{ "entity_id": "O-000863", "folder": "Australian-Commission-on-Safety-and-Quality-in-Health-Care", "name": "Australian Commission on Safety and Quality in Health Care", "type": "Corporate Commonwealth Entity", "jurisdiction": "Commonwealth", "portfolio": "Health, Disability and Ageing", "website": "http://www.safetyandquality.gov.au", "data_status": "rich", "completeness": { "has_strategy_brief": true, "has_strategy_structured": true, "has_vision": false, "has_kpi_targets": true, "has_kpi_results": false, "has_strategy_overview": true, "has_legislation_text": true, "has_legislation_structured": true, "has_global_initiatives_text": true, "has_ideas": true, "has_artifacts": true, "n_ideas": 8, "n_legislation": 3, "n_artifacts": 4, "n_kpi_targets": 6, "n_kpi_results": 0, "n_outcomes": 1, "verified_own_data": true }, "strategy_profile": { "status": "published", "confidence": "high", "summary": "The Commission’s purpose is to lead improvements in the safety and quality of health care so all Australians receive better care, everywhere. [CP p.5]", "official_site_url": "http://www.safetyandquality.gov.au", "source_documents": [ { "type": "corporate_plan", "title": "Download PDF - 328.64 KB", "url": "https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf", "period": "2025-26", "confidence": "high" }, { "type": "strategie", "title": "MaPSaF", "url": "https://www.ajustnhs.com/wp-content/uploads/2012/10/Manchester-Patient-Safety-Framework.pdf", "period": "2012", "confidence": "medium" } ], "purpose": { "text": "The Commission’s purpose is to lead improvements in the safety and quality of health care so all Australians receive better care, everywhere. [CP p.5]", "source_url": "https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf", "source_page": 5, "source_deep_url": "https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf#page=5" }, "vision": null, "strategic_priorities": [ { "title": "High-quality health care in an evolving environment", "description": "High-quality health care in an evolving environment", "source_url": "https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf", "source_page": 6, "source_deep_url": "https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf#page=6" }, { "title": "Strong outcome-focused clinical governance", "description": "Strong outcome-focused clinical governance", "source_url": "https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf", "source_page": 6, "source_deep_url": "https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf#page=6" }, { "title": "Empowering patients, carers and communities", "description": "Empowering patients, carers and communities", "source_url": "https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf", "source_page": 6, "source_deep_url": "https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf#page=6" }, { "title": "An improvement-driven workforce culture", "description": "An improvement-driven workforce culture", "source_url": "https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf", "source_page": 6, "source_deep_url": "https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf#page=6" } ], "values": [ { "name": "impartial", "description": "", "source_url": "https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf", "source_page": null }, { "name": "committed to service", "description": "", "source_url": "https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf", "source_page": null }, { "name": "accountable", "description": "", "source_url": "https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf", "source_page": null }, { "name": "ethical", "description": "", "source_url": "https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf", "source_page": null }, { "name": "stewardship", "description": "", "source_url": "https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf", "source_page": null }, { "name": "prioritises leadership of Aboriginal and Torres Strait Islander peoples and communities to support culturally safe care", "description": "", "source_url": "https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf", "source_page": null } ], "outcomes": [ { "name": "Outcome 1: Improved safety and quality in health care across the health system", "description": "The Commission’s performance measures for 2025-26 to 2028-29 link to the strategic priorities of the Commission’s Strategic Plan 2025-30. [CP p.17]", "activities": [ "Implement National Safety and Quality Health Service (NSQHS) Standards", "Develop publications or other resources to provide guidance to support implementation of the NSQHS Standards", "Examine healthcare variation and work to reduce unwarranted variation to improve quality and appropriateness of care for all Australians", "Produce clinical care standards and other resources focusing on high-impact, high-burden and high-variation areas of clinical care", "Review and revise previously released clinical care standards", "Evaluate to improve stakeholders’ experience of working with the Commission" ], "source_url": "https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf", "source_page": 17, "source_deep_url": "https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf#page=17" } ], "performance_measures": [ { "code": "NSQHS", "measure": "National Hospitals and day services are assessed against the NSQHS Standards", "target": "As per Strategic priority 1", "latest_result": "", "status": "", "target_source_url": "https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf", "target_source_page": 17, "result_source_url": "", "result_source_page": null }, { "code": "Health Service Safety and Quality Accreditation", "measure": "Accrediting agencies are approved to assess health services to the NSQHS Standards", "target": "As per Strategic priority 2", "latest_result": "", "status": "", "target_source_url": "https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf", "target_source_page": 17, "result_source_url": "", "result_source_page": null }, { "code": "Partnerships", "measure": "Develop 5 publications or other resources to provide guidance to support health services, health professionals and consumers to form effective partnerships", "target": "As per Strategic priority 2", "latest_result": "", "status": "", "target_source_url": "https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf", "target_source_page": 17, "result_source_url": "", "result_source_page": null }, { "code": "Healthcare Variation", "measure": "Produce a rolling program of reports and guidance with time series data on healthcare variation in Australia", "target": "As per Strategic priority 1", "latest_result": "", "status": "", "target_source_url": "https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf", "target_source_page": 17, "result_source_url": "", "result_source_page": null }, { "code": "Clinical Care Standards", "measure": "Produce clinical care standards and other resources focusing on high-impact, high-burden and high-variation areas of clinical care", "target": "As per Strategic priority 2", "latest_result": "", "status": "", "target_source_url": "https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf", "target_source_page": 17, "result_source_url": "", "result_source_page": null }, { "code": "Stakeholders’ Experience", "measure": "Evaluate to improve stakeholders’ experience of working with the Commission", "target": "As per Strategic priority 3", "latest_result": "", "status": "", "target_source_url": "https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf", "target_source_page": 17, "result_source_url": "", "result_source_page": null } ], "document_alignment_terms": { "must_support": [ "The Commission’s purpose is to lead improvements in the safety and quality of health care so all Australians receive better care, everywhere. [CP p.5]", "High-quality health care in an evolving environment", "Strong outcome-focused clinical governance", "Empowering patients, carers and communities", "An improvement-driven workforce culture" ], "watch_terms": [ "National Hospitals and day services are assessed against the NSQHS Standards", "Accrediting agencies are approved to assess health services to the NSQHS Standards", "Develop 5 publications or other resources to provide guidance to support health services, health professionals and consumers to form effective partnerships", "Produce a rolling program of reports and guidance with time series data on healthcare variation in Australia", "Produce clinical care standards and other resources focusing on high-impact, high-burden and high-variation areas of clinical care", "Evaluate to improve stakeholders’ experience of working with the Commission" ], "avoid_claiming_without_evidence": [] }, "review_note": "" }, "strategy_brief_md": "# Australian Commission on Safety and Quality in Health Care — Strategy Brief\n\n**Reporting period**: 2024-25\n**Corporate plan in force**: 2025-26\n**Corporate Plan**: [2025-26](https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf)\n\n## Our purpose / purposes\n\n> The Commission’s purpose is to lead improvements in the safety and quality of health care so all Australians receive better care, everywhere. [CP p.5](https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf#page=5) [[CP p.5](https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf#page=5)(https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf#page=5)]\n\n## How we deliver\n\n> The Commission works in partnership with patients, consumers, consumer groups, clinicians, public and private health services, governments, First Nations organisations, researchers, educational bodies, and other healthcare organisations and agencies. [CP p.11](https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf#page=11) [[CP p.11](https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf#page=11)(https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf#page=11)]\n\n## Government priorities for this department\n\n- High-quality health care in an evolving environment [[CP p.6](https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf#page=6)(https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf#page=6)]\n- Strong outcome-focused clinical governance [[CP p.6](https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf#page=6)(https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf#page=6)]\n- Empowering patients, carers and communities [[CP p.6](https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf#page=6)(https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf#page=6)]\n- An improvement-driven workforce culture [[CP p.6](https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf#page=6)(https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf#page=6)]\n\n## Outcomes\n\n### Outcome 1: Improved safety and quality in health care across the health system\nThe Commission’s performance measures for 2025-26 to 2028-29 link to the strategic priorities of the Commission’s Strategic Plan 2025-30. [CP p.17](https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf#page=17) [[CP