State Outcome Budget Schedule Sample Clauses

State Outcome Budget Schedule. Part 1 or the activity targets in 5.1 Activity. FTE is the modelled full time equivalent staff required to deliver the targeted initiative. Program Strategic Outcome $ ‘000 NWAU22 FTE Outcome and performance metric COVID Deferred Care - Elective surgery and endoscopy 2 6,100 1,197 - Funding based on delivery of increased activity, calculated on a year-to-date basis by comparing removals from the waitlist (due to patient treatment) compared to the 2018/19 baseline. Key performance / outcome indicators • Elective Surgery Overdue - Patients (Number) • Elective Surgery Access Performance - Patients treated on time (%) COVID Deferred Care - Dental 3 750 147 - Outcome specific funding paid on evidence of DWAU in excess of baseline target and proportionate reduction in dental waiting list % of patients waiting longer than the maximum recommended waiting time. (Reported and paid monthly) Workforce - Building and sustaining the rural health workforce 4 11,528 - - Funding based on delivery of production of evidence of incentivised positions and improvement in key measures (monitored monthly): • Critical vacancy reduction • Premium labour reduction • Reduction in overtime Workforce - COVID-19 Recovery and Workforce Resilience 4 - - 43 Funding based on production of evidence of improvement in key measures (monitored monthly): • Excess leave • Reduction in excess leave • Reduction in overtime • Return premium labour to base year levels • Increase in labour costs above baseline levels • Evidence of recruitment to backfill leave
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State Outcome Budget Schedule. Part 1 or the activity targets in 5.1 Activity. FTE is the modelled full time equivalent staff required to deliver the targeted initiative. Program Strategic Outcome $ ‘000 NWAU22 FTE Outcome and performance metric COVID Deferred Care - Elective surgery and endoscopy 2 xxxx xxxx - Funding based on delivery of increased activity, calculated on a year-to-date basis by comparing removals from the waitlist (due to patient treatment) compared to the 2018/19 baseline. Key performance / outcome indicators • Elective Surgery Overdue - Patients (Number) • Elective Surgery Access Performance - Patients treated on time (%) COVID Deferred Care - Dental 3 xxxx xxxx - Outcome specific funding paid on evidence of DWAU in excess of baseline target and proportionate reduction in dental waiting list % of patients waiting longer than the maximum recommended waiting time. (Reported and paid monthly) COVID Deferred Care - Breast Screen 3 xxxx xxxx - Delivery of additional screening episodes as described in the BreastScreen NSW Funding and Performance Agreement to deliver improvement in BreastScreen NSW participation rate. Key performance / outcome indicators • BreastScreen participation rates (%) o Women aged 50-69 years o Women aged 70-74 years Workforce - Building and sustaining the rural health workforce 4 xxxx - - Funding based on delivery of production of evidence of incentivised positions and improvement in key measures (monitored monthly): • Critical vacancy reduction • Premium labour reduction • Reduction in overtime Workforce - COVID-19 Recovery and Workforce Resilience 4 - - xxxx Funding based on production of evidence of improvement in key measures (monitored monthly): • Excess leave • Reduction in excess leave • Reduction in overtime • Return premium labour to base year levels • Increase in labour costs above baseline levels • Evidence of recruitment to backfill leave
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State Outcome Budget Schedule. Part 1 4.2 State Outcome Budget Schedule: Part 2
Sample 1
State Outcome Budget Schedule. Part 1 or the activity targets in 5.1 Activity. FTE is the modelled full time equivalent staff required to deliver the targeted initiative. COVID Deferred Care - Elective surgery and endoscopy 2 13,600 2,669 - Funding based on delivery of increased activity, calculated on a year-to-date basis by comparing removals from the waitlist (due to patient treatment) compared to the 2018/19 baseline. Key performance / outcome indicators • Elective Surgery Overdue - Patients (Number) • Elective Surgery Access Performance - Patients treated on time (%) COVID Deferred Care - Dental 3 1,000 196 - Outcome specific funding paid on evidence of DWAU in excess of baseline target and proportionate reduction in dental waiting list % of patients waiting longer than the maximum recommended waiting time. (Reported and paid monthly) Workforce - COVID-19 Recovery and Workforce Resilience 4 - - 66 Funding based on production of evidence of improvement in key measures (monitored monthly): • Excess leave • Reduction in excess leave • Reduction in overtime • Return premium labour to base year levels • Increase in labour costs above baseline levels • Evidence of recruitment to backfill leave
Sample 1
State Outcome Budget Schedule. Part 1 or the activity targets in 5.1 Activity. FTE is the modelled full time equivalent staff required to deliver the targeted initiative. Program Strategic Outcome $ ‘000 NWAU22 FTE Outcome and performance metric COVID Deferred Care - Elective surgery and endoscopy 2 7,700 1,511 - Funding based on delivery of increased activity, calculated on a year-to-date basis by comparing removals from the waitlist (due to patient treatment) compared to the 2018/19 baseline. Key performance / outcome indicators • Elective Surgery Overdue - Patients (Number) • Elective Surgery Access Performance - Patients treated on time (%)
