First Nations peoples with disability.
It currently comprises:
• First Nations Governance Branch
• First Nations Pathways and Innovation Branch.
First Nations Governance Branch
Our purpose
The First Nations Governance Branch leads in promoting and embedding First Nations approaches to Scheme design and implementation with
the objective of improving equity, access and outcomes for First Nations peoples with disability. A key focus is embedding First Nations
approaches to co-design and strengthening the voices of First Nations people in NDIA governance.
The Branch also coordinates the implementation and evaluation of the NDIS First Nations Strategy, which provides a Group-wide framework for
implementing First Nations reforms across the Agency and disability ecosystem more broadly. In doing this, the Branch maintains effective
relationships and partnerships across the Agency, whole-of-government, and with First Nations stakeholders.
Main accountabilities
We are accountable for leading the:
• Implementation and evaluation of the NDIS First Nations Strategy 2025-2030
• Secretariat support and cultural leadership for the IAC First Nations Reference Group (FNRG)
• Embedding First Nations approaches in NDIS co-design and engagement.
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First Nations Pathways and Innovation Branch
Our purpose
The First Nations Pathways and Innovation Branch will develop, incubate and transfer First Nations innovations that improve scheme access
and outcomes for First Nations peoples with disability.
The branch works to build and grow First Nations markets and sectors by identifying gaps and co-designing a Market and Sector Development
strategy. It also focuses on creating new culturally safe NDIS pathways, reviewing existing practices and embedding new initiatives in a phased
approach. Additionally, the branch nurtures innovation through the incubation of First Nations approaches for priority focus areas and emerging
NDIS initiatives, including the Early Childhood initiative, Fetal Alcohol Spectrum Disorder (FASD) projects, and a First Nations-led Call Centre,
ensuring these innovations are effectively transferred for sustainable impact.
Main accountabilities
We are accountable for enabling and advising, developing, incubating and transferring:
• A strategy and implementation plan to develop First Nations markets and sectors
• Culturally safe First Nations NDIS pathways for ongoing implementation
• The design and implementation of innovative First Nations approaches for NDIS initiatives.
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Integrity Transformation Division
Our purpose
The Transformation Division purpose is to deliver large-scale transformation programs that improve the participant experience and the integrity
of the Scheme.
This Division is responsible for making interacting with the NDIA “easier to get it right, and harder to get it wrong” through the delivery of the
Crack Down on Fraud Program, and ongoing transformation of the National Contact Centre capability.
Main accountabilities
We are accountable for:
• Delivering the Crack Down on Fraud Program including coordinating program implementation and management. Working in
collaboration with internal and external stakeholders (including the Digital Transformation Agency) to ensure milestones of the program
are met on time and within budget.
• Working with the Fraud Fusion Taskforce to build and implement NDIA integrity solutions that support the whole-of-government
strategy.
• Providing personalised and high-quality contact services for participants, nominees, carers, service providers and organisation.
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National Contact Centre Branch (NCCB)
Our purpose
The NDIA National Contact Centre (NCC) purpose is to deliver personalised and high-quality contact services about the NDIS for people with
disability, their families and carers, service providers and organisations.
This Branch operates and supports the National Contact Centre. The Branch provides front-line delivery services and support functions to build
deliver capability in the NCC. The Branch also provides work processing and triage for other Agency areas (e.g., payment processing, portal
support, complaints).
Main accountabilities
We are accountable for:
• Managing Participant and Community enquiries through telephony, webchat and email channels, processing, and triage of other work
streams such as payments, complaints, and portal support, meeting quality, responsiveness standards and a high standard of
satisfaction.
• Developing NCC capability through the provision of training and quality assurance functions.
• Contributing to the strategic goals and corporate plan of the NDIA through ongoing development of the NCC function (NCC
Transformation Strategy).
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Transformation Programs Branch
Our purpose
The Transformation Programs branch purpose is to deliver large-scale
transformation programs that improve the participant experience and the integrity of the Scheme.
This Branch supports the Crack Down on Fraud (CDoF) Senior Responsible Officer (SRO) and Program Board and is responsible for delivering
its objectives and milestones. The CDoF Program will uplift the NDIA’s ICT capabilities, to streamline interactions for participants, nominees,
providers, and their representatives with NDIS systems, and support the NDIA to detect and prevent fraud and non-compliance. People
interacting with the Scheme will find it ‘easier to get it right, and harder to get it wrong’,
Main accountabilities
We are accountable for:
• Delivering the Crack Down on Fraud Program including coordinating program management across scheduling, budget and finance,
procurement and contract management, reporting, risk and issues, benefits realisation, assurance and secretariat support.
• Working in collaboration with internal and external stakeholders (including the Digital Transformation Agency) to ensure milestones of
the program are met.
• Working with the Fraud Fusion Taskforce to build and implement NDIA integrity solutions that support the whole-of-government
strategy.
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Fraud Fusion Taskforce and Integrity Capability Division
Our purpose
This Division drives the Agency’s integrity response and capability uplift as well as the coordination of the whole-of-government multi-agency
Fraud Fusion Taskforce (FFT).
Main accountabilities
We are accountable for:
• Investigating and responding to internal and external fraud against the NDIS which includes undertaking criminal investigations of
serious and organised fraud against the NDIS in partnership with Fraud Fusion Taskforce member agencies.
• We manage the tip-off process and collect other intelligence about integrity concerns and ensure that this is acted upon. We develop
risk profiles through detection analytics which inform our responses.
• We use scalable compliance approaches and treatments to address known and emerging integrity and fraud matters.
• We undertake fraud investigations and progress prosecutions for serious cases.
• The overall governance and management of the multi-agency Fraud Fusion Taskforce (FFT). This includes development of agreed
strategic prevention concepts and priorities across FFT agencies and reporting of savings and benefits.
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Fraud Fusion Taskforce Capability Branch
Our purpose
This Branch enables Fraud Fusion Taskforce (FFT) deliverables by coordinating multi-agency effort and supporting strategic integrity capability
uplift across whole-of-government.
Main accountabilities
We are accountable for:
• Leading the overall governance and management of the multi-agency Fraud Fusion Taskforce (FFT). This includes managing the FFT
committees and cross and inter-agency and external stakeholder engagement and communication.
• We have developed, and have agreement on, the progression of 16 strategic prevention concepts across FFT agencies.
• We work with our Fraud Fusion Taskforce partner agencies to coordinate efforts on intelligence, investigations and strategic prevention
activities, while maximising the impact of the Fraud Fusion Centre.
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Fraud Investigations Branch
Our purpose
This Branch will investigate and respond to internal and external fraud against the NDIS. Our branch represents the operational part of the
Fraud Fusion Taskforce.
Main accountabilities
We are accountable for:
• Undertaking general criminal investigations of serious and organised fraud against the NDIS – sometimes will we manage work via a
‘strikeforce’ that targets and takes out known criminal networks committing fraud, in conjunction with our Fraud Fusion Taskforce
partners. We also detect and respond to allegations of fraud and corruption against the NDIS involving Agency employees, partner staff
and contractors.
• We use forensic accounting skills to investigate fraud and analyse financial information for use in criminal investigations and legal
proceedings.
• We take administrative action against serious non-compliant offenders (including providers, participants and nominees) as an alternate
or parallel treatment to criminal prosecution.
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Intelligence and Analytics Branch
Our purpose
This Branch will collect intelligence about integrity concerns, develop risk profiles, and ensure that these are acted upon.
Main accountabilities
We are accountable for:
• Operational, tactical and strategic intelligence, enabling the detection and response to integrity concerns.
• Managing the tip-off process. This includes triaging, assessing and ensuring tip-offs are responded to in an efficient and effective way.
• Running detection analytics to develop risk profiles.
• Reporting integrity results across the Agency and Scheme.
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Scalable Responses Branch
Our purpose
This Branch will implement a range of innovative and dynamic responses to respond to risk profiles generated in the Intelligence and Analytics
Branch.
Main accountabilities
We are accountable for:
• Implementing campaigns and other approaches that address known risk profiles in a scalable way.
• Managing the payment integrity function for the Agency.
• Creating toolkits and lifting capability across the Agency for staff to respond to integrity issues.
• Introducing a field audit function to enhance our ability to influence better compliance.
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Board Secretary, Ministerial and Parliamentary Branch
Our purpose
The Board Secretary, Ministerial and Parliamentary Branch supports the CEO, Board and Minister to make informed decisions for the benefit of
participants and sustainability of the NDIS. We do this by providing coordination, support and advice on Ministerial and Parliamentary matters
and products, and enabling the effective operation of the Board to ensure the NDIA meets its obligations as a Commonwealth entity Agency’s
functions are performed properly, efficiently and effectively to deliver for participants of the NDIS, their families and carers.
Main accountabilities
We are accountable for:
• We are accountable for:
• Secretariat functions for the NDIA Board and its Committees secretariat (including. whole of Agency governance workplan for 2024)
• Parliamentary engagement and support including Cabinet Liaison
• Ministerial engagement and support (including PDMS administration and system support) for the agency and Minister’s office.
