2020-21 Statement of Service - Secretary, NSW Health NSW Health Pathology
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2020-21 Statement of Service AN AGREEMENT BETWEEN: Secretary, NSW Health AND NSW Health Pathology FOR THE PERIOD 1 July 2020 – 30 June 2021
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 2
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: Objectives of the Statement of Service 32. 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;
2020–21 Statement of Service: Legislation, governance and performance framework 4C. 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.
2020–21 Statement of Service: Legislation, governance and performance framework 56. 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.
2020–21 Statement of Service: Legislation, governance and performance framework 62.3.1 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
2020–21 Statement of Service: Legislation, governance and performance framework 72.3.4 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 2020–21 Statement of Service: Legislation, governance and performance framework 8
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. 2020–21 Statement of Service: Strategies and priorities 9
3.2 NSW Health Strategic Priorities 2020-21 2020–21 Statement of Service: Strategies and priorities 10
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
2020–21 Statement of Service: Strategies and priorities 11Alignment of directions and strategies to outcomes 2020–21 Statement of Service: Strategies and priorities 12
4. Budget
4.1 State Outcome Budget Schedule: Part 1
NSW Health Pathology (NSWHP) - Budget 2020-21
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
A
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
E 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) $16,236
Note:
The above schedule represents the NSW Treasury’s transition to Outcome Budgeting (TPP 18-09) and
aligns to the NSW Health Business Plan 2019-20 to 2022-23. The NSW Treasury Outcome Budgeting
initiative intends to transform the way budget decisions are made, and resources are managed in the
NSW public sector. The initiative aims to shift the focus of the NSW Government to deliver better
outcomes for the people of NSW (TPP 18-09).
As this transition will take place across several years, figures listed in this schedule are currently unable
to accurately be carried through from LHD/SHN budgets to each facility. Some facility figures will
therefore be consolidated at a LHD/SHN level with investment allocation managed locally.
Figures included in this schedule do not include 2020-21 stimulus funding in response to the COVID-
19 pandemic.
2020–21 Statement of Service: Budget 134.2 State Outcome Budget Schedule: Part 2
2020/21
NSW Health Pathology ($'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.
2020–21 Statement of Service: Budget 144.3 State Outcome Budget Schedule: Capital program
NSW Pathology
2020/21 Capital Budget Allocation by Source of Funds
Estimated Cost to Complete Capital Budget
Project Code
PROJECTS MANAGED BY HEALTH SERVICE Estimated Total Cost
Expenditure to 30 at Allocation MOH Funded Local Funds Revenue Lease Liabilities
Reporting Silo 2020/21
June 2020 30 June 2020 2020/21 2020/21 2020/21 2020/21 2020/21
2020/21 Capital Projects
$ $ $ $ $ $ $ $
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 Billing 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 Facility 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 $10,000 Program is an annual allocation. Estimated Total Cost is calculated as Prior Year expenditure plus FY21 Budget Allocation
2020–21 Statement of Service: Budget 155. 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 Measure Target Not Under
Priority Performing Performing Performing
✓
Workplace Culture - People Matter Survey >-5 and
4.3 ≥-1 ≤ -5 ≥-1
Culture Index- Variation from previous year (%) -5 and
4.3 as a result of the survey- Variation from ≥-1 ≤ -5 ≥-1Strategy 4: Develop and support our people and culture
Strategic Measure Target Not Under
Priority Performing Performing Performing
✓
Outcome 5 Our people and systems are continuously improving to deliver the best health outcomes and experiences
Staff Engagement - People Matter Survey
>-5 and
4.3 Engagement Index - Variation from previous ≥-1 ≤ -5 ≥-1
0 and
Expenditure Matched to Budget - General On budget or >0.5% On budget or
8.1 ≤0.5%
Fund -Variance (%) Favourable Unfavourable Favourable
Unfavourable
>0 and
Own Sourced Revenue Matched to Budget - On budget or >0.5% On budget or
8.1 ≤0.5%
General Fund - Variance (%) Favourable Unfavourable Favourable
Unfavourable
2020–21 Statement of Service: Performance against strategies and objectives 175.2 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.
2020–21 Statement of Service: Performance against strategies and objectives 185.2.3 Strategic priorities
Initiatives Deliverable in 1920-21 Due by
1. Keep people healthy
Develop and implement a • Develop draft framework September 2020
business continuity
• Draft framework consultation (2 rounds) December 2020
preparedness framework
• Framework to be endorsed by Senior Leadership March 2021
team (SLT)
• 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 • Deployment of telematic and network November 2020
metro courier routes 0ptimisation systems and technology
• Pilot and deploy alternate route design September 2020
scenarios
• Scope, tender and award of Pathology centric May 2021
3rd Party Logistics service provision, including
centralised call centre
3. Integrate systems to deliver truly connected care
Design, build and implement • Design & analyse August 2020
new Forensic Medicine
• Build a new state-wide system July 2021
Information System
• Deploy new system December 2021
4. Develop and support people culture and governance
Implement the NSWHP • Establish NSWHP RAP Committee outline August 2020
Reconciliation Action Plan
• Finalise RAP incorporating Reconciliation November 2020
(RAP) and Aboriginal
Australia, Board, SLT and staff feedback.
Employment Strategy
• Complete Aboriginal Employment Strategy. June 2021
5. Support and harness health and medical research and innovation
Develop and commence • Framework draft completed August 2020
implementing the Research
• Framework consultation (2x rounds) December 2020
Governance Framework
• Framework endorsement by SLT February 2021
• Framework implementation commencement March 2021
2020–21 Statement of Service: Performance against strategies and objectives 19Initiatives Deliverable in 1920-21 Due by
6. Embed a digitally enabled healthcare system
Determine and achieve • Assemble Statewide LIMS Development Group September
milestones on Statewide 2020
Laboratory Information
• Obtain notification of funding. September
Management System (LIMS)
2020
plan
• Move through Gateway 3 approval June 2021
Build statewide Business • Scale BI infrastructure to improve data processing, March 2021
Intelligence platform, storage and modelling, providing lag free
including big data processing solutions.
capacity and tools to enable
• Support all NSWHP portfolios, FASS and Clinical June 2021
data driven decision making
Services & Operations by developing data tools
and reports for needs, including triangulation of
data sets for insightful analytics.
7. Plan and deliver future focussed infrastructure
Confirm scope and • Mapping key service journeys*, incorporating into August 2020
configuration of Core detailed design
Laboratories
• Detailed design, core laboratory (building on the August 2020
pre analytical area, journey maps)
• Workforce analysis and planning October 2020
8. Build financial sustainability and deliver business improvements
Establish an Information Actions (Subject to budget approval)
Security Management System
• Information Security Officer recruited December
and associated capabilities
2020
• ISMS framework agreed March 2021
• ISO27001 Internal [preparation] Audit June 2021
• ISO27001 Certification Audit June 2021
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