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Annual Report 2016-17

HEALTH SUPPORTSERVICES

67 Walters Drive OSBORNE PARK WA 6017 PO Box 1888OSBORNE PARK WA 6916Ph: 08 6213 5402

81 St Georges Terrace PERTH WA 6000GPO Box 8545 PERTH BUSINESS CENTRE 6849Ph: 08 6444 5000

632 Karel Avenue JANDAKOT WA 6164Ph: 08 6145 4600

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HEALTH SUPPORT SERVICES ANNUAL REPORT 2016-17

Statement of Compliance 4

Introduction 5 Performance Highlights 6

HSS at a Glance 9

Chief Executive Report 10

Agency Overview 12

Overview of Agency 13Legislative Responsibilities 14

Organisational Chart 15

Executive Structure at 30 June 2017 16

HSS Roles and Responsibilities 18

Performance Management Framework 22

Agency Performance 23Summary of Key Performance Indicators 24

Financial Costs 25

Pricing Policy 26

Capital Works 27

Employee Profile 28

Significant Issues 29

Ministerial Directives 33

Key Performance Indicators 35Certification of Key Performance Indicators 36

Average cost of Accounts Payable services 38 per transaction

Average cost of Accounts Receivable 39 services per transaction

Average cost of payroll and support services 40 to Health Support Services’ clients

Average cost of Supply Services by 41 purchasing transaction

Average cost of providing ICT services 42 to Health Support Services’ clients

The Percentage of responses from 43 WA Health Service Providers and Department of Health who are satisfied or highly satisfied with the overall service provided by Health Support Services

Industrial Relations 44

Employee Development 45

Workers Compensation 46

Annual Estimates 2017-18 47

Governance Requirements 51Pecuniary Interests 52Boards and Committees Remuneration 53Advertising 54Disability Access 55Compliance with Public Standards 56Recordkeeping Plans 57Substantive Equality 58OSH/Injury Management 59

Financial Statements 61Letter from the Auditor General 62

Certification of Financial Statements 66

Table of Contents


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Hon Roger H COOK BA GradDipBus MBA MLAMinister for Health

In accordance with section 61 of the Financial Management Act 2006 (WA), I hereby submit for your information and presentation to Parliament, the Annual Report of Health Support Services for the financial year ended 30 June 2017.

The Annual Report has been prepared in accordance with the provisions of the Financial Management Act 2006 (WA).

Robert TomsChief Executive Health Support Services Accountable Authority

28/09/17

Statement of Compliance

4


Introduction


5

Performance Highlights

HSS has committed to developing strong and respectful relationships with the WA health system and HSPs.

Inaugural Year as a Statutory Authority

Health Support Services (HSS) has achieved significant positive outcomes during its first year as a statutory authority. While ensuring the delivery of high quality services to support the delivery of optimal patient care, HSS has:

• developed Service Level Agreements (SLAs) with Health Service Providers (HSPs) and clients that define the services HSS provide to enable better health care;

• implemented regular Key Performance Indicator reporting to demonstrate service delivery against our SLA targets;

• embedded and improved corporate governance, focussing on project management, audit, risk, Information and Communications Technology (ICT) and corporate governance frameworks and processes;

• assisted with the ongoing implementation of the WA Health ICT Strategy 2015-18; and

• invested in the competency, capacity and capability building of all HSS employees.

Financial Stability

HSS demonstrated a strong commitment to financial stability in the 2016-17 financial year. HSS has managed, balanced and maximised business resources by:

• ensuring HSS is financially sustainable and a value for money proposition;

• delivering a stronger balance sheet, positive cash flow and 2016-17 net surplus;

• identifying initiatives within HSS to contribute $38 million in savings to the Agency Expenditure Review (AER) over the next three years and exceeding the AER target by 73% or $16 million;

• implementing and working to continuously improve the HSS Costing and Pricing Model;

• developing and implementing a new financial management and reporting suite;

• advocating the use of Voluntary Severance Scheme which is expected to realise $3.8 million in wages savings in forward years;

• implementing the HSS Authorisations and Delegations Schedule; and

• implementing a new Financial Management Manual.

Relationship Building

HSS has committed to developing strong and respectful relationships with the WA health system and HSPs. In 2016-17, HSS sought to identify shared goals and values with the WA health system by:

• actively pursuing strong client engagement while defining HSS as a value for money service provider;

• promoting partnerships with clients through the establishing of SLAs;

• enabling two way feedback avenues through client engagement forums;

• issuing several detailed client engagement surveys to receive feedback on the services provided and identify opportunities for improvement; and

• focusing on proactive and effective communications regarding delivery of HSS services.

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Perth Children’s Hospital

HSS has been actively involved in preparing for the opening of Perth Children’s Hospital (PCH) through the ICT, Supply Chain and Corporate Services streams. During this period, HSS worked to provide vital input and support to the PCH Project teams by:

• commencing the transition of ICT services to HSS management and support including new innovative technologies associated with Pharmacy automation systems and the ‘Whole Pack Robot’, patient entertainment and meal ordering systems;

• implementing the PCH employment and staffing structure within the Human Resource Information System;

• preparing existing ICT clinical and corporate applications for implementation;

• engaging all branches of the HSS Supply Operations Directorate to be directly involved in supporting the establishment of the supply chain function; and

• facilitating casual theatre nurses from NurseWest to assist with medical gas testing and commissioning and four registered nurses as ‘Train the Trainers’ for medical equipment roll-out.

HSS has been actively involved in preparing for the opening of Perth Children’s Hospital (PCH) through the Information and Communications Technology (ICT), Supply Chain and Corporate Services streams.


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INTRODUCTION

NurseWest

NurseWest acts as the WA health system’s internal nursing agency by recruiting registered and enrolled nurses, midwives and mental health nurses to the NurseWest casual pool and deploying these resources on a casual and fixed term basis to WA health system sites. NurseWest delivered strong outcomes to the WA health system in 2016-17 including:

• creating a casual pool of 277 Assistants in Nursing (AINs) in response to HSP feedback, resulting in a significant savings for HSPs who are now able to utilise NurseWest AINs rather than staff from private agencies;

• filling 12,554 shortfall shifts for AINs in 2016-17; and

• delivering savings in the order of 24-29% when a shift is filled by a NurseWest employee as opposed to private staffing agency rates.

Procurement and Supply Chain

Now in phase three of its Strategic Procurement Program, the Office of the Chief Procurement Officer has continued to deliver procurement reform across the WA health system by:

• implementing the Procurement Development and Management System as part of business-as-usual, with HSPs and the Department of Health now using online workflows to develop and manage contracts for goods and services; and

• delivering procurement improvement through education and training initiatives, improving policy and procedures and providing a compliance audit function.

