annual report 2015-16 - national blood authority the national blood authority act 2003, sections 63...

NATIONAL BLOODAUTHORITY AUSTRALIA

ANNUALREPORT2015-16

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ISSN 1832–1909

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Website: www.blood.gov.au

NBA ANNUAL REPORT / 2015 - 16ii

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The Hon Ken Wyatt, AM, MP Assistant Minister for Health and Aged Care Parliament House Canberra ACT 2600

Dear Minister

I am pleased to present the 2015-16 annual report of the National Blood Authority (NBA) and the NBA Board. The period covered by this report precedes my commencement as the General Manager of the NBA on 4 October 2016.

This document has been prepared in accordance with sub-sections 44(1) and 44(2) of the National Blood Authority Act 2003, sections 63 and 70 of the Public Service Act 1999, section 46 of the Public Governance, Performance and Accountability Act 2013 and the Department of Finance’s Resource Management Guide No. 135 Annual reports for non-corporate Commonwealth entities. I certify that all of the requirements have been addressed.

The NBA’s annual performance statement for 2015-16 is included in this document, in accordance with section 39 of the Public Governance, Performance and Accountability Act 2013 and Resource Management Guide No. 134 Annual performance statements for Commonwealth entities.

I certify that the NBA has prepared fraud risk assessments and a fraud control plan and has in place appropriate fraud prevention, detection, investigation and reporting mechanisms that meet the specific needs of the agency. I also certify that the NBA has taken all reasonable measures to appropriately deal with fraud.

Yours sincerely

John Cahill General Manager National Blood Authority

5 October 2016

LETTER OF TRANSMITTAL

iiiLETTER OF TRANSMITTAL

CONTENTS

Letter of Transmittal iii

PART 1: OVERVIEW 1Organisation at a glance 2General Manager’s review 8NBA Board and report 12

PART 2: ANNUAL PERFORMANCE 17Annual performance reporting statement 18Objective 1. Secure the supply of blood and blood products 24Objective 2. Improve risk management and blood sector performance 41Objective 3. Promote the safe and efficient use of blood and blood products 52

PART 3: MANAGEMENT AND ACCOUNTABILITY 67Governance structure 68Operational planning 70Customer service charter 73External scrutiny 73Fraud control 74Human resources and people management 75

PART 4: FINANCIAL MANAGEMENT 83Financial management 84Financial performance 86Assets management 90Purchasing 91Financial statements 94

NBA ANNUAL REPORT / 2015 - 16iv

PART 5: APPENDICES 153Appendix 1. Committee and Board Member Profiles 154Appendix 2. Fresh blood components supplied under contract by the Blood Service in 2015-16 158Appendix 3. Plasma and recombinant products supplied under contract in 2015-16 160Appendix 4. Mandatory Reporting 164Appendix 5. List of Requirements 171Appendix 6. Acronyms and Abbreviations 178Index 182

TABLES1.1 Government funding for the supply of blood and blood products, 2006-07 to 2015-16 32.1 Blood and blood products purchased, by supplier, 2010-11 to 2015-16 252.2 Fresh blood expenditure: increases over the last 10 years 272.3 Blood Service: selected key performance indicators, 2015-16 352.4 CSL Behring (Australia) Pty Ltd’s performance under the CAFA, 2015-16 362.5 Imported IVIg: Key performance indicators, by supplier, 2015-16 382.6 Imported plasma and recombinant blood products: key performance indicators, by supplier, 2015-16 403.1 NBA’s performance in achieving operational plan objectives, 2011–12 to 2015–16 723.2 Number of male and female full-time and part-time NBA staff at 30 June 2016 773.3 Number of male and female and ongoing and non-ongoing NBA staff by at 30 June 2016 773.4 Age demographic of NBA staff at 30 June 2016 783.5 Salary levels of NBA staff by classification at 30 June 2016 783.6 Numbers of NBA staff on types of employment agreements 794.1 Overall funding and expenditure for the NBA in 2015–16: a summary 854.2 Key results in financial performance, 2011–12 to 2015–16 864.3 Administered revenue, 2011–12 to 2015–16 884.4 Key results of administered expenses, 2011–12 to 2015–16 884.5 Expenditure on consultancy services, 2011–12 to 2015–16 925.1 Fresh blood components supplied under contract by the Blood Service, 2015-16 1595.2 Plasma and recombinant products supplied under contract, 2015-16 1605.3 NBA Environmental performance indicators 166

