# LongBench v2 / 66f94f9ebb02136c067c4fde

task_id: 01acdcf9-ec52-53f2-a7f5-910d14b51d8b
task_key: train--66f94f9ebb02136c067c4fde
task_revision_id: 1

{"choice_A":"The 2020-21 report focuses on “integrating emergency response tools”, like telehealth, into the broader healthcare system for short-term crisis management, while the 2022-23 report emphasizes a “permanent shift” toward embedding these tools into long-term digital health strategies to address both current needs and future resilience.","choice_B":"In 2020-21, NSW Health emphasized “crisis management” by rapidly deploying digital tools such as telehealth to handle COVID-19 pressures, but the 2022-23 report shows a “strategic evolution” where these tools became embedded in the broader healthcare system as part of a long-term plan to innovate and modernize patient care.","choice_C":"NSW Health’s 2020-21 report highlights the use of telehealth and digital platforms as “crisis-driven solutions” to address urgent public health needs, whereas the 2022-23 report represents a shift towards making these innovations a “core feature” of the healthcare system, embedding them into regular operations to ensure future sustainability.","choice_D":"Both reports emphasize “immediate crisis responses”, but the 2022-23 report signals a “shift towards embedding crisis management tools” (e.g., telehealth and digital platforms) as part of a broader, permanent healthcare innovation strategy, while the 2020-21 report treats such tools as temporary, emergency measures.","context":"1\nNSW Health\nhealth.nsw.gov.au\nAnnual Report\n2020–21\n\n\n2\nThe NSW health system \nworks to protect, \npromote and maintain \nthe health and wellbeing \nof the people of NSW. \nOur vision \nA sustainable health system that delivers \noutcomes that matter to patients, is \npersonalised, invests in wellness and \nis digitally enabled. \nNSW Ministry of Health\n1 Reserve Road\nSt Leonards NSW 2065\nTel.  (02) 9391 9000 \nTTY.  (02) 9391 9900 \nThe NSW Health Annual Report 2020-21 \nwas edited, designed, coordinated and \nprinted within the NSW Ministry of Health \nby the Strategic Communications and \nEngagement Branch. \nCover image.  Left: Taryn Keyser, \nfrom Fire and Rescue NSW, receives \na COVID-19 vaccination from Northern \nSydney Local Health District nurse \nGaganpreet Sandhu, at the opening \nof the NSW Health Vaccination Centre \n– Sydney Olympic Park in May 2021.\nFurther copies of this document \ncan be downloaded from the \nNSW Health website \nhealth.nsw.gov.au/AnnualReport\nOctober 2021\n\n\nThis annual report describes the performance and \noperation of NSW Health during 2020-21. It has been \nprepared according to parliamentary reporting and \nlegislative requirements and is arranged in six sections. \nSection 1: Overview \nIntroduces NSW Health values and priorities, \norganisational structure and the NSW Health executive.\nSection 2: Performance \nSummarises performance against the NSW Health \nStrategic Priorities 2020-21. \nSection 3: Management and accountability \nReports on governance, public accountability, \ninformation management, people management, \nenvironmental sustainability, funding for research and \ndevelopment, and equity and diversity. \nSection 4: Finances \nDetails key financial management reporting. \nSection 5: Financial reports \nPresents NSW Health’s audited financial statements \nfor 2020-21. \nSection 6: NSW Health organisations \nPresents the year in review with reports provided \nby the NSW Ministry of Health, statutory health \ncorporations, specialty health networks, the Health \nAdministration Corporation and local health districts. \nAppendix \nProvides additional information and data \nto supplement the report.\nLetter to the Minister\nThe Hon. Brad Hazzard MP\nMinister for Health and Medical Research\nParliament House\nMacquarie Street\nSYDNEY NSW 2000\nDear Minister\nIn compliance with the terms of the Annual Reports \n(Departments) Act 1985, the Annual Reports \n(Departments) Regulation 2015, the Government \nSector Finance Act 2018, and the Government \nSector Finance Regulation 2018, I submit the Annual \nReport and Financial Statements of NSW Health \norganisations for the financial year ended 30 June \n2021, for presentation to Parliament. \nThe Financial Statements of these organisations \nare presented in separate volumes as Financial \nStatements of Public Health Organisations under \nthe control of NSW Health 2020-21. I am also sending \na copy of the report to the Treasurer. \nYours sincerely\nElizabeth Koff\nSecretary, NSW Health\nAbout this \nreport \nNSW Health\t\nAnnual Report 2020-21   :  Preface   :  page i\n\n\nNSW Health snapshot...................................................iii\nSecretary’s year in review............................................iv\nResponse to the COVID-19 pandemic.\n.....................vii\nOverview\nAbout NSW Health..........................................................2\nVision ......................................................................................................................2\nPurpose..................................................................................................................2\nValues......................................................................................................................2\nHealth Portfolio Ministers.\n..........................................................................2\nStrategic Priorities.\n..........................................................................................3\nChallenges.\n...........................................................................................................3\nNSW Health organisation structure.......................... 5\nHealth Administration Corporation .\n.....................................................6\nLocal health districts.\n.....................................................................................6\nStatutory health corporations.\n.................................................................6\nAffiliated health organisations................................................................7\nNSW Ministry of Health................................................ 8\nNSW Ministry of Health organisation structure...........................8\nNSW Ministry of Health Executive Team..........................................9\nPerformance\nKeep people healthy....................................................................................14\nProvide world-class clinical care \nwhere patient safety is first.\n....................................................................19\nIntegrate systems to deliver truly connected care..................24\nDevelop and support our people, culture \nand governance.\n.............................................................................................30\nSupport and harness health \nand medical research and innovation.\n..............................................37\nEmbed a digitally enabled healthcare system.\n...........................42\nPlan and deliver future-focused service models and \ninfrastructure.\n.................................................................................................48\nBuild financial sustainability and deliver business \nimprovements.\n.................................................................................................52\nManagement and accountability\nGovernance.....................................................................58\nGovernance framework.\n...........................................................................59\nInternal audit and risk management attestation........................61\nPublic accountability...................................................64\nPublic interest disclosures..................................................................... 64\nGovernment Information (Public Access) Act 2009.\n................... 64\nActs administered.\n........................................................................................67\nCyber Security Policy Attestation......................................................69\nInformation management............................................71\nPrivacy management...................................................................................71\nOur people.\n......................................................................72\nNSW Health Professionals Workforce Plan 2012-2022.......72 \nWorkforce diversity.....................................................................................73\nWorkplace health and safety.\n................................................................74 \nResearch and development....................................... 74\nEnvironmental sustainability.\n....................................77 \nEquity and diversity......................................................78 \nNSW Disability Inclusion Action Plan 2016-2019......................78 \nNSW Carers (Recognition) Act 2011......................................................78\nMulticultural health.\n.....................................................................................79 \nFinances\nChief Financial Officer’s report................................86\nFinancial management................................................87 \nImplementation of price determination.\n..........................................87\nNon-government funding.\n........................................................................87 \nOther funding grants in 2020-21........................................................ 95 \nNSW Health operating consultants in 2020-21.......................106\nPayment of accounts.\n...............................................................................106 \nAsset management.\n...................................................................................109 \nFinancial report \nIndependent Auditor’s Report.\n.............................................................114 \nCertification of Financial Statements.............................................118 \nStatement of Comprehensive Income............................................119 \nStatement of Financial Position.\n.........................................................121\nStatement of Changes in Equity.\n.......................................................125\nStatement of Cash Flows.\n......................................................................127\nNotes to and forming part of the Financial Statements.\n....129\nNSW Health organisations\nNSW Ministry of Health.........................................................................252\nStatutory health corporations.\n.......................................................... 253\nSpecialty health networks.\n...................................................................260\nHealth Administration Corporation.\n............................................... 264\nLocal health districts.\n................................................................................271 \nAppendix\nHealth statistics.........................................................................................300 \nWorkforce statistics ...............................................................................306\nPublic hospital activity levels...............................................................311\nMental health.\n................................................................................................313 \nCompliance checklist.............................................................................. 318\nGlossary............................................................................................................319\n \nContents\nNSW Health\t\nAnnual Report 2020-21   :  Preface   :  page ii\n\n\n8,155,600 million \nresidents \non 809,444 sq km\n228 public hospitals\n351,309 surgeries \nperformed \n1,060,402 Triple Zero \n(000) calls received\n10,122 aeromedical responses\n6.15 million COVID-19 \ntests performed in NSW\n2.2 million doses \nof influenza vaccine \ndistributed\nThe NSW public health system is the largest public health system \nin Australia, providing world-class healthcare to the citizens of NSW. \nSources: Australian Bureau of Statistics 2016 census data, Australian Government Centre for Population and NSW Ministry of Health. Some figures are approximate. *2021-22 budget.\nSnapshot \n127,156 full-time \nequivalent staff\n3,068,887 emergency \ndepartment \nattendances\n1,265,142 ambulance \nemergency responses\n$30.2 billion in \nfunding for healthcare \nservices in 2021-22*\n17 local health districts \n& specialty health \nnetworks\n1,900,719 inpatient \nepisodes\nIn 2020-21\n74,550 babies \nwere born in a \npublic hospital\n24 million meals \nwere served to \npatients\n1,035,762 overnight \nadmitted patients in \na public hospital \n1,129,742 people \nwere admitted to a \npublic hospital \n247,275 people had \nplanned surgery  \nin a public hospital \n104,034 people had \nunplanned surgery  \nin a public hospital \n18,549,100  \nnon-admitted \npatient services \nevents\nThe NSW community\nPeople aged \n65 and over:\n16.2%\nPeople live in \nregional or \nremote areas: \n34% \nPeople born \noverseas: \n34.5%\nHouseholds \nwhere a \nnon-English \nlanguage is \nspoken:\n26.5%\nPeople identify \nas Aboriginal \nor Torres Strait \nIslander:\n2.9%\nPeople aged \n14 and under:\n18.5%\n143,390 users logged into \nthe Electronic Medical Record \nand 8.9 million patient charts \nwere opened\n172,898 children cared for \nby the Sydney Children’s \nHospitals Network\n51.2 million clean bed sheets \nsupplied to public hospitals\n179,261 packs of red blood \ncells issued to public hospitals\n333,882 people received \npublic dental services\n71 notifiable conditions tracked \nby Health Protection NSW\nNSW Health\t\nAnnual Report 2020-21   :  Preface   :  page iii\n\n\nSecretary’s year \nin review\nI continue to be impressed \nby the strength, resilience and \npersonal commitment of NSW \nHealth staff as they have ensured \nour health system continues to \ndeliver healthcare to the people of \nNSW and also protect and \nvaccinate them through the \nCOVID-19 pandemic. \nDelivery of health services to the people of NSW has \nremained of utmost importance. As the COVID-19 \npandemic has continued to impact our state, the \nunwavering dedication of NSW Health employees has \nensured healthcare and health protection have been \ndelivered across the whole of the state.\nContinuing our COVID-19 response \nIn our second year of responding to the pandemic, \nthe many teams and services of NSW Health have \nworked together to ensure our system remained \nstrong, responsive and resilient. We continued \nto modify our service delivery, including prioritising \nour testing and vaccination services while also \nmanaging to address delays in elective surgery \ncreated in 2020 due to the pandemic. \nIn 2020-21, we conducted 6.15 million COVID-19 \ntests; had more than 2.4 million people register for the \nCOVID-19 SMS Results Service; conducted more \nthan 500,000 saliva screen tests for hotel quarantine \nworkers; and improved testing capabilities by increasing \noperating hours and dedicated health workers at \ntesting facilities and laboratories. \nOur digital system to fast-track frontline worker \nvaccinations was made available for public bookings, \nand by mid-2021 was being used by 64 clinics across \n14 local health districts and specialty networks, \ncapturing more than 675,000 registrations. \nIn parallel, our Vaccination Administration Management \nsystem was launched to manage the entire vaccination \nadministration process for staff and the public. By \nmid-2021 it had been used to book more than 21,000 \nappointments and vaccinate 3646 people. \nWorking closely with the Australian Government to plan \nand implement a safe and effective COVID-19 vaccination \nprogram in NSW, health workers administered 851,400 \nvaccines from 22 February 2021 to end June 2021. We \nalso opened the first mass vaccination centre in NSW at \nSydney Olympic Park on 10 May 2021. By end June 2021, \nthe centre had administered over 278,000 vaccinations. \nThe success of the centre along with the need to rapidly \nvaccinate the adult population led to the planning of \nfurther mass vaccination centres to open in July and \nAugust 2021 at Belmont, near Newcastle, Macquarie \nFields in south western Sydney, Wollongong, Qudos \nBank Arena and a large centre in Sydney’s central \nbusiness district.\nUnder enacted public health orders, we supported \nthe NSW Government operation to facilitate COVID-19 \ntesting and contact tracing on returned traveller \ntransmissions within quarantine facilities. \nOur introduction of the quarantine worker surveillance \nand testing program assisted in the early detection of \nCOVID-19 in patient transport workers and staff at \nquarantine facilities. In addition, our collaboration with \nSydney Water to implement a world-first sewage \nsurveillance program has provided further assistance \nin the fight against COVID-19 in the community. \nNSW Health\t\nAnnual Report 2020-21   :  Preface   :  page iv\n\n\nThroughout the year, we continued to work closely with \nthe NSW Multicultural Health Communication Services, \nto ensure the dissemination of COVID-19 vaccination \ninformation in 57 languages to help increase vaccination \nrates in culturally and linguistically diverse communities. \nA special report further outlining our efforts in response \nto the COVID-19 pandemic is on page vii.\nAdvancing our priorities\nDespite the year’s extraordinary challenges, we have \nmade significant advances across all areas, guided \nby the NSW Health Strategic Priorities, which focus \non eight key areas to improve results for patients and \nthe community. Together, we enhanced our focus \non new and innovative ways of delivering care which \nevolved in response to COVID-19. \nWe also supported our workforce whose professional \nagility and inspiring dedication to our patients has been \ncentral to our success. We continued to refine our \napproach to value based healthcare and its direct link \nwith patient experience. \nOur future strategy planning promises to build on the \nsuccess of our strategic priorities to date and this \nyear we made significant progress in developing our \nstrategy for the next 10 years. We will continue to \ndemonstrate our commitment to deliver the best \nhealthcare to the citizens of NSW and a sustainable \nhealth system that delivers outcomes that matter to \npatients, is personalised, invests in wellness and is \ndigitally enabled. \nEnhancing the health of NSW citizens \nNSW Health is the lead for three Premier’s Priorities: \nto improve service levels in hospitals, improve outpatient \nand community care, and reduce NSW rates of suicide \nby 20 per cent by 2023. \nImproving service levels in hospitals\nOur reporting shows that 100 per cent of all triage \ncategory 1 in public hospitals commenced treatment on \ntime along with 79 per cent and 75 per cent for triage \ncategory 2 and 3 respectively. \nMeanwhile we also expanded our Patient Experience \nOfficer program. There are now 100 Patient Experience \nOfficers in 52 emergency departments helping patients \nand their families with an enhanced public hospital \nexperience. \nIn addition we expanded the GoShare patient education \ntool which provides information in 20 languages to \nsupport patients and their families to better understand \nthe care they will receive. \nImproving outpatient and community care \nOutpatient services are critical to NSW Health’s delivery \nof care across the state. This care is an important and \nongoing part of a patient’s pathway. \nReducing preventable visits to hospitals by five per cent \nthrough to 2023 by caring for people in the community \nremains a focus.\nIntegrated Care launched the statewide initiative \nPlanned Care for Better Health in April to identify people \nat risk of hospitalisation early, strengthen their care \nand avoid hospitalisation. This approach and other \nintegrated care initiatives saw the proportion of total \ndays spent in hospital by people with conditions where \nhospitalisation is potentially preventable improve by \n1.6 percentage points over the past three years to \n21.4 per cent. These saved visits to hospital contributed \nto a reduction of 200,000 bed days in the first half \nof 2021.\nNSW Health established a collaboration with eHealth NSW \nand local health district clinicians to create a statewide \ndigital system which ensures general practitioner referrals \nto outpatient clinics are created, delivered and managed \neffectively to improve the patient experience of care, \nwhether at a hospital or within the community. \nTowards Zero Suicides \nThe Towards Zero Suicides program progressed with \nthe expansion of statewide suicide prevention services, \ntraining and recruitment of counsellors. Highlights \nincluded the opening of seven SafeHavens which provide \ncalm, quiet spaces for people in crisis as an alternative \nto presenting to an emergency department; the launch \nof 12 Suicide Prevention Outreach teams across NSW; \nand the delivery of suicide prevention training for more \nthan 3700 community members, 1100 Service NSW staff \nand 475 NSW Health staff.\nThe NSW Government invested an additional $80 million \nin mental health services as a response to COVID-19, \nincluding $16.4 million to enhance the Mental Health Line \nwhich now has the capacity to respond on average to \n18,000 calls per month.\nProviding world-class care centred \naround patient experience\nValue based healthcare strives to deliver care that \nimproves outcomes that matter to patients, the experience \nof receiving care, the experience of providing care, and \nthe effectiveness and efficiency of care. This year we \nlaunched the Commissioning for Better Value Strategy \n2021-2024 to support better patient care and experiences \nby shifting the focus from outputs to outcomes.\nNSW Health\t\nAnnual Report 2020-21   :  Preface   :  page v\n\n\nThe launch of Elevating the Human Experience: Our \nguide to action for patient, family, carer volunteer and \ncaregiver experiences elevates our ambition to ensure \npatients, families and carers have the best possible \nexperience and clinical outcomes when they interact with \nthe NSW Health system. We can also be proud that \nalmost 18,000 patients who responded to an Emergency \nDepartment Patient survey were positive about their \nexperiences with around 88 per cent rating their \nemergency care as either very good or good. In small, \nrural hospitals, the overwhelming majority (95 per cent) \nof the 4487 patients surveyed about their overall care \nrated their experience as very good or good. \nAn inclusive workplace for our people\nAs the largest public health system in Australia, with \nabout 170,000 staff across the state, our workforce \nrepresents the community we serve. The launch of our \nDiversity Inclusion Belonging Resource Hub welcomes \npeople from diverse backgrounds and provides direction \nfor NSW Health organisations to meet the diversity \nand inclusion targets set under the Premier’s Priorities. \nAlready we have exceeded one of those targets by \ndoubling the number of Aboriginal and Torres Strait \nIslander people in senior leadership roles.\nIncreasing our focus on innovation \nto solve tomorrow’s problems\nWe have continued to be at the forefront of innovation \nwith the ongoing implementation of our large-scale \nSolar Power Program, which to date has helped provide \n20MW of solar power across the network to generate \ncost savings of around $4 million per year. There are now \nsolar panel systems either installed or planned for 10 of \nour major hospitals, including John Hunter Hospital in \nNewcastle, which hosts the largest roof-mounted \nhospital solar panel system in the world. The program \nleads NSW Health’s commitment to the state’s goal of \nnet zero emissions by 2050.\nEnabling a digitally enabled healthcare \nsystem to meet our patients’ needs\nOur staff’s dedication to provide safe and accessible \ncare to all patients across NSW has been critical to \naccelerate virtual care during the pandemic. Our goal \nto expand and enhance virtual care capabilities has \nprogressed significantly in the last year following \nendorsement of the NSW Virtual Care Strategy. \nThe strategy provides a coordinated and consistent \napproach to sustainably scale virtual care, by integrating \nit as an appropriate care delivery option across our \nhealth services at a local and state level. \nThe establishment of our Virtual Care Accelerator, \na multiagency and clinically focused unit ensuring \npatients have access to the best telehealth-enabled \nmodels of care and remote monitoring have to offer, \nsupported the rapid development and uptake of virtual \ncare, first in response to the COVID-19 pandemic, \nand then as part of our long-term strategy to focus \non digital solutions to improve patient experiences and \noutcomes and enhance our continuum of care to all \ncitizens of NSW.\nCreating a sustainable health \nsystem into the future\nWe have made significant progress on the development \nof our Future Health Strategy, which will guide the \nnext decade of care in NSW. Our ability to continue to \nperform well into the future will be underpinned by our \nability to adapt. Many of the improvements our health \nsystem needs to address are in fact already underway. \nThe strategy will bring together the collective experience \nand wisdom of users of our health services, the people \nwho work in our systems, as well as that of our partners \nin providing care. \nI would like to thank all NSW Health employees, and \nin particular our frontline staff who continue to show \ncompassion, kindness and empathy while providing \nthe best care to the people of NSW every day. In what \nhas been another year of challenges, I feel privileged \nto lead such committed people across NSW Health.\nAnd, to Health Minister Brad Hazzard, thank you for your \nunwavering support and leadership in what has been an \nincredibly busy year for the health system.\nElizabeth Koff\nSecretary, NSW Health\nNSW Health\t\nAnnual Report 2020-21   :  Preface   :  page vi\n\n\nThroughout 2020-21, NSW \nHealth’s COVID-19 pandemic \nresponse evolved and adapted \nas several infection outbreaks \ndeveloped in Sydney and some \nregional areas of the state. \nWe completed 6.15 million \nCOVID-19 tests to the end \nof June 2021 and started a \nmammoth vaccination rollout \nfollowing the launch of our \nfirst mass vaccination centre \nin May 2021.\nAs we responded to the challenges of COVID-19, we also \noptimised our close relationships with culturally diverse \nand at-risk communities at a local health district level, \nengaging with community leaders to further increase \nawareness of the risks of infection, encouraging testing \nand highlighting the benefits of vaccination. \nThroughout the year, our committed and highly skilled \nstaff have worked to solve the many complex challenges \nthat COVID-19 has presented to all areas of NSW Health \nand they deserve full credit for their dedication.\nAn ongoing \npandemic\nCOVID-19 response by numbers\nThe pandemic stretched the NSW healthcare system \nbut our staff across the state were there to listen and \nrespond to the community’s needs and develop \ninnovative solutions.\nEach part of NSW Health worked collectively to provide \ncare as it was needed and this year’s statistics speak \nvolumes to the breadth and depth of work undertaken. \nThroughout the year there were: \n•\t2473 COVID-19 cases to the end of June 2021, \nincluding 1387 acquired overseas and 1086 acquired \nin NSW or interstate\n•\t6.15 million COVID-19 tests completed at over \n350 testing clinics\n•\t503,478 saliva screen tests for hotel quarantine \nworkers\n•\t2,475,199 people registered for the COVID-19 SMS \nresults service which saved 423,000 hours in calls\n•\t851,400 vaccinations administered by NSW Health \nbetween 22 February and end June 2021\n•\t704,352 individual meals provided to returning \ntravellers in quarantine \n•\tmore than 600 close contact tracers trained \nto meet demand\n•\t$80 million in funding announced to enhance mental \nhealth services during the pandemic\n•\tover 1500 resources created in more than 60 languages\n•\tover 18,000 calls received a month to the Mental \nHealth Line.\nNSW Health\t\nAnnual Report 2020-21   :  Preface   :  page vii\n\n\nWhen overseas travellers were returning to Australia, \nNSW Health was among the first agencies to look \nafter them. As part of the response, a range of care \nwas provided, with NSW Health responsible for meals, \ncheck-ins and transport. As a result:\n•\t1905 travellers were transported from the airport to \nhotel quarantine\n•\tan additional 287 travellers were taken from the airport \nto hospital for treatment \n•\t3093 patients were moved between quarantine hotels \ndue to their changing COVID-19 status\n•\t467 weekly audits of quarantine hotels were completed \nsince January 2021\n•\t842 people who were unable to isolate at home were \nprovided care in hotel quarantine.\nPatient experience remained a priority, even when \nface-to-face contact was not possible. Innovative \nsolutions to keep patients, their families and clinicians \nconnected included:\n•\t30,105 telehealth consultations via myVirtualCare \nwith 3128 clinicians connected and over 60 resources \ndeveloped to support its uptake by patients\n•\t1800 iPads distributed statewide so patients could \ncommunicate with family members while receiving care \nfor COVID-19 when they were unable to have visitors.\nEducators, researchers and trainers used their skills \nto expand NSW Health staff’s knowledge and \nunderstanding of COVID-19, generating new ideas and \nlocal solutions to what they encountered during the \npandemic.\nTraining, education and research during COVID-19 has \nbeen an important part of the work NSW Health has \ndelivered. In 2020-21:\n•\tmore than $28 million was invested into COVID-19 \nresearch including $4.5 million on emergency priority \nresearch projects for urgent investigation of \ntransmission in schools and aged care facilities, and \n$8 million towards 17 research projects \n•\talmost 100 guidance documents and local solutions \nwere created by more than 3500 clinicians as part \nof the 30 clinical Communities of Practice\n•\tmore than 650 Intensive Care Paramedics were \neducated through a COVID-19 update program.\nGetting health messages out quickly to the community \nhas been a crucial part of NSW Health’s response to \nCOVID-19 to help stop the spread. In particular, digital \ncommunications have grown, including:\n•\t1.5 million webpage views and more than 250,000 \ndownloads of COVID-19 resources on the NSW Health \nwebsite, including content in community languages\n•\t400 integrated data dashboards produced by the \nCritical Intelligence Unit, 250 daily digests of academic \nliterature, 100 topic-specific evidence checks and \n50 weekly reports on risk levels and international data.\nOur mental health response\nThe NSW Government provided funding for a \nstrengthened package of services specifically to support \nthe mental health and wellbeing of NSW residents \nimpacted by public health orders and other measures \nto ensure their safety during the pandemic.\nInitiatives included in the NSW Government’s $80 million \nmental health support package:\n•\trecruitment of additional specialist community mental \nhealth clinicians and peer support staff working with \nvulnerable populations\n•\tvirtual mental health services expanded to connect \nclinical settings to assess and treat mental health \nclients remotely. This allowed mental health clinicians \nto connect with individual mental health consumers \nin a community setting and the extension helped link \nthem with clinical information and resources\n•\tfunding to Lifeline and the Mental Health Line to ensure \nthese vital services were equipped to respond to the \nincreased needs of the community.\nVulnerable populations\nFunding was granted in late 2020 to local health districts \nbased on both need and demographics for Assertive \nCommunity Care to help focus on providing care in the \ncommunity rather than in hospital. This followed the \nprogram’s success in deploying 180 additional specialists, \ncommunity-based mental health clinicians and peer \nsupport workers.\nThese health professionals worked in a range of clinical \nareas including Child and Adolescent Mental Health \nServices, Intellectual Disability, Forensic Mental Health, \nAboriginal Mental Health, and Older Persons Mental \nHealth. More than $66 million in funding will be invested \nover three years, beginning in 2021-22.\nThis funding will allow for additional mental health \nclinicians to care for patients in the community which \nwill significantly enhance the capacity of services \nacross the state. \nNSW Health\t\nAnnual Report 2020-21   :  Preface   :  page viii\n\n\nVirtual mental health\nRemote technology remains one way our clinicians can \nremain connected with their patients when face-to-face \nservices are limited. As a result, renewed funding was \nannounced which will allow local health districts to \nenhance their equipment and increase staffing to meet \npatient needs.\nMore than $50 million in funding was announced over \nthree years beginning in 2021-22 to provide technology \nand expand telehealth services. This boost enables more \naccess to mental health support for people in immediate \ncrisis in metropolitan and regional NSW. \nMental Health Line\nNSW Health services have responded to over 18,000 \ncalls a month this year and funding for the Mental Health \nLine will continue. Despite receiving these high call \nnumbers, performance improved significantly.\nNew facilities and services \nIncreasing surveillance at a population level\nNSW Health began using sewage surveillance as a \ncritical response tool to ensure new COVID-19 cases and \noutbreaks were quickly identified. This award-winning \ncollaboration with Sydney Water began in mid-2020 in \nregional NSW. Throughout 2020-21, sewage surveillance \nexpanded, covering more than 80 per cent of the NSW \npopulation as part of a regular reporting mechanism.\nThe world-first research program has achieved global \nsignificance, testing untreated sewage for fragments \nof SARS-CoV-2 virus at more than 60 sewage treatment \nplants across NSW.\nThe program has provided critical intelligence to \nunderstand COVID-19 in communities, inform the public \nhealth response and build preparedness for future \ndisease outbreaks, along with helping to keep NSW safe \nduring the pandemic.\nNSW Health funded the sampling of materials, courier \ncosts, analysis and research on sequencing, variants of \nconcern and more efficient sample collection methods.\nRamping up the vaccine rollout\nVaccinations were first offered to priority groups as \ndetermined by the Australian Government, including staff \nfrom healthcare, emergency services, quarantine, border \nworkers and their households. Bookings were then \nopened to administer vaccines to the public as the \npopulation eligible for vaccination in the rollout expanded.\nThe first NSW mass vaccination centre opened in May \n2021 at Sydney Olympic Park, with initial capacity to \nadminister up to 5000 vaccines a day.\nThe centre initially operated six days per week, from \n8am to 8pm, with the outstanding 300-person workforce \nat Sydney Olympic Park making the vaccine ramp-up \npossible, including 200 registered nurses and midwives.\nDue to the success of the centre, planning efforts \ncontinued to open further mass vaccination centres \nin July and August 2021. \nNSW Health\t\nAnnual Report 2020-21   :  Preface   :  page ix\n\n\nDelivering COVID-19 test results\nNSW undertook record levels of testing in 2020-21 with \n6.15 million COVID-19 completed tests in the reporting \nperiod. NSW Health Pathology launched a secure SMS \nservice to deliver COVID-19 test results to people who \nwere tested in NSW public hospitals or COVID-19 clinics. \nOver 2.4 million people registered for the service, which \nhalved the average waiting time for negative results and \nsaved frontline healthcare workers 423,000 hours in \ncalls. The service was the joint winner of the 2020 NSW \nPremier’s Putting the Customer at the Centre Award \nand was acknowledged by Harvard Business Review.\nScaling up our workforce to meet case surges\nThe Health Education and Training Institute (HETI) \ntrained more than 600 close contact tracers, after \ndesigning and delivering a rolling program of rapid online \ntraining in readiness for infection rate surges. The \ninnovative training program was a collaboration between \nHETI and the Centre for Population Health and was \nrecognised as a finalist in the Recovery and Resilience \ncategory of the 2020 Premier’s Awards.\nVideo recordings of the virtual training have been \nmade available to Public Health Unit teams across local \nhealth districts and have been shared with Victoria’s \nDepartment of Health and Human Services to support \nessential training for its close contact tracers.\nDigitalising care\nThe Agency for Clinical Innovation, in partnership \nwith eHealth NSW, implemented myVirtualCare \nstatewide in September 2020, creating more accessible \nhealthcare during the pandemic.\nMyVirtualCare is a custom-built, web-based \nvideoconferencing platform that helps patients, \nhealthcare providers and carers to access and manage \ncare. The platform extends clinicians’ virtual capability, \nproviding enhanced functionality that mimics critical \nworkflow.\nUptake of the platform has been significant, with the \nstatewide rollout connecting 3148 clinicians and more \nthan 30,000 consultations.\nFor patients, their families and carers, myVirtualCare \nprovided a seamless and convenient way to access their \nclinical and social care providers using one web link \non any internet-enabled device, reducing the need \nfor patients to travel to healthcare services. Patients \nreceiving care for cancer, palliative, nutrition and \ndietetics, pain, mental health and speech and \nrehabilitation services were among the participants.\nBreaking records in our efforts \nto recover elective surgeries\nNSW Health has remained focused on fast-tracking \nsurgeries delayed following the National Cabinet decision \nto suspend all non-urgent and most semi-urgent surgery \nin 2020, due to the pandemic.\nPublic hospitals throughout NSW hit milestones in \n2020-21, in an effort to recover surgeries and provide the \nbest possible healthcare to the residents of NSW. \nAn investment of an additional $458.5 million by the \nNSW Government sped up access to surgery for patients \nwho had their surgery delayed. This was made possible \nthrough increased collaboration between public \nhospitals and private providers.\nIn the July to September 2020 quarter, more elective \nsurgeries were performed than in any other quarter in the \nlast five years, with almost 100 per cent of urgent surgery \nperformed on time and almost 65,000 elective surgeries \nperformed. This is an increase of 2581 (4.0 per cent) \nwhen compared with the same quarter in 2019. The \npublic waiting list reduced to 95,000 at the end of the \nSeptember, compared with 101,000 at the end of the \nprevious quarter.\nIn the October to December 2020 quarter, 62,000 \nprocedures were recorded, the highest number of \nelective surgeries ever performed in an October to \nDecember quarter, and an almost eight per cent increase \ncompared with the same period in 2019.\nIn the January to March 2021 quarter, NSW Health achieved \nanother milestone, a five-year performance record in the \nnumber of elective surgeries performed in any first \nquarter with 58,044 procedures, an increase of 7065 \n(13.9 per cent) compared with the same quarter in 2020, \nand 99.6 per cent of urgent elective surgeries were \nperformed on time.\nIn the April to June 2021 quarter, 64,599 elective \nsurgeries were performed, representing an increase of \n5330 (nine per cent) compared with the same quarter in \n2019 and the highest number ever recorded in an April to \nJune quarter. In partnership with private hospitals, NSW \nHealth also reduced the number of people on the elective \nsurgery waiting list at the end of the quarter by over \n15 per cent, from 101,024 a year earlier to 85,296 at the \nend of June 2021. Of those people, 2108 had waited \nlonger than the clinically recommended timeframe, down \nfrom 10,563 at the end of June 2020.\nNSW Health\t\nAnnual Report 2020-21   :  Preface   :  page x\n\n\nOn the ground – local health districts \nand networks\nImproving COVID-19 testing at \nNorthern NSW Local Health District \nClinics in Northern NSW introduced a new process \ninvolving personalised Quick Response (QR) codes, \nsupporting patients to register faster for COVID-19 test \nresults through a simple scan on a smartphone.\nA project team involving NSW Health Pathology, eHealth \nNSW and Clinical Information System teams from \nNorthern NSW Local Health District worked for months \nto develop the localised technology and systems to \nsupport the improved registration method.\nFour hospital testing clinics in the local health district \nrolled out the QR process in February 2021, reducing \nboth the time taken for a patient to register for the SMS \nresult notification, and the possibility of data being \nincorrect or mismatched. It also simplified the \nregistration process, offering a one-step scan, rather \nthan patients having to enter multiple pieces of \ninformation over a series of text messages.\nFor culturally or linguistically diverse patients, the \nQR codes also helped to reduce barriers when \nregistering to receive their results via SMS.\nSupporting our most vulnerable \nat St Vincent’s Health Network \nSt Vincent’s Health Network in collaboration with the \nCity of Sydney, St Vincent de Paul Society and other \nfrontline non-government organisations established a \nvaccination clinic for people experiencing homelessness, \nat risk of homelessness or living in social housing in \nWoolloomooloo.\nThe clinic opened in May 2021 to provide equitable \naccess to COVID-19 vaccinations without bookings \nand administered more than 1000 vaccinations to the \nend of June 2021.\nEngaging with communities\nThe Centre for Aboriginal Health supported the \nAboriginal Community Controlled Health Services to \ndeliver tailored COVID-19 communications for Aboriginal \nand Torres Strait Islander populations, including leading \nthe ‘Keep Our Mob Safe’ campaign, messaging on \nCOVID-safe behaviour, restrictions and vaccinations.\nCommunicating with culturally and linguistically diverse \ncommunities became even more important in 2020-21. \nThe NSW Multicultural Health Communication Service \nprovided a range of content including social media, \nvideos, fact sheets and multicultural media coverage to \nconnect with the state’s diverse communities.\nPandemic health messages were translated into more \nthan 50 languages on the website and NSW Health \nworked with multicultural and religious leaders to share \ninformation and encourage vaccination. \nIn addition, frontline healthcare staff working in south-\nwestern Sydney, one of Australia’s most multiculturally \ndiverse communities, shared their own language skills in \nan area where 51 per cent of residents speak a language \nother than English at home and more than 44 per cent of \nthe population was born overseas. To connect with the \nlocal community in their own languages and answer \nquestions about COVID-19, South Western Sydney Local \nHealth District’s multicultural nurses and health workers \nspoke in Vietnamese, Arabic, Hindi and Assyrian at local \nshopping centres. \nNSW Health\t\nAnnual Report 2020-21   :  Preface   :  page xi\n\n\nWorking together\nThe health system surges \nin response to the pandemic\nAll parts of NSW Health had a role to play, working \ncollaboratively to provide a comprehensive and multi-\npronged approach to the crisis.\nPersonal protective equipment – HealthShare NSW \nmaintained the supply to COVID-19 clinics, airports, \nquarantine hotels and hospitals; and meals, transport \nand linen for returned travellers in hotel quarantine.\nResearch funding – the Office for Health and Medical \nResearch invested $28 million to generate research \nevidence to support the COVID-19 pandemic response.\nSystem and clinical intelligence – the Critical \nIntelligence Unit provided rapid, evidence-based advice \nto inform and support critical decision making. The unit \nfocused on systems intelligence, clinical intelligence, and \nevidence integration.\nHealth data – the Centre for Epidemiology and Evidence \nprovided daily case, testing and vaccination data to the \nhealth system and public.\nHealth and Social Policy – collaborated with the \nAustralian Government Department of Health and the \nAged Care Quality and Safety Commission to develop \nand update the protocol to support joint management \nof a COVID-19 outbreak in one or more residential aged \ncare facilities in NSW.\nStrategic Reform and Planning – continued to \nimplement strategies to reduce the impact of COVID-19 in \nthe community through clinician engagement and \nCommunities of Practice.\nSystem Information and Analytics – produced analytical \ntools to model the impact of COVID-19 on intensive care \nunits demand and communal disease transmission, and \nthe NSW Vaccination Program.\nSystem management – the State Health Emergency \nOperations Centre led the implementation of strategies \nto reduce the impact of COVID-19, including increasing \nintensive care unit capacity, managing and distributing \nmedical equipment such as ventilators, supporting the \noperation of COVID-19 testing clinics, the NSW Hotel \nQuarantine and Airport Program in collaboration with \nother NSW Government agencies and establishing a \nlarge network of over 100 vaccination clinics, including \nmobile outreach locations, across the state.\nWorkforce Planning and Talent Development – \nexpanded the Workplace Culture and Safety Action Plan \nto include a range of COVID-19-specific wellbeing \ninitiatives to greater support NSW Health staff.\nWorkplace Relations – provided work health and safety \nadvice and established a dedicated enquiries team to \nmanage issues arising from the pandemic, including \nsafety and wellbeing considerations.\nInfection prevention and control – the Clinical \nExcellence Commission developed resources and \nsupported the NSW Hotel Quarantine and Airport \nProgram Quality Assurance Program.\nEnhanced training – NSW Ambulance staff were \nprovided with training and protocols to ensure patient \nsafety while maintaining clinical quality.\nFinancial Services and Asset Management – provided \na range of key support functions including administering \nadditional funding for COVID-19 response and related \nreporting with the Commonwealth and NSW Treasury, \nand supporting procurement governance throughout \nthe pandemic.\nNSW Health\t\nAnnual Report 2020-21   :  Preface   :  page xii\n\n\n1\nOverview\n\n\nThe NSW public health system \nis world class, providing high-\nquality, safe healthcare to the \npeople of NSW.\nIt is the biggest and busiest public health system in \nAustralia, with 228 public hospitals and 170,000 (127,156 \nfull-time equivalent) dedicated staff who are supported \nto deliver the very best care to our patients, consumers \nand clients. The health system impacts every NSW \ncitizen, from care in hospitals to care in our community, \nand provides the full spectrum of physical and mental \nhealth care. \nEach year, NSW Health cares for millions of residents \nacross the state, leads innovative clinical research, \nsupports community health and health promotion, and \nmanages a portfolio of health capital works investments \nto total $10.8 billion over the four years to 2024-2025.\nOur vision\t\nOur vision is for a sustainable health system that delivers \noutcomes that matter to patients, is personalised, invests \nin wellness and is digitally enabled.\nOur purpose\nWe plan for the provision of comprehensive, balanced and \ncoordinated health services to promote, protect, develop, \nmaintain and improve the health and wellbeing of the \npeople of NSW. (Source: Health Administration Act 1982 \nNo 135, section 5.)\nOur values\nOur CORE values encourage collaboration, openness \nand respect in the workplace, empowering our staff \nmembers to use their knowledge, skills and experience \nto provide the best possible care for patients, their \nfamilies and carers.\nCollaboration\nWe are committed to working collaboratively to achieve \nthe best possible outcomes for our patients, who are at \nthe centre of everything we do. We acknowledge that \nevery person working in the health system plays a valuable \nrole in improving the patient experience, and meeting \nour Strategic Priorities and the Premier’s Priorities.\nOpenness\nWe are committed to openness in our communications, \nbuilding confidence and increasing cooperation. We are \ncommitted to encouraging our patients and all staff \nmembers in the health system to provide feedback that \nwill help us provide better services.\nRespect\nWe respect the abilities, knowledge, skills and achievements \nof everyone who works in the health system. We are also \ncommitted to providing health services that acknowledge \nand respect the feelings, wishes and rights of our patients \nand their carers.\nEmpowerment\nIn providing quality healthcare services, we aim to ensure \nour patients can make well-informed and confident \ndecisions about their care and treatment.\nAbout NSW \nHealth\nNSW Health\t\nAnnual Report 2020-21   :  Overview   :  page 2\nOur Health Portfolio Ministers\nThe Hon. Brad Hazzard MP \nMinister for Health \nand Medical Research\nThe Hon. Bronnie Taylor MLC \nMinister for Mental Health, \nRegional Youth and Women\n\n\nOur Strategic Priorities\nOur Strategic Priorities are guided by the \nNSW Government key policy priorities, and \nthe Premier’s Priorities. \nThe NSW Government has \nfive key policy priorities: \n• A strong economy \n• Highest quality education\n• Well-connected communities with quality local \nenvironments \n• Putting the consumer at the centre of everything \nwe do \n• Breaking the cycle of disadvantage. \nThree Premier’s Priorities aim to enhance the \ncare and services we provide to NSW citizens. \nThese priorities are: \n• Improving service levels in hospitals — 100 per cent of all \ntriage category 1, 95 per cent of triage category 2 and 85 \nper cent of triage category 3 patients commencing \ntreatment on time by 2023 \n• Improving outpatient and community care — Reduce \npreventable visits to hospitals by five per cent through to \n2023 by caring for people in the community \n• Towards Zero Suicides — Reduce the rate of suicide \ndeaths in NSW by 20 per cent by 2023. \nOur Strategic Priorities focus on eight areas to improve \nresults for patients and the community and outline \nhow we work together to achieve our core objectives. \nOur priorities build on, and complement, the State Health \nPlan: Towards 2021.\nOur Strategic Priorities provide the health system and \nour stakeholders with a meaningful overview of our target \noutcomes for the year. Our work to continue building a \n21st century health system that is sustainable, purposeful, \nand most importantly delivers the best care for the people \nof NSW is contained in these eight priorities. They also \npresent the framework for change, shaping what we \nneed to achieve in our hospitals, for our workforce, and \nin research and innovation, eHealth and infrastructure. \nOur Strategic Priorities are \ndivided into three key directions: \n• keep people healthy \n• provide world-class clinical care where patient \nsafety is first \n• integrate systems to deliver truly connected care. \nAnd five major strategies to support \nthese directions:\n• develop and support our people, culture and governance\n• support and harness health and medical research \nand innovation \n• embed a digitally enabled healthcare system \n• plan and deliver future-focused service models and \ninfrastructure\n• build financial sustainability and deliver business \nimprovements.\nSection 2 of this report outlines our key achievements \nfor 2020-21 against each of our Strategic Priorities.\nHealth system challenges\nAustralia’s healthcare system is recognised as one of the \nmost effective in the world. The NSW public health system \nis a critical part of this. But like health systems throughout \nthe world, NSW Health must prepare to manage future \nchallenges. These include: \n• an ageing population using services more frequently \n• a changing disease burden, from acute care to chronic \nand complex conditions that require more dynamic \nmanagement. \nTo respond to these challenges, we are moving from \nvolume based to value based healthcare, a whole-of-\nsystem reform that challenges us to better understand \nand measure what matters to patients and the community. \nIn NSW, value based healthcare means continually \nstriving to deliver care that improves: \n• health outcomes that matter to patients and the \ncommunity \n• experiences of receiving care \n• experiences of providing care \n• effectiveness and efficiency of care.\nThis year, we faced additional challenges of the ongoing \nCOVID-19 pandemic, extreme rainfall and floods, and \na mice plague, all of which impacted on the physical \nand mental health of NSW citizens, and which required \na robust and comprehensive response from the NSW \nhealth system.\nWe responded through our emergency operating \nstructures to coordinate our emergency response, \nas detailed on page vii.\nNSW Health\t\nAnnual Report 2020-21   :  Overview   :  page 3\n\n\nOur Strategic Priorities\n1 Keep people healthy \n1.1\t\n\u0007\nImplement policy and \nprograms to reduce \nchildhood overweight \nand obesity\n1.2\t \u0007\nEmbed a health system \nresponse to alcohol, \ntobacco and other drug \nuse and work across \nagencies \n1.3\t \u0007\nReduce the impact of \ninfectious diseases, \nincluding COVID-19, and \nenvironmental health \nfactors, including natural \ndisasters, on community \nwellbeing \n1.4\t \u0007\nEmbed Aboriginal social \nand cultural concepts of \nhealth and wellbeing in \nprograms and services \n1.5\t \u0007\nSupport pregnancy and \nfamilies to ensure that \nall children have the best \npossible start in life \n2 Provide world-class \nclinical care where \npatient safety is first \n2.1\t \u0007\nContinue to deliver \nhigh-quality and safe \npatient care\n2.2\t \u0007\nContinue to embed value \nbased healthcare to \ndeliver the right care \nin the right setting \n2.3\t \u0007\nElevate the human \nexperience by actively \npartnering with patients, \nfamilies and caregivers\n2.4\t \u0007\nProvide timely and \nequitable access to \nappropriate care \n2.5\t \u0007\nUse data and analytics \nto drive reform and \ninnovation and to support \nvalue based healthcare\n3 Integrate systems to \ndeliver truly \nconnected care \n3.1\t \u0007\nDrive health system \nintegration and \nconnectivity\n3.2\t \u0007\nProgress Towards \nZero Suicides initiatives \nacross NSW \n3.3\t \u0007\nAchieve mental health \nreforms across the system \n3.4\t \u0007\nStrengthen the network \nof services for frailty, \nageing and end of life care \n3.5\t \u0007\nSupport vulnerable \npeople and people with \ndisability within the \nhealth sector and \nbetween agencies \n4 Develop and support \nour people, culture \nand governance\n4.1\t \u0007\nAchieve a ‘Fit for Purpose’ \nworkforce for now and \nthe future \n4.2\t \u0007\nImprove diversity in all \nlevels of the system\n4.3\t \u0007\nStrengthen the culture \nwithin Health \norganisations to reflect \nour CORE values more \nconsistently\n4.4\t \u0007\nDevelop effective health \nprofessional managers \nand leaders\n4.5\t \u0007\nImprove health, safety \nand wellbeing at work \n4.6\t \u0007\nDeliver effective \nregulation, governance \nand accountability \n5 Support and \nharness health and \nmedical research and \ninnovation \n5.1\t \u0007\nDrive the generation \nof policy-relevant \ntranslational research \n5.2\t \u0007\nDrive research \ntranslation in the health \nsystem\n5.3\t \u0007\nMake NSW a global \nleader in clinical trials \n5.4\t \u0007\nEnable the research \nenvironment \n5.5\t \u0007\nLeverage research and \ninnovation opportunities \nand funding \n5.6\t \u0007\nDrive COVID-19 research \ntowards improving the \npandemic response\n6 Embed a digitally \nenabled healthcare \nsystem \n6.1\t \u0007\nProgress the \nimplementation of \npaper-lite key clinical \ninformation systems \n6.2\t \u0007\nFoster eHealth solutions \nthat support integrated \nhealth services \n6.3\t \u0007\nEnhance systems and \ntools to improve \nworkforce and business \nmanagement \n6.4\t \u0007\nDevelop and enhance \nhealth analytics to \nimprove insights and \ndecision making \n6.5\t \u0007\nEnhance patient, provider \nand research community \naccess to digital health \ninformation \n6.6\t \u0007\nEnhance systems \ninfrastructure, security \nand intelligence \n7 Plan and deliver \nfuture-focused \nservice models and \ninfrastructure\n7.1\t \u0007\nImplement the 20-Year \nHealth Infrastructure \nStrategy\n7.2\t \u0007\nPlan future-focused \nmodels of care and \nhealth strategy \n7.3\t \u0007\nDeliver agreed \ninfrastructure on time \nand on budget \n7.4\t \u0007\nDeliver infrastructure \nplans and integrate with \nother agencies\n7.5\t \u0007\nStrengthen asset \nmanagement capability \n8 Build financial \nsustainability and \ndeliver business \nimprovements \n8.1\t \u0007\nDeliver financial control \nin the day-to-day \noperations \n8.2\t \u0007\nDevelop sustainable \nfunding for future growth \n8.3\t \u0007\nDrive value in \nprocurement \n8.4\t \u0007\nDeliver commercial \nprograms \n8.5\t \u0007\nEnhance productivity \nusing new ways of \nworking with the \nrelocation to 1 Reserve \nRoad\nPremier’s \nPriorities \n•\t\u0007\nImproving service levels \nin hospitals \n•\t\u0007\nImproving outpatient \nand community care \n•\t\u0007\nTowards Zero Suicides \nNSW Health\t\nAnnual Report 2020-21   :  Overview   :  page 4\n\n\nNSW Health currently comprises: \n•\tNSW Ministry of Health\n•\tLocal health districts\n•\tJustice Health and \nForensic Mental Health \nNetwork\n•\tThe Sydney Children’s \nHospitals Network\n•\tHealth Protection NSW\n•\tNSW Ambulance\n•\tNSW Health Pathology\n•\tCancer Institute NSW\n•\tClinical Excellence \nCommission\n•\tHealth Education and \nTraining Institute (HETI)\n•\tAgency for Clinical \nInnovation\n•\tBureau of Health \nInformation\n•\tHealthShare NSW\n•\teHealth NSW\n•\tHealth Infrastructure\n•\tSt Vincent’s Health \nNetwork is an affiliated \nhealth organisation\nStatewide Health Services\nNSW Ambulance\nNSW Health Pathology\nHealth Protection NSW\nPillars\nAgency for Clinical Innovation\nBureau of Health Information\nCancer Institute NSW\nClinical Excellence Commission\nHealth Education and \nTraining Institute\nShared Services\nHealthShare NSW\neHealth NSW\nHealth Infrastructure\nMinisters\nSecretary, NSW Health\nNSW Ministry of Health\nHealth Administration Corporation\nAppoints Boards \nand meets regularly with \nCouncil of Board Chairs\nLocal Health Districts and Specialty Networks\nCentral Coast LHD \nFar West LHD  \nHunter New England LHD  \nIllawarra Shoalhaven LHD  \nMid North Coast LHD  \nMurrumbidgee LHD  \nNepean Blue Mountains LHD  \nNorthern NSW LHD  \nNorthern Sydney LHD\nSouth Eastern Sydney LHD  \nSouth Western Sydney LHD  \nSouthern NSW LHD  \nSydney LHD  \nWestern NSW LHD  \nWestern Sydney LHD  \nSydney Children's \nHospitals Network\nJustice Health and Forensic \nMental Health Network\nOur organisational \nstructure\nNSW Health comprises both the NSW Ministry \nof Health (a public service department under \nthe Government Sector Employment Act 2013) \nand the various NSW Health organisations that \nmake up the NSW public health system.\nNSW Health\t\nAnnual Report 2020-21   :  Overview   :  page 5\n\n\nNSW Ministry of Health\nThe NSW Ministry of Health is a department established \nunder the Government Sector Employment Act, section 22 \nand Schedule One, to support relevant ministers \nto perform their executive and statutory functions.\nRole and function of \nNSW Health organisations\nThe role and function of NSW Health organisations are \nprincipally set out in two Acts, the Health Administration \nAct 1982 and the Health Services Act 1997, and a corporate \ngovernance framework that distributes authority \nand accountability through the public health system, \ncomplementing these two Acts. \nHealth Administration Corporation\nUnder the Health Administration Act, the Secretary has \ncorporate status as the Health Administration Corporation \nto exercise certain statutory functions. The Health \nAdministration Corporation is used as the statutory vehicle \nto provide ambulance services and support services \nto the health system. The following organisations have \nbeen established under the Health Administration \nCorporation to provide these functions.\nHealth Infrastructure\nHealth Infrastructure is responsible for delivering \nNSW Health’s major capital works, under the auspices \nof a board appointed by the Secretary.\nHealth Protection NSW\nReporting to the Chief Health Officer, Health Protection \nNSW is responsible for surveillance and public health \nresponses in NSW, including monitoring the incidence \nof notifiable infectious diseases and taking appropriate \naction to control the spread of diseases. It also provides \npublic health advice and responds to environmental \nissues affecting human health.\nHealthShare NSW\nHealthShare NSW provides a range of shared services \nto NSW public health organisations under the auspices \nof a board appointed by the Secretary. These include \nfinancial, human resources, procurement, linen \nand food services, disability equipment services \n(managed by EnableNSW), and non-emergency patient \ntransport services.\neHealth NSW\neHealth NSW is responsible for providing direction and \nleadership in technology-led improvements in patient \ncare across NSW Health, in consultation with local health \ndistricts and specialty health networks.\nNSW Ambulance\nNSW Ambulance is responsible for providing responsive, \nhigh-quality clinical care in emergency situations, \nincluding pre-hospital care, rescue and retrieval.\nNSW Health Pathology\nNSW Health Pathology is responsible for providing \nhigh-quality pathology services to the NSW health system \nthrough five clinical and scientific networks.\nLocal health districts\nLocal health districts are established as distinct corporate \nentities under the Health Services Act. They provide health \nservices in a wide range of settings, from primary care \nposts in the remote outback to metropolitan tertiary health \ncentres. Eight districts cover metropolitan NSW, with \nseven covering rural and regional NSW.\nStatutory health corporations\nUnder the Health Services Act, three types of statutory \nhealth corporations are subject to the control and direction \nof the Secretary, NSW Health and the Minister for Health \nand Medical Research: \n1. Specialty health networks \n2. Board-governed organisations \n3. Chief executive-governed organisations. \nDuring the reporting period, the following statutory health \ncorporations provided statewide or specialist health and \nhealth support services.\nSpecialty health networks\nThere are two specialty health networks: the Sydney \nChildren’s Hospitals Network (Randwick and Westmead) \nand the Justice Health and Forensic Mental Health Network.\nAgency for Clinical Innovation\nThe Agency for Clinical Innovation is a board-governed \nstatutory health corporation responsible for engaging \nclinicians, and designing and implementing best practice \nmodels of care by working with doctors, nurses, allied \nhealth professionals, health managers and consumers. \nNSW Health\t\nAnnual Report 2020-21   :  Overview   :  page 6\n\n\nBureau of Health Information\nThe Bureau of Health Information is a board-governed \nstatutory health corporation responsible for providing \nindependent reports to government, the community \nand healthcare professionals on the performance of the \nNSW public health system.\nCancer Institute NSW\nThe Cancer Institute NSW is a board-governed \norganisation established under the Cancer Institute (NSW) \nAct 2003, and is deemed to be a statutory health \ncorporation. The Institute is tasked with improving the \nprevention, early detection and treatment of cancers in \nNSW, and improving quality of life for people with cancer \nand their carers.\nClinical Excellence Commission\nThe Clinical Excellence Commission is a board-governed \nstatutory health corporation responsible for building \ncapacity and capability to improve quality and safety \nwithin our health services.\nHealth Education and Training Institute\nThe Health Education and Training Institute is a chief \nexecutive-governed statutory health corporation \nresponsible for coordinating education and training \nfor NSW Health.\nAffiliated Health Organisations\nAt 30 June 2021, there were 14 affiliated health organisations \nin NSW managed by religious and/or charitable groups as \npart of the NSW public health system. These organisations \nare an important part of the public health system, providing \na wide range of hospital and other health services.\nSt Vincent’s Health Network\nSection 62B of the Health Services Act enables an \naffiliated health organisation to be declared a network \nfor the purposes of national health funding. St Vincent’s \nHospital, the Sacred Heart Health Service at Darlinghurst \nand St Joseph’s Hospital at Auburn have been declared \na NSW Health network.\nNSW Health Executive Team\nChief executives of local health districts, specialty \nhealth networks, statutory health corporations and the \nHealth Administration Corporation form the NSW \nHealth executive team. The roles and responsibilities \nof chief executives are set out in the Health Services Act.\nLocal health districts\nChief executives of local health districts and specialty \nhealth networks are employed by the Health Executive \nService (part of NSW Health), through the Secretary, \nunder section 116 of the Health Services Act. The role \nof the chief executive is set out in section 24 of the Health \nServices Act. \nThe chief executive manages and controls the affairs \nof the local health district. The chief executive can commit \nthe district contractually and legally, and is the employer \ndelegate for all staff working in the organisation. Chief \nexecutives are, in the exercise of their functions, \naccountable to their board.\nStatutory health corporations\nUnder section 51 of the Health Services Act, the chief \nexecutive manages the affairs of a board-governed \nstatutory health corporation and is, in the exercise of his \nor her functions, subject to the direction and control of the \norganisation’s board. As with local health districts and \nspecialty health networks the chief executive is also the \nemployer delegate for staff working at the organisation.\nNSW Health\t\nAnnual Report 2020-21   :  Overview   :  page 7\n\n\nThe NSW Ministry of Health supports the Secretary,  \nthe NSW Minister for Health and Medical Research  \n(who is the Health cluster minister) and the Minister for \nMental Health, Regional Youth and Women to perform \ntheir executive government and statutory functions.  \nThis includes promoting, protecting, developing, \nmaintaining and improving the health and wellbeing  \nof the people of NSW, while considering the needs  \nof the state and the available finances and resources. \nThe NSW Ministry of Health is also the system  \nmanager for the NSW public health system and consists  \nof ministry branches, centres and offices, and two \ntemporary emergency operations centres.\nOffice of the Secretary\nInternal Audit \nOffice for Health and Medical Research\nProject Management Office\nState Health \nEmergency \nOperations \nCentre\nPublic Health \nEmergency \nOperations \nCentre\nSecretary, NSW Health\nLegal and Regulatory \nServices \n– General Counsel\nNursing and Midwifery Office \n– Chief Nursing and \nMidwifery Officer\nExecutive and \nMinisterial Services\nWorkplace Relations \nWorkforce Planning \nand Talent Development\nStrategic Communications \nand Engagement\nLegend \nHealth System \nSupport Group\nAsset Management\nCorporate Services and \nBusiness Improvement\nFinancial Accounting, Policy, \nInsurance and Revenue\nFinancial Data Analytics, \nReporting and Governance\nStrategic Procurement \n– Chief Procurement Officer\nSystem Financial \nPerformance \n– Deputy Chief Financial \nOfficer\nHealth Protection NSW\nCentre for Epidemiology \nand Evidence\nCentre for Population Health\nCentre for Oral Health \nStrategy\nCentre for Alcohol and \nOther Drugs\nOffice of the Chief \nHealth Officer \nState Preparedness \nand Response\n Deputy Secretary \nPopulation and \nPublic Health and \nChief Health Officer\nDeputy Secretary \nFinance and Asset \nManagement and \nChief Financial Officer \nDeputy Secretary \nPeople, Culture\nand Governance\nSystem Information and \nAnalytics\nSystem Management \nSystem Purchasing\nSystem Performance\nSupport\nDeputy Secretary \nPatient Experience and\nSystem Performance\nGovernment Relations\nStrategic Reform \nand Planning\nHealth and \nSocial Policy \nMental Health\nActivity Based \nManagement\nDeputy Secretary \nHealth System Strategy \nand Planning\nCluster Minister: \nMinister for Health and Medical Research\nPortfolio Minister: \nMinister for Mental Health, Regional Youth and Women\nNSW Ministry  \nof Health\nNSW Health\t\nAnnual Report 2020-21   :  Overview   :  page 8\n\n\nNSW Ministry of Health \nExecutive Team\nSecretary\nMs Elizabeth Koff\nBSc, Dip Nut&Diet, MPH, GAICD, FIPAA \nSecretary, NSW Health \nElizabeth Koff has held senior executive roles within the \nNSW health system, across operational and policy \nportfolios. She was the Chief Executive of the Sydney \nChildren’s Hospitals Network (2010-2015) and Deputy \nSecretary, Strategy and Resources at the NSW Ministry \nof Health (2015-2016) before being appointed Secretary, \nNSW Health, in May 2016. \nAs Secretary, Elizabeth is responsible for the management \nof the NSW health system and setting the strategic \ndirection to ensure NSW continues to provide exceptional \nhealthcare, research and education.\nElizabeth is an Adjunct Professor at the University of \nTechnology Sydney, a Member of the Australian Institute \nof Company Directors, a Fellow of the Institute of Public \nAdministration Australia (IPAA) and President of IPAA \nNSW, and a member of Chief Executive Women.\nPopulation and Public Health\nDr Kerry Chant PSM\nMBBS, FAFPHM, MHA, MPH \nChief Health Officer \nDeputy Secretary, Population and \nPublic Health and PHEOC Controller \nNSW Ministry of Health\nDr Kerry Chant is a public health physician. Prior to her \nappointment as Chief Health Officer and Deputy \nSecretary, Population and Public Health, she was Director \nof Health Protection and Deputy Chief Health Officer. \nKerry has extensive public health experience, having held \nsenior positions in NSW public health units since 1991. She \nhas a particular interest in blood-borne virus infections, \ncommunicable diseases prevention and control, and \nAboriginal health. Kerry was appointed to the role of \nChief Health Officer and Deputy Secretary on 1 February \n2009. On 21 January 2020 she was appointed PHEOC \nController to oversee the public health response to the \nCOVID-19 pandemic. She was awarded the Premier’s \nAward for NSW Woman of the Year and the NSW Woman \nof Excellence Award at the NSW Women of the Year \nAwards in March 2021 for her leadership.\nDivision overview \nThe Population and Public Health Division coordinates the \nstrategic direction, planning, monitoring and performance \nof population health services across the state. \nThe Division responds to the public health aspects of \nmajor incidents or disasters in NSW, monitors health, \nidentifies trends and evaluates the impact of health \nservices. The Division is responsible for improving health \nthrough measures that prevent disease and injury. \nPopulation health services aim to create social and \nphysical environments that promote health and provide \npeople with accessible information to encourage \nhealthier choices.\nFinancial Services and Asset Management\nMr Daniel Hunter \nBCom, MAcc \nDeputy Secretary \nFinance and Asset Management and \nChief Financial Officer, NSW Ministry \nof Health (to April 2021)\nDaniel Hunter’s career has spanned finance \nand operational leadership roles in both the private and \npublic sectors. He was appointed Deputy Secretary, \nFinance and Asset Management and Chief Financial \nOfficer in September 2018. Prior to this, he was the Chief \nExecutive of HealthShare NSW, the service delivery \narm of NSW Health. Daniel holds a Bachelor of Commerce, \nwith a major in commercial law, from the University of \nAuckland, and a master’s degree in Accounting from \nGriffith University. Following his resignation, Alfa D’Amato \nwas appointed as Acting Deputy Secretary, Finance and \nAsset Management and Chief Financial Officer.\nAdjunct Professor Alfa D’Amato\nMHSM, MPA, MPASR \nActing Deputy Secretary, Finance \nand Asset Management and Chief \nFinancial Officer, NSW Ministry \nof Health (from April 2021) \nAlfa D’Amato is an experienced senior \ntransformation leader in the area of financial services, \nfinancial performance and activity based management. \nPrior to acting in this role, he was the Executive Director, \nSystem Financial Performance and Deputy Chief Financial \nOfficer at NSW Health. Alfa joined the NSW Ministry \nof Health in 2011 as Director, Activity Based Funding. \nPreviously, he was Associate Director, Financial Operations \nat the South Eastern Sydney and Illawarra Area Health \nService. He is an Adjunct Professor at UTS Business School. \nDivision overview \nThe Financial Services and Asset Management Division \nleads a range of functions including financial performance, \naccounting, insurance, financial data analysis and \nreporting, strategic procurement, corporate services and \nbusiness improvement, and statewide asset management.\nNSW Health\t\nAnnual Report 2020-21   :  Overview   :  page 9\n\n\nThe Division provides financial leadership including \ngoverning, leading and strengthening sustainable resource \nallocation within the NSW public health system to underpin \nthe delivery of patient care, and help health decision-\nmakers access the right information at the right time. \nThe Division has the lead role in managing and monitoring \nthe financial performance of the NSW public health \nsystem within the NSW Health Performance Framework. \nIt is responsible for monitoring recurrent and capital \nexpenditure against the annual budget allocation and \nreporting on NSW Health’s financial performance to both \nthe Ministry executive and the government.\nPeople, Culture and Governance\nMr Phil Minns \nBEc, MEc \nDeputy Secretary, People, Culture and \nGovernance, NSW Ministry of Health\nPhil Minns commenced in the role of Deputy \nSecretary, People, Culture and Governance at the \nNSW Ministry of Health in November 2017.\nPreviously, Phil was Deputy Commissioner, Public Service \nCommission from 2015 to 2017 and Deputy Secretary, \nGovernment, Corporate and Regional Coordination, \nNSW Department of Premier and Cabinet (DPC) from \n2012 to 2015. \nHe joined DPC from the Department of Defence, where he \nwas the inaugural Deputy Secretary, People Strategies \nand Policy, and a member of the Defence Committee from \n2008 to 2012. Phil’s career has spanned senior corporate \nroles within the manufacturing sector and government, \nand consulting to private and public sector organisations \non organisational strategy, cultural change and workforce-\nfocused strategies. \nDivision overview \nThe People, Culture and Governance Division provides \nexecutive leadership and strategic direction to a diverse \nrange of professional advisory services to enable \nand support the achievement of NSW Health’s \nstrategic objectives to meet the needs of health service \nmanagement and delivery in NSW. The Division is \nresponsible for leading the development, integration \nand review of capability-based talent management \nstrategies and a values-based cultural framework across \nNSW Health. The Division drives the implementation of \ngovernance frameworks across the Health cluster, \nincluding structures, decision-making processes and \ncontrol systems. \nIt leads a range of critical and integrated functions and \nservices, including: \n•\tExecutive and Ministerial Services \n•\tLegal and Regulatory Services \n•\tNursing and Midwifery Office \n•\tStrategic Communications and Engagement \n•\tWorkforce Planning and Talent Development \n•\tWorkplace Relations.\nPatient Experience and System Performance\nMs Susan Pearce \nB App Sci (Nursing), Dip Law \nDeputy Secretary, Patient Experience \nand System Performance, and SHEOC \nController, NSW Ministry of Health\nSusan Pearce started her career in Far West \nLocal Health District in 1991 as a registered \nnurse. She has extensive experience in senior leadership \nroles at a hospital, district, pillar and Ministry level across \na range of functions including workforce and operations. \nShe is the former NSW Chief Nursing and Midwifery \nOfficer, and was admitted to the Supreme Court of NSW \nas a solicitor in September 2019. \nSusan has been crucial in delivering transformational \nchange within NSW Health, and continues to build on the \ncritical partnerships between all elements of the health \nsystem to ensure strong performance and accountability. \nShe was appointed Deputy Secretary on 20 November \n2015. On 17 March 2020, she was appointed SHEOC \nController to oversee the statewide health system \nresponse to the COVID-19 pandemic, including the \nCOVID-19 vaccination rollout. \nMs Deborah Willcox, Acting Deputy Secretary, \nPatient Experience and System Performance, \nNSW Ministry of Health (5 March to 30 April 2021) \nMr Wayne Jones, Acting Deputy Secretary, \nPatient Experience and System Performance, \nNSW Ministry of Health (1 June to 31 October 2021)\nDivision overview \nThe Patient Experience and System Performance Division \nleads the monitoring and management of overall health \nsystem performance and coordinates purchasing \narrangements with NSW public health services. It is a \ncritical interface with local health districts, specialty \nhealth networks, the pillars and other health organisations \nfor understanding and supporting the delivery of high-\nquality and safe care for the residents of NSW. The \nDivision’s functions are divided between teams devoted \nto the system: information and analytics, purchasing, \nperformance support and management. \nNSW Health\t\nAnnual Report 2020-21   :  Overview   :  page 10\n\n\nThe Division supports performance improvement \nstrategies and statewide initiatives to improve service \ndelivery. It oversees the management of surgery waiting \nlists, specialist outpatient services, the Hospital in the \nHome service and emergency access service delivery. \nThe Division leads the system-level strategy for patient \nand carer experience.\nHealth System Strategy \nand Planning\nDr Nigel Lyons \nBMed (Hons) MHA\nDeputy Secretary, Health System \nStrategy and Planning, NSW Ministry \nof Health\nDr Nigel Lyons has more than 30 years of experience in \nthe NSW health system, as a clinician, manager and \nexecutive. \nIn October 2016, he became Deputy Secretary at the NSW \nMinistry of Health. Nigel is responsible for strategic health \npolicy development, interjurisdictional negotiations and \nfunding strategies, system-wide planning of health \nservices, including mental health, and setting the direction \nfor child and family health policy.\nHe has also held other executive roles in NSW Health including \nChief Executive, Agency for Clinical Innovation, and Chief \nExecutive, Hunter New England Local Health District. \nDivision overview \nThe Health System Strategy and Planning Division is \nresponsible to the Secretary for strategic health policy \ndevelopment, interjurisdictional negotiations and funding \nstrategies including activity based management, system-\nwide planning of health services including mental health, \ncapital planning and investment, systems integration, \nsetting the strategic direction for maternal, child, youth \nand paediatric health policy and working across \ngovernment agencies to respond to many intractable \nsocial issues. In line with managing government relations, \nthe Division also supports the Health Chief Executives \nForum and the NSW Health Ministerial Advisory \nCommittee. The Division also supports the NSW Health \nresponse to aged care and disability reforms and works \nwith the Australian Government, local health districts \nand other key providers to influence and respond to \nreforms in the aged care and disability sectors.\nNSW Health\t\nAnnual Report 2020-21   :  Overview   :  page 11\n\n\nThis page intentionally left blank\nNSW Health\t\nAnnual Report 2020-21   :  Overview   :  page 12\n\n\n2\nPerformance\n\n\nPriority 1 \nKeep people \nhealthy\nNSW Health continued efforts \nto provide health services to \nkeep NSW residents safe in a \nchallenging year characterised \nby the continuing COVID-19 \npandemic. The NSW Health \nvaccination rollout began on \n22 February 2021 and 851,400 \nvaccinations had been \nadministered at the end \nof June 2021.\nWe also continued to tackle major health issues affecting \nour community, from supporting pregnancy and the first \n2000 days of life, to improving the health of children and \nAboriginal people. Our goal is to keep our community \nhealthy by delivering public health programs, campaigns \nand initiatives to prevent disease, reduce injuries and \nencourage healthier choices. Reducing harms from \ntobacco, alcohol and other drug use remained a priority.\nOur priorities \n1.1\t \u0007\nImplement policy and programs to reduce \nchildhood overweight and obesity\n1.2\t\u0007\nEmbed a health system response to alcohol, \ntobacco and other drug use and work across \nagencies \n1.3\t\u0007\nReduce the impact of infectious diseases, \nincluding COVID-19, and environmental \nhealth factors, including natural disasters, \non community wellbeing\n1.4\t\u0007\nEmbed Aboriginal social and cultural concepts \nof health and wellbeing in programs and \nservices \n1.5\t\u0007\nSupport pregnancy and families to ensure \nthat all children have the best possible start \nin life\nKey achievements\n•\tIn 2020-21, NSW Health Pathology conducted over \n3 million COVID-19 diagnostic tests with a median time \nof 18 hours from collection to results and performed \nmore than 500,000 saliva screening tests for hotel \nquarantine workers.\n•\tThe Centre for Aboriginal Health led the successful \ncommunity-driven ‘Keep Our Mob Safe’ campaign \nthroughout the pandemic, evolving to become the \nNSW Aboriginal COVID-19 Communication and \nEngagement Strategy.\n•\tOffered access to free in-school dental care to \n121,701 primary school students across 290 schools, \nreaching 89 per cent of the 136,000 children targeted \nfor the year. A total of 18,487 students received dental \ntreatment, with first-time patients accounting for \n78 per cent of patients treated. \n•\tImproved access to IVF services with $42 million \ninvested by the NSW Government in testing rebates \nand key NSW Health IVF hospital clinics. This included \nNSW Health’s first statewide fertility preservation \nservice for cancer patients at the Royal Hospital \nfor Women, which had administered treatment to \n168 cancer patients by 30 June 2021.\n•\tNSW Health and the NSW Department of Education \ndeveloped ‘Respect Your Brain’ – a series of three \nanimated videos to inform young people of the impact \nof alcohol, MDMA and cannabis use on the growing \nbrain. With promotion across NSW Health, local libraries \nand high schools, the videos have had more than \n21,000 views. \nKeeping people healthy \nduring emergencies\nIn 2020-21, our response to the COVID-19 pandemic took \nprecedence as we mobilised our clinicians and support \nstaff to contend with the increased demand on our health \nsystem. The State Health Emergency Operations Centre \n(SHEOC) and the Public Health Response Branch have \ncoordinated the statewide response to COVID-19, working \nclosely with local health districts, specialty networks and \nother NSW Health organisations. \nSHEOC also led the rollout of COVID-19 vaccines and \nprovided governance for the NSW quarantine program, \nworking with other stakeholders to minimise the risk of \nCOVID-19 transmission from travellers to NSW. \nThe Public Health Response Branch coordinated the \nstatewide health protection network’s case finding, \noutbreak investigation, public health risk assessment, \ncontact tracing, investigation of adverse events following \nCOVID-19 immunisation and world-class epidemiological \nanalysis and reporting. \nNSW Health\t\nAnnual Report 2020-21   :  Performance   :  page 14\n\n\nImportantly, we purchased additional ventilators and \nmedical equipment to support increased intensive care \nunit capacity in readiness for COVID-19 infection \noutbreaks. We also coordinated free testing to the NSW \ncommunity, implementing innovative models and ensuring \naccess for all. As at June 2021, over 350 testing clinics \nacross NSW were operational and had conducted 6.15 \nmillion tests. \nWith support from Sydney Local Health District, \nthe Clinical Excellence Commission completed \n467 weekly audits of quarantine hotels in NSW since \nJanuary 2021. It also developed and led a statewide \nRespiratory Protection Program, with over 38,000 \nhealth workers participating. \nMore than 3500 clinicians joined 30 clinical Communities \nof Practice to publish almost 100 guidance documents \nand develop local solutions for the COVID-19 response, \nresulting in more than 430,000 webpage views by over \n255,000 users. We provided rapid, evidence-based advice \non COVID-19 and published the weekly Risk Monitoring \nDashboard, assessing transmission risk in healthcare \nsettings. NSW Health also commenced the NSW Sewage \nSurveillance Program for COVID-19, which played a key \nrole in keeping regional NSW safe. Critical intelligence to \nunderstand COVID-19 in the community helped inform the \npublic health response throughout the year by providing \nan early warning of undiagnosed cases or an increase in \ninfections in the community, and enabled NSW Health to \nidentify areas to target increased community testing. \nDeveloping data collections, analysis and \nreporting on community wellbeing\nAnalytical tools were produced by the System Information \nand Analytics Branch to model the impact of COVID-19 \non intensive care unit demand and disease transmission \nin the community. Weekly reports relating to the NSW \nVaccination Program were also generated using combined \nNSW data with data provided by the Commonwealth to \nsupport the planning and delivery of vaccine administration. \nThis includes dynamic forecasting based on weekly \nupdates, supporting the initial short-term healthcare \ncapacity to meet expected surge and the long-term \nresponse to COVID-19.\nSupporting mental health during COVID-19\nAs part of the NSW Government’s $80 million investment \nto strengthen mental health support in response to \nCOVID-19, local health districts and specialty health \nnetworks recruited over 200 mental health clinicians \nand peer support workers. A total of $16.4 million went to \nenhance the capacity and responsiveness of the Mental \nHealth Line, where NSW Health services responded to \nover 18,000 calls a month. \nAn additional $20 million was invested in expansion of \nvirtual mental health services, over $6 million was invested \nin inpatient mental health units and $6 million was \ninvested to support first responders, including police and \nambulance, to respond to people experiencing mental \ndistress in the community.\nKeeping kids healthy\nNSW Health simplified consumer access to programs, \nservices and information. It continued to work with \nclinical services to embed routine measurement of \nchildren’s height and weight into practice to drive \noutcomes, with referrals to support services for \nfamilies with children above a healthy weight. \nTargeted social media campaigns resulted in a \n69 per cent increase in engagement and reached \nover 5 million people (an increase of 181 per cent) \nto support the adoption of Healthy Eating and \nActive Living behaviours compared with performance \nin the previous financial year.\nThe NSW Health and Department of Education \nestablished a joint ‘Supporting Student Health and \nWellbeing Memorandum of Understanding’ and annual \nwork plan to maintain and strengthen student mental and \nphysical health and wellbeing. This increased healthy food \nand drink choices in school canteens, with 95 per cent of \nNSW Government school canteens now meeting the \nHealthy School Canteen Strategy.\nSaving the date to vaccinate\nThe 2020-21 ‘Save The Date To Vaccinate’ childhood \nvaccination campaign was successful in delivering the key \nmessage around the importance of on-time vaccination to \nthe target audiences of parents and carers of children \naged up to five years old and pregnant women. The \nrefreshed creative was delivered through digital and social \nchannels including a content partnership with MamaMia \nand Kidspot. In 2020-21, 97.7 per cent of Aboriginal \nchildren and 94.8 per cent of non-Aboriginal children were \nfully immunised at five years of age.\nKeeping people healthy \nby reducing tobacco use \nNSW Health worked with the Department of Education \nand Cancer Institute NSW to enhance public education \naround the health risks of e-cigarette and tobacco use. \nTo reduce the impact of e-cigarettes on young people, \nthe Centre for Population Health enhanced compliance \nand enforcement activities for liquid nicotine offences \nand other e-cigarette retailing laws. NSW Health \ninspectors seized 80,000 e-cigarettes and e-liquids \ncontaining nicotine, 490,000 cigarettes and 180 kg \nof other illegal tobacco in 2020-21. \nNSW Health\t\nAnnual Report 2020-21   :  Performance   :  page 15\n\n\nSupporting our citizens to quit smoking\nThe Cancer Institute NSW delivered the tobacco control \nawareness campaign ‘You Quit, You Win’ across multiple \ndigital and social media channels from December 2020 to \nJune 2021, resulting in 36.8 per cent of smokers seeking help \nto quit smoking. Between 1 July 2020 and 30 June 2021, there \nwere over 5800 inbound calls to and 9250 outbound calls \nfrom NSW Quitline. During the same time period, there were \n703,218 sessions on iCanQuit and 5288 people joined online.\nThe Cancer Institute NSW collaborated with the Aboriginal \nHealth and Medical Research Council to develop a Reporting \nfor Better Cancer Outcomes program report highlighting the \nimpact of cancers on Aboriginal communities. The Institute \nalso partnered to distribute funding for nicotine \nreplacement therapy and promoted smoking cessation \nthrough Koori Quitline social media channels.\nReducing alcohol and other \ndrug use harms\nNSW Health has a number of programs aimed at helping \nconsumers achieve better health outcomes in relation to \nthe use of alcohol and other drugs. \nA collaboration between NSW Health organisations, NSW \nPoisons Information Centre and NSW Police increased \nintelligence on emerging drug risks. This resulted in eight \npublic drug warnings and five clinical safety notices \nissued. These provide information to the public and \nclinicians about health risks, early recognition, how to seek \nhelp, management and notification. Key detections include \npotent opioids in heroin and cocaine and circulating \ncounterfeit alprazolam. \nThe Agency for Clinical Innovation’s Drug and Alcohol \nNetwork launched the Alcohol and Drugs Cognitive \nEnhancement program, aimed at improving brain function \nfor better alcohol and drug treatment outcomes. \nIn December 2020, we launched the Strategic Prioritisation \nFramework for Alcohol and Other Drugs Research and \nEvaluation 2020-2024. All four of its objectives were \nachieved by June 2021 and research and evaluation \nprojects aligned with the framework were initiated. For \nexample, the framework is directing analysis of an alcohol \nand other drug public health register by the University of \nNew South Wales and the University of Sydney to answer \npolicy questions around mortality, service gaps and \nconsumer treatment journeys. These projects will drive \ninnovation and improve health outcomes for people \nexperiencing alcohol and other drug-related harms.\nResponding to substance \nuse in pregnancy\nSubstance Use in Pregnancy and Parenting Services \ncontinued to provide coordinated multidisciplinary care \nto pregnant women who used alcohol and other drugs, \nfrom the antenatal period to up to two years post-delivery. \nThe services aimed to improve health and social outcomes \nfor women and their families, and more than 600 women \nwere accepted as clients throughout the year. \nOpioid Treatment and \nTake Home Naloxone programs\nThe successful NSW Opioid Treatment Program continued \nto support the use of the long-acting injectable (depot) \nformulation of buprenorphine. In 2021, NSW Health began \nworking with general practitioners and pharmacists to \nexpand its use in primary care and private sector settings. \nAbout 23,000 patients received opioid treatment in \nboth public and private healthcare and an estimated \n14 per cent received depot buprenorphine throughout \nthe year. In the public opioid treatment setting \n(including in custody), it was about 30 per cent. \nOpioids are responsible for over three deaths in Australia \nper day, according to the Australian Bureau of Statistics. \nPrescribed opioids account for 70 per cent of opioid-\ninduced deaths either by accident or through misuse. \nNaloxone provides a significant opportunity to save lives \nbecause opioid overdoses tend to happen gradually, rather \nthan suddenly. However, it is possible to prevent death by \nadministering naloxone to reverse the effects of the \noverdose. Public health and non-government services \nacross NSW supplied more than 4000 units of naloxone \nfree of charge to people at risk of experiencing or \nwitnessing an opioid overdose. \nThe Take Home Naloxone program was scaled up during \n2020-21. More than 900 health workers across all local \nhealth districts, the Justice Health and Forensic Mental \nHealth Network and the Medically Supervised Injecting \nCentre have been trained to supply take home naloxone. \nIn 2021, NSW Health also enabled 44 non-government \nhealth and welfare services across NSW to begin \nsupplying naloxone to their clients. \nKeeping people healthy by reducing \nthe impact of infectious diseases\nNSW Health continued to make progress towards the \nelimination of HIV transmission in NSW, with 33 per cent \nfewer residents diagnosed than the previous five-year \naverage. The 2021-2025 HIV Strategy was launched, focusing \non preventing HIV transmission in priority populations and \nsettings, and reducing stigma and discrimination for those \nliving with and at risk of acquiring HIV.\nNSW Health\t\nAnnual Report 2020-21   :  Performance   :  page 16\n\n\nThe elimination of hepatitis C as a public health concern \nby 2028 remains a priority. NSW Health and partners \ncontinued to focus on increasing access to testing \nand curative treatment for vulnerable populations.\nKeeping people healthy \nduring natural disasters\nFollowing the summer bushfires of 2019-20, several \ninquiries were initiated to better plan, prepare for and \nrespond to bushfires in the future. The Environmental \nHealth Branch (within Health Protection NSW) coordinated \nthe NSW Government response to the report of the \nLegislative Council, Health Impacts of Exposure to Poor \nLevels of Air Quality Resulting from Bushfires and Drought. \nThe 10 recommendations included developing nationally \nconsistent air quality reporting, and reviewing the \neffectiveness of the air quality and health information \nprovided to the public. \nNSW Health made significant contributions to \nthe development of nationally consistent public \nhealth messaging for different levels of air pollution \n(including bushfire smoke). The Australian Health \nProtection Principal Committee has endorsed \nPM2.5 and PM10 air quality categories and \nassociated health messages. \nNSW Health is also supporting the Department of \nPlanning, Industry and Environment in review of the \neffectiveness of air quality and health information \nprovided to the public. The findings of the review \nwill guide decisions about an air smart public \neducation campaign.\nThe Royal Commission into National Natural Disaster \nArrangements was established on 20 February 2020 \nin response to the extreme bushfire season of 2019-20. \nThe Commission examined the coordination, preparedness \nfor, response to and recovery from disasters as well as \nimproving resilience and adapting to changing climatic \nconditions and mitigating the impact of natural disasters.\nThe State Preparedness and Response Branch \ncoordinated the NSW Health contribution to Notice \nto Give Information received by the State of NSW that \nwas submitted to the Commission on 25 June 2020. \nNSW Health provided input into relevant areas related \nto air quality information, the integration of primary care \ninto disaster management, Australian Medical Assistance \nTeams capabilities and the mental health impacts of \nnatural disasters. \nThe Mental Health Branch worked closely with Resilience \nNSW in its evaluation of the Bushfire Recovery Program. \nIt was represented on the Steering Committee for \nthe National Disaster Framework. \nThe framework advanced the Royal Commission \nRecommendation 15.3, which sought revised cross-\njurisdictional arrangements to support localised planning \nfor response and recovery. The Mental Health Branch will \nsupport Commonwealth-led actions to progress \nimplementation of the framework and actions in response \nto the Royal Commission.\nIn March 2021, NSW experienced severe weather \nthat generated heavy rain and flooding impacting the \nNorth Coast, Hunter, Nepean and Hawkesbury areas. \nNSW Health provided additional healthcare to support \ncommunities that were isolated, or at risk of flooding, \nas part of the state’s emergency response.\nNSW Health worked with emergency services and other \ngovernment agencies to ensure residents were safe and \nable to access required health services. Arrangements \nwere put in place for vulnerable patients affected by \nfloodwaters. A specialist Medical Assistance Team was \ndeployed to North Richmond for five days to provide \nemergency care for the communities isolated by several \nmajor road closures. \nNSW Health staff including nurses, mental health support \nstaff, pharmacists and public health staff were deployed \nto support the community in evacuation centres that were \nestablished in the Mid North Coast and Upper Hunter \nregions. NSW Health also supported an evacuation \ncentre at Castle Hill established for residents \nevacuated from the Hawkesbury-Nepean Valley area.\nThe NSW Government committed $36.4 million over \nfour years for mental health Response and Recovery \nSpecialists across regional and rural areas in 2021. \nThis included farmgate counsellors and drought peer \nsupport workers, and 30 Disaster Recovery Clinicians \nwho worked closely with primary health networks, \ncommunity and welfare agencies and mental health \nservices. These roles have been broadened to reflect \nthe range of issues impacting disaster-affected areas in \n2020-21, including bushfires, floods and the mice plague.\nDelivering culturally safe \nand tailored health services\nNSW Health continued to work closely with the Aboriginal \nHealth and Medical Research Council to progress actions \nthat support the Aboriginal Community Controlled sector \nto deliver social and emotional wellbeing programs. \nNSW Health provided $2 million to Aboriginal Community \nControlled Services to deliver culturally responsive social \nand emotional Aboriginal wellbeing initiatives, as part of \nthe extension of the Emergency Drought Relief Mental \nHealth Package.\nNSW Health\t\nAnnual Report 2020-21   :  Performance   :  page 17\n\n\nThe Centre for Aboriginal Health held 53 capacity-building \nevents across NSW Health to support completion of \nAboriginal Health Impact Statements. The Impact \nStatements ensure that the specific needs of Aboriginal \npeople are fully considered when developing new policy, \nprogram and strategic initiatives. During the year a total of \n125 Impact Statements were completed and approved \nacross NSW Health.\nThe Centre also developed and delivered the Aboriginal \nHealth Progress Report for all local health districts and \nspecialty health networks, including the annual Aboriginal \nHealth Dashboards. These continued to report on a range \nof outcome indicators and progress against implementing \nthe Aboriginal Health Plan 2013-2023. \nMeanwhile, the Agency for Clinical Innovation’s Aboriginal \nHealth Working Group co-designed engagement and \nimplementation requirements for the collection of \nculturally appropriate measures for Patient Reported \nOutcome Measures. \nSupporting pregnancy \nand the first 2000 days\nTo care for pregnant women and provide their babies \nwith the best possible start in life, NSW Health partnered \nwith other NSW Government agencies to launch \nBrighter Beginnings: the first 2000 days of life, \na whole-of-government initiative, in October 2020. \nNSW Health also finalised recruitment into the Focus \non New Fathers program in four local health districts from \nAugust 2020 to 30 June 2021, with 3260 enrolments. \nThe pilot will continue until the end of 2021, testing \npsychosocial screening to fathers in the perinatal \nperiod with pathways to provide support and care.\nSignificant improvements were made to the Get Healthy in \nPregnancy Service with the development of an e-Referral \noption from eMaternity software. This resulted in an \nincrease of referrals, with a total of 14,153 in 2020-21.\nSAFE START, a policy for pregnant women and families \nwith babies up to two years old, helps identify families \nwith mental health and social difficulties. It was reviewed \nthis year to ensure its currency with research, national \nclinical guidelines and optimal statewide implementation. \nThe Henry Review, an independent review into children’s \nhealth services in NSW, made 77 recommendations relating \nto all health services and clinicians delivering care for \nchildren, young people and families. Implementation \nof many recommendations has already commenced. \nThis includes the establishment of a new statewide \ncommittee that will provide system leadership and \nadvice to strengthen NSW health services to children, \nyoung people and their families. \nThe Agency for Clinical Innovation established the \nMaternity and Neonatal Network to provide direction, \ngovernance and leadership for existing statewide clinician \nforums and groups. At 30 June 2021, the Network had 342 \nmembers. A collaborative partnership was formed within \nNSW Health to lead the neonatal components of the \nresponse to the Paediatric and Neonatal Intensive Care \nwork plan and recommendations of the Henry Review.\nKeeping People Healthy Award winner \nAn extraordinary \nresponse to the \nglobal COVID-19 \npandemic\nNSW Health Pathology\nNSW Health Pathology’s pandemic breakthrough \non 22 January 2020 was made by a team of experts \nat the Institute of Clinical Pathology and Medical \nResearch Westmead, who rapidly established \nhighly specialised COVID-19 testing capabilities. \nWorking in the state-of-the-art biosecurity \nP4 laboratory, elite researchers were able to \nsuccessfully grow the live virus from NSW \npatients – a much-needed step in understanding \nand containing the deadly virus. Knowing COVID-19 \ndoes not discriminate by age, location or background, \nNSW Health Pathology leveraged its extensive \nstatewide network and local clinical partnerships \nto expand access to reliable testing across the state. \nBy mid-August 2020, NSW Health Pathology experts \nhad conducted more than 1.2 million COVID-19 tests \n– an unprecedented effort that placed NSW among \nthe highest testing rates per capita in the world \nand undoubtedly helped save lives. NSW Health \nPathology won the 2020 Keeping People Healthy \nAward for their achievement.\nNSW Health Pathology, led \nby Professor Dominic Dwyer, \nquickly established and \nincreased COVID-19 testing \ncapabilities across the state \nto respond to COVID-19 with \nagility this year.\nNSW Health\t\nAnnual Report 2020-21   :  Performance   :  page 18\n\n\nPriority 2 \nProvide world-class \nclinical care where \npatient safety is first\nNSW Health is placing patient \nexperience and value based health \nat the heart of everything we do \n– part of enhancing a world-class \nhealthcare system where every \nindividual matters, every day.\nIn 2020-21, NSW Health organisations collaborated to:\n•\treview and implement protocols and policies that put \npatient and staff safety first\n•\tmake sure the right systems are in place so we can \ndrive value based healthcare for all patients, in every \npart of NSW\n•\tembed the principle of human experience as central \nto clinical treatment and patient care\n•\tensure all patients have timely and equitable access \nto healthcare whatever their need, geographic location \nor age.\nStaff in local health districts and networks put these \nstrategies into action to deliver excellent care across NSW.\nOur priorities \n2.1 \t \u0007\nContinue to deliver high-quality and safe \npatient care \n2.2 \u0007\nContinue to embed value based healthcare \nto deliver the right care in the right setting\n2.3 \u0007\nElevate the human experience by actively \npartnering with patients, families and \ncaregivers \n2.4 \u0007\nProvide timely and equitable access to \nappropriate care \n2.5 \u0007\nUse data and analytics to drive reform \nand innovation and to support value based \nhealthcare \nKey achievements\n•\tEstablished the Maternity and Neonatal Safety Program \nto improve safety for mothers and babies in NSW.\n•\tContinued to review, update and implement protocols \nand procedures to keep staff and patients safe during \nthe COVID-19 pandemic. eHealth NSW, in partnership \nwith the Clinical Excellence Commission, completed \nthe rollout of the new incident management system \nims+ to all NSW Health organisations.\n•\tEmbedded value based healthcare in all agencies, \nand through four integrated programs, aimed at \nsecuring better health outcomes for our patients \nand better value across the health system.\n•\tLaunched Elevating the Human Experience: \nOur guide to action for patient, family, carer, volunteer \nand caregiver experiences in April 2021 to improve the \nexperience of patients, families and carers in \nthe health system.\n•\tContinued enhancement of local health district board \nreports tailored to the information needs of local health \ndistricts and specialty health network board members.\nDelivering high-quality \nand safe patient care \nImproving safety for mothers and babies\nThe Maternity and Neonatal Safety Program was \nestablished in 2020-21 to address systematic safety \nand quality issues for mothers and babies in NSW. \nThe program priorities include the delivery of perinatal \nsafety education, reducing stillbirth by supporting \nteams to reliably implement the Safer Baby Bundle, \nand standardising the recognition and management \nof babies with neonatal encephalopathy.\nIn October 2020, the Neonatal, Small Baby and \nPaediatric Transport Governance Committee was \nconvened to provide oversight and direction of clinical \nand corporate governance for neonatal, small baby and \npaediatric transport in NSW, particularly the possible \nrisk to patient safety. \nNSW Health\t\nAnnual Report 2020-21   :  Performance   :  page 19\n\n\nResponding to incidents\nims+\neHealth NSW, in partnership with the Clinical Excellence \nCommission, completed the rollout of the new incident \nmanagement system, ims+, to all NSW Health \norganisations. ims+ tracks clinical and work health \nand safety incidents and contributes to patient and \nworkplace safety. \nCOVID-19 response plans\nIn 2020-21, HealthShare NSW developed and \nimplemented COVID-19 response plans across the \norganisation. These plans included unique partnering \narrangements with the private sector to ensure the \nresponsiveness and continuity of our critical services in \ntimes of increased service levels because of COVID-19.\nProtecting patients and paramedics\nNSW Ambulance developed a Pandemic Management \nProtocol to ensure the safety of both paramedics and \npatients, as well as clinical quality. NSW Ambulance \nalso rolled out new procedures and education to improve \nsafety for clinicians undertaking high-risk aerosol \nprocedures for critically ill patients. The procedures \noutlined a range of clinical safety technology with \na higher specification level than previous intensive \ncare paramedic equipment. \nEmbedding value based healthcare \nImplementing value based care\nIn 2020-21, NSW Health embedded value based care \nacross the health system. Over the 12 months this was \nunderpinned through four statewide programs:\n•\tLeading Better Value Care\n•\tIntegrated Care \n•\tCommissioning for Better Value \n•\tCollaborative Commissioning. \nIn 2020-21, four new working groups were established \nto support value based healthcare measurement and \nevaluation; articulate research priorities; set the approach \nfor value based funding and purchasing; and align \ncommunication approaches with other reform areas.\nOther milestones in implementing value based care \nin 2020-21 included:\n•\thosting the first virtual statewide Value Based \nHealthcare Forum in November 2020, which attracted \nmore than 500 delegates from almost 100 organisations\n•\tpublishing the article Value based healthcare in NSW: \ncontinuing the patient-centred journey by NSW Health \nSecretary Ms Elizabeth Koff in The Health Advocate\n•\thosting the inaugural Australian Value-Based Health \nCare Conference awards in May 2021, which recognised \ntwo local NSW Health services – Concord Repatriation \nGeneral Hospital’s Osteoarthritis Chronic Care program \nand Sydney Local Health District’s Bronchiolitis program\n•\tpublishing the Commissioning for Better Value Strategy \n2021-24, which supports better patient care and \nexperiences by shifting the focus from outputs \nto outcomes \n•\tdistributing the Value Based Healthcare Update \ne-newsletter to stakeholders across Australia with \nrelevant, engaging digital content, tools and resources\n•\tprogressing the Statewide Diabetes Initiative in \ncollaboration with primary health networks and other \nservice providers. The initiative aimed to support a more \ncoordinated approach to diabetes management to keep \npeople well and out of hospital. \nNSW also provided significant input into national \nand cross-jurisdictional work on paying for value \nand outcomes under the 2020-25 Addendum to \nthe National Health Reform Agreement. \nElevating the Human Experience, \nan action plan\nNSW Health is committed to improving the patient \nexperience and making it an empowering one for \neverybody involved, including family and carers.\nElevating the Human Experience: Our guide to action for \npatient, family, carer, volunteer and caregiver experiences \nwas launched in April 2021. This first statewide guide to \naction builds on existing work to outline a coordinated \napproach and create a truly human-centred health system. \nTo develop the action plan, more than 500 consumers and \nstaff worked to identify and prioritise initiatives that will \nimprove the experience of patients and families.\nThroughout 2020-21, Elevating the Human Experience \nwas promoted through a dedicated public website that \nlaunched during Patient Experience Week, as well as \nmonthly newsletters, seminars and key events such \nas the Gathering of Kindness.\nTo support Elevating the Human Experience, eHealth \nNSW developed a new patient engagement platform \nstrategy that outlines what technology is needed to \nenhance the experience of patients, carers and families \nin the health system. It identified access to information, \npatient feedback and equity as key areas for digital \nenablement and support.\nNSW Health\t\nAnnual Report 2020-21   :  Performance   :  page 20\n\n\nProject CHEF, Bowral and District Hospital\nFood is critical to patient health and for their \nexperience in hospital. In May 2021, the Project \nCHEF (Co-Designing Healthy and Enjoyable Food) \npilot launched at Bowral and District Hospital.\nProject CHEF is a more patient-centred model of providing \nfood services in NSW public hospitals. It focuses on \nflexible mealtimes and allowing patients to eat when they \nare hungry rather than at set mealtimes, by submitting \norders through their mobile device to a dedicated call \ncentre. Patient experience is a key measure of success for \nthe pilot and a consumer group of former patients and \ncommunity members was actively involved in its design \nand implementation.\nImproving the emergency \ndepartment experience\nMore than 30,000 emergency department patients \nand families provided real-time feedback about their \nexperiences of care, which has led to changes \nthroughout the year.\nIn 2020-21, the Emergency Department Patient \nExperience Program was extended, with funding for \n100 new Patient Experience Officer positions across 52 \nNSW public hospital emergency departments. The new \npositions were in response to feedback from patients and \ncarers about waiting times when seeking emergency care.\nTechnology initiative, GoShare, has allowed hospital \nstaff to share information with patients and families \nin more than 20 languages, including the Charter \nof Health Care Rights.\nThe Centre for Aboriginal Health\nThe Centre for Aboriginal Health and the Bureau of \nHealth Information reviewed patient experience survey \ndata to publish two Snapshot reports: Adults admitted \nto hospital: Results from the 2019 patient survey; \nand Maternity care: Results from the 2019 survey. \nOf the almost 3500 Aboriginal people who responded \nto the Adult Admitted Patient Survey, around eight \nin 10 said the nurses (81 per cent) and doctors \n(80 per cent) were ‘always’ kind and caring.\nThe Centre worked with local health districts to \nbuild the cultural safety of the health system, \nincluding approaches identified in Elevating \nthe Human Experience. Tools include the NSW \nHealth Services Aboriginal Cultural Engagement \nSelf-Assessment Tool, which identifies ways of \nstrengthening cultural engagement between \nNSW Health organisation staff and their Aboriginal \nstakeholders. \nGetting access to care \nright for everyone\nReducing preventable visits to hospital\nIn April 2021, Integrated Care launched the statewide \ninitiative Planned Care for Better Health (PCBH), which \nsupports the Premier’s Priority for reducing preventable \nvisits to NSW hospitals by five per cent by 2023. \nThe PCBH program identifies patients who are \nvulnerable and at risk with complex health and social \nneeds, and provides person-centred coordinated care \nin the community. The Risk of Hospitalisation algorithm \nsupports staff to identify patients who will benefit \nfrom integrated care interventions. The algorithm \nconsiders an extensive list of demographic and \nsocioeconomic factors, including a patient’s hospital \nutilisation and medical history. In partnership with \nthe patient and their carer, the comprehensive health \npsychosocial assessment supports a shared approach \nto improving health and wellbeing goals.\nThe implementation of the algorithm, telehealth, \nvirtual care and remote monitoring are key to enabling \nthe delivery of care in the community and reducing \npreventable hospitalisation.\nMost importantly, through the PCBH program and other \nintegrated care initiatives, patients receive appropriate \ncare in the right setting for them. As a result of the \nprogram, NSW Health achieved a saving of 200,000 bed \ndays in the first half of 2021. \nTo further reduce preventable visits to hospital, \nIntegrated Care in partnership with Health Services \nwill implement a statewide initiative targeting patients \nwho frequently present to emergency departments \nover a 12-month period. Early modelling indicates that \nidentifying and supporting these patients to access \nprimary and community services can lead to substantial \nreductions in emergency department visits and improve \nthe experience patients have of the health system.\nNSW Health\t\nAnnual Report 2020-21   :  Performance   :  page 21\n\n\nTreating NSW children safely – from home \nThe Sydney Children’s Hospitals Network continued \nto help patients receive care closer to home with \nthe help of local health teams through virtualKIDS, \nAustralia’s first paediatric-specific virtual care service. \nThe 24/7 nursing-led service provided timely and \nequitable access to care, through functions such \nas remote monitoring, a patient and family hotline, \ncollaborative virtual ward rounds and coordinating \nspecialty advice facilitation.\nIn 2020-21, COVID-19 reduced the availability of clinic \nspace and nursing staff to complete food allergen \nchallenges and made parents understandably reluctant \nto attend clinic appointments with their children. \nIn response, NSW Health paediatric allergy services \nestablished new outreach services in regional NSW \nand trialled Saturday clinics for low-risk food allergen \nchallenges. These changes were positively received \nby NSW parents. \nFrom Good to Great in \nemergency departments\nThe collaborative Good to Great program has brought \ntogether various parts of NSW Health to deliver on the \nPremier’s Priority of improving service levels in hospitals.\nGood to Great has empowered leadership teams \nin emergency departments to focus on leadership \ncapability, building positive workplace culture and \nnurturing collaborative partnerships to improve \npatient, carer and staff experience and the \nperformance of emergency departments.\nIn 2020-21, the program started in 11 emergency \ndepartments at Coffs Harbour, Belmont, Armidale, \nQueanbeyan, Dubbo, Nepean, St George, Sutherland, \nSydney/Sydney Eye, Sydney Children’s and Ryde hospitals. \nEPIC\nNew Emergency Protocols Initiating Care (EPIC) \nprotocols were developed to streamline care so that \npatients are treated on time in emergency departments. \nThese protocols have focused on the first hour of \nemergency care when the safety and experience \nof patients is critical. The program also recognised \nthe skills and qualifications of nursing staff in our \nemergency departments. EPIC is currently being \npiloted in Illawarra Shoalhaven Local Health District.\nGetting things done in 2020-21\nOver the reporting period, measures across NSW \nto ensure patients and communities receive access to \nappropriate care included:\n•\trolling out the NSW Telestroke Service at 11 regional \nand rural hospitals across NSW, with over 900 patients \nreceiving consultations since March 2020\n•\tpublishing The NSW Health Genomics Strategy \nImplementation Plan 2021-25 to enhance disease \nmanagement and prevention in NSW\n•\texpanding the NSW Health Pathology exome sequencing \nservice to improve access to genomic testing within NSW \nHealth. Exome sequencing is a technique for sequencing \nall the known protein-coding regions of DNA in a genome \n(known as the exome). The service saw 5508 exome \nreferrals, exceeding initial modelling by 120 per cent\n•\testablishing the first national ocular gene therapy centre \nat the Children’s Hospital at Westmead, which continues \nto be a global leader in the gene-based treatment of \nspinal muscular atrophy. \nNSW Health is currently on track to deliver 10,000 \nadditional cataract surgeries by 2023, with 32,424 \ncataract surgeries completed across NSW metropolitan, \nrural and regional public hospitals in 2020-21 – more than \n2000 above target for the year.\nIncreasing elective surgery capacity\nIn July 2020, the NSW Health Elective Surgery Roundtable \nbrought together experts from the public and private \nsectors to rethink the way surgery is organised and better \ndeliver the outcomes that matter most to patients waiting \nfor elective surgery. \nThe NSW Elective Surgery Action Plan was developed in \n2020-21 as an outcome of the Roundtable. The plan has \ndelivered more elective surgery capacity with a statewide \nguideline for transferring care to private providers; a \nreview of the Surgical Activity During Christmas/New Year \npolicy; and a new electronic surgery referral system.\nNSW Health\t\nAnnual Report 2020-21   :  Performance   :  page 22\n\n\nUsing data and analytics to drive \nreform and innovation \nHOPE for patients and clinicians\nIn 2020-21, the Agency for Clinical Innovation led \nthe implementation of patient reported measures to \nimprove the experience of patients and support their \nshared treatment. Patient reported measures gave \npatients the opportunity to provide direct and timely \nfeedback about their experiences in the health system \nand how it impacted their general wellbeing and ability \nto do the things that mattered to them. \nA new IT platform was launched to support the \nreal-time collection and use of patient reported \nmeasures. The system, known as Health Outcomes \nand Patient Experience (HOPE), was co-designed with \nconsumers, clinicians and managers. It allowed patients \nor their carers to log in using a personal computer, \nsmartphone or tablet to provide feedback and access \ninformation uploaded by their healthcare provider \nthrough dashboards and decision support tools. \nThis information sharing has helped clinicians and patients \nshare decision making about care, treatment and health \ninterventions. Collecting data also allowed clinicians to \nmeasure progress and improvement in patients’ health, \nand provides the health system with insights into patient \nneeds to drive future improvements.\nHOPE has been rolled out in more than 100 locations, \n13 local health districts and one general practice.\nROVE\nThe Register of Outcomes, Value and Experience (ROVE) \nis a virtual registry that links Leading Better Value Care \nadministrative, clinical and patient reported measures \ndata in a single place. \nLaunched in 2020-21, ROVE allowed staff to review key \nmonitoring and evaluation measures and benchmark local \nprogress against the state and other districts. Over 70,000 \npatient experience surveys have been linked into ROVE. \nThis allows a multidimensional view of patient experience \nand facilitates the use of data to action service \nimprovement at local and system levels.\n \nExcellence in Aboriginal Healthcare \nAward winner \nDefining the Gap: \nPlanning and \nReporting Framework\nHunter New England \nLocal Health District\nHunter New England Local Health District’s \nAboriginal Health Unit developed a comprehensive \nClosing the Gap Framework, which incorporates \nkey elements of planning, reporting, monitoring \nand accountability to improve service design, \ndelivery and outcomes for Aboriginal consumers. \nThe communication mechanisms of the Closing the \nGap Framework provide transparency, visibility and \naccountability for the local health district regarding \nhealth outcomes for Aboriginal consumers. \nThe Aboriginal Health Unit uses this tool to work \ncollaboratively with Hunter New England services \nto increase their understanding, capacity and \nresponsiveness to Aboriginal health needs. \nFor their work, Hunter New England Local \nHealth District won the 2020 Excellence \nin Aboriginal Healthcare Award.\nStacey Simpson, left, and Aimee Smith \nfrom Hunter New England Local Health \nDistrict helped to develop this tool as part \nof the Closing the Gap Framework.\nNSW Health\t\nAnnual Report 2020-21   :  Performance   :  page 23\n\n\nPriority 3 \nIntegrate systems \nto deliver truly \nconnected care\nIntegrated care connects \npeople with the right services \nand connects information across \nthe health system to make sure \npeople get the care they need \nwhen they need it.\nBy connecting health networks and services across \nthe system in 2020-21, we provided high-quality \nhealthcare for people at risk of suicide and the most \nvulnerable people in our community, ensuring they \nwere treated safely and with dignity.\nOur priorities \n3.1 \u0007\n\t\u0007\nDrive health system integration \nand connectivity\n3.2 \u0007\nProgress Towards Zero Suicides initiatives \nacross NSW\n3.3 \u0007\nAchieve mental health reforms across \nthe system\n3.4 \u0007\nStrengthen the network of services for \nfrailty, ageing and end of life care\n3.5 \u0007\nSupport vulnerable people and people \nwith disability within the health sector \nand between agencies\nKey achievements\n•\tImprovements for vulnerable and at-risk patients \nacross seven integrated care initiatives, including a \n24 per cent reduction in unplanned admissions from \nresidential aged care.\n•\tThe launch of seven SafeHavens and 12 Suicide \nPrevention Outreach teams to help reduce suicide \nrates in NSW by 20 per cent by 2023.\n•\tThere was $36.4 million over four years for mental \nhealth Response and Recovery Specialists to support \nmental health in regional and rural communities.\n•\tAn extra 20 nurses and 35 allied health professionals, \nand refurbishment of 34 palliative care facilities to \nsupport a dignified end of life for people in NSW.\n•\tThe launch of two Statewide Intellectual Disability \nMental Health Hubs, to provide specialist support for \npeople with intellectual disability and training for more \nthan 1500 health and disability professionals.\nA more connected health system\nSeven evidence-based integrated care initiatives \nfocused on improving outcomes for vulnerable and \nat-risk populations and connecting them with services \nand support. Comparisons with control groups have \nalready demonstrated results.\nEmergency Department to Community: Each patient \nshowed an average reduction of 10 presentations to \nemergency departments, over 12 months.\nResidential Aged Care: Reduced bed days from \nunplanned admissions by 24 per cent, with an average \nannual reduction in ambulance callouts of 21 per cent. \nVulnerable Families: By providing community support to \nparents or carers with complex health and social needs, \nand their children, this program saw an average reduction \nof 0.4 emergency department admissions per patient \ncompared with the control group.\nPaediatric Network: On average, travel was reduced \nby 4620 km for each patient, and there were on average \n12 fewer missed days of school for the patient, and six \nfewer missed workdays for the carer.\nSpecialist Outreach to Primary Care: Improving the \ncapacity and capability of general practitioners to provide \nspecialist assessment and care in non-hospital settings \nled to a 44 per cent reduction in attendance to emergency \ndepartments for the enrolled patients. All patients \nreported improved engagement and GP integration.\nSecondary Triage: Between June 2020 and June 2021, \nNSW Ambulance received 106,254 calls from residential \naged care facilities; 47,833 were classified as low \nacuity calls (45 per cent). Of these, 12 per cent (5885) \nwere managed by the Secondary Triage process with \n57 per cent (3343) of residents receiving their care in \nresidence, with no transfer to hospital required. \nPlanned Care for Better Health (PCBH): Improves care \nquality and health literacy, and can lead to a reduction in \nunplanned hospital admissions. PCBH and other key \nintegrated care initiatives achieved a saving of 200,000 \nbed days in the first half of 2021.\nNSW Health\t\nAnnual Report 2020-21   :  Performance   :  page 24\n\n\nCollaborative Commissioning\nCollaborative Commissioning is a whole-of-system \napproach that supports value based care in the \ncommunity by setting up working relationships between \nhealth organisations, stakeholders and service providers \nacross the entire range of care for a patient.\nThe central platform of Collaborative Commissioning \nhas been the establishment of regionally based \npartnerships between primary health networks, \nlocal health districts and other affiliated health \norganisations. These partnerships led change at the local \nlevel by focusing healthcare around the priority health \nneeds of their local population, using local resources.\nSix Collaborative Commissioning partnerships were \nestablished to focus on:\n•\tcardiology in the community\n•\tvalue based urgent care\n•\turgent care for frail and older persons\n•\ttype 2 diabetes\n•\tobesity and diabetes\n•\tchronic obstructive pulmonary disease and \ncongestive heart failure.\nLinking GP data\nIn NSW, 450 GP practices – almost one in five GP practices \n– participated in the data linkage project Lumos. The \nlinked datasets brought together primary care clinical \ninformation with hospital data to support decision making \nacross value based healthcare programs. \nConnecting better with Aboriginal Community \nControlled Health Services\nIn 2020-21, the Centre for Aboriginal Health focused on \nsupporting Aboriginal Community Controlled Health \nServices (ACCHS) to manage COVID-19. This included \nsupporting ACCHS:\n•\twith clinical education in partnership with the Royal \nAustralian College of General Practitioners and \nAboriginal Health and Medical Research Council of NSW\n•\twith access to social and emotional wellbeing support \nand consumables, as well as advice around infection \ncontrol, border closures and exemptions.\nRules were introduced in all Service Agreements to \nensure all local health districts and specialty health \nnetworks had a partnership agreement with their local \nACCHS. The Agreements are subject to periodic review \nand require high-level representation within the local \nhealth district.\nPerformance frameworks and clinical networks were \nestablished with local health districts and specialty \nhealth networks to enable integrated planning and \nservice delivery. Some of these clinical networks have \nestablished an Aboriginal health program of work, \nincluding the Aboriginal Chronic Conditions Network \nand the Cardiac Network. \nThe Centre for Aboriginal Health continued to work \non seed projects in areas of particular importance, \nincluding mental health, cancer and incorporated \nculture into the delivery of antenatal care services \nfor women giving birth off country.\nFrailty taskforce\nThe Agency for Clinical Innovation established the \nNSW Frailty Taskforce and a Community of Practice \nwith over 500 members, encouraging a more integrated\napproach to frailty, ageing well and end of life care. \nTowards Zero Suicides\nTowards Zero Suicides aims to reduce the suicide rate \nin NSW by 20 per cent by 2023. In 2020-21 the initiative \nprogressed, with: \n•\tseven SafeHavens providing an alternative to \npresenting to emergency, and 12 Suicide Prevention \nOutreach Teams launched\n•\tthe availability of aftercare in nine primary \nhealth networks\n•\tsuicide prevention rural counsellors recruited in eight \nlocal health districts\n•\tthe development of suicide care pathways to improve \ncare and prevent suicide in 15 local health districts and \nJustice Health\n•\tthe completion of suicide prevention training by 3769 \ncommunity members, 1158 Service NSW staff and 475 \nNSW Health staff \n•\tcommissioning of statewide packages for \npriority populations\n•\tprogression of 12 Aboriginal suicide prevention projects\n•\tcommencement of three peer-led programs \n•\tfour new Community Wellbeing Collaboratives \nthat organise local community response to suicide \nbecoming operational \n•\tYouth Aftercare services for children and young people \nat risk of suicide operational in three local health districts\n•\tthe launch of the NSW Suicide Monitoring System, \nwhich provides monthly reports on the estimated \nnumber of suspected and confirmed suicides in NSW\n•\tthe launch of support services for people who are \nbereaved and affected by suicide. \nNSW Health\t\nAnnual Report 2020-21   :  Performance   :  page 25\n\n\nAchieving mental health reform\nMental health is a focus and priority across the NSW \nhealth system. Achievements in mental health reform \nin 2020-21 included:\n•\tthe Aboriginal Mental Health and Wellbeing Strategy \n2020-25, which was published in December 2020. \nNSW Health also continues to support local health \ndistricts and specialty health networks to develop \ntheir own implementation plans\n•\tNSW Health progressing work on the NSW Peer \nWorkforce Framework in 2020-21, including \nestablishment of an Expert Reference Group and \ncommencement of procurement to support a \ncomprehensive consultation and engagement process. It \nis anticipated consultation will continue into early \n2022, with the framework expected to launch in 2022\n•\tthe NSW Service Plan for People with Eating Disorders \n(2021-2025), published on the NSW Health website. \nEmbedding the treatment of eating disorders services \nas core business in districts and networks will ensure \npeople can access care close to their home, \nfamilies and local support networks\n•\tThe Mental Health and Cognitive Impairment Forensic \nProvisions Act 2020, which commenced in March 2021, \nreplacing the Mental Health (Forensic Provisions) \nAct 1990. The changes included updated language, \nand changes to make the forensic mental health system \nmore efficient, transparent and clear. The changes were \ncommunicated through new information resources \nfor the health sector and community, including an \ninformation session for NSW Health staff\n•\tThe Family Focused Recovery Framework 2020-2025, \nwhich was launched in October 2020, focusing on the \nwellbeing of children of parents with mental illness, \nand parents with mental illness. Grants were provided \nto specialty health networks and local health districts \nto support implementation of the new framework. \nA baseline evaluation has been conducted to monitor \nthe ongoing effectiveness of the framework.\nA five-year mental health reform program\nIn June 2021, NSW Health submitted an initial report \nagainst 17 of the 24 actions identified in Living Well in \nFocus 2020-2024: A strategic plan for community \nrecovery, wellbeing and mental health in NSW (LWiF) \nby the Mental Health Commission of NSW. \nNSW Health has planned to provide the next, \nmid-term progress report on the implementation \nof LWiF in mid-2023.\nEnhancing rural counselling support\nIn 2021, the NSW Government committed $21.15 million \nfor a five-year extension of the Rural Adversity Mental \nHealth Program.\nSeclusion and restraint prevention\nAs part of the NSW Mental Health Patient Safety \nProgram, 50 Improvement Coaches were trained to work \nwith mental health services to identify improvement \npriorities and to lead improvement initiatives against these \npriorities. \nThe Clinical Excellence Commission has worked \nwith three local health districts on safety and quality \nprojects to reduce restrictive practices. \nIn June 2021, the Mental Health Branch completed a series \nof statewide training webinars presented by international \nexperts on the Six Core Strategies© to reduce risk, \nprevent and work to eliminate the use of seclusion and \nrestraint. These included follow-up coaching sessions \nfor 20 clinical leaders and managers of acute mental \nhealth facilities. \nReducing unplanned mental health \nadmissions for Aboriginal people\nNSW Health is actively building a more inclusive \norganisational culture across the health system to \nensure the cultural safety of Aboriginal people is \nprioritised. An example of this is the Aboriginal Health \nDashboard Toolkit, which included advice on building \ncultural competency, improving identification, \nestablishing cultural safety of environments \nand effective communication. \nQuarterly performance meetings across 2020-21 have \nprovided the opportunity to put this advice into practice \nthrough monitoring and implementation of initiatives to \nreduce the gap in care between Indigenous and non-\nIndigenous mental health consumers in areas such as \nreadmission to hospital and post-discharge care in the \ncommunity.\nSupporting Royal Commissions into \naged care and disability\nDuring 2020-21, NSW Health continued to lead the NSW \nGovernment input to the Royal Commission into Aged Care \nQuality and Safety. This included responding to the Royal \nCommission’s requests for information, attendance at the \nspecial hearing on the impact of COVID-19 in aged care \nheld in August 2020 and providing a response to the Royal \nCommission’s draft recommendations. \nNSW Health\t\nAnnual Report 2020-21   :  Performance   :  page 26\n\n\nNSW Health also responded to requests from the \nRoyal Commission into Violence, Abuse, Neglect and \nExploitation of People with Disability. NSW Health \nrepresentatives appeared as witnesses at three public \nhearings focusing on:\n•\tthe provision of healthcare or services for people \nwith cognitive disability\n•\teducation and training of health professionals in \nrelation to people with cognitive disability.\nStrengthening services for frailty, \nageing and end of life care\nSafety in residential aged care\nNSW Health worked with the Australian Government \nDepartment of Health and the Aged Care Quality and \nSafety Commission to develop and update the Protocol \nto support joint management of a COVID-19 outbreak in \none or more residential aged care facility (RACF) in NSW. \nThe joint protocol is one of a suite of documents that will \nhelp the Australian Government, NSW Government and \naged care approved providers work together to prevent, \nprepare for and respond to an outbreak of COVID-19 in a \nCommonwealth-funded registered aged care facility in NSW. \nThe protocol aims to optimise care for all residents in \nimpacted nursing homes, regardless of their COVID-19 \nstatus, and to contain and control the outbreak to bring \nit to an end as quickly and safely as possible.\nNSW Health residential aged care services implemented \na new Serious Incident Response Scheme (SIRS), a new \nset of Commonwealth reporting obligations for residential \naged care providers commencing 1 April 2021. The SIRS is \nfocused on the safety, health, wellbeing and quality of life \nof aged care consumers.\nSupporting independence and wellbeing \nfor older people\nIn line with the Australian Government’s aged care reform \nagenda, NSW Health is committed to ensuring wellness \nand reablement (short-term or time-limited support) \npractices are implemented as a core part of all NSW \nHealth aged care services. The approach ensures that \nolder people in NSW live as active, purposeful, healthy \nand independent lives as they can and, where possible, \nremain living in their own homes. \nTo assist in the focus on client independence and \nautonomy, NSW Health published the Wellness and \nReablement in Aged Care Guideline in January 2021.\nThe guideline aims to support and promote a \nconsistent understanding of wellness and reablement, \nand its practical implementation and measurement \nacross aged care services provided by NSW Health. \nIt applied to all aged care services provided by NSW \nHealth: Transitional Aged Care, the Commonwealth \nHome Support Program, the Aged Care Assessment \nProgram and the Regional Assessment Service. \nImproving palliative care in NSW\nImprovements and enhancements to palliative care \ncontinued across NSW in 2020-21. An extra 20 nurses \nand 35 allied health professionals joined the specialist \npalliative care workforce to provide greater choices for \npeople at the end of life and to ensure people can be \ncared for at home if they choose.\nIn regional and rural NSW, palliative care services were \nsupported to use telehealth so that people can access \nspecialist palliative care wherever they live.\nAcross NSW, 34 refurbishment projects of palliative \ncare facilities were completed to create more home-like \nenvironments for patients, families and carers when \npatients are cared for in hospital settings at the end of life. \nA further 34 refurbishment projects will be completed \nover the next two years. Following a further funding boost \nin the 2020-21 Budget, an extra 5000 End of Life home \nsupport packages are now available for people in NSW. \nNSW Health received $10 million over five years from \nthe Australian Government to enhance palliative care \nfor people in residential aged care facilities. \nAll districts have completed planning and are now \nimplementing a variety of approaches, including additional \nnurses to provide in-reach palliative care, education and \ntraining to build skills of staff, shared assessment and \ncare planning, as well virtual care. \nHealthcare for vulnerable people\nIntellectual Disability Health Service\nThe Intellectual Disability Health Service (IDHS) has \nprovided capacity-building for primary healthcare and \nNSW Health staff and improved access \nto quality mainstream health services for people with \nintellectual disability and complex needs. An evaluation \nof the program is underway to assess program outcomes \nand inform future implementation. \nNSW Health\t\nAnnual Report 2020-21   :  Performance   :  page 27\n\n\nTwo new intellectual disability \nmental health hubs\nAn investment of $4.4 million over four years has funded \ntwo Statewide Intellectual Disability Mental Health \nHubs. These Statewide Intellectual Disability Mental \nHealth Hubs were launched by the Minister for \nMental Health and the Minister for Families, \nCommunities and Disability in February 2021. \nMore than 100 people with intellectual disability and \nco-occurring mental health problems have received \na clinical consultation or assessment. The Hubs have \nalso provided training for more than 1500 health and \ndisability professionals. \nBoth the Sydney Children’s Hospitals Network Mental \nHealth Intellectual Disability Hub and the Statewide \nIntellectual Disability Mental Health Outreach Service \nat Sydney Local Health District have received referrals \nfrom regional and metropolitan services, with care \nbeing provided face-to-face and through telehealth. \nCOVID-19 support for people with disability\nCommunities of Practice were established across key \nclinical specialities to support the response to COVID-19. \nThe Disability Community of Practice has provided a forum \nto share ideas, strategies, local solutions and concerns \nwith respect to pandemic preparedness for people with \ndisability. The group has more than 150 members including \npeople with disability, peak non-government organisations, \nclinicians, program managers and other key stakeholders. \nSupports provided to people with disability and \nparticipants of the National Disability Insurance \nScheme (NDIS) during the pandemic included:\n•\tthe introduction of NDIS Hospital Liaison Officers \nin local health districts \n•\timplementation of new escalation pathways and an \naccommodation register to assist with safe patient \ndischarge from hospitals\n•\tprovision of disability-related public health messaging \ndistributed via easy-read resources, webinars, websites, \nvideos and virtual NDIS service provider forums.\nLGBTQI health \nIn 2020-21, NSW Health opened the first of two new \ntransgender health service hubs, following a gender \nservices review. Maple Leaf House, in Newcastle, \nprovides coordinated, multidisciplinary health services \nfor trans and gender diverse children, adolescents and \nyoung people.\nFrom 2021-22 onwards, $3.4 million a year has been \ncommitted to gender services including the development \nof a joint service across Sydney Children’s Hospitals \nNetwork in partnership with a Sydney-based local health \ndistrict and statewide coordination including further \ndevelopment of the NSW Model of Care.\nIn June 2021, the NSW Government committed \n$3 million to ACON towards the establishment of \nan LGBTQ health centre.\nOnce established by ACON, the health centre will aim \nto improve access for lesbian, gay, bisexual, transgender, \nqueer and other sexuality and gender diverse people to \nprimary and community-based healthcare.\nAn integrated approach to trauma\nThe Integrated Prevention and Response to Violence, \nAbuse and Neglect (IPARVAN) Framework is being \nimplemented to strengthen NSW Health’s response \nto violence, abuse and neglect, including children \nand young people with problematic or harmful sexual \nbehaviour. An implementation plan for phase 2 is under \ndevelopment focusing on integrating NSW Health’s \nViolence, Abuse and Neglect services with the broader \nhealth system and interagency partners as well as \ncontinuing the phase 1 focus on integrating Violence, \nAbuse and Neglect services themselves. \nThe Agency for Clinical Innovation partnered with \nNSW Health’s Education Centre Against Violence to \ndeliver trauma-informed care training for clinicians. \nParticipants learned about the application of trauma \nand violence-informed approaches to their work, \nwith a particular focus on First Nations people of \nAustralia accessing healthcare systems. \nThe domestic violence routine screening pilot commenced \nin six emergency departments with the support of eHealth \nNSW’s clinical system solutions for flagging and screening \neligible patients, and training for health staff delivered \nby NSW Health’s Education Centre Against Violence. \nAn evaluation of the pilot is underway, to be completed \nin mid-2022.\nPrograms were implemented as part of the NSW \nGovernment response to the Royal Commission into \nInstitutional Responses to Child Sexual Abuse, including:\n•\ta pilot by South Eastern Sydney and Mid North Coast \nlocal health districts to improve outcomes for survivors \nthrough specialist trauma counselling and treatment \nprovided by NSW Health’s sexual assault, mental health, \nalcohol and other drug and Aboriginal health services, \nwith community support services. \nNSW Health\t\nAnnual Report 2020-21   :  Performance   :  page 28\n\n\nAn action research evaluation and costing study will \nprovide evidence to inform statewide rollout of the new \nintegrated service model from 2022-2023\n•\ta Sexual Assault and New Street Services Access \nStrategy for People with Disability, developed by NSW \nHealth in partnership with the NSW Health Education \nCentre Against Violence. The strategy sets out a \nframework to improve access for people with disability to \nNSW Health specialist Sexual Assault Services and New \nStreet services for children and young people who have \nengaged in problematic or harmful sexualised \nbehaviours, including support for their families and \ncarers, by enhancing specialist therapeutic practice and \nbuilding workforce capacity for disability inclusion. A \nCo-design Advisory Committee made up of people with \nlived experience has been established to guide \nimplementation of the strategy.\nOn behalf of the NSW Government, NSW Health \nis developing a NSW Framework for Preventing \nand Responding to Problematic and Harmful Sexual \nBehaviours. A cross-government governance structure \nhas been established to lead the development of the \nframework and supporting projects. The framework will \nbe based on a public health model and is being developed \nthrough a co-design approach. A review of the current \npolicy and legislation approach in NSW, a survey of the \nworkforce across the sector and a quantitative and \nqualitative research project with children and young \npeople who have displayed problematic and harmful \nsexual behaviours and their parents and carers have been \ncompleted. Drawing on this evidence will ensure that the \nframework responds to the current context in NSW and \nexperience of children and families. An implementation \nplan for the framework is also under development and \nwill outline actions and activities that will be prioritised \nunder the framework’s strategic directions, including \na strong focus on primary and secondary prevention \ninitiatives and resources.\nIn addition, an Integrated Trauma-Informed Care \nFramework for vulnerable children, young people \nand families was being developed, aiming to improve \nthe healthcare experiences of vulnerable children and \nyoung people and their families and carers, as well as \nthe experiences of healthcare providers. \nThe Safe and Supported at Home (SASH) Program \nlaunched in 2018 supported patients with disabilities \nto manage at home, particularly those who have been \nunsuccessful with applying to the NDIS. In 2020-21, there \nwere 7400 packages delivered to support people with \ndisability to remain in their own home.\nHealth Research and Innovation Award winner \nA Childhood Cancer \nNational Precision \nMedicine Program\nThe Sydney Children’s \nHospitals Network\nThis program aimed to develop a comprehensive \ntesting platform to provide in-depth tumour profiling \nto identify personalised treatment plans for children \nwith high-risk cancers. The Zero Childhood Cancer \nplatform includes rapid genome sequencing and \ndrug testing to analyse patient results to identify \nnovel therapies. Results included:\n•\tmore than 350 children with high-risk cancers \nbeing enrolled in the program\n•\treportable molecular aberrations being identified in \nmore than 90 per cent of cases leading to a change \nof diagnosis in five per cent of patients, while 70 per \ncent received a new treatment recommendation\n•\ta previously unknown germline mutation being \nidentified in 16 per cent of cases\n•\t25 per cent of patients receiving a new treatment, \nwith the majority showing clinical benefit\n•\t40 per cent of patients experiencing a cessation \nof tumour growth, and 30 per cent having their \ntumours shrink – in some cases with complete \ndisease resolution.\nThe Sydney Children’s Hospitals Network won the \n2020 Health Research and Innovation Award for \nthis program.\nThe Sydney Children’s Hospitals \nNetwork developed a platform to \npersonalise treatment for children \nwith high-risk cancers.\nNSW Health\t\nAnnual Report 2020-21   :  Performance   :  page 29\n\n\nPriority 4\nDevelop and support \nour people, culture \nand governance\nAmid challenging circumstances \nand a rapidly changing landscape, \nour staff remained our most \nimportant asset, enabling us \nto serve and deliver quality \nhealthcare for the people of NSW. \nIn hospitals and health services, \nour frontline staff continued to \nensure the acute and chronic \ncare, and physical and mental \nwellbeing of the citizens of NSW. \nOthers provided support, \nmanagement and development \nof our critical workforce. \nWorkplace health, safety and wellbeing remained a \npriority. The commitment and dedication of our people has \nenabled NSW Health to maintain the highest standards of \ncare while ably responding to the COVID-19 pandemic. We \ngrew our workforce and deployed staff where they were \nmost needed. We continued to support and upskill our \nstaff, offering dedicated wellbeing services and training to \nempower them in an increasingly digital healthcare \nenvironment. \nOur ongoing focus on leadership development, listening to \nfeedback, and improving practices through technology \nmeant we continued to enhance our support for staff. In \naddition, we celebrated the strength and diversity of our \nworkforce, their resilience and CORE values of \ncollaboration, openness, respect and empowerment.\nOur priorities \n4.1 \t \u0007\nAchieve a ‘Fit for Purpose’ workforce for now \nand the future\n4.2 \u0007\nImprove diversity in all levels of the system \n4.3 \u0007\nStrengthen the culture within Health \norganisations to reflect our CORE values \nmore consistently\n4.4 \u0007\nDevelop effective health professional \nmanagers and leaders\n4.5 \u0007\nImprove health, safety and wellbeing at work\n4.6 \u0007\nDeliver effective regulation, governance \nand accountability \nKey achievements\n•\tMore than 400 final-year medical students \nwere employed in Assistant in Medicine (AiM) \npositions across 41 facilities in local health districts \nand networks between July and November \n2020. The AiM position was established in March \n2020 to supplement the junior medical workforce \nin response to the pandemic. \n•\tThe NSW Government committed $46.8 million \nover four years in the 2020-21 state budget to create \n100 additional Wellbeing Nurse positions to be placed \nin NSW secondary and primary schools. By 22 June 2021, \n28 of the first tranche of 50 Wellbeing Nurses had \nbeen recruited.\n•\tTo celebrate the strength of staff diversity, build an \ninclusive culture and support staff, the Diversity Inclusion \nBelonging Resource Hub was launched in December \n2020 to provide direction to NSW Health organisations.\n•\tPublic health organisations continued to implement \nworkplace culture and safety action plans, expanding \nthese to include a range of COVID-19-specific wellbeing \ninitiatives such as wellness support webpages and \nresources, workshops partnering with the Black Dog \nInstitute and various webinars focusing on mental health \nin lockdown. NSW Health contributed more than $4.6 \nmillion to local health districts, networks and statewide \nservices to fund this work.\n•\tThe NSW Health Focus on the Future initiative aligns with \nthe Future Health Strategy in supporting the health \nsystem to become digitally enabled and adaptable to \ntechnological changes and disruptions. The initiative \nhelped senior leaders to forecast workforce needs \nthrough workshops and programs focused on creating \na culture of innovation. Focus on the Future has produced \na series of podcasts for the NSW Health workforce and \ncommunities about future ways of working, and how \ntechnology will intersect with healthcare in the future. \nNSW Health\t\nAnnual Report 2020-21   :  Performance   :  page 30\n\n\nSupporting the workforce \nduring the pandemic\nNSW Health delivered a range of workforce \nplanning and support to respond to the pandemic \nstaffing requirements. \nVarious additional positions and roles helped to relieve \nworkforce pressures, including the Assistant in Medicine \n(AiM) position for final-year medical students. \nMore than 2000 nurses undertook critical care upskilling \nand refresher courses in preparation for a surge in \nintensive care requirements as a result of the pandemic. \nNurses have also been utilised broadly across the health \nsystem, leading vaccination and COVID testing, as well \nas supporting patients in the community and in health \nhotels. Nurses have rapidly established COVID-specific \nwards, caring for COVID-positive patients who \nrequire hospital-based care.\nThe nursing graduate workforce was increased in \nresponse to COVID, with an additional 150 positions \ntargeted to support the vaccination rollout in NSW \nHealth vaccination hubs. These graduates will also gain \nexperience in hospital acute care, preparing them more \nbroadly as a future workforce in the health system.\nBudget support was provided for 318 full-time equivalent \ntemporary allied health positions between April and \nDecember 2020. The funding intention was to prioritise \nthe skilled critical care physiotherapy workforce into \nintensive care units, to lower the demand on inpatient \nhospital beds for non-COVID-19 patients and reduce wait \nlists. About 260 positions were filled, with many local \nhealth districts using the funding to extend the period of \nengagement and retain the roles over a 12-month period.\nTo increase the COVID vaccination rollout, NSW Health \nenabled a wide range of health practitioners and \nhealth practitioner students to be authorised to \nadminister the COVID-19 vaccine to the community. \nThese health practitioners and students are supported \nby additional education and work in NSW Health \nvaccination hubs. \nThe Care Assistant Strategy identified low-risk \nCOVID-19-related activities able to be supported by \na person from a non-health background when given \nappropriate training. A care assistant role was \ndeveloped as a temporary role to provide basic \ncare and companionship to patients, enabling healthcare \nprofessionals to continue to deliver critical functions.\nSupport was also provided to NSW Health staff navigating \nthe pandemic themselves, including a suite of internet \nresources around the themes of wellbeing, virtual \nenvironments, and leading in uncertain times.\nThe Pandemic Kindness Movement website, \ndeveloped in 2020 by the Agency for Clinical Innovation \nwith national partners, also continued to support health \nworkers with peer-reviewed resources. The Pandemic \nKindness Movement forms part of the NSW Health focus \non elevating the human experience for everyone involved \nin receiving and providing care. The site has had over \n100,000 views since its launch.\nAchieving a fit-for-purpose workforce\nA sustainable health system that delivers outcomes \nthat matter to patients means providing a workforce \nable to rapidly respond to community needs. To achieve \nthis goal, a horizon scanning process is assisting in \nworkforce planning to identify workforce requirements \ntowards 2030. \nEnhancing the workforce to meet \nthe needs of the community\nThe NSW Health Professionals Workforce Plan aims to \nensure a fit-for-purpose workforce to provide a quality \nhealth service to NSW citizens. A record 51,794 full-time \nequivalent nurses and midwives were working in NSW \nHealth hospitals and facilities as at June 2021 – 41,994 \nnurses, 1677 midwives, and 8123 nurses and midwives \nwith dual registration.\nNSW Health supports the development of the enrolled \nnurse workforce through scholarship positions linked to \nareas of workforce need; 219 scholarships were awarded \nto support students to undertake enrolled nurse training \nin 2021. NSW Health has also committed $3.7 million in \nfunding over four years to recruit six additional Breast \nCare Nurses for the McGrath Foundation. \nThe NSW Government committed $46.8 million over \nfour years in the 2020-21 state budget to create 100 \nadditional Wellbeing Nurse positions through the \nWellbeing and Health In-reach Nurse Coordinator \nProgram. The program is a partnership between \nNSW Health and the NSW Department of Education \nand provides a Wellbeing Nurse position in selected \nmetropolitan, regional and rural communities in NSW. \nThese roles will work with identified secondary and \nprimary schools’ existing wellbeing and learning teams \nand local health and social services to support students \nand their families on health and wellbeing issues, \nincluding mental health, social and behavioural support, \nphysical health, and peer or family relationships. \nIn June 2021, 28 of the first tranche of 50 positions \nhad been filled and 23 Wellbeing Nurses were \nworking in schools. \nNSW Health\t\nAnnual Report 2020-21   :  Performance   :  page 31\n\n\nThe Student Placement Agreement was updated in 2021 \nto broaden the scope of student placements in clinical and \nnon-clinical areas across facilities and Health Administration \nCorporation organisations. This will enable NSW Health to \nbuild a pipeline of students in new and emerging fields to \nensure we continue to attract a fit-for-purpose workforce. \nThroughout the year, NSW Ambulance used \nassessment centres in its recruitment to allow applicants \nto demonstrate their capabilities through a range of \nmethods. Robust evaluation has provided insight into \nthe diversity of applicants and enabled the organisation \nto identify, upskill and recruit future leaders.\nIncreasing diversity in the workforce\nNSW Health welcomes people of diverse backgrounds \nand remains committed to maintaining a workforce \nthat reflects the community it serves. We launched the \nDiversity Inclusion Belonging Resource Hub in December \n2020 to provide direction to NSW Health organisations in \nmeeting the diversity and inclusion targets set under the \nPremier’s Priorities. \nThe Diversity Inclusion Belonging guide acknowledges the \nelements of diversity and inclusion and the positives that \ncome from individual differences, and recognises the \ncrucial role a sense of belonging plays in delivering an \neffective, functioning, diverse and inclusive workplace.\nBuilding pathways for Aboriginal employees\nEmploying Aboriginal staff within the health system is \nvital to ensure that culturally appropriate care is provided \nto Aboriginal people. To improve employment and career \nopportunities, NSW Health:\n•\tpromoted and advocated for an enhanced Aboriginal \nWorkforce Dashboard platform for improved visibility \non the Aboriginal workforce data against targets\n•\tembedded Aboriginal workforce targets in all NSW \nHealth Service Performance Agreements\n•\tscoped a refresh of the Good Health – Great Jobs \nAboriginal Workforce Strategic Framework in 2021\n•\tcontinued to improve pathways for entry for Aboriginal \npeople into the mental health workforce. This included \nimplementation and monitoring of the Aboriginal Mental \nHealth Workforce Program.\nThe Aboriginal Nursing and Midwifery Strategy supports \nthe NSW Health commitment to increase the Aboriginal \nnursing and midwifery workforce. In 2021:\n•\t105 Aboriginal cadetship positions were awarded, \nwith more than half of the cadets located in rural \nand regional areas\n•\t68 undergraduate and 14 postgraduate Aboriginal \nscholarships were awarded to support nursing and \nmidwifery studies.\nAs part of its 2025 strategy, NSW Health Pathology has \nestablished a target of having three per cent of its \nworkforce be Aboriginal and Torres Strait Islander staff. \nThe current proportion grew to 1.35 per cent in June 2021.\nImproving the rural and remote \nhealth workforce\nNSW Health continued to support and grow our workforce \nwhere it was needed most. To enhance the workforce to \nprovide better care for rural and regional citizens we: \n•\tlaunched a pilot for a four-year incentive package \nfocused on the recruitment and retention of allied health \nprofessionals to areas of critical need in rural and remote \nregions. As part of the package, eligible early-career \nallied health professionals can receive an incremental \nannual contribution to a HECS-HELP loan. One of 10 \nHECS/HELP incentive packages has been taken up to \ndate and Far West Local Health District is in the process \nof identifying suitable positions\n•\tprovided Rural Learning Pathways, aimed at \nstrengthening pathways from education to employment \nfor people in rural and regional NSW. The first phase of \nthe project included investigating ways for existing staff \nto access on-site upskilling opportunities and student \ntraining through vocational education and training in \nschools, and student-based apprenticeships and training\n•\trecruited four psychology positions across \ndrought-affected areas as at June 2021, part of the \nsix positions identified in the 2019 NSW Government \nelection commitment funding. Recruitment activities \nare continuing \n•\tworked with Southern NSW Local Health District and \nMurrumbidgee Local Health District to develop a pilot of \nthe Leading for Innovation Program with rural workforce \nparticipants to foster leadership capabilities and \nworkplace innovation. \nThe Nursing and Midwifery Office supported improved \nrural and regional services in 2020-21 by: \n•\tcoordinating recruitment, with more than 25 per cent \nof graduate nurses and midwives recruited in rural and \nregional areas, and more than 25 per cent of registered \nnurses recruited into midwifery training positions in rural \nand regional areas\n•\tawarding more than 1000 scholarships to NSW Health \nnurses and midwives to support postgraduate education \nacross specialties, with one-third awarded in rural areas \n•\tawarding more than 600 clinical placement grants \nto NSW nursing and midwifery students to support \ndiversity of clinical experiences across rural and \nmetropolitan areas\n•\tfunding 10 rural postgraduate midwifery student \nscholarship positions.\nNSW Health\t\nAnnual Report 2020-21   :  Performance   :  page 32\n\n\nDeveloping the allied health workforce\nAllied health provides vital clinical and community \nhealth services to NSW citizens. Workforce planning \nprojects for five different allied health professions \nwere completed in 2020-21: audiology, music therapy, \nart therapy, child life therapy and diversional therapy. \nThe projects explored challenges experienced across \nNSW for these smaller workforces, including limited \nprofession-specific education and limited opportunities \nfor career progression. They also explored \nopportunities to grow and support these allied health \nworkforces in a discipline-specific context. For example, \nthey explored the benefits of embedding child life \ntherapists in multidisciplinary teams, and delivery \nof culturally appropriate therapies. The reports are \nlocated on the NSW Health allied health webpage.\nGrowing the genomics workforce\nGenomics applies knowledge of genes and genetic \ninformation for the benefit of human health. The NSW \nHealth Genomics Strategy forms the beginning of a \nlong-term commitment by NSW Health to ensure the \npotential benefits of genomics are incorporated into the \nsystem effectively. Key workforce development \nachievements included delivery of career marketing \nmaterials on the Map my Health Career and Centre for \nGenetic Education sites, workforce scenario modelling \nusing data insights and an approach to support genetics \nintegration into other models of care across the system. \nNSW Health Pathology has recruited a skilled workforce \nfor the provision of a statewide Clinical Genome and \nExome Sequencing Service. Exome sequencing provides \nanswers and enables improved management plans for \nmany families with serious genetic conditions and couples \nplanning a family. \nA workforce of nine full-time equivalent staff including \nclinical laboratory scientists, ICT development engineers, \nproject and operations managers and a bioinformatician \nhave developed the infrastructure and systems, including \nan in-house designed analysis pipeline required to support \nhuman exome and genome sequencing at scale. \nGenomics is also used to better understand the origin \nof pathogen-based outbreaks and how infectious diseases \nspread, most recently seen with COVID-19. The COVID-19 \nGenomic Surveillance Program, established by the NSW \nHealth Pathology Institute of Clinical Pathology and \nMedical Research, is enabled by 11 full-time equivalent \nstaff and supported by eight postgraduate \nresearch secondments. \nFrom July 2020 to June 2021, the genomic surveillance \nteam produced 49 reports describing 105 NSW clusters. \nGenomic analysis of individual COVID-19 cases enables \nbetter understanding of potential links. \nPeople and Culture Award winner \nKeeping Staff \nSafe - Reducing \nNeedlestick Injuries\nHunter New England \nLocal Health District\nHealthcare workers are at increased risk of being \nexposed to blood-borne viruses through needlestick \ninjuries. This was recognised as a risk at Hunter New \nEngland Local Health District. Despite a range of \nsafety awareness initiatives being implemented, \nthere was no significant reduction in exposures. \nThe project aimed to reduce needlestick injuries \nthrough mandated use of standardised Safety \nEngineered Sharps Devices for subcutaneous \nand intramuscular injections across the District. \nSince the completion of the project, there was \nan overall reduction in needlestick injuries from \nhollow-bore needles of 31 per cent in 2019 compared \nwith 2018, and this continued with a 60 per cent \nreduction (average) in 2020. Implementation of \nthis strategy has the potential to save Hunter New \nEngland Local Health District $328,000 for the \nimplementation year and more than $500,000 \nongoing. The Hunter New England Local Health \nDistrict won the 2020 People and Culture Award \nfor their achievement.\nStaff at Hunter New England \nLocal Health District, including, \nfrom left, Lyn Lovell, Trish Robertson, \nJillian Martinelli and Jenny Greig, \nimplemented a project to reduce \nneedlestick injuries.\nNSW Health\t\nAnnual Report 2020-21   :  Performance   :  page 33\n\n\nThis supports contact tracing and the identification of \nclusters to provide actionable information to inform public \nhealth. The team works closely with Health Protection \nNSW, local public health units and other jurisdictions to \nenhance skills of healthcare professionals in pathogen \ngenomics and optimise the utility of COVID-19 genomics \nfor pandemic control. \nManaging talent and \nincreasing capability\nNSW Health is focused on supporting staff to improve \ncare and services for NSW citizens. As part of this, \nour talent management roadmap included leader \nsuccess profiles to demonstrate ‘what great looks like’ \nin key leadership positions across the system. \nDuring 2020, leader success profiles were developed \nfor general managers. Success profiles for Director \nAllied Health, Director Nursing and Midwifery and rural \nsite managers (Health Service Manager – Multipurpose \nServices) have been commissioned and will become part \nof the NSW Health Talent Strategy. These tools have \nassisted to foster talent in the current workforce, \nensuring it is fit for purpose into the future.\nOptions to progress award reform to support the Future \nHealth Strategy are currently being developed. Following \nfurther internal stakeholder consultation within NSW \nHealth and across NSW Government, a broader process of \nconsultation with employees, unions and other \nstakeholders is being planned.\nThe Aboriginal Population \nHealth Training Initiative\nThe Aboriginal Population Health Training Initiative \nsupports Aboriginal people to develop and apply public \nhealth skills by offering three years of workplace-based \ntraining and postgraduate study. In 2020-21, four trainees \nwere recruited and two staff graduated with a Master \nof Public Health.\nDeveloping workforce talent\nNSW Health is committed to developing \nleadership capability in our workforce. To improve \nleadership opportunities for the Aboriginal workforce, \na whole-of-NSW Health stretch target was established \naimed at 16 Aboriginal people in senior leadership roles \nby 2025. The previous goal of doubling the number of \nAboriginal people in senior leadership roles from five \nto 10 by 2025 has already been exceeded, with 11 \nAboriginal senior leaders in place by December 2020.\nNSW Ambulance continued to develop a structured \nseries of evidence-based programs and resources for all \nlevels of leadership, as outlined in the NSW Ambulance \nLeadership Development Strategy. The strategy provides \nstructured development for each level of leader, \nfrom potential future leaders to executive leaders. \nIt provides a clear articulated program of cumulative \nleadership development where staff can readily identify \ntheir current level and also their aspirational target, \nwith each development step in between.\nThis strategy has been shown to: \n•\tdefine the expectations of leaders in NSW Ambulance\n•\tprovide clear career pathways for staff who want to \npursue a leadership career \n•\tprovide development opportunities for leaders at all \nlevels and capabilities \n•\tidentify a talent pool of up-and-coming leaders at \ndifferent levels\n•\tdevelop effective, engaged and compassionate leaders.\nIncreasing the skills and \ncapabilities of our workforce\nThe NSW Health Workforce Forum 2020 was held virtually \nwith over 840 registrations from across NSW Health and \nother government agencies. The forum focused on \nworkforce restoration, recognising the inspiring work of \nNSW Health staff in 2020 amid extraordinary pressures \nfrom bushfires, floods, earthquakes and the pandemic. \nTo enhance the mental health workforce, the Nursing and \nMidwifery Office partnered with the Health Education \nand Training Institute to develop the Mental Health \nPathways in Practice program. This program supports \nmental health nurses and allied health professionals \nto develop their clinical capabilities to deliver best \ncare to those with lived experience of mental illness. \nThree pathways have been published with a further \ntwo to be released in late 2021. \nThe Health Education and Training Institute employed \nnew training and workplace arrangements in response \nto the pandemic. These included rescheduling of \nface-to-face training to respond to system staffing \npressures, converting and adapting face-to-face \ntraining and workshops for virtual delivery, \nand developing online resources to assist \nmanagers adapting to an online environment.\nThe Aboriginal Workforce Unit has engaged with \nworkforce planners to support the development of \ntools, practices and priorities that enable the growth \nand development of the broader Aboriginal workforce.\nNSW Health\t\nAnnual Report 2020-21   :  Performance   :  page 34\n\n\nThe Public Health and Biostatistics \nTraining Programs\nThe Public Health and Biostatistics Training Programs \noffer three years of supervised workplace-based training \nand provide a surge workforce able to respond to public \nhealth risks. In 2020-21:\n•\t26 public health and 18 biostatistics trainees supported \nthe NSW Health COVID-19 response\n•\t13 new trainees were recruited\n•\tnine people completed their training, including four \ntrainee biostatisticians who graduated with a Master of \nBiostatistics. \nBuilding allied health workforce capability\nThe Allied Health in Mental Health (AHMH) Workforce \nproject report explored the current workforce to identify \nopportunities to deliver care that best meets the health \nneeds of people with a lived experience of mental illness, \ntheir families and carers. This report has been developed \nto inform local health districts and networks, AHMH \nworkforce and leaders, mental health executives and \nMinistry branches and pillar agencies to inform workforce \nplanning strategies. Growth of this workforce will increase \naccess to allied health expertise and benefit patients by \nimproving physical healthcare, emotional wellbeing, \nfunctional recovery, social participation and inclusion. \nDeveloping financial staff capability\nTo meet emerging workforce capability needs, \nthe NSW Ministry of Health continued to develop financial \nstaff through secondment programs and workplace \nrotations, and continues to support the NSW Health \nFinance Executive Development Program. These activities \nprovided staff from entry level to executive with new \nprofessional experiences and allowed them to develop the \nnecessary skills to create value, support decision making \nand enhance financial sustainability in a rapidly evolving \nenvironment. After a successful pilot, the Health \nEducation and Training Institute engaged the University of \nTechnology Sydney to co-design and co-deliver a program \nfor senior finance staff, with completion contributing \ntowards a Master of Business Administration. Twenty-four \nstaff have been selected for the cohort. \nUsing data to improve decision making\nNSW Health completed a range of economic appraisals \nto inform current and future investment decisions. \nThese included economic appraisals for the treatment \nand management of wounds, direct access colonoscopy, \nrenal supportive care, virtual care and hypofractionation \nfor breast cancer, which allows patients to receive \nradiation treatment in fewer sessions. \nImproving health and wellbeing \nand strengthening culture for staff\nImproving workplace health and safety\nEnsuring the safety of our staff at work continued to be \na high priority. In 2020-21, NSW Health participated in the \nNSW Government Work Health and Safety Sector Plan \nled by SafeWork NSW. Work began across NSW Health \nto implement its recommendations for improvements to \nsecurity in hospitals, including toolkits, checklists and \ntemplates to help prevent and manage violence. Other \nways to foster continuous improvement in security risk \nmanagement and greater compliance with NSW Health \nsecurity standards included a revised NSW Health \nsecurity manual and a new security audit tool.\nNSW Health continued to provide work health and safety \nadvice to health organisations and unions to manage \nissues arising from the COVID-19 pandemic.\nAs part of its learning culture, NSW Ambulance \nestablished the multi-stakeholder monthly Helicopter \nMission Review Group to enhance collaborative \noperational and safety governance. \nStrengthening culture to reflect CORE values\nNSW Health strives to continuously improve workplace \nculture, with the CORE values of collaboration, \nopenness, respect and empowerment as our foundation. \nIn 2020-21, the Respecting the Difference staff training \nprogram content was reviewed, and a new web portal \nwas developed to support managers across NSW Health \nto address staff grievances, concerns and potential \nmisconduct quickly and constructively.\nPublic health organisations continued to implement \ntheir workplace culture and safety action plans, \nexpanding these to include a range of COVID-19-specific \nwellbeing initiatives such as wellness support webpages \nand resources, workshops partnering with the Black Dog \nInstitute and various webinars focusing on mental health \nin lockdown. NSW Health contributed more than \n$4.6 million to local health districts, networks \nand statewide services to fund this work.\nCultural responsiveness training was provided for \n35 employees, including allied health professionals, \nand Aboriginal Allied Health Cadetship Managers and \nsupervisors to develop key capabilities and action-oriented \napproaches to addressing cultural safety for Aboriginal \nemployees and patients, and their communities.\nNSW Health\t\nAnnual Report 2020-21   :  Performance   :  page 35\n\n\nFostering regulation, governance \nand accountability\nLegal and Regulatory Services Branch core business \nis providing regulatory and compliance services across \nmedicines, drugs and private hospitals. In 2020-21, \ncompliance activities including receipt and management \nof complaints, conduct of investigations, and where \nappropriate regulatory action continued in a timely \nway. The NSW Health Regulators Forum met to focus \non particular projects designed to address future \nchallenges, including the increasing complexity \nand number of health-related complaints.\nWork on the revision of the delegations model has \ncontinued, with final review and approval delayed to \n2021-22 due to the prioritisation of the management \nof the pandemic response.\nNSW Health introduced a new statewide risk reporting \nframework in December 2020, with a focus on drawing \nfrom system expertise to identify potential statewide \nrisks and their impact. \nUsing this new structure, the Ministry has facilitated \ndiscussion forums attended by NSW Health Executive, \nNSW Health Board Chairs and members, Audit and Risk \nCommittee Chairs and members, and risk practitioners, \nseeking to identify emerging risks and to review the \ncontrol environment.\nNSW Health has also worked closely with NSW Treasury \nto review existing whole-of-government risk management \npolicy and guidelines.\nPatient Safety First Award winner \nReducing \nInappropriate Arterial \nBlood Gas Testing in a \n58-Bed Quaternary \nIntensive Care Unit\nNorthern Sydney \nLocal Health District\nArterial blood gas (ABG) analysis is the most \nfrequently performed test in intensive care units \n(ICUs). Blood tests are expensive and contribute \nsignificantly to anaemia, which affects more than \n95 per cent of ICU patients by day three of their \nadmission, with half requiring blood transfusions. \nThis program involved bi-weekly case-based \nin-service training over 12 weeks, \ndepartmental meetings, local ICU newsletter \narticles and closed social media group discussions. \nABG testing reduced from 4.9 to 3.1 per bed per \nday and was sustained for 20 months. There was \na 71 per cent absolute reduction in the number \nof inappropriate ABGs. This intervention will \ndecrease cost, anaemia, need for transfusions, \ninfection risk, sleep disruption and delirium. \nThe Northern Sydney Local Health District \nwon the 2020 Patient Safety First Award for \ntheir achievement.\nReducing inappropriate arterial blood gas \ntesting in the intensive care unit was a \nfocus for the Royal North Shore Hospital \nIntensive Care Unit team including, \nfrom left, Dr Oliver Walsh, Katelyn Davis, \nLarissa Sirotti, Ashleigh McInnes, \nHelen Ganley and Dr Jonathan Gatward.\nNSW Health\t\nAnnual Report 2020-21   :  Performance   :  page 36\n\n\nPriority 5\nSupport and \nharness health and \nmedical research \nand innovation\nNSW Health prioritises and invests \nin innovative health and medical \nresearch. We remain at the \nforefront of clinical trials and \ntranslational research, building on \nscientific discoveries to make life-\nchanging medical advancements. \nThis year, we invested significantly in world-leading \nresearch projects and programs to inform the \ndevelopment of new technologies and approaches to \ndirectly support the response to the COVID-19 pandemic. \nWith a continued focus on leveraging research funding \nto drive outcomes, maximising opportunities for research \ncollaboration both in Australia and internationally, \nand improving data sharing to facilitate research, \nwe are maintaining a culture of healthcare innovation \nfor the benefit of NSW citizens.\nOur priorities \n5.1 \t \u0007\nDrive the generation of policy-relevant \ntranslational research\n5.2 \t\u0007\nDrive research translation in the health \nsystem \n5.3 \tMake NSW a global leader in clinical trials\n5.4 \tEnable the research environment \n5.5\t \u0007\nLeverage research and innovation \nopportunities and funding \n5.6 \t\u0007\nDrive COVID-19 research towards improving \nthe pandemic response \nKey achievements\n•\tThe COVID-19 Research Program was launched to \ngenerate research evidence to support the health system \nresponse. More than $28 million was invested in 2020-21, \nincluding $4.5 million in emergency priority research \nprojects, including investigation of transmission in \nschools and aged care facilities, vaccine safety, \nand serosurveillance to measure the prevalence \nof SARS-CoV-2-specific antibodies.\n•\tThe Cancer Institute NSW enrolled 2760 participants \ninto all cancer clinical trials, which included \nindustry-funded studies. \n•\tNSW Health continued to strengthen the focus on \nAboriginal health in the Translational Research Grants \nScheme. For round six of the scheme an additional \nexpression of interest was accepted if it focused on \nAboriginal or rural/remote health. The maximum number \nof submissions for each local health district was \notherwise five. \n•\tTo attract talent to the field of advanced therapeutics, \n$3.2 million was awarded for 10 PhD scholarships and \nearly-mid career fellowships, with projects supporting \ncapability development in gene, cell and phage therapies.\n•\tAs part of the Spinal Cord Injury Research Grants \nprogram, launched in 2019, seven innovative NSW \nresearch projects were awarded almost $15 million in \nfunding over four years to improve the health of people \nwith spinal cord injuries.\nMaximising opportunity \nfor translational research\nPriority projects were rapidly funded this year to inform \npublic health action in response to the ongoing pandemic. \nWork was also underway to expand the Co-Creating \nEvidence approach across NSW Health to maximise the \nuse of data assets to inform decision making. The \nsuccessful Co-Creating Evidence pilot showed that the \napproach facilitated collaborative partnerships with \nresearchers to use existing NSW Health data to create \nevidence that informed health policy.\nNSW Health\t\nAnnual Report 2020-21   :  Performance   :  page 37\n\n\nDriving research to improve \nthe pandemic response\nNSW Health rapidly launched the competitive, \nmerit-based COVID-19 Research Grants Program \nand other initiatives to generate research evidence \nto support the health system response. \nMore than $28 million was invested in COVID-19 research \nin 2020-21. This included:\n•\t$4.5 million on emergency priority research projects \nincluding urgent investigation of transmission in \nschools and aged care facilities, vaccine safety, \nand serosurveillance to measure the prevalence of \nSARS-CoV-2-specific antibodies\n•\t$8 million towards 17 research projects under the \nCOVID-19 Research Grants Program\n•\t$2 million to support medical device companies affected \nby the pandemic\n•\t$13.5 million to fund research collaborations, clinical trial \ninfrastructure and innovative projects in which leading \nNSW scientists addressed urgent priority issues. \nThese included the Vaccine, Infection and Immunology \nCollaborative Research Group, NSW RNA Production \nResearch Network, Waratah Vaccine Trial Alliance, \nand NSW Adaptive Platform Trials.\nAn interim impact evaluation conducted by the Centre \nfor Epidemiology and Evidence found that within nine \nmonths of receiving funding, the COVID-19 Research \nProgram demonstrated early evidence that it was \ncontributing local knowledge to the response by funding \npriority research and rapidly translating findings. In \naddition, it was strengthening the NSW research \necosystem to minimise the health and social impacts of \nCOVID-19.\nHealth sustainability research\nThe future sustainability of the health system is integral \nto ensure continued excellence in healthcare in an \nevolving environment. To support this, NSW Health is one \nof four key industry partners with the National Health and \nMedical Research Council (NHMRC) Partnership Centre \nfor Health System Sustainability. Current and planned \nresearch is informing a range of work across the NSW \nhealth system, including the reduction of adverse drug \nevents, understanding the impact of COVID-19-delayed \nelective surgery, and the use of patient-reported measures \nalong the continuum of care. Themed workshops and \nlearning opportunities based on the research have been \ndelivered by the Partnership Centre and made available \nto NSW Health staff and clinicians.\nExcellence in the Provision of Mental Health \nServices Award winner \nReducing Time \nin Seclusion in \nthe Mental Health \nIntensive Care Unit\nNorthern Sydney \nLocal Health District\nThe Mental Health Intensive Care Unit (MHICU), \nbased on-site at Hornsby Ku-ring-gai Hospital, \nis a tertiary referral centre that provides 12 beds \nfor consumers who require an intensive, \nmultidisciplinary treatment program in an \nenvironment that cannot be provided in a \nstandard acute mental health facility. Baseline data \nof 20 seclusion episodes from mid-December 2017 \nto January 2018 showed a median seclusion time of \n120 minutes. Through improvements in \ndocumentation, specialised staff and consumer \ntraining, the median time a patient in the MHICU \nspent secluded was reduced by 42 per cent \n(70 minutes) within six months. Seclusion rates have \nbeen steadily decreasing and continue to be among \nthe best in NSW, with times decreasing from six \nhours (Q2 - 2015-16) to 1.3 hours (Q2 - 2019-20). \nThe Northern Sydney Local Health District won the \n2020 Excellence in the Provision of Mental Health \nServices Award for their achievement.\nHornsby Ku-ring-gai Hospital’s \n\nMental Health Intensive Care Unit, \n\nwhich James Wall is part of, made \n\na range of improvements \n\nto help reduce seclusion rates.\nNSW Health\t\nAnnual Report 2020-21   :  Performance   :  page 38\n\n\nSupporting research led by \nand benefiting Aboriginal people\nIn support of culturally appropriate research activities \nwith Aboriginal people, the Centre for Aboriginal Health:\n•\tsupported the submission of Translational Research \nGrants Scheme applications through advice to applicants \non the implementation of guidance in the education \nmodule developed by the Centre. It also presented to \nscheme coordinators about developing and conducting \nAboriginal health research. For round six of the scheme, \nan additional expression of interest per local health \ndistrict was accepted if it focused on Aboriginal \nor rural/remote health\n•\tsupported applications to the COVID-19 Research \nGrants Program \n•\tsupported the Aboriginal Health and Medical Research \nCouncil of NSW to enable culturally inclusive research \nactivities by delivering training and development to \nAboriginal Community Controlled Health Services staff, \nincluding approved continuing professional development \ntraining for general practice\n•\tcollaborated with the Mental Health Branch to conduct \nan evaluation of the Building on Aboriginal Communities \nResilience Initiative, which provides culturally safe and \ntrauma-informed suicide prevention programs designed \nand led by Aboriginal people.\nPositioning NSW to attract research \nfunding and collaboration\nAssessing the effectiveness of research helps to \nensure high-quality research in the future. NSW Health \nhas developed key performance metrics to measure the \nperformance of research investments that best represent \nthe grant programs as a whole. These metrics enable \nNSW to report on overarching outcomes of its \nresearch investments, including outputs, \nefficiency, effectiveness and equity. \nThe COVID-19 pandemic has highlighted several areas \nof research strength, including emergency response \npreparedness, diagnostics, genomics, clinical trials \nand advanced medical manufacturing capability. \nNSW is a globally recognised leader in developing and \ndelivering advanced therapeutics, including gene phage \nand cell therapies such as CAR T cells. NSW Health is \nstrategically investing in tools, talent and translation \nof gene, phage and cell therapies to accelerate research \nprogress and patient access to these potentially \nlife-saving therapies. To attract talent to the field, \n$3.2 million was awarded for 10 PhD scholarships and \nearly-mid career fellowships, with projects supporting \ncapability development in gene, cell and phage therapies.\nIn 2020-21, NSW Health continued to promote these \nstrengths to health and medical research communities \ninternationally through our International Desk activities \nincluding Asian Medical Week and the BIO Digital \nannual conference. \nNSW Health has begun planning for an advanced \nviral vector manufacturing facility to support this work. \nExternal consultants were engaged to complete early \nstage design and feasibility assessment for the \nmanufacturing facility, as well as develop a business \ncase and plan, and begin a market sounding process. \nFunding and support to \nmaximise research opportunities\nSupporting research ultimately fosters innovation and \nimproved care. In 2020-21, NSW Health provided $1.8 \nmillion to the Sax Institute to improve decision makers’ \nuse of research evidence, including brokering evidence \nreviews on health system priorities and building skills \nin appraising evidence.\nSince 2014, NSW Health has provided a Health \nCluster Evaluation Schedule to NSW Treasury outlining \nevaluation activity undertaken. In 2020-21, the schedule \nwas replaced by an evidence bank reporting process \ndesigned to share evidence generated through \nevaluations across NSW Government. \nFunding for spinal cord injury research\nAs part of the Spinal Cord Injury Research Grants \nprogram, launched in 2019, seven innovative NSW \nresearch projects were awarded almost $15 million in \nfunding over four years to improve the health of people \nwith spinal cord injuries.\nFacilitating high-impact research\nIn line with the NSW Health focus on delivering better \noutcomes for patients and building research capability, \nround six of the Translational Research Grants Scheme \nrequired applicants to demonstrate how their research \nwould support the delivery of value based healthcare. \nIn 2020-21, a guide was developed to identify system \npriority areas for which NSW Health needs further \nevidence to support the design and implementation \nof value based healthcare across the state. The guide \naims to inform researchers seeking to align their work \nwith contemporary and practical policy challenges \nfaced by the healthcare system and support researchers \nseeking partnership with NSW Health on value based \nhealthcare research. \nNSW Health\t\nAnnual Report 2020-21   :  Performance   :  page 39\n\n\nConnecting industry innovation and research\neHealth NSW continued to undertake digital health \nresearch in partnership with stakeholders across NSW \nHealth, external researchers and partner organisations. \nNew processes were introduced to improve coordination \nand partnering in research projects. A key focus was \nresearch requiring information and communication \ntechnology integration with NSW Health business and \nclinical systems and translating research into practice.\nIn parallel, eHealth NSW continued to work with the \nAgency for Clinical Innovation and the Ministry to develop \na blueprint and business case for the Healthcare \nInnovation Venture Enablement (HIVE) service and \nconsortium. HIVE seeks to outline how NSW Health can \nsupport a thriving healthcare innovation ecosystem. Its \nvision is to make NSW Health a centre of innovation, \nleveraging and enhancing existing programs to catalyse \ninnovation more effectively and efficiently. \nDriving translational research\nTranslational research involves applying discoveries \ngenerated during laboratory research and preclinical \nstudies to a clinical setting. It also aims to promote best \npractices in the community. \nOver 20 Translational Research Grants Scheme projects \nhave been completed and have started implementing \nfindings. NSW Health is documenting barriers and \nenablers to implementation to inform decisions about an \nongoing governance structure.\nTo drive translational research forward, the Office for \nHealth and Medical Research:\n•\tbuilt health system research and evaluation capacity by \nsupporting the rapid rollout of urgent COVID-19 research \nto inform the pandemic response, by piloting research \nimpact assessment methods and by educating \nresearchers and clinicians to focus on implementation \nstrategies from project inception\n•\tworked with the Centre for Epidemiology and Evidence \nto adapt a research impact framework with the Hunter \nMedical Research Institute to measure research \ntranslation and impact of research funding. \nThe framework has been applied to the Prevention \nResearch Support Program, COVID-19 Research \nProgram and round one of the Translational \nResearch Grants Scheme.\nThe Agency for Clinical Innovation supported and \nassessed several translational research grant proposals. \nStrategies for building health system research (HSR) \ncapacity included leading the COVID-19 Critical \nIntelligence Unit’s Research Intelligence Group, \nparticipating in developing a priority list of Office for \nHealth and Medical Research COVID-19 grant round \nthemes, and initiating a NSW HSR Steering Committee. \nThe agency also partnered with advanced health research \nand translation centres on several implementation science \nproposals and funded studies for the NHMRC, the Medical \nResearch Future Fund and other grants.\nThe Population and Public Health Research Group \nsupported and promoted a number of strategies to \nbuild research and evaluation capability in NSW Health. \nWorkshops on evaluation, economic evaluation and \nprogram logic were attended by 270 NSW Health staff. \nChecklists on planning and reviewing economic \nevaluations were developed and are available online \nwithin the Population Health Guidance Series.\nLeading the way in clinical trials\nConducting clinical trials provided important opportunities \nfor NSW researchers and citizens to participate in the \ndevelopment of innovative medical treatment. In 2020-21, \nNSW Health established an Australian Commission on \nSafety and Quality in Health Care Clinical Trials \nGovernance Framework working group, which included \nrepresentatives from local health districts and specialty \nnetworks. It was designed to support a consistent and \ncollaborative approach to implementation of the \nframework, including best-practice sharing. The pilot \nsites – St Vincent’s Hospital Sydney, Sydney Local Health \nDistrict and Orange Base Hospital – presented their \nexperience to the NSW Health Embedding Quality \nResearch in Local Health Districts meeting in early 2021.\nClinicaltrialsNSW continued to implement a range of \nstrategies to enable clinical trial capacity, capability and \ncollaboration and deliver a mature clinical trial sector \nwithin the NSW public health system.\nThe Cancer Institute NSW: \n•\thad 184 portfolio (investigator-initiated) cancer clinical \ntrials open to recruitment in NSW, with 1348 participants \nenrolled into portfolio trials\n•\tenrolled 2760 participants into all cancer clinical trials, \nwhich included industry-funded studies\n•\treleased a Canrefer feature to assist users to find cancer \nclinical trials in their area that were currently or about to \nrecruit participants.\nNSW Health\t\nAnnual Report 2020-21   :  Performance   :  page 40\n\n\nLinking data to enable research\nEnabling access to data\nThe Centre for Health Record Linkage released 2.46 billion \nrecords to support research and analytics including to \nsuccessful applicants for the Biospecimen Collection \nGrants. The Centre also worked to refine governance \narrangements to enhance researchers’ access to data. \nThe Cancer Institute NSW gained ethics approval to link \npatient reported measures data into linked datasets for \nfuture analysis, and commenced an amendment to add \nsmoking cessation to the Master Linked Dataset.\nThe Institute developed and agreed to a 2021 data linkage \nschedule with the Centre for Health Record Linkage, \nwhich will increase the number of annual linkages of \nthe NSW Clinical Cancer Public Health Register and the \nNational Master Linkage Key with NSW cancer \nincidence data. \nThe Agency for Clinical Innovation established a \nworking group to scope minimum data requirements for \nclinical quality registries (CQRs), ensuring that clinical, \nadministrative and patient data is captured to improve \noutcomes. Further work is underway to determine the \nexact data-capture mechanisms of the prioritised cohorts \nand future opportunity costs for supporting the approach \nto CQRs.\nNSW Health Pathology launched its Research Governance \nFramework in January 2021. A five-year implementation \nplan will guide the framework’s development and included \nthe release of up to 33 procedures, guidelines and forms. \nThese will set standards to improve research quality and \nsafeguard the public by promoting best practice and \nperformance, as well as enhancing ethical and scientific \nquality. They included the: \n•\tResearch Code of Conduct \n•\tResearch Complaints Form \n•\tData Management procedure \n•\tResearch Governance procedure \n•\tSite Specific Assessment (SSA) Checklist/Form \n•\tTissue Block release policy \n•\tStandard Operating Procedures (SOPs) for Clinical Trials.\nTransforming Patient Experience \nAward winner\nFinding Help for \nMulticultural Alcohol \nand Drug Use\nIllawarra Shoalhaven \nLocal Health District\nThis project created co-designed films in 16 \nlanguages and implemented a best practice model \nfor culturally and linguistically diverse communities \nto enhance statewide support and access to drug \nhealth services. Multicultural consumers and groups \nwere proactively involved in every aspect to identify \nneed, messages, scripting, filming, editing and \npromotion. The co-design methodology enhanced \ntrust and built sustainable partnerships to develop \nresources that address health literacy, stigma and \ncultural barriers to help improve harm-minimisation \nconversations. The Illawarra Shoalhaven Local Health \nDistrict won the 2020 Transforming Patient \nExperience Award for their project.\nConnecting with culturally and \nlinguistically diverse communities \nwas the main motivator for an \nIllawarra Shoalhaven Local Health \nDistrict team. Health Education \nOfficer Dianne Woods was among \nthe drug health team’s staff to \ncreate multicultural resources. \nNSW Health\t\nAnnual Report 2020-21   :  Performance   :  page 41\n\n\nPriority 6\nEmbed a digitally \nenabled healthcare \nsystem\nInformation technology continued \nto play an integral role in evolving \nthe ways in which NSW Health \nprovided care. Activities included \ndeploying new systems, enhancing \nhealth analytics and access to \ndigital health information, \nand improving infrastructure \nand cyber security to enhance \nand protect our systems. \nA digitally enabled healthcare system means developing \nsystems to improve insights and analysis, ensuring our \nclinicians, support workers and management have health \ndata to make well-informed and data-driven healthcare \ndecisions for NSW citizens.\nAdditional investment was made in augmenting \nvirtual care and videoconferencing for the delivery \nof health services to meet the changing needs of \nthe community and to ably respond to the needs \nof the COVID-19 pandemic. \nOur priorities \n6.1 \t \u0007\nProgress the implementation of paper-lite \nkey clinical information systems \n6.2 \t\u0007\nFoster eHealth solutions that support \nintegrated health services \n6.3 \t\u0007\nEnhance systems and tools to improve \nworkforce and business management \n6.4 \t\u0007\nDevelop and enhance health analytics \nto improve insights and decision making\n6.5 \t\u0007\nEnhance patient, provider and research \ncommunity access to digital health \ninformation \n6.6 \t\u0007\nEnhance systems infrastructure, \nsecurity and intelligence \nKey achievements\n•\teHealth NSW and the Agency for Clinical Innovation \nworked together on the Virtual Care Accelerator initiative \nto support local health districts and specialty networks \nto optimise their use of virtual care across NSW Health. \n•\tIn 2020, NSW Health was allocated $39.8 million \nto implement the real-time prescription monitoring \nsystem SafeScript NSW; enhance regulatory tools; \nand undertake a program of proactive regulatory reforms \nas part of NSW’s national commitment to reducing harm \nassociated with the misuse of monitored medicines. \nSafeScript NSW will support prescribers and \npharmacists to identify at-risk patients by \nproviding information about medication history. \n•\tThe Clinical Excellence Commission continued work on \nthe Quality Improvement Data System (QIDS) to provide \ntools and resources for clinicians and managers to \nmonitor data about hospital-acquired complications \nand improve the delivery of safer care. By June 2021, \nthe QIDS had more than 36,100 users, 14,651 improvement \nproject topics and around 15,000 reports generated \nevery month. \n•\tMore than 28,000 patients benefited from better \ncare with the electronic record for intensive care \n(eRIC) system. Funding has been secured to extend \neRIC to 11 neonatal and paediatric intensive care units \nover the next two years.\n•\tThe business case for the Single Digital Patient \nRecord (SDPR) was developed and budget funding \nwas secured for three years. SDPR will transform the \nway health information is captured across hospitals \nand health services.\nDeploying new information technology \nsystems across NSW Health\nNSW Health is committed to continue enhancing our \ntechnology to support better patient care. eHealth \nNSW implemented its new radiology information \nsystem, picture archive and communication system \nin eight hospitals across Nepean Blue Mountains, \nNorthern Sydney and Central Coast local health \ndistricts. It also successfully piloted the electronic \ntransfer of care (eTOC) medications reconciliation \napplication in four hospitals.\nThe ongoing rollout of the electronic record for intensive \ncare (eRIC) system enabled more than 28,000 patients \nto benefit from better care. Funding has been secured \nto extend eRIC to 11 neonatal and paediatric intensive \ncare units over the next two years. \nNSW Health\t\nAnnual Report 2020-21   :  Performance   :  page 42\n\n\nThe second phase of the Clinical Health Information \nExchange (CHIE) onboarded the Enterprise Patient \nRegistry, Sydney Children’s Hospitals Network, \nand Western Sydney and Nepean Blue Mountains \nlocal health districts. The patient and clinical \ninformation shared in the CHIE supports patient \ncare across these districts.\nThe electronic medication management (eMeds) \nprogram neared completion, with go-lives at Barraba \nMultiple-Purpose Service, Liverpool Hospital, \nCampbelltown Hospital and Camden Hospital. \nMeanwhile, the Single Digital Patient Record program \nwill transform the way health information is captured \nacross hospitals and health services, improving patient \nsafety and enhancing clinician experience with electronic \nmedical record systems. This year, its business case was \ndeveloped and budget funding was secured for three \nyears. Tender documents for the program, including the \nproposed statewide laboratory information management \nsystem for NSW Health Pathology, were formally issued \nto the market in June 2021.\nBuilding virtual care and \nvideoconferencing capability\nA focus for the future is ensuring virtual care and \nvideoconferencing allow the delivery of health \nservices to meet the changing needs of the community.\nIn 2020-21, eHealth NSW and the Agency for Clinical \nInnovation worked together on the Virtual Care \nAccelerator initiative to support local health districts and \nspecialty networks to optimise their use of virtual care \nacross NSW Health. These activities included:\n•\tupgrading 125 critical care cameras across NSW\n•\tdeploying 1800 iPads to various settings across \nNSW Health for frontline clinical functions relevant \nto caring for patients with COVID-19, particularly \nfocused on isolated patients in hospitals, intensive care \nunits and palliative care. iPads were also allocated \nto COVID-19 vaccination hubs across the state\n•\tcontinuing the rollout of the virtual clinical waiting room \nsolution, myVirtualCare\n•\tsupporting five new and eight existing remote patient \nmonitoring programs\n•\tdocumenting and sharing six virtual care initiatives \nto assist local health districts and specialty networks \nto implement local virtually enabled models of care.\nA virtual care dashboard and application were \nlaunched to provide the system with data on the \nvolume of non-admitted services for patients involving \nvideoconferencing or telehealth at the local health \ndistrict, facility and clinic level. \nImproving the Electronic Medical Record\nWe continued to deliver initiatives to enhance the \nfunctionality of our current electronic medical \nrecords (eMR). This year, these included: \n•\tthe Drug Burden Index (DBI) tool, which was piloted \nat Royal North Shore Hospital. The tool is included in \na patient’s eMR and is used to measure the functional \nburden of an older person’s medications to reduce \nadverse drug events including falls, poorer physical \nfunction, frailty, mortality and cognitive impairment\n•\tthe Heparin Infusion Management module, which was \npiloted at Nepean, Westmead, Blacktown, Mt Druitt \nand Auburn hospitals. This solution supports clinical \nworkflows to prevent and manage venous and \narterial thromboembolism \n•\tthe Oncology Information Systems Integration \nProject, which was completed. \neHealth NSW also developed an eMR strategy and \nfuture state for NSW Ambulance, in partnership with the \nAgency for Clinical Innovation and local health districts. \nThis work included:\n•\tdeveloping a suitable solution following 2021-22 budget \nfunding to deliver in-ambulance monitor/defibrillators \nthat improve eMR integration capabilities between NSW \nAmbulance and hospital emergency departments across \nthe state, including regional areas\n•\tdeveloping a business case to stabilise the existing NSW \nAmbulance eMR platform before it is replaced with a \nmobile solution.\nImproving experiences of outpatient services\nNSW Health is the largest provider of outpatient services \nin Australia, with more than 8000 outpatient service units \nproviding over 18 million clinical service events in 2020-21. \nOutpatient services are a critical interface between the \nhospital and primary care systems, and an important \nongoing component in a patient’s care pathway. \nNSW Health has prioritised the development \nof information technology systems, improvement of \ndata quality and development of clinical referral \ncriteria for referrers. These initiatives will contribute \nto improving the patient and referrer experience \nwhen accessing outpatient services. \nIn 2020-21, eHealth NSW, with the NSW Ministry of \nHealth and local health district clinicians, started to build \na statewide digital outpatient referral management and \nsimplified appointments system. This system will ensure \nreferrals from a general practitioner to a hospital \noutpatient clinic are more efficiently created, \ndelivered and managed. \nNSW Health\t\nAnnual Report 2020-21   :  Performance   :  page 43\n\n\nSupporting integrated health \nservices and information sharing\nTo improve clinicians’ and patients’ experience of care \nand their health outcomes, eHealth NSW partnered with \nthe Ministry’s Integrated Care team to shape the direction \nof the shared care planning system. A working group \npublished recommendations for a statewide approach \nfor the system across health, consumer and social care \nsettings. To drive the implementation of a digital solution \nto support shared care planning, stakeholders will come \ntogether in 2021-22 to oversee system road mapping.\nSupporting maternal and child health\neHealth NSW continued to lead the National Children’s \nDigital Health Collaborative in partnership with Sydney \nChildren’s Hospitals Network, Western NSW Local \nHealth District and the Australian Digital Health Agency. \nThe Child Digital Health Record 0-4-year-old pilot, \nwhich enables health check assessments from GP \nand community centres to be sent to a parent’s \nmobile phone, onboarded 141 mothers and 202 \nchildren to test and evaluate the system. \nWork also continued on the Digital Pregnancy Health \nRecord, with antenatal data captured from GP and \nprivate hospital visits and displayed in the consumer app. \nMonitoring medications\nThe Real Time Prescription Monitoring (RTPM) \nManagement Portal went live in June 2021, \nproviding the NSW Health regulatory team real-time \naccess to prescribing and dispensing events for \nmonitored medicines.\nIn 2020, NSW Health was allocated $39.8 million to \nimplement the real-time prescription monitoring system \nSafeScript NSW; enhance regulatory tools; and undertake \na program of proactive regulatory reforms as part of \nNSW’s national commitment to reducing harm \nassociated with the misuse of monitored medicines. \nSafeScript NSW interacts with the National Data \nExchange and will support prescribers and pharmacists \nto identify at-risk patients by providing information \nabout medication history. \nA phased rollout will begin in late 2021 across the Hunter \nNew England and Central Coast regions. By early 2022, \nall eligible health practitioners in NSW will be able to \naccess the system.\nNSW Health continues to engage with consumer \norganisations, general practitioners, community \npharmacists, pain management specialists, and drug \nand alcohol specialists to ensure the solution meets \ntheir requirements. \nEnhancing health analytics\nTo improve insights and decision making, eHealth NSW \ndeveloped a pool of raw data to facilitate rapid, secure and \nappropriate access to NSW Health data contained within \nfrontline clinical and corporate systems. This has enabled \nlocal health district chief executives and chief information \nofficers to improve local accessibility to their raw clinical \nand corporate data and make data-driven, local decisions. \neHealth NSW worked with the Agency for Clinical \nInnovation to facilitate design and requirements \nworkshops that explored the possibility of centralising \nNSW Health’s clinical quality registries to \nimprove accessibility. \nNSW Health Pathology progressed initiatives to ensure \npathology is used to maximum advantage across the \nNSW Health system. The Pathology Atlas of Variation \nmerged pathology testing with emergency department \nand intensive care unit data to give clinicians statewide, \npeer-based analysis. The initial phase identified \nvariation and initiated improvement projects. \nPatient Flow Portal\nThe Ministry has delivered numerous updates to the \nPatient Flow Portal to:\n•\tsupport the NSW Health COVID-19 response with \nmanaging COVID patients in and out of hospital\n•\tprovide a modern, data-driven solution that is easily \nscalable and adaptable to meet NSW Health’s business \nneeds around care coordination, patient flow and the \nperformance of the NSW Health system in real time\n•\tstreamline the bed cleaning process and communication \nbetween clinicians and support staff\n•\tintegrate data from numerous systems to provide the \nvisibility of all incoming patients into a facility to remove \nthe need for paper and faxes, with this functionality \nbeing rolled out to 23 facilities\n•\tsupport the Integrated Care Program, to risk stratify \nthe population to determine the likelihood of previous \nNSW Health patients presenting to a public hospital in \nthe next 12 months who could benefit from a community \ncare program. \nNSW Health\t\nAnnual Report 2020-21   :  Performance   :  page 44\n\n\nDevelopment of quality improvement data\nThe Clinical Excellence Commission continued work on \nthe Quality Improvement Data System (QIDS) and Quality \nAudit Reporting System (QARS), which are electronic tools \nto improve the quality and safety of healthcare provided \nby local health districts, specialty health networks, \npillars and NSW Health service providers. \nBy June 2021, the QIDS had:\n•\tmore than 36,100 users\n•\t14,651 improvement project topics\n•\taround 15,000 reports generated every month. \nIn collaboration with HealthShare NSW the Commission \nconducted 196 reviews totalling 430 personal protective \nequipment product assessments and delivered weekly \npersonal protective equipment audits via the QARS for \nlocal health districts and specialty health networks.\nEDWARD implementation\nEnterprise Patient Repository (EPR) and the Enterprise \nData Warehouse for Analysis, Reporting and Decision \nsupport (EDWARD) program worked together to provide \nlinkage across NSW Health clinical datasets. This work \nincludes increasing data quality reporting on identifier \ndata issues and collaborating with local health districts \nto address missing or incorrectly recorded data.\nViolence, Abuse and Neglect, and Child, \nYouth and Family services\neHealth NSW collaborated with the Ministry, local health \ndistricts and specialty networks to develop clinical system \nsolutions to improve insights using data. The Violence, \nAbuse and Neglect data assets were established, \nand forms were rolled out to capture data on NSW \nHealth’s responses to all types of violence, \nabuse and neglect. \nNSW Health is strengthening the availability of data \nfor Violence, Abuse and Neglect and Child, Youth and \nFamily services by extending the essential data \nwarehouse capacity. This will increase capacity to \nreport on admitted and non-admitted patient data. \nThe build into collection systems is underway and \nthe collection will be rolled out in 2021-22.\nEnhancing community access \nto digital health information\nEnhancing HealtheNet and My Health Record\nNSW Health continued to increase the number of \ndocuments and amount of information submitted \nto My Health Record, so that consumers have more \ncomprehensive information about their care. It also \nmeant that NSW Health clinicians and GPs had more \ninformation to inform their care of patients. \nIn 2020-21:\n•\t1,838,675 discharge summaries were delivered to \nMy Health Record \n•\t16,214 letters were delivered to My Health Record\n•\t23,802,418 pathology results were delivered to \nMy Health Record\n•\t1,559,115 radiology reports were delivered to \nMy Health Record\n•\t1,668,057 discharge summaries were delivered to GPs \n•\t1,346,403 letters were delivered to GPs.\nTo drive the increased the use of My Health Record, \neHealth NSW partnered with the Australian Digital \nHealth Agency on two initiatives: \n•\tto develop emergency department speciality-based \nviews in the HealtheNet Clinical Portal, bringing together \nthe most relevant clinical information from My Health \nRecord and NSW clinical systems\n•\tto operationalise and promote the new Clinical Document \nDelivery service by enabling local health districts to \nelectronically transfer health and outpatient discharge \nsummaries, event summaries and specialist letters \nto HealtheNet.\nIn addition, eHealth NSW collaborated with other \njurisdictions to contribute to the draft National mHealth \nAssessment Framework. It also published a user guide in \nJuly 2020 to provide guidance for clinicians for the safe \nuse of My Health Record and the HealtheNet system. \nTo measure and benchmark eMR feedback from \nclinicians, a KLAS survey was conducted to investigate \nways of optimising the use of eMR systems. All local \nhealth districts and specialty networks contributed, \nwith 5914 responses submitted. Survey data provided \nkey insights into the eMR user experience, which will \nbe used to improve clinician satisfaction and usability \nof eMR systems.\nNSW Health\t\nAnnual Report 2020-21   :  Performance   :  page 45\n\n\nEnsuring the safe use of My Health Record\nNSW Health understands the privacy concerns of NSW \ncitizens. To ensure privacy of health records remained a \npriority, the Clinical Excellence Commission collaborated \nwith eHealth NSW to monitor and improve the safety and \nquality of use of all electronic health records across the \ncontinuum of care. This includes the use and contributions \nto My Health records and launch of electronic tools such \nas the Patient Friendly Medication List. The Safety and \nQuality Oversight Committee, which is co-chaired by \neHealth NSW and the Commission, is the peak body \nreviewing the safety and quality of electronic health \nrecords. The review process includes regular reporting \nof risk mitigation strategies related to incidents which \nmay result in harm.\nPublicly available data from NSW Health\nThe NSW Health Open Data website was launched in \nMarch 2020. It includes a search function and navigation \nto NSW Health open data sources and key reports. \nSince July 2020, the site has had 26,000 visitors. \nHealthStats NSW provides open access to a wide \nrange of health data. Enhancements in 2021 included \nmore interactive data visualisation and analysis tools \nand greater ability to download customised reports. \nIn 2020-21, the HealthStats NSW website had around \n60,000 users and more than 550,000 webpage views. \nHealthStats NSW is regularly updated as new data \nbecomes available and there are currently around 70,000 \ndynamically generated links to downloadable data files.\nIn June 2021, the Bureau of Health Information launched \nits new Data Portal, part of a transition to a digital-first \nway of reporting healthcare performance results in NSW \nto make them more accessible. Healthcare Quarterly \nresults were the first to be included in the new portal. \nThe Bureau publishes all its results on its website in \naccessible formats, including a hospital performance \ndashboard. There were more than 80,000 visits to the \nBureau website in 2020-21.\nImproving corporate services \nand systems\nHealthShare NSW began implementation of an auto \nreconciliation and automated financial task management \nsystem, which enhances the user experience by reducing \nthe time taken on routine manual tasks. Five fixed asset \ncategories and 13 accounts receivable reconciliations \nhave been implemented so far.\nNew platforms and systems\nIn 2020-21, improved systems were rolled out to continue \nto increase efficiency for our stakeholders. For example:\n•\ta new statewide pathology billing system was launched, \nreplacing multiple legacy billing applications\n•\tNSW Health Pathology published and improved \nits information governance framework in 2020-21. \nEnterprise architecture standards were also published, \nand a chief Security Architect was employed to update \nsecurity management processes and achieve \nISO27001 certification\n•\tthe statewide deployment of a staff Performance \nand Talent (PAT) system was completed following \nextensive consultation with local health districts \nand NSW Health organisations\n•\tin April 2021, eHealth NSW launched a new recruitment \nand onboarding project for Junior Medical Officers \n•\ta mobile app was deployed for NSW Health in \nFebruary 2021, enabling Junior Medical Officers to \ncreate, submit and monitor their unrostered overtime \nand call-back claims more easily\n•\tServiceNow/SARA was rolled out across NSW Health \nas our workflow and services management platform. \nStaff used it to raise 456,000 IT incidents, 1,141,000 HR \ncases, 106,000 finance cases and 28,000 IT changes. \nThe platform also hosted an additional 4550 knowledge \narticles. The SARA Virtual Assistant was launched in \nAugust 2020 to provide a new channel for staff to find \ninformation 24/7, on any device. The statewide service \ndesk answered 508,622 calls \n•\tthe digital system to fast-track frontline worker \nvaccinations was made available for public bookings, and \nby mid-2021 was in use at 64 clinics across 14 local \nhealth districts and specialty networks, capturing more \nthan 675,000 registrations\n•\tour Vaccination Administration Management system was \nlaunched. By mid-2021, more than 21,000 appointments \nhad been booked and 3646 people had been vaccinated \nusing the system.\nNSW Health\t\nAnnual Report 2020-21   :  Performance   :  page 46\n\n\nCollaborative Staff Member of the Year \nAward winner\nRita Williams\nThe Sydney Children’s \nHospitals Network\nRita Williams worked for more than 30 years in \nthe Social Work Department at the Children’s \nHospital at Westmead before she moved to \nthe newly established Aboriginal Health Unit. \nAn inspirational and proud Aboriginal woman, \nshe made a journey of community collaboration \nacross NSW to talk about kidney health and \nchronic disease. This led to the establishment \nof a public health surveillance program looking \nat kidney health in Aboriginal and non-Aboriginal \nchildren. Rita is always willing to share the painful \nhistory of Aboriginal health following her experiences \nof Aboriginal children being segregated from \nnon-Aboriginal children at Royal Alexandra Hospital \nfor Children at Camperdown. A testament to Rita’s \nwork was the establishment of the Antecedents \nof Renal Disease in Aboriginal Children and Young \nPeople Study in 2002, which progressed into an \n18-year prospective, population-based cohort study, \ninvolving 3758 young people (2155 Aboriginal and \n1603 non-Aboriginal) across NSW. This is an example \nof self-determination for communities to develop \nIndigenous-specific interventions to change the \nstory of chronic disease in our mob. Congratulations \nto Rita for winning the 2020 Collaborative Staff \nMember of the Year Award.\nEnhancing infrastructure, \nsecurity and intelligence\nWith a focus on meeting our future needs, eHealth NSW \ncontinued to work closely with NSW Health organisations \ntowards sustainable ICT infrastructure solutions \nto support a digitally enabled healthcare system. \nThe Health Grade Enterprise Network program \npiloted new operational and sourcing models for local \nICT network infrastructure across Westmead Health \nPrecinct, Coffs Harbour Hospital and our offices \nat St Leonards.\nThis year, eHealth NSW: \n•\tcontinued to refresh critical ICT infrastructure platforms \nto cloud services. This included implementing Amazon \nWeb Services, Azure Cloud services, and Microsoft 365 \nservices and capabilities\n•\tenhanced cyber security tools and operations \ncapabilities across NSW Health. This included identifying \nand managing cyber incidents using global monitoring, \nemail pattern analysis and collaboration with local health \ndistrict IT teams\n•\tcontinued to monitor statewide systems and worked \nwith other government agencies to respond to cyber \nsecurity issues and risks, which increased due to a \nrise in opportunistic attacks related to COVID-19\n•\tprovided support for a cyber security awareness and \ntraining program for all NSW Health staff. This included \na new mandatory Cyber Fundamentals module as well as \nother cyber security modules and workshops for staff\n•\tfinalised a new NSW Health Microsoft Enterprise \nAgreement in June 2021. This will enable NSW Health \nto implement best-in-class security policies for staff.\nSydney Children’s Hospitals \nNetwork’s Rita Williams works in \nthe Aboriginal Health Unit with a \nfocus on kidney health.\nNSW Health\t\nAnnual Report 2020-21   :  Performance   :  page 47\n\n\nPriority 7\nPlan and deliver \nfuture-focused \nservice models \nand infrastructure\nNSW Health recognises the \nimportance of building health \nfacilities and service models \nto meet the current and future \nneeds of communities in NSW. \nThrough effective integrated \nplanning for health infrastructure \nand increased digital capability, \nwe are realising our long-term vision \nfor the transformation of NSW \nHealth and ensuring better-value \noutcomes to enhance care.\nDelivering essential infrastructure creates jobs, \nbenefits local businesses, ensures world-class facilities \nand improves the care we provide to the people of NSW. \nThis year we achieved our largest-ever capital pipeline, \nwith more than $2.1 billion in infrastructure planning and \nconstruction, and 23 projects completed across the state. \nWe also invested in technology to enable the increased \nuptake of virtual care across NSW and support the \nCOVID-19 response. \nOur priorities \n7.1\t \u0007\nImplement the 20-Year Health \nInfrastructure Strategy \n7.2\t\u0007\nPlan future-focused models of care \nand health strategy \n7.3\t \u0007\nDeliver agreed infrastructure on time \nand on budget \n7.4 \u0007\nDeliver infrastructure plans and integrate \nwith other agencies \n7.5 Strengthen asset management capability \n Key achievements\n•\tThe largest transformation of NSW Ambulance \ninfrastructure was delivered through the $132 million \nRural Ambulance Infrastructure Reconfiguration \nProgram and $184 million Sydney Ambulance \nMetropolitan Infrastructure Strategy, including new \nambulance stations at Cootamundra, Sawtell, \nRandwick and Mona Vale, and a Paramedic \nResponse Point at Holroyd.\n•\tNine projects were progressed through the $700 million \nStatewide Mental Health Infrastructure Program, \nwhich follows a co-design process and engages \nmental health consumers. In 2020-21, the state budget \nallocated $30.2 million towards a range of specialist \nmental health services. \n•\tUptake of the myVirtualCare platform grew statewide, \nwith 3148 clinicians connected to the platform providing \n30,105 consultations. Pilots of myVirtualCare for rural \nendocrinology services were also launched at Walgett \nAboriginal Medical Service and Broken Hill \nDistrict Hospital.\n•\tThe NSW Telestroke Service celebrated its first \nanniversary, with 11 sites now available across the state \nat Port Macquarie, Coffs Harbour, Lismore, Orange, \nDubbo, Bathurst, Shoalhaven, Grafton, Griffith, Tweed \nHeads and Deniliquin.\n•\tThe Future Health Strategy will guide NSW Health \nservice delivery over the coming decade. \nDeveloping the Future Health Strategy\nIn 2020-21, we started developing a Future Health \nStrategy to guide NSW Health service delivery over the \ncoming decade. It builds on the achievements of the NSW \nState Health Plan, which ended on 30 June 2021. \nThousands of individuals across NSW shared their insights \nto help shape the strategy, including over 5000 NSW \nHealth staff, primary health networks, Aboriginal \ncommunity leaders, GPs, non-government organisations \nand consumer representatives. NSW Health will start to \nimplement the strategy during 2021-22.\nBringing a 20-year infrastructure \nstrategy to life\nTo ensure NSW continues to provide a world-class public \nhealth system that delivers value based, patient-centred \nhealthcare, NSW Health worked with major stakeholders \non the next steps towards implementation of the \n20-Year Health Infrastructure Strategy. The strategy \nguides the use of our current built assets and decision \nmaking for use of our capital to maximise outcomes. \nNSW Health\t\nAnnual Report 2020-21   :  Performance   :  page 48\n\n\nImplementing the Health \nInfrastructure Strategy\nIn July 2020, NSW Health finalised the State-wide \nInvestment and Prioritisation Framework. The framework \nsupports the Health Infrastructure Strategy and provides \nhealth organisations with guidance on the types of future \ninvestment proposals required to respond to the long-term \nchallenges facing the health system. It sets out investment \nprinciples to guide local planning; a new collaborative \nplanning approach; and criteria to assess and prioritise \ncapital investment proposals from 2021. NSW Health \nhas implemented these aspects of the framework \nthrough the 2021 Capital Investment Planning Process. \nNSW Health also finalised the first implementation plan \nfor the strategy. A key aspect is improving the tools and \nevidence provided to health service planners to support \nanalysis of more options earlier in the planning cycle.\nMajor infrastructure projects \nmaking an impact\nHealth Infrastructure delivered more than $2.1 billion \nin infrastructure planning and construction this year, \ncompleting 23 projects across NSW. Highlights included:\n•\tBankstown-Lidcombe Emergency Department Expansion\n•\tBowral and District Hospital Redevelopment Stage 1\n•\tCentral Coast Clinical School and Research Institute\n•\tGrafton Ambulatory Care\n•\tInverell Hospital Redevelopment Stage 1B\n•\tManning Hospital Redevelopment Stage 1 \n•\tMona Vale Hospital Redevelopment – \nGeriatric Evaluation and Management Unit \nand Palliative Care Unit\n•\tSt George Hospital Birthing Suite and \nTheatre Refurbishment \n•\tWagga Wagga Base Hospital Redevelopment\n•\tnine projects as part of the $297 million Multipurpose \nService Program Stage 5 and $100 million HealthOne \nStrategy, delivering contemporary facilities and services \nat Braidwood, Murrumburrah-Harden, Murrurundi, \nYass, Lightning Ridge, Nambucca, Dapto, Ulladulla \nand Merrylands\n•\tnew ambulance stations at Cootamundra, Sawtell, \nRandwick and Mona Vale, plus a Paramedic Response \nPoint at Holroyd.\nNine projects were progressed through the $700 million \nStatewide Mental Health Infrastructure Program, \nwhich followed a co-design process and engaged \nmental health consumers. \nIn 2020-21, the state budget allocated $30.2 million \ntowards a range of specialist mental health services, \nwith the following achieved: \n•\tmain works started for a new parent and babies’ unit \nat Royal Prince Alfred Hospital\n•\tsite confirmation and planning advanced for the new \nmothers and babies’ unit at Westmead Hospital\n•\tthe design stage was advanced for a new 10-bed \nChild and Adolescent Mental Health inpatient unit \nat Nepean Hospital \n•\ta new 32-bed facility was announced to replace \nthe existing inpatient mental health unit at Albury, \nfollowing clinical service planning and model of \ncare development\n•\ta new five-bed Mental Health Intensive Care Unit within \nthe Forensic Hospital at Malabar was commenced\n•\tconstruction started for a 30-bed inpatient unit within \nBlacktown Hospital\n•\tconstruction progressed on a 16-bed medium secure unit \nand 20-bed older persons unit at Campbelltown Hospital \n•\tdesign began for a new 33-bed facility to replace the \nexisting 25-bed Banksia Mental Health Unit at Tamworth\n•\ttenders were requested to deliver new designed \nenvironments and 24/7 support services to transition \nlong-stay patients to the community.\nAt 1 Reserve Road, St Leonards, where 10 NSW Health \norganisations now reside, measures were put in place \nto maintain a COVID-19-safe work environment in line \nwith Safe Work guidelines. These included touch-free \ntechnology, reduced capacity limits, additional surface \ncleaning and QR sign-in codes. \nPlanning future-focused models \nof care and health strategy\nNSW Health is investing significantly to equip the \nNSW health system for increased virtual care delivery. \nThis year, eHealth NSW continued to collaborate with \norganisations across the state to digitally enable \nstrategies and support this transformation.\nDelivering virtual care \nIn June 2021, the Virtual Care Steering Committee \nendorsed the NSW Virtual Care Strategy. This strategy \ndescribes a coordinated and consistent approach to \nsustainably scaled virtual care, integrating it as an \nappropriate care delivery option across NSW Health \nservices. It provides strategic focus areas to guide \ninitiatives underway to embed virtual care at a \nstate and local level. It also includes a high-level \nimplementation plan and communications plan to \nincrease public awareness of virtual care as a \ncomplementary care option. \nNSW Health\t\nAnnual Report 2020-21   :  Performance   :  page 49\n\n\nTo support this, a public-facing virtual care website \nwas established and included patient, carer and clinician \nstories. Over 6000 people have viewed the site since \nits launch in January 2021. \nWorking with the Agency for Clinical Innovation, \neHealth NSW supported local health districts and \nspecialty networks to optimise the use of virtual care \nin line with the Future Health Strategy and the eHealth \nStrategy for NSW Health 2016-2026. The Agency \npartnered with the Ministry, eHealth NSW and other \nstakeholders to establish the Virtual Care Accelerator \nprogram, which has identified virtual care initiatives that \ncould be expanded to support the COVID-19 response. \nThe program worked to address gaps in capability and \nsupport change management across local health \ndistricts and specialty health networks, building a \nbetter foundation for future virtual care innovation \nto support clinical care and patient choice. \nUptake of the myVirtualCare platform grew statewide, \nwith 3148 clinicians providing 30,105 consultations. \nPilots of myVirtualCare for rural endocrinology services \nwere also launched at Walgett Aboriginal Medical Service \nand Broken Hill District Hospital. Optimising provision of \nin-reach and outreach special virtual care across different \ncare settings was prioritised in support of the NSW Health \nfocus on value based healthcare and improving the patient \nand carer experience. The Virtual Care Accelerator also \nscoped opportunities to implement virtual care in \nnon-admitted care settings and provided funding \nfor Australia’s first specific virtual paediatric service, \nvirtualKIDS, managed through the Sydney Children’s \nHospitals Network. \nVirtual care initiatives in response to COVID-19 included \nremote monitoring of COVID-19-positive patients and \nvulnerable high-risk COVID-19-negative patients in \nthe community, and a major upgrade of the critical \ncare camera network to augment emergency \ndepartment capacity and services. \nThe NSW Telestroke Service celebrated its first \nanniversary, with 11 sites now available across the state \nat Port Macquarie, Coffs Harbour, Lismore, Orange, \nDubbo, Bathurst, Shoalhaven, Grafton, Griffith, \nTweed Heads and Deniliquin. \nCollaborative technology solutions continued to be \ndeployed across the state. By end 2020-21, more than \n80 per cent of NSW Health employees had been provided \nwith virtual conferencing technology. eHealth NSW \nsupported 3,888,949 audio/video calls and 3,300,334 \nscheduled audio/video meetings. \nInfrastructure collaboration across \nthe health system\nThe Ministry implemented a new collaborative \nplanning approach in March 2021 with a series of \ncapital investment planning meetings with each Health \norganisation. These meetings formed a key aspect of \nStage 0 of the new Facility Planning Process, which \nensures support services and precinct planning are \nintegrated into capital planning and development \nfrom the outset of projects.\nParticipation from shared health services \n(Health Infrastructure, HealthShare NSW, eHealth NSW \nand NSW Health Pathology) allowed each organisation \nto explore, test and discuss service planning options \nwith a wider group of stakeholders. This early and \nongoing collaboration has informed the development \nof health organisations’ capital investment proposals \nfor 2021, which the Ministry will assess according to the \nState-wide Investment and Prioritisation Framework.\nWorking closely with Health Infrastructure, local health \ndistricts, specialty networks and pillars, eHealth NSW \nsupported the introduction of a new asset management \nframework and the development of strategic asset \nmanagement plans. eHealth NSW continues to review \nICT strategies and plans contained within health \norganisation clinical service plans and business cases. \nSupport for integrated planning across \ngovernment agencies\nPlace-based integrated planning with other NSW \nGovernment agencies remains a key focus for \nNSW Health. In 2020-21, Health Infrastructure \ndeveloped a discussion paper on place-planning \nin a health setting, which will inform the development \nof a guide. It also completed a discussion paper that \nexplores the issues, barriers and risks for precinct \ngovernance at Health Innovation Precincts in NSW. \nThe overarching governance structure is now in place \nfor NSW Health precinct interfaces and deliverables, \nwith the establishment of the NSW Health Precinct \nSteering Committee reporting to the Future Health \nProgram Delivery Board. In 2020-21, work continued \nat the four identified Health Innovation Precincts at \nRandwick, Tech Central (incorporating Camperdown), \nWestmead and Liverpool to progress plans, \nincluding the Randwick precinct’s four-year strategy. \nHealth Infrastructure also completed the draft \nHealth Precinct Strategy that defines its approach \nto place-based planning, along with a timeline for \ndeveloping a new framework for strategic \npartnerships and investments. \nNSW Health\t\nAnnual Report 2020-21   :  Performance   :  page 50\n\n\nWork has begun on a new commercial framework to guide \nthe identification, planning and delivery of commercial \npartnerships and related transactions for health places \nand precincts.\nIn addition, Health Infrastructure has worked with \nInvestment NSW and Greater Sydney Commission to \nidentify and promote economic development opportunities \nwithin precincts and contributed to the COVID-19 Recovery \nPlan with support into the OneGov group. \nIt also continued coordination of the NSW Health input \ninto updated state strategies on land use, infrastructure, \ntransport, jobs creation, industry attraction and services. \nHealthShare NSW collaborated with other statewide \nHealth agencies to adopt a more holistic approach \nto infrastructure planning and asset management. \nThrough its Capital, Assets and Service Planning group, \nit has ensured support service delivery is considered \nduring the earliest stages of health infrastructure \nplanning. This facilitates better-value outcomes and, \nmore importantly, ensures more effective delivery \nof hospital services to enhance patient care.\nNSW Health Pathology led and participated in meetings \nabout integrated capital redevelopments involving the \nNSW Ministry of Health, Health Infrastructure, local health \ndistricts and others. Promotion of its Clinical Services \nPlan and Laboratory Design Guidelines to these \ngroups resulted in six capital investment proposals, \none investment decision document draft and inaugural \nNSW Health Pathology strategic asset management \nand asset management plans. \nAsset management planning\nIn 2020-21, significant progress was made with the \nAsset Management Policy for the NSW Public Sector \nthrough the development of the NSW Health Asset \nManagement Framework. Key achievements included \ndevelopment of foundational assessments and plans \nto guide a coordinated, consistent approach to asset \nplanning and management across NSW Health.\nWork also progressed to integrate asset management \nand new requirements in Health Infrastructure capital \nproject planning and delivery through the Facility Planning \nProcess Implementation Project. This project will continue \nin 2021-22 to ensure capital assets are fit for purpose, \nfuture focused, and enable high-quality and safe care.\nVolunteer of the Year Award winner\nRupesh Udani\nSouth Eastern Sydney \nLocal Health District\nRupesh Udani bravely shares his personal story \nas the father of a young organ donor at \nworkplaces, seminars, religious and community \ngroups to raise awareness and increase \nunderstanding of organ and tissue donation in \nthe Sydney Indian-Australian community, \nthroughout NSW and beyond. He has provided \noutstanding support for families through the \npower of education, conversation and \nconnection. Rupesh has also held several Donate \nLife awareness initiatives, resulting in hundreds \nof immediate registrations and thousands of \nmeaningful conversations. Congratulations to \nRupesh for winning the 2020 Volunteer of the \nYear Award.\nSouth Eastern Sydney Local Health \nDistrict’s Rupesh Udani supports \nother families who take the path \nof organ donation.\nNSW Health\t\nAnnual Report 2020-21   :  Performance   :  page 51\n\n\nPriority 8\nBuild financial \nsustainability and \ndeliver business \nimprovements\nIn 2020-21, NSW Health \ncontinued to build financial \nsustainability and staff capability \nacross the health system. \nIn doing so, we strengthened service provisions, achieved \nvalue in procurement, improved governance, accountability \nand risk management, and commissioned non-clinical \nservices for better value. A priority was to enhance our \nfinancial systems to ensure the efficient and effective \nmanagement of healthcare services for the people of \nNSW. In mid-2020, 10 health organisations were brought \ntogether within one location at St Leonards to further \nimprove collaboration and productivity.\nOur priorities \n8.1\t \u0007\nDeliver financial control in the \nday-to-day operations \n8.2\t \u0007\nDevelop sustainable funding for future growth \n8.3\t \u0007\nDrive value in procurement \n8.4\t \u0007\nDeliver commercial programs \n8.5\t \u0007\nEnhance productivity using new ways of \nworking with the relocation to 1 Reserve Road\nKey achievements\n•\tNSW Health achieved an overall procurement financial \nsavings of $31.4 million during financial year 2020-21. \n•\tNSW Health data committees continued to collaborate \nacross functional areas to identify links and enhance \nand drive best practice in data governance. The NSW \nHealth five-year vision for corporate analytics continued \nto create value and improve decision making through \nenhanced data insights. \n•\tIn 2020-21, NSW Health continued to support the \napplication of activity based management and better \nunderstand the cost of services provided to patients \nand the community.\n•\tHealthShare NSW is developing a Sustainability Strategy \nin collaboration with the NSW Department of Planning, \nIndustry and Environment. The strategy includes actions \nto improve resource efficiency and deliver operational \ncost savings.\n•\tIn mid-2020, 10 NSW Health organisations were \nrelocated to new premises at 1 Reserve Road, \nSt Leonards. Benefits of the new activity-based \nagile working environment have included standardised \ntechnical support with the eHealth NSW Connect IT \nhub and knowledge-sharing through centralised \ngroups including the Young Professionals Network \nand Communities of Practice. \nDelivering financial control through \nenhanced budgeting and reporting\nNSW Health continued to prioritise outcome-based \nbudgeting methodology in line with the NSW Government \nframework to provide an enhanced platform for \ngovernance and system financial sustainability. This focus \nsupported a strategic financial view, enhanced budgeting, \nand performance indicators aligned with State Outcomes. \nOutcome-based performance and budget information was \npart of the 2021-22 budget process. \nNSW Health continued to implement Outcome Budgeting \nin 2020-21 in line with NSW Treasury Policy and Guideline \nPaper - Outcome Budgeting, TPP 18-09 (TPP), which sets \nthe framework for the way resources are managed and \nbudget decisions are made across the NSW public sector.\nThe NSW Ministry of Health and Health Infrastructure \nhave developed a framework to capture the recurrent \nimpacts of capital investment, with the resulting \ndata used for budget negotiations with NSW Treasury. \nThis has increased understanding of the impacts of these \ninvestments across the health system to address \nassociated costs. \nNSW Health\t\nAnnual Report 2020-21   :  Performance   :  page 52\n\n\nNSW Health continued to support the application \nof activity based management. Managers, clinicians \nand other staff across NSW Health organisations were \nsupported to better understand the cost of services \nbeing provided to patients and the community by \ncomparing their services and service trends with other \nHealth organisations, and by identifying areas where \npatient care could be improved. This enabled evidence-\nbased operational and management decisions.\nNSW Health’s focus on revenue declines was \nlargely put on hold this year because of the ongoing \nCOVID-19 response. \nEmbedding new accounting standards\nIn 2020-21, one new accounting standard was implemented: \nAASB 1059 Service concession arrangements: Grantors \n(AASB 1059). This standard applies to service \nconcession arrangements where an external party is \nengaged to provide public services on behalf of a \ngrantor, which is a NSW Health organisation.\nThe NSW Ministry of Health coordinated a review of \nservice concession arrangements across NSW Health to \ndetermine the extent to which AASB 1059 should apply. \nFor each material arrangement identified, the Ministry \nprepared an accounting assessment paper. A \ncentralised approach was taken to calculate the \ntransition impacts, process the necessary accounting \njournals and prepare the required disclosures for the \nannual financial statements. \nWorkshops and training seminars were conducted \nto educate and train accountants to facilitate \ncompliance with the new standard. Sessions were also \nconducted with impacted Health organisations to \ndiscuss the appropriate accounting for these \narrangements on an ongoing basis.\nIn addition, independent post-implementation reviews \nwere arranged for three new Accounting Standards \nwhich were implemented in 2019-20: AASB 15 Revenue \nfrom Contracts with Customers, AASB 1058 Income for \nNot-for-Profit Entities, and AASB 16 Leases. \nThe Secretary’s Award – Integrated Value \nBased Care Award winner\nAged Care Rapid \nAssessment and \nInvestigation Unit \n(ARIA)\nSouth Western Sydney \nLocal Health District\nThe Aged Care Rapid Assessment and Investigation \nUnit (ARIA) provides targeted, streamlined, \nmultidisciplinary care for older patients. Its aim is to \nprovide truly integrated care and improve patient \noutcomes by providing the right care in the right \nplace at the right time. An embedded service since \n2018, ARIA is a specialist-led multidisciplinary team \nwhich actively case-finds older patients in emergency \ndepartments for admission to the ARIA unit. This \nenables priority assessment, investigation and \nintegrated care planning. To show the impact of the \nservice, analysis was undertaken of 370 patients \n(185 in each group for ARIA and non-ARIA) \nof similar age, sex, culturally and linguistically \ndiverse background, domicile, frailty and \nco-morbidity. Results showed ARIA patients \nhad a shorter hospital length-of-stay compared \nwith non-ARIA patients. The unit’s targeted, \nintegrated, multidisciplinary approach to frontline \naged care services can also be associated with \nimproved patient outcomes. For their work, \nthe Aged Care Rapid Assessment and Investigation \nUnit at South Western Sydney Local Health District \nwon the 2020 Secretary’s Award for Integrated \nValue Based Care.\nProviding integrated care for \nolder people is key to the work \nthe South Western Sydney \nLocal Health District Aged Care \nRapid Assessment and \nInvestigation Unit is doing.\nNSW Health\t\nAnnual Report 2020-21   :  Performance   :  page 53\n\n\nCreating value and improving decision \nmaking through data analysis\nNSW Ministry of Health data committees continued \nto collaborate across functional areas to enhance and \ndrive best practice in data governance. The NSW Health \nfive-year vision for corporate analytics ensures alignment \nbetween functional areas to continue to create value and \nimprove decision making through enhanced data insights. \nFinancial leadership and \nsustainable resource allocation\nNSW Health remains focused on providing financial \nleadership, including sustainable resource allocation \nacross the NSW public hospital system. In 2020-21, \nNSW Health continued to work closely with NSW \nTreasury to assess key budget pressures. \nNSW Health also continued to enhance the governance \nand reporting framework to improve the measurement \nand evaluation of an investment’s effectiveness from both \na service delivery and financial perspective. An enhanced \nNSW Health evidence bank database and capital database \nis being developed to capture initial economic impact \nappraisals, which will support evaluations. Work continued \nin 2020-21 to develop the requirements of the evidence \nbank and to finalise data requirements for the capital \ndatabase, which will be hosted in the eHealth NSW \ncorporate analytics platform.\nAssessing the economic impact of \nthe Leading Better Value Care program\nEconomic analyses aim to improve patient outcomes \nand experience of care by ensuring available resources \nare used more efficiently. Three early implemented \nand scaled Leading Better Value Care initiatives \n(Osteoporotic Refracture Prevention (ORP), Osteoarthritis \nChronic Care Program and High Risk Foot Services) \nwere assessed and the 2019-20 results indicated that as \nprovision of patient-centred care in outpatient settings \nincreased, the demand for hospitalisation overall flattened \nagainst business-as-usual projections. \nFor example, ORP, which provides fracture patients with \nsupport and care to reduce the probability of refracture \nresulting in hospitalisation, was estimated to have avoided \naround 4900 patient admissions for refractures in 2019-20.\nFor the 10-year period starting in 2018-19, \nyear-to-year cost-avoided benefits of $290 million \n(cumulative cost-avoided benefits of $2.1 billion) \nhave been estimated across the program. NSW Health \nis on track to achieve this, with year-to-year costs avoided \nin 2019-20 for Tranche 1 and 2 initiatives of $50 million \nand $86 million respectively for first two years \n(2018-19 and 2019-20) compared with \nbusiness-as-usual activity projections. \nDeveloping funding models to \nsupport innovation in care delivery\nNSW continued to work with all Australian governments \nto develop options for future funding models to support \ninnovation in care delivery. NSW has led the establishment \nof refreshed governance arrangements for collaboration, \nand led implementation of the reform commitments made \nin the 2020-2025 Addendum to the National Health \nReform Agreement. \nIn addition, in line with existing government responsibilities \nfor the health system, NSW secured a Commonwealth \nfinancial contribution to the COVID-19 response. \nThe contribution supported additional hospital costs, \npublic health measures and private hospital sector \nviability payments to ensure sufficient hospital capacity \nto respond to the ongoing pandemic.\nPrioritising sustainability \nacross the health system\nHealthShare NSW has included sustainability as one \nof three pillars in its 2020-2024 Strategic Plan and is \ndeveloping a Sustainability Strategy in collaboration \nwith the NSW Department of Planning, Industry and \nEnvironment. The strategy includes taking actions to \nimprove resource efficiency and deliver operational \ncost savings, for example reducing waste at health \nfacilities statewide and reforming food services to \nreduce food waste while offering patients increased \nchoice. Initiatives are underway to reduce waste in \nmeal service delivery and preparation; reduce transport \nemissions via supply chain optimisation; and embed \nprocurement measures and tools to drive sustainable \nindustry practices. \nDriving value in procurement\nNSW Health achieved an overall procurement financial \nsavings of $31.4 million during financial year 2020-21. \nKey foundation work began for implementation of the \nNSW Health Procurement Reform Program during \n2020-21, including strategies for medical consumables \nand pharmaceuticals. In addition, the NSW Health \nprocurement model was refined to enhance governance, \nand facilitate improved cluster-wide coordination, \ncontract management and procurement outcomes.\nThis included the following initiatives: \n•\ta review of the procurement framework and \norganisational structure to improve and clarify \nroles and responsibilities across NSW Health, \nwith implementation expected in 2021-22\nNSW Health\t\nAnnual Report 2020-21   :  Performance   :  page 54\n\n\n•\ta review of pharmaceutical procurement to develop \na strategy framework governing the usage of \npharmaceuticals to deliver optimum clinical governance \nand better-value healthcare, with phased implementation \nexpected in 2021-22\n•\tinitiated development of IT Systems and Data Strategy \nto enhance IT systems that support the end-to-end \nprocurement process\n•\tsupply chain foundation work, including the identification \nof principles and objectives, with further enhancement of \nthe business case and requirements in 2021-22.