These initiatives are supported by the Procurement Improvement and Performance team. Their focus has been to establish consistently high performing processes and capabilities in relation to Supply Chain management.

In 2016-17, HSS identified the need to develop a mature software asset management capability. This led to the creation of a Software Asset Management Unit (SAMU). Their work has placed the WA health system in a stronger negotiation position when looking to purchase licences due to their detailed understanding of the current software licensing asset base and user requirements. This Unit will now ensure the efficient and effective procurement and management of the WA health system’s software assets and actively work to identify potential savings as part of rationalisation activities.

ICT deliverables and projects

HSS made significant progress across a range of critical ICT programs and projects in 2016-17. Key achievements for the HSS ICT teams include:

• integrating new PCH systems with existing WA health systems, and commencing work to separate services for King Edward Memorial Hospital that were previously coupled with Princess Margaret Hospital;

• improving HSS ‘SWAT’ team (who deal with outages or issues associated with critical clinical systems) processes to respond to Priority 1 and Priority 2 system faults logged, and engaging closely with health care sites to prepare for any major ICT environment changes;

• continuing the implementation of key clinical applications such as webPAS across the state to ensure regional hospitals can benefit from enterprise-wide applications; and

• successfully implementing a major upgrade to the iPharmacy application and continuing with the vital work of the Platform Enhancement Project to modernise WA health system’s ICT operating platforms.

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A fill rate is the percentage of

customer demand that is met through

immediate stock

availability. The State Distribution Centre has a fill rate of

99%In a single year, NurseWest

will fill over

90,000 metropolitan shifts

and

2,000 regional assignments.

Approximately 70 (whole-of-health) contracts are managed by the

Health Procurement Directorate. HSS Supply Chain oversees approx.

$3.5 BILLION PROCUREMENT SPEND.

The ICT Service Desk provides support to all WA health system employees, and receives over

100,000 calls per year.

helloWA health employees per fortnight.

The Payroll Team pays over

26,000

desktops and

laptops

and

2,200 servers

are managed by HSS.

245 clinical

applications

are officially supported by HSS.

Each year, the State Distribution Centre picks, packs and distributes

to the WA health system, over

20 MILLION MEDIUM SIZED EXAMINATION

GLOVES.

FILL RATE

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HSS AT A GLANCE

I’m pleased to present the inaugural Annual Report for Health Support Services or HSS.

On 1 July 2016, HSS was established as a statutory authority. In this first year, HSS has delivered the ICT, corporate services, supply chain and finance services it supplies to the WA health system while concentrating on key focus areas to create opportunities for our clients and the WA health system.

One critical focus area in 2016-17 was establishing effective and forward looking working relationships with our clients and stakeholders. HSS, in partnership with clients, has laid the foundations for these relationships through the introduction of Service Level Agreements. These agreements, which outline expectations around service and delivery, have been developed in conjunction with HSS clients and have provided a solid base upon which to build these relationships, while defining HSS as a value for money service provider.

Value for money was a key theme in 2016-17, both internally and externally. Initiatives were identified within HSS that will contribute $38 million in savings to the Agency Expenditure Review (AER) over the next three years. HSS exceeded its AER target by 73% or $16 million in 2016-17 and delivered a budget surplus. Similarly, by advocating the use of Voluntary Severance Scheme, HSS expects to achieve $3.8 million in wages savings in forward years.

This report highlights these achievements and many more; all of which are a testament to the dedication and hard work of HSS employees. It is this dedication that will see HSS make further improvements over the coming years in order to establish itself as a modern, agile and client focused shared service organisation.

It is a privilege to lead HSS. Our people prove, time and time again, their commitment to the HSS mission: delivering high quality services to support the delivery of optimal patient care.

It is also a great privilege to work with clinicians, frontline staff, managers and policy makers to support the delivery of optimal patient care. I personally have been a critical care patient in the WA health system. As a result of my own experience, I understand how the important work done on a daily basis by WA health system employees impacts the patient and their families in a meaningful and lasting manner.

I look forward to working with HSS employees and our clients to ensure the WA health system continues to make a positive difference to the lives of Western Australians.

Robert TomsChief Executive Health Support Services


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Chief Executive Report

It is a privilege to lead HSS. Our people prove, time and time again, their commitment to the HSS mission: delivering high quality services to support the delivery of optimal patient care.


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INTRODUCTION

HSS was established as a statutory authority on 1 July 2016 under the Health Services Act 2016 (WA) and provides a suite of ICT supply, workforce and financial services to Western Australia’s public health care system, including to the Mental Health Commission and the Health and Disability Services Complaints Office.

HSS’ mission is to deliver high quality services to support the delivery of optimal patient care, with a clear vision to enable better health care. HSS’ corporate values are:

• respect;

• excellence; and

• integrity.

These values underpin not only the corporate mission and vision, but the actions of all HSS staff.

Partnering with clients and other stakeholders, HSS operates with a customer-focussed service culture designed to complement client agency operations.

HSS provides all services within a Service Level Agreement framework based on achieving the standards and expectations of our clients.

Agency Overview

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Overview of Agency


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Enabling Legislation

Health Support Services was established as a Chief Executive governed Health Service Provider under clause 15 of the Health Services (Health Service Provider) Order 2016 (WA) made by the Minister for Health under section 32 of the Health Services Act 2016 (WA). The Health Support Services Chief Executive is responsible to the Minister for Health and the CEO of the Department of Health (System Manager) for the efficient and effective management of the organisation.

Key legislation impacting on HSS activities

• Criminal Code Act Compilation Act 1913 (WA)

• Electronic Transactions Act 2011 (WA)• Equal Opportunity Act 1984 (WA)• Evidence Act 1906 (WA)• Financial Management Act 2006 (WA)• Freedom of Information Act 1992 (WA)• Health Practitioner Regulation National

Law (WA) Act 2010 (WA)• Health Professionals (Special Events

Exemption) Act 2000 (WA)• Health Services Act 2016 (WA)• Industrial Relations Act 1979 (WA)• Occupational Safety and Health Act

1984 (WA)• Public Sector Management Act 1994

(WA)• State Records Act 2000 (WA)• State Supply Commission Act 1991

(WA)• State Trading Concerns Act 1916 (WA)• Workers’ Compensation and Injury

Management Act 1981 (WA)

Administered Legislation

• Nil

Bills in Parliament as at June 2016

• Nil

Legislative Responsibilities

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Organisational Chart

Minister for HealthHon Roger Cook MLA

System Manager Department of Health

Dr D J Russell-Weisz, Director General

Chief ExecutiveHealth Support Services

Robert Toms

Acting General Manager

Corporate Services and Supply

Will Monaghan

Acting Executive Director

Corporate Services and Workforce

Julie Feeney


ICT Business Engagement and

PolicyStephen Pattison


ICT Service Delivery and Operations

Rolly Hester

Group Director Finance and

Performance I CFO

Robert Henry

Acting Director Office of the Chief

ExecutiveEmily Pestell


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OVERVIEW OF AGENCY

Executive Structure at 30 June 2017

Mr Robert Toms Chief Executive

Robert ‘Rob’ Toms has 20 years’ experience in retail, mining and management consulting and a proven track record of developing and implementing corporate strategy and business transformation. He also has significant experience with ICT program delivery, procurement and supply chain optimisation.

