National Development Programs Manual

Transcription

1 National Development Programs Manual August 2014 V5 For further information, please contact: Diabetes Australia GPO Box 3156 Canberra ACT 2601 Fax: (02) Opportunities for involvement in the National Development Programs will be made available on the National Diabetes Services Scheme website (

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3 Contents 1. Purpose and Scope Framework for National Development Programs Governance Arrangements Project Design Project Management Program Monitoring and Evaluation National Roll Out Attachments Attachment 1: Expert Reference Group template for terms of reference Attachment 2: Project Plan template Attachment 3: Diabetes Australia Travel Policy Attachment 4: Glossary of terms Page 3

4 1. Purpose and Scope The purpose of this manual is to outline and provide guidance on the development and implementation of National Development Programs. It covers the processes from initial identification and planning of activities through to evaluation and national roll out. Under the National Diabetes Services Scheme (NDSS) Agreement between the Commonwealth of Australia and Diabetes Australia, Diabetes Australia is required to undertake activities to maintain and improve Scheme services. The Commonwealth is represented by the Department of Health and the Agreement covers the period from 1 July 2011 until 30 June The aim of the National Development Programs is to explore opportunities for the development of NDSS Registrant Support Services to address areas of need. Priority areas for the National Development Programs are: Aboriginal and Torres Strait Islander peoples; psychosocial and mental health impacts of living with and managing diabetes for all Registrants; young people with diabetes; people with diabetes from culturally and linguistically diverse communities; older people with diabetes with a particular focus on potential for improved access for aged care facilities; diabetes in pregnancy; and E-health and coordinated care. Resources and activities developed through the National Development Programs may be rolled out nationally if approved by the Commonwealth. More detailed planning to examine opportunities and identify specific activities is included in the National Development Programs Strategic Plan. Page 4

5 Aim 2. Framework for National Development Programs The aim of the National Development Programs is to explore opportunities for the development of NDSS Registrant Support Services to address areas of need. Principles Activities will be undertaken that meet the aim of the National Development Programs by: addressing opportunities for the development of information, resources or services to address areas of need in the programs; the development of, enhancing, extending or implementing new resources or services; being nationally applicable; and having the potential to be delivered as a Registrant Support Service. Program focus Priority areas for the National Development Programs have been identified as: Aboriginal and Torres Strait Islander peoples; psychosocial and mental health impacts of living with and managing diabetes for all Registrants; young people with diabetes; people with diabetes from culturally and linguistically diverse communities; older people with diabetes with a particular focus on potential for improved access for aged care facilities; diabetes in pregnancy; and E-health and coordinated care. These program areas have been identified for the NDSS Agreement. However, activities that address issues of high need outside these areas may also be considered. Page 5

6 Funding Under the NDSS Agreement, funding of $2.15 million is provided annually for the National Development Programs. Selection parameters The identification of individual activities will take into account the aim and principles of the National Development Programs and the NDSS. As well, activities considered for inclusion in the program will have: an identified need, supported by sound evidence; national applicability; clearly defined outcomes for Registrants; capacity to be of ongoing use as a Registrant Support Service; and be value for money. Proposals for program activities The outline of proposals for program strategies will be set out in the National Development Programs Strategic Plan. The Plan will include: identification of strategies for the period from 1 July 2012 to 30 June 2016 for each of the Program areas; multi-year project plans including indicative timelines, milestones, budgets and appropriate evaluation strategies; and intended outcomes for each program including an indication of its national applicability for Registrants. In approving the National Development Programs Strategic Plan, the Department of Health will also approve the overarching framework for the activities. Following approval of the National Development Programs Strategic Plan, detailed project plans and timeframes will be developed and submitted to the Department for approval. In addition, Diabetes Australia is required to submit an annual plan and budget for the funding for the NDSS to the Department for approval. This annual plan and budget will include a plan and budget for the National Development Programs. Page 6

7 3. Governance Arrangements Governance A key to effective project administration is achieving a clear, shared understanding of the roles and responsibilities of all those involved in the development and implementation of the activities. Clarity about the various roles adds to efficiency as it avoids unnecessary procedures and practices. It also facilitates accountability and increases the likelihood that activities selected, designed and implemented will meet the aims of each of the National Development Programs and that the specific objectives of activities will be achieved. The following figure provides a visual representation of the governance arrangements. Department of Health MESAC or professional organisation with appropriate expertise Program leadership & Expert Reference Group Diabetes Australia NDSS Agents (strategic advice and implementation) Page 7

