Why is this important?

Organisations need to identify and provide adequate resources to implement, maintain and improve their rehabilitation programs. Adequate resources are also needed for the facilitation of an early return to work or the maintenance of an employee at work. Resources include human resources and specialised skills, technology and financial resources. Organisations also need to consider their injury and risk profiles, their size and their location.

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:

• Each employee who has suffered a workplace injury has been allocated a case manager
• An assessment of resourcing requirements, based on the complexity of cases, has been undertaken
• A rehabilitation budget exists to support the rehabilitation management system
• The organisation can finance early intervention
• Performance against the following SRCC indicators is measured:
  - RI.2 claims with return to work plans–CIS report 29 
  - RI.3 claims with 6 weeks lost time–CIS report 23
  - RI.4 claims with 12 weeks lost time–CIS report 23

Resources/tools

• Rehabilitation guidelines for employers (Pub 19) - Section 41 guidelines
• Building a case to invest in OHS and organisational health (Pub 76)

Why is this important?

Based on the requirements of the s. 41 guidelines, organisations must ensure that all personnel involved in rehabilitation programs have the necessary competencies, skills and experience to enable them to undertake their rehabilitation responsibilities.

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 training needs analysis has been undertaken for case managers, workplace managers and supervisors
• All case managers have completed/been awarded the Certificate IV in Government – Injury Rehabilitation Management
• Proposed training schedules are documented
• Training attendance records are documented including:
  - training program material
  - details of the organisation(s) or individual(s) that provided the training (experience and qualifications)
  - evidence of demonstrated competencies
  - case manager/rehabilitation staff CVs
• Personal development plans have been completed and are current for case managers, workplace managers and supervisors
• Line management induction training covers early intervention and rehabilitation management

Resources/tools

• Training available through Comcare, including Case Management Essentials and Case Management: the Next Steps, and the Certificate IV in Government Injury Rehabilitation Management (PSP40904)   
• See Appendix 7 for an example of a training needs analysis [pdf]
  

Why is this important?

Communication is a key element of successful rehabilitation outcomes and all stakeholders must understand their role and responsibilities in the rehabilitation 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:

• The documented rehabilitation procedures outline the responsibilities of managers, senior managers, rehabilitation case managers, approved rehabilitation providers (ARPs) and injured workers/employees
• This information is easily accessible by all staff
• A contract or service level agreement with ARPs exists
• Duty statements clearly outline rehabilitation responsibilities of managers, senior managers, rehabilitation case managers, ARPs and injured workers/employees
• Case files record where/when responsibilities are discussed with relevant employees
• Staff have been consulted in developing the rehabilitation management system.

Resources/tools

• Return to work - Easy reference guide (Pub 22) Outlines the responsibilities of senior managers, supervisors, injured employees, case managers and approved rehabilitation providers
• Leadership commitment – Early rehabilitation assistance to employees (Pub 31)
• See Appendix 3 for an example survey for rehabilitation personnel, managers and supervisors [doc]
  

Better practice tip

The rehabilitation management system is constructed to make sure the injured worker and their supervisor are central to the return to work. The supervisor maintains regular contact with the employee and keeps the workplace links intact.

Why is this important?

Natural justice requires that employees are properly informed of their rights and responsibilities in relation to rehabilitation.

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:

• File notes and/or records of meetings confirming discussions with the employee about the rehabilitation process
• A notice of rights and responsibilities accompanies rehabilitation determinations issued to the employee
• There is a written record that the employee's rights and responsibilities have been discussed with the employee at rehabilitation case meetings

Resources/tools

• Employee's rights and responsibilities
  This Comcare fact sheet explains the employee's rights and responsibilities under the Comcare scheme.

Why is this important?

