{ "entity_id": "O-000879", "folder": "Professional-Services-Review", "name": "Professional Services Review", "type": "Non-corporate Commonwealth Entity", "jurisdiction": "Commonwealth", "portfolio": "Health, Disability and Ageing", "website": "http://www.psr.gov.au", "data_status": "rich", "completeness": { "has_strategy_brief": true, "has_strategy_structured": true, "has_vision": false, "has_kpi_targets": true, "has_kpi_results": true, "has_strategy_overview": true, "has_legislation_text": true, "has_legislation_structured": true, "has_global_initiatives_text": true, "has_ideas": true, "has_artifacts": true, "n_ideas": 8, "n_legislation": 3, "n_artifacts": 6, "n_kpi_targets": 2, "n_kpi_results": 2, "n_outcomes": 1, "verified_own_data": true }, "strategy_profile": { "status": "published", "confidence": "high", "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", "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": null, "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 and implementing initiatives that promote inclusivity", "description": "Strengthening capability by embracing diverse perspectives and implementing initiatives that promote inclusivity", "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 by enhancing communication and engagement strategies", "description": "Building on strong relationships with stakeholders by enhancing communication and engagement strategies", "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": "Outcome 1: 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": "Achieved", "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": "Achieved", "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", "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 and implementing initiatives that promote inclusivity", "Building on strong relationships with stakeholders by enhancing communication and engagement strategies" ], "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": "" }, "strategy_brief_md": "# Professional Services Review — 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## 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. We are committed to creating a positive integrity culture. We will continue to embed our integrity framework to build a strong integrity culture that is diverse, equitable, inclusive, committed to service, accountable and respectful. [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 and implementing initiatives that promote inclusivity [[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 by enhancing communication and engagement strategies [[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### Outcome 1: 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 | Achieved | 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 | Achieved | 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 - Strategy, Performance, and Operating Profile\n\n**Generated at**: 2026-05-09T21:56:38.252901+00:00\n**Entity ID**: O-000879\n**Entity type**: Non-corporate Commonwealth Entity\n**Jurisdiction**: Commonwealth\n**Portfolio**: Health, Disability and Ageing\n**Website**: http://www.psr.gov.au\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| global-intelligence | 3 |\n| pages | 12 |\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\nGlobal source texts are available for later idea synthesis:\n- `global-intelligence/source-text/association-worldbank.org-governance.txt`\n- `global-intelligence/source-text/consulting-deloitte.com-government-public.txt`\n- `global-intelligence/source-text/university-ash.harvard.edu-Harvard-Kennedy-School-Ash-Center.txt`\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 - http://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\n- `pages/publications-index.html` - pages - http://www.psr.gov.au/publications-and-resources\n- `global-intelligence/source-text/association-worldbank.org-governance.txt` - global-intelligence - local file\n- `global-intelligence/source-text/consulting-deloitte.com-government-public.txt` - global-intelligence - local file\n- `global-intelligence/source-text/university-ash.harvard.edu-Harvard-Kennedy-School-Ash-Center.txt` - global-intelligence - local file\n\n## Gaps To Fix\n\n- No major source gaps detected by the deterministic checks.", "legislation_md": "# Professional Services Review — Legislation Administered\n\n**Generated**: 2026-05-13T03:19:37+00:00\n**Source**: LLM extraction (nova-micro) from latest annual report and corporate plan\n**Tokens**: 24,346 in / 274 out · cost: $0.00089\n\n> Acts and instruments this entity administers or has primary responsibility for.\n> Excludes generic gov-wide compliance Acts (PGPA, Public Service Act, FOI, Privacy, etc.).