8 Process for allocation of National Development Programs activities Steps Output Responsibility Input Approval Securing funding Agreement and Annual Plans DA DOH DA DoH NDSS Agents Planning Strategic Plan DA DA DoHA NDSS Agents Stakeholders* Registrants Project proposals Strategic Plan DA DA NDSS Agents Stakeholders* MESAC or professional organisation with appropriate expertise ERG Project planning Delivery Detailed project plans Set out in project plans DA Program Leaders DA DA Potential deliverers for activities # ERG Stakeholders As per project plan Evaluation Report DA DA Stakeholders Registrants Agents *stakeholders include relevant non-government organisations # organisations that are contracted to deliver an activity DA & DoH DoH DoH DA & DoH Monitored by DA & reported to DoH Received by DoH Activities may be undertaken by a range of stakeholders including Diabetes Australia, Agents, other non-government organisations, consultants or private companies. The roles, responsibilities and reporting requirements of key stakeholders are set out below. Page 8

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10 The Department of Health The Department of Health is a key decision maker for the National Development Programs. The Department will approve the National Development Programs Strategic Plan, including program strategies, as well as the annual plan and budget for the National Development Programs. Once activities are complete the Department of Health will be responsible for accepting activity completion and approving the roll out of resources developed through the National Development Programs as Registrant Support Services. The Department of Health will communicate its requirements to, and will receive reports from Diabetes Australia. Diabetes Australia Diabetes Australia is responsible for the establishment, implementation, management and reporting aspects of the program, as well as the roll out into Registrant Support Services. Activities undertaken by Diabetes Australia will include: 1. developing the National Development Programs Strategic Plan, as well as the annual plan and budget for the Programs; 2. being guided by the selection parameters in the development of proposals for program strategies; 3. identification of the most appropriate means of delivery; 4. consulting with Agents and other stakeholders regarding project formats and means of delivery; 5. development of detailed project management plans; 6. management of activities; 7. monitoring project progress; 8. providing reports to the Department of Health on progress with implementing program strategies; 9. supporting and ensuring appropriate governance and decision making arrangements are in place for all activities; 10. providing leadership for program areas; 11. establishment and ongoing support of Expert Reference Groups; Page 10

11 12. seeking advice from the Medical Education Scientific Advisory Council; 13. evaluating the National Development Programs; and 14. consulting with other organisations/groups/individuals as required. Diabetes Australia has allocated responsibility for these tasks to a NDSS National Development Programs Team. The NDSS National Development Programs Team will report to the General Manager, NDSS. Expert Reference Groups and program leadership Expert Reference Groups will be established for each program area to provide advice on the development, implementation and evaluation of activities. The work of the Expert Reference Groups may also include ongoing review of activities. The advice will be in relation to matters relevant to the program, project proposals, development of outputs and outcomes for each activity and most appropriate team to undertake each activity. Appointments to Expert Reference Groups will be made by Diabetes Australia and members will be selected on the basis of their skills and experience. Nominations for membership will be sought through a range of options including seeking members of the public via advertisement on the NDSS website or a request for nomination from stakeholder organisations. Diabetes Australia will identify the most suitable participants. The CEO of Diabetes Australia and the GM NDSS will be represented on all Expert Reference Groups. The Chair of each Expert Reference Group will report to Diabetes Australia. For those programs where significant activity has been identified in the Strategic Plan, a Program Leader may be part of the Group. The Program Leader will provide leadership for the program, facilitate communications with stakeholders and other related initiatives and undertake research in the program area. The following figure provides a visual representation of the governance arrangements for the Expert Reference Groups. Diabetes Australia National Development Program Leader and Project Team Expert Reference Group Page 11