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Reviews and Information Release Division
Our purpose
This Division will deliver specialised administrative decisions and strategic support essential to our Agency's success. We support participants
by facilitating their review rights and providing transparent information access whilst protecting their personal information. The division ensures
quality outcomes through comprehensive reviews, freedom of information and privacy services and provide valuable insights to enhance
delivery of the scheme.
Main accountabilities
We are accountable for:
• Providing improved strategic insights to guide policy and operational settings informed by functions of the division
• Evolving the review pathway to operationalise both existing and new reviewable decisions in a participant centred way
• Supporting participants and the Administrative Review Tribunal to implement the new merits review body.
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Internal Reviews Branch
Our purpose
The Internal Reviews Branch has a critical focus on the National Disability Insurance Scheme (NDIS) applicant and participant experience and
is responsible for the delivery of quality Internal Review outcomes in accordance with the relevant timeliness including the Participant Service
Charter and Participant Service Guarantee.
Main accountabilities
We are accountable for:
• Leading the operational function of Internal Reviews to manage the implementation and operation of the National Disability Insurance
Scheme (NDIS) (Sections (99-102) of the NDIS Act 2013)
• Coordinating and driving frontline for participant experience and productivity perspective in accordance with the Participant Service
Charter (PSC) engagement principles and the timeframes in Participant Service Guarantee (PSG)
• Delivering and managing of NDIA systems and processes that protect the integrity of the participant experience and ensure that
participants and their support networks are provided with a consistent, high-quality experience
• Directing and managing the delivery of NDIA policy and operational outcomes for internal reviews
• Using sound judgement and effectively communicating the timely decisions that ensures improved outcomes for people with disabilities
• Building a continuous improvement culture focused on participant outcomes through strong engagement with key business areas and a
capable and engaged workforce
• NDIS compliance, process controls and first line risk management.
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External Reviews Branch
Our purpose
The External Reviews Branch will be
responsible for managing and resolving applications to the Administrative Review Tribunal for external
review of reviewable decisions made under section 100(6) of the NDIS Act.
Main accountabilities
We are accountable for:
• Achieving the best possible resolution for participants quickly and fairly or, where early resolution is not possible, running a case to
hearing
• Building a continuous improvement culture focused on participant outcomes through strong engagement with key business areas
• Using sound judgement and effectively communicating timely decisions that ensures improved outcomes for people with disabilities
• NDIS compliance, process controls and first line risk management.
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Information Release, Privacy and Legal Operations Branch
Our purpose
The Information Release, Privacy and Legal Operations (IRPLO) Branch is responsible for providing strategic and operational support, quality
and capability uplift services to the legal branches under the Chief Counsel Division and the internal and external review branches under the
Reviews and Information Release Divisions. The branch provides strategic Administrative Review Tribunal reporting and governance to
improve Agency policy and participant outcomes. The branch also manages the Agency’s information release and privacy incident
management.
Main accountabilities
We are accountable for:
• IRPLO branch’s operational support team support the successful and timely delivery of the 2025-27 Legal Services Strategy and the
2023-25 Dispute Resolution Improvement Strategy initiatives and outcomes; including;
o Providing strategic reporting and insights from ART volumes and outcomes, including the management of ART governance
arrangements and all ART related operational support and triage.
o Uplifting Agency legal and external reviews capability through development of tailored professional development programs,
guidance and process materials (SOPs and Frameworks), quality review, continuous improvement programs and workforce
management and support.
o Managing key relationships and performance of external legal service providers and maintaining the Agency’s external legal
services outsourcing arrangements, including the external legal services procurement liaison, contract management, and all
external legal expenditure reporting and volume accounts payable functions.
o Leading the planning and delivery of tailored wellbeing initiatives that contribute to a psychologically safe, connected and supportive
workplace for the branches in the RIR and CCD.
o The coordination and response management of the Agency’s Model Litigant Obligation complaints and reporting.
• The IRPLO Branch manages the Agency's Freedom of Information (FOI) and Participant Information Access (PIA) functions to ensure
compliance with statutory timeframes, and will practice build the function to improve Agency FOI knowledge and enable the branch to
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contribute insights that can improve the participant experience. The branch is also responsible for the Agency’s management and
response to complaints and external review requests made to the Office of Australian Information Commissioner (OAIC)
• The IRPLO Branch will commence managing the Agency's Privacy Incident management function and will practice build to ensure that
there is greater awareness and accountability of managing participant privacy across the Agency (commence approx. June 2025).
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Chief Counsel Division
Our purpose
Chief Counsel Division provides trusted legal services and participant centred dispute resolution, supporting NDIS reform activities through
expert legal advice and guidance to ensure, lawful, fair and consistent decision making across the Agency.
Main accountabilities
We are accountable for:
• Implementation of the Legal Services Strategy 2025-2027
• Provide legal support to NDIS Reform activities
• Implementation of the Dispute Resolution Improvement Strategy 2023-2025
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Scheme Legal and Legislation Services Branch
Our purpose
This Branch is responsible for providing in house legal advice and support across the Agency, specifically in relation to Scheme related
matters, legislation and rules, fraud and compliance functions.
Main accountabilities
We are accountable for:
• legal counsel and support on Scheme-related issues (for example, legal advice on the
National Disability Insurance Scheme Act 2013
(NDIS Act) and NDIS rules, Fraud Fusion Taskforce and other compliance activity, delegations and authorisations required across the
NDIA)
• legal support relating to legislative reform, Royal Commission outcomes and development of operational policy based on the NDIS Act
and Rules
• legal
policy.
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Deputy Chief Counsel, Dispute Resolution and Litigation Division
Our purpose
This Branch will be responsible for legal advice, support and legal representation in applications related to the
National Disability Insurance
Scheme Act 2013 and other civil litigation matters.
Main accountabilities
We are accountable for:
• supporting the Agency to achieve lawful and preferable outcomes for participants, including engaging in early dispute resolution and
running matters to hearing that are not capable of resolution.
• Supporting the resolution of civil claims against the Agency.
• identifying and managing legal risk, and feedback to business areas to support trends and continuous improvement in decision-making.
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Deputy Chief Counsel – Agency Legal Services Branch
Our purpose
This Branch will provide in-house legal advice, support and services for the whole of the Agency.
Main accountabilities
We are accountable for:
• legal counsel and support on corporate-related issues impacting the Agency (for example, employment; information law matters (i.e.,
information handling, privacy and FOI legal advice) and Agency integrity (National Anti-Corruption Commission, Public Interest
Disclosures, Ombudsman, Australian National Audit Office, Ethics Committee).
• working to provide timely practical legal advice to identify and manage legal risk to ensure that positive outcomes are achieved for
participants.
• educating internal business clients on legal issues to support business areas. This includes ensuring the Agency understands its legal
obligations under the NDIS Act and all other legislative requirements.
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Scheme Actuary and Chief Data Officer Division
Our purpose
The Division will provide actuarial, data and scheme forecasting capabilities to support the Scheme Actuary, NDIA business areas, CEO, NDIA
Board and cooperating entities with monitoring, reporting and advising on the financial sustainability of the NDIS and operations that supports
the NDIA to achieve its purposes and outcome.
Main accountabilities
We are accountable for:
• providing information, analytical insights and actuarial advice to stakeholders and decision-makers on Scheme performance and the
impact of policy and reforms on Scheme costs.
• delivering the NDIA Data Strategy and Transformation Program
• critically analyse and report on the NDIS in terms of the profiles of participants, outcomes being achieved, funding for supports and
expenditure on supports used
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Actuarial Insights and Monitoring (AIM) Branch
Our purpose
The Branch will provide clear information, meaningful insights and actuarial advice to participants, stakeholders and decision-makers to help
them understand the progress of the Scheme and support its long-term sustainability.
Main accountabilities
We are accountable for:
•
Executive and public reporting – development and delivery of key reports including the Monthly Pulse, Quarterly Report to Disability
Ministers and the Quarterly Monitoring Paper.
•
Strategic actuarial analyses – supporting policy development and the Agency's interface with other services by producing insights,
deep-dive reporting, and modelling of Scheme cost impacts.
•
Reform costing – providing actuarial advice on the sustainability impacts of key Agency priorities and reforms.
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Data & Analytics Branch
Our purpose
This Branch will help our customers achieve their business objectives by working alongside them, applying data and analytics to see, to
understand and to take action to improve the NDIS.
Main accountabilities
We are accountable for:
• Delivering the NDIA Data Strategy and Transformation Program, including the build of new data, analytics and reporting platforms, and
migration of all reporting and users from existing tools
• Managing the Enterprise Data Warehouse, providing integrated and modelled data to support reporting and analysis teams with access
to timely, quality, conformed data.
• Support all divisions of NDIA in leveraging data as an asset to deliver against their strategic objectives, document, design and deliver a
roadmap of data assets and products.
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Scheme Effectiveness and Forecasting Branch
Our purpose
This Branch will critically analyse and report on the NDIS in terms of the profiles of participants, outcomes being achieved, funding for supports
and expenditure on supports used. It sets assumptions and estimates future participant budgets, participant numbers and Scheme expenditure
to deliver informed insights for evidence-based decision-making by stakeholders.