In his most recent role at Western Power as Executive Manager – Transformation, Rob designed and led the company’s major Business Transformation Strategy to reduce expenditure while improving customer outcomes, organisation performance and employee engagement.

Rob graduated from Nottingham Trent University with a Bachelor of Business Administration (Hons). He also holds a Post Graduate Diploma in Management Studies, a Masters of Business Administration and attended the London Business School Emerging Leaders Program.

Mr Robert Henry Group Director Finance and Performance

Rob has extensive ‘hands on’ experience in financial management and corporate leadership in various organisations over a 30 year period. Rob has worked in a wide variety of roles and organisations within the WA health system and the private sector.

He has a strong track record in developing and implementing enhanced financial management initiatives that lead to measurable improvements in financial performance and a demonstrable ability to streamline business operations whilst meeting legislative requirements.

Rob holds a Bachelor of Arts from the University of Western Australia and a Bachelor of Business from Edith Cowan University. He is a member of the Institute of Public Accountants.

Mr William Monaghan Acting Chief Procurement Officer and General Manager Corporate Services & Supply

Prior to his current role, Will held various senior Director positions in the National Health Service in the United Kingdom and the South Metropolitan Health Service.

Will was recently appointed as Chair of the Australia and New Zealand Health Procurement Roundtable and he is also a member of the Australian Digital Heath Agency Supply Chain Reform Group and the WA State Tenders Review Committee. He was recently shortlisted as Chartered Institute of Purchasing and Supply Procurement and Supply Professional of the Year 2017 for Australasia. Will has tertiary qualifications in engineering, politics, history and communications and an advanced MBA in International Business Management from the University of Western Australia.

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Mr Rolly Hester Acting General Manager ICT Service Delivery and Operations

Rolly has worked in the ICT industry since 1992. He has over 25 years of ICT experience, including 10 years as an ICT executive, Chief Information Officer and Chief Technology Officer. As an ICT executive, he is focused on delivering effective ICT solutions for the WA public sector through the implementation of new and emerging ICT technologies.

Rolly was a finalist in the CIO of the Year WA Information Technology and Telecommunications Alliance awards in 2012, and is currently deferred from an MBA in Information Studies at Edith Cowen University.

Ms Julie Feeney Acting Executive Director Corporate Services and Workforce

Prior to her current role, Julie was the Director of Workforce Services at Health Corporate Network since its inception in 2006.

Julie has led project teams to plan, develop and deliver Human Resources (personnel and payroll) services in the WA health system’s corporate shared service environment and successfully established the HR component of the WA health system shared services project.

Julie has extensive HR experience within the public sector and holds a Bachelor of Business (Human Resources and Industrial Relations) from Edith Cowan University and a Master of Human Resources from the University of Western Australia.

Mr Stephen Pattison Acting General Manager ICT Business Engagement and Policy

Having moved to Australia from the United Kingdom in 2005, Stephen has a wealth of international and domestic experience in the delivery of large scale ICT projects. After leading the Windows System Team for the iconic Australian retailer Coles, Stephen joined HSS in 2010. Since 2016, Stephen has been responsible for the delivery of large scale critical ICT projects.

Stephen holds a Bachelor of Business Computing with Honours from the University of Northumberland.

Mrs Emily Pestell Acting Director Office of the Chief Executive

Emily joined the WA health system in 2014. Prior to her current role, Emily was a member of the Office of the Chief Procurement Officer and played a key part in the delivery of the Strategic Procurement Program Phase 1 for the WA health system, which won a WA Premier’s Award and a WA Health Excellence Award, both in 2015.

Emily holds a Bachelor of Commerce and Bachelor of Economics from the University of Western Australia and is currently completing a Juris Doctor.

HSS Senior Officers

The HSS Executive structure displayed above includes all officers who were members of the HSS Executive as at 30 June 2017. Other officers who occupied senior positions for a period greater than three months during 2016-17 were:

Ms Kylie Towie – Acting Chief Executive and Chief Information Officer 1 July 2016 - 16 June 2017

Mr Peter Bouhlas – Acting General Manager ICT Business Engagement and Policy 1 August 2016 - 3 February 2017

Mr Grant Itzstein – Acting General Manager ICT Service Delivery and Operations 1 July 2016 - 11 January 2017


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OVERVIEW OF AGENCY


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Corporate Services and Workforce

Corporate Services and Workforce provides a suite of corporate and human resource administration services to the WA health system. Corporate Services and Workforce also provides internal Human Resources and Organisational Capability services within HSS.

Payroll Services Payroll Services pays over 45,000 WA health system employees located all over Western Australia each fortnight, using two payroll systems. Payroll Services aims to pay all employees accurately and on time according to current award and agreement requirements. They also provide customer focused payroll advice and assistance to all WA health system employees when required through a centralised customer support model.

Employment Services Employment Services provides personnel services to the WA health system. Key functions include the maintenance of the WA health system position establishment, the administration of all recruitment processes, the provision of accurate contract advice to staff and managers and the maintenance of workforce governance compliance in relation to recruitment, appointment and new hires.

Classification Services The Classification Services team works alongside Employment Services to deliver management and governance of WA health system position classification and associated services. This includes the assessment of position classifications and reclassifications, overseeing the creation of new positions, providing advice on temporary special allowances and representing the WA health system in classification related matters.

Finance Accounts ProcessingFinance Accounts Processing provides transactional finance services to some regional and all metropolitan WA health system facilities by delivering expert advice, guidance and leadership in the aggregation, standardisation, automation and simplification of financial processes.

NurseWestNurseWest provides a state-wide centrally co-ordinated service for the recruitment and deployment of temporary nursing personnel and Assistants In Nursing to all public hospital and health sites across Western Australia. NurseWest fills casual shifts in all public metropolitan hospitals and community health services and facilitates short term placements in rural and remote hospitals.

NurseWest also plays an important role in the WA health system Disaster Management Plan for the placement and movement of temporary nursing and midwifery staff.

