The Aboriginal Community Controlled Organisation (ACCO)-led Early Childhood Education and Care (ECEC) Sector Growth Partnership program is a NSW Government initiative, funded through the NSW Childcare and Economic Opportunity Fund. It aligns with a current priority of the CEO Fund Board to increase access to high-quality, culturally responsive early learning services.

The NSW Department of Education (the department) administers aspects of the program on behalf of the CEO Fund Board.

$9.92 million is available through the program in the 2025–26 financial year. Grants are competitive and funding will be provided to successful applicants until the available funding is exhausted. Over 4 years, the NSW Government will support the establishment and sustainability of more than 15 new ACCO-led early learning services (“ACCO” is defined in section 2.1). The total funding available for grants over 4 years is $89.54 million.

The program is part of the First Steps Strategy 2026–2030. This is NSW’s Aboriginal children's early childhood education strategy, designed collaboratively with Aboriginal stakeholders, with an emphasis on community-determined strengths-based solutions.

The program will support NSW in meeting targets for the Closing the Gap initiative, including that, Aboriginal and Torres Strait Islander children are engaged in high quality, culturally appropriate early childhood education in their early years (Closing the Gap Target 3), and that children thrive in their early years (Closing the Gap Target 4).

The program has been co-designed in partnership with Aboriginal key stakeholders, communities, and partners. Local projects funded through this program are expected to reflect local needs and to be designed with community stakeholders. This approach ensures the program is responsive to local needs and promotes sustainable long-term outcomes for children and families.

DISCLAIMER: As Aboriginal people are the Traditional Custodians of NSW we refer to Aboriginal people. The department’s Aboriginal programs and services are available, without question, to Torres Strait Islander peoples.

1. Purpose and objectives

Attendance in a formal preschool education setting has significant positive long-term outcomes for all children. Aboriginal children achieve better educational outcomes when their learning enhances their identity as Aboriginal people. A quality early learning experience that drives attendance, participation and lifts development is important to delivering positive results.

The program’s purpose is to support and grow ACCO-led early learning services. The key objectives are to:

• grow the number of new ACCO-led early learning services, and expand the services offered and increase the number of approved licensed places in existing ACCO-led early learning services
• provide greater access to culturally responsive early learning for Aboriginal children
• grow the Aboriginal and Torres Strait Islander early learning workforce, including by increasing the number of Aboriginal educators and teachers
• improve service quality through professional development and supporting staff to lift their qualifications
• enhance the sustainability of services through flexible and needs-responsive funding.

1.1 Program description

A total of $9.92 million is available for the 2025–26 financial year. Three funding streams have been developed under this program, and this section sets out the types of activities that can be funded under each stream. section 5.4.6 on Spending rules has information on what grant funding cannot be used for.

Stream 1 is for ACCOs who are early learning service providers approved under the Children (Education and Care Services) National Law (NSW) (National Law) to extend hours, ages or places at existing early learning services approved under the National Law, or to establish new early learning services on facilities owned or operated by the ACCO.

Funding of up to $800,000 per year, over a period of 4 years is available. Local needs analysis and co-design is required to ensure the extended/proposed service meets community priorities. Eligible expenses for the funding under Stream 1 may include:

• Establishing new or additional early learning services or more flexible early learning service offerings that match local needs
• In connection with those services and service offering, employment-related expenses, such as:
  • employment of a project manager to manage the implementation of the new or expanded services
  • recruitment and staff training to build capacity for the new service models
• Expert professional services that cannot be met within the cap in the application development phase, such as:
  • feasibility studies or business case for the ACCO governing body
  • architecture and design services for significant building works
  • assistance with submitting a development application for building approval
  • assistance with establishing a regulatory compliant service
• Construction and minor building works such as:
  • establishment of a new early learning service
  • increase the number of licensed early learning places within an existing early learning service
  • improve accessibility of an existing early learning service site
  • support compliance with the National Law and Education and Care Services National Regulations and regulatory compliance
  • Note that proposals for construction or works on buildings that are occupied under lease are not ruled out but may not demonstrate good value for money at the assessment stage.
• Cultural programs integrated into the new/expanded early learning service or offering.
• Supporting early learning service readiness and staff capability in connection with the new/extended service or service offering by addressing practical barriers including associated staffing cost, and enabling staff to develop the skills needed in their services
• Professional development in connection with the new/extended service or service offering, particularly focused on leading service expansion, compliance and sustainable growth.

