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CETI Annual Report 2011

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2011 Clinical Education and Training Institute …

2011 Clinical Education and Training Institute
Annual report 2011

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  • 1. Clinical Education and Training Institute Annual Report 2010-2011 Clinical education for excellence in patient care
  • 2. Legislation Health Services Act 1997, Order Amending Schedule 2 of the Act(insertion of entry for Clinical Education and Training Institute) June 2010.Clinical Education and Training Institute Annual Report 2010-2011State Health Publication Number (CETI) 110268ISSN 1839-7549Key words: Clinical education, New South Wales Australia.Suggested citation for manuscripts and publications:Clinical Education and Training Institute Annual Report 2010-2011.Clinical Education and Training Institute, Sydney, October 2011.Clinical Education and Training InstituteBuilding 12, Gladesville Hospital, GLADESVILLE NSW 2111Locked Bag 5022 GLADESVILLE NSW 1675Tel. (02) 9844 6551 Fax. (02) 9844 6544Homepage: www.ceti.nsw.gov.au Email: information@ceti.nsw.gov.au© CETI 2011. This work is copyright.It may be reproduced in whole or in part for study or training purposessubject to the inclusion of an acknowledgement of the source.Further copies can be downloaded www.ceti.nsw.gov.auAcknowledgementsImages on cover and pages 16, 25, 30, 32 and 35 courtesy of Audio Visual Services, Sydney Local Health DistrictImages on pages 3, 18, 20 and 24 thanks to allied health staff at Prince of Wales HospitalImages on pages 6 and 10 thanks to nursing & midwifery staff at Orange Base Hospital
  • 3. ContentsLetter of submission 02 2. Report against our goals 16 3. Our people 361. Overview 02 Goal 1: Education and training Management and staff 36 supporting safe, multi-disciplinary, Committees 37Who we are and what we do 03 team-based, patient-centred care 16Management and structure 05 4. Financial report 48 Goal 2: Professional developmentChief Executive’s report 08 to build clinical skills, knowledge, 5. Appendices 90General Manager’s report 09 competency and capacity 18 Compliance requirements 90Operational highlights 10 Goal 3: Workforce management 21 Internal audit and risk statement 95Publications and resources 12 Goal 4: Flexibility, innovation and Abbreviations 96Conferences/forums 13 quality in learning 24 Glossary 97Our strategic plan 14 Goal 5: Improved standards in Index 99Overview of financial performance 15 education and learning 26 Goal 6: Knowledge and knowledge management 28 Goal 7: Communication 30 Goal 8: Collaboration 32 Evaluation 34 CETI > ANNUAL REPORT 2010/11 1
  • 4. 1 Overview Letter of submission The Hon Jillian Skinner Minister for Health Governor Macquarie Tower 1 Farrer Place SYDNEY NSW 2000 Dear Minister We have pleasure in submitting the Clinical Education and Training Institute (CETI) Annual Report 2011. The report complies with the requirements for annual reporting under the Annual Reports (Statutory Bodies) Regulation 2010 under the Annual Reports (Statutory Bodies) Act 1984. This report summarises our performance for 2010-2011, our first year of operation. This report enunciates the education and training programs coordinated by CETI, outcomes from the programs and collaborative achievements. It includes comments on our financial results and our contributions to the development and improvement of education and training across the NSW health system. We commend to you this report on the Clinical Education and Training Institute’s involvement in the development and delivery of innovative and collaborative training programs for health professionals in the NSW, supporting excellence in patient care. Yours sincerely Professor Steven Boyages Dr Gaynor Heading Chief Executive General Manager2 OVERVIEW
  • 5. Who we are and what we doOur history 1. To provide leadership, and work 3. To design, commission, conduct,The Clinical Education and Training closely with area health service and coordinate, support and evaluateInstitute (CETI) was established on other public health organisations and such other postgraduate clinical1 July 2010 by the NSW Government clinical training providers, to ensure education and training programsunder the Health Services Act 1997 the development and delivery of as the Director-General may directas one of the “four pillar” key health clinical education and training across from time to timeorganisations recommended by the NSW public health system which: 4. To design, commission, conduct,the 2009 Garling Inquiry. CETI is a a. Supports safe, high quality, multi- coordinate and support professionalstatewide multidisciplinary education disciplinary team based, patient development programs to enableand training agency dedicated to the centred care clinicians to become skilled teachers,support and development of the health b. Meets service delivery needs clinical leaders, trainers andworkforce and quality and safety in and operational requirements supervisorspatient care. c. Enhances workforce skills, 5. To develop and overseeAs part of CETI’s formation, two flexibility and productivity performance evaluation programsexisting agencies and their functions – 2. To design, commission, conduct, for post graduate clinical educationthe Institute of Medical Education and coordinate, support and evaluate and training in the NSW public healthTraining (IMET) and the NSW Institute a clinical education and training systemof Rural Clinical Services and Teaching program for all new graduate clinical 6. To set standards for prevocational(IRCST) – were absorbed into CETI. and clinical support staff in the public medical training and accredit health system, which supports their institutions for prevocationalDetermination of functions roles in providing safe, high quality, education and supervisionCETI is a Statutory Health Corporationwith a determination of functions: multi-disciplinary team based, patient centred care CETI > ANNUAL REPORT 2010/11 3
  • 6. 1 Overview 7. To institute, coordinate and evaluate Our values Our governance clinical training networks, including COLLABORATION CETI is a statutory body led by the postgraduate medical training We work in partnership and in teams Chief Executive, with the following networks, and ensure they support for common goals. statutory committees: Chief Executive service delivery needs, meet Committee; Audit and Risk Committee; EXCELLENCE operational requirements and are, and Finance and Performance We strive for excellence in our as far as possible, consistent with, Committee. communication, programs, products clinical service network and resources, services and Our organisational structure 8. In undertaking its functions, to relationships. CETI is comprised of four consult and liaise with patients and directorates and one centre: TRANSPARENCY their carers, clinical and clinical We champion transparency via • The Allied Health Directorate support staff. The Department of our commitment to accuracy, • The Medical Directorate Health organisations and providers communication and our code of • The Nursing and Midwifery of clinical education and training conduct. Directorate 9. To provide advice to the Department of Health, Director-General and INNOVATION • The Rural and Remote Directorate Minister on matters relevant to its We celebrate innovation by embracing • The Centre for Learning and functions new ideas and emerging technologies Teaching while building the evidence base. These directorates and the centre Our vision Our vision is to build sustainable Our stakeholders are supported by the Office of capacity to achieve better health for To achieve our aim of excellent CETI (finance, human resources, the people of NSW through education, patient-centred, team-based care governance). training and development of the in NSW, CETI works collaboratively Where we operate clinical workforce. with a broad range of stakeholders CETI operates in NSW. Our head including patients, clinicians, nurses, office is located at the old Gladesville How we work allied health professionals, clinical Hospital, Gladesville, NSW. Our Rural We achieve our goals through support staff, partner agencies, and Remote Directorate has its main investment, innovation and influence. public health services, private health office in Dubbo NSW with smaller We coordinate, develop, evaluate services, professional colleges, clinical offices across the state hosted by and implement clinical education training committees and working group Local Health Districts (LHDs). and training for medical, nursing members, medical administrators, and midwifery, allied health, and Principal Office: vocational and tertiary education clinical support staff, and enhance Clinical Education and Training Institute providers, researchers, NSW Health the capabilities of the workforce by Building 12, Gladesville Hospital and the Department of Health and facilitating professional development Shea Close, off Victoria Road Ageing. opportunities, accrediting training Gladesville NSW 2111 facilities and providers and allocating Our staff Locked Bag 5022, medical intern places. At 30 June 2011, we employed 65 Gladesville NSW 1675 people (permanent/fixed term) in a variety of roles. Telephone: 02 9844 6551 Facsimile: 02 9844 6544 Home page: www.ceti.nsw.gov.au Email: info@ceti.nsw.gov.au Office hours: 8:30am to 5:00pm weekdays.4 OVERVIEW
  • 7. Management and structure Chief Executive Office of CETI Medical Directorate Rural and Remote Allied Health Nursing and Centre for Learning Directorate Directorate Midwifery Directorate and TeachingCETI is a Chief Executive governed General Manager: CETI facilitates vocational trainingstatutory body. Dr Gaynor Heading PhD networks to support senior residents Gaynor has held diverse roles including and trainees (registrars) through aChief Executive: Senior Manager at the Cancer Institute number of specialist training programsProfessor Steven BoyagesMB BS PhD DDU FRACP FAFPHM NSW, Associate Professor at the including Advanced Cardiology, Basic University of Sydney, and has worked Physicians, Emergency Medicine,Steven was formerly the Chief as a research methodologist at the Oncology, Paediatrics, Psychiatry,Executive of the Sydney West Area University of Newcastle. Gaynor has Radiology and Surgical Skills. TheHealth Service and has professorial a PhD in Medicine. Medical Directorate provides anappointments to the University of orientation resource for internationalSydney and the University of Western Our directorates and centre medical graduates and also has aSydney. Steven continues to work in THE MEDICAL DIRECTORATE Rural Medical Scholarship Programthe clinical field of endocrinology and The Medical Directorate continues the that supports medical traineeswas previously the Director of Diabetes work undertaken by the NSW Institute committed to training and providingand Endocrinology at Westmead of Medical Education and Training patient care in rural locations in NSWHospital from 1990 to 1999. He was (IMET). The Medical Directorate’s remit through the continuum of their trainingthe foundation director of the Centre covers accreditation, intern allocation, and education years.for Research and Clinical Policy in prevocational medical training,NSW Health in 1999. generalist training and specialist THE RURAL AND REMOTE DIRECTORATE training for clinicians. The Rural and Remote Directorate continues the work of the NSW Institute of Rural Clinical Services and Teaching (IRCST). The main office for the Rural and Remote Directorate is in Dubbo, but a number of other smaller offices exist across NSW, hosted by various LHDs. The directorate supports rural and remote health professionals and builds clinical and service capability and capacity. The directorate offers a range of programs, conferences and scholarships developed specifically to meet the needs of our rural and remote workforce. The staff of the CETI > ANNUAL REPORT 2010/11 5
  • 8. 1 Overview Health Directorate is developing clinical education and training through innovation and collaboration, building partnerships to promote excellence, and adapting and developing new educational resources. A consultation forum in June 2011 attended by allied health directors and leaders from each LHD helped develop the Allied Health Directorate’s operational plan for 2011- 2012. The Allied Health Directorate is establishing a Clinical Education and Training Advisory Committee to provide strategic advice and direction. THE NURSING AND MIDWIFERY DIRECTORATE The Nursing and Midwifery Directorate has been established in order to identify, review and enhance the education, training and ongoing professional development of the NSW directorate bring a broad base of to restore and maintain optimal nursing and midwifery workforce – the rural and remote experience to the physical, sensory, psychological, directorate commenced work in May table when planning, developing and cognitive and social function. 2011 with recruitment of a Nursing implementing our various initiatives and Midwifery Learning and Teaching Allied health professionals play which in turn contribute to an effective Coordinator. a critical role in the delivery of and sustainable rural and remote patient care as members of the The directorate works with the Nursing health system. multidisciplinary team. The Allied and Midwifery Office (NaMO), NSW CETI is a Registered Training Provider with the Royal Australian College of General Practitioners and the Australian College of Rural and Remote Medicine. Our educational programs are also endorsed by the Royal College of Nursing, Australia. THE ALLIED HEALTH DIRECTORATE The Allied Health Directorate was created to give new leadership and coordination to clinical education and training for allied health professionals in NSW. The Allied Health Directorate represents 23 allied health disciplines working within the NSW health system. Those members of the health professional workforce provide a range of therapeutic and diagnostic services6 OVERVIEW
  • 9. Health and other stakeholders to expertise to CETI directorates and activities drawn from the substantialidentify and respond to gaps and the NSW health system. The Centre interprofessional learning literature.development opportunities in nursing houses the Interprofessional Practice Activities include the Right Startand midwifery. Major streams of Unit (including the Team Health Program (a pregraduation program foractivity for the Nursing and Midwifery program), and Learning Innovations health profession students), clinicalDirectorate in 2011-2012 will establish and Future Technologies. The Centre team modules (aimed at new andgovernance for nursing and midwifery provides curriculum, competency and current employees within a clinicalclinical education and training in capability expertise and educational team), policy development (influencingNSW, support the learning culture for resource development. CETI plays health policies and implementationnursing and midwifery and provide a leadership role in e-learning and is plans), and system integrationflexible online learning modules that establishing standards and guidelines (working in partnership with existingbuild knowledge and skills required for the state. CETI is partnering with stakeholders already developed localto support a team-based approach to Health Support Services to support training initiatives).patient care. Work will also be done state-wide e-learning initiatives. In June 2011, Team Health held anto develop a guide for nurses and Team Health is a new program inaugural Team Health Consultationmidwives within NSW Health who which aims to improve teamwork, Forum with directors of workforce,are responsible for staff supervision. communication and collaboration learning and development managers,THE CENTRE FOR LEARNING for safer patient-centred care and clinical redesign managers, workforceAND TEACHING better staff experiences. It will design managers and representativesCETI’s Centre for Learning and do this by implementing team- from CEC, BHI and ACI.Teaching provides support and based interprofessional learning CETI > ANNUAL REPORT 2010/11 7
  • 10. 1 Overview Chief Executive’s report Health is a nursing and midwifery, interprofessional • A supervisor training course based knowledge-centred practice and an organisational structure on the Superguide handbook aims enterprise. Those to support this expanded focus. to provide a certifiable level of working in health supervision skills to participants in This year CETI has been working on a are involved in all clinical professions number of initiatives across a range of the business of • Development of training modules areas. CETI’s major achievements to generating new for common skill areas including date have included solutions to training knowledge (research and evaluation), teaching skills challenges posed by the increased imparting knowledge to their workforce supply of medical graduates (interns), MEDICAL EDUCATION AND TRAINING (education and training) and applying the development of an interprofessional • Online prevocational trainee knowledge for the betterment of health team program for new starters in health assessment and online prevocational (service delivery). and the development of common training term evaluation CETI was formed as one of the standards and platforms for a state- ALLIED HEALTH four pillars supporting public health wide learning management system. • The Superguide: a handbook for services in NSW following the We have also produced the Superguide supervising allied health professionals 2008 Garling Inquiry. CETI builds as a guide for medical supervision will be published in October 2011 capacity, competency, collaboration, and established the Allied Health communication, coordination, culture • Allied health clinicians and the CETI Directorate and its advisory committee. and clinical care models that support Allied Health Advisory Committee will Other highlights have been: CETI’s identify opportunities for allied health safe, high quality, interprofessional new Surgical Sciences Course learning team-based, patient-centred care that which is seeking specialist College meets service delivery needs and NURSING & MIDWIFERY operational requirements. accreditation; Nursing Grand Rounds • The Superguide: a handbook for by videoconference enhancing the CETI has a huge responsibility to supervising nurses and midwives, knowledge of 180 rural nurses; and the people who use and work for our planned for 2011 publication achieving 50 graduates from the public health services. We fulfill that rural clinical team leadership and RURAL & REMOTE responsibility through investment in management programs. We have also • GP Procedural Training Program new programs, collaborating with established our Nursing and Midwifery developed for an integrated state- key stakeholders (e.g. universities, Directorate and agreed on a program wide model colleges, clinical leaders, health • Training and Support Unit for of work drafted with NaMO. services, the community) and Aboriginal mothers, babies and through innovation. Our work helps Planned activities and outcomes for children will run workshops and to improve communication, capacity the following year include: training, for staff supporting families and competency by using blended INNOVATION AND TECHNOLOGY May I take this opportunity to thank all learning approaches (e.g. face-to-face, • Future Technologies Unit supporting those who have worked so hard for simulation and e-learning) to provide a simulated learning environments CETI and with CETI to deliver these responsive health workforce, available and e-learning within LHDs, and wonderful highlights and who are in appropriate numbers to meet promoting e-learning standards. working together to make our future growing health service challenges. INTERPROFESSIONAL / achievements happen. CETI has built on the excellent work MULTIDISCIPLINARY of its foundation directorates, Medical • In partnership with LHDs, CETI will and Rural. Our stakeholders have a develop Team Health’s Right Start strong desire to maintain discipline- Program consisting of blended specific directorates as well as creating learning modules which will build cross-linking inter-professional units. core foundation skills and improve Professor Steven Boyages CETI has established new programs the workforce readiness of new MB BS PhD DDU FRACP FAFPHM including e-learning, allied health, graduate health professionals Chief Executive8 OVERVIEW
  • 11. General Manager’s report Due to Garling’s We initiated the series of consultations Improving outcomes vision, in CETI we for our Team Health Program and To support the overall goal of now have a NSW used existing structures (e.g. the improved patient outcomes we have Health organisation Prevocational Forum) to gain rapid laid the groundwork for evaluating dedicated to insight into learners’ needs. our activities. The CETI evaluation supporting the framework is linked to our strategic Engagement development of direction and will be refined to ensure Effective development of cliniciansclinicians’ technical and non-technical that we can report on relevant key and health professionals involvesknowledge, skills and capability. It is performance indicators. To support engagement with hearts and minds,important to have an agency dedicated staff development, a CETI Colloquium tapping into local strengths andto learning that can partner with series has been established which balancing the local with centralstakeholders to drive innovation in provides a forum for exchanging ideas roles and priorities. CETI stronglylearning, develop learning standards, and theory related to learning, and supports working collaboratively,promote resource sharing and support the Office of CETI has supported in- with stakeholder involvement on ourexcellence in learning. Establishing house training related to evaluation, program committees and clinicalthis new institution has been a major technologies and stakeholder learning. programs being led by clinical chairs.undertaking, needing leadership and It has been important to hold a number The breadth of CETI outputs reflectsengagement with stakeholders as we of consultation forums, particularly staff dedication to improving patienttake on new challenges and integrate around the establishment of our new outcomes and the clinical experience.existing programs and systems. directorates. Another way CETI is I appreciate stakeholder and staffLeadership and legacy programs supporting engagement is by aiming to efforts and look forward to new learningThe lead time needed to change and make learning resources as accessible initiatives that will develop capacity indevelop people can be shortened with as possible. the health economy.strong leadership and legacy programs. CETI staff have been highly engagedCETI was lucky in this regard as and have demonstrated resiliencywe were able to build on the strong as we navigated the old to invent theactivities of two existing Institutes new. Our expanded remit has beenwhich were dissolved and had their reflected in much evidence of our stafffunctions transferred to CETI, namely collaborating across disciplines as theythe Institute of Medical Education and Dr Gaynor Heading bring their education and training skillsTraining (IMET) and the NSW Institute General Manager and their stakeholder engagementof Rural Clinical Services and Teaching skills together. This work has resulted(IRCST). in new online resources and a new-lookThis legacy supported the creation of website which has laid the groundwork CETI is an agencynew directorates (Allied Health, Nursing for an enhanced learning platform, dedicated to learningand Midwifery) and a Centre for planned for next year. The notions of that can partner withLearning and Teaching with specialist access to learning materials, supportskills in developing interprofessional for local training and limiting resource stakeholders to drivelearning resources, competencies duplication have shaped CETI’s innovation in learning,and innovation in learning. We were programs of work and will remain develop learningable to capitalise on the learnings important. standards, promoteand resources produced by IMET resource sharing andand IRCST and swiftly commence the support excellence indevelopment of new resources e.g.the Superguide for Allied Health. learning CETI > ANNUAL REPORT 2010/11 9
  • 12. 1 Overview Operational highlights In our first year of operation We are working collaboratively with Overview of key achievements against goals CETI has been implementing the our stakeholders to support excellence GOAL recommendations from the Garling in learning and training for workers Report. in the NSW health system including Education and training training directed to non-traditional supporting safe, multi- Our new Allied Health and Nursing disciplinary, team-based areas such as educational leadership, and Midwifery Directorates have built patient-centred care generalist hospital skills and medical on the great work of our foundation administration, as well as supporting directorates (Medical, and Rural and Professional specialist training through professional development to build Remote) Colleges. clinical skills, knowledge, Our new Centre for Learning and competency and capacity We have produced a number of Teaching (CLT) has established Team resources for teaching and learning Health to promote interprofessional and to support workforce capacity team-based patient-centred care, one building. These resources include of the key recommendations arising a guide for supervisors of medical from the Garling Report. The CLT is trainees and a number of online also driving our input into e-learning to course modules. establish online standards and flexible learning. Future Plans Our success lies in strengthening Workforce management We have built on sound foundations in education and training opportunities a number of key programs including the in NSW and supporting flexible allocation of medical interns to training learning. Our commitment to safe networks, with the greatest number of and accessible learning will see interns ever placed in NSW (one third further investment in e-learning and of Australia’s total intern placements). synthetic learning environments. We Flexibility, innovation We have done this while working to plan to appoint the first Clinical Chair and quality in learning ensure the allocation of resources in Simulated Learning Environments and support to rural and remote areas to lead the strategic development and the development of the Aboriginal of synthetic learning across NSW. Mothers and Babies Training Support Improved standards in While recognising the importance of Unit. education and learning blended learning, we will take on a Supporting new responsibility for e-learning across the workforce, NSW and will collaborate with health services to support access to quality improving learning e-learning resources. We will opportunities and be setting e-learning standards to Knowledge and knowledge management adding value to the support excellence in learning. NSW health system Communication Collaboration10 OVERVIEW