HSS Roles and Responsibilities

Human ResourcesHR delivers human resources consultation services to HSS managers and staff regarding policy, protocols and strategy. HR provides employee relations consultation and manages employee programs and workforce reporting. HR also oversees redeployment and redundancy of HSS employees.

HR services are available to all HSS staff across the three main HSS sites and any hospital sites where HSS staff are located. HR is also responsible for Occupational Health and Safety across the organisation.

Organisational Capability The Organisational Capability branch delivers integrated services across organisational development, learning and development and performance development functions that collectively extend the HSS business and workforce capability.

Organisational Capability is responsible for business improvement and workforce planning and policy, and provides strategic workforce and organisational services to HSS line managers and employees.


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ICT Service Delivery and Operations

The ICT Service Delivery and Operations (SDO) group provides ICT support services for the WA health system through four discrete business areas. The ICT SDO leadership provides strategic governance and operational management of the four Service Delivery and Operations business areas: Applications, Corporate Business Systems, Infrastructure and Service Delivery.

Applications The Applications business area provides design, development, testing and support services for clinical ICT systems as well as operational support for a set of clinical software.

Corporate Business Systems Corporate Business Systems provides design, development, testing and support services for corporate ICT systems and oversees the HSS information management function.

Infrastructure The Infrastructure business area implements and maintains networks, servers, hardware, storage, security and ICT operational software for WA health system and contributes to the management and operations of the current Centralised Computing Services Contract that relates to the WA health system system’s data centre.

Service Delivery HSS Service Delivery provides a telephone and ticket driven service desk, user provisioning and desktop support to the WA health system, including the managed operating environment, software and management services.

The ICT Service Delivery and Operations (SDO) group provides ICT support services for the WA health system through four discrete business areas.

OVERVIEW OF AGENCY


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Policy, Governance and Patient SafetyThe ICT Policy, Governance and Patient Safety Directorate leads and facilitates the delivery of programs to support the National Digital Health Program, ICT Patient Safety and Governance, and ICT Policy.

This work supports the WA health system, through engagement with National and State stakeholders, the Department of Health, HSP’s and HSS. This facilitates alignment with international and national standards, as well as WA health system and HSS strategic and operational plans.

ICT Business Engagement and Policy

The ICT Business Engagement and Policy (BEP) business area provides strategic ICT advice and services in line with Commonwealth, State and WA health system strategy, regulation and policy.

Business EngagementThe Business Engagement Directorate is responsible for three distinct areas. The Major ICT Projects area manages critical system-wide ICT projects such as the current web Patient Administration System roll-out to all hospitals.

The Business Engagement area provides consultative advice regarding the ICT governance process and facilitates the preparation of Business Cases for major programs. The HSS Program Management office works to ensure strong oversight and reporting of ICT projects is provided to the HSS Executive and the WA health system’s ICT Executive Board.


OVERVIEW OF AGENCY

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Enterprise ArchitectureEnterprise Architecture manages the development and ongoing maintenance of the WA health system’s Architecture Reference Framework and Architecture Standards and participates in the development and maintenance of the WA health system system’s ICT lifecycle. Solution Architecture services are primarily centred on the development of solutions for both infrastructure and applications initiatives and projects.

Supply Chain

Supply Chain OperationsThe Operations business area is responsible for the delivery of an efficient and effective supply chain. Operations provide services including procure to pay, warehousing and distribution, inventory management, procurement systems management and cataloguing services.

Procurement Improvement and Performance The Procurement Improvement and Performance (PIP) Directorate was established in 2016 and has developed internal processes to manage the complex administration activities required for the Centralised Computing Services Contract. This includes the development of broader standardised process maps, work instructions and templates for the contract management functions within the Supply Chain.

The Office of the Chief Procurement Officer The Office of the Chief Procurement Officer leads the development and management of ongoing procurement reform and improvement across the WA health system.

The Office of the Chief Procurement Officer is responsible for developing and maintaining the Procurement Policy Framework and supporting guides and tools for use across the WA health system (on behalf of the System Manager). The business area delivers system wide procurement and contract management education and training program, as well as providing advice on best practice procurement processes and policy compliance.

Software Asset Management Unit The Software Asset Management Unit (SAMU) effectively manages and optimises the purchase, deployment, maintenance, utilisation of software assets within the WA health system. The development of the Software Asset Management Plan has reduced ICT costs and increased operational efficiencies within the WA health system.

Office of the Chief Executive

The Office of the Chief Executive ensures the Chief Executive is adequately supported in the task of leading HSS.

Members of the Office of the Chief Executive work to implement the goals, strategies and activities that assist with the Chief Executive representing HSS both internally and externally. Key functions include Communications, Ministerial and Parliamentary liaison, executive support, strategic planning and any other activities required by the Chief Executive.

Finance and Performance

Finance and Performance assists HSS in becoming a value for money service provider. Finance and Performance has successfully managed the transition of financial functions from the Department of Health, including cash management and financial statements and manages HSS’ finance within the budget set by the WA health system.

Finance and Performance ensures all material HSS decisions are assessed from a value for money and return on investment perspective. The business area supports the development and management of output focussed Service Level Agreements with HSS’ clients and the Director General, as well as manages the Internal Audit and Risk function and the Internal Audit Committee.

Finance and Performance has prepared and completed HSS’ Financial Statements, the first for HSS as a statutory authority.

The Operations business area is responsible for the delivery of an efficient and effective supply chain.

To comply with its legislative obligation as a Statutory Authority, HSS operates under the Outcome Based Management (OBM) performance management framework. The WA health system’s Outcome Based Management Policy Framework specifies the requirements that HSS must comply with in order to ensure the integrity of the OBM Framework. This framework describes how outcomes, services and key performance indicators are used to measure HSS’ performance towards achieving the relevant overarching whole-of government goal.

Performance Management Framework

Outcome 3 - Strategic leadership, planning and support services that enable a safe, high quality and sustainable WA Health system

Effectiveness KPI Service 10 - Health Support Services

Percentage of responses from WA Health Service Providers and Department of Health who are satisfied or highly satisfied with the overall service provided by Health Support Services

Efficiency KPIs Service 10 - Health Support Services

Average cost of Accounts Payable Services per transaction

Average cost of Accounts Receivable Services per transaction

Average cost of payroll and support services to Health Support Services’ clients

Average cost of supply services by purchasing transaction

Average cost of providing ICT services to Health Support Services’ clients

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Agency Performance


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HSS’ key performance indicators measure the efficiency and effectiveness of the services provided by HSS in order to achieve the desired state outcome.

A summary of HSS key performance indicators from the 2016–17 period is provided. This should be read in conjunction with detailed information on each key performance indicator found in the Key Performance Indicators section of this report.