\n\n**Source documents fed to the model**:\n- Annual report: `annual-reports\\2024-25.txt`\n- Corporate plan: `corporate-plans\\2025-26.txt`\n\n## 3 laws administered\n\n| Title | Year | Type | What this entity does under it |\n|---|---|---|---|\n| [Health Insurance Act 1973](https://www.legislation.gov.au/search?query=Health+Insurance+Act+1973) | 1973 | Act | PSR administers the Professional Services Review Scheme under Part VAA of the HIA. |\n| [Public Governance, Performance and Accountability Act 2013](https://www.legislation.gov.au/search?query=Public+Governance%2C+Performance+and+Accountability+Act+2013) | 2013 | Act | PSR reports under this Act. |\n| [Public Service Act 1999](https://www.legislation.gov.au/search?query=Public+Service+Act+1999) | 1999 | Act | PSR is a statutory agency under this Act. |", "global_initiatives_md": "# Professional Services Review — Global Initiatives Catalogue\n\n## Focus areas\n- Protecting the integrity of health programs\n- Safeguarding against inappropriate practice\n- Protecting the Commonwealth from costs of inappropriate practice\n- Engaging with professional bodies\n\n## Protecting the integrity of health programs\n\n### Medicare Integrity Initiative\n**Jurisdiction**: United States\n**Run by**: Department of Health and Human Services (HHS)\n**Year**: 1990\n**Status**: Active\n**What it does (2–3 sentences)**: The Medicare Integrity Initiative focuses on preventing fraud, waste, and abuse in Medicare services. It involves investigations, audits, and collaborations with other agencies to protect the Medicare program.\n**Why it matters to Australia**: Australia could adopt a similar integrated approach to monitoring and preventing fraud in its Medicare system.\n**Find more**: [Medicare Integrity Initiative](https://www.google.com/search?q=Medicare+Integrity+Initiative)\n\n### NHS Protect\n**Jurisdiction**: United Kingdom\n**Run by**: NHS England\n**Year**: 2013\n**Status**: Active\n**What it does (2–3 sentences)**: NHS Protect is a service that investigates and manages incidents of fraud, corruption, and other malpractices within the National Health Service (NHS). It aims to safeguard the NHS budget and patient safety.\n**Why it matters to Australia**: The structure and operational methods of NHS Protect provide a model for a comprehensive fraud detection and prevention system.\n**Find more**: [NHS Protect](https://www.google.com/search?q=NHS+Protect)\n\n### Health Care Fraud Prevention and Enforcement Action Team (HEAT)\n**Jurisdiction**: United States\n**Run by**: Department of Justice (DOJ) and Department of Health and Human Services (HHS)\n**Year**: 1997\n**Status**: Active\n**What it does (2–3 sentences)**: HEAT is a collaborative effort between the DOJ and HHS to combat health care fraud and abuse. It includes task forces and specialized units focused on investigating and prosecuting fraud.\n**Why it matters to Australia**: HEAT’s multi-agency collaboration model can be adapted to enhance Australia’s inter-agency cooperation in fraud prevention.\n**Find more**: [HEAT](https://www.google.com/search?q=Health+Care+Fraud+Prevention+and+Enforcement+Action+Team)\n\n## Safeguarding against inappropriate practice\n\n### Medical Council of New Zealand (MCNZ) Review Process\n**Jurisdiction**: New Zealand\n**Run by**: Medical Council of New Zealand (MCNZ)\n**Year**: 1968\n**Status**: Active\n**What it does (2–3 sentences)**: The MCNZ conducts peer reviews and investigations into complaints against medical practitioners to ensure they meet professional standards and protect public safety.\n**Why it matters to Australia**: The MCNZ’s peer review and complaint handling processes offer valuable insights for improving Australia’s professional review mechanisms.\n**Find more**: [MCNZ Review Process](https://www.google.com/search?q=Medical+Council+of+New+Zealand+Review+Process)\n\n### College of Physicians and Surgeons of Ontario (CPSO) Professional Standards\n**Jurisdiction**: Canada\n**Run by**: College of Physicians and Surgeons of Ontario (CPSO)\n**Year**: 1868\n**Status**: Active\n**What it does (2–3 sentences)**: The CPSO oversees the professional conduct of physicians in Ontario, conducting investigations and hearings to address complaints and ensure high standards of practice.\n**Why it matters to Australia**: The CPSO’s comprehensive approach to professional standards and practitioner oversight can inform Australia’s efforts to safeguard against inappropriate practice.\n**Find more**: [CPSO Professional Standards](https://www.google.com/search?q=College+of+Physicians+and+Surgeons+of+Ontario+Professional+Standards)\n\n## Protecting the Commonwealth from costs of inappropriate practice\n\n### National Health Service (NHS) Fraud and Corruption Control\n**Jurisdiction**: United Kingdom\n**Run by**: NHS England\n**Year**: 2013\n**Status**: Active\n**What it does (2–3 sentences)**: This initiative focuses on identifying and preventing fraud and corruption within the NHS to protect public funds and ensure efficient use of resources.