Womens Health Business Case Report

3.3 Projected Costs

KEY MESSAGES • Financial modelling undertaken for this Business Case, provides the first ever standardised and fully costed model for sustainable delivery of the Women’s Health Program service model through Women’s Health Centres. • The model applies a unit-costing approach which focuses exclusively on the services, activity levels and infrastructure associated with delivering the Women’s Health Program in each centre. • Projected levels of sustainable investment, which would ensure the continuity of the Women’s Health Program, have been modelled under the three scenarios: º Scenario 1 - Sustain activities, service levels and outcomes for the Women’s Health Program which are currently contracted by Local Health Districts | Proposed Investment in 2023-24 of $19.06 million º Scenario 2 - Sustain activities, service levels and outcomes for the Women’s Health Program which are currently being delivered by Women’s Health Centres | Proposed Investment in 2023-24 of $19.97 million º Scenario 3 - Expand and enhance activities and service levels for the Women’s Health Program to address unmet need, population growth and emerging local health issues identified by each Women’s Health Centre | Proposed Investment in 2023-24 of $30.86 million

3.3.1 Methodology – Sustainability Approach Financial modelling undertaken for this Business Case, provides the first ever standardised and fully costed model for sustainable delivery of the Women’s Health Program service model through Women’s Health Centres. The financial model applies a unit-costing approach which focuses exclusively on the services, activity levels and infrastructure associated with delivering the Women’s Health Program in each centre. In assessing sustainability, we have reviewed the current operations and approach of each Women’s Health Centre and the sector as a whole. Key considerations included: • The complex needs of the client group accessing Women’s Health Centres, many with urgent health needs and multiple presenting issues • Minimum Award conditions and pay grades to attract and retain professional staff with the skills needed to effectively deliver the services • Standard workloads to minimise extended unpaid hours and reduce risk of staff burnout • The operational requirements of providing an accessible, drop-in support service for women with urgent needs • Recognition of the part-time employment arrangements which allowWomen’s Health Centres to provide a multi-skilled workforce • Support staff required to ensure effective governance and administration of these services • Recognition of new requirements that have emerged since 1986 including accreditation, information technology and security and expanded insurance, along with diminished access to ‘peppercorn’ rent arrangements • Reasonable costs of maintaining basic infrastructure at current market rates Sustainability assumptions and standardised rates applied throughout the modelling are documented and fully transparent - see Appendix A for full details.

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Women’s Health NSW – October 2022