Why is this important?

Developing key performance indicators (KPIs) for rehabilitation management systems provides a basis for monitoring and reviewing the effectiveness of the system. It also helps identify activities that need corrective action and improvement.

At a minimum, key performance indicators should include targets for:

a) starting early intervention
b) return to work outcomes
c) cost and effectiveness of the approved rehabilitation providers used.

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 procedure is in place for monitoring and measuring the rehabilitation management system's performance
• Periodic rehabilitation management system performance measurement reports are generated
• Strategic plans exist which include rehabilitation management system performance objectives
• Performance measures or KPIs feature in the individual performance plans of managers/supervisors and case managers
• Performance reports on the quality and cost of approved rehabilitation provider (ARP) intervention are generated
• Injured employees, ARPs, supervisors/managers and Comcare have provided feedback on case manager performance
• Performance measures include measures of early intervention (e.g. time taken to contact injured worker following notification of an injury)
• A register of in-house rehabilitation programs exists

Resources/tools

• Customer Information System (CIS) injury management reports to help monitor performance
• Positive Performance Indicators: Measuring safety, rehabilitation and compensation performance (Pub 10)
• Useful information can be found in the joint publication by the ASCC and Comcare
  Safe and sound: A discussion paper on safety leadership in Government workplaces (Pub 35)

Better practice tips

• Use the SMART principles [doc] – see Appendix 10
• Have in place service level agreements and KPIs for approved rehabilitation providers
• Include KPIs in case manager and supervisor individual management plans.

Date/reports

The following CIS reports can provide useful indicators for premium paying agencies:

• Early intervention – CIS 63
• Return to work outcomes – CIS 30
• Cost and effectiveness of approved rehabilitation providers – CIS 64

For other qualitative and quantitative measures [doc] see Appendix 9 and the agency rehabilitation performance template [doc], Appendix 11.

Why is this important?

Reviewing performance internally helps to continually improve the system.

The following internal rehabilitation management system indicators are recommended as a minimum data set to monitor performance:

a) commencing early intervention
b) return to work outcomes
c) cost and effectiveness of approved rehabilitation providers used.

Reviewing performance internally helps to continually improve the system.

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:

• Copies of documents (e.g. annual report, minutes of executive meetings) where performance is reported are collated
• Emails, newsletters and alerts on the intranet demonstrate reported performance

Resources/tools

• Positive Performance Indicators: Measuring safety, rehabilitation and compensation performance (Pub 10)
• Heads of Workers' Compensation Authorities: Australia and New Zealand Return to Work Monitor 2007/08 Report
  www.hwca.org.au 

For other qualitative and quantitative measures [doc] see Appendix 9 and the agency rehabilitation performance template [doc], Appendix 11.

Why is this important?

The rehabilitation management system must include the capacity to accurately measure and analyse the performance of the organisation's rehabilitation activities. It should be subject to regular review by the organisation to ensure its efficiency and relevance to the changing needs of the organisation. Even an organisation that has not experienced any injuries to its employees must have a rehabilitation management system that is capable of immediate and effective response should the contingency arise.

Measuring, monitoring and reporting on legislative compliance provide a mechanism for accountability.

Responsibility for rehabilitation compliance and performance rests with the principle officer.

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 system in place to regularly report on compliance
• Copies of minutes/reports documenting compliance are kept
• An audit report demonstrating achieved compliance exists

Resources/tools

• Comcare Annual Report: 2007 - 2008
• Information about the Safety, Rehabilitation and Compensation Act 1988
• Individual case file audit [doc]

Data/reports

• The customer information system (CIS)
• PowerPoint presentation—introduction to CIS
• Guide to understanding customer information reports [pdf]
• Key CIS injury management reports

Why is this important?

The Rehabilitation guidelines for employers (the s. 41 guidelines) require all organisations to provide the determining authority (i.e. Comcare or licensee) with a copy of all rehabilitation determinations. This includes determinations made under s. 36 (3) rehabilitation assessment examination, and s. 37 (1) rehabilitation program. This allows the determining authority to monitor and report on rehabilitation 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:

• Copies of emails and mail records etc demonstrating determinations are provided to Comcare or the relevant authority
• Reports are received or feedback is given from Comcare/relevant authority on the determinations
• File audit demonstrates determinations have been sent to Comcare or the relevant authority.

Resources/tools

• The customer information system (CIS)
• PowerPoint presentation—introduction to CIS
• Guide to understanding customer information reports [pdf]
• Key CIS injury management reports
• Information about the Safety, Rehabilitation and Compensation Act 1988

Why is this important?

