{ "entity_id": "B-002592", "folder": "Professional-Services-Review-Determining-Authority", "name": "Professional Services Review - Determining Authority", "type": "Statutory Body", "jurisdiction": "Commonwealth", "portfolio": "Health, Disability and Ageing", "website": "http://www.psr.gov.au/psr-agency-corporate-information/statutory-appointments", "data_status": "inherited", "completeness": { "has_strategy_brief": true, "has_strategy_structured": true, "has_vision": true, "has_kpi_targets": true, "has_kpi_results": true, "has_strategy_overview": true, "has_legislation_text": true, "has_legislation_structured": false, "has_global_initiatives_text": false, "has_ideas": true, "has_artifacts": true, "n_ideas": 12, "n_legislation": 0, "n_artifacts": 6, "n_kpi_targets": 2, "n_kpi_results": 2, "n_outcomes": 1, "verified_own_data": false, "vision_shared_with_n_others": 16 }, "strategy_profile": { "status": "needs_review", "confidence": "low", "summary": "To safeguard the Australian public and the Commonwealth from the risk and cost of inappropriate practice within the medicare, dental and pharmaceutical benefits programs. [CP p. 11]", "official_site_url": "http://www.psr.gov.au/psr-agency-corporate-information/statutory-appointments", "source_documents": [ { "type": "annual_report", "title": "Download PSR Annual Report 2024-25.pdf", "url": "https://www.psr.gov.au/sites/default/files/2025-10/PSR%20Annual%20Report%202024-25.pdf", "period": "2024-25", "confidence": "high" }, { "type": "annual_report", "title": "Download Professional Services Review Annual Report 2023–24.PDF", "url": "https://www.psr.gov.au/sites/default/files/2024-10/Professional%20Services%20Review%20Annual%20Report%202023%E2%80%9324.PDF", "period": "2023-24", "confidence": "high" }, { "type": "annual_report", "title": "Download Professional Services Review Annual Report 2022-23.pdf", "url": "https://www.psr.gov.au/sites/default/files/2023-10/Professional%20Services%20Review%20Annual%20Report%202022-23.pdf", "period": "2022-23", "confidence": "high" }, { "type": "annual_report", "title": "Download Annual Report 2021-22", "url": "https://www.psr.gov.au/sites/default/files/2022-11/PSR_annual_report_2021-22.PDF", "period": "2021-22", "confidence": "high" }, { "type": "annual_report", "title": "Download Annual Report 2020-21", "url": "https://www.psr.gov.au/sites/default/files/2022-11/PSR_annual_report_2020-21.PDF", "period": "2020-21", "confidence": "high" }, { "type": "corporate_plan", "title": "Download PSR Corporate Plan 2025-26.pdf", "url": "https://www.psr.gov.au/sites/default/files/2025-08/PSR%20Corporate%20Plan%202025-26.pdf", "period": "2025-26", "confidence": "high" } ], "purpose": { "text": "To safeguard the Australian public and the Commonwealth from the risk and cost of inappropriate practice within the medicare, dental and pharmaceutical benefits programs. [CP p. 11]", "source_url": "https://www.psr.gov.au/sites/default/files/2025-08/PSR%20Corporate%20Plan%202025-26.pdf", "source_page": 11, "source_deep_url": "https://www.psr.gov.au/sites/default/files/2025-08/PSR%20Corporate%20Plan%202025-26.pdf#page=11" }, "vision": { "text": "null", "source_url": "https://www.psr.gov.au/sites/default/files/2025-08/PSR%20Corporate%20Plan%202025-26.pdf", "source_page": null, "source_deep_url": "https://www.psr.gov.au/sites/default/files/2025-08/PSR%20Corporate%20Plan%202025-26.pdf" }, "strategic_priorities": [ { "title": "Strengthening ongoing strategic workforce planning", "description": "Strengthening ongoing strategic workforce planning", "source_url": "https://www.psr.gov.au/sites/default/files/2025-08/PSR%20Corporate%20Plan%202025-26.pdf", "source_page": 12, "source_deep_url": "https://www.psr.gov.au/sites/default/files/2025-08/PSR%20Corporate%20Plan%202025-26.pdf#page=12" }, { "title": "Enhancing workforce’s skills through ongoing training programs and leadership development", "description": "Enhancing workforce’s skills through ongoing training programs and leadership development", "source_url": "https://www.psr.gov.au/sites/default/files/2025-08/PSR%20Corporate%20Plan%202025-26.pdf", "source_page": 12, "source_deep_url": "https://www.psr.gov.au/sites/default/files/2025-08/PSR%20Corporate%20Plan%202025-26.pdf#page=12" }, { "title": "Fostering high levels of staff engagement and innovative thinking", "description": "Fostering high levels of staff engagement and innovative thinking", "source_url": "https://www.psr.gov.au/sites/default/files/2025-08/PSR%20Corporate%20Plan%202025-26.pdf", "source_page": 12, "source_deep_url": "https://www.psr.gov.au/sites/default/files/2025-08/PSR%20Corporate%20Plan%202025-26.pdf#page=12" }, { "title": "Strengthening capability by embracing diverse perspectives", "description": "Strengthening capability by embracing diverse perspectives", "source_url": "https://www.psr.gov.au/sites/default/files/2025-08/PSR%20Corporate%20Plan%202025-26.pdf", "source_page": 12, "source_deep_url": "https://www.psr.gov.au/sites/default/files/2025-08/PSR%20Corporate%20Plan%202025-26.pdf#page=12" }, { "title": "Building on strong relationships with stakeholders", "description": "Building on strong relationships with stakeholders", "source_url": "https://www.psr.gov.au/sites/default/files/2025-08/PSR%20Corporate%20Plan%202025-26.pdf", "source_page": 12, "source_deep_url": "https://www.psr.gov.au/sites/default/files/2025-08/PSR%20Corporate%20Plan%202025-26.pdf#page=12" } ], "values": [ { "name": "fair", "description": "", "source_url": "https://www.psr.gov.au/sites/default/files/2025-08/PSR%20Corporate%20Plan%202025-26.pdf", "source_page": null }, { "name": "transparent", "description": "", "source_url": "https://www.psr.gov.au/sites/default/files/2025-08/PSR%20Corporate%20Plan%202025-26.pdf", "source_page": null }, { "name": "professional", "description": "", "source_url": "https://www.psr.gov.au/sites/default/files/2025-08/PSR%20Corporate%20Plan%202025-26.pdf", "source_page": null } ], "outcomes": [ { "name": "A reduction of the risks to patients and costs to the Australian Government of inappropriate practice", "description": "Through investigating health services claimed under the Medicare and Pharmaceutical benefits schemes.", "activities": [ "investigate through peer review whether practitioners have engaged in inappropriate practice", "actively engage with professional bodies through consultation" ], "source_url": "https://www.psr.gov.au/sites/default/files/2025-08/PSR%20Corporate%20Plan%202025-26.pdf", "source_page": 12, "source_deep_url": "https://www.psr.gov.au/sites/default/files/2025-08/PSR%20Corporate%20Plan%202025-26.pdf#page=12" } ], "performance_measures": [ { "code": "CCE01", "measure": "At 30 June, more than 50% of active cases have been with PSR for less than one year", "target": "Achieved", "latest_result": "76%", "status": "Achieved", "target_source_url": "https://www.psr.gov.au/sites/default/files/2025-08/PSR%20Corporate%20Plan%202025-26.pdf", "target_source_page": 19, "result_source_url": "https://www.psr.gov.au/sites/default/files/2025-10/PSR%20Annual%20Report%202024-25.pdf", "result_source_page": 20 }, { "code": "CCE02", "measure": "At 30 June, fewer than 15% of active cases have been with PSR for more than 3 years", "target": "Achieved", "latest_result": "9%", "status": "Achieved", "target_source_url": "https://www.psr.gov.au/sites/default/files/2025-08/PSR%20Corporate%20Plan%202025-26.pdf", "target_source_page": 19, "result_source_url": "https://www.psr.gov.au/sites/default/files/2025-10/PSR%20Annual%20Report%202024-25.pdf", "result_source_page": 20 } ], "document_alignment_terms": { "must_support": [ "To safeguard the Australian public and the Commonwealth from the risk and cost of inappropriate practice within the medicare, dental and pharmaceutical benefits programs. [CP p. 11", "null", "Strengthening ongoing strategic workforce planning", "Enhancing workforce’s skills through ongoing training programs and leadership development", "Fostering high levels of staff engagement and innovative thinking", "Strengthening capability by embracing diverse perspectives", "Building on strong relationships with stakeholders" ], "watch_terms": [ "At 30 June, more than 50% of active cases have been with PSR for less than one year", "At 30 June, fewer than 15% of active cases have been with PSR for more than 3 years" ], "avoid_claiming_without_evidence": [] }, "review_note": "This entity appears to share a parent or related entity's strategy text; verify its own strategy before publishing." }, "strategy_brief_md": "# Professional Services Review - Determining Authority — Strategy Brief\n\n**Reporting period**: 2024-25\n**Corporate plan in force**: 2025-26\n**Annual Report**: [2024-25](https://www.psr.gov.au/sites/default/files/2025-10/PSR%20Annual%20Report%202024-25.pdf)\n**Corporate Plan**: [2025-26](https://www.psr.gov.au/sites/default/files/2025-08/PSR%20Corporate%20Plan%202025-26.pdf)\n\n## Vision\n\n> null\n\n## Our purpose / purposes\n\n> To safeguard the Australian public and the Commonwealth from the risk and cost of inappropriate practice within the medicare, dental and pharmaceutical benefits programs. [CP p.11](https://www.psr.gov.au/sites/default/files/2025-08/PSR%20Corporate%20Plan%202025-26.pdf#page=11) [[CP p.11](https://www.psr.gov.au/sites/default/files/2025-08/PSR%20Corporate%20Plan%202025-26.pdf#page=11)(https://www.psr.gov.au/sites/default/files/2025-08/PSR%20Corporate%20Plan%202025-26.pdf#page=11)]\n\n## How we deliver\n\n> We will continue to strengthen our workforce capacity through continued focus on mental health and wellbeing as well as talent attraction and retention. [CP p.12](https://www.psr.gov.au/sites/default/files/2025-08/PSR%20Corporate%20Plan%202025-26.pdf#page=12) [[CP p.12](https://www.psr.gov.au/sites/default/files/2025-08/PSR%20Corporate%20Plan%202025-26.pdf#page=12)(https://www.psr.gov.au/sites/default/files/2025-08/PSR%20Corporate%20Plan%202025-26.pdf#page=12)]\n\n## Government priorities for this department\n\n- Strengthening ongoing strategic workforce planning [[CP p.12](https://www.psr.gov.au/sites/default/files/2025-08/PSR%20Corporate%20Plan%202025-26.pdf#page=12)(https://www.psr.gov.au/sites/default/files/2025-08/PSR%20Corporate%20Plan%202025-26.pdf#page=12)]\n- Enhancing workforce’s skills through ongoing training programs and leadership development [[CP p.12](https://www.psr.gov.au/sites/default/files/2025-08/PSR%20Corporate%20Plan%202025-26.pdf#page=12)(https://www.psr.gov.au/sites/default/files/2025-08/PSR%20Corporate%20Plan%202025-26.pdf#page=12)]\n- Fostering high levels of staff engagement and innovative thinking [[CP p.12](https://www.psr.gov.au/sites/default/files/2025-08/PSR%20Corporate%20Plan%202025-26.pdf#page=12)(https://www.psr.gov.au/sites/default/files/2025-08/PSR%20Corporate%20Plan%202025-26.pdf#page=12)]\n- Strengthening capability by embracing diverse perspectives [[CP p.12](https://www.psr.gov.au/sites/default/files/2025-08/PSR%20Corporate%20Plan%202025-26.pdf#page=12)(https://www.psr.gov.au/sites/default/files/2025-08/PSR%20Corporate%20Plan%202025-26.pdf#page=12)]\n- Building on strong relationships with stakeholders [[CP p.12](https://www.psr.gov.au/sites/default/files/2025-08/PSR%20Corporate%20Plan%202025-26.pdf#page=12)(https://www.psr.gov.au/sites/default/files/2025-08/PSR%20Corporate%20Plan%202025-26.pdf#page=12)]\n\n## Outcomes\n\n### A reduction of the risks to patients and costs to the Australian Government of inappropriate practice\nThrough investigating health services claimed under the Medicare and Pharmaceutical benefits schemes. [[CP p.12](https://www.psr.gov.au/sites/default/files/2025-08/PSR%20Corporate%20Plan%202025-26.pdf#page=12)(https://www.psr.gov.au/sites/default/files/2025-08/PSR%20Corporate%20Plan%202025-26.pdf#page=12)]\n\n**Key activities:**\n- investigate through peer review whether practitioners have engaged in inappropriate practice\n- actively engage with professional bodies through consultation\n\n## Values and principles\n\n_PSR Values_\n\n- fair\n- transparent\n- professional\n\n## What they will measure themselves on this year (targets from 2025-26 corporate plan)\n\n| Code | Measure | Target | Source |\n|---|---|---|---|\n| CCE01 | At 30 June, more than 50% of active cases have been with PSR for less than one year | Achieved | [CP p.19](https://www.psr.gov.au/sites/default/files/2025-08/PSR%20Corporate%20Plan%202025-26.pdf#page=19)(https://www.psr.gov.au/sites/default/files/2025-08/PSR%20Corporate%20Plan%202025-26.pdf#page=19) |\n| CCE02 | At 30 June, fewer than 15% of active cases have been with PSR for more than 3 years | Achieved | [CP p.19](https://www.psr.gov.au/sites/default/files/2025-08/PSR%20Corporate%20Plan%202025-26.pdf#page=19)(https://www.psr.gov.au/sites/default/files/2025-08/PSR%20Corporate%20Plan%202025-26.pdf#page=19) |\n\n## How they performed last year (results from 2024-25 annual report)\n\n| Code | Measure | Result | Status | Source |\n|---|---|---|---|---|\n| CCE01 | At 30 June, more than 50% of active cases have been with PSR for less than one year | 76% | Achieved | [AR p.20](https://www.psr.gov.au/sites/default/files/2025-10/PSR%20Annual%20Report%202024-25.pdf#page=20)(https://www.psr.gov.au/sites/default/files/2025-10/PSR%20Annual%20Report%202024-25.pdf#page=20) |\n| CCE02 | At 30 June, fewer than 15% of active cases have been with PSR for more than 3 years | 9% | Achieved | [AR p.20](https://www.psr.gov.au/sites/default/files/2025-10/PSR%20Annual%20Report%202024-25.pdf#page=20)(https://www.psr.gov.au/sites/default/files/2025-10/PSR%20Annual%20Report%202024-25.pdf#page=20) |", "strategy_overview_evidence_md": null, "internal_strategy_evidence_md": "# Professional Services Review - Determining Authority - Strategy, Performance, and Operating Profile\n\n**Generated at**: 2026-05-09T22:21:03.594224+00:00\n**Entity ID**: B-002592\n**Entity type**: Statutory Body\n**Jurisdiction**: Commonwealth\n**Portfolio**: Health, Disability and Ageing\n**Website**: http://www.psr.gov.au/psr-agency-corporate-information/statutory-appointments\n\n> Draft generated from scraped source material. Treat this as an evidence pack for editorial review, not a final judgement.\n\n## Source Coverage\n\n| Source type | Count |\n|---|---:|\n| annual-reports | 5 |\n| corporate-plans | 1 |\n| pages | 13 |\n\n## Executive Readout\n\n### Purpose\n\n- [Page 6]\n1 2 3 4 5\nContents\nContents\nLetter of transmittal i\nDIRECTOR’S INTRODUCTION 1\nProfessional Services Review in 2022–23 3\nConclusion 9\nCHAPTER 1:\nAGENCY OVERVIEW 11\nThe Professional Services Review Scheme 12\nAbout the Professional Services Review agency 12\nAgency and scheme objectives 12\nAgency outcomes 13\nAgency delivery of outcomes 13\nThe future 14\nCHAPTER 2:\nPERFORMANCE STATEMENT 15\nPerformance statement 16\nEntity purpose 16\nProtecting against inappropriate health care practice 16\nMaintaining professional support for PSR 17\nAgency performance 18\nPerformance against Portfolio Budget Statements 2022–23 24\nDirector’s comments 26\niii\nProfessional Services Review ANNUAL REPORT 2022–23\n Source: `annual-reports/2022-23.pdf (https://www.psr.gov.au/sites/default/files/2023-10/Professional%20Services%20Review%20Annual%20Report%202022-23.pdf)`\n- [Page 3]\nCorporate Plan • 2025–26 to 2028–29\nContents\nA message from our Director 1\nStatement of preparation 1\nAbout us 2\nAt a glance 3\nOur vision, strategic goals and values 4\nOur purpose 4\nOur vision 4\nOur strategic goals 4\nOur values 5\nOur operating context 6\nOur operating environment 6\nOur corporate structure 7\nOur strategic planning framework 8\nOur risk oversight and management framework 10\nOur capability 12\nWorking with our stakeholders 14\nMeasuring our performance 16\nRegulator performance reporting 16\nHow we measure our performance 16\nAppendix A – adjustment of KPIs 20\n Source: `corporate-plans/2025-26.pdf (https://www.psr.gov.au/sites/default/files/2025-08/PSR%20Corporate%20Plan%202025-26.pdf)`\n- [Page 6]\nsksir\ndna\nseitilibapac\n,tnemnorivnE\ngnitroper\ndna\ngnirotinom\n,ecnanrevoG\nCorporate Plan • 2025–26 to 2028–29\nAt a glance\nA summary of our purpose, outcome, program and key activities is shown in Figure 1.