This section highlights practical pitfalls and friction points the Regulations create by their sequencing, delegation and reliance on Ministerial or Chief Executive instruments. These are concrete, text‑based risks and traps for practitioners, health services, substitute decision-makers and witnesses.
Sequencing requirement for substitute decision-makers , The Regulations require a substitute decision-maker to certify acceptance and that they have read the guidelines before the ACD is witnessed (r 7(1)(a), r 8(1)). Practically, many existing forms or practices allow a substitute decision-maker to accept after the maker signs; under these Regulations, acceptance must precede witnessing. Failure to observe that sequencing risks invalidity of the appointment component of the ACD.
Certification prior to electronic entry , For an electronic copy to be a prescribed electronic copy for the purposes of s 5A, it must have been certified as a true copy by a Schedule 1 person prior to being entered on the prescribed electronic system (r 4A). The order matters: certifying after upload will not meet r 4A. Organisations that upload scanned documents without an antecedent certifier signature therefore risk creating an electronic record that does not qualify as a prescribed copy under the Regulations.
Limit on where health practitioners can access electronic copies , Regulation 9(3) requires health practitioners to access electronic copies only on My Health Record, Sunrise EMR or a Chief Executive approved system. If a health service stores ACDs on a local clinical system that is not Chief Executive approved, a practitioner may be unable to rely on that local copy as the authorised electronic source under r 9(3). That raises integration and interoperability issues where multiple record systems are in use.
Reliance on unpublished Ministerial and Chief Executive materials , The advance care directive information statement and the guidelines for substitute decision-makers are to be determined by the Minister and published in the Gazette (r 7(2), r 8(2)). Similarly, the Chief Executive approves electronic systems and determines the form and manner of reports under r 12A(2). Those instruments will specify key content and processes; until they are published or if they change, practitioners face uncertainty and must track publications to ensure compliance.
Broad classes of suitable witnesses , Schedule 1 lists broad classes such as social workers, teachers and police officers as suitable witnesses. These classes increase availability of witnesses but create possible conflicts of interest or perceived bias, for example where a witness is employed by the same health service providing care. The Regulations impose only a competence requirement (r 7(3)(a)), not an express independence test. That can create contested factual disputes over impartiality that may be litigated or examined in Tribunal proceedings.
Ambiguity in “written indication” of revocation , Regulation 10(b) allows revocation by giving, or causing to be given, a written indication of revocation. The term “written indication” is not defined in the Regulations. That leaves room for argument about what suffices: signed notice, email, text message, or other communication, and whether it must be witnessed or certified. The Tribunal determines manner and form for advising it of revocation (r 11), but the broader legal effect of different forms of written indication may be contested.
Reporting burden when using suicide/self-harm exemption , Regulation 12A imposes a substantive documentation burden on practitioners who do not follow an ACD because they suspect suicide or self-harm. The list of required information is extensive (r 12A(1)). Practitioners must also submit reports in the manner and form determined by the Chief Executive and provide additional records as required (r 12A(2)). Operationally this requires clinical teams to have administrative processes ready; delays or incomplete reports could expose practitioners to procedural scrutiny.
Potential gatekeeping via Chief Executive approvals , The Chief Executive’s power to approve electronic systems (r 4A(c), r 9(3)(c)) creates a centralised gate. If approval takes time or has onerous technical requirements, health services and private EMR vendors may face integration delays or additional costs to achieve compliance. This can create access asymmetries between well-resourced providers and smaller or remote services.
Delegation thresholds and scarcity of mediators , The Public Advocate may delegate mediation only to persons the Public Advocate is satisfied have suitable qualifications and expertise in mediation (r 14(1)). If the Public Advocate applies a high standard or if qualified neutrals are sparse, mediation capacity could be constrained, leading to more matters being litigated or referred to the Tribunal.
Transitional date fixed in the past , Schedule 3 provides that certain pre-existing instruments will continue in force until they are endorsed and witnessed or until 31 December 2015 (Sch 3 cl 3). That date has passed; practitioners dealing with very old documents must check whether endorsement occurred before that deadline, and whether the instrument was converted to an ACD under the transition provision. The Schedule’s operation depends on events that may have occurred, so duty-holders must investigate the instrument’s history.
Minimal fees but undisclosed administrative costs , Schedule 2 lists only one fee (s 45 application, nil). There is no explicit schedule of costs for other administrative acts. That means there are likely real-world compliance and administrative costs (staff time, training, system upgrades) not captured in the Regulations’ fee schedule.
In short, the main operational gotchas are sequencing requirements, certification-before-entry for electronic copies, upstream reliance on Ministerial and Chief Executive instruments, limited approved electronic access points for practitioners, broad witness classes without independence tests, and a detailed reporting burden when the suicide/self-harm exemption is invoked. These are concrete compliance traps that should be addressed in operational policies and training.