CONTENTS v

FIGURES1.1 NBA Organisation Chart as at 30 June 2016 42.1 Returns to Government 2011-12 to 2015-16 282.2 Red Cells issued by the Blood Service and per ’000 population 282.3 Platelets issued by the Blood Service and per ’000 population 292.4 Whole blood to apheresis plasma for fractionation 2011-12 to 2015-16 292.5 Plasma derived and overseas product expenditure: cumulative increases on 2003-04 base year 302.6 Issues of Factor VIII products 2011-12 to 2015-16 per ’000 population 312.7 Issues of Factor IX products 2011-12 to 2015-16 per ’000 population 312.8 Issues of Factor VIIa products 2011-12 to 2015-16 per ’000 population 322.9 Issues of FEIBA, 2011-12 to 2015-16 per ’000 population 322.10 Issues of Ig products, 2011-12 to 2015-16 per ’000 population 333.1 NBA Governance Structure 683.2 NBA Planning Framework 713.3 NBA Organisation Chart as at 30 June 2016 76

NBA ANNUAL REPORT / 2015 - 16vi

CONTENTS vii

ORGANISATION AT A GLANCE

GENERAL MANAGER’S REVIEW

NBA BOARD AND REPORT

OVERVIEW

PART 1

ORGANISATION AT A GLANCE

Our VisionSaving and improving Australian lives through a world-class blood supply.

Our RoleThe National Blood Authority (NBA) is a statutory agency within the Australian Government Health portfolio that manages and coordinates arrangements for the supply of blood and blood products and services on behalf of the Australian Government and state and territory governments.

The key roles of the NBA are 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 NBA:

• works with jurisdictions to determine the clinical requirements for blood and blood products and develop an annual supply plan and budget

• negotiates and manages national contracts with suppliers of blood and blood products to obtain the products needed

• assesses blood supply risk and develops commensurate contingency planning

• supports the work of the jurisdictions to improve the way blood products are used - including developing and facilitating strategies and programs that will improve the safety, quality and effectiveness of blood usage, particularly in the areas of national standards, guidelines and data capture and analysis

• provides expert advice to support government policy development, including identification of emerging risks, developments, trends and new opportunities

• manages the evaluation of proposals for blood sector improvements, including proposals for new products, technologies and system changes

• provides secretariat support to the Jurisdictional Blood Committee (JBC).

NBA ANNUAL REPORT / 2015 - 162

AuthorityThe NBA was established by the National Blood Authority Act 2003 following the signing of the National Blood Agreement by all state and territory health ministers in November 2002. As a material statutory agency, the NBA has a range of corporate and compliance responsibilities under the National Blood Authority Act 2003, the Public Governance, Performance and Accountability Act 2013 (PGPA), and the Public Service Act 1999, along with a responsibility to meet ministerial, parliamentary and financial reporting requirements.

Responsible Ministers and PortfolioThe NBA exists within the portfolio responsibilities of the Minister for Health. The NBA General Manager is a statutory officer who reports to the Council of Australian Governments (COAG) Health Council and the Commonwealth Minister for Health.

Our Outcome Access to a secure supply of safe and affordable blood products and coordination of best practice standards within agreed funding policies under the national blood arrangements.

FundingUnder the National Blood Agreement between the Australian Government and the states and territories, 63 per cent of NBA funding is provided by the Australian Government and the remaining 37 per cent is provided by the state and territory governments. The funding covers both the national blood supply and the operations of the NBA.

In the last ten years, governments have provided funding of $9,108.1 million for the supply of blood and blood products as detailed in Table 1.1. In 2015-16, the total amount provided was $1,040.9 million. Governments provided funding of $9.2 million in 2015-16 for the operation of the NBA.

TABLE 1.1 Government funding for the supply of blood and blood products, 2006-07 to 2015-16

Year Amount ($M) Growth (%)

2006-07 639.4 10.7

2007-08 719.5 12.5

2008-09 806.8 12.1

2009-10 878.8 8.9

2010-11 939.2 6.9

2011-12 1,015.6 8.1

2012-13 1,049.3 3.3

2013-14 1,095.9 4.4

2014-15 922.7 -15.8

2015-16 1,040.9 12.8Total 9,108.1 6.4 (average)

Note: Figures balance to the Audited Financial Statements

PART 1 OVERVIEW 3

Our StaffAs at 30 June 2016, the NBA had 53 ongoing and 2 non-ongoing staff. The organisational structure at 30 June 2016 is shown at Figure 1.1.

