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2018-19 PERFORMANCE AGREEMENT
AN AGREEMENT BETWEEN:
Secretary, NSW Health
AND THE
Cancer Institute NSW
FOR THE PERIOD
1 July 2018 – 30 June 2019
Signed: ( Date:
The Honourable Morris lemma Chair On behalf of Cancer Institute NSW
Date:3
Professor David Currow Chief Executive Cancer Institute NSW
NSW Health Performance Agreement — 2018/19
Principal Purpose
The principal purpose of the Performance Agreement is to set out the service and performance expectations for the funding and other support provided to the Cancer Institute NSW (the Organisation), to ensure the provision of equitable, safe, high quality, patient-centred healthcare services.
The Agreement articulates direction, responsibility and accountability across the NSW Health system for the delivery of NSW Government and NSW Health priorities. Additionally, it specifies the service delivery and performance requirements expected of the Organisation that will be monitored in line with the NSW Health Performance Framework.
Through execution of the Agreement, the Secretary agrees to provide the funding and other support to the Organisation as outlined in this Performance Agreement.
Parties to the Agreement
Cancer Institute NSW
NSW Health
Ms Elizabeth Koff Secretary NSW Health
Date: Signed:
2
3
Contents
1. Objectives of the Performance Agreement ..................................................................... 4
2. CORE Values ................................................................................................................ 4
3. Culture, Community and Workforce Engagement .......................................................... 4
4. Legislation, Governance and Performance Framework .................................................. 5
5. Strategies and Priorities ............................................................................................... 10
6. Performance against Strategies and Objectives ........................................................... 14
Schedule A: Budget ........................................................................................................... 21
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1. Objectives of the Performance Agreement
To articulate responsibilities and accountabilities across all NSW Health entities for the
delivery of the priorities of the NSW Government and NSW Health.
To establish with Support Organisations a performance management and accountability
system for the delivery of high quality, effective health care services that promote,
protect and maintain the health of the community and provide care and treatment to sick
and injured people, taking into account the particular needs of their diverse communities.
To develop effective working partnerships with Aboriginal Community Controlled Health
Services and ensure the health needs of Aboriginal people are considered in all health
plans and programs developed by Support Organisations.
To promote accountability to Government and the community for service delivery and
funding.
2. CORE Values
Achieving the goals, directions and strategies for NSW Health requires clear, co-ordinated
and collaborative prioritisation of work programs, and supportive leadership that exemplifies
the CORE Values of NSW Health:
Collaboration – we are committed to working collaboratively with each other to achieve
the best possible outcomes for our patients who are at the centre of everything we do. In
working collaboratively we acknowledge that every person working in the health system
plays a valuable role that contributes to achieving the best possible outcomes.
Openness – a commitment to openness in our communications builds confidence and
greater cooperation. We are committed to encouraging our patients and all people who
work in the health system to provide feedback that will help us provide better services.
Respect – we have respect for the abilities, knowledge, skills and achievements of all
people who work in the health system. We are also committed to providing health
services that acknowledge and respect the feelings, wishes and rights of our patients
and their carers.
Empowerment – in providing quality health care services we aim to ensure our patients
are able to make well informed and confident decisions about their care and treatment.
We further aim to create a sense of empowerment in the workplace for people to use
their knowledge, skills and experience to provide the best possible care to patients, their
families and carers.
3. Culture, Community and Workforce Engagement
Support Organisations are to ensure appropriate consultation and engagement with patients,
carers and communities in relation to the design and delivery of health services. Impact
Statements are to be considered and, where relevant, incorporated into health policies.
Consistent with the principles of accountability and stakeholder consultation, the
engagement of clinical staff in key decisions, such as resource allocation and service
planning, is crucial to achievement of local priorities.
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Engagement Surveys
The People Matter Employee Survey measures the experiences of individuals across the
NSW Health system in working with their team, managers and the organisation. The
results of the survey will be used to identify areas of both best practice and improvement
opportunities, to determine how change can be affected at an individual, organisational
and system level to improve workplace culture and practices.
The Junior Medical Officer Your Training and Wellbeing Matters Survey will monitor the
quality of supervision, education and training provided to junior medical officers and their
welfare and wellbeing. The survey will also identify areas of best practice and further
opportunities for improvement at an organisational and system level.
The Australian Medical Association, in conjunction with the Australian Salaried Medical
Officers Association, will be undertaking regular surveys of senior medical staff to assess
clinical participation and involvement in local decision making to deliver patient centred
care.
4. Legislation, Governance and Performance Framework
4.1 Legislation
The Health Services Act 1997 (the Act) provides a legislative framework for the public health
system, including Chapter 10 relating to administration of the public health system, the
provisions of which apply to the Cancer Institute NSW as if that body were a statutory health
corporation.