Summary of Key Performance Indicators

Key Performance Indicators 2016-17 Actual Target

Efficiency Indicators

Average cost of Accounts Payable services per transaction

Average cost pf Accounts Receivable services per transactions

Average cost of Payroll and support services to Health Support Services clients

Average cost of Supply Services by purchasing transaction

Average cost of providing ICT services to Health Support Services clients

$4.53

$29.98

$1,092.86

$50.17

$4,346.30

Effectiveness Indicators

The Percentage of responses from WA Health Service Providers and Department of Health who are satisfied with the overall service provided by Health Support Services

47.73% 50%

HSS’ key performance indicators measure the efficiency and effectiveness of the services provided by HSS in order to achieve the desired state outcome.

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The total cost of providing services to the WA health system in 2016–17 was $246.3 million. Results for 2016–17 against agreed financial targets (based on Budget statements) are presented.

Full details of HSS’ financial performance during 2016–17 are provided in the Financial Statements section of this report.

Financial Costs

2016-17 Target

($ ‘000)

2016-17 Actual

($ ‘000)

Variation (+/-)

($ ‘000)

Total cost of services 251,213 243,771 -7,442

Net cost of services 241,764 234,119 -7,645

Total Equity 299,322 304,838 5,516

Net increase/decrease in cash held 52 17,382 17,330

Approved full time equivalent staff level (salary associated with FTE)

1,053 1,004 -48.90


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AGENCY PERFORMANCE

HSS receives state appropriation from the Department of Health. HSS does not invoice Health Services Providers or clients for the services provided.

Currently HSS provides resources free of charge to each of the following reporting entities:

• Child and Adolescent Health Service• East Metropolitan Health Service• Health and Disability Services

Complaints Office• Mental Health Commission• North Metropolitan Health Service• Quadriplegic Centre• South Metropolitan Health Service• WA Country Health Service

PricingPolicy

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a) The above information is based upon the:

i 2016-17 published budget papers.

ii 2015-16 published budget papers.

b) Completion timeframes are based upon a combination of known dates at the time of reporting.

c) Projects listed above as ‘completed’ may still be in the defects period.

Capital Works

Table 1. Capital Works completed in 2016-17 Financial Year

Project Name Estimated Total Cost in 2016-17 ($ ‘000)

Stabilising Existing ICT Platforms 12,421

Table 2. Capital Works in progress 2016-17 Financial Year

Project Name Estimated Total Cost in 2016-17

($ ‘000)

Reported in 2015-16

($ ‘000)

Variance

($ ‘000)

Expected Competition Date

2015-16 and 2016-17 variation to cost explanation (>=10%)

ICT Platform Minor Works Program 4,000 New project

Replacement of Medical Imaging System (Picture Archive Communication Systems - Radiology Information System)

52,557 New project


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AGENCY PERFORMANCE

The full time equivalent (FTE) staffing within HSS in the 2016-17 financial year was 1,004.1.

Health Support Services

Category Definition 2015-16 * 2016-17

Administration and clerical

Includes all clinical-based occupations together with patient-facing (ward) clerical support staff.

0.0 901.4

Agency Includes FTE associated with the following occupational categories: administration and clerical, medical practioners and medical sessional.

0.0 42.6

Agency nursing Includes workers engaged on a ‘contract for service’ basis. Does not include workers employed by NurseWest.

0.0 0.0

Assistants in nursing Support registered dental nurses and dental clinic assistants. 0.0 0.0

Dental nursing Includes registered dental nurses and dental clinic assistants. 0.0 0.0

Hotel servicesIncludes catering, cleaning, stores/supply, laundry and transport occupations.

0.0 55.6

Medical salaried Includes all salary-based medical occupations including interns, registrars and specialist medical practitioners.

0.0 0.0

Medical sessional Includes specialist medical practitioners that are engaged on a sessional basis.

0.0 0.0

Medical support Includes all Allied Health and scientific/technical related occupations. 0.0 0.0

Nursing Includes all nursing occupations. Does not include agency nurses. 0.0 3.9

Site services Includes engineeing, garden and security-based occupations. 0.0 0.0

Other categories Includes Aboriginal and ethnic health worker related occupations 0.0 0.6

Total Includes 0.0 1,004.1

* Please note this is the first year that Health Support Services has operated as a statutory authority and hence there is no prior year comparable FTE data.

Employee Profile

28


Significant Issues


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1. Office of the Auditor General qualification

In its first year as a statutory authority, HSS received a qualified opinion from the Office of the Auditor General in respect to the findings of the annual Information Systems General Computer Controls Audit. Since receiving the findings, HSS has commenced a comprehensive program of work to address the issues identified. Working in partnership with all HSPs and the Department of Health, HSS is committed to addressing all recommendations in a systematic manner to ensure high standards of information management control are met.

Significant Issues

30


2. Attracting and retaining a skilled workforce

To continue supporting the WA health system’s shared service requirements and to ensure the future needs of the WA health system are met, HSS requires a capable, adequately trained and appropriately skilled workforce. HSS is committed to developing internal staff with a wide range of expertise and approaches while also positioning HSS as an ‘employee of choice’ to acquire top talent from outside the organisation.

HSS is developing the capability of leaders and managers to support them in leading a strong, innovative and productive workforce. This will be achieved by providing effective leadership development programs, improving current performance development practices, assessing existing recruitment and retention strategies and modifying them to incorporate new skill sets, training needs, and employee requirements.

While developing internal talent is an important focus, HSS is also looking at strengthening the internal capability pool by recruiting strong and experienced leaders and managers. HSS seeks to build solid practices in all functional areas as well as leadership capability that contributes to the efficient provision of services across the WA health system, thus ensuring the future needs of the WA health system are met.

3. Further procurement and contract management improvements for the WA health system

Maintaining visibility, oversight and effective management of WA health system’s significant portfolio of spend is a challenge that requires sustained and ongoing effort within HSS and across all levels of the WA health system. As part of the WA Health Strategic Procurement Program Phase III, 2016-17, HSS identified key areas to further improve contract management from a whole-of-health perspective.

HSS is embedding active contract management to ensure an end-to-end approach is adopted for all contracts that is aimed at meeting customer needs as efficiently and effectively as possible and enabling frontline health care delivery. Given the large spend value and significant complexities associated with whole-of-health contracts, active and ongoing contract management is important to ensure HSS can identify and harvest savings that will benefit the entire WA health system.

While clinical input is vital for the success of whole-of-health contract development, eliciting and coordinating this input from HSPs has proven to be an ongoing challenge. HSS has supported the establishment of a Clinical Procurement Manager position within each HSP to assist with coordinating clinical input into the development of whole-of-health contracts. HSS is also addressing timelines for contract development processes by developing a framework for clinical engagement.

