Annual Performance Reporting Statement
New Reporting
In 2015-16 the NBA performance reporting format changed to reflect the annual performance statement structure (Resource Management Guide No. 135 Annual reports for non-corporate Commonwealth entities).
The NBA reporting reflects the Portfolio Budget Statements 2015-16. This is an interim approach with the NBA working towards the alignment of the new Corporate Plan with the Portfolio Budget Statement.
Accountable Authority statement
I, as the accountable authority of the National Blood Authority, present the 2015-16 annual performance statements of the National Blood Authority, as required under paragraph 39(1)(a) of the Public Governance, Performance and Accountability Act 2013 (PGPA Act). In my opinion, these annual performance statements are based on properly maintained records, accurately reflect the performance of the entity, and comply with subsection 39(2) of the PGPA Act.
Michael Stone
Acting General Manager
National Blood Authority
Introductory statement
The enhanced Commonwealth performance framework1 newly established under the Public Governance, Performance and Accountability Act 2013 requires a Commonwealth entity such as the NBA to include an annual performance statement in its annual report.
The purpose of the annual performance statement, as a key element of the enhanced Commonwealth performance framework, is to explain the extent to which the agency has achieved its objectives in the relevant year, against the measures for assessing performance set out in both the entity's corporate plan and its portfolio budget statements.
In 2015-16 the NBA's Corporate Plan2 did not include specific measures for assessing the NBA's performance, as now required by the enhanced Commonwealth performance framework.
Accordingly this annual performance statement is prepared against measures for assessing the NBA's performance set out in the 2015-16 NBA portfolio budget statement3 only.
In accordance with paragraph 17(2)(b) of the PGPA Rule, the NBA audit committee has reviewed the NBA's performance reporting through this annual performance statement and considers it appropriate in the context of transition to the full requirements of the enhanced Commonwealth performance framework.
The role of the National Blood Authority is to:
- provide an adequate, safe, secure and affordable supply of blood products, blood related products and blood related services, and
- promote safe, high quality management and use of blood products, blood related products and blood related services in Australia.
The National Blood Authority represents the interests of the Australian and state and territory governments, and is established within the Australian Government's Health portfolio.
1 The enhanced Commonwealth performance framework, as relevant for the NBA, is set out in Part 2-3 of the Public Governance, Performance and Accountability Act 2013 and Part 2-3 of the Public Governance, Performance and Accountability Rule 2013, together with the following Resource Management Guides released in July 2016: RMG N0. 130 Enhanced Commonwealth performance framework, RMG No. 131 Developing good performance information, RMG No. 132 Corporate plans for Commonwealth entities, RMG No. 134 Annual Performance Statements for Commonwealth entities and RMG No. 136 Annual reports for Commonwealth entities (http://www.finance.gov.au/resource-management/performance/ ).
2https://www.blood.gov.au/system/files/documents/corporate-plan-2015-16_0.pdf
3 Portfolio Budget Statements 2015-16 Budget Related Paper No. 1.10, pages 355-375
Performance results
1. Secure the supply of blood and blood products
The NBA worked with state and territory governments and suppliers so that requirements for day-to-day product supply and future demand were well managed. In 2015-16, the NBA negotiated with the Australian Red Cross Society to finalise a new Deed of Agreement to provide blood and blood products and services in Australia. In addition, the NBA implemented the second phase of the national service requirements and standards project, and negotiated the third cycle of the output based funding model for the Blood Service. The NBA undertook new procurement actions for a range of imported plasma and recombinant products.