The Performance Agreement recognises that the Cancer Institute NSW has a clearly defined
role and set of functions as articulated in the Cancer Institute (NSW) Act 2003.
4.2 Ministerial Determination of Functions
The Performance Agreement recognises that the Cancer Institute NSW has a clearly defined
role and set of functions as articulated in the Cancer Institute (NSW) Act 2003.
Objectives of the Cancer Institute NSW
The objectives of the Cancer Institute NSW are:
To increase the survival rate for cancer patients,
To reduce the incidence of cancer in the community,
To improve the quality of life of cancer patients and their carers,
To operate as a source of expertise on cancer control for the government, health service
providers, medical researchers and the general community.
Cancer control, in this instance, includes any cancer-related activity in the field of human
health, such as research, the practical application of research, innovation, treatment and
care (including supportive care), prevention, screening, diagnosis, provision of information,
training and education.
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Functions of the Cancer Institute NSW
Major functions of the Cancer Institute NSW include, but are not limited to:
to undertake, commission or sponsor cancer-related research and development,
to facilitate collaboration and co-operation between bodies involved in cancer-related
research and development,
to foster and support best practice in, and an evidence-based approach to, cancer
control,
to accredit programs relating to cancer control, including prevention and screening
programs,
to review, monitor, evaluate and recommend improvements to cancer-related programs
and proposed initiatives in the public health system in relation to cancer control,
to facilitate improvements in the effectiveness of cancer control and to develop or
endorse strategies to achieve such improvements,
to review, develop or commission innovative programs for cancer control,
to develop, in conjunction with the Ministry of Health and public health organisations, a
State Cancer Plan,
to advise and make recommendations to the Minister on the manner in which that portion
of the money appropriated from the Consolidated Fund in any financial year to the
Minister for Health, and which the Minister for Health has specifically designated to be
administered by the Cancer Institute, is to be expended,
to advise the Minister and the Secretary on such matters in relation to cancer control as
may be required by the Minister or the Secretary from time to time,
to undertake the assessment of any cancer control service or program in the public
health system as may be required by the Minister for Health or the Secretary from time to
time and to report to the Minister for Health or the Secretary on the outcome of that
assessment,
to obtain, collate, maintain and analyse information relating to cancer control,
to disseminate information and advice about cancer control,
to provide training and education relevant to cancer control,
to consult, collaborate and co-operate with public health organisations, consumers,
health professionals, government agencies, non-government organisations and other
persons or bodies involved in cancer control,
to exercise such other functions in relation to cancer control as may be prescribed by the
regulations.
In performing its functions, the Cancer Institute NSW is to be guided by the following
principles:
effective cancer control requires partnership between the public sector, the private
sector, non-government organisations and the general community,
resources available for cancer control should be applied so as to maximise the benefit of
those resources to the greatest number of people in the most expeditious, efficient and
effective manner,
there should be an equitable, evidence-based, seamless, patient-centred approach to
the care and treatment of cancer patients,
there should be timely, high quality, co-ordinated and multi-disciplinary care available for
all cancer patients, with a focus on improving accessibility irrespective of geographic
location, including appropriate networking of cancer-related services,
there should be specific accountability for public funds applied by the Cancer Institute
NSW to new cancer control activities,
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there should be co-operation between State and national bodies engaged in cancer
control,
links between cancer control bodies in New South Wales and relevant bodies operating
or located interstate or overseas should be developed or enhanced,
up-to-date information about cancer control should be publicly available and easily
accessible,
cancer-related research activities should be developed in a manner that maximises gains
and builds optimal research depth in a number of key research institutions.
Key services provided by the Cancer Institute NSW to the Ministry of Health
The Cancer Institute NSW will manage the following programs on behalf of the Ministry of
Health:
The NSW Cancer Registries and other cancer registries
BreastScreen NSW (including provision of data on BreastScreen participation rates to
the Ministry of Health, to inform performance against Service Measures contained within
annual Service Agreements between the Ministry of Health and Districts / Networks)
NSW Bowel Cancer Screening Program
NSW Population and Health Services Research Ethics Committee.
The Cancer Institute NSW will represent NSW Health on national inter-jurisdictional program
advisory committees for breast, cervical and bowel cancer screening; and provide advice to
the Ministry on cancer-related issues considered by the Standing Committee on Screening
and the committees to which it reports (the Australian Health Ministers' Advisory Council and
its Community Care and Population Health Principal Committee).
With respect to funding arrangements with the Federal Government, the Government
Relations Branch, Ministry of Health, will liaise with the Cancer Institute NSW regarding the
conditions of any Agreement that relates to programs managed by the Cancer Institute NSW
and the processes for seeking approval from NSW Central Agencies including the
Department of Premier and Cabinet.