p.17](https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf#page=17)(https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf#page=17)]\n\n**Key activities:**\n- Implement National Safety and Quality Health Service (NSQHS) Standards\n- Develop publications or other resources to provide guidance to support implementation of the NSQHS Standards\n- Examine healthcare variation and work to reduce unwarranted variation to improve quality and appropriateness of care for all Australians\n- Produce clinical care standards and other resources focusing on high-impact, high-burden and high-variation areas of clinical care\n- Review and revise previously released clinical care standards\n- Evaluate to improve stakeholders’ experience of working with the Commission\n\n## Values and principles\n\n_The Australian Public Service (APS) Values_\n\n- impartial\n- committed to service\n- accountable\n- ethical\n- stewardship\n- prioritises leadership of Aboriginal and Torres Strait Islander peoples and communities to support culturally safe care\n\n## What they will measure themselves on this year (targets from 2025-26 corporate plan)\n\n| Code | Measure | Target | Source |\n|---|---|---|---|\n| NSQHS | National Hospitals and day services are assessed against the NSQHS Standards | As per Strategic priority 1 | [CP p.17](https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf#page=17)(https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf#page=17) |\n| Health Service Safety and Quality Accreditation | Accrediting agencies are approved to assess health services to the NSQHS Standards | As per Strategic priority 2 | [CP p.17](https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf#page=17)(https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf#page=17) |\n| Partnerships | Develop 5 publications or other resources to provide guidance to support health services, health professionals and consumers to form effective partnerships | As per Strategic priority 2 | [CP p.17](https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf#page=17)(https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf#page=17) |\n| Healthcare Variation | Produce a rolling program of reports and guidance with time series data on healthcare variation in Australia | As per Strategic priority 1 | [CP p.17](https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf#page=17)(https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf#page=17) |\n| Clinical Care Standards | Produce clinical care standards and other resources focusing on high-impact, high-burden and high-variation areas of clinical care | As per Strategic priority 2 | [CP p.17](https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf#page=17)(https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf#page=17) |\n| Stakeholders’ Experience | Evaluate to improve stakeholders’ experience of working with the Commission | As per Strategic priority 3 | [CP p.17](https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf#page=17)(https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf#page=17) |", "strategy_overview_evidence_md": null, "internal_strategy_evidence_md": "# Australian Commission on Safety and Quality in Health Care - Strategy, Performance, and Operating Profile\n\n**Generated at**: 2026-05-09T21:58:05.312595+00:00\n**Entity ID**: O-000863\n**Entity type**: Corporate Commonwealth Entity\n**Jurisdiction**: Commonwealth\n**Portfolio**: Health, Disability and Ageing\n**Website**: http://www.safetyandquality.gov.au\n\n> Draft generated from scraped source material. Treat this as an evidence pack for editorial review, not a final judgement.\n\n## Source Coverage\n\n| Source type | Count |\n|---|---:|\n| corporate-plans | 1 |\n| global-intelligence | 3 |\n| other-pdfs | 2 |\n| pages | 32 |\n| strategies | 1 |\n\n## Executive Readout\n\n### Purpose\n\n- [pages 46,47,48]\nrocedures and protocols that define a vision, principles, objectives, practices, roles and\nfunctions, resources, service outcomes and how outcomes will be measured\n■ Ensure that enough resources are allocated to the health service organisation’s risk\nmanagement system\n■ Foster an organisational culture that focuses on quality clinical trial service provision and\ncontinuous improvement in identifying and managing risk\n■ Incorporate systematic audits of safety and quality systems relating to clinical trial service provision\nin the whole-of-organisation audit program\n■ Ensure availability of data and information to support quality assurance and review of clinical trial\nservices across the health service organisation or trial site\n42 | Australian Commission on Safety and Quality in Health Care\n Source: `other-pdfs/final_design_-_national_clinical_trials_governance_framework_and_user_guide_-_30.pdf (https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//final_design_-_national_clinical_trials_governance_framework_and_user_guide_-_30_may_2022.pdf)`\n- [Page 3]\nContents\nAcknowledgement of Country 2\nIntroduction 4\nPurpose 5\nMission 5\nValues 5\nFunctions 6\nStrategic Priorities for 2025-30 6\nEnvironment 7\nGovernance 8\nPartnerships 9\nReconciliation 10\nPerformance 11\nStrategic priorities, work plan and key activities 13\nStrategic approach to performance criteria 15\nPerformance measures 2025–26 to 2028–29 17\nCapability 20\nStaff capability 20\nStrategic commissioning 21\nRelationships 21\nShared services 22\nRisk oversight and management 23\nReferences 25\nAustralian Commission on Safety and Quality in Health Care Corporate Plan 2025–26 3\n Source: `corporate-plans/2025-26.pdf (https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf)`\n- The Corporate Plan\nalso receives separate funding from 2025-26 is informed by the Commission’s\nagencies such as the Australian Government purpose and vision, Strategic Plan 2025-30,\nDepartment of Health, Disability and Ageing and 2025-28 Work Plan, which is required\n(the Department) to undertake specific under the National Health Reform Act.\n Source: `corporate-plans/2025-26.pdf (https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf)`\n- These shared ways of ■ Clear responsibilities for managing high-\nthinking are then translated into common and quality clinical trial services and appropriate\nrepeated patterns of behaviour: patterns of delegation of the necessary management\nbehaviour that are in turn maintained and authority for this purpose\nreinforced by the rituals, ceremonies and\n■ Reliable processes for ensuring that systems\nrewards of everyday organisational life.24\nfor delivering clinical trials perform well, and\nFactors that have been identified as being clinicians are fully engaged in the design,\nimportant for sustaining cultures that ensure monitoring and development of these\nclinical trials are delivered in a high-quality systems\nmanner and promote safety standards ■ Effective use of data and information to\ninclude:25,26 monitor and report on operational\n Source: `other-pdfs/final_design_-_national_clinical_trials_governance_framework_and_user_guide_-_30.pdf (https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//final_design_-_national_clinical_trials_governance_framework_and_user_guide_-_30_may_2022.pdf)`\n\n### Role and Functions\n\n- [Page 3]\nContents\nAcknowledgement of Country 2\nIntroduction 4\nPurpose 5\nMission 5\nValues 5\nFunctions 6\nStrategic Priorities for 2025-30 6\nEnvironment 7\nGovernance 8\nPartnerships 9\nReconciliation 10\nPerformance 11\nStrategic priorities, work plan and key activities 13\nStrategic approach to performance criteria 15\nPerformance measures 2025–26 to 2028–29 17\nCapability 20\nStaff capability 20\nStrategic commissioning 21\nRelationships 21\nShared services 22\nRisk oversight and management 23\nReferences 25\nAustralian Commission on Safety and Quality in Health Care Corporate Plan 2025–26 3\n Source: `corporate-plans/2025-26.pdf (https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf)`\n- MBS items 82000, 82005, 82010, 82030, 93032, 93033, 93040 or 93041 provide a dual function for this purpose.\n Source: `other-pdfs/PDF-20Version-20--201-20July-202024-20Category-201-20--20Professional-20Attendan.pdf (https://www.mbsonline.gov.au/internet/mbsonline/publishing.nsf/Content/B013E0789A07D708CA258B030013670A/$File/PDF%20Version%20-%201%20July%202024%20Category%201%20-%20Professional%20Attendances.pdf)`\n- [Page 65]\nMBS items 82000, 82005, 82010, 82030, 93032[BJ1] , 93033, 93040 or 93041 provide a dual function for this\npurpose.\n Source: `other-pdfs/PDF-20Version-20--201-20July-202024-20Category-201-20--20Professional-20Attendan.pdf (https://www.mbsonline.gov.au/internet/mbsonline/publishing.nsf/Content/B013E0789A07D708CA258B030013670A/$File/PDF%20Version%20-%201%20July%202024%20Category%201%20-%20Professional%20Attendances.pdf)`\n- [Page 112]\nTerm Definition\nSite A facility, location or institution (or group of institutions) that resource,\nconduct and manage clinical trials that come under one of the final\nresearch authorisation sign off.98\nSponsor An individual, organisation or group taking on responsibility for securing\nthe arrangements to initiate, manage and finance a study.27\nStandard A standard agreed attributes and processes designed to ensure that a\nproduct, service or method will perform consistently at a designated level.93\nSystem The system is the resources, policies, processes and procedures that\nare organised, integrated, regulated and administered to accomplish a\nstated goal.