2020-21 statement of service

2020-21 Statement of Service

AN AGREEMENT BETWEEN:

Secretary, NSW Health

AND

NSW Health Pathology

FOR THE PERIOD

1 July 2020 – 30 June 2021

2020–21 Statement of Service 2

Contents

NSW Health Statement of Service – 2020-21 ............................................................. 1

1. Objectives of the Statement of Service .................................................................. 3

2. Legislation, governance and performance framework ...................................... 4

2.1 Legislation 4

2.2 Variation of the Statement 6

2.3 Governance 6

3. Strategies and priorities ............................................................................................. 9

3.1 NSW Premier’s Priorities 9

3.2 NSW Health Strategic Priorities 2020-21 10

3.3 NSW Health Outcome and Business Plan 2019-20 to 2022-23 11

4. Budget ...........................................................................................................................13

4.1 State Outcome Budget Schedule: Part 1 13

4.2 State Outcome Budget Schedule: Part 2 14

4.3 State Outcome Budget Schedule: Capital program 15

5. Performance against strategies and objectives...................................................16

5.1 Key performance indicators 16

5.2 Performance deliverables 18

2020–21 Statement of Service: Objectives of the Statement of Service 3

1. Objectives of the Statement of Service

• To articulate responsibilities and accountabilities across all NSW Health entities for the

delivery of NSW Government and NSW Health priorities.

• To establish with support organisations a performance management and accountability

system for the delivery of high quality, effective healthcare services that promote, protect

and maintain the health of the community, and provide care and treatment to the people

who need it, taking into account the particular needs of their diverse communities.

• To develop formal and ongoing, effective partnerships with Aboriginal Community

Controlled Health Services ensuring all health plans and programs developed by Districts

and Networks include measurable objectives that reflect agreed Aboriginal health

priorities.

• To promote accountability to Government and the community for service delivery and

funding.

• To ensure that the CORE Values of Collaboration, Openness, Respect and Empowerment

are reinforced throughout NSW Health

• To ensure support organisations engage in appropriate consultation with patients, carers

and communities in the design and delivery of health services.

• To ensure that support organisations work together with clinical staff about key decisions,

such as resource allocation and service planning.

2020–21 Statement of Service: Legislation, governance and performance framework 4

2. Legislation, governance and performance framework

2.1 Legislation

2.1.1 Legislation

The Health Services Act 1997 (the Act) provides a legislative framework for the public health

system, including the provision of health support services (s.126B).

NSW Health Pathology is an Administrative Division of the Health Administration

Corporation, established on 31 May 2012, vested with certain of the Secretary’s service

provider functions under section 126B of the Act.

The Secretary established the NSW Health Pathology Board as an appointed body under

section 126C of the Act in November 2012.

NSW Health Pathology ensures it meets the requirements of the regulatory framework for

Medicare Australia under the Health Insurances Act (1973). All NSW public pathology services

are accredited to standards defined by the National Pathology Accreditation Advisory Council

(NPAAC).

2.1.2 Ministerial Determination of Functions

The Statement of Service recognises the functions established for NSW Health Pathology

pursuant to Section 126B of the Health Services Act 1997, signed by the Secretary, NSW

Health on 06 June 2019.

NSW Health Pathology is established to provide specialist pathology and forensic services,

including clinically integrated diagnostic, disease monitoring and forensic and scientific

analysis expertise.

NSW Health Pathology shall comprise of the following two Units:

(i) NSW Health Pathology Operations

(ii) NSW Forensic Analytical Science Service

The functions of NSW Health Pathology are to:

1. Operate on behalf of the Health Secretary as the preferred provider and commissioner of

pathology, forensic and analytical science services for the NSW Health system, with the

responsibility to:

A. Deliver better health and justice systems through an integrated whole of state model of

service;

B. Develop and implement rigorous clinical and corporate governance frameworks that

provide sustainable, responsive, efficient, high quality pathology, forensic and analytical

science services;


C. Operate services with transparency and clear accountabilities, ensuring that

organisational performance and financial management meet the requirements of the

Health Secretary;

D. Provide teaching and training and undertake research and development relevant to the

provision of pathology, forensic and analytical science services;

E. Build strong relationships with NSW Health agencies, the Department of Family and

Community Services and Justice, NSW Police and other key stakeholders and contribute

to the achievement of NSW Government priorities.