Providing rehabilitation as soon as practicable after an injury or on the request of an injured employee sets an expectation of an early return to work. This reduces the human and financial costs associated with workers' compensation claims or other forms of leave. It demonstrates that the employer values its 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:

• A system is in place for early notification of incidents and injuries
• Systems are in place to identify and address contributing workplace factors e.g. risk assessments/workplace assessments
• A system is in place to initiate a rehabilitation assessment and/or rehabilitation program before a claim is lodged or the relevant authority accepts liability
• A policy/procedure exists for managing non-compensation injuries, illnesses or diseases
• Contact is made with the injured worker as soon as possible after notification of the injury. Contact is made with the injured worker within at least 24 hours of the notification of injury.
• All claims are lodged with Comcare or the relevant authority within five working after the injured worked submits the claim form to the employer
• Rehabilitation assessments and/or rehabilitation programs commence without waiting for the employee to lodge a claim or the relevant authority to accept liability
• An agreed and integrated policy/procedure is in place for managing workplace absence
• Absence rates are tracked and proactive action taken (e.g. employee contacted by supervisor)
• Prevention activities are in place (e.g. routine workplace assessments for new workers and/or workers who report symptoms)
• Prevention activities and their impact on the number and frequency of claims are reviewed regularly
• The organisation has an integrated approach to prevention, early intervention, and wellness, with an identified link between established activities (e.g. health screening, wellness challenges, and education sessions).

Case study¹³

Snowy Hydro faces unique challenges in ensuring safe work conditions for its employees. Due to the diversity of its business, job tasks and work environments, the company's return to work processes and management system needed to be robust yet adaptable to each area of the business.

Additionally, Snowy Hydro management had to reverse a cultural stigma surrounding injury reporting and workers' compensation within parts of its organisation.

Snowy Hydro has developed an early support and return to work program that integrates a managed process through an online notification system covering four key areas:

• notification and employee contact
• liaisons and facilitation
• assessment of suitable duties
• various information documents.

Key features of the program include regionally based rehabilitation liaison officers (RLOs) who are supported by a central case manager, a medical provider and service provider education program. The service provider education program focuses on early intervention protocols and links the performance of all managers, team leaders, RLOs, case managers and employees to a balanced scorecard, providing incentives for all of the above to carefully apply early intervention protocols.

Staff training is also a major component of the early injury support model. Snowy Hydro has constructed a training program with a range of products to help RLOs, case managers and OHS staff continue to perform and remain effective in their roles. This benefits the employees they assist and the organisation at large.

At the employee level, Snowy Hydro provides information packs to its staff highlighting the support network in place, information and advice on the process of return to work and guidelines on reporting.

Through the implementation of this program, Snowy Hydro has established an early reporting culture and an improvement in this area, with 81 per cent of injuries logged in the first 24 hours. There has also been a positive reduction in the number of incidents resulting in lost time.

There is now an expectation for all senior managers to use the technology and program to ensure a consistent approach to the management of rehabilitation and return to work.

Resources/tools

• Recognition, resolution and recovery: Early intervention to support psychological health and wellbeing (Pub 46)
• Body stessing injuries - Key messages for rehabilitation providers (Pub 88)
• Comcare information about early intervention
• Comcare early intervention checklist
• Looking after your employees during times of change (Pub 72)
• Preventing and managing psychological injuries in the workplace - Agency heads and senior managers' guide (Pub 7)

¹³ 2007 SRCC Safety Awards

Why is this important?

To enable effective rehabilitation, employers should ensure that there is a system in place for the early identification and notification of an injury. This system should help employers determine whether a rehabilitation assessment is required. This should be well documented and communicated within the organisation and monitored for its effectiveness.

It is a requirement under s. 36 of the Safety, Rehabilitation and Compensation Act 1988 that organisations undertake or arrange an assessment of an injured worker's capability to undertake a rehabilitation program. Its purpose is to provide information on the employee's capability of undertaking a rehabilitation program and, if the employee is capable, the appropriate services to be provided. An assessment should include an interview with examination of the injured employee and take into account their medical diagnosis and prognosis, their pre-injury duties, their current capacities and the availability of suitable duties. It should also consider workplace issues and any identified or potential barriers to the return to work process.

There are many benefits of a rehabilitation assessment:

• access to objective specialist advice in injury pathology and injury management
• understanding of the impact of the injury on the employee’s work capacity
• information about the barriers to return to work and strategies to address these barriers
• advice on how to implement a tailored return to work plan
• understanding of expected timelines
• expediting the safe return to work of an injured employee.