Sample 1
State Outcome Budget Schedule. Part 1 Hunter New England LHD Target Volume (includes ABF and Small Hospitals) Activity Based Funding (ABF) Small Hospitals / Block Funding / Gross-Up Cost-Price Adjustment 2021-22 Initial Budget Outcome 1: Keeping people healthy through prevention and health promotion Preventive and population health are critical to keeping people healthier. This outcome covers a range of functions NSW Health is responsible for including to protect and promote public health, control infectious diseases, reduce preventable diseases and death, help people manage their own health, and promote equitable health outcomes in the community. 7,037 $34,700 $66,377 $0 $101,077 Outcome 2: People can access care in out of hospital settings to manage their health and wellbeing Healthcare extends beyond the hospital and needs to connect across settings to reduce the burden of chronic disease, assist people with conditions to live well and avoid complications, support people to recover from illness and injury, and prevent avoidable hospitalisations. NSW Health services funded to achieve this outcome include non-admitted and community based services, sub-acute services, hospital in the home, and dental services. 85,828 $323,681 $352,450 $0 $676,131 Outcome 3: People receive timely emergency care NSW Health often provides the first point of contact for those needing access to emergency healthcare and is responsible for managing and administering ambulance and emergency services. 53,917 $230,890 $33,228 $2,306 $266,425 Outcome 4: People receive high-quality, safe care in our hospitals This outcome reflects the State’s responsibility to manage and administer public hospitals. When people are admitted to a hospital in NSW they can expect world-class medical and surgical care within clinically recommended timeframes. 234,790 $1,097,962 $198,501 $4,400 $1,300,863 Outcome 5: Our people and systems are continuously improving to deliver the best health outcomes and experiences A skilled workforce with access to world leading education and training, and a system that harnesses research and digital innovation are essential to continuously improve outcomes and experiences of care across the system. These enablers are delivered by a range of statutory bodies and system managers. 0 $0 $56,365 $0 $56,365 Budget 2021–22 Service Agreement 16 Budget 2021–22 Service Agreement 17 A Subsidy* ($1,508,447) B In-Scope Services - Block Funded ($296,849) C Out of Scope Services - Block Funded ($264,841) D Capital ...
Sample 1
State Outcome Budget Schedule. Part 1 St Vincent's Health Network Target Volume (includes ABF and Small Hospitals) Activity Based Funding (ABF) Small Hospitals / Block Funding / Gross-Up Cost-Price Adjustment 2021-22 Initial Budget Outcome 1: Keeping people healthy through prevention and health promotion Preventive and population health are critical to keeping people healthier. This outcome covers a range of functions NSW Health is responsible for including to protect and promote public health, control infectious diseases, reduce preventable diseases and death, help people manage their own health, and promote equitable health outcomes in the community. 42 $207 $2,761 $0 $2,969 Outcome 2: People can access care in out of hospital settings to manage their health and wellbeing Healthcare extends beyond the hospital and needs to connect across settings to reduce the burden of chronic disease, assist people with conditions to live well and avoid complications, support people to recover from illness and injury, and prevent avoidable hospitalisations. NSW Health services funded to achieve this outcome include non-admitted and community based services, sub-acute services, hospital in the home, and dental services. 16,666 $73,304 $97,302 $0 $170,607 Outcome 3: People receive timely emergency care NSW Health often provides the first point of contact for those needing access to emergency healthcare and is responsible for managing and administering ambulance and emergency services. 7,430 $36,639 $0 $983 $37,622 Outcome 4: People receive high-quality, safe care in our hospitals This outcome reflects the State’s responsibility to manage and administer public hospitals. When people are admitted to a hospital in NSW they can expect world-class medical and surgical care within clinically recommended timeframes. 53,485 $263,734 $19,677 $10,163 $293,574 Outcome 5: Our people and systems are continuously improving to deliver the best health outcomes and experiences A skilled workforce with access to world leading education and training, and a system that harnesses research and digital innovation are essential to continuously improve outcomes and experiences of care across the system. These enablers are delivered by a range of statutory bodies and system managers. 0 $0 $19,670 $0 $19,670 Allocated Savings Programs ($2,100) Assertive Community Care $606 Dental NPA and Base Services $26 Excess Demand - Highly Specialised Services $162 Hyperemesis Gravidarum $62 PACER $505 Patient Experience Officers $189 Purc...
Sample 1
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Related to State Outcome Budget Schedule