2. Undertake pathology, forensic and analytical science services for such other persons or

entities outside the NSW Health system as approved by the Minister for Health under

s126B(2) of the Health Services Act 1997 (NSW).

3. Undertake other functions as the Health Secretary may request from time to time.

Functions of NSW Health Pathology Board as delegated under Section 126B(4) of the Health

Services Act 1997:

1. To provide effective and ethical governance of NSW Health Pathology in relation to the

provision of sustainable, responsive, efficient and high quality pathology, forensic and

analytical science services.

2. To endorse the strategic direction and plan for NSW Health Pathology and make decisions

regarding pathology, forensic and analytical science services that are for the collective

benefit of the NSW health and justice systems, and approve and monitor compliance with

the Strategic and Annual Operational Plans of NSW Health Pathology.

3. To ensure effective and comprehensive corporate and clinical governance frameworks are

established and approved by the Board to support the maintenance and improvement of

standards and quality of services provided by NSW Health Pathology.

4. To provide strategic oversight of and monitor NSW Health Pathology's performance

(clinical, operational and financial) in accordance with the objectives and measures set by

the Health Secretary.

5. To ensure appropriate internal controls and robust systems are in place including:

a. Financial and other internal reporting mechanisms which provide adequate, accurate

and timely information about the performance of NSW Health Pathology to the Board,

the NSW Ministry of Health and the Health Secretary.

b. risk management framework, including ongoing monitoring of the effectiveness of risk

management systems for NSW Health Pathology.

c. Clinical governance and quality frameworks to monitor quality of care and service

delivered across NSW Health Pathology.

d. Effective compliance frameworks and quality standards for accreditation of pathology

laboratories and forensic facilities.


6. To ensure effective clinical and capital planning by NSW Health Pathology which also

aligns with the NSW Health system's strategic goals.

7. To champion a strong values-driven culture with a focus on staff engagement within NSW

Health Pathology.

8. To champion innovation to achieve best practice across NSW Health Pathology services.

9. To review and evaluate present and future opportunities, threats and risks in the external

environment and identify appropriate responses to maximise the position of NSW Health

Pathology and the NSW Health system.

10. To ensure that the needs of all stakeholders (internal and external) are appropriately

considered, and to confer with the Chief Executive about how best to support, encourage

and facilitate stakeholder and clinician involvement, in the planning of NSW Health

Pathology services.

11. To establish and oversee the work of Board sub-committees and consider any

recommendations of those sub-committees including endorse and oversee the

implementation of annual audit plans via the Audit and Risk Management Committee.

12. To provide such advice to the Health Secretary on the provision and integration of

pathology, forensic and analytical science services within the NSW health and justice

systems as requested from time to time.

2.2 Variation of the Statement

The Statement may be amended at any time by agreement in writing between the

Organisation and the Ministry of Health.

The Statement may also be varied by the Secretary or the Minister in exercise of their general

powers under the Act, including determination of the role, functions and activities of support

organisations.

Any updates to finance or activity information further to the original contents of the

Statement will be provided through separate documents that may be issued by the Ministry

of Health in the course of the year.

2.3 Governance

The Organisation must ensure that all applicable duties, obligations and accountabilities are

understood and complied with, and that services are provided in a manner consistent with all

NSW Health policies, procedures, plans, circulars, inter-agency agreements, Ministerial

directives and other instruments and statutory obligations.