\n Source: `corporate-plans/2025-26.pdf (https://www.psr.gov.au/sites/default/files/2025-08/PSR%20Corporate%20Plan%202025-26.pdf)`\n- [Page 112]\n102\n22–1202\nTROPER\nLAUNNA\nWEIVER\nSECIVRES\nLANOISSEFORP\nL P\nleadership, 24, 36 Parker, Margaret, 4, 32, 34\nLee, Linnet, 4, 32, 34 patient safety, 2\nlegal issues, 20–21 polypharmacy, 2\nletter of transmittal, iii peer review Committees, 2, 8, 13\nperformance, 10–14\nperformance against Portfolio Budget Statements,\nM\n15–21\nmanagement and accountability, 22\nperformance against PSR key performance indicators,\nAudit and Risk Committee, 26–27\n16\ncorporate governance and business planning, 22\nperformance pay, 31\nethical standards, 27–28\nPerformance Statement, 9–21\nexecutive, 24\nPGPA Act, iii, 9, 22, 26, 56\nexternal scrutiny, 24 Pharmaceutical Benefit Scheme (PBS), 7, 8, 12, 14, 16\nfraud control, 25\nprotect the integrity of, 6, 43\nhuman resources, 28\nplanning, 22, 24\norganisational structure, 22–23\nbusiness continuity, 24, 36\nportfolio shared services arrangements, 24\n Source: `annual-reports/2021-22.pdf (https://www.psr.gov.au/sites/default/files/2022-11/PSR_annual_report_2021-22.PDF)`\n\n### Role and Functions\n\n- [Page 112]\n102\n22–1202\nTROPER\nLAUNNA\nWEIVER\nSECIVRES\nLANOISSEFORP\nL P\nleadership, 24, 36 Parker, Margaret, 4, 32, 34\nLee, Linnet, 4, 32, 34 patient safety, 2\nlegal issues, 20–21 polypharmacy, 2\nletter of transmittal, iii peer review Committees, 2, 8, 13\nperformance, 10–14\nperformance against Portfolio Budget Statements,\nM\n15–21\nmanagement and accountability, 22\nperformance against PSR key performance indicators,\nAudit and Risk Committee, 26–27\n16\ncorporate governance and business planning, 22\nperformance pay, 31\nethical standards, 27–28\nPerformance Statement, 9–21\nexecutive, 24\nPGPA Act, iii, 9, 22, 26, 56\nexternal scrutiny, 24 Pharmaceutical Benefit Scheme (PBS), 7, 8, 12, 14, 16\nfraud control, 25\nprotect the integrity of, 6, 43\nhuman resources, 28\nplanning, 22, 24\norganisational structure, 22–23\nbusiness continuity, 24, 36\nportfolio shared services arrangements, 24\n Source: `annual-reports/2021-22.pdf (https://www.psr.gov.au/sites/default/files/2022-11/PSR_annual_report_2021-22.PDF)`\n- [Page 6]\nContents\nLetter of transmittal\nDIRECTOR’S REVIEW 1\nProfessional Services Review in 2023–24 4\nOVERVIEW OF\nPROFESSIONAL SERVICES REVIEW 11\nThe Professional Services Review agency 12\nAbout the Professional Services Review Scheme 12\nOur role and functions 13\nOur outcomes 13\nOur purpose 14\nAccountable authority 14\nPSR’s organisational structure 15\nANNUAL PERFORMANCE STATEMENT 17\nPerformance statement 18\nPerformance framework 18\nProtecting against inappropriate practice 18\nMaintaining professional support for PSR 19\nAgency performance 20\nPerformance against Portfolio Budget Statements 2023–24 26\nDirector’s comments 28\nProfessional Services Review ANNUAL REPORT 2023–24 • i\n Source: `annual-reports/2023-24.pdf (https://www.psr.gov.au/sites/default/files/2024-10/Professional%20Services%20Review%20Annual%20Report%202023%E2%80%9324.PDF)`\n- [Page 44]\n3 4 5\n3\n1 2 4 5\nChapter 3: Management and accountability\nthe case management unit manages document preparation for the Director’s review and\nPSR committee hearings.\n• an integrated corporate support unit that reports to the Chief Finance Officer, and\nis responsible for budget and financial reporting, payroll, human resources and\nrecruitment, ICT, security and property, procurement, risk management and audit, and\ncommunications.\n• a Business Manager and a Practice Manager, who support the PSR executive management\nteam, provide administrative support across the agency and manage parliamentary\nfunctions.\n• the Executive Officer who also fulfils the role of General Counsel.\n Source: `annual-reports/2022-23.pdf (https://www.psr.gov.au/sites/default/files/2023-10/Professional%20Services%20Review%20Annual%20Report%202022-23.pdf)`\n- [Page 134]\n5\nAppendices and resources\nPGPA Rule Part of\nReference Report Description Requirement Page\n17AE(1)(aa)(i) Name of the accountable authority or each Mandatory 14\nmember of the accountable authority\n17AE(1)(aa)(ii) Position title of the accountable authority or each Mandatory 14\nmember of the accountable authority\n17AE(1)(aa)(iii) Period as the accountable authority or member Mandatory 14\nof the accountable authority within the reporting\nperiod\n17AE(1)(b) An outline of the structure of the portfolio of the Portfolio 15\nentity. departments -\nmandatory\n17AE(2) Where the outcomes and programs administered If applicable, N/A\nby the entity differ from any Portfolio Budget Mandatory\nStatement, Portfolio Additional Estimates\nStatement or other portfolio estimates statement\nthat was prepared for the entity for the period,\ninclude details of variation and reasons for\nchange.\n Source: `annual-reports/2023-24.pdf (https://www.psr.gov.au/sites/default/files/2024-10/Professional%20Services%20Review%20Annual%20Report%202023%E2%80%9324.PDF)`\n- 7\nChapter 1: Overview of Professional Services Review 9\nAbout PSR .............................................................................................................................................................................................10\nThe PSR Scheme ...........................................................................................................................................................................11\nPurpose .....................................................................................................................................................................................................11\nRole and functions .........................................................................................................................................................................\n Source: `annual-reports/2024-25.pdf (https://www.psr.gov.au/sites/default/files/2025-10/PSR%20Annual%20Report%202024-25.pdf)`\n- [Page 127]\nProfessional Services Review Annual Report 2024–25\nKPI Key performance indicator\nMBS Medicare Benefits Scheme\nMedicare the medicare program administered by Services\nAustralia and the Department\nMinister the Australian Government Minister for Health and\nAgeing\nNegotiated agreement written agreement made under section 92 of the HIA\nPanel the PSR Panel established under subsection\n84(1) of the HIA, whose members are available for\nappointment to a Committee\nPanel member a practitioner appointed to the Panel under subsection\n84(2) of the HIA\nPB statements Portfolio Budget Statements\nPBS Pharmaceutical Benefits Scheme\nPeers the members of the PSR Panel who are appointed\nto represent the general body of their profession or\nspecialty\nPerson under review (PUR) practitioner or another person or corporate entity who\nhas been referred to the Director for review of their\n Source: `annual-reports/2024-25.pdf (https://www.psr.gov.au/sites/default/files/2025-10/PSR%20Annual%20Report%202024-25.pdf)`\n\n### Strategic Priorities\n\n- [Page 6]\nsksir\ndna\nseitilibapac\n,tnemnorivnE\ngnitroper\ndna\ngnirotinom\n,ecnanrevoG\nCorporate Plan • 2025–26 to 2028–29\nAt a glance\nA summary of our purpose, outcome, program and key activities is shown in Figure 1.\n Source: `corporate-plans/2025-26.pdf (https://www.psr.gov.au/sites/default/files/2025-08/PSR%20Corporate%20Plan%202025-26.pdf)`\n- T he strategic planning framework underpinning our governance and\nstrategic direction\nPortfolio Budget\nStatements\nEnabling and governance\nframeworks\n• Health Insurance Act 1973\nCorporate Plan • Public Governance,\nPerformance and\nAccountability Act 2013\nassociated instruments\nand policies\nBusiness unit plans\n• Public Services Act 1999 and\nassociated instruments\n• PSR Enterprise Agreement\n• PSR policies, frameworks and\nPerformance agreements\ngovernance arrangements\n• Internal audit program\nAnnual report\n8\n Source: `corporate-plans/2025-26.pdf (https://www.psr.gov.au/sites/default/files/2025-08/PSR%20Corporate%20Plan%202025-26.pdf)`\n- [pages 16,17,18,19]\non enabling staff and key stakeholders with secure, sustainable and\nscalable ICT and a continued alignment to our corporate and strategic objectives and whole\nof Australian Government policies.\n Source: `corporate-plans/2025-26.pdf (https://www.psr.gov.au/sites/default/files/2025-08/PSR%20Corporate%20Plan%202025-26.pdf)`\n- [Page 3]\nCorporate Plan • 2025–26 to 2028–29\nContents\nA message from our Director 1\nStatement of preparation 1\nAbout us 2\nAt a glance 3\nOur vision, strategic goals and values 4\nOur purpose 4\nOur vision 4\nOur strategic goals 4\nOur values 5\nOur operating context 6\nOur operating environment 6\nOur corporate structure 7\nOur strategic planning framework 8\nOur risk oversight and management framework 10\nOur capability 12\nWorking with our stakeholders 14\nMeasuring our performance 16\nRegulator performance reporting 16\nHow we measure our performance 16\nAppendix A – adjustment of KPIs 20\n Source: `corporate-plans/2025-26.pdf (https://www.psr.gov.au/sites/default/files/2025-08/PSR%20Corporate%20Plan%202025-26.pdf)`\n- [Page 4]\nA message from our Director\nI am honoured to present the Professional Services Review (PSR) Corporate\nPlan 2025–26 which outlines how we intend to deliver against our purpose\nover the next 4 years (2025–26 to 2028–29).\n Source: `corporate-plans/2025-26.pdf (https://www.psr.gov.au/sites/default/files/2025-08/PSR%20Corporate%20Plan%202025-26.pdf)`\n- This plan should be read with the strategic direction laid out in the Portfolio\nBudget Statements, the values and performance frameworks set out in the\nPublic Service Act 1999 (PS Act), the Minister’s Statement of Expectations\n(August 2023) and my response in our Statement of Intent (October 2023).\n Source: `corporate-plans/2025-26.pdf (https://www.psr.gov.au/sites/default/files/2025-08/PSR%20Corporate%20Plan%202025-26.pdf)`\n- We identified 6 key risks, provided in Table 1, that have the most\nsignificant impact on our strategic priorities and operations.\n Source: `corporate-plans/2025-26.pdf (https://www.psr.gov.au/sites/default/files/2025-08/PSR%20Corporate%20Plan%202025-26.pdf)`\n- [Page 14]\nCorporate Plan • 2025–26 to 2028–29\nKey risk Key mitigation strategies\nWellbeing and safety PSR invests in the wellbeing of staff and\npromotes a safe and positive workplace\nPSR creates and maintains a safe\nculture embedded in frameworks, policies,\nworking environment\ninstructions and guidance\nBusiness system capability and Plans (such as business continuity and\navailability disaster recovery), shared services\narrangements and oversight of procurement\nPSR’s business systems are fit-for-purpose\nand contract management practices are\nand available\nin place, and where necessary, regularly\nreviewed\nRelevance, professional standing PSR’s External Engagement Strategy\nand stakeholder confidence and Stakeholder Engagement Framework\nand Panel Member Training Framework\nPSR maintains the confidence of its\ncontinue to be implemented and adjusted\nstakeholders and its reputation as an\n Source: `corporate-plans/2025-26.pdf (https://www.psr.gov.au/sites/default/files/2025-08/PSR%20Corporate%20Plan%202025-26.pdf)`\n- [Page 16]\nCorporate Plan • 2025–26 to 2028–29\nOver the next the next 3 years, we will focus on:\n• strengthening our ongoing strategic workforce planning to ensure that we are well-equipped\nand resourced for current and future responsibilities and we continue to attract and retain\nthe right talent and culture\n• enhancing our workforce’s skills through ongoing training programs and leadership\ndevelopment at all levels to ensure our people can meet current and future challenges\n• fostering high levels of staff engagement and innovative thinking by encouraging a\nculture where creativity and new ideas are welcomed\n• strengthening our capability by embracing diverse perspectives and implementing initiatives\nthat promote inclusivity to ensure all voices are heard and valued\n• building on our strong relationships with our stakeholders by enhancing our communication\n Source: `corporate-plans/2025-26.pdf (https://www.psr.gov.au/sites/default/files/2025-08/PSR%20Corporate%20Plan%202025-26.pdf)`\n- Progress of cases with PSR\nExpected performance results Methodology used to assess if the expected\n2025–26 to 2028–29 performance is achieved\nAt 30 June, more than 50% of active Quantitative data to demonstrate the time between the\ncases have been with PSR for less date a case is referred by the Chief Executive Medicare\nthan one year. to PSR and a decision under sections 91, 92 or 93 of\nthe HIA is made within 12 months, for at least 50% of\nactive cases.\n Source: `corporate-plans/2025-26.pdf (https://www.psr.gov.au/sites/default/files/2025-08/PSR%20Corporate%20Plan%202025-26.pdf)`\n\n## KPIs, Targets, and Where They Are At\n\n- Summary of PSR’s performance results against the expected\nperformance (PB statements 2024–25)\nQuantitative\nperformance\ncriteria 2024–25 Target Result Summary of result\nNumber of At 30 June, more than Achieved On 30 June 2025,\nactive cases 50% of active cases 76% of active cases\nunder review have been with PSR had been with PSR\nfor less than one year for less than one year\nNumber of At 30 June, fewer than Achieved On 30 June 2025,\nactive cases 15% of active cases 9% of active cases\nunder review have been with PSR have been with PSR\nfor more than 3 years for more than 3 years\nPSR achieved its 2024–25 PB statements performance targets by applying a structured\nworkflow approach to all referrals received, utilising case management systems and\nprocesses and ensuring it has appropriately qualified staff to provide the legal and\n Source: `annual-reports/2024-25.pdf (https://www.psr.gov.au/sites/default/files/2025-10/PSR%20Annual%20Report%202024-25.pdf)`\n- Protecting against inappropriate health care practice\nQuantitative\nperformance criteria 2023–24 Target 2023–24 Actual KPi Met?\n Source: `annual-reports/2023-24.pdf (https://www.psr.gov.au/sites/default/files/2024-10/Professional%20Services%20Review%20Annual%20Report%202023%E2%80%9324.PDF)`\n- [Page 21]\nProfessional Services Review\nKey activity 1\nInvestigate through peer review whether practitioners have engaged in inappropriate practice\nWhat we will do Our KPIs (how we will know Methodology to assess\nto ensure the key we have fulfilled our key if KPI is achieved\nactivity is fulfilled activities) 2025–26 to 2028–29\nThe Director and 1.\n Source: `corporate-plans/2025-26.pdf (https://www.psr.gov.au/sites/default/files/2025-08/PSR%20Corporate%20Plan%202025-26.pdf)`\n- [Page 22]\nCorporate Plan • 2025–26 to 2028–29\nKey activity 1\nInvestigate through peer review whether practitioners have engaged in inappropriate practice\nWhat we will do Our KPIs (how we will know Methodology to assess\nto ensure the key we have fulfilled our key if KPI is achieved\nactivity is fulfilled activities) 2025–26 to 2028–29\n5.\n Source: `corporate-plans/2025-26.pdf (https://www.psr.gov.au/sites/default/files/2025-08/PSR%20Corporate%20Plan%202025-26.pdf)`\n- The status of every case Quantitative data to demonstrate\nis reviewed by the Director the Director and the Case\nand senior staff in at least Management Unit’s principal legal\n48 weeks in a year officers convened to review all\ncases referred to PSR at least\n48 weeks in the 12-month period\nData source:\nData maintained internally\nKey activity 2\nActively engage with professional bodies through consultation\nWhat we will do Our KPIs (how we will know Methodology to assess if KPI is\nto ensure the key we have fulfilled our key achieved\nactivity is fulfilled activities) 2025–26 to 2028–29\nPSR will actively 6.\n Source: `corporate-plans/2025-26.pdf (https://www.psr.gov.au/sites/default/files/2025-08/PSR%20Corporate%20Plan%202025-26.pdf)`\n- [pages 22,23,25]\ne will know Methodology to assess if KPI is\nto ensure the key we have fulfilled our key achieved\nactivity is fulfilled activities) 2025–26 to 2028–29\nPSR will actively 6.\n Source: `corporate-plans/2025-26.pdf (https://www.psr.gov.au/sites/default/files/2025-08/PSR%20Corporate%20Plan%202025-26.pdf)`\n- [Page 26]\n16\n12–0202\nTROPER\nLAUNNA\nWEIVER\nSECIVRES\nLANOISSEFORP\nTable 2: Protecting against inappropriate health care practice\nQuantitative performance criteria 2020–21 Target 2020–21 Actual\nTotal number of matters for review finaliseda 80% of the number of matters 83% of the number of matters\nreferred in the prior year referred in the prior year\na This figure includes no further actions under s 91 of the HIA, negotiated agreements under s 92 of the HIA, final\ndeterminations resulting from a Committee hearing.\n Source: `annual-reports/2020-21.pdf (https://www.psr.gov.au/sites/default/files/2022-11/PSR_annual_report_2020-21.PDF)`\n- Table 2: Protecting against inappropriate health care practice\nQuantitative performance criteria 2021–22 Target 2021–22 Actual\nTotal number of matters 80% of the number of 104% of the number of\nfor review finalised3 matters referred in the prior year matters referred in the prior year\nIn 2021–22, PSR finalised 76 matters, which exceeded the number of requests received\nthe previous year, and the target of 59.\n Source: `annual-reports/2021-22.pdf (https://www.psr.gov.au/sites/default/files/2022-11/PSR_annual_report_2021-22.PDF)`\n- Table 2:\nProtecting against inappropriate health care practice\nQuantitative 2022–23 Target 2022–23 Actual\nperformance criteria\nTotal number of matters for 80% of the number of matters 96% of the number of matters\nreview finalised2 referred in the prior year referred in the prior year\nIn 2022–23, PSR finalised 105 matters, which exceeded the target of 87.\n Source: `annual-reports/2022-23.pdf (https://www.psr.gov.au/sites/default/files/2023-10/Professional%20Services%20Review%20Annual%20Report%202022-23.pdf)`\n- This target was achieved, with an actual\nreduction of approximately $140,000 (GST excl) in relevant supplier expenditure in\n2024–25.\n Source: `annual-reports/2024-25.pdf (https://www.psr.gov.au/sites/default/files/2025-10/PSR%20Annual%20Report%202024-25.pdf)`\n- [Page 3]\nCorporate Plan • 2025–26 to 2028–29\nContents\nA message from our Director 1\nStatement of preparation 1\nAbout us 2\nAt a glance 3\nOur vision, strategic goals and values 4\nOur purpose 4\nOur vision 4\nOur strategic goals 4\nOur values 5\nOur operating context 6\nOur operating environment 6\nOur corporate structure 7\nOur strategic planning framework 8\nOur risk oversight and management framework 10\nOur capability 12\nWorking with our stakeholders 14\nMeasuring our performance 16\nRegulator performance reporting 16\nHow we measure our performance 16\nAppendix A – adjustment of KPIs 20\n Source: `corporate-plans/2025-26.pdf (https://www.psr.gov.au/sites/default/files/2025-08/PSR%20Corporate%20Plan%202025-26.pdf)`\n- Progress of cases with PSR\nExpected performance results Methodology used to assess if the expected\n2025–26 to 2028–29 performance is achieved\nAt 30 June, more than 50% of active Quantitative data to demonstrate the time between the\ncases have been with PSR for less date a case is referred by the Chief Executive Medicare\nthan one year. to PSR and a decision under sections 91, 92 or 93 of\nthe HIA is made within 12 months, for at least 50% of\nactive cases.