The Secretary, Ministry of Health has agreed to provide formal written delegation to the
Chief Cancer Officer of the Secretary's functions under the Government Advertising Act
2011 so far as they relate to Government advertising campaigns carried out by the Cancer
Institute NSW.
Quality Assurance and Reporting
The Cancer Institute NSW will comply with the following quality assurance and reporting
obligations with regard to any data managed by the Cancer Institute NSW.
Incidence and mortality de-identified unit record data
The Cancer Institute NSW will provide the Ministry on an annual basis, de-identified unit
record data for registered cases of cancer which were incident in the years from 1972 up to
and including the latest year for which complete annual data have been processed. Mortality
data are also to be provided. Data will be provided within 6 months of the cancer data being
coded, unless otherwise negotiated with the Chief Health Officer.
The data items must include geographic data of sufficient detail to enable the Ministry to
prepare reports by Local Health Districts and Primary Health Networks. Other data items as
agreed by negotiation with the Centre for Epidemiology and Evidence, Ministry of Health.
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Aggregated cancer screening data
The Cancer Institute NSW will provide the Ministry with cancer screening data in aggregate
form at the State level and by Local Health District and Primary Health Network boundaries,
within a reasonable time frame. The specific indicators and frequency of reporting to be
provided will be determined in consultation with the Centre for Epidemiology and Evidence,
Ministry of Health.
Aggregated Quitline data
The Cancer Institute NSW will provide the Centre for Population Health with regular,
quarterly activity and demographic data on the number of Quitline calls at the State and
Local Health District level to support comprehensive reporting and LHD performance
monitoring as well as information service outcomes.
Ad hoc data requests
The Cancer Institute NSW will provide data to the Chief Health Officer and/or the Centre for
Epidemiology and Evidence in a timely manner when required to respond to emerging public
health issues and/or community concerns.
Aboriginal identification on data sets
The Cancer Institute NSW will undertake regular quality assurance projects on the data sets
it maintains, including accurate identification of Aboriginal people on the Central Cancer
Registry, screening data, where available, noting the limitations of pathology laboratory
reporting and Quitline.
4.3 Variation of the Agreement
The Agreement may be amended at any time by agreement in writing between the
Organisation and the Ministry.
The Agreement may also be varied by the Secretary or the Minister in exercise of their
general powers under the Act, including determination of the role, functions and activities of
Support Organisations.
Any updates to finance or activity information further to the original contents of the
Agreement will be provided through separate documents that may be issued by the Ministry
in the course of the year.
4.4 Governance
Each Health Service and Support Organisation must ensure that all applicable duties,
obligations and accountabilities are understood and complied with, and that services are
provided in a manner consistent with all NSW Health policies, procedures plans, circulars,
inter-agency agreements, Ministerial directives and other instruments and statutory
obligations.
Support Organisations are to ensure
Timely implementation of Coroner’s findings and recommendations, as well as
recommendations of Root Cause Analyses.
Active participation in state-wide reviews.
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4.4.1 Corporate Governance
Each Health Service and Support Organisation must ensure services are delivered in a
manner consistent with the NSW Health Corporate Governance and Accountability
Compendium (the Compendium) seven corporate governance standards. The Compendium
is at: http://www.health.nsw.gov.au/policies/manuals/pages/corporate-governance-
compendium.aspx
Where applicable, they are to:
Provide required reports in accordance with the timeframes advised by the Ministry;
Review and update Manual of Delegations (PD2012_059) to ensure currency;
Ensure NSW Auditor-General’s, the Public Accounts Committee and the NSW
Ombudsman’s recommendations where accepted by NSW Health are actioned in a
timely and effective manner, and that repeat audit issues are avoided.
4.4.2 Clinical Governance
The NSW Patient Safety and Clinical Quality Program provide an important framework for
improvements to clinical quality.
http://www1.health.nsw.gov.au/pds/ActivePDSDocuments/PD2005_608.pdf
NSW public health services are accredited against the National Safety and Quality Health
Service Standards.
https://www.safetyandquality.gov.au/our-work/assessment-to-the-nsqhs-standards/nsqhs-
standards-second-edition/
The Australian Safety and Quality Framework for Health Care provides a set of guiding
principles that can assist Health Services with their clinical governance obligations. See
http://www.safetyandquality.gov.au/wp-content/uploads/2012/04/Australian-SandQ-
Framework1.pdf
4.4.4 Performance Framework
Performance Agreements are central components of the NSW Health Performance
Framework, which documents how the Ministry monitors and assesses the performance of
public sector health services to achieve the expected service levels, financial performance,
governance and other requirements.
The performance of a Support Organisation is assessed in terms of whether the organisation
is meeting the strategic objectives for NSW Health and Government, the Premier’s priorities,
the availability and implementation of governance structures and processes, performance
against targets and whether there has been a significant critical incident or sentinel event.