2.3.1 Clinical governance

NSW public health services are accredited against the National Safety and Quality Health

Service Standards.

https://www.safetyandquality.gov.au/our-work/assessment-to-the-nsqhs-standards/nsqhs-

standards-second-edition/

The Australian Safety and Quality Framework for Health Care provides a set of guiding

principles that can assist health services with their clinical governance obligations.

https://www.safetyandquality.gov.au/national-priorities/australian-safety-and-quality-

framework-for-health-care/

The NSW Patient Safety and Clinical Quality Program provides an important framework for

improvements to clinical quality.

http://www1.health.nsw.gov.au/pds/ActivePDSDocuments/PD2005_608.pdf

NSWHP are accredited against the standards and guidelines for pathology practices issued

by the National Pathology Accreditation Advisory Council.

https://www.nata.com.au/

2.3.2 Corporate governance

The Organisation must ensure services are delivered in a manner consistent with the NSW

Health Corporate Governance and Accountability Compendium (the Compendium) seven

corporate governance standards. The Compendium is at:

http://www.health.nsw.gov.au/policies/manuals/pages/corporate-governance-

compendium.aspx

Where applicable, the Organisation is to:

• Provide required reports in accordance with timeframes advised by the Ministry;

• Review and update the Manual of Delegations (PD2012_059) to ensure currency;

• Ensure recommendations of the NSW Auditor-General, the Public Accounts Committee

and the NSW Ombudsman, where accepted by NSW Health, are actioned in a timely and

effective manner, and that repeat audit issues are avoided.

2.3.3 Procurement governance

The Organisation must ensure procurement of goods and services complies with the NSW

Health Goods and Services Procurement Policy Directive (PD2019_028). This policy directive

details the requirements for all staff undertaking procurement or disposal of goods and

services on behalf of NSW Health.

https://www1.health.nsw.gov.au/pds/Pages/doc.aspx?dn=PD2019_028

https://www.safetyandquality.gov.au/our-work/assessment-to-the-nsqhs-standards/nsqhs-standards-second-edition/

https://www.safetyandquality.gov.au/our-work/assessment-to-the-nsqhs-standards/nsqhs-standards-second-edition/

https://www.safetyandquality.gov.au/national-priorities/australian-safety-and-quality-framework-for-health-care/

https://www.safetyandquality.gov.au/national-priorities/australian-safety-and-quality-framework-for-health-care/

http://www1.health.nsw.gov.au/pds/ActivePDSDocuments/PD2005_608.pdf

https://www.nata.com.au/

http://www.health.nsw.gov.au/policies/manuals/pages/corporate-governance-compendium.aspx

http://www.health.nsw.gov.au/policies/manuals/pages/corporate-governance-compendium.aspx

https://www1.health.nsw.gov.au/pds/Pages/doc.aspx?dn=PD2019_028


2.3.4 Performance Framework

Statements of Service are a central component of the NSW Health Performance Framework,

which documents how the Ministry monitors and assesses the performance of public sector

health services to achieve expected service levels, financial performance, governance and

other requirements.

The performance of a support organisation is assessed on whether the Organisation is

meeting the strategic objectives for NSW Health and government, the Premier’s Priorities and

performance against key performance indicators. The availability and implementation of

governance structures and processes, and whether there has been a significant critical

incident or sentinel event also influences the assessment.

The Framework sets out responses to performance concerns and management processes that

support the achievement of outcomes in accordance with NSW Health and government

policies and priorities. Performance concerns will be raised with the Organisation for focused

discussion at performance review meetings in line with the NSW Health Performance

Framework available at: http://www.health.nsw.gov.au/Performance/Pages/frameworks.aspx

http://www.health.nsw.gov.au/Performance/Pages/frameworks.aspx

2020–21 Statement of Service: Strategies and priorities 9

3. Strategies and priorities

The delivery of NSW Health strategies and priorities is the responsibility of the Ministry of

Health, health services and support organisations. These are to be reflected in the strategic,

operational and business plans of these entities.

3.1 NSW Premier’s Priorities

In June 2019, the NSW Premier set new social priorities to tackle tough community

challenges, lift the quality of life for everyone in NSW and put people at the heart of

everything the Government does.