Main accountabilities
We are accountable for:
• Analysing and reporting on the NDIS, including setting assumptions, estimating and forecasting NDIS expenditure and participant
numbers
• Supporting scheme reform through the development and monitoring of the Budget Model initiative
• Supporting the Scheme Actuary to meet legislative obligations including providing estimates of future Scheme participants and
expenses to management and the Board and delivering the Annual Financial Sustainability Report.
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State Manager NSW
Our purpose
The General Manager, State Manager NSW has a critical focus on the National Disability Insurance Scheme (NDIS) participant experience in
NSW and ACT and is responsible for the delivery of quality planning outcomes in accordance with the relevant timeliness and quality standards
(including the Participant Service Guarantee).
The role is part of the Service Delivery Leadership team, contributing to the strategic and operational direction of the Service Delivery Group
and the broader Agency Reforms.
Main accountabilities
We are accountable for:
• leading functional areas within NSW and ACT to manage the implementation and operation of the National Disability Insurance Scheme
(NDIS).
• coordinating and driving service delivery from a quality of participant experience and productivity perspective.
• working across NSW and ACT to plan and deliver NDIA systems and processes that protect the integrity of the participant experience
and ensure that participants and their carers are provided with a consistent, high-quality experience for planning and plan
reassessments.
• directing and managing the delivery of NDIA policy and operational outcomes.
• providing the leadership point of contact for the NDIA in NSW, and the disability support providers, community, and Commonwealth,
State, Territory and local government stakeholders to achieve the successful implementation of the NDIS.
• using sound judgement and making effective decisions that ensures improved outcomes for people with disabilities.
• NDIS compliance, process controls and first line risk management.
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Territory Manager ACT
Our purpose
The Territory Manager ACT has a critical focus on the National Disability Insurance Scheme (NDIS) participant experience in ACT and is
responsible for the delivery of quality planning outcomes in accordance with the relevant timeliness and quality standards (including the
Participant Service Guarantee).
The role leads the Service Delivery Scheme Integrity Response team (SIRT) supporting the Fraud Fusion Taskforce and the integrity of the
NDIS, responsible for engaging with referred participants and managing participant plans.
Main accountabilities
We are accountable for:
• leading functional areas within ACT to manage the implementation and operation of the National Disability Insurance Scheme (NDIS).
• coordinating and driving service delivery from a quality of participant experience and productivity perspective.
• working across ACT to plan and deliver NDIA systems and processes that protect the integrity of the participant experience and ensure
that participants and their carers are provided with a consistent, high-quality experience for planning and plan reassessments.
• directing and managing the delivery of NDIA policy and operational outcomes.
• providing the leadership point of contact for the NDIA in ACT, and the disability support providers, community, and Commonwealth,
Territory and local government stakeholders to achieve the successful implementation of the NDIS.
• using sound judgement and making effective decisions that ensures improved outcomes for people with disabilities.
• NDIS compliance, process controls and first line risk management.
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General Manager, State Manager QLD
Our purpose
The General Manager, State Manager QLD has a critical focus on the National Disability Insurance Scheme (NDIS) participant experience in
Queensland (QLD) and is responsible for the delivery of quality planning outcomes in accordance with the relevant timeliness and quality
standards (including the Participant Service Guarantee).
The role will lead the NDIA real time workload manager functions across the NDIA’s service delivery network that will assist in building the
Agency’s core capability.
The role is part of the Service Delivery Leadership team, contributing to the strategic and operational direction of the Service Delivery Group
and the broader Agency Reforms.
Main accountabilities
We are accountable for:
• leading functional areas within QLD to manage the implementation and operation of the National Disability Insurance Scheme (NDIS).
• coordinating and driving service delivery from a quality of participant experience and productivity perspective.
• working across QLD to plan and deliver NDIA systems and processes that protect the integrity of the participant experience and ensure
that participants and their carers are provided with a consistent, high-quality experience for planning and plan reassessments.
• directing and managing the delivery of NDIA policy and operational outcomes.
• providing the leadership point of contact for the NDIA in QLD, and the disability support providers, community, and Commonwealth,
State, Territory and local government stakeholders to achieve the successful implementation of the NDIS.
• using sound judgement and making effective decisions that ensures improved outcomes for people with disabilities.
• NDIS compliance, process controls and first line risk management.
• The role will monitor the movement and completion of approximately 25,000 work items per week across the Agency’s Access and
Planning teams.
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General Manager, State Manager VIC
Our purpose
The General Manager, State Manager VIC has a critical focus on the National Disability Insurance Scheme (NDIS) participant experience in
Victoria (VIC) and Tasmania (TAS) and is responsible for the delivery of quality planning outcomes in accordance with the relevant timeliness
and quality standards (including the Participant Service Guarantee).
The role is part of the Service Delivery Leadership team, contributing to the strategic and operational direction of the Service Delivery Group
and the broader Agency Reforms.
Main accountabilities
We are accountable for:
• leading functional areas within VIC and TAS to manage the implementation and operation of the National Disability Insurance Scheme
(NDIS).
• coordinating and driving service delivery from a quality of participant experience and productivity perspective.
• working across VIC and TAS to plan and deliver NDIA systems and processes that protect the integrity of the participant experience and
ensure that participants and their carers are provided with a consistent, high-quality experience for planning and plan reassessments.
• directing and managing the delivery of NDIA policy and operational outcomes.
• providing the leadership point of contact for the NDIA in VIC, and the disability support providers, community, and Commonwealth,
State, Territory and local government stakeholders to achieve the successful implementation of the NDIS.
• using sound judgement and making effective decisions that ensures improved outcomes for people with disabilities.
• NDIS compliance, process controls and first line risk management.
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State Manager TAS
Our purpose
The State Manager TAS has a critical focus on the National Disability Insurance Scheme (NDIS) participant experience in Tasmania (TAS) and
is responsible for the delivery of quality planning outcomes in accordance with the relevant timeliness and quality standards (including the
Participant Service Guarantee).
This critical role leads as the test jurisdiction for the complex transformational change of the 3P PACE Program replacing the Agency core
operating platform and associated core processes, including planning and access. Ongoing support for national transition to ensure future
state is operational and achieves required business benefits for the frontline.
Main accountabilities
We are accountable for:
• leading functional areas within TAS to manage the implementation and operation of the National Disability Insurance Scheme (NDIS).
• coordinating and driving service delivery from a quality of participant experience and productivity perspective.
• working across TAS to plan and deliver NDIA systems and processes that protect the integrity of the participant experience and ensure
that participants and their carers are provided with a consistent, high-quality experience for planning and plan reassessments.
• directing and managing the delivery of NDIA policy and operational outcomes.
• providing the leadership point of contact for the NDIA in TAS, and the disability support providers, community, and Commonwealth, and
local government stakeholders to achieve the successful implementation of the NDIS.
• using sound judgement and making effective decisions that ensures improved outcomes for people with disabilities.
• NDIS compliance, process controls and first line risk management.
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General Manager, SA, WA, NT and Remote Services
Our purpose
The General Manager, SA, WA, NT and Remote Services has a critical focus on the National Disability Insurance Scheme (NDIS) participant
experience in South Australia (SA), Western Australia (WA), Northen Territory (NT) and Remote Services, and is responsible for the delivery of
quality planning outcomes in accordance with the relevant timeliness and quality standards (including the Participant Service Guarantee).
The role is part of the Service Delivery Leadership team, contributing to the strategic and operational direction of the Service Delivery Group
and the broader Agency Reforms.
The role will lead the engagement and community focused interventions with participants (including First Nations), in Remote and Very remote
communities.
Main accountabilities
We are accountable for:
• leading functional areas within SA, WA and NT to manage the implementation and operation of the National Disability Insurance
Scheme (NDIS).
• coordinating and driving service delivery from a quality of participant experience and productivity perspective.
• working across SA, WA and NT to plan and deliver NDIA systems and processes that protect the integrity of the participant experience
and ensure that participants and their carers are provided with a consistent, high-quality experience from access through to plan
reviews.
• directing and managing the delivery of NDIA policy and operational outcomes.
• providing the leadership point of contact for the NDIA, and the disability support providers, community, and Commonwealth, State,
Territory and local government stakeholders to achieve the successful implementation of the NDIS.
• using sound judgement and making effective decisions that ensures improved outcomes for people with disabilities.
• NDIS compliance, process controls and first line risk management.
• coordinating and delivering the integrated programs and projects to help address gaps and barriers to delivery of services to the most
remote communities in Australia, including improved services to First Nations participants.
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State Manager SA
Our purpose
The State Manager SA has a critical focus on the National Disability Insurance Scheme (NDIS) participant experience in South Australia (SA)
and is responsible for the delivery of quality planning outcomes in accordance with the relevant timeliness and quality standards (including the
Participant Service Guarantee).
Main accountabilities
We are accountable for:
• leading functional areas within SA including remote communities, to manage the implementation and operation of the National Disability
Insurance Scheme (NDIS).
• coordinating and driving service delivery from a quality of participant experience and productivity perspective.
• working across SA to plan and deliver NDIA systems and processes that protect the integrity of the participant experience and ensure
that participants and their carers are provided with a consistent, high-quality experience for planning and plan reassessments.
• directing and managing the delivery of NDIA policy and operational outcomes.