  • 13. KEY ACHIEVEMENTS• Set up Team Health and interprofessional training modules • Review of induction process for international medical and• Called for expressions of interest to run interprofessional training nursing graduates for new graduates under our Right Start program • Supporting rural team-based clinical improvement process• Contributions to policy to enhance team-based care • The Leadership and Management Essentials Program trained 31 from a range of disciplines over nine months• New Allied Health Directorate established as a major initiative to • Basic Sciences in Oncology Course (BSOC) reached 40 promote training and learning resources for allied health professionals participants over 95 teaching sessions• New Nursing and Midwifery Directorate established to support the • New Surgical Science Intensive Course developed for those not training needs of nursing and midwifery enrolled in the RACS Surgical Education and Training (SET)• GP Procedural Training Program supported 25 rural positions • Training and Support Unit for Aboriginal Mothers, Babies and• Basic Physician Training (BPT) increased numbers and helped Children (TSU) established achieve higher pass rates • Hospital Skills Program (HSP) expanded with four new core units• Physician Education Program (PEP) by video and online assisted under development 192 trainees • Building Future Leaders Program trained 22 potential leaders• Psychiatry education support by providing access to workshops • Reviewed training in medical administration to develop a model and developing resources with online access for training and career development• Paediatrics professional qualities curriculum development • Rural Research Capacity Building Program• New online resources for emergency medicine trainees to help prepare for exams• Increase in GP placement training sites for medical interns • Clinical medical supervision resource Superguide produced and from four to 47 distributed with similar guides for allied health and nursing and• Allocated one third of national intern training places midwifery planned• Specialist Training Program to address workforce distribution • Supporting the rural workforce through 84 scholarships, sponsoring and increase Aboriginal workforce participation rate 30 clinicians to attend NSW Health Expo and employing an Aboriginal• Supported rural rotations for training networks, increased rural clerical trainee training places in Basic Physician Training and travel support for • Working with Health Workforce Australia to expand training capacity rural paediatric trainees• Supporting the increasing use of simulation in training • Developing e-learning standards to enhance online learning and• Publishing online resources to support a range of training programs training content and access and workforce development • Nursing Grand Rounds via videoconference enhances learning• Promoting evidence-based training in our collaboration with other for 180 nurses training bodies• Providing access to the Teaching on the Run program (TOTR) • Improving assessment training in the Hospital Skills Program and enhancing doctor educator and supervision skills and training producing a DVD Assessment in Action 21 new TOTR facilitators • Planning a Multi-Medical Supervisors Forum for second half of 2011• CETI’s leadership program for current and future clinical leaders • Staff capacity building that is providing enhanced education services trained 22 participants and learning support in the NSW Health system• Working with RACP to improve standards of physician training • Developing a learning management system (LMS) to support service delivery increased online access to learning resources• New supervision guide for doctors produced and work commenced • CETI website development to promote access to resources and on a supervision guide for allied health professionals support• New online e-education resources developed to support training • Exploring web-based applications for rural access programs and access to learning • Planning webpage for GP Procedural Training Program• Developing e-standards for uploading resources • New LinkedIn group for allied health professionals• Informing our stakeholders and seeking input via a range of • Fostering wider communication through our collaborations, media and opportunities eg website, forums. E-newsletter programs and resources (cetiscape) and social media (Facebook, LinkedIn) • Engaging Junior Medical Officers through quarterly JMO Forums• Working with the other health “pillars organisations” – CEC, • Collaborating with Local Health Districts in trainees allocations ACI and BHI and research programs• Collaborating with Medical Colleges and Fellowships on • Collaborating with the Rural Doctors Network on training and training programs research programs• Collaborating with Cancer Institute NSW on Basic Sciences • Working with Health Workforce Australia on workforce capacity in Oncology Course and allocation CETI > ANNUAL REPORT 2010/11 11
  • 14. 1 Overview Publications and resources Resources developed PUBLICATIONS AND OTHER RESOURCES • Magin P, Adam J, Heading G, ONLINE RESOURCES • The Doctor’s Compass – a guide to Pond D. Perfect Skin: the media • Online learning management system prevocational training developed by and patients with skin disease: a for the Basic Sciences in Oncology the JMO Forum for junior doctors qualitative study of patients with Course • Superguide: a handbook for acne, psoriasis and atopic eczema. • Online component for Psychotherapy supervising doctors in training Australian Journal of Primary Health Workshops • DVD Assessment in Action has Vol. 17, 181-185, Jun 2011 • Mental Illness in People with been produced and distributed to • Luckett T, King MT, Butow PN, Oguchi Intellectual Disability for Psychiatrists all Network Directors of Hospital M, Rankin N, Price MS, Heading and Psychiatry Trainees Training. This DVD demonstrates G. Choosing between the EORTC • Online component for Advanced the use of MiniCEX as an assessment QLQ-C30 and FACT-G for measuring Training Leadership and Management tool in history taking and physical health-related quality of life in cancer Tutorial Package for Psychiatrists examination scenarios. clinical research: issues, evidence • Positive Cardiometabolic Health: and recommendations. Annals of • Osteoporosis: joint project with the an early intervention framework for Oncology Feb 2011 Agency for Clinical Innovation (ACI): online learning in development patient on psychotropic medication • Webster E, Thomas M, Ong N and to improve detection and early Cutler L (2011) Rural Research REPORTS management of osteoporosis by Capacity Building Program: capacity • Allied Health Clinical Education junior doctors building outcomes. Australian Journal and Training Future Directions of Primary Health, Vol. 17, No. 1, • Emergency medicine online Primary Consultation Report – June 2011 Mar 2011, 107-113 Exam preparation • JMO Forum Report – May 2011 • Magin P, Heading G, Adams J, Pond • Emergency medicine NSW Fellowship • External Report on the Outcome D. Sex and the skin: a qualitative examination preparation course. The of the National Audit of Internship study of patients with acne, psoriasis e-learning resource for this course is Acceptances Pilot Project Clinical and atopic eczema. Pyschology intended to compliment the face to Year 2011 – March 2011 Health Med. Aug 15 (4): 454-462 face teaching and provide access to • External Review of the Prevocational trainees who are unable to attend. • Luckett T, Butlow PN, King MT, Training and Education Network It has information for the weekly Ogulich M, Heading G, Hackl System in NSW Final Report – tutorials and practice sessions, an NA, Rankin N, Price MA. A review November 2010 up to date timetable and contact and recommendations for optimal Articles for publication in peer outcome measures in anxiety, details for the local convenors at reviewed journals depression and general distress in each hospital site. • Better methods of assessing trainees studies evaluating psychological • Common urological emergencies and evaluating the outcomes of interventions for English-speaking • Managing minor burns training (Assessment research adults with heterogeneous cancer TRAINING MODULES conducted by the Prevocational diagnoses. Supportive Care Cancer. • Advanced Training Leadership and Training Council) – submitted to Oct: 18(10): 1242-1262. Epub July 2, Management Tutorial Package for Medical Journal of Australia 2010 Psychiatrists • Overview of the Hospital Skills • Duncombe R (2011) Receptionists • Psychotherapy curriculum Program – submitted to Medical in Intake in Community Health. • Core Professional Skills for Journal of Australia Australian Health Review, Vol. 35, Hospital Skills No. 2, Jun 2011, 164-167 (from Rural • Emergency Medicine for Hospital Research Capacity Building project) Skills • Aged Care for Hospital Skills • Mental Health for Hospital Skills12 OVERVIEW
  • 15. Conferences/forums organised,supported or attended• Occupational Therapy Australia 24th • Australasian Prevocational Forum, National Conference & Exhibition November 2010 (attended by Ros 2011 29 June – 1 July, Gold Coast Crampton, Simon Willcock, Greg (attended by Jacqueline Dominish) Keogh, Craig Bingham, Kirsten• Team Health Consultation Forum, Campbell, Jeremiah Jacinto, Sydney June 2011 (organised by representing CETI, and also by 4 CETI) CETI-sponsored JMOs – Dr Ricki• CETI Allied Health Clinical Education Sayers, Dr Lucy Cho, Dr Matt and Training Future Directions Stanowski, Dr Hamish Dunn) Consultation Forum, Sydney June • 2nd NSW Rural and Remote Health 2011 (Organised by CETI) – 31 Conference, Albury November 2010 participants including CETI staff (100 rural clinicians supported to with all 18 local health districts and attend) specialty networks represented as • NSW Prevocational Forum, Sydney well as the NSW Department of August 2010 (organised by CETI) Health attended by over 110 people• Emergency Medicine Inaugural involved in prevocational training Trainee Conference Day, Liverpool (30 supported by CETI to attend) Hospital May 2011 (supported by CETI) – 60 participants• Junior Medical Officer JMO Forums – held four times per year (organised by CETI). In 2010-2011 they were held September and December 2010, and March and May 2011• Hospital Skills Program Forums, November 2010 and April 2011 (organised by CETI)• 11th National Rural Health Conference, Perth March 2011 (27 rural clinicians supported to attend) JMO Forum March 2011 Allied Health Consultation Forum June 2011 CETI > ANNUAL REPORT 2010/11 13
  • 16. 1 Overview Our strategic plan CETI is working to achieve our goals 2. Professional development and 7. Communication with the aid of a strategic plan to guide training to build clinical skills, 8. Collaboration the development and outcomes of our knowledge, competency and As part of our quality improvement, programs and activities. A planning capacity CETI will conduct an annual review of day was held in November 2010 which 3. Workforce management our strategic plan and continue to work led to the current eight goals with 4. Flexibility, innovation and quality on developing and strengthening our associated operational plans. These in learning evaluation process. eight goals are: 5. Improved standards in education In Section 2 of this report, information 1. Education and training that supports and training is provided about our programs and safe, high quality, multi-disciplinary, 6. Knowledge and knowledge activities under each of these eight team-based patient-centred care management goals.14 OVERVIEW
  • 17. Overview of financial performanceCETI commenced its activities in July Income 2010-112010 and was funded primarily bythe NSW Government with $12.881million, allocated through the NSW NSW Govt 95.1%Department of Health. Other revenue of Interest 1.5%$662,558 was generated in 2010-2011. Course and other income 1.1%Program funding for the coordination Cancer Institute NSW 0.8%of education, training and accreditationactivities was received from the AHPRA 1.0%Cancer Institute NSW, Australian GPET 0.4%Health Practitioner Regulation Agency Actual Funding 2010-11 $13.70M(AHPRA) and General PracticeEducation and Training Limited. Thiswas supplemented by conferencerevenue, course income and interest Expenditure 2010-11on cash deposits. Employee services 44.2%Expenditure in 2010-2011 was$10.67M, with employee and Clinical Education and training 17.4%Chair costs of $4.7M. Expenses directly Administration 13.3%related to the facilitating of education Sponsorship 0.2%and training programs amounted to Research Programs 3.0%$1.86M and administration expenses Medical Scholarships 5.9%were $1.36M. The remaining 25% GP Procedural grants 16.0%($2.67M) was expended on researchgrants, training programs and Actual Expenses 2010-11 $10.67Mscholarships.Grants included the promotion and Financial Highlightscoordination of the GP ProceduralTraining Program, aimed at GPs Financial Performance $ ‘000 Financial Position $ ‘000and GP registrars in rural practice Operating revenue 13,697 Current assets 5,860to provide opportunities to acquire Operating expenditure -10,556 Non-current assets 445additional skills to equip them for Net result before depreciation 3,141 Current liabilities -1,961practice in rural NSW. Grants were Depreciation -117 Non-current liabilities 0also allocated to rural cliniciansthrough the Rural Research Capacity Net result 3,024 Equity 4,344Building Program (RRCBP), which Cash and cash equivalents at the end of the reporting period 5,090aims to increase the number andrange of people with knowledge andskills in rural health care evaluation It is expected that the budget for Maternal Infant Health Servicesand research. Research grants were the current functions will increase in (AMIHS); Building Strong Foundationsoffered to clinicians in psychiatry and 2011-2012. The Training and Support for Aboriginal Children, Families andemergency medicine. Scholarships Unit for Aboriginal Mothers, Babies Communities (BSF); Quit for new life;were awarded to health practitioners to and Children (TSU), a relatively new and the Indigenous Early Childhoodprovide financial assistance to support program being managed by CETI, is Development National Partnershipcontinuing professional development being established to provide targeted Agreement (NPA-IECD) programsthrough training and learning initiatives. education to staff working in: Aboriginal across NSW. CETI > ANNUAL REPORT 2010/11 15
  • 18. 2 Report against our goals Goal 1: Education and training that supports safe, high quality, multi-disciplinary, team-based patient-centred care Twenty-three expressions of interest were received and nine programs were funded - Developing clinical team education modules for new and existing staff in different care settings including foundational team skills and empowering high performing teams • CETI is providing feedback on health policies and implementation plans to reflect a team based interprofessional collaborative approach through setting up a policy review process with NSW Health • We reviewed the induction process CETI is working to The fundamental goal of CETI is to for international medical and nursing assure that our health professionals introduce team- graduates to ensure that they are technically competent, well trained understand the health context in NSW based, patient- and able to work effectively as inter- including responsibilities, values and centred care and professional teams. working as a team interprofessional As stated in the recent Global • The NSW Rural and Remote Clinical collaborative practice Commission Report of Health Team Leadership Program (CTLP) through establishing Professional Education: which commenced in 2009 aims to our Team Health “Redesign of professional health increase leadership and management Program education is necessary and timely, in skills in interprofessional team view of the opportunities for mutual environment. The second intake learning and joint solutions offered which ran from August 2010 to June The doctors, nurses and allied health by global interdependence due to 2011 had 18 health professionals professionals will need to replace acceleration of flows of knowledge, from NSW rural health services the old system where different technologies, and financing across including three GP Visiting Medical specialists would see the patient but borders, and the migration of both Officers (VMOs) and one Staff no one person would necessarily take professionals and patients.” Specialist. Participants completed complete charge of the patient’s care. (Frenk et al; Lancet, Nov 29, 2010) six rural team based clinical practice A new model of teamwork will be improvement projects. The program required to replace the old individual • CETI is working to introduce team- involves collaboration with the Clinical and independent “silos” of professional based, patient-centred care and Excellence Commission and NSW care. (Garling Report 1.25) interprofessional collaborative Rural Doctors Network practice through establishing our • The Leadership and Management Team Health Program in May 2011. Essentials Program (LMEP) is a nine Team Health is: month interprofessional program - Collaborating with tertiary education to develop leaders from a range of providers and local health districts disciplines in rural areas. It includes to design and implement programs leadership, management, self- to prepare pre-graduate health governance and team governance professionals for the workplace Thirty one participants from rural and under the Right Start program. regional LHDs completed the program in 2010-201116 REPORT AGAINST OUR GOALS
  • 19. in focusGet Ready gets the interprofessionalteamwork message out to pre-graduates Grainne O’LoughlinAs part of our Right Start program to education providers) to design andaddress the interprofessional capacities implement programs to prepare pre-of pregraduate medical students, graduate health professionals for aone of the key goals identified in the team based workplace. CETI receivedGarling Report, CETI is funding a a total of 23 Expressions of Interest;number of training programs. One with a total of nine programs fundedof these is ‘Get Ready’ - a training to develop programs for pre-graduateprogram under development to give health professionals starting work instudents confidence in managing 2012. One of the successful programscommon medical emergencies in an was the Get Ready program: A courseinterprofessional team environment. for interprofessional work-placeIt is a collaborative effort between readiness in the health service.St Vincent’s Hospital Sydney, the Topics covered include roles andUniversity of New South Wales, The responsibilities, professionalism,University of Sydney, Australian communication skills and teamwork.Catholic University and the University Some aspects of the program willof Tasmania. “Fifty students, be delivered in a simulated learningfrom medicine, nursing, nutrition, environment, using scenario Fifty students fromoccupational therapy, physiotherapy, based training to develop students’ medicine, nursing,social work and speech pathology, will procedural skills, as well as skills nutrition, occupationaltake part in a five day program during in interdisciplinary teamwork.the course of their student placements therapy, physiotherapy, The program is set to run from 14at St Vincent’s Hospital,” explains November 2011. social work andGrainne O’Loughlin, Director Allied speech pathology willHealth, St Vincent’s Hospital and “it will “We are very excited to be developing the program, which is in itself an take part in a five daybe great to see the benefits for patients interprofessional team exercise,” adds program during theand staff alike.” Grainne. “A number of the medical course of their studentCETI’s Team Health program, students taking part in the ‘Get Ready’ placements at Stestablished in May 2011 in response Program are set to join the hospital Vincent’s Hospitalto the Garling recommendation, is ranks as interns in 2012.”working to develop a suite of learningand teaching tools which build St Vincent’s is also developing aninterprofessional collaborative practice interdisciplinary e-learning packageamongst doctors, nurses, midwives and to support the five day face-to-faceallied health professionals working in program. The ‘Get Ready’ programthe public health system in New South will be evaluated, with a view to theWales, for safer patient-centred care program being included as part of theand better staff experiences. state-wide roll-out of Team Health in 2012.After a consultation process with keystakeholders and in order to draw on “It will be great to see the benefitsthe existing programs of work already for patients and staff alike.”underway, CETI invited Local HealthDistricts (in partnership with tertiary CETI > ANNUAL REPORT 2010/11 17
  • 20. 2 Report against our goals Goal 2: Professional development and training to build clinical skills, knowledge, competency and capacity The safety and quality of care provided alignment of service and workshop as at 30 June 2011. CETI is to patients in public hospitals depends planning for rural procedural GPs participating in a review of PEP upon the skill of the whole hospital • The Basic Physician Training (BPT) with the RACP workforce which in turn depends upon Networks Committee collaborated • CETI’s Psychiatry education support how well they were trained before with the Royal Australasian College has enabled the development coming to the hospital, and how well of Physicians (RACP) to enhance of a number of resources such they continue to be trained within the BPT, with five master classes as an online component of the hospital after they join the staff. conducted, trainee numbers Psychotherapy Workshops, an (Garling Report 1.61) increased by from 393 to 413, and online resource “Mental Illness in CETI works in partnership with a pass rates significantly higher than People with Intellectual Disability”, range of educational providers to national average. CETI successfully an Advanced Training Leadership build capacity in the health system for managed the 2011 BPT recruitment and Management Tutorial Package ongoing professional education and and intake. The number of rural and with an online component, and a learning. regional training positions in BPT Psychotherapy Curriculum. Support • The GP Procedural Training Program networks increased from 56 in June has also been provided to assist for skills to equip GPs to practice 2010 to 65 in June 2011 – a 16% state-wide access for trainees in rural NSW supported another increase to attend workshops on subjects 25 fulltime, part-time and flexible • In 2011 CETI commenced supporting including cognitive behaviour positions (285 since program the Physician Education Program therapy, psychotherapy, adult commencement in 2003). A CETI (PEP), a lecture series and clinical education techniques and strategies, convened stakeholder workshop held exam preparation sessions, as part communications skills, family therapy in April 2011 provided information of the BPT, delivered by video live to in the context of psychiatric disorders, to develop an operational plan and hospitals and available for viewing critical analysis and research strategies to improve the overall online. The lectures commenced methodology, and an introduction to coordination and management of in February 2011 with 192 trainees psychiatric epidemiology the program, maximise the number registered and the exam preparation • Emergency Medicine trainees of participants and enhance the sessions had 98 trainees registered have used CETI’s online education18 REPORT AGAINST OUR GOALS
  • 21. resources, including study guide and and clinical skills practice. These • CETI sponsored a trainee position interactive questions and answers forms will be piloted in Term Four in the Health NSW Biostatistician for their Primary Examinations 2011 Training Program to focus on rural Preparation Course and the NSW • CETI is helping to close the gap by issues. This year’s studies have Fellowship Examination Preparation establishing a Training and Support included an exploration of not course Unit for Aboriginal Mothers, Babies waiting and discharging against• CETI administered the Basic and Children (TSU) to deliver a medical advice at NSW Emergency Sciences in Oncology Course professional development program Departments and an examination of (BSOC) which teaches core skills and for staff of the Aboriginal Maternal misclassification of Triage 3 patients competencies in oncology covering and Infant Health Services (AMIHS) in NSW Emergency Departments anatomy, physics, biology and critical and Building Strong Foundations for • CETI began building a program of appraisal with links to clinical practice. Aboriginal Children, Families and core skills and interprofessional In 2010 there were 40 participants Communities (BSF) practice competencies for allied and 95 teaching sessions. Five • CETI’s new Nursing and Midwifery health professionals working in NSW scholarships were awarded – three Directorate has been established to hospitals. This new investment will rural, two metropolitan. An online support transition to practice, fill gaps for the first time provide training resource e-BSOC has also been and support resource development support for allied health professionals. developed to support participants for nurses and midwives A consultation forum of allied health• CETI’s Surgical Skills Training • CETI continued its successful representatives was held in June Network undertook a number of Hospital Skills Program (HSP) and 2011 which provided input to the new initiatives including a pilot of a held forums to provide professional future directions of the Allied Health Practical Professionalism Course development for directors of hospital Directorate which aims to improve the trainees training and education support officers understanding and application of and an opportunity for CMOs from The Clinical non-clinical competencies as well as across the state to train together. A Surgical Training improve performance in the Royal working group is piloting a workplace- Council Trainee Australasian College of Surgeons based assessment program for (RACS) Surgical Education and Subcommittee HSP participants. HSP curriculum Training (SET) entry interviews modules being finalised include: core developed formal• CETI has developed a Surgical skills, aged care, mental health, and feedback forms Science Intensive Course in emergency department to assess trainee conjunction with the University of • CETI is working to develop skilled progress, as well Western Sydney to assist those on or medical administrators by participating as a logbook to seeking entry to the RACS program in a review of their training needs track management (General Surgery).The course was to develop a sustainable model for conducted in January / February 2011 training and career development. of conditions with 21 participants attending for 10 Extensive consultation has taken and clinical skills teaching days comprising anatomy, place which will form the basis of practice physiology, pathology, pharmacology, recommendations regarding training radiology and assessments and opportunities has been submitted to RACS for • CETI’s Rural Research Capacity accreditation Building Program provided face-to-• The Clinical Surgical Training Council face training in research methods and Trainee Subcommittee developed project development. This investment formal feedback forms to assess impacts positively on service delivery trainee progress, as well as a logbook as evidence drives practice to track management of conditions CETI > ANNUAL REPORT 2010/11 19