12 The following figure provides a visual representation of the reporting arrangements for the Expert Reference Groups. CEO, Diabetes Australia General Manager, NDSS, Diabetes Australia Chair, Expert Reference Group Diabetes Australia will ensure that appropriate secretariat support is provided to assist the Expert Reference Groups. Where a Program Leader is appointed, the Program Leader will provide secretariat support to the Expert Reference Group. A template for preparing an Expert Reference Group s terms of reference is at Attachment 1. Medical, Education and Scientific Advisory Council (MESAC) The Medical, Education and Scientific Advisory Council (MESAC) established by Diabetes Australia to support the National Diabetes Services Scheme has been established as a requirement of the Agreement. The role of MESAC in relation to the National Development Programs is to advise on the development, outcomes and delivery of the Programs. Membership of MESAC includes representatives of the Australian Diabetes Educators Association and the Australian Diabetes Society. MESAC will be consulted in the development of the Strategic Plan for the National Development Programs. The outcomes of all National Development Programs require health professional review by MESAC or other professional organisations with appropriate expertise, unless otherwise directed by the Commonwealth (Item 8, Schedule 8). When required, MESAC will provide a health professional review report to the General Manager NDSS on the outcomes of the National Development Programs. The review and the report will be focused on matters of a medical, education or scientific nature. Advice may also be sought from MESAC during the life of specific projects and on the development and delivery of the outcomes and outputs of that activity. NDSS Agents Agents play an important role in the development, delivery and roll out of Registrant Support Services. This role is set out in the Agreement (Item 3, Schedule 5). Page 12

13 Through the National Development Programs Agents may contribute their expertise in relation to integration with Registrant Support Services. Agents will be consulted in the development of the Strategic Plan for the National Development Programs and in the development of detailed project plans. Through the strategic planning process, and development and consultation process, Agents may be identified by Diabetes Australia to undertake particular activities. The selection of Agents will take into account the capacity and capability of the Agent to deliver a project and will be subject to the same arrangements as other organisations selected to undertake projects. Project teams Project Teams will be established to undertake each activity. The size and format of the Project Team will be determined by the nature of each activity. Membership of a Project Team may be drawn from: Diabetes Australia; an NDSS Agent; a non-government organisation or a private company; or an independent consultant employed to undertake management of an activity. The Expert Reference Group will be tasked with providing advice on identifying the most appropriate membership of a Project Team to undertake specific activities. A Project Leader will be nominated from within the Project Team to manage the day-today project activities and provide progress reports to Diabetes Australia. The project plan for each activity will identify the resource needs of the project including the requirement for a project team and reporting requirements. Dependant on the nature of the activity, the Project Team may also be involved in the process for rolling out the activity as a Registrant Service. All employment and contractual arrangements entered into for the delivery of the activities will be consistent with Diabetes Australia policies and procedures. Where an organisation or consultant is contracted to undertake an activity, their role, responsibilities and reporting arrangements will be detailed in the project plan. Administration The Department of Health requires the National Development Programs to be administered in a manner consistent with the principles outlined in Implementing Better Practice Grants Administration, Australian National Audit Office, June This publication sets out the means to ensure efficient, effective, equitable, transparent and ethical administration of Commonwealth funds. The governance structure for the National Development Programs is aligned with these principles. Page 13

14 Financial management Financial arrangements for project activities will be in line with the NDSS Agreement and Diabetes Australia s standard contractual arrangements and financial management system. There are three levels of Departmental approval for financial aspects of National Development Programs: the Strategic Plan, the Annual Plan and Budget, and detailed project plans. The Strategic Plan identifies projects and activities to be undertaken from 1 July 2012 to 30 June 2016 under each of the programs. The Strategic Plan includes multi-year high level project plans including indicative budgets. The Annual Plan and Budget for the National Diabetes Services Scheme includes the budget for National Development Programs activities being undertaken in the financial year (Sched. 4 cl 5). Detailed project plans include budgets for individual activities. Where there is a need to revise the indicative budgets within the approved Strategic Plan due to new expert advice, new or emerging opportunities, a change within the market place, or an unexpected event, the Department s approval for a variation to the strategic plan will be sought. Where there is a need to increase the total budgeted expenditure within the approved detailed project plan the Department s approval for a variation to the expenditure within the project will be sought. Variations within a project budget that do not result in an increase in the total budgeted expenditure will also be determined by Diabetes Australia. The Department of Health will be consulted when the proposed variation is over 10 per cent of the total project budget. Conflicts of interest Potential and perceived conflicts of interest across all governance arrangements put in place for activities will be identified and managed by Diabetes Australia. Page 14

