Why is this important?

A current rehabilitation management system should be in place. The current chief executive or another appropriate person with executive responsibility should authorise the system.

This is a requirement under s. 41(2) of the Safety, Rehabilitation and Compensation Act 1988 (the Act) and the Rehabilitation Guidelines for Employers (the s. 41 guidelines).

When management takes responsibility for workplace safety and returning employees to work after an injury, it helps to cultivate productive working relationships and to build organisational capacity, consistent with the broader APS leadership capability framework.

Not only is the prevention and management of workplace injury part of effective resource management, it also contributes to building a supportive workplace culture in which staff feel valued. This is essential to building shared commitment to workplace safety and durable return to work (RTW) outcomes for individuals.

On a broader scale, an active approach to preventing and managing workplace injury and ensuring employee welfare will help managers attract and retain good staff.

Executive endorsement of a rehabilitation management system signals the organisation’s commitment to supporting injured employees to return to work. It also indicates an employers regard for employee welfare.

Optimal rehabilitation outcomes are achieved when all parties, including the injured employee, have mutual goodwill and confidence in the process. It is important that they know that their wellbeing is considered.

The list below features some ways to demonstrate success in this element. You can also add other examples. When you identify areas for improvement, include an action, when it needs to be completed and who is responsible.

Download the Examples of success template [doc]

Examples:

• a current written rehabilitation management system exists and is signed by the present Chief Executive or another appropriate executive
• all staff know where the rehabilitation management system documentation is located
• job descriptions outline managers' accountability.

Case study³

At Australia Post, a Rehabilitation Policy statement signed by the Managing Director is displayed in every work centre. The policy statement states the corporation’s commitment to help employees remain at work or resume normal duty quickly and safely following a work-related injury.

This commitment is reflected through such strategies as:

• developing an early intervention framework
• training team leaders in effective return to work management
• ensuring greater line management accountability
• supporting internal redeployment between facilities
• implementing a performance measurement system that is regularly reported to senior management and the corporation’s board and Human Resources subcommittee
• ensuring that the findings of annual audits on the return to work function are communicated to senior management for appropriate action.

Case study⁴

During 2003-04, Centrelink Area Hunter recorded a significant increase in the number of workers’ compensation claims and associated costs. While the Human Resources team had sound practices in place to support staff undergoing rehabilitation and return to work, the Area Leadership team lacked focus on the strategic importance of return to work practices. As a result, there was no shared commitment to the rehabilitation and return to work of injured employees, which was reflected in the high number and the costs of workers’ compensation claims.

This was not only the cause of an increasing rate of claims. It also had a direct impact on Centrelink’s ability to deliver its services and meet the needs of customers.

In order to achieve the desired cultural change, the Area Manager and the Human Resources team identified five key areas that would form the basis of the shift:

• leadership development
• compensation and rehabilitation performance reporting
• employee education and engagement
• consolidated information and reference points
• compensation and rehabilitation education in recruitment, probation and induction.

The development of rehabilitation and return to work strategies became a priority, focusing on building clear accountability, a positive workplace culture and supporting employees in the rehabilitation goal of pre-injury status.

The strategy equipped managers with the skills necessary to be successful in their communication with employees in the early identification of injury and management of the return to work processes. By strengthening the reporting systems of Area Hunter, improvements were made to its ability to track claims and the progress of staff recovery, leading to better outcomes at the conclusion.

Providing staff with more timely information on the compensation and rehabilitation process increased employee awareness of the issue and the assistance offered by Centrelink. This restored employee confidence in their leadership team and employer.

From a recruitment and people perspective, the Human Resources team delivered training through Centrelink’s induction and probation programs to reinforce the expectations of staff in the rehabilitation and return to work processes. Greater attention and promotion was also given to the internal staff poll and this reporting measure is now compulsory for all Centrelink sites.