  • 22. 2 Report against our goals in focus Allied Health – a key part of excellence in clinical care Pamela Bloomfield and Trish Bradd CETI’s Allied Health Directorate was by an enthusiasm and commitment to established in 2011 in recognition of enhance skill and practice development the fact that allied health practitioners by clinicians themselves. With the are essential members of the clinical establishment of CETI and the Allied team but have historically been under- Health Directorate this is an exciting resourced regarding team support. time for allied health and offers a According to Trish Bradd, Director of wonderful opportunity to shape the Allied Health for South Eastern Sydney future in new and innovative ways.” Local Health District “we are hugely While it is early days for this new excited and enthusiastic to work with directorate, Trish has had an CETI and address the key issues for opportunity to collaborate with CETI as allied health. Education and training chair of the NSW Health Allied Health for skill and practice development Directors Network and as a member promotes excellence in clinical care of the steering committee producing which in turn produces better patient The Superguide: a handbook for outcomes. We are only just starting.” supervising allied health professionals There are many professions which Steering Committee. She also attended are encompassed by the term ‘allied the ‘Future Directions’ consultation Education and training health’, each of which contributes a forum in June 2011 which was held to for skill and practice unique set of skills and interventions to identify priorities for allied health. development promotes the patient care journey. Allied health excellence in clinical “It comes down to what you value personnel have specialist knowledge and where you think you can make a care which in turn in the identification, assessment, diagnosis, treatment and prevention difference. By collaborating with CETI produces better and the Allied Health Directorate, I saw patient outcomes of disease, disabilities and disorder there was capacity for significant gains across the healthcare spectrum. in promoting a skilled and educated As a Director of Allied Health since allied health professional workforce in 2006 in the former South Eastern NSW Health. I look forward to further Sydney Illawarra Area Health Service, opportunities to collaborate with CETI and with tertiary qualifications in into the future.” speech pathology and management, Trish hopes that with the establishment Trish has over 22 years’ experience in of strong foundations in education the health care sector. She is familiar and training, projects at a local level with the strengths and opportunities can complement, align with and for the allied health profession and springboard from the overall strategic reflects that “for many years there has direction for allied health education been a lack of dedicated resources and training provided by CETI. to coordinate and think strategically about the education and training needs “I am looking forward to seeing greater of allied health. Work in this domain allied health involvement in developing has largely been conducted as an of new models of care and in arenas ‘add on’ to core business, occurring of extended scope of practice and mainly at the local level and driven interprofessional learning.”20 REPORT AGAINST OUR GOALS
  • 23. Goal 3: Workforce managementCETI coordinates and integrates the • CETI is building the capacity of those - Clinical Supervision Supportsupport of a future workforce through a who provide clinical supervision of program to enhance the supervisionrange of programs that build networks, prevocational trainees by producing capacity and competence ofsupervision, and accreditation. The Superguide: a handbook for professional entry, post-graduate supervising doctors in training. This and vocational trainee students• CETI manages the allocation of resource provides the model for including allied health, dental, medical intern applicants in NSW similar guides for supervisors of allied medical, nursing and midwifery by – one third of the total national health and nursing and midwifery staff funding supervision training support intern places. Intern applicants are requiring supervision models and resources allocated to prevocational training networks to maximise applicant • CETI is supporting the rural workforce • Medical Graduates Prevocational preferences and ensure equitable through a number of programs: Training Program increased general workforce distribution especially in - The Rural Medical Scholarship practice placement training sites rural and regional areas. A total of program provided 84 scholarships from four to 47 and hospital training 770 prevocational training places totalling $89,316 in 2010/11 to sites from 51 to 53 with 28 hospital were accepted in 2011 with two encourage prevocational trainees accreditations completed during the places allocated to the Building and basic and advanced trainees in year. The increase in GP training Capacity in the Aboriginal Medical CETI networked training programs sites was achieved with the pilot Workforce program. CETI identified to work in rural areas of a new provisional accreditation 790 emergency term rotations in - CETI sponsored 30 rural and remote model. The model provides a high NSW ensuring each intern had clinicians in 2010 to attend the NSW level of streamlining compared to an opportunity to complete an Health Expo and Awards to gain hospital accreditation processes, but emergency term exposure to quality innovations and remains robust to ensure the safety models of care of both junior doctors and patients.• In collaboration with the The accreditation model is a unique Commonwealth Department of - CETI’s Rural Directorate employs response to the general practice Health and Ageing (DoHA) CETI an Aboriginal clerical trainee on an prevocational training context and has processed applications for the 2012 annual basis successfully enabled accreditation of Specialist Training Program (STP) • CETI is working with Health an additional 43 general practices and providing new registrar training posts. Workforce Australia (HWA) on the six Regional Training Providers. An The program addresses priorities Clinical Training Reform Work Group evaluation of the pilot was undertaken related to workforce maldistribution, to prepare for the roll out of the which indicated that trainee increases the specialist workforce following programs: experiences were highly positive in rural and regional areas and - Integrated Regional Clinical Training increases the Aboriginal workforce • CETI has successfully developed key Networks project to expand the participation rate relationships with Regional Training capacity of clinical training through Providers, who provide leadership• CETI works to ensure rural and better organisation at national, and governance of the PGPPP regional training network placements jurisdictional and regional levels education and training programs are supported by including rural - Clinical Training Funding program to rotations in networked training expand the clinical training capacity programs. Basic Physician Training CETI works to ensure and address workforce shortages (BPT) had a 16% increase during the through subsidised training places rural and regional year for rural and regional places. To for medical and health professional training network support Paediatrics trainees, funds students across 22 disciplines placements are are provided for travel back to supported by including Sydney rural rotations in networked training programs CETI > ANNUAL REPORT 2010/11 21
  • 24. 2 Report against our goals Prevocational General Practice Placements Program – a new training experience not just for potential GPs CETI’s Prevocational General Practice Placements Program (PGPPP) provides prevocational medical trainees with opportunities to encounter a different range of clinical training experiences in a primary health care setting outside the traditional hospital environment. It exposes trainees to the kinds of common healthcare problems that they would not encounter in a hospital setting, including the care of chronic physical and mental illness, the very young and old and those with Collaborative team for PGPPP in Wagga Wagga (left to right): Dr Gary Yang (Prevocational Trainee), multiple comorbidities. According to Dr Mir Musaul Tarique (Prevocational Trainee), Dr Peter English (Coast City Country PGPPP Medical Sharon Flynn, Chief Executive of Coast Educator), Ms Sharon Flynn (Coast City Country, CEO), Dr Andrew Cumberlege (DPET, Wagga Wagga Base Hospital), Dr Barbara Cameron (Prevocational Trainee), Dr Murray Schofield (Prevocational Trainee) City Country General Practice Training, a regional training provider, “doctors prevocational general practice of both junior doctors and patients. who have completed PGPPP rotations placements they offer increase from a The model has a number of distinctive talk of the greater confidence they single practice in 2008 to 17 in 2011, attributes: have on their return to complete their with more to be added next year. • General practices already holding in-hospital rotations.” accreditation with the RACGP or According to Sharon Flynn, “we are Feedback from trainees indicates that also experiencing an increase in the ACRRM can avoid the need for an these placements are an invaluable number of junior doctors choosing initial site visit. This significantly addition to their prevocational training networks because of the availability of reduces the time required to experience. A recent evaluation our rural and regional PGPPP posts.” complete provisional accreditation indicated that 100% of trainees She noted that “perhaps the most • The leadership and governance role would recommend the placement to telling measure of the success of the of the regional training providers their colleagues and 67% rated their program is the stories.” One such story is recognised by requiring these skills and confidence as a doctor comes from Dr Barbara Cameron, a organisations also to be accredited as ‘significantly improved’ by the prevocational trainee in her first year • A collaborative agreement forms the experience. after graduation, who remarks: “I found basis of a partnership between the The placements are supported by a this placement extremely fulfilling. I regional training provider, a feeder collaborative relationship between would strongly recommend a PGPPP hospital and the general practice in a feeder hospital, who releases the term during internship to any doctor the delivery of the education and trainee, a regional training provider that and particularly to those interested in training program provides governance and leadership a possible career in general practice.” of the program, and a general practice, CETI’s accreditation model is a unique Another key to success has been which provides the clinical experience response to the general practice CETI’s ability to accredit GP practices and training. CETI has focused on prevocational training context and has and regional training providers to take acknowledging and supporting these successfully enabled the accreditation the placements. In 2010 CETI piloted collaborations, which are unique to of an additional 43 general practices a new provisional accreditation model this setting. and six regional training providers. in response to almost 50 practices The program has provided a significant seeking accreditation in a short space The PGPPP is a Commonwealth expansion to the training settings of time. The model provides a high funded program and is being available to prevocational trainees. level of streamlining compared to undertaken in close partnership with Coast City Country General Practice hospital accreditation processes, but General Practice Education and Training has seen the number of remains robust to ensure the safety Training (GPET).22 REPORT AGAINST OUR GOALS
  • 25. in focusNSW intern allocation: managingtraining places and rural needs Dr Martin MackertichOne of CETI’s important strategic • Building capacity in the Aboriginalroles is to manage the allocation medical workforce, which is alignedof graduates to places in training with the national “Closing the Gap”networks in NSW - a third of all intern in Aboriginal health care outcomesplaces in Australia. The challenge for agreement, allows placement ofCETI is not only to assist as many Aboriginal medical graduates intograduates as possible to start their hospitals or networks with access toprevocational training but also to help support and mentoring. Almost 50%build a sustainable workforce in rural of Aboriginal graduates so far haveand regional areas where attracting taken this pathwayand retaining staff can be a significant • Regional preferential allocation whereissue. graduates are allocated before theCETI is the first allocation body in main round of allocation. UnderAustralia to implement a fully electronic this pathway the number of traineeallocation process, with applicants doctors allocated to regional hospitalsapplying for internships through a increased by 50% for 2012unique online system known as the amount of information is also now According to Dr Martin Mackertich,Prevocational Training Allocation provided online, including relevant Chair of the Prevocational WorkforceProgram (PTAP). This system dates, policies and procedures, with Advisory Committee “it’s importantallows graduates to upload all of the site being accessed 4800 times in to have this flexibility because wetheir documentation and receive an regard to the 2012 allocation. These know that undertaking your internshipimmediate confirmation that it has been innovations have made the process in a location that meets both yourreceived and assists CETI to manage easier for all potential medical interns personal and career needs is one ofthe allocation process more efficiently. and also helped contribute to the the best indicators for success in your uptake of the regional preferentialTo attract graduates to rural and prevocational years.” allocation.regional areas, special pathways have The allocation process for the clinicalbeen established that allow priority Dr Mackertich added that “the year 2012 commenced in March 2011,allocations before the main round. Committee’s main focus at the moment with 846 positions to fill across 15These pathways include: is in working with other sectors of prevocational training networks. the system to ensure that not only• Rural preferential recruitment where In 2010 CETI introduced a series of is there an equitable distribution of graduates can apply directly to rural presentations to medical students the increasing numbers of medical hospitals and participate in a merit in their final year. In early 2011 this graduates across the system based based selection process. Numbers included presentations at the rural on clinical demand, but that all NSW have increased from 15 in 2007 to clinical schools as well. A significant graduates continue to have access 80 for 2012 to good training opportunities.”Table 1 – Number of prevocational training positions recruited to and allocated in NSWas at 30 June 2011 (note that the 2012 allocation process was not complete at that date) This program of work is a significant contribution to the task of building a Programs in each Clinical Year Positions Positions Positions Positions Offered Accepted Offered Accepted high quality and sustainable medical 2011 2011 2012 2012 workforce for all the people of NSW. Rural Preferential Recruitment 81 61 89 80 Regional Preferential Allocation 78 70 144 144 CETI allocates a Building Capacity Aboriginal 2 2 3 3 third of all intern Medical Workforce Program places in Australia General Allocation 637 619 Total 770 846 CETI > ANNUAL REPORT 2010/11 23
  • 26. 2 Report against our goals Goal 4: Flexibility, innovation and quality in learning CETI leads the way in using new and Fellowships, universities and CETI has appointed technology to deliver education and research capacity building program our first Simulation learning to the health professions. • CETI is conducting an analysis Coordinator to support It has created a new directorate of e-learning standards to be the development of of Learning Innovation and Future disseminated in October / Technology (LIFT) to progress November 2011 simulation in learning e-learning, blended learning, learning • Using technology to support learning, management systems and simulation. CETI has established a number of • CETI is working to increase the resources that are available online use of simulation in learning. We across a range of programs to enable have appointed our first Simulation more flexible and cost effective Coordinator to support development access to learning of this initiative and plan to appoint • Nursing Grand Rounds is a rural a Chair of Simulated Learning program using video conferencing as Environments an innovative way to enable shared • CETI promotes evidence-based learning for rural and remote nurses training in our production of resources with six out of seven rural LHDs and our collaboration with training participating linking 160 nurses networks and programs, Colleges each month24 REPORT AGAINST OUR GOALS
  • 27. in focusNursing Grand Rounds via videoconference– Innovation links rural nursesNursing Grand Rounds viavideoconference was established in2009 to link nurses from isolated healthfacilities, where 90% of triaging foremergency management is undertakenin the absence of a Medical Officer.During 2010-2011 this program wasevaluated and expanded. It now coverssix of the seven rural LHDs and links160 rural and remote nurses eachmonth. An evaluation in June 2011 identified Dominant evaluation themes emerged:The program provides a peer review that 25% of the small sites participating • The importance of correct skill mix ofand mentoring network for nurses who had no or very limited access to a staff in small facilitiesdo not have larger teams for support, medical officer on site and that demand • The value of good assessment andby sharing experiences from actual was high for clinical assessment to be effective communication of physicalcases using reflection on clinical accurately communicated to a critical risk factorspractice and peer review. Lessons care team at a larger regional centre. • The need for facilities with limitedlearned from clinical discussions The program has become an accepted staffing to develop contingency plansenhance decision making skills and form of peer review, evidenced by for potential difficult cases in theirpatient care. The benefits for nurses the growing level of open discussion communityinclude increased staff satisfaction, between the sites and the ‘no blame’strengthening rural career options The engagement of clinical champions atmosphere established by reflectingand ultimately rural recruitment and within each LHD to support sites and on episodes of care, not the careretention. It also creates an opportunity as guest speakers on the roster adds providers. Attendance at presentationsto obtain clinical nurse education depth to the Nursing Grand Rounds averages 40 nurses per LHD per month(CNE) hours without travel. Each case program. The program is owned with the diversity of cases presentedpresentation accrues one CNE hour and driven by rural nurses – peer reflecting the generalist roles of ruralfor national registration. networking is the valued outcome. nurses. The evaluation showed that Rural nurses sharing experiences inIn 2008 NSW Health, in collaboration for 91% of respondents regular case management of ‘actual’ cases is a verywith IRCST (which became part of review had stimulated reflection on practical approach to focusing on bestCETI), identified the priority need for team clinical practice, leading to practice.mentoring and supervision of rural questions such as, “What would weand remote nursing staff from smaller have done in that case?” and 93% In September 2011, Hunter Newfacilities. The rural area health services found the sessions very valuable as England LHD will commence a Multi-were consulted and a questionnaire “the focus is on rural clients and the Purpose Service (MPS) programwas distributed to rural generalist unison of challenges for rural nurses.” model and it is envisaged that in 2012nurses who overwhelmingly supported negotiations will begin with the Far Technical issues with audiovisualthe concept of linking small sites for West LHD to implement a program quality and connections being lost atcase discussions. This was approved, linking with the Royal Flying Doctor times impeded the ability to achieve adeveloped and implemented in 2009. Service. fully interactive environment. However,Eight sites from Mid North Coast and adopting the practice of ’calling in’ eachNorth Coast LHDs commenced the site at the beginning and at the end for Lessons learned fromprogram in 2009. They were joined by questions/discussion allowed everyone clinical discussionseight sites from the Western LHD in the opportunity to be involved. enhance decisionSeptember 2010 and eight sites from making skills andSouthern and Murrumbidgee LHDs inJanuary 2011. patient care CETI > ANNUAL REPORT 2010/11 25
  • 28. 2 Report against our goals Goal 5: Improved standards in education and training • CETI has been planning for a Multi- Medical Supervisors Forum to be held in the second half of 2011 to provide supervisors across networked training programs with an opportunity to learn new techniques and discuss issues • Through our investment in staff and systems, CETI is providing learning and skill enhancing opportunities for CETI staff • CETI is working to ensure the use of learning management systems and blended learning to improve access and standards in education and training • CETI is working to improve the teaching skills of current and potential medical staff clinical leaders through The Institute is to have, at least, • CETI is investing in clinicians by delivering high quality innovative the following principal purposes supporting and promoting “Teaching leadership programs. The program and functions: on the Run” (TOTR) a training for current leaders of medical trainees program designed to help doctors (b) to design, institute, conduct (LEAdership Development program – become better educators and clinical and evaluate leadership training LEAD) and the program for potential supervisors. The success of the for clinicians to enable clinicians to leaders of medical trainees (Future program comes from its ability to be become clinical leaders and also LEAders Development Program – run in small groups, with the help of health system leaders; LEAP) together trained 22 participants an experienced facilitator. CETI has (c) to design, institute, conduct and in the 2011 intake sponsored TOTR program events at a evaluate training for clinicians to enable number of hospitals, provided training clinicians to become skilled teachers DVDs for facilitators and maintained a CETI is working and trainers for the trainees in all of the contact list of facilitators for hospitals to improve the programs conducted by the Institute. to access. There were 21 new TOTR (Garling Recommendation 36, b&c) teaching skills facilitators trained during 2010-2011 of current and • CETI is working with the Royal Australasian College of Physicians potential medical (RACP) to improve standards of staff clinical training service delivery leaders through • CETI is working to improve delivering high assessment training. The Hospital quality innovative Skills Program Assessment / leadership Supervision Workshop held in April programs included a calibration exercise for assessment decisions. CETI produced a DVD Assessment in Action which has been distributed to all Network Directors of Hospital Training26 REPORT AGAINST OUR GOALS
  • 29. in focusImproving standards in health educationand training by developing clinical leadersCETI’s strategy to achieve improvedstandards in education and trainingis being realised in the LeadershipDevelopment Program (LEAD) and theFuture Leaders Development Program(LEAP) which deliver an innovative,interactive and inspirational traineeleadership program for current andfuture clinician leaders in medicaleducation and training within theNSW Health system. Dr ChamindraWijeratne, a previous programparticipant and Anaesthetic Senior Dr Chaminda Wijeratne Dr Emma McCahon teaching on the 2010 LeadershipResident Medical Officer Concord Development ProgramHospital, noted that “the skills gained Following a 2009 LEAP pilot program, One idea being implemented is thehave played an invaluable part in my the LEAD program for consultants was Clinical Acquisition of Procedural Skillsefforts to improve medical training added in 2010. In 2011 the programs (CAPS) program piloted at Westmeadand education in NSW.” were run jointly with 22 participants. Hospital. The aim of the programTraditional teaching methods in One of the benefits was the clinical was to assist junior medical staff inmedical education and training have consultants on the program enriching the clinical acquisition of proceduralfocused on the diagnosis and treatment the content for the trainees with skills. This program was designed,of medical conditions. According to their experience. Since 2009 there championed and implemented byDr Emma McCahon, Chair of the have been over 45 participants who junior doctors who saw a gap in thePaediatric Physician Training Council now hold leadership roles and are system as an opportunity.and Clinical Chair of CETI’s Future influencing medical education in the An important objective of CETI is thatLeaders Program, “whilst clinical NSW health system. modern learning theories and adultskills are clearly important, the The programs consist of five learning principles should be reflectedimportance of nontechnical skills such workshops, three projects undertaken in the design and delivery of curriculum,as communication, conflict resolution in groups and workplace-based courses and learning materials forand negotiation are becoming more experience. There is a strong focus health professionals, as evidentrecognised. These skills are particularly on medical education and training, in the LEAP and LEAD programs.pertinent in designing, implementing drawing on the participant’s experience “Participants have an opportunityand running clinical education within and faculty experience in the health to develop skills through collegiatethe health system.” Dr McCahon and corporate sector. The participants learning and by engaging in interactivecomments that with CETI’s Future are challenged to develop and apply workshops, group discussions andLeaders Development program their skills both in the workshops and self-reflection” explains Dr McCahon.“trainees and clinicians get a chance in their workplace. These skills are complemented andto look at what it actually means to be further developed by self-directed anda leader in medical education and Dr Wijeratne adds “most of the web-based learning, a mentor programtraining.” ideas that have been developed and practical leadership experience in by participants are now being the workplace.Participants who implemented in NSW Health at various levels, and I have no doubt that this isnow hold leadership only the beginning of the contributionroles are influencing by these leaders in medical education Developing Clinical Leadersmedical education and training in NSW.”in the NSW healthsystem CETI > ANNUAL REPORT 2010/11 27