FIGURE 1.1 NBA Organisation Chart as at 30 June 2016

LocationThe NBA staff are located in Canberra at Level 2, 243 Northbourne Avenue, Lyneham ACT.

Key Events in the NBA’s History 2003 Established by the National Blood Authority Act 2003 following the signing of the National Blood Agreement by

all state and territory health ministers in November 2002

2004 Commencement of national supply arrangements for imported intravenous immunoglobulin (IVIg) to ensure sufficiency of supply in all jurisdictions

2005 Commencement of an adequate supply of recombinant Factors VIII and IX to fully meet demand

General Manager

Executive DirectorSupply Management

Plasma & RecombinantProducts

Executive Director,Enabling Services

Group & ChiefInformation Officer

Executive Director, Fresh Blood, Data

& Clinical Development

Supply Management -Plasma & Recombinant

Products

Health ProviderEngagement

Corporate &Information

Management

Blood SectorClinical Development

Data and InformationAnalysis

Research & EvidenceAssessment

Secretariat & Communications

Finance & RiskManagement

ImmunoglobulinGovernance

Horizon Scanning

Legal Services

Human Resources

Supply Management -Fresh Blood

Blood Operations Centre

Information Services


2006 NBA executed a Deed of Agreement with the Australian Red Cross Society for the provision of fresh blood products and plasma for fractionation

NBA won the Prime Minister’s Silver Award for Excellence in Public Sector Management for procurement of recombinant (manufactured) products

2007 First edition of Criteria for the clinical use of IVIg in Australia was approved

2008 Launch of the National Blood Supply Contingency Plan (NBSCP) to provide clear governance for managing blood shortages

Launch of the redeveloped Australian Bleeding Disorders Registry (ABDR) to better support planning and clinical management of people with bleeding disorders

2009 Establishment of the Australian National Haemovigilance Program to report on serious transfusion related adverse events

NBA was awarded the Australian Government Comcover Award for Excellence in Risk Management for the NBSCP

2010 New CSL Australian Fractionation Agreement came into effect

NBA won a United Nations Public Service Award in the Advancing Knowledge Management in Government category

2011 National rollout of BloodNet, an online web based blood ordering system

Release of the first module (Critical Bleeding/Massive Transfusion) of the Patient Blood Management (PBM) Guidelines

2012 Release of PBM Guidelines Module 2 Perioperative and Module 3 Medical

Second edition of IVIg Criteria in Australia was published

2013 Release of PBM Guidelines Module 4 Critical Care

Inaugural National Blood Symposiums conducted in Sydney, Melbourne and Adelaide

2014 National rollout of MyABDR

Inaugural PBM Conference held in Perth

Immunoglobulin governance program and National Immunoglobulin Governance Advisory Committee established

2015 NBA won ACT iAwards in three categories for innovation surrounding the development of BloodNet interfaces with health provider laboratory information systems

National Blood Symposium held in Brisbane, including the presentation of the inaugural National Blood Awards for Excellence in the Management of Blood

Release of PBM Guidelines Module 5 Obstetrics and Maternity

2016 A new Deed of Agreement was finalised with the Australian Red Cross Society for the provision of fresh blood products and plasma for fractionation supplied by the Australian Red Cross Blood Service

Release of PBM Guidelines Module 6 Neonatal and Paediatrics

Release of National Haemophilia Guidelines developed with the Australian Haemophilia Centre Directors’ Organisation (AHCDO)

National Blood Sector Research and Development Pilot commenced

BloodSTAR launched for registration by hospitals and clinicians

PART 1 OVERVIEW 5

Year at a Glance: Snapshot of the blood sector in 2015-16

KEY ACHIEVEMENTS

DELIVERY OF UNINTERRUPTED SUPPLY TO MEET CLINICAL DEMAND AT A SIGNIFICANT SAVING OF $90.6 MILLION

A REDUCTION IN RED CELL WASTAGE FROM 3.9% TO 2.8% SAVING $2.2MILLION

NEW DEED OF AGREEMENT WITH THE RED CROSS SOCIETY EXECUTED

BLOODSTAR USER REGISTRATION COMMENCED

Issuing

645,877UNITS OF RED CELLS ISSUED

130,877UNITS OF

PLATELETS ISSUED

2,850,947GRAMS

DOMESTIC IVIG ISSUED

2,131,556GRAMS

IMPORTEDIVIG ISSUED

Donating

460,119T O T A L

A C T I V EDONORS

548,274NUMBER OF PLASMAPHERESIS DONORS

1,296,365B L O O DDONATIONS

Ordering (BloodNet)