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:

• There is a procedure detailing when and how a section 36 (s. 36) assessment should occur
• The procedure for the suspension of compensation rights is documented
• There is an instrument of delegation under section 41A.

File audit

• Assessments under s. 36 are made promptly following receipt of a written request by an injured employee
• Where a rehabilitation assessment and/or examination is organised under s. 36, it is undertaken by a person(s) as defined by s. 36(2)
• Determinations are issued by the external claims agent where costs are incurred under s. 36
• Evidence is available that the assessments specify the kind of rehabilitation program required, consistent with the workers' capability
• The following information is provided by the case manager to the person or panel undertaking the rehabilitation assessment:
  a) relevant details about the employee, including their disease or injury
  b) the employee’s duty statement and position description
  c) copies of any reports  by legally qualified medical practitioners concerning the employee’s disease, injury or fitness to work
  d) copies of any previous rehabilitation assessment of the employee
  e) duty statements and position descriptions of potentially suitable employment
  f) names and contact details of the employee's:
    i) case manager
    ii) if still employed, current manager or supervisor
    iii) other treatment providers; and
    iv) claim manager (if any)
• The suspension provisions have been applied where there is evidence that an employee has refused, or failed, without reasonable excuse, to undergo an examination under s. 36(3)
• All rehabilitation assessments have involved:

a) an interview or examination of the employee
b) a workplace assessment and meeting with the employee's manager or supervisor
c) liaison with the employee’s treating medical practitioner and treatment providers
d) identification of barriers to maintenance at or return to work and strategies to overcome them
e) description of suitable duties
f) if the employee is assessed as capable of undertaking a rehabilitation program, recommendations on what program the employee should undertake
g) a personally signed written report of the assessment and recommendations provided to the case manager.

• Positive trends in statistics that relate to time taken from date of injury and s. 36 assessment

Resources/tools

• See Appendix 12 for guidelines for assessment with a rehabilitation provider/specialist/panel under s. 36 of the SRC Act [doc]
• Rehabilitation assessment information
• Operational standards for rehabilitation program providers (Pub 59)

Better practice example

The Australian Taxation Office routinely sends letters to approved rehabilitation providers with s. 36 assessment referrals, which clearly detail the ATO's expectations of the service being requested. This includes expectations around: 

• timeliness of advice and paperwork 
• the working relationship with the treating doctor(s)
• communication with the consultant, the employee and Comcare 
• billing procedures
• choice of ergonomic equipment
• structure of the return to work.

For a copy of this letter template, see Appendix 8.

Better practice tips

• Rehabilitation barriers need to be identified early
• Have systems in place to identify triggers for initiating an assessment under s. 36 of the SRC Act. This could include:
  - any absence from work indicating a severe injury, especially an expected absence from work for 10 days or more
  - the nature or circumstance of the injury being such that it alerts to a potentially complex case, such as a psychological, occupational overuse or soft tissue injury
  - the medical evidence or prognosis suggests that there is a possibility of re-injury at work
  - the employee has had a previous injury
  - the work environment, including relationships with supervisors and co-workers, has contributed to the injury
• Have policies and procedures in place to manage any industrial relations issues/grievances that may be barriers to effective rehabilitation and return to work.
• Have systems in place to track and monitor:
  - the time between the date of injury and referral for s. 36 assessment
  - early intervention
  - s. 36 assessment costs (a panel of medical practitioners versus approved rehabilitation providers)
  - the outcome and effectiveness of s. 36 assessments
  - the quality of s. 36 reports.

Why is this important?

Workplace rehabilitation helps return injured workers back to work safely and quickly.

To ensure compliance with the Safety, Rehabilitation and Compensation Act (SRC Act), all rehabilitation programs must be undertaken in accordance with s. 37 of the SRC Act.

As an employer, rehabilitation can benefit you by reducing:

• downtime and lost productivity
• retraining costs
• use of casual staff
• claims costs.

For injured workers, rehabilitation can assist recovery, minimise disruption to working life, and help financial and job security.

The rehabilitation program provides all people involved in the process with clear guidance on expectations, roles and responsibilities. It also provides clear timeframes and realistic goals.