4. ICT Systems and the pace of technological advancement

Technology continues to evolve at a rapid speed and keeping pace with advances has been a consistent challenge for HSS. To support the WA health system’s strategic priorities and enable the delivery of flexible and customised ICT services, HSS needs to modernise the core ICT systems regularly. Since the publication of the WA Health ICT Strategy 2015-18, HSS has invested significantly in stabilising the existing ICT platforms in an attempt to ensure ICT systems remain contemporary. However further investment will be required to support the WA health system and HSPs in the future.

In addition, HSS needs to ensure information security remains a key focus amidst evolving technology. HSS will continue to work with representatives from across the WA health system to actively identify potential risks and implement adequate controls to address them.


31

SIGNIFICANT ISSUES

32


Ministerial Directives


33

Treasurer’s Instructions 902 (12) requires disclosing information on any Ministerial Directives relevant to the setting of desired outcomes or operational objectives, the achievement of desired outcomes or operational objectives, investment activities, and financing activities.

In 2016-17 HSS received no Ministerial Directives related to this requirement.

Ministerial Directives

34


Key Performance

Indicators


35

36


Outcome 3

Average cost of Accounts Payable services 38

per transaction

Average cost of Accounts Receivable services 39

per transaction

Average cost of payroll and support services to 40

Health Support Services’ clients

Average cost of Supply Services by 41

purchasing transaction

Average cost of providing ICT services to 42

Health Support Services’ clients

The Percentage of responses from 43

WA Health Service Providers and

Department of Health who are satisfied or

highly satisfied with the overall service

provided by Health Support Services

Key Performance Indicators


37

KEY PERFORMANCE INDICATORS

Rationale

Health Support Services role is to provide shared services function to its clients. This includes functions of Accounts Payable, Accounts Receivable, Payroll services, Supply services and management and delivery of the ICT network.

This KPI aligns to the role of Health Support Services as a Health Service provider in ensuring ‘the operations of the health service provider are carried out efficiently, effectively and economically’. This KPI captures the role of Health Support Services in delivering transactional accounts payable finance services to its clients in an efficient manner.

We have measured our performance by averaging our total cost of Accounts Payable services by the number of Accounts Payable invoice lines processed for the year.

Target

Please note this is the first year for Health Support Services and is the first year this KPI is being reported, hence there are no prior year comparatives or targets available for this KPI. A target of $5 has been set for 2017-18.

Results

The average cost per accounts payable transaction for Health Support Services is $4.53.

Performance Measure 16/17($)

Average cost of Accounts Payable services per transaction

4.53

Data Sources: Oracle Financials, Health Support Services unpublished data.

Note: HSS does not provide Accounts Payable services to WA Country Health Service.

Average cost of Accounts Payable services

Outcome 3

Efficiency KPI

Service 3: Health Support Service

38


Rationale


This KPI aligns to the role of Health Support Services as a Health Service provider in ensuring ‘the operations of the health service provider are carried out efficiently, effectively and economically’. This KPI captures the role of Health Support Services in delivering transactional accounts receivable finance services to clients in an efficient manner.

We have measured our performance by averaging our total cost of Accounts Receivable services by the number of Accounts Receivable invoice lines processed for the year.

Target


Results

The average cost of accounts receivable transaction for Health Support Services is $29.98.


Average cost of Accounts Receivable services per transaction

29.98


Average cost of Accounts Receivable services per transaction

Outcome 3

Efficiency KPI



39


Rationale


As a WA Health ‘shared services’ organisation, Health Support Services performs a range of employment and payroll services on behalf of its clients. This indicator measures the efficiency of Health Support Services to provide the continuum of ‘hire to retire’ workforce services to Health Support Services clients.

We have measured our performance by averaging our total cost of payroll and support services by the total FTE of WA Health, Mental Health Commission and Health and Disability Complaints Office.

Target


Results

The average cost of payroll and support services to Health Support Services clients is $1,092.86.



1,092.86

Data Sources: Oracle Financials, HR Data Warehouse, Health Support Services unpublished data.


Outcome 3

Efficiency KPI


40


Rationale


Health Support Services role within WA Health is to seek to improve efficiencies in supply, procurement and contract management in order to support improved value for money for WA Health. This indicator measures the efficiency of Health Support Services to provide supply chain services to its clients.

We have measured our performance by averaging our total cost of Supply services by the number of purchasing transactions processed for the year.


Outcome 3

Efficiency KPI


Target


Results

The average cost of supply services per transaction to Health Support Services is $50.17.



50.17


Note: HSS does not provide support for on-site supply operations or imprest management for WA Country Health Service.


41


Rationale


Health Support Services role within WA Health is to seek to implement and maintain an updated computer operating environment, removing difficulties encountered by staff in using outdated operating and other systems. This indicator measures the ability of Health Support Services to deliver ICT services to its customers in an efficient manner.

We have measured our performance by averaging our total cost of ICT services by the total FTE of WA Health, Mental Health Commission and Health and Disability Complaints Office.

Target

Please note this is the first year for Health Support Services and is the first year this KPI is being reported, hence there are no prior year comparatives or targets available for this KPI. A target of $4,423 has been set for 2017-18.

Results

The average cost of providing ICT services Health Support Services clients is $4,346.30.



4,346.30

Data Sources: Oracle Financials, HR Data Warehouse, Health Support Services unpublished data.


Outcome 3

Efficiency KPI


42


Rationale


This KPI reports the satisfaction levels of services delivered to Health Support Services clients. On an annual basis, service recipients will be provided with a survey to complete which includes a series of questions gauging satisfaction levels across key service delivery areas. Responses per service area are tallied to measure the extent to which the expectations of service delivery by Health Support Services were met.

The Percentage of responses from Health Support Services clients who are satisfied or highly satisfied with the overall service provided by Health Support Services

Outcome 3

Effectiveness KPI


Target

The 2016-17 target is set at 50% customer satisfaction. A result above the target is desirable.

Please note this is the first year for Health Support Services and is the first year this KPI is being reported, hence there are no prior year comparatives available.

Results

2017 Health Support Services Stakeholder Engagement Survey

FY-17 Target

Percentage total responses received

Highly Satisfied

4.55%

Satisfied 43.18%

Total Percentage Satisfied

>50% 47.73%

Data Sources: External survey provider.

Notes: Clients were only surveyed for services applicable to them. 8 key services were surveyed for North/East/South Metropolitan and Child and Adolescent Health Services, 7 key services for Department of Health and 5 for WA Country Health Services.

A ‘non-response’ was tallied as an ‘unsatisfied’ result.


