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 23,000 4,514 - 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 3 600 118 - 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 1,148 225 - 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 - COVID-19 Recovery and Workforce Resilience 4 - - 125 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 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 State Efficient Price: $4,931 per XXXX00 XXXX00 $000 $000 $000 $000 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 A TOTAL OUTCOME BUDGET ALLOCATION 77,624 $373,885 $139,411 $11,146 $524,442 B Provision for Specific Initiatives & TMF Adjustments (not included above)* ($...
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 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 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 State Efficient Price: $4,931 per XXXX00 XXXX00 $000 $000 $000 $000 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 A TOTAL OUTCOME BUDGET ALLOCATION 381,573 $1,687,234 $706,921 $6,705 $2,400,860 Budget 2021–22 Service Agreement 16 Budget 2021–22 Ser...
Sample 1
State Outcome Budget Schedule. Part 1 Clinical Excellence Commission - Budget 2021-22 2021-22 Initial Budget ($'000) Category A General Administrative Corporate Services $1,894 Executive Unit $637 Information Management $647 Corporate Overheads (eg rent & power) $1,582 Sub-total $4,761 Category B Centrally Managed Projects Governance & Assurance $2,413 Development & Culture $3,794 Patient Safety $2,994 System Improvement $3,905 Sub-total $13,106 E Other items not included above Additional Escalation to be allocated $434 Allocated Savings Programs -$323 TMF Adjustments $6 Intra Health Adjustments $13 NSW Therapeutic Advisory (TAG) $195 Sub-total $324 F RFA Expenses $ G Total Expenses (G=A+B+C+D+E+F) $18,191 H Other - Gain/Loss on disposal of assets etc $ I Revenue -$17,800 J Net Result (J=G+H+I) $391 Budget 2021–22 Performance Agreement 8 4.2 State Outcome Budget Schedule: Part 2 2021/22 Clinical Excellence Commission ($'000) A B C Government Grants Recurrent Subsidy Capital Subsidy Crown Acceptance (Super, LSL) -$16,577 -$1,166 D Total Government Contribution (D=A+B+C) -$17,743 E F Own Source revenue GF Revenue Restricted Financial Asset Revenue -$57$ G Total Own Source Revenue (G=E+F) -$57 H Total Revenue (H=D+G) -$17,800 I J K Total Expense Budget - General Funds Restricted Financial Asset Expense Budget Other Expense Budget $18,191$$ L Total Expense Budget as per Schedule A Part 1 (L=I+J+K) $18,191 M Net Result (M=H+L) $391 N O P Net Result Represented by: Asset Movements Liability Movements Entity Transfers -$266-$125$ Q Total (Q=N+O+P) -$391 Note: The minimum weekly cash reserve buffer for unrestricted cash at bank has been updated for FY 2021/22 to $50K. Based on final June 2021 cash balances, adjustments will be made from July 2021 to ensure alignment with the cash buffer requirements of NSW Treasury Circular TC15_01 Cash Management – Expanding the Scope of the Treasury Banking System. The minimum weekly cash buffer relates to cash held in General Fund bank accounts only and will be used to determine subsidy cash sweep amounts in line with the schedule advised by the Ministry of Health The Ministry will closely monitor cash at bank balances during the year, excess cash will be swept back to the Ministry of Health regularly and made available to be allocated to the central payments bank accounts as required. Compliance with the General Sector Finance Act (2018), NSW Treasury and NSW Health policy and directives will also be monitored. Budget 2021–22 Performance Agreement 9
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
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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.

  • Construction Progress Schedule; Overall Project Schedule The Contractor shall submit for review by the Design Professional and approval by the Owner a Construction Progress Schedule based upon the Design Professional’s Preliminary Design and Construction Schedule and prepared using a CPM (Critical Path Method) process within sixty days after the Effective Date of the Contract, utilizing a full-featured software package in a form satisfactory to the Design Professional and Owner, showing the dates for commencement and completion of the Work required by the Contract Documents, including coordination of mechanical, plumbing, and electrical disciplines, as well as coordination of the various subdivisions of the Work within the Contract. Milestones must be clearly indicated and sequentially organized to identify the critical path of the Project. The Construction Schedule will be developed to represent the CSI specification divisions. It shall have the minimum number of activities required to adequately represent to the Owner the complete scope of Work and define the Project’s (and each Phase’s if phased) critical path and associated activities. The format of the Construction Progress 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, inspections for Material Completion and Occupancy Date, and Final Completion Date. The Contractor shall submit, along with the Construction Progress Schedule, the Submittal Schedule for approval by the Design Professional, correlating the associated approval dates for the documents with the Construction Progress Schedule. Upon recommendation by the Design Professional and approval by the Owner, the Construction Progress Schedule shall become the Overall Project Schedule, which shall be utilized by the Design Professional, Owner and Contractor. The Contractor must provide the Design Professional and the Owner with monthly updates of the Overall Project Schedule indicating completed activities and any changes in sequencing or activity durations, including approved change orders. See also Article 3.3.5.

  • 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 4/10 work schedule is four (4) ten hour days in a seven (7) day period, for a total of forty (40) hours per week.

  • 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.

  • Overall Project Schedule The Construction Progress Schedule that is approved by the Owner.

  • 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 each calendar month of 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 B. 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.

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