• providing the leadership point of contact for the NDIA in SA, and the disability support providers, community, and Commonwealth, and
local government stakeholders to achieve the successful implementation of the NDIS.
• using sound judgement and making effective decisions that ensures improved outcomes for people with disabilities.
• NDIS compliance, process controls and first line risk management.
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State Manager WA
Our purpose
The State Manager WA has a critical focus on the National Disability Insurance Scheme (NDIS) participant experience in Western Australia
(WA) and is responsible for the delivery of quality planning outcomes in accordance with the relevant timeliness and quality standards
(including the Participant Service Guarantee).
Main accountabilities
We are accountable for:
• leading functional areas within WA including remote communities, to manage the implementation and operation of the National Disability
Insurance Scheme (NDIS).
• coordinating and driving service delivery from a quality of participant experience and productivity perspective.
• working across WA to plan and deliver NDIA systems and processes that protect the integrity of the participant experience and ensure
that participants and their carers are provided with a consistent, high-quality experience for planning and plan reassessments.
• directing and managing the delivery of NDIA policy and operational outcomes.
• providing the leadership point of contact for the NDIA in WA, and the disability support providers, community, and Commonwealth, and
local government stakeholders to achieve the successful implementation of the NDIS.
• using sound judgement and making effective decisions that ensures improved outcomes for people with disabilities.
• NDIS compliance, process controls and first line risk management.
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Territory Manager NT
Our purpose
The Territory Manager NT has a critical focus on the National Disability Insurance Scheme (NDIS) participant experience in Northern Territory
(NT) and is responsible for the delivery of quality planning outcomes in accordance with the relevant timeliness and quality standards (including
the Participant Service Guarantee).
The role will lead engagement and planning for participants in rural or remote communities including working with First Nation participants and
support the commitment to tackle barriers for the NDIS in remote communities.
Main accountabilities
We are accountable for:
• leading functional areas within NT to manage the implementation and operation of the National Disability Insurance Scheme (NDIS).
• coordinating and driving service delivery from a quality of participant experience and productivity perspective.
• working across NT to plan and deliver NDIA systems and processes that protect the integrity of the participant experience and ensure
that participants and their carers are provided with a consistent, high-quality experience for planning and plan reassessments.
• directing and managing the delivery of NDIA policy and operational outcomes.
• providing the leadership point of contact for the NDIA in ACT, and the disability support providers, community, and Commonwealth,
Territory and local government stakeholders to achieve the successful implementation of the NDIS.
• using sound judgement and making effective decisions that ensures improved outcomes for people with disabilities.
• NDIS compliance, process controls and first line risk management.
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Branch Manager Remote Services
Our purpose
The Remote Services Branch supports the delivery of the National Disability Insurance Scheme (NDIS) in Remote and Very Remote (RVR)
communities across Australia and help address gaps and barriers to delivery of services to the most remote communities in Australia, including
improved services to First Nations participants.
Main accountabilities
We are accountable for:
• shaping the Remote Very Remote (RVR) strategies and Service Delivery processes at a national level and provides RVR advice and
expertise back to the rest of the Agency.
• Best practice, guidance and support with RVR communities and manages internal and external RVR communication and engagement.
• maintaining the RVR relationships and contract management with contracted entities (e.g., Remote Community Connector Program,
Remote Early Childhood Services, Aboriginal Disability Liaison Officers and Evidence, Access, and Coordination of Planning Program),
and other government entities.
• coordinating and delivers integrated programs and local problem solving for improved pre-access, access, planning, utilisation of RVR
participants’ plans, and participant outcomes.
• coordinating the Agency's attendance in communities (coordinating remote travel schedules in coordination with other government
agencies, completes remote travel bookings and remote travel policy and WHS oversight.
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General Manager, Specialised Service Delivery
Our purpose
The General Manager, Specialised Service Delivery has a critical focus on the National Disability Insurance Scheme (NDIS) participant
experience in specialised planning and liaison areas. Being responsible for the delivery of quality planning and access outcomes in
accordance with the relevant timeliness and quality standards (including the Participant Service Guarantee) for participants with Complex
Support Needs, Young People in Aged Care and Hospital Interface, Early Childhood, and Scheme Eligibility.
The role is part of the Service Delivery Leadership team, contributing to the strategic and operational direction of the Service Delivery Group
and the broader Agency Reforms.
Main accountabilities
We are accountable for:
• leading functional specialised areas within Complex Support Needs, Aged Care and Hospital Interface, Early Childhood, and Scheme
Eligibility to manage the implementation and operation of the National Disability Insurance Scheme (NDIS).
• coordinating and driving service delivery from a quality of participant experience and productivity perspective.
• working across specialised areas to plan and deliver NDIA systems and processes that protect the integrity of the participant experience
and ensure that participants and their carers are provided with a consistent, high-quality experience from access through to plan
reassessments.
• developing and maintaining relationships with community systems through NDIA Liaison Officers, both justice and health
• directing and managing the delivery of NDIA policy and operational outcomes including for the Government’s commitment to the Early
Childhood Early Invention Reset, Younger People in Aged Care Action Plan and Hospital Discharge Plan.
• providing the leadership point of contact for the NDIA, and the disability support providers, community, and Commonwealth, State,
Territory and local government stakeholders to achieve the successful implementation of the NDIS.
• using sound judgement and making effective decisions that ensures improved outcomes for people with disabilities.
• NDIS compliance, process controls and first line risk management.
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Branch Manager Complex Support Needs
Our purpose
The Complex Support Needs Branch is a specialised team with a critical focus on the National Disability Insurance Scheme (NDIS) participant
experience for complex participants and is responsible for the delivery of quality planning outcomes in accordance with the relevant timeliness
and quality standards (including the Participant Service Guarantee).
Main accountabilities
We are accountable for:
• leading functional areas for participants with more complex needs and manage the implementation and operation of the National
Disability Insurance Scheme (NDIS), including high quality and individualised NDIS plans.
• managing the delivery of the Complex Support Needs decision making framework across the Agency to assist in the identification of
truly ‘complex’ cases.
• facilitating rapid responses for people who are in crisis or who need to connect face-to-face for a locally made access decision through
assertive outreach with appropriate other government and community services.
• providing NDIS Liaison officers to justice systems to support timely access to the scheme and to planning services for participants.
• working collaborative with each State and Territory to support children with significant disability supports to remain living in their family
home and to strengthen the stability of their family relationships and provide support to participants who intersect with the justice
system.
• working closely with specialist support coordinators to manage and monitor the progress of the participant and the achievement of their
goals.
• using sound judgement and making effective decisions that ensures improved outcomes for people with disabilities.
• NDIS compliance, process controls and first line risk management.
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Branch Manager Aged Care and Hospital Interface
Our purpose
The Aged Care and Hospital Interface Branch is a specialised team with a critical focus on the National Disability Insurance Scheme (NDIS)
participant experience for Young People in Aged Care and those in hospital and is responsible for the delivery of quality planning outcomes in
accordance with the relevant timeliness and quality standards (including the Participant Service Guarantee).
We work with collaborative with each State and Territory to prevent younger people who are eligible for the Scheme from entering residential
aged care, or to leave residential aged care if this is their goal, and to support the safe and timely discharge of NDIS participants from hospital.
Main accountabilities
We are accountable for:
• leading functional areas for participants for Aged Care, Young People in Residential Aged Care, and Hospital Discharge, and manage
the implementation and operation of the National Disability Insurance Scheme (NDIS), including high quality and individualised NDIS
plans.
• The operational elements of the government’s Younger People in Aged Care Action Plan, for planning and plan reassessments,
supporting people to leave aged care where this is their goal, and preventing younger people with disability from entering aged care.
• supporting people to leave aged care where this is their goal and preventing younger people with disability from entering aged care.
• providing NDIS Liaison officers to health systems to support timely access to the scheme and to planning services for participants when
safe to discharge hospital.
• working collaborative and providing the leadership point of contact for the NDIA with each State and Territory and local government
stakeholders to achieve the successful implementation of the NDIS for this specialised cohort.
• using sound judgement and making effective decisions that ensures improved outcomes for people with disabilities.
• NDIS compliance, process controls and first line risk management.
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Branch Manager Scheme Eligibility
Our purpose
The Scheme Eligibility Branch is a specialised team with a critical focus on the National Disability Insurance Scheme (NDIS) participant
experience for Scheme Eligibility for the delivery of access outcomes in accordance with the relevant timeliness and quality standards
(including the Participant Service Guarantee).
Main accountabilities
We are accountable for:
• leading functional areas within Scheme Eligibility to manage the implementation and operation of the National Disability Insurance
Scheme (NDIS), including the first point of contact for Scheme access and eligibility reassessment of the NDIS.
• coordinating and driving service delivery from a quality of participant experience and productivity perspective.
• working with a range of stakeholders, including people with disability, carers, family members, and health and education professionals,
to collect information and determine if a person meets the NDIS eligibility requirements.
• working nationally to deliver NDIA systems and processes that protect the integrity of the participant experience and ensure that
participants and their carers are provided with a consistent, high-quality experience for access to the Scheme.
• directing and managing the delivery of NDIA policy and operational outcomes for Scheme eligibility and eligibility reassessments.