\n Source: `corporate-plans/2025-26.pdf (https://www.psr.gov.au/sites/default/files/2025-08/PSR%20Corporate%20Plan%202025-26.pdf)`\n- Performance statement 10\nEntity purpose 10\nProtecting against inappropriate health care practice 10\nMaintaining professional support for PSR 11\nProfessional Services Review Agency performance 11\nNew referrals from the Chief Executive Medicare 13\nCases in which no further action was taken 13\nNegotiated agreements 13\nPSR Panel and peer review Committees 14\nThe Determining Authority 14\nRe-referrals 15\nReferrals to medical boards and other authorities 15\nJudicial review 15\nPerformance against Portfolio Budget Statements 2020–21 15\nPerformance criteria 15\nDirector’s Comments 16\nReduction in referrals 16\nPrescribing and instant prescriptions 17\nRadiology reviews 17\nvii\n Source: `annual-reports/2020-21.pdf (https://www.psr.gov.au/sites/default/files/2022-11/PSR_annual_report_2020-21.PDF)`\n- [Page 72]\n62\n12–0202\nTROPER\nLAUNNA\nWEIVER\nSECIVRES\nLANOISSEFORP\nFinancial Position\nThis section analyses PSR's assets used to conduct its operations and the operating liabilities\nincurred as a result\nNote 3: Financial Assets\n2021 2020\n$ $\nNote 3A: Cash and Cash Equivalents\nCash on hand or on deposit 79,000 73,178\nTotal cash and cash equivalents 79,000 73,178\nAccounting Policy\nCash\nCash is recognised at its nominal amount.\n Source: `annual-reports/2020-21.pdf (https://www.psr.gov.au/sites/default/files/2022-11/PSR_annual_report_2020-21.PDF)`\n\n## Key Metrics\n\n| Values found | Evidence | Source |\n|---|---|---|\n| $0.650 million, $0.500 million, 0.650 million, 0.500 million | PSR’s appropriation receivable has decreased by $0.650 million from\n2022–23 reflecting the expenditure on the property lease fit-out and reclassification of funding\nto the departmental capital budget of $0.500 million. | `annual-reports/2023-24.pdf (https://www.psr.gov.au/sites/default/files/2024-10/Professional%20Services%20Review%20Annual%20Report%202023%E2%80%9324.PDF)` |\n| $9,521,000, , $274,000 | Financial per formance\nPSR’s departmental appropriation for 2020–21 was $9,521,000, which includes $274,000\nfor a departmental capital budget. | `annual-reports/2020-21.pdf (https://www.psr.gov.au/sites/default/files/2022-11/PSR_annual_report_2020-21.PDF)` |\n| $12,212,000, , $225,000 | Financial per formance\nFinancial performance\nPSR’s departmental appropriation for 2021–22 was $12,212,000, which includes $225,000\nfor a departmental capital budget. | `annual-reports/2021-22.pdf (https://www.psr.gov.au/sites/default/files/2022-11/PSR_annual_report_2021-22.PDF)` |\n| $3.19m | [Page 65]\n55\nSTNEMETATS\nLAICNANIF\n:2\nXIDNEPPA\nCASH FLOW STATEMENT\nfor the period ended 30 June 2022\nBudget Variances Commentary\nCash Flow Statement\nCash drawn from the consolidated revenue fund was lower than budget by $3.19m (27%), which is consistent with the\ndecrease in supplier expenses. | `annual-reports/2021-22.pdf (https://www.psr.gov.au/sites/default/files/2022-11/PSR_annual_report_2021-22.PDF)` |\n| $14,542,000, , $954,000 | [Page 61]\nFinancial performance\nPSR’s departmental appropriation for 2022–23 was $14,542,000, which includes $954,000 for a\ndepartmental capital budget. | `annual-reports/2022-23.pdf (https://www.psr.gov.au/sites/default/files/2023-10/Professional%20Services%20Review%20Annual%20Report%202022-23.pdf)` |\n| $4.419M | [Page 84]\n5\n5\n1 2 3 4\nAppendices and resources\nCASH FLOW STATEMENT\nfor the period ended 30 June 2023\nBudget Variances Commentary\nCash Flow Statement\nCash drawn from the consolidated revenue fund was lower than budget by $4.419M (31%), which is consistent with a decrease\nin supplier expenses and an increase in trade and other receivables. | `annual-reports/2022-23.pdf (https://www.psr.gov.au/sites/default/files/2023-10/Professional%20Services%20Review%20Annual%20Report%202022-23.pdf)` |\n| $1,005,001 , $152,848 | Unspent\ndepartmental appropriation also includes a departmental capital budget of $1,005,001 (2022:\n$152,848). | `annual-reports/2022-23.pdf (https://www.psr.gov.au/sites/default/files/2023-10/Professional%20Services%20Review%20Annual%20Report%202022-23.pdf)` |\n| $140,000 | This target was achieved, with an actual\nreduction of approximately $140,000 (GST excl) in relevant supplier expenditure in\n2024–25. | `annual-reports/2024-25.pdf (https://www.psr.gov.au/sites/default/files/2025-10/PSR%20Annual%20Report%202024-25.pdf)` |\n| $339,760 , $324,377 | [Page 78]\n68\n12–0202\nTROPER\nLAUNNA\nWEIVER\nSECIVRES\nLANOISSEFORP\nFinancial Position\nThis section analyses PSR's assets used to conduct its operations and the operating liabilities\nincurred as a result\nNote 5: Payables and Interest Bearing Liabilities\n2021 2020\n$ $\nNote 5C: Interest bearing liabilities\nLeases liabilities 348,304 673,533\nTotal interest bearing liabilities 348,304 673,533\nTotal cash outflow for leases for the year was $339,760 (2020: | `annual-reports/2020-21.pdf (https://www.psr.gov.au/sites/default/files/2022-11/PSR_annual_report_2020-21.PDF)` |\n\n## Key Achievements\n\n- [Page 14]\nCorporate Plan • 2025–26 to 2028–29\nKey risk Key mitigation strategies\nWellbeing and safety PSR invests in the wellbeing of staff and\npromotes a safe and positive workplace\nPSR creates and maintains a safe\nculture embedded in frameworks, policies,\nworking environment\ninstructions and guidance\nBusiness system capability and Plans (such as business continuity and\navailability disaster recovery), shared services\narrangements and oversight of procurement\nPSR’s business systems are fit-for-purpose\nand contract management practices are\nand available\nin place, and where necessary, regularly\nreviewed\nRelevance, professional standing PSR’s External Engagement Strategy\nand stakeholder confidence and Stakeholder Engagement Framework\nand Panel Member Training Framework\nPSR maintains the confidence of its\ncontinue to be implemented and adjusted\nstakeholders and its reputation as an\n Source: `corporate-plans/2025-26.pdf (https://www.psr.gov.au/sites/default/files/2025-08/PSR%20Corporate%20Plan%202025-26.pdf)`\n- Progress of cases with PSR\nExpected performance results Methodology used to assess if the expected\n2025–26 to 2028–29 performance is achieved\nAt 30 June, more than 50% of active Quantitative data to demonstrate the time between the\ncases have been with PSR for less date a case is referred by the Chief Executive Medicare\nthan one year. to PSR and a decision under sections 91, 92 or 93 of\nthe HIA is made within 12 months, for at least 50% of\nactive cases.\n Source: `corporate-plans/2025-26.pdf (https://www.psr.gov.au/sites/default/files/2025-08/PSR%20Corporate%20Plan%202025-26.pdf)`\n- [Page 110]\n100\n22–1202\nTROPER\nLAUNNA\nWEIVER\nSECIVRES\nLANOISSEFORP\nIndex\nA Corporate Plan 2021, 22\nactivities reviewed Corporate Support Unit, 23\nchiropractors, 18 COVID-19\nCOVID-19 consultations, 17 business continuity, 36\ngeneral practitioners, 19 Comcare requirements, 36\nimaging services, 18 disruptions, 13\nprescribing, 17–18 impact on operations, 1–2\nskin medicine, 17–18 use of online training and resources, 36\nspecialists, 19 COVID-19 consultations, review, 17\nsurgical operations, 19 Creyke, Robin, 3\ntelehealth, 17\nadvertising and market research, 41\nD\naudit\nDavies, Rebecca, 4, 26, 27\nInternal Audit Plan, 25, 27\nDental Benefits, 7\nPSR Audit and Risk Committee Charter, 26\nprotect integrity, 6\nAudit and Risk Committee, see, PSR Audit and Risk\nDepartment of Health and Aged Care, 3, 5\nCommittee\nas PBS stakeholder, 6\nAustralian Health Practioner Regulation Agency\nrequests received, 12\n Source: `annual-reports/2021-22.pdf (https://www.psr.gov.au/sites/default/files/2022-11/PSR_annual_report_2021-22.PDF)`\n- [pages 110,111,112,113,114]\n21, 4\ndirections made, 14\nstaff employed, 28\nfinal determinations, 12\nvalues, 4, 6, 27\nfinal reports received, 13\nDi Dio, Antonio, 5, 21, 32, 34\nB Director, Quinlivan Julie, 1, 2, 9, 10, 12, 13, 14, 15, 22,\nBrindabella Business Park, 37 23, 24, 25, 26, 28, 31, 32, 33, 34, 35, 40, 45, 76,\nBusiness Manager, 23 84, 91\nachievements, 4\ncomments, 17–21\nC\nintroduction, 1–5\nCase Management Unit, 23\nletter of transmittal, iii, 4\ncases, statistics, 11\nretirement of, 4\nChief Executive Medicare, 1, 4, 9, 14, 17, 23, 56, 91\nsee also, Quinlivan Julie\nChief Financial Officer, 23, 24, 27, 32, 34, 45\ndisability reporting, 36\nchiroprators, review, 18\ndisqualification, 1, 12, 13\nCommonwealth Fraud Control Framework, 25\nCommonwealth Procurement Rules, 38, 39, 41, 97\nconsultants, 39–40\nCorporate governance, 22\n Source: `annual-reports/2021-22.pdf (https://www.psr.gov.au/sites/default/files/2022-11/PSR_annual_report_2021-22.PDF)`\n- PSR will provide support to Achieved In 2024–25, 16 Committee\nassist Committees to complete investigations were completed,\n80% of their investigations with 94% finalised within\nwithin 18 months of the 18 months of the Committee\ncommencement of a commencing their investigation\nCommittee hearing (this being the first day the\nCommittee holds a hearing)\n2.\n Source: `annual-reports/2024-25.pdf (https://www.psr.gov.au/sites/default/files/2025-10/PSR%20Annual%20Report%202024-25.pdf)`\n- [Page 142]\nAPPENDICES AND RESOURCES\nIndex\nA B\naccountable authority, 13 Barratt, Dr Annette, 2\nstatement, 18 Brand, Dr David, 2, 13\nAcknowledgement of Country, ii\nadvertising, 63 C\nannual report\nCarbon Dioxide Equivalent (CO2-e)\nprevious, correction of error, 35 emissions, 64\nAPS case(s)\nCode of Conduct, 44, 55 completed, in 2024–25, 24\nEmployee Census 2024, 4 no further action in, 24\nNet Zero 2030, 64 case management\nstaff, 46 2024–20, in, 22\nstatistical bulletin, 54 case statistics, 19, 23\nStrategic Commissioning Framework, 54 Chief Executive Medicare\nValues, 44 corporate entities referred by, 20\nArtificial Intelligence (AI) re-referrals, 27\ntransparency statement, 55 referrals by, 31\nasset management, 60 requests from, 10, 14, 24, 32, 34\nAssociate Directors Child Dental Benefits Schedule (CDBS), 4\nappointment, 2 chronic disease management services, 34\n Source: `annual-reports/2024-25.pdf (https://www.psr.gov.au/sites/default/files/2025-10/PSR%20Annual%20Report%202024-25.pdf)`\n- [Page 10]\nCorporate Plan • 2025–26 to 2028–29\nOur corporate structure\nThe General Manager (Senior Executive Service (SES) Band 1) reports to the Director of PSR\nand is responsible for leading our 2 main business units: the Case Management Unit and the\nCorporate Support Unit, as displayed in Figure 2.\n• The Case Management Unit supports the Director, Associate Directors, Committees\nand the DA to manage and progress cases which have been referred to us within the\nkey performance indicator targets.\n• The Corporate Support Unit supports all aspects of corporate functions including executive\nand secretariat support, governance, communications, parliamentary, ICT, finance, human\nresources, procurement, property and security.\n Source: `corporate-plans/2025-26.pdf (https://www.psr.gov.au/sites/default/files/2025-08/PSR%20Corporate%20Plan%202025-26.pdf)`\n- [Page 22]\n12\n12–0202\nTROPER\nLAUNNA\nWEIVER\nSECIVRES\nLANOISSEFORP\nTable 1: PSR’s case statistics, 2020–21 and 2019–20\nAction 2020–21 2019–20\nRequests received from Department of Health 73 126\nRequests by Department of Health to review a practitioner with a previous effective\n4 4\ndetermination or negotiated agreement for a second or subsequent time\nNo further action 6 5\nRequests withdrawn or lapsed 0 0\nReferrals from the PSR Director to new PSR Committees 12 16a\nCommittees in progress (at 30 June) 39 34\nCommittee reports finalised 10 11\nReports finding inappropriate practice 10 11\nReports finding no inappropriate practice 0 0\nCommittee matters indefinitely suspended 0 0\nPractitioners referred to medical boards/AHPRA (under ss 106XA or 106XB) 22 20\nReferrals to Chief Executive Medicare/regulatory authority for suspected fraud 1 3\nNegotiated agreements ratified and effective 90 78\n Source: `annual-reports/2020-21.pdf (https://www.psr.gov.au/sites/default/files/2022-11/PSR_annual_report_2020-21.PDF)`\n- [Page 34]\n24\n12–0202\nTROPER\nLAUNNA\nWEIVER\nSECIVRES\nLANOISSEFORP\nTable 3: Five key performance indicators from the Professional Services Review\nCorporate Plan 2020–21\nKey Performance Indicators Outcome\n1 80% of Committees will In 2020–21, 10 investigations were completed,\nfinalise their investigations with 100% finalised within 24 months of the\nwithin 24 months of committee commencing their investigation.\ncommencing investigation.\n Source: `annual-reports/2020-21.pdf (https://www.psr.gov.au/sites/default/files/2022-11/PSR_annual_report_2020-21.PDF)`\n- Highlights include:\n● PSR ranking second out of 101 Australian Public Service Departments and\nAgencies in the 2021 APS Survey in the categories of engagement and\ninnovation\n● the expansion of compliance reviews to encompass employers and companies,\nincluding very large medical corporations\n● the widening of compliance from a focus on general practice into other medical\nspecialist categories, as well as midwives, nurse practitioners, chiropractors,\noptometrists, psychologists and dentists\n● managing an increase in requests to review received from the Chief Executive\nMedicare from 81 in the year of my initial appointment in 2016–17, up to 126 in\n2018–19 (though subsequently reducing due to COVID-19) while meeting all\nstatutory timeline targets\n● managing the regulation of multiple new telehealth items, whilst simultaneously\n Source: `annual-reports/2021-22.pdf (https://www.psr.gov.au/sites/default/files/2022-11/PSR_annual_report_2021-22.PDF)`\n- Table 1: PSR’s case statistics, 2021–22 and 2020–21\nAction 2021–22 2020–21\nRequests received from the Chief Executive Medicare 108 73\nRequests by Chief Executive Medicare to review a practitioner with a previous effective 9 4\ndetermination or negotiated agreement for a second or subsequent time\nNo further action under (sections 88A, 91 or 106KE of the HIA) 6 6\nRequests withdrawn or lapsed 0 0\nReferrals from the PSR Director to new PSR Committees 15 12\nCommittees in progress (at 30 June) 32 39\nCommittee reports finalised 19 10\nReports finding inappropriate practice 18 10\nReports finding no inappropriate practice 1 0\nCommittee matters indefinitely suspended 0 0\nPractitioners referred to medical boards/Ahpra (under sections 106XA or 106XB of the HIA) 22 22\nReferrals to Chief Executive Medicare/regulatory authority for suspected fraud 3 1\nNegotiated agreements ratified and effective 57 90\n Source: `annual-reports/2021-22.pdf (https://www.psr.gov.au/sites/default/files/2022-11/PSR_annual_report_2021-22.PDF)`\n- [Page 18]\n1 2 3 4 5\nDirector’s overview\nConclusion\nPSR’s achievements come from a talented and supportive workforce which works together in\neffective teams, and displays flexibility, innovation and commitment to PSR and APS goals.