Coordination and liaison are critical elements of any rehabilitation program. All parties involved in the recovery of an individual need to be aware of the activities and plans for the client's improved functioning, their safe and sustainable return to work or social engagement ultimately leading towards an improved quality of life.
The Rehabilitation Coordinator is a link between the client, treating medical practitioners, allied health workers, rehabilitation service providers, the client's employer, training organisations and the Department.
The role of the Rehabilitation Coordinator is to ensure that we provide our rehabilitation clients with a program of activities tailored to the person's individual needs and goals aimed at returning the person to a meaningful level of functioning. The program of activities must be consistent with medical advice, the relevant legislation and Departmental policies that apply to the client.
The Rehabilitation Coordinator is to ensure clients achieve their agreed outcomes by liaising with providers, evaluating and scrutinising goals and Goal Attainment Scaling scores and by monitoring client progress. Rehabilitation Coordinators are responsible for authorising the approval of a plan, once they are satisfied that the goals are achievable and will assist the client to achieve the specified outcomes.
The duties relevant to this role are to:
The qualities and skills required are:
The Rehabilitation Coordinator has responsibility for the decision of who will provide what services.
When choosing a particular Rehabilitation Service Provider, the Rehabilitation Coordinator is entering into a professional business arrangement to contract on the Department's behalf for approved services:
The Rehabilitation Coordinator needs to be confident that the working relationship between a client and the Rehabilitation Service Provider will lead to positive rehabilitation gains. Therefore, any actual or potential conflict of interest must be disclosed by the parties concerned and the Rehabilitation Coordinator needs to take steps to avoid the conflict of interest. See also section 13.2.7 [5] in this Library.
As soon as possible after becoming aware of the relevant facts regarding possible conflict of interest (financial or of another nature), the Rehabilitation Coordinator should consult with their Manager and notify the Rehabilitation Service Provider and the client of any necessary changes to the service arrangements. This is to avoid any suggestion of influence on the outcome by the provider's (or client's) proximity to the Rehabilitation Coordinator as the decision-maker.
All dealings with selected Rehabilitation Service Providers must also meet:
The APS Code of Conduct [6]requires all APS officers to 'behave honestly and with integrity in the course of their APS employment'. In contract management, this is reinforced by the fact that the Australian Government is a model contractor. Therefore, Rehabilitation Coordinators must deal with all Rehabilitation Service Providers and clients they work with, fairly, honestly, with courtesy and respect, without harassment or bias.
In any dealings with Rehabilitation Service Providers and clients, DVA staff should not act in any way that calls into question standards of ethical behaviour.
Judgement on conflict of interest and other ethical issues (such as offers of gifts etc) will often involve a number of potentially competing considerations including:
A person may have an interest (pecuniary or otherwise) that could conflict with the proper performance of their function as the Rehabilitation Coordinator, or Service Provider. 'Interests' may include financial interests such as shareholdings or directorships of companies; or relationships such as family, personal relationships, or connections surrounding sporting, social or cultural activities.
Clients being managed by the staff member or using the services of a rehabilitation service provider where a potential conflict of interest exists, may be reluctant to disclose information fully and frankly, because of privacy and or perceived bias, which could place all parties in challenging and difficult circumstances and impact adversely on the progress of the rehabilitation process.
Where there is a known interest or relationship between a DVA staff member, a rehabilitation service provider or a client, the DVA staff member has the responsibility to:
It is preferable that service arrangements are at 'arms-length'. Where it would be in the best interests of a client to have that particular rehabilitation service provider, a different team member, possibly the office manager should manage the referral process. Sometimes, it may involve the client's case being managed from another DVA office.
By following the above practice, such relationships will be transparent and be seen to be managed appropriately by other rehabilitation service providers, staff members and clients. This will remove any notion of a conflict of interest, perceived or otherwise and relationships with all stakeholders will remain robust and transparent and be based on a professional and ethical footing.
Links
[1] https://clik.dva.gov.au/user/login?destination=comment/reply/21092%23comment-form
[2] https://clik.dva.gov.au/rehabilitation-policy-library/15-goal-attainment-scaling
[3] http://www.dva.gov.au/about-us/overview/legal-resources/dva-privacy-policy
[4] https://www.oaic.gov.au/individuals/privacy-fact-sheets/general/privacy-fact-sheet-17-australian-privacy-principles
[5] https://clik.dva.gov.au/rehabilitation-library/13-rights-and-obligations/132-claimant-and-delegate-responsibilities-and-conflict-interest/1327-conflict-interest-issues-rehabilitation-service-providers
[6] http://www.apsc.gov.au/publications-and-media/current-publications/aps-values-and-code-of-conduct-in-practice