• using sound judgement and making effective decisions that ensures improved outcomes for people with disabilities.
• NDIS compliance, process controls and first line risk management, including quality assurance of decisions.
• reviewing Scheme Eligibility to the NDIS for existing participants where appropriate and referring people who cannot join the NDIS to
staff who help them find local services.
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Branch Manager National Early Childhood
Our purpose
The National Early Childhood Branch is a specialised team with a critical focus on the National Disability Insurance Scheme (NDIS) participant
experience for children and young people and is responsible for the delivery of quality planning outcomes in accordance with the relevant
timeliness and quality standards (including the Participant Service Guarantee).
Main accountabilities
We are accountable for:
• leading functional areas for participants for children and young people under 9 years old and manage the implementation and operation
of the National Disability Insurance Scheme (NDIS), including high quality and individualised NDIS plans focusing on being both family-
centred and strengths-based.
• coordinating and driving service delivery from a quality of participant experience and productivity perspective.
• the operational elements of the government’s Early Childhood Early Invention Reset, to create a separate early childhood (EC) planning
workforce for young children and their families, and in accordance with the principles of best practice early childhood intervention, to
complement informal, community and mainstream supports and services.
• working across this specialised cohort to plan and deliver NDIA systems and processes that protect the integrity of the participant
experience and ensure that participants and their carers are provided with a consistent, high-quality experience for planning and plan
reassessments.
• directing and managing the delivery of NDIA policy and operational outcomes.
• providing the leadership point of contact for the NDIA in Early Childhood operations, and the disability support providers, community,
and Commonwealth, Territory and local government stakeholders to achieve the successful implementation of the NDIS.
• using sound judgement and making effective decisions that ensures improved outcomes for young people with disabilities.
• NDIS compliance, process controls and first line risk management, including practice advice and quality assurance.
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General Manager, Service Delivery Operations, Performance and Capability
Our purpose
The Operations, Performance and Capability Division is responsible for delivering, and monitoring, services and projects to improve the
planning and participant experience.
The role is part of the Service Delivery Leadership team, contributing to the strategic and operational direction of the Service Delivery Group
and the broader Agency Reforms.
Main accountabilities
We are accountable for:
• monitoring and reporting on the performance of quality measures across the Service Delivery frontline roles and actively provide insights
to drive a performance culture that focuses on Service Delivery Continuous Improvement activities.
• driving improvements in operational performance through implementing improved processes, designing tools, delivering training and
developing resources to better enable effective operating controls and front-line practices and disciplines.
• leading the operational function of Internal Reviews to manage the implementation and operation of the National Disability Insurance
Scheme (NDIS) (Sections (99-102) of the NDIS Act 2013).
• working in parallel to the design and build stream of the Scheme Reforms and 3P Transition Program, lead the development of Scheme
Reforms and transitional strategy to determine how and when the transition and change for Agency staff occurs including changes in
work activities for the frontline workforce.
• providing consistent and high-quality technical and clinical subject matter expertise advice across Service Delivery and the Agency to
identify and deliver practice improvement opportunities for our stakeholders that improves participants outcomes and experience.
• providing Agency-wide support and handling all matters including planning relating to participants who may be entitled to, or who have
received compensation for personal injury.
• support the planning network through delivery of specialist home and living (HaL) assessments and advice, and through core initiatives
and projects to enhance the capacity and capability of the Agency to engage meaningfully with participants.
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Branch Manager Performance, Workload Planning and Quality
Our purpose
The Performance, Workload Planning and Quality (PMQ) Branch supports a high-quality end to end participant experience through delivery of
performance management and reporting, quality assurance activities and programs, workforce planning to inform Service Delivery Frontline
Capability.
Main accountabilities
We are accountable for:
• monitoring and reporting on the performance of quality measures across the Service Delivery frontline roles and actively provide insights
to drive a performance culture that focuses on Service Delivery Continuous Improvement activities.
• measuring compliance and support improvement in the quality of Reasonable and Necessary decision making to improve participant
outcomes and support financial sustainability.
• developing strategies to continuously achieve quality, performance and inform continuous improvement to embed into our Service
Delivery established processes.
• developing state and national reporting on performance across the quality program including trend analysis, business impact, and risk,
including to regularly inform the Service Delivery Leadership team to make any operational decisions.
• benchmarking, measuring and planning performance against delegate workloads to enable delivery of expected participant outcomes in
accordance with the relevant timeliness and quality standards (including the Participant Service Guarantee).
• coaching Service Delivery leaders to support capability uplift and improved operating controls and culture around Reasonable and
Necessary decision making and implementing the Quality Assurance Framework.
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Branch Manager Frontline Capability
Our purpose
The Frontline Capability Branch will deliver, implement and maintain workforce capability for the current and future frontline service delivery
staff, and lift the NDIA’s capability, capacity and systems to better support consistency and equity in decision-making for access and planning
decisions for NDIS participants.
Main accountabilities
We are accountable for:
• driving improvements in operational performance through implementing improved processes, designing tools, delivering training and
developing resources to better enable effective operating controls and front-line practices and disciplines.
• uplifting the frontline workforce capability and expertise through the New Starter Planning Essentials Program and Continuous
Improvement (CI) Connect training.
• facilitating strategic, workforce planning and recruitment for all of the service delivery group.
• designing, developing and deploying learning solutions through a contemporary and human centred curriculum, that will support best
practice and upcoming Scheme Reforms for our frontline staff leading to better participant outcomes and experience.
• providing an uplift of staff capability through performance Coaching and Learning and Development activities for PED staff which is
influenced through our Quality and Performance Management work.
• providing assurance nationally across Service Delivery of consistent standards, procedures and practices across the end-to-end
participant experience through consolidated Learning and Development activities.
• enabling improvements to Service Delivery performance and quality, informed by performance reporting, feedback and complaints and
other stakeholders including the Technical Advice and Practice Improvement Branch to enhance the participant experience and ensure
scheme sustainability.
• addressing the recommendations for workforce capability uplift in other programs of work, including the Royal Commission, NDIS
Review and Disability Reform Council.
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Branch Manager Reviews
Our purpose
The Reviews Branch has a critical focus on the National Disability Insurance Scheme (NDIS) participant experience and is responsible for the
delivery of quality Internal Review access and planning outcomes in accordance with the relevant timeliness and quality standards (including
the Participant Service Guarantee).
Main accountabilities
We are accountable for:
• leading the operational function of Internal Reviews to manage the implementation and operation of the National Disability Insurance
Scheme (NDIS) (Sections (99-102) of the NDIS Act 2013).
• coordinating and driving service delivery from a quality of participant experience and productivity perspective.
• delivering and managing of NDIA systems and processes that protect the integrity of the participant experience and ensure that
participants and their carers are provided with a consistent, high-quality experience for internals reviews in access and planning.
• using sound judgement and communicating effectively the timely decisions that ensures improved outcomes for people with disabilities.
• NDIS compliance, process controls and first line risk management.
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Branch Manager Scheme Reforms and 3P Transition
Our purpose
The Scheme Reforms and 3P Transition Branch is accountable to ensure business readiness, implementation and monitor the major
transformational change for all Service Delivery staff as a result of Scheme Reforms and 3P Transition.
Main accountabilities
We are accountable for:
• working in parallel to the design and build stream of the Scheme Reforms and 3P Transition Program, lead the development of Scheme
Reforms and transitional strategy to determine how and when the transition and change for Agency staff occurs including changes in
work activities for the frontline workforce.
• conducting change planning and impact assessment based on the impacts of Scheme Reforms and developing a change plan that
includes communications, engagement and learning and development.
• creating and delivering a detailed implementation plan for Scheme Reforms and 3P transition across to any new processes and
platforms
• managing and monitoring including reporting on implementation, and adoption of any transformational change.
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Branch Manager Technical Advice and Practice Improvement
Our purpose
The Technical Advice and Practice Improvement Branch provides consistent and high-quality technical and clinical subject matter expertise
advice across Service Delivery and the Agency to identify and deliver practice improvement opportunities for our stakeholders that improves
participants outcomes and experience.
Main accountabilities
We are accountable for:
• providing frontline staff and partners, specialist clinical and technical advice and guidance on access and planning decisions to support
accurate and consistent decision making aligned with our legislation and policies
• identifying knowledge or operational frontline practice gaps through tracking trends and working with other business areas to provide
continuous improvement
• identifying local and national request theme trends, impacting policy gaps and establishing practice improvement outcomes, creating the
framework for good decision making to build competence and independence in practice
• developing governance, operating rhythm and interface within Service Delivery, and across the Agency – including building a
Community of Practice framework and operational position interface
• partnering with Agency Branches to inform and develop agency practice and look at innovative and emerging support options for
participants.
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Branch Manager Compensation
Our purpose
The Compensation branch provides Agency-wide support and handles all matters relating to participants who may be entitled to, or who have
received compensation for personal injury, and operate in accordance with the NDIS Act 2013 and the NDIS (Supports for Participants –
Accounting for Compensation) Rules.
Main accountabilities
We are accountable for:
• recovering past payments for NDIS supports that have been funded in a participant's plan prior to their claim for compensation being
finalised.