\n Source: `annual-reports/2022-23.pdf (https://www.psr.gov.au/sites/default/files/2023-10/Professional%20Services%20Review%20Annual%20Report%202022-23.pdf)`\n\n## Key Issues, Risks, and Recommendations\n\n- [Page 111]\n101\nSTNEMERIUQER\nFO\nTSIL\nF J\nfinancial performance judicial review, v, 15, 19, 20, 21, 24\nadvertising and market research, 41 and Hamor v Commonwealth of Australia, 20\nconsultants, 40 and I-MED Radiology Network Ltd v Director of PSR, 20\nexempt contracts, vii and National Home Doctor Service v Director of PSR, 19\npurchasing, 39 and Yoong v Chief Executive of Medicare & Director of\nfinancial statements, 44 PSR, 21\nfraud, iii, 1, 2, 12, 19, 27, 28, 94, 95\nfraud risk assessment, 27, 28, 101\nK\nFreedom of Information Act 1982, 41, 83\nkey issues\nFreedom of information statement, 83\nchild dental benefits scheme, 18\ngeneral practitioner reviews, 19\nG judicial review, 19\ngender, 35 prescribing and instant prescriptions, 17\nGeneral Counsel (see also Executive Officer; Topperwein, radiology reviews, 17\nBruce), 23, 25, 26, 28, 32, 33 reduction in referrals, 16\n Source: `annual-reports/2020-21.pdf (https://www.psr.gov.au/sites/default/files/2022-11/PSR_annual_report_2020-21.PDF)`\n- [Page 111]\n101\nXEDNI\nE H\necologically sustainable development, 42 Health Insurance Act 1973 (HIA), 1, 6, 12, 13, 14, 15,\nEnterprise agreement, 28, 30 17, 20, 21, 22, 91\nEnterprise Risk Management Framework, 25, 27 Health Insurance (Professional Services Review –\nethical standards, 27–28 Allied Health and Others) Determination 2012, 7\nexecutive management team, 24 hospital accommodation certification, 8\nExecutive Officer, 22, 23, 24, 27, 31, 32, 33, 34\nsee also, Topperwien Bruce\nI\nimaging services, review, 18\ninappropriate health care practice, 9, 15\nF\nfinancial performance inappropriate practice, 1, 2, 6, 7, 11, 12, 13, 21, 56, 91\nadvertising and market research, 41 Independent Auditor‘s Report, 45–47\nasset management, 38 Internal Audit Plan, 25, 27\nconsultants, 39–40\nexempt contracts, 40–41\nJ\nindigenous procurement, 41 judicial review, 14, 20\npurchasing, 38 Amir v Director of PSR, 20\n Source: `annual-reports/2021-22.pdf (https://www.psr.gov.au/sites/default/files/2022-11/PSR_annual_report_2021-22.PDF)`\n- [Page 112]\n102\n22–1202\nTROPER\nLAUNNA\nWEIVER\nSECIVRES\nLANOISSEFORP\nL P\nleadership, 24, 36 Parker, Margaret, 4, 32, 34\nLee, Linnet, 4, 32, 34 patient safety, 2\nlegal issues, 20–21 polypharmacy, 2\nletter of transmittal, iii peer review Committees, 2, 8, 13\nperformance, 10–14\nperformance against Portfolio Budget Statements,\nM\n15–21\nmanagement and accountability, 22\nperformance against PSR key performance indicators,\nAudit and Risk Committee, 26–27\n16\ncorporate governance and business planning, 22\nperformance pay, 31\nethical standards, 27–28\nPerformance Statement, 9–21\nexecutive, 24\nPGPA Act, iii, 9, 22, 26, 56\nexternal scrutiny, 24 Pharmaceutical Benefit Scheme (PBS), 7, 8, 12, 14, 16\nfraud control, 25\nprotect the integrity of, 6, 43\nhuman resources, 28\nplanning, 22, 24\norganisational structure, 22–23\nbusiness continuity, 24, 36\nportfolio shared services arrangements, 24\n Source: `annual-reports/2021-22.pdf (https://www.psr.gov.au/sites/default/files/2022-11/PSR_annual_report_2021-22.PDF)`\n- [Page 133]\nIndex\nA Chief Executive Medicare, 2\nacknowledgements of contributions, 3, 9 new requests to, 20\nre-referrals to, 22\nareas of concern\nfraud detection, 29 committees, PSR, see panels and committees\ngeneral practitioner reviews, 28 compliance, see fraud and non-compliance\nlegal issues, 30–31\nconcerns, see areas of concern\nprescribing concerns, 27\nCOVID-19\nskin medicine, 28\nimpact on referrals and diversity, 26\nspecialist reviews, 29\noverview of impact, 5\nsurgical operations, 29\ntelehealth and COVID-19 consultations, 26\naudit and risk committee, 7, 21–22, 38–40\nmember remuneration, 39 D\nmembers, 21–22, 38–40, 39 De Dio, Dr Anthony, see directors\nDetermining Authority, 4\nC\nfinal determinations, 22\ncases\njudicial review, 23\ndecisions by Federal Court\nre-referrals, 22\nBarnes v Director of Professional Services\nreferrals to medical boards and other\nReview [2023] FCA 129, 31\n Source: `annual-reports/2022-23.pdf (https://www.psr.gov.au/sites/default/files/2023-10/Professional%20Services%20Review%20Annual%20Report%202022-23.pdf)`\n- [Page 135]\nroles and functions of PSA, 12–13 Soryal v Director of Professional Services\n[2023] FCA 326, 31\nhuman resources, management of, 12–13, 41–50\nsummary, 31\naccommodation, 8, 50\ndisability reporting mechanism, 50 legislation\nenterprise agreements and individual flexibility legislative changes, 4\narrangements, 44 civil penalty provisions, 4\nremuneration provisions for committees, 4\nhighly paid staff, other, 48 provisions for Director, 4\nkey management personnel, 45, 47 letter of transmittal, i\nnon-salary benefits, 44\nperformance pay, 45 N\ntraining and development, 49 negotiated agreements, 21\nwork health and safety (WHS), 49 non-compliance, see fraud and non-compliance\nworkforce\nAustralian Public Service staff, 42 O\nexecutive management team, 36 operations, surgical, 29\nmental health, wellbeing, and inclusivity, 5\nP\nstaff numbers, PSR, 43\npanels and committees\n Source: `annual-reports/2022-23.pdf (https://www.psr.gov.au/sites/default/files/2023-10/Professional%20Services%20Review%20Annual%20Report%202022-23.pdf)`\n- Management and accountability 23\nStructure and organisation 23\nCorporate governance and business planning 23\nAgency structure 25\nPortfolio shared services arrangements 25\nExecutive management team 26\nIdentifying and managing risk 26\nFraud control 27\nExternal scrutiny 27\nAudit and Risk Committee 28\nEthical standards 29\nManagement of human resources 29\nAustralian Public Service staff 30\nEnterprise agreement 31\nNon-salary benefits 31\nPerformance pay 32\nKey Management Personnel (KMP) 32\nSenior Executive remuneration 33\nOther highly paid staff (OHPS) 35\nHolders of full-time and part-time public office 35\nTraining and development 35\nWork health and safety 36\nDisability reporting mechanisms 36\nAccommodation 37\n4.\n Source: `annual-reports/2020-21.pdf (https://www.psr.gov.au/sites/default/files/2022-11/PSR_annual_report_2020-21.PDF)`\n- [Page 38]\n28\n12–0202\nTROPER\nLAUNNA\nWEIVER\nSECIVRES\nLANOISSEFORP\nAudit and Risk Committee\nThe PSR Audit and Risk Committee is established by the PSR Director under s 45(1) of the\nPGPA Act.\n Source: `annual-reports/2020-21.pdf (https://www.psr.gov.au/sites/default/files/2022-11/PSR_annual_report_2020-21.PDF)`\n- Management and accountability 22\nStructure and organisation 22\nCorporate governance and business planning 22\nAgency Structure 23\nPortfolio shared services arrangements 24\nExecutive management team 24\nExternal scrutiny 24\nFraud control 25\nIdentifying and managing risk 25\nAudit and Risk Committee 26\nEthical standards 27\nManagement of human resources 28\nAustralian Public Service staff 28\nEnterprise agreement and Australian Workplace Agreements 30\nNon-salary benefits 31\nPerformance Pay 31\nKey Management Personnel (KMP) 31\nSenior Executive Remuneration 33\nOther Highly Paid Staff 35\nHolders of full-time and part-time public office 35\nTraining and development 36\nWork health and safety 36\nDisability reporting mechanisms 36\nAccommodation 37\n Source: `annual-reports/2021-22.pdf (https://www.psr.gov.au/sites/default/files/2022-11/PSR_annual_report_2021-22.PDF)`\n- [Page 36]\n26\n22–1202\nTROPER\nLAUNNA\nWEIVER\nSECIVRES\nLANOISSEFORP\nAudit and Risk Committee\nThe PSR Audit and Risk Committee is established by the PSR Director under section 45(1)\nof the PGPA Act.\n Source: `annual-reports/2021-22.pdf (https://www.psr.gov.au/sites/default/files/2022-11/PSR_annual_report_2021-22.PDF)`\n- Table 5: Remuneration for Audit and Risk Committee members in 2021–22\nMember Remuneration GST Inclusive\nMs Gayle Ginnane $3,850 Yes\nMr Geoff Knuckey $5,775 Yes\nMr Paul Groenewegen $5,800 No GST\nMs Rebecca Davies $4,785 Yes\nThe 2021–22 PSR Internal Audit Plan included a range of audits that focused on governance,\ninternal controls, and compliance.\n Source: `annual-reports/2021-22.pdf (https://www.psr.gov.au/sites/default/files/2022-11/PSR_annual_report_2021-22.PDF)`\n- [Page 110]\n100\n22–1202\nTROPER\nLAUNNA\nWEIVER\nSECIVRES\nLANOISSEFORP\nIndex\nA Corporate Plan 2021, 22\nactivities reviewed Corporate Support Unit, 23\nchiropractors, 18 COVID-19\nCOVID-19 consultations, 17 business continuity, 36\ngeneral practitioners, 19 Comcare requirements, 36\nimaging services, 18 disruptions, 13\nprescribing, 17–18 impact on operations, 1–2\nskin medicine, 17–18 use of online training and resources, 36\nspecialists, 19 COVID-19 consultations, review, 17\nsurgical operations, 19 Creyke, Robin, 3\ntelehealth, 17\nadvertising and market research, 41\nD\naudit\nDavies, Rebecca, 4, 26, 27\nInternal Audit Plan, 25, 27\nDental Benefits, 7\nPSR Audit and Risk Committee Charter, 26\nprotect integrity, 6\nAudit and Risk Committee, see, PSR Audit and Risk\nDepartment of Health and Aged Care, 3, 5\nCommittee\nas PBS stakeholder, 6\nAustralian Health Practioner Regulation Agency\nrequests received, 12\n Source: `annual-reports/2021-22.pdf (https://www.psr.gov.au/sites/default/files/2022-11/PSR_annual_report_2021-22.PDF)`\n- [Page 113]\n103\nXEDNI\nPSR Audit and Risk Committee Charter, 26 S\nPSR Committees, numbers established, 13 salary ranges, 30\nPSR Internal Audit Plan, 27 Senior Executive Service (SES), 22, 33\nPSR Panel, 2 Shakespeare, Penny, 5\nappointment, 3 Shelley, Andrew, 4\nmembers, 13 skin medicine, review, 18\nmembership, 2 Special Counsel, 23, 24, 31, 32, 34, 76\nrecruitment, 2 specialists, review, 19\nPSR Scheme, 6, 7–8, 9, 10, 15, 27 staff\nPublic Governance, Performance and Accountability Act APS staff, 28–30\n2013 (PGPA Act), see, PGPA Act disability reporting, 30\nPublic Governance, Performance and Accountability Rule diversity, 30\n2014, iii, 56 enterprise agreement, 28, 30\nPublic Service Act 1999, 6, 27, 28, 33, 96 executive management team, 24\npublications, 42 fraud awareness training, 25\nhighly paid, 35\nnon-salary benefits, 31\nQ\nperformance pay, 31\nQuinlivan, Julie, 5, 21, 22, 32, 34, 84\n Source: `annual-reports/2021-22.pdf (https://www.psr.gov.au/sites/default/files/2022-11/PSR_annual_report_2021-22.PDF)`\n- [Page 7]\nCHAPTER 3:\nMANAGEMENT AND ACCOUNTABILITY 33\nStructure and organisation 34\nCorporate governance and business planning 34\nPortfolio shared services arrangements 36\nExecutive management team 36\nExternal scrutiny 37\nFraud control 37\nIdentifying and managing risk 38\nAudit and Risk Committee 38\nEthical standards 40\nManagement of human resources 41\nAccommodation 50\nCHAPTER 4:\nFINANCIAL PERFORMANCE 51\nFinancial performance 52\nPurchasing 52\nAsset management 53\nConsultancy and non-consultancy contracts 53\nAustralian National Audit Office access clauses 56\nExempt contracts 56\nProcurement initiatives to support small business 56\nIndigenous Procurement Policy 57\nAdvertising and market research 57\nGrants programs 57\nEcologically sustainable development and environmental performance 57\nPublications 59\niv\nProfessional Services Review ANNUAL REPORT 2022–23\n Source: `annual-reports/2022-23.pdf (https://www.psr.gov.au/sites/default/files/2023-10/Professional%20Services%20Review%20Annual%20Report%202022-23.pdf)`\n- [Page 44]\n3 4 5\n3\n1 2 4 5\nChapter 3: Management and accountability\nthe case management unit manages document preparation for the Director’s review and\nPSR committee hearings.\n• an integrated corporate support unit that reports to the Chief Finance Officer, and\nis responsible for budget and financial reporting, payroll, human resources and\nrecruitment, ICT, security and property, procurement, risk management and audit, and\ncommunications.\n• a Business Manager and a Practice Manager, who support the PSR executive management\nteam, provide administrative support across the agency and manage parliamentary\nfunctions.\n• the Executive Officer who also fulfils the role of General Counsel.\n Source: `annual-reports/2022-23.pdf (https://www.psr.gov.au/sites/default/files/2023-10/Professional%20Services%20Review%20Annual%20Report%202022-23.pdf)`\n\n## Corporate Values and Operating Culture\n\n- [Page 113]\n103\nXEDNI\nPSR Scheme Senior Executive Service (SES), 23, 33\nHealth Insurance Act 1973, 1 Senior Legal Officers, 25\npublications, 42 Shelley, Andrew, 32, 34\nPublic Governance, Performance and Accountability Act 2013, skin medicine, 18\niii, 10, 92 small business\nPublic Governance, Performance and Accountability Rule initiatives to support, 41\n2014, iii Special Counsel, 25, 26, 32\nPublic Service Act 1999, 6, 28, 29, 30, 33, 34, 96 specialist\nconsultation, 3, 4, 5, 17, 19, 22, 35\nQ staff, 36\nQuinlivan, Julie, iii, 4, 23, 32, 34, 84 Case Management Unit, 25\ncommunication, 2\nculture, 2\nR\ndiversity, 30\nradiology, 5, 17\nengagement, 2\nreview, 17\nenterprise agreement, 29, 31\nRankin, David, 32, 34\nexecutive management team, 26, 27\nratification of negotiated agreements\nfraud awareness training, 27\nDetermining Authority, 9, 10, 13\nhighly paid, 35\nrecord-keeping, 22, 38\n Source: `annual-reports/2020-21.pdf (https://www.psr.gov.au/sites/default/files/2022-11/PSR_annual_report_2020-21.PDF)`\n- [Page 110]\n100\n22–1202\nTROPER\nLAUNNA\nWEIVER\nSECIVRES\nLANOISSEFORP\nIndex\nA Corporate Plan 2021, 22\nactivities reviewed Corporate Support Unit, 23\nchiropractors, 18 COVID-19\nCOVID-19 consultations, 17 business continuity, 36\ngeneral practitioners, 19 Comcare requirements, 36\nimaging services, 18 disruptions, 13\nprescribing, 17–18 impact on operations, 1–2\nskin medicine, 17–18 use of online training and resources, 36\nspecialists, 19 COVID-19 consultations, review, 17\nsurgical operations, 19 Creyke, Robin, 3\ntelehealth, 17\nadvertising and market research, 41\nD\naudit\nDavies, Rebecca, 4, 26, 27\nInternal Audit Plan, 25, 27\nDental Benefits, 7\nPSR Audit and Risk Committee Charter, 26\nprotect integrity, 6\nAudit and Risk Committee, see, PSR Audit and Risk\nDepartment of Health and Aged Care, 3, 5\nCommittee\nas PBS stakeholder, 6\nAustralian Health Practioner Regulation Agency\nrequests received, 12\n Source: `annual-reports/2021-22.pdf (https://www.psr.gov.au/sites/default/files/2022-11/PSR_annual_report_2021-22.PDF)`\n- [Page 112]\n102\n22–1202\nTROPER\nLAUNNA\nWEIVER\nSECIVRES\nLANOISSEFORP\nL P\nleadership, 24, 36 Parker, Margaret, 4, 32, 34\nLee, Linnet, 4, 32, 34 patient safety, 2\nlegal issues, 20–21 polypharmacy, 2\nletter of transmittal, iii peer review Committees, 2, 8, 13\nperformance, 10–14\nperformance against Portfolio Budget Statements,\nM\n15–21\nmanagement and accountability, 22\nperformance against PSR key performance indicators,\nAudit and Risk Committee, 26–27\n16\ncorporate governance and business planning, 22\nperformance pay, 31\nethical standards, 27–28\nPerformance Statement, 9–21\nexecutive, 24\nPGPA Act, iii, 9, 22, 26, 56\nexternal scrutiny, 24 Pharmaceutical Benefit Scheme (PBS), 7, 8, 12, 14, 16\nfraud control, 25\nprotect the integrity of, 6, 43\nhuman resources, 28\nplanning, 22, 24\norganisational structure, 22–23\nbusiness continuity, 24, 36\nportfolio shared services arrangements, 24\n Source: `annual-reports/2021-22.pdf (https://www.psr.gov.au/sites/default/files/2022-11/PSR_annual_report_2021-22.PDF)`\n- [Page 135]\nroles and functions of PSA, 12–13 Soryal v Director of Professional Services\n[2023] FCA 326, 31\nhuman resources, management of, 12–13, 41–50\nsummary, 31\naccommodation, 8, 50\ndisability reporting mechanism, 50 legislation\nenterprise agreements and individual flexibility legislative changes, 4\narrangements, 44 civil penalty provisions, 4\nremuneration provisions for committees, 4\nhighly paid staff, other, 48 provisions for Director, 4\nkey management personnel, 45, 47 letter of transmittal, i\nnon-salary benefits, 44\nperformance pay, 45 N\ntraining and development, 49 negotiated agreements, 21\nwork health and safety (WHS), 49 non-compliance, see fraud and non-compliance\nworkforce\nAustralian Public Service staff, 42 O\nexecutive management team, 36 operations, surgical, 29\nmental health, wellbeing, and inclusivity, 5\nP\nstaff numbers, PSR, 43\npanels and committees\n Source: `annual-reports/2022-23.pdf (https://www.psr.gov.au/sites/default/files/2023-10/Professional%20Services%20Review%20Annual%20Report%202022-23.pdf)`\n- [Page 136]\n5\n5\n1 2 3 4\nAppendices and resources\ncommittees, see panels and committees R\ncorporate governance and business planning, remuneration, see human services, management\n34–35, 35 of, workforce\ndelivery of outcomes, 13–14\nreview processes of organisation, 2\nethical standards, 40–41\nreviews of PSR organisational processes\nexecutive management team, 36\nexternal scrutiny, 37\nexternal scrutiny, 37\nfraud control, 37\nfreedom of information, 103\nGuide to Professional Services Review Process,\nfuture of, 14\n5\nnegotiated agreements, 21\nindependent review of Medicare integrity, 37\noverview of, 12\nMedicare compliance, 6\npanels and committees see, panels and\nreview of PSR processes (publication), 6\ncommittees\nsecuring confidential settlement agreements, 6\nportfolio share services arrangements, 36\npremises, 8, 50 risk identification and management, 38\npurpose, 2, 16\nS\n Source: `annual-reports/2022-23.pdf (https://www.psr.gov.au/sites/default/files/2023-10/Professional%20Services%20Review%20Annual%20Report%202022-23.pdf)`\n- [Page 145]\nProfessional Services Review Annual Report 2024–25\nfunctions, 12 Chief Executive Medicare see Chief\norganisational structure, 14–15 Executive Medicare\noverview, 9–15 medical boards, to, 27\npowers, 12 prescribed pattern of services, 31\npurpose, 11 re-referrals, 27\nrole, 12 regulatory bodies, referrals to, 35\nprofessionalism, 45 remuneration\nProtective Security Policy Framework ARC members, 40\n(PSPF), 40 full-time public office holders, 52\nPSR action plan 2024, 4 highly paid staff, 51\nPSR Committees, 5 key management personnel, 50\nestablishment of, 26 Remuneration Tribunal, 52\nhearings and meetings, 42 repayment orders, 24\nreferrals to, 25 Residential Aged Care Facilities (RACFs)\nPSR Determining Authority (DA), 4 review of services provided at, 33\nfinal determinations by, 26 Respectful Conduct and Behaviours Policy, 53\nproposed members , 7 revenue impacts, 59\n Source: `annual-reports/2024-25.pdf (https://www.psr.gov.au/sites/default/files/2025-10/PSR%20Annual%20Report%202024-25.pdf)`\n- [Page 56]\n47\nProfessional\nServices\nReview\nANNUAL\nREPORT\n2022–23\nChapter\n3:\nManagement\nand\naccountability\n3\n1\n2\n4\n5\n3\n4\n5\nTable 10:\nKMP Remuneration\nPost - Other\nTermination\nName and Position Short-term benefits employment long-term Total remuneration\nbenefits\nbenefits benefits\nName Position title Base salary Bonuses Other Superannuation Long service\nbenefits and contributions leave\nallowances\nDr Antonio Di Dio Acting 367,063 – 35,490 26,020 10,757 – 439,330\nDirector\nPSR10, 11\nProfessor Julie Director 15,640 – (6,312) 1,048 – – 10,376\nQuinlivan PSR10, 11\nBruce Executive 203,079 – 45,230 37,529 9,736 – 295,574\nTopperwien Officer and\nGeneral\nCounsel\nMargaret Parker Special 171,388 – 15,072 30,260 10,167 – 226,887\nCounsel12\nAndrew Shelley Special 168,617 – 14,106 29,996 5,648 – 218,367\nCounsel11\nLinnet Lee Chief 168,140 – 16,937 27,370 10,170 – 222,617\nFinance\nOfficer11\n Source: `annual-reports/2022-23.pdf (https://www.psr.gov.au/sites/default/files/2023-10/Professional%20Services%20Review%20Annual%20Report%202022-23.pdf)`\n- Contact\nContact us\nContact Details for Professional Services Review are as follows:\nLocation:\nLevel 1, 6 Brindabella Circuit (South)\nBrindabella Business Park\nCanberra Airport ACT 2609\nPostal Address:\nProfessional Services Review\nPO Box 74\nFyshwick ACT 2609\nPhone:\n(02) 6120 9100\nOffice Hours:\n9am-5pm (AEST) weekdays\n​​​​​​​To comment on our service\nPSR is committed to continuous improvement and values feedback from you.