Stream 2 provides support to existing ACCO-led early learning services to maintain and improve their culturally appropriate service.

Funding of up to $120,000 per year for up to four years is available to support existing ACCO-led early learning services to maintain and strengthen culturally responsive service delivery. Eligible activities may include one or more of the following:

• Staffing, including:
  • cultural educators
  • community liaison roles
  • additional educators to support service continuity
• Cultural education, including:
  • on-country learning
  • community-led language, culture and storytelling initiatives
  • artefacts acquisition
• Workforce development and staff training pathways, including:
  • accredited training
  • career progression support for Aboriginal staff
• Professional learning, including:
  • cultural capability development
  • service quality improvement and capability uplift
• Networking and mentoring, including:
  • peer learning opportunities
  • connecting with other ACCO-led early learning services for shared practice.
• Transport and extended hours, including:
  • transport to and from the service
  • extending service hours to support family needs.
• Minor building works, including:
  • internal modifications of an existing early learning service’s site that do not expand the existing building footprint of the early learning service’s site
  • refurbishing rooms of an existing early learning service to make them fit for purpose.

Stream 3 provides support to accelerate ACCOs to become approved early learning service providers.

This Stream provides one-off funding of up to $50,000 to support ACCOs that face known barriers to become approved early learning providers. It will assist ACCOs in meeting the requirements necessary to access funding under Streams 2 and 3. These costs may include:

• resolving land or premises access issues, such as challenges related to Crown land
• meeting regulatory or licensing requirements or addressing future governance readiness for when early learning provider approval is obtained.
• delivering one or more feasibility studies that may be required to support/inform further decision-making on whether to progress toward the establishment of a service. For example, while a community/governance group may have decided to seek to establish a service, they may require further information on project costs, management requirements, regulatory requirements and potential funding before making further decisions on whether to proceed.

ACCOs wishing to apply for this Stream are encouraged to contact accoececgrowth@det.nsw.edu.au for support.

In summary, an individual organisation can apply for a maximum of $800,000 per year for 4 years under Stream 1 for a total grant of $3.2 million. Stream 2 providers can apply for a maximum amount of $120,000 per year for 4 years and Stream 3 applicants can apply for a one-off total grant of $50,000.

Grants are competitive. ACCOs that progress through an EOI stage will be invited and supported to make a full application.

Under each Stream an Expression of Interest (EOI) round is used to identify eligible organisations and project ideas that fit the program, and to invite ACCOs to submit a full application. More information including the support available to help develop a full application can be found in section 3: Application process.

1.2 Key dates

2. Selection criteria

2.1 Eligible organisations

Only Aboriginal community-controlled organisations (AACOs) are eligible for this program. An ACCO is an organisation (see Appendix 1) that delivers services, including land and resource management that builds the strength and empowerment of Aboriginal and Torres Strait Islander communities and people and is:

• incorporated under relevant legislation and is not-for-profit
• controlled and operated by Aboriginal and/or Torres Strait Islander people
• connected to the community or communities in which it delivers services
• governed by a majority Aboriginal and/or Torres Strait Islander governing body.

ACCOs applying for Streams 1 or 2 must have early learning service approval or have applied for service approval.

ACCOs must be an approved early learning service provider, or have submitted an application for an early learning service approval that is yet to be determined by the NSW Early Learning Commission (see Appendix 2), to operate one or more of the following early learning services in New South Wales:

• centre-based day care
• long day care
• outside school hours care
• family day care
• occasional care
• mobile preschool.

ACCOs applying for Stream 3 must:

• provide evidence that your organisation has consulted with the community to seek endorsement for the project
• be facing barriers to early learning provider approval which may include (but not limited to):
  • land or premises access issues (for example, resolving crown land complexities).
  • regulatory compliance
  • planning and project scoping
• provide evidence that funding will be used to reduce barries for establishment of the project.

