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Executive Summary
Utilisation of expert reports
A fundamental aspect of how the Agency interacts with Allied
Health professionals in this space is trust. Over the course of numerous
inquiries the committee has heard repeated evidence of what can only be
described as the development of a culture of mistrust of participants and their
needs. The evidence the committee heard in this inquiry around how formal
clinical reports and expert opinions of Allied Health professionals are
discounted, or second guessed, in favour of either those of the planners, or presumably
in favour of other Allied Health professionals without specific knowledge of
the case on an 'expert panel'.
Given the evidence received, the committee is of the view that
there should be a presumption in favour of accepting the advice from
appropriate experts.
Accreditation for AT professionals
The committee welcomes the continuous efforts of the agency to
improve the capability of its decision makers. However, it is at a loss to
understand why the Agency has not utilised the expertise and experience of
state and territory systems. The credentialing model employed by SWEP in
Victoria seems to offer a robust, logical, cost effective, equitable, and efficient
system for ensuring the best possible outcomes for both participants and
funding bodies. The committee strenuously suggests that the Agency does not
re-invent the wheel yet again by attempting to design a model with all the
features of the models in place before the Scheme rolled out, but with much
worse outcomes for all stakeholders, including tax payers.
Interaction with state and
territory systems
The committee heard compelling evidence on the efficiency of
the operation of AT equipment services in states and territories prior to the
NDIS. The time periods between the necessary equipment being identified,
provided, and used appropriately and safely, have blown out significantly under
the NDIS.
The current situation is unworkable, and is producing
unacceptable delays. The Agency has to decide on one process or the other.
Given the experience, skills and expertise of the state schemes, the committee
suggests that the Agency enter into agreements, or Memorandums of Understanding
with them to process and manage applications instead of the Agency.
Loan pools and recycling of AT
equipment
Loan pools, recycling, and refurbishment of assistive
technology have long since been a feature of any aids and equipment programs.
The NDIS model, with an emphasis on an individual bespoke solution for each
participant, does not sit easily within those previous systems.
However, not every AT solution is a fully customised piece of
technology that can only be utilised by its intended recipient. There are
thousands of standard items that the committee heard were being purchased at
high cost, on an individual basis, and not being recycled or re-used
afterwards. Evidence to the inquiry suggests that there are improvements and
efficiencies possible across the board, on processes and procedures, as well as
significant cost saving opportunities.
Tracking AT applications
All submitters, including the Agency itself, agree that the
ability to track the progress of an AT request would assist everyone. It is a
basic requirement, and the committee welcomes steps taken by the Agency to
incorporate it into the myplace portal. It will also provide valuable
data which will assist the Agency is providing further improvement to the AT
process at a systemic level, while alleviating some stress on participants that
a lack, or inconsistency of information brings. The committee will monitor the
introduction of the capability with interest.
The need for KPIs
The committee heard that it can take months, even years in some
cases, to receive requested equipment or devices. Delays for AT place can have
profound effects on the development of young children, those who require
prosthetics or orthotics, and those with degenerative conditions. The committee
welcomes steps taken by the Agency to address delays, however, it is of the
view that the Agency should set KPIs for the length of time in which staff must
consider and process applications.
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