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Governance Structure

During 2012-13 the NBA senior executive management team comprised the following:

  • General Manager - Mr Leigh McJames
  • Deputy General Manager amd General Counsel - Mr Michael Stone
  • Acting Deputy General Manager, Fresh Blood, Data & Clinical Development - Ms Sandra Cochrane
  • Acting Deputy General Manager, Stewardship - Mr Peter O’Halloran

As at 30 June 2013, the NBA comprised the following 12 teams/business streams:

  • Blood Sector Clinical Development
  • Communications
  • Corporate Support
  • Data and Information Analysis
  • Finance and Strategic Policy
  • Horizon Scanning
  • Human Resources
  • iBlood
  • IVIg Reform
  • Stewardship
  • Supply Management – Fresh
  • Supply Management - Plasma and Recombinant Products

Governance Committees

Four formal governance committees, the Senior Executive Managers’ Committee, the Management Group, ICT Steering Committee and the Audit Committee assist the NBA Executive plan and manage core strategic projects and stakeholder interests.

The committees are actively involved in

  • maintaining robust reporting and measuring performance against our operational plan
  • improving our focus on internal and external performance indicators
  • driving strategies, concepts and ideas for continual improvement.

Senior Executive Managers’ Committee

The Senior Executive Managers’ Committee is the NBA’s primary policy and process decisionmaking body and comprises the senior executive management team. The committee meets once a week and supports the General Manager in matters relating to risk, compliance, stakeholder management, ethics and governance of the NBA. The committee is responsible for:

  • identifying, considering and agreeing on strategic directions for key emerging policy issues to ensure that the understanding, approach and communication on these issues are consistent
  • maintaining an overview of the progress and development of the NBA and the environment in which it operates and translating this into NBA programs, projects and policies
  • applying their collective experience and skills to the development of policies where more complex elements are involved—for example, where policies affect more than one program element—thus enhancing quality and commitment
  • regularly considering key strategic planning, documentation and relationships.

Management Group

The Management Group is made up of direct reports to the General Manager and Executive Level 2 Directors and meets once a month to discuss and progress major projects. The committee is responsible for:

  • identifying NBA performance issues that arise as a result of changes to processes, resourcing or other areas
  • monitoring the effectiveness of performance measures and identifying improvements.

ICT Steering Committee

The ICT Steering Committee provides strategic direction and oversight of NBA’s information, communications, technology and knowledge management activities.

Chaired by the NBA General Manager, the committee meets monthly to discuss strategic directions, key risks and major projects. Membership of the committee includes Senior Executive Management, the Chief Finance Officer and two Deputy Chief Officers.

Audit Committee

The Audit Committee advises the General Manager on strategies to enhance the organisation’s control framework, improve objectivity and reliability of externally published financial information and comply with legislative requirements and obligations. Its membership in 2012-13 was as follows:

  • Ms Jennifer Morison (Chair) (see Appendix 1 for profile)
  • Mr Ken Barker
  • Mr Mick Roche
  • NBA Executive Member – currently vacant

Representatives from the ANAO and the NBA internal auditors also attend meetings as observers for most matters.

The Audit Committee’s work program progressed well during 2012–13. The committee met six times in 2012–13. Activities included:

  • providing advice on financial management, risk management, the Fraud Control Plan and accountability issues
  • reviewing and making recommendations on the development of the internal audit work program and monitoring the progress of implementation activities to address findings
  • reviewing and making minor recommendations to the General Manager on the 2011–12 annual financial statements
  • reviewing and making recommendations to the General Manager on the Certificate of Compliance
  • reviewing and providing advice on the Strategic Risk Management Plan.

Internal Audit

The NBA’s internal audit program, guided by the Audit Committee, plays a key part in ensuring that risk is managed appropriately.

PricewaterhouseCoopers conducted a range of audits and reviews in line with the work program developed in conjunction with the Audit Committee. The 2012-13 work program encompassed reviews on contract management, IT project management and governance, payroll and guideline development.

The Audit Committee continued to monitor the implementation of internal audit report recommendations through status reports.

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