2.2 Eligible activities and funding priorities

Eligible activities are listed in section 1.2 program description.

If the number of eligible applicants exceeds the total grant funds, funding will be prioritised.

Priority will be given to funding projects under Stream 1. Within Stream 1, further prioritisation will be given in the order listed below.

1. Project readiness – Demonstrated capacity to commence and deliver the project within the funding period.

2. Underserved areas – Projects that address service gaps in communities within limited or no access to existing services.

3. Regional and remote areas – Projects located in regional or remote communities, as classified by SEIFA.

4. Geographic proximity to existing ACCOs – Consideration will be given to how close the proposed service is to other ACCOs, with preference for locations that broaden geographic coverage of early learning services in NSW.

3. Application process

3.1 How to apply

Step 1: Read the program guidelines in full and register for SmartyGrants

This will help you understand the program’s objectives, eligibility requirements, and the types of activities and projects that are eligible for funding.

Note that:

• Late EOIs or full applications will not usually be accepted. The closing date for applications is final.
• Applicants must not provide false or misleading information in the EOI or full application. Any application containing false or misleading statements may be disqualified from consideration or subject to further review. Misrepresentation of information could lead to the withdrawal of funding or legal action.
• An Expression of Interest (EOI) and full applications must be submitted online through the SmartyGrants platform. If you have not already registered with SmartyGrants, you will need to create a free account. Please visit the Help guide for guidance on how to use the SmartyGrants platform.

Step 2: Submit an EOI on SmartyGrants and attach any required documents

Note that the EOI process is designed to be clear and straightforward. ACCOs submitting an EOI are not obligated to proceed to a full application if invited.

1. EOIs must be submitted online through the SmartyGrants Application Portal. If you require support to complete your EOI, please email ​​​accoececgrowth@det.nsw.edu.au​.
2. Attach other documents as required to demonstrate eligibility.

Step 3: Review and submit the EOI

Before submitting the EOI:

• double check that all required sections of the EOI are filled out; incomplete EOIs may not be considered for funding
• review your documents for accuracy and completeness.

Changes can be made to your EOI at any time until it is submitted. Once your EOI has been submitted, no further changes can be made via SmartyGrants.

What happens after submitting the EOI?

You will receive a notification of receipt to confirm that the EOI has been successfully submitted. The department will review each EOI to ensure it is complete. The department may contact organisations if additional verification or clarification of any part of your application is needed, or if further details are required to complete the assessment.

Once the EOI closed date has passed, all submitted EOIs will be assessed, regardless of their completeness. EOIs that are not complete will not progress.

Stage 2: Full Application

Step 1: Receive invitation to submit a full application, and access to Application Development Support

Applicants who are successful at the EOI stage will be invited to submit a full application for Stage 2 and will receive support to complete the process.

Support to develop a full application under any stream will be available from SNAICC, the department’s Sector Strengthening Partner. This support may include:

• identifying the service improvement needs of their service as the basis for their funding application.
• identifying the specific organisational capability needs of their organisation for the purposes of developing their application.
• providing specialist project planning and proposal development expertise or assistance.
• providing specialist project budgeting advice or accessing specialist advice on project costing and budgeting
• advice on identifying other specialist and/or technical expertise and advice required for the development of the funding proposal - for example accessing development planning advice and/or expertise.
• advice on embedding cultural elements and community leadership into the proposal.

The department or SNAICC may publish further information for potential grant applicants so that is available to impartially.

ACCOs that are invited to make a full application under Stream 1 will also be supported by an independent contractor who:

• provides up to 50 hours of hands-on support, and
• can engage one or more professional services on their behalf (e.g. an architect or property surveyor), up the value of $20,000. This is not granted directly to the applicant organisation. Instead, the independent contractor will engage, coordinate, oversee and pay professional service providers that are engaged to provide specialist technical advice to the ACCO. All professionals that are engaged by the independent contractor will hold appropriate licences and accreditations. As examples, these may include:
  • scoping and planning a building works project aligned with program objectives
    • assisting with co-design activities
    • developing compliant building designs under the National Quality Framework, including accurate unencumbered space calculations for the proposed number of early learning places
    • procuring professional plans from licensed building practitioners
    • obtaining builder quotes and Quantity Surveyor reports, and preparing comprehensive project budgets
    • establishing realistic project timelines and identifying risks and mitigation strategies
    • supporting Development Application (DA) preparation and submission
  • embedding inclusive and culturally safe design principles where appropriate.