• calculating and applying Compensation Reduction Amounts (CRAs) to participants' future plans to account for duplication of supports
and approving these plans. The CRA effectively represents the proportion of funding that the participant is required to contribute to their
own care and supports from the compensation that they were awarded.
• providing advice to plan developers and participants on the entitlements for supports available through Commonwealth, State and
Territory Statutory Schemes (SATSS) that don't need to be duplicated in an NDIS plan.
• providing compensation guidance, information and support to participants, internal stakeholders and external stakeholders such as law
firms, legal, advocacy and participant peak bodies.
• coordinating and driving service delivery from a quality of participant experience and productivity perspective.
• supporting Scheme sustainability by performing our function in accordance with relevant legislation.
• explaining the legal principles, compensation functions and interaction with other schemes for NDIS participants and stakeholders.
• working closely with insurers and other schemes to support participants appropriately.
• working closely with Agency staff and participants to understand compensation functions.
• working across this cohort to and deliver NDIA systems and processes that protect the integrity of the participant experience and ensure
that participants and their carers are provided with a consistent, high-quality experience for planning and plan reassessments.
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Branch Manager Home and Living Planning and Operations
Our purpose
The Home and Living Planning and Operations branch is a specialised team with a critical focus on the National Disability Insurance Scheme
(NDIS) participant experience for people requiring specialist home and living decisions, and is responsible for the delivery of quality planning
outcomes in accordance with the relevant timeliness and quality standards (including the Participant Service Guarantee).
Main accountabilities
We are accountable for:
• leading functional areas within home and living to manage the implementation and operation of the National Disability Insurance
Scheme (NDIS).
• providing timely and consistent reasonable and necessary decisions related to participant home and living needs
• working with a range of stakeholders, including people with disability, carers, family members, and health and education professionals,
to collect information and determine if a person meets the NDIS eligibility requirements.
• interfacing with internal and external stakeholders about home and living operations and implementation of relevant HaL policy
• undertaking strategic project management work to support delivery of effective and efficient service delivery processes across the
Service Delivery group.
• implement consistent and streamlined process to deliver a high quality experience for our participants.
• coordinating and driving service delivery from a quality of participant experience and productivity perspective.
• working nationally to deliver NDIA systems and processes that protect the integrity of the participant experience and ensure that
participants and their carers are provided with a consistent, high-quality experience for access to the Scheme.
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Office of the Participant Advocate
Our purpose
This Branch will:
Ensure participants are at the centre of everything we do in the Agency by ensuring participants are empowered and actively engaged in the
design and delivery of the National Disability Insurance Scheme (Scheme). We recognise participants as the experts in their own life and bring
their voice into the Agency by sharing their insights and experience.
Oversee participant change readiness by speaking with and on behalf of participants to ensure changes to the Scheme are informed by their
experience and responds to their needs.
Main accountabilities
We are accountable for:
Engaging: we coordinate participant engagement by connecting business areas with participants and their representatives to hear their
voice and understand their experience. We use these insights to inform Corporate Plan accountabilities, and key Agency projects and
strategic initiatives.
Educating: we increase Agency wide awareness and grow a participant centric culture, by reinforcing the importance of being
participant focused. We bring the participant voice into the design, delivery and implementation of Corporate Plan and Agency
initiatives.
Informing: We use participant feedback to inform the Agency and build its awareness of participant needs and drivers.
To deliver this we:
Coordinate and facilitate effective, proactive and meaningful participant engagement and product and user testing. We do this through
the Participant Reference Group, Participant First Initiative and Participant Digital Engagement Panel.
Assess participant readiness and change impacts for key Agency reforms, projects and initiatives.
Represent the participant voice in a range of internal forums and committees.
Expand OPA’s connection with external advocacy organisations and government departments by extending participant engagement
opportunities and responding to identified systemic issues that impact participants.
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Strengthen participant engagement in co-design and engagement activities through participant and staff skill development and
capability building.
Provide advice and guidance about how to engage with participants throughout a project or initiative.
Contribute evidence-based insights and intelligence to the NDIA through data, feedback and experiences shared by participants and
their representatives.
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Co-design and Engagement Division
Our purpose
This Branch will:
Lead national community, sector and inclusion engagement strategies and forums, the co-design of significant policy reforms and priorities, and
the delivery of Agency and Scheme priorities to successfully implement policy change, improve the participant experience and create a more
inclusive NDIS/NDIA.
Chairing Strategic Change Authority, with a view to ensuring the NDIS Delivery Roadmap sequences change to achieve a positive and well
supported experience for participants, staff, providers, partners and key audiences.
Main accountabilities
We are accountable for:
Community development, education, and capacity building for navigating the NDIS
Supporting the Agency with Community Engagement activities
Leading Agency Community Engagement activities and engagement with national representative and peak bodies
Co-design and delivery of cohort specific strategies including new LGBTIQA+ Strategy/Action Plan, Intersectionality
Strategy/Framework, and CALD Strategy implementation and oversight.
Planning and delivery of significant co-design reforms on behalf of the Agency including Reform for Outcomes and priority projects out
of QBR, and development and implementation of the NDIA co-design methodology and toolkit
Supporting the Board and SLT with the development, monitoring and reporting of the annual Corporate Plan and Work Plan
Driving the delivery of pan-Agency priority projects to implement change and deliver strategic outcomes across the Agency including
Reform for Outcomes initiatives
Providing support, guidance, and capability uplift in Project Delivery and Co-design across the Agency.
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Co-design Branch
Our purpose
This Branch will:
Deliver the co-design of significant policy reforms and priorities for the Agency and provide the tools and capability uplift required to
successfully co-design NDIS policy outcomes with participants, the community and the disability sector representatives.
Main accountabilities
We are accountable for:
Planning and delivery of significant co-design reforms on behalf of the Agency including Reform for Outcomes and priority projects out
of QBR
Procurement, logistics and coordination of co-design activities including facilitation services, participant recruitment and commissioning
of research or information from the sector, community or experts to inform co-design activities
Development and implementation of the NDIA co-design methodology and toolkit
Assisting business areas to deliver their own consultation and co-design activities including connecting with facilitation services or
upskilling NDIA staff in co-design
Leading the Co-design Advisory Group and co-design evaluation program
Facilitating participant readiness to participate in co-design (in partnership with Office of the Participant Advocate).
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Engagement and Inclusion Branch
Our purpose
This Branch will:
Lead national community, sector and inclusion engagement strategies and forums to support the community, sector and participants navigate
the NDIS, and to co-design and deliver cohort specific strategies to create a more inclusive NDIS/NDIA.
Main accountabilities
We are accountable for:
Community development and capacity building, and education participants and community about the NDIS
Supporting participants and community through change
Gathering community and stakeholder insights to inform policy, projects, and reform
Supporting the Agency with Community Engagement activities and capacity building through reporting and insights including Darzin
management, SES/SLT reporting and Communities of Practice
Co-design of new LGBTIQA+ Strategy/Action Plan and ongoing implementation and oversight, including advisory groups.
CALD Strategy implementation and oversight.
Developing and delivering the Intersectionality Strategy/Framework
Engagement with national representative and peak bodies
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Strategic Change
Our purpose
This Branch will:
Drive the delivery of the corporate plan, Reform for Outcomes initiatives, pan-Agency reporting and insights, and provide project delivery
expertise and capability uplift across the Agency to enable successful delivery of Scheme priorities.
Main accountabilities
We are accountable for:
Supporting the Board and SLT with the development, monitoring and reporting of the annual Corporate Plan and Work Plan
Driving the delivery of pan-Agency priority projects to implement change and deliver strategic outcomes across the Agency including
Reform for Outcomes initiatives
Providing up to date business intelligence and insights into the Agency’s key activities
Managing and maintaining application of the Project Delivery Framework (PDF) requirements and practices across the Agency
Providing support, guidance, and capability uplift in Project Delivery across the Agency
Leading and facilitating the NDIA Delivery and Change Community of Practice
Providing insights and recommendations to manage the Agency’s change load through the Forward view of Change
Resolve complex issues that would prevent delivery and operationalisation of solutions into the business
Design customised organisational change systems and processes.
Governance of Strategic Change Authority
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First Nations
Note: First Nations Branch will transition to First Nations Group on commencement of the DCEO for that group.
Our purpose
This Branch will:
Lead the NDIA’s work to improve access and outcomes for First Nations people with disability.
Main accountabilities
We are accountable for:
Oversight, monitoring and analysis of data to report on and improve Scheme access, experience and outcomes for First Nations
participants, their families and communities, including children.
Working in partnership with the First Peoples Disability Network (FPDN) and the First Nations Advisory Council (FNAC) to develop a
First Nations Strategy for the National Disability Insurance Agency.
Supporting and enabling engagement, consultation and collaboration with First Nations people with disability, their families and
communities, service providers and representative organisations; and enabling self-determination within Agency practice and
operations.
Support for FNAC and Aboriginal and Torres Strait Islander Leadership Group (ATSILG).
