I’m following the discussions about veteran claim advocates with interest because it forms part of a much bigger discussion about veteran and family support in general – discussions which should be grounded in the availability, quality and effectiveness of services and the best interests of the veteran community.
I work in a self-regulated sector (career development) that has been moving towards professionalism for many years. Those of us committed to delivering quality services adhere to voluntary industry professional standards, including a code of ethics. I have also been the partner of an ADF member (now veteran) for over thirty years. These are key aspects that belong in any discussion about services for veterans and families:
- The business model of a provider tells you nothing about the quality and effectiveness of services. Evaluation does. Professional qualifications and memberships, and adherence to industry standards are good indicators.
- Multiple providers = choice which supports equitable access via the availability, accessibility and suitability of services. Equitable access goes beyond price.
- Accessibility is enhanced when providers are knowledgeable about the veteran community and responsive to the differing needs of the diverse users within it. A combination of professional and lived experience or insights is incredibly valuable.
- We need a system focused on quality and sustainability, and responsive to changing needs and influences.
The “non profit = good/ for profit=bad” narrative is both untrue and unhelpful. Bad actors are found in all organisational types. Rather than a paternalistic approach that seeks to protect veterans from exploitation, veterans should be empowered and enabled to make informed choices about services and providers. For example, Defence assists members to identify suitable financial advisors (who are heavily regulated by government). The ADF Financial Services Consumer Centre lists financial advisors “who have agreed to give written declarations to the Department of Defence about issues associated with their general suitability and their remuneration arrangements”. In doing so they aim to assist members identify a financial advisor “free from remuneration-based conflicts of interest”. (Unfortunately for veterans and families, this approach does not extend to non-government regulated sectors such as career development and employment support).
Veterans and families should also be empowered and enabled to leverage and apply their professional skills and lived experience to deliver effective services to the veteran community without compromising their own survival and wellbeing.
The support ecosystem also needs to be sustainable – both financially and in its ability to respond to a changing world. Single provider models (regardless of whether the provider is non-profit or for profit) are a risk. The risk is enhanced if the provider is reliant on unsustainable funding and/or workforces (again, applies to both non profit and for profit).We have seen employment support programs simply disappear when the funding has been withdrawn or dried up. If the viability of the non-profit sector providing fee-free services (essential for many clients) is at risk this should absolutely form part of the discussion but without the need for misleading claims about the alternative providers. Multiple providers also offer the opportunity to leverage different abilities and methods to apply emerging technologies and provide innovative responses to changing needs and influences.
Prior to the establishment of the National Careers Institute, research of the Australian and international career development systems identified challenges and features that could be applied to many aspects of veteran and family support systems.
Challenges include:
- Fragmentation
- Inconsistency
- Misguided advice
- Insufficient supply
- Underservicing of user groups
Features of a quality system include:
- Leadership, clarity and coordination
- Lifelong and holistic
- Relevant
- Quality
- Connected, connecting and integrated
- Tailored to the individual
- Enabling and empowering
A focus on quality and effectiveness and the opportunities for innovation and responsiveness that different business models offer, must form part of ongoing efforts to create an effective support system for veterans and families.
P.S Those interested in a national professional association for veterans’ advocates may find the ongoing professionalisation of the career development sector (including voluntary regulation) interesting and useful – including the establishment of the Career Industry Council of Australia, professional competency standards, code of ethics and the establishment of the Register. A recent survey of the sector revealed a qualified, mature, skilled, and experienced workforce working in a variety of sectors who are committed to professionalism and ongoing professional development (regardless of their business model).