\nThe DeliverEASE program\nA pilot for the DeliverEASE program was effectively \nrolled out with South Eastern Sydney Local Health District \nin February 2021. DeliverEASE improves visibility \nof medical consumable stock and reduces the risk \nof nil stock situations. In doing so, it supports the \nseamless provision of clinical care to patients and \ndrives value in procurement. Other benefits include \nimproved availability of medical consumables and \npersonal protective equipment through the right items \nbeing delivered in the right quantities to the right place \nat the right time, which reduces waste. South Eastern \nSydney Local Health District staff were able to view \na dashboard that provides visibility of estimated \nstock levels at ward level to determine the priorities \nfor deliveries. This saved staff time and effort, \nand received positive staff feedback.\nEnhancing productivity \nthrough new ways of working\nFrom mid-2020, 10 NSW Health organisations were \nrelocated to new premises at 1 Reserve Road, St Leonards. \neHealth NSW designed and provided technology solutions \nto prepare and support the office moves from various \nlocations. The agencies involved have benefited from \nstreamlined processes, and an activity-based agile \nworking environment that has promoted diversity, \nflexibility and knowledge-sharing through centralised \ngroups including the Young Professionals Network and \nCommunities of Practice. \nThe co-location of health organisations has also enhanced \nopportunities for:\n•\tstandardised technical support with the eHealth NSW \nConnect IT hub\n•\tsimplified onboarding of new staff\n•\tautomated workflow solutions using AFM Online \nand SARA.\nPremier’s Award for NSW Woman of the Year \nand the NSW Woman of Excellence Award\nDr Kerry Chant PSM\nChief Health Officer\nThe Chief Health Officer, Dr Kerry Chant PSM, won \nthe Premier’s Award for NSW Woman of the Year and \nthe NSW Woman of Excellence Award announced 10 \nMarch 2021 at the NSW Women of the Year Awards. \nKerry’s achievements were highlighted during NSW \nWomen’s Week to celebrate the diverse contributions \nand achievements of women across the state.\nNot only has Kerry led the state’s public health strategy \nto keep the community safe since the COVID-19 \noutbreak began, but she has notably combined that \nrole with being the public face for our hardworking \nNSW Health teams. Kerry would be the first to say \nthat she has not done this alone; she has worked \nalongside our State Health Emergency Operations \nCentre, the Public Health Emergency Operations \nCentre, pathology, clinical and shared services teams \nand other key partners to deliver our health system \nresponse. In doing so, Kerry has epitomised our \nvalues of collaboration, openness, respect and \nempowerment, earning the community’s trust and \nbecoming a role model and inspiration to many.\nDr Kerry Chant PSM received \ntwo distinguished awards this \nyear for leading the state’s \npublic health strategy during \nthe COVID-19 pandemic.\nNSW Health\t\nAnnual Report 2020-21   :  Performance   :  page 55\n\n\nElevating the Human Experience\nNSW Health launched Elevating the Human Experience: \nOur guide to action for patient, family, carer, volunteer and \ncaregiver experiences this year. The statewide blueprint \nemphasises the importance of people’s experiences of \nusing health services and the link between a good \nexperience of care and positive health outcomes.\nSeven enablers across the three key areas of people, \nprocess and place support NSW Health’s aspiration to \ndeliver positive experiences for patients, families, carers \nand staff, guiding priority initiatives on where the health \nsystem can be most effective.\nPatient Experience Week recognised the incredible \nstaff who positively impacted care provided in our \nhospitals and health settings.\nTo mark World Kindness Day, NSW Health participated \nin the #KindnessWorksHere campaign to celebrate the \nsmall acts of kindness. The campaign kickstarted a \nconversation on kindness, compassion and care, and the \nimportance of continuing to build the culture of these \nvalues in elevating the human experience.\nNSW Health\t\nAnnual Report 2020-21   :  Performance   :  page 56\n\n\n3\nManagement \nand accountability\n\n\nNSW Health is a world-class \nhealth system, delivering high-\nquality, safe care statewide \neach year. Our 170,000-strong \n(127,156 full-time equivalent) \nworkforce provides important \nand essential services to the \ncitizens of NSW.\nOur governance structure, financial frameworks and \napproach to risk management drive us to lead and \npromote excellence in healthcare management and \nservice delivery.\nGovernance\nNSW Health comprises the NSW Ministry of Health \n(a public service department under the Government Sector \nEmployment Act 2013) and the various NSW Health \norganisations making up the NSW public health system, \nincluding local health districts and specialty health networks \n(see the NSW Health organisational chart on page 5). \nThe Ministry is the system manager for NSW Health. \nNSW Health organisations are governed by an \naccountable authority – either a board or a chief executive, \nor both. The Corporate Governance and Accountability \nCompendium outlines the governance requirements \nthat apply to the organisations that form part of \nNSW Health and sets out the roles, relationships and \nresponsibilities of each organisation. A copy is available \nat health.nsw.gov.au.\nClinical governance\nNSW Health is committed to ensuring health services are \nneeds-based and provide safe, high-quality, value based \ncare for patients.\nThe Patient Experience and System Performance Safety \nand Quality Framework provides guidance to all NSW \nHealth organisations on the key components required to \ncontinuously improve health services to deliver safe and \nhigh-quality care to patients. \nThese activities include improved access to health \nservices, greater efficiencies in providing care, reducing \nhospital acquired complications, and developing \nintegrated governance systems that maintain and improve \nthe reliability and quality of patient care.\nThe framework reinforces NSW Health’s commitment to \npartnering with patients, consumers, families and carers in \nhealthcare decision making and improving staff culture \nand wellbeing to provide high-quality care.\nAcross NSW Health, clinical governance systems are \ngoverned by the following key principles:\n•\topenness about errors – these are reported and \nacknowledged without fear, and patients and their \nfamilies are told what went wrong and why\n•\temphasis on learning – the system is oriented towards \nlearning from its mistakes\n•\tobligation to act – the obligation to take action to remedy \nproblems is widely instilled\n•\taccountability – the limits of individual accountability are \nclear\n•\ta just culture – individuals are treated fairly and not \nblamed for system failures\n•\tappropriate prioritisation of action – actions are \nprioritised according to resources and where the \ngreatest improvements can be made\n•\tteamwork – cooperation is recognised as the best \ndefence against system failures and is explicitly \nencouraged.\nIn collaboration with the NSW Ministry of Health Patient \nSafety First Unit, the Clinical Excellence Commission is \nresponsible for the quality and safety of the NSW public \nhealth system and for providing leadership in clinical \ngovernance. Local health districts and specialty health \nnetworks have primary responsibility for providing safe, \nhigh-quality care for patients.\nTo protect patients from harm and ensure the quality of \nhealth services, hospitals, dental services and oral health \nclinics within hospitals must be accredited. Accreditation \nis determined by assessment against the National Safety \nand Quality Health Service Standards, in accordance with \nthe Australian Health Services Safety and Quality \nAccreditation Scheme.\nThe Clinical Excellence Commission produced 25 safety \nalert broadcasts relating to clinical issues, medicines and \nvaccinations in 2020-21. In collaboration with HealthShare \nNSW, the Commission also developed a governance and \nreview process for COVID-19-related personal protection \nequipment. Details are included on page 257.\nNSW Health\t\nAnnual Report 2020-21   :  Management and accountability   :  page 58\n\n\nFeedback and complaints\nNSW Health is committed to value based, patient-centred \ncare. We listen to feedback, and encourage patients, their \nfamilies and carers to share feedback about their \nhealthcare experiences. \nThe system transitioned from the Incident Information \nManagement System (IIMS) to Information Management \nSoftware (ims+) in 2020-21, to manage feedback and \ncomplaints, with 8548 complaints received in 2020. \nIn transitioning to ims+, data in relation to the classification \nor resolution of complaints is no longer published.\nNSW Health has local and statewide processes in place to \nenable staff across NSW Health to manage complaints \nfrom patients, carers and the community. In 2016, NSW \nHealth committed to improving complaints handling \nprocesses in line with the NSW Ombudsman’s Complaints \nHandling Improvement Program (CHIP). As part of this \ncommitment, NSW Health agreed to implement the six \ncriteria for effective complaints handling:\n1.\t Respectful treatment\n2.\t Information and accessibility\n3.\t Good communication\n4.\t Taking ownership\n5.\t Timeliness\n6.\t Transparency.\nSince then, NSW Health has implemented key \nimprovements to complaints handling processes across \nthe state, including:\n•\timplementing the digital Feedback Assist widget on each \nlocal health district and specialty health network website. \nFeedback Assist is a simple and easily accessible tool \nthat enables more consumers to provide feedback on our \nservices\n•\ttransitioning from the previous Incident Information \nManagement System (IIMS) to the enhanced system \nInformation Management Software (ims+), which \nprovides improved capabilities to manage consumer \nfeedback and complaints\n•\trevising statewide complaints handling policies to \nincorporate the six criteria and ensure NSW Health \norganisations present a consistent and consolidated \napproach to responding to complaints from consumers\n•\timplementing local-led enhancements at the district and \nnetwork level to improve workforce culture and \nconsumer engagement.\nNSW Health will continue to look for opportunities to \nimprove our processes to ensure all complaints are \nmanaged fairly, efficiently and effectively.\nFinance and performance management\nHelping people stay healthy and providing access to \ntimely, high-quality, patient-centred healthcare are key \ngoals of NSW Health. Achieving these goals requires clear \npriorities, supportive leadership and staff working \ntogether, underpinned by CORE values of collaboration, \nopenness, respect and empowerment.\nNSW Health Performance Framework\nThe framework includes the performance expected of \npublic sector health services and monitors performance \nagainst those expectations to achieve the required levels \nof health improvement, service delivery and financial \nperformance. \nThe framework and associated key performance \nindicators listed in service agreements apply at both \nwhole-of-health-service and facility or service levels, \npromoting and supporting a high-performance culture.\nIn 2020-21, a review of the framework was completed in \nresponse to recommendations from the Audit Office of NSW. \nThe revised framework will be finalised and implemented \nin 2021-22. Having been informed by an external review \nand extensive stakeholder consultation, the revised \nframework will aim to provide greater visibility and \naccountability of the performance assessment process.\nService agreements\nService agreements are a central component of the \nPerformance Framework. By setting out service and \nperformance expectations and funding, they support the \ndevolution of decision making, responsibility and \naccountability for safe, high-quality, patient-centred care \nto local health districts, other health services and support \norganisations.\nAnnual service agreements between the NSW Ministry \nof Health and health services include budgets for the level \nand mix of services each local health district and network \nneed for their communities. In activity based funding, the \npurchasing methodology has evolved to more clearly \nalign with the Outcome Framework and strategic priorities. \nFunding decisions consider the outcomes for patients \nand the public health system, and funding adjustors are \nused to incentivise value based care.\nNSW Health\t\nAnnual Report 2020-21   :  Management and accountability   :  page 59\n\n\nAudit and risk management\nNSW Health policy requires public health organisations \nto maintain effective, independent audit frameworks \nand corporate governance practices consistent with NSW \npublic sector best practices. Enterprise-wide risks are \nmanaged through continuous monitoring and risk control \n(policy, procedures and guidelines), which are reflected \nin the NSW Health Risk Management Policy.\nAudit and risk management committees\nEach public health organisation must establish an \naudit and risk management committee, which is a key \ncomponent in the public health organisation’s corporate \ngovernance framework. It oversees: \n•\tinternal controls and internal audit \n•\tenterprise risk management \n•\tbusiness continuity plans \n•\tdisaster recovery plans \n•\tcorruption and fraud prevention \n•\texternal accountability and external audit \n•\tcompliance with applicable laws and regulations.\nInternal auditing at the Ministry\nInternal Audit provides an independent review and \nadvisory service to the Secretary, NSW Health \nand the Risk Management and Audit Committee. \nIt ensures the Ministry’s financial and operational \ncontrols are designed to manage organisational risks \nand achieve agreed objectives, and continue to \noperate efficiently, effectively and ethically.\nInternal Audit assists management to improve Ministry \nbusiness performance, and advises on fraud, corruption \nrisks and internal controls over business functions \nand processes.\nExternal agency oversight\nSeveral statutory and government agencies are involved \nin the oversight and governance of NSW public health \norganisations. These include the NSW Ombudsman, \nInformation and Privacy Commission, Independent \nCommission Against Corruption, NSW Treasury, Department \nof Premier and Cabinet, the Auditor-General, Audit Office \nof NSW and the Public Accounts Committee of the \nNSW Parliament. \nNSW Ombudsman\nThe NSW Ombudsman tabled one report involving \nNSW Health during 2020-21: \n1.\t \u0007\nNSW Child Death Review Team Annual Report 2019-20 \n– published 27 October 2020.\nThe tabled report including relevant data provided \nby NSW Health is available at ombo.nsw.gov.au. \nAudit Office of NSW\nThis Office fulfils the external audit function for NSW \npublic health organisations and undertakes audits across \nfinance, performance and compliance topic areas. \nIn 2020-21, the Office tabled two performance audit \nreports in Parliament focusing specifically on NSW Health: \n1.\t \u0007\nHealth Capital Works – tabled 12 August 2020 \n2.\t \u0007\nManaging the Health, Safety and Wellbeing of \nNurses and Junior Doctors in High Demand Hospital \nEnvironments – tabled 9 December 2020.\nThe Ministry, along with 39 other NSW Government \nagencies, was involved in the preparation of the Auditor-\nGeneral’s report: Internal Controls and Governance 2020, \nreleased 24 November 2020. All tabled reports, including \nthe related response from NSW Health, are available \nat audit.nsw.gov.au. \nPublic Accounts Committee \nof the NSW Parliament\nThis Committee reviews performance audit reports \ntabled in Parliament as part of a 12-month follow-up, and \nrequests reports on progress of implementation of agreed \nrecommendations. In 2020-21, NSW Health made two \nsubmissions to the Committee regarding implementation \nof recommendations from previous performance audits: \n1.\t \u0007\nMental Health Service Planning for Aboriginal People \nin New South Wales (audit report originally tabled \n29 August 2019)\n2.\t \u0007\nEnsuring Contract Management Capability in Government \n– HealthShare NSW (audit report originally tabled \n31 October 2019). \nNSW Health\t\nAnnual Report 2020-21   :  Management and accountability   :  page 60\n\n\nInternal audit and risk management attestation\n \nNSW Health\t\nAnnual Report 2020-21   :  Management and accountability   :  page 61\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Management and accountability   :  page 62\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Management and accountability   :  page 63\n\n\nPublic Interest Disclosures\nNSW Health values the contributions of staff to improve \nadministrative and management practices. Staff are \nencouraged to report any alleged wrongdoing under \nthe Public Interest Disclosures Act 1994. NSW Health \nhas a Public Interest Disclosures Policy which covers \nmanagement of Public Interest Disclosures across \nall NSW Health organisations. \nNSW Health organisations received 70 Public Interest \nDisclosures over the 2020-21 reporting period:\n•\t40 in the course of their day-to-day functions\n•\t30 falling into the category of ‘all other Public Interest \nDisclosures’. \nThe majority of Public Interest Disclosures (54) primarily \nrelated to reports alleging corruption, with nine Public \nInterest Disclosure reports relating to allegations of \nmaladministration. The remaining seven Public Interest \nDisclosures fall within other categories. \nAcross NSW Health, 19 Public Interest Disclosures were \nfinalised during the 2020-21 period. \nNSW Health has received a greater number (70) of \nPublic Interest Disclosure reports in the 2020-21 financial \nyear compared with the previous reporting period of \n2019-20 (41). \nPublic Interest Disclosure Coordinators for NSW Health \norganisations continued to implement tailored staff \nawareness strategies to suit their organisational needs. \nThe COVID-19 pandemic impacted the ability of NSW \nHealth to implement face-to-face training and forums. \nNSW Health organisations used training provided by \nrepresentatives from the NSW Ombudsman, internal \nstaff briefings, e-learning, and employee induction training \nto improve awareness. Information about Public Interest \nDisclosures is available on intranet sites, and some \norganisations provided information via newsletters, \nposters and surveys.\nGovernment Information (Public Access) Act 2009\nThe Ministry regularly reviews information on its website \nand routinely uploads information that may be of interest \nto the public. This includes a wide range of publications \nand resources including reports, fact sheets, brochures \nand pamphlets. Information is also available in other \nlanguages from the NSW Multicultural Health \nCommunication Service website. \nDuring 2020-21, the Ministry received 146 formal access \napplications under the Government Information (Public \nAccess) Act 2009 (the GIPA Act) and of these, 43 \napplications were transferred to other agencies for \ncompletion. During the reporting period, 13 applications \nwere invalid for not complying with the formal \nrequirements of section 41 of the GIPA Act. \nA total of 94 applications submitted to the Ministry were \ncompleted within the reporting period, including six \noriginally received in the 2019-20 reporting period. There \nwere 15 applications undecided as at 30 June 2021. \nFour internal reviews were conducted in 2020-21, with \nthree external reviews completed in this same period.\nOf the 94 new formal access applications decided in \n2020-21, the Ministry made two decisions to refuse access \nto information referred to in Schedule 1 of the GIPA Act, \nwhere there is a conclusive presumption of overriding \npublic interest against disclosure. Five applications \nresulted in a full refusal of access and 16 applications \ninvolved a decision to refuse access to part of the \ninformation. \nStatistical information regarding formal access \napplications received during 2020-21 is provided \nin the following tables.\nPublic \naccountability\nNSW Health\t\nAnnual Report 2020-21   :  Management and accountability   :  page 64\n\n\nTable A. Number of applications by type of applicant and outcome*\nAccess \ngranted in \nfull\nAccess \ngranted in \npart\nAccess \nrefused in \nfull\nInformation \nnot held\nInformation \nalready \navailable\nRefuse to \ndeal with \napplication\nRefuse to \nconfirm/\ndeny \nwhether \ninformation \nis held\nApplication \nwithdrawn\nMedia (30)\n10\n4\n3\n5\n3\n5\n0\n0\nMembers of \nParliament (15)\n3\n2\n0\n0\n0\n8\n0\n2\nPrivate sector \nbusiness (1)\n0\n0\n0\n0\n0\n1\n0\n0\nNot for profit \norganisations \nor community \ngroups (4)\n2\n0\n0\n2\n0\n0\n0\n0\nMembers of \nthe public \n(application \nby legal \nrepresentative) (14)\n0\n4\n1\n5\n0\n3\n0\n1\nMembers of the \npublic (other) (30)\n4\n4\n1\n13\n0\n7\n0\n1\n*More than one decision can be made in respect of a particular access application. If so, a recording must be made in relation to each such \ndecision. This also applies to Table B. Total = 94.\nTable B. Number of applications by type of application and outcome\nAccess \ngranted in \nfull\nAccess \ngranted in \npart\nAccess \nrefused in \nfull\nInformation \nnot held\nInformation \nalready \navailable\nRefuse to \ndeal with \napplication\nRefuse to \nconfirm/deny \nwhether \ninformation \nis held\nApplication \nwithdrawn\nPersonal \ninformation \napplications* (10)\n1\n1\n0\n8\n0\n0\n0\n0\nAccess applications \n(other than personal \ninformation \napplications) (76)\n16\n11\n5\n14\n3\n23\n0\n4\nAccess applications \nthat are partly \npersonal \ninformation \napplications and \npartly other (8)\n2\n2\n0\n3\n0\n0\n0\n1\n*A personal information application is an access application for personal information (as defined in clause 4 of Schedule 4 to the Act) about \nthe applicant (the applicant being an individual). Total = 94. Please note: The total number of decisions in Table B should be the same as Table A.\nTable C. Invalid applications\nReason for invalidity\nNumber of applications\nApplication does not comply with formal requirements (section 41 of the Act)\n13\nApplication is for excluded information of the agency (section 43 of the Act)\n0\nApplication contravenes restraint order (section 110 of the Act)\n0\nTotal number of invalid applications received\n13\nInvalid applications that subsequently became valid applications\n3\nNSW Health\t\nAnnual Report 2020-21   :  Management and accountability   :  page 65\n\n\nTable D. Conclusive presumption of overriding public interest against disclosure: matters listed in Schedule 1 of the Act\nNumber of times consideration used*\nOverriding secrecy laws\n0\nCabinet information\n0\nExecutive Council information\n0\nContempt\n0\nLegal professional privilege\n2\nExcluded information\n0\nDocuments affecting law enforcement and public safety\n0\nTransport safety\n0\nAdoption\n0\nCare and protection of children\n0\nMinisterial code of conduct\n0\nAboriginal and environmental heritage\n0\n*More than one public interest consideration may apply in relation to a particular access application and, if so, each such consideration is to \nbe recorded (but only once per application). This also applies in relation to Table E.\nTable E. Other public interest considerations against disclosure: matters listed in table to section 14 of the Act\nNumber of occasions when \napplication not successful\nResponsible and effective government\n7\nLaw enforcement and security\n0\nIndividual rights, judicial processes and natural justice\n4\nBusiness interests of agencies and other persons\n2\nEnvironment, culture, economy and general matters\n0\nSecrecy provisions\n0\nExempt documents under interstate Freedom of Information legislation\n0\nTable F. Timeliness\nNumber of applications\nDecided within the statutory timeframe (20 days plus any extensions)\n74\nDecided after 35 days (by agreement with applicant)\n17\nNot decided within time (deemed refusal)\n3\nTotal\n94\nTable G. Number of applications reviewed under Part 5 of the Act (by type of review and outcome)\nDecision varied\nDecision upheld\nTotal\nInternal review\n3\n1\n4\nReview by Information Commissioner*\n1\n0\n1\nInternal review following recommendation under section 93 of Act\n1\n0\n1\nReview by NCAT\n1\n1\n2\nTotal\n6\n2\n8\n*The Information Commissioner does not have the authority to vary decisions, but can make recommendation to the original \ndecision-maker. The data in this case indicates that a recommendation to vary or uphold the original decision has been made.\nTable H. Applications for review under Part 5 of the Act (by type of applicant)\nNumber of applications for review\nApplications by access applicants\n8\nApplications by persons to whom information the subject of access application relates \n(see section 54 of the Act)\n0\nTable I. Applications transferred to other agencies under Division 2 of Part 4 of the Act (by type of transfer)\nNumber of applications transferred \nAgency-initiated transfers \n47\nApplicant-initiated transfers\n0\nNSW Health\t\nAnnual Report 2020-21   :  Management and accountability   :  page 66\n\n\nLegal change\nActs administered\nAbortion Law Reform Act 2019 No 11\nAnatomy Act 1977 No 126\nAssisted Reproductive Technology Act 2007 No 69\nCancer Institute (NSW) Act 2003 No 14\nCentenary Institute of Cancer Medicine and Cell Biology Act \n1985 No 192\nDrug and Alcohol Treatment Act 2007 No 7\nDrug Misuse and Trafficking Act 1985 No 226, Part 2A, \njointly with the Minister for Police and Emergency Services\nFluoridation of Public Water Supplies Act 1957 No 58\nGarvan Institute of Medical Research Act 1984 No 106\nHealth Administration Act 1982 No 135\nHealth Care Complaints Act 1993 No 105\nHealth Care Liability Act 2001 No 42\nHealth Practitioner Regulation (Adoption of National Law) Act \n2009 No 86 and the Health Practitioner Regulation National \nLaw (NSW) (except parts, the Attorney General, and \nMinister for Prevention of Domestic and Sexual Violence)\nHealth Professionals (Special Events Exemption) Act 1997 No 90\nHealth Records and Information Privacy Act 2002 No 71\nHealth Services Act 1997 No 154\nHuman Cloning for Reproduction and Other Prohibited \nPractices Act 2003 No 20\nHuman Tissue Act 1983 No 164\nLunacy and Inebriates (Commonwealth Agreement \nRatification) Act 1937 No 37\nLunacy (Norfolk Island) Agreement Ratification Act 1943 No 32\nMental Health Act 2007 No 8\nMental Health and Cognitive Impairment Forensic Provisions \nAct 2020 No 12, Parts 5 and 7, and Part 9 jointly with the \nAttorney General, and Minister for Prevention of Domestic \nand Sexual Violence and the Minister for Mental Health, \nRegional Youth and Women, remainder, the Attorney \nGeneral, and Minister for Prevention of Domestic and \nSexual Violence\nMental Health Commission Act 2012 No 13\nPoisons and Therapeutic Goods Act 1966 No 31\nPrivate Health Facilities Act 2007 No 9\nPublic Health Act 2010 No 127\nPublic Health (Tobacco) Act 2008 No 94\nResearch Involving Human Embryos (New South Wales) Act \n2003 No 21\nRoyal Society for the Welfare of Mothers and Babies’ \nIncorporation Act 1919 No 52, jointly with the Minister for \nMental Health, Regional Youth and Women\nSaint Vincent’s Hospital Act 1912 No 5, jointly with the \nMinister for Mental Health, Regional Youth and Women\nSmoke-free Environment Act 2000 No 69\nNew Acts\nNil\nAmending Acts\nHealth Legislation (Miscellaneous Amendments) Bill 2020\nRepealed Acts\nNil\nSignificant Orders\nUnder section 7 of the Public Health Act 2010 (NSW), public \nhealth orders made by the Minister for Health and Medical \nResearch included orders relating to: \n·\tPublic Health (COVID-19 Restrictions on Gathering and \nMovement) Order\n·\tPublic Health (COVID-19 Air Transportation Quarantine) \nOrder \n·\tPublic Health (COVID-19 Maritime Quarantine) Order \n·\tPublic Health (COVID-19 Self-Isolation) Order\n·\tPublic Health (COVID-19 Spitting and Coughing) Order\n·\tPublic Health (COVID-19 Northern Beaches) Order\n·\tPublic Health (COVID-19 Interstate Travellers) Order\n·\tPublic Health (COVID-19 Mandatory Face Coverings) \nOrder\n·\tPublic Health (COVID-19 Sydney New Year’s Eve \nArrangements) Order \n·\tPublic Health (COVID-19 Lord Howe Island) Order\n·\tPublic Health (COVID-19 Aged Care Facilities) Order\n·\tPublic Health (COVID-19 Border Control) Order \n·\tPublic Health (COVID-19 Western Australia) Order \n·\tPublic Health (COVID-19 Border Control—South \nAustralia) Order \n·\tPublic Health (COVID-19 Sydney Gay and Lesbian Mardi \nGras Arrangements) Order \n·\tPublic Health (COVID-19 Northern Rivers) Order \n·\tPublic Health (COVID-19 Self-Isolation) Order \nNSW Health\t\nAnnual Report 2020-21   :  Management and accountability   :  page 67\n\n\nSubordinate Legislation\nPrincipal Regulations made\n·\tHealth Administration Regulation 2020\n·\tHuman Tissue Regulation 2020 \n·\tMental Health and Cognitive Impairment Forensic \nProvisions Regulation 2021\nSignificant Amending Regulations made\n·\tHealth Administration Amendment (Reportable Incidents) \nRegulation 2021 \n·\tHealth Administration Amendment (Serious Adverse \nEvent Reviews) Regulation 2020 \n·\tPoisons and Therapeutic Goods Amendment (COVID-19 \nVaccine) Regulation 2021\n·\tPoisons and Therapeutic Goods Amendment (Real Time \nPrescription Monitoring) Regulation 2021 \n·\tPoisons and Therapeutic Goods Amendment (Restricted \nSubstances) Regulation 2021 \n·\tPrivate Health Facilities Amendment (Reportable \nIncidents) Regulation 2020\n·\tPrivate Health Facilities Amendment (Cosmetic Surgery) \nRegulation 2020 \n·\tPrivate Health Facilities Amendment (COVID-19 \nPrescribed Period) Regulation 2021 \nRepealed Regulations\n·\tHealth Administration Regulation 2015 \n·\tHuman Tissue Regulation 2015\nNSW Health\t\nAnnual Report 2020-21   :  Management and accountability   :  page 68\n\n\nCybersecurity policy attestation\nNSW Health\t\nAnnual Report 2020-21   :  Management and accountability   :  page 69\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Management and accountability   :  page 70\n\n\nInformation \nmanagement\nPrivacy management\nThe Regulation and Compliance Unit provides ongoing \nprivacy information and support within the NSW Ministry \nof Health, and to the NSW public health system. \nIn 2020-21, work has included:\n•\tproviding advice to the COVID-19 vaccination program \non privacy notice obligations\n•\tproviding advice to the COVID-19 contact tracing team \nregarding the confidentiality of personal information\n•\tassisting with the response to a cyber-attack. This \nincluded responding to affected patients’ queries, \ncomplaints and privacy internal review applications\n•\tparticipation in the Mandatory Notifiable Data Breach \nScheme interagency working group to inform the \ndrafting of the Exposure Bill to amend the NSW Privacy \nand Personal Information Protection Act 1998\n•\tupdating the online Privacy Training Module One for \nNSW Health staff and adapting the HealthShare NSW \nprivacy animation for use by all NSW Health \norganisations\n•\tparticipation in the Patient Privacy Auditing Working \nGroup and the drafting of the Governance Framework \nfor the Patient Privacy Audit tool\n•\tparticipation in the Digital Consent Framework \nWorking Group\n•\treview of Privacy Impact Self-Assessment submissions \nfor new Ministry projects and initiatives as part of the \nPrivacy and Security Assurance Framework.\nSupport for Privacy Contact Officers included online \nmeetings being organised to ensure officers remained \nup-to-date with statewide privacy law, policy and practice \ndevelopments, and assistance with privacy enquiries and \noversight of health privacy internal review matters.\nWork also commenced on the update of the NSW Health \nPrivacy Management Plan. The plan will incorporate \ndevelopments in notification obligations of data breaches, \nincluding cyber breaches. It will also incorporate \ninformation for the management of digitised personal \ninformation of staff. \nInternal review\nThe Privacy and Personal Information Protection Act 1988 \nprovides a formalised structure for managing privacy \ncomplaints relating to this Act and the Health Records \nand Information Privacy Act 2002. This process is known \nas ‘internal review’. \nDuring 2020-21, the NSW Ministry of Health received \nno applications for internal review.\nNSW Health\t\nAnnual Report 2020-21   :  Management and accountability   :  page 71\n\n\nOur \npeople\nThe Health Professionals \nWorkforce Plan 2012-22 plays \na central role to ensure NSW \nHealth achieves a fit-for-\npurpose workforce to meet \nthe current and future needs \nof the community. It sets out \nstrategies to ensure NSW \nHealth recruits, trains and \nretains health professionals \nto continue to provide a quality \nhealth service to the people \nof NSW.\nRegular reporting by local health districts, networks, \npillars and the NSW Ministry of Health has demonstrated \nthe success of the plan. Significant evidence proved \nlead agencies and partners had met the intent of the plan \nand many initiatives have since been implemented into \nongoing practice.\nSystem leaders have continued to respond to new and \nemerging trends, increasing evidence for change and \ncontemporary practices in workforce planning. Examples \ninclude the improved focus on mentoring programs, \nintroduction of the new Diversity Inclusion Belonging \nResource Hub, and enhanced workforce and corporate \ndata analytics. \nIn contributing to the review of the Health Professionals \nWorkforce Plan 2012-22, Aboriginal workforce and cultural \nsafety elements were included and both the Good Health \n– Great Jobs: Aboriginal Workforce Strategic Framework \n2016-2020 and Respecting the Difference Aboriginal \nCultural Training Framework were cross-referenced.\nBuilding positive workforce culture\nStrengthening workplace culture and building positive \nstaff engagement in workplaces and teams is an \nimportant priority for NSW Health. NSW Health tracks \nemployee engagement and workplace culture annually \nvia the NSW Public Service Commission’s People Matter \nEmployee Survey. However, due to the COVID-19 pandemic \nresponse, NSW Health did not participate in the People \nMatter Employee Survey in 2020. Some NSW Health \norganisations instead opted to conduct pulse surveys \nto receive rapid feedback from staff. \nResponding to bullying and complaints\nNSW Health organisations implemented local strategies \nto reduce the incidence of bullying and unacceptable \nbehaviour and enhance workplace culture. Anti-bullying \nManagement Advisors developed strategies for improving \ncommunication, increasing information sharing, and \nproviding support and coaching to managers on effective \ncomplaints management processes.\nThe confidential Anti-Bullying Advice Line provided \nguidance and information to employees about the \ncomplaint resolution process. \nNSW Health organisations’ human resources departments \nreport individual complaint data to the Ministry, while \nprotecting complainants’ identities. These individual \ncomplaints are initially assessed as potential bullying \ncomplaints.\nThe Ministry received 114 bullying complaints from \n1 July 2020 to 30 June 2021, which increased from \n85 complaints in 2019-20. This represents 0.09 per cent \nof the total full-time equivalent staff in the NSW Health \nsystem (based on full-time equivalent staff as at \n30 June 2021).\nThe Ministry developed a web portal for managers on \naddressing grievances and concerns, including bullying. The \npurpose of the portal is to support managers across NSW \nHealth to address workplace issues appropriately and as soon \nas they arise. The portal provides access to flowcharts, \ninformation sheets, checklists, videos and links to policies, \nprocesses and resources.\nNSW Health\t\nAnnual Report 2020-21   :  Management and accountability   :  page 72\n\n\nWorkforce diversity\nNSW Health has a strong commitment to workforce diversity and recruits and employs staff based on merit. \nThe Ministry has several plans to promote and support workforce diversity including the Disability Inclusion \nAction Plan, the NSW Aboriginal Health Plan 2013-2023 and the Revised NSW Health Good Health – Great Jobs: \nAboriginal Workforce Strategic Framework 2016-2020.\nTrends in the representation of workforce diversity groups\nWorkforce diversity group\nBenchmark/Target\n2019\n2020\n2021\nWomen\n50%\n74.4%\n74.5%\n74.6%\nAboriginal and/or Torres Strait Islander People\n3.3%\n2.7%\n2.8%\n2.8%\nPeople whose first language spoken as a child was not English\n23.2%\n25.8%\n25.7%\n25.2%\nPeople with disability\n5.6%\n1.7%\n1.8%\n1.8%\nPeople with disability requiring work-related adjustment\nN/A\n0.4%\n0.4%\n0.4%\nNote 1: The benchmark of 50 per cent for representation of women across the sector is intended to reflect the gender composition \nof the NSW community. Note 2: The NSW Public Sector Aboriginal Employment Strategy 2019-2025 takes a career pathway approach \nin that it sets an ambitious target of three per cent Aboriginal employment at each non-executive grade of the public sector by 2025. \nNote 3: A benchmark from the Australian Bureau of Statistics (ABS) Census of Population and Housing has been included for People \nwhose first language spoken as a child was not English. The ABS Census does not provide information about first language, but does \nprovide information about country of birth. The benchmark of 23.2 per cent is the percentage of the NSW general population born in \na country where English is not the predominant language. Note 4: In December 2017, the NSW Government announced the target of \ndoubling the representation of people with disability in the NSW public sector from an estimated 2.7 per cent to 5.6 per cent by 2027. \nMore information can be found at: https://www.facs.nsw.gov.au/inclusion/disability/jobs. The benchmark for ‘People with disability \nrequiring work-related adjustment’ was not updated.\nTrends in the distribution of workforce diversity groups\nWorkforce diversity group\nBenchmark\n2019\n2020\n2021\nWomen\n100\n92\n92\n92\nAboriginal and/or Torres Strait Islander People\n100\n76\n76\n76\nPeople whose first language spoken as a child was not English\n100\n99\n99\n99\nPeople with a disability\n100\n92\n88\n88\nPeople with disability requiring work-related adjustment\n100\n94\n87\n87\nNote 1: A Distribution Index score of 100 indicates that the distribution of members of the workforce diversity group across salary \nbands is equivalent to that of the rest of the workforce. A score less than 100 means that members of the workforce diversity group \ntend to be more concentrated at lower salary bands than is the case for other staff. The more pronounced this tendency is, the lower \nthe score will be. In some cases, the index may be more than 100, indicating that members of the workforce diversity group tend \nto be more concentrated at higher salary bands than is the case for other staff. Note 2: The Distribution Index is not calculated when \nthe number of employees in the workforce diversity group is less than 20 or when the number of other employees is less than 20.\nNSW Health\t\nAnnual Report 2020-21   :  Management and accountability   :  page 73\n\n\nWorkplace health and safety\nThe Ministry is committed to maintaining the health, safety \nand welfare of staff and visitors, in accordance with the \nWork Health and Safety Act 2011 (NSW) and the Work \nHealth and Safety Regulation 2017 (NSW). Strategies to \nimprove work health and safety include implementing \nWork Health Safety: Better Practice Procedures and Injury \nManagement and Return to Work policy frameworks; an \nongoing commitment to the Ministry’s Work Health Safety \nMission Statement; and the promotion of healthy lifestyle \ncampaigns educating staff about general health and \nwellbeing strategies.\nWorkers compensation\nThis year, there was a total of eight workers compensation \nclaims. These comprised six psychological claims and two \nbody stress claims.\nStrategies to improve workers compensation and return-\nto-work performance included:\n•\ta focus on early intervention to support the recovery and \nreturn to work of employees who sustain a work-related \ninjury\n•\tworking with treating professionals to ensure that injured \nworkers receive the best possible treatment, their family \nand peers are supported, and factors linked to the injury \nare managed\n•\tfrequent claims reviews to monitor recovery and return-\nto-work strategies.\nThe Ministry promotes risk management and injury \nprevention strategies, including conducting workplace \nassessments, making ergonomic information available on \nthe intranet, and investigating and resolving identified \nhazards in a timely manner.\nProsecutions under the \nWork Health and Safety Act 2011\nSafeWork NSW v Sydney Local Health District – two \ncharges commenced under s 32/19(1) and 32/19(2) of the \nWork Health and Safety Act 2011 respectively. The charges \nwere filed in the District Court of NSW on 30 April 2021. \nThe District Court file number for the s 19(1)/32 charge is \n2021/122630 and the number for the s 19(2)/32 charge is \n2021/122646.\nResearch \nand development\nMedical Research Support Program \nand associated programs\nMedical Research Support Program\nThe NSW Government established the Medical Research \nSupport Program to provide infrastructure funding to \nhealth and medical research organisations. The 2020-24 \nround of funding granted funding to 13 institutions. \nThe following grants were paid in 2020-21:\nOrganisation \nAmount ($)\nBlack Dog Institute\n$1,613,807 \nCentenary Institute of Cancer Medicine and Cell \nBiology\n$1,901,934 \nChildren’s Cancer Institute Australia\n$1,169,700 \nChildren’s Medical Research Institute\n$787,217 \nGarvan Institute of Medical Research\n$11,589,975 \nHunter Medical Research Institute\n$17,390,409 \nIllawarra Health and Medical Research Institute \n$1,255,784 \nIngham Institute for Applied Medical Research\n$2,015,594 \nNeuroscience Research Australia\n$6,962,128 \nThe George Institute for Global Health\n$12,391,951 \nThe Westmead Institute for Medical Research\n$3,899,011 \nVictor Chang Cardiac Research Institute \n$1,768,413 \nWoolcock Institute of Medical Research \n$1,198,767 \nCancer Proteogenomics \nResearch Program \nFunding was provided to the Children’s Medical Research \nInstitute in collaboration with the Garvan Institute of \nMedical Research, as part of the United States Cancer \nMoonshot Initiative.\nOrganisation \nAmount ($)\nChildren’s Medical Research Institute\n$340,000\nNSW Health\t\nAnnual Report 2020-21   :  Management and accountability   :  page 74\n\n\nSchizophrenia Research Chair\nThe Chair provides scientific leadership at the \nSchizophrenia Research Laboratory, which conducts \nresearch into schizophrenia and provides mentorship \nfor schizophrenia researchers throughout the state. \nOrganisation \nAmount ($)\nNeuroscience Research Australia \n$1,000,000\nNetworks\nFunding has been provided to the following clinical \nnetwork to support statewide research collaboration.\nOrganisation \nAmount ($)\nNational Heart Foundation \n(Cardiovascular Research Network)\n$250,000\nGenomics\nAustralian Genomic Cancer Medicine Program\nThis investment supported and leveraged the national \nexpansion of the Genomics Cancer Medicine Program.\nOrganisation \nAmount ($)\nGarvan Institute of Medical Research\n$2,000,000\nPathogen Genomics Partnership \nThis investment supported the application of genomics to \nthe study of pathogenic bacteria and viruses.\nOrganisation \nAmount ($)\nNSW Health Pathology \n$300,000\nPaediatric Precision Medicine \nThis investment in technology and staff advanced \npaediatric precision medicine to help treat childhood \ncancer and other genetic disorder.\nOrganisation \nAmount ($)\nPaediatrio \n$5,000,000\nBiobanking\nBiospecimen Collection Grants\nThe Biospecimen Collection Grants form part of the \nSydney O’mics Collaborative Initiatives. The funding covers \ncollection, processing and storage, retrieval and transport \nof biospecimens to the NSW Health Statewide Biobank.\nOrganisation \nAmount ($)\nMelanoma Institute Australia\n$100,000\nThe George Institute for Global Health\n$100,000\nThe Westmead Institute for Medical Research\n$100,000\nUniversity of Sydney\n$398,711\nMedical Devices and Commercialisation\nMedical Devices Fund\nThe Medical Devices Fund is a competitive technology \ndevelopment and commercialisation fund that helps \nencourage and support investment in the development \nof medical devices and related technologies in NSW.\nOrganisation \nAmount ($)\nAll Vascular Pty Ltd\n$2,400,000\nSDIP Innovations Pty Ltd\n$2,775,480\nMedical Devices Fund – COVID-19 Relief Grant\nA COVID-19 relief grant was run for previous recipients \nof the Medical Devices Fund that could be used to cover \ngaps in operating expenses for those impacted by \nCOVID-19. This stimulus was a one-off initiative provided \non a needs basis due to the unforeseeable impact of \nCOVID-19 on business operations. \nOrganisation \nAmount ($)\nKico Knee Innovation Co. Pty Ltd\n$1,000,000\nBeyond 700 Pty Ltd\n$151,000\nLucky Health Pty Ltd\n$380,000\nTetratherix Technology Pty Ltd\n$481,381\nMedical Research Commercialisation Fund \nThe Medical Research Commercialisation Fund was \nestablished in 2007 as an investment collaboration that \nsupports early-stage development and commercialisation \nopportunities from medical research institutes and allied \nresearch hospitals in Australia. The Fund has been \nworking with the NSW institutes over the past five years \nto increase NSW’s capacity to commercialise research \ndiscoveries. Through this funding, NSW Health gains \naccess to its expertise, training and mentoring.\nOrganisation \nAmount ($)\nMedical Research Commercialisation Fund \n$450,000\nNSW Health\t\nAnnual Report 2020-21   :  Management and accountability   :  page 75\n\n\nEarly-Mid Career Fellowships \nand PhD program \nThe Early-Mid Career Fellowship program provides \nfunding to promote the participation of early to mid-career \nresearchers in high-quality research projects across the \nspectrum from basic science through to health services \nand population health research.\nNSW Health’s PhD program provides for PhD students \nconducting research in drug development and \nbiopharmaceuticals under the joint supervision of an \nacademic and industry supervisor.\nOrganisation \nAmount ($)\nThe Westmead Institute for Medical Research\n$790,000\nUniversity of Newcastle\n$535,278\nUniversity of New South Wales\n$160,000\nUniversity of Sydney\n$2,298,345\nUniversity of Technology Sydney\n$80,000 \nSpinal Cord Injury Research Grants\nThis program provides grants to NSW spinal cord injury \nresearchers to drive cutting-edge, cure and care-related \nprojects.\nOrganisation \nAmount ($)\nUniversity of New South Wales\n$2,571,574 \nUniversity of Sydney\n$2,574,416 \nUniversity of Technology Sydney\n$781,381\nTranslational Research Grants Scheme\nThe Translational Research Grants Scheme takes an \ninnovative approach to funding priority-driven research led \nby local health districts and specialty networks in NSW.\nOrganisation \nAmount ($)\nHunter New England Local Health District\n$904,871\nIllawarra Shoalhaven Local Health District\n$282,800\nNepean Blue Mountains Local Health District\n$317,603\nNorthern Sydney Local Health District\n$10,255\nSouth Eastern Sydney Local Health District\n$102,322\nSydney Children’s Hospitals Network\n$63,619\nSt Vincent’s Health Network\n$256,070\nSydney Local Health District\n$1,023,506\nWestern NSW Local Health District\n$547,000\nWestern Sydney Local Health District\n$249,250\nCOVID-19 Research Funding\t\nOrganisation \nAmount ($)\nHunter Medical Research Institute\n$220,560\nIngham Institute for Applied Medical Research\n$994,696\nThe Sax Institute\n$1,481,930\nThe Westmead Institute for Medical Research\n$5,626,067\nUniversity of New England\n$335,680\nUniversity of Newcastle\n$459,046\nUniversity of New South Wales\n$5,472,286\nUniversity of Sydney\n$6,766,145\nUniversity of Wollongong\n$793,125\nSydney Water\n$46,000\nNSW Health Pathology\n$147,663\nSydney Children’s Hospitals Network\n$775,495\nHealth Services Support Group\n$1,825,495\nPopulation Health and Health \nServices Research Support\nThrough the Prevention Research Support Program, NSW \nHealth supports research organisations that are \nconducting prevention and early intervention research \naligned with NSW Health priorities.\nIn 2020-21, more than $2.7 million in funding was provided \nto seven NSW research organisations to support research \ninfrastructure, capability-building initiatives, and \ntranslation of research evidence to directly inform policy \nand practice across NSW. Round five of the program runs \nfrom July 2017 to June 2022.\nGrants paid in 2020-21\nAmount ($)\nPurpose\nHunter Medical \nResearch Institute \n$400,000.00\nPublic Health \nProgram Capacity \nBuilding Group\nUniversity of \nNew South Wales\n$250,000.00\nCentre for Primary \nHealth Care and \nEquity\nUniversity of \nNew South Wales\n$500,000.00\nThe Kirby Institute\nUniversity of Sydney\n$372,656.00\nWomen and Babies \nResearch\nUniversity of Sydney\n$499,994.00\nPrevention \nResearch \nCollaboration\nUniversity of Wollongong \n$250,000.00\nEarly Start \nResearch Institute\nWestern Sydney \nLocal Health District \n$500,000.00\nCentre for \nInfectious Diseases \nand Microbiology - \nPublic Health\nTOTAL\n$2,772,650.00\n \nNSW Health\t\nAnnual Report 2020-21   :  Management and accountability   :  page 76\n\n\nNSW Health continued its strong commitment to \nresource efficiency and environmental sustainability \nby implementing key measures within the Health Resource \nEfficiency Strategy in alignment with Government \nResource Efficiency Policy and remaining on track to \nexceed the 2024 solar installation target in the policy.\nIn 2020-21, NSW Health continued to lead the state and \nthe country in energy efficiency projects, notably with the \ninstallation of solar energy generation systems on its \nhospitals. The recently completed John Hunter Hospital \nsystem at 2.4 megawatts power (MWp) is the largest solar \npanel system on a hospital in the world. NSW Health now \nhas almost 20 MWp of solar installed or in progress across \nthe network. When added together, NSW Health’s total \nsolar generation power would see it ranked within the \nstate’s top 25 solar farms. There are now large solar panel \nsystems either installed or planned on most major \nhospitals including but not limited to John Hunter, Hornsby, \nGosford, Port Macquarie, Canterbury, Blacktown, Parkes, \nBroken Hill, Fairfield and Coffs Harbour. \nThere are also about 150 small to medium-scale systems \non all types of NSW Health facilities. Since its inception \nin 2016, the NSW Health Large-scale Solar Program \nhas reduced the carbon emissions of the network by \naround 33,000 tonnes, the equivalent of removing about \n15,000 cars from the road. \nTo facilitate the continued focus on energy-efficiency \nprojects this year, NSW Health established the Health \nFund for Energy Efficiency Projects. Managed by the \nNSW Ministry of Health’s Financial Services and Asset \nManagement Division, this fund has already provided \n$2 million to Nepean Blue Mountains Local Health District \nfor a lighting upgrade project across multiple hospitals \nwith savings to the network in the order of $500,000 \nper year. A multitude of other projects including lighting \nupgrades and solar panel systems are now moving \nthrough the approvals process. \nNSW Health is also leading government in the battery \nenergy storage system space, with Mid North Coast Local \nHealth District signing a contract to have a large-scale \nbattery installed at Port Macquarie Hospital, the first \nof its kind in Australia.\nA combination of energy efficiency measures and \nequipment upgrades managed by the local health districts \nhas enabled NSW Health’s building energy consumption \nto remain stable for a sixth consecutive year.\nEnvironmental \nsustainability\n\nEnergy management \nElectricity consumption decreased by 1.5 per cent from last year despite the addition of new assets. The electricity bill \nalso decreased by three per cent due to falling prices, primarily in the cost of environmental certificates. The 2020-21 bill \nfor natural gas was $17.1 million and LPG was $1.5 million. A combination of energy efficiency measures, managed by the \nlocal health districts, has seen NSW Health’s building energy consumption remain stable.\nEnergy contract use \nYEAR \nLPG \n(non-automotive) use KL\nNATURAL GAS USE TJ\nELECTRICITY USE GWh \nTOTAL ELECTRICITY \nBILL $M* \n2019-2020\n6028\n1356\n787\n$139.650\n2020-2021\n4548\n1260\n775\n$135.951\n*Incl GST\nNSW Health\t\nAnnual Report 2020-21   :  Management and accountability   :  page 77\n\n\nEquity \nand diversity\nDisability inclusion\nThe NSW Health Disability Inclusion Action Plan 2016-\n2019 has supported improved access to quality healthcare \nby people with disability. The plan addresses the barriers \nexperienced by people with disability in accessing \nmainstream health services and supports improved \naccessibility and inclusion relating to employment and \nhealth services provided by NSW Health. \nThe plan is currently in review and will be informed by \nconsultation across NSW Health and with key disability \nsector stakeholders to align with the Australian Disability \nStrategy 2021-2031. The plan will be guided by the NSW \nDisability Inclusion Plan Action Plan Framework 2021-2025.\nThe Disability Community of Practice, with more than \n150 members including people with disability, peak \nnon-government organisations, clinicians, program \nmanagers and key stakeholders, continued to provide \na forum to share ideas, strategies, local solutions \nand concerns with respect to pandemic preparedness \nfor people with disability. \nMany issues addressed through this Community of \nPractice align with key actions in the Disability Inclusion \nAction Plan.\nThis fifth year of reporting on the plan highlights the \nprogress NSW Health organisations have made. For \nexample, we: \n•\tintroduced National Disability Insurance Scheme Hospital \nLiaison Officers in local health districts; implemented the \nnew escalation pathways and an accommodation register \nto assist with safe patient discharge from hospitals; and \nprovided disability-related public health messaging \ndistributed via easy-read resources, webinars, websites, \nvideos and virtual National Disability Insurance Scheme \nservice provider forums\n•\tresponded to requests from the Royal Commission \ninto Violence, Abuse, Neglect and Exploitation of People \nwith Disability. NSW Health representatives appeared \nas witnesses at three public hearings focusing on \nthe provision of healthcare or services for people \nwith cognitive disability; education and training of health \nprofessionals in relation to people with cognitive \ndisability; and the experiences of people with cognitive \ndisability in the criminal justice system\n•\tinvested almost $6 million a year into the statewide \nIntellectual Disability Service. This service operates in \nevery local health district, with six teams and nine \nspecialised clinicians operational across NSW. The \nservice also provided education, training and clinical \nsupport to general practitioners, NSW Health staff and \ndisability practitioners\n•\tin partnership with the NSW Health Education Centre \nAgainst Violence, developed a Sexual Assault and New \nStreet Services Access Strategy for People with \nDisability. This is part of the NSW Government’s response \nto the Royal Commission into Institutional Responses \nto Child Sexual Abuse\n•\tlaunched Statewide Intellectual Disability Mental Health \nHubs in 2021 to provide clinical consultation and \nassessment of people with intellectual disability and \nco-occurring mental health problems, and training \nto health and disability professionals\n•\tcontinued the Safe and Supported at Home Program \nto support patients with disabilities to manage at home, \nhaving delivered 7400 packages in 2020-21.\nNSW Carers (Recognition) Act 2011\t\nCarers play an important role in supporting patients in \ntheir recovery and everyday lives. NSW Health is \ncommitted to supporting carers, with a range of initiatives \nimplemented to acknowledge and support them.\nUpgrades to the Patient Administration System have now \nbeen completed at nearly all local health districts, to \nrecord at registration if a patient has a carer or is a carer. \nThis change recognises that patients and their carers have \na better experience when carers are acknowledged, and \nwhen carers can talk to and work with health \nprofessionals.\nNSW Health-funded carer support services have \ncontinued to assist carers in accessing appropriate \nservices, maintaining current information and raising \nawareness of carers and their needs. These services have \nalso ensured that carers are involved in discussions about \nareas that affect them. Statewide Think Patient, Think \nCarer resources have been developed to improve visibility \nacross health services. \nNSW Health\t\nAnnual Report 2020-21   :  Management and accountability   :  page 78\n\n\nThe NSW Carers Strategy: Caring in New South Wales \n2020-2030 was released by the Department of \nCommunities and Justice, with NSW Health having many \nsignificant obligations under this plan. Alongside this, \nthe NSW Health Recognition and Support for Carers Key \nDirections will be updated in 2021-22.\nNSW Health strategy for people with diverse \nsexualities, gender identities and those with \nintersex variations\nThe NSW Ministry of Health worked closely with the \nStrategy Advisory Committee to complete a needs \nassessment commissioned to inform NSW’s first health \nstrategy for people with diverse sexualities, diverse \ngender identities and intersex variations. The Ministry \ncontinued to work with the Strategy Advisory Committee \nto finalise the draft NSW LGBTIQ+ Strategy.\nThe strategy will provide direction to the NSW Health \nsystem to improve health outcomes for people who are \nLGBTIQ+, and also guide important partnership work with \nprimary care and other community-based health services. \nIt is expected to be released in 2021-22.\nMulticultural \nhealth\nThe Multicultural Policies and Services Program (MPSP), \noverseen by Multicultural NSW, is a whole-of-government \ninitiative focused on ensuring government agencies \nimplement the principles of multiculturalism through their \nstrategic plans, and deliver inclusive and equitable \nservices to the public. \nIn 2020-21, NSW Health continued to ensure the health \nsystem was accessible and responsive to the needs of \nculturally and linguistically diverse (CALD) people. The \nNSW Health Plan for Healthy Culturally and Linguistically \nDiverse Communities 2019-2023 aligns with the MPSP \nframework and is a statewide policy for meeting the health \nneeds of CALD consumers in NSW over the medium term. \nThe plan focuses on outcomes in areas of access and \nquality of healthcare; health literacy; cultural \nresponsiveness; and understanding community health \nneeds. Examples of significant work across each of these \noutcomes in 2020-21 are provided below.\nIn 2021-22, NSW Health will publish the NSW Refugee \nHealth Plan 2021-26, which will identify priorities to \nimprove NSW Health’s care for people from refugee \nbackgrounds. NSW Health will also continue a project \nto inform and guide a consistent approach to future \nstatewide service planning and delivery for healthcare \ninterpreting services.\nNSW Health\t\nAnnual Report 2020-21   :  Management and accountability   :  page 79\n\n\nNSW Health improves access and quality of care \nfor people from CALD backgrounds\nNSW Health organisation\nProject or initiative\nCancer Institute NSW\nThe Institute developed Staying Well and Preventing Cancer flipcharts and facilitator manuals in 15 community \nlanguages to educate community members on reducing cancer risk through modifiable healthy living behaviours. \nA critical success factor was consultation with bilingual community educators and coordinators from local health \ndistricts. Community education sessions will be delivered in 2021-22.\nHealth Education and Training \nInstitute (HETI)\nHETI seeks culturally diverse inputs when developing services, programs and policies. This includes perspectives \nfrom health service consumers, clinicians, staff, higher education students, HETI and broader NSW Health staff. \nIn 2020-21, the Institute reviewed and commenced redevelopment of the eLearning module Working in a Culturally \nDiverse Context. Course development included input from multicultural and refugee health service managers, \nas well as professional healthcare interpreters. The new module is expected to be completed and published \nin early 2022.\nHunter New England \nLocal Health District\nThe Pacific Clinic of the Hunter New England Sexual Health Service offers a free, accessible service to everyone, \nincluding Medicare Ineligible Patients. In consultation with the Multicultural Health Service and consumers of their \nservice, the Pacific Clinic created an online appointment registration form in Arabic, Chinese, Hindi, Korean, Thai and \nVietnamese. This change immediately increased the appointments of people from these communities, as well as \npeople requiring an interpreter, over the six months since the site went live. \nMurrumbidgee \nLocal Health District\nThe District took part in research on the value of combined breast and cervical cancer screening clinics with a focus \non women with CALD backgrounds. Findings have informed development of a new screening model for CALD \nwomen, providing the opportunity to attend screening in groups, supported by a professional interpreter. The impact \nof this improvement is being monitored and the model is being rolled out across CALD communities at both fixed and \nvisiting sites in the region.\nNepean Blue Mountains \nLocal Health District\nThe District began a video interpreting project, which has increased access to interpreters in Lithgow, Blue \nMountains Hospital, and Springwood and Nepean hospitals.\nNSW Refugee Health Service\nThe Service has sought to assist all clients in need while responding to the COVID-19 pandemic, with the asylum \nseeker and social work teams working via virtual platforms. The Bilingual Community Educator model has also \nproven successful in reaching into vulnerable communities, by supporting cross-cultural communication and \nproviding critical intelligence about community needs. The Service has also used diverse strategies to deliver \nCOVID-19 messaging by:\n• producing COVID-19 video messaging in key languages\n• hosting webinars for community members and other health services\n• engaging with community and faith leaders.\nNorthern Sydney \nLocal Health District\nThe Multicultural Health Service has implemented a new model of care together with BreastScreen Northern \nSydney and Central Coast to improve the participation of Tibetan women in breast screening. Community \nconsultations were conducted to identify culturally appropriate strategies for promoting screening in the local \ncommunity. As a result, the model includes a personal invitation to participate from a bilingual community worker, \nin-language information on the benefits of screening and the screening process, assistance with way finding, \nin-language reminder calls, block booking of interpreters, and co-design of promotional material as well as care \nnavigation and support. Critical success factors include working in partnership with the Tibetan community to inform \nall aspects of the model and implementation of strategies to address poor health literacy. \nSouth Western Sydney \nLocal Health District\nThe District’s Natural helper project was piloted at three allied health services (Pain Clinic, Osteoarthritis Chronic \nCare Program and Outpatient Physiotherapy) to bridge cross-cultural and experiential divides between CALD \npatients and healthcare providers. Patients with a peer mentor achieved significantly higher Patient Activation \nMeasure scores compared with those receiving usual care. CALD patients reported high levels of satisfaction with \nthe program, with themes emphasising the legitimacy of the ‘lived experience’ and ‘collectivist culture’. Healthcare \nproviders appraised the model against an ‘effort-reward balance’ with all recognising the potential value of this \nmodel.\nSydney Children’s \nHospitals Network\nThe Network undertook a project to assess and support children’s and families’ need for technological devices for \ntelehealth, including people from CALD backgrounds. Families who were experiencing difficulty accessing their \nhealthcare appointments via video were identified. Together with the Sydney Children’s Hospitals Foundation, the \nNetwork attracted National Australia Bank and Optus donations to give families computers and SIM cards pre-\nloaded with data. This proved highly effective and helped deliver more equitable healthcare services to those who \notherwise may not have been able to attend their appointments, including refugees, asylum seekers and other CALD \npopulations. Twelve local health districts and eight Aboriginal Community Controlled Health Services requested SIM \ncards from the Network, with over 1400 people receiving and activating SIM cards.\nSydney Local Health District\nThe District has implemented multiple strategies to increase services available for CALD populations, including:\n• \u0007\ndeveloping in-language resources and staff education to increase engagement of Mandarin-speakers with the \nCancer Survivorship Program\n• \u0007\npiloting a program providing one-to-one, in-language support to patients recently diagnosed with breast cancer \n(Breast Cancer Concierge Program)\n• \u0007\ncommencing a project addressing problem gambling in Nepalese and Vietnamese communities\n• \u0007\ncommissioning a literature review to explore disparities in access to, and experience of, virtual care, which will \ninclude a focus on barriers to access for CALD communities.\nNSW Health\t\nAnnual Report 2020-21   :  Management and accountability   :  page 80\n\n\nNSW Health supports people from CALD backgrounds \nto be active partners in their healthcare\nNSW Health organisation\nProject or initiative\nAgency for Clinical Innovation\nmyVirtualCare is NSW Health’s custom-built web-based videoconferencing platform, designed to help patients, their \nfamily and carers, and healthcare providers to access and manage care. The Agency has translated the myVC user \nguide for patients and carers into 20 community languages, which are available on the ACI website.\nCancer Institute NSW\nThe Institute held a virtual Multicultural Women’s Cancer summit in late 2020, which brought together non-\ngovernment women’s health centres across NSW. Representatives from regional and rural centres attended the \nsummit to discuss the cultural safety of cancer services for local CALD populations and identify future strategies to \nimprove cancer outcomes. Attendees included primary care providers, centre managers, health promotion officers \nand allied health professionals.\nIllawarra Shoalhaven \nLocal Health District\nThe Multicultural Health Service has played an important role in responding to COVID-19 by increasing health literacy \nand promoting COVID-safe measures and testing among CALD and refugee communities. High school students and \nseniors from CALD backgrounds were identified as the primary target audiences, recognising they often act as \nconduits of information to their families. The team co-designed the program with CALD consumers. About 880 \npeople participated, ranging from 14 to 85 years, representing 21 language groups. Eighty-five per cent reported \nincreased literacy and awareness of COVID-19 transmission plus improved measures of awareness in applying \nCOVID-safe measures such as hand hygiene and social distancing. Eighty per cent of seniors reported a greater \nunderstanding of public health orders and increased confidence about accessing testing.\nNSW Ambulance\nThe service developed a new fact sheet to provide information about NSW Ambulance, how to call for help in \nmedical emergencies, and what to expect when you call Triple Zero, as well as important tips. The fact sheet was \ntranslated into 30 community languages available on the NSW Ambulance website. They were promoted to \nmulticultural organisations, migrant resource centres and settlement services across the state. NSW Ambulance \nalso engaged with CALD communities by attending preschools, primary schools, high schools, career days, nursing \nhomes and community events in areas with high CALD populations.\nNSW Refugee Health Service\nThe Chronic and Complex Care program has demonstrated success in supporting clients to access the National \nDisability Insurance Scheme (NDIS) and in managing urgent complex needs. The Service reaches out to clients \nthrough community sessions, clinical intervention and formalised support sessions such as carers groups. The team \nhas been further expanded to include a part-time occupational therapist (OT). OT services play an important role to \nsecure on arrival equipment and access. The model has been built on sustained clinical interventions and consumer \nengagement to address individual needs and break down systemic barriers to positive outcomes for clients.\nSouth Western Sydney \nLocal Health District\nThe District’s Multicultural Services established and maintained a CALD COVID-19 Advisory Committee that has met \nweekly since August 2020. It acts as conduit between CALD community leaders, local organisations and the District. \nA survey of more than 700 CALD community members was undertaken in Greater Western Sydney in partnership \nwith the University of Sydney, Sydney Health Literacy Hub, and Western Sydney, Nepean Blue Mountains and South \nWestern Sydney local health districts between March and July 2021. The survey was conducted in 12 languages to \nunderstand people’s knowledge, attitudes and behaviours regarding COVID-19 and to explore the impact of the \npandemic on culturally and linguistically diverse communities.\nSydney Local Health District\nThe District has responded to the COVID-19 pandemic by:\n• \u0007\ncollaborating and consulting with CALD community leaders, faith-based leaders, bilingual community workers, \nhealth professionals and interpreters as well as local council members to ensure strategies meet the needs of local \nCALD communities\n• \u0007\nproviding in-language contact tracing, welfare checks and health accommodation support\n• \u0007\nreviewing and analysing COVID-19 testing data to identify trends and develop targeted strategies for CALD \ncommunities\n• \u0007\nestablishing mobile vaccination clinics in CALD communities and language support at all vaccination sites\n• \u0007\nproviding more than 1000 hours of bilingual concierge and cultural liaison at testing clinics and vaccination centres, \nincluding NSW Mass Vaccination Centre at Sydney Olympic Park\n• \u0007\ndeveloping over 800 COVID-19 assets into more than 20 priority languages, including videos of community leaders \nsharing COVID-19 safety messages.\nNSW Health\t\nAnnual Report 2020-21   :  Management and accountability   :  page 81\n\n\nNSW Health is responsive to people’s individual needs, language and culture\nNSW Health organisation\nProject or initiative\nAgency for Clinical Innovation\nThe COVID-19 Critical Intelligence Unit has played a key role in the whole-of-government response to the Delta \noutbreak in NSW. The unit has worked with a range of stakeholders, including Multicultural NSW and the Behavioural \nInsights Unit of the Department of Customer Service, to develop datasets and insights about different CALD \ncommunities in local government areas with high case numbers of COVID-19. The goal of this work is to encourage \nvaccine uptake and other COVID-safe behaviours, creating tailored support packages and communications that are \nculturally appropriate and effective.\nHunter New England \nLocal Health District\nA key initiative to improve cultural responsiveness of staff in 2020-21 has been the publication of the \nLanguageMatters monthly newsletter, which began in September 2020. The newsletter is accessible online and \ncontains links through the HNE intranet. The newsletters include key monthly updates around language, patient \nexperiences, Multicultural Health Committee updates and information on Policy and Resources. With the \ndevelopment of the new HETI module for Working in Cultural Contexts, a continuing focus in 2021-22 will be on \nimproving the cultural responsiveness of staff.\nMental Health Branch, \nNSW Ministry of Health\nThe Multicultural Health Service in South Eastern Sydney Local Health District, on behalf of NSW Health, has \ndelivered training in Culturally Responsive Refugee Mental Health Care to district mental health staff in the seven \ndistricts where the Mental Health Community Living Supports for Refugees (MH-CLSR) program is being \nimplemented. This includes the following local health districts: Sydney, South Western Sydney, Western Sydney, \nHunter New England, Mid North Coast, Illawarra Shoalhaven and Murrumbidgee. Everymind in Hunter New England \nLocal Health District was commissioned to develop and deliver Refugee Specific Suicide Prevention Training to staff \nfrom community-managed organisations delivering the MH-CLSR program and to local health district mental health \nstaff. A total of 232 people participated in this training with 192 staff from the seven districts with MH-CLSR.\nNepean Blue Mountains \nLocal Health District\nThe Multicultural Health Service was involved in the development of the new HETI training module Culturally \nResponsive End of Life Care for People from Culturally Diverse Communities as a member on the development \ncommittee, as well as being interviewed for the video resource.\nSouth Eastern Sydney \nLocal Health District\nThe District implemented the Addressing Racism Strategy through the Racism Harms: Act on It project, which \nemphasises the health impacts of racism and encourages bystander intervention. Resources and training have been \nco-designed with staff from CALD backgrounds and Aboriginal staff. The project included: \n• \u0007\npanel discussions at Leadership Forums\n• \u0007\ndevelopment of a project video \n• \u0007\nmanager training around addressing racist incidents led by People and Culture\n• \u0007\nthe Chief Executive interviewing Professor Kevin Dunn from Western Sydney University on a livestream.\nThe project is sponsored by the Chief Executive and is a joint initiative between Priority Populations (Multicultural \nHealth), Aboriginal Health, People and Culture, and Media and Communications. Evaluation of the staff training \nmodule developed for the project is being carried out by Western Sydney University’s Challenging Racism team. \nSydney Children’s \nHospitals Network\nThe Network created a diversity health strategy and action plan with a focus on CALD populations, multicultural \nneeds and refugees and asylum seekers. The Providing Enhanced Access to Health Services (PEACH) project will \nimprove access for priority patients by establishing technological solutions and sustainable navigation pathways to \nstrengthen paediatric patient health outcomes across NSW. Sydney Children’s Hospitals Network is also \nimplementing improved psychosocial screening in adolescents and young adults who attend the emergency \ndepartment, which includes CALD patients, to improve early access to psychosocial supports.\nNSW Health\t\nAnnual Report 2020-21   :  Management and accountability   :  page 82\n\n\nNSW Health understands the needs, experiences \nand identities of CALD communities\nNSW Health organisation\nProject or initiative\nBureau of Health \nInformation (BHI)\nThe NSW Patient Survey Program gathers information in all its surveys on demographics including language spoken \nat home, the need for an interpreter and if an interpreter was provided. Survey results are available on BHI’s \ninteractive data portal, Healthcare Observer, including the ability to look at differences by demographic group. \nThis is an important source of information for hospitals about experiences of care for people who speak a language \nother than English at home. In 2020-21, the Bureau provided a bespoke report of results from the Adult Admitted \nPatient Survey (2015-2019) to the NSW Ministry of Health to support the NSW Health Care Interpreter Service \nProject. The data showed results for all performance questions for patients who reported speaking a language other \nthan English, as well as results for patients who said they needed an interpreter.\nCentral Coast \nLocal Health District\nData has been used to inform service responses to targeted communities in the COVID-19 response. The District \nregularly shares key information about multicultural communities with key stakeholder partners, for example \nNorthern Settlement Services. A recent example was the development of a profile of Northern Central Coast \nsuburbs during the lockdown, to identify at-risk communities and language groups in that region. This information \nwas shared with the Central Coast Council to support targeted information for non-English speaking communities. \nCentre for Population Health, \nNSW Ministry of Health\nEpidemiology identified international students as a priority population for HIV and sexually transmissible infections \n(STI) prevention. A research project engaged the population to improve understanding of issues relating to sexual \nhealth knowledge, and barriers to service access. The NSW STI Programs Unit developed the International Student \nHealth Hub in partnership with key non-government organisations to improve health literacy, and support navigation \nand access to services. Content for the site was developed with members of the international student community \nto ensure relevance, cultural appropriateness of materials, and engagement with the audience.\nIllawarra Shoalhaven \nLocal Health District\nAll multicultural and refugee health team activity is captured within eMR and non-admitted patient data systems. \nThis informs the District of current activity and trends about service delivery, and is used to determine population \npriorities and resource allocation. CALD demographic data has supported recruitment of a CALD Healthy Ageing \nspecialist within the Multicultural Health Service to build the District’s capacity in responding appropriately to \nthis cohort. Activity data of the Refugee Health team has demonstrated significant activity in addressing responses \nto clients requiring intervention for NDIS and My Aged Care packages.\nJustice Health and Forensic \nMental Health Network\nThe Network initiated a new Digital Family and Carer Hub project aimed at the families and carers of patients in the \nForensic Hospital. The project has a strong co-design component and includes CALD families and carers who \nparticipate in consultation, development and review of the Hub. The Network has also implemented a code in the \nclinical applications system to identify all CALD patients. A dashboard is being developed so that data can be used \nfor planning purposes to respond to health needs for CALD patients in correctional centres.\nSouthern NSW \nLocal Health District\nThe District is undertaking work as part of its National Safety and Quality Health Service Standard 2 Action plan \nto improve relationships with its CALD communities and develop stronger ties prior to community members coming \ninto the hospital system. Population Health has also used epidemiological advice to support targeted initiatives, such \nas the establishment of multicultural transition-to-school supported playgroups in Queanbeyan-Palerang LGA.\nSouth Western Sydney \nLocal Health District\nThe District has developed a two-year Multicultural Services Implementation Plan 2021-2023, which presents \nthe District’s vision for improving the health and wellbeing of its migrant communities and ensuring health services \nare responsive, consumer and carer/family centred, well integrated, equitable and accessible.\nNSW Health\t\nAnnual Report 2020-21   :  Management and accountability   :  page 83\n\n\nThis page intentionally left blank\nNSW Health\t\nAnnual Report 2020-21   :  Management and accountability   :  page 84\n\n\n4\nFinances\n\n\nExpenses\nNSW Health is a provider of patient-centred health \nservices. Approximately $16.1 billion (62 per cent) of costs \nincurred during 2020-21 were labour related, including \nthe costs of employee salaries and contracted Visiting \nMedical Officers. Other operating costs include \napproximately $2 billion in pharmaceutical, medical \nand surgical supplies and $740 million in maintenance-\nrelated expenses. \nGrants and subsidies to third parties for the provision \nof public health-related services totalled approximately \n$1.7 billion in 2020-21, including payments of $1.1 billion \nin operating grants being paid to affiliated health \norganisations.\nRevenue\nKey items include a range of fees for medical services \nrendered, consisting of Department of Veterans’ Affairs, \nprivate health funds for privately insured patients, workers \ncompensation and non-patient fees ($936 million), the \nsales and recoveries of pharmaceutical supplies, mainly \nthe recoup of costs from the Commonwealth through \nMedicare for highly specialist drugs ($411 million), and \ncompensable payments received from motor vehicle \ninsurers for the costs of people hospitalised or receiving \ntreatment as a result of motor vehicle accident ($170 \nmillion).\nCommonwealth Payments as part of the National Health \nReform Agreement are receipted under grants and \ncontributions ($8.2 billion).\nNSW Health’s full-year capital expenditure allocation \nfor 2020-21 (excluding capital expensing) was $2.9 billion \nfor works in progress and completed works. The total \ncapital allocation in 2020-21 represents 11 per cent \nof the total Property, Plant, Equipment and Intangibles \nasset base.\nNet assets\nNSW Health’s net assets at 30 June 2021 were $21.9 \nbillion. This is made up of total assets of $29.5 billion, \nnetted off by total liabilities of $7.6 billion. The net assets \nare represented by accumulated funds of $14.4 billion \nand an asset revaluation reserve of $7.5 billion.\nThe audited financial statements for the NSW Ministry \nof Health are provided in the report. Audited financial \nstatements have also been prepared in respect of each \nof the reporting entities controlled by the NSW Ministry \nof Health. These statements have been included in a \nseparate volume of the 2020-21 annual report. The NSW \nMinistry of Health and all its controlled entities received \nan unqualified audit opinion.\nFurther information\nVariation to the initial budget result is included in the \n2020-21 audited financial statements (Note 43) included \nin this annual report.\nAdjunct Professor Alfa D’Amato \nActing Deputy Secretary, Finance and Asset Management \nand Chief Financial Officer, NSW Health\nActing Deputy Secretary, \nFinance and Asset Management \nand Chief Financial Officer’s report\nNSW Health\t\nAnnual Report 2020-21   :  Finances   :  page 86\n\n\nImplementation of price determination\nThe NSW State Efficient Price per national weighted \nactivity unit (NWAU20) for 2020-21 was $4727. NSW local \nhealth districts and specialty health networks were funded \nfor their activity in 2020-21 at this single price, with \nexception for some specific contractual funding \narrangements. The NSW State Efficient Price is not \ndirectly comparable year on year due to changes in NWAU \nversions and local health district and specialty health \nnetwork costing results.\nNon-government funding\nEach year, NSW Health allocates funding to non-\ngovernment organisations (NGOs) to deliver community-\nbased services supporting health and wellbeing, \nparticularly for vulnerable or hard-to-reach populations. \nAboriginal health, aged care, children, youth and families, \nchronic care and disability, community transport, drug and \nalcohol, mental health, palliative care, population health \nand women’s health are among the services for which \nNSW Health provides funding.  \nFinancial management\nPartnerships for health funding allocated to non-government \norganisations by the NSW Ministry of Health in 2020-21\nCentre for Aboriginal Health\nGrant recipient\n Amount $ \nDescription \nAboriginal Health and \nMedical Research Council \nNSW\n 2,510,600 \nPeak body to build capacity and capability of Aboriginal Community Controlled Health Services \nin priority areas such as governance, financial management and business, contribute to policy \ndevelopment processes aimed at improving the health outcomes of Aboriginal people across \nNSW and be a formal partner with NSW Health on Aboriginal health issues. Funding is given for \ncapacity and capability building, policy leadership and influence, chronic disease and health ethics.\nAboriginal Medical Service \nCo-Operative Ltd\n 678,600 \nProvision of population health and drug and alcohol services for the Aboriginal community \nin the Sydney region.\nAlbury Wodonga Aboriginal \nHealth Service\n 222,700 \nProvision of population health services to the Aboriginal community in the Albury Wodonga area.\nArmajun Health Service \nAboriginal Corporation\n 295,800 \nProvision of population health services to the Aboriginal community in the Armidale, Glen Innes, \nInverell, Tenterfield and Tingha regions.\nAwabakal Ltd\n 671,000 \nProvision of population health, drug and alcohol, ear health and family health services for the \nAboriginal community in the Newcastle area.\nBiripi Aboriginal Corporation \nMedical Centre\n 432,900 \nProvision of population health, drug and alcohol and family health services for the Aboriginal \ncommunity in the Taree area.\nBourke Aboriginal Health \nService\n 375,800 \nProvision of population health, family health and drug and alcohol services for the Aboriginal \ncommunity in Bourke and surrounding areas.\nBulgarr Ngaru Medical \nAboriginal Corporation\n 629,900 \nProvision of population health and family health services in the Grafton area and population health \nservices in the Casino area.\nBullinah Aboriginal Health \nService Ltd\n 238,100 \nProvision of population health services to the Aboriginal community in the Ballina area.\nCatholicCare Wilcannia-\nForbes Ltd\n 196,600 \nProvision of family health services in Narromine and Bourke.\nCondobolin Aboriginal \nHealth Service Inc \n 238,100 \nProvision of population health services to the Aboriginal community in the Condobolin area.\nCoomealla Health \nAboriginal Corporation\n 131,600 \nProvision of population health services to the Aboriginal community in the Dareton area.\nCoonamble Aboriginal \nHealth Service\n 612,800 \nProvision of population health and family health services in the Coonamble area and provision \nof population health services to the Aboriginal community in the Dubbo area.\nCummeragunja Aboriginal \nCorporation\n 189,800 \nProvision of population health services for Aboriginal community in the Cummeragunja, Moama \nand surrounding areas.\nDubbo Neighbourhood \nCentre Inc\n 51,150 \nProvision of family health services for communities in the Dubbo area.\nNSW Health\t\nAnnual Report 2020-21   :  Finances   :  page 87\n\n\nGrant recipient\n Amount $ \nDescription \nDurri Aboriginal Corporation \nMedical Service\n 568,900 \nProvision of population health, drug and alcohol services for the Aboriginal communities \nin the Kempsey and Nambucca Valley area.\nGalambila Aboriginal Health \nService Inc\n 328,300 \nProvision of population health services for Aboriginal communities in the Coffs Harbour area.\nGriffith Aboriginal Medical \nService Inc\n 238,100 \nProvision of population health services to the Aboriginal community in the Griffith and Hay region.\nIllaroo Cooperative \nAboriginal Corporation\n 66,100 \nPersonal care worker for the Rose Mumbler Retirement Village.\nIllawarra Aboriginal Medical \nService\n 360,700 \nProvision of population health and drug and alcohol services for the Aboriginal community \nin the Illawarra area.\nIntereach Ltd\n 119,600 \nProvision of family health services in the Deniliquin area.\nKatungul Aboriginal \nCorporation Community \n& Medical Services\n 350,100 \nProvision of population health and ear health services for Aboriginal communities of the Far South \nCoast region and Bega.\nMaari Ma Health Aboriginal \nCorporation\n 413,600 \nProvision of population health and family health services in Broken Hill and across Far West NSW.\nNgaimpe Aboriginal \nCorporation\n 218,200 \nResidential drug and alcohol treatment and referral program providing statewide services, \nlocated in the Central Coast area.\nOrana Haven\n 181,100 \nResidential drug and alcohol treatment and referral program providing statewide services \nlocated near Brewarrina.\nOrange Aboriginal Medical \nService\n 295,800 \nProvision of population health services for Aboriginal communities in the Orange area.\nPius X Aboriginal \nCorporation\n 189,300 \nProvision of population health services to the Aboriginal community in the Moree area.\nRiverina Medical & Dental \nAboriginal Corporation\n 551,500 \nProvision of population health, drug and alcohol, ear health and family health services for the \nAboriginal community in the Riverina region.\nSouth Coast Medical \nService Aboriginal \nCorporation\n 276,300 \nProvision of population health and drug and alcohol services for the Aboriginal community in the \nNowra area.\nSouth Coast Women’s \nHealth and Welfare \nAboriginal Corporation \n(WAMINDA)\n 243,100 \nProvision of population health and family health services to Aboriginal women and their families in \nthe South Coast region.\nTamworth Aboriginal \nMedical Service Inc \n 269,800 \nProvision of population health services to the Aboriginal community in the Tamworth area.\nTharawal Aboriginal \nCorporation\n 378,300 \nProvision of population health and drug and alcohol services for the Aboriginal community \nin the Campbelltown area.\nThe Oolong Aboriginal \nCorporation\n 243,700 \nResidential drug and alcohol treatment and referral program providing statewide services \nlocated in the Nowra area.\nTobwabba Aboriginal \nMedical Service\n 276,300 \nProvision of population health and family health services for the Aboriginal community \nin Forster and surrounding areas.\nUngooroo Aboriginal \nCorporation\n 238,100 \nProvision of population health services to the Aboriginal community in the Singleton and \nMuswellbrook areas.\nWalgett Aboriginal Medical \nService\n 461,500 \nProvision of population health, family health and drug and alcohol services\nfor the Aboriginal community in the Walgett, Brewarrina and surrounding areas.\nWeigelli Centre Aboriginal \nCorporation\n 91,400 \nResidential drug and alcohol treatment and referral program providing statewide services located \nin the Cowra area.\nWellington Aboriginal \nCorporation Health Service\n 1,272,400 \nProvision of population health, drug and alcohol and family health services for the Aboriginal \ncommunities around Wellington and Western Sydney.\nWerin Aboriginal \nCorporation \n 238,100 \nProvision of population health services to the Aboriginal community in the Port Macquarie area.\nYerin Aboriginal Health \nServices Inc\n 430,300 \nProvision of population health, ear health, and family health services for the Aboriginal \ncommunities in the Central Coast area.\nYoorana Gunya Family \nHealing Centre Aboriginal \nCorporation\n 441,300 \nProvision of population health and family health services for the Aboriginal community in Forbes \nand surrounding areas.\nTotal \n 16,217,350 \nNSW Health\t\nAnnual Report 2020-21   :  Finances   :  page 88\n\n\nAboriginal maternal and infant health\nGrant recipient\n Amount $ \nDescription \nDurri Aboriginal \nCorporation Medical \nService\n 227,800 \nEmployment of a community midwife to provide antenatal care to improve the health outcomes \nof Aboriginal mothers and their babies.\nMaari Ma Health \nAboriginal Corporation\n 341,300 \nEmployment of a community midwife to provide antenatal care to improve the health outcomes \nof Aboriginal mothers and their babies.\nWalgett Aboriginal \nMedical Service\n 227,800 \nEmployment of a community midwife to provide antenatal care to improve the health outcomes\nof Aboriginal mothers and their babies. Fundamental goal of the funded program is to improve \nthe health of Aboriginal women and their babies.\nTotal \n 796,900 \nAged care, disability and community care\nGrant recipient\n Amount $ \nDescription \nCystic Fibrosis New \nSouth Wales\n 298,400 \nCystic Fibrosis NSW provides counselling, support and assistance to people with Cystic Fibrosis and \ntheir families. It also delivers community outreach and works to improve equitable delivery of services \nand multidisciplinary engagement.\nPalliative Care NSW Inc\n 99,300 \nPalliative Care NSW provides information and education to healthcare professionals and the general\npublic to raise awareness and enable informed choices about quality palliative and end of life care. \nThe organisation designs and delivers strategies and policies to support the growth and uptake of \npalliative care in NSW, and assists primary and specialist health professionals who provide palliative \ncare in the community.\nParkinson’s NSW Ltd\n 29,100 \nThis organisation supports the provision of expert knowledge to consumers and health professionals \nabout Parkinson’s disease through the Parkinson’s NSW InfoLine.\nTotal \n 426,800 \nCommunity services\nGrant recipient\n Amount $ \nDescription \nAlbury Wodonga \nAboriginal Health Service\n 258,300 \nMental health project for Aboriginal community.\nAssociation for the \nWellbeing of Children in \nHealthcare\n 211,000 \nAWCH is a national not-for-profit organisation that provides information, advocacy and support to \nensure healthcare systems address the emotional and psychosocial needs of children, young people \nand their families.\nCentre For Disability \nStudies Ltd\n 224,700 \nProvision of specialised medical, dental and psychological services for adolescents and adults with\nintellectual or developmental disability.\nNSW Council of Social \nService (NCOSS)\n 286,300 \nThis organisation provides capacity building activities that increase sustainability in health related \nactivities that promote the development of health policies, strategies, service design and delivery to\nbetter address the health needs of disadvantaged people.\nHealth Consumers NSW Inc\n 423,500 \nThe organisation delivers activities that support health consumer representation and engagement in \nthe development of health policies, strategies and programs. Key activities include support for \nconsumer representative networks, and training and education for consumers and NSW Health staff.\nUnited Hospital \nAuxiliaries of NSW Inc\n 217,500 \nFunding supports delivery of administrative and communications support to the affiliated hospital\nauxiliaries and UHA Volunteers located in public hospitals, multi-purpose services, community health\ncentres, day care services and other public health facilities across NSW.\nWomen’s Health NSW Inc\n 243,500 \nThis organisation is the peak body for non-government, community-based, women’s health centres\nin NSW. It is responsible for promoting a coordinated approach to policy and planning, service \ndelivery, staff development, training, education and consultation between members, NSW Health and \nother government and non-government agencies.\nTotal \n 1,864,800 \nNSW Health\t\nAnnual Report 2020-21   :  Finances   :  page 89\n\n\nCommunity services – NSW children, youth and families\nGrant recipient\n Amount $ \nDescription \nAustralian Breastfeeding \nAssociation (NSW \nBranch)\n 167,800 \nThe Association promotes, protects and supports breastfeeding by advocating for and creating\nan awareness, in the community, of the importance of human milk. It provides peer support to women \nand families and supports health professionals with resources, workshops and seminars.\nAustralian Red Cross \nSociety\n 363,000 \nResidential program that builds the capacity of young pregnant women over 20 weeks gestation with\ncomplex needs, and newly parenting young men and women aged 12 to 25 to live and parent\nindependently and respond appropriately to the needs of their children.\nCatholicCare Sydney \nTrust\n 93,000 \nThis organisation recruits personnel to deliver Family Life Education (FLE) services. The organisation \nalso supports ongoing learning and professional development of FLE and Natural Fertility Planning \n(NFP) educators.\nRed Nose Saving Little \nLives (formerly SIDS and \nKids NSW) \n 183,600 \nRed Nose provides bereavement support to NSW families who experience the death of their baby or \nchild during pregnancy, birth and infancy, including miscarriage, ectopic pregnancy, termination of \npregnancy, stillbirth, neonatal and infant death and death of a child up to six years.\nRoyal Far West Children’s \nHealth Scheme\n 4,064,500 \nThe Paediatric Developmental Program at Royal Far West provides specialist comprehensive\nmultidisciplinary assessment, diagnosis, planning, review and treatment for rural and remote children \nup to age 12 with complex developmental and behavioural issues. The Program includes support for \nparents and carers. The service targets the needs of families residing north of Taree, west of Lithgow \nand south of Nowra, who cannot access the services they need locally.\nYouthsafe\n 199,500 \nYouthsafe works with schools, workplaces and community organisations to provide information, build\ncapacity and deliver programs to prevent youth injury on the road, at work, while playing sport and \nwhen out socialising with friends.\nYouth Action \n 134,100 \nYouth Action is the peak body for young people and youth services in NSW. Youth Action has received\nfunding to develop the NSW Youth Health Literacy Project. This aims to improve the health outcomes \nof young people aged 12 to 24 years old through promoting their health literacy and access to \nhealthcare.\nTotal \n 5,205,500 \nDrug and alcohol\nGrant recipient\n Amount $ \nDescription \nAboriginal Health and \nMedical Research \nCouncil of NSW \n 185,800 \nDevelop capacity of NSW Aboriginal Community Controlled Health Services to identify and respond \nto alcohol and other drug related harm.\nAboriginal Medical \nService Co-Operative Ltd\n 321,800 \nAlcohol and other drug treatment and support services, including opioid substitution prescribing and\ndosing for Aboriginal people, at the Redfern location.\nDrug and Alcohol\nMulticultural Education\nCentre (DAMEC)\n 790,000 \nWorks with people from a range of culturally and linguistically diverse (CALD) communities, primarily\nin Western and South Western Sydney. Provides alcohol and other drug (AOD) prevention, harm \nminimisation and treatment services. Conducts community development activities, and conducts and \ndisseminates AOD research for CALD clients and communities.\nNetwork of Alcohol and \nOther Drugs Agencies Inc\n 1,524,700 \nAs the NSW peak body for non-government alcohol and other drug service providers, represent and\nbuild organisation and service delivery capacity of members, and contribute AOD policy and practice.\nThe Oolong Aboriginal \nCorporation\n 353,200 \nAlcohol and other drug residential rehabilitation in Nowra primarily for Aboriginal men, with priority\naccess for Magistrates Early Referral Into Treatment program participants.\nUniting (NSW ACT)\n 4,106,900 \nMedically supervised injecting centre.\nTotal \n 7,282,400 \nNSW Health\t\nAnnual Report 2020-21   :  Finances   :  page 90\n\n\nHealth promotion\nGrant recipient\n Amount $ \nDescription \nAsthma Australia Ltd \n 536,300 \nAsthma Australia aims to build the capacity of the health workforce to provide evidence-based care \nto people with asthma, develop and implement programs and services that support people with \nasthma to proactively self manage their disease and help develop policies and systems to create safer \nenvironments for people with asthma.\nFamily Drug Support\n 382,500 \nProvides a 24-hour 7 days telephone service, information, support and referral to families affected \nby alcohol and other drug issues.\nHealthy Kids Association Inc\n 449,600 \nDelivery of key activities in relation to the NSW Healthy School Canteen Strategy, and activities \nassociated with the Centre for Population Health -HEAL in schools portfolio.\nKidsafe NSW Inc\n 259,600 \nKidsafe NSW undertakes public awareness campaigns and provides information, training and advice \non child injury prevention to key stakeholders and the community.\nLife Education NSW \nLimited\n 2,233,800 \nDelivers alcohol and other drugs and healthy lifestyle related education to primary school children \nacross NSW.\nTotal \n 3,861,800 \nHIV, blood-borne viruses and STI\nGrant recipient\n Amount $ \nDescription \nAboriginal Health \nand Medical Research \nCouncil NSW\n 128,500 \nDelivery of education and training in Primary Health Care (Sexual Health) and specialised short \ncourses and skill set training covering HIV, hepatitis C and B, and sexually transmissible infections \n(STI) to support Aboriginal health workers in Aboriginal Community Controlled Health Services and \nlocal health districts to implement the NSW HIV, STI, hepatitis C and hepatitis B strategies.\nACON Health Ltd\n 11,768,000 \nACON is a statewide community-based organisation providing HIV prevention, education, and support \nservices to gay and other homosexually active men at risk of and living with HIV. Services and \nprograms include: HIV prevention, health promotion, education and community engagement programs \nfor gay and homosexually active men to increase access to HIV testing, treatment and prevention.\nAustralasian Society For \nHIV, Viral Hepatitis and \nSexual Health Medicine\n 665,500 \nASHM provides:\n• \u0007\ngeneral practitioner (GP) engagement and delivery of training for authorisation as required for \nprescribing of drugs used in the treatment of HIV and hepatitis B\n• \u0007\ntraining that supports GPs involved with patients who have HIV and STIs\n• \u0007\nsexual health and viral hepatitis training for nurses\n• \u0007\nHIV, STI and viral hepatitis training content and materials for GPs and other healthcare providers.\nBobby Goldsmith \nFoundation\n 1,867,400 \nProvision of client-centred services across NSW for HIV positive people with complex care needs to \nsupport client stability, and address barriers to retention in care and target service gaps in partnership \nwith specialist HIV community services.\nDiabetes NSW\n 3,135,690 \nProvision of syringes and pen needles at no cost to NSW registrants of the National Diabetic Services \nScheme and the promotion and education for safe sharps disposal.\nHepatitis NSW Inc\n 2,078,500 \nA statewide community-based organisation that provides information, support, referral, education and \nadvocacy services for people in NSW affected by hepatitis C.\nNSW Users and Aids \nAssociation Inc\n 1,571,500 \nStatewide community-based organisation that provides HIV and hepatitis C prevention education, \nharm reduction, access to testing and treatment, advocacy and resources, referral and support \nservices for people who inject drugs.\nPositive Life NSW Inc\n 1,011,700 \nStatewide community-based health promotion and education, advocacy, and implementation of policy \nand programs which affect people living with HIV.\nSex Workers Outreach \nProject Inc\n 1,394,400 \nStatewide peer-based health education and outreach services to sex industry workers to prevent the \ntransmission of HIV, viral hepatitis and sexually transmissible infections.\nTotal \n 23,621,190 \nNSW Health\t\nAnnual Report 2020-21   :  Finances   :  page 91\n\n\nMental health\nGrant recipient\n Amount $ \nDescription \nAboriginal Health and \nMedical Research \nCouncil NSW\n 198,200 \nMental Health statewide coordination to support and develop the capacity of Aboriginal health \nservices to deliver mental health services and provide advice to NSW Health on Aboriginal mental \nhealth issues.\nAboriginal Medical \nService Co-Operative Ltd\n 328,100 \nMental Health project and mental health youth project for Aboriginal community in the Sydney \ninner city area.\nAlbury Wodonga \nAboriginal Health Service\n 100,000 \nMental Health project for Aboriginal community.\nAwabakal Ltd\n 112,400 \nMental Health project for Aboriginal community in the Newcastle area.\nBlack Dog Institute\n 1,609,600 \nEducation and training programs for health professionals, schools and community. Online clinic \noffering mental health screening and assessment. Depression Clinic offering face-to-face and \ntelepsychiatry, psychiatry, psychology and exercise physiology. Neurostimulation clinic offering \nnovel treatments to patients and training to psychiatrists.\nBulgarr Ngaru Medical \nAboriginal Corporation\n 114,900 \nMental Health project for Aboriginal community.\nCatholicCare Wilcannia-\nForbes Ltd\n 864,100 \nNSW Family and Carer Mental Health Program – supports families and carers of people with a mental \nillness through individual support, support groups, advocacy and training and education. Also includes \nOne Door Mental Health Core Grant to support statewide services.\nCoomealla Health \nAboriginal Corporation\n 112,400 \nMental Health project for Aboriginal community.\nCummeragunja \nAboriginal Corporation\n 112,400 \nMental Health project for Aboriginal community.\nGalambila Aboriginal \nHealth Service Inc\n 100,000 \nMental Health project for Aboriginal community.\nKatungul Aboriginal \nCorporation Community \n& Medical Services\n 105,900 \nMental Health project for Aboriginal community.\nLifeline Australia\n 3,388,800 \nCrisis support telephone service.\nMental Health Co-\nOrdinating Council Inc\n 630,600 \nNSW Mental Health peak organisation funded to support the non-government organisation sector\nefforts to provide efficient and effective delivery of mental health services.\nMission Australia\n 856,600 \nNSW Family and Carer Mental Health Program – supports families and carers of people with a mental\nillness through individual support, support groups, advocacy and training and education.\nPeer Support Australia\n 292,900 \nPeer-led mentoring program supporting the mental, social and emotional wellbeing of children and\nyoung people.\nRiverina Medical & Dental \nAboriginal Corporation\n 100,000 \nMental Health project for Aboriginal community.\nSchizophrenia Fellowship \nof NSW Ltd\n 3,167,200 \nNSW Family and Carer Mental Health Program – supports families and carers of people with a mental\nillness through individual support, support groups, advocacy and training and education. Also includes\nOne Door Mental Health Core Grant to support statewide services.\nSouth Coast Medical \nService Aboriginal \nCorporation\n 215,600 \nMental Health project for Aboriginal community.\nSouth Coast Women’s \nHealth and Welfare \nAboriginal Corporation \n(WAMINDA)\n 108,400 \nMental Health project for Aboriginal community.\nSt Vincent De Paul \nSociety\n 224,800 \nFrederic House is a residential aged care facility that targets older men with mental health and/or \nsubstance use issues. This top up funding supports the facility and services provided, particularly the \nprovision of specialist staffing.\nStride Mental Health Ltd\n 846,400 \nNSW Family and Carer Mental Health Program – supports families and carers of people with a mental \nillness through individual support, support groups, advocacy and training and education.\nTharawal Aboriginal \nCorporation\n 100,000 \nMental Health project for Aboriginal community.\nUCA – Parramatta \nMission\n 1,716,700 \nNSW Family and Carer Mental Health Program – supports families and carers of people with a mental\nillness through individual support, support groups, advocacy and training and education.\nWalgett Aboriginal \nMedical Service\n 199,800 \nMental Health project for Aboriginal community.\nNSW Health\t\nAnnual Report 2020-21   :  Finances   :  page 92\n\n\nGrant recipient\n Amount $ \nDescription \nWeigelli Centre \nAboriginal Corporation\n 100,000 \nMental Health project for Aboriginal community.\nWellington Aboriginal \nCorporation Health \nService\n 209,600 \nMental Health project for Aboriginal community.\nYerin Aboriginal Health \nServices Inc\n 100,000 \nMental Health project for Aboriginal community.\nWayAhead – Mental \nHealth Association \nNSW Ltd\n 99,900 \nWayAhead is the peak body for mental health promotion in NSW. WayAhead promotes mental \nhealth and wellbeing, supports the people of NSW to access mental health services and delivers \nmental health projects across NSW.\nBEING – Mental Health \nConsumers Incorporated\n 62,043 \nBEING – Mental Health Consumers Inc is the peak body for mental health consumers in NSW. \nBEING represent the interest of mental health consumers in NSW and advocate on behalf of \nconsumers for changes in policy, legislation and service provision. BEING also deliver projects \nthat support the expansion and growth of the lived experience workforce.\nMental Health Carers \nARAFMI NSW Inc\n 35,663 \nMental Health Carers NSW (MHCN) is the peak body for mental health carers in NSW. \nMHCN represent the interest of mental health carers in NSW and information they gather from \ncarers is used to advocate for changes in policy, legislation and service provision to better recognise \nand support carers.\nTotal \n 16,213,006 \nOral health\nGrant recipient\n Amount $ \nDescription \nAboriginal Medical Service Co-Operative Ltd \n 391,100 \nAboriginal oral health services.\nAlbury Wodonga Aboriginal Health Service \n 557,200 \nAboriginal oral health services.\nArmajun Health Service Aboriginal Corporation \n 531,200 \nAboriginal oral health services.\nAwabakal Ltd \n 351,700 \nAboriginal oral health services.\nBiripi Aboriginal Corporation Medical Centre \n 199,100 \nAboriginal oral health services.\nBourke Aboriginal Health Service \n 383,600 \nAboriginal oral health services.\nBulgarr Ngaru Medical Aboriginal Corporation \n 482,300 \nAboriginal oral health services.\nDurri Aboriginal Corporation Medical Service \n 482,300 \nAboriginal oral health services.\nIllawarra Aboriginal Medical Service \n 449,600 \nAboriginal oral health services.\nKatungul Aboriginal Corporation Community & Medical Services \n 362,600 \nAboriginal oral health services.\nMaari Ma Health Aboriginal Corporation \n 218,600 \nAboriginal oral health services.\nOrange Aboriginal Medical Service \n 483,000 \nAboriginal oral health services.\nPius X Aboriginal Corporation \n 198,500 \nAboriginal oral health services.\nRiverina Medical & Dental Aboriginal Corporation \n 525,100 \nAboriginal oral health services.\nSouth Coast Medical Service Aboriginal Corporation \n 301,800 \nAboriginal oral health services.\nTharawal Aboriginal Corporation \n 398,800 \nAboriginal oral health services.\nTobwabba Aboriginal Medical Service \n 383,600 \nAboriginal oral health services.\nUniversity of Sydney \n 668,400 \nAboriginal oral health services.\nWalgett Aboriginal Medical Service \n 197,000 \nAboriginal oral health services.\nYerin Aboriginal Health Services Inc \n 381,300 \nAboriginal oral health services.\nTotal \n 7,946,800 \nNSW Health\t\nAnnual Report 2020-21   :  Finances   :  page 93\n\n\nRural doctors services\nGrant recipient\n Amount $ \nDescription \nNSW Rural Doctors \nNetwork Ltd\n 1,691,900 \nThe Rural Doctors Network core funding supports a range of programs aimed at ensuring sufficient \nnumbers of suitably trained and experienced general practitioners are available to meet the \nhealthcare needs of rural NSW communities. Funding is also provided for the NSW Rural Medical \nUndergraduates Initiatives Program, which provides financial assistance to medical students \nundertaking rural NSW placements; and the NSW Rural Resident Medical Officer Cadetship Program, \nwhich supports selected medical students in their final two years of study who commit to completing \ntwo of their first three postgraduate years in a NSW regional hospital.\nTotal \n 1,691,900 \nExternal health services\nGrant recipient\n Amount $ \nDescription \nRoyal Flying Doctor Service of Australia (South Eastern Section)\n 1,709,800 \nProvision of Rural Aerial Health Service.\nTotal \n 1,709,800 \nCommunity services – transport\nGrant recipient\n Amount $ \nDescription \nAccess Sydney Community Transport Inc\n 44,800 \nCommunity transport services.\nGreat Community Transport Inc\n 153,200 \nCommunity transport services.\nHoldsworth Community Ltd\n 29,600 \nCommunity transport services.\nHornsby Kuring-Gai Community Aged/Disabled Transport Inc\n 20,900 \nCommunity transport services.\nlnverell HACC Services Inc\n 19,100 \nCommunity transport services.\nLake Cargelligo Community Transport\n 9,500 \nCommunity transport services.\nManning Valley and Area Community Transport Group\n 29,100 \nCommunity transport services.\nMid-Western Regional Council\n 28,200 \nCommunity transport services.\nHome Assistance & Regional Transport Services Inc\n 45,400 \nCommunity transport services.\nOurcare Services Ltd\n 22,500 \nCommunity transport services.\nTranscare Hunter Ltd \n 9,500 \nCommunity transport services.\nTweed Byron and Ballina Community Transport Inc\n 41,300 \nCommunity transport services.\nWarrumbungle Shire Council\n 9,400 \nCommunity transport services.\nWee Waa Community Care Services\n 33,400 \nCommunity transport services.\nActivus Transport Inc\n 24,400 \nCommunity transport services.\nAustralian Unity Home Care Services Pty Ltd\n 46,900 \nCommunity transport services.\nBankstown Canterbury Community Transport Inc\n 23,200 \nCommunity transport services.\nCabonne Shire Council\n 18,500 \nCommunity transport services.\nClarence Community Transport Inc\n 75,300 \nCommunity transport services.\nCommunity Transport Central Coast Ltd\n 48,300 \nCommunity transport services.\nLinked Community Services\n 29,400 \nCommunity transport services.\nNeighbourhood Centre\n 31,700 \nCommunity transport services.\nPeppercorn Services Inc\n 28,600 \nCommunity transport services.\nStryder \n 41,700 \nCommunity transport services.\nTotal \n 863,900 \nNSW Health\t\nAnnual Report 2020-21   :  Finances   :  page 94\n\n\nOther funding grants in 2020-21\nGrant recipient\nAmount $\nDescription\n2Connect Youth & Community Inc\n135,773\nAlcohol and Other Drugs Youth Treatment Services.\nAboriginal Drug and Alcohol Residential \nRehabilitation Network Ltd\n100,000\nAboriginal Drug and Alcohol Residential Rehabilitation Organisation and Service \nDevelopment.\nAboriginal Health and Medical Research \nCouncil NSW\n150,000\nBuilding on Resilience in Aboriginal Communities initiative.\nACON Health Ltd\n88,557\nAlcohol and other Drug Psychosocial Counselling and Support.\nACON Health Ltd\n181,818\nFeasibility study for LGBTIQ+ Health Centre in Sydney Inner West FY18-19.\nACON Health Ltd\n410,414\nMental Health Suicide Prevention Fund.\nACON Health Ltd\n30,000\nPalliative care carers.\nAlbury Northside Chamber Of Commerce\n25,000\nSupport the mental health initiative ‘The Well-Being of Business in Albury’.\nAlbury Wodonga Aboriginal Health Service\n200,000\nEmergency Drought Relief Mental Health Package: Aboriginal SEWB initiatives.\nAlbury Wodonga Health\n28,008\nNolan House Clinical Service Planning.\nAlcohol And Drug Foundation Inc\n709,083\nCommunity Engagement and Action Program 2019-20.\nAll Vascular Pty Ltd\n2,400,000\nMedical Devices Fund.\nAnglican Community Services\n1,027,815\nCommunity Living Supports.\nAnglican Community Services\n81,000\nMental Health Suicide Prevention Fund.\nAnglican Community Services\n2,377\nNSW Mental Health Community Living Programs to provide staff training.\nAnzics\n373,382\nBi-national Intensive Care Databases.\nArcs Australia\n20,000\n2020 ARCS Virtual Summit: Learn Share Connect.\nArcs Australia\n80,000\nSupport the 2021 ARCS Conference.\nArcs Australia\n20,000\nNSW Health and Medical Research Sponsorship Program.\nArmajun Health Service Aboriginal \nCorporation\n240,000\nBuilding on Aboriginal Communities’ Resilience initiative.\nArmajun Health Service Aboriginal \nCorporation\n84,000\nOral Health Grant for Aboriginal Community Controlled Health Services.\nAssociated Media Group Pty Ltd\n6,000\nWater and pool safety for children: Child Safety Handbook.\nAssociation of Drug Referral Centres Ltd\n204,346\nAlcohol and Other Drugs Youth Treatment Services.\nAustralian Breastfeeding Association\n5,000\nSeminar Series 2021 sponsorship.\nAustralian Commission On Safety And \nQuality In Health Care\n2,665,702\nTranche Contribution for the Australian Commission on Safety and Quality in Health Care.\nAustralian Clinical Trials Alliance Ltd\n20,000\nNSW Health and Medical Research Sponsorship Program.\nAustralian Dental Association (NSW \nBranch) Ltd\n140,000\nFilling the Gap Dental Program.\nAustralian Festivals Association Inc\n18,241\nHarm Reduction Training Module.\nAustralian Healthcare & Hospitals \nAssociation\n5,000\nNSW Health and Medical Research Sponsorship Program.\nAustralian Red Cross Society\n571,008\nCommunity Living Supports.\nAustralian Red Cross Society\n1,443\nNSW Mental Health Community Living Programs to provide staff training.\nAustralian Red Cross Society\n2,025\nFunding for Children, Youth and Families Partnerships.\nAustralian Society for Medical Research\n40,000\nNSW Health and Medical Research Sponsorship Program.\nAwabakal Ltd\n300,000\nCapital Works Contribution.\nAwards Australia Pty Ltd\n15,000\nContribution towards Young Achiever Awards Program.\nBarnardos Australia\n2,081,714\nFamily Referral Services.\nBEING – Mental Health Consumers Inc\n120,000\nBEING Consumer Worker Forum 2020-21.\nBEING – Mental Health Consumers Inc\n822,058\nBEING Core Funding 2020-21.\nBEING – Mental Health Consumers Inc\n110,000\nBEING Peer Workforce Project Officer 2020-21.\nBEING – Mental Health Consumers Inc\n46,670\nInformation resources for consumers regarding NSW mental health legislation.\nNSW Health\t\nAnnual Report 2020-21   :  Finances   :  page 95\n\n\nGrant recipient\nAmount $\nDescription\nBenevolent Society\n1,383,998\nFamily Referral Services.\nBeyond 700 Pty Ltd\n151,000\nMedical Devices Fund.\nBeyond Blue Ltd\n1,200,000\nBeyond Blue core grant.\nBiripi Aboriginal Corporation Medical \nCentre\n200,000\nEmergency Drought Relief Mental Health Package: Aboriginal initiatives.\nBlack Dog Institute\n1,613,807\nMedical Research Support Program.\nBlack Dog Institute\n247,250\nMental Health Suicide Prevention Fund.\nBrain Injury Australia (BIA) Inc\n11,000\nSponsorship of the National Brain Injury Conference 2021.\nBranded Products\n1,210\nContribution towards the Mental Health event ‘i4Give Day’.\nBTU (Building Trades Group Of Unions)\n5,893\nAlcohol and Other Drugs Early Intervention Innovation Fund.\nBulgarr Ngaru Medical Aboriginal \nCorporation\n300,000\nEmergency Drought Relief Mental Health Package: Aboriginal SEWB initiatives.\nBullinah Aboriginal Health Service Ltd\n240,000\nBuilding on Aboriginal Communities’ Resilience initiative.\nCamp Quality Ltd\n112,500\nNSW primary school cancer education program.\nCancer Council NSW\n40,000\nAboriginal Young People and Vaping Research.\nCancer Council NSW\n80,000\nCancer Council – Electronic Cigarette Use Among Young People in NSW.\nCancer Council NSW\n16,171\nMaintenance and updates of the Tobacco in Australia: Facts and Issues website in \n2020-2023.\nCareflight Pty Ltd\n3,600,000\nTo operate CareFlight Rapid Response Helicopter.\nCarers NSW Ltd\n30,000\nPalliative care carers.\nCaring for Our Port Stephens Youth \n(COPSY) Inc\n94,500\nJupiter counselling service for the youth of Port Stephens.\nCatholic Healthcare Ltd\n328,740\nCharles O’Neill Mental Health Aged Care Partnership Initiative.\nCentacare New England North West\n302,342\nAlcohol and Other Drugs Youth Treatment Services.\nCentenary Institute of Cancer Medicine \nand Cell Biology \n1,901,934\nMedical Research Support Program.\nCharlie Teo Foundation\n25,000\nSupport the objectives of Charlie Teo Foundation.\nChildhood Dementia Initiative Ltd\n10,000\nTo establish research governance framework.\nChildren’s Cancer Institute Australia\n1,169,700\nMedical Research Support Program.\nChildren’s Cancer Institute Australia\n10,000\nNSW Health and Medical Research Sponsorship Program.\nChildren’s Medical Research Institute\n787,217\nMedical Research Support Program.\nChildren’s Medical Research Institute\n340,000\nNSW Cancer Moonshot Grant.\nChildren’s Tumour Foundation of \nAustralia\n100,000\nSupport the objectives of the Children’s Tumour Foundation.\nClinical Excellence Commission\n20,000\nPerinatal Safety Program.\nCommunity Life Batemans Bay Inc\n2,000\nDonation towards purchase of defibrillator for Hope House.\nCommunity Life Batemans Bay Inc\n30,000\nSupport to Hope House.\nCommunity Northern Beaches Inc\n90,000\nContribution towards refurbishment works at community services centre.\nCommunity Restorative Centre\n11,240\nAlcohol and Other Drugs Early Intervention Innovation Fund – Evaluation Grants Scheme.\nCommunity Restorative Centre\n136,168\nDrug and Alcohol Treatment Services Grant.\nCommunity Transport Central Coast Ltd\n40,000\nTo support Shirley Shuttle’s operational services and activities.\nCondobolin Aboriginal Health Service Inc\n149,298\nAboriginal Community Controlled Health Services for dental and service upgrades.\nCondobolin Aboriginal Health Service Inc\n100,000\nAboriginal Mental Health and Wellbeing services.\nCondobolin Aboriginal Health Service Inc\n16,681\nSuicide Prevention Community Gatekeeper Training 2019-20.\nConsumer Health Forum Of Australia Ltd\n5,000\nSponsorship for the Consumer Health Forum Summit 2021: Shifting Gears.\nCoomealla Health Aboriginal Corporation\n240,000\nBuilding on Aboriginal Communities’ Resilience initiative.\nCoonamble Aboriginal Health Service\n50,000\nAboriginal Community Controlled Health Services for dental and service upgrades.\nNSW Health\t\nAnnual Report 2020-21   :  Finances   :  page 96\n\n\nGrant recipient\nAmount $\nDescription\nCoonamble Aboriginal Health Service\n240,000\nBuilding on Aboriginal Communities’ Resilience initiative.\nCountry Women’s Association of NSW\n3,380\nDonation towards purchase of defibrillator for the IIford/Running Stream CWA Branch.\nCrestani Scholarships\n2,215\nDonation towards purchase of defibrillator.\nDAMEC\n338,758\nDrug and Alcohol Treatment Services Grant.\nDepartment of Communities and Justice\n60,455\nContributions for National Redress Scheme.\nDepartment of Communities and Justice\n29,272\nNational Coronial Information System Contribution.\nDepartment of Communities and Justice\n437,000\nSpecialist Victims Support Service grant.\nDepartment of Education\n52,355\nObesity Prevention Initiatives in Primary and Secondary Schools.\nDepartment of Health and Human \nServices\n64,486\nMental Health Professional Online Development.\nDepartment of Health and Human \nServices\n1,000,000\nNSW Health contribution towards the new Cancer and Wellness Centre planned at \nEchuca.\nDepartment of Premier and Cabinet\n25,000\nMale Champions of Change.\nDepartment of Health and Ageing\n1,582,924\nContribution for National Cord Blood Collection Network and Australasian Bone Marrow \nDonor Registry.\nDepartment of Health and Ageing\n175,333\nHealth Star Rating system.\nDirections Health Services\n728,280\nCounselling for people using methamphetamines.\nDown Syndrome Association of NSW Inc\n10,000\nVirtual conference ‘Understanding the challenges of obesity for people with Down \nSyndrome’.\nDurri Aboriginal Corporation Medical \nService\n240,000\nBuilding on Aboriginal Communities’ Resilience initiative.\nEdmund Barton Centre Inc\n1,667\nDonation to Port Macquarie Dementia Friendly Community Alliance.\nEIS Health Ltd\n339,282\nAftercare grant: Way Back Support Service.\nEndeavour Mental Health Recovery \nClubhouse\n250,000\nMental Health Support Programs for Port Macquarie areas.\nEndeavour Mental Health Recovery \nClubhouse\n3,000\nSupport to The good human factory for mental health workshop.\nFamily Drug Support\n5,000\nSupport the International Family Drug Support Day.\nFamily Planning NSW\n114,110\nNSW Pregnancy Choices Helpdesk.\nFamily Planning NSW\n162,500\nTo utilise a private Procedural healthcare facility.\nFND Australia Support Services Inc\n41,000\nTo develop resources for consumers, carers and service providers.\nGalambila Aboriginal Health Service Inc\n200,000\nEmergency Drought Relief Mental Health Package: Aboriginal SEWB initiatives.\nGandangara LALC\n9,994\nCOVID-19 expenses.\nGarah Community Fundraiser\n20,000\nContribution towards support for medical patients.\nGarvan Institute of Medical Research\n2,000,000\nAustralian Genomic Cancer Medicine Program.\nGarvan Institute of Medical Research\n11,589,975\nMedical Research Support Program.\nGarvan Institute of Medical Research\n50,000\nNSW Early Phase Clinical Trials Alliance Funding.\nGidget Foundation Australia\n750,000\nFunding to expand support services for families suffering emotional distress during \npregnancy and early parenting.\nGotcha 4 Life Foundation Ltd\n342,600\nBuilding mental resilience in NSW communities.\nGrand Pacific Health Ltd\n656,660\nCommunity Living Supports.\nGrand Pacific Health Ltd\n1,718,643\nHousing and Accommodation Support Initiative.\nGrand Pacific Health Ltd\n772,464\nMental Health Suicide Prevention Fund.\nGrand Pacific Health Ltd\n6,041\nNSW Mental Health Community Living Programs to provide staff training.\nGriefline Community And Family Services Inc\n250,000\nTo enhance the bereavement support services.\nGriffith Aboriginal Medical Service Inc\n110,000\nAboriginal Community Controlled Health Services for dental and service upgrades.\nGriffith Aboriginal Medical Service Inc\n2,469\nCOVID-19 expenses.\nGriffith Aboriginal Medical Service Inc\n300,000\nEmergency Drought Relief Mental Health Package: Aboriginal SEWB initiatives.\nNSW Health\t\nAnnual Report 2020-21   :  Finances   :  page 97\n\n\nGrant recipient\nAmount $\nDescription\nHammondcare\n1,353,036\nMental Health Aged Care Partnership Initiative transition unit.\nHeadspace National Youth Mental Health \nFoundation Ltd\n583,926\nParenting and Community Information Sessions FY20-22.\nHeadspace National Youth Mental Health \nFoundation Ltd\n2,826,516\nSuicide Prevention Collaboratives initiative.\nHealth Education and Training Institute\n100,000\nOlder People’s Mental Health scholarship.\nHealthdirect Australia\n13,178,225\nHealth Information and Advice Service.\nHealthdirect Australia\n779,932\nNational Health Service Directory Funding.\nHealthdirect Australia\n382,769\nNSW Palliative Care After Hours Helpline.\nHealthdirect Australia\n8,191\nPregnancy Options Helpline.\nHealthwise New England North West\n487,813\nMental Health Suicide Prevention Fund.\nHealthy North Coast Ltd\n339,282\nThe Way Back Support Service – Aftercare Grant.\nHNECC Ltd\n678,564\nThe Way Back Support Service – Aftercare Grant.\nHuman Genetics Society of Australasia Inc\n5,000\nNSW Health and Medical Research Sponsorship Program.\nHumpty Dumpty Foundation Ltd\n210,000\nTo purchase medical equipment.\nHunter Medical Research Institute\n220,560\nCOVID-19 Research Funding.\nHunter Medical Research Institute\n17,390,409\nMedical Research Support Program.\nHunter Medical Research Institute\n470,500\nNSW Prevention Research Support Program.\nHunter Primary Care Ltd\n178,566\nAlcohol and Other Drugs Youth Treatment Services.\nIllawarra Health and Medical Research \nInstitute Ltd\n1,255,784\nMedical Research Support Program.\nIllawarra Health and Medical Research \nInstitute Ltd\n10,000\nNSW Health and Medical Research Sponsorship Program.\nIllawarra Women’s Health Centre\n3,000\nContribution to the Illawarra Women’s Health Centre.\nIllawarra Women’s Health Centre\n300,000\nSupport for service provision at the Centre.\nIndependent Community Living \nAustralia Ltd\n382,695\nProject Embark.\nIngham Institute For Applied \nMedical Research\n994,696\nCOVID-19 Research Funding.\nIngham Institute For Applied \nMedical Research\n2,015,594\nMedical Research Support Program.\nKaritane\n362,500\nVirtual Residential Parenting Service.\nKarralika Programs Inc\n547,830\nAlcohol and Other Drugs Youth Treatment Services.\nKatungul Aboriginal Corporation \nCommunity & Medical Services\n200,000\nEmergency Drought Relief Mental Health Package: Aboriginal SEWB initiatives.\nKedesh Rehabilitation Services Ltd\n317,624\nDrug and Alcohol Treatment Services Grant.\nKico Knee Innovation Co. Pty Ltd\n1,000,000\nMedical Devices Fund.\nKids of Macarthur Health \nFoundation Trust\n50,000\nContribution towards annual fundraiser to purchase medical equipment.\nKoori Kids Pty Ltd\n6,000\nNAIDOC Week 2021 School Initiative competitions.\nKYDS Youth Development Service \nIncorporated\n150,000\nMental health support for children, young people and their families during COVID-19.\nKYDS Youth Development Service \nIncorporated\n40,909\nSupport the urgent need for youth counselling services in Northern Sydney.\nLifeline Australia\n1,500,000\nLifeline Text Service.\nLifeline Central West Inc\n200,000\nRapid community support program.\nLifeline South Coast (NSW) \nWollongong Mission\n57,570\nSuicide Prevention Community Gatekeeper Training.\nLions Club of Wyoming-East Gosford \nCentennial Inc\n15,000\nWyoming Elsie’s Retreat Project.\nNSW Health\t\nAnnual Report 2020-21   :  Finances   :  page 98\n\n\nGrant recipient\nAmount $\nDescription\nLives Lived Well Ltd\n7,407\nAlcohol and Other Drugs Early Intervention Innovation Fund.\nLives Lived Well Ltd\n364,140\nCounselling for people using methamphetamines.\nLives Lived Well Ltd\n1,933,400\nDrug and Alcohol package Women and Children residential rehabilitation.\nLives Lived Well Ltd\n65,916\nDrug and Alcohol Treatment Services.\nLiving Works Education (Australia) Pty Ltd\n394,000\nMental Health Suicide Prevention Fund.\nLiving Works Education (Australia) Pty Ltd\n102,595\nSuicide Prevention Community Gatekeeper Training.\nLucky Health Pty Ltd\n380,000\nMedical Devices Fund.\nLung Foundation Australia\n5,000\nLung disease and lung cancer research.\nMaari Ma Health Aboriginal Corporation\n240,000\nBuilding on Aboriginal Communities’ Resilience initiative.\nMaari Ma Health Aboriginal Corporation\n332,606\nDrug and Alcohol Treatment Services Grant.\nMackillop Family Services\n354,706\nFamily Referral Services.\nMacquarie University\n200,000\nNational Health and Medical Research Council Partnership.\nManilla Local Health Committee\n3,200\nDonation towards purchase of devices to support residents in the aged care wing at the \nManilla Multi-Purpose Service.\nMaranguka Community Hub\n231,000\nService provision arrangements relating to paediatric allied health service in Bourke.\nMaster Builders Association\n35,948\nSuicide Prevention Community Gatekeeper Training.\nMcGrath Foundation Ltd\n925,000\nFunding to support McGrath Breast Care Nurses.\nMcGrath Foundation Ltd\n100,000\nSupport NSW McGrath Breast Care Nurses with professional development.\nMelanoma Institute Australia\n100,000\nBiospecimen Collection Grants.\nMental Health Association NSW Inc\n1,585,847\nWayAhead core funding.\nMental Health Carers ARAFMI NSW Inc\n29,035\nInformation resources for carers regarding NSW mental health legislation.\nMental Health Carers ARAFMI NSW Inc\n536,321\nMental Health Carers NSW Core Funding.\nMental Health Commission Of NSW\n1,737,572\nHeaIth Literacy Initiative Project.\nMental Health Co-Ordinating Council Inc\n86,680\nCommunity Housing Provider training.\nMental Health Co-Ordinating Council Inc\n190,500\nDigital Skills for Living Program.\nMental Health Co-Ordinating Council Inc\n210,627\nFunding to support 100 Certificate IV Peer Work Scholarships Program.\nMental Health Co-Ordinating Council Inc\n245,000\nLearning and Development Unit.\nMichelago Region Community \nAssociation\n1,800\nDonation towards purchase of defibrillator.\nMission Australia\n498,464\nAlcohol and Other Drugs Continuing Care Sector Development.\nMission Australia\n799,420\nAlcohol and Other Drugs Youth Treatment Services.\nMission Australia\n213,675\nAnnie Green Court Specialist Residential Aged Care Facility in Sydney LHD.\nMission Australia\n224,492\nBenjamin Short Grove.\nMission Australia\n2,098,998\nCommunity Living Supports.\nMission Australia\n5,291,330\nHousing and Accommodation Support Initiative.\nMission Australia\n18,776\nNSW Mental Health Community Living Programs to provide staff training.\nMRCF Pty Ltd\n450,000\nOperational Grant for Medical Research Commercialisation Fund.\nMurrumbidgee Primary Health Network\n290,479\nAftercare grant: Way Back Support Service.\nNational Association for Loss and Grief \nNSW Inc\n8,353\nSupport to implement telehealth related technology costs.\nNational Association for Loss and Grief \nNSW Inc\n558,540\nTo improve the quality and safety of the service.\nNational Health Foundation of Australia\n250,000\nCardiovascular Research Network.\nNational Rugby League Ltd\n280,000\nState of Mind Program.\nNeami Ltd\n3,705,800\nCommunity Living Supports.\nNeami Ltd\n8,742,972\nHousing and Accommodation Support Initiative.\nNSW Health\t\nAnnual Report 2020-21   :  Finances   :  page 99\n\n\nGrant recipient\nAmount $\nDescription\nNeami Ltd\n31,601\nNSW Mental Health Community Living Programs to provide staff training.\nNELUNE Foundation\n400,000\nSupport the objectives of the NELUNE Foundation.\nNetwork of Alcohol and Other Drugs \nAgencies Inc\n150,150\nAlcohol and Other Drugs Continuing Care Sector Development.\nNetwork of Alcohol and Other Drugs \nAgencies Inc\n4,750\nAlcohol and Other Drugs Service Development Grant Program.\nNetwork of Alcohol and Other Drugs \nAgencies Inc\n5,000\nAlcohol and Other Drugs Service Development Grant Program.\nNetwork of Alcohol and Other Drugs \nAgencies Inc\n185,000\nNon-Government Organisations Advisory Committee Strategic Plan.\nNeuroscience Research Australia\n1,000,000\nFunds for NSW Chair of Schizophrenia Research.\nNeuroscience Research Australia\n6,962,128\nMedical Research Support Program.\nNeuroscience Research Australia\n73,000\ny-QUIT and Keeping Quitting in Mind (KQiM) Smoking Cessation Program.\nNew Horizons Enterprises Ltd\n2,625,000\nAftercare Grant: Youth Aftercare Pilot.\nNew Horizons Enterprises Ltd\n9,373,747\nCommunity Living Supports.\nNew Horizons Enterprises Ltd\n11,293,586\nHousing and Accommodation Support Initiative.\nNew Horizons Enterprises Ltd\n52,451\nNSW Mental Health Community Living Programs to provide staff training.\nNew Horizons Enterprises Ltd\n1,600,000\nYouth Aftercare Pilot Additional Site.\nNorthern Beaches Council\n96,217\nSuicide Prevention Community Gatekeeper Training.\nNSW Department of Industry\n5,300,000\nBuilding stronger communities.\nNSW Federation of Housing Associations Inc\n135,820\nProgram Grant to extend Mental Health Training for Community Housing.\nNSW Users and Aids Association Inc\n185,000\nAlcohol and Other drugs funding.\nNSW Users and Aids Association Inc\n315,984\nDanceWize Program in NSW.\nNSW Users and Aids Association Inc\n61,352\nPeer support scale up.\nNSW Users and Aids Association Inc\n35,000\nVirtual and Postal Take Home Naloxone pilot and evaluation.\nObesity Australia Pty Ltd\n75,000\nAction on obesity in Australia.\nOdyssey House NSW\n915,375\nCommunity Drug Action Program.\nOdyssey House NSW\n750,000\nParents & Children Program Capital Grant.\nOpen Minds Australia Ltd\n1,750,659\nCommunity Living Supports.\nOpen Minds Australia Ltd\n1,257,420\nHousing and Accommodation Support Initiative.\nOpen Minds Australia Ltd\n7,641\nNSW Mental Health Community Living Programs to provide staff training.\nOrange Aboriginal Medical Service\n50,000\nAboriginal Community Controlled Health Services for dental and service upgrades.\nOrange Aboriginal Medical Service\n100,000\nAboriginal Mental Health and Wellbeing services.\nOrange Aboriginal Medical Service\n84,000\nOral Health Grant for Aboriginal Community Controlled Health Services.\nPaediatrio Ltd\n5,000,000\nPaediatric Precision Medicine Funding.\nPalliative Care NSW Inc\n280,000\nPalliative Care Support Program.\nParkinson’s NSW Ltd\n5,000\nDonation to Goulburn Parkinson’s support group.\nPathfinders Ltd\n1,362,115\nFamily Referral Services.\nPharmaceutical Society of Australia Ltd\n14,000\nPrescription Medicine Safety.\nPharmacy Guild of Australia NSW Branch\n3,284,564\nPharmacy Incentive Scheme.\nPharmacy Guild of Australia NSW Branch\n230,117\nPharmacy Needle and Syringe Program Fitpack Scheme.\nPius X Aboriginal Corporation\n84,000\nOral Health Grant for Aboriginal Community Controlled Health Services.\nPolice and Community Youth Clubs NSW Ltd\n96,325\nGRIT Program (Growth mindset, Resilience, Intervention for teenagers).\nQuest for Life Foundation\n100,000\nQuest for Life Programs.\nRed Frogs Australia\n5,000\nPeer based harm reduction services at music festivals.\nNSW Health\t\nAnnual Report 2020-21   :  Finances   :  page 100\n\n\nGrant recipient\nAmount $\nDescription\nRelationships Australia Canberra and \nRegion Inc\n746,991\nFamily Referral Services.\nRelationships Australia (NSW)\n1,324,800\nFamily Referral Services.\nResearch Australia\n20,000\nNSW Health and Medical Research Sponsorship Program.\nRespite Care for QBN Inc\n250,000\nSupport people suffering from terminal and chronic illness.\nRichmondPRA Limited\n2,505,439\nCommunity Living Supports.\nRichmondPRA Limited\n13,828,042\nHousing and Accommodation Support Initiative.\nRichmondPRA Limited\n1,000\nHousing and Accommodation Support Initiative Plus consumers.\nRichmondPRA Limited\n1,201,500\nNational Disability Insurance Scheme Mental Health Officers Program.\nRichmondPRA Limited\n41,474\nNSW Mental Health Community Living Programs to provide staff training.\nRichmondPRA Limited\n1,332,387\nYouth Community Living Supports.\nRide Dungog\n20,000\nMental Health first aid training and a wellbeing pilot program.\nRiverina Medical & Dental Aboriginal \nCorporation\n200,000\nEmergency Drought Relief Mental Health Package: Aboriginal SEWB initiatives.\nRotary Club Of Lavington Inc\n2,000\nDonation towards purchase of specialist equipment for sensory room.\nRotary Club Of Wingham\n9,091\nFunding to establish regional development and support for people with post traumatic \nstress disorder by using art as therapy.\nRoyal Australian and New Zealand \nCollege of Psychiatrists\n200,000\nRural psychiatry project.\nRoyal Australian College of General \nPractitioners\n535,200\nGP Education and Training.\nRoyal Far West\n20,000\nProviding specialist paediatric services for children in the Parkes region.\nRoyal Flying Doctor Service of Australia \n(South Eastern Section)\n810,000\nCOVID-19 preparedness purposes.\nRoyal Flying Doctor Service of Australia \n(South Eastern Section)\n460,000\nTelehealth mental health enhancement.\nRoyal Society for the Welfare of Mothers \nand Babies\n240,000\nTresillian Grant.\nRoyal Society for the Welfare of Mothers \nand Babies\n2,239,463\nTresillian Regional Family Care Centre Hubs Funding.\nRoyal Society for the Welfare of Mothers \nand Babies\n362,500\nVirtual Residential Parenting Service Project.\nRSL Lifecare Ltd\n630,413\nMental Health Aged Care Partnership Initiative transition unit.\nRSL of Australia Lithgow Sub Branch\n1,799\nDonation towards purchase of defibrillator for Lithgow city sub-branch RSL.\nRSPCA NSW\n32,800\nNSW Petspace Program.\nRural and Remote Medical Services Ltd\n7,500\nDonation towards purchase vaccine storage.\nS & Z Fencing Pty Ltd\n50,000\nEquine Therapy Program.\nSamaritans Foundation Diocese of \nNewcastle\n365,093\nDrug and Alcohol Treatment Services Grant.\nSchizophrenia Fellowship of NSW Ltd\n184,166\nForensic Reintegration Program.\nSDIP Innovations Pty Ltd\n2,775,480\nMedical Devices Fund.\nService NSW\n3,767,040\nPre-IVF Fertility Testing Rebate.\nService NSW\n116,152\nPre-IVF Rebate Service.\nShoalhaven Neighbourhood Services Inc\n7,000\nDonation to Happy Sounds.\nSnowy Monaro Regional Council\n1,000\nDonation towards purchase of defibrillator for Cooma Swim Centre.\nSNPHN Ltd\n339,282\nAftercare grant: Way Back Support Service.\nSocial Futures Ltd\n603,951\nFamily Referral Services.\nSouth Coast Medical Service \nAboriginal Corporation\n240,000\nBuilding on Aboriginal Communities’ Resilience initiative.\nNSW Health\t\nAnnual Report 2020-21   :  Finances   :  page 101\n\n\nGrant recipient\nAmount $\nDescription\nSouth Coast Women’s Health and \nWelfare Aboriginal Corporation\n240,000\nBuilding on Aboriginal Communities’ Resilience initiative.\nSouth Coast Women’s Health and \nWelfare Aboriginal Corporation\n100,000\nEmergency Drought Relief Mental Health Package: Aboriginal SEWB initiatives.\nSouth Western Sydney Primary Health \nNetwork Ltd\n339,282\nAftercare grant: Way Back Support Service.\nSouth Western Sydney Primary Health \nNetwork Ltd\n60,000\nTo develop statewide violence, abuse and neglect (VAN) HealthPathway.\nSouthern Cross Care NSW and ACT\n652,563\nSpecialist Residential Aged Care Facility.\nSpark Up Pty Ltd\n876\nFunding for hand sanitiser for winter flu campaign.\nSt Agnes’ Care and Lifestyle\n5,000,000\nContribution to Emmaus Memory Support Centre.\nSt John Ambulance Australia (NSW)\n16,900,000\nCOVID-19 Community Medical Support.\nSt Vincent De Paul Society NSW\n867,112\nAlcohol and Other Drugs Continuing Care Sector Development.\nSt Vincent De Paul Society NSW\n85,001\nDrug and Alcohol Treatment Services Grant.\nSt Vincent’s Hospital Sydney Ltd\n22,000\nImprove Oral Health for disadvantaged community.\nStand Tall Australia Ltd\n130,000\nStand Tall Event Live Stream.\nState Library Of New South Wales\n178,302\nDrug Info Service.\nStreet Side Medics Limited\n130,000\nSupport the mobile clinic which provides primary healthcare to people experiencing \nhomelessness in NSW.\nStreet Side Medics Limited\n200,000\nSupport the objectives of Street Side Medics Limited.\nStride Mental Health Ltd\n1,800,000\nLikeMind services.\nSuicide Prevention Australia\n81,000\nMental Health Suicide Prevention Fund.\nSunflower House Inc\n24,000\nSupport mental health services during the height of the COVID-19 lockdowns.\nSurf Life Saving NSW Inc\n60,000\nDonation for Beach Safe app.\nSurvivors & Mates Support Network \nLimited\n250,000\nProvide trauma-informed groupwork to adult male survivors of child sexual abuse.\nSydney Water\n46,000\nCOVID-19 Sewage Surveillance Program.\nTetratherix Technology Pty Ltd\n481,381\nMedical Devices Fund.\nTharawal Aboriginal Corporation\n240,000\nBuilding on Aboriginal Communities’ Resilience initiative.\nTharawal Aboriginal Corporation\n84,000\nOral Health Grant for Aboriginal Community Controlled Health Services.\nThe Baggy Blues Members Club Ltd\n72,645\nBaggy Blues Tour 2020 campaign.\nThe Buttery Ltd\n289,279\nAlcohol and Other Drugs Continuing Care Sector Development.\nThe Buttery Ltd\n88,686\nAlcohol and Other Drugs Youth Treatment Services.\nThe Buttery Ltd\n371,080\nDrug and Alcohol Treatment Services Grant.\nThe Buttery Ltd\n1,276,556\nHousing and Accommodation Support Initiative.\nThe Buttery Ltd\n3,246\nNSW Mental Health Community Living Programs to provide staff training.\nThe Cessnock Community \nHealthcare Trust\n10,000\nFit Out Contribution.\nThe George Institute For Global Health\n100,000\nBiospecimen Collection Grants.\nThe George Institute For Global Health\n12,391,951\nMedical Research Support Program.\nThe Good Human Factory Pty Ltd\n3,000\nMental Health workshops.\nThe Groundswell Project Inc\n75,000\nGroundswell aged care initiative.\nThe Heart Research Institute Ltd\n20,000\nNSW Health and Medical Research Sponsorship Program.\nThe Marmalade Foundation Limited\n13,636\nFunding for Lou’s Place to conduct Mental Health First Aid Training.\nThe Men’s Table Ltd\n30,000\nSupport men’s mental health and prevent suicide risk.\nThe Rotary Club Of Gosford North\n130,625\nMental Health Suicide Prevention Fund.\nThe Salvation Army (NSW) Property Trust\n92,825\nAlcohol and Other Drugs Early Intervention Innovation Fund.\nNSW Health\t\nAnnual Report 2020-21   :  Finances   :  page 102\n\n\nGrant recipient\nAmount $\nDescription\nThe Salvation Army (NSW) Property Trust\n227,435\nDrug and Alcohol Treatment Services Grant.\nThe Sax Institute\n1,481,930\nCOVID-19 Research Funding.\nThe Sax Institute\n1,000,000\nResearch Grant.\nThe Sax Institute\n350,000\nThe Australian Prevention Partnership Centre (TAPPC) funding.\nThe Ted Noffs Foundation\n175,504\nAlcohol and Other Drugs Youth Treatment Services.\nThe Twenty Ten Association Inc\n265,000\nLGBTIQA+ training and education.\nThe Twenty Ten Association Inc\n40,700\nSuicide Prevention Community Gatekeeper Training.\nThe Westmead Institute For Medical \nResearch\n100,000\nBiospecimen Collection Grants.\nThe Westmead Institute For Medical \nResearch\n5,626,067\nCOVID-19 Research Funding.\nThe Westmead Institute For Medical \nResearch\n3,899,011\nMedical Research Support Program.\nThe Westmead Institute For Medical \nResearch\n10,000\nNSW Health and Medical Research Sponsorship Program.\nThe Westmead Institute For Medical \nResearch\n790,000\nPhD and Early-Mid Career Grant Funding.\nThe Westmead Institute For Medical \nResearch\n10,000\nSupport the Cell Therapy in Transplantation: DC vs Treg.\nThe Westmead Institute For Medical \nResearch\n200,000\nOvarian cancer research.\nTobwabba Aboriginal Medical Service\n200,000\nEmergency Drought Relief Mental Health Package: Aboriginal SEWB initiatives.\nUCA – Parramatta Mission\n2,512,258\nCommunity Living Supports.\nUCA – Parramatta Mission\n6,760,186\nHousing and Accommodation Support Initiative.\nUCA – Parramatta Mission\n1,800,000\nLikeMind services.\nUCA – Parramatta Mission\n23,554\nNSW Mental Health Community Living Programs to provide staff training.\nUngooroo Aboriginal Corporation\n240,000\nBuilding on Aboriginal Communities’ Resilience initiative.\nUNICEF Australia\n15,455\nUNICEF Drought Youth Summit.\nUniting (NSW ACT)\n2,196,665\nFamily Referral Services.\nUniting Church in Australia Kincumber \nCongregation\n2,286\nDonation towards purchase of defibrillator for Kincumber Uniting Church.\nUniversity of Melbourne\n70,000\nNational Health and Medical Research Council Partnership Grant – Chlamydia Case \nManagement in GP.\nUniversity of Melbourne\n68,195\nEvidence to support Safe & Together Implementation and Evaluation (ESTIE) project.\nUniversity of New England\n335,680\nCOVID-19 Research Funding.\nUniversity of Newcastle\n459,046\nCOVID-19 Research Funding.\nUniversity of Newcastle\n535,278\nPhD and Early-Mid Career Grant Funding.\nUniversity of Newcastle\n3,202,210\nCentre for Rural and Remote Mental Health.\nUniversity of Newcastle\n188,509\nNew Fathers Pilot Project.\nUniversity of Newcastle\n1,015,561\nRural Adversity Mental Health.\nUniversity of NSW\n30,000\nAustralia’s adolescent HPV vaccination program.\nUniversity of NSW\n5,472,286\nCOVID-19 Research Funding.\nUniversity of NSW\n148,346\nNSW point of care HCV RNA testing pilot program.\nUniversity of NSW\n250,000\nNSW Prevention Research Support Program for Centre for Primary Health Care and \nEquity.\nUniversity of NSW\n500,000\nNSW Prevention Research Support Program for The Kirby Institute.\nUniversity of NSW\n190,000\nPhD and Early-Mid Career Grant Funding.\nUniversity of NSW\n2,571,574\nSpinal Cord Injury Research Grants.\nUniversity of NSW\n500,000\nTranslational Research Grant Scheme.\nNSW Health\t\nAnnual Report 2020-21   :  Finances   :  page 103\n\n\nGrant recipient\nAmount $\nDescription\nUniversity of NSW\n50,000\nFollow-up study on HIV and STI screening practices.\nUniversity of NSW\n500,000\nIntellectual Disability Mental Health Chair.\nUniversity of NSW\n200,000\nMinister’s Brain Cancer Research Award.\nUniversity of NSW\n80,000\nNational Health and Medical Research Council Partnership for Standing Tall.\nUniversity of NSW\n100,000\nNSW HIV Prevention Partnership project.\nUniversity of NSW\n338,972\nSupport evaluation of Collaborative Commissioning.\nUniversity of Sydney\n398,711\nBiospecimen Collection Grants.\nUniversity of Sydney\n1,196,036\nCardiovascular Research Capacity Program.\nUniversity of Sydney\n14,401\nCo-creating Evidence from High Value Public Health Data.\nUniversity of Sydney\n6,766,145\nCOVID-19 Research Funding.\nUniversity of Sydney\n372,656\nNSW Prevention Research Support Program for Women & Babies Research.\nUniversity of Sydney\n624,993\nNSW Prevention Research Support Program for Prevention Research Collaboration.\nUniversity of Sydney\n2,306,455\nPhD and Early-Mid Career Grant Funding.\nUniversity of Sydney\n2,574,416\nSpinal Cord Injury Research Grants.\nUniversity of Sydney\n2,000\nSupport for the Western NSW Health Research Network Symposium.\nUniversity of Sydney\n50,000\nSydney Health Partners (SHP) Consumer Awareness and Participation Project.\nUniversity of Sydney\n70,000\nDonation for Chair Medical Physics to develop education materials and deliver training.\nUniversity of Sydney\n21,000\nIndigenous Pathways into the BOH and DMD Programs.\nUniversity of Sydney\n45,000\nMidwives and Obstetricians Helping Mothers to Quit research trial.\nUniversity of Sydney\n60,000\nNational Health and Medical Research Council Partnership for FirstCPR.\nUniversity of Sydney\n50,000\nNational Health and Medical Research Council Partnership for Maximising Organ Donor \noffer Utility System-wide (MODUS).\nUniversity of Sydney\n352,649\nNSW Health Chair of Population Oral Health.\nUniversity of Sydney\n37,500\nSupport Biostatistics Collaboration of Australia to deliver the NSW Biostatistics Training \nProgram.\nUniversity of Technology Sydney\n80,000\nPhD and Early-Mid Career Grant Funding.\nUniversity of Technology Sydney\n781,381\nSpinal Cord Injury Research Grants.\nUniversity of Wollongong\n793,125\nCOVID-19 Research Funding.\nUniversity of Wollongong\n250,000\nNSW Prevention Research Support Program.\nUniversity of Wollongong\n1,144,803\nProject Air.\nUniversity of Wollongong\n116,738\nSuicide Prevention Community Gatekeeper Training.\nUpper Hunter Where There’s a Will\n70,000\nWhere There’s a Will Foundation.\nVictor Chang Cardiac Research Institute Ltd\n1,768,413\nMedical Research Support Program.\nVictor Chang Cardiac Research Institute Ltd\n10,000\nNSW Health and Medical Research Sponsorship Program.\nWalgett Aboriginal Medical Service\n10,000\nWalgett Aboriginal Medical Service Health Promotion Activities.\nWatershed Drug And Alcohol \nRehabilitation & Education Services Ltd\n131,832\nDrug and Alcohol Treatment Services Grant.\nWe Help Ourselves\n761,560\nDrug and Alcohol Treatment Services Grant.\nWeave Youth & Community Services Inc\n57,340\nAlcohol and Other Drugs Early Intervention Innovation Fund.\nWeigelli Centre Aboriginal Corporation\n200,000\nDelivering Aboriginal Mental Health and Wellbeing Services in Central Western NSW.\nWeigelli Centre Aboriginal Corporation\n100,000\nEmergency Drought Relief Mental Health Package: Aboriginal SEWB initiatives.\nWeigelli Centre Aboriginal Corporation\n9,540\nFunding to contribute to gas heater, hot water system and removal of dead trees.\nWeigelli Centre Aboriginal Corporation\n465,000\nLive Life Well @ School funding.\nWellways Australia Ltd\n3,064,331\nCommunity Living Supports.\nWellways Australia Ltd\n11,329,719\nHousing and Accommodation Support Initiative.\nWellways Australia Ltd\n81,000\nMental Health Suicide Prevention Fund.\nNSW Health\t\nAnnual Report 2020-21   :  Finances   :  page 104\n\n\nGrant recipient\nAmount $\nDescription\nWellways Australia Ltd\n36,560\nNSW Mental Health Community Living Programs to provide staff training.\nWellways Australia Ltd\n144,052\nSuicide Prevention Community Gatekeeper Training.\nWellways Australia Ltd\n903,801\nYouth Community Living Supports.\nWentwest Ltd\n339,282\nAftercare grant: Way Back Support Service.\nWerin Aboriginal Corporation\n20,966\nCOVID-19 expenses.\nWesley Community Services Ltd\n909\nMums and Kids Matter Discretionary Fund.\nWesley Community Services Ltd\n3,387,258\nMums and Kids Matter Program.\nWestern Health Alliance Ltd\n290,479\nAftercare grant: Way Back Support Service.\nWestern NSW Health Research Network Inc\n5,000\nNSW Health and Medical Research Sponsorship Program.\nWestern Sydney University\n23,344\nDevelopment and evaluation of an evidence-based Diabetes oral health (DIOH) training \nprogram for Diabetes Educators.\nWildlime Marketing & Events Pty Ltd\n2,682\nDonation for Mental Health exercise and wellbeing videos.\nWilma Women’s Health Centre\n20,000\nFacility maintenance and repair.\nWomen’s Alcohol and Drug Advisory \nCentre Inc\n209,502\nDrug and Alcohol Treatment Services Grant.\nWomen’s Health NSW Inc\n5,000\nTo upgrade Women’s Health NSW Database.\nWoolcock Institute of Medical Research Ltd\n1,198,767\nMedical Research Support Program.\nYacaaba Centre Information and \nCounselling Service Port Stephens Inc\n118,000\nYacaaba Centre Information and Counselling Service.\nYerin Aboriginal Health Services Inc\n36,808\nAboriginal Community Controlled Health Services for dental and service upgrades.\nYerin Aboriginal Health Services Inc\n240,000\nBuilding on Aboriginal Communities’ Resilience initiative.\nYerin Aboriginal Health Services Inc\n275,000\nCapital improvements at the new location site.\nYerin Aboriginal Health Services Inc\n300,000\nCapital Works Contribution.\nYfoundations Incorporated\n282,000\nYouth Sexual Health Program Grant 2018-20.\nYoorana Gunya Family Healing Centre \nAboriginal Corporation\n100,000\nAboriginal Mental Health and Wellbeing services.\nYoorana Gunya Family Healing Centre \nAboriginal Corporation\n240,000\nBuilding on Aboriginal Communities’ Resilience initiative.\nYoorana Gunya Family Healing Centre \nAboriginal Corporation\n1,842\nCOVID-19 expenses.\nYourtown\n1,375,000\nKids Help Line Satellite site.\nYouth Insearch Foundation (Aust) Inc\n346,304\nSupporting Healthy Transitions Project.\nYouturn Ltd\n2,490,000\nPost Suicide Support initiative.\nDubbo Neighbourhood Centre Inc\n127,807\nWomen’s Safety Package.\nRotary Club of Kiama\n8,000\nYouth Mental Health First Aid course.\nTransport for NSW\n32,722\nCommunity Health Innovations.\nWellington Aboriginal Corporation Health \nService\n127,807\nWomen’s Safety Package.\nTotal\n363,206,988\nNSW Health\t\nAnnual Report 2020-21   :  Finances   :  page 105\n\n\nNSW Ministry of Health operating consultants 2020-21\nConsultancies equal to or more than $50,000\nConsultant\nCost $\nDescription\nManagement Services\nAccenture Australia Pty Ltd\n203,000\nStatewide patient billing transformation.\nBelay Pty Ltd\n200,140\nConsultancy services for Service and Capital Planning Unit and Strategic Analysis and Investment \nUnit’s NSW Health major capital projects.\nDeloitte Access Economics \nPty Ltd\n73,844\nEconomic cost of suicide study.\nDeloitte Touche Tohmatsu\n278,429\nSecurity assessment and project management support for the security risk assessment \non NSW Ministry of Health systems.\nDelta HR\n74,972\nSpecialist support service for implementation of organisational change management process.\nErnst & Young\n151,500\nStrategic consulting support for development of the future strategic direction and priorities for \nNSW Health in the context of the current and evolving response to COVID-19.\nH4 Consulting\n86,250\nFunctional Analysis for Tobacco Control Unit & Review the delivery of Tobacco Strategy Work Plan.\nHR Connections Pty Ltd\n68,744\nReview of new and adapted systems and processes for COVID-19 response.\nInside Out & Associates \nAustralia Pty Ltd\n132,078\nCo-design of Suicide Prevention Outreach Teams.\nKPMG\n146,900\nEngagement to assist NSW Ministry of Health with Outcome based framework.\nNous Group Pty Ltd\n61,635\nScoping dispatching strategies for Suicide Prevention Outreach Teams.\nPricewaterhouseCoopers\n79,569\nAssessment of the compliance of grants registers implemented for AASB 15 and AASB1058.\nRoses in the Ocean Ltd\n691,834\nCo-design of Alternatives to Emergency Department Presentations.\nRoses in the Ocean Ltd\n436,175\nTrain and develop local lived experience advisory groups across NSW.\nSapere Research Group Ltd\n98,330\nEvaluation of COVID-19 Vulnerable Populations Enhancement.\nSynergia Consulting Pty Ltd\n126,000\nEvaluation of Suicide Prevention Fund.\nUncharted Leadership \nInstitute Pty Ltd\n109,778\nCo-designing and facilitating the Good to Great program.\nUniversity of Wollongong\n139,646\nQualitative research into the experiences of consumers of services for children and young \npeople with problematic and harmful sexual behaviours and develop resources to communicate \nthe findings.\nSubtotal\n3,158,824\nTraining\n4 Mental Health Ltd\n669,200\nConnecting with People training modules.\nAbstarr Consulting Pty Ltd\n99,125\nDevelopment of diversity training.\nACON Health Ltd\n150,000\nTrans and Gender Diverse Community Suicide Prevention Program training.\nCommunity Activities Lake \nMacquarie Inc\n92,192\nSuicide Prevention Community Gatekeeper Training.\nCompass Housing Services\n97,544\nSuicide Prevention Community Gatekeeper Training.\nFeel The Magic Ltd\n148,336\nOnline Healthy Grieving Program for children bereaved by suicide.\nKatungul Aboriginal \nCorporation Community & \nMedical Services\n69,780\nSuicide Prevention Community Gatekeeper Training.\nLifeline Central West Inc\n93,000\nSuicide Prevention Community Gatekeeper Training.\nRoses in the Ocean Ltd\n333,244\nDeveloping suicide prevention peer workforce training curriculum and suicide prevention \ncommunity gatekeeper training.\nSubtotal\n1,752,421\nNSW Health\t\nAnnual Report 2020-21   :  Finances   :  page 106\n\n\nConsultant\nCost $\nDescription\nLegal services\nHerbert Smith Freehills\n348,182\nLegal support to NSW Health in its engagement with private hospital operators as part \nof its COVID-19 response.\nHWL Ebsworth Lawyers\n122,083\nReview, development and implementation of the NSW Health Procurement Policy \nand Procurement Procedures.\nKing & Wood Mallesons\n55,382\nNegotiation and contract finalisation for Westmead Managed Equipment Services.\nNorton Rose Fulbright \nAustralia\n83,546\nLegal documentation to enable retail tenants for Café and Childcare for 1 Reserve Road.\nSubtotal\n609,193\nConsultancies equal to or \nmore than $50,000\n5,520,438\nConsultancies less than $50,000\nConsultant\nCost $\nDuring the year, 45 other consultancies were engaged in the following areas:\nManagement services\n467,150\nOrganisational review\n30,627\nTraining\n197,482\nLegal services\n155,423\nIT\n1,250\nConsultancies less than $50,000\n851,932\nTotal consultancies\n6,372,369\nNSW Health\t\nAnnual Report 2020-21   :  Finances   :  page 107\n\n\nPayment of accounts\nThe following tables provide payment performance information for the NSW Ministry of Health for 2020-21.\n2020-21 Aged analysis at the end of each quarter\nCurrent \nnot yet due \n$’000\nOverdue \n1-30 days \n$’000\nOverdue \n31-60 days \n$’000\nOverdue \n61 and over \n$’000\nAll SUPPLIERS¹\nSeptember\n – \n 3,720 \n 72 \n 431 \nDecember\n – \n 4,569 \n 1,749 \n 760 \nMarch \n – \n 7,143 \n 869 \n 137 \nJune \n 176 \n 5,618 \n 524 \n 246 \nSMALL BUSINESS SUPPLIERS¹\nSeptember\n – \n418\n0\n0\nDecember\n – \n646\n19\n0\nMarch \n – \n225\n0\n21\nJune \n – \n80\n0\n8\nAccounts due or paid within each quarter\nSeptember\nDecember \nMarch \nJune \nALL SUPPLIERS¹\nNumber of accounts due for payment\n 4,649 \n 6,817 \n 8,043 \n 8,399 \nNumber of accounts paid on time \n 4,596 \n 6,772 \n 7,951 \n 8,228 \nActual percentage of accounts paid on time (based on number of \naccounts) \n98.9%\n99.3%\n98.9%\n98.0%\nDollar amount of accounts due for payment \n444,914\n499,373\n433,453\n482,099\nDollar amount of accounts paid on time \n444,593\n499,093\n432,645\n481,463\nActual percentage of accounts paid on time (based on $)\n99.9%\n99.9%\n99.8%\n99.9%\nNumber of payments for interest on overdue accounts\n0\n0\n0\n0\nInterest paid on overdue accounts ($)\n0\n0\n0\n0\nSMALL BUSINESS SUPPLIERS²\nNumber of accounts due for payment to small business\n1,424\n3,470\n4,539\n4,460\nNumber of accounts due to small businesses paid on time \n1,395\n3,463\n4,508\n4,360\nActual percentage of small business accounts paid on time \n(based on number of accounts)\n98.0%\n99.8%\n99.3%\n97.8%\nDollar amount of accounts due for payment to small businesses\n 8,565 \n 12,415 \n 13,972 \n 13,113 \nDollar amount of accounts due to small businesses paid on time\n 8,384 \n 12,392 \n 13,839 \n 12,717 \nActual percentage of small business accounts paid on time (based on $)\n97.9%\n99.8%\n99.0%\n97.0%\nNumber of payments to small business for interest on overdue accounts\n0\n0\n0\n0\nInterest paid to small businesses on overdue accounts \n0\n0\n0\n0\nNotes: 1. The reporting of all suppliers excludes payments between NSW Health entities. 2. The reporting of small business suppliers is in \naccordance with the definitions and requirements for small business as prescribed in the NSW Treasury Circular 11/21 Payment of Accounts.\nCommentary: Time for payment of accounts for the NSW Ministry of Health showed a consistent performance over the year. During the \nyear, measures have been taken to ensure Ministry staff are aware of NSW Treasury Circular 11/21 including conducting training sessions \nto educate relevant personnel about invoice approval processes. Actions are taken to monitor and promptly follow up invoice payments. \nThe NSW Ministry of Health was not required to make any payment of interest on overdue accounts related to small business suppliers \nin the 2020-21 financial year. \t\n\t\n\t\n\t\nNSW Health\t\nAnnual Report 2020-21   :  Finances   :  page 108\n\n\nNSW Treasury Managed Fund\nInsurable risks are covered by the NSW Treasury Managed \nFund (TMF), of which the NSW Ministry of Health (and its \ncontrolled organisations) is a member agency. The Health \nportfolio is a significant proportion of the TMF Fund and is \nidentified as an independent pool within the TMF Scheme.\nNSW Treasury provides funding to NSW Health via a \nbenchmark process. NSW Health pays deposit contributions \nto icare for workers compensation, motor vehicle, liability, \nproperty, and miscellaneous lines of business.\nWorkers compensation and motor vehicle contributions \nare actuarially determined and include an experience \nfactor. The aim of the deposit contribution funding is to \nallocate deposit contributions across the TMF with \nreference to benchmark expectations of relative claims \ncosts for the agencies in the TMF, and to provide a \nfinancial incentive to improve injury and claims \nmanagement outcomes.\nIn September 2020, the NSW Ministry of Health held a \nseries of workshops aimed at identifying opportunities to \nimprove claims management efficiency in all areas \nof the TMF cover: motor vehicle, property, miscellaneous, \nVMOs and medical negligence. The NSW Ministry of \nHealth and local health district representatives attended \nthe facilitated workshops with icare claims managers and \ntechnical experts. The workshops highlighted accessible \nimprovements to coordinated claims management and \nestablished productive forums for ongoing collaboration.\nThe NSW Ministry of Health streamlined the process \nfor issuing a certificate of currency for specific activities. \nPreviously, the Ministry had reviewed applications \naccompanied by a risk management plan. \nSince the change was introduced in May 2021, Health \norganisations have approved their own activities by \nassessing risk exposure and developing risk management \nplans, accounting for safety, inherent hazards and policy \nrequirements.\nAsset management\nKey achievements\nThe NSW Ministry of Health supported by Health Infrastructure \ncontinues to lead the implementation of the NSW Health \nAsset Management Framework with a focus in 2020-21 \non developing awareness of the current systems and asset \nmanagement operations across Health organisations, \nwhile continuing to embed and strengthen NSW Health \nasset management governance to facilitate improved and \ninformed asset management decision making.\nNSW Health developed the inaugural NSW Health \nStrategic Asset Management Plan (SAMP) and Asset \nManagement Plan (AMP) aligned to the whole-of-\ngovernment Asset Management Policy for the NSW Public \nSector and completed the first attestation rotation. \nThese documents determine NSW Health’s approach to \nmanaging all class of assets and to ensure investment \npriorities are identified to support safe, sustainable and \nhigh-quality care for NSW citizens. Health entities also \ncompleted their own SAMPs and AMPs, highlighting asset \nmanagement investment priorities as well as current \nbusiness-as-usual practices. This information will be used \nby NSW Health to identify gaps and trends across the \nsystem to focus future resources and develop the next \nstatewide SAMP and AMP for submission to NSW \nTreasury and Infrastructure NSW.\nThe first round of agency asset management maturity \nassessment was conducted to enable development of \na NSW Health Asset Management Implementation \nPlan. The plan has been initiated to manage the integration \n\nof the NSW Health asset management frameworks \nand build on existing asset management capability to \ndrive future initiatives.\nNSW Treasury Managed Fund\n2020-21\nContributions paid \nto iCare ($000)\nFunding from \nNSW Treasury ($000)\nVariance \n($000)\n Workers Compensation \n215,332\n212,733\n(2,598)\n Motor Vehicle \n8,696\n8,696\n0.00\n Property \n15,896\n15,896\n0.00\n Liability \n261,664\n261,664\n0.00\n Miscellaneous \n476\n476\n0.00\n Total TMF \n502,065\n499,466\n(2,598)\n VMO \n43,152\n43,152\n0.00\n Total \n545,217\n542,619\n(2,598)\nNSW Health\t\nAnnual Report 2020-21   :  Finances   :  page 109\n\n\nLand disposals\nThe 15 properties sold in 2020-21 realised gross \nproceeds of $8.3 million. These figures represent \nan 11.8 per cent decrease in the number of properties \nsold over the previous financial year (17 sold) and \nan 80.6 per cent decrease in realised gross proceeds \n($42.5 million in 2019-20). All sales were undertaken \nin accordance with government policy. Documents \nrelating to these sales can be obtained under the \nGovernment Information (Public Access) Act 2009.\nProperty\nStatus as at 30 \nJune 2021\nRevenue ($000’s)\nBathurst, 32-36 William \nStreet (Lot 3/DP47260; \nLot 1 & 2/DP 1126067), \n(RAIR)\nContract Settled\n0\nBathurst Part 8 \nGormans Hill Road \nTransfers of Lots A, B \nC, and D (boundary \nadjustment)\nContract Settled\n0\nBusby, 97-99 \nCartwright St (SAMIS)\nContract Settled\n1,750\nDapto, Kalparrin, 67 \nFowlers Road\nContract Settled\n750\nGriffith, Banna Avenue \nand Railway Street \n(Lot 1/DP758476), \n(RAIR) \nContract Settled\n960\nHarden, 113 Albury \nStreet (Lot712/753624), \n(RAIR) \nContract Settled\n183\nJindabyne, Community \nHealth Centre, \n7 Bent Street\nContract Settled\n355\nKempsey, Unit 3, \nLindsay Place\nContract Settled\n220\nMacksville\nContract Settled\n1,650\nNowra, 5-7 Plunkett \nStreet\nContract Settled\n960\nSofala, 16 Upper Turon \nRoad \nContract Settled\n260\nUlladulla, 100 \nSt Vincent Street\nContract Settled\n380\nWarren, 202 Dubbo \nStreet\nContract Settled\n110\nWarwick Farm, Unit 19, \n29-31 Scrivener Street\nContract Settled\n400\nWarwick Farm, Unit 20, \n29-31 Scrivener Street\nContract Settled\n275\nTotal gross\n \n$8,253\nTotal net \n(Approximately, less \n10% sales costs)\n \n$7,428\nCapital works\nThe Capital Works Program allocation for NSW Health \nin 2020-21 was $3.0 billion, inclusive of capital expensing. \nThe program is jointly delivered by local health districts \nand other NSW Health organisations for projects valued \nat less than $10 million, and by Health Infrastructure \nfor those projects valued at $10 million or more.\nCapital projects completed in 2020-21\nProject\nTotal cost\nNSW Ambulance\nAmbulance Equipment Purchases and Upgrades \n– COVID 19\n$17,391,336\nCentral Coast Local Health District\nCentral Coast Clinical School and Research \nInstitute (CCCSRI)\n$39,601,000\nCOVID-19 Clinics Security Enhancements\n$240,000\nPalliative Care Refurbishment\n$400,000\nStatewide Dental Van Program\n$100,000\nStatewide Virtual Mental Health Expansion\n$500,000\nFar West Local Health District\nBroken Hill Health Service (BHHS) Medical \nImaging Breast Screen Refurbishment\n$764,519\nBroken Hill Mobility Aids, PAPD and Oxygen \nDelivery Service\n$80,000\nPalliative Care Refurbishment\n$395,430\nTibooburra & White Cliffs Building \nAccessibility Project\n$82,623\nWilcannia Accommodation Security Upgrade\n$75,000\nWilcannia Staff Accommodation\n$215,000\nHunter New England Local Health District\nBelmont Operating Theatre and CSD\n$10,000,000\nBingara MPS Residential Aged Care\n$297,200\nChillers at John Hunter Hospital\n$2,100,000\nChillers at Muswellbrook Hospital\n$956,804\nCOVID-19 Clinics Security Enhancements\n$320,000\nEEGP- Design and Install of large scale solar \nPV generation system at various locations\n$3,681,356\nEEGP- Design and Install solar PV system \nat John Hunter Hospital\n$3,214,986\nInverell Hospital Redevelopment \n$60,000,000\nPaediatric Allergy Clinics\n$200,000\nRural Health Infrastructure Program includes \nTenterfield, Scone, Gloucester, Dungog – HI\n$10,000,000\nStatewide Virtual Mental Health Expansion\n$320,000\nWallsend Dental Clinic Cabinetry Replacement\n$148,908\nNSW Health\t\nAnnual Report 2020-21   :  Finances   :  page 110\n\n\nProject\nTotal cost\nIllawarra Shoalhaven Local Health District\nAboriginal Maternal Infant Child \nHealth Facility Upgrade\n$36,341\nDapto HealthOne Dental Equipment Purchase\n$200,000\nPaediatric Allergy Clinics\n$100,000\nPaediatric Amenity Upgrade \n– Wollongong & Nowra Hospital\n$500,000\nPalliative Care Refurbishment\n$300,000\nStatewide Cataract Surgeries Equipment \nPurchases\n$48,987\nSurface guided radiotherapy (SGRT)\n$1,539,755\nWollongong Hospital Birthing Unit Refurbishment\n$2,200,000\nWollongong Hospital Paediatric Ward \nRefurbishment\n$1,000,001\nWollongong Hospital Replacement of Linear \nAccelerator\n$3,945,405\nMurrumbidgee Local Health District\nBuilding Strong Aboriginal Families\n$63,540\nCootamundra Emergency Department Relocation\n$473,036\nCootamundra Medical Imaging Upgrade\n$250,000\nCOVID-19 Clinics Security Enhancements\n$127,823\nDeniliquin ED Upgrade\n$1,400,000\nEEGP Efficiency Upgrade\n$861,618\nStatewide Cataract Surgeries Equipment \nPurchases\n$63,145\nWagga Wagga District Office Consolidation\n$2,456,165\nWagga Wagga Health Service Redevelopment\n$431,360,000\nYoung Medical Imaging Upgrade & Refurbishment\n$375,000\nMid North Coast Local Health District\nBellinger River District Hospital Car park Upgrade \nand Extension\n$713,000\nCoffs Harbour Cone Beam\n$182,336\nCoffs Harbour Linac \n$4,792,456\nKempsey Hospital Maternity/Birthing Suite \nRemodelling\n$592,814\nPort Macquarie Base Hospital- Aboriginal Cultural \n& Family Wellbeing Centre (MNCLHD)\n$527,217\nPort Macquarie Linac\n$2,959,466\nStatewide Cataract Surgeries \nEquipment Purchases\n$70,884\nStatewide Dental Van Program\n$100,000\nStatewide Virtual Mental Health Expansion\n$625,000\nSurface Guided Radiotherapy (SGRT) \nImplementation – Coffs Harbour Hospital\n$549,267\nSurface Guided Radiotherapy (SGRT) \nImplementation – Port Macquarie Hospital\n$549,267\nProject\nTotal cost\nNepean Blue Mountains Local Health District\nCOVID-19 Clinics Security Enhancements\n$130,000\nMedical Accommodation Refurbishment \n– 50 Lurline St Katoomba\n$453,091\nStatewide Dental Van Program\n$40,840\nNorthern NSW Local Health District\nBallina Hospital Emergency Department and \nPhysio Roof\n$450,000\nBallina Hospital Emergency Department Short \nStay Unit \n$490,598\nExpansion of Jubullum Aboriginal Health Post \n(Tabulam)\n$490,966\nStatewide Virtual Mental Health Expansion\n$320,000\nNorthern Sydney Local Health District\nPaediatric Amenity Upgrade Hornsby Hospital\n$256,783\nEEGP – Design and Install solar PV system at  \nHornsby Ku-ring-gai Hospital\n$1,446,602\nMicroscope Royal North Shore Hand Surgery \nDepartment\n$279,817\nRoyal North Shore Hospital Cardiac Catheter Lab \nReplacement\n$1,571,217\nRoyal North Shore Linear Accelerator Equipment\n$3,347,720\nSydney Children’s Hospitals Network\nEOS scanner & capital works\n$1,070,402\nInterventional Radiology Equipment \n& Capital Works\n$1,914,053\nKids Research Institute Bio-storage Unit\n$396,695\nSCHN Non-emergency Neonatal Transport \nService (NETS)\n$788,921\nStaff Hub Capital Works\n$2,298,963\nThe Children’s Hospital at Westmead \nRedevelopment Stage 1\n$95,000,000\nSouth Eastern Sydney Local Health District\nCOVID-19 Clinics Security Enhancements\n$178,599\nEstablishment of New Oral Health Hub \nat Belgrave St, Kogarah\n$361,297\nKogarah Multidisciplinary Dental Clinic Fitout\n$2,202,479\nSt George Linear Accelerator Replacement\n$3,759,328\nStatewide Virtual Mental Health Expansion\n$114,766\nSutherland Hospital Medical Imaging \nDepartment Expansion\n$1,766,998\nNSW Health\t\nAnnual Report 2020-21   :  Finances   :  page 111\n\n\nProject\nTotal cost\nSydney Local Health District\nBiograph Vision Quadra – RPAH\n$8,906,688\nCanterbury Hospital Emergency Department \nExpansion\n$6,500,000\nCranial Navigation System Upgrade\n$2,090,276\nCRGH ED Monitoring System Upgrade \n– Concord Hospital\n$777,838\nForest Lodge Level 1 Refurbishment\n$830,000\nFussell House – Concord Repatriation \nGeneral Hospital (CRGH)\n$6,721,000\nIVF Facility Enhancements at RPA Hospitals\n$712,300\nPaediatric Allergy Clinics\n$100,000\nPharmacy Manufacturing Facility\n$1,220,000\nRedesign ICU at Royal Prince Alfred Hospital\n$1,290,000\nRPA Energy Efficiency Government \nProgram (EEGP)\n$6,992,173\nRPA Renal Dialysis Relocation to PMBC\n$3,923,741\nRPAH Mammography Unit Replacement\n$815,290\nStatewide Virtual Mental Health Expansion\n$300,000\nSouthern NSW Local Health District\nEmergency Departments Security and Duress \nAlarms Upgrade\n$1,798,605\nGoulburn Chisholm Ross Centre Courtyard \nBoundary Wall\n$114,866\nPambula Hospital Community Health \nRefurbishment\n$2,637,765\nStatewide Cataract Surgeries Equipment \nPurchases\n$60,000\nSouth Western Sydney Local Health District\nBowral & District Hospital Redevelopment Stage 1\n$68,663,473\nBankstown-Lidcombe Emergency Department\n$25,000,000\n10 Murphy Ave Community Health\n$256,250\nFairfield Hospital Dental Chairs Expansion 5 \nDental Chairs\n$844,930\nMOSAIQ Hardware & Application Upgrade\n$695,723\nPalliative Care Refurbishment\n$150,973\nStatewide Dental Van Program\n$49,333\nStatewide Virtual Mental Health Expansion\n$293,286\nWestern NSW Local Health District\nDubbo Hospital -Third X-RAY Machine\n$246,188\nGundaymarra – Dubbo Mental Health Unit \nReconfiguration\n$725,761\nOrange Mental Health – Relocate Canobolas \nInpatients\n$252,500\nOrange Mental Health – Relocate Pinelodge Youth \nDay Program\n$250,000\nWestern Sydney Local Health District\nBlacktown EEGP Solar Generator Unit\n$1,293,675\nStatewide Dental Van Program\n$49,875\n \nMilestones\nIn 2020-21, Health Infrastructure achieved its biggest year \nto date, delivering more than $2.1 billion in infrastructure \nplanning and construction, including the completion of 23 \nprojects across NSW* with highlights including:\nRegional: \n•\tBowral and District \nHospital Redevelopment \nStage 1 (Dec 2020)\n•\tCentral Coast Clinical \nSchool and Research \nInstitute (June 2021)\n•\tGrafton Ambulatory Care \n(July 2020)\n•\tInverell Hospital \nRedevelopment Stage 1B \n(April 2021)\n•\tManning Hospital \nRedevelopment Stage 1 \n(official opening \nSept 2020)\n•\tWagga Wagga Base \nHospital Redevelopment \n(April 2021)\nMetropolitan: \n•\tBankstown-Lidcombe \nEmergency Department \nExpansion (May 2021)\n•\tMona Vale Hospital \nRedevelopment \n– Geriatric Evaluation \nand Management Unit \nand Palliative Care \nUnit (Sept 2020)\n•\tSt George Hospital \nBirthing Suite and \nTheatre Refurbishment \n(Aug 2020)\nNine new projects as part of the $297 million Multipurpose \nService Program Stage 5 and $100 million as part of the \nHealthOne Strategy, delivering contemporary facilities \nand services in areas including:\n•\tBraidwood (April 2021)\n•\tMurrumburrah-Harden \n(July 2020)\n•\tMurrurundi (Nov 2020)\n•\tYass (Oct 2020)\n•\tLightning Ridge \n(Aug 2020)\n•\tNambucca (Jan 2021)\n•\tDapto (May 2021)\n•\tUlladulla (Nov 2020)\n•\tMerrylands (Jan 2021)\nThe largest transformation of NSW Ambulance \ninfrastructure through the $132 million Rural Ambulance \nInfrastructure Reconfiguration Program and $184 million \nSydney Metropolitan Infrastructure Strategy, including a \nParamedic Response Point at Holroyd and new ambulance \nstations at:\n•\tCootamundra (Oct 2020)\n•\tSawtell (April 2021)\n•\tRandwick (Dec 2020)\n•\tMona Vale (April 2021).\nNote: The above refers to construction complete milestones and may \ninclude reference to individual components of larger infrastructure \nprojects and programs that may not be recognised as officially complete.\nNSW Health\t\nAnnual Report 2020-21   :  Finances   :  page 112\n\n\n5\nFinancial report\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 114\n \n \n \nINDEPENDENT AUDITOR’S REPORT \nMinistry of Health (the Ministry) and the Consolidated Entity \n \nTo the Members of the New South Wales Parliament \nOpinion \nI have audited the accompanying financial statements of the Ministry of Health (the Ministry) and the \nConsolidated Entity, which comprise the Statement by the Accountable Authority, the Statements of \nComprehensive Income for the year ended 30 June 2021, the Statements of Financial Position as at \n30 June 2021, the Statements of Changes in Equity and the Statements of Cash Flows for the year \nthen ended, notes comprising a Statement of Significant Accounting Policies and other explanatory \ninformation regarding the Ministry and the Consolidated Entity. The Consolidated Entity comprises the \nMinistry and the entities it controlled at the year’s end or from time to time during the financial year. \nIn my opinion, the financial statements: \n• \nhave been prepared in accordance with Australian Accounting Standards and the applicable \nfinancial reporting requirements of the Government Sector Finance Act 2018 (GSF Act), the \nGovernment Sector Finance Regulation 2018 (GSF Regulation) and the Treasurer's Directions \n• \npresents fairly the financial position, financial performance and cash flows of the Ministry and \nthe Consolidated Entity \n \nMy opinion should be read in conjunction with the rest of this report. \n \nBasis for Opinion \nI conducted my audit in accordance with Australian Auditing Standards. My responsibilities under the \nstandards are described in the ‘Auditor’s Responsibilities for the Audit of the Financial Statements’ \nsection of my report. \nI am independent of the Ministry and the Consolidated Entity in accordance with the requirements of \nthe: \n• \nAustralian Auditing Standards \n• \nAccounting Professional and Ethical Standards Board’s APES 110 ‘Code of Ethics for \nProfessional Accountants (including Independence Standards)’ (APES 110). \n \nI have fulfilled my other ethical responsibilities in accordance with APES 110. \nParliament promotes independence by ensuring the Auditor-General and the Audit Office of \nNew South Wales are not compromised in their roles by: \n• \nproviding that only Parliament, and not the executive government, can remove an \nAuditor-General \n• \nmandating the Auditor-General as auditor of public sector agencies \n• \nprecluding the Auditor-General from providing non-audit services. \n \nI believe the audit evidence I have obtained is sufficient and appropriate to provide a basis for my \naudit opinion. \n \n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 115\n \n \nKey Audit Matters \nKey audit matters are those matters that, in my professional judgement, were of most significance in \nmy audit of the financial statements for the year ended 30 June 2021. These matters were addressed \nin the context of my audit of the financial statements as a whole, and in forming my opinion thereon, I \ndo not provide a separate opinion on these matters.  \nKey Audit Matter \nHow my audit addressed the matter \nValuation of Property, plant and equipment \nRefer to Note 25 Property, plant and equipment \nAt 30 June 2021, the Consolidated Entity reported \n$23.5 billion in infrastructure, property, plant and \nequipment measured at fair value. This is comprised \nof $21.5 billion (land and buildings), $1.4 billion (Plant \nand Equipment) and $0.6 billion (Infrastructure \nSystems) \nI considered this area a key audit matter due to the: \n• \nfinancial significance, geographical distribution \nand specialised or unique nature of health and \nhealth infrastructure assets;  \n• \nhigh degree of management judgement required \nin respect of classifying project costs as capital or \nexpense; and \n• \ncomplexities associated with the application of \nAASB 13 Fair Value Measurement being \ndependent on assumptions that require \nsignificant judgement in areas such as:  \n- \nidentifying components of buildings and \ndetermining their current replacement cost \n- \nforecasting remaining useful lives  \n- \napplication of discount rates \n- \nassessment of the conditions of the assets \n- \nassessment of the financial impact of \nindicators of impairment. \n \n \nTo address the key audit matter, I: \n• \nassessed the adequacy of management's review \nof the valuation process; \n• \nassessed the competence, capabilities and \nobjectivity of management's valuers; \n• \nreviewed the scope and instructions provided to \nvaluers and obtained an understanding of the \nmethodology used and its appropriateness with \nreference to relevant Australian Accounting \nStandards and Treasurer’s Directions; \n• \nassessed the appropriateness of the components \nof buildings used for measuring gross \nreplacement cost with reference to common \nindustry practice;  \n• \ntested a sample of costs allocated to work in \nprogress to assess the appropriateness of \ncapitalisation in accordance with the Australian \nAccounting Standards; \n• \nevaluated whether the useful lives applied to the \nvarious asset classes were consistent with \nmanagement's planned usage of those assets;  \n• \nassessed the reasonableness and \nappropriateness of judgement used by \nmanagement to assess non-financial assets for \nimpairment. This included the process employed \nto monitor impairment indicators; and \n• \nassessed the adequacy of the financial statement \ndisclosures against the requirements of \napplicable Australian Accounting Standards and \nTreasurer’s Directions.  \n \nExistence and valuation of COVID-19 vaccine inventories \nRefer to Note 22 Inventories  \n \nAt 30 June 2021 the Consolidated Entity reported \nCOVID-19 vaccines received from the \nCommonwealth and distributed to the public for no \nconsideration at $22.3 million and $17.1 million, \nrespectively. \nAs part of the COVID-19 Vaccine National Roll-out \nStrategy, the Australian Government assumes \nresponsibility for procuring and distributing vaccine \nsupplies to states and territories. Vaccines are \nreceived for nil consideration and are provided to the \npublic free of charge.  \n \nTo address the key audit matter, I: \n• \nobtained an understanding of the systems and \nprocesses introduced to manage vaccine flows; \n• \nreviewed and verified the key components of \nmanagement's approach to valuing the two key \ninventory lines relevant for 2021 financial \nreporting period; and \n• \ntested a sample of transactions verifying \nquantities back to source documentation. \n \n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 116\n \n \nKey Audit Matter \nHow my audit addressed the matter \nI considered this area a key audit matter due to the: \n• \ncomplexities of the procurement and distribution \nprocesses with the Commonwealth; \n• \ncomplexities associated in obtaining a reliable \nmeasurement basis for the vaccines; and \n• \nevolving nature of the systems and processes in \nplace to manage, track and account for physical \ninventory movements across a variety of \ndistribution centres spread around NSW. \nExistence and valuation of general inventories \nRefer to Note 22 Inventories \nAt 30 June 2021, the Consolidated Entity reported \n$635.8 million in inventories, of which, $337.7 million \nwas related to COVID-19. \nI considered this area a key audit matter due to the: \n• \nsignificance of the balance relative to the \nconsolidated entity's Statement of Financial \nPosition; \n• \nvariety and number of inventory items managed \nacross several locations; and \n• \nsubjectivity and high degree of judgement \nrequired in respect of the calculations and \nmodelling supporting management's assessment \nof impairment, particularly with regards to \nCOVID-19 inventory balances. \n \nTo address the key audit matter, I  \n• \nobserved the performance of management's \nstocktaking procedures at a selection of \nwarehouses; \n• \nobtained an understanding of management's \nimpairment calculator by seeking to test the: \n- \nmathematical accuracy of the model; and \n- \nrobustness of the model's key inputs, which \nrelied on \"best before dates\" and \n\"consumption data\"; and \n• \nsubstantiated a sample of transactions to verify \n\"best before dates\" and \"consumption data”. \nRecognition and measurement of Commonwealth grants and contributions revenue  \nRefer to Note 11 Grants and Other Contributions \nDuring the year, over $8 billion was received in \nCommonwealth grants and contributions through the \nNational Health Reform Agreement (NHRA) and the \nNational Partnership Agreement (NPA) in 2020–21. \nI considered this area a key audit matter due to the: \n• \nsignificance of the balance relative to the \nconsolidated entity's Statement of \nComprehensive Income; \n• \ndifferent types of performance obligations \nattached to each revenue stream; \n• \ncontinuous funding received over more than one \nfinancial reporting period; and \n• \nevolving nature of the funding arrangements in \nresponse to the emerging COVID-19 pandemic. \n \nTo address the key audit matter, I: \n• \ndocumented and understood the nature of the \nkey revenue streams relating to the Hospital \nService and State Public Health Payments; \nPrivate Hospital Capacity and Viability Payments; \nand Payments for the Co-ordination and Delivery \nof a Safe and Effective COVID-19 vaccine; \n• \nreviewed the terms and conditions contained \nwithin the key funding agreements entered with \nthe Commonwealth; \n• \nassessed the key accounting treatments applied \nto each type of grant funding stream. \n \nValuation of Hotel Quarantine receivables \nRefer to Note 20 Receivables \nAt 30 June 2021, the Consolidated Entity reported a \ngross receivables balance of $107 million with an \nassociated expected credit loss (ECL) of $10 million, \nrelating to returning travellers processed through the \nNSW Hotel Quarantine system. Returning travellers \nare charged a fixed fee for their stay, with fees being \neffective since 18 July 2020. \n \n \nTo address the key audit matter, I  \n• \nassessed the adequacy of management's \nmethodology and the underlying assumptions in \ncalculating the ECL; \n• \nreviewed the movements in the receivables \nprofile and analysed collection rates \n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 117\n \n \nKey Audit Matter \nHow my audit addressed the matter \nI considered this area a key audit matter due to the: \n• \nsignificance of the balance relative to the \nConsolidated Entity's total receivables balance; \n• \nhigh level of estimation uncertainties and \ncomplexities around inputs used in calculating \nthe expected credit loss (ECL); and \n• \nevolving nature of the processes and controls \ninvolved in managing the balance in response to \nthe COVID-19 pandemic. \nfrom July 2020 to post year end to understand \npotential patterns of collectability; and \n• \nperformed testing, on a sample basis, of \nsubsequent receipts post year end. \n \nSecretary's Responsibilities for the Financial Statements \nThe Secretary is responsible for the preparation and fair presentation of the financial statements in \naccordance with Australian Accounting Standards and the GSF Act, GSF Regulations and Treasurer’s \nDirections. The Secretary's responsibility also includes such internal control as the Secretary \ndetermines what is necessary to enable the preparation and fair presentation of the financial \nstatements that are free from material misstatement, whether due to fraud or error. \nIn preparing the financial statements, the Secretary is responsible for assessing the ability of the \nMinistry and the consolidated entity to continue as a going concern, disclosing as applicable, matters \nrelated to going concern and using the going concern basis of accounting. \nAuditor’s Responsibilities for the Audit of the Financial Statements \nMy objectives are to: \n• \nobtain reasonable assurance about whether the financial statements as a whole are free from \nmaterial misstatement, whether due to fraud or error \n• \nissue an Independent Auditor’s Report including my opinion. \n \nReasonable assurance is a high level of assurance, but does not guarantee an audit conducted in \naccordance with Australian Auditing Standards will always detect material misstatements. \nMisstatements can arise from fraud or error. Misstatements are considered material if, individually or \nin aggregate, they could reasonably be expected to influence the economic decisions users take \nbased on the financial statements. \nA description of my responsibilities for the audit of the financial statements is located at the Auditing \nand Assurance Standards Board website at: www.auasb.gov.au/auditors_responsibilities/ar5.pdf. The \ndescription forms part of my auditor’s report. \nThe scope of my audit does not include, nor provide assurance: \n• \nthat the Ministry or the consolidated entity carried out their activities effectively, efficiently and \neconomically \n• \nabout the assumptions used in formulating the budget figures disclosed in the financial \nstatements \n• \nabout the security and controls over the electronic publication of the audited financial \nstatements on any website where they may be presented \n• \nabout any other information which may have been hyperlinked to/from the financial statements. \n \n \nMargaret Crawford \nAuditor-General for NSW \n29 October 2021 \nSYDNEY \n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 118\n1.\na.\nb.\nc.\n2.\n3.\nAlfa D'Amato\nSecretary, NSW Health\nAustralian Accounting Standards (AAS) (which include Australian Accounting Interpretations);\nMinistry of Health\nStatement by the Accountable Authority\nfor the year ended 30 June 2021\nWe state, pursuant to section 7.6(4) of the Government Sector Finance Act 2018 ('the Act'):\nThe financial statements of the Ministry of Health for the year ended 30 June 2021 have been prepared in\naccordance with:\n26 October 2021\n26 October 2021\napplicable requirements of the Act, the Government Sector Finance Regulation 2018;  and\nTreasurer's Directions issued under the Act.\nThe financial statements present fairly the Ministry of Health's financial position as at 30 June 2021 and the financial\nperformance and cash flows for the year then ended.\nWe are not aware of any circumstances which would render any particulars in the financial statements to be\nmisleading or inaccurate.\nElizabeth Koff\nActing Deputy Secretary, Finance and Asset Management and \nChief Financial Officer, NSW Health\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 119\nMinistry of Health\nStatement of Comprehensive Income for the year ended 30 June 2021\nConsolidated Consolidated Consolidated\nParent\nParent\nActual \nBudget\nActual\nActual \nActual \nRestated\nRestated\n 2021\n 2021\n 2020\n 2021\n 2020\nNotes\n$000\n$000\n$000\n$000\n$000\nContinuing operations\nExpenses excluding losses\nEmployee related expenses\n2\n15,101,149\n15,755,185\n14,999,553\n222,660\n178,639\nOperating expenses\n3\n7,765,807\n7,864,659\n7,096,439\n1,057,458\n1,131,180\nDepreciation and amortisation\n4\n1,139,883\n1,113,980\n1,082,031\n29,497\n13,790\nGrants and subsidies\n5\n1,671,671\n1,559,661\n1,508,525\n22,933,804\n21,009,065\nFinance costs\n6\n124,208\n131,584\n120,734\n12,352\n2,275\nTotal expenses excluding losses\n25,802,718\n26,425,069\n24,807,282\n24,255,771\n22,334,949\nRevenue\n    \nAppropriations\n8\n15,016,407\n15,740,003\n14,926,529\n15,016,407\n14,926,529\nAcceptance by the Crown1 of \nemployee benefits and other liabilities\n 12\n(1,527)\n466,061\n680,534\n2,008\n8,374\nSale of goods and services from \ncontracts with customers\n9\n2,806,080\n2,692,286\n2,676,702\n129,783\n173,430\nInvestment revenue\n10\n22,430\n33,097\n21,337\n1,220\n2,214\nGrants and other contributions\n11\n9,148,196\n8,902,749\n9,526,742\n8,451,322\n7,902,630\nOther income\n13\n103,897\n155,170\n166,777\n13,838\n42,815\nTotal  revenue\n27,095,483\n27,989,366\n27,998,621\n23,614,578\n23,055,992\nOperating result\n1,292,765\n1,564,297\n3,191,339\n(641,193)\n721,043\nGains / (losses) on disposal\n14\n(33,815)\n-\n(13,891)\n(94)\n(5)\nImpairment losses on financial assets\n20\n(85,973)\n-\n(41,251)\n-\n-\nOther gains / (losses)\n15\n(867,163)\n(10,283)\n(2,012)\n(93,105)\n9,956\nNet result from continuing \noperations\n305,814\n1,554,014\n3,134,185\n(734,392)\n730,994\n-\n-\n-\n-\n-\nNet result\n305,814\n1,554,014\n3,134,185\n(734,392)\n730,994\nNet result from discontinued operations\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 120\nMinistry of Health\nStatement of Comprehensive Income for the year ended 30 June 2021 (continued)\nConsolidated Consolidated Consolidated\nParent\nParent\nActual \nBudget\nActual\nActual \nActual \nRestated\n 2021\n 2021\n 2020\n 2021\n 2020\nNotes\n$000\n$000\n$000\n$000\n$000\nOther comprehensive income\nItems that will not be reclassified to net \nresult in subsequent periods\nChanges in revaluation surplus of  \nproperty, plant and equipment\n25\n307,817\n-\n302,848\n(1,202)\n-\nChanges in revaluation surplus of other \nassets\n0\n-\n-\n(9)\n-\n-\nTotal other comprehensive income\n307,817\n-\n302,839\n(1,202)\n-\nTOTAL COMPREHENSIVE INCOME\n613,631\n1,554,014\n3,437,024\n(735,594)\n730,994\nThe accompanying notes form part of these financial statements.\nSee Note 1(h) and Note 17 for details regarding restated prior year balances for the consolidated and parent entity.\n1Crown represents 'The Crown in right of the State of New South Wales'. \n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 121\nMinistry of Health\nStatement of Financial Position as at 30 June 2021\nConsolidated\nConsolidated\nConsolidated\nConsolidated\nActual \nBudget\nActual Restated\nActual Restated\n 2021\n 2021\n 2020\n1 July 2019\nNotes\n$000\n$000\n$000\n$000\nASSETS\nCurrent assets\nCash and cash equivalents\n19\n2,031,071\n2,565,696\n2,658,959\n1,316,849\nReceivables\n20\n1,249,015\n1,295,716\n1,270,638\n888,069\nContract assets\n21\n1,794\n2,031\n2,031\n-\nInventories\n22\n635,787\n880,404\n921,933\n177,646\nFinancial assets at fair value\n23\n161,750\n113,191\n157,609\n121,328\nOther financial assets\n24\n3,073\n100,592\n100,592\n265,192\n4,082,490\n4,957,630\n5,111,762\n2,769,084\nNon-current assets held for sale\n28\n2,835\n9,087\n9,087\n55,578\nTotal current assets\n4,085,325\n4,966,717\n5,120,849\n2,824,662\nNon-current assets\nReceivables\n20\n35,441\n113,793\n113,792\n22,808\nFinancial assets at fair value\n23\n32,122\n28,870\n32,005\n32,088\nOther financial assets\n24\n84,369\n-\n82,178\n70,694\nProperty, plant and equipment\n  - Land and buildings\n25\n21,521,208\n21,774,490\n19,918,431\n18,301,168\n  - Plant and equipment\n25\n1,377,023\n1,536,769\n1,268,147\n1,234,970\n  - Infrastructure systems\n25\n617,435\n484,187\n510,076\n463,797\nTotal property, plant and equipment\n23,515,666\n23,795,446\n21,696,654\n19,999,935\nRight-of-use assets\n26\n1,086,934\n1,090,120\n1,186,464\n758,884\nIntangible assets\n27\n689,554\n765,564\n715,886\n704,238\nOther non-current assets\n0\n-\n83,950\n-\n222\nTotal non-current assets\n25,444,086\n25,877,743\n23,826,979\n21,588,869\nTotal assets\n29,529,411\n30,844,460\n28,947,828\n24,413,531\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 122\nMinistry of Health\nStatement of Financial Position as at 30 June 2021 (continued)\nConsolidated\nConsolidated\nConsolidated\nConsolidated\nActual \nBudget\nActual Restated\nActual Restated\n 2021\n 2021\n 2020\n1 July 2019\nNotes\n$000\n$000\n$000\n$000\nLIABILITIES\nCurrent liabilities\nPayables\n31\n1,881,948\n1,916,557\n1,844,106\n1,810,245\nContract liabilities\n32\n70,587\n364,469\n398,726\n28,936\nBorrowings\n33\n174,090\n211,033\n173,754\n146,516\nProvisions\n34\n2,851,737\n2,562,296\n2,560,496\n2,309,387\nOther current liabilities\n35\n136,045\n122,299\n95,381\n97,839\nTotal current liabilities\n5,114,407\n5,176,654\n5,072,463\n4,392,923\nNon-current liabilities\nContract liabilities\n32\n-\n97\n97\n7\nBorrowings\n33\n2,108,230\n1,977,379\n2,101,234\n1,690,052\nProvisions\n34\n62,674\n44,780\n44,025\n41,817\nOther non-current liabilities\n35\n334,547\n313,427\n332,968\n305,415\nTotal non-current liabilities\n2,505,451\n2,335,683\n2,478,324\n2,037,291\nTotal liabilities\n7,619,858\n7,512,337\n7,550,787\n6,430,214\nNet assets\n21,909,553\n23,332,123\n21,397,041\n17,983,317\nEQUITY\nReserves\n7,544,820\n7,668,737\n7,256,629\n6,927,042\nAccumulated funds\n14,364,733\n15,663,386\n14,140,412\n11,056,275\nTotal equity\n21,909,553\n23,332,123\n21,397,041\n17,983,317\nSee Note 1(h) and Note 17 for details regarding restated prior year balances for the consolidated entity.\nThe accompanying notes form part of these financial statements.\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 123\nMinistry of Health\nStatement of Financial Position as at 30 June 2021\nParent\nParent\nParent\nActual \nActual Restated\nActual\n 2021\n 2020\n1 July 2019\nNotes\n$000\n$000\n$000\nASSETS\nCurrent assets\nCash and cash equivalents\n19\n160,068\n728,371\n334,204\nReceivables\n20\n443,849\n297,845\n349,550\nContract assets\n21\n276\n-\n-\nInventories\n22\n31,777\n25,803\n32,873\nOther financial assets\n24\n308,232\n744,176\n16,041\nTotal current assets\n944,202\n1,796,195\n732,668\nNon-current assets\nOther financial assets\n24\n7,205\n11,072\n14,651\nProperty, plant and equipment\n  - Land and buildings\n25\n179,658\n186,497\n132,577\n  - Plant and equipment\n25\n3,922\n4,697\n2,077\n  - Infrastructure systems\n25\n864\n961\n1,067\nTotal property, plant and equipment\n184,444\n192,155\n135,721\nRight-of-use assets\n26\n460,340\n511,160\n-\nIntangible assets\n27\n3,129\n1,756\n877\nTotal non-current assets\n655,118\n716,143\n151,249\nTotal assets\n1,599,320\n2,512,338\n883,917\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 124\nMinistry of Health\nStatement of Financial Position as at 30 June 2021 (continued)\nParent\nParent\nParent\nActual \nActual Restated\nActual\n 2021\n 2020\n1 July 2019\nNotes\n$000\n$000\n$000\nLIABILITIES\nCurrent liabilities\nPayables\n31\n526,108\n449,170\n397,797\nContract liabilities\n32\n24,100\n345,968\n-\nBorrowings\n33\n8,424\n11,853\n-\nProvisions\n34\n25,694\n22,831\n18,869\nOther current liabilities\n35\n-\n-\n54,442\nTotal current liabilities\n584,326\n829,822\n471,108\nNon-current liabilities\nBorrowings\n33\n556,257\n499,673\n-\nProvisions\n34\n713\n534\n713\nOther non-current liabilities\n35\n-\n-\n43,694\nTotal non-current liabilities\n556,970\n500,207\n44,407\nTotal liabilities\n1,141,296\n1,330,029\n515,515\nNet assets\n458,024\n1,182,309\n368,402\nEQUITY\nReserves\n132,542\n133,744\n133,744\nAccumulated funds\n325,482\n1,048,565\n234,658\nTotal equity\n458,024\n1,182,309\n368,402\nSee Note 17 for details regarding restated prior year balances for the parent entity.\nThe accompanying notes form part of these financial statements.\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 125\nMinistry of Health\nStatement of Changes in Equity for the year ended 30 June 2021\nAccumulated \nFunds\nAsset \nRevaluation \nSurplus\nTotal\nCONSOLIDATED\nNotes\n$000\n$000\n$000\nBalance at 1 July 2020\n14,113,375\n7,256,629\n21,370,004\nCorrection of errors - National Partnership Agreement on      \nCOVID-19\n17\n27,037\n-\n27,037\nRestated balance at 1 July 2020\n14,140,412\n7,256,629\n21,397,041\nNet result for the year\n305,814\n-\n305,814\nOther comprehensive income:\nNet changes in revaluation surplus of property, plant and \nequipment\n25\n-\n307,817\n307,817\nReclassification of revaluation increments / (decrements) to \naccumulated funds on disposal of assets\n19,626\n(19,626)\n-\nTotal other comprehensive income\n19,626\n288,191\n307,817\nTotal comprehensive income for the year\n325,440\n288,191\n613,631\nTransactions with owners in their capacity as owners\nIncrease / (decrease) in net assets from equity transfers\n36\n(101,119)\n-\n(101,119)\nBalance at 30 June 2021\n14,364,733\n7,544,820\n21,909,553\nBalance at 1 July 2019\n11,022,163\n6,937,950\n17,960,113\nChanges in accounting policy - initial application of AASB 1059\n1(h)(i)\n21,876\n427\n22,303\nChanges in accounting policy - withdrawal of TPP 06-8\n1(h)(i)\n64,970\n(2,358)\n62,612\nChanges in accounting policy - initial application of AASB 1058\n(61,711)\n-\n(61,711)\nChanges in accounting policy - initial application of AASB 16\n8,977\n(8,977)\n-\nRestated balance at 1 July 2019\n11,056,275\n6,927,042\n17,983,317\nRestated net result for the year\n3,134,185\n-\n3,134,185\nOther comprehensive income:\nNet changes in revaluation surplus of property, plant and \nequipment\n25\n-\n302,848\n302,848\nNet changes in revaluation surplus of other assets\n0\n-\n(9)\n(9)\nReclassification of revaluation increments / (decrements) to \naccumulated funds on disposal of assets\n(26,748)\n26,748\n-\nTotal other comprehensive income\n(26,748)\n329,587\n302,839\nTotal comprehensive income for the year\n3,107,437\n329,587\n3,437,024\nTransactions with owners in their capacity as owners\nIncrease / (decrease) in net assets from equity transfers\n36\n(23,300)\n-\n(23,300)\nBalance at 30 June 2020\n14,140,412\n7,256,629\n21,397,041\nThe accompanying notes form part of these financial statements.\nSee Note 1(h) and Note 17 for details regarding restated prior year balances for the consolidated entity.\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 126\nMinistry of Health\nStatement of Changes in Equity for the year ended 30 June 2021 (continued)\nAccumulated \nFunds\nAsset \nRevaluation \nSurplus\nTotal\nPARENT\nNotes\n$000\n$000\n$000\nBalance at 1 July 2020\n1,021,528\n133,744\n1,155,272\nCorrection of errors - National Partnership Agreement on      \nCOVID-19\n17\n27,037\n-\n27,037\nRestated balance at 1 July 2020\n1,048,565\n133,744\n1,182,309\nNet result for the year\n(734,392)\n-\n(734,392)\nOther Comprehensive Income\nNet changes in revaluation surplus of property, plant and \nequipment\n25\n-\n(1,202)\n(1,202)\nTotal other comprehensive income\n-\n(1,202)\n(1,202)\nTotal comprehensive income for the year\n(734,392)\n(1,202)\n(735,594)\nTransactions with owners in their capacity as owners\nIncrease / (decrease) in net assets from equity transfers\n36\n11,309\n-\n11,309\nBalance at 30 June 2021\n325,482\n132,542\n458,024\nBalance at 1 July 2019\n234,658\n133,744\n368,402\nRestated net result for the year\n730,994\n-\n730,994\nTotal comprehensive income for the year\n730,994\n-\n730,994\nTransactions with owners in their capacity as owners\n Increase / (decrease) in net assets from equity transfers\n36\n82,913\n-\n82,913\nBalance at 30 June 2020\n1,048,565\n133,744\n1,182,309\nSee Note 17 for details regarding restated prior year balances for the parent entity.\nThe accompanying notes form part of these financial statements.\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 127\nMinistry of Health\nStatement of Cash Flows for the year ended 30 June 2021\nConsolidated Consolidated Consolidated\nParent\nParent\nActual \nBudget\nActual \nActual \nActual \nRestated\n 2021\n 2021\n 2020\n 2021\n 2020\nNotes\n$000\n$000\n$000\n$000\n$000\nCASH FLOWS FROM OPERATING \nACTIVITIES\nPayments\nEmployee related\n(15,210,590)\n(15,286,570)\n(14,247,884)\n(226,352)\n(174,869)\nSuppliers for goods and services\n(8,701,798)\n(9,237,973)\n(9,204,652)\n(1,125,094)\n(1,124,963)\nGrants and subsidies\n(1,870,469)\n(1,559,661)\n(1,697,255)\n(23,043,024)\n(21,098,850)\nFinance costs\n(120,905)\n(131,584)\n(115,217)\n(12,342)\n(303)\nTotal payments\n(25,903,762)\n(26,215,788)\n(25,265,008)\n(24,406,812)\n(22,398,985)\nReceipts\nAppropriations\n15,016,407\n15,740,003\n14,926,529\n15,016,407\n14,926,529\nReimbursements from the Crown1\n209,925\n-\n238,728\n4,413\n5,618\nSale of goods and services\n2,824,371\n2,702,425\n2,710,567\n122,934\n119,352\nInterest received\n12,201\n31,325\n20,816\n1,220\n2,214\nGrants and other contributions\n8,865,522\n8,887,998\n10,119,385\n8,014,767\n8,217,880\nOther \n891,014\n1,658,998\n912,710\n245,367\n280,199\nTotal receipts\n27,819,440\n29,020,749\n28,928,735\n23,405,108\n23,551,792\nNET CASH FLOWS FROM \nOPERATING ACTIVITIES\n41\n1,915,678\n2,804,961\n3,663,727\n(1,001,704)\n1,152,807\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 128\nMinistry of Health\nStatement of Cash Flows for the year ended 30 June 2021 (continued)\nConsolidated Consolidated Consolidated\nParent\nParent\nActual \nBudget\nActual \nActual \nActual \nRestated\n 2021\n 2021\n 2020\n 2021\n 2020\nNotes\n$000\n$000\n$000\n$000\n$000\nCASH FLOWS FROM INVESTING \nACTIVITIES\nProceeds from sale of property, plant \nand equipment and intangibles\n28,244\n99,000\n49,071\n11,336\n36,792\nProceeds from sale of financial assets\n127,763\n3,492\n356,350\n-\n-\nPurchases of property, plant and \nequipment and intangibles\n(2,505,356)\n(2,658,516)\n(2,342,689)\n(6,110)\n(62,304)\nPurchases of financial assets\n(26,071)\n-\n(237,805)\n-\n-\nOther\n18\n(120,861)\n-\n439,811\n(724,556)\nNET CASH FLOWS FROM \nINVESTING ACTIVITIES\n(2,375,402)\n(2,676,885)\n(2,175,073)\n445,037\n(750,068)\nCASH FLOWS FROM FINANCING \nACTIVITIES\nProceeds from borrowings and advances\n14,500\n14,499\n8,080\n-\n-\nRepayment of borrowings and advances\n(18,857)\n(180,148)\n(11,119)\n-\n-\nPayment of principal portion of service \nconcession financial liability\n(1,274)\n-\n(1,191)\n-\n-\nPayment of principal portion of lease \nliabilities\n(161,979)\n-\n(142,181)\n(11,057)\n(8,439)\nNET CASH FLOWS FROM \nFINANCING ACTIVITIES\n(167,610)\n(165,649)\n(146,411)\n(11,057)\n(8,439)\nNET INCREASE / (DECREASE) IN \nCASH AND CASH EQUIVALENTS\n(627,334)\n(37,573)\n1,342,243\n(567,724)\n394,300\nOpening cash and cash equivalents\n2,658,959\n2,603,269\n1,316,849\n728,371\n334,204\nEffects of exchange rate changes on \ncash and cash equivalents\n(554)\n-\n(133)\n(579)\n(133)\nCLOSING CASH AND CASH \nEQUIVALENTS\n19\n2,031,071\n2,565,696\n2,658,959\n160,068\n728,371\n1Crown represents 'The Crown in right of the State of New South Wales'.\nThe accompanying notes form part of these financial statements.\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 129\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n1.\nStatement of Significant Accounting Policies\n(a)\nReporting entity\n●\nAgency for Clinical Innovation\n●\nJustice Health and Forensic Mental Health Network\n●\nAlbury Base Hospital\n●\nMid North Coast Local Health District\n●\nAlbury Wodonga Health Employment Division\n●\nMurrumbidgee Local Health District\n●\nBureau of Health Information\n●\nNepean Blue Mountains Local Health District\n●\nCancer Institute NSW\n●\nNorthern NSW Local Health District\n●\nCentral Coast Local Health District\n●\nNorthern Sydney Local Health District\n●\nClinical Excellence Commission\n●\nSouth Eastern Sydney Local Health District\n●\nFar West Local Health District\n●\nSouth Western Sydney Local Health District\n●\nGraythwaite Charitable Trust (per Supreme Court order)\n●\nSouthern NSW Local Health District\n●\nHealth Administration Corporation\n●\nSydney Local Health District\n●\nHealth Education and Training Institute\n●\nThe Sydney Children's Hospitals Network\n●\nHunter New England Local Health District\n●\nWestern NSW Local Health District\n●\nIllawarra Shoalhaven Local Health District\n●\nWestern Sydney Local Health District\n●\nAmbulance Service of NSW\n●\nHealth System Support Group\n●\neHealth NSW\n●\nHealthShare NSW\n●\nHealth Infrastructure\n●\nNSW Health Pathology\n(b)\nPrinciples of consolidation\nThese consolidated financial statements for the year ended 30 June 2021 have been authorised for issue by the Secretary,\nNSW Health on the date the accompanying statement was signed.\nThe financial statements of the controlled entities are prepared for the same reporting period as the parent entity using uniform\naccounting policies for like transactions and other events in similar circumstances. As a result, no adjustments were required\nfor any dissimilar accounting policies.\nThe consolidated financial statements comprise the financial statements of the parent entity and its controlled entities, after\nelimination of all inter-entity transactions and balances. The controlled entities are consolidated from the date the parent entity\nobtained control and until such time as control passes.\nThe Ministry of Health (the Ministry or Parent) is a NSW government entity and is controlled by the State of New South Wales,\nwhich is the immediate and ultimate parent. The Ministry is a not-for-profit entity (as profit is not its principal objective) and it\nhas no cash generating units. The Ministry and its controlled entities are consolidated as part of the NSW Total State Sector\nAccounts.\nThe Ministry controls the Local Health Districts established from 1 January 2011, as well as other controlled entities\nconstituted under the Health Services Act 1997 which include:\nThe Health Administration Corporation includes the operations of:\nThe Ministry and its controlled entities are collectively referred to as the consolidated entity.\nThe consolidated financial statements also include results for the parent entity thereby capturing the central administrative\nfunction of the Ministry.\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 130\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n1.\nStatement of Significant Accounting Policies (continued)\n(c)\nBasis of preparation\n●\n●\n●\n(d)\nStatement of Compliance\n(e)\nAccounting for the Goods & Services tax (GST)\n●\n●\nCash flows are included in the consolidated Statement of Cash Flows on a gross basis. However, the GST components of\ncash flows arising from investing and financing activities which are recoverable from, or payable to, the Australian Taxation\nOffice are classified as operating cash flows.\nSince March 2020, the NSW Government has committed more than $4.0 billion to support NSW Health to increase its capacity\nand to manage the ongoing impacts of COVID-19. The 2021-22 NSW Budget included over $30 billion for the NSW Health\nCluster. This was enshrined in legislation on 28 June 2021 in Division 3 of the Appropriation Act 2021 No 18.\nThe Commonwealth has entered a National Partnership Agreement (NPA), in response to the COVID-19 pandemic, with\nStates and Territories, including NSW. The Agreement delivers funding to public hospitals and provides stability and certainty\nof funding while ensuring access to health services in public hospitals.\nThe consolidated financial statements are general purpose financial statements which have been prepared on an accruals\nbasis and in accordance with:\napplicable Australian Accounting Standards (AAS) (which include Australian Accounting Interpretations);\napplicable requirements of the Government Sector Finance Regulation 2018 ('the Act');  and \nTreasurer's Directions issued under the Act.\nreceivables and payables are stated with the amount of GST included.\nIncome, expenses and assets are recognised net of the amount of GST, except that the:\nProperty, plant and equipment and financial assets at fair value are measured using the fair value basis. Other financial\nstatement items are prepared in accordance with the historical cost convention except where specified otherwise.\nJudgements, key assumptions and estimations management has made are disclosed in the relevant notes to the consolidated\nfinancial statements.\nAll amounts are rounded to the nearest one thousand dollars (unless otherwise stated) and are expressed in Australian\ncurrency, which is the consolidated entity's presentation and functional currency.\nThe consolidated financial statements and notes comply with Australian Accounting Standards which include Australian\nAccounting Interpretations.\namount of GST incurred by the consolidated entity as a purchaser that is not recoverable from the Australian Taxation\nOffice is recognised as part of an asset's cost of acquisition or as part of an item of expense; and\nThe Novel Coronavirus (COVID-19) pandemic in late February 2020 saw a decline in expected hospital activities. The\nAustralian Government imposed restrictions on health systems, including a suspension of non-urgent elective surgeries, to\nensure increased public hospital capacity would be available. Ongoing critical resources in 2021 have been reassigned to\ntreat, test and manage for surges of COVID-19 cases. A free COVID-19 vaccination program for all Australian citizens,\npermanent residents, and most visa-holders has commenced during 2021.\nDespite the impact of COVID-19, these statements have been prepared on a going concern basis. \n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 131\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n1.\nStatement of Significant Accounting Policies (continued)\n(f)\nForeign currency translation\n(g)\nComparative information\n(h)\nChanges in accounting policy, including new or revised Australian Accounting Standards\n(i)\nService Concession Arrangements are contracts between an operator and a grantor, where the operator provides public\nservices related to a service concession asset on behalf of the grantor for a specified period of time and manages at least\nsome of those services.\nWhere AASB 1059 applies, the grantor recognises the service concession asset when the grantor obtains control of the\nasset and measures the service concession asset at current replacement cost. At the same time the grantor recognises a\ncorresponding financial liability or unearned revenue liability or a combination of both.\nSeveral other amendments and interpretations apply for the first time in 2020-21, but do not have an impact on the\nfinancial statements of the consolidated entity.\nAASB 1059 is effective for the consolidated entity from 1 July 2020. At the same time NSW Treasury Policy and\nGuideline Paper TPP 06-8: Accounting for Privately Financed Projects (TPP 06-8) was withdrawn effective from 1 July\n2020.\nNon-monetary items that are measured in terms of historical cost in a foreign currency are translated using the exchange rates\nat the dates of the initial transactions. Non-monetary items measured at fair value in a foreign currency are translated using\nthe exchange rates at the date when the fair value is determined. The gain or loss arising on translation of non-monetary items\nmeasured at fair value is treated in line with the recognition of the gain or loss on the change in fair value of the item (i.e.\ntranslation differences on items whose fair value gain or loss is recognised in other comprehensive income or net results are\nalso recognised in other comprehensive income or net results, respectively).\nCertain comparative information has been reclassified to ensure alignment with current year presentation. \nExcept when an Australian Accounting Standard permits or requires otherwise, comparative information is presented in\nrespect of the previous period for all amounts reported in the financial statements.\nThe accounting policies applied in 2020-21 are consistent with those of the previous financial year except as a result of\nnew or revised Australian Accounting Standards that have been applied for the first time as follows:\nThe consolidated entity applied AASB 1059 Service Concession Arrangements: Grantors (AASB 1059) for the first time.\nUpon introduction of AASB 1059, TPP 06-8 Accounting for Privately Financed Projects (TPP 06-8) was withdrawn. The\nnature and effect of the changes as a result of adoption of this new accounting standard and withdrawal of TPP 06-8 are\ndescribed below.\nEffective for the first time in FY2020-21\nAASB 1059 Service Concession Arrangements: Grantors (AASB 1059)\nDifferences arising on settlement or translation of monetary items are recognised in net result.\nTransactions in foreign currencies are recorded using the spot rate at the date the transaction first qualifies for recognition.\nMonetary assets and liabilities denominated in foreign currencies are translated at the functional currency spot rates of\nexchange at the end of the reporting date.\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 132\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n1.\nStatement of Significant Accounting Policies (continued)\n(h)\nChanges in accounting policy, including new or revised Australian Accounting Standards (continued)\n(i)\n30 June 2020\n30 June 2020\n30 June 2020\nAASB 1059\nWithout \nadoption of \nAASB 1059\n Impact of \nAASB 1059\nNotes\n$000\n$000\n$000\n(a)\n       2,673,440        2,674,358                 (918)\n(a)\n          172,682           168,888               3,794 \n     27,972,368      27,969,492               2,876 \n(a)\n       7,101,444        7,102,385                 (941)\n(a)\n       1,082,030        1,075,955               6,075 \n(a)\n          120,734           121,694                 (960)\n     24,807,282      24,803,108               4,174 \n       3,165,086        3,166,384              (1,298)\n       3,165,086        3,166,384              (1,298)\n(a)\n          300,410           330,929            (30,519)\n          303,017           333,536            (30,519)\n       3,410,949        3,442,766            (31,817)\nNote: The above table is an extract only, showing only those financial statement line items affected by the introduction of AASB 1059.\nExpenses\nTotal other comprehensive income\nTotal comprehensive income\nEffective for the first time in FY2020-21 (continued)\nAASB 1059 Service Concession Arrangements: Grantors (AASB 1059) (continued)\nThe effect of adopting AASB 1059 is as follows:\nRevenue\nOther income\nThe consolidated entity has adopted the modified retrospective approach permitted under AASB 1059 by recognising and\nmeasuring service concession assets and related liabilities at the date of initial application of 1 July 2019, with any net\nadjustments to the amounts of assets and liabilities recognised in accumulated funds at that date.\nCONSOLIDATED\nImpact on the Statement of Comprehensive Income (increase/(decrease)) for the year ended 30 June 2020 is as follows:\nNet Result\nTotal revenue\nSale of goods and services from contracts with \ncustomers\nFinance costs\nOperating result\nTotal expenses\nDepreciation and amortisation\nOther expenses\nChanges in revaluation surplus of property, plant and \nequipment\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 133\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n1.\nStatement of Significant Accounting Policies (continued)\n(h)\nChanges in accounting policy, including new or revised Australian Accounting Standards (continued)\n(i)\n01 July 2019\n01 July 2019\n01 July 2019\nAASB 1059\nWithout \nadoption of \nAASB 1059\n Impact of \nAASB 1059\nNotes\n$000\n$000\n$000\n(a)\n     20,037,494      19,873,847           163,647 \n(a)\n            18,161             67,302            (49,141)\n     23,629,595      23,515,089           114,506 \n(a)\n       1,115,340        1,102,092             13,248 \n(a)\n          370,487           291,532             78,955 \n       5,647,179        5,554,976             92,203 \nNet assets\n     17,982,416      17,960,113             22,303 \n(a)\n       6,938,377        6,937,950                  427 \n(a)\n     11,044,039      11,022,163             21,876 \n     17,982,416      17,960,113             22,303 \nNote: The above table is an extract only, showing only those financial statement line items affected by the introduction of AASB 1059.\nOther liabilities\nTotal liabilities\nAsset revaluation surplus\nTotal adjustments to equity\nTotal assets\nLiabilities\nBorrowings\nEquity\nEffective for the first time in FY2020-21 (continued)\nAccumulated funds\nImpact on the Statement of Financial Position (increase/(decrease)) as at 1 July 2019:\nAASB 1059 Service Concession Arrangements: Grantors (AASB 1059) (continued)\nCONSOLIDATED\nOther assets\nAssets\nProperty, plant and equipment\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 134\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n1.\nStatement of Significant Accounting Policies (continued)\n(h)\nChanges in accounting policy, including new or revised Australian Accounting Standards (continued)\n(i)\n30 June 2020\n30 June 2020\n30 June 2020\nAASB 1059\nWithout \nadoption of \nAASB 1059\n Impact of \nAASB 1059\nNotes\n$000\n$000\n$000\n(a)\n     21,696,652      21,568,659           127,993 \n(a)\n            10,773             62,037            (51,264)\n     28,886,177      28,809,448             76,729 \n(a)\n       2,274,988        2,262,699             12,289 \n(a)\n          428,349           354,394             73,955 \n       7,577,824        7,491,580             86,244 \nNet assets\n     21,308,353      21,317,868              (9,515)\n(a)\n       7,259,164        7,289,257            (30,093)\n(a)\n     14,049,189      14,028,611             20,578 \n     21,308,353      21,317,868              (9,515)\nNote: The above table is an extract only, showing only those financial statement line items affected by the introduction of AASB 1059.\n(a)\n●\n●\n●\n●\n●\nBorrowings\nOther liabilities\nOther comprehensive income was mainly impacted with the revaluation movements for the new service\nconcession assets.\nFinancial liabilities were remeasured at fair value at the date of transition impacting the borrowing amounts;\nStatement of Comprehensive Income was respectively impacted with increased revenue and expenses arising\nfrom higher assets and liabilities; and\nExisting emerging asset balances under other assets were derecognised;\nNew assets were recognised as service concession assets under property, plant and equipment with a\ncorresponding 'grant of a right to operate liability' recorded under other liabilities;\nThe adoption of AASB 1059 did not have a material impact on the Statement of Cash Flows for the consolidated entity.\nThe nature of these adjustments on the consolidated entity is described below:\nA number of existing arrangements are now accounted for as per the requirements of AASB 1059. The adoption of\nAASB 1059 has led to the following material impacts:\nProperty, plant and equipment\nEquity\nAsset revaluation surplus\nTotal adjustments to equity\nAccumulated funds\nTotal liabilities\nEffective for the first time in FY2020-21 (continued)\nCONSOLIDATED\nAssets\nOther assets\nTotal assets\nImpact on the Statement of Financial Position (increase/(decrease)) as at 30 June 2020:\nLiabilities\nAASB 1059 Service Concession Arrangements: Grantors (AASB 1059) (continued)\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 135\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n1.\nStatement of Significant Accounting Policies (continued)\n(h)\nChanges in accounting policy, including new or revised Australian Accounting Standards (continued)\n(i)\nAASB 1059 Service Concession Arrangements: Grantors (AASB 1059) (continued)\nThe adoption of AASB 1059 did not have an impact on the Statement of Comprehensive Income, Statement of Financial\nPosition and the Statement of Cash Flows for the parent entity for the financial year.\nEffective for the first time in FY2020-21 (continued)\nUnder AASB 16 lessor accounting, a lease receivable has been recognised at an amount equal to the net investment in\nthe lease. For both arrangements, the amount recognised is the discounted value of the unguaranteed residual value\naccruing to the lessor where the leased assets are handed over to the consolidated entity at the end of the lease term.\nPARENT\nWithdrawal of TPP 06-8 Accounting for Privately Financed Projects (TPP 06-8)\nFor the other arrangements, the consolidated entity has previously recognised finance lease assets and liabilities in\naccordance with TPP 06-8 and AASB 117 Leases. Upon withdrawal of TPP 06-8, the finance lease assets were\nreclassified to property, plant and equipment and the finance lease liability was reclassified as external borrowings. The\nreclassification did not change the asset or liability values or the presentation in the Statement of Comprehensive Income,\nStatement of Financial Position and Statement of Cash Flows.\nThe Chris O'Brien Lifehouse, Sydney Eye Hospital Carpark, Royal North Shore Hospital Public Private Partnership,\nNewcastle Mater Hospital Public Private Partnership, Long Bay Prison and Forensic Hospital Public Private Partnership\nand Orange and Associated Health Services Public Private Partnership were previously accounted for under TPP 06-8\nAccounting for Privately Financed Projects (TPP 06-8). TPP 06-8 has been withdrawn from 1 July 2020 following the\nintroduction of AASB 1059 Service Concession Arrangements (AASB 1059). This is because many arrangements to\nwhich TPP 06-8 applied, now fall within the scope of AASB 1059. However, based on the consolidated entity’s\nassessment, these arrangements are outside the scope of AASB 1059.\nUpon the withdrawal of TPP 06-8, management has used its judgement and determined that Chris O'Brien Lifehouse and\nSydney Eye Hospital Carpark arrangements should now be accounted for under AASB 16 Leases and the remaining\narrangements accounted for under AASB 116 Property, Plant and Equipment and AASB 9 Financial Instruments as a\nchange in accounting policy. This is because management has determined that adopting AASB 16, AASB 116 and AASB\n9 best reflects the economic substance of the arrangement and provides the most reliable and relevant information about\nthe effects of the arrangement on the consolidated entity’s Statement of Comprehensive Income, Statement of Financial\nPosition and Statement of Cash Flows.\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 136\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n1.\nStatement of Significant Accounting Policies (continued)\n(h)\nChanges in accounting policy, including new or revised Australian Accounting Standards (continued)\n(i)\n30 June 2020\n30 June 2020\n30 June 2020\nAdoption of \nAASB 16\nTPP 06-8\n Impact of \nchange in \naccounting \npolicy\nNotes\n$000\n$000\n$000\n(a)\n            21,337             19,478               1,859 \n(a)\n          166,245           168,888              (2,643)\n     27,968,708      27,969,492                 (784)\n     24,803,108      24,803,108                     -   \n       3,165,600        3,166,384                 (784)\n       3,108,446        3,109,230                 (784)\n(a)\n          333,367           330,929               2,438 \n(a)\n                    (9)               2,607              (2,616)\n          333,358           333,536                 (178)\n       3,441,804        3,442,766                 (962)\nNote: The above table is an extract only, showing only those financial statement line items affected by the withdrawal of TPP 06-8.\nTotal other comprehensive income\nRevenue\nCONSOLIDATED\nImpact on the Statement of Comprehensive Income (increase/(decrease)) for the year ended 30 June\n2020 is as follows:\nThe entity has adopted AASB 16 retrospectively. The effect of the change in accounting policy is as follows:\nOperating result\nNet Result\nTotal expenses\nEffective for the first time in FY2020-21 (continued)\nWithdrawal of TPP 06-8 Accounting for Privately Financed Projects (TPP 06-8) (continued)\nTotal revenue\nOther income\nTotal comprehensive income\nInvestment revenue\nChanges in revaluation surplus of property, plant and \nequipment\nChanges in revaluation surplus of other assets\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 137\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n1.\nStatement of Significant Accounting Policies (continued)\n(h)\nChanges in accounting policy, including new or revised Australian Accounting Standards (continued)\n(i)\n01 July 2019\n01 July 2019\n01 July 2019\nAdoption of \nAASB 16\nTPP 06-8\n Impact of \nchange in \naccounting \npolicy\nNotes\n$000\n$000\n$000\n(a)\n          335,887           255,336             80,551 \n(a)\n            49,363             67,302            (17,939)\n     23,577,701      23,515,089             62,612 \nNet assets\n     18,022,725      17,960,113             62,612 \n(a)\n       6,935,592        6,937,950              (2,358)\n(a)\n     11,087,133      11,022,163             64,970 \n     18,022,725      17,960,113             62,612 \nNote: The above table is an extract only, showing only those financial statement line items affected by the withdrawal of TPP 06-8.\nEquity\nWithdrawal of TPP 06-8 Accounting for Privately Financed Projects (TPP 06-8) (continued)\nCONSOLIDATED\nImpact on the Statement of Financial Position (increase/(decrease)) as at 1 July 2019:\nTotal adjustments to equity\nOther financial assets\nOther assets\nTotal assets\nAccumulated funds\nEffective for the first time in FY2020-21 (continued)\nAssets\nAsset revaluation surplus\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 138\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n1.\nStatement of Significant Accounting Policies (continued)\n(h)\nChanges in accounting policy, including new or revised Australian Accounting Standards (continued)\n(i)\n30 June 2020\n30 June 2020\n30 June 2020\nAdoption of \nAASB 16\nTPP 06-8\n Impact of \nchange in \naccounting \npolicy\nNotes\n$000\n$000\n$000\n(a)\n          173,016           100,592             72,424 \n(a)\n            51,264             62,037            (10,773)\n     28,871,099      28,809,448             61,651 \n       7,491,580        7,491,580                     -   \nNet assets\n     21,379,519      21,317,868             61,651 \n(a)\n       7,286,722        7,289,257              (2,535)\n(a)\n     14,092,797      14,028,611             64,186 \n     21,379,519      21,317,868             61,651 \nNote: The above table is an extract only, showing only those financial statement line items affected by the withdrawal of TPP 06-8.\n(a)\n●\n●\n●\n●\nEquity\nRevenue decreased due to derecognition of emerging assets; and\nOther comprehensive income was impacted due to reversal of revaluation movements for emerging assets\nrecognised in the comparative year.\nThe change in accounting policy did not have an impact on the Statement of Comprehensive Income, Statement of\nFinancial Position and the Statement of Cash Flows for the parent entity for the financial year.\nPARENT\nAsset revaluation surplus\nTotal adjustments to equity\nA number of existing arrangements previously accounted under TPP 06-8 are now recognised as lease receivable or\nowned property, plant and equipment. The main impacts are:\nThe change in accounting policy did not have an impact on the Statement of Cash Flows for the consolidated entity.\nTotal liabilities\nNew lease receivable balances have been recognised under other financial assets;\nExisting emerging asset balances under other assets were derecognised;\nThe nature of these adjustments on the consolidated entity is described below:\nOther financial assets\nTotal assets\nAccumulated funds\nImpact on the Statement of Financial Position (increase/(decrease)) as at 30 June 2020:\nAssets\nOther assets\nCONSOLIDATED\nEffective for the first time in FY2020-21 (continued)\nWithdrawal of TPP 06-8 Accounting for Privately Financed Projects (TPP 06-8) (continued)\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 139\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n1.\nStatement of Significant Accounting Policies (continued)\n(h)\nChanges in accounting policy, including new or revised Australian Accounting Standards (continued)\n(ii)\n(i)\nImpact of COVID-19 on Financial Reporting for 2020-21\n●\n●\nOperating expenses\n●\nSale of goods and services from contracts with customers\n●\n●\n●\n●\n●\nProvisions\n●\n●\n●Note 46\nEvents after the reporting period\nNote 39\nContingent liabilities and contingent assets\nNote 34\nNote 29\nFair value measurement of non-financial assets\nThe COVID-19 pandemic has resulted in significant changes in the consolidated entity's activity and in the way the services are\nbeing delivered. The COVID-19 pandemic has also impacted financial reporting in 2020-21 and increased disclosures are\npresented in the following notes:\nNote 9\nNote 26\nLeases\nNote 22\nInventories\nNSW public sector entities are not permitted to early adopt new Australian Accounting Standards, unless NSW Treasury\ndetermines otherwise. The consolidated entity has assessed the potential impact of the new standards and interpretations\nissued but not yet effective and have determined they are unlikely to have a material impact on the financial statements of\nthe consolidated entity.\nIssued but not yet effective\nNote 20\nNote 3\nReceivables\nBasis of preparation\nNote 1(c)\nBudget review\nNote 43\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 140\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n2.\nEmployee related expenses\nConsolidated Consolidated\nParent\nParent\n 2021\n 2020\n 2021\n 2020\n$000\n$000\n$000\n$000\nSalaries and wages (including annual leave and ADOs)\n13,546,425\n12,927,807\n160,572\n145,382\nSuperannuation - defined benefit plan                            \n66,824\n83,606\n790\n987\nSuperannuation - defined contribution plan                     \n1,183,998\n1,126,322\n13,031\n11,854\nLong service leave \n29,935\n634,541\n2,431\n8,010\nRedundancies\n16,555\n19,372\n442\n497\nWorkers' compensation insurance\n246,029\n194,401\n34,970\n267\nPayroll tax and fringe benefits tax\n11,383\n13,504\n10,424\n11,642\n15,101,149\n14,999,553\n222,660\n178,639\nThe decrease in the long service leave is the result of significant changes in actuarial factors decreasing the employee\nbenefit liabilities assumed by the Crown.\nRefer to Note 34 for further details on recognition and measurement of employee related expenses.\nEmployee related costs of $24.7 million (2020: $20.4 million) (parent entity: $Nil (2020: $Nil)) have been capitalised in\nproperty, plant and equipment and intangible assets and are excluded from the above.\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 141\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n3.\nOperating expenses\nConsolidated Consolidated1\nParent\nParent\n 2021\n 2020\n 2021\n 2020\n$000\n$000\n$000\n$000\nAmbulance transportation costs\n117,487\n116,385\n102\n-\nAuditor's remuneration\n5,030\n4,504\n724\n581\nBlood and blood products\n170,738\n144,861\n45,479\n24,387\nCapital project expense\n57,972\n76,729\n2,213\n1,363\n-\n78,719\n-\n-\nConsultants\n31,143\n19,687\n6,372\n4,672\nContractors\n229,800\n193,448\n40,645\n12,035\nDomestic supplies and services\n171,826\n149,631\n1,515\n1,103\nElectricity, gas and water\n167,773\n174,228\n734\n424\nFood Supplies \n123,561\n114,958\n-\n-\nInformation management expenses\n332,981\n273,805\n28,347\n36,821\nInsurance\n334,187\n296,066\n302,151\n268,243\nInterstate patient outflows \n271,469\n267,124\n271,469\n267,124\nLegal services\n13,611\n13,856\n2,676\n3,249\nMaintenance (see (a) below)\n739,930\n616,188\n3,424\n4,812\nMedical and surgical supplies\n1,135,138\n908,851\n6,986\n8,014\nMotor vehicle expenses\n45,349\n47,455\n48\n28\nOffice expenses\n104,096\n95,831\n4,434\n3,745\nExpenses relating to short-term leases\n29,013\n37,762\n3\n46\nExpenses relating to leases of low-value assets\n19,330\n18,170\n787\n39\nVariable lease payments, not included in lease liabilities\n1,144\n925\n-\n-\nOther management services\n210,959\n153,791\n102,575\n76,786\nOutsourced patient care\n642,758\n399,415\n94,960\n17,552\nPharmaceutical supplies\n891,272\n872,423\n115,255\n135,671\nSpecialised health services\n593,137\n431,103\n114\n638\nStaff related costs\n163,003\n159,340\n6,229\n6,739\nTravel expenses\n46,823\n86,984\n709\n1,416\nViability payments to private hospitals\n(37,054)\n184,133\n(37,054)\n184,133\nVisiting medical officers\n962,339\n914,897\n-\n-\nGeneral expenses\n190,992\n245,170\n56,561\n71,559\n7,765,807\n7,096,439\n1,057,458\n1,131,180\n1 Maintenance has been restated to be $0.94 million lower in the prior year for the consolidated entity. Refer to Note 1(h) for further details.\nWorks performed for entities controlled by the ultimate \nparent\nGeneral expenses of $191.0 million (2020: $245.2 million) includes advertising and marketing, courier and freight, taxes,\nrates and related charges, hosted services purchased from local health districts (for parent entity), isolated patient travel and\naccommodation assistance and security services.\nThe majority of the costs in relation to food supplies, medical and surgical supplies and pharmaceutical supplies relate to the\nconsumption of inventory held by the consolidated entity. \n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 142\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n3.\nOperating expenses (continued)\n(a)\nReconciliation of total maintenance\nConsolidated Consolidated1\nParent\nParent\n 2021\n 2020\n 2021\n 2020\n$000\n$000\n$000\n$000\nMaintenance contracts\n230,881\n226,108\n1,150\n1,507\nNew/replacement equipment under $10,000\n323,147\n240,873\n990\n2,042\nRepairs maintenance/non contract\n185,322\n148,268\n1,281\n1,013\nOther\n580\n939\n3\n250\nMaintenance expense - contracted labour and \nother (non-employee related), as above\n739,930\n616,188\n3,424\n4,812\nEmployee related maintenance expense (Note 2)\n62,779\n62,709\n-\n-\nTotal maintenance expenses\n802,709\n678,897\n3,424\n4,812\nRecognition and Measurement\nInsurance\nThe consolidated entity's insurance activities are conducted through the NSW Treasury Managed Fund (TMF) Scheme of\nself insurance for Government entities. The expense (premium) is determined by Insurance and Care NSW (iCare), an entity\ncontrolled by the ultimate parent, based on past claims experience. The TMF is operated by NSW Self Insurance\nCorporation (SiCorp), an entity controlled by the ultimate parent.\n1 New/replacement equipment under $10,000 has been restated to be $0.94 million lower in the prior year for the consolidated\nentity. Refer to Note 1(h) for further details.\nDuring 2019-20 $184.1 million in viability payments under the National Partnership Agreement on COVID-19 Response was\npaid to private hospitals by the parent entity. During the current year, refunds of $64.2 million were received from private\nhospitals for the overpayment of viability payments in 2019-20. These overpayments were the result of the financial impact\non the private hospitals being shorter and less severe than initially anticipated. Much of the health sector returned to normal\noperating activities within a relatively short period of time. These refunds were recorded against current year expenses,\nresulting in a negative expense for the year.\nOperating expenses generally represent the day-to-day running costs incurred in the normal operations of the consolidated\nentity. These costs are expensed as incurred. The recognition and measurement policy for non-employee related expenses\nis detailed in Note 31.\nOperating expenses\nMaintenance expense\nDay-to-day servicing costs or maintenance are charged as expenses as incurred, except where they relate to the\nreplacement or enhancement of a part or component of an asset, in which case the costs are capitalised and depreciated.\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 143\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n3.\nOperating expenses (continued)\nRecognition and Measurement (continued)\nLease expenses\n●\n●\n4.\nDepreciation and amortisation\nConsolidated Consolidated1\nParent\nParent\n 2021\n 2020\n 2021\n 2020\n$000\n$000\n$000\n$000\nDepreciation - buildings\n607,736\n578,353\n5,663\n4,070\nDepreciation - plant and equipment\n235,588\n239,359\n357\n437\nDepreciation - infrastructure systems\n29,214\n25,538\n97\n106\nDepreciation - right-of-use land and buildings\n89,841\n77,810\n22,745\n8,805\nDepreciation - right-of-use plant and equipment\n86,613\n77,484\n31\n-\nAmortisation - intangible assets\n90,891\n83,487\n604\n372\n1,139,883\n1,082,031\n29,497\n13,790\nRefer to Note 25 Property, plant and equipment, Note 26 Leases and Note 27 Intangible assets for recognition and\nmeasurement policies on depreciation and amortisation.\n1 Depreciation - buildings has been restated to be $5.69 million higher and depreciation - plant and equipment has been restated to be\n$0.38 million higher in the prior year for the consolidated entity. Refer to Note 1(h) for further details.\nLeases of assets that are valued at $10,000 or under when new.\nThe consolidated entity recognises the lease payments associated with the following types of leases as an expense on a\nstraight-line basis:\nLeases that meet the definition of short-term. i.e. where the lease term at commencement of the lease is 12 months or\nless. This excludes leases with a purchase option.\nVariable lease payments are not included in the measurement of the lease liability (i.e. variable lease payments that do not\ndepend on an index or a rate, initially measured using the index or rate as at the commencement date). These payments are\nrecognised in the period in which the event or condition that triggers those payments occurs.\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 144\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n5.\nGrants and subsidies\nConsolidated Consolidated\nParent\nParent\n 2021\n 2020\n 2021\n 2020\n$000\n$000\n$000\n$000\nPayments to entities controlled by the Ministry\n-\n-\n21,788,338\n20,012,929\nPayments to other Affiliated Health Organisations\n1,057,962\n980,394\n709,333\n650,539\nGrants provided to support:\n- Community packages\n30,598\n32,197\n-\n-\n- Grants to research organisations\n141,506\n116,523\n110,951\n82,279\n- Non-Government organisations\n172,211\n167,934\n87,511\n86,225\nGrants paid to entities controlled by the ultimate parent\n57,060\n12,123\n50,174\n5,003\nOther grants\n212,334\n199,354\n187,497\n172,090\n1,671,671\n1,508,525\n22,933,804\n21,009,065\nRecognition and Measurement\n6.\nFinance costs\nConsolidated Consolidated1\nParent\nParent\n 2021\n 2020\n 2021\n 2020\n$000\n$000\n$000\n$000\nInterest expense from lease liabilities\n25,475\n13,617\n12,342\n303\nInterest expense from financial liabilities at amortised \ncost*\n95,382\n101,599\n-\n-\nOther interest and charges\n3,351\n5,518\n10\n1,972\n124,208\n120,734\n12,352\n2,275\nRecognition and Measurement\nGrants and subsidies generally comprise contributions in cash or in kind to controlled entities of the Ministry (from the\nparent entity), affiliated health organisations, various local government authorities and not-for-profit community\norganisations to support their health-related objectives and activities. The grants and subsidies are expensed on the\ntransfer of the cash or assets. The transferred assets are measured at their fair value.\nFinance costs consist of interest and other costs incurred in connection with the borrowing of funds. Finance costs are\nrecognised as expenses in the period in which they are incurred, in accordance with NSW Treasury’s mandate to not-for-\nprofit NSW General Government Sector entities.\n* Of the interest expense from financial liabilities at amortised cost, $0.8 million (2020: $0.8 million) related to financial\nliabilities relating to service concession arrangements. Refer to Note 25 for further details on service concession\narrangements.\n1 Finance costs - interest expense from lease liabilities has been restated to be $0.96 million lower in the prior year for the consolidated \nentity.  Refer to Note 1(h) for further details.\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 145\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n7.\nRevenue\nRecognition and Measurement\n8.\nAppropriations and transfers to The Crown in right of the State of New South Wales (Crown)\nSummary of compliance\nConsolidated\nConsolidated\nParent\nParent\n 2021\n 2020\n 2021\n 2020\n$000\n$000\n$000\n$000\n15,740,003\n14,601,021\n15,740,003\n14,601,021\n-\nSection 4.11 GSF Act\n(925)\n6,685\n(925)\n6,685\n-\nSection 4.13 GSF Act Exigency of Government\n-\n859,800\n-\n859,800\n-\nCOVID-19 pandemic and inflation (per section \n34 of the Appropriations Act)\n46,000\n-\n46,000\n-\n15,785,078\n15,467,506\n15,785,078\n15,467,506\nOwn source revenue earned during the year\n5,017,848\n5,102,798\n1,216,660\n633,897\nOwn source revenue balance brought forward \nfrom prior years\n1,150,649\n1,316,849\n504,812\n334,204\n21,953,575\n21,887,153\n17,506,550\n16,435,607\n(20,918,015)\n(20,195,527)\n(16,724,720)\n(15,389,818)\n1,035,560\n1,691,626\n781,830\n1,045,789\nThe spending authority from appropriations \nlapsed at 30 June\n(768,671)\n(540,977)\n(768,671)\n(540,977)\n266,889\n1,150,649\n13,159\n504,812\nConsolidated\nConsolidated\nParent\nParent\n 2021\n 2021\n 2020\n 2020\n$000\n$000\n$000\n$000\nAppropriations (per Statement of \nComprehensive Income)\n15,016,407\n14,926,529\n15,016,407\n14,926,529\n15,016,407\n14,926,529\n15,016,407\n14,926,529\nIncome is recognised in accordance with the requirements of AASB 15 Revenue from Contracts with Customers (AASB 15)\nor AASB 1058 Income of Not-for-Profit Entities (AASB 1058), dependent on whether there is a contract with a customer\ndefined by AASB 15.\nOriginal budget per Appropriation Act\nOther appropriations / expenditure:\nTotal spending authority from parliamentary \nappropriations, other than deemed \nappropriations\nTotal\nAdd:\nComments regarding the accounting policies for the recognition of income are discussed in Notes 8 to 13.\nVariance\nLess: total expenditure \nTotal amount drawn down against Annual \nAppropriations:\nLess:\nOwn source revenue balance carried forward to \nfollowing years\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 146\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n8.\nAppropriations and transfers to The Crown in right of the State of New South Wales (Crown) (continued)\nSummary of compliance (continued)\n●\n●\n●\nThe impact of this legal uncertainty means the balance of own source revenue brought forward and carried forward in the\ntable will not necessarily be reflective of the appropriations authority available to the Ministry of Health or its responsible\nministers.\nPortion of the amounts authorised under the Appropriations Act for the services of The Ministry of Health, other relevant\nvariations to appropriations authorities, amounts that have been received by The Ministry of Health as cluster grants to\nHealth Care Complaints Commission and Mental Health Commissions and the agency’s own source revenue, with \nThe Ministry of Health’s actual spending for the year, including payments to other state government agencies.\nAppropriations authorities and spending limits, under the Appropriations Act , and from deemed appropriations are given to\nthe relevant responsible minister(s) and not directly to individual agencies. Officers of agencies reporting to those ministers\nare then delegated authority to incur expenditure under delegation instruments issued by those ministers. Therefore,\ncompliance with aggregate spending limits under the Appropriation Act and deemed appropriations should normally be\nassessed at the responsible minister(s)’ level unless the delegation instrument for an agency expressly creates a sub-limit\nfor the agency as a whole (which is unusual). The Ministry of Health has confirmed that its delegation instruments do not\nhave sub-limits for the agency as a whole.\nTo provide information related to the Ministry of Health’s spending, the summary of compliance table compares:\nBalances for the consolidated entity in the table excludes monies received from the agency’s own-source revenue from other\nclusters who have different responsible ministers, as comprising part of the authority to spend.\nThere is some complexity and uncertainty in respect of the legal implication of monies received by the agency from an\nagency in another cluster who has a different responsible minister. If those monies are paid from the Consolidated Fund and\nremain within the Consolidated Fund on receipt the appropriations authority limits of the responsible minister(s) of the paying\nand receiving agencies will not have been automatically adjusted on transfer of the money. This means the appropriations\nlimit of the receiving responsible minister(s) will not have been increased. Therefore, there is a technical risk that the actual\nexpenditure exceeds the aggregate legal limit authorised for the receiving responsible minister(s) for the relevant reporting\nperiod; on the other hand, the paying responsible minister(s) may have unutilised legal spending authority. The total\nappropriations limits in the Appropriations Act are not affected by this matter.\nIncome from appropriations, other than deemed appropriations (of which the accounting treatment is based on the\nunderlying transaction), does not contain enforceable and sufficiently specific performance obligations as defined by AASB\n15. Therefore, except as specified below, appropriations (other than deemed appropriations) are recognised as income\nwhen the entity obtains control over the assets comprising the appropriations. Control over appropriations is normally\nobtained upon the receipt of cash.\nAppropriations are not recognised as income in the following circumstances:\nEquity appropriations to fund payments to adjust a for-profit entity’s capital structure are recognised as equity injections \n(i.e. contribution by owners) on receipt and equity withdrawals on payment to a for-profit entity.\nRecognition and Measurement\nParliamentary appropriations other than deemed appropriations\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 147\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n9.\nSale of goods and services from contracts with customers\nConsolidated Consolidated1\nParent\nParent\n 2021\n 2020\n 2021\n 2020\n$000\n$000\n$000\n$000\nSale of goods\nSales and recoveries of pharmaceutical supplies\n411,036\n408,130\n-\n-\nSales of prostheses\n61,063\n62,560\n-\n-\nOther\n43,781\n31,082\n-\n-\n515,880\n501,772\n-\n-\nRendering of services\nPatients\nAmbulance transportation fees\n70,816\n59,576\n-\n-\nFees for clinical services\n52,371\n46,836\n-\n-\nFees for medical services rendered\n935,941\n1,036,002\n3,187\n48,293\nInterstate patient inflows\n100,568\n100,358\n100,568\n100,358\nMotor accident third party insurance covered\n169,818\n148,959\n-\n-\nOther patient fees \n77,524\n41,932\n-\n-\nGeneral Community\nCar parking fees\n33,334\n46,277\n-\n-\nCommercial activities\n47,845\n40,814\n-\n-\nFees for non-medical services\n3,185\n2,878\n-\n-\nNon-NSW Health entities\nServices provided to non NSW Health organisations\n17,911\n21,347\n-\n-\nEntities controlled by the ultimate parent\n-\n78,719\n-\n-\nOther\nFees for private usage of hospital's facilities\n463,817\n453,156\n-\n-\nGeneral user charges fees\n43,654\n41,188\n503\n1,606\nPersonnel service fees recharged\n25,408\n23,007\n25,408\n23,007\nHotel quarantine fees\n214,292\n-\n-\n-\nOther services\n33,716\n33,881\n117\n166\n2,290,200\n2,174,930\n129,783\n173,430\n2,806,080\n2,676,702\n129,783\n173,430\nFees for capital works performed\n1 Sale of goods and services from contracts with customers - commercial activities has been restated to be $0.92 million lower in the prior \nyear for the consolidated entity.  Refer to Note 1(h) for further details.\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 148\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n9.\nType  of good\nNature of timing of satisfaction of \nperformance obligations, including \nsignificant payment terms\nRevenue recognition policies\nSales and recoveries of \npharmaceutical \nsupplies\nThe performance obligation of transferring \npharmaceutical products is typically satisfied at \nthe point in time when the products are \ndispensed to customers, which denotes \nacceptance by the customer, and therefore \ndeemed as the point in time when the control is \ntransferred to the customer. The payments are \ntypically due within 30 days after the invoice \ndate.\nRevenue from these sales is recognised \nbased on the price specified on the invoice, \nand revenue is only recognised to the \nextent that it is highly probable that a \nsignificant reversal will not occur. No \nelement of financing is deemed present as \nthe sales are made with a short credit term. \nNo volume discount or warranty is provided \non the sale.\nSales of prostheses\nRelates to revenue generated for surgically \nimplanted prostheses and medical devices. The \nperformance obligation of transferring these \nproducts is typically satisfied at the point in time \nwhen the products are implanted in the body of \nthe patient, which denotes acceptance by the \ncustomer, and therefore deemed as the point in \ntime when the control is transferred to the \ncustomer. The payments are typically due within \n30 days after the invoice date.\nRevenue from these sales is recognised \nbased on the price specified on the invoice, \nand revenue is only recognised to the \nextent that it is highly probable that a \nsignificant reversal will not occur. No \nelement of financing is deemed present as \nthe sales are made with a short credit term. \nNo volume discount or warranty is provided \non the sale.\nOther\nRelates to sale of various products including the \nsale of low value medical equipment, schedule 3 \nmedical equipment, sale of publications, old \nwares and refuse and other general goods. The \nperformance obligation of transferring these \nproducts is typically satisfied at the point in time \nwhen the products are purchased by the \ncustomer and takes delivery, which denotes \nacceptance by the customer, and therefore \ndeemed as the point in time when the control is \ntransferred to the customer. The payments are \ntypically due within 30 days after the invoice \ndate.