GOAL #3
Good Decision Making
Introduction
Of course, good decision making depends on all that precedes
it. If a program has a good application form, if victims receive
assistance in filling it out, if police reports are substantive, if
providers and employers cooperate in providing information, and
if compensation staff organize, analyze, and present this
information to the decision maker in an accurate, complete, and
timely manner, then the probability for a good decision is enhanced
tremendously. But decision making in itself is a major task, an
endeavor requiring skill, knowledge, and experience. Programs
must work conscientiously to improve their ability to decide claims
correctly, according to statute, rule, and appropriate precedent.
What is a good decision? Many definitions might be offered,
but one definition could be the one that follows.
A good decision is one that is:
o Based on a full understanding of the relevant facts and
circumstances of the case, rather than mere conjecture or
opinion;
o Made by accurately applying the program's statute and
rules, rather than what the decision maker may think the law
should be;
o Fair and free of bias;
o Consistent with prior decisions, but that takes into account
any pertinent distinctions that make the case different from
other similar cases;
o Faithful to the program's mission to serve victims, as well
as its responsibility to abide by statutory requirements; and
o Rendered as promptly as a full review of the case allows.
The objectives and strategies described in this section are intended to promote decision making that satisfies the above elements. With sound decision making, programs afford victims a full opportunity to have their applications reviewed according to statute and rules, fulfilling the essential mission of every compensation agency.