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:

• There is a register or list of preferred approved rehabilitation providers (ARPs)
• There is a contract or service level agreement with ARPs (which refer to the ARP standards)
• There is a rehabilitation procedure outlining the process for selecting an ARP
• Where applicable, there is a procedure for managing rehabilitation programs by the rehabilitation authority itself
• There is a procedure for the suspension of compensation rights
• There is an instrument of delegation under section 41A

File audit

• All rehabilitation programs are developed by ARPs or suitably qualified employees of the rehabilitation authority
• The rehabilitation authority approves and determines any costs incurred under section 37 (s. 37)
• Determinations under s. 37 set out the terms of the determination, the reasons for the decision and a statement of the right to reconsideration. It must also include a reference to the suspension provisions
• The suspension provisions have been applied where there is evidence that an employee has refused, or failed, without reasonable excuse, to participate in a rehabilitation program
• Individuals making determinations have the required delegations
• Changes to rehabilitation programs are made by issuing a new determination or a 'reconsideration of own motion'
• There is documentation on file that shows that the following issues are considered in the development of the rehabilitation program:
  a) any written assessment given under subsection 36(8)
  b) the employee's disease or injury, fitness for work, prognosis and treatment (shown through reports by legally qualified medical practitioner's)
  c) the return to work hierarchy
  d) any reduction in the future liability to pay compensation if the program is undertaken
  e) the cost of the program
  f) any improvement in the employee's opportunity to be employed after completing the program
  g) the likely psychological effect on the employee by not providing the program
  h) the employee's attitude to the program
  i) the relative merits of any alternative and appropriate rehabilitation program
  j) any anticipated or forecasted opportunity for improvement in the employee's daily living capabilities after completing the program
  k) if the employee has previously been provided with rehabilitation assistance by the employer or any other body or person. If yes, it's useful to consider the nature and effect of the assistance
  l) any other relevant matter.

Resources/tools

• Information for employers – Working with approved rehabilitation providers
• Directory of Comcare approved rehabilitation providers
• Operational standards for rehabilitation program providers (Pub 59)
• Return to work – easy reference guide (Pub 22)
• Return to work – key steps for supervisors and line managers (pub 21)
• See appendix thirteen for information on the implications of McGuinness v Comcare Australia [doc]
• Individual case file audit [doc]
  

Why is this important?

Organisations are required under legislation to comply with the Rehabilitation guidelines for employers (the s. 41 guidelines).

A rehabilitation authority can determine that an employee who has suffered an injury resulting in an incapacity for work or impairment should undertake a rehabilitation program. When doing so, the rehabilitation authority must comply with the provision of the s. 41 guidelines.

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 rehabilitation procedures outline how to develop rehabilitation programs and what to consider when developing communication strategies with key stakeholders
• Where applicable the procedures outline how to provide rehabilitation programs in house
• The rehabilitation procedures outline how to identify suitable duties
• KPIs are developed and results are reported to management. Rehabilitation outcomes are continually monitored
• The rehabilitation procedures outline the process for retraining and redeploying injured employees
• The rehabilitation procedures identify how to select rehabilitation providers
• There is a register or list of preferred approved rehabilitation providers (ARPs)
• All contracts with ARPs require the provider to comply with the criteria and operational standards. It must be possible to terminate the contract if the provider ceases to be approved by Comcare or fails to comply with the criteria and operational standards.
• There is a system in place to manage complaints by the employee against ARP service and/or a rehabilitation case manager

File audit

• The injured employee has been given a copy of the proposed program and has been given an opportunity to comment on the content of the proposed program
• The injured employee has been actively involved in the development of the rehabilitation program 
• The return to work plan is developed in accordance with the expectations of the legislation

Resources/tools

• Rehabilitation guidelines for employers (Pub 19) - Section 41 guidelines
• Return to work planning information – Identification of suitable duties 
• See Appendix 14 for information on the provision of rehabilitation programs and matters for consideration [doc]
• Implications of McGuiness v Comcare: Effective RTW plans: Working with you Issue 39 Winter 2008 [pdf]
• Operational standards for rehabilitation program providers (Pub 59)
• Criteria for approval or renewal of approval of rehabilitation program providers [PDF] 
• Return to work – Easy reference guide
• Information about injury management

Why is this important?