\nRevenue from these sales is recognised \nbased on the price specified on the invoice, \nand revenue is only recognised to the \nextent that it is highly probable that a \nsignificant reversal will not occur. No \nelement of financing is deemed present as \nthe sales are made with a short credit term. \nNo volume discount or warranty is provided \non the sale.\nRecognition and Measurement\nSale of goods and services from contracts with customers (continued)\nSales of goods\nRevenue from sale of goods is recognised when the consolidated entity satisfies the performance obligation by transferring \nthe promised goods. \n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 149\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n9.\nType  of service\nNature of timing of satisfaction of \nperformance obligations, including \nsignificant payment terms\nRevenue recognition policies\nPatient services - \nAmbulance \ntransportation, clinical \nand medical services, \ninterstate patient flows \nand motor accident \nthird party insurance\nThe performance obligations in relation to patient \nservices are typically satisfied as the health \nservices are delivered to the chargeable \ninpatients and non-inpatients. Public patients are \nnot charged for health services provided at \npublic hospitals. Chargeable patients, including \nMedicare ineligible patients, privately insured \npatients, eligible veterans, compensable patients \nare billed for health services provided under \nvarious contractual arrangements. Billings are \ntypically done upon patient discharge and is \nbased on the rates specified by the Ministry of \nHealth. The payments are typically due within 30 \ndays after the invoice date.\nRevenue is recognised on an accrual basis \nwhen the service has been provided to the \npatient. In limited circumstances the price \nis not fully recovered, e.g. due to \ninadequate insurance policies, overseas \npatients returning to their home country \nbefore paying, etc. The likelihood of \noccurrences is considered on a case by \ncase basis. In most instances revenue is \ninitially recognised at full amounts and \nsubsequently adjusted when more \ninformation is provided. No element of \nfinancing is deemed present as majority of \nthe services are made with a short credit \nterm.\nNon-patient services \nprovided to the General \ncommunity, non-NSW \nHealth entities and \nentities controlled by \nthe ultimate parent\nVarious non-patient related services are \nprovided to the general community, non-NSW \nhealth entities and entities controlled by the \nultimate parent.  The performance obligations for \nthese services are typically satisfied by \ntransferring the promised services to its \nrespective customers. The payments are \ntypically due within 30 days after the invoice \ndate.\nRevenue is recognised when promised \nservices are delivered. No element of \nfinancing is deemed present as the \nservices are made with a short credit term.\nRecognition and Measurement (continued)\nRendering of services\nSale of goods and services from contracts with customers (continued)\nRevenue from rendering of services is recognised when the consolidated entity satisfies the performance obligation by \ntransferring the promised services.\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 150\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n9.\nType  of service\nNature of timing of satisfaction of \nperformance obligations, including \nsignificant payment terms\nRevenue recognition policies\nFees for private usage \nof hospital's facilities\nSpecialist doctors with rights of private practice \nare subject to an infrastructure charge, including \nservice charges where applicable for the use of \nhospital facilities at rates determined by the \nMinistry of Health. The performance obligations \nfor these services are typically satisfied when the \nhospital facilities are made available and used by \nthe doctors and staff specialists. The payments \nare typically due when monies are collected from \npatient billings for services provided under the \narrangement.\nRevenue is recognised when promised \nservices are delivered. No element of \nfinancing is deemed present as the \nservices are made with a short credit term.\nOther\nVarious other services are provided for general \nuser charges, hotel quarantine fees (revenue \nrecognised for compulsory quarantine of all \noverseas travellers while overseas borders are \nclosed to restrict transmission of COVID-19), \npersonnel services recharged and other small \nservices. The performance obligations for these \nservices are satisfied by transferring the \npromised services to its respective customers. \nPrices are determined by the Ministry of Health \nand billed once services have been provided. \nThe payments are typically due within 30 days \nafter the invoice date.\nRevenue is recognised when promised \nservices are delivered. No element of \nfinancing is deemed present as the \nservices are made with a short credit term.\nRefer to Note 32 for the disclosure of the aggregate amount of the transaction price allocated to performance obligations\nthat are unsatisfied (or partially unsatisfied) at the end of the reporting period, and when the consolidated entity expects to\nrecognise the unsatisfied portion as revenue.\nSale of goods and services from contracts with customers (continued)\nRendering of services (continued)\nRecognition and Measurement (continued)\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 151\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n10. Investment revenue\nConsolidated Consolidated1\nParent\nParent\n 2021\n 2020\n 2021\n 2020\n$000\n$000\n$000\n$000\nInterest income from financial assets at amortised cost\n9,632\n14,960\n1,220\n2,214\nFinance income on the net investment in the lease\n2,069\n2,080\n-\n-\n10,672\n4,222\n-\n-\nRoyalties\n47\n64\n-\n-\nDividends\n10\n11\n-\n-\n22,430\n21,337\n1,220\n2,214\nRecognition and Measurement\nNet gain / (loss) from TCorpIM Funds measured at fair \nvalue through profit or loss\nDividend revenue is recognised when the consolidated entity's right to receive the payment has been established.\nRoyalties are usually recognised when the underlying performance obligation is satisfied. It is recognised at the estimated\namount if the consideration is variable.\nInterest revenue is calculated by applying the effective interest rate to the gross carrying amount of a financial asset except\nfor financial assets that subsequently become credit impaired. For financial assets that become credit impaired, the effective\ninterest rate is applied to the amortised cost of the financial asset (i.e. after deducting the loss allowance for expected credit\nlosses).\nRoyalties\nDividend income\nInterest income\n1 Investment revenue - finance income on the net investment in the lease has been restated to be $1.86 million higher in the prior year for\nthe consolidated entity.  Refer to Note 1(h) for further details.\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 152\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n11. Grants and other contributions\nConsolidated Consolidated1\nParent\nParent1\n 2021\n 2020\n 2021\n 2020\n$000\n$000\n$000\n$000\n - \nGrants to acquire / construct non-financial asset\n57,384\n15,440\n-\n-\n - \nCommonwealth National Health Reform Funding\n5,852,286\n5,472,169\n5,852,286\n5,472,169\n - \nCommonwealth National Partnership Agreement \non COVID-19\n1,115,844\n901,650\n1,115,844\n901,650\n - \nCommonwealth Government grants for \ncommunity based services\n84,831\n87,816\n-\n-\n - \nCommonwealth Government grants - other\n24,807\n32,165\n1,362\n929\n - \nClinical drug trials and research grants\n63,030\n67,737\n-\n-\n - \nGrants from entities controlled by the ultimate \nparent\n5,197\n11,396\n-\n3,559\n - \nOther grants\n73,821\n60,609\n925\n2,317\nGrants without specific performance obligations\n - \nCommonwealth National Health Reform Funding\n1,211,113\n1,258,716\n1,211,113\n1,258,716\n - \nCommonwealth Government grants - other\n205,961\n138,455\n166,219\n123,862\n - \nClinical drug trials and research grants\n11,727\n17,609\n-\n-\n - \nGrants from entities controlled by the ultimate \nparent\n354,214\n435,627\n102,624\n122,170\n - \nNSW Treasurer's state contingency grant\n-\n950,361\n-\n16,561\n - \nOther grants\n42,216\n31,613\n949\n697\nDonations\n45,765\n45,379\n-\n-\n9,148,196\n9,526,742\n8,451,322\n7,902,630\nRecognition and Measurement\nOther grants with sufficiently specific performance \nobligations\nIncome from grants to acquire / construct a recognisable non-financial asset to be controlled by the consolidated entity is\nrecognised when the consolidated entity satisfies its obligations under the transfer. The consolidated entity satisfies the\nperformance obligation under the transfer over time as the non-financial assets are being constructed. The percentage of\ncost incurred is used to recognise income, because this most closely reflects the progress to completion.\nRevenue from grants with sufficiently specific performance obligations are recognised when the consolidated entity satisfies\na performance obligation by transferring the promised goods or services. \nGrants and other contributions\n1 Other grants with sufficiently specific performance obligations - Commonwealth National Partnership Agreement on COVID-19 has been\nrestated to be $27.04 million higher in the prior year for the consolidated and parent entity.  Refer to Note 17 for further details.\nGrants to acquire / construct a recognisable non-\nfinancial asset to be controlled by the entity\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 153\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n11. Grants and other contributions (continued)\nRecognition and Measurement (continued)\n•\n•\n•\n•\n•\n•\n•\nGrants and other contributions (continued)\nThe consolidated entity uses various methods to recognise revenue over time, depending on the nature and terms and\nconditions of the grant contract. The payments are typically based on an agreed timetable or on achievement of different\nmilestones set up in the contract. Revenue is recognised as follows:\nThe consolidated entity typically receives grants in respect of:\nCommonwealth government funded grant under the National Health Reform Agreement to improve the state's health\noutcomes and ensure sustainability of the health system;\nCommonwealth government funded grant under the National Partnership Agreement on COVID-19 Response which\nprovides stability and certainty of funding while responding to the COVID-19 pandemic;\nNSW government funded grant from the NSW Treasurer's state contingency fund to assist in the response to the\nCOVID-19 pandemic; and\nOther various grants in respect of research, clinical drug trials and other community, health and wellbeing related\nprojects.\nCommonwealth National Health Reform - consists of Activity Based Funding, Public Health Funding and Block Funding.\nActivity Based Funding is recognised under AASB 15 Revenue from Contracts with Customers (AASB 15), while Public\nHealth and Block Funding is recognised under AASB 1058 Income of Not-for-Profit Entities (AASB 1058) due to lack of\nspecific performance obligations. Revenue for Activity Based Funding is recognised when the hospital activities are\nperformed. The revenue is calculated by the activity multiplied by the agreed National Weighted Activity Unit price. For\n2019-20 and the current year, the Commonwealth has provided a funding guarantee to the states and territories. The\nCommonwealth undertakes an annual reconciliation of reported activity (revenue) against funding payments made for\nthat year. Any differences arising from the reported activity (revenue) in previous years, is adjusted in the current year\nannual reconciliation.\nCommonwealth National Partnership Agreement on COVID-19 - under the agreement, the Commonwealth pays for 50\nper cent of costs incurred by hospitals and state public health authorities to assess, diagnose, treat and contain COVID-\n19. The Commonwealth also provided viability payments for private hospitals to ensure states and territories have\naccess to private hospital beds, staffing and resources (such as personal protective equipment and ventilators) to\nsupport their ongoing response to the pandemic. Revenue under this agreement is recognised when actual costs are\nincurred.\nOther grants and contributions - consist of various types of grants and contributions received. The performance\nobligations are typically satisfied when the specified activities / milestones agreed in the grant contract are\ncompleted/met. Where there are no specific performance obligations, revenue is recognised on receipt of funding under\nAASB 1058. The payments are typically made in advance or based on an agreed timetable.\nRevenue from these grants is recognised based on the grant amount specified in the funding agreement / funding approval,\nand revenue is only recognised to the extent that it is highly probable that a significant reversal will not occur. No element of\nfinancing is deemed present as funding payments are usually received in advance or shortly after the relevant obligation is\nsatisfied.\nIncome from grants without sufficiently specific performance obligations is recognised when the consolidated entity obtains\ncontrol over the granted assets (e.g. cash).\nRefer to Note 32 for the transaction price allocated to the performance obligations that have not been satisfied at the end of\nthe year and when it is expected to be recognised as revenue.\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 154\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n11. Grants and other contributions (continued)\nRecognition and Measurement (continued)\n12. Acceptance by The Crown in right of the State of New South Wales (Crown) of employee benefits\nConsolidated Consolidated\nParent\nParent\n 2021\n 2020\n 2021\n 2020\n$000\n$000\n$000\n$000\nSuperannuation - defined benefit plan\n66,824\n83,606\n790\n987\nLong service leave provision\n(68,392)\n596,875\n1,177\n7,334\nPayroll tax\n41\n53\n41\n53\n(1,527)\n680,534\n2,008\n8,374\nReceipt of these services, while important, is not recognised because typically such services would not have been\npurchased if not donated.\n- Health Education\n- Community Organisations\n- Counselling, Transport, Home Help and Patient Activities\n- Practical Support to Patients and Relatives\n- Patient Services, Fund Raising\n- Patient and Family Support\n- Chaplaincies and Pastoral Care\n- Pink Ladies / Hospital Auxiliaries\n- Patient Support Groups\nReceipt of volunteer services is recognised when and only when the fair value of those services can be reliably determined\nand the services would have been purchased if not donated. The consolidated entity receives volunteer services for the\nbelow activities:\nVolunteer services\nThe negative revenue for the long service leave provision in the current year is the result of significant changes in the\nactuarial factors decreasing the employee benefit liabilities assumed by the Crown.\nThe following liabilities and / or expenses have been assumed by the Crown or other government entities:\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 155\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n13. Other income\nConsolidated Consolidated1\nParent\nParent\n 2021\n 2020\n 2021\n 2020\n$000\n$000\n$000\n$000\nCommissions\n2,470\n2,968\n-\n-\nDiscounts\n1,837\n3,156\n-\n-\nInsurance refunds\n8,418\n7,307\n555\n-\nLease and rental income\n31,959\n32,926\n10,691\n2,477\nRevenue related to service concession arrangements*\n13,358\n13,358\n-\n-\nTreasury Managed Fund hindsight adjustment\n-\n37,920\n-\n37,920\nProperty not previously recognised\n12,712\n27,187\n-\n-\nOther\n33,143\n41,955\n2,592\n2,418\n103,897\n166,777\n13,838\n42,815\nRecognition and Measurement\nOther income\nTreasury Managed Fund hindsight adjustment\nThe majority of the 'property not previously recognised' balance in the current year relates to a car park at Royal Prince\nAlfred Hospital. The consolidated entity obtained full possession of the car park during the year which was valued at $11.88\nmillion.\nThe consolidated entity receives or pays hindsight adjustments as part of a discretionary iCare scheme to encourage NSW\nGovernment entities to improve their claim performance. As the hindsight adjustments are discretionary and not contractually \nrequired they are recognised as revenue or expense when they are declared and / or paid.\nOther income arises from varying arrangements. Income is generally recognised on an accrual basis and/or when the right\nto receive the income has been established in accordance with the substance of the relevant agreement.\nLease and rental income is accounted for on a straight-line basis over the lease term under AASB 16 Leases. The rental\nincome is incidental to the purpose for holding the property.\n- other rental income\nIn 2020, the majority of the 'property not previously recognised' balance is the result of a long term lease with the University\nof Sydney prematurely ending during the year. The buildings and infrastructure under the lease had previously been treated\nas a finance lease and asset of the University of Sydney. With the premature termination of the lease, the building valued at\n$22.04 million and infrastructure valued at $0.96 million were recognised by the consolidated entity during the year. The\nvalues were derived from an independent valuation report.\n* This revenue reflects the progressive unwinding of the 'grant of right to operate liability' (Note 35) over the remaining period \nof the arrangement. Refer to Note 25 for further details on service concession arrangements.\n1 Other income - emerging assets of private sector provided infrastructure restated to be $4.55 million lower, other rental income restated\nto be $5.01 million lower, revenue related to service concession arrangements to be $13.36 million higher and other to be $2.64 million\nlower in the prior year for the consolidated entity.  Refer to Note 1(h) for further details.\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 156\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n14. Gains / (losses) on disposal\nConsolidated Consolidated\nParent\nParent\n 2021\n 2020\n 2021\n 2020\n$000\n$000\n$000\n$000\nGains / (losses) on disposal of:\nProperty, plant and equipment\nWritten down value of assets disposed\n57,886\n61,896\n11,430\n36,797\nLess: Proceeds from disposal\n24,078\n47,386\n11,336\n36,792\nNet gains / (losses) on disposal\n(33,808)\n(14,510)\n(94)\n(5)\nRight-of-use assets\nWritten down value of assets disposed\n8,996\n2,297\n-\n-\nLess: lease liabilities extinguished\n8,681\n2,329\n-\n-\nLess: Finance lease receivable\n214\n-\n-\n-\nNet gains / (losses) on disposal\n(101)\n32\n-\n-\nIntangible assets\nWritten down value of assets disposed\n880\n10\n-\n-\nNet gains / (losses) on disposal\n(880)\n(10)\n-\n-\nAssets held for sale\nWritten down value  of assets disposed\n3,192\n1,088\n-\n-\nLess: Proceeds from disposal\n4,166\n1,685\n-\n-\nNet gains / (losses) on disposal\n974\n597\n-\n-\nFinancial assets\nWritten down value of financial assets\n127,763\n356,350\n-\n-\nLess: Proceeds from sale of financial assets\n127,763\n356,350\n-\n-\nNet gains / (losses) on disposal\n-\n-\n-\n-\nTotal gains / (losses) on disposal\n(33,815)\n(13,891)\n(94)\n(5)\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 157\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n15. Other gains / (losses)\nConsolidated Consolidated\nParent\nParent\n 2021\n 2020\n 2021\n 2020\n$000\n$000\n$000\n$000\nImpairment losses on assets held for sale\n-\n(456)\n-\n-\nImpairment losses on right-of-use assets\n(99,201)\n(2,898)\n(92,526)\n-\n(775,941)\n-\n-\n-\nForeign exchange gains / (losses) \n8,060\n1,342\n(579)\n9,956\nOther\n(81)\n-\n-\n-\n(867,163)\n(2,012)\n(93,105)\n9,956\n●Note 20  Receivables\n●Note 21  Contract assets\n●Note 22  Inventories\n●Note 25  Property, plant and equipment\n●Note 26  Leases\n●Note 27  Intangible assets\n16. Conditions on restrictions on income of not-for-profit entities\nThe consolidated entity receives various types of grants and donations from different grantors / donors, some of which may\nnot have enforceable performance obligations. The consolidated entity determines the grantor / donor expectations in\ndetermining the externally imposed restrictions and discloses them in accordance with different types of restrictions. The\ntypes of restrictions and income earned with restrictions are detailed in Note 30 Restricted assets.\nImpairment losses may arise on non-financial assets held by the entity from time to time. Accounting for impairment losses\nis dependent upon the individual asset (or group of assets) subject to impairment. Accounting Policies and events giving\nrise to impairment losses are disclosed in the following notes:\nImpairment losses on non-financial assets\nRecognition and Measurement\nInventory write down\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 158\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n17. Prior Period Errors\nThe Commonwealth has entered a National Partnership Agreement (NPA), in response to the COVID-19 pandemic, with\nStates and Territories, including NSW. One component of the Agreement contains state public health payments (SPHP) for\nother COVID-19 activity undertaken by the State public health systems for the management and response to the pandemic.\nFollowing further review of the state public health payments within the National Partnership Agreement (NPA), it has been\ndetermined that the consolidated entity and the parent entity incorrectly omitted revenue that should of been recognised for\npersonal protective equipment (PPE) that was received before the 30 June 2020. On that basis, the consolidated entity and\nthe parent entity should have recognised additional revenue in their Statement of Comprehensive Income and a decreased\ncontract liability balance in the prior year.\nThe impact to the Statement of Comprehensive Income and Statement of Financial Position from restating the balances in\nthe prior year due to above matters are shown below. The restated balances in the Statement of Comprehensive Income\nand Statement of Financial Position exclude the impact of changes in accounting standards and any reclassifications to\nensure alignment with current year presentation. Please refer to Note 1(h) for impacts of accounting standard impacts on\nthe consolidated entity.\nThe error has been corrected during the year, with retrospective adjustments made in the prior period in both the\nconsolidated entity and the parent entity. Grants and other contributions increased by $27 million and contract liabilities has\ndecreased by $27 million for the year ended 30 June 2020.\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 159\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n17. Prior Period Errors (continued)\nStatement of Comprehensive Income for the year ended 30 June 2020\nCONSOLIDATED\nOriginal\nAdjustment\nRestated\nActual \nActual \nActual \n 2020\n 2020\n 2020\nNotes\n$'000\n$'000\n$'000\nContinuing operations\nExpenses excluding losses\nEmployee related expenses\n2\n14,999,553\n-\n14,999,553\nOperating expenses\n3\n7,102,385\n-\n7,102,385\nDepreciation and amortisation\n4\n1,075,955\n-\n1,075,955\nGrants and subsidies\n5\n1,503,521\n-\n1,503,521\nFinance costs\n6\n121,694\n-\n121,694\nTotal expenses excluding losses\n24,803,108\n-\n24,803,108\nRevenue\n    \nAppropriations\n8\n14,926,529\n-\n14,926,529\nAcceptance by the Crown Entity of employee benefits and other \nliabilities\n 12\n680,534\n-\n680,534\nSale of goods and services from contracts with customers\n9\n2,674,358\n-\n2,674,358\nInvestment revenue\n10\n19,478\n-\n19,478\nGrants and other contributions\n11\n9,499,705\n27,037\n9,526,742\nOther income\n13\n168,888\n-\n168,888\nTotal  revenue\n27,969,492\n27,037\n27,996,529\nOperating result\n3,166,384\n27,037\n3,193,421\nGains / (losses) on disposal\n14\n(13,891)\n-\n(13,891)\nImpairment losses on financial assets\n20\n(41,251)\n-\n(41,251)\nOther gains / (losses)\n15\n(2,012)\n-\n(2,012)\nNet result from continuing operations\n3,109,230\n27,037\n3,136,267\n-\n-\n-\nNet result\n3,109,230\n27,037\n3,136,267\nOther comprehensive income\nItems that will not be reclassified to net result in subsequent \nperiods\nChanges in revaluation surplus of property, plant and equipment\n25\n330,929\n-\n330,929\nChanges in revaluation surplus of other assets\n2,607\n-\n2,607\nTotal other comprehensive income\n333,536\n-\n333,536\nTOTAL COMPREHENSIVE INCOME\n3,442,766\n27,037\n3,469,803\nNet result from discontinued operations\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 160\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n17. Prior Period Errors (continued)\nStatement of Comprehensive Income for the year ended 30 June 2020\nPARENT\nOriginal\nAdjustment\nRestated\nActual \nActual \nActual \n 2020\n 2020\n 2020\nNotes\n$'000\n$'000\n$'000\nContinuing operations\nExpenses excluding losses\nEmployee related expenses\n2\n178,639\n-\n178,639\nOperating expenses\n3\n1,136,183\n-\n1,136,183\nDepreciation and amortisation\n4\n13,790\n-\n13,790\nGrants and subsidies\n5\n21,004,062\n-\n21,004,062\nFinance costs\n6\n2,275\n-\n2,275\nTotal expenses excluding losses\n22,334,949\n-\n22,334,949\nRevenue\n    \nAppropriations\n8\n14,926,529\n-\n14,926,529\nAcceptance by the Crown Entity of employee benefits and other \nliabilities\n 12\n8,374\n-\n8,374\nSale of goods and services from contracts with customers\n9\n173,430\n-\n173,430\nInvestment revenue\n10\n2,214\n-\n2,214\nGrants and other contributions\n11\n7,875,593\n27,037\n7,902,630\nOther income\n13\n42,815\n-\n42,815\nTotal  revenue\n23,028,955\n27,037\n23,055,992\nOperating result\n694,006\n27,037\n721,043\nGains / (losses) on disposal\n14\n(5)\n-\n(5)\nOther gains / (losses)\n15\n9,956\n-\n9,956\nNet result from continuing operations\n703,957\n27,037\n730,994\n-\n-\n-\nNet result\n703,957\n27,037\n730,994\nOther comprehensive income\nTotal other comprehensive income\n-\n-\n-\nTOTAL COMPREHENSIVE INCOME\n703,957\n27,037\n730,994\nNet result from discontinued operations\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 161\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n17. Prior Period Errors (continued)\nStatement of Financial Position as at 1 July 2019 and 30 June 2020\nCONSOLIDATED\nActual\nActual\nAdjustment\nRestated\n1 July 2019\n 2020\n 2020\n 2020\nNotes\n$000\n$000\n$'000\n$'000\nASSETS\nCurrent assets\nCash and cash equivalents\n19\n1,316,849\n2,658,959\n-\n2,658,959\nReceivables\n20\n888,069\n1,270,638\n-\n1,270,638\nContract assets\n21\n2,031\n2,031\nInventories\n22\n177,646\n921,933\n-\n921,933\nFinancial assets at fair value\n23\n121,328\n157,609\n-\n157,609\nOther financial assets\n24\n255,336\n100,592\n-\n100,592\n2,759,228\n5,111,762\n-\n5,111,762\nNon-current assets held for sale\n28\n55,578\n9,087\n-\n9,087\nTotal current assets\n2,814,806\n5,120,849\n-\n5,120,849\nNon-current assets\nReceivables\n20\n22,808\n123,548\n-\n123,548\nFinancial assets at fair value\n23\n32,088\n32,005\n-\n32,005\nProperty, plant and equipment\n-\n  - Land and buildings\n25\n18,177,865\n19,793,783\n-\n19,793,783\n  - Plant and equipment\n25\n1,232,185\n1,264,800\n-\n1,264,800\n  - Infrastructure systems\n25\n463,797\n510,076\n-\n510,076\nTotal property, plant and equipment\n19,873,847\n21,568,659\n-\n21,568,659\nRight-of-use assets\n26\n-\n1,186,464\n-\n1,186,464\nIntangible assets\n27\n704,238\n715,886\n-\n715,886\nOther non-current assets\n67,302\n62,037\n-\n62,037\nTotal non-current assets\n20,700,283\n23,688,599\n-\n23,688,599\nTotal assets\n23,515,089\n28,809,448\n-\n28,809,448\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 162\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n17. Prior Period Errors (continued)\nStatement of Financial Position as at 1 July 2019 and 30 June 2020 (continued)\nCONSOLIDATED\nActual\nActual\nAdjustment\nRestated\n1 July 2019\n 2020\n 2020\n 2020\nNotes\n$000\n$000\n$'000\n$'000\nLIABILITIES\nCurrent liabilities\nPayables\n31\n1,810,245\n1,844,106\n-\n1,844,106\nContract liabilities\n32\n-\n425,763\n(27,037)\n398,726\nBorrowings\n33\n11,917\n172,785\n-\n172,785\nProvisions\n34\n2,309,387\n2,560,496\n-\n2,560,496\nOther current liabilities\n35\n108,690\n90,382\n-\n90,382\nTotal current liabilities\n4,240,239\n5,093,532\n(27,037)\n5,066,495\nNon-current liabilities\nContract liabilities\n32\n-\n97\n-\n97\nBorrowings\n33\n1,090,175\n2,089,914\n-\n2,089,914\nProvisions\n34\n41,720\n44,025\n-\n44,025\nOther non-current liabilities\n35\n182,842\n264,012\n-\n264,012\nTotal non-current liabilities\n1,314,737\n2,398,048\n-\n2,398,048\nTotal liabilities\n5,554,976\n7,491,580\n(27,037)\n7,464,543\nNet assets\n17,960,113\n21,317,868\n27,037\n21,344,905\nEQUITY\nReserves\n6,937,950\n7,289,257\n-\n7,289,257\nAccumulated funds\n11,022,163\n14,028,611\n27,037\n14,055,648\nTotal equity\n17,960,113\n21,317,868\n27,037\n21,344,905\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 163\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n17. Prior Period Errors (continued)\nStatement of Financial Position as at 1 July 2019 and 30 June 2020\nPARENT\nActual\nActual\nAdjustment\nRestated\n1 July 2019\n 2020\n 2020\n 2020\nNotes\n$000\n$000\n$'000\n$'000\nASSETS\nCurrent assets\nCash and cash equivalents\n19\n334,204\n728,371\n-\n728,371\nReceivables\n20\n349,550\n297,845\n-\n297,845\nInventories\n22\n32,873\n25,803\n-\n25,803\nOther financial assets\n24\n16,041\n744,176\n-\n744,176\nTotal current assets\n732,668\n1,796,195\n-\n1,796,195\nNon-current assets\nOther financial assets\n24\n14,651\n11,072\n-\n11,072\nProperty, plant and equipment\n  - Land and buildings\n25\n132,577\n186,497\n-\n186,497\n  - Plant and equipment\n25\n2,077\n4,697\n-\n4,697\n  - Infrastructure systems\n25\n1,067\n961\n-\n961\nTotal property, plant and equipment\n135,721\n192,155\n-\n192,155\nRight-of-use assets\n26\n-\n511,160\n-\n511,160\nIntangible assets\n27\n877\n1,756\n-\n1,756\nTotal non-current assets\n151,249\n716,143\n-\n716,143\nTotal assets\n883,917\n2,512,338\n-\n2,512,338\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 164\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n17. Prior Period Errors (continued)\nStatement of Financial Position as at 1 July 2019 and 30 June 2020 (continued)\nPARENT\nActual\nActual\nAdjustment\nRestated\n1 July 2019\n 2020\n 2020\n 2020\nNotes\n$000\n$000\n$'000\n$'000\nLIABILITIES\nCurrent liabilities\nPayables\n31\n397,797\n449,170\n-\n449,170\nContract liabilities\n32\n-\n373,005\n(27,037)\n345,968\nBorrowings\n33\n-\n11,853\n-\n11,853\nProvisions\n34\n18,869\n22,831\n-\n22,831\nOther current liabilities\n35\n54,442\n-\n-\n-\nTotal current liabilities\n471,108\n856,859\n(27,037)\n829,822\nNon-current liabilities\nBorrowings\n33\n-\n499,673\n-\n499,673\nProvisions\n34\n713\n534\n-\n534\nOther non-current liabilities\n35\n43,694\n-\n-\n-\nTotal non-current liabilities\n44,407\n500,207\n-\n500,207\nTotal liabilities\n515,515\n1,357,066\n(27,037)\n1,330,029\nNet assets\n368,402\n1,155,272\n27,037\n1,182,309\nEQUITY\nReserves\n133,744\n133,744\n-\n133,744\nAccumulated funds\n234,658\n1,021,528\n27,037\n1,048,565\nTotal equity\n368,402\n1,155,272\n27,037\n1,182,309\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 165\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n18.\n (a) Outcome statements of the Consolidated Entity\nCONSOLIDATED\n \n \n2021\n2020\n2021\n2020\n2021\n2020\n2021\n2020\n2021\n2020\n2021\n2020\n2021\n2020\n$000\n$000\n$000\n$000\n$000\n$000\n$000\n$000\n$000\n$000\n$000\n$000\n$000\n$000\nContinuing operations\nExpenses excluding losses\nEmployee related expenses\n8,113,447\n8,024,816\n3,724,096\n3,715,312\n2,161,928\n2,140,840\n534,335\n528,804\n567,343\n589,781\n-\n-\n15,101,149\n14,999,553\nOperating expenses\n4,315,737\n3,978,760\n1,934,663\n1,729,062\n958,733\n882,634\n343,331\n283,688\n213,343\n222,295\n-\n-\n7,765,807\n7,096,439\nDepreciation and amortisation\n569,654\n545,395\n303,196\n282,125\n204,125\n194,843\n33,588\n31,470\n29,320\n28,198\n-\n-\n1,139,883\n1,082,031\nGrants and subsidies\n684,246\n595,602\n666,345\n639,767\n84,768\n77,733\n32,721\n27,685\n203,591\n167,738\n-\n-\n1,671,671\n1,508,525\nFinance costs\n64,374\n61,762\n34,278\n33,598\n17,413\n17,495\n2,753\n2,548\n5,390\n5,331\n-\n-\n124,208\n120,734\nTotal expenses excluding losses\n13,747,458\n13,206,335\n6,662,578\n6,399,864\n3,426,967\n3,313,545\n946,728\n874,195\n1,018,987\n1,013,343\n-\n-\n25,802,718\n24,807,282\nRevenue\nAppropriations ***\n-\n-\n-\n-\n-\n-\n-\n-\n-\n-\n15,016,407\n14,926,529\n15,016,407\n14,926,529\n Acceptance by the Crown of employee benefits and other \nliabilities \n(13,581)\n353,483\n7,660\n183,417\n1,127\n89,192\n2,423\n27,094\n844\n27,348\n-\n-\n(1,527)\n680,534\n Sale of goods and services from contracts with customers \n1,689,290\n1,786,904\n944,220\n732,501\n157,098\n144,465\n6,934\n5,443\n8,538\n7,389\n-\n-\n2,806,080\n2,676,702\nInvestment revenue\n13,703\n13,032\n5,336\n5,075\n1,998\n1,903\n633\n603\n760\n724\n-\n-\n22,430\n21,337\nGrants and other contributions\n5,622,665\n6,272,529\n2,086,253\n1,883,200\n862,185\n816,715\n282,283\n246,608\n294,810\n307,690\n-\n-\n9,148,196\n9,526,742\nOther income\n62,239\n106,117\n23,659\n37,097\n9,135\n13,880\n2,759\n4,401\n6,105\n5,282\n-\n-\n103,897\n166,777\nTotal revenue\n7,374,316\n8,532,065\n3,067,128\n2,841,290\n1,031,543\n1,066,155\n295,032\n284,149\n311,057\n348,433\n15,016,407\n14,926,529\n27,095,483\n27,998,621\nGains / (losses) on disposal \n-\n-\n-\n-\n-\n-\n-\n-\n-\n-\n(33,815)\n(13,891)\n(33,815)\n(13,891)\nImpairment losses on financial assets\n-\n-\n-\n-\n-\n-\n-\n-\n-\n-\n(85,973)\n(41,251)\n(85,973)\n(41,251)\nOther gains / (losses)\n-\n-\n-\n-\n-\n-\n-\n-\n-\n-\n(867,163)\n(2,012)\n(867,163)\n(2,012)\nNet result from continuing operations\n(6,373,142)\n(4,674,270)\n(3,595,450)\n(3,558,574)\n(2,395,424)\n(2,247,390)\n(651,696)\n(590,046)\n(707,930)\n(664,910)\n14,029,456\n14,869,375\n305,814\n3,134,185\nNet result from discontinued operations\n-\n-\n-\n-\n-\n-\n-\n-\n-\n-\n-\n-\n-\n-\nNet result\n(6,373,142)\n(4,674,270)\n(3,595,450)\n(3,558,574)\n(2,395,424)\n(2,247,390)\n(651,696)\n(590,046)\n(707,930)\n(664,910)\n14,029,456\n14,869,375\n305,814\n3,134,185\nOther comprehensive income\nItems that will not be reclassified to net result in\nsubsequent periods \n Changes in revaluation surplus of property, plant and \nequipment \n153,831\n152,650\n81,876\n78,964\n55,122\n54,534\n9,070\n8,808\n7,918\n7,892\n-\n-\n307,817\n302,848\n Change in revaluation surplus of other assets \n-\n(5)\n-\n(2)\n-\n(2)\n-\n-\n-\n-\n-\n-\n-\n(9)\n Total other comprehensive income \n153,831\n152,645\n81,876\n78,962\n55,122\n54,532\n9,070\n8,808\n7,918\n7,892\n-\n-\n307,817\n302,839\nTotal comprehensive income\n(6,219,311)\n(4,521,625)\n(3,513,574)\n(3,479,612)\n(2,340,302)\n(2,192,858)\n(642,626)\n(581,238)\n(700,012)\n(657,018)\n14,029,456\n14,869,375\n613,631\n3,437,024\n* The name and purpose of each outcome is summarised in Note 18 (b).\n** Outcome balances have been restated in 2020. See Note 1(h) and Note 17 for details regarding restated prior year balances for the consolidated entity.\n*** Appropriations are made on an entity basis and not to individual outcomes. Consequently, appropriations are included in the ‘Not Attributable’ column. \nOutcome\n Not Attributable  ***\nTotal\nOutcomes of the Consolidated Entity\nCONSOLIDATED ENTITY EXPENSES AND INCOME\nOutcome\nOutcome\nOutcome\nOutcome\n1   *\n2   *\n3   *\n4   *\nThe NSW 2020-21 Budget Papers disaggregated the Ministry of Health’s financial information by ‘Outcome’ as a way to identify each major activity undertaken by the entity during the financial year. The Budget Papers were previously prepared by Program Group\nunder an earlier Outcome Budgeting structure. The former program group statements have been restated by outcome in line with the recent budget papers.\n5   *\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 166\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n18. Outcomes of the Consolidated Entity (continued)\n (a) Outcome statements of the Consolidated Entity (continued)\nCONSOLIDATED\nCONSOLIDATED ENTITY ASSETS AND LIABILITIES\n \n2021\n2020\n2021\n2020\n2021\n2020\n2021\n2020\n2021\n2020\n2021\n2020\n2021\n2020\n$000\n$000\n$000\n$000\n$000\n$000\n$000\n$000\n$000\n$000\n$000\n$000\n$000\n$000\nASSETS\nCurrent assets\nCash and cash equivalents\n1,082,137\n1,415,516\n524,447\n685,967\n269,755\n355,161\n74,522\n93,700\n80,210\n108,615\n-\n-\n2,031,071\n2,658,959\nReceivables\n751,921\n848,249\n420,282\n347,720\n69,926\n68,578\n3,086\n2,584\n3,800\n3,507\n-\n-\n1,249,015\n1,270,638\nContract assets\n1,081\n1,355\n604\n556\n100\n110\n4\n4\n5\n6\n1,794\n2,031\nInventories\n353,330\n516,901\n158,391\n224,631\n78,491\n114,667\n28,109\n36,855\n17,466\n28,879\n-\n-\n635,787\n921,933\nFinancial assets at fair value\n86,178\n83,905\n41,766\n40,660\n21,483\n21,052\n5,935\n5,554\n6,388\n6,438\n-\n-\n161,750\n157,609\nOther Financial Assets\n1,638\n53,551\n793\n25,951\n408\n13,436\n113\n3,545\n121\n4,109\n-\n-\n3,073\n100,592\nNon-current assets held for sale\n1,416\n4,581\n754\n2,369\n508\n1,636\n84\n264\n73\n237\n-\n-\n2,835\n9,087\nTotal current assets\n2,277,701\n2,924,058\n1,147,037\n1,327,854\n440,671\n574,640\n111,853\n142,506\n108,063\n151,791\n-\n-\n4,085,325\n5,120,849\nNon-current assets\nReceivables\n21,335\n75,966\n11,926\n31,140\n1,984\n6,141\n88\n231\n108\n314\n-\n-\n35,441\n113,792\nFinancial assets at fair value\n17,114\n17,038\n8,294\n8,257\n4,266\n4,275\n1,179\n1,128\n1,269\n1,307\n-\n-\n32,122\n32,005\nOther Financial Assets\n44,951\n43,747\n21,785\n21,201\n11,205\n10,977\n3,096\n2,896\n3,332\n3,357\n-\n-\n84,369\n82,178\nProperty, plant and equipment\n  - Land and buildings\n10,755,175\n10,039,846\n5,724,400\n5,193,468\n3,853,915\n3,586,742\n634,149\n579,303\n553,569\n519,072\n-\n-\n21,521,208\n19,918,431\n  - Plant and equipment\n688,163\n639,207\n366,273\n330,653\n246,591\n228,357\n40,576\n36,882\n35,420\n33,048\n-\n-\n1,377,023\n1,268,147\n  - Infrastructure systems\n308,562\n257,102\n164,231\n132,996\n110,567\n91,850\n18,193\n14,835\n15,882\n13,293\n-\n-\n617,435\n510,076\nRight-of-use assets\n543,193\n598,035\n289,112\n309,355\n194,643\n213,648\n32,028\n34,507\n27,958\n30,919\n-\n-\n1,086,934\n1,186,464\nIntangible assets\n344,602\n360,840\n183,414\n186,658\n123,482\n128,911\n20,319\n20,821\n17,737\n18,656\n-\n-\n689,554\n715,886\nTotal non-current assets\n12,723,095\n12,031,781\n6,769,435\n6,213,728\n4,546,653\n4,270,901\n749,628\n690,603\n655,275\n619,966\n-\n-\n25,444,086\n23,826,979\nTOTAL ASSETS\n15,000,796\n14,955,839\n7,916,472\n7,541,582\n4,987,324\n4,845,541\n861,481\n833,109\n763,338\n771,757\n-\n-\n29,529,411\n28,947,828\nLIABILITIES\nCurrent liabilities\nPayables\n1,045,866\n1,033,936\n468,842\n449,320\n232,337\n229,364\n83,202\n73,720\n51,701\n57,766\n-\n-\n1,881,948\n1,844,106\nContract liabilities\n43,384\n262,527\n16,097\n78,818\n6,653\n34,182\n2,178\n10,321\n2,275\n12,878\n70,587\n398,726\nBorrowings\n92,753\n92,498\n44,952\n44,826\n23,122\n23,209\n6,388\n6,123\n6,875\n7,098\n-\n-\n174,090\n173,754\nProvisions\n1,532,163\n1,369,875\n703,267\n634,222\n408,264\n365,452\n100,905\n90,269\n107,138\n100,678\n-\n-\n2,851,737\n2,560,496\nOther current liabilities\n72,483\n50,777\n35,128\n24,607\n18,069\n12,740\n4,992\n3,361\n5,373\n3,896\n-\n-\n136,045\n95,381\nTotal current liabilities\n2,786,649\n2,809,613\n1,268,286\n1,231,793\n688,445\n664,947\n197,665\n183,794\n173,362\n182,316\n-\n-\n5,114,407\n5,072,463\nNon-current liabilities\nContract liabilities\n-\n64\n-\n19\n-\n8\n-\n3\n-\n3\n-\n-\n-\n97\nBorrowings\n1,123,246\n1,118,608\n544,371\n542,083\n280,003\n280,665\n77,353\n74,046\n83,257\n85,832\n-\n-\n2,108,230\n2,101,234\nProvisions\n33,672\n23,553\n15,456\n10,905\n8,973\n6,284\n2,218\n1,552\n2,355\n1,731\n-\n-\n62,674\n44,025\nOther non-current liabilities\n178,243\n177,258\n86,384\n85,900\n44,433\n44,475\n12,275\n11,734\n13,212\n13,601\n-\n-\n334,547\n332,968\nTotal non-current liabilities\n1,335,161\n1,319,483\n646,211\n638,907\n333,409\n331,432\n91,846\n87,335\n98,824\n101,167\n-\n-\n2,505,451\n2,478,324\nTOTAL LIABILITIES\n4,121,810\n4,129,096\n1,914,497\n1,870,700\n1,021,854\n996,379\n289,511\n271,129\n272,186\n283,483\n-\n-\n7,619,858\n7,550,787\nNET ASSETS\n10,878,986\n10,826,743\n6,001,975\n5,670,882\n3,965,470\n3,849,162\n571,970\n561,980\n491,152\n488,274\n-\n-\n21,909,553\n21,397,041\n* The name and purpose of each outcome is summarised in Note 18 (b).\n** Outcome balances have been restated in 2020. See Note 1(h) and Note 17 for details regarding restated prior year balances for the consolidated entity.\nOutcome\nOutcome\n1   *\n2   *\n3   *\n4   *\n5   *\nOutcome\nOutcome\nOutcome\n Not Attributable\nTotal\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 167\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n18.\n (b) Outcome name and purpose of the Consolidated Entity\nOutcome name\nOutcome purpose\nOutcome 1 -\nPeople receive high-quality, safe care in \nour hospitals\nThis outcome reflects the state’s responsibility to manage and administer\npublic hospitals. When people are admitted to a hospital in NSW they can\nexpect world-class medical and surgical care within clinically recommended\ntimeframes.\nOutcome 2 - \nPeople can access care in out of hospital \nsettings to manage their health and \nwellbeing\nThis outcome reflects that healthcare extends beyond the hospital and\nneeds to connect across settings to reduce the burden of chronic disease,\nassist people with conditions to live well and avoid complications, support\npeople to recover from illness and injury, and prevent avoidable\nhospitalisations. NSW Health services funded to achieve this outcome\ninclude non-admitted and community based services, sub-acute services,\nhospital in the home, and dental services.\nOutcome 3 - \nPeople receive timely emergency care\nNSW Health often provides the first point of contact for those needing\naccess to emergency healthcare and is responsible for managing and\nadministering ambulance and emergency services.\nOutcome 4 - \nKeeping people healthy through \nprevention and health promotion\nThis outcome reflects that preventive and population health is critical to\nkeeping people healthier. It covers a range of functions NSW Health is\nresponsible for including to protect and promote public health, control\ninfectious diseases, reduce preventive diseases and death, help people\nmanage their own health, and promote equitable health outcomes in the\ncommunity.\nOutcome 5 - \nOur people and systems are continuously \nimproving to deliver the best health \noutcomes and experiences\nA skilled workforce with access to world leading education and training, and\na system that harnesses research and digital innovation essential to\ncontinuously improving outcomes and experiences of care across the\nsystem. These enablers are delivered by a range of statutory bodies and\nsystem managers.\nOutcomes of the Consolidated Entity (continued)\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 168\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n19. Cash and cash equivalents   \nConsolidated Consolidated\nParent\nParent\n 2021\n 2020\n 2021\n 2020\n$000\n$000\n$000\n$000\nCash at bank and on hand\n1,848,096\n2,382,810\n160,068\n728,371\nShort-term deposits\n182,975\n276,149\n-\n-\n2,031,071\n2,658,959\n160,068\n728,371\nConsolidated Consolidated\nParent\nParent\n 2021\n 2020\n 2021\n 2020\n$000\n$000\n$000\n$000\n2,031,071\n2,658,959\n160,068\n728,371\n2,031,071\n2,658,959\n160,068\n728,371\n20. Receivables \nConsolidated Consolidated1\nParent\nParent1\n 2021\n 2020\n 2021\n 2020\n$000\n$000\n$000\n$000\nCurrent\nTrade receivables from contracts with customers\n893,580\n533,578\n385,298\n177,857\nReceivables from controlled health entities\n-\n-\n26,636\n14,993\nGoods and Services Tax\n161,606\n163,823\n12,738\n24,229\nOther receivables\n130,378\n191,073\n14,469\n72,214\n1,185,564\n888,474\n439,141\n289,293\nLess: allowance for expected credit losses*\n- Trade receivables from contracts with customers\n(102,130)\n(63,349)\n-\n-\n- Other receivables\n(3,903)\n(4,468)\n-\n-\n1,079,531\n820,657\n439,141\n289,293\nPrepayments\n169,484\n449,981\n4,708\n8,552\nCurrent receivables\n1,249,015\n1,270,638\n443,849\n297,845\n1 Trade receivables from contracts with customers has been restated $165.13 million higher and other receivables has been restated \n$165.13 million lower as receivables from interstate patient flows has been reclassified in the prior year for the consolidated entity and \nparent entity.\nRefer to Note 44 for details regarding credit risk and market risk arising from financial instruments.\nFor the purposes of the Statement of Cash Flows, cash and cash equivalents includes cash at bank, cash on hand, short-\nterm deposits with a maturity of three months or less, which are subject to an insignificant risk of changes in value, and net\noutstanding bank overdraft.\nCash and cash equivalent assets recognised in the Statement of Financial Position are reconciled at the end of the financial\nyear to the Statement of Cash Flows as follows:\nCash and cash equivalents (per Statement of Financial\nPosition) \n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 169\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n20. Receivables  (continued)\nConsolidated Consolidated\nParent\nParent\n 2021\n 2020\n 2021\n 2020\n$000\n$000\n$000\n$000\nNon-current\nTrade receivables from contracts with customers\n43\n66\n-\n-\nOther receivables\n41\n31\n-\n-\n84\n97\n-\n-\nLess: allowance for expected credit losses*\n- Trade receivables from contracts with customers\n(40)\n(62)\n-\n-\n- Other receivables\n(19)\n(23)\n-\n-\n25\n12\n-\n-\nPrepayments\n35,416\n113,780\n-\n-\nNon-current receivables\n35,441\n113,792\n-\n-\n* Movement in the allowance for expected credit losses\nTrade receivables from contracts with customers and other receivables\nConsolidated Consolidated\nParent\nParent\n 2021\n 2020\n 2021\n 2020\n$000\n$000\n$000\n$000\nBalance at the beginning of the year\n(67,902)\n(61,479)\n-\n-\nAmounts written off during the year\n47,783\n34,828\n-\n-\n(85,973)\n(41,251)\n-\n-\nBalance at the end of the year\n(106,092)\n(67,902)\n-\n-\nRecognition and Measurement\nSubsequent measurement\nThe consolidated entity holds receivables with the objective to collect the contractual cash flows and therefore measures\nthem at amortised cost using the effective interest method, less any impairment. Changes are recognised in the net result for\nthe year when impaired, derecognised or through the amortisation process.\nDetails regarding credit risk of receivables that are neither past due nor impaired, are disclosed in Note 44.\n(Increase) / decrease in allowance recognised in net \nresult1\nAllowance for expected credit losses of $106.1 million (2020: $67.9 million) includes an allowance on trade receivables from\ncontracts with customers of $102.2 million (2020: $63.4 million) and other receivables of $3.9 million (2020: $4.5 million).\n¹ Includes impairment loss of $84.1 million (2019: $38.7 million) recognised on trade receivables from contracts with customers.\nReceivables are initially recognised at fair value plus any directly attributable transaction costs. Trade receivables that do not\ncontain a significant financing component are measured at the transaction price.\nAll ‘regular way’ purchases or sales of receivables are recognised and derecognised on a trade date basis. Regular way\npurchases or sales are purchases or sales of receivables that require delivery of assets within the time frame established by\nregulation or convention in the marketplace.\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 170\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n20. Receivables  (continued)\nRecognition and Measurement (continued)\nImpairment\n21. Contract assets\nConsolidated Consolidated\nParent\nParent\n 2021\n 2020\n 2021\n 2020\n$000\n$000\n$000\n$000\nCurrent\nContract assets\n1,794\n2,031\n276\n-\n1,794\n2,031\n276\n-\nRecognition and Measurement\nConsolidated Consolidated1\nParent\nParent\n 2021\n 2020\n 2021\n 2020\n$000\n$000\n$000\n$000\nContract receivables (included in Note 20)\n896,658\n539,384\n411,935\n192,850\n896,658\n539,384\n411,935\n192,850\nFor trade receivables, the consolidated entity applies a simplified approach in calculating ECLs. The consolidated entity\nrecognises a loss allowance based on lifetime ECLs at each reporting date. The consolidated entity has established a\nprovision matrix based on its historical credit loss experience for trade receivables, adjusted for forward looking factors\nspecific to the receivable.\nThe consolidated entity recognises an allowance for expected credit losses (ECLs) for all debt financial assets not held at\nfair value through profit or loss. ECLs are based on the difference between the contractual cash flows and the cash flows\nthat the consolidated entity expects to receive, discounted at the original effective interest rate.\nContract assets relate to the consolidated entity’s right to consideration in exchange for goods and services transferred to\ncustomers / works completed, but not billed at the reporting date. The contract assets are transferred to receivables when\nthe rights become unconditional. This usually occurs when the consolidated entity issues an invoice to the customer. The\nbalance of the contract assets relates to grants and other contributions for work completed but not yet invoiced as future\nwork is required to be completed before the consolidated entity has the rights to invoice. Once all performance obligations\nare met and the consolidated entity has rights to invoice for the payment to be made, the contract asset is transferred to\nreceivables.\nThe contract asset balance has slightly reduced during the year due to the varying billing arrangements from contracts\nexisting at different reporting dates.\n1 Contract receivables has been restated $165.13 million higher in the prior year for the consolidated entity and parent entity due to the\nreclassification of interstate patient flows from other receivables to sale of goods and services from contracts with customers.\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 171\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n22. Inventories\nConsolidated Consolidated\nParent\nParent\n 2021\n 2020\n 2021\n 2020\n$000\n$000\n$000\n$000\nCurrent\nHeld-for-distribution\nDrug supplies\n85,378\n76,639\n29,760\n23,566\nMedical and surgical supplies\n1,102,267\n679,650\n2,017\n2,237\nFood and hotel supplies\n3,138\n3,772\n-\n-\nGoods in transit\n-\n139,115\n-\n-\nOther\n3,733\n22,757\n-\n-\n1,194,516\n921,933\n31,777\n25,803\nLess: Allowance for impairment\n - Medical and surgical supplies\n(558,729)\n-\n-\n-\n635,787\n921,933\n31,777\n25,803\nObsolete items are disposed of in accordance with instructions issued by the Ministry. \nThe cost of inventories acquired at no cost or for nominal consideration is the current replacement cost as at the date of\nacquisition. Current replacement cost is the cost the consolidated entity would incur to acquire the asset. Net realisable\nvalue is the estimated selling price in the ordinary course of business less the estimated costs of completion and the\nestimated costs necessary to make the sale.\nMaterial inventories are held for distribution (consumed in the ordinary activities of the consolidated entity). Inventories held\nfor distribution are stated at cost, adjusted when applicable, for any loss of service potential. A loss of service potential is\nidentified and measured based on the existence of a current replacement cost that is lower than the carrying amount or any\nloss of operating capacity due to obsolescence. Costs are assigned to individual items of stock mainly on the basis of\nweighted average costs.\nRecognition and Measurement\nThe majority of the inventory is held for consumption in the ordinary activities of the consolidated entity and upon\nconsumption, are expensed in food supplies, medical and surgical supplies and pharmaceutical supplies (Note 3).\nThe consolidated entity has been holding higher levels of medical and surgical supplies since the outbreak of COVID-19.\nMedical and surgical supplies are also consumed as part of the normal services provided by the consolidated entity.\nIn the current year, the consolidated entity has written-off $217 million (2020: $Nil) of inventories and made an allowance for\nimpairment of $558.7 million (2020: $Nil). Written-off items consist of inventory categories that are in unserviceable condition\n(does not meet the clinical requirements) and have no alternative use before they expire. Allowance for impairment was\nbased on a consumption forecast model, on inventory categories that are likely to expire before they are consumed.\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 172\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n23. Financial assets at fair value   \nConsolidated Consolidated\nParent\nParent\n 2021\n 2020\n 2021\n 2020\n$000\n$000\n$000\n$000\nCurrent\nTCorpIM Funds Investment facilities\n161,750\n157,609\n-\n-\n161,750\n157,609\n-\n-\nNon-current\nTCorpIM Funds Investment facilities\n32,122\n32,005\n-\n-\n32,122\n32,005\n-\n-\nA gain or loss on a financial asset that is subsequently measured at fair value through profit or loss is recognised in net\nresults and presented net within other gains / (losses), except for TCorpIM Funds that are presented in ‘investment revenue’\nin the period in which it arises.\nClassification and measurement\nRecognition and Measurement\nFinancial assets at fair value through profit or loss\nAll ‘regular way’ purchases or sales of financial assets are recognised and derecognised on a trade date basis. Regular way\npurchases or sales are purchases or sales of financial assets that require delivery of assets within the time frame\nestablished by regulation or convention in the marketplace.\nThe consolidated entity's financial assets at fair value are classified, at initial recognition, at fair value through profit or loss.\nTransaction costs of financial assets carried at fair value through profit or loss are expensed in net results. \nFinancial assets with cash flows that are not solely payments of principal and interest are classified and measured at fair\nvalue through profit or loss, irrespective of the business model. TCorpIM Funds are managed and their performance is\nevaluated on a fair value basis and therefore the business model is neither to hold to collect contractual cash flows or sell\nthe financial asset. Hence these investments are mandatorily required to be measured at fair value through profit or loss.\nNotwithstanding the criteria to be classified at amortised cost or at fair value through other comprehensive income, financial\nassets may be designated at fair value through profit or loss on initial recognition if doing so eliminates, or significantly\nreduces, an accounting mismatch.\nFinancial assets at fair value through profit or loss include financial assets designated upon initial recognition at fair value\nthrough profit or loss, or financial assets mandatorily required to be measured at fair value under AASB 9 Financial \nInstruments (AASB 9).\nRefer to Note 44 for further information regarding fair value measurement, credit risk, and market risk arising from financial\ninstruments.\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 173\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n24. Other financial assets\nConsolidated Consolidated1\nParent\nParent\n 2021\n 2020\n 2021\n 2020\n$000\n$000\n$000\n$000\nCurrent\nOther loans and deposits\n3,000\n100,592\n-\n-\nReceivables on finance leases as lessor (Note 26)\n73\n-\n-\n-\nIntra health loans receivable\n-\n-\n308,232\n744,176\n3,073\n100,592\n308,232\n744,176\nNon-current\nReceivables on finance leases as lessor (Note 26)\n84,369\n82,178\n-\n-\nIntra health loans receivable\n-\n-\n7,205\n11,072\n84,369\n82,178\n7,205\n11,072\nThe majority of intra health loans receivable within the parent entity is the result of cash advances provided to HealthShare\nNSW to make all payments to employees and most payments to suppliers of goods and services and grants and subsidies\non behalf of the controlled entities.\n1 Non-current other financial assets - receivables on finance leases as lessor has been restated to be $72.42 million higher in the prior\nyear for the consolidated entity. Refer to Note 1(h) for further details.\nRefer to Note 44 for further information regarding fair value measurement, credit risk, and market risk arising from financial\ninstruments.\nThe consolidated entity recognises an allowance for expected credit losses (ECLs) for all debt financial assets not held at\nfair value through profit or loss. ECLs are based on the difference between the contractual cash flows and the cash flows\nthat the consolidated entity expects to receive, discounted at the original effective interest rate.\nOther financial assets are initially measured at fair value plus any transaction costs.\nSubsequent measurement\nRecognition and Measurement\nAll ‘regular way’ purchases or sales of other financial assets are recognised and derecognised on a trade date basis.\nRegular way purchases or sales are purchases or sales of other financial assets that require delivery of assets within the\ntime frame established by regulation or convention in the marketplace.\nImpairment\nOther financial assets are classified and subsequently measured at amortised cost as they are held for collection of\ncontractual cash flows solely representing payments of principal and interest. Impairment losses are presented as a\nseparate line item in the Statement of Comprehensive Income. Any gain or loss arising on derecognition is recognised\ndirectly in net results and presented in other gains / (losses) together with foreign exchange gains and losses.\nFinancial assets at amortised cost\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 174\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n24. Other financial assets (continued)\nImpairment (continued)\nECLs are recognised in two stages. For credit exposures where there has not been a significant increase in credit risk since\ninitial recognition, ECLs are based on default events possible within the next 12-months (i.e. a 12-month ECL). If there has\nbeen a significant increase in credit risk since initial recognition, a loss allowance is required for credit losses expected over\nthe remaining life of the exposure, irrespective of the timing of the default (i.e. a lifetime ECL). In addition, the consolidated\nentity considers that there has been a significant increase in credit risk when contractual payments are more than 30 days\npast due.\nThe consolidated entity's term deposits are issued by financial institutions that have strong credit ratings and are therefore\nconsidered to be low credit risk investments. Hence the consolidated entity measures the loss allowance for term deposits at\nan amount equal to a 12-month ECL. However, when there is a significant increase in credit risk since origination, the\nallowance will be based on the lifetime ECL.\nThe consolidated entity uses the ratings from external credit rating agencies both to determine whether there has been a\nsignificant increase in credit risk on the deposits and to estimate ECLs. These estimates are performed at every reporting\ndate.\nFor lease receivables, the entity applies the simplified approach permitted by AASB 9 Financial Instruments, where the loss\nallowance is based on lifetime ECLs.\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 175\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n25. Property, plant and equipment\n(a) Total property, plant and equipment\nCONSOLIDATED\nLand and \nBuildings\nPlant and \nEquipment\nInfrastructure \nsystems\nTotal\n$000\n$000\n$000\n$000\nAt 1 July 2019 - fair value\nGross carrying amount\n26,702,521\n2,717,188\n950,276\n30,369,985\n(8,401,352)\n(1,482,218)\n(486,479)\n(10,370,049)\nNet carrying amount\n18,301,169\n1,234,970\n463,797\n19,999,936\nLand and \nBuildings\nPlant and \nEquipment\nInfrastructure \nsystems\nTotal\n$000\n$000\n$000\n$000\n18,177,865\n1,232,185\n463,797\n19,873,847\n(662,636)\n(36,615)\n(23,537)\n(722,788)\n823,499\n39,400\n23,537\n886,436\n(37,559)\n-\n-\n(37,559)\n18,301,169\n1,234,970\n463,797\n19,999,936\nAdditions\n1,919,557\n334,267\n14,535\n2,268,359\nReclassifications to intangibles\n-\n(975)\n-\n(975)\nReclassification from other financial assets\n9,986\n-\n-\n9,986\nReclassification from assets held for sale\n44,658\n-\n288\n44,946\nDisposals\n(45,153)\n(16,592)\n(151)\n(61,896)\n(23,300)\n-\n-\n(23,300)\n267,135\n-\n35,713\n302,848\nDepreciation expense\n(578,353)\n(239,359)\n(25,538)\n(843,250)\n22,732\n(44,164)\n21,432\n-\nNet carrying amount at end of year\n19,918,431\n1,268,147\n510,076\n21,696,654\n(i)\nFurther details regarding fair value measurement of property, plant and equipment are disclosed in Note 29(b).\n(ii)\nYear ended 30 June 2020\nRecognition of service concession assets on initial \napplication of AASB 1059\nFurther details regarding equity transfers are disclosed in Note 36(a).\nNet carrying amount at beginning of year\nDe-recognition of service concession asset under AASB \n116\nAdjusted net carrying amount at beginning of year\nLess: accumulated depreciation and impairment\nNet revaluation increment less revaluation decrements(i)\nOther reclassifications within property, plant and \nequipment \nEquity transfers in/(out)(ii)\nDe-recognition of finance lease assets on initial \napplication of AASB 16\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 176\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n25. Property, plant and equipment (continued)\n(a) Total property, plant and equipment (continued)\nCONSOLIDATED\nLand and \nBuildings\nPlant and \nEquipment\nInfrastructure \nsystems\nTotal\n$000\n$000\n$000\n$000\nAt 1 July 2020 - fair value\nGross carrying amount\n28,838,975\n2,828,680\n997,922\n32,665,577\n(8,920,544)\n(1,560,533)\n(487,846)\n(10,968,923)\nNet carrying amount\n19,918,431\n1,268,147\n510,076\n21,696,654\nLand and \nBuildings\nPlant and \nEquipment\nInfrastructure \nsystems\nTotal\n$000\n$000\n$000\n$000\n19,918,431\n1,268,147\n510,076\n21,696,654\nAdditions\n2,091,179\n408,929\n42,290\n2,542,398\nReclassifications to intangibles\n-\n(2,294)\n-\n(2,294)\nReclassification to right-of-use assets\n(427)\n-\n-\n(427)\nReclassification from/(to) assets held for sale\n3,544\n-\n(483)\n3,061\nDisposals\n(45,123)\n(11,770)\n(993)\n(57,886)\n(99,749)\n-\n(1,370)\n(101,119)\n294,357\n3\n13,457\n307,817\nDepreciation expense\n(607,736)\n(235,588)\n(29,214)\n(872,538)\n(33,268)\n(50,404)\n83,672\n-\nNet carrying amount at end of year\n21,521,208\n1,377,023\n617,435\n23,515,666\nLand and \nBuildings\nPlant and \nEquipment\nInfrastructure \nsystems\nTotal\n$000\n$000\n$000\n$000\nAt 30 June 2021 - fair value\nGross carrying amount\n31,219,657\n3,041,014\n1,146,858\n35,407,529\n(9,698,449)\n(1,663,991)\n(529,423)\n(11,891,863)\nNet carrying amount\n21,521,208\n1,377,023\n617,435\n23,515,666\n(i)\nFurther details regarding fair value measurement of property, plant and equipment are disclosed in Note 29(b).\n(ii)\nFurther details regarding equity transfers are disclosed in Note 36(a).\nNet carrying amount at beginning of year\nNet revaluation increment less revaluation decrements(i)\nOther reclassifications within property, plant and \nequipment \nDuring the current period, the net carrying amount of $0.76 million (2020: $Nil)) for existing assets of the consolidated entity\nhas been reclassified as service concession assets.\nYear ended 30 June 2021\nLess: accumulated depreciation and impairment\n - land and buildings $765.88 million (2020: $783.07 million)\n - plant and equipment $31.13 million (2020: $35.42 million)\n - infrastructure systems $22.8 million (2020: $23.56 million)\nThe net carrying amount of service concession assets included in each class of property, plant and equipment as at 30 \nJune 2021:\nLess: accumulated depreciation and impairment\nEquity transfers in/(out)(ii)\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 177\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n25. Property, plant and equipment (continued)\n(b) Property, plant and equipment held and used by the consolidated entity\nCONSOLIDATED\nLand and \nBuildings\nPlant and \nEquipment\nInfrastructure \nsystems\nTotal\n$000\n$000\n$000\n$000\nAt 1 July 2019 - fair value\nGross carrying amount\n26,468,111\n2,717,188\n950,276\n30,135,575\n(8,300,201)\n(1,482,218)\n(486,479)\n(10,268,898)\nNet carrying amount\n18,167,910\n1,234,970\n463,797\n19,866,677\nLand and \nBuildings\nPlant and \nEquipment\nInfrastructure \nsystems\nTotal\n$000\n$000\n$000\n$000\n18,044,606\n1,232,185\n463,797\n19,740,588\n(662,636)\n(36,615)\n(23,537)\n(722,788)\n823,499\n39,400\n23,537\n886,436\n(37,559)\n-\n-\n(37,559)\nAdjusted net carrying amount at beginning of year\n18,167,910\n1,234,970\n463,797\n19,866,677\nAdditions\n1,919,234\n334,267\n14,535\n2,268,036\nReclassifications to intangibles\n-\n(975)\n-\n(975)\nReclassification from other financial assets\n9,986\n-\n-\n9,986\nReclassification from assets held for sale\n44,658\n-\n288\n44,946\nDisposals\n(45,153)\n(16,592)\n(151)\n(61,896)\n(23,300)\n-\n-\n(23,300)\n266,241\n-\n35,713\n301,954\nDepreciation expense\n(572,186)\n(239,359)\n(25,538)\n(837,083)\n21,169\n(44,164)\n21,432\n(1,563)\nNet carrying amount at end of year\n19,788,559\n1,268,147\n510,076\n21,566,782\n(i)\nFurther details regarding fair value measurement of property, plant and equipment are disclosed in Note 29(b).\n(ii)\nLess: accumulated depreciation and impairment\nRecognition of service concession assets on initial \napplication of AASB 1059\nYear ended 30 June 2020\nFurther details regarding equity transfers are disclosed in Note 36(a).\nDe-recognition of finance lease assets on initial \napplication of AASB 16\nDe-recognition of service concession asset under AASB \n116\nOther reclassifications within property, plant and \nequipment \nNet carrying amount at beginning of year\nEquity transfers in/(out)(ii)\nNet revaluation increment less revaluation decrements(i)\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 178\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n25. Property, plant and equipment (continued)\n(b) Property, plant and equipment held and used by the consolidated entity (continued)\nCONSOLIDATED\nLand and \nBuildings\nPlant and \nEquipment\nInfrastructure \nsystems\nTotal\n$000\n$000\n$000\n$000\nAt 1 July 2020 - fair value\nGross carrying amount\n28,573,580\n2,828,680\n997,922\n32,400,182\n(8,785,021)\n(1,560,533)\n(487,846)\n(10,833,400)\nNet carrying amount\n19,788,559\n1,268,147\n510,076\n21,566,782\nLand and \nBuildings\nPlant and \nEquipment\nInfrastructure \nsystems\nTotal\n$000\n$000\n$000\n$000\n19,788,559\n1,268,147\n510,076\n21,566,782\nAdditions\n2,038,334\n408,929\n42,290\n2,489,553\nReclassifications to intangibles\n-\n(2,294)\n-\n(2,294)\nReclassification to right-of-use assets\n(427)\n-\n-\n(427)\nReclassification from/(to) assets held for sale\n3,544\n-\n(483)\n3,061\nDisposals\n(45,123)\n(11,770)\n(993)\n(57,886)\n(99,749)\n-\n(1,370)\n(101,119)\n292,699\n3\n13,457\n306,159\nDepreciation expense\n(601,716)\n(235,588)\n(29,214)\n(866,518)\n(40,009)\n(50,404)\n83,454\n(6,959)\nNet carrying amount at end of year\n21,336,112\n1,377,023\n617,217\n23,330,352\nLand and \nBuildings\nPlant and \nEquipment\nInfrastructure \nsystems\nTotal\n$000\n$000\n$000\n$000\nAt 30 June 2021 - fair value\nGross carrying amount\n30,895,464\n3,041,014\n1,146,387\n35,082,865\n(9,559,352)\n(1,663,991)\n(529,170)\n(11,752,513)\nNet carrying amount\n21,336,112\n1,377,023\n617,217\n23,330,352\n(i) Further details regarding fair value measurement of property, plant and equipment are disclosed in Note 29(b).\n(ii) Further details regarding equity transfers are disclosed in Note 36(a).\nLess: accumulated depreciation and impairment\nEquity transfers in/(out)(ii)\nLess: accumulated depreciation and impairment\nOther reclassifications within property, plant and \nequipment \nNet revaluation increment less revaluation decrements(i)\nYear ended 30 June 2021\nNet carrying amount at beginning of year\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 179\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n25. Property, plant and equipment (continued)\n(c) Property, plant and equipment where the consolidated entity is the lessor under operating leases\nCONSOLIDATED\nLand and \nBuildings\nPlant and \nEquipment\nInfrastructure \nsystems\nTotal\n$000\n$000\n$000\n$000\nAt 1 July 2019 - fair value\nGross carrying amount\n234,410\n-\n-\n234,410\n(101,151)\n-\n-\n(101,151)\nNet carrying amount\n133,259\n-\n-\n133,259\nLand and \nBuildings\nPlant and \nEquipment\nInfrastructure \nsystems\nTotal\n$000\n$000\n$000\n$000\n133,259\n-\n-\n133,259\nAdditions\n323\n-\n-\n323\n894\n-\n-\n894\nDepreciation expense\n(6,167)\n-\n-\n(6,167)\n1,563\n-\n-\n1,563\nNet carrying amount at end of year\n129,872\n-\n-\n129,872\n(i) Further details regarding fair value measurement of property, plant and equipment are disclosed in Note 29(b).\nNet revaluation increment less revaluation decrements(i)\nOther reclassifications within property, plant and \nequipment \nYear ended 30 June 2020\nNet carrying amount at beginning of year\nLess: accumulated depreciation and impairment\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 180\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n25. Property, plant and equipment (continued)\n(c) Property, plant and equipment where the consolidated entity is the lessor under operating leases (continued)\nCONSOLIDATED\nLand and \nBuildings\nPlant and \nEquipment\nInfrastructure \nsystems\nTotal\n$000\n$000\n$000\n$000\nAt 1 July 2020 - fair value\nGross carrying amount\n265,395\n-\n-\n265,395\n(135,523)\n-\n-\n(135,523)\nNet carrying amount\n129,872\n-\n-\n129,872\nLand and \nBuildings\nPlant and \nEquipment\nInfrastructure \nsystems\nTotal\n$000\n$000\n$000\n$000\n129,872\n-\n-\n129,872\n52,845\n-\n-\n52,845\nNet revaluation increment less revaluation decrements(i)\n1,658\n-\n-\n1,658\nDepreciation expense\n(6,020)\n-\n-\n(6,020)\n6,741\n-\n218\n6,959\nNet carrying amount at end of year\n185,096\n-\n218\n185,314\nLand and \nBuildings\nPlant and \nEquipment\nInfrastructure \nsystems\nTotal\n$000\n$000\n$000\n$000\nAt 30 June 2021 - fair value\nGross carrying amount\n324,193\n-\n471\n324,664\n(139,097)\n-\n(253)\n(139,350)\nNet carrying amount\n185,096\n-\n218\n185,314\n(i) Further details regarding fair value measurement of property, plant and equipment are disclosed in Note 29(b).\nLess: accumulated depreciation and impairment\nLess: accumulated depreciation and impairment\nAdditions\nYear ended 30 June 2021\nNet carrying amount at beginning of year\nOther reclassifications within property, plant and \nequipment \n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 181\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n25. Property, plant and equipment (continued)\n(a) Total property, plant and equipment\nPARENT\nLand and \nBuildings\nPlant and \nEquipment\nInfrastructure \nsystems\nTotal\n$000\n$000\n$000\n$000\nAt 1 July 2019 - fair value\nGross carrying amount\n203,927\n8,338\n3,879\n216,144\n(71,350)\n(6,261)\n(2,812)\n(80,423)\nNet carrying amount\n132,577\n2,077\n1,067\n135,721\nLand and \nBuildings\nPlant and \nEquipment\nInfrastructure \nsystems\nTotal\n$000\n$000\n$000\n$000\nYear ended 30 June 2020\nNet carrying amount at beginning of year\n132,577\n2,077\n1,067\n135,721\nAdditions\n57,990\n3,063\n-\n61,053\nDisposals\n(36,640)\n(6)\n(151)\n(36,797)\n36,640\n-\n151\n36,791\nDepreciation expense\n(4,070)\n(437)\n(106)\n(4,613)\nNet carrying amount at end of year\n186,497\n4,697\n961\n192,155\n(ii)  \nEquity transfers in/(out)(ii)\nLess: accumulated depreciation and impairment\nFurther details regarding equity transfers are disclosed in Note 36(a).\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 182\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n25. Property, plant and equipment (continued)\n(a) Total property, plant and equipment (continued)\nPARENT\nLand and \nBuildings\nPlant and \nEquipment\nInfrastructure \nsystems\nTotal\n$000\n$000\n$000\n$000\nAt 1 July 2020 - fair value\nGross carrying amount\n314,103\n10,081\n3,879\n328,063\n(127,606)\n(5,384)\n(2,918)\n(135,908)\nNet carrying amount\n186,497\n4,697\n961\n192,155\nLand and \nBuildings\nPlant and \nEquipment\nInfrastructure \nsystems\nTotal\n$000\n$000\n$000\n$000\n186,497\n4,697\n961\n192,155\nAdditions\n26\n4,107\n-\n4,133\nDisposals\n(11,036)\n(394)\n-\n(11,430)\nTransfers to NSW Health entities\n-\n(4,133)\n-\n(4,133)\n11,036\n2\n-\n11,038\n(1,202)\n-\n-\n(1,202)\nDepreciation expense\n(5,663)\n(357)\n(97)\n(6,117)\nNet carrying amount at end of year\n179,658\n3,922\n864\n184,444\nLand and \nBuildings\nPlant and \nEquipment\nInfrastructure \nsystems\nTotal\n$000\n$000\n$000\n$000\nAs at 30 June 2021\nGross carrying amount\n312,927\n6,579\n3,879\n323,385\n(133,269)\n(2,657)\n(3,015)\n(138,941)\nNet carrying amount\n179,658\n3,922\n864\n184,444\n(i)  \n(ii)  \nFurther details regarding fair value measurement of property, plant and equipment are disclosed in Note 29(b).\nEquity transfers in/(out)(ii)\nThe parent entity does not have any service concession assets for the periods ended 30 June 2021 and 30 June 2020.\nDuring the current period, no existing assets of the parent entity have been reclassified as service concession assets.\nNet carrying amount at beginning of year\nNet revaluation increment less revaluation decrements(i)\nLess: accumulated depreciation and impairment\nLess: accumulated depreciation and impairment\nYear ended 30 June 2021\nFurther details regarding equity transfers are disclosed in Note 36(a).\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 183\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n25. Property, plant and equipment (continued)\n(b) Property, plant and equipment held and used by the parent entity\nPARENT\nLand and \nBuildings\nPlant and \nEquipment\nInfrastructure \nsystems\nTotal\n$000\n$000\n$000\n$000\nAt 1 July 2019 - fair value\nGross carrying amount\n134,428\n8,338\n3,879\n146,645\n(40,280)\n(6,261)\n(2,812)\n(49,353)\nNet carrying amount\n94,148\n2,077\n1,067\n97,292\nLand and \nBuildings\nPlant and \nEquipment\nInfrastructure \nsystems\nTotal\n$000\n$000\n$000\n$000\nNet carrying amount at beginning of year\n94,148\n2,077\n1,067\n97,292\nAdditions\n57,990\n3,063\n-\n61,053\nDisposals\n(36,640)\n(6)\n(151)\n(36,797)\n36,640\n-\n151\n36,791\nDepreciation expense\n(1,524)\n(437)\n(106)\n(2,067)\n(2,603)\n-\n-\n(2,603)\nNet carrying amount at end of year\n148,011\n4,697\n961\n153,669\n(ii)  \nOther reclassifications within property, plant and \nequipment\nYear ended 30 June 2020\nEquity transfers in/(out)(ii)\nLess: accumulated depreciation and impairment\nFurther details regarding equity transfers are disclosed in Note 36(a).\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 184\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n25. Property, plant and equipment (continued)\n(b) Property, plant and equipment held and used by the parent entity (continued)\nPARENT\nLand and \nBuildings\nPlant and \nEquipment\nInfrastructure \nsystems\nTotal\n$000\n$000\n$000\n$000\nAt 1 July 2020 - fair value\nGross carrying amount\n200,215\n10,081\n3,879\n214,175\n(52,204)\n(5,384)\n(2,918)\n(60,506)\nNet carrying amount\n148,011\n4,697\n961\n153,669\nLand and \nBuildings\nPlant and \nEquipment\nInfrastructure \nsystems\nTotal\n$000\n$000\n$000\n$000\n148,011\n4,697\n961\n153,669\nAdditions\n26\n4,107\n-\n4,133\nDisposals\n(11,036)\n(394)\n-\n(11,430)\nTransfers to NSW Health entities\n-\n(4,133)\n-\n(4,133)\n11,036\n2\n-\n11,038\n(1,202)\n-\n-\n(1,202)\nDepreciation expense\n(3,226)\n(357)\n(97)\n(3,680)\n3,544\n-\n-\n3,544\nNet carrying amount at end of year\n147,153\n3,922\n864\n151,939\nLand and \nBuildings\nPlant and \nEquipment\nInfrastructure \nsystems\nTotal\n$000\n$000\n$000\n$000\nAt 30 June 2021 - fair value\nGross carrying amount\n207,018\n6,579\n3,879\n217,476\n(59,865)\n(2,657)\n(3,015)\n(65,537)\nNet carrying amount\n147,153\n3,922\n864\n151,939\n(i)  \n(ii)  \nFurther details regarding equity transfers are disclosed in Note 36(a).\nYear ended 30 June 2021\nNet carrying amount at beginning of year\nNet revaluation increment less revaluation decrements(i)\nLess: accumulated depreciation and impairment\nLess: accumulated depreciation and impairment\nEquity transfers in/(out)(ii)\nFurther details regarding fair value measurement of property, plant and equipment are disclosed in Note 29(b).\nOther reclassifications within property, plant and \nequipment\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 185\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n25. Property, plant and equipment (continued)\n(c) Property, plant and equipment where the parent entity is the lessor under operating leases\nPARENT\nLand and \nBuildings\nPlant and \nEquipment\nInfrastructure \nsystems\nTotal\n$000\n$000\n$000\n$000\nAt 1 July 2019 - fair value\nGross carrying amount\n69,499\n-\n-\n69,499\n(31,070)\n-\n-\n(31,070)\nNet carrying amount\n38,429\n-\n-\n38,429\nLand and \nBuildings\nPlant and \nEquipment\nInfrastructure \nsystems\nTotal\n$000\n$000\n$000\n$000\nNet carrying amount at beginning of year\n38,429\n-\n-\n38,429\nDepreciation expense\n(2,546)\n-\n-\n(2,546)\n2,603\n-\n-\n2,603\nNet carrying amount at end of year\n38,486\n-\n-\n38,486\nLess: accumulated depreciation and impairment\nOther reclassifications within property, plant and \nequipment\nYear ended 30 June 2020\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 186\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n25. Property, plant and equipment (continued)\n(c) Property, plant and equipment where the parent entity is the lessor under operating leases (continued)\nPARENT\nLand and \nBuildings\nPlant and \nEquipment\nInfrastructure \nsystems\nTotal\n$000\n$000\n$000\n$000\nAt 1 July 2020 - fair value\nGross carrying amount\n113,888\n-\n-\n113,888\n(75,402)\n-\n-\n(75,402)\nNet carrying amount\n38,486\n-\n-\n38,486\nLand and \nBuildings\nPlant and \nEquipment\nInfrastructure \nsystems\nTotal\n$000\n$000\n$000\n$000\n38,486\n-\n-\n38,486\nDepreciation expense\n(2,437)\n-\n-\n(2,437)\n(3,544)\n-\n-\n(3,544)\nNet carrying amount at end of year\n32,505\n-\n-\n32,505\nLand and \nBuildings\nPlant and \nEquipment\nInfrastructure \nsystems\nTotal\n$000\n$000\n$000\n$000\nAt 30 June 2021 - fair value\nGross carrying amount\n105,909\n-\n-\n105,909\n(73,404)\n-\n-\n(73,404)\nNet carrying amount\n32,505\n-\n-\n32,505\nLess: accumulated depreciation and impairment\nLess: accumulated depreciation and impairment\nOther reclassifications within property, plant and \nequipment\nYear ended 30 June 2021\nNet carrying amount at beginning of year\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 187\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n25. Property, plant and equipment (continued)\nUseful lives\n40 years\n3-40 years\n4-20 years\n40 years\nInfrastructure systems                                                                                     \nPlant and equipment\nDepreciation of property, plant and equipment\nExcept for certain non-depreciable assets, depreciation is provided for on a straight-line basis so as to write off the\ndepreciable amount of each asset as it is consumed over its useful life to the consolidated entity.\nAll material identifiable components of assets are depreciated separately over their useful lives. \nLand is not a depreciable asset. Certain heritage assets including original artworks and collections and heritage buildings\nmay not have a limited useful life because appropriate curatorial and preservation policies are adopted. Such assets are not\nsubject to depreciation. The decision not to recognise depreciation for these assets is reviewed annually.\nDetails of depreciation rates initially applied for major asset categories are as follows:\nBuildings                                                                                                            \nBuildings - leasehold improvements\nWhen a major inspection is performed, its cost is recognised in the carrying amount of the plant and equipment as a\nreplacement if the recognition criteria are satisfied.\nRestoration costs\nThe present value of the expected cost for the restoration or cost of dismantling of an asset after its use is included in the\ncost of the respective asset if the recognition criteria for a provision are met. \nAssets acquired at no cost, or for nominal consideration, are initially recognised at their fair value at the date of acquisition\n(see also assets transferred as a result of an equity transfer in Note 36).\nRecognition and Measurement\nAcquisition of property, plant and equipment\nProperty, plant and equipment acquired are initially recognised at cost and subsequently revalued at fair value less\naccumulated depreciation and impairment. Cost is the amount of cash or cash equivalents paid or the fair value of the other\nconsideration given to acquire the asset at the time of its acquisition or construction or, where applicable, the amount\nattributed to that asset when initially recognised in accordance with the requirements of other Australian Accounting\nStandards.\nMajor inspection costs\nLand and buildings which are owned by the Health Administration Corporation or the State and operated by the parent or its\ncontrolled entities are deemed to be controlled by the parent and its controlled entities and are recognised as such in the\nfinancial statements.\nCapitalisation thresholds\nProperty, plant and equipment and intangible assets costing $10,000 and above individually (or forming part of a network\ncosting more than $10,000) are capitalised.\nFair value is the price that would be received to sell an asset in an orderly transaction between market participants at\nmeasurement date.\nWhere payment for an asset is deferred beyond normal credit terms, its cost is the cash price equivalent, i.e. the deferred\npayment amount is effectively discounted over the period of credit.\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 188\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n25. Property, plant and equipment (continued)\nService concession assets\nThe consolidated entity has adopted AASB 1059 Service Concession Arrangements: Grantors (AASB 1059) from 1 July\n2020. However, comparatives for the year ended 30 June 2020 have been adjusted retrospectively to reflect AASB 1059.\nNote 1(h) details changes in the consolidated entity’s accounting policies and a summary of impacts on the first time\nadoption. This note provides disclosures required under the new accounting standard and relates to the consolidated entity’s\nservice concession arrangements in place during the current year.\nService concession arrangements (SCAs) are contracts between a grantor and an operator where an operator provides\npublic services related to a service concession asset on behalf of a public sector grantor for a specified period of time and\nmanages at least some of those services.\nBased on the consolidated entity’s assessment, the following arrangements fall in the scope of AASB 1059:\nRight-of-Use Assets acquired by lessees\nFrom 1 July 2019, AASB 16 Leases (AASB 16) requires a lessee to recognise a right-of-use asset for most leases. The\nconsolidated entity has elected to present right-of-use assets separately in the Statement of Financial Position.\nDepreciation of property, plant and equipment (continued)\nPlant and equipment comprises, among others, medical, computer and office equipment, motor vehicles, furniture and\nfittings and PODS (a detachable or self - contained unit on ambulances used for patient treatment).\nInfrastructure systems comprises public facilities which provide essential services and enhance the productive capacity of\nthe economy including roads, bridges, water infrastructure and distribution works, sewerage treatment plants, seawalls and\nwater reticulation systems. \nFurther information on leases is contained at Note 26.\nThe estimated useful lives, residual values and depreciation methods are reviewed at the end of each reporting period and\nadjusted if appropriate.\nRecognition and Measurement (continued)\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 189\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n25. Property, plant and equipment (continued)\nPublic Hospitals\nName and description of \nthe SCA\nPeriod of arrangement\nNorthern Beaches Public Hospital\n20 years (2018 - 2038)\nNorthern Beaches Car Park\n40 years (2018 - 2058)\nHawkesbury Hospital\n28 years (1994 - 2022)\nTerms of the arrangement\nRights and obligations\nChanges in arrangement \noccurring during 2020\nNil\nChanges in arrangement \noccurring during 2021\nNil\nCarrying amounts of SCA\nExisting asset\nNew asset* \nExisting asset\nNew asset* \n 2021\n 2021\n 2020\n 2020\n$000\n$000\n$000\n$000\nNorthern Beaches Public \nHospital  \n592,427\n-\n                   610,696                              -   \nNorthern Beaches Car Park\n-\n49,381\n                             -                        50,698 \nHawkesbury Hospital\n59,113\n3,609\n                     60,477                        3,346 \n* New asset brought onto balance sheet on transition of AASB 1059.\nService concession assets (continued)\nRecognition and Measurement (continued)\nDescription\nThe consolidated entity is obligated to provide both operators access to the hospital and the\ncarpark. The operators are responsible for the delivery of health services to public patients\nat the hospital which the consolidated entity is obligated to pay for under the annual service\nagreements. At the end of the arrangement, the operators are obligated to return all assets\nback to the consolidated entity. For Northern Beaches Hospital, the consolidated entity will\nbe sharing a portion of the hospital facilities with the private operator for an additional term\nof 20 years after the expiry of the concession period. The consolidated entity is required to\nissue a notice outlining what shared services will be provided by different parties. The\nconsolidated entity has the right to extend the Northern Beaches Hospital arrangement for\nup to five years, by way of giving three years notice to the operator. For Hawkesbury\nHospital, the right to extend has already been exercised prior to 1 July 2019 with no further\nrights available in the existing agreement.\nThe consolidated entity has contracted HealthScope (Operator for Northern Beaches\nHospital) and St John of God Health Care (Operator for Hawkesbury Hospital) to build,\noperate and manage the hospitals and the car park for the duration of the arrangement. The\nconstruction of both hospitals was funded by the consolidated entity. Northern Beaches\nHospital was paid upfront on completion of the construction works, while Hawkesbury\nHospital was paid over time under a financing arrangement with the Operator. There are no\nremaining future construction payments. The Operator has fully funded the Northern\nBeaches car park, and the consolidated entity has granted rights to the Operator to operate\nand generate revenue from that car park. Annual service level agreements are entered into\nfor the delivery of public health services at both hospitals with the Operator, which is funded\nby the consolidated entity, paid on a monthly basis. \nNorthern Beaches Hospital and Hawkesbury Hospital are two public hospitals built under\ntwo separate Public Private Partnership (PPP) arrangements that are now treated as part of\nservice concession arrangements. \n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 190\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n25. Property, plant and equipment (continued)\nHospital car parks\nName and description of \nthe SCA\n- Prince of Wales Hospital car parks\n- St George Hospital car parks\nPeriod of arrangement\nRNSH P1 car park \n \n26.5 years (2010 - 2036)\nRNSH P2 car park\n22 years (2014 - 2036)\nPrince of Wales hospital car park\n25 years (1997 - 2022)\nSt George hospital car park\n25 years (1999 - 2024)\nTerms of the arrangement\nRights and obligations\nChanges in arrangement \noccurring during 2020\nNil\nChanges in arrangement \noccurring during 2021\nNil\nCarrying amounts of SCA\nExisting asset\nNew asset* \nExisting asset\nNew asset* \n 2021\n 2021\n 2020\n 2020\n$000\n$000\n$000\n$000\nRNSH P1 Car Park\n7,140\n16,376\n                       7,140                      17,505 \nRNSH P2 Car Park\n2,671\n19,139\n                       2,671                      19,710 \nSt George Hospital Car Park\n3,548\n6,223\n                       3,445                        6,207 \nPrince of Wales Hospital Car \nPark\n-\n50,364\n                             -                        50,239 \n* New asset brought onto balance sheet on transition of AASB 1059.\nDescription\nRecognition and Measurement (continued)\nService concession assets (continued)\nConsist of three arrangements:\nThe consolidated entity has contracted Infrashore (Operator) to build RNSH P2 car park and\nmanage both RNSH P1 and P2 car parks for the duration of the arrangement. The\nconstruction of the RNSH P2 car park is funded by the consolidated entity, paid in\ninstalments under a financing arrangement for the duration of the term. RNSH P1 car park\nwas an existing carpark of the consolidated entity. The other two car parks (Prince of Wales\nhospital car park and St George hospital car park) were funded by the International Parking\nGroup (Operator) which was contracted by the consolidated entity to build, manage and\noperate both car parks for the duration of the arrangement. For all these car parks, the\nconsolidated entity has granted rights to the Operator to operate and generate revenue from\nthe car parks. Upon grant of this right, the Operator has paid an upfront license fee to the\nconsolidated entity.\nThe consolidated entity is obliged to provide the operators with access to the carparks and\nobligated to pay for the construction of the RNSH P2 car park under the financing\narrangement with the Operator. The operators are responsible for operating the car parks\nand at the end of the arrangement, return all assets back to the consolidated entity. There\nare currently no provisions for extension of the term in the existing contract.\n- Multi-storey carparks at Royal North Shore Hospital, RNSH P1 and RNSH P2\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 191\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n25. Property, plant and equipment (continued)\nHospital facilities\nName and description of \nthe SCA\nPeriod of arrangement\nMental Health Recovery Centre\n5 years (2019 to 2023)\nMercy Care Centre Young\n20 years (2004 to 2024)\nTerms of the arrangement\nRights and obligations\nChanges in arrangement \noccurring during 2020\nNil\nChanges in arrangement \noccurring during 2021\nNil\nCarrying amounts of SCA\nExisting asset\nNew asset* \nExisting asset\nNew asset* \n 2021\n 2021\n 2020\n 2020\n$000\n$000\n$000\n$000\nMental Health Recovery \nCentre\n4,885\n-\n                       4,815                              -   \nMercy Care Centre Young\n4,937\n                       5,100                              -   \n* New asset brought onto balance sheet on transition of AASB 1059.\nConsist of two arrangements:\nThe consolidated entity has separately contracted Neami Limited (Operator for Mental\nHealth Recovery Centre) and Mercy Health (Operator for Mercy Care Centre Young) to\nmanage respective facilities for the duration of the arrangement. Separate funding\narrangements have also been agreed to compensate the respective operators for managing\nthe facilities. The capital assets associated with the arrangement have been provided by the\nconsolidated entity to the operators.\nThe consolidated entity is obligated to provide both operators with access to the respective\nfacilities. The operators are responsible for the delivery of specified services to patients at\nthe respective facilities. The consolidated entity is obligated to pay for those services under\nthe funding agreements. At the end of the arrangement, the operators are obliged to return\nall assets back to the consolidated entity. There is no provision for an extension of the\nterms, however they can be separately negotiated.\nRecognition and Measurement (continued)\nService concession assets (continued)\nDescription\nMental Health Recovery Centre - 10 bed residential Mental Health Sub-Acute Unit in Broken\nHill that provides services to people across the Far West Local Health District. The Far\nWest Mental Health Recovery Centre (Centre) is owned by the consolidated entity and\noperated by Neami Limited under a service agreement.\nMercy Care Centre Young - 26 bed purpose-built sub-acute rehabilitation and palliative care\nunit in Young that provides services to the people of Young and surrounding regions. The\nMercy Care Centre Young is owned by the consolidated entity and operated by Mercy\nHealth under a 20 year lease agreement and annual service agreements.\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 192\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n25. Property, plant and equipment (continued)\ni.\nii.\niii.\n●\n●\n●\nthe consolidated entity accounts for the asset in accordance with other AAS, with the entity reclassifying the asset \nbased on its nature or function;\nInitial recognition\nFor arrangements within the scope of AASB 1059, the entity recognises a service concession asset when it controls the\nasset. Where the asset is provided by the operator, or is an upgrade to or a major component replacement of an\nexisting asset of the entity, the asset is recognised at current replacement cost based on AASB 13 Fair Value\nMeasurement  principles.\nService concession assets (continued)\nWhere the asset is an existing asset of the entity, the asset is reclassified as a service concession asset and\nremeasured at current replacement cost at the date of reclassification. Any difference between the previous carrying\namount and current replacement cost is recognised as if it is a revaluation of the asset.\nSubsequent to initial recognition\nSubsequent to the initial recognition or reclassification, the service concession asset is measured at current\nreplacement cost and accounted for in accordance with the depreciation and impairment requirements of AASB 116\nProperty, Plant and Equipment and  AASB 136 Impairment of Assets.\nAt the end of the arrangement\nAt the end of a service concession arrangement:\nreference to fair value reverts from the mandated current replacement cost under AASB 1059 to the appropriate \napproach under AASB 13; and\nthe asset is only derecognised when the entity loses control of the asset in accordance with AASB 116.\nRevaluations of property, plant and equipment\nPhysical non-current assets are valued in accordance with the TPP 14-01 Valuation of Physical Non-Current Assets at Fair\nValue (TPP 14-01). This policy adopts fair value in accordance with AASB 13 Fair Value Measurement (AASB 13) and \nAASB 116 Property, Plant and Equipment (AASB 116). \nProperty, plant and equipment is measured at the highest and best use by market participants that is physically possible,\nlegally permissible and financially feasible. The highest and best use must be available at a period that is not remote and\ntakes into account the characteristics of the asset being measured, including any socio-political restrictions imposed by\ngovernment. In most cases, after taking into account these considerations, the highest and best use is the existing use. In\nlimited circumstances, the highest and best use may be a feasible alternative use, where there are no restrictions on use or\nwhere there is a feasible higher restricted alternative use.\nFair value of property, plant and equipment is based on a market participant's perspective, using valuation techniques\n(market approach, cost approach, income approach) that maximise relevant observable inputs and minimise unobservable\ninputs. Also refer to Note 29 for further information regarding fair value.\nRecognition and Measurement (continued)\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 193\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n25. Property, plant and equipment (continued)\nThe last comprehensive revaluation for the parent entity was completed on 31 December 2018 and was based on an\nindependent assessment.\nComprehensive revaluations are conducted annually in December on a rolling basis and are based on an independent\nassessment. A schedule of revaluations has been developed which rolls over every three years. Interim or out of schedule\nrevaluations are conducted where cumulative changes to indicators suggest fair value may differ materially from carrying\nvalue. No interim or out of schedule revaluations were completed in the current year. The consolidated entity uses an\nexternal professionally qualified valuer to conduct the interim revaluations.\nNon-specialised assets with short useful lives are measured at depreciated historical cost, as an approximation of fair value.\nThe consolidated entity has assessed that any difference between fair value and depreciated historical cost is unlikely to be\nmaterial.\nRevaluations are made with sufficient regularity to ensure the carrying amount of each asset in the class does not differ\nmaterially from its fair value at reporting date. The consolidated entity conducts a comprehensive revaluation at least every\nthree years on a rotational basis for its land and buildings and infrastructure. Interim desktop revaluations are conducted\nbetween comprehensive revaluations for those assets, where cumulative changes to indicators suggest fair value may differ\nmaterially from carrying value. The consolidated entity uses an independent professionally qualified valuer for such\nrevaluations.\nRecognition and Measurement (continued)\nRevaluations of property, plant and equipment (continued)\nThe residual values, useful lives and methods of depreciation of property, plant and equipment are reviewed at each\nfinancial year end and adjusted if appropriate.\nFor other assets valued using other valuation techniques, any balances of accumulated depreciation at the revaluation date\nin respect of those assets are credited to the asset accounts to which they relate. The net asset accounts are then increased\nor decreased by the revaluation increments or decrements.\nRevaluation increments are recognised in other comprehensive income and credited to revaluation surplus in equity.\nHowever, to the extent that an increment reverses a revaluation decrement in respect of the same class of asset previously\nrecognised as a loss in the net result, the increment is recognised immediately as a gain in the net result.\nWhen revaluing non-current assets using the cost approach, the gross amount and the related accumulated depreciation are\nseparately restated. Where the income approach or market approach is used, accumulated depreciation is eliminated\nagainst the gross carrying amount of the asset and the net amount restated to the revalued amount of the asset.\nWhere an asset that has previously been revalued is disposed of, any balance remaining in the revaluation surplus in\nrespect of that asset is transferred to accumulated funds.\nAs a not-for-profit entity, revaluation increments and decrements are offset against one another within a class of non-current\nassets, but not otherwise.\nRevaluation decrements are recognised immediately as a loss in the net result, except to the extent that it offsets an existing\nrevaluation surplus on the same class of assets, in which case, the decrement is debited directly to the revaluation surplus.\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 194\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n25. Property, plant and equipment (continued)\nProperty, plant and equipment is derecognised upon disposal or when no further future economic benefits are expected from\nits use or disposal. Gains and losses on disposals are determined by comparing the proceeds with the carrying amount of\nthe asset and are included in the consolidated Statement of Comprehensive Income.\nRecognition and Measurement (continued)\nAs a not-for-profit entity, an impairment loss is recognised in the net result to the extent the impairment loss exceeds the\namount in the revaluation surplus for the class of asset.\nAfter an impairment loss has been recognised, it is reversed only if there has been a change in the assumptions used to\ndetermine the asset’s recoverable amount. The reversal is limited so that the carrying amount of the asset does not exceed\nits recoverable amount, nor exceed the carrying amount that would have been determined, net of depreciation, had no\nimpairment loss been recognised for the asset in prior years. Such reversal is recognised in net result and is treated as a\nrevaluation increase. However, to the extent that an impairment loss on the same class of asset was previously recognised\nin net result, a reversal of that impairment loss is also recognised in net result.\nDerecognition of property, plant and equipment\nImpairment of property, plant and equipment\nAs a not-for-profit entity with no cash generating units, impairment under AASB 136 Impairment of Assets is unlikely to\narise. As property, plant and equipment is carried at fair value or an amount that approximates fair value, impairment can\nonly arise in the rare circumstances such as where the costs of disposal are material.  \nThe consolidated entity assesses, at each reporting date, whether there is an indication that an asset may be impaired. If\nany indication exists, or when annual impairment testing for an asset is required, the consolidated entity estimates the\nasset’s recoverable amount. When the carrying amount of an asset exceeds its recoverable amount, the asset is considered\nimpaired and is written down to its recoverable amount.\nSpecialised assets held for continuing use of their service capacity are rarely sold and their cost of disposal is typically\nnegligible. Their recoverable amount is expected to be materially the same as fair value, where they are regularly revalued\nunder AASB 13.\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 195\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n26. Leases\n(a)\nEntity as a lessee\nThe consolidated entity leases various property, equipment and motor vehicles. Lease contracts are typically made for fixed\nperiods of 1 to 10 years (parent entity: 1 to 30 years), but may have extension options. Lease terms are negotiated on an\nindividual basis and contain a wide range of different terms and conditions. The lease agreements do not impose any\ncovenants but leased assets may not be used as security for borrowing purposes. The consolidated entity does not provide\nresidual value guarantees in relation to leases.\nExtension and termination options are included in a number of property and equipment leases. These terms are used to\nmaximise operational flexibility in terms of managing contracts. The majority of extension and termination options held are\nexercisable only by the consolidated entity and not by the respective lessor. In determining the lease term, management\nconsiders all facts and circumstances that create an economic incentive to exercise an extension option, or not exercise a\ntermination option. Extension options (or periods after termination options) are only included in the lease term if the lease is\nreasonably certain to be extended (or not terminated). Potential future cash outflows of $297.85 million (2020: $304.6\nmillion) (parent entity: $2.5 million, 2020: $12.3 million)) have not been included in the lease liability because it is not\nreasonably certain that the leases will be extended (or not terminated). The assessment is reviewed if a significant event or\na significant change in circumstances occurs which affects this assessment and that is within the control of the lessee.\nDuring the current financial year, the financial effect of revising lease terms to reflect the effect of exercising extensions and\ntermination options was an increase in recognised lease liabilities and right-of-use assets of $5.7 million (2020: $Nil) (parent\nentity: $Nil, 2020: $Nil).\nThe consolidated entity has elected to recognise payments for short-term leases and low value leases as expenses on a\nstraight line basis, instead of recognising a right-of-use asset and lease liability. Short-term leases are leases with a lease\nterm of 12 months or less. Low value assets are assets with a fair value of $10,000 or less when new and comprise mainly\nof small office and medical equipment items.\nAASB 16 Leases (AASB 16) requires a lessee to recognise a right-of-use asset and a corresponding lease liability for most\nleases.\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 196\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n26. Leases (continued)\n(a)\nEntity as a lessee (continued)\nRight-of-use assets under leases\nLand and \nBuildings\nPlant and \nEquipment\nTotal\n$000\n$000\n$000\nBalance at 1 July 2020\n873,073\n313,391\n1,186,464\nAdditions\n25,113\n47,052\n72,165\nReassessments\n109,301\n3,228\n112,529\nDisposals\n(7,408)\n(1,588)\n(8,996)\nDepreciation expense\n(89,841)\n(86,613)\n(176,454)\nImpairment losses (recognised in 'Other gains / (losses)')\n(99,201)\n-\n(99,201)\nReclassifications from property, plant and equipment\n427\n-\n427\nBalance at 30 June 2021\n811,464\n275,470\n1,086,934\nLand and \nBuildings\nPlant and \nEquipment\nTotal\n$000\n$000\n$000\nBalance at 1 July 2019\n430,881\n328,003\n758,884\nAdditions\n520,754\n62,755\n583,509\nReassessments\n3,656\n904\n4,560\nDisposals\n(1,510)\n(787)\n(2,297)\nDepreciation expense\n(77,810)\n(77,484)\n(155,294)\nImpairment losses (recognised in 'Other gains / (losses)')\n(2,898)\n-\n(2,898)\nBalance at 30 June 2020\n873,073\n313,391\n1,186,464\nThe following table presents right-of-use assets that do not meet the definition of investment property.\nThere are no right-of-use assets that meet the definition of investment property.\nCONSOLIDATED\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 197\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n26. Leases (continued)\n(a)\nEntity as a lessee (continued)\nRight-of-use assets under leases (continued)\nPARENT\nLand and \nBuildings\nPlant and \nEquipment\nTotal\n$000\n$000\n$000\nBalance at 1 July 2020\n511,160\n-\n511,160\nAdditions\n-\n80\n80\nReassessments\n72,181\n-\n72,181\nDepreciation expense\n(22,745)\n(31)\n(22,776)\nImpairment losses (recognised in 'Other gains / (losses)')\n(92,526)\n-\n(92,526)\nEquity transfers - transfers In / (out)(i)\n(7,797)\n18\n(7,779)\nBalance at 30 June 2021\n460,273\n67\n460,340\n(i)  \nLand and \nBuildings\nPlant and \nEquipment\nTotal\n$000\n$000\n$000\nBalance at 1 July 2019\n22,335\n-\n22,335\nAdditions\n497,630\n-\n497,630\nDepreciation expense\n(8,805)\n-\n(8,805)\nBalance at 30 June 2020\n511,160\n-\n511,160\nFurther details regarding equity transfers are disclosed in Note 36(c).\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 198\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n26. Leases (continued)\n(a)\nEntity as a lessee (continued)\nLease liabilities\nThe following table presents liabilities under leases:\nCONSOLIDATED\n 2021\n 2020\n$000\n$000\nBalance at 1 July\n1,197,742\n755,090\nAdditions\n71,094\n582,601\nInterest expenses\n25,475\n13,617\nPayments\n(187,454)\n(155,798)\nTerminations\n(8,681)\n(2,328)\nOther adjustments\n112,529\n4,560\nBalance at 30 June 2021\n1,210,705\n1,197,742\nPARENT\n 2021\n 2020\n$000\n$000\nBalance at 1 July\n511,526\n22,335\nAdditions\n80\n497,630\nInterest expenses\n12,342\n303\nPayments\n(23,399)\n(8,742)\nEquity transfers - transfers in / (out)(i)\n(8,049)\n-\nOther adjustments\n72,181\n-\nBalance at 30 June 2021\n564,681\n511,526\n(i)  \nFurther details regarding equity transfers are disclosed in Note 36(c).\n'Other adjustments' in the consolidated entity and the parent entity represent lease reassessments as a result of a change\nin event or circumstance of a lease. The majority of the balance relates to a building lease at 1 Reserve Road St Leonards\n(parent entity) which was reassessed upwards by $69.2 million.\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 199\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n26. Leases (continued)\n(a)\nEntity as a lessee (continued)\nCONSOLIDATED\n 2021\n 2020\n$000\n$000\nDepreciation expense of right-of-use assets\n176,454\n155,294\nInterest expense on lease liabilities\n25,475\n13,617\nExpenses relating to short-term leases\n29,013\n37,762\nExpenses relating to leases of low-value assets\n19,330\n18,170\nVariable lease payments not included in the measurement of lease liabilities\n1,144\n925\n(Gains) / losses on disposal\n101\n(32)\nImpairment of right-of-use assets\n99,201\n2,898\nTotal amount recognised in the statement of comprehensive income\n350,718\n228,634\nPARENT\n 2021\n 2020\n$000\n$000\nDepreciation expense of right-of-use assets\n22,776\n8,805\nInterest expense on lease liabilities\n12,342\n303\nExpenses relating to short-term leases\n3\n46\nExpenses relating to leases of low-value assets\n787\n39\nImpairment of right-of-use assets\n92,526\n-\nTotal amount recognised in the statement of comprehensive income\n128,434\n9,193\nThe following amounts were recognised in the Statement of Comprehensive Income during the period in respect of leases\nwhere the consolidated entity is the lessee:\nThe consolidated entity had total cash outflows for leases of $236.94 million for the year ending 30 June 2021 (2020:\n$212.66 million).\nLeases at significantly below market terms and conditions principally to enable the entity to further its objectives\nThe parent entity had total cash outflows for leases of $24.19 million for the year ending 30 June 2021 (2020: $8.83 million).\nThe following amounts were recognised in the Statement of Comprehensive Income during the period in respect of leases\nwhere the parent entity is the lessee:\nThe consolidated entity entered into a number of leases, with lease terms ranging from 1 to 99 years with various\norganisations, including local councils, health charities, Catholic churches and other NSW State entities for the use of\nvarious community health buildings. There are also some leases for the use of various helipads across the state. These\ncontracts generally specify lease payments of $Nil or negligible amounts per annum, and the leased premises are used by\nthe consolidated entity to provide different community health services and access to helipads. These community health\nbuildings and helipads account for a small portion of similar assets used by the consolidated entity for the purposes of\nproviding health services. Therefore, these lease arrangements do not have a significant impact on the consolidated entity's\noperations.                                                                         \n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 200\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n26. Leases (continued)\n(a)\nEntity as a lessee (continued)\ni.\nUseful lives\nLand and buildings                                                                                                            \n1 to 40 years\nPlant and machinery\n1 to 10 years\nMotor vehicles and other equipment\n1 to 10 years\nAeromedical\n1 to 10 years\nRecognition and measurement\nThe right-of-use assets are subsequently measured at cost. They are depreciated on a straight-line basis over the\nshorter of the lease term and the estimated useful lives of the assets, as follows:\nIf ownership of the leased asset transfers to the consolidated entity at the end of the lease term or the cost reflects the\nexercise of a purchase option, depreciation is calculated using the estimated useful life of the asset.\nThe right-of-use assets are also subject to impairment. The consolidated entity assesses, at each reporting date,\nwhether there is an indication that an asset may be impaired. If any indication exists, or when annual impairment\ntesting for an asset is required, the consolidated entity estimates the asset’s recoverable amount. When the carrying\namount of an asset exceeds its recoverable amount, the asset is considered impaired and is written down to its\nrecoverable amount. After an impairment loss has been recognised, it is reversed only if there has been a change in\nthe assumptions used to determine the asset’s recoverable amount. The reversal is limited so that the carrying amount\nof the asset does not exceed its recoverable amount, nor exceed the carrying amount that would have been\ndetermined, net of depreciation, had no impairment loss been recognised for the asset in prior years. Such reversal is\nrecognised in the net result.\nThe consolidated entity assesses at contract inception whether a contract is, or contains, a lease. That is, if the contract\nconveys the right to control the use of an identified asset for a period of time in exchange for consideration.\nImpairment losses for right-of-use assets\nImpairment losses for right-of-use assets are included in 'Other gains / (losses)' in the Statement of Comprehensive\nIncome.\nThe consolidated entity recognises lease liabilities to make lease payments and right-of-use assets representing the right to\nuse the underlying assets, except for short-term leases and leases of low-value assets.\nIn 2020, an impairment loss in the consolidated entity of $2.9 million was recognised in relation to a lease that had\nbecome onerous in nature. \nThe market rent for some of the office accommodation property leases were negatively impacted by COVID-19,\nindicating the carrying amount of such right-of-use assets exceeded their recoverable amounts. Impairment losses in\nthe consolidated entity of $99.20 million (2020: $Nil) and the parent entity of $92.53 million (2020: $Nil) were\nrecognised during the year to write down the carrying amount of affected leases to its recoverable amount.\nRight-of-use assets\nThe consolidated entity recognises right-of-use assets at the commencement date of the lease (i.e. the date the\nunderlying asset is available for use). Right-of-use assets are initially measured at the amount of initial measurement\nof the lease liability (refer ii below), adjusted by any lease payments made at or before the commencement date,\nlease incentives, any initial direct costs incurred, and estimated costs of dismantling and removing the asset or\nrestoring the site.\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 201\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n26. Leases (continued)\n(a)\nEntity as a lessee (continued)\nii.\niii.\niv.\nShort-term leases and leases of low-value assets\nThe consolidated entity applies the short-term lease recognition exemption to its short-term leases of buildings,\nmachinery, motor vehicles and equipment (i.e., those leases that have a lease term of 12 months or less from the\ncommencement date and do not contain a purchase option). It also applies the lease of low-value assets recognition\nexemption to leases of office equipment that are considered to be low value. Lease payments on short-term leases\nand leases of low value assets are recognised as expense on a straight-line basis over the lease term.\nThe initial and subsequent measurement of right-of-use assets under leases at significantly below-market terms and\nconditions that are entered into principally to enable the consolidated entity to further its objectives is the same as\nnormal right-of-use assets. They are measured at cost, subject to impairment.\nLeases that have significantly below-market terms and conditions principally to enable the entity to further its\nobjectives\nVariable lease payments that do not depend on an index or a rate are recognised as expenses (unless they are\nincurred to produce inventories) in the period in which the event or condition that triggers the payment occurs.\nRecognition and measurement (continued)\nAfter the commencement date, the amount of lease liabilities is increased to reflect the accretion of interest and\nreduced for the lease payments made. In addition, the carrying amount of lease liabilities is remeasured if there is a\nmodification, a change in the lease term, a change in the lease payments (e.g. changes to future payments resulting\nfrom a change in an index or rate used to determine such lease payments) or a change in the assessment of an option\nto purchase the underlying asset.\nThe consolidated entity's lease liabilities are included in borrowings in Note 33.\nThe lease payments are discounted using the interest rate implicit in the lease. If that rate cannot be readily\ndetermined, which is generally the case for real estate leases, the incremental borrowing rate is used. The\nconsolidated entity does not borrow funds in the market. Instead it receives an allocation of the appropriations from the\nCrown and where the Crown needs additional funding, Treasury Corporation (TCorp) goes to the market to obtain\nthese funds. As a result, the consolidated entity is using TCorp rates as its incremental borrowing rate. These rates are\npublished by NSW Treasury on a regular basis.\n●payments of penalties for terminating the lease, if the lease term reflects the entity exercising the option to\nterminate.\nLease liabilities\nAt the commencement date of the lease, the consolidated entity recognises lease liabilities measured at the present\nvalue of lease payments to be made over the lease term. Lease payments include:\n●  fixed payments (including in substance fixed payments) less any lease incentives receivable;\n●  variable lease payments that depend on an index or a rate;\n●  amounts expected to be paid under residual value guarantees;\n●  exercise price of a purchase option reasonably certain to be exercised by the consolidated entity; and\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 202\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n26. Leases (continued)\n(b)\nEntity as a lessor\nLessor for finance leases\nConsolidated Consolidated\nParent\nParent\n 2021\n 2020\n 2021\n 2020\n$000\n$000\n$000\n$000\nWithin one year\n75\n-\n-\n-\nOne to two years\n78\n-\n-\n-\nTwo to three years\n47\n-\n-\n-\nTotal (excluding GST)\n200\n-\n-\n-\nConsolidated Consolidated\nParent\nParent\n 2021\n 2020\n 2021\n 2020\n$000\n$000\n$000\n$000\nFuture undiscounted rentals receivable\n200\n-\n-\n-\nUnguaranteed residual amounts - undiscounted\n313,686\n313,686\n-\n-\nLess: unearned finance income\n(229,444)\n(231,508)\n-\n-\nNet investment in finance lease\n84,442\n82,178\n-\n-\nThe consolidated entity also leases land and buildings to non-government organisations (NGO’s) and universities under\noperating leases arrangements. Generally there are no rental payments as the consolidated entity provides market rental\nassistance grants which offset the rental payments.  \nThe consolidated entity leases some retail spaces located within the hospital precincts under operating leases with rental\npayable monthly. Lease payments generally contain uplift clauses to align to the market conditions.\nThe consolidated entity has also leased levels 5 and 6 in the Bright Alliance Building at South Eastern Sydney Local Health\nDistrict's Randwick campus to the University of NSW for 40 years, which is treated as a finance lease. All lease payments\nhave been paid upfront and the asset has been derecognised from non-current assets.\nReconciliation of net investment in leases\nThe consolidated entity’s overall exposure to changes in the residual value at the end of the current lease is not material as\nthese leases form a very small part of the asset portfolio. Any expectations about the future residual values are reflected in\nthe fair value of these properties.\nFuture minimum rentals receivable (undiscounted) under non-cancellable finance leases as at 30 June are, as follows:\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 203\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n26. Leases (continued)\n(b)\nEntity as a lessor (continued)\nRecognition and Measurement\nLessor for finance leases\nLessor for operating leases\nPARENT AND CONSOLIDATION\nConsolidated Consolidated\nParent\nParent\n 2021\n 2020\n 2021\n 2020\n$000\n$000\n$000\n$000\nWithin one year\n13,362\n9,904\n1,393\n280\nOne to two years\n10,546\n7,942\n1,042\n264\nTwo to three years\n9,394\n6,380\n1,067\n55\nThree to four years\n8,865\n6,207\n1,074\n56\nFour to five years\n8,597\n5,828\n1,049\n44\nLater than five years\n125,679\n86,738\n9,165\n149\nTotal (excluding GST)\n176,443\n122,999\n14,790\n848\nFuture minimum rental receivables (undiscounted) under non-cancellable operating leases as at 30 June are as follows:\nFinance income arising from finance leases is recognised over the lease term, based on a pattern reflecting a constant\nperiodic rate of return on the lessor’s net investment in the lease.\nAt the lease commencement date, the consolidated entity recognises a receivable for assets held under a finance lease in\nits Statement of Financial Position at an amount equal to the net investment in the lease. The net investment in leases is\nclassified as financial assets at amortised cost and equals the lease payments receivable by a lessor and the unguaranteed\nresidual value, plus initial direct costs, discounted using the interest rate implicit in the lease.\nLeases that the consolidated entity transfers substantially all the risks and rewards incidental to ownership of an asset are\nclassified as finance leases. Subleases are classified by reference to the right-of-use asset arising from the head lease,\nrather than by reference to the underlying asset.\nAmbulance Service of NSW has entered into a 10 year contract with Pel-Air Aviation Pty Ltd to provide aeromedical\nservices. The contract has a lease component for the right-to-use of the contracted aircrafts. The lease has not yet\ncommenced and as a result, no right-of-use asset or liability has been recognised at the reporting date.\nOn\ncommencement, approximately $111 million of right-of-use asset and lease liability is expected to be recognised by the\nconsolidated entity. \nAn operating lease is a lease other than a finance lease. Rental income arising from operating leases is accounted for on a\nstraight-line basis over the lease terms and is included in other revenue in the Statement of Comprehensive Income due to\nits operating nature. Initial direct costs incurred in negotiating and arranging an operating lease are added to the carrying\namount of the underlying asset and recognised over the lease term on the same basis as rental income. Contingent rents\nare recognised as revenue in the period in which they are earned.\nRecognition and Measurement\nLessor for operating leases\nLeases not yet commenced to which the lessee is committed\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 204\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n27. Intangible assets\nCONSOLIDATED\nSoftware\nTotal\n$000\n$000\nAt 1 July 2019\nCost (gross carrying amount)\n1,117,836\n1,117,836\nLess: accumulated amortisation and impairment\n(413,598)\n(413,598)\nNet carrying amount\n704,238\n704,238\nSoftware\nTotal\n$000\n$000\nYear ended 30 June 2020\nNet carrying amount at beginning of year\n704,238\n704,238\nAdditions \n94,170\n94,170\nReclassifications from property, plant and equipment\n975\n975\nDisposals\n(10)\n(10)\nAmortisation (recognised in depreciation and amortisation)\n(83,487)\n(83,487)\nNet carrying amount at the end of the year\n715,886\n          \n715,886\n          \nSoftware\nTotal\n$000\n$000\nAt 1 July 2020\nCost (gross carrying amount)\n1,210,616\n1,210,616\nLess: accumulated amortisation and impairment\n(494,730)\n(494,730)\nNet carrying amount\n715,886\n715,886\nSoftware\nTotal\n$000\n$000\nYear ended 30 June 2021\nNet carrying amount at beginning of year\n715,886\n715,886\nAdditions \n63,145\n63,145\nReclassifications from property, plant and equipment\n2,294\n2,294\nDisposals\n(880)\n(880)\nAmortisation (recognised in depreciation and amortisation)\n(90,891)\n(90,891)\nNet carrying amount at the end of the year\n689,554\n          \n689,554\n          \nSoftware\nTotal\n$000\n$000\nAt 30 June 2021\nCost (gross carrying amount)\n1,265,650\n1,265,650\nLess: accumulated amortisation and impairment\n(576,096)\n(576,096)\nNet carrying amount\n689,554\n689,554\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 205\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n27. Intangible assets (continued)\nPARENT\nSoftware\nTotal\n$000\n$000\nAt 1 July 2019\nCost (gross carrying amount)\n1,772\n1,772\nLess: accumulated amortisation and impairment\n(895)\n(895)\nNet carrying amount\n877\n877\nSoftware\nTotal\n$000\n$000\nYear ended 30 June 2020\nNet carrying amount at beginning of year\n877\n877\nAdditions \n1,251\n1,251\nAmortisation (recognised in depreciation and amortisation)\n(372)\n(372)\nNet carrying amount at the end of the year\n1,756\n              \n1,756\n              \nSoftware\nTotal\n$000\n$000\nAt 1 July 2020\nCost (gross carrying amount)\n3,023\n3,023\nLess: accumulated amortisation and impairment\n(1,267)\n(1,267)\nNet carrying amount\n1,756\n1,756\nSoftware\nTotal\n$000\n$000\nYear ended 30 June 2021\nNet carrying amount at beginning of year\n1,756\n1,756\nAdditions \n1,977\n1,977\nAmortisation (recognised in depreciation and amortisation)\n(604)\n(604)\nNet carrying amount at the end of the year\n3,129\n              \n3,129\n              \nSoftware\nTotal\n$000\n$000\nAt 30 June 2021\nCost (gross carrying amount)\n4,801\n4,801\nLess: accumulated amortisation and impairment\n(1,672)\n(1,672)\nNet carrying amount\n3,129\n3,129\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 206\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n27. Intangible assets (continued)\nRecognition and Measurement\nIntangible assets are tested for impairment where an indicator of impairment exists. If the recoverable amount is less than\nits carrying amount, the carrying amount is reduced to recoverable amount and the reduction is recognised as an\nimpairment loss.\nThe amortisation period and the amortisation method for an intangible asset with a finite useful life are reviewed at least at\nthe end of each reporting period. \nThe useful lives of intangible assets are assessed to be finite. \nThe consolidated entity recognises intangible assets only if it is probable that future economic benefits will flow to the\nconsolidated entity and the cost of the asset can be measured reliably. Intangible assets are measured initially at cost.\nWhere an asset is acquired at no or nominal cost, the cost is its fair value as at the date of acquisition. Following initial\nrecognition, intangible assets are subsequently measured at fair value only if there is an active market. If there is no active\nmarket for the consolidated entity’s intangible assets, the assets are carried at cost less any accumulated amortisation and\nimpairment losses.\nAll research costs are expensed. Development costs are only capitalised when certain criteria are met.\nThe consolidated entity’s intangible assets are amortised using the straight-line method over a period of four years.\nComputer software developed or acquired by the consolidated entity are recognised as intangible assets.\nIntangible assets with indefinite useful lives are not amortised, but are tested for impairment annually. The assessment of\nindefinite life is reviewed annually to determine whether the indefinite life continues to be supportable. If not, the change in\nuseful life from indefinite to finite is made on a prospective basis.\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 207\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n28. Non-current assets held for sale\nConsolidated Consolidated\nParent\nParent\n 2021\n 2020\n 2021\n 2020\n$000\n$000\n$000\n$000\nAssets held for sale\nLand and buildings\n2,352\n9,087\n-\n-\nInfrastructure systems\n483\n-\n-\n-\n2,835\n9,087\n-\n-\nFurther details regarding the fair value measurement are disclosed in Note 29.\nThese assets are not depreciated while they are classified as held for sale. Interest and other expenses attributable to the\nliabilities of a disposal group classified as held for sale are continued to be recognised.\nThe consolidated entity has certain non-current assets classified as held for sale, where their carrying amount will be\nrecovered principally through a sale transaction, not through continuing use. Non-current assets held for sale are recognised\nat the lower of carrying amount and fair value less costs of disposal. \nRecognition and Measurement\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 208\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n29. Fair value measurement of non-financial assets\nFair value measurement and hierarchy\n●\n●\n●\n(a)\nFair value hierarchy\nCONSOLIDATED\nLevel 1\nLevel 2\nLevel 3\nTotal Fair \nValue\n$000\n$000\n$000\n$000\n2021\nLand and buildings(i)\n-\n730,275\n16,044,981\n16,775,256\nInfrastructure systems(i)\n-\n1,044\n571,293\n572,337\nNon-current assets held for sale (Note 28)\n-\n2,835\n-\n2,835\n-\n734,154\n16,616,274\n17,350,428\n2020\nLand and buildings(i)\n-\n711,356\n15,666,540\n16,377,896\nInfrastructure systems(i)\n-\n384\n484,046\n484,430\nNon-current assets held for sale (Note 28)\n-\n9,087\n-\n9,087\n-\n720,827\n16,150,586\n16,871,413\nThere were no transfers between Level 1 and 2 during the year ended 30 June 2021 and 2020.\n(i) Leasehold improvements, work in progress and newly completed buildings are carried at cost, therefore excluded from figures\nabove and as a result the balances in Note 25 will not reconcile with balances disclosed above.\nFair value is the price that would be received to sell an asset or paid to transfer a liability in an orderly transaction between\nmarket participants at the measurement date. The fair value measurement is based on the presumption that the transaction\nto sell the asset or transfer the liability takes place either in the principal market for the asset or liability or in the absence of\na principal market, in the most advantageous market for the asset or liability. \nWhen measuring fair value, the valuation technique used maximises the use of relevant observable inputs and minimises\nthe use of unobservable inputs. Under AASB 13 Fair Value Measurement, the consolidated entity categorises, for\ndisclosure purposes, the valuation techniques based on the inputs used in the valuation techniques as follows: \nLevel 1 – quoted (unadjusted) prices in active markets for identical assets / liabilities that the entity can access at the\nmeasurement date.\nLevel 2 – inputs other than quoted prices included within Level 1 that are observable, either directly or indirectly.\nLevel 3 – inputs that are not based on observable market data (unobservable inputs).\nThe consolidated entity recognises transfers between levels of the fair value hierarchy at the end of the reporting period\nduring which the change has occurred.\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 209\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n29. Fair value measurement of non-financial assets (continued)\n(a)\nFair value hierarchy (continued)\nPARENT\nLevel 1\nLevel 2\nLevel 3\nTotal Fair \nValue\n$000\n$000\n$000\n$000\n2021\nLand and buildings(i)\n-\n5,030\n119,550\n124,580\nInfrastructure systems(i)\n-\n-\n573\n573\n-\n5,030\n120,123\n125,153\n2020\nLand and buildings(i)\n-\n5,030\n123,478\n128,508\nInfrastructure systems(i)\n-\n-\n655\n655\n-\n5,030\n124,133\n129,163\nThere were no transfers between Level 1 and 2 during the year ended 30 June 2021 and 2020.\n(b)\nValuation techniques, inputs and processes\nThe property market is being impacted by the significant uncertainty that the COVID-19 outbreak has caused. Sales\nevidence have been utilised to assess the land and non-specialised properties, in line with the valuation by the valuers\nmade on a market approach.\nThe consolidated entity obtains independent valuations for its non-financial assets at least every three years. The\nvaluer used by the consolidated entity is independent of the respective entities.\nAt the end of each reporting period, the consolidated entity updates its assessment of the fair value of each category\nof non-financial assets, taking into account the most recent independent valuations. The best evidence of fair value is\ncurrent prices in an active market for similar assets. Where such information is not available, the consolidated entity\nconsiders information from other sources, such as the indices provided by the Valuer General. These fair value\nadjustments are reflected in Note 25 Total property, plant and equipment - reconciliation.\nThe valuations techniques used maximise the use of observable inputs where available and rely as little as possible on\nentity or asset specific estimates. The level in the fair value hierarchy is determined on the basis of the lowest level\ninput that is significant to the measurement in its entirety. If significant inputs required to measure fair value of an asset\nare observable, the asset is included in level 2 of the fair value hierarchy. If one or more of the significant inputs is not\nbased on observable market data, the asset is included in level 3 of the fair value hierarchy. All resulting fair value\nestimates for non-financial assets are included in level 3 with the exception of some land and buildings and non-\ncurrent assets held for sale included in level 2. \n(i) Leasehold improvements, work in progress and newly completed buildings are carried at cost, therefore excluded from figures\nabove and as a result the balances in Note 25 will not reconcile with balances disclosed above.\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 210\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n29. Fair value measurement of non-financial assets (continued)\n(b)\nValuation techniques, inputs and processes (continued)\n●\n●\n●\nLevel 3 disclosures:\nAssets\nValuation \nTechniques\nValuation Inputs\nMarket approach\nThis valuation method involves comparing the subject property to\ncomparable sale prices in similar location on a rate per square metre basis,\nadjusted for restrictions specific for the property (e.g. mandated use and/or\nzoning).\nDepreciated \nreplacement cost \napproach\nThis valuation method involves establishing the current replacement cost of\nthe modern equivalent asset for each type of building on a rate per square\nmetre basis; depreciated to reflect the building's remaining useful life which is\ndetermined by a number of factors including asset condition and asset life.\nDepreciated \nreplacement cost \napproach\nThis valuation method involves establishing the current replacement cost of\nthe modern equivalent asset for each type of building on a rate per square\nmetre basis; depreciated to reflect the building's remaining useful life.\nDepreciated \nreplacement cost \napproach\nThis valuation method involves establishing the current replacement cost of\nthe modern equivalent infrastructure asset on a rate per square metre basis;\ndepreciated to reflect the assets remaining useful life.\nInfrastructure \nsystems\nNon-Specialised \nBuildings\nSpecialised \nBuildings\nLand under \nspecialised \nbuilding(s)\nThe non-financial assets categorised in (a) above have been measured based on the following valuation techniques\nand inputs:\nFor land, the valuation by the valuers is made on a market approach, comparing similar assets (not identical)\nand observable inputs. The most significant input is price per square metre. All commercial and non-restricted\nland is included in level 2 as these land valuations have a high level of observable inputs, although these lands\nare not identical. The majority of the restricted land has been classified as level 3 as, although observable inputs\nhave been used, a significant level of professional judgement is required to adjust inputs in determining the land\nvaluations. Certain parcels of land have zoning restrictions, for example hospital grounds, and values are\nadjusted accordingly. \nFor buildings and infrastructure systems, many assets are of a specialised nature or use, and thus the most\nappropriate valuation method is depreciated replacement cost. These assets are included as level 3 as these\nassets have a high level of unobservable inputs. However, residential and commercial properties are valued on\na market approach and are included in level 2.\nNon-current assets held for sale are a non-recurring item that is measured at the lesser of its carrying amount\nor fair value less cost to sell. These assets are categorised as level 2 except when an asset was a level 3 asset\nprior to transfer to non-current assets held for sale, and continues to be recognised as a level 3 asset where the\ncarrying amount is less than the fair value (less cost) to sell. \nThe fair value of buildings computed by suitably qualified independent valuers using a methodology known as the\ndepreciated replacement cost valuation technique. The following table highlights the key unobservable (level 3) inputs\nassessed during the valuation process, the relationship to the estimated fair value and the sensitivity to changes in\nunobservable inputs.\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 211\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n29. Fair value measurement of non-financial assets (continued)\n(c)\nReconciliation of recurring Level 3 fair value measurements\nCONSOLIDATED\nLand and \nBuildings\nInfrastructure \nSystems\nOther Assets\nTotal Level 3 \nRecurring\n$000\n$000\n$000\n$000\n2021\nFair value as at 1 July 2020\n15,666,540\n484,046\n-\n16,150,586\nAdditions\n759,486\n100,715\n-\n860,201\nRevaluation increments / decrements recognised in\nother comprehensive income – included in line item\n'Changes in revaluation surplus of property, plant and \nequipment’\n292,905\n13,681\n-\n306,586\nTransfers from Level 2\n46,468\n-\n-\n46,468\nTransfers to Level 2\n(7,689)\n(483)\n-\n(8,172)\nDisposals\n(46,047)\n(517)\n-\n(46,564)\nDepreciation expense\n(567,603)\n(28,289)\n-\n(595,892)\nEquity transfers in/(out) - Note 36 (a)(ii)\n(99,749)\n(1,370)\n-\n(101,119)\nReclassification\n670\n3,510\n-\n4,180\nFair value as at 30 June 2021\n16,044,981\n571,293\n-\n16,616,274\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 212\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n29. Fair value measurement of non-financial assets (continued)\n(c)\nReconciliation of recurring Level 3 fair value measurements (continued)\nCONSOLIDATED\nLand and \nBuildings\nInfrastructure \nSystems\nOther Assets\nTotal Level 3 \nRecurring\n$000\n$000\n$000\n$000\n2020\nFair value as at 1 July 2019\n13,599,570\n424,401\n67,302\n14,091,273\nDe-recognition of service concession asset under \nAASB 116\n(662,635)\n(23,538)\n-\n(686,173)\nRecognition of service concession assets on initial \napplication of AASB 1059\n823,499\n23,538\n(9,179)\n837,858\nDe-recognition of privately financed projects on \nwithdrawal of TPP 06-8\n-\n-\n(57,901)\n(57,901)\nDe-recognition of finance lease assets on initial \napplication of AASB 16\n(33,796)\n-\n-\n(33,796)\nAdjusted fair value as at 1 July 2019\n13,726,638\n424,401\n222\n14,151,261\nAdditions\n1,776,355\n45,679\n(213)\n1,821,821\nRevaluation increments / decrements recognised in\nother comprehensive income – included in line item\n'Changes in revaluation surplus of property, plant and \nequipment’\n287,408\n35,613\n-\n323,021\nRevaluation increments / decrements recognised in\nother comprehensive income – included in line item\n'Changes in revaluation surplus of other assets’\n-\n-\n(9)\n(9)\nTransfers from Level 2\n431,424\n-\n-\n431,424\nTransfers to Level 2\n(2,169)\n-\n-\n(2,169)\nDisposals\n(13,883)\n(151)\n-\n(14,034)\nDepreciation expense\n(549,424)\n(25,059)\n-\n(574,483)\nReclassification\n10,191\n3,563\n-\n13,754\nFair value as at 30 June 2020\n15,666,540\n484,046\n-\n16,150,586\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 213\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n29. Fair value measurement of non-financial assets (continued)\n(c)\nReconciliation of recurring Level 3 fair value measurements (continued)\nPARENT\nLand and \nBuildings\nInfrastructure \nSystems\nOther Assets\nTotal Level 3 \nRecurring\n$000\n$000\n$000\n$000\n2021\nFair value as at 1 July 2020\n123,478\n655\n-\n124,133\nDisposals\n(8,142)\n-\n-\n(8,142)\nDepreciation expense\n(3,928)\n(82)\n-\n(4,010)\nEquity transfers\n8,142\n-\n-\n8,142\nFair value as at 30 June 2021\n119,550\n573\n-\n120,123\nLand and \nBuildings\nInfrastructure \nSystems\nOther Assets\nTotal Level 3 \nRecurring\n$000\n$000\n$000\n$000\n2020\nFair value as at 1 July 2019\n127,547\n761\n-\n128,308\nDisposals\n(5,888)\n(151)\n-\n(6,039)\nDepreciation expense\n(4,069)\n(106)\n-\n(4,175)\nEquity transfers\n5,888\n151\n-\n6,039\nFair value as at 30 June 2020\n123,478\n655\n-\n124,133\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 214\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n30. Restricted assets\nCONSOLIDATED\n30 June 2020\n30 June 2021\nOpening \nequity\nRevenue\nExpense\nClosing \nequity\n$000\n$000\n$000\n$000\nCategory\nCommunity welfare\n16,363\n16,389\n(14,932)\n17,820\nFacility improvements\n399,496\n335,787\n(115,553)\n619,730\nHold Funds in Perpetuity\n14,588\n1,295\n(1,172)\n14,711\nPatient welfare\n90,390\n23,326\n(25,718)\n87,998\nPrivate practice disbursements (No.2 Accounts)\n470,219\n107,261\n(70,797)\n506,683\nPublic contributions\n34,910\n8,723\n(6,075)\n37,558\nResearch\n200,143\n99,787\n(74,703)\n225,227\nStaff welfare\n19,622\n2,633\n(2,126)\n20,129\nTraining and education including conferences\n92,308\n12,210\n(11,706)\n92,812\nOther1\n8,570\n13\n-\n8,583\nTotal Restricted Assets\n1,346,609\n607,424\n(322,782)\n1,631,251\nPARENT\n30 June 2020\n30 June 2021\nOpening \nequity\nRevenue\nExpense\nClosing \nequity\n$000\n$000\n$000\n$000\nCategory\nFacility improvements\n56,839\n16,745\n(37,799)\n35,785\nTotal Restricted Assets\n56,839\n16,745\n(37,799)\n35,785\nThe financial statements include the following assets which are restricted by externally imposed conditions, eg. donor\nrequirements. The assets are only available for application in accordance with the terms of the donor restrictions. They\nconsist of cash assets and  rights and obligations to receive and make payments as at 30 June 2021.\n1 Other - opening equity balance has been restated to be $8.6 million higher as the cash and cash equivalent balance of the Graythwaite\nCharitable Trust are subject to restrictions imposed by the requirements of the Trust Deed and therefore not available for general use by\nthe Graythwaite Charitable Trust.\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 215\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n30. Restricted assets (continued)\nRestricted assets are held for the following purpose and cannot be used for any other purpose.\nCategory\nPurpose\nCommunity welfare\nFacility improvements\nHold funds in perpetuity\nPatient welfare\nPrivate practice \ndisbursements \nPublic contributions\nResearch\nStaff welfare\nTraining and education \nincluding conferences\nOther\nUnclaimed monies\nAll money and personal effects of patients which are left in the custody of the consolidated entity by any patient who is\ndischarged or dies in hospital and which are not claimed by the person lawfully entitled thereto within a period of twelve\nmonths are recognised as the property of the respective health entity.\nAll such money and the proceeds of the realisation of any personal effects are lodged to the credit of the Samaritan Fund\nwhich is used specifically for the benefit of necessitous patients or necessitous outgoing patients.\nThis does not meet the definition of any of the above categories.\nProfessional training, education and conferences.\nStaff benefits such as staff recognition awards, functions and staff amenity improvements.\nResearch to gain knowledge, understanding and insight.\nDonations, gifts, bequests or legacies received without any donor-specified conditions as to its\nuse. Such contributions are restricted as a result of the requirements of the Accounts and Audit\nDetermination for Public Health Entities in NSW. \nStaff specialists’ private practice arrangements to improve the level of clinical services provided\n(No. 2 Accounts).\nImprovements such as medical needs, financial needs and standards for patients’ privacy and\ndignity.\nDonor has explicitly requested funds be invested permanently and not otherwise expended.\nRepairs, maintenance, renovations and/or new equipment or building related expenditure.\nImprovements to service access, health literacy, public and preventative health care.\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 216\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n31. Payables\nConsolidated Consolidated\nParent\nParent\n 2021\n 2020\n 2021\n 2020\n$000\n$000\n$000\n$000\nAccrued salaries, wages and on-costs\n311,768\n486,799\n2,061\n1,859\nSalaries and wages deductions\n53,120\n50,064\n15\n15\nPayroll tax and fringe benefits tax\n3,330\n2,729\n895\n27\nTrade operating creditors    \n761,847\n747,351\n297,744\n278,125\nInterest\n16\n16\n-\n-\nOther creditors  \n- Capital works\n223,201\n165,275\n-\n-\n- Payables to controlled health entities\n-\n-\n153,047\n122,941\n- Other\n528,666\n391,872\n72,346\n46,203\nTotal current payables\n1,881,948\n1,844,106\n526,108\n449,170\nPayables are financial liabilities at amortised cost, initially measured at fair value, net of directly attributable transaction\ncosts. These are subsequently measured at amortised cost using the effective interest method. Gains and losses are\nrecognised in the net result when the liabilities are derecognised as well as through the amortisation process.\nRecognition and Measurement\nPayables represent liabilities for goods and services provided to the consolidated entity and other amounts. Short-term\npayables with no stated interest rate are measured at the original invoice amount where the effect of discounting is\nimmaterial. \nDetails regarding liquidity risk, including a maturity analysis of the above payables are disclosed in Note 44.\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 217\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n32. Contract liabilities\nConsolidated Consolidated1\nParent\nParent1\n 2021\n 2020\n 2021\n 2020\n$000\n$000\n$000\n$000\nCurrent\nContract liabilities\n70,587\n398,726\n24,100\n345,968\n70,587\n398,726\n24,100\n345,968\nNon-current\nContract liabilities\n-\n97\n-\n-\n-\n97\n-\n-\nRecognition and Measurement\nConsolidated Consolidated\nParent\nParent\n 2021\n 2020\n 2021\n 2020\n$000\n$000\n$000\n$000\nRevenue recognised that was included in the contract \nliability balance at the beginning of the year\n228,314\n28,936\n226,104\n-\nRevenue recognised from performance obligations \nsatisfied in previous periods\n2,329\n2,265\n-\n-\nTransaction price allocated to the remaining \nperformance obligations from contracts with customers\n206,847\n435,715\n70,700\n289,265\n1 Current contract liabilities  has been restated to be $27.04 million lower in the prior year for the consolidated and parent entity. Refer to \nNote 17 for further details.\nContract liabilities are in respect of consideration received in advance from the sale of goods and services from contracts\nwith customers and grants and other contributions.\nThe contract liability has significantly decreased during the year because the specific performance obligations within the\ncontracts were satisfied.\nApart from the impacts of the National Partnership Agreement on COVID-19 Response, there has been no other significant\nmovements in the contract liability balance. The remaining balance relates to a number of smaller grants and other\ncontributions and sales of goods and services from contracts with customers that are still to satisfy the specific performance\nobligations within the contracts. Revenue from contract liabilities will be recognised when the specific performance\nobligations have been met.\nThe balance of contract liabilities at 30 June 2021 has reduced significantly as a large portion of the 2020 contract liability\nbalance related to funding received from the Commonwealth under the National Partnership Agreement on COVID-19\nResponse. Most of the funding was received in the last quarter of 2020 in response to the COVID-19 pandemic. All unused\nfunding from 2019-20 has now either been used in the current year or has been refunded to the Commonwealth. The\ncontract liability in the current year under the same agreement is significantly lower as the funding provided by the\nCommonwealth is closely aligned to the activity and the specific performance obligations within the agreement.\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 218\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n32. Contract liabilities (continued)\nCONSOLIDATED\n2022\n2023\n2024\n≥ 2025\nSpecific revenue class\n$000\n$000\n$000\n$000\nSales of goods and services from contracts with \ncustomers\n34,494\n-\n-\n-\nGrants and other contributions\n133,843\n29,579\n7,829\n1,102\n168,337\n29,579\n7,829\n1,102\nPARENT\n2022\n2023\n2024\n≥ 2025\nSpecific revenue class\n$000\n$000\n$000\n$000\nGrants and other contributions\n58,994\n10,303\n1,403\n-\n58,994\n10,303\n1,403\n-\nThe transaction price allocated to the remaining performance obligations relates to the following revenue classes and is\nexpected to be recognised as follows: \n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 219\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n33. Borrowings\nConsolidated Consolidated1\nParent\nParent\n 2021\n 2020\n 2021\n 2020\n$000\n$000\n$000\n$000\nCurrent\nOther loans and deposits\n7,437\n5,978\n-\n-\nLease liabilities (see Note 26)\n151,464\n154,584\n8,424\n11,853\nService concession financial liabilities*\n1,358\n1,273\n-\n-\nPublic, Private Partnerships (PPP)\nLong Bay Forensic Hospital\n2,683\n2,426\n-\n-\nCalvary Mater Newcastle Hospital\n2,169\n1,818\n-\n-\nOrange Hospital & Associated Health Services\n2,779\n2,131\n-\n-\nRoyal North Shore Hospital Redevelopment\n6,200\n5,544\n-\n-\n174,090\n173,754\n8,424\n11,853\nNon-Current\nOther loans and deposits\n47,146\n40,739\n-\n-\nLease liabilities (see Note 26)\n1,059,241\n1,043,158\n556,257\n499,673\nService concession financial liabilities*\n31,077\n32,436\n-\n-\nPublic, Private Partnerships (PPP)\nLong Bay Forensic Hospital\n64,293\n66,974\n-\n-\nCalvary Mater Newcastle Hospital\n64,922\n67,091\n-\n-\nOrange Hospital & Associated Health Services\n153,917\n156,697\n-\n-\nRoyal North Shore Hospital Redevelopment\n687,634\n694,139\n-\n-\n2,108,230\n2,101,234\n556,257\n499,673\n1 Borrowings - current Public, Private Partnerships has been restated to be $0.30 million lower, non-current Public, Private Partnerships\nhas been restated to be $21.12 million lower, current service concession financial liabilities* has been restated to be $1.27 million higher\nand non-current service concession financial liabilities* has been restated to be $32.44 million higher in the prior year for the consolidated\nentity.  Refer to Note 1(h) for further details.\n* This relates to contractual payments made to the operator, refer to Note 25 for further details on the consolidated entity's \nservice concession arrangements.\nDetails regarding liquidity risk, including a maturity analysis of the above borrowings are disclosed in Note 44.\nNo assets have been pledged as security / collateral for liabilities and there are no restrictions on any title to property.\nThe Public, Private Partnerships (PPP) relate to the provision of service-enabling infrastructure that includes private sector\ndelivering a combination of design, construction, financing, maintenance, operations and delivery of clinical and non-clinical\nservices. Payments are made by the consolidated entity to the private sector entities on the basis of delivery of assets or\nservice delivery. The liability to pay private sector entities is based on financing arrangements involving Consumer Price\nIndex (CPI)-linked finance and fixed finance.  \n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 220\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n33. Borrowings (continued)\nRecognition and Measurement\nFinancial liabilities at amortised cost\nFinancial liabilities at fair value through profit or loss\nFinancial guarantees\nBorrowings represents interest bearing liabilities mainly through NSW Treasury Corporation, lease liabilities, service\nconcessions arrangement liabilities and other bearing interest bearing liabilities.\nBorrowings classified as financial liabilities at amortised cost are initially measured at fair value, net of directly attributable\ntransaction costs. These are subsequently measured at amortised cost using the effective interest method. Gains and losses\nare recognised in the net result when the liabilities are derecognised as well as through the amortisation process. \nFinancial guarantee contracts are recognised as a financial liability at the time the guarantee is issued. The liability is initially\nmeasured at fair value, being the premium received. Subsequent to initial recognition, the consolidated entity’s liability under\neach guarantee is measured at the higher of the amount initially recognised less cumulative amortisation, and an expected\ncredit loss provision.\nThe consolidated entity has reviewed its financial guarantees and determined that there is no material liability to be\nrecognised for financial guarantee contracts as at 30 June 2021 and as at 30 June 2020. However, refer to Note 39\nregarding disclosures on contingent liabilities.\nA financial guarantee contract is a contract that requires the issuer to make specified payments to reimburse the holder for a\nloss it incurs because a specified debtor fails to make payment when due in accordance with the original or modified terms\nof a debt instrument.  \nThe consolidated entity has not designated any financial liability as at fair value through profit or loss.\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 221\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n33. Borrowings (continued)\nChanges in liabilities arising from financing activities\nCONSOLIDATED\n TCorp \nborrowings \n Other loans \nand deposits \n Leases \n Service \nconcession \narrangements \n Total \nliabilities from \nfinancing \nactivities \n$000\n$000\n$000\n$000\n$000\n1 July 2019\n-\n1,068,229\n       \n33,863\n-\n1,102,092\nRecognised on adoption of AASB 16\n-\n-\n721,227\n-\n721,227\nRecognised on adoption of AASB 1059\n-\n(21,653)\n           \n-\n34,900\n13,247\nAdjusted 1 July 2019\n-\n1,046,576\n       \n755,090\n          \n34,900\n            \n1,836,566\nCash flows\n-\n(3,039)\n             \n(142,181)\n(1,191)\n(146,411)\nNew leases\n-\n-\n582,601\n-\n582,601\nLease terminations\n-\n-\n(2,328)\n-\n(2,328)\nLease reassessments\n-\n-\n4,560\n-\n4,560\n30 June 2020\n-\n1,043,537\n       \n1,197,742\n33,709\n2,274,988\nCash flows\n-\n(4,357)\n             \n(161,979)\n(1,274)\n(167,610)\nNew leases\n-\n-\n71,094\n-\n71,094\nLease terminations\n-\n(8,681)\n-\n(8,681)\nLease reassessments\n-\n112,529\n-\n112,529\n30 June 2021\n-\n1,039,180\n1,210,705\n32,435\n2,282,320\nPARENT\n TCorp \nborrowings \n Other loans \nand deposits \n Leases \n Service \nconcession \narrangements \n Total \nliabilities from \nfinancing \nactivities \n$000\n$000\n$000\n$000\n$000\n1 July 2019\n-\n-\n-\n-\n-\nRecognised on adoption of AASB 16\n-\n-\n22,335\n-\n22,335\nAdjusted 1 July 2019\n-\n-\n22,335\n-\n22,335\nCash flows\n-\n-\n(8,439)\n-\n(8,439)\nNew leases\n-\n-\n497,630\n-\n497,630\n30 June 2020\n-\n-\n511,526\n-\n511,526\nCash flows\n-\n-\n(11,057)\n-\n(11,057)\nNew leases\n-\n-\n80\n-\n80\nLease reassessments\n-\n-\n72,181\n-\n72,181\nNon-cash changes other\n-\n-\n(8,049)\n-\n(8,049)\n30 June 2021\n-\n-\n564,681\n-\n564,681\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 222\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n34. Provisions\nConsolidated Consolidated\nParent\nParent\n 2021\n 2020\n 2021\n 2020\n$000\n$000\n$000\n$000\nCurrent\nEmployee benefits and related on-costs\nAnnual leave - obligations expected to be settled within \n12 months\n1,362,843\n1,352,630\n12,293\n11,722\nAnnual leave - obligations expected to be settled after \n12 months\n829,197\n622,226\n6,189\n4,971\nLong service leave consequential on-costs - obligations \nexpected to be settled within 12 months\n34,793\n32,295\n533\n539\nLong service leave consequential on-costs - obligations \nexpected to be settled after 12 months\n443,581\n360,875\n6,679\n5,599\nAllocated days off \n75,046\n78,940\n-\n-\nSick leave \n230\n232\n-\n-\nDeath and disability (ambulance officers)\n381\n-\n-\n-\nOther\n9,887\n-\n-\n-\n2,755,958\n2,447,198\n25,694\n22,831\nOther Provisions\nRestoration costs\n10,323\n3,155\n-\n-\nOther\n85,456\n110,143\n-\n-\n95,779\n113,298\n-\n-\nTotal current provisions\n2,851,737\n2,560,496\n25,694\n22,831\nNon-current\nEmployee benefits and related on-costs\nLong service leave consequential on-costs\n47,312\n34,189\n713\n534\nDeath and disability (ambulance officers)\n-\n698\n-\n-\n47,312\n34,887\n713\n534\nOther Provisions\nRestoration costs\n15,362\n6,734\n-\n-\nOther\n-\n2,404\n-\n-\n15,362\n9,138\n-\n-\nTotal non-current provisions\n62,674\n44,025\n713\n534\nAggregate employee benefits and related on-costs\nProvisions - current\n2,755,958\n2,447,198\n25,694\n22,831\nProvisions - non-current\n47,312\n34,887\n713\n534\nAccrued salaries, wages and on-costs and salaries and\nwages deductions (Note 31)\n364,888\n536,863\n2,076\n1,874\n3,168,158\n3,018,948\n28,483\n25,239\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 223\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n34. Provisions (continued)\nRestoration costs\nConsolidated Consolidated\nParent\nParent\n 2021\n 2020\n 2021\n 2020\n$000\n$000\n$000\n$000\nCarrying amount at beginning of year\n9,889\n              \n9,724\n-\n233\n- Additional provisions recognised\n19,596\n1,412\n-\n23\n- Amounts used\n(3,800)\n(1,247)\n-\n(256)\nCarrying amount at end of year\n25,685\n9,889\n-\n-\nOther\nConsolidated Consolidated\nParent\nParent\n 2021\n 2020\n 2021\n 2020\n$000\n$000\n$000\n$000\nCarrying amount at beginning of year\n112,547\n          \n103,728\n-\n-\n- Additional provisions recognised\n68,887\n26,415\n-\n-\n- Amounts used\n(11,956)\n(17,596)\n-\n-\n- Unused amounts reversed\n(84,022)\n-\n-\n-\nCarrying amount at end of year\n85,456\n112,547\n-\n-\nThe remaining balance consists of site remediation costs with the majority of the payments not expected to be made until\n2023.\nMovements in provisions (other than employee benefits)\nThe majority of the 'other' provision represent various contractual related obligations. The consolidated entity has\nrecognised the provision amount by taking into consideration all available information at the reporting date and making best\nmanagement estimation of the obligation. The timing of the payments will vary for each contractual related obligations.\nMovements in each class of provision during the financial year, other than employee benefits, are set out below:\nThe majority of 'restoration costs' represent the expected cost to restore a leased asset at the end of the lease term. Lease\nend dates vary across the consolidated entity's lease portfolio and therefore the timing of the payments to restore the\nleased asset at the end of the term will vary. The majority of the 'restoration cost' provision is as per the lease contracts.\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 224\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n34. Provisions (continued)\nRecognition and Measurement \nEmployee benefits and related on-costs\nThe majority of employee benefits and related on-cost balances have increased since the start of the COVID-19 pandemic.\nManagement of the COVID-19 pandemic along with state and international border closures have adversely impacted the\nprovision.\nThe consolidated entity's liability for long service leave and defined benefit superannuation are assumed by The Crown in\nright of the State of New South Wales. The consolidated entity accounts for the liability as having been extinguished\nresulting in the amount assumed being shown as part of the non-monetary revenue item described as 'Acceptance by the\nCrown of employee benefits and other liabilities'.\nActuarial advice obtained by NSW Treasury, an entity controlled by the ultimate parent, has confirmed that using the\nnominal annual leave balance plus the annual leave entitlements accrued while taking annual leave (calculated using 8.4%\nto 14.03% of nominal value of annual leave) can be used to approximate the present value of the annual leave liability. The\nconsolidated entity has assessed the actuarial advice based on the consolidated entity’s circumstances to annual leave and\nADOs and has determined that the effect of discounting is immaterial. All annual leave is classified as a current liability\neven where the consolidated entity does not expect to settle the liability within 12 months as the consolidated entity does\nnot have an unconditional right to defer settlement.\nUnused non-vesting sick leave does not give rise to a liability as it is not considered probable that sick leave taken in the\nfuture will be greater than the benefits accrued in the future.\nLong service leave and superannuation\nSalaries and wages, annual leave, sick leave, allocated days off (ADOs) and on-costs\nSalaries and wages (including non-monetary benefits) and paid sick leave that are expected to be settled wholly within 12\nmonths after the end of the period in which the employees render the service are recognised and measured at the\nundiscounted amounts of the benefits. \nAnnual leave and ADOs are not expected to be settled wholly before twelve months after the end of the annual reporting\nperiod in which the employees render the related service. As such, it is required to be measured at present value in\naccordance with AASB 119 Employee Benefits  (although short-cut methods are permitted).\nSpecific on-costs relating to long service leave assumed by The Crown in right of the State of New South Wales are borne\nby the consolidated entity.\nLong service leave is measured at the present value of expected future payments to be made in respect of services\nprovided up to the reporting date. Consideration is given to certain factors based on an actuarial review, including expected\nfuture wage and salary levels, experience of employee departures, and periods of service. Expected future payments are\ndiscounted using the long-term Commonwealth Government bond rate at the reporting date.\nThe superannuation expense for the financial year is determined by using the formula specified in the NSW Treasury’s, an\nentity controlled by the ultimate parent entity, Directions. The expense for certain superannuation schemes (i.e. Basic\nBenefit and Aware Super) is calculated as a percentage of the employees' salary. For other superannuation schemes (i.e.\nState Superannuation Scheme and State Authorities Superannuation Scheme), the expense is calculated as a multiple of\nthe employees' superannuation contributions.\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 225\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n34. Provisions (continued)\nRecognition and Measurement (continued)\nIf the effect of the time value of money is material, provisions are discounted at a pre-tax rate that reflects the current\nmarket assessments of the time value of money and the risks specific to the liability. When discounting is used, the\nincrease in the provision due to the passage of time (i.e. unwinding of discount rate) is recognised as a finance cost.\nAny provisions for restructuring are recognised only when the consolidated entity has a detailed formal plan, and the entity\nhas raised a valid expectation in those affected by the restructuring that it will carry out the restructuring by starting to\nimplement the plan or announcing its main features to those affected.\nOther provisions are recognised when the consolidated entity has a present legal or constructive obligation as a result of a\npast event; it is probable that an outflow of resources will be required to settle the obligation; and a reliable estimate can be\nmade of the amount of the obligation. When the consolidated entity expects some or all of a provision to be reimbursed, for\nexample, under an insurance contract, the reimbursement is recognised as a separate asset, but only when the\nreimbursement is virtually certain. The expense relating to a provision is presented net of any reimbursement in the\nconsolidated Statement of Comprehensive Income.\nConsequential on-costs\nConsequential costs to employment are recognised as liabilities and expenses where the employee benefits to which they\nrelate have been recognised. This includes outstanding amounts of payroll tax, workers’ compensation insurance premiums\nand fringe benefits tax.\nOther provisions\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 226\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n35. Other liabilities\nConsolidated Consolidated1\nParent\nParent\n 2021\n 2020\n 2021\n 2020\n$000\n$000\n$000\n$000\nCurrent\nUnearned revenue\n110,760\n62,742\n-\n-\n13,358\n13,357\n-\n-\n11,454\n18,866\n-\n-\nOther\n473\n416\n-\n-\n136,045\n95,381\n-\n-\nNon-current\nUnearned revenue\n101,120\n87,983\n-\n-\n185,124\n198,482\n-\n-\n48,067\n46,218\n-\n-\nOther\n236\n285\n-\n-\n334,547\n332,968\n-\n-\nGrant of right to operate liability under service \nconcessions*\nLiabilities under transfer to acquire or construct non-\nfinancial assets to be controlled by the entity\nLiabilities under transfer to acquire or construct non-\nfinancial assets to be controlled by the entity\n1 Other liabilities - current unearned revenue has been restated to be $8.36 million lower, non-current unearned revenue has been\nrestated to be $129.53 million lower, current grant of right to operate under service concessions* has been restated to be $13.36 million\nhigher and non-current grant of right to operate liability under service concessions* has been restated to be $198.48 million higher in the\nprior year for the consolidated entity.  Refer to Note 1(h) for further details.\nGrant of right to operate liability under service \nconcessions*\n* This is the unearned revenue portion of the revenue from exchange of assets and is progressively reduced over the period\nof the arrangement. Refer to Note 13 and Note 25 for further information on service concession arrangements.\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 227\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n35. Other liabilities (continued)\nCONSOLIDATED\n 2021\n 2020\n$000\n$000\n65,084\n-\n-\n61,711\nAdd: receipt of cash during the financial year\n51,821\n18,813\nDeduct: income recognised during the financial year\n57,384\n15,440\n59,521\n65,084\nReconciliation of financial assets and corresponding liabilities arising from transfers to acquire or construct non-\nfinancial assets to be controlled by the consolidated entity:\nOpening balance of liabilities arising from transfers to acquire/construct non-financial \nassets to be controlled by the entity\nThe consolidated entity expects to recognise as income any liability for unsatisfied obligations as at the end of the reporting\nperiod evenly in the next 1 to 2 financial years, as the related asset(s) are constructed. There are also some liabilities in\nrelation to future replacement of capital assets, the timing of revenue recognition is mostly unknown at this stage.\nRefer to Note 11 for a description of the consolidated entity’s obligations under transfers received to acquire or construct non-\nfinancial assets to be controlled by the consolidated entity.\nLiabilities arising from transfers to acquire / construct non-financial assets to be controlled \nby the entity recognised upon initial application of AASB 1058\nClosing balance of liabilities arising from transfers to acquire / construct non-\nfinancial assets to be controlled by the entity\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 228\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n36. Equity\nRevaluation surplus\nAccumulated funds\nReserves\nIncrease / (decrease) in net assets from equity transfer\nConsolidated Consolidated\nParent\nParent\n 2021\n 2020\n 2021\n 2020\n$000\n$000\n$000\n$000\nTransfer of property, plant and equipment\n(a)\n(101,119)\n(23,300)\n11,038\n36,792\nTransfer of other liabilities\n(b)\n-\n-\n-\n46,121\nTransfer of leases\n(c)\n-\n-\n271\n-\n(101,119)\n(23,300)\n11,309\n82,913\n(a)\nConsolidated Consolidated\nParent\nParent\n 2021\n 2020\n 2021\n 2020\n$000\n$000\n$000\n$000\nCarrying amount at transfer date\nLand & buildings \n95,314\n54,117\n11,036\n36,641\nInfrastructure\n567\n-\n-\n151\nPlant and equipment\n-\n-\n2\nFair value at transfer date\n101,119\n23,300\n11,038\n36,792\nCONSOLIDATED\nThe category 'accumulated funds' includes all current and prior period retained funds.\nThe revaluation surplus is used to record increments and decrements on the revaluation of non-current assets. This accords\nwith the consolidated entity's policy on the revaluation of property, plant and equipment as discussed in Note 25.\nTransfer of property, plant and equipment\nSeparate reserve accounts are recognised in the financial statements only if such accounts are required by specific\nlegislation or Australian Accounting Standards (e.g. revaluation surplus and foreign currency translation reserve).\nIn 2020-21, the NSW Governor made the Callan Park (Special Provisions) (Vesting of Land) Proclamation 2020 to transfer\nCallan Park ’precinct 1’, to the Centennial Park and Moore Park Trust, an entity controlled by the ultimate parent. The transfer\nwas completed on the 16 December 2020 and was treated as an equity transfer. The carrying amount of the assets prior to\nthe transfer was $95.9 million, the fair value at transfer date was $101.1 million.\nIn 2019-20, the former Manly Hospital site, Darley Road Manly, was transferred at $1 to Property NSW (PNSW), an entity\ncontrolled by the ultimate parent. The transfer was completed on 1 March 2020 and was treated as an equity transfer. The\ncarrying amount of the asset prior to the transfer was $54.1 million, the fair value at transfer date was $23.3 million.\nPARENT\nIn 2020-21, in accordance with the Real Property Disposal Framework, the following assets were transferred from Ambulance\nService of NSW and Northern Sydney Local Health District, controlled entities to the Ministry of Health, at the fair value of the\nasset: Griffith ambulance station $1 million, Harden ambulance station $0.2 million, Busby ambulance station $1.7 million and\n389 Pittwater Road, Queenscliff $8.1 million.\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 229\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n36. Equity (continued)\nIncrease / (decrease) in net assets from equity transfer (continued)\n(b)\nTransfer of other liabilities\nConsolidated Consolidated\nParent\nParent\n 2021\n 2020\n 2021\n 2020\n$000\n$000\n$000\n$000\nCarrying amount at transfer date\nUnearned revenue\n-\n-\n-\n46,121\nFair value at transfer date\n-\n-\n-\n46,121\n(c)\nTransfer of leases\nConsolidated Consolidated\nParent\nParent\n 2021\n 2020\n 2021\n 2020\n$000\n$000\n$000\n$000\nCarrying amount at transfer date\nRight-of-use assets - land and buildings\n-\n-\n(7,797)\n-\nRight-of-use assets - plant and equipment\n-\n-\n18\n-\nLease liabilities\n-\n-\n8,050\n-\nFair value at transfer date\n-\n-\n271\n-\n•\ntwo building property leases were transferred to eHealth NSW; and\n•\ntwo motor vehicle leases were transferred from HealthShare NSW.\nAll corresponding right-of-use asset and lease liability balances were transferred across at the carrying amounts from the\ntransferee to the transferor.\nThe NSW Multicultural Health Communication Service (MHCS), forming part of South Eastern Sydney Local District, an entity\ncontrolled by the immediate parent was co-located with the Ministry of Health in a property at Gladesville. Upon the MHCS\nvacating the property, a forklift at fair value of $0.02 million was transferred to the Ministry of Health.\nIn 2019-20, in accordance with the Real Property Disposal Framework, the following assets were transferred from Ambulance\nService of NSW and Northern Sydney Local Health District, controlled entities to the Ministry of Health, at the fair value of the\nasset: Liverpool ambulance station $4.8 million, Kiama ambulance station $0.6 million, Molong ambulance station $0.1\nmillion, 8-10 Murrua Road, North Turramurra $15.0 million, 1 Brookvale Avenue, Brookvale $1.3 million, 8 Woonana Avenue,\nWahroonga $3.8 million and 15-29 Twin Road, North Ryde $11.2 million.\nPARENT\nIn 2019-20, the Ministry transferred an unearned income liability to Northern Sydney Local Health District to manage for\nfuture periods. The liability is in respect of an upfront securitisation payment received by the Ministry for selling the rights to\nthe Royal North Shore Hospital carpark license fee revenue.\nPARENT\nIn 2020-21, the following leases were transferred to/from Ministry of Health from/to controlled entities of the Ministry of Health\nat $Nil consideration:\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 230\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n36. Equity (continued)\nEquity transfers\n37. Commitments\n \n \n(a)\nCapital commitments\nConsolidated Consolidated\nParent\nParent\n 2021\n 2020\n 2021\n 2020\n$000\n$000\n$000\n$000\nWithin one year\n885,010\n1,658,099\n-\n404\nLater than one year and not later than five years\n454,330\n555,608\n-\n-\nLater than five years\n6,871\n-\n-\n-\nTotal (including GST)  \n1,346,211\n2,213,707\n-\n404\n(b)\nInput tax receivable related to capital commitments for expenditure\nOutput tax payable related to commitments for revenue\nAggregate capital expenditure for the acquisition of land and buildings, plant and equipment, infrastructure and \nintangible assets, contracted for at balance date and not provided for:\nThe total of capital 'commitments' payable, i.e. $1,346 million as at 30 June 2021, includes input tax credits of $122.4 \nmillion that are expected to be recoverable from the Australian Taxation Office (2020: $201.2 million).\nThe total of 'commitments' receivable, i.e. $194 million as at 30 June 2021, includes input tax of $17.6 million that is \nexpected to be payable to the Australian Taxation Office (2020: $12.30 million).\nAll other equity transfers are recognised at fair value, except for intangibles. Where an intangible has been recognised at\n(amortised) cost by the transferor because there is no active market, the consolidated entity recognises the asset at the\ntransferor's carrying amount. Where the transferor is prohibited from recognising internally generated intangibles, the\nconsolidated entity does not recognise that asset.\nRecognition and Measurement\nThe transfer of net assets between entities as a result of an administrative restructure, transfers of programs / functions and\nparts thereof between entities controlled by the ultimate parent is designated or required by Accounting Standards to be\ntreated as contributions by owners and is recognised as an adjustment to 'accumulated funds'. This treatment is consistent\nwith AASB 1004 and Australian Accounting Interpretation 1038 Contributions by Owners Made to Wholly-Owned Public\nSector Entities.\nTransfers arising from an administrative restructure involving not-for-profit and for-profit government entities are recognised at\nthe amount at which the assets and liabilities were recognised by the transferor immediately prior to the restructure. Subject\nto below, in most instances this will approximate fair value.\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 231\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n38. Trust funds\nCONSOLIDATED\n2021\nOpening Cash \nBalance\n       Add: \nReceipts\nLess: \nExpenditure\nClosing Cash \nBalance\n$000\n$000\n$000\n$000\nPatient Trust\n5,451\n7,908\n(8,451)\n4,908\nRefundable Deposits\n11,119\n5,147\n(4,507)\n11,759\nPrivate Patient Trust Funds\n10,909\n564,188\n(563,146)\n11,951\nThird Party Funds\n23,230\n78,439\n(60,709)\n40,960\nTotal trust funds\n50,709\n655,682\n(636,813)\n69,578\n2020\nOpening Cash \nBalance\n       Add: \nReceipts\nLess: \nExpenditure\nClosing Cash \nBalance\n$000\n$000\n$000\n$000\nPatient Trust\n5,665\n7,167\n(7,381)\n5,451\nRefundable Deposits\n8,671\n4,773\n(2,325)\n11,119\nPrivate Patient Trust Funds\n14,115\n552,590\n(555,796)\n10,909\nThird Party Funds\n11,967\n68,055\n(56,792)\n23,230\nTotal trust funds\n40,418\n632,585\n(622,294)\n50,709\nPARENT\n2021\nOpening Cash \nBalance\n       Add: \nReceipts\nLess: \nExpenditure\nClosing Cash \nBalance\n$000\n$000\n$000\n$000\nThird Party Funds\n-\n16,141\n-\n16,141\nTotal trust funds\n-\n16,141\n-\n16,141\nThe parent entity did not administer any trust funds on behalf of others in 2020.\nThe consolidated entity holds money in trust in relation to patient trusts, refundable deposits, private patient trust funds and\nthird party funds. As the consolidated entity performs only a custodial role in respect of trust monies, they are excluded\nfrom the financial statements as the consolidated entity cannot use them for the achievement of its own objectives. The\nfollowing is a summary of the transactions in the trust account. \nThe parent entity holds money in a trust in relation to Nationally Funded Centres (NFC) and Health Chief Executives Forum\n(HCEF) formerly known as Australian Health Ministers' Advisory Council (AHMAC). As the parent entity performs only a\ncustodial role in respect of trust monies, they are excluded from the financial statements as the parent entity cannot use\nthem for the achievement of its own objectives. The following is a summary of the transactions in the trust account. \n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 232\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n38. Trust funds (continued)\nCategory\nPurpose\nPatient Trust\nRefundable Deposits\nPrivate Patient Trust Funds\nThird Party Funds\nAny amounts drawn down from trust funds under the private practice arrangements are not included in the key\nmanagement personnel compensation amounts or disclosed as a related party transaction in Note 45.\nA sum of money held in trust on behalf of external parties, e.g. external\nfoundations, volunteer groups and auxiliaries.\nThe revenue derived from private patient and other billable services\nprovided by Staff Specialists.\nA sum of money held in trust as a security deposit.\nThe safe custody of patients’ valuables including monies.\nThe following list provides a brief description of the purpose of the trust fund categories.\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 233\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n39. Contingent liabilities and contingent assets\nCONSOLIDATED\na)\nContingent liabilities\nb)\nContingent assets\nPARENT\nThe Ministry is not aware of any contingent liabilities or assets which would have a material effect on the disclosures in these financial statements.\n40. Interests in associates \n2021\n2020\n2021\n2020\n%\n%\n$000\n$000\n25\n25\n-\n               \n-\n               \nSet out below are the associates of Hunter New England Local Health District (HNELHD) as at 30 June 2021 which, in the opinion of management at HNELHD, are material to the group. The \nproportion of ownership interest held by the group equals the voting rights held by the group.\nA claim has been lodged against the consolidated entity for unspecified compensation in respect of alleged underpayment of employee award entitlements. The consolidated entity is\ndefending the action. It is not practical to estimate the potential effect of these claims at the present time.\nThe consolidated entity is not aware of any contingent assets which would have a material effect on the disclosures in these financial statements.\nHunter Medical Research Institute is a company limited by guarantee, whose constitution prohibits the distribution of funds to its members. Accordingly the carrying amount has been equity\naccounted at $Nil value and as such no financial information has been disclosed.\nCarrying amount \nHunter Medical Research Institute \nAustralia \nNot applicable \n31 December\nEquity method\nName of entity\nPlace of business \nand country of \nincorporation \nClass of shares\nOwnership interest\nReporting Period\nMeasurement method\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 234\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n41. Reconciliation of cash flows from operating activities to net result \nConsolidated Consolidated1,2\nParent\nParent2\n 2021\n 2020\n 2021\n 2020\n$000\n$000\n$000\n$000\nNet cash used on operating activities  \n1,915,678\n3,663,727\n(1,001,704)\n1,152,807\nDepreciation and amortisation expense\n(1,139,883)\n(1,082,031)\n(29,497)\n(13,790)\nAllowance for impairment\n(861,914)\n(41,251)\n-\n-\nEffects of exchange rate changes\n(554)\n(133)\n(579)\n(133)\n(Increase) / decrease in unearned revenue\n(13,639)\n(28,344)\n-\n-\nDecrease / (increase) in provisions\n(309,889)\n(253,416)\n(3,045)\n(3,782)\nIncrease / (decrease) in prepayments and other assets\n480,394\n1,273,354\n152,996\n(59,153)\nIncrease / (decrease) in contract assets\n(237)\n2,031\n276\n-\nDecrease / (increase) in payables\n25,901\n(49,424)\n(77,954)\n1,018\nDecrease / (increase) in contract liabilities\n328,236\n(369,880)\n321,868\n(345,968)\nImpairment losses on assets held for sale recognised in \n'other gains / (losses)'\n-\n(456)\n-\n-\nImpairment losses on right-of-use assets recognised in \n'other gains / (losses)'\n(99,201)\n(2,898)\n(92,526)\n-\nNet gain / (loss) on sale of property, plant and \nequipment\n(33,714)\n(13,923)\n(94)\n(5)\nNet gain / (loss) on disposal of right-of-use assets\n(101)\n32\n-\n-\nNon-cash revenue items\n-\n7,502\n-\n-\nAssets donated or brought to account (Note 42)\n13,666\n28,077\n(4,133)\n-\nOther\n1,071\n1,218\n-\n-\nNet result\n305,814\n3,134,185\n(734,392)\n730,994\n42. Non-cash financing and investing activities \nConsolidated\nConsolidated\nParent\nParent\n 2021\n 2020\n 2021\n 2020\n$000\n$000\n$000\n$000\nAssets donated or brought to account\n13,666\n28,077\n(4,133)\n-\nProperty, plant and equipment acquired by a lease\n72,165\n583,509\n80\n497,630\nProperty, plant and equipment contributed by external \norganisation\n28,595\n1,886\n-\n-\n114,426\n613,472\n(4,053)\n497,630\n2 Contract liabilities has been restated to be $27.04 million lower in the prior year for the consolidated and parent entity.\nRefer to Note 17 for further details.\n1 Depreciation and amortisation has been restated to be $6.07 million higher, unearned revenue restated to be $5.00 million \nlower, prepayments and other assets $1.86 million higher and other $0.21 million lower in the prior year for the\nconsolidated entity.  Refer to Note 1(h) for further details.\nReconciliation of cash flows from operating activities to the net result as reported in the Statement of Comprehensive\nIncome as follows: \n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 235\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n43. Budget Review - Consolidated\n$000\n305,814\n64,810\n98,327\n775,791\n99,201\n115,854\n34,295\n47,090\n25,903\n(13,071)\n1,554,014\nThe timing of new capital projects and intangible assets coming into service resulted in increased\ndepreciation and amortisation.\nThe budgeted amounts are drawn from the original budgeted financial statements presented to Parliament in respect of the\nreporting period. Subsequent amendments to the original budget (e.g. adjustment for transfer of functions between entities\nas a result of Administrative Arrangements Orders) are not reflected in the budgeted amounts. Major variances between the\noriginal budgeted amounts and the actual amounts disclosed in the financial statements are explained below.\nCapital expensing of capital works projects was higher than anticipated as a result of multiple projects\nrequiring final fit outs of furniture, fixture and equipment as they neared completion.\nNET RESULT\nThe actual net result ($305.8 million) is lower than the budgeted net result ($1,554 million) by $1,248 million for the year\nended 30 June 2021. \nA reconciliation of the movements between the actual and budgeted net result is presented below: \nNet result - actual \nThe consolidated entity recognised an insurance expense performance adjustment based on past claim\nperformance resulting in an additional expense to the annual premium.\nActuarial assessment impact of long service leave on annual leave on-costs resulted in additional\nemployee related expenses of $98.3 million, not assumed by the Crown.\nNSW Treasury's Triennial actuarial review resulted in changes to the calculation of consequential factors\nassociated with employee entitlements. The impact of this was an additional $64.8 million of expenses, not\nassumed by the Crown, recognised in employee related expenses.\nThe consolidated entity had a write-off for $217 million of personal protective equipment inventories that\nexpired and made allowances for impairment of $558.7 million of personal protective equipment as the\nconsumption model indicates the equipment is unlikely to be used before it expires.\nThe market rent for some office accommodation leases were negatively impacted by COVID-19, indicating\nthe carrying amount of such right-of-use assets exceeded their recoverable amounts.\nGrants and subsidies to Affiliated Health Organisations and entities controlled by the ultimate parent were\nhigher than expected due to payments for continued COVID-19 support and personal protective equipment\nbeing granted free of charge.\nOther minor variations.\nNet result - budget \n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 236\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n43. Budget Review - Consolidated (continued)\n$000\n21,909,553\n775,791\n287,881\n99,201\n64,810\n152,374\n98,327\n(55,814)\n23,332,123\nActuarial assessment impact of long service leave on annual leave on-costs resulted in additional\nemployee related provisions.\nASSETS AND LIABILITIES\nThe actual net assets ($21,909 million) is lower than the budgeted net assets ($23,332 million) by $1,423 million as at 30\nJune 2021. \nA reconciliation of the movements between significant assets and liabilities is presented below: \nNet assets - actual\nThe annual leave provision significantly increased during the year as a result of staffing needs to manage\nthe COVID-19 pandemic along with state and international border closures.\nThe consolidated entity had a write-off for $217 million of personal protective equipment inventories that\nexpired and made allowances for impairment of $558.7 million of personal protective equipment as the\nconsumption model indicates the equipment is unlikely to be used before it expires.\nLower than anticipated non-current asset revaluations of property, plant and equipment and an equity\ntransfer of Callan Park ’precinct 1’, to the Centennial Park and Moore Park Trust, an entity controlled by the\nultimate parent, resulted in a lower property, plant and equipment balance.\nThe market rent for some office accommodation leases were negatively impacted by COVID-19, indicating\nthe carrying amount of such right-of-use assets exceeded their recoverable amounts.\nNSW Treasury's Triennial actuarial review resulted in changes to the calculation of consequential factors\nassociated with employee entitlements. The impact of this was an additional $64.8 million of provisions.\nNet movement across several asset and liability classes due to other minor variations.\nNet assets - budget\nCASH FLOWS\nThe actual net cash flows from operating activities was lower than the budget by $889 million. This is primarily due to in-\nyear payments being lower than the budgeted year end position for all payments except for payment for grants and\nsubsidies. Similar to payments, receipts are lower than the budgeted year end position.\nThe net cash flows from financing activities were higher than expected by $2 million. This is attributable to higher\nrepayments of principal portion of lease liabilities and service concession financial liability and lower repayments of\nborrowings and advances than budgeted. \nThe net cash flows from investing activities were lower than expected by $301 million. This is attributable to a decrease in\nproceeds and purchases of property, plant and equipment and intangibles and proceeds and purchases of financial assets.\nThese decreases were slightly offset by an increase in other investing activities.\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 237\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n44. Financial instruments\n(a)\nFinancial instrument categories\nCONSOLIDATED\n2021\n2020\nClass\nNote\n$000\n$000\nFinancial Assets\nCash and cash equivalents   \n19\n2,031,071\n2,658,959\nReceivables1\n20\n917,950\n656,846\nContract assets2\n21\n1,794\n2,031\nFinancial assets at fair value\n23\n193,872\n189,614\nOther financial assets    \n24\n87,442\n182,770\nTotal financial assets\n3,232,129\n3,690,220\nFinancial Liabilities\nPayables3\n31\n1,878,618\n1,841,377\nBorrowings\n33\n2,282,320\n2,274,988\nOther liabilities3\n35\n709\n701\nTotal financial liabilities\n4,161,647\n4,117,066\nNotes\nAmortised cost\nThe consolidated entity's principal financial instruments are outlined below. These financial instruments arise directly from the\nconsolidated entity's operations or are required to finance its operations. The consolidated entity does not enter into or trade\nfinancial instruments, including derivative financial instruments, for speculative purposes.\nThe consolidated entity's main risks arising from financial instruments are outlined below, together with the consolidated\nentity's objectives, policies and processes for measuring and managing risk. Further quantitative and qualitative disclosures are\nincluded throughout these financial statements.\nThe Secretary of NSW Health has overall responsibility for the establishment and oversight of risk management and reviews\nand agrees policies for managing each of these risks. Risk management policies are established to identify and analyse the\nrisks faced by the consolidated and parent entities, to set risk limits and controls and to monitor risks. Compliance with policies\nis reviewed on a continuous basis.\nCategory\nAmortised cost\nAmortised cost\nFair value through profit or loss - mandatory \nclassification\nAmortised cost\nFinancial Liabilities (at amortised cost)\nFinancial Liabilities (at amortised cost)\nFinancial Liabilities (at amortised cost)\n1  Excludes statutory receivables and prepayments (i.e. not within scope of AASB 7 Financial Instruments: Disclosures).\n3  Excludes statutory payables and unearned revenue (i.e. not within scope of AASB 7 Financial Instruments: Disclosures). \n2 While contract assets are also not financial assets, they are explicitly included in the scope of AASB 7 Financial Instruments:\nDisclosures for the purpose of the credit risk disclosures.\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 238\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n44. Financial instruments (continued)\n(a)\nFinancial instrument categories (continued)\nPARENT\n2021\n2020\nClass\nNote\n$000\n$000\nFinancial Assets\nCash and cash equivalents   \n19\n160,068\n728,371\nReceivables1\n20\n426,403\n265,064\nContract assets2\n21\n276\n-\nOther financial assets    \n24\n315,437\n755,248\nTotal financial assets\n902,184\n1,748,683\nFinancial Liabilities\nPayables3\n31\n525,213\n449,143\nBorrowings\n33\n564,681\n511,526\nTotal financial liabilities\n1,089,894\n960,669\nNotes\n(b)\nDerecognition of financial assets and financial liabilities\nFinancial Liabilities (at amortised cost)\nFinancial Liabilities (at amortised cost)\n1  Excludes statutory receivables and prepayments (i.e. not within scope of AASB 7 Financial Instruments: Disclosures).\n3  Excludes statutory payables and unearned revenue (i.e. not within scope of AASB 7 Financial Instruments: Disclosures). \n2 While contract assets are also not financial assets, they are explicitly included in the scope of AASB 7 Financial Instruments:\nDisclosures for the purpose of the credit risk disclosures.\nA financial asset (or, where applicable, a part of a financial asset or part of a group of similar financial assets) is\nderecognised when the contractual rights to the cash flows from the financial assets expire; or if the entity transfers its\nrights to receive cash flows from the asset or has assumed an obligation to pay the received cash flows in full without\nmaterial delay to a third party under a pass through arrangement and either:\nWhen the consolidated entity has transferred its rights to receive cash flows from an asset or has entered into a pass\nthrough arrangement, it evaluates if, and to what extent, it has retained the risks and rewards of ownership. Where the\nconsolidated entity has neither transferred nor retained substantially all the risks and rewards or transferred control, the\nasset continues to be recognised to the extent of the consolidated entity continuing involvement in the asset. In that case,\nthe consolidated entity also recognises an associated liability. The transferred asset and the associated liability are\nmeasured on a basis that reflects the rights and obligations that the entity has retained.\nA financial liability is derecognised when the obligation specified in the contract is discharged or cancelled or expires.\nWhen an existing financial liability is replaced by another from the same lender on substantially different terms, or the\nterms of an existing liability are substantially modified, such an exchange or modification is treated as the derecognition of\nthe original liability and the recognition of a new liability. The difference in the respective carrying amounts is recognised in\nthe net result.\n●  the consolidated entity has transferred substantially all the risks and rewards of the asset; or\n●the consolidated entity has neither transferred nor retained substantially all the risks and rewards for the asset, but has\ntransferred control.\nAmortised cost\nThe consolidated entity determines the classification of its financial assets and liabilities after initial recognition and, when\nallowed and appropriate, re-evaluates this at each financial year end.\nAmortised cost\nCategory\nAmortised cost\nAmortised cost\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 239\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n44. Financial instruments (continued)\n(c)\nOffsetting financial instruments\n(d)\nFinancial risks\ni. Credit risk \nCash and cash equivalents\nTrade receivables, other receivables, contract assets and lease receivables are written off when there is no reasonable\nexpectation of recovery. Indicators that there is no reasonable expectation of recovery include, amongst others a failure to\nmake contractual payments for a period of greater than 90 days past due.\nThe expected loss rates are based on historical observed loss rates. The historical loss rates are adjusted to reflect\ncurrent and forward-looking information on macroeconomic factors affecting the ability of the customers to settle the\nreceivables. The consolidated entity has not identified any relevant factors, and accordingly has not adjusted the historical\nloss rates.\nTo measure the expected credit losses, trade receivables, other receivables, contract assets and lease receivables have\nbeen grouped based on shared credit risk characteristics and the days past due.\nAccounting policy for impairment of trade receivables and other financial assets\nReceivables - trade receivables, other receivables, contract assets and lease receivables\nThe consolidated entity applies the AASB 9 simplified approach to measuring expected credit losses which uses a lifetime\nexpected loss allowance for all trade receivables, other receivables, contract assets and lease receivables.\nCollectability of trade receivables, other receivables, contract assets and lease receivables is reviewed on an ongoing\nbasis. Procedures as established in the Treasurer’s Directions are followed to recover outstanding amounts, including\nletters of demand.\nCash comprises cash on hand and bank balances within the NSW Treasury Banking System. Interest is earned on daily\nbank balances at the monthly average NSW Treasury Corporation (TCorp) 11am unofficial cash rate, adjusted for a\nmanagement fee to NSW Treasury. The TCorp IM Funds cash facility is discussed in market risk below. \nCredit risk arises when there is the possibility that the counterparty will default on their contractual obligations, resulting in\na financial loss to the consolidated entity. The maximum exposure to credit risk is generally represented by the carrying\namount of the financial assets (net of any allowance for credit losses or allowance for impairment).\nThe consolidated entity considers a financial asset in default when contractual payments are 90 days past due. However,\nin certain cases, the consolidated entity may also consider a financial asset to be in default when internal or external\ninformation indicates that the entity is unlikely to receive the outstanding contractual amounts in full before taking into\naccount any credit enhancements held by the consolidated entity.\nFinancial assets and financial liabilities are offset and the net amount is reported in the Statement of Financial Position if\nthere is a currently enforceable legal right to offset the recognised amounts and there is an intention to settle on a net\nbasis, or to realise the assets and settle the liabilities simultaneously.\nCredit risk arises from financial assets of the consolidated entity, including cash, receivables and authority deposits. No\ncollateral is held by the consolidated entity. The consolidated entity has not granted any financial guarantees.\nCredit risk associated with the consolidated entity's financial assets, other than receivables, is managed through the\nselection of counterparties and establishment of minimum credit rating standards. Authority deposits held with NSW TCorp\nare guaranteed by the State.\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 240\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n44. Financial instruments (continued)\n(d)\nFinancial risks (continued)\ni. Credit risk  (continued)\nCONSOLIDATED\nCurrent\n<30 days\n30-60 days\n61-90 days\n>91 days\nTotal\n$000\n$000\n$000\n$000\n$000\n$000\nExpected credit loss rate\n1.11%\n7.15%\n10.81%\n17.20%\n55.38%\n9.56%\nEstimated total gross carrying \namount1\n853,077\n44,667\n35,110\n22,583\n154,841\n1,110,278\nExpected credit loss\n9,461\n3,194\n3,795\n3,884\n85,758\n106,092\nCurrent\n<30 days\n30-60 days\n61-90 days\n>91 days\nTotal\n$000\n$000\n$000\n$000\n$000\n$000\nExpected credit loss rate\n0.89%\n1.26%\n13.68%\n35.58%\n45.18%\n8.39%\nEstimated total gross carrying \namount1,3\n430,171\n223,016\n24,716\n13,585\n117,469\n808,957\nExpected credit loss\n3,812\n2,808\n3,381\n4,833\n53,068\n67,902\nPARENT\nCurrent\n<30 days\n30-60 days\n61-90 days\n>91 days\nTotal\n$000\n$000\n$000\n$000\n$000\n$000\nExpected credit loss rate\n0.00%\n0.00%\n0.00%\n0.00%\n0.00%\n0.00%\nEstimated total gross carrying \namount1,2\n394,988\n237\n7\n6\n4,805\n400,043\nExpected credit loss\n-\n-\n-\n-\n-\n-\nCurrent\n<30 days\n30-60 days\n61-90 days\n>91 days\nTotal\n$000\n$000\n$000\n$000\n$000\n$000\nExpected credit loss rate\n0.00%\n0.00%\n0.00%\n0.00%\n0.00%\n0.00%\nEstimated total gross carrying \namount1, 2\n58,435\n183,606\n904\n105\n7,021\n250,071\nExpected credit loss\n-\n-\n-\n-\n-\n-\nNotes\nThe loss allowance for trade receivables, other receivables, contract assets and lease receivables as at 30 June 2021\nand 2020 was determined as follows:\nThe consolidated entity is not materially exposed to concentrations of credit risk to a single trade debtor or group of\ndebtors as at 30 June 2021.\n30 June 2021\n30 June 2020\n30 June 2021\n30 June 2020\n¹ The analysis excludes statutory receivables and prepayments as these are not within the scope of AASB 7 Financial Instruments:\nDisclosures. Therefore the 'total' will note reconcile to the receivables total in Note 20 and the contract assets total in Note 21.\n2  The estimated total gross carrying amount for the parent entity also excludes receivables from controlled health entities.\n3  Estimated total gross carrying amount has been restated higher by $72.4 million. Refer to Note 1(h) for further details.\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 241\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n44. Financial instruments (continued)\n(d)\nFinancial risks (continued)\ni. Credit risk  (continued)\nii. Liquidity risk\nLiquidity risk is the risk that the consolidated entity will be unable to meet its payment obligations when they fall due. The\nconsolidated entity continuously manages risk through monitoring future cash flows and maturities planning to ensure\nadequate holding of high quality liquid assets. The objective is to maintain a balance between continuity of funding and\nflexibility through effective management of cash, investments and liquid assets and liabilities.\nThe consolidated entity has negotiated no loan outside of arrangements with the Crown. During the current and prior year,\nthere were no defaults of loans payable. No assets have been pledged as collateral.\nLiquidity risk is minimised by the use of service agreements between the Secretary of NSW Health and controlled health\nentities. The annual service agreements, requires controlled entities to manage their financial liquidity and in particular,\nmeet benchmarks for the payment of creditors. Where the controlled entities fail to meet service agreement performance\nstandards, the parent as the state manager can take action in accordance with annual performance framework\nrequirements, including providing financial support and increased management interaction.\nFor small business suppliers, where payment is not made within the specified time period, simple interest must be paid\nautomatically unless an existing contract specifies otherwise. \nFor other suppliers, where settlement cannot be effected in accordance with the above, e.g. due to short term liquidity\nconstraints, contact is made with creditors and terms of payment are negotiated to the satisfaction of both parties.\nLiabilities are recognised for amounts due to be paid in the future for goods or services received, whether or not invoiced.\nFor a supplier, that has a correctly rendered invoice, a matched purchase order and where goods have been received, an\nimmediate payment is made irrespective of current contract payment terms.\nOther financial assets - Authority Deposits\nThe consolidated entity has placed funds on deposit with TCorp, which has been rated 'AA+' by Standard and Poor’s.\nThese deposits are similar to money market or bank deposits and can be placed 'at call' or for a fixed term. These\ndeposits are considered to be low credit risk, and the loss allowance recognised during the period was therefore limited to\n12 months expected losses. The consolidated entity did not recognise a provision for expected credit losses on its other\nfinancial assets in 2021 (2020: $Nil).\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 242\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n44. Financial instruments (continued)\n(d) Financial risks (continued)\nii. Liquidity risk (continued)\nMaturity analysis and interest rate exposure of financial liabilities:\nEIR3\nNominal \nAmount 1\nFixed \nInterest \nRate\nVariable \nInterest \nRate\nNon - \nInterest \nBearing\n< 1 Year\n1-5 Years\n> 5 Years\n%\n$000\n$000\n$000\n$000\n$000\n$000\n$000\nCONSOLIDATED\nPayables2\n1,878,618\n   \n-\n             \n-\n             \n1,878,618\n   \n1,878,618\n   \n-\n             \n-\n             \nBorrowings:\n- \nOther loans and \ndeposits\n2.60\n59,649\n        \n59,649\n        \n-\n             \n-\n             \n8,699\n          \n33,075\n        \n17,875\n        \n- \nLease liabilities\n2.15\n1,498,622\n   \n1,498,622\n   \n-\n             \n-\n             \n170,123\n      \n459,296\n      \n869,203\n      \n- \nService concession \nfinancial liabilities\n2.42\n39,676\n        \n39,676\n        \n-\n             \n-\n             \n2,144\n          \n9,149\n          \n28,383\n        \n- \nPPP\n9.21\n2,097,591\n   \n117,397\n      \n1,980,194\n   \n-\n             \n119,683\n      \n507,068\n      \n1,470,840\n   \n-\nOther\n-\n    \n48\n              \n-\n             \n-\n             \n48\n              \n48\n              \n-\n             \n-\n             \n5,574,204\n   \n1,715,344\n   \n1,980,194\n   \n1,878,666\n   \n2,179,315\n   \n1,008,588\n   \n2,386,301\n   \nPayables2\n1,841,377\n   \n-\n             \n-\n             \n1,841,377\n   \n1,841,377\n   \n-\n             \n-\n             \nBorrowings:\n- \nOther loans and \ndeposits\n2.87\n51,878\n        \n51,878\n        \n-\n             \n-\n             \n7,202\n          \n27,855\n        \n16,821\n        \n- \nLease liabilities\n2.09\n1,449,237\n   \n1,449,237\n   \n-\n             \n-\n             \n173,023\n      \n464,823\n      \n811,391\n      \n- \nService concession \nfinancial liabilities4\n2.42\n41,766\n        \n41,766\n        \n-\n             \n-\n             \n2,089\n          \n8,917\n          \n30,760\n        \n- \nPPP4\n9.92\n2,213,496\n   \n125,380\n      \n2,088,116\n   \n-\n             \n117,318\n      \n495,099\n      \n1,601,079\n   \n-\nOther\n-\n    \n63\n              \n-\n             \n-\n             \n63\n              \n63\n              \n-\n             \n-\n             \n5,597,817\n   \n1,668,261\n   \n2,088,116\n   \n1,841,440\n   \n2,141,072\n   \n996,694\n      \n2,460,051\n   \nNotes\n1  The amounts disclosed are the contractual undiscounted cash flows of each class of financial liabilities based on the earliest date on which \nthe consolidated entity can be required to pay. The tables include both interest and principal cash flows and therefore will not agree to the \nStatement of Financial Position.\n2  Excludes statutory payables and unearned revenue (i.e. not within scope of AASB 7 Financial Instruments: Disclosures). \n3  Weighted Average Effective Interest Rate (EIR). \nInterest Rate Exposure\n                 Maturity Dates\nThe following table summarises the maturity profile of the consolidated entity's financial liabilities together with the interest rate\nexposure.\n2021\n2020\n4 Service concession financial liabilities and PPP amounts have been restated in the prior year. Refer to Note 1(h) for further details.\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 243\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n44. Financial instruments (continued)\n(d) Financial risks (continued)\nii. Liquidity risk (continued)\nMaturity analysis and interest rate exposure of financial liabilities:\nEIR3\nNominal \nAmount 1\nFixed \nInterest \nRate\nVariable \nInterest \nRate\nNon - \nInterest \nBearing\n< 1 Year\n1-5 Years\n> 5 Years\n%\n$000\n$000\n$000\n$000\n$000\n$000\n$000\nPARENT\nPayables2\n525,213\n      \n-\n             \n-\n             \n525,213\n      \n525,213\n      \n-\n             \n-\n             \nBorrowings:\n- \nLease liabilities\n2.29\n806,420\n      \n806,420\n      \n-\n             \n-\n             \n21,258\n        \n78,907\n        \n706,255\n      \n1,331,633\n   \n806,420\n      \n-\n             \n525,213\n      \n546,471\n      \n78,907\n        \n706,255\n      \nPayables2\n449,143\n      \n-\n             \n-\n             \n449,143\n      \n449,143\n      \n-\n             \n-\n             \nBorrowings:\n- \nLease liabilities\n2.29\n723,831\n      \n723,831\n      \n-\n             \n-\n             \n23,387\n        \n82,549\n        \n617,895\n      \n1,172,974\n   \n723,831\n      \n-\n             \n449,143\n      \n472,530\n      \n82,549\n        \n617,895\n      \nNotes\n3  Weighted Average Effective Interest Rate (EIR). \n1  The amounts disclosed are the contractual undiscounted cash flows of each class of financial liabilities based on the earliest date on which \nthe consolidated entity can be required to pay. The tables include both interest and principal cash flows and therefore will not agree to the \nStatement of Financial Position.\n2  Excludes statutory payables and unearned revenue (i.e. not within scope of AASB 7 Financial Instruments: Disclosures). \n2020\n2021\nInterest Rate Exposure\n                 Maturity Dates\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 244\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n44. Financial instruments (continued)\n(d)\nFinancial risks (continued)\niii. Market risk\nInterest rate risk\nCONSOLIDATED\n2021\n2020\n$000\n$000\n-1%\n1%\n-1%\n1%\nNet result\n(294)\n294\n(7,557)\n7,557\nEquity\n(294)\n294\n(7,557)\n7,557\nPARENT\n2021\n2020\n$'000\n$'000\n-1%\n1%\n-1%\n1%\nNet result\n(4,755)\n4,755\n(14,836)\n14,836\nEquity\n(4,755)\n4,755\n(14,836)\n14,836\nMarket risk is the risk that the fair value of future cash flows of a financial instrument will fluctuate because of changes in\nmarket prices. The consolidated entity's exposures to market risk are primarily through interest rate risk on the\nconsolidated entity's borrowings, foreign currency risk and other price risks associated with the movement in the unit price\nof the Hour Glass Investment Facilities. The consolidated entity does not enter into commodity contracts.\nThe effect on net result and equity due to a reasonably possible change in risk variable is outlined in the information below\nfor interest rate risk, foreign currency risk and other price risk. A reasonably possible change in risk variable has been\ndetermined after taking into account the economic environment in which the consolidated entity operates and the time\nframe for the assessment (i.e. until the end of the next annual reporting period). The sensitivity analysis is based on risk\nexposures in existence at the Statement of Financial Position reporting date. The analysis was performed on the same\nbasis for 2020. The analysis assumes that all other variables remain constant.\nThe following table demonstrates the sensitivity to a reasonably possible change in interest rates:\nA reasonably possible change of +/-1% is used consistent with current trends in interest rates (based on official RBA\ninterest rate volatility over the last five years). The basis will be reviewed annually and amended where there is a\nstructural change in the level of interest rate volatility.\nBoth NSW Treasury and Ministry of Health loans are set at fixed rates and therefore are generally not affected by\nfluctuations in market rates. The consolidated entity does not account for any fixed rate financial instruments at fair value\nthrough profit or loss or at fair value through other comprehensive income. Therefore, for these financial instruments, a\nchange of interest rates would not affect the carrying value or interest paid/earned.\nInterest rate risk is the risk that the fair value or future cash flows of a financial instrument will fluctuate because of\nchanges in market interest rates. Exposure to interest rate risk arises primarily through the consolidated entity's interest\nbearing liabilities.\nHowever, controlled entities are not permitted to borrow external to the Ministry of Health (energy loans which are\nnegotiated through NSW Treasury are excepted).\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 245\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n44. Financial instruments (continued)\n(d)\nFinancial risks (continued)\niii. Market risk (continued)\nForeign exchange risk\nCONSOLIDATED\n2021\nNet result\nEquity\nNet result\nEquity\n$000\n$000\n$000\n$000\n$000\nDenominated US Dollars\n2,791\n(254)\n(254)\n310\n310\n2020\nNet result\nEquity\nNet result\nEquity\n$000\n$000\n$000\n$000\n$000\nDenominated US Dollars\n100,729\n(9,157)\n(9,157)\n11,192\n11,192\n-10%\nThe consolidated entity manages its foreign exchange risk by maintaining United States (US) dollar denominated bank\naccounts or buying US currencies from TCorp at the time of purchase commitment in accordance with the consolidated\nentity's risk management policies.\nAt year end, the consolidated entity did not hold any foreign currency denominated monetary assets and monetary\nliabilities, except for cash held in a US dollar denominated bank account. All funds held at year end in foreign currency are\nexpected to be used to settle existing purchase commitments that are denominated in US currency. As a result, the\nconsolidated entity is not exposed to foreign exchange rates fluctuations.\nA sensitivity analysis has been disclosed, should the cash and currency held in US dollars not be used for future payment\nof US denominated inventory purchases and instead used to purchase Australian Dollars. A sensitivity of 10% movement\nin the exchange rates has been selected for use in the sensitivity analysis at the reporting date, as this is considered\nreasonable, based on the current Australian dollar level and the historical volatility of the Australian dollar against the US\ncurrency. Based on the value of the Australian dollar at the reporting date as compared with the currencies below, adverse\nor favourable movements in the foreign exchange rates would result in an increase or decrease in the Australian dollar fair\nvalue respectively.\nExposure to foreign exchange risk arises primarily through the contractual commercial transactions denominated in a\nforeign currency. The risk is measured using sensitivity analysis and cash flow forecasting.\n-10%\n+10%\n+10%\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 246\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n44. Financial instruments (continued)\n(d)\nFinancial risks (continued)\niii. Market risk (continued)\nOther price risk - TCorpIM Funds\nFacility\nInvestment Sectors\nInvestment  Horizon\n2021\n2020\n$000\n$000\nTCorpIM Cash Fund\n182,975\n176,398\nTCorpIM Short Term \nIncome Fund\n130,732\n130,329\nTCorpIM Medium-Term \nGrowth Fund\n15,276\n14,013\nTCorpIM Long-Term \nGrowth Fund\n47,865\n45,272\n2021\n2020\n2021\n2020\n%\n%\n$000\n$000\nTCorpIM Cash Fund\n+/- 10%\n+/- 10%\n18,298\n17,640\nTCorpIM Short Term Income Fund\n+/- 10%\n+/- 10%\n13,073\n13,033\nTCorpIM Medium-Term Growth Fund\n+/- 10%\n+/- 10%\n1,528\n1,401\nTCorpIM Long-Term Growth Fund\n+/- 10%\n+/- 10%\n4,786\n4,527\nExposure to 'other price risk' primarily arises through the investment in the TCorpIM Funds, which are held for strategic\nrather than trading purposes. The consolidated entity has no direct equity investments. The consolidated entity holds units\nin the following TCorpIM Funds trusts:\nTCorp provides sensitivity analysis information for each of the Investment facilities, which is used to demonstrate the\nimpact on the funds' net assets as a result of a change in the unit price. This impact is based on a sensitivity rate of 10%,\nmultiplied by the redemption value as at 30 June each year for each facility (balance from TCorpIM Funds statement).\nActual movements in the price risk variables may differ to the sensitivity rate used due to a number of factors. The\nTCorpIM Funds are measured at fair value through profit or loss and therefore any change in unit price impacts directly on\nnet results / equity.\nInvestment in the TCorpIM Funds facilities limits the consolidated entity's exposure to risk, as it allows diversification\nacross a pool of funds with different investment horizons and a mix of investments.\nThe unit price of each facility is equal to the total fair value of net assets held by the facility divided by the total number of\nunits on issue for that facility. Unit prices are calculated and published daily. TCorp as trustee for each of the above\nfacilities is required to act in the best interest of the unit holders and to administer the trusts in accordance with the trust\ndeeds. As trustee, TCorp has appointed external managers to manage the performance and risk of each facility in\naccordance with a mandate agreed by the parties. A significant portion of the administration of the facilities is outsourced\nto an external custodian.\nCash and fixed income, credit, equities, \nalternative assets and real assets\nCash and fixed income, credit, equities, \nalternative assets and real assets\nCash and fixed income\nImpact on net result / \nequity\nCash and fixed income\n7 years and over\n3 years to 7 years\n1.5 years to 3 years\nUp to 1.5 years \nChange in unit price\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 247\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n44. Financial instruments (continued)\n(e) Fair value measurement\ni. Fair value compared to carrying amount\nThe consolidated entity's fair value does not differ from the carrying amount.\nii. Fair value recognised in the Statement of Financial Position\n2021\nLevel 1\nLevel 2\nLevel 3\n Total\n$000\n$000\n$000\n$000\nTCorpIM Funds Investment Facility \n-\n376,848\n-\n376,848\n2020\nLevel 1\nLevel 2\nLevel 3\n Total\n$000\n$000\n$000\n$000\nTCorpIM Funds Investment Facility \n-\n366,012\n-\n366,012\nFair value is the price that would be received to sell an asset or paid to transfer a liability in an orderly transaction\nbetween market participants at the measurement date. The fair value measurement is based on the presumption that the\ntransaction to sell the asset or transfer the liability takes place either in the principal market for the asset or liability or in\nthe absence of a principal market, in the most advantageous market for the asset or liability.\nThe consolidated entity recognises transfers between levels of the fair value hierarchy at the end of the reporting period\nduring which the change has occurred.\nThe value of the TCorpIM Funds Investments is based on the consolidated entity's share of the value of the underlying\nassets of the facility, based on the market value. All of the TCorpIM Funds Investment facilities are valued using\n'redemption' pricing.\nThere were no transfers between Level 1 and 2 during the year ended 30 June 2021 (2020: $Nil).\nTCorpIM Funds Investment Facilities are measured at fair value. Management assessed that cash and short-term\ndeposits, trade receivables, trade payables and other current liabilities approximate their fair values, largely due to the\nshort-term maturities of these instruments.\nThe table above only includes financial assets as no financial liabilities were measured at fair value in the Statement of Financial\nPosition.\nWhen measuring fair value, the valuation technique used maximises the use of relevant observable inputs and minimises\nthe use of unobservable inputs. Under AASB 13, the consolidated entity categorises, for disclosure purposes, the\nvaluation techniques based on the inputs used in the valuation techniques as follows:\n●\nLevel 1 – quoted (unadjusted) prices in active markets for identical assets / liabilities that the entity can access at the\nmeasurement date.\n●    Level 2 – inputs other than quoted prices included within Level 1 that are observable, either directly or indirectly.\n●    Level 3 – inputs that are not based on observable market data (unobservable inputs).\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 248\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n45. Related party disclosures\n(a)\nKey management personnel compensation\nKey management personnel compensation is as follows:\nConsolidated Consolidated\nParent\nParent\n 2021\n 2020\n 2021\n 2020\n$000\n$000\n$000\n$000\nShort-term employee benefits\n3,239\n3,102\n3,239\n3,102\nPost-employment benefits\n71\n63\n71\n63\n3,310\n3,165\n3,310\n3,165\n(b)\n(c) \nOperating expenses incurred as follows:\n●\n●\n●\n●\n●\n●\n●\n●\n●\n●\n●\n●\nRevenue earned as follows:\n●\n●\n●\n●\n●\n●\n●\nGrants and subsidies to health cluster agencies\nClinical services revenue was earned from the NSW Police Force, Transport for NSW and Resilience NSW\nProject management costs for capital works projects.\nNSW Treasurer's State Contingency Grant on COVID-19\nPersonal protective equipment granted to entities of the ultimate parent\nProperty lease expenses \nVarious grants and other contributions \nInterest income on TCorpIM Funds Investment facilities \nContract revenue for the construction works\nVarious grants and other contributions \nRecurrent and Capital appropriations as per the Appropriations Act \nMotor Accident Third Party revenue is received from State Insurance Regulatory Authority (SIRA) under a bulk\nbilling agreement\nCompensation for the Minister for Health is paid by the Legislature and is not reimbursed by the Ministry of Health and\nits controlled entities. Accordingly no such amounts are included in the key management personnel compensation\ndisclosures above. \nDuring the financial year and comparative year, the consolidated entity entered into the various transactions with other\nentities consolidated as part of the NSW Total State Sector (the ultimate parent) within the normal course of business.\nThere were no material transactions or outstanding balances with key management personnel of the consolidated entity\nand its parent during the financial year.\nTransactions and outstanding balances with key management personnel of the consolidated entity and its\nparent during the financial year\nMotor vehicle toll expenses \nPayroll and fringe benefits taxes \nTransactions the consolidated entity had with government related entities during the financial year\nAudit of the statutory financial statements\nInsurance costs\nCost for mobile radio network services\nUtilities, including electricity, gas and water expenses\nLegal and consultancy costs\n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 249\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n45. Related party disclosures (continued)\n(c) \nRevenue earned as follows (continued):\n●\n●\n●\n●\n●\n●\n●\nOperating expenses incurred as follows:\n●\nRevenue earned as follows:\n●\n●\n●Intra-health receivables and payables \n●\n●Receivable for advances made to health entities.\n(d) \nPeppercorn Lease 1: Doonside Lease\nPeppercorn Lease 2: Mt Druitt Lease\nRight-of-use assets and lease liabilities with Property NSW and Department of Customer Service\nRight-of-use assets and lease liabilities with Property NSW and Department of Customer Service\nVarious grants from Department of Communities and Justice.\nTransactions the consolidated entity had with government related entities during the financial year (continued)\nTransactions the parent entity had with government related entities during the financial year\nFurther to the above transactions entered into by the consolidated entity, the parent entity entered into the following\ntransactions within the normal course of business with entities it controlled which are consolidated as part of these\nfinancial statements:\nGrants and subsidies provided to health entities.\nRevenue from personnel services provided\nSome sale proceeds for non-current property, plant and equipment assets\nIndividually significant transactions with Government-related entities\nReceivables / payables in respect of the above noted related party revenue and expense transactions \nInsurance refunds\nRevenue from acceptance of long service leave liabilities and defined benefit superannuation.\nAssets and Liabilities as follows:\nAssets and Liabilities as follows:\nSome term deposits are invested with TCorpIM Funds Investment facilities\nEnergy Efficient Government Program loans are held with the Crown.\nDepartment of Planning, Industry and Environment (DPIE), an entity controlled by the ultimate parent, has entered into\na lease agreement with Western Sydney Local Health District (WSLHD) for lease of the land located at Lots 29 and 30 in\nRooty Hill, Cumberland County for a 77 year period commencing from 4 November 1973 to 31 December 2050. WSLHD\nwill pay $1 per year to the DPIE.\nNSW Land & Housing Corporation (LHC), an entity controlled by the ultimate parent, entered into a lease agreement\nwith Western Sydney Local Health District (WSLHD) for the lease of the land at 32 Birdside Avenue, Doonside for a 99\nyear period commencing on 2 December 1991 and ending on 1 December 2090. WSLHD pay a lease rental of $1 per\nyear to the LHC.  \n\n\nNSW Health\t\nAnnual Report 2020-21   :  Financial report   :  page 250\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2021\n46. Events after the reporting period\nNo other matters or circumstances have arisen since the end of the financial year which significantly affected or may affect\nthe consolidated entity.\nEND OF AUDITED FINANCIAL STATEMENTS\nOn 28 June 2021, the NSW Government put in place Public Health (COVID-19 Temporary Movement and Gathering\nRestrictions) Order 2021 under the Public Health Act 2010 to contain the spread of COVID-19 and to prioritise the health and\nsafety of the community. The Public Health Order 2021 placed various restrictions on Greater Sydney and at a later stage\nregional NSW and therefore has impacted the way the consolidated entity has operated since reporting date. Elective surgery\nwas cancelled in public hospitals as they prepared for surges in COVID-19 presentations. Management recognises that it is\ndifficult to reliably estimate with any degree of certainty the potential impact of COVID-19 on the consolidated entity after\nreporting date.\n\n\n6\nNSW Health \norganisations\n\n\nNSW Ministry of Health\n1 Reserve Road, St Leonards NSW 2065 \nTelephone: 9391 9000 \nEmail: feedback@health.nsw.gov.au\nWebsite: www.health.nsw.gov.au\nBusiness hours: 9am-5pm, Monday to Friday\nSecretary: Elizabeth Koff \n(Biography on page 9)\nKey achievements \n•\tIn continuing to respond to the challenges of the COVID-19 \npandemic, the State Health Emergency Operations \nCentre (SHEOC) led the NSW Health operational response \nto the COVID-19 pandemic including planning with local \nhealth districts and specialty health networks to increase \nintensive care unit (ICU) capacity to meet the predicted \nCOVID-19 surge, sourcing and distributing medical \nequipment such as ventilators, supporting the operation \nof COVID-19 testing clinics, the NSW Hotel Quarantine \nand Airport program in collaboration with other NSW \nGovernment agencies and establishing a large network \nof over 100 vaccination clinics, including mobile outreach \nlocations, across the state, and the state’s first mass \nvaccination centre at Sydney Olympic Park. Meanwhile, \nthe Public Health Emergency Operations Centre \n(PHEOC) led the public health aspects of the response \nto COVID-19. PHEOC worked in conjunction with Public \nHealth Units in local health districts and NSW Health \nPathology, primarily being involved in contract tracing, \nproviding expert advice, issuing public health orders \nand epidemiology research.\n•\tCollaborated with Sydney Water to implement our \naward-winning sewage surveillance program at more \nthan 60 sewage treatment plants across NSW to support \nour COVID-19 response, providing an additional level \nof surveillance at a population level with the world-first \nresearch program having achieved global significance.\n•\tRolled out the COVID-19 vaccination program across \nNSW, establishing a mass vaccination centre at Sydney \nOlympic Park and planning for the second mass hub in \nNewcastle. As at 29 June 2021, our health workers had \nadministered 851,400 doses of the AstraZeneca and \nPfizer vaccines.\n•\tInvested more than $28 million in initiatives to generate \nresearch evidence to support the response to the \nCOVID-19 pandemic, which included launching the \ncompetitive and merit-based COVID-19 Research Grants \nProgram with $8 million awarded to 17 research projects.\n•\tInvested more than $4.5 million over three years \nto support experts in studying the clinical and \nimmunological responses to the COVID-19 vaccines \nin NSW recipients to inform the state’s vaccine \npolicy into the future.\n•\tResponded to over 18,000 calls a month to the Mental \nHealth Line as an additional $16.4 million was invested to \nenhance the service as part of the state’s COVID-19 response.\n•\tWorked collaboratively as part of the statewide emergency \nresponse to the extreme rainfall and flooding in March \n2021, ensuring isolated communities or those at risk of \nflooding were safe and able to access health services. \nPart of this work included the deployment of a specialist \nMedical Assistance Team to North Richmond for five \ndays to provide emergency care and deliver healthcare \nservices to support evacuation centres on the Mid North \nCoast, Upper Hunter and Castle Hill. The coordinated \nresponse also spanned the clean-up and recovery.\n•\tLaunched the NSW HIV Strategy 2021-2025 to continue \nto build on the success of its predecessor, which saw a \nsubstantial improvement in HIV prevention, testing and \ntreatment in NSW. In continuing the momentum, the \n2021-25 strategy aims to achieve the virtual elimination \nof HIV transmission in NSW by addressing the barriers \nto testing and treatment created by stigma and \ndiscrimination; adapt, pilot and implement new \ntechnologies; and focus additional efforts on priority \npopulations who have not experienced the same level \nof recent success.\n•\tLaunched the First 2000 Days Implementation Strategy \n2020-2025 to support local health districts, specialty \nnetworks and other policy, program and service delivery \nareas within the health system to implement the First \n2000 Days Framework at a local level. Successful \nimplementation of the strategy will improve health and \ndevelopment outcomes for all children, giving them the \nstart that they need to thrive now and in the future. \n•\tTo support care and service delivery, more than \n$2.1 billion was invested into infrastructure planning \nand construction, with 23 projects completed across \nmetropolitan and regional NSW.\n•\tExceeded the Premier’s Priority of doubling Aboriginal \npeople in senior leadership roles, increasing from \nfive to 11, and established a stretch target of 16 \nAboriginal people in senior leadership roles by 2025.\n•\tWelcomed 1041 Junior Medical Officers to the \nNSW Health system in January, a record number of \nnew starters, having increased 35 per cent from 2011, \nand the most of any state or territory in Australia.\n•\tIncreased recruitment of graduate nurses and midwives \nwith more than 2700 new graduates employed in \n2020-21, of which 25 per cent were located in rural \nand regional areas.\n•\tOffered dental care to 121,701 primary school students \nas part of the Primary School Mobile Dental Program. \nOf these students, 18,487 received dental treatment, \n78 per cent of whom had not previously accessed public \ndental services.\nNSW Health\t\nAnnual Report 2020-21   :  NSW Health organisations   :  page 252\n\n\nStatutory health \ncorporations\nAgency for Clinical Innovation\n1 Reserve Road, St Leonards NSW 2065 \nTelephone: 9464 4666 \nEmail: aci-info@health.nsw.gov.au\nWebsite: www.aci.health.nsw.gov.au\nBusiness hours: 8:30am-5pm, Monday to Friday\nChief Executive: Dr Jean-Frédéric Levesque \nDr Jean-Frédéric Levesque joined the \nAgency as Chief Executive in June \n2017. He brings experience in clinical \npractice in refugee health and tropical \nmedicine, in clinical governance and \nin academic research. \nJean-Frédéric is a member of the Strategic Analytic \nAdvisory Committee of the Canadian Institute of Health \nInformation and a Fellow of the Royal College of \nPhysicians of Canada in Preventive Medicine and Public \nHealth. He holds a Doctorate in Public Health, a Master’s \nin Community Health and a medical degree from the \nUniversité de Montréal, Canada. He is an adjunct professor \nat the Centre for Primary Health Care and Equity of the \nUniversity of New South Wales.\nYear in review\nThis past year has been the first full year that we have \nworked in a pandemic environment. For us, it is important \nto reflect on the challenges and successes of progressing \ninnovation in a disrupted environment, where the system \nhas been rightly focused on responding to the COVID-19 \npandemic. \nEven in an environment where the biggest priority has \nbeen one of such significance, there are various projects \nthat have needed to continue to benefit patients and \nclinicians, and offer efficiencies across the wider health \nsystem. These projects have represented evidence-based \napproaches, adding value to how care is delivered and \nneeding multiple stakeholders to collaborate to ensure \na successful outcome. \nDeveloping and delivering such projects – often in a \nvirtual environment – presented greater challenges to how \nthese initiatives were traditionally implemented, and \nit is a great credit to our staff that they have connected \nwith clinicians and delivered successful initiatives together \nacross NSW this year. \nMany of the statewide programs the Agency has worked \non have not been impacted in terms of their rollout, despite \nthe pandemic. For us, working in a system that can manage \nchange in uncertain times – a system that keeps moving \nand improving – is something for us all to celebrate.\nOur staff have worked with many rural and regional sites \nto extend the NSW Telestroke Service, benefiting stroke \npatients who would not otherwise have had access to \nlife-saving treatment. In a similar vein, the Patient \nReported Measures Program has continued in momentum. \nThe launch of the IT platform that supports the program \nrepresented the culmination of an extensive collaboration \nbetween clinicians, patients and managers from around \nthe state. Virtual care continues to be a key priority and \nour work partnering with eHealth NSW in accelerating its \nuse in clinical settings was supported in local health \ndistricts throughout NSW. \nI would like to thank our staff who work with clinicians, \nand those who support the development of clinical \ninitiatives throughout the pipeline of innovation, which \nenables these innovations to come to fruition. It is a \ntestament to our collective ability to respond quickly to \nchanges and different environments which allows our \nwork to have a great reach across the health system. \nKey achievements \n•\tLed the statewide implementation of Telestroke services \nincluding the development of resources and training \nmodules for My Health Learning and Virtual Reality. \nThe launch was achieved at 11 sites, enabling care to be \ndelivered to over 800 stroke patients across regional and \nrural NSW with over 150 recommendations for \nreperfusion. \n•\tLaunched the Health Outcomes and Patient Experience \npurpose-built IT platform, enabling patients and their \ncarers to provide direct, timely feedback about outcomes \nand experiences. Approximately 3554 patients and \n249 clinicians are active in the Health Outcomes and \nPatient Experience platform and 14,657 patient surveys \nhave been completed.\n•\tCo-designed and piloted the Leading Better Value Care \neMR solutions for the musculoskeletal cohorts, \nOsteoarthritis Chronic Care Program and Osteoporotic \nRefracture Prevention in two local health districts.\nNSW Health\t\nAnnual Report 2020-21   :  NSW Health organisations  :  page 253\n\n\n•\tDeveloped the 3Ci Model of Care, a principles-based \nmodel of care delivering value based healthcare for chronic \nheart failure and chronic obstructive pulmonary disease, \nto support guideline-concordant care across the entire \nhealthcare journey and reduce readmissions to hospital. \n•\tDelivered key activities under the Surgery Action Plan, \nincluding a position paper on avoidance of non-beneficial \nsurgery, recommendations for implementation of \nprehabilitation and low value surgery, key principles for \ncolorectal enhanced recovery after surgery and \nexamined specialties with the greatest potential for \nenhanced recovery after surgery.\n•\tLaunched the Working with Consumers and Co-design \ntoolkit. The toolkit is a practical resource for health \nservices to adopt a co-design approach, enabling consumers \nto become equal partners in the improvement process.\n•\tDelivered the Vocational Intervention Program’s \nimplementation report and economic analysis, which \ndocumented 53 vocational partnerships in NSW between \n20 vocational providers and 12 brain injury units. A total \nof 173 people engaged with the program, with 66 people \nachieving employment.\n•\tLed the statewide implementation of myVirtualCare and \ndeveloped over 60 resources to support all users \nincluding patients, their families and carers, external \nusers, interpreters, NSW Health providers and \nadministration officers. As a result, over 3100 clinicians \nhave used myVirtualCare for approximately 30,000 \npatient consultations.\n•\tIncorporated the 8 Ways of Aboriginal Learning \nprinciples into the Redesign curriculum to help address \nissues faced by Aboriginal communities in accessing \nculturally safe and integrated healthcare.\n•\tDelivered the COVID-19 Critical Intelligence Unit, which \nhas produced 400 integrated dashboards of data, 250 \ndaily digests of the academic literature, 100 topic-\nspecific evidence checks, 50 weekly reports on risk \nlevels and international data and four online living \nevidence tables.\n•\tStrengthened the statewide COVID-19 response by \nleading 12 COVID-19 Communities of Practice and \ndeveloping the Pandemic Kindness Movement website to \nsupport all health workers during the pandemic. The \nwebsite has had over 100,000 views since its launch.\nBureau of Health Information\n1 Reserve Road, St Leonards NSW 2065 \nTelephone: 9464 4444\nEmail: BHI-enq@health.nsw.gov.au\nWebsite: www.bhi.nsw.gov.au\nBusiness hours: 8:30am-5pm, Monday to Friday\nChief Executive: Dr Diane Watson\nDr Diane Watson has led the establishment \nof three reporting agencies in Australia \nthat use big data to drive decisions on \nhealthcare provision nationally and locally. \nFor more than 25 years, Diane has held \nsenior management positions measuring, \nmonitoring and reporting on the performance of \nhealthcare systems to drive improvements in health, \npatient care and productivity. Diane was the inaugural \nChief Executive Officer of the Victorian Agency for Health \nInformation and the inaugural Chief Executive of the \nNational Health Performance Authority.\nYear in review\nIn 2020-21, the Bureau of Health Information continued \nto provide timely, accurate and comparable healthcare \nperformance information to the people of NSW.\nWe published 13 reports and associated information products \nand worked closely with stakeholders to ensure our \nreporting is used to inform healthcare improvement efforts.\nIn March 2021, the Bureau’s latest Healthcare in Focus \nreport provided insights into the impact of COVID-19 on \nthe public healthcare system during 2020. It examined \nactivity and performance throughout the year, looking at \nmeasures including timeliness of care, patients’ \nexperiences, and COVID-19 cases and testing numbers.\nThe report expanded on the COVID-19 supplements \npublished with the September and December 2020 issues \nof Healthcare Quarterly, our quarterly report on the performance \nof public hospital and ambulance services. In June 2021, \nHealthcare Quarterly also included analyses on quarantine \nservices provided in response to the pandemic.\nThe June issue of Healthcare Quarterly coincided with the \nlaunch of the new Bureau of Health Information Data \nPortal, part of a transition to a digital-first way of reporting \nhealthcare performance results in NSW, making them \nmore accessible and user friendly.\nWork continued to reform the NSW Patient Survey \nProgram to help ensure patients’ voices drive \nimprovements in experiences and outcomes of care. We \nheard from almost 59,000 people about their experiences \nacross a variety of care settings and published patient \nsurvey results for emergency departments, admitted \npatients, rural admitted patients and maternity care.\nNSW Health\t\nAnnual Report 2020-21   :  NSW Health organisations   :  page 254\n\n\nIn July 2020, Healthcare in Focus examined the \nexperiences of more than 200,000 people who visited \nemergency departments or were admitted to public \nhospitals over a five-year period. Trends in patients’ \nexperiences were analysed to identify areas with \nsignificant improvement or decline.\nAt the end of 2020, the Bureau developed the first \nstatewide survey to collect information about patients’ \nexperiences and outcomes of virtual care outpatient \nappointments with NSW public hospitals. This formed \nthe first part of a program of work that will help improve \nhealthcare experiences and outcomes for patients \nacross NSW.\nKey developments for patient surveys included the \nintroduction of shorter, more focused questionnaires and \nthe application of advanced methods for standardising \nhospital results to ensure they take into account key \ndifferences in patient populations.\nThis past year, we also seconded almost a quarter of \nour staff to the Ministry to support the COVID-19 effort, \nparticularly in the areas of communication, operations \nmanagement, data analytics and information.\nWe thank our staff for their continued commitment to \nhealthcare performance reporting. \nKey achievements \n•\tPublished Healthcare in Focus – People’s experiences \nof hospital care: Insights from five years of patient \nfeedback, providing trend data to highlight achievements \nand opportunities for improvement.\n•\tImplemented shorter, more flexible surveys to reduce \nthe burden on patients and focus on priority aspects of \ncare, while maintaining robust and representative results.\n•\tGave voice to almost 59,000 patients about their \nexperiences with public hospitals and used sophisticated \nanalytic methods to deliver insights into health system \nperformance.\n•\tProvided patient experience and engagement key \nperformance indicators for local health districts \nin line with their 2020-21 Service Agreements with \nNSW Health.\n•\tPublished results from a census sample of adult \nAboriginal patients admitted to or who gave birth \nin NSW public hospitals in 2019.\n•\tPublished four Healthcare Quarterly reports featuring \ndetailed information for the public about activity and \nperformance in NSW public hospital and ambulance \nservices, including COVID-19 supplements.\n•\tAchieved improvements in stakeholder perceptions \nof the Bureau as a trusted provider of information \n(88 per cent), fulfilling its purpose (88 per cent) and \nengaging with stakeholders (82 per cent).\nCancer Institute NSW\n1 Reserve Road, St Leonards NSW 2065 \nTelephone: (02) 8374 5600\nEmail: information@cancer.nsw.gov.au\nWebsite: cancer.nsw.gov.au\nBusiness hours: 9am-5pm, Monday to Friday\nChief Executive: Professor David Currow FAHMS\nProfessor David Currow FAHMS is the \nChief Cancer Officer of NSW and Chief \nExecutive Officer of the Cancer Institute \nNSW. Prior to his appointment in March \n2010, David was the foundation Chief \nExecutive Officer of Cancer Australia. \nDavid is a Fellow of the Australian Academy of Health and \nMedical Sciences, the previous president of the Clinical \nOncological Society of Australia and past president of \nPalliative Care Australia. \nHe has also: \n•\tserved on the American Society of Clinical Oncology \nworking party on palliative care education \n•\tchaired the working party for the Union of International \nCancer Control on Palliative Care for the United Nations \nsummit on non-communicable diseases \n•\tbeen a faculty member of the Australia and Asia Pacific \nClinical Oncology Research Development workshops.\nYear in review\nDespite excellent survival rates, cancer continues to be a \nsignificant public health issue and cause of premature \ndeath, impacting thousands of people in NSW.\nThe Cancer Institute NSW provides the strategic direction \nfor cancer control across the state, which is driven by the \ngoals of the fourth NSW Cancer Plan to:\n•\treduce the incidence of cancer \n•\tincrease the survival rate of people with cancer \n•\timprove the quality of life of people with cancer.\nWe work in close collaboration with the health system, \nnon-government organisations, community members and \nresearchers to develop and implement patient-centred \ninitiatives across the spectrum of cancer control. We \ncontinue to focus on improving outcomes for groups that \nare disproportionately affected by cancer, including \nAboriginal people, multicultural communities, and people \nfrom rural, remote and lower socioeconomic backgrounds.\nThe Institute manages strategic investment on behalf of \nthe NSW Government to build research capacity, attract \nworld-class researchers, foster innovation and support the \ntranslation of discoveries into clinical practice. \nNSW Health\t\nAnnual Report 2020-21   :  NSW Health organisations  :  page 255\n\n\nThis year, we invested $21 million in cancer research \nand modified our funding model to increase investment in \nour successful Translational Program Grants scheme.\nWe delivered the tenth round of the Reporting for Better \nCancer Outcomes program providing local and statewide \ncancer information to local health districts, specialty \nnetworks, primary health networks and participating \nprivate hospitals. Reporting for Better Cancer Outcomes \nprovides a comprehensive view of cancer control in NSW, \ninforming health system performance and identifying \nareas for improvement.\nOne in three cancers are caused by lifestyle behaviours. \nThe Institute promotes healthy lifestyle behaviours \nthrough our public campaigns, website and social media \ninformation, and smoking cessation support initiatives, \nsuch as the NSW Quitline and the icanquit.com.au website. \nWe continued to support cancer services to gain \nsustainable efficiencies in the delivery of care during \nCOVID-19, optimising clinical resources without \ncompromising outcomes. We encouraged people to \nsafely access health services, see their doctor about \nsymptoms, and participate in the national cancer \nscreening programs. BreastScreen NSW was able to \nresume safe, high-quality screening following a short \nsuspension of service during the pandemic.\nFinally, as custodian of the NSW Cancer Plan, we worked \nin collaboration with stakeholders in cancer control to \ndraft the fifth plan, which will take effect in 2022, sitting \nunder the Future Health Strategy.\nThank you to our staff and colleagues in cancer \ncontrol for their commitment to reducing the burden \nof cancer in NSW.\nKey achievements \n•\tLaunched Sun and UV at School, a suite of evidence-\nbased teaching resources aligned to NSW Science and \nPersonal Development, Health and Physical Education \ncurriculum for Kindergarten to year 10. The resources, \nwhich were developed with the Department of Education, \nare linked to the Australian curriculum and SunSmart \nprogram. Sun and UV at School includes complete units \nof work, individual lessons, animations, infographics, \nlinks to data repositories and grab-and-go activities.\n•\tPromoted early detection of breast, bowel and \ncervical cancers through the delivery of comprehensive \nscreening programs with focused programs for \nAboriginal people and culturally and linguistically diverse \ngroups, and supported the delivery of safe screening \nby BreastScreen NSW during the COVID-19 pandemic.\n•\tImproved the knowledge, skills and confidence of staff \nworking in cancer services to deliver smoking cessation \ninterventions through the promotion of the Smoking \nCessation Framework in Cancer Services, facilitated \ntechnical change for data collection and secure referrals \nto NSW Quitline, and established standardised data \nfields and functionality for smoking cessation in \nelectronic medical record systems, resulting in more \npatients of cancer services receiving support to quit \nsmoking at the time of diagnosis.\n•\tContinued to focus on the provision of value-based, \npatient-centred cancer care through the implementation \nof two Leading Better Value Care initiatives:\n\t -\t \u0007\nDirect access colonoscopy – continued to support local \nhealth districts to implement the Direct Access \nColonoscopy Model of Care, which outlines the \nmandatory and recommended inclusions for localised \nimplementation of services, and undertook a baseline \npatient reported experience measure survey\n\t -\t \u0007\nBreast cancer hypofractionated radiotherapy – the \nproportion of women with early-stage breast cancer \nwho received hypofractionated radiotherapy increased \nfrom 75 per cent in 2017 to 90 per cent in 2020 in \nNSW public facilities, and from 52 per cent in 2017 \nto 83 per cent in 2020 in NSW private facilities.\n•\tExpanded and optimised digital channels for people \naffected by or at risk of cancer, supporting users to \naccess accurate information and support when they \nneed it and promoting cancer services that meet quality \nmeasures to drive better outcomes. In 2020-21, there \nwere 261,778 users of Canrefer, an online directory listing \nspecialists who are active members of a multidisciplinary \ncancer care team. Canrefer also released a new feature \nto assist users to find cancer clinical trials in their area \nthat are currently or soon to be recruiting participants. \nInformation on patients.cancer.nsw.gov.au has been \nexpanded to include information about 33 cancer types, \nwith content available in eight community languages.\n•\tContinued to expand eviQ.org.au, which now has 640,847 \ntotal users, representing a 23 per cent increase from the \nprevious year. eviQ Education, which has about 108,063 \ntotal users, supports the rapid uptake of emerging \nevidence into clinical practice and responds to the \nevolving learning needs of oncology professionals \nat the point of care. This year, eviQ Education released \n14 learning resources and an additional 13 learning \nresources for oncology professionals.\n•\tInvested more than $12.4 million in mass media public \neducation campaigns to reduce smoking rates and \nparticipation in cancer screening programs. This included \nthe development and launch of a new advertising \ncampaign to increase participation in the National Bowel \nCancer Screening Program.\nNSW Health\t\nAnnual Report 2020-21   :  NSW Health organisations   :  page 256\n\n\n•\tPublished the sixth publicly available Cancer Control in \nNSW: Statewide report, as part of the Reporting for \nBetter Cancer Outcomes program. This report included \nmore than 70 key performance indicators across cancer \ncontrol. We also collaborated with the Aboriginal Health \nand Medical Research Council of NSW to develop \nthe inaugural Reporting for Better Cancer Outcomes: \nAboriginal people in NSW report, which highlights the \nimpact of cancers on Aboriginal communities and \nopportunities for improvement.\n•\tContinued to support person-centred cancer care \nby collecting patients’ perspectives through patient-\nreported measures surveys and providing personalised \ninformation to inform shared decision making in \nseven local health districts. \n•\tStrengthened cancer research capacity by investing \n$21 million in cancer research, including grants and \nclinical trials, and increasing support for translational \nresearch programs, which aim to ensure scientific \ndiscoveries have a real impact at the point of care.\nClinical Excellence Commission\n1 Reserve Road, St Leonards NSW 2065 \nLocked Bag 2030\nTelephone: (02) 9269 5500\nEmail: cec-spc@health.nsw.gov.au\nWebsite: www.cec.health.nsw.gov.au\nBusiness hours: 8:30am-5pm, Monday to Friday\nChief Executive: Carrie Marr\nCarrie Marr began her professional \nhealth career as a nurse in Scotland. \nShe has held a number of executive roles \nwithin the National Health Service, \nScotland, including Director, Tayside \nCentre for Organisational Effectiveness \nand Associate Director, Change and Innovation. Prior to \ntaking up her role at the Clinical Excellence Commission \nin 2015, Carrie worked at Western Sydney Local \nHealth District. \nCarrie is a graduate of the advanced training program \nin Quality Improvement at Intermountain Health Care, \nUtah, USA and holds a Bachelor of Science (Nursing), \na Diploma in Education (Nurse Teaching) and a Master \nof Science (Organisation Consulting).\nYear in review\nIn a year marked by one of the world’s greatest health \nemergencies, I am proud of the Clinical Excellence \nCommission’s response to the COVID-19 pandemic, while \nmaintaining focus on its primary objective to promote \nand support improved clinical care, safety and quality \nacross the NSW public health system. \nAs the lead agency for Infection Prevention and \nControl, the Commission played a critical role throughout \n2020-21 in keeping frontline staff, patients and visitors \nsafe through the COVID-19 pandemic and supporting \nthe system with strategic guidance, advice, resources \nand education. \nThe Commission was also successful in supporting \nInfection Control Practitioners, who played a critical role \nin providing expertise across the NSW health system to \nreduce the risk of the COVID-19 virus spreading. \nIn response to the pandemic, we developed a wide range \nof COVID-19 resources to provide targeted advice and \nexpertise to NSW Health and external agencies, including \naged care facilities, private hospitals and essential \nservices such as Police and Transport NSW.\nWe delivered the COVID-19 Infection Prevention and Control \nManual (2021), a consolidated guide for acute \nand non-acute healthcare settings. We implemented \nrobust governance processes for product review and \nprocurement in partnership with HealthShare NSW. \nThis successful program of work ensured NSW Health \nwas proactive in the post-market review of facemasks \nand removals from the Therapeutic Goods Administration \nregister. We developed and launched an online NSW \nHealth-wide interactive table of medicines with disruptions \nto supply, which enables health professionals to manage \nreal-time medicine shortages. \nVital to stopping transmission of COVID-19 is the NSW \nHotel Quarantine and Airport Program Quality Assurance \nProgram, which was managed by the State Health \nEmergency Operations Centre throughout 2020-21 \nwith support from the Commission, Sydney Local Health \nDistrict and Healthcare Australia. Our role provided \na mechanism to identify trends, exemplary practices, \nareas of concern and opportunities for education and \nimprovement across all aspects of quarantine infection \nprevention and control in NSW.