15 4. Project Design Successful projects accurately identify and meet the needs of the targeted audience and are designed in a systematic comprehensive manner. Sound project design allows resources to be used more effectively and efficiently, it draws upon lessons from the past, and helps to identify risk management strategies. Project design includes: an evidence based needs assessment that identifies areas where an activity would improve or assist Registrant needs; stakeholder involvement; consistency with National Development Programs principles and the NDSS Agreement; and strategies for implementation, managing risk, and monitoring and evaluating activities. These matters are to be addressed in a comprehensive project plan that also outlines the objectives, scope and activities of the project. Strategic planning Under the National Diabetes Services Scheme Agreement between the Department of Health and Diabetes Australia, Diabetes Australia must undertake National Development Programs activities focused on supporting the aim of the Scheme for all eligible people with diabetes. To ensure that National Development Programs meet the aim of the Scheme, Diabetes Australia is required to undertake a detailed planning process to identify areas of need for future development of activities. This strategic planning process, which is set out in the Agreement, provides the mechanism for identifying activities for the National Development Programs. The strategic planning process included a gap analysis undertaken through an on-line survey and consultation forums. Meetings with stakeholders were also held to identify the program areas and opportunities. The outcome of the planning process is to be set out in a four year Strategic Plan which is to include: identification of activities to be undertaken from 1 July 2012 to 30 June 2016 under each of the Programs; Page 15

16 strategic multiyear project plans including indicative timeframes, milestones and budgets, and appropriate evaluation strategies; and intended outcomes of each activity, including an indication of the national applicability to Registrants. Diabetes Australia will develop a high level strategic plan that identifies the needs for future development activities for approval by the Department of Health. Detailed project plans will then be put in place following approval of the Strategic Plan by the Department. Developing detailed project plans All proposed activities will be aligned with the aim and objective of the Scheme as outlined in Schedule 2 of the NDSS Agreement, the objective of the National Development Programs as outlined in Schedule 8 of the NDSS Agreement and the framework for activities set out in this manual, and will be endorsed by the Department of Health through the approval of the National Development Programs Strategic Plan. The NDSS National Development Projects Team is responsible for preparing detailed project proposals with advice and consultation with stakeholders and, where applicable, from those responsible for undertaking each activity. Project proposals will be submitted to the Department of Health for approval. A structured and rigorous approach is used in the design of projects. A standard template has been developed to capture key project elements and processes. It will be used flexibly, depending on the requirements of the specific activity for the program area. Broadly speaking, all project plans will cover the following: activity name; organisation responsible for delivering the activity; background; summary of the activity; target population; objectives; strategic fit with the objectives of the National Development Programs; governance arrangements; communications plan and promotion costs (if relevant); Page 16

17 project tasks; timeframes and milestones; budget (see note below); outcomes; constraints and risks; performance indicators; and evaluation. Note: The budgets for each activity will include the initial roll out costs for the activity. For example, the cost of the first print run of a publication, the distribution and promotion costs will be included, as will the development and roll out of web-based resources. An annotated copy of the project plan template is at Attachment 2. Any activity that is related to issues concerning the development of education resources or services, particularly on diabetes self-management must be reviewed by an appropriate health professional body. This could be MESAC or another relevant advisory body. Sufficient time and resources are to be set out for the review of each project plan. Page 17

18 5. Project Management A disciplined approach to project management is the basis for achieving a successful activity. Project management includes sound planning, organising, monitoring and controlling of project implementation. The mechanisms for managing the project are set out in the detailed project plan. Each activity will be managed in line with its project plan. Specific matters that require ongoing attention are set out below. Timelines Time will need to be factored in for a range of activities that may be outside the control of the Project Team. These may include printing and distribution of project materials, and a launch of the activity if required. Time may also need to be allocated for management of the activity during the period up until transfer to Registrant Support Services. Procurement Diabetes Australia requires that all procurement encourages and promotes: value for money; competition; efficient, effective and ethical use of resources; and accountability and transparency. Consistent with its policy of transparency and accountability, Diabetes Australia requires procurements above $80,000 be subject to competition, being at least three organisations selected for tender. Diabetes Australia s procurement policy also requires that: decisions on procurement including the basis for those decisions, are documented; and contracts for all project goods and services are signed by an authorised officer of Diabetes Australia. For procurements under $80,000, Diabetes Australia will adopt approaches, including seeking multiple quotes, to ensure value for money. Contracts All contracts will use the standard Diabetes Australia contract and specify that intellectual property ownership must vest in the Commonwealth (clause 16.1, NDSS Agreement). Branding and Acknowledgements Branding of all resources will be consistent with the NDSS Style Guide. Page 18