\n Source: `other-pdfs/final_design_-_national_clinical_trials_governance_framework_and_user_guide_-_30.pdf (https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//final_design_-_national_clinical_trials_governance_framework_and_user_guide_-_30_may_2022.pdf)`\n- [Page 12]\nReporting\nPlanning document Content Reporting document Content\nWork plan Key areas of work, Annual report against Achievement\nfocus and activities deliverables provided against planned\nRequired under\nplanned to be to the Board, sub- work plan activities\nNational Health\nundertaken by the committees and\nReform Act\nCommission over Inter-Jurisdictional\nthe next three years Committee\nProject tracker Progress for\nreviewed by Board Commission projects\nand Audit and and programs\nRisk Committee\nevery meeting\nIndividual reports Reviews and\non the delivery evaluations for\nor outcome of specific projects\nspecific projects and programs\nand programs\nCorporate plan Statement of Annual Report Performance against\npurpose measures included\nRequired under Required under\nin the corporate plan\nthe PGPA Act How the purpose the PGPA Act\nwill be achieved\nPerformance Progress for each\n Source: `corporate-plans/2025-26.pdf (https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf)`\n- [Page 21]\nRoles and functions\nof identified positions\nThe roles and functions relating to identified Health service organisations and trial sites may\npositions are consistent with the roles and also benefit from ensuring appropriate linkages\nfunctions of individuals in health service to the Central Points of Contact being established\norganisations undertaking clinical trials as in each jurisdiction to improve overall system\noutlined the Australian clinical trial handbook V2.1 navigation for sponsors and participants, to\n20187; the National Statement; Statement on streamline trial processes and time to trial\nConsumer and Community Participation in start-up; and improve workforce capacity under\nHealth and Medical Research9,30 and state and the (then) Council of Australian Governments\nterritory policies.31,32,33,34,35,36 Health Council revitalised clinical trials agenda\n Source: `other-pdfs/final_design_-_national_clinical_trials_governance_framework_and_user_guide_-_30.pdf (https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//final_design_-_national_clinical_trials_governance_framework_and_user_guide_-_30_may_2022.pdf)`\n\n### Strategic Priorities\n\n- [Page 3]\nContents\nAcknowledgement of Country 2\nIntroduction 4\nPurpose 5\nMission 5\nValues 5\nFunctions 6\nStrategic Priorities for 2025-30 6\nEnvironment 7\nGovernance 8\nPartnerships 9\nReconciliation 10\nPerformance 11\nStrategic priorities, work plan and key activities 13\nStrategic approach to performance criteria 15\nPerformance measures 2025–26 to 2028–29 17\nCapability 20\nStaff capability 20\nStrategic commissioning 21\nRelationships 21\nShared services 22\nRisk oversight and management 23\nReferences 25\nAustralian Commission on Safety and Quality in Health Care Corporate Plan 2025–26 3\n Source: `corporate-plans/2025-26.pdf (https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf)`\n- [Page 13]\nStrategic priorities, work plan and key activities\nThe Strategic Plan 2025-30 describes the Commission’s purpose and strategic priorities,\nand the 2025-28 Work Plan identifies six areas of focus.\n Source: `corporate-plans/2025-26.pdf (https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf)`\n- [Page 12]\nReporting\nPlanning document Content Reporting document Content\nWork plan Key areas of work, Annual report against Achievement\nfocus and activities deliverables provided against planned\nRequired under\nplanned to be to the Board, sub- work plan activities\nNational Health\nundertaken by the committees and\nReform Act\nCommission over Inter-Jurisdictional\nthe next three years Committee\nProject tracker Progress for\nreviewed by Board Commission projects\nand Audit and and programs\nRisk Committee\nevery meeting\nIndividual reports Reviews and\non the delivery evaluations for\nor outcome of specific projects\nspecific projects and programs\nand programs\nCorporate plan Statement of Annual Report Performance against\npurpose measures included\nRequired under Required under\nin the corporate plan\nthe PGPA Act How the purpose the PGPA Act\nwill be achieved\nPerformance Progress for each\n Source: `corporate-plans/2025-26.pdf (https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf)`\n- Table 1 lists these key activities, mapped against the four\nStrategic Plan 2025-2030 priority areas.\n Source: `corporate-plans/2025-26.pdf (https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf)`\n- [Page 14]\nTable 1: Key activities supporting strategic priorities\nKey activities Description of work\nHigh-quality care in an evolving environment\nIntegrated systems and Guidance and policy that support integration, harmonisation\ntransitions of care and coordination of healthcare activity, with a focus on\ntransitions of care within and between sectors and settings.\n Source: `corporate-plans/2025-26.pdf (https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf)`\n- PPeerrffoorrmmaannccee 22002255--2266 22002266––2277 22002277––2288 22002288––2299 LLiinnkkss ttoo\nmmeeaassuurree TTaarrggeett TTaarrggeett TTaarrggeett TTaarrggeett ssttrraatteeggiicc\npprriioorriittiieess\nImplement National Hospitals and day As per As per As per Strategic\nSafety and Quality procedure services 2025–26 2025–26 2025–26 priority 1\nHealth Service are assessed\nStrategic\n(NSQHS) Standards against the NSQHS\npriority 2\nand coordinate the Standards.\n Source: `corporate-plans/2025-26.pdf (https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf)`\n- [Page 18]\nPPeerrffoorrmmaannccee 22002255--2266 22002266––2277 22002277––2288 22002288––2299 LLiinnkkss ttoo\nmmeeaassuurree TTaarrggeett TTaarrggeett TTaarrggeett TTaarrggeett ssttrraatteeggiicc\npprriioorriittiieess\nExamine healthcare Produce a rolling As per As per As per Strategic\nvariation and work to program of reports 2025–26 2025–26 2025–26 priority 1\nreduce unwarranted and guidance with\nStrategic\nvariation to time series data on\npriority 2\nimprove quality and healthcare variation\nappropriateness of in Australia.\n Source: `corporate-plans/2025-26.pdf (https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf)`\n- Strategic\ncare for all Australians. priority 4\nProduce clinical care As per As per As per\nstandards and other 2025–26 2025–26 2025–26\nresources focusing\non high-impact,\nhigh-burden and\nhigh-variation areas\nof clinical care.\n Source: `corporate-plans/2025-26.pdf (https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf)`\n- Evaluate to improve Use/maintain As per As per As per Strategic\nstakeholders’ systems and 2025–26 2025–26 2025–26 priority 2\nexperience of working processes to\nStrategic\nwith the Commission. evaluate and\npriority 3\nimprove stakeholder\nconsultation Strategic\nand advisory priority 4\nmechanisms.\n Source: `corporate-plans/2025-26.pdf (https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf)`\n- [Page 19]\nPPeerrffoorrmmaannccee 22002255--2266 22002266––2277 22002277––2288 22002288––2299 LLiinnkkss ttoo\nmmeeaassuurree TTaarrggeett TTaarrggeett TTaarrggeett TTaarrggeett ssttrraatteeggiicc\npprriioorriittiieess\nIdentify, specify Provide and maintain As per As per As per Strategic\nand refine clinical nationally agreed 2025–26 2025–26 2025–26 priority 2\nand patient reported health information\nStrategic\nmeasures and safety standards, measures\npriority 4\nand quality indicators and indicators for\nto enable health safety and quality,\nservices to monitor including to:\nand improve the support\n●\nsafety and quality of and measure\ncare. performance\ntowards new\nclinical care\nstandards\nsupport\n●\nand measure\nperformance\ntowards an\nenhanced patient\nsafety culture.\n Source: `corporate-plans/2025-26.pdf (https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf)`\n\n## KPIs, Targets, and Where They Are At\n\n- Due\nwhich the Commission was established\nto the significant reduction in outsourcing\ncreates a strong environment for effective\nachieved during 2024-25, the Commission’s\nstakeholder engagement, so that leading\n2025-26 reduction in outsourcing expenditure\nexternal health representatives can contribute\nis expected to be less with a target of\ntheir current experience and knowledge by\n$920,538.\nparticipating in specialist working groups.\n Source: `corporate-plans/2025-26.pdf (https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf)`\n- [Page 12]\nReporting\nPlanning document Content Reporting document Content\nWork plan Key areas of work, Annual report against Achievement\nfocus and activities deliverables provided against planned\nRequired under\nplanned to be to the Board, sub- work plan activities\nNational Health\nundertaken by the committees and\nReform Act\nCommission over Inter-Jurisdictional\nthe next three years Committee\nProject tracker Progress for\nreviewed by Board Commission projects\nand Audit and and programs\nRisk Committee\nevery meeting\nIndividual reports Reviews and\non the delivery evaluations for\nor outcome of specific projects\nspecific projects and programs\nand programs\nCorporate plan Statement of Annual Report Performance against\npurpose measures included\nRequired under Required under\nin the corporate plan\nthe PGPA Act How the purpose the PGPA Act\nwill be achieved\nPerformance Progress for each\n Source: `corporate-plans/2025-26.pdf (https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf)`\n- [Page 3]\nContents\nAcknowledgement of Country 2\nIntroduction 4\nPurpose 5\nMission 5\nValues 5\nFunctions 6\nStrategic Priorities for 2025-30 6\nEnvironment 7\nGovernance 8\nPartnerships 9\nReconciliation 10\nPerformance 11\nStrategic priorities, work plan and key activities 13\nStrategic approach to performance criteria 15\nPerformance measures 2025–26 to 2028–29 17\nCapability 20\nStaff capability 20\nStrategic commissioning 21\nRelationships 21\nShared services 22\nRisk oversight and management 23\nReferences 25\nAustralian Commission on Safety and Quality in Health Care Corporate Plan 2025–26 3\n Source: `corporate-plans/2025-26.pdf (https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf)`\n- [Page 19]\nPPeerrffoorrmmaannccee 22002255--2266 22002266––2277 22002277––2288 22002288––2299 LLiinnkkss ttoo\nmmeeaassuurree TTaarrggeett TTaarrggeett TTaarrggeett TTaarrggeett ssttrraatteeggiicc\npprriioorriittiieess\nIdentify, specify Provide and maintain As per As per As per Strategic\nand refine clinical nationally agreed 2025–26 2025–26 2025–26 priority 2\nand patient reported health information\nStrategic\nmeasures and safety standards, measures\npriority 4\nand quality indicators and indicators for\nto enable health safety and quality,\nservices to monitor including to:\nand improve the support\n●\nsafety and quality of and measure\ncare. performance\ntowards new\nclinical care\nstandards\nsupport\n●\nand measure\nperformance\ntowards an\nenhanced patient\nsafety culture.\n Source: `corporate-plans/2025-26.pdf (https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf)`\n- [Page 74]\nAny patient who is eligible to receive Medicare benefits and meets the criteria for one or more of the following\ntarget groups may receive a health assessment service, at the stated frequencies:\nTarget Group Frequency of Service Associated Note\nA type 2 diabetes risk evaluation for people\naged 40-49 years (inclusive) with a high risk of\nOnce every three years to an eligible\ndeveloping type 2 diabetes as determined by the AN.0.37\npatient\nAustralian Type 2 Diabetes Risk Assessment\nTool\nA health assessment for people aged 45-49\nyears (inclusive) who are at risk of developing Once only to an eligible patient AN.0.38\nchronic disease\nA health assessment for people aged 75 years\nProvided annually to an eligible patient AN.0.39\nand older\nA comprehensive medical assessment for\npermanent residents of residential aged care Provided annually to an eligible patient AN.0.40\nfacilities\n Source: `other-pdfs/PDF-20Version-20--201-20July-202024-20Category-201-20--20Professional-20Attendan.pdf (https://www.mbsonline.gov.au/internet/mbsonline/publishing.nsf/Content/B013E0789A07D708CA258B030013670A/$File/PDF%20Version%20-%201%20July%202024%20Category%201%20-%20Professional%20Attendances.pdf)`\n- Potential consequence of improperly issuing an account\nThe potential consequences for improperly issuing an account are\n(a) No Medicare benefits will be paid for the service;\n(b) The medical practitioner who issued the account, or authorised its issue, may face charges under sections\n128A or 128B of the Health Insurance Act 1973.