  • 30. 2 Report against our goals Goal 6: Knowledge and knowledge management (R)eform can only be driven by • CETI’s major resource development • As part of establishing e-standards information which proves on the included expanding on our production CETI commenced a review of evidence the best models of care of The Superguide: a handbook for governance guidelines for uploading for the patient. (Garling Report 1.46) supervising doctors in training by documents to our online learning commissioning a consultation draft centre. This review will be completed of a similar handbook for allied health in 2011-2012 CETI’s major professionals. An updated version • CETI is promoting the sharing of resource of The Doctor’s Compass – a guide knowledge through the expanding development to prevocational training developed use of our website and online included expanding by the NSW JMO Forum was also learning module on our production published. Both of these resources • CETI is exploring avenues for rural of The Superguide: along with others are available on participants enrolled in educational our website www.ceti.nsw.gov.au a handbook for activities to access web-based • CETI’s work with technology has applications to network and interact supervising doctors enabled new e-education resources • CETI has started planning for in training by including: a state based webpage for the commissioning - Online learning tool to improve GP Procedural Training Program a consultation detection and early management for potential trainees to access draft of a similar of osteoporosis by junior doctors information about the availability of handbook for - Online primary exam preparation posts and positions around NSW allied health for emergency medicine trainees • CETI is using social media to promote professionals - Online learning management knowledge sharing by creating a system for the Basic Sciences in LinkedIn group for allied health Oncology Course professionals to stay up to date - Online components for Psychiatry with developments in allied health training education and training28 REPORT AGAINST OUR GOALS
  • 31. in focusManaging knowledge foundationsfor our learning future Trevor McKinnonIn 2010-2011 CETI has been “CETI’s vision to have one log-in toestablishing the foundations that a system that will provide all NSWenable learning resources to be Health workers with all the learningavailable anywhere at any time to and training modules that arehealth workers. Evolving technology available across the state in a secureopens up options for knowledge environment. These modules will becreation and sharing and provides able to be filtered down to those linkednew learning opportunities for many to a particular role or professionalhealth workers. It also raises issues requirements. The system will alsoof access inequality, management provide each worker a completeand bandwidth availability which need portfolio of their learning attainments.”to be addressed. CETI is working to To do this we need to get theprovide solutions that suit a range of foundation and the governance right.different requirements for both rural In 2011-2012 we will be setting up anand metropolitan health workers while e-learning advisory group. This groupsetting up e-learning frameworks and needs. Easier access may also mean will not only look at our e-learningstandards. We have been working more people becoming engaged in standards and how we manage them,with stakeholders including LHDs, learning. Mobile devices will open up but also review possible content fromhealth professionals, health educators, more opportunities using innovation a range of different sources. CETI willadministrators and Health Support to provide flexibility and access at all continue to work with our stakeholdersServices to understand the current hours. The future is exciting, but laying to build trust and confidence in thesituation and the desired future for the foundations is the important work system. CETI will also work withe-learning. For example, the rise of currently. our other pillar organisations – Thesocial media opens up new ways to Clinical Excellence Commission, Thecommunicate and share knowledge The increasing Agency for Clinical Innovation, andbut access to social media and its use the Bureau for Health Information – to use of e-learningcurrently varies considerably. This ensure that our common needs around and technologymeans social media for now can only educational knowledge managementbe used as part of a blended approach. advancements will are considered.Because technology upgrades happen be an integral part The use of e-learning and technologyin a staged way across networks, of CETI’s futuree-learning frameworks and standards advancements will be an integral partwill be needed to ensure that learning of CETI’s future. Increasing demandmaterials are produced to cater and international trends are leading afor different access requirements, push for an online solution to learningincluding making both high and low Number of hits on the CETI website 1 July 2010-30 June 2011fidelity versions and using a range ofmedia. 31274 29317 27220Trevor McKinnon, CETI’s Director 24875 23997 25070of Learning Innovations and Future 20591 20582Technologies (LIFT), summarises 16069 14829CETI’s goal as “working towards 12859 11150solving people’s access issuesand delivering a knowledge andlearning management solution thatsupports easy access and excellence Jul 10 Aug 10 Sep 10 Oct 10 Nov 10 Dec 10 Jan 11 Feb 11 Mar 11 Apr 11 May 11 Jun 11in education.” Trevor adds that CETI > ANNUAL REPORT 2010/11 29
  • 32. 2 Report against our goals Goal 7: Communication Communication is at the heart of what • CETI informs our stakeholders • CETI engages prevocational medical we do. CETI is therefore incorporating of our initiatives, resources and trainees through regular JMO Forums a range of communication strategies opportunities and seeks input to for junior medical officers. These to reach our partners and our people inform our work through: forums are held four times per year working in Local Health Districts. - Our website www.ceti.nsw.gov.au and draw intern representatives from - Our Facebook group page the various training networks with an CETI engages average attendance of 25. Delegates - Our LinkedIn group are elected from the ranks of first prevocational - Our newsletter cetiscape which year post graduate interns. The medical trainees appeared five times in 2010/11 and forum works on projects to improve through regular was distributed electronically to over communication and workforce 3000 subscribers, a list growing by JMO Forums for development outcomes both request with each issue junior medical - Email groups collectively and in working groups. officers Some of the projects for 2010-2011 - Special purpose forums, included: intern orientation; handover conferences and expos audit; skills audit tool; modified lecture - Committees series; supervision survey; JMO fact - NSW Health Senior Executive sheet; and the Doctor’s Compass Advisory Board reports and briefings publication • CETI has been working to foster wider communication through: - Our collaboration with a wide range of stakeholders - Our training and support programs and resources30 REPORT AGAINST OUR GOALS
  • 33. in focusMaking handover educationalhelps communication CETI’s work is group was made a core component of helping to improve the project team, and we could offer communication in the advice on what JMOs needed to make hospital environment, handover work well,” says Hamish. which is often the key HSPIB Principal Project Officer Ianto improving patient care. In 2009 Richards agrees: “The project benefitedthe Health Services Performance greatly by having JMOs from a rangeImprovement Branch (HSPIB) of NSW of networks representing their peersHealth began work on a Safe Clinical in all phases of development. TheirHandover project to improve the hard work and creative input gives uscommunication of patient information confidence that the project is relevantat transitions in the health system. to and meets the needs of newlyIn 2010 the project focused on the graduated medical officers.”handover of patients between junior The JMO Forum group emphasisedmedical officers (JMOs) at shift Dr Hamish Dunn the role of senior clinicians and thechanges, a crucial moment when a educational opportunities at shiftfailure of communications can have handover, knowing that makingadverse effects on patient care. The handover educational would helpCETI JMO Forum has enabled JMOs to make it happen.to come up with solutions byemphasising the educational “Working with CETI’s JMO Forum hasopportunities handover provides. given us an opportunity to contribute to the health of the healthcare system,”The JMO Forum, CETI’s advisory says Hamish. “As a JMO, you arecommittee of prevocational medical usually immersed in the day-to-daytrainees includes interns and residents round of patient care – which is great.from the 15 prevocational training But junior doctors can offer a uniquenetworks. It helps connect CETI to JMO Forum September 2010 way of looking at the health system,the networks, and provides a channel and it’s refreshing to step backfor communication and creative sometimes to consider the system ascollaboration between clinicians a whole, and the ways we might doand change agencies in the health things better.”system. It is a good example ofCETI’s collaborative way of working:connecting clinicians, administrators Working withand educators for workforce CETI’s JMO Forumdevelopment to improve patient care. gives juniorCETI contributed to the Safe ClinicalHandover project by connecting the medical officersHSPIB taskforce with the JMO Forum. an opportunityDr Hamish Dunn, a resident medical to contribute toofficer at Hornsby Hospital was one the health of theof a small group who volunteered to healthcare systemgive essential JMO input. “Our JMO Dr Amanda Brownlow and Dr Ricki Sayers, JMO Forum Chairs 2010 and 2011 CETI > ANNUAL REPORT 2010/11 31
  • 34. 2 Report against our goals Goal 8: Collaboration The demands on the current system • CETI collaborates with medical • CETI collaborates with the Rural cannot tolerate this rather leisurely colleges and fellowships to support Doctors Network on our Rural 19th Century approach and I have their training programs Clinical Team Leadership program, recommended that the Institute • CETI collaborates with the Cancer the medical intern allocation, explore in collaboration with the Institute NSW to deliver the Basic rural preference recruitment, rural relevant stakeholders how this can Sciences in Oncology Course for scholarships, Prevocational GP change for the better. oncology trainees Placement Program (PGPPP) and (Garling Report 1.69) • CETI collaborates with LHDs around accreditation CETI works in partnership with a range the allocation of training placements, • CETI collaborates with Health of groups within and outside of health the delivery of prevocational and Workforce Australia (HWA) on the to deliver its key programs. other training programs for those Clinical Training Reform work group who work in hospitals (including programs and projects to improve • CETI collaborates with our Pillar medical administration and allied and expand access to quality clinical partners - Clinical Excellence health professionals), support of the training for health professionals Commission (CEC), Agency for rural and remote workforce, and in Clinical Innovation (ACI) and Bureau resource and program development CETI collaborates for Health Information (BHI) – through regular meetings to inform and align • CETI collaborates with LHDs and with LHDs and tertiary institutions as undergraduate tertiary institutions each other’s work and for special education providers to ensure projects such as: as undergraduate graduates are ready to work in a - ACI – joint project on developing education providers team-based environment online resource for Osteoporosis • CETI collaborates in developing to ensure graduates - CEC – sepsis program Safe Hands rural research capacity with LHDs, are ready to work - CEC – using Clinical Team tertiary institutions, the NSW Primary in a team-based Leadership Distance Education Health Care Research Capacity environment Module to conduct Clinical Team Building Program (NSW PHC) and Leadership Programs the Australian Rural Health Research - CEC, ACI and BHI providing articles Collaboration. for our newsletter cetiscape32 REPORT AGAINST OUR GOALS
  • 35. in focusCollaboration helpsrural based researchersCETI has been using a collaborativeapproach to build the capacity ofrural based researchers with the aimof growing the rural evidence base.There are many organisations andindividuals working together to supportthe Rural Research Capacity BuildingProgram (RRCBP) providing tutoring,mentoring, training or advocacy. Theseinclude The NSW Primary Health CareResearch Capacity Building Program(NSW PHC) – a Commonwealthfunded program that includes theUniversity of Sydney, University of NewSouth Wales, Newcastle University, Workshop lecturers, Prof David Lyle, A/Prof David Perkins, Ms Frances Boreland (UniversityAustralian National University Department of Rural Health, University of Sydney, Broken Hill), Dr Raechelle Rubenstein (UniversityDepartments of General Practice, of Sydney), Dr Emma Webster and Mr David Schmidt (CETI) with research candidates and mentorsand the Broken Hill, Lismore (USYD) Mentoring is a highly valued part of “Each of the participants hasand Tamworth (Newcastle University) the RRCBP which contributes to the produced high quality research thatUniversity Departments of Rural development of sustainable research addresses an important rural healthHealth, as well as the Australian Rural relationships. All mentors give freely issue. This is an excellent program.”Health Research Collaboration and of their time and expertise and are Professor David Lyle, Head of TheThe University of Sydney School of a tangible product of the extensive University of Sydney, Broken Hill,Rural Health (Dubbo and Orange). University Department of Rural Health collaboration which supports theStaff from all rural local health districts program. “This is the gold standard forin NSW are invited to participate Program outcomes are measured by a collaborative researcherin the RRCBP and are awarded a self-assessed competence on selected development program in that itplace in the program based on their research skills using the ‘Research selects clinicians who researchreadiness to undertake a research Spider’, a validated tool for measuring important clinical problems andproject, the relevance of the research research skills. Data collected since the provides them with academic andto advancing rural health and support program’s inception indicates that there organisational supports whichfrom their health service. The program is a statistically significant increase assist them to produce high qualitycommenced in 2006 and in 2011 in research experience in each of the and clinically relevant research.received its sixth intake. ten measured skills by all participants. The future of rural health researchCandidates from the 2009 and Evaluation of the RRCBP includes the depends on programs like this.”2010 intakes, along with mentors routine collection of information for all Associate Professor D A Perkins,and lecturers attended a workshop intakes on factors such as financial Director Centre for Remote Health investment, attendances at face to Research, University of Sydney, Editorin February 2011 at the University in chief, Australian Journal of Rural Healthof Sydney to provide the skills and face workshops or teleconferencesconfidence required by candidates to and progress to timelines for “[Research is] not about oneadvance their chosen research project. candidates. This is collected in terms person‘s work, it‘s aboutThe NSW PHC collaboration in the of inputs, outputs and outcomes and collaboration and that‘s one thingworkshops worked well. The teaching is based on a program logic model. the program can help you with. Itteam were experienced facilitators Evaluation, feedback from candidates identifies networks and the valuewith a deep appreciation of the context and evolving partnerships in of working within a network.”in which rural health professionals collaboration have continued to [Candidate comment from the externalare working and knowledge of rural strengthen the structure and content ARTD Consultants evaluation 2010]research that could support each of the program, which is deliveringcandidate’s research project. skilled rural based researchers. CETI > ANNUAL REPORT 2010/11 33
  • 36. 2 Report against our goals Evaluation As part of our ongoing evaluation Part of CETI’s approach to evaluation and planning process, CETI has is staff capability building. Staff will started developing an organisational be supported in evaluation planning evaluation framework to ensure that including program logic modeling. the organisation and its initiatives, Results identified through such programs and projects are evaluated activities will be communicated to regularly, consistently and in accord stakeholders and findings will be with principles of best practice. This incorporated into programs to drive work builds on a number of related improvement. In March 2011, CETI CETI activities including the review of held its first program logic workshop prevocational training networks and for staff. A number of places were the evaluation of capacity building offered to partner agencies, and programs. In addition to identifying we welcomed participants from the organisational achievements and Policy and Technical Support Unit, informing decision making, the the Clinical Excellence Commission framework will ensure that business and the Cancer Institute NSW. decisions are based on evidence and Program logic is a practical method that the organisation is accountable. for planning programs to ensure that Evaluation findings will identify our the linkages between aims, processes strengths and weaknesses and and outcomes are logical and that contribute to continual enhancement evaluation of the program is integral of our work. to the program design. As CETI’s new directorates and As CETI’s new centre take shape, staff will create directorates and program-specific evaluation plans centre take within the framework and guided by the organisation’s mission and shape, staff will goals. create program- specific evaluation plans within the framework and guided by the organisation’s mission and goals34 REPORT AGAINST OUR GOALS
  • 37. CETI > ANNUAL REPORT 2010/11 35
  • 38. 3 Our people Management and staff Executive team In 2010-2011 the CETI Executive team consisted of Prof Steven Boyages Chief Executive Dr Gaynor Heading General Manager Linda Cutler Executive Director Rural Directorate Prof Simon Willcock Acting Director Medical Directorate Dr Paul Cunningham Acting Head Medical Directorate (from April 2011) The CETI team Linda Cutler, Prof Steven Boyages, Dr Gaynor Heading CETI Head Office staff Professor Simon Willcock CETI Rural & Remote Directorate staff36 OUR PEOPLE
  • 39. CommitteesStatutory CommitteesAUDIT AND RISK MANAGEMENT COMMITTEEThe objective of the Committee is to provide independent assistance to the Boards of the three Statutory HealthCorporations (Agency for Clinical Innovation (ACI), Bureau of Health Information (BHI), Clinical Excellence Commission(CEC) and to the Chief Executive of CETI by overseeing and monitoring the statutory health corporation’s governance,risk and control frameworks, and its external accountability requirements. Prof Steven Member CETI Non-independent member appointed for the term of appointment as the Chief Executive Boyages of CETI Ms Gerry Brus Member Independent member Mr Allan Cook Chair Independent member Ms Robyn Kruk Member CEC Non-independent member appointed for the term of appointment to the Board of Clinical Excellence Commission Mrs Liz Rummery Member BHI & ACI Non-independent member appointed for the term of appointment to the Board of Bureau of Health InformationFINANCE AND PERFORMANCE COMMITTEEThe primary purpose of the Finance and Performance Committee is to assist the CETI Chief Executive to ensure that theoperating funds, capital works funds and service outputs required of the organisation are being achieved in an appropriateand efficient manner.The Chief Executive is to ensure the requirements and provisions of the Accounts and Audit Determination issued by theDepartment of Health are properly observed throughout the organisation. Mr Craig Bingham Program Manager, General Medical Training Unit Ms Pamela Bloomfield Learning and Teaching Coordinator, Nursing & Midwifery Directorate Prof Steven Boyages Chief Executive (Chair) Ms Linda Cutler Director, Rural Directorate Ms Jacqueline Dominish Learning and Teaching Coordinator, Allied Health Ms Jane Evans Acting Program Manager, Standards, Accreditation and Allocation Ms Lynny Groshinski Acting Deputy Head, Specialist Medical Training Unit Dr Gaynor Heading General Manager Mr Trevor McKinnon Director LIFT, Centre for Learning and Teaching Ms Daniella Pfeiffer Learning and Teaching Coordinator, Allied Health Mr Norman Smith (Independent Member) Finance Director, Health Support Services Ms Julie Tonowicz Acting Finance Information & Resource Manager Dr Rob Wilkins Learning and Teaching Coordinator, Centre for Learning & Teaching Prof Simon Willcock Director, Medical DirectorateCHIEF EXECUTIVE COMMITTEEThe purpose of the Chief Executive Committee is to govern CETI as determined by the Health Services Act 1997 no 154:• To promote, protect and maintain the health of the residents of NSW• To achieve and maintain adequate standards of clinical education and training that supports safe, high quality patient care• Generally to consult and co-operate (as it considers appropriate) with any one or more of the following: - the other three pillar corporations recommended by Garling - key stakeholders (clinicians, clinical support staff, students, local hospital networks) - other individuals and organisations (including voluntary agencies, private agencies and public or local authorities) concerned with the promotion, protection and maintenance of health (Table on next page) CETI > ANNUAL REPORT 2010/11 37
  • 40. 3 Our people Committees continued Ms Melissa Adattini ACHSM Management Trainee (Secretariat) Ms Danielle Byers Program Coordinator, Centre for Learning & Teaching Ms Pamela Bloomfield Learning and Teaching Coordinator, Nursing and Midwifery Prof Steven Boyages Chief Executive Dr Paul Cunningham Acting Head, Medical Directorate Ms Linda Cutler Director, Rural Directorate Ms Jacqueline Dominish Learning and Teaching Coordinator, Allied Health Ms Jane Evans Acting Program Manager, Standards, Accreditation and Allocation Ms Lynny Groshinski Acting Deputy Head, Specialist Medical Training Unit Dr Gaynor Heading General Manager (Chair) Ms Katrina Hoult Secretariat Dr Greg Keogh Director, Medical Directorate Mr Trevor McKinnon Director LIFT, Centre for Learning and Teaching Ms Daniella Pfeiffer Learning and Teaching Coordinator, Allied Health Dr Rob Wilkins Learning and Teaching Coordinator, Centre for Learning and Teaching Prof Simon Willcock Director, Medical Directorate Other Committees BASIC PHYSICIAN TRAINING COUNCIL • Promotes high quality physician training by ensuring the effective functioning of the Network Governance Committees for basic physician training networks in New South Wales • Supports the delivery of advanced physician training as required Ms Carmen Axisa Medical Education Officer Royal Australasian College of Physicians Dr Sandy Beveridge Network Director of Physician Training St Vincent’s Network Ms Christina Dawson Basic Trainee Executive Officer Royal Australasian College of Physicians Dr Dominic Dawson Area Health Service Manager NSW Health Dr Kumari Dissanayake Basic Trainee Junior Medical Staff Unit, Northern Sydney LHD Ms Margaret Harburg Executive Officer, Site Accreditation, Royal Australasian College of Physicians Education Deanery Prof Anne Marie Hennessey Former Chairman, Professor of Medicine University of Western Sydney Mr Jeremiah Jacinto Program Coordinator CETI Dr Adam Lee Basic Trainee Northern Sydney & Central Coast LHDs Dr Ken Liu Basic Trainee Sydney South West LHD Dr Linda MacPherson Workforce Development and Innovation Ministry of Health Dr Katrina Morris Advanced trainee Dr Jay Ramanathan Basic Trainee Ms Andrea Ross Support Officer CETI Assoc Prof Ian Rewell Director of Medical Services South Eastern Sydney & Illawarra Shoalhaven LHDs Dr Raymond Slobodniuk General Clinical Training Committee Chair General Clinical Training Committee Chair Ms Marie-Anne Van Roie Medical Education Officer Royal Australasian College of Physicians Prof Iven Young Clinical Chair, Basic Physician Training Council Royal Prince Alfred Hospital University of Sydney38 OUR PEOPLE
  • 41. BASIC SCIENCES IN ONCOLOGY COURSE ADVISORY COMMITTEE• Provides advice and assists CETI and the Cancer Institute NSW in achieving its objectives in the development and delivery of the Basic Sciences in Oncology Course Dr Joseph Bucci Topic Coordinator Radiobiology (retired December 2010) Dr Melvin Chin Topic Coordinator Cancer Biology Medical Oncology, Prince Of Wales Clinical School Assoc Prof Katy Clark Topic Coordinator Palliative Care Director of Palliative Care, Hunter New England LHD Prof Stewart Dunn Topic Coordinator Communications Royal North Shore Hospital, The University of Sydney Dr Kerwyn Foo Topic Coordinator Physics and BSOC Radiation Oncologist, Illawarra Cancer Group, Clinical Coordinator Wollongong Hospital, University of Sydney Ms Kay Francis Executive Officer Medical Oncology Group of Australia Prof Val Gebski Topic Coordinator Research and Evidence NHMRC Clinical Trials Centre University of Based Medicine Sydney Medical School Dr Debra Graves Chief Executive Officer The Royal College of Pathologists of Australia Ms Nadine Hackl Program Coordinator Cancer Professional Cancer Institute NSW and Patient Support Dr Amy Hayden Topic Coordinator Radiobiology Radiation Oncology, Westmead Cancer Care Centre Dr Craig Lewis Medical Oncology Supervisor Medical Oncology, Prince of Wales Hospital Dr Winston Liauw Topic Coordinator Clinical Pharmacology Cancer Care Centre, St George and and BSOC Clinical Coordinator Sutherland Hospitals Dr Matthew Links Medical Oncology Supervisor Cancer Care Centre, SES & Illawarra Shoalhaven LHDs Dr Denise Lonergan Radiation Oncology Supervisor Southern NSW Network, Prince of Wales Hospital Dr Najmun Nahar Radiation Oncology Supervisor Radiation Oncology, Westmead Cancer Care Centre Dr Andrew Penman Chief Executive Officer (retired December 2010) Cancer Institute NSW Dr Monica Robotin Medical Director NSW Cancer Council, School of Public Health Dr Stephen Thompson Topic Coordinator Anatomy Radiation Oncology, SES & Illawarra Shoalhaven LHDsCARDIOLOGY TRAINING COMMITTEE• The purpose of the NSW Joint CETI / Cardiac Society of Australia and New Zealand (SCANZ) Cardiology Training Committee (JCTC) is to promote high quality adult cardiology training in NSW Dr Len Kritharides Clinical Chair, Director of Cardiology Concord Repatriation Hospital Dr Chris Alexopoulos Cardiology Specialist Port Macquarie Cardiology Dr Rav Bhindi Cardiology - Interventional Royal North Shore Hospital Dr Jennifer Law Advanced Cardiology Trainee St Vincent’s Hospital Sydney Dr Christian Mussap Staff Specialist Cardiology Liverpool Hospital Dr Young Yu Advanced Cardiology Trainee Cardiology Royal Prince Alfred Dr Rajesh Puranik Senior Lecturer, Cardio- vascular Diseases University of Sydney, Royal Prince Alfred Dr Preeti Choudhary Advanced Cardiology Trainee Westmead Network, JMO education Dr Kristian Prados Advanced Cardiology Trainee Port Macquarie Hospital Dr Pratap Shetty Cardiac Diagnostics Centre Wollongong Hospital Ms Lynne Portelli Chief Executive Officer Cardiac Society of Australia and New Zealand CETI > ANNUAL REPORT 2010/11 39