19 Acknowledgements on resources will recognise the contributions of Expert Reference Groups, other organisations and individuals. Risks A risk management approach will assist the Project Officer to develop a structured approach to planning for and managing risk. Ways in which risk can be mitigated include: early identification of potential risks together with mitigation strategies; continued monitoring of identified risks together with regular review for emerging risks; and having in place a sound accountability framework including reporting and monitoring systems. Project reporting to Diabetes Australia will include a requirement to report on risks and their management. Page 19

20 6. Program Monitoring and Evaluation To ensure that the funding under the NDSS Agreement is administered appropriately and that the programs meet their agreed objectives, robust monitoring and evaluation frameworks will be put in place. Monitoring and reporting Regular monitoring is critical for the success of the programs. It reduces risk by providing assurance that activities are proceeding as planned and that the budget is being expended appropriately. Monitoring of progress will be undertaken through a reporting regime to Diabetes Australia. In turn, Diabetes Australia will report to the Department of Health on the overall progress with meeting the requirements set out in the Agreement and Strategic Plan. At a minimum, Project Leaders will be responsible for reporting on: expenditure against budget; achievement of deliverables against time frame set out in the project plan; and management of identified risks. For larger (budget and duration) program activities, or those identified as incorporating a high level of risk, additional reporting requirements may be requested by Diabetes Australia. These requirements will be identified during development of the detailed project plan. Reports will be submitted by Program Leaders to the National Program Manager monthly or as otherwise agreed at a time consistent with the reporting requirements between Diabetes Australia and the Department of Health, as set out in the NDSS Agreement. Specific dates will be agreed between the Project Leader and Diabetes Australia. Programs that fall behind schedule or that require additional oversight will be reviewed by Diabetes Australia to identify action taken to address the situation. Failure to provide timely, accurate or adequate reporting will result in Diabetes Australia reviewing, in consultation with the Department of Health, continued funding of the activity. In line with requirements set out in the NDSS Agreement, Diabetes Australia will provide a quarterly report to the Department of Health. These reports are detailed in Clause 13 of the Agreement. The timeline for these reports is included in the NDSS Agreement at Item 7, Schedule 4, Scheme Management and General Administration. Page 20

21 Evaluation Together with the reporting requirements, an evaluation of each program will provide a systematic assessment of the effectiveness of the program and the efficiency of its implementation. The evaluation provides an opportunity for Registrants and stakeholders to provide input and as a result, the program s relevance and service quality can be tested. The form of the evaluation is to be set out in the project plan and will be aligned with the program s outcomes, and refer to both efficiency and effectiveness measures. These indicators are to be in place from commencement, be easy to measure and aligned, where appropriate, with the reporting requirements. Responsibility for collecting this data is generally with the Project Leader for each of the programs and the final report will be submitted to Diabetes Australia. Page 21

22 7. National Roll Out Once programs are finalised they may be rolled out nationally as new Registrant Support Services. The future costs in supporting these programs will be budgeted from the Registrant Support Services budget. Approval As set out in the NDSS Agreement, the Department of Health must approve the roll out of activities developed through the National Development Programs prior to them being rolled out nationally as a Registrant Support Service. Diabetes Australia will be responsible for seeking that approval. Due to the scope and variety of different projects Diabetes Australia will make individual arrangements for the roll out process with each project team after the final evaluation has been completed and the project is approved to be a Registrant Service. Launch of resource or activity Any launch or release of a program activity developed under the National Development Programs will be undertaken by Diabetes Australia. If the activities are to have a public launch or event (ie a specific media event), at a minimum the Department requires notification 30 business days prior to the date of the launch, along with a final version of any resource/s to be released. This will provide the Department with the opportunity to invite the Minister for Health to attend or give a formal presentation at the event. Post roll out activities Activities related to post roll out of programs will be incorporated into NDSS Operations and Registrant Support Services procedures including maintenance of a complaints and compliments register. Page 22