\nThe Commission’s Patient Safety team led the successful \nstatewide implementation of the revised NSW Health Incident \nManagement Policy Directive and, in collaboration with eHealth \nNSW, the rollout of the ims+ incident management system.\nIn addition to supporting the COVID-19 response, in \n2020 our NSW Mental Health Patient Safety Program \nteam partnered with mental health services to lead \nsafety and improvement work aligned to the needs \nof staff and consumers.\nWe continued to develop the Quality Improvement \nData System’s capacity to translate raw data into insights, \nadding a morbidity and mortality meeting module to \nprovide a secure platform for clinical teams.\nNSW Health\t\nAnnual Report 2020-21   :  NSW Health organisations  :  page 257\n\n\nThe Commission also developed its education and training \noffering, namely the updated Safety & Quality Essentials \nPathway, to enable participating staff to build the skills \nand knowledge needed for effective leaders of safety and \nquality improvement in daily practice.\nI would like to thank our staff for their resilience and \nresolve in delivering these remarkable outcomes during \na challenging year when each went above and beyond \nto respond to public need and strive for safety of care for \nevery patient, every time.\nKey achievements \n•\tSupported 1.5 million webpage views and over \n250,000 downloads of COVID-19 resources in 2020-21. \n•\tCollaborated with HealthShare NSW to conduct 196 \npersonal protective equipment (PPE) reviews, totalling \n430 PPE product assessments, and delivered weekly \nPPE audits via the Quality Audit Reporting System for \nlocal health districts and specialty health networks.\n•\tResponded to 968 notifications regarding issues with \nmedical devices, medicines and biological agents \nwith our Critical Response Unit conducting risk \nassessments. Of these, 18 required system-wide critical \nresponses related to product issues and shortages to \nensure the safe delivery of care and continued service \ndelivery. We issued 25 urgent safety alert broadcasts, \nincluding 12 related to clinical issues and 13 related \nto medicines and vaccines. These were in addition \nto 19 medication safety updates and 10 medication \nsafety communications as part of our primary function \nto minimise potential harm.\n•\tDeveloped and led implementation of a statewide \nRespiratory Protection Program with participation by \nmore than 38,000 health workers; and coordinated a \nwhole-of-health approach to developing standardised \nresources for fit checking, fit testing, reporting \nand training.\n•\tDeveloped new Morbidity and Mortality meeting \nguidelines in conjunction with clinicians and established \nthese on the Quality Improvement Data System platform \nfor clinical teams to access near real-time data and \ngenerate insights for meetings. The new Morbidity and \nMortality guidelines identify six core principles that \nreflect contemporary safety and quality principles, which \nare guided by Human Factors science to support robust \nprocesses that improve learning and system \nimprovement. \n•\tDeveloped, tested and released a Safety Culture \nMeasurement Toolkit to serve as a self-contained set \nof instructions and templates to enable health services \nto administer a safety culture survey effectively and \nadapt for local conditions. \n•\tDeveloped the Safety Fundamentals for Person Centred \nCommunication tools to support staff in building relationships \nand partnering with patients, their families and carers in \ndecision making. They include Teach Back, What Matters \nto You? and the Patient Delivered Handover. \n•\tImplemented the revised NSW Health Incident \nManagement Policy following the commencement of \nlegislative changes for serious incident management in \nDecember 2020. Collaborated with eHealth NSW to align \nthe use of the incident management system platform \nthrough refocusing process aims to improve reliability, \nquality, timeliness, strength of incident management, \nresponses to review recommendations and system \nlearning. Supported local health districts and specialty \nhealth networks to implement the use of the Preliminary \nRisk Assessment and serious adverse event review \nmethodologies by hosting 36 masterclass sessions for \n1507 participants prior to commencement of legislation; \ndeveloping 80 resources including templates, toolkits, \nworkbooks, fact sheets and explainer videos; and hosting \ntwo Patient Safety Manager Forums following implementation \nattended by 195 staff.\n•\tPartnered on 15 research projects to support innovation \nand translation in a range of quality and safety priorities, \nincluding stillbirth prevention, falls prevention, antimicrobial \nstewardship and virtual clinical pharmacy services.\nHealth Education and Training Institute\n1 Reserve Road, St Leonards NSW 2065 \nLocked Bag 2030\nTelephone: 9844 6577\nEmail: heti-info@health.nsw.gov.au\nWebsite: www.heti.nsw.gov.au and www.heti.edu.au\nBusiness hours: 8:30am-5pm, Monday to Friday\nChief Executive \nAdjunct Professor Annette Solman\nAnnette commenced as Chief Executive of \nthe Health Education and Training Institute \nin June 2015 with a focus on working with \nand strengthening relationships within \nhealth and academic partners to create an \ninnovative environment in which excellence \nin education and training can be delivered to support the \ndiverse NSW Health workforce.\nAnnette holds a Master of Nursing (Research), Bachelor \nof Health Science, Diploma in Health Science Nursing and \nis Adjunct Professor at the University of Sydney and the \nUniversity of Technology Sydney, as well as Honorary \nProfessional Fellow at the University of Wollongong, and \nis a member of the International Practice Development \nJournal Editorial Board.\nNSW Health\t\nAnnual Report 2020-21   :  NSW Health organisations   :  page 258\n\n\nYear in review\nSupporting the COVID-19 health response, lifelong \nlearning and providing quality and accessible education \nwere three areas of focus for the Health Education and \nTraining Institute (HETI) over the past year. These focus \nareas were brought to life through the delivery of timely, \nhigh-quality and evidence-based education and training to \nthe NSW Health workforce and to the Institute’s higher \neducation students. \nAs part of the COVID-19 health response, the Institute \ncollaborated to provide training to close contact tracers, \nwith the program recognised as a finalist in the Recovery \nand Resilience category in the 2020 Premier’s Awards. \nWe delivered a mid-year medical graduate recruitment \nprocess for unfilled intern positions to support the medical \nworkforce surge strategy and designed and delivered a \nbespoke Care Assistant Program as a COVID-19 strategy \nin the event of catastrophic staffing shortages.\nThe Senior Executive Development Program adapted \nto virtual delivery, maximising the virtual environment to \npresent dynamic and engaging group presentations to \nsenior staff, which included the Secretary NSW Health. \nWe delivered the NSW Health Leadership Program in \npartnership with local health districts and contextualised \nto their strategic and operational challenges. The Institute \nwas also a key partner with the NSW Ministry of Health’s \nHealth System Strategy and Planning Branch on the \nNSW Health Future Health Strategy Consultations. \nThrough the Allied Health Workplace Learning Grant \nProgram, we supported allied health professionals to \nupskill in clinical knowledge and capability to support \npatient care. \nHETI Higher Education doubled its student numbers \nin the last year. It redesigned the Graduate Certificate \nApplied Mental Health Studies into shorter modules \nto support more accessible learning for award study, \nwhich can be stacked towards a later award or for \nprofessional development, all for improved mental \nhealth outcomes.\nThis snapshot of achievements highlights a successful \nyear for the Institute in promoting and supporting a \nconnected and responsive learning community across \nNSW Health. Thank you to all our staff for their dedication \nand commitment to learning, training and development.\nKey achievements \n•\tDeveloped and implemented a process to enable \nprevocational medical accreditation surveys to occur \nvirtually. This enabled HETI to continue monitoring and \naccrediting facilities to ensure high-quality education \nand training and junior doctor wellbeing.\n•\tWelcomed 12 medical graduates in intern positions in \nJuly 2020 and planned for the recruitment of a \nsubsequent mid-year intake to commence in July 2021.\n•\tAssisted in identifying and coordinating 63 facilitators \nto deliver 98 workshops across the state on the NSW \nHealth Future Health Strategy Consultations, including \ndelivery of the Facilitation Development program to \n22 NSW Ministry of Health staff.\n•\tDelivered the virtual Senior Executive Development \nProgram to 22 participants to September 2020.\n•\tDelivered the NSW Health Leadership Program to \na total of 263 participants.\n•\tSupported 100 participants to complete the bespoke \nCare Assistance Program, with the one-week program \ndelivered via online workshops supported by My Health \nLearning modules. \n•\tTrained over 600 close contact tracers, in collaboration \nwith the NSW Ministry of Health, by rapidly developing \nand delivering a rolling program of innovative, interactive \nand just-in-time online training as part of the critical \nCOVID-19 pandemic response.\n•\tIncreased recruitment and engagement of junior \ndoctors training in rural NSW for the Rural Generalist \nMedical Training Program with 52 Foundation Year \ntrainees enrolled and 29 trainees undertaking the \n12-month advanced skills training. A further eight \ngeneral practitioners undertook 12 months of advanced \nskills training. \nNSW Health\t\nAnnual Report 2020-21   :  NSW Health organisations  :  page 259\n\n\nSpecialty health \nnetworks\nJustice Health and Forensic \nMental Health Network\n1300 Anzac Parade, Malabar NSW 2036 \nTelephone: 9700 3000\nEmail: JHFMHN-Admin@health.nsw.gov.au\nWebsite: www.justicehealth.nsw.gov.au\nBusiness hours: 8am-5pm, Monday to Friday\nChief Executive: Gary Forrest\nGary has worked in nursing for more \nthan 35 years. He completed his general \nnursing training at Rockhampton Base \nHospital in Queensland, a Bachelor of \nScience (Nursing) at Flinders University \nand a Master’s of Applied Management \n(Health) with distinction at the University of Newcastle.\nGary joined the Network in 2002, working in nursing, \npopulation health and prison hospital management, \nbefore becoming the Chief Executive in 2016.\nYear in review\nJustice Health and Forensic Mental Health Network (the \nNetwork) delivers healthcare to adults and young people \nin contact with the forensic mental health and criminal \njustice systems, across community, inpatient and \ncustodial settings.\nThe Network’s vision is to return healthier people back \nto their communities. \nThe 2020-21 year demonstrated the commitment and \nprofessionalism of our staff who, despite the challenging \ncircumstances, delivered comprehensive and timely care \nto the most vulnerable people, with extremely complex \nhealthcare needs, in the community.\nIn collaboration with Corrective Services and Youth Justice \nNSW, the Network developed a COVID-19 response model \nfor screening, isolation, quarantine, contract tracing and \nauditing for the correctional and detention systems. \nOur efforts were rewarded – with zero cases of COVID-19 \ncommunity transmission among people in custody in NSW \ncorrectional and detention centres. The Network has \ncontinued testing people in custody for COVID-19, having \nalso rolled out the COVID-19 vaccination program to staff, \npeople in custody and Custodial staff across the Network.\nWe rapidly expanded our telehealth program, and \nintroduced a bespoke program for Aboriginal and Torres \nStrait Islander people in custody. In 2020-21, five per cent \nof all consultations were virtual. Funding of almost \n$220,000 helped us to set up an Aboriginal Telehealth \nTeam to provide culturally sensitive mental health support \nand other health services.\nIn October 2020, the Network began a Community \nTransitions Trial to support highly vulnerable individuals \nwith serious and enduring mental illness leaving custody. \nFunded through the COVID-19 Vulnerable Populations \nInitiative, the multi-agency collaboration supported \n140,000 people returning to their communities. \nParticipants had four times the rate of engagement \nwith treatment compared with people in custody without \nthis support (based on published studies), and also had \nhigh rates of housing and other health and wellbeing \nmeasures. It was so successful, recurrent funding has \nbeen granted.\nOur long-term goal to reduce rates of seclusions and \nrestraints was achieved. In November 2020, the use of \nlong-term seclusion ceased, forever changing the course \nof patients’ care and experience at the Forensic Hospital \nin Malabar. Since this time, the hospital has been able \nto bring its seclusion rates below the state’s average \nand achieved – a previously inconceivable milestone of \n– zero seclusion episodes for the month of April 2021.\nThank you to our staff who went above and beyond \nthis year to deliver healthcare and reassurance to our \npatients and people in custody under extremely difficult \ncircumstances. The professionalism, resilience and ability \nto overcome the challenges was inspiring, as was the \ncare they demonstrated for the people whose lives we \nchange and care for every day. \nKey achievements \n•\tDiverted 80 per cent of adults identified as mentally \nill into community-based treatment. Ninety-two per cent \nof young people were recommended for mental health \ndiversion into community-based treatment.\n•\tReceived $14.66 million in funding to build a mental \nhealth intensive care facility (Freshwater Unit) at the \nForensic Hospital from the $700 million Statewide \nMental Health Infrastructure Fund.\n•\tImplemented the use of depot buprenorphine as the \npreferred treatment for opioid addiction in NSW public \ngaols. By the end June 2021, 67 per cent of the Network’s \nOpioid Agonistic Treatment patients (1087 of 1614 \npatients) were receiving depot buprenorphine, up from \n45 per cent the previous year. \nNSW Health\t\nAnnual Report 2020-21   :  NSW Health organisations   :  page 260\n\n\n•\tIncreased virtual care consultations by 27 per cent \n(compared with 2019-20). Successfully trialled Virtual \nCardiology clinics with Prince of Wales Hospital, \nwith a 59 per cent increase in clinical session use, \na 56 per cent decrease in patient transfers, and a patient \nsatisfaction score of 93 per cent.\n•\tClinically significant improvements in inpatient mental \nhealth outcomes, as Long Bay Hospital mental health \ninpatients increased from 55 per cent of patients to 82 \nper cent. For Aboriginal patients, clinically significant \nimprovements in mental health outcomes were found in \n67 per cent of patients, up from 47 per cent in 2019-20*.\n•\tIntroduced a new electronic tool, with an algorithm \ndesigned to support clinic decision making, which has \nimproved the detection of mental illness on reception \nscreening by 35.5 per cent.\n•\tProvided National Disability Insurance Scheme support \nfor 98 per cent of patients leaving custody with a dual \ndiagnosis of an intellectual disability and a severe and \npersistent mental illness, resulting in a decrease in \nrecidivism with 73 per cent remaining out of custody.\n•\tCompleted a nine-month Community Transitions Trial \nfrom October 2020 to support the community transition \nof highly vulnerable individuals with serious and enduring \nmental illness leaving custody.\n•\tScreened all patients for Hepatitis C (HCV) via the \nPoint of Care Testing pilot program at the Metropolitan \nRemand and Reception Centre at Silverwater from \nJanuary to July 2021. Positive patients were scripted for \ntreatment before entering the general prison population.\n•\tSupported 2046 adult patients in the Aboriginal Chronic \nCare Program, well above the target of 1325.\n*Projection – final figures unavailable at time of reporting.\nThe Sydney Children’s \nHospitals Network\nHawkesbury Road, Westmead NSW 2145\nTelephone: 9845 0000\nWebsite: www.schn.health.nsw.gov.au \nBusiness hours: 8am-5pm, Monday to Friday\nChief Executive: Cathryn Cox PSM\nCathryn Cox PSM was appointed Chief \nExecutive of Sydney Children’s Hospitals \nNetwork in August 2020.\nCathryn has many years’ experience \nas an executive within the NSW Ministry \nof Health with responsibility for a range \nof health policy, planning, infrastructure and strategic \nreform programs. Her early role as a physiotherapist at \nRoyal Prince Alfred Hospital paved the way for a long-term \ncareer in health which included leading Health \nInfrastructure as its interim Chief Executive. \nIn 2020, Cathryn led the COVID-19 System Planning \nstream of the Ministry’s coordinated COVID-19 response. \nThis included the establishment of the COVID-19 Clinical \nCouncil and Communities of Practice and oversight of the \ninfrastructure planning, in partnership with Health \nInfrastructure.\nCathryn is passionate about her role at Sydney Children’s \nHospitals Network, and most importantly its people who \nare providing world-class patient-centred care for children \nand young people, and their families.\nYear in review\nSydney Children’s Hospitals Network, incorporating \nSydney Children’s Hospital, Randwick, The Children’s \nHospital at Westmead, the Newborn and paediatric \nEmergency Transport Service, Bear Cottage and the \nChildren’s Court Clinic, is the largest provider of paediatric \nhealth services in Australia. \nIn 2020-21, our two hospitals saw occupancy averaging \n84.7 per cent and cared for 172,898 children. Care \nincluded 1,153,001 occasions of service (being \nexamination, consultation, treatment or other service \nprovided in a non-admitted setting), and 97,786 \nemergency department presentations. \nAs part of our COVID-19 response, we adapted our models \nof care to safely deliver services to patients and families. \nCOVID-19 testing clinics were established at Randwick and \nWestmead and, in March this year, vaccination hubs were \nactivated at both sites as part of the NSW COVID-19 \nvaccination program. In 2020-21, our COVID Positive \nOutpatients Response Team cared for 97 children who \ntested positive to COVID-19 in the community. \nThe past year saw 75,993 telehealth consultations \n(telephone and audio visual), with 30,001 children cared for \nvirtually, an increase of 25 per cent on the previous year. \nThis year, the Network established virtualKIDS, Australia’s \nfirst paediatric-specific virtual care service. The 24/7 \nnursing-led service supports patients receiving care closer \nto home in collaboration with local care teams, through \nfunctions such as remote monitoring, a patient and family \nhotline, collaborative virtual ward rounds and coordination \nof specialty advice facilitation.\nIn March 2021, Westmead’s state-of-the-art Central Acute \nServices Building was officially opened by the Premier of \nNSW, Gladys Berejiklian. The Central Acute Services \nBuilding forms the centrepiece of the $1 billion-plus \nWestmead Redevelopment and is a collaboration between \nWestmead Hospital, The Children’s Hospital at Westmead \nand the University of Sydney. It includes two new \nemergency departments – one for adults and one for \nchildren, 25 digital operating theatres and more than 300 \npatient rooms.\nNSW Health\t\nAnnual Report 2020-21   :  NSW Health organisations  :  page 261\n\n\nIn 2020-21, our research division, Kids Research, \nlaunched the Sydney Children’s Hospitals Network Kids \nAdvanced Therapeutics Program. The program aims to \nprovide access to novel and transformative treatments \nfor paediatric patients with a specific focus on rare \ndiseases and cancer. The success of the program \ndemonstrates the Network’s capabilities as a national \nleader in the genome and advanced therapeutics field.\nWe thank our dedicated staff and volunteers for their \nagility in adapting to the challenges of the last year and \ntheir tireless work in caring for sick and injured children.\nKey achievements \n•\tLaunched the Sydney Children’s Hospitals Network \nInterim Aboriginal Employment Strategy, engaging \nmanagers and their teams to target suitable roles, \nwith 20 Aboriginal people, including two nursing cadets, \njoining Sydney Children’s Hospitals Network in \n2020-21 and three Aboriginal Population Health Trainees \nsponsored.\n•\tSupported the psychological wellbeing of staff \nthroughout the pandemic with a range of activities \nincluding team reset sessions, managers sessions, \non-site Employee Assistance Program services \nand a team-based work pilot. \n•\tEstablished the Sydney Children’s Hospitals Network \nPatient eXperience Council to improve the experiences \nof patients and families accessing our services. \nIntroduced Patient Experience Officers at both children’s \nhospital emergency departments, supporting the \nwellbeing of patients and families while they wait \nto be seen.\n•\tRecognised for leadership and innovation in research \nand patient care, including NSW Health Awards for \nimproving health outcomes for Aboriginal people and \nadvancing precision medicine, and other state and \nnational awards for outstanding individual and team \ncontributions to paediatric health.\n•\tImplemented the first statewide pilot newborn screening \nprogram for spinal muscular atrophy followed by \ntreatment to patients with spinal muscular atrophy using \ntransformative gene therapy.\n•\tEstablished the Sydney Children’s Hospitals Network \nPopulation Child Health Research Group, bringing \ntogether experts from many disciplines, communities and \ngoverning bodies to apply research on three priority \nareas: Integrated Care, First 2000 Days and Priority \nPopulations. This will allow equitable access to complex \ncare for children and young people regardless of where \nthey live including rural and regional areas or their \nsocioeconomic status.\n•\tLed research into COVID-19, including studies \ninvestigating the general immune response against \nCOVID-19 infection, SARS-CoV-2 transmission in schools \nand early childcare services and work on developing a \ntest to detect antibodies in children and adults and their \nlevel of protection against SARS-CoV-2. In addition, the \nNational Centre for Immunisation Research and \nSurveillance led SARS-CoV-2 serosurveillance networks \nto investigate immunity and undetected virus \ntransmission in NSW and nationally, and pivoted the \nAusVaxSafety collaborative network to monitor COVID-19 \nvaccine safety.\n•\tDeveloped a physical assessment program for paediatric \nnurses which has informed a set of core physical \nassessment skills, relevant to use with babies, children \nand adolescents, leading to better patient outcomes and \nenhanced professional skills for nurses.\nSt Vincent’s Health Network\n390 Victoria Street, Darlinghurst NSW 2010 \nTelephone: 8382 1111 \nEmail: svhn.ceo@svha.org.au \nWebsite: svhs.org.au\nBusiness hours: 9am-5pm, Monday to Friday\nChief Executive: \nA/Professor Anthony M. Schembri AM \nAnthony M. Schembri AM joined St \nVincent’s Health Network Sydney as Chief \nExecutive Officer in 2014. He is a Board \nDirector of the Central and Eastern Sydney \nPrimary Health Network, the Garvan \nInstitute for Medical Research, the Victor \nChang Cardiac Research Institute, the St Vincent’s Curran \nFoundation, the National Centre for Clinical Research of \nEmerging Drugs of Concern, Co-Chair of the Nursing \nResearch Institute of the Australian Catholic University/St \nVincent’s and Councillor for Sydney Partnership for Health \nEducation Research Enterprise. \nAnthony holds academic appointments with the University \nof New South Wales, University of Notre Dame Australia \nand the Australian Catholic University.\nYear in review\nResponding to the COVID-19 pandemic has continued to \nplay a major role for St Vincent’s over the past year, but \nthis has not precluded us from thriving across our broader \nendeavours and many successes during this time, which \nwe are proud to acknowledge.\nNSW Health\t\nAnnual Report 2020-21   :  NSW Health organisations   :  page 262\n\n\nIn late 2020, we embarked upon an expanded model \nof service delivery – stvincent’s@home, aimed at \nprogressing our health service into the next phase \nof healthcare provision beyond our traditional hospital \nwalls. It incorporates six key projects, including expansion \nof telehealth and Hospital in the Home, as well as Virtual \nOutpatients and Virtual Hospital projects. \nThe Network established the St Vincent’s Community \nAccess and Assessment Team, created specifically to \ncomplement the care that the Mental Health and \nHomeless Health Case Managers provide, focusing on \nsupporting those with particularly complex health and \nsocial needs. \nA first for NSW, the St Vincent’s Community Access \nand Assessment Team provides specialist assessments \nfor vulnerable people with the aim of hospital avoidance, \ndiagnostic clarification, and to support appropriate \nreferral pathways to services such as the National \nDisability Insurance Scheme, the Aged Care Assessment \nTeam and NSW Civil and Administrative Tribunal \nGuardianship Division.\nWe also commenced our Police Ambulance and Clinical \nEarly Response (PACER) service, a team of mental \nhealth clinicians that partner with local police and \nNSW Ambulance to provide expert and specialist support \nfor people in crisis and experiencing mental health \ndistress. The team work in collaboration with Kings Cross \nand Surry Hills Police to meet people’s complex social \nand health needs in the community at the scene of the \ncrisis, or in their home, to provide immediate expert \nassessment and treatment.\nWe established a vaccination clinic, adopted by \nSt Vincent’s, City of Sydney, St Vincent de Paul and \nother frontline non-government organisations to provide \nequitable access to COVID-19 vaccinations for people \nexperiencing homelessness. \nAdditionally, following the success of a pilot program, \nNSW Ministry of Health allocated permanent, ongoing \nfunding for the St Vincent’s Alcohol and Drug Telehealth \nService. The program provides Addiction Medicine \nSpecialist clinics to facilitate access to specialist care for \npeople living in remote and rural areas in the Murrumbidgee \nregion, living with substance use dependence. \nIn late 2020, The Trustees of St Vincent’s Hospital \npurchased the site of the Green Park Hotel to use for \nhospital-related patient and community care and as part \nof this acquisition, St Vincent’s have increased mental \nhealth support.\nKey achievements \n•\tAs at 30 June 2021, provided COVID-19 vaccinations \nto over 1000 people experiencing homelessness.\n•\tExpanded St Vincent’s Alcohol and Drug Telehealth \nService, with the service now supporting Southern NSW \nLocal Health District, Far West Local Health District and \nWestern NSW Local Health District on an ongoing basis. \n•\tLaunched the Safe Haven model in support of the NSW \nGovernment Towards Zero Suicides initiative.\n•\tAchieved accreditation under the National Clinical Trials \nGovernance Framework, for the Australian Commission \non Safety and Quality in Health Care. St Vincent’s was \nawarded the top level for all 14 of the criteria in Standard \n2, and achieved top level in 31 out of 33 criteria in \nStandard 1.\n•\tLaunched a Remote Patient Monitoring platform to \nmanage COVID-19-positive patients. The platform \nprovides a tailored patient portal via a mobile phone \napp, which allows the patient to undertake daily \nself-assessments of their health status.\n•\tCommenced a clinical trial using psilocybin, a known \npsychedelic drug. The aim is to determine if using \npsilocybin will benefit treatment for clients attempting \nto stop or reduce their use of methamphetamine.\n•\tPerformed Australia’s first remote transcatheter \naortic valve implantation, a minimally invasive procedure \nthat helps to repair a damaged aortic valve, using \nAugmented Reality.\nNSW Health\t\nAnnual Report 2020-21   :  NSW Health organisations  :  page 263\n\n\nHealth Administration \nCorporation\nNSW Ambulance\nBalmain Road, Rozelle NSW 2039 \nTelephone: 9320 7777 \nEmail: ambulance-communications@health.nsw.gov.au\nWebsite: www.ambulance.nsw.gov.au \nBusiness hours: 9am-5pm, Monday to Friday\nChief Executive: Dr Dominic Morgan ASM \nDr Dominic Morgan ASM is a registered \nhealth professional with more than 30 \nyears’ experience across a broad range of \nexecutive, operational and clinical roles. \nAfter commencing his career with NSW \nAmbulance, Dominic, a qualified Intensive \nCare Paramedic, was appointed Chief Executive Officer \nof Ambulance Tasmania in 2009, returning to NSW \nAmbulance in 2016 as Chief Executive. \nDominic was appointed Chair of the Council of Ambulance \nAuthorities for a two-year period in 2019 and holds a \nBachelor of Health Science, a Diploma in Adult Education \nand a Master of Business Administration. He completed his \nPhD in 2018 and holds an adjunct associate professorship \nthrough the University of Technology Sydney.\nYear in review\nIn a year defined by the global COVID-19 pandemic, \nNSW Ambulance rolled out numerous strategies to \nimprove our service to the community, provided enhanced \neducation to staff to improve their clinical practice and \nsafety, and delivered several new initiatives to guide the \norganisation into the future.\nAs part of our response to COVID-19, staff safety and \nprotection programs were implemented which included an \neffective vaccination rollout. Intensive Care Paramedics \nalso took part in an update course to improve patient care \nand paramedic safety when treating patients with \nsuspected or confirmed COVID-19. \nEducation and training was also extended to other key \nstakeholders. Notably, the NSW Ambulance Public Access \nDefibrillation program saw participation from other \nemergency service organisations to help improve out-of-\nhospital cardiac arrest survival rates in NSW by decreasing \nthe time to CPR and defibrillation, and the ‘Save Triple \nZero for Saving Lives’ public education campaign.\nThe health and wellbeing of staff has also been a key \nfocus in 2020-21. Our dedicated Staff Health team \nimplemented a number of innovative programs to improve \nwellbeing and physical fitness, and support all staff in the \nperformance of their roles and services to the community.\nThis past year, the transformation of NSW Ambulance \ninfrastructure in rural and regional NSW has continued, \nwith two purpose-built stations commissioned at \nSawtell and Cootamundra and supplementary funding \nreceived for a new service to Iluka as part of Rural \nAmbulance Infrastructure Reconfiguration Stage 1. \nAn additional $100 million budget was also allocated \nto deliver upgraded, rebuilt or entirely new services in \nregional NSW as part of Rural Ambulance Infrastructure \nReconfiguration Stage 2. \nFunding sourced in 2021 to increase our fleet of new \nstate-of-the-art Paramedic Intensive Care Unit \nambulances is another boost for stations in regional \nand rural NSW, with a majority of the new vehicles \nallocated to these areas.\nA major achievement for us was the launch of our Vision \nand Strategic Plan for 2021-2026. The plan builds on what \nwe do best and modifies our services and structures so \nthat we can provide even better value care for the \ncommunity through a modern, innovative and integrated \nservice, linked to the whole of the NSW Health system.\nFinally, and most importantly, NSW Ambulance staff \nresponded throughout the year with professionalism and \ndedication to keeping patients, colleagues and our \ncommunities safe. We acknowledge and thank them for \ntheir adaptability and commitment.\nKey achievements\n•\tSecured funding to replace 69 existing ambulances \nwith Intensive Care Unit ambulances. The high \nspecifications of the ICU ambulances improve paramedic \nsafety and patient care.\n•\tImplemented Respirator Fit Testing for clinicians \nacross NSW.\n•\tExpanded the statewide Workforce Enhancement \nProgram into its third year with 180 new staff recruited. \nTo help meet demand, the training of 100 paramedics \nwas brought forward as part of the NSW Government’s \ncommitment to increase recruitment of new paramedic \nand call centre staff. Meanwhile, the Rural Structural \nReform enabled the reduction of on-call rosters at \n12 locations across regional NSW to improve emergency \ncare to the community, as well as paramedic safety \nand wellbeing by reducing fatigue.\nNSW Health\t\nAnnual Report 2020-21   :  NSW Health organisations   :  page 264\n\n\n•\tEducated more than 650 Intensive Care Paramedics \nacross NSW through the Intensive Care Paramedic \nCOVID-19 Update Program. Along with being introduced \nto new equipment, Intensive Care Paramedics were \neducated on human factors, leadership growth, \nmentoring and crew resource management.\n•\tOpened Randwick Superstation and Mona Vale Station \nunder the Sydney Ambulance Metropolitan \nInfrastructure Strategy program.\n•\tLaunched a media campaign in early May 2021, appealing \nfor the public to ‘Save Triple Zero (000) for Saving Lives’. \nAt a time when NSW Ambulance has never been busier, \nthe campaign aimed to educate the public to only call \nTriple Zero in emergency situations. It was featured \nin all major television, radio, print and online media \noutlets across NSW.\n•\tRolled out the statewide Medic Fit program and \nestablished a Domestic Violence Referral Offer Network \nto support staff health and wellbeing.\nHealth Infrastructure\n1 Reserve Road, St Leonards NSW 2065 \nTelephone: 9978 5402 \nEmail: hi-info@health.nsw.gov.au\nWebsite: www.hinfra.health.nsw.gov.au\nBusiness hours: 9am-5pm, Monday to Friday\nChief Executive: Rebecca Wark \nRebecca Wark is an experienced leader \nof major infrastructure projects and has \nbeen with Health Infrastructure in various \nroles since 2008, overseeing the \ndevelopment of some of the state’s largest \nhospitals and public health services. Today, \nshe is proudly leading the delivery of the largest health \ncapital works portfolio in Australia. \nPrior to Health Infrastructure, Rebecca worked on major \nprojects across the public and private sectors including in \nhealth, education, justice and environmental management. \nHer first public sector role was planning and delivering \nvenues for the Sydney 2000 Olympics. She has completed \nstudies in landscape architecture and project management \nand acts as a mentor to young professionals in business \nand construction. She has also recently been appointed as \na non-executive Director of Royal Far West.\nYear in review\nHealth Infrastructure (HI) manages the largest health \ncapital works portfolio in Australia, a record $10.8 billion \nover the four years to 2024-25, delivering critical new \nand upgraded facilities and services across metropolitan \nand regional NSW.\nIn 2020-21, we set new directions for the next five years \nthrough a new Corporate Strategy 2021-2025 to achieve \nour vision of delivering future-focused, innovative and \nsustainable infrastructure and support solutions that \nenable value based healthcare delivery in NSW.\nThe core focus of planning and delivering the largest \nhealth capital works program remains, with greater focus \non all aspects of sustainability, asset and facility advisory \nand precincts and commercial partnerships, in line with \npriorities in the Health Infrastructure Strategy. To support \nthis new strategy, we realigned expertise and services to \nexpand our existing commercial services, support our new \nprecincts work program and strengthen focus on advisory \nsupport and asset programs.\nWe worked extensively across government and industry \nto support the state’s economic recovery through the \nplanning and delivery of our largest-ever capital pipeline. \nThis included completion of 23 projects across \nmetropolitan and regional NSW, and progression of \nworld-leading health and education precincts at \nWestmead, Liverpool and Randwick which are linking \nhealth professionals with students, researchers and \nacademics in a pioneering approach to future-proofing \npublic health.\nSignificant progress was made towards better use of \nexisting health assets, as outlined in the Health \nInfrastructure Strategy. We partnered with health entities \nto deliver the first annual documentation for both NSW \nHealth and health entities – including Maturity \nAssessments, Strategic Asset Management Plans and \nAsset Management Plans, along with NSW Health’s Asset \nManagement Framework, Implementation Plan and \nAttestation Statement.\nA dedicated implementation project was established \nfor the Facility Planning Process to ensure Health \nInfrastructure’s capital projects are delivered strategically \nand consistently, with better connection to functional \nsupport, and improved policies and procedures to support \nthe new requirements. Five interconnected stages are \naligned with the project lifecycle, ensuring our capital \nassets are fit for purpose, future focused, and enable \nhigh-quality and safe care.\nNSW Health\t\nAnnual Report 2020-21   :  NSW Health organisations  :  page 265\n\n\nWe worked with other delivery agencies across NSW \nGovernment and industry partners to support school \nleavers through a two-year paid Infrastructure Traineeship \nprogram, providing infrastructure sector experience. \nThe program aligns with our commitment to supporting \nthe future of the construction industry through creating \ncareer pathways for the next generation. \nThank you to our people who continue to show commitment \nand flexibility as we deliver our largest-ever pipeline \nduring the COVID-19 pandemic. On behalf of the \nLeadership Team, I thank each of you for the hard work, \ncollaboration and dedication that has allowed us to \ncontinue to deliver for NSW communities.\nKey achievements\n•\tAchieved Health Infrastructure’s biggest year yet, with \nmore than $2.1 billion spent on the planning and delivery \nof health facilities, including completion and handover \nof 23 projects to local health districts.\n•\tCompleted 15 business cases for projects with a \ncombined total value of $3.1 billion.\n•\tAwarded $1.12 billion construction contracts across \n25 projects.\n•\tPrepared the NSW Health Asset Management \nFramework to support health entities as they work \ntowards compliance with the Asset Management Policy \nfor the NSW Public Sector.\n•\tDelivered nine projects to support improvements and \naccess to health services in rural and regional NSW \nas part of the $297 million Stage 5 Multipurpose Service \nProgram and $100 million HealthOne Strategy.\n•\tDelivered the largest transformation of NSW Ambulance \ninfrastructure through the $132 million Rural Ambulance \nInfrastructure Reconfiguration Program and $184 million \nSydney Ambulance Metropolitan Infrastructure Strategy.\n•\tSupported 20 school leavers with paid traineeships \nunder the NSW Government Infrastructure Traineeship \nProgram, creating infrastructure career pathways for \nthe next generation.\nHealthShare NSW\n1 Reserve Road, St Leonards NSW 2065 \nTelephone: 8644 2000 \nEmail: HSNSW-CEOffice@health.nsw.gov.au \nWebsite: www.healthshare.nsw.gov.au \nBusiness hours: 8:30am-5pm, Monday to Friday\nChief Executive: Carmen Rechbauer \nCarmen Rechbauer has worked with \nHealthShare NSW since its inception in \n2005 and was appointed to the Chief \nExecutive role in 2018. In her previous role \nof Executive Director, Clinical Support \nServices, Carmen was responsible for the \ndelivery of hospital support services, including food, linen, \ncleaning, portering and security. She also led the design \nand implementation of the My Food Choice program, \nwhich has transformed patient meal services and resulted \nin improved experiences for patients, staff and clinicians. \nPrior to joining HealthShare NSW, Carmen worked with \nSouth Eastern Sydney Area Health Service, where she \ngained frontline service delivery experience across seven \nhospitals. Since being appointed to the role of HealthShare \nNSW Chief Executive, Carmen has focused on the \norganisation’s culture, greater system collaboration, \nembedding sustainable practices, and enhancing patient \nexperience through innovative support service delivery.\nYear in review\nThe HealthShare NSW (HealthShare) team of more than \n7000 staff continued to play an integral role in NSW \nHealth over the last year. As NSW Health’s shared service \nprovider, the organisation partnered with its customers \nand community to support the ongoing effectiveness of \nthe NSW Government’s response to COVID-19.\nThis year, HealthShare implemented a new four-year \nstrategic plan with a specific focus on partnering for \npatients. This focus, in line with the Secretary’s Priorities, \nhas already begun to elevate HealthShare’s connection \nto patients, their families and carers, both directly and \nindirectly, through its services. In addition to partnering \nfor patients, HealthShare’s Strategic Plan for 2020-2024 \nis underpinned by its three pillars of sustainability, \ncollaboration and its people.\nHealthShare’s Patient Transport Service is responsible for \nthe transport of non-emergency patients and has played \na pivotal role in the COVID-19 response. Over the last year, \nthe Patient Transport Service established the Airport and \nHotel Quarantine Operations Patient Transport Service \nteam to provide highly specialised and safe airport and \nhotel quarantine transport. \nNSW Health\t\nAnnual Report 2020-21   :  NSW Health organisations   :  page 266\n\n\nThis elite team is responsible for transporting COVID-19-\npositive and suspected positive patients from the airport \nto fit-for-purpose quarantine hotels. The service has \ntransported thousands of travellers between the airport, \nhotel quarantine and hospitals for treatment. \nHealthShare’s Clinical Support Services is responsible \nfor providing food, linen and cleaning services to hospitals \nacross NSW. Over the last year, the service has had a \npivotal role in the state’s COVID-19 response by partnering \nwith industry to provide more than 700,000 meals to \nreturning passengers quarantining in Special Health \nAccommodation.  \nEven with COVID-19-related global supply chain shortages \nover the last year, HealthShare’s Procurement and Supply \nChain Operations teams have done a remarkable job \nmaintaining the supply of personal protective equipment \n(PPE) to 100 per cent of all NSW Health staff and patients. \nThe team has also provided the required PPE to other \nNSW Government agencies to ensure the continued \nprovision of essential government services. This team has \nalso managed ordering, storage and distribution of the \nmedical consumables required as part of the vaccination \nrollout, from forecasting and sourcing the consumables \nrequired, to supporting the operationalisation of the NSW \nGovernment’s mass vaccination centres, to onboarding \nfrontline staff with their uniforms. \nWe thank our exceptional HealthShare NSW teams for \ntheir extraordinary work over the last year and for \ncontinuing to support and partner with our customers, \npatients and community.\nKey achievements\n•\tDeveloped a model to improve efficiencies of cleaning \ntask allocation and began its rollout across hospitals.\n•\tCollaborated with other Health organisations to design \nnew sustainable gown prototypes to improve patient \nexperience and reduce clinician gown modification.\n•\tProvided a more effective and efficient patient transport \nservice through improved utilisation of vehicles, booking \nsystems and labour resources.\n•\tEnhanced the health and wellbeing of our staff through \nthe provision of a range of wellbeing surveys and support \nprograms and services, including an internally managed \nwellbeing hotline.\n•\tPiloted the DeliverEASE initiative to drive value in \nprocurement through improved visibility of medical \nconsumable stock and reduce the risk of nil stock \nsituations.\n•\tDelivered $31.4 million worth of savings to the system \nvia the Accelerated Savings Program.\n•\tManaged the NSW Personal Protective Equipment \nstockpile (116,000 pallets) on behalf of whole of \ngovernment (including consolidating 22 warehouses \nto nine warehouses).\n•\tCommenced the implementation of Project CHEF to \nprovide a more patient-centred order-to-appetite model \nof food services for public hospitals.\n•\tMet or exceeded all diversity targets including \nemployees of Aboriginal background at 3.5 per cent; \nemployees with a disability at 7.2 per cent; employees \nwhose first language spoken as a child was not English \nat 29.5 per cent; women at 65.2 per cent; and women \nin senior leadership roles (tiers 1, 2 or 3) at 51.7 per cent.\nNSW Health Pathology\nLevel 5, 45 Watt Street, Newcastle NSW 2300 \nTelephone: 4920 4000 \nEmail: NSWPATH-info@health.nsw.gov.au \nWebsite: www.pathology.health.nsw.gov.au \nBusiness hours: 9am-5pm, Monday to Friday\nChief Executive: Tracey McCosker PSM \nTracey McCosker PSM has worked in \npublic health for more than 20 years. \nShe held several Hunter New England \nLocal Health District executive positions \nbefore leading a range of statewide \nprojects for NSW Health. She is committed \nto leading a caring, connecting and pioneering \norganisation that consistently models its values of respect, \ninnovation, teamwork and excellence. \nTracey holds a Bachelor of Commerce and a Master of \nBusiness Administration, and is a member of the Australian \nInstitute of Company Directors. She is drawn to organisations \nthat make a positive difference in people’s lives and serves \non the Board of Life Without Barriers. She was recently \nawarded an Australian Public Service Medal for \noutstanding public service to community health in NSW.\nYear in review\nNSW Health Pathology was again indispensable to \nthe NSW public health response to COVID-19 – caring, \nconnecting and pioneering for all of us in these \nextraordinary times.\nWe kept pace with the shifting challenge of COVID-19 \nwhile maintaining exceptional business-as-usual \nperformance.\nOur staff and their communities were again hit by natural \ndisasters, which threatened lives and service disruption. \nBut they kept going, showing the incredible resilience and \ninnovation this organisation is known for.\nNSW Health\t\nAnnual Report 2020-21   :  NSW Health organisations  :  page 267\n\n\nIn January 2021, our Director of Public Health Pathology, \nProfessor Dominic Dwyer, was one of 17 international \nexperts chosen by the World Health Organization for \nfunded travel to Wuhan, China, to investigate the source \nof SARS-CoV-2 – the virus that causes COVID-19 disease.\nMeanwhile, we processed more than 3.6 million COVID-19 \ntests, including more than 500,000 saliva screening tests \nfor hotel quarantine workers. \nWhole genome sequencing assisted public health \nresponses, and work continued on tests to diagnose new \nvariants of concern and differentiate between vaccine-\ninduced and natural infection antibodies.\nOver 2.4 million people registered for our COVID-19 \nSMS Results Service, which was joint winner of the 2020 \nNSW Premier’s Putting the Customer at the Centre Award \nand acknowledged by Harvard Business Review.\nWe continued to push ahead with initiatives vital to the \nfuture of our services – our Specimen Tracking Project, \nStatewide Test Catalogue and the transition to a single, \nstatewide laboratory information system.\nOur Innovate Reconciliation Action Plan was launched \nwith great pride, demonstrating our commitment to \nbuilding respectful relationships with Aboriginal and \nTorres Strait Islander peoples and achieving meaningful \ngains in closing the health and justice gaps for these \ncommunities. \nOur scientists working in partnership with the Fertility \nand Research Centre at The Royal Hospital for Women \nin Randwick and the University of New South Wales \ncelebrated the birth of the service’s first IVF baby, Ryan.\nWe received 116 nominations for our second-ever NSW \nHealth Pathology Awards, which filled me with admiration. \nThe courage in adversity, strength and determination of \nour 5000-plus workforce never ceases to amaze me \nand I thank them all for their tireless efforts in what has \nbeen another challenging, yet extraordinary year.\nKey achievements\n•\tEased anxiety and time in isolation for patients and \nsaved 423,000 hours in calls or 42,000 shifts for health \nworkers through significant uptake of our COVID-19 \nSMS Results Service.\n•\tLaunched our Innovate Reconciliation Action Plan guided \nand endorsed by Reconciliation Australia. The two-year \nplan details practical actions we will undertake to \ncontribute to reconciliation within NSW Health Pathology \nand the communities we serve.\n•\tProgressed Fusion, NSW Health Pathology’s investment \nin a new statewide laboratory information management \nsystem and key enabling projects that will reduce costs, \nwaste and clinical uncertainty, while enhancing quality \nof care for communities.\n•\tProgressed a new statewide Forensic Medicine \nInformation System to the build phase, which will \nimprove timeframes in the coronial system and help our \nForensic Medicine staff to better support bereaved \nfamilies.\n•\tPiloted a new purpose-built statewide specimen \ntracking system across 12 labs, with more to follow. \nThe system will standardise the way we receive, track \nand dispatch specimens so they arrive safely every \ntime. This will improve patient safety, avoid potential \ndelays and duplication, and reduce the chance of \nmisplaced samples.\n•\tCompleted a new system to house a catalogue of testing \nservices, with rollout underway. A ‘single source of truth’, \nit provides current, accurate information about collection, \nhandling and testing across all sites and links to \nresources for staff, patient and clinician.\n•\tProvided expert scientific analysis to support the NSW \nGovernment’s Drug Surveillance Strategy to directly \ninform community alerts about harmful substances and \nto support the treatment of critically ill patients \npresenting to emergency departments.\n•\tPiloted a new billing system to be rolled out in all \noperational areas replacing four systems with one \nstatewide solution. The Statewide Billing Project will \nstreamline and simplify processes and reduce double-\nhandling, enable improved reporting capability and \nimprove compliance and reporting for Medicare \nrequirements.\n•\tRolled out modern, professional, standardised signage \nto help patients and customers find their way around \n140 NSW Health Pathology facilities including \nlaboratories and collection centres. The durable internal \nand external signage reinforces our identity as a \nstatewide service, builds brand awareness with staff and \nthe community and complies with industry standards.\nNSW Health\t\nAnnual Report 2020-21   :  NSW Health organisations   :  page 268\n\n\neHealth NSW\nTower B, Level 16, Zenith Centre \n821 Pacific Highway, Chatswood NSW 2067\nTelephone: 9880 3200 \nEmail: EHNSW-eHealthCE@health.nsw.gov.au\nWebsite: www.ehealth.nsw.gov.au\nBusiness hours: 8:30am-5pm, Monday to Friday\nChief Executive: Dr Zoran Bolevich \nDr Zoran Bolevich is Chief Executive of \neHealth NSW and Chief Information \nOfficer of NSW Health. He has a \nbackground in medicine and business \nadministration and has worked in senior \nhealth system management, health IT \nand data analytics leadership roles in Australia and \nNew Zealand. \nLeading a team of more than 1600 staff, Zoran is focused on \nimplementing the eHealth Strategy for NSW Health, \nstreamlining governance of eHealth NSW’s key programs \nand activities, and developing a highly effective, customer-\nfocused health IT organisation. He is passionate about \nimproving the health system through meaningful and \neffective use of digital technologies, data analytics, research \nand innovation in partnership with patients, clinicians, \nhealth organisations, government and industry partners.\nYear in review\nThe pandemic has increased reliance on technology \nand accelerated digitisation across the globe in all sectors, \nincluding healthcare. Responding to the past year’s \nchallenges has reinforced the importance of NSW \nHealth’s approach to building consistent ICT foundations. \nOur enterprise-wide platforms have enabled us to scale \nat pace and to innovate – responding with agility and \nefficiency. \nCOVID-19 continued to drive the digitisation of healthcare \nand demands upon network infrastructure. Critical \ncommunications infrastructure supported by eHealth \nNSW, such as our Health Wide Area Network and data \ncentres, were vital in supporting increased network traffic. \nWorking closely with the State Health Emergency Operations \nCentre and Public Health Emergency Operations Centre, \nwe developed digital solutions to support the health \nsystem’s COVID-19 response. A system to fast-track \nvaccinations of frontline workers was rapidly developed \nand subsequently made accessible to the public. In \nparallel, a system was designed and implemented to \nenable the entire vaccination management process. \nEnabling patients to connect with health professionals \nvirtually was critical in rural and metropolitan locations. \nIt was also pivotal in connecting patients with family \nand friends. A Virtual Care Accelerator was established \nto drive development and uptake of virtual care and \ntelehealth, first in response to COVID-19 and then as \npart of a longer-term strategy for NSW Health.\nUsing digital solutions to enhance patient experiences \nand outcomes has become an increasing area of focus. \nThe Health Outcomes and Patient Experience platform, \ndelivered in partnership with the Agency for Clinical \nInnovation, is testament to this. So too is our work on the \nNational Children’s Digital Health Collaborative – where \nwe have harmonised and digitised the baby book.\nIn delivering new digital systems, keeping safety and \nsecurity front of mind is crucial. The new incident \nmanagement system has now been implemented across \nthe state and supports increased patient safety. Our \nInformation Security team continue to proactively monitor \nour systems in an ever-evolving cyber threat landscape. \nThey have also developed education and training for \nNSW Health staff. \nOur strong partnerships across both the healthcare \nand technology sectors have been instrumental in all that \nwe have achieved this year, as have the dedication and \nwork of our staff. eHealth NSW has strived to deliver \ntechnology to support the health system and its workforce \nin delivering outcomes and experiences that matter \nto patients. \nOur ongoing collaboration across NSW Health, with \ngovernment agencies and industry made it possible for \neHealth NSW to not only support the digital response \nto COVID-19, but to also continue to digitally enable \nand transform healthcare delivery and support provision \nof services by local health districts and specialty \nhealth networks. \nKey achievements\n•\tSupported NSW Health’s digital health response to the \npandemic, underpinned by strong collaboration across \ngovernment agencies and with industry. eHealth NSW \ndeveloped and implemented a digital system to fast-\ntrack the vaccination of frontline workers in 21 business \ndays. Subsequently the system was made available for \nbookings by the public. By mid-2021, it was being used \nby 64 clinics across 14 local health districts and specialty \nnetworks and had captured more than 675,000 \nvaccination registrations. In parallel, the NSW Health \nVaccination Administration Management system was \ndeveloped and deployed in 10 business days providing a \nsingle, scalable solution to manage the entire vaccination \nadministration process for staff and the public. By \nmid-2021, it had been used to book 21,863 appointments \nand vaccinate 3646 people.\nNSW Health\t\nAnnual Report 2020-21   :  NSW Health organisations  :  page 269\n\n\n•\tImplemented the Electronic Record for Intensive Care, \nwhich is now in operation at 21 hospitals, benefiting \n28,000 patients. The electronic medication management \nprogram is close to completion, having now implemented \nat 199 of 200 hospitals.\n•\tDeployed the NSW Telestroke Service to 11 health \nfacilities giving rural and regional patients access to \nhigh-quality specialist clinical care across NSW. More \nthan 800 patients have benefited from rapid stroke \nassessment, treatment and management via the service.\n•\tImplemented the new Radiology Information System and \nPicture Archiving Communication System in eight hospitals \nacross Nepean Blue Mountains, Northern Sydney and \nCentral Coast local health districts, processing over \n500,000 imaging examinations.\n•\tCompleted three pilots of the Health Grade Enterprise \nNetwork at Westmead Health Precinct, Coffs Harbour \nHospital and 1 Reserve Road, St Leonards. The Health \nGrade Enterprise Network will replace legacy \ninfrastructure to provide a more consistent and secure \nICT network platform across the public health system.\n•\tIncreased uptake of the myVirtualCare platform \nstatewide with 3148 clinicians conducting more than \n30,000 consultations. Pilots of myVirtualCare for \nrural endocrinology services were also launched at \nWalgett Aboriginal Medical Service and Broken Hill \nDistrict Hospital.\n•\tCompleted the rollout of the new incident management \nsystem to all local health districts, specialty networks, \nhealth organisations, pillar organisations and private \ncorrectional facilities in partnership with the Clinical \nExcellence Commission.\n•\tLaunched the Real Time Prescription Monitoring \nManagement Portal in June 2021, providing the NSW \nHealth regulatory team access to prescribing and \ndispensing events for monitored medicines.\n•\tHarmonised and digitised the baby book as part of \nthe National Children’s Digital Health Collaborative as \n141 mothers and 202 newborns and children were \ninvolved in the trials to test and evaluate the clinical \nand consumer utility of the Child Digital Health Record.\n•\tDrove continued adoption of ServiceNow/SARA across \nNSW Health as our workflow and services management \nplatform. It was used by staff to raise 456,000 IT \nincidents, 1,141,000 human resources cases, 106,000 \nfinance cases and 28,000 IT changes. The platform also \nhosted an additional 4550 knowledge articles. The SARA \nVirtual Assistant launched in August 2020, providing a \nnew channel for staff to find information 24/7, on any \ndevice, without having to make a call. The statewide \nservice desk answered 508,622 calls.\n•\tAnalysed over 370,000 security events of which \n14,300 were validated, investigated and responded to. \nA new online reporting mechanism to make it easier \nfor staff to report phishing and spam and flag potential \ncyber security risks safely was implemented as well \nas a new mandatory Cyber Fundamentals module and \nother cyber security modules and workshops for all \nNSW Health staff.\nNSW Health\t\nAnnual Report 2020-21   :  NSW Health organisations   :  page 270\n\n\nNSW Health’s 15 local health districts cover metropolitan, \nregional and rural areas across NSW, varying in both \ngeographical size and population. Districts provide hospital, \ncommunity and population-based healthcare services \nthat meet the needs of their local community. \nProviding a comprehensive range of medical specialties, \nthe districts deliver in-hospital care, outpatient services, \nmental health services, child and family health services, \noral health services, Aboriginal health services, and \ndrug and alcohol rehabilitation. \nThis year, districts faced significant challenges from \nthe extreme rainfall, floods and mice plague which directly \nimpacted many, and the COVID-19 pandemic. Our \nincredible staff rose to these challenges admirably while \ncontinuing to provide high-quality safe care to their \npatients and communities. Read on to discover the \nachievements of districts this year and visit their websites \nto find out more about the services they provide.\nMetropolitan \nNSW local health \ndistricts\n•\tCentral Coast\n•\tIllawarra Shoalhaven\n•\tNepean Blue Mountains\n•\tNorthern Sydney\n•\tSouth Eastern Sydney\n•\tSouth Western Sydney\n•\tSydney\n•\tWestern Sydney\nRural and regional \nNSW local health \ndistricts\n•\tFar West\n•\tHunter New England\n•\tMid North Coast\n•\tMurrumbidgee\n•\tNorthern NSW\n•\tSouthern NSW\n•\tWestern NSW\n \nLocal health districts\nFar West\nWestern NSW\nHunter New\nEngland\nNorthern NSW\nMid North Coast\nIllawarra Shoalhaven\nACT\nSouthern NSW\nMetropolitan\n(See breakout map)\nNetwork with Vic\nMurrumbidgee\nIllawarra Shoalhaven\nNepean Blue Mountains\nCentral Coast\nNorthern Sydney\nWestern Sydney\nSydney\nSouth Western Sydney\nSouth Eastern Sydney\nNSW Health\t\nAnnual Report 2020-21   :  NSW Health organisations  :  page 271\n\n\nCentral Coast \nLocal Health District\nHolden Street, Gosford NSW 2250\nTelephone: 4320 2111\nEmail: CCLHD-Feedback@health.nsw.gov.au\nWebsite: www.cclhd.health.nsw.gov.au\nBusiness hours: 8:30am-5pm, Monday to Friday\nChief Executive: Dr Andrew Montague \n(to April 2021)\nDr Andrew Montague has extensive \nclinical and senior management \nexperience within the health sector, both \nin Queensland and NSW. He studied both \nmedicine and health administration at \nthe University of New South Wales and \nis a fellow of both the Royal Australian College of General \nPractitioners and the Royal Australasian College of \nMedical Administrators. Andrew’s previous role was \nExecutive Director Operations for Northern Sydney Local \nHealth District from 2012 to 2016, where he also acted as \nthe Chief Executive. He worked as a clinician for 10 years, \nboth in hospitals and as a general practitioner, and since \n2005 has held medical director roles at both hospitals \nand health services. Andrew resigned from the position \nin April 2021. \nBrad Astill, Acting Chief Executive \n(from April 2021) \nBrad Astill acted as Chief Executive of the District \nfollowing Andrew’s departure. Brad is an experienced \nhealth leader in both management and operations. He has \npreviously acted in a number of senior executive roles \nin local health districts in NSW, including as the interim \nChief Executive, Far West Local Health District.\nYear in review\nMaintaining a proactive and sustained response to the \nevolving COVID-19 pandemic remained a key focus of the \nDistrict. We opened two primary testing clinics, as well \nas an additional pop-up clinic (as required), to facilitate \nlocal testing to identify and stem community transmission. \nIn addition to serving our local community, our Public \nHealth Unit also assisted other Australian outbreak \nresponses, surging large contact tracing teams and \nrapidly onboarding and training staff from other teams \nto support the effort. \nWe provided advice and education to vulnerable \npopulations – as well as to the broader community \nand our staff – on how to stay safe during the pandemic, \nand in March and April 2021, we opened two COVID-19 \nvaccination clinics to staff and eligible groups in \nthe community. \nWhile managing our COVID-19 response, we also \nadvanced projects to enhance healthcare on the Central \nCoast. The $200 million redevelopment of Wyong Hospital \ncame a step closer following completion of construction \nand the $72.5 million Central Coast Clinical School and \nResearch Institute, a partnership with the University of \nNewcastle, prepared to open its doors. We also opened a \ndedicated 10-bed Palliative Care inpatient unit at Gosford \nHospital. For the first time on the Central Coast, palliative \nand end of life care can now be offered in a hospital \nsetting, not just at home.\nWe continued our focus on innovative ways of delivering \npatient care with the development of our virtual care \nplatform. This allows clinicians to connect with patients \nand their families through virtual consultations, reducing \nthe number of people attending our facilities while \nmaintaining high-quality care. \nSize\n•\t1853 km2\nPopulation size\n•\t350,000 residents (2019)\n•\tProjected to increase to 397,370 \nby 2031\nAge\n•\t14 per cent aged 70+ (2016)\n•\t70+ age group projected \nto increase to 19 per cent \nby 2031 \nCulture\n•\t4.6 per cent from an Aboriginal \nand Torres Strait Islander \nbackground (2016)\n•\t50,000 born overseas (2016)\n•\t5.8 per cent speak a language \nother than English at home (2016)\n•\tDarkinyung (Darkinjung) people \nare the traditional custodians \nof the land\nHealth issues\n• Ageing-related\n• Chronic health conditions\n• Growing service requirements \ndue to higher population growth, \nlower socioeconomic status and \nhigher levels of risky behaviours \nsuch as smoking, alcohol \nconsumption, poor diet and obesity \n• Higher rates of death from all \ncauses, in particular cancers \nand respiratory disease, compared \nwith NSW rates\nCentral Coast Local Health District  |  Demographic summary\nNSW Health\t\nAnnual Report 2020-21   :  NSW Health organisations   :  page 272\n\n\nA Virtual Care Hub was also established, which \nincorporates remote monitoring capabilities that enable \npatients to actively participate in their recovery and \nhealthcare. With our first remote monitoring patient \nwelcomed in June 2021, the Hub initially supports \npatients of the Acute Post-Acute Care and Hospital \nin the Home services. \nWe supported over 350 local Aboriginal families – the \nsecond highest number of program participants in the \nstate – through the Building Strong Foundations program, \nwhich helps families provide a nurturing environment for \ntheir child so they develop optimal physical, social, \nemotional and cultural wellbeing. We also developed a \ncultural care plan for local pregnant women and families \nas part of the Birthing Off Country project.\nWe thank our exceptional staff for their remarkable \ninnovation and resilience in the face of such a challenging \nyear and applaud their steadfast commitment to providing \nthe highest standard of care to our community.\nKey achievements \n•\tContinued work on the $200 million Wyong Hospital \nRedevelopment, with construction of the new six-storey \nbuilding completed. Works moved to focus on the fit-out \nof the building, which will include a new and expanded \nemergency department and intensive care unit. \nRefurbishment of some areas of the existing hospital \nbegan, including the expansion of operating theatres. \n•\tCompleted construction of the Central Coast Clinical \nSchool and Research Institute, a partnership between \nthe District and the University of Newcastle. The six-\nstorey building provides state-of-the-art facilities for \nlocal students who wish to study medicine and nursing, \nand gives researchers access to dedicated and \ncollaborative spaces to carry out world-class pioneering \nresearch in integrated healthcare and population health.\n•\tReceived accreditation for three years against the \nNational Safety and Quality Health Service Standards by \nthe Australian Council on Healthcare Standards in May 2021.\n•\tSuccessfully trialled six new Patient Experience Officers \nat Gosford and Wyong Hospital emergency department \nwaiting rooms to assist patients, carers and relatives to \naccess services and de-escalate concerns.\n•\tCollaborated with local police to continue the Police \nAmbulance and Clinical Early Response (PACER) \nprogram. The initiative focuses on rehabilitation not \nincarceration, with specialist mental health clinicians \nembedded into the teams at two police districts to help \nde-escalate crisis situations and provide more timely \ninterventions, and to connect people experiencing \nmental health issues with the right support.\n•\tLaunched an innovative nurse-led Subcutaneous \nImmunoglobulin program, where some patients with \nchronic autoimmune conditions who require regular and \ntime-consuming in-hospital infusions are provided with \ninfusion pumps at no cost and trained by specialised \nnurses on how to safely self-administer their treatment at \nhome, decreasing hospital visits and increasing \nindependence and convenience.\n•\tDeveloped a NSW-first Rapid Response Dashboard, a \nfully automated dashboard that captures and publishes \nevery Rapid Response event for the District. The \ngraphical data is de-identified, allowing all staff to \naccess and better understand and analyse all \ncircumstances related to patient deterioration. \n•\tAchieved double the target for health professional \nreferrals to the Get Healthy Service, with more than \n750 referrals made.\nFar West Local Health District\n2-4 Sulphide Street, Broken Hill NSW 2880\nTelephone: (08) 8080 1333 \nEmail: FWLHD-Feedback@health.nsw.gov.au \nWebsite: www.fwlhd.health.nsw.gov.au \nBusiness hours: 8:30am-5pm, Monday to Friday \nChief Executive: Umit Agis \nUmit Agis was appointed to the Chief \nExecutive role in January 2020. Umit’s \ncareer in health service delivery spans \nmore than 25 years, with the last 15 in \nsenior management including executive \nroles at Country Health SA, and at \nTasmanian Mental Health Services, Forensic Mental \nHealth Services, Prison Health, Forensic Mental Health \nServices and the Drug and Alcohol Services.\nUmit’s qualifications include a Bachelor of Social Work, \nGraduate Diploma in Health Sciences and a Master of \nManagement. He is a graduate and member of the \nAustralian Institute of Company Directors and is halfway \nthrough completing a Doctor of Business Administration. \nHe also holds an academic chair with the International \nInstitute of Organisational Psychological Medicine. \nYear in review\nThe District continued its focus on maintaining quality \npatient care, while successfully managing our COVID-19 \nresponse to safeguard our patients, staff and \ncommunities. We embarked on the delivery of COVID-19 \nvaccination clinics across the District and continue those \nclinics, working in partnership with key health providers \nin the District.\nNSW Health\t\nAnnual Report 2020-21   :  NSW Health organisations  :  page 273\n\n\nWe continued developing alternative models of care \nusing telehealth during the pandemic, and technological \nsolutions have become important components in the \nDistrict’s strategic approach to service delivery. Our use \nof telehealth increased from an average of 1282 sessions \nper month in 2019-20 to an average of 1639 sessions \nper month in 2020-21. This also translated to an increase \nin Pexip accounts from 33 to 103. \nWe achieved our first-ever organisation-wide full \naccreditation with the Australian Council on Healthcare \nStandards, with all eight National Standards met. \nOur staff were exemplary in their approach to presenting \nthe quality work they undertake.\nSignificant infrastructure milestones:\n•\tWe officially opened the Tibooburra HealthOne \nrefurbishment.\n•\tBuronga HealthOne facility on land leased from the \nBarkandji traditional owners progressed to awarding \nconstruction tender to Barpa, an Australian Indigenous \ncompany. Site works were earmarked to begin in July 2021. \n•\tThe District welcomed $30 million in funding from \nNSW Government for a new Wentworth Hospital, with \nplanning to start in 2021-22. Clinical Service Planning is \nwell underway to provide a service that matches \ncommunity needs and an increasing service demand.\n•\tWe refurbished the radiology area at Broken Hill Health \nService to improve BreastScreen services.\n•\tWe refurbished a wing of Medical Ward to provide \na more home-like environment for palliative care patients \nand families.\nIn addition, the District is finalising its Aboriginal Workforce \nPlan, Aboriginal Health Framework and five-year Strategic \nPlan, and we increased our Aboriginal Nursing and \nMidwifery workforce, introducing three cadets.\nWe launched a new video (‘Welcome to the Far West’) \nto promote the District and help boost recruitment and \nretention of staff. This has improved our recruitment \ndrive in the last 12 months.\nA record 33 new nursing graduates joined the District \nin 2021.\nWe have implemented a new organisational governance \nmodel along with a revised executive structure to support \nthe District’s strategic goals and to realise its vision of \nbeing an accountable best remote and rural health service.\nWe are pleased that the District has retained its zero \nperformance rating (no performance issues) for the \n2020-21 financial year.\nThe Board and executive express our sincere thanks \nand appreciation to all staff for their continued hard work \nand dedication in 2020-21, which has occurred against \na backdrop of a challenging and often rapidly changing \nenvironment.\nKey achievements\n•\tRefurbished a wing of Medical Ward, Broken Hill \nHospital, using $395,000 of NSW Ministry of Health \nfunding to provide a more home-like environment for \npalliative care patients and families.\n•\tWelcomed three Aboriginal cadets under the NSW \nHealth Aboriginal Nursing and Midwifery Cadetship \nprogram. The program provides financial support \nthrough paid clinical placements and a fortnightly study \nallowance to enable cadets to complete the \nundergraduate studies for first registration as a \nregistered nurse or registered midwife.\nSize\n•\t194,949 sq km\nPopulation size\n•\t30,220* residents\n•\tProjected to decrease to 28,700 \nby 2031\nAge\n•\t16.2 per cent* aged 70+\n•\t70+ age group projected \nto increase to 21.1 per cent \nby 2031 \nCulture\n•\t14.9 per cent from Aboriginal \nbackground (2016)\n•\t5.4 per cent born overseas \n(does not include Unincorporated \nFar West) (2016)\n•\t3.3 per cent speak a language \nother than English at home \n(does not include Unincorporated \nFar West) (2016)\n•\tBarkandji, Wilyakali, Ngiyampaa \nand Muthi Muthi peoples are the \ntraditional custodians of the land\nHealth issues\n• Aboriginal health\n• Men’s health\n• Cancer\n• Diabetes\n• Smoking in pregnancy\nSource: *ERP, 2021.\nFar West Local Health District  |  Demographic summary\nNSW Health\t\nAnnual Report 2020-21   :  NSW Health organisations   :  page 274\n\n\n•\tThe Far West Local Health District Mental Health Drug \nand Alcohol Service became a finalist in the 2020 NSW \nHealth Awards for ‘Excellence in the Provision of Mental \nHealth Services’ with The Connections Program, an \nafter-hours peer-led and peer-delivered program aimed \nat reducing social isolation and loneliness of people in \nour community. The program is operated in partnership \nwith Mission Australia. Preliminary data showed a direct \nlink to a downwards trend of people attending the \nemergency department compared with six months after \nthe program was implemented.\n•\tOfficially launched Safe Haven Café as part of the \nTowards Zero Suicides initiative, in partnership with \nMission Australia. It is a peer-led after-hours service \nwhere people who are experiencing mental health \nconcerns, distress or suicidal thoughts can, where \nappropriate, go for support instead of attending an \nemergency department. The District has provided a \npurpose-built facility on hospital grounds.\n•\tLeased land from the traditional owners for the Buronga \nHealthOne $10 million facility build. The signing of the \nAgreement for Lease between the NSW Government, the \nDistrict and traditional owners for use of land to build the \nfacility is the first agreement of its kind nationally within \nthe health sector.\n•\tAppointed the inaugural Far West Local Health District \nDirector of Research, which is a conjoint appointment role \nwith the University Department of Rural Health (University \nof Sydney). The expanded Local Health District Research \nProgram will seek to encourage research capability, \nenable rural health research, and establish and promote \na culture of research in the Far West.\n•\tMaintained high childhood vaccination rates, with 100 \nper cent of children (Aboriginal and non-Aboriginal) being \nvaccinated by the age of six.\n•\tTrained 88 per cent of the District’s early childhood \nservices in the Munch & Move program and met 70 per \ncent of program practices. Trained 78 per cent of District \nprimary schools in the Live Life Well @ School program \nand met 70 per cent of program practices. Referrals \nby health professionals to the Get Healthy Service were \nexceeded by 136 per cent.\nHunter New England \nLocal Health District\nLookout Road, New Lambton Heights NSW 2305\nTelephone: 4985 5522 \nEmail: HNELHD-SRC@health.nsw.gov.au \nWebsite: www.hnehealth.nsw.gov.au \nBusiness hours: 8:30am-5pm, Monday to Friday \nChief Executive: Michael DiRienzo\nMichael DiRienzo holds tertiary \nqualifications in commerce and economics. \nHe held senior positions in a range of \nmanufacturing organisations prior to \nentering the health field. Michael has \nextensive experience in senior management \nroles within health support services and was senior \noperational leader of the District’s major referral hospitals \nprior to becoming Chief Executive in January 2011.\nYear in review\nThis year, our District continued to deliver excellence \nin healthcare amid the demands and challenges of the \nCOVID-19 pandemic.\nEarlier in the pandemic, our focus was on preparing for \nthe unknown, building clinical surge capacity and ensuring \nadequate personal protective equipment. During more \nrecent times, we have moved our attention to vaccine \ndelivery while continuing our vast screening efforts.\nSize\n•\t131,785 sq km\nPopulation size\n•\t962,390 residents\n•\tProjected to increase to 1,038,920 \nby 2031\nAge\n•\t141,810 aged 70+\n•\t70+ age group predicted \nto increase to 187,160 by 2031 \nCulture\n•\t7.1 per cent from Aboriginal or \nTorres Strait Islander background\n•\t20 per cent born overseas\n•\tFive per cent speak a language \nother than English at home \n•\tKamilaroi, Gomilaroi, Geawegal, \nBahtabah, Thungutti, Awabakal, \nAniawan, Biripi, Worimi, \nNganyaywana, Wonnarua, Banbai, \nNgoorabul, Bundjalung, Yallaroi \nand Darkinung peoples are the \ntraditional custodians of the land \nHealth issues\n• Stroke\n• Cancer\n• Gastro-intestinal disease\n• Kidney disease\nHunter New England Local Health District  |  Demographic summary\nNSW Health\t\nAnnual Report 2020-21   :  NSW Health organisations  :  page 275\n\n\nAs the vaccine became available in 2021, we worked to \nestablish six vaccination clinics across our District, \nincluding at Tamworth Hospital, and a major vaccination \nhub at John Hunter Hospital. We have delivered more \nthan 64,000 vaccinations to date and will continue to \nfocus on ensuring our most vulnerable community \nmembers are vaccinated. \nIn June 2021, we announced the establishment of a mass \nvaccination centre at Belmont. This development took \ntremendous effort from staff and contractors and will \nenable the delivery of 20,000 vaccines each week.\nWhile we worked hard to establish vaccination clinics, \nwe also continued with our extensive screening program. \nWe completed 629,687 swabs to 30 June 2021, across \n25 clinics. The high screening rates are testament to the \nwork of our staff in communicating core public health \nmessages.\nWe maintained excellent communication with our staff \nand our community throughout the pandemic to ensure \neveryone was as well informed and safe as possible. \nAmid the pandemic efforts, flooding impacted the New \nEngland and Mid North Coast regions within our District. \nOur staff rallied during the devastating time; many staff \nmembers could not get to work while others picked up \nadditional hours to keep services running. Consult rooms \nat Manning Hospital were transformed into staff sleeping \nareas, and some staff who live in Taree generously opened \ntheir homes to colleagues who could not make it home. \nSome of our service managers and staff even volunteered \ntheir time at evacuation centres to help coordinate local \nresponses.\nDespite the challenges, staff continued to put our patients \nfirst with inspiring resilience and adaptability, particularly \nduring the response to COVID-19. \nThe Chief Executive and Executive Leadership Team \ncommend the efforts of all staff across the District in \nproviding positive healthcare experiences and outcomes \nfor our communities.\nKey achievements\n•\tImplemented the Sustainable Healthcare: Together \nTowards Zero 2030 initiative, to be carbon waste neutral \nby 2030. This will include the installation of solar panels \non the rooftop of all our health facilities, including \nJohn Hunter Hospital where 12,000 square metres \nof roof (85 per cent) has been covered in solar panels.\n•\tAs part of COVID-19 surgical recovery, achieved a \nreduction in the number of overdue patients on the \nsurgical waitlist from 1290 in September 2020 to five \nat the end of 2020-21. \n•\tCompleted major infrastructure projects including:\n\t -\t \u0007\nthe $60 million Inverell Hospital redevelopment, which \ndelivered a purpose-built hospital and refurbished \ncommunity health facility\n\t -\t \u0007\nthe $10 million investment into the Murrurundi Health \nService, which delivered a new health service building\n\t -\t \u0007\nthe almost $8 million Port Stephens HealthOne \nProject, which brought together general practitioner, \ncommunity health and hospital services into one \npurpose-built facility on the Tomaree Hospital site. \n\t In addition, planning progressed on the $780 million \nJohn Hunter Health and Innovation Precinct with the \nunveiling of the project’s master plan.\n•\tImplemented an integrated care model for trans and \ngender diverse adolescents and young adults in Northern \nNSW, including outreach services in other health \ndistricts. The initiative included the community-based \nTrans and Gender Diverse Centre in Newcastle.\n•\tDelivered the concept design for the new Banksia \nMental Health Unit in Tamworth in partnership with staff, \ncarers and consumers. The new unit will provide an \nadditional eight beds supporting services for older \npersons, as well as the flexibility and provision of short-\nstay accommodation for young and vulnerable people.\n•\tLaunched a pilot study into the management of children \nwith attention deficit hyperactivity disorder in the primary \nhealthcare setting, including the prescribing of stimulant \nmedication by general practitioners. So far, more than \n35 GPs are trained to deliver attention deficit \nhyperactivity disorder care, reducing wait times in \noutpatient clinics.\n•\tImplemented the Assistants in Medicine initiative, which \nsaw 76 medical students (20 full-time equivalent) placed \nin our hospitals. The initiative provided opportunities for \nupskilling and workload management in response to the \nCOVID-19 pandemic.\n•\tBegan piloting the Emergency Department Did Not Wait \nstrategy at 10 sites, to reduce Did Not Wait rates through \ncommunication within the emergency department \nwaiting room explaining the triage process and the \nimportance of completion of care. The project was \ninitiated by Aboriginal Health in partnership with the \nemergency department stream in response to higher \nDid Not Wait rates among Aboriginal patients, but has \nbeen broadened to target all patients.\n•\tGrew Aboriginal employment rates to 5.27 per cent \nthrough the Good Health, Great Jobs Aboriginal \nEmployment Strategy and our own Aboriginal \nEmployment Strategy 2021-2025, which is currently \nbeing rolled out.\nNSW Health\t\nAnnual Report 2020-21   :  NSW Health organisations   :  page 276\n\n\nIllawarra Shoalhaven \nLocal Health District\nSuite 2, Level 2, 67-71 King Street \nWarrawong NSW 2502 \nTelephone: 4221 6899 \nEmail: ISLHD-CEOffice@health.nsw.gov.au \nWebsite: www.islhd.health.nsw.gov.au \nBusiness hours: 8:30am-5pm, Monday to Friday \nChief Executive: Margot Mains \nMargot Mains began her career as a \nnurse and held senior leadership roles in \nhealth in New Zealand and South Australia, \nbefore taking up the position of Chief \nExecutive of the Illawarra Shoalhaven \nLocal Health District in 2014. Margot has \nextensive health executive leadership and management \nexperience at hospital and District level. She also holds \na Bachelor of Laws. \nMargot has a strong focus on research and has led the \nDistrict through a significant period of change, including \nleadership reform.\nYear in review\nThe past year has continued to challenge, as we in health \nreinforce our efforts to adapt and respond to the fight \nagainst COVID-19. \nIn the Illawarra Shoalhaven Local Health District, our focus \nhas remained on strengthening preparedness. We \nupskilled staff in critical care; strengthened our protocols \naround availability and correct usage of personal \nprotective equipment; and maintained a building program \nto support the ongoing response. \nThis included the establishment of dedicated COVID-19 \nwards and intensive care capacity, additional observation \nunits and on-site storage capability, new staff amenities \nand specialised areas within emergency for the safe care \nof patients. \nAll of this occurred as we continued to see increasing \ndemand on our health services. While we saw a reduction \nin patient presentations to our emergency departments for \na brief period during the height of COVID-19, our numbers \nsignificantly increased in the second half of the year to \nrecord levels. To ensure timely access to care for our \npatients, we worked in close collaboration with private \nproviders to increase elective surgery, particularly for \nthose unable to receive their operations due to early \nCOVID-19 measures. \nThe safety and wellbeing of staff was more important \nthan ever before. We implemented a staff wellness \nprogram, known as SEED, starting at Milton Ulladulla \nHospital. It grew to include other hospitals in the District, \nenhancing teamwork, building resilience and better \nsupporting staff during challenging periods. \nThe community should be incredibly proud of the District’s \nworkforce. They have rallied in the face of adversity to \ncontinue to deliver high-quality and safe health services. \nTheir hard work, drive and dedication was nothing short of \ninspirational and we thank each and every member of \nstaff for their contribution over the past 12 months. \nOur District also celebrated important milestones \nincluding the opening of the Bulli Hospital and Aged Care \nCentre, our innovative new community health facilities \nknown as HealthOne at Ulladulla and Dapto, and a much-\nneeded refurbishment of the Birthing Unit at Wollongong. \nSize\n•\t5687 km2\nPopulation size\n•\t404,000 residents#\n•\tProjected increase to 470,000 \nby 2031#\nAge\n•\t13 per cent aged 70+#\n•\t70+ age group projected to \nincrease to 87,000 by 2031# \nCulture\n•\t4.2 per cent from Aboriginal or \nTorres Strait Islander background*\n•\t18 per cent born overseas^\n•\t11 per cent speak a language \nother than English at home^\n•\tDharawal and Yuin peoples are the \ntraditional custodians of the land, \nwhich encompass five language \ngroups: Wadi Wadi, Dharawal, \nWandandian, Walbanga and Yuin \nHealth issues\n• Cancer\n• Heart and vascular diseases\n• Mental health conditions \nand substance abuse\n• Muscular skeletal diseases\n• Respiratory diseases\nSources: #NSW Department of Planning, Industry and Environment. ^ABS Census 2016. *ABS Estimates of Aboriginal and Torres Strait \nIslander Australians, June 2016.\nIllawarra Shoalhaven Local Health District  |  Demographic summary\nNSW Health\t\nAnnual Report 2020-21   :  NSW Health organisations  :  page 277\n\n\nPlanning continued on the major redevelopment of \nShoalhaven Hospital and a preferred site for a new \nShellharbour Hospital was identified. \nIn the past few months, the District contributed to the \nnational COVID-19 vaccination program and, in the first \nfive weeks, our local teams administered 10,000 doses to \nessential frontline workers. \nThe next 12 months will no doubt focus on bolstering \nvaccination efforts, while continuing to provide world-\nclass services to our local community and supporting their \nhealth and wellbeing. \nKey achievements\n•\tStrengthened the District’s online and digital platforms \nto better enable patient communications, community \ninformation and dedicated COVID-19 advice.\n•\tLaunched innovative suicide prevention initiatives \nincluding Safe Haven – a peer-led alternative to \nattending an emergency department for people \nexperiencing suicidal crisis. A Suicide Prevention \nOutreach Team was launched in Nowra to reduce deaths \nand suicide attempts by supporting people in their own \nhomes.\n•\tEnhanced the use of virtual care and telehealth \ntechnology including transitioning major services to the \nmyVirtualCare platform. Telestroke was also launched in \nthe Shoalhaven Hospital, with the hospital holding the \nquickest time to treatment in NSW. \n•\tLaunched the state’s first Health Outcomes and Patient \nExperience IT platform for Patient Reported Measures. \nA Quality of Life tool was also implemented to better \nempower health staff to engage with patients in a more \nholistic way. \n•\tEnhanced the District’s research capacity with the \ndevelopment of a Clinical Trials Unit. More than $8 million \nin competitive grants were awarded to District clinicians \nover the past 12 months and a total of 24 COVID-specific \nresearch projects were undertaken.\n•\tCompleted an international research project in \npartnership with two universities looking at nursing and \nmidwifery measures, using performance indicators \nset by consumers. The results of the Implementing \nand Measuring Person-centredness and using APP \nfor Knowledge Transfer study will inform a statewide \nsustainability plan. \n•\tAchieved finalist status in the Personal Injury Education \nFoundation excellence awards in the category of \nCollaboration in Injury and Disability Management.\n•\tDeployed a new Senior Assessment process, new \nFastTrack Model and new Short Stay Area to improve \nemergency department treatment times. Three new \nPatient Experience Officers commenced across the \nDistrict to better support the patient experience.\nMid North Coast \nLocal Health District\nMorton Street \nPort Macquarie NSW 2444 \nTelephone: 1800 726 997 \nEmail: MNCLHD-ConsumerRelations@health.nsw.gov.au \nWebsite: www.mnclhd.health.nsw.gov.au \nBusiness hours: 8:30am-5pm, Monday to Friday\nChief Executive: Stewart Dowrick \nStewart Dowrick began his career in \nhealthcare administration at the then \nChildren’s Hospital at Camperdown in \n1989. He moved to the Central Coast Area \nHealth Service in 1993 and the Mid North \nCoast Area Health Service in 1999. \nSince 2000, he has held numerous executive positions \nwith the Mid North Coast and North Coast Area Health \nService and was appointed Chief Executive at the \nbeginning of 2011. Stewart has a particular interest in \nhealth service partnership and service partners working \ntogether. He holds a Doctorate in Health Studies, and \ntertiary qualifications from the University of New South \nWales, the University of Newcastle and the Australian \nInstitute of Company Directors.\nYear in review\nIn 2020-21, the Mid North Coast Local Health District \nfaced a year like no other. \nWhile managing the ongoing response to the global \npandemic and recovering from the catastrophic bushfires \nthat swept across the region, the Mid North Coast was \nhit by devastating floods in March 2021. \nThe emergency situation and its aftermath further \nchallenged the resilience of local communities. \nHealthcare workers, whose own homes had been \ninundated, went to work at the many evacuation centres \nestablished across the District. They provided around-the-\nclock clinical and mental health support, putting their \nown recovery on hold to help others. \nThe flooding coincided with the commencement of the \nMid North Coast Local Health District’s COVID-19 \nvaccination program and the establishment of vaccination \nhubs at Coffs Harbour Health Campus and Port Macquarie \nBase Hospital. \nThrough the hard work and dedication of the team, the \nprogram was able to quickly scale up to meet demand, \nvaccinating frontline and essential workers, and then was \nexpanded to include eligible community members as the \nvaccination program expanded in line with the Australian \nGovernment eligibility criteria. \nNSW Health\t\nAnnual Report 2020-21   :  NSW Health organisations   :  page 278\n\n\nAlthough the Mid North Coast had no locally acquired \nCOVID-19 cases in 2020-21, testing clinics continued to \noperate across the region and have been able to rapidly \nincrease capacity in response to outbreaks in other parts \nof the state. \nThe Mid North Coast Local Health District continues to \nwork closely with councils, police, local businesses and \npartner organisations to ensure ongoing compliance and \neducation about COVID-safe practices in the community. \nThe impact of COVID-19 was also felt in a very personal \nway when the smiling faces of volunteers were no longer \nseen in local hospitals and community health centres. To \nprotect the community’s most vulnerable during the \npandemic, volunteer activities were suspended for more \nthan a year. \nVolunteers began returning to their roles in early 2021, \nhaving undertaken COVID-19 safety training and \nenthusiastically supporting the vaccination program.\nKey achievements\n•\tContinued construction on major capital projects \nincluding the $194 million Coffs Harbour Health Campus \nExpansion and HealthOne facilities at Bowraville, \nNambucca Heads and Camden Haven. \n•\tLaunched regional Australia’s first hospital-based \nTresillian Residential Unit at Macksville District Hospital. \nThis important partnership with Tresillian provides a \nservice to assist local families struggling with the \ndemands of parenting. \n•\tContinued the District’s comprehensive response to the \nCOVID-19 pandemic, which included establishing a \nlarge-scale drive-through clinic at Port Macquarie to \nincrease capacity in response to outbreaks in other parts \nof the state. \n•\tDeveloped and implemented an Aboriginal Cultural \nEngagement Self-Assessment Tool to ensure the delivery \nof culturally safe and accessible health services for \nAboriginal patients and clients as part of the District’s \nAboriginal Cultural Safety and Security Framework. \nAudit sessions were held with all directorates to look at \nways to improve inclusivity and Aboriginal cultural safety \nwithin current practices. \n•\tDeveloped and implemented a Midwifery Group Practice \nservice for Coffs Harbour and Macksville hospitals. The \nDistrict joins other regional NSW local health districts in \nthe provision of best practice maternity care, including \npost-natal home visits by a midwife. \n•\tAchieved two awards in the 2020 NSW Health Nursing \nand Midwifery Awards. Trauma Clinical Nurse Consultant, \nTrish Lemin, was named joint winner of the Nurse of the \nYear, and Mid North Coast Cancer Institute Nurse Unit \nManager, Amelia Bolt, received the Aboriginal Nurse/\nMidwife of the Year award.\n•\tImplemented the Health Grade Enterprise Network \ninitiative to provide improved Wi-Fi performance for staff, \npatients and visitors thanks to a major upgrade of \nwireless network infrastructure. Coffs Harbour Health \nCampus was the first regional health facility to roll out \nthe initiative. \n•\tPresented the Your Health Link National Photographic \nCompetition as a virtual event, receiving a record 1833 \nentries from every state and territory in Australia. The \nphoto competition is part of the broader suite of Your \nHealth Link programs designed to connect the \ncommunity to evidence-based health information. \n•\tCelebrated the achievements of staff and volunteers at \nthe 2020 (virtual) and 2021 (face-to-face) Mid North \nCoast Local Health District Health Innovation Awards.\nSize\n•\t11,335 sq km\nPopulation size\n•\t226,422 residents\n•\tProjected increase to 241,184 \nby 2031\nAge\n•\t18.6 per cent aged 70+\n•\t70+ age group projected to \nincrease to 23 per cent by 2031 \nCulture\n•\t6.9 per cent from Aboriginal or \nTorres Strait Islander background\n•\t10.7 per cent born overseas\n•\t2.1 per cent speak a language \nother than English at home\n•\tGumbaynggirr, Dunghutti, Birpai \nand Nganyaywana peoples are the \ntraditional custodians of the land \nHealth issues\n• High levels of health risk \nbehaviours (obesity, smoking, \nalcohol consumption, \ncholesterol, blood pressure)\n• Chronic disease\n• Ageing-related\n• Mental health\n• Drug and alcohol misuse\n• Family and domestic violence\nMid North Coast Local Health District  |  Demographic summary\nNSW Health\t\nAnnual Report 2020-21   :  NSW Health organisations  :  page 279\n\n\nMurrumbidgee \nLocal Health District\nLevel 1, 193-195 Morgan Street \nWagga Wagga NSW 2650 \nTelephone: 5943 2003 \nEmail: MLHD-FeedBack@health.nsw.gov.au \nWebsite: www.mlhd.health.nsw.gov.au \nBusiness hours: 9am-5pm, Monday to Friday\nChief Executive: Jill Ludford\nJill Ludford leads a team of more than \n3500 staff who deliver healthcare across \n47 health facilities in the Riverina Murray \nregion. Having started her career as a \nregistered nurse and midwife, Jill is \npassionate about improving access to \nessential healthcare in rural communities and advocates \nfor digital clinical programs, including telehealth and \nelectronic medical record systems. \nUnder Jill’s leadership, the District has sponsored new \nmodels of patient care, improved patient experience and \nintroduced staff wellbeing programs. Jill has strong links \nwith the regional community and has fostered \npartnerships with a wide range of stakeholders, including \nnon-government organisations, Aboriginal services and \ntertiary institutions.\nYear in review\nThe Murrumbidgee Local Health District strives to deliver \nexceptional rural healthcare for our communities while \nimproving access to care across our region. \nThe health response to COVID-19 continued to be a priority \nand Murrumbidgee staff rose to the challenge of keeping \nour communities safe, undertaking pandemic-related work \nand sustaining services. \nOur COVID-19 team responded to the changing \nenvironment, providing contact tracing and public health \nservices, establishing testing and vaccination clinics, \nadapting clinical services to virtual care models, and \nconfiguring hospitals and community services to care for \nCOVID-19 patients. \nDuring this time, our commitment to safety and improving \nconsumers’ experience did not waiver. Clinical leaders in \ninfection prevention enhanced our respiratory protection \nprogram to ensure staff safety. We started collecting \npatient-reported experience and outcome measures to \nhelp us better understand patient individual needs and \nimprove their outcomes. \nOur surgical teams fast-tracked elective surgery, which \nwas unavoidably delayed following the National Cabinet \ndecision to suspend non-urgent surgery due to the \npandemic. This led to the highest number of elective \nsurgeries ever performed from January to June. \nTo understand our workforce and the lessons learnt during \nthis time of rapid change, we undertook pulse checks with \nstaff, enabling a consolidation of our learnings and \nexperiences, to plan for future enhancements. \nBushfire recovery supports continued across fire-affected \nregions, with clinicians actively making connections in \ncommunities with people needing psychosocial support. \nFire Shed Fridays reached more than 20 local fire-sheds \nand their volunteers, to connect people and provide \npsychological support and opportunities for community \ndevelopment. \nSize\n•\t125,243 km2\nPopulation size\n•\t245,196 residents \n(30 June 2019 ERP)\n•\tProjected to increase to 246,022 \nby 2031 (2019 NSW Department \nof Planning, Industry and \nEnvironment projections)\nAge\n•\t14 per cent aged 70+ \n(30 June 2019 ERP)\n•\t70+ age group projected \nto increase to 19 per cent \nby 2031 \nCulture\n•\t5.8 per cent from Aboriginal \nor Torres Strait Islander \nbackground (2016 ABS ERP)\n•\t8.6 per cent born overseas\n•\t6.1 per cent speak a language \nother than English at home\n•\tWiradjuri, Yorta Yorta, Baraba \nBaraba, Wemba Wemba Perrepa \nPerrepa, Nari Nari and Muthi \nMuthi peoples are the traditional \ncustodians of the land\nHealth issues\n•\tCancer \n•\tChronic disease \n•\tHeart disease \n•\tMental health \n•\tInjury – motor vehicles \ncrashes and falls\nMurrumbidgee Local Health District  |  Demographic summary\nNSW Health\t\nAnnual Report 2020-21   :  NSW Health organisations   :  page 280\n\n\nA close collaboration with local Aboriginal communities \ndeveloped strong local models for culturally safe care. We \npartnered with the Brungle community in Tumut and the \nlocal Aboriginal community in Deniliquin to listen and \nestablish localised solutions that will improve outcomes \nfor Aboriginal people. \nSeveral significant building projects continue within the \nDistrict. Work continues on the Griffith Base Hospital \nRedevelopment site, construction began on the Hay \nHealth Service Redevelopment in November 2020, and the \nnew Tumut Hospital is due for completion in late 2021.\nKey achievements\n•\tLaunched the Murrumbidgee Rural Generalist Training \nPathway, a locally developed training program for rural \ngeneralist doctors to boost the rural doctor workforce. \nThe single employment model allows for seamless \ntransition between hospital and community-based \ntraining placements for trainee GPs.\n•\tImplemented the Safe Wards program, an initiative \ndesigned to support consumers in the acute mental \nhealth setting by enhancing staff’s management of \nconflict. The program engages people with lived experience \nof mental health drawing on personal experience to \neducate staff, ultimately improving services and \nexperiences of others.\n•\tStroke Unit was awarded the prestigious World Stroke \nOrganization’s Angels Gold Status in November 2020. \nWagga Wagga Base Hospital was recognised for meeting \nthe highest standards in stroke treatment, indicating that \nmore than 50 per cent of stroke patients receive time-\ncritical care within 60 minutes of presenting to hospital. It \nwas the first Australian hospital to achieve gold status.\n•\tOpened Wagga Wagga Health Service Hub, the third and \nfinal stage at the centre of the $431 million Wagga \nWagga Base Hospital Redevelopment. Sixty health \nservices were relocated into the new building. This \nincluded an expansion to the Wagga Wagga Base \nHospital Renal Unit, providing extra dialysis chairs and \ndoubling the home training unit to support education for \nconsumers undertaking home dialysis.\n•\tLaunched the new Health and Arts Outreach Program, an \ninnovative program providing aged care residents access \nto a quality arts engagement experience, piloted in \npartnership with Art Gallery of NSW and Health \nInfrastructure. The program has a social and cultural \napproach, providing a meaningful way for aged care \nresidents to connect with others, particularly during \nperiods of isolation due to the COVID-19 pandemic.\n•\tPiloted a multi-agency Health Expo for the community of \nBrungle, a holistic health day linking the Brungle \nAboriginal and Torres Strait Islander community with \ninternal and external outreach programs. The event \naimed to improve health outcomes and boost community \nengagement, rebuilding rapport and trust between \nfacilities, services and the community while addressing \nthe ongoing holistic health and support needs of the \ncommunity and surrounding areas.\n•\tDay-only hip surgery began at Wagga Wagga Base \nHospital. The first of its kind in the region, it enabled \npatients a short stay in hospital for hip replacements. \nRecovery is aided with a short-acting spinal anaesthetic \ndrug, allowing people to mobilise quickly. They are often \nup and walking four hours after surgery. Since it began in \nJuly 2020, patients have reported positive experiences \nand outcomes.\n•\tLaunched the Murrumbidgee Collaborative \nCommissioning Initiative in partnership with the \nMurrumbidgee Primary Health Network, aiming to \ncollaborate with patients, clinicians and communities to \nimprove quality and demonstrate value in the care we \ndeliver for people with chronic obstructive pulmonary \ndisease and congestive heart failure.\n•\tReleased our Patient, Carer and Consumer Experience \nand Participation Framework, with the aim of improving \npeople’s experience in our care. Some initiatives included:\n\t - \u0007\nPatient Experience Officers and feedback kiosks \ntrialled in emergency departments, with extremely \npositive feedback\n\t - \u0007\nthe launch of the Patient Reported Outcome Measures \nprogram, with patients using electronic devices to record \nwhat matters to them, and data used to inform health \ndiscussions and individual healthcare plans with patients\n\t - \u0007\nMental Health, Drug and Alcohol Lived Experiences \nPlatform, which was created to give people with a lived \nexperience opportunities to share experiences, ideas \nand feedback to help shape and improve services for \ntheir community. See https://mhdaexperiences.com.au.\n•\tNSW Health Nurse of the Year Award awarded to Keiran \nPreston from Wagga Wagga Mental Health Unit. Keiran \nwas announced as joint winner of the 2020 award at the \nNSW Health Excellence in Nursing and Midwifery \nAwards in November 2020. Passionate about nursing \ncare and non-judgemental in his interactions with \nconsumers, Keiran is most recognised and appreciated \nfor his empathy for others.\nNSW Health\t\nAnnual Report 2020-21   :  NSW Health organisations  :  page 281\n\n\nNepean Blue Mountains \nLocal Health District\nNepean Hospital \nDerby Street, Penrith NSW 2750 \nTelephone: 4734 2000 \nEmail: NBMLHD-mail@health.nsw.gov.au \nWebsite: www.nbmlhd.health.nsw.gov.au \nBusiness hours: 8:30am-5pm, Monday to Friday \nChief Executive: Kay Hyman \nKay Hyman has proudly held the role of \nChief Executive, Nepean Blue Mountains \nLocal Health District, for more than \n10 years. With tertiary qualifications in \nmarketing and economics, Kay brings \nover 20 years’ health management \nexperience in New Zealand to the role. \nYear in review\nOur commitment to keeping our community safe and \nhealthy has not wavered despite a difficult year in our fight \nagainst COVID-19.\nWe welcomed the opening of the Nepean COVID-19 \nVaccination Clinic, offering a level of protection in our \ncommunity to ensure we can remain safe as the pandemic \ncontinues. \nWith extreme weather continuing to affect our region, \nwe supported residents in the Hawkesbury and Nepean \narea when a one-in-30-year devastating flood restricted \naccess to essential services. Our response ensured areas \ncontinued to have access to medical assistance, safe \ntransfer to hospital and medicines. \nThe District’s strong relationship with the local Aboriginal \ncommunity was highlighted with the unveiling of a \ndedicated World War I memorial at Blue Mountains District \nANZAC Memorial Hospital. The names of 35 Darug and \nGundungurra soldiers take pride of place at the entrance \nto the hospital and remind our community of the role these \nsoldiers had in our community and Country.\nAs part of a strong partnership, three senior mental health \nclinicians worked alongside first responders as part of the \nPolice Ambulance and Clinical Early Response (PACER) \nteams in the Nepean area. The roles have reduced the \nnumber of emergency department presentations, \nimproved mental health outcomes for affected individuals, \nand reduced stigma across the area.\nFor complex pregnancies, our participation in the Maternal \nTransfer Redesign Initiative has meant families have \naccess to obstetric and neonatal expertise across our own \nand Western NSW Local Health District when experiencing \ncomplications during their pregnancy. We also increased \nour ability to deliver quality healthcare to people with \nintellectual disability.\nWe continued to embrace digital technology to provide \nsafe and high-quality care through our telehealth service. \nOur new online surgery booking system has also enabled \nbetter decision making and information flow across the \nwhole elective surgery journey.\nA redesign of our care models has delivered dramatic \nimprovements in Nepean Hospital’s Ear, Nose and Throat \nservice, with access improved following a reduction in \nwait times.\nSize\n•\t9179 km2\nPopulation size\n•\t384,742 residents\n•\tProjected increase to 468,777 \nby 2031\nAge\n•\t10 per cent aged 70+\n•\t70+ age group projected \nto increase to 14 per cent \nby 2031 \nCulture\n•\t4.4 per cent from Aboriginal or \nTorres Strait Islander background\n•\t24 per cent born overseas\n•\t11.8 per cent speak a language \nother than English at home\n•\tDarug, Gundungurra and \nWiradjuri peoples are the traditional \ncustodians of the land\nHealth issues\n•\tCancer \n•\tCirculatory disease\n•\tRespiratory disease\n•\tInjury and poisoning\n•\tMental disorders\nNepean Blue Mountains Local Health District  |  Demographic summary\nNSW Health\t\nAnnual Report 2020-21   :  NSW Health organisations   :  page 282\n\n\nWe have also recognised the important role creative \narts can play in wellbeing and healing. Our renal dialysis \nand palliative care teams have introduced art and music \ntherapy programs to encourage patients to take charge \nof their rehabilitation through creative expression, which \nhas been well received by patients and their families.\nOur committed and hardworking staff, volunteers, \ncommunity, consumers and advocates have our heartfelt \nthanks for making these achievements possible.\nKey achievements\n•\tSupported the public health response to localised \nflooding incidents in the region, including the provision \nof pathology, palliative care, pharmaceuticals and \nessential supplies for residential aged care facilities, safe \ntransfer of patients, and deployment of mental health \nstaff. Public health safety and hygiene information was \ndistributed to the community to caution those in \nfloodwaters and as recovery efforts started.\n•\tImplemented a safe and effective COVID-19 vaccination \nprogram for our staff and the community with almost \n15,000 vaccinations having been administered since the \nclinic opened in April.\n•\tBegan an initiative to jointly manage mental health \nemergencies as part of a $6.1 million investment by \nNSW Government to establish Police Ambulance and \nClinical Early Response (PACER) teams across NSW.\n•\tEmployed a Specialist Intellectual Disability Clinician \nto provide care to people with an intellectual disability \nacross the District. It is one of only nine such roles \nacross NSW.\n•\tSupported better connectivity between patients and \nclinicians with 214,488 telehealth occasions of service \nthroughout the period.\n•\tSince the introduction of the online surgery booking \nsystem, 2915 requests for admission have been entered. \nThe system automatically recommends an operation \ndate as a surgery is added to the waitlist and patients \ncan be automatically referred to outpatient services \nat the start of their surgery journey. \n•\tAchieved a 60 per cent reduction in waitlist times as a \nresult of the comprehensive redesign of the Nepean \nHospital Ear, Nose and Throat clinic, and in 90 per cent \nof cases, patients were referred, screened and triaged \nwithin five days.\nNorthern NSW \nLocal Health District\nCrawford House\nHunter Street, Lismore NSW 2480 \nTelephone: 6620 2100 \nWebsite: www.nnswlhd.health.nsw.gov.au \nBusiness hours: 8:30am-5pm \nChief Executive: Wayne Jones\nWayne Jones started in health more \nthan 35 years ago, undertaking his \ngeneralist nursing training in Western \nSydney. In the following 10 years, he \ngained multiple postgraduate nursing and \nmanagement qualifications in areas \nincluding intensive care, cardiology and a Bachelor of \nHealth Management. Wayne progressed into a variety \nof nursing and general management roles, and came to \nNorthern NSW in 2000 as Executive Officer of Lismore \nBase Hospital. Prior to his appointment as Chief Executive \nin May 2016, Wayne held a number of roles within the \nhealth service, including Manager of Planning, Director \nof Clinical Streams and Chief of Staff.\nYear in review\nResponding to the COVID-19 pandemic was a large focus \nof our health district throughout 2020-21. \nAs case numbers grew throughout the middle of 2020, \nour COVID-19 response team collaborated with staff \ngroups and external organisations to lead our community \nand our health service through the difficulties presented \nby the pandemic. \nWe held weekly meetings with police, NSW Ambulance, \nlocal councils, primary health partners, Aboriginal \nMedical Services, universities and infectious disease \nspecialists to stay connected and respond to new \nchallenges as they arose. \nWeekly personal protective equipment governance \nmeetings were held with clinicians and managers to review \nand discuss personal protective equipment supply issues.\nOur COVID-19 Operational Planning and Policy \nGovernance Committee provided oversight, coordination \nand endorsement of all planning activities (clinical, welfare \nand workforce) and related documentation to support the \nDistrict’s response to the pandemic. It also worked to \noversee the development and approval of COVID-related \ninternal policy, procedure and guidelines and to endorse \nany workforce changes and strategies.\nNSW Health\t\nAnnual Report 2020-21   :  NSW Health organisations  :  page 283\n\n\nThese challenges included responding to workforce \nand medical access issues arising from border closures, \nensuring our hospitals and health facilities were \nadhering to strict infection prevention protocols, \ndeveloping technical solutions to support the patient-\nfocused activities, supporting businesses and industry \nwith public health advice and resources around \nrestrictions and COVID-safe practices, and keeping \nour community informed. \nWhen COVID-19 vaccines became available in early 2021, \nwe mobilised new vaccination clinics to provide \nvaccinations to the priority groups in our District, including \nsetting up the first shopping centre-based vaccination \nclinic in the state, an innovative approach designed to \nencourage and reinforce the importance of vaccination \nin an accessible and public place. \nTraining and expanding our workforce to have the skills \nneeded to keep themselves and our community safe was \na key part of our District’s pandemic response. \nWe recruited 62 additional nursing staff to assist with \nworkload and additional requirements brought on by \nCOVID-19. Our mental health directorate led the District’s \nStaff Wellbeing response, conducting sessions, \nconsultation and workshops with staff groups directly \nimpacted by COVID-19. \nWe developed a supportive skills program for nurses and \nmidwives to strengthen the ability of staff to surge in \nessential services both during COVID-19 and at other \ntimes. Also, 265 staff attended surge training in intensive \ncare, emergency and immunisation specialties using \nthe Qstream platform, which delivered learning/questions \nvia mobile at timed intervals throughout the program \nduration. The training involved multi-media learning and \nscenario-based questions, with 98 per cent proficiency \nimprovements across the three areas.\nPhysiotherapists were also supported with a new training \npackage to prepare them in the event they were required \nto work in intensive care. This included self-directed \nlearning modules, practical training in intensive care units \nand simulation training. Forty-six physiotherapists from \nacross the District completed this training.\nWorkforce units assisted frontline workers to deliver the \nvaccine rollout by identifying program phases and priority \ngroups for staff vaccinations, and developed new policies \nand procedures to support staff to work from home in \nline with the public health orders. \nAbout 200 additional staff were recruited across clinical \nand non-clinical disciplines, supported by workforce \nteams to ensure onboarding and orientation requirements \ncould be met in a business-as-usual environment.\nSize\n•\t20,732 km2\nPopulation size\n•\t304,857 residents1\n•\tProjected increase \nto 319,755 by 20312\nAge\n•\t17 per cent aged 70+1 \n•\t70+ age group projected \nto increase by 63 per cent \nby 20312 \nCulture\n•\t21 per cent born overseas3 \n•\tFive per cent from Aboriginal or \nTorres Strait Islander background4 \n•\tFour per cent speak a \nlanguage other than English \nat home3\n•\tBundjalung, Yaegl, Gumbaynggirr \nand Githabul peoples are the \ntraditional custodians of the land\nHealth issues\n•\tPoor health behaviours such as \nrisky alcohol consumption, smoking \nduring pregnancy, physical \ninactivity, overweight and obesity\n•\tHigher cancer incidence\n•\tHigh rates of psychological \ndistress, intentional self-harm \nand suicide\n•\tHigher rates of death for cancers, \ncirculatory diseases, injury and \npoisoning5 \nSources: 1. NSW Health, 2019. ABS Estimated Residential Population (ERP) by age group (100+) and sex by: SLA (2007, 2011), LGA \n(2007), Planning clusters and local health districts. Available from: Resources (nswhealth.net). 2. NSW Department of Planning, \nIndustry and Environment, 2019. NSW 2019 Population Projections. Available from: Projections. 3. Australian Bureau of Statistics. \nCensus of Population and Housing, 2016, TableBuilder. Available from: TableBuilder (abs.gov.au). 4. Australian Bureau of Statistics. \nEstimates of Aboriginal and Torres Strait Islander Australians, June 2016, Catalogue number 3238.0.55.001. Canberra: ABS, 2018. \nProvided to NSW Health by the ABS as a special request. Available from: Population by Aboriginality. 5. NSW Health. 2021. \nHealthStats NSW. Available from: HealthStats NSW LocationBasedAllIndicatorGroup.\nNorthern NSW Local Health District  |  Demographic summary\nNSW Health\t\nAnnual Report 2020-21   :  NSW Health organisations   :  page 284\n\n\nThe Lismore Base Hospital Stage 3c redevelopments \nbegan in February 2021, marking the final stage in the \n$312.8 million redevelopment. \nThe NSW Telestroke Service was implemented at our \nhospitals in Lismore, Tweed and Grafton, providing \nregional patients with life-saving access to expert stroke \ncare to improve clinical outcomes. \nThroughout this challenging year, our staff have worked \nincredibly hard to overcome obstacles and adapt to the \nchanges imposed on both their working and personal lives \nas a result of the pandemic. They have responded with \nresilience, leadership and compassion, and we thank them \nfor their unending commitment to providing excellent \npatient-focused care to our community and to each other.\nKey achievements\n•\tRolled out the IDose Iris Scanner System across \nfour Opioid Treatment Program sites, resulting in a \n50 per cent reduction in medication errors and \nmedication spillages.\n•\tSet up the Homeless Health Outreach Team for the \nTweed/Byron area, improving linkages and engagement \nto mental health services for individuals, community, \ngovernment and non-government agencies to provide \naccess to treatment, care and transition-to-housing \nservices. So far, more than 100 referrals have been \nreceived, and a client list of about 50 consumers has \nbeen established. \n•\tImplemented changes to reduce patient falls resulting in \nserious injury from 0.5/1000 bed days to 0.4/1000 bed \ndays, and to reduce hospital-acquired pressure injuries \nfrom 0.08/1000 bed days to 0.05/1000 bed days. \nInitiatives included improved night lighting, post-fall \nhuddles, falls management plan improvements in eMR, \nfalls prevention training, District-wide changes to linen \nuse, and equipment reviews. \n•\tImproved the safety culture by supporting staff and \nmanagers to address safety risks of patient and visitor \nbehaviours through strategy, procedure and processes to \nensure a consistent approach when managing \nunacceptable behaviour of patients and visitors in our \nhealthcare settings. \n•\tConducted a longitudinal, mixed-methods research \nstudy to assess development, resource and support \nneeds of Midwifery Unit Managers and Nursing Unit \nManagers. The research led to the creation of the \nLeading Edge Assessment Program and leadership \ndevelopment framework to support Midwifery and \nNursing Unit Managers to deliver positive patient \noutcomes, organisational goals, culture and staff \nengagement in their teams. Managers then created \nindividualised learning plans to meet their needs. \n•\tMaintained high rates of referral to the Get Healthy \nphone coaching service, with 617 people, including \n573 pregnant women, referred to help them achieve a \nhealthier lifestyle (twice the target set by the NSW \nMinistry of Health). Health promotion staff worked with \nover 90 per cent of early childhood centres and 80 per \ncent of schools to deliver healthy eating and physical \nactivity programs to meet the target outcomes set \nby the Ministry.\n•\tPiloted the Service Registration Assist program, in \nwhich medical practice records can be updated centrally \nthrough a single, secure system, ensuring other \nhealthcare providers have their correct contact details \nand practice information. Before the pilot, three per cent \nof electronic discharge summaries were undeliverable \nfrom the District to participating general practitioners \nand medical practices due to missing information, and \n10 per cent had invalid or missing identifiers. During the \npilot, 100 per cent of electronic discharge summaries \nwere delivered, and the project is now being rolled out \nnationally, led by the Australian Digital Health Agency.\n•\tPiloted same-day hip and knee surgery at Grafton Base \nHospital, enabling patients to have major surgery and \nreturn home the same day where clinically appropriate. \nPatients receive pre-operative physiotherapy and \neducation, and are up and moving three to four hours after \nsurgery, under the care of allied health and nursing teams. \nTwelve patients were selected for the pilot, with a 100 per \ncent same-day successful discharge rate and no \ncomplications. Patient satisfaction was rated nine out of 10.\n•\tFunded nation-first research into the feasibility of the \nOptimul assay in diagnosis of platelet function disorders \nin a regional setting, with the aim of improving the care of \npatients with undiagnosed bleeding disorders in regional \nAustralia. Results from research studies conducted in \nLismore and Sydney will be submitted for publication in a \nnational peer-reviewed journal. \n•\tImproved regionally based training opportunities for local \njunior doctors in the Richmond Network through \npartnerships with the Northern NSW Regional Training \nHub, University of Sydney Rural Clinical School, specialist \ncolleges and NSW and federal health departments. \nIncreased opportunities now exist in specialties including \nemergency medicine (90 per cent of training now \navailable locally, up from 20 per cent in 2014), general \npractitioner training (100 per cent of training now \navailable locally), and General Practitioner Advanced \nTraining Skills in emergency medicine, obstetrics, \npaediatrics, critical care and rehabilitation. Locally \navailable anaesthetics and basic physician training are \nnow at 60 per cent. Eighty per cent of doctors who \ncomplete their internship at Lismore Base Hospital \nnow stay in the region beyond postgraduate year three, \nworking in hospital or general practitioner settings.\nNSW Health\t\nAnnual Report 2020-21   :  NSW Health organisations  :  page 285\n\n\nNorthern Sydney \nLocal Health District\nReserve Road, St Leonards NSW 2065\nTelephone: 9462 9955\nEmail: NSLHD-Mail@health.nsw.gov.au \nWebsite: www.nslhd.health.nsw.gov.au\nBusiness hours: 8:30am-5pm, Monday to Friday \nChief Executive: Deb Willcox\nDeb Willcox became Chief Executive in \nNovember 2017. Her career has included \nroles in both government and non-\ngovernment organisations, and her \nexperience spans clinical, corporate \nservices, government departments, the \nresearch environment and senior government advisor \nroles. Deb has held a number of senior executive and \nleadership positions within NSW Health including Director \nof Operations, Sydney Local Health District, General \nManager, Royal Prince Alfred Hospital, Director Customer \nService and Corporate Governance, HealthShare NSW \nand Director Executive and Ministerial Services, NSW \nMinistry of Health.\nYear in review\nThe COVID-19 pandemic continued to be a focus for our \nhealth district and amidst the unprecedented challenges, \nour staff came together to lead a monumental response \nto manage the COVID-19 pandemic while still delivering \nhigh-quality safe care to our patients.\nOur District led a rapid public health response to \nCOVID-19 exposure at Ryde Hospital and also to the \nAvalon COVID-19 cluster – which saw some of the highest \ntesting rates in the state leading to the containment \nof the outbreak. \nEfforts were also turned to the mass vaccination \nprogram by rapidly setting up vaccination clinics at \nHornsby, Royal North Shore and Mona Vale hospitals.\nWe strengthened technologies such as telehealth to \ntransform our services beyond COVID-19 to better serve \nour patients.\nAs we expanded our infrastructure, Hornsby Ku-ring-gai \nHospital became the first public hospital in Australia to \nopen a robotic pharmacy as part of a $265 million \nredevelopment. The centrepiece of the redevelopment, \nthe six-storey clinical services building, opened featuring \na helipad, a specially designed dementia and delirium \nward and a new rehabilitation department. \nPlanning is also underway for the $479 million \nredevelopment of Ryde Hospital. Our transformation \nof Mona Vale Hospital has continued with the opening of \nits palliative care unit and geriatric rehabilitation unit. \nConstruction also started on Australia’s first adolescent \nand young adult hospice at the former Manly Hospital site.\nThe achievements of our staff were acknowledged \nat the NSW Health Awards with two nominations receiving \ntop honours.\nOur District also embarked on a planetary health project, \ntaking a holistic approach to our healthcare system \nand how we can care for the health of our planet and \nour local community. \nIn what was another challenging year, which reinforced \nthe skill of our health system, it was a pleasure to be \na part of it. I would like to thank our hardworking staff, \nvolunteers, patients and community for contributing \nto these wonderful achievements.\nSize\n•\t900 km2\nPopulation size\n•\t985,708 residents\n•\tProjected increase to 1,091,346 by \n2031\nAge\n•\t11.8 per cent aged 70+\n•\t70+ age group projected \nto increase to 13.7 per cent \nby 2031 \nCulture\n•\t37 per cent born overseas\n•\t0.4 per cent from Aboriginal or \nTorres Strait Islander background\n•\t28 per cent speak a language other \nthan English at home\n•\tCammeraygal, Guringai and \nDharug peoples are the traditional \nowners of the land\nHealth issues\n•\tConditions relating to ageing \n(frailty, dementia, stroke, cancer)\n•\tHigher rates of breast \nand skin cancer\n•\tUnhealthy levels of alcohol \nconsumption\nNorthern Sydney Local Health District  |  Demographic summary\nNSW Health\t\nAnnual Report 2020-21   :  NSW Health organisations   :  page 286\n\n\nKey achievements\n•\tReceived the Patient Safety First NSW Health Award \nwith Royal North Shore Hospital Intensive Care Unit’s \nproject ‘Reducing Inappropriate Arterial Blood Gas \nTesting in a 58-bed Quaternary Intensive Care Unit’.\n•\tEstablished a strike force in response to COVID-19 \nand the virus’ threat in residential aged care facilities. \nThe team, who were available 24/7 for the potential \noccurrence of an outbreak, had members from across \ndisciplines including infection prevention and control, \ninfectious diseases, public health, aged care outreach, \nallied health and general practitioners.\n•\tSet up COVID-19 Care Teams to support staff during \nthe pandemic. The care teams answered staff questions, \npassed on feedback to managers and offered general \nassistance as staff faced unprecedented challenges.\n•\tDeveloped the District’s first Diversity and Inclusion \nframework to support and empower our workforce. \nThe aim was to reflect the diverse community served \nand create a place where all our staff felt their skills, \nperspectives and experiences were embraced and \ncelebrated. We also developed a dedicated Diversity, \nInclusion and Belonging Strategy, a number of employee \nnetworks which are led by our staff, and a Diversity, \nInclusion and Belonging Council which meets regularly \nto discuss our progress on the strategy and targeted \ninitiatives.\n•\tEstablished the first Planetary Health Committee to ensure \nour hospitals and services are more environmentally \nconscious and sustainable. Driven by our staff, the \ncommittee began devising ways for workplaces to become \nmore environmentally friendly and lead to better practices.\n•\tUnveiled a consumer-centred website design, following \nengagement with our consumers and staff to improve \nengagement with our health services. The redesign has \nmade the District and hospital websites accessible and \nmore user-friendly. \n•\tBegan construction on the $19.5 million Adolescent \nYoung Adults Hospital. Upon completion, it will be \nAustralia’s first dedicated service for 15 to 24-year-old \npatients and will offer respite care, symptom \nmanagement and end of life care.\n•\tAwarded the Excellence in the Provision of Mental Health \nServices Award in the NSW Health Awards with Hornsby \nKu-ring-gai Hospital Mental Health Intensive Care Unit’s \nproject ‘Reducing Time in Seclusion in the Mental Health \nIntensive Care Unit’.\nSouth Eastern Sydney \nLocal Health District\nCorner, The Kingsway and Kareena Road\nCaringbah NSW 2229\nTelephone: 9540 7756\nEmail: SESLHD-Mail@health.nsw.gov.au\nWebsite: www.seslhd.health.nsw.gov.au\nBusiness hours: 8:30am-5pm, Monday to Friday \nChief Executive: Tobi Wilson\nTobi Wilson was appointed the Chief \nExecutive of South Eastern Sydney \nLocal Health District in April 2019. \nTobi began his career as a physiotherapist, \nbefore completing a Master of Health \nScience Management at the University \nof South Australia.\nTobi has a wealth of experience in health service management \nand has held various executive positions. Prior to his \nappointment as Chief Executive he held the role of General \nManager, Prince of Wales Hospital and Sydney/Sydney \nEye Hospital. Prior to this he held senior roles in different \njurisdictions including Chief Operating Officer roles at the \nRoyal Melbourne Hospital and South Adelaide Local \nHealth Network. In all the roles he has held, Tobi has \ndemonstrated a proven ability to drive clinical change \nthrough redesign, including the delivery of capital \nredevelopments and large-scale transformational change. \nTobi is passionate about innovation in healthcare and \nhas a strong history in external partnerships to leverage \nthe knowledge and experience of other sectors to resolve \nthe challenges that confront healthcare delivery.\nYear in review\nIt has been an exciting and challenging year for our health \ndistrict as we steadily navigated our way through the \nCOVID-19 pandemic. I thank our staff who have rapidly \ntransitioned to the use of telehealth technologies and for \ntheir flexible and innovative approach to ensure patients \ncontinue to receive the best care.\nMore than 227,000 people attended emergency \ndepartments across the District in 2020-21. More than \n36,000 surgeries were performed, and there were \nmore than 196,000 admissions and over 8200 babies \ndelivered at the Royal Hospital for Women, St George \nand Sutherland hospitals.\nOur District published the Journey to Excellence Strategy \n2018-21 three years ago, placing people at the centre of \nthe delivery of care to our community. \nNSW Health\t\nAnnual Report 2020-21   :  NSW Health organisations  :  page 287\n\n\nWe are now embarking on a new strategy to guide the way \nwe deliver healthcare over the coming years which will \nbuild on our achievements from the Journey to Excellence \nand respond to the challenges facing today’s clinicians, \nleaders and patients. It has been developed in partnership \nwith our staff, consumers and community members \nreinforcing the need to prioritise equitable, compassionate \nand person-centred care.\nOur hospitals faced a significant challenge of managing \nincreased waitlists following the suspension of non-urgent \nelective surgery by the federal government due to the \nCOVID-19 pandemic. During the year, staff across the \nDistrict worked tirelessly to provide patients whose \nsurgery had been delayed with timely access to care. \nIn 2020-21, more than 24,000 patients had their elective \nsurgery, a 27 per cent increase, or more than 5200 \nadditional patients compared with the previous financial \nyear, with more than 3000 patients receiving their surgery \nthrough collaborative arrangements with the private \nhealth sector.\nWe launched our Addressing Racism Strategy, Racism \nHarms: Act on It, with the campaign including a number \nof resources to support the District’s managers and staff \nto have conversations about racism, and to act on it.\nSeveral new services were also launched in 2020-21 \nacross the District, including a 12-chair Kogarah \nCommunity Dental Clinic, SafeHaven in Kogarah to assist \npeople to develop self-management skills to maintain their \nmental health and the Suicide Prevention Outreach Team \nat Sutherland Hospital, a service that supports people \nin the community.\nWe celebrated some key milestones this year, including: \n50 years of pioneering treatment at Prince of Wales \nHospital’s Hyperbaric Unit, the 10-year anniversary of the \nNarrangy-Borris Strong Foundations Aboriginal Child \nand Family Health Service at Menai and the topping out \nceremony to mark the Prince of Wales Hospital’s new \nIntegrated Acute Services Building reaching the highest \npoint in its construction.\nThanks to our frontline and support staff who continue \nto provide safe, quality healthcare and essential services \nto our community during the COVID-19 pandemic and \nour volunteers and foundations who support us to deliver \nthese services.\nKey achievements\n•\tOpened one of the first COVID-19 vaccination hubs in \nNSW at St George Hospital, which administered over \n30,000 vaccinations from March to June 2021. The NSW \nPremier, Minister for Health and Chief Health Officer \nwere among the first in NSW to receive the AstraZeneca \nvaccine at the hub opening.\n•\tExpanded the NSW Telestroke Service, hosted by \nPrince of Wales Hospital, throughout NSW. The service \nconnected rural and regional patients to rapid stroke \nassessment, treatment and management allowing \npatients to access care closer to home.\n•\tLaunched a Virtual Health Strategy, setting out a plan \nfor the District to become a leader in the use of virtual \nhealth at scale. The response to the COVID-19 pandemic \naccelerated the innovation of clinicians across the \nDistrict with virtual models used in services as diverse as \nBariatric, Antenatal and Aboriginal Health.\nSize\n•\t468 km2\nPopulation size\n•\t979,370 residents\n•\tProjected increase to 1,080,291 \nby 2031\nAge\n•\t10.9 per cent aged 70+\n•\t70+ age group projected \nto increase to 12.9 per cent \nby 2031 \nCulture\n•\t40 per cent born overseas\n•\tOne per cent from Aboriginal or \nTorres Strait Islander background\n•\t36 per cent speak a language \nother than English at home\n•\tDharawal, Gadigal, Wangai, \nGweagal and Bidjigal peoples \nare the traditional owners \nof the land\nHealth issues\n• Diabetes\n• Hypertension\n• Cancer\n• Mental health\n• Ageing population\nSouth Eastern Sydney Local Health District  |  Demographic summary\nNSW Health\t\nAnnual Report 2020-21   :  NSW Health organisations   :  page 288\n\n\n•\tImplemented SafeHaven, an alternative to the emergency \ndepartment for people experiencing suicidal crisis. \nSafeHaven is a drop-in program where people receive \nrapid access to compassionate and trauma-informed \ncare. This is a part of the Towards Zero Suicides Initiative \nand contributes to the NSW Premier’s Priority goal of \nreducing the suicide rate in NSW by 20 per cent by 2023.\n•\tOpened the 12-chair Kogarah Dental Clinic, bringing \npublic dental services in the St George region under one \nroof. The new clinic has expanded the capacity to deliver \npublic dental care, bringing staff together in a modern \ndisciplinary clinic.\n•\tGranted funding to assist a world-first national consortium \nof clinical, scientific and governance experts, including \nthe NSW Organ and Tissue Donation Service, to develop \nbioengineered eye tissue to treat corneal blindness.\n•\tAnnounced by the NSW Government, an $81.5 million \ninvestment in the Sutherland Hospital Operating \nTheatres Complex Upgrade Project, along with an \nadditional $7 million for the installation of an MRI Suite.\n•\tWelcomed the birth of The Royal Hospital for Women’s \nfirst low-cost IVF babies. The hospital is one of three \nservices offering affordable IVF for eligible families \nin NSW.\n•\tSecured a number of research grants, including: Safer \nMedicines to Reduce Falls and Injury for Osteoporosis \n($2,337,170) and First 2000 Days Care Connect \n– a holistic first 2000 days model of care for migrant \nand refugee populations ($840,547).\n•\tAnnounced by the NSW Government, the fast-tracking \nof the third and final stage of the St George Hospital \nredevelopment, with the allocation of $105 million to \nstart work on the $385 million Integrated Ambulatory \nCare Precinct.\nSouth Western Sydney \nLocal Health District\nLiverpool Hospital (Eastern Campus)\nScrivener Street\nWarwick Farm NSW 2170\nTelephone: 8738 6000\nEmail: SWSLHD-ESU@health.nsw.gov.au\nWebsite: www.swslhd.nsw.gov.au\nBusiness hours: 8:30am-5pm, Monday to Friday \nChief Executive: Amanda Larkin\nAmanda Larkin has more than 25 years of \nexperience in health service management, \na Bachelor of Social Work, an Associate \nDiploma in Environmental Science and an \nHonorary Doctorate from the University of \nNew South Wales. \nLeading more than 17,000 staff, her extensive experience \nin health management and commitment to safe, high-\nquality care for the people of south western Sydney and \npassion to further develop health and education precincts \nacross the District places the region at the forefront of \nworld-class healthcare. \nAmanda serves as a board member of the Ingham Institute \nof Applied Medical Research, South Western Sydney \nPrimary Health Network and Health Infrastructure and as \nthe Chair of the Sydney Partnership for Health.\nYear in review\nThrough the evolving COVID-19 pandemic, our staff have \nprovided outstanding care to our community. Their \ndedication and teamwork has been truly inspirational.\nFrom the COVID-19 cluster in Casula to the opening \nof the Liverpool Vaccination Clinic, our District has \nresponded with exceptional commitment to keeping our \npatients, consumers and community safe. We conducted \n243,512 COVID-19 tests in drive-through, pop-up and \nhospital clinics across our region – an incredible effort \nfrom our team.\nThe new year brought new hope in the fight against \nCOVID-19 with the opening of the Liverpool Vaccination \nClinic. Our frontline staff were among the first to be \nimmunised before we extended the protection of \nvaccination to the rest of our workforce, essential workers \nand the community. We conducted over 72,000 vaccinations \nin our District and as well as in country areas. I am immensely \nproud of the dedication of our staff and thank them \nfor their excellent work.\nThe District’s Transforming Your Experience Strategy provided \nsupport and reassurance for our staff with risk huddles \nand leader rounding now embedded into our practice. \nNSW Health\t\nAnnual Report 2020-21   :  NSW Health organisations  :  page 289\n\n\nThrough the introduction of quality-focused programs, \nthe Improvement Science Learning Pathways and Mental \nHealth Pathways in Practice, we continued to empower \nour staff to improve their skills.\nThe development of our One Service Multiple Sites \nstrategy has provided a seamless network of services \nacross the District’s care. It is delivering a healthcare \nsystem of the future, an important priority of the District’s \nStrategic Plan 2018-2021. Two District research projects \nalso received NSW Health COVID-19 grants to explore \nvirtual models of care in childhood development and \nintensive care, highlighting our commitment to the plan’s \nstrategic direction of research leadership.\nThe District’s $3 billion hospital redevelopment projects \nachieved significant milestones. We celebrated the \ncompletion of stage one of the $68.7 million Bowral & \nDistrict Hospital redevelopment and the $25 million \nemergency department extension at Bankstown-\nLidcombe Hospital. Both projects have brought world-\nclass facilities to their communities. The $632 million \nstage two Campbelltown Hospital redevelopment reached \nits highest point of construction, early works started on \nthe $740 million Liverpool Health and Academic Precinct \nand planning is well underway for the new $1.3 billion \nBankstown-Lidcombe Hospital.\nIt’s been an amazing year of progress and achievement for \nour District and I am incredibly proud of our staff as they \nprovide outstanding care to our community, not only \nthrough the challenges of the pandemic, but every day.\nKey achievements\n•\tOpened the stage one redevelopment of Bowral & \nDistrict Hospital to provide world-class care to the \nSouthern Highlands community, including a new \nemergency department, purpose-built and paediatric \ninpatient wards and new maternity and birthing suites.\n•\tDeveloped the Regional Mental Health and Suicide \nPrevention Plan to 2025 in partnership with the South \nWestern Sydney Primary Health Network, pledging to \nwork together to provide the best possible care to \nconsumers in south western Sydney.\n•\tCompleted the emergency department redevelopment at \nBankstown-Lidcombe Hospital, including additional \ntreatment spaces, more paediatric beds, increased \nshort-stay capacity and additional resuscitation beds.\n•\tExpanded the Targeted Home Visiting Model of Care \nfrom Bankstown and Bowral Local Government areas to \nthree additional Local Government areas to ensure \nfamilies living with vulnerabilities receive more \npersonalised and targeted support.\n•\tIntegrated the paperless NSW Health Vaccination \nApplication COVAX into the opening of the Liverpool \nVaccination Clinic to enable a seamless transfer of patient \ninformation directly into the electronic medical records.\n•\tLaunched the Improvement Science Learning Pathway to \nembed continuous improvement in the District’s care and \nimplement a structured approach for staff to plan \nsustainable quality improvements.\n•\tEstablished a first-of-its-kind Aboriginal Metabolic \nPathway in partnership with the Tharawal Aboriginal \nMedical Service to provide Aboriginal patients with \ncentralised and culturally responsive and safe care.\n•\tIntroduced NSW-first FetaLink technology to \nBankstown-Lidcombe and Liverpool hospitals to provide \ndigital fetal and maternal monitoring from the bedside, \nclinical areas and via remote access.\n•\tReceived a NSW Health Award (Secretary’s Award) for \nthe Aged Care Rapid Assessment and Investigation Unit’s \nwork in improving older patient outcomes through \ntargeted, streamlined and multi-disciplinary care.\nSize\n•\t6243 km2\nPopulation size\n•\t1,038,534 residents\n•\tProjected increase to 1,317,503 \nby 2031\nAge\n•\t9.6 per cent aged 70+\n•\t70+ age group projected \nto increase by 98 per cent \nfrom 2016 to 2031 \nCulture\n•\t43 per cent born overseas\n•\t2.1 per cent from Aboriginal or \nTorres Strait Islander background\n•\t49 per cent speak a language other \nthan English at home\n•\tCabrogal clan of the Darug Nation \nand peoples of the Dharawal and \nGundungurra Nations are the \ntraditional owners of the land\nHealth issues\n• Diabetes\n• Respiratory conditions\n• Circulatory disease\n• Mental health\n• Malignant neoplasms (tumours)\nSouth Western Sydney Local Health District  |  Demographic summary\nNSW Health\t\nAnnual Report 2020-21   :  NSW Health organisations   :  page 290\n\n\nSouthern NSW Local Health District\nPeppertree Lodge\nQueanbeyan Hospital Campus\nCollett Street\nQueanbeyan NSW 2620\nTelephone: 6150 7999\nEmail: SNSWLHD-OfficeOfTheCE@health.nsw.gov.au\nWebsite: www.snswlhd.health.nsw.gov.au\nBusiness hours: 8:30am-5pm, Monday to Friday \nChief Executive: Margaret Bennett\nMargaret Bennett joined the District \non 2 March 2020 after nine years as Chief \nExecutive Officer of Northeast Health, \nin Wangaratta, Victoria. Her broad clinical \nbackground includes senior executive \nroles in health and hospital services in \nNSW, Victoria and WA, with a proven track record as an \nexperienced, capable and successful leader.\nMargaret’s leadership of significant and complex \ntransformation includes successfully uniting six hospitals \nand 12 community health services across a large \ngeographic area during her six-year tenure as Inaugural \nGeneral Manager of Coffs Harbour Health Campus and \nthe Coffs-Clarence Network of the (then) North Coast \nArea Health Service.\nYear in review\nRenewal was the main theme for our community and \nstaff at Southern NSW Local Health District this year. \nThe District is recovering from the significant impact \nof bushfires, drought and floods, while the challenges \nof the COVID-19 pandemic continue. \nSeveral significant organisational changes were \nimplemented over the last year to improve efficiency, \ncollaboration and workplace culture, which included:\n•\tfinalisation of a four-year business restructure\n•\testablishment of the Elevate workplace culture and \nleadership framework\n•\tcreation of the Coastal, Monaro and Tablelands networks \nto align health services into geographical clusters\n•\tdevelopment of strategic and operational plans for \n2021-2026.\nOur District recognises the extraordinary work of the \nPublic Health and COVID-19 planning, screening, testing \nand vaccination teams this year. Our teams managed \ncomplex and changing border arrangements with the \nAustralian Capital Territory and Victorian governments, \nairlines and shipping. Southern NSW testing clinics \nperformed 82,644 COVID-19 tests in 2020-21 and there \nwere 25 confirmed cases of COVID-19 in the Southern \nNSW Local Health District.\nKey achievements\n•\tIntroduced quantitative fibronectin testing by the \nNursing and Midwifery Directorate, across maternity \nservices to improve safety and reduce unnecessary \ntransfers to tertiary facilities. The testing enables \nclinicians to predict the likelihood of preterm birth \noccurring within seven days of testing. As a result, there \nwas a 97 per cent reduction of women with threatened \npreterm labour needing to be transferred.\n•\tDeveloped a GradStart program at Goulburn Hospital \nand Mental Health Inpatient Unit, which supports new \ngraduate nurses to become highly skilled in both General \nand Mental Health Nursing.\nSize\n•\t44,534 km2\nPopulation size\n•\t211,122 residents \n(estimated June 2019)\n•\tProjected increase to 211,617 \nby 2031 (NSW Department \nof Planning, Industry \nand Environment)\nAge\n•\t14.3 per cent aged 70+\n•\t70+ age group projected \nto increase to 20.5 per cent \nby 2031 \nCulture\n•\t12.4 per cent born overseas\n•\t4.2 per cent from Aboriginal or \nTorres Strait Islander background \n(estimated 2018)\n•\t5.9 per cent speak a language \nother than English at home (ABS \nCensus 2016)\n•\tGundungurra, Ngarigo, Ngunnawal \nand Yuin peoples are the traditional \nowners of the land\nHealth issues\n•\tImpact of ageing – demand for \nageing service such as falls prevention, \nchronic disease, dementia, cancer, \nrehabilitation and palliative care\n•\tHigh rates of disability in adults, \nand high rates of developmentally \nvulnerable children\n•\tHigh oral health risk factors\n•\tHigh rates of psychological distress \nand intentional self-harm\n•\tAboriginal population hospitalised \nfor potentially preventable reasons \n– two times more likely than \nnon-Aboriginal people\n•\tAbove state rates of premature \nand avoidable deaths\nSouthern NSW Local Health District  |  Demographic summary\nNSW Health\t\nAnnual Report 2020-21   :  NSW Health organisations  :  page 291\n\n\n•\tCreated the Quit4Bub project to research smoking in \npregnancy. Population Health examined if smoking \ncessation during the second half of pregnancy could \nprevent low birth weight babies. Based on Phase 1 \nresearch of the project, it was hypothesised that women \nwho received smoking cessation enhanced brief \nintervention during pregnancy would quit smoking in the \nsecond half of pregnancy compared with those who \nreceived usual smoking cessation care.\n•\tImplemented the No Wrong Door initiative to improve the \ncare of mental health patients who presented at Queanbeyan \nHospital. The Queanbeyan Hospital Emergency Department \nand Community Mental Health Drug and Alcohol team’s \nprogram helped to increase the number of patients \ndiagnosed with mental health-related concerns to be \nseen by mental health services prior to discharge.\n•\tSupported the healing of the local Bega Valley and \nEurobodalla Aboriginal people following the fires and \nfostered interagency collaboration through the project, \nSee the country recover through the eyes of the Yuin \nPeople. The project aimed to explore and understand the \nimpact of the Black Summer fires on Aboriginal people \nand their lands, and how we can walk together on the \njourney called recovery. \n•\tCreated an online platform to make maternity-specific \ninformation easily accessible to consumers and reduce \npaperwork. Queanbeyan Hospital’s Maternity Service’s \nnew platform was well received by patients who \ncommented on the improved communication with the \nservice and a significant reduction in administration time.\n•\tDelivered two projects as part of the NSW Government’s \n$297 million Multipurpose Service program:\n\t -\t \u0007\ncompleted the Braidwood Multipurpose Service project \nin September 2020, which features health services \nco-located under one roof; in-patient rooms designed \naccording to latest models of care requirements; a \npurpose-built facility delivering therapeutic benefits \nfor patients and visitors; 37 single room residential \naged care beds with multiple activity rooms, and \nshared lounge and dining facilities; acute care beds; \nan emergency department with dedicated ambulance \nentry and X-ray services \n\t -\t \u0007\ndelivered the main works stage for the $8 million Yass \nHospital Redevelopment project in September 2020. \nConstruction of the new emergency department was \ncompleted in June 2020 and the department \ncommenced operations in July 2020. The redeveloped \nhealth facility includes 24-hour access to emergency \ncare, an additional emergency department treatment \nbay, dedicated ambulance entry point, patient beds \nincreased from 10 to 12, improved community and allied \nhealth facilities and ongoing access to X-ray services. \nThe redeveloped health facility also includes a heritage \ntimeline detailing the history of Yass District Hospital.\n•\tExpanded the reach of the Cardiac Rehabilitation \nProgram as Eurobodalla Cardiac Rehabilitation launched \na telehealth project and new model of care to include \nhome-based options for cardiac rehabilitation clients as \nan alternative to traditional gym-based group sessions. \nIt allowed continuity of service during the COVID-19 \npandemic and also improved patient outcomes compared \nwith non-pandemic years.\n•\tRecruited a temporary for seclusion and restraint \nreduction in November 2020. This role was created to \nimplement the Six Core Strategies for Seclusion and \nRestraint Reduction across the mental health inpatient \nunits and five declared emergency departments. \nA service-based seclusion and restraint reduction plan \nwas developed and sensory modulation rooms were \nopened in our two acute mental health inpatient units. \nA clinical redesign project using redesign methodology \n(in conjunction with the Agency for Clinical Innovation) \nhas commenced, which will support our emergency \ndepartments to identify solutions for change and support \nthe reduction of seclusion and restraint in these spaces.\n•\tAchieved all 14 Hospital Acquired Complications targets \nfor 2020-21 and commenced implementation of the \nPatient Reported Measures Program with a rollout \nschedule planned for 2021.\nNSW Health\t\nAnnual Report 2020-21   :  NSW Health organisations   :  page 292\n\n\nSydney Local Health District \nLevel 11, King George V Building \n83 Missenden Road, Camperdown NSW 2050 \nTelephone: 9515 9600 \nEmail: slhd-esu@health.nsw.gov.au \nWebsite: slhd.nsw.gov.au \nBusiness hours: 8:30am-5pm, Monday to Friday \nChief Executive: Dr Teresa Anderson AM \nFIPAA, B.App Science (Speech Pathology) PhD \nDr Teresa Anderson is an internationally \nrecognised speech pathologist, with \nmore than 35 years of experience as \na clinician and health service executive. \nShe was recognised for her contribution \nto NSW Health in 2018, and appointed \na Member of the Order of Australia (AM). \nTeresa is a Vice-President and Fellow of the NSW Institute \nof Public Administration Australia, a member of seven \nmedical research, health and primary health network \nboards, and an active member of Sydney Health Partners \nGoverning Council and Executive Management Group, \nan Advanced Health Research Translation Centre. \nShe is passionate about developing people, programs and \nservices to support and improve the health and wellbeing \nof the community.\nYear in review\nTwelve months into the COVID-19 response in NSW, the \nopening of the NSW Health Vaccination Centre – RPA \nHospital in February brought hope and joy for our staff. It \nwas a major milestone in the pandemic and provided further \nreassurance to those working in our border and quarantine \nprograms, critical care areas and those in our flying squads \nand testing clinics. \nWithin months our District had an instrumental role in further \namplifying the state’s vaccination program. A clinic was \nset up at Sydney Airport and the state’s first mass \nvaccination centre opened at Sydney Olympic Park.\nThe NSW Health Vaccination Centre was initially \nestablished with capacity to vaccinate 5000 people every \nday. Establishing it required the collaboration of hundreds \nof staff from engineering, ICT and communication, to \nworkforce, administration and training, as well as clinicians \nand staff required for everyday operations including \ndoctors, nurses, pharmacy and other clinical staff, \ncleaners and security, students, and partners from \ngovernment and industry. \nThe model and design has since been utilised in other \nvaccination centres across the state. By end June 2021, \nthe centre’s daily capacity had doubled to 10,000 and \nalmost 400,000 people had been vaccinated at the three \nSydney Local Health District sites. \nOur hospitals, Special Health Accommodation and RPA \nVirtual Hospital continued to care for community members \nwho needed additional support, for people with COVID-19 \nand for returning travellers who needed additional care or \nwho became unwell. \nSince its launch as the state’s first virtual hospital in \nFebruary 2020, rpavirtual has had a critical role in the \nstate’s COVID-19 response. In 2020-21 alone, we delivered \nvirtual care to almost 18,700 patients, including 1780 \nCOVID-19-positive patients and more than 11,000 in \nSpecial Health Accommodation. \nIt was estimated that together the services have helped to \navoid more than 700 hospital admissions. rpavirtual won \nthe Premier’s Award for excellence in digital innovation. \nSize\n•\t126 sq km\nPopulation size\n•\t722,492 residents, with more \nthan a million people entering \nthis local health district to work, \nstudy and visit each day\n•\tProjected to increase to 855,351 \nby 2031\nAge\n•\t8.8 per cent aged 70+ \n•\t70+ age group projected to \nincrease to 91,498 by 2031 \nCulture\n•\t1.1 per cent from an Aboriginal and \nTorres Strait Islander background\n•\t45 per cent born overseas\n•\t58 per cent speak a language other \nthan English at home\n•\tGadigal, Bediagal and Wangal \npeoples of the Eora Nation are the \ntraditional custodians of the land\nHealth issues\n•\tInsecure housing and \nhomelessness\n•\tChronic conditions – cardiovascular \ndisease, diabetes, obesity\n•\tMental health\n•\tInfectious and communicable \ndiseases – COVID-19, sexually \ntransmitted infections, \nblood-borne viruses\n•\tDrug and alcohol\nSydney Local Health District  |  Demographic summary\nNSW Health\t\nAnnual Report 2020-21   :  NSW Health organisations  :  page 293\n\n\nWe heightened measures to stop the spread of COVID-19. \nOur ICT service designed, built and supported the \nimplementation of daily saliva testing for around 3500 \nquarantine and frontline staff at more than 24 sites. More \nthan 67,000 virtual meetings or telehealth sessions were \nheld. We tested more than a million people for COVID-19 \nat locations across Sydney, at times testing more than \n4750 people in a single day. Our Public Health Unit \nmanaged over 4000 contacts and has surged as needed \nfor contact tracing, surveillance and to inform decision \nmaking. We continued to support vulnerable people in our \ncommunity with COVID-19 testing, vaccination, meal, \nwelfare and other outreach services. \nThere were more than 3.1 million people cared for in our \noutpatient services in 2020-21, almost 165,000 people \nattended our emergency departments and there were \nover 165,000 admissions and discharges at our hospitals. \nOver 30,000 surgeries were performed in our hospitals \nand more than 6000 babies were born at Royal Prince \nAlfred and Canterbury hospitals.\nOur Community Health Services delivered care to nearly \n39,500 clients at our service locations and more than 11,000 \nservices were delivered in people’s homes. We also provided \ncare to almost 40,000 children, tested the vision of 1100 \nchildren and offered 3300 talking and listening checks. \nThe Sydney Health Care Interpreter Service received \n69,752 requests and spent almost 43,000 hours \ninterpreting for patients and their loved ones. \nWe continued to focus on excellence in healthcare for all, \nlaunching Australia’s first total body PET-CT scanner at \nRoyal Prince Alfred Hospital, offering new opportunities to \ntreat patients with cancer, neurological conditions and \nheart disease. The $341 million redevelopment of Concord \nHospital reached a significant milestone, with the new \nclinical services building reaching its highest point. \nWe opened Fussell House, a new residential facility to \nsupport the National Centre for Veterans’ Healthcare at \nConcord Hospital, and spent $6.5 million on the \nCanterbury Hospital Emergency Department upgrade. \nDuring NAIDOC Week, we officially opened the revamped \nSister Alison Bush Lounge at Royal Prince Alfred Hospital, \nnamed in honour of one of the state’s longest serving \nand most influential midwives. We also celebrated the \nannouncement by the NSW Government that the $750 \nmillion redevelopment of Royal Prince Alfred Hospital \nwould be fast-tracked as a key investment in health \ninfrastructure in NSW.\nThe last 18 months have required an indescribable resolve. \nWhat staff working in our health service have faced, found \nsolutions for, and managed to overcome during 2020-21 \nis extraordinary. But, every day during this pandemic, staff \nhave stepped forward to say ‘I can help’. I am so proud to \nwork alongside them and so very grateful for the work \nthey do. Our team has been strengthened by new and \nexisting partnerships – including other government \nagencies (especially the NSW Police), non-government \norganisations and private businesses. I would also like to \nthank our community for their support during this time. \nKey achievements \n•\t\u0007\nResponded to COVID-19:\n\t - \u0007\nEstablished vaccination centres at Royal Prince Alfred \nHospital, Sydney Olympic Park and Sydney Airport, \nvaccinating almost half a million people between \nFebruary and June \n\t - \u0007\nEstablished daily saliva surveillance screening for \nall 3500 quarantine and police hotel workers at the \nstart of every shift\n\t - \u0007\nProvided more than 1 million COVID-19 tests for our \ncommunity\n\t - \u0007\nSupported the Quarantine Program with screening \nand testing at Sydney Airport, providing Special \nHealth Accommodation for NSW to more than 16,200 \npeople since February 2020 and virtual care through \nrpavirtual to more than 18,700 patients, including more \nthan 1700 COVID-19-positive patients and more than \n11,000 COVID-19-negative patients in Special Health \nAccommodation \n\t - \u0007\nSignificantly changed service provision and prepared \nhospitals to respond to COVID-19\n\t - \u0007\nSupported residential aged care homes, people with \ndisabilities and vulnerable populations during the \nCOVID-19 response\n\t - \u0007\nPartnered with community leaders through our \ncommunication and diversity hub networks to support \ncommunity and develop resources and messages \nin English and language for community\n\t - \u0007\nDeveloped consistent signage for vaccination and \nCOVID-19 areas, utilised across NSW.\n•\tReached an important milestone in Concord Hospital’s \n$341 million redevelopment, with construction of the \neight-storey, 214-bed clinical services building reaching \nits highest point of construction. \nNSW Health\t\nAnnual Report 2020-21   :  NSW Health organisations   :  page 294\n\n\n•\tAnnounced the $750 million redevelopment of Royal \nPrince Alfred will be fast tracked as a key investment \nin health infrastructure in NSW.\n•\tAnnounced and commenced building works for the \nstate’s first public inpatient unit for new mothers with \nsevere mental illness. \n•\tCompleted the $6.5 million upgrade of the emergency \ndepartment at Canterbury Hospital featuring a dedicated \nwaiting area with a play space, seven new treatment \nspaces, a resuscitation area, specialist isolation area and \nseparate amenities for young patients and their families.\n•\tWon the NSW Premier’s Award for excellence in digital \ninnovation for rpavirtual. \n•\tLaunched Australia’s first total body PET-CT scanner \nat Royal Prince Alfred Hospital to revolutionise patient \ncare, providing clearer images, at a lower radiation dose \nand in about a quarter of the time.\n•\tLaunched the new Bulbuwul Mudjin Midwifery \nClinic at Concord Hospital, extending the District’s \nmidwifery group practice services for women in Sydney’s \ninner west. \n•\tLaunched the new Statewide Intellectual Disability \nMental Health Outreach Service to provide advice and \nconsultation to healthcare professionals working with \nadults with intellectual disabilities.\n•\tReleased concept designs for Royal Prince Alfred \nHealthOne Green Square which will deliver a range of \nhealthcare services focused on population health, early \nintervention, health promotion and prevention.\nWestern NSW Local Health District\n29 Hawthorn Street, Dubbo NSW 2830 \nTelephone: 6809 8600 \nEmail: WNSWLHD-Communications@health.nsw.gov.au\nWebsite: www.wnswlhd.health.nsw.gov.au \nBusiness hours: 8:30am-5pm, Monday to Friday \nChief Executive: Scott McLachlan\nScott McLachlan leads a team driven \nby a commitment to improve health \noutcomes for rural people, and deliver \ncompassionate, high-quality and \nconnected health services. \nAboriginal and Torres Strait Islander \npeople make up more than 13 per cent of the Western \nNSW Local Health District population. Scott is committed \nto developing services and places that welcome \nAboriginal people and the whole community. \nScott’s extensive leadership experience, spanning more \nthan two decades in the public and private health sectors, \nhas shaped his commitment to improving standards of \npatient care, maintaining authentic community engagement, \ncollaborating with clinicians and leading innovation.\nYear in review\nIt has been another challenging year for our health system. \nOur communities have been relentlessly tested but \ncontinue to demonstrate resilience, courage and strength. \nAs a community, we are feeling the fatigue associated \nwith the pandemic. We enter a stage of recovery from the \ndrought but now face the detrimental impacts of the \nmouse plague. \nSize\n•\t247,000 km2\nPopulation size\n•\t279,422 residents\n•\tProjected increase to 286,410 \nby 2031\nAge\n•\t41,220 aged 70+\n•\t70+ age group projected \nto increase to 52,880 by 2031 \nCulture\n•\tEight per cent born overseas\n•\t13 per cent from Aboriginal or \nTorres Strait Islander background\n•\tFour per cent speak a language \nother than English at home\n•\tBarindji, Barrinbinja, Barundji, \nGunu, Kamilaroi, Muruwari, \nWailwan, Wiradjuri and Wongaibon \npeoples are the traditional \nowners of the land\nHealth issues\n• Cardiovascular disease\n• Diabetes\n• Cancer\n• Alcohol-related deaths\n• Suicide and self-harm\n• Smoking\nWestern NSW Local Health District  |  Demographic summary\nNSW Health\t\nAnnual Report 2020-21   :  NSW Health organisations  :  page 295\n\n\nDespite the ongoing challenges, we continue to adapt to \nworking and living in a pandemic. Our healthcare team has \nreached a point of substantial maturity with managing the \nchallenges of COVID-19. We have established culturally \nappropriate communication strategies, workforce \ncontingency measures including surge planning and \nemergency response teams to ensure continuity of care. \nWe have tested more than 130,000 people and continue to \nwork with the community and service providers to support \nand expand on the vaccine rollout in rural and remote \ncommunities. \nAs part of our commitment to provide sustainable \nhealthcare closer to home, we continue to build on \ninnovative technology solutions for remote and virtual \ncare. We have implemented the statewide Telestroke \nService, the District-wide pharmacy service incorporating \nvirtual pharmacy, established a virtual Mental Health Drug \nand Alcohol team and piloted a virtual mental health \nemergency service.\nWe have managed the pressures of the pandemic while \nsimultaneously managing the significant increase in the \ndemand for services. Surgeries performed in the District \nhave grown by more than 10 per cent in 2020-21 compared \nwith the previous year, emergency attendances were up \nby almost 24 per cent and we have had a nine per cent \nincrease in babies being born in our facilities.\nThe health and wellbeing of Aboriginal people remains a \npriority. We continue to implement and deliver a range of \nworkforce strategies. We have introduced Aboriginal and \nTorres Strait Islander targeting for all recruitment, and \nhave established an Aboriginal Workforce Training \nCoordinator to oversee and implement training and \ndevelopment initiatives. \nWe continue to work in partnerships with other service \nproviders and Aboriginal communities to improve the \nhealth of Aboriginal people. \nWe have an incredible healthcare team. We are proud of \nthe flexibility and resilience of the team. They have shown \ncommitment to providing high-quality patient care during \nunprecedented times and we would like to thank the team \nfor their ongoing efforts.\nKey achievements\n•\tImproved services across the District, including the \nopening of the new Lightning Ridge Multipurpose \nService and Mudgee Hospital and commenced \nconstruction on the new car parking at Dubbo Hospital.\n•\tImplemented Towards Zero Suicides initiatives which \nincluded launching SafeHavens, establishing prevention \noutreach teams, implementing Safeside staff training \nand partnering with Bila Muuji Aboriginal Corporation \nHealth Service to create rural counsellor positions in \nDubbo and Orange.\n•\tSecured a multi-year contract for the provision of \nmedical services to the District health services, and \nGeneral Practice, in six communities where continuous \nmedical coverage has been difficult to sustain.\n•\tImplemented a Cardiovascular Information System to \nintegrate cardiac catheter lab, echocardiogram and other \ncardiology services at all sites.\n•\tLaunched the Specialist Palliative Care Service Unit. The \nSpecialist team work in partnership with local health \nservices to support patients and their carers to receive \ncare closer to home.\n•\tDeveloped family and carer spaces within Mental Health \nDrug and Alcohol services across the District in partnership \nwith non-government organisations, in both community \nand inpatient settings. Worked with consumers, carers \nand Aboriginal communities to ensure the spaces are \nculturally safe for all users.\n•\tDeveloped numerous training pathways. These include \nthe development of a Western NSW Local Health District \nphysiotherapy clinical school, training pathways for \nstudents across all levels of psychology, and the \nAboriginal Administration Trainee program.\n•\tDelivered improved services with the installation of CT \nscan services at Mudgee and Dubbo Health Services. \nImplemented a new MRI service at Dubbo Hospital and \nupgraded the MRI and interventional radiology suite at \nOrange Health Service.\n•\tImplemented further adoption of the Symptoms of \nStrangulation card for non-fatal strangulation. This was \ndeveloped by PARVAN (Prevention and Response to \nViolence, Abuse and Neglect) in Western NSW Local \nHealth District. Over 50,000 copies have since been \nordered across NSW, Victoria and the Australian Capital \nTerritory. It has been translated into 21 community \nlanguages. It is accessible via Health Pathways intranet \nsite and the Agency for Clinical Innovation website. \nNSW Health\t\nAnnual Report 2020-21   :  NSW Health organisations   :  page 296\n\n\nWestern Sydney Local Health District\nHawkesbury Road, Westmead Hospital \nWestmead NSW 2145 \nTelephone: 8890 9000 \nEmail: WSLHD-OfficeOfTheCE@health.nsw.gov.au \nWebsite: www.wslhd.health.nsw.gov.au \nBusiness hours: 8:30am-5pm, Monday to Friday \nChief Executive: Graeme Loy\nDuring the past 17 years, Graeme Loy \nhas held several executive roles, including \nChief Executive for Northern Sydney \nLocal Health District. He was appointed \nto the role of Chief Executive of Western \nSydney Local Health District in 2019. \nHis knowledge of both clinical and corporate services \nincludes a strong focus on system performance through \nhealthy relationships.\nGraeme has accumulated significant experience in all \naspects of leadership in both the public and private \nsectors, delivering highly complex clinical services and \npositive patient experiences through high-performing \nteams. His breadth of knowledge spans facility, district \nand statewide environments and enables him to ensure \noptimal provision of safe, high-quality and timely clinical \nand community health services.\nYear in review\nThe resilience and versatility of Western Sydney Local \nHealth District came to the fore in 2020-21 as we grew and \nimproved services, increased our commitment to research, \nlooked after our staff and planned for the future of \nhealthcare – all while continuing to tackle COVID-19 \nthrough testing, treating and now vaccination.\nWe opened the Central Acute Services Building as the \n$1.1 billion Westmead Redevelopment continued. We also \nopened a new leisure and recreation hub for mental health \nconsumers at Cumberland Hospital, and unveiled the \nrefurbished Merrylands HealthOne community health \ncentre. Work also commenced on significant upgrades \nto our mental health facilities at Blacktown Hospital.\nWe have conducted more than 800,000 COVID-19 tests, \ndelivered more than 120,000 doses of the vaccine, and \nsupported people in hotel quarantine with more than \n100,000 interpreter sessions. We opened more than \n40 COVID-19 testing clinics across western Sydney, and \nworked with community organisations to vaccinate more \nthan 1000 vulnerable people at dedicated outreach events.\nWestmead and Blacktown emergency departments \nlaunched a new model of care Rapid Assessment, \nIntervention, and Discharge-Emergency Department \nwith allied health, significantly improving the patient \nexperience score from 53 per cent to 79 per cent at \nBlacktown and from 58 per cent to 92 per cent at \nWestmead. A new antenatal care model at Auburn \nHospital saw the proportion of pregnant women engaged \nin early care rise from four per cent to 35 per cent.\nWe were thrilled to launch a new Dragonfly Midwifery \nClinic for Aboriginal mothers. The proportion of our staff \nwho identify as Aboriginal or Torres Strait Islander has \nnearly doubled over the past two years, and we began \nregular yarning circles with Aboriginal elders and the \ncommunity to discuss how we can improve services.\nThe launch of a Collaborative Commissioning with the \nWestern Sydney Primary Health Network is driving \ninnovation in the way we manage heart health, urgent \nhealth concerns and COVID-19. Our mental health service \nis working with Blacktown Police to respond to mental \nhealth emergencies, responding to more than 400 call-\nouts and diverting two-thirds of consumers away from the \nemergency department. \nOur commitment to research is stronger than ever with the \nappointment of our first District Director of Research, and \nsuccessful grants covering every area of health from heart \nregeneration and liver cancer to parental health literacy \nand COVID-19 stress.\nThis is just the tip of the iceberg, and of course none \nof it would be possible without the incredible work \nof the people who make it happen. I could not be more \nproud of our staff and want to thank them for everything \nthey do each day for the people of Western Sydney \nLocal Health District.\nKey achievements\n•\tApplied successfully for a National Health and Medical \nResearch Council Partnership grant for a cluster-\nrandomised controlled trial of the Parenting Plus \nintervention program. Child and Family Health, in \ncollaboration with partners, designed the program for \nnew parents to receive more education and guidance \nthrough the healthcare system. At the same time, Child \nand Family Health implemented the Circle of Security \nParenting. The highly regarded evidence-based parenting \nprogram incorporates videos, teaching, discussion \nand reflection to help develop the capacity of the parents \nof western Sydney. \n•\tTargeted priority populations with Youth Health, as \nThe COVID STREETFIGHTER program communicated \nwith stakeholders and rapidly scaled up messaging on \nFacebook. This resulted in many young vulnerable people \nreceiving COVID-19 tests and information, access to \ntelehealth for counselling appointments and mental \nhealth care packs for young people in isolation during \nthe first wave of the pandemic.\nNSW Health\t\nAnnual Report 2020-21   :  NSW Health organisations  :  page 297\n\n\n•\tProvided a coordinated approach to COVID-19 \ncommunication through Multicultural Health Services, \nworking in collaboration with internal and external \nstakeholders to ensure culturally and linguistically \ndiverse communities in western Sydney received timely, \ncredible, linguistically and culturally appropriate \ninformation. Two-way communication processes were \nestablished with culturally and linguistically diverse \ncommunities early in the pandemic to help identify fears, \nconcerns, challenges and communication needs. \nMultilingual resources were developed to meet \ncommunication needs of a very diverse Western Sydney \nLocal Health District population.\n•\tStarted our new Aboriginal Supportive and Palliative care \nworker, of which we have seen improved culturally \nappropriate services delivery and support for those and \ntheir families who are experiencing end of life.\n•\tImplemented an innovative allied health model of care, \nthe Rapid Assessment Intervention and Discharge in the \nEmergency Department team at Westmead and \nBlacktown hospitals. The team works extended hours \nacross seven days including occupational therapy, \nphysiotherapy and social work with the model of care \nenabling proactive screening of all patients who present \nto the emergency department.\n•\tDelivered construction of the 14-storey Central Acute \nServices Building in accordance with the schedule \nprogram and handed over to Western Sydney Local \nHealth District on 17 July 2020. The $1.1 billion Westmead \nRedevelopment is the biggest health infrastructure \nproject in the state – including the Westmead Hospital \nredevelopments and stage one of The Children’s Hospital \nat Westmead. Stage 3 refurbishment works, to create a \nnew specialist cardiology outpatient and administrative \nhub along with new high-acuity neurosciences inpatient \nbeds, were completed on 21 May 2021.\n•\tAchieved more than five percentage points improvement \nin patient experience through Auburn Hospital \nEmergency Department during the COVID-19 pandemic \nas reported by Bureau of Health Information as \na result of strategies focused on transforming the \npatient’s experience.\n•\tLaunched a pilot leadership program in February \n2021, recognising the importance of fostering the next \ngeneration of leaders among nurses and midwives in \nwestern Sydney. The participants of the Nursing and \nMidwifery Directorate’s leadership program were \nselected across facilities and services, and have been \nprovided the opportunity to develop and grow on their \nleadership journey through the engagement with subject \nmatter experts at specialised workshops focusing on \npatient safety, workforce, conflict and financial \nmanagement. \n•\tDelivered further progress on cultural transformation \nfocusing on three key areas: leadership, behaviours and \ncommunication – including the development and launch \nof our Culture Vision of ‘Our Place, Our People’ \n•\tEstablished a Health Academy for Aboriginal and Torres \nStrait Islander students to create pathways into \nemployment in partnership with Indigenous Allied Health \nAustralia Ltd, NSW Department of Education, NSW \nTAFE, South Eastern Sydney Local Health District and \nNepean Blue Mountains Local Health District. Western \nSydney Local Health District will be offering clinical \nplacements for trainees with a view of transitioning to \npermanent employment.\nSize\n•\t780 km25\nPopulation size\n•\t1,144,280 residents1 \n•\tProjected increase to 1,467,610 \nby 20311 \nAge\n•\t7.9 per cent aged 70+1 \n•\t70+ age group projected to \nincrease by 141,144 by 20311 \nCulture\n•\t46.8 per cent born overseas2\n•\t1.5 per cent from Aboriginal or \nTorres Strait Islander background2\n•\t50.3 per cent speak a language \nother than English at home2\n•\tDarug people are the \ntraditional owners of the land4\nHealth issues3\nCoronary heart disease, heart failure, \nasthma, diabetes and mental illness\nSources: 1. NSW Ministry of Health CaSPA, NSW Department of Planning, Industry and Environment 2019 Common Planning Assump­\ntions (CPA) population projections by Statistical Local Areas (2007, 2011), Local Government Areas (2007) and Local Health Districts \ndefined by mapping ABS SA1 (ASGS2016) to these boundaries. 2. Based on 2016 Census. https://www.wslhd.health.nsw.gov.au/\nSocialHealthAtlas/. 3. Based on hospitalisation separation rates (2014-15 to 2018-19 combined). Epidemiology and Health Analytics. \nEpidemiological Profile – Western Sydney Local Health District Residents 2020. Sydney: Western Sydney Local Health District, 2020. \nhttps://www.wslhd.health.nsw.gov.au/SocialHealthAtlas/. 4. https://www.wslhd.health.nsw.gov.au/Population-Health-Services/\nServices-and-Programs/Aboriginal-Health. 5. https://www.wslhd.health.nsw.gov.au/About-Us. \nWestern Sydney Local Health District  |  Demographic summary\nNSW Health\t\nAnnual Report 2020-21   :  NSW Health organisations   :  page 298\n\n\nAppendix\n\n\nAppendix 1\nHealth statistics\nEarly disease management\nAboriginal and non-Aboriginal children \nfully vaccinated at five years of age\n0\n10\n20\n30\n40\n50\n60\n70\n80\n90\n100\n2008-09\n2009-10\n2010-11\n2011-12\n2012-13\n2013-14\n2014-15\n2015-16\n2016-17\n2017-18\n2018-19\n2019-20\n2020-21\nPercentage fully immunised\nNon-Aboriginal\nAboriginal\n%\nSource: Health Protection NSW.\nImmunisation coverage has improved significantly for \nAboriginal and non-Aboriginal children in NSW since 2012. \nThe Aboriginal Immunisation Healthcare Worker Program \nuses targeted interventions to improve the timely \nvaccination of Aboriginal children. This has closed the gap \nin coverage rates and resulted in Aboriginal children \nhaving higher coverage at 97.7 per cent than non-\nAboriginal children at 94.8 per cent in 2020-21.\nPotentially preventable hospitalisations\n0\n500\n1000\n1500\n2000\n2500\n3000\n3500\n4000\nRate per 100,000\n Females\n Males\n Persons\n2001-02\n2002-03\n2003-04\n2004-05\n2005-06\n2006-07\n2007-08\n2008-09\n2009-10\n2010-11\n2011-12\n2012-13\n2013-14\n2014-15\n2015-16\n2016-17\n2017-18\n2018-19\n2019-20\nSource: HealthStats NSW, Centre for Epidemiology and Evidence, \nNSW Ministry of Health.\nConditions for which hospitalisation is considered \npotentially avoidable through preventive care and early \ndisease management, usually delivered in an ambulatory \n(walk-in) setting, such as primary healthcare.\nThe term does not mean that a patient admitted for that \ncondition did not need to be hospitalised at the time of \nadmission. Rather, the hospitalisation may have been \nprevented by timely and appropriate provision of primary \nor community-based healthcare. Reducing hospitalisations \nmight involve vaccination, early diagnosis and treatment, \nand/or good ongoing management of risk factors and \nconditions in community settings. \nRates of potentially preventable hospitalisations have \nbeen fairly stable over time, with rates for males and \nfemales converging in recent years. In 2019-20 in NSW, \nthe rate of potentially preventable hospitalisations was \n1995 per 100,000 population for both males and females \nor 180,305 hospital episodes in total. \nSmoking\nDaily smoking in adults aged 16 years and over \n0\n10\n20\n30\n40\n50\n60\n70\n80\n90\n100\n2002\n2003\n2004\n2005\n2006\n2007\n2008\n2009\n2010\n2011\n2012\n2013\n2014\n2015\n2016\n2017\n2018\n2019\n2020\n%\n Females\n Males\n Persons\nSource: HealthStats NSW, Centre for Epidemiology and Evidence, \nNSW Ministry of Health.\nThere has been a long-term reduction in smoking over the \nlast 10 years, with 9.2 per cent of adults (10.8 per cent of \nmales and 7.7 per cent of females) in NSW reporting daily \nsmoking in 2020.\nTobacco use is the leading contributor to the burden of \nillness and deaths in Australia, followed closely by high \nbody mass and excessive alcohol consumption. Australia \nhas one of the most comprehensive tobacco control \npolicies and programs in the world. The aim of these \ntobacco control programs in NSW is to contribute to a \ncontinuing reduction of smoking prevalence rates in the \ncommunity. \nNSW Health\t\nAnnual Report 2020-21   :  Appendix   :  page 300\n\n\nDaily smoking by Aboriginality, \npeople aged 16 years and over \n10\n20\n30\n40\n50\n60\n70\n80\n90\n100\n%\n0\n Aboriginal\n Non-Aboriginal\n2002\n2003\n2004\n2005\n2006\n2007\n2008\n2009\n2010\n2011\n2012\n2013\n2014\n2015\n2016\n2017\n2018\n2019\n2020\nSource: HealthStats NSW, Centre for Epidemiology and Evidence, \nNSW Ministry of Health.\nAboriginal people are more than twice as likely to be \ndaily smokers as non-Aboriginal people. In NSW in 2020, \nthe rate of daily smoking in adults was 22.9 per cent \namong Aboriginal people, and 8.7 per cent among \nnon-Aboriginal people. \nTobacco use is the leading contributor to the burden of \nillness and deaths in Australia, followed closely by high \nbody mass and excessive alcohol consumption. Australia \nhas one of the most comprehensive tobacco control policies \nand programs in the world. The aim of these tobacco control \nprograms in NSW is to contribute to a continuing reduction \nof smoking prevalence rates in the community. \nSmoking during pregnancy by Aboriginal \nand non-Aboriginal mothers\n10\n20\n30\n40\n50\n60\n70\n80\n90\n100\n%\n0\n2002\n2001\n2003\n2004\n2005\n2006\n2007\n2008\n2009\n2010\n2011\n2012\n2013\n2014\n2015\n2016\n2017\n2018\n2019\n2020\n Aboriginal mothers\n Non-Aboriginal mothers\nSource: HealthStats NSW, Centre for Epidemiology and Evidence, \nNSW Ministry of Health.\nThe proportion of mothers that reported smoking at some \ntime during pregnancy has remained stable in recent years \nat around nine per cent. In 2020, 41.7 per cent of Aboriginal \nmothers reported smoking at some time during pregnancy, \ncompared with 7.0 per cent of non-Aboriginal mothers. In \n2020, 8.6 per cent of mothers reported any smoking during \npregnancy. Of those mothers who smoked during pregnancy \nin 2020, 21.3 per cent stopped smoking in the first half of \npregnancy (11.3 per cent of Aboriginal mothers and 24.4 \nper cent of non-Aboriginal mothers who smoked). \nOverweight and obesity\nOverweight or obesity in adults \naged 16 years and over\n10\n20\n30\n40\n50\n60\n70\n80\n90\n100\n%\n0\n Females\n Males\n Persons\n2002\n2003\n2004\n2005\n2006\n2007\n2008\n2009\n2010\n2011\n2012\n2013\n2014\n2015\n2016\n2017\n2018\n2019\n2020\nSource: HealthStats NSW, Centre for Epidemiology and Evidence, \nNSW Ministry of Health.\nIn NSW over the 10 years between 2011 and 2020, the rate \nof overweight and obesity in the population has gradually \nincreased from 52.1 per cent to 56.8 per cent of adults. \nUnderlying this trend, the rate of increase in overweight \nwas lower than that of obesity (between 2011 and 2020, \noverweight rates increased from 33.1 per cent to 34.3 per \ncent whereas obesity rates increased from 19.1 per cent to \n22.5 per cent). \nIn 2020, 56.8 per cent of adults aged 16 years and over \n(62.2 per cent of men and 51.6 per cent of women) were \noverweight or obese. Further, 34.3 per cent of adults (40.2 \nper cent of males and 28.4 per cent of females) were \noverweight and 22.5 per cent (22.0 per cent of males and \n23.1 per cent of females) were obese. \nExcess body weight is one of the main public health \nproblems in Australia. The risk of developing chronic \nhealth conditions such as diabetes and heart disease \nincreases with increasing levels of excess weight.\nOverweight or obesity in children \nfive to 16 years\n0\n10\n20\n30\n40\n50\n60\n70\n80\n90\n100\n2007 2008 2009 2010\n2011\n2012 2013 2014 2015 2016 2017 2018 2019 2020\n%      \n Girls\n Boys\n Boys and Girls\nSource: HealthStats NSW, Centre for Epidemiology and Evidence, \nNSW Ministry of Health.\nNSW Health\t\nAnnual Report 2020-21   :  Appendix   :  page 301\n\n\nIn NSW, the prevalence of overweight and obesity in \nchildren has been relatively stable over the 10-year period \nfrom 2011 to 2020. In 2020, 19.3 per cent of children aged \nfive to 16 years (21.3 per cent of boys and 17.1 per cent of \ngirls) were overweight or obese. However, the prevalence \nremains high and is a cause for concern.\nAlcohol\nAlcohol consumption at levels posing \na lifetime risk to health, adults aged \n16 years and over\n10\n20\n30\n40\n50\n60\n70\n80\n90\n100\n%\n0\n Females\n Males\n Persons\n2002\n2003\n2004\n2005\n2006\n2007\n2008\n2009\n2010\n2011\n2012\n2013\n2014\n2015\n2016\n2017\n2018\n2019\n2020\nSource: HealthStats NSW, Centre for Epidemiology and Evidence, \nNSW Ministry of Health.\nIn 2020 in NSW, 32.5 per cent of adults (41.7 per cent of \nmen and 23.6 per cent of women) consumed more than \ntwo standard alcoholic drinks on a day when they drank \nalcohol, posing a long-term risk to their health.\nWhile alcohol consumption at levels that pose a long-term \nhealth risk was in decline over the 10 years prior to 2015 in \nNSW, rates have increased since then.\nExcessive alcohol consumption is the leading contributor \nto the burden of illness and deaths in Australia for people \naged up to 44 years and the third overall contributor to \ntotal burden of disease and illness for all ages, behind \ntobacco and high body mass.\nThe guidelines to reduce the health risks from drinking \nalcohol, published by the National Health and Medical \nResearch Council in 2009, state that the lifetime risk of \nharm from alcohol-related disease or injury is reduced by \ndrinking no more than two standard drinks on any day \nwhen drinking alcohol. The measure of lifetime risk of \nharm is defined as more than two standard drinks on a day \nwhen alcohol is consumed, and is referred to as ‘long-term \nrisk of harm’ from alcohol consumption. As this definition \nis based on usual alcohol consumption, therefore \nrepresenting an overall pattern of drinking, it reflects \nalcohol use related to health risk over the long term.\nAboriginal health\nInfant mortality rates by Aboriginality\n0\n2\n4\n6\n8\n10\n12\n14\n16\n18\n20\nDeaths per 1000 live births\n Non-Aboriginal\n Aboriginal\n2001-03\n2002-04\n2003-05\n2004-06\n2005-07\n2006-08\n2007-09\n2008-10\n2009-11\n2010-12\n2011-13\n2012-14\n2013-15\n2014-16\n2015-17\n2016-18\n2017-19\nSource: Australian Bureau of Statistics. Deaths. Catalogue \nnumber 3302.0. Canberra: ABS and HealthStats NSW, Centre \nfor Epidemiology and Evidence, NSW Ministry of Health.\nThe infant mortality rate is the number of infant deaths \n(up to one year of age) per 1000 births. During 2017-19, an \naverage of 30 deaths of Aboriginal infants under one year \nof age per year were registered in NSW. Over the period \n2001-03 to 2017-19, the infant mortality rate among \nAboriginal infants halved from 8.6 to 4.3 deaths per 1000 \nbirths, while the rate among non-Aboriginal infants \nreduced by around one-third from 4.3 to 2.9 infant deaths \nper 1000 births.\nThe mortality rate among Aboriginal infants in NSW is \nlower than in other Australian states and territories. From \n2017-19, the infant mortality rate for all Aboriginal infants \nin Australia was 5.4 compared with a rate of 4.3 deaths \nper 1000 births for Aboriginal infants in NSW. \nLow birth weight babies born to \nAboriginal and non-Aboriginal mothers\n20\n30\n40\n50\n60\n70\n80\n90\n100\n%\n10\n0\n Babies of Aboriginal mothers\n Babies of Non-Aboriginal mothers\n2002\n2001\n2003\n2004\n2005\n2006\n2007\n2008\n2009\n2010\n2011\n2012\n2013\n2014\n2015\n2016\n2017\n2018\n2019\n2020\nSource: HealthStats NSW, Centre for Epidemiology and Evidence, \nNSW Ministry of Health.\nNSW Health\t\nAnnual Report 2020-21   :  Appendix   :  page 302\n\n\nIn NSW in 2020, the proportion of low birth weight babies \nborn to Aboriginal mothers was around two-thirds higher \nthan the proportion born to non-Aboriginal mothers. \nBetween 2001 and 2020, the proportion of low birth \nweight babies among Aboriginal mothers decreased from \n12.5 per cent to 10.2 per cent. \nSmoking in pregnancy is associated with an increased risk \nof having a low birth weight baby. \nThe proportion of Aboriginal mothers who reported \nsmoking at some time during pregnancy fell from 59.0 per \ncent in 2001 to 41.7 per cent in 2020. In 2020, 11.3 per cent \nof Aboriginal mothers who smoked quit during the first \nhalf of their pregnancy. \nFirst antenatal visit before 14 weeks \nby Aboriginal and non-Aboriginal mothers\n0\n10\n20\n30\n40\n50\n60\n70\n80\n90\n100\n2012\n2013\n2014\n2015\n2016\n2017\n2018\n2019\n2020\n%\n Non-Aboriginal mothers\n Aboriginal mothers\nSource: HealthStats NSW, Centre for Epidemiology and Evidence, \nNSW Ministry of Health.\nThe purpose of antenatal visits is to monitor the health of \nthe mother and baby, provide advice to promote the health \nof the mother and baby, and identify antenatal \ncomplications so that appropriate intervention can be \nprovided at the earliest time.\nThe first comprehensive antenatal assessment should be \ncarried out as early as possible in pregnancy. In NSW in \n2020, the proportion of Aboriginal mothers who attended \ntheir first antenatal visit before 14 weeks of pregnancy \nwas 76.3 per cent, compared with 80.2 per cent of non-\nAboriginal mothers. \nMental health\nAdults and young people with mental health \nillness or issues diverted into community-\nbased treatment\n1152\n1425\n1416\n1229\n1652\n1862\n1857\n2051\n2589 2443 2521 2593\n2219\n2270\n238\n297\n484\n410\n537\n459\n557\n554\n513\n566\n328\n747\n1429\n1146\n80%\n83%\n98%\n92%\n0%\n10%\n20%\n30%\n40%\n50%\n60%\n70%\n80%\n90%\n100%\n0\n500\n1000\n1500\n2000\n2500\n3000\n3500\n4000\n4500\n5000\nAdults\nYoung people\nAdults(%)\nYoung people(%)\n2008-09\n2007-08\n2009-10\n2010-11\n2011-12\n2012-13\n2013-14\n2014-15\n2015-16\n2016-17\n2017-18\n2018-19\n2019-20\n2020-21\nSource: Justice Health and Forensic Mental Health Network.\nIn 2020-21, 2270 (83 per cent) adults in the criminal justice \nsystem with mental health illness were diverted away from \ncustody into community-based treatment by the Justice \nHealth and Forensic Mental Health Network (excludes \ndiversions by Hunter New England Local Health District). \nOver the same period, there were 1146 (92 per cent) young \npeople in contact in the criminal justice system identified \nas having mental health issues and referred to \ncommunity-based treatment.\nProportion of clients discharged from \nan Acute Public Mental Health Unit who \nare seen by a Community Mental Health \nTeam within seven days of that discharge\n0\n10\n20\n30\n40\n50\n60\n70\n80\n90\nPercentage follow up confirmed\n2011-12\n2012-13\n2013-14\n2014-15\n2015-16\n2016-17\n2017-18\n2018-19\n2019-20\n2020-21\n%\nSource: Health Information Exchange, InforMH.\nThis indicator shows the proportion of clients discharged \nfrom an Acute Public Mental Health Unit who are seen by \na Community Mental Health Team within seven days of \nthat discharge. It reflects the effectiveness of acute \ninpatient discharge planning and the integration of acute \ninpatient and community mental health services. In \n2020-21, the rate of follow-up within seven days increased \nfrom the previous year to 78.3 per cent.\nNSW Health\t\nAnnual Report 2020-21   :  Appendix   :  page 303\n\n\nReadmission to a mental health acute service \nwithin 28 days\n10\n11\n12\n13\n14\n15\n16\n2011-12\n2012-13\n2013-14\n2014-15\n2015-16\n2016-17\n2017-18\n2018-19\n2019-20\n2020-21\n%\nSource: Health Information Exchange, System Information \nand Analytics Branch, InforMH.\nThis indicator shows the proportion of separations from \nan Acute Public Mental Health Unit which were followed \nby a readmission within 28 days to any NSW Acute Public \nMental Health Unit. The readmission rate increased \nslightly by 0.2 per cent from 2019-20 to 15.2 per cent.\nNSW hospital performance\nElective Surgery Access Performance target \n– percentage of patients admitted for elective \nsurgery within clinically recommended \ntimeframes\n60\n70\n80\n90\n100\n110\nOn time\n%\nCategory 1\nCategory 2\nCategory 3\n2008-09\n2007-08\n2006-07\n2009-10\n2010-11\n2011-12\n2012-13\n2013-14\n2014-15\n2015-16\n2016-17\n2017-18\n2018-19\n2019-20\n2020-21\n\t\nSource: Waiting List Collection Online System, NSW Ministry of \nHealth.\nThe percentage of patients who received their elective \nsurgery within clinically recommended timeframes \ndeclined in NSW. In 2020-21, the number of patients \nreceiving their surgery on time remained at 100 per cent \nfor category 1 (urgent surgery), with category 2 \n(semi-urgent surgery) at 87 per cent and category 3 \n(non-urgent surgery) at 75 per cent. Elective surgery \nactivity and performance has been impacted by COVID-19 \nwith restrictions placed on non-urgent elective surgery for \na substantial portion in early 2020. \nPercentage of emergency department \npatients treated within benchmark times \nacross three triage categories\n150,000\n170,000\n190,000\n210,000\n230,000\n250,000\n270,000\n0\n290,000\n10\n20\n30\n40\n50\n60\n70\n80\n90\n100\nJul\nAug\nSep\nOct\nNov\nDec\nJan\nFeb\nMar\nMay\nJune\nEmergency department presentations\nPatients treated within benchmark\n2018-19\n2019-20\n2020-21\nApril\nED attendances\n%\nSource: NSW Ministry of Health, Health Information Exchange.\nIn 2020-21, over 3 million patients attended a NSW \npublic emergency department, over 148,000 more than \nin 2019-20. While presentations peaked in December \n2020, the percentage of patients seen within clinically \nappropriate timeframes across all triage categories \nremained similar to those overall in 2019-20. \nUnplanned readmission \nwithin 28 days of separation\n0.0\n1.0\n2.0\n3.0\n4.0\n5.0\n6.0\n7.0\nAll separations \n2011-12\n2012-13\n2013-14\n2014-15\n2015-16\n2016-17\n2017-18\n2018-19\n2019-20\n2020-21\n%\nSource: Health Information Exchange, NSW Ministry of Health.\nUnplanned readmissions in 2020-21 have decreased 0.3 \npercentage points from the previous year and the number \nis the lowest it has been in the last decade. This data \nreflects the volume of unplanned readmissions within 28 \ndays but does not provide an indication of whether these \nreadmissions were preventable or unexpected.\nRe-presentation to the same emergency \ndepartment within 48 hours\n150,000\n170,000\n190,000\n210,000\n230,000\n250,000\n270,000\n290,000\n0.0\n1.0\n2.0\n3.0\n4.0\n5.0\n6.0\nJul\nAug\nSep\nOct\nNov\nDec\nJan\nFeb\nMar\nApril\nMay\nJun\nEmergency department presentations\n2018-19\n2019-20\n2020-21\nPatients returning to ED within 48 hours\nED attendances\n%\nSource: NSW Ministry of Health, Health Information Exchange.\nNSW Health\t\nAnnual Report 2020-21   :  Appendix   :  page 304\n\n\nThe percentage of re-presentations decreased in 2020-21 \ncompared with 2019-20. Emergency departments are \nmaintaining high levels of care while caring for an \nincreased volume of patients. Districts and networks \ncontinue their efforts towards improving patient flow in \nemergency department and hospital wards despite the \nadditional pressures brought on by the COVID-19 \npandemic.\nEmergency Treatment Performance \n– percentage of patients with total time \nin an emergency department ≤ four hours\n150,000\n170,000\n190,000\n210,000\n230,000\n250,000\n270,000\n50\n290,000\n55\n60\n65\n70\n75\n80\n85\nJul\nAug\nSep\nOct\nNov\nDec\nJan\nFeb\nMar\nApril\nMay\nJun\nPatients \nEmergency department presentations\n2018-19\n2019-20\n2020-21\nTarget\nED attendances\n%\nSource: NSW Ministry of Health, Health Information Exchange.\nNSW continues its commitment to ensuring patients who \npresent to emergency departments complete their \ntreatment in a timely and clinically appropriate manner. \nDespite additional clinical protocols brought on by the \nCOVID-19 pandemic, 68.3 per cent of patients who \npresented to a NSW emergency department left within \nfour hours following treatment in 2020-21.\nAdmitted Emergency Treatment Performance \n– percentage of patients with total time \nin an emergency department ≤ four hours\n150,000\n170,000\n190,000\n210,000\n230,000\n250,000\n270,000\n20\n290,000\n25\n30\n35\n40\n45\n50\n55\n60\nJul\nAug\nSep\nOct\nNov\nDec\nJan\nFeb\nMar\nApril\nMay\nJun\nPatients \nEmergency department presentations \n2018-19\n2019-20\n2020-21\nTarget\nED attendances\n%\nSource: NSW Ministry of Health, Health Information Exchange.\nEmergency treatment performance for patients admitted \nto a ward, intensive care unit or operating suite followed a \ndecreasing trend in 2020-21 as the health system \nexperienced higher activity levels and impacts of the \npandemic. The proportion of admitted patients in 2020-21 \nwho spent four hours or less in the emergency department \nwas 35.2 per cent.\t\nTransfer of Care (TOC) Performance \n– percentage of patients whose care \nwas transferred from ambulance staff \nto emergency department staff within \n30 minutes\n150,000\n170,000\n190,000\n210,000\n230,000\n250,000\n270,000\n60\n290,000\n65\n70\n75\n80\n85\n90\n95\n100\nJul\nAug\nSep\nOct\nNov\nDec\nJan\nFeb\nMar\nApril\nMay\nJun\nEmergency department presentations\nPatients transferred within 30 minutes\n2018-19\n2019-20\n2020-21\nTarget\nED attendances\n%\nSource: NSW Ministry of Health, Health Information Exchange.\nIn 2020-21, NSW public hospitals experienced an \nincrease in volume of patients attending the emergency \ndepartment and the proportion of patients whose care \nwas transferred from ambulance staff to hospital staff \nwithin 30 minutes followed a decreasing trend. The state \ntarget of 90 per cent was achieved in the July to October \n2020 period with the subsequent months falling \nbelow target.\nStaphylococcus aureus \nbloodstream infections \n0.0\n0.2\n0.4\n0.6\n0.8\n1.0\n1.2\n1.4\n2010-11\n2011-12\n2012-13\n2013-14\n2014-15\n2015-16\n2016-17\n2017-18\n2018-19\n2019-20\n2020-21\n‡ÅŜì\u0002Ŋìō\u0002ƔƓǨƓƓƓ\u0002ĮááŢŊċìç\u0002àìç\u0002çÅſŔǤ\nSource: System Information and Analytics Branch, NSW Ministry \nof Health.\nThe above graph shows the aggregate rate of healthcare \nassociated Staphylococcus aureus bloodstream infections \n(SA-BSI) for NSW public hospitals. \nThe data includes both methicillin-resistant and \nmethicillin-sensitive isolates. The rate of SA-BSI has \ndecreased from 1.3 per 10,000 occupied bed days \nin 2010-11 to 0.71 per 10,000 occupied bed days in \n2020-21. The overall rate of SA-BSI in NSW has remained \nbelow the national benchmark of less than two cases \nper 10,000 bed days.\nNSW Health\t\nAnnual Report 2020-21   :  Appendix   :  page 305\n\n\nAppendix 2\nWorkforce \nstatistics\nNumber of full-time equivalent \nstaff (FTE) employed in the \nNSW public health system\n \nJune 2021\nMedical\n13,350\nNursing\n51,794\nAllied health \n11,462\nOther professionals and paraprofessionals\n3,179\nScientific and technical clinical support \n6,810\nOral health practitioners and therapists\n1,316\nAmbulance officers\n4,764\nSub-total clinical staff\n92,675\nCorporate services\n5,441\nClinical support\n19,170\nHotel services\n8,681\nMaintenance and trades\n857\nOther\n332\nSub-total other staff\n34,481\nTotal\n127,156\nSource: Statewide Management Reporting Service (SMRS).\nNotes: 1. FTE calculated as the last fortnight in June, paid \nproductive and paid unproductive hours. 2. Includes full-time \nequivalent (FTE) salaried staff employed with local health \ndistricts, Sydney Children’s Hospitals Network, Justice Health \nand Forensic Mental Health Network, NSW Health Pathology, \nHealthShare NSW, NSW Ambulance, eHealth NSW and Albury \nWodonga Health. All non-salaried staff such as Visiting Medical \nOfficers (VMO) and other contracted staff are excluded. \n3. Staff employed by Third Schedule affiliated health \norganisations, non-government organisations and other service \nproviders funded by NSW Health are not reported in the NSW \nMinistry of Health’s annual report. 4. Rounding of staff numbers \nto the nearest whole number in this table may cause minor \ndifferences in totals. 5. IT project implementation staff are \nincluded in clinical support. 6. The COVID-19 pandemic may \nresult in additional or alternate care delivery requirements, which \nmay affect the current reporting of NSW Health workforce \nnumbers in lieu of normal variations. 7. Non-Emergency Patient \nTransport Officers (NEPTO) were realigned to the treasury group \n‘clinical support’ from ‘scientific and technical clinical support’ \n(approximately 230 FTE).\nNumber of full-time equivalent \nstaff (FTE) employed in other \nNSW Health organisations\nJune 2021\nNSW Health organisations supporting \nthe public health system*\n2,071\nHealth Professional Councils Authority\n168\nMental Health Review Tribunal\n35\n*Includes the NSW Ministry of Health, Clinical Excellence \nCommission, Bureau of Health Information, Health Education \nand Training Institute, Agency for Clinical Innovation, Health \nAdministration Corporation – Health Infrastructure, Health \nSystem Support Group and Cancer Institute NSW. \nHistorical figures NSW \npublic health system\n \nJune 2018\nJune 2019\nJune 2020\nMedical\n12,137\n12,503\n12,997\nNursing\n48,286\n49,353\n49,889\nAllied health \n10,445\n10,697\n11,084\nOther professionals \nand paraprofessionals\n3,057\n3,093\n3,064\nScientific and \ntechnical clinical \nsupport\n6,650\n6,758\n6,909\nOral health \npractitioners and \ntherapists\n1,332\n1,337\n1,369\nAmbulance officers\n4,150\n4,241\n4,644\nSub-total clinical staff\n86,056\n87,983\n89,956\nCorporate services\n5,248\n5,219\n 5,428 \nClinical support\n16,340\n17,118\n17,389\nHotel services\n8,189\n8,271\n8,579\nMaintenance and trades\n865\n864\n856\nOther\n349\n330\n329\nSub-total other staff\n30,991\n31,801\n32,582\nTotal\n117,047\n119,784\n122,538\nSource: Statewide Management Reporting Service (SMRS).\nNotes: 1. FTE is last fortnight in June – paid productive and paid \nunproductive hours. 2. Includes full-time equivalent (FTE) \nsalaried staff employed with local health districts, Sydney \nChildren’s Hospitals Network, Justice Health and Forensic \nMental Health Network, NSW Health Pathology, HealthShare \nNSW, Ambulance NSW, eHealth NSW and Albury Wodonga \nHealth. All non-salaried staff such as Visiting Medical Officers \n(VMO) and other contracted staff are excluded. 3. Staff \nemployed by Third Schedule affiliated health organisations, \nnon-government organisations and other service providers \nfunded by NSW Health are not reported in the Ministry of \nHealth’s annual report. 4. Rounding of staff numbers to the \nnearest whole number in this table may cause minor differences \nin totals. 5. IT project implementation staff are included in \nclinical support.\t\nNSW Health\t\nAnnual Report 2020-21   :  Appendix   :  page 306\n\n\nNumber of full-time equivalent \nstaff (FTE) employed in other \nNSW Health organisations\nJune 2018\nJune 2019\nJune 2020\nNSW Health \norganisations \nsupporting the public \nhealth system*\n1,584\n1,787\n1,797\nHealth Professional \nCouncils Authority\n112\n134\n143\nMental Health Review \nTribunal\n29\n31\n34\nSource: Statewide Management Reporting Service (SMRS).\n*Includes NSW Ministry of Health, Clinical Excellence \nCommission, Bureau of Health Information, Health Education \nand Training Institute, Agency for Clinical Innovation, Health \nAdministration Corporation – Health Infrastructure, Health \nSystem Support Group and Cancer Institute NSW. \nRegistered practitioners\nProfession\n NSW1\nAboriginal and Torres Strait Islander \nhealth practitioner \n179\nChinese medicine practitioner\n1,959\nChiropractor\n1,945\nDental practitioner\n7,420\nMedical practitioner\n38,874\nMedical radiation practitioner \n5,931\nMidwife\n1,677\nNurse\n115,353\nNurse and midwife1\n8,123\nOccupational therapist \n7,015\nOptometrist\n2,064\nOsteopath\n632\nParamedic\n5,525\nPharmacist\n10,509\nPhysiotherapist\n11,009\nPodiatrist2\n1,631\nPsychologist\n13,541\nSource: Australian Health Practitioner Regulation Agency, \nJune 2021.\t\nNotes: 1. Registrants who hold dual registration as both a nurse \nand a midwife. 2. Throughout this report, the term ‘podiatrist’ \nrefers to both podiatrists and podiatric surgeons unless \notherwise specified. 3. The 2020-21 data includes practitioners \nregistered on the temporary pandemic sub-register created in \nresponse to the COVID-19 pandemic.\nAboriginal staff as a \nproportion of total staff\n2.0\n2.5\n3.0\n2017-18\n2018-19\n2019-20\n2020-21\n%\nSource: Public Service Commission data collection 2020-21.\nNote: NSW Public Health System. \nExcludes Third Schedule facilities. \n*Note from the PSC Diversity Report 2020: The NSW Public \nSector Aboriginal Employment Strategy 2014-17 introduced \nan aspirational target of 1.8 per cent by 2021 for each of the \nsector’s salary bands. If the aspirational target of 1.8 per cent \nis achieved in salary bands not currently at or above 1.8 per cent, \nthe cumulative representation of Aboriginal employees in the \nsector is expected to reach 3.3 per cent (original overall target \nis 2.6 per cent).\nAboriginal staff by salary band\n0.0\n5.0\n10.0\n15.0\n20.0\n25.0\n30.0\n$0 - $49,470\n$49,470 - $64,973\n$64,973 - $72,635\n$72,635 - $91,916\n$91,916 - $118,863\n$118,863 - $148,578\n $148,578 > (Non-SES)\n$148,578 > (SES)\nOverall\nATSI %\n%\nAspirational Target *\nSource: Public Service Commission data collection 2020-21.\nNote: NSW public health system. \nExcludes Third Schedule facilities. \n*Note from the PSC Diversity Report 2020: The NSW Public \nSector Aboriginal Employment Strategy 2014-17 introduced \nan aspirational target of 1.8 per cent by 2021 for each of the \nsector’s salary bands. If the aspirational target of 1.8 per cent is \nachieved in salary bands not currently at or above 1.8 per cent, \nthe cumulative representation of Aboriginal employees in the \nsector is expected to reach 3.3 per cent (original overall target \nis 2.6 per cent).\nNSW Health\t\nAnnual Report 2020-21   :  Appendix   :  page 307\n\n\nStaff turnover\t\nFactors influencing staff turnover include remuneration \nand recognition, employer/employee relations and \npractices, workplace culture and organisational \nstructure. Monitoring turnover rates over time enables \nthe identification of areas of concern and development \nof strategies to reduce turnover.\nThe desired outcome is to reduce turnover rates within \nacceptable limits to increase staff stability. For June 2021, \nthe staff turnover rate was 8.4 per cent – an increase \nfrom 7.9 per cent in June 2020.\nNon-casual staff turnover rate \nby treasury group – FY 2020-21\n0.0%\n2.0%\n4.0%\n6.0%\n8.0%\n10.0%\n12.0%\nNursing\nMedical**\nAllied health\nOther professionals\nand paraprofessionals\nand support staff\nOverall*\nMaintenance and trades\nHotel services\nClinical support\nand corporate services\nAmbulance staff\nOral health practitioners \nand support workers \nScientific and technical\nclinical support staff\nSource: Public Service Commission data collection. \nNote: *Excludes Third Schedule facilities, ‘Other’ treasury group \nand Junior Medical Officers. **Excluding Junior Medical Officers \n(JMOs are on a term contract). Health system average inclusive \nof all health districts, NSW Ministry of Health, Health pillars, \nHealthShare NSW, eHealth NSW, Justice Health and Forensic \nMental Health Network, NSW Health Pathology, Cancer Institute \nNSW, Albury Wodonga Health and NSW Ambulance.\nSick leave\nEffective people management and monitoring helps \nreduce the amount of sick leave staff take. This in turn \nhelps reduce the need for, and cost of, replacing staff \nand prevents the potential negative effect on service \ndelivery where replacement staff are not readily available. \nSick leave per FTE increased slightly from 62.65 hours \nper FTE in 2019-20 to 64.65 hours per FTE in 2020-21.\nSick leave hours per full-time equivalent\n 15\n 30\n 45\n 60\n 75\n2018-19\n2019-20\n2020-21\nHours\nSource: MOH-Statewide Management Reporting System (SMRS).\nNote: Excludes Third Schedule facilities and casual \nemployees. Health system average inclusive of all health \ndistricts, NSW Ministry of Health, Health pillars, HealthShare \nNSW, eHealth NSW, Justice Health and Forensic Mental \nHealth Network, NSW Health Pathology, Cancer Institute \nNSW, Albury Wodonga Health and NSW Ambulance.\nOverseas visits\nDue to the COVID-19 pandemic, there have been \nno overseas visits for Ministry employees travelling \non Ministry-related activities.\nKey policies 2020-21\nThe following policies were implemented in 2020-21.\nPolicy number\nPolicy name\nPD2020_023\nStaff Specialist Emergency Physicians \n– Remuneration Arrangements for the Period \nto June 2021\nPD2020_040\nPrevention and Management of Workplace \nBullying in NSW Health\nPD2020_041\nPrevention and Management of Unacceptable \nWorkplace Behaviours in NSW Health JMO \nModule\nPD2020_044\nManaging Child Related Allegations, Charges \nand Convictions Against NSW Health Staff\nPD2021_17\nService Check Register for NSW Health\nNSW Health\t\nAnnual Report 2020-21   :  Appendix   :  page 308\n\n\nWorkers compensation\nNSW Ministry of Health – Categories of accepted workers compensation claims\nInjury or illness\n2012-13\n2013-14\n2014-15\n2015-16\n2016-17\n2017-18\n2018-19\n2019-20\n2020-21\nBody stressing\n8\n2\n3\n1\n0\n0\n0\n 2\n 2\nSlip, trip, fall\n2\n3\n3\n1\n2\n0\n6\n 3\n 0\nHitting objects\n0\n0\n1\n1\n0\n0\n1\n 0\n 0\nPsychological\n2\n0\n2\n5\n2\n0\n6\n 4\n 6\nMotor vehicle\n0\n0\n0\n0\n0\n0\n0\n 1\n 0\nOther\n1\n0\n0\n2\n0\n0\n0\n 0\n 0\nTotal\n13\n5\n9\n10\n4\n0\n13\n 10\n 8\nNSW Ministry of Health – Number of new claims each year\nYear\n2012-13\n2013-14\n2014-15\n2015-16\n2016-17\n2017-18\n2018-19\n2019-20\n2020-21\nNew claims\n13\n5\n9\n10\n4\n0\n13\n 10\n 8\nAward changes and \nindustrial relations claims\nWage increases\nUnions sought a wage increase for NSW Health staff of \n2.5 per cent for the period 1 July 2020 to 30 June 2021, \nas the NSW Government submitted that wage increases \nshould not occur due to the economic impacts of the \nCOVID-19 pandemic. \nThe NSW Industrial Relations Commission awarded a \n0.3 per cent wage increase to NSW Health Awards \nfollowing arbitration. For paramedics, the Commission also \nawarded an additional bonus amount being the difference \nbetween $1000 and the 0.3 per cent wage increase.\nNursing hours per patient day \nThe NSW Government committed to increase the \n‘Nursing Hours per Patient Day’ minimum award staffing \nrequirements over four years from 2019-20. NSW Health \nimplemented the second year of the commitment this year.\nPatient Transport Officer \ntraining arrangements\nThe Ministry made an application for the Award to be \nvaried to modernise and clarify its qualification and \ntraining requirements for Patient Transport Officers. If not \nsettled beforehand, this dispute will be arbitrated in the \nIndustrial Relations Commission in late September 2021.\nParamedics Claim for a New \nTransitional Benefits Award\nThe NSW Industrial Relations Commission rejected the \nunion claim, which sought a new Award for Paramedics, \nproviding a new allowance to compensate employees \nfor reduced overtime as a result of enhanced staffing \nnumbers as part of the Statewide Enhancement Program. \nBroken Hill Award application\nThe Ministry filed an award application for the staff \nof the Broken Hill Health Service, with the Award seeking \nto grandfather beneficial conditions existing staff \npresently have while employing new staff under the \nrelevant state award. \nIn January 2021, the Industrial Relations Commission \nissued its decision, setting down the principles for the new \nAward. The new Award is subject to ongoing discussions \nbetween the Ministry, the Health Services Union and the \nBarrier Industrial Council. The new Award will provide \nclarity around conditions of employment and replace an \noutdated 1997 Industrial agreement between the parties, \nwhich continues to be the cause of ongoing disputation \nbetween the parties. \nASMOF claim for Registrar \nclassification dispute mechanism\nThe Australian Salaried Medical Officers Federation of \nNSW (ASMOF) lodged a dispute in the NSW Industrial \nRelations Commission about the classification of \nRegistrars in local health districts. ASMOF seek to vary the \nMedical Officers’ Award to remove the requirement of \nthree years’ postgraduate experience for a Medical \nOfficer to be classified as a Registrar. The matter is listed \nfor hearing in November 2021.\nNSW Health\t\nAnnual Report 2020-21   :  Appendix   :  page 309\n\n\nASMOF claim to maintain non-standard \narrangements for Western Sydney \nLocal Health District Radiologists\nNSW Ministry of Health is seeking to remove unauthorised \nindustrial arrangements covering radiology staff \nspecialists at Western Sydney Local Health District dating \nback to 1999. The arrangements are being maintained \nuntil the matter is determined by the NSW Industrial \nRelations Commission as the status quo provisions of the \nAward have been invoked.\nExcess travel allowance dispute \nOn 8 March 2021, the Industrial Relations Commission \ndetermined that staff who were transferred temporarily \nto a new location were entitled under the Award to \nthe excess fare and travel provisions for the duration \nof the transfer.\nSection 19 Award Reviews and further \naction on the Infectious Cleaning Allowance\nThe Ministry filed submissions and evidence and \nparticipated in a full bench arbitration in November 2020. \nFurther conciliation efforts after the arbitration were \nunsuccessful.\nOn 30 June 2021, the Full Bench handed down its decision \nand proposed an updated infectious cleaning cause. The \nparties have an opportunity to raise comments or \nconcerns about the proposed clause and file a further \nvariation application if necessary.\nRestructuring processes with \nredundancy/excess staff implications\nOngoing advice and management has been provided to \nlocal health districts and public health organisations \nrelating to their workforce change proposals. Major \nchange processes included the Bulli Hospital restructure, \nIllawarra Shoalhaven Local Health District Anatomical \nPathology Commissioning, Gloucester Aged Care \ntransition to AnglicanCare, the closure of Liverpool Aged \nCare Respite Care Centre, the Mental Health Line \noutsourcing to MediBank and the restructure in Southern \nNSW Local Health District.\nAppeal of NSW Industrial Relations \nCommission decision in relation \nto On Call Allowance\nThe Secretary, NSW Health appealed the NSW Industrial \nRelations Commission’s decision which required the \ncontinued payment of an on-call allowance to staff that \nwere not required to be on call as per the Award. The \nCommission’s decision has not yet been handed down. \nPublic Service senior \nexecutives 2020-21\nThe table below details the number of senior executives \nemployed, and those temporarily assigned, seconded \nor acting in a senior executive role at the end of the \nreporting year.\nBand \n2020\n2021\nFemale\nMale\nFemale\nMale\nBand 4\n1\n0\n1\n 0\nBand 3\n4\n3\n2\n4\nBand 2\n16\n9\n15\n11\nBand 1\n48\n27\n44\n25\nTotals\n69\n39\n62\n40\n108\n102\nBand \nRange\nAverage \nremuneration\n2020\n2021\nBand 4\n$487,051 – $562,650\n$599,000\n$599,000\nBand 3\n$345,551 – $487,050\n$476,182\n$480,338\nBand 2\n$274,701 – $345,550\n$308,744\n$305,777\nBand 1\n$192,600 – $274,700\n$221,628\n$221,603\nTwenty per cent of the NSW Ministry of Health’s employee-\nrelated expenditure in 2021 was related to senior executives, \ncompared with 22 per cent in 2020*.\n*Total employee-related expenses have been calculated \nadjusting the expense for the Agency Performance Adjustment \n(APA) for Workers Compensation Insurance to reflect the NSW \nMinistry of Health portion only.\n \nNSW Health\t\nAnnual Report 2020-21   :  Appendix   :  page 310\n\n\nAppendix 3\nPublic hospital activity levels\nSelected data for the year ended June 2021 Part 1 1,2\nLocal health districts\nSeparations \nPlanned \nseparation\nper cent\nSame-day \nseparation\nper cent\nTotal bed\n days \nAverage \nlength of \nstay \n(acute)3, 6\nDaily average \nof inpatients4\nJustice Health and Forensic Mental Health Network\n1,013\n94.2\n60.8\n25,088\n9.8\n69\nSydney Children’s Hospitals Network\n56,132\n50.2\n49.9\n150,866\n2.5\n413\nSt Vincent’s Health Network\n44,552\n55.6\n58.0\n165,115\n3.0\n452\nSydney Local Health District\n166,554\n48.4\n47.8\n598,411\n2.9\n1,639\nSouth Western Sydney Local Health District\n244,083\n46.7\n47.6\n806,987\n2.7\n2,211\nSouth Eastern Sydney Local Health District\n196,523\n42.8\n48.2\n659,700\n2.8\n1,807\nIllawarra Shoalhaven Local Health District\n93,720\n41.4\n41.6\n389,468\n3.1\n1,067\nWestern Sydney Local Health District\n183,358\n45.6\n48.5\n625,370\n2.8\n1,713\nNepean Blue Mountains Local Health District\n85,830\n40.5\n39.3\n318,645\n3.0\n873\nNorthern Sydney Local Health District\n117,880\n36.5\n40.3\n495,166\n3.2\n1,357\nCentral Coast Local Health District\n92,529\n39.0\n42.3\n342,532\n3.0\n938\nHunter New England Local Health District\n225,875\n46.2\n43.1\n787,624\n3.0\n2,158\nNorthern NSW Local Health District\n101,505\n47.0\n48.1\n313,684\n2.5\n859\nMid North Coast Local Health District\n78,732\n47.9\n50.1\n247,163\n2.6\n677\nSouthern NSW Local Health District\n49,883\n52.5\n49.7\n144,749\n2.2\n397\nMurrumbidgee Local Health District\n66,859\n54.5\n43.9\n207,534\n2.4\n569\nWestern NSW Local Health District\n87,038\n43.3\n43.6\n280,286\n2.6\n768\nFar West Local Health District\n8,653\n53.9\n50.7\n25,175\n2.2\n69\nTotal NSW\n1,900,719\n45.4\n46.1\n6,583,563\n2.8\n18,037\n2019-20 Total\n1,830,062\n43.7\n45.0\n6,802,115\n3.0\n18,636\nPercentage change (%)\n3.9\n1.8\n1.1\n-3.2\n-4.9\n-3.2\n2018-19 Total\n1,912,489\n43.2\n44.2\n7,276,803\n3.1\n19,936\n2017-18 Total\n1,918,130\n42.9\n44.3\n7,219,575\n3.0\n19,780\n2016-17 Total\n1,961,400\n41.3\n45.2\n6,982,063\n3.0\n19,129\n2015-16 Total\n1,886,668\n41.5\n44.9\n6,983,473\n3.2\n19,133\n2014-15 Total\n1,840,632\n41.9\n44.8\n6,815,650\n3.3\n18,673\n2013-14 Total\n1,803,458\n41.8\n44.4\n6,650,650\n3.2\n18,221\n2012-13 Total\n1,737,103\n41.5\n43.7\n6,551,065\n3.3\n17,948\n2011-12 Total\n1,682,685\n41.3\n43.3\n6,490,848\n3.4\n17,783\n2010-11 Total\n1,629,572\n41.6\n43.1\n6,389,471\n3.5\n17,505\n2009-10 Total\n1,598,991\n41.6\n43.2\n6,429,314\n3.6\n17,615\nNSW Health\t\nAnnual Report 2020-21   :  Appendix   :  page 311\n\n\nSelected data for the year ended June 2021 Part 2 1,2\nLocal health districts\nOccupancy rate5 \nJune 21\nAcute bed \ndays6\nAcute \novernight \nbed days6\nNon-admitted \npatient service \nevents7\nEmergency \ndepartment \nattendances\nJustice Health and Forensic Mental Health Network\nn/a\n 8,302 \n7,687\n329,208\nn/a\nSydney Children’s Hospitals Network\n89.0%\n 137,986 \n110,824\n592,989\n97,698\nSt Vincent’s Health Network\n102.5%\n 125,470 \n99,928\n389,138\n45,497\nSydney Local Health District\n84.4%\n 475,233 \n396,626\n3,109,988\n164,184\nSouth Western Sydney Local Health District\n94.6%\n 657,159 \n541,265\n1,475,156\n288,600\nSouth Eastern Sydney Local Health District\n98.2%\n 501,151 \n414,175\n1,569,482\n227,130\nIllawarra Shoalhaven Local Health District\n96.1%\n 275,000 \n236,094\n880,608\n168,371\nWestern Sydney Local Health District\n97.3%\n 508,192 \n419,874\n1,598,472\n199,231\nNepean Blue Mountains Local Health District\n88.2%\n 245,565 \n211,962\n849,188\n132,101\nNorthern Sydney Local Health District\n94.1%\n 346,044 \n299,728\n1,302,031\n278,106\nCentral Coast Local Health District\n92.7%\n 265,184 \n226,203\n764,506\n153,163\nHunter New England Local Health District\n75.7%\n 658,697 \n561,666\n2,523,517\n450,113\nNorthern NSW Local Health District\n91.0%\n 244,395 \n195,660\n711,573\n210,291\nMid North Coast Local Health District\n90.0%\n 197,667 \n158,361\n586,571\n140,095\nSouthern NSW Local Health District\n79.9%\n 101,348 \n76,715\n417,646\n114,529\nMurrumbidgee Local Health District\n80.8%\n 156,468 \n127,163\n503,489\n139,262\nWestern NSW Local Health District\n72.0%\n 220,761 \n182,954\n735,194\n237,777\nFar West Local Health District\n78.3%\n 17,897 \n13,524\n120,344\n22,739\nTotal NSW\n89.0%\n 5,142,519 \n4,280,409\n18,459,100\n3,068,887\n2019-20 Total\n88.4%\n 5,119,777 \n 4,311,129 \n 14,760,683 \n 2,920,483 \nPercentage change (%)\n0.6%\n0.4\n-0.7\n25.1\n5.1\n2018-19 Total\n0.9\n 5,536,493 \n 4,706,766 \n 16,367,143 \n 2,980,872 \n2017-18 Total\n90.3\n 5,459,506 \n 4,632,188 \n 15,701,453 \n 2,880,708 \n2016-17 Total\n90.7\n 5,631,650 \n 4,768,339 \n 15,212,465 \n 2,784,731 \n2015-16 Total\n89.9\n 5,840,865 \n 5,009,910 \n 13,478,446 \n 2,733,853 \n2014-15 Total\n85.2\n5,675,482\n4,865,590\n2,692,838\n2013-14 Total\n89.0\n5,533,491\n4,746,307\n2,656,302\n2012-13 Total\n87.8\n5,484,364\n4,735,991\n2,580,878\n2011-12 Total\n88.6\n5,475,789\n4,757,507\n2,537,681\n2010-11 Total\n89.1\n5,449,313\n4,757,219\n2,486,026\n2009-10 Total\n88.3\n5,549,809\n4,869,508\n2,442,982\nNote: 1. Data sourced from Health Information Exchange (HIE). The number of separations includes care type changes. 2. Activity \nincludes services contracted to private sector. Data reported are as at 08/08/2021. 3. Acute average length of stay = (Acute bed days/\nAcute separations). 4. Daily average of inpatients = Total Bed Days/365. 5. Bed occupancy rate is based on June data only. Facilities \nwith peer groups other than A1 to C2 are excluded. The following bed types are excluded from all occupancy rate calculations: \nemergency departments, delivery suites, operating theatres, hospital in the home, recovery wards, residential aged care, community \nresidential and respite activity. 6. Acute activity is defined by a service category of acute or newborn. Results for Acute separations \nand bed days from 2018-19 onwards may not be directly comparable to previous years due to the impact of the implementation of the \nMental Health Care Type classification. 7. Service events measured from aggregate of patient level and summary data submissions \nfor each non-admitted service/clinic. Pathology services are not included. Data for previous years is not comparable. Data as at \n27/08/21. Source: EDWARD.\n \nNSW Health\t\nAnnual Report 2020-21   :  Appendix   :  page 312\n\n\nAppendix 4\nMental Health\nSection 108 of the NSW Mental Health Act 2007 \nIn accordance with section 108 of the NSW Mental \nHealth Act 2007 the tables presented here provide an \noverview of mental health activities and performance \nin mental health public hospitals for 2020-21 in relation to:\na)\t \u0007\nachievements during the reporting period in mental \nhealth service performance\nb)\t \u0007\ndata relating to the utilisation of mental health \nresources.\nTable 1 provides data against a set of measures for \nhospital activities related to bed utilisation (availability \nand occupancy of beds), hospital separations (same day \nand overnight), and community contacts. Activity measure \nis based on all acute, sub-acute and non-acute mental \nhealth facilities.\nTable 2 provides rates for three national key performance \nindicators (KPIs). These indicators measure effectiveness \n(28 days readmission rate), appropriateness (seclusion rate, \nduration and frequency) and continuity (seven days post \ndischarge community care) of care in acute mental health \nservice.\nTable 1 includes indicators only for services directly funded \nthrough the Mental Health program. National reports on \nmental health also include data from a small number of \nservices funded by other funding programs (for example, \nPrimary Care, Rehabilitation and Aged Care). Therefore, the \nnumbers reported here may differ from those in national \nreports (for example, Report on Government Services, Mental \nHealth Services in Australia, National Mental Health \nCommission National Report).\nTable 1. Mental Health – hospital and community activity 2020-21\nPublic psychiatric hospitals, co-located psychiatric units in public hospitals and specialist mental health community team \nactivity.\nLocal health districts and health networks\nAverage \navailable \nbeds1\nAverage \noccupied \nbeds2\nSame-day \nseparations3 \nOvernight \nseparations4\nSpecialist \nmental health \ncommunity \ncontacts5\nJustice Health and Forensic Mental Health Network\n231\n208\n4\n540\n426,158\nSydney Children’s Hospitals Network\n15\n13\n23\n443\n52,813\nSt Vincent’s Health Network\n47\n41\n62\n1,230\n51,435\nSydney Local Health District\n249\n225\n790\n3,526\n343,154\nSouth Western Sydney Local Health District\n203\n193\n268\n4,217\n578,643\nSouth Eastern Sydney Local Health District\n177\n158\n157\n3,168\n722,504\nIllawarra Shoalhaven Local Health District\n125\n101\n52\n2,404\n325,192\nWestern Sydney Local Health District\n320\n277\n465\n4,092\n408,663\nNepean Blue Mountains Local Health District\n85\n77\n71\n2,108\n169,292\nNorthern Sydney Local Health District\n323\n267\n254\n2,850\n881,643\nCentral Coast Local Health District\n84\n68\n46\n1,590\n602,098\nHunter New England Local Health District\n324\n263\n143\n5,113\n504,553\nNorthern NSW Local Health District\n89\n81\n18\n1,653\n352,567\nMid North Coast Local Health District\n72\n72\n33\n1,506\n183,772\nSouthern NSW Local Health District\n70\n47\n108\n1,324\n155,120\nMurrumbidgee Local Health District\n62\n42\n15\n961\n187,174\nWestern NSW Local Health District\n170\n134\n45\n1,663\n295,545\nFar West Local Health District\n16\n11\n9\n269\n93,703\nNSW – Total\n2,663\n2,278\n2,563\n38,657\n6,334,029\n2019-206\n2,683\n2,282\n2,613\n38,048\n5,936,566\n2018-19\n2,744\n2,340\n2,512\n39,244\n5,828,793\n2017-18\n2,782\n2,409\n3,511\n40,254\n5,676,819\n2016-17\n2,803\n2,392\n4,056\n42,008\n5,227,475\nNSW Health\t\nAnnual Report 2020-21   :  Appendix   :  page 313\n\n\nDefinitions: 1. ‘Average available beds’ are the average of 365 nightly census counts. This data is extracted from the Bed Reporting \nSystem by System Information and Analytics (SIA) Branch, NSW Health. An available bed is one that is staffed, open and available \nfor admission of a patient. 2. ‘Average occupied beds’ are calculated from the total Occupied Overnight Bed Days for the year. \nHigher numbers of occupied beds than available can sometimes be reported due to use of surge beds to cope with high demands. \n1,2. Components may not add to total in NSW due to rounding error. 3. ‘Same-day separations’ are those where the hospital episode \nbegins and ends on the same day. 4. ‘Overnight separations’ are episodes of hospital care where the person stays at least one night in \nhospital, and are concluded by discharge, death, transfer to another hospital or change to a different type of care at the same hospital. \n5. Ambulatory mental health care includes all care provided by specialist mental health services for people who are not inpatients of \nmental health units at the time of care. 6. Revised ambulatory contacts, NSW 2019-20.\nTable 2. Mental Health – Acute Indicators 2020-21\nRates of 28 days readmission, seven days post discharge community care, seclusion rate, duration and frequency in \nmental health service.\nLocal health district, network and hospital\n28 days \nreadmission \nrate (%)1\n7 days \npost-\ndischarge \ncommunity \ncare rate (%)2\nSeclusion \nrate3\nSeclusion \naverage \nduration4\nSeclusion \nfrequency (%)5\nJustice Health and Forensic Mental Health Network\n23\n19.1\n23.7\n11.9\n46.8\nForensic Hospital\n21.1\n5.3\n23.7\n11.9\n46.8\nLong Bay6\n13.8\n27.5\nMRRC6\n28.3\n17.5\nSilverwater Women’s Correctional Centre6\n21.8\n16.8\nSydney Children’s Hospitals Network\n21.7\n82.7\n5.4\n0.5\n1.1\nChildren’s Hospital at Westmead\n20\n83\n0\n0\n0\nSydney Children’s Hospital Randwick\n23.8\n82.3\n10.1\n0.5\n1.5\nSt Vincent’s Health Network\n19.1\n64.9\n1.8\n1.1\n1.6\nSt Joseph’s\n6.5\n91.3\n0\n0\n0\nSt Vincent’s\n19.7\n63.8\n2.2\n1.1\n1.6\nSydney Local Health District\n15.3\n78.6\n9.2\n12.7\n5.8\nConcord\n17\n79.3\n12.1\n14.4\n9\nRoyal Prince Alfred\n13.3\n77.7\n3.9\n3\n2.2\nSouth Western Sydney Local Health District\n17.2\n78.6\n6.8\n6.6\n4.3\nBankstown\n18.3\n81\n8.1\n4\n5.8\nBraeside\n7.9\n80.9\n0\n0\n0\nCampbelltown\n17.8\n81.1\n2\n1.4\n1.5\nLiverpool\n16.6\n74\n13.4\n8.4\n6.8\nSouth Eastern Sydney Local Health District\n17.1\n83.6\n2.4\n5\n1.7\nPrince of Wales\n15.5\n77.1\n1.4\n7.1\n1.1\nSt George\n18.2\n88.2\n2.7\n6.8\n1.5\nSutherland\n18.4\n89.2\n5\n2.3\n3.5\nIllawarra Shoalhaven Local Health District\n13.6\n84.6\n5.7\n3.7\n4.1\nShellharbour\n14.4\n83.5\n7\n3.8\n4.7\nWollongong\n12.5\n86\n4.1\n3.5\n3.3\nWestern Sydney Local Health District\n16\n83.6\n6.5\n10.5\n5\nBlacktown\n18\n85.4\n4.3\n5.9\n2.5\nCumberland\n15.5\n80.5\n9.4\n11.3\n7.6\nWestmead\n11.3\n90.5\n0\n0\n0\nNepean Blue Mountains Local Health District\n20.3\n76.3\n5.6\n7.6\n4.4\nBlue Mountains\n14.1\n84.5\n1\n4.4\n1\nNepean\n21.3\n75\n6.5\n7.7\n4.9\nNorthern Sydney Local Health District\n11.5\n87.9\n2.6\n2.4\n1.8\nNSW Health\t\nAnnual Report 2020-21   :  Appendix   :  page 314\n\n\nLocal health district, network and hospital\n28 days \nreadmission \nrate (%)1\n7 days \npost-\ndischarge \ncommunity \ncare rate (%)2\nSeclusion \nrate3\nSeclusion \naverage \nduration4\nSeclusion \nfrequency (%)5\nGreenwich\n8.7\n87.4\n0\n0\n0\nHornsby\n11.9\n86.9\n4.9\n2.2\n3\nMacquarie\n13.5\n89.4\n0.4\n3.3\n0.9\nRoyal North Shore\n11.2\n88.9\n1.3\n3.2\n1.2\nCentral Coast Local Health District\n9.4\n77.5\n5\n2.5\n5.4\nGosford\n7.8\n70.7\n5.1\n1.5\n5.3\nWyong\n10.3\n81.1\n5\n3.1\n5.4\nHunter New England Local Health District\n13.9\n77.3\n8.9\n4.6\n4.4\nArmidale\n12.5\n92\n0\n0\n0\nHNE Mater\n13.6\n75.7\n11\n5.7\n5\nJohn Hunter\n15.5\n94.6\n3.6\n3.1\n0.6\nMaitland\n13\n68.1\n11.8\n2.4\n8.2\nManning\n11.3\n78.6\n2.8\n1.2\n2.2\nMorisset\n15.4\n61.5\n3.1\n3.2\n13.6\nTamworth\n16.7\n75.4\n6.5\n2.2\n3.3\nNorthern NSW Local Health District\n12.6\n71.6\n3\n3.5\n2.8\nLismore\n11.2\n69.4\n4\n3.7\n4.1\nTweed\n14.1\n74\n1.3\n2.6\n1.4\nMid North Coast Local Health District\n16.1\n77.5\n3.2\n7.9\n2.1\nCoffs Harbour\n14.6\n76.4\n3.6\n8.4\n2.7\nKempsey\n16.1\n81.8\n0\n0\n0\nPort Macquarie\n19.6\n76.1\n4.2\n6.6\n2.7\nSouthern NSW Local Health District\n13\n74.9\n1.8\n1.2\n1\nGoulburn\n13.2\n77.2\n2.5\n1.3\n1\nSouth East Regional\n12.7\n69.3\n0.7\n0.6\n0.9\nMurrumbidgee Local Health District\n10.5\n78.1\n1.4\n0.7\n1.1\nWagga Wagga\n10.5\n78.1\n1.4\n0.7\n1.1\nWestern NSW Local Health District\n12.5\n75.7\n1.7\n0.7\n1.6\nBathurst\n0\n85.7\n0\n0\n0\nDubbo\n11.2\n65\n0.4\n2.2\n0.3\nOrange Health Service\n13.2\n77.8\n2\n0.7\n1.9\nFar West Local Health District\n21.3\n90\n12.4\n2.3\n7.6\nBroken Hill\n21.3\n90\n12.4\n2.3\n7.6\nNSW – Total\n15.2\n78.3\n5.6 (6.1)\n7.3 (7.8)\n3.7 (3.8)\n2019-20\n15\n76.9\n6.1 (7.9)\n6.3 (8.9)\n4.1 (4.2)\n2018-19\n14.6\n75.1\n5.5 (6.0)\n5.6 (12.7)\n3.7 (3.8)\n2017-18\n14.8\n75.1\n 5.8 (6.0)\n4.7 (11.1)\n4.0 (4.1)\n2016-17\n14.2\n68.9\n 7.0 (6.9)\n 5.5 (11.1)\n4.9 (5.0)\nDefinitions: 1. Overnight separations from acute psychiatric inpatient units that are followed by readmission to the same or another \nacute psychiatric unit. 2. Overnight separations from acute psychiatric inpatient units for which a community mental health contact, \nin which the client participated, was recorded in the seven days following that separation. 3. Rate: Acute Seclusion episodes per 1000 \noccupied bed days. 4. Duration: Average duration of acute seclusion episodes (hours per episode). 5. Frequency: Percent of acute \nmental health hospital stays where seclusion occurred.\nNote: 3,4,5. NSW rate, duration and frequency for seclusion is calculated by including or excluding Justice Health and Forensic \nMental Health Network. Figures in parentheses include Justice Health and Forensic Mental Health Network. 6. Use of seclusion is not \nreported by NSW Health due to shared model of service delivery with Corrective Services NSW.\nNSW Health\t\nAnnual Report 2020-21   :  Appendix   :  page 315\n\n\nThis page intentionally left blank\nNSW Health\t\nAnnual Report 2020-21   :  Appendix   :  page 316\n\n\nCompliance  \nand Glossary\n\n\nCompliance checklist\nNSW annual reporting legislation requires all departments and statutory bodies to present to Parliament an annual report \ncontaining financial and non-financial information on their operational activities. Reporting requirements for specific \npublic entities are contained in the legislation Annual Reports (Departments) Act 1985, Annual Reports (Departments) \nRegulation 2015, Annual Reports (Statutory Bodies) Act 1984 and Annual Reports (Statutory Bodies) Regulation 2015. \nNSW Health’s reporting obligations and disclosure requirements are met in this annual report at: \nSection\nPage\nAims and objectives\nOverview\n3\nAnnual report production cost\nInside front cover\nInside front cover\nBusiness and service hours\nNSW Health organisations\n251\nCharter\nOverview\n2\nConsultants\nFinances\n106\nConsumer response\nManagement and Accountability\n59\nCyber Security Policy attestation\nManagement and Accountability\n69\nDisability Inclusion Action Plan\nManagement and Accountability\n78\nDisclosure of controlled entities\nManagement and Accountability\n62\nEconomic or other factors affecting achievement of operational objectives\nPerformance\n13\nEmployment statistics\nAppendix\n306\nFinancial statements\nFinancial report\n119\nFunds granted\nFinances\n87\nGovernment Information (Public Access) Act\nManagement and Accountability\n64\nHuman resources\nManagement and Accountability\n72\nIdentification of audited financial statements\nFinancial report\n113\nImplementation of price determination\nFinances\n87\nInternal audit and risk management policy attestation\nManagement and Accountability\n61\nLand disposal\nFinances\n110\nLegal change\nManagement and Accountability\n67\nLetter of submission\nPreface\ni\nManagement and activities\nPerformance\n13\nManagement and structure\nOverview\n1\nMulticultural Policies and Services Program\nManagement and Accountability\n79\nOffice addresses and contact numbers\nNSW Health organisations\n251\nOrganisation charts\nOverview\n5, 8, 9, 10, 11\nOverseas travel\nAppendix\n308\nPayment of accounts\nFinances\n108\nPrivacy management\nManagement and Accountability\n71\nPublic interest disclosures\nManagement and Accountability\n64\nResearch and development\nManagement and Accountability\n74\nRisk management and insurance activities\nFinances\n109\nSenior Executive Service – statistics\nAppendix\n310\nSummary review\nPreface\niii\nWebsite address\nInside front cover\nInside front cover\nWorkforce diversity statistics\nManagement and Accountability\n73\nWorkplace health and safety\nManagement and Accountability\n74\nNSW Health\t\nAnnual Report 2020-21   :  Compliance checklist and glossary   :  page 318\n\n\nGlossary\nActivity Based Funding\nActivity Based Funding is a \nmanagement tool which helps plan  \nand assess performance and clinical \nneeds as part of the approach to the \nfunding, purchasing and performance \nof health services. Activity Based \nFunding helps make public health \nfunding more effective because health \nservice management can allocate  \ntheir share of available state and \nCommonwealth funding based on real \nlevels of patient care. The Activity \nBased Funding tool allows public health \nplanners, administrators, consumers \nand clinicians to see how and where \ntaxpayer funding is being allocated.\nAcute care\nShort-term medical treatment, usually \nin a hospital, for patients with an acute \nillness or injury, or recovering from \nsurgery. Acute illness/injury is one that \nis severe in its effect or approaching \ncrisis point, for example acute \nappendicitis.\nAntenatal\nThe period before birth.\nBronchiolitis\nA common chest infection in young \nchildren, caused by a viral infection  \nof the lungs.\nCardiovascular disease \nDiseases of the heart and blood \nvessels.\nChemotherapy\nThe treatment of disease by chemical \nagents, for example, the use of drugs  \nto destroy cancer cells.\nChronic disease\nThe term applied to a diverse group  \nof diseases, such as heart disease, \ncancer, and arthritis, that tend to be \nlong-lasting and persistent in their \nsymptoms or development. Although \nthese features also apply to some \ncommunicable diseases (infections),  \nthe term chronic diseases is usually \nconfined to non-communicable \ndiseases.\nChronic heart failure\nA complex clinical syndrome caused  \nby an abnormality of cardiac structure \nor function. This impairs the ability  \nof the heart to pump blood to meet  \nthe needs of other organs.\nChronic obstructive \npulmonary disease\nA progressive and disabling condition \nthat limits airflow in the lungs.\nClinical governance\nA term to describe a systematic \napproach to maintaining and improving \nthe quality of patient care within a \nhealth system.\nCollaborative Commissioning\nA whole-of-system approach to \nincentivise local autonomy and \naccountability for delivering patient-\ncentred and outcome-focused care in \nthe community.\nCommunicable disease\nIllnesses caused by micro-organisms \nand transmitted from an infected \nperson or animal to another person  \nor animal.\nCommissioning for  \nBetter Value\nA statewide project to shift focus  \nof non-clinical and clinical support \nprojects from outputs to outcomes.\nComPacks Program\nFacilitates safe and early discharge  \nof eligible patients from hospital  \nby providing access to a short-term \npackage of care designed to help them \ngain independence and prevent their \nreadmission to hospital.\nCORE values\nThe values that underpin all NSW \nHealth activity: Collaboration, \nOpenness, Respect and Empowerment.\nCOVID-19 \n2019 Novel coronavirus\nCOVID-19 is caused by SARS-CoV2,  \na new strain of coronavirus that has  \nnot previously been identified in \nhumans. It was first identified in Wuhan, \nHubei Province, China in 2019, where  \nit caused a large and ongoing outbreak. \nIt has been declared a global pandemic. \nThe COVID-19 virus is closely related  \nto a bat coronavirus.\nDelta variant\nA 2020 variant of the COVID-19  \nvirus. The Delta variant is estimated  \nto spread more than twice as easily  \nas the original virus.\nDementia\nA general and worsening loss of brain \npower such as memory, understanding \nand reasoning.\nDiabetes\nRefers to a group of syndromes  \ncaused by a malfunction in the \nproduction and release of insulin by the \npancreas, leading to a disturbance in \nblood glucose levels. Type 1 diabetes  \nis characterised by the abrupt onset of \nsymptoms, usually during childhood, \nand inadequate production of insulin, \nrequiring regular injections to regulate \ninsulin levels. Type 2 diabetes is \ncharacterised by gradual onset \ncommonly between 50 and 60 years \nold, and is usually able to be regulated \nthrough dietary control.\ne-learning\nEducation and training undertaken  \nin electronic media, especially  \nover the internet.\nNSW Health\t\nAnnual Report 2020-21   :  Compliance checklist and glossary   :  page 319\n\n\nElective surgery\nThere are several categories of  \nelective surgery.\n• Category 1: Admission within  \n30 days desirable for a condition  \nthat has the potential to deteriorate \nquickly to the point that it may  \nbecome an emergency.\n• Category 2: Admission within  \n90 days desirable for a condition  \nwhich is not likely to deteriorate \nquickly or become an emergency.\n• Category 3: Admission within  \n365 days acceptable for a condition \nwhich is unlikely to deteriorate  \nquickly, and which has little potential \nto become an emergency.\nElectronic Medical  \nRecord (eMR)\nAn online record that tracks and  \ndetails a patient’s care during the time \nspent in hospital. It is a single database \nwhere patient details are entered  \nonce and then become accessible  \nto all treating clinicians, with authorised \naccess, anywhere in the hospital.\nEnrolled nurse\nAn enrolled nurse is an associate  \nto the registered nurse who \ndemonstrates competence in  \nthe provision of patient-centred care  \nas specified by the registering \nauthority’s licence to practise, \neducational preparation and context  \nof care.\nFinish with the Right Stuff\nA public health program that supports \njunior sporting clubs to provide healthy \nfood and drink options to their players \nand patrons.\nGo4Fun\nNSW Health’s overweight and obesity \ntreatment and information program  \nfor children above a healthy weight \ninvolving children aged seven to  \n13 years and their parents. Go4Fun \nfocuses on developing healthy eating \nhabits, building self-confidence  \nand getting children more active. \nHealthcare Observer\nThe Bureau of Health Information’s \ninteractive health data portal,  \nwhere users can explore, discover  \nand compare information about  \nthe performance of the NSW \nhealthcare system.\nHealtheNet\nThe clinical portal that gives clinicians \nsecure and immediate access to  \nrecent patient medical histories from \nacross NSW local health districts  \nand My Health Record.\nHealthOne\nAn integrated care initiative, where \ngeneral practice and various \ncommunity health services are  \nmade available in a single location  \nto work together for comprehensive \npatient care.\nHepatitis A\nAn acute form of viral hepatitis \ntransmitted by ingesting food or  \ndrink that is contaminated with  \nfaecal matter.\nHepatitis B\nA blood-borne viral disease that can \nresult in serious liver disease such as \ncirrhosis, liver failure and liver cancer. \nHepatitis B is usually transmitted by \nparenteral means (such as injection  \nof an illicit drug, exposure to blood  \nor blood products), through sexual \ncontact, or from mother to baby  \naround the time of birth.\nHepatitis C\nA blood-borne viral disease that can \nresult in serious liver disease such as \ncirrhosis, liver failure and liver cancer. \nHepatitis C is usually transmitted by \nparenteral means (such as injection  \nof an illicit drug or exposure to blood  \nor blood products), or from mother  \nto baby around the time of birth.\nHospital in the Home\nDelivers selected types of acute care  \nto suitable patients at their home or \nclinic setting as an alternative to \ninpatient (hospital) care.\nHospital separation\nSeparation from a healthcare facility \noccurs any time a patient (or resident) \nleaves because of death, patient \ndischarge, sign-out against medical \nadvice, take own leave, or transfer.\nHypofractionated \nradiotherapy\nAn external beam radiotherapy using  \na smaller number of doses, each \nproviding a higher amount of radiation \nthan standard external beam \nradiotherapy.\nICU access block\nA delay in admission of a patient  \nto the intensive care unit for any reason, \nsuch as no available beds  \nor limited clinical staffing levels.\nICU exit block\nThe inability to discharge a patient  \nfrom the intensive care unit who  \nis otherwise medically fit to leave,  \ndue to no available ward beds or  \nlimited clinical or ancillary staffing \nlevels in the wards.\nims+\nA new and improved incident \nmanagement system replacing current \nincident reporting systems across  \nNSW Health for reporting clinical, work \nhealth safety and corporate incidents.\nIntegrated care\nStatewide strategies to coordinate  \ncare and processes within the health \nsystem and with other service \nproviders.\nJunior Medical Officer\nA medical graduate with at least  \ntwo years’ postgraduate experience, \nextending to a medical graduate \nworking in a graduate training period  \nof five to 10 years.\nKey performance indicators\nIndicators that measure agency \neffectiveness in achieving program \nobjectives.\nNSW Health\t\nAnnual Report 2020-21   :  Compliance checklist and glossary   :  page 320\n\n\nLeading Better Value Care\nA statewide program to identify  \nand scale evidence-based initiatives  \nfor specific conditions. It focuses  \non managing conditions in the most \nappropriate setting and is accelerating \nvalue based healthcare in NSW.\nLive Life Well @ School\nA program that creates environments \nwhich enable children to eat healthily \nand be physically active.\nLocal health districts\nOrganisations which manage  \npublic hospitals and provide health \nservices to communities within a \nspecific geographic area. Eight  \nlocal health districts cover the  \nSydney metropolitan region, and  \nseven cover rural and regional NSW.\nMulti-Purpose Services\nA flexible service model for regional \nand rural communities, providing \ncommunities with access to a  \nrange of integrated health services \nsuch as acute care, subacute care, \nallied health, oral health, aged care, \nprimary and community services.\nMunch & Move\nA community engagement and \neducation program that aims to \npromote and encourage children’s \nhealthy eating and physical activity, as \nwell as reduce small screen recreation. \nMunch & Move provides early childhood \neducators with resources and support \nto assist them in implementing fun, \nplay-based approaches that support \nhealthy eating and physical activity \nhabits in young children.\nMy Health Learning\nStatewide learning management \nsystem for NSW Health staff, managed \nby the Health Education and Training \nInstitute.\nMy Health Record\nThe national digital health record \nsystem, providing healthcare providers, \nsuch as doctors and hospital staff, \naccess to a patient’s important health \ninformation from anywhere at any time.\nNational Disability  \nInsurance Scheme (NDIS)\nA national system of disability  \nsupport focused on the individual \nneeds and choices of people with \ndisability, their families and their carers. \nProvides access to support services \nand funding support.\nNeonate\nAn infant less than four weeks old.\nNSW Patient Survey Program\nA NSW Health program of multiple \nsurveys to ask people across the state \nabout their recent experience with the \npublic healthcare system, supporting \nimprovement across the system and \nwithin individual care organisations.\nNurse practitioner\nA registered nurse educated and \nauthorised to function autonomously \nand collaboratively in an advanced  \nand extended clinical role. The role \nincludes assessment and management \nof clients using nursing knowledge  \nand skills and may include the direct \nreferral of patients to other healthcare \nprofessionals, prescribing medications \nand ordering diagnostic investigations.\nOncology\nThe study and treatment of cancer  \nand tumours.\nOsteoarthritis\nOccurs when the cartilage between \njoints breaks down. This can cause \nchronic pain and stiffness, physical \ndisability, functional impairment  \nand social and vocational difficulties.\nOsteoporosis\nA chronic disease that reduces  \nbone density and strength causing \nongoing pain, reduced mobility, loss  \nof function and a lower quality of life.\nOut of Hospital Care packages\nA short-term package of care (such as \nassistance with personal care, domestic \nassistance, transport and social \nsupport) provided to facilitate safe  \nand early discharge of eligible patients \nfrom hospital.\nPACER\nPolice Ambulance and Clinical  \nEarly Response program.\nPalliative care\nCare provided to achieve the best \npossible quality of life for patients with \na progressive and far-advanced disease, \nwith little or no prospect of cure.\nPatient flow\nThe movement of patients  \nthrough a healthcare facility  \nfrom the point of admission  \nto the point of discharge.\nPatient Reported Measures\nA NSW Health program giving patients \nand their carers the opportunity to \nprovide direct feedback about their \ntreatment and its results, informing \nimprovement across the NSW  \npublic health system.\nPatient Transport Service\nA transport service provided for \npatients who require clinical monitoring \nor supervision during transport, but do \nnot require an urgent ambulance \nresponse.\nPathology\nThe study and diagnosis of disease \nthrough the examination of organs, \ntissues, cells and bodily fluids.\nPerformance Framework\nThe NSW Health Performance \nFramework measures the performance \nexpected of NSW Health organisations \nto achieve required levels of health \nimprovement, service delivery  \nand financial performance.\nPerinatal\nThe period shortly before and after birth. \nThe term generally describes the period \nbetween the 20th week of gestation \nand one to four weeks after birth.\nNSW Health\t\nAnnual Report 2020-21   :  Compliance checklist and glossary   :  page 321\n\n\nPillars\nThe five pillar organisations in  \nNSW Health provide expertise  \nin the development of new models  \nof care, quality and safety initiatives, \ntraining and development and \nperformance reporting which helps \nlocal health districts and networks \nprovide the best possible care. The \npillar organisations are: Agency for \nClinical Innovation, Bureau of Health \nInformation, Cancer Institute NSW, \nClinical Excellence Commission, and \nHealth Education and Training Institute.\nPrimary care\nProvides the patient with a broad \nspectrum of care, both preventive and \ncurative, over a certain period of time \nand coordinates all of the care the \nperson receives.\nPrimary Health Networks\nPrimary Health Networks have been \nestablished with the key objectives of \nincreasing the efficiency and \neffectiveness of medical services for \npatients, particularly those at risk of \npoor health outcomes.\nQIDS\nThe Clinical Excellence Commission’s \nQuality Improvement Data System \n(QIDS), which provides a single point of \naccess to information and tools for the \npurpose of improving the quality and \nsafety of health service delivery. \nRadiotherapy\nThe study and discipline of treating \nmalignant disease with radiation. The \ntreatment is referred to as radiotherapy \nor radiation therapy.\nREACH\nA system that helps patients, their \nfamily and carers escalate concerns \nwith staff about changes in a patient’s \ncondition. REACH – Recognise, Engage, \nAct, Call, Help is on its way – was \ndeveloped by the Clinical Excellence \nCommission in collaboration with local \nhealth districts and consumers.\nSafeHaven\nSafeHavens are a drop-in alternative  \nto the emergency department for \npeople experiencing emotional and \nsuicidal distress. \nSpecialty Health Networks\nTwo specialist networks operate across \nNSW with a focus on children’s and \npaediatric services, and forensic mental \nhealth. A third network operates across \nthe public health services provided  \nby three Sydney facilities operated by \nSt Vincent’s Health Network.\nTake own leave\nWhen an admitted or non-admitted \npatient leaves a hospital or healthcare \nsetting before their treating provider \nhas authorised discharge.\nTelehealth\nThe delivery of health services using \ndifferent forms of communications \ntechnology, such as videoconferencing, \ngiving access to healthcare services  \nto people in rural and remote areas and \nto people as a response to the \nCOVID-19 pandemic.\nTranche 1\nEight initiatives were selected for \nTranche 1 in 2016, as part of the Leading \nBetter Value Care program, with \nimplementation commencing in 2017-18. \nThe eight Tranche 1 initiatives are: \nosteoarthritis chronic care program, \nosteoporosis refracture prevention, \nchronic heart failure, chronic \nobstructive pulmonary disease, \ndiabetes mellitus, diabetic high risk  \nfoot services, falls in hospitals and \nrenal supportive care.