  • 42. 3 Our people Committees continued EMERGENCY MEDICINE TRAINING IMPLEMENTATION GROUP / EMERGENCY MEDICINE STATE TRAINING COUNCIL (FROM MAY 2011) • Provides oversight of the emergency medicine training networks in NSW Health services in accordance with the NSW Health endorsed recommendations for the delivery of emergency medicine training in NSW • Reviews the composition and governance of the emergency medicine training networks in NSW Dr Shalini Arunanthy ACEM representative Westmead Hospital Dr Cameron Dart Emergency Department Heads representative Calvary Mater Newcastle Ms Cathy Ellis Department of Health representative NSW Health Ms Lynny Groshinski Senior Program Coordinator, CETI Medical Directorate Dr Jon Hayman Clinical Chair, Emergency Medicine Royal Prince Alfred Hospital, Implementation Group / Emergency Medicine State Training Council (from May 2011) Ms Mary Lawson Director of Education ACEM (from May 2011) Australasian College for Emergency Medicine Dr Greg Keogh Deputy Director, Medical Directorate CETI Ms Alana Killen Director of Education ACEM (to May 2011) Australasian College for Emergency Medicine Dr Kylie McNamara Trainee representative Royal Prince Alfred Hospital Dr Fenton O’Leary Paediatric representative Children’s Hospital Westmead Dr Brett Oliver AHS/LHD representative South Western Sydney LHD, Liverpool Hospital Dr Clare Skinner Trainee representative Royal North Shore Hospital Ms Sarah Smith ESO representative (from May 2011) Western Sydney LHD Dr Paul Spillane Directors of Emergency Medicine Training Coffs Harbour Health Campus representative Dr Chris Trethewy Rural representative Tamworth Base Hospital Dr Zena Tawfik Trainee representative (to April 2011) Wollongong Hospital Ms Toni Vial ESO representative (to March 2011) CETI member (from March 2011) Professor Iven Young, Clinical Chair Dr Winston Liauw, Clinical Dr Simon Leslie, Clinical Chair Basic Physician Training Council Coordinator BSOC Advisory Hospital Skills Program Training Committee Council40 OUR PEOPLE
  • 43. HOSPITAL SKILLS PROGRAM (HSP) TRAINING COUNCIL• Ensures effective development, implementation and oversight of the Hospital Skills Program• Promotes the delivery of professional development and life-long learning to non-specialist medical staff in NSW hospitals• Provides expert advice to CETI, Local Health Districts and the NSW Ministry of Health regarding the Hospital Skills Program• Oversees the work of any sub-committees and working groups that may be established Dr Michael Boyd CMO Rep HSP State Training Council Australian Society of Career Medical Officers Mr Peter Davy Curriculum Developer CETI Dr Anna Di Marco Network Director of Hospital Training South Eastern Sydney and Illawarra Shoalhaven LHDs Ms Cathy Ellis Workforce Development & Innovation NSW Health Ms Emily Feeney Education Support Officer Hunter New England LHD Dr Ian Fielding Network Director of Hospital Training Mid North Coast and Northern NSW LHDs Dr Briege Hamill Network Director of Hospital Training Hunter New England LHD Dr Brett Gardiner Medical Admin Rep, Director of Clinical St Vincent’s Hospital Governance Mr Marcello Gizzi Education Support Officer Sydney Clinical Skills & Simulation Centre, Royal North Shore Hospital Mr Michael Hannon NSW Health Rep NSW Health Ms Cathy Hull NSW Health Rep NSW Health Ms Kathy James Education Support Officer South Western Sydney LHD Dr Stephen Jurd Director of Postgraduate Medical Training in Northern Sydney LHD Psychiatry Dr Ross Kerridge Hunter New England LHD Representative John Hunter Hospital Dr Simon Leslie Clinical Chair, HSP Training Council Shellharbour Hospital Dr Geoff Marshall Clinical Rep Bathurst Base Hospital Dr Danielle Morris Network Director of Hospital Training Western NSW and Far West LHDs Prof Kichu Nair Director Centre for Medical Professional John Hunter Hospital, Hunter New England LHD Development Ms Karen Nelson Education Support Officer Western Sydney and Nepean Blue Mountains LHDs Ms Kylie Pleming Education Support Officer Murrumbidgee and Southern NSW LHDs Prof Graham Reece Network Director of Hospital Training Western Sydney and Nepean Blue Mountains LHDs Prof Graeme Richardson Network Director of Hospital Training Murrumbidgee and Southern NSW LHDs Ms Susan Sanders Education Support Officer Western NSW and Far West LHDs Assoc Prof Tim Shaw Workforce Education & Development Group University of Sydney Dr Kavita Varshney Network Director of Hospital Training Northern Sydney and Central Coast LHDs Ms Toni Vial Program Coordinator CETI Dr Mary Webber CMO Rep Ryde District Hospital, Australian Society of Career Medical Officers Dr Ross White CMO Rep Ryde District Hospital Ms Karen Wickham Education Support Officer Mid North Coast and Northern NSW LHDs CETI > ANNUAL REPORT 2010/11 41
  • 44. 3 Our people Committees continued INTERNATIONAL HEALTH PROFESSIONALS ORIENTATION PROJECT • Oversees the development of an orientation resource for IHPs who are employed by NSW Health • Provides expert advice to CETI in relation to the form, scope and content of the resource • Adheres to CETI’s principles for the delivery of education and training in NSW Ms Linda Cutler Executive Director Rural Directorate CETI Ms Toni Hazell NSW Health Representative Workforce Development and Innovation Branch, NSW Health Mr Richard McLelland Manager, Medical Recruitment Unit Murrumbidgee and Southern LHDs Ms Rose Meiruntu Manager Nursing and Midwifery Education Centre for Education and Workforce Development Mr Kim Nguyen A/Allied Health Director Hunter New England Health Dr Brett Oliver Director of Clinical Governance St Vincent’s Hospital Ms Sharon White Manager Nursing Workforce NSW Health Transitional Organisation Southern MEDICAL ADVISORY COUNCIL / GENERAL CLINICAL TRAINING COUNCIL • Ensures that trainees are clinically competent for safe practice and to provide quality patient care • Advises on education and information resources needed to support education programs • Provides appropriate advice on other matters relating to the delivery of medical education and training as required by the hospital Prof Simon Willcock Dr Greg Keogh Overseas trained doctors Australian Medical Council pre-employment program graduates November 201042 OUR PEOPLE
  • 45. PAEDIATRIC TRAINING COUNCIL• Promotes high quality paediatric physician training in NSW, and to encourage integration between basic and advanced training• Ensures the effective functioning of the Paediatric Physician Network Governance Committees Dr Frank Alvaro Network Director of Paediatric Physician Training Northern Network Ms Carmen Axisa Medical Education Officer, Royal Australasian College of Physicians Prof Adam Buckmaster Staff Specialist, Paediatrician Independent Clinician Dr Bronwyn Chan RACP Paediatrics RACN NSW State Committee Representative Dr Paul Craven Neonatologist, Stream Coordinator, Hunter New England LHD Ms Christina Dawson NSW State Committee Representative Royal Australasian College of Physicians Dr Lucy Deng Basic Trainee Representative Dr Annabelle Enriquez Basic Paediatric Trainee Dr Leah Finney Basic Trainee Representative Dr Tom Grattan-Smith Director of Clinical Training Neonatal & Paediatrics Emergency Transfer Service Dr Doreen Hershco Advanced Trainee Representative Dr Jason Hort Paediatric Stream Coordinator Sydney Children’s Hospital Network (Westmead) Dr Paul Joshua Advanced Paediatric Trainee Representative Greater Eastern Paediatric Training Network Dr Hala Katf Stream Coordinator, General and Community Training Assoc Prof Edwin Kirk Network Director of Paediatric Physician Training Greater Eastern Network Dr Larissa Korostenski Senior Advanced Trainee Royal Australasian College of Physicians Dr Anna Le Fevre Basic Paediatric Trainee Dr Debbie Lewis Stream Coordinator, Sub-Specialty Training Sydney Children’s Hospital Network (Westmead) Dr Ellen Mackinnon Chief Resident Medical Registrar Sydney Children’s Hospital Network (Westmead) Dr Emma McCahon Clinical Chair, Director of Paediatric Training Sydney Children’s Hospital Network (Westmead) Dr Damien McKay Chief Resident Medical Officer Sydney Children’s Hospital Network (Westmead) Dr Jim Newcombe Basic Paediatric Trainee Campbelltown Camden Hospital Dr Rebecca Nogajski Acting Paediatric Network Director, Western Network Emergency Department, Sydney Children’s Hospital Dr Bryony Ross Advanced Paediatric Physician Trainee Calvary New Mater Hospital Newcastle Ms Praveen Sharma Senior Policy Officer Ministry of Health Dr Meredith Sissons Community Child Health Fellow Royal Australasian College of Physicians Dr Holly Smith Network Director of Paediatric Physican Training Children’s Hospital Westmead, Western NSW LHD Dr Sue Woolfenden Community Paediatrician Liverpool Private Hospital Dr Terence Yoong Community Paediatric Representative Independent Clinician CETI > ANNUAL REPORT 2010/11 43
  • 46. 3 Our people Committees continued PREVOCATIONAL ACCREDITATION COMMITTEE • Advises on and manages the accreditation of all NSW and ACT prevocational trainee terms and the facilities and prevocational networks that provide them Dr Claire Blizard Clinical Chair, Medical Administrator South Western Sydney LHD Dr Bruce Sanderson Medical Administrator Gosford/Wyong Dr Theresa Beswick General Manager Coffs Harbour Dr Jo Burnand ACT/Medical Administrator The Canberra Hospital Dr Adam Nelson JMO Representative Sydney Children’s Hospital Dr Denis Smith Representative NSW Medical Board Dr Bruce Way Director of Prevocational Education & Training Prince of Wales Dr Martin Mackertich PvTC Representative / Medical Administrator St George Hospital Dr Sam Hwang JMO Representative Prince of Wales Prof Simon Willcock GP/Clinician CETI Ms Moria Morrison JMO Manager Nepean Hospital Dr Lewis Chan Director of Prevocational Education & Training Concord Hospital Dr Shankar Vamadevan JMO Representative Bankstown-Lidcombe Assoc Prof Ian Rewell Director of Medical Services SES & Illawarra Shoalhaven LHDs Assoc Prof Michael Agrez Director of Prevocational Education & Training John Hunter Hospital Dr Margret Ginger Director of Prevocational Education & Training (GP) Wentwest Regional Training Provider Dr Guiseppe Femia JMO Representative RPA Dr Helen Boyd JMO Representative John Hunter Hospital Mr Kyle Sheldrick Medical Student Representative N/A PREVOCATIONAL TRAINING COUNCIL • Promotes high quality prevocational training by ensuring the effective functioning of the Network Committees for Prevocational Training (NCPT) in NSW and ACT • Supports the delivery of prevocational training as required Dr Ros Crampton Clinical Chair, Westmead Hospital Assoc Prof Michael Agrez Director of Prevocational Education and Training John Hunter Dr James Edwards Director of Prevocational Education & Training RPAH Dr Claire Blizard Clinical Chair Prevocational Accreditation Committee South Western Sydney LHD Dr Lucy Cho JMO Forum Chair Wollongong Hospital Dr Timothy Francis Director of Prevocational Education North Coast Mr Paul Gavel Director Workforce Health Support Services Prof Annemarie Hennessy Professor of Medicine UWS Assoc Prof Tessa Ho Associate Dean & Stage Coordinator for the USydMP The University of Sydney Dr Gabriel James JMO Hornsby Ku-ring-gai Health Service Dr Auriel Jameson Director of Prevocational Education Hornsby Hospital Dr Rodger Laurent, Rodger Senoir Staff Specialist, RNSH Rheumatology Royal North Shore Hospital Dr Stephen May Director of Prevocational Education North Coast Dr Martin Mackertich Director Clinical Services St George Hospital Dr Linda Macpherson Workforce Development and Innovation Ministry of Health Dr Elizabeth O’Leary Medical Specialist Advisor, Clinical Governance Unit ACT Dr Robert Russo Director of Medical Education, Concord Hospital, University of Sydney Ms Sue Stuart-Dent Director of Junior Medical Workforce Mona Vale Hospital Prof Merrilyn Walton Professor of Medical Education (Patient Safety) University of Sydney Public Health, School of Public Health Workforce Education & Development Group44 OUR PEOPLE
  • 47. PREVOCATIONAL GENERAL PRACTICE PLACEMENT PROGRAM WORKING GROUP• This subcommittee of the Prevocational Accreditation Committee (PAC) provides advice to the PAC about the General Practice Prevocational Education and Training Accreditation Framework Dr Katrina Anderson Regional Training Provider Coast City Country Training Ltd Mr Bruce Barling Regional Training Provider North Coast General Practice Training Dr Theresa Beswick Hospital representative Coffs Harbour Health Campus Dr Claire Blizard Clinical Chair Prevocational Accreditation Committee South Western Sydney LHD Dr Penny Browne Clinician Hornsby Ku-ring-gai Health Service Dr Ros Crampton Clinical Chair PvTC Westmead Hospital Dr Emma Cunningham JMO Wagga Wagga Base Hospital & Community Health Service Mr John Langill CEO, Regional Training Provider North Coast General Practice Training Dr Linda Macpherson Workforce Development and Innovation Ministry of Health Dr Elizabeth Marles Western Sydney Division of General Practice Royal Australian College of General Practitioners Dr Susan Paul Clinician Ms Lynn Saul Training and Assessment Manager Australian College of Rural and Remote Medicine Prof Simon Willcock Chair of GPET Board General Practice Education and TrainingPREVOCATIONAL WORKFORCE ADVISORY COMMITTEE• Advises on prevocational workforce issues including allocation issues Dr Reza Ali Director Prevocational Education and Training Bankstown Lidcombe Hospitals Dr Theresa Beswick Director of Medical Services Coffs Harbour Hospital Dr Claire Blizard Chair Prevocational Accreditation Committee South Western Sydney LHD Dr Lucy Cho Chair, JMO Forum Wollongong Hospital Dr Roslyn Crampton Chair PvTC Westmead Hospital Dr Austin Curtin Chair NSW Rural Institute Executive Committee NSW Rural Institute Dr Tiffany Fulde Intern Network 10 Australian Medical Student Association (NSW rep) Dr Brett Gardiner Director of Clinical Governance St Vincent’s Hospital Ms Brianna Lee Gerrie JMO Manager Royal North Shore Hospital Prof Nicky Hudson Committee member University of Wollongong Dr Anthony Llewellyn Manager Medical Administration HNE LHD Mental Health Dr Martin Mackertich Clinical Chair, Prevocational Workforce Advisory St George Hospital Committee Medical Administrator Dr Linda Macpherson Workforce Development and Innovation Ministry of Health Dr Ali Reza DPET Bankstown Lidcombe Hospitals Prof Merrilyn Walton Director Patient Safety University of Sydney CETI > ANNUAL REPORT 2010/11 45
  • 48. 3 Our people Committees continued PSYCHIATRY TRAINING COUNCIL • Promotes and supports high quality Psychiatry training in NSW • Facilitates the integration between basic and advanced Psychiatry training • Oversees the effective functioning of the Psychiatry Network Governance Committees (NGC) and state committees for Subspecialist Advanced Training in Psychiatry • Oversees the implementation of the CETI Principles for Psychiatry Training in NSW Assoc Prof John Allan Mental Health Drug & Alcohol Office, NSW Chief NSW Health Psychiatrist MHDAO Dr Warren Kealy- NSW Branch Training Committee University of Wollongong, Royal Australian Bateman and New Zealand College of Psychiatrists Dr Michael Bowden Director of Training, Child & Adolescent Psychiatry Institute of Psychiatry Dr Scott Clark Area Clinical Director of Psychiatry (Rural) Sydney West Greater South Network Dr Martin Cohen Psychiatry Network Director of Training HNET Calvary New Mater Hospital Newcastle Dr Andrew Ellis Forensic Mental Health Justice Health Ms Cate Gadsby CETI representative CETI Dr Stephen Jurd Director of Postgraduate Medical Training in Psychiatry Northern Sydney LHD Dr Linda Macpherson Workforce Development and Innovation Ministry of Health Dr Ros Montague Director Institute of Psychiatry Dr Nick O’Connor Director of Mental Health (metro) Southern Western Sydney LHD Dr Andrew Pethebridge Network Director of Training South East Sydney Illawarra Network Prof Ian Rewell Workforce Director South East Sydney Illawarra Network Dr Murray Wright Clinical Chair, Clinical Director Mental Health Royal North Shore Hospital RADIOLOGY TRAINING NETWORKS IMPLEMENTATION GROUP • Provides oversight of radiology training in NSW Health services in accordance with the NSW Health endorsed recommendations for the delivery of radiology training in NSW Mr Nick Bradshaw Workforce Manager Royal Australian and New Zealand College of Radiologists Ms Annie Hutton Network Manager Gynae Oncology, Greater Metropolitan Clinical Taskforce, Ryde Radiology & Nuclear Medicine Dr Noel Young Clinical Chair, Director Imaging Services Westmead Hospital Dr Claire Blizard, Clinical Chair Dr Ros Crampton, Clinical Chair Dr Vasco de Carvalho, Clinical Chair Prevocational Accreditation Prevocational Training Council Medical Administrators Training Committee46 OUR PEOPLE
  • 49. CLINICAL SURGICAL TRAINING COUNCIL• Promotes high quality surgical training in NSW• Ensures the effective functioning of the Surgical Skills Network Management Committees (NMCs) Dr Nerida Butcher Co-Chair Clinical Surgical Training Council – Trainee Subcommittee Dr Venu Chalasani Network Director of Training Northern Surgical Skills Network Dr Kerin Fielding Clinical Chair, Clinical Surgical Training Council Orthopaedic Surgery, Wagga Wagga Mr Bruce French Independent Senior Fellow Royal Australasian College of Surgeons Mr Paul Gavel Director Workforce Health Support Services Dr Emily Granger Network Director of Training Eastern and Greater Southern Surgical Skills Network Dr Greg Keogh Deputy Director, Medical Directorate CETI Dr Ranah Lim Trainee Subcommittee Rep Sydney South West Surgical Skills Network Dr Henry Pleass Network Director of Training Sydney West Surgical Skills Network Prof Robert Rae Surgical Science Course and Chair Sydney South West Surgical Skills Network Dr Mifanwy Reece Trainee Subcommittee Rep Calvary Health Care ACT Prof Graeme Richardson Chair and Rural Representative Eastern and Greater Southern Surgical Skills Networks Dr David Storey Network Director of Training Sydney South West Surgical Skills Network Mr Phillip Truskett Representative Royal Australasian College of Surgeons Ms Toni Vial Program Coordinator CETI Dr Nicola Ward Director of Medical Administration Rep Nepean and Blue Mountains LHD Prof Richard West Senior Surgical Rep Royal Australasian College of Surgeons Dr Chaminda Wijeratne Co-Chair Clinical Surgical Training Council – Trainee SubcommitteeCLINICAL SURGICAL TRAINING COUNCIL TRAINEE SUBCOMMITTEE• Provides an important liaison between the NSW Clinical Surgical Training Council (CSTC) and Surgical Skills Networks• Provides a forum for the raising of issues affecting the surgical education and training of Surgical Skills JMOs, and an avenue for these issues to be raised with the CSTCMembers during 2010/11 included: Richard Atkinson, Helen Boyd, Kai Brown, Nerida Butcher, Peter Carr-Boyd, ShannonCooper, Joanna Dargan, Trafford Fehlberg, Andrew Huo, Sam Hwang, Holly Inglis, Gagandeep Kaur Mathew Kozman,Sepehr Lajevardi, Vincent Lam, Marc Langbart, Minjae Lee, Amy Lee, Ranah Lim, Nicholas Mehan, Narayan Prasad,Shehnarz Salindera, Isaac Thangasamy, Kelly Thornbury, Sarah Tolerton, Bilal Vanlioglu, Jessica Weekes, ChamindaWijeratne, Andy Won.STEERING COMMITTEE: TRAINING & CAREER DEVELOPMENT FOR MEDICAL ADMINISTRATORS IN NSW• Oversees and reviews the current training and career pathways for medical administrators in NSW• Makes recommendations regarding training to meet the changing needs of the health system, both now and into the future Dr Claire Blizard Health service representative – metropolitan South Western Sydney LHD Dr Roger Boyd National representative Royal Australasian College of Medical Administrators Dr Vasco de Carvalho Clinical Chair, Medical Administration Training NSW CETI Dr Steevie Chan Director of Medical Services, Jurisdictional Canterbury Hospital Training Coordinator NSW Ms Cate Gadsby Program Coordinator CETI Dr Justine Harris Rostering Centre of Excellence Auburn Hospital Mr Brad Hansen Health Service representative – regional/rural Hunter New England LHD Prof Clifford Hughes Chief Executive officer Clinical Excellence Commission Dr Bronwen Ross National representative Royal Australasian College of Medical Administrators CETI > ANNUAL REPORT 2010/11 47
  • 50. 4 Financial report Auditor’s report48 FINANCIAL REPORT
  • 51. CETI > ANNUAL REPORT 2010/11 49
  • 52. 4 Financial report Auditor’s report50 FINANCIAL REPORT
  • 53. CETI > ANNUAL REPORT 2010/11 51
  • 54. 4 Financial report Auditor’s report (Special Purpose Service Entity)52 FINANCIAL REPORT
  • 55. CETI > ANNUAL REPORT 2010/11 53
  • 56. 4 Financial report Auditor’s report (Special Purpose Service Entity)54 FINANCIAL REPORT
  • 57. CETI > ANNUAL REPORT 2010/11 55
  • 58. 4 Financial report Management representation letter (for the year ended 30 June 2011) TRIM DOC11/9687 Peter Achterstraat, Auditor-General The Audit Office of New South Wales GPO Box 12 SYDNEY NSW 2001 28 September 2011 Representation Letter Clinical Education and Training Institute This representation letter is provided in connection with your audit of the financial statements of Clinical Education and Training Institute for the year ended 30 June 2011, for the purpose of you expressing an opinion as to whether the financial statements give a true and fair view in accordance with:  Public Finance and Audit Act 1983  Australian Accounting Standards We acknowledge our responsibility for keeping proper accounts and records, and preparing the financial statements. We approved the financial statements on 28 September 2011. We confirm the financial statements are free of material misstatements, including omissions. We confirm, to the best of our knowledge and belief, having made such enquiries as we considered necessary for the purpose of appropriately informing ourselves, the following representations made to you during your audit. 1. GENERAL We believe that, in all material respects, the financial statements present a view which is consistent with our understanding of the Clinical Education and Training Institute’s financial position as at 30 June 2011, and its financial performance for the year then ended. We have fulfilled our responsibilities, as set out in the terms of the audit engagement dated 30 June 2011 for the preparation of the financial statements in accordance with Australian Accounting Standards and the Public Finance and Audit Act 1983. The financial statements give a true and fair view in accordance with these requirements. There have been no deficiencies in financial reporting practices and we have disclosed any changes to accounting policies in the financial statements. These also include voluntary changes in accounting policies not arising from initial adoption of an accounting standard or a Treasury mandate. 2. ACCOUNTING RECORDS AND TRANSACTIONS  We have provided you with: all financial records and related data, other information, explanations and assistance necessary for the conduct of the audit minutes of all meetings (e.g. Board meetings, Audit Committee or other management meetings) all legal issues and legal opinions which have the capacity to be relevant to the fairness of the financial statements 2 28/09/1156 FINANCIAL REPORT
  • 59. information about all deficiencies in internal control of which we are aware additional information that you have requested from us for the purpose of the audit unrestricted access to all persons within the entity from whom you determined it necessary to obtain audit evidence. All transactions have been recorded in the accounting records and are reflected in the financial statements. This includes all ‘off- balance sheet’ agreements or instruments.3. COMPLIANCE WITH LEGISLATION AND OTHER REQUIREMENTSWe have no knowledge of any instances of non-compliance with laws and regulations, contracts oragreements involving management or employees who have significant roles in internal control.We have no knowledge of any breaches or possible breaches of laws and regulations, contracts oragreements whose effects should be considered when preparing the financial statements.In respect to operations during the year, we have complied with: all Cabinet and other Government directives, including Ministerial directions all central regulatory agency financial reporting requirements all aspects of contractual agreements that would have a material effect on the financial statements in the event of non compliance.We have notified you of any activities or operations conducted which are not specifically required byenabling legislation.There have been no communications from regulatory authorities concerning non-compliance with, ordeficiencies in, financial reporting practices that could have a material effect on the financialstatements.We have notified you of: the existence of all controlled entities within one month of their creation (section 63B of the Public Finance and Audit Act 1983) any transactions or arrangements capable of being regarded as ‘private sector funded infrastructure’, outsourcings of significant areas of activity or any other matters dealt with in Part 2B of the Public Authorities (Financial Arrangements) Act 1987 all Cabinet and other Government directives.We have prepared contract summaries for all transactions covered by the ‘Working with Government:Guidelines on Privately Financed Projects’ (Treasury Circular 06/25) and submitted these summaries tothe Auditor-General for audit within 30 days of the contract becoming effective.4. INTERNAL CONTROLSWe have established and maintained adequate internal control to ensure we: prepare reliable financial statements maintain adequate financial records record all material transactions in the accounting records underlying the financial statements minimise the risk of fraud and error occurring and are able to detect them should they occur minimise the risk of significant breaches of legislation and other mandatory requirements occurring and detect significant breaches of legislation and other mandatory requirements should they occur. 328/09/11 CETI > ANNUAL REPORT 2010/11 57
  • 60. 4 Financial report Management representation letter continued 5. FRAUD AND ERROR We acknowledge our responsibility for the design and implementation of internal controls to prevent and detect fraud and error. We have disclosed to you the results of our assessment of the risk that the financial statements may be materially misstated as a result of fraud. We have no knowledge of any fraud or suspected fraud affecting the entity involving management, employees who have significant roles in internal control or others where the fraud could have a material effect on the financial statements. Fraud includes misstatements resulting from fraudulent financial reporting and misstatements resulting from misappropriation of assets. We have no knowledge of any allegations of fraud, or suspected fraud, affecting the entity’s financial statements communicated to us by employees, former employees, analysts, regulators or others. 6. INTERNAL AUDIT We operate an effective internal audit function and management promptly rectify any shortcomings reported. We have appropriate internal audit and risk management practices in place (TPP 09-5 ‘Internal Audit and Risk Management Policy’) and have satisfied core requirements specified in the Policy. In particular we have:  established and maintained an Internal Audit function  established an Audit and Risk Committee with a majority of independent members and an independent chair including at least three members and no more than five members  ensured the Audit and Risk Committee has a charter consistent with the content of the ‘model charter’  established and maintained an enterprise risk management process appropriate to Clinical Education and Training Institute and this is consistent with current Australian/New Zealand Standards on risk management  ensured the operation of the Internal Audit function is consistent with IIA International Standards for the Professional Practice of Internal Audit. 7. FINANCIAL STATEMENTS We have no plans or intentions that may materially affect the carrying values or classification of assets or liabilities. For-Profit/Not-For-Profit Classification We have considered all aspects in evaluating whether our entity is ‘For-Profit’ or ‘Not-For-Profit’ based on Treasury’s Accounting Policy Distinguishing For-Profit from Not-For-Profit Entities (TPP 05-4). Our entity’s classification is supported by consideration of:  statements about the objectives of the entity, such as those contained in legislation, regulations, entity constitutions and shareholder resolutions  the governance framework applied to the entity i.e. the corporate structure  the purpose, nature and extent of funding, focusing on the extent to which ongoing budget support is provided to the entity 4 28/09/1158 FINANCIAL REPORT
