National Disability Insurance Agency (NDIA)

When a game-changing national disability-sector reform was headquartered in Geelong, DeakinCo was perfectly placed to assist – in more ways than one.


Health check

Formed in 2013, The National Disability Insurance Agency (NDIA) was the biggest public sector ‘start up’ for many years.

Its Herculean task: to implement the National Disability Insurance Scheme (NDIS).

The NDIS is designed to support a better life for hundreds of thousands of Australians with a significant and permanent disability – as well as their families and carers.

As a revolutionary cross-jurisdictional reform, the NDIS is broad and massive, with myriad and complex commensurate challenges.

As a savvy Commonwealth statutory agency, the NDIA wisely saw the need for expert advisors, developers and facilitators on matters beyond its realms of expertise.

To this end, in early 2014, the NDIA invited DeakinCo to tender for three pivotal projects.

Willing and able

These three key initiatives would help to shape the culture, learning and developmental direction of the largest government initiative in a decade. In short, they were to:

  1. conduct a national Training Needs Analysis (TNA)
  2. develop competency and development frameworks
  3. design, develop and facilitate a culturally unifying orientation program for 19 new senior leaders.

In addition to our deep learning and development and other expertise, DeakinPrime was able to offer the NDIA:

  • a long and close connection with Geelong
  • extensive prior work with the disability sector
  • instant access to the full spectrum of Deakin University staff, systems, networks and resources.

We subsequently secured all three projects.

No task too large

The outcomes of these work projects were both immediately useful and relevant to the NDIA’s long-term goals.

The TNA identified the education and development required across all facets of NDIA operations, from corporate and technical to customer-facing and support roles.

Our competency framework flagged what’s required of current and future leaders at all organisational levels, while our development framework identified (and will provide) learning and development activities to grow these competencies.

Though the leader orientation program was eventually withdrawn, feedback for the content we’d designed and developed was extremely positive.