The Safety, Rehabilitation and Compensation Commission (SRCC) sets indicators for rehabilitation and compensation performance for jurisdictions covered by the Safety, Rehabilitation and Compensation Act 1988 (SRC Act). The commission encourages continuous improvement in achieving lower rates of injury, better return to work outcomes in addition to effective management of claims and efficient overall scheme performance.

This is a requirement of the Rehabilitation guidelines for employers (the s. 41 guidelines).

The SRCC's objective is to foster improvement in occupational health and safety and workers' compensation in the Australian Government jurisdiction by:

• setting targets to improve health and safety standards in workplaces
• monitoring performance in relation to occupational health and safety, rehabilitation and compensation
• providing advice to the Minister on issues relating to improving occupational health and safety, rehabilitation and workers’ compensation.

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:

• Copies of performance reports are kept
• Safety, Rehabilitation and Compensation Commission (SRCC) indicators are reported in the organisation's annual report
• Copies of reports sent to the SRCC (applicable to licensees only)

Resources/tools

• Rehabilitation guidelines for employers (Pub 19) - s. 41 guidelines
• Commission indicator specification - www.srcc.gov.au
• SRCC Annual Report
• Targets for achieving better workplace health, safety and rehabilitation (Pub 9)

Why is this important?

Developing key performance indicators for the rehabilitation management system provides a basis for monitoring and reviewing the effectiveness of the system. It also helps identify activities that need corrective action and improvement.

Rehabilitation programs are developed to provide all people involved in the process with clear guidance on expectations, roles and responsibilities. They also provide clear timeframes and realistic goals. It is important to analyse the quality and outcomes of these programs.

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:

• Records are kept of reports accessed from the customer information system (CIS)
• Records are kept of analyses of outcomes
• Performance is reported to the executive/board

Resources/tools

• Customer information system (CIS) injury management reports
• Information about working with approved rehabilitation providers
• Operational standards for rehabilitation program providers (Pub 59)
• Return to work - Easy reference guide
• Return to work - Key steps for supervisors and line managers (Pub 21)

Data/reports

• Prevention and rehabilitation performance summary – CIS report 5
• Quality of return to work (RTW) outcomes – CIS report 30
• Number of injuries resulting in 5 or more, 30 or more and 60 or more days incapacity – CIS report 23
• T4 average weeks for RTW activity to commence – CIS report 33
• T4.1 average weeks for RTW activity to commence – claim detail – CIS report 133
• Percentage of claims with 10 or more days incapacity determined with a RTW plan – CIS report 29

Why is this important?

As part of the rehabilitation performance process, organisations need to monitor the performance of the providers engaged to offer rehabilitation services.

The outcomes that should be analysed include:

• the quality and outcomes of rehabilitation programs
• the value contributed by approved rehabilitation providers
• the durability of returns to work
• the costs and financial savings resulting from effective rehabilitation activities.

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 procedure provides guidance about the measurement of rehabilitation service provider performance
• SLAs with rehabilitation service providers exist and include KPIs such as quality of service, cost and return to work outcomes etc
• Periodic reports are generated from rehabilitation service providers and benchmark against the KPIs
• There is a system in place to manage and evaluate in-house programs

Data/reports

The following provide premium paying agencies with reports on rehabilitation performance.

• CIS report 56 – Open return to work plan report. It enables the agency to closely monitor open return to work (RTW) plans.
• CIS report 58 – Claim Activity Post RTW. A successful RTW plan will result in a reduction in incapacity payments, and eventually a reduction in the need for medical treatments. This report helps to measure this outcome.
• CIS report 59 – Rehabilitation expenditure. It provides a simple comparison between the total cost of a claim and the amount spent on rehabilitation. CIS report 60 provides this information in a pie chart format.
• CIS report 60 – Open/expired RTW plans. This report helps agencies identify RTW plans that may require extension or closure.
• CIS 62 – RTWP Average cost and average duration. This report enables agencies to view the average cost and duration of RTW plans by injury group.
• CIS report 64 – Provider performance. This report details return to work plan goals and outcomes by provider. It highlights the performance of rehabilitation providers being used by an agency

For other qualitative and quantitative measures [doc] see Appendix 9 and the agency rehabilitation performance template [doc], Appendix 11.

Why is this important?

An organisation's senior executive needs to be fully engaged in assessing the performance of its rehabilitation management system. The senior executive should provide strong direction to rehabilitation management staff in response to regular rehabilitation management performance reports.