Section 40 of the Safety, Rehabilitation and Compensation Act 1988 (SRC Act) requires employers to take all reasonable steps to provide an injured employee who is undergoing or has completed a rehabilitation program with suitable employment. If this isn't possible, employers must help injured employees find suitable employment.

This is required under the following legislation:

• rehabilitation guidelines for employers (the s. 41 guidelines)
• s. 40 of the SRC Act
• s. 15 of the Disability Discrimination Act 1992.

What does this mean for the purposes of return to work? 

If the injured worker is an ongoing employee of the Commonwealth suitable employment is any employment within the Commonwealth.

If the injured worker is an ongoing employee of the ACT government suitable employment is any employment within ACT government.

If the injured worker is an ongoing employee of a licensee, suitable employment is any employment within the licensee's organisation.

If the employee wishes to pursue other employment in the above examples, they will need to elect to separate from the organisation.

If the injured worker was on a fixed-term contract with the Commonwealth or ACT government or a licensee at the time of the injury and the contract expires before they are back at work then suitable employment is any employment.

If the injured worker is separated from ongoing employment (i.e. either resigns, is terminated or accepts a redundancy) suitable employment becomes any employment for the purposes of rehabilitation.

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 procedures document the process for identifying and managing suitable duties

File audit

• The rehabilitation authority has taken all reasonable steps to provide suitable employment and the following factors have been considered in identifying suitable duties:
  1. the employee's age, experience, training, language and other skills
  2. the employee's suitability for rehabilitation or vocational retraining
• The return to work hierarchy has been followed to enable the employee to return to work with the same employer wherever practicable.
• Retraining and redeployment are considered where return to work with the same employer is not practicable
• It has been considered whether it is reasonable to expect the employee to change his or her place of residence when employment is available in an alternate location
• It has been recognised that the employee's disease or injury is a disability and that it is unlawful to discriminate against those with a disease or disability.
  
  
• Employer/managers understand their responsibilities for rehabilitating and providing suitable duties
• All supervisors/managers have attended training about their responsibilities
• Suitable employment has been identified for all injured workers, including ex-employees
• Early identification of redeployment opportunities/strategies occurs

Case study¹⁴

The age and general fitness of K&S's driving workforce, combined with the strenuous nature of driving duties, cause its employees to be susceptible to muscular stress injuries. This makes it difficult to locate alternative duties suitable for those suffering from these injuries. The distance that drivers need to travel to depots also makes workplace rehabilitation difficult and can result in a loss of time for the organisation.

When K&S received its self-insurance licence, it looked for early intervention strategies to reduce the impact of work-related injuries. In conjunction with a strong focus on injury prevention, K&S developed a way to help employees access immediate medical treatment. Where appropriate, K&S also retained the employee in the workplace on alternative suitable duties.

The identification and location of suitable duties within the workplace was essential to maximise the benefits of early intervention and maintain the link with the workplace.

To make sure that employees who are remotely located from a K&S depot are able to access suitable duties, a series of return to work home packs were developed for each business unit Australia-wide. The packs contain valuable training material such as safe operating procedures and policies that are central to the duties of the injured employee. The employee must read the material and complete a series of consolidated learning questions.

Since the early intervention program was implemented, injury cases reduced from 402 in 2006-07 to 255 in 2007-08. The average cost per case through the intervention program is only $299, compared to an average cost for compensable claims of $6,722 (based on 85 claims).

An emphasis on early reporting has led to 73 per cent of all incidents being reported to the National Injury Manager and state-based return to work coordinators within 24 hours.

Resources/tools

• Legislation relevant to the Comcare scheme
• Definition of suitable employment (Jurisdictional Policy Advice) [PDF]
• See Appendix 14 for information on s. 37 – the provision of rehabilitation programs [doc]
• See Appendix 16 for more information about the potential to earn process (revoked).
  

¹⁴ 2008 SRCC Safety Awards

Why is this important?