\n Source: `pages/contact.html (http://www.psr.gov.au/contact)`\n\n## Global Ideas and Case Study Inputs\n\n_No global-intelligence source text found yet. Run `CLAUDE/global-ideas-scraper.py ` to populate case-study sources._\n\n## Source Artifacts Used\n\n- `corporate-plans/2025-26.pdf` - corporate-plans - https://www.psr.gov.au/sites/default/files/2025-08/PSR%20Corporate%20Plan%202025-26.pdf\n- `annual-reports/2020-21.pdf` - annual-reports - https://www.psr.gov.au/sites/default/files/2022-11/PSR_annual_report_2020-21.PDF\n- `annual-reports/2021-22.pdf` - annual-reports - https://www.psr.gov.au/sites/default/files/2022-11/PSR_annual_report_2021-22.PDF\n- `annual-reports/2022-23.pdf` - annual-reports - https://www.psr.gov.au/sites/default/files/2023-10/Professional%20Services%20Review%20Annual%20Report%202022-23.pdf\n- `annual-reports/2023-24.pdf` - annual-reports - https://www.psr.gov.au/sites/default/files/2024-10/Professional%20Services%20Review%20Annual%20Report%202023%E2%80%9324.PDF\n- `annual-reports/2024-25.pdf` - annual-reports - https://www.psr.gov.au/sites/default/files/2025-10/PSR%20Annual%20Report%202024-25.pdf\n- `pages/about.html` - pages - https://www.psr.gov.au/about-us\n- `pages/annual-reports-index.html` - pages - http://www.psr.gov.au/publications-and-resources/annual-reports\n- `pages/annual-reports-index__00.html` - pages - http://www.psr.gov.au/publications-and-resources/publications/annual-reports/annual-report-2024-25\n- `pages/annual-reports-index__01.html` - pages - http://www.psr.gov.au/publications-and-resources/publications/annual-reports/annual-report-2023-24\n- `pages/annual-reports-index__02.html` - pages - http://www.psr.gov.au/publications-and-resources/publications/annual-reports/annual-report-2022-23\n- `pages/annual-reports-index__03.html` - pages - http://www.psr.gov.au/publications-and-resources/publications/annual-reports/annual-report-2021-22\n- `pages/annual-reports-index__04.html` - pages - http://www.psr.gov.au/publications-and-resources/publications/annual-reports/annual-report-2020-21\n- `pages/contact.html` - pages - http://www.psr.gov.au/contact\n- `pages/corporate-plans-index.html` - pages - http://www.psr.gov.au/publications-and-resources/governance-and-corporate-documents\n- `pages/corporate-plans-index__05.html` - pages - http://www.psr.gov.au/publications-and-resources/publications/corporate-documents/corporate-plan-2025-26\n- `pages/homepage.html` - pages - http://www.psr.gov.au/psr-agency-corporate-information/statutory-appointments\n- `pages/leadership.html` - pages - http://www.psr.gov.au/our-people-and-partners\n- `pages/publications-index.html` - pages - http://www.psr.gov.au/publications-and-resources\n\n## Gaps To Fix\n\n- No global comparison/case-study sources found.", "legislation_md": "# Professional Services Review - Determining Authority - Acts and Legislation Discovery\n\n**Generated at**: 2026-05-09T21:10:32.433482+00:00\n**Entity ID**: B-002592\n**Jurisdiction**: Commonwealth\n**Portfolio**: Health, Disability and Ageing\n\n> This is an evidence-based discovery list from scraped department material. A mention does not always mean the department administers the legislation; high-confidence and official register links should be reviewed.\n\n## Summary\n\n- Source files scanned: 19\n- Unique legislation references found: 23\n\n| Type | Count |\n|---|---:|\n| Act | 16 |\n| Determination | 5 |\n| Regulation | 1 |\n| Rules | 1 |\n\n## Legislation References\n\n### Public Governance, Performance and Accountability Act 2013\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 29\n**Register search**: https://www.legislation.gov.au/search?query=Public+Governance%2C+Performance+and+Accountability+Act+2013\n\n**Sources**:\n- `pages/leadership.html`\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n- `corporate-plans/2025-26.pages.jsonl`\n\n**Evidence contexts**:\n- n (AMA) must agree to the appointment.\nAs head of the PSR Agency, the Director conducts reviews and ensures support is available for the PSR Committees and Determining Authority. The Director also acts as the agency’s accountable authority as described in the\nPublic Governance, Performance and Accountability\nAct 2013.\nThe Director manages PSR staff as set out in our\norganisation chart.\nExecutive Management Team\nThe PSR’s Executive Management Team consists of the Director, General Manager and Unit Managers. As PSR is a small agency, this committee performs several support\n Source: `pages/leadership.html`\n- alth and Aged Care\nParliament House\nCanberra ACT 2600\nDear Minister\nI am pleased to present to you the annual report of the Professional Services Review\nAgency for the year ended 30 June 2021.\nThe report has been prepared for the purposes of section 46 of the Public Governance,\nPerformance and Accountability Act 2013 (PGPA Act), which requires that I prepare and\nprovide an annual report to you for presentation to the Parliament.\nThe report includes the agency’s audited financial statements as required under section\n43(4) of the PGPA Act.\nAs required by section 10 of the P\n Source: `annual-reports/2020-21.pages.jsonl`\n- from providing CDBS item 88161\nfor six months, and was reprimanded by the Director.\n9\n\n[page 20]\n10\n12–0202\nTROPER\nLAUNNA\nWEIVER\nSECIVRES\nLANOISSEFORP\n2. Performance statement\nThis performance statement is prepared in accordance with paragraph\n39(1)(a) of the Public Governance, Performance and Accountability Act\n2013 (PGPA Act) for the 2020–21 financial year and accurately presents\nPSR’s performance in accordance with subsection 39(2) of the PGPA Act.\nEntity purpose\nPSR’s purpose is to protect the integrity of the Australian Government’s Medicare,\npharmaceutical benefits\n Source: `annual-reports/2020-21.pages.jsonl`\n- ieve that the\naudit evidence I have obtained is sufficient and appropriate to provide a basis for my opinion.\nAccountable Authority’s responsibility for the financial statements\nAs the Accountable Authority of the Entity, the Director is responsible under the Public Governance,\nPerformance and Accountability Act 2013 (the Act) for the preparation and fair presentation of annual financial\nstatements that comply with Australian Accounting Standards – Reduced Disclosure Requirements and the rules\nmade under the Act. The Director is also responsible for such internal control\n Source: `annual-reports/2020-21.pages.jsonl`\n- nvolve the use of assets, liabilities, income and expenses controlled or\nincurred by PSR in its own right.\nBasis of Preparation of the Financial Statements\nThe financial statements are general purpose financial statements and are required by section 42\nof the Public Governance, Performance and Accountability Act 2013.\nThe financial statements have been prepared in accordance with:\na) The Public Governance, Performance and Accountability (Financial Reporting) Rule 2015 (FRR);\nand\nb) Australian Accounting Standards and Interpretations ‐ Reduced Disclosure Requirements issue\n Source: `annual-reports/2020-21.pages.jsonl`\n\n### Public Service Act 1999\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 27\n**Register search**: https://www.legislation.gov.au/search?query=Public+Service+Act+1999\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n- `corporate-plans/2025-26.pages.jsonl`\n\n**Evidence contexts**:\n- ctice.\nAbout the Professional Services Review Agency\nPSR operates as an independent agency within the Australian Government’s Health\nportfolio, and reports directly to the Minister for Health. Together, the Director and staff\nform a statutory agency under the Public Service Act 1999.\nTo help guide its performance, PSR has defined its own values and behaviours, which are\nunderpinned by the Australian Public Service (APS) Values. PSR’s values and behaviours\nof being fair, transparent and professional address the unique aspects of its busin\n Source: `annual-reports/2020-21.pages.jsonl`\n- f PSR. During 2020–21, Ms Ginnane was remunerated a\ntotal of $7,700 (GST inclusive), while Mr Groenewegen was remunerated a total of $5,800 (no\nGST). Mr Topperwien, as a SES employee was remunerated under an individual agreement\nin accordance with s 24 of the Public Service Act 1999, and consistent with the Department of\nHealth’s SES Performance and Remuneration Framework and practices for SES employees.\nDuring the course of the year, the PSR Internal Audit Plan included a range of audits that\nfocused on governance, internal controls, an\n Source: `annual-reports/2020-21.pages.jsonl`\n- esources/governance-and-corporate-documents\n\n[page 39]\n29\nYTILIBATNUOCCA\nDNA\nTNEMEGANAM\nEthical standards\nPSR recognises its responsibilities as part of the APS. As a statutory agency, PSR is\ncommitted to the APS Values and the Code of Conduct outlined in the Public Service\nAct 1999. In addition, to help guide its performance, PSR has defined its own values and\nbehaviours, which are underpinned by the APS Values. PSR’s values and behaviours\n– fair, transparent and professional – address the unique aspects of our business and\nenvironment,\n Source: `annual-reports/2020-21.pages.jsonl`\n- ting all people with courtesy and respect\n● using time and resources effectively.\nManagement of human resources\nPSR staff are covered by PSR’s 2016–19 Enterprise Agreement, which came into effect in\nFebruary 2017. A Determination under subsection 24(1) of the Public Service Act 1999 was\napproved by the Director of PSR on 3 February 2020.\nPSR has developed a culture where staff are treated fairly, equitably and with respect.\nPSR is committed to maintaining a work environment that encourages and supports all\nemployees in raising concerns a\n Source: `annual-reports/2020-21.pages.jsonl`\n- managing alleged breaches of\nthe Code of Conduct outline how allegations will be managed and are available to all\nemployees via the PSR intranet.\nAustralian Public Service staff\nStaff employed by PSR, with the exception of the Director, are employed under the Public\nService Act 1999.\nAt 30 June 2021, PSR had 27 APS staff. Given PSR’s role as a regulatory agency, PSR has a\nnumber of specialist Legal EL 2 positions, despite its small agency size. These positions are\nfilled by senior lawyers with extensive administrative law experience. The\n Source: `annual-reports/2020-21.pages.jsonl`\n\n### Health Insurance Act 1973\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 17\n**Register search**: https://www.legislation.gov.au/search?query=Health+Insurance+Act+1973\n\n**Sources**:\n- `pages/leadership.html`\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n- `corporate-plans/2025-26.pages.jsonl`\n\n**Evidence contexts**:\n- r people and partners | Professional Services Review (PSR)\n\nOur people and partners\nDirector, Professional Services Review\nThe PSR Scheme is managed by the Director, an independent statutory officer appointed by the Minister for Health under section 83 of the\nHealth Insurance Act 1973\n. The Director must be a medical practitioner, and the Australian Medical Association (AMA) must agree to the appointment.\nAs head of the PSR Agency, the Director conducts reviews and ensures support is available for the PSR Committees and Determining Authori\n Source: `pages/leadership.html`\n- iciency and risk management.\nKey\ndecision-makers\nThe PSR Scheme relies on key decision-makers to do its work. All are statutory appointments made by the Minister of Health after consultation with the AMA or other relevant professional bodies as set out in the\nHealth Insurance Act 1973\n:\nPSR Director\nindependent statutory officer and medical practitioner (section 83)\nPSR Panel\nmedical and other health care practitioners who may sit on peer review Committees (section 84) or provide assistance to the Director (section 90)\nDeputy Directors\nPan\n Source: `pages/leadership.html`\n- eing reviewed (section 106ZPB).\nOur\nfull list of current appointees\nincludes appointment start and end dates.\nOur government partners\nThe Director of PSR reports to the\nMinister for Health\nand Aged Care\n, who has portfolio responsibility for administering the\nHealth Insurance Act 1973\n, including the PSR Scheme.\nPSR works with several government entities and other organisations.\nDepartment of Health\nand Aged Care\n:\nThe department’s work is relevant to PSR in several ways:\nThe department provides legislation development and policy advice to\n Source: `pages/leadership.html`\n- ppendix 4 84\nStatutory Appointments 84\nGlossary 91\nList of requirements 93\nIndex 100\nCase studies\nOne 5\nTwo 9\nThree 22\nFour 38\n\n[page 10]\n\n[page 11]\nDirector’s introduction\nThe Professional Services Review Agency (PSR) was established in 1994. The\npart of the Health Insurance Act 1973 (HIA) that establishes the PSR Scheme\ndefines the basic purpose of the scheme as protecting ‘patients and the\ncommunity in general from the risks associated with inappropriate practice’\nand protecting ‘the Commonwealth from having to meet the cost of services\n Source: `annual-reports/2020-21.pages.jsonl`\n- iminary findings of a Committee following a hearing, as\nrequired by s 106KD of the HIA.\nFinal determination means the final document detailing what action will be taken in a\ncase, as required by s 106TA of the HIA.\nGP means general practitioner.\nHIA means the Health Insurance Act 1973.\nInappropriate practice is defined under s 82 of the HIA as conduct in connection\nwith rendering or initiating services that a Committee of the practitioner’s peers could\nreasonably conclude was unacceptable to the general body of their profession.\nIT means i\n Source: `annual-reports/2020-21.pages.jsonl`\n\n### Freedom of Information Act 1982\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 10\n**Register search**: https://www.legislation.gov.au/search?query=Freedom+of+Information+Act+1982\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- lusive of GST\n\n[page 51]\n41\nECNAMROFREP\nLAICNANIF\nExempt contracts\nIn 2020–21, PSR had no contracts over the value of $10,000 (GST inclusive) that were\nexempt from being published on AusTender on the basis that to do so would disclose\nexempt matters under the Freedom of Information Act 1982.\nProcurement initiatives to support small business\nPSR supports small business participation in the Australian Government procurement\nmarket. Small and Medium Enterprises (SME) and Small Enterprise participation statistics\nare available on the Department of F\n Source: `annual-reports/2020-21.pages.jsonl`\n- ons 861,106 687,022\nProvision for restoration obligations 102,000 102,000\nTotal more than 12 months 963,106 1,129,971\nTotal liabilities 1,915,053 2,622,583\n\n[page 93]\n83\nECNAMROFREP\nLAICNANIF\nAppendix 3\nFreedom of information statement\nAgencies subject to the Freedom of Information Act 1982 (FOI Act) are required to publish\ninformation to the public as part of the Information Publication Scheme (IPS). This\nrequirement is in Part II of the FOI Act and has replaced the former requirement to publish\na section 8 statement in an annual report. Each a\n Source: `annual-reports/2020-21.pages.jsonl`\n- 20\nexempt contracts, vii and National Home Doctor Service v Director of PSR, 19\npurchasing, 39 and Yoong v Chief Executive of Medicare & Director of\nfinancial statements, 44 PSR, 21\nfraud, iii, 1, 2, 12, 19, 27, 28, 94, 95\nfraud risk assessment, 27, 28, 101\nK\nFreedom of Information Act 1982, 41, 83\nkey issues\nFreedom of information statement, 83\nchild dental benefits scheme, 18\ngeneral practitioner reviews, 19\nG judicial review, 19\ngender, 35 prescribing and instant prescriptions, 17\nGeneral Counsel (see also Executive Officer; Topperwein, radio\n Source: `annual-reports/2020-21.pages.jsonl`\n- rpose.\n\n[page 51]\n41\nECNAMROFREP\nLAICNANIF\nExempt contracts\nIn 2021–22, PSR had no contracts equal to or greater than $10,000 (GST inclusive) that\nwere exempt from being published on AusTender on the basis that to do so would\ndisclose exempt matters under the Freedom of Information Act 1982.\nProcurement initiatives to support small business\nPSR supports small business participation in the Australian Government procurement\nmarket. Small and Medium Enterprises (SME) and Small Enterprise participation statistics\nare available on the Department of F\n Source: `annual-reports/2021-22.pages.jsonl`\n- ,106\nProvision for restoration obligations ‐ 102,000\nTotal more than 12 months 910,592 963,106\nTotal liabilities 1,831,352 1,915,053\n\n[page 93]\n83\nTNEMETATS\nNOITAMROFNI\nFO\nMODEERF\n:3\nXIDNEPPA\nAppendix 3\nFreedom of information statement\nAgencies subject to the Freedom of Information Act 1982 (FOI Act) are required to publish\ninformation to the public as part of the Information Publication Scheme (IPS). This\nrequirement is in Part II of the FOI Act and has replaced the former requirement to publish\na section 8 statement in an annual report. Each a\n Source: `annual-reports/2021-22.pages.jsonl`\n\n### Environment Protection and Biodiversity Conservation Act 1999\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 5\n**Register search**: https://www.legislation.gov.au/search?query=Environment+Protection+and+Biodiversity+Conservation+Act+1999\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- take any advertising campaigns during 2020–21.\nGrants programs\nPSR does not administer any grants programs.\n\n[page 52]\n42\n12–0202\nTROPER\nLAUNNA\nWEIVER\nSECIVRES\nLANOISSEFORP\nEcologically sustainable development and\nenvironmental performance\nSection 516A of the Environment Protection and Biodiversity Conservation Act 1999 requires\nthat PSR reports its contribution to ecologically sustainable development.\nPSR’s small size and specific role limit its opportunities to contribute to ecologically\nsustainable development. However, PSR endeavours to reduce its energy costs by\nusing e\n Source: `annual-reports/2020-21.pages.jsonl`\n- iversal McCann were\n$7,830.18 (GST inclusive).