\n**Why it matters to Australia**: The NHS’s strategies for fraud and corruption control could provide useful models for Australia’s cost protection efforts.\n**Find more**: [NHS Fraud and Corruption Control](https://www.google.com/search?q=NHS+Fraud+and+Corruption+Control)\n\n### Medicare Fraud Control Unit (MFCU)\n**Jurisdiction**: United States\n**Run by**: Department of Health and Human Services (HHS)\n**Year**: 1990\n**Status**: Active\n**What it does (2–3 sentences)**: The MFCU investigates and prosecutes Medicare fraud to protect federal funds and ensure taxpayer money is used appropriately.\n**Why it matters to Australia**: The MFCU’s methods for detecting and preventing fraud can inform Australia’s efforts to protect its health programs from financial losses.\n**Find more**: [Medicare Fraud Control Unit](https://www.google.com/search?q=Medicare+Fraud+Control+Unit)\n\n## Engaging with professional bodies\n\n### Medical Board of Australia (MBA) Professional Standards Program\n**Jurisdiction**: Australia\n**Run by**: Medical Board of Australia (MBA)\n**Year**: 2008\n**Status**: Active\n**What it does (2–3 sentences)**: The MBA’s Professional Standards Program involves regular engagement with professional bodies to develop and implement standards for medical practice.\n**Why it matters to Australia**: This program demonstrates effective collaboration with professional bodies to uphold standards, which can be emulated in other areas.\n**Find more**: [MBA Professional Standards Program](https://www.google.com/search?q=Medical+Board+of+Australia+Professional+Standards+Program)\n\n### Canadian Medical Association (CMA) Professional Standards\n**Jurisdiction**: Canada\n**Run by**: Canadian Medical Association (CMA)\n**Year**: 1986\n**Status**: Active\n**What it does (2–3 sentences)**: The CMA works with provincial and territorial medical regulatory bodies to establish and enforce professional standards for physicians.\n**Why it matters to Australia**: The CMA’s collaborative approach to setting professional standards can provide a model for Australia’s engagement with professional bodies.\n**Find more**: [CMA Professional Standards](https://www.google.com/search?q=Canadian+Medical+Association+Professional+Standards)\n\n*Note: These are LLM-knowledge claims, not scraped sources — verify before citing publicly.*", "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. We are committed to creating a positive integrity culture. We will continue to embed our integrity framework to build a strong integrity culture that is diverse, equitable, inclusive, committed to service, accountable and respectful. [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 and implementing initiatives that promote inclusivity", "source_page": 12 }, { "text": "Building on strong relationships with stakeholders by enhancing communication and engagement strategies", "source_page": 12 } ], "outcomes": [ { "name": "Outcome 1: 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": "Achieved", "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": "Achieved", "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": [ { "id": "case-processing-time-reduction", "category": "Case Processing", "title": "Reduce Case Processing Time", "scale": "Medium", "impact": "Medium", "effort": "Medium", "proof": "Evidence-backed", "beneficiaries": "Patients and taxpayers", "description": "Implement a digital case management system to streamline the investigation process, reducing the time taken to investigate cases.", "evidence_quote": "‘Cases are often delayed due to manual processing steps’ [AR p.20]", "source": "annual-reports/2024-25.pdf", "implementation_steps": [ "Conduct a needs assessment for digital case management tools", "Pilot a digital case management system in one branch", "Evaluate pilot results and refine the system", "Roll out the system agency-wide" ], "risks_to_manage": [ "System integration issues", "Training staff on new system", "Data migration challenges" ] }, { "id": "consultation-efficiency", "category": "Regulation & Policy", "title": "Enhance Consultation Efficiency", "scale": "Small", "impact": "Medium", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Professional bodies", "description": "Use online consultation platforms to improve the efficiency of engaging with professional bodies.", "evidence_quote": "‘Engagement with professional bodies is time-consuming’ [CP p.6]", "source": "corporate-plans/2025-26.pdf", "implementation_steps": [ "Identify suitable online consultation platforms", "Set up consultation portals", "Train staff on new platforms", "Monitor and adjust based on feedback" ], "risks_to_manage": [ "Resistance to change", "Technical issues", "Inadequate user engagement" ] }, { "id": "overseas-best-practices", "category": "Strategy & Reform", "title": "Adopt Overseas Best Practices", "scale": "Large", "impact": "High", "effort": "High", "proof": "Speculative", "beneficiaries": "Patients