  • 61.  the targeted financial performance of the entity, as agreed between the Government and the board/management, focusing on the extent to which the entity funds its expenses, maintains its asset base and provides returns the classification of the entity under Government Finance Statistics (GFS).Non-Current AssetsClinical Education and Training Institute has satisfactory title of all assets. There are no liens orencumbrances on such assets nor has any asset been pledged as collateral.We depreciate assets over their useful lives and we have adjusted depreciation charges for all materialabandoned or otherwise unusable items of property, plant and equipment.Depreciation rates have been reviewed against asset usage and the rate of technical and commercialobsolescence. Any adjustment to reflect the most recent assessment of the useful lives of allnon-current assets has been recognised and disclosed in the financial statements.The carrying amount of each physical non-current asset does not materially differ from its fair valueat the end of the reporting period. Significant fair value assumptions, including fair value assumptionswith high estimation uncertainty are reasonable.We have considered the requirements of AASB 136 ‘Impairment of Assets’, when assessing theimpairment of assets and in ensuring no assets are stated in excess of their recoverable amount. Wehave communicated to you all indicators of impairment and where these exist, we have conductedappropriate impairment testing on the relevant asset.Impairment of ReceivablesThe impairment of receivables is sufficient to provide for any losses on realisation and we have writtenoff all known bad debts.Other Current AssetsWe expect to realise all other current assets at least at the amounts at which they are stated in thefinancial statements.LiabilitiesWe have recognised all liabilities including those arising under derivative financial instruments in thefinancial statements.Provisions, Contingent Assets and Contingent LiabilitiesWe have properly recorded and/or disclosed in the financial statements: arrangements involving restrictions on cash balances, compensating balances and line-of-credit or similar arrangements agreements or options to repurchase assets previously sold material or contingent liabilities or assets including those arising under derivative financial instruments.Employee BenefitsAll post-employment benefits have been identified and properly accounted for and all eventsimpacting the plans have been brought to the actuary’s attention.For defined benefit plans: 528/09/11 CETI > ANNUAL REPORT 2010/11 59
  • 62. 4 Financial report Management representation letter continued  the actuarial assumptions underlying the valuation of the plan are in accordance with the Clinical Education and Training Institute’s best estimate of future events and are consistent with our knowledge of the business  the actuary’s calculations have been based on complete and up-to-date member information  the amounts included in the financial statements derived from the work of the actuary are in accordance with the requirements of AASB 119 ‘Employee Benefits’. Commitments We have disclosed all material commitments for construction or acquisition of property, plant and equipment or to acquire other non-current assets, such as investments or intangibles, in the financial statements. Taxation We have calculated and recognised all other applicable taxes according to relevant tax legislation. There are no activities that invoke the anti-avoidance provisions of the Tax Equivalent Regime or other applicable tax legislation. Related Party Transactions We have made available to you details and records relating to:  any agreements or transactions between employee controlled entities and any of our controlled entities  any equity interests or directorships held by employees in other entities, which are party to, directly or indirectly, any agreements or transactions with this organisation and/or any controlled entity or related party of this organisation  any external accounting advice received on these agreements, transactions or interests. Key Management Personnel Disclosures We have indentified all the agency’s key management personnel and have disclosed all remuneration benefits received during the year. We believe that disclosures in the financial statements are complete and in accordance with Australian Accounting Standards. Accounting for Investments in Associates We have made available to you details and records relating to the existence and ownership of all equity interests held in associates (i.e. all entities over which Clinical Education and Training Institute has significant influence). Accounting for Investments in Joint Ventures We have made available to you details and records relating to the existence of all our ownership interests held in any joint venture operation. Environmental Issues We have considered whether environmental matters could have a material impact on the financial statements and conclude that:  we are not aware of any material liabilities or contingencies arising from environmental matters, including those resulting from illegal or possibly illegal acts  we are not aware of environmental matters that may result in a material impairment of assets  where we are aware of such matters referred to in the two points above, we have disclosed to you all facts relating to those matters. 6 28/09/1160 FINANCIAL REPORT
  • 63. Accounting Misstatements Detected by AuditWe acknowledge that the attached schedule of uncorrected misstatements has been brought to ourattention and we have considered the impact on the financial statements. We conclude the effects ofthese uncorrected misstatements are immaterial, both individually and in aggregate, to the financialstatements as a whole.We have also considered the impact of uncorrected misstatements from previous periods and concludethe aggregate amount of these misstatements is immaterial to the previous and current periods’financial statements.Native Title Land ClaimsWe are not aware of any native title land claims that may have a material impact on the financialstatements.InsuranceWe have established procedures to assess the adequacy of insurance cover on all assets and insurablerisks, and where appropriate, assets and insurable risks are adequately covered by insurance.Litigation and ClaimsWe confirm that all known actual or possible litigation and claims have been disclosed to you. Theeffects of these events have been appropriately accounted for and disclosed in accordance with theapplicable financial reporting framework.We have provided to you all information regarding material outstanding legal matters.Accounting EstimatesWe confirm the significant assumptions used in making accounting estimates are reasonable and havebeen disclosed in the financial statements.We confirm the measurement processes, including related assumptions, used by management todetermine accounting estimates in the context of the applicable financial reporting framework areappropriate and have been consistently applied.We confirm the disclosures related to accounting estimates are complete and appropriate.Fair Value Measurements and DisclosuresWhere assets and liabilities are recorded at fair value, the value attributed to these assets andliabilities is the fair value.We confirm the significant assumptions used in fair value measurements and disclosures arereasonable, and appropriately reflect our intent and ability to carry out specific courses of action onbehalf of Clinical Education and Training Institute.We confirm the measurement methods, including related assumptions, used by management indetermining fair values within the applicable financial reporting framework are appropriate, and havebeen consistently applied.We confirm the disclosures related to fair value in the financial statements are complete andappropriate.Going ConcernWe confirm the going concern basis is appropriate for the financial statements. 728/09/11 CETI > ANNUAL REPORT 2010/11 61
  • 64. 4 Financial report Management representation letter continued After Balance Date Events All events subsequent to the date of the financial statements and for which Australian Accounting Standards require adjustment or disclosure have been adjusted or disclosed in the financial statements. Electronic Presentation of the Audited Financial Statements and Audit Report With respect to publication of the financial statements on our website and Parliaments website, we acknowledge:  we are responsible for the electronic presentation of the financial statements on our website  we will ensure the electronic version of the audited financial statements and the Independent Auditor’s Report on our website will be identical to the final signed hard copy version of the audited financial statements which bears the Auditor-Generals seal and the Independent Auditor’s Report  we will clearly differentiate between audited and unaudited information in the construction of our website as we understand the risk of potential misrepresentation between unaudited and audited information in the absence of appropriate controls  we have assessed the controls over the security and integrity of the data on our website and that adequate procedures are in place to ensure the integrity of the information published  we will ensure that where the Independent Auditor’s Report on the financial statements is published on our website, the financial statements are also published in full  we have complied with the requirements of the Corporations Act 2001 with respect to the electronic presentation of the audited financial statements, where applicable. Impairment of Financial Assets We have reviewed all our financial assets for the indicators of impairment. We have no reason to believe these assets may be impaired at balance date. We have also reviewed financial assets previously written down as impaired for circumstances indicating that impairment may no longer exist in the current year. We have adjusted our financial statements appropriately in accordance with accounting standards. Financial Instruments We have notified you of all reclassifications of financial instruments made during the year together with explanations, in accordance with the requirements of Australian Accounting Standards. Other We understand your examination was made in accordance with Australian Auditing Standards and was, therefore, designed primarily for the purpose of expressing an opinion on the financial statements of the entity taken as a whole, and your tests of the financial records and other auditing procedures were limited to those you considered necessary for that purpose. Steven Boyages MB BS PhD DDU FRACP FAFPHM Chief Executive 8 28/09/1162 FINANCIAL REPORT
  • 65. Certification of financial statements CETI > ANNUAL REPORT 2010/11 63
  • 66. 4 Financial report Statement of comprehensive income CLINICAL EDUCATION AND TRAINING INSTITUTE STATEMENT OF COMPREHENSIVE INCOME FOR THE YEAR ENDED 30 JUNE 2011 PARENT CONSOLIDATION Actual Budget Notes Actual Budget unaudited unaudited 2011 2011 2011 2011 $000 $000 $000 $000 Expenses excluding losses Operating Expenses 520 0 Employee Related 3 4,718 0 4,198 4,974 Personnel Services 4 0 4,974 3,163 3,375 Other Operating Expenses 5 3,163 3,375 58 42 Depreciation and Amortisation 2(h), 6 58 42 2,674 2,910 Grants and Subsidies 7 2,674 2,910 10,614 11,301 Total Expenses excluding losses 10,614 11,301 Revenue 310 0 Sale of Goods and Services 8 310 0 207 0 Interest Income 9 207 0 146 230 Conferences, Course Income and Other Revenue 10 146 230 663 230 Total Revenue 663 230 (6) 0 Gain/(Loss) on Disposal 11 a) (6) 0 (53) 0 Other Gains/(Losses) 11 b) (53) 0 10,010 11,071 Net Cost of Services 20 10,010 11,071 Government Contributions 12,881 12,881 NSW Department of Health Recurrent Allocations 21 12,881 12,881 153 10 Acceptance by the Crown Entity of Employee Benefits 2 a)ii) 153 10 13,034 12,891 Total Government Contributions 13,034 12,891 3,024 1,820 RESULT FOR THE YEAR 3,024 1,820 0 0 Other Comprehensive Income for the year 0 0 3,024 1,820 TOTAL COMPREHENSIVE INCOME FOR THE YEAR 3,024 1,820 The accompanying notes form part of these financial statements. Page 2 of 2964 FINANCIAL REPORT
  • 67. Statement of financial positionCLINICAL EDUCATION AND TRAINING INSTITUTE STATEMENT OF FINANCIAL POSITION AS AT 30 JUNE 2011 PARENT CONSOLIDATION Actual Budget Notes Actual Budget unaudited unaudited 2011 2011 2011 2011 $000 $000 $000 $000 ASSETS Current Assets 5,090 3,527 Cash and Cash Equivalents 13 5,090 3,527 770 71 Receivables 14 770 71 5,860 3,598 Total Current Assets 5,860 3,598 Non-Current Assets Property, Plant and Equipment 82 102 - Leasehold 15 a) 82 102 363 132 - Plant and Equipment 15 a) 363 132 445 234 Total Property, Plant and Equipment 445 234 445 234 Total Non-Current Assets 445 234 6,305 3,832 Total Assets 6,305 3,832 LIABILITIES Current Liabilities 998 2,296 Payables 16 998 2,296 502 298 Provisions 17 502 298 461 0 Other 18 461 0 1,961 2,594 Total Current Liabilities 1,961 2,594 Non-Current Liabilities 0 32 Provisions 0 32 0 32 Total Non-Current Liabilities 0 0 32 1,961 2,626 Total Liabilities 1,961 2,626 4,344 1,206 Net Assets 4,344 1,206 EQUITY 0 0 Reserves 0 0 4,344 1,206 Accumulated Funds 4,344 1,206 4,344 1,206 Total Equity 4,344 1,206 The accompanying notes form part of these financial statements. Page 4 of 29 CETI > ANNUAL REPORT 2010/11 65
  • 68. 4 Financial report Statement of changes in equity CLINICAL EDUCATION AND TRAINING INSTITUTE CLINICAL EDUCATION AND TRAINING INSTITUTE STATEMENT OF FINANCIAL POSITION AS ATFOR THE YEAR ENDED 30 JUNE 2011 STATEMENT OF CHANGES IN EQUITY 30 JUNE 2011 PARENT PARENT CONSOLIDATION CONSOLIDATION ActualActual BudgetBudget Notes Notes Actual Actual Budget unaudited unaudited unaudited 2011 2011 2011 2011 2011 2011 2011 $000 $000 $000 $000 $000 $000 $000 ASSETS 0 0 Balance at 1 July 2010 0 Current Assets 5,090 3,024 3,527 Cash and Cash Equivalents 0 Result For The Year 13 5,090 3,024 3,527 770 71 Receivables Comprehensive Income: Other 14 770 71 0 0 Net Increase/(Decrease) in Property, Plant & Equipment 0 5,860 3,598 Total Current Assets Financial Assets: Available for Sale 5,860 3,598 0 0 -Valuation Gains/(Losses) 0 0 Non-Current Assets Disposal 0 -Transfers on 0 0 Property, Plant and Restoration Liability 0 Changes in Equipment 0 82 0 102 - Leasehold 0 Other 15 a) 82 0 102 363 0 132 - Plant and Other Comprehensive Income 0 Total Equipment 15 a) 363 0 132 445 234 Total Property, Plant and Equipment 445 234 3,024 0 Total Comprehensive Income For The Year 3,024 445 234 Total Non-Current Assets 445 234 Transactions With Owners In Their Capacity As Owners 6,305 3,832 Total Assets 6,305 3,832 1,206 1,206 Increase/(Decrease) in Net Assets From Equity Transfers 19 a) 1,206 114 LIABILITIES 0 Acceptance by the Crown at 31 December 2010 19 b) 114 Current Liabilities 998 4,344 1,206 Balance at 30 June 2011 2,296 Payables 16 998 4,344 2,296 502 298 Provisions 17 502 298 461 0 Other 18 461 0 The accompanying notes form part of these financial statements. 1,961 2,594 Total Current Liabilities 1,961 2,594 Non-Current Liabilities 0 32 Provisions 0 32 0 32 Total Non-Current Liabilities 0 0 32 1,961 2,626 Total Liabilities 1,961 2,626 4,344 1,206 Net Assets 4,344 1,206 EQUITY 0 0 Reserves 0 0 4,344 1,206 Accumulated Funds 4,344 1,206 4,344 1,206 Total Equity 4,344 1,206 The accompanying notes form part of these financial statements. Page 4Page 5 of 29 of 2966 FINANCIAL REPORT
  • 69. Statement of cash flowsCLINICAL EDUCATION AND TRAINING INSTITUTE CLINICAL EDUCATION AND TRAINING INSTITUTE STATEMENT OF FINANCIAL POSITION ASTHE30 JUNE 2011 30 JUNE 2011 STATEMENT OF CASH FLOWS FOR AT YEAR ENDED PARENT PARENT CONSOLIDATION CONSOLIDATION Actual Actual BudgetBudget Notes Actual Actual Budget unaudited unaudited unaudited 2011 2011 2011 2011 Notes 2011 2011 2011 $000 $000 $000 $000 $000 $000 $000 ASSETS CASH FLOWS FROM OPERATING ACTIVITIES Current Assets Payments 5,090 (4,259) 3,527 Cash and Cash Equivalents (2,910) Employee Related 13 5,090 (4,259) 3,527 770 (2,674) 71 Receivables and Subsidies 0 Grants 14 770 (2,674) 71 (3,090) (8,349) Other (3,090) 5,860 3,598 Total Current Assets 5,860 3,598 (10,023) (11,259) Total Payments (10,023) Non-Current Assets Receipts Property, Plant and Equipment 82 310 102 - Leasehold Goods and Services 170 Sale of 15 a) 82 310 102 363 207 132 - 60 Interest Received Plant and Equipment 15 a) 363 207 132 445 146 234 Total Property, Plantcourses and other income 0 Conferences, and Equipment 445 146 234 445 663 234 Total Non-Current Assets 230 Total Receipts 445 663 234 6,305 3,832 Total Assets Cash Flows From Government 6,305 3,832 12,881 12,881 NSW Department of Health Recurrent Allocations 12,881 0 LIABILITIES (10) Cash Reimbursements from the Crown Entity 0 Current Liabilities 12,881 998 2,296 Payables Cash Flows From Government 12,871 Net 16 998 12,881 2,296 502 298 Provisions 17 502 298 461 0 Other NET CASH FLOWS FROM OPERATING 18 461 0 3,521 1,842 ACTIVITIES 20 3,521 1,961 2,594 Total Current Liabilities INVESTING ACTIVITIES CASH FLOWS FROM 1,961 2,594 32 0 Proceeds from sale of plant & equipment 11 a) 32 (317) Non-Current Liabilities and Equipment 0 Purchases of Plant 15 (317) 0 32 Provisions 0 32 (285) 0 NET CASH FLOWS FROM INVESTING (285) 0 32 Total Non-Current Liabilities 0 0 32 1,961 2,626 Total Liabilities CASH FLOWS FROM FINANCING ACTIVITIES 1,961 2,626 4,344 0 1,206 Net 0 NET CASH FLOWS FROM FINANCING Assets 4,344 0 1,206 3,236 1,842 NET INCREASE / (DECREASE) IN CASH 3,236 0 EQUITY 0 Opening Cash and Cash Equivalents 0 0 1,855 0 1,685 Cash Transferred In/(Out) as a Result of Reserves 0 1,855 0 4,344 1,206 Accumulated Transfers Equity Funds 4,344 1,206 4,344 1,206 Total Equity 4,344 1,206 5,091 3,527 CLOSING CASH & CASH EQUIVALENTS 13 5,091 The accompanying notes form part of these financial statements. The accompanying notes form part of these financial statements. Page 4 of 29 of 29 Page 7 CETI > ANNUAL REPORT 2010/11 67
  • 70. 4 Financial report Notes to and forming part of the financial statements CLINICAL EDUCATION AND TRAINING INSTITUTE Note 1 Clinical Education and Training Institute Reporting Entity The Clinical Education and Training Institute was established as a Statutory Corporation in accordance with the Health Services Act 1997 with effect from 1 July 2010. As a reporting entity these financial statements comprise all the operating activities under its control. Clinical Education and Training Institute is a not-for-profit entity (as profit is not its principal objective). The Clincial Education and Training Institute also controls the Clinical Education and Training Institute Special Purpose Service Entity which was established as a Division of the Government Service on 1 July 2010 in accordance with the Public Sector Employment and Management Act 2002 and the Health Services Act 1997. This Division provides personnel services to enable Clinical Education and Training Institute to excerise its functions. The annual financial statements presented herein consist of the Clinical Education and Training Institute (as the parent entity), the financial statements of the special purpose entity division and the consolidated financial statements of the economic entity. Notes capture both the parent and consolidated values with notes 3, 4, 16,17 and 20 being especially relevant. In the process of preparing the consolidated financial statements for the economic entity consisting of the controlling and controlled entities, all inter-entity transactions and balances have been eliminated. The reporting entity is consolidated as part of the NSW Department of Health and the NSW Total State Sector Accounts. These consolidated financial statements for the year ended 30 June 2011 have been authorised for issue by the Chief Executive on 28 Septmber 2011. Note 2 Summary of Significant Accounting Policies Basis of Preparation Clinical Education and Training Institutes financial statements are general purpose financial statements which have been prepared in accordance with applicable Australian Accounting Standards (which include Australian Accounting Interpretations), the requirements of the Public Finance and Audit Act 1983 and its regulations, the requirements of the Health Services Act 1997 and its regulations including observation of the Accounts and Audit Determination for Public Hospital Organisations. Statement of Compliance The consolidated and parent entitys financial statements comply with Australian Accounting Standards which include Australian Accounting Interpretations . Property, plant and equipment, investment property, assets (or disposal groups) held for sale and financial assets at "fair value through profit and loss" and available for sale are measured at fair value. Other financial statement items are prepared in accordance with the historical cost convention. The consolidated entity has a net cost of services of $10,010,000. Notwithstanding that a deficiency exists the financial statements have been prepared on a going concern basis because the activities of the entity are controlled and underwritten by the New South Wales Department of Health. All amounts are rounded to the nearest one thousand dollars and are expressed in Australian currency. Judgments, key assumptions and estimations made by management are disclosed in the relevant notes to the financial statements. No new or revised accounting standards or interpretations are adopted earlier than their prescribed date of application. Set out below are changes to be effected, their date of application and the possible impact on the financial statements of the Clinical Education and Training Institute. Accounting Standards & Interpretations issued but not yet effective Page 9 of 2968 FINANCIAL REPORT
  • 71. CLINICAL EDUCATION AND TRAINING INSTITUTE PARENT CONSOLIDATION 2011 2011 $000 $000 Note 3. Employee Related Employee related expenses comprise the following: 0 Salaries and Wages 3,492 520 Agency related salary & wages 520 0 Superannuation - Defined Benefit Plans 23 0 Superannuation - Defined Contribution Plans 196 0 Long Service Leave 144 0 Annual Leave 279 0 Sick Leave and Other Leave 64 520 4,718 Further notes and details are included in the financial statements for the year ended 30 June 2011 of the Special Purpose employment entity. Note 4. Personnel Services Personnel Services comprise the purchase of the following: 3,492 Salaries and Wages 0 23 Superannuation - Defined Benefit Plans 0 196 Superannuation - Defined Contribution Plans 0 144 Long Service Leave 0 279 Annual Leave 0 64 Sick Leave and Other Leave 0 4,198 0 Note 5. Other Operating Expenses 1,182 Conferences & training expenses 1,182 326 Domestic Supplies and Services 326 8 Fuel, Light and Power 8 388 General Expenses (See note 5(a)) 388 216 Information Management Expenses 216 3 Insurance 3 42 Maintenance 42 227 New/Replacement Equipment under $10,000 227 20 Repairs 20 81 Postal and Telephone Costs 81 106 Printing and Stationery 106 4 Rates and Charges 4 177 Rental 177 32 Staff Related Costs 32 352 Travel Related Costs 352 3,163 3,163 Page 17 of 29 CETI > ANNUAL REPORT 2010/11 69
  • 72. 4 Financial report Notes to and forming part of the financial statements CLINICAL EDUCATION AND TRAINING INSTITUTE PARENT CONSOLIDATION 2011 2011 $000 $000 Note 5. a) General Expenses include:- 13 Advertising 13 1 Books, Magazines and Journals 1 88 Operatinal Consultancies 88 40 Auditors Remuneration - Audit of Financial Statements 40 51 Internal audit and review expenses 51 125 Health Support Services Corporate Charges 125 2 Data Recording and Storage 2 14 Membership/Professional Fees 14 50 Motor Vehicle Expenses 50 4 Security Services 4 388 388 Note 6. Depreciation and Amortisation 18 Amortisation - Leasehold 18 40 Depreciation - Plant and Equipment 40 58 58 Note 7. Grants and Subsidies 59 Research Organisations 59 18 Sponsorships 18 259 Rural Research Building Capacity Program 259 629 Medical Scholarships 629 1,709 GP Procedural program 1,709 2,674 2,674 Note 8. Rendering of Services comprise the following:- 299 Income from agreements for education and training programs 299 11 Publications and other services 11 310 310 Note 9. Investment income 207 Interest on cash on deposit 207 207 207 Page 18 of 2970 FINANCIAL REPORT
  • 73. CLINICAL EDUCATION AND TRAINING INSTITUTE PARENT CONSOLIDATION 2011 2011 $000 $000 Note 10. Other Revenue Other Revenue comprises the following:- 141 Conference and Training Fees 141 4 Sale of Merchandise and Publications 4 1 Sponsorship Income 1 146 146 Note 11. a) Gain/(Loss) on Disposal 41 Property, Plant and Equipment 41 (3) Less Accumulated Depreciation (3) 38 Written Down Value 38 (32) Proceeds from Disposal (32) Gain/(Loss) on Disposal of (6) Property, Plant and Equipment (6) Note 11. b) Other or Gain / (Loss) (20) Dimunition in value of leasehold (20) (33) Dimunition in value of plant & equipment (33) (53) Loss on dimunition in value of assets (53) Note 12. Service Groups of the Health Service Statement overview of applicabiliabity to CETI Service Group 6.1 - and Research Teaching Service This service group covers the provision of professional training for the needs of the Description: New South Wales health system. It also includes strategic investment in research and development to improve the health and wellbeing of the people of New South Wales. Objective: This service group contributes to ensuring a fair and sustainable health system by working towards a range of intermediate results that include the following: • developing the skills and knowledge of the health workforce to support patient care and population health and • extending knowledge through scientific enquiry and applied research aimed at improving the health and wellbeing of the people of New South Wales. Page 19 of 29 CETI > ANNUAL REPORT 2010/11 71
  • 74. 4 Financial report Notes to and forming part of the financial statements CLINICAL EDUCATION AND TRAINING INSTITUTE PARENT CONSOLIDATION 2011 2011 $000 $000 Note 13. Cash and Cash Equivalents 4,629 Cash at Bank and On Hand 4,629 461 Internship allocation bonds 2005-2012 (see also note 21) 461 5,090 5,090 Cash & cash equivalent assets recognised in the Statement of Financial Position are reconciled at the end of the financial year to the Statement of Cash Flows as follows: 5,090 Cash and Cash Equivalents (per Statement of Financial Position) 5,090 5,090 Closing Cash and Cash Equivalents (per Statement of Cash Flows) 5,090 Refer to Note 23 for details regarding credit risk, liquidity risk and market risk arising from financial instruments. Note 14. Current Receivables 57 Debtors 57 228 Net Intra Health Receivable 228 485 Goods and Services Tax 485 770 770 Page 20 of 2972 FINANCIAL REPORT