\nTranche 2\nIn 2017, local health districts nominated \nfive more initiatives as part of Leading \nBetter Value Care. These Tranche 2 \ninitiatives commenced implementation \nin 2019-20 and are: hip fracture care, \nwound management, bronchiolitis, \nhypofractionated radiotherapy for \nbreast cancer, and direct access \ncolonoscopy.\nTransfer of Care\nMeasures the percentage of patients \narriving at hospital by ambulance \nwhose care is transferred from \nambulance staff to the emergency \ndepartment staff within 30 minutes  \nof arrival.\nTriage\nAn essential function of emergency \ndepartments where many patients may \npresent at the same time. Triage aims  \nto ensure that patients are treated in \norder of their clinical priority and that \ntheir treatment is timely.\nUnwarranted clinical variation\nWhere patients with similar diagnoses \nare treated differently when there  \nis no clinical reason for this to happen.\nValue based care\nIs focused on generating value for \npatients by improving health outcomes, \nreducing costs and enabling healthcare \naccess across a greater geographical \narea. In NSW, value based healthcare \nmeans continually striving to deliver \ncare that improves:\n•\thealth outcomes that matter  \nto patients\n•\texperiences of receiving care\n•\texperiences of providing care\n•\teffectiveness and efficiency  \nof care.\nViral vector\nViral vectors are microscopic tools \ncommonly used by molecular biologists \nto deliver healthy copies of genes to \ntissues and organs within patients or \ndeliver the ability to correct the genetic \nerror at its source. This process can  \nbe performed inside a living organism \nor in cell culture.\nVirtual care\nVirtual care, also known as telehealth, \nsafely connects patients with health \nprofessionals to deliver care when and \nwhere it is needed. It complements the \nface-to-face care that patients are used to.\nVisiting Medical Officer (VMO)\nA medical practitioner in private \npractice who also provides medical \nservices in a public hospital. VMOs are \nnot hospital employees but are \ncontracted by the local health district  \nto provide specific medical services.\nNSW Health\t\nAnnual Report 2020-21   :  Compliance checklist and glossary   :  page 322\n\n\n3\n\n\n4\nOctober 2021 © NSW Health. SHPN (SCE) 210885.\nhealth.nsw.gov.au\nNSW Health\n\n\nNSW Health\nAnnual \nReport\n2022–23\n\n\nNSW Health delivers \nsafe, high-quality \nand compassionate \nhealthcare to the \npeople of NSW.\nNSW Ministry of Health\n1 Reserve Road\nSt Leonards NSW 2065\nTel.  (02) 9391 9000 \nTTY.  (02) 9391 9900 \nWebsite.  health.nsw.gov.au \nThe NSW Health Annual Report 2022-23 was edited, designed, \ncoordinated and printed within the NSW Ministry of Health \nby the Strategic Communications and Engagement Branch. \nCover images: 1. Jasmine and Penny Stadhams with baby \nMaverick and Magnolia Stadhams in front of the Bowraville \nHealthOne mural. 2. Stella Forbes and baby Kiahn at Coffs \nHarbour Health Campus, Mid North Coast Local Health \nDistrict. 3. Southern NSW Local Health District Senior Health \nPromotion Officer Skyan Fernando (left) with Arcadia Fernando \n(right) and her baby Yilaalu in Queanbeyan. 4. Nadiah Jamaludin \nhelping a respiratory patient at Hunter New England Local \nHealth District. 5. David Lawson from Justice Health and Forensic \nMental Health Network at Silverwater Correctional Complex. \nInside cover image: Keanu Bates conducting a Smoking Ceremony \nat Mutawintji National Park for the Far West Local Health District \nAboriginal Mental Health and Wellbeing Forum cultural walk. \nSHPN (SCE) 230665  \nISSN  0815-4961\nFurther copies of this document \ncan be downloaded from the \nNSW Health website \nhealth.nsw.gov.au/AnnualReport \nNovember 2023\nOur vision \nA sustainable health system that delivers \noutcomes that matter to patients, is \npersonalised, invests in wellness and \nis digitally enabled.\nWe acknowledge the Traditional \nCustodians of the lands on which \nwe live and work and pay respects \nto Elders past, present and \nemerging. We also acknowledge \nall Aboriginal and Torres Strait \nIslander staff working with the \nNSW Government. \n\n\nLetter to the Minister \nThe Hon. Ryan Park, MP\nMinister for Health, \nMinister for Regional Health\n52 Martin Place\nSYDNEY NSW 2000\n \nDear Minister\nIn compliance with the terms of Government Sector \nFinance Act 2018, the Government Sector Finance \nRegulation 2018 and the Treasurer's Directions, \nI submit the annual report and financial statements \nof NSW Health organisations for the financial year \nended 30 June 2023, for presentation to Parliament. \nThe financial statements of these organisations \nare presented in separate volumes as Financial \nStatements of Public Health Organisations under \nthe control of NSW Health 2022-23. I am also \nsending a copy of the report to the Treasurer.\nYours sincerely \n \nSusan Pearce AM\nSecretary, NSW Health\nThis annual report describes the performance and \noperation of NSW Health during 2022–23. It has been \nprepared according to parliamentary reporting and \nlegislative requirements and is arranged in six sections. \nSection 1: Overview\nIntroduces NSW Health values and priorities, \norganisational structure and the NSW Health executive. \nSection 2: Strategy\nDescribes NSW Health’s strategic roadmap \nfor the next decade, Future Health. \nSection 3: Operations and performance\nSummarises performance against the Future \nHealth strategy. \nSection 4: Management and accountability\nReports on governance, public accountability, \ninformation management, people management, \nenvironmental sustainability, funding for research \nand development, and equity and diversity. \nSection 5: Sustainability \nOutlines NSW Health key sustainability risks, \nopportunities and performance. \nSection 6: Financial performance\nDetails key financial management reporting \nand presents NSW Health’s audited financial \nstatements for 2022–23.\nSection 7: NSW Health organisations\nPresents the year in review with reports provided \nby the NSW Ministry of Health, statutory health \ncorporations, specialty health networks, the Health \nAdministration Corporation and local health districts.\nAppendix \nProvides additional information \nand data to supplement the report.\nAbout this \nreport \nNSW Health\t\nAnnual Report 2022–23   :  Preface   :  page i\n\n\nNSW Health snapshot...................................................iii\nSecretary’s year in review............................................iv\nOverview...............................................................1\nAbout NSW Health..........................................................2\nVision.\n..................................................................................................................................2\nValues.................................................................................................................................2\nOur Health Portfolio Ministers.............................................................................2\nNSW Health organisation structure...........................3\nHealth Administration Corporation.\n.................................................................. 4\nLocal health districts................................................................................................ 4\nStatutory health corporations............................................................................. 4\nSpecialty health networks..................................................................................... 4\nPillar organisations.................................................................................................... 5\nAffiliated health organisations.\n........................................................................... 5\nNSW Ministry of Health.................................................6\nNSW Ministry of Health organisation structure.\n........................................6\nNSW Ministry of Health Executive Team.......................................................7\nStrategy............................................................. 13\nFuture Health...............................................................................................................14 \nNSW Regional Health Strategic Plan.\n............................................................16\nOperations and Performance.......................17\nPatients and carers have positive experiences and \noutcomes that matter.\n............................................................................................ 18\nSafe care is delivered across all settings...................................................25\nPeople are healthy and well.\n..............................................................................35\nOur staff are engaged and well supported...............................................47\nResearch and innovation, and digital advances inform \nservice delivery.........................................................................................................53\nThe health system is managed sustainably.\n............................................. 63\nManagement and accountability.\n.............. 69\nGovernance.....................................................................70\nClinical governance.................................................................................................70\nFeedback and complaints.\n...................................................................................70\nFinance and performance management......................................................71\nInternal auditing at the Ministry........................................................................71\nEvents arising after the end of the annual reporting period...........72\nModern Slavery Act 2018.\n....................................................................................72\nInternal Audit and Risk Management Attestation.................................73\nPublic accountability...................................................77\nPublic interest disclosures..................................................................................77\nGovernment Information (Public Access) Act 2009.\n.................................77\nLegal changes.\n............................................................................................................ 81\nLegislative changes................................................................................................. 81\nAmending regulations made.............................................................................. 81\nCyber Security Policy Attestation.\n..................................................................82\nInformation management...........................................84\nPrivacy............................................................................................................................84\nInternal review...........................................................................................................84\nOur people.\n......................................................................85\nBuilding positive workplace culture.\n.............................................................85\nResponding to bullying and complaints.....................................................86\nWorkforce diversity................................................................................................86\nWorkplace health and safety............................................................................88\nWorkers compensation.\n........................................................................................88\nProsecution under the Work Health and Safety Act 2011...................88\nResearch and development.......................................89\nEquity and diversity......................................................92\nNSW LGBTIQ+ Health Strategy 2022–2027.\n............................................92\nNSW Disability Inclusion Action Plan 2016–2019.\n..................................92\nNSW Carers (Recognition) Act 2010.\n................................................................ 93\nMulticultural Health.....................................................93\nSustainability.\n.................................................. 99\nEnvironmental sustainability............................................................................100\nEnergy management.\n............................................................................................100\nFinancial performance.\n................................103\nDeputy Secretary, Financial Services \nand Asset Management and Chief \nFinancial Officer's report.\n.........................................104\nFinancial management..............................................105\nImplementation of price determination.\n.....................................................105\nNon-government funding.\n..................................................................................105\nOther funding grants in 2022–23...................................................................113\nNSW Health operating consultants in 2022–23...................................126\nPayment of accounts............................................................................................127\nAsset management.\n...............................................................................................130\nFinancial report.\n...........................................................133\nIndependent Auditor’s Report.........................................................................133\nCertification of Financial Statements.........................................................137\nStatement of Comprehensive Income....................................................... 138\nStatement of Financial Position.....................................................................140\nStatement of Changes in Equity....................................................................142\nStatement of Cash Flows.................................................................................. 144\nNotes to and forming part of the Financial Statements.\n..................146\nNSW Health organisations........................269\nNSW Ministry of Health.\n.....................................................................................270\nStatutory health corporations.........................................................................271\nSpecialty health networks................................................................................276\nHealth Administration Corporation.\n.............................................................280\nLocal health districts...........................................................................................287\nAppendix.\n........................................................309\nHealth statistics.\n......................................................................................................310\nWorkforce statistics..............................................................................................316\nPublic hospital activity levels.\n.........................................................................322\nMental health...........................................................................................................324\nCompliance checklist......................................................................................... 328\nGlossary.\n......................................................................................................................329\n \nContents\nNSW Health\t\nAnnual Report 2022–23   :  Preface   :  page ii\n\n\n8 million residents \non 809,444 km2\n228 public hospitals\n334,368 surgeries \nperformed†\nThe NSW public health system is the largest public health system \nin Australia, providing world-class healthcare to the people of NSW.\nSnapshot \nApproximately 176,000 \npeople (135,786 full-time \nequivalent staff)\n1.4 million emergency \nand non-emergency \nincidents responded \nto by NSW Ambulance \n3.1 million emergency \ndepartment attendances\n$34.3 billion in \nfunding for healthcare \nservices in 2023–24*\n15 local health \ndistricts and \n2 specialty networks \n1.9 million \ninpatient episodes‡\n223,000 patient transports \n(non-emergency) completed \n159,086 children cared \nfor by the Sydney Children’s \nHospitals Network\n13 million clean bed sheets \nsupplied to public hospitals\n862,241 dental service \nappointments provided\n87 notifiable conditions  \ntracked by Health  \nProtection NSW\nSource: ABS Population data 2021. 2021-22 NSW Intergenerational Report. Some figures are approximate. *2023-24 budget. \n† Includes surgeries performed in public hospitals and public patients contracted to private hospitals. ‡A patient can have \nmultiple episodes in one hospital admission. \nNSW Health\t\nAnnual Report 2022–23   :  Preface   :  page iii\nIn NSW public hospitals in 2022–23\n67,029 babies \nwere born in \na public hospital \n25 million meals were \nserved to patients \n1.2 million Triple Zero \n(000) calls for an \nambulance\n1 million overnight \nadmitted patients  \n \n1 million people  \nwere admitted  \n \n220,400 people had \nplanned surgery† \n101,877 people  \nhad unplanned  \nsurgery \n14.5 million  \nnon-admitted patient \nservices events\nThe NSW community\n28% \nPeople aged \n65 and over\nPeople \nwho live in \nregional \nNSW \n3.4% \nPeople who \nidentify as \nAboriginal or \nTorres Strait \nIslander \nPeople aged \n14 and under\n18.5% \nPeople born \noverseas\n30% \nHouseholds \nwhere a \nnon-English \nlanguage is \nspoken \n26.5% \n34% \n\n\nSecretary’s year \nin review\nEvery day, NSW Health delivers \nworld-class care and achieves \noutstanding outcomes for \npeople across the state. \nThis is made possible by our \nremarkable staff who provide \nhigh-quality, safe, kind and \ncompassionate care. \nIt is a privilege to lead and work with this diverse team \nof exceptional people. On behalf of the executive team \nat NSW Health, thank you for your dedication, passion, \nand making a positive difference - for patients, their \nfamilies, your colleagues, and the communities we serve. \nOur remarkable people\nGreat people working together creates great experiences \nand outcomes of care. We also know that the experiences \nof our patients, their families, and carers, are closely tied \nto the experiences of our staff.\nWe want our diverse workforce to thrive, in an environment \nwhere everyone is valued, respected, and empowered to \ndeliver their best. A strong, vibrant culture, underpinned \nby our values of Collaboration, Openness, Respect and \nEmpowerment takes time and effort to build and sustain.\nWhile we have so much to be proud of, we are committed \nto evolving. Listening to our staff and acting on their \nfeedback remains a big focus for us. My thanks to the \nmany teams and leaders across NSW Health who have \nbeen working hard on initiatives that contribute to making \nNSW Health an even better place to work.\nNSW Health System Advisory Council\nOur NSW Health vision is for a sustainable health system, \nthat delivers outcomes that matter most to patients and \nthe community, is personalised, invests in wellness and \nis digitally enabled.\nTo achieve our vision, NSW Health has been focused on \nprogressing key objectives within the Future Health \nStrategic Framework – an ambitious ten-year roadmap \nlaunched in 2022 and informed by inputs from thousands \nof stakeholders to determine and address both current, \nand anticipated whole of system priorities. \nThe recently established NSW Health System Advisory \nCouncil will play a key role in bringing our vision and \nstrategy to life. The advisory council is a diverse, \nmultidisciplinary group. Its members are a cross-section \nof NSW Health clinical and allied healthcare professions, \nalong with representatives from the Aboriginal clinical \ncommunity, and the NSW Health executive team. \nTogether, the advisory council will provide expert advice \nto inform frontline healthcare delivery and ensure the \nviews and insights of healthcare professionals working \nacross our system inform key statewide priorities.\nNSW Health\t\nAnnual Report 2022–23   :  Preface   :  page iv\n\n\nTime for care\nOur ‘Time for Care’ initiative aims to reduce and streamline \nnon-clinical and administrative work for frontline staff \nto free up more time for what matters most – patient care. \nMore than 3,000 people across our local health districts \nprovided a wide array of feedback to help identify \nopportunities for healthcare staff to spend more time \nwith patients. \nThese opportunities included practical suggestions \nto simplify policies and processes, to ideas for how we \nbetter use our technology. These will be converted \ninto a series of short, medium and longer-term actions \nthat enable healthcare workers to spend more time with \npatients, ultimately leading to better outcomes, and \nachieving tangible progress towards our Future Health \nstrategic priorities.\nPlanning for the future\nSeveral changes have been made to deliver a more \nstreamlined, integrated and effective structure within the \nNSW Ministry of Health, as it works to support the whole \nhealth system. This included bringing together the Agency \nfor Clinical Innovation and the Office for Health and \nMedical Research under the leadership of a newly \nappointed Deputy Secretary, Jean-Frédéric Levesque. \nWayne Jones, formerly Chief Executive of Northern \nNSW Local Health District, was appointed State Health \nServices Functional Area Co-ordinator and is working \nto strengthen our systemwide emergency planning. \nMatthew Daly was appointed Deputy Secretary, System \nSustainability and Performance, and Deb Willcox was \nappointed Deputy Secretary, Health System Strategy \nand Patient Experience, with changes to their respective \nresponsibilities to better meet future system needs. \nNSW Health is aiming for a smaller, more environmentally \nsustainable footprint, and we want to achieve ‘net zero’ \nby 2050. This year we established a Climate Risk and Net \nZero Unit to coordinate and scale up action across \nNSW Health and help achieve our vision of a sustainable, \nclimate-resilient health system. \nWe also launched the NSW Health Sustainable Futures \nInnovation Fund to support staff-led projects that improve \npatient care and reduce our environmental footprint, and \naccelerate innovation across NSW Health. \nResponsiveness and innovation\nCOVID-19 was still prevalent in NSW during the last \nyear and continued to impact all aspects of the health \nservice. Although COVID-19 remains with us, last year we \nreached an inflection point and took time to review and \nreflect on NSW Health’s operational response to the \npandemic and inform future responses to public health \nemergencies. My sincere thanks to everyone who \ncontributed to this work, helping to strengthen future \nemergency preparedness. \n“NSW Health could not \nhave done what it did \nwithout the unrelenting \nefforts, unprecedented \ncollegiality, and flexibility \nof its staff.” \nSource: As one system page v.\nThe pandemic not only demonstrated the unwavering \ncommitment of NSW Health’s staff to the communities \nit serves, but their ability to quickly respond to an \never-changing environment and implement innovations \nto advance patient care. \nI am excited about continuing to focus on what we can \nachieve in this area and the growing opportunities \npresented by technology and its innovative applications, \nwhich continue to go from strength to strength. \nWe are providing virtual care to more people than \never, including in the comfort of their own homes, \nimplementing exciting new models of care and seeing \ndeeper collaboration between metropolitan and \nregional clinicians and allied health professionals. \nIn 2022-23, we launched the virtual intensive care \nservice, which links clinicians caring for critically ill \npatients in the Far West Local Health District, with \nintensive care specialist nurses and doctors from Sydney \nLocal Health District. There are many examples of this \ntype of service across the state including the very \nimpressive maturation of vCare in Dubbo which supports \na huge geography across western NSW. \nNSW Health\t\nAnnual Report 2022–23   :  Preface   :  page v\n\n\nThese services are a great example of how virtual \ncare enhances collaboration, while also boosting access \nto health services, particularly specialist services, \nto communities throughout NSW. \nThrough this work we are building an even more robust, \npatient-centred health system for the people of NSW. \nRegional, rural and remote healthcare \nFollowing the establishment of the Regional Health \nDivision within the NSW Ministry of Health, we delivered \nthe Regional Health Strategic Plan 2022-2032 \n– a blueprint for the next decade of regional healthcare. \nThe plan was developed after extensive, statewide \nstakeholder consultation and identifies outcomes that \nmatter most to regional, rural and remote patients and \ncommunities. Focus areas include: strengthening the \nregional health workforce; improving access to quality, \ntimely healthcare; and building community engagement. \nIt also addresses issues raised in the NSW Parliamentary \nInquiry into health outcomes and access to health \nand hospital services in rural, regional and remote NSW.\nThe Single Employer Model is a great example of how \nwe are investing in regional health, and attracting and \nretaining healthcare professionals. The program provides \npathways for junior doctors to train as rural generalists, \nenabling them to provide care in both emergency \ndepartments and general practice. For regional, rural \nand remote areas of NSW, this program will help boost \ntheir access to specialist skills, while also providing \nan attractive career opportunity for doctors. \nI also want to acknowledge the challenges faced by those \nregional areas, which in recent years have included \nmultiple natural disasters that have greatly impacted \nour staff, their families, and communities. Nonetheless, \nour incredibly dedicated staff continue to deliver \noutstanding care for their communities. It is no wonder \nfeedback from patients in our rural health facilities \nremains consistently and overwhelmingly positive.\nOur commitment to Closing the Gap\nNSW Health continues our commitment to Closing the \nGap by supporting truth-telling and the ongoing process \nof healing for our Aboriginal communities. This is a \nunifying goal for all of us across the NSW Health System. \nWe are deeply committed to working in partnership with \nstolen generations' survivors and their descendants, \nensuring that their lived experience guides our strategic \nplanning and service delivery.\nIn May 2023, one year on from our formal apology to the \nsurvivors of the stolen generations, we held a special \nunveiling ceremony with special guests from the Stolen \nGenerations Organisations, permanently embedding our \napology into a sandstone monument and installing it \nin the Yarning Circle outside the NSW Ministry of Health’s \nbuilding in St Leonards. \nOur health family\nNSW Health and our outstanding workforce is \nincredibly rich in its diversity, but we are one big family.\nNo matter where you are based or what you do in \nNSW Health, what binds us together is our shared \npassion and commitment to caring for people.\nThank you, from the bottom of my heart, for all you \ncontribute to each other and the people of NSW. \nSusan Pearce AM\nSecretary, NSW Health\nNSW Health\t\nAnnual Report 2022–23   :  Preface   :  page vi\n\n\n1\nOverview\n\n\nAbout \nNSW Health\nOur Health Portfolio Ministers\nNSW Health is the largest \npublic health system in \nAustralia, providing safe, \nhigh-quality healthcare \nto the citizens of NSW. \nBy global standards the NSW Health System is high \nperforming, delivers safe, quality care and our population \nis considered amongst the healthiest in the world.1,2 \nAs the largest and busiest public health system in \nAustralia, NSW Health’s 228 public hospitals and more \nthan 135,786 full-time equivalent dedicated staff ensure \nthat NSW citizens have continuous access to an extensive \nrange of physical and mental health services. \nOur patients and consumers continue to speak positively \nof their experiences with clinicians and health \nprofessionals. Our dedicated workforce has shown, time \nand again, their outstanding ability to adapt and change \nto continue to deliver excellent experiences and outcomes \nof care for the people of NSW. \nOur vision\t\nOur vision is for a sustainable health system that delivers \noutcomes that matter most to patients and the community, \nis personalised, invests in wellness and is digitally enabled.\nOur values\nOur CORE values encourage collaboration, openness \nand respect in the workplace, empowering our staff \nmembers to use their knowledge, skills and experience \nto provide the best possible care for patients, their \nfamilies and carers.\n1. \t \u0007\nRoberts D, Parker J, and Marion G. Switching health from cost reduction \nto customer care models. Ernst & Young. 2018 \n2. \t \u0007\nCSIRO Futures. Future of Health: Shifting Australia’s focus from illness \ntreatment to health and wellbeing management. CSIRO. 2018\nNSW Health\t\nAnnual Report 2022–23   :  Overview   :  page 2\nThe Hon. Ryan Park, MP \nMinister for Health, Minister for \nRegional Health \nThe Hon. Rose Jackson, MLC \nMinister for Mental Health \nThe Hon. David Harris, MP\nMinister for Medical Research\nThe Hon. Brad Hazzard MP held the office \nof the Minister for Health from 21 Dec 2021 to \n28 March 2023. \nThe Hon. Bronnie Taylor MLC held the office \nof the Minister for Mental Health, Regional Health \nand Women from 21 Dec 2021 to 28 March 2023. \n\n\nStatewide health services\nNSW Ambulance\nNSW Health Pathology\nHealth Protection NSW\nPillars\nAgency for Clinical Innovation\nBureau of Health Information\nCancer Institute NSW\nClinical Excellence Commission\nHealth Education and \nTraining Institute\nShared services\nHealthShare NSW\neHealth NSW\nHealth Infrastructure\nMinisters\nSecretary, NSW Health\nNSW Ministry of Health\nHealth Administration Corporation\nAppoints Boards \nand meets regularly with \nCouncil of Board Chairs\nLocal health districts (LHD) and specialty networks\nCentral Coast LHD \nFar West LHD  \nHunter New England LHD  \nIllawarra Shoalhaven LHD  \nMid North Coast LHD  \nMurrumbidgee LHD  \nNepean Blue Mountains LHD  \nNorthern NSW LHD  \nNorthern Sydney LHD\nSouth Eastern Sydney LHD  \nSouth Western Sydney LHD  \nSouthern NSW LHD  \nSydney LHD  \nWestern NSW LHD  \nWestern Sydney LHD  \nSydney Children's \nHospitals Network\nJustice Health and Forensic \nMental Health Network\nOur organisational \nstructure\nNSW Health includes the NSW Ministry of Health \n(a public service department under the Government \nSector Employment Act 2013) and a number of statewide \nor specialist health services.\nNSW Ministry of Health\nThe NSW Ministry of Health supports the roles of the \nhealth cluster and portfolio ministers to perform their \nexecutive and statutory functions. It is established under \nthe Government Sector Employment Act, section 22 and \nSchedule One.\nRole and function of \nNSW Health organisations\nThe role and function of NSW Health organisations are \nprincipally set out in two Acts, the Health Administration \nAct 1982 and the Health Services Act 1997, and a corporate \ngovernance framework that distributes authority \nand accountability through the public health system, \ncomplementing these two Acts.\nNSW Health\t\nAnnual Report 2022–23   :  Overview   :  page 3\n\n\nHealth Administration Corporation\nUnder the Health Administration Act, the Secretary \nhas corporate status as the Health Administration \nCorporation to exercise certain statutory functions. \nThe Health Administration Corporation is used as the \nstatutory vehicle to provide ambulance services and \nsupport services to the health system. The following \norganisations have been established under the Health \nAdministration Corporation to provide these functions.\neHealth NSW provides statewide leadership on the \nshape, delivery and management of information \ncommunication technology (ICT) led healthcare. eHealth \nNSW is responsible for establishing, implementing \nand ensuring compliance with eHealth strategy, policy \nand standards across the state.\nHealth Infrastructure is responsible for the delivery \nof the NSW Government’s major works hospital building \nprogram, under the auspices of a board appointed by \nthe Secretary. The board members each offer specialised \nexpertise in areas of health and infrastructure delivery.\nHealthShare NSW provides high-quality shared \nservices to support the delivery of patient care within the \nNSW Health System, including providing payroll and \nprocurement functions, supporting patient care through \nfood and linen services and assisting people with a \ndisability to live and participate in the community. \nHealth Protection NSW is responsible for strategy \nand policy for the surveillance, prevention, control and \nresponse to infectious and environmental threats to \nthe community’s health. It reports to the Chief Health \nOfficer, and works closely with LHD public health units, \nother agencies, health care providers and others. \nNSW Ambulance is responsible for providing responsive, \nhigh-quality clinical care in emergency situations, \nincluding pre-hospital care, rescue, retrieval and patient \ntransport services. \nNSW Health Pathology is a statewide clinical and \nscientific service that provides quality, reliable public \npathology, forensic and analytical science services \nacross NSW.\nLocal health districts\nThere are 15 local health districts that are corporate \nentities under the Health Services Act. They are responsible \nfor providing health services in a wide range of settings, \nfrom primary care posts in the remote outback to \nmetropolitan tertiary health centres. Six local health \ndistricts cover the greater Sydney metropolitan regions, \nwith nine covering rural and regional NSW. \nStatutory health corporations\nUnder the Health Services Act, three types of statutory \nhealth corporations are subject to the control and direction \nof the Secretary, NSW Health and the Minister for Health: \n1. \tSpecialty health networks \n2. \tBoard-governed organisations \n3. \tChief executive-governed organisations. \nDuring the reporting period, the following statutory \nhealth corporations provided statewide or specialist \nhealth and health support services. \nSpecialty health networks\nThere are two specialty health networks: the \nSydney Children’s Hospitals Network (Randwick and \nWestmead) and the Justice Health and Forensic \nMental Health Network. \nJustice Health and Forensic Mental Health Network \nis a statewide service that provides forensic mental \nhealth services to forensic patients as well as to adult \nand juvenile offenders in local courts, in custody and \ndetention, and in the community. It also provides health \nservices to adult offenders in police cells. \nThe Sydney Children's Hospitals Network incorporates \nThe Children's Hospital at Westmead, Sydney Children's \nHospital, Randwick, Bear Cottage, the Newborn and \npaediatric Emergency Transport Service (NETS), the \nPregnancy and newborn Services Network (PSN) and \nthe Children's Court Clinic. The Sydney Children’s \nHospitals Network is the largest network of hospital and \nservices for children in Australia. This year the network \nmanaged 58,996 inpatient admissions, 105,726 \nemergency department presentations and over one million \noutpatient occasions of service. The team of more than \n4,000 staff (full-time equivalent) across the network is \ncommitted to providing world-class paediatric health care \nin a family-focused, healing environment. \nNSW Health\t\nAnnual Report 2022–23   :  Overview   :  page 4\n\n\nPillar organisations\nAgency for Clinical Innovation is a chief executive \ngoverned statutory health corporation responsible for \nbringing clinicians, consumers and systems leaders \ntogether to design and implement innovations in \nhealthcare that are patient-centred, clinically-led, \nevidenced-based and value-driven. The Agency for \nClinical Innovation is committed to improving, evolving and \ntransforming clinical practice and patient outcomes \nacross the NSW Health system. \nBureau of Health Information is a board-governed \norganisation that provides independent reports to \ngovernment, the community and healthcare professionals \nabout the performance of the NSW public healthcare \nsystem, including safety and quality, effectiveness, \nefficiency, cost and responsiveness of the system to the \nhealth needs of the people of NSW. \nCancer Institute NSW is Australia’s first statewide \ngovernment cancer agency. Established under the Cancer \nInstitute (NSW) Act 2003 to lessen the impact of cancer \nacross the state, its statutory objectives are to reduce \nthe incidence of cancer in the community, increase \nsurvival from cancer, and improve the quality of life for \npeople with cancer and their carers. It is a source of \nexpertise on cancer control for the government, \nhealth service providers, medical researchers and the \ngeneral community. \nClinical Excellence Commission is a board-governed \nstatutory health corporation, responsible for leading \nsafety and quality improvement in the NSW public health \nsystem. It was established in 2004 to reduce adverse \nevents in public hospitals, support improvements in \ntransparency and review of these events and promote \nimproved clinical care, safety and quality in health services \nacross NSW. \nHealth Education and Training Institute is a chief \nexecutive-governed statutory health corporation that \ncoordinates education and training for NSW Health \nstaff. The institute works closely with local health \ndistricts, specialty health networks, other public health \norganisations and health education and training providers \nto ensure that world-class education and training \nresources are available to support the full range of \nroles across the public health system, including patient \ncare, administration and support services.\nAffiliated health organisations\nAt 30 June 2023, there were 13 affiliated health \norganisations in NSW managed by religious and/or \ncharitable groups as part of the NSW public health \nsystem. These organisations are an important \npart of the public health system, providing a wide \nrange of hospital and other health services. \nSt Vincent’s Health Network\nSection 62B of the Health Services Act enables an \naffiliated health organisation to be declared a network for \nthe purposes of national health funding. St Vincent’s \nHospital, the Sacred Heart Health Service at Darlinghurst \nand St Joseph’s Hospital at Auburn have been declared a \nNSW Health network. \nNSW Health Executive Team\nChief executives of local health districts, specialty \nhealth networks, statutory health corporations and the \nHealth Administration Corporation form the NSW Health \nexecutive team. The roles and responsibilities of \nchief executives are set out in the Health Services Act. \nLocal health districts\nChief executives of local health districts and specialty \nhealth networks are employed by the Health Executive \nService (part of NSW Health), through the Secretary, \nunder section 116 of the Health Services Act. The role \nof chief executive is set out in section 24 of the Health \nServices Act. \nThe chief executive manages and controls the affairs of \nthe local health district. The chief executive can commit \nthe district contractually and legally, and is the employer \ndelegate for all staff working in the organisation. Chief \nexecutives are, in the exercise of their functions, \naccountable to their board. \nStatutory health corporations\nUnder section 51 of the Health Services Act, the chief \nexecutive manages the affairs of a board-governed \nstatutory health corporation and is, in the exercise of his \nor her functions, subject to the direction and control of the \norganisation’s board. As with local health districts and \nspecialty health networks, the chief executive is also the \nemployer delegate for staff working at the organisation. \nNSW Health\t\nAnnual Report 2022–23   :  Overview   :  page 5\n\n\nMinistry of Health \norganisational structure\nOffice of the Secretary\nInternal Audit\nCentre for Aboriginal Health\nSecretary, NSW Health\nExecutive and Ministerial \nServices\nLegal and Regulatory \nServices - General Counsel\nNursing and Midwifery \n- Chief Nursing and \nMidwifery Officer\nStrategic Communications \nand Engagement\nWorkforce Planning and \nTalent Development\nWorkplace Relations\nAsset Management\nCorporate Services and \nBusiness Improvement\nFinancial Accounting, Policy, \nInsurance and Revenue\nFinancial Data Analytics, \nReporting and Governance\nStrategic Procurement \n- Chief Procurement Officer\nSystem Financial \nPerformance - Deputy Chief \nFinancial Officer\nHealth Protection NSW\nCentre for Alcohol and \nOther Drugs\nCentre for Epidemiology \nand Evidence\nCentre for Oral Health \nStrategy\nCentre for Population Health\nOffice of the Chief Health \nOfficer\nChief Health Officer \nDeputy Secretary \nPopulation and \nPublic Health\nDeputy Secretary \nFinancial Services and \nAsset Management and \nChief Financial Officer\nDeputy Secretary \nPeople, Culture and \nGovernance\nSystem Information and \nAnalytics\nSystem Management\nSystem Purchasing\nSystem Performance\nSupport (HSSG)\nStrategy, Governance \nand Delivery\nInformation and \nPerformance Support\nCoordinator General \nRegional Health\nOffice for Health \nand Medical Research\nDeputy Secretary\nClinical Innovation and \nResearch – Chief \nExecutive Agency for \nClinical Innovation\nState Health\nServices Functional \nArea Coordinator\nGovernment Relations\nHealth and Social Policy\nMental Health\nStrategic Reform and \nPlanning\nPatient Experience\nDeputy Secretary \nSystem  Sustainability \nand Performance\nMinister for Health, Minister for Regional Health\nMinister for Mental Health\nMinister for Medical Research\nDeputy Secretary \nPatient Experience and \nSystem Performance\nAgency for Clinical \nInnovation (P)\nActivity Based \nManagement (HSSG)\nNSW Health\t\nAnnual Report 2022–23   :  Overview   :  page 6\n\n\nNSW Ministry \nof Health\nThe NSW Ministry of Health \nsupports the executive and \nstatutory roles of the Minister \nfor Health and Minister for \nRegional Health, Minister \nfor Mental Health and Minister \nfor Medical Research.\nThe NSW Ministry of Health also has the role of ‘system \nmanager’ in relation to the NSW public health system. \nThe networks, services and organisations of the NSW \npublic health system are known as NSW Health. \nNSW Health provides the NSW community with more \nthan 220 public hospitals, community health and other \npublic health services. These services are provided \nthrough local health districts, specialty networks \nand non-government affiliated health organisations.\nThe NSW Ministry of Health guides the development \nof services and investments in the NSW public \nhealth system to ensure that the health priorities \nof the NSW Government are achieved for the \ncommunity of NSW.\nExecutive Team\nSecretary\nMs Susan Pearce AM\nB App Sci (Nursing) Dip Law \nSecretary, NSW Health \nSusan Pearce started her career \nin Far West Local Health District \nin 1991 as a registered nurse. \nShe has extensive experience in senior leadership \nroles at a hospital, district, pillar and ministry level across \na range of functions including workforce and operations. \nShe was previously NSW Health’s Chief Nursing and \nMidwifery Officer and Deputy Secretary for Patient \nExperience and System Performance for more than \nsix years. \nSusan was appointed a Member of the Order of \nAustralia for significant service to public health \nadministration and governance in the Australia Day \nHonours 2023. She has qualifications in Law and was \nadmitted to the Supreme Court of NSW as a solicitor \nin September 2019. \nAs Secretary, Susan is responsible for the management \nof the NSW Health System and setting the strategic \ndirection to ensure NSW continues to provide exceptional \nhealthcare, research and education. \nSusan was appointed State Health Emergency Operations \nCentre Controller on 17 March 2020 to oversee the \nstatewide health system response to the COVID-19 \npandemic, including the COVID-19 vaccination rollout. \nShe has been crucial in delivering transformational change \nwithin NSW Health, and she continues to build on the \ncritical partnerships between all elements of the health \nsystem to ensure strong performance and accountability.\nNSW Health\t\nAnnual Report 2022–23   :  Overview   :  page 7\n\n\nPopulation and Public Health\nDr Kerry Chant AO PSM\nMBBS, FAFPHM, MHA, MPH \nChief Health Officer \nDeputy Secretary Population \nand Public Health \nNSW Ministry of Health\nDr Kerry Chant is a public health physician. Prior to her \nappointment as Chief Health Officer and Deputy \nSecretary for Population and Public Health, she was \nthe Director of Health Protection and Deputy Chief \nHealth Officer. \nKerry has extensive public health experience, having held \nsenior positions in NSW public health units since 1991. \nShe has a particular interest in blood-borne virus \ninfections, communicable diseases prevention and control, \nand Aboriginal health. \nKerry was appointed to the role of Chief Health Officer \nand Deputy Secretary on 1 February 2009. As Public \nHealth Controller, Kerry led the public health response \nto the COVID-19 pandemic. In 2020, she was named \nNSW Public Servant of the Year and was awarded the \nNSW Premier’s Woman of the Year Award and the \nNSW Woman of Excellence Award in March 2021 for \nher leadership.\nDivision overview \nPopulation and Public Health Division coordinates the \nstrategic direction, planning, monitoring and performance \nof population and public health services across the state. \nIt also responds to the public health aspects of major \nincidents or emergencies in NSW, leading the statewide \nhealth protection network, and working closely with local \nhealth districts' public health units.\nThe division uses data and evidence to support the \ndelivery of accessible, appropriate and sustainable \nservices and initiatives that deliver equitable outcomes \nfor the community, including contributing to Closing \nthe Gap targets. \nThe division also covers a wide range of population and \npublic health portfolios, including the following centres \nor branches: Centre for Aboriginal Health, Centre for \nAlcohol and Other Drugs, Centre for Epidemiology and \nEvidence, Centre for Oral Health Strategy, Centre for \nPopulation Health, Health Protection NSW and the \nOffice of the Chief Health Officer.\nFinancial Services \nand Asset Management\nAdjunct Professor Alfa D’Amato\nCPA, MHSM, MPA, MPASR \nDeputy Secretary Financial \nServices and Asset Management \nand Chief Financial Officer \nNSW Ministry of Health \nAlfa D'Amato was appointed to the role of Deputy \nSecretary and Chief Financial Officer in May 2022, having \nacted in the role since April 2021. \nPrior to this, he held a range of leadership roles within \nNSW Health, including Executive Director, System \nFinancial Performance and Deputy Chief Financial Officer, \nDirector, Activity Based Funding and Associate Director, \nFinancial Operations at the South Eastern Sydney and \nIllawarra Area Health Service. \nAlfa has extensive financial services, financial \nperformance and activity based management experience, \nincluding specialist skills in developing and leading \ninnovation and transformation programs. Alfa is Vice-\nPresident of the Patient Classification Systems \nInternational, a member of CPA Australia and an Adjunct \nProfessor at the University of Technology Sydney \nBusiness School.\nDivision overview \nThe Financial Services and Asset Management Division \nleads a range of functions, including financial \nperformance, accounting, insurance, financial data \nanalysis and reporting, strategic procurement, corporate \nservices and business improvement and statewide \nstrategic asset management. The division provides \nfinancial leadership including governing, leading and \nstrengthening sustainable resource allocation within the \nNSW public health system to underpin the delivery of \npatient care and help health decision-makers access the \nright information at the right time. \nThe division’s lead role includes managing and monitoring \nthe financial performance of the NSW public health \nsystem within the NSW Health Performance Framework. \nIt is responsible for monitoring recurrent and capital \nexpenditure against the annual budget allocation and \nreporting on NSW Health’s financial performance to both \nthe Ministry executive and the government. \nNSW Health\t\nAnnual Report 2022–23   :  Overview   :  page 8\n\n\nPeople, Culture \nand Governance\nMr Phil Minns\nBEc, MEc \nDeputy Secretary People, \nCulture and Governance \nNSW Ministry of Health\nPhil Minns commenced in the role of Deputy Secretary, \nPeople, Culture and Governance at the NSW Ministry of \nHealth in November 2017. Previously, Phil was Deputy \nCommissioner for Public Service Commission from 2015 \nto 2017 and Deputy Secretary, Government, Corporate \nand Regional Coordination, NSW Department of Premier \nand Cabinet from 2012 to 2015. \nHe joined NSW Department of Premier and Cabinet \nfrom the Department of Defence, where he was the \ninaugural Deputy Secretary, People Strategies and Policy, \nand a member of the Defence Committee from 2008 \nto 2012. Phil’s career has spanned senior corporate roles \nwithin the manufacturing sector and government and \nconsulting to private and public sector organisations on \norganisational strategy, cultural change and workforce-\nfocused strategies. \nDivision overview \nThe People, Culture and Governance Division provides \nexecutive leadership and strategic direction to a diverse \nrange of professional advisory services. This enables \nand supports the achievement of NSW Health’s strategic \nobjectives to meet the needs of health service \nmanagement and delivery in NSW. \nThe division undertakes a range of functions for the \neffective administration of NSW Health covering \ncomprehensive corporate governance frameworks \nand policy; regulation of private healthcare facilities and \nthe supply and administration of therapeutic goods; a \ncomprehensive range of legal and legislative services; \noversight and management of the Secretary's \naccountabilities as employer of the NSW Health Service, \nincluding statewide industrial matters, public health \nsector employment policy, workplace health and safety \npolicy, workforce planning, recruitment and reform \nstrategies and strategic development of professional \nnursing and midwifery services; services to support \nMinisterial, Parliamentary and Cabinet processes, and \nmedia, marketing and communication services for the \nNSW Ministry of Health.\nHealth System Strategy \nand Patient Experience\nMs Deb Willcox AM\nDip Law\nDeputy Secretary Health System \nStrategy and Patient Experience\nNSW Ministry of Health\n26 September to present \nDeb Willcox AM commenced as Deputy Secretary, \nHealth System Strategy and Patient Experience in \nSeptember 2022.\nDeb’s career has included roles in both government and \nnon-government organisations and her experience spans \nclinical, corporate services, government departments, \nthe research environment and senior government \nadvisor roles.\nDeb was Chief Executive, Northern Sydney Local Health \nDistrict from 2017 to 2022. Prior to this, she held a range \nof senior executive roles including the combined role \nof Director of Operations, Sydney Local Health District \nand General Manager, Royal Prince Alfred Hospital, \nDirector Corporate Support - Health Reform Transition \nOffice, NSW Health and Director of Executive and \nMinisterial Services, NSW Health.\nPrior to NSW Health Deb held senior positions in \ngovernment, including Chief of Staff in the portfolios of \nPlanning, Housing and Aboriginal Affairs, and Advisor to \nthe Deputy Premier and Minister for Health, overseeing \nclinical portfolio areas, including planned surgery, critical \ncare and emergency departments.\nDeb started her career in nursing at Royal Prince Alfred \nHospital and later studied law, having been admitted to \nthe Supreme Court of NSW as a solicitor.\nIn 2023, Deb was appointed a Member of the Order of \nAustralia for significant service to health administration, \nand to the community.\nDivision overview \nThe Health System Strategy and Patient Experience \nDivision is responsible for government relations, health \nand social policy, mental health, strategic reform and \nplanning, patient experience, and allied health. \nThe division manages interjurisdictional negotiations and \nfunding strategies, and supports strategic relationships \nwith the Commonwealth and other jurisdictions, including \nmanagement of national health reforms. \nNSW Health\t\nAnnual Report 2022–23   :  Overview   :  page 9\n\n\nThe division is also responsible for setting the strategic \ndirection in policy areas, including prevention and \nresponse to violence, abuse and neglect; aged care; \ncommunity care and priority populations; disability; youth \nand paediatric health; refugee health; the National \nDisability Insurance Scheme; palliative care; and maternity, \nchild and family, including implementation of the First \n2000 days. \nThe Mental Health Branch develops, manages and \ncoordinates policy, strategy and program funding and \nsupports maintenance of the mental health legislative \nframework. \nThe Patient Experience team provide statewide guidance \non improving the patient experience, and are focused on \ncreating exceptional experiences for patients, carers and \nstaff across NSW Health. \nThe Chief Allied Health Officer provides system-wide \nleadership, advice and consultation on allied health \nservices, governance, clinical and professional matters. \nThe division also supports strategic reform and planning \nthrough Future Health, value-based healthcare, improving \nthe quality of service planning and capital developments, \nand adoption of new health technologies, genomics and \nprecision medicine.\nFormer Deputy Secretary\nDr Nigel Lyons \nBMed (Hons) MHA \nDeputy Secretary Health System Strategy and Planning \n\nNSW Ministry of Health \n8 May 2019 to 9 September 2022\nSystem Sustainability \nand Performance\nAdjunct Professor Matthew Daly\nDeputy Secretary System \nSustainability and Performance \nNSW Ministry of Health\nMatthew is the Deputy Secretary of \nthe System Sustainability and Performance Division at \nthe NSW Ministry of Health. Prior to his current role, \nMatthew was an independent consultant predominantly \nsupporting the health and not-for-profit sectors, and \nAdjunct Professor at the Faculty of Business, as well as \nAdjunct Clinical Associate Professor, Faculty of Health \nServices, at the University of Tasmania. He has also held \na group executive position in financial services with a \nmajor corporate. \nFor over 30 years, Matthew has held operational, \nexecutive and strategic health management positions in \nNSW and Tasmania at Chief Executive, senior executive \nand head of agency levels in the delivery of acute, \nprimary and community health services. Working in \ncollaboration with Commonwealth and state government \ndepartments, he has been responsible for supporting the \nimplementation of programs to improve health outcomes.\nDivision overview \nThe System Sustainability and Performance Division leads \nthe management of health system performance under the \nNSW Health Performance Framework and coordinates \npurchasing arrangements through annual Service \nAgreements with NSW public health services. \nThe division also leads climate risk and net zero programs \nto embed environmental sustainability as a core dimension \nof healthcare. The division is a critical interface with \nlocal health districts, specialty health networks, pillars \nand other statewide health organisations, in supporting \nthe delivery of world-class healthcare for the residents \nof NSW. \nIts functions include overseeing at a system level emergency \naccess, surgery waiting lists, specialist outpatient \nservices, Hospital in the Home, virtual care, and \ndeveloping collaborative partnerships with primary health \nproviders to establish innovative models of care. \nThe division supports performance improvement strategies \nand statewide initiatives to improve service delivery. It also \nprovides data management and analytical expertise and \ncoordination of statewide data collections.\nFormer Acting Deputy Secretary \nMs Joanne Edwards \nPatient Experience and System Performance \nNSW Ministry of Health \n16 May to 20 July 2022\nNSW Health\t\nAnnual Report 2022–23   :  Overview   :  page 10\n\n\nRegional Health Division\nMr Luke Sloane \nBNursing, Dip Mgmt \nDeputy Secretary \nRegional Health Division \nNSW Ministry of Health\nLuke Sloane brings more than two \ndecades of health experience to his role as the \nDeputy Secretary of the Regional Health Division \nof NSW Health. \nBorn and raised in Orange, Luke began his career in \nnursing. He has worked in a range of senior nursing and \nmidwifery, safety and quality, and executive roles over \nthe past 10 years. \nHe has served as NSW Health’s Executive Director for \nSystem Management, which involved leading system \nperformance, safety and quality, and support for the \nCOVID-19 pandemic response at a system level. \nDivision overview\nThe Regional Health Division was established in April \n2022 to support the NSW Government’s commitment to \nimproving health outcomes and access to health services \nfor people living in regional, rural and remote NSW. \nIn responding to the unique challenges of the regions, \nthe division focuses on community engagement, regional \nworkforce, primary care reform and access to transport \nand accommodation. \nThe regional health team works across regional NSW, \nbuilding and maintaining relationships with key \nstakeholders and communicating in a collaborative, \nrespectful and culturally appropriate way.\nLuke was the Coordinator General during the 2022-23 \nfinancial year and was announced as Deputy Secretary in \nearly July 2023.\nClinical Innovation \nand Research Division\nDr Jean-Frédéric Levesque\nMD PHD FRCP\nDeputy Secretary \nClinical Innovation and Research \nNSW Ministry of Health\nChief Executive, \nAgency for Clinical Innovation\n24 February 2023 to present\nDr Jean-Frédéric Levesque is the Deputy Secretary, \nClinical Innovation and Research Division and Chief \nExecutive of the NSW Agency for Clinical Innovation.\nHe is an Adjunct Professor at the Centre for Primary \nHealth Care and Equity at the University of New South \nWales. He has a medical degree, a Master’s in Community \nHealth and a Doctorate in Public Health from the \nUniversité de Montréal, Canada. He is a Fellow of the \nRoyal College of Physicians of Canada in Preventive \nMedicine and Public Health. \nJean-Frédéric brings extensive senior leadership in \nhealthcare systems analysis and improvement, combining \nexperience in clinical practice in refugee health and \ntropical medicine, in clinical governance and in academic \nresearch. He is a member of the HealthShare NSW Board \nand a member of the Strategic Analytic Advisory \nCommittee of the Canadian Institute of Health Information. \nAs part of his research portfolio, Jean-Frédéric has \npublished more than 150 peer reviewed publications and \nhis seminal research, producing a conceptual framework \non healthcare access and inequity, has been cited more \nthan 2,000 times. \nOriginally from Canada, Jean-Frédéric has worked \nin diverse medical, research and public health roles in \nCanada, India, the United Kingdom and Australia.\nDivision overview \nThe Clinical Innovation and Research Division was \nestablished in February 2023 to provide a central point \nfor coordination and strategy setting, and drive focus \non statewide research and innovation priorities. The \ndivision leverages the experience, expertise and networks \nfrom the Agency for Clinical Innovation and the Office \nfor Health and Medical Research.\nIt plays a leadership role across the continuum of the \ninnovation and research ecosystem, bringing together \nkey players to foster collaboration and opportunities. \nThe establishment of the division means the voice of \nboth consumers and clinicians are closer to decision-\nmaking, to support stronger and more effective \nrelationships and to improve patient care and delivery. \nNSW Health\t\nAnnual Report 2022–23   :  Overview   :  page 11\n\n\nState Health Services \nFunctional Area Co-ordinator \nMr Wayne Jones\nState Health Services \nFunctional Area Co-ordinator \nNSW Ministry of Health\n20 February 2023 to present\nWayne has over 40 years’ experience in the NSW Public \nHealth system. Wayne graduated as a registered nurse \nin 1985 and went on to obtain multiple post graduate \nqualifications in clinical nursing including intensive \ncare and cardiology. He obtained a degree in health \nmanagement as he transitioned from clinical to general \nmanagement roles.\nWayne has held a range of clinical and general \nmanagement roles in Sydney and the Northern Rivers \nincluding Chief Executive of Northern NSW Local Health \nDistrict from 2016–2023. In 2021, Wayne was seconded \nto the NSW Ministry of Health as the Deputy Secretary \nPatient Experience and System Performance to support \nthe NSW response to the COVID-19 Pandemic. During \nthis period Wayne was also the State Health Services \nFunctional Area Co-ordinator and responsible for leading \nthe NSW Health response to the major flooding in \ncommunities across NSW, particularly Northern Rivers \nand Hawkesbury regions. On 20 February 2023, Wayne \nwas appointed into the role of State Health Service \nFunctional Area Co-ordinator on a full-time basis for an \n18-month period. \nOverview \nThe State Health Services Functional Area Co-ordinator \nis the Ministry Executive responsible to the Minister \nthrough the Secretary for all prevention, preparation, \nresponse and recovery actions as outlined in the NSW \nHEALTHPLAN. \nThe State Health Services Functional Area Co-ordinator \nalso represents all health services on the State Emergency \nManagement Committee and is the key liaison between \nNSW Health and partner agencies in delivering whole \nof government emergency management. The State \nHealth Services Functional Area Co-ordinator also \nholds responsibility for leading the implementation of \nrecommendations on a number of key statewide reviews.\nNSW Health\t\nAnnual Report 2022–23   :  Overview   :  page 12\n\n\n2\nStrategy\n\n\nNSW Health\t\nAnnual Report 2022–23   :  Strategy   :  page 14\nhealth.nsw.gov.au\nFuture \nHealth\nGuiding the next \ndecade of care in NSW \n2022-2032\nReport\nFuture Health: \nGuiding the next \ndecade of care \nin NSW 2022–2032\nFuture Health is \nNSW Health’s \nstrategic roadmap.\nFuture Health positions our health system to \nmeet the needs of our patients, community and \nworkforce over the next decade, while adapting \nto and addressing the demands and challenges \nfacing our system.\nOur NSW Health vision, as well as the strategic \noutcomes and key objectives of Future Health \n(see page 15), has been informed by the \nexperiences and viewpoints of the people who \nwork in, and who interact with, our health system. \nThroughout the 2022–23 financial year, we have \nfocused on implementing Future Health by \ndeveloping action plans and a measurement and \ngovernance framework to guide our approach. \nOur system’s challenges \nHealth is expected to remain the largest category of \nrecurrent state spending. NSW Health spends more \nthan $30 billion on healthcare services in NSW: \n•\tThis spend is largely concentrated in hospitals, with \n85% of spend on outpatient, ambulatory, emergency, \ninpatient and sub-acute/rehabilitation care. \n•\tPrevention and promotion currently account for 10% \nof NSW Health expenditure.\n•\tThe remainder, or about 5%, is invested in community \nor other care settings. \nThis distribution of cost reflects the historic hospital-\nfocused approach to healthcare, and has been an \nappropriate model for decades, given traditional patient \nneeds and methods of service delivery. \nThe burden of disease in the community that the \nNSW Health system faces now and will continue to \nexperience in coming decades, requires a different \napproach. A national focus on keeping people \nhealthy and well, and effective management of \nchronic conditions is needed to reduce demand for \nhospital care and keep health spending sustainable, \nwhile maintaining optimal health outcomes. This will \nneed to be complemented by greater integration \nwith primary care and non-government organisations.\n\n\nNSW Health\t\nAnnual Report 2022–23   :  Strategy   :  page 15\nStrategic outcomes and key objectives\n \n \u0007\n \u0007\nPatients and carers have \npositive experiences and \noutcomes that matter\n\u0007\nPeople have more control over their own health, \nenabling them to make decisions about their care that \nwill achieve the outcomes that matter most to them.\n1.1 \t \u0007\nPartner with patients and communities to make \ndecisions about their own care\n1.2 \t\u0007\nBring kindness and compassion into the delivery \nof personalised and culturally safe care\n1.3 \t\u0007\nDrive greater health literacy and access to \ninformation\n1.4 \t\u0007\nPartner with consumers in co-design and \nimplementation of models of care\n \n \u0007\nOur staff are engaged \nand well supported\n\u0007\n                   \u0007\nStaff are supported to deliver safe reliable \nperson-centred care driving the best outcomes \nand experiences.\n4.1\t \u0007\nBuild positive work environments that bring out \nthe best in everyone\n4.2\t\u0007\nStrengthen diversity in our workforce and \ndecision-making\n4.3\t\u0007\nEmpower staff to work to their full potential around \nthe future care needs\n4.4\t\u0007\nEquip our people with the skills and capabilities \nto be an agile, responsive workforce\n4.5\t\u0007\nAttract and retain skilled people who put patients first\n4.6\t\u0007\nUnlock the ingenuity of our staff to build work \npractices for the future\n \n \u0007\n \u0007\nSafe care is delivered \nacross all settings\n\u0007\n                     \u0007\nSafe, high quality reliable care is delivered \nby us and our partners in a sustainable and \npersonalised way, within our hospitals, in \ncommunities, at home and virtually.\n2.1 \t\u0007\nDeliver safe, high quality reliable care for patients \nin hospital and other settings\n2.2 \t\n\u0007\nDeliver more services in the home, community \nand virtual settings\n2.3 \u0007\nConnect with partners to deliver integrated care services\n2.4 \t\n\u0007\nStrengthen equitable outcomes and access for rural, \nregional and priority populations\n2.5 \u0007\nAlign infrastructure and service planning around \nfuture care needs\n \n \u0007\nResearch and innovation, \nand digital advances inform \nservice delivery\n\u0007\nClinical service delivery continues to transform through \nhealth and medical research, digital technologies, and \ndata analytics.\n5.1\t \u0007\nAdvance and translate research and innovation \nwith institutions, industry partners and patients\n5.2\t\u0007\nEnsure health data and information is high quality, \nintegrated, accessible and utilised\n5.3\t\u0007\nEnable targeted evidence-based healthcare \nthrough precision medicine\n5.4\t\u0007\nAccelerate digital investments in systems, \ninfrastructure, security and intelligence\n \n  \u0007\nPeople are healthy and well\n                     \u0007\nInvestment is made in keeping people healthy \nto prevent ill health and tackle health inequality \nin our communities.\n3.1\t \u0007\nPrevent, prepare for, respond to and recover from \npandemic and other threats to population health\n3.2\t\u0007\nGet the best start in life from conception through \nto age five\n3.3\t\u0007\nMake progress towards zero suicides recognising \nthe devastating impact on society\n3.4\t\u0007\nSupport healthy ageing ensuring people can live \nmore years in full health and independently at home\n3.5\t\u0007\nClose the gap by prioritising care and programs \nfor Aboriginal people\n3.6\t\u0007\nSupport mental health and wellbeing for our \nwhole community\n3.7\t\u0007\nPartner to address the social determinants \nof ill health in our communities\n3.8\u0007\n \u0007\nInvest in wellness, prevention and early detection, \nwhich includes reducing the harmful use of drugs \nand alcohol, supporting healthy behaviours, and \nincreasing our focus on prevention and early detection\n \u0007\nThe health system is \nmanaged sustainably\n\u0007\n                   \u0007\nThe health system is managed with an outcomes-\nfocused lens to deliver a financially and \nenvironmentally sustainable future.\n6.1\t \u0007\nDrive value-based healthcare that prioritises outcomes \nand collaboration\n6.2\t\u0007\nCommit to an environmentally sustainable footprint \nfor future healthcare\n6.3\t\u0007\nAdapt performance measurement and funding \nmodels to targeted outcomes\n6.4\t\u0007\nAlign our governance and leaders to support the \nsystem and deliver the outcomes of Future Health\n\n\nNSW Health\t\nAnnual Report 2022–23   :  Strategy   :  page 16\nNSW Regional Health \nStrategic Plan 2022-2032\nGuiding health services that understand, and celebrate, \nthe diverse and unique nature of regional communities\nThe NSW Regional Health Strategic Plan was developed \nto align with and support the whole of NSW Health \nstrategy Future Health 2022-2032, while addressing \nissues that are specific to regional, rural and remote \ncommunities.\nNSW Health is committed to ensuring that people living \nin regional, rural and remote NSW can access high \nquality, timely healthcare and have excellent patient \nexperiences and optimal health outcomes. \nAs a blueprint for the provision of health services over \nthe next decade, the NSW Regional Health Strategic \nPlan 2022-2032 outlines key priority areas for action \nincluding strengthening our regional health workforce, \nenabling better access to health services, fostering \nimproved partnerships and harnessing innovation to \nsupport a sustainable health system.\nThe plan aims to deliver improved outcomes for people \nliving in regional, rural, and remote NSW through the \neffective use of the resources and networks of NSW \nHealth and through collaboration with our communities \nand all our partners in care.\nRegional NSW encompasses all regional, rural and \nremote areas of NSW. It includes areas within the \nregional and rural local health districts:\n•\tCentral Coast\n•\tFar West\n•\tHunter New England\n•\tIllawarra Shoalhaven\n•\tMid North Coast\n•\tMurrumbidgee\n•\tNorthern NSW\n•\tSouthern NSW\n•\tWestern NSW\nThe plan is also supported by the metropolitan local \nhealth districts and by the specialty health networks \nwhich have patients in many regional locations. \n\n\n3\nOperations \nand performance\n\n\nNSW Health\t\nAnnual Report 2022–23   :  Operations and Performance   :  page 18\nPriority 1\nPatients and carers have \npositive experiences \nand outcomes that matter\nPeople have more control \nover their own health, \nenabling them to make \ndecisions about their \ncare that will achieve the \noutcomes that matter \nmost to them.\nKey objectives \n1.1 \t \u0007\nPartner with patients and communities \nto make decisions about their own care \n1.2 \t \u0007\nBring kindness and compassion into the \ndelivery of personalised and culturally \nsafe care \n1.3 \t \u0007\nDrive greater health literacy and access \nto information \n1.4 \t \u0007\nPartner with consumers in co-design and \nimplementation of models of care\nKey achievements\n•\tPatient and carer feedback on non-emergency patient \ntransport shows an overall satisfaction rating of nine \nout of 10.\n•\tConsumer experience of Community Managed \nOrganisations saw 92% of survey respondents rating it \nexcellent or very good.\n•\tLaunched the Integrated Trauma Informed Care \nFramework – My story, my health my future - to ensure that \nchildren, young people, their families and carers, as well \nas staff within NSW Health, experience trauma-informed, \nintegrated care.\n•\tThe Agency for Clinical Innovation published guidance \nfor clinicians and their community partners on Delivering \nhealthcare to refugee communities in regional NSW, \nsupporting the establishment of trauma-informed and \nculturally safe health services for refugee communities.\n•\tOn behalf of the NSW Government, NSW Health has led \nthe development of Children First 2022-31, a multi-agency \npublic health framework for the prevention and response \nto problematic and harmful sexual behaviours by children \nand young people. \n•\tCancer Institute NSW supported access to high-quality, \nevidence-based cancer information through web-based \nresources, with 22,093 users accessing online patient \ninformation more than 24,913 sessions.\nUnderstanding the patient experience \nElevating the Human Experience \nDelivering on initiatives in Elevating the Human \nExperience – Our Guide to Action continues to be a \npriority for NSW Health. Establishing collaborative \npartnerships has been identified as a priority area and in \n2022, over 200 consumers, staff and representatives \nfrom peak agencies were involved in the co-design of All \nof Us – A guide to engaging consumers, carers, and \ncommunities. Published in May 2023, All of Us is a set of \ncore principles for respectful engagement.\nBureau of Health Information \nThe Bureau of Health Information (BHI) continued to \nprovide the most reliable and comprehensive statewide \npicture of patient experience in NSW public hospitals. \nRegular reporting provides transparency for patients \nabout healthcare performance, while delivering analyses \nand insights to support accountability and improvement. \n\n\nNSW Health\t\nAnnual Report 2022–23   :  Operations and Performance  :  page 19\nIn 2022-23, BHI enhanced the timeliness of its reporting, \nsupported health staff to make more effective use of \nsurvey results, focused on high-priority issues, such as \nvirtual care and experiences of elective surgery, and \ndeployed more advanced analytics in new short-form \nreports in the Insights Series.\nExperiences of service\nThe Your Experience of Service (YES) survey and Mental \nHealth Carer Experience (CES) Survey continue to be \nroutinely collected to inform improvement initiatives. \nIn 2022-23, more than 22,400 YES, 2,900 CES and \n1,400 Your Experience of Service- Community Managed \nOrganisations (YES-CMO) surveys were completed. \nServices receive regular reports to assist them in \nidentifying what they are doing well and areas for \nimprovement. \nIn 2022-23, 75% of consumers reported an excellent \nor very good experience, an increase from the previous \nyear, and 67% of carers reported an excellent or \nvery good experience. Positive consumer experience \nof CMO services continued to be rated highly, with \n92% of respondents rating it excellent or very good.\nThe Centre for Alcohol and Other Drugs also conducted \na small pilot of an Alcohol and Other Drugs Your \nExperience of Service Survey to measure patient \nexperience in local health district and non-government \norganisation services.\nPatient Transport Service\nHealthShare NSW launched the dedicated patient and \ncarer feedback survey in September 2022. The survey \ncaptures feedback on NSW Health Patient Transport \nService crews and partner providers, and measures \noverall satisfaction, timeliness and in-vehicle experience. \nFor carers, the survey also measures the extent to which \nthey feel supported in the provision of care for the \npatient. Results in 2022-23 show an overall satisfaction \nrating of nine out of 10. \nDriving improvements \nin patient-centred cancer care\nCancer Institute NSW drove improvements in patient-\ncentred care through its patient-reported measures \nprogram, which collects feedback about cancer patients’ \nexperiences and outcomes. In 2022-23, the program \nreached 14,500 electronic patient information surveys. \nResults were available to clinicians in real time, \nsupporting discussions with patients and the provision \nof tailored information and support.\nThe Institute funded implementation of in-language \nsurveys at existing sites in eight community languages \nand supported cancer services to employ multicultural \nsupport staff to establish links to local services and \nreferral pathways. In 2022-23, the program expanded to \nan additional three local health districts, with the system \nimplemented and in use in 24 cancer centres across \n10 local health districts. \nAs part of this program, the Cancer Institute NSW \nfunded South Western Sydney Local Health District to \nembed the patient-reported measures program for \nArabic and Vietnamese speaking people accessing \ncancer services. \nThere is also a tailored, evidence-based supportive care \nneeds assessment tool for Aboriginal people, which \naccommodates the language, customs and culture-\nspecific needs of Aboriginal people with cancer. \nPatient-reported measures\nThe Agency for Clinical Innovation (ACI) is committed to \nensuring that patient-reported measures are culturally \nsafe, and give Aboriginal people the opportunity to \nprovide direct, timely feedback about their experiences \nand outcomes of care. \nThis year, ACI partnered with the Kowa Collaboration \nand local health districts for the implementation, \ncollection and use of patient-reported measures for the \nAunty Jean program. It is a community orientated \nprogram to support Aboriginal people with or at risk of \nchronic illness. This included the development of a data \nsovereignty framework. \nPatient-reported measures are captured using the \nHealth Outcomes and Patient Experience platform for \n25 different patient cohorts. In 2022-23, new patient \nsurveys were integrated into the platform to help \ncapture the impact of Long COVID on patients. \nRecipes for success\nHealthShare NSW provides around 25 million quality and \nnutritious meals each year for patients. In 2022-23, the \nFood Services Reform program focused on expanding \nmeals and menus to meet the needs of every patient. \nAs part of the program, HealthShare NSW has engaged \nmental health consumers in the development and design \nof a new menu; commenced the staged implementation \nof KidsCHEF for paediatric patients; rolled out new \ntexture modified foods to improve the experience of \npatients and residents on a pureed diet; and introduced \na new, award-winning meal service model for the \nAdolescent and Young Adult Hospice at Manly, giving \npatients and families the opportunity to experience \nnourishing, home-style food.\n\n\nNSW Health\t\nAnnual Report 2022–23   :  Operations and Performance   :  page 20\nSafety Fundamentals\nSafety Fundamentals for patient-centred care were \ndeveloped in recognition of the importance of teamwork \nto achieve a culture of safety and a shared goal of \ndelivering safe, reliable, patient-centred care. \nThese practical tools were formed by clinician and \nconsumer consultation and cumulative evidence and \nhave the potential to bring quick and measurable gains. \nHealth workers can use these tools as part of day-to-day \npractice to strengthen the focus on partnering with \npatients, their families and carers and support improved \npatient and staff experience.\nDesigning our spaces well\nHealth Infrastructure collaborated with the Government \nArchitect NSW to develop and release the Design Guide \nfor Health: Spaces, Places and Precincts. It sets principles \nand design criteria to support government and industry \nto deliver functional, welcoming and inclusive health \nfacilities. \nThe Guide, together with capital project objectives and \nsustainability principles, supports Health Infrastructure’s \ndecision making, and enables a whole-of-lifecycle \napproach to ensure facilities are sustainable, efficient \nand affordable to operate, while providing a legacy for \nfuture generations.\nInformed cancer decisions\nEvidence-based cancer information\nCancer Institute NSW supported people to access \nhigh-quality, evidence-based cancer information online. \nResources supported people diagnosed with cancer to \nmake informed decisions and self-manage. A total of \n22,093 users accessed online patient information during \n2022-23. \nSupporting multicultural communities \nIn 2022, more than 14,200 users accessed online in-\nlanguage patient information, including resources on \ndiagnosis and treatment in eight community languages \nto support improved cancer literacy in multicultural \ncommunities.\nA total of 42 new online and print-on-demand resources \nin 24 languages were developed to support patients \nand carers from culturally and linguistically diverse \nbackgrounds to make informed decisions. In total, \nthe Cancer Institute now has at least one resource in \n38 community languages. All of the Cancer Institute \nNSW public awareness campaigns have been translated \ninto community languages. \nCulturally safe and \ntrauma-informed care\nAboriginal cancer care\nCancer Institute NSW appointed Aboriginal Care \nCoordinators in four local health district cancer services \nto provide culturally appropriate and safe care.\nBreastScreen NSW commenced the Putuwa project, \nwhich aims to increase breast screening participation of \nAboriginal women aged 40 years and over. To encourage \nmore Aboriginal women to feel welcome at screening \nand assessment services, BreastScreen NSW engaged \nan Aboriginal artist to create artwork used for modesty \nshawls and promotional material, including a mobile \nscreening site on the NSW north coast.\nProviding care to sexually and \ngender diverse people with cancer\nCancer Institute NSW enhanced cancer service workers’ \nknowledge, confidence and skills in providing care to \nsexually and gender diverse people with cancer. In \npartnership with ACON, the Institute developed \neLearning modules about the unique health and \nwellbeing issues and health disparities faced by \nLGBTIQ+ people. \nSince publication in January 2023, more than 200 people \nhave enrolled in the training. An internal staff training \ncourse has also been completed by more than 220 \nCancer Institute NSW and BreastScreen NSW staff.\nSafe environments for rehabilitation\nThe Agency for Clinical Innovation supported the adoption \nof Gadjigadji – my rehab, my journey, a digital resource to \nsupport clinicians to create a culturally safe environment \nfor Aboriginal people in their rehabilitation service. \nThe resource encourages clinical yarning, videos, \nstories, templates, quizzes, a self-assessment tool and \nartwork. Gadjigadji is being used in 35 locations across \nNSW, representing half the state’s rehabilitation sites. \nClinicians have reported improved relationships with \nAboriginal patients, improved engagement with \nrehabilitation services, and improved health outcomes. \nIntegrated Trauma Informed Care Framework\nIn February 2023, the Integrated Trauma Informed Care \nFramework – My story, my health, my future was launched \nto address the need for trauma-informed, integrated \ncare for children, young people, their families and carers. \nThe Framework has been published on the NSW Health \nwebsite along with a range of resources to support \nimplementation.\n\n\nNSW Health\t\nAnnual Report 2022–23   :  Operations and Performance  :  page 21\nDelivering healthcare to refugee \ncommunities in regional NSW\nThe Agency for Clinical Innovation published guidance \nfor clinicians and their community partners on Delivering \nhealthcare to refugee communities in regional NSW. The \nguidance supports the establishment of trauma-\ninformed and culturally safe health services for refugee \ncommunities. Health professionals and regional local \nhealth districts use this resource to effectively engage \nwith vulnerable people with refugee backgrounds and \nimprove experiences of healthcare. \nMaking Visible: Preventing and \nresponding to violence, abuse and neglect\nIn 2022-23, the Agency for Clinical Innovation launched \nits first ever podcast series, Making Visible: Preventing \nand responding to violence, abuse and neglect. Each \nepisode shared practitioner perspectives and advice to \nsupport social workers, psychologists and health \nprofessionals deliver trauma-informed, best practice \ntherapeutic care. The series proved successful with \nmore than 1,000 downloads within a month of launch. \nAlcohol and other drugs\nThe NSW Ministry of Health Centre for Alcohol and Other \nDrugs funded two sites to establish a Safe Assessment \nUnit. The units provide integrated care, and respond to the \nneeds of people presenting with, or at risk of, behavioural \ndisturbances associated with substance use, mental health \nand/or social crisis. The Centre also incorporated principles \nof trauma-informed care into Special Commission of \nInquiry into the Drug Ice initiatives, prioritising populations \nwith specific needs. \nMaking informed decisions \nabout surgery\nThe Surgical Services team published online patient \nresources to provide public information about elective \nsurgery access in NSW public hospitals and answer \nfrequently asked questions from the community. From \ntheir release in September 2022 until 30 June 2023, the \nresources have had more than 16,000 page views with \nmore than 10,000 visits to the How to join an elective \nsurgery waitlist at an NSW public hospital webpage. \nIn 2022-23, the Surgery Access Line responded to 934 \ncalls from patients, carers and general practitioners and \nprovided information on access to surgery. This was an \nincrease of 236 more calls from the previous year.\nThe Agency for Clinical Innovation published shared \ndecision-making resources for older people living with \nfrailty considering surgery. These resources aim to help \nolder people living with frailty, their families and health \nstaff make informed decisions about surgery. \nExcellence in Aboriginal Healthcare Award\nSouth Western Sydney \nLocal Health District\nAboriginal GOT IT! \nThe Aboriginal Getting On Track In Time (GOT IT!) \nprogram is a cultural adaption program designed \nand led by local Aboriginal people from the \nSouth West Sydney area, aimed to improve the \ncapacity of caregivers and schools to identify \nand respond to the social and emotional needs \nof children between three and nine years in a \nculturally responsive way.\nThe cultural adaptions reflected the localised \nneed and showed that the program had significant \npositive impacts on the emotional regulation \nof children, parenting practices, and responses \nof school staff to emotion-based behaviours.\nJemma Milloy, proud representative from the \nAboriginal Getting On Track In Time Pilot Program \nteam, winners of the 24th Annual NSW Health Awards \n2022 Excellence in Aboriginal Healthcare category.\nCommunicating effectively \nwith families and carers\nThe Agency for Clinical Innovation published a new digital \nguide to support effective communication in neonatal \nservices and improve experience and outcomes for \npatients, families and health staff. The guide was created \nin consultation with consumers and staff, and includes \nadvice, tools and resources to help clinicians communicate \neffectively with families and carers, in person and through \nusing virtual care. \n\n\nNSW Health\t\nAnnual Report 2022–23   :  Operations and Performance   :  page 22\nEnhancing our pathology services\nNSW Health Pathology progressed work on the Fusion \nprogram which will standardise technologies, processes \nand workflows and deliver a new statewide laboratory \ninformation management system, an integral part of the \nambitious Single Digital Patient Record program.\nIts laboratories provided specialist testing for outbreaks \nand emerging notifiable diseases, including Japanese \nencephalitis, Mpox.\nNSW Health Pathology undertook a review of collection \nservices to better understand consumer and referrer \nneeds, the physical environment of collection centres \nand the needs of collectors. \nForensic Medicine Newcastle collaborated with local \nAboriginal community members and used handmade \nquilts to cover the deceased for family viewings. Leaves \npainted by Aboriginal artists were offered to Aboriginal \nfamilies to place with loved ones.\nWorking to keep people safe from harm\nRoyal Commission into Institutional \nResponses to Child Sexual Abuse\nNSW Health has now delivered on all its public \ncommitments under the NSW Government’s response \nto the Royal Commission into Institutional Responses \nto Child Sexual Abuse (Royal Commission). The 2022 \nNSW Annual Report on Progress is the final report and \ncovers NSW Health’s activities over 2022. \nNSW Health will continue the work to keep children \nand young people in NSW safe from harm. \nChildren First 2022-2031, Talking About \nIt and Safety in Action 2022-2024\nOn behalf of the NSW Government, NSW Health has \nled the development of Children First 2022-2031, a \nmultiagency public health framework for the prevention \nand response to problematic and harmful sexual \nbehaviours by children and young people. \nChildren First is a world-first whole of government \nand community public health framework. It is supported \nby Talking About It, the NSW prevention action strategy, \nwhich outlines the evidence for preventing problematic \nand harmful sexual behaviours in children and \n young people. \nTogether, these documents set the vision and priorities \nfor how NSW government agencies and the community, \ncan and will work together to support children and \nyoung people who have displayed, or been affected by, \nproblematic and harmful sexual behaviours. \nSafety in Action 2022-2024 is our NSW multiagency \nfirst action plan for the prevention and responding to \nproblematic and harmful sexual behaviours by children \nand young people. Safety in Action outlines our \ncollective actions in the first implementation phase \nof Children First and Talking About It.\nChildren First 2022-2031, Talking About It and Safety in \nAction 2022-2024 are the culmination of a significant \nand complex program of work across government that \nresponds to the findings and recommendations of the \n2017 Royal Commission into Institutional Responses to \nChild Sexual Abuse. More than 2,500 workforce and \ncommunity stakeholders across NSW contributed to the \nwork, including children and families with lived experiences \nand representatives from our priority populations.\nWorking in partnership\nDuring 2022-23, Education Centre Against Violence \nestablished a statewide, multiagency workforce \ndevelopment committee that has, together with the \ntime-limited co-design advisory committee, guided \nimplementation activities. This included the development \nand delivery of evidence-based, best practice training in \npartnership with People with Disability Australia and the \nNSW Council for Intellectual Disability in 2022; and the \ndevelopment of accessible information resources \nanticipated to be released in late 2023.\nNational Redress Scheme \nNSW Health participates in the National Redress \nScheme for Survivors of Institutional Child Sexual \nAbuse. Through the Redress Scheme, successful \napplicants are eligible for a monetary payment, \ncounselling, and a Direct Personal Response, which is \na formal apology delivered to survivors by the institution \nfound responsible for the abuse they have suffered. \nThe purpose of these formal apologies is to contribute \nto healing and justice, and to provide an opportunity for \nsurvivors’ personal experiences to be heard and \nacknowledged.\nRegional connections \nA comprehensive review was undertaken of local health \ncouncils and advisory committees across NSW. In \nFebruary 2022, a report was published, outlining the \ndevelopment of new guiding principles to support \nthe reinvigoration of local health committees across \nNSW. Extensive stakeholder consultation was integral \nto the development of the report.\nImplementation and monitoring of the guiding principles \nis ongoing across all regional local health districts to \nstrengthen local health committees.\n\n\nNSW Health\t\nAnnual Report 2022–23   :  Operations and Performance  :  page 23\nThe Regional Health Division continued to support local \nhealth districts to strengthen their committees by \nbuilding connections, sharing insights and partnering \nfor capability development across the system.\nCommunicating on priority \nhealth issues\nHealth Protection NSW worked closely with the NSW \nMinistry of Health’s Strategic Communications and \nEngagement team on opportunities to share key \nmessages to the NSW public.\nA Behavioural Science and Communications Advisory \nGroup was convened to bring together experts to \ndiscuss relevant public health topics. Improving \ninfluenza vaccination coverage in children under five \nyears was the first topic. Actions from the meeting \nincluded updating the NSW Immunisation Schedule, \nliaising with Aboriginal Medical Services and \ncontributing to Yarn Up, a question and answer session \nwith, and for, Aboriginal communities with experts \nhosted on the NSW Health Facebook. \nIn partnership with the Aboriginal Health and Medical \nResearch Council, the Agency for Clinical Innovation \nhosted an Aboriginal Chronic Conditions Conference \non 14 June 2023. More than half of the 450 attendees \nidentified as an Aboriginal peoples. Attendees heard \nfrom 28 speakers and expert panel members \nshowcasing key learnings on the theme Aboriginal \nWorkforce and Chronic Care Models.\nThe Winter Respiratory public health communications \ncampaign launched on 9 May and ran until 31 August \n2023. \nThe campaign targeted parents and carers of children \nsix months to under five years (including culturally and \nlinguistically diverse and Aboriginal communities), \npregnant women, and all Aboriginal people from six \nmonths. These audience groups were entitled to the \nCommonwealth-funded influenza vaccine. The general \npopulation between 16 and 39 years were also targeted \nwith hygiene and ‘stay at home if unwell’ messaging.\nThe campaign used the results of focus testing (with \npregnant women and parents, including culturally and \nlinguistically diverse communities and Aboriginal people) \nto inform the creative. \nBy mid-August, the campaign had generated 20 million \nimpressions. The campaign was also supported by \norganic social media and stakeholder engagement.\nA clinician working group was created to identify new \nstrategies to support clinicians in sharing public health \nmessaging. A range of materials and resources were \ndeveloped with the working group including:\n•\tinfluenza vaccination safety data resources \n•\tthe NSW weekly respiratory report for COVID-19 \nand influenza \n•\thard copy promotional material for pharmacies \nand GPs to promote influenza vaccination.\nTransforming Patient Experience Award\nThe Sydney Children’s \nHospitals Network\nThe Last Days of Life: \nPaediatric and Neonatal Toolkit \nThe death of a child is tragic and challenging. \nThe Last Days of Life: Paediatric and Neonatal \nToolkit is a best practice guide for healthcare \nprofessionals to ensure the patient and family \nremain the central focus leading up to a death \nof a child.\nThe toolkit empowers clinicians to adopt a \nproactive approach and equips them with \nthe tools to work in partnership with families \nto transform the experience of a child dying. \nSandy Coombs, Clinical Nurse Consultant, \nPalliative Care Quality and Project Officer, one \nof people behind The Last Days of Life: Paediatric \nand Neonatal Toolkit at the Sydney Children’s \nHospitals Network. Winners of the Transforming \nPatient Experience Award in the 24th Annual \nNSW Health Awards 2022.\n\n\nNSW Health\t\nAnnual Report 2022–23   :  Operations and Performance   :  page 24\n\n\nNSW Health\t\nAnnual Report 2022–23   :  Operations and Performance  :  page 25\nPriority 2\nSafe care is delivered \nacross all settings\nSafe, high-quality, reliable care is delivered by NSW Health \nand our partners in a sustainable and personalised way, \nwithin hospitals, in communities, at home and virtually.\nKey objectives \n2.1 \t \u0007\nDeliver safe, high-quality reliable care \nfor patients in hospital and other settings \n2.2 \t\u0007\nDeliver more services in the home, community \nand virtual settings \n2.3 \t\u0007\nConnect with partners to deliver integrated \ncare services \n2.4 \t\u0007\nStrengthen equitable outcomes and access \nfor rural, regional and priority populations \n2.5 \t\u0007\nAlign infrastructure and service planning \naround the future care needs\nKey achievements\n•\tIn August 2022, the Urgent Care Services program \ncommenced in partnership with Local Health Districts, \nPrimary Health Networks, Healthdirect and multiple \ndivisions across the NSW Ministry of Health. The program \nworks to reduce pressure on emergency departments \nand increase the capacity to provide urgent care services \nto the community. \n•\tIn December 2022, the NSW Telestroke Service program \nrollout was completed and scaled to 23 rural and regional \nhospitals across NSW.\n•\tThe Community Single Front Door service has been \nfunctional over the last 12 months, and has helped \nconnect over 321,218 callers with clinical advice and \nalternate service providers. More than 39,000 people \nwere referred to Virtual GP and Virtual KIDS \nconsultations, and approximately 65% of people who \nwere intending to present to an emergency department \nwere assessed and triaged to appropriate non-emergency \ndepartment care.\n•\tIn 2022, approximately nine out of 10 patients rated \ntheir virtual outpatient care as very good or good.\n•\tCanrefer, the Cancer Institute’s online directory of cancer \nspecialists, multidisciplinary cancer care teams and \ntreatment centres, was accessed by 155,439 users \nseeking referrals.\n•\tThe Virtual Clinical Care Centre supported more than \n46,000 secondary triage incidents to help manage high \nTriple Zero (000) call volumes. More than 20% of these \nwere successfully referred to other healthcare services, \nhelping to reduce the burden on NSW Ambulance and \nimprove patient safety and operational performance. \n•\tThe launch of the Forensic Medicine Information \nSystem provided an integrated single-source-of-truth \nfor coronial and non-coronial referrals, giving Forensic \nMedicine teams and the Coroner secure, timely access \nto information.\n•\tCancer Institute NSW expanded eviQ, an online resource \nproviding evidence-based, peer-reviewed cancer \ntreatment protocols and information. In 2022-23, uptake \nincreased by 36% to more than 1.2 million users. \n•\tIn 2022-23, the Isolated Patients Travel and \nAccommodation Scheme helped 32,700 patients - which \nis an additional 9,500 patients compared to the previous \nfinancial year.\n\n\nNSW Health\t\nAnnual Report 2022–23   :  Operations and Performance   :  page 26\nVirtual care\nProgressing the NSW Virtual Care Strategy \nThe NSW Virtual Care Strategy 2021-2026 supports \ntimely access to care by increasing capacity and \nexpanding virtual care, such as telehealth, video \nconferencing and remote patient monitoring. This will \ndeliver service benefits that increase effective and \nefficient care delivery, reduce potentially preventable \nhospitalisations, reduce length of hospital stays and \nimprove system integration between primary care and \nacute care.\nThe NSW Ministry of Health worked with partners across \nthe system to embed sustainable, safe, effective and \nefficient models of care to further support the delivery \nof the NSW Virtual Care Strategy. \nA Virtual Care Services Implementation Guide was \ndeveloped to provide consistent statewide guidance \nabout best practice principles and enable a coordinated, \nconsistent and integrated approach to implementing \nvirtual care services.\nA six-month pilot was commenced to expand the \nexisting Virtual Rural Generalist Service into selected \nsites across Southern New South Wales Local Health \nDistrict. The highly successful model provides specialist \nadvice and 24/7 rural medical support. \nThe virtualKIDS Urgent Care Service was launched \nto help prevent children having to attend an emergency \ndepartment and to support providing care closer \nto home. The service provides care through \nvideoconferencing and a 24/7 hotline, connecting \nfamilies with a clinical nurse to provide an assessment \nbefore they get to hospital and to determine the best \ncare pathway and care provider based on each child’s \nneeds. The service is accessed by calling HealthDirect.\nSharing the message\nNSW Health continues to raise awareness, address \nmisconceptions, and promote the benefits of virtual \ncare amongst patients, carers, families and communities \nacross NSW, as well as the staff and clinicians \nworking in or with NSW Health.\nTo build on the consistent messaging and resources \ndeveloped in previous years, the NSW Ministry of \nHealth collaborated with partners across the system \nand externally to develop targeted communications for \npriority populations, including culturally and \nlinguistically diverse and Aboriginal and Torres Strait \nIslander communities. The Ministry continues to work \nclosely with local health districts and specialty health \nnetworks to address their communication needs and \nhave developed materials for local adaptation.\nMore than 19,000 people visited the NSW Health virtual \ncare website in 2022-23, with more than 42,000 visiting \nthe site since it launched in January 2021. The website \nincludes information about virtual care, such as how it \nworks and the benefits, plus more than 25 patient, \ncarer and clinician stories about their experiences of \nvirtual care. \nProjects to build support for virtual care with local \nhealth districts and clinicians have focused on \nstreamlined and consistent communications and \nengagement. To support this, a virtual care newsletter \nwas developed and sent to more than 500 partners \nacross NSW Health. \nUnderstanding the virtual experience\nThe Bureau of Health Information continued to survey \npatients about their experiences of virtual care, resulting \nin datasets and insights that are unique in Australia. \nThis provided clinicians and health system managers \nwith the second year of Virtual Care Survey results, as \nwell as new modules in other surveys covering adult \nadmitted patients and outpatient cancer clinics. \nThe resulting insights, for example, that approximately \n9 out of 10 patients rated their virtual outpatient care \nin 2022 as very good or good, have played a key role in \ncommunicating the value of new care models among \nboth patients and clinicians, as well as informing the \nevaluation of the NSW Virtual Care Strategy 2021–2026.\nReferring patients to care\nInitially established in response to the COVID-19 \npandemic, the Virtual Clinical Care Centre has continued \nto evolve to meet community needs, particularly for \nnon-emergency responses. There were more than \n46,000 secondary triage incidents in 2022-23 with more \nthan 20% successfully referred. This equates to freeing \nup 917 paramedic crews over their 12-hour shift to \nrespond to emergency incidents, ultimately improving \npatient safety and operational performance.\nTelestroke\nThe NSW Telestroke Service provided specialist stroke \ncare to patients in rural and regional NSW, connecting \nlocal emergency physicians with 24/7 access to expert \nstroke clinicians using virtual care. \nThe program rollout was completed in December 2022 \nand was scaled to 23 rural and regional hospitals in \nNSW. The service supported communication across \nhospital and local health district boundaries, and its \nscreen-sharing and collaboration functions enable \nremote viewing of electronic medical records, real time \nscanning review of images and live patient assessment. \n\n\nNSW Health\t\nAnnual Report 2022–23   :  Operations and Performance  :  page 27\nThe service has improved health outcomes and provided \nlifesaving consultations for more than 4,000 stroke \npatients in regional and rural NSW. The NSW Telestroke \nService won two 2022 NSW Health Awards, in the \nPatient Safety First category, and won the Secretary’s \nAward for Integrated Value Based Care, along with key \npartners: the Agency for Clinical Innovation, South \nEastern Sydney Local Health District, eHealth NSW and \nthe NSW Ministry of Health. \nCommunity Single Front Door helps patients\nNSW Health has partnered with Healthdirect to launch \nthe Community Single Front Door initiative, a program \nthat aims to healthcare services more accessible and \neasier to navigate, by providing a single, dedicated, 24/7 \npoint of contact for non-life-threatening healthcare \nneeds. For cases requiring immediate attention, the \nnurse triage team connects patients to statewide virtual \ncare services, including Virtual GP and Virtual KIDS. The \nservice has been functional over the last 12 months, and \nhas helped connect over 321,218 callers with clinical \nadvice and alternate service providers. More than \n39,000 people were referred to Virtual GP and Virtual \nKIDS consultations, and approximately 65% of people \nwho were intending to present to an emergency \ndepartment were assessed and triaged to appropriate \nnon-emergency department care. It has led to an 8% \ndecrease in Healthdirect callers being referred to \nemergency departments, amounting to approximately \nbetween 80-120 patients a day across NSW. The Service \nwas also a critical support initiative for healthcare \naccess during the NSW flood crises.\nmyVirtualCare\nThe myVirtualCare videoconferencing platform \nprovided patients in NSW with a seamless and \nconvenient way to access their clinical and social care \nproviders using one web link on any internet-enabled \ndevice. myVirtualCare supported patients to access a \nvariety of services from anywhere in the state, including \ncancer care, palliative care, nutrition and dietetics, \npain, mental health, chronic and complex care, and \nspeech and rehabilitation services. \nAt the end of the 2022-23 financial year, more than \n121,100 clinicians had been trained to use myVirtualCare \nand more than 30,700 clinicians provided care using \nthe platform. This resulted in more than 395,000 \nvirtual consultations occurring across 129 established \nvirtual consultation rooms. \nA survey of more than 25,000 consumers who have \nexperienced virtual care and the myVirtualCare platform \nshowed very positive responses. \nThis included 96% \nof respondents saying the virtual care they received was \nvery good or good, and 79% saying their virtual care \nexperience was better or the same as an in-person \nappointment.\nStrengthening access for rural, \nregional and remote NSW\nNSW Regional Health Strategic \nPlan 2022-2032 \nThe Regional Health Division developed the NSW \nRegional Health Strategic Plan 2022-2032, a blueprint \nfor the future provision of health services that \nunderstands and celebrates, the diverse and unique \nnature of regional communities.\nThe plan, published in February 2023, aligns closely \nwith Future Health. Extensive consultation was \nundertaken at every stage of the plan’s development \nand included face-to-face and virtual workshops, a \nsurvey, written submissions and responses from the \nNSW Government’s Have Your Say platform. \nResponse to the NSW Parliamentary Inquiry\nThe Regional Health Division coordinated the \ngovernment response to the NSW Parliamentary Inquiry \ninto health outcomes and access to health and hospital \nservices in rural, regional and remote NSW. The \nresponse was tabled in parliament on 1 September 2022.\nNSW Health branches, pillars and agencies are \nresponsible for delivering on the actions to implement \neach recommendation.\nThe Regional Health Division coordinates the monitoring \nand reporting on the actions against the Inquiry \nrecommendations and an Independent Review to \nassess progress.\nReducing the financial burden \nThe Isolated Patients Travel and Accommodation \nAssistance Scheme, known as IPTAAS, can help \nto reduce the financial burden on people who need to \ntravel long distances to access specialist healthcare.\nOn 1 August 2022, enhancements were made to the \nscheme, including the expansion of the eligibility criteria \nto include high-risk foot services, non-commercial \nclinical trials, ocularists and publicly funded oral health \nclinics. In 2022-23, IPTAAS helped 32,700 patients, \nwhich is an additional 9,500 patients compared to the \nprevious financial year. \nSubsidy rates for private vehicle travel also increased \nfrom 22 to 40 cents per kilometre and reimbursement \nfor accommodation has almost doubled. \n\n\nNSW Health\t\nAnnual Report 2022–23   :  Operations and Performance   :  page 28\nNSW Health is continuing to promote the scheme \nand streamline the IPTAAS application process to make \nit easier for patients to lodge claims.\nSupport nursing practice in rural \nand regional areas\nNSW Health published Rural Nurse Practitioners, \na framework for service and training. The framework \nprovides guidance for the delivery of accessible, \nperson-centred care that addresses the needs of rural \ncommunities. \nIn 2022-23, 45 nurse practitioner positions, including \n20 rural generalist nurse practitioner positions, were \nfunded across rural local health districts.\nRural Nursing Pathways in Practice is a statewide \nframework launched in 2022 to support rural nursing \npractice. The pathway is a collection of customised \nprofessional development opportunities and has been \nimplemented in six rural local health districts. In 2022-\n23, nurses completed more than 14,000 rural nursing \ne-learning modules.\nRemote Hepatitis C Prescribing Program \nThe Centre for Population Health partnered with the \nAustralasian Society for HIV, Viral Hepatitis and Sexual \nHealth Medicine to deliver the Remote Hepatitis C \nPrescribing Program. The Program links Hepatitis C \nprescribers in rural, remote, and regional areas and other \nsettings where access to treatment may be limited. \nMedications that can be supplied by registered nurses \nin publicly funded sexual health services were expanded \nin February 2023 to include post and pre-exposure \nprophylaxis (PEP/PrEP) HIV medications and syphilis \ntreatments.\nAlbury Wodonga Health Intergovernmental \nAgreement 2022-2035\nNSW Health signed a new Intergovernmental Agreement \nwith the Victorian Department of Health regarding \nthe operation of Albury Wodonga Health. While the \nunique cross-border service is operated by Victoria, \nunder the new agreement, both states now have \nstrategic oversight to ensure representation on behalf \nof all local residents. \nThe agreement ensures financial arrangements are fit \nfor purpose and initiates work to improve performance \nreporting and monitoring and supporting data systems. \nThe agreement also enables NSW to drive infrastructure \nimprovements at Albury Base Hospital.\nExcellence in the Provision of \nMental Health Services Award\nHunter New England \nLocal Health District\nMental Health Virtual \nClinical Pharmacy Project \nMental Health Pharmacists face many challenges \nand are tasked with a multitude of duties to ensure \nsafe and best practices in medication management.\nThe Mental Health Virtual Clinical Pharmacy \nProject was developed to provide three mental \nhealth units in Tamworth, Manning and Maitland \nhospitals, without onsite mental health clinical \npharmacists, access to virtual clinical pharmacy \nservices. \nThe project provides beneficial healthcare \ninterventions for mental health patients and \nacknowledges the crucial role of pharmacists in \npatient care.\nCecilia Bjorksten, Rory Curtis, Leana Wong and Rosa \nBaleato representing the Mental Health Virtual \nClinical Pharmacy Project team. Award winners at the \n24th Annual NSW Health Awards 2022.\nPharmacy\nSupporting pharmacies to improve \npatient access in the primary care setting\nIn November 2022, the NSW Government announced \npharmacy reforms to increase the community’s access \nto primary care services, including an increase to the \nvaccines available at local pharmacies from 6 to 12. \n\n\nNSW Health\t\nAnnual Report 2022–23   :  Operations and Performance  :  page 29\nFollowing an expression of interest process in early \n2023, a University of Newcastle-led research consortium \nwas awarded a $3 million grant to design, implement \nand evaluate a clinical trial to assess the effectiveness \nof pharmacy management of uncomplicated urinary \ntract infections. \nIn February 2023, the NSW Government announced an \nexpansion of the clinical trial to include the provision of \noral contraception and the management of mild skin \nconditions. An additional grant for $3 million was \nawarded to the University of Newcastle to incorporate \nthese components into the existing trial framework. \nIn May 2023, a small feasibility study commenced with \n94 randomly selected pharmacies to test the processes \nand systems in place for pharmacy management of \nuncomplicated urinary tract infections, prior to the full \nrollout to more than 1,000 pharmacies across NSW in \nJuly 2023. The NSW Government also announced \npatients would not need to pay to see a pharmacist \nparticipating in the trial and $20 would be paid per \nconsultation to participating pharmacies to support \nadministration associated with the trial. The feasibility \nstudy demonstrated significant community interest in \nthe trial, with nearly 939 consultations in nine weeks.\nThe NSW Government also partnered with the ACT \nGovernment to allow up to five pharmacies located in \nthe ACT to participate in the NSW clinical trial, to \nprovide convenience and consistency for residents of \nNSW located in areas close to the ACT border. \nKeeping medication safe\nSafeScript NSW continued to provide NSW Health \nprescribers and pharmacists with access to real-time \ninformation about a patient’s prescribing and dispensing \nhistory for certain high-risk medicines, from anywhere \nin the state. This information helps prescribers and \npharmacists to make safer clinical decisions and \nreduces the incidence of harm, including death, from \nthe unsafe use of monitored medicines. \nDelivered by eHealth NSW in partnership with the NSW \nMinistry of Health, SafeScript NSW’s uptake was strong \nand health practitioners reported finding it to be a helpful \nclinical tool. More than 22,000 health practitioners \nregistered for the system in the 2022-23 financial year.\nReducing hospitalisations\nUrgent Care Services \nThe Urgent Care Services Program commenced in \nAugust 2022 to reduce pressure on emergency \ndepartments and to increase capacity to provide urgent \ncare services to the community. \nAn Urgent Care Service is a health service that provides \nshort-term, one-off episodes of care for urgent but \nnon-life-threatening health care needs and is not an \nemergency department.\nIn partnership with local health districts, primary health \nnetworks, Healthdirect and multiple divisions across the \nNSW Ministry of Health, the NSW Government is \ncontinuing the investment to deliver 25 Urgent Care \nServices by 2025.\nOut of Hospital Care Program\nThis strategy is also effective for freeing up acute \nand sub-acute beds to assist with patient flow. \nThe program delivers packages of case management \nand home supports including ComPacks (non clinical \npackages of case management and home care services \nfor patients being discharged from a NSW public \nhospital), Safe and Supported at Home, and End of Life \npackages. These can provide eligible patients with \nimmediate access to care when being discharged from \nNSW public hospitals or when a person is identified at \nrisk of an avoidable admission. \nIn the 2022-23 financial year the program used the \nmore than $50 million budget to deliver 25,005 \npackages, including:\n•\t14,317 ComPacks \n•\t5,733 Safe and Supported at Home packages\n•\t4,955 End of Life packages\nReducing the risk of hospitalisation \nThe risk of hospitalisation algorithm helps to predict \nwhether a person is likely to have an unplanned admission \nto hospital in the next 12 months. This is then used to \nidentify people who would benefit from care coordination \nthrough Planned Care for Better Health to help prevent \nhospitalisation. \nPlanned Care for Better Health provides care \ncoordination to people with chronic conditions who are \nat risk of further hospitalisation. In the 2022-23 financial \nyear, 10,255 people were enrolled in a Planned Care \nfor Better Health service across all local health districts \nand speciality health networks in NSW.\nEmergency Department \nto Community Initiative\nThe Emergency Department to Community Initiative \nprovides tailored intensive case management and \nmultidisciplinary case review to support patients \nunder the age of 70 who have been identified as \nfrequent presenters to emergency departments. \n\n\nNSW Health\t\nAnnual Report 2022–23   :  Operations and Performance   :  page 30\nThe initiative has been implemented across the NSW \nHealth System and more than 741 people received \ncare from the Emergency Department to Community \nteam in 2022-23.\nStatewide Referral Criteria\nThe Statewide Referral Criteria are clinical decision-\nsupport tools that give health professionals the criteria \nthey need to refer their patients to public specialist \noutpatient services across NSW. The first series of \ncriteria were developed in 2022-23 for selected \nophthalmology and gastroenterology conditions.\nImproving patient flow\nOnboarding more paramedics \nIn 2022-23, NSW Ambulance successfully onboarded \nmore than 500 additional paramedics, in line with the \nState-wide Infrastructure Team recruitment targets. \nThis has led to a permanent enhancement to the rosters \nfor 30 stations and improved ambulance response times, \nstaff wellbeing and created a positive change to the \ncritical care landscape. \nThe onboarding of more paramedics and construction \nof new ambulance stations will further improve these \noutcomes. \nGetting real time information\nPatient Transport Service real time dashboards are \ncurrently being used by service operational teams to \nenhance real time decision capabilities and address \npatient flow priorities across the system. The dashboard \nprovides a real-time depiction of capacity and vehicles \nremaining on scene to enable better resource utilisation, \nimproved transparency, timely escalation and mitigation \nof risk to reduce strain on NSW Ambulance and local \nhealth districts. \nWorking together\nEstablished in 2022-23, the Patient Flow Portal working \ngroup provides oversight, strategic direction and advice \naround all matters relating to the Patient Flow Portal \nand the Patient Flow Systems Framework. The working \ngroup ensures NSW Health has the best enterprise \nsolutions to manage care coordination and patient flow \nacross the system. \nEstablishment of statewide \nsystem flow function\nIn June 2023, NSW Ministry of Health System Flow \nOfficers were permanently recruited to monitor \nambulance arrivals at hospitals and assist with the \ncoordination of whole-of-system patient flow. These \nroles are supported by the NSW Health executive to \nensure 24/7 support is available for the health system, \nproviding a liaison point between the NSW Ministry \nof Health, NSW Ambulance, local health districts and \nnetworks. The system flow function monitors and \nescalates transfer of care delays and capacity of \nneonatal intensive care units across NSW, and actions \nambulance adjustment requests in periods of peak \ndemand. \nKeeping patients safe\nNSW Ambulance delivers initiatives to aid the delivery \nof safe, high quality and reliable care for patients in the \nhome, community and virtual settings, including a virtual \nsecondary triage model and streamlined and integrated \nreferral pathways. \nMechanical CPR devices were rolled out to all NSW \nAmbulance frontline units to improve clinical outcomes \nfor out-of-hospital cardiac arrests.\nThe Clinical Device and Notification Platform pilot was \nimplemented in partnership with eHealth NSW, NSW \nAmbulance, the Agency for Clinical Innovation and the \nNSW Ministry of Health at Illawarra Shoalhaven Local \nHealth District. The program replaces existing \ntransmitting monitor/defibrillators and the notification \nplatform that sends electrocardiograms (ECGs) from \nambulances and smaller hospitals to specialists. This \nwill improve patient care at the point of treatment and \nprovide better outcomes and access to specialist advice \nfor regional patients.\nNSW Health Pathology continued to improve and \npromote its Akuna Electronic Specimen Tracking System \nwhich provides real-time tracking of specimens between \nNSW Health Pathology laboratory locations across \nNSW to help keep every precious sample safe. Akuna \nshows users where all specimens are at any time, \nprovides alerts for overdue items and uses other \nextensive reporting capabilities to troubleshoot and \nmanage workload and resourcing. \nPatient data\nIntegrated Care Outcomes Database\nTo support the ongoing monitoring and evaluation of \nintegrated care initiatives, the Integrated Care Outcomes \nDatabase is linked to hospital, emergency, ambulance, \nperinatal and births, deaths and marriages data. \nIn early 2023, the definition of the enrolled cohort linked \nin the database was expanded to capture a range of \nvalue-based healthcare initiatives in addition to the \nNSW Integrated Care Strategy. This has reduced the \ndata collection and linkage burden and maximised the \nutility of the linked data. \n\n\nNSW Health\t\nAnnual Report 2022–23   :  Operations and Performance  :  page 31\nThis information is used to support continuous quality \nimprovement to improve the engagement of patients \nwho require integrated care services. To support local \nservices and the NSW Ministry of Health monitor the \nperformance of the Planned Care for Better Health \nInitiative, an operational dashboard in the Patient Flow \nPortal was launched. It includes information about \nenrolments and performance trends, and is being rolled \nout across all local health districts and speciality health \nnetworks. \nClinical Health Information Exchange \nThe Clinical Health Information Exchange is a patient \ncentric clinical repository that provides clinicians \nwith access to aggregated information about their \npatient’s health history. In 2022-23, the exchange \ncontinued to be successfully implemented across the \nstate’s local health districts. \nIt was viewed 326,287 times by NSW Health staff \nthroughout the 2022-23 financial year and is one \nof the key enablers for the upcoming healthcare \ntransformation program, the Single Digital Patient \nRecord.\nMedSync \neHealth NSW developed the MedSync platform to help \nclinicians securely share clinical information, upload \nimages and collaborate easily on the go. The platform \nwas made available to more than 110,000 clinical staff, \nsupporting the delivery of virtual clinical collaboration \nacross multiple settings statewide.\nReporting for Better Cancer Outcomes\nThrough the Reporting for Better Cancer Outcomes \nprogram, Cancer Institute NSW provided actionable data \ninsights to the NSW Health system to support service \nplanning, design and care delivery. \nThe program focused on reducing variation of clinical \ncare, improving patient experience, better responding \nto emerging issues, and reducing inequalities in access \nand outcomes for priority populations. \nIn the 2022-23 financial year, 86 reports were delivered, \nincluding the inaugural patient-reported measures for \npeople affected by cancer and lung optimal care \npathway reports, and the second Reporting for Better \nCancer Outcomes for Aboriginal People report.\nUsing data to support patients \nwith severe trauma\nThe Agency for Clinical Innovation partnered with \neHealth NSW to co-design a prototype for a single state \nlevel electronic Clinical Quality Registry for trauma, \nconnected to existing electronic medical records. \nThis will assist in the identification of areas of trauma \ncare that could be improved for future patients. The \npartnership saw the development of a prototype with \nconceptual wireframes and modules to enable \nautomated data extraction, intended to minimise the \nburden of manual data entry on clinicians and teams. \nElectronic Record for Intensive Care\nThe Electronic Record for Intensive Care is a state-of-\nthe-art clinical information system which improves the \nsafety and quality of care offered to critically ill patients \nin intensive care units. It replaces almost all paper charts \nand forms for adult, neonatal and paediatric intensive \ncare units across NSW. More than 65,000 patients have \nbenefitted from better quality and safer care.\nIn 2022-23, the Electronic Record for Intensive Care \nNeonatal Intensive Care Unit implementation was \ncompleted by eHealth NSW at the Nepean Hospital \npilot site. The system was also implemented at an \nadditional four sites: Royal North Shore Hospital, \nRoyal Hospital for Women, Liverpool Hospital and John \nHunter Hospital. The electronic record integrates patient \ndata every minute from multiple systems and devices, \nsupporting better clinical decision-making. \nStatewide Initiative for \nDiabetes Management\nDiabetes represents a significant and complex public \nhealth challenge in NSW and Australia. The condition \nis associated with a range of health complications, \naffecting approximately 1 in 11 individuals aged over \n16 years in NSW. Moreover, the prevalence of diabetes \nis increasing, necessitating a concerted effort to \naddress this issue through an integrated and \ncoordinated approach.\nIn response, NSW Health partnered with NSW Primary \nHealth Networks to develop the Statewide Initiative for \nDiabetes Management. Throughout 2022-23, local health \ndistricts worked together with their respective primary \nhealth networks and other partners to adopt a one \nhealth system approach. This led to identifying priority \nareas and population groups within each region and \ncollaboratively developing, implementing and monitoring \nlocally relevant strategies to address these priorities \nwhich will continue into future years.\nIn addition to local efforts, a statewide governance \nstructure was established to oversee four workstreams \nthat will develop, implement and scale systemwide \nenablers and solutions to address key areas of the \ninitiative. It has brought together healthcare \nprofessionals from various sectors, alongside individuals \nwith lived experience of diabetes.\n\n\nNSW Health\t\nAnnual Report 2022–23   :  Operations and Performance   :  page 32\nBy aligning efforts at both the local and statewide \nlevels, NSW Health strives to address the diabetes \nchallenge, improve patient outcomes and experience, \nand deliver better value care.\nPreparing for future care needs\nEffective and sustainable solutions\nA Guide for Early Options Development and Analysis in \nService Planning was approved and released to NSW \nHeath organisations as part of the 2023 capital \ninvestment planning process. The guide aims to improve \nthe rigour, approach, consistency and documentation of \noptions analysis by local health districts and specialty \nhealth networks earlier in the planning process. This will \nensure the most effective and sustainable solutions are \nproposed for funding consideration. In 2023, districts \nand networks were required to demonstrate that they \nhave investigated, consulted on and analysed a range of \noptions before recommending their preferred option.\nTo uplift system capability to perform early options \nanalysis, health economics experts were engaged to \nco-design a training workshop for health service \nplanners across NSW Health. The training was delivered \nin April 2023 to participants from across 20 health \norganisations and received positive feedback. \nThe revised capital investment proposal template was \nissued in March 2023. The updated template aimed to \nassist health entities to develop proposals and included \nrevised sections on service planning and recurrent cost \nimpacts to improve the quality of submissions. \nEnhancing our capital works program\nHealth Infrastructure established a new Program \nPerformance and Assurance function to centralise and \nenhance its capital works program assurance, \ngovernance, support and reporting. Project governance \nfor the capital program has been updated for \nimplementation in 2023-24. \nImplementation of a new project data analytics platform \nis providing improved real-time reporting on capital \nprogram performance to drive more informed and \ndata-driven decision making across the program. The \nreporting, together with continued development of \nProject Toolkit guidance and documentation, is working \nto facilitate more strategic, efficient and consistent \ndelivery of the capital program and embed NSW \nHealth’s Facility Planning Process.\nSecretaryʼs Award \n– Integrated Value Based Care\nSouth Eastern Sydney \nLocal Health District\nNSW Statewide Telestroke Service \nThe NSW Telestroke Service is a Statewide \n24/7 hyper-acute stroke service aimed at saving \nlives and reducing disability from stroke by \nproviding time critical care to patients of regional \nand remote NSW.\nThe implementation was a collaboration between \nthe NSW Ministry of Health, South Eastern Sydney \nLocal Health District, the Agency for Clinical \nInnovation, and eHealth, and connects 23 regional \nand remote hospitals with a stroke Specialist \nNeurologist via video conferencing.\nThe service keeps patients closer to home while \nensuring they can access best practice stroke care. \nWinners of the Secretary’s Award for Integrated Value \nBased Care at the 24th Annual NSW Health Awards.\nSharing our learnings across the system\nThe System Management Branch collaborates with a \nrange of stakeholders, including the Clinical Excellence \nCommission, NSW Ministry of Health, NSW Coroner’s \nOffice, Health Care Complaints Commission and local \nhealth districts and specialty health networks to ensure \nemerging risks are identified and mitigated. \n\n\nNSW Health\t\nAnnual Report 2022–23   :  Operations and Performance  :  page 33\nIn collaboration with the Ministry's Legal Branch and the \nClinical Excellence Commission, the System \nManagement Branch coordinated NSW Health’s \nresponse to the NSW Attorney General for Coronial \nRecommendations directed to NSW Health organisations \nand considered potential statewide learnings from \nCoronial findings for the NSW Health System. \nKeeping cancer care safe\nValue-based cancer care\nCancer Institute NSW supported improved access to \ncolonoscopy for people with positive bowel screening \nresults by expanding localised direct access colonoscopy \nservices in public hospitals. There are now 19 services in \nNSW, an increase of six over the previous year.\nThe Institute worked alongside key stakeholders to \nsupport increased access to hypofractionated \nradiotherapy for women with early-stage breast cancer. \nThis supports patients’ improved quality of life and \nhealth outcomes by reducing side effects for patients. \nMore than 90% of radiation therapy courses delivered in \nNSW public facilities are hypofractionated.\nSupporting access to cancer \nmultidisciplinary teams\nCancer Institute NSW supported people to access \nhigh-quality cancer care services through Canrefer, an \nonline directory of cancer specialists, multidisciplinary \ncancer care teams and treatment centres. This year, \nCanrefer was accessed by 155,439 users seeking \nreferrals to specialists working in multidisciplinary \ncancer care teams.\nBuilding skills and capabilities \nof cancer care professionals\nCancer Institute NSW supported best practice cancer \ncare through the expansion of eviQ, an online resource \nproviding evidence-based, peer-reviewed cancer \ntreatment protocols and information. In 2022-23, eviQ \nusers increased by 36% to more than 1.2 million users.\nIn October 2022, the eviQ program published the \nInternational Consensus Guideline for Anticancer Drug \nDosing in Kidney Dysfunction, a supportive decision-\nmaking tool for clinicians. \nThe guideline provides a transparent and standardised \nglobal approach to manage dosing in a complex patient \npopulation. eviQ also developed several complementary \nclinical resources to assist users in adopting the \nguideline recommendations, including calculators and \neLearning, and is updating related information and \ntreatment protocols to reflect the guideline \nrecommendations.\neviQ Education supports the rapid uptake of emerging \nevidence into clinical practice and provides online \neducation for oncology professionals. In the 2022-23 \nfinancial year, the platform had more than 143,000 \nusers, an increase of 14% from 2021-22. \nSupporting communities affected by cancer\nIn 2022-23, Cancer Institute NSW grants supported 2,500 \ncommunity members from 29 different language and \ncultural groups to receive education about cervical, breast \nand bowel cancer screening and healthy modifiable \nbehaviours to prevent cancers. More than 125 community \neducation sessions were delivered over this time.\nCancer Institute NSW also provided training to 37 bilingual \ncommunity educators and cultural support workers to \ndeliver ongoing training sessions. These aimed to increase \nmulticultural communities’ awareness and uptake of the \nthree national screening programs, and healthy \nlifestyle habits to help prevent cancer. \nFifteen new multicultural community education \ngrants were awarded to government and non-\ngovernment agencies to deliver future community \neducation sessions.\nCancer Institute NSW also undertook the Refugee \nCancer Screening Project, which aims to improve cancer \nscreening awareness in refugee communities from the \nMiddle East and Sub-Sahara Africa through capacity-\nbuilding, research and community engagement. This \nyear, 17 community consultations were held involving \nmore than 160 people who provided feedback on \nbarriers, including systemic and cultural issues, \nimpacting community participation in cancer screening. \nOngoing funding was provided by Cancer Institute \nNSW to cover pathology costs of cervical screening \ntests undertaken by women’s health nurses, who \ngenerally work in publicly funded clinics in rural and \nregional areas. These nurses use innovative outreach \nmodels to help to engage women experiencing barriers \nto cervical screening. \nSupporting sexuality and gender diverse \ncommunities at risk of and affected by cancer\nCancer Institute NSW and ACON have a multi-year \npartnership to improve cancer screening participation, \nand reduce cancer risk for sexuality and gender diverse \n(LGBTIQ+) people in NSW through community \nengagement, targeted health promotion and inclusive \npractice training for the cancer sector.\nIn 2022-23, this collaboration delivered targeted cervical \nscreening and smoking cessation campaigns and \ntailored eLearning on inclusive practice for BreastScreen \nNSW, Quitline, Cancer Institute NSW staff and cancer \nservice workers.\n\n\nNSW Health\t\nAnnual Report 2022–23   :  Operations and Performance   :  page 34\nSupporting people impacted \nby Violence, Abuse and Neglect\nStandardising our approach to \nearly evidence collection\nNSW Health provides 24/7 integrated psychosocial, \nmedical and forensic crisis responses to adult and child \nvictims of sexual assault through a network of specialist \nSexual Assault Services, delivered in more than 60 \nlocations in metropolitan, regional and rural sites. In \n2022-23, NSW Health finalised and implemented a \nstatewide standardised approach to Early Evidence \nCollection, which is the process of self-collecting \nforensic or toxicology samples when a comprehensive \nmedical and forensic examination is delayed or not \nappropriate. The new Early Evidence Kits, guidelines and \naccompanying training program are now operational in \nall 15 local health districts.\nPathways to providing trauma-informed care\nDevelopment of a suite of Violence, Abuse and Neglect \nHealth Pathways to support general practitioners to \nprovide trauma-informed, integrated responses and \nreferral to people experiencing sexual assault, domestic \nand family violence, and child abuse and neglect. The \nNSW Ministry of Health and South West Sydney Primary \nHealth Network have partnered to deliver the project. \nAll 10 NSW primary health network regions will be able \nto upload or adapt these HealthPathways for their \nlocal contexts. Three Pathways are now live, including \ndomestic and family violence, perpetrators of domestic \nviolence and physical assault and injury recording.\nNSW Health Pathology\nNSW Health Pathology began work on a 10-year \nstatewide service blueprint, Pathology 2035, which \nexamines long-term sustainable approaches to \ndelivering public pathology services.\nIt partnered with five regional local health districts to \nbegin adding a new point of care testing device, the \nPixCell Hemoscreen, to 30 hospitals without on-site \npathology labs. It expanded point of care testing to \nsupport hospital in the home, emergency department \nin the home and geriatric flying squads. \nIt also supported health screening programs including \nthe Hunter New England Local Health District medibus \nclinic-on-wheels that brings diabetes care to vulnerable \ncommunities and the Pasifika Preventing Diabetes \nProgram.\nNSW Health Pathology assembled a team to design its \nnew statewide laboratory information management \nsystem. It also launched the Pathworks mobile app for \nclinicians at Northern Sydney and Port Macquarie. The \napp lets clinicians reliably, securely and conveniently \naccess patient test results when they are on the move.\nTelematics were installed in pathology courier vehicles \nto monitor vehicle location, driver behaviour, engine \ndiagnostics and activity, and route efficiency was \nenhanced and driver safety improved with the use of \npersonal duress alarms.\nAgency for Clinical Innovation\nStandardising care for people with Long COVID\nThe Agency for Clinical Innovation published the Long \nCOVID Model of Care outlining a standardised approach \nto caring for people with Long COVID across care \nsettings. The model was developed in consultation with \nthe Long COVID Clinical Expert Reference Taskforce and \ndescribes the different stages of care and the different \nsettings where care can be delivered, depending on a \nperson’s needs. \nImproving paediatric rehabilitation in NSW\nThe Agency for Clinical Innovation published the \nPaediatric Rehabilitation: Minimum Standards and Toolkit \nto improve the coordination of paediatric rehabilitation, \nin response to recommendation 50 of the review of \nhealth services for children, young people and families \nwithin the NSW Health system. The toolkit has been \ndeveloped for use by clinicians in paediatric \nrehabilitation services and local health districts, \nas well as families who access these services.\nStandardising nurse-initiated emergency care\nEmergency Care Assessment and Treatment is a \nstatewide, co-designed project that aims to standardise \nnurse-initiated emergency care. The Agency for Clinical \nInnovation collaborated with system leaders and \nclinicians to develop 73 clinical protocols, an education \npathway to enable nurses with the relevant knowledge \nand skills to transition to using the protocols, and an \nimplementation toolkit to support local health districts \nand specialty health networks implement the protocols.\n\n\nNSW Health\t\nAnnual Report 2022–23   :  Operations and Performance  :  page 35\nPriority 3\nPeople are healthy \nand well\nInvestment is made to keep \npeople healthy, prevent ill \nhealth and tackle health \ninequality in our communities \nKey objectives \n3.1 \t \u0007\nPrevent, prepare for, respond to and recover from \npandemic and other threats to population health \n3.2 \t\u0007\nGet the best start in life from conception through \nto age five \n3.3 \t\u0007\nMake progress towards zero suicides recognising \nthe devastating impact on society \n3.4 \t\u0007\nSupport healthy ageing ensuring people can live \nmore years in full health and independently at \nhome \n3.5 \t\u0007\nClose the gap by prioritising care and programs \nfor Aboriginal people \n3.6 \t\u0007\nSupport mental health and wellbeing for our \nwhole community \n3.7 \t\u0007\nPartner to address the social determinants of ill \nhealth in our communities\n3.8 \t\u0007\nInvest in wellness, prevention and early detection, \nwhich includes reducing the harmful use of \ndrugs and alcohol, supporting healthy behaviours, \nand increasing our focus on prevention and \nearly detection.\nKey achievements\n•\tThe Building on Aboriginal Community Resilience \ninitiative expanded the Towards Zero Suicide program \nto 25 sites across NSW, with 12 new grant recipients \ncommencing in 2023.\n•\tThe Mother and Baby Unit at the Westmead Health \nPrecinct was completed, providing new mothers \nexperiencing mental illness access to specialist care \nalongside their babies.\n•\tIn 2022-23, a total of 3,733 or 89% of centre-based \nearly childhood services participated in the \nMunch & Move program.\n•\tTraditional paper-based parental vaccination \nconsent moved online in January 2023 and within \nsix months 85% of consent for school vaccinations \nwas provided online. \n•\tConnecting, listening and responding: A Blueprint \nfor Action – Maternity Care in NSW was published in \nMarch 2023 and aims to ensure all women in NSW \nreceive respectful, evidence-based and equitable \nmaternity care that improves experiences and health \nand wellbeing outcomes.\n•\tImplemented a statewide Adult Survivors Program to \nimprove outcomes for adult survivors of childhood \nsexual abuseMental health and \ntowards zero suicides\nClosing the Gap – Aboriginal health\nIn 2022-23 the Centre for Aboriginal Health continued to \nlead NSW Health planning responses on Closing the Gap \nPriority Reforms. \nNSW Health continued to make strong progress examining \nhow to enable improved access by the Aboriginal \ncommunity to better data to inform decision-making and \nimprove transparency on service performance. This \nincluded two dedicated ‘Data Connector’ staff in the \nClosing the Gap Data and Information Team reviewing all \ncommunity data requests received by NSW Health and \nconsidering how it can respond more efficiently.\n\n\nNSW Health\t\nAnnual Report 2022–23   :  Operations and Performance   :  page 36\nHealth planning\nDuring 2022-23, the Centre for Aboriginal Health worked \nin collaboration with the Centre for Epidemiology and \nEvidence and the Aboriginal Health and Medical Research \nCouncil of NSW, to review the NSW Aboriginal Health Plan \n2013-2023 ahead of a new Aboriginal Health Plan being \nprepared for 2024. \nStolen Generations\nIn May 2023, NSW Health brought together \nrepresentatives from Stolen Generations Organisations, \nalong with Survivors and key stakeholders from NSW \nHealth to identify and prioritise Survivor health needs and \nkey areas for action planning. \nImproving cancer outcomes for Aboriginal \npeople \nCancer Institute NSW prioritised improving cancer \noutcomes for Aboriginal people and supporting culturally \nsafe and tailored care in 2022-23 by:\n•\tRecruiting Aboriginal Care Coordinators into cancer \nservices to support Aboriginal patients as they \nreceive care\n•\tFunding local community cancer control initiatives, such \nas grants to support education sessions and pop-up \nclinics for Aboriginal women\n•\tPre-testing public education campaigns to ensure \ncultural appropriateness\n•\tDelivering the Aboriginal Quitline service\n•\tCo-designing a guide for Aboriginal health workers to \nassist them to plan local activities to increase cervical \nscreening in Aboriginal communities and training \nAboriginal health workers to promote cervical screening \nto Aboriginal women\n•\tPartnering with the Aboriginal Health and Medical \nResearch Council to deliver an Aboriginal Cancer Primary \nCare Pathway Program and working with Aboriginal \nproviders to develop a model of care and health \npromotion strategy to improve uptake of annual \ncomprehensive health assessments\n•\tWorking in partnership with stakeholders on programs \nand resources.\nCentre for Alcohol and Other Drugs\nAs part of NSW Health’s commitment to Close the gap for \nAboriginal people, in 2022-23 the NSW Ministry of Health \nCentre for Alcohol and Other Drugs established \ncollaborative arrangements with key Aboriginal \nstakeholders to assist in the design of new alcohol and \nother drugs services, including post-custodial support, \nmultidisciplinary hubs and initiatives to enhance and \nexpand the Aboriginal alcohol and other drugs workforce.\nIn addition, the centre has quarantined grant funding for \nAboriginal Community Controlled Organisations to deliver \npost-custodial support services and new multidisciplinary \nhub services, prioritising rural and regional areas. \nThe centre has also partnered with the Department of \nCommunities and Justice to deliver diversion programs. \nSites for the statewide expansion of the Magistrate’s Early \nReferral into Treatment and the expansion of the Drug \nCourt Program into Dubbo this year were prioritised based \non rural and regional locations and high Aboriginal \npopulations. As part of the Dubbo Drug Court expansion, \nNSW Health joined the Cultural Safety Framework \ncommittee and participated in a community education and \nquestion and answer session hosted by the Wellington \nAboriginal Corporation Health Service.\nThe centre continued to work with the broader alcohol and \nother drug sector to establish outcome measures across \ntheir services which will incorporate these measures for \nAboriginal people. \nThroughout 2022-23, the centre also collaborated with the \nAboriginal Health and Medical Research Council on \npriorities to reduce the incidence of fetal alcohol spectrum \ndisorder. In particular, it worked to support the Council in \ngrowing confidence within the workforce around \nconversations with Aboriginal women about alcohol use in \npregnancy and raising awareness of fetal alcohol \nspectrum disorder within the Aboriginal community.\nThe YourRoom website has been updated to include fact \nsheets, videos, podcasts and other resources about fetal \nalcohol spectrum disorder.\nDashboards and Insights\nThe annual NSW Aboriginal Health Dashboard aims to \nreport on and drive improvements across Aboriginal health \noutcomes. In 2023 separate regional and metropolitan \narea reporting was introduced. \nStella Forbes and baby. \nMid North Coast Local Health District.\n\n\nNSW Health\t\nAnnual Report 2022–23   :  Operations and Performance  :  page 37\nCultural safety\nThe Agency for Clinical Innovation continued to scale the \nFinding Your Way - Shared Decision Making Model, a \nholistic two-way process that helps guide shared decision \nmaking between Aboriginal people and their healthcare \nproviders, so Aboriginal people can feel safe and trusted \nto make informed decisions based on their values and \nbeliefs. The agency identified ten capabilities required to \nuse the shared decision-making resources for Aboriginal \npeople in Australia and developed a learning map to \nreflect the Aboriginal eight Ways of Learning.\nAboriginal Family Wellbeing and Violence \nPrevention Program\nThe Aboriginal Family Wellbeing and Violence Prevention \nProgram seeks to prevent and respond to violence, abuse \nand neglect through a range of prevention, early \nintervention, tertiary and recovery services. Through the \nNational Partnership Agreement on Family, Domestic and \nSexual Violence Responses 2021-23, additional funding \nwas provided to program workers to organise men’s and \nwomen’s camps to raise awareness of family and sexual \nviolence and to contribute to healing, develop local \nresources for men’s and women’s groups and to \nimplement community development activities. This has \nsupported and built further capacity for Aboriginal \ncommunities to prevent and respond to violence, abuse \nand neglect.\nTowards Zero Suicides \nAs part of the Zero Suicides in Care initiative, the Agency \nfor Clinical Innovation published a guide for developing a \nlocal suicide care pathway to support local health districts \nand specialty health networks to review current \napproaches and align to best practice. The Agency for \nClinical Innovation partnered with Illawarra Shoalhaven \nLocal Health District to develop and implement a local \nadult suicide care pathway.\nMental Health and suicide prevention\nNSW Ambulance is committed to actively contributing \ntowards the zero suicides goal. The service is \ncollaborating with the NSW Ministry of Health Mental \nHealth Branch and local health districts to formalise a \nreferral pathway to the Mental Health Line and pilot \ninnovative service delivery models. An example of one \nof those models is the Mental Health First Responder, a \ncollaboration with Hunter New England Local Health \nDistrict, to deliver patient-centred care to patients \nexperiencing a mental health crisis who call Triple Zero \n(000). \nNSW Ambulance also undertook a comprehensive \nreview of protocols and clinical practice guidelines \nrelating to mental health management, including \nstrengthening suicide risk assessment tools. \nSafeguards\nSafeguard Teams provide a mental health rapid \nresponse service for children and young people in crisis, \nand their families. New Safeguards Teams have been \nestablished across NSW, with the Agency for Clinical \nInnovation providing redesign and change capability to \nsupport successful implementation of Safeguard \nmodels of care in local health districts.\nAboriginal Community Resilience\nThe Aboriginal Mental Health Models of Care initiative \nprovided 12 grants to local health districts and \nAboriginal Community Controlled Health Services. The \ngrant recipients represent rural, remote and \nmetropolitan based services in NSW. Proposals included \nprojects with shared employment models, workforce \ndevelopment, clinical service delivery and care \nnavigation. Evaluation of the program began in July \n2023, with the preference for an Aboriginal-led \nevaluator or organisation to undertake the work.\nThe Building on Aboriginal Community Resilience \ninitiative has expanded the Towards Zero Suicide \nprogram to 25 sites across NSW, with 12 new grant \nrecipients commencing in 2023. The new sites provide \nsuicide prevention programs, workshops and workforce \ninitiatives to local Aboriginal communities\nThe NSW Aboriginal Mental Health and Wellbeing \nStrategy 2020-25 implementation continues, with local \nhealth district and specialty health networks completing \nimplementation plans and submitting annual reports in \n2023. The endorsement of the monitoring and reporting \nframework was completed in 2022 with the \nestablishment of the NSW Aboriginal Mental Health and \nWellbeing Steering Committee. Yulang Indigenous \nEvaluation is undertaking the evaluation of the Strategy \nwith a mid-term report completed in 2023.\nMother and Baby Unit\nHealth Infrastructure continued to progress the \n$669.8 million Statewide Mental Health Infrastructure \nProgram to support delivery of mental healthcare \nreform across NSW. \nIn 2022-23, the Mother and Baby Unit at the Westmead \nHealth Precinct was completed. Facilities were \nco-designed with women with lived experiences of \nmental illness, their families and clinicians, and are \ndesigned to keep families together while women \nreceive the care they need. \n1. Data from NSW Suicide Monitoring System Report 32 \nand may be revised with future updates.\n\n\nNSW Health\t\nAnnual Report 2022–23   :  Operations and Performance   :  page 38\nCo-design and consulting\nExtensive consultation was also undertaken with staff, \nconsumers and their families to help create clinical \nspaces that feel safe, inviting and home-like, as part of \nco-designing the new Acute Mental Health Inpatient \nUnit at Broken Hill, the Tamworth Mental Health Unit, \nand a Child and Adolescent Unit at Nepean Hospital.\nNSW Suicide Monitoring System\nThe NSW Suicide Monitoring System has commenced \na suite of regular reporting and system engagement \nactivities for local health districts and partner \norganisations to support monitoring trends and timely \nidentification of possible at-risk groups or regions.\nIn 2022, the system reported 965 suicide deaths in \nNSW1. This is more suicide deaths than any of the \npreceding three years. The system identified that \npossible at-risk groups in 2022 were people residing in \nthe Greater Sydney region and males aged 35-44 and \n55-74 across NSW. \nScreening reports are now shared monthly with local \nhealth districts and their local partner agencies to \nprovide information on localised suicide data based on \nage group, gender and locality with the aim to support \ntargeted suicide prevention and planning activities \nacross NSW.\nNSW Health continues to work collaboratively with the \nNSW Department of Communities and Justice and NSW \nPolice to expand the foundations of the system to \nbetter support communities, local organisations and \ngovernment agencies in developing and implementing \ntargeted strategies and responses.\nCare pathways\nIn June 2022, the Agency for Clinical Innovation \ndelivered the NSW Health Suicide Care Pathway: A \nFramework for Clinicians, which provides guidance on \nthe provision of comprehensive identification, \nassessment, intervention and transition of care for all \nindividuals who enter NSW Health facilities with suicidal \nideation and suicidal behaviours. \nPostvention services are now available to all people in \nNSW impacted or bereaved by suicide, including family \nand friends, witnesses, service providers and first \nresponders. The Post Suicide Support initiative provides \na range of services, including bereavement counselling, \npeer support and support dealing with police and \ncoroners, and is jointly funded by the Australian and \nNSW Governments.\nKeeping People Healthy Award \n(COVID-19 category)\nNSW Ministry of Health\nState ODS Program and COVID-19 \ncare in the Community \nThe massive surge in COVID-19 cases in December \n2021 meant pathology testing centres, hospitals, \nemergency departments and Ambulance services \nwere overwhelmed. \nTo support the mandatory reporting of RAT results, \nthe State Operational Data Store Program and \nCOVID-19 Care in the Community Teams \ncollaborated with Service NSW to deliver a digital \nsolution using the Patient Flow Portal and Service \nNSW’s website.\nThe program was implemented in a record time of \ntwo weeks. It allowed people to self-register \npositive tests, screen themselves at home and \neasily be linked to appropriate care providers. It \nalso immediately relieved pressure on the system.\nWinners of the Keeping People Healthy Award \n(COVID-19) at the 24th Annual NSW Health Awards \n2022. Pictured is the State ODS Program and \nCOVID-19 Care in the Community teams together.\n\n\nNSW Health\t\nAnnual Report 2022–23   :  Operations and Performance  :  page 39\nLivingWorks Australia is delivering training in suicide \nintervention skills to up to 25,000 people, who work with \nand support young people primarily within the NSW \neducation sector, including high school, parents and carers, \nand targeted community suicide first responders. The \ntraining equips key community touchpoints with the skills \nto develop safe conversations around suicide, identify the \nearly signs of distress and suicidal crisis and enable people \nin the community to support those in distress to connect \nwith appropriate supports or services.\nThe Zero Suicides in Care initiative aims to reduce suicides \namong people in inpatient and community-based local \nhealth district mental health services through promoting \nservice leadership that embeds a just and restorative \nculture. This involves changes to NSW Health policies and \nmodels of care and enhanced suicide prevention training \nfor staff in the mental health system. Zero Suicides in Care \nis being implemented across all local health districts in \nNSW and is a collaboration between the Mental Health \nBranch, the Agency for Clinical Innovation, the Health \nEducation and Training Institute and the Clinical Excellence \nCommission.\nAs part of the Zero Suicides in Care initiative, the Health \nEducation and Training Institute has developed the Older \nPersons Suicide Prevention Workshop to support NSW \nHealth staff who work with older people to be better \nprepared to identify warning signs, provide initial support \nand guide individuals towards appropriate resources and \nservices.\nAnglicare is delivering the Suicide Prevention for Seniors \nProgram to up to 2,800 NSW aged care, allied health and \nmental health staff who work with older people. The \nprogram provides key frontline workers suicide prevention \ntraining skills specific to older people and aims to ensure \nearly identification and warm referrals to support.\nACON\nNSW Health provided funding of $1.3 million over three \nyears to ACON, who established a Trans Mental Health and \nWellbeing support service model accessible across NSW. \nTwo counsellors work with four peer workers to provide \ncare coordination, including up to 12 counselling sessions \nand up to 12 peer support sessions. \nThe Mental Health Branch provided funding for BEING \nMental Health Consumer Group and Mental Health Carers \nNSW to co-design and develop online and physical \ninformation resources. The resources were designed to \nassist consumers and carers in understanding and \nnavigating the NSW Mental Health Act 2007 and the NSW \nMental Health and Cognitive Impairment Forensic Provisions \nAct 2020. These resources have been distributed to local \nhealth districts and specialty networks and put on the NSW \nHealth website. \nHousing and Accommodation Support Initiative \nThe Mental Health Branch published longitudinal \nevaluations for the Housing and Accommodation Support \nInitiative (HASI), Community Living Supports and HASI Plus \nprograms which provide community based psychosocial \nsupport to over 1,800 people in NSW. The evaluation \nfindings demonstrated that the programs are making a real \ndifference to people’s lives including significant reductions \nin hospital admissions and length of stay. \nSkill building\nThe Whole Family Team clinical service received \ncomprehensive training throughout 2022-23 to build \nskills and capacity to integrate considerations of family \ndomestic violence, child protection, mental health and \nalcohol and other drug issues. Invitations to the training \nhave been extended to Child Protection Counselling \nServices to support networking and provide an opportunity \nfor a shared understanding between \nthe two programs. \nSydney Children’s Hospitals Network\nA suite of resources addressing the impact of climate \nchange on mental health has been launched by the Sydney \nChildren’s Hospitals Network in partnership \nwith NSW Health. Developed by a team of clinicians, \nwho noticed the effect climate change was having on \npatients they were treating for mental health conditions, \nthe resources address coping strategies, emotional and \ntrauma support, understanding anxiety and climate \nchange, and supporting children’s wellbeing. They feature \ncontent tailored specifically for health professionals, \nchildren and young people, parents, carers and teachers. \nThe resources also bring awareness to the complex \nunderlying causes contributing to declining mental health.\nPreventing, preparing, responding \nto threats to population health\nCOVID-19 monitoring\nThe 2022-23 annual period experienced fewer pronounced \nCOVID-19 epidemic waves than 2021-22. Health Protection \nNSW continued to regularly gather, analyse, interpret and \nreport on the surveillance of COVID-19 and other \nrespiratory infections. The System Information and \nAnalytics branch continued to partner with experts from \nthe University of New South Wales to provide fortnightly \nprojections on the general ward and intensive care unit bed \ndemand to monitor the situation and assess the need for \ninterventions to manage excess demands if required.\n\n\nNSW Health\t\nAnnual Report 2022–23   :  Operations and Performance   :  page 40\nEmergency response\nNSW Ambulance is working on the development of the \nEmergency Management Strategy and advancement of \nthe dedicated Emergency Management Unit to address \nand mitigate the impact of future pandemics and other \nhealth threats.\nThe State Health Emergency \nOperations Centre (SHEOC)\nThe System Management Branch is responsible for \n‘Whole of Health’ state-level preparedness and \nresponse to major incidents and emergencies arising \nfrom a range of hazards. The State Preparedness \nand Response Unit within the System Management \nBranch maintains equipment and technology to rapidly \nactivate the State Health Emergency Operations Centre \nwhen required. The State Health Emergency Operations \nCentre was operational from September through \nNovember 2022 to support the response to severe \nweather events and major flooding across the state. \nSupport a coordinated state-led approach \nfor NSW Health’s response to major events\nDuring 2022-23 the NSW Health System Management \nBranch and NSW Ambulance continued to support \nwhole of government event planning for major events \nand mass gatherings, such as: City2Surf (August 2022), \nSydney World Pride (February-March 2023), HOKA \nRunaway Sydney Half Marathon (May 2023), VIVID \n(May-June 2023). For City2Surf, local health districts \nprovided over 50 NSW Health medical, nursing \nassistance staff to provide medical care to event \nparticipants in Bondi.\nReferral pathways\nIn 2022-23, NSW Ambulance continued to invest in \nwellness, prevention and early detection through the \nadvancement of the Alternate referral pathways: Improving \npatient experience and system efficiency program, using \nco-commissioning is a guiding principle. This has \nstreamlined clinician access to integrated referral \npathways, allowing them to refer patients to appropriate \nestablished local health district and specialty health \nnetwork services avoiding transports to emergency \ndepartments. \nOngoing investment in the Extended Care Paramedic \nworkforce has improved access to appropriate care, \nincreasing the clinical role of a small group of selected \nparamedics in patient assessment, recognition and \nmanagement of minor illness and minor injury \npresentations; the provision of definitive care; and referral \nto community-based health services for a range of \npresentations.\nExtended Care Paramedics have additional training and \nqualifications that enable them to play an enhanced \nclinical role in medical and clinical examination; the \nrecognition and management of chronic and complex care; \nand injury presentations. They play an important role in \ntreating people in a non-hospital setting and help improve \npatient care. \nPathogens\nThe Clinical Excellence Commission developed infection \nprevention and control policies, guidelines \nand implementation resources to prevent and respond \nto existing and emerging pathogens. The Clinical \nExcellence Commission continued to refine the response \nand escalation framework for COVID-19 and other \nrespiratory infections in NSW.\nHealthy ageing\nThe Clinical Excellence Commission collaborated with \nNeuroscience Research Australia, NSW Fall Prevention \nand Healthy Ageing Network to deliver four workshops on \nExercise to Prevent Falls Training, three videos for \nresidential aged care on safe exercise and the Annual \nNetwork Forum for hospital, community and residential \naged care settings.\nThe Clinical Excellence Commission collaborated with \nNSW Health agencies to develop evidence-based fall \nprevention exercise and multidisciplinary interventions in \ncommunity settings and is progressing a draft falls white \npaper. For the Older Persons’ Patient Safety Program’s \nComprehensive Care – Minimising Harm model, the \ncommission continued working with local health district \nand specialty health networks to support quality \nimprovement initiatives.\nThe Centre for Oral Health also produced oral health \nresources for older people available in hard copies or via \nthe Centre for Oral Health Strategy website. These \nresources are designed to help to prevent unnecessary \nhospital visits resulting from deteriorating oral health.\nSurveillance and investigation\nNSW Health Pathology’s Forensic and Analytical Science \nService’s Clinical and Environmental Toxicology \nLaboratory tested e-cigarettes (or vapes) to determine \ntheir contents and assist the NSW Ministry of Health with \nits surveillance and public health investigation activities. \nMost of the devices tested were found to contain nicotine, \nalthough many made no reference to this on their labels. \nThe service also analysed seized drugs to alert the NSW \nMinistry of Health and provide vital information to \nclinicians treating patients in critical care units.\n\n\nNSW Health\t\nAnnual Report 2022–23   :  Operations and Performance  :  page 41\nDevelopment of the new SIGNAL disease notification \nprogram was further progressed by Health Protection \nNSW and eHealth NSW to eventually replace the \nNotifiable Conditions Information Management System to \ncapture statewide reporting of notifiable medical \nconditions.\nFive public drug warnings were published to alert the \ncommunity to drugs in circulation in NSW with the \npotential to cause serious harm. \nThe Centre for Alcohol and Other Drugs worked with other \ngovernment agencies to promote the Australian Alcohol \nGuidelines highlighting the importance of reducing access \nby minors and the health impacts associated with alcohol. \nAn eight-month awareness campaign also ran across NSW \nHealth channels. \nPublic health information\nHealth campaigns\nTeams across the system including Health Protection \nNSW, the Centre for Population Health, and the Centre \nfor Alcohol and Other Drugs worked on a variety of \nstatewide campaigns across channels to share public \nhealth information and promote behaviour change across \na range of topics. Campaigns included messaging about \nmosquito-borne diseases (e.g. Japanese Encephalitis \nVirus), mpox, hand hygiene, and respiratory viruses.\nThe winter respiratory campaign targeted people at higher \nrisk of severe illness particularly: children under five years \nof age; pregnant women; Aboriginal people; and culturally \nand linguistically diverse groups. Messaging aimed to \nincrease the public's awareness of the risks of respiratory \nillness such as COVID-19, influenza and respiratory \nsyncytial virus, and promoted vaccination and safe \nbehaviours including hand hygiene and staying at \nhome if unwell. \nNSW Health content had a reach of over 336 million on \nsocial media during the 12 months to June 2023, achieving \nover 3.6 million engagements. \nSexually Transmissible Infections (STI) Strategy\nThe NSW Sexually Transmissible Infections (STI) Strategy \n2022-2026 was released in September 2022 and aims \nto reduce the prevalence and impacts of STIs, with a \nnew focus on equity and access to testing and treatment \nto safeguard the sexual health and wellbeing of everyone \nliving in NSW. \nNSW Health has introduced ambitious targets to track \nprogress towards the vision set by the strategy, which \ninclude a 5% reduction in notification rates of infectious \nsyphilis by 2026, and a 5% increase each year in \ncomprehensive STI testing in priority populations, \nincluding men who have sex with men, sex workers, \ntrans and gender diverse people, and Aboriginal people. \nHIV and Hepatitis\nDried Blood Spot (DBS) testing is an innovative finger stick \ntest for HIV and hepatitis C accessible for eligible people \neither by registering for a test online or in receiving one \napproved settings. Both DBS and point of care testing \nincreased in 2022-23 so that 7,186 DBS and 8,863 RNA \npoint of care hepatitis C tests were completed in key \nsettings such as the Needle and Syringe Program, alcohol \nand other drug services and prisons. \nGetting the best start in life\nFrom conception\nIn 2022-23, a total of 11,313 women were referred to the Get \nHealthy in Pregnancy coaching service which supports \nwomen to eat healthily, be active, abstain from drinking \nalcohol, and achieve healthy weight gain during pregnancy, \nin line with the Institute of Medicine guidelines. \nFirst statewide guideline on Nausea and \nVomiting in Pregnancy and Hyperemesis \nGravidarum\nThe Hyperemesis Gravidarum Initiative is a $17 million \ninvestment over four years (2020-2024) to provide \neducation and research into this condition and offer women \nand their families more practical support.\nThe first NSW Health statewide Guideline for Nausea and \nVomiting in Pregnancy and Hyperemesis Gravidarum was \nreleased in July 2022. It was developed in response to \nconsultation with clinicians, consumers, key associations \nand organisations. It provides evidence-based guidance to \nsupport consistency of practice, decision-making, and \ncare coordination for the diagnosis and management of \nthe condition.\nNSW Health also raised awareness about the impact of \nhyperemesis gravidarum and promoted the care, support \nand treatment options available through resources for \nconsumers and clinicians, education activities for NSW \nHealth staff, community pharmacists and general \npractitioners and a communication strategy for consumers \nand clinicians. \n\n\nNSW Health\t\nAnnual Report 2022–23   :  Operations and Performance   :  page 42\nMaternity care\nConnecting, listening and responding: A Blueprint for Action \n– Maternity Care in NSW (the Blueprint) was published in \nMarch 2023. The Blueprint reflects the extensive \nconsultation undertaken to inform the revision \nof the NSW Health Policy Directive Towards Normal Birth. \nIt followed face-to-face consultations with 1,000 \nstakeholders spanning health professionals and \nconsumers, two online consumer surveys for women and \npartners with more than 18,000 responses, and 513 \nsubmissions from the public.\nThe Blueprint aims to ensure all women in NSW receive \nrespectful, evidence-based and equitable maternity care \nthat improves experiences and health and wellbeing \noutcomes.\nMaternal Transfers Redesign\nThe Maternal Transfers Redesign ensures that pregnant \nwomen and their babies receive the right care, in the right \nplace, at the right time. While the majority of transfers of \npregnant women and their babies for higher-level care \noccur efficiently and effectively, NSW Health, in \ncollaboration with midwifery redesign leads, obstetric \nleads and tiered perinatal networks, identified \nopportunities to improve the pathways when higher-level \ncare is required. \nThe initiative resulted in a reduction of clinical variation \nand improved decision making with more women being \ncared for closer to home, enhancing the experience for \nwomen and clinicians without compromising safety. \nBrighter Beginnings and First 2000 Days \nSummit \nSome 845 delegates across NSW government and the \nnon-Government sector registered for the Brighter \nBeginnings Summit. The Brighter Beginnings initiative aims \nto to drive transformational change in early childhood \ndevelopment in the first 2,000 days of a child's life which is \nan important time for their development.The Summit \nincluded renowned national and international speakers \nand panel discussions with NSW Government Ministers \nand senior executives supporting the initiative. Focus \nareas included progress to date, disseminated learnings \nand driving momentum within NSW Health and across \ngovernment.\nKeeping People Healthy Award \nHunter New England \nLocal Health District\nPACE (Physically Active Children \nin Education) \nPhysical inactivity is the fourth leading cause of \ndeath worldwide. By ensuring children are \nphysically active, it could prevent 8,000 deaths \neach year in Australia. \nThe Physically Active Children in Education (PACE) \nwas rigorously tested and shown to be an effective \nmodel of service to support schools to deliver 150 \nminutes of weekly physical activity, as mandated \nby the NSW Department of Education. \nPACE helps children develop healthy habits early \nin life and is helping leading to better children’s \nhealth outcomes. \nWinners of the Keeping People Healthy Award \nin the 24th Annual NSW Health Awards 2022 \n– Hunter New England PACE Program team\n\n\nNSW Health\t\nAnnual Report 2022–23   :  Operations and Performance  :  page 43\nBrighter Beginnings: the first 2000 days of life \naccelerator initiatives\nNSW Health has implemented several initiatives to \nimprove support to families in the first 2000 days \n(pregnancy to age five) of their children’s lives. \nNSW Health and the Department of Education co-\ndesigned a program to provide health and development \nchecks to four-year-old children in NSW preschool \nsettings, to begin in the 2023-24 financial year.\nDemand modelling and a targeted expression of interest \nprocess identified eight new Sustaining NSW Families \nsustained health home visiting sites in local government \nareas in Nepean Blue Mountains, Hunter New England, \nNorthern Sydney, Western NSW, Murrumbidgee, \nMid North Coast and Southern NSW Local Health \nDistricts. These sites will start delivering services in the \n2023-24 financial year. \nThe Digital Baby Book is currently in development, led by \neHealth NSW in collaboration with the NSW Ministry of \nHealth and other NSW Government partners. \nNSW Health and the Department of Communities and \nJustice progressed expansion of Pregnancy Family \nConferencing to make it available to more parents\nacross NSW. \nThe Building Brains and Bodies video series for parents \npromotes the importance of early interactions to support \nchild development. The resources can be found on the \nNSW Health website, Child Health and Development page, \nand have been translated into Arabic, Bangla, Mandarin \nand Vietnamese, with more to come. \nFirst 2000 Days HETI module \non My Health Learning\nThe learning module provides an overview of the research \nand evidence behind a child’s first 2000 days - from \nconception to age five, as well as strategies to work \ncollaboratively and identify pathways for additional support.\nNewborns\nIn 2022-23, the Agency for Clinical Innovation published a \nclinical practice guide on recognition, monitoring and early \nmanagement of newborns with hypoxic ischaemic \nencephalopathy who may benefit from therapeutic \nhypothermia (cooling) and a supplementary patient \ninformation sheet. \nEffects of smoking and vaping\nA new Policy Directive, Reducing the effects of smoking \nand vaping on pregnancy and newborn outcomes, was \nreleased in October 2022. The Directive establishes \nminimum requirements for NSW Health staff to provide \nevidence-based smoking and vaping cessation support to \nwomen before, during and after pregnancy. The Centre for \nPopulation Health coordinated implementation with local \nhealth districts and speciality health networks. \nSyphilis screening\nOver the past five years, there has been an increase in \ninfectious syphilis and confirmed and probable congenital \nsyphilis notifications in NSW.\nA second universal syphilis screen was introduced at 28 \nweeks pregnancy to improve detection and treatment \nrates, reducing adverse outcomes for mothers and babies. \nSyphilis is a nationally notifiable sexually transmissible \ninfection that can be safely treated with antibiotics. \nHealthy behaviours\nIn partnership with local health districts, the Centre for \nPopulation Health delivers the Munch & Move program. \nThis supports the healthy development of children from \nbirth to five years by modelling and promoting healthy \neating and physical activity. In 2022-23, a total of 3,733 or \n89% of centre-based early childhood services participated \nin the program.\nNSW Health, led by the Centre for Population Health \npartnered with the NSW Department of Education to \nstrengthen student mental and physical health and \nwellbeing through the Supporting Student Wellbeing \nMemorandum of Understanding and annual workplan. \nOver 95% of government primary and secondary schools \nwith a canteen are meeting the NSW Healthy School \nCanteen Strategy. \nNSW Health continued to offer the Go4Fun program \nfor children above a healthy weight, and their families, to \nsupport them to adopt healthier lifestyles. The program is \navailable online, face-to-face and as a culturally adapted \nprogram for Aboriginal families. \nImproving treatment access\nThe Centre for Alcohol and Other Drugs opened Alcohol \nand Other Drug Treatment Access Expansion Grants in \nApril 2023. Two new funding packages were made \navailable to non-government organisations specifically \nto promote access to residential and community-based \nalcohol and other drugs treatment for women and families \nwith dependent children. \n\n\nNSW Health\t\nAnnual Report 2022–23   :  Operations and Performance   :  page 44\nIt also expanded the Substance Use in Pregnancy and \nParenting Service across eight local health districts and \nestablished the service in a local health district where it \nwas not previously available. \nPathology improvements\nCollections\nNSW Health Pathology introduced a standard procedure \nfor risk assessments to help improve home collections and \naged care testing. It published a statewide positive patient \nidentification procedure that clarified how to meet \nidentification requirements in all settings, including \ncomplex environments such as aged care facilities, thereby \nminimising risk to patients.\nPaediatric pathology \nNSW Health Pathology partnered with the Sydney \nChildren’s Hospitals Network to explore best practice in \nproviding pathology services for paediatric patients across \nNSW. In late 2022, more than 400 health practitioners, \nstakeholders and families across NSW participated in \nconsultation sessions providing more than 1,700 individual \ncomments. Over 110 health practitioners helped to prioritise \nshort, medium and longer-term priorities in key areas \nincluding access, collections, research, technology, testing \nand workforce. \nPrevention and wellness\nPreventable cancer risk factors \nCancer is a major cause of illness and threat to population \nhealth, with a substantial social and economic impact on \nindividuals, families and the community. Nearly half of the \ncancer deaths worldwide are attributable to preventable \nrisk factors, such as tobacco use, sun exposure, alcohol \nconsumption, diet and physical activity.\nIn 2022-23, Cancer Institute NSW delivered public \neducation campaigns to drive change in public behaviour \nacross NSW and prevent cancers. \nThis Could Be the One, a tobacco control campaign, \nwas developed in consultation with ACON and targeted \nLGBTIQ+ people aged 18 and older who smoke or have \nrecently quit.\nNSW Health delivered phase two of the Do You Know What \nYou’re Vaping? campaign, targeting young people and \naiming to debunk common myths about vaping. Parent and \ncarer resources have been translated into 10 languages, \npromoted through engagement with multicultural \ncommunities and supported by a tailored communication \nstrategy. NSW Health has provided licencing for the \ncampaign and a resource toolkit to five other jurisdictions.\nThe If You Could See UV skin cancer prevention campaign \nencouraged 18-24-year-olds to protect their skin from \nharmful ultraviolet (UV) radiation, with the objective of \nreducing their lifetime risk of developing skin cancer.\nThe Change Your Routine, skin cancer prevention \ncampaign aimed to increase sun protection behaviours \namong outdoor workers to reduce their lifetime risk of \ndeveloping skin cancer. \nSmoking cessation\nIn 2022-23 there were more than 4,900 inbound calls to \nQuitline and 9,000 outbound calls. During the same period \nabout 364,010 people accessed the iCanQuit website for \nsmoking cessation advice.\nA Quitting Smoking in Pregnancy campaign aimed to \nprovide support for pregnant women aged 18-34 in NSW \nwho smoke, helping them to quit by using available \nsupport services. The campaign included a specific focus \non Aboriginal women, given the higher proportion of \nsmokers among this group during pregnancy.\nCompliance\nIn 2022-23, NSW Health continued its comprehensive \ncompliance and enforcement program for illegal tobacco \nand e-cigarettes containing nicotine. NSW Health \nundertook seven successful prosecutions against retailers \nfor the sale of e-cigarettes containing nicotine; and seized \nmore than 310,000 e-cigarette products containing \nnicotine or labelled as containing nicotine. Inspectors also \nconducted more than 240 seizures of illegal tobacco and \nseized and destroyed more than 2,500,000 cigarettes and \n1,000 kilograms of other tobacco.\nSun safety\nCancer Institute NSW provided advice to local councils \nabout how to increase the quality and quantity of shade \nthrough public policy and planning provisions. Quality shade \ncan provide 75% protection from UV radiation from the sun, \nwhich causes over half of all skin cancer cases. As a result, \nover 20 councils updated their shade policy provisions. \nConsultation on strategy development\nDevelopment of a statewide Alcohol and Other Drugs \nStrategy has commenced. NSW Health has participated in \nconsultation to inform the Strategy development and \nparticipated in the Cross Agency Advisory Group. \nNSW Health has engaged the National Drug and Alcohol \nResearch Centre to develop a Whole of Community \nPrevention Framework for Alcohol and Other Drugs.\n\n\nNSW Health\t\nAnnual Report 2022–23   :  Operations and Performance  :  page 45\nHealthy lifestyles\nThe Healthy Eating & Active Living Strategy 2022-2032 \nlaunched in September 2022 and outlines an approach to \naddressing overweight and obesity by enabling healthy \neating and active living across the community with a \nparticular focus on priority populations. The strategy \nprovides the foundation for collaboration between NSW \nHealth, partner organisations and other government \nagencies to support keeping people healthy and well. An \nImplementation Plan for the first years of the strategy has \nbeen established to support the delivery of key outcomes.\nThe Get Healthy Service provides coaching support for \npeople over the age of 16 to make healthy lifestyle \nimprovements with the support of university qualified \nhealth coaches. In 2022-23, there were 15,497 referrals \nmade to the service with 6,643 enrolments.\nOpportunistic immunisation\nChildren with chronic illnesses or frequent hospital \nattendances are at increased risk of severe illness and \nhave substantially lower immunisation coverage rates \ncompared to their peers without chronic illness. \nOpportunistic immunisation services were established in \nthe Sydney Children’s Hospitals Network and HNEKids \nHealth in the Hunter New England Local Health District. \nFrom January to June 2023, 300 children, parents and \nsiblings were vaccinated for influenza and National \nImmunisation Program vaccines by HNEKids Health; and a \nfurther 1,187 via the Sydney Children’s Hospitals Network.\nMpox\neHealth NSW developed the mpox virus vaccination \nadministration management platform in 40 days to \nsupport 22 clinics. There were 10,593 mpox vaccine doses \nadministered from the platform launch in October 2022 \nup until its closure in April 2023. \nMosquito-borne diseases\nNSW Health continued measures to reduce the risk of \nsevere mosquito-borne diseases in 2022-23, with key \nactivities spanning: \n•\tThe development of state and national guidance on \nmosquito population control\n•\tExpansion of the NSW Arbovirus and Mosquito \nMonitoring Program\n•\tDistribution of mosquito repellent to high-risk areas\n•\tProvision of financial support and training to local \ncouncils to implement signage and vector control \nmeasures\n•\tThe launch of a public awareness campaign.\nJapanese Encephalitis vaccines costing over $20 million \nwere purchased. Legislative changes allowing pharmacists \nand nurse immunisers supported the roll out. \nImmunisation - online consent\nNSW Health launched an online Consent and Records \nManagement for Immunisation system for parents in \nFebruary 2023. This digital solution was delivered by \neHealth NSW in partnership with Health Protection NSW \nand enables online consent, clinic management and \noperational reporting for the NSW School Vaccination \nProgram. The system enables real-time recording of \nvaccination details, resulting in a faster upload to the \nAustralian Immunisation Register. \nFor parents, it makes it quick and easy for them to provide \nconsent to help keep NSW children healthy and well. \nParents also receive SMS notifications when vaccinations \nare given. This program supports better data quality and \nsecurity and improved access to vaccination records. Up to \n30 June 2023, there were 106,503 online parent/carer \nconsent forms completed.\nDomestic Violence Routine Screening\nThe NSW Health Domestic Violence Routine Screening \nPolicy Directive was released in April 2023. It establishes a \nnew streamlined process for services outside the four \nmandated screening settings to opt into routine screening, \nincluding services such as women’s health, emergency \ndepartments, dental services and refugee health services. \nThe Policy Directive also provides a new screening \nflowchart and intranet support page to support screening \ndelivery, and mandates that all staff who conduct routine \nscreening must receive targeted training.\n\n\nNSW Health\t\nAnnual Report 2022–23   :  Operations and Performance   :  page 46\nFrom pilot to rollout\nAdult survivors of childhood sexual abuse often have \nmultiple and complex health and wellbeing needs and can \nexperience many barriers to accessing trauma-informed \nand culturally safe health services. \nIn 2022-23, NSW Health implemented a statewide Adult \nSurvivors Program to improve outcomes for this highly \nvulnerable population group following a successful pilot \nproject delivered in 2019-2022. \nClinical innovation and intelligence\nThe Critical Intelligence Unit provided rapid, evidenced-\nbased insights that informed decisions on the pandemic \nresponse, producing over 1,800 evidence-based products. \nThe unit engaged with around 2,000 direct subscribers to \nDaily Digest and more than 300,000 visits to webpages. \nThe Critical Intelligence Unit has been recognised as \nhaving value beyond COVID-19, offering systems \nintelligence, clinical intelligence and evidence integration. \nThis led to the launch of the new Evidence Digest covering \ninnovations that have the potential to change clinical \npractice and care delivery.\nOral Health\nIn February 2023, the Centre for Oral Health Strategy \npublished the NSW Oral Health Strategic Plan 2022 – 2032 \nwhich guides coordinated action for the future of oral \nhealth care. The plan outlines NSW Health’s commitment \nto reducing dental disease and providing equitable access \nto oral health care for our patients, while focusing on \nproviding care for priority populations. \nEarly Childhood Oral Health online training is available for \ninternal and external organisations and agencies to access \nto help improve oral health outcomes for young people.\nThe Primary School Mobile Dental Program and Mobile \nDental Outreach Program are designed to target children in \nthe most need and improve equity of access to care \nthrough a child’s developmental years. \nOral Health content is now included in the TAFE NSW \nChildren’s Services Certificate III in Early Childhood \nEducation and Care to spread awareness of children’s oral \nhealth through various childcare settings.\nIn addition, the NSW Health Centre for Oral Health has \ncollaborated with multiple agencies to include and \ndisseminate oral health information on the NSW Health \nParent Portal.\n\n\nNSW Health\t\nAnnual Report 2022–23   :  Operations and Performance  :  page 47\nPriority 4\nOur staff are engaged \nand well supported\nStaff are supported to deliver \nsafe, reliable person-centred \ncare driving the best \noutcomes and experiences. \nKey objectives \n4.1 \t \u0007\nBuild positive work environments that bring \nout the best in everyone \n4.2 \t\u0007\nStrengthen diversity in our workforce and \ndecision-making \n4.3 \t\u0007\nEmpower staff to work to their full potential \naround the future care needs \n4.4 \t\u0007\nEquip our people with the skills and capabilities \nto be an agile, responsive workforce \n4.5 \t\u0007\nAttract and retain skilled people who put \npatients first \n4.6 \t\u0007\nUnlock the ingenuity of our staff to build work \npractices for the future.\nKey achievements\n•\tNSW Health provided more than 8.4 million student \nplacement hours to 31,442 students across 31 disciplines.\n•\tIn 2022-23, more than 640 nurses and midwives took \nup postgraduate scholarships offered by NSW Health.\n•\tNSW Health supported 128 Aboriginal nursing and \nmidwifery cadets, with more than half located in rural \nand regional areas.\n•\tIn 2022, 20 rural postgraduate midwifery student \nscholarships were provided to small rural maternity units.\n•\tStaff experience leads were appointed in 21 health \norganisations for six months to improve the wellbeing \nof our workforce.\n•\tWorkforce modelling maps for 21 Allied Health \nspecialities were completed, to ensure the workforce \nhas the capacity and capability to meet health service \ndemand now and in the future. \nSupporting the professional \ndevelopment of nurses and midwives\nStrengthening the midwifery workforce \nIn NSW Health registered nurses train to be midwives \nthrough the MidStart program. There were 201 MidStart \ntraining positions recruited across NSW Health in the \n2022-23 financial year.\nIn 2022, 20 rural postgraduate midwifery student \nscholarships were provided to small rural maternity units. \nThe initiative promotes a sustainable midwifery workforce \nin rural NSW through the ‘grow your own’ approach, \nfunding local registered nurses to train as midwives. \nPostgraduate scholarships\nMore than 640 nurses and midwives took up postgraduate \nscholarships offered by NSW Health in 2022-23. \nIn addition, NSW Health increased the monetary value of \npostgraduate scholarships with the maximum scholarship \nnow at $10,000. \n\n\nNSW Health\t\nAnnual Report 2022–23   :  Operations and Performance   :  page 48\nClinical placements\nMore than 450 clinical placement grants were awarded to \nnursing and midwifery students to support diverse clinical \nexperiences across rural and metropolitan areas.\nDeveloping effective nursing \nand midwifery leaders \nNSW Health provides programs and workshops to nursing \nand midwifery leaders at all levels to promote leadership \ndevelopment and provide support. A customised \nfoundational leadership program, Take the Lead, was \ncommenced by 47 nursing and midwifery unit managers in \n2022. The program is designed to equip and empower \nparticipants to lead change and foster cultures that \nunderpin safe, quality care.\nA leadership development series for 30 facility Directors of \nNursing and Midwifery commenced in April 2023.\nMentoring in Midwifery program \nThe Mentoring in Midwifery program supports the \nattraction and retention of current and future midwives. \nOver 500 midwives have joined the program and are \ncurrently mentoring midwifery students, new to practice \nmidwives and other midwives across NSW.\nAboriginal midwifery and nursing \nNSW Health is committed to increasing the Aboriginal \nnursing and midwifery workforce by improving career \ndevelopment opportunities for Aboriginal people. \nIn 2023 NSW Health supported 128 Aboriginal nursing and \nmidwifery cadets, with more than half located in rural and \nregional areas. In addition, 55 undergraduate, 17 \npostgraduate and 20 enrolled nurse to registered nurse \nscholarships were awarded to support nursing and \nmidwifery studies for Aboriginal people in 2023.\nSydney Children’s Hospitals network\nThe Sydney Children’s Hospitals Network has invested in \ncomprehensive leadership development programs, \nincluding a bespoke development pathway for Nursing Unit \nManagers. It provides a structured development pathway, \nincorporating educational and training opportunities, as \nwell as a support system of mentorship and coaching, \npromoting leadership and management capabilities. \nA twice-yearly Development Pathway Masterclass also \noffers an opportunity for Nursing Unit Managers to share \ntheir experiences and knowledge, build peer networks, \nreflect and support each other.\nStudent placements\nNSW Health provided more than 8.4 million student \nplacement hours to 31,442 students across 31 disciplines.\nAboriginal Health Practitioners\nGrowing the Aboriginal Health Practitioner \nworkforce\nNSW Health maintains its commitment to growing the \nAboriginal Health Practitioner registered clinical \nworkforce, through workforce targets in the annual service \nagreements with local health districts and specialty health \nnetworks. This workforce has a relative equivalence in \nclinical skills to an enrolled nurse and supports the \nAboriginal patient journey in a culturally safe and \nsupportive manner. The project to grow the Aboriginal \nHealth Practitioner workforce also builds the knowledge \nand capability of clinical supervisors and clinical placement \nsupervisors of the role scope. This enables the \nestablishment of the positions in clinical multi-disciplinary \nteams and supports the appropriate alignment of the role \nwithin teams and services for Aboriginal people. The role \nscope can include virtual care models and has the potential \nfor use in programs such as Hospital in the Home, men’s \nand women’s health, sexual health, diabetes and dialysis, \nrehabilitation and ambulatory and urgent care. \nEmbedding training into clinical placements\nTo support Aboriginal Health Practitioners and Allied \nHealth Assistants, NSW Health has embedded registered \ntraining organisations and training programs into Student \nPlacement Agreements. This supports students to \neffectively complete their clinical placement hours and \ntheir course of study. Students are then ready to work and \npractice in their role and have the relevant Aboriginal \nHealth Practitioner program registration. \nHealthy Deadly Feet \nAboriginal Health Practitioner roles support high risk foot \ndisease services under the Healthy Deadly Feet model and \nas part of the overall effort to improve foot health and \nreduce the burden of lower limb amputations. \nRespecting the Difference training\nRespecting the Difference aims to significantly improve the \nhealth status of Aboriginal people and reverse the impact \nof racism as there is an immediate and ongoing need for \norganisations to provide more respectful, responsive and \nculturally sensitive services.\nThe purpose of this training is to motivate NSW Health \nstaff to build positive and meaningful relationships with \nAboriginal people who may be clients, visitors or staff, \nand to improve their confidence in establishing appropriate \nand sustainable connections.\n\n\nNSW Health\t\nAnnual Report 2022–23   :  Operations and Performance  :  page 49\nThe Respecting the Difference Aboriginal cultural training \neLearning and face-to-face mandatory training program \nwas refreshed in July 2022. The program was relaunched \nand agencies remain committed to 90% completion targets. \nJunior Medical Officers\nIn May 2023, the Junior Medical Officer (JMO) Workforce \nManagement Forum was held, with over 200 delegates \nattending in-person from across local health districts and \nspecialty networks. The one-day forum was designed to \nenable JMO workforce managers and education support \nofficers an opportunity to collaborate on emerging \nworkforce issues, share best practice and network with \ntheir peers. \nThe event is consistent with the NSW Health Workforce \nplan 2021-2031, to build positive work environments and \nthe Future Health Plan, to attract and retain skilled people \nwho put patients first. Future annual forums are planned \nfor medical workforce managers to provide ongoing \nopportunities to foster collaboration and ensure they are \nequipped to manage the changing needs and environment \nof the JMO Workforce.\nOur regional workforce\nSingle Employer Model\nNSW Health, with the support of the Federal Government, \nhas expanded the Single Employer Model, which allows \nlocal health districts to employ rural generalist trainees to \nwork in local hospitals and general practices while \ncompleting their training.\nRural generalists are general practitioners who provide \nprimary care services, emergency medicine and have \ntraining in additional skills like obstetrics, anaesthetics or \nmental health services.\nThe innovative model, initially piloted in Murrumbidgee \nLocal Health District, helps attract doctors to work in \nregional, rural and remote hospitals to improve access to \nprimary care and essential medical services in regional \ncommunities.\nRural Health Workforce Incentive Scheme\nThe Rural Health Workforce Incentive Scheme recruits \nand retains staff in eligible positions at health services \nacross rural and regional NSW. In addition to standard \nemployment entitlements, the scheme also offers \npackages of up to $20,000. In 2022-23, the scheme \nrecruited more than 800 staff with new recruits receiving \nmore than $4.3 million in incentive payments. More than \n7,000 existing staff were also retained with incentives \nvalued at over $37 million. \nNSW Rural and Regional Health \nAllied Health Career Scholarships\nThe NSW Rural and Regional Health Career Scholarships \nprogram supports new entrants, as well as existing rural \nhealth staff into health careers and early career \ndevelopment. The program addresses priorities outlined in \nthe NSW Health Workforce Plan that include the building \nof a pipeline of future job ready graduates, particularly in \nrural and remote areas. \nThe program, which has already awarded more than \n$675,000 in scholarships, also strengthens diversity \nand equips our people with skills and capabilities as part \nof a future, locally-connected, agile workforce.\nSeptember 2022 saw new scholarships approved with \na focus on workforce development and the retention \nof Allied Health professionals in areas of critical need, \nspecifically rural and remote regions. \nAs part of the scholarships, eligible Allied Health \nassistants and Allied Health professionals received \nfinancial assistance to complete ongoing study while \nworking and attaining further qualifications. Since its \nlaunch in February 2023, a total of 29 Allied Health \nScholarships have been taken up across the Rural Allied \nHealth Assistant Scholarship, the Allied Health Rural \nGeneralist Program Scholarship and the Allied Health \nRural Generalist Diploma Rural Practice Scholarship.\nRegional staff accommodation\nHealth staff accommodation is an important consideration \nin the recruitment and retention of health staff in \nregional areas. \nThe Regional Health Division commissioned a feasibility \nstudy to determine future strategies for the management \nand delivery of health staff accommodation in NSW. \nThe division is exploring opportunities to work \ncollaboratively across the system, including alignment \nwith the wider NSW Government key worker \naccommodation initiatives.\nA number of health worker accommodation projects \nhave been completed, and others are under construction \nor in the planning stages across regional NSW.\n\n\nNSW Health\t\nAnnual Report 2022–23   :  Operations and Performance   :  page 50\nAllied Health\nGovernance\nIn February 2023, the NSW Principles of Allied Health \nGovernance Report was delivered. The report provides a \nfoundation to guide best practice strategic, operational, \nprofessional, and clinical Allied Health governance, which \nare essential for safe and high-quality service delivery. \nThe report provides value to local health districts and \nspecialty health networks by outlining the approach, \ndrivers and opportunities to strengthen Allied Health \ngovernance that can be considered for local customisation \nand implementation. A toolkit to support district and \nnetwork assessment and implementation in alignment \nwith the principles is included as part of the report.\nGraduate Pipeline\nAn Allied Health Graduate Workforce Pipeline project \nwas undertaken to explore barriers facing the recruitment \nof new graduate Allied Health professionals and identify \nthe specific opportunities to improve the new graduate \npipeline. Early findings highlight the need for more \ninvestment in student placement and early graduate \nexperience to positively impact attraction and retention \nto NSW Health. \nCadetships\nIn 2022-23, the Aboriginal Workforce team refreshed \nthe program for the Aboriginal Allied Health Cadetship. \nThe work expanded the supported pathways to now include \n\nall 23 Allied Health professions, including those requiring \na post-graduate qualification. This new scope enables \nthe organisational response to recruiting and retaining \nskilled, qualified and capable professionals in areas \nof critical need. \nThe program resources have been updated to support \npromotion of the cadetship in the Aboriginal community \nand Aboriginal university student sectors. A community \nof practice has been established statewide to provide \nsupport, with the goal of establishing minimum standard \npractices for positive cadetship outcomes and a peer \nnetwork to enable a responsive program to meet the \nneeds of NSW Health.\nPeople and Culture Award\nMid North Coast Local \nHealth District\nWords Matter \nThe Words Matter team identified the integral role \nof language in reducing stigma, creating a safe work \nenvironment and improving collaboration. \nThe team developed a patient-centred and trauma-\ninformed approach for staff that improves patient \nexperience by using non-judgemental words in \ndiscussions, notes and handovers. This improved \nstaff awareness and understanding of the impact of \nwords, especially when describing patients, and \nensured respectful and dignified communication. \nWinners of the People and Culture award at the \n24th Annual NSW Health Awards. Making words \nmatter is key for the team at Mid North Coast \nLocal Health District.\n\n\nNSW Health\t\nAnnual Report 2022–23   :  Operations and Performance  :  page 51\nInnovation\nAn evaluation of Allied Health workforce innovations \nduring the COVID-19 pandemic was undertaken. The \nevaluation highlighted opportunities for sustained \ninnovations into the future, including new models of care.\nFuture requirements\nTo ensure the NSW Health workforce has the capacity \nand capability to meet health service demand now and in \nthe future, workforce modelling maps were created for \n21 Allied Health specialities. This work informs the \nrequirements for future training and recruitment to the \nsystem. The Allied Health Workforce Modelling project \npublished 23 factsheets to the NSW Health Allied \nHealth webpage. \nThis project marks a significant milestone as it delivers \nfuture forecasting of NSW Health growth demand \nscenarios for the Allied Health professions. The factsheets \ncan be used to support state and local workforce \nplanning, inform potential career seekers on job \nopportunities within NSW Heath and support partnerships \nwith universities to optimise course attraction and student \nto workforce pipelines.\nThe Allied Health team along with the Workforce \nOperational Strategic Unit implemented a strategy to \nprovide the NSW Health system surge capacity through a \ncentralised Exercise Physiologist pool. Six professionals \nwere employed under the strategy in 2022-23.\nA student pipeline dashboard proof of concept was also \ndeveloped for podiatry. The dashboard will increase \nvisibility of the higher education enrolment to employment \npathway to improve workforce planning.\nNSW Allied Health Deans Forum \nThe NSW Allied Health Deans Forum has been \nre-established to align NSW Health and Higher Education \nstrategic directions, as well as to provide a forum for \ninformation sharing, collaboration, partnership and \nsolution design. An initial forum was held in May 2023, \nwith future forums planned. These will explore \nopportunities to improve the attraction of students into \nAllied Health degrees and further strengthen the student \nto workforce pipeline. \nImproving the wellbeing \nof our workforce\nIn December 2021, the Workforce Planning and Talent \nDevelopment branch established the Workforce Wellbeing \nCollaborative to address the impact of COVID-19 on \nthe wellbeing of our workforce. The objective was to \nproactively design approaches to enhance workforce \nwellbeing that could be shared and promoted across \nthe state. \nStaff experience leads were appointed in 21 health \norganisations for six months. These positions were shared \nbetween health organisations and implemented a \nstatewide project to reduce duplication, drive consistency \nand reduce gaps in workforce wellbeing approaches. \nWorking groups focused on initiatives in support of the \neight workplace contributors to wellbeing that include \npurpose, health, happiness, clarity, connection, growth, \nachievement and security.\nAs of June 2023, the project had delivered a range of \nrecommendations spanning a diversity and inclusion \nchecklist, a statewide employee listening approach, \na wellbeing index tool, a critical moments toolkit, \nan identifying psychosocial risks tool and mapping \ncurrent programs.\nAward reform\nThe Ministry of Health and public health unions recognise \nthe need for award reform. The Ministry has established \nan internal award reform team in the Workplace Relations \nBranch to progress reforming the NSW Health industrial \nawards. Award reform presents an opportunity for \nNSW Health and the public health unions to work \ncollaboratively to modernise the industrial instruments \nthat establish wages and conditions for the workforce \nto enhance workplace productivity and resolve current \nworkforce challenges.\nNSW People Matter Employee Survey \nIn August and September 2022, more than 76,000 NSW \nHealth staff participated in the NSW People Matter \nEmployee Survey. Conducted by the NSW Public Service \nCommission in collaboration with public sector agencies, \nthe survey provides an opportunity for staff to share \nfeedback about their experiences of working. \nNSW Health achieved an overall employee engagement \nscore of 62 with small improvements achieved in \nareas including job purpose, feedback and performance \nmanagement, decision making and accountability, and \nlearning and development.\n\n\nNSW Health\t\nAnnual Report 2022–23   :  Operations and Performance   :  page 52\nCollaborative Staff Member of the Year Award\nHunter New England \nLocal Health District\nJulie Smith \nAs a proud Wiradjuri woman and Manager of \nAboriginal Employment, Julie Smith supported the \nfuture of Aboriginal colleagues across the Hunter \nNew England Local Health District, making it the \ndistrict with the highest rate of Aboriginal \nemployment in NSW Health.\nJulie has channelled her passion for improving the \nfutures of Aboriginal people and their families to \nincrease the number of Aboriginal people employed \nin diverse roles. \nHer ability to develop strong trusted relationships \nallowed her to advocate for Aboriginal people and \nsupport the growth of the Aboriginal workforce to \naddress health disparities in the community. \nJulie Smith, winner of the 24th Annual NSW Health \nAward 2022, Collaborative Staff Member of the Year. \nRecruitment and onboarding \nDuring 2022-23, there were more than 250 million \nrecruitment transactions performed, more than 570,000 \napplications processed, and more than 63,000 job \npostings managed for NSW Health through the \nRecruitment and Onboarding system.\nRecognising excellence \nin our workforce\nAcross the health system are extraordinary people who \ngo above and beyond. NSW Health has established and \ncontinues to run awards programs to engage, motivate \nand recognise staff and volunteers. \nThese awards are vital in acknowledging excellence, \nmotivating staff, sharing best practices and challenging \nthe status quo. Recognising these efforts allows NSW \nHealth to continue to deliver great experiences of care \nand outcomes that matter most to patients and the \ncommunity. More importantly, the awards also highlight \nthe exceptional people behind the work. Some of these \naward programs include the NSW Health Awards, \nExcellence in Nursing and Midwifery Awards, and \nExcellence in Allied Health Awards.\nThe 24th Annual NSW Health Awards recognised \ninnovative and sustainable health programs that invest in \nthe wellness of the NSW community and deliver outcomes \nthat matter to patients. In 2022, more than 170 \nnominations from across the health system were received \nwith 12 winners recognised across 11 categories. \nNSW Health staff were also recognised in the NSW \nPremier’s Awards for 2022, which celebrate outstanding \nachievements and recognise the world class public \nservices delivered to the NSW community. NSW Health \nreceived an impressive 15 nominations across the nine \ncategories. NSW Health was a winner in three categories \nand a partner in a fourth award. \n\n\nNSW Health\t\nAnnual Report 2022–23   :  Operations and Performance  :  page 53\nPriority 5\nResearch and innovation, \nand digital advances \ninform service delivery\nClinical service delivery \ncontinues to be transformed \nthrough health and medical \nresearch, digital technologies, \nand data analytics.\nKey objectives \n5.1 \t \u0007\nAdvance and translate research and innovation \nwith institutions, industry partners and patients \n5.2 \t\u0007\nEnsure health data and information is high-quality, \nintegrated, accessible and utilised \n5.3 \t\u0007\nEnable targeted evidence-based healthcare \nthrough precision medicine \n5.4 \t\u0007\nAccelerate digital investments in systems, \ninfrastructure, security and intelligence.\nKey achievements\n•\tIn August 2022, NSW Health Pathology’s Forensic \nand Analytical Science Service launched its Forensic \nMedicine Information System. \n•\tThe Centre for Health Record Linkage linked more than \nfive billion records from health and human services \ndata collections and supported more than 100 data \nlinkage projects.\n•\tDr Sudarshini Ramanathan at the Sydney Children’s \nHospitals Network was awarded a Premier’s Award \nfor Science and Engineering for leading research into \nand changing treatment outcomes for patients with a \nrare autoimmune condition. \n•\tCancer Institute NSW launched an online cancer \nresearch education portal.\n•\tThere was significant investment in education and \nresearch, including 50 genomics scholarships for the \nUniversity of NSW’s Practical Medical Genomics short \ncourse and 15 Cancer Institute NSW fellowships \nawarded.\n•\tThe NSW Health Office for Health and Medical \nResearch invested $3.5 million to ensure domestic \nmanufacture of phage therapy in NSW.\n•\teHealth NSW launched the clinical pilot for the Sepsis \nRisk Tool Dashboard at Westmead Hospital in \nSeptember 2022. \n•\tThe Infrastructure Refresh Program saved 120,000 \nclinical productivity hours, achieved a 70% reduction \nin unplanned outages and a 50% reduction in \nmaintenance windows.\n\n\nNSW Health\t\nAnnual Report 2022–23   :  Operations and Performance   :  page 54\nHealth outcomes and performance\nCustomer dashboards\nHealthShare's introduction and rollout of operational, \nstrategic and customer dashboards across Payroll, \nPatient Transport Service, Financial Shared Services, \nLinen Services and EnableNSW have enabled improved \nmonitoring and management of key performance \nindicators across services and people metrics. \nGoodSAM platform\nA NSW Ambulance pilot of the GoodSAM volunteer \nresponder platform was launched to improve the clinical \noutcomes of out-of-hospital cardiac arrests, enabling \ncommunity members to respond to someone in cardiac \narrest, find a nearby defibrillator and commence CPR \nbefore handing over to paramedics.\nHealth Outcomes and Patient \nExperience (HOPE)\nThe Patient Reported Measures, Health Outcomes and \nPatient Experience (HOPE) IT platform rollout continued \nin partnership with eHealth NSW and the Agency for \nClinical Innovation. \nThere were 802 live sites, 525 active service users and \n26,141 active patient users in the 2022-23 financial year. \nFunctionality was enhanced with new surveys, survey and \nreporting improvements and user interface and usability \nenhancements. The HOPE portals were translated into nine \ncommunity languages to support culturally safe and \ninclusive care for patients. \nOutcome measures\nThe Agency for Clinical Innovation developed decision \nsupport guides for all patient-reported outcome measures \nin the Health Outcomes and Patient Experience platform \nwith clinicians and health staff. A Patient Reported \nMeasures Methods for Analysis and Reporting Framework \nwas also developed to support individual, service and \nsystem level analysis of patient reported outcome \nmeasure data.\nAdvancing health research\nSequencing \nNSW Health Pathology continued to engage with partners \nand stakeholders to grow capability to deliver sequencing \nservices for rare disorders, cancer and infectious diseases.\nIt progressed plans for its Genomics Cloud and Pathogen \nGenomics programs. \nGenomics\nTo support health care professionals who have emerging \nresponsibilities in genomics, 50 scholarships for the \nUniversity of NSW’s Practical Medical Genomics short \ncourse have been funded. \nTo address the gap between genomics research and \nclinical practice and facilitate the translation of genomics \ntechnologies, a resource map identifying the available \npeople, skills and infrastructure has been developed. \nSupporting cancer research \nIn 2022-23, Cancer Institute NSW awarded three key \ngrants to support multidisciplinary approaches to cancer \nresearch and world-class infrastructure to accelerate \ncancer research.\nTo build cancer research capacity, Cancer Institute NSW \nprovided 15 fellowships to support early and mid-career \nresearchers and 44 travel grants. A research fellows’ \nforum event was held to support collaboration, and the \nInstitute sponsored an inaugural cancer research \nconference to showcase existing and emerging strengths \nin cancer research across NSW and beyond.\nThe Institute launched an online cancer research education \nportal to coordinate and share cancer research education \nresources and events. This platform enables cancer \nresearchers, clinicians, research administrators and \nconsumers involved in cancer research across the state \nto access information and resources.\nDeveloping new research\nThe NSW Health Drug and Alcohol Clinical Research and \nImprovement Network brings alcohol and other drug \nservices together to improve clinical research and to build \ntheir capacity to undertake research and evaluation \nactivities and translate findings into practice. \nResearch applications\nThe NSW Health Pathology Research Office developed a \nnew eAccess Request Form for all research service \napplications. This streamlined processes by requesting \nonly necessary information from researchers, allowing \nresearch coordinators to make more accurate quotes \ntailored to customer needs.\n\n\nNSW Health\t\nAnnual Report 2022–23   :  Operations and Performance  :  page 55\nInvesting in collaborative research \nTo inform future clinical care, the Office for Health and \nMedical Research provided funding of $371,183 for a \nstudy to determine the effectiveness of bivalent vaccines \nagainst current and emergent COVID-19 variants within the \nNSW population.\nLed by the Vaccine, Infection and Immunology \nCollaborative Research Group, a statewide vaccine \nresearch collaboration, this work also contributes to global \nefforts to understand tailored bivalent vaccines.\nProvide communication and education \non the updated Intellectual Property arising \nfrom Research Policy\nThe Office for Health and Medical Research updated and \npublished the Intellectual Property arising from Health \nResearch policy directive in February 2023. The Office has \npresented on the policy directive to key stakeholders in a \nrange of forums, including the Health Precincts \nCommunity of Practice, the Strategic and Commercial \nPartnerships Steering Committee, and the NSW Health \nand CSIRO Strategic Cooperation Meeting. The Office \nhas also provided communication and education to \nindividual local health districts, specialty networks, pillars \nand shared services on specific queries covered by the \npolicy directive.\nSupporting business planning for high \npotential research programs \nThe Office for Health and Medical Research delivered \nbusiness planning support to Nepean Blue Mountains \nLocal Health District, Sydney Children’s Hospitals \nNetwork, St Vincent’s Hospital Network and Western \nSydney Local Health District from 2022 to 2023. The pilot \nprogram provided each district and network with \nstructured commercialisation business development \nsupport for early-stage research projects with commercial \npotential. \nHealth Protection NSW\nHealth Protection NSW has collaborated with researchers \nand helped provide policy-driven analysis, including \nmodelling of respiratory viruses to prepare for increased \ndisease transmission, COVID-19 variant characterisation \nevaluation of COVID-19 antiviral access, application of \nwastewater surveillance to monitor for incursions and case \nburden, and genomic characterisation for key pathogens.\nSupport the targeting of early career \nresearcher funding towards areas of strength \nand system priorities\nSix promising researchers were awarded $3 million by the \nOffice for Health and Medical Research to build health \nand medical research talent in NSW. The NSW Health \nEarly-Mid Career Researcher Grant program supports \noutstanding researchers in the early stages of their \ncareers to further strengthen their research and \ndevelopment.\nThis year's grants were funded in the fast-growing field of \nmicrobiomics, which involves the investigation of a group \nof microorganisms together, such as in the mouth or gut, \nand how changes to them impact health. This focus on \nmicrobiomics builds on existing NSW leadership in \ngenomics and proteomics.\nEducation and employment \nTraining and education\nNSW Health Pathology established a clinical scientist \ntraining program with 11 people in funded training, and \nanother six undertaking the Royal College of Pathologists \nAustralasia FSc Fellowship.\nDeliver an education framework for clinical \ntriallists and researchers\nThe Australian Clinical Trials Education Centre (A-CTEC) \nsystem, a national education framework, was rolled out \nacross NSW on 1 March 2023, with 404 individual training \nmodules completed during the year. The Office for Health \nand Medical Research has membership in the education \nsub-committee and plays a key role in reviewing content \nsubmitted by contributors, for future training courses.\nBoosting the number of Aboriginal people \nworking in public health\nThe Centre for Epidemiology and Evidence offers three-\nyear workplace-based traineeships aimed at increasing \nthe number of Aboriginal people working in population \nhealth. In 2022-23, five trainees were recruited and three \npeople graduated with a Master of Public Health. \nThe Centre for Oral Health Strategy has continued \ncollaboration with the University of Sydney to encourage \nAboriginal people to pursue an oral health career. This is \nthrough the Dental Assisting Traineeship Program and the \ndevelopment of new pathways to progress from this \nprogram to clinical degrees. \n\n\nNSW Health\t\nAnnual Report 2022–23   :  Operations and Performance   :  page 56\nUtilising data \nStatistics and insights on the health of the \nNSW population\nThe Centre for Epidemiology and Evidence supports \nHealthStats NSW, a public open data platform providing \nstatistics and insights on the health of the NSW \npopulation. Users can explore a range of health topics, \nincluding for population sub-groups and locations, to \ninform and enhance local health monitoring, planning and \npolicy activities. In 2022-23, HealthStats NSW attracted \napproximately 2,200 users per month.\nNSW Mothers and Babies report\nThe Centre for Epidemiology and Evidence published the \nNSW Mothers and Babies 2021 report, which provides \ninformation on the number of births across NSW in 2021, \nrecent trends in the health of mothers and babies in NSW, \nmaternity services provided by hospitals and the health of \nAboriginal mothers and babies. \nThe report also examines stillbirth, and neonatal and \nmaternal deaths, including causes, maternal characteristics, \ntiming and investigations. Understanding these issues \nhelps to improve outcomes for mothers and babies. \nNSW Population Health Survey\nIn 2022, 13,000 people participated in the NSW Population \nHealth Survey. Data collected via the survey are used \nto monitor key health risk factors in the community. \nThe data are made available to the community via \nHealthStats NSW.\nCancer data \nIn March 2023, Cancer Institute NSW published \nCancerStats NSW, an interactive dashboard providing \npublic access to data on cancer incidence, mortality and \nsurvival, treatment and screening participation.\nThe Institute undertook a project to streamline reporting \nindicators, storage and management of cancer data. \nIndicator data pipelines were developed for incidence and \nmortality, surgical treatments and clinical trials indicators. \nAll data related to cancer data projects was collected and \nstored centrally, to ensure strategic oversight of projects \nand to maximise collaboration opportunities and the \neffective use by the system. This framework is sustainable \nand can be scaled to other health domains. \nData quality statements were developed for high-value \ndata assets, which provide in-depth information about \nusing cancer data effectively for research. \nPreparing for the next pandemic – developing \nstatistics and data skills \nThe Centre for Epidemiology and Evidence coordinates \nworkplace-based training programs to build public health \nand biostatistical capacity within NSW Health. In 2022-23, \n57 public health and biostatistics trainees were supported \nto achieve workplace competencies; 17 new trainees were \nrecruited and 11 people completed their training, including \nsix trainee biostatisticians who graduated with a Master \nof Biostatistics.\nData linkages\nIn 2022-23, the Centre for Health Record Linkage \n(CHeReL) linked more than five billion records from health \nand human services data collections and supported more \nthan 100 data linkage projects across NSW Health, other \nstate government agencies and the research sector. Data \nreleased by the CHeReL this financial year enabled a wide \nrange of projects aligned with NSW Government strategic \npriorities. Data linked by the CHeReL supported the \nevaluation of NSW Health programs, such as Towards Zero \nSuicide, which will improve the design and delivery of \nsuicide prevention initiatives\nThe CHeReL also:\n•\tsupported the annual refresh of the NSW government’s \nHuman Services Dataset \n•\tenabled the completion of NSW Health evaluations by \nproviding linked data to projects such as Leading Better \nValue Care\n•\tenhanced the scale-up of primary care linkage\n•\tcontinued to enable biospecimen data linkage.\nThe CHeReL also applied to the Office of the National \nData Commissioner to become an Accredited Data \nService Provider under the Data Availability and \nTransparency Act 2022.\nMedical devices reform \nThe Clinical Excellence Commission led the oversight \nand coordination of the Therapeutic Goods Administration \nmedical devices reform, including establishing the Medical \nDevice Governance Program Steering Committee to provide \nstrategic direction, strengthen the governance and \noperational structures of medical devices, monitor emerging \nmedical device technologies and provide oversight of the \nMedical Device Governance Program workplan.\n\n\nNSW Health\t\nAnnual Report 2022–23   :  Operations and Performance  :  page 57\nActivity Based Management\nThe Activity Based Management team lead the \ndevelopment and implementation of Activity Based \nManagement activities in NSW Health. ABM is an \nevidence-based management approach that focuses on \npatient level data to inform strategic decision making. \nThe team continues to update the ABM Portal and Clinical \nVariation App with cost data to allow clinicians and \nmanagers to review their activity and clinical costing data, \nand in 2023 the Quarterly Costing App was launched.\nInnovation\nHealth Prototyping Centre\neHealth NSW, HealthShare NSW, Health Infrastructure \nand NSW Health Pathology partnered to form the \nHealth Prototyping Centre, which opened in August 2022. \nThe centre is NSW Health’s first dedicated facility for \nthe rapid testing of ideas, designs and concepts to \nsupport healthcare innovation, services and solution \nimprovements. The centre provides a warehouse space \nthat is highly configurable to a range of clinical scenarios. \nIt is a built-for-purpose, dedicated facility of over 1,000 \nsquare meters to support rapid prototyping and \nsimulation-based testing. \nRural Innovation \nThe Agency for Clinical Innovation Rural Health Network \nheld its annual Rural Innovations Changing Healthcare \nForum in June 2023, to bring together rural, regional and \nremote practitioners from across NSW. \nLumos program recognition\nThe Lumos program links de-identified general practice \ndata to NSW Health data, helping to improve patient care \nby bridging the information gap between primary and \nacute health care settings. The Lumos program continues \nto attract strong GP enrolment, with nearly 700 GPs \nparticipating in the program. \nThe inaugural Lumos Symposium was held in 2022, with \nover 150 delegates sharing ideas, innovations and \nexploring the impact of connected data to support system \nchange. The symposium brought together general \npractitioners, system enablers, consumer representatives, \nprogram managers and other health professionals and \nsupported collaborative opportunities to deliver improved \nhealth services. The Lumos program was a joint winner of \nthe Health Research and Innovation Award at the 2022 \nNSW Health Awards.\nCutting edge therapy\nThe Agency for Clinical Innovation (ACI) worked with \nclinicians and key partners to implement immune effector \ncell treatments for people with certain blood diseases \nsuch as cancer. The cutting-edge therapy uses an \nindividual’s own immune effector cells to target and treat \ntheir disease. ACI supported centres to become accredited \nand ensure they have the appropriate technology, \nprocedures and skills in place to implement immune \neffector cell therapies into clinical practice. The standard \nfrontline therapies available for children and adults with B \ncell haematological cancers are generally successful, \nresulting in a 5-year relative survival rate of up to 90%, \nparticularly in Australians up to 39 years of age.\nCAR T-cell\nNSW Immune Effector Cell Therapy services continue to \ndeliver commercial CAR T-cell therapies for certain blood \ncancers. In 2022-23 over 60 people with very late-stage \ncancer were able to access this innovative therapy. \nA state-wide evaluation of the experience of adult and \npaediatric patients and carers who have received CAR \nT-cell therapy in NSW has informed service delivery \nenhancements. NSW continues to be a global leader in \nthe gene-based treatment of spinal muscular atrophy \nand nationally in the provision of gene therapy for\n blinding eye disease.\nCollaboration and partnerships \nInternationally connected\nThe Office for Health and Medical Research continued to \ncollaborate with Investment NSW to showcase, promote \nand attract international investment in the state’s leading \nhealth and medical research sector. The Office has also \nled international delegations and showcased our \noutstanding health system and medical research \nachievements.\nIn February 2023, NSW Ministry of Health and Sheba \nMedical Centre, Israel, signed a Memorandum of \nUnderstanding to strengthen collaboration in the fields of \nhealth and medical research, development, translation and \ncommercialisation.\nIn June 2023, the Office for Health and Medical Research \nwas part of a delegation led by Investment NSW at the BIO \nInternational Convention in Boston USA. Delegates at the \nconvention comprised of international senior government \nrepresentatives, key opinion leaders and life sciences \n\n\nNSW Health\t\nAnnual Report 2022–23   :  Operations and Performance   :  page 58\ncompanies. It was an opportunity to showcase the \nstrengths and opportunities in NSW, including the state’s \ndynamic health and medical research ecosystem and a \nfocus on the state’s leadership in bio-preparedness, \nincluding diagnostic, therapeutic and vaccine pipelines.\nCross-agency collaboration\nThe Centre for Epidemiology and Evidence represents \nNSW Health in cross-agency collaborations such as the \nStronger Communities Data Partnership and NSW Better \nOutcomes Lab. The Centre helps to ensure that health and \nhuman services data is being used safely and effectively \nto enhance service delivery, guide investment and drive \npolicy reform across NSW.\nClinical guidance\nIn 2022-23, the Agency for Clinical Innovation coordinated \na tri-state group involving New South Wales, Queensland \nand Victoria  to explore ways to streamline the production \nand maintenance of state and territory repositories \nof clinical guidance. The group meets bi-monthly \nunder the designation of the Interstate Collaboration \non Clinical Guidance. \nProject ESTIE\nThe NSW Ministry of Health and the University of \nMelbourne successfully completed the Evidence to \nSupport Safe & Together Implementation and Evaluation \nProject. The project involved multidisciplinary staff from \nfour local health districts and examined collaborative and \nholistic services for children and families living with \ndomestic and family violence, where parental issues of \nmental health or alcohol and other drug use co-occur. \nClinical trials\nImproved mapping and reporting on clinical \ntrial activity though the Clinical Trial \nManagement System\nTo support clinical trials management, the Office for \nHealth and Medical Research has introduced a Clinical \nTrial Management System for use in all NSW public \nhospitals and health services, which streamlines clinical \ntrial operations and finance and enables detailed \nreporting. Over the previous year the system has been \nrolled out progressively and is now live in all districts.\nHealth Research and Innovation Award\nHunter New England \nLocal Health District\nSWAP-IT \nEveryday across the Hunter New England Local \nHealth District, 95,718 children consume on average \n3.5 serves of unhealthy food in their school lunchbox.\nAimed at supporting parents and caregivers to make \nsimple swaps to improve the nutritional value of \nlunchboxes for their children, the innovative digital \nschool-lunchbox program has significantly improved \nstudent dietary intake. \nSWAP-IT has been co-designed, piloted, evaluated \nvia gold standard research trials and shown to be \neffective at improving the nutritional value of the \nfood consumed both at school and outside of school, \nimprove child weight status, in a cost-effective and \nscalable model.\nJoint winner of the Health Research and Innovation \nAward. The SWAP-It Health Lunchbox Program \nteam with NSW Health Secretary, Susan Pearce AM, \nat the 24th Annual NSW Health Awards 2022.\n\n\nNSW Health\t\nAnnual Report 2022–23   :  Operations and Performance  :  page 59\nNational Clinical Trials Governance Framework \nWorking Group \nThe National Clinical Trials Governance Framework \nWorking Group has completed preparatory activities for \nthe first round of accreditation, which commenced 30 May \n2023. All local health districts and specialty networks in \ncollaboration with the Office for Health and Medical \nResearch have developed complete evidence banks for \nnational and statewide policies. Districts and networks \nare reviewing internal procedures to compile local evidence \nbanks.\nInvesting in new technologies \nThe Office for Health and Medical Research contributed to \nestablishing the adeno-associated viral vector serological \nservice within the Children’s Hospital at Westmead and is \ninvesting $524,420 over three years. \nThe service helps specialists identify patients who may \nbenefit from gene therapy trials.\nSupporting local manufacturing of \nprecision medicines \nNSW is a world leader in the development of phage therapy \nfor patients suffering from hard-to-treat bacterial \ninfections, providing access to limb and life saving therapy. \nThe Office for Health and Medical Research provided \nfunding of $3,597,960 to ensure domestic manufacture of \nphage therapy in NSW, helping build local capacity to \novercome the global manufacturing bottleneck.\nEstablishing Dynamic Simulation \nModelling\nIn 2022-23, Dynamic Simulation Modelling (DSM) capability \nwas established in NSW Health. This was used to test the \nimpact of new models of care and inform the case for \nchange, optimise the placement of new services, measure \nthe potential system impacts and inform contract and \nfunding negotiations. This has supported an evidence-\nbased approach to joint primary health network and local \nhealth district planning and service delivery.\nPatient flow\nPatient management\nIn 2022-23, System Performance Support commenced the \nstatewide rollout of the Patient Flow Portal Incoming \nPatient Allocations module. The module is used to manage \npatients incoming from other hospitals, admitted from the \nemergency department or from planned surgical and \nmedical waitlists. The team also enhanced predictive \nmodelling of hospital bed demand and supply to better \nmanage patient flow throughout a hospital.\nThe team also implemented discharge bed cleaning \nmanagement functions to allow faster bed turnaround \ntimes and developed the Planned Care for Better Health \nOperational Dashboard for consistent integrated care for \nall patients.\nModern, safe and innovative IT\nCyber security\nThe Essential Eight Maturity Uplift Program remained on \ntrack with eHealth NSW to develop important capabilities \naround the eight essential controls, as recommended by \nthe Australian Cyber Security Centre. \nNew mandatory Cyber Security Awareness training for \nNSW Health Staff was rolled out by eHealth NSW and the \nNSW Ministry of Health in March 2023. The module helps \nstaff learn more about how they can protect personal, \nhealth or other sensitive information from cyber-attacks.\nIn the cloud\nThe Infrastructure Refresh Program continued to transition \nIT infrastructure from on-premises to the cloud. As of 30 \nJune 2023, 35% of critical eHealth NSW ICT services were \nhosted on NSW Health's public cloud platform. As a result, \nthe program saved 120,000 clinical productivity hours, \nachieved a 70% reduction in unplanned outages and a 50% \nreduction in maintenance windows. \neHealth NSW’s Statewide Data Centre Reform Program \ncontinued to work with NSW Health organisations to \nmigrate locally managed in-scope applications and related \non-premise infrastructure to the NSW Health cloud \nplatform. As of 30 June 2023, 72% of applications and \n62% of supporting infrastructure were migrated to the \ncloud. The 15 NSW Health organisations can now maximise \nthe benefits of public cloud with local ICT teams upskilled \nto leverage the latest cloud services. \nRemoving legacy ICT\neHealth NSW remained on track with the decommissioning \nof ICT legacy systems. The criteria, targets and roadmap \nwere defined and an ICT decommissioning strategy \nwas drafted. \n\n\nNSW Health\t\nAnnual Report 2022–23   :  Operations and Performance   :  page 60\nProgressing our digital innovation\nSingle Digital Patient Record Program\neHealth NSW completed the statewide rollout of the \nelectronic Medical Record connect program, to support a \ndigitally enabled health system. The new Single Digital \nPatient Record Program will evolve electronic medical \nrecords further in the coming years and provide a single \nplatform where clinicians can access patient records from \nacross the state, regardless of location.\nMotherSafe\nSouth Eastern Sydney Local Health District launched a \nnew cloud-based contact centre for their MotherSafe \ntelephone service, with support from eHealth NSW. This \nenables MotherSafe clinicians and counsellors to answer \ncalls from any workplace location and provide additional \nsupport such as public announcement messages and call \nbacks, making it easier for consumers to access this \ncounselling service.\nmyVirtualCare \nThe myVirtualCare video conferencing platform provided \npatients in NSW with a seamless and convenient way to \naccess their clinical and social care providers using any \ninternet-enabled device. myVirtualCare supported patients \nto access a variety of services including cancer care, \npalliative care, nutrition and dietetics, pain, mental health, \nchronic and complex care and speech and rehabilitation \nservices. There have been 300,000+ virtual consultations \nconducted to 30 June 2023. \neHealth NSW and the Cancer Institute NSW worked \ntogether on the development of an Oncology Information \nSystems Strategy in partnership with local health districts, \nspecialty health networks and NSW Health pillar \norganisations. The strategy’s key objective is to provide a \nconsistent, standardised and more holistic cancer patient \nview. This will improve the effectiveness, efficiency and \nsafety of cancer care. \nIdentifying Sepsis risk\neHealth NSW launched the clinical pilot for the Sepsis \nRisk Tool Dashboard at Westmead Hospital in September \n2022. The tool was developed in collaboration with the \nClinical Excellence Commission, Western Sydney Local \nHealth District, Sydney Health Partners, the University of \nSydney and NSW Health Pathology. It will be used in \nemergency departments to identify a patient’s risk of \nsepsis, a life threatening condition.\nHealth Research and Innovation Award\nNSW Ministry \nof Health Awards\nLumos: Connected data, \nhealthier NSW \nThe Lumos program delivers new opportunities for \ndata-driven evidence to positively inform health \ndecisions and increase collaboration between \nresearchers, policy makers, service users, health \nmanagers, and clinicians.\nLumos helps address important health system \nresearch questions by providing data from NSW \ngeneral practices linked to data held by NSW Health. \nLumos has nearly 700 general practices in all 10 \nPrimary Health Networks and provides highly valued \ndata and analytics to support patient care services \nacross the health system. \nJoint winner of the Health Research and \nInnovation Award – The Lumos team\n\n\nNSW Health\t\nAnnual Report 2022–23   :  Operations and Performance  :  page 61\nCommunications and Technology \nNSW Ambulance has progressed an organisation-wide \nInformation Communication and Technology Strategy \nwhich focuses on using digital advancements to enhance \nservice delivery. \nPerformance data\nThe Bureau of Health Information continued to make \nhealthcare performance information accessible to the \npublic and health system, and ensure information is used to \ninform improvements to services. As part of the Bureau of \nHealth Information’s digital-first focus, further data was \nmigrated to its Data Portal as part of the staged \nimplementation with 20,211 visits to the portal in 2022-23, \nup almost 30% on 2021-22.\nStreamlining payment processes\nNSW Health has continued modernising payment \nprocesses. Cheque payments have largely switched to \ndigital payments with shorter average days to pay, while \nthe number of cheques drawn per month reduced to less \nthan 10% of previous volumes. NSW Health has \nstreamlined and modernised its banking supporting \nimproved reporting.\n\n\nNSW Health\t\nAnnual Report 2022–23   :  Operations and Performance   :  page 62\n\n\nNSW Health\t\nAnnual Report 2022–23   :  Operations and Performance  :  page 63\nPriority 6\nThe health system \nis managed sustainably\nThe health system is managed with an \noutcomes-focused lens to deliver a financially \nand environmentally sustainable future. \nKey objectives \n6.1 \t \u0007\nDrive value-based healthcare that prioritises \noutcomes and collaboration \n6.2 \t\u0007\nCommit to an environmentally sustainable \nfootprint for future healthcare \n6.3 \t\u0007\nAdapt performance measurement and funding \nmodels to targeted outcomes \n6.4 \t\u0007\nAlign our governance and leaders to support the \nsystem and deliver the outcomes of Future Health\nKey achievements\n• NSW Health Pathology’s Forensic and Analytical Science \nService Drug Toxicology Unit reduced waste by \n8.4 tonnes, equivalent to 9.7 tonnes of carbon dioxide\n•\tThe Sustainable Futures Innovation Fund funded \n17 high-impact innovation staff projects that improve \npatient care while reducing emissions or waste\n•\tThe launch of the Payments Portal across NSW Health \nprovides standardised, simplified, online payment \nfunctionality for patients and customers paying invoices. \n•\tEight rounds of the Stroke Rural and Regional Mentorship \nProgram were completed to support rural-based stroke \nclinicians’ skill development.\n•\tThe Regional Health Ministerial Advisory Panel \nwas established in September 2022 to strengthen \ncommunity engagement and foster genuine co-design \nprinciples in the development of healthcare in \nregional NSW. \nEnvironmental sustainability\nAssessing carbon footprints\nThe Climate Risk & Net Zero Unit, in partnership with the \nOffice of Energy and Climate Change, completed carbon \nfootprint assessments to baseline carbon emissions at \nNepean and Lismore Base Hospitals, across Northern \nSydney and Central Coast Local Health Districts and the \nSydney Children’s Hospitals Network.\nSustainable Futures Innovation Fund\nThe NSW Ministry of Health launched the Sustainable \nFutures Innovation Fund providing funding to 17 \nhigh-impact innovation staff projects that improve \npatient care while reducing the environmental footprint.\nEnergy management\nNSW Health is committed to environmental sustainability \nand energy management. The Ministry leads the NSW \nHealth Resource Efficiency and Energy Management \nForum, which brings together energy management and \nsustainability professionals across NSW Health \norganisations. The forum allows stakeholders to share \ninformation about renewable energy, energy efficiency and \nother sustainability initiatives that have been implemented \nand shares progress towards sustainability targets in line \nwith government policy such as the Government Resources \nEfficiency Policy and the NSW Net Zero Plan 2023-2030.\nThe NSW Ministry of Health has established a governance \nstructure, facilitated engagement and cooperation with \nlocal health districts and speciality health networks and \nenabled access to funding to facilitate the implementation \nof adaptive charging technologies.\n\n\nNSW Health\t\nAnnual Report 2022–23   :  Operations and Performance   :  page 64\nSustainable asset management\nNSW Health is focused on delivering an asset \nmanagement program that provides safe, reliable and \nhigh-quality healthcare delivery and patient outcomes. \nIn 2022-23, NSW Health achieved the following initiatives \nto support asset management optimisation, sustainability \nand maturity:\n•\tcommenced and continued to a centralised management \nmodel within the Ministry for key focus areas\n•\tdevelopment of an Asset Management Benefits \nFramework to link the asset management outcomes and \nbenefits to the NSW Future Health Strategy and \nenhance patient and community outcomes\n•\tdevelopment of an Asset Information Strategy and Asset \nData Standard for buildings and facilities to help ensure \nstakeholders have access to key enablers in data and \ninformation to achieve asset management objectives\n•\timproving data consistency and enhancing the data \navailable in the online asset register to provide greater \nvisibility and inform proactive management of assets \nacross the state via statewide initiatives to support local \nadoption\n•\tcompleted annual maturity assessments to enable \ncontinual improvement and to prioritise initiatives under \npolicy requirements. \nSupply Chain and UN Sustainability Goals \nOf NSW Health’s top 20 suppliers, 14 are now reporting \nagainst one or more of the UN Sustainability Goals, \nresulting in monitoring against climate action and carbon \nemission goals for medical equipment and pharmaceutical \nsuppliers. Work with the remaining suppliers is ongoing to \ndevelop their reporting. \nNSW Health Pathology\nIn 2022-23, NSW Health Pathology developed its Climate \nChange Adaptation Plan including the Climate Change \nRisk Assessment. Amongst the subsequent achievements, \nthe Forensic and Analytical Science Service Drug \nToxicology Unit reduced waste by 8.4 tonnes, equivalent \nto 9.7 tonnes of carbon dioxide; solvent use fell by 76%; \nnew test methods reduced single use plastics, cutting \nclinical waste by 40%; a new laboratory information \nmanagement system reduced A4 paper use by 68%; and \noutdated instruments were sold rather than disposed. \nFive new performance indicators \nTo improve sustainability, NSW Health developed five new \nkey performance indicators to be included in the annual \nService Agreements between the NSW Ministry of Health, \nlocal health districts, specialty networks, NSW Ambulance \nand support organisations. The focus areas span two \nanaesthetic gases (nitrous oxide and desflurane), waste, \nenergy and fleet. \nAnaesthetic gases account for approximately 5% of a \nhospital’s carbon footprint. Desflurane and nitrous oxide \nhave a global warming impact 2,500 and 298 times \ngreater than CO2 respectively. Closer tracking of their use \nand raising awareness of this environmental issue help to \nreduce emissions whilst improving patient care.\nUsing data to inform decision making \nData-enabled \nThe Bureau of Health Information continued to maximise \nthe value and use of data through data linkage and \nsharing. This included creating a linked dataset, bringing \ntogether admission information with previous survey \nresponses. The bureau also continued to monitor and \nsupport the workspace in the Secure Unified Research \nEnvironment. This allows appropriately skilled experts to \naccess unit record data to produce high-value insights on \napproved projects. It will also ultimately provide a safe \nplatform for linked data access once available.\nData informed decision making\nNSW Health supports public health organisations in \napplying activity-based management. This evidence-\nbased management approach focuses on patient data to \ninform strategic decision making. Ensuring that robust and \nreliable costing information is available in a timely manner \nis a key focus area to provide a better understanding of \nservice delivery costs and inform local decision making. \nFood services transformation\nAt Royal North Shore Hospital, 95% of cleaning tasks \nand locations have transitioned into the Task Allocation \nSystem, with improved communications made available \non hand-held devices. A strategic business case for food \nservices transformation has been developed to inform a \nfurther 15 month food service program pilot, with a focus \non patient-centred and sustainable models of care.\n\n\nNSW Health\t\nAnnual Report 2022–23   :  Operations and Performance  :  page 65\nInfrastructure for the future\nHealth Infrastructure\nHealth Infrastructure progressed an $11.9 billion capital \npipeline, delivering critical new and upgraded health \nfacilities and services on time and budget at a time when \nthe construction sector is facing unprecedented global \nchallenges. Forty projects were completed in 2022-23, \nincluding the first dedicated Adolescent and Young Adult \nHospice in Australia, the Coffs Harbour Hospital \nExpansion, and Tumut Hospital Redevelopment.\nNew pathology infrastructure \nNSW Health Pathology collaborated with local health \ndistricts to review clinical service plans, service models \nand business cases to recommend pathology services and \nmeet evolving hospital, patient and community needs. It \nalso provided analytical support for medical equipment \nrollouts to inform improved laboratory throughput and \nworkflow. Laboratories undergoing operational \ncommissioning to open in the next 12 months include \nNepean, Cooma, RPA Anatomical Pathology, Tweed \nHeads, Liverpool and Griffith.\nCapital works at Randwick and Westmead\nMajor capital works have continued at the Sydney \nChildren's Hospital Network at Randwick and Westmead. \nFollowing the completion of the detailed design phase, \ninvolving extensive consultation with staff, patients, \ncommunity groups and Aboriginal community members, \ncontractors have now been procured for the principal \nworks at both sites. The project team worked \non several projects to improve the experience of patients \nand staff at the hospitals, including consultation on the \nsingle-patient bedroom model, ensuring the design \naccommodates patient needs while supporting safety \nand best medical practice.\nSafe, quality healthcare\nTo help align our governance and leaders to support the \nsystem and deliver the outcomes of Future Health, the \nChief Executive of the Clinical Excellence Commission \nrepresented NSW at the quarterly Inter-Jurisdictional \nCommittee. The committee is coordinated by the \nAustralian Commission on Safety and Quality in Health \nCare which leads national safety and quality \nimprovements in healthcare. \nJoint Replacement Pathways\nThe NSW Health Joint Replacement Pathways \nFramework was published in 2023 to help optimise \nlocal orthopaedic services. \nThe NSW Ministry of Health, in partnership with the \nAgency for Clinical Innovation, commenced a redesign \nprogram to provide onsite support to seven hospitals, \nincluding Prince of Wales, Sutherland, Nepean, Gosford, \nFairfield, Coffs Harbour and Royal Prince Alfred. The \nhospitals implemented a same day or short stay joint \nreplacement surgery, and the resources developed in \nthe program are being shared to encourage statewide \nimplementation. \nRegional Health \nThe Regional Health Ministerial Advisory Panel was \nestablished in September 2022 to strengthen community \nengagement and foster co-design principles in regional \nhealthcare. The panel met five times in 2022-23.\nA steering committee to oversee the development, \nimplementation and evaluation of the Regional Health \nStrategic Plan 2022-2023 was formed in July 2022. \nThe steering committee consists of consumers, local \nhealth district representatives, staff from the Aboriginal \nhealth sector and key health partners.\nIn December 2022, the NSW and Commonwealth \ngovernments recommenced the Bilateral Regional Health \nForum, which provides an opportunity to discuss regional, \nrural and remote health issues and monitor progress \non Commonwealth and NSW Governments’ commitments, \nto ensure a collaborative approach to improving health \noutcomes.\nProgressing our strategy\nImplementation and evaluation \nFollowing the release of the Future Health Strategic \nFramework in May 2022, NSW Health commenced \nimplementation in 2022-23.\nFuture Health is an ambitious strategy that looks to \nposition our health system to meet the needs of our \npatients, community and workforce over the coming years. \nTo ensure its successful implementation, a set of \nroadmaps and action plans have been created to outline \nclear milestones to guide us over the next ten years. \nThe Future Health Key Objectives have been embedded \nin service agreements, annual business plans and \nlocal strategic planning to ensure alignment across \nNSW Health.\n\n\nNSW Health\t\nAnnual Report 2022–23   :  Operations and Performance   :  page 66\nReporting processes to monitor and evaluate our progress \nwere established, and a new governance structure that \nwill support implementation across NSW Health was \nintroduced. The governance approach features steering \ncommittees with members from across NSW Health \nagencies, pillars and local health districts.\nDriving strategic alignment \nIn 2022-23 the NSW Ministry of Health established an \ninternal committee, the Strategic Investment Committee, \nto implement a framework to prioritise New Policy \nProposals, competing priorities and NSW Treasury funding \nrequirements. The Committee comprises senior Ministry \nExecutive along with health policy and subject matter \nexperts. It works toward ensuring strategic alignment of \nnew policy measures with NSW Health Government \npriorities and NSW Health Future Health strategy.