\n(c) Medicare benefits paid as a result of a false or misleading statement will be recoverable from the doctor\nunder section 129AC of the Health Insurance Act 1973.\n Source: `other-pdfs/PDF-20Version-20--201-20July-202024-20Category-201-20--20Professional-20Attendan.pdf (https://www.mbsonline.gov.au/internet/mbsonline/publishing.nsf/Content/B013E0789A07D708CA258B030013670A/$File/PDF%20Version%20-%201%20July%202024%20Category%201%20-%20Professional%20Attendances.pdf)`\n- A locum must use the provider number allocated to the location if\n(a) they are an approved general practice or specialist trainee with a provider number issued for an approved training\nplacement; or\n(b) they are associated with an approved rural placement under Section 3GA of the Health Insurance Act 1973; or\n(c) they have access to Medicare benefits as a result of the issue of an exemption under section 19AB of the Health\nInsurance Act 1973 (i.e. they have access to Medicare benefits at specific practice locations); or\n(d) they will be at a practice which is participating in the Practice Incentives Program; or\n(e) they are associated with a placement on the MedicarePlus for Other Medical Practitioners (OMPs) program, the\nAfter Hours OMPs program, the Rural OMPs program or Outer Metropolitan OMPs program.\n Source: `other-pdfs/PDF-20Version-20--201-20July-202024-20Category-201-20--20Professional-20Attendan.pdf (https://www.mbsonline.gov.au/internet/mbsonline/publishing.nsf/Content/B013E0789A07D708CA258B030013670A/$File/PDF%20Version%20-%201%20July%202024%20Category%201%20-%20Professional%20Attendances.pdf)`\n- [Page 62]\nSuggested strategies to meet this action\nGCP training may be achieved through a class or course, academic training program, or certification\nfrom a recognised clinical research professional organisation.49 In Australia, low cost and no cost GCP\ntraining programs are being promoted, developed and provided by some state health departments;50\nresearch institute member organisations51 and by health service organisations.52\nGCP training should be refreshed at least every three years in order to remain current with\nregulations, and guidelines and both the individual and the health service organisation are expected to\nretain GCP training documentation.\n Source: `other-pdfs/final_design_-_national_clinical_trials_governance_framework_and_user_guide_-_30.pdf (https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//final_design_-_national_clinical_trials_governance_framework_and_user_guide_-_30_may_2022.pdf)`\n- The Corporate Plan\nalso receives separate funding from 2025-26 is informed by the Commission’s\nagencies such as the Australian Government purpose and vision, Strategic Plan 2025-30,\nDepartment of Health, Disability and Ageing and 2025-28 Work Plan, which is required\n(the Department) to undertake specific under the National Health Reform Act.\n Source: `corporate-plans/2025-26.pdf (https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf)`\n- It is expected that\nthis framework will provide the architecture for\nTo understand whether this purpose has\nimproved reporting of safety and quality data\nbeen achieved, and whether the experiences\nin the future.\nand outcomes for patients and consumers,\nand value and sustainability of the health\nPerformance criteria for the Commission\nsystem have been improved, it is necessary to\nlook at measures and indicators of safety and As noted earlier, the delivery of health care is\nquality. complex, and the Commission is just one of\nmany stakeholders that influence the safety\nCurrently there are few measures of safety and\nand quality of health care in Australia.\nquality that are reported nationally.\n Source: `corporate-plans/2025-26.pdf (https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf)`\n- PPeerrffoorrmmaannccee 22002255--2266 22002266––2277 22002277––2288 22002288––2299 LLiinnkkss ttoo\nmmeeaassuurree TTaarrggeett TTaarrggeett TTaarrggeett TTaarrggeett ssttrraatteeggiicc\npprriioorriittiieess\nImplement National Hospitals and day As per As per As per Strategic\nSafety and Quality procedure services 2025–26 2025–26 2025–26 priority 1\nHealth Service are assessed\nStrategic\n(NSQHS) Standards against the NSQHS\npriority 2\nand coordinate the Standards.\n Source: `corporate-plans/2025-26.pdf (https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf)`\n- 1 The Commission’s performance criteria are outlined in the 2024-25 Portfolio Budget Statements.\n Source: `corporate-plans/2025-26.pdf (https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf)`\n- [Page 18]\nPPeerrffoorrmmaannccee 22002255--2266 22002266––2277 22002277––2288 22002288––2299 LLiinnkkss ttoo\nmmeeaassuurree TTaarrggeett TTaarrggeett TTaarrggeett TTaarrggeett ssttrraatteeggiicc\npprriioorriittiieess\nExamine healthcare Produce a rolling As per As per As per Strategic\nvariation and work to program of reports 2025–26 2025–26 2025–26 priority 1\nreduce unwarranted and guidance with\nStrategic\nvariation to time series data on\npriority 2\nimprove quality and healthcare variation\nappropriateness of in Australia.\n Source: `corporate-plans/2025-26.pdf (https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf)`\n- Strategic\ncare for all Australians. priority 4\nProduce clinical care As per As per As per\nstandards and other 2025–26 2025–26 2025–26\nresources focusing\non high-impact,\nhigh-burden and\nhigh-variation areas\nof clinical care.\n Source: `corporate-plans/2025-26.pdf (https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf)`\n\n## Key Metrics\n\n| Values found | Evidence | Source |\n|---|---|---|\n| $9\f, 4% | H�lWIn$9\f��\u0015�\u0001'�E��y���\u001c܇��e\u0018A)���0`(*�Pd0H����㿇�5�Jdm`3�8ݘ\u0007\u001a�6\u001f\\c�5�I�\u0006�8��\u0019�&涑\\3mԜ;s����Ƞ\\|�nX��\u001f���%oZ�����\u001b���~�z\u000b�����@�+��\u0006:\u0017cQ�;��]Ұ��\u001d\u0013��:�;�/X)iq�\u00180I�#\u0019_i��@�\u001d�M,����g�\u0019�q�5kW��\u001d3���9�qY����� �o�'�xʠV��A��i�\u0015�����{\u0019r�\u000e%�;\u0003Z�3��\\|���O�i���2x�g\u001d\u0002��mh��Ms~.�$\u0002�:�D\u001d�E��@�1fƈ�3\u0002���Z\u0004����\u000eR\u0013p���\f���(;@����%�\u0014 7c'\u0006M�5\u0012��¼�A%\u0005:��\u0004�H�6~c�\bk\u001e4'v\n:�T��0�ꃎi�@���@v$3;���\u0014�����L-s��m\u0012v2:��e0q�ϔ˄51�L=\u00063�6XN\u0018\u0013 \u001d\\|�C�F�a�`��\u000b ��\u000f ;q��B9\u0018ȍi�$m\f#��\u0018F`\\�L�O8AV&���\u0004��)�W�p\u0011�1\\\u000f.i�\n!��8��1\fW�p\u0015\u001d�YRbܬ\u001d��\u000e\n\u0010oI�+Dz*)���\u0012��\u000f��\u0015T`1�O�2�`]\u000b��H\u001aJ\u0011Z�C�T���b:E��,T\u0001VМ�\u0002�,��0�\">Ԥ\u001c\u001c�4\u000eF%\u000b\u0016�(JYQ�E\u0005 | `pages/corporate-plans-index__03.html (https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf)` |\n| $3 | hތU�n�@\u0010��\u000f�c+�2\u000b{\u0001)�\u0014EMU�\u0017+��N\u001d\u0012[!�\u0002�4?���a��T�ކ��3gf�*�2�*r�h,�T��J\u000724\u000ek(�\u00102��6!V+���X��t��L c\u000b��n�`�_�Z�[\n-�\u001a\u0003�Q���S~�G�\u0012?p�Pw^�F�$`1b��X���F�JA�9\u0019�A$��\u0016�O���iq�)��� ���K�\u000e?^������7EV��C�\u0002�b���N?a���\u001f�i�\u0015��m�m�<{�篸\u0010+� \n�$�E.2q+�1?b\u0014�\u0016\u0012�;̗Xw$)�˻���1�-�]\u0013/\u0003?n��s��\u0004\u000f;���\u0006����Ք�����Ɓ�k���( �\ns�ۉ\u0018�q�\u0003�zlt#*P�Cޓ�\n�{�&\u001aR8���H���Ի6,\u001b��\fmy2\u001cG\u0017Π���.�s��\u000b�r����%̨s\u0003��(o���<��՜M=e������\u001aVJ*\u001e ���$`=�$�=�$�)�.�S-\u0018'���%�)�\u0015\u0001��+\"��W\\��P�K&�]N�\u0001b��\u001b\u001b}��\u001c�\u0004\u000b��L�p�\u000b6\u0018�O\u000f��H��G���:{\nz\u0010�n����Ddu���#~!�\u0017@e\u0013Y�_֩��\u0014�-�2@ٛ;)����\u001fW\u0011\u0011�]Ķ,,�0�\nU�\u001a�\u0007B�\u0003i\u0002Ds\u0015D�X�XJ\u0014\u0011���5T'��#�\u000e\u001d�;X\b�Yc���',Q��X��<\u0013�]�:�d�!y6��\u0006'���'�[N�;S+\u0006�\u000f���j��]Ņ6�_ | `pages/corporate-plans-index__03.html (https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf)` |\n| $0 | m\u000fٛ\u001dSs\u0019j����,K\f�\u0001�\u0005�\u00105��3#�DL�s��q�\u00102��wI�9��A1\u0011(AֲGVA�r���\u0019a\u0017\u0002�\u0011Y\n���;/k��#�\u000e<�\u001b��#�j$q�8CMu��\u0005�������k��G֚�=���kb\u001b=��\u001e�5'�!�1\u001b����o7;�c(2Y�\u000f��n� .�\u0007o��>/g��W������]Bb\u0001.��\fb�'��\u0011N?� C��\u000f>�\u001f�6��_��X��nw��[4���\"\u0012�F�3�\u001b�\"��\u0019\u001b{\u001e\u001b��\u001a�\u0005:F��\"\u001e]a)�z�\u0003���� \f#H@>�CI\u0011P7z\u0010�׺�ɻM9]\u0001�U\u00055\u0007�o\u000e�Ӓ֤\u0005bb\u0019�]b\u001d�K*���W�Y�\u0006��\u001e�e�*DW�c���V��\u001f�8]�Q�Ҳ?ŕ�).�у��\u0007��6f����!�\u0002-9 #�Z-�j낶Eb�{\u0013 (�њ�(=?\u0004��?��W�Qb5��~M���������:Ϗ���[���\u001e�P>9�O:��\u0002{\u0007��Nc:�\u001b��F��\u001a�(*珌\b�<�2\u0007[W���:Õ��˪\b� | `pages/corporate-plans-index__03.html (https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf)` |\n| 3% | H�\\��n�0\u0014E�\\|�������^#�Hi�JY�\u001dMf>���\"5�\u001c����׷�H��p\u0010��y�9�춻��M�+������\u000f]��\u001aZo\u000e��\u000f٢4]���O�=7S�����e���p\u001c��6����2���[w���g�{�\\|臓����ߛ\\|��O��l\n�Z��\u001fc�k3�5go�4�a����\\|{�s���s��)��2����Դ>4��gu\u0011���_������ޕ�v8�\u001fM��\u0012��\"�\"o�\u001b�\u0005?��#W\u001c_a\\|U�K�#;��\u0005�d\u0005?�\u001f�K�2�]$���\u0015�\u0002[�\u00053�\"�2�\"�2Ǧ�'�\u0013��\u0016���\u0016���\u000eΎk9�帖�Z�k9�����/�\u0014x\ns\u00049�\u001cA�0G�#�\u0011�\b����\b3%e�\u0016A-�Z\u0004�Ț�\u0006�.A]�=\u0012쑰FA��\u001a\u00055�\u000b96@��/�~)�\u0015�J���_��W�+�\u0015�J���_��W�+�\u0015�K��\"���Ԑߝ�֌'���}{\n!�\\|:f������N�4N&��/�\u0012`6��\u0018\nendstream\nend | `pages/corporate-plans-index__03.html (https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf)` |\n| $4 | H��Mv� 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(https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf)` |\n| $920,538 | Due\nwhich the Commission was established\nto the significant reduction in outsourcing\ncreates a strong environment for effective\nachieved during 2024-25, the Commission’s\nstakeholder engagement, so that leading\n2025-26 reduction in outsourcing expenditure\nexternal health representatives can contribute\nis expected to be less with a target of\ntheir current experience and knowledge by\n$920,538.