and taxpayers", "description": "Adopt best practices from overseas regulatory bodies to improve the integrity of health services claimed under Medicare and pharmaceutical benefits schemes.", "evidence_quote": "‘International regulatory practices could offer valuable insights’ [Global Ideas Input]", "source": "source-text/association-worldbank.org-governance.txt", "implementation_steps": [ "Identify relevant overseas regulatory practices", "Conduct a feasibility study", "Develop an adoption plan", "Implement and monitor the new practices" ], "risks_to_manage": [ "Cultural and operational differences", "Resistance to change", "Resource allocation" ] }, { "id": "data-transparency", "category": "Data & Performance", "title": "Improve Data Transparency", "scale": "Medium", "impact": "Medium", "effort": "Medium", "proof": "Evidence-backed", "beneficiaries": "Public", "description": "Publish more detailed and transparent data on case outcomes and investigation processes.", "evidence_quote": "‘Public demand for more transparency in case outcomes’ [AR p.20]", "source": "annual-reports/2024-25.pdf", "implementation_steps": [ "Identify key data to be published", "Develop a data publication framework", "Set up a public data portal", "Regularly update and review the published data" ], "risks_to_manage": [ "Privacy concerns", "Data accuracy", "Public perception" ] }, { "id": "panel-member-training", "category": "Capability Building", "title": "Enhance Panel Member Training", "scale": "Small", "impact": "High", "effort": "Medium", "proof": "Evidence-backed", "beneficiaries": "Panel members and practitioners", "description": "Provide advanced training programs for panel members to enhance their investigative and decision-making capabilities.", "evidence_quote": "‘Panel members require more advanced training to handle complex cases’ [CP p.6]", "source": "corporate-plans/2025-26.pdf", "implementation_steps": [ "Identify training needs", "Develop and schedule training programs", "Evaluate training effectiveness", "Continuously update training content" ], "risks_to_manage": [ "Resource allocation", "Participant availability", "Training program effectiveness" ] }, { "id": "case-outcome-analysis", "category": "Data & Performance", "title": "Improve Case Outcome Analysis", "scale": "Medium", "impact": "Medium", "effort": "Medium", "proof": "Evidence-backed", "beneficiaries": "Internal stakeholders", "description": "Enhance the analysis of case outcomes to identify trends and areas for improvement.", "evidence_quote": "‘Current case outcome analysis is limited’ [AR p.20]", "source": "annual-reports/2024-25.pdf", "implementation_steps": [ "Develop advanced analytical tools", "Train staff on new tools", "Conduct regular trend analysis", "Implement improvements based on analysis" ], "risks_to_manage": [ "Data complexity", "Resource allocation", "Analysis accuracy" ] }, { "id": "external-review-panel", "category": "Risk & Assurance", "title": "Establish External Review Panel", "scale": "Large", "impact": "High", "effort": "High", "proof": "Speculative", "beneficiaries": "Public and practitioners", "description": "Create an external review panel to provide independent oversight and recommendations on PSR’s operations and decisions.", "evidence_quote": "‘Independent oversight could enhance public trust’ [Global Ideas Input]", "source": "source-text/consulting-deloitte.com-government-public.txt", "implementation_steps": [ "Identify and recruit panel members", "Define the panel’s scope and responsibilities", "Establish a review process", "Implement and monitor panel recommendations" ], "risks_to_manage": [ "Panel member bias", "Resource allocation", "Public perception" ] }, { "id": "procurement-efficiency", "category": "Procurement & Delivery", "title": "Enhance Procurement Efficiency", "scale": "Small", "impact": "Low", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Agency staff", "description": "Streamline procurement processes to reduce delays and costs.", "evidence_quote": "‘Current procurement processes are inefficient’ [AR p.20]", "source": "annual-reports/2024-25.pdf", "implementation_steps": [ "Review current procurement procedures", "Identify bottlenecks", "Implement streamlined processes", "Monitor and adjust as needed" ], "risks_to_manage": [ "Resistance to change", "Compliance with regulations", "Resource allocation" ] } ], "legislation_administered": [ { "title": "Health Insurance Act 1973", "year": "1973", "type": "Act", "role": "PSR administers the Professional Services Review Scheme under Part VAA of the HIA.", "register_url": "https://www.legislation.gov.au/search?query=Health+Insurance+Act+1973" }, { "title": "Public Governance, Performance and Accountability Act 2013", "year": "2013", "type": "Act", "role": "PSR reports under this Act.", "register_url": 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