Privacy legislation binds all rehabilitation authorities and aims to protect the rights of individuals by regulating the way information about them is collected, stored, used and disclosed. These Acts regulate:

• the way information is requested and collected
• the type of information a rehabilitation authority can request
• the way information is stored
• the ways a rehabilitation authority can use information held
• the quality of information a rehabilitation authority uses (for example, it is current, accurate and relevant to the purpose for which it was collected)
• the release of information to others
• an individual's right of access to his or her records.

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:

• Recordkeeping procedures specify how information about injured employees is kept, the form of the records, the location of the records, who is authorised to access them and how long each record should be kept
• If case manager services are provided under contract, a copy of the relevant part of the contract that confirms the contractor's adherence to the relevant Privacy Act
• Case management files are maintained in accordance with documented procedures

File audit

• Records of other employees are not on the case file
• Information is not requested without the proper authority
• Records are not released to unauthorised personnel without the proper authority
• Copy of relevant authority to release or obtain information is on file, where appropriate

• Case managers have attended relevant training on the National Privacy Principles and/or state based privacy legislation

Resources/tools

• Guidelines to the National Privacy Principles 
  These apply to large businesses, all health services providers and non-government organisations
• Information Privacy Principles
  These apply to most Australian and ACT Government agencies 
• Information about medical records, reports and certificates 
• Privacy Act 1988 (Commonwealth)

Why is this important?

Rehabilitation management system documentation should be legible, dated and readily identifiable. It should be maintained in an orderly manner for a specified period. It also needs to be current, comprehensive and issued by an authoritative source.

Operational processes and procedures should be defined, appropriately documented and updated as necessary. The degree and quality of the documentation will vary depending on the size and complexity of the rehabilitation authority.

The list below features some ways to demonstrate success in this element. You can also add other examples you have located. 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 following documentation exists:
  - document control procedures
  - quality assurance procedures
  - performance reports

File audit

• Files are folioed or there is an index sheet recording that the document has been received
• Where files are maintained electronically, the system provides for document tracking
  
  
• Competency based training records exist for case managers

Resources/tools

• National Privacy Principles
• Relevant training programs including Certificate IV in Government – Injury Management

Better practice tip

All client records should comply with the relevant privacy legislation.

Why is this important?

Organisations must comply with the Safety, Rehabilitation and Compensation Act 1988 (SRC Act) when managing reviews and reconsiderations. When there is a review or a reconsideration of a rehabilitation determination, the responsible officer considers the SRC Act and the Rehabilitation guidelines for employers (the s. 41 guidelines) before making their decision.

A review can be defined as the process in which the primary determination is re-examined. A reconsideration can occur when an employee who is dissatisfied with a determination made by the relevant authority asks for a reconsideration of the determination by a delegate not involved with the original decision.

The above refers to reviews under s. 38 of the Act and reconsiderations under s. 62 of the Act.

Employers and employees have a right under the Act to a review and reconsideration of decisions and determinations.

Organisations must ensure that proper processes are in place when managing reviews or reconsiderations and that staff involved in the rehabilitation and return to work processes are aware of these processes.

Comcare conducts the review and reconsideration function for premium payers.

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 arrangements and procedures for the reconsideration and review of decisions are documented and include:
  - the location, classification and expertise of the persons(s) who has responsibility for these functions
  - the relationship between the reviewer and the initial decision maker.

File audit

• Evidence exists that the employee has been given notice of all determinations in writing including:  
  - the terms of the determination 
  - the reasons for the  determination
  - a statement of the right of the employee to have a review of the determination and the process to follow.
• Evidence that the employee received copies of the documentation that was considered when the determination was made. This doesn’t need to occur if the documentation was already in the employee’s possession.
  
  
• Proactive support by the case manager to facilitate the review/reconsideration process. They ensure the relevant authority has the information they need to make the decision

Resources/tools

• Rehabilitation guidelines for employers
• Information about the SRC Act, regulations and directions

Better practice tip

Ensure that the person making the rehabilitation determination has the delegation to make such a determination.

Make sure the employee receives a written notice of the determination, which includes:

• the terms of the determination 
• the reasons for the determination
• a statement of the right of the employee to have a review of the determination 
• the process to follow.