Annual Performance Reporting Statement

In 2018-19, the National Blood Authority performance reporting format reflects the annual performance statement structure (Resource Management Guide No. 135 Annual Reports for non-corporate Commonwealth entities).

Accountable Authority statement

I, as the accountable authority of the National Blood Authority, present the 2018-19, 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.

John Cahill
Chief Executive
National Blood Authority

Introductory statement

The enhanced Commonwealth performance framework¹, established under the Public Governance, Performance and Accountability Act 2013, requires a Commonwealth entity such as the National Blood Authority (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 Statement.

In accordance with paragraph 17(2)(b) of the Public Governance, Performance and Accountability Rule 2014 (PGPA Rule), the National Blood Authority Audit and Risk Committee has reviewed the National Blood Authority's performance reporting as part of its functions and considers the reporting appropriate.

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
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.

In 2018-19, the National Blood Authority aligned the performance criteria published in the National Blood Authority's Corporate Plan and Portfolio Budget Statement. The annual performance statements in this annual report are mapped to the Corporate Plan and the Portfolio Budget Statement by way of a reference at the end of each performance criteria.

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 2014, together with the following Resource Management Guides: RMG No. 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 , RMG No.135 Annual Reports for non-corporate Commonwealth entities and RMG No. 136 Annual reports for Commonwealth entities (http://www.finance.gov.au/resource-management/performance/).

Audit and Risk Committee

A well-functioning independent audit committee is critical to the good governance and effective management of a Commonwealth agency. The independent advice and assurance provided by the NBA Audit and Risk Committee (ARC) is a valuable support for the NBA's Chief Executive and executive management team in relation to the appropriateness of the NBA's financial and performance reporting, systems of risk oversight and management, and systems of internal control.

About the Committee

The ARC is established by the NBA Chief Executive in accordance with the PGPA Act 2013. It comprises three to four members including an independent Chair (appointed in consultation with the NBA Board Chair), other independent members, and an NBA Board representative. Membership is carefully rotated to ensure an effective range of skills and experiences, and to support succession planning.

The ARC members in 2018-19 were:

Mr Ken Barker (Chair)
Mr Paul Bedbrook (Board representative)
Mrs Roslyn Jackson
Mr Greg Fraser (since 1 May 2019)

The ARC Charter is approved by the NBA Chief Executive and is regularly reviewed in conjunction with the ARC. In 2018-19 the name and Charter of the ARC were updated to better reflect the role of the ARC in the oversight of the NBA risk management framework. The ARC undertakes an annual process of performance self-assessment.

The NBA Chief Executive, Deputy Chief Executives, and Chief Finance Officer maintain an active engagement with the ARC and attend ARC meetings. This provides relevant organisational input and context to assist the deliberations of the Committee and enhances the direct benefit of the advice provided by the ARC.

Representatives from the Australian National Audit Office (ANAO) and the NBA internal auditors (currently RSM (Australia) also attend meetings as observers for most matters.

Induction and briefing

On appointment ARC members receive briefing on NBA governance and operations. Throughout the year the NBA Chief Executive updates the ARC directly on unfolding matters of strategic and operational significance. In 2018-19 these included:

The Blood Service Review
immunoglobulin demand and management issues
global and domestic market dynamics
NBA organisational structure
NBA Enterprise Agreement
NBA Blood Sector Systems
NBA ICT Roadmap.

Areas of focus for 2018-19

The ARC Charter defines four primary areas of focus. In 2018-19 matters considered by the ARC included:

Financial reporting

NBA consideration of the implications of revised accounting standards.
Engagement with NBA management and ANAO in relation to the annual financial statements audit, including formal clearance of annual financial statements.

Performance reporting

NBA Corporate Plan, Business Plan and Operational Scorecard.
NBA annual performance KPIs and reporting.

Systems of risk oversight and management

NBA strategic risk management and business continuity framework.
NBA fraud control framework.
Comcover benchmark reporting.
NMF investment framework and performance.

Systems of internal control

Annual internal audit work plan, reports, and implementation of recommendations, including internal audits in relation to:
- contract management
- staff travel arrangements
- financial controls framework
- procurements under $80,000.

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