Some projects may require professional services that are above what is offered in the application development stage. Further engagement of professional services can become part of an application e.g. design and planning for significant building modifications.

Step 2: Submit your application on SmartyGrants

Before submitting an application:

• double check that all required sections of the application are filled out
• review your documents for accuracy and completeness.

4. Assessment process

The CEO Fund Board, established under the Childcare and Economic Opportunity Fund Act 2022 (NSW), is responsible for making decisions on funding for this program, including grant approvals and payments.

The CEO Fund Board has delegated a panel of assessors to make recommendations for grants to the CEO Fund Board. Please note that submitting an application does not guarantee full funding. The CEO Fund Board may choose to decline funding or offer partial funding for any application.

4.1 Assessment of EOIs

This stage is undertaken by the department’s program team which includes:

• program manager
• senior policy officer
• policy officer.

All EOIs will be reviewed to check for completeness and to check the applicant organisation meets the eligibility criteria, and that proposed activities are aligned to the program objectives, and activities eligible for funding.

All successful EOIs will be recommended for Application Development Support to develop a full application. Organisations will be notified of unsuccessful EOIs.

4.2 Assessment of full applications

4.2.1 Overview

The assessment is undertaken by a panel of the following staff from the department:

• Director, Aboriginal Early Childhood Outcomes
• Program Manager, ACCO-led Early Learning Sector Growth Partnership Program
• Senior Policy Officer, ACCO-led Eearly Learning Sector Growth Partnership Program
• other departmental officers as required
• a probity advisor.

During the assessment, the panel may request additional information from applicants. At its sole discretion, the panel may seek information from the NSW Eearly Learning Commission, the department, or other relevant parties to support the evaluation.

Grants will be awarded to the highest ranked applications following the assessment process, continuing until available funds are fully allocated for applications received by the closing date. If the number of eligible applicants exceeds the total grant funds, funding will be prioritised for applications in Stream 1 as outlined in section 2.2 above.

Step 1: Full applications will be checked for completeness and to reconfirm eligibility

All full applications received before the relevant closing date will be assessed for completeness and ensure the application meets eligibility requirements stated. Where applications contain minor omissions or inaccuracies, the department may contact applicants to request clarifications or corrections. This will be managed on a case-by-case basis at the department’s discretion.

Step 2: Applications will be assessed and scored

The panel will score applications against the following criteria:

Stream 1

• Demonstrated demand for expansion - The proposal includes evidence of unmet demand for licensed early learning places in the local community. The case for expansion is supported by data or consultation and clearly linked to community need.
• Project plan and delivery capability - The applicant has undertaken well-scoped planning (for example, feasibility, transition or infrastructure scoping). The proposal demonstrates readiness to proceed and includes a project plan, clear delivery roles, timelines, and risk mitigation. The applicant must also demonstrate access to an appropriate land arrangement for the proposed early learning service such as a secured site, lease agreement for at least 10 years or formal partnership agreement.
• Staff development and service expansion - Proposed activities on how the organisation intends to meet additional staffing needs.
• Sustainability and long-term viability - The application outlines how the expanded service model will remain viable over time. Considerations include financial sustainability, licensing compliance, workforce planning and long-term demand.
• Budget and value for money - Applicant has provided reliable project estimates and supporting documents to substantiate total project costs (for example 3 quotes are sought for capital works). The application demonstrates that costs relative to the expected benefits are justified. Costs are not the only consideration for value for money, and the Panel will recognise that costs may be higher in regional and remote areas and take that into consideration.

