The NBA's performance outcome is to secure Australia's blood supply.
The NBA ensures a secure supply of blood and blood products in Australia by:
The deliverables and key performance indicators for this function, and our performance, are described below.
Qualitative deliverables | 2011-12 reference point or target | Results | |
---|---|---|---|
New Australian Red Cross Blood Service contract arrangements are implemented | Specific elements of the contractual arrangements are implemented in accordance with the agreed timetable | The current Deed has been extended to 30 June 2013. Improvements in contractual arrangements are being negotiated in accordance
with an agreed timetable. (see pages 40-45) |
|
All new tender outcomes for imported fractionated plasma and recombinant products and diagnostic reagent products are implemented | Transition arrangements for all elements of contracts are implemented within agreed contractual timetables | All tender outcomes were implemented within agreed timeframes. (see pages 48-55) |
|
The Australian Red Cross Blood Service Victoria and Tasmania principal site (VTPS) achieves practical completion | The VTPS achieves practical completion by April 2012 | The facility, now renamed the Melbourne Processing Centre, achieved practical completion on time and within budget and was formally opened by the Hon Catherine King on 30 April 2012. (see pages 44-45) | |
Quantitative deliverable | 2011-12 budget | 2011-12 actual | |
Number of blood supply contracts managed | 16 | 181 (see pages 39-55) |
Qualitative indicator | 2011-12 reference point or target | Results | |
---|---|---|---|
Management and coordination of Australia's blood supply in accordance with the National Blood Agreement between the Australian Government and state and territory governments | High level of satisfaction of all funding jurisdictions with planning, management and coordination of blood supply. Satisfaction is assessed through survey of Jurisdictional Blood Committee members | 89% of jurisdictions expressed satisfaction with the NBA's performance, commenting that the NBA's performance has consistently improved over time. The remaining 11% were unsure. (see pages 28-38) |
|
Quantitative deliverable | 2011-12 budget | 2011-12 actual | |
Percentage of administration costs as a proportion of the national supply plan and budget, under the National Blood Agreement | <1.4% | <1.1% (see pages 9, 114-118, 180-181) |
|
Variance between actual and NBA estimated total demand for supply of products | <5% | 6.1% variance between the estimated budget in the NSP&B and actual expenditure. However, this occurred as a result of unforecast efficiencies and savings, not additional expenditure. (see pages 28-38) |
1 The two additional contracts are the funding arrangements for the Blood Service’s Sydney and Melbourne Processing Centres.