The Framework also sets out the performance improvement approaches, responses to
performance concerns and management processes that support achievement of these
outcomes in accordance with NSW Health and Government policy and priorities.
Performance concerns will be raised with the Organisation for focused discussion at
performance review meetings in line with the NSW Health Performance Framework
available at:
http://www.health.nsw.gov.au/Performance/Pages/frameworks.aspx
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5. Strategies and Priorities
NSW Health Strategies and Priorities are to be reflected in the strategic, operational and
business plans of the Ministry and NSW Health Services and Support Organisations.
Delivery of the Strategies and Priorities is the mutual responsibility of all entities.
NSW: Making it Happen
NSW: Making it Happen outlines NSW Health’s State Priorities, including 12 Premier’s
Priorities that together define the NSW Government’s vision for a stronger, healthier and
safer NSW. As delivery of both Premier’s and State priorities is the responsibility of all NSW
Government Agencies, all entities work together to ensure successful delivery, in both lead
and partnering agency capacities.
Election Commitments
NSW Health is responsible for the delivery of 102 election commitments over the period to
March 2019. The Ministry of Health will provide the lead for the delivery of these
commitments with support from Health Services and Support Organisations – see also
http://nswtreasury.prod.acquia-sites.com/sites/default/files/pdf/2015-2016_Budget_Papers_-
_Election_Commitments_2015-19.pdf
Minister’s Priority
NSW Health will strive for engagement, empathy and excellence to promote a positive and
compassionate culture that is shared by managers, front-line clinical and support staff alike.
This culture will ensure the delivery of safe, appropriate, high quality care for our patients
and communities. To do this, Health Services are to continue to effectively engage with the
community, and ensure that managers at all levels are visible and working collaboratively
with staff, patients and carers within their organisation, service or unit. These requirements
will form a critical element of the Safety and Quality Account.
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NSW - Making it Happen
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NSW State Health Plan: Towards 2021
The NSW State Health Plan: Towards 2021 provides a strategic framework which brings
together NSW Health’s existing plans, programs and policies and sets priorities across the
system for the delivery of the right care, in the right place, at the right time. See
http://www.health.nsw.gov.au/statehealthplan/Publications/NSW-state-health-plan-towards-
2021.pdf
NSW Health Strategic Priorities 2018-19
The NSW Health Strategic Priorities 2018-19 outlines builds on and complements the NSW
State Health Plan: Towards 2021 and aligns to the NSW State and Premier’s Priorities. The
approach outlined in the plan reframes the Ministry’s role as system manager for NSW
Health, strengthens system governance and establishes a strategic planning framework that:
Embeds a new cross-functional approach to strategic planning and delivery in the
Ministry including tighter direction and leadership;
Allows a flexibility about how we go about achieving this in order to encourage innovation
and continuous improvement; and
Applies tight ownership around the deliverables which will enable transparency in
monitoring results.
This will provide the system and stakeholders with an overview of system priorities, and
transparency and clarity on where strategic effort will be focused each year, while also
delivering business as usual.
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6. Performance against Strategies and Objectives
The performance of a Support Organisation is assessed in terms of whether it is meeting
performance targets for individual key performance indicators for each NSW Health Strategic
Priority.
Performing Performance at, or better than, target
Underperforming Performance within a tolerance range
X Not performing Performance outside the tolerance threshold
Detailed specifications for the key performance indicators are provided in the Service
Agreement Data Supplement along with the list of improvement measures that will continue to
be tracked by the Ministry’s Business Owners - see
http://hird.health.nsw.gov.au/hird/view_data_resource_description.cfm?ItemID=22508
Performance concerns will be raised with the Organisation for focused discussion at
performance review meetings in line with the NSW Health Performance Framework.
The Data Supplement also maps indicators and measures to key strategic programs including
Premier’s and State Priorities
Election Commitments
Better Value Care
Patient Safety First
Mental Health Reform
Financial Management Transformations
Key deliverables under the NSW Health Strategic Priorities 2018-19 will also be monitored,
noting that process key performance indicators and milestones are held in the detailed
Operational Plans developed by each Support Organisation.
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6.1 Key Performance Indicators
Strategic Priority
Measure Target Not Performing
X
Under Performing
Performing
Strategy 4: Develop and Support our People and Culture
4.1
Staff Engagement - People Matter Survey Engagement Index - Variation from previous People Matter Survey (%)
=<0
Increase
=>5%
decrease from previous survey
<5%
decrease from previous survey
Increase, or no change
from previous survey
Staff Performance Reviews - Within the last 12 months (%) 100 <85 >=85 and <90 >=90
4.3 Aboriginal Workforce Participation - Aboriginal Workforce as a proportion of total workforce - at all salary levels (bands) and occupations (%)
1.8% Decrease
from previous Year
Nil increase from previous
year
Increase from previous Year
4.4 Compensable Workplace Injury - Claims (Number) 10%
Decrease Increase
>=0
and <10% Decrease
>= 10% Decrease
Strategy 5: Support and Harness Health and Medical Research and Innovation
5.3 Ethics Application Approvals - By the Human Research Ethics Committee within 45 calendar days - Involving more than low risk to participants (%).