Stream 2

• Demonstrated need, demand and community impact - The application provides qualitative and/or quantitative evidence of local demand to maintain or improve existing ACCO-led early learning services. The proposal clearly identifies gaps in access, quality, or continuity and explains how funding support will address these needs.
• Capacity and readiness to deliver - The applicant demonstrates their capability, leadership, and planning required to deliver the proposed activities. Staffing, governance, and delivery partnerships are clearly described, and risks are identified with mitigation strategies in place.
• Workforce strengthening and service quality - The proposal supports Aboriginal workforce development through training, mentoring, recruitment, or leadership pathways.
• Sustainability and service continuity - There is a clear plan for how the improvements will be sustained beyond the funding period, including financial, staffing, and community engagement considerations. The proposal demonstrates how momentum of the proposed activities will be maintained beyond the funding period.
• Budget and value for money - Applicant has provided reliable project estimates and supporting documents to substantiate total project costs (for example 3 quotes are sought for capital works). The application demonstrates that costs relative to the expected benefits are justified. Costs are not the only consideration for value for money, and the Panel will recognise that costs may be higher in regional and remote areas and take that into consideration.

Stream 3

• Demonstrated need and demand - The application clearly outlines the organisation’s intention to become an approved early learning provider. The intent is supported by evidence such as meeting minutes, or board-level decisions. The organisation also demonstrates support from the Aboriginal and/or Torres Strait Islander community. Evidence may include letters of endorsement, records of consultation, or involvement of local Elders or community leaders. The proposal shows that community needs are driving the service development/extension.
• Capacity and readiness to deliver - There are clear activities and progress toward feasibility work or governance planning. The application outlines progress towards securing a suitable site for the proposed early learning service. This may include evidence of a confirmed location, lease negotiations, partnership arrangements or other forms of land or property access rights.
• Budget and value for money- The proposed budget for spending of funding is clear. The application demonstrates that requested funding (up to $50,000) will support specific, necessary activities that enable the organisation to become an approved early learning provider. Supporting documents such as quotes or cost breakdowns strengthen the case for funding.

Step 3: Due diligence checks

Following the assessment against criteria, the program team will undertake due diligence checks on shortlisted applicants. This process supports transparent and equitable decision-making by identifying any risks not captured through the assessment criteria and ensuring that funding recommendations are appropriate, responsible, and aligned with the objectives of the program.

Due diligence checks are designed to:

• verify the accuracy and completeness of information provided in the application
• identify any financial, governance, compliance or reputational risks associated with the applicant organisation
• assess the organisation’s capacity to deliver the program safely and effectively
• ensure public funds are awarded to suitable, capable and low-risk organisations.

Typical due diligence checks may include (but are not limited to):

• verification of legal status, registration, and governance structures
• review of financial viability, solvency, and financial management history
• examination of compliance with regulatory and legislative requirements, including any enforcement actions, sanctions, or conditions
• assessment of historical performance and delivery of previous department-funded projects, such as:
  • timely delivery of contracted projects and achievement of key milestones
  • submission of all required documentation, six monthly reporting, and acquittals within required timeframes
  • overdue projects funded by the department and whether extensions have been requested and approved
• ongoing compliance with service approval requirements and regulatory standards
• checks against relevant government registers or watchlists (for example, ASIC, ACNC)
• consideration of any known reputational risks, conflicts of interest or issues that may impact program delivery.

The outcomes of the due diligence process will inform the Assessment Panel’s final funding recommendations. Where risks are identified, additional conditions may be applied to funding agreements, or applications may not proceed. Poor performance or high-risk findings may also result in funding withdrawal during the program period.

4.3 Notification of the outcome of a full application

All applicants, both successful and unsuccessful, will be notified of the outcome of their application in writing via email. Notification will be provided by 31 August 2026.

Successful applicants will receive confirmation of their grant, including details of the funding awarded and any next steps required. Unsuccessful applicants will also be advised in writing, and where practicable, the notification will include the reasons why their application was not successful.

Unsuccessful applicants are not restricted from applying for future rounds of this program.

5. Successful grant applications

5.1 Grant agreement

All successful applicants will be required to enter into a Funding Agreement with the CEO Fund Board. It will outline among other things:

• that these Guidelines from part of the funding agreement
• funding amount
• terms and conditions of funding
• timings attached to funding
• detailed record keeping, reporting and acquittal requirements.