\nValue based healthcare\nCollaborative Commissioning\nCollaborative Commissioning is a statewide initiative \nthat enables organisations to establish partnerships to \ndeliver local, integrated, value-based health care. NSW \nHealth has developed a structured approach to support \nthe establishment of partnerships and care pathways \nand provided support including funding, subject matter \nexpertise, information sharing, data collection and \nmonitoring and evaluation of care pathways. \nAcross NSW, four partnerships between local health \ndistricts, primary health networks and the Rural Doctors \nNetwork are implementing care pathways for vulnerable \npopulations. These partnerships focus on value-based \nurgent care including: cardiology in community; frail older \npersons; poorly managed diabetes and chronic obstructive \npulmonary disease; and congestive heart failure. Each \npathway has a tailored monitoring and evaluation plan and \neach care pathway provides opportunities to assess the \nfeasibility and scalability of a state-wide approach. \nValue based models\nThe Agency for Clinical Innovation (ACI) published the \n3Ci Model of Care that aims to improve outcomes and \nreduce unnecessary hospitalisations for people with \nchronic heart failure (CHF) and chronic obstructive \npulmonary disease (COPD) in NSW. The model builds upon \nthe CHF and COPD clinical initiatives of the NSW Health \nLeading Better Value Care program and supports the \nmanagement of people living with these conditions across \nthe continuum of care in acute and community settings. \nPatient Safety First Award\nAgency for Clinical Innovation, \neHealth NSW, NSW Ministry \nof Health, South Eastern \nLocal Health District, and \nSydney Local Health District\nNSW Telestroke Service \nSaving lives, keeping patients close to home and \nreducing disability for stroke patients in rural and \nregional NSW are the key aims for the NSW \nTelestroke Service.\nThe virtual service connects local Emergency \nDepartment clinicians to stroke specialists 24/7 via \nvideo consultations, providing access to ground-\nbreaking time-critical treatments for patients. \nThe NSW Telestroke Service team at the \n24th Annual NSW Health Awards 2022.\nIn partnership with the NSW Ministry of Health and the \nSurgical Services Taskforce, ACI has developed evidence-\nbased guidance, tools and resources to support clinicians \nand health services to improve elective surgery in NSW. \nThe guidance has a specific focus on value-based surgery, \nenhanced recovery after surgery, prehabilitation and \nsame-day joint replacement surgery. ACI identified and \nshared local innovative models of care for improving \nelective surgery that represented high potential for scaling \nacross NSW Health. \n\n\nNSW Health\t\nAnnual Report 2022–23   :  Operations and Performance  :  page 67\nThe ACI published a wound self-assessment tool to \nsupport health services across NSW to understand their \ncurrent service capacity and capability around chronic \nwound management and take action towards meeting \nthe NSW Health Leading Better Value Care standards \nfor chronic wound management. \nACI completed eight rounds of the Stroke Rural and \nRegional Mentorship Program, which supported the skill \ndevelopment of rural-based stroke clinicians. \nThe program provided clinicians with rotations through \nhigh-volume metropolitan stroke centres and peer support \nfrom senior stroke clinicians. Evaluations indicate that the \nprogram contributed to an enhanced skill and knowledge \nbase that will translate to improved service provision in \nrural settings. \nACI’s Intensive Care NSW, in collaboration with Health \nEducation and Training Institute, launched Intensive Care \nUnit Transition to Practice education modules. Intensive \nCare NSW engaged clinical groups to develop, review and \ntest the content, and to create a new approach to address \nvariation in practice and sustainability for clinicians and \ntheir work environment.\nProcurement \nProcurement workstreams\nThe Procurement Reform program aims to deliver a \nstate-wide procurement system that maximises value \nfor money and supports better value care. There are \nfive workstreams, including Operating Model; Pharma – \nMedicines Formulary; DeliverEase; SmartChain; and \nIT Systems and Technology. \nSmartChain \nThe SmartChain program is a collaboration between \neHealth NSW and HealthShare NSW to deliver a new \nstatewide digital solution for NSW Health supply chain \nand procurement systems. The Traceability solution pilot \nat Nepean Blue Mountains Local Health District was \nlaunched to track and assess product usage across the \nsupply chain at department, facility, local health district or \nstatewide level. Traceability provides improved catalogue \nand contract compliance, easier ordering, usage and \nproduct tracking, improved stock management and \nenhanced reporting capabilities, visibility of stock, usage \nand cost. It is integrated with electronic Medical Record, \nand Patient Administration System, statewide Catalogues \nand Contracts, Billing and Stafflink. The digitisation of \nprocurement and supply chain processes is making it \neasier and more efficient for a range of users.\nDeliverEASE\nSouth Eastern Sydney Local Health District was the first \nlocal health district in the state to complete its upgrade \nof medical consumables storerooms and treatment rooms \nin hospitals using the DeliverEASE stock inventory system. \nTogether with HealthShare NSW, the system has \nexpanded to more than 28 hospitals, providing improved \nstock-management practices, principles, tools and training \nfor staff.\nMedicines Formulary\nInstead of using paper forms, changes to the NSW \nMedicines Formulary are now able to be received and \napproved digitally. This improvement is part of the \nPharmaceutical Procurement Reform initiative and \nwas developed by eHealth NSW in partnership with \nthe Clinical Excellence Commission.\nDriving continuous improvement\nNSW Health is committed to whole of Government \ninitiatives to drive continuous improvement in \nprocurement, including participation in the NSW Treasury \nProcurement Professionals Community of Practice; the \nAboriginal Procurement Community of Practice; and the \nModern Slavery Working Group.\nThe Ministry also participates in whole of Government \nworking groups driving improvement and savings on \ncontingent labour and professional services.\nKey procurement focus areas have included increasing the \ncapability and capacity of the system and developing key \nperformance indicator dashboards to enhance data \ntransparency and best practice. \nThe Ministry has increased staff procurement knowledge \nand run education programs across the NSW Health \nSystem, including training more than 700 staff on the \nNSW Health (Goods and Services) Procurement Policy. \nThrough the NSW Ministry of Health’s Procurement \nReform Program, local health districts, HealthShare NSW \nand eHealth NSW have collaborated to develop and \nimplement Procurement KPI Dashboards. These cover on \nand off-contract spend, contract price compliance and \ncatalogue compliance for medical-related procurements. \nDashboards provide insights and data analytics to improve \nprocurement management capability across the system \nincluding for medical consumables and prosthesis, \nmedical equipment consumables and pathology \nprocurement. \n\n\nNSW Health\t\nAnnual Report 2022–23   :  Operations and Performance   :  page 68\nStandardising procurement processes\nIn 2022-23, Health Infrastructure continued its focus \non standardising procurement processes and contracts \nfor capital delivery, as part of a whole-of-government \ncommitment to more collaborative and sustainable \ncapital procurement.\nTender schedules and assessment criteria have been \nupdated and implemented in all construction tenders to \nleverage industry expertise and innovation, helping to \ndrive sustainable design and delivery outcomes that \naddress the whole-of-life impacts of capital investments.\nHealth Infrastructure’s Statement of Participation process \nis providing visibility of the procurement pipeline and \nenhancing transparency of tendering processes, enabling \nindustry to adequately plan and nominate preferences for \nwork package tendering opportunities. \nEarly Contractor Involvement procurement processes on \nconstruction projects such as the John Hunter Health and \nInnovation Precinct, is yielding tangible design and \ncommercial benefits for the capital program.\nPayment and revenue portals\nPayment Portal\nA new NSW Health Payment Portal was delivered by \neHealth NSW to manage sundry debtor invoices across \n29 NSW Health entities. The portal provides a consistent, \nsecure and user-friendly digital experience. The portal was \npart of the Cash Transformation Program which is a \ncollaboration with eHealth NSW, NSW Ministry of Health, \nNSW Treasury, HealthShare NSW and local health districts \nto simplify banking structures, increase efficiency and \nimprove user experiences. \nDuring the year, NSW Health commenced consultation \nand research on a single patient billing system for use \nacross all local health districts. \nThe development and implementation of the Payments \nPortal across NSW Health is focused on standardised, \ndigital functionality for patients and customers paying \ninvoices. The new central Health Payments Portal went \nlive in November 2022 helping to standardise and simplify \nonline payments for local health organisations.\nA new Revenue Portal was rolled out and provides a \nstatewide view of operational data to assist with capturing \nrevenue from patient fees. The portal has streamlined \nadministrative and billing management functions: \nimproved patient and staff experience, and provides \nstandardised statewide reporting on chargeable and \ncompensable patients utilising NSW public hospitals to \nsupport the provision of health care in a more financially \nsustainable way.\nVolunteer of the Year Award\nMurrumbidgee Local \nHealth District\nGarth Hungerford\nGarth Hungerford is a dedicated member of the \nWagga Wagga community, offering his time and \nknowledge as a health advocate and advisor to \nthe Local Health District, Primary Health Network \nand other NSW Health committees, particularly in \nsupport of rural, regional and remote communities.\nIn response to a spike in youth suicide, Garth \nled the design and development of wristbands with \na QR Code to mental health help and wellbeing \nwebsites. Many of these wristbands have gone to \nlocal school children, and more than 13,000 \nwristbands have been distributed.\nGarth Hungerford, winner of the Volunteer of the Year \nAward at the 24th Annual NSW Health Awards 2022.\n\n\n4\nManagement and \naccountability \n\n\nNSW Health\t\nAnnual Report 2022–23   :  Management and accountability   :  page 70\nGovernance \nNSW Health relies on \nframeworks and structures \nthat promote excellence \nin healthcare management \nand service delivery to \nprovide a world-class \nhealth system that delivers \nessential services. \nOur governance structure, financial frameworks and \napproach to risk management ensure our commitment\nto health services are needs-based and we provide safe, \nhigh-quality, and patient-centred care for the people of NSW.\nNSW Health comprises the NSW Ministry of Health \n(a public service department under the Government Sector \nEmployment Act 2013) and the various NSW Health \norganisations making up the NSW public health system, \nincluding local health districts and specialty health networks \n(see the NSW Health organisational chart on page X). \nThe NSW Ministry of Health is the system manager for \nNSW Health. NSW Health organisations are governed \nby an accountable authority – either a board or a chief \nexecutive, or both. The Corporate Governance and \nAccountability Compendium outlines the governance \nrequirements that apply to the organisations that \nform part of NSW Health and sets out the roles, \nrelationships and responsibilities of each organisation. \nA copy is available at health.nsw.gov.au\nClinical governance\nThe NSW Ministry of Health Patient Safety First Unit, \nin collaboration with the Clinical Excellence Commission, \nis responsible for monitoring the quality and safety \nof the NSW public health system and for providing \nleadership in clinical governance. \nNSW Health is committed to partnering with patients, \nconsumers, families and carers in healthcare decision \nmaking and improving staff culture and wellbeing to \nenable provision of high-quality care. \nAcross NSW Health, clinical governance systems are \naligned to the five components of the National Model \nClinical Governance Framework:\n•\tGovernance, leadership and culture\n•\tPatient safety and quality improvement systems\n•\tClinical performance and effectiveness\n•\tSafe environment for the delivery of care\n•\tPartnering with consumers.\nIncident management in NSW Health is governed by the \nprinciples of immediacy, accountability and kindness. \nHealth leaders, clinicians and teams act immediately when \npeople are harmed or at risk of harm. NSW Health supports \nall who are affected. Our health system is open when \nincidents occur, and incident reviews drive learning and \nimprovement actions. \nLocal health districts and specialty health networks have \nprimary responsibility for providing safe, high-quality care \nfor patients. To protect patients from harm and ensure the \nquality of health services, hospitals, dental services and \noral health clinics within hospitals must be accredited. \nAccreditation is determined by assessment against the \nNational Safety and Quality Health Service Standards, \nin accordance with the Australian Health Services Safety \nand Quality Accreditation Scheme. From 1 July 2023, \nassessments to the Standards transitioned to a short \nnotice assessments program.\nThe Clinical Excellence Commission risk-assessed notification \nof 828 medical device, medicine and biological agent issues \nin 2022-23. Of these, 17 required a system-wide critical \nresponse and 47 required an urgent Safety Alert Broadcast. \nSeventeen critical device issues and 12 urgent medicines \nissues required rapid activation of an inter-agency \nmanagement team, each with weekly to fortnightly meetings.\nFeedback and complaints \nAt NSW Health we listen to feedback, and encourage \npatients, their families and carers to share their healthcare \nexperiences. This is to ensure we meet our commitment of \nvalue-based, patient-centred care. \nThe NSW Health incident management system (ims+) \nrecords consumer feedback and complaints. In 2022-23 \nthere were 14,980 complaints recorded, a decrease from \n17,806 in the previous year*. The top five issues related to \nclinical care, communication, timing and access, patient \nrights and management of facilities. \n\n\nNSW Health\t\nAnnual Report 2022–23   :  Management and accountability  :  page 71\nFinance and performance management\nOrganisation performance monitoring and review of \nfinancial management form a key part of the system of \ninternal controls for public health organisations. \nChief executives and boards are responsible for putting \ninto place appropriate arrangements to: \n•\tensure the efficiency and effectiveness of resource \nutilisation by public health organisations\n•\tregularly review the adequacy and effectiveness of \norganisational financial and performance management \narrangements.\nNSW Health Performance Framework\nThe NSW Health Performance Framework (the \nFramework) outlines the NSW Ministry of Health (the \nMinistry) process for setting performance expectations \nand monitoring performance of public sector health and \nsupport services. \nThe Framework clearly outlines the process of assessing \nthe level of performance of each health service. It allows \nthe Ministry to identify and acknowledge sustained high \nperformance with the view for lessons to be shared across \nNSW Health. Where under performance is identified, \nthe Framework sets out the process to escalate concerns \nand ensure support is available to remediate performance. \nThe Framework and associated key performance \nindicators listed in service agreements apply at both \nwhole-of-health-service and facility or service levels, \npromoting and supporting a high-performance culture. \nThe Framework applies to: \n•\tThe 15 geographical NSW local health districts and other \nNSW Health services: NSW Ambulance, Sydney \nChildren’s Hospitals Network, St Vincent’s Health \nNetwork, Justice Health and Forensic Mental Health \nNetwork and affiliated health organisations \n•\tNSW Health support organisations: Agency for Clinical \nInnovation, Bureau of Health Information, Cancer \nInstitute NSW, Clinical Excellence Commission, Health \nEducation and Training Institute, HealthShare NSW \nand NSW Health Pathology.\n*These figures exclude complaints recorded by \nSt Vincent’s Health Network and are subject to change \nvia ongoing data verification processes.\nService agreements\nService agreements are a central component of the \nPerformance Framework. They clearly set out the service \ndelivery and performance expectations for funding and \nother support provided to local health districts, other \nhealth services and support organisations. \nAnnual service agreements between the NSW Ministry \nof Health and local health districts and specialty health \nnetworks include budgets for the level and mix of services \neach health service needs for their communities. Funding \ndecisions consider the outcomes for patients, carers, \nstaff and the public health system, and funding adjustors \nare used to incentivise value-based care.\nAudit and risk management\nNSW Health policy requires public health organisations \nto maintain effective, independent audit frameworks and \ncorporate governance practices consistent with NSW \npublic sector best practices. Enterprise-wide risks are \nmanaged through continuous monitoring and risk control \n(policy, procedures and guidelines), which are reflected in \nthe NSW Health Enterprise-wide Risk Management Policy. \nAudit and risk management committees\nEach public health organisation must establish an audit \nand risk management committee, which is a key \ncomponent in the public health organisation’s corporate \ngovernance framework. It oversees: \n•\tinternal controls and internal audit \n•\tenterprise risk management \n•\tbusiness continuity plans \n•\tdisaster recovery plans \n•\tcorruption and fraud prevention \n•\texternal accountability and external audit \n•\tcompliance with applicable laws and regulations.\nInternal auditing at the Ministry\nInternal Audit provides an independent review and \nadvisory service to the Secretary and the Risk \nManagement and Audit Committee. It provides assurance \nthat the NSW Ministry of Health’s financial and operational \ncontrols, designed to manage the organisation’s risks \nand achieve its objectives, are operating in an efficient, \neffective and ethical manner. \nInternal Audit assists management in improving business \nperformance, advises on fraud and corruption risks, and \ninternal controls over business functions and processes.\n\n\nNSW Health\t\nAnnual Report 2022–23   :  Management and accountability   :  page 72\nExternal agency oversight\nSeveral statutory and government agencies are involved \nin the oversight and governance of NSW public health \norganisations. These include the NSW Ombudsman, \nInformation and Privacy Commission, Independent \nCommission Against Corruption, NSW Treasury, \nDepartment of Premier and Cabinet, the Auditor-General, \nAudit Office of NSW and the Public Accounts Committee \nof the NSW Parliament.\nNSW Ombudsman\nThe NSW Ombudsman tabled one report involving \nNSW Health during 2022-23. The NSW Child Death \nReview Team Annual Report 2021-22 was tabled \nin Parliament on 25 October 2022. \nThe tabled report, including relevant data and updates \non implementation of previous recommendations, was \nprovided by NSW Health and can be accessed on the \nOmbudsman’s website: ombo.nsw.gov.au. \nAudit Office of NSW\nThe Audit Office of NSW fulfils an external oversight \nfunction, undertaking financial audits, performance audits \nand compliance audits each year. In addition to the \nthree types of audits, the Audit Office also tables special \nreports on internal controls.\nIn 2022-23, the Audit Office tabled two performance \naudit reports in Parliament concerning NSW Health: \n1.\tNew South Wales COVID-19 Vaccine Rollout \n2.\t\nCoordination of the Response to COVID-19 \n(June to November 2021).\n\nThe NSW Ministry of Health, together with 24 other \nlarge NSW Government agencies, was involved in the \npreparation of the Auditor General’s report: Internal \nControls and Governance 2022, tabled on 20 December \n2022. The focus of the report was on whole of \ngovernment internal control risks, controls on information \ntechnology, management of cyber risks and risks \nassociated with over reliance on consultants and \ncontractors.\nAll tabled reports, including the related response \nfrom NSW Health on performance audits, are available \nat audit.nsw.gov.au. \nPublic Accounts Committee \nof the NSW Parliament\nThe Public Accounts Committee reviews performance \naudit reports tabled by the Auditor-General of NSW in \nParliament as part of a 12-month follow-up program, \nwith status updates being sought from NSW Health on the \nimplementation of the audit recommendations that were \naccepted by NSW Health. In 2022-23, a submission was \nmade to the Committee on the performance audit report \nAccess to Health Services in Custody, which was originally \ntabled on 23 September 2021.\nEvents arising after the end \nof the annual reporting period\nNo other events have arisen subsequent to the \nend of the annual reporting period that would have \na significant effect on financial operations, \nother operations and clientele and the community \nthat would require the annual report to be amended.\nModern Slavery Act 2018\nNo specific issues have been raised by the Anti-Slavery \nCommissioner concerning the operations of NSW Health \nduring the financial year. The Anti-Slavery Commissioner \nhas provided draft Guidance to the Modern Slavery \nWorking Group and NSW Health has provided comments \nas a member of the group.\nNSW Health submitted its annual Modern Slavery Report \nin December 2022 in relation to the Commonwealth \nModern Slavery Act commitments. HealthShare NSW is \ncurrently developing a Modern Slavery Action Plan. \nModern Slavery guidance is provided in NSW Health’s \nProcurement Policy Procedures.\nA Modern Slavery component was included in the \nNSW Health policy training provided to approximately \n700 staff in 2022 and within the ongoing Procurement \nAcademy training.\n\n\nNSW Health\t\nAnnual Report 2022–23   :  Management and accountability  :  page 73\n_________________________________________________________________\nI\nInternal Audit and Risk Management Attestation Statement for the \n2022-2023 Financial Year for the NSW Ministry of Health \nI, Ms Susan Pearce, Secretary, NSW Health, am of the opinion that the Ministry of Health \nhas internal audit and risk management processes in operation that are, excluding the \nexemptions or transitional arrangements described below, compliant with the six (6) of \nthe seven (7) Core Requirements set out in the Internal Audit and Risk Management Policy \nfor the General Government Sector, specifically: \nCore Requirements \nCompliant / Non-Compliant \n/ In Transition \nRisk Management Framework \n1.1   The Accountable Authority shall accept ultimate responsibility and \naccountability for risk management in the agency. \nCompliant \n1.2   The Accountable Authority shall establish and maintain a risk \nmanagement framework that is appropriate for the agency. The \nAccountable Authority shall ensure the framework is consistent with AS \nISO 31000:2018. \nNon-Compliant \nThe Ministry is compliant \nwith six of the seven core \nrequirements. The non-\ncompliance is limited to \ninternal reporting, which \nwill be resolved by the end \nof calendar year 2023. \nInternal Audit Function \n2.1   The Accountable Authority shall establish and maintain an internal \naudit function that is appropriate for the agency and fit for purpose. \nCompliant \n2.2   The Accountable Authority shall ensure the internal audit function \noperates consistent with the International Standards for Professional \nPractice for Internal Auditing. \nCompliant \n2.3   The Accountable Authority shall ensure the agency has an Internal \nAudit Charter that is consistent with the content of the ‘model charter’. \nCompliant \nAudit and Risk Committee \n3.1   The Accountable Authority shall establish and maintain efficient \nand effective arrangements for independent Audit and Risk Committee \noversight to provide advice and guidance to the Accountable Authority \non the agency’s governance processes, risk management and control \nframeworks, and tis external accountability obligations. \nCompliant \n3.2   The Accountable Authority shall ensure the Audit and Risk \nCommittee has a Charter that is consistent with the content of the \n‘model charter’. \nCompliant \nInternal Audit and Risk Management Attestation \n\n\nNSW Health\t\nAnnual Report 2022–23   :  Management and accountability   :  page 74\nMembership \nThe Chair and members of the Risk Management and Audit Committee are: \nx Ms Carolyn Walsh, Independent Chair (23 March 2020 to 22 March 2024) \nx Ms Julie Newman, Independent member (26 June 2021 to 25 June 2023) \nx Mr Greg Rochford, Independent member (23 June 2021 to 22 June 2025) \nx Ms Rhonda Wheatley, Independent member (9 December 2021 to 9 December 2025) \nDepartures from Core Requirement \nI, Ms Susan Pearce, Secretary, NSW Health, advise that the internal audit and risk \nmanagement processes for the Ministry of Health depart from the Core Requirements \nset out in the Internal Audit and Risk Management Policy for the General Government \nSector. \nThe circumstances giving rise to the departure have been determined by the Responsible \nMinister and the Ministry of Health is implementing the following practicable alternative \nmeasures to meet the Core Requirements \nDeparture from Policy/Procedure \nReason for departure and description of practicable \nalternative measures implemented / being \nimplemented \nCore Requirement 1.2 \nThe Accountable Authority shall establish \nand maintain a risk management framework \nthat is appropriate for the agency. The \nAccountable Authority shall ensure the \nframework is consistent with AS ISO \n31000:2018.  \nThe Ministry prioritised its system manager role to \ndevelop and implement the Enterprise-wide Risk \nManagement Policy Directive (PD2022_023) for all of \nNSW Health in the first instance. \nThe Ministry of Health is now in the process of \ndeveloping a risk management framework for itself. \nThe risk management framework will be consistent \nwith TPP20-08 and, PD2022_023 and industry \nstandards. \nThe risk management framework is planned to be \nimplemented before the end of the 2023 calendar \nyear. \nI, Ms Susan Pearce, Secretary, NSW Health, declare that this Internal Audit and Risk \nManagement Attestation is made in respect of the consolidated accounts, verified \nthrough an annual attestation statement submitted to the Ministry of Health by the Chief \nExecutive, of the following controlled entities: \nCentral Coast Local Health District \nThe Sydney Children’s Hospitals Network \nFar West Local Health District \nWestern NSW Local Health District \nHunter New England Local Health District \nWestern Sydney Local Health District \nIllawarra Shoalhaven Local Health District \nAgency for Clinical Innovation \nJustice Health & Forensic Mental Health Network \nAmbulance Service of NSW \nMid North Coast Local Health District \nBureau of Health Information \nMurrumbidgee Local Health District \nCancer Institute NSW \nNepean Blue Mountains Local Health District \nClinical Excellence Commission \nNorthern NSW Local Health District \neHealth NSW \nNorthern Sydney Local Health District \nHealthShare NSW \n\n\nNSW Health\t\nAnnual Report 2022–23   :  Management and accountability  :  page 75\nSouth Eastern Sydney Local Health District \nHealth Education and Training Institute \nSouth Western Sydney Local Health District \nHealth Infrastructure \nSouthern NSW Local Health District \nNSW Health Pathology \nSydney Local Health District \nDepartures from Local Policy \nI, Ms Susan Pearce, Secretary, NSW Health, advise that the internal audit and risk \nmanagement processes for the controlled entities of the Ministry of Health depart from \nthe policy requirements outlined below, as set out in the Internal Audit policy \n(PD2022_022) and Enterprise-wide Risk Management (PD2022_023) for the NSW Health. \nThe circumstances giving rise to these departures have been determined by the \nSecretary, as system manager, as an exception, and the following practicable alternative \nmeasures to meet the core requirements have been implemented. \nDeparture from Policy/Procedure \nReason for departure and description of practicable \nalternative measures implemented / being \nimplemented \nLocal Procedure: \nPD2022_022 \n2.1 Chief Audit Executive \nThe Chief Audit Executive must not have the \nChief Financial Officer (or equivalent) as a \ndirect report. \nOne Health Organisation’s Chief Operating Officer \nheld the Chief Audit Executive role. The Chief \nFinancial Officer was a direct report of the Chief \nOperating Officer.  \nThe departure from policy will be resolved in the \n2023/24 financial year. \nLocal Procedure: \nPD2022_022 \n2.5 Internal Audit \nThe organisation’s enterprise-wide risk \nmanagement framework must be the \nsubject of an internal audit at least once \nevery five years. \nOne Health organisation sought to complete the \ninternal audit of the framework next financial year \ndue to Enterprise Risk Management personnel and \nstructural reporting changes.  \nThe audit is now scheduled in 2023/24 financial year \nonce the changes are established. The organisation’s \nAudit and Risk Committee members are supportive of \nthe approach. \nLocal Procedure: \nPD2022_022 \n2.6 Internal Audit Quality Assurance and \nImprovement Program \nAn external assessment of the internal audit \nfunction is to be conducted at least once \nevery five years by a qualified, independent \nassessor selected in consultation with the \nAudit and Risk Committee. \n \nTwo Health Organisations did not complete an \nindependent quality assurance review of the Internal \nAudit function within the five-year period.  \n1.\nDelay was due to change in audit model with\nnew auditors and disruptions by COVID. The\nexternal review of the Internal Audit function\nhas commenced and will be completed by the\nend of 2023.\n2.\nThe last review was finalised April 2017 and\nthe assessment was instead scheduled as part\nof the 2022-23 Internal Audit Plan. The\nexternal assessment of the internal audit\nfunction is scheduled for completion by end of\n2023.\n\n\nNSW Health\t\nAnnual Report 2022–23   :  Management and accountability   :  page 76\nLocal Procedure: \nPD2022_022 \n3.1.1 Appointment of a Chair \nThe Chair of the Audit and Risk Committee is \nto be appointed for a single term only, of at \nleast three years and not greater than five \nyears.  \nThe total period of membership on the \nCommittee must not exceed eight years. \nTwo NSW Health Organisations sought that the Chair \nbe appointed to the Committee for a single term of \nless than three years.   \nIn both organisations, the previous Chair declined an \nextension/retired and to retain knowledge within the \nCommittee, proposed offering the position to an \nexisting member of the Committee. As the members \nwere experienced with years already on the \nCommittee, to ensure the total membership did not \nexceed eight years, appointments under the three-\nyear term were granted exception. \nOne NSW Health organisation sought to extend the \nterm of a Chair which would exceed the eight-year \ntotal membership. \nThe extension allowed the transfer of knowledge to a \nnew member of the Committee who would succeed as \nChair. \nThese processes, including the practicable alternative measures implemented, \ndemonstrate that the Ministry of Health has established and maintained frameworks, \nincluding systems, processes and procedures for appropriately managing audit and risk \nwithin the Ministry of Health. \n________________________________ \n   _______________________________ \nSusan Pearce AM \nSecretary, NSW Health \nDate:\nLouise Derley \nC\nChief Audit Executive, Ministry of Health \n_________\n_\n_\n_\n___\n_ ___\n___________________\nSusan Pearce AM\nSecretary, NSW Hea\n\n\nNSW Health\t\nAnnual Report 2022–23   :  Management and accountability  :  page 77\nPublic accountability \nPublic interest disclosures\nNSW Health values the contributions of staff to improve \nadministrative and management practices. Staff can report \nany alleged wrongdoing under the Public Interest \nDisclosures Act 1994. NSW Health has a Public Interest \nDisclosures Policy (PD2016_027) which covers \nmanagement of public interest disclosures across all NSW \nHealth organisations.\nDuring 2022-23 NSW Health organisations received \n59 public interest disclosures. Forty-one were made by \nstaff in the course of their day-to-day functions, and 18 fell \ninto the category of ‘all other public interest disclosures’.\nOf the 59 public interest disclosures received, 53 primarily \nrelated to reports alleging corruption and six related to \nallegations of maladministration.\nAcross NSW Health, 50 public interest disclosures were \nfinalised during the 2022-23 period.\nThe number of public interest disclosure reports received \nin the 2022-23 financial year is up slightly from the 57 \nreports received in the 2021-22 reporting period.\nPublic interest disclosure coordinators for NSW Health \nimplement tailored staff awareness strategies to suit their \norganisational needs. NSW Health organisations used \ntraining provided by representatives from the NSW \nOmbudsman, internal staff briefings, e-learning, and \nemployee induction training to improve awareness. \nInformation about public interest disclosures is available on \nintranet sites. \nNSW Health has also worked during the year in preparing \npolicy, training and implementation resources to support \nthe commencement of the Public Interest Disclosures Act \n2022, which will commence on 1 October 2023.\nGovernment Information \n(Public Access) Act 2009\nThe NSW Ministry of Health regularly reviews information \non its website and routinely uploads information that may \nbe of interest to the public. This includes a wide range of \npublications and resources including reports, fact sheets, \nbrochures and pamphlets. Information is also available in \nother languages from the NSW Multicultural Health \nCommunication Service website. \nDuring 2022-23 the Ministry received 153 formal access \napplications under the Government Information (Public \nAccess) Act 2009 (the GIPA Act), including 36 applications \nand four appeals carried over from the 2021-22 reporting \nyear. Of the 153 applications received, 23 applications were \ntransferred to other agencies for completion. During this \nreporting year, 25 applications were initially assessed as \ninvalid, for not complying with the formal requirements of \nsection 41 of the GIPA Act, with nine applications \nsubsequently becoming valid requests. \nThere were 38 informal GIPA requests processed, 25 \nexternal third party consultation requests, as well as 35 \ndisclosure log requests, processed within the 2022-23 \nreporting period. A total of 108 formal applications were \ndecided within the reporting period. There were a further \nsix applications received that were un-decided, as well as \ntwo applications under review, as of 30 June 2023.\nNine internal reviews were conducted in 2022-23, with \n25 external reviews completed by the Information \nCommissioner and the NSW Civil and Administrative \nTribunal in this same period. Of the 34 appeals finalised \nduring this reporting year, the original decision was upheld \nin 30 appeals.\nOf the 108 formal access applications decided in 2022-23, \nthe NSW Ministry of Health made six decisions to refuse \naccess to information referred to in Schedule 1 of the GIPA \nAct (four in full and two in part), where there was a \nconclusive presumption of overriding public interest \nagainst disclosure. \nTwenty decisions were made to release information in full, \nwith nine decisions made to refuse access to part of the \ninformation requested. A further nine applications resulted \nin a full refusal of access to some, or all, the information \nrequested. There were a further 49 decisions made that \nthe information requested was not held by the NSW \nMinistry of Health, and 16 decisions were made that the \ninformation is already available to the applicant. In addition, \n25 decisions were made to refuse to deal with the \napplication in full or in part, and 12 applications were \nwithdrawn by the applicant.\nStatistical information regarding formal access \napplications received during 2022-23 is provided in \nthe following tables.\n\n\nNSW Health\t\nAnnual Report 2022–23   :  Management and accountability   :  page 78\nTable A: Number of applications by type of applicant and outcome*\nAccess \ngranted \nin full\nAccess \ngranted \nin part\nAccess \nrefused in \nfull\nInformation \nnot held\nInformation \nalready \navailable\nRefuse to \ndeal with \napplication\nRefuse to \nconfirm/ \ndeny \nwhether \ninformation \nis held\nApplication \nwithdrawn\nMedia (21)\n5\n1\n1\n6\n1\n6\n0\n1\nMembers of \nParliament (7)\n0\n0\n1\n1\n2\n3\n0\n0       \nPrivate sector \nbusiness (19)\n3\n0\n2\n5\n3\n3\n0\n3\nNot for profit \norganisations \nor community \ngroups (29)\n6\n3\n2\n8\n5\n3\n0\n2\nMembers of the \npublic (application \nby legal \nrepresentative) \n(23)\n0\n2\n0\n14\n0\n4\n0\n3\nMembers of the \npublic (other) (41)\n6\n3\n3\n15\n5\n6\n0\n3\n140\n20\n9\n9\n49\n16\n25\n0\n12\nTotal = 140 *More than one decision can be made in respect of a particular access application. If so, a recording must \nbe made in relation to each such decision. This also applies to Table B.\nTable B: Number of applications by type of application and outcome\nAccess \ngranted in \nfull\nAccess \ngranted in \npart\nAccess \nrefused in \nfull\nInformation \nnot held\nInformation \nalready \navailable\nRefuse to \ndeal with \napplication\nRefuse to \nconfirm/\ndeny \nwhether \ninformation \nis held\nApplication \nwithdrawn\nPersonal \ninformation \napplications* (27)\n1\n2\n0\n20\n0\n1\n0\n3\nAccess \napplications \n(other than \npersonal \ninformation \napplications) (105)\n17\n6\n7\n27\n16\n22\n1\n9\nAccess \napplications that \nare partly \npersonal \ninformation \napplications and \npartly other (8)\n2\n1\n2\n2\n0\n1\n0\n0\n140\n20\n9\n9\n49\n16\n24\n1\n12\nTOTAL = 140 *A personal information application is an access application for personal information (as defined in clause \n4 of Schedule 4 to the Act) about the applicant (the applicant being an individual). PLEASE NOTE: The total number of \ndecisions in Table B should be the same as Table A.\n\n\nNSW Health\t\nAnnual Report 2022–23   :  Management and accountability  :  page 79\nTable C: Invalid applications\nReason for invalidity\nNumber of applications\nApplication does not comply with formal requirements (section 41 of the Act)\n25\nApplication is for excluded information of the agency (section 43 of the Act)\n0\nApplication contravenes restraint order (section 110 of the Act)\n0\nTotal number of invalid applications received\n25\nInvalid applications that subsequently became valid applications\n9\nTable D: Conclusive presumption of overriding public interest against disclosure: \nmatters listed in Schedule 1 of the Act\nNumber of times \nconsideration used*\nOverriding secrecy laws\n1\nCabinet information\n3\nExecutive Council information\n0\nContempt\n0\nLegal professional privilege\n0\nExcluded information\n2\nDocuments affecting law enforcement and public safety\n0\nTransport safety\n0\nAdoption\n0\nCare and protection of children\n0\nMinisterial code of conduct\n0\nAboriginal and environmental heritage\n0\nMore than one public interest consideration may apply in relation to a particular access application and, if so, \neach such consideration is to be recorded (but only once per application). This also applies in relation to Table E.\nTable E: Other public interest considerations against disclosure: matters listed in table to \nsection 14 of the Act\nNumber of occasions when \napplication not successful\nResponsible and effective government\n8\nLaw enforcement and security\n0\nIndividual rights, judicial processes and natural justice\n10\nBusiness interests of agencies and other persons\n1\nEnvironment, culture, economy and general matters\n0\nSecrecy provisions\n0\nExempt documents under interstate Freedom of Information legislation\n0\n\n\nNSW Health\t\nAnnual Report 2022–23   :  Management and accountability   :  page 80\nTable F: Timeliness\nNumber of applications\nDecided within the statutory timeframe (20 days plus any extensions)\n83\nDecided after 35 days (by agreement with applicant)\n17\nNot decided within time (deemed refusal)\n8\nTotal\n108\nTable G: Number of applications reviewed under Part 5 of the Act \n(by type of review and outcome)\nDecision varied\nDecision upheld\nTotal\nInternal review\n2\n7\n9\nReview by Information \nCommissioner*\n1\n17\n18\nInternal review following \nrecommendation under \nsection 93 of Act\n1\n3\n4\nReview by NCAT\n0\n3\n3\nTotal\n4\n30\n34\n*The Information Commissioner does not have the authority to vary decisions but can make recommendations to the \noriginal decision-maker. The data in this case indicates that a recommendation to vary or uphold the original decision \nhas been made.\nTable H: Applications for review under Part 5 of the Act (by type of applicant)\n \nNumber of applications for \nreview\nApplications by access applicants\n34\nApplications by persons to whom information the subject of access application relates\n (see section 54 of the Act)\n0\nTable I: Applications transferred to other agencies under Division 2 of Part 4 of the Act \n(by type of transfer)\n \nNumber of applications \ntransferred \nAgency-initiated transfers\n23\nApplicant-initiated transfers                               \n0\n\n\nNSW Health\t\nAnnual Report 2022–23   :  Management and accountability  :  page 81\nLegal changes\nActs administered, legislative changes \nand subordinate legislation.\nActs administered\n•\tAbortion Law Reform Act 2019 No 11 \n•\tAnatomy Act 1977 No 126 \n•\tAssisted Reproductive Technology Act 2007 No 69 \n•\tCancer Institute (NSW) Act 2003 No 14 \n•\tCentenary Institute of Cancer Medicine and Cell Biology \nAct 1985 No 192 \n•\tDrug and Alcohol Treatment Act 2007 No 7 \n•\tDrug Misuse and Trafficking Act 1985 No 226, Part 2A, \njointly with the Minister for Police \n•\tFluoridation of Public Water Supplies Act 1957 No 58 \n•\tGarvan Institute of Medical Research Act 1984 No 106 \n•\tHealth Administration Act 1982 No 135 \n•\tHealth Care Complaints Act 1993 No 105 \n•\tHealth Care Liability Act 2001 No 42 \n•\tHealth Practitioner Regulation (Adoption of National Law) \nAct 2009 No 86 and the Health Practitioner Regulation \nNational Law (NSW) (except parts, the Attorney General) \n•\tHealth Professionals (Special Events Exemption) Act 1997 \nNo 90 \n•\tHealth Records and Information Privacy Act 2002 No 71 \n•\tHealth Services Act 1997 No 154 \n•\tHuman Cloning for Reproduction and Other Prohibited \nPractices Act 2003 No 20 \n•\tHuman Tissue Act 1983 No 164 \n•\tLunacy and Inebriates (Commonwealth Agreement \nRatification) Act 1937 No 37 \n•\tLunacy (Norfolk Island) Agreement Ratification Act \n1943 No 32 \n•\tMedicines, Poisons and Therapeutic Goods No 73\n•\tMental Health Act 2007 No 8 \n•\tMental Health and Cognitive Impairment Forensic \nProvisions Act 2020 No 12, Parts 5 and 7, and Part 9 \njointly with the Attorney General, remainder, \nthe Attorney General \n•\tMental Health Commission Act 2012 No 13 \n•\tPoisons and Therapeutic Goods Act 1966 No 31 \n•\tPrivate Health Facilities Act 2007 No 9 \n•\tPublic Health Act 2010 No 127 \n•\tPublic Health (Tobacco) Act 2008 No 94 \n•\tResearch Involving Human Embryos (New South Wales) \nAct 2003 No 21 \n•\tRoyal Society for the Welfare of Mothers and Babies’ \nIncorporation Act 1919 No 52, jointly with the Minister \nfor Women \n•\tSaint Vincent’s Hospital Act 1912 No 5 \n•\tSmoke-free Environment Act 2000 No 69\n•\tVoluntary Assisted Dying Act 2022 No 17\nLegislative changes\nNew Acts\n•\tMedicines, Poisons and Therapeutic Goods Act 2022 \nNo 73\nAmending Acts\n•\tHealth Legislation (Miscellaneous) Amendment Bill \n(No 2) 2022\nRepealed Acts\nNil\nSignificant Orders\n•\tHealth Services (Transfer of Assets, Rights and Liabilities) \nOrder 2022\n•\tHealth Services Amendment (The Agency for Clinical \nInnovation) Order 2023\n•\tPublic Health (COVID-19 General) Order (No 3) 2022 \n•\tPublic Health (COVID-19 Care Services) Order (No 3) 2022 \n•\tPublic Health (COVID-19 Self-Isolation) Order (No 3) 2022\nPrincipal regulations made\n•\tPublic Health Regulation 2022\n•\tPublic Health (Tobacco) Regulation 2022\n•\tDrug and Alcohol Treatment Regulation 2022\n•\tFluoridation of Public Water Supplies Regulation 2022\n•\tHealth Practitioner Regulation (Adoption of National Law) \nRegulation 2022\n•\tHealth Records and Information Privacy Regulation 2022.\nAmending regulations made\n•\tHuman Tissue Amendment (Blood Donor Certificate) \nRegulation 2022\n•\tHealth Records and Information Privacy Amendment \n(Disclosure of Health Information) Regulation 2022\n•\tPoisons and Therapeutic Goods Amendment Regulation \n2022\n•\tPrivate Health Facilities Amendment (Birthing on Country \nDemonstration Facilities) Regulation 2023\nRepealed regulations\n•\tDrug and Alcohol Treatment Regulation 2017 \n•\tFluoridation of Public Water Supplies Regulation 2017\n•\tHealth Records and Information Privacy Regulation 2017\n•\tPublic Health Regulation 2012 \n•\tPublic Health (Tobacco) Regulation 2016\n\n\nNSW Health\t\nAnnual Report 2022–23   :  Management and accountability   :  page 82\nCyber security policy attestation \n\n\nNSW Health\t\nAnnual Report 2022–23   :  Management and accountability  :  page 83\n\n\nNSW Health\t\nAnnual Report 2022–23   :  Management and accountability   :  page 84\nInformation management \nPrivacy\nThe NSW Ministry of Health provides ongoing privacy \ninformation and support within the NSW Ministry of Health, \nand to the NSW public health system. \nIn 2022-23, work includes:\n•\tParticipation in the Mandatory Notification of Data Breach \nScheme interagency working group on the Privacy and \nPersonal Information Protection Amendment Act 2022\n•\tDevelopment of a data breach policy in anticipation of \nthe commencement of Mandatory Notification of \nData Breach Scheme\n•\tConsultation on amendment to the Health Records \nand Information Privacy Regulation 2017 \n•\tAssisting with responses to cyber-attacks impacting \nNSW Health organisations\n•\tProviding ongoing privacy advice to COVID-19 response \nteams\n•\tReview of Privacy Impact Self-Assessment submissions \nfor new Ministry projects and initiatives as part of the \nPrivacy and Security Assurance Framework \n•\tProviding advice to NSW Health organisations in relation \nto privacy internal reviews\n•\tReview of Privacy Impact Self-Assessment submissions \nfor new Ministry projects and initiatives as part of the \nPrivacy and Security Assurance Framework \n•\tCollaboration with eHealth NSW on the development of \nthe Mobile Clinical Communications policy, the Single \nDigital Patient Record, the NSW Health Patient App, the \nClinical Photography Policy, and systems for sharing \nhealth records with general practitioners to support \nintegrated care\n•\tUpdate of the NSW Health Privacy Management \nPlan published May 2023 \n•\tUpdate of the NSW Health Privacy Manual for Health \nInformation with publication expected in the first half \nof the 2023-24 financial year\n•\tStanding up NSW Health Privacy Contact Officer \nCommunity of Practice meetings and development \nof Privacy Contact Officer MS Teams channel and online \nresources\n•\tPublication of NSW Health Privacy education \nanimation for staff.\nInternal Review\nThe Privacy and Personal Information Protection Act 1988 \nprovides a formalised structure for managing privacy \ncomplaints relating to this Act and the Health Records \nand Information Privacy Act 2002. This process is known \nas ‘internal review’. \nDuring 2022-23, the NSW Ministry of Health received one \napplication for internal review under the Privacy and \nPersonal Information Protection Act 1988 and Health Records \nand Information Privacy Act 2002. No breach of either Act \nwas found. \n\n\nNSW Health\t\nAnnual Report 2022–23   :  Management and accountability  :  page 85\nOur people\nThe NSW Health Workforce \nPlan 2022-32 is a 10-year \nstrategic statewide workforce \nplan that aligns with, \nsupports and reinforces NSW \nHealth’s Future Health goals. \nThe plan outlines the NSW Ministry of Health workforce \nvision and its urgent system priorities to achieve this vision. \nIt builds on the achievements of the Health Professionals \nWorkforce Plan 2012-22 and provides a delivery framework \nto guide the implementation of Future Health’s workforce-\nrelated strategies across the health system. It supports the \nstate’s health workforce to deliver safe, reliable and \nperson-centred care, driving the best outcomes and \nexperiences for NSW residents.\nNSW Health continues to employ graduate nurses and \nmidwives to ensure a sustainable workforce into the \nfuture. The NSW Health Nursing and Midwifery Office \ncoordinates the statewide graduate nurse and midwife \nrecruitment with over 3,000 graduates employed \nacross NSW Health in 2022. \nA total of 93% of Aboriginal nursing and midwifery \nGradStart candidates interviewed were offered graduate \npositions in 2023, and all Aboriginal Nursing and Midwifery \nCadetship and Scholarship recipients interviewed were \noffered graduate positions as nurses or midwives.\nNSW Health continued its highly successful annual \nmedical recruitment campaign for Junior Medical Officers \nwho have completed their first two years of postgraduate \nmedical training. The annual recruitment campaign \nprovides an opportunity for junior doctors to apply for \npositions in a range of specialties including general \nmedicine, intensive and emergency care, pain management \nand psychiatry. The 2023 campaign resulted in the \nemployment of more than 6,100 Junior Medical Officers \nfor NSW Health, providing junior doctors with a valuable \nopportunity to work with world-class senior clinicians and \nto train in rotations across different clinical settings and \ngeographic locations. \nIn 2023, there were 1,120 medical intern positions, an \nincrease of 46 from 2022. Of these, 176 were rural \npreferential recruitment positions. Interns recruited \nthrough the rural preferential pathway spend their first \ntwo years working in a rural location. \nBuilding positive workplace culture\nOur workplaces strive to make continuous improvement \nto workplace culture. Each year, NSW Health makes it a \npriority to track employee engagement and workplace \nculture. This is done through the NSW People Matter \nEmployee Survey, the NSW public sector’s annual \nemployee opinion survey. \nThe survey asks employees about their experience and \nperceptions of a range of workplace issues and practices, \nincluding management and leadership, service delivery, \nemployee engagement, diversity and inclusion, public \nsector values, and unacceptable conduct. \nThe survey is conducted by the NSW Public Service \nCommission with assistance from NSW public sector \nagencies and Big Village, an external service provider. \nBig Village (which was previously known as ENGINE) is a \nmember of the Association of Market and Social Research \nOrganisations (AMSRO) and adheres to the Privacy \n(Market and Social Research) Code 2014 (the Code).\n\n\nNSW Health\t\nAnnual Report 2022–23   :  Management and accountability   :  page 86\nResponding to bullying and complaints\nNSW Health agencies implemented local strategies to \nreduce the incidence of bullying and unacceptable \nbehaviour and enhance positive and productive workplace \nculture. In addition, agencies also implemented the \nfollowing statewide strategies: \n•\tAnti-bullying management advisors, responsible for \ncollaborating and knowledge sharing on best practice \ninitiatives, using this information pool to improve \ncommunication, guide future processes and coach \nmanagers on effective bullying management strategies \n•\tThe confidential Anti-Bullying Advice Line, responsible for \nprovision of guidance and information to employees about \nthe complaint resolution process \n•\tBullying data collection where NSW Health organisations \nare responsible to report individual complaint data to the \nNSW Ministry of Health, where complaints are initially \nassessed as potential bullying complaints \n•\tAddressing Grievances and Concerns Managers’ and \nStaff Portal – web portals to support managers and staff \nacross NSW Health to address grievances and concerns, \nincluding bullying, appropriately and as soon as they arise \n•\tBullying Risk Assessment Tool is to be launched to assist \nhealth organisations assess the potential of bullying in the \nworkplace with an aim to prevent or minimise the risk of \npsychological injury. \nNSW Health has made a concerted effort to improve the \naccuracy of bullying complaint reporting. There were 128 \nbullying complaints between 1 July 2022 to 30 June 2023, \nup from 66 complaints in 2021-22. These complaints \nrepresent 0.09% of the total full-time equivalent staff in \nthe NSW Health System (based on full-time equivalent \nstaff as of 30 June 2023). The NSW Ministry of Health has \nalso implemented an Addressing Grievances and Concerns \nStaff Portal, which contains extensive tools to educate and \nassist staff on self-resolving grievances with the other \nparty and to participate in the grievance process when the \nmatter is escalated to their manager.\nWorkforce diversity\nNSW Health welcomes people of diverse backgrounds and \nrecognises the crucial role a sense of belonging plays in \ndelivering an effective, functioning, diverse and inclusive \nworkplace. \nThe Diversity Inclusion Belonging resource hub provides \ndirection to NSW Health organisations to help them \nmeet the diversity and inclusion targets set under the \nPremier’s Priorities. \nThe NSW Health human resources information system has \nbeen modified to allow a person with disability, an \nAboriginal person or a person who is serving, or has served, \nin the Australian Defence Force to self-identify, resulting in \nmore accurate NSW Health diversity data that reflects our \nworkforce and the community it serves. \nTogether, the Centre for Aboriginal Health and the \nWorkforce Planning and Talent Development Branch \nfund 20 cadetships per year as a workforce target and \nreflects the priorities of the “NSW Health Workforce Plan \n2022- 2032”. The program has been managed by the \nHealth Education and Training Institute. The Aboriginal \nAllied Health Cadetship supported 16 Cadets throughout \nthe 2022-2023 financial year.\nAboriginal workforce representation continues to develop \nacross the breadth of role types in NSW Health services. \nNSW Health continues to set specific workforce \ntargets to drive improvements in the establishment of \nthe Aboriginal Health Practitioner role across clinical \nmultidisciplinary teams. \nNSW Health has established a stretch target of 16 \nAboriginal people in leadership roles by 2025, exceeding \nthe previous goal of doubling Aboriginal people in \nleadership roles from five to 10 by 2025 and achieving \n11 Aboriginal senior leaders by December 2020. \nAs of June 2023, 26 Aboriginal people were employed \nin a senior leadership role. \nThe cultural safety of NSW Health’s Aboriginal workforce \nand client group continues to be a priority. The focus is to \naddress racism and unconscious bias through the delivery \nof the Respecting the Difference – an Aboriginal cultural \ntraining program – as well as refreshing the program to \ndrive improvements into the future.\n\n\nNSW Health\t\nAnnual Report 2022–23   :  Management and accountability  :  page 87\nTrends in the representation of workforce diversity groups\nWorkforce Diversity Group\nBenchmark\n2021\n2022\n2023\nWomen\n50%\n74.6%\n74.5%\n74.5%\nAboriginal and/or Torres Strait Islander People\n3.3%\n2.8%\n2.9%\n2.9%\nPeople whose first language spoken \nas a child was not English\n23.2%\n25.2%\n24.0%\n25.4%\nPeople with disability\n5.6%\n1.8%\n1.7%\n1.8%\nPeople with disability requiring work-related \nadjustment\nN/A\n0.4%\n0.4%\n0.4%\n\nNote: 1. The benchmark of 50% for representation of women across the sector is intended to reflect the gender composition of the \nNSW community. 2. The NSW Public Sector Aboriginal Employment Strategy 2014 – 17 introduced an aspirational target of 1.8% by 2021 for \neach of the sector’s salary bands. If the aspirational target of 1.8% is achieved in salary bands not currently at or above 1.8%, the cumulative \nrepresentation of Aboriginal employees in the sector is expected to reach 3.3%. 3. A benchmark from the Australian Bureau of Statistics \n(ABS) Census of Population and Housing has been included for People whose First Language Spoken as a Child was not English. The ABS \nCensus does not provide information about first language, but does provide information about country of birth. The benchmark of 23.2% is \nthe percentage of the NSW general population born in a country where English is not the predominant language. 4. In December 2017 the \nNSW Government announced the target of doubling the representation of people with disability in the NSW public sector from an estimated \n2.7% to 5.6% by 2027. More information can be found at: Jobs for People with Disability: A plan for the NSW public sector. The benchmark \nfor ‘People with Disability Requiring Work-Related Adjustment’ was not updated.\nTrends in the distribution index for workforce diversity groups\nWorkforce Diversity Group\nBenchmark\n2021\n2022\n2023\nWomen\n100\n92\n92\n93\nAboriginal and/or Torres Strait Islander People\n100\n76\n77\n77\nPeople whose first language spoken as a child \nwas not English\n100\n99\n96\n95\nPeople with a disability\n100\n88\n88\n86\nPeople with a disability requiring work-related \nadjustment\n100\n87\n88\n88\nNote: 1. A Distribution Index score of 100 indicates that the distribution of members of the Workforce Diversity group across salary bands \nis equivalent to that of the rest of the workforce. A score less than 100 means that members of the Workforce Diversity group tend to be \nmore concentrated at lower salary bands than is the case for other staff. The more pronounced this tendency is, the lower the score will be. \nIn some cases, the index may be more than 100, indicating that members of the Workforce Diversity group tend to be more concentrated \nat higher salary bands than is the case for other staff. 2. The Distribution Index is not calculated when the number of employees in the \nWorkforce Diversity group is less than 20 or when the number of other employees is less than 20. \n\n\nNSW Health\t\nAnnual Report 2022–23   :  Management and accountability   :  page 88\nWorkplace health and safety\nIn 2022-23, NSW Health continued to enhance the \npolicy framework to ensure a best practice approach to \nhealth and safety. \nPolicies and guidelines reviewed and released \nin 2022-23 were:\nWork Health and Safety Audits (PD2023_010)\nThis policy sets out the requirement for NSW Health \norganisations to undertake work health and safety (WHS) \naudits. Audits are conducted to determine the \neffectiveness of management systems, to identify the \nstrengths and opportunities for improvements and to \nensure compliance with the WHS legislation and NSW \nHealth policies and procedures. This policy provides a \nconsistent, effective approach for gathering information \non which a NSW Health organisation can plan and \nimplement WHS improvements.\nFatigue Management in NSW Health \nWorkplaces (GL2023_012)\nThis guideline provides a risk management approach for \nmanaging work-related fatigue. It includes guidance on \nidentifying areas at increased risk for work-related fatigue, \nassessing the work, health and safety-related issues and \nproviding strategies to eliminate work-related fatigue as \nmuch as possible or to minimise its impact where it cannot \nbe eliminated.\nEmployee Assistance Programs \n(PD2022_048)\nThis policy directive outlines standards for Employee \nAssistance Programs (EAPs) to ensure employees have \naccess to effective assistance services. \nNSW Ministry of Health has also developed a Mental \nHealth and Wellbeing Framework intended to provide \nstrategic direction for the creation of psychologically safe \nworkplaces where psychosocial risks are identified, \neliminated or controlled. Work has commenced on an \naction plan to ensure the implementation of the framework. \nA program of security audits has commenced across NSW \nHealth workplaces to ensure compliance with NSW Health \nsecurity standards. A wide range of supporting resources \nhave been developed to assist frontline managers identify \nand manage security-related risks in their workplaces.\nAdditionally, a range of training programs have been \nprovided across NSW Health including:\n• Certificate II in Security Operations: this is the pre-\nqualification program to be completed by individuals \nwho are seeking to hold a NSW security licence. \nThis program has allowed hospitals to enhance the \nexisting security workforce.\n• Security in the Health Environment: this program builds \non the current skills of existing NSW Health security staff \nto provide effective and appropriate security operations \nin a therapeutic health environment.\n• Security auditor training: this program ensures staff \ninvolved in local security auditing have the capability \nand expertise to undertake robust audits.\nWorkers compensation\nIn 2022-23, NSW Health supported its workplaces with \na range of practice guides to continue to improve \nrehabilitation, injury management and recover at work \npractices.\nThe NSW Ministry of Health is progressing strategies to:\n• facilitate opportunities to enhance recovery at work \nthrough the identification and sharing of suitable duties\n• identify and mitigate psychosocial issues for workers \nfollowing a workplace injury\n• reduce risk associated with Work Injury Damages (WDI) \nclaims.\nProsecutions under the Work \nHealth and Safety Act 2011\nThere were no prosecutions against the NSW Ministry of \nHealth under the Work Health and Safety Act in 2022-23.\n\n\nNSW Health\t\nAnnual Report 2022–23   :  Management and accountability  :  page 89\nResearch and development \nMedical Research Support \nProgram and associated programs\nMedical Research Support Program\nThe NSW Government established the Medical Research \nSupport Program to provide infrastructure funding to \nhealth and medical research organisations. The following \ngrants were paid in 2022-23:\nOrganisation \nAmount ($)\nBlack Dog Institute\n$591,979\nCentenary Inst of Cancer Medicine \n& Cell Biology\n$1,880,506\nChildren’s Cancer Institute Australia\n$942,726\nChildren’s Medical Research Institute\n$1,928,971\nGarvan Institute of Medical Research\n$5,983,412\nIngham Institute for \nApplied Medical Research\n$2,815,554\nVictor Chang Cardiac \nResearch Institute Ltd\n$1,361,439\nWoolcock Institute of \nMedical Research Ltd\n$3,434,807\nSchizophrenia Research\nFunding supports researchers to undertake \nschizophrenia research across basic science and pre-\nclinical research.\nOrganisation \nAmount ($)\nUniversity of Newcastle\n$249,464\nUniversity of NSW\n$746,872\nNetworks\nFunding has been provided to the following networks to \nsupport statewide research collaboration.\nOrganisation \nAmount ($)\nAustralian Cardiovascular Alliance Ltd\n$165,000\nGarvan Institute of Medical Research \n(NSW Early Phase Clinical Trials Alliance)\n$50,000\nGenomics\nPrecision Oncology Screening \nPlatform enabled Clinical trial \nThis investment supports and leverages the national \nexpansion of the Genomics Cancer Medicine Program.\nOrganisation \nAmount ($)\nAustralian Genomic Cancer Medicine \nCentre Ltd\n$18,000,000\nPaediatric Precision Medicine \nInvestment in technology and staff to advance paediatric \nprecision medicine to help treat childhood cancer and \nother genetic disorders\nOrganisation \nAmount ($)\nPaediatrio Ltd\n$20,000,000\nBiobanking\nBiospecimen Collections Grant\nThe Biospecimen Collection Grant forms part of the \nSydney Omics Collaborative Initiatives. The funding \ncovers collection, processing and storage, retrieval, and \ntransport of biospecimens to the NSW Health Statewide \nBiobank\nOrganisation \nAmount ($)\nThe Sax Institute\n$50,000\nUniversity of NSW\n$24,868\nUniversity of Sydney\n$236,294\nGarvan Institute of Medical Research\n$100,000\n\n\nNSW Health\t\nAnnual Report 2022–23   :  Management and accountability   :  page 90\nMedical Devices and Commercialisation\nMedical Devices Fund\nThe Medical Devices Fund is a competitive technology \ndevelopment and commercialisation fund which helps \nencourage and support investment in the development \nof medical devices and related technologies in NSW.\nOrganisation \nAmount ($)\nAustralis Scientific Pty Ltd\n$750,000\nEMVision Medical Devices Ltd\n$2,500,000\nEudaemon Technologies Pty Ltd\n$4,035,000\nMedical Research Commercialisation Programs\nThe Medical Research Commercialisation Fund (now \nBrandon Biocatalyst) was established in 2007 as an \ninvestment collaboration that supports early-stage \ndevelopment and commercialisation opportunities from \nmedical research institutes and allied research hospitals in \nAustralia. Brandon Biocatalyst has been working with the \nNSW institutes over the past five years to increase the \ncapacity to commercialise research discoveries. \nThrough this funding, NSW Health gains access to its \nexpertise, training and mentoring.\nThe NSW Health Commercialisation Training Program was \nestablished in 2014 in partnership with Cicada Innovations. \nThe Program is a suite of training modules designed to \nensure promising intellectual property can be \ncommercialised and to upskill and retain talent. Modules \ncover regulatory and reimbursement, capital raising, \nbusiness pathways for medical devices, diagnostics, \nsoftware as a medical device, and therapeutics.\nOrganisation \nAmount ($)\nBrandon BioCatalyst\n$450,000\nCicada Innovations Pty Ltd\t\n$750,000\nResearch Grants and \nCapacity Building Programs\nCardiovascular research capacity \nThe NSW Cardiovascular Disease Research Capacity \nBuilding Program aims to attract and retain high quality \ncardiovascular researchers in NSW to build a vibrant and \nhighly skilled workforce, with the aim of making NSW the \nleading state for cardiovascular research in Australia.\nOrganisation \nAmount ($)\nNational Heart Foundation of Australia \n(CVRN)\n$250,000\nThe Heart Research Institute Ltd\n$999,998\nUniversity of NSW\n$3,926,817\nUniversity of Sydney\n$7,541,634\nEarly mid-career fellowships \nand PhD programs \nThe early to mid-career fellowship program provides \nfunding to promote the participation of early to mid-\ncareer researchers in high quality research projects \nacross the spectrum, from basic science through to \nhealth services and population health research.\nNSW Health’s PhD program provides for PhD students \nconducting research in drug development and \nbiopharmaceuticals under the joint supervision of an \nacademic and industry supervisor.\nOrganisation \nAmount ($)\nSt Vincent’s Hospital Sydney Ltd\n$499,900\nThe Heart Research Institute Ltd\n$80,000\nUniversity of Newcastle\n$1,159,987\nUniversity of NSW\n$1,058,346\nUniversity of Sydney\n$418,164\nSpinal Cord Injury Research Grants\nThis program provides grants to NSW spinal cord injury \nresearchers to drive cutting-edge, cure and care-related \nprojects.\nOrganisation \nAmount ($)\nUniversity of NSW\n$1,285,787\nUniversity of Sydney\n$1,287,207\nUniversity of Technology Sydney\n$390,690\nTranslational Research Grants Scheme\nThe Translational Research Grants Scheme takes an \ninnovative approach to funding priority-driven research \nled by local health districts and specialty networks in \nNSW.\nOrganisation \nAmount ($)\nUniversity of Newcastle\n$494,725\nUniversity of Sydney\n$902,168\nSouth Eastern Sydney Local Health \nDistrict\n$265,696\nMurrumbidgee Local Health District\n$98,987\nSydney Children's Hospitals\n$223,646\nSouth Western Sydney Local Health \nDistrict\n$166,877\nWestern NSW Local Health District\n$154,065\n\n\nNSW Health\t\nAnnual Report 2022–23   :  Management and accountability  :  page 91\nRural Regional and Remote \nClinical Trial Enabling Program\nNSW Health and ACT Health, through Office of Health \nand Medical Research was awarded $30.6 million over \nfive years from the Commonwealth Medical Research \nFuture Fund for the Rural, Regional, and Remote Clinical \nTrial Enabling Program. The aim of this program is to \ndeliver increased and more equitable access to clinical \ntrials for patients in rural, regional, and remote NSW \nand ACT\nOrganisation \nAmount ($)\nCanberra Health Services\n$383,538\nWestern NSW Local Health District\n$96,030\nHunter New England Local Health \nDistrict\n$131,471\nMinistry of Health – Office of Health and \nMedical Research\n$799,877\nCOVID-19 research funding\nThe COVID-19 Research Grant is provided to research \ninstitutions and universities to support specific research \nprojects, clinical trials and studies. COVID-19 research \nfunding has been a critical component of the state’s \nresponse to the pandemic.\nOrganisation \nAmount ($)\nThe Westmead Institute for Medical \nResearch (VIIM)\n$371,183\nUniversity of NSW (Vaccine Acceleration \nResearch Grants)\n$1,000,000\nUniversity of Sydney (Vaccine \nAcceleration Research Grants)\n$995,867\nPopulation health and health \nservices research support\nThe Sax Institute helps policy makers find and use \nevidence to inform real-world decisions. In 2022-23, NSW \nHealth provided $1.8 million to the Sax Institute to manage \nseveral large-scale research assets and platforms, broker \nevidence reviews on health system priorities, and provide \nresearch and evaluation skills training and support.\nIn 2022-23, the Centre for Epidemiology and Evidence \ndelivered professional development workshops to over \n250 NSW Health staff on program evaluation, economic \nevaluation, program logic, critical appraisal of evidence \nand analysing health service data. \nThe Prevention Research Support Program is a \ncompetitively funded grant scheme administered by the \nCentre for Epidemiology and Evidence in alignment with \nNSW Health priorities. Its purpose is to support research \ninfrastructure and strategies that build research capacity \nand strengthen prevention and early intervention research \nthat can be translated into policy and practice. The \nprogram is well-established, having been implemented \nin four-year cycles since 2003. Round six of the program \ncommenced in July 2022. A total of nine organisations \nwere funded to the value of $12 million over four years.\nGrants paid \nin 2022-23\nAmount ($) \nPurpose\nKolling Institute\n$135,000 \nWomen and Babies \nResearch\nUniversity of \nNewcastle\n$425,000 \nPriority Research \nCentre Health \nBehaviour\nUniversity of \nNew South Wales\n$480,000\nThe Kirby Institute\nUniversity of \nNew South Wales\n$425,000 \nNational Drug and \nAlcohol Research \nCentre\nUniversity of \nNew South Wales\n$300,000 \nCentre for Primary \nHealth Care and \nEquity\nUniversity of Sydney\n$425,000\nPrevention \nResearch \nCollaboration\nUniversity of \nSydney / Sydney \nLocal Health District\n$125,000 \nEdith Collins Centre\nUniversity of \nWollongong\n$315,000 \nEarly Start\nWestern Sydney \nLocal Health District\n$370,000 \nCentre for \nInfectious Diseases \nand Microbiology - \nPublic Health\nTOTAL\n$3,000,000 \n\n\nNSW Health\t\nAnnual Report 2022–23   :  Management and accountability   :  page 92\nEquity and diversity \nNSW LGBTIQ+ Health \nStrategy 2022-2027\nThe NSW LGBTIQ+ Health Strategy 2022-2027 provides \ndirection to all NSW Health organisations and staff, so that \ncollectively the system can deliver the best care to \nLGBTIQ+ people and work with them to achieve optimal \nhealth and wellbeing.\nDelivery of the strategy is supported by an implementation \nplan and guided by a committee comprising \nrepresentatives from NSW Health, Primary Health \nNetworks, St Vincent’s Hospital Sydney, the University of \nSydney, the University of NSW and community \norganisations, including BlaQ Aboriginal Corporation, \nACON, The Gender Centre, Twenty10, Trans Pride Australia \nand Intersex Human Rights Australia.\nIn the strategy’s first year of implementation, NSW Health \nhas realised many significant steps forward:\n•\tProvided funding to establish a LGBTQ+ Health Centre in \nSydney\n•\tFacilitated the NSW LGBTIQ+ Health Fund to kickstart \nover 20 local projects across the health system to achieve \nactions under the strategy\n•\tCommitted funding and strengthened community \npartnerships to enhance mental health and suicide \nprevention initiatives in LGBTIQ+ communities\n•\tProvided specialist multidisciplinary health services for \ntrans and gender diverse young people and their families \nthrough a statewide service\n•\tImplemented a discovery project to investigate \nimprovements for collecting data in the NSW Health \nSystem on gender, sexuality, intersex variations and other \nvariables\n•\tProvided LGBTIQ+ inclusion training in collaboration with \nTwenty10 and Intersex Human Rights Australia to over \n200 staff at the NSW Health head office\n•\tPromoted the strategy to international delegates at the \nSydney WorldPride Human Rights Conference 2023\n•\tDelivered a cross-organisational response to support a \nhealthy and safe Sydney WorldPride 2023.\nThe pivotal strength of the strategy’s successful \nimplementation is the partnerships that have been built \nwith communities. These relationships acknowledge the \ndepth of lived experience, trauma, resilience, passion, pride \nand possibilities.\nDisability Inclusion Action Plan\nThe NSW Health Disability Inclusion Action Plan 2016-2019 \nsupports improved access to quality healthcare and \nemployment for people with disability. It remains ongoing \nuntil a new plan is released in early 2024. The new plan will \nreflect NSW Health’s continued commitment to providing \nequitable and dignified access to services and employment \nfor people regardless of disability and align with Australia’s \nDisability Strategy 2021-2031.\nKey achievements in 2022-23 include:\n• The Intellectual Disability Health Service (IDHS), which \nprovides clinical assessment and referral for people with \nintellectual disability and complex health needs, saw 943 \nclients in 2022. The IDHS also offers advice, education \nand clinical supports to general practitioners and NSW \nHealth staff to build the capacity of mainstream health \nservices to respond to the needs of people with \nintellectual disability and their carers.\n• In collaboration with the Department of Developmental \nDisability Neuropsychiatry, University of NSW (3DN): \n\t - \u0007\ndeveloped easy-read information to help consumers \naccess and understand mental health services in NSW \nand translated this into three community languages \n\t - \u0007\ndeveloped an interactive mental health service pathway \nweb tool for people with intellectual disability \nhttps://www.3dn.unsw.edu.au/projects/\nintellectualdisability- mental-health-service-\npathway-tool.\n• The NSW Agency for Clinical Innovation Transition Care \nNetwork has developed a series of easy-to-read fact \nsheets to support consumers moving from paediatric to \nadult health services. A carer fact sheet has also been \ndeveloped to support young people with an intellectual \ndisability transitioning to adult health services.\n• The Centre for Oral Health Strategy launched the \nNSW Oral Health Strategic Plan 2022-2032 to ensure \nthe delivery of culturally safe and responsive care, and \nlaunched several initiatives to support the plan’s \nimplementation. These include a workforce capacity \nbuilding program and a project to improve health literacy \nand oral health information for carers. Both initiatives \nhave engaged consumers and key stakeholders to \ndevelop appropriate resources which include videos, \ntip sheets and corresponding information in an easy-to-\nread format.\n\n\nNSW Health\t\nAnnual Report 2022–23   :  Management and accountability  :  page 93\nNSW Carers (Recognition) Act 2010\nNSW Health recognises and acknowledges carers’ unique \nknowledge and experience. Carers play an important role \nin supporting the health and wellbeing of people across \nthe state. NSW Health seeks to provide timely, responsive, \nappropriate and accessible supports through a variety of \ninitiatives and programs across the state.\nNSW Health has begun the review and update of the \nNSW Health Recognition and Support for Carers: Key \nDirections. This document is designed to provide a \nframework for NSW Health’s response to the needs \nof carers across the NSW public health system. The \nupdated document will focus on the three main groups of \ncarers involved with NSW Health’s services – carers of \npatients, patients who are carers, and NSW Health staff \nwho are carers, outlining system-level work that enables \nsupport for these groups.\nThis year NSW Health also partnered with Department of \nCommunities and Justice and committed to several actions \nin the NSW Carers Strategy Action Plan 2023–2024. Work \nhas started to review NSW Health's approach to data \naround carers and to implement the Family and Carer \nMental Health Program evaluation recommendations. \nNSW Health is also committed to reviewing available \nresources and information for carers, which will \ncommence in coming months.\nNSW Health local carer support services across NSW \ncontinue to assist carers to access appropriate services \nand current information, as well as raise awareness of \ncarers and their needs.\nMulticultural health \nMulticultural NSW oversees \nthe Multicultural Policies \nand Services Program. \nIt is a whole-of-government initiative focused on ensuring \ngovernment agencies implement the principles of \nmulticulturalism through their strategic plans and deliver \ninclusive and equitable services to the public. \nIn 2022-23 NSW Health has continued to ensure the \nhealth system is accessible and responsive to the needs \nof culturally and linguistically diverse (CALD) people. \nThe NSW Health Plan for Healthy Culturally and \nLinguistically Diverse Communities 2019-2023 aligns with \nthe Multicultural Policies and Services Program \nFramework and is a statewide policy for meeting the \nhealth needs \nof CALD consumers in NSW. The plan focuses on access \nand quality of healthcare; health literacy; cultural \nresponsiveness; and understanding community \nhealth needs. \nIn 2022-23 NSW Health published the NSW Refugee \nHealth Plan 2022-27. The plan outlines NSW Health's \ncommitment to meeting the health needs of people from \nrefugee backgrounds. The plan takes a culturally \nresponsive, trauma-informed, and strengths-based \napproach to support people from refugee backgrounds to \nbe healthy, thriving members of NSW.\nIn 2021-22 the Health and Social Policy Branch launched \na new NSW Refugee Health Flexible Fund which provided \nover $2 million across a two-year period to 15 initiatives \nwhich aim to improve health access, equity and outcomes \nfor patients from refugee backgrounds. \nInitiatives have focused on creating and improving \nculturally appropriate models of care, improving access to \nin-language health resources and information, cultural \nsensitivity education and awareness for NSW Health staff, \nand empowering refugee patients, their families and \ncarers to be more involved in their care.\n\n\nNSW Health\t\nAnnual Report 2022–23   :  Management and accountability   :  page 94\nNSW Health improves access and quality \nof care for people from culturally and \nlinguistically diverse backgrounds\nExamples of significant work across each of the \noutcomes outlined in the NSW Health Plan for Healthy \nCulturally and Linguistically Diverse Communities \n2019-2023 and Multicultural Policies and Services \nProgram Framework include: \nCancer Institute NSW \nCancer Institute NSW supported improvements in patient-\ncentred care through enhancing its patient-reported \nmeasures program. The program collects feedback about \ncancer patients’ experiences and outcomes, supporting \ndiscussions with patients and provision of tailored \ninformation and support. Surveys from the program \nwere expanded to include an additional eight languages \n(Arabic, Vietnamese, Chinese simplified, Chinese \ntraditional, Korean, Greek, Spanish and Italian) to increase \naccessibility for culturally and linguistically diverse (CALD) \npeople. Multicultural consumers were actively engaged \nthroughout the design and roll-out of the surveys. \nThe surveys will allow CALD patients to provide feedback \nin their language on how care is affecting their wellbeing, \nwhich will enable clinicians to respond appropriately.\nCentre for Oral Health Strategy\nThe Refugee and Asylum Seeker Oral Health Project has \nbeen running since 2021 and aims to promote culturally \nsensitive oral health care and improve access to preventive \noral health advice and care. The project partners with local \nhealth district’s oral health services, refugee health \nservices and multicultural health services, as well as local \norganisations. The program has now expanded across two \nmetropolitan local health districts and has streamlined \nprocesses for refugee and asylum seeker patients, \nincluding improving access to interpreter services. \nThis has enabled people from multicultural communities \nto prioritise dental care.\nSouth Western Sydney Local Health District\nThe Natural Helper program is a consumer-partnership \ninitiative which aims to better support patients from CALD \nbackgrounds. The program enables healthcare providers \nworking in chronic and complex care clinics to work with a \nvolunteer consumer mentor from a CALD community. \nThe consumer mentor has lived experience of a chronic \ncondition, has successfully navigated healthcare for their \ncondition and identifies with one of the target CALD \ncommunities. They volunteer in participating clinics, \nengage with healthcare providers on a regular basis and \nare matched with consenting patients for up to six months. \nThey provide social and emotional support to patients, \nwhile also reinforcing messages from the healthcare team \nand encouraging patients to adopt an active role in their \nchronic disease management. Thirteen consumer mentors \nfrom Arabic, Assyrian and Vietnamese backgrounds are \nparticipating in the program.\nSydney Children’s Hospitals Network \nThe Sydney Children’s Hospitals Network is delivering the \nProviding Enhanced Access to Healthcare project. The \nproject aims to respond to the needs of CALD, refugee and \nasylum seeker communities by identifying issues and \nsolutions through co-design. Key priorities identified \nthrough the project so far include: \n•\tEnhancing access to medications: a patient resource is \nbeing developed to simplify the process of accessing and \nrenewing medications to reduce patients and families \nneeding to return to the hospital. This resource will be \ntranslated into a range of languages.\n•\tDeveloping solutions to improve access to care, including \nprioritising waitlists for CALD and refugee patients with \nchronic and complex conditions and/or disability: A \nstatement of intent is being developed which outlines the \nnetwork’s intention to support and prioritise care for \npriority populations, including refugees. Guidelines for \nimplementation will be developed in conjunction with this \nstatement. \n•\tEnhancing care coordination, including a single point of \ncontact and flexibility of appointment times. \nWestern Sydney Local Health District\nThe Western Sydney Local Health District successfully \nsecured funding to continue 20 years of ground-breaking \nwork by its GambleAware Multicultural Service, which \nprovides gambling counselling to CALD communities \nacross NSW. Counselling is tailored to different cultural \nand linguistic needs and includes established referral \npathways to care. The purpose of the model is to upskill 10 \nmainstream GambleAware providers across metropolitan \nSydney, regional and rural NSW to work with CALD \ncommunities. \nThe district’s Health Care Interpreter Service and Clinical \nResearch Support Unit collaborated on a project which \nsought to prioritise CALD and deaf patients' access to \ninterpreter services for consultations related to clinical \ntrials. This initiative is the first in NSW Health and has \nresulted in a dramatic increase in the number of CALD \npatients accessing lifesaving or life prolonging clinical trials. \n\n\nNSW Health\t\nAnnual Report 2022–23   :  Management and accountability  :  page 95\nHealth Education and Training Institute (HETI)\nHealth Education and Training Institute Higher Education \ndelivers a unit called Diversity and mental health. The unit \nhelps builds capability and understanding of culturally \ninclusive practice in mental health, with emphasis on \nmeeting diverse needs. The unit can contribute towards \nprofessional development or award study.\nHunter New England Local Health District\nThe Hunter New England Local Health District received \nfunding to deliver two programs:\n•\tLost in Translation is aimed at improving outcomes for \nmulticultural cancer patients by focusing on improving \nmodels of cancer care. Enhanced models of care will be \ndelivered at the Calvary Mater Hospital in Newcastle.\n•\tSpeaking your Language is aimed at destigmatising and \nsimplifying bowel cancer screening for CALD \ncommunities. The program will provide community \neducation in Arabic, Chinese, Kurmanji, Vietnamese and \nEnglish.\nSouthern NSW Local Health District\nThe Population Health team at Southern NSW Local Health \nDistrict has initiated a Multicultural Healthy Eating program \nin collaboration with local multicultural centres. The \nseven-week program provides healthy eating and active \nliving messages. Evaluation has shown improved intake of \nfruit and vegetables, water and increased exercise.\nMental Health Branch, NSW Ministry of Health\nThe Ministry has funded the delivery of the Mental Health \nCommunity Living Supports for Refugees program. The \nprogram provides trauma-informed, recovery-oriented, \nculturally safe and responsive psychosocial supports to \nrefugees and asylum seekers experiencing psychological \ndistress, mental ill health and impaired functioning. The \npurpose of the program is to enable participants to recover \nand live independently in the community. Evaluation of the \nprogram shows that 165 consumers have received support \nfrom the program, which is more than double the minimum \ncontracted benchmark of 79 consumers. The evaluation \nalso showed the program is well received by consumers \nand the sector.\n\nNSW Ambulance\nNSW Ambulance is developing a Consumer and Community \nEngagement Framework and Patient Charter. This work \nincluded consultation with 11 consumers and two consumer \nrepresentatives, including consumers from CALD \nbackgrounds. The draft Patient Charter includes \nstatements that support people from CALD backgrounds to \nbe active partners in their healthcare.\nNSW Service for the Treatment and Rehabilitation \nof Torture and Trauma Survivors \nNSW Service for the Treatment and Rehabilitation of \nTorture and Trauma Survivors has developed multiple \nprojects which focus on supporting the Ukrainian \ncommunity. Projects focus on mental health literacy and \nsuicide prevention, community connections, youth projects \nand activities, supporting families in cultural transition, and \nwider community engagement and capacity building. \nSydney Local Health District\nThe Breast Cancer Concierge Program delivers one-to-one, \nin-language phone support from trained, bilingual \n‘concierges’. The program aims to assist CALD patients, \nfamilies and carers with health system navigation and \nsupport after a diagnosis of breast cancer. The district will \ncontinue to support improvements to the program based on \nevaluation outcomes and quality improvements programs.\nSouth Eastern Sydney Local Health District\nSouth Eastern Sydney Local Health District, in partnership \nwith the NSW Multicultural Health Communication Service, \npublished the Developing health resources for people from \nrefugee backgrounds: Best practice guide for NSW Health \nstaff. The guide highlights the need for greater health \nresources targeted towards CALD communities, including \nthe need for audio-visual resources which are informed by \nthe expertise of key stakeholders in NSW Health and \ncommunity organisations who work with refugee \ncommunities. The guide was developed based on \nconsultation with CALD communities. \nCentre for Population Health, \nNSW Ministry of Health\nThe Centre for Population Health has a range of population \nhealth strategies with a focus on priority populations \nincluding CALD background. These include:\n•\tNSW Hepatitis C Strategy 2022-2025, released in July \n2022\n•\tNSW Healthy Eating and Active Living Strategy 2022-\n2032, released in September 2022\n•\tNSW Sexually Transmissible Infections Strategy 2022-\n2026, released in September 2022\n•\tNSW Hepatitis B Strategy 2023-2026, released in \nFebruary 2023.\nThe strategies commit to partnering with priority \npopulations to effectively implement each strategy and \nreach key populations. Actions across the strategies \ninclude strengthening access to information and support \nprograms to address inequities and meet the needs of \nindividuals and communities, including in key settings \nsuch as early childcare centres, schools, custodial \nand maternity settings. \n\n\nNSW Health\t\nAnnual Report 2022–23   :  Management and accountability   :  page 96\nThese actions consider new models of care and modes of \ndelivery to provide equitable access to support and make \naccess to information more accessible and consistent.\nSt Vincent’s Health Network Sydney\nSt Joseph’s Hospital improved access to interpreting \nservices through developing and implementing a new \nonline system for booking interpreters and introducing \nvideo interpreting. \nNSW Health supports people from culturally \nand linguistically diverse backgrounds to be \nactive partners in their healthcare\nAgency for Clinical Innovation\nThe Agency for Clinical Innovation continued to develop the \nHealth Outcome Patient Experience (HOPE) platform in \npartnership with eHealth NSW and the NSW Ministry of \nHealth. The purpose of the platform is to store and manage \ninformation provided by patients through online surveys, \nenabling patients and multidisciplinary care teams to \ncapture, review and act on data in a timely and holistic way. \nCALD patients and carers from 10 language groups were \nincluded in the development and user acceptance testing \nof the platform. Interpreters, CALD patients and carers \nwere also involved in developing a report on the cultural \nappropriateness of various quality of life and mental health \nassessment tools.\nSouth Western Sydney Local Health District\nChanging Life Keep Your Balance is a seven-session \ncommunity education program which aims to support \nvulnerable CALD communities in South Western Sydney \nwho have been disproportionally impacted by the COVID-19 \npandemic. The program seeks to support healthy lifestyle \nchoices and enhance mental health and wellbeing. A total \nof 18 programs were delivered in 118 sessions, reaching 225 \nmembers from various CALD communities in South Western \nSydney. Program evaluation shows that participants had \nimproved mental health literacy, stress management, \nmental health status and family relationships, and that \nfamily members also benefited \nfrom the program.\nCancer Institute NSW\nCancer Institute NSW engaged CALD consumers to \ndevelop a variety of print, web and audio-visual resources \non cancer prevention, screening, care and clinical trials. The \nresources were developed in 38 languages and support \nincreased cancer literacy and improved patient experience \nfor multicultural communities.\nCentral Coast Local Health District\nAs part of the Central Coast Multicultural Interagency, The \nCentral Coast Local Health District delivered four \ncommunity interpreter workshops to Adult Migrant English \nProgram students at both Gosford and Wyong TAFE. There \nwere 108 participants from 21 countries, with information \nprovided about interpreter access and usage, and how staff \nand consumers could provide feedback to the district. \nIllawarra Shoalhaven Local Health District\nIllawarra Shoalhaven Local Health District, in collaboration \nwith Cancer Institute NSW, developed the Healthy Living \nand Cancer Screening project which aims to improve equity \nof outcomes for people affected by cancer from CALD \nbackgrounds. The project specifically targeted the \nMacedonian community, with the Macedonian Welfare \nAssociation engaged to support the design, implementation \nand evaluation of the 12-month project. A key output of the \nproject was a radio script promoting bowel cancer \nscreening, which was developed in partnership with the \nMulticultural Health Communication Service. Macedonian \nconsumers were directly involved in developing the script, \nwith consumer representatives doing voiceovers. The \nproject was evaluated with high levels of satisfaction, \nsignificant increase in screening knowledge and high levels \nof intention to engage in bowel screening tests. \nMurrumbidgee Local Health District\nThe Enhancing Paediatrics in Primary Care model seeks to \nprovide support to general practitioners to care for children \nwithin the Murrumbidgee region who are experiencing \nbehavioural and/or developmental concerns. Input was \nsought from CALD and refugee consumers during the \nplanning phase, including on the development and \nimplementation of the Child and Family Health nursing \nclinic for refugee families within the Wagga Multicultural \ncentre.\nNepean Blue Mountains Local Health District\nNepean Blue Mountains Local Health District’s multicultural \nhealth service, in partnership with Nepean Redevelopment, \nengaged multicultural communities to seek input into the \ndesign and function of the upcoming Penrith Community \nHealth Centre. Translated community surveys in six \nlanguages were used to conduct broad consultation with 11 \ndifferent communities (online, group and individual \nconsultations).\nNSW Transcultural Mental Health Centre\nWestern Sydney Local Health District LHD received funding \nto establish a Transcultural Mental Health Line. The district \nengaged with National Accreditation Authority for \nTranslators and Interpreters (NAATI) accredited translators \nto develop a range of resources to promote and \noperationalise the health line. \n\n\nNSW Health\t\nAnnual Report 2022–23   :  Management and accountability  :  page 97\nContent was developed and cultural relevance tested \nthrough bilingual clinicians and CALD community \nmembers. This ensured resources were simple in design, \nimages were accurate, information was jargon-free and \nresources were robust to use across a variety of online, \nmedia and print platforms. In total, 226 resources were \ndeveloped in 42 community languages. The centre will use \nthese tools to engage with communities to promote access \nand uptake of the health line.\nWestern Sydney Local Health District\nThe NSW Education Program on Female Genital Mutilation/\nCutting aims to support women and girls affected by, or at \nrisk of, female genital mutilation/cutting practice. The \nprogram has conducted consultations with bilingual \ncommunity educators and leaders, as well as 416 \ncommunity members from seven practicing communities, \nto understand the views, experiences and drivers around \nthe practice. These consultations have assisted in \nidentifying current community needs, and enablers, and \nbarriers to preventing the harmful behaviour. Findings from \nthe research will inform recommendations for tailoring the \nexisting program to appropriately respond to the needs of \ncommunities. \nNSW Health is responsive to people’s \nindividual needs, language and culture\nSouth Eastern Sydney Local Health District\nThe Multicultural Media Online Conference is hosted by the \nNSW Multicultural Health Communication Service, \ndelivered in partnership with the NSW Ministry of Health \nand supported by Multicultural NSW. The forum is \nconducted fortnightly and covers current public health \npriorities, such as COVID-19, influenza and oral health. \nAttendees include multicultural media representatives \nfrom community newspapers, radio and television. A \nmoderated panel of expert speakers cover key topics and \nanswer questions. \nNSW Transcultural Mental Health Centre \nThe NSW Transcultural Mental Health Centre has a \nmultipronged approach to building cultural responsiveness \nof its staff and sessional workers. This includes:\n•\tSessional bulletins which share the latest research, \npolicies and resources in the transcultural mental health \nsector. Six bulletins were distributed in 2022-23 with \nthe aim to improve workforce knowledge of cultural \nresponsiveness. Each issue also highlights training \nopportunities to enhance skills in working with diverse \ncommunities. \n•\tThe clinical supervision program provides monthly group \nsupervision for clinical staff and sessional workforce to \nsupport cultural responsiveness across their work. In \n2022-23, there were 428 hours of supervision completed \nwith an average of 21 attendees each month.\n•\tThe centre workforce has access to an expansive \nprofessional development program to build skills in \nspecific areas of culturally responsive practice. Topics in \n2022-23 included: \n\t -\t \u0007\nCALD communities and war-related post-traumatic \nstress disorder \n\t -\t \u0007\nMental health education and interventions for culturally \ndiverse families\n\t -\t \u0007\nDiverse sexual orientation and gender identities in \nCALD communities.\neHealth NSW\neHealth NSW established a Diversity Council in November \n2022 which aims to generate awareness and celebrate \neHealth NSW’s diverse workforce. The initial focus has \nbeen to update the eHealth NSW culture calendar to \nensure important cultural and religious dates are \nacknowledged and celebrated throughout the year. The \nDiversity Council is also establishing networks across the \norganisation to support people from culturally and \nlinguistically diverse (CALD) and other backgrounds. The \nnetworks will educate and support existing staff through \nstorytelling, mentoring and supporting new staff. \nJustice Health Forensic Mental Health Network\nJustice Health NSW is developing a Trauma Informed Care \nand Cultural Responsiveness Framework specific to the \nJustice Health NSW population and context. The \nframework is being developed using a co-design \nmethodology with patients and staff, including those from \nCALD backgrounds. It will include strategies and core \ncompetencies for staff, as well as implementation \nguidelines for managers, which will help to support a \ntrauma-informed and culturally responsive workforce.\nCentre for Oral Health Strategy\nIn collaboration with the NSW Refugee Health Service, the \nCentre for Oral Health Strategy encourages oral health \nteams across NSW to access the specific Refugee Health \nService’s Trauma-Informed Care training. Since its \ninception in 2021, more than 150 oral health staff have \nparticipated in the training. Reported benefits include \nimproved knowledge and awareness of the various forms \nof trauma experienced by CALD patients. Trauma-Informed \nCare for health professionals is also available through \nHealth Education and Training Institute, and oral health \nstaff are regularly encouraged to complete this module. \n\n\nNSW Health\t\nAnnual Report 2022–23   :  Management and accountability   :  page 98\nWestern NSW Local Health District\nThe Organisational Development Unit and Employee \nAssistance Program team at Western NSW Local Health \nDistrict collaborated to provide advice and support to new \nCALD staff working in rural and remote areas. The unit is \nalso planning a program to support and facilitate a \nleadership development network to promote diversity and \ninclusion, including to support CALD staff.\nSydney Local Health District\nSydney Local Health District hosted the Canterbury \nLeaders Forum which seeks to engage with CALD \ncommunity leaders in the Canterbury area around health \nissues raised by the local community. Various projects have \nbeen initiated and enhanced as part of this initiative, \nincluding the localised Canterbury Pitch, offering funding \nof up to $50,000 for community-based organisations to \ndeliver new and innovative ways to work with CALD \ncommunities in the Canterbury area.\nNSW Health understands the needs, \nexperiences and identities of culturally and \nlinguistically diverse (CALD) communities\nBureau of Health Information\nThe Bureau of Health Information, in partnership with \nHealth and Social Policy Branch, is currently examining the \nexperiences of linguistically diverse people who attended \nNSW public hospitals and healthcare facilities. The analysis \nwill enable a better understanding of the experiences of \npeople who mainly speak a language other than English at \nhome and how this differs from people who mainly speak \nEnglish. Analyses will explore trends over time and key \ndrivers of overall ratings of care. Patient comments will be \nused to provide further contextual insights. The information \nwill inform a first ever Insights Report which is due for \npublication in late 2023.\nClinical Excellence Commission\nThe Clinical Excellence Commission supported the \nestablishment of the Mental Health Patient Safety \nProgram which oversees a range of initiatives that aim \nto create psychologically safe environments and embed \ncultural safety principles. Initiatives include:\n•\tMental Health Transforming Safety Culture Partnership \nProgram\n•\tRestorative Just and Learning Culture Program\n•\t Seclusion Reduction Action Learning Network. \nThe Mental Health Patient Safety Program also supports \nlocal health districts and speciality health networks’ mental \nhealth services in accessing and understanding data for \nsystem improvement. \nThis includes partnering with local health districts and \nspeciality health networks to develop data dashboards \nwhich include mental health service measures. The data \naims to guide consumer safety outcomes, including for \nat-risk groups relevant to the districts and networks’ \npopulation.\nSt Vincent’s Health Network Sydney\nSt Vincent’s Health Network Sydney conducted a research \nproject to better understand the use and need for \ninterpreter services by CALD patients in a hospital \nrehabilitation setting and how this relates to clinical \noutcomes. This includes:\n•\tPublication of a research paper on interpreters and \nrehabilitation outcomes\n•\tA stakeholder survey to understand barriers, enablers \nand learning needs of rehabilitation professionals\n•\tCreation of a national dataset to understand rehabilitation \noutcomes for CALD patients nationally.\nWestern Sydney Local Health District\nIn 2023, Western Sydney Local Health District’s \nEpidemiology and Health Analytics team developed the \nEpidemiological Profile of Pacific People to examine the \nhealth of the Pacific Islander population in Australia. The \nprofile highlighted that Pacific people experience poorer \nhealth, present to hospital late and have reduced \nengagement with health services.\nIn June 2023, the first Pacific Communities Health Forum, \nTowards Holistic Health for Pacific Communities, was \norganised to share the perspectives, needs and \nexperiences of Pacific people and discuss pathways to \nimprove engagement and health outcomes. The forum was \nattended by over 100 Pacific community/religious leaders \nand members, as well as health leaders from community \nhealth and acute services. It was an important step to \nestablish trust and respectful relationships with the Pacific \ncommunity and to work collaboratively to develop more \nholistic, culturally safe and responsive approaches to \nimprove health.\nNorthern Sydney Local Health District\nThe Northern Sydney Local Health District Health \nPromotion Service surveyed 212 primary schools to better \nunderstand the health needs of CALD students and better \ndirect attention and resources. Fifteen schools were \nidentified where more than 80% of the student population \nspeak a language other than English at home. Based on the \nsurvey findings, the service will ensure that these schools \nreceive intensive support and additional resources from the \nSchool Years team in 2023-24.\n\n\n5\nSustainability\n\n\nNSW Health\t\nAnnual Report 2022–23   :  Sustainability   :  page 100\nHuman health and wellbeing \nare intrinsically linked to the \nenvironment in which we live.\nMore than ever, NSW Health is facing challenges related \nto our changing climate and the environmental impact \nof healthcare. There is considerable scientific evidence \nthat climate change resulting primarily from greenhouse \ngas emissions is increasing the frequency and severity \nof extreme climate events. \nResearchers estimate that Australia’s health system \ncontributes 7% of Australia’s total carbon footprint, and \nhospitals represent 34% of the total healthcare carbon \nfootprint.1 As such, NSW Health has a responsibility, \nand the potential to find ways to reduce its emissions. \nNSW Health recognises that it must continue to deliver \nhigh quality healthcare alongside responding to climate \nrisk. The effects of climate change will impact the ability \nof NSW Health to deliver services and manage population \nhealth, while driving increasing demands on the system. \nThe delivery of an environmentally sustainable, climate \nresilient healthcare system is a key priority for NSW Health, \nand a system-wide program of work is already underway.\nNSW Health’s Strategic Framework, Future Health: \nGuiding the next decade of care in NSW 2022-2032, clearly \nstates this commitment. NSW Health is partnering with \nkey stakeholders to progress this work, supporting the \nNSW Government’s commitment to deliver a 70% cut \nin emissions by 2035 (compared to 2005 levels) and to \nreach net zero emissions by 2050. \nTo meet these challenges, NSW Health is taking action \nin the areas of governance, strategy, risk management, \nmetrics and targets. \n1.\t \u0007\nMalik A, Lenzen M, McAlister S, McGain F, 2018 'The carbon \nfootprint of Australian health care' The Lancet Planetary Health, \nvol. 2, issue 1, E27-E35, <https://www.thelancet.com/journals/\nlanplh/article/PIIS2542-51961730180-8/fulltext> \nEnvironmental Sustainability\nImproving resource efficiency and energy management \nare two key ways we can reduce CO2 emissions while \nalso reducing electricity costs for NSW Health. \nA new energy management strategy for the coming \ndecade will align with the Government Resource Efficiency \nPolicy and the Net Zero Plan Implementation Update \nto ensure NSW Health will deliver its contribution to the \nState’s targets of a 50% reduction by 2030, and net zero \nemissions by 2050.\nEnergy management \nElectricity consumption decreased by 1.7% from last year, \ndespite asset floor-space growth. \nA combination of energy efficiency measures, including \nnumerous solar installations across the local health \ndistricts, have contributed to a decrease in NSW Health’s \nbuilding energy consumption. On this basis, and along with \na greening electricity-grid, net carbon emissions for NSW \nHealth are falling (see table below).\nEnergy contract use \nYear \nLPG\n(non-automotive) use \nKL\nNatural gas use \nTJ\nElectricity use \nGWh \nTotal electricity \nbill $ million* \n2021–22\n6,495\n1,278\n786\n$120.5\n2022–23\n8,881\n1,266\n773\n$129.9\n*Ex GST\n\n\nNSW Health\t\nAnnual Report 2022–23   :  Sustainability   :  page 101\nEnergy leadership across the system\nNSW Health continues to show strong leadership within \nthe public sector for renewable energy and energy \nefficiency projects. Nationally, NSW Health has the largest \nnumber of solar-power systems installed on public hospital \nrooftops in Australia.\nIn 2022-23, NSW Health rolled out an additional 10MWp \nof solar generated energy across the network, increasing \nthe total generation capacity by about 30%. In addition to \nhospital rooftops, NSW Health now has solar installations \nat carparks across the state. The recently completed \ncarpark solar systems at Liverpool and Maitland Hospitals \nhave reduced electricity bills at each site. Together, these \nimprovements are generating electricity each year which \nis equivalent to powering around 220 homes. The solar \ncar parks also provide an opportunity to install electric \nvehicle charging stations. As electric vehicles become \nmore common in NSW Health’s fleet, these car park solar \nsystems will form part of the strategies employed by \nNSW Health to power the new vehicles in a more \nenvironmentally sustainable way.\nAll 15 NSW Health local health districts have solar \ninstallations installed or in planning at their major hospitals, \nwith a generation capacity of more than 30MWp. This is \nenough to power about 8,600 average Australian homes \nand reduces the carbon footprint by approximately 36,800 \ntonnes. This is equivalent to removing nearly 20,000 cars \nfrom the road every year. The combined financial savings \nfrom these solar installations will help reduce electricity \ncosts by nearly $9 million per year, and these savings will \nonly increase as electricity costs rise.\nDuring 2022-23, NSW Health continued to roll out light \nemitting diodes (LED lights) across the network. LEDs are a \nvery cost effective and highly energy efficient form of \nlighting and can replace older inefficient lighting in most \napplications. An additional $5.5 million in energy bill \nsavings were realised in 2022-23 from using LEDs across \nmany sites. \nIn 2022-23, the NSW Health passenger fleet contained \napproximately 6,800 vehicles with over a third of the fleet \ncomprised of low emission vehicles (hybrids and electric). \nNSW Health is transitioning the passenger fleet to fully \nelectric vehicles in line with the NSW Government fleet \nelectrification campaign. The program will see the \nprogressive electrification of vehicles with 50% of new \nleases and purchases being fully electric vehicles by 2026 \nand 100% by 2030. \nThe NSW Ministry of Health is working with the system and \nin partnership with the Office of Energy and \nClimate Change to upgrade infrastructure and install \ncharging points across the NSW Health network. \nThe speed of fleet electrification will intensify over the \ncoming years as electric cars become more mainstream \nand charging infrastructure at garaging locations becomes \nmore readily available.\n\n\nNSW Health\t\nAnnual Report 2022–23   :  Sustainability   :  page 102\n\n\n6\nFinancial \nPerformance\n\n\nExpenses\nNSW Health is a provider of patient-centred health \nservices. Approximately $18.23 billion (61.72%) of costs \nincurred during 2022-23 were labour related, including the \ncosts of employee salaries and contracted Visiting \nMedical Officers. Other operating costs include \napproximately $2.3 billion in pharmaceutical, medical and \nsurgical supplies and $695.8 million in maintenance \nrelated expenses.\nGrants and subsidies to third parties for the provision \nof public health-related services totalled approximately \n$1.9 billion in 2022-23, including payments of \n$817.1 million in operating grants being paid to \naffiliated health organisations.\nRevenue\nKey items include a range of fees for patient-related \nservices such as payments from the Department of \nVeterans’ Affairs, accommodation fees from health funds \nfor privately insured patients, workers compensation and \nnon-patient fees ($1.1 billion), the sales and recoveries of \npharmaceutical supplies, mainly the recoup of costs \nfrom the Commonwealth through Medicare for highly \nspecialist drugs ($512.1 million), and compensable \npayments received from statutory insurers for the costs \nof people hospitalised or receiving treatment as a result \nof motor vehicle accident ($165.4 million).\nCommonwealth Payments as part of the National Health \nReform Agreement and National Partnership Agreement \non COVID-19 are receipted under grants and contributions \n($8.2 billion).\nNSW Health’s full-year capital expenditure allocation \nfor 2022-23 (excluding capital expensing) was $2.2 billion \nfor works in progress and completed works. The total \ncapital allocation in 2022-23 represents 7.6% of the total \nProperty, Plant, Equipment and Intangibles asset base.\n \n \n \nNet assets\nNSW Health’s net assets at 30 June 2023 were \n$26.8 billion. This is made up of total assets of \n$34.2 billion, netted off by total liabilities of $7.4 billion. \nThe net assets are represented by accumulated \nfunds of $15.7 billion and an asset revaluation reserve \nof $11.1 billion.\nThe audited financial statements for the NSW Ministry \nof Health are provided in the report. Audited financial \nstatements have also been prepared in respect of \neach of the reporting entities controlled by the NSW \nMinistry of Health. These statements have been included \nin a separate volume of the 2022-23 Annual Report. \nThe NSW Ministry of Health and all its controlled entities \nreceived an unqualified audit opinion. \nFurther information\nVariation to the initial budget result is included \nin the 2022-23 audited financial statements (Note 43) \nincluded in this Annual Report.\nAdjunct Professor Alfa D’Amato \nDeputy Secretary, Financial Services and \nAsset Management and Chief Financial Officer\nNSW Health\nDeputy Secretary, Financial Services \nand Asset Management and \nChief Financial Officer’s report\nNSW Health\t\nAnnual Report 2022–23   :  Financial Performance   :  page 104\n\n\nImplementation of price determination\nThe NSW State Efficient Price per national weighted \nactivity unit (NWAU22) for 2022-23 was $5,095. NSW \nlocal health districts and specialty health networks were \nfunded for their activity at this single price, with exception \nfor some specific contractual funding arrangements. \nThe NSW State Efficient Price is not directly comparable \nyear on year due to changes in NWAU versions and \nlocal health district and specialty health network \ncosting results.\nNon-government funding\nEach year, NSW Health allocates funding to non-\ngovernment organisations (NGOs) to deliver community \nbased services supporting health and wellbeing, \nparticularly for vulnerable or hard-to-reach populations. \nAboriginal health, aged care, children, youth and families, \nchronic care and disability, community transport, drug \nand alcohol, mental health, palliative care, population \nhealth and women’s health are among the services \nfor which NSW Health provides funding.\nFinancial management\nPartnerships for health funding allocated to non-government \norganisations by the NSW Ministry of Health in 2022–23\nCentre for Aboriginal Health\nGrant recipient\n Amount $ \nDescription \nAboriginal Health & Medical \nResearch Council NSW\n2,695,600\nPeak body to build capacity and capability of Aboriginal Community Controlled Health \nServices in priority areas such as governance, financial management and business, contribute \nto policy development processes aimed at improving the health outcomes of Aboriginal people \nacross NSW and be a formal partner with NSW Health on Aboriginal health issues. Funding is \nprovided for capacity and capability building, policy leadership and influence, chronic disease \nand health ethics.\nAboriginal Medical Service \nCo-Operative Ltd\n728,200\nProvision of Aboriginal community controlled, culturally safe health services to meet the \nholistic healthcare needs of Aboriginal people in Sydney. \nAlbury Wodonga Aboriginal \nHealth Service\n239,100\nProvision of Aboriginal community controlled, culturally safe health services to meet the \nholistic healthcare needs of the Albury Wodonga Aboriginal community.\nArmajun Health Service \nAboriginal Corporation\n317,600\nProvision of Aboriginal community controlled, culturally safe health services to meet the \nholistic healthcare needs of Aboriginal communities in Armidale, Glen Innes, Inverell, Tenterfield \nand Tingha regions.\nAwabakal Ltd\n820,400\nProvision of Aboriginal community controlled, culturally safe health services to meet the \nholistic healthcare needs of Aboriginal communities in Newcastle, Lake Macquarie, Port \nStephens and Maitland.\nBiripi Aboriginal Corp \nMedical Centre\n464,800\nProvision of Aboriginal community controlled, culturally safe health services to meet the holistic \nhealthcare needs of the Aboriginal community in the Taree area.\nBourke Aboriginal \nCorporation Health Service\n403,500\nProvision of Aboriginal community controlled, culturally safe health services to meet the holistic \nhealthcare needs of Aboriginal communities in Bourke and surrounding areas.\nBulgarr Ngaru Medical \nAboriginal Corporation\n676,300\nProvision of Aboriginal community controlled, culturally safe health services to meet the holistic \nhealthcare needs of Aboriginal communities in Grafton and Casino areas. \nBullinah Aboriginal Health \nService Ltd\n255,600\nProvision of Aboriginal community controlled, culturally safe health services to meet the holistic \nhealthcare needs of Aboriginal communities in Ballina and surrounding areas. \nCatholicCare Wilcannia-\nForbes Ltd\n211,800\nProvision of family health services in Narromine and Bourke.\nCondobolin Aboriginal \nHealth Service Inc \n412,400\nProvision of Aboriginal community controlled, culturally safe health services to meet the holistic \nhealthcare needs of Aboriginal communities in the Condobolin area.\nCoomealla Health \nAboriginal Corporation\n201,300\nProvision of Aboriginal community controlled, culturally safe health services to meet the holistic \nhealthcare needs of Aboriginal communities in the Dareton area.\nCoonamble Aboriginal \nHealth Service\n687,900\nProvision of Aboriginal community controlled, culturally safe health services to meet the holistic \nhealthcare needs of Aboriginal communities in Coonamble Dubbo and Gilgandra. \nCummeragunja \nAboriginal Corporation\n203,800\nProvision of Aboriginal community controlled, culturally safe health services to meet the holistic \nhealthcare needs of Aboriginal communities in Cummeragunja, Moama and surrounding areas.\nNSW Health\t\nAnnual Report 2022–23   :  Financial Performance   :  page 105\n\n\nGrant recipient\n Amount $ \nDescription \nDubbo Neighbourhood \nCentre Inc\n109,800\nProvision of family health services for communities in the Dubbo area.\nDurri Aboriginal Corp \nMedical Service\n610,800\nProvision of Aboriginal community controlled, culturally safe health services to meet the holistic \nhealthcare needs of Aboriginal communities in Kempsey and Nambucca Valley.\nGalambila Aboriginal \nHealth Service Inc\n352,500\nProvision of Aboriginal community controlled, culturally safe health services to meet the holistic \nhealthcare needs of Aboriginal communities in the Coffs Harbour area.\nGriffith Aboriginal Medical \nService Inc\n255,600\nProvision of Aboriginal community controlled, culturally safe health services to meet the holistic \nhealthcare needs of Aboriginal communities in Griffith, Hay and Murrin Bridge.\nIllaroo Cooperative \nAboriginal Corp\n71,000\nPersonal care worker for the Rose Mumbler Retirement Village. \nIllawarra Aboriginal \nMedical Service\n387,200\nProvision of Aboriginal community controlled, culturally safe health services to meet the holistic \nhealthcare needs of Aboriginal communities in the Illawarra area.\nIntereach Ltd\n128,800\nProvision of family health services in the Deniliquin area.\nKatungul Aboriginal \nCorporation Community \n& Medical Services\n375,900\nProvision of Aboriginal community controlled, culturally safe health services to meet the holistic \nhealthcare needs of Aboriginal communities of the Far South Coast region and Bega.\nMaari Ma Health Aboriginal \nCorporation\n444,100\nProvision of Aboriginal community controlled, culturally safe health services to meet the holistic \nhealthcare needs of Aboriginal communities in Broken Hill, Wilcannia, Menindee and other \ncommunities across Far West NSW.\nNgaimpe Aboriginal Corp\n235,000\nAboriginal community controlled residential drug and alcohol treatment and referral program \nproviding culturally safe statewide services, located on the Central Coast.\nOrana Haven\n195,100\nAboriginal community controlled residential drug and alcohol treatment and referral program \nproviding culturally safe statewide services located near Brewarrina.\nOrange Aboriginal \nMedical Service\n317,600\nProvision of Aboriginal community controlled, culturally safe health services to meet the holistic \nhealthcare needs of the Aboriginal community in Orange.\nPius X Aboriginal Corp\n203,300\nProvision of Aboriginal community controlled, culturally safe health services to meet the holistic \nhealthcare needs of the Moree Aboriginal community. \nRiverina Medical & Dental \nAboriginal Corporation\n592,200\nProvision of Aboriginal community controlled, culturally safe health services to meet the holistic \nhealthcare needs of the Aboriginal community in the Riverina region.\nSouth Coast Medical Service \nAboriginal Corp\n296,600\nProvision of Aboriginal community controlled, culturally safe health services to meet the holistic \nhealthcare needs of the Aboriginal community in the Nowra area.\nSouth Coast Womens Health \n& Welfare Aboriginal \nCorporation (WAMINDA)\n561,400\nProvision of Aboriginal community controlled, culturally safe health services to meet the holistic \nhealthcare needs of Aboriginal women and their families in the South Coast region.\nTamworth Aboriginal \nMedical Service Inc \n289,700\nProvision of Aboriginal community controlled, culturally safe health services to meet the holistic \nhealthcare needs of Aboriginal communities in the Tamworth area.\nTharawal Aboriginal \nCorporation\n406,200\nProvision of Aboriginal community controlled, culturally safe health services to meet the holistic \nhealthcare needs of the Aboriginal community in the Campbelltown area.\nThe Oolong Aboriginal \nCorporation\n262,700\nAboriginal community controlled residential drug and alcohol treatment and referral program \nproviding culturally safe statewide services located in Nowra.\nTobwabba Aboriginal \nMedical Service\n296,700\nProvision of Aboriginal community controlled, culturally safe health services to meet the holistic \nhealthcare needs of the Aboriginal community in Forster and surrounding areas.\nUngooroo Aboriginal \nCorporation\n255,600\nProvision of Aboriginal community controlled, culturally safe health services to meet the holistic \nhealthcare needs of Aboriginal communities in Singleton and Muswellbrook areas.\nWalgett Aboriginal \nMedical Service\n495,400\nProvision of Aboriginal community controlled, culturally safe health services to meet the holistic \nhealthcare needs of Aboriginal communities in Walgett, Brewarrina and surrounding areas.\nWeigelli Centre \nAboriginal Corp\n98,100\nAboriginal community controlled residential drug and alcohol treatment and referral program, \nproviding culturally safe statewide services located in the Cowra area.\nWellington Aboriginal \nCorporation Health Service\n1,366,200\nProvision of Aboriginal community controlled, culturally safe health services to meet the holistic \nhealthcare needs of Aboriginal communities in Wellington and Western Sydney.\nWerin Aboriginal Corporation \n255,600\nProvision of Aboriginal community controlled, culturally safe health services to meet the holistic \nhealthcare needs of the Aboriginal community in Port Macquarie. \nYerin Aboriginal Health \nServices Inc\n462,000\nProvision of Aboriginal community controlled, culturally safe health services to meet the holistic \nhealthcare needs of Aboriginal communities in the Central Coast area.\nYoorana Gunya Family \nHealing Centre \nAboriginal Corp\n474,700\nProvision of Aboriginal community controlled, culturally safe health services to meet the holistic \nhealthcare needs of the Aboriginal community in Forbes and surrounding areas.\nTotal \n 18,118,100 \n \nNSW Health\t\nAnnual Report 2022–23   :  Financial Performance   :  page 106\n\n\nAboriginal maternal and infant health\nGrant recipient\nAmount $ \nDescription \nDurri Aboriginal Corp \nMedical Service\n 244,600 \nEmployment of a community midwife to provide antenatal care to improve the health outcomes \nof Aboriginal mothers and their babies.\nMaari Ma Health \nAboriginal Corporation\n 366,500 \nEmployment of a community midwife to provide antenatal care to improve the health outcomes \nof Aboriginal mothers and their babies.\nWalgett Aboriginal \nMedical Service\n 244,600 \nEmployment of a community midwife to provide antenatal care to improve the health outcomes \nof Aboriginal mothers and their babies.\nTotal \n 855,700\n \nHIV, blood-borne viruses and STI\nGrant recipient\n Amount $ \nDescription \nAboriginal Health \n& Medical Research \nCouncil NSW\n 137,900 \nDelivery of education and training in Primary Health Care (Sexual Health) and specialised short \ncourses and skill set training covering HIV, hepatitis C and B, and sexually transmissible infections \n(STI) to support Aboriginal health workers in Aboriginal Community Controlled Health Services and \nlocal health districts to implement the NSW HIV, STI, hepatitis C and hepatitis B strategies.\nACON Health Ltd\n 12,673,700 \nACON is a statewide community-based organisation providing HIV prevention, education, and \nsupport services to gay and other homosexually active men at risk of and living with HIV. Services \nand programs include: HIV pre-vention, health promotion, education and community engagement \nprograms for gay and homosexually active men to increase access to HIV testing, treatment \nand prevention.\nAustralasian Society \nFor HIV, Viral Hepatitis \n& Sexual Health \nMedicine\n 714,600\nASHM provides: \n• \u0007\ngeneral practitioner (GP) engagement and delivery of training for authorisation as required \nfor prescribing of drugs used in the treatment of HIV and hepatitis B\n• training that supports GPs involved with patients who have HIV and STIs\n• sexual health and viral hepatitis training for nurses\n• HIV, STI and viral hepatitis training content and materials for GPs and other health care providers.\nBobby Goldsmith \nFoundation\n 2,013,900 \nProvision of client-centred services across NSW for HIV positive people with complex care needs \nto support client stability, and address barriers to retention in care and target service gaps in \npartnership with specialist HIV community services.\nDiabetes NSW\n 2,679,675 \nProvision of syringes and pen needles at no cost to NSW registrants of the National Diabetic \nServices Scheme and the promotion and education for safe sharps disposal.\nHepatitis NSW Inc\n 2,183,400 \nA statewide community-based organisation that provides information, support, referral, education \nand advocacy services for people in NSW affected by hepatitis C and hepatitis B.\nNSW Users & Aids \nAssociation Inc\n 1,693,600 \nStatewide community-based organisation that provides HIV and hepatitis C prevention education, \nharm reduction, access to testing and treatment, advocacy and resources, referral and support \nservices for people who inject drugs.\nPositive Life NSW Inc\n 1,089,000 \nStatewide community-based health promotion and education, advocacy, and implementation of \npolicy and programs which affect people living with HIV.\nSex Workers Outreach \nProject Inc\n 1,501,600 \nStatewide peer-based health education and outreach services to sex industry workers to prevent \nthe transmission of HIV, viral hepatitis and sexually transmissible infections.\nTotal \n 24,687,375 \n \nAged care, disability and community care\nGrant recipient\n Amount $ \nDescription \nCystic Fibrosis New \nSouth Wales\n 321,500 \nCystic Fibrosis NSW provides counselling, support and assistance to people with Cystic Fibrosis \nand their families. It also delivers community outreach and works to improve equitable delivery \nof services and multidisciplinary engagement.\nPalliative Care NSW Inc\n 106,600 \nPalliative Care NSW provides information and education to healthcare professionals and the \ngeneral public to raise awareness and enable informed choices about quality palliative and end of \nlife care. The organisation designs and delivers strategies and policies to support the growth and \nuptake of palliative care in NSW, and assists primary and specialist health professionals who \nprovide palliative care in the community.\nParkinsons NSW Ltd\n 31,200 \nParkinson’s NSW supports people living with Parkinson’s Disease, their families and carers. \nIt provides essential services through the Parkinson’s NSW Infoline, counselling services, \nnetwork of Support groups, Parkinson’s Nurse specialists in regional NSW, and education and \ninformation programs. \nTotal \n 459,300 \n \nNSW Health\t\nAnnual Report 2022–23   :  Financial Performance   :  page 107\n\n\nCommunity services – NSW children, youth and families\nGrant recipient\n Amount $ \nDescription \nAlbury Wodonga \nAboriginal Health Service\n 277,300 \nThis organisation provides child and family health services including the provision of child health \nand development checks.\nAust Assoc For The \nWellbeing Of Children In \nHealth Care\n 227,100 \nAWCH co-ordinates and supports the AWCH Ward Grandparent Program in NSW public hospitals \nand advocates for the needs of children and young people through, education, policy development, \nawareness raising and partnerships.\nCentre For Disability \nStudies Ltd\n 241,300 \nProvide a Complex Care Service for adults with Intellectual Disability and complex health needs, \nworking with the person’s General Practitioner to ensure high quality health care. They provide \nmultidisciplinary health assessments, health care plans advice and referrals.\nCouncil Of Social \nService Of NSW \n(NCOSS)\n 308,600 \nThis organisation provides capacity building activities that increase sustainability in health-related \nactivities that promote the development of health policies, strategies, service design and delivery \nto better address the health needs of disadvantaged people.\nHealth Consumers \nNSW Inc\n 454,700 \nHCNSW provides a voice for patients, their family members and carers, patient leaders and health \nconsumer representatives in NSW, as well as health consumer organisations representing specific \ndisease and population groups. Key activities include support for consumer representative \nnetworks, and training and education for consumers and NSW Health staff.\nUnited Hospital \nAuxiliaries Of NSW Inc\n 233,600 \nFunding supports delivery of administrative and communications support to the affiliated hospital \nauxiliaries and UHA Volunteers located in public hospitals, multi-purpose services, community \nhealth centres, day care services and other public health facilities across NSW.\nWomens Health \nNSW Inc\n 262,700 \nThis organisation is the peak body for non-government, community-based, women's health centres \nin NSW. It is responsible for promoting a coordinated approach to policy and planning, service \ndelivery, staff development, training, education and consultation between members, NSW Health \nand other government and non-government agencies.\nTotal \n 2,005,300 \n \nCommunity services – NSW children, youth and families \nGrant recipient\n Amount $ \nDescription \nAustralian Breastfeeding \nAssociation (NSW Branch)\n 180,300 \nThe Association promotes, protects and supports breastfeeding by advocating for and creating an \nawareness, in the community, of the importance of human milk. It provides peer support to women \nand families and supports health professionals with resources, workshops and seminars.\nAustralian Red Cross \nSociety\n 391,000 \nResidential program that builds the capacity of young pregnant women over 20 weeks gestation \nwith complex needs, and newly parenting young men and women aged 12 to 25 to live and parent \nindependently and respond appropriately to the needs of their children.\nCatholicCare \nSydney Trust\n 100,100 \nThis organisation recruits and trains personnel to deliver Natural Fertility Planning (NFP) and \nFamily Life Education (FLE) services. The organisation also supports ongoing learning and \nprofessional development of NFP and FLE educators.\nRed Nose Saving \nLittle Lives (formerly \nSIDS and Kids NSW) \n 198,000 \nRed Nose provides bereavement support to NSW families who experience the death of their baby \nor child during pregnancy, birth and infancy, including miscarriage, ectopic pregnancy, termination \nof pregnancy, stillbirth, neonatal and infant death and sudden death of a child.\nRoyal Far West \nChildren's Health \nScheme\n 4,364,200 \nThe Paediatric Developmental Program at Royal Far West provides specialist comprehensive \nmultidisciplinary assessment, diagnosis, planning, review and treatment for rural and remote \nchildren up to age 12 with complex developmental and behavioural issues. The Program includes \nsupport for parents and carers. The service targets the needs of families residing north of Taree, \nwest of Lithgow and south of Nowra, who cannot access the services they need locally.\nYouthsafe\n 214,900 \nYouthsafe works with schools, workplaces and community organisations to provide information, \nbuild capacity and deliver programs to prevent unintentional injury of young people aged 12 to 26 \nyears in different settings, including on the road, at work, while playing sport and when out \nsocialising with friends.\nYouth Action \n 144,000 \nYouth Action is the peak body for young people and youth services in NSW. Youth Action has \nreceived funding to develop and implement the NSW Youth Health Literacy Project. This aims to \nimprove the health outcomes of young people aged 12 to 24 years old through promoting their \nhealth literacy and access to healthcare.\nTotal \n 5,592,500 \n \nNSW Health\t\nAnnual Report 2022–23   :  Financial Performance   :  page 108\n\n\nDrug and alcohol \nGrant recipient\n Amount $ \nDescription \nAboriginal Health \n& Medical Research \nCouncil of NSW \n 199,500 \nDevelop capacity of NSW Aboriginal Community Controlled Health Organisations to identify and \nrespond to alcohol and other drug related harm.\nAboriginal \nMedical Service \nCo-Operative Ltd\n 345,500 \nDelivery of alcohol and other drug treatment and support services for Aboriginal people in Redfern. \nOdyssey House NSW\n 851,100 \nWorks with people from a range of culturally and linguistically diverse (CALD) communities, \nprimarily in Western and South Western Sydney. Delivery of alcohol and other drug (AOD) \nprevention, community development, treatment and research services for people and communities \nwith cultural and linguistic diversity, primarily in Western and South Western Sydney. \nNetwork of Alcohol \n& Other Drugs \nAgencies Inc\n 1,737,100 \nRepresent and develop capacity of NSW non-government organisations delivering alcohol and \nother drug prevention, harm minimisation, and treatment services.\nThe Oolong Aboriginal \nCorporation\n 380,700 \nAlcohol and other drug residential rehabilitation in Nowra primarily for Aboriginal men, with priority \naccess for Magistrates Early Referral Into Treatment program participants.\nUniting (NSW ACT)\n 4,423,198 \nMedically supervised injecting- centre.\nTotal \n 7,937,098 \n \nHealth promotion\nGrant recipient\n Amount $ \nDescription \nAsthma Australia Ltd \n575,800\nAsthma Australia aims to build the capacity of the health workforce to provide evidence-based \ncare to people with asthma, develop and implement programs and services that support people \nwith asthma to proactively self-manage their disease and help develop policies and systems to \ncreate safer environments for people with asthma.\nFamily Drug Support\n410,700\nProvides a 24-hour 7 days telephone service, information, support and referral to families affected \nby alcohol and other drug issues.\nHealthy Kids \nAssociation Inc\n375,000\nDelivery of key activities in relation to the NSW Healthy School Canteen Strategy, and activities \nassociated with the Centre for Population Health - HEAL in schools portfolio.  \nKidsafe NSW Inc\n278,700\nKidsafe NSW undertakes public awareness campaigns and provides information, training and \nadvice on child injury prevention to key stakeholders and the community.\nLife Education \nNSW Limited\n2,398,500\nDelivers alcohol and other drugs and healthy lifestyle related education to primary school children \nin NSW.\nTotal \n4,038,700\n \nMental health\nGrant recipient\nAmount $ \nDescription \nAboriginal Health \n& Medical Research \nCouncil NSW\n212,900\nMental Health statewide coordination to support and develop the capacity of Aboriginal health \nservices across NSW to deliver mental health services and provide advice to NSW Health on \nAboriginal mental health issues.\nAboriginal Medical \nService Co-Operative Ltd\n352,300\nMental Health project for the Aboriginal community to develop and deliver local solutions to \naddress mental health and wellbeing needs of their communities. The funding supports Aboriginal \nworkforce development, clinical service delivery and care coordination for community members \nexperiencing psychological distress and improve social and emotional wellbeing.\nAlbury Wodonga \nAboriginal Health \nService\n107,400\nMental Health project for the Aboriginal community to develop and deliver local solutions to \naddress mental health and wellbeing needs of their communities. The funding supports Aboriginal \nworkforce development, clinical service delivery and care coordination for community members \nexperiencing psychological distress and improve social and emotional wellbeing. \nAwabakal Ltd\n120,700\nMental Health project for the Aboriginal community to develop and deliver local solutions to \naddress mental health and wellbeing needs of their communities. The funding supports Aboriginal \nworkforce development, clinical service delivery and care coordination for community members \nexperiencing psychological distress and improve social and emotional wellbeing. \nNSW Health\t\nAnnual Report 2022–23   :  Financial Performance   :  page 109\n\n\nGrant recipient\nAmount $ \nDescription \nBlack Dog Institute\n1,728,300\nBlack Dog Institute uses the funding for:\n• \u0007\nClinical services – Depression Clinic (a psychiatric assessment clinic that provide assessment, \ntreatment plans and where required, ongoing management), Neurostimulation and ketamine \ntreatments for people experiencing severe depression. \n• \u0007\nEducation – develop and deliver mental health education programs to health care professionals \nand schools/school communities.  \nBulgarr Ngaru Medical \nAboriginal Corporation\n123,400\nMental Health project for the Aboriginal community to develop and deliver local solutions to \naddress mental health and wellbeing needs of their communities. The funding supports Aboriginal \nworkforce development, clinical service delivery and care coordination for community members \nexperiencing psychological distress and improve social and emotional wellbeing. \nCatholicCare \nWilcannia-Forbes Ltd\n930,800\nNSW Family and Carer Mental Health Program – supports families and carers of people with a \nmental illness through individual support, support groups, advocacy and training and education. \nAlso includes One Door Mental Health Core Grant to support statewide services.\nCoomealla Health \nAboriginal Corporation\n120,700\nMental Health project for the Aboriginal community to develop and deliver local solutions to \naddress mental health and wellbeing needs of their communities. The funding supports Aboriginal \nworkforce development, clinical service delivery and care coordination for community members \nexperiencing psychological distress and improve social and emotional wellbeing. \nCummeragunja \nAboriginal Corp\n120,700\nMental Health project for the Aboriginal community to develop and deliver local solutions to \naddress mental health and wellbeing needs of their communities. The funding supports Aboriginal \nworkforce development, clinical service delivery and care coordination for community members \nexperiencing psychological distress and improve social and emotional wellbeing. \nGalambila Aboriginal \nHealth Service Inc\n107,400\nMental Health project for the Aboriginal community to develop and deliver local solutions to \naddress mental health and wellbeing needs of their communities. The funding supports Aboriginal \nworkforce development, clinical service delivery and care coordination for community members \nexperiencing psychological distress and improve social and emotional wellbeing. \nKatungul Aboriginal \nCorporation Community \n& Medical Services\n113,700\nMental Health project for the Aboriginal community to develop and deliver local solutions to \naddress mental health and wellbeing needs of their communities. The funding supports Aboriginal \nworkforce development, clinical service delivery and care coordination for community members \nexperiencing psychological distress and improve social and emotional wellbeing. \nLifeline Australia\n3,648,800\nLifeline is Australia’s largest crisis support line. Lifeline provides one-off crisis support to people \nwho could benefit from immediate and short-term assistance to cope with crises or distress. Crisis \nsupport services are provided over the phone or via text or webchat services. \nMental Health Co-\nOrdinating Council Inc\n679,900\nNSW Mental Health peak organisation funded to support the non-government organisation sector \nefforts to provide efficient and effective delivery of mental health services.\nMission Australia\n922,400\nNSW Family and Carer Mental Health Program – supports families and carers of people with a \nmental illness through individual support, support groups, advocacy and training and education.\nPeer Support Australia\n314,500\nPeer-led mentoring program supporting the mental, social and emotional wellbeing of children and \nyoung people in schools.\nRiverina Medical & \nDental Aboriginal \nCorporation\n107,400\nMental Health project for the Aboriginal community to develop and deliver local solutions to \naddress mental health and wellbeing needs of their communities. The funding supports Aboriginal \nworkforce development, clinical service delivery and care coordination for community members \nexperiencing psychological distress and improve social and emotional wellbeing. \nOne Door Mental Health \nNSW Ltd\n3,416,300\nNSW Family and Carer Mental Health Program supports families and carers of people with a \nmental illness through individual support, support groups, advocacy and training and education. \nAlso includes One Door Mental Health Core Grant to support statewide services including: \n• \u0007\nProviding the Telephone Referral Support Service and other information services for people \nwith severe and persistent mental illness\n• Peer support groups\n• Advocating and research services\n• Schizophrenia Awareness Week activities.\nSouth Coast Medical \nService Aboriginal Corp\n231,500\nMental Health project for the Aboriginal community to develop and deliver local solutions to \naddress mental health and wellbeing needs of their communities. The funding supports Aboriginal \nworkforce development, clinical service delivery and care coordination for community members \nexperiencing psychological distress and improve social and emotional wellbeing. \nSouth Coast Womens \nHealth & Welfare \nAboriginal Corporation \n(WAMINDA)\n116,800\nMental Health project for the Aboriginal community to develop and deliver local solutions to \naddress mental health and wellbeing needs of their communities. The funding supports Aboriginal \nworkforce development, clinical service delivery and care coordination for community members \nexperiencing psychological distress and improve social and emotional wellbeing. \nSt Vincent De Paul \nSociety\n241,400\nFrederic House is a residential aged care facility that targets older men with mental health and/or \nsubstance use issues. This top up funding supports the facility and services provided, particularly \nthe provision of specialist staffing.\nStride Mental Health Ltd\n911,000\nNSW Family and Carer Mental Health Program – supports families and carers of people with a \nmental illness through individual support, support groups, advocacy and training and education.\nNSW Health\t\nAnnual Report 2022–23   :  Financial Performance   :  page 110\n\n\nGrant recipient\nAmount $ \nDescription \nTharawal Aboriginal \nCorporation\n107,400\nMental Health project for the Aboriginal community to develop and deliver local solutions to \naddress mental health and wellbeing needs of their communities. The funding supports Aboriginal \nworkforce development, clinical service delivery and care coordination for community members \nexperiencing psychological distress and improve social and emotional wellbeing. \nUniting\n1,848,900\nNSW Family and Carer Mental Health Program – supports families and carers of people with a \nmental illness through individual support, support groups, advocacy and training and education.\nWalgett Aboriginal \nMedical Service\n214,500\nMental Health project for the Aboriginal community to develop and deliver local solutions to \naddress mental health and wellbeing needs of their communities. The funding supports Aboriginal \nworkforce development, clinical service delivery and care coordination for community members \nexperiencing psychological distress and improve social and emotional wellbeing. \nWeigelli Centre \nAboriginal Corp\n107,400\nMental Health project for the Aboriginal community to develop and deliver local solutions to \naddress mental health and wellbeing needs of their communities. The funding supports Aboriginal \nworkforce development, clinical service delivery and care coordination for community members \nexperiencing psychological distress and improve social and emotional wellbeing. \nWellington Aboriginal \nCorporation Health \nService\n225,100\nMental Health project for the Aboriginal community to develop and deliver local solutions to \naddress mental health and wellbeing needs of their communities. The funding supports Aboriginal \nworkforce development, clinical service delivery and care coordination for community members \nexperiencing psychological distress and improve social and emotional wellbeing. \nYerin Aboriginal Health \nServices Inc\n107,400\nMental Health project for the Aboriginal community to develop and deliver local solutions to \naddress mental health and wellbeing needs of their communities. The funding supports Aboriginal \nworkforce development, clinical service delivery and care coordination for community members \nexperiencing psychological distress and improve social and emotional wellbeing. \nWayAhead – Mental \nHealth Association \nNSW Ltd\n112,100\nWayAhead is the peak body for mental health promotion in NSW. WayAhead promotes mental \nhealth and wellbeing, supports the people of NSW to access mental health services and delivers \nmental health projects across NSW.\nBeing – Mental Health \nConsumers Incorporated\n69,700\nBEING – Mental Health Consumers Inc is the peak body for mental health consumers in NSW. \nBEING represent the interest of mental health consumers in NSW and advocate on behalf of \nconsumers for changes in policy, legislation and service provision. BEING also deliver projects that \nsupport the expansion and growth of the lived experience workforce.\nMental Health \nCarers NSW \n40,000\nMental Health Carers NSW (MHCN) is the peak body for mental health carers in NSW. MHCN \nrepresent the interest of mental health carers in NSW and information they gather from carers is \nused to advocate for changes in policy, legislation and service provision to better recognise and \nsupport carers.\nTotal \n17,460,800\n \nOral health\nGrant recipient\n Amount $ \nDescription \nAboriginal Medical Service Co-Operative Ltd\n420,000\nAboriginal Oral Health Services.\nAlbury Wodonga Aboriginal Health Service\n598,300\nAboriginal Oral Health Services.\nArmajun Health Service Aboriginal Corporation\n570,400\nAboriginal Oral Health Services.\nAwabakal Ltd\n377,700\nAboriginal Oral Health Services.\nBiripi Aboriginal Corp Medical Centre\n313,800\nAboriginal Oral Health Services.\nBourke Aboriginal Corporation Health Service\n411,800\nAboriginal Oral Health Services.\nBulgarr Ngaru Medical Aboriginal Corporation\n517,900\nAboriginal Oral Health Services.\nCondobolin Aboriginal Health Service\n156,800\nAboriginal Oral Health Services.\nCoonamble Aboriginal Health Service\n156,800\nAboriginal Oral Health Services.\nDurri Aboriginal Corp Medical Service\n517,900\nAboriginal Oral Health Services.\nGriffith Aboriginal Medical Service Inc\n156,800\nAboriginal Oral Health Services.\nIllawarra Aboriginal Medical Service\n482,800\nAboriginal Oral Health Services.\nKatungul Aboriginal Corporation Community & Medical Services\n389,400\nAboriginal Oral Health Services.\nMaari Ma Health Aboriginal Corporation\n234,700\nAboriginal Oral Health Services.\nOrange Aboriginal Medical Service\n618,600\nAboriginal Oral Health Services.\nPius X Aboriginal Corp\n213,200\nAboriginal Oral Health Services.\nRiverina Medical & Dental Aboriginal Corporation\n563,800\nAboriginal Oral Health Services.\nNSW Health\t\nAnnual Report 2022–23   :  Financial Performance   :  page 111\n\n\nGrant recipient\n Amount $ \nDescription \nSouth Coast Medical Service Aboriginal Corp\n324,100\nAboriginal Oral Health Services.\nTamworth Aboriginal Medical Service Inc\n150,600\nAboriginal Oral Health Services.\nTharawal Aboriginal Corporation\n488,200\nAboriginal Oral Health Services.\nTobwabba Aboriginal Medical Service\n411,800\nAboriginal Oral Health Services.\nUniversity of Sydney\n287,100\nAboriginal Oral Health Scholarships.\nWalgett Aboriginal Medical Service\n211,500\nAboriginal Oral Health Services.\nYerin Aboriginal Health Services Inc\n429,400\nAboriginal Oral Health Services.\nTotal \n9,003,400\n \nRural doctors services\nGrant recipient\n Amount $ \nDescription \nNSW Rural Doctors \nNetwork \n 1,816,600 \nThe Rural Doctors Network core funding supports a range of programs aimed at ensuring \nsufficient numbers of suitably trained and experienced general practitioners are available to meet \nthe healthcare needs of rural NSW communities. Funding is also provided for the NSW Rural \nMedical Undergraduates Initiatives Program, which provides financial assistance to medical \nstudents undertaking rural NSW placements; and the NSW Rural Resident Medical Officer \nCadetship Program, which supports selected medical students in their final two years of study \nwho commit to completing two of their first three postgraduate years in a NSW regional hospital.\nTotal \n 1,816,600 \nExternal health services\nGrant recipient\n Amount $ \nDescription \nRoyal Flying Doctor Service of Australia (South Eastern Section)\n 1,835,900 \nProvision of the Rural Aerial \nHealth Service.\nTotal \n 1,835,900\nCommunity services – transport\nGrant recipient\n Amount $ \nDescription \nAccess Sydney Community Transport Inc\n48,300\nCommunity transport services.\nActive Care Network\n164,500\nCommunity transport services.\nHoldsworth Community Ltd\n31,800\nCommunity transport services.\nHornsby Kuring-Gai Community Aged/Disabled Transport Inc\n22,500\nCommunity transport services.\nlnverell HACC Services Inc\n20,500\nCommunity transport services.\nLake Cargelligo Community Transport\n10,200\nCommunity transport services.\nCare 'N' Go\n31,600\nCommunity transport services.\nMid-Western Regional Council\n30,300\nCommunity transport services.\nHome Assistance & Regional Transport Services Inc\n48,700\nCommunity transport services.\nOurcare Services Ltd\n24,100\nCommunity transport services.\nTranscare Hunter Limited\n10,200\nCommunity transport services.\nThe Community Transport Company Ltd\n10,100\nCommunity transport services.\nWarrumbungle Shire Council\n44,300\nCommunity transport services.\nWee Waa Community Care Services\n35,900\nCommunity transport services.\nActivus Transport Inc\n26,300\nCommunity transport services.\nLive better Community Services\n50,400\nCommunity transport services.\nBankstown Canterbury Community Transport Inc\n24,900\nCommunity transport services.\nCabonne Shire Council\n19,900\nCommunity transport services.\nNSW Health\t\nAnnual Report 2022–23   :  Financial Performance   :  page 112\n\n\nGrant recipient\n Amount $ \nDescription \nConnect You Too Ltd\n80,900\nCommunity transport services.\nCommunity Transport Central Coast Ltd\n52,100\nCommunity transport services.\nLinked Community Services\n31,700\nCommunity transport services.\nNeighbourhood Centre\n34,300\nCommunity transport services.\nPeppercorn Services Inc\n30,700\nCommunity transport services.\nStryder \n44,900\nCommunity transport services.\nTotal \n929,100 \n \nOther funding grants in 2022–23\nTrading partner\nAmount $\nDescription\n2Connect Youth & Community Inc\n135,773\nAlcohol and Other Drugs Youth Treatment Services.\nAboriginal Corporation for Drug \nand Alcohol Network NSW\n70,000\nAboriginal Drug and Alcohol Workforce 2022 Symposium.\nAboriginal Corporation for Drug \nand Alcohol Network NSW\n150,000\nTo support Aboriginal engagement in the ICE response.\nAboriginal Drug and Alcohol \nResidential Rehabilitation Network Ltd\n99,500\nAboriginal Drug and Alcohol Residential Rehabilitation Organisation and Service \nDevelopment.\nAboriginal Health & Medical Research \nCouncil NSW\n331,977\nAboriginal Alcohol and Other Drugs Workforce Training grant.\nAboriginal Health & Medical Research \nCouncil NSW\n160,000\nSuicide Prevention Project Officer.\nAboriginal Medical Service \nCo-Operative Ltd\n100,000\nDental wait list recovery.\nAboriginal Medical Service \nCo-Operative Ltd\n100,000\nAwarding of Aboriginal Model of Care Program Grants.\nAboriginal Medical Service \nCo-Operative Ltd\n249,060\nAboriginal Health Minor Works Program.\nAcon Health Ltd\n4,205,275\nEstablish a LGBTQ health centre.\nAcon Health Ltd\n92,845\nState-wide Community Response Packages for People of diverse sexualities \nand genders.\nAcon Health Ltd\n1,311,000\nTrans and Gender Diverse Youth Mental Health Support.\nAcon Health Ltd\n96,898\nSydney World Pride and Mardi Gras.\nAcon Health Ltd\n541,528\nCommunity-based Suicide Prevention Services: Aftercare – LGBTI community.\nActive Farmers Ltd\n70,000\nContribution to Active Farmers.\nAlbury Wodonga Aboriginal \nHealth Service\n194,000\nAboriginal MHWB Flood Recovery Program.\nAlbury Wodonga Health\n260,000\nWellbeing Nurse Partnership.\nAlbury Wodonga Health\n250,000\nAlbury Wodonga Hospital Freezer Upgrades.\nAnglican Community Services\n1,103,604\nMental Health Community Living Supports for refugees.\nAnglican Community Services\n92,845\nCommunity Response Package for older people.\nArmajun Health Service \nAboriginal Corporation\n257,697\nBuilding on Aboriginal Communities' Resilience initiative.\nArmajun Health Service \nAboriginal Corporation\n100,000\nDental wait list recovery.\nArmidale Centacare \nNew England North West Ltd\n302,342\nAlcohol and Other Drugs Youth Treatment Services.\nArthritis Foundation Of NSW\n135,000\nContribution to Arthritis Foundation of NSW.\nAssociation of Drug Referral \nCentres Ltd\n102,173\nAlcohol and Other Drugs Youth Treatment Services.\nAusbiotech Ltd\n42,000\nState Sponsorship of Australian Pavilion at BIO.\nNSW Health\t\nAnnual Report 2022–23   :  Financial Performance   :  page 113\n\n\nTrading partner\nAmount $\nDescription\nAust Huntingtons Disease Assoc \n(NSW) Inc\n90,909\nContribution towards organisation's Youth Connection Program.\nAustralian Commission On Safety \nAnd Quality In Health Care\n2,699,496\nContribution for the Australian Commission on Safety and Quality in Health Care.\nAustralian Digital Health Agency\n10,326,450\nNSW contribution to Australian Digital Health Agency.  \nAustralian Gynaecological Cancer \nFoundation\n150,000\nContribution towards the foundations' objective.\nAustralian Red Cross Society\n613,113\nMental Health Community Living Supports for refugees.\nAustralis Scientific Pty Ltd\n750,000\nMedical Devices Fund.\nAwabakal Ltd\n100,000\nDental wait list recovery.\nAwabakal Ltd\n244,875\nAboriginal Minor Capital Works Program.\nAwards Australia Pty Ltd\n15,000\nContribution towards 7NEWS Young Achiever Health Award.\nBeing – Mental Health Consumers Inc\n125,000\nBEING Connected forum.\nBeing – Mental Health Consumers Inc\n800,439\nBEING Core funding Grant.\nBeing – Mental Health Consumers Inc\n18,118\nConsumer Workers Forum.\nBeyond Blue Ltd\n1,321,425\nBeyond Blue Core Funding.\nBillabong Clubhouse Inc\n100,000\nSupport for mental health consumers.\nBiripi Aboriginal Corp Medical Centre\n120,000\nAboriginal Family Wellbeing and Violence Prevention Program.\nBiripi Aboriginal Corp Medical Centre\n194,000\nAboriginal Mental Health and Wellbeing Disaster Recovery Program.\nBirth Beat Pty Ltd\n60,000\nContribution to Birth Beat Pilot.\nBlack Dog Institute\n1,050,000\nWorkforce Capacity and Recovery.\nBourke Aboriginal Corporation \nHealth Service\n100,000\nAwarding of Aboriginal Model of Care Program Grants.\nBroadlands Residents Men’s Shed \n1,877\nContribution toward Broadlands Residents Men’s Shed.\nBulgarr Ngaru Medical \nAboriginal Corporation\n120,000\nAboriginal Family Wellbeing and Violence Prevention Program.\nBulgarr Ngaru Medical Aboriginal \nCorporation\n194,000\nAboriginal Mental Health and Wellbeing Disaster Recovery.\nBulgarr Ngaru Medical Aboriginal \nCorporation\n126,383\nBuilding on Aboriginal Communities’ Resilience initiative.\nBullinah Aboriginal Health Service Ltd\n257,697\nBuilding on Aboriginal Communities' Resilience.\nBullinah Aboriginal Health Service Ltd\n100,000\nSupport for flood affected communities.\nBundyi Girri Consulting Pty Ltd\n66,405\nngunbawurdah yawarra – wrapped up in care – dhudhu screening \n(breast screening).\nBurn Bright Ltd\n3,170\nNorth Shore Youth Health Forum.\nCalvary Health Care Sydney Ltd\n125,296\nContribution towards facility maintenance.\nCancer Council NSW\n16,171\nMaintenance and updates for the Tobacco in Australia website.\nCancer Council NSW\n100,000\nGrant for expansion of GenerationVape Research Project.\nCareflight Pty Ltd\n3,600,000\nTo operate CareFlight Rapid Response Helicopter.\nCatholic Healthcare Ltd\n42,440\nContribution to Lourdes hospital and community service.\nCatholicCare Wilcannia-Forbes Ltd\n120,000\nAboriginal Family Wellbeing and Violence Prevention Program.\nCharles Sturt University\n10,000\nEqually Well Conference Sponsorship.\nChildren of the Bomaderry Aboriginal \nChildrens Home Inc\n70,000\nGrant for Stolen Generations.\nChildrens Medical Research Institute\n200,000\nContribution to Children's Medical Research Institute.\nChildrens Tumour Foundation \nof Australia\n200,000\nContribution towards Children's Tumour Foundation.\nCommunity Mental Health Australia \nIncorporated\n40,000\nFourth National NDIS and Mental Health Conference Sponsorship.\nNSW Health\t\nAnnual Report 2022–23   :  Financial Performance   :  page 114\n\n\nTrading partner\nAmount $\nDescription\nCommunity Northern Beaches Inc\n50,000\nContribution to Homeless Outreach Program.\nCommunity Restorative Centre\n136,168\nDrug and Alcohol Treatment Services Grant.\nCondobolin Aboriginal Health \nService Inc\n225,000\nMental Health and Wellbeing project.\nCondobolin Aboriginal Health \nService Inc\n126,383\nBuilding on Aboriginal Communities' Resilience initiative.\nCoomealla Health Aboriginal \nCorporation\n257,697\nBuilding on Aboriginal Communities’ Resilience initiative.\nCoomealla Health Aboriginal \nCorporation\n100,000\nAwarding of Aboriginal Model of Care Program Grants.\nCoonamble Aboriginal Health Service\n384,080\nBuilding on Aboriginal Communities’ Resilience initiative.\nCoonamble Aboriginal Health Service\n120,000\nAboriginal Family Wellbeing and Violence Prevention Program.\nCoonamble Aboriginal Health Service\n6,800\nPurchase of a dental X-ray.\nCoonamble Aboriginal Health Service\n125,209\nAboriginal Minor Capital Works Program.\nCoordinare Limited\n1,472,000\nEnhance access to psychological therapies in response to COVID-19 Pandemic.\nCoota Girls Aboriginal Corporation\n100,000\nNSW Health Support for Stolen Generations Survivors.\nCox Inall Ridgeway Pty Ltd\n92,845\nNSW Suicide Prevention Fund.\nCummeragunja Aboriginal Corporation\n100,000\nAwarding of Aboriginal Model of Care Program Grants.\nCure Blindness Australia Inc\n5,000\nContribution to Cure Blindness Australia.\nCurrawarna Assisted Living Ltd\n350,000\nContribution to support the reopening of Currawarna aged care facility.\nDamec\n317,425\nAlcohol and other Drugs Services Transition Grant.\nDepartment For Health and Ageing\n1,131,279\nNSW contribution to The Australian Health Ministers' Advisory Council (AHMAC).\nDepartment Of Health\n64,486\nMental Health Professional Online Development.\nDepartment Of Health & Aged Care\n2,500,000\nBilateral Lismore Health Repair Program.\nDepartment Of Health & Aged Care\n2,670,114\nAnnual contribution to the Australian Immunisation Register.\nDepartment Of Health & Aged Care\n1,554,540\nNSW contribution to Haemopoietic Progenitor Cell sector.\nDepartment Of Health & Aged Care\n140,722\nNSW contribution to the Health Star Rating Scheme.\nDepartment Of Health & Aged Care\n1,239,341\nBilateral Schedule for Postvention services and the Perinatal Mental \nHealth Initiative.\nDirections Health Services\n757,702\nCounselling for people using methamphetamines.\nDoctors Health Advisory Service \nNSW Incorporated\n115,000\nContribution to development of Postvention Toolkit.\nDubbo Neighbourhood Centre Inc\n127,807\nLocal Support Coordinator Grant.\nDubbo Neighbourhood Centre Inc\n120,000\nAboriginal Family Wellbeing and Violence Prevention Program.\nDurri Aboriginal Corp Medical Service\n257,697\nBuilding on Aboriginal Communities’ Resilience initiative.\nDV West Ltd\n154,186\nGrant to implement a Specialist Children and Young People’s Domestic \nViolence Program.\nEastern Dorrigo Showground \n& Halls Management Committee\n10,000\nSpecialist recovery service to people struggling with mental illness.\nEIS Health Ltd\n3,016,000\nNSW Pandemic Recovery Access Initiative.\nEIS Health Ltd\n8,482\nAftercare – Central Eastern Sydney Primary Health Network.\nEIS Health Ltd\n6,786\nAftercare Grant – Way Back Support Service.\nEMVision Medical Devices Ltd\n2,500,000\nMedical Devices Fund.\nEndeavour Mental Health \nRecovery Clubhouse\n100,000\nSpecialist recovery service to people struggling with mental illness.\nEquality Australia Ltd\n150,000\nCapacity Building Program for Trans and Gender Diverse Communities.\nErina Community Baptist Church\n5,519\nContribution to Coast to Country bike ride to support fundraising for Dementia.\nEudaemon Technologies Pty Ltd\n4,035,000\nMedical Devices Fund.\nNSW Health\t\nAnnual Report 2022–23   :  Financial Performance   :  page 115\n\n\nTrading partner\nAmount $\nDescription\nEvent Studio Group Unit Trust\n15,455\nSupport for the 12th Health Services Research Conference being delivered by the \nHealth Services Research Association of Australia and New Zealand (HSRAANZ).\nFamily Drug Support\n10,000\nContribution to support Family Drug Support.\nFamily Planning NSW\n159,282\nNSW Pregnancy Choices Helpdesk.\nFamily Planning NSW\n400,000\nRegional NSW Pilot Service.\nFilling The Gap Ltd\n140,000\nFunding for National Dental Foundation Program.\nForensic and Medical Sexual Assault \nClinicians Australia Incorporated\n531,000\nPost COVID-19 Recovery and Expansion and Improving Medical Forensic Care for \nVictim-Survivors of Domestic and Sexual Violence.\nFull Stop Australia\n200,000\nSex & Ethics for Young People: Training the Trainer.\nGalambila Aboriginal Health \nService Inc\n194,000\nAboriginal Mental Health and Wellbeing Disaster Recovery Program.\nGalambila Aboriginal Health \nService Inc\n126,383\nBuilding on Aboriginal Communities' Resilience initiative.\nGalambila Aboriginal Health \nService Inc\n249,681\nAboriginal Minor Capital Works Program.\nGandangara Local Aboriginal \nLand Council\n70,000\nSupport for Stolen Generations.\nGarvan Institute of Medical Research\n100,000\nContribution to Garvan Institute of Medical Research.\nGidget Foundation Australia\n2,325,938\nMental Health Recovery Funding.\nGotcha 4 Life Foundation Ltd\n350,000\nDisaster impacted community intervention and the Intervention research project.\nGrand Pacific Health Ltd\n1,149,500\nRural Adversity Mental Health Program Coordination and Management.\nGrand Pacific Health Ltd\n1,845,371\nHousing and Accommodation Support Initiative.\nGrand Pacific Health Ltd\n705,080\nMental Health Community Living Supports for refugees.\nGrand Pacific Health Ltd\n538,053\nCommunity-based Suicide Prevention Services: Aftercare – Illawarra Shoalhaven.\nGrand Pacific Health Ltd\n283,053\nCommunity-based Suicide Prevention Services: Aftercare – Southern NSW.\nGreat Lakes Palliative Care Support Inc\n5,000\nContribution towards palliative care support to the local community.\nGreat Lakes Pharmacy \n5,000\nOpiod Treatment Program transitional support.\nGriefline Community and Family \nServices Inc\n261,364\nGriefline funding.\nGriffith Aboriginal Medical Service Inc\n126,383\nBuilding on Aboriginal Communities' Resilience initiative.\nGriffith Aboriginal Medical Service Inc\n100,000\nAwarding of Aboriginal Model of Care Program Grants.\nHammondcare\n950,000\nMental Health Aged Care Partnership Initiative transition unit.\nHastings Auto Restorers Society Inc \n2,295\nContribution towards the purchase of a defibrillator.\nHeadspace National Youth Mental \nHealth Foundation Ltd\n10,000,000\nHeadspace COVID-19 Recovery Package.\nHeadspace National Youth Mental \nHealth Foundation Ltd\n1,800,000\nHeadspace National Floods Support.\nHeadspace National Youth Mental \nHealth Foundation Ltd\n2,000,000\nHeadspace National Community Collaboratives.\nHealth Consulting Connections Pty Ltd\n184,000\nSupport to plan for end-of-life care budget commitment.\nHealth Professional Councils Authority\n131,292\nTreasury Managed Fund (TMF) contribution for workers compensation, motor \nvehicles and property. \nHealthdirect Australia\n779,932\nHealthdirect National Health Service Directory (NHSD) Funding.\nHealthdirect Australia\n243,200\nHealthdirect Governance Funding.\nHealthdirect Australia\n12,235,587\nHealth Information and Advisory Service.\nHealthdirect Australia\n1,002,500\nNSW Virtual GP Urgent Care Services. \nHealthdirect Australia\n341,179\nNSW Palliative Care After Hours Helpline.\nHealthdirect Australia\n282,045\nOrange Hospital Enquiry helpline.\nHealthdirect Australia\n1,770,692\nGP Helpline services.\nNSW Health\t\nAnnual Report 2022–23   :  Financial Performance   :  page 116\n\n\nTrading partner\nAmount $\nDescription\nHealthwise New England North West\n538,053\nMental Health Suicide Prevention Fund.\nHealthy North Coast Ltd\n1,312,000\nNorth Coast Primary Health Network Recovery Access Program.\nHealthy North Coast Ltd\n6,760,000\nMental Wellbeing Flood Recovery.\nHealthy North Coast Ltd\n347,764\nMental Health and Suicide Prevention.\nHealthy North Coast Ltd\n6,786\nAftercare grant: Way Back Support Service.\nHNECC Ltd\n3,496,000\nHunter New England and Central Coast Primary Health Network Recovery \nAccess Program.\nHNECC Ltd\n667,000\nMental Wellbeing Flood Recovery HNECC.\nHNECC Ltd\n695,438\nBilateral Schedule aftercare.\nHNECC Ltd\n13,572\nThe Way Back Support Service – Aftercare Grant.\nHumpty Dumpty Foundation Ltd\n210,000\nContribution towards medical equipment.\nHunter Primary Care Ltd\n178,566\nAlcohol and Other Drugs Youth Treatment Services. \nHunter Valley Amateur Beekeepers \nAssociation\n1,000\nContribution to support wellbeing initiative given biosecurity emergence. \nIllawarra Womens Health Centre\n200,000\nContribution to support the centres activities.\nIndependent Community Living \nAustralia Ltd\n399,500\nProject Embark 2.\nKaritane\n1,156,000\nVirtual Residential Parenting Service.\nKarralika Programs Inc\n547,830\nAlcohol and Other Drugs Youth Treatment Services.\nKatungul Aboriginal Corporation \nCommunity & Medical Services\n194,000\nAboriginal Mental Health and Wellbeing Disaster Recovery Program.\nKatungul Aboriginal Corporation \nCommunity & Medical Services\n126,383\nBuilding on Aboriginal Communities' Resilience initiative.\nKedesh Rehabilitation Services Ltd\n285,222\nDrug and Alcohol Treatment Services.\nKids of Macarthur Health Foundation \nTrust\n30,000\nContribution towards Foundation's objectives.\nKids of Macarthur Health Foundation \nTrust\n20,000\nContribution towards Kids of Macarthur 2023 Annual Fundraising.\nKinchela Boys Home Aboriginal \nCorporation\n100,000\nGrant to support survivors of Stolen Generations.\nKoori Kids Pty Ltd\n6,500\nNAIDOC Week School Initiative Competitions.\nLifehouse Australia Trust\n90,909\nAccommodation needs for rural and regional families – You Can Centre.\nLifeline Australia\n7,567,500\nLifeline Text crisis support service.\nLifeline Central West Inc\n500,000\nRapid Community Support Program.\nLithgow Community Private \nHospital Ltd\n59,323\nContribution towards purchase Lung Function Machine.\nLive Life Get Active Pty Ltd\n40,000\nContribution to support the program of work.\nLives Lived Well Ltd\n1,933,400\nDrug and Alcohol Package Women and Children Residential Rehabilitation.\nLives Lived Well Ltd\n576,599\nCounselling for people using methamphetamines.\nLupus Association Of NSW Inc\n68,000\nContribution towards Lupus Association of NSW.\nMaari Ma Health Aboriginal \nCorporation\n332,606\nDrug and Alcohol Treatment Services.\nMaari Ma Health Aboriginal \nCorporation\n257,697\nBuilding on Aboriginal Communities’ Resilience initiative.\nMacarthur D & A (Youth Solutions)\n100,000\nContribution to Youth Solutions.\nMacksville Hospital\n10,365\nContribution to purchase equipment.\nMacquarie Home Stay Ltd\n2,500,000\nConstruction of a specialised medical accommodation facility.\nMaranguka Ltd\n200,000\nContribution to the Maranguka Community Hub.\nNSW Health\t\nAnnual Report 2022–23   :  Financial Performance   :  page 117\n\n\nTrading partner\nAmount $\nDescription\nMcGrath Foundation Ltd\n925,000\nFunding to support McGrath Breast Care Nurses.\nMedibank Health Solutions \nTelehealth Pty Ltd\n6,290,717\nMental Health Line service.\nMental Health Assoc NSW Inc\n1,595,521\nWayAhead Core Funding.\nMental Health Australia Ltd\n46,413\nNational Mental Health Consumer and Carer Forum.\nMental Health Carers ARAFMI NSW Inc\n524,116\nMental Health Carers NSW Core Funding.\nMental Health Co-Ordinating Council \nInc\n250,275\nLearning and Development Unit.\nMental Health Co-Ordinating \nCouncil Inc\n59,250\nCommunity Housing Provider training.\nMindgardens Neuroscience \nNetwork Ltd\n29,684\nMapping of NSW Youth Mental Health Services integration.\nMiracle Babies Foundation \n3,455\nContribution to Miracle Babies Foundation for equipment.\nMission Australia\n799,420\nAlcohol and Other Drugs Youth Treatment Services.\nMission Australia\n783,417\nAlcohol and Other Drugs Continuing Care Sector Development.\nMission Australia\n5,681,500\nHousing and Accommodation Support Initiative.\nMission Australia\n2,253,772\nCommunity Living Support.\nMission Australia\n241,045\nBenjamin Short Grove Specialist Residential Aged Care Facility.\nMission Australia\n229,431\nAnnie Green Court Specialist Residential Aged Care Facility.\nMrcf Pty Ltd\n450,000\nMedical Research Commercialisation Fund.\nMurrumbidgee Primary \nHealth Network\n508,000\nMurrumbidgee Primary Health Network Recovery Access Program.\nMurrumbidgee Primary \nHealth Network\n508,000\nMurrumbidgee Primary Health Network Recovery Access Program.\nMurrumbidgee Primary \nHealth Network\n297,741\nBilateral Mental Health and Suicide Prevention.\nMurrumbidgee Primary \nHealth Network\n5,810\nThe Way Back Support Service – Aftercare Grant.\nNational Assoc For Loss \n& Grief NSW Inc\n599,726\nLoss and Grief Support.\nNational Assoc For Loss \n& Grief NSW Inc\n8,328\nLoss and Grief Support.\nNational Association for Prevention \nof Child Abuse and Neglect Inc\n994,166\nNational Association for Prevention of Child Abuse and Neglect (NAPCAN).\nNational Blood Authority\n3,467,295\nOperational costs.\nNational Stroke Foundation\n250,000\nNational Stroke Foundation F.A.S.T Community Education Program.\nNeami Ltd\n11,339,108\nHousing and Accommodation Support Initiative.\nNeami Ltd\n2,027,606\nCommunity Living Support. \nNelune Foundation\n90,000\nContribution towards equipment for the new Oncology Ward at Prince of Wales \nPublic Hospital Randwick.\nNetwork of Alcohol & Other Drugs \nAgencies Inc\n1,150,150\nAlcohol and Other Drugs Continuing Care Sector Development.\nNetwork of Alcohol & Other Drugs \nAgencies Inc\n4,500,000\nAlcohol and Other Drugs Service Development Grant Program.\nNetwork of Alcohol & Other Drugs \nAgencies Inc\n485,000\nCapacity building grant program in research, evaluation and monitoring.\nNetwork of Alcohol & Other Drugs \nAgencies Inc\n206,789\nSector Leaders and Managers Project.\nNeuroscience Research Australia\n175,000\nRefugee Physical Health Research Project.\nNeuroscience Research Australia\n1,375,021\nTertiary Referral Service for Psychosis (TRSP)\nNew Horizons Enterprises Ltd\n8,456,794\nHousing and Accommodation Support Initiative.\nNSW Health\t\nAnnual Report 2022–23   :  Financial Performance   :  page 118\n\n\nTrading partner\nAmount $\nDescription\nNew Horizons Enterprises Ltd\n2,942,942\nMental Health Community Living Supports for refugees.\nNew Horizons Enterprises Ltd\n2,769,722\nHousing and Accommodation Support Initiative Plus.\nNew Horizons Enterprises Ltd\n7,122,001\nCommunity Living Support.\nNSW Federation of Housing \nAssociations Inc\n155,250\nProgram Grant to extend Mental Health Training for Community Housing.\nNSW Nurses & Midwives Association\n93,824\nBob Fenwick Mentoring Grants Program.\nNSW Rural Doctors Network\n396,000\nNational Rural Generalist Pathway Grant.\nNSW Rural Doctors Network\n272,727\nContribution towards NSW Regional Community Health System and Workforce \nEngagement Project.\nNSW Rural Doctors Network\n785,000\nRural Healthcare Workforce wellbeing Initiative.\nNSW Users & Aids Association Inc\n350,000\nAlcohol and Other Drugs funding.\nNSW Users & Aids Association Inc\n5,000\nPeer Bus Project grant first.\nNSW Users & Aids Association Inc\n374,891\nDanceWize Program in NSW.\nNSW Users & Aids Association Inc\n249,976\nPeer workforce development and support grant.\nNSW Users & Aids Association Inc \n175,208\nHepatitis C Activities.\nNutrition Australia\n10,000\nContribution to the National Nutrition Week Event.\nObesity Australia Pty Ltd\n195,000\nObesity Collective Grant.\nOchre Health Pty Ltd\n104,495\nContribution to Ochre Heath Rural menopause support program.\nOdyssey House NSW\n388,258\nDrug and Alcohol Treatment Services.\nOdyssey House NSW\n1,855,146\nCommunity Drug Action Program in NSW.\nOdyssey House NSW\n125,370\nNSW Drug Court Residential Rehabilitation Services.\nOpen Minds Australia Ltd\n1,879,748\nCommunity Living Support.\nOpen Minds Australia Ltd\n1,350,139\nHousing and Accommodation Support Initiative.\nOrana Haven\n194,000\nAboriginal Mental Health and Wellbeing Disaster Recovery Program.\nOrana Haven\n252,766\nBuilding on Aboriginal Communities' Resilience initiative.\nOrange Aboriginal Medical Service\n225,000\nMental Health and Wellbeing Project.\nOrange Aboriginal Medical Service\n100,000\nDental wait list recovery.\nOrange Aboriginal Medical Service\n100,000\nAwarding of Aboriginal Model of Care Program Grants.\nOrygen Research Centre\n350,000\nPilot of Moderated Online Social Therapy.\nOvarian Cancer Australia Ltd\n245,000\nContribution towards project access to Optimal Care – Clinical Trials.\nPalliative Care NSW Inc\n777,173\nPalliative Care Support Program.\nParkinsons NSW Ltd\n50,000\nContribution to support the delivery of services.\nPeak Hill Aboriginal Medical \nIncorporated\n250,000\nAboriginal Minor Capital Works Program.\nPharmacy Guild Of Australia \nNSW Branch\n1,353,130\nPharmacy Incentive Scheme.\nPharmacy Guild Of Australia \nNSW Branch\n1,852,719\nPharmacy Needle and Syringe Program Fitpack Scheme.\nPharmonline Pty Ltd\n15,000\nContribution to Kindy program to support women with gestational diabetes.\nPhunktional Ltd\n692,000\nPrevention project initiatives for children and young people.\nPius X Aboriginal Corp\n126,383\nBuilding on Aboriginal Communities' Resilience initiative.\nPort Macquarie Hospital Lodge \nAssociation Inc\n509,302\nContribution to Rotary Lodge Port Macquarie.\nRamsay Clinic Thirroul\n356,000\nContribution to Ramsay Mental Health Australia.\nRed Frogs Australia\n49,890\nPeer Based Harm Reduction Services at Music Festivals.\nRespite Care for QBN Inc\n300,000\nSupport people suffering from chronic illness.\nResolve SBB Trust\n2,815,674\nSocial Benefit Bond.\nNSW Health\t\nAnnual Report 2022–23   :  Financial Performance   :  page 119\n\n\nTrading partner\nAmount $\nDescription\nRichmondPRA Limited\n11,324,348\nHousing and Accommodation Support Initiative.\nRichmondPRA Limited\n4,423,170\nHousing and Accommodation Support Initiative Plus.\nRichmondPRA Limited\n2,690,184\nCommunity Living Support.\nRiverina Medical & Dental Aboriginal \nCorporation\n120,000\nAboriginal Family Wellbeing and Violence Prevention Program.\nRiverina Medical & Dental Aboriginal \nCorporation\n100,000\nAwarding of Aboriginal Model of Care Program Grants.\nRosies Place INC\n591,207\nSupporting children and young people focused on the prevention of problematic \nand harmful sexual behaviours.\nRotary Club Of Warners Bay Inc\n150,000\nContribution to support men's health education. \nRoyal Flying Doctor Service Of \nAustralia (South Eastern Section)\n359,091\nThe Rural Medical Educator Project.\nRoyal Society for the Welfare of \nMothers and Babies\n600,000\nTresillian – Funding for Family Care Centre – Moruya Family Care Centre.\nRoyal Society for the Welfare of \nMothers and Babies\n2,600,000\nTresillian Family Care Centre Funding.\nRoyal Society for the Welfare of \nMothers and Babies\n5,500,000\nTresillian – Funding for six Family Care Centres, Macksville and five T2U vans.\nRoyal Society for the Welfare of \nMothers and Babies\n1,063,257\nTresillian Virtual Residential Parenting Service.\nRSL Lifecare Ltd\n376,493\nFunds for Mental Health Aged Care Partnership Initiative.\nRural Aid Ltd\n310,000\nCommunity Wellbeing and Resilience Flood Recovery Program.\nSamaritans Foundation Diocese Of \nNewcastle\n316,702\nDrug and Alcohol Treatment Services.\nSchizophrenia Fellowship Of NSW Ltd\n92,083\nForensic Reintegration Program.\nSettlement Services International Inc\n70,000\nContribution to development of Parenting Programs.\nShoalhaven Heads Berry Football Club\n2,500\nContribution towards the purchase of a defibrillator.\nSNPHN Ltd\n874,000\nNSW Pandemic Recovery Access Initiative.\nSNPHN Ltd\n667,000\nMental Wellbeing Flood recovery Sydney North Primary Health Network.\nSNPHN Ltd\n354,550\nThe Way Back Support Service – Aftercare Grant.\nSNPHN Ltd\n1,351,787\nNorthern Sydney Collaborative Commissioning.\nSNPHN Ltd \n874,000\nNSW Pandemic Recovery Access initiative.\nSonder Australia Pty Ltd\n1,500,000\nSonder App for people in isolation.\nSouth Coast Medical Service \nAboriginal Corp\n257,697\nBuilding on Aboriginal Communities' Resilience initiative.\nSouth Coast Womens Health & Welfare \nAboriginal Corporation\n257,697\nBuilding on Aboriginal Communities' Resilience initiative.\nSouth Coast Womens Health & Welfare \nAboriginal Corporation\n120,000\nAboriginal Family Wellbeing and Violence Prevention Program.\nSouth Coast Womens Health & Welfare \nAboriginal Corporation\n100,000\nAboriginal Mental Health and Wellbeing Model of Care Program.\nSouth Coast Womens Health & Welfare \nAboriginal Corporation\n74,607\nAboriginal Minor Capital Works Program.\nSouth Western Sydney Primary Health \nNetwork Ltd\n2,620,000\nSouth Western Sydney Primary Health Network Recovery Access Program.\nSouth Western Sydney Primary Health \nNetwork Ltd\n8,482\nMental Health and Suicide Prevention.\nSouth Western Sydney Primary \nHealth Network Ltd\n6,785\nThe Way Back Support Service – Aftercare Grant.\nSouthern Cross Care NSW & ACT\n636,135\nSpecialist Residential Aged Care Facility.\nNSW Health\t\nAnnual Report 2022–23   :  Financial Performance   :  page 120\n\n\nTrading partner\nAmount $\nDescription\nSt Peters Lutheran Church Port \nMacquarie\n2,029\nContribution towards the purchase of a defibrillator.\nSt Vincent De Paul Society NSW\n85,001\nDrug and Alcohol Treatment Services Grant.\nSt Vincent De Paul Society NSW\n3,716,995\nAlcohol and Other Drugs Continuing Care Sector Development.\nSt Vincents Hospital Sydney Ltd\n22,000\nTo improve oral health for the disadvantaged community.\nSt Vincents Hospital Sydney Ltd\n250,000\nPilot of This Way Up online program in NSW headspace services.\nStand Tall Australia Ltd\n20,000\nStand Tall regional tours in Dubbo, Tamworth and Pambula.\nState Library Of New South Wales\n178,302\nDrug Info Service.\nStolen Generations Council \n(NSW & ACT) Inc\n100,000\nSupport for Stolen Generations Survivors in accessing health services and \nundertaking healing activities.\nStreet Side Medics Limited\n200,000\nContribution to Street Side Medics.\nStride Mental Health Ltd\n1,881,000\nLikeMind funding to provide integrated care and support in community.\nSuicide Prevention Australia\n92,845\nSuicide Prevention Fund.\nSunflower House Inc\n100,000\nTo deliver and improve current services for home visits for their clients.\nSurvivors & Mates Support Network \nLimited\n620,000\nTo deliver the Healing and Recovery for Survivors and Supporters project.\nSurvivors & Mates Support \nNetwork Limited\n750,000\nAdult male survivors of child sexual abuse.\nSussex Inlet Foundation For \nCommunity Development Inc\n10,000\nContribution to support the objective of the Sussex Inlet Neighbour Centre. \nSydney Catholic Schools Trust\n3,970\nRedefining Normal: Mental Health and Addictive Behaviour.\nTamworth Aboriginal Medical \nService Inc\n126,383\nBuilding on Aboriginal Communities' Resilience initiative.\nTamworth Community College\n25,000\nMental Health First AID courses.\nTharawal Aboriginal Corporation\n100,000\nDental wait list recovery.\nTharawal Aboriginal Corporation\n257,697\nBuilding on Aboriginal Communities’ Resilience initiative.\nTharawal Aboriginal Corporation\n214,650\nAboriginal Minor Capital Works Program.\nThe Association of Independent \nSchools of NSW Ltd\n57,900\nNSW Healthy School Canteen strategy.\nThe Brain Cancer Group\n110,000\nContribution to The Brain Cancer Group.\nThe Buttery Ltd\n371,080\nDrug and Alcohol Treatment Services.\nThe Buttery Ltd\n543,012\nAlcohol and Other Drugs Youth Treatment Services.\nThe Buttery Ltd\n1,370,686\nHousing and Accommodation Support Initiative Plus – Mid North Coast \nLocal Health District.\nThe Gender Centre Inc\n139,677\nSupport the Gender Centre's Children and Families Program.\nThe Gender Centre Inc\n12,698\nSupport the Gender Centre's Children and Families Program.\nThe Gender Centre Inc\n223,000\nContribution to Rural Regional Outreach and Parent online Peer support positions.\nThe Gender Centre Inc\n250,000\nSupport the Gender Centre's Children and Families Program.\nThe Groundswell Project Inc\n25,000\nGroundswell aged care initiative.\nThe Haymarket Foundation Ltd\n133,000\nContribution to Haymarket Foundation's Bourke Street Program.\nThe Peregrine Centre Pty Ltd\n20,000\nRural Mental Health Research Partnership grant.\nThe Rotary Club of Gerringong \nSunrise Inc\n2,500\nContribution towards the purchase of a defibrillator. \nThe Salvation Army (NSW) \nProperty Trust\n227,435\nDrug and Alcohol Treatment Services.\nThe Salvation Army (NSW) \nProperty Trust\n6,000,000\nRedevelopment of William Booth House.\nThe Ted Noffs Foundation\n175,504\nAlcohol and Other Drugs Youth Treatment Services.\nThe Twenty Ten Association Inc\n725,403\nTransgender and Gender Diverse Youth Mental Health Support.\nNSW Health\t\nAnnual Report 2022–23   :  Financial Performance   :  page 121\n\n\nTrading partner\nAmount $\nDescription\nThe United Hospital Auxiliaries \nOf NSW Inc\n14,820\nContribution to Wauchope Hospital Auxiliary.\nThe Way Back Support Service \n– Western NSW PHN\n290,479\nZero Suicides Aftercare services.\nTobwabba Aboriginal Medical Service\n120,000\nAboriginal Family Wellbeing and Violence Prevention Program.\nTobwabba Aboriginal Medical Service\n194,000\nAboriginal Mental Health and Wellbeing Disaster Recovery Program.\nToo Deadly for Diabetes\n40,000\nContribution to Too Deadly for Diabetes Program. \nUngooroo Aboriginal Corporation\n257,697\nBuilding on Aboriginal Communities' Resilience initiative.\nUngooroo Aboriginal Corporation\n194,000\nAboriginal Mental Health and Wellbeing Disaster grant.\nUniting (NSW ACT)\n181,926\nResidue and post overdose substance Testing (Repost) study.\nUniting (NSW ACT)\n1,881,000\nLikeMind funding to provide integrated care and support in community.\nUniting (NSW ACT)\n3,580,141\nHousing and Accommodation Support Initiative.\nUniting (NSW ACT)\n2,697,506\nCommunity Living Support.\nUniting (NSW ACT)\n3,678,526\nHousing and Accommodation Support Initiative Plus.\nUniversity Of NSW\n86,064\nBEING – Mental Health Consumers 30th Anniversary Event\nUniversity Of NSW\n300,000\nIDMH Training Framework for CAMHS Services.\nUniversity Of NSW\n49,920\nImplementation research to guide elimination of HIV transmission in NSW.\nUniversity Of NSW\n149,760\nNSW HIV Prevention Partnership project.\nUniversity Of NSW\n30,000\nHepatitis B social media messages – Research Project.\nUniversity Of NSW\n82,277\nEnhancing Behavioural Surveillance to Address Gap and Disparities in Australia's \nHIV Response.\nUniversity Of NSW\n512,500\nIntellectual Disability Mental Health Chair.\nUniversity Of NSW\n263,522\nEvaluation of Collaborative Commissioning.\nUniversity Of NSW\n80,682\nTracking the community response to Monkeypox.\nUniversity of Sydney\n30,000\nMidwives and Obstetricians Helping Mothers to Quit.\nUniversity of Sydney\n30,000\nNational Health and Medical Research Counci Partnership Project – MODUS.\nUniversity of Sydney\n53,902\nEducational resources on smoking and vaping for Aboriginal young people.\nUniversity of Sydney\n286,500\nBrain and Mind Centre – Rural Psychiatry Project.\nUniversity of Sydney\n352,649\nNSW Health Chair of Population Oral Health.\nUniversity of Sydney\n37,500\nBiostatistics Collaboration of Australia funding.\nUniversity of Sydney\n196,160\nDentistry Student Placements.\nUniversity of Sydney\n112,000\nChair Medical Physics variation.\nUniversity of Technology Sydney\n499,800\nPalliative Care Clinical Studies Collaborative research.\nUniversity of Wollongong\n1,505,545\nFunding for Project Air.\nUniversity of Wollongong\n249,381\nProject Air for Child and Youth Mental Health Services\nVictor Chang Cardiac \nResearch Institute Ltd\n5,000\nOrganoids for Disease Modelling and Drug Discovery.\nWalgett Aboriginal Medical Service\n20,000\nContribution towards services. \nWalgett Aboriginal Medical Service\n126,383\nBuilding on Aboriginal Communities' Resilience initiative.\nWalgett Aboriginal Medical Service\n160,000\nAboriginal Minor Capital Works Program.\nWe Help Ourselves\n761,560\nDrug and Alcohol Treatment Services.\nWeave Youth & Community \nServices Inc\n100,000\nContribution to Weave Youth & Community Services.\nWeigelli Centre Aboriginal Corp\n225,000\nMental Health and Wellbeing Project.\nWeigelli Centre Aboriginal Corp\n174,650\nAboriginal Minor Capital Works Program\nWellington Aboriginal Corporation \nHealth Service\n84,057\nLocal Support Coordinator Grant.\nNSW Health\t\nAnnual Report 2022–23   :  Financial Performance   :  page 122\n\n\nTrading partner\nAmount $\nDescription\nWellington Aboriginal Corporation \nHealth Service\n17,505\nNSW Health and Local Support Coordinator providers.\nWellington Aboriginal Corporation \nHealth Service\n252,766\nBuilding on Aboriginal Communities' Resilience initiative. \nWellways Australia Ltd\n5,276,735\nCommunity Living Support.\nWellways Australia Ltd\n10,225,128\nHousing and Accommodation Support Initiative.\nWellways Australia Ltd\n92,845\nStatewide Community Response Packages for Priority Groups – Young People.\nWellways Australia Ltd\n2,379,677\nYouth Community Living Support Services.\nWentwest Ltd\n2,420,000\nWestern Sydney Primary Health Network Recovery Access Program.\nWentwest Ltd\n15,268\nThe Way Back Support Service – Aftercare Grant.\nWentwest Ltd\n1,950,000\nWestern Sydney Neighbourhood Health Hub Initiative.\nWentwest Ltd\n3,868,922\nCollaborative Commissioning Implementation Funding.\nWentworth Healthcare Limited\n843,000\nNepean Blue Mountains Primary Health Network Recovery Access Program.\nWentworth Healthcare Limited\n667,000\nMental Wellbeing Flood Recovery.\nWerin Aboriginal Corporation\n194,000\nAboriginal Mental Health and Wellbeing Disaster grant.\nWesley Community Services Ltd\n250,000\nMums and Kids Matter Program.\nWestern Health Alliance Ltd\n1,444,000\nWestern NSW Primary Health Network.\nWestern Health Alliance Ltd\n1,959,702\nImplementation phase of commissioning Partnership.\nWestern Health Alliance Ltd\n7,262\nMental Health and Suicide Prevention.\nWestern Health Alliance Ltd\n5,810\nThe Way Back Support Service – Aftercare Grant.\nWestern Health Alliance Ltd\n5,000,000\nWestern NSW Flood Recovery.\nWine Grapes Marketing Board\n2,000\nWellbeing event for women working in Horticulture.\nWomens Alcohol & Drug Advisory \nCentre Inc\n209,502\nDrug and Alcohol Treatment Services.\nYellow Diamond Brain \nCancer Foundation\n40,000\nContribution to Yellow Diamond Brain Cancer Foundation.\nYerin Aboriginal Health Services Inc\n257,697\nBuilding on Aboriginal Communities' Resilience initiative.\nYerin Aboriginal Health Services Inc\n100,000\nDental wait list recovery.\nYerin Aboriginal Health Services Inc\n314,000\nAboriginal Family Wellbeing and Violence Prevention Program.\nYerin Aboriginal Health Services Inc\n100,000\nYadhaba transition of care – Darkinjung Country.\nYerin Aboriginal Health Services Inc\n212,268\nAboriginal Minor Capital Works Program.\nYfoundations Incorporated\n232,588\nYouth Sexual Health Program.\nYoorana Gunya Family Healing Centre \nAboriginal Corp\n100,000\nCentral West Mental Health and Wellbeing Program.\nYoorana Gunya Family Healing Centre \nAboriginal Corp\n125,000\nMental Health and Wellbeing project.\nYoorana Gunya Family Healing Centre \nAboriginal Corp\n497,697\nBuilding on Aboriginal Communities' Resilience initiative.\nYourtown\n1,436,875\nKids Helpline Service.\n Total\n341,149,301\nNSW Health\t\nAnnual Report 2022–23   :  Financial Performance   :  page 123\n\n\nResearch grants in 2022–23\nTrading partner\nAmount $\nDescription\nAnzics\n$392,285\nBi-national Intensive Care Databases.\nArcs Australia\n$20,000\nNSW Health and Medical Research Sponsorship Program.\nAusbiotech Ltd\n$8,182\nAusbiotech partnership sponsorship.\nAustralian Cardiovascular Alliance \nLtd\n$165,000\nCardiovascular and stroke research investments on health outcomes.\nAustralian Genomic Cancer \nMedicine Centre Ltd\n$18,000,000\nNSW 'Omics Collaborative Program funding.\nBiotalk Pty Ltd\n$43,750\nSustainable operating model for the special enterprise Franklin Women.\nBlack Dog Institute\n$591,979\nMedical Research Support Program.\nCanberra Health Services\n$383,538\nRural, Regional and Remote Clinical trial support units.\nCancer Council NSW\n$5,000\nAboriginal Young People and Vaping Research.\nCentenary Institute of Cancer \nMedicine and Cell Biology\n$1,880,506\nMedical Research Support Program.\nChildrens Cancer Institute Australia\n$942,726\nMedical Research Support Program.\nChildrens Medical Research \nInstitute\n$1,928,971\nMedical Research Support Program.\nFoley and Associates Pty Ltd\n$8,800\nBIO 2022 Breakfast Event.\nGarvan Institute of Medical \nResearch\n$5,983,412\nMedical Research Support Program.\nGarvan Institute of Medical \nResearch\n$50,000\nNSW Early Phase Clinical Trials Alliance (NECTA).\nIngham Institute for Applied \nMedical Research\n$2,815,554\nMedical Research Support Program.\nNational Heart Foundation of \nAustralia\n$250,000\nNSW Cardiovascular Research Network.\nPaediatrio Ltd\n$20,000,000\nPaediatric Precision Medicine Enabling Platforms\nSafe & Together Institute\n$131,250\nAboriginal Perspectives and Explorations of the cultural capability of the Safe & \nTogether Model.\nScientia Clinical Research Ltd\n$5,000\nBio Convention in San Diego.\nSt Vincents Hospital Sydney Ltd\n$499,900\nEarly Mid-Career Research funding.\nThe Council of The Queensland \nInstitute of Medical Research\n$250,000\nJapanese Encephalitis vaccine clinical trial – serology testing\nThe Heart Research Institute Ltd\n$80,000\nPhD Scholarships Grant.\nThe Heart Research Institute Ltd\n$999,998\nCardiovascular Collaborative Research funding.\nThe Peregrine Centre Pty Ltd\n$775,000\nRural Mental Health Research Partnership funding for The Peregrine Centre.\nThe Sax Institute\n$50,000\nBiospecimen Collection Grant.\nThe Sax Institute\n$5,000\nNSW Health and Medical Research Sponsorship Program.\nThe Sax Institute\n$262,500\nThe Australian Prevention Partnership Centre funding.\nThe Sax Institute\n$1,000,000\nSax Institute Core Funding.\nThe Westmead Institute for \nMedical Research\n$371,183\nCOVID-19 bivalent vaccine study.\nUniversity of Melbourne\n$166,877\nFunding for Safe & TogetherTM Model to provide culturally safe response, \naddressing family violence in Aboriginal communities.\nUniversity of Newcastle\n$249,464\nSchizophrenia Research Grant funding.\nUniversity of Newcastle\n$494,725\nTranslational Research Grant Scheme.\nUniversity of Newcastle\n$999,987\nEarly Mid-Career Grant Funding.\nUniversity of Newcastle\n$160,000\nPhD Scholarships Grant funding.\nUniversity of Newcastle\n$425,000\nNSW Prevention Research Support Program – Priority Research Centre for Health \nBehaviour.\nNSW Health\t\nAnnual Report 2022–23   :  Financial Performance   :  page 124\n\n\nTrading partner\nAmount $\nDescription\nUniversity of Newcastle\n$986,000\nClinical trial – pharmacist management of urinary tract infections.\nUniversity of Newcastle\n$433,600\nClinical trial – pharmacist management of OCP.\nUniversity of NSW\n$24,868\nBiospecimen Collection Grant.\nUniversity of NSW\n$1,000,000\nCOVID-19 Vaccine Acceleration Research Grants.\nUniversity of NSW\n$746,872\nSchizophrenia Research Grant funding.\nUniversity of NSW\n$998,346\nEarly Mid-Career Grant Funding.\nUniversity of NSW\n$999,705\nCardiovascular Elite Postdoctoral Researcher Grants.\nUniversity of NSW\n$2,927,112\nCardiovascular Collaborative Research funding.\nUniversity of NSW\n$1,285,787\nSpinal Cord Injury Research Grants.\nUniversity of NSW\n$34,196\nFunding to Access Indicators for NSW HIV Data Report.\nUniversity of NSW\n$10,000\nNSW point of care HCV RNA Testing Pilot Program.\nUniversity of NSW\n$160,817\nBUBs Quit Study.\nUniversity of NSW\n$425,000\nNSW Prevention Research Support Program – National Drug and Alcohol Research \nCentre.\nUniversity of NSW\n$480,000\nNSW Prevention Research Support Program – Kirby Institute.\nUniversity of NSW\n$300,000\nNSW Prevention Research Support Program – Centre for Primary Health Care and \nEquity.\nUniversity of Sydney\n$236,294\nBiospecimen Collection Grant.\nUniversity of Sydney\n$995,867\nCOVID-19 Vaccine Acceleration Research Grants.\nUniversity of Sydney\n$403,504\nNSW Translational Research Grants Scheme.\nUniversity of Sydney\n$498,664\nNSW Translational Research Grants Scheme.\nUniversity of Sydney\n$498,865\nPhD Scholarships Grant.\nUniversity of Sydney\n$8,549,330\nCardiovascular Research Capacity Program.\nUniversity of Sydney\n$1,287,207\nSpinal Cord Injury Research Grants.\nUniversity of Sydney\n$49,499\nResearch on creation of sustainable rural and remote oral health workforce.\nUniversity of Sydney\n$135,000\nNSW Prevention Research Support Program – Women and Babies Research.\nUniversity of Sydney\n$425,000\nNSW Prevention Research Support Program – Prevention Research Collaboration.\nUniversity of Sydney\n$125,000\nNSW Prevention Research Support Program – Edith Collins Centre.\nUniversity of Sydney\n$466,025\nNSW Hyperemesis Gravidarum Initiative Research Grants Program.\nUniversity of Technology Sydney\n$390,690\nSpinal Cord Injury Research Grants.\nUniversity of Wollongong\n$4,686\nNSW E-Cigarette Analysis.\nUniversity of Wollongong\n$315,000\nNSW Prevention Research Support Program – Early Start.\nVictor Chang Cardiac Research \nInstitute Ltd\n$1,361,439\nMedical Research Support Program.\nWestern Sydney University\n$60,000\nPhD Partnership Program.\nWoolcock Institute of Medical \nResearch Ltd\n$3,434,807\nMedical Research Support Program.\nTotal\n$90,444,767\n \nPromotion of research in 2022–23\nTrading partner\nCost $\nDescription\nUniversity of Sydney\n$48,123\nOral health promotion in community pharmacies.\nNSW Health\t\nAnnual Report 2022–23   :  Financial Performance   :  page 125\n\n\nNSW Ministry of Health operating consultants in 2022–23\nConsultant\nAmount $\nDescription\nConsultancies more than $50,000\nManagement services\n33 Creative Pty Ltd\n107,720\nDesign and facilitate consultation to inform the refresh of the NSW Aboriginal \nHealth Plan (AHP).\nHealth Policy Analysis\n72,727\nMid-Term Evaluation for older People’s Mental Health Service Plan.\nIngham Institute For Applied \nMedical Research\n144,982\nAppraisal of the new parent-child relationship program.\nNous Group Pty Ltd\n80,000\nFacilitate co-design of a cross agency Out of Home Care (OOHC) mental health \nframework and implementation plan.\nObjective Digital Holdings Pty Ltd\n50,000\nFacilitate define and discovery stage of a new NSW Health policy for visitors.\nPolicy by Proxy\n79,375\nUndertake a review of two NSW Health public oral health policy directives.\nPublicis Sapient Australia Pty Ltd\n140,000\nAssessment of Food Services in Mental Health units provided \nby HealthShare NSW.\nPublicis Sapient Australia Pty Ltd\n52,500\nReview of the governance structure of eHealth.\nThe Sax Institute\n60,940\nUndertake Strategic Projections Scoping and Feasibility project for dynamic \nsimulation modelling for service planning.\nThe Sax Institute\n75,000\nReview to support implementation of the Ice Inquiry response.\nUniversity Of NSW\n50,000\nIndependent evaluation of Statewide Intellectual Disability Mental Health \n(IDMH) Hubs.\nUniversity Of NSW\n50,000\nAppraisal of MyCheck in NSW publicly funded sexual health services.\nUniversity Of NSW\n74,393\nEngagement to develop a whole of community prevention framework.\nUniversity of Sydney\n62,325\nEngagement for Preventure Program for youth in regional and rural NSW.\nUniversity Of Wollongong\n119,967\nAssessment of NSW Family and Carer Mental Health Program.\nUniversity Of Wollongong\n147,693\nAssessment of services of National Association for Loss and Grief (NALAG).\nUniversity Of Wollongong\n149,456\nAssessment of LikeMind service updates.\nYulang Indigenous Evaluation Pty Ltd\n200,000\nAppraisal of the NSW Aboriginal Mental Health and Wellbeing Strategy.\nSubtotal\n1,717,078\n \nOrganisational Review\n \n \nPricewaterhousecoopers Consulting \n(Australia) Pty Ltd\n795,278\nDelivery of \"Design the Future Possible\" for People and Culture for Future \nHealth Project.\nSubtotal\n795,278\n \n \n \n \nTraining\n \n \nCallaghan Cultural Consultancy Trust\n80,800\nReview of the Aboriginal Mental Health Workforce Training Program.\nSubtotal\n80,800\n \nConsultancies equal to or more \nthan $50,000\n2,593,156\nNSW Health\t\nAnnual Report 2022–23   :  Financial Performance   :  page 126\n\n\nConsultant\nAmount $\nConsultancies less than $50,000 \nDuring the year, 68 other consultancies were engaged in the following areas:\nManagement Services\n 1,358,007 \nOrganisational Review\n 72,698 \nLegal Services\n 125,857 \nIT\n 42,871 \nCapital Works\n 56,669 \nConsultancies less than $50,000\n1,656,102\nTotal\n4,249,258*\n* Amount does not reconcile to the financial statements as the financial statements include some non consultant expenses.\nPayment of accounts\nThe following tables provide payment performance information for the NSW Ministry of Health for 2022–23.\n2022–23 Aged analysis at the end of each quarter\nQuarter\nCurrent\nNot yet due\n$’000\nOverdue \n1–30 Days\n$’000\nOverdue\n31–60 Days\n$’000\nOverdue \n61 And over\n$’000\nAll suppliers¹\nSeptember\n77\n 22,769 \n 117 \n 2,639 \nDecember\n – \n 5,494 \n 685 \n 47 \nMarch \n – \n 2,690 \n 277 \n 154 \nJune \n – \n 4,605 \n 329 \n 983 \nSmall business suppliers¹\nSeptember\n – \n671\n0\n24\nDecember\n – \n800\n351\n0\nMarch \n – \n488\n22\n36\nJune \n – \n53\n0\n42\nNSW Health\t\nAnnual Report 2022–23   :  Financial Performance   :  page 127\n\n\nQuarter\nCurrent\nNot yet due\n$’000\nOverdue \n1–30 Days\n$’000\nOverdue\n31–60 Days\n$’000\nOverdue \n61 And over\n$’000\nAccounts due or paid within each quarter\nSeptember\nDecember \nMarch \nJune \nAll suppliers¹\nNumber of accounts due for payment\n3,030 \n3,299 \n 3,125 \n3,716 \nNumber of accounts paid on time    \n3,004 \n3,271 \n 3,094 \n3,673 \nActual percentage of accounts paid on time \n(based on number of accounts) \n99.1%\n99.2%\n99.0%\n98.8%\nDollar amount of accounts due for payment \n484,491\n505,669\n467,749\n478,059\nDollar amount of accounts paid on time \n483,935\n501,296\n467,467\n471,731\nActual percentage of accounts paid on time \n(based on $)\n100%\n99.1%\n99.9%\n98.7%\nNumber of payments for interest on overdue \naccounts\n0\n0\n0\n0\nInterest paid on overdue accounts ($)\n0\n0\n0\n0\nSmall business suppliers²\nNumber of accounts due for payment to \nsmall business\n945\n1,150\n1,113\n1,067\nNumber of accounts due to small businesses \npaid on time \n938\n1,141\n1,106\n1,059\nActual percentage of small business \naccounts paid on time (based on number of \naccounts)\n99%\n99.2%\n99.4%\n99.3%\nDollar amount of accounts due for payment \nto small businesses\n22591\n18,908 \n 16,404 \n16,454 \nDollar amount of accounts due to small \nbusinesses paid on time\n22522\n18,684 \n 16,352 \n16,436 \nActual percentage of small business \naccounts paid on time (based on $)\n100%\n98.8%\n99.7%\n99.9%\nNumber of payments to small business \nfor interest on overdue accounts\n0\n0\n0\n0\nInterest paid to small businesses \non overdue accounts \n0\n0\n0\n0\nNotes: 1. The reporting of all suppliers excludes payments between NSW Health entities. 2. The reporting of \nsmall business suppliers is in accordance with the definitions and requirements for small business as prescribed \nin the NSW Treasury Circular 11/21 Payment of Accounts.\t\t\n\t\nCommentary\nTime for payment of accounts for the NSW Ministry of Health showed a consistent performance over the year. \nDuring the year, measures have been taken to ensure Ministry staff are aware of NSW Treasury Circular 11/21 including \nconducting training sessions to educate relevant personnel about invoice approval processes. Actions are taken \nto monitor and promptly follow up invoice payments. The NSW Ministry of Health was not required to make \nany payment of interest on overdue accounts related to small business suppliers in the 2022-23 financial year. \nNSW Health\t\nAnnual Report 2022–23   :  Financial Performance   :  page 128\n\n\nNSW Treasury Managed Fund\nInsurable risks are covered by the NSW Treasury \nManaged Fund (TMF), of which the NSW Ministry of \nHealth (and its controlled organisations) is a member \nagency. The Health portfolio is a significant proportion \nof the TMF Fund and is identified as an independent \npool within the TMF Scheme.\nNSW Treasury provides funding to NSW Health \nvia a benchmark process. NSW Health pays deposit \ncontributions to icare for workers compensation, \nmotor vehicle, liability, property, and miscellaneous \nlines of business.\nWorkers’ compensation and motor vehicle contributions \nare actuarially determined and include an experience \nfactor. The aim of the deposit contribution funding \nis to allocate deposit contributions across the TMF with \nreference to benchmark expectations of relative \nclaims costs for the agencies in the TMF, and to provide \na financial incentiveto improve injury and claims \nmanagement outcomes.\nicare NSW, in administering the Treasury Managed \nFund, implemented the Agency Performance Adjustment \n(APA), replacing the workers compensation hindsight \nadjustments. The APA is an opportunity for Health entities \nto influence impacts by proactively managing workers \ncompensation performance. An unfavourable result \n$33.6 million was declared in 2022-23. \nNSW Treasury Managed Fund\n2022–23\nContributions paid \nto iCare ($000)\nFunding from \nNSW Treasury ($000)\nVariance \n($000)\nWorkers Compensation\n311,758\n301,029\n(10,729)\nMotor Vehicle\n10,446\n10,138\n(308)\nProperty\n24,592\n24,266\n(326)\nLiability\n337,030\n328,397\n(8,633)\nMiscellaneous\n513\n513\n0\nTotal TMF\n684,339\n664,343\n(19,996)\nVMO\n60,046\n58,635\n(1,411)\nTotal\n744,385\n722,978\n(21,407)\nNSW Health\t\nAnnual Report 2022–23   :  Financial Performance   :  page 129\n\n\nAsset Management overview\nNSW Health is focused on supporting local and statewide \noptimisation, sustainability, and maturity of assets to \nimprove patient care outcomes. This includes shifting the \nfocus to a whole of lifecycle approach for healthcare \nassets to improve performance and support the Future \nHealth strategy, aligned with NSW Health’s Asset \nManagement Policy Directive (PD2022_044) and other \npolicies and standards. Strategic asset management \ncapability has been enhanced to support continuous \nimprovement in asset data, system monitoring, \nperformance and reporting.\nNSW Health continues to consider return on investment \nfor asset management strategies through alignment \nwith patient and clinical services and risk minimisation. \nSix key focus areas set the strategic direction and drive \npolicy development and assurance across its asset \nmanagement portfolio. This includes reducing the risk \nof asset failures; key asset strategies programmed to align \nasset services and patient care outcomes; improving \nworkforce capability; evidence-based reporting to enable \ninformed and data driven decisions; balancing cost, risk \nand performance to identify opportunities for enhanced \noutcomes; and embedding lifecycle management and \nwhole-of-life approach.\nLand disposals \nThe properties sold in 2022-23 incurred gross proceeds of approximately $13.1 million. This represents a 13.2 per cent \nincrease in proceeds from sales compared to 2021-22 ($11.5 million) (Refer to table below).\nProceeds in 2022-23 were impacted by a NSW Government directive to pause all government disposal of property, \nwith limited exceptions such as transfer of real property between NSW Government agencies or transactions where \ncontracts were exchanged, and final completion was pending.\nAll sales were undertaken in accordance with government policy. Documents relating to these sales can be obtained \nunder the Government Information (Public Access) Act 2009.\nProperty\nStatus as at \n30 June 2023\nRevenue ($000's) \nCessnock, 19 Wine Country Drive \nContract Settled\n$236,000\nFreshwater, 10 Kooloora Avenue \nContract Settled\n$6,000,000\nKillarney Vale, 8 Hume Boulevard\nContract Settled\n$585,000 \nMarrickville, 158 Edinburgh Road \nContract Settled\n$3,000,000\nRandwick, 10 St Pauls Street\nContract Settled\n$2,220,000\nWagga Wagga, 69 Brookong Street\nContract Settled\n$578,000\nWalgett, 56 Fox Street \nContract Settled\n$20,000\nYass, 88 Meehan Street \nContract Settled\n$428,000\nTotal Gross\n$13,067,000 \nNSW Health\t\nAnnual Report 2022–23   :  Financial Performance   :  page 130\n\n\nCapital works\nNSW Health’s full year capital expenditure for 2022-23 (excluding capital expensing) was $2.3 billion for works in \nprogress and completed works. The total spent on capital in 2022-23 represents 8 per cent of the total Property, \nPlant and Equipment, Intangibles and Leased asset base.\nThe Capital Works Program total expenditure for NSW Health in 2022-23 was $2.5 billion, inclusive of capital expensing. \nThe program is jointly delivered by local health districts and other NSW Health organisations for projects valued at less \nthan $10 million, and by Health Infrastructure for projects valued at $10 million or more.\nCapital projects completed in 2022–23\nProject\nTotal cost\nNSW Ambulance\nEnergy Efficient Grants Program \n– Solar systems at various sites\n1,085,924 \nSt Ives Ambulance Station\n20,537,356 \nCentral Coast Local Health District\n \nHeadspace Lake Haven Enhancement\n950,000 \nLong Jetty Healthcare Centre\n1,285,000 \nGosford Hospital Mammography \nTomosynthesis for Breast Imaging\n326,922 \nFar West Local Health District\nBroken Hill Community Specialist \nPalliative Care Service\n800,000 \nHunter New England Local Health District \nPalliative Care Refurbishment\n704,538 \nTamworth Hospital – Linear Accelerator \nand Simulator CT Replacement\n4,947,641 \nBelmont Hospital ENT Miscroscope\n297,537 \nSolar Panel System – various sites \n314,624 \nIllawarra Shoalhaven Local Health District\nRemodelling and Refurbishment \nPaediatric Ward\n968,070 \nMurrumbidgee Local Health District\nStaff Accommodation – Tumut Hospital\n1,800,000 \nDeniliquin and Leeton Replacement of \nageing infrastructure\n5,700,000\nMid North Coast Local Health District\nMid North Coast Imaging \nService Upgrade\n1,678,847 \nMid North Coast Medical \nEquipment Upgrade\n4,198,890 \nMental Health accommodation \nleasehold fitout Coffs Harbour\n450,000 \nOral Health equipment\n344,619 \nSolar Panel System \n– Coff Harbour Hospital\n1,582,644 \nNepean Blue Mountains Local Health District \nMedical Accommodation Refurbishment\n524,174 \nCentral Sterilisation Service Departments\n1,605,086 \nProject\nTotal cost\nNorthern NSW Local Health District \nPalliative Care Refurbishment\n680,667 \nPlanning Grafton Base Hospital\n300,000 \nSolar Panel System \n– Byron Central Hospital\n873,191 \nOral Health equipment\n398,639 \nFlood Disaster Equipment Replacement\n1,400,000 \nNorthern Sydney Local Health District \nPalliative Care Refurbishment\n342,950 \nICE Inquiry Implementation Support\n384,758 \nRoyal North Shore Hospital – Drug and \nAlcohol Unit – Herbert Street Clinic\n300,467 \nRoyal North Shore Hospital \n– Cardiac Cath Lab Replacement\n932,925 \nRoyal North Shore Hospital \n– Kolling Audio-Visual Upgrades\n1,914,597 \nRoyal North Shore Hospital \n– Linear Accelerator Equipment\n2,895,988 \nSydney Children’s Hospitals Network\n \nAmbulance Replacement – NETS\n481,679 \nRandwick Stealth Station Navigation \nSystem Procurement\n500,184 \nWestmead Stealth Station Navigation \nSystem Replacement\n682,645 \nWestmead 1.5T MRI Software Upgrade\n267,391 \nSouth Eastern Sydney Local Health District\nStatewide Telestroke Service\n573,308 \nPalliative Care Refurbishment\n680,586 \nAdult Survivors of Child Sexual Abuse \nPilot Project\n882,000 \nNelune Comprehensive Cancer Care \nCentre – Linear Accelerator Replacement\n2,595,078 \nTrans and Gender Diverse Health Service \nSydney Hub\n481,954 \nMental Health Virtual Care Centre\n550,000 \nSt George Hospital ECG Device \nCompatibility\n462,278 \nNSW Health\t\nAnnual Report 2022–23   :  Financial Performance   :  page 131\n\n\nProject\nTotal cost\nSouthern NSW Local Health District\nPalliative Care Refurbishment\n502,570 \nCrookwell Hospital Redevelopment\n2,926,444 \nSERH-ANU Simulation Training Centre\n712,066 \nQueanbeyan Renal Unit Reverse Osmosis\n274,545 \nCooma Hospital Replacement \nof CT Scanner\n742,498 \nSurgery and Endoscopy Equipment\n767,877 \nICE Inquiry Implementation Support\n251,396 \nGoulburn Theatre Equipment\n818,741 \nVirtual Rural Generalist Service\n500,408 \nSouth Western Sydney Local Health District\nBankstown Hospital MRI\n1,970,090 \nCampbelltown Hospital CT\n1,438,077 \nLiverpool Carpark Infrastructure upgrade\n633,380 \nKaritane Residential Parenting Unit \n– Birunji Unit\n3,100,826 \nBankstown Lidcombe Hospital Neuro \n& Plastic Surgery Microscope\n336,349 \nLiverpool Hospital Corindus Robot\n750,000 \nDental Chairs at Yagoona, Ingleburn \nand Tahmoor\n334,012 \nLiverpool Hospital Mental Health \nCOVID Pod Ventilation System\n286,200 \nSydney Local Health District\n \nCanterbury Hospital Education Centre\n1,500,000 \nConcord Hospital \n– 5 East Short Stay Unit\n 1,100,000 \nConcord Hospital \n– Mass Spectrometer Replacement\n 284,481 \nConcord Hospital – PET-CT Service\n3,400,001 \nConcord Hospital – Central Sterilising \n& Supply Department\n1,350,000 \nICE Inquiry Implementation Support\n450,000 \nMask Fit Testing and Education \nMobile Bus\n310,966 \nPalliative Care Refurbishment\n698,232 \nRPA Hospital – Carpark Boom Gate\n 453,991 \nRPA Hospital – Gloucester House \nLevel 7 Refurbishment\n1,799,975 \nRPA Hospital – Infusion Centre – Stage 2\n 4,499,990 \nRPA Hospital – Ophthalmology Operating \nTheatre Equipment\n761,232 \nRPA Hospital – Strategic Relations \n& Communications Relocation\n 1,500,001 \nRPA Hospital – iCT Replacement \n– Radiology\n1,128,688 \nSydney Dental Hospital \n– Level 6 Staff Hub\n376,610 \nProject\nTotal cost\nWestern NSW Local Health District\n \nRemote Mobile Computed Tomography \n(CT) Service for Cobar, Bourke, Walgett\n2,102,558\nPalliative Care Refurbishment\n1,152,260 \nBathurst MRI\n 4,920,000 \nBathurst MRI Anaesthetic Machine\n272,724 \nOrange Health Service – Linear \nAccelerator Replacement\n4,216,968 \nRegional NSW Health Worker \nHousing Measure\n 7,900,000 \nBiomedical Equipment Upgrade\n 6,000,000 \nBathurst X-ray Room Replacements\n 663,534 \nDubbo and Parkes Hospital Stryker \nTheatre Integration\n1,700,000 \nOrange Hospital Philips Patient \nMonitoring Upgrade\n 250,000 \nNitrous Oxide – Oxygen Mixer\n300,000 \nIncubators\n 495,506 \nICE Inquiry Implementation Support\n871,000 \nKey Health Worker Accommodation \n(North and South Sector)\n 6,000,000 \nEducation Support Simulation Centre\n1,008,471 \nOrange Health Service ENT \nOutpatient Clinic\n 346,338 \nWestern Sydney Local Health District\n \nPalliative Care Refurbishment\n2,119,666 \nWestmead Radiation Oncology-Replace \nCT and Install MRI\n5,650,623 \nWestmead Radiology 1.5T MRI Upgrade\n1,100,000 \nMajor problems and issues which arose \nfrom major capital works in progress\nThere were no major capital program problems \nor issues evident in the reporting period.\nMajor works in progress, cost to date, \ndates of completion, significant \ncost overruns or delays/amendments\nThere were no significant cost overruns, delays \nor amendments evident in the reporting period.\nNSW Health\t\nAnnual Report 2022–23   :  Financial Performance   :  page 132\n\n\nINDEPENDENT AUDITOR’S REPORT \nMinistry of Health (the Ministry) and the Consolidated Entity \nTo Members of the New South Wales Parliament \nOpinion \nI have audited the accompanying financial statements of the Ministry of Health (the Ministry) and the \nConsolidated Entity, which comprises the Statement by the Accountable Authority, the Statements of \nComprehensive Income for the year ended 30 June 2023, the Statements of Financial Position as at \n30 June 2023, the Statements of Changes in Equity and the Statements of Cash Flows for the year \nthen ended, notes comprising a Statement of Significant Accounting Policies and other explanatory \ninformation of the Ministry and the Consolidated Entity. The Consolidated Entity comprises the \nMinistry and the entities it controlled at the year’s end or from time to time during the financial year. \nIn my opinion, the financial statements: \n•\nhave been prepared in accordance with Australian Accounting Standards and the applicable\nfinancial reporting requirements of the Government Sector Finance Act 2018 (GSF Act), the\nGovernment Sector Finance Regulation 2018 (GSF Regulation) and the Treasurer's Directions\n•\npresents fairly the financial position, financial performance and cash flows of the Ministry and\nthe Consolidated Entity.\nMy opinion should be read in conjunction with the rest of this report. \nBasis for Opinion \nI conducted my audit in accordance with Australian Auditing Standards. My responsibilities under the \nstandards are described in the ‘Auditor’s Responsibilities for the Audit of the Financial Statements’ \nsection of my report. \nI am independent of the Ministry and the Consolidated Entity in accordance with the requirements of \nthe: \n•\nAustralian Auditing Standards\n•\nAccounting Professional and Ethical Standards Board’s APES 110 ‘Code of Ethics for\nProfessional Accountants (including Independence Standards)’ (APES 110).\nParliament promotes independence by ensuring the Auditor-General and the Audit Office of \nNew South Wales are not compromised in their roles by: \n•\nproviding that only Parliament, and not the executive government, can remove an\nAuditor-General\n•\nmandating the Auditor-General as auditor of public sector agencies\n•\nprecluding the Auditor-General from providing non-audit services.\nI have fulfilled my other ethical responsibilities in accordance with APES 110. \nI believe the audit evidence I have obtained is sufficient and appropriate to provide a basis for my \naudit opinion. \nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 133\n\n\nKey Audit Matters \nKey audit matters are those matters that, in my professional judgement, were of most significance in \nmy audit of the financial statements for the year ended 30 June 2023. These matters were addressed \nin the context of my audit of the financial statements as a whole, and in forming my opinion thereon. I \ndo not provide a separate opinion on these matters. \nKey Audit Matter \nHow my audit addressed the matter \nValuation of property, plant and equipment \nRefer to Note 25 Property, plant and equipment \nAt 30 June 2023, the Consolidated Entity reported \n$28.4 billion in infrastructure, property, plant and \nequipment measured at fair value comprised of:  \n• \n$26.0 billion - land and buildings  \n• \n$1.5 billion - plant and equipment  \n• \n$0.9 billion - infrastructure. \n \nI considered this area a key audit matter due to the:  \n• \nfinancial significance, geographical distribution \nand specialised or unique nature of health and \nhealth infrastructure assets;  \n• \nhigh degree of management judgement required \nin respect of classifying project costs as capital or \nexpense; and  \n• \ncomplexities associated with the application of \nAASB 13 Fair Value Measurement being \ndependent on assumptions that require \nsignificant judgement in areas such as: \n- \nidentifying components of buildings and \ndetermining their current replacement cost  \n- \nforecasting remaining useful lives  \n- \napplication of discount rates  \n- \nassessment of the conditions of the assets  \n- \nassessment of the financial impact of \nindicators of impairment. \nTo address the key audit matter, I:  \n• \nassessed the adequacy of management's review \nof the valuation process;  \n• \nassessed the competence, capabilities and \nobjectivity of management's valuers; \n• \nreviewed the scope and instructions provided to \nthe valuers and obtained an understanding of the \nmethodology used and its appropriateness with \nreference to relevant Australian Accounting \nStandards and Treasurer’s Directions; \n• \nassessed the appropriateness of the components \nof buildings used for measuring gross \nreplacement cost with reference to common \nindustry practice; \n• \ntested a sample of costs allocated to work in \nprogress to assess the appropriateness of \ncapitalisation; \n• \nevaluated whether the useful lives applied to the \nvarious asset classes were consistent with \nmanagement's planned usage of those assets; \n• \nassessed the reasonableness and \nappropriateness of judgement used by \nmanagement to assess non-financial assets for \nimpairment. This included the process employed \nto monitor impairment indicators; and \n• \nassessed the adequacy of the financial statement \ndisclosures against the requirements of \napplicable Australian Accounting Standards and \nTreasurer’s Directions. \nExistence and valuation of COVID-19 related inventories (including Rapid Antigen Tests {RATs}) \nRefer to Note 22 Inventories \nAt 30 June 2023, the Consolidated Entity reported a \ntotal net inventory balance of $451.6 million (COVID-\n19 related inventories balance was $412.7 million; of \nwhich, $68.78 million related to RATs).  This was \ncomprised of a total gross inventory balance of \n$737.4 million, offset by a total impairment provision \nof $285.8 million (RATs: $251.2 million; General: \n$34.6 million) \nI considered this area a key audit matter due to the \ncomplexities associated with: \n• \nprocurement and distribution processes with the \nCommonwealth; \n• \nobtaining a reliable measurement base for \nvaccines received free of charge; and \nTo address the key audit matter, I: \n• \nreviewed and verified the key components of \nmanagement's approach to valuing COVID-19 \ninventory lines relevant for the 2022-23 financial \nreporting period; \n• \nobtained an understanding of the systems and \nprocesses relied upon to manage inventory \nholdings; \n• \nassessed the inputs and logic applied in arriving \nat the 2023 inventory impairment assessment; \nand \n• \ntested a sample of transactions verifying price \nand quantity movements back to supporting \ndocumentation. \nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 134\n\n\nKey Audit Matter \nHow my audit addressed the matter \n• \nan evolving environment where responses to the \nCOVID-19 pandemic during 2023 were different \nto previous years.  \n \nRecognition and measurement of grants and contributions revenue \nRefer to Note 11 Grants and Other Contributions \nOf the $9.1 billion recognised as grants and other \ncontributions revenue during the year, over $8 billion \nrelated to the funding arrangements through the \nNational Health Reform Agreement (NHRA) and the \nNational Partnership Agreement (NPA) in 2022-23. \nI considered this area a key audit matter due to the: \n• \nsignificance of the balance relative to the \nConsolidated Entity's Statement of \nComprehensive Income; \n• \ndifferent types of performance obligations \nattached to each revenue stream; \n• \ncontinuous funding received over more than one \nfinancial reporting period; and \n• \nevolving environment where certain funding \nstreams and agreements were wound up in 2023. \n \n \nTo address the key audit matter, I: \n• \ndocumented and understood the nature of the \nkey revenue streams relating to the NHRA and \nNPA; \n• \nreviewed the terms and conditions contained \nwithin the key funding agreements entered with \nthe Commonwealth; \n• \nassessed the key accounting treatments applied \nto each type of grant funding stream;  \n• \nunderstood and assessed the implications \nresulting from expiration of any agreement; and \n• \nreviewed a sample of transactions to ensure the \nappropriate accounting treatment had been \napplied. \n \nProvision for Parental Leave \nRefer to Note 34 Provisions \nAt 30 June 2023, the Consolidated Entity reported a \n$117.5 million provision in relation to enhanced paid \nparental leave entitlements. \nBefore 1 October 2022, the parent with primary \nresponsibility for the care of their child at the time of \nbirth, adoption or surrogacy could take up to 14 \nweeks of paid parental leave.  \nThe other parent could take 2 weeks paid parental \nleave at the time of birth, adoption or surrogacy plus \nup to 12 weeks paid parental leave if they assumed \nprimary responsibility for the care of their child during \nthat period (and their partner has returned to work or \nstudy). \nUnder the new entitlements, that came into effect for \neligible NSW Government sector employees who \nhave babies born on or after 1 October 2022 \n(regardless of the expected date of birth) and have at \nleast 40 weeks of continuous service, both parents \ncan take up to 14 weeks paid parental leave (and a \nfurther 2 weeks bonus leave if certain conditions are \nmet). This is also now available to employees who \nbecome parents or guardians to a child under a \npermanent out of home care order. \nI considered this area a key audit matter due to the: \n• \nsignificance of the balance; and \n• \ncomplexities regarding inputs used in calculating \nthe balance. \n \nTo address the key audit matter, I: \n• \nobtained and understood management's process \nsupporting the calculation of the balance; \n• \ntested the reasonableness of assumptions \nunderlying the provision balance; and \n• \nperformed detailed testing on a sample of \nemployees included in the provision balance to \nensure these employees met the eligibility \ncriteria. \n \n \nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 135\n\n\nSecretary’s Responsibilities for the Financial Statements \nThe Secretary is responsible for the preparation and fair presentation of the financial statements in \naccordance with Australian Accounting Standards and the GSF Act, GSF Regulation and Treasurer’s \nDirections. The Secretary’s responsibility also includes such internal control as the Secretary \ndetermines is necessary to enable the preparation and fair presentation of the financial statements \nthat are free from material misstatement, whether due to fraud or error. \nIn preparing the financial statements, the Secretary is responsible for assessing the ability of the \nMinistry and the Consolidated Entity to continue as a going concern, disclosing as applicable, matters \nrelated to going concern and using the going concern basis of accounting. \nAuditor’s Responsibilities for the Audit of the Financial Statements \nMy objectives are to: \n• \nobtain reasonable assurance about whether the financial statements as a whole are free from \nmaterial misstatement, whether due to fraud or error \n• \nissue an Independent Auditor’s Report including my opinion. \n \nReasonable assurance is a high level of assurance but does not guarantee an audit conducted in \naccordance with Australian Auditing Standards will always detect material misstatements. \nMisstatements can arise from fraud or error. Misstatements are considered material if, individually or \nin aggregate, they could reasonably be expected to influence the economic decisions users take \nbased on the financial statements. \nA description of my responsibilities for the audit of the financial statements is located at the Auditing \nand Assurance Standards Board website at: www.auasb.gov.au/auditors_responsibilities/ar5.pdf. The \ndescription forms part of my auditor’s report. \nThe scope of my audit does not include, nor provide assurance: \n• \nthat the Ministry and the Consolidated Entity carried out their activities effectively, efficiently and \neconomically \n• \nabout the assumptions used in formulating the budget figures disclosed in the financial \nstatements \n• \nabout the security and controls over the electronic publication of the audited financial \nstatements on any website where they may be presented \n• \nabout any other information which may have been hyperlinked to/from the financial statements. \n \n \n \nLisa Berwick \nDirector, Financial Audit \nDelegate of the Auditor-General for New South Wales \n3 November 2023 \nSYDNEY \n \nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 136\n\n\n1.\na.\nb.\nc.\n2.\n3.\nSusan Pearce AM \nSecretary, NSW Health\n27 October 2023\napplicable requirements of the GSF Act, the Government Sector Finance Regulation 2018; and\nTreasurer's Directions issued under the GSF Act.\nThe financial statements present fairly the Ministry of Health's financial position as at 30 June 2023 and the\nfinancial performance and cash flows for the year then ended.\nWe are not aware of any circumstances which would render any particulars in the financial statements to be\nmisleading or inaccurate.\nSteve Carr\nActing Deputy Secretary, Financial Services and Asset \nManagement and Chief Financial Officer, NSW Health \n27 October 2023\nAustralian Accounting Standards (AAS) (which include Australian Accounting Interpretations);\nMinistry of Health\nStatement by the Accountable Authority\nfor the year ended 30 June 2023\nWe state, pursuant to section 7.6(4) of the Government Sector Finance Act 2018 ('GSF Act'):\nThe financial statements of the Ministry of Health for the year ended 30 June 2023 have been prepared in\naccordance with:\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 137\n\n\nMinistry of Health\nStatement of Comprehensive Income for the year ended 30 June 2023\nConsolidated\nConsolidated\nConsolidated\nParent\nParent\nActual \nBudget\nActual\nActual \nActual \nRestated\n 2023\n 2023\n 2022\n 2023\n 2022\nNotes\n$000\n$000\n$000\n$000\n$000\nContinuing operations\nExpenses excluding losses\nEmployee related expenses\n2\n17,192,005\n18,224,727\n16,165,945\n262,087\n237,324\nOperating expenses\n3\n8,969,218\n9,117,307\n9,678,753\n1,232,023\n1,425,977\nDepreciation and amortisation\n4\n1,377,606\n1,384,749\n1,215,765\n10,903\n38,067\nGrants and subsidies\n5\n1,872,061\n1,833,475\n2,004,750\n25,541,940\n24,805,558\nFinance costs\n6\n118,624\n124,267\n126,386\n13\n13,007\nTotal expenses excluding losses\n29,529,514\n30,684,525\n29,191,599\n27,046,966\n26,519,933\nRevenue\n    \nAppropriations\n8\n17,588,577\n18,729,865\n17,135,207\n17,588,577\n17,135,207\nAcceptance by the Crown1 of \nemployee benefits and other \nliabilities\n 12\n420,395\n501,250\n(98,059)\n8,033\n660\nSale of goods and services from \ncontracts with customers\n9\n2,911,285\n2,784,707\n2,517,515\n238,788\n187,150\nInvestment revenue\n10\n73,239\n33,185\n5,894\n3,875\n857\nGrants and other contributions\n11\n9,112,271\n9,153,087\n10,498,607\n8,526,537\n9,660,037\nOther income\n13\n75,631\n109,610\n76,376\n18,837\n18,054\nTotal  revenue\n30,181,398\n31,311,704\n30,135,540\n26,384,647\n27,001,965\nOperating result\n651,884\n627,179\n943,941\n(662,319)\n482,032\nGains / (losses) on disposal\n14\n(27,429)\n-\n127,658\n(189)\n113,000\nImpairment losses on financial assets\n20\n(57,087)\n-\n(63,439)\n(595)\n-\nOther gains / (losses)\n15\n(164,036)\n(10,283)\n(65,755)\n(41)\n-\nNet result from continuing operations\n403,332\n616,896\n942,405\n(663,144)\n595,032\n-\n-\n-\n-\n-\nNet result\n403,332\n616,896\n942,405\n(663,144)\n595,032\nNet result from discontinued operations\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 138\n\n\nMinistry of Health\nStatement of Comprehensive Income for the year ended 30 June 2023 (continued)\nConsolidated\nConsolidated\nConsolidated\nParent\nParent\nActual \nBudget\nActual\nActual \nActual \nRestated\n 2023\n 2023\n 2022\n 2023\n 2022\nNotes\n$000\n$000\n$000\n$000\n$000\nOther comprehensive income\nItems that will not be reclassified to \nnet result in subsequent periods\nChanges in revaluation surplus of  \nproperty, plant and equipment\n25\n1,391,934\n-\n2,169,321\n4,586\n23,648\nTotal other comprehensive income\n1,391,934\n-\n2,169,321\n4,586\n23,648\nTOTAL COMPREHENSIVE INCOME\n1,795,266\n616,896\n3,111,726\n(658,558)\n618,680\nThe accompanying notes form part of these financial statements.\nSee Note 17 for details regarding restated prior year balances for the consolidated entity.\n1Crown represents 'The Crown in right of the State of New South Wales'. \nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 139\n\n\nMinistry of Health\nStatement of Financial Position as at 30 June 2023\nConsolidated\nConsolidated\nConsolidated\nConsolidated\nParent\nParent\nActual \nBudget\nActual\nActual\nActual \nActual \nRestated\nRestated\n 2023\n 2023\n 2022\n1 July 2021\n 2023\n 2022\nNotes\n$000\n$000\n$000\n$000\n$000\n$000\nASSETS\nCurrent assets\nCash and cash \nequivalents\n19\n2,475,288\n1,594,185\n2,887,006\n2,031,071\n426,486\n614,647\nReceivables\n20\n1,152,214\n1,103,413\n1,462,370\n1,249,015\n217,780\n648,384\nContract assets\n21\n2,260\n1,794\n1,307\n1,794\n460\n363\nInventories\n22\n451,621\n141,544\n845,077\n635,787\n33,589\n39,898\nFinancial assets at fair \nvalue\n23\n97,322\n155,992\n98,475\n161,750\n-\n-\nOther financial assets\n24\n46\n73\n77\n3,073\n206,553\n500,800\n4,178,751\n2,997,001\n5,294,312\n4,082,490\n884,868\n1,804,092\nNon-current assets \nheld for sale\n28\n304\n294\n3,304\n2,835\n-\n-\nTotal current assets\n4,179,055\n2,997,295\n5,297,616\n4,085,325\n884,868\n1,804,092\nNon-current assets\nReceivables\n20\n150,259\n12,288\n22,696\n35,441\n-\n-\nFinancial assets at fair \nvalue\n23\n9,148\n26,264\n9,911\n32,122\n-\n-\nOther financial assets\n24\n88,541\n-\n86,413\n84,369\n-\n3,028\nProperty, plant and \nequipment\n  - Land and buildings\n25\n26,039,753\n24,234,843\n24,152,287\n21,521,208\n169,391\n172,288\n  - Plant and \n    equipment\n25\n1,521,397\n1,769,553\n1,484,798\n1,377,023\n18,141\n26,222\n  - Infrastructure \n    systems\n25\n881,665\n576,093\n711,766\n617,435\n941\n988\nTotal property, plant \nand equipment\n28,442,815\n26,580,489\n26,348,851\n23,515,666\n188,473\n199,498\nRight-of-use assets\n26\n626,715\n520,991\n612,731\n1,114,697\n776\n17,671\nIntangible assets\n27\n732,046\n888,346\n697,217\n689,554\n7,072\n3,208\nOther non-current \nassets\n0\n-\n88,361\n-\n-\n-\n-\nTotal non-current assets\n30,049,524\n28,116,739\n27,777,819\n25,471,849\n196,321\n223,405\nTotal assets\n34,228,579\n31,114,034\n33,075,435\n29,557,174\n1,081,189\n2,027,497\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 140\n\n\nMinistry of Health\nStatement of Financial Position as at 30 June 2023 (continued)\nConsolidated\nConsolidated\nConsolidated\nConsolidated\nParent\nParent\nActual \nBudget\nActual\nActual\nActual \nActual \nRestated\nRestated\n 2023\n 2023\n 2022\n1 July 2021\n 2023\n 2022\nNotes\n$000\n$000\n$000\n$000\n$000\n$000\nLIABILITIES\nCurrent liabilities\nPayables\n31\n1,941,442\n2,063,077\n2,376,208\n1,881,948\n560,116\n874,999\nContract liabilities\n32\n57,031\n69,271\n56,030\n70,587\n545\n1,670\nBorrowings\n33\n180,621\n169,872\n168,040\n185,131\n156\n11,007\nProvisions\n34\n3,287,690\n2,995,452\n3,481,653\n2,869,052\n81,191\n42,718\nOther current liabilities\n35\n120,194\n105,580\n91,209\n136,045\n3,000\n3,000\nTotal current liabilities\n5,586,978\n5,403,252\n6,173,140\n5,142,763\n645,008\n933,394\nNon-current liabilities\nContract liabilities\n32\n556\n31,682\n1,081\n-\n-\n-\nBorrowings\n33\n1,479,710\n1,381,985\n1,503,033\n2,124,812\n629\n6,482\nProvisions\n34\n54,321\n63,443\n61,230\n64,231\n720\n659\nOther non-current \nliabilities\n35\n318,605\n312,443\n334,404\n334,547\n-\n-\nTotal non-current liabilities\n1,853,192\n1,789,553\n1,899,748\n2,523,590\n1,349\n7,141\nTotal liabilities\n7,440,170\n7,192,805\n8,072,888\n7,666,353\n646,357\n940,535\nNet assets\n26,788,409\n23,921,229\n25,002,547\n21,890,821\n434,832\n1,086,962\nEQUITY\nReserves\n11,083,538\n8,549,530\n9,701,661\n7,544,820\n155,796\n151,210\nAccumulated funds\n15,704,871\n15,371,699\n15,300,886\n14,346,001\n279,036\n935,752\nTotal equity\n26,788,409\n23,921,229\n25,002,547\n21,890,821\n434,832\n1,086,962\nThe accompanying notes form part of these financial statements.\nSee Note 17 for details regarding restated prior year balances for the consolidated entity.\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 141\n\n\nMinistry of Health\nStatement of Changes in Equity for the year ended 30 June 2023\nAccumulated \nFunds\nAsset \nRevaluation \nSurplus\nTotal\nCONSOLIDATED\nNotes\n$000\n$000\n$000\nBalance at 1 July 2022\n15,317,397\n9,701,661\n25,019,058\nCorrection of error - long service leave calculations\n17\n(16,511)\n-\n(16,511)\nRestated balance at 1 July 2022\n15,300,886\n9,701,661\n25,002,547\nNet result for the year\n403,332\n-\n403,332\nOther comprehensive income:\nNet changes in revaluation surplus of property, plant and \nequipment\n25\n-\n1,391,934\n1,391,934\nTotal other comprehensive income\n-\n1,391,934\n1,391,934\nTotal comprehensive income for the year\n403,332\n1,391,934\n1,795,266\nTransfer of asset revaluation surplus to accumulated funds on \ndisposal of assets\n10,057\n(10,057)\n-\nTransactions with owners in their capacity as owners\nIncrease / (decrease) in net assets from equity transfers\n36\n(9,404)\n-\n(9,404)\nBalance at 30 June 2023\n15,704,871\n11,083,538\n26,788,409\nBalance at 1 July 2021\n14,364,873\n7,544,820\n21,909,693\nCorrection of error - long service leave calculations\n17\n(18,872)\n-\n(18,872)\nRestated balance at 1 July 2021\n14,346,001\n7,544,820\n21,890,821\nRestated net result for the year\n942,405\n-\n942,405\nOther comprehensive income:\nNet changes in revaluation surplus of property, plant and \nequipment\n25\n-\n2,169,321\n2,169,321\nTotal other comprehensive income\n-\n2,169,321\n2,169,321\nRestated total comprehensive income for the year\n942,405\n2,169,321\n3,111,726\nTransfer of asset revaluation surplus to accumulated funds on \ndisposal of assets\n12,480\n(12,480)\n-\nRestated balance at 30 June 2022\n15,300,886\n9,701,661\n25,002,547\nThe accompanying notes form part of these financial statements.\nSee Note 17 for details regarding restated prior year balances for the consolidated entity.\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 142\n\n\nMinistry of Health\nStatement of Changes in Equity for the year ended 30 June 2023 (continued)\nAccumulated \nFunds\nAsset \nRevaluation \nSurplus\nTotal\nPARENT\nNotes\n$000\n$000\n$000\nBalance at 1 July 2022\n935,752\n151,210\n1,086,962\nNet result for the year\n(663,144)\n-\n(663,144)\nOther Comprehensive Income\nNet changes in revaluation surplus of property, plant and \nequipment\n25\n-\n4,586\n4,586\nTotal other comprehensive income\n-\n4,586\n4,586\nTotal comprehensive income for the year\n(663,144)\n4,586\n(658,558)\nTransactions with owners in their capacity as owners\nIncrease / (decrease) in net assets from equity transfers\n36\n6,428\n-\n6,428\nBalance at 30 June 2023\n279,036\n155,796\n434,832\nBalance at 1 July 2021\n325,622\n132,542\n458,164\nNet result for the year\n595,032\n-\n595,032\nOther comprehensive income\nNet changes in revaluation surplus of property, plant and \nequipment\n25\n-\n23,648\n23,648\nTotal other comprehensive income\n-\n23,648\n23,648\nTotal comprehensive income for the year\n595,032\n23,648\n618,680\nTransfer of asset revaluation surplus to accumulated funds on \ndisposal of assets\n4,980\n(4,980)\n-\nTransactions with owners in their capacity as owners\nIncrease / (decrease) in net assets from equity transfers\n36\n10,118\n-\n10,118\nBalance at 30 June 2022\n935,752\n151,210\n1,086,962\nThe accompanying notes form part of these financial statements.\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 143\n\n\nMinistry of Health\nStatement of Cash Flows for the year ended 30 June 2023\nConsolidated\nConsolidated\nConsolidated\nParent\nParent\nActual \nBudget\nActual \nActual \nActual \n 2023\n 2023\n 2022\n 2023\n 2022\nNotes\n$000\n$000\n$000\n$000\n$000\nCASH FLOWS FROM OPERATING \nACTIVITIES\nPayments\nEmployee related\n(17,180,143)\n(17,881,087)\n(16,017,031)\n(263,417)\n(240,411)\nSuppliers for goods and services\n(10,286,776)\n(9,863,695)\n(10,416,343)\n(1,678,736)\n(1,132,254)\nGrants and subsidies\n(1,846,428)\n(1,775,966)\n(1,921,670)\n(25,525,039)\n(24,911,141)\nFinance costs\n(118,624)\n(124,267)\n(126,386)\n(13)\n(13,008)\nTotal payments\n(29,431,971)\n(29,645,015)\n(28,481,430)\n(27,467,205)\n(26,296,814)\nReceipts\nAppropriations\n17,588,577\n18,729,865\n17,135,207\n17,588,577\n17,135,207\nReimbursements from the Crown1\n285,694\n-\n266,380\n3,593\n5,076\nSale of goods and services\n2,780,170\n2,765,322\n2,536,109\n152,620\n176,921\nInterest received\n63,750\n31,325\n14,088\n3,875\n857\nGrants and other contributions\n9,498,243\n9,145,130\n10,100,072\n8,970,484\n9,417,131\nOther \n1,163,163\n1,609,413\n1,129,002\n263,136\n220,440\nTotal receipts\n31,379,597\n32,281,055\n31,180,858\n26,982,285\n26,955,632\nNET CASH FLOWS FROM \nOPERATING ACTIVITIES\n41\n1,947,626\n2,636,040\n2,699,428\n(484,920)\n658,818\nCASH FLOWS FROM INVESTING \nACTIVITIES\nProceeds from sale of property, plant \nand equipment and intangibles\n25,289\n15,000\n16,284\n6,428\n10,133\nProceeds from sale of financial assets\n9,334\n2,923\n132,365\n-\n-\nPurchases of property, plant and \nequipment and intangibles\n(2,208,865)\n(2,448,017)\n(1,751,079)\n(6,775)\n(6,511)\nPurchases of financial assets\n-\n-\n(42,949)\n-\n-\nOther\n78\n(305,733)\n75\n297,274\n(188,391)\nNET CASH FLOWS FROM \nINVESTING ACTIVITIES\n(2,174,164)\n(2,735,827)\n(1,645,304)\n296,927\n(184,769)\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 144\n\n\nMinistry of Health\nStatement of Cash Flows for the year ended 30 June 2023 (continued)\nConsolidated\nConsolidated\nConsolidated\nParent\nParent\nActual \nBudget\nActual \nActual \nActual \n 2023\n 2023\n 2022\n 2023\n 2022\nNotes\n$000\n$000\n$000\n$000\n$000\nCASH FLOWS FROM FINANCING \nACTIVITIES\nProceeds from borrowings and advances\n-\n(600)\n-\n-\n-\nRepayment of borrowings and advances\n(25,811)\n(170,216)\n(23,200)\n-\n-\nPayment of principal portion of \nservice concession financial liability\n(1,464)\n-\n(1,359)\n-\n-\nPayment of principal portion of lease \nliabilities\n(160,109)\n-\n(173,761)\n(168)\n(19,470)\nProceeds / (payment) of derivatives\n2,250\n-\n-\n-\n-\nNET CASH FLOWS FROM \nFINANCING ACTIVITIES\n(185,134)\n(170,816)\n(198,320)\n(168)\n(19,470)\nNET INCREASE / (DECREASE) IN \nCASH AND CASH EQUIVALENTS\n(411,672)\n(270,603)\n855,804\n(188,161)\n454,579\nOpening cash and cash equivalents\n2,887,006\n1,864,788\n2,031,071\n614,647\n160,068\nEffects of exchange rate changes on \ncash and cash equivalents\n(46)\n-\n131\n-\n-\nCLOSING CASH AND CASH \nEQUIVALENTS\n19\n2,475,288\n1,594,185\n2,887,006\n426,486\n614,647\n1Crown represents 'The Crown in right of the State of New South Wales'.\nThe accompanying notes form part of these financial statements.\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 145\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n1.\nStatement of Significant Accounting Policies\n(a)\nReporting entity\n●\nAgency for Clinical Innovation\n●\nJustice Health and Forensic Mental Health Network\n●\nAlbury Base Hospital\n●\nMid North Coast Local Health District\n●\nAlbury Wodonga Health Employment Division\n●\nMurrumbidgee Local Health District\n●\nBureau of Health Information\n●\nNepean Blue Mountains Local Health District\n●\nCancer Institute NSW\n●\nNorthern NSW Local Health District\n●\nCentral Coast Local Health District\n●\nNorthern Sydney Local Health District\n●\nClinical Excellence Commission\n●\nSouth Eastern Sydney Local Health District\n●\nFar West Local Health District\n●\nSouth Western Sydney Local Health District\n●\nGraythwaite Charitable Trust (per Supreme Court order)\n●\nSouthern NSW Local Health District\n●\nHealth Administration Corporation\n●\nSydney Local Health District\n●\nHealth Education and Training Institute\n●\nThe Sydney Children's Hospitals Network\n●\nHunter New England Local Health District\n●\nWestern NSW Local Health District\n●\nIllawarra Shoalhaven Local Health District\n●\nWestern Sydney Local Health District\n●\nAmbulance Service of NSW\n●\nHealth System Support Group\n●\neHealth NSW\n●\nHealthShare NSW\n●\nHealth Infrastructure\n●\nNSW Health Pathology\n(b)\nPrinciples of consolidation\nThe Ministry of Health (the Ministry or Parent) is a NSW government entity and is controlled by the State of New South\nWales, which is the immediate and ultimate parent. The Ministry is a not-for-profit entity (as profit is not its principal\nobjective) and it has no cash generating units. The Ministry and its controlled entities are consolidated as part of the NSW\nTotal State Sector Accounts.\nThe Ministry controls the Local Health Districts established from 1 January 2011, as well as other controlled entities\nconstituted under the Health Services Act 1997 which include:\nThe Health Administration Corporation includes the operations of:\nThe Ministry and its controlled entities are collectively referred to as the consolidated entity.\nThe consolidated financial statements also include results for the parent entity thereby capturing the central\nadministrative function of the Ministry.\nThese consolidated financial statements for the year ended 30 June 2023 have been authorised for issue by the Secretary,\nNSW Health on the date the accompanying statement was signed.\nThe financial statements of the controlled entities are prepared for the same reporting period as the parent entity using\nuniform accounting policies for like transactions and other events in similar circumstances. As a result, no adjustments\nwere required for any dissimilar accounting policies.\nThe consolidated financial statements comprise the financial statements of the parent entity and its controlled entities,\nafter elimination of all inter-entity transactions and balances. The controlled entities are consolidated from the date the\nparent entity obtained control and until such time as control passes.\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 146\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n1.\nStatement of Significant Accounting Policies (continued)\n(c)\nBasis of preparation\n●\n●\n●\n(d)\nStatement of Compliance\n(e)\nAccounting for the Goods & Services tax (GST)\n●\n●\nProperty, plant and equipment, assets held for sale and certain financial assets and liabilities are measured using the fair\nvalue basis. Other financial statement items are prepared in accordance with the historical cost convention except where\nspecified otherwise.\nJudgements, key assumptions, and estimations management has made are disclosed in the relevant notes to the\nconsolidated financial statements.\nAll amounts are rounded to the nearest one thousand dollars (unless otherwise stated) and are expressed in Australian\ncurrency, which is the consolidated and the parent entity's presentation and functional currency.\nThe consolidated financial statements and notes comply with Australian Accounting Standards which include Australian\nAccounting Interpretations.\namount of GST incurred by the consolidated and parent entity as a purchaser that is not recoverable from the\nAustralian Taxation Office is recognised as part of an asset's cost of acquisition or as part of an item of expense; and\nThe consolidated financial statements have been prepared on a going concern basis, which assumes it will be able to meet\nits obligations as and when they fall due.\nThe consolidated entity has determined that it is not probable a liability arises to pay superannuation on annual leave\nloading. This position has been formed based on current inquiries, other information currently available to management,\nand after considering the facts from a decision in the Federal Court of Australia: Finance Sector Union of Australia v\nCommonwealth Bank of Australia [2022] FedCFamC2G 409 . That decision confirmed that, in relation to the industrial\nagreement considered in that case, annual leave loading did not form part of ordinary time earnings and therefore, did not\nrequire superannuation contributions to be made under superannuation guarantee legislation because the obligation to\npay annual leave loading was not referable to ordinary hours of work or to ordinary rates of pay. Rather, it was paid by\nreference to the period of annual leave, and for the purpose of compensating employees for their loss of opportunity to\nwork additional hours at higher rates during this period.\nThis position will be re-assessed in future reporting periods as new information comes to light on this matter.\nCash flows are included in the Statement of Cash Flows on a gross basis. However, the GST components of cash flows\narising from investing and financing activities which are recoverable from, or payable to, the Australian Taxation Office are \nclassified as operating cash flows.\nThe consolidated financial statements are general purpose financial statements which have been prepared on an accruals\nbasis and in accordance with:\napplicable Australian Accounting Standards (AAS) (which include Australian Accounting Interpretations);\nthe requirements of the Government Sector Finance Act 2018 ('GSF Act');  and \nTreasurer's Directions issued under the GSF Act.\nreceivables and payables are stated with the amount of GST included.\nIncome, expenses and assets are recognised net of the amount of GST, except that the:\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 147\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n1.\nStatement of Significant Accounting Policies (continued)\n(f)\nForeign currency translation\n(g)\nComparative information\n(h)\nChanges in estimates\n(i)\nUseful lives\nUseful lives\n2023\n2022\nStructure / shell / building fabric\n70 years\n40 years\nFit out\n30 years\n40 years\nCombined fit out and trunk reticulated building systems\n30 years\n40 years\nSite engineering services / central plant\n55 years\n40 years\nDifferences arising on settlement or translation of monetary items are recognised in net result.\nTransactions in foreign currencies are recorded using the spot rate at the date the transaction first qualifies for\nrecognition.\nMonetary assets and liabilities denominated in foreign currencies are translated at the functional currency spot rates of\nexchange at the end of the reporting date.\nNon-monetary items that are measured in terms of historical cost in a foreign currency are translated using the exchange\nrates at the dates of the initial transactions. Non-monetary items measured at fair value in a foreign currency are\ntranslated using the exchange rates at the date when the fair value is determined. The gain or loss arising on translation of\nnon-monetary items measured at fair value is treated in line with the recognition of the gain or loss on the change in fair\nvalue of the item (i.e. translation differences on items whose fair value gain or loss is recognised in other comprehensive\nincome or net results are also recognised in other comprehensive income or net results, respectively).\nCertain comparative information has been restated as a result of a prior period error (refer to Note 17) or reclassified to\nensure consistency with current year presentation.\nExcept when an Australian Accounting Standard permits or requires otherwise, comparative information is presented in\nrespect of the previous period for all amounts reported in the financial statements.\nAsset componentisation\nDuring 2023, the consolidated entity conducted a review of the useful lives of its specialised buildings. As part of the\nreview, new depreciation useful lives were determined for each of the four major specialised building components,\nwhich previously were all depreciated over 40 years. As a result, the consolidated entity has revised the accounting\npolicy for the useful lives for specialised buildings, effective from 1 July 2022. The new useful lives were determined\nas follows:\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 148\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n1.\nStatement of Significant Accounting Policies\n(h)\nChanges in estimates (continued)\n(i)\n30 June 2023\nFuture years\nActual\nExpected\n$'000\n$'000\n              27,136              28,594 \n(i)\nChanges in accounting policy, including new or revised Australian Accounting Standards\n(i)\n(ii)\n(j)\nImpact of COVID-19 on financial reporting for 2022-23\n●\nOperating expenses\n●\nGrants and subsidies\n●\nSale of goods and services from contracts with customers\n●\nGrants and other contributions\n●\nOther gains / (losses)\n●\nInventories\nAsset componentisation (continued)\nCONSOLIDATED\nNote 9\nNote 11\nNote 15\nExpenses\nDepreciation and amortisation\nEffective for the first time in FY2022-23\nSeveral amendments and interpretations apply for the first time in 2022-23. The consolidated entity has assessed\nthe new and amended standards and interpretations that are effective for the first time and have determined they\nare unlikely to have a material impact on the financial statements of the consolidated entity.\nIssued but not yet effective\nNSW public sector entities are not permitted to early adopt new Australian Accounting Standards, unless NSW\nTreasury determines otherwise. \nThe net effect of the change in useful lives on actual and expected depreciation expense (increase / (decrease)),\nincluded in the Statement of Comprehensive Income is as follows:\nPARENT\nThe COVID-19 pandemic continues to have some impact on the activities and services being delivered by the\nconsolidated and parent entity. Additional disclosures on COVID-19 impacts on the financial reporting have been made in\nthe following notes:\nNote 3\nNote 5\nThe change in useful lives had no impact on the depreciation and amortisation expense of the parent entity as it has\nno specialised buildings.\nNote 22\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 149\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n2.\nEmployee related expenses\nConsolidated Consolidated1\nParent\nParent\n 2023\n 2022\n 2023\n 2022\n$000\n$000\n$000\n$000\nSalaries and wages*\n14,938,694\n14,679,244\n190,517\n178,563\nSuperannuation - defined benefit plan                            \n55,731\n63,602\n697\n802\nSuperannuation - defined contribution plan                     \n1,459,171\n1,354,373\n16,384\n14,784\nLong service leave \n374,891\n(223,113)\n7,976\n(777)\nRedundancies\n11,409\n9,781\n170\n-\nWorkers' compensation insurance\n336,991\n270,337\n31,950\n33,111\nPayroll tax and fringe benefits tax\n15,118\n11,721\n14,393\n10,841\n17,192,005\n16,165,945\n262,087\n237,324\nThe long service leave in 2022 was impacted by significant changes in actuarial factors decreasing the employee\nbenefit liabilities assumed by the Crown for the consolidated and parent entity.\nRefer to Note 34 for further details on recognition and measurement of employee related expenses.