\n\n[page 52]\n42\n22–1202\nTROPER\nLAUNNA\nWEIVER\nSECIVRES\nLANOISSEFORP\nGrants programs\nPSR does not administer any grants programs.\nEcologically sustainable development and\nenvironmental performance\nSection 516A of the Environment Protection and Biodiversity Conservation Act 1999 requires\nthat PSR report its contribution to ecologically sustainable development.\nPSR’s small size and specific role limit its opportunities to contribute to ecologically\nsustainable development. However, PSR endeavours to reduce its energy costs by\nusing en\n Source: `annual-reports/2021-22.pages.jsonl`\n- the\nIPP policy.\nAdvertising and market research\nPSR did not undertake any advertising campaigns during 2022–23.\nGrants programs\nPSR does not administer any grants programs.\nEcologically sustainable development\nand environmental performance\nSection 516A of the Environment Protection and Biodiversity Conservation Act 1999 requires PSR\nto report its contribution to ecologically sustainable development.\nPSR’s small size and specific role limits its opportunities to contribute to ecologically sustainable\ndevelopment. However, PSR endeavours to reduce its energy costs by using ene\n Source: `annual-reports/2022-23.pages.jsonl`\n- ke any advertising campaigns during 2023–24.\nGrants programs\nPSR does not administer any grants programs.\nProfessional Services Review ANNUAL REPORT 2023–24 • 63\n\n[page 73]\nEcologically sustainable development and\nenvironmental performance\nSection 516A of the Environment Protection and Biodiversity Conservation Act 1999 requires\nPSR to report its contribution to ecologically sustainable development.\nPSR’s small size and specific role limits its opportunities to contribute to ecologically sustainable\ndevelopment. However, PSR endeavours to reduce its energy costs by using ene\n Source: `annual-reports/2023-24.pages.jsonl`\n- PSR did not undertake any advertising campaigns during 2024–25.\nGrants programs\nPSR does not administer any grants programs.\n63\n\n[page 74]\nCHAPTER 4: FINANCIAL PERFORMANCE\nEcologically sustainable development\nand environmental performance\nSection 516A of the Environment Protection and Biodiversity Conservation Act 1999\nrequires PSR to report its contribution to ecologically sustainable development.\nPSR’s small size and specific role limits its opportunities to contribute to ecologically\nsustainable development. However, PSR endeavours to reduce its energy costs by\nusing ene\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### Acts Interpretation Act 1901\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 4\n**Register search**: https://www.legislation.gov.au/search?query=Acts+Interpretation+Act+1901\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n\n**Evidence contexts**:\n- tion from Medicare benefits in 6 cases, for between 6 and 18\nmonths\n● full disqualification in one case from both the MBS and PBS for 36 months\n● repayment of Medicare benefits, ranging from $1,000 to $997,384.70 (totalling\n$3,480,383.19).\n1 Under s 2C of the Acts Interpretation Act 1901, ‘person’ includes a body corporate.\n\n[page 25]\n15\nTNEMETATS\nECNAMROFREP\nRe-referrals\nIn 2020–21 the Chief Executive Medicare made 4 requests to PSR to review practitioners\nwho had previously been referred to PSR, and had a previous effective negotiated\nagree\n Source: `annual-reports/2020-21.pages.jsonl`\n- D-19 travel restrictions, with\nboth timeframes and hearing days being impacted by the pandemic. Nevertheless, 19\nCommittee final reports were completed within the financial year, and 20 reports were\nsent to the Determining Authority.\n2 Under section 2C of the Acts Interpretation Act 1901, ‘person’ includes a body corporate.\n\n[page 24]\n14\n22–1202\nTROPER\nLAUNNA\nWEIVER\nSECIVRES\nLANOISSEFORP\nThe Determining Authority\nDuring 2021–22, 13 final determinations became effective. The directions made by the\nDetermining Authority were:\n● reprimand in all\n Source: `annual-reports/2021-22.pages.jsonl`\n- etermines whether the person\nhas engaged in inappropriate practice in providing the services specified in the Director’s referral.\nMembers of peer review committees are drawn from practitioners who are PSR panel members\n(Appendix 4).\n1 Under section 2C of the Acts Interpretation Act 1901, ‘person’ includes a body corporate.\n21\nProfessional Services Review ANNUAL REPORT 2022–23\n\n[page 31]\nThe PSR panel comprises health professionals from a range of professions, specialties,\nbackgrounds and practice locations. At 30 June 2023, 9% practised in r\n Source: `annual-reports/2022-23.pages.jsonl`\n- has engaged in inappropriate practice in providing the services specified in\nthe Director’s referral.\nMembers of PSR Committees are drawn from practitioners who are PSR Panel members\n(see statutory appointment holders at Appendix 2).\n1 Under section 2C of the Acts Interpretation Act 1901, ‘person’ includes a body corporate.\nProfessional Services Review ANNUAL REPORT 2023–24 • 23\n\n[page 33]\nThe PSR Panel comprises health professionals from a range of professions, specialties,\nbackgrounds and practice locations. At 30 June 2024, 9% practised in\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### Auditor- General Act 1997\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 4\n**Register search**: https://www.legislation.gov.au/search?query=Auditor-+General+Act+1997\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- include the relevant independence requirements of the\nAccounting Professional and Ethical Standards Board’s APES 110 Code of Ethics for Professional Accountants\n(including Independence Standards) (the Code) to the extent that they are not in conflict with the Auditor-\nGeneral Act 1997. I have also fulfilled my other responsibilities in accordance with the Code. I believe that the\naudit evidence I have obtained is sufficient and appropriate to provide a basis for my opinion.\nAccountable Authority’s responsibility for the financial statement\n Source: `annual-reports/2020-21.pages.jsonl`\n- include the relevant independence requirements of the\nAccounting Professional and Ethical Standards Board’s APES 110 Code of Ethics for Professional Accountants\n(including Independence Standards) (the Code) to the extent that they are not in conflict with the\nAuditor-General Act 1997. I have also fulfilled my other responsibilities in accordance with the Code. I believe\nthat the audit evidence I have obtained is sufficient and appropriate to provide a basis for my opinion.\nAccountable Authority’s responsibility for the financial statement\n Source: `annual-reports/2021-22.pages.jsonl`\n- include the relevant independence requirements of the\nAccounting Professional and Ethical Standards Board’s APES 110 Code of Ethics for Professional Accountants\n(including Independence Standards) (the Code) to the extent that they are not in conflict with the Auditor-\nGeneral Act 1997. I have also fulfilled my other responsibilities in accordance with the Code. I believe that the\naudit evidence I have obtained is sufficient and appropriate to provide a basis for my opinion.\nAccountable Authority’s responsibility for the financial statement\n Source: `annual-reports/2023-24.pages.jsonl`\n- include the relevant independence requirements of the\nAccounting Professional and Ethical Standards Board’s APES 110 Code of Ethics for Professional Accountants\n(including Independence Standards) (the Code) to the extent that they are not in conflict with the Auditor-\nGeneral Act 1997. I have also fulfilled my other responsibilities in accordance with the Code. I believe that the\naudit evidence I have obtained is sufficient and appropriate to provide a basis for my opinion.\nAccountable Authority’s responsibility for the financial statement\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### PGPA Act the Public Governance, Performance and Accountability Act 2013\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 4\n**Register search**: https://www.legislation.gov.au/search?query=PGPA+Act+the+Public+Governance%2C+Performance+and+Accountability+Act+2013\n\n**Sources**:\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- Pharmaceutical Benefits Scheme\nPeers the members of the PSR Panel who are appointed to represent the general body of their\nprofession\nPerson Under Review practitioner or another person or corporate entity who has been referred to the Director for\n(PUR) review\nPGPA Act the Public Governance, Performance and Accountability Act 2013\nPractitioner a health professional who can access the Medicare and Pharmaceutical Benefits schemes,\nand includes\n● an Aboriginal and Torres Strait Islander health practitioner\n● Aboriginal health worker\n● Audiologist\n● Chiropractor\n● dental practitioner\n● dia\n Source: `annual-reports/2021-22.pages.jsonl`\n- bers of the PSR panel who are appointed to represent the general\nbody of their profession or specialty\nPerson under review (PUR) practitioner or another person or corporate entity who has been referred to the\nDirector for review of their provision of services\nPGPA Act the Public Governance, Performance and Accountability Act 2013\nPractitioner a health professional who can access the Medicare and Pharmaceutical\nBenefits schemes, and includes\n• an Aboriginal and Torres Strait Islander health practitioner\n• Aboriginal health worker\n• audiologist\n• chiropractor\n• dental practitioner\n• dia\n Source: `annual-reports/2022-23.pages.jsonl`\n- bers of the PSR Panel who are appointed to represent the general\nbody of their profession or specialty\nPerson under review (PUR) practitioner or another person or corporate entity who has been referred to the\nDirector for review of their provision of services\nPGPA Act the Public Governance, Performance and Accountability Act 2013\nPractitioner a health professional who can access the Medicare and Pharmaceutical\nBenefits schemes, and includes\n• Aboriginal and Torres Strait Islander health practitioner\n• Aboriginal health worker\n• audiologist\n• chiropractor\n• dental practitioner\n• diabet\n Source: `annual-reports/2023-24.pages.jsonl`\n- bers of the PSR Panel who are appointed\nto represent the general body of their profession or\nspecialty\nPerson under review (PUR) practitioner or another person or corporate entity who\nhas been referred to the Director for review of their\nprovision of services\nPGPA Act the Public Governance, Performance and\nAccountability Act 2013\nPGPA Rule the Public Governance, Performance and\nAccountability Rule 2014\nPMTF PSR’s Panel Member Training Framework\n117\n\n[page 128]\nAPPENDICES AND RESOURCES\nPractitioner a health professional who can access the medicare\nand pharmaceutical benefits schemes, a\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### Allied Health and Others) Determination 2012\n\n**Type**: Determination\n**Confidence**: high\n**Mentions**: 3\n**Register search**: https://www.legislation.gov.au/search?query=Allied+Health+and+Others%29+Determination+2012\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n\n**Evidence contexts**:\n- ; and\n2. protect the Commonwealth from having to meet the cost of services provided as a\nresult of inappropriate practice.\nSection 81 of the HIA includes a definition of ‘practitioner’, which, together with the\nHealth Insurance (Professional Services Review – Allied Health and Others) Determination 2012,\nlists the categories of medical, midwifery, nurse practitioner and allied health practitioners\nthat are subject to review under Part VAA of the HIA.\nAgency outcome\nOutcomes are the government’s intended results, benefits or consequences for the\nAustralian co\n Source: `annual-reports/2020-21.pages.jsonl`\n- ; and\n2. Protect the Commonwealth from having to meet the cost of services provided as\na result of inappropriate practice.\nSection 81 of the HIA includes a definition of ‘practitioner’, which, together with the\nHealth Insurance (Professional Services Review – Allied Health and Others) Determination 2012,\nlists the categories of medical, midwifery, nurse practitioner and allied health practitioners\nthat are subject to review under Part VAA of the HIA.\nAgency outcome\nOutcomes are the government’s intended results, benefits or consequences for the\nAustralian co\n Source: `annual-reports/2021-22.pages.jsonl`\n- logically sustainable development, 42 Health Insurance Act 1973 (HIA), 1, 6, 12, 13, 14, 15,\nEnterprise agreement, 28, 30 17, 20, 21, 22, 91\nEnterprise Risk Management Framework, 25, 27 Health Insurance (Professional Services Review –\nethical standards, 27–28 Allied Health and Others) Determination 2012, 7\nexecutive management team, 24 hospital accommodation certification, 8\nExecutive Officer, 22, 23, 24, 27, 31, 32, 33, 34\nsee also, Topperwien Bruce\nI\nimaging services, review, 18\ninappropriate health care practice, 9, 15\nF\nfinancial performance inappropriat\n Source: `annual-reports/2021-22.pages.jsonl`\n\n### HIA HIA the Health Insurance Act 1973\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 3\n**Register search**: https://www.legislation.gov.au/search?query=HIA+HIA+the+Health+Insurance+Act+1973\n\n**Sources**:\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n\n**Evidence contexts**:\n- containing the action that will be taken in a case as required by section\n106TA of the HIA\nFinal report a Committee’s final findings following assessment of further submissions by a practitioner\nin response to a draft report as required by section 106L of the HIA\nHIA the Health Insurance Act 1973\nInappropriate practice Defined under section 82 of the HIA as conduct that a Committee of the practitioner’s peers\ncould reasonably conclude was unacceptable to the general body of their profession. See\nthe inappropriate practice section for more details.\nIT\n Source: `annual-reports/2021-22.pages.jsonl`\n- rections that will apply to a person under\nreview as required by section 106TA of the HIA\nFinal report a committee’s findings following consideration of any further submissions by a\npractitioner in response to a draft report as required by section 106L of the HIA\nHIA the Health Insurance Act 1973\nInappropriate practice Defined in section 82 of the HIA, either as conduct that a committee of the\npractitioner’s peers could reasonably conclude would be unacceptable to the\ngeneral body of their profession or specialty; or rendering or initiating services\ni\n Source: `annual-reports/2022-23.pages.jsonl`\n- rections that will apply to a person under\nreview as required by section 106TA of the HIA\nFinal report a Committee’s findings following consideration of any further submissions by a\npractitioner in response to a draft report as required by section 106L of the HIA\nHIA the Health Insurance Act 1973\nInappropriate practice defined in section 82 of the HIA, either as conduct that a Committee of the\npractitioner’s peers could reasonably conclude would be unacceptable to the\ngeneral body of their profession or specialty; or rendering or initiating services\ni\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### Private Health Insurance (Benefit Requirements) Rules 2011\n\n**Type**: Rules\n**Confidence**: high\n**Mentions**: 3\n**Register search**: https://www.legislation.gov.au/search?query=Private+Health+Insurance+%28Benefit+Requirements%29+Rules+2011\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n\n**Evidence contexts**:\n- o review and investigate a wider range of health professions,\nspecialties, and corporates who provide services. In addition, PSR’s jurisdiction is to be\nexpanded to include review of certification for hospital accommodation under the Private\nHealth Insurance (Benefit Requirements) Rules 2011. PSR must retain the confidence of the\nprofessions and the community while demonstrating the organisational agility required\nto meet these changes and future challenges.\n\n[page 19]\nCASE STUDY TWO\nThe Department of Health compliance team identified that a dent\n Source: `annual-reports/2020-21.pages.jsonl`\n- and investigate a wider\nrange of health professions, specialties, and corporate entities that provide services.\nIn addition, PSR’s jurisdiction is to be expanded to include review of certification for hospital\naccommodation under the Private Health Insurance (Benefit Requirements) Rules 2011.\nPSR must retain the confidence of the professions and the community while\ndemonstrating the organisational agility required to meet these changes and future\nchallenges.\n\n[page 19]\n9\nTNEMETATS\nECNAMROFREP\n2. Performance statement\nThis performance statement is\n Source: `annual-reports/2021-22.pages.jsonl`\n- tigate a wider range of health\nprofessions, specialties, and employer or corporate entities that provide services.\nPSR’s jurisdiction is also proposed to be expanded to include review of certification for hospital\ntreatment under the Private Health Insurance (Benefit Requirements) Rules 2011.\nPSR must retain the confidence of the professions and the community while demonstrating the\norganisational agility required to meet these changes and future challenges.\n14\nProfessional Services Review ANNUAL REPORT 2022–23\n\n[page 24]\nChapter 2:\nPerformance\ns\n Source: `annual-reports/2022-23.pages.jsonl`\n\n### Allied Health, Primary Health Care and Others) Determination 2023\n\n**Type**: Determination\n**Confidence**: medium\n**Mentions**: 2\n**Register search**: https://www.legislation.gov.au/search?query=Allied+Health%2C+Primary+Health+Care+and+Others%29+Determination+2023\n\n**Sources**:\n- `annual-reports/2022-23.pages.jsonl`\n- `corporate-plans/2025-26.pages.jsonl`\n\n**Evidence contexts**:\n- esult\nof inappropriate practice.