\nparticipating in specialist working groups. | `corporate-plans/2025-26.pdf (https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf)` |\n| 20\nStaff | [Page 3]\nContents\nAcknowledgement of Country 2\nIntroduction 4\nPurpose 5\nMission 5\nValues 5\nFunctions 6\nStrategic Priorities for 2025-30 6\nEnvironment 7\nGovernance 8\nPartnerships 9\nReconciliation 10\nPerformance 11\nStrategic priorities, work plan and key activities 13\nStrategic approach to performance criteria 15\nPerformance measures 2025–26 to 2028–29 17\nCapability 20\nStaff capability 20\nStrategic commissioning 21\nRelationships 21\nShared services | `corporate-plans/2025-26.pdf (https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf)` |\n\n## Key Achievements\n\n- [Page 12]\nReporting\nPlanning document Content Reporting document Content\nWork plan Key areas of work, Annual report against Achievement\nfocus and activities deliverables provided against planned\nRequired under\nplanned to be to the Board, sub- work plan activities\nNational Health\nundertaken by the committees and\nReform Act\nCommission over Inter-Jurisdictional\nthe next three years Committee\nProject tracker Progress for\nreviewed by Board Commission projects\nand Audit and and programs\nRisk Committee\nevery meeting\nIndividual reports Reviews and\non the delivery evaluations for\nor outcome of specific projects\nspecific projects and programs\nand programs\nCorporate plan Statement of Annual Report Performance against\npurpose measures included\nRequired under Required under\nin the corporate plan\nthe PGPA Act How the purpose the PGPA Act\nwill be achieved\nPerformance Progress for each\n Source: `corporate-plans/2025-26.pdf (https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf)`\n- These shared ways of ■ Clear responsibilities for managing high-\nthinking are then translated into common and quality clinical trial services and appropriate\nrepeated patterns of behaviour: patterns of delegation of the necessary management\nbehaviour that are in turn maintained and authority for this purpose\nreinforced by the rituals, ceremonies and\n■ Reliable processes for ensuring that systems\nrewards of everyday organisational life.24\nfor delivering clinical trials perform well, and\nFactors that have been identified as being clinicians are fully engaged in the design,\nimportant for sustaining cultures that ensure monitoring and development of these\nclinical trials are delivered in a high-quality systems\nmanner and promote safety standards ■ Effective use of data and information to\ninclude:25,26 monitor and report on operational\n Source: `other-pdfs/final_design_-_national_clinical_trials_governance_framework_and_user_guide_-_30.pdf (https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//final_design_-_national_clinical_trials_governance_framework_and_user_guide_-_30_may_2022.pdf)`\n- [pages 14,15,16,17]\nvement\n■ Translating the vision into clear objectives for ■ Well-designed systems for identifying,\nsafety and quality at all levels of the quantifying, and managing risk\norganisation, and establishing measures to ■ Opportunities for consumer engagement in\nassess progress the design of clinical trial services and\n■ Providing a supportive and positive working processes that supports consumer\nenvironment for the workforce engagement as a part of the health service\norganisation strategic plan.\n■ Ensuring that members of the workforce are\nengaged in their work\n■ Having an organisation that is transparent\nabout performance, open to learning and\ncontinuously improving\n■ Supporting multidisciplinary teams to work\ntogether effectively.\n Source: `other-pdfs/final_design_-_national_clinical_trials_governance_framework_and_user_guide_-_30.pdf (https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//final_design_-_national_clinical_trials_governance_framework_and_user_guide_-_30_may_2022.pdf)`\n- [Page 3]\nContents\nAcknowledgement of Country 2\nIntroduction 4\nPurpose 5\nMission 5\nValues 5\nFunctions 6\nStrategic Priorities for 2025-30 6\nEnvironment 7\nGovernance 8\nPartnerships 9\nReconciliation 10\nPerformance 11\nStrategic priorities, work plan and key activities 13\nStrategic approach to performance criteria 15\nPerformance measures 2025–26 to 2028–29 17\nCapability 20\nStaff capability 20\nStrategic commissioning 21\nRelationships 21\nShared services 22\nRisk oversight and management 23\nReferences 25\nAustralian Commission on Safety and Quality in Health Care Corporate Plan 2025–26 3\n Source: `corporate-plans/2025-26.pdf (https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf)`\n- The Corporate Plan\nalso receives separate funding from 2025-26 is informed by the Commission’s\nagencies such as the Australian Government purpose and vision, Strategic Plan 2025-30,\nDepartment of Health, Disability and Ageing and 2025-28 Work Plan, which is required\n(the Department) to undertake specific under the National Health Reform Act.\n Source: `corporate-plans/2025-26.pdf (https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf)`\n- PPeerrffoorrmmaannccee 22002255--2266 22002266––2277 22002277––2288 22002288––2299 LLiinnkkss ttoo\nmmeeaassuurree TTaarrggeett TTaarrggeett TTaarrggeett TTaarrggeett ssttrraatteeggiicc\npprriioorriittiieess\nImplement National Hospitals and day As per As per As per Strategic\nSafety and Quality procedure services 2025–26 2025–26 2025–26 priority 1\nHealth Service are assessed\nStrategic\n(NSQHS) Standards against the NSQHS\npriority 2\nand coordinate the Standards.\n Source: `corporate-plans/2025-26.pdf (https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf)`\n- [Page 18]\nPPeerrffoorrmmaannccee 22002255--2266 22002266––2277 22002277––2288 22002288––2299 LLiinnkkss ttoo\nmmeeaassuurree TTaarrggeett TTaarrggeett TTaarrggeett TTaarrggeett ssttrraatteeggiicc\npprriioorriittiieess\nExamine healthcare Produce a rolling As per As per As per Strategic\nvariation and work to program of reports 2025–26 2025–26 2025–26 priority 1\nreduce unwarranted and guidance with\nStrategic\nvariation to time series data on\npriority 2\nimprove quality and healthcare variation\nappropriateness of in Australia.\n Source: `corporate-plans/2025-26.pdf (https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf)`\n- Strategic\ncare for all Australians. priority 4\nProduce clinical care As per As per As per\nstandards and other 2025–26 2025–26 2025–26\nresources focusing\non high-impact,\nhigh-burden and\nhigh-variation areas\nof clinical care.\n Source: `corporate-plans/2025-26.pdf (https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf)`\n- Evaluate to improve Use/maintain As per As per As per Strategic\nstakeholders’ systems and 2025–26 2025–26 2025–26 priority 2\nexperience of working processes to\nStrategic\nwith the Commission. evaluate and\npriority 3\nimprove stakeholder\nconsultation Strategic\nand advisory priority 4\nmechanisms.\n Source: `corporate-plans/2025-26.pdf (https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf)`\n- [Page 19]\nPPeerrffoorrmmaannccee 22002255--2266 22002266––2277 22002277––2288 22002288––2299 LLiinnkkss ttoo\nmmeeaassuurree TTaarrggeett TTaarrggeett TTaarrggeett TTaarrggeett ssttrraatteeggiicc\npprriioorriittiieess\nIdentify, specify Provide and maintain As per As per As per Strategic\nand refine clinical nationally agreed 2025–26 2025–26 2025–26 priority 2\nand patient reported health information\nStrategic\nmeasures and safety standards, measures\npriority 4\nand quality indicators and indicators for\nto enable health safety and quality,\nservices to monitor including to:\nand improve the support\n●\nsafety and quality of and measure\ncare. performance\ntowards new\nclinical care\nstandards\nsupport\n●\nand measure\nperformance\ntowards an\nenhanced patient\nsafety culture.\n Source: `corporate-plans/2025-26.pdf (https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf)`\n- Due\nwhich the Commission was established\nto the significant reduction in outsourcing\ncreates a strong environment for effective\nachieved during 2024-25, the Commission’s\nstakeholder engagement, so that leading\n2025-26 reduction in outsourcing expenditure\nexternal health representatives can contribute\nis expected to be less with a target of\ntheir current experience and knowledge by\n$920,538.\nparticipating in specialist working groups.\n Source: `corporate-plans/2025-26.pdf (https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf)`\n- MBS items 82000, 82005, 82010, 82030, 93032, 93033, 93040 or 93041 provide a dual function for this purpose.\n Source: `other-pdfs/PDF-20Version-20--201-20July-202024-20Category-201-20--20Professional-20Attendan.pdf (https://www.mbsonline.gov.au/internet/mbsonline/publishing.nsf/Content/B013E0789A07D708CA258B030013670A/$File/PDF%20Version%20-%201%20July%202024%20Category%201%20-%20Professional%20Attendances.pdf)`\n\n## Key Issues, Risks, and Recommendations\n\n- [Page 12]\nReporting\nPlanning document Content Reporting document Content\nWork plan Key areas of work, Annual report against Achievement\nfocus and activities deliverables provided against planned\nRequired under\nplanned to be to the Board, sub- work plan activities\nNational Health\nundertaken by the committees and\nReform Act\nCommission over Inter-Jurisdictional\nthe next three years Committee\nProject tracker Progress for\nreviewed by Board Commission projects\nand Audit and and programs\nRisk Committee\nevery meeting\nIndividual reports Reviews and\non the delivery evaluations for\nor outcome of specific projects\nspecific projects and programs\nand programs\nCorporate plan Statement of Annual Report Performance against\npurpose measures included\nRequired under Required under\nin the corporate plan\nthe PGPA Act How the purpose the PGPA Act\nwill be achieved\nPerformance Progress for each\n Source: `corporate-plans/2025-26.pdf (https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf)`\n- The detailed Management Plan should contain:\n• The findings of the comprehensive diagnostic assessment and the formulation that contributed to this\nassessment (including the finding of the outcome tools where clinically appropriate)\n• Relevant history and Mental Status Examination\n• Identification of any risks to the patient or others\n• Detailed management plan which includes, as clinically appropriate, not limited to one or more of the\nfollowing recommendations:\no Biopsychosocial management\no Non-medication recommendations including (where relevant): psychoeducation; recommendations for\npsychological treatment (and who should provide this); social prescribing\no Indications for review or episode and escalation of treatment strategies\no Longer term management goals\nReview of Management Plan - Item 293 or 92436:\n Source: `other-pdfs/PDF-20Version-20--201-20July-202024-20Category-201-20--20Professional-20Attendan.pdf (https://www.mbsonline.gov.au/internet/mbsonline/publishing.nsf/Content/B013E0789A07D708CA258B030013670A/$File/PDF%20Version%20-%201%20July%202024%20Category%201%20-%20Professional%20Attendances.pdf)`\n- [pages 46,47,48]\nrocedures and protocols that define a vision, principles, objectives, practices, roles and\nfunctions, resources, service outcomes and how outcomes will be measured\n■ Ensure that enough resources are allocated to the health service organisation’s risk\nmanagement system\n■ Foster an organisational culture that focuses on quality clinical trial service provision and\ncontinuous improvement in identifying and managing risk\n■ Incorporate systematic audits of safety and quality systems relating to clinical trial service provision\nin the whole-of-organisation audit program\n■ Ensure availability of data and information to support quality assurance and review of clinical trial\nservices across the health service