  • 75. CLINICAL EDUCATION AND TRAINING INSTITUTE PARENT CONSOLIDATION 2011 2011 $000 $000 Note 15. a) Property, Plant and Equipment Leasehold - Fair Value 100 Gross Carrying Amount 100 Less Accumulated Depreciation (18) and Impairment (18) 82 Net Carrying Amount 82 Plant and Equipment - Fair Value 399 Gross Carrying Amount 399 Less Accumulated Depreciation (36) and Impairment (36) 363 Net Carrying Amount 363 Total Property, Plant and Equipment 445 At Net Carrying Amount 445 Note 15. b) Reconcilation of changes in fixed assets Plant and Leasehold Equipment Total $000 $000 $000 2011 Net Carrying Amount at Start of Year ----- ----- ----- Additions 0 317 317 Reclassifications to Intangibles 0 0 0 Recognition of Assets Held for Sale 0 0 0 Disposals 0 (37) (37) Administrative Restructures - Transfers In / (Out) 120 156 276 Net Revaluation Increment Less Revaluation Decrements Recognised in Reserves 0 0 0 Impairment Losses (Recognised in "Other Gains/Losses) (20) (33) (53) Depreciation Expense (18) (40) (58) Reclassifications 0 Net Carrying Amount at End of Year 82 363 445 Page 21 of 29 CETI > ANNUAL REPORT 2010/11 73
  • 76. 4 Financial report Notes to and forming part of the financial statements CLINICAL EDUCATION AND TRAINING INSTITUTE PARENT CONSOLIDATION 2011 2011 $000 $000 Note 16. Payables Current 0 Accrued Salaries, Wages and On-Costs 25 539 Creditors 539 25 Personnel service accrual 0 430 Net Intra Health Liability Accrued 430 4 Goods and Services Tax 4 998 998 Details regarding credit risk, liquidity risk and market risk, including a maturity analysis of the above payables are disclosed in Note 22. Note 17. Provisions Current Employee Benefits and Related On-Costs 0 Annual Leave - Short Term Benefit 496 0 Long Service Leave On-Costs 6 502 Provision for Personnel Services Liability 0 502 Total Current Provisions 502 Note 18. Other Liabilities Current 461 Refundable Internship application fees 461 461 461 Page 22 of 2974 FINANCIAL REPORT
  • 77. CLINICAL EDUCATION AND TRAINING INSTITUTE PARENT CONSOLIDATION 2011 2011 $000 $000 Note 19. a) Increase in Net Assets from Equity Transfers At the commencement of 201/11 the equity transferred from Health Administration Corporation comprised: Assets and Liabilities transferred are as follows: Assets 1,855 Cash and Cash Equivalents 1,855 71 Receivables 71 120 Land and Buildings 120 156 Plant and Equipment 156 Liabilities (479) Payables (479) (182) Refundable bonds (182) ----- Annual Leave - Short term benefit (166) ----- Annual Leave - Long term benefit (43) ----- Long Service Leave - Short term benefit (14) ----- Long Service Leave - Long term benefit (80) ----- Non Current Long Service Leave - Conditional (32) (303) Current Provision for Personnel Services Liability ----- (32) Non Current Provision for Personnel Services Liability ----- (335) Total Provisions (335) 1,206 Increase in Net Assets From Equity Transfers 1,206 Note 19. b) Increase in Net Assets from Transfer of Long Service Leave Liability Consistent with Treasury approval, the Long Service Leave liability of $114,400 114 was transferred from the Clinical Education and Training Institute with effect from 114 31 December 2010 and from this time the Crown Entity assumed responsibility for Long Service Leave. 114 114 Page 23 of 29 CETI > ANNUAL REPORT 2010/11 75
  • 78. 4 Financial report Notes to and forming part of the financial statements CLINICAL EDUCATION AND TRAINING INSTITUTE PARENT CONSOLIDATION 2011 2011 $000 $000 Note 20. Reconciliation of Net Cash Flows from Operating Activities to Net Cost of Services 3,521 Net Cash Flows from Operating Activities 3,521 (58) Depreciation (58) (53) Allowance for Impairment (53) (267) Acceptance by the Crown Entity of Employee Superannuation and LSL Benefits (267) (167) Decrease/(Increase) in Provisions (167) 699 Increase / (Decrease) in Prepayments and Other Assets 699 (797) (Increase)/ Decrease in Creditors (797) (6) Net Gain/ (Loss) on Sale of Property, Plant and Equipment (6) (12,881) NSW Health Department Recurrent Allocations (12,881) (10,009) Net Cost of Services (10,009) Note 21. Budget Review - Parent and Consolidated Net Cost of Services The reported favourable variance in Net Cost of Service (NCoS) was a result reduced employee costs from delays in appointments and unbudgeted revenue generated from partnered programs and conferences. Result for the Year In respect of the variances to the adjusted budget, it is noted that Clinical Education and Training Institute (CETI) has: - Under spent on “Employee Related” expenses which is attributable to considerable delays in appointments during the startup and transfer of programs. - Under-spent on “Other Operating” expenses as a result of the delays in commencement of programs. - Under-spent on “Grants & Subsidies” as a result of timing differences in allocation of the grants to recipients. The budget amounts were applied to Psychiatry Education Funding, Rural Medical Scholarships, Scholarships for Rural & Remote Clinicians, GP Procedural Skills Training & Allied Health grants to attend the biannual conference. - Over budget income from partnered programs, course fees and conferences. - Over budget depreciation as a result of the the purchase of furniture and equipment for additional employees and additional motor vehicles for the Rural Directorate and the Aboriginal Mothers & Babies Training & Support Unit. Assets and Liabilities - The variances in cash arises from underspend in 2010/11 as a result of delays in transfers of programs and recruitment of staff to the activitites. Payables and accruals in the amount of $998,000 for services provided in respect of training programs are to be settled in 2011/12. - The variance in cash is attributable to restrictied assets in the amount of $461,000 atrributable and unapplied proportions of programs attributed to CETI in June 2011 as listed below. - Plant and Equipment increased compared to budget as a result of the purchase of new motor vehicles for the Rural Division and the Aboriginal Mothers and Babies Training and Support Unit. - Provisions for short term accrued leave were higher than budget as a result of transferred from other NSW Health services with the transfer and engagement of new employees to CETI. Cash Flows - Movements in the level of the NSW Department of Health Recurrent Allocation that have occurred since the time of the initial allocation on 1 November 2011 are as follows: 14,635 Initial Allocation 14,635 1,647 April 2011: Rural and remote budget for 2010/11 (IRCST) 1,647 650 June 2011: Aboriginal Mothers and Babies Training and Support Unit 650 200 June 2011: Aboriginal Mothers and Babies Training Tool Kit 200 (5) June 2011: LSL Adjustments (5) (6,100) June 2011: Refund to DOH for Team Health Program (6,100) 1,854 June 2011: Year End Adjustment to Allocation 1,854 12,881 Balance as per Statement of Comprehensive Income 12,881 Page 1 of 176 FINANCIAL REPORT
  • 79. CLINICAL EDUCATION AND TRAINING INSTITUTE Note 22. Financial Instruments The Companys principal financial instruments are outlined below. These financial instruments arise directly from the Companys operations or are required to finance its operations. The Clincial Education and Training Institute does not enter into or trade financial instruments, including derivative financial instruments, for speculative purposes. The Companys main risks arising from financial instruments are outlined below, together with the Companys objectives, policies and processes for measuring and managing risk. Further quantitative and qualitative disclosures are included throughout these financial statements. The Chief Executive has overall responsibility for the establishment and oversight of risk management and reviews and agrees policies for managing each of these risks. Risk management policies are established to identify and analyse the risk faced by the Company, to set risk limits and controls and monitor risks. Compliance with policies is reviewed by the Audit Committee/internal auditors on a continuous basis. (a) Financial Instrument Categories PARENT and CONSOLIDATED Carrying Class Category Amount 2011 Financial Assets $000 Cash and Cash Equivalents (note 13) N/A 5,090 Receivables (note 14)1 Loans and receivables 285 Total Financial Assets 5,375 Financial Liabilities Payables (note 16)2 Financial liabilities 994 Total Financial Liabilities measured at amortised cost 994 Notes 1 Excludes statutory receivables and prepayments (ie not within scope of AASB 7) 2 Excludes statutory payables and unearned revenue (ie not within scope of AASB 7) (b) Credit Risk Credit risk arises when there is the possibility of the Companys debtors defaulting on their contractual obligations, resulting in a financial loss to the Company. The maximum exposure to credit risk is generally represented by the carrying amount of the financial assets (net of any allowance for impairment). Credit risk arises from financial assets of the Company, including cash, receivables and authority deposits. No collateral is held by the Company. The Company has not granted any financial guarantees. Credit risk associated with the Companyss financial assets, other than receivables, is managed through the selection of counterparties and establishment of minimum credit rating standards. Authority deposits held with NSW TCorp are guaranteed by the State. Cash Cash comprises cash on hand and bank balances deposited in accordance with Public Authorities (Financial Arrangements) Act approvals. Interest is earned on daily bank balances at rates of approximately 5% in 2010/11. The TCorp Hour-Glass cash facility is discussed in para (d) below. Page 26 of 29 CETI > ANNUAL REPORT 2010/11 77
  • 80. 4 Financial report Notes to and forming part of the financial statements CLINICAL EDUCATION AND TRAINING INSTITUTE PARENT AND CONSOLIDATED 23. Post balance date events There are no significant issues that have arisen subsequent to balance date that would require these finacnial statements to be amended. However, consistent with the revised Governance Framework theme of "investment in our people" CETI will be renamed as the Health Education and Training Institute with expanded responsibilities for undergraduate clincial placements, vocational education and training and management and leadership capacity development. 24. Commitments for Expenditure (a) Capital Commitments The company has no capital commitements. (b) Other Expenditure Commitments The company has no contracted commitments for other expenditures. (c) Operating Lease Commitments The company has no non-cancellable operating leases. 25. Contingent Liabilities and Assets Workers Compensation Hindsight Adjustment Treasury Managed Fund normally calculates hindsight premiums each year. As this was the first year of operations, it is not possible for the Clincial Education and Training Institute to reliably quantify the workers compensation obligation. END OF AUDITED FINANCIAL STATEMENTS Page 29 of 2978 FINANCIAL REPORT
  • 81. Certification of financial statements (Special Purpose Entity) CETI > ANNUAL REPORT 2010/11 79
  • 82. 4 Financial report Statement of comprehensive income (Special Purpose Entity) Clinical Education and Training Institute Special Purposes Entity Statement of Comprehensive Income for the year ended 30 June 2011 2011 $000 Income Personnel Services 4,175 Acceptance by the Crown Entity of Employee Benefits 23 Total Income 4,198 Expenses Salaries and Wages 3,492 Awards 0 Superannuation- Defined Benefit Plans 23 Superannuation-Defined Contributions 196 Long Service Leave 144 Annual Leave 279 Sick Leave and Other Leave 64 Redundancies 0 Workers Compensation Insurance 0 Fringe Benefits Tax 0 Grants and Subsidies 0 Total Expenses 4,198 Result for the Year 0 Total Comprehensive Income for the Year 0 The accompanying notes form part of these financial statements.80 FINANCIAL REPORT Page 1 of 1
  • 83. Statement of financial position (Special Purpose Entity) Clinical Education and Training Institute Special Purposes Entity Statement of Financial Position as at 30 June 2011 Notes 2011 $000ASSETSCurrent AssetsReceivables 2 527Total Current Assets 527Non-Current AssetsReceivables 2 0Total Non-Current Assets 0Total Assets 527LIABILITIESCurrent LiabilitiesPayables 3 25Provisions 4 502Total Current Liabilities 527Non-Current LiabilitiesProvisions 4 0Total Non-Current Liabilities 0Total Liabilities 527Net Assets 0EQUITYAccumulated FundsTotal Equity 0The accompanying notes form part of these financial statements. CETI > ANNUAL REPORT 2010/11 81 Page 3 of 14
  • 84. 4 Financial report Certification of changes in equity (Special Purpose Entity) Clinical Education and Training Institute Special Purposes Entity Statement of Changes in Equity for the year ended 30 June 2011 2011 $000 Balance at 1 July 0 Result for the Year 0 Total Comprehensive Income for the Year 0 Balance at 30 June 0 The accompanying notes form part of these financial statements.82 FINANCIAL REPORT Page 4 of 14
  • 85. Statement of cash flows (Special Purpose Entity) Clinical Education and Training Institute Special Purposes Entity Statement of Cash Flows for the year ended 30 June 2011 2011 $000Net Cash Flows from Operating Activities 0Net Cash Flows from Investing Activities 0Net Cash Flows from Financing Activities 0Net Increase/(Decrease) in Cash 0Opening Cash and Cash Equivalents 0Closing Cash and Cash Equivalents 0The Clinical Education and Training Institute Special Purpose Service Entity does not hold any cash or cashequivalent assets and therefore there are nil cash flows.The accompanying notes form part of these financial statements. CETI > ANNUAL REPORT 2010/11 83 Page 1 of 1
  • 86. 4 Financial report Notes to and forming part of the financial statements (Special Purpose Entity) Clinical Education and Training Institute Special Purposes Entity Notes to and forming part of the Financial Statements for the year ended 30 June 2011 1. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES a) Clinical Education and Training Institute Special Purpose Service Entity The Clinical Education and Training Institute Special Purpose Service Entity "the Entity", is a Division of the Government Service, established pursuant to Part 2 of Schedule 1 to the Public Sector Employment and Management Act 2002 and amendment of the Clinical Education and Training Institutes Act 1997. It is a not-for-profit entity as profit is not its principal objective. It is consolidated as part of the NSW Total State Sector Accounts. It is domiciled in Australia and its principal office is at Gladesville, New South Wales. The Entitys objective is to provide personnel services to the Clinical Education and Training Institute. The reporting entity is consolidated as part of the NSW Department of Health and NSW Total State Sector Accounts. The financial statements were authorised for issue by the Chief Executive on 28 September 2011. b) Basis of Preparation The Entitys financial statements are general purpose financial statements which have been prepared in accordance with the requirements of Australian Accounting Standards (which include Australian Accounting Interpretations), the requirements of the Health Services Act 1997 and its regulations including observation of the Accounts and Audit Determination for Public Health Organisations. Statement of Compliance The consolidated and parent entitys financial statements comply with Australian Accounting Standards which include Australian Accounting Interpretations . Generally, the historical cost basis of accounting has been adopted and the financial statements do not take into account changing money values or current valuations. However, certain provisions are measured at fair value. See note (j). The accrual basis of accounting has been adopted in the preparation of the financial statements, except for cash flow information. Managements judgments, key assumptions and estimates are disclosed in the relevant notes to the financial statements. All amounts are rounded to the nearest one thousand dollars and are expressed in Australian currency. c) Comparative Information Comparative figures are, where appropriate, reclassified to give meaningful comparison with the current year. d) New Australian Accounting Standards Issued But Not Effective No new or revised accounting standards or interpretations are adopted earlier than their prescribed date of application. Set out below are changes to be effected, their date of application and the possible impact on the financial statements of the Clinical Education and Training Institute Special Purpose Service Entity. Accounting Standard/Interpretation AASB 2010-07, Financial Instruments,arising from the issuance of AASB 9, Financial Instruments, in AASB 2009-5 in December 2010, has mandatory application from 1 July 2013 and will not be early adopted by the Clinical Education and Training Institute. AASB 124 and AASB2009-12, Related Party Transactions, have application from 1 July 2011 but are assessed as having no material impact on the Clinical Education and Training Institute.84 FINANCIAL REPORT Page 6 of 14
  • 87. Clinical Education and Training Institute Special Purposes Entity Notes to and forming part of the Financial Statements for the year ended 30 June 2011AASB 2009-14, Amendments to Australian Interpretation -Prepayment of a Minimum Funding Requirement, has application from 1 July2011 and principally addresses contributions relating to future service.It has no impact on the Clinical Education and Training Institute.AASB 1053 and AASB 2010-2, Application of Tiers of Australian Accounting Standards, have application from 1 July 2013 and may result ina lessening of reporting requirements, dependent on the mandate of Treasury.AASB 2010-04, Annual Improvements,has application from 1July 2011 and is assessed as having no material impact on the ClinicalEducation and Training Institute.AASB 2010-5, Editorial Corrections, applies from 1 July 2011 and principally addresses editorial amendments to a range of AustralianAccounting Standards and Interpretations.It is assessed as having no impact on the Clinical Education and Training Institute.AASB 2010-6 , Disclosures on Transfers of Financial Assets, has mandatory application from 1 July 2011 and is assessed as having noimpact on the Clinical Education and Training Institute.AASB 2010-8, Deferred Tax:Recovery of Underlying Assets, has mandatory application from 1 July 2012 but will have no impact on theClinical Education and Training Institute.AASB 2010-9, Severe Hyperinflation and Removal of Fixed Dates for First Time Adopters, has application from 1 July 2011 and isassessed as having no impact on the Clinical Education and Training Institute.AASB 2010-10, Removal of Fixed Dates for First Time Adopters, has application from 1 July 2013 and is assessed as having no impact onthe Clinical Education and Training Institute.e) Income Recognition Income is measured at the fair value of the consideration received or receivable. Revenue from the rendering of personnel services is recognised when the service is provided and only to the extent that the associated recoverable expenses are recognised.f) Receivables Receivables are non-derivative financial assets with fixed or determinable payments that are not quoted in an active market. These financial assets are recognised initially at fair value, usually based on the transaction cost or face value. Subsequent measurement is at amortised cost using the effective interest method, less an allowance for any impairment of receivables. Any changes are accounted for in the statement of comprehensive income when impaired, derecognised or through the amortisation process. Short-term receivables with no stated interest rate are measured at the original invoice amount where the effect of discounting is immaterial.g) De-recognition of Financial Assets and Financial Liabilities A financial asset is derecognised when the contractual rights to the cash flows from the financial assets expire: or if the agency expire; or if the Entity transfers the financial asset: * where substantially all the risks and rewards have been transferred; or * where the Entity has not transferred substantially all the risks and rewards, if the Entity has not retained control. Where the Entity has neither transferred nor retained substantially all the risks and rewards or transferred control, the asset is recognised to the extent of the Entitys continuing involvement in the asset. A financial liability is derecognised when the obligation specified in the contract is discharged or cancelled or expires. CETI > ANNUAL REPORT 2010/11 85 Page 7 of 14
  • 88. 4 Financial report Notes to and forming part of the financial statements (Special Purpose Entity) Clinical Education and Training Institute Special Purposes Entity Notes to and forming part of the Financial Statements for the year ended 30 June 2011 h) Payables Payables include accrued wages, salaries and related on-costs (such as payroll deduction liability, fringe benefits tax and workers compensation insurance) where there is certainty as to the amount and timing of settlement. A payable is recognised when a present obligation arises under a contract or otherwise. It is derecognised when the obligation expires or is discharged, cancelled or substituted. Payables are recognised initially at fair value, usually based on the transaction cost or face value. Subsequent measurement is at amortised cost using the effective interest method. Short-term payables with no stated interest rate are measured at the original invoice amount where the effect of discounting is immaterial. Payables are recognised for amounts to be paid in the future for goods and services received, whether or not billed to the Entity. i) Employee Benefits i) Salaries and Wages, Annual Leave, Sick Leave and On-Costs Liabilities for salaries and wages (including non-monetary benefits), annual leave and paid sick leave that are due within 12 months after the end of the period in which the employees render the service are recognised and measured in respect of employees services up to the reporting date at undiscounted amounts based on the amounts expected to be paid when the liabilities are settled. All Annual Leave employee benefits are reported as "Current" as there is an unconditional right to payment. Current liabilities are then classified as "Short Term" and "Long Term" based on past trends and known resignations and retirements. Anticipated payments to be made in the next 12 months are reported as "Short Term". Unused non-vesting sick leave does not give rise to a liability as it is not considered probable that sick leave taken in the future will be greater than the benefits accrued in the future. The outstanding amounts of workers compensation insurance premiums and fringe benefits tax, which are consequential to employment, are recognised as liabilities and expenses where the employee benefits to which they relate have been recognised. ii) Long Service Leave and Superannuation Responsibility for Long Service Leave liability transferred to the Crown Entity with effect from 31 December 2010. As is the case with other Budget Sector agencies both the Defined Benefit Superannuation (State Authorities Superannuation Scheme and State Superannuation Scheme) and Long Service Leave liabilities are now assumed by the Crown Entity. Long Service Leave is measured at present value in accordance with AASB119, Employee Benefits. This is based on the application of certain factors (specified in NSW Treasury Circular 11/06) to employees with five or more years of service, using current rates of pay. These approximate present value. The Clinical Education and Training Institutes liability for the closed superannuation pool schemes (State Authorities Superannuation Scheme and State Superannuation Scheme) is assumed by the Crown Entity. The Clinical Education and Training Institute accounts for the liability as having been extinguished resulting int he amount shown as part of the non- monetary revenue item described as "Acceptance by the Crown Entity of Employee Benefits". Any liability attached to Superannuation Guarantee Charge cover is reported in Note 3, "Payables". The superannuation expense for the financial year is determined by using the formulae specified by the NSW Department of Health. The expense for certain superannuation schemes (ie Basic Benefit and First State Super) is calculated as a percentage of the employees salary. For other superannuation schemes (ie State Superannuation Scheme and State Authorities Superannuation Scheme), the expense is calculated as a multiple of the employees superannuation contributions.86 FINANCIAL REPORT Page 8 of 14
  • 89. Clinical Education and Training Institute Special Purposes Entity Notes to and forming part of the Financial Statements for the year ended 30 June 2011 2011 $0002. RECEIVABLES Current Accrued Income - Personnel Services Provided 527 Non-Current Accrued Income - Personnel Services Provided 0 Total Receivables 527 Details regarding credit risk, liquidity risk and market risk are disclosed in Note 5.3. PAYABLES Current Accrued Salaries, Wages and On-Costs 25 Total Payables 25 Details regarding credit risk, liquidity risk and market risk are disclosed in Note 5.4. PROVISIONS Current Employee Benefits and Related On-Costs Annual Leave - Short Term Benefit 0 Annual Leave - Long Term Benefit 496 Long Service Leave On-Costs 6 Total Current Provisions 502 Non-Current Employee Benefits and Related On-Costs Long Service Leave On-Costs 0 Annual Leave earned on LSL taken in service 0 Defined Contrib. Scheme Super earned on LSL taken in service 0 Workers Compensation earned on LSL taken in service 0 Total Non-Current Provisions 0 Aggregate Employee Benefits and Related On-Costs Provisions - Current 502 Provisions - Non-Current 0 Accrued Salaries, Wages and On-Costs 25 Total 527 CETI > ANNUAL REPORT 2010/11 87 Page 9 of 14
  • 90. 4 Financial report Notes to and forming part of the financial statements (Special Purpose Entity) Clinical Education and Training Institute Special Purposes Entity Notes to and forming part of the Financial Statements for the year ended 30 June 2011 Note 5 Financial Instruments Financial instruments arise directly from operations or are required to finance its operations. The Entity does not enter into or trade financial instruments, including derivative financial instruments, for speculative purposes. The Entitys main risks arising from financial instruments are outlined below, together with the Entitys objectives, policies and processes for measuring and managing risk. Further quantitative and qualitative disclosures are included throughout these financial statements. The Chief Executive has overall responsibility for the establishment and oversight of risk management and reviews and agrees policies for managing each of these risks. The Entity carries minimal risks within its operation as it carries only the value of employee provisions and accrued salaries and wages offset in full by accounts receivable from the Parent Entity. Risk management policies are established by the Parent Entity to identify and analyse the risk faced by the Entity, to set risk limits and controls and monitor risks. Compliance with policies is reviewed by the Audit Committee/internal auditors of the Parent Entity on a continuous basis. a) Financial Instruments Categories Total carrying amounts as per the Statement of Financial Position 2011 $000 Financial Assets Class: Category Receivables (note 2)1 Receivables measured 526 at amortised cost Total Financial Assets 526 Financial Liabilities Class: Category Payables (note 3)₂ Financial liabilities measured at 24 amortised cost Total Financial Liabilities 24 1 Excludes statutory receivables and prepayments, (i.e. not within the scope of AASB 7) 2 Excludes statutory payables and unearned revenue (i.e. not within scope of AASB7) b) Credit Risk Credit risk arises when there is the possibility of the Entitys debtors defaulting on their contractual obligations, resulting in a financial loss to the Entity. The maximum exposure to credit risk is generally represented by the carrying amount of the financial assets (net of any allowance for impairment).88 FINANCIAL REPORT Page 1 of 4