95% <75% >=75
and <95 >=95
Strategy 7: Deliver Future Focused Infrastructure and Strategic Commissioning
7.1 Capital - Variation Against Approved Budget (%) On budget > +/- 10
of budget NA
< +/- 10
of budget
Strategy 8: Build Financial Sustainability and Robust Governance
8.1
Expenditure Matched to Budget - General Fund - Variance (%)
On budget or Favourable
>0.5
Unfavourable
>0 but
=<0.5 Unfavourable
On budget or Favourable
Own Sourced Revenue Matched to Budget - General Fund - Variance (%)
On budget or Favourable
>0.5
Unfavourable
>0 but
=<0.5 Unfavourable
On budget or Favourable
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6.2 Strategic Deliverables
In addition to key performance indicators, achievement of strategic deliverables by Cancer
Institute NSW under NSW Health Strategic Priorities 2018-19 will be monitored.
There will be regular monitoring of progress by the Strategic Lead position and using
Roadmaps.
Strategic Priority Deliverable in 2018/19 Due by
Strategy 1 Keep people healthy
Objectives 1.1 Implement policy and programs to reduce childhood obesity 1.2 Ensure preventive and population health programs to reduce tobacco use 1.3 Embed a health system response to alcohol and other drug use and work across government agencies
Strengthen social marketing campaigns to address key risk factors such as tobacco, drug and alcohol, obesity and immunisation
Implement and evaluate annual tobacco control social marketing program to motivate quit attempts among the smoking population of NSW.
June 2019
Integrate telephone support services across multiple health behaviours to drive population health benefits
Collaborate with NSW Office of Preventive Health to scope requirements and considerations for alignment of NSW Quitline and Get Healthy Information and Coaching Service telephone support services.
June 2019
Objective 1.2 Ensure preventive and population health programs to reduce tobacco use
Embed tobacco cessation in pregnancy services and reduce disparities in smoking rates between pregnant Aboriginal and non-Aboriginal women
Encourage LHD adoption of the NSW Smoking Cessation Framework to embed brief interventions for smoking cessation in clinical care settings with particular emphasis on cancer services, mental health and antenatal settings
Deliver evidence-based, effective and efficient NSW Quitline and iCanQuit services that focus on:
1. priority populations
2. health professionals
3. continuous quality improvement
4. integration, innovation and promotion.
Ongoing
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Strategic Priority Deliverable in 2018/19 Due by
Strategy 2 Provide World-Class Clinical Care where Patient Safety is First
Objective 2.1 Continue to embed quality improvement to ensure safer patient care
Assess unwarranted clinical variation with a focus on hip fracture, bronchiolitis and selected cancers
Expand public reporting of specialist centres for surgery in NSW to at least seven additional tumour streams.
Collaborate with local health districts and specialty health networks to expand the reach of public and clinician-led variation reporting.
Include additional analysis on patterns of treatment by tumour stream in local health districts and specialty health networks annual Reporting for Better Cancer Outcomes Performance Reports.
June 2019
Strategy 5 Support and harness health & medical research and innovation
Objective 5.3 Make NSW a global leader in clinical trials
Increase recruitment to NSW cancer clinical trials
Better understanding of the demographics of people enrolled in cancer clinical trials in NSW
Invest in strategic and efficient clinical trial infrastructure.
June 2019
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6.3 Leading Better Value Care Deliverables
The Leading Better Value Care (LBVC) Program creates shared priorities across the NSW
health system to improve health outcomes, improve the experience of care for patients, carers
and clinicians and provide efficient and effective care. The main components of this approach
include the following:
The Ministry of Health will continue as system administrator, purchaser and manager and
will articulate the priorities for NSW Health. Performance against delivery of the priorities
will be monitored in line with the NSW Health Performance Framework.
Districts and Networks will continue to provide services established through LBVC in
2017-18 and determine local approaches to deliver new LBVC initiatives in 2018-19.
The Pillars, as required, will continue to support Districts and Networks in a flexible
manner that can be customised to meet local needs and will support measurement as
required.
Districts and Networks will participate with Pillars in evaluation, monitoring and regular
reporting on the progress of the LBVC initiatives as specified in the Monitoring and
Evaluation Plans.
Item Deliverable in 2018/19 Due by
Other strategic deliverables
Leading Better Value Care
Note: there are two LBVC initiatives being led by the Cancer Institute NSW: 1. Direct access colonoscopy for positive faecal occult blood tests (DAC) 2. Hypofractionated radiotherapy for early stage breast cancer (HF)
Where there are different due dates for the two initiatives this has been indicated by “DAC” and “HF” as appropriate.