\n¹ 'Long service leave' has been restated to be lower by $19.17 million in the prior year for the consolidated entity. Refer to Note 17 for\nfurther details regarding restatement as a result of an error.\n* Salaries and wages includes annual leave, accrued days off (ADOs) and parental leave.\nEmployee related costs of $40.21 million (2022: $37.17 million) (parent entity: $Nil (2022: $Nil)) have been capitalised in\nproperty, plant and equipment and intangible assets and are excluded from the above.\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 150\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n3.\nOperating expenses\nConsolidated Consolidated1,2\nParent\nParent2\n 2023\n 2022\n 2023\n 2022\n$000\n$000\n$000\n$000\nAmbulance transportation costs\n146,797\n126,209\n59\n87\nAuditor's remuneration\n5,301\n5,298\n1,006\n984\nBlood and blood products\n185,818\n182,809\n41,924\n42,598\nCapital project expense\n45,131\n70,690\n-\n4,610\n5,333\n-\n-\n-\nConsultants\n23,357\n22,264\n4,636\n3,705\nContractors\n238,471\n295,481\n11,777\n21,618\nDisability equipment support services1\n8,776\n10,944\n-\n-\nDomestic supplies and services\n205,818\n242,651\n1,100\n1,245\nElectricity, gas and water\n212,071\n171,580\n766\n669\nFood Supplies \n137,341\n130,005\n-\n-\nInformation management expenses\n436,320\n366,519\n39,463\n26,700\nInsurance\n438,039\n349,890\n395,133\n311,074\nInterstate patient outflows \n340,888\n325,430\n340,888\n325,430\nLegal services\n17,441\n15,808\n4,402\n4,435\nMaintenance (see (a) below)\n695,823\n711,807\n5,623\n2,631\nMedical and surgical supplies\n1,186,281\n1,361,142\n97,196\n190,388\nMotor vehicle expenses\n59,071\n45,193\n126\n65\nOccupancy agreement expenses - Property NSW\n47,409\n-\n21,184\n-\nOffice expenses\n100,446\n109,005\n2,600\n5,046\nExpenses relating to short-term leases\n41,361\n54,270\n15\n68\nExpenses relating to leases of low-value assets\n20,325\n36,215\n293\n810\n-\n13\n-\n-\nOther management services\n160,580\n313,578\n56,579\n76,749\nOutsourced patient care\n665,265\n787,444\n14,022\n60,605\nPharmaceutical supplies\n1,127,510\n1,083,289\n138,392\n148,517\nSpecialised health services\n703,068\n1,139,237\n16,518\n2,863\nStaff related costs\n282,942\n212,482\n7,619\n7,826\nTravel expenses\n138,997\n65,420\n1,989\n1,043\nViability payments to private hospitals\n8,977\n150,122\n8,977\n150,122\nVisiting medical officers\n1,034,722\n1,005,718\n-\n-\nWarehousing expenses\n26,302\n31,115\n-\n17,476\nGeneral expenses2\n223,237\n257,125\n19,736\n18,613\n8,969,218\n9,678,753\n1,232,023\n1,425,977\n2 Cost for all bank fees, commercial card charges and debt collection fees were previously classified under finance costs (refer to Note 6)\nand has now been reclassified to 'general expenses'. The prior period comparatives have been restated in the consolidated and parent\nentity with a decrease in 'finance costs' by $3.24 million (parent entity: $0.01 million) and an increase in 'general expenses' by $3.24 million\n(parent entity: $0.01 million).\n1 Cost incurred under the Enable NSW program for disability equipment support services has been reclassified from 'maintenance' to\n'disability equipment support services' in the current year. The prior period comparatives have been restated with an increase in 'disability\nequipment support services' of $10.94 million and decrease in 'maintenance' of $10.94 million in the consolidated entity.\nVariable lease payments, not included in lease \nliabilities\nWorks performed for entities controlled by the \nultimate parent\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 151\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n3.\nOperating expenses (continued)\n(a)\nReconciliation of total maintenance expense\nConsolidated Consolidated1\nParent\nParent\n 2023\n 2022\n 2023\n 2022\n$000\n$000\n$000\n$000\nMaintenance contracts\n258,027\n241,051\n589\n442\nNew/replacement equipment under $10,0001\n252,577\n283,528\n1,361\n864\nRepairs maintenance/non contract\n184,830\n186,657\n3,673\n1,323\nOther\n389\n571\n-\n2\nMaintenance expense - contracted labour and \nother (non-employee related), as above\n695,823\n711,807\n5,623\n2,631\nEmployee related maintenance expense (Note \n2)*\n63,728\n66,313\n-\n-\nTotal maintenance expenses\n759,551\n778,120\n5,623\n2,631\n1 'New/replacement equipment under $10,000' has been restated lower by $10.94 million in the prior period in the consolidated entity\nas a result of certain expenses reclassified to 'disability equipment support services' in Note 3.\n* This balance consists of employees who have been classified as providing maintenance services for the\nconsolidated entity and the expense is included in employee related expenses in Note 2.\nGeneral expenses of $223.24 million (2022: $257.13 million) includes advertising and marketing, courier and freight,\ntaxes, rates and related charges, hosted services purchased from local health districts (for parent entity), isolated\npatient travel and accommodation assistance and security services.\nPharmaceutical supplies includes $2.54 million (2022: $116.83 million) of COVID-19 vaccinations administered by\nvaccination clinics within the consolidated entity. Refer to Note 22 for further details on COVID-19 vaccines.\nSpecialised health services includes $149.75 million (2022: $489.49 million) of COVID-19 polymerase chain reaction\n(PCR) tests and rapid antigen tests provided by private pathology clinics, saliva testing costs and sewerage surveillance\nmonitoring within the consolidated entity.\nApart from the above-mentioned items, the majority of the costs in relation to food supplies, medical and surgical\nsupplies and pharmaceutical supplies relate to the consumption of inventory held by the consolidated entity. \nDuring the current year, the consolidated and parent entity made a 50 per cent contribution of $19.04 million (2022:\n$103.58 million) towards providing rapid antigen tests to concession card holders. The contribution was made in\nagreement with National Cabinet to support the concession card holders to obtain access to subsidised rapid antigen\ntests through pharmacies. The amounts are disclosed under medical and surgical supplies.\nMedical and surgical supplies also includes $73.37 million (2022: $76.97 million) of the cost of personal protective\nequipment sold to the Commonwealth government for inclusion in the national medical stockpile.\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 152\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n3.\nOperating expenses (continued)\nRecognition and Measurement\nInsurance\nLease expenses\n●\n●\n4.\nDepreciation and amortisation\nConsolidated\nConsolidated\nParent\nParent\n 2023\n 2022\n 2023\n 2022\n$000\n$000\n$000\n$000\nDepreciation - buildings\n812,353\n660,710\n9,012\n7,217\nDepreciation - plant and equipment\n260,267\n243,810\n1,149\n774\nDepreciation - infrastructure systems\n37,407\n31,862\n114\n104\nDepreciation - right-of-use land and buildings\n71,974\n99,513\n130\n29,190\nDepreciation - right-of-use plant and equipment\n89,255\n87,620\n45\n37\nAmortisation - intangible assets\n106,350\n92,250\n453\n745\n1,377,606\n1,215,765\n10,903\n38,067\nOperating expenses includes non-employee costs incurred in delivering the services provided by the consolidated\nentity. These expenses are recognised in the reporting period in which they are incurred.\nRefer to Note 25 Property, plant and equipment, Note 26 Leases and Note 27 Intangible assets for recognition and\nmeasurement policies on depreciation and amortisation.\nLeases of assets that are valued at $10,000 or under when new.\nThe consolidated entity recognises the lease payments associated with the following types of leases as an expense on\na straight-line basis:\nLeases that meet the definition of short-term. i.e. where the lease term at commencement of the lease is 12 months\nor less. This excludes leases with a purchase option.\nVariable lease payments are not included in the measurement of the lease liability (i.e. variable lease payments that do\nnot depend on an index or a rate, initially measured using the index or rate as at the commencement date). These\npayments are recognised in the period in which the event or condition that triggers those payments occurs.\nDepreciation - buildings for the consolidated entity is higher by $27.14 million in 2023 due to a change in the useful\nlives of specialised buildings. The parent entity does not hold any specialised buildings. Refer to Note 1(h) for further\ndetails.\nMaintenance expense\nDay-to-day servicing costs or maintenance are charged as expenses as incurred, except where they relate to the\nreplacement or enhancement of a part or component of an asset, in which case the costs are capitalised and\ndepreciated.\nThe consolidated entity's insurance activities are conducted through the NSW Treasury Managed Fund (TMF) Scheme\nof self insurance for Government entities. The expense (premium) is determined by Insurance and Care NSW (icare), an\nentity controlled by the ultimate parent, based on past claims experience. The TMF is operated by NSW Self Insurance\nCorporation (SiCorp), an entity controlled by the ultimate parent.\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 153\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n5.\nGrants and subsidies\nConsolidated\nConsolidated\nParent\nParent\n 2023\n 2022\n 2023\n 2022\n$000\n$000\n$000\n$000\nPayments to entities controlled by the Ministry\n-\n-\n24,188,995\n23,327,142\nPayments to Affiliated Health Organisations1,2\n817,091\n880,196\n475,687\n529,304\nPayments to other public health services not \ncontrolled by the Ministry1\n167,901\n143,750\n167,901\n143,750\nGrants provided to support:\n- Community packages\n25,234\n22,639\n-\n-\n- Grants to research organisations\n118,296\n121,436\n89,023\n90,641\n- Non-Government organisations\n186,906\n177,977\n94,740\n90,549\nGrants to entities controlled by the ultimate parent3\n172,475\n312,939\n170,244\n310,713\nOther grants2,3\n384,158\n345,813\n355,350\n313,459\n1,872,061\n2,004,750\n25,541,940\n24,805,558\nRecognition and Measurement\nOther grants also includes $198.52 million (2022: $204.34 million) towards various mental health programs and\n$88.22 million (2022: $92.31 million) towards the Housing and Accommodation Support Initiative (HASI) and\nCommunity Living Supports (CLS) program in the consolidated and parent entity. \n1 Grants paid to public health services that are not controlled by the consolidated entity has been reclassified from 'payments to\nAffiliated Health Organisations' to 'payments to other public health services not controlled by the Ministry'. The prior period\ncomparatives have been restated with an increase in 'payments to other public health services not controlled by the Ministry' of $143.75\nmillion and a decrease in 'payments to Affiliated Health Organisations' of $143.75 million in the consolidated and parent entity.\nGrants to entities controlled by the ultimate parent includes $7.77 million (2022: $101.80 million) of personal\nprotective equipment and $131.45 million (2022: $162.02 million) of rapid antigen testing kits provided to entities\ncontrolled by ultimate parent by the consolidated and parent entity for nil consideration.\nOther grants includes $14.08 million (2022: $2.30 million) of personal protective equipment and rapid antigen testing\nkits the consolidated and parent entity granted to external third parties for nil consideration. Also included within the\nconsolidated entity balance is $0.13 million (2022: $0.39 million) of COVID-19 vaccines granted to external third\nparties for nil consideration. Refer to Note 22 for further details on COVID-19 vaccines.\nGrants and subsidies generally comprise contributions in cash or in kind to controlled entities of the Ministry (from the\nparent entity), affiliated health organisations, various local government authorities and not-for-profit community\norganisations to support their health-related objectives and activities. Expenses are recognised on an accruals basis\nwhen the reporting entity has a present obligation under a contract to make the payment or upon the transfer of the\ncash or assets. The transferred assets are measured at their fair value.\n3 Grants paid to Health cluster entities that are not part of the consolidated entity has been reclassified from 'other grants' to 'grants to\nentities controlled by the ultimate parent'. The prior period comparatives have been restated with an increases in 'grants to entities\ncontrolled by the ultimate parent' of $31.52 million and decrease in 'other grants' of $31.52 million in the consolidated and parent entity.\n2 Grants paid under the Housing and Accommodation Support Initiative (HASI) and Community Living Supports (CLS) program has been\nreclassified from 'payments to Affiliated Health Organisations' to 'other grants'. The prior period comparatives have been restated with\nan increase in 'other grants' of $92.31 million and a decrease in 'payments to Affiliated Health Organisations' of $92.31 million in the\nconsolidated and parent entity.\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 154\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n6.\nFinance costs\nConsolidated Consolidated1\nParent\nParent1\n 2023\n 2022\n 2023\n 2022\n$000\n$000\n$000\n$000\nInterest expense from lease liabilities\n16,893\n29,741\n13\n13,007\nInterest expense from financial liabilities at \namortised cost*\n101,685\n96,604\n-\n-\nOther interest and charges\n46\n41\n-\n-\n118,624\n126,386\n13\n13,007\nRecognition and Measurement\n7.\nRevenue\nRecognition and Measurement\nComments regarding the accounting policies for the recognition of income are discussed in Notes 8 to 13.\nIncome is recognised in accordance with the requirements of AASB 15 Revenue from Contracts with Customers (AASB \n15) or AASB 1058 Income of Not-for-Profit Entities (AASB 1058), dependent on whether there is a contract with a\ncustomer defined by AASB 15.\nFinance costs consist of interest and other costs incurred in connection with the borrowing of funds. Finance costs are\nrecognised as expenses in the period in which they are incurred, in accordance with NSW Treasury's mandate to not-\nfor-profit NSW General Government Sector entities.\n* Of the interest expense from financial liabilities at amortised cost, $0.74 million (2022: $0.78 million) related to\nfinancial liabilities relating to service concession arrangements. Refer to Note 25 for further details on service\nconcession arrangements.\n1 Cost for all bank fees, commercial card charges and debt collection fees were previously classified under 'other interest and charges'\nand has now been reclassified to 'operating expenses' (refer to Note 3). The prior period comparatives have been restated in the\nconsolidated and parent entity with a decrease in 'other interest and charges' by $3.24 million (parent entity: $0.01 million) and an\nincrease in 'operating expenses' by $3.24 million (parent entity: $0.01 million).\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 155\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n8.\nAppropriations and transfers to The Crown in right of the State of New South Wales (Crown)\nSummary of compliance at a lead minister level\n 2023\n20221\n$000\n$000\n18,729,865\n15,786,794\nVariations made to appropriations during the financial year\n-\nSection 4.9 GSF Act (transfer of functions between GSF agencies)\n8,300\n-\n-\n8,506\n9,167\n-\nSection 4.13 GSF Act Exigency of Government\n-\n1,247,904\n-\nCOVID-19 pandemic and inflation (per section 34 of the Appropriations Act)\n-\n162,313\n18,746,671\n17,206,178\nThe spending authority from deemed appropriations during the year\n13,827,842\n14,195,737\nThe unutilised spending authority from deemed appropriations in prior years\n2,880,038\n2,018,835\n35,454,551\n33,420,750\nLess: total expenditure out of the Consolidated Fund\n(31,826,332)\n(30,469,741)\n3,628,219\n2,951,009\nThe spending authority from appropriations lapsed at 30 June\n(1,158,094)\n(70,971)\nDeemed appropriations balance carried forward to following years\n2,470,125\n2,880,038\n 2023\n 2022\n$000\n$000\nAppropriations (per Statement of Comprehensive Income)\n17,588,577\n17,135,207\n17,588,577\n17,135,207\nVariance\nLess:\nTotal amount drawn down against Annual Appropriations:\nOriginal budget per Appropriation Act\nOther appropriations / expenditure:\nTotal\nAdd:\nTotal spending authority from parliamentary appropriations, other than deemed \nappropriations\nSection 4.11 GSF Act (variations of annual appropriations for Commonwealth \ngrants)\n1 Prior period amounts have been restated to align with amendments to sections 4.7 and 4.9 of the Government Sector Finance Act 2018.\nThe Appropriation Act 2022 (Appropriations Act) appropriates the sum of $18,729.86 million to the Minister for Health\nout of the Consolidated Fund for the services of the Ministry of Health for the year 2023. The spending authority of the\nMinister from the Appropriations Act has been delegated or subdelegated to officers of the Ministry of Health and\nentities that it is administratively responsible for, listed in Note 1 to the financial statements, with separate instruments\nof delegation issued to cluster agencies Mental Health Commission of New South Wales and Health Care Complaints\nCommission.\nThe Treasury and Energy Legislation Amendment Act 2022 made some amendments to sections 4.7 and 4.9 of the\nGovernment Sector Finance Act 2018 (the GSF Act). These amendments commenced on 14 November 2022 and are\napplied retrospectively. As a result, the lead Minister for each entity above, being the Minister for Health, is taken to\nhave been given an appropriation out of the Consolidated Fund under the authority of section 4.7 of the GSF Act, at the\ntime the entity receives or recovers any deemed appropriation money, for an amount equivalent to the money that is\nreceived or recovered by the entity. These deemed appropriations are taken to have been given for the services of the\nMinistry of Health. \nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 156\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n8.\nAppropriations and transfers to The Crown in right of the State of New South Wales (Crown) (continued)\nSummary of compliance at a lead minister level (continued)\n●\nAppropriations are not recognised as income in the following circumstances:\nEquity appropriations to fund payments to adjust a for-profit entity’s capital structure are recognised as equity \ninjections (i.e. contribution by owners) on receipt and equity withdrawals on payment to a for-profit entity.\nRecognition and Measurement\nParliamentary appropriations other than deemed appropriations\nThe summary of compliance has been prepared on the basis of aggregating the spending authorities of both the\nMinister for Health for the services of the Ministry of Health and the lead Ministers for the services of the entities listed\nabove that receives or recovers deemed appropriation money. It reflects the status at the point in time this disclosure\nstatement is being made.\nThe delegation / sub-delegations for 2023 and 2022, authorising officers to spend Consolidated Fund money, impose\nlimits to the amounts of individual transactions, but do not specify an aggregate expenditure limit for the respective\nentities. However, as it relates to expenditure in reliance on a sum appropriated through an annual Appropriations Act , \nthe delegation / sub-delegations are referrable to the overall authority to spend set out in the relevant Appropriations \nAct . The individual transaction limits have been properly observed. The information in relation to the limit from the\nAppropriations Act is disclosed in the summary of compliance table above.\nIncome from appropriations, other than deemed appropriations (of which the accounting treatment is based on the\nunderlying transaction), does not contain enforceable and sufficiently specific performance obligations as defined by\nAASB 15. Therefore, except as specified below, appropriations (other than deemed appropriations) are recognised as\nincome when the entity obtains control over the asset comprising the appropriations. Control over appropriations is\nnormally obtained upon the receipt of cash.\nIn addition, government money that a GSF agency receives or recovers, from another GSF agency, of a kind prescribed\nby the GSF regulations that forms part of the Consolidated Fund, is now capable of giving rise to deemed\nappropriations where the receiving agency has a different lead Minister to the agency making the payment, or one or\nboth of the agencies is a special office (as defined in section 4.7(8)).\nOn 16 June 2023, the GSF Amendment (Deemed Appropriations) Regulation 2023 was approved to bring the GSF\nregulations in line with the above deemed appropriation amendments to the GSF Act.\nThe State Budget and related Appropriation Bill for year commencing 1 July 2023 was delayed and only tabled in\nSeptember 2023. Pursuant to section 4.10 of the GSF Act, the Treasurer authorised the payment of specified sums out\nof the Consolidated Fund to meet the requirements of this period. \nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 157\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n9.\nSale of goods and services from contracts with customers\nConsolidated\nConsolidated\nParent\nParent\n 2023\n 2022\n 2023\n 2022\n$000\n$000\n$000\n$000\nSale of goods\nSales and recoveries of pharmaceutical supplies\n512,050\n401,375\n-\n-\nSales of prostheses\n62,288\n55,989\n-\n-\nOther1\n105,988\n69,885\n73,370\n38,483\n680,326\n527,249\n73,370\n38,483\nRendering of services\nPatients\nAmbulance transportation fees\n72,595\n67,325\n-\n-\nFees for clinical services\n57,089\n52,236\n-\n-\nFees for medical services rendered\n1,070,410\n880,287\n10,755\n3,350\nInterstate patient inflows\n124,910\n113,976\n124,910\n113,976\nMotor accident third party insurance covered\n165,379\n134,825\n-\n-\nOther patient fees \n83,835\n77,073\n-\n-\nGeneral Community\nCar parking fees\n30,218\n23,699\n-\n-\nCommercial activities\n50,240\n50,652\n-\n-\nFees for non-medical services\n3,860\n3,507\n-\n-\nNon-NSW Health entities\nServices provided to non NSW Health organisations\n29,296\n17,437\n-\n-\nEntities controlled by the ultimate parent\n5,333\n-\n-\n-\nOther\nFees for private usage of hospital's facilities\n424,971\n383,323\n-\n-\nGeneral user charges fees\n52,663\n57,327\n2,782\n4,589\nPersonnel service fees recharged\n26,893\n26,622\n26,893\n26,622\nHotel quarantine fees\n(537)\n68,424\n-\n-\nOther services1\n33,804\n33,553\n78\n130\n2,230,959\n1,990,266\n165,418\n148,667\n2,911,285\n2,517,515\n238,788\n187,150\nThe negative revenue for hotel quarantine fees is due to $2.20 million of hotel quarantine fees being reversed due to\napproved exemptions and waivers. The hotel quarantine requirement in NSW ended on the 1 November 2021 for fully\nvaccinated arrivals and 30 April 2022 for unvaccinated arrivals.\nSale of goods other in the consolidated and parent entity includes the sale of personal protective equipment of $73.37\nmillion (2022: $38.48 million) sold to the Commonwealth for inclusion in the national medical stockpile.\nFees for capital works performed\n¹ Enteral nutrition income under 'Other - other services' has been reclassified to 'Sale of goods other' in the current year in the\nconsolidated entity. The prior period 'Sale of goods other' has been restated higher by $0.02 million and 'Other - other services' has been\nrestated lower by $0.02 million to reflect this change.\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 158\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n9.\nType  of good\nNature of timing of satisfaction of \nperformance obligations, including \nsignificant payment terms\nRevenue recognition policies\nSales and recoveries \nof pharmaceutical \nsupplies\nThe performance obligation of transferring \npharmaceutical products is typically satisfied \nat the point in time when the products are \ndispensed to customers, which denotes \nacceptance by the customer, and therefore \ndeemed as the point in time when the control is \ntransferred to the customer. The payments are \ntypically due within 30 days after the invoice \ndate.\nRevenue from these sales is recognised \nbased on the price specified on the \ninvoice, and revenue is only recognised to \nthe extent that it is highly probable that a \nsignificant reversal will not occur. No \nelement of financing is deemed present \nas the sales are made with a short credit \nterm. No volume discount or warranty is \nprovided on the sale.\nSales of prostheses\nRelates to revenue generated for surgically \nimplanted prostheses and medical devices. \nThe performance obligation of transferring \nthese products is typically satisfied at the \npoint in time when the products are implanted \nin the body of the patient, which denotes \nacceptance by the customer, and therefore \ndeemed as the point in time when the control is \ntransferred to the customer. The payments are \ntypically due within 30 days after the invoice \ndate.\nRevenue from these sales is recognised \nbased on the price specified on the \ninvoice, and revenue is only recognised to \nthe extent that it is highly probable that a \nsignificant reversal will not occur. No \nelement of financing is deemed present \nas the sales are made with a short credit \nterm. No volume discount or warranty is \nprovided on the sale.\nOther\nRelates to sale of various products including \nthe sale of low value medical equipment, \nschedule 3 medical equipment, sale of \npublications, old wares and refuse and other \ngeneral goods. The performance obligation of \ntransferring these products is typically \nsatisfied at the point in time when the products \nare purchased by the customer and takes \ndelivery, which denotes acceptance by the \ncustomer, and therefore deemed as the point \nin time when the control is transferred to the \ncustomer. The payments are typically due \nwithin 30 days after the invoice date.\nRevenue from these sales is recognised \nbased on the price specified on the \ninvoice, and revenue is only recognised to \nthe extent that it is highly probable that a \nsignificant reversal will not occur. No \nelement of financing is deemed present \nas the sales are made with a short credit \nterm. No volume discount or warranty is \nprovided on the sale.\nRecognition and Measurement\nSale of goods and services from contracts with customers (continued)\nSales of goods\nRevenue from sale of goods is recognised when the consolidated entity satisfies the performance obligation by \ntransferring the promised goods. \nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 159\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n9.\nType  of service\nNature of timing of satisfaction of \nperformance obligations, including \nsignificant payment terms\nRevenue recognition policies\nPatient services - \nAmbulance \ntransportation, clinical \nand medical services, \ninterstate patient \nflows and motor \naccident third party \ninsurance\nThe performance obligations in relation to \npatient services are typically satisfied as the \nhealth services are delivered to the chargeable \ninpatients and non-inpatients. Public patients \nare not charged for health services provided at \npublic hospitals. Chargeable patients, \nincluding Medicare ineligible patients, \nprivately insured patients, eligible veterans \nand compensable patients are billed for health \nservices provided under various contractual \narrangements. Billings are typically performed \nupon patient discharge and are based on the \nrates specified by the Ministry of Health. The \npayments are typically due within 30 days \nafter the invoice date.\nRevenue is recognised on an accrual \nbasis when the service has been provided \nto the patient. In limited circumstances \nthe price is not fully recovered, e.g. due \nto inadequate insurance policies, \noverseas patients returning to their home \ncountry before paying, etc. The likelihood \nof occurrences is considered on a case by \ncase basis. In most instances revenue is \ninitially recognised at full amounts and \nsubsequently adjusted when more \ninformation is provided. No element of \nfinancing is deemed present as majority \nof the services are made with a short \ncredit term.\nNon-patient services \nprovided to the \nGeneral community, \nnon-NSW Health \nentities and entities \ncontrolled by the \nultimate parent\nVarious non-patient related services are \nprovided to the general community, non-NSW \nhealth entities and entities controlled by the \nultimate parent.  The performance obligations \nfor these services are typically satisfied by \ntransferring the promised services to its \nrespective customers. The payments are \ntypically due within 30 days after the invoice \ndate.\nRevenue is recognised when promised \nservices are delivered. No element of \nfinancing is deemed present as the \nservices are made with a short credit \nterm.\nRevenue from rendering of services is recognised when the consolidated entity satisfies the performance obligation \nby transferring the promised services.\nRecognition and Measurement (continued)\nRendering of services\nSale of goods and services from contracts with customers (continued)\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 160\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n9.\nType  of service\nNature of timing of satisfaction of \nperformance obligations, including \nsignificant payment terms\nRevenue recognition policies\nFees for private usage \nof hospital's facilities\nSpecialist doctors with rights of private \npractice are subject to an infrastructure \ncharge, including service charges where \napplicable for the use of hospital facilities at \nrates determined by the Ministry of Health. The \nperformance obligations for these services are \ntypically satisfied when the hospital facilities \nare made available and used by the doctors \nand staff specialists. The payments are \ntypically due when monies are collected from \npatient billings for services provided under the \narrangement.\nRevenue is recognised when promised \nservices are delivered. No element of \nfinancing is deemed present as the \nservices are made with a short credit \nterm.\nOther\nVarious other services are provided for general \nuser charges, hotel quarantine fees (revenue \nrecognised for compulsory quarantine of all \noverseas travellers while overseas borders are \nclosed to restrict transmission of COVID-19), \npersonnel services recharged and other small \nservices. The performance obligations for \nthese services are satisfied by transferring the \npromised services to its respective customers. \nPrices are determined by the Ministry of \nHealth and billed once services have been \nprovided. The payments are typically due \nwithin 30 days after the invoice date.\nRevenue is recognised when promised \nservices are delivered. No element of \nfinancing is deemed present as the \nservices are made with a short credit \nterm.\nRefer to Note 32 for the disclosure of the aggregate amount of the transaction price allocated to performance\nobligations that are unsatisfied (or partially unsatisfied) at the end of the reporting period, and when the consolidated\nentity expects to recognise the unsatisfied portion as revenue.\nSale of goods and services from contracts with customers (continued)\nRendering of services (continued)\nRecognition and Measurement (continued)\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 161\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n10.\nInvestment revenue\nConsolidated\nConsolidated\nParent\nParent\n 2023\n 2022\n 2023\n 2022\n$000\n$000\n$000\n$000\n63,750\n11,863\n3,875\n857\nFinance income on the net investment in the lease\n2,176\n2,123\n-\n-\n7,249\n(8,347)\n-\n-\nRoyalties\n42\n231\n-\n-\nDividends\n22\n24\n-\n-\n73,239\n5,894\n3,875\n857\nRecognition and Measurement\nInterest income from financial assets at amortised \ncost\nNet gain / (loss) from TCorpIM Funds measured at fair \nvalue through profit or loss\nDividend income is recognised when the consolidated entity's right to receive the payment has been established.\nRoyalties are usually recognised when the underlying performance obligation is satisfied. It is recognised at the\nestimated amount if the consideration is variable.\nInterest revenue is calculated by applying the effective interest rate to the gross carrying amount of a financial asset\nexcept for financial assets that subsequently become credit impaired. For financial assets that become credit impaired,\nthe effective interest rate is applied to the amortised cost of the financial asset (i.e. after deducting the loss allowance\nfor expected credit losses).\nRoyalties\nDividends\nInterest income from financial assets at amortised cost\nNet gain / (loss) from TCorpIM Funds measured at fair value through profit or loss\nNet gain / (loss) from TCorpIM Funds measured at fair value through profit or loss includes distributions received as\nwell as movements in the fair value.\nFinance income on the net investment in the lease\nFinance income on the net investment in the lease relates to finance income recognised from the accounting of finance\nleases as a lessor. Finance income arising from finance leases is recognised over the lease term, based on a pattern\nreflecting a constant periodic rate of return on the lessor’s net investment in the lease.\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 162\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n11.\nGrants and other contributions\nConsolidated\nConsolidated\nParent\nParent\n 2023\n 2022\n 2023\n 2022\n$000\n$000\n$000\n$000\nGrants to acquire / construct non-financial asset\n64,438\n29,597\n-\n-\nCommonwealth National Health Reform Funding\n6,325,492\n5,976,535\n6,325,492\n5,976,535\n - Hospital services payment\n418,294\n625,460\n418,294\n625,460\n - State public health / PCR testing payment\n245,993\n1,514,279\n245,993\n1,514,279\n - Vaccination dose delivery payment\n2,404\n37,829\n2,404\n37,829\n83,897\n85,193\n-\n-\nCommonwealth Government grants - other\n35,680\n28,467\n6,179\n2,160\nClinical drug trials and research grants\n85,832\n73,731\n-\n-\n7,270\n5,457\n1,950\n-\nOther grants\n84,611\n75,169\n1,899\n1,500\nGrants without specific performance obligations\nCommonwealth National Health Reform Funding\n1,199,831\n1,167,225\n1,199,831\n1,167,225\n - Fixed upfront vaccination payment\n-\n32,000\n-\n32,000\nCommonwealth Government COVID-19 vaccines\n2,011\n129,706\n-\n-\nCommonwealth Government grants - other\n259,544\n319,746\n177,795\n217,410\nClinical drug trials and research grants\n14,616\n12,572\n-\n-\n145,542\n287,324\n105,378\n85,639\nOther grants\n71,711\n46,704\n41,322\n-\nDonations\nDonations\n65,105\n51,613\n-\n-\n9,112,271\n10,498,607\n8,526,537\n9,660,037\nGrants to acquire / construct a recognisable non-\nfinancial asset to be controlled by the entity\nOther grants with sufficiently specific performance \nCommonwealth National Partnership Agreement on \nCOVID-19 Response / Priority Groups COVID-19 \nTesting and Vaccination\nGrants from entities controlled by the ultimate \nparent\nCommonwealth National Partnership Agreement on \nCOVID-19\nCommonwealth Government grants for community \nbased services\nCommonwealth National Health Reform Funding and Commonwealth National Partnership Agreement on COVID-19\nResponse revenue includes adjustments from the reconciliation of the prior year activity performed by the National\nHealth Funding Pool Administrator as required under Section 238(1)(a) of the National Health Reform Act 2011. The\nadjustments included additional revenue of $317.8 million (2022: reduction of $22.6 million) recognised under 'Hospital\nservices payment' under the 'National Partnership Agreement on COVID-19 Response' and a reduction of $317.8 million\n(2022: increase of $22.6 million) under the 'Commonwealth National Health Funding Reform Funding'. \nGrants from entities controlled by the ultimate \nparent\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 163\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n11.\nGrants and other contributions (continued)\nRecognition and Measurement\n●\n●\n●\n●\n●\n●\nCommonwealth government funded grant under the National Partnership Agreement for Priority Groups COVID-19\nTesting and Vaccination to deliver testing and vaccination programs to protect priority populations groups from\nCOVID-19;\nIncome from grants to acquire / construct a recognisable non-financial asset to be controlled by the consolidated entity\nis recognised when the consolidated entity satisfies its obligations under the transfer. The consolidated entity satisfies\nthe performance obligation under the transfer over time as the non-financial assets are being constructed. The\npercentage of cost incurred is used to recognise income, because this most closely reflects the progress to completion.\nRevenue from grants with sufficiently specific performance obligations are recognised when the consolidated entity\nsatisfies a performance obligation by transferring the promised goods or services. \nGrants and other contributions\nCommonwealth government grants - other in the consolidated entity includes $73.12 million of COVID-19 and Japanese\nencephalitis pharmaceutical supplies received from the Commonwealth (2022: $93.98 million of personal protective\nequipment, rapid antigen testing kits and COVID-19 pharmaceutical supplies received from the Commonwealth) for nil\nconsideration and recorded at current replacement cost at the time of receipt.\nThe consolidated entity received the majority of COVID-19 vaccines directly from the Commonwealth government and\nthe remainder were received from external third parties. The total value of COVID-19 vaccines recognised was $2.01\nmillion (2022: $129.71 million) under Commonwealth Government COVID-19 vaccines and $0.13 million (2022: $0.32\nmillion) from external third parties under other grants. All COVID-19 vaccines were received for nil consideration and\nrecorded at current replacement cost at the time of receipt. Refer to Note 22 for further details on COVID-19 vaccines.\nThe consolidated entity typically receives grants in respect of:\nCommonwealth government funded grant under the National Health Reform Agreement to improve the state's\nhealth outcomes and ensure sustainability of the health system;\nCommonwealth government funded grant under the National Partnership Agreement on COVID-19 Response which\nprovides stability and certainty of funding while responding to the COVID-19 pandemic;\nOther various grants in respect of research, clinical drug trials and other community, health and wellbeing related\nprojects.\nCommonwealth government funded vaccinations, including COVID-19 vaccinations which are provided free of\ncharge to the community. Refer to Note 22 for further details; and\nCommonwealth National Health Reform - consists of Activity Based Funding, Public Health Funding and Block\nFunding. Activity Based Funding is recognised under AASB 15 Revenue from Contracts with Customers (AASB 15),\nwhile Public Health and Block Funding is recognised under AASB 1058 Income of Not-for-Profit Entities (AASB\n1058) due to lack of specific performance obligations. Revenue for Activity Based Funding is recognised when the\nhospital activities are performed. The revenue is calculated by the activity multiplied by the agreed National\nWeighted Activity Unit price. The Commonwealth undertakes an annual reconciliation of reported activity (revenue)\nagainst funding payments made for that year. Any differences arising from the reported activity (revenue) in\nprevious years, is adjusted in the current year annual reconciliation.\nThe consolidated entity uses various methods to recognise revenue over time, depending on the nature and terms and\nconditions of the grant contract. The payments are typically based on an agreed timetable or on achievement of\ndifferent milestones set up in the contract. Revenue is recognised as follows:\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 164\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n11.\nGrants and other contributions (continued)\nRecognition and Measurement (continued)\n●\n●\n●\nCommonwealth\nNational\nPartnership\nAgreement\nfor\nPriority\nGroups\nCOVID-19\nTesting\nand\nVaccination\n(commenced on 1 January 2023) - consists of two financial arrangements:\nPCR Testing Payment - The Commonwealth shares the funding equally (pays for 50 per cent of costs) with the state\ngovernment for costs incurred by states and territories for PCR testing for COVID-19. Revenue is recognised when\nthe actual testing cost is incurred as a PCR testing payment. \nVaccination Dose Delivery Payment - The Commonwealth government provides states and territories a 50 per cent\ncontribution to the agreed price per COVID-19 vaccine dose delivered. Revenue is recognised when the vaccine\ndoses are delivered as a vaccination dose delivery payment. \nSchedule D - The Commonwealth provided 100 per cent of the funding to support aged care preparedness and\nresponse during COVID-19. This funding was targeted to ensure prevention, preparedness and response activities\nwere in place to address outbreaks of COVID-19 in residential aged care facilities and to provide additional targeted\ntraining. Revenue was recognised when the actual costs were incurred as a state public health payment.\nOther grants and contributions - consist of various types of grants and contributions received. The performance\nobligations are typically satisfied when the specified activities / milestones agreed in the grant contract are\ncompleted/met. Where there are no specific performance obligations, revenue is recognised on receipt of funding\nunder AASB 1058. The payments are typically made in advance or based on an agreed timetable.\nGrants and other contributions (continued)\nSchedule C - The Commonwealth government provided states and territories two payments for COVID-19\nvaccinations, a fixed upfront payment to ensure funds were available to setup up state-run vaccination clinics\nregardless of the amount of vaccination activity delivered and a vaccination dose delivery payment of a 50 per cent\ncontribution to the agreed price per vaccination dose delivered. Revenue was recognised when actual vaccines are\ndelivered except for the fixed upfront vaccination payment which was recognised under AASB 1058 due to lack of\nspecific performance obligations.\nSchedule A - The Commonwealth shared the funding equally (paid for 50 per cent of costs) with the state\ngovernment for hospitals and state public health authorities to assess, diagnose, treat and contain COVID-19.\nRevenue was recognised when the actual costs were incurred as either a hospital services payment or a state\npublic health payment depending on the related activities.\nSchedule B - The Commonwealth shared the funding equally (paid for 50 per cent of costs) with the state\ngovernment to purchase private hospital service activities as needed and the Commonwealth provided 100 per cent\nof the funding for viability payments to identified private hospitals to ensure the state had access to private\nhospital beds, staffing and resources to support their ongoing response to the pandemic. Revenue was recognised\nwhen the actual costs were incurred for services purchased from private hospitals as a hospital service payment\nand viability payments as a state public health payment. \nCommonwealth National Partnership Agreement on COVID-19 Response (ended 31 December 2022) - consisted of\nfour financial arrangements:\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 165\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n11.\nGrants and other contributions (continued)\nRecognition and Measurement (continued)\nReceipt of these services, while important, is not recognised because typically such services would not have been\npurchased if not donated.\n- Health Education\nReceipt of volunteer services is recognised when and only when the fair value of those services can be reliably\ndetermined and the services would have been purchased if not donated. The consolidated entity receives volunteer\nservices for the below activities:\nRevenue from these grants is recognised based on the grant amount specified in the funding agreement / funding\napproval, and revenue is only recognised to the extent that it is highly probable that a significant reversal will not occur.\nNo element of financing is deemed present as funding payments are usually received in advance or shortly after the\nrelevant obligation is satisfied.\nIncome from grants without sufficiently specific performance obligations is recognised when the consolidated entity\nobtains control over the granted assets (e.g. cash).\nVolunteer services\nRefer to Note 32 for the transaction price allocated to the performance obligations that have not been satisfied at the\nend of the year and when it is expected to be recognised as revenue.\n- Community Organisations\n- Counselling, Transport, Home Help and Patient Activities\n- Practical Support to Patients and Relatives\n- Patient Services, Fund Raising\n- Patient and Family Support\n- Chaplaincies and Pastoral Care\n- Pink Ladies / Hospital Auxiliaries\n- Patient Support Groups\nGrants and other contributions (continued)\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 166\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n12.\nAcceptance by The Crown in right of the State of New South Wales (Crown) of employee benefits\nConsolidated Consolidated1\nParent\nParent\n 2023\n 2022\n 2023\n 2022\n$000\n$000\n$000\n$000\nSuperannuation - defined benefit plan\n55,731\n63,602\n697\n802\nLong service leave provision\n364,626\n(161,698)\n7,298\n(179)\nPayroll tax\n38\n37\n38\n37\n420,395\n(98,059)\n8,033\n660\n13.\nOther income\nConsolidated\nConsolidated\nParent\nParent\n 2023\n 2022\n 2023\n 2022\n$000\n$000\n$000\n$000\nCommissions\n2,209\n2,113\n-\n-\nDiscounts\n3,198\n1,591\n-\n-\nInsurance refunds\n9,424\n10,697\n922\n1,863\nRental income\n- rental income from subleasing right-of-use \nassets\n17\n13\n-\n-\n- other rental income\n37,856\n33,673\n12,197\n11,417\nRevenue related to service concession arrangements\n9,903\n13,358\n-\n-\nOther\n13,024\n14,931\n5,718\n4,774\n75,631\n76,376\n18,837\n18,054\nRecognition and Measurement\nInsurance refunds\nRental income\nRevenue related to service concession arrangements\nOther income\nOther income arises from varying arrangements. Income is generally recognised on an accrual basis and / or when the\nright to receive the income has been established in accordance with the substance of the relevant agreement.\nRental income is accounted for on a straight-line basis over the lease term. The rental income is incidental to the\npurpose for holding the property.\nRevenue reflects the progressive unwinding of the 'grant of right to operate liability' (Note 35) over the remaining\nperiod of the arrangement. Refer to Note 25 for further details on service concession arrangements.\nInsurance activities are conducted through the NSW Treasury Managed Fund (TMF) Scheme of self insurance for\nGovernment entities. Insurance refunds are recognised when TMF accepts the insurance claim.\nSignificant fluctuations in the actuarial factors for the long service leave provision in 2022 resulted in negative\nmovements in the consolidated and parent entity for the year ended 30 June 2022.\nThe following liabilities and / or expenses have been assumed by the Crown or other government entities:\n¹ 'Long service leave provision' has been restated to be lower by $16.81 million in the prior year for the consolidated entity. Refer to Note 17\nfor further details regarding restatement as a result of an error.\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 167\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n14.\nGains / (losses) on disposal\nConsolidated\nConsolidated\nParent\nParent\n 2023\n 2022\n 2023\n 2022\n$000\n$000\n$000\n$000\nGains / (losses) on disposal of:\nProperty, plant and equipment\nWritten down value of assets disposed\n45,625\n68,478\n6,433\n11,226\nLess: Proceeds from disposal\n20,378\n15,849\n6,428\n10,133\nLess: Non-cash consideration for disposal\n-\n39,415\n-\n-\nLess: Proceeds received in advance for disposal\n-\n15,546\n-\n-\nNet gains / (losses) on disposal\n(25,247)\n2,332\n(5)\n(1,093)\nRight-of-use assets\nWritten down value of assets disposed\n19,537\n646,231\n16,766\n441,970\nLess: lease liabilities extinguished\n19,409\n771,746\n16,582\n556,110\nNet gains / (losses) on disposal*\n(128)\n125,515\n(184)\n114,140\nIntangible assets\nWritten down value of assets disposed\n1,993\n313\n-\n47\nNet gains / (losses) on disposal\n(1,993)\n(313)\n-\n(47)\nAssets held for sale\nWritten down value of assets disposed\n4,972\n311\n-\n-\nLess: Proceeds from disposal\n4,911\n435\n-\n-\nNet gains / (losses) on disposal\n(61)\n124\n-\n-\nFinancial assets\nWritten down value of financial assets\n9,334\n132,365\n-\n-\nLess: Proceeds from sale of financial assets\n9,334\n132,365\n-\n-\nNet gains / (losses) on disposal\n-\n-\n-\n-\nTotal gains / (losses) on disposal\n(27,429)\n127,658\n(189)\n113,000\n* In 2022, $125.30 million (parent entity: $114.14 million) of the net gains / (losses) on disposal is a result of the\nderecognition of the right-of-use asset of $640.39 million (parent entity: $441.95 million) and lease liability of $765.69\nmillion (parent entity: $556.09 million) with Property NSW, an entity of the ultimate parent. Please refer to Note 26 for\nfurther details on the derecognition.\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 168\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n15.\nOther gains / (losses)\nConsolidated\nConsolidated\nParent\nParent\n 2023\n 2022\n 2023\n 2022\n$000\n$000\n$000\n$000\n- Medical and surgical supplies\n(164,955)\n(55,370)\n-\n-\n- Drug supplies\n(520)\n(16,671)\n-\n-\n1,795\n11,501\n-\n-\nForeign exchange gains / (losses) \n(356)\n350\n(41)\n-\nOther\n-\n(5,565)\n-\n-\n(164,036)\n(65,755)\n(41)\n-\n●\nNote 20  Receivables\n●\nNote 21  Contract assets\n●\nNote 22  Inventories\n●\nNote 25  Property, plant and equipment\n●\nNote 26  Leases\n●\nNote 27  Intangible assets\n16.\nConditions on restrictions on income of not-for-profit entities\nInventory write down loss consists of $137.69 million (2022: $372.76 million) of various items written-off and an\nincrease in the allowance for impairment of $27.79 million (2022: decrease in the allowance for impairment of $300.72\nmillion) in respect of the inventory balance held at reporting date.\nThe consolidated entity receives various types of grants and donations from different grantors / donors, some of which\nmay not have enforceable performance obligations. The consolidated entity determines the grantor / donor\nexpectations in determining the externally imposed restrictions and discloses them in accordance with different types\nof restrictions. The types of restrictions and income earned with restrictions are detailed in Note 30 Restricted assets.\nGains / (losses) on derivative financial instruments at \nfair value through profit or loss\nImpairment losses may arise on non-financial assets held by the entity from time to time. Accounting for impairment\nlosses is dependent upon the individual asset (or group of assets) subject to impairment. Accounting Policies and\nevents giving rise to impairment losses are disclosed in the following notes:\nImpairment losses on non-financial assets\nRecognition and Measurement\nInventory write down\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 169\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n17.\nPrior period error\nCorrection of permanent part time long service leave \nDuring the year it was identified that the long service leave entitlement for certain employees has not been correctly\ncalculated and recognised. The issue only impacted employees who have had a period of part time service under the\nHealth Employees' Conditions of Employment Award during their employment duration. It was identified that the\naccrual for enhanced entitlement did not start on the completion of first 10 years of service by the employee, rather it\nwas delayed in some instances and only started upon the completion of full-time equivalency of 10 years of service.\nThis has resulted in an under accrual and / or underpayment of long service leave entitlements for such employees in\nthe current and prior years. The error has been corrected during the year, with retrospective adjustments made in the\nprior periods.\nThe consolidated entity's liability for long service leave are assumed by The Crown in right of the State of New South\nWales. The consolidated entity accounts for the liability as having been extinguished, resulting in the amount\nassumed being shown as part of the non-monetary revenue item described as 'Acceptance by the Crown of employee\nbenefits'. Specific on-costs relating to long service leave assumed by The Crown in right of the State of New South\nWales are borne by the consolidated entity.\nThe impact to the consolidated entity's Statement of Comprehensive Income and Statement of Financial Position from\nrestating the balances in the prior year due to above matter are shown below. There was no impact on the parent\nentity as all employees of the parent entity are on a separate award to the impacted employees.\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 170\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n17.\nPrior period error (continued)\nCorrection of permanent part time long service leave (continued)\nStatement of Comprehensive Income for the year ended 30 June 2022 (extract)\nCONSOLIDATED\nOriginal\nAdjustment\nRestated\nActual \nActual \nActual \n 2022\n 2022\n 2022\nNotes\n$'000\n$'000\n$'000\nContinuing operations\nExpenses excluding losses\nEmployee related expenses\n2\n16,185,112\n(19,167)\n16,165,945\nTotal expenses excluding losses\n29,210,766\n(19,167)\n29,191,599\nRevenue\n    \nAcceptance by the Crown Entity of employee benefits and other \nliabilities\n 12\n(81,253)\n(16,806)\n(98,059)\nTotal  revenue\n30,152,346\n(16,806)\n30,135,540\nOperating result\n941,580\n2,361\n943,941\nNet result from continuing operations\n940,044\n2,361\n942,405\nNet result\n940,044\n2,361\n942,405\nOther comprehensive income\nTotal other comprehensive income\n2,169,321\n-\n2,169,321\nTOTAL COMPREHENSIVE INCOME\n3,109,365\n2,361\n3,111,726\nNote: The above table is an extract only, showing only those financial statement line items affected by the correction\nof an error.\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 171\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n17.\nPrior period error (continued)\nCorrection of permanent part time long service leave (continued)\nStatement of Financial Position as at 1 July 2021 (extract)\nCONSOLIDATED\nOriginal\nAdjustment\nRestated\nActual\nActual\nActual\n1 July 2021\n1 July 2021\n1 July 2021\nNotes\n$000\n$'000\n$'000\nLIABILITIES\nCurrent liabilities\nProvisions\n34\n2,851,737\n17,315\n2,869,052\nTotal current liabilities\n5,125,448\n17,315\n5,142,763\nNon-current liabilities\nProvisions\n34\n62,674\n1,557\n64,231\nTotal non-current liabilities\n2,522,033\n1,557\n2,523,590\nTotal liabilities\n7,647,481\n18,872\n7,666,353\nNet assets\n21,909,693\n(18,872)\n21,890,821\nEQUITY\nAccumulated funds\n14,364,873\n(18,872)\n14,346,001\nTotal equity\n21,909,693\n(18,872)\n21,890,821\nNote: The above table is an extract only, showing only those financial statement line items affected by the correction\nof an error.\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 172\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n17.\nPrior period error (continued)\nCorrection of permanent part time long service leave (continued)\nStatement of Financial Position as at 30 June 2022 (extract)\nCONSOLIDATED\nOriginal\nAdjustment\nRestated\nActual\nActual\nActual\n 2022\n 2022\n 2022\nNotes\n$000\n$'000\n$'000\nLIABILITIES\nCurrent liabilities\nProvisions\n34\n3,466,486\n15,167\n3,481,653\nTotal current liabilities\n6,157,973\n15,167\n6,173,140\nNon-current liabilities\nProvisions\n34\n59,886\n1,344\n61,230\nTotal non-current liabilities\n1,898,404\n1,344\n1,899,748\nTotal liabilities\n8,056,377\n16,511\n8,072,888\nNet assets\n25,019,058\n(16,511)\n25,002,547\nEQUITY\nAccumulated funds\n15,317,397\n(16,511)\n15,300,886\nTotal equity\n25,019,058\n(16,511)\n25,002,547\nNote: The above table is an extract only, showing only those financial statement line items affected by the correction\nof an error.\nThe correction of the prior year error did not have an impact on the Statement of Cash Flows for the consolidated\nentity.\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 173\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n18.\n (a) Outcome statements of the consolidated entity (from 1 July 2022)\nCONSOLIDATED\n \n2023\n2022 **\n2023\n2022 **\n2023\n2022 **\n2023\n2022 **\n2023\n2022 **\n2023\n2022 **\n2023\n2022 **\n2023\n2022 **\n$000\n$000\n$000\n$000\n$000\n$000\n$000\n$000\n$000\n$000\n$000\n$000\n$000\n$000\n$000\n$000\nContinuing operations\nExpenses excluding losses\nEmployee related expenses\n575,294\n-\n4,172,811\n-\n2,596,191\n-\n9,197,198\n-\n402,123\n-\n248,388\n-\n-\n-\n17,192,005\n-\nOperating expenses\n561,391\n-\n2,077,919\n-\n1,184,700\n-\n4,896,012\n-\n159,484\n-\n89,712\n-\n-\n-\n8,969,218\n-\nDepreciation and amortisation\n39,370\n-\n360,231\n-\n226,781\n-\n717,222\n-\n20,838\n-\n13,164\n-\n-\n-\n1,377,606\n-\nGrants and subsidies\n177,902\n-\n694,597\n-\n94,302\n-\n749,746\n-\n40,661\n-\n114,853\n-\n-\n-\n1,872,061\n-\nFinance costs\n2,559\n-\n33,784\n-\n16,764\n-\n60,319\n-\n3,268\n-\n1,930\n-\n-\n-\n118,624\n-\nTotal expenses excluding losses\n1,356,516\n-\n7,339,342\n-\n4,118,738\n-\n15,620,497\n-\n626,374\n-\n468,047\n-\n-\n-\n29,529,514\n-\nRevenue\nAppropriations ***\n-\n-\n-\n-\n-\n-\n-\n-\n-\n-\n-\n-\n17,588,577\n-\n17,588,577\n-\n Acceptance by the Crown of employee benefits and \nother liabilities \n17,092\n-\n114,174\n-\n56,193\n-\n216,842\n-\n9,259\n-\n6,835\n-\n-\n-\n420,395\n-\n Sale of goods and services from contracts with \ncustomers \n11,569\n-\n862,196\n-\n165,214\n-\n1,863,319\n-\n8,987\n-\n-\n-\n-\n-\n2,911,285\n-\nInvestment revenue\n2,066\n-\n17,425\n-\n6,523\n-\n44,744\n-\n2,481\n-\n-\n-\n-\n-\n73,239\n-\nGrants and other contributions\n482,401\n-\n1,728,029\n-\n965,459\n-\n5,574,644\n-\n266,266\n-\n95,472\n-\n-\n-\n9,112,271\n-\nOther income\n2,131\n-\n17,964\n-\n6,722\n-\n46,254\n-\n2,559\n-\n1\n-\n-\n-\n75,631\n-\nTotal revenue\n515,259\n-\n2,739,788\n-\n1,200,111\n-\n7,745,803\n-\n289,552\n-\n102,308\n-\n17,588,577\n-\n30,181,398\n-\nGains / (losses) on disposal \n-\n-\n-\n-\n-\n-\n-\n-\n-\n-\n-\n-\n(27,429)\n-\n(27,429)\n-\nImpairment losses on financial assets\n-\n-\n-\n-\n-\n-\n-\n-\n-\n-\n-\n-\n(57,087)\n-\n(57,087)\n-\nOther gains / (losses)\n-\n-\n-\n-\n-\n-\n-\n-\n-\n-\n-\n-\n(164,036)\n-\n(164,036)\n-\nNet result from continuing operations\n(841,257)\n- (4,599,554)\n-\n(2,918,627)\n- (7,874,694)\n-\n(336,822)\n-\n(365,739)\n-\n17,340,025\n-\n403,332\n-\nNet result from discontinued operations\n-\n-\n-\n-\n-\n-\n-\n-\n-\n-\n-\n-\n-\n-\n-\n-\nNet result\n(841,257)\n- (4,599,554)\n-\n(2,918,627)\n- (7,874,694)\n-\n(336,822)\n-\n(365,739)\n-\n17,340,025\n-\n403,332\n-\nOther comprehensive income\nItems that will not be reclassified to net result in\nsubsequent periods \n Changes in revaluation surplus of property, plant and \nequipment \n39,780\n-\n363,978\n-\n229,140\n-\n724,682\n-\n21,054\n-\n13,300\n-\n-\n-\n1,391,934\n-\n Total other comprehensive income \n39,780\n-\n363,978\n-\n229,140\n-\n724,682\n-\n21,054\n-\n13,300\n-\n-\n1,391,934\n-\nTotal comprehensive income\n(801,477)\n- (4,235,576)\n- (2,689,487)\n-\n(7,150,012)\n-\n(315,768)\n-\n(352,439)\n-\n17,340,025\n-\n1,795,266\n-\n* The name and purpose of each outcome is summarised in Note 18 (b).\n** Outcome groups have been redefined in 2023 and as a result it is impracticable to adjust comparatives into the new outcome groups.\n*** Appropriations are made on an entity basis and not to individual outcomes. Consequently, appropriations are included in the ‘Not Attributable’ column. \nOutcomes of the consolidated entity\nCONSOLIDATED ENTITY EXPENSES AND INCOME\nOutcome 1 *\nOutcome 2 *\nOutcome 3 *\n1  *\n2  *\n3  *\n5  *\nTotal\nOutcome 6 *\n6  *\nOutcome 4 * \nOutcome 5 *\n Not Attributable  ***\n4  *\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 174\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n18.\nOutcomes of the consolidated entity (continued)\n (a) Outcome statements of the consolidated entity (from 1 July 2022) (continued)\nCONSOLIDATED\nCONSOLIDATED ENTITY ASSETS AND LIABILITIES\n2023\n2022 **\n2023\n2022 **\n2023\n2022 **\n2023\n2022 **\n2023\n2022 **\n2023\n2022 **\n2023\n2022 **\n2023\n2022 **\n$000\n$000\n$000\n$000\n$000\n$000\n$000\n$000\n$000\n$000\n$000\n$000\n$000\n$000\n$000\n$000\nASSETS\nCurrent assets\nCash and cash equivalents\n113,709\n-\n615,214\n-\n345,250\n-\n1,309,376\n-\n52,505\n-\n39,234\n-\n-\n-\n2,475,288\n-\nReceivables\n4,578\n-\n341,236\n-\n65,388\n-\n737,455\n-\n3,557\n-\n-\n-\n-\n-\n1,152,214\n-\nContract assets\n10\n-\n669\n-\n128\n-\n1,446\n-\n7\n-\n-\n-\n2,260\n-\nInventories\n28,268\n-\n104,628\n-\n59,652\n-\n246,526\n-\n8,030\n-\n4,517\n-\n-\n-\n451,621\n-\nFinancial assets at fair value\n4,471\n-\n24,189\n-\n13,574\n-\n51,481\n-\n2,064\n-\n1,543\n-\n-\n-\n97,322\n-\nOther financial assets\n3\n-\n11\n-\n6\n-\n24\n-\n1\n-\n1\n-\n-\n-\n46\n-\nNon-current assets held for sale\n9\n-\n79\n-\n50\n-\n158\n-\n5\n-\n3\n-\n-\n-\n304\n-\nTotal current assets\n151,048\n-\n1,086,026\n-\n484,048\n-\n2,346,466\n-\n66,169\n-\n45,298\n-\n-\n-\n4,179,055\n-\nNon-current assets\nReceivables\n597\n-\n44,500\n-\n8,527\n-\n96,171\n-\n464\n-\n-\n-\n-\n-\n150,259\n-\nFinancial assets at fair value\n420\n-\n2,274\n-\n1,276\n-\n4,839\n-\n194\n-\n145\n-\n-\n-\n9,148\n-\nOther financial assets\n4,068\n-\n22,006\n-\n12,350\n-\n46,836\n-\n1,878\n-\n1,403\n-\n-\n-\n88,541\n-\nProperty, plant and equipment\n-\n  - Land and buildings\n744,183\n-\n6,809,151\n-\n4,286,664\n-\n13,557,058\n-\n393,878\n-\n248,819\n-\n-\n-\n26,039,753\n-\n  - Plant and equipment\n43,480\n-\n397,831\n-\n250,452\n-\n792,084\n-\n23,013\n-\n14,537\n-\n-\n-\n1,521,397\n-\n  - Infrastructure systems\n25,196\n-\n230,547\n-\n145,140\n-\n459,021\n-\n13,336\n-\n8,425\n-\n-\n-\n881,665\n-\nRight-of-use assets\n17,911\n-\n163,880\n-\n103,170\n-\n326,286\n-\n9,480\n-\n5,988\n-\n-\n-\n626,715\n-\nIntangible assets\n20,921\n-\n191,423\n-\n120,509\n-\n381,125\n-\n11,073\n-\n6,995\n-\n-\n-\n732,046\n-\nTotal non-current assets\n856,776\n-\n7,861,612\n-\n4,928,088\n-\n15,663,420\n-\n453,316\n-\n286,312\n-\n-\n- 30,049,524\n-\nTOTAL ASSETS\n1,007,824\n-\n8,947,638\n-\n5,412,136\n-\n18,009,886\n-\n519,485\n-\n331,610\n-\n-\n- 34,228,579\n-\nLIABILITIES\nCurrent liabilities\nPayables\n121,516\n-\n449,778\n-\n256,436\n-\n1,059,772\n-\n34,521\n-\n19,419\n-\n-\n-\n1,941,442\n-\nContract liabilities\n3,019\n-\n10,815\n-\n6,043\n-\n34,890\n-\n1,666\n-\n598\n-\n57,031\n-\nBorrowings\n8,297\n-\n44,892\n-\n25,193\n-\n95,545\n-\n3,831\n-\n2,863\n-\n-\n-\n180,621\n-\nProvisions\n110,016\n-\n797,982\n-\n496,479\n-\n1,758,814\n-\n76,899\n-\n47,500\n-\n-\n-\n3,287,690\n-\nOther current liabilities\n5,521\n-\n29,873\n-\n16,765\n-\n63,580\n-\n2,550\n-\n1,905\n-\n-\n-\n120,194\n-\nTotal current liabilities\n248,369\n-\n1,333,340\n-\n800,916\n-\n3,012,601\n-\n119,467\n-\n72,285\n-\n-\n-\n5,586,978\n-\nNon-current liabilities\nContract liabilities\n30\n-\n105\n-\n59\n-\n340\n-\n16\n-\n6\n-\n-\n-\n556\n-\nBorrowings\n67,974\n-\n367,771\n-\n206,388\n-\n782,736\n-\n31,387\n-\n23,454\n-\n-\n-\n1,479,710\n-\nProvisions\n1,817\n-\n13,185\n-\n8,203\n-\n29,060\n-\n1,271\n-\n785\n-\n-\n-\n54,321\n-\nOther non-current liabilities\n14,636\n-\n79,187\n-\n44,439\n-\n168,535\n-\n6,758\n-\n5,050\n-\n-\n-\n318,605\n-\nTotal non-current liabilities\n84,457\n-\n460,248\n-\n259,089\n-\n980,671\n-\n39,432\n-\n29,295\n-\n-\n-\n1,853,192\n-\nTOTAL LIABILITIES\n332,826\n-\n1,793,588\n-\n1,060,005\n-\n3,993,272\n-\n158,899\n-\n101,580\n-\n-\n-\n7,440,170\n-\nNET ASSETS\n674,998\n-\n7,154,050\n-\n4,352,131\n-\n14,016,614\n-\n360,586\n-\n230,030\n-\n-\n- 26,788,409\n-\n* The name and purpose of each outcome is summarised in Note 18 (b).\n** Outcome groups have been redefined in 2023 and as a result it is impracticable to adjust comparatives into the new outcome groups.\n Not Attributable\nTotal\n1  *\n2  *\n3  *\n4  *\n5  *\nOutcome 6 *\n6  *\nOutcome 1 *\nOutcome 2 *\nOutcome 3 *\nOutcome 4 * \nOutcome 5 *\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 175\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n18.\n (a) Outcome statements of the consolidated entity (until 30 June 2022)\nCONSOLIDATED\n \n \n2023\n2022 **\n2023\n2022 **\n2023\n2022 **\n2023\n2022 **\n2023\n2022 **\n2023\n2022 **\n2023\n2022 **\n$000\n$000\n$000\n$000\n$000\n$000\n$000\n$000\n$000\n$000\n$000\n$000\n$000\n$000\nContinuing operations\nExpenses excluding losses\nEmployee related expenses\n-\n8,648,294\n-\n3,981,205\n-\n2,375,049\n-\n555,479\n-\n605,918\n-\n-\n-\n16,165,945\nOperating expenses\n-\n5,197,218\n-\n2,353,765\n-\n1,134,232\n-\n732,356\n-\n261,182\n-\n-\n-\n9,678,753\nDepreciation and amortisation\n-\n622,021\n-\n316,943\n-\n211,845\n-\n34,157\n-\n30,799\n-\n-\n-\n1,215,765\nGrants and subsidies\n-\n819,568\n-\n705,655\n-\n93,956\n-\n194,702\n-\n190,869\n-\n-\n-\n2,004,750\nFinance costs\n-\n65,203\n-\n34,360\n-\n18,728\n-\n2,698\n-\n5,397\n-\n-\n-\n126,386\nTotal expenses excluding losses\n-\n15,352,304\n-\n7,391,928\n-\n3,833,810\n-\n1,519,392\n-\n1,094,165\n-\n-\n-\n29,191,599\nRevenue\nAppropriations ***\n-\n-\n-\n-\n-\n-\n-\n-\n-\n-\n-\n17,135,207\n-\n17,135,207\n Acceptance by the Crown of employee benefits and \nother liabilities \n-\n(63,739)\n-\n(16,855)\n-\n(12,972)\n-\n(1,499)\n-\n(2,994)\n-\n-\n-\n(98,059)\n Sale of goods and services from contracts with \ncustomers \n-\n1,584,519\n-\n771,715\n-\n145,159\n-\n7,115\n-\n9,007\n-\n-\n-\n2,517,515\nInvestment revenue\n-\n3,601\n-\n1,402\n-\n525\n-\n166\n-\n200\n-\n-\n-\n5,894\nGrants and other contributions\n-\n6,326,528\n-\n2,365,002\n-\n972,744\n-\n496,351\n-\n337,982\n-\n-\n-\n10,498,607\nOther income\n-\n46,718\n-\n18,136\n-\n6,789\n-\n2,151\n-\n2,582\n-\n-\n-\n76,376\nTotal revenue\n-\n7,897,627\n-\n3,139,400\n-\n1,112,245\n-\n504,284\n-\n346,777\n-\n17,135,207\n-\n30,135,540\nGains / (losses) on disposal \n-\n-\n-\n-\n-\n-\n-\n-\n-\n-\n-\n127,658\n-\n127,658\nImpairment losses on financial assets\n-\n-\n-\n-\n-\n-\n-\n-\n-\n-\n-\n(63,439)\n-\n(63,439)\nOther gains / (losses)\n-\n-\n-\n-\n-\n-\n-\n-\n-\n-\n-\n(65,755)\n-\n(65,755)\nNet result from continuing operations\n- (7,454,677)\n- (4,252,528)\n-\n(2,721,565)\n-\n(1,015,108)\n-\n(747,388)\n-\n17,133,671\n-\n942,405\nNet result from discontinued operations\n-\n-\n-\n-\n-\n-\n-\n-\n-\n-\n-\n-\n-\n-\nNet result\n- (7,454,677)\n- (4,252,528)\n-\n(2,721,565)\n-\n(1,015,108)\n-\n(747,388)\n-\n17,133,671\n-\n942,405\nOther comprehensive income\nItems that will not be reclassified to net result in\nsubsequent periods \n Changes in revaluation surplus of property, plant and \nequipment \n-\n1,109,890\n-\n565,529\n-\n377,999\n-\n60,947\n-\n54,956\n-\n-\n-\n2,169,321\n Total other comprehensive income \n-\n1,109,890\n-\n565,529\n-\n377,999\n-\n60,947\n-\n54,956\n-\n-\n-\n2,169,321\nTotal comprehensive income\n- (6,344,787)\n- (3,686,999)\n- (2,343,566)\n-\n(954,161)\n-\n(692,432)\n-\n17,133,671\n-\n3,111,726\n* The name and purpose of each outcome is summarised in Note 18 (b).\n** Outcome groups have been redefined in 2023 and as a result it is impracticable to adjust comparatives into the new outcome groups.\n** Outcome balances have been restated in 2022. See Note 17 for details regarding restated prior year balances as the result of an error in the consolidated entity.\n*** Appropriations are made on an entity basis and not to individual outcomes. Consequently, appropriations are included in the ‘Not Attributable’ column. \n5  *\nOutcome 5 *\n Not Attributable  ***\nTotal\nOutcomes of the consolidated entity\nCONSOLIDATED ENTITY EXPENSES AND INCOME\nOutcome 1 *\nOutcome 2 *\nOutcome 3 *\nOutcome 4 * \n1  *\n2  *\n3  *\n4  *\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 176\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n18.\nOutcomes of the consolidated entity (continued)\n (a) Outcome statements of the consolidated entity (until 30 June 2022) (continued)\nCONSOLIDATED\nCONSOLIDATED ENTITY ASSETS AND LIABILITIES\n2023\n2022 **\n2023\n2022 **\n2023\n2022 **\n2023\n2022 **\n2023\n2022 **\n2023\n2022 **\n2023\n2022 **\n$000\n$000\n$000\n$000\n$000\n$000\n$000\n$000\n$000\n$000\n$000\n$000\n$000\n$000\nASSETS\nCurrent assets\nCash and cash equivalents\n-\n1,518,352\n-\n731,048\n-\n379,164\n-\n150,232\n-\n108,210\n-\n-\n-\n2,887,006\nReceivables\n-\n920,413\n-\n448,272\n-\n84,320\n-\n4,133\n-\n5,232\n-\n-\n-\n1,462,370\nContract assets\n-\n822\n-\n401\n-\n75\n-\n4\n-\n5\n-\n1,307\nInventories\n-\n453,783\n-\n205,513\n-\n99,033\n-\n63,944\n-\n22,804\n-\n-\n-\n845,077\nFinancial assets at fair value\n-\n51,791\n-\n24,936\n-\n12,933\n-\n5,124\n-\n3,691\n-\n-\n-\n98,475\nOther financial assets\n-\n41\n-\n19\n-\n10\n-\n4\n-\n3\n-\n-\n-\n77\nNon-current assets held for sale\n-\n1,690\n-\n861\n-\n576\n-\n93\n-\n84\n-\n-\n-\n3,304\nTotal current assets\n-\n2,946,892\n-\n1,411,050\n-\n576,111\n-\n223,534\n-\n140,029\n-\n-\n-\n5,297,616\nNon-current assets\nReceivables\n-\n14,285\n-\n6,957\n-\n1,309\n-\n64\n-\n81\n-\n-\n-\n22,696\nFinancial assets at fair value\n-\n5,212\n-\n2,510\n-\n1,302\n-\n516\n-\n371\n-\n-\n-\n9,911\nOther financial assets\n-\n45,446\n-\n21,882\n-\n11,349\n-\n4,497\n-\n3,239\n-\n-\n-\n86,413\nProperty, plant and equipment\n  - Land and buildings\n-\n12,357,036\n-\n6,296,355\n-\n4,208,482\n-\n678,559\n-\n611,855\n-\n-\n-\n24,152,287\n  - Plant and equipment\n-\n759,667\n-\n387,078\n-\n258,723\n-\n41,715\n-\n37,615\n-\n-\n-\n1,484,798\n  - Infrastructure systems\n-\n364,161\n-\n185,553\n-\n124,024\n-\n19,997\n-\n18,031\n-\n-\n-\n711,766\nRight-of-use assets\n-\n313,492\n-\n159,735\n-\n106,767\n-\n17,215\n-\n15,522\n-\n-\n-\n612,731\nIntangible assets\n-\n356,718\n-\n181,760\n-\n121,488\n-\n19,588\n-\n17,663\n-\n-\n-\n697,217\nTotal non-current assets\n-\n14,216,017\n-\n7,241,830\n-\n4,833,444\n-\n782,151\n-\n704,377\n-\n-\n-\n27,777,819\nTOTAL ASSETS\n-\n17,162,909\n-\n8,652,880\n-\n5,409,555\n-\n1,005,685\n-\n844,406\n-\n-\n- 33,075,435\nLIABILITIES\nCurrent liabilities\nPayables\n-\n1,275,957\n-\n577,867\n-\n278,463\n-\n179,799\n-\n64,122\n-\n-\n-\n2,376,208\nContract liabilities\n-\n33,764\n-\n12,622\n-\n5,191\n-\n2,649\n-\n1,804\n-\n56,030\nBorrowings\n-\n88,378\n-\n42,551\n-\n22,069\n-\n8,744\n-\n6,298\n-\n-\n-\n168,040\nProvisions\n-\n1,862,581\n-\n857,430\n-\n511,513\n-\n119,633\n-\n130,496\n-\n-\n-\n3,481,653\nOther current liabilities\n-\n47,968\n-\n23,096\n-\n11,979\n-\n4,747\n-\n3,419\n-\n-\n-\n91,209\nTotal current liabilities\n-\n3,308,648\n-\n1,513,566\n-\n829,215\n-\n315,572\n-\n206,139\n-\n-\n-\n6,173,140\nNon-current liabilities\nContract liabilities\n-\n651\n-\n244\n-\n100\n-\n51\n-\n35\n-\n-\n-\n1,081\nBorrowings\n-\n790,485\n-\n380,598\n-\n197,400\n-\n78,214\n-\n56,336\n-\n-\n-\n1,503,033\nProvisions\n-\n32,756\n-\n15,079\n-\n8,996\n-\n2,104\n-\n2,295\n-\n-\n-\n61,230\nOther non-current liabilities\n-\n175,869\n-\n84,678\n-\n43,918\n-\n17,405\n-\n12,534\n-\n-\n-\n334,404\nTotal non-current liabilities\n-\n999,761\n-\n480,599\n-\n250,414\n-\n97,774\n-\n71,200\n-\n-\n-\n1,899,748\nTOTAL LIABILITIES\n-\n4,308,409\n-\n1,994,165\n-\n1,079,629\n-\n413,346\n-\n277,339\n-\n-\n-\n8,072,888\nNET ASSETS\n-\n12,854,500\n-\n6,658,715\n-\n4,329,926\n-\n592,339\n-\n567,067\n-\n-\n- 25,002,547\n* The name and purpose of each outcome is summarised in Note 18 (b).\n** Outcome groups have been redefined in 2023 and as a result it is impracticable to adjust comparatives into the new outcome groups.\n** Outcome balances have been restated in 2022. See Note 17 for details regarding restated prior year balances as the result of an error in the consolidated entity.\nOutcome 4 * \nOutcome 5 *\n Not Attributable\nTotal\n1  *\n2  *\n3  *\n4  *\n5  *\nOutcome 1 *\nOutcome 2 *\nOutcome 3 *\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 177\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n18.\n (b) Outcome name and purpose of the consolidated entity (from 1 July 2022)\nOutcome name\nOutcome purpose\nOutcome 1 -\nPeople are healthy and well\nThis outcome reflects that preventive and population health is critical to\nkeeping people healthier. It covers a range of functions NSW Health is\nresponsible for including to protect and promote public health, control\ninfectious diseases, reduce preventive diseases and death, help people\nmanage their own health, and promote equitable health outcomes in the\ncommunity.\nOutcome 2 - \nSafe care is delivered within our \ncommunity\nThis outcome reflects that healthcare extends beyond the hospital and\nneeds to connect across settings to reduce the burden of chronic\ndisease,\nassist\npeople\nwith\nconditions\nto\nlive\nwell\nand\navoid\ncomplications, support people to recover from illness and injury, and\nprevent avoidable hospitalisations. NSW Health services funded to\nachieve this outcome include non-admitted and community-based\nservices, sub-acute services, hospital in the home, and dental services.\nOutcome 3 - \nSafe emergency care is delivered\nNSW Health often provides the first point of contact for those needing\naccess to emergency healthcare and is responsible for managing and\nadministering ambulance and emergency services.\nOutcome 4 - \nSafe care is delivered within our \nhospitals\nThis\noutcome\nreflects\nthe\nstate's\nresponsibility\nto\nmanage\nand\nadminister public hospitals. When people are admitted to a hospital in\nNSW, they can expect world-class medical and surgical care within\nclinically recommended timeframes.\nOutcome 5 - \nOur staff are engaged and well \nsupported\nThis outcome reflects the requirement that a skilled workforce with\naccess to world leading education and training is essential to deliver\nsafe, reliable person-centred care driving the best outcomes and\nexperiences.\nOutcome 6 - \nResearch and innovation and digital \nadvances inform service delivery\nThis outcome reflects the requirement that clinical service delivery\ncontinues to transform through health and medical research, digital\ntechnologies, and data analytics.\nOutcomes of the consolidated entity (continued)\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 178\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n18.\n (b) Outcome name and purpose of the consolidated entity (until 30 June 2022)\nOutcome name\nOutcome purpose\nOutcome 1 -\nPeople receive high-quality, safe care in \nour hospitals\nThis\noutcome\nreflects\nthe\nstate's\nresponsibility\nto\nmanage\nand\nadminister public hospitals. When people are admitted to a hospital in\nNSW, they can expect world-class medical and surgical care within\nclinically recommended timeframes.\nOutcome 2 - \nPeople can access care in out of \nhospital settings to manage their health \nand wellbeing\nThis outcome reflects that healthcare extends beyond the hospital and\nneeds to connect across settings to reduce the burden of chronic\ndisease,\nassist\npeople\nwith\nconditions\nto\nlive\nwell\nand\navoid\ncomplications, support people to recover from illness and injury, and\nprevent avoidable hospitalisations. NSW Health services funded to\nachieve this outcome include non-admitted and community based\nservices, sub-acute services, hospital in the home, and dental services.\nOutcome 3 - \nPeople receive timely emergency care\nNSW Health often provides the first point of contact for those needing\naccess to emergency healthcare and is responsible for managing and\nadministering ambulance and emergency services.\nOutcome 4 - \nKeeping people healthy through \nprevention and health promotion\nThis outcome reflects that preventive and population health is critical to\nkeeping people healthier. It covers a range of functions NSW Health is\nresponsible for including to protect and promote public health, control\ninfectious diseases, reduce preventive diseases and death, help people\nmanage their own health, and promote equitable health outcomes in the\ncommunity.\nOutcome 5 - \nOur people and systems are \ncontinuously improving to deliver the \nbest health outcomes and experiences\nA skilled workforce with access to world leading education and training,\nand a system that harnesses research and digital innovation essential to\ncontinuously improving outcomes and experiences of care across the\nsystem. These enablers are delivered by a range of statutory bodies and\nsystem managers.\nOutcomes of the consolidated entity (continued)\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 179\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n19.\nCash and cash equivalents   \nConsolidated\nConsolidated\nParent\nParent\n 2023\n 2022\n 2023\n 2022\n$000\n$000\n$000\n$000\nCash at bank and on hand\n2,475,288\n2,887,006\n426,486\n614,647\n2,475,288\n2,887,006\n426,486\n614,647\nConsolidated\nConsolidated\nParent\nParent\n 2023\n 2022\n 2023\n 2022\n$000\n$000\n$000\n$000\n2,475,288\n2,887,006\n426,486\n614,647\n2,475,288\n2,887,006\n426,486\n614,647\nHealthShare NSW, a controlled entity of the parent entity manages accounts payable and employee related payments\non behalf of the parent entity for payments to suppliers and employees. HealthShare NSW makes payments after the\nparent has submitted correctly rendered invoices and exception based approved payroll reports are received. These\npayments are reported as expenditures and cash outflows in the financial statements of the parent.\nRefer to Note 44 for details regarding credit risk and market risk arising from financial instruments.\nFor the purposes of the Statement of Cash Flows, cash and cash equivalents includes cash at bank, cash on hand, short-\nterm deposits with a maturity of three months or less, which are subject to an insignificant risk of changes in value, and\nnet outstanding bank overdraft.\nCash and cash equivalent assets recognised in the Statement of Financial Position are reconciled at the end of the\nfinancial year to the Statement of Cash Flows as follows:\nCash and cash equivalents (per Statement of Financial\nPosition) \nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 180\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n20. Receivables \nConsolidated\nConsolidated\nParent\nParent1\n 2023\n 2022\n 2023\n 2022\n$000\n$000\n$000\n$000\nCurrent\nTrade receivables from contracts with customers\n768,201\n1,070,767\n156,351\n571,648\nReceivables from controlled health entities\n-\n-\n15,539\n10,451\nGoods and Services Tax\n169,314\n178,108\n18,050\n21,490\nOther receivables\n136,199\n149,286\n24,714\n33,309\n1,073,714\n1,398,161\n214,654\n636,898\nLess: allowance for expected credit losses*\n- Trade receivables from contracts with customers\n(147,761)\n(131,560)\n(127)\n-\n- Other receivables\n(4,640)\n(3,899)\n(468)\n-\n921,313\n1,262,702\n214,059\n636,898\nPrepayments\n230,901\n199,668\n3,721\n11,486\nTotal current receivables\n1,152,214\n1,462,370\n217,780\n648,384\nNon-current\nTrade receivables from contracts with customers\n112\n102\n-\n-\nOther receivables\n258\n24\n-\n-\n370\n126\n-\n-\nLess: allowance for expected credit losses*\n- Trade receivables from contracts with customers\n(112)\n(100)\n-\n-\n- Other receivables\n(23)\n(2)\n-\n-\n235\n24\n-\n-\nPrepayments\n150,024\n22,672\n-\n-\nTotal non-current receivables\n150,259\n22,696\n-\n-\n* Movement in the allowance for expected credit losses\nTrade receivables from contracts with customers and other receivables\nConsolidated\nConsolidated\nParent\nParent\n 2023\n 2022\n 2023\n 2022\n$000\n$000\n$000\n$000\nBalance at the beginning of the year\n(135,561)\n(106,092)\n-\n-\nAmounts written off during the year\n40,112\n33,970\n-\n-\n(57,087)\n(63,439)\n(595)\n-\nBalance at the end of the year\n(152,536)\n(135,561)\n(595)\n-\n¹ Prior year receivables from controlled health entities has been restated higher by $0.12 million and other receivables has been restated\nlower by $0.12 million in the parent entity as a result of a reclassification of a receivables balance.\nDetails regarding credit risk of receivables that are neither past due nor impaired, are disclosed in Note 44.\n(Increase) / decrease in allowance recognised in net \nresult1\n¹ Includes impairment loss recognised of $54.56 million (2022: $62.02 million) in the consolidated entity and $0.13 million (2022: $Nil) in\nthe parent entity on trade receivables from contracts with customers.\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 181\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n20. Receivables  (continued)\nRecognition and Measurement\n●\n●\nSubsequent measurement\nImpairment\nFor trade receivables, the consolidated entity applies a simplified approach in calculating ECLs. The consolidated entity\nrecognises a loss allowance based on lifetime ECLs at each reporting date. The consolidated entity has established a\nprovision matrix based on its historical credit loss experience for trade receivables, adjusted for forward looking factors\nspecific to the receivable.\nThe consolidated entity recognises an allowance for expected credit losses (ECLs) for all debt financial assets not held\nat fair value through profit or loss. ECLs are based on the difference between the contractual cash flows and the cash\nflows that the consolidated entity expects to receive, discounted at the original effective interest rate.\nThe consolidated entity holds receivables with the objective to collect the contractual cash flows and therefore\nmeasures them at amortised cost using the effective interest method, less any impairment. Changes are recognised in\nthe net result for the year when impaired, derecognised or through the amortisation process.\nReceivables are initially recognised at fair value plus any directly attributable transaction costs. Trade receivables that\ndo not contain a significant financing component are measured at the transaction price.\nAll 'regular way' purchases or sales of financial assets are recognised and derecognised on a trade date basis. Regular\nway purchases or sales are purchases or sales of financial assets that require delivery of assets within the time frame\nestablished by regulation or convention in the marketplace.\nThe consolidated entity recognises a financial asset or a financial liability when, and only when, it becomes a party to\nthe contractual provisions of the instrument. To determine when the agency becomes a party to the contractual\nprovisions of the instrument, the consolidated entity considers:\nWhether the consolidated entity has a legal right to receive cash (financial asset) or a legal obligation to pay cash\n(financial liability); or\nWhether at least one of the parties has performed under the agreement.\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 182\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n21.\nContract assets\nConsolidated\nConsolidated\nParent\nParent\n 2023\n 2022\n 2023\n 2022\n$000\n$000\n$000\n$000\nCurrent\nContract assets\n2,260\n1,307\n460\n363\n2,260\n1,307\n460\n363\nRecognition and Measurement\nConsolidated\nConsolidated\nParent\nParent1\n 2023\n 2022\n 2023\n 2022\n$000\n$000\n$000\n$000\nContract receivables (included in Note 20)\n768,313\n1,070,868\n171,890\n582,099\n768,313\n1,070,868\n171,890\n582,099\nContract assets relate to the consolidated entity's right to consideration in exchange for goods and services\ntransferred to customers / works completed, but not billed at the reporting date. The contract assets are transferred to\nreceivables when the rights become unconditional. This usually occurs when the consolidated entity issues an invoice\nto the customer. The balance of the contract assets relates to grants and other contributions for work completed but\nnot yet invoiced as future work is required to be completed before the consolidated entity has the rights to invoice.\nOnce all performance obligations are met and the consolidated entity has rights to invoice for the payment to be made,\nthe contract asset is transferred to receivables.\nThe contract asset balance has increased in the consolidated and parent entity during the year due to the varying\nbilling arrangements from contracts existing at different reporting dates.\n¹ Prior year figures in the parent entity have been restated higher by $0.12 million as a result of items previously excluded under contract\nreceivables.\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 183\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n22. Inventories\nConsolidated\nConsolidated\nParent\nParent\n 2023\n 2022\n 2023\n 2022\n$000\n$000\n$000\n$000\nCurrent\nHeld-for-distribution\nDrug supplies\n152,754\n127,684\n31,749\n38,009\nMedical and surgical supplies\n575,720\n866,030\n1,840\n1,889\nFood and hotel supplies\n2,950\n2,762\n-\n-\nOther\n5,995\n4,071\n-\n-\n737,419\n1,000,547\n33,589\n39,898\nCurrent\nHeld-for-resale\nMedical and surgical supplies\n-\n102,540\n-\n-\n-\n102,540\n-\n-\nLess: Allowance for impairment\n - Drug supplies\n-\n(11,306)\n-\n-\n - Medical and surgical supplies\n(285,798)\n(246,704)\n-\n-\n451,621\n845,077\n33,589\n39,898\nMaterial inventories are held for distribution (consumed in the ordinary activities of the consolidated entity). Inventories\nheld for distribution are stated at cost, adjusted when applicable, for any loss of service potential. A loss of service\npotential is identified and measured based on the existence of a current replacement cost that is lower than the\ncarrying amount or any loss of operating capacity due to obsolescence. Costs are assigned to individual items of stock\nmainly on the basis of weighted average costs.\nRecognition and Measurement\nThe majority of the inventory held-for-distribution is held for consumption in the ordinary activities of the consolidated\nentity and upon consumption, are expensed in food supplies, medical and surgical supplies and pharmaceutical\nsupplies (Note 3).\nInventories (other than those held for distribution) are stated at the lower of cost and net realisable value. Cost is\ncalculated using the weighted average cost method.\nIn 2022, medical and surgical supplies inventory held-for-resale consisted of items the consolidated entity had agreed\nto resell to the Commonwealth for inclusion in the national medical stockpile. \nIn 2023, the consolidated entity wrote off $125.86 million of medical and surgical supplies. Following the write-off, the\nallowance for impairment of medical and surgical supplies was reassessed and an additional impairment of $39.09\nmillion was recognised due to the changes in the current consumption forecast model of medical and surgical supplies.\nThe write-off and additional allowance for impairment expensed under other gains / (losses) (Note 15) is $164.96\nmillion.\nIn 2022, the consolidated entity held an allowance for impairment of medical and surgical supplies of $246.70 million.\nThe allowance for impairment was based on a consumption forecast model, on medical and surgical supply categories\nthat are likely to expire before they are consumed or are in an unserviceable condition (does not meet the clinical\nrequirements) and have no alternative use before they expire.\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 184\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n22. Inventories (continued)\nIn addition, the consolidated entity wrote-off $0.09 million (2022: $Nil) of monkeypox vaccinations as a result of\nvaccinations being damaged or expired.\nAt the beginning of 2021, the rollout of the Commonwealth's COVID-19 vaccine program commenced, with the aim of\nproviding free vaccines to all Australians. The consolidated entity played a key role in the rollout within NSW, including\nin relation to logistics, vaccination delivery, safety and reporting. The Commonwealth assumed the responsibility for\nprocuring and distributing vaccines to all states and territories. The consolidated entity received COVID-19 vaccines for\nnil consideration and provided to the public free of charge. On the basis that the consolidated entity controls the\ninventory once it is received from the Commonwealth, the value of the inventory received, distributed and wasted were\nrecognised by the consolidated entity. \nThe value attributable to each COVID-19 vaccine received was its fair value based on replacement cost. The\nconsolidated entity was unsuccessful in obtaining cost information from the Commonwealth because of non-disclosure\nagreements signed by the Commonwealth and the pharmaceutical companies supplying the COVID-19 vaccines. An\ninternal valuation was undertaken based on publicly available information to estimate the replacement cost of the\nCOVID-19 vaccines received by the consolidated entity.\nRecognition and Measurement (continued)\nObsolete items are disposed of in accordance with instructions issued by the Ministry. \nThe cost of inventories acquired at no cost or for nominal consideration is the current replacement cost as at the date of\nacquisition. Current replacement cost is the cost the consolidated entity would incur to acquire the asset. Net realisable\nvalue is the estimated selling price in the ordinary course of business less the estimated costs of completion and the\nestimated costs necessary to make the sale.\nThe value of the COVID-19 vaccines received, administered and granted during the financial year ended 30 June 2023\nwas $2.14 million (2022: $130.02 million), $2.54 million (2022: $116.83 million) and $0.13 million (2022: $0.39 million),\nrespectively. $11.74 million (2022: $5.36 million) of COVID-19 vaccines were written-off and $11.31 million decrease in\nthe allowance for impairment (2022: increase in the allowance for impairment of $11.31 million). COVID-19 vaccine\nclosing inventory balance as at 30 June 2023 was $0.15 million (2022: $12.42 million) which is included as part of drug\nsupplies.\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 185\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n23. Financial assets at fair value\nConsolidated\nConsolidated\nParent\nParent\n 2023\n 2022\n 2023\n 2022\n$000\n$000\n$000\n$000\nCurrent\nDerivatives\n2,522\n1,590\n-\n-\nTCorpIM Funds Investment facilities\n94,800\n96,885\n-\n-\n97,322\n98,475\n-\n-\nNon-current\nDerivatives\n9,148\n9,911\n-\n-\n9,148\n9,911\n-\n-\n●\n●\nThe consolidated entity has elected not to apply hedge accounting to the economic hedges.\nDerivative contracts are carried as financial assets when their fair value at the reporting date is positive. Derivative\ncontracts maturing less than 12 months are classified as current and all other contracts as non-current. \nRefer to Note 44 for further information regarding fair value measurement, credit risk, and market risk arising from\nfinancial instruments.\nThe consolidated entity recognises a financial asset or a financial liability when, and only when, it becomes a party to\nthe contractual provisions of the instrument. To determine when the agency becomes a party to the contractual\nprovisions of the instrument, the consolidated entity considers:\nWhether the consolidated entity has a legal right to receive cash (financial asset) or a legal obligation to pay cash\n(financial liability); or\nWhether at least one of the parties has performed under the agreement.\nFinancial assets at fair value through profit or loss include financial assets designated upon initial recognition at fair\nvalue through profit or loss, or financial assets mandatorily required to be measured at fair value under AASB 9\nFinancial Instruments (AASB 9).\nFinancial assets are held for trading if acquired for the purpose of selling or repurchasing in the near term. Derivatives\nare economic hedges classified as fair value through profit or loss unless they are designated as effective hedging\ninstruments.\nClassification and measurement\nRecognition and Measurement\nFinancial assets at fair value through profit or loss\nAll 'regular way' purchases or sales of financial assets are recognised and derecognised on a trade date basis. Regular\nway purchases or sales are purchases or sales of financial assets that require delivery of assets within the time frame\nestablished by regulation or convention in the marketplace.\nThe consolidated entity's financial assets at fair value are classified, at initial recognition, at fair value through profit or\nloss.\nTransaction costs of financial assets carried at fair value through profit or loss are expensed in net results. \nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 186\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n23. Financial assets at fair value (continued)\n24. Other financial assets\nConsolidated\nConsolidated\nParent\nParent\n 2023\n 2022\n 2023\n 2022\n$000\n$000\n$000\n$000\nCurrent\nReceivables on finance leases as lessor (Note 26)\n46\n77\n-\n-\nIntra health loans receivable\n-\n-\n206,553\n500,800\n46\n77\n206,553\n500,800\nNon-current\nReceivables on finance leases as lessor (Note 26)\n88,541\n86,413\n-\n-\nIntra health loans receivable\n-\n-\n-\n3,028\n88,541\n86,413\n-\n3,028\nRecognition and Measurement (continued)\nA gain or loss on a financial asset that is subsequently measured at fair value through profit or loss is recognised in net\nresults and presented net within other gains / (losses), except for TCorpIM Funds that are presented in 'investment\nrevenue' in the period in which it arises.\nRecognition and Measurement\nAll 'regular way' purchases or sales of other financial assets are recognised and derecognised on a trade date basis.\nRegular way purchases or sales are purchases or sales of other financial assets that require delivery of assets within\nthe time frame established by regulation or convention in the marketplace.\nRefer to Note 44 for further information regarding fair value measurement, credit risk, and market risk arising from\nfinancial instruments.\nOther financial assets are initially measured at fair value plus any transaction costs.\nThe current intra health loans receivable balance within the parent entity includes $203.04 million (2022: $495.80\nmillion) of cash advances provided to HealthShare NSW to make all payments to employees and most payments to\nsuppliers of goods and services and grants and subsidies on behalf of the controlled entities.\nFinancial assets with cash flows that are not solely payments of principal and interest are classified and measured at\nfair value through profit or loss, irrespective of the business model. TCorpIM Funds are managed and their performance\nis evaluated on a fair value basis and therefore the business model is neither to hold to collect contractual cash flows or\nsell the financial asset. Hence these investments are mandatorily required to be measured at fair value through profit or\nloss.\nNotwithstanding the criteria to be classified at amortised cost or at fair value through other comprehensive income,\nfinancial assets may be designated at fair value through profit or loss on initial recognition if doing so eliminates, or\nsignificantly reduces, an accounting mismatch.\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 187\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n24. Other financial assets (continued)\nThe consolidated entity's term deposits are issued by financial institutions that have strong credit ratings and are\ntherefore considered to be low credit risk investments. Hence the consolidated entity measures the loss allowance for\nterm deposits at an amount equal to a 12-month ECL. However, when there is a significant increase in credit risk since\norigination, the allowance will be based on the lifetime ECL.\nThe consolidated entity uses the ratings from external credit rating agencies both to determine whether there has been\na significant increase in credit risk on the deposits and to estimate ECLs. These estimates are performed at every\nreporting date.\nImpairment\nOther financial assets are classified and subsequently measured at amortised cost as they are held for collection of\ncontractual cash flows solely representing payments of principal and interest. Impairment losses are presented as a\nseparate line item in the Statement of Comprehensive Income. Any gain or loss arising on derecognition is recognised\ndirectly in net results and presented in other gains / (losses) together with foreign exchange gains and losses.\nFinancial assets at amortised cost\nFor lease receivables, the entity applies the simplified approach permitted by AASB 9 Financial Instruments, where the\nloss allowance is based on lifetime ECLs.\nRecognition and Measurement (continued)\nThe consolidated entity recognises an allowance for expected credit losses (ECLs) for all debt financial assets not held\nat fair value through profit or loss. ECLs are based on the difference between the contractual cash flows and the cash\nflows that the consolidated entity expects to receive, discounted at the original effective interest rate.\nECLs are recognised in two stages. For credit exposures where there has not been a significant increase in credit risk\nsince initial recognition, ECLs are based on default events possible within the next 12-months (i.e. a 12-month ECL). If\nthere has been a significant increase in credit risk since initial recognition, a loss allowance is required for credit losses\nexpected over the remaining life of the exposure, irrespective of the timing of the default (i.e. a lifetime ECL). In\naddition, the consolidated entity considers that there has been a significant increase in credit risk when contractual\npayments are more than 30 days past due.\nSubsequent measurement\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 188\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n25. Property, plant and equipment\n(a) Total property, plant and equipment\nCONSOLIDATED\nLand and \nBuildings\nPlant and \nEquipment\nInfrastructure \nsystems\nTotal\n$000\n$000\n$000\n$000\nAt 1 July 2021 - fair value\nGross carrying amount\n31,219,657\n3,041,014\n1,146,858\n35,407,529\n(9,698,449)\n(1,663,991)\n(529,423)\n(11,891,863)\nNet carrying amount\n21,521,208\n1,377,023\n617,435\n23,515,666\nLand and \nBuildings\nPlant and \nEquipment\nInfrastructure \nsystems\nTotal\n$000\n$000\n$000\n$000\n21,521,208\n1,377,023\n617,435\n23,515,666\nAdditions\n1,361,314\n302,751\n2,120\n1,666,185\nReclassifications to intangibles\n-\n(1,375)\n-\n(1,375)\nReclassification from inventory\n-\n4,694\n-\n4,694\nReclassification from / (to) assets held for sale\n(1,263)\n-\n483\n(780)\nDisposals\n(57,430)\n(10,469)\n(579)\n(68,478)\nNet revaluation increment less revaluation decrements(i)\n2,092,913\n-\n76,408\n2,169,321\nDepreciation expense\n(660,710)\n(243,810)\n(31,862)\n(936,382)\n(103,745)\n55,984\n47,761\n-\nNet carrying amount at end of year\n24,152,287\n1,484,798\n711,766\n26,348,851\n(i)\nLess: accumulated depreciation and impairment\nOther reclassifications within property, plant and \nequipment \nNet carrying amount at beginning of year\nYear ended 30 June 2022\nFurther details regarding fair value measurement of property, plant and equipment are disclosed in Note 29(b).\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 189\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n25. Property, plant and equipment (continued)\n(a) Total property, plant and equipment (continued)\nCONSOLIDATED\nLand and \nBuildings\nPlant and \nEquipment\nInfrastructure \nsystems\nTotal\n$000\n$000\n$000\n$000\nAt 1 July 2022 - fair value\nGross carrying amount\n35,667,258\n3,241,263\n1,331,840\n40,240,361\n(11,514,971)\n(1,756,465)\n(620,074)\n(13,891,510)\nNet carrying amount\n24,152,287\n1,484,798\n711,766\n26,348,851\nLand and \nBuildings\nPlant and \nEquipment\nInfrastructure \nsystems\nTotal\n$000\n$000\n$000\n$000\n24,152,287\n1,484,798\n711,766\n26,348,851\nAdditions\n1,518,412\n345,291\n1,430\n1,865,133\nReclassifications to intangibles\n-\n(3,360)\n-\n(3,360)\nReclassification from inventory\n-\n6,394\n-\n6,394\nReclassification from right-of-use assets\n891\n-\n-\n891\nReclassification to assets held for sale\n(1,972)\n-\n-\n(1,972)\nDisposals\n(27,733)\n(17,869)\n(23)\n(45,625)\n(9,404)\n-\n-\n(9,404)\n1,351,128\n-\n40,806\n1,391,934\nDepreciation expense\n(812,353)\n(260,267)\n(37,407)\n(1,110,027)\n(131,503)\n(33,590)\n165,093\n-\nNet carrying amount at end of year\n26,039,753\n1,521,397\n881,665\n28,442,815\nLand and \nBuildings\nPlant and \nEquipment\nInfrastructure \nsystems\nTotal\n$000\n$000\n$000\n$000\nAt 30 June 2023 - fair value\nGross carrying amount\n38,802,773\n3,369,330\n1,539,535\n43,711,638\n(12,763,020)\n(1,847,933)\n(657,870)\n(15,268,823)\nNet carrying amount\n26,039,753\n1,521,397\n881,665\n28,442,815\n(i)\n(ii)\nYear ended 30 June 2023\nFurther details regarding fair value measurement of property, plant and equipment are disclosed in Note 29(b).\nNet carrying amount at beginning of year\nLess: accumulated depreciation and impairment\n - land and buildings $831.6 million (2022: $829.65 million)\n - plant and equipment $20.8 million (2022: $25.77 million)\n - infrastructure systems $25.67 million (2022: $24.82 million)\nThe net carrying amount of service concession assets included in each class of property, plant and equipment as at 30\nJune 2023:\nEquity transfers out(ii)\nLess: accumulated depreciation and impairment\nNet revaluation increment less revaluation decrements(i)\nOther reclassifications within property, plant and \nequipment \nFurther details regarding equity transfers are disclosed in Note 36(a).\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 190\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n25. Property, plant and equipment (continued)\n(a) Total property, plant and equipment (continued)\nCONSOLIDATED\n(b) Property, plant and equipment held and used by the consolidated entity\nCONSOLIDATED\nLand and \nBuildings\nPlant and \nEquipment\nInfrastructure \nsystems\nTotal\n$000\n$000\n$000\n$000\nAt 1 July 2021 - fair value\nGross carrying amount\n30,895,464\n3,041,014\n1,146,387\n35,082,865\n(9,559,352)\n(1,663,991)\n(529,170)\n(11,752,513)\nNet carrying amount\n21,336,112\n1,377,023\n617,217\n23,330,352\nLand and \nBuildings\nPlant and \nEquipment\nInfrastructure \nsystems\nTotal\n$000\n$000\n$000\n$000\n21,336,112\n1,377,023\n617,217\n23,330,352\nAdditions\n1,360,034\n302,751\n2,120\n1,664,905\nReclassifications to intangibles\n-\n(1,375)\n-\n(1,375)\nReclassification from inventory\n-\n4,694\n-\n4,694\nReclassification from / (to) assets held for sale\n(1,263)\n-\n483\n(780)\nDisposals\n(57,430)\n(10,469)\n(579)\n(68,478)\n2,083,728\n-\n76,383\n2,160,111\nDepreciation expense\n(651,817)\n(243,810)\n(31,850)\n(927,477)\n(126,281)\n55,984\n47,761\n(22,536)\nNet carrying amount at end of year\n23,943,083\n1,484,798\n711,535\n26,139,416\n(i)\nYear ended 30 June 2022\nFurther details regarding fair value measurement of property, plant and equipment are disclosed in Note 29(b).\nLess: accumulated depreciation and impairment\nOther reclassifications within property, plant and \nequipment \nNet carrying amount at beginning of year\nDuring the current period, the net carrying amount of $0.08 million (2022: $Nil) for existing assets of the consolidated\nentity has been reclassified as service concession assets.\nNet revaluation increment less revaluation decrements(i)\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 191\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n25. Property, plant and equipment (continued)\n(b) Property, plant and equipment held and used by the consolidated entity (continued)\nCONSOLIDATED\nLand and \nBuildings\nPlant and \nEquipment\nInfrastructure \nsystems\nTotal\n$000\n$000\n$000\n$000\nAt 1 July 2022 - fair value\nGross carrying amount\n35,279,171\n3,241,263\n1,331,310\n39,851,744\n(11,336,088)\n(1,756,465)\n(619,775)\n(13,712,328)\nNet carrying amount\n23,943,083\n1,484,798\n711,535\n26,139,416\nLand and \nBuildings\nPlant and \nEquipment\nInfrastructure \nsystems\nTotal\n$000\n$000\n$000\n$000\n23,943,083\n1,484,798\n711,535\n26,139,416\nAdditions\n1,518,390\n345,291\n1,430\n1,865,111\nReclassifications to intangibles\n-\n(3,360)\n-\n(3,360)\nReclassification from inventory\n-\n6,394\n-\n6,394\nReclassification from right-of-use assets\n891\n-\n-\n891\nReclassification to assets held for sale\n(1,972)\n-\n-\n(1,972)\nDisposals\n(25,040)\n(17,869)\n(23)\n(42,932)\n(9,404)\n-\n-\n(9,404)\n1,345,033\n-\n40,793\n1,385,826\nDepreciation expense\n(802,256)\n(260,267)\n(37,395)\n(1,099,918)\n(134,172)\n(33,590)\n165,093\n(2,669)\nNet carrying amount at end of year\n25,834,553\n1,521,397\n881,433\n28,237,383\nLand and \nBuildings\nPlant and \nEquipment\nInfrastructure \nsystems\nTotal\n$000\n$000\n$000\n$000\nAt 30 June 2023 - fair value\nGross carrying amount\n38,413,521\n3,369,330\n1,538,973\n43,321,824\n(12,578,968)\n(1,847,933)\n(657,540)\n(15,084,441)\nNet carrying amount\n25,834,553\n1,521,397\n881,433\n28,237,383\n(i)\n(ii)\nNet carrying amount at beginning of year\nFurther details regarding fair value measurement of property, plant and equipment are disclosed in Note 29(b).\nLess: accumulated depreciation and impairment\nOther reclassifications within property, plant and \nequipment \nNet revaluation increment less revaluation decrements(i)\nYear ended 30 June 2023\nEquity transfers out(ii)\nLess: accumulated depreciation and impairment\nFurther details regarding equity transfers are disclosed in Note 36(a).\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 192\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n25. Property, plant and equipment (continued)\n(c) Property, plant and equipment where the consolidated entity is the lessor under operating leases\nCONSOLIDATED\nLand and \nBuildings\nPlant and \nEquipment\nInfrastructure \nsystems\nTotal\n$000\n$000\n$000\n$000\nAt 1 July 2021 - fair value\nGross carrying amount\n324,193\n-\n471\n324,664\n(139,097)\n-\n(253)\n(139,350)\nNet carrying amount\n185,096\n-\n218\n185,314\nLand and \nBuildings\nPlant and \nEquipment\nInfrastructure \nsystems\nTotal\n$000\n$000\n$000\n$000\n185,096\n-\n218\n185,314\nAdditions\n1,280\n-\n-\n1,280\n9,185\n-\n25\n9,210\nDepreciation expense\n(8,893)\n-\n(12)\n(8,905)\n22,536\n-\n-\n22,536\nNet carrying amount at end of year\n209,204\n-\n231\n209,435\n(i)\nYear ended 30 June 2022\nLess: accumulated depreciation and impairment\nNet carrying amount at beginning of year\nFurther details regarding fair value measurement of property, plant and equipment are disclosed in Note 29(b).\nOther reclassifications within property, plant and \nequipment \nNet revaluation increment less revaluation decrements(i)\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 193\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n25. Property, plant and equipment (continued)\n(c) Property, plant and equipment where the consolidated entity is the lessor under operating leases (continued)\nCONSOLIDATED\nLand and \nBuildings\nPlant and \nEquipment\nInfrastructure \nsystems\nTotal\n$000\n$000\n$000\n$000\nAt 1 July 2022 - fair value\nGross carrying amount\n388,087\n-\n530\n388,617\n(178,883)\n-\n(299)\n(179,182)\nNet carrying amount\n209,204\n-\n231\n209,435\nLand and \nBuildings\nPlant and \nEquipment\nInfrastructure \nsystems\nTotal\n$000\n$000\n$000\n$000\n209,204\n-\n231\n209,435\n22\n-\n-\n22\nDisposals\n(2,693)\n-\n-\n(2,693)\nNet revaluation increment less revaluation decrements(i)\n6,095\n-\n13\n6,108\nDepreciation expense\n(10,097)\n-\n(12)\n(10,109)\n2,669\n-\n-\n2,669\nNet carrying amount at end of year\n205,200\n-\n232\n205,432\nLand and \nBuildings\nPlant and \nEquipment\nInfrastructure \nsystems\nTotal\n$000\n$000\n$000\n$000\nAt 30 June 2023 - fair value\nGross carrying amount\n389,252\n-\n562\n389,814\n(184,052)\n-\n(330)\n(184,382)\nNet carrying amount\n205,200\n-\n232\n205,432\n(i) Further details regarding fair value measurement of property, plant and equipment are disclosed in Note 29(b).\nLess: accumulated depreciation and impairment\nLess: accumulated depreciation and impairment\nAdditions\nYear ended 30 June 2023\nNet carrying amount at beginning of year\nOther reclassifications within property, plant and \nequipment \nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 194\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n25. Property, plant and equipment (continued)\n(a) Total property, plant and equipment\nPARENT\nLand and \nBuildings\nPlant and \nEquipment\nInfrastructure \nsystems\nTotal\n$000\n$000\n$000\n$000\nAt 1 July 2021 - fair value\nGross carrying amount\n312,927\n6,579\n3,879\n323,385\n(133,269)\n(2,657)\n(3,015)\n(138,941)\nNet carrying amount\n179,658\n3,922\n864\n184,444\nLand and \nBuildings\nPlant and \nEquipment\nInfrastructure \nsystems\nTotal\n$000\n$000\n$000\n$000\nYear ended 30 June 2022\nNet carrying amount at beginning of year\n179,658\n3,922\n864\n184,444\nAdditions\n-\n5,640\n-\n5,640\nDisposals\n(10,655)\n(13)\n(558)\n(11,226)\nTransfers to NSW Health entities\n(5,030)\n-\n-\n(5,030)\n9,559\n-\n558\n10,117\nNet revaluation increment less revaluation decrements(i)\n23,420\n-\n228\n23,648\nDepreciation expense\n(7,217)\n(774)\n(104)\n(8,095)\n(17,447)\n17,447\n-\n-\nNet carrying amount at end of year\n172,288\n26,222\n988\n199,498\n(i)\n(ii)\nLess: accumulated depreciation and impairment\nFurther details regarding equity transfers are disclosed in Note 36(a).\nEquity transfers in(ii)\nOther reclassifications within property, plant and \nequipment\nFurther details regarding fair value measurement of property, plant and equipment are disclosed in Note 29(b).\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 195\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n25. Property, plant and equipment (continued)\n(a) Total property, plant and equipment (continued)\nPARENT\nLand and \nBuildings\nPlant and \nEquipment\nInfrastructure \nsystems\nTotal\n$000\n$000\n$000\n$000\nAt 1 July 2022 - fair value\nGross carrying amount\n328,942\n30,136\n4,554\n363,632\n(156,654)\n(3,914)\n(3,566)\n(164,134)\nNet carrying amount\n172,288\n26,222\n988\n199,498\nLand and \nBuildings\nPlant and \nEquipment\nInfrastructure \nsystems\nTotal\n$000\n$000\n$000\n$000\n172,288\n26,222\n988\n199,498\nAdditions\n-\n2,458\n-\n2,458\nDisposals\n(6,428)\n(5)\n-\n(6,433)\nTransfers to NSW Health entities\n-\n(7,789)\n-\n(7,789)\n6,428\n-\n-\n6,428\n4,519\n-\n67\n4,586\nDepreciation expense\n(9,012)\n(1,149)\n(114)\n(10,275)\n1,596\n(1,596)\n-\n-\nNet carrying amount at end of year\n169,391\n18,141\n941\n188,473\nLand and \nBuildings\nPlant and \nEquipment\nInfrastructure \nsystems\nTotal\n$000\n$000\n$000\n$000\nAs at 30 June 2023\nGross carrying amount\n347,575\n23,184\n4,901\n375,660\n(178,184)\n(5,043)\n(3,960)\n(187,187)\nNet carrying amount\n169,391\n18,141\n941\n188,473\n(i)\n(ii)\nNet carrying amount at beginning of year\nNet revaluation increment less revaluation decrements(i)\nLess: accumulated depreciation and impairment\nLess: accumulated depreciation and impairment\nYear ended 30 June 2023\nFurther details regarding equity transfers are disclosed in Note 36(a).\nOther reclassifications within property, plant and \nequipment\nFurther details regarding fair value measurement of property, plant and equipment are disclosed in Note 29(b).\nEquity transfers in(ii)\nThe parent entity does not have any service concession assets for the periods ended 30 June 2023 and 30 June 2022.\nDuring the current period, no existing assets of the parent entity have been reclassified as service concession assets.\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 196\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n25. Property, plant and equipment (continued)\n(b) Property, plant and equipment held and used by the parent entity\nPARENT\nLand and \nBuildings\nPlant and \nEquipment\nInfrastructure \nsystems\nTotal\n$000\n$000\n$000\n$000\nAt 1 July 2021 - fair value\nGross carrying amount\n207,018\n6,579\n3,879\n217,476\n(59,865)\n(2,657)\n(3,015)\n(65,537)\nNet carrying amount\n147,153\n3,922\n864\n151,939\nLand and \nBuildings\nPlant and \nEquipment\nInfrastructure \nsystems\nTotal\n$000\n$000\n$000\n$000\nNet carrying amount at beginning of year\n147,153\n3,922\n864\n151,939\nAdditions\n-\n5,640\n-\n5,640\nDisposals\n(10,655)\n(13)\n(558)\n(11,226)\nTransfers to NSW Health entities\n(5,030)\n-\n-\n(5,030)\n9,559\n-\n558\n10,117\n15,403\n-\n228\n15,631\nDepreciation expense\n(4,712)\n(774)\n(104)\n(5,590)\n(17,447)\n17,447\n-\n-\nNet carrying amount at end of year\n134,271\n26,222\n988\n161,481\n(i)\n(ii)\nYear ended 30 June 2022\nEquity transfers in(ii)\nLess: accumulated depreciation and impairment\nNet revaluation increment less revaluation decrements(i)\nFurther details regarding equity transfers are disclosed in Note 36(a).\nOther reclassifications within property, plant and \nequipment\nFurther details regarding fair value measurement of property, plant and equipment are disclosed in Note 29(b).\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 197\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n25. Property, plant and equipment (continued)\n(b) Property, plant and equipment held and used by the parent entity (continued)\nPARENT\nLand and \nBuildings\nPlant and \nEquipment\nInfrastructure \nsystems\nTotal\n$000\n$000\n$000\n$000\nAt 1 July 2022 - fair value\nGross carrying amount\n207,095\n30,136\n4,554\n241,785\n(72,824)\n(3,914)\n(3,566)\n(80,304)\nNet carrying amount\n134,271\n26,222\n988\n161,481\nLand and \nBuildings\nPlant and \nEquipment\nInfrastructure \nsystems\nTotal\n$000\n$000\n$000\n$000\n134,271\n26,222\n988\n161,481\nAdditions\n-\n2,458\n-\n2,458\nDisposals\n(6,428)\n(5)\n-\n(6,433)\nTransfers to NSW Health entities\n-\n(7,789)\n-\n(7,789)\n6,428\n-\n-\n6,428\n3,351\n-\n67\n3,418\nDepreciation expense\n(6,387)\n(1,149)\n(114)\n(7,650)\n4,284\n(1,596)\n-\n2,688\nNet carrying amount at end of year\n135,519\n18,141\n941\n154,601\nLand and \nBuildings\nPlant and \nEquipment\nInfrastructure \nsystems\nTotal\n$000\n$000\n$000\n$000\nAt 30 June 2023 - fair value\nGross carrying amount\n223,048\n23,184\n4,901\n251,133\n(87,529)\n(5,043)\n(3,960)\n(96,532)\nNet carrying amount\n135,519\n18,141\n941\n154,601\n(i)\n(ii)\nEquity transfers in(ii)\nFurther details regarding equity transfers are disclosed in Note 36(a).\nFurther details regarding fair value measurement of property, plant and equipment are disclosed in Note 29(b).\nNet revaluation increment less revaluation decrements(i)\nOther reclassifications within property, plant and \nequipment\nLess: accumulated depreciation and impairment\nLess: accumulated depreciation and impairment\nYear ended 30 June 2023\nNet carrying amount at beginning of year\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 198\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n25. Property, plant and equipment (continued)\n(c) Property, plant and equipment where the parent entity is the lessor under operating leases\nPARENT\nLand and \nBuildings\nPlant and \nEquipment\nInfrastructure \nsystems\nTotal\n$000\n$000\n$000\n$000\nAt 1 July 2021 - fair value\nGross carrying amount\n105,909\n-\n-\n105,909\n(73,404)\n-\n-\n(73,404)\nNet carrying amount\n32,505\n-\n-\n32,505\nLand and \nBuildings\nPlant and \nEquipment\nInfrastructure \nsystems\nTotal\n$000\n$000\n$000\n$000\nNet carrying amount at beginning of year\n32,505\n-\n-\n32,505\n8,017\n-\n-\n8,017\nDepreciation expense\n(2,505)\n-\n-\n(2,505)\nNet carrying amount at end of year\n38,017\n-\n-\n38,017\n(i) Further details regarding fair value measurement of property, plant and equipment are disclosed in Note 29(b).\nNet revaluation increment less revaluation decrements(i)\nYear ended 30 June 2022\nLess: accumulated depreciation and impairment\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 199\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n25. Property, plant and equipment (continued)\n(c) Property, plant and equipment where the parent entity is the lessor under operating leases (continued)\nPARENT\nLand and \nBuildings\nPlant and \nEquipment\nInfrastructure \nsystems\nTotal\n$000\n$000\n$000\n$000\nAt 1 July 2022 - fair value\nGross carrying amount\n121,847\n-\n-\n121,847\n(83,830)\n-\n-\n(83,830)\nNet carrying amount\n38,017\n-\n-\n38,017\nLand and \nBuildings\nPlant and \nEquipment\nInfrastructure \nsystems\nTotal\n$000\n$000\n$000\n$000\n38,017\n-\n-\n38,017\n1,168\n-\n-\n1,168\nDepreciation expense\n(2,625)\n-\n-\n(2,625)\n(2,688)\n-\n-\n(2,688)\nNet carrying amount at end of year\n33,872\n-\n-\n33,872\nLand and \nBuildings\nPlant and \nEquipment\nInfrastructure \nsystems\nTotal\n$000\n$000\n$000\n$000\nAt 30 June 2023 - fair value\nGross carrying amount\n124,527\n-\n-\n124,527\n(90,655)\n-\n-\n(90,655)\nNet carrying amount\n33,872\n-\n-\n33,872\n(i)\nNet revaluation increment less revaluation decrements(i)\nYear ended 30 June 2023\nNet carrying amount at beginning of year\nLess: accumulated depreciation and impairment\nLess: accumulated depreciation and impairment\nOther reclassifications within property, plant and \nequipment\nFurther details regarding fair value measurement of property, plant and equipment are disclosed in Note 29(b).\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 200\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n25. Property, plant and equipment (continued)\nAssets acquired at no cost, or for nominal consideration, are initially recognised at their fair value at the date of\nacquisition (see also assets transferred as a result of an equity transfer in Note 36).\nRecognition and Measurement\nAcquisition of property, plant and equipment\nProperty, plant and equipment acquired are initially recognised at cost and subsequently revalued at fair value less\naccumulated depreciation and impairment. Cost is the amount of cash or cash equivalents paid or the fair value of the\nother consideration given to acquire the asset at the time of its acquisition or construction or, where applicable, the\namount attributed to that asset when initially recognised in accordance with the requirements of other Australian\nAccounting Standards.\nMajor inspection costs\nLand and buildings which are owned by the Health Administration Corporation or the State and operated by the parent\nor its controlled entities are deemed to be controlled by the parent and its controlled entities and are recognised as\nsuch in the financial statements.\nCapitalisation thresholds\nProperty, plant and equipment and intangible assets costing $10,000 and above individually (or forming part of a\nnetwork costing more than $10,000) are capitalised.\nFair value is the price that would be received to sell an asset in an orderly transaction between market participants at\nmeasurement date.\nWhere payment for an asset is deferred beyond normal credit terms, its cost is the cash price equivalent, i.e. the\ndeferred payment amount is effectively discounted over the period of credit.\nWhen a major inspection is performed, its cost is recognised in the carrying amount of the plant and equipment as a\nreplacement if the recognition criteria are satisfied.\nRestoration costs\nThe present value of the expected cost for the restoration or cost of dismantling of an asset after its use is included in\nthe cost of the respective asset if the recognition criteria for a provision are met. \nDepreciation of property, plant and equipment\nExcept for certain non-depreciable assets, depreciation is provided for on a straight-line basis so as to write off the\ndepreciable amount of each asset as it is consumed over its useful life to the consolidated entity.\nAll material identifiable components of assets are depreciated separately over their useful lives. \nLand is not a depreciable asset. Certain heritage assets including original artworks and collections and heritage\nbuildings may not have a limited useful life because appropriate curatorial and preservation policies are adopted. Such\nassets are not subject to depreciation. The decision not to recognise depreciation for these assets is reviewed annually.\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 201\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n25. Property, plant and equipment (continued)\nUseful lives\nUseful lives\n2023\n2022\n30-70 years\n40 years\n3-10 years\n3-10 years\n4-20 years\n4-20 years\n40 years\n40 years\nRecognition and Measurement (continued)\nIn 2023, the estimated useful lives for buildings were revised. Refer Note 1 (h) for further details regarding the change\nand the impacts.\nPlant and equipment\nDetails of depreciation rates initially applied for major asset categories are as follows:\nBuildings                                                                                                            \nBuildings - leasehold improvements\nDepreciation of property, plant and equipment (continued)\nPlant and equipment comprises, among others, medical, computer and office equipment, motor vehicles, furniture and\nfittings and PODS (a detachable or self - contained unit on ambulances used for patient treatment).\nInfrastructure systems                                                                                     \nFurther information on leases is contained at Note 26.\nBased on the consolidated entity's assessment, the following arrangements fall in scope of AASB 1059:\nService concession assets\nService concession arrangements (SCAs) are contracts between a grantor and an operator where an operator provides\npublic services related to a service concession asset on behalf of a public sector grantor for a specified period of time\nand manages at least some of those services.\nAASB 1059 Service Concession Arrangements (AASB 1059) requires the grantor to recognise the service concession\nasset when the grantor obtains control of the asset and measures the service concession asset at current replacement\ncost. At the same time the grantor recognises a corresponding financial liability or unearned revenue liability or a\ncombination of both.\nThis note provides disclosures required under AASB 1059 and relates to the consolidated entity's service concession\narrangements in place.\nInfrastructure systems comprises public facilities which provide essential services and enhance the productive capacity \nof the economy including roads, bridges, water infrastructure and distribution works, sewerage treatment plants,\nseawalls and water reticulation systems. \nThe estimated useful lives, residual values and depreciation methods are reviewed at the end of each reporting period\nand adjusted if appropriate.\nRight-of-Use Assets acquired by lessees\nFrom 1 July 2019, AASB 16 Leases (AASB 16) requires a lessee to recognise a right-of-use asset for most leases. The\nconsolidated entity has elected to present right-of-use assets separately in the Statement of Financial Position.\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 202\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n25. Property, plant and equipment (continued)\nPublic Hospitals\nName and description of the \nSCA\nPeriod of arrangement\nNorthern Beaches Public Hospital\n20 years (2018 - 2038)\nNorthern Beaches Car Park\n40 years (2018 - 2058)\nHawkesbury Hospital\n29 years (1994 - 2023)\nTerms of the arrangement\nRights and obligations\nChanges in arrangement \noccurring during 2022\nChanges in arrangement \noccurring during 2023\nService concession assets (continued)\nRecognition and Measurement (continued)\nDescription\nThe consolidated entity is obligated to provide both operators access to the\nhospital and the carpark. The operators are responsible for the delivery of health\nservices to public patients at the hospital which the consolidated entity is obligated\nto pay for under the annual service agreements. At the end of the arrangement, the\noperators are obligated to return all assets back to the consolidated entity. For\nNorthern Beaches Hospital, the consolidated entity will be sharing a portion of the\nhospital facilities with the private operator for an additional term of 20 years after\nthe expiry of the concession period. The consolidated entity is required to issue a\nnotice outlining what shared services will be provided by different parties. The\nconsolidated entity has the right to extend the Northern Beaches Hospital\narrangement for up to five years, by way of giving three years notice to the\noperator. For Hawkesbury Hospital, an extension of 18 months was negotiated with\nthe Operator in 2022. The extension allows both parties to define and agree on the\nprinciples of a new service agreement, which will replace the existing service\nagreement.\nThe consolidated entity has contracted HealthScope (Operator for Northern\nBeaches Hospital) and St John of God Health Care (Operator for Hawkesbury\nHospital) to build, operate and manage the hospitals and the car park for the\nduration of the arrangement. The construction of both hospitals was funded by the\nconsolidated entity. Northern Beaches Hospital was paid upfront on completion of\nthe construction works, while Hawkesbury Hospital was paid over time under a\nfinancing\narrangement\nwith\nthe\nOperator.\nThere\nare\nno\nremaining\nfuture\nconstruction payments. The Operator has fully funded the Northern Beaches car\npark, and the consolidated entity has granted rights to the Operator to operate and\ngenerate revenue from that car park. Annual service level agreements are entered\ninto for the delivery of public health services at both hospitals with the Operator,\nwhich is funded by the consolidated entity, paid on a monthly basis. \nNorthern Beaches Hospital and Hawkesbury Hospital are two public hospitals built\nunder two separate Public Private Partnership (PPP) arrangements that are now\ntreated as part of service concession arrangements. \nNil\nAn extension of 18 months was agreed for the Hawkesbury Hospital arrangement\nwith the Operator. The change has no impact on the current accounting of this\narrangement.\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 203\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n25. Property, plant and equipment (continued)\nCarrying amounts of public hospital service concession assets\n     Land and \nbuildings\n     Plant and \nequipment\nInfrastructure \nSystems\nTotal\n 2022\n 2022\n 2022\n 2022\n$000\n$000\n$000\n$000\nYear ended 30 June 2022\nNorthern Beaches Public \nHospital  \n590,482\n22,978\n24,115\n637,575\nNorthern Beaches Car Park\n54,005\n-\n-\n54,005\nHawkesbury Hospital\n60,993\n2,790\n656\n64,439\nNet carrying amount\n705,480\n25,768\n24,771\n756,019\n     Land and \nbuildings\n     Plant and \nequipment\nInfrastructure \nSystems\nTotal\n 2023\n 2023\n 2023\n 2023\n$000\n$000\n$000\n$000\nYear ended 30 June 2023\nNorthern Beaches Public \nHospital\n588,878\n18,433\n24,866\n632,177\nNorthern Beaches Car Park\n55,902\n-\n-\n55,902\nHawkesbury Hospital\n60,139\n2,371\n755\n63,265\nNet carrying amount\n704,919\n20,804\n25,621\n751,344\nRecognition and Measurement (continued)\nService concession assets (continued)\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 204\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n25. Property, plant and equipment (continued)\nHospital car parks\n- Prince of Wales Hospital car parks\n- St George Hospital car parks\nPeriod of arrangement\nRNSH P1 car park \n \n26.5 years (2010 - 2036)\nRNSH P2 car park\n22 years (2014 - 2036)\nPrince of Wales hospital car park\n26 years (1997 - 2023)\nSt George hospital car park\n25 years (1999 - 2024)\nTerms of the arrangement\nRights and obligations\nChanges in arrangement \noccurring during 2022\nNil\nChanges in arrangement \noccurring during 2023\nNil\nConsist of three arrangements:\nThe consolidated entity has contracted Infrashore (Operator) to build RNSH P2 car\npark and manage both RNSH P1 and P2 car parks for the duration of the\narrangement. The construction of the RNSH P2 car park is funded by the\nconsolidated entity, paid in instalments under a financing arrangement for the\nduration of the term. RNSH P1 car park was an existing carpark of the consolidated\nentity. The other two car parks (Prince of Wales hospital car park and St George\nhospital car park) were funded by the International Parking Group (Operator) which\nwas contracted by the consolidated entity to build, manage and operate both car\nparks for the duration of the arrangement. For all these car parks, the consolidated\nentity has granted rights to the Operator to operate and generate revenue from the\ncar parks. Upon grant of this right, the Operator has paid an upfront license fee to\nthe consolidated entity.\nThe consolidated entity is obliged to provide the operators with access to the\ncarparks and obligated to pay for the construction of the RNSH P2 car park under\nthe financing arrangement with the Operator. The operators are responsible for\noperating the car parks and at the end of the arrangement, return all assets back to\nthe consolidated entity. There are currently no provisions for extension of the term\nin the existing contract.\n- Multi-storey carparks at Royal North Shore Hospital, RNSH P1 and RNSH P2\nName and description of the \nSCA\nDescription\nRecognition and Measurement (continued)\nService concession assets (continued)\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 205\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n25. Property, plant and equipment (continued)\nCarrying amounts of hospital car park service concession assets\n     Land and \nbuildings\n     Plant and \nequipment\nInfrastructure \nSystems\nTotal\n 2022\n 2022\n 2022\n 2022\n$000\n$000\n$000\n$000\nYear ended 30 June 2022\nRNSH P1 Car Park\n24,485\n-\n-\n24,485\nRNSH P2 Car Park\n23,614\n-\n-\n23,614\nSt George Hospital Car Park\n10,032\n-\n-\n10,032\nPrince of Wales Hospital Car Park\n51,618\n-\n-\n51,618\nNet carrying amount\n109,749\n-\n-\n109,749\n     Land and \nbuildings\n     Plant and \nequipment\nInfrastructure \nSystems\nTotal\n 2023\n 2023\n 2023\n 2023\n$000\n$000\n$000\n$000\nYear ended 30 June 2023\nRNSH P1 Car Park\n24,649\n-\n-\n24,649\nRNSH P2 Car Park\n24,394\n-\n-\n24,394\nSt George Hospital Car Park\n10,378\n-\n-\n10,378\nPrince of Wales Hospital Car Park\n52,302\n-\n-\n52,302\nNet carrying amount\n111,723\n-\n-\n111,723\nRecognition and Measurement (continued)\nService concession assets (continued)\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 206\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n25. Property, plant and equipment (continued)\nHospital facilities\nPeriod of arrangement\nMental Health Recovery Centre\n5 years (2019 to 2023)\nMercy Care Centre Young\n20 years (2004 to 2024)\nTerms of the arrangement\nRights and obligations\nChanges in arrangement \noccurring during 2022\nNil\nChanges in arrangement \noccurring during 2023\nNil\nConsist of two arrangements:\nThe consolidated entity has separately contracted Neami Limited (Operator for\nMental Health Recovery Centre) and Mercy Health (Operator for Mercy Care Centre\nYoung) to manage respective facilities for the duration of the arrangement.\nSeparate funding arrangements have also been agreed to compensate the\nrespective operators for managing the facilities. The capital assets associated with\nthe arrangement have been provided by the consolidated entity to the operators.\nThe consolidated entity is obligated to provide both operators with access to the\nrespective facilities. The operators are responsible for the delivery of specified\nservices to patients at the respective facilities. The consolidated entity is obligated\nto pay for those services under the funding agreements.\nAt the end of the\narrangement, the operators are obliged to return all\nassets back\nto the\nconsolidated entity. There is no provision for an extension of the terms, however\nthey can be separately negotiated.\nName and description of the \nSCA\nRecognition and Measurement (continued)\nService concession assets (continued)\nDescription\nMental Health Recovery Centre - 10 bed residential Mental Health Sub-Acute Unit\nin Broken Hill that provides services to people across the Far West Local Health\nDistrict. The Far West Mental Health Recovery Centre (Centre) is owned by the\nconsolidated entity and operated by Neami Limited under a service agreement.\nMercy Care Centre Young - 26 bed purpose-built sub-acute rehabilitation and\npalliative care unit in Young that provides services to the people of Young and\nsurrounding regions. The Mercy Care Centre Young is owned by the consolidated\nentity and operated by Mercy Health under a 20 year lease agreement and annual\nservice agreements.\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 207\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n25. Property, plant and equipment (continued)\nCarrying amounts of hospital facility service concession assets\n     Land and \nbuildings\n     Plant and \nequipment\nInfrastructure \nSystems\nTotal\n 2022\n 2022\n 2022\n 2022\n$000\n$000\n$000\n$000\nYear ended 30 June 2022\nMental Health Recovery Centre\n5,138\n-\n-\n5,138\nMercy Care Centre Young\n9,283\n-\n49\n9,332\nNet carrying amount\n14,421\n-\n49\n14,470\n     Land and \nbuildings\n     Plant and \nequipment\nInfrastructure \nSystems\nTotal\n 2023\n 2023\n 2023\n 2023\n$000\n$000\n$000\n$000\nYear ended 30 June 2023\nMental Health Recovery Centre\n5,275\n-\n-\n5,275\nMercy Care Centre Young\n9,684\n-\n50\n9,734\nNet carrying amount\n14,959\n-\n50\n15,009\nRecognition and Measurement (continued)\nService concession assets (continued)\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 208\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n25. Property, plant and equipment (continued)\ni.\nii.\niii.\n●\n●\n●\nRecognition and Measurement (continued)\nProperty, plant and equipment is measured at the highest and best use by market participants that is physically\npossible, legally permissible and financially feasible. The highest and best use must be available at a period that is not\nremote and takes into account the characteristics of the asset being measured, including any socio-political restrictions\nimposed by government. In most cases, after taking into account these considerations, the highest and best use is the\nexisting use. In limited circumstances, the highest and best use may be a feasible alternative use, where there are no\nrestrictions on use or where there is a feasible higher restricted alternative use.\nFair value of property, plant and equipment is based on a market participant's perspective, using valuation techniques\n(market approach, cost approach, income approach) that maximise relevant observable inputs and minimise\nunobservable inputs. Also refer to Note 29 for further information regarding fair value.\nreference to fair value reverts from the mandated current replacement cost under AASB 1059 to the\nappropriate approach under AASB 13; and\nthe asset is only derecognised when the entity loses control of the asset in accordance with AASB 116.\nRevaluations of property, plant and equipment\nPhysical non-current assets are valued in accordance with the 'Valuation of Physical Non-Current Assets at Fair Value'\nPolicy and Guidelines Paper (TPP 21-09) and Treasurer's Direction, 'Valuation of Physical Non-Current Assets at Fair\nValue' (TD 21-05). TD 21-05 and TPP 21-09 adopt fair value in accordance with AASB 13 Fair Value Measurement and \nAASB 116 Property, Plant and Equipment. \nthe consolidated entity accounts for the asset in accordance with other AAS, with the entity reclassifying the\nasset based on its nature or function;\nInitial recognition\nFor arrangements within the scope of AASB 1059, the entity recognises a service concession asset when it\ncontrols the asset. Where the asset is provided by the operator, or is an upgrade to or a major component\nreplacement of an existing asset of the entity, the asset is recognised at current replacement cost based on AASB\n13 Fair Value Measurement  (AASB 13) principles.\nService concession assets (continued)\nWhere the asset is an existing asset of the entity, the asset is reclassified as a service concession asset and\nremeasured at current replacement cost at the date of reclassification. Any difference between the previous\ncarrying amount and current replacement cost is recognised as if it is a revaluation of the asset.\nSubsequent to initial recognition\nSubsequent to the initial recognition or reclassification, the service concession asset is measured at current\nreplacement cost and accounted for in accordance with the depreciation and impairment requirements of AASB\n116 Property, Plant and Equipment (AASB 116) and AASB 136 Impairment of Assets (AASB 136).\nAt the end of the arrangement\nAt the end of a service concession arrangement:\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 209\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n25. Property, plant and equipment (continued)\nRevaluation increments are recognised in other comprehensive income and credited to revaluation surplus in equity.\nHowever, to the extent that an increment reverses a revaluation decrement in respect of the same class of asset\npreviously recognised as a loss in the net result, the increment is recognised immediately as a gain in the net result.\nWhen revaluing non-current assets using the cost approach, the gross amount and the related accumulated\ndepreciation are separately restated. Where the income approach or market approach is used, accumulated\ndepreciation is eliminated against the gross carrying amount of the asset and the net amount restated to the revalued\namount of the asset.\nWhere an asset that has previously been revalued is disposed of, any balance remaining in the revaluation surplus in\nrespect of that asset is transferred to accumulated funds.\nAs a not-for-profit entity, revaluation increments and decrements are offset against one another within a class of non-\ncurrent assets, but not otherwise.\nRevaluation decrements are recognised immediately as a loss in the net result, except to the extent that it offsets an\nexisting revaluation surplus on the same class of assets, in which case, the decrement is debited directly to the\nrevaluation surplus.\nFor other assets valued using other valuation techniques, any balances of accumulated depreciation at the revaluation\ndate in respect of those assets are credited to the asset accounts to which they relate. The net asset accounts are then\nincreased or decreased by the revaluation increments or decrements.\nRevaluations are made with sufficient regularity to ensure the carrying amount of each asset in the class does not differ\nmaterially from its fair value at reporting date. The consolidated entity conducts a comprehensive revaluation at least\nevery three years on a rotational basis for its land and buildings and infrastructure. Interim desktop revaluations are\nconducted between comprehensive revaluations for those assets, where cumulative changes to indicators suggest fair\nvalue may differ materially from carrying value. The consolidated entity uses an independent professionally qualified\nvaluer for such revaluations.\nRecognition and Measurement (continued)\nRevaluations of property, plant and equipment (continued)\nThe last comprehensive revaluation for the parent entity was completed on 31 December 2021 and was based on an\nindependent assessment.\nComprehensive revaluations are conducted in December for the controlled entities on a rolling basis and are based on\nan independent assessment. A schedule of revaluations has been developed which rolls over every three years. Interim\nor out of schedule revaluations are conducted where cumulative changes to indicators suggest fair value may differ\nmaterially from the carrying value. \nIndices obtained from external professionally qualified valuers in 2023 indicated a material cumulative increase in\nmarket prices for land and a material increase in construction and labour costs for building and infrastructure from the\nlast comprehensive revaluation. Management has applied these indices to perform an interim revaluation and has\nrecognised the resulting revaluation increment for land, building and infrastructure. A similar assessment was\nperformed in 2022 resulting in a revaluation increment recognised for land, building and infrastructure.\nNon-specialised assets with short useful lives are measured at depreciated historical cost, as an approximation of fair\nvalue. The consolidated entity has assessed that any difference between fair value and depreciated historical cost is\nunlikely to be material.\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 210\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n25. Property, plant and equipment (continued)\nThe consolidated entity assesses, at each reporting date, whether there is an indication that an asset may be impaired.\nIf any indication exists, or when annual impairment testing for an asset is required, the consolidated entity estimates\nthe asset's recoverable amount. When the carrying amount of an asset exceeds its recoverable amount, the asset is\nconsidered impaired and is written down to its recoverable amount.\nSpecialised assets held for continuing use of their service capacity are rarely sold and their cost of disposal is typically\nnegligible. Their recoverable amount is expected to be materially the same as fair value, where they are regularly\nrevalued under AASB 13.\nImpairment of property, plant and equipment\nRevaluations of property, plant and equipment (continued)\nProperty, plant and equipment is derecognised upon disposal or when no further future economic benefits are expected\nfrom its use or disposal. Gains and losses on disposals are determined by comparing the proceeds with the carrying\namount of the asset and are included in the consolidated Statement of Comprehensive Income.\nRecognition and Measurement (continued)\nAs a not-for-profit entity, an impairment loss is recognised in the net result to the extent the impairment loss exceeds\nthe amount in the revaluation surplus for the class of asset.\nAfter an impairment loss has been recognised, it is reversed only if there has been a change in the assumptions used to\ndetermine the asset's recoverable amount. The reversal is limited so that the carrying amount of the asset does not\nexceed its recoverable amount, nor exceed the carrying amount that would have been determined, net of depreciation,\nhad no impairment loss been recognised for the asset in prior years. The reversal is recognised in other comprehensive\nincome and is treated as a revaluation increase, except to the extent that an impairment loss on the same class of asset\nwas previously recognised in net result, where a reversal of that impairment loss is also recognised in net result.\nDerecognition of property, plant and equipment\nAs a not-for-profit entity with no cash generating units, impairment under AASB 136 Impairment of Assets is unlikely to\narise. As property, plant and equipment is carried at fair value or an amount that approximates fair value, impairment\ncan only arise in the rare circumstances such as where the costs of disposal are material.  \nThe residual values, useful lives and methods of depreciation of property, plant and equipment are reviewed at each\nfinancial year end and adjusted if appropriate.\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 211\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n26. Leases\n(a)\nEntity as a lessee\nDuring the financial year ended 30 June 2022, the consolidated and parent entity derecognised all leases with Property \nNSW (PNSW), an entity of the ultimate parent. A new 'substitution right' clause was added to the lease arrangements\nwith PNSW, providing PNSW with a substantive substitution right to relocate the consolidated and parent entity during\nthe term of the agreement. As a result of this new clause, those agreements were no longer accounted for as a lease\nwithin the scope of AASB 16.\nThe corresponding right of use assets and lease liabilities have been derecognised on 30 June 2022, the effective date\nof the new clause. The net impact of the derecognition is recognised in 'Gains / (Losses) on disposal' (refer to Note 14).\nFrom 1 July 2022, the associated accommodation and warehouse charges are recognised as 'occupancy agreement\nexpenses - Property NSW' (refer to Note 3) when incurred over the agreement duration.\nThe consolidated entity leases various property, equipment and motor vehicles. Lease contracts are typically made for\nfixed periods of 1 to 40 years (parent entity: 1 to 4 years), but may have extension options. Lease terms are negotiated\non an individual basis and contain a wide range of different terms and conditions. The lease agreements do not impose\nany covenants but leased assets may not be used as security for borrowing purposes. The consolidated entity does not\nprovide residual value guarantees in relation to leases.\nExtension and termination options are included in a number of property and equipment leases. These terms are used to\nmaximise operational flexibility in terms of managing contracts. The majority of extension and termination options held\nare exercisable only by the consolidated entity and not by the respective lessor. In determining the lease term,\nmanagement considers all facts and circumstances that create an economic incentive to exercise an extension option,\nor not exercise a termination option. Extension options (or periods after termination options) are only included in the\nlease term if the lease is reasonably certain to be extended (or not terminated). Potential future cash outflows of\n$264.39 million (2022: $278.20 million) (parent entity: $Nil, 2022: $Nil)) have not been included in the lease liability\nbecause it is not reasonably certain that the leases will be extended (or not terminated). The assessment is reviewed if\na significant event or a significant change in circumstances occurs which affects this assessment and that is within the\ncontrol of the lessee. During the current financial year, the financial effect of revising lease terms to reflect the effect\nof exercising extensions and termination options was an increase in recognised lease liabilities and right-of-use assets\nof $7.51 million (2022: $0.18 million) (parent entity: $Nil, 2022: $Nil).\nThe consolidated entity has elected to recognise payments for short-term leases and low value leases as expenses on\na straight line basis, instead of recognising a right-of-use asset and lease liability. Short-term leases are leases with a\nlease term of 12 months or less. Low value assets are assets with a fair value of $10,000 or less when new and\ncomprise mainly of small office and medical equipment items.\nAASB 16 Leases (AASB 16) requires a lessee to recognise a right-of-use asset and a corresponding lease liability for\nmost leases.\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 212\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n26. Leases (continued)\n(a)\nEntity as a lessee (continued)\nRight-of-use assets under leases\nLand and \nBuildings\nPlant and \nEquipment\nTotal\n$000\n$000\n$000\nBalance at 1 July 2022\n293,514\n319,217\n612,731\nAdditions\n96,156\n70,971\n167,127\nReassessments\n23,527\n4,987\n28,514\nDisposals\n(17,713)\n(1,824)\n(19,537)\nDepreciation expense\n(71,974)\n(89,255)\n(161,229)\nReclassifications to property, plant and equipment\n(891)\n-\n(891)\nBalance at 30 June 2023\n322,619\n304,096\n626,715\nLand and \nBuildings\nPlant and \nEquipment\nTotal\n$000\n$000\n$000\nBalance at 1 July 2021\n839,227\n275,470\n1,114,697\nAdditions\n145,166\n127,307\n272,473\nReassessments\n53,432\n5,493\n58,925\nDisposals*\n(644,798)\n(1,433)\n(646,231)\nDepreciation expense\n(99,513)\n(87,620)\n(187,133)\nBalance at 30 June 2022\n293,514\n319,217\n612,731\n* 30 June 2022 disposals includes the derecognition of the right-of-use assets of $640.39 million with Property NSW.\nThe following table presents right-of-use assets that do not meet the definition of investment property.\nThere are no right-of-use assets that meet the definition of investment property.\nCONSOLIDATED\nThe consolidated entity continues to carry the responsibility to make good, and to control the fit-out during the\nremaining occupancy period as the entity receives the economic benefits via using the fit-out or expected\ncompensation from PNSW upon relocation. Therefore, the consolidated entity's accounting treatment for make-good\nprovision and fit-out costs in relation to the relevant accommodation and warehouses remains unchanged.\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 213\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n26. Leases (continued)\n(a)\nEntity as a lessee (continued)\nRight-of-use assets under leases (continued)\nPARENT\nLand and \nBuildings\nPlant and \nEquipment\nTotal\n$000\n$000\n$000\nBalance at 1 July 2022\n17,574\n97\n17,671\nAdditions\n-\n47\n47\nReassessments\n(1)\n-\n(1)\nDisposals\n(16,766)\n-\n(16,766)\nDepreciation expense\n(130)\n(45)\n(175)\nBalance at 30 June 2023\n677\n99\n776\nLand and \nBuildings\nPlant and \nEquipment\nTotal\n$000\n$000\n$000\nBalance at 1 July 2021\n488,036\n67\n488,103\nAdditions\n-\n86\n86\nReassessments\n679\n-\n679\nDisposals*\n(441,951)\n(19)\n(441,970)\nDepreciation expense\n(29,190)\n(37)\n(29,227)\nBalance at 30 June 2022\n17,574\n97\n17,671\n* 30 June 2022 disposals includes the derecognition of the right-of-use assets of $441.95 million with Property NSW.\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 214\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n26. Leases (continued)\n(a)\nEntity as a lessee (continued)\nLease liabilities\nThe following table presents liabilities under leases:\nCONSOLIDATED\n 2023\n2022\n$000\n$000\nBalance at 1 July\n624,017\n1,238,328\nAdditions\n166,913\n272,271\nInterest expenses\n16,893\n29,741\nPayments\n(177,002)\n(203,502)\nTerminations / derecognition*\n(19,409)\n(771,746)\nOther adjustments\n28,514\n58,925\nBalance at 30 June\n639,926\n624,017\nPARENT\n 2023\n2022\n$000\n$000\nBalance at 1 July\n17,489\n592,304\nAdditions\n47\n86\nInterest expenses\n13\n13,007\nPayments\n(181)\n(32,477)\nTerminations / derecognition*\n(16,582)\n(556,110)\nOther adjustments\n(1)\n679\nBalance at 30 June\n785\n17,489\n* 30 June 2022 terminations / derecognition includes the derecognition of lease liabilities of $765.69 million with\nProperty NSW.\n* 30 June 2022 terminations / derecognition includes the derecognition of lease liabilities of $556.09 million with\nProperty NSW.\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 215\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n26. Leases (continued)\n(a)\nEntity as a lessee (continued)\nCONSOLIDATED\n 2023\n2022\n$000\n$000\nDepreciation expense of right-of-use assets\n161,229\n187,133\nInterest expense on lease liabilities\n16,893\n29,741\nExpenses relating to short-term leases\n41,361\n54,270\nExpenses relating to leases of low-value assets\n20,325\n36,215\nVariable lease payments not included in the measurement of lease liabilities\n-\n13\nIncome from subleasing right-of-use assets\n(17)\n(13)\n(Gains) / losses on disposal*\n128\n(125,515)\nTotal amount recognised in the statement of comprehensive income\n239,919\n181,844\nPARENT\n 2023\n2022\n$000\n$000\nDepreciation expense of right-of-use assets\n175\n29,227\nInterest expense on lease liabilities\n13\n13,007\nExpenses relating to short-term leases\n15\n68\nExpenses relating to leases of low-value assets\n293\n810\n(Gains) / losses on disposal*\n184\n(114,140)\nTotal amount recognised in the statement of comprehensive income\n680\n(71,028)\nThe parent entity had total cash outflows for leases of $0.49 million for the year ending 30 June 2023 (2022: $33.36\nmillion).\nThe following amounts were recognised in the Statement of Comprehensive Income during the period in respect of\nleases where the parent entity is the lessee:\n* In 2022, (Gains) / losses on disposal includes $125.30 million of net gains on disposal as a result of the derecognition\nof leases with Property NSW.\n* In 2022, (Gains) / losses on disposal includes $114.14 million of net gains on disposal as a result of the derecognition\nof leases with Property NSW.\nThe consolidated entity had total cash outflows for leases of $238.69 million for the year ending 30 June 2023 (2022:\n$294.00 million).\nThe following amounts were recognised in the Statement of Comprehensive Income during the period in respect of\nleases where the consolidated entity is the lessee:\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 216\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n26. Leases (continued)\n(a)\nEntity as a lessee (continued)\ni.\nUseful lives\nLand and buildings                                                                                                            \n1 to 40 years\nPlant and machinery\n1 to 15 years\nMotor vehicles and other equipment\n1 to 5 years\nAeromedical\n1 to 10 years\nThe right-of-use assets are also subject to impairment. The consolidated entity assesses, at each reporting date,\nwhether there is an indication that an asset may be impaired. If any indication exists, or when annual impairment\ntesting for an asset is required, the consolidated entity estimates the asset's recoverable amount. When the\ncarrying amount of an asset exceeds its recoverable amount, the asset is considered impaired and is written down\nto its recoverable amount. After an impairment loss has been recognised, it is reversed only if there has been a\nchange in the assumptions used to determine the asset's recoverable amount. The reversal is limited so that the\ncarrying amount of the asset does not exceed its recoverable amount, nor exceed the carrying amount that would\nhave been determined, net of depreciation, had no impairment loss been recognised for the asset in prior years.\nSuch reversal is recognised in the net result.\nLeases at significantly below market terms and conditions principally to enable the entity to further its objectives\nRecognition and measurement\nThe right-of-use assets are subsequently measured at cost. They are depreciated on a straight-line basis over the\nshorter of the lease term and the estimated useful lives of the assets, as follows:\nIf ownership of the leased asset transfers to the consolidated entity at the end of the lease term or the cost\nreflects the exercise of a purchase option, depreciation is calculated using the estimated useful life of the asset.\nThe consolidated entity assesses at contract inception whether a contract is, or contains, a lease. That is, if the\ncontract conveys the right to control the use of an identified asset for a period of time in exchange for consideration.\nThe consolidated entity recognises lease liabilities to make lease payments and right-of-use assets representing the\nright to use the underlying assets, except for short-term leases and leases of low-value assets.\nThe consolidated entity entered into a number of leases, with lease terms ranging from 1 to 99 years with various\norganisations, including local councils, health charities, Catholic churches and other NSW State entities for the use of\nvarious community health buildings. There are also some leases for the use of various helipads across the state. These\ncontracts generally specify lease payments of $Nil or negligible amounts per annum, and the leased premises are\nused by the consolidated entity to provide different community health services and access to helipads. These\ncommunity health buildings and helipads account for a small portion of similar assets used by the consolidated entity\nfor the purposes of providing health services. Therefore, these lease arrangements do not have a significant impact on\nthe consolidated entity's operations.                                                                         \nThe consolidated entity recognises right-of-use assets at the commencement date of the lease (i.e. the date the\nunderlying asset is available for use). Right-of-use assets are initially measured at the amount of initial\nmeasurement of the lease liability (refer ii below), adjusted by any lease payments made at or before the\ncommencement date, lease incentives, any initial direct costs incurred, and estimated costs of dismantling and\nremoving the asset or restoring the site.\nRight-of-use assets\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 217\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n26. Leases (continued)\n(a)\nEntity as a lessee (continued)\nii.\niii.\niv.\nThe lease payments are discounted using the interest rate implicit in the lease. If that rate cannot be readily\ndetermined, which is generally the case for real estate leases, the incremental borrowing rate is used. The\nconsolidated entity does not borrow funds in the market. Instead it receives an allocation of the appropriations\nfrom the Crown and where the Crown needs additional funding, Treasury Corporation (TCorp) goes to the market\nto obtain these funds. As a result, the consolidated entity is using TCorp rates as its incremental borrowing rate.\nThese rates are published by NSW Treasury on a regular basis.\nShort-term leases and leases of low-value assets\nThe initial and subsequent measurement of right-of-use assets under leases at significantly below-market terms\nand conditions that are entered into principally to enable the consolidated entity to further its objectives is the\nsame as normal right-of-use assets. They are measured at cost, subject to impairment.\nLeases that have significantly below-market terms and conditions principally to enable the entity to further its\nobjectives\nAfter the commencement date, the amount of lease liabilities is increased to reflect the accretion of interest and\nreduced for the lease payments made. In addition, the carrying amount of lease liabilities is remeasured if there is\na modification, a change in the lease term, a change in the lease payments (e.g. changes to future payments\nresulting from a change in an index or rate used to determine such lease payments) or a change in the assessment\nof an option to purchase the underlying asset.\nThe consolidated entity's lease liabilities are included in borrowings in Note 33.\nVariable lease payments that do not depend on an index or a rate are recognised as expenses (unless they are\nincurred to produce inventories) in the period in which the event or condition that triggers the payment occurs.\nRecognition and measurement (continued)\n●  exercise price of a purchase option reasonably certain to be exercised by the consolidated entity; and\n●payments of penalties for terminating the lease, if the lease term reflects the entity exercising the option to\nterminate.\nLease liabilities\nAt the commencement date of the lease, the consolidated entity recognises lease liabilities measured at the\npresent value of lease payments to be made over the lease term. Lease payments include:\n●  fixed payments (including in substance fixed payments) less any lease incentives receivable;\n●  variable lease payments that depend on an index or a rate;\n●  amounts expected to be paid under residual value guarantees;\nThe consolidated entity applies the short-term lease recognition exemption to its short-term leases of buildings,\nmachinery, motor vehicles and equipment (i.e., those leases that have a lease term of 12 months or less from the\ncommencement date and do not contain a purchase option). It also applies the lease of low-value assets\nrecognition exemption to leases of office equipment that are considered to be low value. Lease payments on short-\nterm leases and leases of low value assets are recognised as expense on a straight-line basis over the lease term.\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 218\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n26. Leases (continued)\n(b)\nEntity as a lessor\nLessor for finance leases\nConsolidated\nConsolidated\nParent\nParent\n 2023\n 2022\n 2023\n 2022\n$000\n$000\n$000\n$000\nWithin one year\n47\n78\n-\n-\nOne to two years\n-\n47\n-\n-\nTotal (excluding GST)\n47\n125\n-\n-\nConsolidated\nConsolidated\nParent\nParent\n 2023\n 2022\n 2023\n 2022\n$000\n$000\n$000\n$000\nFuture undiscounted rentals receivable\n47\n125\n-\n-\nUnguaranteed residual amounts - undiscounted\n313,686\n313,686\n-\n-\nLess: unearned finance income\n(225,146)\n(227,321)\n-\n-\nNet investment in finance lease\n88,587\n86,490\n-\n-\nThe consolidated entity leases some retail spaces located within the hospital precincts under operating leases with\nrental payable monthly. Lease payments generally contain uplift clauses to align to the market conditions.\nRecognition and measurement\nThe consolidated entity also leases out certain areas and floors within its buildings on a long term basis, which are\ntreated as finance leases. All lease payments are generally paid upfront and the asset gets derecognised from non-\ncurrent assets.                                                                   \nFuture minimum rentals receivable (undiscounted) under non-cancellable finance leases as at 30 June are, as follows:\nAt the lease commencement date, the consolidated entity recognises a receivable for assets held under a finance\nlease in its Statement of Financial Position at an amount equal to the net investment in the lease. The net investment in\nleases is classified as financial assets at amortised cost and equals the lease payments receivable by a lessor and the\nunguaranteed residual value, plus initial direct costs, discounted using the interest rate implicit in the lease.\nLeases that the consolidated entity transfers substantially all the risks and rewards incidental to ownership of an asset\nare classified as finance leases. Subleases are classified by reference to the right-of-use asset arising from the head\nlease, rather than by reference to the underlying asset.\nReconciliation of net investment in leases\nThe consolidated entity also leases land and buildings to non-government organisations (NGO's) and universities under\noperating leases arrangements. Generally there are no rental payments as the consolidated entity provides market\nrental assistance grants which offset the rental payments.  \nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 219\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n26. Leases (continued)\n(b)\nEntity as a lessor (continued)\nLessor for operating leases\nConsolidated\nConsolidated\nParent\nParent\n 2023\n 2022\n 2023\n 2022\n$000\n$000\n$000\n$000\nWithin one year\n13,122\n11,323\n1,257\n1,413\nOne to two years\n11,172\n8,491\n1,377\n1,071\nTwo to three years\n10,670\n7,897\n1,304\n1,024\nThree to four years\n9,931\n7,638\n1,121\n988\nFour to five years\n9,469\n7,162\n1,047\n1,016\nLater than five years\n108,619\n89,843\n7,954\n7,495\nTotal (excluding GST)\n162,983\n132,354\n14,060\n13,007\nAmbulance Service of NSW has entered into a 10 year contract with Pel-Air Aviation Pty Ltd to provide aeromedical\nservices. The contract has a lease component for the right-to-use of the contracted aircraft. Stage 2, which includes\ntwo additional aircraft, has not yet commenced operating and as a result, no right-of-use asset or liability has been\nrecognised at the reporting date in respect of those two aircraft. Future cash outflows from the lease of these two\naircraft is expected to be $67.62 million.\nAn operating lease is a lease other than a finance lease. Rental income arising from operating leases is accounted for\non a straight-line basis over the lease terms and is included in other revenue in the Statement of Comprehensive\nIncome due to its operating nature. Initial direct costs incurred in negotiating and arranging an operating lease are\nadded to the carrying amount of the underlying asset and recognised over the lease term on the same basis as rental\nincome. Contingent rents are recognised as revenue in the period in which they are earned.\nLeases not yet commenced to which the lessee is committed\nFuture minimum rental receivables (undiscounted) under non-cancellable operating leases as at 30 June are as\nfollows:\nFinance income arising from finance leases is recognised over the lease term, based on a pattern reflecting a constant\nperiodic rate of return on the lessor’s net investment in the lease.\nRecognition and measurement (continued)\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 220\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n27. Intangible assets\nCONSOLIDATED\nSoftware\nTotal\n$000\n$000\nAt 1 July 2021\nCost (gross carrying amount)\n1,265,650\n1,265,650\nLess: accumulated amortisation and impairment\n(576,096)\n(576,096)\nNet carrying amount\n689,554\n689,554\nSoftware\nTotal\n$000\n$000\nYear ended 30 June 2022\nNet carrying amount at beginning of year\n689,554\n689,554\nAdditions \n98,851\n98,851\nReclassifications from property, plant and equipment\n1,375\n1,375\nDisposals\n(313)\n(313)\nAmortisation (recognised in depreciation and amortisation)\n(92,250)\n(92,250)\nNet carrying amount at the end of the year\n697,217\n           \n697,217\nSoftware\nTotal\n$000\n$000\nAt 1 July 2022\nCost (gross carrying amount)\n1,363,369\n1,363,369\nLess: accumulated amortisation and impairment\n(666,152)\n(666,152)\nNet carrying amount\n697,217\n697,217\nSoftware\nTotal\n$000\n$000\nYear ended 30 June 2023\nNet carrying amount at beginning of year\n697,217\n697,217\nAdditions \n139,812\n139,812\nReclassifications from property, plant and equipment\n3,360\n3,360\nDisposals\n(1,993)\n(1,993)\nAmortisation (recognised in depreciation and amortisation)\n(106,350)\n(106,350)\nNet carrying amount at the end of the year\n732,046\n732,046\nSoftware\nTotal\n$000\n$000\nAt 30 June 2023\nCost (gross carrying amount)\n1,495,526\n1,495,526\nLess: accumulated amortisation and impairment\n(763,480)\n(763,480)\nNet carrying amount\n732,046\n732,046\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 221\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n27. Intangible assets (continued)\nPARENT\nSoftware\nTotal\n$000\n$000\nAt 1 July 2021\nCost (gross carrying amount)\n4,801\n4,801\nLess: accumulated amortisation and impairment\n(1,672)\n(1,672)\nNet carrying amount\n3,129\n3,129\nSoftware\nTotal\n$000\n$000\nYear ended 30 June 2022\nNet carrying amount at beginning of year\n3,129\n3,129\nAdditions \n871\n871\nDisposals\n(47)\n(47)\nAmortisation (recognised in depreciation and amortisation)\n(745)\n(745)\nNet carrying amount at the end of the year\n3,208\n               \n3,208\nSoftware\nTotal\n$000\n$000\nAt 1 July 2022\nCost (gross carrying amount)\n4,750\n4,750\nLess: accumulated amortisation and impairment\n(1,542)\n(1,542)\nNet carrying amount\n3,208\n3,208\nSoftware\nTotal\n$000\n$000\nYear ended 30 June 2023\nNet carrying amount at beginning of year\n3,208\n3,208\nAdditions \n4,317\n4,317\nAmortisation (recognised in depreciation and amortisation)\n(453)\n(453)\nNet carrying amount at the end of the year\n7,072\n               \n7,072\nSoftware\nTotal\n$000\n$000\nAt 30 June 2023\nCost (gross carrying amount)\n8,362\n8,362\nLess: accumulated amortisation and impairment\n(1,290)\n(1,290)\nNet carrying amount\n7,072\n7,072\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 222\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n27. Intangible assets (continued)\nRecognition and Measurement\n28. Non-current assets held for sale\nConsolidated\nConsolidated\nParent\nParent\n 2023\n 2022\n 2023\n 2022\n$000\n$000\n$000\n$000\nAssets held for sale\nLand and buildings\n304\n3,304\n-\n-\n304\n3,304\n-\n-\nFurther details regarding the fair value measurement are disclosed in Note 29.\nIntangible assets with indefinite useful lives are not amortised, but are tested for impairment annually. The assessment\nof indefinite life is reviewed annually to determine whether the indefinite life continues to be supportable. If not, the\nchange in useful life from indefinite to finite is made on a prospective basis.\nIntangible assets are tested for impairment where an indicator of impairment exists. If the recoverable amount is less\nthan its carrying amount, the carrying amount is reduced to recoverable amount and the reduction is recognised as an\nimpairment loss.\nThese assets are not depreciated while they are classified as held for sale. Interest and other expenses attributable to\nthe liabilities of a disposal group classified as held for sale are continued to be recognised.\nThe consolidated entity has certain non-current assets classified as held for sale, where their carrying amount will be\nrecovered principally through a sale transaction, not through continuing use. Non-current assets held for sale are\nrecognised at the lower of carrying amount and fair value less costs of disposal. \nRecognition and Measurement\nThe consolidated entity recognises intangible assets only if it is probable that future economic benefits will flow to the\nconsolidated entity and the cost of the asset can be measured reliably. Intangible assets are measured initially at cost.\nWhere an asset is acquired at no or nominal cost, the cost is its fair value as at the date of acquisition. Following initial\nrecognition, intangible assets are subsequently measured at fair value only if there is an active market. If there is no\nactive market for the consolidated entity's intangible assets, the assets are carried at cost less any accumulated\namortisation and impairment losses.\nAll research costs are expensed. Development costs are only capitalised when certain criteria are met.\nThe useful lives of intangible assets are assessed to be finite. \nThe consolidated entity's intangible assets are amortised using the straight-line method over a period of four to fifteen\nyears. Computer software developed or acquired by the consolidated entity are recognised as intangible assets.\nThe amortisation period and the amortisation method for an intangible asset with a finite useful life are reviewed at\nleast at the end of each reporting period. \nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 223\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n29. Fair value measurement of non-financial assets\nFair value measurement and hierarchy\n●\n●\n●\n(a)\nFair value hierarchy\nCONSOLIDATED\nLevel 1\nLevel 2\nLevel 3\nTotal Fair \nValue\n$000\n$000\n$000\n$000\n2023\nLand and buildings(i)\n-\n843,232\n21,932,830\n22,776,062\nInfrastructure systems(i)\n-\n295\n865,130\n865,425\nNon-current assets held for sale (Note 28)\n-\n304\n-\n304\n-\n843,831\n22,797,960\n23,641,791\n2022\nLand and buildings(i), (ii)\n-\n737,098\n19,556,547\n20,293,645\nInfrastructure systems(i), (iii)\n-\n232\n712,356\n712,588\nNon-current assets held for sale (Note 28)\n-\n3,304\n-\n3,304\n-\n740,634\n20,268,903\n21,009,537\nThere were no transfers between Level 1 and 2 during the year ended 30 June 2023 and 2022.\n(i) Leasehold improvements, work in progress and newly completed buildings are carried at cost, therefore excluded from figures\nabove and as a result the balances in Note 25 will not reconcile with balances disclosed above.\nFair value is the price that would be received to sell an asset or paid to transfer a liability in an orderly transaction\nbetween market participants at the measurement date. The fair value measurement is based on the presumption that\nthe transaction to sell the asset or transfer the liability takes place either in the principal market for the asset or\nliability or in the absence of a principal market, in the most advantageous market for the asset or liability. \nWhen measuring fair value, the valuation technique used maximises the use of relevant observable inputs and\nminimises the use of unobservable inputs. Under AASB 13 Fair Value Measurement,\nthe consolidated entity\ncategorises, for disclosure purposes, the valuation techniques based on the inputs used in the valuation techniques as\nfollows: \nLevel 1 – quoted (unadjusted) prices in active markets for identical assets / liabilities that the entity can access at\nthe measurement date.\nLevel 2 – inputs other than quoted prices included within Level 1 that are observable, either directly or indirectly.\nLevel 3 – inputs that are not based on observable market data (unobservable inputs).\nThe consolidated entity recognises transfers between levels of the fair value hierarchy at the end of the reporting\nperiod during which the change has occurred.\n(ii) Land and buildings – Level 3 has been restated higher by $276.27 million as a result of some assets incorrectly excluded and\nsome incorrectly included in the 2022 financial statements.\n(iii) Infrastructure systems – Level 3 has been restated higher by $17.52 million as a result of some assets incorrectly excluded in\nthe 2022 financial statements.\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 224\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n29. Fair value measurement of non-financial assets (continued)\n(a)\nFair value hierarchy (continued)\nPARENT\nLevel 1\nLevel 2\nLevel 3\nTotal Fair \nValue\n$000\n$000\n$000\n$000\n2023\nLand and buildings\n-\n-\n169,391\n169,391\nInfrastructure systems\n-\n-\n941\n941\n-\n-\n170,332\n170,332\n2022\nLand and buildings\n-\n-\n172,288\n172,288\nInfrastructure systems\n-\n-\n988\n988\n-\n-\n173,276\n173,276\nThere were no transfers between Level 1 and 2 during the year ended 30 June 2023 and 2022.\n(b)\nValuation techniques, inputs and processes\nThe consolidated entity obtains independent valuations for its non-financial assets at least every three years. The\nvaluer used by the consolidated entity is independent of the respective entities.\nAt the end of each reporting period, the consolidated entity updates its assessment of the fair value of each\ncategory of non-financial assets, taking into account the most recent independent valuations. The best evidence\nof fair value is current prices in an active market for similar assets. Where such information is not available, the\nconsolidated entity considers information from other sources, such as the indices provided by independent\nexternal valuers. These fair value adjustments are reflected in Note 25 Total property, plant and equipment -\nreconciliation.\nThe valuations techniques used maximise the use of observable inputs where available and rely as little as\npossible on entity or asset specific estimates. The level in the fair value hierarchy is determined on the basis of the\nlowest level input that is significant to the measurement in its entirety. If significant inputs required to measure\nfair value of an asset are observable, the asset is included in level 2 of the fair value hierarchy. If one or more of\nthe significant inputs is not based on observable market data, the asset is included in level 3 of the fair value\nhierarchy. All resulting fair value estimates for non-financial assets are included in level 3 with the exception of\nsome land and buildings and non-current assets held for sale included in level 2. \nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 225\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n29. Fair value measurement of non-financial assets (continued)\n(b)\nValuation techniques, inputs and processes (continued)\n●\n●\n●\nLevel 3 disclosures:\nAssets\nValuation \nTechniques\nValuation Inputs\nMarket approach\nThis valuation method involves comparing the subject property to\ncomparable sale prices in similar location on a rate per square metre\nbasis, adjusted for restrictions specific for the property (e.g. mandated\nuse and / or zoning).\nDepreciated \nreplacement cost \napproach\nThis valuation method involves establishing the current replacement\ncost of the modern equivalent asset for each type of building on a rate\nper square metre basis; depreciated to reflect the building's remaining\nuseful life which is determined by a number of factors including asset\ncondition and asset life.\nDepreciated \nreplacement cost \napproach\nThis valuation method involves establishing the current replacement\ncost of the modern equivalent asset for each type of building on a rate\nper square metre basis; depreciated to reflect the building's remaining\nuseful life.\nDepreciated \nreplacement cost \napproach\nThis valuation method involves establishing the current replacement\ncost of the modern equivalent infrastructure asset on a rate per square\nmetre basis; depreciated to reflect the assets remaining useful life.\nInfrastructure \nsystems\nNon-Specialised \nBuildings\nLand under \nspecialised \nbuilding(s)\nThe non-financial assets categorised in (a) above have been measured based on the following valuation\ntechniques and inputs:\nFor land, the valuation by the valuers is made on a market approach, comparing similar assets (not identical)\nand observable inputs. The most significant input is price per square metre. All commercial and non-\nrestricted land is included in level 2 as these land valuations have a high level of observable inputs, although\nthese lands are not identical. The majority of the restricted land has been classified as level 3 as, although\nobservable inputs have been used, a significant level of professional judgement is required to adjust inputs\nin determining the land valuations. Certain parcels of land have zoning restrictions, for example hospital\ngrounds, and values are adjusted accordingly. \nFor buildings and infrastructure systems, many assets are of a specialised nature or use, and thus the most\nappropriate valuation method is depreciated replacement cost. These assets are included as level 3 as\nthese assets have a high level of unobservable inputs. However, residential and commercial properties are\nvalued on a market approach and are included in level 2.\nNon-current assets held for sale are a non-recurring item that is measured at the lesser of its carrying\namount or fair value less cost to sell. These assets are categorised as level 2 except when an asset was a\nlevel 3 asset prior to transfer to non-current assets held for sale, and continues to be recognised as a level 3\nasset where the carrying amount is less than the fair value (less cost) to sell. \nThe fair value of buildings computed by suitably qualified independent valuers using a methodology known as\nthe depreciated replacement cost valuation technique. The following table highlights the key unobservable (level\n3) inputs assessed during the valuation process, the relationship to the estimated fair value and the sensitivity to\nchanges in unobservable inputs.\nSpecialised \nBuildings\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 226\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n29. Fair value measurement of non-financial assets (continued)\n(c)\nReconciliation of recurring Level 3 fair value measurements\nCONSOLIDATED\nLand and \nBuildings\nInfrastructure \nSystems\nTotal Level 3 \nRecurring\n$000\n$000\n$000\n2023\nFair value as at 1 July 2022\n19,556,547\n712,356\n20,268,903\nAdditions*\n1,841,603\n147,073\n1,988,676\n1,327,571\n41,149\n1,368,720\nTransfers from Level 2\n2,156\n-\n2,156\nTransfers to Level 2\n(4,054)\n-\n(4,054)\nDisposals\n(5,284)\n-\n(5,284)\nDepreciation expense\n(778,102)\n(35,930)\n(814,032)\nEquity transfers (out) - Note 36 (a)\n(9,403)\n-\n(9,403)\nReclassification\n1,796\n482\n2,278\nFair value as at 30 June 2023\n21,932,830\n865,130\n22,797,960\nCONSOLIDATED\nLand and \nBuildings\nInfrastructure \nSystems\nTotal Level 3 \nRecurring\n$000\n$000\n$000\n2022\nFair value as at 1 July 2021\n16,044,981\n571,293\n16,616,274\nAdditions(i), (ii) *\n2,244,445\n103,893\n2,348,338\n1,889,510\n76,884\n1,966,394\nTransfers from Level 2\n23,830\n-\n23,830\nTransfers to Level 2\n(2,042)\n(9,087)\n(11,129)\nDisposals\n(13,755)\n(97)\n(13,852)\nDepreciation expense(i), (ii)\n(630,678)\n(30,755)\n(661,433)\nReclassification\n256\n225\n481\nFair value as at 30 June 2022\n19,556,547\n712,356\n20,268,903\nRevaluation increments / decrements recognised in other \ncomprehensive income – included in line item 'Changes in \nrevaluation surplus of property, plant and equipment’(i), (ii)\n* Additions include assets previously carried at cost which have been revalued under the level 3 fair value\nhierarchy for the first time as a result of a comprehensive revaluation or an interim desktop revaluation.\n(i) Prior year land and buildings 'additions' has been restated higher by $257.77 million, 'revaluation increments / decrements\nrecognised in other comprehensive income' restated higher by $24.10 million and 'depreciation expense' restated higher by $5.60\nmillion as a result of an error in the previous year.\n(ii) Prior year infrastructure systems 'additions' has been restated higher by $16.43 million, 'revaluation increments / decrements\nrecognised in other comprehensive income' restated higher by $1.40 million and 'depreciation expense' restated higher by $0.31\nmillion as a result of an error in the previous year.\nRevaluation increments / decrements recognised in other \ncomprehensive income – included in line item 'Changes in \nrevaluation surplus of property, plant and equipment’\n* Additions include assets previously carried at cost which have been revalued under the level 3 fair value\nhierarchy for the first time as a result of a comprehensive revaluation or an interim desktop revaluation.\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 227\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n29. Fair value measurement of non-financial assets (continued)\n(c)\nReconciliation of recurring Level 3 fair value measurements (continued)\nPARENT\nLand and \nBuildings\nInfrastructure \nSystems\nTotal Level 3 \nRecurring\n$000\n$000\n$000\n2023\nFair value as at 1 July 2022\n172,288\n988\n173,276\nAdditions*\n1,596\n-\n1,596\n4,519\n67\n4,586\nDepreciation expense\n(9,012)\n(114)\n(9,126)\nFair value as at 30 June 2023\n169,391\n941\n170,332\nLand and \nBuildings\nInfrastructure \nSystems\nTotal Level 3 \nRecurring\n$000\n$000\n$000\n2022\nFair value as at 1 July 2021\n119,550\n573\n120,123\nAdditions*\n37,631\n291\n37,922\n23,419\n228\n23,647\nDisposals\n(4,623)\n(76)\n(4,699)\nDepreciation expense\n(7,217)\n(104)\n(7,321)\nEquity transfers in - Note 36 (a)\n3,528\n76\n3,604\nFair value as at 30 June 2022\n172,288\n988\n173,276\n* Additions include assets previously carried at cost which have been revalued under the level 3 fair value\nhierarchy for the first time as a result of a comprehensive revaluation or an interim desktop revaluation.\nRevaluation increments / decrements recognised in other \ncomprehensive income – included in line item 'Changes in \nrevaluation surplus of property, plant and equipment’\nRevaluation increments / decrements recognised in other \ncomprehensive income – included in line item 'Changes in \nrevaluation surplus of property, plant and equipment’\n* Additions include assets previously carried at cost which have been revalued under the level 3 fair value\nhierarchy for the first time as a result of a comprehensive revaluation or an interim desktop revaluation.\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 228\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n30. Restricted assets\nCONSOLIDATED\n1 July 2022\n30 June 2023\nOpening \nequity\nRevenue\nExpense\nClosing \nequity\n$000\n$000\n$000\n$000\nCategory\nCommunity welfare\n15,883\n23,135\n(19,463)\n19,555\nFacility improvements\n844,389\n216,049\n(241,066)\n819,372\nHold Funds in Perpetuity\n14,691\n1,230\n(1,173)\n14,748\nPatient welfare\n83,834\n40,559\n(28,002)\n96,391\nPrivate practice disbursements (No.2 Accounts)\n510,377\n111,764\n(95,376)\n526,765\nPublic contributions\n46,415\n23,334\n(8,145)\n61,604\nResearch\n266,010\n115,154\n(91,734)\n289,430\nSection 19(2) primary care - exemption initiative\n4,318\n2,919\n(2,717)\n4,520\nStaff welfare\n20,410\n6,399\n(2,241)\n24,568\nTraining and education including conferences\n93,212\n21,257\n(18,244)\n96,225\nOther\n8,597\n254\n-\n8,851\nTotal Restricted Assets\n1,908,136\n562,054\n(508,161)\n1,962,029\nPARENT\n1 July 2022\n30 June 2023\nOpening \nequity\nRevenue\nExpense\nClosing \nequity\n$000\n$000\n$000\n$000\nCategory\nFacility improvements\n43,392\n43,403\n(9,730)\n77,065\nResearch\n30,548\n-\n(1,516)\n29,032\nTotal Restricted Assets\n73,940\n43,403\n(11,246)\n106,097\nThe financial statements include the following assets which are restricted by externally imposed conditions, eg. donor\nrequirements. The assets are only available for application in accordance with the terms of the donor restrictions. They\nconsist of cash assets and  rights and obligations to receive and make payments as at 30 June 2023.\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 229\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n30. Restricted assets (continued)\nRestricted assets are held for the following purpose and cannot be used for any other purpose.\nCategory\nPurpose\nCommunity welfare\nFacility improvements\nHold funds in perpetuity\nPatient welfare\nPrivate practice \ndisbursements \nPublic contributions\nSection 19(2) primary care - \nexemption initiative\nResearch\nStaff welfare\nTraining and education \nincluding conferences\nOther\nUnclaimed monies\nImproving access to primary care in rural and remote areas under the Council of Australian\nGovernments (COAG) s19(2) Exemptions Initiative.\nAll money and personal effects of patients which are left in the custody of the consolidated entity by any patient who is\ndischarged or dies in hospital and which are not claimed by the person lawfully entitled thereto within a period of\ntwelve months are recognised as the property of the respective health entity.\nAll such money and the proceeds of the realisation of any personal effects are lodged to the credit of the Samaritan\nFund which is used specifically for the benefit of necessitous patients or necessitous outgoing patients.\nThis does not meet the definition of any of the above categories.\nProfessional training, education and conferences.\nStaff\nbenefits\nsuch\nas\nstaff\nrecognition\nawards,\nfunctions\nand\nstaff\namenity\nimprovements.\nResearch to gain knowledge, understanding and insight.\nDonations, gifts, bequests or legacies received without any donor-specified conditions as\nto its use. Such contributions are restricted as a result of the requirements of the\nAccounts and Audit Determination for Public Health Entities in NSW. \nStaff specialists' private practice arrangements to improve the level of clinical services\nprovided (No. 2 Accounts).\nImprovements such as medical needs, financial needs and standards for patients' privacy\nand dignity.\nDonor has explicitly requested funds be invested permanently and not otherwise\nexpended.\nRepairs, maintenance, renovations and/or new equipment or building related expenditure.\nImprovements to service access, health literacy, public and preventative health care.\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 230\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n31.\nPayables\nConsolidated\nConsolidated\nParent\nParent\n 2023\n 2022\n 2023\n 2022\n$000\n$000\n$000\n$000\nAccrued salaries, wages and on-costs\n319,679\n260,745\n2,944\n2,484\nSalaries and wages deductions\n101,926\n95,053\n18\n39\nPayroll tax and fringe benefits tax\n1,710\n3,042\n1,143\n904\nTrade operating creditors1\n1,349,137\n1,786,935\n296,919\n499,521\nInterest\n69\n14\n-\n-\nOther creditors  \n- Capital works\n163,651\n225,590\n-\n-\n- Payables to controlled health entities1\n-\n-\n259,092\n372,051\n- Other1\n5,270\n4,829\n-\n-\nTotal current payables\n1,941,442\n2,376,208\n560,116\n874,999\nPayables are financial liabilities at amortised cost, initially measured at fair value, net of directly attributable\ntransaction costs. These are subsequently measured at amortised cost using the effective interest method. Gains and\nlosses are recognised in the net result when the liabilities are derecognised as well as through the amortisation\nprocess.\nRecognition and Measurement\nPayables represent liabilities for goods and services provided to the consolidated entity and other amounts. Short-term\npayables with no stated interest rate are measured at the original invoice amount where the effect of discounting is\nimmaterial. \nDetails regarding liquidity risk, including a maturity analysis of the above payables are disclosed in Note 44.\n¹ Manual creditors has been reclassified from 'other creditors - other' to 'trade operating creditors' and 'payables to controlled health\nentities' in the current year. The prior period 'other creditors - other' has been restated lower by $838.90 million (parent entity: $134.59\nmillion), 'trade operating creditors' higher by $838.90 million (parent entity: $134.58 million) and 'payables to controlled health entities'\nhigher by $Nil (parent entity: $0.003 million) to reflect this change.\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 231\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n32. Contract liabilities\nConsolidated\nConsolidated\nParent\nParent\n 2023\n 2022\n 2023\n 2022\n$000\n$000\n$000\n$000\nCurrent\nContract liabilities\n57,031\n56,030\n545\n1,670\n57,031\n56,030\n545\n1,670\nNon-current\nContract liabilities\n556\n1,081\n-\n-\n556\n1,081\n-\n-\nRecognition and Measurement\nConsolidated\nConsolidated\nParent\nParent\n 2023\n 2022\n 2023\n 2022\n$000\n$000\n$000\n$000\nRevenue recognised that was included in the contract \nliability balance at the beginning of the year\n55,696\n45,415\n1,670\n319\nRevenue recognised from performance obligations \nsatisfied in previous periods\n4,334\n3,391\n-\n-\nTransaction price allocated to the remaining \nperformance obligations from contracts with \ncustomers\n133,210\n158,057\n2,448\n17,253\nContract liabilities are in respect of consideration received in advance from the sale of goods and services from\ncontracts with customers and grants and other contributions.\nThe current contract liability balance has increased in the consolidated entity and reduced in the parent entity during\nthe year due to the timing of meeting the specific performance obligations within the contracts. The non-current\ncontract liability has decreased in the consolidated entity as some long term grants and other contribution funds were\nreclassified to current within the current year.\nThe balance of the contract liabilities at the 30 June 2023 was impacted by the timing of payments received for the\nsales of goods and services from contracts with customers and grants and other contributions. The satisfaction of the\nspecific performance obligations within the contracts hadn't been met at the 30 June 2023. Revenue from the contract\nliabilities will be recognised when the specific performance obligations have been met.\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 232\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n32. Contract liabilities (continued)\nCONSOLIDATED\n2024\n2025\n2026\n≥ 2027\nSpecific revenue class\n$000\n$000\n$000\n$000\nSales of goods and services from contracts with \ncustomers\n26,081\n1,195\n1,114\n1,115\nGrants and other contributions\n62,109\n33,523\n7,198\n875\n88,190\n34,718\n8,312\n1,990\nPARENT\n2024\n2025\n2026\n≥ 2027\nSpecific revenue class\n$000\n$000\n$000\n$000\nGrants and other contributions\n2,448\n-\n-\n-\n2,448\n-\n-\n-\nThe transaction price allocated to the remaining performance obligations relates to the following revenue classes and\nis expected to be recognised as follows: \nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 233\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n33. Borrowings\nConsolidated\nConsolidated\nParent\nParent\n 2023\n 2022\n 2023\n 2022\n$000\n$000\n$000\n$000\nCurrent\nDerivatives\n624\n-\n-\n-\nOther loans and deposits\n7,321\n7,349\n-\n-\nLease liabilities (see Note 26)\n148,156\n141,085\n156\n11,007\nService concession financial liabilities*\n1,557\n1,447\n-\n-\nPublic, Private Partnerships (PPP)\nLong Bay Forensic Hospital\n3,283\n2,968\n-\n-\nCalvary Mater Newcastle Hospital\n2,983\n2,557\n-\n-\nOrange Hospital & Associated Health Services\n4,271\n3,503\n-\n-\nRoyal North Shore Hospital Redevelopment\n12,426\n9,131\n-\n-\n180,621\n168,040\n156\n11,007\nNon-Current\nOther loans and deposits\n30,850\n38,170\n-\n-\nLease liabilities (see Note 26)\n491,770\n482,932\n629\n6,482\nService concession financial liabilities*\n28,055\n29,629\n-\n-\nPublic, Private Partnerships (PPP)\nLong Bay Forensic Hospital\n58,040\n61,323\n-\n-\nCalvary Mater Newcastle Hospital\n59,382\n62,365\n-\n-\nOrange Hospital & Associated Health Services\n146,144\n150,415\n-\n-\nRoyal North Shore Hospital Redevelopment\n665,469\n678,199\n-\n-\n1,479,710\n1,503,033\n629\n6,482\n* This relates to contractual payments made to the operator, refer to Note 25 for further details on the consolidated\nentity's service concession arrangements.\nBorrowings represents interest bearing liabilities mainly through NSW Treasury Corporation, lease liabilities, service\nconcessions arrangement liabilities, other interest bearing liabilities and derivatives.\nDetails regarding liquidity risk, including a maturity analysis of the above borrowings are disclosed in Note 44.\nNo assets have been pledged as security / collateral for liabilities and there are no restrictions on any title to property.\nThe Public, Private Partnerships (PPP) relate to the provision of service-enabling infrastructure that includes private\nsector delivering a combination of design, construction, financing, maintenance, operations and delivery of clinical and\nnon-clinical services. Payments are made by the consolidated entity to the private sector entities on the basis of\ndelivery of assets or service delivery. The liability to pay private sector entities is based on financing arrangements\ninvolving Consumer Price Index (CPI)-linked finance and fixed finance.  \nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 234\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n33. Borrowings (continued)\nRecognition and Measurement\nFinancial liabilities at amortised cost\nFinancial liabilities at fair value through profit or loss\n●\n●\n●\nFinancial guarantees\nBorrowings classified as financial liabilities at amortised cost are initially measured at fair value, net of directly\nattributable transaction costs. These are subsequently measured at amortised cost using the effective interest method.\nGains and losses are recognised in the net result when the liabilities are derecognised as well as through the\namortisation process. \nFinancial guarantee contracts are recognised as a financial liability at the time the guarantee is issued. The liability is\ninitially measured at fair value, being the premium received. Subsequent to initial recognition, the consolidated entity's\nliability under each guarantee is measured at the higher of the amount initially recognised less cumulative amortisation,\nand an expected credit loss provision.\nThe consolidated and parent entity has not granted any financial guarantees.\nA financial guarantee contract is a contract that requires the issuer to make specified payments to reimburse the holder\nfor a loss it incurs because a specified debtor fails to make payment when due in accordance with the original or\nmodified terms of a debt instrument.  \nFinancial liabilities at fair value through profit or loss include financial liabilities held-for-trading such as derivative\nfinancial liabilities designated upon initial recognition as at fair value through profit or loss.\nFinancial liabilities are classified as held-for-trading if they are incurred for the purpose of repurchasing in the near\nterm or on initial recognition are part of a portfolio of identified financial instruments that are managed together and for\nwhich there is evidence of a recent actual pattern of short-term profit-taking. Derivatives are economic hedges\nclassified as at fair value through profit or loss unless they are designated as effective hedging instruments.\nDerivatives are carried as financial liabilities when the fair value is negative. Gains or losses on derivative liabilities are\nrecognised in the net result as the consolidated entity has elected not to apply hedge accounting.\nManagement only designates an instrument at FVPL upon initial recognition when one of the following criteria are met.\nSuch designation is determined on an instrument-by-instrument basis:\nThe changes in fair value of liabilities designated at fair value through profit or loss are recorded in profit or loss with\nthe exception that movements in fair value due to changes in the entity's own credit risk are recorded in other\ncomprehensive income and do not get recycled to net result.\nThe consolidated entity has not designated any financial liability as at fair value through profit or loss.\nthe designation eliminates, or significantly reduces, the inconsistent treatment that would otherwise arise from\nmeasuring the assets or liabilities or recognising gains or losses on them on a different basis; or\nthe liabilities are part of a group of financial liabilities, that are managed and their performance evaluated on a fair\nvalue basis, in accordance with a documented risk management or investment strategy; or\nthe liabilities contain one or more embedded derivatives, unless they do not significantly modify the cash flows\nthat would otherwise be required by the contract, or it is clear with little or no analysis when a similar instrument is\nfirst considered that separation of the embedded derivative(s) is prohibited.\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 235\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n33. Borrowings (continued)\nChanges in liabilities arising from financing activities\nCONSOLIDATED\n Derivatives \n Other loans \nand deposits \nLeases\n Service \nconcession \narrangements \n Total \nliabilities   \nfrom \nfinancing \n$000\n$000\n$000\n$000\n$000\n1 July 2021\n-\n1,039,180\n       \n1,238,328\n      \n32,435\n            \n2,309,943\nCash flows\n-\n(23,200)\n            \n(173,761)\n(1,359)\n(198,320)\nNew leases\n-\n-\n272,271\n-\n272,271\nLease terminations*\n-\n-\n(771,746)\n-\n(771,746)\nLease reassessments\n-\n-\n58,925\n-\n58,925\n30 June 2022\n-\n1,015,980\n624,017\n31,076\n1,671,073\n1 July 2022\n-\n1,015,980\n624,017\n31,076\n1,671,073\nCash flows\n(11)\n(25,811)\n(160,109)\n(1,464)\n(187,395)\nNew leases\n-\n-\n166,913\n-\n166,913\nLease terminations\n-\n-\n(19,409)\n-\n(19,409)\nLease reassessments\n-\n-\n28,514\n-\n28,514\nNon-cash changes other\n635\n-\n-\n-\n635\n30 June 2023\n624\n990,169\n639,926\n29,612\n1,660,331\n* 30 June 2022 lease terminations include derecognition of lease liabilities of $765.69 million with Property NSW.\nPlease refer to Note 26 for further details on the derecognition.\nCash flows from derivatives in the above table will not reconcile to the Statement of Cash Flows as the Statement of\nCash Flows presents a net cash movement of financial assets and liabilities.\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 236\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n33. Borrowings (continued)\nChanges in liabilities arising from financing activities (continued)\nPARENT\n TCorp \nborrowings \n Other loans \nand deposits \nLeases\n Total \nliabilities   \nfrom \nfinancing \n$000\n$000\n$000\n$000\n1 July 2021\n-\n-\n592,304\n592,304\nCash flows\n-\n-\n(19,470)\n(19,470)\nNew leases\n-\n-\n86\n86\nLease terminations*\n-\n-\n(556,110)\n(556,110)\nLease reassessments\n-\n-\n679\n679\n30 June 2022\n17,489\n17,489\n1 July 2022\n-\n-\n17,489\n17,489\nCash flows\n-\n-\n(168)\n(168)\nNew leases\n-\n-\n47\n47\nLease terminations\n-\n-\n(16,582)\n(16,582)\nLease reassessments\n-\n-\n(1)\n(1)\n30 June 2023\n-\n-\n785\n785\n* 30 June 2022 lease terminations include derecognition of lease liabilities of $556.09 million with Property NSW.\nPlease refer to Note 26 for further details on the derecognition.\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 237\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n34. Provisions\nConsolidated Consolidated1\nParent\nParent\n 2023\n 2022\n 2023\n 2022\n$000\n$000\n$000\n$000\nCurrent\nEmployee benefits and related on-costs\nAnnual leave - obligations expected to be settled \nwithin 12 months\n1,591,399\n1,429,119\n15,910\n13,157\nAnnual leave - obligations expected to be settled \nafter 12 months\n948,405\n992,628\n7,396\n8,168\nDeath and disability (ambulance officers)\n-\n822\n-\n-\nLong service leave consequential on-costs - \nobligations expected to be settled within 12 months\n35,783\n32,249\n568\n470\nLong service leave consequential on-costs - \nobligations expected to be settled after 12 months\n413,360\n407,552\n6,717\n6,198\nAllocated days off \n87,243\n83,260\n-\n-\nSick leave \n149\n192\n-\n-\nParental leave - obligations expected to be settled \nwithin 12 months\n117,484\n-\n-\n-\nProvision for other employee benefits*\n-\n387,989\n-\n3,321\nOther\n-\n778\n-\n-\n3,193,823\n3,334,589\n30,591\n31,314\nOther Provisions\nRestoration costs\n13,913\n11,784\n-\n-\nOther\n79,954\n135,280\n50,600\n11,404\n93,867\n147,064\n50,600\n11,404\nTotal current provisions\n3,287,690\n3,481,653\n81,191\n42,718\nNon-current\nEmployee benefits and related on-costs\nLong service leave consequential on-costs\n44,265\n43,341\n720\n659\n44,265\n43,341\n720\n659\nOther Provisions\nRestoration costs\n10,056\n15,995\n-\n-\nOther\n-\n1,894\n-\n-\n10,056\n17,889\n-\n-\nTotal non-current provisions\n54,321\n61,230\n720\n659\n* In 2022, provisions for other employee benefits included a one-off payment to employees of $387.99 million in the\nconsolidated entity and $3.32 million in the parent entity for the recognition of service during the COVID-19 pandemic.\n¹ 'Long service leave consequential on-costs' has been restated to be higher by $16.51 million in the prior year for the consolidated entity.\nRefer to Note 17 for further details regarding restatement as a result of an error.\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 238\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n34. Provisions (continued)\nConsolidated\nConsolidated\nParent\nParent\n 2023\n 2022\n 2023\n 2022\n$000\n$000\n$000\n$000\nAggregate employee benefits and related on-costs\nProvisions - current\n3,193,823\n3,334,589\n30,591\n31,314\nProvisions - non-current\n44,265\n43,341\n720\n659\nAccrued salaries, wages and on-costs and salaries\nand wages deductions (Note 31)\n421,605\n355,798\n2,962\n2,523\n3,659,693\n3,733,728\n34,273\n34,496\nRestoration costs\nConsolidated\nConsolidated\nParent\nParent\n 2023\n 2022\n 2023\n 2022\n$000\n$000\n$000\n$000\nCarrying amount at beginning of year\n27,779\n             \n25,685\n-\n-\n- Additional provisions recognised\n4,090\n3,275\n-\n-\n- Amounts used\n(7,336)\n(765)\n-\n-\n- Unused amounts reversed\n(564)\n(416)\n-\n-\nCarrying amount at end of year\n23,969\n27,779\n-\n-\nMovements in provisions (other than employee benefits)\nMovements in each class of provision during the financial year, other than employee benefits, are set out below:\nThe majority of 'restoration costs' represent the expected cost to restore a leased asset at the end of the lease term.\nLease end dates vary across the consolidated entity's lease portfolio and therefore the timing of the payments to\nrestore the leased asset at the end of the term will vary. The majority of the 'restoration cost' provision is as per the\nlease contracts.\nThe remaining balance consists of site remediation costs with the majority of the payments not expected to be made\nuntil 2024.\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 239\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n34. Provisions (continued)\nOther\nConsolidated\nConsolidated\nParent\nParent\n 2023\n 2022\n 2023\n 2022\n$000\n$000\n$000\n$000\nCarrying amount at beginning of year\n137,174\n            \n85,456\n11,404\n-\n- Additional provisions recognised*\n57,706\n112,542\n50,600\n11,404\n- Amounts used\n(101,187)\n(56,160)\n(11,404)\n-\n- Unused amounts reversed\n(13,739)\n(4,664)\n-\n-\nCarrying amount at end of year\n79,954\n137,174\n50,600\n11,404\nRecognition and Measurement \nEmployee benefits and related on-costs\nSalaries and wages, annual leave, allocated days off (ADOs), parental leave, sick leave and on-costs\nSalaries and wages (including non-monetary benefits) and paid sick leave that are expected to be settled wholly within\n12 months after the end of the period in which the employees render the service are recognised and measured at the\nundiscounted amounts of the benefits. \nAnnual leave, ADOs and parental leave are not expected to be settled wholly before twelve months after the end of the\nannual reporting period in which the employees render the related service. As such, it is required to be measured at\npresent value in accordance with AASB 119 Employee Benefits  (although short-cut methods are permitted).\nActuarial advice obtained by NSW Treasury, an entity controlled by the ultimate parent, has confirmed that using the\nnominal annual leave balance plus the annual leave entitlements accrued while taking annual leave (calculated using\n8.4% to 14.03% of nominal value of annual leave) can be used to approximate the present value of the annual leave\nliability. The consolidated entity has assessed the actuarial advice based on the consolidated entity's circumstances to\nannual leave, ADOs and parental leave and has determined that the effect of discounting is immaterial. All annual\nleave is classified as a current liability even where the consolidated entity does not expect to settle the liability within\n12 months as the consolidated entity does not have an unconditional right to defer settlement.\nUnused non-vesting sick leave does not give rise to a liability as it is not considered probable that sick leave taken in\nthe future will be greater than the benefits accrued in the future.\nMovements in provisions (other than employee benefits) (continued)\nThe majority of the 'other' provision represent various contractual related obligations. The consolidated and parent\nentity has recognised the provision amount by taking into consideration all available information at the reporting date\nand making the best management estimation of the obligation. The timing of the payments will vary for each\ncontractual related obligations.\n* In 2022, additional provisions recognised included a one-off payment to visiting medical officers of $18.28 million\n(parent entity: $Nil) and affiliated health organisations of $19.89 million (parent entity: $11.40 million) for the\nrecognition of service during the COVID-19 pandemic.\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 240\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n34. Provisions (continued)\nRecognition and Measurement (continued)\nIf the effect of the time value of money is material, provisions are discounted at a pre-tax rate that reflects the current\nmarket assessments of the time value of money and the risks specific to the liability. When discounting is used, the\nincrease in the provision due to the passage of time (i.e. unwinding of discount rate) is recognised as a finance cost.\nAny provisions for restructuring are recognised only when the consolidated entity has a detailed formal plan, and the\nentity has raised a valid expectation in those affected by the restructuring that it will carry out the restructuring by\nstarting to implement the plan or announcing its main features to those affected.\nOther provisions are recognised when the consolidated entity has a present legal or constructive obligation as a result\nof a past event; it is probable that an outflow of resources will be required to settle the obligation; and a reliable\nestimate can be made of the amount of the obligation. When the consolidated entity expects some or all of a provision\nto be reimbursed, for example, under an insurance contract, the reimbursement is recognised as a separate asset, but\nonly when the reimbursement is virtually certain. The expense relating to a provision is presented net of any\nreimbursement in the consolidated Statement of Comprehensive Income.\nConsequential on-costs\nConsequential costs to employment are recognised as liabilities and expenses where the employee benefits to which\nthey relate have been recognised. This includes outstanding amounts of payroll tax, workers' compensation insurance\npremiums and fringe benefits tax.\nOther provisions\nSpecific on-costs relating to long service leave assumed by The Crown in right of the State of New South Wales are\nborne by the consolidated entity.\nLong service leave is measured at the present value of expected future payments to be made in respect of services\nprovided up to the reporting date. Consideration is given to certain factors based on an actuarial review, including\nexpected future wage and salary levels, experience of employee departures, and periods of service. Expected future\npayments are discounted using the long-term Commonwealth Government bond rate at the reporting date.\nThe superannuation expense for the financial year is determined by using the formula specified in the NSW Treasury's,\nan entity controlled by the ultimate parent entity, Directions. The expense for certain superannuation schemes (i.e.\nBasic Benefit and Aware Super) is calculated as a percentage of the employees' salary. For other superannuation\nschemes (i.e. State Superannuation Scheme and State Authorities Superannuation Scheme), the expense is calculated\nas a multiple of the employees' superannuation contributions.\nThe consolidated entity's liability for long service leave and defined benefit superannuation are assumed by The Crown\nin right of the State of New South Wales. The consolidated entity accounts for the liability as having been extinguished\nresulting in the amount assumed being shown as part of the non-monetary revenue item described as 'Acceptance by\nthe Crown of employee benefits and other liabilities'.\nLong service leave and superannuation\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 241\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n35. Other liabilities\nConsolidated\nConsolidated\nParent\nParent\n 2023\n 2022\n 2023\n 2022\n$000\n$000\n$000\n$000\nCurrent\nUnearned revenue\n76,476\n46,937\n-\n-\n9,903\n9,903\n-\n-\n33,815\n33,896\n3,000\n3,000\nOther\n-\n473\n-\n-\n120,194\n91,209\n3,000\n3,000\nNon-current\nUnearned revenue\n97,888\n102,089\n-\n-\n165,319\n175,222\n-\n-\n55,185\n56,869\n-\n-\nOther\n213\n224\n-\n-\n318,605\n334,404\n-\n-\nGrant of right to operate liability under service \nconcessions*\nLiabilities under transfer to acquire or construct non-\nfinancial assets to be controlled by the entity\nLiabilities under transfer to acquire or construct non-\nfinancial assets to be controlled by the entity\nGrant of right to operate liability under service \nconcessions*\n* This is the unearned revenue portion of the revenue from exchange of assets and is progressively reduced over the\nperiod of the arrangement. Refer to Note 13 and Note 25 for further information on service concession arrangements.\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 242\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n35. Other liabilities (continued)\nCONSOLIDATED\n 2023\n 2022\n$000\n$000\n90,765\n59,521\nAdd: receipt of cash during the financial year\n62,673\n60,841\nDeduct: income recognised during the financial year\n64,438\n29,597\n89,000\n90,765\nPARENT\n 2023\n 2022\n$'000\n$'000\n3,000\n-\nAdd: receipt of cash during the financial year\n-\n3,000\n3,000\n3,000\nThe consolidated and parent entity expects to recognise as income any liability for unsatisfied obligations as at the end\nof the reporting period evenly in the next 1 to 2 financial years, as the related asset(s) are constructed. There are also\nsome liabilities in relation to future replacement of capital assets, the timing of revenue recognition is mostly unknown\nat this stage.\nRefer to Note 11 for a description of the consolidated and parent entity's obligations under under transfers received to\nacquire or construct non-financial assets to be controlled by the consolidated and parent entity.\nClosing balance of liabilities arising from transfers to acquire / construct non-\nfinancial assets to be controlled by the entity\nClosing balance of liabilities arising from transfers to acquire / construct non-\nfinancial assets to be controlled by the entity\nOpening balance of liabilities arising from transfers to acquire / construct non-\nfinancial assets to be controlled by the entity\nReconciliation of financial assets and corresponding liabilities arising from transfers to acquire or construct non-\nfinancial assets to be controlled by the consolidated entity:\nReconciliation of financial assets and corresponding liabilities arising from transfers to acquire or construct non-\nfinancial assets to be controlled by the parent entity:\nOpening balance of liabilities arising from transfers to acquire / construct non-\nfinancial assets to be controlled by the entity\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 243\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n36. Equity\nRevaluation surplus\nAccumulated funds\nReserves\nIncrease / (decrease) in net assets from equity transfer\nConsolidated\nConsolidated\nParent\nParent\n 2023\n 2022\n 2023\n 2022\n$000\n$000\n$000\n$000\nTransfer of property, plant and equipment\n(a)\n(9,404)\n-\n6,428\n10,118\n(9,404)\n-\n6,428\n10,118\n(a)\nConsolidated\nConsolidated\nParent\nParent\n 2023\n 2022\n 2023\n 2022\n$000\n$000\n$000\n$000\nCarrying amount at transfer date\nLand & buildings \n(9,404)\n-\n6,428\n9,560\nInfrastructure\n-\n-\n-\n558\nFair value at transfer date\n(9,404)\n-\n6,428\n10,118\nCONSOLIDATED\nThe Greater Sydney Parklands Trust Act 2022 commenced on 1 July 2022, which amended the Paramatta Park Trust Act\n2001 to provide for Wistaria Gardens to be vested in the Parramatta Park Trust, an entity controlled by the ultimate\nparent. The transfer of Wistaria Gardens to the Parramatta Park Trust was completed on the 1 July 2022 and was treated\nas an equity transfer. The Wistaria Garden assets were carried at fair value. The carrying amount of the assets prior to\nthe transfer was $9.4 million.\nPARENT\nIn 2022, in accordance with the Real Property Disposal Framework, the following assets were transferred from\nAmbulance Service of NSW, Illawarra Shoalhaven Local Health District, Mid North Coast Local Health District and\nNorthern Sydney Local Health District, controlled entities of the Ministry of Health, at the fair value of the asset: Bulli\nHospital, 29 Hospital Road Bulli $5.0 million, Macksville Hospital, 14 - 22 Boundary Street Macksville $1.6 million,\nMacquarie Hospital, 120 Coxs Road North Ryde $2.9 million and Wagga Wagga ambulance station, 54 Johnston Street\nWagga Wagga $0.6 million.\nIn 2023, in accordance with the Real Property Disposal Framework, the following assets were transferred from\nAmbulance Service of NSW and Northern Sydney Local Health District, controlled entities of the Ministry of Health, at\nfair value of the asset: Yass ambulance station, 88 Meehan Street Yass $0.4 million and 10 Kooloora Avenue Freshwater\n$6.0 million.\nThe category 'accumulated funds' includes all current and prior period retained funds.\nThe revaluation surplus is used to record increments and decrements on the revaluation of non-current assets. This\naccords with the consolidated entity's policy on the revaluation of property, plant and equipment as discussed in Note\n25.\nTransfer of property, plant and equipment\nSeparate reserve accounts are recognised in the financial statements only if such accounts are required by specific\nlegislation or Australian Accounting Standards (e.g. revaluation surplus and foreign currency translation reserve).\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 244\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n36. Equity (continued)\nIncrease / (decrease) in net assets from equity transfer (continued)\nEquity transfers\n37. Commitments\n \n \n(a)\nCapital commitments\nConsolidated\nConsolidated\nParent\nParent\n 2023\n 2022\n 2023\n 2022\n$000\n$000\n$000\n$000\nWithin one year\n1,575,788\n1,090,185\n-\n-\nLater than one year and not later than five years\n1,515,715\n1,127,277\n-\n-\nLater than five years\n518\n111,545\n-\n-\nTotal (including GST)  \n3,092,021\n2,329,007\n-\n-\n(b)\nInput tax receivable related to capital commitments for expenditure\nOutput tax payable related to commitments for revenue\nAggregate capital expenditure for the acquisition of land and buildings, plant and equipment, infrastructure and\nintangible assets, contracted for at balance date and not provided for:\nThe total of capital 'commitments' payable, i.e. $3,092 million as at 30 June 2023, includes input tax credits of\n$281.10 million that are expected to be recoverable from the Australian Taxation Office (2022: $211.70 million).\nThe total of 'commitments' receivable, i.e. $179 million as at 30 June 2023, includes input tax of $16.30 million that\nis expected to be payable to the Australian Taxation Office (2022: $13.20 million).\nAll other equity transfers are recognised at fair value, except for intangibles. Where an intangible has been recognised\nat (amortised) cost by the transferor because there is no active market, the consolidated entity recognises the asset at\nthe transferor's carrying amount. Where the transferor is prohibited from recognising internally generated intangibles,\nthe consolidated entity does not recognise that asset.\nRecognition and Measurement\nThe transfer of net assets between entities as a result of an administrative restructure, transfers of programs / functions\nand parts thereof between entities controlled by the ultimate parent is designated or required by Accounting Standards\nto be treated as contributions by owners and is recognised as an adjustment to 'accumulated funds'. This treatment is\nconsistent with AASB 1004 and Australian Accounting Interpretation 1038 Contributions by Owners Made to Wholly-\nOwned Public Sector Entities.\nTransfers arising from an administrative restructure involving not-for-profit and for-profit government entities are\nrecognised at the amount at which the assets and liabilities were recognised by the transferor immediately prior to the\nrestructure. Subject to below, in most instances this will approximate fair value.\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 245\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n38. Trust funds\nCONSOLIDATED\n2023\nOpening Cash \nBalance\n       Add: \nReceipts\nLess: \nExpenditure\nClosing Cash \nBalance\n$000\n$000\n$000\n$000\nPatient Trust\n4,696\n5,901\n(5,183)\n5,414\nRefundable Deposits\n13,798\n4,202\n(7,560)\n10,440\nPrivate Patient Trust Funds\n5,700\n551,275\n(553,052)\n3,923\nThird Party Funds\n41,175\n156,723\n(131,880)\n66,018\nTotal trust funds\n65,369\n718,101\n(697,675)\n85,795\n2022\nOpening Cash \nBalance\n       Add: \nReceipts\nLess: \nExpenditure\nClosing Cash \nBalance\n$000\n$000\n$000\n$000\nPatient Trust\n4,908\n6,756\n(6,968)\n4,696\nRefundable Deposits\n11,759\n6,106\n(4,067)\n13,798\nPrivate Patient Trust Funds\n11,951\n502,479\n(508,730)\n5,700\nThird Party Funds\n40,960\n72,464\n(72,249)\n41,175\nTotal trust funds\n69,578\n587,805\n(592,014)\n65,369\nPARENT\n2023\nOpening Cash \nBalance\n       Add: \nReceipts\nLess: \nExpenditure\nClosing Cash \nBalance\n$000\n$000\n$000\n$000\nThird Party Funds\n11,225\n71,040\n(56,225)\n26,040\nTotal trust funds\n11,225\n71,040\n(56,225)\n26,040\n2022\nOpening Cash \nBalance\n       Add: \nReceipts\nLess: \nExpenditure\nClosing Cash \nBalance\n$000\n$000\n$000\n$000\nThird Party Funds\n16,141\n10,537\n(15,453)\n11,225\nTotal trust funds\n16,141\n10,537\n(15,453)\n11,225\nThe consolidated entity holds money in trust in relation to patient trusts, refundable deposits, private patient trust\nfunds and third party funds. As the consolidated entity performs only a custodial role in respect of trust monies, they\nare excluded from the financial statements as the consolidated entity cannot use them for the achievement of its own\nobjectives. The following is a summary of the transactions in the trust account. \nThe parent entity holds money in a trust in relation to Nationally Funded Centres (NFC), Health Chief Executives Forum\n(HCEF) formerly known as Australian Health Ministers' Advisory Council (AHMAC) and other third party funds. As the\nparent entity performs only a custodial role in respect of trust monies, they are excluded from the financial statements\nas the parent entity cannot use them for the achievement of its own objectives. The following is a summary of the\ntransactions in the trust account. \nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 246\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n38. Trust funds (continued)\nPurpose\n39. Contingent liabilities and contingent assets\nCONSOLIDATED\na)\nContingent liabilities\nb)\nContingent assets\nPARENT\nPrivate Patient Trust Funds\nAny amounts drawn down from trust funds under the private practice arrangements are not included in the key\nmanagement personnel compensation amounts or disclosed as a related party transaction in Note 45.\nA sum of money held in trust on behalf of external parties, e.g. external\nfoundations, volunteer groups and auxiliaries.\nThe revenue derived from private patient and other billable services\nprovided by Staff Specialists.\nA sum of money held in trust as a security deposit.\nThe safe custody of patients’ valuables including monies.\nThe following list provides a brief description of the purpose of the trust fund categories.\nRefundable Deposits\nPatient Trust\nCategory\nThe Ministry is not aware of any contingent liabilities or assets which would have a material effect on the disclosures in\nthese financial statements.\nA claim has been lodged against the consolidated entity for unspecified compensation in respect of alleged\nunderpayment of employee award entitlements. The consolidated entity is defending the action. It is not practical\nto estimate the potential effect of these claims at the present time.\nThe consolidated entity is not aware of any contingent assets which would have a material effect on the\ndisclosures in these financial statements.\nThird Party Funds\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 247\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n40. Interests in other entities\na)\nInterests in associates \n2023\n2022\n2023\n2022\n%\n%\n$000\n$000\n25\n25\n-\n                 \n-\n                 \nb)\nInterests in joint control\nSet out below are the associates of Hunter New England Local Health District (HNELHD) as at 30 June 2023 which, in the opinion of management at HNELHD, are material to the\ngroup. The proportion of ownership interest held by the group equals the voting rights held by the group.\nCentral Coast Local Health District has entered into an agreement called Affiliation Agreement for the Central Coast Research Institute (CCRI) with the University of Newcastle,\nto undertake research.\nThe agreement requires equal appointment of directors to the CCRI's Governance Board, which will be managing the relevant activities of the CCRI. Both parties have direct\nrights to the assets of the CCRI and are jointly and severally liable for the liabilities incurred. CCRI is therefore classified as a joint operation and Central Coast Local Health\nDistrict recognises its direct right to the jointly held assets, liabilities, revenues and expenses and its share of any jointly held or incurred assets, liabilities, revenues and\nexpenses. These have been incorporated in the financial statements under the appropriate headings.\nHunter Medical Research Institute is a company limited by guarantee, whose constitution prohibits the distribution of funds to its members. Accordingly the carrying amount has\nbeen equity accounted at $Nil value and as such no financial information has been disclosed.\nName of entity\nHunter Medical Research Institute \nCarrying amount \nAustralia \nNot applicable \n31 December\nEquity method\nPlace of business and \ncountry of \nincorporation \nClass of shares\nOwnership interest\nReporting Period\nMeasurement \nmethod\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 248\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n41.\nReconciliation of cash flows from operating activities to net result \nConsolidated Consolidated1\nParent\nParent\n 2023\n 2022\n 2023\n 2022\n$000\n$000\n$000\n$000\nNet cash used on operating activities  \n1,947,626\n2,699,428\n(484,920)\n658,818\nDepreciation and amortisation expense\n(1,377,606)\n(1,215,765)\n(10,903)\n(38,067)\nAllowance for impairment\n(222,562)\n(135,480)\n(595)\n-\nEffects of exchange rate changes\n(46)\n131\n-\n-\n(Increase) / decrease in other liabilities\n(13,671)\n(1,059)\n-\n(3,000)\nDecrease / (increase) in provisions\n200,874\n(609,601)\n(38,533)\n(16,970)\nIncrease / (decrease) in inventory\n(221,586)\n286,025\n(6,309)\n8,121\nIncrease / (decrease) in prepayments and other assets\n(256,806)\n321,606\n(430,004)\n301,745\nIncrease / (decrease) in contract assets\n953\n(487)\n97\n87\nDecrease / (increase) in payables\n363,909\n(547,292)\n314,876\n(446,102)\nDecrease / (increase) in contract liabilities\n(476)\n13,476\n1,125\n22,430\nIncrease / (decrease) in financial instruments at fair \nvalue\n9,044\n929\n-\n-\nNet gain / (loss) on sale of property, plant and \nequipment\n(27,301)\n2,143\n(5)\n(1,140)\nNet gain / (loss) on disposal of right-of-use assets\n(128)\n125,515\n(184)\n114,140\nAssets donated or brought to account (Note 42)\n839\n2,244\n(7,789)\n(5,030)\nOther\n269\n592\n-\n-\nNet result\n403,332\n942,405\n(663,144)\n595,032\n42. Non-cash financing and investing activities \nConsolidated\nConsolidated\nParent\nParent\n 2023\n 2022\n 2023\n 2022\n$000\n$000\n$000\n$000\nAssets donated or brought to account\n839\n2,244\n(7,789)\n(5,030)\nProperty, plant and equipment acquired by a lease\n167,127\n272,473\n47\n86\nProperty, plant and equipment contributed by \nexternal organisation\n-\n8,934\n-\n-\n167,966\n283,651\n(7,742)\n(4,944)\nReconciliation of cash flows from operating activities to the net result as reported in the Statement of Comprehensive\nIncome as follows: \n¹ 'Decrease / (increase) in provisions' has been restated to be lower by $2.36 million in the prior year for the consolidated entity. Refer to\nNote 17 for further details regarding restatement as a result of an error.\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 249\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n43. Budget Review - Consolidated\n$000\n403,332\n(1,032,722)\n(148,089)\n(7,143)\n38,586\n(5,643)\n1,141,288\n80,855\n(126,578)\n(40,054)\n40,816\n33,979\n181,182\n57,087\n616,896\nImpairment losses on financial assets includes higher than expected credit losses for receivables than\nbudget.\nInvestment revenue exceeded budget as a result of higher interest rates on financial assets at\namortised cost and higher distributions and unit price increases on TCorpIM fund investments.\nGrants and other contributions revenue was lower than budget resulting from reduced National Health\nReform Funding Agreement revenue due to lower activity levels but partly offset by higher revenue\nrecognised under the Commonwealth National Partnership Agreements for COVID-19.\nGains / (losses) on disposal exceeded budget due to the disposal of various items of property, plant and\nequipment below their written down value and other gains / (losses) exceeded budget from increased\nwrite-off of and impairment of medical and surgical supplies.\nOther income were lower than budget due to varying other arrangements not occurring throughout the\nyear.\nNet result - budget \nThe budgeted amounts are drawn from the original budgeted financial statements presented to Parliament in respect\nof the reporting period. Subsequent amendments to the original budget (e.g. adjustment for transfer of functions\nbetween entities as a result of Administrative Arrangements Orders) are not reflected in the budgeted amounts. Major\nvariances between the original budgeted amounts and the actual amounts disclosed in the financial statements are\nexplained below.\nSale of goods and services from contracts with customers exceeded budget with fees for medical\nservices rendered and fees for private usage of hospital facilities increasing due to increasing patient\nactivity levels.\nNET RESULT\nThe actual net result ($403 million) is lower than the budgeted net result ($617 million) by $214 million for the year\nended 30 June 2023. \nA reconciliation of the movements between the actual and budgeted net result is presented below: \nNet result - actual \nAcceptance by the Crown of employee benefits and other liabilities was lower than budget due to the\ntiming of employees qualifying for long service leave entitlements and the decrease in the actuarial\nvaluation to long service leave benefits assumed by the Crown.\nOperating expenses were lower than budget resulting from reduced medical and surgical supplies,\nspecialised health services and outsourced patient care expenses as the COVID-19 response eased.\nEmployee related expenses were lower than budget due to the one-off payment for the recognition of\nservice during COVID-19 which was recognised in the prior year and lower spend against workforce\ninitiatives.\nDepreciation and amortisation were lower than budget due to the timing of new capital projects coming \ninto service.\nGrants and subsidies expenses were higher than expected with higher than anticipated payments\nmade to affiliated health organisations.\nAppropriation funding was lower than budget as appropriations were only drawn down from the\nConsolidated Fund to meet the cash requirements for the financial year.\nFinance costs were lower than budget from the timing of interest in connection with borrowings.\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 250\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n43. Budget Review - Consolidated (continued)\n$000\n26,788,409\n(881,103)\n(186,772)\n(310,077)\n75,786\n(1,862,326)\n(105,724)\n156,300\n(121,635)\n(43,366)\n108,474\n283,116\n20,776\n(629)\n23,921,229\nNet movement across several asset classes due to other minor variations.\nNet assets - budget\nBorrowings were higher than expected resulting from the additional recognition of leases.\nProvisions were higher than expected primarily resulting from annual leave accrued, first time\nrecognition of parental leave accrued, contractual non employee provisions and prior period error\ncorrection on long service leave consequential on-costs.\nOther liabilities were higher than budget due primarily to the recognition of increased revenue\ndeferrals.\nIntangibles were lower than original budget primarily resulting from reduced capital spend.\nPayables were lower than expected resulting from decreased operating costs and trade creditors\npayable at year end. This reduction was partly offset by increases in accrued salaries, wages and on-\ncosts due to timing differences.\nContract liabilities were lower than budget due to the timing of meeting the specific performance\nobligations within contracts.\nASSETS AND LIABILITIES\nThe actual net assets ($26,788 million) is higher than the budgeted net assets ($23,921 million) by $2,867 million as at\n30 June 2023. \nA reconciliation of the movements between significant assets and liabilities is presented below: \nNet assets - actual\nCash and cash equivalents were higher than expected resulting from the timing of year end creditor\nand payroll payments, the divestment of TCorpIM fund investments into cash holdings and higher\nrestricted financial asset holdings.\nRight-of-use assets were higher than budget due to lease remeasurements and additional aeromedical\nand property leases.\nProperty, plant and equipment was higher than expected primarily due to increases resulting from\nrevaluation adjustments not captured in the budget.\nFinancial assets at fair value were lower than budget primarily as a result of the divestment of a\nnumber of TCorpIM fund investments into cash holdings and no new financial assets were entered into\nthroughout the financial year.\nInventories were higher than budget due to lower consumption rates of medical and surgical supplies\nthan expected, including rapid antigen tests.\nReceivables were higher than budget under trade receivables from contracts with customers as a\nresult of increased debtor balances for the Commonwealth National Partnership Agreements on COVID-\n19 and prepayment balances for capital projects.\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 251\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n43. Budget Review - Consolidated (continued)\nCASH FLOWS\nOperating activities net cash inflows were lower than budget by $688 million attributable to receipts being lower than\nbudget for appropriations but slightly offset by higher sale of goods and services and grants and other contributions.\nSimilar to receipts, payments were lower than budget due mainly to lower employee related expenses.\nFinancing net cash outflows were higher than expected by $14 million. This was attributable primarily to higher\nrepayments of the principal portion of lease liabilities and service concession financial liabilities than budgeted. \nInvesting activities net cash outflows were lower than budget by $562 million attributable to decreases in purchases\nof property, plant and equipment and intangibles, and increases in proceeds from the sale of property, plant and\nequipment and intangibles and financial assets sales.\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 252\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n44. Financial instruments\n(a)\nFinancial instrument categories\nCONSOLIDATED\n2023\n2022\nClass\nNote\n$000\n$000\nFinancial Assets\nCash and cash equivalents   \n19\n2,475,288\n2,887,006\nReceivables1\n20\n752,234\n1,084,618\nContract assets2\n21\n2,260\n1,307\nFinancial assets at fair \nvalue\n23\n106,470\n108,386\nOther financial assets    \n24\n88,587\n86,490\nTotal financial assets\n3,424,839\n4,167,807\nFinancial Liabilities\nPayables3\n31\n1,939,732\n2,373,166\nBorrowings\n33\n1,659,707\n1,671,073\n33\n624\n-\nOther liabilities3\n35\n213\n697\nTotal financial liabilities\n3,600,276\n4,044,936\nNotes\nAmortised cost\nFair value through profit or loss - mandatory \nclassification\nAmortised cost\nFinancial Liabilities (at amortised cost)\nFinancial Liabilities (at amortised cost)\nFinancial Liabilities (at amortised cost)\n1 Excludes statutory receivables and prepayments (i.e. not within scope of AASB 7 Financial Instruments: Disclosures).\n3 Excludes statutory payables and unearned revenue (i.e. not within scope of AASB 7 Financial Instruments: Disclosures). \n2 While contract assets are also not financial assets, they are explicitly included in the scope of AASB 7 Financial Instruments:\nDisclosures for the purpose of the credit risk disclosures.\nAmortised cost\nThe consolidated entity's principal financial instruments are outlined below. These financial instruments arise directly\nfrom the consolidated entity's operations or are required to finance its operations. The consolidated entity does not enter\ninto or trade financial instruments, including derivative financial instruments, for speculative purposes.\nThe consolidated entity's main risks arising from financial instruments are outlined below, together with the consolidated\nentity's objectives, policies and processes for measuring and managing risk. Further quantitative and qualitative\ndisclosures are included throughout these financial statements.\nThe Secretary of NSW Health has overall responsibility for the establishment and oversight of risk management and\nreviews and agrees policies for managing each of these risks. Risk management policies are established to identify and\nanalyse the risks faced by the consolidated and parent entities, to set risk limits and controls and to monitor risks.\nCompliance with policies is reviewed on a continuous basis.\nCategory\nAmortised cost\nFair value through profit or loss - mandatory \nclassification\nCarrying amount\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 253\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n44. Financial instruments (continued)\n(a)\nFinancial instrument categories (continued)\nPARENT\n2023\n2022\nClass\nNote\n$000\n$000\nFinancial Assets\nCash and cash equivalents   \n19\n426,486\n614,647\nReceivables1\n20\n196,009\n615,408\nContract assets2\n21\n460\n363\nOther financial assets    \n24\n206,553\n503,828\nTotal financial assets\n829,508\n1,734,246\nFinancial Liabilities\nPayables3\n31\n558,973\n874,095\nBorrowings\n33\n785\n17,489\nTotal financial liabilities\n559,758\n891,584\nNotes\n(b)\nDerecognition of financial assets and financial liabilities\nThe consolidated entity determines the classification of its financial assets and liabilities after initial recognition and,\nwhen allowed and appropriate, re-evaluates this at each financial year end.\nAmortised cost\nCategory\nAmortised cost\nAmortised cost\nAmortised cost\nCarrying amount\nA financial asset (or, where applicable, a part of a financial asset or part of a group of similar financial assets) is\nderecognised when the contractual rights to the cash flows from the financial assets expire; or if the entity transfers\nits rights to receive cash flows from the asset or has assumed an obligation to pay the received cash flows in full\nwithout material delay to a third party under a pass through arrangement and either:\nWhen the consolidated entity has transferred its rights to receive cash flows from an asset or has entered into a pass\nthrough arrangement, it evaluates if, and to what extent, it has retained the risks and rewards of ownership. Where\nthe consolidated entity has neither transferred nor retained substantially all the risks and rewards or transferred\ncontrol, the asset continues to be recognised to the extent of the consolidated entity continuing involvement in the\nasset. In that case, the consolidated entity also recognises an associated liability. The transferred asset and the\nassociated liability are measured on a basis that reflects the rights and obligations that the entity has retained.\n●  the consolidated entity has transferred substantially all the risks and rewards of the asset; or\n●the consolidated entity has neither transferred nor retained substantially all the risks and rewards for the asset,\nbut has transferred control.\nContinuing involvement that takes the form of a guarantee over the transferred asset is measured at the lower of the\noriginal carrying amount of the asset and the maximum amount of consideration that the consolidated entity could be\nrequired to repay.\nFinancial Liabilities (at amortised cost)\nFinancial Liabilities (at amortised cost)\n1 Excludes statutory receivables and prepayments (i.e. not within scope of AASB 7 Financial Instruments: Disclosures).\n3 Excludes statutory payables and unearned revenue (i.e. not within scope of AASB 7 Financial Instruments: Disclosures). \n2 While contract assets are also not financial assets, they are explicitly included in the scope of AASB 7 Financial Instruments:\nDisclosures for the purpose of the credit risk disclosures.\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 254\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n44. Financial instruments (continued)\n(b)\nDerecognition of financial assets and financial liabilities (continued)\n(c)\nOffsetting financial instruments\n(d)\nFinancial risks\ni. Credit risk \nCash and cash equivalents\nCredit risk associated with the consolidated entity's financial assets, other than receivables, is managed through the\nselection of counterparties and establishment of minimum credit rating standards.\nA financial liability is derecognised when the obligation specified in the contract is discharged or cancelled or\nexpires. When an existing financial liability is replaced by another from the same lender on substantially different\nterms, or the terms of an existing liability are substantially modified, such an exchange or modification is treated as\nthe derecognition of the original liability and the recognition of a new liability. The difference in the respective\ncarrying amounts is recognised in the net result.\nThe consolidated entity considers a financial asset in default when contractual payments are 90 days past due.\nHowever, in certain cases, the consolidated entity may also consider a financial asset to be in default when internal or\nexternal information indicates that the entity is unlikely to receive the outstanding contractual amounts in full before\ntaking into account any credit enhancements held by the consolidated entity.\nFinancial assets and financial liabilities are offset and the net amount is reported in the Statement of Financial\nPosition if there is a currently enforceable legal right to offset the recognised amounts and there is an intention to\nsettle on a net basis, or to realise the assets and settle the liabilities simultaneously.\nCredit risk arises from financial assets of the consolidated entity, including cash, receivables and authority deposits.\nNo collateral is held by the consolidated entity. The consolidated entity has not granted any financial guarantees.\nCredit risk arises when there is the possibility that the counterparty will default on their contractual obligations,\nresulting in a financial loss to the consolidated entity. The maximum exposure to credit risk is generally represented\nby the carrying amount of the financial assets (net of any allowance for credit losses or allowance for impairment).\nTo measure the expected credit losses, trade receivables, other receivables, contract assets and lease receivables\nhave been grouped based on shared credit risk characteristics and the days past due.\nAccounting policy for impairment of trade receivables and other financial assets\nReceivables - trade receivables, other receivables, contract assets and lease receivables\nThe consolidated entity applies the AASB 9 simplified approach to measuring expected credit losses which uses a\nlifetime expected loss allowance for all trade receivables, other receivables, contract assets and lease receivables.\nCollectability of trade receivables, other receivables, contract assets and lease receivables is reviewed on an ongoing\nbasis. Procedures as established in the Treasurer's Directions are followed to recover outstanding amounts, including\nletters of demand.\nCash comprises cash on hand and bank balances within the NSW Treasury Banking System. Interest is earned on\ndaily bank balances at the monthly average NSW Treasury Corporation (TCorp) 11am unofficial cash rate, adjusted for\na management fee to NSW Treasury. The TCorp IM Funds cash facility is discussed in market risk below. \nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 255\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n44. Financial instruments (continued)\n(d)\nFinancial risks (continued)\ni. Credit risk (continued)\nTrade receivables, other receivables, contract assets and lease receivables are written off when there is no\nreasonable expectation of recovery. Indicators that there is no reasonable expectation of recovery include, amongst\nothers a failure to make contractual payments for a period of greater than 90 days past due.\nThe expected loss rates are based on historical observed loss rates. The historical loss rates are adjusted to reflect\ncurrent and forward-looking information on macroeconomic factors affecting the ability of the customers to settle\nthe receivables. The consolidated entity has not identified any relevant factors, and accordingly has not adjusted the\nhistorical loss rates.\nReceivables - trade receivables, other receivables, contract assets and lease receivables (continued)\nAccounting policy for impairment of trade receivables and other financial assets (continued)\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 256\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n44. Financial instruments (continued)\n(d)\nFinancial risks (continued)\ni. Credit risk  (continued)\nCONSOLIDATED\nCurrent\n<30 days\n30-60 days\n61-90 days\n>91 days\nTotal\n$000\n$000\n$000\n$000\n$000\n$000\nExpected credit loss rate\n1.51%\n5.91%\n15.69%\n23.99%\n37.47%\n15.32%\nEstimated total gross carrying \namount1\n546,785\n50,704\n24,504\n18,872\n354,752\n995,617\nExpected credit loss\n8,250\n2,998\n3,845\n4,527\n132,916\n152,536\nCurrent\n<30 days\n30-60 days\n61-90 days\n>91 days\nTotal\n$000\n$000\n$000\n$000\n$000\n$000\nExpected credit loss rate\n1.32%\n7.29%\n15.54%\n24.69%\n30.81%\n10.36%\nEstimated total gross carrying \namount1\n859,231\n39,776\n24,226\n15,511\n369,232\n1,307,976\nExpected credit loss\n11,303\n2,899\n3,764\n3,830\n113,765\n135,561\nPARENT\nCurrent\n<30 days\n30-60 days\n61-90 days\n>91 days\nTotal\n$000\n$000\n$000\n$000\n$000\n$000\nExpected credit loss rate\n0.03%\n2.43%\n98.11%\n0.00%\n0.46%\n0.33%\nEstimated total gross carrying \namount1,2\n74,343\n1,068\n53\n35\n106,026\n181,525\nExpected credit loss\n26\n26\n52\n-\n491\n595\nCurrent\n<30 days\n30-60 days\n61-90 days\n>91 days\nTotal\n$000\n$000\n$000\n$000\n$000\n$000\nExpected credit loss rate\n0.00%\n0.00%\n0.00%\n0.00%\n0.00%\n0.00%\nEstimated total gross carrying \namount1, 2, 3\n438,836\n2,153\n2,163\n2,137\n160,031\n605,320\nExpected credit loss\n-\n-\n-\n-\n-\n-\nNotes\nThe loss allowance for trade receivables, other receivables, contract assets and lease receivables as at 30 June 2023\nand 2022 was determined as follows:\nThe consolidated entity is not materially exposed to concentrations of credit risk to a single trade debtor or group of\ndebtors as at 30 June 2023 and 30 June 2022.\n30 June 2023\n30 June 2022\n30 June 2023\n30 June 2022\n¹ The analysis excludes statutory receivables and prepayments as these are not within the scope of AASB 7 Financial Instruments:\nDisclosures. Therefore the 'total' will not reconcile to the receivables total in Note 20 and the contract assets total in Note 21.\n2 The estimated total gross carrying amount for the parent entity also excludes receivables from controlled health entities.\n3 The estimated total gross carrying amount for the parent entity has been restated lower by $0.12 million in the prior period due to an\namount being reclassified from other receivables to receivables from controlled health entities.\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 257\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n44. Financial instruments (continued)\n(d)\nFinancial risks (continued)\nii. Liquidity risk\nLiquidity risk is the risk that the consolidated entity will be unable to meet its payment obligations when they fall\ndue. The consolidated entity continuously manages risk through monitoring future cash flows and maturities\nplanning to ensure adequate holding of high quality liquid assets. The objective is to maintain a balance between\ncontinuity of funding and flexibility through effective management of cash, investments and liquid assets and\nliabilities.\nThe consolidated entity has negotiated no loan outside of arrangements with the Crown. During the current and prior\nyear, there were no defaults of loans payable. No assets have been pledged as collateral.\nLiquidity risk is minimised by the use of service agreements between the Secretary of NSW Health and controlled\nhealth entities. The annual service agreements, requires controlled entities to manage their financial liquidity and in\nparticular, meet benchmarks for the payment of creditors. Where the controlled entities fail to meet service\nagreement performance standards, the parent as the state manager can take action in accordance with annual\nperformance framework requirements, including providing financial support and increased management interaction.\nFor small business suppliers, where payment is not made within the specified time period, simple interest must be\npaid automatically unless an existing contract specifies otherwise. \nFor other suppliers, where settlement cannot be effected in accordance with the above, e.g. due to short term\nliquidity constraints, contact is made with creditors and terms of payment are negotiated to the satisfaction of both\nparties.\nLiabilities are recognised for amounts due to be paid in the future for goods or services received, whether or not\ninvoiced. For a supplier, that has a correctly rendered invoice, a matched purchase order and where goods have been\nreceived, an immediate payment is made irrespective of current contract payment terms.\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 258\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n44. Financial instruments (continued)\n(d) Financial risks (continued)\nii. Liquidity risk (continued)\nMaturity analysis and interest rate exposure of financial liabilities:\nEIR3\nNominal \nAmount 1\nFixed \nInterest \nRate\nVariable \nInterest \nRate\nNon - \nInterest \nBearing\n< 1 Year\n1-5 Years\n> 5 Years\n%\n$000\n$000\n$000\n$000\n$000\n$000\n$000\nCONSOLIDATED\nPayables2\n1,939,732\n  \n-\n               \n-\n               \n1,939,732\n  \n1,939,732\n  \n-\n               \n-\n               \nBorrowings:\n- \nOther loans and \ndeposits\n2.52\n40,822\n       \n40,822\n       \n-\n              \n-\n              \n8,186\n          \n27,203\n       \n5,433\n         \n- \nLease liabilities\n2.84\n709,575\n    \n709,575\n    \n-\n              \n-\n              \n166,800\n     \n401,665\n     \n141,110\n        \n- \nService concession \nfinancial liabilities\n2.42\n34,927\n       \n34,927\n       \n-\n              \n-\n              \n2,257\n          \n9,631\n          \n23,039\n       \n- \nPPP\n10.39\n1,894,976\n \n100,828\n     \n1,794,148\n  \n-\n              \n127,830\n     \n542,748\n    \n1,224,398\n \n4,620,032\n \n886,152\n      \n1,794,148\n   \n1,939,732\n  \n2,244,805\n \n981,247\n      \n1,393,980\n \nPayables2\n2,373,166\n  \n-\n              \n-\n              \n2,373,166\n  \n2,373,166\n  \n-\n              \n-\n              \nBorrowings:\n- \nOther loans and \ndeposits\n2.52\n49,225\n       \n49,225\n       \n-\n              \n-\n              \n8,403\n         \n30,644\n       \n10,178\n         \n- \nLease liabilities\n2.32\n675,471\n     \n675,471\n     \n-\n              \n-\n              \n151,937\n      \n395,662\n    \n127,872\n     \n- \nService concession \nfinancial liabilities\n2.42\n37,532\n       \n37,532\n       \n-\n              \n-\n              \n2,200\n          \n9,387\n         \n25,945\n       \n- \nPPP\n9.67\n2,004,302\n \n109,215\n      \n1,895,087\n \n-\n              \n123,991\n      \n526,048\n    \n1,354,263\n \n-\nOther\n-\n    \n46\n                \n-\n              \n-\n              \n46\n                \n46\n                \n-\n              \n-\n              \n5,139,742\n  \n871,443\n      \n1,895,087\n \n2,373,212\n  \n2,659,743\n \n961,741\n       \n1,518,258\n  \nNotes\nInterest Rate Exposure\n                 Maturity Dates\nThe following table summarises the maturity profile of the consolidated entity's financial liabilities together with the\ninterest rate exposure.\n2023\n2022\n1 The amounts disclosed are the contractual undiscounted cash flows of each class of financial liabilities based on the earliest date on which\nthe consolidated entity can be required to pay. The tables include both interest and principal cash flows and therefore will not agree to the\nStatement of Financial Position.\n2 Excludes statutory payables and unearned revenue (i.e. not within scope of AASB 7 Financial Instruments: Disclosures). \n3 Weighted Average Effective Interest Rate (EIR). \nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 259\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n44. Financial instruments (continued)\n(d) Financial risks (continued)\nii. Liquidity risk (continued)\nMaturity analysis and interest rate exposure of financial liabilities:\nEIR3\nNominal \nAmount 1\nFixed \nInterest \nRate\nVariable \nInterest \nRate\nNon - \nInterest \nBearing\n< 1 Year\n1-5 Years\n> 5 Years\n%\n$000\n$000\n$000\n$000\n$000\n$000\n$000\nPARENT\nPayables2\n558,973\n    \n-\n              \n-\n              \n558,973\n    \n558,973\n    \n-\n              \n-\n              \nBorrowings:\n- \nLease liabilities\n1.78\n1,022\n          \n1,022\n          \n-\n              \n-\n              \n304\n             \n718\n              \n-\n              \n559,995\n   \n1,022\n          \n-\n              \n558,973\n   \n559,277\n   \n718\n              \n-\n              \nPayables2\n874,095\n    \n-\n              \n-\n              \n874,095\n    \n874,095\n    \n-\n              \n-\n              \nBorrowings:\n- \nLease liabilities\n0.84\n17,641\n         \n17,641\n         \n-\n              \n-\n              \n11,111\n           \n6,366\n         \n164\n              \n891,736\n    \n17,641\n        \n-\n              \n874,095\n   \n885,206\n   \n6,366\n         \n164\n              \nNotes\nInterest Rate Exposure\n                 Maturity Dates\n3 Weighted Average Effective Interest Rate (EIR). \n1 The amounts disclosed are the contractual undiscounted cash flows of each class of financial liabilities based on the earliest date on which\nthe consolidated entity can be required to pay. The tables include both interest and principal cash flows and therefore will not agree to the\nStatement of Financial Position.\n2 Excludes statutory payables and unearned revenue (i.e. not within scope of AASB 7 Financial Instruments: Disclosures). \n2022\n2023\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 260\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n44. Financial instruments (continued)\n(d) Financial risks (continued)\nii. Liquidity risk (continued)\nFair Value\n< 1 Year\n1-5 Years\n> 5 Years\n$000\n$000\n$000\n$000\nCONSOLIDATED\nFinancial assets:\n-\n43,837\n       \n81,887\n       \n28,687\n       \n-\n(41,115)\n(75,572)\n(25,098)\n11,670\n        \n2,722\n         \n6,315\n          \n3,589\n         \nFinancial liabilities:\n-\n44,226\n       \n-\n              \n-\n              \n-\n(44,607)\n-\n              \n-\n              \n(624)\n            \n(381)\n             \n-\n              \n-\n              \nFinancial assets:\n-\n30,574\n       \n30,352\n       \n83,612\n        \n-\n(28,937)\n(26,991)\n(79,183)\n11,501\n         \n1,637\n          \n3,361\n          \n4,429\n         \nNotes\nThe parent entity had no derivative financial assets or liabilities at fair value for the year ended 30 June 2023 or 2022.\nThe consolidated entity had no derivative financial liabilities at fair value for the year ended 30 June 2022.\nDerivatives - inflows\nDerivatives - outflows\nCash outflows in foreign currencies are translated at prevailing spot rates on reporting dates.\n11,501\n         \n2023\n2022\nThe following table summarises the maturity profile of the consolidated entity's derivative financial instruments. The\nmaturity profile of the cash flows are matched to the anticipated settlement of the commercial contracts as forecasted by\nthe consolidated entity.