\n12\nProfessional Services Review ANNUAL REPORT 2022–23\n\n[page 22]\n1\n2 3 4 5\nChapter 1: Agency overview\nSection 81 of the HIA includes a definition of ‘practitioner’, and with the Health Insurance\n(Professional Services Review – Allied Health, Primary Health Care and Others) Determination\n2023, lists the categories of practitioners that are subject to review under Part VAA of the HIA.\nAgency outcomes\nOutcomes are the government’s intended results, benefits or consequences for the Australian\ncommunity. The government requires agencies such as PSR to\n Source: `annual-reports/2022-23.pages.jsonl`\n- s associated with inappropriate\npractice; and\nb) protect the Commonwealth from having to meet the cost of medical or health\nservices provided as a result of inappropriate practice.\nSection 81 of the Act and the Health Insurance (Professional Services Review – Allied Health,\nPrimary Health Care and Others) Determination 2023 list the medical and allied practitioner\ngroups subject to review under Part VAA.\nWe operate as an independent agency within the Health, Disability and Ageing portfolio and\nwe are led by the Director who is appointed by the Minister for Health and Ageing (the\n Source: `corporate-plans/2025-26.pages.jsonl`\n\n### Professional Services Review Non-SES Employees) Determination 2020\n\n**Type**: Determination\n**Confidence**: medium\n**Mentions**: 2\n**Register search**: https://www.legislation.gov.au/search?query=Professional+Services+Review+Non-SES+Employees%29+Determination+2020\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n\n**Evidence contexts**:\n- 6 81,588 95,846\nLegal APS 6 83,412 92,040\nEL 1 103,089 115,107\nLegal EL 1 106,963 126,843\nEL 2 115,485 142,816\nLegal EL 2 138,721 149,859\nAPS = Australian Public Service; EL = Executive Level\nNote: Salary ranges are from the Public Service (Subsection 24(1) – Professional Services Review Non-SES Employees) Determination 2020.\nNon-salary benefits\nPSR provided non-salary benefits to attract and retain capable staff. In 2020–21, benefits\nincluded:\n● allowance for mobile phones for relevant personnel\n● home internet access to PSR’s ICT network\n● paid car parking for all employees\n● p\n Source: `annual-reports/2020-21.pages.jsonl`\n- 606\nAPS 5 76,629 81,048\nLegal APS 5 80,323 80,323\nAPS 6 84,884 99,717\nLegal APS 6 86,782 95,759\nEL 1 107,254 119,757\nLegal EL 1 111,284 131,968\nEL 2 120,151 148,585\nLegal EL 2 144,325 155,913\nNote: Salary ranges are from the Public Service (Subsection 24(1) – Professional Services\nReview Non-SES Employees) Determination 2020.\n6 Excludes Director of PSR, who is a Statutory Appointment\n\n[page 41]\n31\nYTILIBATNUOCCA\nDNA\nTNEMEGANAM\nNon-salary benefits\nPSR provided non-salary benefits to attract and retain capable staff. In 2021–22, benefits\nincluded:\n● allowance for mobile phones for\n Source: `annual-reports/2021-22.pages.jsonl`\n\n### FTE Full Time Equivalent HIA the Health Insurance Act 1973\n\n**Type**: Act\n**Confidence**: medium\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=FTE+Full+Time+Equivalent+HIA+the+Health+Insurance+Act+1973\n\n**Sources**:\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- 6TA of the\nHIA\nFinal report a Committee’s findings following consideration of any\nfurther submissions by a practitioner in response to a\ndraft report as required by section 106L of the HIA\nFOI Freedom of Information\nFOI Act the Freedom of Information Act 1982\nFTE Full Time Equivalent\nHIA the Health Insurance Act 1973\nICT Information and communications technology\nInappropriate practice defined in section 82 of the HIA, either as conduct\nthat a Committee of the practitioner’s peers could\nreasonably conclude would be unacceptable to\nthe general body of their profession or sp\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### Health Insurance (Professional Services Review Scheme) Regulations 2019\n\n**Type**: Regulation\n**Confidence**: medium\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Health+Insurance+%28Professional+Services+Review+Scheme%29+Regulations+2019\n\n**Sources**:\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- most of the reviews undertaken by the Director and Associate Directors. In reviewing\nthe records, the Director and Associate Directors have had regard to the standards for\nadequate and contemporaneous records, set out in Regulation 6 of the Health Insurance\n(Professional Services Review Scheme) Regulations 2019, which includes requirements\nthat the record:\n• provide sufficient clinical information to explain the service\n• be completed at the time, or as soon as practicable after, the service was rendered\nor initiated\n• be sufficiently comprehensible to enable anothe\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### PSR Scheme. The Health Insurance Act 1973\n\n**Type**: Act\n**Confidence**: medium\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=PSR+Scheme.+The+Health+Insurance+Act+1973\n\n**Sources**:\n- `annual-reports/2023-24.pages.jsonl`\n\n**Evidence contexts**:\n- e, child dental benefits and\npharmaceutical benefits programs against the risks of inappropriate\npractice by health practitioners, and in doing so safeguards patients\nand the Australian community in general.\nThe PSR was established in 1994 and administers the PSR Scheme.\nThe Health Insurance Act 1973 (HIA) defines the basic purpose of the\nPSR Scheme as protecting:\n• patients and the community in general from the risks associated\nwith inappropriate practice\n• the Commonwealth from having to meet the cost of services\nprovided as a result of inappropriate pr\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### Part VAA of the Health Insurance Act 1973\n\n**Type**: Act\n**Confidence**: medium\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Part+VAA+of+the+Health+Insurance+Act+1973\n\n**Sources**:\n- `corporate-plans/2025-26.pages.jsonl`\n\n**Evidence contexts**:\n- wing a Committee process,\nincluding MBS, CDBS or PBS disqualifications and financial repayments, must be ratified or\napproved by the DA, a separate statutory body which ensures our matters are appropriate\nand scrutinised.\nOur role and functions are set out in Part VAA of the Health Insurance Act 1973 (HIA).\nPSR is a non-corporate Commonwealth entity under the PGPA Act.\n2\n\n[page 6]\nsksir\ndna\nseitilibapac\n,tnemnorivnE\ngnitroper\ndna\ngnirotinom\n,ecnanrevoG\nCorporate Plan • 2025–26 to 2028–29\nAt a glance\nA summary of our purpose, outcome, program and key activ\n Source: `corporate-plans/2025-26.pages.jsonl`\n\n### Professional Services Review Non-SES Employees) Determination 2022\n\n**Type**: Determination\n**Confidence**: medium\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Professional+Services+Review+Non-SES+Employees%29+Determination+2022\n\n**Sources**:\n- `annual-reports/2022-23.pages.jsonl`\n\n**Evidence contexts**:\n- 74\nAPS 5 78,928 83,479\nLegal APS 5 82,733 82,733\nAPS 6 87,431 102,709\nLegal APS 6 89,385 98,632\nEL 1 110,472 123,350\nLegal EL 1 114,623 135,927\nEL 2 123,756 153,043\nLegal EL 2 148,655 160,590\nNote: Salary ranges are from the Public Service (Subsection 24(1) – Professional Services Review Non-SES Employees)\nDetermination 2022/1\nNon-salary benefits\nPSR provided non-salary benefits to attract and retain staff. In 2022–23, benefits included:\n• provision of mobile phones\n• home internet access to PSR’s ICT network\n• paid car parking for all employees\n• professional memberships\n• reimb\n Source: `annual-reports/2022-23.pages.jsonl`\n\n### Professional Services Review Non-SES Employees) Determination 2024\n\n**Type**: Determination\n**Confidence**: medium\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Professional+Services+Review+Non-SES+Employees%29+Determination+2024\n\n**Sources**:\n- `annual-reports/2023-24.pages.jsonl`\n\n**Evidence contexts**:\n- 7,572\nLegal APS 5 86,042 86,042\nAPS 6 90,928 106,817\nLegal APS 6 92,960 102,577\nEL 1 114,891 128,284\nLegal EL 1 119,208 141,364\nEL 2 128,706 159,165\nLegal EL 2 154,601 167,014\nNote: Salary ranges are from the EA and supporting Public Service (Subsection 24(1)—Professional Services Review Non-SES\nEmployees) Determination 2024/2\n48 • Professional Services Review ANNUAL REPORT 2023–24\n\n[page 58]\n3\nChapter 3: Management and accountability\nNon-salary benefits\nPSR provided non-salary benefits to attract and retain staff. In 2023–24, benefits included:\n• provision of mobile phones\n• hom\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### Public Services Act 1999\n\n**Type**: Act\n**Confidence**: medium\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Public+Services+Act+1999\n\n**Sources**:\n- `corporate-plans/2025-26.pages.jsonl`\n\n**Evidence contexts**:\n- governance and\nstrategic direction\nPortfolio Budget\nStatements\nEnabling and governance\nframeworks\n• Health Insurance Act 1973\nCorporate Plan • Public Governance,\nPerformance and\nAccountability Act 2013\nassociated instruments\nand policies\nBusiness unit plans\n• Public Services Act 1999 and\nassociated instruments\n• PSR Enterprise Agreement\n• PSR policies, frameworks and\nPerformance agreements\ngovernance arrangements\n• Internal audit program\nAnnual report\n8\n\n[page 12]\nCorporate Plan • 2025–26 to 2028–29\nCorporate governance arrangements that\n Source: `corporate-plans/2025-26.pages.jsonl`\n\n### Under the Health Insurance Act 1973\n\n**Type**: Act\n**Confidence**: medium\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Under+the+Health+Insurance+Act+1973\n\n**Sources**:\n- `pages/leadership.html`\n\n**Evidence contexts**:\n- tralia\n:\nServices Australia administers payments for Medicare, PBS and CDBS.\nProfessional organisations and registration bodies:\nPSR’s peer review process relies on the support of health practitioners, their professional organisations and registration bodies. Under the\nHealth Insurance Act 1973,\nPSR must consult with the AMA and other professional organisations on statutory appointments, and the PSR Director can only be appointed with the agreement of the AMA.\n Source: `pages/leadership.html`\n\n### HIA FOI Freedom of Information FOI Act the Freedom of Information Act 1982\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=HIA+FOI+Freedom+of+Information+FOI+Act+the+Freedom+of+Information+Act+1982\n\n**Sources**:\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- ontaining the directions that will\napply to a PUR as required by section 106TA of the\nHIA\nFinal report a Committee’s findings following consideration of any\nfurther submissions by a practitioner in response to a\ndraft report as required by section 106L of the HIA\nFOI Freedom of Information\nFOI Act the Freedom of Information Act 1982\nFTE Full Time Equivalent\nHIA the Health Insurance Act 1973\nICT Information and communications technology\nInappropriate practice defined in section 82 of the HIA, either as conduct\nthat a Committee of the practitioner’s peers could\nreasonably conclude would be\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### PS Act the Public Service Act 1999\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=PS+Act+the+Public+Service+Act+1999\n\n**Sources**:\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- ices or initiates:\n• 80 or more relevant attendance services on each\nof 20 or more days in a 12-month period; or\n• 30 or more relevant phone services on each\nof 20 or more days in a 12-month period\nunless exceptional circumstances applied\non the relevant days\nPS Act the Public Service Act 1999\nPSPF the Protective Security Policy Framework\nPSR Professional Services Review\nRACF Residential Aged Care Facilities\nRACGP Royal Australian College of General Practitioners\nRatify to authorise or approve (a negotiated agreement)\nReview period a period of 12 m\n Source: `annual-reports/2024-25.pages.jsonl`\n\n## Files Scanned\n\n- `pages/about.html` (page)\n- `pages/annual-reports-index.html` (page)\n- `pages/annual-reports-index__00.html` (page)\n- `pages/annual-reports-index__01.html` (page)\n- `pages/annual-reports-index__02.html` (page)\n- `pages/annual-reports-index__03.html` (page)\n- `pages/annual-reports-index__04.html` (page)\n- `pages/contact.html` (page)\n- `pages/corporate-plans-index.html` (page)\n- `pages/corporate-plans-index__05.html` (page)\n- `pages/homepage.html` (page)\n- `pages/leadership.html` (page)\n- `pages/publications-index.html` (page)\n- `annual-reports/2020-21.pages.jsonl` (pdf_pages)\n- `annual-reports/2021-22.pages.jsonl` (pdf_pages)\n- `annual-reports/2022-23.pages.jsonl` (pdf_pages)\n- `annual-reports/2023-24.pages.jsonl` (pdf_pages)\n- `annual-reports/2024-25.pages.jsonl` (pdf_pages)\n- `corporate-plans/2025-26.pages.jsonl` (pdf_pages)", "global_initiatives_md": null, "strategy": { "reporting_period": "2024-25", "corporate_plan_period": "2025-26", "vision": "null", "vision_source_page": null, "purposes": "To safeguard the Australian public and the Commonwealth from the risk and cost of inappropriate practice within the medicare, dental and pharmaceutical benefits programs. [CP p. 11]", "purposes_source_page": 11, "how_we_deliver": "We will continue to strengthen our workforce capacity through continued focus on mental health and wellbeing as well as talent attraction and retention. [CP p. 12]", "how_we_deliver_source_page": 12, "government_priorities": [ { "text": "Strengthening ongoing strategic workforce planning", "source_page": 12 }, { "text": "Enhancing workforce’s skills through ongoing training programs and leadership development", "source_page": 12 }, { "text": "Fostering high levels of staff engagement and innovative thinking", "source_page": 12 }, { "text": "Strengthening capability by embracing diverse perspectives", "source_page": 12 }, { "text": "Building on strong relationships with stakeholders", "source_page": 12 } ], "outcomes": [ { "name": "A reduction of the risks to patients and costs to the Australian Government of inappropriate practice", "description": "Through investigating health services claimed under the Medicare and Pharmaceutical benefits schemes.", "key_activities": [ "investigate through peer review whether practitioners have engaged in inappropriate practice", "actively engage with professional bodies through consultation" ], "source_page": 12 } ], "values": [ "fair", "transparent", "professional" ], "values_framework_name": "PSR Values", "kpi_targets_2025_26": [ { "code": "CCE01", "measure": "At 30 June, more than 50% of active cases have been with PSR for less than one year", "target": "Achieved", "source_page": 19 }, { "code": "CCE02", "measure": "At 30 June, fewer than 15% of active cases have been with PSR for more than 3 years", "target": "Achieved", "source_page": 19 } ], "kpi_results_2024_25": [ { "code": "CCE01", "measure": "At 30 June, more than 50% of active cases have been with PSR for less than one year", "result": "76%", "status": "Achieved", "source_page": 20 }, { "code": "CCE02", "measure": "At 30 June, fewer than 15% of active cases have been with PSR for more than 3 years", "result": "9%", "status": "Achieved", "source_page": 20 } ], "_source_urls": { "annual_report_url": "https://www.psr.gov.au/sites/default/files/2025-10/PSR%20Annual%20Report%202024-25.pdf", "corporate_plan_url": "https://www.psr.gov.au/sites/default/files/2025-08/PSR%20Corporate%20Plan%202025-26.pdf" } }, "ideas": [ { "entity_id": "B-002592", "entity_name": "Professional Services Review - Determining Authority", "folder_name": "Professional-Services-Review-Determining-Authority", "category": "Data & Performance", "scale": "small", "title": "KPI evidence register with named owners", "idea": "Create a simple register mapping each KPI to source data, owner, frequency, target, and last result.", "quote": "Summary of PSR’s performance results against the expected\nperformance (PB statements 2024–25)\nQuantitative\nperformance\ncriteria 2024–25 Target Result Summary of result\nNumber of At 30 June, more than Achieved On 30 June 2025,\nactive cases 50% of active cases 76% of active cases\nunder review have been with PSR had been with PSR\nfor less than one year for less than one year\nNumber of At 30 June, fewer than Achieved On 30 June 2025,\nactive cases 15% of active cases 9% of active cases\nunder review have been with PSR have been with PSR\nfor more than 3 years for more than 3 years\nPSR achieved its 2024–25 PB statements performance targets by applying a structured\nworkflow approach to all referrals received, utilising case management systems and\nprocesses and ensuring it has appropriately qualified staff to provide the legal and", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "annual-reports/2024-25.pdf (https://www.psr.gov.au/sites/default/files/2025-10/PSR%20Annual%20Report%202024-25.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "B-002592", "entity_name": "Professional Services Review - Determining Authority", "folder_name": "Professional-Services-Review-Determining-Authority", "category": "Data & Performance", "scale": "large", "title": "Outcome dashboard linking budget, delivery, and public impact", "idea": "Build a public-facing outcome dashboard showing spend, outputs, outcomes, and delivery confidence.", "quote": "Summary of PSR’s performance results against the expected\nperformance (PB statements 2024–25)\nQuantitative\nperformance\ncriteria 2024–25 Target Result Summary of result\nNumber of At 30 June, more than Achieved On 30 June 2025,\nactive cases 50% of active cases 76% of active cases\nunder review have been with PSR had been with PSR\nfor less than one year for less than one year\nNumber of At 30 June, fewer than Achieved On 30 June 2025,\nactive cases 15% of active cases 9% of active cases\nunder review have been with PSR have been with PSR\nfor more than 3 years for more than 3 years\nPSR achieved its 2024–25 PB statements performance targets by applying a structured\nworkflow approach to all referrals received, utilising case management systems and\nprocesses and ensuring it has appropriately qualified staff to provide the legal and", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "annual-reports/2024-25.pdf (https://www.psr.gov.au/sites/default/files/2025-10/PSR%20Annual%20Report%202024-25.