23 Attachment 1 XXXX EXPERT REFERENCE GROUP TERMS OF REFERENCE (TEMPLATE) TITLE PURPOSE OF EXPERT REFERENCE GROUP XXXX Expert Reference Group (ERG) The XXXX Expert Reference Group is a Working Party formed in XXXX for the National Diabetes Services Scheme (NDSS) National Development Programs managed by Diabetes Australia to provide expert advice on XXXX Expert Reference Groups contribute to and provide advice on the development, implementation and evaluation of activities funded under the National Development Programs. PROJECT/S XXXX RESPONSIBILITIES The XXXX Expert Reference Group will provide: 1. expert technical, medical and scientific advice, in relation to XXXX; 2. advice and leadership for the development, implementation and evaluation of XXXX activity/ies. MEMBERSHIP Members are selected on the basis of their skills and experience. Diabetes Australia will appoint members and the Chair. Membership of the XXXX Expert Reference Group will be limited to XX members, including the Chair. NDSS REPRESENTATION All Expert Reference Groups will include NDSS representation as agreed appropriate by Diabetes Australia. NDSS representatives will participate in discussions but will not have any voting rights. SECRETARIAT SUPPORT Diabetes Australia (or the Program Leader, where a Program Leader is appointed) will ensure that appropriate secretariat support is provided to assist the work of the Expert Reference Group. Page 23

24 COMMUNICATION & RELATIONSHIPS The Chair of the Expert Reference Group will report to the Chief Executive Officer of Diabetes Australia through the GM NDSS.. TERM OF THE WORKING PARTY The term of the Expert Reference Group will commence on XXXX and terminate on XXXX. DECISION MAKING A quorum for meetings will comprise two thirds of the membership. Decisions on major issues will be reached through consensus. Should a definitive position not be reached the matter will be referred to the General Manager, NDSS for guidance. MEETINGS Meetings will be held as agreed by teleconference or face-to-face. Meetings may be more or less frequent as required. REMUNERATION Members who are not employees of Diabetes Australia or NDSS Agents i.e. external experts, can access sitting fees in accordance with the table below: Sitting Fees Meeting duration Chair Members Teleconference up to 1 hour $120 $75 Teleconference more than 1 hour $220 $150 Face-to-face meeting up to ½ day $300 $200 Face-to-face meeting 1 day $600 $400 Note: Fees will not be paid for work undertaken by members outside of sitting times. Fees will be reviewed annually and updated if required. TRAVEL COSTS Travel to attend face-to-face meetings will be arranged by Diabetes Australia (or the Program Leader, where a Program Leader is appointed) and the conditions will be in line with Diabetes Australia s travel policy. Page 24

25 National Diabetes Services Scheme (NDSS) National Development Programs Attachment 2 Project Plan: (insert name of program) Organisation: (insert name of organisation undertaking the project) Version: (insert number and date) Page 25

26 1. INTRODUCTION 1.1. Name of Activity Program Area (Insert activity name and program area) 1.2. Background Provide a brief explanation of the history or context of the project and explain the reasons for undertaking the project Summary of Project Provide a summary of the project Target Population Describe the group of people the project is directed/targeted towards. (Outline how the project will benefit this group of people.) 1.5. Key Goal/s Provide a high-level description of the goal/s of the project. The goal/s should describe what the project is aimed at achieving, not what is to be produced. Address the following: - What is the project aiming to achieve? 1.6. Strategic Fit Provide an explanation of how the proposed project supports the aim of the National Development Programs, the relationship of the project to other projects and Registrant Support Services. Describe the project s approach to ensuring that stakeholders are consulted over the life of the project. 2. PROJECT ACTIVITIES 2.1. Objectives Outline the objectives of the project over its life. These objectives should be tailored to the project activities. Project Objectives Outputs Outcomes Definitions: an objective defines the direction of a project; after the project has been completed, the changes in the status quo are the outputs of the project; when the outputs have been in place for some time, the changes in the status quo resulting from the outputs are the outcomes. Page 26