\n                 Maturity Dates\nDerivatives - outflows\nDerivatives - inflows\nDerivatives - inflows\nDerivatives - outflows\n11,670\n         \nMaturity analysis of derivative financial assets at fair value through profit and loss that are hedging foreign currency \n(624)\n2023\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 261\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n44. Financial instruments (continued)\n(d)\nFinancial risks (continued)\niii. Market risk\nInterest rate risk\nCONSOLIDATED\n2023\n2022\n$000\n$000\n-1%\n1%\n-1%\n1%\nNet result\n(10,098)\n10,098\n(14,101)\n14,101\nEquity\n(10,098)\n10,098\n(14,101)\n14,101\nPARENT\n2023\n2022\n$'000\n$'000\n-1%\n1%\n-1%\n1%\nNet result\n(6,330)\n6,330\n(11,185)\n11,185\nEquity\n(6,330)\n6,330\n(11,185)\n11,185\nMarket risk is the risk that the fair value of future cash flows of a financial instrument will fluctuate because of\nchanges in market prices. The consolidated entity's exposures to market risk are primarily through interest rate risk\non the consolidated entity's borrowings, foreign currency risk and other price risks associated with the movement in\nthe unit price of the Hour Glass Investment Facilities. The consolidated entity does not enter into commodity\ncontracts.\nThe effect on net result and equity due to a reasonably possible change in risk variable is outlined in the information\nbelow for interest rate risk, foreign currency risk and other price risk. A reasonably possible change in risk variable\nhas been determined after taking into account the economic environment in which the consolidated entity operates\nand the time frame for the assessment (i.e. until the end of the next annual reporting period). The sensitivity analysis\nis based on risk exposures in existence at the Statement of Financial Position reporting date. The analysis was\nperformed on the same basis for 2022. The analysis assumes that all other variables remain constant.\nInterest rate risk is the risk that the fair value or future cash flows of a financial instrument will fluctuate because of\nchanges in market interest rates. Exposure to interest rate risk arises primarily through the consolidated entity's\ninterest bearing liabilities.\nHowever, controlled entities are not permitted to borrow external to the Ministry of Health (energy loans which are\nnegotiated through NSW Treasury are excepted).\nBoth NSW Treasury and Ministry of Health loans are set at fixed rates and therefore are generally not affected by\nfluctuations in market rates. The consolidated entity does not account for any fixed rate financial instruments at fair\nvalue through profit or loss or at fair value through other comprehensive income. Therefore, for these financial\ninstruments, a change of interest rates would not affect the carrying value or interest paid / earned.\nThe following table demonstrates the sensitivity to a reasonably possible change in interest rates:\nA reasonably possible change of +/-1% is used consistent with current trends in interest rates (based on official RBA\ninterest rate volatility over the last five years). The basis will be reviewed annually and amended where there is a\nstructural change in the level of interest rate volatility.\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 262\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n44. Financial instruments (continued)\n(d)\nFinancial risks (continued)\niii. Market risk (continued)\nForeign exchange risk\nCONSOLIDATED\n2023\nNet result\nEquity\nNet result\nEquity\n$000\n$000\n$000\n$000\n$000\nDenominated US Dollars\n3,442\n(313)\n(313)\n382\n382\nDerivatives\n11,046\n(16,545)\n(16,545)\n20,222\n20,222\n2022\nNet result\nEquity\nNet result\nEquity\n$000\n$000\n$000\n$000\n$000\nDenominated US Dollars\n730\n(66)\n(66)\n81\n81\nDerivatives\n11,501\n(12,029)\n(12,209)\n14,702\n14,702\nA sensitivity analysis has been disclosed for the cash held in foreign currency bank account and outstanding\nderivative contracts at year end. A sensitivity of 10% movement in the exchange rates has been selected for use in the \nsensitivity analysis at the reporting date, as this is considered reasonable, based on the current Australian dollar level\nand the historical volatility of the Australian dollar against the US currency. Based on the value of the Australian\ndollar at the reporting date as compared with the currencies below, adverse or favourable movements in the foreign\nexchange rates would result in an increase or decrease in the Australian dollar fair value respectively.\nExposure to foreign exchange risk arises primarily through the contractual commercial transactions denominated in a\nforeign currency. The risk is measured using sensitivity analysis and cash flow forecasting.\nThe consolidated entity manages its foreign exchange risk by maintaining foreign currency denominated bank\naccounts or buying foreign currency from TCorp at the time of purchase commitment, or enters into derivative\neconomic hedges with TCorp in accordance with the consolidated entity's risk management policies.\nAt year end, the consolidated entity did not hold any foreign currency denominated monetary assets and monetary\nliabilities, except for cash held in a US dollar denominated bank account. All funds held at year end in foreign\ncurrency are expected to be used to settle existing purchase commitments that are denominated in US currency.\nThe consolidated entity has outstanding forward foreign exchange contracts entered with TCorp to hedge foreign\ncurrency risks. The forward foreign exchange contracts enable the consolidated entity to exchange fixed foreign\ncurrency for fixed AUD at specified future date, enabling cash flow certainty.\nThe consolidated entity is exposed to foreign exchange risks associated with commercial contracts payments\ndenominated in foreign currency. The consolidated entity's risk management strategy is to hedge foreign currency\nrisks by maintaining foreign currency denominated bank accounts, buying foreign currencies from TCorp at the time\nof purchase commitment or entering into foreign exchange derivative contracts as approved within internal policies\nand guidelines set out under NSW Health's Procurement Policy and broader framework under NSW Government\nForeign Exchange Risk Policy (TPP18-03). The forward foreign exchange derivative contracts are economic hedges\nwhich enables the consolidated entity to exchange a fixed amount of foreign currency for fixed AUD amount at a\nspecified future settlement date, ensuring cash flow certainty. \n-10%\n-10%\n+10%\n+10%\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 263\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n44. Financial instruments (continued)\n(d)\nFinancial risks (continued)\niii. Market risk (continued)\nOther price risk - TCorpIM Funds\nFacility\nInvestment Sectors\nInvestment  Horizon\n2023\n2022\n$000\n$000\nTCorpIM Medium Term \nGrowth Fund\n49,868\n52,385\nTCorpIM Long Term \nGrowth Fund\n44,932\n44,500\n2023\n2022\n2023\n2022\n%\n%\n$000\n$000\nTCorpIM Medium Term Growth Fund\n+/- 10%\n+/- 10%\n4,987\n5,238\nTCorpIM Long Term Growth Fund\n+/- 10%\n+/- 10%\n4,493\n4,450\nExposure to 'other price risk' primarily arises through the investment in the TCorpIM Funds, which are held for\nstrategic rather than trading purposes. The consolidated entity has no direct equity investments. The consolidated\nentity holds units in the following TCorpIM Funds trusts:\nTCorp provides sensitivity analysis information for each of the Investment facilities, which is used to demonstrate the\nimpact on the funds' net assets as a result of a change in the unit price. This impact is based on a sensitivity rate of\n10%, multiplied by the redemption value as at 30 June each year for each facility (balance from TCorpIM Funds\nstatement). Actual movements in the price risk variables may differ to the sensitivity rate used due to a number of\nfactors. The TCorpIM Funds are measured at fair value through profit or loss and therefore any change in unit price\nimpacts directly on net results / equity.\nInvestment in the TCorpIM Funds facilities limits the consolidated entity's exposure to risk, as it allows diversification\nacross a pool of funds with different investment horizons and a mix of investments.\nThe unit price of each facility is equal to the total fair value of net assets held by the facility divided by the total\nnumber of units on issue for that facility. Unit prices are calculated and published daily. TCorp as trustee for each of\nthe above facilities is required to act in the best interest of the unit holders and to administer the trusts in accordance\nwith the trust deeds. As trustee, TCorp has appointed external managers to manage the performance and risk of each\nfacility in accordance with a mandate agreed by the parties. A significant portion of the administration of the facilities\nis outsourced to an external custodian.\nCash and fixed income, credit, equities, \nalternative assets and real assets\nCash and fixed income, credit, equities, \nalternative assets and real assets\nImpact on net result / \nequity\n7 years and over\n3 years to 7 years\nChange in unit price\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 264\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n44. Financial instruments (continued)\n(e) \nFair value measurement\ni. Fair value compared to carrying amount\nThe consolidated entity's fair value does not differ from the carrying amount.\nii. Fair value recognised in the Statement of Financial Position\nLevel 1\nLevel 2\nLevel 3\n Total\n2023\n$000\n$000\n$000\n$000\nFinancial assets at fair value\nDerivatives\n-\n11,670\n-\n11,670\nTCorpIM Funds Investment Facility \n-\n94,800\n-\n94,800\nFinancial liabilities at fair value\nDerivatives\n-\n624\n-\n624\nLevel 1\nLevel 2\nLevel 3\n Total\n2022\n$000\n$000\n$000\n$000\nFinancial assets at fair value\nDerivatives\n-\n11,501\n-\n11,501\nTCorpIM Funds Investment Facility \n-\n96,885\n-\n96,885\nFair value is the price that would be received to sell an asset or paid to transfer a liability in an orderly transaction\nbetween market participants at the measurement date. The fair value measurement is based on the presumption\nthat the transaction to sell the asset or transfer the liability takes place either in the principal market for the asset or\nliability or in the absence of a principal market, in the most advantageous market for the asset or liability.\nThe consolidated entity recognises transfers between levels of the fair value hierarchy at the end of the reporting\nperiod during which the change has occurred.\nThere were no transfers between Level 1, 2 or 3 during the year ended 30 June 2023 (2022: $Nil).\nDerivative economic hedges and TCorpIM Funds Investment Facilities are measured at fair value. Management\nassessed that cash and short-term deposits, trade receivables, trade payables and other current liabilities\napproximate their fair values, largely due to the short-term maturities of these instruments.\nThe consolidated entity had no financial liabilities at fair value in the Statement of Financial Position for the year\nended 30 June 2022.\nWhen measuring fair value, the valuation technique used maximises the use of relevant observable inputs and\nminimises the use of unobservable inputs. Under AASB 13, the consolidated entity categorises, for disclosure\npurposes, the valuation techniques based on the inputs used in the valuation techniques as follows:\n●\nLevel 1 – quoted (unadjusted) prices in active markets for identical assets / liabilities that the entity can access at\nthe measurement date.\n●    Level 2 – inputs other than quoted prices included within Level 1 that are observable, either directly or indirectly.\n●    Level 3 – inputs that are not based on observable market data (unobservable inputs).\nThe parent entity had no financial assets or liabilities at fair value in the Statement of Financial Position for the year\nended 30 June 2023 or 2022.\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 265\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n44. Financial instruments (continued)\n(e) \nFair value measurement (continued)\nii. Fair value recognised in the Statement of Financial Position (continued)\n45. Related party disclosures\n(a)\nKey management personnel compensation\nKey management personnel compensation is as follows:\nConsolidated\nConsolidated\nParent\nParent\n 2023\n 2022\n 2023\n 2022\n$000\n$000\n$000\n$000\nShort-term employee benefits\n4,110\n3,550\n4,110\n3,550\nPost-employment benefits\n133\n72\n133\n72\n4,243\n3,622\n4,243\n3,622\n(b)\n(c) \nOperating expenses incurred as follows:\n●\n●\n●\n●\n●\n●\n●\n●\n●\n●\n●\n●\n●\nTraineeship program contributions\n●\nTransactions and outstanding balances with key management personnel of the consolidated entity and its\nparent during the financial year\nThe value of the TCorpIM Funds Investments is based on the consolidated entity's share of the value of the\nunderlying assets of the facility, based on the market value. All of the TCorpIM Funds Investment facilities are\nvalued using 'redemption' pricing.\nThe fair values of derivative economic hedges are determined using standard valuation technique based on the\napplicable market observable rates including spot rate and forward points.\nCompensation for the Minister for Health is paid by the Legislature and is not reimbursed by the Ministry of Health\nand its controlled entities. Accordingly no such amounts are included in the key management personnel\ncompensation disclosures above. \nDuring the financial year and comparative year, the consolidated entity entered into the various transactions with\nother entities consolidated as part of the NSW Total State Sector (the ultimate parent) within the normal course of\nbusiness.\nThere were no material transactions or outstanding balances with key management personnel of the consolidated\nentity and its parent during the financial year.\nRecords storage and retrieval expenses \nPayroll and fringe benefits taxes \nTransactions the consolidated entity had with government related entities during the financial year\nAudit of the statutory financial statements\nInsurance costs\nCost for mobile radio network services\nUtilities, including electricity, gas and water expenses\nLegal and consultancy costs\nProperty occupancy and maintenance expenses \nVarious grants and other contributions. \nGrants and subsidies to health cluster agencies\nProject management and advisory costs for capital works projects\nPersonal protective equipment and rapid antigen tests granted to entities controlled by the ultimate parent\nRevenue collection services\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 266\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n45. Related party disclosures (continued)\n(c) \nRevenue earned as follows:\n●\n●\n●\n●\n●\n●\n●\n●\n●\n●\n●\n●\n●\n●\n●\n●\nOperating expenses incurred as follows:\n●\n●\nInformation technology service charges.\nRevenue earned as follows:\n●\nInterest for loans made to health entities\n●\n●\n●\nIntra-health receivables and payables \n●\nReceivable for loans and advances made to health entities.\nVarious grants and other contributions \nInterest income on restricted financial assets from the Crown\nReceivables / payables in respect of the above noted related party revenue and expense transactions \nMotor vehicle rebates\nContract revenue for the construction works\nInsurance refunds\nRevenue from acceptance of long service leave liabilities and defined benefit superannuation.\nAssets and Liabilities as follows:\nAssets and Liabilities as follows:\nSome funds are invested in TCorpIM Funds Investment facilities\nEnergy Efficient Government Program loans are held with the Crown.\nTransactions the consolidated entity had with government related entities during the financial year (continued)\nTransactions the parent entity had with government related entities during the financial year\nClinical services revenue was received from the NSW Police Force, Transport for NSW and Resilience NSW\nSome sale proceeds for non-current property, plant and equipment assets\nForward foreign exchange derivative contracts are purchased through NSW Treasury Corporation\nRecovery of outgoings from short term lease arrangements.\nInterest income and unit price movements on TCorpIM Funds Investment facilities \nAppropriations as per the Appropriations Act received from Consolidated Fund\nMotor Accident Third Party revenue is received from State Insurance Regulatory Authority and Lifetime Care\nand Support Authority of New South Wales\nRight-of-use assets with Department of Customer Service\nFurther to the above transactions entered into by the consolidated entity, the parent entity entered into the\nfollowing transactions within the normal course of business with entities it controlled which are consolidated as\npart of these financial statements:\nGrants and subsidies provided to health entities\nRevenue from short term lease arrangements\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 267\n\n\nMinistry of Health\nNotes to and forming part of the Financial Statements\nfor the year ended 30 June 2023\n45. Related party disclosures (continued)\n(d) \nPeppercorn Lease 1: Doonside Lease\nPeppercorn Lease 2: Mt Druitt Lease\n46. Events after the reporting period\nEND OF AUDITED FINANCIAL STATEMENTS\nNo other matters have arisen subsequent to balance date that would require these financial statements to be amended.\nDepartment of Planning and Environment, an entity controlled by the ultimate parent, has entered into a lease\nagreement with Western Sydney Local Health District (WSLHD) for lease of the land located at Lots 29 and 30 in\nRooty Hill, Cumberland County for a 77 year period commencing from 4 November 1973 to 31 December 2050.\nWSLHD will pay $1 per year to the DPIE.\nNSW Land & Housing Corporation (LHC), an entity controlled by the ultimate parent, entered into a lease agreement\nwith Western Sydney Local Health District (WSLHD) for the lease of the land at 32 Birdside Avenue, Doonside for a\n99 year period commencing on 2 December 1991 and ending on 1 December 2090. WSLHD pay a lease rental of $1\nper year to the LHC.  \nIndividually significant transactions with Government-related entities\nNSW Health\t\nAnnual Report 2022–23   :  Financial Report   :  page 268\n\n\n7\nNSW Health \nOrganisations\n\n\nNSW Health\t\nAnnual Report 2022–23   :  NSW Health Organisations   :  page 270\nNSW Ministry \nof Health\n1 Reserve Road, St Leonards NSW 2065 \nTelephone: (02) 9391 9000 \nEmail: feedback@health.nsw.gov.au \nwebsite: www.health.nsw.gov.au \nBusiness hours: 9am–5pm, Monday to Friday\nSecretary\nSusan Pearce AM \n(Biography on page 7)\nKey Achievements\n•\tDelivered world-class care, 365 days \na year, 24 hours a day, across NSW, \nwith a patient experience that is rated highly across a \nrange of diverse measures that underscore the \noverwhelming confidence and trust in the health system.\n•\tOngoing implementation of Future Health, the NSW \nHealth strategic roadmap that will guide NSW Health’s \napproach to care. There has been a keen focus on action \nplanning and measurement and governance frameworks \nto support our approach. \n•\tEstablished the NSW Health System Advisory Council to \ninform frontline healthcare delivery and ensure the views \nand insights of healthcare professionals working across \nour system inform key state-wide priorities.\n•\tLaunched the ‘Time for Care’ initiative to reduce and \nstreamline non-clinical and administrative work for \nfrontline staff to free up more time for patient care.\n•\tRelease of the Integrated Trauma Informed Care \nFramework: My story, my health, my future which brings \ntogether elements of trauma-informed care and \nintegrated care to support clients and their families and \ncarers accessing NSW Health services.\n•\tDelivered the Regional Health Strategic Plan 2022-2032 \n– a blueprint for the next decade of regional healthcare.\n•\tThe outstanding support and resilience of our people \nacross the state during natural disasters, including severe \nweather events and major flooding. \n•\tSignificant ongoing investment in our current and future \nworkforce, with a keen focus on education, training and \ndevelopment. NSW Health’s activities include: cadetships; \ntraineeships; increasing clinical placement capacity; \nproviding undergraduate and post-graduate scholarship \nopportunities; offering rural-specific opportunities; \nfunding placement grants; leadership development; \nmentoring; research grants; online training; and \nprofessional development.\n•\tCollaborated with key stakeholders on multiple programs \ndesigned to Close the Gap and improve Aboriginal health \noutcomes with culturally appropriate care. Initiatives span: \nexpanding our Aboriginal workforce; funding new \nmultidisciplinary hub services including in regional and \nrural areas; the design of new alcohol and drug services, \nand delivering diversion programs in partnership with the \nDepartment of Communities and Justice. \n•\tEstablished a Climate Risk and Net Zero Unit to underpin \nour goal of a climate-resilient and sustainable health \nsystem. The NSW Health Sustainable Futures Innovation \nFund was also launched, with 17 staff-led projects now \nunderway to improve patient care and reduce our \nenvironmental footprint.\n•\tProtected the community and responded to ongoing \npublic health issues, including Mpox, vaping and drug \nalerts, in addition to the ongoing management of \nCOVID-19. NSW Health also took time to review its \noperational pandemic response in order to inform \nresponses to future public health emergencies. \n•\teHealth NSW completed the state-wide roll-out of the \nelectronic Medical Record (eMR) connect program, to \nsupport a digitally enabled health system. \n•\tProgressed our Virtual Care Strategy and expanded \nvirtual care to deliver a range of benefits from providing \npeople more convenient access regardless of their \nlocation, including from their own homes; to opening up \nexciting new models of care including greater \nmetropolitan and regional collaboration between \nclinicians and allied health professionals. \n•\tProvided high-quality, evidence-based cancer information. \nThe Cancer Institute NSW expanded eviQ; an online \nresource providing evidence-based, peer-reviewed cancer \ntreatment protocols and information and uptake \nincreased 36%. \n•\tExpansion of the Regional Health Division Single \nEmployer Model which allows local health districts to \nemploy rural generalist trainees to work in local hospitals \nand general practices while completing their training. The \ninnovative model helps attract doctors to work in regional, \nrural and remote hospitals to improve access to primary \ncare and essential medical services in regional \ncommunities. \n•\tTraditional paper-based parental vaccination consent \nmoved online in January 2023 and within six months 85% \nof consent for school vaccinations was provided online. \n•\tThe NSW Sexually Transmissible Infections (STI) Strategy \n2022-2026 was released in September 2022, with a new \nfocus on equity and access to testing and treatment to \nsafeguard the sexual health and wellbeing of everyone \nliving in NSW. \n\n\nNSW Health\t\nAnnual Report 2022–23   :  NSW Health Organisations  :  page 271\n•\tConnecting, listening and responding: A Blueprint for Action \n– Maternity Care in NSW was published in March 2023 \nand aims to ensure all women in NSW receive respectful, \nevidence-based and equitable maternity care that \nimproves experiences and health and wellbeing \noutcomes. \n•\tHealth Infrastructure continued to progress the \n$669.8 million Statewide Mental Health Infrastructure \nProgram to support delivery of mental healthcare reform \nacross NSW. \n•\tThe Healthy Eating and Active Living Strategy 2022-2032 \nlaunched in September 2022 and outlines our approach \nto addressing overweight and obesity by enabling healthy \neating and active living across the community.\n•\tThe whole of health planning to support the safe and \nsuccessful delivery of internationally renowned events \nsuch as Sydney World Pride and VIVID.\nStatutory health \ncorporations\nAgency for Clinical Innovation\n1 Reserve Road, St Leonards NSW 2065\nTelephone: (02) 9464 4666\nEmail: aci-info@health.nsw.gov.au \nWebsite: www.aci.health.nsw.gov.au \nBusiness hours: 8:30am–5pm, Monday to Friday\nChief Executive\nDr Jean-Frédéric Levesque\n(Biography on page 11)\nYear in review\nThis year, the Agency for Clinical \nInnovation continued to deliver outstanding, diverse, \naward-winning projects that enhanced the provision of \nclinical care across NSW. \nThe NSW Telestroke Service won two NSW Health Awards, \nand our Finding Your Way team were finalists for their \nshared decision-making model. The Patient Reported \nMeasures team were also finalists in the prestigious \nPremier’s Awards. \nWe published our new strategy which signals a change \nin how we work together and partner with clinicians, \nconsumers, system leaders and innovators. We are focused \non pushing the boundaries of innovation and projects that \ndrive transformational change. \nThis year our governance structure changed from being \nboard-governed to being a chief executive-governed \norganisation. I would like to thank the former Agency for \nClinical Innovation Board who provided more than a decade \nof strong leadership and guidance to our organisation. \nI am very proud of the overwhelmingly positive culture \nthat our staff continue to foster, and I thank them for their \ndedication to the agency.\nKey achievements \n•\tSupported the adoption of My rehab, my journey\n– \u0007\nGadjigadji in 35 sites across NSW, guiding clinicians and \nhealth staff to create a culturally safe environment for \nAboriginal people in long stay hospital wards. Gadjigadji \nwas co-designed with Aboriginal workforce and \ncommunity, and improves experiences of care using \nclinical yarning, videos, artwork, stories and tools. \n•\tSupported the implementation of Immune Effector Cell \ntreatments, which modulate particular cells of the \nimmune system to target infections or cancer. The \nstandard frontline therapies for B cell haematological \ncancers are generally successful, resulting in a five-year \nrelative survival rate of up to 90%, particularly in \nAustralians up to 39 years of age. \n•\tLaunched a new Evidence Digest to share emerging, \nsignificant innovations that have the potential to change \nclinical practice and delivery. Editions of the digest \ncovered artificial intelligence in health, alternative models \nof care, and digital tools and technology. \n•\tCompleted eight rounds of the Stroke Rural and Regional \nMentorship Program, which supported the skill \ndevelopment of rural-based stroke clinicians. The \nprogram provided clinicians with rotations through \nhigh-volume metropolitan stroke centres and peer \nsupport from senior stroke clinicians. \n•\tImplemented Be Pain Smart, an innovative model of care, \nonline resource and training program aimed at reducing \nthe impact of chronic pain for people living with a spinal \ncord and/or brain injury. Results from a sample of adult \npatients showed 75% reported clinically significant \nimprovement in pain scores. \n•\tPublished 12 evidence-based guides, tools and resources \nto support clinicians and health services to improve \nelective surgery in NSW. The resources cover value-based \nsurgery, enhanced recovery after surgery, rehabilitation, \nand same-day joint replacement surgery. \n\n\nNSW Health\t\nAnnual Report 2022–23   :  NSW Health Organisations   :  page 272\n•\tPublished a digital guide on effective communication in \nneonatal services to provide advice, tools and resources \nthat enhance in-person and virtual communication with \nfamilies and carers of babies in a neonatal intensive care \nunit or special care nursery. \n•\tLaunched the new look Innovation Exchange, an online \nplatform to share and promote innovative projects taking \nplace across NSW Health. The platform showcases local \nprojects submitted by clinicians that can be adapted to \nsuit healthcare challenges in other areas without the need \nto duplicate work. \n•\tPublished an interactive guide to support local health \ndistricts and community partners to deliver healthcare to \nrefugee communities in regional NSW. The guide \ndocuments how districts have established trauma-\ninformed and culturally safe services for people from \nrefugee backgrounds and their learnings along the way. \n•\tContinued to scale patient reported measures across \nhealth services, giving patients the opportunity to provide \ndirect, timely feedback about their experiences. More \nthan 77,000 surveys were completed by consumers and \ncarers across 25 different patient cohorts. \nBureau of Health Information\n1 Reserve Road, St Leonards NSW 2065 \nTelephone: 9464 4444 \nEmail: BHI-enq@health.nsw.gov.au \nWebsite: www.bhi.nsw.gov.au \nBusiness hours: 8:30am–5pm, Monday to Friday\nChief Executive\nDr Diane Watson\nDr Diane Watson has led the \nestablishment of three reporting \nagencies in Australia that use big data to \ndrive decisions on healthcare provision \nnationally and locally. For more than 30 years, Diane has \nheld senior management positions measuring, monitoring \nand reporting on the performance of healthcare systems to \ndrive improvements in health, patient care and productivity. \nDiane was the inaugural Chief Executive Officer of the \nVictorian Agency for Health Information and the inaugural \nChief Executive of the National Health Performance \nAuthority.\nYear in review\nIn 2022-23, the Bureau of Health Information further \nenhanced the value of its healthcare performance reporting \nto ensure it continues to inform improvements and \nstrengthen accountability across the NSW Health System.\nThis was achieved by pursuing innovations and efficiencies \nthat allowed quicker delivery of high-value insights into \nhealth services in areas that matter most to patients.\nA major focus of this work was the NSW Patient Survey \nProgram, with significant improvements to processing \ntimes that will allow the bureau to provide results sooner \nto healthcare professionals, system managers and \npolicymakers. \nThe Bureau continued to ensure its reporting is aligned \nwith health system priorities. This was achieved through \nthe introduction of targeted questionnaire modules in \nareas such as ambulance services, elective surgery, \nvirtual care and Aboriginal patient experiences, and new \nshort-form reports to deliver high-value insights based on \nadvanced analysis of the results. \nThe Bureau also responded again to the need for information \nrelated to the COVID-19 pandemic through major report \nseries Healthcare in Focus and Healthcare Quarterly. \nTo ensure the full benefits of those initiatives are realised, \nin 2022-23 the Bureau embedded its ongoing program of \ninformation sessions with hundreds of key representatives \nacross NSW Health, with attendees shown how to access \nand use the data to drive improvements to health services.\nKey achievements\n•\tInformed healthcare improvements by surveying more \nthan 70,000 patients about their experiences with NSW \npublic hospital and ambulance services, using advanced \nanalytic methods to deliver high-value insights into health \nsystem performance. \n•\tDelivered unique and high-value reporting on experiences \nthat matter to Aboriginal people, based on feedback from \nthousands of Aboriginal adults admitted to hospital, \nthrough a bespoke survey module developed in \npartnership with the Centre for Aboriginal Health.\n•\tIncreased public access to important healthcare \nperformance information through ongoing digital \nimprovements with a 9% increase in web visits, and a 63% \nincrease in media mentions.\n•\tImproved timeliness of reporting on NSW Patient Survey \nProgram results through innovations in sampling, data \ncollection and delivery. The timelines for the Adult \nAdmitted Patient Survey 2022 and Virtual Care Survey \n2022 were reduced by nine and 15 weeks respectively.\n•\tIncreased awareness and use of Bureau of Health \nInformation data to improve health services by presenting \nan ongoing program of information sessions to more than \n800 senior executives, health system managers and \nclinicians.\n•\tDelivered further insights into the performance of the \nhealth system during the pandemic by publishing \nHealthcare in Focus and four issues of Healthcare \nQuarterly, featuring detailed information about the activity \nand performance of NSW public hospital and ambulance \nservices. \n\n\nNSW Health\t\nAnnual Report 2022–23   :  NSW Health Organisations  :  page 273\nIn recognition of her exceptional contributions, Tracey was \nprofiled in 2023 as one of the foremost women in \npaediatric cancer in the world by the International Society \nof Paediatric Oncology. \nIn 2019, she was named in the Australian Financial \nReview’s prestigious Top 10 Women of Influence, winning \nthe Innovation category. \nIn addition to her medical expertise, Tracey has a Master \nof Law (Health) and executive MBA, and serves as a \nConjoint Professor in Clinical Medicine (University of New \nSouth Wales) and Honorary Professor in Science and \nEngineering (Macquarie University). \nTracey’s research prowess is evident through her \nextensive body of work, including more than 130 scientific \npapers and six textbook chapters, with her research cited \nmore than 4,500 times. Tracey remains committed to \nmentoring the next generation of clinician leaders and \nmaintains an active clinical practice in cancer survivorship \nat Sydney Children’s Hospital. \nYear in review\nDespite improving survival rates, cancer is a significant \npublic health issue and cause of premature death for \nthousands of people in NSW. \nThe Cancer Institute NSW provides the strategic direction \nfor cancer control across the state, driven by the goals of \nthe NSW Cancer Plan 2022-2027:\n•\treduce inequity in cancer outcomes\n•\treduce the incidence of cancer\n•\tincrease cancer survival \n•\tenhance quality of life and experience for people at risk \nof and affected by cancer.\nThe Institute collaborates with the health system, \nnon-government organisations, community and \nresearchers to develop and implement person-centred \ncancer control initiatives aligned with the NSW Cancer \nPlan. A focus is equitable outcomes for groups \ndisproportionately affected by cancer, including Aboriginal \nand multicultural communities. \nOne in three cancers can be prevented through lifestyle \nchanges. The Institute promotes healthy living and \nsymptom awareness through public channels, including \ncampaigns to promote cancer screening, and smoking \nand vaping cessation.\nThe Cancer Institute NSW works to improve value-based \ncancer care through data analysis, benchmarking and \nprovision of support and information to health \nprofessionals and people affected by cancer. \n•\tInformed improvement by providing system managers \nand clinicians with updated information on mortality rates \nand risk-standardised 30-day mortality ratios for seven \nclinical conditions, and reported new analysis into excess \nmortality in Healthcare in Focus. \n•\tStrengthened the NSW Patient Survey Program by \nintroducing agile questionnaire modules on high-priority \nareas, including ambulance services, elective surgery \nand virtual care. This enabled publication of the first \nshort-form Insights Series report on patients’ experiences \nwith ambulance services to deliver high-value insights.\n•\tContinued to maximise the value and use of Bureau of \nHealth Information data through data linkage and \nsharing, including bringing together concurrent \nadmission episode information with survey results, and \ndeveloping our secure data analytics environment, \nmaking data available to experts with the skills to \nproduce high-value insights. \n•\tProvided excellent governance and management to \nsecure a sixth consecutive external audit with no \nmanagement letter from the Audit Office NSW, and \ncontinued to perform strongly on the Employee \nEngagement and Culture Index scores. \nCancer Institute NSW\n1 Reserve Road, St Leonards NSW 2065 \nTelephone: (02) 8374 5600 \nEmail: information@cancer.nsw.gov.au \nWebsite: cancer.nsw.gov.au \nBusiness hours: 9am–5pm, Monday to Friday\nChief Executive \nProfessor Tracey O'Brien\nProfessor Tracey O'Brien was appointed \nto the position of NSW Chief Cancer \nOfficer and Chief Executive Officer of \nthe Cancer Institute NSW in July 2022. \nWith a career of more than 25 years, Tracey has emerged \nas a globally recognised oncologist and researcher, \nactively engaged in the forefront of cancer care. Her \nconsistent achievements in fostering collaboration and \ndriving sector innovation have earned her immense \nrespect. \nBefore her current role, Tracey was Director of the Kids \nCancer Centre, Sydney Children’s Hospital and Director of \nthe Transplant and Cellular Therapy Program. Tracey has \nheld numerous high-profile national and international \nleadership positions, including Advisory Chair, Cancer \nAustralia; Vice Chair (Africa, Asia and Australasia) \nInternational Centre for Bone Marrow Transplant Research \nand Vice President of the Australian and New Zealand \nChildren's Oncology Group. \n\n\nNSW Health\t\nAnnual Report 2022–23   :  NSW Health Organisations   :  page 274\nThrough investment in world-class research that fosters \ninnovation and builds workforce capability, the Institute is \nreducing the burden of cancer for people in NSW.\nKey achievements\n•\tImproved person-centred cancer care by expanding \nthe statewide model for collecting electronic patient \nfeedback on health-related experiences and outcomes, \nwhich is now embedded in 70% of NSW local health \ndistricts.\n•\tIncreased cancer literacy and patient experience for \nmulticultural communities through co-designed print, \nweb and audio-visual resources on cancer prevention, \nscreening, care and clinical trials in 38 community \nlanguages.\n•\tSupported best practice cancer care by maintaining more \nthan 1,100 evidence-based cancer treatment protocols, \nreleasing an updated anti-cancer drug administration \ncourse, and producing the first international clinical \nguidelines on drug dosing in kidney dysfunction.\n•\tWorked towards achieving equitable cancer outcomes \nand improving culturally safe and responsive care for \nAboriginal people by embedding Aboriginal care \ncoordinators in cancer services and partnering with the \nAboriginal Health & Medical Research Council to deliver \nthe NSW Aboriginal Cancer Primary Care Pathway.\n•\tReduced the impact of cancer on people with diverse \ngenders and sexualities by partnering with ACON to \ndeliver tailored anti-tobacco and cervical screening \ncampaigns, plus eLearning for health professionals, \nto improve inclusive and safe care.\n•\tPromoted early detection of breast, bowel and cervical \ncancers through the delivery of comprehensive screening \nprograms with focused approaches for Aboriginal and \nmulticultural communities.\n•\tDelivered public health campaigns to reduce smoking \nrates, address vaping in young people, increase skin \ncancer protection behaviours and promote participation \nin cancer screening. Through driving positive behaviour \nchange and keeping people well, these campaigns deliver \na return of up to $13.50 for every dollar invested.\n•\tAchieved the highest screening year in the history of \nBreastScreen NSW, with nearly 372,000 people having \na breast screen.\n•\tAddressed smoking and vaping by supporting health \nprofessionals to offer brief cessation advice during \nantenatal, primary care and cancer treatment \nconsultations, providing quit support services, and \nthrough public education campaigns.\n•\tInvested $24 million in cancer research and clinical trials \nto drive improvements in cancer care and survival.\nClinical Excellence Commission\n1 Reserve Road, St Leonards NSW 2065 \nLocked Bag 2030 \nTelephone: (02) 9269 5500 \nEmail: cec-spc@health.nsw.gov.au \nWebsite: www.cec.health.nsw.gov.au \nBusiness hours: 8:30am–5pm, Monday to Friday \nChief Executive\nAdjunct Professor \nMichael C. Nicholl \nProfessor Michael Nicholl joined the \nClinical Excellence Commission as \nChief Executive in August 2022 after a \ndistinguished 40-year clinical career spanning specialist \nobstetric and gynaecologist roles. He was also the Senior \nClinical Advisor Obstetrics to NSW Health for 15 years. \nMichael is a leader of excellence in safety and quality in \nhealthcare with a firm focus on NSW public health services. \nHis practical experience across operational and strategic \nissues, together with clinical academic expertise and \ninsight into the broader quality and safety agenda in \nhealthcare, place him in a select group of experts in \nhealthcare risk and measurement. \nHe was the first obstetrician in Australia to become a \nfellow of the Australasian Association for Quality in \nHealth Care, and has worked with the Australian Institute \nfor Health and Welfare and the Australian Commission \non Safety and Quality in Health Care on key patient \nsafety issues. \nIn 2017 Michael won the NSW Government insurer \n(iCare – Treasury Managed Fund) NSW Public Sector \nRisk Leadership Award.\nYear in review\nThe Clinical Excellence Commission has regained energy \nand reinvigorated foundational work in patient safety \nacross the NSW Health System this year. It was rewarding \nto see staff, the organisation, and our significant programs \nmake positive impacts on ensuring patient safety and \nclinical quality in NSW public hospitals. \nOur ongoing collaborations with local health districts and \nspecialty health networks have a focus of creating safer \ncare and improved experiences for patients and their \ncarers within all healthcare settings. \nOrganisationally, this has allowed us to strengthen and \nrestate our commitment to leading and embedding safety \nand quality across the NSW Health System with important \nfoundational work, including patient safety of older \npersons, maternity and neonatal safety, and ongoing rigour \nin the space of infection prevention and control. \n\n\nNSW Health\t\nAnnual Report 2022–23   :  NSW Health Organisations  :  page 275\nThis year has also been a crucial time to redouble efforts in \nculture and capability and we remain mindful of the clear \nlinks between staff wellbeing and patient safety. \nIt was also a year of forging ahead with exciting new \nhealthcare improvements, including the NSW Medicines \nFormulary and collaborations with eHealth on the single \ndigital patient record. It is a motivating time to be working \nin healthcare quality and safety, and witness the drive \nhealth workers have to realise gains in this space.\nKey achievements\n•\tRedesigned the infection prevention and control response \nand escalation framework for managing infections across \nhealthcare facilities. This responded to the changing \nlandscape, outlining new alert levels to determine \nmeasures for preventing and managing acute respiratory \ninfections. \n•\tRisk-assessed 828 patient and clinical safety issues \nnotified by the Therapeutic Goods Administration and \nother agencies. These notifications covered diverse \nhealthcare issues, including medical devices (627), \nmedicines (123) and biological agents (78). The Clinical \nExcellence Commission noted an increase in serious \nnotifications with 17 systemwide critical responses issued \nand 47 safety alert broadcasts shared. \n•\tEstablished the Medical Device Governance Program to \ncoordinate the implementation of the Therapeutic Goods \nAdministration Medical Device Reforms with other NSW \nHealth agencies and identified stakeholders to improve \npatient safety for medical devices. \n•\tDeveloped comprehensive training and eLearning \nmodules for staff involved in serious adverse event \nreviews to support new NSW Health investigating and \nreporting requirements. Nearly 500 staff engaged in \nfundamentals, methodologies, and team leader \nworkshops. \n•\tFor the Safety Culture Framework, we led a symposium \non Restorative Just Learning Culture and workshops on \nIntroductory Restorative Skills with 130 participants from \n15 local health districts and special health networks. We \nalso published a Guide to Co-developing Restorative Just \nLearning Culture. \n•\tFacilitated two statewide Maternity Leaders Forums and \nfour NSW Paediatric Leaders Safety and Quality Forums, \ncollectively engaging more than 160 senior medical, \nmidwifery and nursing clinicians to foster stronger safety \nsystems and leadership within each maternity service and \npaediatric unit. \n•\tSupported local health districts and special health \nnetworks with transitioning to the new NSW Medicines \nFormulary for medicines initiated in hospitals. The \nformulary governs the procurement and use of \npharmaceuticals to support optimum clinical governance, \nbetter value healthcare and improved patient outcomes. \n•\tCreated and implemented a suite of resources to support \nreflective practice and staff wellbeing. Reflecting on \none’s work is integral to the safety and quality of \nhealthcare. Reflective practice transforms the human \nexperience of caring. \n•\tDeveloped the Safety and Quality Essentials Pathway \nevaluation plan and conducted the first Partnership \nSurvey with 19 NSW Health entities. The plan guides \nmeasurement of the impact and value of the pathway in \nstrengthening safety system capability. \n•\tEstablished the first near real-time maternity intelligence \nsystem in the nation. Weekly updated data from all public \nbirthing facilities are aggregated and available through \nthe QIDS MatIQ platform to provide insights into the \nsafety and quality of maternity care. \nHealth Education and Training Institute\n1 Reserve Road, St Leonards NSW 2065 \nLocked Bag 2030 \nTelephone: 9844 6577 \nEmail: heti-info@health.nsw.gov.au \nWebsite: www.heti.nsw.gov.au and www.heti.edu.au \nBusiness hours: 8:30am–5pm, Monday to Friday\nChief Executive \nAdjunct Professor \nAnnette Solman \nAnnette Solman commenced as Chief \nExecutive of the Health Education and \nTraining Institute in June 2015. Annette \nis focused on strengthening relationships with health and \nacademic partners to lead the development of innovative, \ncontemporary evidence-based education and training for \nimproved health outcomes that support the diverse NSW \nHealth workforce needs. \nAnnette holds a Master of Nursing (Research), Bachelor of \nHealth Science, Diploma in Health Science (Nursing) and is \nan Adjunct Professor at the University of Sydney and the \nUniversity of Technology Sydney, and an Honorary \nProfessorial Fellow at the University of Wollongong. \nYear in review\nHealth Education and Training Institute (HETI) has \ncontinued to adapt the content and delivery of our \neducation and training to serve the needs of the NSW \nHealth workforce post pandemic.\nOur world-class education and training resources available \non the statewide learning management system My Health \nLearning continues to grow, while older resources are \nreviewed to be refreshed or retired.\n\n\nNSW Health\t\nAnnual Report 2022–23   :  NSW Health Organisations   :  page 276\nOur mandate to provide leadership and management \ntraining for NSW Health included delivering the People \nManagement Skills Program to more than 1,250 \nparticipants across NSW Health with a completion rate of \nmore than 90%. This year, we reviewed, redesigned and \npiloted the Medical Leadership and Management program \nfor Clinical Heads of Department, focusing on skills and \nknowledge directly applicable to the NSW Health context. \nA new stage three leadership course was designed and \ndeveloped, and being delivered to our psychiatry workforce \nas part of the postgraduate course in psychiatry offered by \nHETI Higher Education.\nTo support the Premier’s priorities, we developed the units \nof Core Suicide Prevention and Engagement with people who \nmay be suicidal as training resources for NSW Health staff. \nWe also prepared the Workplace Learning Proposal for \nimplementation as part of the Zero Suicides in Care \napproach with the Mental Health Branch and Agency for \nClinical Innovation.\nKey achievements\n•\tDeveloped a new pathway and e-learning modules for \nBetween the Flags - Deteriorating Patient training in \ncollaboration with the Clinical Excellence Commission.\n•\tDeveloped the NSW Health Virtual Care Education \nFramework 2022-2026 in collaboration with the NSW \nMinistry of Health Virtual Care Taskforce.\n•\tDeveloped a new website to support the expansion of the \nRural Generalist Medical Training Program and for junior \ndoctors to find rural opportunities for training.\n•\tDeveloped and piloted the NSW Health General Manager \nTraining Program.\n•\tDelivered Financial Management Essentials training to \nstaff from 31 NSW Health organisations.\n•\tFacilitated clinical placements for 31,428 students \nwith 59,034,493 student placement hours across \nNSW Health.\n•\tAdministered $8.4 million in 28 scholarships and grants \nto 1,842 student recipients and a further $0.7 million for \nRural and Regional Scholarships to 232 student recipients \non behalf of the NSW Ministry of Health to support \nupskilling NSW Health staff and clinical workforce \nrecruitment.\n•\tAllocated 1,090 medical students to NSW intern positions \nfor clinical year 2023.\n•\tModularised the curriculum for post graduate \nqualifications in Applied Mental Health Studies to \n50-hour units of study that qualify as microcredentials.\n•\tCommenced preparations for the implementation of the \nnew National Framework for Prevocational Medical \nTraining in NSW.\nSpecialty health \nnetworks\nJustice Health and Forensic \nMental Health Network\n1300 Anzac Parade, Malabar NSW 2036 \nTelephone: (02) 9700 3000 \nEmail: JHFMHN-Admin@health.nsw.gov.au \nWebsite: www.justicehealth.nsw.gov.au \nBusiness hours: 8am–5pm, Monday to Friday \nChief Executive \nWendy Hoey \nWendy Hoey is an experienced health \nleader and registered nurse, has a \nGraduate Certificate in Health \nManagement and is currently studying a \nMaster of Business Administration and Public Health at \nTorrens University. \nWendy has more than 20 years’ experience in senior health \nmanagement roles within the public sector. Prior \nappointments include Executive Director for Central \nQueensland Hospital and Health Service and Nursing \nDirector for the Central Queensland Mental Health Service.\nWendy joined Justice Health and Forensic Mental Health \nNetwork as Executive Director of Clinical Operations in \n2019, before being appointed Chief Executive in 2022.\nYear in review\nJustice Health and Forensic Mental Health Network \n(Justice Health NSW) provides safe, equitable and \ncompassionate care to some of the most vulnerable \npatients across secure inpatient, custodial, court and \ncommunity settings. \nOur patient journey is of the utmost importance. With our \n10-year strategic plan Together for Healthier Tomorrows in \nplace, we are transforming our services to deliver a model \nof care that supports patients from initial reception and \nduring their custodial sentence, all the way to release and \nreintegration into the community. \nThroughout the year, Justice Health NSW has built on the \nsolid foundations already in place to support increased \ncollaboration, expansion of community partnerships to \nenhance care pathways, deliver new and innovative \ndiversion and early intervention programs, and improve \nAboriginal health outcomes in ongoing efforts to \nClose the Gap. \n\n\nNSW Health\t\nAnnual Report 2022–23   :  NSW Health Organisations  :  page 277\nOur shared ambition is to impact the lives of our patients \nfor the better. Our staff continue to illustrate unwavering \ndedication, champion change, and lead innovative research \nto tackle health inequalities in our patient population.\nKey achievements\n•\tProvided 3.98 million treatment events in NSW \ncorrectional settings in the 2022-23 financial year. \n•\tAdministered 6,673 COVID-19 vaccinations since July \n2022 and 3,861 influenza vaccinations as part of the \nvaccination program, ensuring our patients have access to \nvaccination in line with community standards. \n•\tCompleted an organisational realignment with the \nestablishment of a new executive leadership team. This \nincludes the appointment of an inaugural Director \nAboriginal Health to elevate the visibility of Aboriginal \nhealth and strengthen our Aboriginal workforce. \n•\tReceived funding to expand the Statewide Community \nand Court Liaison Service, which successfully diverts up \nto 2,300 people each year away from custody and into \ncommunity-based mental health programs. In the next \nthree years, the service will expand from 21 locations into \na further 37 (36 Local Courts and the Surry Hills Police \nCells) across NSW. \n•\tLaunched the Patient Health Information Portal on digital \ntablets in adult correctional centres following extensive \ncollaboration with Corrective Services NSW. The portal \ncontains vital health information, empowering patients to \nlearn more about their health. \n•\tCommenced expansion of drug and alcohol treatment \npathways to people in custody and on remand – a direct \noutcome of the Special Commission of Inquiry into the \nDrug ‘Ice’. Two new pathway programs have been \nimplemented statewide, including the Alcohol Treatment \nPathway and Stimulant Treatment Pathway, to improve \nindividual health outcomes. \n•\tDelivered large-scale Hepatitis C testing through dried \nblood spot and point of care testing programs after \nreceiving a $581,000 funding. As a result, Hepatitis C \nrates in NSW prisons have decreased from 13-15% in 2017 \nto 6-8% in 2023. \n•\tEmbedded health clinicians in the newly established \nDubbo Drug Court which offers a health intervention \npathway for offender reform. This critical achievement \nincreases participant access for those in regional and \nrural communities and aims to reduce drug dependence \nand break the cycle of offending. \n•\tDelivered the patient self-referral phone line pilot \nincreasing access and opportunity for patients to discuss \nhealth concerns directly with nursing staff instead of via a \npaper-based form. \n•\tPioneered the first epidemiological People in NSW Public \nPrisons study to leverage real-world, routinely collected \ndata to investigate the health and service utilisation of \nadults in NSW public prisons. The study builds our \ncapacity to utilise real-world, large-scale data to identify \nimportant trends in health and service utilisation needs of \npeople in custody. \nThe Sydney Children’s \nHospitals Network\nHawkesbury Road, Westmead NSW 2145 \nTelephone: (02) 9845 0000 \nWebsite: www.schn.health.nsw.gov.au \nBusiness hours: 8am–5pm, Monday to Friday\nChief Executive\nAdjunct Associate Professor \nCathryn Cox PSM\nCathryn Cox has extensive experience \nas a Senior Executive within NSW \nHealth in relation to a wide range of \nhealth policy, planning, infrastructure, service development \nand strategic reform strategies and programs. Cathryn has \nbeen the Chief Executive of The Sydney Children’s \nHospitals Network since August 2020. Her early role as a \nphysiotherapist at Royal Prince Alfred Hospital paved the \nway for a long-term career in health and she remains \ncommitted to a health system that is focused on delivering \noutcomes that matter to patients and their families, and \nwhich delivers the experiences that our patients, families \nand our staff deserve. \nCathryn is passionate about the role of The Sydney \nChildren’s Hospitals Network in providing world-class \npatient-centred care for children and young people and \ntheir families, as well as ground-breaking health research \nand its translation into clinical practice. Cathryn received a \nPublic Service Medal in the 2018 Australia Day Honours \nawards. She is a member of a number of boards and an \nAdjunct Associate Professor at the University of Sydney\nYear in review\nThe Sydney Children’s Hospitals Network, incorporating \nSydney Children’s Hospital, Randwick, The Children’s \nHospital at Westmead, the Newborn and Paediatric \nEmergency Transport Service, Bear Cottage and the \nChildren’s Court Clinic, is the largest provider of paediatric \nhealth services in Australia.\nIn 2022-23, The Sydney Children’s Hospitals Network \ncared for 159,354 children with 58,984 hospital \nadmissions to The Children’s Hospital at Westmead and \nSydney Children’s Hospital, Randwick (excluding \nvirtualKIDS); 105,734 emergency department \npresentations; and 1,109,085 occasions of service for \n\n\nNSW Health\t\nAnnual Report 2022–23   :  NSW Health Organisations   :  page 278\nnon-admitted patients. Bear Cottage, the only children’s \nhospice in NSW, had 260 admissions and the Newborn \nand Paediatric Emergency Transport Service conducted \n3,834 retrievals. \nFollowing a successful trial at the Network, the virtualKIDS \nservice was permanently established, providing care closer \nto home and helping keep children out of emergency \ndepartments. Almost 10,000 patients were cared for by \nthe service.\nWe introduced our organisational improvement plan in \nresponse to feedback from staff, outlining our commitment \nto a positive and productive work environment. Following \nextensive consultation, we also launched the Network’s \nStrategic Plan 2023-27 – our roadmap for realising our \naspirations as a world-leading health service for children, \nyoung people and their families. We also welcomed a \nrecord number of Junior Medical Officers to the Network.\nMajor capital works continued at Randwick and Westmead. \nAfter completing the detailed design phase involving \nextensive consultation, contractors have been procured for \nthe principal works at both sites and construction is well \nunderway on both sites.\nKey achievements\n•\tPioneered ground-breaking clinical trials and research, \nincluding Australian-first trial for Diffuse Intrinsic Pontine \nGlioma, a world-first trial for ependymoma, an Australian-\nfirst study into Acute Lymphoblastic Leukaemia and led \nresearch into Spinal Muscular Atrophy. \n•\tOur leading experts recognised for significant \ncontributions to paediatric healthcare: Dr Sudarshini \nRamanathan won the Premier’s prize for Science and \nEngineering; Professor Ian Alexander awarded the 2022 \nPeter Wills medal; Dr Matthew Crawford AM recognised \nin the King’s Birthday Honours; Professor David Isaacs \nawarded the Howard Williams Medal; Dr Frank Martin \nawarded the Marshall M Parks Silver Award.\n•\tWe progressed our commitment to achieving net zero \nby 2035 by developing a Net Zero Pathway project to \nmeasure our carbon footprint, identify carbon hotspots \nand establish a framework of actions. We also introduced \nthe Decarbonising Cancer Care Program, which was a \nfinalist at the 2022 NSW Premier’s Awards.\n•\tRecognised as leaders in our field: our emergency \ndepartments rated among the best in NSW in \nBureau of Health Information Emergency Department \nPatient Survey.\n•\tLaunched Huddle for Change pilot project, aiming to \nbetter link young people with community-based services \nfollowing discharge, ensuring they receive appropriate \ncare once they leave the emergency department. The \nproject aims to improve outcomes for young people \nfacing mental health and psychosocial challenges.\n•\tOur fundraising partner, the Sydney Children’s Hospitals \nFoundation, raised record-breaking funds at the 2023 \nGold Dinner for the Kookaburra Centre, a ground-\nbreaking Kids Complex Care Centre for children and \nyoung people.\n•\tFirst paediatric heart transplant service in NSW \nannounced, reducing the need for families to travel \ninterstate for life-saving surgery.\n•\tUnveiled prototype spaces for the hospital \nredevelopments at Randwick and Westmead which show \nthe size, layout and functionality of clinical spaces and \nbedrooms and were developed in consultation with staff, \nour children and families, donors and consumer groups.\n•\tIntroduced leadership development opportunities through \nthe development pathway for our Nursing Unit Managers, \nthe Leading with Impact program with South Eastern \nSydney Local Health District and Australian Graduate \nSchool of Management, and the Reflective Clinical \nSupervision program, aimed at developing understanding \nof complex human and ethical issues in the workplace. \n•\tInstigated Parent and Carer Wellbeing Snapshots at \nRandwick and Westmead, collecting feedback on their \nexperiences in the hospitals, which has led to improved \nrefurbishment in parent and carer bathroom facilities and \nenvironmental audits of clinical spaces at Randwick.\nSt Vincent’s Health Network\n390 Victoria Street, Darlinghurst NSW 2010 \nTelephone: (02) 8382 1111 \nEmail: svhn.ceo@svha.org.au \nWebsite: svhs.org.au \nBusiness hours: 9am–5pm, Monday to Friday \nChief Executive A/Professor \nAnthony M. Schembri AM \nAnthony M. Schembri AM joined St \nVincent’s Health Network Sydney as \nChief Executive Officer in 2014. He is a \nBoard Director of the Central and \nEastern Sydney Primary Health Network, the Garvan \nInstitute for Medical Research, the Victor Chang Cardiac \nResearch Institute, the St Vincent’s Curran Foundation, the \nNational Centre for Clinical Research of Emerging Drugs of \nConcern, Co-Chair of the Nursing Research Institute of the \nAustralian Catholic University/St Vincent’s and Councillor \nfor Sydney Partnership for Health Education Research \nEnterprise. Anthony holds academic appointments with the \nUniversity of New South Wales, University of Notre Dame \nAustralia and the Australian Catholic University.\n\n\nNSW Health\t\nAnnual Report 2022–23   :  NSW Health Organisations  :  page 279\nYear in review\nThe past year has been one of COVID-19 recovery for \nSt Vincent’s Health Network Sydney.\nHaving wound down all of our COVID-19 testing sites and \nvaccination clinics, St Vincent’s achieved elective surgery \naccess targets and delivered above 2018-19 activity levels \nby utilising contracted care models, increasing theatre \ncapacity, developing 23-hour clinical pathways and utilising \nshort stay models.\nSt Vincent’s led preparations and readiness for World Pride \nSydney, with an estimated 78,000 tourists coming to \nSydney, predominantly concentrated in Sydney’s inner city \nareas in close proximity to our health service. In response, \nwe established the Pride Health Hub, providing free Mpox \nvaccinations, sexual health and HIV checks.\nWe were also formally recognised by NSW Health as a \nHealth Innovation Precinct, and have commenced work to \nelevate the St Vincent’s Sydney Health Innovation \nResearch Precinct in collaboration with our partners – St \nVincent’s Clinic, St Vincent’s Private Hospital Sydney, the \nGarvan Institute of Medical Research and the Victor Chang \nCardiac Research Institute, to the benefit of all Australians.\nKey achievements\n•\tOpened a new state-of-the-art, hybrid trauma operating \nsuite. The theatre houses the newest hybrid \ntechnologically available – Resuscitation with \nAngiography, Percutaneous Techniques and Operative \nRepair. The new theatre provides a one-stop-shop for \ntreating the most critical trauma patients. \n•\tCommenced a Mpox vaccination centre in response to the \nCommunicable Disease Incident of National Significance \nas described by the Chief Medical Officer. \n•\tCommenced a new Chronic Care Service for Aboriginal \npatients. The service supports Aboriginal patients living \nwith chronic health issues, including cardiac disease, \ncancer, renal disease, diabetes and lung disease. \nAdditionally, support is given to patients with other \ncomplex conditions affecting their health, including \nmental ill health, substance use and homelessness. \n•\tOpened the Eating Disorders Outpatient Clinic to provide \ncontinuum of care for eating disordered patients upon \ndischarge as well as people in the community who are \nnot engaging with dedicated professional help for their \ndisordered eating. \n•\tLaunched the inaugural St Vincent’s Sexuality and \nGender Diversity Strategy for Continuous Improvement to \ndeliver healthcare service that is driven by equity, and a \nsense of belonging for all sexuality and gender diverse \npeople who come into our care, as well as our colleagues. \n•\tDiscovered the biomarker responsible for cognitive \ndecline in patients with Long COVID. \n•\tCommenced a Walk-in Home and Housing Clinic in \npartnership with local non-government organisation \npartners, Way2Home. The service which includes Peer \nSupport Workers and Aboriginal Health Workers provides \nsupport with pathways to permanent housing, case \nmanagement and general health support for people \nsleeping rough. \n•\tImplemented a remote patient monitoring and electronic \nmedication management system enabling Hospital in the \nHome to be fully digitalised, facilitating rapid responses \nto changing priorities, while maintaining patient and \nclinical safety. The improved data sharing and medication \nmanagement, provided clinical decision support tailored \nto Hospital in the Home, flexibility to patient or nurse-\nmanaged medication administration, and medication \nreconciliation. \n•\tConducted a major study detailing the impact of heat and \nhot weather on human health, particularly for older \npopulations and for people sleeping rough. The published \nfindings include practical strategies to mitigate the \ndangers of heat related presentations on our vulnerable \ncommunities. \n•\tPerformed an Australian-first heart valve replacement \nwithout invasive surgery. Done by instead threading a new \nvalve through the patients’ arteries, especially good news \nfor patients otherwise too unwell to undergo complicated \nheart surgery. \n\n\nNSW Health\t\nAnnual Report 2022–23   :  NSW Health Organisations   :  page 280\nHealth administration \ncorporation\nNSW Ambulance\nBalmain Road, Rozelle NSW 2039 \nTelephone: 9320 7777 \nEmail: ambulance-communications@health.nsw.gov.au \nWebsite: www.ambulance.nsw.gov.au \nBusiness hours: 9am–5pm, Monday to Friday\nChief Executive\nDr Dominic Morgan ASM \nAdjunct Professor Dominic Morgan \nASM has more than 30 years of \nambulance experience across a broad \nrange of roles in the areas of operations, clinical practice \nand leadership within ambulance services and the financial \nsector. After commencing his career in the banking \nindustry, he transitioned to NSW Ambulance as a clinician \nand manager. Subsequently, he was appointed as Chief \nExecutive Officer of Ambulance Tasmania in 2009 and \nreturned to NSW Ambulance in 2016 as Chief Executive \nand Commissioner. \nHe is a board member and previous Chair of The \nAustralasian Council of Ambulance Authorities, the peak \nbody representing the ambulance sector in Australia and \nNew Zealand and he has chaired a number of international \nsub-committees. He is also a member of the Ambulance \nService Advisory Board. \nDominic has a number of professional affiliations, including \nadjunct professorship with the University of Technology, \nSydney, as well as being a registered paramedic with \nAustralian Health Practitioners Regulation Authority.\nDominic completed his PhD in 2018, undertaking a study \ninto the factors that influence early access to defibrillation \nfollowing out-of-hospital cardiac arrest. He also holds a \nMaster of Business Administration, Bachelor of Health \nScience and a Diploma in Adult Education.\nYear in review\nIt was an exciting year for NSW Ambulance, which was \nprovided funding as part of the Strategic Workforce and \nInfrastructure Team Program. \nThe program supports the growing demand for services \nby providing funding for 2,128 more staff, vehicles and \n30 new stations. \nWith the aim of improving performance and the safety \nand wellbeing of our staff, year one of the program saw \nmore than 600 paramedics, educators, control centre and \nthe Virtual Clinical Care Centre staff recruited and \n28 new station locations announced. The draft Frontline \nLeadership Model and Rapid Response Model, which \naim to strengthen leadership and improve management \ncapability across frontline teams, were also released \nfor consultation.\nDespite COVID-19 and severe weather events, staff \ncontinued to work together to deliver excellence in care \nacross NSW. The GoodSAM volunteer cardiac arrest \nresponder app and the new monitor/defibrillator, the \nCorpuls3T were piloted. We also rolled out the LUCAS \nmechanical CPR device to every one of our frontline \nemergency ambulances. Five special operations team \nrescue paramedics and two specialist doctors were also \npart of the 72-member Disaster Assistance Response \nTeam, who provided rescue and recovery support following \nthe Türkiye earthquake.\nKey achievements\n•\tA total of 506 paramedics and educators, 73 control \ncentre staff, and 40 full-time equivalent staff in the \nVirtual Clinical Care Centre, were recruited as part of Year \nOne of the Strategic Workforce and InFrastructure Team. \nTwenty-eight new station locations were announced; \nenhanced rosters were implemented at 30 stations; and \n83 vehicles were dedicated to supporting enhanced \nrosters. Following a review into the frontline management \nof staff, a consultation paper outlining a draft Frontline \nLeadership Model was also released. \n•\tStage 2 of the Rural Ambulance Infrastructure \nReconfiguration program delivered new ambulance \nstations at Forster and Medowie. Rebuilt ambulance \nstations were delivered on new sites at Tumut, Casino, \nTamworth and Coffs Harbour, and 17 major ambulance \nstation refurbishments were completed. \n•\tThe Wellbeing Workshop program, designed to support \nthe mental and physical health of the NSW Ambulance \nworkforce was completed with more than 6,500 staff \nmembers completing the workshop since it began in 2018.\n•\tSolar Photo Voltaic technology was installed at 70 \nambulance stations. These installations saved NSW \nAmbulance $271,000 in 2022-23. Solar panels and lithium \nbatteries were installed in the entire fleet of emergency \nambulances. \n•\tThe Service has developed a draft Consumer and \nCommunity Engagement Plan, a Patient Charter, and a \nConsumer Committee Framework. Each of these reflects \nthe complex patient cohort and diverse needs of our \npatients and has been developed through more than \n90 engagements with staff and consumers. \n\n\nNSW Health\t\nAnnual Report 2022–23   :  NSW Health Organisations  :  page 281\n•\tThe NEXTGEN induction course for clinical volunteers \nprovides a scaffolded learning experience, allowing \nparticipants to commence practice under supervision, \nwith a gradual increase in their clinical scope of practice.\n•\tThe Next Normal: Workforce Strategy 2022-2026 was \nlaunched to respond to the pandemic and outline the \napproach to partnering and support for staff.\n•\tA partnership was established with GoodSAM \n– a program that alerts community volunteers to nearby \ncardiac arrests. A pilot saw 1,249 staff members sign \nup as responders. Eight patients received CPR from \nGoodSAM responders, with one of them also \nreceiving two shocks from a defibrillator prior to \nparamedics arriving. \n•\tAcross 11 local health districts, 26 new referral pathways \nwent live. These included pathways to aged care services, \ncommunity nursing and allied health, virtual care, \nCOVID-19 and respiratory, urgent care and mental health. \n•\tThe Virtual Clinical Care Centre now provides 24/7 clinical \nsupport to the clinical workforce and clinical oversight of \ninter-hospital transfers scheduled to be transferred by \nroad, ensuring patients are clinically assessed and \ntransfer timelines are clinically appropriate. The Virtual \nClinical Care Centre has proven to be capable of remote \nmonitoring for low acuity patients during severe weather \nevents. In periods of heightened demand, the Virtual \nClinical Care Centre continues to monitor and call \nback patients.\nHealth Infrastructure\n1 Reserve Road, St Leonards NSW 2065 \nTelephone: 9978 5402 \nEmail: hi-info@health.nsw.gov.au \nWebsite: www.hinfra.health.nsw.gov.au \nBusiness hours: 9am–5pm, Monday to Friday \nChief Executive\nRebecca Wark \nRebecca Wark is an experienced leader \nof major infrastructure projects and has \nbeen with Health Infrastructure in \nvarious roles since 2008, overseeing \nthe development of some of the largest \nhospitals and public health services across the state. \nToday, she is proudly leading the delivery of the largest \nhealth capital works portfolio in NSW. \nPrior to Health Infrastructure, Rebecca worked on major \nprojects across the public and private sectors. Her \nexperience is multisector; her first public sector role was \nplanning and delivering venues for the Sydney 2000 \nOlympics, and she has since delivered facilities in \neducation, justice and health. \nRebecca has completed studies in landscape architecture \nand project management. She is a strong advocate for \ndiversity in our workplace across all roles and acts as a \nmentor to young professionals in business and \nconstruction. She is also a Non-Executive Director of\n Royal Far West.\nYear in review\nThis year Health Infrastructure celebrated 15 years of \noperations and service to the NSW Health system and its \ncommunities. We progressed our largest ever $11.9 billion \ncapital pipeline, delivering critical new and upgraded \nhealth facilities and services on time and budget at a time \nwhen the construction sector is facing unprecedented \nglobal challenges. Forty projects were completed in \n2022-23, including the first dedicated Adolescent and \nYoung Adult Hospice in Australia, the Coffs Harbour \nHospital Expansion, and Tumut Hospital Redevelopment. \nOur long-term focus is the legacy we leave in our \ncommunities and ensuring the ongoing sustainability of the \ninfrastructure and health system as a whole. In 2022-23 we \nreleased our first Sustainability Commitment and Strategy, \nwhich articulates the priorities for embedding social, \neconomic, and environmental considerations into our \ndecision-making and delivery. We also launched the Design \nGuide for Health: Spaces, Places and Precincts, in \ncollaboration with Government Architect NSW, to support \nthe design of functional, welcoming and inclusive health \nfacilities that contribute to the health and wellbeing of \nNSW communities. \nI am immensely proud that we launched our inaugural \nReflect Reconciliation Action Plan. This commitment \nacknowledges our unique opportunity to listen to and learn \nfrom Aboriginal peoples as we plan and design culturally \nsafe health facilities across NSW. It provides a framework \nto build on our existing relationships and positive \nexperiences working with Aboriginal communities to \nstrengthen connections to place and improve access to \nhealth services.\nKey achievements\n•\tDelivered $1.57 billion in the planning and construction \nof health facilities, including the completion and handover \nof 40 projects to local health districts. This included the \nAdolescent and Young Adult Hospice – the first facility of \nits kind in Australia providing respite and end-of-life care \nto 15 to 24-year-old patients with life-limiting illness. \n•\tEmbedding the statewide asset management framework \nto strengthen performance, efficiencies and capacities \nacross the NSW Health asset portfolio. \n\n\nNSW Health\t\nAnnual Report 2022–23   :  NSW Health Organisations   :  page 282\n•\tCompleted 16 business cases for projects with a \ncombined total value of $3.6 billion and four investment \ndecision documents for projects with a total value of \n$595 million. \n•\tAwarded $1.8 billion of construction contracts across 30 \nprojects/programs across NSW. \n•\tLaunched a Sustainability Commitment and Strategy to \nembed social, economic, and environmental \nconsiderations into decision-making and delivery. \n•\tConducted four Health Innovation Precincts Community \nof Practice sessions for health precinct practitioners, \nproviding access to innovative speakers, opportunities to \ncollaborate, share knowledge and outcomes. \n•\tThe Randwick Campus Redevelopment reached a major \nmilestone with the completion of the Prince of Wales \nHospital Acute Services Building, one of our largest \nhealth infrastructure projects in NSW. \n•\tUpdated procurement processes and tender schedules to \nembed whole-of-life principles and desired sustainability \noutcomes for capital project delivery. \n•\tFormalised commitment to reconciliation through release \nof the inaugural Health Infrastructure Reflect \nReconciliation Action Plan. \n•\tReleased the Design Guide for Health: Spaces, Places and \nPrecincts, a collaboration with Government Architect NSW \nto support the design of functional, welcoming and \ninclusive health facilities that contribute to the health and \nwellbeing of NSW communities. \nHealthShare NSW\n1 Reserve Road, St Leonards NSW 2065 \nTelephone: 9978 5402 \nEmail: HSNSW-CEoffice@health.nsw.gov.au \nWebsite: www.healthshare.nsw.gov.au \nBusiness hours: 9am–5pm, Monday to Friday\nChief Executive\nCarmen Rechbauer \nCarmen Rechbauer has worked with \nHealthShare NSW since its inception in \n2005 and was appointed to the Chief \nExecutive role in 2018, making her \nresponsible for leading the largest public sector shared \nservices organisation in Australia.\nShe has been a senior leader in NSW Health for more \nthan 25 years and has extensive operational experience, \nparticularly in the planning and delivery of linen, \nfood, and patient support services in complex public \nhospital settings.\nIn her role as Chief Executive, Carmen has focused on \nproviding high-value shared services to the NSW Health \nSystem through increasing transparency, collaborating \nwith system partners, embedding sustainable practices, \nand improving the patient experience through systemwide \nreform.\nShe holds a Master of Business Administration, has been \nrecognised on the Top 50 Public Sector Women list for \nNSW, and is a past recipient of the Davidson Leadership \nAcceleration Program Scholarship. \nYear in review\nHealthShare NSW supports the NSW Health System by \ncaring for patients, delivering high-value services, and \noperationalising important system reforms. \nIn 2022-23 we led implementation of key NSW Health \nProcurement Reform initiatives, SmartChain and \nDeliverEASE, which aim to deliver better care for patients, \na better experience for clinical staff and improved \nprocurement and supply chain practices. \nWe successfully managed Whole of Government \nWarehouse operations, issuing critical stock procured \nduring the pandemic to all NSW Government Clusters, \nand halving the stockpile through innovative circular \neconomy solutions. \nIn recognition of our sustainability efforts, we were \nawarded ‘silver’ status by the Department of Planning and \nEnvironment’s Sustainability Advantage Recognition \nScheme, making us the first NSW Health agency to \nachieve this maturity rating.\nWe are proud to have won the Recovery and Resilience \ncategory at the 2022 NSW Premier's Awards, for work \nundertaken by our Patient Transport Service teams \nduring the pandemic. \nWe are also proud to have released our first Reconciliation \nAction Plan, and our Disability Employment Strategy and \nAction Plan 2023-2025. These plans support our culture \nof putting people first through meaningful connection, \nmutual respect and shared understanding, and underpin \nour efforts to provide staff with safe, equitable and \ndignified access to all aspects of their workplace.\nKey achievements\n•\tLaunched three robotic process automation digital \nworkers, Botley, ARnie and Stella to reduce the time taken \nto complete financial processes that were previously \nmanaged manually. In one example, Botley works \nalongside the Masterfile Maintenance Team checking \nvendor ABN details, reducing a manual process from six \nto two minutes per file.\n\n\nNSW Health\t\nAnnual Report 2022–23   :  NSW Health Organisations  :  page 283\n•\tAchieved ‘silver’ status by the Department of Planning \nand Environment’s Sustainability Advantage Recognition \nScheme, the first NSW Health agency to reach this \nmaturity rating. This was achieved due to our work on a \nrange of sustainability initiatives, including the \nEnableNSW equipment refurbishment program, \ncompleting a comprehensive baseline of our emission \nfootprint, and achieving zero waste to landfill in a pilot \nfood service reform program. \n•\tImplemented and transitioned health entities to a \ncentralised Commonwealth paid parental leave service, \nenabling consistent processes, improved governance and \ncompliance resulting in fewer errors and faster payments.\n•\tImplemented the new Texture Modified Foods statewide. \nThe new products deliver excellent results for patients, \nwith 80% of patients reporting an improved mealtime \nexperience. Our range aims to provide meals that meet \nrequirements for patients on a pureed diet that both taste \nand look good. \n•\tLaunched a new dispatching model in Patient Transport \nService, meaning dispatchers are more available within \nbusiness hours; on-road crews get a more consistent \nexperience and build better relationships with the \ndispatchers for their area; and dispatchers better \nunderstand their geographical nuances and develop \nimproved relationships with local health districts. \n•\tSuccessfully piloted the Get My Assistive Technology \nsystem with two local health district sites, which supports \na statewide model development.\n•\tDeveloped innovative reporting hubs and improved \norganisational performance analytics, improving our \nability, confidence and insights when making strategic \nand operational decisions.\n•\tTurned 3,600 tonnes of expired sanitising wipes into \nsustainable floor tiles using technology developed by the \nUniversity of New South Wales. The tiles will be used in a \nrange of new hospital builds and other new government-\nfunded infrastructure projects.\n•\tTransformed more than 700 storerooms across 27 \nhospitals and trained more than 1,100 hospital staff as \npart of the DeliverEASE program.\nNSW Health Pathology\nLevel 5, 45 Watt Street, Newcastle NSW 2300 \nTelephone: 4920 4000 \nEmail: NSWPATH-info@health.nsw.gov.au \nWebsite: www.pathology.health.nsw.gov.au \nBusiness hours: 9am–5pm, Monday to Friday\nActing Chief Executive \nProfessor Robert Lindeman\nFebruary 2023 to June 2023\nProfessor Lindeman joined NSW Health \nPathology in July 2016 and is a strong \nbeliever that public pathology is more \neffective when it functions as a single statewide service.\nHe was appointed Acting Chief Executive of NSW Health \nPathology in February 2023. His substantive role is Director \nof Clinical Operations where he leads strategic planning \nand service improvements. He interacts daily with \npathologists, the people who provide services in our \nlaboratories and clinical and local health district partners.\nHe is a strategic thinker and enjoys responding to \noperational requirements and acting as an interface \nbetween clinical colleagues and local health districts.\nHe is also the Medical Lead for NSW Health Pathology’s \nFusion program, a haematologist at the Prince of Wales \nHospital and conjoint academic at University of \nNew South Wales.\nTracey McCosker PSM \nJuly 2022 to February 2023\nTracey McCosker PSM has worked in \nthe NSW public health system for \nalmost 30 years and held the positions \nof Director of Finance, Director of \nCorporate Services, and Director of Clinical Services for \nthe Hunter New England Local Health District. \nTracey was appointed Chief Executive of NSW Health \nPathology in 2012 after developing a business model for an \nintegrated statewide public pathology service. \nIn 2018, she was awarded an Australian Public Service \nMedal for her outstanding service to public health in NSW. \nShe has a Bachelor of Commerce (Newcastle University) \nand a Master of Business Administration (University of \nSouthern Queensland). She is a member of the Australian \nInstitute of Company Directors and a former board member \nfor Life Without Barriers, a national not-for-profit \norganisation that provides out-of-home care and support \nservices for children, refugees and people with disabilities.\n\n\nNSW Health\t\nAnnual Report 2022–23   :  NSW Health Organisations   :  page 284\nYear in review\nIn November 2022, NSW Health Pathology marked 10 \nyears as a statewide service, providing vital public \npathology and forensic services to the people of NSW.\nJust months later, we said farewell to our respected and \nwarmly regarded founding Chief Executive Tracey \nMcCosker PSM, who now leads the Hunter New England \nLocal Health District.\nOur people welcomed the easing of the pandemic after \ntheir tireless work on behalf of the people of NSW and let \nus refocus on transforming into a seamlessly connected \nstatewide service.\nWe made big advances in our Fusion program to \nstandardise technologies, processes and workflows that \nwill deliver a new statewide laboratory information \nmanagement system, an integral part of the ambitious \nSingle Digital Patient Record program.\nOur statewide NSW Public Health Pathology team worked \nwith our laboratories and NSW Health to provide specialist \ntesting for outbreaks and new emerging notifiable \ndiseases, including Japanese Encephalitis, Mpox and more.\nOur Forensic and Analytical Science Service provided \nexpert scientific analysis for the NSW Drug Surveillance \nStrategy, informing community alerts about potentially \ndeadly batches of illicit drugs, such as MDMA and potent \nopioids as part of efforts to help protect the community.\nKey achievements\n•\tLaunched Collecting with Care, a training resource \nco-designed by collectors and patients for more than \n1,300 NSW Health Pathology collectors that provided \npractical tips and advice on personalised patient care.\n•\tEstablished a public pathology laboratory and collection \nservice at Port Macquarie Base Hospital. It delivered point \nof care testing, a new Anatomical Pathology service hub \nand expanded onsite microbiology testing.\n•\tEstablished expert Communities of Practice to \nstandardise thousands of pathology tests and workflows \nas part of Fusion, our digital transformation initiative. \nMore than 600 experts worked in 75 subgroups to \nstandardise 38,979 items, with more to do.\n•\tDeveloped and launched Pathworks, a mobile app that \ngives clinicians secure, timely and convenient access to \nlaboratory results via laptops and mobile devices. It was \npiloted at Royal North Shore Hospital, North Shore \nPrivate Hospital and Port Macquarie Hospital and will \nbe deployed statewide.\n\t Launched the Forensic Medicine Information System, a \nfully integrated single-source-of-truth to manage coronial \nand non-coronial referrals across Forensic Medicine sites. \nThis delivered rapid and secure access to case information \nfor all relevant forensic medicine people and external \npartners and improved timeframes and the experiences \nof bereaved families.\n•\tRolled out standardised instruments to replace \ntransfusion equipment at 27 Western Sydney and rural \nand regional laboratories and signed a tender to replace \nchemical pathology and immunoassay equipment. \n•\tInstalled new robotic instruments as part of the Forensic \nand Analytical Science Service’s Forensic DNA Robotic \nReplacement Project. This capitalised on technological \nadvances and supported a critical shift in policing \nstrategies towards intelligence-led policing and crime \ndisruption. \n•\tPartnered with eHealth NSW, HealthShare NSW \nand Health Infrastructure NSW to launch the Health \nPrototyping Centre. Ideas, designs and concepts were \ntested before products were built. Anatomical \nPathologists examined augmented reality for supervision \nin specimen cut-up.\n•\tExpanded technology and urine drug testing procedures \nto the Forensic and Analytical Science Service Drug \nToxicology Unit to meet needs of expanded Drug Court \nNSW operation. Four liquid chromatography mass \nspectrometers capable of testing for up to 80 different \ndrugs in minutes were used.\n•\tWorked with Sydney Children’s Hospitals Network to \nexplore improvements to the delivery of paediatric \npathology services across NSW and ensure patients and \nclinicians have access to timely and accurate results to \nsupport early diagnosis and treatment.\neHealth NSW\nTower B, Level 16, Zenith Centre 821 Pacific Highway, \nChatswood NSW 2067 \nTelephone: 9880 3200 \nEmail: EHNSW-eHealthCE@health.nsw.gov.au \nWebsite: www.ehealth.nsw.gov.au \nBusiness hours: 8:30am–5pm, Monday to Friday\nChief Executive\nDr Zoran Bolevich \nDr Zoran Bolevich has a background in \nmedicine and business administration \nand has worked in senior health system \nmanagement, health IT and data \nanalytics leadership roles in Australia and New Zealand. \nLeading a team of more than 2,500 staff, Zoran is focused \non implementing the eHealth strategy for NSW Health, \nstreamlining governance of key programs and activities, \nand developing a highly effective, customer-focused digital \ncentre of excellence for NSW Health. \n\n\nNSW Health\t\nAnnual Report 2022–23   :  NSW Health Organisations  :  page 285\nZoran is well-recognised in the healthcare sector and \ninformation and communications technology industry for \ndriving innovation and influencing rapid change across \nNSW Health. He is passionate about improving the health \nsystem through meaningful and effective use of digital \ntechnologies, data analytics, research and innovation, in \npartnership with patients, clinicians, health organisations, \ngovernment and industry partners. \nHe represents NSW Health on the NSW Government’s \nInformation and Communications Technology and Digital \nLeadership Group and is a board member of the Australian \nInstitute of Health and Welfare. \nPrevious roles include Director of Demand And \nPerformance Evaluation at NSW Ministry of Health, and \nExecutive Director, Health System Information and \nPerformance Reporting. Zoran also oversaw the national \nhealth information strategy and architecture for New \nZealand’s Ministry of Health. \nAs well as a Doctor of Medicine, Zoran holds a Master of \nBusiness Administration and is a graduate of the Australian \nInstitute of Company Directors, and Executive Fellow of the \nAustralian and New Zealand School of Government.\nYear in review\neHealth NSW is dedicated to transforming care delivery \nand experiences across NSW Health by providing secure, \nmodern digital systems and infrastructure. Working in \npartnership with local health districts, specialty health \nnetworks and NSW Health organisations remains a key \ntenet of our work. \nAs we digitise healthcare, we all play a role in keeping our \nsystems and information safe and secure. Non-technical \nmeasures, such as education, are critical. In February 2023 \neHealth NSW launched a new Cyber Security Awareness \ntraining module for all NSW Health staff. Technical \nmeasures, like MedSync, enable virtual clinical \ncollaboration so clinicians can share clinical information \nand images securely. \nThe Health Grade Enterprise Network new procurement \napproach for ICT networking infrastructure also \nstrengthens virtual care capabilities. Our move to cloud \nadoption is delivering greater speed, and reliability to \nessential systems underpinning care delivery, such as \ncardiovascular imaging.\nHigh-quality, integrated, accessible solutions promote \ndigital system adoption. Involving consumers, our \ncolleagues and industry partners is crucial in delivering \nsystems that meet their needs and the needs of the health \nsystem. I’d like to thank everyone, including our staff, for \ntheir continued collaboration and efforts. \nKey achievements\n•\tDelivered the new NSW Health Enterprise Data Lake \nwhich is modernising the analytics capability and \nproducing data-driven insights in NSW Health. The data \nlake consolidates data in near real-time, presenting a \nsignificant breakthrough for data science, machine \nlearning, artificial intelligence and big data analytics. \n•\tProgressed the Single Digital Patient Record program \nwhich will provide a secure, holistic, integrated view of the \ncare a patient receives across the health system.\n•\tContinued work on the Health Grade Enterprise Network \nto deliver reliable, consistent and robust infrastructure to \nfuture-proof our hospitals. \n•\tStrengthened the security of operationally vital systems \nand the patient data they contain through the Essential \nEight Maturity Uplift Program, as recommended by the \nAustralian Cyber Security Centre. This program is a key \nfoundational initiative in the Cyber Security Roadmap.\n•\tPartnered with HealthShare NSW to deliver the whole-of-\nhealth SmartChain program from September 2022, to \ndigitally transform supply chain and procurement systems \nacross NSW Health facilities. This was a major milestone \nin the NSW Health Procurement Reform Program. \nSmartChain aims to simplify and digitise the source-to-\npay process.\n•\tEnabled online consent by parents and carers for school \nvaccinations through the Consent and Records \nManagement for Immunisation system, which replaces \nthe paper-based process. There were 106,503 online \nconsent forms completed from the launch of the program \nin February until 30 June 2023.\n•\tOpened the Health Prototyping Centre in August 2022, \nthe first dedicated facility within NSW Health for the \nrapid testing of ideas, designs and concepts to support \nhealthcare innovation, services and solution \nimprovements in partnership with NSW Health Pathology, \nHealthShare NSW and Health Infrastructure. \n•\tDeveloped the MedSync platform to helps clinicians \nsecurely share clinical information, upload images and \ncollaborate easily on the go. The platform was made \navailable to more than 110,000 clinicians, supporting the \ndelivery of virtual clinical collaboration across multiple \nsettings statewide. \n•\tSupported NSW Health staff 24 hours a day, seven days a \nweek via the statewide Service Desk. Technical support \nwas provided across more than 400 corporate and clinical \napplications. More than 500,000 calls for IT support were \nmade to the State Wide Service Desk. \n•\tProvided greater speed and reliability for IT and clinical \nservices being used across NSW Health through the \nmigration of 35% of eHealth NSW services to the cloud. \n\n\nNSW Health\t\nAnnual Report 2022–23   :  NSW Health Organisations   :  page 286\n\n\nNSW Health\t\nAnnual Report 2022–23   :  NSW Health Organisations  :  page 287\nLocal Health Districts\nNSW Health’s 15 local health \ndistricts cover metropolitan, \nregional, rural and remote \nareas across NSW, varying in \nboth geographical size and \npopulation. Districts provide \nhospital, community and \npopulation-based healthcare \nservices that meet the needs \nof their local community.\nProviding a comprehensive range of medical \nspecialties, the districts deliver in-hospital care, \noutpatient services, mental health services, child \nand family health services, oral health services, \nAboriginal health services, and drug and \nalcohol rehabilitation. \nSix local health districts cover the greater \nSydney metropolitan regions, and nine cover \nrural and regional NSW.\nRead on to discover each district’s achievement \nfor the year and visit their websites to find out \nmore about the services they provide.\nFar West\nWestern NSW\nHunter New\nEngland\nNorthern NSW\nMid North Coast\nIllawarra Shoalhaven\nACT\nSouthern NSW\nMetropolitan\n(See breakout map)\nNetwork with Vic\nMurrumbidgee\nNepean Blue Mountains\nCentral Coast\nNorthern Sydney\nWestern Sydney\nSydney\nSouth Western Sydney\nSouth Eastern Sydney\n\n\nNSW Health\t\nAnnual Report 2022–23   :  NSW Health Organisations   :  page 288\nCentral Coast Local Health District\nHolden Street, Gosford NSW 2250 \nTelephone: 4320 2111 \nEmail: CCLHD-Feedback@health.nsw.gov.au \nWebsite: www.cclhd.health.nsw.gov.au \nBusiness hours: 8:30am–5pm, Monday to Friday\nChief Executive\nScott McLachlan \nScott came on board as Chief \nExecutive in November 2021, having \nheld leadership roles in both private \nand public health systems across the \npast two decades. Raised in country NSW, he understands \nthe highly complex landscape of the healthcare \nenvironment and the unique challenges of healthcare \ndelivery in regional Australia. Scott is passionately \nmotivated every day to lead improvements in health \noutcomes for the community through authentic \nengagement, strong collaboration with clinicians, strategic \npartnerships and fostering innovation. Scott was previously \nChief Executive at Western NSW Local Health District \nfor eight years.\nYear in review\nCentral Coast Local Health District provided high-quality \ncare to our community, working towards our vision of \ndelivering exceptional and timely care in the right place, \nfor every patient, every time. \nWe launched our Central Coast Health Care at Home \nprogram, a partnership with general practitioners, the \nPrimary Health Network, residential aged care facilities \nand NSW Ambulance, to support people to receive care \nfrom community-based services as an alternative to \nhospital, where it is safe to do so. \nProviding virtual care, aged care and a medically-led \nhospital in the home model, the program is delivering care \nwhere people need it while helping to free up capacity in \nour hospitals. \nOur focus on timely access to care led to reduced wait \ntimes and meant that all of our patients had their planned \nsurgery within the recommended timeframes for NSW. \nOur staff continued to develop new ways to improve the \npatient experience and the care we provide, and we \ncelebrated some of these outstanding achievements \nby our staff at our Caring for the Coast Awards night. \nA new approach to recruitment supported hiring managers \nin finding and retaining candidates, while wellbeing, peer \nsupport and mentoring programs were introduced to \nsupport and engage staff. \nWe thank our teams for their outstanding efforts, \ncommitment and dedication.\nKey achievements\n•\tImplemented a range of pharmacy initiatives, including \nthe NSW Medicines Formulary improving patient safety \nand achieving cost savings. \n•\tCommissioned a new magnetic resonance imaging as \npart of the Wyong Hospital redevelopment and \nintroduced a new mammography service to increase \npublic access to medical imaging. \n•\tIntroduced the Cancer Services Rapid Assessment Unit \nproviding cancer patients with an alternative, fast \npathway to care in a familiar setting. \nCentral Coast Local Health District:  Demographic summary\nSize\nCulture\nHealth challenges\n194,949 km2\n11% Aboriginal or Torres Strait \nIslander background\n6% born overseas\n4% speak a language other than \nEnglish\nBarkandji, Wilyakali, Ngiyampaa, \nMuthi, Wadigali, Malyangaba and \nWangkumara peoples are the \ntraditional custodians of the land\nAboriginal health and wellbeing \nChronic disease, including \ndiabetes, cardiovascular disease, \nchronic obstructive pulmonary \ndisease and cancer \nSmoking during pregnancy\nSuicide\nChildhood vulnerability\nPopulation size\n27,994\nProjected to decrease to 24,326 \nby 2033\nAge\n17% aged 70+ \n70+ age group predicted to \nincrease to 23% by 2033\n\n\nNSW Health\t\nAnnual Report 2022–23   :  NSW Health Organisations  :  page 289\nFar West Local Health District:  Demographic summary\nSize\nCulture\nHealth challenges\n194,949 km2\n13.8% Aboriginal or Torres Strait \nIslander background\n6% born overseas\n4% speak a language other \nthan English\nBarkandji, Wilyakali, Ngiyampaa, \nMuthi, Wadigali, Malyangaba and \nWangkumara peoples are the \ntraditional custodians of the land\nAboriginal health and wellbeing\nChronic disease, including \ndiabetes, cardiovascular disease, \nchronic obstructive pulmonary \ndisease and cancer\nSmoking during pregnancy\nSuicide\nChildhood vulnerability\nPopulation size\n27,994\nProjected to decrease to 24,326 by \n2033\nAge\n17% aged 70+ \n70+ age group predicted to \nincrease to 23% by 2033\n•\tProgressed essential infrastructure projects including: \n-\t \u0007\nCollaborating with a diverse group of stakeholders to \ndesign and build an Aboriginal therapeutic cultural \nand outdoor therapy garden at headspace Lake Haven \n-\t \u0007\nContinuing works at Long Jetty Healthcare to deliver \nintegrated community health services and an urgent \ncare centre. \n•\tFocused on environmental sustainability with the \ncreation of a Net Zero Action plan and: \n-\t \u0007\nCompleted a car park PV solar system which supplies \naround 13% of Wyong Hospital’s electricity \n-\t \u0007\nInstalled two electric vehicle charging stations at \nGosford Hospital to support the rollout of electric \nvehicles. \n•\tImplemented an Aboriginal Liaison Service at Gosford \nEmergency Department to support culturally appropriate \ncare for our growing Aboriginal population. \n•\tLaunched Rapid Access to Care and Evaluation model, \nproviding multidisciplinary care to facilitate early and \nsupported discharge for elderly and frail patients \naccessing emergency department and not requiring \ninpatient admission. \n•\tDelivered an innovative program of nurse-led \nopportunistic vaccination for patients, delivering more \nthan 600 COVID-19 or influenza vaccines to vulnerable \npatients across 25 hospital wards, nine outpatient clinics \nand three community centres. \n•\tOpened the co-designed, peer-led Safe Haven at Gosford \nHospital, to provide compassionate care to those in \nsuicide distress on the Central Coast. \nFar West Local Health District\n2-4 Sulphide Street, Broken Hill NSW 2880 \nTelephone: (08) 8080 1333 \nEmail: FWLHD-Feedback@health.nsw.gov.au \nWebsite: www.fwlhd.health.nsw.gov.au \nBusiness hours: 8:30am–5pm, Monday to Friday\nChief Executive\nBrad Astill \nJuly 2022 to June 2023\nBrad Astill was appointed to the Chief \nExecutive role in December 2022. Brad \nis a skilled and seasoned senior health manager with \nextensive expertise in overseeing a range of services, \nspanning from individual clinical departments to one of \nAustralia’s most expansive tertiary/quaternary health \ncampuses. His proficiency lies in managing complex \norganisations, navigating activity-based funding systems, \nconducting operations analysis, and facilitating comprehensive \nreviews. Furthermore, Brad has considerable experience \nwith clinical service benchmarking, performance \nevaluations and comparative assessments. He has \npreviously acted in a number of senior executive roles in \nNSW local health districts, including as the Interim Chief \nExecutive at Far West Local Health District.\nUmit Agis \nJanuary 2020 to July 2022 \nUmit Agis was appointed to the Chief \nExecutive role in January 2020. Umit’s \ncareer in health service delivery spans \nmore than 25 years, with the last 15 in \nsenior management including executive roles at Country \nHealth SA, and at Tasmanian Mental Health Services, \nForensic Mental Health Services, Prison Health, Forensic \nMental Health Services and the Drug and Alcohol Services.\n\n\nNSW Health\t\nAnnual Report 2022–23   :  NSW Health Organisations   :  page 290\nYear in review\nThe focus for Far West Local Health District in 2022-23 \nwas consolidating relationships and partnerships with \ninternal and external stakeholders. In doing so, we have \nbeen able to provide increased services and staff \ndevelopment across the district.\nThe unique landscape in the Far West is host to some of \nthe biggest outback festivals from the three-day Broken \nHeel Festival showcasing drag and disco to the red earth \nof the Mundi Mundi Bash – a remote three-day music and \ncamping event showcasing some of the world’s greatest \nartists. Our staff as part of their communities work as \nvolunteers and professionals to support these great events \nand promote the communities. \nThe district has established two community advisory \ncommittees, the Carer Advisory Committee, and the Youth \nHealth Advisory Committee. The committees will work in \ncollaboration with district in a co-design model, providing a \npathway for carers and young people to be a part of \nresource development, project planning and evaluating, \nand policy review. \nWe continued our focus on our people and capabilities. \nA key achievement during the year was the \ncommencement of the inaugural partnership with \nAustralasian College of Health Service Management \nHealth Management Internship Program. The program \noffers committed, high-potential interns the opportunity \nto develop the skills, capabilities and knowledge required \nto start a career in managing the challenges and \ncomplexities of health service delivery across the district.\nThe district has worked together to ensure excellence in \nrural and remote healthcare was delivered to all our \ncommunities across Far West. \nKey achievements\n•\tImplemented My Emergency Doctor virtual medical \nservices in the Broken Hill Emergency Department, \nBalranald Emergency Department and in Broken Hill \ncommunity-based services such as Integrated Care and \nCommunity Nursing. The virtual medical service was \ntailored to non-urgent patient categories and in response \nto improve access of general practitioner service and \nprimary healthcare. My Emergency Doctor is a telehealth \nmodel of care available to consumers. \n•\tHosted the Aboriginal Mental Health and Wellbeing \nForum. With the theme of Tune into Country, the forum \nwas well attended by people from across NSW. Day one \nwas a full day of presentations, including from our first \nAboriginal Trainee in the Violence, Abuse and Neglect \nService NSW - Safe Wayz Clinician Violence, Abuse and \nNeglect Service.\n•\tCompleted the master planning phase of the $10 million \nBroken Hill Hospital’s emergency department upgrade.\n•\tBased in Broken Hill, Rebecca Smith, Manager of \nintegrated care for the district was awarded the Allied \nHealth Leader of the Year at the 2022 NSW Health \nExcellence in Allied Health Awards. \n•\tThe release of the Safety and Quality Newsletter by the \nClinical Governance Unit has successfully engaged \nhealthcare professionals on patient safety and quality \ncare, and empowered people to uphold the highest \nstandards of patient care.\n•\tThe district has developed and implemented the Far West \nLHD Nursing and Midwifery Career Pathways Guideline. \nThe pathways encompass tertiary qualifications with \ncontextualised pathways linked to the NSW Health \nWorkforce Plan 2022-2032, and other key workforce plans. \nThe Career Pathways Guideline addresses the individual’s \ncareer aspirations and requirements, to achieve their \nprofessional goals, while being supported holistically \nin our district. \n•\tOctober 2022 marked the unveiling of the concept design \nof the Wentworth Health Service redevelopment, which \nshowcased the plans for the new hospital’s construction. \n•\tThe dedication to improving alcohol and other drug \nservices was evident through increased investment from \nthe Special Commission of Inquiry into the Drug 'Ice' \nReport. This funding allowed for the expansion of alcohol \nand other drug teams, particularly in the vital area of \nyouth services, resulting in improved support and \nexpertise for those in need.\n•\tVirtual Nurse Assist is a very exciting new telehealth \nproject implemented in collaboration with Sydney Local \nHealth District this year. A highly skilled clinical nurse \nconsultant provides virtual support to frontline nurses in \nthe district who call a central number from any of the \nremote facilities in the Far West. The use of cameras and \nspeakers in the room assists the virtual consultant to be \nable to see everything that is happening and the patient \ncan be introduced to them as if they are in the room. \n•\tFar West continues to maintain a high level of excellence \nin specialist palliative care service provision, with 98% of \npatients known to specialist palliative care dying in their \npreferred place. Palliative care funded refurbishments \nhave occurred in Wilcannia and Balranald Multipurpose \nServices to ensure a room with a more home-like \nenvironment is available for palliative care patients and \ntheir families. \n\n\nNSW Health\t\nAnnual Report 2022–23   :  NSW Health Organisations  :  page 291\nHunter New England \nLocal Health District\nLookout Road, New Lambton Heights NSW 2305\nTelephone: 4985 5522 \nEmail: HNELHD-SRC@health.nsw.gov.au \nWebsite: www.hnehealth.nsw.gov.au \nBusiness hours: 8:30am–5pm, Monday to Friday\nChief Executive\nTracey McCosker PSM\nFrom April 2023 \nTracey McCosker, Chief Executive \nHunter New England Local Health \nDistrict, has worked in the NSW public \nhealth system for more than 30 years, starting as Business \nManager for Hunter Area Pathology Service, and then in \nsenior roles across the district’s finance, corporate and \nclinical services.\nIn 2012, Tracey was appointed Chief Executive of NSW \nHealth Pathology, leading the establishment of an \nintegrated statewide public pathology service. In 2018, \nshe was awarded an Australian Public Service Medal for \noutstanding service to public health in NSW.\nTracey has a Bachelor of Commerce from the University \nof Newcastle, and a Master of Business Administration \nfrom the University of Southern Queensland. She is a \nmember of the Australian Institute of Company Directors.\nLeading one of the largest local health districts in NSW, \nTracey is committed to guiding an organisation that models \nrespect and inclusion, fosters an innovative and cohesive \nworkforce, and is focused on delivering high-quality \npatient-centred care.\nPrevious Chief Executive\nMichael DiRienzo\nFrom January 2011 to \nMarch 2023\nMichael DiRienzo holds tertiary \nqualifications in commerce and \neconomics. He held senior positions in a \nrange of manufacturing organisations prior to entering the \nhealth field. Michael has extensive experience in senior \nmanagement roles within health support services and was \nsenior operational leader of the district’s major referral \nhospitals prior to becoming Chief Executive in January 2011.\nYear in review\nHunter New England Local Health District continued to \ndeliver sustainable and equitable healthcare to almost one \nmillion people. \nOur dedicated staff were at the centre of these efforts, \nhelping to shape the future of health through their \ninnovative thinking, commitment to new models of care, \nand focus on excellent patient outcomes. \nTogether we expanded telehealth services, ensuring a \nreliable alternative to onsite medical coverage, established \nmore nurse practitioners, and increased our virtual kid’s \nservice to complement our face-to-face care and provide \ntreatment to children from their homes. \nOur steadfast commitment to build facilities that meet \nthe future needs of our communities was accelerated with \nnine redevelopments in the planning stages or underway \n– including the $835 million John Hunter Health and \nInnovation Precinct. \nWe also delivered 44 modular accommodation units \nfeaturing sustainable building practices, to encourage more \nhealth staff to our rural and regional areas and aligning to \nour commitment to be carbon and waste neutral by 2030. \nHunter New England Local Health District:  Demographic summary\nCulture\nHealth challenges\n131,785 km2\n9.1% Aboriginal or Torres Strait \nIslander background\n15% born overseas\n5% speak a language other than \nEnglish\nThe Kamilaroi, Gomilaroi, \nGeawegal, Bahtabah, Thungutti, \nAwabakal, Aniawan, Biripi, Worimi, \nNganyaywana, Wonnarua, Banbai, \nNgoorabul, Bundjalung, Yallaroi \nand Darkinung peoples are the \ntraditional custodians of the land\nMental health conditions\nKidney disease\nStroke\nEar, nose and throat conditions\nGastrointestinal disease\nPopulation size\n950,298\nProjected to increase to 1,046,874 \nby 2033\nAge\n18% aged 70+ \n70+ age group predicted to \nincrease to 190,660 by 2033\n\n\nNSW Health\t\nAnnual Report 2022–23   :  NSW Health Organisations   :  page 292\nWe continue to look at ways to further support and \nempower our staff through improved flexibility and \nwellbeing initiatives, alongside fostering a culture of \nconstant learning and collaboration.\nKey achievements\n•\tUnveiled the first purpose-built Health Innovation Living \nLab in the district, in partnership with the University of \nNewcastle. \n•\tIntroduced 44 sustainable accommodation units for \nvisiting frontline health staff. \n•\tImproved access to diabetes care in rural and regional \nareas with a $12.4 million five-year partnership.\n•\tIntroduced mental health first responders in partnership \nwith NSW Police and NSW Ambulance that provides \n24/7 access to specialised triage services via virtual care.\n•\tAnnounced Tamworth Hospital will be home to a new \n$2 million positron emission tomography scanner.\n•\tCommenced work on the first publicly funded residential \neating disorders treatment centre in the state.\n•\tIntroduced My Emergency Doctor to provide virtual \nsupport.\n•\tLaunched our inaugural mobile dental van providing \naccess to dental services for rural and remote \ncommunities that would otherwise be required to travel \nlong distances.\n•\tIntroduced a virtual kid’s service that supported 5,700 \nchildren in the past 12 months, reducing presentations \nto our emergency department. \n•\tIncreased our total number of nurse practitioners and \ntransitional nurse practitioners to 85 across 20 \nsubspecialties, the highest across NSW.\nIllawarra Shoalhaven \nLocal Health District\nSuite 2, Level 2, 67-71 King Street Warrawong NSW 2502\nTelephone: 4221 6899\nEmail: ISLHD-CEOffice@health.nsw.gov.au\nWebsite: www.islhd.health.nsw.gov.au\nBusiness hours: 8:30am–5pm, Monday to Friday\nChief Executive\nMargot Mains\nMargot Mains began her career as a \nnurse and held senior leadership roles in \nhealth in New Zealand and South \nAustralia, before taking up the position of Chief Executive \nof the Illawarra Shoalhaven Local Health District in 2014. \nMargot has extensive health executive leadership and \nmanagement experience at hospital and district level. She \nalso holds a Bachelor of Laws. Margot has led the district \nthrough a significant period of change, including leadership \nreform and the COVID-19 pandemic, and has a strong focus \non research. \nMargot is a fellow of the University of Wollongong, \nadmitted in recognition of her expertise and strategic \nleadership for improving health outcomes and connections \nacross the Illawarra and Shoalhaven healthcare \ncommunity.\nYear in review\nThe district experienced its busiest year with demand for \nemergency services and inpatient care at their highest \nlevels. The focus has been on developing strategies to \nimprove access to services and flow of patients through \nour hospitals. \nIllawarra Shoalhaven Local Health District:  Demographic summary\nSize\nCulture\nHealth challenges\n5620.2 km²\n5.2% Aboriginal or Torres Strait \nIslander background\n22% born overseas\n11.3% speak a language other than \nEnglish\nDharawal and Yuin peoples are the \ntraditional custodians of the land\nCancer\nHeart disease\nInjuries\nMental health\nRespiratory disease\nPopulation size\nPopulation size: 428,500\nProjected to increase to \n502,678 by 2033\nAge\n14.7% aged 70+ \n70+ age group predicted to \nincrease to 17.9% by 2033\n\n\nNSW Health\t\nAnnual Report 2022–23   :  NSW Health Organisations  :  page 293\nThis included ongoing enhancements to our virtual care \ncapability and how we work with residential aged care \nfacility providers to better support timely discharge for \nolder patients who no longer need hospital-based care.\nLearnings from our COVID-19 response have continued \nto inform service improvements, including the development \nand implementation of automated epidemiological \nreporting, upgrades to data and analytics platforms and \ne-waste reduction strategies to better support our digital \nsystems.\nOur pledge to Close the Gap for our Aboriginal \ncommunities was reconfirmed this year with the signing \nof a new Statement of Commitment to Aboriginal Health. \nWe commenced the development of the Aboriginal Mental \nHealth Implementation Plan and have progressed plans \nto elevate Aboriginal leadership.\nOur staff have again continued to deliver outstanding \nservices amidst the ongoing challenges faced by the \nhealth sector. We also celebrated important milestones \nincluding completion of a four-year project to redevelop \nWollongong Hospital Children’s Ward and the \nrefurbishment of the Cardiology Unit.\nKey achievements\n•\tSignificantly increased capacity to deliver virtual-based \nhealthcare, including the establishment of a virtual \nhospital ward to enable post-discharge care in the home \nfor almost 1,000 patients. The district has also enabled \n150 clinical services to provide virtual consultation, review \nand care management for patients in rural and regional \nareas. \n•\tRecognised by the Clinical Excellence Commission as one \nof the first NSW Health entities to deliver the inaugural \nAdept Applied Safety and Quality Program, aimed at \ndeveloping capability to lead local safety and quality \nimprovements. More than 20 participants graduated from \nthe first cohort in the district. \n•\tImplemented a nurse practitioner-led model of care at the \nBulli Urgent Care Centre, better supporting a growing \nnumber of patients with lower acuity conditions. This has \nenabled the facility to treat twice as many presentations \nat Bulli compared to the previous year, while supporting \nthe nearby Wollongong Emergency Department to better \nmanage more serious and emergency presentations. \n•\tEstablished a program to enable patients to leave hospital \nsooner following joint replacement surgery. At \nWollongong, patients were able to be safely discharged \nafter 1.45 days, down from 5.1 days, thanks to the use of \nvirtual technology. \n•\tIntroduced initiatives to improve the health, wellbeing and \nsafety of staff including the Colleague Wellbeing \nProgram and the Lone Work Pilot, which uses an app to \nenhance safety for those working in the community. \n•\tReduced the total number of adult patients waiting for \ndental assessment and treatment by 63%. \n•\tEngaged 339 early childhood educators for a Children’s \nHealth and Development Webinar Series aimed at \nimproving the identification and early intervention of \ndevelopmental delay in children. \n•\tOpened the Shellharbour Hospital Psychiatric Emergency \nCare Centre in March 2022, with a new model of care to \nprovide rapid mental health interventions. \n•\tLaunched a dedicated Hepatitis C mobile clinic, taking \nservices on the road to remote settings for point of \ncare assessment and treatment. The C Side Van visited \n30 sites across the district in the first six months\nof operation. \n•\tProgressed capital works projects across the district, \nincluding the Shoalhaven Hospital Redevelopment, the \nnew Shellharbour Hospital and Integrated Services \nProject and associated improvement works at Bulli and \nWollongong Hospitals.\nMid North Coast\nLocal Health District\nMorton Street Port Macquarie NSW 2444 \nTelephone: 1800 726 997 \nEmail: MNCLHD-ConsumerRelations@health.nsw.gov.au \nWebsite: www.mnclhd.health.nsw.gov.au \nBusiness hours: 8:30am–5pm, Monday to Friday\nChief Executive\nStewart Dowrick\nStewart Dowrick began his career in \nhealthcare administration at the then \nChildren’s Hospital at Camperdown in \n1989. He moved to the Central Coast \nArea Health Service in 1993 and the Mid North Coast Area \nHealth Service in 1999. Since 2000, he has held numerous \nexecutive positions with the Mid North Coast and North \nCoast Area Health Service and was appointed Chief \nExecutive at the beginning of 2011. Stewart has a particular \ninterest in health service partnership and service partners \nworking together. He holds an Honorary Doctorate in \nHealth Studies, and tertiary qualifications from the \nUniversity of New South Wales, the University of Newcastle \nand the Australian Institute of Company Directors.\nYear in review\nThe many achievements and milestones of the past year \nare testament to the resilience and resourcefulness of the \nMid North Coast Local Health District team.\nFuelled by a drive to continually improve, the district has \nbuilt on the strengths of its workforce and the robustness \nof its research to deliver health outcomes the people living \non the Mid North Coast deserve.\n\n\nNSW Health\t\nAnnual Report 2022–23   :  NSW Health Organisations   :  page 294\nEmbracing innovation and change, and fostering new and \nimproved ways of delivering care, has helped the district \ndeliver on its commitment of best practice healthcare. \nIn the past 12 months, the district has continued to forge \nvalued partnerships, driving collaboration and growth, \nand laying the foundation for innovation inspired by the \nhealthcare needs of our communities.\nHelping the community and supporting local hospitals is \nsomething dedicated volunteers have been doing for \ndecades. The return of all volunteers to their roles in the \nhealthcare setting was celebrated by staff, patients and \nvisitors.\nThe Mid North Coast Local Health District recognises \nthe outstanding work of its 5,500 staff who provide health \nand support services to improve health outcomes of our \npatients, and clients. It is through their commitment and \ndedication that the remarkable accomplishments of the \nlocal health district are possible.\nKey achievements\n•\tCommenced construction of a $21.5 million rooftop \nhelipad project at Port Macquarie Base Hospital to \nprovide patients with the most direct route to the \nemergency department and operating theatres. \n•\tLaunched the Mid North Coast Local Health District \nStrategic Plan 2022-2032 with a commitment to \ncontinually advancing and evolving to meet the needs of \nour community into the future.\n•\tTransitioned the Nambucca Valley Dialysis Unit from a \nprivately leased health clinic into the purpose-built facility \nat Nambucca HealthOne. The unit provides nurse-led \nhaemodialysis to low-risk patients, operating six days \na week.\n•\tLaunched a McGrath Breast Care Nurse position at \nKempsey District Hospital focused on supporting \nAboriginal patients and their families. This is a \ncollaboration between the hospital, Mid North Coast \nCancer Institute and the McGrath Foundation.\n•\tEstablished the North Coast Youth Vaping Taskforce \nto protect young people from the harms of e-cigarettes. \nThis is a collaboration involving the North Coast \nPopulation and Public Health Unit, Health Promotion \nteam from Mid North Coast Local Health District \nand key stakeholders. \n•\tCelebrated the completion of the $194 million \nCoffs Harbour Health Campus Expansion Project \nand the opening of the Camden Haven HealthOne \ncentre at Laurieton.\n•\tAchieved recognition in the 2022 NSW Health Awards \nwith the Words Matter Coffs Harbour Mental Health \nproject receiving the People and Culture Award and \nmembers of the Mid North Coast stroke care team \nrecognised as part of the award-winning Telestroke \nprogram. Port Macquarie social worker Jessica Trembath \nreceived the Allied Health Professional of the Year \naward at the annual NSW Allied Health Awards. \nRegistered Nurse Rachael Roach was named joint winner \nof the New to Practice Nurse/Midwife of the Year in the \n2022 Excellence in Nursing and Midwifery Awards.\n•\tCelebrated the achievements of staff and volunteers \nat the 2022 Mid North Coast Local Health District Health \nInnovation Awards.\n•\tUnveiled a community mural at Bowraville HealthOne \ndepicting the story of Aboriginal women who walked for \ndays to give birth at Bellingen Hospital. This project \ninvolved Aboriginal women spanning generations coming \ntogether to learn, create and heal.\nMid North Coast Local Health District:  Demographic summary\nSize\nCulture\nHealth challenges\n11,335 km2\n8.2% Aboriginal or Torres Strait \nIslander background\n13% born overseas\n6% speak a language other than \nEnglish\nBirpai, Dunghutti, Gumbaynggirr \nand Nganyaywana peoples are the \ntraditional custodians of the land\nAgeing population with complex \nneeds\nHigh rates of risky lifestyle \nbehaviour and bio-medical risk: \noverweight/ obese, inadequate \nphysical exercise, high blood \npressure, high blood glucose, \nsmoking rates, alcohol rates\nMental Health conditions and \nAlcohol and other drug use\nChronic disease\nHigh rates of prostate, melanoma, \nbreast, lung and colon cancer\nPopulation size\n229,771\nProjected to increase to 245,694 \nby 2033\nAge\n20% aged 70+ \n70+ age group predicted to \nincrease to 24% by 2033\n\n\nNSW Health\t\nAnnual Report 2022–23   :  NSW Health Organisations  :  page 295\n•\tPrioritised sustainability initiatives to address climate \nchange such as the installation of a large-scale battery \nenergy storage system at Port Macquarie Base Hospital, \nthe establishment of a district-wide Sustainable \nHealthcare Team and the development of a draft \nSustainable Healthcare Implementation Plan.\nMurrumbidgee Local Health District\nLevel 1, 193-195 Morgan Street Wagga Wagga NSW 2650 \nTelephone: 5943 2003 \nEmail: MLHD-FeedBack@health.nsw.gov.au \nWebsite: www.mlhd.health.nsw.gov.au \nBusiness hours: 8:30am–5pm, Monday to Friday\nChief Executive\nJill Ludford \nJill Ludford leads a team of 5,000 staff \nwho deliver healthcare across 47 \nhealth facilities in the Riverina Murray \nregion. Having started her career as a \nclinician, Jill is passionate about improving access to \nessential healthcare in rural communities and advocates \nfor building digitally enabled systems where hospitals and \nprimary care are working as one. She is building an \norganisation known for ingenuity that explores rural issues \nand develops rural solutions.\nUnder Jill’s leadership, the district has sponsored new \nmodels of patient care, improved patient experience \nand introduced staff wellbeing programs. Jill has strong \nlinks with the regional community and has fostered \npartnerships with a wide range of stakeholders, including \nnon-government organisations, Aboriginal services and \ntertiary institutions.\nYear in review\nThis year we have partnered with health and education \nproviders and our local communities to design innovative \nand practical ways to provide our people with exceptional \nrural healthcare. We have invested in new models of care \nfor improved access to care closer to home and expanded \nour approach to providing multidisciplinary care for people \nliving with chronic disease.\nWith a focus on growing our own workforce, we have \ndeveloped end-to-end training pathways for doctors and \nnurses, creating innovative pathways for local people to \ntrain and grow careers within our region. \nMajor capital projects across the district have reached \nimportant milestones, including the completion of the \nWagga Wagga Base Hospital Redevelopment, completing \nthe 10-year project. New redevelopment projects at \nTemora District Hospital and Finley Health Service \nhave commenced, while the Griffith Base Hospital \nRedevelopment remains on track for its 2025 completion.\nOur commitment to community engagement was \nrecognised at the 2022 NSW Health Awards with our \nWagga Wagga Local Health Advisory Committee Chair \nwinning NSW Health’s Volunteer of the Year Award. \nI express my gratitude for the contribution and resilience of \nour dedicated staff, volunteers, partner organisations and \nour communities – we strive together for our people. \nKey achievements\n•\tNational recognition was achieved for the Murrumbidgee \nModel – the first single employer model in NSW that \nincreases the number of rural generalists in rural and \nregional areas. The single employer model provides a \ntailored, coordinated pathway for doctors wanting to \nbecome Rural Generalists during their training in public \nhealth facilities and general practitioner practices.\nMurrumbidgee Local Health District:  Demographic summary\nSize\nCulture\nHealth challenges\n125,243 km2\n5.9% Aboriginal or Torres Strait \nIslander background\n10.3% born overseas\n7.5% speak a language other \nthan English\nWiradjuri, Yorta Yorta, Baraba \nBaraba, Wemba Wemba and \nNari Nari peoples are the \ntraditional custodians of the land\nMental Health\nCancer\nChronic Disease\nObesity\nDeath from road traffic accidents\nPopulation size\nPopulation size: 248,087\nProjected to increase to 259,233 \nby 2033\nAge\n15% aged 70+ \n70+ age group predicted to \nincrease to 49,835 by 2033\n\n\nNSW Health\t\nAnnual Report 2022–23   :  NSW Health Organisations   :  page 296\n•\tA Virtual Nurse Assist model was implemented to support \nthe capability and growth of our early career workforce. \nHighly skilled clinical nurse consultants provide virtual \nsupport to frontline nurses across the district supporting \nthem to provide safe clinical care in their emergency \ndepartments and on the wards of rural hospitals. \n•\tNew signage was installed at every healthcare service \nwith a commitment to our consumers, Acknowledgement \nof Country and the NSW Health Apology to the Stolen \nGenerations, as part of the district’s commitment to \ncreating a culturally safe and welcoming environment.\n•\tThe district has partnered with Concord Burns unit to \ndeliver Teleburns – a model of care that connects \nconsumers to medical specialists virtually. This initiative \nalleviates unnecessary travel to metropolitan areas while \ndelivering effective burns treatment to consumers closer \nto home.\n•\tClinical yarning has been adopted as a patient-centred \napproach that finds common ground and creates a \nrelationship for effective communication and enhances \ncultural safety for Aboriginal and Torres Strait Islander \npatients and their families.\n•\tThe Murrumbidgee School Based Traineeship Program \nprovides a supported career pathway from school to \nwork. The traineeships provide the opportunity for \nstudents to attain a nationally recognised vocational \neducation and training qualification and their Higher \nSchool Certificate while gaining valuable work skills and \nexperience through paid employment.\n•\tRevolutionary technology has been adopted in oral health \nservices to digitally test the dental unit waterlines, \nproviding an immediate calibrated and reliable result, and \nfreeing up dental chairs to be used for patients. Previous \nmethods of testing waterlines for biofilms were time and \nlabour intensive.\n•\tWomen have enhanced access to vital breast cancer \nassessment services, with a new BreastScreen Mobile \nAssessment service which enables women to receive \nfollow-up tests closer to home, resulting in improved \nclient satisfaction. \n•\tGriffith Ophthalmology - Saving Sight is Our Vision, in \npartnership with Gordon Eye Clinic, St Vincent's Hospital \nand Foresight Australia, we have developed a public \nophthalmology service with improved access to eye \nclinics and cataract surgery. The model of care has \ndelivered streamlined referral and assessment and \nimproved communication between providers.\n•\tThe Emergency to Community initiative aims to \nreduce the number of avoidable emergency \ndepartment presentations for vulnerable consumers. \nA multidisciplinary team work with consumers who \npresent frequently to emergency department to \nimprove their treatment, self-management plans and \nquality of life in the community.\nNepean Blue Mountains \nLocal Health District\nNepean Hospital Derby Street, Penrith NSW 2750 \nTelephone: 4734 2000 \nEmail: NBMLHD-mail@health.nsw.gov.au \nWebsite: www.nbmlhd.health.nsw.gov.au \nBusiness hours: 8:30am–5pm, Monday to Friday\nChief Executive\nKay Hyman\nKay Hyman has proudly held the role of \nChief Executive for 12 years. Kay is \npassionate about addressing health \nneeds of the local health district’s \ncommunities and Closing the Gap for \nAboriginal health.\nNepean Blue Mountains Local Health District:  Demographic summary\nSize\nCulture\nHealth challenges\n9,179km2\n4.7% Aboriginal or Torres Strait \nIslander background\n20% born overseas\n14% speak a language other \nthan English\nDarug, Gundungarra and Wiradjuri \npeoples are the traditional \ncustodians of the land\nCancer\nCirculatory Disease\nRespiratory Disease\nInjury & Poisoning\nMental Disorders\nPopulation size\n387,316\nProjected to increase to 416,887 by \n2033\nAge\n11% aged 70+ \n70+ age group predicted to \nincrease to 64,584 by 2033\n\n\nNSW Health\t\nAnnual Report 2022–23   :  NSW Health Organisations  :  page 297\nYear in review\nOur collaboration with patients, consumers, staff and \nstakeholders this year continues a long-standing tradition \nof working with our communities to help shape and deliver \nservices. \nThis year we actively engaged consumer and patient \ngroups to collaboratively address challenges and gaps in \ndelivering services for people living with a disability, and \nour Aboriginal and culturally and linguistically diverse \ncommunities. \nWe embarked on an exciting new chapter of planning \nfuture clinical services in the Blue Mountains. \nAs a growing hub for innovation and research, we saw \nachievements in the use of artificial intelligence in patient \ncare, robotic technology, laser therapy treatment, and \ngestational diabetes studies being trialled across Nepean \nBlue Mountains. \nSustainable healthcare remained a priority with support for \nstaff-led initiatives as well as larger projects in carbon \nfootprinting, helping to ensure a healthier, greener future \nfor our community, patients and staff. \nWe also continued the focus on developing and engaging \nour staff through a dedicated staff feedback group to \nunderstand their ideas and the establishment of NBMLHD \nPride, a growing network of allies for our diverse workforce \nand community.\nKey achievements\n•\tAchieved excellent outcomes in stroke rehabilitation at \nBlue Mountains District ANZAC Memorial Hospital.\n•\tInvolved consumers in a clinical redesign project to \nimprove service engagement and health outcomes for \nAboriginal clients following discharge from hospital. \n•\tOpened the new Nepean Hospital Emergency \nDepartment. \n•\tEstablished first partnership with NSW Ambulance \nto deliver maternity care training to paramedics.\n•\tContinued clinical services planning for the Blue \nMountains community. \n•\tReceived the highest possible rating for national quality \nmeasures at Portland Tabulam Health Centre. \n•\tLaunched additional free, safe and welcoming mental \nhealth support with Safe Haven, Penrith for people \nexperiencing acute psychological distress and \nsuicidal crisis. \n•\tMaddison Williams named Aboriginal Allied Health \nProfessional of the year; Julie Longson awarded NSW \nCredentialled Diabetes Educator of the year by Australian \nDiabetes Educators Association. \n•\tSite of breakthrough trial using robotic laser therapy for \nprostate cancer treatment at Nepean Hospital. \n•\tAwarded Silver for Climate Leadership in 2022 Climate \nChallenge Awards as part of the Health Care Climate \nChallenge initiative.\nNorthern NSW Local Health District\nCrawford House Hunter Street, Lismore NSW 2480 \nTelephone: 6620 2100 \nWebsite: www.nnswlhd.health.nsw.gov.au \nBusiness hours: 8:30am–5pm\nActing Chief Executive\nLynne Weir \nFebruary 2023 to June 2023\nLynne Weir commenced working in \nhealth as a nurse, undertaking her \ntraining in Sydney. \nNorthern NSW Local Health District:  Demographic summary\nSize\nCulture\nHealth challenges\n20,732 km2\n6.4% Aboriginal or Torres Strait \nIslander background\n12.9% born overseas\n7.7% speak a language other than \nEnglish\nBundjalung, Githabul, \nGumbaynggirr, \nand Yaegl peoples are the \ntraditional custodians of the land\nPoor health behaviours, such as \nrisky alcohol consumption, smoking \nduring pregnancy and physical \ninactivity\nComplex and chronic disease and \nageing-related conditions\nHigh cancer incidence and \nmortality\nHigh rates of hospitalisation \nfor type 1 diabetes, intentional \nself-harm, and illicit drugs, along \nwith high rates of suicide\nPopulation size\n311,177\nProjected to increase to 327,380 by \n2033\nAge\n17.2% aged 70+ \n70+ age group predicted to \nincrease to 23.1% by 2033\n\n\nNSW Health\t\nAnnual Report 2022–23   :  NSW Health Organisations   :  page 298\nDuring her almost 40-year career, Lynne has held a number \nof clinical and management roles and has a Masters in \nHealth Management.\nBefore moving to the Northern Rivers in 2013, Lynne was \nthe Director Clinical Operations and acted as Chief \nExecutive for Western NSW Local Health District.\nLynne became Executive Director of the Richmond/\nClarence Health Services Group in 2013, and Director \nClinical Operations in 2017.\nLynne was Acting Chief Executive, Northern NSW Local \nHealth District for periods throughout the COVID-19 \npandemic, and from February to June 2023.\nChief Executive\nWayne Jones \nJuly 2022 to February 2023\n(Biography on page 12)\nYear in review\nServices in Northern NSW returned to business as usual \nthroughout 2022-23, as recovery from the 2022 floods \ncontinued.\nBreastScreen NSW North Coast delivered screening to \nwomen in rural and remote communities through loan \nbuses from other BreastScreen NSW services, following \nthe loss of their mobile van in the 2022 floods. In early \n2023, they received a refurbished bus to fully recommence \nthe service. The screening participation rate for Aboriginal \nwomen was 47.4%, higher than state average of 44.6%.\nNorthern NSW Local Health District Oral Health services \nre-established a Primary School Mobile Dental Program, \noffering free dental care to remote and regional students. \nThe Oral Health Service reduced patient waitlists by 62% \nand achieved 96% of the Dental Weighted Activity Unit \ntarget.\nPublic Health and Health Promotion teams established the \nNorth Coast Youth Vaping Taskforce to protect young \npeople from the harms of e-cigarettes. Two successful \ncommunity forums informed the development of a regional \naction plan to address youth vaping and strengthen our \nregulatory approach.\nPublic Health formalised its collaboration with Corrective \nServices (Clarence, Balund-a, Jabullum and Baryulgil and \nMalabugilmah Community correctional services) through a \nMemorandum of Understanding to enhance testing of \nsexually transmitted diseases and blood borne viruses in \npriority communities. \nThe district advanced its knowledge of climate health \nimpacts, climate risk and net zero opportunities. In \ncollaboration with Health Infrastructure, the new Tweed \nValley Hospital will have more than one gigawatt of solar \ngeneration capacity, among other environmental features. \nWe have developed waste management capacity, and a \ncomprehensive carbon assessment and net zero pathway \nfor Lismore Base Hospital.\nResearch conducted in partnership with the University \nCentre for Rural Health and the Sax Institute produced a \nrapid review Evidence Check on the impacts of climate \nchange on health and health services in Northern NSW.\nKey achievements\n•\tFounded the Rural Research Collaborative Learning \nNetwork, a rural-led initiative to provide high-quality \nresearch education to healthcare staff working in rural, \nregional and remote areas. The Network involves 10 NSW \nlocal health districts, Health Education and Training \nInstitute and seven Queensland hospital and health \nservices. So far there have been more than 2,200 \nregistrations to attend sessions, 1,100 live session \nattendances and 740 online views of recordings. \n•\tImproved Aboriginal staff engagement and patient \nexperience, exceeding our Aboriginal workforce \nparticipation target, and providing culturally safe care \nsettings through commissioned artworks at Lismore \nBase Hospital. \n•\tExpanded the Emerging Leaders program to include \naspiring allied health professionals, as well as nurses \nand midwives. There are now 60 staff in three cohorts \nattending the 12-month program with ongoing support \nfrom mentors, learning skills in four key areas of \nleadership including, self-development, relationships, \nsystems and culture.\n•\tDelivered the virtual care interpreter service, combining \nthe principles of VirtualCare/Telehealth with the \nstatewide interpreter service, offering end-of-bed service \nfor culturally and linguistically diverse and AUSLAN \npatients, to enable virtual access to interpreter sessions \nfor culturally and linguistically diverse patients with low \nlevels of English proficiency.\n•\tImplemented the Allied Health New Graduate program \nand established a Conjoint Allied Health Academic \nResearcher position.\n•\tDeveloped the local health district’s first Multicultural and \nRefugee Health Strategic Plan, and supported a regional \nMulticultural Forum to engage culturally and linguistically \ndiverse communities and external stakeholders in shared \ndecision-making and planning around culturally and \nlinguistically diverse related health issues. \n\n\nNSW Health\t\nAnnual Report 2022–23   :  NSW Health Organisations  :  page 299\n•\tEntered into a contractual alliance with Bond, Griffith and \nSouthern Cross Universities and TAFE NSW to fund \ninfrastructure construction for undergraduate education \non the Tweed Valley Hospital site, and to create a long-\nterm clinical placement and research relationship \namongst the partners, supporting a pipeline of future \nclinical and non-clinical staff, and boosting research \nand quality assurance capability of the district in the \nlong term. \n•\tImplemented the Patient Flow Unit to improve \ncoordination and communication of patient transfers, \nincreasing the usage of patient transport service for \nclinically suitable patients, with a relative reduction in \nNSW Ambulance transfers. It has prevented unnecessary \ntransfers through teleconferenced specialist \nconsultations.\n•\tIncreased the maturity of Digital Health Governance to \nsupport the demand for, and the dependency on, digital \nhealth capabilities. Formed the Digital Health Clinical \nAdvisory Group, and completed statewide and local ICT \ninfrastructure and clinical system upgrades to enhance \nclinical service delivery and network resilience following \nthe 2022 natural disasters, and the ICT commissioning \ninitiatives for the new Tweed Valley Hospital. \n•\tImplemented a criteria-led discharge model for elective \njoint replacements at Lismore Base Hospital, including \ninterdisciplinary team collaboration to empower nursing \nstaff to mobilising joint replacement patients ahead of \ndischarge from the 23-hour ward on day one post-\noperation.\nNorthern Sydney Local Health District\nReserve Road, St Leonards NSW 2065 \nTelephone: (02) 9462 9955 \nEmail: NSLHD-Mail@health.nsw.gov.au \nWebsite: www.nslhd.health.nsw.gov.au \nBusiness hours: 8:30am–5pm, Monday to Friday\nActing Chief Executive\nLee Gregory\nNovember 2022 to June 2023\nLee was the Acting Chief Executive from \nNovember 2022. Prior to that, he was \nthe Director of Operations for the district. He has been with \nNorthern Sydney Local Health District for more than 30 \nyears, holding many senior positions, including General \nManager of Hornsby Ku-ring-gai Hospital, Director of \nFinance and Director of Operations.\nChief Executive\nDeb Willcox AM\nNovember 2017 to November 2022\n(Biography on page 9)\nYear in review\nTaking care of the health and wellbeing of our patients \nand consumers is the cornerstone of what we do at \nNorthern Sydney Local Health District. We cannot serve \nour community unless our people are healthy and well too. \nEnsuring our workforce is well supported is the key to \ndelivering excellent healthcare. \nThe COVID-19 pandemic changed the way people work \n– employees’ expectations evolved and along with flexible \nworking, diversity, inclusivity and equity were increasingly \nwhat employees expected. \nNorthern Sydney Local Health District:  Demographic summary\nSize\nCulture\nHealth challenges\n900 km2\n0.5% Aboriginal or Torres Strait \nIslander background\n41% born overseas\n34% speak a language other than \nEnglish\nDarug, Guringai, Cammeraygal, \nWallumedegal peoples are the \ntraditional custodians of the land\nAlcohol-related harm\nVaping\nAge-related conditions\nYouth mental health\nInadequate physical activity \nin children\nPopulation size\n958,777\nProjected to increase to 1,029,552 \nby 2033\nAge\n13.2% aged 70+ \n70+ age group predicted to \nincrease to 16.4% by 2033\n\n\nNSW Health\t\nAnnual Report 2022–23   :  NSW Health Organisations   :  page 300\nWe have shown our commitment to make the district a \ngreat place to work regardless of personal background or \nlife experience.\nWe delivered programs that enhanced employment for \nAboriginal peoples and people with a disability. Women in \nmedical leadership was a key focus with some wonderful \ninitiatives supporting female doctors to progress to senior \nclinical and leadership positions. We also delivered a range \nof activities to support culturally and linguistically diverse \nemployees.\nOur patients and communities we serve continued to be at \nthe heart of our work and also our partners, whether that is \nthrough the design of services or through workshops to \ndesign the new Ryde Hospital.\nOur staff should feel immensely proud of their \nachievements in delivering excellence in healthcare to our \npatients and community.\nKey achievements\n•\tOpened Australia’s first young adult and youth hospice \nfor people aged between 15 and 24. Built on the former \nManly Hospital site, the hospice provides respite to \nfamilies whose loved ones have a life-limiting illness.\n•\tRoyal North Shore Hospital’s emergency department was \na finalist in the NSW Premier’s Awards for its domestic \nviolence screening project.\n•\tLaunched the Diversity, Inclusion, Equity and Belonging \nStrategy to support and attract a diverse workforce.\n•\tEstablished the Northern Sydney Long COVID Service to \nassist general practitioners manage patients in the \ncommunity. In collaboration with the Northern Sydney \nPrimary Health Network, the district also established a \nvirtual care centre for general practitioners to seek advice \non patients with COVID-19 and respiratory illnesses.\n•\tImplemented the Real Time Patient Experience Survey \nto provide clinicians real-time assessment of a patient’s \nexperience.\n•\tA group of anaesthetists from Royal North Shore Hospital \nwere awarded funding, as part of the NSW Health \nSustainable Futures Innovation Fund, to develop a device \nthat will convert excess anaesthetic gases, a potent \ngreenhouse gas, into a harmless biproduct.\n•\tOpened Hornsby Ku-ring-gai Hospital’s first renal \ndialysis unit as part of the NSW Government’s \n$265 million Stage 2 redevelopment of the hospital. \n•\tAppointed three clinical research fellows to develop \nresearch capabilities and increase opportunities for \nresearch training. The positions were developed with the \nUniversity of Sydney.\n•\tLaunched an eReferral system to simplify patient \nreferrals. It allows general practitioners to submit \nelectronic referrals to medical and surgical outpatient \nclinics at Royal North Shore Hospital, as well as the \nemergency department and Hospital in the Home \nservices.\n•\tA new purpose-built, six-bed psychiatric emergency care \ncentre opened at Hornsby Ku-ring-gai Hospital. The \nshort-stay mental health unit provides short stay \nassessment, close observation and treatment for \nstabilisation.\nSouth Eastern Sydney \nLocal Health District\nSydney Hospital and Sydney Eye Hospital \n8 Macquarie Street, Sydney NSW 2000 \nTelephone: (02) 9540 7756 \nEmail: SESLHD-Mail@health.nsw.gov.au \nWebsite: www.seslhd.health.nsw.gov.au\nBusiness hours: 8:30am–5pm, Monday to Friday\nChief Executive\nTobi Wilson\nTobi Wilson was appointed the Chief \nExecutive in April 2019.\nTobi is an experienced, progressive \nhealth leader, with a passion for \ninnovation in healthcare. Having started his career as a \nphysiotherapist, Tobi has held leadership roles across \nVictoria, South Australia and NSW. Tobi has a proven track \nrecord of embracing technology to transform the delivery \nof health services.\nIn addition to his substantive position, Tobi holds a number \nof non-executive director positions across health and \nmedical research organisations, including Chair and \nPresident of Health Roundtable, with more than 180 \nhospital members across Australia, New Zealand and the \nMiddle East.\nYear in review\nSupporting our teams to thrive has been a priority in the \npast year, and it was exciting to see the 2022 Wellbeing \nGrants come to life.\nThe district has always taken a strong stand on Closing the \nGap for our Aboriginal community. We celebrated culture \nand acknowledged the history of Aboriginal peoples by \ngathering across our facilities on many occasions to take \npart in cultural ceremonies, song, dance and yarning.\nOur redevelopment teams continue to do terrific work as \nour expansive new hospitals move from plans to reality.\n\n\nNSW Health\t\nAnnual Report 2022–23   :  NSW Health Organisations  :  page 301\nAs well as forging ahead with new services and buildings, \nmaking sure everyone has access to excellent healthcare, \nno matter what their background, is a bedrock of the \ndistrict.\nWe are renowned for the way we care for communities well \nbeyond our hospital wards. This was exemplified when we \nstepped in to help residents evacuate from their homes \ndue to torrential rain.\nAnother milestone was the gradual return of our volunteers \nafter a hiatus resulting from the pandemic. These unsung \nheroes make an enormous contribution.\nA heartfelt thank you to each and every member of the \nSouth Eastern Sydney Local Health District community,\nfor your tireless work and devotion in the past year.\nKey achievements\n•\tPrince of Wales Hospital Acute Services Building opened \nits doors to the public after more than seven years of \ndesign consultation, construction, planning and \ncommissioning. The Acute Services Building will enhance \nthe patient experience through new and improved \ntechnology, intuitive way finding and bright, open spaces.\n•\tA surgical team at the Royal Hospital for Women became \nthe first in Australia to perform a uterus transplant as part \nof a ground-breaking research trial. \n•\tStaff celebrated, created awareness, and kept thousands \nof people safe and healthy during Sydney World Pride. \nOur Crown Street vaccination clinic was transformed into \na temporary preventative health hub providing a range of \nfree services such as STI and HIV tests.\n•\tThe Mental Health Virtual Centre was launched. This new \nsite brings together a number of diverse mental health \nservices, providing consumers with different options for \ntheir care, including virtual clinical services, face-to-face \nand online recovery education, physical health group \nprograms and after-hours suicide crisis support.\n•\tResearchers at the Royal Hospital for Women made a \nmajor breakthrough in the future diagnosis and treatment \nof endometriosis. In a world first, the team successfully \ngrew tissue from all known types of endometriosis in a \nlaboratory, allowing researchers to observe cell changes \nand compare how different tissue responds to different \ntreatments.\n•\tThe NSW Telestroke Service reached an exciting \nmilestone, treating more than 3,000 stroke victims across \nrural and regional NSW. The service is hosted by Prince of \nWales Hospital and connects local doctors with \nspecialised stroke physicians located hundreds of \nkilometres away in major hospitals via video consultations.\n•\tSutherland Hospital's magnetic resonance imaging \nservice officially opened. The state-of-the-art facility was \ndelivered as part of the hospital's Operating Theatre \nComplex redevelopment. The service has enabled faster \ncare for inpatients as fewer need to be transferred to St \nGeorge Hospital or private providers for their scans.\n•\tThe Festival of Care – an initiative designed to bring \nentertainment, joy and a sense of calm – launched at our \nhospitals.\n•\tThe opening of the children’s playground and garden at \nSt George Hospital completed a series of projects to \ntransform various areas of the paediatric ward. The space \nwas transformed in 2022 from a grant received from the \nDepartment of Infrastructure in collaboration with the \nRotary Club of Hurstville. The project included a \nplayroom, parents retreat and alfresco pirate ship \nplayground in the children’s ward. The garden provides \npatients, visitors, and staff a space to sit and enjoy the \noutdoors.\n•\tThe Kirketon Road Centre collaborated with Uniting to \nopen a free clinic in Kings Cross, providing high-quality, \ncompassionate medical care to people who use drugs. \nThe service is an opportunity to integrate clinical, social \nand harm reduction services for clients who have \ndifficulty accessing medical care.\nSouth Eastern Sydney Local Health District:  Demographic summary\nSize\nCulture\nHealth challenges\n468 km2\n42.3% born overseas\n37.8% speak a language other \nthan English\n1.3% Aboriginal or Torres Strait \nIslander background\nDharawal, Gadigal, Wangai, \nGweagal and Bidjigal peoples are \nthe traditional owners of the land\nDiabetes\nHypertension\nCancer\nMental health\nAgeing population\nPopulation size\n902,904\nProjected to increase to 1,002,560 \nby 2033\nAge\n11.6% aged 70+ \n70+ age group predicted to \nincrease to 14.9% by 2033\n\n\nNSW Health\t\nAnnual Report 2022–23   :  NSW Health Organisations   :  page 302\nSouth Western Sydney \nLocal Health District\nLiverpool Hospital (Eastern Campus) \nScrivener Street Warwick Farm NSW 2170 \nTelephone: 8738 6000 \nEmail: SWSLHD-ESU@health.nsw.gov.au\nWebsite: www.swslhd.nsw.gov.au\nBusiness hours: 8:30am–5pm, Monday to Friday \nChief Executive\nAmanda Larkin \nAmanda Larkin has more than \n25 years of experience in health service \nmanagement, a Bachelor of Social \nWork, an Associate Diploma in \nEnvironmental Science, and an Honorary Doctorate from \nthe University of New South Wales. \nAmanda’s extensive experience in health management \nand commitment to safe, high-quality care, as well as her \npassion to further develop health and education precincts \nacross the district, places the region at the forefront of \nworld-class healthcare. \nAmanda serves as a board member of the Ingham Institute \nof Applied Medical Research, South Western Sydney \nPrimary Health Network and Health Infrastructure, and \nas Chair of the Sydney Partnership for Health.\nYear in review\nThe vibrant and diverse communities across South Western \nSydney are one of our region’s greatest strengths. \nFrom Traditional Owners to people who have made the South \nWest home, we have a wealth of diversity accessing our \nhealth services. We also have local cultural knowledge and \nexperience to draw on from communities and our staff. \nDuring 2022-23, our focus was reinforcing our ties to those \ncommunities, ensuring we take the time to understand their \ndifferent perspectives and health needs to adjust our models \nof care and tailor our services. \nWe formed the South West Sydney Multicultural \nPartnership in 2022. It aims to create better health \noutcomes and experiences for multicultural communities \nwith formalised collaborations between the district and \nlocal multicultural organisations.\nOur Aboriginal Health Services have established deep \npartnerships with local Aboriginal organisations, whose \nexpertise in health and culture enable the delivery of \nculturally responsive care. \nWe launched the South Western Sydney Local Health District \nStrategic Plan 2022-2027 Framework to reach our vision of \nleading safe, sustainable care for healthier communities. \nKey to our success will be to deepening engagement with the \npeople of South Western Sydney, listening to their needs and \nco-designing care to support their health and wellbeing.\nKey achievements\n•\tAccelerated digital health projects throughout the district \nto transform the experience of staff, patients, consumers \nand carers. A range of projects to uplift digital capacity \nimproves access to information and streamlines care. \n•\tIntroduced oral health specialist services, including oral \nsurgery, paediatric dentistry and special needs dentistry. \n•\tOpened the 12-storey clinical services building at \nCampbelltown Hospital, the centrepiece of the $632 \nmillion stage two redevelopment. \n•\tPartnered with the Department of Communities and \nJustice to establish a tier four specialist Mental Health \nservice to improve outcomes for children and young \npeople in out-of-home care. \nSouth Western Sydney Local Health District:  Demographic summary\nSize\nCulture\nHealth challenges\n6,243 km2\n40% born overseas\n48% speak a language other \nthan English\n2% Aboriginal or Torres Strait \nIslander background\nCabrogal clan of the Darug Nation, \npeoples of the Dharawal and \nGundungurra Nations are the \ntraditional owners of the land\nDiabetes\nRespiratory conditions\nCirculatory diseases\nMental health\nMalignant neoplasms (tumours)\nPopulation size\n1,057,080\nProjected to increase to 1,193,520 \nby 2033\nAge\n10% aged 70+ \n70+ age group predicted to \nincrease to 156,844 by 2031\n\n\nNSW Health\t\nAnnual Report 2022–23   :  NSW Health Organisations  :  page 303\n•\tOpened the 16-bed Campbelltown Mental Health \nRehabilitation Unit, which forms part of a statewide \nnetwork of tertiary level services for people across NSW \nwho are experiencing longer term mental illness. The unit \nwas recognised with an international award for pioneering \ndesign work. \n•\tHeld the inaugural Greater Western Sydney Future Health \nForum as an initiative of the Greater Western Sydney \nHealth Partnership between South Western Sydney, \nWestern Sydney and Nepean Blue Mountains Local \nHealth Districts. The forum brought together decision \nmakers, community representatives, researchers and care \nproviders to discuss the health needs of Greater Western \nSydney’s communities. \n•\tReached the highest point of construction for stage one \nof the Liverpool Health and Academic Precinct, which will \ninclude a new emergency department. \n•\tWorked towards Closing the Gap for Aboriginal \ncommunities to improve equity of outcomes by: \nredesigning the Aboriginal Child and Family Service to \nstrengthen its cultural integrity and responsiveness; \nembedding new Aboriginal Health Worker roles in cancer \nservices, community paediatrics and drug health; and \nestablishing an Aboriginal Mental Health Transfer of Care \nteam supporting Aboriginal inpatients and their families. \n•\tConducted translational research to enhance our \nunderstanding of one of South Western Sydney’s biggest \nhealth challenges, diabetes. The Diabetes Obesity \nMetabolism Translational Research Unit has led a range \nof projects focusing on the diverse communities of the \nregion. Projects included the Le Taeao Afua Samoan \ndiabetes prevention program; and The Wollondilly \nDiabetes Programme: An Integrated Care for Diabetes \nand Treatment of Gestational Diabetes Mellitus \nDiagnosed Early in Pregnancy.\n•\tEmbedded the Transforming Your Experience Nursing \nand Midwifery Improvement Science Collective, which \nchampioned 51 multidisciplinary teams to engage in \nimprovement projects in two years.\nSouthern NSW Local Health District\nPeppertree Lodge Queanbeyan Hospital Campus \nCollett Street Queanbeyan NSW 2620 \nEmail: SNSWLHD-OfficeOfTheCE@health.nsw.gov.au\nWebsite: www.snswlhd.health.nsw.gov.au\nBusiness hours: 8:30am–5pm, Monday to Friday \nChief Executive\nMargaret Bennett OAM \nMargaret Bennett joined the district on 2 \nMarch 2020 after ten years as Chief \nExecutive Officer of Northeast Health in \nWangaratta, Victoria. Her broad clinical \nbackground includes senior executive roles in health and \nhospital services in NSW, Victoria and Western Australia, \nwith a proven track record as an experienced, capable and \nsuccessful leader.\nYear in review\nRecruitment, workplace culture and financial and \nenvironmental sustainability were the priority areas for \nSouthern NSW Local Health District this year.\nNew and innovative recruitment and retention strategies \nincluded the Come to Southern marketing campaign, \nrecruitment fair stalls, and partnership with overseas \nrecruitment agencies. More than 80 nurses signed contracts \nto join the district from the United Kingdom in mid to late \n2023. The largest cohort to date comprising 121 graduate \nnurses and midwives also joined the district this year.\nSouthern NSW Local Health District:  Demographic summary\nSize\nCulture\nHealth challenges\n44,534 km2\n5% Aboriginal or Torres Strait \nIslander background\n20.6% born overseas\n7.1% speak a language other \nthan English\nNgambri, Ngarigo, Yuin, \nGundungurra, Ngunnawal peoples \nare the traditional custodians of \nthe land\nAgeing population\nObesity\nSmoking including smoking \nduring pregnancy\nAlcohol consumption\nMental health\nPopulation size\n219,267\nProjected to increase to 242,879 \nby 2033\nAge\n16.1% aged 70+ \n70+ age group predicted to \nincrease to 20.3% by 2033\n\n\nNSW Health\t\nAnnual Report 2022–23   :  NSW Health Organisations   :  page 304\nA Closing the Gap strategy, Pride in Southern project, \nElevate leadership program and Workplace Wellbeing \nToolkits were created to improve workplace culture, \ninclusion and diversity in response to staff feedback \nprovided in the 2022 Workplace Wellbeing Assessment \nand NSW People Matter Employee Survey. \nThe Strengthening Community Engagement review \nlaunched to explore new ways to achieve meaningful \nconnections with consumers and community members. \nThrough planning, performance and partnership, the \ndistrict made significant improvements in key performance \nareas, including elective surgery access performance, \ntransfer of care times and emergency treatment performance \nand capture of National Weighted Activity Units.\nKey achievements\n•\tLaunched Your Experience Matters patient survey across \nall sites in both paper and digital. \n•\tOpened new magnetic resonance imaging service at \nGoulburn Hospital and new maternity ward and \nemergency department at Cooma Hospital. \n•\tLaunched Come to Southern recruitment campaign and \nhired 89 nurses through targeted overseas recruitment in \nthe United Kingdom. \n•\tLaunched Strengthening Community Engagement review \nto improve and expand community engagement across \nthe district. \n•\tAchieved 365 days with no episodes of care which \ninvolved a seclusion event at South East Regional \nHospital. \n•\tLaunched Pride in Southern program to improve inclusion \nand diversity and start work to achieve Rainbow Tick \nAccreditation. \n•\tAchieved highest rate of Aboriginal breast screening in \nNSW through the Trusted Locals Encourage Screening \nproject. \n•\tEstablished Clinical Trial Support Unit to deliver outreach \nservices as part of the Rural, Regional and Remote \nClinical Trial Enabling Program, in partnership with Illawarra \nShoalhaven Local Health District, Murrumbidgee Local \nHealth District, ACT Health and Canberra Health Services. \n•\tLaunched Virtual Hub at Bombala Multipurpose Service \nand expanded Virtual enhanced Community Care program.\n•\tLaunched Connecting with Country program as part of \nthe new Eurobodalla Regional Hospital project. A Cultural \nBurn was held onsite as well as regular Aboriginal \ncommunity engagement events. A new Aboriginal \nCommunity Engagement role was created. \nSydney Local Health District\nLevel 11, King George V Building 83 Missenden Road, \nCamperdown NSW 2050 \nTelephone: 9515 9600 \nEmail: slhd-esu@health.nsw.gov.au \nWebsite: slhd.nsw.gov.au\nBusiness hours: 8:30am–5pm, Monday to Friday\nChief Executive\nDr Teresa Anderson AM \nFIPAA, B.App Science \n(Speech Pathology) PhD\nTeresa Anderson is the Chief Executive \nof Sydney Local Health District, one of \nthe leading public health organisations in Australia. Teresa \nhas more than 40 years of experience as a clinician and \nhealth service executive. She was appointed a Member of \nthe Order of Australia (AM) in 2018 in recognition of her \ncontribution to NSW Health and the community. \nSydney Local Health District:  Demographic summary\nSize\nCulture\nHealth challenges\n126 km2\n1.2% Aboriginal or Torres Strait \nIslander background\n49% born overseas\n46% speak a language other \nthan English\nGadigal, Wangal, Bediagal People \nof the Eora Nation are the \ntraditional custodians of the land\nInsecure housing and \nhomelessness\nChronic conditions, such as \ncardiovascular disease, diabetes \nand obesity\nMental health\nInfectious and communicable \ndiseases, such as COVID-19, \nsexually transmitted infections \nand blood-borne viruses, Drug and \nalcohol use, nicotine and vaping\nPopulation size\n740,000\nProjected to increase to 819,540 \nby 2036\nAge\n9.5% aged 70+ \n70+ age group predicted to \nincrease to 13.3% by 2036\n\n\nNSW Health\t\nAnnual Report 2022–23   :  NSW Health Organisations  :  page 305\nTeresa is a vice-president and fellow of the NSW Institute \nof Public Administration Australia, a member of six medical \nresearch, health and primary health network boards, and \nan active member of Sydney Health Partners Governing \nCouncil and Executive Management Group, an Advanced \nHealth Research Translation Centre. Teresa has extensive \nexperience in research governance and embedding quality \nresearch in health services.\nShe is passionate about developing people, programs and \nservices to support and improve the health and wellbeing \nof the community.\nYear in review\nThis year, Sydney Local Health District’s culture of \ndiscovery has driven incredible advances in practice, \nresearch and new models of care for our patients and their \nloved ones. I am incredibly proud of the way our staff and \nservices have emerged from the intensive pandemic \nresponse period to innovate services and apply learnings, \nto care for our communities. \nWe have cared for 1.5 million people in our outpatient \nservices, and a further 81,900 patients treated with \nCOVID-19. Almost 176,500 people attended our emergency \ndepartments, with 43,650 arriving by ambulance. There \nwere more than 163,460 admissions and discharges at our \nhospitals and almost 43,160 operations were performed in \nour hospitals and through collaborative care arrangements. \nClose to 5,000 babies were born at Royal Prince Alfred \nHospital and Canterbury Hospital.\nOur services in our communities have continued to deliver \nexcellent care close to people’s homes, working in \npartnership with community to keep people healthy. We \nturned the district rainbow during Sydney WorldPride, \nhighlighting our commitment to equity and inclusion. Our \ndistrict achieved the highest results in NSW Health across \nevery theme in the People Matter Employee Survey \nhighlighting culture and engagement. \nI would like to thank everyone who supports our work to \nmake a difference for our community. Sydney Local Health \nDistrict is Ngurang Dali Mana Burudi, ‘a place to get better’. \nKey achievements\n•\tOfficially opened the Radiation Oncology Unit and \n$6 million positron emission tomography computed \ntomography in the new Concord Hospital Cancer Centre; \ncompleted and commissioned the $1.2 million \nrefurbishment of the new Short Stay Unit; launched the \nSTRONG Program (Strength Training, Rehabilitation and \nOutreach Needs in Geriatric Medicine) and completed the \nnew staff car park, which is the first phase of the $32 \nmillion multistorey car park project for staff, patients and \nvisitors at Concord Hospital. \n•\tCelebrated the 140-year anniversary of Royal Prince \nAlfred Hospital, as designs were released for the $750 \nmillion redevelopment, the largest transformation in the \nhospital’s history. \n•\tCelebrated 15 years of the Concord Centre for Mental \nHealth, 10 years of the Living Well Living Longer \nintegrated care program and the first anniversary of \nNaamuru, Parent and Baby Unit.\n•\tLaunched the Sydney Biomedical Accelerator Innovation \nHub which is the first significant milestone of the \n$650 million (including NSW Government contribution \nof $150 million) Sydney Biomedical Accelerator Research \nComplex, a partnership between Sydney Local Health \nDistrict, NSW Health and the University of Sydney. \n•\tDeveloped Aboriginal cultural lounges at Concord, \nCanterbury and Sydney Dental Hospitals and launched \nthe Jarjums Connections Project, to promote movement, \nmindfulness and Aboriginal culture to children, families \nand educators. \n•\tLaunched a dedicated education centre at Canterbury \nHospital, while planning continues for the $350 million \nredevelopment.\n•\tOfficially opened RPA HealthOne Green Square, a first of \na kind health centre designed to improve people’s access \nto healthcare services.\n•\tPerformed 1,000 cases of pelvic exenteration surgery at \nRoyal Prince Alfred Hospital, which is recognised as the \nfirst hospital in the world to do so.\n•\tEnhanced RPA Virtual Hospital models in collaboration \nwith Far West Local Health District to include the Virtual \nFracture Clinic, Virtual Midwifery Care and Virtual Nurse \nAssist, following the launch of Virtual Intensive Care Unit.\n•\tMarked 30 years since the establishment of the Pozhet \nservice for heterosexual people living with HIV/AIDS.\nWestern NSW Local Health District\n7 Commercial Avenue, Dubbo NSW 2830 \nTelephone: (02) 6809 8600 \nEmail: wnswlhd-ce@health.nsw.gov.au \nWebsite: www.wnswlhd.health.nsw.gov.au \nBusiness hours: 8:30am–5pm, Monday to Friday \nChief Executive\nMark Spittal \nMark Spittal was appointed Chief \nExecutive in January 2022 and leads a \npassionate team committed to \nimproving health outcomes for rural \npeople through the delivery of high-quality care as close to \nhome as possible. \n\n\nNSW Health\t\nAnnual Report 2022–23   :  NSW Health Organisations   :  page 306\nMark’s extensive leadership experience, spanning more \nthan three decades in healthcare both in Australia and \noverseas, has shaped his dedication to improving standards \nof patient care and clinical safety through innovation, \ncollaboration and effective community engagement. \nMark is committed to addressing the needs of the district’s \nproud Aboriginal communities by providing safe, culturally \nappropriate services, and to the continued development of \nservices that meet the changing needs of the entire \nWestern NSW population.\nYear in review\nThe Western NSW Local Health District has a proud \ntradition of innovation and agility in providing healthcare to \nsome of the most geographically and demographically \ndiverse populations in the state. \nThis year, that spirit of innovation was demonstrated in key \nundertakings that support both our workforce and the \nhealth of our communities. \nWe developed a comprehensive people strategy containing \na range of initiatives to grow and support our workforce. \nWe also laid the groundwork for more meaningful \nrelationships between our network of services and the \ncommunities they provide care to. \nWe also continued to take the best advantage of \ntechnology to support care both at the bedside and \nvirtually into hospitals and homes. \nWhile innovation takes us forward, so too does the spirit of \nour people. In 2022-23, some of our communities were \ndevastated by natural disasters. In response, we witnessed \nacts of bravery, kindness and generosity that are truly \nexceptional. In many cases, along with other emergency \nservices, our healthcare teams – all too often the victims of \nthese events themselves – showed themselves again to be \nat the heart of their community.\nKey achievements\n•\tOpened the Centre for Rural Education, Training and \nSimulation centre at Wellington, providing state-of-the-art \nclassroom learning and simulated ward training to \nsupport the expansion of the clinical workforce in size \nand capability. \n•\tLaunched the district’s first Allied Health Rural Graduate \nProgram, which includes clinical rotations, clinical and \npeer supervision, mentoring and workshops in a two-year \nperiod. A total of 15 graduated clinicians in a range of \nallied health professions have started their career in the \nprogram. \n•\tLaunched the district’s first Environmental Sustainability \nStrategy to guide our contribution to achieving the net \nzero emission target. \n•\tLaunched a mobile computed tomography scanner \nservice to the northern communities of the district, \nproviding increased computed tomography access \nto acute and post-acute services to closer to where \npeople live. \n•\tLaunched remote falls monitors for Multipurpose Service \nresidents, enabling the early detection of clinical \ndeterioration and enhanced escalation pathways to \nreduce falls. \n•\tObtained accreditation by the Australian and New \nZealand College of Anaesthetists to increase anaesthetic \ntraining at the Orange Health Service to a 24-month \nrotation to supplement that anaesthetic workforce. \n•\tEstablished Safe Havens at Parkes and Dubbo to access \nmental health services as a safe and supported \nalternative to emergency departments. \n•\tLaunched the district’s first Meaningful Engagement \nStrategy, with a focus on Aboriginal communities, \nto build and maintain engagement with our diverse and \nunique communities. \nWestern NSW Local Health District:  Demographic summary\nSize\nCulture\nHealth challenges\n247,000 km2\n14.5% Aboriginal or Torres Strait \nIslander background\n8% born overseas\n6% speak a language other \nthan English\nBarindji, Barrinbinja, Barundji, \nGunu, Kamilaroi, Muruwari, \nWailwan, Wiradjuri and ongaibon \npeoples are the traditional \ncustodians of the land\nAboriginal health and wellbeing\nChronic disease prevention \nand management\nChildhood vulnerability\nMaternal and infant outcomes, \nespecially smoking during \npregnancy\nMental health\nPopulation size\n284,240\nProjected to increase to 300,006 \nby 2033\nAge\n14% aged 70+ \n70+ age group predicted to \nincrease to 17% by 2033\n\n\nNSW Health\t\nAnnual Report 2022–23   :  NSW Health Organisations  :  page 307\n•\tLaunched the district’s second Reconciliation Action Plan, \nendorsed by Reconciliation Australia, to foster and guide \ncollaboration between our teams and Aboriginal people. \n•\tIncreased cancer services availability closer to where \npeople live with the installation of a positron emission \ntomography scanner at the Western Cancer Centre \nin Dubbo.\nWestern Sydney Local Health District\nHawkesbury Road, Westmead Hospital \nWestmead NSW 2145 \nTelephone: 8890 9000\nEmail: WSLHD-OfficeOfTheCE@health.nsw.gov.au \nWebsite: www.wslhd.health.nsw.gov.au \nBusiness hours: 8:30am–5pm, Monday to Friday\nChief Executive\nGraeme Loy\nGraeme Loy is the Chief Executive at \nWestern Sydney Local Health District. \nIn the past 15 years, Graeme has held \nmany executive roles across the health \nsector, including Chief Executive of Northern Sydney Local \nHealth District, Executive Director of System Management \nfor the NSW Ministry of Health, Director of Operations at \nSouth Western Sydney Local Health District, Transition \nManager at Sydney South West Area Health Service. He \ncurrently serves as board member for the Westmead \nInstitute for Medical Research, NSW Ambulance, the \nAustralian Institute of Health Services Management, \nSydney Health Partners and Westmead Applied Research \nCentre Advisory Board.\nGraeme has led the establishment of a leadership \ncommittee of high-profile executives from the Westmead \nHealth Precinct, with the aim to bring a new vision for the \nprecinct to life, exploring opportunities to collaborate with \nmajor global innovation partners in order to attract more \nresearch, investment and bright minds to the already \ninternationally recognised Westmead. \nYear in review\nThroughout 2022-23, the district drove an agenda of \nimpactful delivery, innovatively supporting patients, \ncarers and staff.\nIn 2023, the completion of the Westmead Hospital \nMother Baby Unit marked a milestone in maternal and \ninfant care, designed with a focus on preserving the \nparent-infant relationship. \nThe implementation of a remote monitoring solution for \ncardiotocography traces and the introduction of the \nWestmead Emergency Department Tap-on/Tap-off Pilot \nfurther improved healthcare efficiency. \nSupportive and palliative care unit at Auburn Hospital \nprovided tailored care for patients with life-limiting \nillnesses, considering diverse cultural and religious needs. \nThe GradStart Program supported 520 new graduate \nnurses and midwives, reducing the district's vacancy rate \nand fostering a supportive learning environment. \nHospital in the Home in Integrated and Community Health \ntripled in size in the past 12 months, reaching its target of \n100 in-patient acute beds in the home on 30 June 2023. \nDigital enablement, strong clinician and executive \nengagement, remodelling of governance and a complete \ncultural focus on quality and safety right across the team has \nled to more patients being able to be treated in their home. \nWestern Sydney Local Health District:  Demographic summary\nSize\nCulture\nHealth challenges\n789 km2\n1.9% Aboriginal or Torres Strait \nIslander background\n49.9% born overseas\n54.3% speak a language other \nthan English\nDarug peoples are the traditional \ncustodians of the land\nCancer\nCardiovascular disease\nDiabetes\nInjury\nRespiratory disease\nPopulation size\n1,053,158\nProjected to increase to 1,264,729 \nby 2033\nAge\n9% aged 70+ \n70+ age group predicted to \nincrease to 137,305 by 2033\n\n\nNSW Health\t\nAnnual Report 2022–23   :  NSW Health Organisations   :  page 308\nWestmead Health Precinct innovation office served to \nbetter connect Westmead with industry partners in \nAustralia and around the world. Additionally, Human \nExperience week highlighted the power of community and \ndiversity in healthcare.\nKey achievements\n•\tConstruction of the new Westmead Hospital Mother \nBaby Unit was completed in February 2023, with \noperational go-live occurring in March 2023 and the \nfirst patient admitted in April 2023. \n•\tProvided obstetricians with a capability to remotely \nmonitor cardiotocography traces that measured the \nvariability of a foetus heartbeat in a mother’s womb, \nparticularly during critical situations when clinicians in the \nhospital require immediate diagnosis and advice from a \nconsultant. \n•\tImplemented Single Sign On technology to automate the \nlogin process for Westmead emergency department staff \nto reduce the need for manual credential entry, improving \noperational efficiency, and strengthening security \nmeasures. \n•\tThe Auburn Hospital supportive and palliative care unit \nofficially opened on 1 March 2023 to provide care for \npeople with a life-limiting illness who require \nmanagement of complex supportive and palliative or \nend-of-life care needs. \n•\tFormed the Westmead Health Precinct innovation office \nto better connect Westmead with industry partners in \nAustralia and around the world.\n•\tLaunched inTouch RACF Pathway in Integrated and \nCommunity Health in April 2022 to delivered better \noptions of care for residential aged care facility residents. \nAs of 30 June 2023, a total of 1,407 residential aged care \nfacility patients had avoided an emergency department \npresentation through the inTouch RACF pathway. \n•\tHospital in the Home in Integrated and Community Health \ntripled in size in the past 12 months, reaching its target of \n100 in-patient acute beds in the home on 30 June 2023. \n•\tIn 2023, the GradStart Program committed to support \n520 new graduate nurses and graduate midwives \nspanned across the Auburn, Westmead, Blacktown and \nMt Druitt Hospitals and Mental Health, Integrated and \nCommunity, Drug Health, and Maternity services.\n•\tLaunched Human Experience week for NSW Health. The \ntheme this year was All of Us: The Power of Community, \nwith the sub themes of Love, Belonging and Healing. The \ntwo events hosted by the district sought to encapsulate \nthis theme, specifically focusing on Western Sydney’s \nunique consumer/patient base. \n\n\nAppendix\n1\n-4\n1\n-4\nAppendix\n\n\nAppendix 1\nHealth statistics\nEarly disease management\nAboriginal and non-Aboriginal children \nfully vaccinated at five years of age\nIn 2022–23, 96.5% of Aboriginal children and 93.9% of non-\nAboriginal children were fully immunised at five years, compared \nwith 97.3% of Aboriginal children and 94.2% of non-Aboriginal \nchildren fully immunised in 2021–22. \nChildren fully vaccinated at one year\nIn 2022–23, 93.4% of children were fully immunised at one year of \nage, compared with 94.3% in 2021–22. \nAdults aged 65 years and over vaccinated \nagainst influenza in the last 12 months \nFrom 1 March 2023 (when the 2023 influenza vaccine became \navailable) until 30 June 2023, 58.5% of people aged 65 and \nover received an influenza vaccine, compared to 61.8% of \nAboriginal people in this age group. Overall, influenza vaccine \ncoverage in NSW was 28.2% compared to 34.8% at the \nsame time the previous year. \nSmoking\nTobacco use is the leading contributor to the burden of illness and \ndeaths in Australia. Australia has one of the most comprehensive \ntobacco control policies and programs in the world, which aims \nto continue reducing smoking prevalence in the community.\nCurrent smoking, Aboriginal people \nand total population aged 16 years \nand over\n15\n20\n25\n30\n35\n40\n45\n50 %\n10\n5\n0\n Aboriginal people\nTotal population\n2003\n2004\n2005\n2006\n2007\n2008\n2009\n2010\n2011\n2012\n2013\n2014\n2015\n2016\n2017\n2018\n2019\n2020\n2021\n2022\nSource: HealthStats NSW, Centre for Epidemiology and Evidence, \nNSW Ministry of Health.\nThere has been a long-term reduction in current (daily or occasional) \nsmoking over the last 20 years, with 11% of people aged 16 years \nand over in NSW reporting current (either daily or occasional) \nsmoking in 2022, down from 23% in 2003.\nOver the last 20 years, the trend in current smoking has also \ndeclined for Aboriginal people aged 16 years and over, from \n45% in 2003 to 29% in 2022. This decline has fluctuated from \nyear to year due to small Aboriginal population samples, and the \nerror margins are wide.\nCurrent e-cigarette (vape) use \nin people aged 16 years and older\n0\n5\n10\n15\n20\n25\n30\n35\n40\n45\n50\n2014–15\n2015–16\n2016–17\n2017–18\n2018–19\n2019–20\n2020–21\n2021–22\n%\n Aboriginal people\nTotal population\nSource: HealthStats NSW, Centre for Epidemiology and Evidence, \nNSW Ministry of Health.\nIn NSW in the combined years 2021–2022, an estimated 17% \nof young adults aged 16–24 years and 10% aged 25–34 years were \ncurrent (daily or occasional) users of e-cigarettes. This was a \nsignificant increase from the 2019–20 period where 4.5% of young \nadults aged 16–24 years and 2.9% aged 25–34 years were current \ne-cigarette users.\nE-cigarettes (or vapes) are battery operated devices that heat a \nliquid (also known as e-liquid) to produce a vapour that users inhale. \nE-cigarettes are known to be harmful, especially for young people. \nLiquids in e-cigarettes have been found to contain chemicals \nsuch as formaldehyde, heavy metals, solvents and volatile \ncompounds. Potential harms of vaping include nicotine addiction, \nnicotine poisoning, throat irritation, breathlessness, coughing, \ndizziness, headaches, nausea, and lung damage.\nNSW Health\t\nAnnual Report 2022–23   :  Appendix   :  page 310\n\n\nSmoking during pregnancy by \nAboriginal and non-Aboriginal mothers\n30\n40\n50\n60\n70\n80\n90\n100\n%\n20\n10\n0\nSmoked: Aboriginal mothers\nSmoked: Total mothers\nDid not smoke: Aboriginal mothers\nDid not smoke: Total mothers\n2003\n2002\n2001\n2004\n2005\n2006\n2007\n2008\n2009\n2010\n2011\n2012\n2013\n2014\n2015\n2016\n2017\n2018\n2019\n2020\n2021\n2022\nSource: HealthStats NSW, Centre for Epidemiology and Evidence, \nNSW Ministry of Health.\nIn 2022, 91% of total mothers in NSW did not smoke during \npregnancy. There has been a long-term decline in mothers who \nsmoked at all during pregnancy over the last 20 years, with just \nunder 8% of total mothers in NSW reporting smoking during \npregnancy in 2022, down from 15% in 2003. \nAmong Aboriginal mothers in 2022 in NSW, 60% did not smoke \nduring pregnancy. Over the last 20 years, the trend in smoking \nduring pregnancy declined at a faster rate for Aboriginal mothers, \nfrom 57% in 2003 to 40% in 2022. \nSmoking during pregnancy is associated with a wide range of \ncomplications impacting both mother and baby.\nOverweight and obesity\nHealthy weight in adults \naged 16 years and over\n30\n40\n50\n60\n70\n80\n90\n100\n%\n20\n10\n0\n Females\n Males\n Persons\n2003\n2002\n2004\n2005\n2006\n2007\n2008\n2009\n2010\n2011\n2012\n2013\n2014\n2015\n2016\n2017\n2018\n2019\n2020\n2021\n2022\nSource: HealthStats NSW, Centre for Epidemiology and Evidence, \nNSW Ministry of Health.\nIn NSW in 2022, 44% of women were a healthy weight compared \nto 35% of men. Over the 10 years between 2013 and 2022, \nthe rate of healthy weight in adults aged 16 years and over \ngradually decreased from 45% to 39%. \nThe growing number of people above a healthy weight is a \nsignificant public health concern in NSW and across Australia. \nIncreasing weight, above a healthy weight, increases the risk \nof developing serious chronic health conditions such as diabetes \nand heart disease.\nHealthy weight in children 5 to 16 years\n0\n10\n20\n30\n40\n50\n60\n70\n80\n90\n100\n%      \n Girls\n Boys\n Boys and Girls\n2007\n2008\n2009\n2010\n2011\n2012\n2013\n2014\n2015\n2016\n2017\n2018\n2019\n2020\n2021\n2022\nSource: NSW Population Health Survey, Centre for Epidemiology \nand Evidence, NSW Ministry of Health.\nIn 2022, 74% of children aged 5–16 years in NSW had a healthy \nweight (72% of boys and 77% of girls). The prevalence of healthy \nweight children has been stable since 2007.\nAlcohol\nAlcohol consumption at levels posing \na short-term risk to health, adults aged \n16 years and over\n0\n10\n20\n30\n40\n50\n60\n70\n80\n90\n100\n2015\n2016\n2017\n2018\n2019\n2020\n2021\n2022\n%\n Females\n Males\n Persons\nSource: HealthStats NSW, Centre for Epidemiology and Evidence, \nNSW Ministry of Health.\nIn 2022 in NSW, 27% of adults aged over 16 years (36% of men \nand 19% of women) consumed more than four standard alcoholic \ndrinks on at least one occasion in the previous four weeks, posing a \nshort-term risk to their health. Alcohol consumption at levels that \npose a short-term health risk has been stable over the seven years \nbetween 2016 and 2022 in NSW.\nAlcohol use is the leading contributor to the burden of illness and \ndeaths in Australia for people aged up to 44 years and the fifth \noverall contributor to total burden of disease and illness for all ages. \nNSW Health\t\nAnnual Report 2022–23   :  Appendix   :  page 311\n\n\nNil alcohol consumption adults \naged 16 years and over\n0\n10\n20\n30\n40\n50\n60\n70\n80\n90\n100\n%\nAboriginal\nTotal population\n2003–04\n2002–03\n2004–05\n2005–06\n2006–07\n2007–08\n2008–09\n2009–10\n2010–11\n2011–12\n2012–13\n2013–14\n2014–15\n2015–16\n2016–17\n2017–18\n2018–19\n2019–20\n2020–21\n2021–22\n2022–23\nSource: HealthStats NSW, Centre for Epidemiology and Evidence, \nNSW Ministry of Health.\nIn the combined years 2021–22 in NSW, 25% of adults aged \n16 years and over reported that they never drank alcohol, which \nhas been stable since 2018–19. \nAmong Aboriginal adults aged over 16 years in NSW in 2021–22, \n31% reported that they never drank alcohol, an increase from \n2017–18 of 26%. The fluctuation is likely due to sample size and \nmargin of error. \nAboriginal health\nInfant mortality rates by Aboriginality\n0\n2\n4\n6\n8\n10\n12\n14\n16\n18\n20\nDeaths per 1000 live births\n Total population\n Aboriginal\n2003–05\n2001–03\n2002–04\n2004–06\n2005–07\n2006–08\n2007–09\n2008–10\n2009–11\n2010–12\n2011–13\n2012–14\n2013–15\n2014–16\n2015–17\n2016–18\n2017–19\n2018–20\n2019–21\nSource: Australian Bureau of Statistics. Deaths. Catalogue \nnumber 3302.0. Canberra: ABS and HealthStats NSW, Centre \nfor Epidemiology and Evidence, NSW Ministry of Health.\nThe infant mortality rate is the number of infant deaths \n(up to one year of age) per 1,000 births. \nIn the combined years 2019–21, the infant mortality rate among \nall infants in NSW was 3.3 per 1,000 births, which has declined from \n4.8 per 1,000 births in 2001–03. \nThe mortality rate for Aboriginal infants in NSW in 2019–21 was \n3.8 per 1,000 births. This rate has more than halved from 8.6 per \n1,000 births in 2001–03. \nThe mortality rate among Aboriginal infants in NSW is lower than \nin other Australian states and territories. In the combined years \n2019–2021, the infant mortality rate for all Aboriginal infants in \nAustralia was 4.9 per 1,000 births compared with a rate of 3.8 for \nAboriginal infants in NSW.\nHealthy birth weight babies by Aboriginality\n0\n10\n20\n30\n40\n50\n60\n70\n80\n90\n100\n2012\n2013\n2014\n2015\n2016\n2017\n2018\n2019\n2020\n2021\n2022\n%\nAboriginal babies\nTotal babies\nSource: HealthStats NSW, Centre for Epidemiology and Evidence, \nNSW Ministry of Health.\nHealthy birth weight is an important indicator of an infant’s future \nhealth and is defined as babies who weighed between 2,500 and \n4,499 grams at birth. Based on the National Agreement on Closing \nthe Gap, this indicator tracks the progress on the outcome \n“Aboriginal and Torres Strait Islander children are born healthy and \nstrong”. The target is that the proportion of Aboriginal and Torres \nStrait Islander babies with a healthy birth weight will increase to \n91% by 2031.\nIn 2022, 94% of total babies in NSW were born with a healthy birth \nweight. This percentage has been stable for the 10 years since 2013.\nAmong Aboriginal babies in NSW, just under 91% were born with a \nhealthy birth weight, which has also been stable since 2013.\nNSW Health\t\nAnnual Report 2022–23   :  Appendix   :  page 312\n\n\nJustice health\nAdults and young people with mental \nhealth illness or issues diverted into \ncommunity-based treatment\n238\n297\n484\n410\n537\n459\n557\n554\n513\n566\n328\n747\n1429\n1146\n1088\n1232\n0\n500\n1000\n1500\n2000\n2500\n3000\n3500\n4000\nAdults\nYoung People\n2007–08\n2008–09\n2009–10\n2010–11\n2011–12\n2012–13\n2013–14\n2014–15\n2015–16\n2016–17\n2017–18\n2018–19\n2019–20\n2020–21\n2021–22\n2022–23\n1152\n1425\n1416\n1229\n1652\n1862\n1857\n2051\n2589\n2443\n2521\n2593\n2219\n2270\n1930\n2558\nSource: Justice Health and Forensic Mental Health Network. \nDuring 2022–23, 13,135 adults were screened. Of these 3,131 \nreceived a comprehensive mental health assessment and 3,027 \nwere assessed as having a mental illness. From these, 2,477 (82%) \nwere diverted away from custody into community-based treatment \nby Justice Health NSW (excludes diversions by Hunter New \nEngland Local Health District). \nOf the 3,027 patients assessed as mentally ill, 845 identified \nas being Aboriginal and/or Torres Strait Islander People and \n665 (79%) were successfully diverted. \nProportion of clients discharged from \nan Acute Public Mental Health Unit who are \nseen by a Community Mental Health Team \nwithin seven days of that discharge\n0\n10\n20\n30\n40\n50\n60\n70\n80\n90 Percentage follow up confirmed\n2011–12\n2012–13\n2013–14\n2014–15\n2015–16\n2016–17\n2017–18\n2018–19\n2019–20\n2020–21\n2021–22\n2022–23\nSource: NSW Health Information Exchange, InforMH.\nThis indicator shows the proportion of clients discharged from \nan Acute Public Mental Health Unit who are seen by a Community \nMental Health Team within seven days of that discharge. \nIt reflects the effectiveness of acute inpatient discharge planning \nand the integration of acute inpatient and community mental \nhealth services. In 2022-23, the rate of follow-up within seven \ndays was 74.4%.\nReadmission to a mental health \nacute service within 28 days\n10%\n11%\n12%\n13%\n14%\n15%\n16%\n2011–12\n2012–13\n2013–14\n2014–15\n2015–16\n2016–17\n2017–18\n2018–19\n2019–20\n2020–21\n2021–22\n2022–23\nSource: NSW Health Information Exchange, SIA Branch, InforMH.\nThis indicator shows the proportion of separations from an Acute \nPublic Mental Health unit which were followed by a readmission \nwithin 28 days to any NSW Acute Public Mental Health unit. \nNSW Health\t\nAnnual Report 2022–23   :  Appendix   :  page 313\n\n\nNSW hospital performance \nPlanned surgery patients admitted within \nclinically recommended times\n60\n70\n80\n90\n100\n110\n% on time\nCatergory 1\nCatergory 2\nCatergory 3\n2006–07\n2007–08\n2008–09\n2009–10\n2010–11\n2011–12\n2012–13\n2013–14\n2014–15\n2015–16\n2016–17\n2017–18\n2018–19\n2019–20\n2020–21\n2021–22\n2022–23\nThe percentage of patients who received their planned surgery \nwithin clinically recommended timeframes declined in NSW \ncompared to the previous year. In 2022–23, the number of patients \nreceiving their surgery on time was 99.1% for category 1 (urgent \nsurgery), with category 2 (semi-urgent surgery) at 73.2% and \ncategory 3 (non-urgent surgery) at 67.7%. Planned surgery \nperformance has been impacted by the completion of overdue \nsurgeries during 2022–23 for patients whose surgery was delayed \nas a result of the COVID-19 pandemic.\nPercentage of emergency department \npatients treated within benchmark times \nacross all triage categories\n 150,000\n 170,000\n 190,000\n 210,000\n 230,000\n 250,000\n 270,000\n0\n 290,000\n10\n20\n30\n40\n50\n60\n70\n80\n90\n100\nJul\nAug\nSep\nOct\nNov\nDec\nJan\nFeb\nMar\nApril\nMay\nJune\nEmergency Department Presentations\n% patients Treated within Benchmark\n2018-19\n2019-20\n2020-21\n2021-22\n2022-23\nED attendances\nIn 2022–23, more than three million patients attended a NSW \npublic emergency department, slightly more than in 2021–22. \nEmergency department attendances peaked in December 2022 \nand March 2023. The percentage of patients seen within clinically \nappropriate timeframes across all triage categories decreased \ncompared to 2021–22 for the majority of the year before increasing \nin the last four months of the year.\nUnplanned hospital readmissions \nwithin 28 days of separation\n0.0\n1.0\n2.0\n3.0\n4.0\n5.0\n6.0\n7.0\nPercentage of all separations % \n2011–12\n2012–13\n2013–14\n2014–15\n2015–16\n2016–17\n2017–18\n2018–19\n2019–20\n2020–21\n2021–22\n2022–23\nUnplanned readmissions in 2022–23 showed a small increase \nof 0.2 percentage points from the previous year. This rate continues \nthe improved result of recent years. This data reflects the volume \nof unplanned readmissions within 28 days but does not provide \nan indication of whether these readmissions were preventable \nor unexpected.\nRe-presentation to the same emergency \ndepartment within 48 hours\n 150,000\n 170,000\n 190,000\n 210,000\n 230,000\n 250,000\n 270,000\n 290,000\n0.0\n1.0\n2.0\n3.0\n4.0\n5.0\n6.0\nJul\nAug\nSep\nOct\nNov\nDec\nJan\nFeb\nMar\nApril\nMay\nJun\nED Presentations\n2018-19\n2019-20\n2020-21\n2021-22\nPrecentage of Patients retruning to ED within 48hrs\n2022-23\nED attendances\nThe percentage of re-presentations to emergency departments \nremained stable in 2022–23. Emergency departments are \nmaintaining high levels of care while caring for fluctuating \nvolumes of patients. Districts and networks continue their efforts \ntowards improving patient flow in emergency departments and \nhospital wards.\nNSW Health\t\nAnnual Report 2022–23   :  Appendix   :  page 314\n\n\nPercentage of patients admitted from \nemergency departments with a total time \nin emergency department ≤ four hours\n 170,000\n 190,000\n 210,000\n 230,000\n 250,000\n 270,000\n10\n 290,000\n15\n20\n25\n30\n35\n40\n45\n50\n55\n60\nJul\nAug\nSep\nOct\nNov\nDec\nJan\nFeb\nMar\nApril\nMay\n% patients \n2018-19\n2019-20\n2020-21\n2021-22\n2022-23\nTarget\n 150,000\nJun\nED attendances\nEmergency Department Presentations\nEmergency treatment timeliness for patients subsequently \nadmitted to hospital decreased in 2022–23 as the health system \nexperienced unpredictable activity levels and continued impacts \nof the pandemic, as well as an early influenza season. The overall \nproportion of admitted patients in 2022–23 who spent four hours \nor less in the emergency department prior to admission was 24%.\nEmergency treatment performance \n– percentage of patients with total time \nin emergency department ≤ four hours\n 150,000\n 170,000\n 190,000\n 210,000\n 230,000\n 250,000\n 270,000\n50\n 290,000\n55\n60\n65\n70\n75\n80\n85\n% patients \nEmergency Department Presentations\n2018-19\n2019-20\n2020-21\n2021-22\n2022-23\nTarget\nED attendances\nJul\nAug\nSep\nOct\nNov\nDec\nJan\nFeb\nMar\nApril\nMay\nJun\nNSW Health continues its commitment to ensuring patients \nwho present to emergency departments complete their treatment \nin a timely and clinically appropriate manner. Despite additional \nclinical protocols brought on by the COVID-19 pandemic, 57.7% \nof patients who presented to a NSW emergency department left \nwithin four hours following treatment, a small reduction on the \nresult in 2021–22.\nTransfer of Care Performance – percentage \nof patients whose care was transferred \nfrom ambulance to emergency department \ncare within 30 minutes\n 150,000\n 170,000\n 190,000\n 210,000\n 230,000\n 250,000\n 270,000\n 290,000\n60\n65\n70\n75\n80\n85\n90\n95\n100\nJul\nAug\nSep\nOct\nNov\nDec\nJan\nFeb\nMar\nApril\nMay\nJun\nEmergency Department Presentations\n% Patients Transferred within 30 Minutes\n2018-19\n2019-20\n2020-21\n2021-22\n2022-23\nTarget\nED attendances\nIn 2022–23, NSW public hospitals experienced ongoing \nunpredictable volumes of patients attending the emergency \ndepartment and the proportion of patients whose care was \ntransferred from ambulance staff to hospital staff within 30 \nminutes followed a decreasing trend for the first half of the year. \nAlthough the state target of 90% was not achieved, more than \n77% of patients were transferred within benchmark time, with \nperformance improving in the final four months of the year.\nStaphylococcus aureus bacteria \nbloodstream infections\n0.0\n0.2\n0.4\n0.6\n0.8\n1.0\n1.2\n1.4\n2010–11\n2011–12\n2012–13\n2013–14\n2014–15\n2015–16\n2016–17\n2017–18\n2018–19\n2019–20\n2020–21\n2021–22\n2022–23\nThe above graph shows the aggregate rate of healthcare \nassociated staphylococcus aureus bloodstream infections (SA-BSI) \nfor NSW public hospitals. The data includes both methicillin-\nresistant and methicillin-sensitive isolates. The rate of SA-BSI has \ndecreased from 1.3 per 10,000 occupied bed days in 2010–11 to 0.72 \nper 10,000 occupied bed days in 2022–23. The overall rate of \nSA-BSI in NSW is below the revised national benchmark of less \nthan one case per 10,000 bed days.\nNSW Health\t\nAnnual Report 2022–23   :  Appendix   :  page 315\n\n\nAppendix 2\nWorkforce statistics\nNumber of full-time equivalent \n(FTE) staff employed in the \nNSW public health system\nJune 2023\nMedical\n15,553\nNursing\n54,531\nAllied Health \n12,166\nOther Prof. and Para Professionals\n3,294\nScientific and Technical Clinical \nSupport \n7,095\nOral Health Practitioners and \nTherapists\n1,295\nAmbulance Officers\n6,134\nSub-Total Clinical Staff\n100,069\nCorporate Services\n5,446\nClinical Support\n20,060\nHotel Services\n9,039\nMaintenance and Trades\n844\nOther\n328\nOther Staff\n35,717\nTotal\n135,786\nSource: Corporate Analytics\nNotes: 1. FTE calculated as the last fortnight in June, paid \nproductive, unproductive and overtime hours. 2. Includes FTE \nsalaried staff employed with local health districts, The Sydney \nChildren’s Hospitals Network, Justice Health and Forensic Mental \nHealth Network, NSW Health Pathology, HealthShare NSW, NSW \nAmbulance, eHealth NSW and Albury Base Hospital. All non-\nsalaried staff such as Visiting Medical Officer (VMO) and other \ncontracted staff are excluded. 3. Staff employed by Third Schedule \naffiliated health organisations, Non-Government Organisations and \nother service providers funded by NSW Health are not reported in \nthe NSW Ministry of Health’s Annual Report. 4. Rounding of staff \nnumbers to the nearest whole number in this table may cause minor \ndifferences in totals. 5. The COVID-19 pandemic may result in \nadditional or alternate care delivery requirements which may affect \nthe current reporting of NSW Health workforce numbers in lieu of \nnormal variations. 6. For the FY 2021–22 workforce FTE figures, \novertime FTE has been included for all workforce categories. This is \nto reflect workforce requirements to maintain clinical services as \npart of the COVID-19 pandemic response. Due to overtime inclusion, \nthis years’ FTE figures cannot be compared to any other FTE \nfigures published in NSW Annual Reports.\n\t\n\t\nNumber of full-time equivalent \n(FTE) staff employed in other \nNSW Health organisations\nNumber of Full Time Equivalent Staff (FTE) \nemployed in other NSW Health \nOrganisations\nJune 2023\nNSW Health organisations supporting the Public \nHealth System*\n2,413\nHealth Professional Councils Authority\n158\nMental Health Review Tribunal\n36\n*Includes Ministry of Health, Clinical Excellence Commission, \nBureau of Health Information, Health Education and Training \nInstitute, Agency for Clinical Innovation, Health Administration \nCorporation, Health Infrastructure, Health System Support \nGroup and Cancer Institute.\nHistorical figures for the \nNSW public health system\nNumber of full-time equivalent (FTE) staff \nemployed in NSW Health organisations\nJune 2020\nJune 2021\nJune 2022\nMedical\n14,052\n14,520\n15,082\nNursing\n50,371\n52,905\n53,129\nAllied Health \n11,244\n11,613\n11,703\nOther Prof. and \nPara-Professionals\n3,081\n3,222\n3,216\nScientific and \nTechnical Clinical \nSupport\n6,762\n6,913\n6,942\nOral Health \nPractitioners and \nTherapists\n1,372\n1,330\n1,250\nAmbulance Officers\n5,002\n5,258\n5,642\nSub-Total Clinical \nStaff\n91,884\n95,761\n96,964\nCorporate Services\n5,477\n5,472\n5,455\nClinical Support\n17,691\n19,315\n19,414\nHotel Services\n 8,718 \n8,895 \n8,847 \nMaintenance and \nTrades\n900 \n894 \n873 \nOther\n330 \n333 \n313 \nSub-Total Other Staff\n33,116\n34,909\n34,903\nTotal\n125,000\n130,670\n131,866\nSource: Corporate Analytics – Data extracted in August 2022. \nNSW Health\t\nAnnual Report 2022–23   :  Appendix   :  page 316\n\n\nNotes: 1. FTE is last fortnight in June – paid productive, paid \nunproductive and paid overtime hours. 2. Includes FTE salaried \nstaff employed with local health districts, The Sydney Children’s \nHospitals Network, Justice Health and Forensic Mental Health \nNetwork, NSW Health Pathology, HealthShare NSW, NSW \nAmbulance, eHealth NSW and Albury Base Hospital. All non-\nsalaried staff such as Visiting Medical Officer (VMO) and other \ncontracted staff are excluded. 3. Staff employed by Third Schedule \nAffiliated Health Organisations, Non-Government Organisations \nand other service providers funded by NSW Health are not reported \nin the NSW Ministry of Health’s Annual Report. 4. Rounding of \nstaff numbers to the nearest whole number in this table may \ncause minor differences in totals. 5. Overtime FTE has been \nincluded for all workforce categories. This is to reflect workforce \nrequirements to maintain clinical services as part of Covid COVID-19 \npandemic response. Due to overtime inclusion, this years’ FTE \nfigures cannot be compared to any other FTE figures published in \nNSW Annual Reports.\t\n\t\nNumber of full-time equivalent (FTE) staff \nemployed in NSW Health organisations \nNumber of Full \nTime Equivalent \nStaff (FTE) \nemployed in other \nNSW Health \nOrganisations\nJune 2020\nJune 2021\nJune 2022\nNSW Health \norganisations \nsupporting the Public \nHealth System*\n1,888 \n2,088 \n2,208 \nHealth Professional \nCouncils Authority\n143 \n168 \n158 \nMental Health \nReview Tribunal\n34\n35\n32\nSource: Corporate Analytics – Data extracted in August 2022.\n* Includes Ministry of Health, Clinical Excellence Commission, Bureau \nof Health Information, Health Education and Training Institute, Agency \nfor Clinical Innovation, Health Administration Corporation, Health \nInfrastructure, Health System Support Group and Cancer Institute. \nRegistered practitioners\nProfession\n NSW\nAboriginal and Torres Strait Islander \nHealth Practitioner \n227\nChinese medicine practitioner\n1,920\nChiropractor\n2,092\nDental practitioner\n7,818\nMedical practitioner\n40,356\nMedical radiation practitioner \n6,279\nMidwife\n1,899\nNurse\n117,950\nNurse and midwife\n7,149\nOccupational therapist \n7,978\nOptometrist\n2,152\nOsteopath\n659\nParamedic\n6,171\nPharmacist\n10,613\nPhysiotherapist\n12,046\nPodiatrist\n1,716\nPsychologist\n14,867\nTotal 2022–23\n241,892\nTotal 2021–23\n238,369\nSource: Australian Health Practitioner Regulation Agency, June 2023.\nNotes: 1. Registrants who hold dual registration as both a nurse and a \nmidwife. 2. Throughout this report, the term ‘podiatrist’ refers to both \npodiatrists and podiatric surgeons unless otherwise specified. \n3. Includes practitioners registered on the temporary sub-register \ncreated in response to the COVID-19 pandemic. The pandemic \nsub-register was closed on 8 June 2023 and any practitioners who \nremained on it were transitioned to the main Register of practitioners.\nNSW Health\t\nAnnual Report 2022–23   :  Appendix   :  page 317\n\n\nAboriginal staff as a proportion \nof total percentage\n 2.65\n 2.70\n 2.75\n 2.80\n 2.85\n 2.90\n 2.95\n 3.00\n 3.05\n2019–20\n 2020–21\n 2021–22\n 2022–23\nAboriginal staff by salary band\n0.0\n5.0\n10.0\n15.0\n20.0\n25.0\n30.0\n%\nAspirational target*\n$0 - $51756\n$51,756 - $67,976\n$67,976 - $75,992\n $75,992 - $96,164\n$96,164 - $124,356\n$124,356 - $155,445\n$155,445 > Non-SES\n$155,445  >  SES\nOverall\nSource: Public Service Commission data collection 2022–23. \nNote: NSW Public Health System excludes Third Schedule Facilities. \nThe NSW Public Sector Aboriginal Employment Strategy 2014–17 \nintroduced an aspirational target of 1.8% by 2021 for each of the \nsector’s salary bands. If the aspirational target of 1.8% is achieved \nin salary bands not currently at or above 1.8%, the cumulative \nrepresentation of Aboriginal employees in the sector is expected \nto reach 3.3% (original overall target is 2.6%).\nStaff turnover \t\nThe desired outcome is to have turnover rates within \nacceptable limits to ensure system stability. As at June \n2023, the staff turnover rate was 13.1% a reduction of \n0.8%. These higher than usual turnover rates are primarily \nattributed to changes in service delivery as pandemic \nresponses are brought back into line with normal activity.\nNon-casual staff turnover rate \nby treasury group in 2022–23\n0.0%\n2.0%\n4.0%\n6.0%\n8.0%\n10.0%\n12.0%\n14.0%\n16.0%\n18.0%\nOverall*\nMaintenance & Trades\nHotel Services\nClinical Support\nand Corporate Services\nAmbulance Staff\nOral Health Practitioners\n& Support Workers\nScientific & Technical\nClinical Support Staff\nOther Prof. & Para\nProfessionals & Support Staff\nAllied Health\nNursing\nMedical**\nSource: Public Service Commission data collection.\nNote: *Excludes Third Schedule Facilities, ‘Other’ Treasury Group \nand Junior Medical Officers. ** Excluding Junior Medical Officers \n(JMOs are on a term contract). Health System Average inclusive \nof all local health districts, NSW Ministry of Health, Health Pillars, \nHealthShare NSW, eHealth NSW, Justice Health and Forensic \nMental Health Network, NSW Health Pathology, Cancer Institute \nNSW, Albury Hospital and NSW Ambulance.\nSick leave\nSick leave hours per full-time equivalent has seen a \nslight decrease on last year with 72.21 hours per FTE in \n2022–23 compared to 72.49 hours per FTE in 2021–22.\nSource: Corporate Analytics.\nNote: Excludes Third Schedule Facilities and casual employees. \nAverage inclusive of all local health districts, NSW Ministry \nof Health, health pillars, HealthShare NSW, eHealth NSW, \nJustice Health and Forensic Mental Health Network, \nNSW Health Pathology, Cancer Institute NSW, Albury Hospital and \nNSW Ambulance. \nSick leave average hours \nper full-time equivalent \n 30.00\n 40.00\n 50.00\n 60.00\n 70.00\n 80.00\n2020–21\n2021–22\n2022–23\nNSW Health\t\nAnnual Report 2022–23   :  Appendix   :  page 318\n\n\nKey policies 2022–23\nEmployee Assistance Programs \n(PD2022_048)\nThis Policy Directive outlines standards for Employee \nAssistance Programs (EAPs) to ensure employees have \naccess to effective assistance services. The Ministry \nhas also developed a Mental Health and Wellbeing \nFramework intended to provide strategic direction for the \ncreation of psychologically safe workplaces where \npsychosocial risks are identified, eliminated or controlled. \nWork has commenced on an action plan to ensure the \nimplementation of the Framework.\nFatigue Management in NSW Health \nworkplaces (GL2023_012)\nThis Guideline provides a risk management approach for \nmanaging work related fatigue. It includes guidance on \nidentifying areas at increased risk for work-related fatigue, \nassessing the Work Health and Safety related issues and \nproviding strategies to eliminate work related fatigue as \nmuch as possible or to minimise its impact where it cannot \nbe eliminated.\nLeave Matters for the NSW Health Service \n(PD2022_006)\nThis policy summarises leave entitlements, administration \nand management for employees of the NSW Health \nservice. The policy directive was reviewed and reissued in \nFebruary 2023 to reflect enhanced leave provisions for \nparental leave and leave to support employees \nexperiencing domestic and family violence. \nWork Health and Safety Audits (PD2023_010)\nThis Policy sets out the requirement for NSW Health \norganisations to undertake work health and safety \n(WHS) audits. Audits are conducted to determine the \neffectiveness of management systems, to identify the \nstrengths and opportunities for improvements and to \nensure compliance with the WHS legislation and NSW \nHealth policies and procedures. This Policy provides a \nconsistent, effective approach for gathering information \non which a NSW Health organisation can plan and \nimplement WHS improvements.\nOverseas visits\nThe schedule of overseas visits is for NSW Ministry of Health employees travelling on Ministry related activities. \nThe reported instances of travel are those sourced from general operating funds or from sponsorship arrangements.\nName\nPosition\nReason for travel\nLocation\nDr Kerry Chant\nChief Health Officer and Deputy \nSecretary, Population and Public \nHealth\nHigh Level delegation of Australian Public Health \nexperts and virologists\nIsrael\nPooja Nair\nDirector, Centre for Health \nRecord Linkage\nAttended the 2022 International Patient Data Linkage \nNetwork Conference\nScotland\nSimon Wilcox \nPrincipal Analyst, Centre for \nEpidemiology \nMandatory component of Australian and New Zealand \nSchool of Government (ANZSOG) Executive Master of \nPublic Administration Program\nNew Zealand\nPhillip Bannon\nPrincipal Advisor, Centre for \nAboriginal Health \nMandatory component of Australian and New Zealand \nSchool of Government (ANZSOG) Executive Master of \nPublic Administration Program\nNew Zealand\nRyan Broome\nPrincipal Advisor, Government \nRelations Branch\nMandatory component of Australian and New Zealand \nSchool of Government (ANZSOG) Executive Master of \nPublic Administration Program\nNew Zealand\nAnne O’Neill\nDirector, Enterprise and \nInternational Partnerships, Office \nfor Health and Medical Research\nAttended Biotechnology Innovation Organisation \nInternational Convention 2023 \nUnited States of America\nDr Laura Collie\nSenior Medical Advisor, Office \nfor Health and Medical Research \nAttended Biotechnology Innovation Organisation \nInternational Convention 2023 \nUnited States of America\nPhil Minns\nDeputy Secretary, People Culture \nand Governance \nAttended Harvard Business Course\nUnited States of America\nTerence Johnson\nPrincipal Advisor, Nursing \nand Midwifery \nRepresented NSW Health at the New Zealand Job Fair\nNew Zealand\nTracey Hurley\nOperations Manager, Central \nResource Unit\nRepresented NSW Health at the New Zealand Job Fair\nNew Zealand\nNSW Health\t\nAnnual Report 2022–23   :  Appendix   :  page 319\n\n\nPublic service senior executives 2022–23 \nThe table below details the number of Public Service \nsenior executives employed, and those temporarily \nassigned, seconded or acting in a senior executive role \nat the end of the reporting year. \nBand \n2022 \n2023 \nFemale\nMale\nFemale\nMale\nBand 4 \n1 \n0\n1\n0\nBand 3 \n2\n3\n2\n7\nBand 2 \n12\n12\n15\n11\nBand 1 \n54\n25 \n64\n30\nTotals \n69\n40 \n82\n48\n \n109\n130 \nThe average remuneration by pay band for \nPublic Service Senior Executives is detailed below.\nBand \nRange\nAverage \nremuneration\n2022 \n2023\nBand 4 \n$509,251 – $588,250 \n$614,000 \n$623,300\nBand 3 \n$361,301 – $509,250 \n$497,373 \n$476,945\nBand 2 \n$287,201 – $361,300 \n$319,616 \n$328,375\nBand 1 \n$201,350 – $287,200 \n$225,133 \n$235,005\nOf the NSW Ministry of Health’s employee related \nexpenditure in 2023, 18% was related to senior executives, \ncompared with 19% in 2022*. \n*Total employee-related expenses have been calculated adjusting the expense for the Agency Performance Adjustment (APA) for Workers \nCompensation Insurance to reflect the NSW Ministry of Health portion only. \nWorkers compensation\nNSW Ministry of Health – Categories of reportable workers compensation claims\nInjury or illness\n2020–21\n2021–22\n2022–23\nNo.\n%\nNo.\n%\nNo.\n%\nBody Stressing\n2\n33.3\n1\n33.3\n4\n44.4\nSlip, Trip, Fall\n0\n0\n0\n0\n1\n11.1\nHitting objects\n0\n0\n0\n0\n0\n0\nPsychological\n4\n66.7\n1\n33.3\n2\n22.2\nMotor vehicle\n0\n0\n1\n33.3\n1\n11.1\nOther\n0\n0\n0\n0\n1\n11.1\nTOTAL\n6\n100\n3\n100\n9\n100\nNSW Health – Categories of reportable workers compensation claims\nMechanism of injury\n2020–21\n2021–22\n2022–23\nNo.\n%\nNo.\n%\nNo.\n%\nBody stressing\n2,193\n44.0\n1,938\n35.0\n1,810\n31.0\nBiological factors\n24\n0.5\n1,010\n18.3\n1,420\n24.3\nFalls, trips and slips of a person\n899\n18.0\n785\n14.2\n787\n13.5\nMental stress\n672\n13.5\n694\n12.5\n691\n11.8\nBeing hit by moving objects\n600\n12.1\n548\n9.9\n608\n10.4\nHitting objects with a part of the body\n256\n5.1\n216\n3.9\n203\n3.5\nVehicle incidents and other\n142\n2.9\n125\n2.3\n161\n2.8\nChemicals and other substances\n91\n1.8\n110\n2.0\n73\n1.2\nHeat, electricity and other \nenvironmental factors\n66\n1.3\n51\n0.9\n48\n0.8\nSound and pressure\n38\n0.8\n54\n1.0\n38\n0.7\nTOTAL\n4,981\n100\n5,531\n100\n5,839\n100\nThe overall increase in workers compensation claims recorded for 2022–23 was largely attributable to COVID-19 related \nclaims (biological factors). Claims relating to mental stress, body stressing, hitting objects with a part of the body, \nchemicals/other substances, heat/electricity and other environment factors were reduced for 2022–23.\nSource: icare TMF Dashboard – reportable claims by date reported and entered into the Claims Managers system as at June 2023. \nNSW Health\t\nAnnual Report 2022–23   :  Appendix   :  page 320\n\n\nAward changes and industrial relations claims\nWage increases for NSW Health staff\nThe Ministry conducted all industrial negotiations under \nthe provisions of the NSW Public Sector Wages Policy \n2022. The negotiations resulted in a 3% remuneration \nincrease (including superannuation) for NSW Health \nservice employees for the period 1 July 2022 to 30 June \n2023. The NSW Government also provided a one-off \npayment of up to $3,000 for NSW Health employees in \nrecognition of their work during the COVID-19 pandemic. \nOn 5 June 2023, the NSW Government announced a \nnew fair pay policy providing a 4% remuneration increase \nand a 0.5% increase to superannuation from 1 July 2023. \nThe Ministry commenced industrial negotiations under \nthe new policy for 2023–24 with the relevant industrial \norganisations that cover NSW Health employees. \nIntroduction of safe staffing levels\nOn 27 April 2023, the Government announced the \nestablishment of the Safe Staffing Level Taskforce to \nimplement its election commitment of “minimum and \nenforceable safe staffing levels” in public hospitals. \nThe commitment extends to current nursing hours per \npatient day wards, emergency departments, intensive \ncare units, multipurpose services, and maternity services.\nClaim at the NSW Supreme Court for alleged \nbreaches to Nursing Hours Per Patient Day\nThe NSW Nurses and Midwives’ Association filed a \nstatement of claim in the Supreme Court relating to \nalleged breaches of Nursing Hours Per Patient Day \nduring the period January 2019 to October 2022. \nThe parties are in the process of filing evidence and \nsubmissions for the Court to consider.\nDetermination to recognise prior \nservice for Aboriginal Health Workers\nOn 31 January 2023, the NSW Ministry of Health issued a \nDetermination to enable the recognition of relevant prior \nservice in setting the commencement rate of pay for staff \nappointed to NSW Health in the classification of \nAboriginal Health Worker. \nThis Determination was specifically developed to support \nthe recruitment of staff to this classification and to assist \nin attracting suitably experienced people by enabling \ntheir relevant employment history to be considered when \nsetting their commencement rate of pay. \nClaims in the Supreme Court of \nNSW for alleged non-compliance \nwith the Medical Officers Award\nA representative proceeding has been brought against \nthe State of NSW for alleged underpayment of junior \nmedical officers in breach of the Public Hospitals Medical \nOfficers (State) Award. A separate proceeding has been \ncommenced by the Australian Salaried Medical Officers \nFederation (NSW) (ASMOF) on behalf of specified \nemployees under the Industrial Relations Act 1996 (NSW). \nThere is substantial overlap in the issues raised in the two \nproceedings. The Court has set the matters down for an \ninitial hearing in May 2024 of the claim of the lead plaintiff \nin the representative proceeding and a single specified \nemployee in the ASMOF proceeding.\nStaff Specialist Award Variation \nNSW Health has submitted an application to the Industrial \nRelations Commission to vary the Staff Specialists (State) \nAward. ASMOF will submit a counter variation then the \nparties will prepare evidence with the matter likely to be \nheard in the Commission in 2024.\nDispute in the Industrial Relations \nCommission concerning the Public \nHospital Medical Officers Award\nASMOF submitted a Dispute Notification on 12 December \n2019 in the Industrial Relations Commission (IRC) in \nrelation to the definition of a registrar. The matter \nis ready to proceed to hearing but the parties are seeking \nto resolve the matter via conciliation. The matter is next \nlisted for report back on 11 March 2024.\nNSW Health\t\nAnnual Report 2022–23   :  Appendix   :  page 321\n\n\n Appendix 3\nPublic hospital activity levels\nSelected data for the year ended June 2023 Part 1 1,2\nLocal health districts\nSeparations \nPlanned \nseparation\n%\nSame-day \nseparation\n%\nTotal bed\n days \nAverage \nlength of \nstay \n(acute)3, 6\nDaily average \nof inpatients4\nJustice Health and Forensic Mental Health Network\n1,230\n94.1\n66.2\n26,679\n8.6\n73\nSydney Children’s Hospitals Network\n58,299\n48.0\n45.1\n165,113\n2.7\n452\nSt Vincent’s Health Network\n43,349\n54.8\n58.0\n171,775\n3.2\n471\nSydney Local Health District\n161,765\n51.1\n47.8\n630,520\n3.1\n1,727\nSouth Western Sydney Local Health District\n238,230\n46.5\n48.6\n864,460\n3.0\n2,368\nSouth Eastern Sydney Local Health District\n182,952\n44.2\n48.5\n659,823\n3.0\n1,808\nIllawarra Shoalhaven Local Health District\n94,634\n38.3\n44.1\n423,125\n3.4\n1,159\nWestern Sydney Local Health District\n172,013\n47.2\n48.2\n661,221\n3.2\n1,812\nNepean Blue Mountains Local Health District\n86,531\n42.4\n40.4\n343,966\n3.2\n942\nNorthern Sydney Local Health District\n142,573\n38.5\n42.9\n569,762\n3.1\n1,561\nCentral Coast Local Health District\n96,445\n41.2\n43.7\n363,609\n3.0\n996\nHunter New England Local Health District\n216,374\n49.0\n44.0\n855,298\n3.4\n2,343\nNorthern NSW Local Health District\n95,202\n46.8\n48.2\n337,119\n2.8\n924\nMid North Coast Local Health District\n76,538\n46.8\n50.0\n261,047\n2.8\n715\nSouthern NSW Local Health District\n49,305\n54.2\n52.5\n150,497\n2.4\n412\nMurrumbidgee Local Health District\n68,755\n58.6\n45.0\n229,679\n2.7\n629\nWestern NSW Local Health District\n85,596\n46.3\n42.9\n294,459\n2.8\n807\nFar West Local Health District\n8,650\n58.2\n54.6\n27,417\n2.5\n75\nTotal NSW\n1,878,441\n46.5\n46.5\n7,035,569\n3.1\n19,276\n2021–22 Total\n1,798,372\n44.3\n44.9\n7,021,858\n3.2\n19,238\nPercentage change (%)9\n4.5\n2.3\n1.6\n0.2\n-4.2\n0.2\n2020–21 Total\n1,900,719\n45.4\n46.1\n6,583,563\n2.8\n18,037\n2019–20 Total\n1,830,062\n43.7\n45.0\n6,802,115\n3.0\n18,636\n2018–19 Total\n1,912,489\n43.2\n44.2\n7,276,803\n3.1\n19,936\n2017–18 Total\n1,918,130\n42.9\n44.3\n7,219,575\n3.0\n19,780\n2016–17 Total\n1,961,400\n41.3\n45.2\n6,982,063\n3.0\n19,129\n2015–16 Total\n1,886,668\n41.5\n44.9\n6,983,473\n3.2\n19,133\n2014–15 Total\n1,840,632\n41.9\n44.8\n6,815,650\n3.3\n18,673\n2013–14 Total\n1,803,458\n41.8\n44.4\n6,650,650\n3.2\n18,221\n2012–13 Total\n1,737,103\n41.5\n43.7\n6,551,065\n3.3\n17,948\n2011–12 Total\n1,682,685\n41.3\n43.3\n6,490,848\n3.4\n17,783\n2010–11 Total\n1,629,572\n41.6\n43.1\n6,389,471\n3.5\n17,505\n2009–10 Total\n1,598,991\n41.6\n43.2\n6,429,314\n3.6\n17,615\nNSW Health\t\nAnnual Report 2022–23   :  Appendix   :  page 322\n\n\nSelected data for the year ended June 2023 Part 2 1,2,10\nLocal health districts\nOccupancy rate5 \nJune 23\nAcute bed \ndays6\nAcute \novernight \nbed days6\nNon-admitted \npatient service \nevents7\nEmergency \ndepartment \nattendances\nJustice Health and Forensic Mental Health Network\nn/a\n8,848 \n8,034\n700,868\nn/a\nSydney Children’s Hospitals Network\n93.1%\n154,715 \n129,429\n409,677\n105,650\nSt Vincent’s Health Network\n111.0%\n130,754 \n105,675\n344,759\n50,990\nSydney Local Health District\n91.1%\n478,718 \n401,922\n1,432,018\n175,932\nSouth Western Sydney Local Health District\n100.6%\n693,914 \n578,525\n1,159,208\n305,975\nSouth Eastern Sydney Local Health District\n98.8%\n502,480 \n421,472\n1,232,511\n236,296\nIllawarra Shoalhaven Local Health District\n96.7%\n295,905 \n254,340\n695,669\n167,012\nWestern Sydney Local Health District\n99.8%\n529,015 \n446,604\n1,397,097\n208,205\nNepean Blue Mountains Local Health District\n89.0%\n265,926 \n231,103\n681,292\n139,042\nNorthern Sydney Local Health District\n97.0%\n400,368 \n341,520\n971,564\n229,235\nCentral Coast Local Health District\n94.8%\n269,676 \n227,814\n659,457\n151,482\nHunter New England Local Health District\n80.8%\n696,827 \n602,035\n2,164,925\n446,917\nNorthern NSW Local Health District\n90.1%\n251,859 \n206,076\n531,547\n219,081\nMid North Coast Local Health District\n90.0%\n202,735 \n164,559\n538,451\n141,233\nSouthern NSW Local Health District\n81.1%\n110,274 \n84,543\n336,257\n120,423\nMurrumbidgee Local Health District\n83.5%\n171,652 \n140,750\n420,557\n153,469\nWestern NSW Local Health District\n76.9%\n226,679 \n190,133\n683,372\n202,283\nFar West Local Health District\n68.0%\n20,390 \n15,702\n94,996\n23,222\nTotal NSW\n92.2%\n5,410,735 \n4,550,236\n14,454,225\n3,076,447\n2021–22 Total\n91.1%\n5,528,522 \n4,716,675 \n17,399,533 \n3,012,146 \nPercentage change (%)9\n1.1%\n-2.1\n-3.5\n-16.9\n2.1\n2020/21 Total\n89.0\n5,142,519 \n4,280,409 \n18,459,100 \n3,068,887 \n2019/20 Total\n88.4\n5,119,777 \n4,311,129 \n14,760,683 \n2,920,483 \n2018/19 Total\n93.5\n5,536,493 \n4,706,766 \n16,367,143 \n2,980,872 \n2017/18 Total\n90.3\n5,459,506 \n4,632,188 \n15,701,453 \n2,880,708 \n2016/17 Total\n90.7\n5,631,650 \n4,768,339 \n15,212,465 \n2,784,731 \n2015/16 Total\n89.9\n5,840,865 \n5,009,910 \n13,478,446 \n2,733,853 \n2014/15 Total\n85.2\n5,675,482\n4,865,590\n2,692,838\n2013/14 Total\n89.0\n5,533,491\n4,746,307\n2,656,302\n2012/13 Total\n87.8\n5,484,364\n4,735,991\n2,580,878\n2011/12 Total\n88.6\n5,475,789\n4,757,507\n2,537,681\n2010/11 Total\n89.1\n5,449,313\n4,757,219\n2,486,026\n2009/10 Total\n88.3\n5,549,809\n4,869,508\n2,442,982\nNote: 1. Data sourced from Health Information Exchange (HIE). The number of separations include care type changes. 2. Activity includes \nservices contracted to private sector. Data reported are as at 16/09/2023. 3. Acute average length of stay = (Acute bed days/Acute \nseparations). 4. Daily average of inpatients = Total Bed Days/365. 5. Bed occupancy rate is based on June data only. Northern beaches \nhospital is not available due to missing available beds. Facilities with peer groups other than A1 to C2 are excluded. The following bed types \nare excluded from all occupancy rate calculations: emergency departments, delivery suites, operating theatres, hospital in the home, \nrecovery wards, residential aged care, community residential and respite activity. 6. Acute activity is defined by a service category of acute \nor newborn. Results for Acute separations and bed days from 2018–19 onwards may not be directly comparable to previous years due to the \nimpact of the implementation of the Mental Health Care Type classification. 7. Service events measured from aggregate of patient level and \nsummary data submissions for each non admitted service/clinic. Pathology services are not included. Data for previous years is not \ncomparable. 8. Rounding of numbers to the nearest whole number in this table may cause minor differences in totals.Data as at 16/9/23. \nSource: EDWARD. \n \nNSW Health\t\nAnnual Report 2022–23   :  Appendix   :  page 323\n\n\nAppendix 4\nMental Health\nSection 108 of the NSW Mental Health Act 2007 \nIn accordance with Section 108 of the NSW Mental Health \nAct (2007) the tables presented here provides an overview \nof mental health activities and performance in mental \nhealth public hospitals for 2022–23 in relation to:\na)\t \u0007\nachievements during the reporting period in mental \nhealth service performance\nb)\t \u0007\ndata relating to the utilisation of mental health \nresources.\nTable 1 provides data against a set of measures for \nhospital activities related to bed utilisation (availability \nand occupancy of beds), hospital separations (same day \nand overnight), and community contacts. Activity measure \nis based on all acute, sub-acute and non-acute mental \nhealth facilities.\nTable 2 provides rates for three national key performance \nindicators (KPIs). These indicators measure effectiveness \n(28 days readmission rate), appropriateness (seclusion \nrate, duration, and frequency) and continuity (seven days \npost discharge community care) of care in acute mental \nhealth services.\nTable 1 includes indicators only for services directly \nfunded through the Mental Health program. National \nreports on mental health also include data from a small \nnumber of services funded by other funding programs \n(e.g., Primary Care, Rehabilitation and Aged Care). \nTherefore, the numbers reported here may differ from \nthose in national reports (e.g., Report on Government \nServices, Mental Health Services in Australia, National \nMental Health Report).\nTable 1. Mental Health – hospital and community activity 2022–23\nPublic Psychiatric Hospitals, Co-located Psychiatric Units in Public Hospitals and Specialist Mental Health \nCommunity Team Activity.\nLocal health districts and health networks\nAverage \navailable \nbeds1\nAverage \noccupied \nbeds2\nSame-day \nseparations3 \nOvernight \nseparations4\nSpecialist \nmental health \ncommunity \ncontacts5\nJustice Health and Forensic Mental Health Network\n231.0\n205.1\n2\n546\n 296,118 \nSydney Children’s Hospitals Network\n15.1\n10.8\n12\n261\n 41,849 \nSt Vincent’s Health Network\n47.7\n46.1\n23\n1003\n 57,437 \nSydney Local Health District\n264.5\n241.9\n303\n3013\n 286,568 \nSouth Western Sydney Local Health District\n208.4\n196.2\n218\n4009\n 575,961 \nSouth Eastern Sydney Local Health District\n169.4\n143.3\n89\n2555\n 615,550 \nIllawarra Shoalhaven Local Health District\n121.7\n84.9\n55\n2320\n 312,725 \nWestern Sydney Local Health District\n314.5\n264.6\n415\n3598\n 315,038 \nNepean Blue Mountains Local Health District\n80.7\n74.4\n67\n1808\n 164,558 \nNorthern Sydney Local Health District\n323.8\n262.4\n227\n2801\n 783,507 \nCentral Coast Local Health District\n83.5\n68.8\n24\n1462\n 430,501 \nHunter New England Local Health District\n320.0\n257.0\n137\n4677\n 456,152 \nNorthern NSW Local Health District\n84.3\n70.2\n19\n1688\n 242,797 \nMid North Coast Local Health District\n72.0\n59.3\n33\n1440\n 221,394 \nSouthern NSW Local Health District\n68.0\n38.4\n84\n999\n 155,767 \nMurrumbidgee Local Health District\n66.0\n51.7\n6\n1113\n 200,288 \nWestern NSW Local Health District\n171.8\n134.6\n49\n1633\n 238,752 \nFar West Local Health District\n16.2\n9.1\n22\n208\n 104,100 \nNSW – Total\n2,658.8\n2,218.7\n1,785\n3,5134\n 5,499,062 \n2021–22\n2,604\n2,127\n1,876\n35,407\n 5,866,856 \n2020–216\n2,663\n2,278\n2,563\n38,657\n6,355,663\n2019–20\n2,683\n2,282\n2,613\n38,048\n5,936,566\n2018–19\n2,744\n2,340\n2,512\n39,244\n5,828,793\nNSW Health\t\nAnnual Report 2022–23   :  Appendix   :  page 324\n\n\nDefinitions: 1. “Average Available beds” are the average of 365 nightly census counts. This data is extracted from the Bed Reporting \nSystem by System Information and Analytics (SIA) Branch, NSW Health. An available bed is one that is staffed, open and available for \nadmission of a patient. 2. “Average occupied beds” are calculated from the total Occupied Overnight Bed Days for the year. Higher numbers \nof occupied beds than available can sometimes be reported due to use of surge beds to cope with high demands. 1,2. Components may not \nadd to total in NSW due to rounding error. 3. “Same-day Separations” are those where the hospital episode begins and ends on the same \nday. 4. “Overnight Separations” are episodes of hospital care where the person stays at least one night in hospital, and are concluded by \ndischarged, death, transfer to another hospital or change to a different type of care at the same hospital. 5. Ambulatory mental health care \nincludes all care provided by specialist mental health services for people who are not inpatients of mental health units at the time of care. \n6. Revised ambulatory contacts, NSW 2021–2022.\nTable 2. Mental Health – Acute Indicators 2022–23\nRates of 28 days readmission, seven days post discharge community care, seclusion rate, duration, and frequency \nin mental health services.\nLocal health district, network and hospital\n28 days \nreadmission \nrate (%)1\n7 days \npost-\ndischarge \ncommunity \ncare rate (%)2\nSeclusion \nrate3\nSeclusion \naverage \nduration4\nSeclusion \nfrequency (%)5\nJustice Health and Forensic Mental Health Network\n15.7\n22.8\n15.2\n17.7\n45.8\nForensic Hospital\n52.0\n17.4\n15.2\n17.7\n45.8\nLong Bay6\n14.5\n26.5\n \n \n \nMRRC6\n13.1\n20.0\n \n \n \nSilverwater Women’s Correctional Centre6\n12.8\n26.4\n \n \n \nSydney Children’s Hospitals Network\n17.5\n94.1\n0.4\n0.2\n0.1\nChildren’s Hospital at Westmead\n25.8\n94.2\n0.9\n0.2\n0.7\nSydney Children’s Hospital Randwick\n8.3\n94.0\n0.0\n0.0 \n0.0\nSt Vincent’s Health Network\n12.9\n61.6\n1.6\n2.5\n1.8\nSt Joseph’s\n9.3\n63.5\n0.0\n0.0 \n0.0\nSt Vincent’s\n13.1\n61.4\n2.1\n2.5\n2.0\nSydney Local Health District\n12.9\n70.1\n6.6\n14.4\n6.4\nConcord\n13.3\n71.8\n8.5\n14.5\n9.6\nRoyal Prince Alfred\n12.4\n68.4\n3.6\n14.1\n3.0\nSouth Western Sydney Local Health District\n15.5\n75.0\n6.0\n6.5\n4.8\nBankstown\n17.1\n76.1\n5.1\n5.3\n5.5\nBraeside\n6.0\n68.8\n0.0\n0.0 \n0.0\nCampbelltown\n17.2\n76.1\n3.3\n3.0\n2.7\nLiverpool\n13.3\n73.5\n11.5\n8.1\n7.2\nSouth Eastern Sydney Local Health District\n14.5\n83.4\n2.3\n3.5\n1.9\nPrince of Wales\n14.1\n78.4\n1.8\n5.4\n1.6\nSt George\n15.2\n82.6\n2.6\n3.1\n1.9\nSutherland\n14.0\n93.8\n3.0\n1.3\n2.5\nIllawarra Shoalhaven Local Health District\n14.6\n84.5\n7.5\n4.0\n4.6\nShellharbour\n15.7\n83.0\n8.8\n4.7\n5.2\nWollongong\n12.9\n86.9\n5.8\n2.5\n3.7\nWestern Sydney Local Health District\n16.3\n78.9\n6.4\n16.2\n4.5\nBlacktown\n17.3\n78.7\n3.6\n4.9\n1.9\nCumberland\n16.1\n76.3\n9.2\n17.8\n6.7\nWestmead\n14.1\n91.0\n0.0\n0.0 \n0.0\nNepean Blue Mountains Local Health District\n17.1\n72.3\n5.9\n11.2\n4.2\nBlue Mountains\n13.6\n74.0\n2.6\n4.1\n2.6\nNepean\n17.8\n72.0\n6.6\n11.8\n4.5\nNorthern Sydney Local Health District\n14.0\n87.8\n3.3\n9.3\n1.7\nGreenwich\n5.3\n82.6\n0.0\n0.0 \n0.0\nHornsby\n17.6\n85.7\n7.8\n10.1\n4.0\nNSW Health\t\nAnnual Report 2022–23   :  Appendix   :  page 325\n\n\nLocal health district, network and hospital\n28 days \nreadmission \nrate (%)1\n7 days \npost-\ndischarge \ncommunity \ncare rate (%)2\nSeclusion \nrate3\nSeclusion \naverage \nduration4\nSeclusion \nfrequency (%)5\nMacquarie\n11.5\n87.2\n0.4\n6.4\n1.3\nNorthern Beaches7, 8\n \n \n0.8\n2.2\n0.4\nRoyal North Shore\n11.9\n90.6\n1.2\n5.7\n1.1\nCentral Coast Local Health District\n12.0\n79.8\n2.8\n2.2\n3.0\nGosford\n11.5\n74.2\n2.0\n1.5\n2.8\nWyong\n12.3\n82.6\n3.3\n2.5\n3.2\nHunter New England Local Health District\n13.3\n69.2\n6.3\n5.3\n3.6\nArmidale\n9.3\n80.7\n0.0\n0.0 \n0.0\nHNE Mater\n14.5\n67.7\n8.0\n6.4\n3.9\nJohn Hunter\n22.5\n85.2\n4.0\n1.0\n3.0\nMaitland\n11.0\n51.4\n4.4\n4.1\n5.0\nManning\n4.7\n70.8\n1.0\n2.3\n1.6\nMorisset\n8.3\n100.0\n13.1\n2.0\n19.4\nTamworth\n14.4\n77.1\n4.6\n2.3\n3.3\nNorthern NSW Local Health District\n16.1\n58.0\n2.4\n4.9\n1.9\nLismore\n15.2\n62.2\n3.3\n4.7\n2.9\nTweed\n17.1\n53.6\n1.1\n5.6\n0.9\nMid North Coast Local Health District\n16.0\n67.8\n2.5\n9.1\n2.0\nCoffs Harbour\n15.0\n66.2\n3.3\n7.0\n2.8\nKempsey\n15.7\n69.8\n0.0\n0.0 \n0.0\nPort Macquarie\n18.4\n69.5\n2.3\n16.6\n1.9\nSouthern NSW Local Health District\n11.4\n78.0\n2.5\n1.4\n1.3\nGoulburn\n10.7\n76.5\n2.0\n1.8\n1.5\nSouth East Regional\n11.8\n78.9\n3.2\n1.0\n0.9\nMurrumbidgee Local Health District\n8.4\n82.1\n1.0\n0.8\n0.7\nWagga Wagga\n8.4\n82.1\n1.0\n0.8\n0.7\nWestern NSW Local Health District\n10.3\n75.6\n1.5\n0.9\n1.3\nDubbo\n12.7\n69.4\n1.5\n0.7\n1.4\nOrange Health Service\n9.8\n77.1\n1.5\n1.0\n1.2\nFar West Local Health District\n14.3\n83.7\n6.3\n1.4\n1.9\nBroken Hill\n14.3\n83.7\n6.3\n1.4\n1.9\nNSW – Total\n14.2\n74.4\n4.7 (5.0)\n9.2 (10.0)\n3.4 (3.5)\n2021–22\n14.7\n76.4\n6.1 (7.9)\n6.3 (8.9)\n4.1 (4.2)\n2020–21\n15.2\n78.3\n6.1 (7.9)\n6.3 (8.9)\n4.1 (4.2)\n2019–20\n15.0\n76.9\n5.5 (6.0)\n5.6 (12.7)\n3.7 (3.8)\n2018–19\n14.6\n75.1\n 5.8 (6.0)\n4.7 (11.1)\n4.0 (4.1)\nDefinitions: 1. Overnight separations from acute psychiatric inpatient units that are followed by readmission to the same or another acute \npsychiatric unit. 2. Overnight separations from acute psychiatric inpatient units for which a community mental health contact, in which the \nclient participated, was recorded in the seven days following that separation. 3. Rate: Acute Seclusion episodes per 1,000 occupied bed \ndays. 4. Duration: Average duration of acute seclusion episodes (hours per episode). 5. Frequency: Percent of acute mental health hospital \nstays where seclusion occurred. \nNote: 3,4,5. NSW rate, duration and frequency for seclusion is calculated by including or excluding Justice Health. Figures in parentheses \ninclude Justice Health. 6. Use of seclusion is not reported by NSW Health due to shared model of service delivery with Corrective Services \nNSW. 7. Inclusion of Northern Beaches Hospital from 2022–23 in NSW rate, duration and frequency for seclusion 8. Readmission 28 days \nand post-discharge follow up excludes Northern Beaches Hospital.\nNSW Health\t\nAnnual Report 2022–23   :  Appendix   :  page 326\n\n\nCompliance \nand glossary\n\n\nCompliance checklist\nNSW annual reporting legislation requires all reporting GSF agencies to present to Parliament an annual report \ncontaining financial and non-financial information on their operational activities. Reporting requirements for specific \npublic entities are contained in the Government Sector Finance Act 2018 (GSF Act), its associated regulations, \nTreasurer’s Directions, other legislation and policies.\nNSW Health’s reporting obligations and disclosure requirements are met in this annual report at: \nSection\nPage\nAcknowledgement of Country\nInside front cover\nInside front cover\nAims and objectives\nOverview\n15\nAnnual report production cost\nInside front cover\nInside front cover\nBusiness and service hours\nNSW Health Organisations\nInside front cover, 270\nCharter\nOverview\n3\nCombined annual reports\nOverview\n4\nConsultants\nFinancial Performance\n126\nConsumer Response \nManagement and Accountability\n70\nCyber Security Policy attestation\nManagement and Accountability\n82\nDisability Inclusion Action Plans\nManagement and Accountability\n92\nEconomic or other factors \nOverview \n14\nEvents arising after the end of the annual reporting period\nManagement and Accountability\n72\nFinancial Statements \nFinancial Performance\n138\nGovernment Information (Public Access) Act 2009 reporting\nManagement and Accountability\n77\nHuman resources \nAppendix\n316\nIdentification of audited financial statements\nFinancial Performance\n133\nImplementation of Price Determination\nFinancial Performance \n105\nInternal audit and risk management policy attestation\nManagement and Accountability\n73\nInvestment and Liability Management Performance\nFinancial Performance\n129\nLand disposal\nFinancial Performance\n130\nLegal Changes\nManagement and Accountability\n81\nLetter of Submission \nPreface\ni\nManagement and activities \nOperations and Performance\n18, 132\nManagement and structure \nOverview\n3, 6-12\nModern Slavery Act 2018 (NSW) reporting \nManagement and Accountability\n72\nPerformance information\nOperations and Performance\n18\nPrivacy and Personal Information Protection Act 1998 \nManagement and Accountability\n84\nPromotion\nAppendix\n319\nPublic Interest Disclosures\nManagement and Accountability\n77\nRequirements arising from employment arrangements\nAppendix\n316\nResearch and development \nManagement and Accountability\n89\nRisk management and insurance activities \nManagement and Accountability\n71\nSenior Executive Service\nAppendix\n320\nStrategic objectives and outcomes \nStrategy\n14\nSummary review \nPreface\niii\nWebsite\nInside front cover\nInside front cover\nWorkforce Diversity \nManagement and Accountability\n86\nWorkplace Health and Safety\nManagement and Accountability\n88\nNSW Health\t\nAnnual Report 2022–23   :  Compliance checklist and glossary   :  page 328\n\n\nGlossary\nActivity Based Funding (ABF)\nActivity Based Funding is a management \ntool which helps plan and assess \nperformance and clinical needs as part of \nthe approach to the funding, purchasing and \nperformance of health services. Activity \nBased Funding helps make public health \nfunding more effective because health \nservice management can allocate their \nshare of available state and Commonwealth \nfunding based on real levels of patient care. \nThe Activity Based Funding tool allows \npublic health planners, administrators, \nconsumers and clinicians to see how and \nwhere taxpayer funding is being allocated. \nAcute care \nShort-term medical treatment, usually in a \nhospital, for patients with an acute illness or \ninjury, or recovering from surgery. Acute \nillness/injury is one that is severe in its effect \nor approaching crisis point, for example \nacute appendicitis. \nAntenatal \nThe period before birth. \nChemotherapy \nThe treatment of disease by chemical \nagents, for example, the use of drugs to \ndestroy cancer cells. \nChronic disease\nThe term applied to a diverse group of \ndiseases, such as heart disease, cancer, and \narthritis, that tend to be long-lasting and \npersistent in their symptoms or \ndevelopment. Although these features also \napply to some communicable diseases \n(infections), the term chronic diseases is \nusually confined to non-communicable \ndiseases. \nClinical governance\nA term to describe a systematic approach to \nmaintaining and improving the quality of \npatient care within a health system. \nCollaborative Commissioning \nA whole-of-system approach to incentivise \nlocal autonomy and accountability for \ndelivering patient-centred and outcome-\nfocused care in the community.\nCommissioning \nfor Better Value\nA statewide project to shift focus of \nnon-clinical and clinical support projects \nfrom outputs to outcomes. \nCommunity Managed \nOrganisations (CMO)\nA key provider of mental health, community \nsupport and disability support services to \npeople with a lived experience.\nComPacks Program \nFacilitates safe and early discharge of \neligible patients from hospital by providing \naccess to a short-term package of care \ndesigned to help them gain independence \nand prevent their readmission to hospital. \nCORE values \nThe values that underpin all NSW Health \nactivity: Collaboration, Openness, Respect \nand Empowerment. \nDiabetes \nRefers to a group of syndromes caused by a \nmalfunction in the production and release of \ninsulin by the pancreas, leading to a \ndisturbance in blood glucose levels. Type 1 \ndiabetes is characterised by the abrupt \nonset of symptoms, usually during \nchildhood, and inadequate production of \ninsulin, requiring regular injections to \nregulate insulin levels. Type 2 diabetes is \ncharacterised by gradual onset commonly \nbetween 50 and 60 years old, and is usually \nable to be regulated through dietary control.\ne-cigarette\nBattery operated devices that heat a liquid \n(also known as e-liquid) to produce a vapour \nthat users inhale. E-cigarettes are also \ncalled ‘e-cigs’ or ‘vapes’.\ne-learning \nEducation and training undertaken in \nelectronic media, especially over the \ninternet. \nEnrolled nurse \nAn enrolled nurse is an associate to the \nregistered nurse who demonstrates \ncompetence in the provision of patient-\ncentred care as specified by the registering \nauthority’s licence to practise, educational \npreparation and context of care.\nGo4Fun\nNSW Health’s overweight and obesity \ntreatment and information program for \nchildren above a healthy weight involving \nchildren aged seven to 13 years and their \nparents. Go4Fun focuses on developing \nhealthy eating habits, building self-\nconfidence and getting children more active. \nHepatitis A (Hep A)\nAn acute form of viral hepatitis transmitted \nby ingesting food or drink that is \ncontaminated with faecal matter. \nHepatitis B (Hep B)\nA blood-borne viral disease that can result in \nserious liver disease such as cirrhosis, liver \nfailure and liver cancer. Hepatitis B is usually \ntransmitted by parenteral means (such as \ninjection of an illicit drug, exposure to blood \nor blood products), through sexual contact, \nor from mother to baby around the time \nof birth. \nHepatitis C (Hep C)\nA blood-borne viral disease that can result in \nserious liver disease such as cirrhosis, liver \nfailure and liver cancer. Hepatitis C is usually \ntransmitted by parenteral means (such as \ninjection of an illicit drug or exposure to \nblood or blood products), or from mother to \nbaby around the time of birth. \nHospital in the Home (HITH)\nDelivers selected types of acute care to \nsuitable patients at their home or clinic \nsetting as an alternative to inpatient \n(hospital) care. Hospital separation from a \nhealthcare facility occurs any time a patient \n(or resident) leaves because of death, \npatient discharge, sign-out against medical \nadvice, take own leave, or transfer. \nHyperemesis Gravidarum (HG)\nSevere nausea and vomiting in pregnancy \nlasting for more than a few days.\nHypofractionated radiotherapy\nAn external beam radiotherapy using a \nsmaller number of doses, each providing a \nhigher amount of radiation than standard \nexternal beam radiotherapy.\nIntegrated care \nStatewide strategies to coordinate care and \nprocesses within the health system and with \nother service providers.\nNSW Health\t\nAnnual Report 2022–23   :  Compliance checklist and glossary   :  page 329\n\n\nIn vitro fertilisation (IVF) \nIn vitro fertilisation (IVF) is a complex series \nof procedures used to help with fertility or \nprevent genetic problems and assist with \nthe conception of a child. \nIsolated Patients Travel and \nAccommodation Assistance \nScheme (IPTAAS)\nNSW Health’s Isolated Patients Travel and \nAccommodation Scheme provides financial \nassistance towards travel and \naccommodation costs when patients need \nto travel more than 100km one way, or \n200km in a week, for specialised medical \ntreatment that is not available locally. \nJunior medical officer (JMO)\nA medical graduate with at least two years’ \npostgraduate experience, extending to a \nmedical graduate working in a graduate \ntraining period of five to 10 years. \nKey performance indicators \n(KPI)\nIndicators that measure agency \neffectiveness in achieving program \nobjectives.\nLeading Better Value Care \n(LBVC)\nA statewide program to identify and scale \nevidence-based initiatives for specific \nconditions. It focuses on managing \nconditions in the most appropriate setting \nand is accelerating value-based healthcare \nin NSW.\nLocal health districts (LHD)\nOrganisations which manage public \nhospitals and provide health services to \ncommunities within a specific geographic \narea. Eight local health districts cover the \nSydney metropolitan region, and seven \ncover rural and regional NSW. \nLong COVID\nAn illness that occurs in people who have a \nhistory of probable or confirmed COVID-19; \nusually within three months from the onset \nof COVID-19, with symptoms and effects \nthat last for at least two months.\nMidStart\nThe statewide recruitment process for \nregistered nurses seeking employment as a \nmidwifery student in a NSW public hospital.\nMpox (Monkeypox)\nMpox is a viral infection that causes a rash. It \nis mainly spread by skin-to-skin contact with \nsomeone who has mpox.\nMultipurpose Services \nA flexible service model for regional and \nrural communities, providing communities \nwith access to a range of integrated health \nservices such as acute care, subacute care, \nallied health, oral health, aged care, primary \nand community services. \nMy Health Learning \nStatewide learning management system for \nNSW Health staff, managed by the Health \nEducation and Training Institute.\nMy Health Record \nThe national digital health record system, \nproviding healthcare providers, such as \ndoctors and hospital staff, access to a \npatient’s important health information from \nanywhere at any time. \nNational Disability Insurance \nScheme (NDIS) \nA national system of disability support \nfocused on the individual needs and choices \nof people with disability, their families and \ntheir carers. Provides access to support \nservices and funding support. \nNSW Patient Survey Program \nA NSW Health program of multiple surveys \nto ask people across the state about their \nrecent experience with the public healthcare \nsystem, supporting improvement across the \nsystem and within individual care \norganisations.\nNurse practitioner (NP)\nA registered nurse educated and authorised \nto function autonomously and \ncollaboratively in an advanced and extended \nclinical role. The role includes assessment \nand management of clients using nursing \nknowledge and skills and may include the \ndirect referral of patients to other healthcare \nprofessionals, prescribing medications and \nordering diagnostic investigations. \nOncology\nThe study and treatment of cancer and \ntumours. \nOsteoarthritis \nOccurs when the cartilage between joints \nbreaks down. This can cause chronic pain \nand stiffness, physical disability, functional \nimpairment and social and vocational \ndifficulties. \nOsteoporosis \nA chronic disease that reduces bone density \nand strength causing ongoing pain, reduced \nmobility, loss of function and a lower quality \nof life. \nOut of Hospital Care packages \n(OHC)\nA short-term package of care (such as \nassistance with personal care, domestic \nassistance, transport and social support) \nprovided to facilitate safe and early \ndischarge of eligible patients from hospital. \nPalliative care \nCare provided to achieve the best possible \nquality of life for patients with a progressive \nand far-advanced disease, with little or no \nprospect of cure. \nPatient flow \nThe movement of patients through a \nhealthcare facility from the point of \nadmission to the point of discharge. \nPatient Reported Measures \n(PRMs)\nA NSW Health program giving patients and \ntheir carers the opportunity to provide direct \nfeedback about their treatment and its \nresults, informing improvement across the \nNSW public health system. \nPatient Transport Service \nA transport service provided for patients \nwho require clinical monitoring or \nsupervision during transport, but do not \nrequire an urgent ambulance response. \nPathology \nThe study and diagnosis of disease through \nthe examination of organs, tissues, cells and \nbodily fluids. \nPerformance Framework \nThe NSW Health Performance Framework \nmeasures the performance expected of \nNSW Health organisations to achieve \nrequired levels of health improvement, \nservice delivery and financial performance. \nPerinatal \nThe period shortly before and after birth. \nThe term generally describes the period \nbetween the 20th week of gestation and one \nto four weeks after birth.\nNSW Health\t\nAnnual Report 2022–23   :  Compliance checklist and glossary   :  page 330\n\n\nPillars \nThe five pillar organisations in NSW Health \nprovide expertise in the development of new \nmodels of care, quality and safety initiatives, \ntraining and development and performance \nreporting which helps local health districts \nand networks provide the best possible care. \nThe pillar organisations are: Agency for \nClinical Innovation, Bureau of Health \nInformation, Cancer Institute NSW, Clinical \nExcellence Commission, and Health \nEducation and Training Institute. \nPhage therapy\nAn alternative or addition to traditional \nantibiotics where bacteriophages or ‘phages’ \nare used to selectively infect bacteria and \ncan kill them.\nPrimary care \nProvides the patient with a broad spectrum \nof care, both preventive and curative, over a \ncertain period of time and coordinates all of \nthe care the person receives. \nPrimary health networks \n(PHNs)\nPrimary health networks have been \nestablished with the key objectives of \nincreasing the efficiency and effectiveness \nof medical services for patients, particularly \nthose at risk of poor health outcomes. \nRadiotherapy \nThe study and discipline of treating \nmalignant disease with radiation. \nThe treatment is referred to as radiotherapy \nor radiation therapy. \nSafe Haven \nSafe Havens are a drop-in alternative \nto the emergency department for people \nexperiencing emotional and suicidal \ndistress. \nSingle Digital Patient Record \n(SDPR)\nThe Single Digital Patient Record system is a \nsingle digital platform that will provide fast, \nsecure and easy statewide access to an \nintegrated record of an individual’s medical \nhistory in real-time.\nThe platform will incorporate Patient \nAdministration System (PAS), Electronic \nMedical Record (eMR) and Laboratory \nInformation Management System (LIMS) \ncapabilities.\nSpecialty health networks \n(SHNs)\nTwo specialist networks operate across \nNSW with a focus on children’s and \npaediatric services, and forensic mental \nhealth. A third network operates across the \npublic health services provided by three \nSydney facilities operated by St Vincent’s \nHealth Network. \nTransfer of care \nMeasures the percentage of patients \narriving at hospital by ambulance whose \ncare is transferred from ambulance staff to \nthe emergency department staff within 30 \nminutes of arrival. \nTrauma-informed care\nUnderstanding, recognising and responding \nto trauma based on knowledge and \nunderstanding of trauma, how it affects \npeople’s lives, their service needs as well as \nhow clients might present to services.\nIt considers people’s symptoms, responses \nand behaviours in the context of their past \nexperiences, and emphasises physical, \nemotional and psychological safety for \nclients and staff.\nalue-based care \nIs focused on generating value for patients \nby improving health outcomes, reducing \ncosts and enabling healthcare access \nacross a greater geographical area. In NSW, \nvalue-based healthcare means continually \nstriving to deliver care that improves: \n•\t\u0007\nhealth outcomes that matter to \npatients \n•\texperiences of receiving care \n•\texperiences of providing care \n•\teffectiveness and efficiency of care. \nVirtual care\nVirtual care, also known as telehealth, safely \nconnects patients with health professionals \nto deliver care when and where it is needed. \nIt complements the face-to-face care that \npatients are used to. \nVisiting medical officer (VMO) \nA medical practitioner in private practice \nwho also provides medical services in a \npublic hospital. VMOs are not hospital \nemployees but are contracted by the local \nhealth district to provide specific medical \nservices.\nYourRoom\nA website to get facts about alcohol and \nother drugs. A joint initiative by NSW Health \nand St Vincent’s Alcohol and Drug \nInformation Service.\nNSW Health\t\nAnnual Report 2022–23   :  Compliance checklist and glossary   :  page 331\n\n\nNSW Health\t\nAnnual Report 2022–23   :  Compliance checklist and glossary   :  page 332\n\n\n2022-23\n\n\n2022-23\nSHPN (SCE) 230665\nNSW Health","difficulty":"hard","domain":"Multi-Document QA","length":"long","question":"The NSW Health Annual Reports for 2020-21 and 2022-23 reflect changes in strategic priorities, particularly regarding how the health system manages resource allocation in response to both emergent crises and long-term structural improvements. Given the dynamic pressures on the healthcare system, including the pandemic and ongoing structural reforms, which of the following statements best captures the ‘deeper strategic evolution’ between these two periods in how NSW Health addresses the tension between “immediate crisis management” and “sustainable healthcare innovation”?","sub_domain":"Governmental"}

Source: https://huggingface.co/datasets/zai-org/LongBench-v2

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