Listening to Stakeholders about Hearing Services

Listening to Stakeholders about Hearing Services Encouraging an integrated, comprehensive approach to reducing avoidable incidence and severity of hearing loss in the Australian community This document has been developed to focus and prompt discussion on the way the Office of Hearing Services consults with stakeholders. It will inform a longer-term approach to stakeholder engagement that will assist the Office of Hearing Services to effectively deliver on the hearing objectives of Government into the future

Contents Aim... 2 Introduction... 2 Key Roles and Responsibilities of the Office of Hearing Services in 2013-14... 2 Purpose... 3 Challenges... 3 Desired Outcomes of Stakeholder Engagement... 4 A smooth transition to using the portal... 4 Simplification and streamlining of the program... 4 Enhanced access for clients wishing to obtain services under the program... 4 Shared responsibility and problem solving for improved hearing services... 4 Increased awareness of the outcomes of research projects funded under the Hearing Loss Prevention Program (HLPP)... 4 Improved stakeholder engagement... 5 Key Stakeholders in the Program... 5 What do we mean by stakeholder?... 5 Key Stakeholders... 6 Principles for engagment:... 6 Terms of Engagement... 7 Key Program Dates and Engagement Activities... 8 Risk Management... 10 Evaluation... 10 ~ 1 ~

Aim Encouraging an integrated, comprehensive approach to reducing avoidable incidence and severity of hearing loss in the Australian community. Introduction The Office of Hearing Services (the Office) aims to reduce the avoidable incidence and consequences of hearing loss in the Australian community and provide access to high quality hearing services and devices through administration of the Hearing Services Program (the program). Critical to achieving these aims is the effective: sourcing and consideration of useful advice, ideas, data and solutions from clients and providers of hearing services and the hearing research community; communication of program information, program improvements, outputs and outcomes,including research outcomes; and ongoing development of our understanding of the needs and wants of program participants. In undertaking our key roles and responsibilities, we will need to engage in informed, consultative decision making with our stakeholders to: simplify and streamline the program; broaden awareness and understanding of the program and how it works; seek feedback on our plans and operations, including the way we manage stakeholder engagement, and inform stakeholder engagement strategies and approaches for the future. Key Roles and Responsibilities of the Office of Hearing Services in 2013-2014 Continued delivery of the Hearing Services Program in line with agreed service benchmarks. Provision of policy advice and program management for hearing services. Reduce red tape and boost the productivity of hearing related businesses by simplifying and streamlining the Hearing Services Program. The hearing health needs of Aboriginal and Torres Strait Islander peoples will continue to be a focus of the Hearing Services Program. ~ 2 ~

Purpose This document seeks to provide a focus for stakeholder engagement in the short-term, with a view to informing mechanisms and approaches that will support effective longterm stakeholder engagement for 2014-2015 and beyond. In addition it intends to: articulate the way we will progress the commitment of Government to stakeholder engagement, in particular informed, consultative decision-making; identify the stakeholder groups we need to engage with; create awareness in interested parties about our plans; provide a mechanism for feedback on our proposed approach for developing a broad and reliable foundation of ideas and data for policy and decision making; and communicate our intention to evaluate the way we undertake stakeholder engagement, seeking the views of both internal and external stakeholders, to refining our approaches and strategies for the future. Challenges The legislative framework for the program presents considerable challenges to its efficient administration. This challenge is however balanced by the opportunity to examine and implement program improvement measures that will benefit stakeholders and the Office. In accordance with Government policy, the Office will be active in progressing measures that simplify and streamline the program, and explore future opportunities to reduce the burden of unnecessary or complex red tape. This will occur in a careful and measured way in consultation with stakeholders. A key focus for the Office will be to closely monitor and target resources, and balance efforts to support business as usual with work that aims to improve program efficiencies and outcomes. It will be critical for us to quickly and clearly communicate the priorities and processes involved in maintaining this balance. Key activities to promote efficiency that the Office intends to undertake in 2013-2014 include: enhancing cost-effective access to up-to-date program information and services through web based technology. The release of the Hearing Services Online portal (the portal) will enable faster access to the Hearing Services Voucher Program (Voucher Program) for clients and their providers, and require the Office and hearing service providers to implement new procedures. enhancing the value of services provided by the customer service centre and help desks by developing improved procedures, tools and capabilities and by the successful implementation of clear and consistent processes and protocols for managing complaints; ~ 3 ~