Performance criteria from Portfolio Budget Statements:
| Qualitative Deliverable | 2015-16 Reference Point or Target | 2015-16 Results Against Performance Criteria |
|---|---|---|
| New Australian Red Cross Blood Service contract arrangements are progressed. | Finalise a new Deed of Agreement with the Australian Red Cross Society. | New Deed of Agreement signed 20 February 2016 for commencement 1 July 2016. Includes a nine year overarching Deed with a three year Funding and Service Agreement. |
| Qualitative Indicator | 2015-16 Reference Point or Target | 2015-16 Results Against Performance Criteria |
|---|---|---|
| Provision of an adequate, affordable and secure supply of blood and blood products. | Blood products are available to meet clinical need. | Blood and blood products available to meet clinical need. New commercial supply contracts. There were no supply contingency events during the reporting period. |
| Quantitative Indicator |
2014-15 Revised Budget |
2015-16 Budget Target |
2016-17 Forward Year 1 |
2017-18 Forward Year 2 |
2018-19 Forward Year 3 |
2015-16 Results Against Performance Criteria |
|---|---|---|---|---|---|---|
| Variance between actual and NBA estimated demand for supply of products. | <5% | <5% | <5% | <5% | <5% | Variance between actual and NBA estimated demand for supply of products was -4.1 per cent. |
Performance Criteria Source: Portfolio Budget Statements, p.362-363
2. Improve risk management and blood sector performance
In 2015-16 the NBA undertook a number of initiatives to improve the efficiency and effectiveness of the blood supply network. A high priority was the implementation of new arrangements for the clinical and administrative management of immunoglobulin (Ig) and associated national management system BloodSTAR. The NBA continued the implementation of the National Inventory Management Framework with health providers ensuring red blood cell stocks are managed in the most efficient manner, including the piloting of an additional platelet inventory management module. The NBA has further consolidated savings from the third year of implementing the national wastage reduction strategy, approved by Governments in 2013. The NBA worked with states and territories and all suppliers to progress nationwide implementation of BloodNet, which allows real time inventory and wastage monitoring, and will extend the use of this system to allow for ordering of products from other contracted suppliers in addition to the Blood Service. The NBA completed the development of a new ICT system to support the improved governance and management of intravenous Ig.
Performance criteria from Portfolio Budget Statements:
| Qualitative Deliverable | 2015-16 Reference Point or Target | 2015-16 Results Against Performance Criteria |
|---|---|---|
| New immunoglobulin (Ig) governance arrangements are implemented. | The Ig Governance ICT system is implemented and supports all supply authorisation for Ig. | Ig Governance program implemented and supports all supply authorisation for Ig, and new Ig governance system BloodSTAR roll out commenced. |
| Quantitative Indicator |
2014-15 Revised Budget |
2015-16 Budget Target |
2016-17 Forward Year 1 |
2017-18 Forward Year 2 |
2018-19 Forward Year 3 |
2015-16 Results Against Performance Criteria |
|---|---|---|---|---|---|---|
| Percentage of national blood supply processed by laboratories interfaced to BloodNet. | 20% | 30% | 40% | 50% | 60% | 24 per cent of national supply process by BloodNET interfaced laboratories. |
Performance Criteria Source: Portfolio Budget Statements, p.362-363
3. Promote the safe and efficient use of blood and blood products
In 2015-16 the NBA finalised the sixth module of the Patient Blood Management Guidelines, initiated the revision of Module 1, including piloting a revised guideline development process, and finalised guidelines for the comprehensive management of haemophilia. The revision of Module 1 was required to ensure currency of the guidelines. The NBA worked collaboratively with stakeholders in the sector to continue the implementation of the Patient Blood Management Guidelines Implementation Strategy.
Performance criteria from Portfolio Budget Statements:
| Qualitative Indicator | 2015-16 Reference Point or Target | 2015-16 Results Against Performance Criteria |
|---|---|---|
| National data strategy and National Patient Blood Management (PBM) Guidelines Implementation Strategy are progressed. | Performance scorecard and comparator benchmark data is published. The standards and minimum data sets for blood sector data are implemented. The National Reference Set of PBM implementation tools is published. |
Increased publication of comparator benchmark data published. Further development of standards and minimum data sets. A wide range of PBM implementation tools are published. |
| Quantitative Indicator |
2014-15 Revised Budget |
2015-16 Budget Target |
2016-17 Forward Year 1 |
2017-18 Forward Year 2 |
2018-19 Forward Year 3 |
2015-16 Results Against Performance Criteria |
|---|---|---|---|---|---|---|
| Number of clinical practice guidelines published. | 1 | 2 | 1 | 2 | 2 | Two clinical guidelines published. |
Performance Criteria Source: Portfolio Budget Statements, p.362-363
| Qualitative Indicator | 2015-16 Reference Point or Target | 2015-16 Results Against Performance Criteria |
|---|---|---|
| There is a robust framework supporting best practice management and use of blood and blood products. | A sustained improvement in the management and use of blood products. | A sustained improvement in the management and use of blood products demonstrated by:
|
Performance Criteria Source: Portfolio Budget Statements, p.362-363