Applicants should not enter into a contract or commence any works proposed in an application until a Funding Agreement has been signed.

Applicants who are offered a grant and proceed with works prior to signing the Funding Agreement do so at their own risk. The department may not fund projects that have commenced before the Funding Agreement has been signed and will not fund completed projects.

5.2 Grant payments

Grant payments will be outlined in the Funding Agreement for each recipient.

Grants' payments will only be processed for applicants that are registered in the Early Childhood Contract Management System (ECCMS), and that have entered into a funding agreement with the department.

5.3 Publication of grants information

The department will publish grant funding information, including program details, provider information and funds awarded to the provider, on the NSW Government Grants and Funding Finder in line with the Grants Administration Guide. This will include:

• name/s, location/s or contract address/s of successful grant recipient/s
• name/s of the project to be funded
• purpose of the grant
• amount awarded to each grant recipient
• funding period.

As a NSW Government funded program, the grants may also be published in departmental reports on expenditure performance and publicised on the departmental website and in the media.

The following details of grant recipients may be shared within NSW Government upon selection:

1. name of the successful applicants
2. services involved in the program
3. area in which the program will be delivered
4. LGA.

5.4 Reporting, record keeping and other requirements

5.4.1 Indicative reporting and acquittal requirements

Funded organisations must provide the following:

• financial accountability statements are to be completed within 6 months of the initial payment.
• financial accountability statements are to be completed within 2 months of the end of every calendar year after the initial payment.
• performance accountability statements are to be completed 2 months of the end of every calendar year after the initial payment.

These accountability reports will be used to ensure services are receiving the appropriate level of funding and are compliant with program requirements.

The CEO Fund Board will monitor the implementation of funded initiatives through these reporting and acquittal requirements.

5.4.2 Record keeping

Funded organisations must retain relevant records and invoices related to their use of grant funds. These documents must be kept for auditing purposes for 5 years (from the end of the final program year, 2030). Services may be audited to confirm the accuracy of data provided in performance and financial accountability reports and must make records available to person or team conducting the audit on behalf of the CEO Fund Board.

5.4.3 Notify the department of changes

Funding recipients must notify the department promptly of any significant changes to their circumstances that may impact the delivery of funded services or the use of grant funds. Early communication will allow the department to manage risks and implement necessary adjustments in a timely and collaborative manner.

5.4.4 Notify the department if approved funding cannot be expended during the grant period

The department must be notified of exceptional circumstances that mean that approved funding cannot be expended during the term of the Funding Agreement.

Notification should include an explanation for why funding has not or will not be expended and a timeline for spending the outstanding funds. Decisions regarding unspent funds will be made by the department with reference to the funding agreement including Terms and Conditions and confirmed by the department in writing. Recipients may have to return any unspent funds in full (see section 5.4.7).

5.4.5 Gain department approval before varying approved activities

If a variation to the approved funding activity is requested or required, organisations must:

1. Identify and assess the change – The nature, scope, and rationale for the proposed variation will be clearly documented by the recipient and assessed by the department for alignment with the original approved project objectives and funding conditions. Proposed variations must be minor only.
2. Submit a formal variation request – A written request outlining the proposed changes, justification, and any potential impact on project outcomes, timelines or budget will be submitted by the recipient to the department for consideration. Please forward correspondence to ​​​accoececgrowth@det.nsw.edu.au ​.
3. Await approval – No changes to project activities may be implemented by the recipient until formal written approval has been received from the department. A variation request which is not minor will not be approved. The decision to approve or reject a variation request is made by Director Aboriginal ECO.
4. Update project documentation – Upon approval, all relevant project plans, budgets and reporting frameworks may be updated by the department after the final decision has been approved to reflect the approved variation.

This process assists to ensure transparency, maintain accountability and support the effective delivery of the project in accordance with funding requirements.

5.4.6 Spending rules

Successful applicants must only use funding for the development and delivery of activities as outlined in their approved application; funding must not be used for:

• activities not related to the delivery of early learning
• activities that are currently fully funded by another government program
• purchase of land or buildings
• reimbursement of past expenses or costs for activities that occurred before the grant agreement start date
• expenses covered by insurance
• ongoing or recurrent staff wages beyond the life of the funded activity.