streamlining manual claims and debt recovery processes; identification and implementation of measures that will simplify and streamline program systems and processes, benefiting stakeholders and the Office 1 ; enhancing the tools of good program management including developing and using improved business intelligence metrics and models; continuing to recognise and encourage the role of practitioner professional bodies in industry-wide governance; and investing in staff expertise to improve our capacity to deliver. Desired Outcomes of Stakeholder Engagement Effective communication and engagement over 2013-2014 will support progress towards the following outcomes: A smooth transition to using the portal The involvement of clients and hearing service providers in the development, testing and implementation of the new portal will allow providers to influence implementation plans and put in place efficient local procedures to streamline client access to the program and the services it offers. Simplification and streamlining of the program The engagement of hearing service providers and other hearing related businesses informs and supports simplification and streamlining of the program, with a view to identifying deregulation and red tape savings opportunities. Enhanced access for clients wishing to obtain services under the program Client and provider engagement in the transition to the portal will enhance access to services through faster and easier enrolment in the Voucher Program. Shared responsibility and problem solving for improved hearing services Establishing a forum for ongoing learning and change through the sharing of hearing services data, information and ideas will help the Office prioritise and progress activities where collaborative work with key stakeholder groups enables implementation and measurement of improvements in service delivery and outcomes. Increased awareness of the outcomes of research projects funded under the Hearing Loss Prevention Program (HLPP) An evaluation of the HLPP in June 2013 found that the Program has been successful in building on, and increasing knowledge about causes, barriers, enablers and strategies for effective hearing loss prevention. Desired outcomes for 2013-2014 include: 1 Note that the Office will review a number of systems and processes and prioritise those that with simplification and streamlining will provide stakeholders and the Office with the greatest immediate benefit. ~ 4 ~

collaboration and communication with other Government stakeholders to align the HLPP across shared Government priorities; increasing awareness of HLPP and the research results it has funded beyond the groups that are currently funded; and collaboration with the National Health and Medical Research Council (NHMRC) to fund research and research translation through their funding schemes. Improved stakeholder engagement Stakeholder engagement strategies and approaches are refined and improved upon into the future as a result of stakeholder feedback and evaluation of this document. Key Stakeholders in the Program The Office is committed to working with stakeholders to reduce the avoidable incidence and severity of hearing loss in the Australian community through delivery of services that focus on quality of life hearing outcomes. In doing so, we are committed to establishing and maintaining partnerships with our stakeholders that are effective, cooperative and constructive. Adherence to the principles for stakeholder engagement described in this document will continue to be critical to the successful implementation of program improvements, including the introduction of the portal. Working within our budget, we will maintain and support consultative groups that provide efficient and effective mechanisms for stakeholders to submit input and advice to the Office. The Office will monitor and be responsive to Government changes, including to the structure and alignment of responsibilities of some Government agencies which will necessitate the development of new communication channels and strategies. What do we mean by a stakeholder? The following definitions are adapted from those used by other Commonwealth agencies, and are provided here to support consistency and to avoid confusion between the terms stakeholder and client. Stakeholder: any individual or group who has a vested interest in the outcome of a body of work. Key stakeholder: any stakeholder with significant influence on or significantly impacted by the work and where these interests and influence must be recognised for the work to be successful. Clients: people who use our programs and services or are subject to our regulation. Stakeholders can be defined by one or more of the above categories simultaneously. Reference: http://www.immi.gov.au/ab out/stakeholderengagement ~ 5 ~

Key Stakeholders 2 Government agencies and units linked to the delivery of services under our program, including: The Departments of Human Services (DHS); Social Services (DSS); Veterans Affairs (DVA); Education; Employment; Defence; Prime Minister and Cabinet (PM&C); the National Disability Insurance Agency (NDIA); and the Department of Health Deregulation Unit. Organisations involved in providing or advocating access to hearing services under the program, including: Contracted service providers, including Australian Hearing; Australian Association of Practice Managers; Carers Australia; Federation of Ethnic Communities Councils of Australia; ACT Deafness Resource Centre; Council on the Ageing (COTA); The Royal Institute for Deaf and Blind Children; and Deaf Children Australia Organisations that provide hearing devices under the program, including: Hearing Aid Manufacturers and Distributors Association of Australia and suppliers of devices under a Deed of Standing Offer with the Department of Health Organisations that foster clinical expertise, including: Audiology Australia Limited (formerly the Audiological Society of Australia) Hearing Aid Audiometrist Society of Australia (HAASA) Australian College of Audiology (ACAud) Australian Association of Audiologists in Private Practice (AAAPP) Allied Health Professionals Australia Principles for engagement The Office will endeavor to: Confirm understanding of needs and concerns. Where possible, leverage existing communication channels and opportunities. Check that stakeholders have understood key messages communicated by the Office: Invite questions and feedback. Analyse feedback from the stakeholder groups. Let them know how their ideas have been considered, and where they have been incorporated into project management and outcomes. 2 Note that this list is not exhaustive. ~ 6 ~