Project Initiation
Work with the Ministry of Health and other partners to participate in data gathering and other activities to support the development of the two Cancer Institute NSW led initiatives.
On-going
Develop articulated and documented solutions that can be implemented by Districts and Networks for the two Cancer Institute NSW led initiatives.
DAC - June 2019
HF - March 2019
Establish appropriate governance structures and mechanisms for the two Cancer Institute NSW initiatives and participate in Ministry led LBVC governance processes.
July 2018 and on-going
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Item Deliverable in 2018/19 Due by
Program Support
Work with the Ministry of Health and the Agency for Clinical Innovation and other Health Pillars to develop organisational capabilities that will support the implementation (and evaluation) of the LBVC initiatives in Districts and Networks.
On-going
Develop flexible approaches and partnerships to provide support, information and advice to all Districts and Networks to enable the implementation of solutions for the two Cancer Institute NSW led initiatives.
DAC - May 2019 then on-going
HF - September 2018 then on-going
Monitoring and Evaluation
Develop Monitoring and Evaluation Plans for the two Cancer Institute NSW led initiatives consistent with the Measurement Alignment Framework.
DAC - July 2018
HF - December 2018
Review existing Direct Access Colonoscopy grant projects to inform the development of the most effective and appropriate model of care.
Sept 2018
Work with the Ministry of Health to undertake Economic Appraisals for the two Cancer Institute NSW led initiatives.
December 2018
Develop quarterly monitoring reports and provide and present analysed monitoring data on the implementation and uptake of solutions for the two Cancer Institute NSW led initiatives consistent with the Measurement Alignment Framework.
June 2019 and then quarterly
Provide a monthly update on progress via governance meetings to the Ministry of Health on all Cancer Institute NSW deliverables. Specific reporting mechanism will be agreed.
Monthly
Building a Data System
Work in collaboration with the Ministry of Health to implement the Measurement Alignment Framework including the creation of the LBVC linked data asset and ensuring Patient Reported Measures processes align.
On-going
Ensure that specific data collected by the Cancer Institute NSW for LBVC Tranche Two initiatives is able to be linked and included as part of the LBVC enduring linked data asset.
DAC - July 2018 and on-going
HF - September 2018 and on-going
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Item Deliverable in 2018/19 Due by
CI NSW Priorities
Work with the Ministry of Health to scope a state-wide solution for the collection, analysis, use and dissemination of Patient Reported Measures (PRM).
As requested
As requested, make data generated available
to the Ministry of Health to support system-wide data access through linkage projects.
As requested
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Schedule A: Budget
Part 1
Initial Budget
2018/19
($'000)
2017/18
Annualised
Budget
($'000)
Variance
Initial and
Annualised
($'000)
Variance
(%)
General Administrative
cc132111 Administration General $7,776 $5,440 $2,335
cc132112 Human Resources $1,656 $892 $764
cc132113 Information and Communication Technology $6,035 $5,718 $317
cc132114 NSW Cancer Plan ICT Projects Support $774 $ $774
cc132421 Communications - General Administration $ $80 -$80
cc132422 Stakeholder Communication $1,345 $455 $890
cc132423 Program Salaries - Communications $1,084 $1,187 -$103
Non-Annualised Supplementations ceasing in 2017/18 $ -$81 $81
TMF Worker's Compensation Premium adjustment $ $17 -$17
Sub-total $18,670 $13,709 $4,961 36.19%
Centrally Managed Projects (Summary Level#)
Cancer Services and Information $20,655 $21,384 -$729
Strategic Research Investments $3,544 $4,069 -$525
Screening and Prevention $38,690 $41,604 -$2,915
Sub-total $62,889 $67,057 -$4,168 -6.22%
Payments to Third Parties (Summary Level#)
Cancer Services and Information $26,118 $24,320 $1,798
Strategic Research Investments $29,815 $30,939 -$1,124
Screening and Prevention $50,961 $44,836 $6,126
ICT escalation - cost of maintenance of new systems $ $178 -$178
HealthShare Service Centre - new pricing model $ -$131 $131
Escalation Adjustment to 4% (to be allocated by NSW Cancer Institute) $ $3,637 -$3,637
Sub-total $106,895 $103,779 $3,116 3.00%
Budgets Held for LHD Allocation
Sub-total $ 0 0 -
E SP&T Expenses 0 0 0 -
F Total Expenses (F=A+B+C+D+E) $188,454 $184,545 $3,909 2.12%
G Other - Gain/Loss on disposal of assets etc 0 0 0 -
H Revenue -$189,447 -$184,563 -$4,884
I Net Result (I=F+G+H) -$993 -$19
Note: # Refer Schedule A Parts 3 and 4 for detailed breakdow n of Category B Centrally Managed Projects and Category C Third Party Payments, respectively.