27 2.2. Project Tasks Provide detailed descriptions of the tasks to be undertaken Timeframes and Milestones Provide an outline of the expected timeframes for the project. Present the milestones and deliverables to be completed over the life of the project. Include project evaluation in the table and reporting requirements. Element Title Milestone Deliverable Date 2.4. Proposed Budget Provide a summary of the expected costs for the activity and note budgeted items that may be variable. Complete an Expenditure Table for each financial year of the project. Project Title Financial Year Item Details Budget (ex GST) Project management Project delivery Operational support Printing and publishing Promotion Sub-Total. Financial Year Item Details Budget (ex GST) Project management Project delivery Operational support Printing and publishing Promotion Sub-Total TOTAL BUDGET Page 27

28 2.5. Benefits Describe benefits of completing the project will be. 3. CONSTRAINTS AND RISKS Provide a description of any constraints and risks to the project. Constraints are known facts, events or situations that can limit, stop or delay the project. Some of these may also become a risk to the project. For example: - Legal or contractual requirements - Privacy obligations - Finances, resources and deadlines Provide an explanation of the barriers/threats to achieving project success, including events and situations that are possibly or likely to cause problems, delays, or increased expenditure for the project. Constraint/Risk Mitigation Strategy 4. EVALUATION Provide a description of how the project will be evaluated. Include whether the evaluation will be conducted by Diabetes Australia, State and Territory Agents, sub-contractors or a combination of these. Page 28

29 Attachment 3 Diabetes Australia Travel Policy Background This policy has been established to provide guidance for employees of Diabetes Australia concerning expenses which are considered reasonable when travelling on business for DA. 1. Employees are not expected to gain nor lose financially as a result of travelling on Company business. 2. Employees are expected to use good judgment in avoiding unnecessary costs and choosing value for money alternatives from travel options available. 3. The policy aims: to ensure employees travelling on Company business are provided with a reasonable level of service and comfort at the lowest possible cost; and to maximise the Company s ability to take advantage of value for money travel options in order to better manage travel expenses. Policy Statement Diabetes Australia will accept all reasonable expenses incurred by employees undertaking travel which is required in order to fulfil their responsibilities as employees. The policy applies to employees, directors, volunteers, contractors and other persons incurring travel expenses on behalf of Diabetes Australia. Exceptions or Variations to Policy Exceptions or variations to this policy must be signed by the Chief Executive Officer, who will then report the exception or variation to the President. The Chief Executive Officer has full discretion to authorize an exception or variation to this policy for Diabetes Australia staff matters. For issues associated with Board members the Chief Executive Officer may use judgment or refer the exception or variation to the President for a decision. Travel Arrangements All travel that is to be paid for by the Company shall be organised through DA in order to take advantage of discount arrangements for airfares, accommodation, rental cars, etc. and to minimise GST. Page 29

30 Economy class is to be used for all domestic and international travel. Special discount and advance purchase tickets are to be used, whenever possible, to take advantage of lower fares. Wherever practicable, individuals should travel to their destination and return on the same day to avoid incurring accommodation expenses. Where an employee is required to travel on DA business within Australia and is away from home overnight, the Company will; Book and arrange for accommodation costs to be billed direct to DA The accommodation will be of a four star rating and DA will seek the best price available (typically Government rates) of accommodation adjacent to the primary location of business with the expectation of receiving government rates. Employee Manual Version May 2011 Page 11 Page 30

31 Attachment 4 Glossary of Terms Department of Health Represents the Commonwealth of Australia in the Agreement with Diabetes Australia for the National Diabetes Services Scheme ( ). Diabetes Australia Party to the Agreement for the National Diabetes Services Scheme ( ). Expert Reference Groups Groups set up and managed by Diabetes Australia to provide advice on activities relating to the National Development Programs (see page 9). Medical, Education and Scientific Advisory Council Council established by Diabetes Australia to support the National Diabetes Services Scheme (see page 9). National Development Programs Projects and activities focussed on supporting the aim of the National Diabetes Services Scheme. National Diabetes Services Scheme An initiative of the Australian Government administered by Diabetes Australia. The aim of the National Diabetes Services Scheme is to improve health outcomes for people with diabetes across Australia. National Diabetes Services Scheme Agreement An Agreement between the Commonwealth of Australia and Diabetes Australia for delivery of the National Diabetes Services over the period Page 31