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:

• Periodic rehabilitation management system performance reports are given to senior executive
• Minutes are generated at senior executive meetings where rehabilitation performance is discussed
• Memoranda from senior executive to rehabilitation management staff providing comment or direction for action, in response to rehabilitation management system performance reports, are filed
• Periodic reports by national workers' compensation/injury manager (or equivalent) are provided to senior executive
• Minutes are kept from senior management meetings where performance against planned objectives is discussed
• Policy or procedures exist for reporting to senior executive against business/strategic plans

Best practice tips, accountability measures and organisational incentives.¹⁵

Tips

• Make occupational health and safety (OHS) and injury management a standing item on executive meeting agendas.
• Consider OHS and injury management implications when developing organisational change and human resource management strategies.
• Make a senior executive member accountable for the effectiveness of the organisation's OHS and injury management systems.
• Allocate resources to identify, assess and remedy areas of risk.
• Require line managers to report to the executive on workplace injuries, steps taken to prevent further injury, and the rehabilitation support provided to injured employees.
• Have your claims insurer or injury management service provider address the executive meeting about your organisation's injury and claim trends and costs.
• Attend executive functions, seminars and conferences on OHS and injury management issues.

Accountability measures

• Request briefings on your role and responsibilities in relation to OHS and injury management.
• Ask your OHS and workers' compensation authority for information on OHS and injury management roles and responsibilities.
• Develop a strategy to address the information and training needs of your organisation's senior managers.
• Include information about management's role and responsibilities in induction training and management development programs.
• Use your organisation's intranet or screen savers to reinforce key messages about the roles and responsibilities of managers.
• Arrange for updates to be given to your management group on emerging OHS and injury management issues relevant to your organisation’s business.

Incentives

• Include consideration of excellent OHS and injury management performance as part of organisational reward and recognition programs.
• Look to the winners of state or national jurisdictional awards for case studies of leadership, excellence and innovation.
• Invite the winners of these awards to address your executive team or safety and injury management program steering committee.
• Showcase your organisation's excellent leadership and innovation in OHS and injury management by applying for an award.

¹⁵ Government Leaders Safety leaders joint publication of ASCC and Comcare

Why is this important?

Licensees are required to provide Comcare or the Safety, Rehabilitation and Compensation Commission (SRCC) with reports when they are requested.

On written request of the SRCC, organisations need to provide information relating to their operations under the Safety, Rehabilitation and Compensation Act 1988 and the Occupational Health and Safety Act 1991.  Information that can be requested by the SRCC includes information for the SRCC's annual report, SRCC indicators, the comparative performance monitoring and return to work monitor.

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:

• Reports related to rehabilitation provided to the Safety, Rehabilitation and Compensation Commission/Comcare (e.g. Licensee improvement program report)

Resources/tools

• Rehabilitation guidelines for employers (the s. 41 guidelines) 
• Commission indicator specification - www.srcc.gov.au 
• SRCC Annual Report
• Targets for achieving better workplace health, safety and rehabilitation (Pub 9)
• For other qualitative and quantitative measures [doc] see Appendix 9 and the agency rehabilitation performance template [doc], Appendix 11.

Why is this important?

It is important that rehabilitation management systems undergo regular reviews.

Annual audits of the rehabilitation management system are necessary to determine whether the system has been properly implemented and maintained and whether the organisation has met the performance objectives defined within its documented commitment to rehabilitation. The organisation’s senior executive should actively manage this process and be accountable for the results and actions arising from the review. The audit promotes a continuous improvement strategy, providing for appropriate remedial action identified by audits.

Audit activities help organisations ensure compliance with their legislative obligations as well as providing an opportunity for performance improvement.

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:

• An audit procedure encompasses guidelines on how to conduct audits of the rehabilitation management system
• Rehabilitation management system audits/reviews include recommendations for remedial action
• Corrective action plans from rehabilitation management system audits are implemented
• Evidence is provided of changes made as a result of management reviews
• Internal rehabilitation management system audit reports
• Safety, Rehabilitation and Compensation Commission indicator reports exist
• Management reports demonstrate audit activity and actions

Better practice tips

The types of evidence that may be used in an audit include:

• documentation (such as reports, minutes of meetings, policies and procedures)
• rehabilitation files
• interviews with relevant personnel
• workplace observations
• IT system reviews.

The audit should include assessment of the following five elements:

1. commitment and corporate governance
2. planning
3. implementation
4. measurement and evaluation
5. review and improvement.

Resources/tools

• Rehabilitation guidelines for employers (the s. 41 guidelines) 
• Rehabilitation management systems audit tool (DOC88747) [PDF]
• Rehabilitation management systems audit workbook: a user guide to auditing rehabilitation management systems of licensed self insurers under the SRC Act 1988 (DOC 99710) [DOC]
• Return to work management systems assessment workbook (Pub 66)
• Rehabilitation management systems audit report template [doc] – 13 January 2009
• Example of an audit approach
• Individual case file audit [doc]

Why is this important?