organisation or trial site\n42 | Australian Commission on Safety and Quality in Health Care\n Source: `other-pdfs/final_design_-_national_clinical_trials_governance_framework_and_user_guide_-_30.pdf (https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//final_design_-_national_clinical_trials_governance_framework_and_user_guide_-_30_may_2022.pdf)`\n- [Page 69]\nExamples of evidence\n■ Policy documents that describe the health service organisation’s requirements for maintaining\nbuildings, plant, equipment, utilities and devices required to deliver clinical trial services\n■ Strategic plan for facilities and capital works\n■ Maintenance schedule for buildings, equipment, utilities and devices\n■ Audit results of compliance with maintenance schedules and inspections of equipment\n■ Register of equipment that is assigned to meet individual trial participants needs\n■ Risk assessment to identify suitability of all new equipment\n■ Observation of design and use of the environment to reduce risks relating to self-harm (for\nexample, removal of ligature points, collapsible curtain rails)\n■ Observation that the physical environment includes consideration of safety and quality (for\n Source: `other-pdfs/final_design_-_national_clinical_trials_governance_framework_and_user_guide_-_30.pdf (https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//final_design_-_national_clinical_trials_governance_framework_and_user_guide_-_30_may_2022.pdf)`\n- [Page 3]\nContents\nAcknowledgement of Country 2\nIntroduction 4\nPurpose 5\nMission 5\nValues 5\nFunctions 6\nStrategic Priorities for 2025-30 6\nEnvironment 7\nGovernance 8\nPartnerships 9\nReconciliation 10\nPerformance 11\nStrategic priorities, work plan and key activities 13\nStrategic approach to performance criteria 15\nPerformance measures 2025–26 to 2028–29 17\nCapability 20\nStaff capability 20\nStrategic commissioning 21\nRelationships 21\nShared services 22\nRisk oversight and management 23\nReferences 25\nAustralian Commission on Safety and Quality in Health Care Corporate Plan 2025–26 3\n Source: `corporate-plans/2025-26.pdf (https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf)`\n- Development of the Treatment and Management Plan\nOnce the paediatrician has made a diagnosis of a complex neurodevelopmental disorder, to complete the item\nrequirements of item 135 or 92140 they must develop a treatment and management plan which includes:\nWritten documentation of the patient’s confirmed diagnosis of a complex neurodevelopmental disorder, including\nany findings of assessments performed (which assisted with the formulation of the diagnosis or contributed to the\ntreatment and management plan)\n• A risk assessment which means assessment of:\no the risk to the patient of a contributing co-morbidity and\no environmental, physical, social and emotional risk factors that may apply to the patient or to\nanother individual.\n• Treatment options which include:\no Recommendations using a biopsychosocial model\no Identify major treatment goals and important milestones and objectives\n Source: `other-pdfs/PDF-20Version-20--201-20July-202024-20Category-201-20--20Professional-20Attendan.pdf (https://www.mbsonline.gov.au/internet/mbsonline/publishing.nsf/Content/B013E0789A07D708CA258B030013670A/$File/PDF%20Version%20-%201%20July%202024%20Category%201%20-%20Professional%20Attendances.pdf)`\n- Development of the treatment and management plan\nOnce the specialist or consultant physician has made a diagnosis of an eligible disability, to complete the item\nrequirements of item 137 or 92141 they must develop a treatment and management plan which includes:\n• Written documentation of the patient’s confirmed diagnosis of an eligible disability, including any findings\nof assessments performed (which assisted with the formulation of the diagnosis or contributed to the\ntreatment and management plan)\n• A risk assessment which means assessment of:\no the risk to the patient of a contributing co-morbidity and\no environmental, physical, social and emotional risk factors that may apply to the patient or to another\nindividual.\n• Treatment options which:\no Recommendations using a biopsychosocial model\no Identify major treatment goals and important milestones and objectives\n Source: `other-pdfs/PDF-20Version-20--201-20July-202024-20Category-201-20--20Professional-20Attendan.pdf (https://www.mbsonline.gov.au/internet/mbsonline/publishing.nsf/Content/B013E0789A07D708CA258B030013670A/$File/PDF%20Version%20-%201%20July%202024%20Category%201%20-%20Professional%20Attendances.pdf)`\n- Details of the requirements for a\nhealth assessment for each patient cohort are at:\n• Type 2 diabetes risk evaluation (40-49 years) – see AN.0.37.\n• Health assessment for people aged 45-49 years (inclusive) who are at risk of developing chronic disease –\nsee AN.0.38.\n• Health Assessment provided for people aged 75 years and older – see AN.0.39.\n• Health Assessment provided as a comprehensive medical assessment for residents of residential aged care\nfacilities – see AN.0.40.\n• Health Assessment provided for people with an intellectual disability – see AN.0.41.\n• Health Assessment provided for refugees and other humanitarian entrants – see AN.0.42.\n• One-off health assessment for veterans – see AN.0.69.\n Source: `other-pdfs/PDF-20Version-20--201-20July-202024-20Category-201-20--20Professional-20Attendan.pdf (https://www.mbsonline.gov.au/internet/mbsonline/publishing.nsf/Content/B013E0789A07D708CA258B030013670A/$File/PDF%20Version%20-%201%20July%202024%20Category%201%20-%20Professional%20Attendances.pdf)`\n- For example, a 42 year old patient with an\nintellectual disability who is also found to be at high risk of developing type 2 diabetes as determined by the\nAustralian Type 2 Diabetes Risk Assessment Tool can receive:\n• a health assessment for a person with an intellectual disability annually, and\n• a type 2 diabetes risk evaluation every 3 years until they are 49 (inclusive).\n Source: `other-pdfs/PDF-20Version-20--201-20July-202024-20Category-201-20--20Professional-20Attendan.pdf (https://www.mbsonline.gov.au/internet/mbsonline/publishing.nsf/Content/B013E0789A07D708CA258B030013670A/$File/PDF%20Version%20-%201%20July%202024%20Category%201%20-%20Professional%20Attendances.pdf)`\n- [Page 74]\nAny patient who is eligible to receive Medicare benefits and meets the criteria for one or more of the following\ntarget groups may receive a health assessment service, at the stated frequencies:\nTarget Group Frequency of Service Associated Note\nA type 2 diabetes risk evaluation for people\naged 40-49 years (inclusive) with a high risk of\nOnce every three years to an eligible\ndeveloping type 2 diabetes as determined by the AN.0.37\npatient\nAustralian Type 2 Diabetes Risk Assessment\nTool\nA health assessment for people aged 45-49\nyears (inclusive) who are at risk of developing Once only to an eligible patient AN.0.38\nchronic disease\nA health assessment for people aged 75 years\nProvided annually to an eligible patient AN.0.39\nand older\nA comprehensive medical assessment for\npermanent residents of residential aged care Provided annually to an eligible patient AN.0.40\nfacilities\n Source: `other-pdfs/PDF-20Version-20--201-20July-202024-20Category-201-20--20Professional-20Attendan.pdf (https://www.mbsonline.gov.au/internet/mbsonline/publishing.nsf/Content/B013E0789A07D708CA258B030013670A/$File/PDF%20Version%20-%201%20July%202024%20Category%201%20-%20Professional%20Attendances.pdf)`\n- AN.0.37 Time-tiered Health Assessment - Type 2 Diabetes Risk Evaluation\nPublication date: 1 July 2024\nSUMMARY\nTime-tiered health assessment items may be used to undertake a Type 2 Diabetes Risk Evaluation for Medicare\neligible patients aged 40-49 years (inclusive) with a high risk of developing type 2 diabetes.\n Source: `other-pdfs/PDF-20Version-20--201-20July-202024-20Category-201-20--20Professional-20Attendan.pdf (https://www.mbsonline.gov.au/internet/mbsonline/publishing.nsf/Content/B013E0789A07D708CA258B030013670A/$File/PDF%20Version%20-%201%20July%202024%20Category%201%20-%20Professional%20Attendances.pdf)`\n- AN.0.38 Time-Tiered Health Assessment - People aged 45-49 years who are at risk of developing\nchronic disease\nPublication date: 1 July 2024\nSUMMARY\nTime-tiered health assessment items may be used to undertake a health assessment for people aged 45-49 years\n(inclusive) who are at risk of developing chronic disease.\n Source: `other-pdfs/PDF-20Version-20--201-20July-202024-20Category-201-20--20Professional-20Attendan.pdf (https://www.mbsonline.gov.au/internet/mbsonline/publishing.nsf/Content/B013E0789A07D708CA258B030013670A/$File/PDF%20Version%20-%201%20July%202024%20Category%201%20-%20Professional%20Attendances.pdf)`\n- A relevant visa means any of the following visas granted under the Migration Act 1958:\n• Subclass 070 Bridging (Removal Pending) visa\n• Subclass 200 (Refugee) visa\n• Subclass 201 (In-country Special Humanitarian) visa\n• Subclass 202 (Global Special Humanitarian) visa\n• Subclass 203 (Emergency Rescue) visa\n• Subclass 204 (Woman at Risk) visa\n• Subclass 786 (Temporary (Humanitarian Concern)) visa\n• Subclass 790 (Safe Haven Enterprise) visa\n• Subclass 866 (Protection) visa\nA health assessment provided for a refugee or other humanitarian entrant may only be claimed once by an eligible\npatient.\n Source: `other-pdfs/PDF-20Version-20--201-20July-202024-20Category-201-20--20Professional-20Attendan.pdf (https://www.mbsonline.gov.au/internet/mbsonline/publishing.nsf/Content/B013E0789A07D708CA258B030013670A/$File/PDF%20Version%20-%201%20July%202024%20Category%201%20-%20Professional%20Attendances.pdf)`\n- For example, people at all levels of\norganisational plans and strategies. a health service organisation may be involved in\nThe governing body also endorses and approves the design and implementation of risk\nbudgets, and major financial and organisational management, performance monitoring and audit\ndecisions, and: programs, which are key elements of good\n■ Ensures that the organisation is being governance systems.