These initiatives have resulted in not only a substantial cultural change in the Area Leadership team and employee commitment to the rehabilitation and return to work process, but also a significant reduction in the workers’ compensation premium rate for Area Hunter, falling from 3.26 per cent in 2004-05 to 2 per cent in 2006-07.

Resources/tools

• See Appendix 1 and 2 for a sample rehabilitation management system template [doc] and an example table of contents page for your rehabilitation policy and procedures documentation [doc].
• Government leaders safety leaders—joint Comcare APSC publication 
• National OHS targets available on the SafeWork Australia website
• Integrated Leadership System available on the APSC's website 
• Leadership Commitment - Early rehabilitation assistance to employees (Pub 31)
• Rehabilitation: Managing return to work. A better practice guide for managers and supervisors 2001 (Pub 16)
• Safe and Sound:  A discussion paper on safety leadership in government workplaces, 2005 (Pub 35)—a joint publication by ASCC and Comcare

³ Rehabilitation: Managing Return to Work. A Better Practice Guide for Senior Managers and Supervisors 2001. Joint ANAO and Comcare Publication

⁴ 2007 SRCC Safety Awards

Why is this important?

It is mandatory to comply with the Safety, Rehabilitation and Compensation Act 1988 (SRC Act), the SRC regulations and the Rehabilitation Guidelines for Employers (the section 41 guidelines).

The rehabilitation guidelines issued by Comcare under s. 41 of the SRC Act require employers to have in place a rehabilitation policy to assist them to perform and exercise their functions and powers and so achieve appropriate return to work outcomes for their injured employees. The rehabilitation policy should outline the commitment of the employer and describe how injuries will be managed by the organisation.

The current guidelines are under review to clarify minimal requirements of the employers including requirements for a rehabilitation management system.

A rehabilitation management system needs to include a documented statement of senior management’s commitment to providing effective rehabilitation to the employer’s employees. It benchmarks the employer’s objectives and is used to formulate strategic direction.

The rehabilitation management system needs to be accessible to all employees.

The list below features some ways to demonstrate success in this element. You can also add other examples. When you identify areas for improvement, include an action, when it needs to be completed and who is responsible.

Download the Examples of success template [doc]

Examples:

• Rehabilitation management system exists, is readily accessible and clearly states the organisation’s commitment to the required components as outlined in the Rehabilitation guidelines for employers.
• A documented procedure that specifies how the SRC Act and SRC Regulations and relevant guidelines (including Comcare Jurisdictional Policy Advices (JPAs) and the s41 Guidelines) are monitored.
• Training plans require key rehabilitation staff to attend relevant legislative training.
• Job descriptions require legislative competence to be maintained.
• Organisation participates in a specialised subscription service that monitors legislative changes (including JPAs) and issues regular updates.
• Employees are aware of the rehabilitation management system and where to access it. Surveys, questionnaires and competency testing demonstrate this.
• Copies of relevant performance reports (e.g. indicator R2 – % of claims with 2 weeks or more lost time with a RTWP, percentage achieving RTW on case closure).

Resources/tools

• See Appendix 1 and Appendix 2 for a sample rehabilitation management system template [doc] and an example table of contents page for your rehabilitation policy and procedures documentation [doc].
• See Appendix 3 for an example of a survey for relevant staff [doc].
• See Appendix 4 for a checklist for a rehabilitation management system [doc] (general compliance checklist). 
• See the Comcare website for information about Comcare training, comparative performance indicators and the functions and powers of a rehabilitation authority under Part III of the SRC.  

Why is this important?

Rehabilitation efforts need to be supported by an environment of openness and trust. The establishment of a policy framework and systems for rehabilitation must involve employees.

Involving employees or their representatives (including health and safety representatives and union representatives) in the development and review of an organisation’s rehabilitation management system recognises the investment of staff in effective return to work systems and practices. It also ensures that the management system is responsive to the needs of this stakeholder group.

The extent to which employees feel that they have had a meaningful 'voice' in discussions over rehabilitation issues will influence their attitude towards and support of the organisation's rehabilitation processes.