  • Budget Schedule Subrecipient agrees that the expenditures of any and all funds under this Contract will be in accordance with the Budget Schedule, a copy of which is attached hereto as Attachment C, and which by this reference is incorporated herein and made a part hereof as if fully set forth.

  • Project Schedule Construction must begin within 30 days of the date set forth in Appendix A, Page 2, for the start of construction, or this Agreement may become null and void, at the sole discretion of the Director. However, the Recipient may apply to the Director in writing for an extension of the date to initiate construction. The Recipient shall specify the reasons for the delay in the start of construction and provide the Director with a new start of construction date. The Director will review such requests for extensions and may extend the start date, providing that the Project can be completed within a reasonable time frame.

  • Construction Progress Schedule A schedule indicating proposed activity sequences and durations, milestone dates for receipt and approval of pertinent information, preparation, submittal, and processing of Shop Drawings and Samples, delivery of materials or equipment requiring long-lead time procurement, and proposed date(s) of Material Completion and Occupancy and Final Completion. The schedule will be developed to represent the sixteen or seventeen CSI Specification Divisions. It shall have a minimum number of activities as required to adequately represent to Owner the complete scope of work and define the Project’s critical path and associated activities. If the Project is to be phased, then each individual Phase should be identified from start through completion of the overall Project and should be individually scheduled and described, including any Owner’s occupancy requirements and showing portions of the Project having occupancy priority. The format of the schedule will have dependencies indicated on a monthly grid identifying milestone dates such as construction start, phase construction, structural top out, dry-in, rough-in completion, metal stud and drywall completion, equipment installation, systems operational, Material Completion and Occupancy Date, final inspection dates, Punchlist, and Final Completion date.

  • Development Schedule The Project shall substantially comply with the specific timetables and triggers for action set forth in Article 5 of this Agreement. The parties acknowledge that, as provided in G.S. 160A-400.25(b), the failure to meet a commencement or completion date shall not, in and of itself, constitute a material breach of this Agreement pursuant to G.S. 160A-400.27 but must be judged based upon the totality of the circumstances.

  • Work Schedule (A) Where an employee has an established schedule, a change in workdays or shifts will be posted no less than 14 calendar days in advance and will reflect at least a two workweek schedule; however, the state will make a good faith effort to reflect a one month schedule. (B) In the event of a declared emergency the notice requirement of this Section may be void. (C) The state will continue to observe the scheduling structures currently in place at each agency and agrees to bargain any change in the overall practice of how schedules are established.

  • Flexible Work Schedule A flexible work schedule is any schedule that is not a regular, alternate, 9/80, or 4/10 work schedule and where the employee is not scheduled to work more than 40 hours in the "workweek" as defined in Subsections F. and H., below.

  • Shift Schedule The words "shift schedule" when used in this Agreement shall mean a timetable of the shifts and off days assigned to a position or group of positions which commences at the beginning of a pay period and includes one complete rotation of said shifts.

  • Project Budget A Project Budget shall be prepared and maintained by Grantee. The Project Budget shall detail all costs for which the Grant will be used during the Term. The Project Budget must be approved in writing by the Project Monitor. Grantee shall carry out the Project and shall incur costs and make disbursements of funds provided hereunder by the Sponsor only in conformity with the Project Budget. The current approved Project Budget is contained in Attachment “C”. Said Project Budget may be revised from time to time, but no Project Budget or revision thereof shall be effective unless and until the same is approved in writing by Project Monitor. The funds granted under this Grant Contract cannot be used to supplant (replace) other existing funds.

  • Construction Schedule The progress schedule of construction of the Project as provided by Developer and approved by District.

  • Construction Budget The total amount of funds indicated by the District for the entire Project plus all other costs, including design, construction, administration, and financing.

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