43


HSS receives industrial relations support from System Wide Industrial Relations at the Department of Health. Industrial relations advice to HSS relates to discipline, performance, claims for permanency, change management processes, industrial disputes and fitness for work matters.

HSS ensures compliance with the WA Health Industrial Relations Policy and provides advisory services through the HR branch around industrial relations.

HSS consults with System Wide Industrial Relations as appropriate and where directed. Where HSS receives formal contact from union bodies, HSS is obliged to notify State Wide Industrial Relations who are responsible for coordinating formal responses on behalf of HSS.

Industrial Relations

HSS consults with System Wide Industrial Relations as appropriate

and where directed.

44


HSS is committed to the continuous development of a highly capable, appropriately skilled and qualified workforce. HSS recognises that an ongoing commitment to quality recruitment processes and staff development helps attract and retain talented employees.

All HSS employees are provided with access to a comprehensive calendar of training events to support ongoing development. Training and events focus on key workplace skills and the capabilities of leadership and management. HSS encourages staff, where appropriate, to undertake leadership training. Such programs can lead to qualifications at Diploma and Post Graduate Diploma level with workplace projects incorporated to ensure the transfer of skills back to the workplace.

In addition, HSS employees are also supported to access technical and professional training as required.

Employee Development


45


HSS is committed to providing staff with a safe and healthy work environment. In 2016-17 a total of 11 new workers’ compensation claims were made.

Note: For the purposes of the annual report employee categories are defined as:

• Administration and clerical – includes administration staff and executives, ward clerks, receptionists and clerical staff

• Medical support – includes physiotherapists, speech pathologists, medical imaging technologists, pharmacists, occupational therapists, dietitians and social workers

• Hotel services – includes cleaners, caterers and patient service assistants.

Workers Compensation

Employee category Number of claims in 2016-17

Nursing Services/Dental Care Assistants N/A

Administration and Clerical 10

Medical Support N/A

Hotel Services N/A

Maintenance 1

Medical (salaried) N/A

Total 11

46


Annual Estimates

2017-18


47

Annual Estimates 2017-18Part A: Statement of Comprehensive Income

STATEMENT OF COMPREHENSIVE INCOME

Notes 2017/2018 Estimate

$’000s

COST OF SERVICESExpenses

Employee benefits expenseFees for visiting medical practitionersContracts for servicesSupplies and servicesFinance costsDepreciation and amortisation expenseLoss on disposal of non-current assetsRepairs, maintenance and consumable equipmentOther supplies and servicesOther expenses

Total cost of services

104,483-4,17564,280-28,582-5,88656041,404249,370

INCOMERevenue

Patient chargesOther fees for servicesCommonwealth grants and contributionsOther grants and contributionsDonation revenueInterest revenueCommercial activitiesOther revenue

Total revenueGains

Gain on disposal of non-current assetsGain on disposal of other assetsOther Gains

Total GainsTotal income other than income from State Government

-7,082-958---4188,458

----8,458

NET COST OF SERVICES 240,912

Income from State GovernmentService appropriationAssets (transferred) / assumedServices received free of chargeRoyalties for Regions Funds

Total income from State Government

240,842-70-240,912

SURPLUS / (DEFICIT) FOR THE PERIOD -

OTHER COMPREHENSIVE PROFIT / (LOSS)Items not reclassified subsequently to profit or loss

Changes in asset revaluation reserve -

TOTAL COMPREHENSIVE PROFIT / (LOSS) FOR THE PERIOD -

48


Part B: Statement of Financial Position

STATEMENT OF FINANCIAL POSITION


$’000s

ASSETSCurrent Assets

Cash and cash equivalentsRestricted cash and cash equivalentsReceivablesAmounts receivable for servicesInventoriesOther current assetsNon-current assets classified as held for sale

Total Current AssetsNon-Current Assets

Restricted cash and cash equivalentsAmounts receivable for servicesReceivablesIntangible assetsProperty, plant and equipmentOther non-current assets

Total Non-Current AssetsTotal Assets

16,222-3,034--7,184-26,440

1,212186,848-122,96623,810-334,836361,276

LIABILITIESCurrent Liabilities

BorrowingsPayablesProvisionsOther current liabilities

Total Current LiabilitiesNon-Current Liabilities

BorrowingsPayablesProvisionsOther non-current liabilities

Total Non-Current LiabilitiesTotal Liabilities

-20,33820,32679241,456

--5,4477,03212,47953,935

NET ASSETS 307,341

EQUITYContributed equityReservesAccumulated surplus

288,918-18,423

TOTAL EQUITY 307,341


49

ANNUAL ESTIMATES 2017-18

Part C: Statement of Cash Flows

STATEMENT OF CASH FLOWS


$’000s

CASH FLOWS FROM STATE GOVERNMENTService appropriationCapital appropriationHolding account drawdownRoyalties for Region Funds

Net cash provided by State Government

212,2605,024

217,284

Utilised as follows:CASH FLOWS FROM OPERATING ACTIVITIESPayments

Employee benefitsSupplies and servicesFinance costsGrants and SubsidiesContributions to Capital Works FundsGST payments on purchasesOther Payments

ReceiptsUser charges and feesCommonwealth grants and contributionsOther grants and contributionsDonations receivedInterest receivedGST receipts on salesGST refunds with taxation authorityOther receipts

Net cash used in operating activities

(104,483)(116,235)-----

--958----7,500(212,260)

CASH FLOWS FROM INVESTING ACTIVITIESPayments

Payment for purchase of non-current physical and intangible assetsReceipts

Proceeds from sale of non-current physical assetsNet cash used in investing activities

(5,024)

-

(5,024

CASH FLOWS FROM FINANCING ACTIVITIESPayments

Repayment of finance lease liabilitiesRepayment of borrowingsRepayment of other liabilities

Net cash used in financing activitiesNet increase / (decrease) in cash and cash equivalentsCash and cash equivalent at the beginning of the periodCash transferred from Department of HealthCash and Cash Equivalents transferred to other agencies

---

--17,434-

CASH AND CASH EQUIVALENTS AT THE END OF THE PERIOD 17,434

50


GovernanceRequirements


51

Senior officers of government are required to declare any interest in an existing or proposed contract that has, or could result in, the member receiving financial benefits.

In 2016-17, no conflicts of interest were declared.

Arrangements are in place within HSS to ensure that a conflict of interest does not occur.

Pecuniary Interests

Senior officers of government are required to declare any interest in an existing or proposed contract that has, or could result in, the member receiving financial benefits.

52


HSS was established as a Chief Executive governed Health Service Provider in the Health Services (Health Service Provider) Order 2016 (WA) made by the Minister for Health under section 32 of the Health Services Act 2016 (WA).