NSW Health is leading the three priorities for improving the health system:

NSW Health staff will continue to work together to deliver a sustainable health system that

delivers outcomes that matter to patients and the community, is personalised, invests in

wellness and is digitally enabled.


3.2 NSW Health Strategic Priorities 2020-21


3.3 NSW Health Outcome and Business Plan 2019-20 to 2022-23

The NSW Treasury Outcome Budgeting initiative intends to transform the way budget

decisions are made, and resources are managed in the NSW public sector. The overarching

objective of Outcome Budgeting is to shift the focus of the NSW Government to deliver

better outcomes for the people of NSW with increased transparency, accountability and value

(TPP 18-091).

The NSW Health Outcome and Business Plan is an agreement between the Minister for Health

and Medical Research, the Secretary, NSW Health and the NSW Government setting out the

outcomes and objectives that will be focused on over the next four years.

NSW Health has identified five state outcomes that it will achieve for the people of NSW. The

state outcomes cover the broad range of functions and services provided across care

settings.

1. Keeping people healthy through prevention and health promotion

2. People can access care in out of hospital settings to manage their health and wellbeing

3. People receive timely emergency care

4. People receive high-quality, safe care in our hospitals

5. Our people and systems are continuously improving to deliver the best health outcomes

and experiences

To achieve these outcomes, NSW Health has set a series of ambitious targets and has a

comprehensive program of change initiatives in place. These targets have been built into key

performance indicators in the Service Agreement, the NSW Health Performance Framework,

the NSW Health Purchasing Framework and the funding model.

1 https://www.treasury.nsw.gov.au/sites/default/files/2018-12/TPP18-09%20Outcome%20Budgeting.pdf


Alignment of directions and strategies to outcomes

2020–21 Statement of Service: Budget 13

4. Budget

4.1 State Outcome Budget Schedule: Part 1

Note:

The above schedule represents the NSW Treasury’s transition to Outcome Budgeting (TPP 18-09) and

aligns to the NSW Health Business Plan 2019-20 to 2022-23. The NSW Treasury Outcome Budgeting

initiative intends to transform the way budget decisions are made, and resources are managed in the

NSW public sector. The initiative aims to shift the focus of the NSW Government to deliver better

outcomes for the people of NSW (TPP 18-09).

As this transition will take place across several years, figures listed in this schedule are currently unable

to accurately be carried through from LHD/SHN budgets to each facility. Some facility figures will

therefore be consolidated at a LHD/SHN level with investment allocation managed locally.

Figures included in this schedule do not include 2020-21 stimulus funding in response to the COVID-

19 pandemic.

Final 2020-21

Initial Budget

($'000)

Expenditure Budget by Account Group (General Fund)

Employee Related $454,788

VMO Payments $32

Goods & Services $194,806

Repairs, Maintenance & Renewals $25,585

Depreciation $19,319

Grants $455

Borrowing Costs $141

Sub-total $695,125

Other items not included above

Additional Escalation to be allocated $4,157

Efficiency and Procurement Savings -$5,406

TMF Adjustments -$1,636

Intra Health Adjustments $952

Sub-total -$1,933

F RFA Expenses $17,519

G Total Expenses (G=A+E+F) $710,710

H Other - Gain/Loss on disposal of assets etc $602

I Revenue -$695,076

J Net Result (J=G+H+I) $16,236

NSW Health Pathology (NSWHP) - Budget 2020-21

E

A


4.2 State Outcome Budget Schedule: Part 2

2020/21

NSW Health Pathology ($'000)

Government Grants

A Recurrent Subsidy -$31,784

B Capital Subsidy -$1,675

C Crown Acceptance (Super, LSL) -$18,467

D Total Government Contribution (D=A+B+C) -$51,926

Own Source revenue

E GF Revenue -$619,279

F SP&T Revenue -$23,871

G Total Own Source Revenue (G=E+F) -$643,150

H Total Revenue (H=D+G) -$695,076

I Total Expense Budget - General Funds $693,191

J SP&T Expense Budget $17,519

K Other Expense Budget $602

L Total Expense Budget as per Schedule A Part 1 (L=I+J+K) $711,312

M Net Result (M=H+L) $16,236

Net Result Represented by:

N Asset Movements -$18,131

O Liability Movements $1,894

P Entity Transfers $

Q Total (Q=N+O+P) -$16,236

Note:

The minimum weekly cash reserve buffer for unrestricted cash at bank has been updated for FY 2020/21 to $3M. Based

on final June 2020 cash balances, adjustments will be made from July 2020 to ensure alignment with the cash buffer

requirements of NSW Treasury Circular TC15_01 Cash Management – Expanding the Scope of the Treasury Banking

System.

The minimum weekly cash buffer relates to cash held in General Fund bank accounts only and will be used to determine

subsidy cash sweep amounts in line with the schedule advised by the Ministry of Health.


4.3 State Outcome Budget Schedule: Capital program

NSW Pathology

$ $ $ $ $ $ $ $

WORKS IN PROGRESS

Asset Refurbishment/Replacement Strategy - Statewide P55345 ARRP 2,539,896 885,536 1,654,360 1,675,000 1,675,000 - - -

Pathology Result App P56475 LFI 1,300,000 607,433 692,567 692,693 - 692,693 - -

Statewide Rollout Program - Coagulation Equipment P56555 LFI 1,610,000 282,335 1,327,665 1,327,665 - 1,327,665 - -

Statewide Rollout Program - Haematology Equipment P56556 LFI 6,394,454 4,944,024 1,450,431 1,450,430 - 1,450,430 - -

NWTW-Newcastle Corporate Office P56620 LFI 955,118 104,040 851,078 851,078 - 851,078 - -

State-Wide Bill ing P56621 LFI 559,500 2,206,758 (1,647,258) 559,500 - 559,500 - -

Inventory Systems Implementations P56622 LFI 450,000 - 450,000 450,000 - 450,000 - -

Cloud Based Genomics Infrastructure P56623 LFI 1,200,000 259,463 940,537 940,537 - 940,537 - -

State-wide specimen Tracking Program P56624 LFI 1,265,281 474,818 790,463 1,265,281 - 1,265,281 - -

State-wide Test Catalogue P56625 LFI 1,030,956 233,978 796,978 796,978 - 796,978 - -

State-wide Facil ity Signage P56626 LFI 881,970 - 881,970 881,970 - 881,970 - -

Genomics E-Ordering P56627 LFI 405,980 - 405,980 405,980 - 405,980 - -

2 x Biomek i5 Next Generation Sequencing Workstations P56689 LFI 507,480 - 507,480 507,480 - 507,480 - -

PATH Minor Works & Equipment P51069 Minor Works 67,366,542 59,972,383 7,394,159 7,394,159 - 7,394,159 - -

Right of Use Asset <$250K P56509 ROU 1,930,758 1,445,227 485,531 485,531 - - - 485,531

TOTAL WORKS IN PROGRESS 88,397,935 71,415,993 16,981,942 19,684,282 1,675,000 17,523,751 - 485,531

88,397,935 71,415,993 16,981,942 19,684,282 1,675,000 17,523,751 - 485,531

Notes:

Expenditure needs to remain within the Capital Expenditure Authorisation Limits (CEAL) indicated above

The above budgets do not include Right of Use Assets (Leases) entered into after 30 September 2020. These budgets will be issued through a separate process

Minor Works & Equipment >$10,000 Program is an annual allocation. Estimated Total Cost is calculated as Prior Year expenditure plus FY21 Budget Allocation

TOTAL CAPITAL EXPENDITURE AUTHORISATION LIMIT MANAGED BY NSW Pathology

Capital Budget

Allocation

2020/21

2020/21 Capital Budget Allocation by Source of Funds

MOH Funded

2020/21

Local Funds

2020/21

Revenue

2020/21

Lease Liabilities

2020/21

PROJECTS MANAGED BY HEALTH SERVICE

2020/21 Capital Projects Proj

ect

Code

Reporting Silo

Estimated Total Cost

2020/21

Estimated

Expenditure to 30

June 2020

Cost to Complete

at

30 June 2020

2020–21 Statement of Service: Performance against strategies and objectives 16

5. Performance against strategies and objectives

5.1 Key performance indicators

The performance of the Organisation is assessed in terms of whether it is meeting key

performance indicator targets for NSW Health Strategic Priorities.