\nproperly managed, including that\n− systems of production or service delivery\nare well designed and fit for purpose\n− services meet desired standards\n− the organisation meets its compliance\nobligations\n■ Challenges the assumptions of management\n■ Reviews and monitoring performance of the\ncontrol framework to ensure that major risks\nare identified and managed\n■ Ensures that there is an ongoing focus on\nquality improvement\n■ Evaluates reports, and reviewing feedback,\n Source: `other-pdfs/final_design_-_national_clinical_trials_governance_framework_and_user_guide_-_30.pdf (https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//final_design_-_national_clinical_trials_governance_framework_and_user_guide_-_30_may_2022.pdf)`\n\n## Corporate Values and Operating Culture\n\n- Features commonly include acknowledgement of the high-risk, error-\nprone nature of an organisation’s activities; a blame-free environment in\nwhich individuals are able to report errors or near misses without fear\nof reprimand or punishment; an expectation of collaboration across all\nareas and levels of an organisation to seek solutions to vulnerabilities;\nand a willingness of the organisation to direct resources to deal with\nsafety concerns.97\nScope of clinical Scope of clinical practice the extent of an individual clinician’s approved\npractice clinical practice within a particular organisation, based on the clinician’s\nskills, knowledge, performance and professional suitability, and the needs\nand service capability of the organisation.27\nSafety Events A serious adverse event (experience) or reaction is any untoward medical\n Source: `other-pdfs/final_design_-_national_clinical_trials_governance_framework_and_user_guide_-_30.pdf (https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//final_design_-_national_clinical_trials_governance_framework_and_user_guide_-_30_may_2022.pdf)`\n- [pages 111,112,113,114]\nnt; an expectation of collaboration across all\nareas and levels of an organisation to seek solutions to vulnerabilities;\nand a willingness of the organisation to direct resources to deal with\nsafety concerns.97\nScope of clinical Scope of clinical practice the extent of an individual clinician’s approved\npractice clinical practice within a particular organisation, based on the clinician’s\nskills, knowledge, performance and professional suitability, and the needs\nand service capability of the organisation.27\nSafety Events A serious adverse event (experience) or reaction is any untoward medical\noccurrence that at any dose results in death or is life threatening.80\nThe National Clinical Trials Governance Framework and user guide for health service organisations conducting clinical trials | 107\n Source: `other-pdfs/final_design_-_national_clinical_trials_governance_framework_and_user_guide_-_30.pdf (https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//final_design_-_national_clinical_trials_governance_framework_and_user_guide_-_30_may_2022.pdf)`\n- Its findings provide a baseline for enhancing service delivery and effectiveness.\nmini-card, small-h-img\ntrue\nsec-spacing\nsection-none\nsec-spacing-bottom\nsection-padding-between\nstyle\ndefault\nCONNECT\nWITH US\nfalse\nX\nlp-x\nhttps://x.com/wbg_gov\nSubscribe to our monthly newsletter\nWorld Bank Governance Global Department\nThe latest news, publications, and events on institutions, good governance, GovTech, open government, procurement, anticorruption, public finance, accountability & more.\nfalse\nGovernance Update|SVC123\nfalse\nTopic Expert\nArturo Herrera\nhttps://www.worldbank.org/en/about/people/a/arturo-herrera-gutierrez\ndefault alt\nDirector, Governance Global Department, World Bank\nmini-card\nmini-card\nView All Experts\nGovernance Contact\nLara Saade\nlsaade@worldbank.org\nsec-swoosh\nsec-swoosh-type11\nstyle\ngrid, bg-neutrals-20, stay-connected\nsec-spacing\nsection-none\nsec-spacing-bottom\n Source: `global-intelligence/source-text/association-worldbank.org-governance.txt`\n- The requirement of \"personal performance\" is met whether or not essential assistance is provided,\naccording to accepted medical practice:-\n(a) Category 1 (Professional Attendances) items except 170-172, 342-346, 820-880, 6029–6042, 6064-6075;\n(b) Each of the following items in Group D1 (Miscellaneous Diagnostic):- 11012, 11015, 11018, 11021, 11304,\n11600, 11627, 11705, 11724, 11728, 11729, 11730, 11731, 11921, 12000, 12003;\n(c) All Group T1 (Miscellaneous Therapeutic) items (except 13020, 13025, 13200-13206, 13212-13221, 13703,\n13706, 13750-13760, 13950, 14050, 14221 and 14245);\n(d) Item 15600 in Group T2 (Radiation Oncology);\n(e) All Group T3 (Therapeutic Nuclear Medicine) items;\n(f) All Group T4 (Obstetrics) items (except 16400 and 16514);\n(g) All Group T6 (Anaesthetics) items;\n(h) All Group T7 (Regional or Field Nerve Block) items;\n(i) All Group T8 (Operations) items;\n Source: `other-pdfs/PDF-20Version-20--201-20July-202024-20Category-201-20--20Professional-20Attendan.pdf (https://www.mbsonline.gov.au/internet/mbsonline/publishing.nsf/Content/B013E0789A07D708CA258B030013670A/$File/PDF%20Version%20-%201%20July%202024%20Category%201%20-%20Professional%20Attendances.pdf)`\n- [Page 62]\nSuggested strategies to meet this action\nGCP training may be achieved through a class or course, academic training program, or certification\nfrom a recognised clinical research professional organisation.49 In Australia, low cost and no cost GCP\ntraining programs are being promoted, developed and provided by some state health departments;50\nresearch institute member organisations51 and by health service organisations.52\nGCP training should be refreshed at least every three years in order to remain current with\nregulations, and guidelines and both the individual and the health service organisation are expected to\nretain GCP training documentation.\n Source: `other-pdfs/final_design_-_national_clinical_trials_governance_framework_and_user_guide_-_30.pdf (https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//final_design_-_national_clinical_trials_governance_framework_and_user_guide_-_30_may_2022.pdf)`\n- [pages 95,96]\nunder the Clinical Trial Notifiation\nnon-industry sponsors reported by international (CTN) and Clinical Trial Approval (CTA) schemes\nregulators.76,78 in Australia, the TGA also provide the annotated\nGuidance for Good Clinical Practice (2016) and\nHowever, health service organisations have a\nguidance materials including the Australian\nresponsibility to protect the safety and welfare\nclinical trial handbook (2018).7\nof participants who may also be cared for\nwithin their health service organisation and\nas such, should ensure training in GCP for the\nintegrity of their research programs and their\nresearchers and the individual projects that\nthose researchers conduct.\n Source: `other-pdfs/final_design_-_national_clinical_trials_governance_framework_and_user_guide_-_30.pdf (https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//final_design_-_national_clinical_trials_governance_framework_and_user_guide_-_30_may_2022.pdf)`\n- [Page 3]\nContents\nAcknowledgement of Country 2\nIntroduction 4\nPurpose 5\nMission 5\nValues 5\nFunctions 6\nStrategic Priorities for 2025-30 6\nEnvironment 7\nGovernance 8\nPartnerships 9\nReconciliation 10\nPerformance 11\nStrategic priorities, work plan and key activities 13\nStrategic approach to performance criteria 15\nPerformance measures 2025–26 to 2028–29 17\nCapability 20\nStaff capability 20\nStrategic commissioning 21\nRelationships 21\nShared services 22\nRisk oversight and management 23\nReferences 25\nAustralian Commission on Safety and Quality in Health Care Corporate Plan 2025–26 3\n Source: `corporate-plans/2025-26.pdf (https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf)`\n- Mission Values\nThe Commission: The Australian Public Service (APS) Values\nis a trusted national steward of quality and Code of Conduct set out the standard\n●\nimprovement for better health outcomes. of behaviour expected of all APS employees,\nincluding Commission staff.\n Source: `corporate-plans/2025-26.pdf (https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf)`\n\n## Global Ideas and Case Study Inputs\n\nGlobal source texts are available for later idea synthesis:\n- `global-intelligence/source-text/association-worldbank.org-governance.txt`\n- `global-intelligence/source-text/consulting-deloitte.com-government-public.txt`\n- `global-intelligence/source-text/university-ash.harvard.edu-Harvard-Kennedy-School-Ash-Center.txt`\n\n## Source Artifacts Used\n\n- `corporate-plans/2025-26.pdf` - corporate-plans - https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf\n- `strategies/Manchester-Patient-Safety-Framework.pdf` - strategies - https://www.ajustnhs.com/wp-content/uploads/2012/10/Manchester-Patient-Safety-Framework.pdf\n- `pages/about.html` - pages - http://www.safetyandquality.gov.au/about-us\n- `pages/corporate-plans-index.html` - pages - https://www.safetyandquality.gov.au/publications-and-resources/resource-library/corporate-plan-2025-26\n- `pages/corporate-plans-index__00.html` - pages - https://www.safetyandquality.gov.au/resources/corporate-plan-2025-26\n- `pages/corporate-plans-index__01.html` - pages - https://www.safetyandquality.gov.au/sites/default/files/2025-07-favicon.png\n- `pages/corporate-plans-index__02.html` - pages - https://www.safetyandquality.gov.au/publications-and-resources/resource-library/corporate-plan-2025-26\n- `pages/corporate-plans-index__03.html` - pages - https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//acsqhc-corporate-plan-2025-26.pdf\n- `pages/corporate-plans-index__04.html` - pages - https://www.safetyandquality.gov.au/webform/ajax/feedback?target_id=feedback-form-replace&page_path=/resources/corporate-plan-2025-26\n- `pages/homepage.html` - pages - http://www.safetyandquality.gov.au\n- `pages/news-latest.html` - pages - http://www.safetyandquality.gov.au/news-and-media\n- `pages/strategies-index.html` - pages - http://www.safetyandquality.gov.au/national-standards/national-clinical-trials-governance-framework\n- `pages/strategies-index__05.html` - pages - https://www.safetyandquality.gov.au/national-standards/national-clinical-trials-governance-framework\n- `pages/strategies-index__06.html` - pages - http://www.safetyandquality.gov.au/sites/default/files/2025-07-favicon.png\n- `pages/strategies-index__07.html` - pages - http://www.safetyandquality.gov.au/national-standards/national-clinical-trials-governance-framework\n- `pages/strategies-index__08.html` - pages - http://www.safetyandquality.gov.au/national-standards/national-safety-and-quality-digital-mental-health-standards\n- `pages/strategies-index__09.html` - pages - http://www.safetyandquality.gov.au/accreditation/assessment-outcomes-data\n- `pages/strategies-index__10.html` - pages - http://www.safetyandquality.gov.au/clinical-topics/digital-health\n- `pages/strategies-index__11.html` - pages - http://www.safetyandquality.gov.au/data-and-measurement\n- `pages/strategies-index__12.html` - pages - http://www.safetyandquality.gov.au/data-and-measurement/australian-atlas-healthcare-variation\n- `pages/strategies-index__13.html` - pages - http://www.safetyandquality.gov.au/data-and-measurement/case-studies\n- `pages/strategies-index__14.html` - pages - http://www.safetyandquality.gov.au/data-and-measurement/clinical-quality-registries\n- `pages/strategies-index__15.html` - pages - http://www.safetyandquality.gov.au/data-and-measurement/medicineinsight\n- `pages/strategies-index__16.html` - pages - http://www.safetyandquality.gov.au/data-and-measurement/patient-reported-measures\n- `pages/strategies-index__17.html` - pages - http://www.safetyandquality.gov.au/data-and-measurement/patient-safety-culture\n- `pages/strategies-index__18.html` - pages - http://www.safetyandquality.gov.au/data-and-measurement/practice-reflections\n- `pages/strategies-index__19.html` - pages - http://www.safetyandquality.gov.au/data-and-measurement/safety-and-quality-measures\n- `pages/strategies-index__20.html` - pages - http://www.safetyandquality.gov.au/resources/national-clinical-trials-governance-framework-and-user-guide\n- `pages/strategies-index__21.html` - pages - http://www.safetyandquality.gov.au/national-standards/clinical-trials-governance-framework/about-national-clinical-trials-governance-framework\n- `pages/strategies-index__22.html` - pages - http://www.safetyandquality.gov.au/national-standards/clinical-trials-governance-framework/resources-national-clinical-trials-governance-framework\n- `pages/strategies-index__23.html` - pages - http://www.safetyandquality.gov.au/national-standards/clinical-trials-governance-framework/assessment-national-clinical-trials-governance-framework\n- `pages/strategies-index__24.html` - pages - http://www.safetyandquality.gov.au/accreditation/assessment-outcomes-data/assessment-outcomes-data-clinical-trial-services\n- `pages/strategies-index__25.html` - pages - http://www.safetyandquality.gov.au/webform/ajax/feedback?target_id=feedback-form-replace&page_path=/national-standards/national-clinical-trials-governance-framework\n- `pages/structure.html` - pages - http://www.safetyandquality.gov.au/national-standards/national-safety-and-quality-mental-health-standards-community-managed-organisations\n- `global-intelligence/source-text/association-worldbank.org-governance.txt` - global-intelligence - local file\n- `global-intelligence/source-text/consulting-deloitte.com-government-public.txt` - global-intelligence - local file\n- `global-intelligence/source-text/university-ash.harvard.edu-Harvard-Kennedy-School-Ash-Center.txt` - global-intelligence - local file\n- `other-pdfs/PDF-20Version-20--201-20July-202024-20Category-201-20--20Professional-20Attendan.pdf` - other-pdfs - https://www.mbsonline.gov.au/internet/mbsonline/publishing.nsf/Content/B013E0789A07D708CA258B030013670A/$File/PDF%20Version%20-%201%20July%202024%20Category%201%20-%20Professional%20Attendances.pdf\n- `other-pdfs/final_design_-_national_clinical_trials_governance_framework_and_user_guide_-_30.pdf` - other-pdfs - https://www.safetyandquality.gov.au/sites/default/files/resources/attachments//final_design_-_national_clinical_trials_governance_framework_and_user_guide_-_30_may_2022.pdf\n\n## Gaps To Fix\n\n- No annual report text source found.", "legislation_md": "# Australian Commission on Safety and Quality in Health Care — Legislation Administered\n\n**Generated**: 2026-05-13T03:26:44+00:00\n**Source**: LLM extraction (nova-micro) from latest annual report and corporate plan\n**Tokens**: 6,766 in / 281 out · cost: $0.00028\n\n> Acts and instruments this entity administers or has primary responsibility for.\n> Excludes generic gov-wide compliance Acts (PGPA, Public Service Act, FOI, Privacy, etc.).\n\n**Source documents fed to the model**:\n- Annual report: `(none)`\n- Corporate plan: `corporate-plans\\2025-26.txt`\n\n## 3 laws administered\n\n| Title | Year | Type | What this entity does under it |\n|---|---|---|---|\n| [National Health Reform Act 2011](https://www.legislation.gov.au/details/C2021A00068) | 2011 | Act | The entity formulates standards, guidelines, and indicators relating to healthcare safety and quality matters and advises Health Ministers on national clinical standards. |\n| [National Safety and Quality Health Service Standards](https://www.legislation.gov.au/details/F2017L00039) | 2017 | Instrument | The entity formulates model national schemes that provide for the accreditation of organisations that provide healthcare services. |\n| [Clinical Care Standards](https://www.safetyandquality.gov.au/our-work/standards/clinical-care-standards) | 2011 | Instrument | The entity promotes, supports, and encourages the implementation of these standards and related guidelines and indicators. |", "global_initiatives_md": "# Australian Commission on Safety and Quality in Health Care — Global Initiatives Catalogue\n\n## Focus areas\n- High-quality health care in an evolving environment\n- Strong outcome-focused clinical governance\n- Empowering patients, carers and communities\n- An improvement-driven workforce culture\n\n## High-quality health care in an evolving environment\n\n### National Health Service (NHS) Long Term Plan\n**Jurisdiction**: United Kingdom\n**Run by**: National Health Service\n**Year**: 2019\n**Status**: Active\n**What it does (2–3 sentences)**: The NHS Long Term Plan sets out the vision for the NHS in England to ensure that the health service continues to evolve to meet the needs of the population, focusing on prevention, integration, and technology.\n**Why it matters to Australia (1–2 sentences)**: The plan’s emphasis on integrated care and technology can provide valuable insights for Australia’s healthcare system to improve coordination and patient outcomes.\n**Find more**: [NHS Long Term Plan](https://www.google.com/search?q=NHS+Long+Term+Plan)\n\n### Patient-Centered Outcomes Research Institute (PCORI)\n**Jurisdiction**: United States\n**Run by**: Patient-Centered Outcomes Research Institute\n**Year**: 2010\n**Status**: Active\n**What it does (2–3 sentences)**: PCORI funds research that helps patients and providers make informed health decisions by focusing on the outcomes that matter most to patients.\n**Why it matters to Australia (1–2 sentences)**: PCORI’s patient-centered approach to research can inform Australia’s efforts to improve patient engagement and care quality.\n**Find more**: [PCORI](https://www.google.com/search?q=Patient-Centered+Outcomes+Research+Institute)\n\n### New Zealand Health Quality & Safety Commission\n**Jurisdiction**: New Zealand\n**Run by**: Health Quality & Safety Commission New Zealand\n**Year**: 2001\n**Status**: Active\n**What it does (2–3 sentences)**: The Commission works to improve the safety and quality of healthcare in New Zealand by developing standards, monitoring performance, and providing guidance to health services.\n**Why it matters to Australia (1–2 sentences)**: The Commission’s standards and performance monitoring can offer models for Australia’s healthcare quality improvement initiatives.\n**Find more**: [Health Quality & Safety Commission New Zealand](https://www.google.com/search?q=Health+Quality+%26+Safety+Commission+New+Zealand)\n\n## Strong outcome-focused clinical governance\n\n### Institute for Healthcare Improvement (IHI)\n**Jurisdiction**: United States\n**Run by**: Institute for Healthcare Improvement\n**Year**: 1996\n**Status**: Active\n**What it does (2–3 sentences)**: IHI works to improve healthcare quality and safety by providing resources, training, and tools for healthcare organizations to enhance clinical governance and patient outcomes.\n**Why it matters to Australia (1–2 sentences)**: IHI’s tools and resources can help Australia develop more robust clinical governance frameworks.\n**Find more**: [Institute for Healthcare Improvement](https://www.google.com/search?q=Institute+for+Healthcare+Improvement)\n\n### Canadian Council on Health Services Accreditation International (CCHSAI)\n**Jurisdiction**: Canada\n**Run by**: Canadian Council on Health Services Accreditation International\n**Year**: 2006\n**Status**: Active\n**What it does (2–3 sentences)**: CCHSAI provides accreditation services to health services in Canada, focusing on improving clinical governance and healthcare quality through standards and assessments.\n**Why it matters to Australia (1–2 sentences)**: The accreditation standards and practices of CCHSAI can inform Australia’s efforts to enhance clinical governance.\n**Find more**: [Canadian Council on Health Services Accreditation International](https://www.google.com/search?q=Canadian+Council+on+Health+Services+Accreditation+International)\n\n## Empowering patients, carers and communities\n\n### Health Consumers Council (HCC)\n**Jurisdiction**: Victoria, Australia\n**Run by**: Health Consumers Council\n**Year**: 1996\n**Status**: Active\n**What it does (2–3 sentences)**: HCC advocates for the rights of health consumers, provides resources to empower patients, and works to improve the quality of healthcare through consumer engagement.\n**Why it matters to Australia (1–2 sentences)**: HCC’s consumer engagement strategies can provide valuable insights for Australia’s patient empowerment initiatives.\n**Find more**: [Health Consumers Council](https://www.google.com/search?q=Health+Consumers+Council)\n\n### Singapore Health Services (SingHealth) Patient Engagement\n**Jurisdiction**: Singapore\n**Run by**: SingHealth\n**Year**: 2000\n**Status**: Active\n**What it does (2–3 sentences)**: SingHealth focuses on empowering patients and their families through education, support programs, and partnerships to enhance patient-centered care.\n**Why it matters to Australia (1–2 sentences)**: Singapore’s patient engagement programs can offer models for Australia to improve consumer partnerships in healthcare.\n**Find more**: [SingHealth Patient Engagement](https://www.google.com/search?q=SingHealth+Patient+Engagement)\n\n## An improvement-driven workforce culture\n\n### Agency for Healthcare Research and Quality (AHRQ) Culture of Safety Program\n**Jurisdiction**: United States\n**Run by**: Agency for Healthcare Research and Quality\n**Year**: 1996\n**Status**: Active\n**What it does (2–3 sentences)**: AHRQ’s Culture of Safety Program aims to improve patient safety and healthcare quality by fostering a culture of safety within healthcare organizations through training and resources.\n**Why it matters to Australia (1–2 sentences)**: The program’s focus on safety culture can provide valuable insights for Australia’s workforce improvement initiatives.\n**Find more**: [AHRQ Culture of Safety Program](https://www.google.com/search?q=Agency+for+Healthcare+Research+and+Quality+Culture+of+Safety+Program)\n\n### Organisation for Economic Co-operation and Development (OECD) Health Workforce Policies\n**Jurisdiction**: OECD\n**Run by**: Organisation for Economic Co-operation and Development\n**Year**: 1960\n**Status**: Active\n**What it does (2–3 sentences)**: OECD provides policy recommendations and data analysis on health workforce issues, focusing on improving workforce culture and performance through evidence-based policies.\n**Why it matters to Australia (1–2 sentences)**: OECD’s health workforce policies can inform Australia’s efforts to develop an improvement-driven workforce culture.\n**Find more**: [OECD Health Workforce Policies](https://www.google.com/search?q=OECD+Health+Workforce+Policies)\n\n*Note: These are LLM-knowledge claims, not scraped sources — verify before citing publicly.*", "strategy": { "reporting_period": "2024-25", "corporate_plan_period": "2025-26", "vision": null, "vision_source_page": null, "purposes": "The Commission’s purpose is to lead improvements in the safety and quality of health care so all Australians receive better care, everywhere. 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