The Chief Executive is responsible to the Minister for Health and the CEO of the Department of Health (System Manager) for the efficient and effective management of the organisation. As such, HSS does not provide remuneration for boards or committees.

Boards & Committees Remuneration


53

GOVERNANCE REQUIREMENTS

In 2016-17, in accordance with section 175ZE of the Electoral Act 1907 (WA), HSS incurred no advertising costs.

Table 1. Advertising Agencies

Person, Agency or Organisation Name Amount ($)

N/A N/A

Total

Table 2. Market Research Organisations


N/A N/A

Total

Table 3. Polling Organisations


N/A N/A

Total

Table 4. Direct Mail Organisations


N/A N/A

Total

Table 5. Market Advertising Organisations


N/A N/A

Total

Advertising

54


The Disability Services Act 1993 (WA) was introduced to ensure that people with a disability have the same opportunities to fully access the range of services, facilities and information available to all members of the public. The Act also requires public authorities to ensure that people with a disability have equal opportunities for employment.

HSS is continually seeking to improve accessibility for any Western Australian wanting to engage with HSS, including people with a disability.

All HSS facilities are accessible to people with a disability, with dedicated parking bays maintained for those with disabilities. General access areas are on the ground floor level of all HSS facilities and these areas include motion-activated and timed access doors. Facilities have also installed sliding doors to access the kitchen hubs on floors for staff with a disability. Facilities have also incorporated evacuation plans for staff with disabilities in HSS Emergency Procedures in case of an emergency.

Requirements for staff with a disability are considered and accommodated in the planning of any events and/or services. This includes choosing appropriate venues that are compliant with recommended access guidelines in relation to access, ease of movement within the building, parking arrangements, transport and travel to and from the building.

All communication materials can be provided in alternate formats to ensure equitable access to information for people with a disability.

HSS complies with the WA Health Recruitment, Selection and Appointment Policy and associated procedures which forms part of the WA health system’s Employment Policy Framework.

This ensures recruitment and selection is undertaken in a consistent, inclusive and open and transparent manner. Training is provided to those participating in selection processes to ensure full understanding of the relevant public sector standards, legislation and regulations, including those that relate to disability discrimination.

Disability Access


55


Public Sector Standards have been developed to support the principles of appropriate behaviour outlined in the WA Public Sector Commission’s Code of Ethics. HSS also ensures employee compliance with the WA Health Code of Conduct which forms part of the WA health system’s Employment Policy Framework. HSS employees are expected to uphold the Public Sector Standards and the WA Health Code of Conduct and are responsible for ensuring their behaviour reflects the Code of Ethics.

To assist HSS employees to understand and comply with the principles of workplace behaviour and conduct, information regarding Public Sector Standards is provided at Corporate Induction, ad-hoc presentations to employees and through a number of professional and learning development courses.

Structures are in place to ensure Breach of Standard claims are reported to the Public Sector Commission as required and complainants are provided with advice on the ability to lodge a breach should they wish. Where a breach of standard has been lodged, an internal assessment is undertaken and HSS complies with the Public Sector Commission Managing Breach Claims Agency Guide.

In 2016-17, two breach claims were lodged regarding the recruitment, selection and appointment process. Both claims were withdrawn.

In 2016-17, HSS identified eight compliance issues with the Code of Conduct. Of these issues, one breach of the Code of Conduct has been upheld. Seven issues are still undergoing the disciplinary process and no decision has been made as to whether a final breach has occurred.

Compliance with Public Standards

The Public Sector Standards have been developed to support the principles of appropriate behaviour outlined in the WA Public Sector Commission’s Code of Ethics.

56


The State Records Act 2000 (WA) mandates the standardisation of statutory recordkeeping practices for every State Government agency. HSS complies with State Records Act 2000 (WA).

HSS is committed to maintaining systems that enable employees to manage transactional and corporate content to support business practices. All HSS business records, correspondence that enters HSS for business purposes or supports evidence of business activity and decision making is identified and captured in an electronic records management system. All employees within HSS are required to undertake mandatory Recordkeeping Awareness Training.

The record management practice within HSS is outlined in a framework of accountabilities, responsibilities and the statutory basis for the implementation and ongoing improvement of recordkeeping solutions.

Record Keeping Plan


57


HSS will contribute towards substantive equality for all Western Australians through the implementation of the Policy Framework for Substantive Equality.

The Framework provides a clear direction for HSS as an employer and service provider by addressing the potential for systemic discrimination and promoting sensitivity to the different needs of HSS’ client groups.

In its inaugural Workforce Plan, HSS will focus on the development of a workplace environment that values the employment and retention of Aboriginal and Torres Strait Islander employees. HSS has committed to increasing the number of Aboriginal HSS employees through a number of strategies including:

• a diversity census of HSS employees to establish a baseline measure of HSS workforce diversity;

• developing recruitment strategies and development programs to attract and retain Aboriginal employees, including participation in the WA health system pilot application of Section 51 of the Equal Opportunity Act 1984 to increase its Aboriginal workforce;

• implementing an Aboriginal and Torres Strait Islander attraction and development program, including an Aboriginal Cadetship Program to commence in 2018;

• developing non-Aboriginal employees’ understanding of Aboriginal culture and respect for Aboriginal people’s perspectives through training and development initiatives, including all HSS staff undertaking Aboriginal cultural awareness training; and

• utilising and enhancing existing training opportunities to develop the skills of the HSS Aboriginal workforce.

Substantive Equality

58


HSS recognises its responsibility under the Occupational Safety and Health Act 1984 (WA) and associated legislation. HSS is committed to ensuring the safety, health and welfare of its employees, contractors and visitors.

Appropriate safety training is provided to all employees in order to meet the requirements of the Occupational Safety and Health Act 1984 (WA) and Occupational Safety and Health Regulations 1996 (WA). HSS complies with legal requirements to implement safe systems and work practices that reflect its commitment to providing a safe workplace.

HSS has a dedicated Occupational Safety and Health (OSH) Policy and Safety Management Plan with annual strategic goals and targets for occupational safety, health and injury management performance. Employees are also educated in OSH responsibilities and obligations through mandatory training requirements. The Occupational Safety and Health Committee, including employee representatives and OSH Volunteers, forms a core element of occupational safety and health consultation and delivery within HSS.

HSS is committed to assisting injured employees with work related injuries to return to work as soon as medically appropriate in accordance with the requirements of the Workers Compensation and Injury Management Act 1981 (WA) and the Workers Compensation Code of Practice (Injury Management) 2005 (WA). Managers are responsible for providing suitable duties for injured employees where required and for ensuring that support is provided to the employee following their injury or illness and during their return to work.

OSH & Injury Management

HSS is committed to ensuring the safety, health and welfare of its employees, contractors and visitors.


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