The National Blood Authority operates as a single Agency Outcome and single Output Group, as specified in the Health and Ageing Portfolio Budget Statements 2008–09.
Summary of agency outcome and output
| Outcome | Output Group |
|---|---|
| Australia’s blood supply is secure and well managed | Output Group 1—Meet Product Demand through Effective Planning and Management of Supply Arrangements |
The Budget specified four key performance indicators and targets for assessing the NBA’s performance. Tables 2.1 and 2.2 show these indicators and targets and provide a summary assessment of performance against the targets.
TABLE 2.1 NBA’s performance indicators and targets for administered programs
| Indicator | Reference point or target | Assessment summary |
|---|---|---|
| Informed decisions on the quality of use, and demand for, blood and blood services. Measured through the implementation of systems and processes which provide accurate and timely data. | Australian Bleeding Disorders Registry implemented by June 2009. | Met. Implemented December 2008. |
| National IVIg management system fully planned by June 2009. | Met. Specifications finalised March 2009. | |
| Recommendations from the Distribution Review to the Jurisdictional Blood Committee by June 2009. | Met. Phase 1 recommendations to JBC in February 2009. | |
| Demonstrable progress on other projects. | Met. See assessment against sector data and sector improvement projects. |
TABLE 2.2 NBA’s performance indicators and targets for departmental programs
| Indicator | Reference point or target | Assessment summary |
|---|---|---|
| Efficient management and coordination of Australia’s blood supply in accordance with the National Blood Agreement between the Australian, state and territory governments. Measured by the level of satisfaction of all funding jurisdictions with planning, management and coordination of blood supply. | A high level of satisfaction from all funding jurisdictions. | Met. 96.3% of recommendations proposed in JBC papers accepted. |
| Product available meets jurisdictional identified clinical needs. | Met. Product was available to meet clinical needs at all times. Activation of the National Blood Supply Contingency Plan and Budget in August 2008 in response to red cell shortages. Remedial action resulted in clinical needs being met at all times. | |
| The NBA uses contestability and expertise to drive improvements in product prices and product quality. | New product prices favourable in real terms with previous prices and as compared to available international benchmarks. . | Met. Prices obtained less than CPI. See assessment of performance against National Supply Plan and Budget activities and contract management activities. |
| Stakeholders are satisfied that product quality is improving | Met. Latest generation of recombinant products provided under most recently negotiated NBA contracts. | |
| Agreed risk management/mitigation plans in place for the security of supply with the blood sector and the supply of most products is secure and exceptions managed effectively. | Total demand for blood and blood products is within a 5% variance of total demand predictions by the NBA. | Met. End-of-year financial result was within 0.4% of AHMC-approved supply plan. Within-year predictions varied based on demand trends but were under 5% variance from actual year-end result. See also discussion on risk management activities for the sector. |