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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:

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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

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NSW Cancer Institute - Budget 2018/19

Comparative Data

Ca

teg

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AC

ate

go

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Ca

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CC

ate

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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

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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

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Ma

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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

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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