✓ Performing Performance at, or better than, target

Underperforming Performance within a tolerance range

Not performing Performance outside the tolerance threshold

Detailed specifications for the key performance indicators are provided in the Service

Agreement Data Supplement. See:

http://hird.health.nsw.gov.au/hird/view_data_resource_external_information.cfm?ItemID=23857

Strategy 4: Develop and support our people and culture

Strategic

Priority

Measure Target Not

Performing

Under

Performing

Performing

✓

4.3 Workplace Culture - People Matter Survey

Culture Index- Variation from previous year (%) ≥-1 ≤ -5

>-5 and

<-1 ≥-1

4.3

Take action-People Matter Survey take action

as a result of the survey- Variation from

previous year (%)

≥-1 ≤ -5 >-5 and

<-1 ≥-1

4.1 Staff Performance Reviews - Within the last 12

months (%) 100 <85 ≥85 and <90 ≥90

4.1

Recruitment: time taken from request to recruit

to decision to approve/decline/defer

recruitment (business days)

10 >10

No change

from

previous year

and >10

≤ 10

4.2

Aboriginal Workforce Participation - Aboriginal

Workforce as a proportion of total workforce at

all salary levels (bands) and occupations (%)

1.8

Decrease

from

previous Year

No change Increase on

previous Year

4.5 Compensable Workplace Injury - Claims (%

change)

≥10%

decrease Increase

≥0

and <10%

decrease

≥10%

decrease

http://hird.health.nsw.gov.au/hird/view_data_resource_external_information.cfm?ItemID=23857


Strategy 4: Develop and support our people and culture

Strategic

Priority

Measure Target Not

Performing

Under

Performing

Performing

✓

Outcome 5 Our people and systems are continuously improving to deliver the best health outcomes and experiences

4.3

Staff Engagement - People Matter Survey

Engagement Index - Variation from previous

year (%)

≥-1 ≤ -5 >-5 and

<-1 ≥-1

Strategy 8 Build financial sustainability and robust governance

Strategic

Priorities

Measure Target Not

Performing

Under

Performing

Performing

✓

8.1 Expenditure Matched to Budget - General

Fund -Variance (%)

On budget or

Favourable

>0.5%

Unfavourable

>0 and

≤0.5%

Unfavourable

On budget or

Favourable

8.1 Own Sourced Revenue Matched to Budget -

General Fund - Variance (%)

On budget or

Favourable

>0.5%

Unfavourable

>0 and

≤0.5%

Unfavourable

On budget or

Favourable


5.2 Performance deliverables

Key deliverables under the NSW Health Strategic Priorities 2020-21 will also be monitored,

noting that process indicators and milestones are held in the detailed operational plans

developed by the Organisation.

5.2.1 Workplace culture

Determine how change can be affected at an individual, organisational and system level to

improve workplace culture and practices:

• The results of the People Matter Employee Survey will be used to identify areas of best

practice and improvement opportunities.

• The Junior Medical Officer Your Training and Wellbeing Matters Survey will monitor the

quality of supervision, education and training provided to junior medical officers and their

welfare and wellbeing.

• The Australian Medical Association, in conjunction with the Australian Salaried Medical

Officers Association, will undertake regular surveys of senior medical staff to assess clinical

participation and involvement in local decision making to deliver human centred care.