Organisations that research hearing loss and its causes, including: National Acoustic Laboratories (NAL) HEARing Cooperative Research Center (HEARing CRC) HLPP grant holders National Health and Medical Research Council (NHMRC) Work Safe Australia Advocacy groups, including: Hearing Care Industry Association (HCIA) Deafness Forum Organisations that develop software used in program delivery, including: Biotronic Pty Ltd, Hear Soft Pty Ltd, Simply Hearing Terms of Engagement The way that the Office engages with stakeholders will depend on the stakeholder group, the situation, the time, skills and budget available. The stakeholder engagement spectrum below outlines the range of methods the Office can select from to engage with stakeholders in 2013-2014. 3 Inform Consult Involve Collaborate Stakeholder engagement goal Methods of engagement To provide balanced, objective, accurate and consistent information to assist stakeholders to understand the program, opportunities and/or solutions. Fact sheets Provider notices Website To obtain feedback from stakeholders on analysis, alternatives and/ or outcomes. Consultation and discussion papers for public comment Focus groups Reference groups Advisory groups Surveys Public meetings Web 2.0 tools To work directly with stakeholders throughout the process to ensure that their concerns and needs are consistently understood and considered. Workshops Working groups and committees Web 2.0 tools Forums To partner with stakeholders in the development of alternatives, making decisions and the identification of preferred solutions. Memoranda of Understanding or Agreement Reference groups Facilitated consensus building forums for deliberation and decisionmaking Pilot projects 3 Source: Adapted from the International Association for Public Participation (IAP2) spectrum (2007). See www.iap2.org ~ 7 ~

Key Program Dates and Engagement Activities 4 Program deliverable Stakeholder engagement activities July October 2013 Raising awareness of the activities and outcomes of the HLPP Review of Memorandum of Understandings (MOUs) with Audiology Australia Limited, HAASA, ACAud, DVA, DHS Presentation on the program to the ACAud National Congress 22 August 2013, including the opportunity for attendees and others to provide targeted feedback. Bilateral discussions with each organisation. Customer service centre quality assurance processes Implementation of revised complaints policy Targeted feedback through mail, phone and use of the website. Seek targeted feedback, including through use of the website. October December 2013 Call for research into hearing loss Improved publications Improved processes and tools for manual claims and recoveries processes OHS data strategy and IT strategy Discussions/ workshop with NHMRC, NAL, HEARing CRC, and Hearing Services Consultative Committee working group to consider the next steps for the HLPP Email notifications of funding opportunities sent to research and research partnership organisations and their networks NHMRC and Health websites updated to include information on applying for funds in 2014. Seek targeted feedback, including through use of the website. Seek targeted feedback, including through use of the website. Stakeholder survey to gather views on data sources and needs Seek targeted feedback, including through use of the website. 4 This table may be updated to accommodate proposals to the Minister to amend program operations within the 2013-2014 or future Budget context. ~ 8 ~

Program deliverable Website improvements Stakeholder engagement activities Working groups and focus groups to participate in review process. January March 2014 Portal in operation Build on current research into the use of hearing services and device usage Simplify and streamline identified program systems Fact sheets, user guides and other materials developed for portal users August 2013 involvement of client and provider representatives in the user acceptance testing of portal and support materials Survey providers to gather information on portal preparedness including the effectiveness of communications Stakeholder participation in review of portal 100 days, six months and 12 months after release. Engagement with stakeholders through a range of methods for potential future research activities Seek targeted feedback, including inviting views through use of the website. March June 2014 Consultation on future directions for devices available under the program Review the framework for auditing contracted hearing service providers Revised contracts with hearing service providers Targeted conversations with manufacturers and suppliers Inform and invite feedback from the wider group of stakeholders through use of the website. All providers audited are given the opportunity to provide feedback, including through use of the website Involvement in review process Invitation to comment on draft findings. Hearing service providers invited to provide their views on contract. ~ 9 ~

Risk Management Stakeholder engagement raises risks as well as opportunities. The following risks have been identified and will be managed according to the Department s risk management policies and procedures: 1. Resource risk if engagement activities are not planned within budget. 2. Project and activity failure risk if: planned resources are not available or adequate; and there is no genuine shared commitment to work to common aims within a common framework resulting in polarised views and priorities. 3. Reputational risk if engagement is poorly planned and managed. 4. Failure to deliver outcomes if: planning is inadequate; or unexpected events are not mitigated. 5. Relationship risk: if expectations are not clear, poorly managed or unrealistic; engagement is limited; and integrity and reliability are not applied to stakeholder engagement and consultation. Evaluation In keeping with the Department s performance management and business planning cycle, this plan will be evaluated in June 2014 as a component of the review of the 2013-2014 Office Operational Plan. Stakeholders will be invited to provide feedback and comments through the Office website until May 2014. Advice received will be considered as it is received, and will contribute to evaluation of the 2013-2014 approach of the Office to stakeholder engagement. Outcomes and findings of the evaluation will inform the approaches and strategies of the Office in relation to stakeholder engagement for the future to support consultative decision-making and assist in the delivery of high quality hearing outcomes for all Australians. ~ 10 ~