Breakdown of Expenditure Budget Movement: Movement
Award/CPI composite escalation $2,409
Escalation Adjustment $1,500
Total Expenditure Budget Increase $3,909
Pilla
r In
itia
l B
ud
ge
t 2
01
8/1
9 -
Sc
he
du
le A
Pa
rt 1
(B
ud
ge
t b
y C
ate
go
ry:
A, B
, C
, D
)
NSW Cancer Institute - Budget 2018/19
Comparative Data
Ca
teg
ory
AC
ate
go
ry B
Ca
teg
ory
CC
ate
go
ry D
22
Part 2
2018/19
NSW Cancer Institute $ (000's)
Government Grants
A Recurrent Subsidy -$186,829
B Capital Subsidy -$975
C Crown Acceptance (Super, LSL) -$416
D Total Government Contribution (D=A+B+C) -$188,221
Own Source revenue
E GF Revenue -$1,227
F SP&T Revenue
G Total Own Source Revenue (G=E+F) -$1,227
H Total Revenue (H=D+G) -$189,447
I Total Expense Budget - General Funds $188,454
J SP&T Expense Budget
K Other Expense Budget
L Total Expense Budget as per Schedule A Part 1 (L=I+J+K) $188,454
M Net Result (M=H+L) -$993
Net Result Represented by:
N Asset Movements $339
O Liability Movements $654
P Entity Transfers
Q Total (Q=N+O+P) $993
Note:
Sc
he
du
le A
Pa
rt 2
The minimum weekly cash reserve buffer for unrestricted cash at bank has been updated for FY
2018/19 to $1.8 million and remains at approximately 4 days' cash expenses after removing
Depreciation, Crown Acceptance and MOH Holdbacks) to ensure alignment with the cash buffer
requirements of NSW Treasury Circular TC15_01 Cash Management – Expanding the Scope of the
Treasury Banking System.
The Ministry will closely monitor cash at bank balances during the year to ensure compliance with this
NSW Treasury policy.
23
Part 3
NSW Cancer Institute 2018/19 BUDGET
Initial Budget
2018/19
($'000)
2017/18
Annualised
Budget
($'000)
Variance
Initial and
Annualised
($'000)
Variance
(%)
$ $172 -$172
$1,290 $2,096 -$806
$3,085 $3,685 -$600
$2,764 $4,518 -$1,754
$4,572 $5,258 -$686
$2,871 $2,983 -$112
$ $81 -$81
$290 $312 -$22
cc132346 eviQ National $158 $ $158
cc132347 Quality and System Performance $1,700 $ $1,700
cc132348 Medical and Scientific Advice $477 $ $477
cc132350 eviQ Education $935 $ $935
cc132351 OCSIP Operational Costs $644 $ $644
cc132352 NSW Youth Cancer Project $120 $ $120
$1,750 $2,279 -$529
$20,655 $21,384 -$729 -3.41%
$ $120 -$120
$ $153 -$153
$182 $55 $127
$2,513 $1,739 $774
$497 $150 $346
$169 $1,130 -$961
$163 $691 -$528
$20 $31 -$11
$3,544 $4,069 -$525 -12.90%
$5,093 $3,625 $1,468
$743 $955 -$212
$695 $687 $8
$677 $2,221 -$1,544
$ $452 -$452
$3,534 $2,286 $1,248
$ $324 -$324
$2,598 $9,437 -$6,839
$1,655 $801 $855
$6,398 $5,192 $1,206
$9,385 $10,801 -$1,416
$1,293 $1,008 $285
$3,390 $2,954 $436
$769 $120 $649
cc132720 Aboriginal Quitline Enhancement Project $280 $ $280
$2,179 $743 $1,436
$38,690 $41,604 -$2,915 -7.01%
$62,889 $67,057 -$4,168 -6.22%TOTAL - CENTRALLY MANAGED PROJECTS
cc132639 BSNSW Projects
cc132640 BSNSW Central Capital Reserve
cc132651 S&P Corporate Services
cc132652 BSNSW Program Management
cc132653 Business Intelligence and Information Systems
cc132711 Prevention - Tobacco Control
cc132712 Social Marketing and Campaigns
cc132715 Prevention - Skin Cancer
cc132716 Prevention - General Administration
cc132717 Research and Evaluation
Sub-total - Screening and Prevention
cc132525 Evaluation
cc132631 BSNSW SAS Funding
cc132529 Program Salaries (Research)
cc132531 Data Management
cc132533 Research - General Administration
cc132544 Health Sector Reporting - Clinical Trials
cc132551 Research - Staff Development
Sub-total - Strategic Research Investments
Screening and Prevention
cc132611 Bowel Program
cc132621 CSP Services & Projects
cc132622 Bowel PFUF
cc132629 Pap Test Registry
cc132345 Relationships and Change