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Policy, Evidence and Practice Leadership Division
Our purpose
This Division will:
Deliver major policy and strategy initiatives that develop and improve the delivery of the National Disability Insurance Scheme (NDIS) for
people with disability. Provide an end-to-end strategic policy service facilitating the evidence base necessary to inform future policy and Agency
strategy with a focus on improving the experience and outcomes of people with disability who engage with the Scheme.
Main accountabilities
We are accountable for:
Major policy and strategy initiatives that deliver desirable, evidence-based and operationally viable solutions to key challenges
impacting the effective delivery of the NDIS and the attainment of the intended outcomes for NDIS Participants, as described in the
objects and principles of the Act and the functions of the Agency.
Undertaking and facilitating the delivery of research and evaluation functions that build awareness and of the needs and preferences of
people with disability, the supports that are effective in delivering outcomes that promote social economic and community connections
and maximise choice and control.
Leading and enabling communities of practice in service delivery functions of the Agency, through the translation and promotion of
evidence into practice.
Enabling the statutory activities of the NDIS Independent Advisory Council.
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Policy Branch
Our purpose
This Branch will:
Develop evidence-based policy to improve the operation of the NDIS for participants under the NDIS Act.
Main accountabilities
We are accountable for:
Evidence-based policy development to improve the operation of the NDIS for participants under the NDIS Act, Rules, and wider
authorising environment.
Ensuring the views of participants and other key stakeholders are central in the development of Agency policy.
Providing insight, policy analysis and advice on future NDIS challenges to the NDIA Strategic Leadership Team and Board.
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Evidence and Practice Leadership Branch
Our purpose
This Branch will:
Build evidence through research, evaluation and practice reviews to inform Agency decision making and ways of working, and to identify best
practice supports and services in the NDIS that improve the quality of life and outcomes for people with disability.
Main accountabilities
We are accountable for:
Developing and deploying dedicated research and evaluation capability within the NDIA to meet prioritised business need, including
around innovation and new ways of working.
Responsible for defining and building evidence-based practice leadership frameworks and communities of practice to drive improvement
and specialisation in staff practice and better outcomes for participants.
Responsible for building, maintaining and leveraging long-term, strategic relationships and partnerships with external research bodies,
working with the Australian disability research community to build the broader evidence base to improve awareness of disability and
social, economic and community contribution.
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Service Design Division
Our purpose
This Division will work with impacted stakeholders to design and deliver Scheme improvements that deliver quality participant outcomes and
enhance their NDIS experience.
We synthesise opportunities identified by internal and external stakeholders to develop problem statements fit for enterprise prioritisation and
resource allocation.
In partnership with other business areas, we work on front- and back-of-house process, platform, and practice solutions to address Agency
priorities. We embed co-design and a stakeholder-view of change into our ways of working, meaning that our designs emphasise features that
represent the greatest value to different audiences and are more easily implemented.
In line with the Participant Service Charter principles, we drive transparency into Agency decision-making through the consistency of the
processes we design, the guidance we write and the way we communicate. Our primary goal of all our design is to improve how participants
experience the NDIS and their interactions with the NDIA.
Main accountabilities
We are accountable for:
defining, building and leading the Agency’s service design capabilities, including the embedding of co-design principles in work
practices.
the ongoing integrity of the business processes, guidance material and business technology platforms that deliver the NDIS.
Chairing Business Design Authority, with a view to ensuring changes to the NDIS Journey Maps are considered from a cross-portfolio
perspective and contribute to a positive participant experience.
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Service Design Planning Branch
Our purpose
This Branch will:
Support the Service Design Division deliver on programs or projects as prioritised by the Agency. This will be achieved through monitoring and
tracking the application of agreed ways of working that guide the Service Design Division. A PMO team deliver this service. We also have
Service Design and Process Design experts who maintain and build key journey map and process map artefacts to support the Agency.
Manage the prioritisation of the backlog of PACE – initially the 3P Program, then BAU continuous improvement. This also extends to the
prioritisation of bugs and defects in collaboration with OCIO.
The User Acceptance Testing team ensure that all PACE functionality released has been tested during the build and prior to deployment,
including with the end users (business verification testing or BVT).
Main accountabilities
We are accountable for:
Program Management for the Service Design priorities set by SLT or QBR (presently 3P Program)
Business Release Planning for the regular release cycle of features delivered through Design and Build.
User Acceptance Testing for the release of new or updated features and the hypercare period following a major release.
Establishing and supporting Service Design to implement established Ways of Working which was developed for the 3P Program but
can be adapted for incoming work from other major reform outcomes or Agency deliverables. This includes the ensuring the NDIS
Journey Map and ARIS Process Maps are maintained and valued by the Agency.
Governance of 3P Steering Committee, Participant Experience Committee and Business Design Authority.
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Service Design Branch
Our purpose
This Branch will:
Work with internal and external stakeholders to design and deliver changes to the NDIS Journey map, resulting in better experiences for
participants, staff and providers.
While understanding stakeholder needs, and designing solutions with end-users, Service Design Delivery consider opportunities to improve
front and back of house process and systems.
Main accountabilities
We are accountable for:
Leading service design teams to deliver solutions that improve the participant, staff, partner and provider experience with Agency
processes and systems.
Ensure delivery of service design solutions uphold the strategic vision of the Agency and are compliant with agreed Ways of Working
frameworks.
Creation and management of a prioritised backlog of service design improvements across Domain squads that are aligned with
stakeholder expectations.
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Service Guidance Branch
Our purpose
This Branch will:
Translate agency policy, legislative change, reform initiatives and process change into clear and accurate guidance for staff and participants.
This guidance enables front line staff to make consistent decisions and participants to have choice and control over their lives.
The branch also develops content for participants and external stakeholders to support Our Guidelines, including letters, forms, factsheets and
guides to what the Agency does and does not fund.
Main accountabilities
We are accountable for:
Delivering the right staff and participant guidance at the right time and in line with business implementation requirements
Stewardship of the NDIA knowledge library, ensuring consistent and quality process instructions in PACE, regardless of who authors the
content.
Aligning the “Our Guidelines” workplan to agency priorities for policy implementation and continuous improvement.
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OFFICIAL
Strategy Branch
Our purpose
This Branch will:
Delivering a strategic advisory capability service across the Agency, including developing and deploying the Agency’s strategic plan and
associated initiatives.
Main accountabilities
We are accountable for:
Developing the Agency’s strategy to define the reform agenda for the Agency to make it easier to work with us, and to better support
participants to achieve their outcomes.
Initiating and supporting complex projects and work programs that have strategic and operational impact to the Agency.
Deploying strategy advice, response, and coordination resources within the NDIA to meet prioritised business need, and enable
alignment of strategic responses to specific issues with the broader strategic plan and reform agenda.
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OFFICIAL
Strategic Communications Division
Our purpose
This Division will:
Lead the Agency’s strategic communications, marketing and media functions to deliver meaningful and relevant communications to support
participants, providers and the community to understand and navigate the NDIS.
Main accountabilities
We are accountable for:
Developing and implementing the NDIS communications, marketing and digital strategy - activating external and internal broadcast
channels to support the delivery of NDIA strategic goals and priorities.
Deliver meaningful, evidence based, relevant communications to support participants, providers and the community to understand and
navigate the NDIS; and NDIA staff and partners to navigate change and communicate consistently about the Scheme.
Custodian of NDIS and NDIA reputation – proactively position the Scheme through both owned and earned (mainstream media)
channels.
Develop and optimise the Agency’s key national channels including the NDIS website, NDIA intranet, social media channels and digital
platforms to position and amplify information.
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Internal Communications Branch
Our purpose
This Branch will:
Deliver meaningful and national communications for NDIA staff to navigate change and communicate consistently about the Scheme and
Agency.
Main accountabilities
We are accountable for:
Developing and implementing the Agency’s internal communications strategy to drive staff engagement, foster an environment of
collaboration and promote and imbed a cultural vision. This includes supporting the Senior Leadership Team to communicate and
engage effectively with NDIS staff.
Developing and optimising the Agency’s key national internal channels, including the NDIA intranet and bulk emails, to strategically
amplify information and support NDIS staff to navigate and have confidence in change.
Support the delivery of accessible communications across the Agency.
Division Front door and Corporate Reporting. Front Door ensures collective Divisional resources are focussing on Agency priority work
and developing evidence-based audience driven communications to support audiences (internal and external) to navigate the Scheme
and understand change.
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Marketing Communications Branch
Our purpose
This Branch will:
Lead the Agency’s strategic communications and marketing capability to ensure effective, audience lead communications across optimised
broadcast channels.
Main accountabilities
We are accountable for:
Delivering marketing activities to support the delivery of evidence-based communications to participants, providers, NDIS staff and the
community.
Develop and optimise the Agency’s key national channels including the NDIS website and targeted audience communication to
strategically amplify information and support transitions through change.
Development and delivery of strategic and audience lead communications to support people to navigate the Scheme and be supported
through change.
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Media Branch
Our purpose
This Branch will:
Drive awareness and understanding of the NDIS through strategic proactive/reactive media and NDIA social media channels.
Main accountabilities
We are accountable for:
Providing strategic media support and guidance aligned to thoughtful risk assessment and strategic positioning.
Manage relationships with Media, the Ministerial Media Team and NDIA Spokespeople.