Audits of rehabilitation management systems must be carried out by competent personnel. Competent personnel are defined as people with knowledge of the Safety, Rehabilitation and Compensation Act 1988 and relevant experience. Relevant experience in this case would include auditing training and experience as well as experience in rehabilitation. Furthermore, the auditors must be independent of the area being audited.

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:

• Records of the qualifications and experience of personnel conducting audits are maintained (e.g. CVs)
• Documentation exists which demonstrates that the auditor is independent of the area being audited

The following qualifications and/or experience as an auditor would be desirable:

• successful completion of an ISO9001 lead assessor training course (or equivalent)
• a supervised period of training in practical assessment and auditing
• at least five years experience in the workplace rehabilitation industry.

Resources/tools

• Rehabilitation guidelines for employers (the s. 41 guidelines) 
• SAI Global offer a range of auditor training courses including:
  - Internal auditor training
  - Demystifying ISO 9001
  - Auditing an integrated management system.
  http://www.saiglobal.com
• Information about the Safety, Rehabilitation and Compensation Act 1988

Why is this important?

Licensees are expected to use the current Safety, Rehabilitation and Compensation Commission (SRCC) endorsed rehabilitation management systems audit tool for internal audits. If an alternative audit tool is used, the organisation must provide this tool to Comcare, along with evidence that the tool meets the requirements of the SRCC endorsed audit tool. Comcare needs to approve use of the alternative audit tool the organisation wishes to use.

Currently, premium paying agencies do not have the same formal requirement; howeverm they are encouraged to strive for better practice. Premium paying agencies can use the resources below.

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:

• If it's different to the Safety, Rehabilitation and Compensation Commission endorsed rehabilitation management systems audit tool, a copy of the rehabilitation management system audit tool is available
• Documentation demonstrates the mapping exercise/gap analysis, including identification of additional criteria required (if an alternative audit tool is being used).

Resources/tools

• Rehabilitation guidelines for employers (the s. 41 guidelines) 
• Rehabilitation management systems audit tool (PUB 73) [PDF]
• Rehabilitation management systems audit workbook: a user guide to auditing rehabilitation management systems of licensed self insurers under the SRC Act 1988 [DOC]
• Return to work management systems assessment workbook (PUB66)
  
• Rehabilitation management systems audit report template [doc], 13 January 2009

Why is this important?

The process of internal audits is more likely to be effective if the senior executive is actively involved in reviewing the outcomes. Prompt corrective action should be taken to rectify any identified deficiencies. 

Particular individuals should be assigned responsibility to make sure recommended actions are implemented.

One method to achieve this is to have rehabilitation performance reported to meetings of the organisation's board or executive and to include the outcome of rehabilitation system audits.

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:

• Minutes of executive/board meetings demonstrate that the audit report has been tabled and discussed
• Audit report procedures encompass rehabilitation management system audits
• The most recent rehabilitation management system audit report is available
• Corrective action plans from recent rehabilitation management system audits are developed
• Minutes of meetings between senior executive and rehabilitation personnel are maintained

Better practice tips

• Findings of the audit should be reported to the board or executive annually
• Line managers should be required to report quarterly to the board or executive on progress of the audit findings.

Resources/tools

• Rehabilitation guidelines for employers (the s. 41 guidelines) 
• Rehabilitation management system report template (DOC 118605) [DOC]
• Licensee improvement program national audit tool audit report template - www.srcc.gov.au

Why is this important?

The process of continuous improvement is most effective if all employees in an organisation are aware of the results of internal and external rehabilitation management system audits. Employees must also be aware of the corrective actions and improvements arising from these audits.  Communicating the results to all employees also provides an opportunity for the senior executive to demonstrate its ongoing commitment to continuous improvement.

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:

• Senior executive/rehabilitation managers send emails to all staff outlining audit outcomes
• Copies of presentations at employee forums sharing rehabilitation management system audit results are filed
• Rehabilitation management system audit results are available on the intranet site/newsletter
• Schedule/minutes of toolbox talks including results of rehabilitation management system audits
• Minutes are taken at Health and Safety Committee meetings

Practical tips

Develop a communication strategy to disseminate information to all levels of the organisation on the outcome of audits. Communication activities might include:

• using the organisation's intranet or screen savers to reinforce key messages
• providing updates to your management group
• promoting messages in staff newsletters
• using email and forums to promote messages.