5.2.2 Value based healthcare

Value based healthcare is a way of organising healthcare to maximise value, where value is

defined in terms of the outcomes and experiences that matter most to the people receiving

and delivering care relative to the costs of achieving those outcomes.

In NSW value based healthcare means continually striving to deliver care that improves:

• The health outcomes that matter to patients

• The experience of receiving care

• The experience of providing care

• The effectiveness and efficiency of care

NSW Health is implementing value based healthcare by scaling and embedding statewide

programs (CBV, CC, IC and LBVC) while supporting change through a range of system-wide

enablers. The statewide programs are Commissioning for Better Value, Collaborative

Commissioning, Integrated Care and Leading Better Value Care.

Commissioning for Better Value Deliverables

Commissioning for Better Value is a process of analysing, designing and implementing non-

clinical and support services that consider the outcomes and experiences of patients and

clinicians. CBV reflects NSW Health’s commitment to refocus our services from volume

(outputs) to value (outcomes).

NSW Health Pathology and the Strategic Reform and Planning Branch, NSW Ministry of

Health have a key role in embedding commissioning-based principles and tools in pathology

services.


5.2.3 Strategic priorities

Initiatives Deliverable in 1920-21 Due by

1. Keep people healthy

Develop and implement a

business continuity

preparedness framework

• Develop draft framework September 2020

• Draft framework consultation (2 rounds) December 2020

• Framework to be endorsed by Senior Leadership

team (SLT)

March 2021

• Framework implementation plan developed April 2021

• Framework implementation commences June 2021

2. Provide world-class clinical care where patient safety is first

Implement reconfiguration of

metro courier routes

• Deployment of telematic and network

0ptimisation systems and technology

November 2020

• Pilot and deploy alternate route design

scenarios

September 2020

• Scope, tender and award of Pathology centric

3rd Party Logistics service provision, including

centralised call centre

May 2021

3. Integrate systems to deliver truly connected care

Design, build and implement

new Forensic Medicine

Information System

• Design & analyse August 2020

• Build a new state-wide system July 2021

• Deploy new system December 2021

4. Develop and support people culture and governance

Implement the NSWHP

Reconciliation Action Plan

(RAP) and Aboriginal

Employment Strategy

• Establish NSWHP RAP Committee outline August 2020

• Finalise RAP incorporating Reconciliation

Australia, Board, SLT and staff feedback.

November 2020

• Complete Aboriginal Employment Strategy. June 2021

5. Support and harness health and medical research and innovation

Develop and commence

implementing the Research

Governance Framework

• Framework draft completed August 2020

• Framework consultation (2x rounds) December 2020

• Framework endorsement by SLT February 2021

• Framework implementation commencement March 2021


Initiatives Deliverable in 1920-21 Due by

6. Embed a digitally enabled healthcare system

Determine and achieve

milestones on Statewide

Laboratory Information

Management System (LIMS)

plan

• Assemble Statewide LIMS Development Group September

2020

• Obtain notification of funding. September

2020

• Move through Gateway 3 approval June 2021

Build statewide Business

Intelligence platform,

including big data processing

capacity and tools to enable

data driven decision making

• Scale BI infrastructure to improve data processing,

storage and modelling, providing lag free

solutions.

March 2021

• Support all NSWHP portfolios, FASS and Clinical

Services & Operations by developing data tools

and reports for needs, including triangulation of

data sets for insightful analytics.

June 2021

7. Plan and deliver future focussed infrastructure

Confirm scope and

configuration of Core

Laboratories

• Mapping key service journeys*, incorporating into

detailed design

August 2020

• Detailed design, core laboratory (building on the

pre analytical area, journey maps)

August 2020

• Workforce analysis and planning October 2020

8. Build financial sustainability and deliver business improvements

Establish an Information

Security Management System

and associated capabilities

Actions (Subject to budget approval)

• Information Security Officer recruited December

2020

• ISMS framework agreed March 2021

• ISO27001 Internal [preparation] Audit June 2021

• ISO27001 Certification Audit June 2021