Deliver NDIA national events and co-ordinate spokespeople to drive awareness and understanding of the NDIS.
Produce strategic media and digital content to support the delivery of the Agency’s strategic priorities.
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DOCUMENT 15
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Approved: 10 November 2022
Owner: People and Culture Division
SES Band 3
Position Description
Position Details
The NDIA welcomes and encourages applications from people with disability, Aboriginal and Torres Strait
Islander peoples, and people with diverse cultural and linguistic backgrounds.
Position Name
SES Band 3
System Job Title
NDIA SES3
APS Classification
SES Band 3
Group
Various
Reports to
Chief Executive Officer
Location
Various
Tenure
Ongoing
Security Classification
Negative Vetting Level 1
Position Purpose
About the NDIA
The National Disability Insurance Agency (NDIA) is an independent statutory agency that is responsible for
implementing the National Disability Insurance Scheme (NDIS), which will support a better life for hundreds
of thousands of Australians with a significant and permanent disability and their families and carers. The
NDIA values a positive contemporary attitude to disability.
As a Federal Agency, we work within a legislative and regulatory environment. We adhere to the Australian
Public Service Code of Conduct as set out in section 13 of the
Public Service Act 1999.
Our work is driven by the Corporate Plan which provides strategic direction to achieve our purpose of
making a difference so that people with disability can choose and achieve their goals.
The NDIA Values are:
We value people – We put participants at the heart of everything we do.
We grow together – We work together to deliver quality outcomes.
We aim higher – We are resilient and always have the courage to do better.
We take care – We own what we do and we do the right thing.
Our values reflect our passion and commitment to building a positive, participant-centred culture.
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The NDIA welcomes and encourages applications from people with disability, Aboriginal and Torres Strait
Islander peoples, and people with diverse cultural and linguistic backgrounds.
Where possible, the NDIA will make reasonable adjustments to enable individuals with disabilities to
perform the essential functions of the role.
About the Role
The role is a SES Band 3 position. It is accountable to plan, lead and deliver highly complex and significant
outcomes, projects and work programs that have strategic, political and operational significance to the
National Disability Insurance Agency (NDIA).
The role is a Functional and Strategic Leadership position within the NDIA and has significant
independence to make decisions within their area of accountability. It will lead and contribute to the
strategic planning of the NDIA’s objectives and will set strategic direction, develop long-term plans and
implement operational strategies aimed at achieving the NDIA’s mission to ‘build a world-leading National
Disability Insurance Scheme’.
The primary responsibilities of this position include:
Substantially contributing to agency governance and culture.
Integrating diverse activities and multiple functions, with key impacts on whole of agency strategy
and planning.
Providing Whole-of-Agency leadership.
Impacting corporate strategies within policy parameters, with a long term focus.
Strategic development and evaluation of long term alternatives and decision making.
Principal and authoritative source of advice upon which the organisation and Ministers depend,
spanning multiple agency outcomes on issues of very high risk and complexity.
(NOTE: the key responsibilities of the role are based on current priorities and may change over time)
The position provides an important leadership role within the NDIA. It is responsible to provide the
leadership, control, planning, resource management, performance management and decisions for the
Team Leadership, Team Membership and assigned Contractors working within their work area.
Relevant Duties
Leadership (Knowledge)
Duties include:
Extensive and advanced professional or executive management experience.
Innovative policy/program leadership.
Leadership (Accountability)
Duties include:
Managing in a multi-disciplinary and diverse context and providing strategic leadership to build
agency capability.
Retaining accountability for several integrated functions or operations and the comprehensive
integration and coordination of major line and staff functions in a large complex, agency-wide
activity.
Being accountable for management of issues of very high complexity, innovation, political sensitivity
or risk, often for a specified timeframe.
Position Description for: SES Band 3 (9/11/2022)
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Diversity and Span
Duties include:
Managing functions with a whole-of-government focus with accountability for the integration of
several functions where operations may be diverse in terms of geographic location, program/service
and clients.
Being responsible for the high level cross-agency, cross-sector and national coordination of critical
agency activities.
Focussing on strategic longer term outcomes and manage sensitive/contentious matters with whole-
of-government impacts.
Stakeholder Management
Duties include:
Responsibility as principal government representative, with authority to negotiate and/or resolve
conflict with stakeholder leadership.
Negotiating in an environment of conflicting priorities, technical, policy and legal complexity and
potentially divergent views amongst government’s most critical stakeholders.
Using advanced skills to understand the positions of all parties, gain participation in resolving issues
and effectively advocate a preferred course of action.
Providing direct liaison and advice to Ministers, often spanning multiple agency outcomes.
Job Context and Environment
Duties include:
Operating within an environment where there is a strong requirement to identify and define
corporate issues or emerging issues of major community, professional and government concern.
Defining core agency service delivery strategy and policy positioning.
Developing new programs or policy initiatives to deliver on agency and government priorities and
outcomes.
Managing strategic change effectively with government-wide, community-wide, whole-of-sector,
national or international impact.
Developing strategies and policies to continuously improve, supplement and reinforce existing
policy direction and frameworks.
Anticipating and evaluating potential long term risks and providing the necessary clarity and
direction to effectively manage and mitigate risks in the context of significant ambiguity.
Judgement and Independence
Duties include:
Operating within an ambiguous context.
Addressing complex or unusual problems, defining solutions and realising outcomes that contribute
to the agency’s objective and purpose.
Providing assurance regarding the quality of advice provided to Ministers.
Providing guidance on, and making judgements about, proposed new standards and new areas of
policy or expertise put forward by subject and technical experts.
Retaining responsibility for the integrity of and compliance with legislative and regulatory
frameworks.
Managing forward planning and strategic decision-making by evaluating the environment and
identifying the emerging requirements to be delivered.
Position Description for: SES Band 3 (9/11/2022)
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Capabilities of the Role
The NDIA work within a capability framework aligned to the Australian Public Service (APS) Work Level
Standards. The capabilities detailed below are specific to the SES Band 1, SES Band 2 and SES Band 3
levels.
Facilitating Change
Encouraging others to implement better approaches to address problems and opportunities; leading the
implementation and acceptance of change within the workplace.
Customer Orientation
Placing a high priority on the internal or external customer’s perspective when making decisions and taking
action; implementing service practices that meet the customers’ and own organisation’s needs.
Building Organisational Talent
Establishing systems and processes to attract, develop, engage, and retain talented individuals; creating a
work environment where people can realise their full potential, thus allowing the organisation to meet
current and future business challenges.
Execution
Ensuring others contribute to organisation strategies by focusing them on the most critical priorities,
measuring progress, and ensuring accountability against those metrics.
Coaching and Developing Others
Providing feedback, instruction, and development guidance to help others excel in their current or future job
responsibilities; planning and supporting the development of individual skills and abilities.
Operational Decision Making
Securing and comparing information from multiple sources and uses this as the basis for identifying
operational business issues; committing to an action after weighing alternative solutions against important
decision criteria.
Influencing
Using effective involvement and persuasion strategies to gain acceptance of ideas and commitment to
actions that support specific work outcomes.
Driving for Results
Setting high goals for personal and group accomplishment; using measurement methods to monitor
progress toward goals; tenaciously working to meet or exceed goals while deriving satisfaction from that
achievement and continuous improvement.
Positive Approach
Demonstrating a positive attitude in the face of difficult or challenging situations; providing an uplifting (yet
realistic) outlook on what the future holds and the opportunities it might present.
Work Level Expectations
The NDIA work within the Australian Public Service (APS) Work Level Standards. This position is aligned to
the duties of the SES Band 3 classification.
Role Specifications
The role is required to be performed in a work environment that has the following core characteristics and
requirements:
Position Description for: SES Band 3 (9/11/2022)
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Working in an open office environment (exposure to general workplace chatter)
Working from home on occasion
Working in a hot desk environment
Significant periods of sitting at a counter or desk
Operating a telephone
Computer/screen-based
work
Ability to use computer/software applications including Microsoft Office and NDIA business
applications such as NDIA’s client records management system (CRM)
Assistance animals may be in the work area
Security
The following essential checks/clearances are required to perform the role:
Australian Government Security Vetting Agency (AGSVA) clearance - a vetting process undertaken
before an individual may have access to classified information and resources. This is only
applicable to some positions within the NDIA that require the occupant to have access to classified
Australian Government information
Pre-Engagement Check - this is a mandatory pre-employment security screening process. All
employees and contractors of NDIA must undertake a Pre-Engagement Check. This check is
undertaken for any individual who will have non-public access to agency resources (information,
buildings, systems, assets, staff and customers)
Organisational Responsibilities
The occupant of this position will be responsible for the identification, management and mitigation of risks
related to their business functions.
The occupant of this position is accountable to provide leadership in the implementation, promotion of and
compliance with the
Work Health and Safety Act (Commonwealth) 2011 within their work area; and in
addition identify, evaluate and manage risk that ensures that team members and other persons within the
work area:
take reasonable care for their own health and safety;
take reasonable care that their acts or omissions do not adversely affect the health and safety of other
persons; and
comply with reasonable instruction, policy or procedures given or notified by the NDIA relating to health
or safety across the NDIA.
Position Description for: SES Band 3 (9/11/2022)
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