This is a requirement under s. 41(2) of the SRC Act and the Rehabilitation Guidelines for Employers (the s. 41 guidelines).

To consult is to appropriately inform employees and to invite and consider their response prior to making a decision. Employees' opinions should not be assumed. Sufficient action must be taken to secure employees' responses and give their views proper attention. Consultation requires more than an exchange of information. Employees must be contributing to the decision-making process, not only in appearance but in fact.

Consultation should involve:

• sharing information with employees on the matter on which the employer is required to consult
• giving employees a reasonable opportunity to express their views and concerns about the matter
• taking those views into account and reporting back to employees, including on how their views have been taken into account in making the final decision.

Consultation does not mean handing out papers, telling employees about a decision or action on a health and safety matter after it has been implemented, or simply ascertaining the views of employees.

The list below features some ways to demonstrate success in this element. You can also add other examples. When you identify areas for improvement, include an action, when it needs to be completed and who is responsible.

Download the Examples of success template [doc]

Examples:

• Samples of working papers that show employee involvement in the development of the rehabilitation management system exist
• Rehabilitation management system co-signed by employee representatives
• Minutes of meetings or emails record consultation process
• There is advice from employees regarding their involvement in the development and/or review of the rehabilitation management system.

Resources/tools

• See Appendix 5 for more information on the consultation process [doc]
• The SRCC publication Guidance on consultation on Health and Safety [pdf] (Jan 09) provides an example that could also be applied to rehabilitation.

Why is this important?

An effective rehabilitation management system requires integration into broader workplace management systems. Aligning health, injury prevention and management with corporate risk management enables rehabilitation to be given due priority in management decision making and resource allocation.

Better performing organisations have integrated systems to monitor corporate health indications and respond to warning signs of injury or illness and to identify employees who may be vulnerable. A number of different sources of organisation health data and information can be used such as information gained through recruitment and selection, results of health checks and medicals, productivity and performance information; absence data and staff satisfaction.

To be effective, an organisation needs to commit adequate resources to provide for effective rehabilitation and ensure that there are clear rehabilitation procedures. Part of these procedures must include a commitment to offering suitable duties.

The list below features some ways to demonstrate success in this element. You can also add other examples. When you identify areas for improvement, include an action, when it needs to be completed and who is responsible.

Download the Examples of Success template [doc]

Examples:

• Rehabilitation management system and how it is integrated is documented
• Document outlining suitable duties procedures exists
• Partnerships with HR demonstrate an integrated approach to corporate health indicators. Employee absence management and other corporate health indicators link to early rehabilitation actions
• Systems for reporting accidents and incidents are linked to injury management areas to underpin early intervention
• Contracts with external providers support employer’s health, safety and rehabilitation objectives (e.g. non-compensation interventions in service agreements, training for line managers etc)
• Barriers to return to work are identified at the systems level and addressed (use of flags model)
• Key rehabilitation metrics are reported in the context of health, safety and other organisational health indicators

Case study⁵

To reduce work-related injuries and illness and to promote health and wellbeing the Department of Immigration and Citizenship (DIAC) endeavoured to reshape all work practices to include health and safety as a business outcome.

DIAC's workers' compensation premium was the initial indicator that the health and safety of staff had deteriorated. In 2006-07 DIAC's premium was just over $5 million and in 2007-08 the premium jumped to just over $9 million due to a growth in staff numbers, an increase in high cost claims and an increase in the overall number of claims.

DIAC recognised the need to address these issues and developed a three-year injury prevention and management plan aimed at promoting and implementing health and safety practices.

The plan and its associated activities were endorsed by the department's national OHS committee and included details of partnerships between state and territory offices.

Key initiatives of the plan include:

• implementation of a competency framework and a learning and development program for all rehabilitation case managers
• development of a practical instruction manual for rehabilitation case managers
• increased reporting on illnesses and injuries
• training for managers in the early intervention and management of psychological illness
• promotion of OHS achievements and activities throughout the department, including the introduction of internal health and safety awards, regular meetings with Comcare to workshop long-term and high cost claims and yearly state and territory office visits.