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "B-002592", "entity_name": "Professional Services Review - Determining Authority", "folder_name": "Professional-Services-Review-Determining-Authority", "category": "Risk & Assurance", "scale": "small", "title": "Recommendation tracker for audits, reviews, and inquiries", "idea": "Publish a single internal tracker for audit/review recommendations, owners, due dates, and implementation evidence.", "quote": "[Page 110]\n100\n22–1202\nTROPER\nLAUNNA\nWEIVER\nSECIVRES\nLANOISSEFORP\nIndex\nA Corporate Plan 2021, 22\nactivities reviewed Corporate Support Unit, 23\nchiropractors, 18 COVID-19\nCOVID-19 consultations, 17 business continuity, 36\ngeneral practitioners, 19 Comcare requirements, 36\nimaging services, 18 disruptions, 13\nprescribing, 17–18 impact on operations, 1–2\nskin medicine, 17–18 use of online training and resources, 36\nspecialists, 19 COVID-19 consultations, review, 17\nsurgical operations, 19 Creyke, Robin, 3\ntelehealth, 17\nadvertising and market research, 41\nD\naudit\nDavies, Rebecca, 4, 26, 27\nInternal Audit Plan, 25, 27\nDental Benefits, 7\nPSR Audit and Risk Committee Charter, 26\nprotect integrity, 6\nAudit and Risk Committee, see, PSR Audit and Risk\nDepartment of Health and Aged Care, 3, 5\nCommittee\nas PBS stakeholder, 6\nAustralian Health Practioner Regulation Agency\nrequests received, 12", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "annual-reports/2021-22.pdf (https://www.psr.gov.au/sites/default/files/2022-11/PSR_annual_report_2021-22.PDF)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "B-002592", "entity_name": "Professional Services Review - Determining Authority", "folder_name": "Professional-Services-Review-Determining-Authority", "category": "Risk & Assurance", "scale": "large", "title": "Integrated assurance and lessons-learned system", "idea": "Create an assurance system that connects audit findings, risk registers, delivery reviews, and investment decisions.", "quote": "[Page 110]\n100\n22–1202\nTROPER\nLAUNNA\nWEIVER\nSECIVRES\nLANOISSEFORP\nIndex\nA Corporate Plan 2021, 22\nactivities reviewed Corporate Support Unit, 23\nchiropractors, 18 COVID-19\nCOVID-19 consultations, 17 business continuity, 36\ngeneral practitioners, 19 Comcare requirements, 36\nimaging services, 18 disruptions, 13\nprescribing, 17–18 impact on operations, 1–2\nskin medicine, 17–18 use of online training and resources, 36\nspecialists, 19 COVID-19 consultations, review, 17\nsurgical operations, 19 Creyke, Robin, 3\ntelehealth, 17\nadvertising and market research, 41\nD\naudit\nDavies, Rebecca, 4, 26, 27\nInternal Audit Plan, 25, 27\nDental Benefits, 7\nPSR Audit and Risk Committee Charter, 26\nprotect integrity, 6\nAudit and Risk Committee, see, PSR Audit and Risk\nDepartment of Health and Aged Care, 3, 5\nCommittee\nas PBS stakeholder, 6\nAustralian Health Practioner Regulation Agency\nrequests received, 12", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "annual-reports/2021-22.pdf (https://www.psr.gov.au/sites/default/files/2022-11/PSR_annual_report_2021-22.PDF)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "B-002592", "entity_name": "Professional Services Review - Determining Authority", "folder_name": "Professional-Services-Review-Determining-Authority", "category": "Citizen Services", "scale": "small", "title": "Plain-language service pages and proactive status updates", "idea": "Rewrite high-volume pages and letters into plain language, add status notifications, and measure contact reduction.", "quote": "[Page 58]\n48\n22–1202\nTROPER\nLAUNNA\nWEIVER\nSECIVRES\nLANOISSEFORP\nSTATEMENT OF COMPREHENSIVE INCOME\nfor the period ended 30 June 2022\nOriginal\n2022 2021 Budget 2022\nNotes $ $ $\nNET COST OF SERVICES\nExpenses\nEmployee benefits 1A 4,156,593 3,649,206 4,159,000\nSupplier expenses 1B 4,168,438 3,854,917 7,518,000\nDepreciation and amortisation 4A 769,842 661,544 690,000\nFinance costs 1C 1,818 5,174 4,000\nImpairment of assets 1D ‐ 2,045 ‐\nLosses from disposal of assets 1E 381 3,284 ‐\nTotal expenses 9,097,072 8,176,170 12,371,000\nOwn‐Source Income\nOwn‐source revenue\nRendering of services 2A 97,000 124,626 ‐\nOther revenue 2B 40,000 37,000 39,000\nTotal own‐source revenue 137,000 161,626 39,000\nGains\nOther gains 2C ‐ 2,000 ‐\nTotal gains ‐ 2,000 ‐\nTotal own‐source income 137,000 163,626 39,000\nNet cost of services 8,960,072 8,012,544 12,332,000", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "annual-reports/2021-22.pdf (https://www.psr.gov.au/sites/default/files/2022-11/PSR_annual_report_2021-22.PDF)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "B-002592", "entity_name": "Professional Services Review - Determining Authority", "folder_name": "Professional-Services-Review-Determining-Authority", "category": "Citizen Services", "scale": "large", "title": "Single front door for life-event based services", "idea": "Bundle services around life events so citizens can complete related steps across agencies in one journey.", "quote": "[Page 58]\n48\n22–1202\nTROPER\nLAUNNA\nWEIVER\nSECIVRES\nLANOISSEFORP\nSTATEMENT OF COMPREHENSIVE INCOME\nfor the period ended 30 June 2022\nOriginal\n2022 2021 Budget 2022\nNotes $ $ $\nNET COST OF SERVICES\nExpenses\nEmployee benefits 1A 4,156,593 3,649,206 4,159,000\nSupplier expenses 1B 4,168,438 3,854,917 7,518,000\nDepreciation and amortisation 4A 769,842 661,544 690,000\nFinance costs 1C 1,818 5,174 4,000\nImpairment of assets 1D ‐ 2,045 ‐\nLosses from disposal of assets 1E 381 3,284 ‐\nTotal expenses 9,097,072 8,176,170 12,371,000\nOwn‐Source Income\nOwn‐source revenue\nRendering of services 2A 97,000 124,626 ‐\nOther revenue 2B 40,000 37,000 39,000\nTotal own‐source revenue 137,000 161,626 39,000\nGains\nOther gains 2C ‐ 2,000 ‐\nTotal gains ‐ 2,000 ‐\nTotal own‐source income 137,000 163,626 39,000\nNet cost of services 8,960,072 8,012,544 12,332,000", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "annual-reports/2021-22.pdf (https://www.psr.gov.au/sites/default/files/2022-11/PSR_annual_report_2021-22.PDF)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "B-002592", "entity_name": "Professional Services Review - Determining Authority", "folder_name": "Professional-Services-Review-Determining-Authority", "category": "Regulation & Policy", "scale": "small", "title": "Regulatory burden scan for forms, guidance, and reporting", "idea": "Identify the top 10 highest-friction reporting obligations and simplify guidance, forms, or evidence requirements.", "quote": "T he strategic planning framework underpinning our governance and\nstrategic direction\nPortfolio Budget\nStatements\nEnabling and governance\nframeworks\n• Health Insurance Act 1973\nCorporate Plan • Public Governance,\nPerformance and\nAccountability Act 2013\nassociated instruments\nand policies\nBusiness unit plans\n• Public Services Act 1999 and\nassociated instruments\n• PSR Enterprise Agreement\n• PSR policies, frameworks and\nPerformance agreements\ngovernance arrangements\n• Internal audit program\nAnnual report\n8", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "corporate-plans/2025-26.pdf (https://www.psr.gov.au/sites/default/files/2025-08/PSR%20Corporate%20Plan%202025-26.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "B-002592", "entity_name": "Professional Services Review - Determining Authority", "folder_name": "Professional-Services-Review-Determining-Authority", "category": "Regulation & Policy", "scale": "large", "title": "Adaptive regulation program with live feedback loops", "idea": "Create an adaptive regulation model using sandboxes, industry data, risk scoring, and regular rule updates.", "quote": "T he strategic planning framework underpinning our governance and\nstrategic direction\nPortfolio Budget\nStatements\nEnabling and governance\nframeworks\n• Health Insurance Act 1973\nCorporate Plan • Public Governance,\nPerformance and\nAccountability Act 2013\nassociated instruments\nand policies\nBusiness unit plans\n• Public Services Act 1999 and\nassociated instruments\n• PSR Enterprise Agreement\n• PSR policies, frameworks and\nPerformance agreements\ngovernance arrangements\n• Internal audit program\nAnnual report\n8", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "corporate-plans/2025-26.pdf (https://www.psr.gov.au/sites/default/files/2025-08/PSR%20Corporate%20Plan%202025-26.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "B-002592", "entity_name": "Professional Services Review - Determining Authority", "folder_name": "Professional-Services-Review-Determining-Authority", "category": "Staff Productivity", "scale": "small", "title": "Reusable briefing and summary assistant for internal documents", "idea": "Create controlled templates for summarising reports, submissions, minutes, and ministerial briefs.", "quote": "[Page 16]\nCorporate Plan • 2025–26 to 2028–29\nOver the next the next 3 years, we will focus on:\n• strengthening our ongoing strategic workforce planning to ensure that we are well-equipped\nand resourced for current and future responsibilities and we continue to attract and retain\nthe right talent and culture\n• enhancing our workforce’s skills through ongoing training programs and leadership\ndevelopment at all levels to ensure our people can meet current and future challenges\n• fostering high levels of staff engagement and innovative thinking by encouraging a\nculture where creativity and new ideas are welcomed\n• strengthening our capability by embracing diverse perspectives and implementing initiatives\nthat promote inclusivity to ensure all voices are heard and valued\n• building on our strong relationships with our stakeholders by enhancing our communication", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "corporate-plans/2025-26.pdf (https://www.psr.gov.au/sites/default/files/2025-08/PSR%20Corporate%20Plan%202025-26.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Sensitive information leakage", "Inconsistent quality of generated drafts" ] }, { "entity_id": "B-002592", "entity_name": "Professional Services Review - Determining Authority", "folder_name": "Professional-Services-Review-Determining-Authority", "category": "Staff Productivity", "scale": "large", "title": "Department-wide knowledge and briefing platform", "idea": "Build a secure knowledge platform that lets staff search, summarise, and cite approved departmental material.", "quote": "[Page 16]\nCorporate Plan • 2025–26 to 2028–29\nOver the next the next 3 years, we will focus on:\n• strengthening our ongoing strategic workforce planning to ensure that we are well-equipped\nand resourced for current and future responsibilities and we continue to attract and retain\nthe right talent and culture\n• enhancing our workforce’s skills through ongoing training programs and leadership\ndevelopment at all levels to ensure our people can meet current and future challenges\n• fostering high levels of staff engagement and innovative thinking by encouraging a\nculture where creativity and new ideas are welcomed\n• strengthening our capability by embracing diverse perspectives and implementing initiatives\nthat promote inclusivity to ensure all voices are heard and valued\n• building on our strong relationships with our stakeholders by enhancing our communication", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "corporate-plans/2025-26.pdf (https://www.psr.gov.au/sites/default/files/2025-08/PSR%20Corporate%20Plan%202025-26.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Sensitive information leakage", "Inconsistent quality of generated drafts" ] }, { "entity_id": "B-002592", "entity_name": "Professional Services Review - Determining Authority", "folder_name": "Professional-Services-Review-Determining-Authority", "category": "Citizen Participation", "scale": "small", "title": "Consultation feedback summaries with response tracking", "idea": "Summarise consultation submissions by theme and publish what changed in response.", "quote": "[Page 14]\nCorporate Plan • 2025–26 to 2028–29\nKey risk Key mitigation strategies\nWellbeing and safety PSR invests in the wellbeing of staff and\npromotes a safe and positive workplace\nPSR creates and maintains a safe\nculture embedded in frameworks, policies,\nworking environment\ninstructions and guidance\nBusiness system capability and Plans (such as business continuity and\navailability disaster recovery), shared services\narrangements and oversight of procurement\nPSR’s business systems are fit-for-purpose\nand contract management practices are\nand available\nin place, and where necessary, regularly\nreviewed\nRelevance, professional standing PSR’s External Engagement Strategy\nand stakeholder confidence and Stakeholder Engagement Framework\nand Panel Member Training Framework\nPSR maintains the confidence of its\ncontinue to be implemented and adjusted\nstakeholders and its reputation as an", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "corporate-plans/2025-26.pdf (https://www.psr.gov.au/sites/default/files/2025-08/PSR%20Corporate%20Plan%202025-26.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "B-002592", "entity_name": "Professional Services Review - Determining Authority", "folder_name": "Professional-Services-Review-Determining-Authority", "category": "Citizen Participation", "scale": "large", "title": "Always-on policy participation platform", "idea": "Create a standing participation platform where citizens and stakeholders can propose, vote, and track ideas.", "quote": "[Page 14]\nCorporate Plan • 2025–26 to 2028–29\nKey risk Key mitigation strategies\nWellbeing and safety PSR invests in the wellbeing of staff and\npromotes a safe and positive workplace\nPSR creates and maintains a safe\nculture embedded in frameworks, policies,\nworking environment\ninstructions and guidance\nBusiness system capability and Plans (such as business continuity and\navailability disaster recovery), shared services\narrangements and oversight of procurement\nPSR’s business systems are fit-for-purpose\nand contract management practices are\nand available\nin place, and where necessary, regularly\nreviewed\nRelevance, professional standing PSR’s External Engagement Strategy\nand stakeholder confidence and Stakeholder Engagement Framework\nand Panel Member Training Framework\nPSR maintains the confidence of its\ncontinue to be implemented and adjusted\nstakeholders and its reputation as an", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "corporate-plans/2025-26.pdf (https://www.psr.gov.au/sites/default/files/2025-08/PSR%20Corporate%20Plan%202025-26.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] } ], "legislation_administered": [], "artifacts": [ { "category": "annual-reports", "year": "2024-25", "url": "https://www.psr.gov.au/sites/default/files/2025-10/PSR%20Annual%20Report%202024-25.pdf", "file": "annual-reports/2024-25.pdf", "bytes": 3250088, "link_text": "Download PSR Annual Report 2024-25.pdf" }, { "category": "annual-reports", "year": "2023-24", "url": "https://www.psr.gov.au/sites/default/files/2024-10/Professional%20Services%20Review%20Annual%20Report%202023%E2%80%9324.PDF", "file": "annual-reports/2023-24.pdf", "bytes": 8761707, "link_text": "Download Professional Services Review Annual Report 2023–24.PDF" }, { "category": "annual-reports", "year": "2022-23", "url": "https://www.psr.gov.au/sites/default/files/2023-10/Professional%20Services%20Review%20Annual%20Report%202022-23.pdf", "file": "annual-reports/2022-23.pdf", "bytes": 5339551, "link_text": "Download Professional Services Review Annual Report 2022-23.pdf" }, { "category": "annual-reports", "year": "2021-22", "url": "https://www.psr.gov.au/sites/default/files/2022-11/PSR_annual_report_2021-22.PDF", "file": "annual-reports/2021-22.pdf", "bytes": 1213860, "link_text": "Download Annual Report 2021-22" }, { "category": "annual-reports", "year": "2020-21", "url": "https://www.psr.gov.au/sites/default/files/2022-11/PSR_annual_report_2020-21.PDF", "file": "annual-reports/2020-21.pdf", "bytes": 7973178, "link_text": "Download Annual Report 2020-21" }, { "category": "corporate-plans", "year": "2025-26", "url": "https://www.psr.gov.au/sites/default/files/2025-08/PSR%20Corporate%20Plan%202025-26.pdf", "file": "corporate-plans/2025-26.pdf", "bytes": 841327, "link_text": "Download PSR Corporate Plan 2025-26.pdf" } ], "_meta": { "snapshot_built_at": "2026-05-13T11:03:00+00:00", "strategy_brief_meta": { "model": "nova-micro", "folder": "Professional-Services-Review-Determining-Authority", "annual_report": { "file": "annual-reports\\2024-25.txt", "url": "https://www.psr.gov.au/sites/default/files/2025-10/PSR%20Annual%20Report%202024-25.pdf", "year": "2024-25" }, "corporate_plan": { "file": "corporate-plans\\2025-26.txt", "url": "https://www.psr.gov.au/sites/default/files/2025-08/PSR%20Corporate%20Plan%202025-26.pdf", "year": "2025-26" }, "usage": { "input_tokens": 28365, "output_tokens": 746, "total_tokens": 29111, "model": "nova-micro" }, "cost_usd": 0.0010972150000000001, "elapsed_seconds": 4.88, "generated_at": "2026-05-13T04:09:46+00:00" }, "ideas_manifest": { "entity_id": "B-002592", "entity_name": "Professional Services Review - 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