  • 91. Clinical Education and Training Institute Special Purposes Entity Notes to and forming part of the Financial Statements for the year ended 30 June 2011 Credit risk arises from financial assets of the Entity i.e receivables. No collateral is held by the Entity nor has it granted any financial guarantees. Receivables - trade debtors Receivables are restricted to accrued income for personnel services provided and employee leave provisions and are recognised as amounts receivable at balance date. The parent entity of the Clinical Education and Training Institute Special Purpose Service Entity is the sole debtor of the Entity and it is assessed that there is no risk of default. No accounts receivables are classified as "Past Due but not Impaired" or "Considered Impaired".c) Liquidity Risk Liquidity risk is the risk that the Entity will be unable to meet its payment obligations when they fall due. No such risk exists with the Entity not having any cash flows. All movements that occur in Payables are fully offset by an increase in Receivables from the Clinical Education and Training Institute parent entity.d) Market Risk Market risk is the risk that the fair value or future cash flows of a financial instrument will fluctuate because of changes in market prices. The Entitys exposures to market risk are considered to be minimal and the Entity has no exposure to foreign currency risk and does not enter into commodity contracts. Interest rate risk Exposure to interest rate risk arises primarily through interest bearing liabilities. However the Entity has no such liabilities and the interest rate is assessed as Nil. Similarly it is considered that the Entity is not exposed to other price risks.e) Fair Value Financial instruments are generally recognised at cost. The amortised cost of financial instruments recognised in the Statement of Financial Position approximates fair value because of the short term nature of the financial instruments. Note 6 Related Parties The Clinical Education and Training Institute is deemed to control the Clinical Education and Training Institute Special Purpose Service Entity in accordance with Australian Accounting Standards. The controlling entity is incorporated under the Health Services Act 1997. Transactions and balances in this financial report relate only to the Entitys function as provider of personnel services to the controlling entity. The Entitys total income is sourced from the Clinical Education and Training Institute. Cash receipts and payments are effected by the Clinical Education and Training Institute on the Entitys behalf. Note 7 Post Balance Date Events No post balance date events have occurred which warrant inclusion in this report. END OF AUDITED FINANCIAL STATEMENTS CETI > ANNUAL REPORT 2010/11 89 Page 2 of 4
  • 92. 5 Appendices Compliance requirements Funds granted to non-government community organisations Purpose Organisation Amount Promotion of CETI and internship in NSW to Australian Australian Medical Student Association $1,500 Medical Students Annual Convention Gold sponsor to promote simulation in learning – a key SimHealth Conference $15,000 component of clinical learning and CETI programs Promotion of the NSW Building Rural Research Capacity Rural Health Research Colloquium $20,000 Program Legal change The Clinical Education and Training Institute (CETI) was established as a Statutory Corporation in accordance with the Health Services Act 1997 with effect from 1 July 2010. At its commencement CETI took over the activities of the NSW Institute of Medical Education and Training, a unit of the Health Administration Corporation and the NSW Institute of Rural Clinical Services and Teaching (IRCST), a unit of the NSW Department of Health. Economic or other factors There were no economic factors affecting the achievement of objectives in 2010 and 2011. There were limitations resulting from the constraints on recruitment of permanent employees to the programs and responsibilities associated with the functions of CETI. These limitations impacted on the whole of NSW Health during the period of restructuring associated with the changes in state government. Research and development CETI funds research and practice improvement through our Rural Research Capacity Building Program. Staff from all rural LHDs in NSW are invited to participate and are awarded a place based on their readiness to undertake a research project, the relevance of the research to advancing rural health and support from their LHD. The goal of this program is to promote skills in evaluation and research methods while actively contributing to the literature on both innovation and evidence-based practice around rural and remote health care. A total of $318,000 was expended on research programs during 2010-2011. Human Resources Category Employees Contractors Total Male 13.0 9.0 22.0 Female 39.0 4.0 43.0 FTE male 10.9 1.8 12.7 FTE female 34.9 1.6 36.5 Sydney Metro 41.0 13.0 54.0 NSW regional 11.0 0.0 11.0 Clinical chairs & directors 2.0 11.0 13.0 HSM5 + 6.0 0.0 6.0 Managers 32.0 1.0 33.0 Support 12.0 1.0 13.0 CETI engages part-time clinical chairs to lead committees and provide expert input. A number of experts also provide their services on a volunteer basis. These vocational and program related committees monitor and evaluate the training programs and standards of practice in delivery, education and continuing professional development.90 APPENDICES
  • 93. A freeze on recruitment and the NSW Health governance review in 2010-2011 required CETI to engage agencyservices to undertake core coordination, administrative and financial management activities.A 3.9% wage increase was applied from 1 July 2010 to staff covered by the NSW Health Service Health Professional(State) Award 2008, Public Health System Nurses’ & Midwives’ (State) Award 2011, Health Employees’ AdministrativeStaff (State) Award 2008, Health Managers (State) Award 2008 and the Health Employees’ (state) Award 2008.Executive OfficersCETI has three senior executive positions.• HES Level 3 (female)• HES Level 4 (female)• HES Level 7 (male)ConsultantsConsultancies more than $50,000:• $51,000 IAB Services, contract advice, policy and procedure development. Enterprise risk management review and internal audit services• $86,900 Stevagni Pty Ltd, develop and implement the accreditation online data base• $76,800 First Focus Managed ICT servicesThere were 11 consultants who provided services for less than $50,000. The total cost of these engagements was$88,000. Services provided covered sitting fees, training services, accreditation surveyors and managed services.Equal Employment OpportunityCETI is committed to maintaining equality in the workforce through upholding a workplace culture that displays fairpractice and behaviour, and ensuring that all people are valued, respected and have opportunities to develop theirfull potential. A. Representation of EEO Groups B. Distribution of EEO Groups Benchmark or 2010/11 Benchmark or 2010/11 target target Women 50% 66% 100 100 Aboriginal people or Torres Straights 2.6% None self- 100 - Islanders disclosed People whose language first spoken 19% 15% 100 - as a child was not English People with a disability N/A 0% 100 - People with a disability requiring work 1.2% 0% 100 - related adjustmentA Distribution Index of 100 indicates that the centre of the distribution of the EEO group across salary levels is equal to that of other staff.Values less than 100 mean that the EEO group tends to be more concentrated at lower salary levels than is the case for other staff. Themore pronounced this tendency, the lower the index. An index of more than 100 indicates that the EEO group is more concentrated athigher salary levels. The Distribution Index is not calculated if EEO group or non-EEO group numbers are less than 20. CETI > ANNUAL REPORT 2010/11 91
  • 94. 5 Appendices Compliance Requirements continued Disability Plans CETI is committed to achieving the outcomes as specified in the NSW State Plan and Guidelines for Disability Action Planning by NSW Government Agencies. Our aim in developing education and training is to make resources as widely accessible as possible. During the year CETI has included a special consideration pathway for graduates seeking a prevocational training network placement. We have also put in place a process of support for medical interns during training and produced a handbook “Medical Trainee in Difficulty”. There are no CETI staff members with a disability who have identified the need for special consideration but CETI is committed to providing a work environment that supports the needs of all our staff and all staff are offered ergonomic equipment. Land Disposal CETI was not involved in any land disposal during this period. Promotion There were no overseas visits by CETI employees and officers during this period. Consumer Response There were no consumer complaints reported. Accounts payable performance report Aged Analysis at the end of each quarter Quarter Current 30-60 days 60 – 90 days More than 90 overdue overdue days overdue Jul-Sep 0 0 0 0 Oct-Dec $507 0 0 0 Jan-Mar $10,489 0 0 0 Apr-Jun $44,946 0 0 0 Accounts Target Actual $ paid on time Total $ paid paid on time Jul-Sep 90% 100% 230,799 231,336 Oct-Dec 90% 93% 763,159 816,213 Jan-Mar 90% 92% 884,560 962,833 Apr-Jun 90% 96% 6,675,233 6,940,869 During 2010-11 there were no instances where penalty interest was paid in accordance with section 18 of the Public Finance and Audit (General) regulation 1995. There were no significant events that affected payment performance during the reporting period. Risk management and insurance activities The Chief Executive is responsible for supervising and monitoring the risk management activities of CETI including its systems of internal controls. The organisation has a Chief Audit Executive and an Audit and Risk Management Committee which considers and evaluates the internal and external audit activities of the organisation. CETI engaged IAB services in 2010/11 to undertake an enterprise risk review and the outcomes facilitated the development of the enterprise risk management plan which includes a regularly maintained risk register. CETI complies with the requirements of internal audit. The operations and assets of CETI are insured with the NSW Treasury Managed Fund, a self-insurance scheme administered by GIO, which covers property, public liability and motor vehicles, and by QBE which covers workers compensation. There were no processed claims on these policies in 2010/11.92 APPENDICES
  • 95. Disclosure of Controlled EntitiesCETI does not have any controlled entities.Disclosure of subsidiariesCETI does not have any subsidiaries.Multicultural Policies and Services ProgramCETI endorses the multicultural principles contained within the Community Relations Commission and Principlesof Multiculturalism Act 2000 and the policies of NSW Health.Specific activities undertaken in the period include:• In accordance with NSW Health policy, CETI is committed to applying the Aboriginal Health Impact Statement when developing or reviewing significant policies and programs, and implement agreed actions to support the delivery of services and programs to Aboriginal people in NSW• CETI funded, recruited, and managed a Rural Aboriginal Clerical Trainee from January 2011 to May 2011 who was employed by Greater Western Area Health Service (GWAHS) under a special arrangement• CETI funded, recruited and managed two Aboriginal staff members from February 2011 for our Teaching and Support Unit for Aboriginal Mothers, Babies and Children (TSU). These staff members were employed by GWAHS under a special arrangement• All staff involved in the TSU actively uphold and apply cultural protocols• CETI makes available special arrangements for Aboriginal medical graduates in our intern allocation processOur key multicultural strategies for 2011-2012 include the following:• Continue to fund positions for Aboriginal workers• Continue to offer special intern allocation arrangements for Aboriginal medical graduates• Increase the Aboriginal workforce participation rate in the Specialist Training Program (STP)Occupational Health and SafetyTwo staff reported incidents in 2010-2011. From these one workers compensation claim case commenced with minimaltime lost. CETI has appropriate mechanisms in place to ensure a safe and healthy workplace for its staff. Our approachincorporates a range of preventative measures to alleviate potential risks as well as mechanisms to deal effectively withany issues that arise. Regular workplace assessments are undertaken. Staff are required to report any hazards in theworkplace and managers are required to initiate rectification of risks.CETI offered a free vaccination program to staff as a means of reducing the incidence of seasonal flu within theworkplace. The program was voluntary and was accessed by 19 of our staff in 2010/11.CETI promotes a work life balance and ensures that staff access accrued leave regularly as part of this strategy. Staffmust take at least one break of two weeks duration each year.CETI operates in accord with the OH&S requirements of NSW Health and WorkCover NSW. Specifically:• We maintain a register of incidents• We have an OH&S Committee• An OH&S briefing is conducted as part of the orientation process for each new member of staff or contractor• OH&S is a standing item on the agenda of staff meetings CETI > ANNUAL REPORT 2010/11 93
  • 96. 5 Appendices Compliance Requirements continued Waste CETI complies with the NSW Government Waste Reduction and Purchasing Policy. Some specific actions taken include: • Our main office has been fitted with sensors to ensure lights are automatically turned off when a space is no longer occupied after a set time • Staff turn off computers when leaving the office • We have ceased publishing a number of resources in hard copy and now only offer them online or via electronic distribution to reduce paper usage and energy wasted in distribution • Implementation of an electronic data management system to reduce the volume of paper based records • Default double sided black and white printing on all photocopiers and printers • Recycling bins under desks • Recycling bins located in accessible office positions • Recycling of mobile phones, computer equipment and printer cartridges Government Information (Public Access) Act 2009 (GIPA) CETI is committed to openness with regard to its information and is a public authority that is required to comply with GIPA obligations. Details of CETI’s structure and functions, and the kind of information it holds and how it may be accessed are contained in our publications guide. CETI makes available to the public all reports and information that it publishes, free of charge, on its website www.ceti.nsw.gov.au. Furthermore, the CETI publication guide on this website informs visitors in general terms: • the role, structure and functions of CETI • the kind of information held by CETI • information that is available to the public • how the information will be made available • whether or not there is a charge to access specific kinds of information Access to documents, apart from free documents, is made via a request for access under the Government Information (Public Access) Act 2009. There were no access applications during the financial year 2010/11. Credit card use and certification It is affirmed that for the 2010-11 financial year credit card use within CETI was in accordance with the Premier’s Memoranda and Treasurer’s Directions. Credit card use was limited to the settlement of accounts with the travel booking service. The organisation’s credit card policy is documented and statements are periodically lodged with management for consideration.94 APPENDICES
  • 97. Internal audit and risk management attestation statement CETI > ANNUAL REPORT 2010/11 95
  • 98. 5 Appendices Abbreviations ACI Agency for Clinical Innovation ACRRM Australian College of Rural and Remote Medicine AHPRA Australian Health Practitioner Regulation Agency AHS Area Health Service AMIHS Aboriginal Maternal and Infant Health Services BHI Bureau of Health Information BPT Basic Physician Training BSF Building Strong Foundations for Aboriginal Children, Families and Communities BSOC Basic Sciences in Oncology Course CEC Clinical Excellence Commission CETI Clinical Education and Training Institute CTLP NSW Rural and Remote Clinical Team Leadership Program DoHA Department of Health and Ageing (Commonwealth) GP General Practitioner GPET General Practice Education and Training GWAHS Greater Western Area Health Service HSP Hospital Skills Program HSPIB Health Services Performance Improvement Branch HWA Health Workforce Australia IMET Institute for Medical Education and Training IRCST NSW Institute of Rural Clinical Services and Teaching JMO Junior Medical Officer LEAD Leadership Development Program LEAP Future Leaders Development Program LHD Local Health District LIFT Learning Innovation and Future Technologies LMEP Leadership and Management Essentials Program MPS Multi-purpose Service NaMO Nursing and Midwifery Office NPA-IECD Indigenous Early Childhood Development National Partnership Agreement OH&S Occupational Health and Safety PEP Physician Education Program PGPPP Prevocational GP Placement Program PTAP Prevocational Training Allocation Program RACGP Royal Australian College of General Practitioners RACP Royal Australasian College of Physicians RRCBP Rural Research Capacity Building Program STP Specialist Training Program TOTR Teaching on the Run TSU Training and Support Unit for Aboriginal Mothers, Babies and Children VMO Visiting Medical Officer96 APPENDICES
  • 99. GlossaryAccreditation Consumers InterprofessionalThe process by which CETI evaluates People using health services. People from different professionsand recognises a hospital institution working, learning or collaborating Facebookor network as fulfilling applicable together as part of a team and Social media network that allowsstandards. The determination that recognizing the unique skills that each organisations to create a commona hospital or training term meets person can contribute to influencing interest user group page where peoplethese standards is also referred to excellent patient care. can view posts and make comments.as accreditation of the training. LinkedIn Four Pillar OrganisationsArea Health Service (AHS) Social media site designed for The Garling Report recommended thatA geographic division of health services professionals to contact colleagues, four centralised health organisationsin NSW. In 2011 new divisions were post questions and find answers. should be set up which were referredformed called Local Health Districts. to as the “four pillars”. They are the Local Health District (LHD)Australian Rural Health Research Clinical Education and Training Institute In 2011, eight Area Health Services,Collaboration (CETI), The Clinical Excellence the existing geographic divisions ofThe Collaboration was established Commission (CEC), The Agency health services in NSW, were replacedto address important inequalities for Clinical Innovation (ACI) and the by 15 geographic divisions called Localin health between rural and urban Bureau of Health Information (BHI). Health Districts, two specialty networkscommunities and is a collaboration of and the St Vincent’s Network. Garling Inquirythree research centres: The Northern Special Commission of Inquiry MinisterRivers Centre, Lismore, comprising the Acute Care Services in NSW Public NSW Minister for Health, responsibleNorthern Rivers University Department Hospitals. for the administration of healthof Rural with the Northern NSW LHD legislation within NSW.and Southern Cross University; The Garling ReportAustralian Centre for Agricultural Health Final Report of the Special Commission Multi-Purpose Service (MPS)and Safety, Moree, with the Hunter of Inquiry Acute Care Services in NSW Designed for rural and regional areasNew England LHD; and the Broken Hill Public Hospitals, Peter Garling SC, to combine a range of existing healthCentre for Remote Health Research, November 2008. and aged care services.comprising the Broken Hill University Health Workforce Australia (HWA) NSW HealthDepartment of Rural Health with the HWA is an initiative of the Council of NSW Department of Health whichFar West LHD. The Collaboration is Australian Governments (COAG). It monitors the performance of the NSWalso affiliated with the School of Rural was established to meet the future public health system and supports theHealth and Southern Cross University. challenges of providing a health statutory role of the NSW Minister forCapability workforce that responds to the needs Health.Ability to be developed. of the Australian community. HWA will develop policy and deliver programsCapacity across four main areas—workforceThe facility or power to produce, planning, policy and research; clinicalperform or deploy. education; innovation and reform of theClinician health workforce; and the recruitmentA health practitioner or health service and retention of international healthprovider. professionals. HWA will also consider the adequacy and availability ofCompetency workforce.An individual’s demonstrated capacityto perform a task or skill to an agreedstandard. CETI > ANNUAL REPORT 2010/11 97
  • 100. 5 Appendices Glossary continued NSW Primary Health Care Prevocational Training Research Capacity Building Prevocational Training is the base of Program (NSW PHC) medical education in which doctors Funded by the Department of Health develop competencies after completion and Ageing to develop a capacity in of their basic medical qualification. primary health care in NSW to conduct The first two postgraduate years after and use the results of research and medical graduation (PGY1 and PGY2) evaluation. It is a collaboration between provide a grounding (or basis) for seven university departments of the future vocational training. These first University of Newcastle, University of two or three years are spent primarily Sydney, University of New South Wales in public hospitals and /or community and the Australian National University. settings. State Postgraduate Medical The State Advisory Committee Education Councils have been oversees the broad direction and established in all states to oversee has members from the University training and educational opportunities Departments, the Royal Australian for junior medical staff in these early College of General Practitioners, the postgraduate years. NSW Office of the Department of Superguide Health and Ageing, the Alliance of NSW A handbook for supervisors. Currently Divisions, from NSW Health, allied available for medical supervisors and health and other primary health care planned for supervisors of allied health sectors. professionals. Nursing Grand Rounds These sessions provide opportunities for nurses to learn or expand their clinical knowledge base of practice from experienced peers, acknowledging and recognizing nursing expertise in colleagues, but also drawing on other clinical expertise. Nursing Grand Rounds are used as a teaching tool to help gain clinical competence and become more proficient in nursing processes, decrease staff isolation and promote professional development. The sessions include presentations of case studies, presentations of research studies and best practice interventions and care practices, and discussion of practice problems and issues.98 APPENDICES
  • 101. IndexAboriginal participation 8, 10-11, 15, Knowledge management 10, 14, 28-2919, 21, 23, 91, 93 Leadership 3, 6, 7, 8, 9, 10-11, 12, 16,Accounts payable performance 92 18, 21, 22, 26-27, 32Accreditation 3, 4, 5, 8, 15, 19, 21, 22, Management and staff 3632, 44, 45, 91 Management and structure 5, 36-38Allied health 4, 5, 6, 8, 9, 10-11, 12, 13, Medical Directorate 4, 5, 816, 17, 19, 20, 21, 28, 32 Multicultural Policies and Services 93Allied Health Directorate 4, 5, 6, 8, 9 Networks 4, 5, 10-11, 12, 13, 16, 18,Allocation 4, 5, 10-11, 21, 23, 32, 45, 19, 20, 21, 22, 23, 24, 26, 28, 29, 30, 31,93 32, 33, 34, 37, 38, 40, 43, 44, 46, 92Blended learning 8, 10, 24, 26, 29 NSW Institute of Rural Clinical ServicesCentre for Learning and Teaching 4, 5, and Teaching (IRCST) 3, 5, 9, 25, 907, 9, 10 Nursing and midwifery 4, 5, 6, 7, 8, 9,Chief Executive’s report 8 10-11, 19, 21, 24, 25Clinical Chair 9, 10, 27, 38-47, 90 Nursing and Midwifery Directorate 4,Collaboration 4, 6, 7, 8, 9, 10-11, 14, 5, 6, 8, 916, 17, 18, 20, 21, 22, 24, 25, 30, 31, Nursing Grand Rounds 8, 11, 24, 2532-33 Office of CETI 4, 5, 9Committees 37-47 OH&S 93Communication 4, 7, 8, 11, 14, 15, 17, Operational highlights 10-1118, 25, 27, 29, 30-31, 34 Overview of financial performance 15Competency 7, 8, 9, 10, 14, 16, 18-20,21, 33, 42 Overview of key achievements against goals 10-11Compliance Requirements 90-95 Patient 3, 4, 5, 6, 7, 8, 9, 10-11, 12, 14,Conferences & forums 13 16, 17, 18, 19, 20, 21, 22, 25, 28, 31, 37Directorates and centre 5-7 Prevocational 3, 5, 8, 9, 12, 13, 21-23,Disability plans 92 28, 30-31, 32, 34, 44-45, 92EEO 91 Professional development 3, 4, 6,E-learning 7, 8, 10, 11, 12, 17, 24, 10-11, 14, 15, 18-20, 41, 9028-29 Publications and Resources 12Evaluation 3, 8, 9, 14, 15, 21, 22, 25, Report against our goals 16-3533, 34, 90 Research and development 90Excellence 4, 6, 9, 10, 17, 20, 29 Risk management 92, 95Financial performance overview 15 Rural 3, 4, 5, 8, 9, 10-11, 12, 13, 15,Financial Report 48-89 16, 18-19, 21-23, 24-25, 28-29, 32-33,Flexible learning 7, 10, 14, 24, 29 90, 93Four pillars 3, 8, 32 Rural and Remote Directorate 4, 5, 8Garling 3, 8, 9, 10, 16, 17, 18, 26, 28, Scholarship programs 5, 11, 13, 15, 19,32, 37 21, 32, 33General Manager’s report 10 Simulation 8, 10-11, 17, 24, 90Goals 14, 16-33 Social media 11, 28-29, 30Governance 4, 36-38 Stakeholders 4, 7, 8, 9, 10-11, 17, 18, 29, 30, 32, 34, 37Guidelines 7, 28 Standards 3, 7, 8, 9, 10-11, 14, 24,Human Resources 90 26-27, 28-29, 33, 37, 90Innovation 4, 6, 7, 8, 9, 10-11, 14, 21, Superguide 8, 9, 10-11, 12, 20, 21, 2823, 24-25, 29, 90 Team Health 7, 8, 9, 10-11, 13, 16-17Institute of Medical Education andTraining (IMET) 3, 5, 9, 90 Technology 4, 7, 8, 9, 16, 24, 28-29International graduates 5, 11, 16, 42 Workforce management 10-11, 12,Interns 4, 5, 8, 10-11, 12, 17, 21-23, 14, 21-2330, 31, 32, 44-45, 90 CETI > ANNUAL REPORT 2010/11 99
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  • 103. Production details50 copies were produced.Total external costs fordesign and print were$9,081 (inclusive of GST).Edited by: Dr Gaynor Headingand Rod WestDesign: Clik Creativewww.clikcreative.com.auPrinter: PrintroomThis report is printed onMonza Recycled paper
  • 104. Clinical Education andTraining Institute (CETI)Building 12Gladesville HospitalGLADESVILLE NSW 2060Tel: (02) 9844 6551Fax: (02) 9844 6544www.ceti.nsw.gov.auinfo@ceti.nsw.gov.auPost: Locked Bag 5022GLADESVILLE NSW 1675

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