Since the introduction of the injury prevention and management plan, DIAC has been actively working to reduce the number of claims submitted to Comcare. As at May 2008, 40 claims had been submitted, compared to 73 for the same period in 2007.

DIAC's premium rate for 2008-09 is 1.44 per cent, compared 1.82 per cent in 2007-08, falling by close to $3 million. This is due in part to the focus on targeted early intervention strategies and training campaigns. It is a significant improvement over a 12-month period.

Case study⁶ 

With the granting of a self-insurance licence from the Safety, Rehabilitation and Compensation Committee (SRCC), Optus faced a number of challenges in complying with the legislation and standards of the Safety, Rehabilitation and Compensation Act 1988.

Optus acknowledged the conditions of the licence and that its commitments, particularly in the area of rehabilitation and return to work, were in need of a review.

To strengthen its standards and practices, Optus developed a new rehabilitation management system that would be integrated across the business.

The Optus rehabilitation management system has the following key objectives:

• to minimise the impact of injuries on employees and the workplace
• to provide timely and appropriate intervention at each stage of the recovery and rehabilitation process
• to implement policy and practices which are consistent with legislation and best practice rehabilitation.

To achieve this, Optus's integrated rehabilitation management system encompassed a number of key items, including:

• a best practice policy
• early notification systems
• early intervention policies
• proactive case management for work and non-work- related injures
• active use and management of external rehabilitation providers including onsite provision in high-risk areas
• extensive quality control measures
• appropriate application of legislative requirements.

This proactive best practice system has enabled Optus to achieve significant improvements, including a 37.4 per cent reduction in lost time injuries, a 44.6 per cent reduction in the lost time severity rate, and a durability rate of 93 per cent in the last 12 months. In addition, Optus has outperformed set SRCC indicator targets, scheme performance and overall licensees' performance.

Better practice tip

Aim for a proactive approach that includes a range of initiatives designed to achieve effective rehabilitation and return to work. Monitor these initiatives and continuously improve on the existing process. Employees should feel that worker safety is valued.

Resources/tools

• Safe and Sound: A discussion paper on safety leadership in government workplaces (Pub 35), a joint publication by ASCC and Comcare 
• Looking after your employees during times of change (Pub 72)
• An example of an integrated system available from the University of South Australia
• See Appendix 3 for an example survey for relevant staff [doc]
• More information on effective systems and return to work can be found at the Return to Work Knowledge Base
• Best practice in injury management and return to work [PDF], a literature review from WorkCover WA.

⁵ 2008 SRCC Safety Awards

⁶ 2007 SRCC Safety Awards

Why is this important?

Senior executives need to define a corporate governance framework which outlines organisational, rehabilitation and return to work accountabilities.

A range of strategies is needed to transform leadership commitment into action. These include establishing arrangements in individual employment contracts which make both the organisation and the people who work in it accountable for injury management (and OH&S) performance outcomes.

The list below features some ways to demonstrate success in this element. You can also add other examples. When you identify areas for improvement, include an action, when it needs to be completed and who is responsible.

Download the Examples of success template [doc]

Examples:

Internal

• Performance agreements including health, safety, and rehabilitation responsibilities
• Managers at all levels of the organisation report on attendance and early intervention
• Rehabilitation management system audit plans and audit outcomes presented to senior executive
• Mechanism for consultation with employees about the rehabilitation management system exists
• Corrective action plans are monitored
• Delays initiating rehabilitation activity are minimised - and there is management accountability for these delays.