5.4.7 Unspent funds

Funding recipients are required to spend the allocated funding within the approved funding period outlined in their Funding Agreement. Unspent funds may only be retained under specific conditions and with formal approval from the CEO Fund Board, and in accordance with the Terms and Conditions.

Accrued costs are not unspent funds. Funds can be retained for accrued costs. Costs may be accrued for services and activities delivered within the funding period but not required to be paid until a later date (for example, staff wages or invoices pending processing).

5.4.8 Non-compliance

Any services or expenses that are not permissible under the funding agreement may be referred to Early Childhood Outcomes, Aboriginal Children’s programs team, for additional support. Further, where requirements are not met, the department and CEO Fund Board reserve the right to suspend funding and, if issues are not resolved within an agreed timeframe, to cancel the program and withdraw funding.

The department may at its discretion require funding to be paid back to the department or suspend payments.

5.4.9 Evaluation

After completion of the program, the CEO Fund Board will undertake an evaluation on how well the program outcomes and objectives have been achieved and ways to improve future grant rounds. The CEO Fund Board may use information from an application for this purpose.

6. Additional information and resources

6.1 Contact details

For more information about early childhood education programs, you can contact the Department of Education by:

• Phone: 1800 619 113
• Email: accoececgrowth@det.nsw.edu.au

Feedback and complaints

Applicants who have feedback, suggestions or complaints about the application and assessment process may also contact us through the above channels. Alternatively, you may submit any feedback by completing the department of Education Complaint, compliment or suggestion form.

6.2 Access to information

For information about your right to access government-held information under the Government Information (Public Access) Act 2009 (GIPA Act), please refer to the department’s Agency Information Guide or contact the Right to Access team via the department’s website.

6.3 Ethical conduct

Applicants must not provide false or misleading information in their application. Any application containing false or misleading statements may be disqualified from consideration or subject to further review. Misrepresentation of information could lead to the withdrawal of funding or legal action against the applicant.

The department ensures appropriate accountabilities are in place for resolving ethical issues arising from the assessment process. All assessment panel members will be advised that ethical behaviour is required, and that any breach may constitute corrupt conduct under the Independent Commission Against Corruption Act 1988 and could lead to disciplinary action.

6.4 Conflict of interest and confidentiality

Prior to the commencement of the assessment process, all panel members will be advised about the confidential nature of the process and asked to complete an ACCO-led ECEC Partnership program 2025–26 Confidentiality Agreement and Conflict of Interest Form.

Panel members will also be asked to notify the Probity Advisor, and the Panel Chairperson should any actual or perceived conflict of interest arise during the assessment process.

Any potential breaches in confidentiality or conflict of interest issues will be escalated to the Director, Aboriginal Early Childhood Outcomes for management and resolution.

6.5 Privacy

Information provided by applicants is collected by the NSW Department of Education for the purpose of the administration and evaluation of the program.

The department is committed to protecting individuals’ personal information in accordance with the Privacy and Personal Information Protection Act 1998 (PPIP Act). Personal information collected will be managed in accordance with the PPIP Act and the department’s Privacy Policy, available at: https://education.nsw.gov.au/rights-and-accountability/privacy. Further details are outlined in the department’s Privacy Management Plan: Privacy Management Plan (PDF 643 KB).

Individuals may request access to, or correction of, their personal information at any time by completing the Application for Amendment Form (PDF 108 KB) and submitting it to: legal.privacy@det.nsw.edu.au.

Privacy Officer, Legal Services, NSW Department of Education, Level 5, 105 Phillip Street, Parramatta NSW 2150

T: (02) 7814 3896

E: legal.privacy@det.nsw.edu.au.

7. Appendix

1. This is the definition of an ACCO as set out in Clause 44 of the National Agreement on Closing the Gap,
2. In these guidelines, a reference to service approval takes its meaning from section 5 of the Children (Education and Care Services) National Law (NSW) 2010 early learning places means licenced places for children between 0-5 years.