Sub-total - Cancer Services and Information
Strategic Research Investments
cc132512 Early/Career Research Development Fellows
Sc
he
du
le A
Pa
rt 3
- B
rea
kd
ow
n o
f C
ate
go
ry B
: C
en
tra
lly
Ma
na
ge
d P
roje
cts
Comparative Data
Catgegory B: Centrally Managed Projects
Cancer Services and Information
cc132221 Australian Mesothelioma Register
cc132322 General Administration - CSI
cc132332 System Improvement
cc132528 Research Ethics Platforms and Support
cc132334 Cancer Information Analysis
cc132335 Registries and Data Collection
cc132338 eviQ
cc132343 BUPA Patient Experience Project
cc132344 Prostrate Cancer Clinical Registry
24
Part 4
NSW Cancer Institute 2018/19 BUDGET
Initial Budget
2018/19
($'000)
2017/18
Annualised
Budget
($'000)
Variance
Initial and
Annualised
($'000)
Variance
(%)
$ $20 -$20.4
$ $10 -$10.2
$ $3,618 -$3,618
$ $158 -$158
$600 $ $600
$25,518 $20,514 $5,005
$26,118 $24,320 $1,798 7.39%
$8,453 $7,415 $1,038
$ $1,303 -$1,303
$ $1,115 -$1,115
$5,415 $4,529 $886
$8,657 $8,663 -$5
$482 $1,901 -$1,419
$5,808 $4,787 $1,021
$ $488 -$488
$ $382 -$382
$160 $204 -$44
$840 $153 $687
$29,815 $30,939 -$1,124 -3.63%
$ $85 -$85
$669 $315 $354
$46,982 $43,585 $3,397
$ $314 -$314
cc132711 Prevention - Tobacco Control $2,280 $ $2,280
$ $36 -$36
$1,030 $501 $529
$50,961 $44,836 $6,126 13.66%
$ $178 -$178
$ -$131 $131
$ $3,637 -$3,637
$ $3,684 -$3,684
$106,895 $103,779 $3,116 3.00%
ICT escalation - cost of maintenance of new systems
HealthShare Service Centre - new pricing model
Escalation Adjustment to 4% (to be allocated by NSW Cancer Institute)
Sub-total - Other
TOTAL - PAYMENTS TO THIRD PARTIES
cc132545 Research Capacity Dvpmt - Grants through Communities of Practice
Other
cc132547 Research Capacity Dvpmt - Premiers Research Awards & Grants
cc132548 Infrastructure to Support Research
Sub-total - Strategic Research Investments
Screening and Prevention
cc132611 Bowel Program
cc132621 CSP Services & Projects
cc132631 BSNSW SAS Funding
cc132639 BSNSW Projects
cc132651 S&P Corporate Services
cc132652 BSNSW Program Management
Sub-total - Screening and Prevention
cc132515 Research Equipment Grants
cc132520 Translational Program Grants
cc132523 Translational Cancer Research Centre/Unit
cc132527 Future Research Leaders Program
cc132538 Cancer Clinical Trials Infrastructure Grants
Sc
he
du
le A
Pa
rt 4
- B
rea
kd
ow
n o
f C
ate
go
ry C
: P
ay
me
nts
to
Th
ird
Pa
rtie
s
Comparative Data
Catgegory C: Payments to Third Parties
Cancer Services and Information
cc132332 System Improvement
cc132333 Fellowships and Chairs
cc132335 Registries and Data Collection
cc132338 eviQ
cc132347 Quality and System Performance
cc132345 Relationships and Change
cc132546 Research Capacity Development - Grants to Biobanking
Sub-total - Cancer Services and Information
Strategic Research Investments
cc132512 Early/Career Research Development Fellows
cc132514 Research Infrastructure Grants
25
Capital Program
CANCER INSTITUTE NSW
$ $ $ $ $ $ $ $
MINOR WORKS
Cancer Institute Merger (Minor Works) P55187 975,000 975,000 975,000 975,000
TOTAL WORKS IN PROGRESS 975,000 975,000 975,000 975,000
TOTAL ASSET ACQUISITION PROGRAM 975,000 975,000 975,000 975,000
Notes:
Expenditure needs to remain within the Asset Authorisation Limits indicated above
This does not include new and existing Locally Funded Initiative (LFI) Projects which will be included in Initial Capital Allocation Letters
BP2
Est.
2019/20
BP2
Est.
2020/21
BP2
Est.
2021/22
Balance
to
Complete
ASSET AUTHORISATION LIMITS
2018/19 Capital Projects
SM
RT
BP2
ETC
2018/19
Estimated
Expenditure to
30 June 2018
Cost to
Complete at
30 June 2018
BP2
Allocation
2018/19