External

• Contracts or service level agreements with external parties are established and monitored. Such parties include:
  - approved rehabilitation providers (ARPs)
  - providers of medical, hospital or allied health services
  - auditors
  - legal firms
  - computer system/data base providers
• Licensee Improvement Program or equivalent
• Commission indicator performance
• External audits  

Resources/tools

• Safe and Sound. A discussion paper on safety leadership in government workplaces, 2005 (Pub 35), a joint publication by ASCC and Comcare 
• Leadership commitment: Early rehabilitation assistance to employees (Pub 31)
• Rehabilitation guidelines for employers
• Rehabilitation: Managing return to work (Pub 16)
• Comcare guide to premium devolution

Why is this important?

Procedure manuals are not useful if they are not reflected in day-to-day operations. Rehabilitation management policy and processes need to be communicated to employees. They need to have ready access to information on how the organisation will assist injured employees in return to work and injured employees must understand their responsibilities in this process.

The list below features some ways to demonstrate success in this element. You can also add other examples. When you identify areas for improvement, include an action, when it needs to be completed and who is responsible.

Download the Examples of success template [doc]

Examples:

• Training records include information on the rehabilitation management system
• The organisation's induction/orientation program which includes information about rehabilitation (refer to employee communication guidance material)
• Information about the rehabilitation management system is sent via emails and newsletters
• A dedicated and accessible intranet site exists
• Rehabilitation information pack is readily available (in languages other than English where appropriate)
• The documented commitment promotes the communication of relevant information to employees
• The rehabilitation management system is displayed in the workplace .

Resources/tools

• Rehabilitation: Managing return to work (Pub 16) 
• Return to work - Easy reference guide (Pub 22) 
• Return to work - Key steps for supervisors and line managers (Pub 21)
• Leadership commitment - Early rehabilitation assistance to employees (Pub 35)
• Rehabilitation guidelines for employers (Pub 19)
• Recognition resolution recovery: Early intervention to support psychological health and wellbeing (Pub 46)
• See Appendix 3 for an example survey for rehabilitation personnel, managers and supervisors [doc]
• More information on effective systems and return to work can be found at the Return to Work Knowledge Base. 

> Next page - Control structures to manage risk

Why is this important?

The rehabilitation management system needs to include control structures which regularly evaluate and, where possible, actively manage factors which impact on the system’s effectiveness.

The list below features some ways to demonstrate success in this element. You can also add other examples. When you identify areas for improvement, include an action, when it needs to be completed and who is responsible.

Download the Examples of success template [doc]

Examples:

• Training records include information on the rehabilitation management system
• The organisation's induction/orientation program which includes information about rehabilitation (refer to employee communication guidance material)
• Information about the rehabilitation management system is sent via emails and newsletters
• A dedicated and accessible intranet site exists
• Rehabilitation information pack is readily available (in languages other than English where appropriate)
• The documented commitment promotes the communication of relevant information to employees
• The rehabilitation management system is displayed in the workplace .

Resources/tools

• Comcover Better Practice Guide: Risk Management [PDF] 
• Occupational Health and Safety Code of Practice 2008 
• OHS risk management model (OHS 56)
• The principles of effective OHS risk management (OHS 61)
• The flags model: Indicators of poor outcomes or delayed recovery
• Identifying early warning signs

Why is this important?

Rehabilitation management systems need to promote continuous improvement and provide for effective rehabilitation arrangements.

A leadership group that fosters excellence and encourages ongoing improvements is more likely to achieve an effective rehabilitation management system. The leadership group’s documented commitment to rehabilitation should include a commitment to achieving continuous improvement in return to work performance.

The list below features some ways to demonstrate success in this element. You can also add other examples. When you identify areas for improvement, include an action, when it needs to be completed and who is responsible.

Download the Examples of success template [doc]

Examples:

• The documented commitment includes a principle on continuous improvement
• Regular reports to the senior executive, and actions in response to feedback from the senior executive, demonstrate continuous improvement
• There is a review process to assess the ongoing effectiveness of the rehabilitation management system
• There are specific examples of recent system improvements.

Resources/tools

• Leadership commitment - Early rehabilitation assistance to employees
• Checklist for early intervention
• SRCC Safety Awards