183,844NUMBER OF BLOODNET

ORDERS

503AVERAGE NUMBER

OF ORDERSPER DAY

2,084,449NUMBER OF UNITS

RECEIVED BY BLOODNET FACILITIES

99%NATIONAL UPTAKE

ON BLOODNET FATE MODULE

164LABORATORIES

INTERFACED WITHBLOODNET

Supplying

$588.4MILLION

FRESH BLOODCOMPONENTS

$496.96MILLION

PLASMA DERIVED

& RECOMBINANTPRODUCTS

$4.33MILLION

DIAGNOSTICREAGENTS

Managing

5,862PATIENTS

REGISTERED IN ABDR

6.85 DAYSAVERAGE AGE OF RED BLOOD CELLS

AT ISSUE

18,137DISCARDS OF RED

BLOOD CELLS

375,000REGISTERED USERS

OF BLOODSAFE eLEARNING

28,163GUIDELINE &

CRITERIA PUBLICATIONS DISTRIBUTED

Budgeting

$1,040.9 MILLIONGOVT FUNDING FOR PRODUCT

SUPPLY

$9.2 MILLION

OPERATIONAL FUNDING

$90.6MILLIONSAVING

TOGOVERNMENTS

161,260UNIQUE VISITORS TO NBA WEBSITE

Collecting and

Processing

601TONNES OF

PLASMA COLLECTED

75FIXED

COLLECTIONSITES

4MANUFACTURING

AND TESTING

SITES

Transfusing

16,331PATIENTS INFUSED WITH IVIG

1,519PATIENTS RECEIVINGPRODUCT

FORBLEEDING

DISORDERS


Year at a Glance: Snapshot of the blood sector in 2015-16

KEY ACHIEVEMENTS

Issuing

645,877UNITS OF RED CELLS ISSUED

130,877UNITS OF

PLATELETS ISSUED

2,850,947GRAMS

DOMESTIC IVIG ISSUED

2,131,556GRAMS

IMPORTEDIVIG ISSUED

Donating

460,119T O T A L

A C T I V EDONORS

548,274NUMBER OF PLASMAPHERESIS DONORS

1,296,365B L O O DDONATIONS

Ordering (BloodNet)

183,844NUMBER OF BLOODNET

ORDERS

503AVERAGE NUMBER

OF ORDERSPER DAY

2,084,449NUMBER OF UNITS

RECEIVED BY BLOODNET FACILITIES

99%NATIONAL UPTAKE

ON BLOODNET FATE MODULE

164LABORATORIES

INTERFACED WITHBLOODNET

Supplying

$588.4MILLION

FRESH BLOODCOMPONENTS

$496.96MILLION

PLASMA DERIVED

& RECOMBINANTPRODUCTS

$4.33MILLION

DIAGNOSTICREAGENTS

Managing

5,862PATIENTS

REGISTERED IN ABDR

6.85 DAYSAVERAGE AGE OF RED BLOOD CELLS

AT ISSUE

18,137DISCARDS OF RED

BLOOD CELLS

375,000REGISTERED USERS

OF BLOODSAFE eLEARNING

28,163GUIDELINE &

CRITERIA PUBLICATIONS DISTRIBUTED

Budgeting

$1,040.9 MILLIONGOVT FUNDING FOR PRODUCT

SUPPLY

$9.2 MILLION

OPERATIONAL FUNDING

$90.6MILLIONSAVING

TOGOVERNMENTS

161,260UNIQUE VISITORS TO NBA WEBSITE

Collecting and

Processing

601TONNES OF

PLASMA COLLECTED

75FIXED

COLLECTIONSITES

4MANUFACTURING

AND TESTING

SITES

Transfusing

16,331PATIENTS INFUSED WITH IVIG

1,519PATIENTS RECEIVINGPRODUCT

FORBLEEDING

DISORDERS

PATIENT BLOOD MANAGEMENT GUIDELINES, MODULE 6, NEONATAL AND PAEDIATRICS, PUBLISHED

RESEARCH AND DEVELOPMENT PILOT IN BLOOD SECTOR COMMENCED

NATIONAL HAEMOPHILIA GUIDELINES RELEASED WITH AHCDO

PART 1 OVERVIEW 7

GENERAL MANAGER’S REVIEW

2015-16 has again seen the delivery of significant projects and outcomes by the NBA in relation to the provision of secure and affordable supply of blood products, improving immunoglobulin governance, development and implementation of guidance and programs for appropriate management and usage and reduction of wastage of blood products, and ICT and data collection development. Highlights of the year included:

• Publication of PBM Guidelines Module 6 on Neonatal and Paediatrics – this completes the set of six modules begun in 2008 which are now a key reference at health provider level and have underpinned the significant improvements in appropriate use of blood

• Finalisation of the negotiations for a new nine year Deed of Agreement with the Red Cross – this represents the culmination of a number of years of collaborative work between Blood Service and NBA teams to work through all aspects of the service and funding arrangement

• Release of BloodSTAR - the new national ICT system to support improved Ig authorisation and governance – and the continuing work between the NBA and the national network of Immunoglobulin Governance committees on developing an improved model of policy, guidance and process for the authorisation and management of immunoglobulin products

• Completion of a project with the Australian Haemophilia Centre Directors’ Organisation (AHCDO) to develop the Guidelines for the management of haemophilia in Australia as a local adaption of World Federation of Hemophilia guidelines to describe the standard of care, including appropriate use of clotting factor blood products, for haemophilia in Australia

• Successful conduct of the first funding round under the National Blood Sector Research and Development Pilot – this is an exciting initiative which initially has a focus on key areas of potential research to support the patient blood management and immunoglobulin governance programs.


Ensuring supply of blood productsThe NBA’s primary responsibility is to ensure Australia has an adequate, safe, secure and affordable supply of blood and blood related products to meet clinical demand. The clinical demand for blood and blood related products in Australia was met without interruption and at a saving of $90.6 million. This saving brings the total amount of funding returned to governments over the last four years to $446.5 million.

The year saw further improvement in the appropriate use of fresh blood. The 2015 -16 demand for red cells decreased by 3.4 per cent. This result builds on the progress already made in this strategic planning cycle to bring the total reduction in red cell demand over the last four years to 21 per cent, realising significant improvements in patient outcomes and financial savings of $94 million.

Australian Red Cross Blood Service (Blood Service) improvements in supply performance and efficiency under the previous NBA Deed of Agreement with the Australian Red Cross Society (Red Cross) also played a major role in the savings outcome. The Blood Service achieved a surplus of approximately $47.4 million and will return a 2015-16 saving of approximately $42.4 million to governments under the Output Based Funding Model (OBFM) agreed with the Blood Service.

The NBA oversaw the transition of supply under a highly successful tender for imported Ig products concluded in 2014-15 that will realise annual savings of approximately $30 million per year from 1 January 2016. The new contracts achieved a world value for money benchmark that also embeds a number of improved supply performance provisions.

The NBA completed its annual Supply Risk and Mitigation Project to review supply security arrangements for all plasma and recombinant products. This included the validation of existing stock and contractual supply reserves.

The NBA implemented the second phase of the national service requirements and standards (NSRS) project as part of the new Deed of Agreement negotiations. The NSRS set out the Blood Service’s relationships with health providers and the NBA. This includes business rules and standards for ordering, delivery, and receipt of products.

The NBA also progressed the implementation of strategies to improve management of strategic product supply risks for the National Blood Supply Contingency Plan as endorsed by JBC.

PART 1 OVERVIEW 9

Improving the management and use of blood products Throughout the year the NBA maintained a focus on governments’ priorities for the Blood Sector through activities under the key sector policies and strategies agreed by all governments, particularly the National Blood and Blood Product Wastage Reduction Strategy 2013-17 and the National Patient Blood Management Guidelines Implementation Strategy 2013-17. An ongoing program of activities also supports the implementation of the health ministers’ Statement on national stewardship expectations for the supply of blood and blood products. These programs contribute to the sustainability of the blood supply by improving the management and use of blood products.

Building upon successes from 2014-15, the 2015-16 outcomes included the:

• publication of national PBM Guidelines Module 6 on Neonatal and Paediatrics. The completion of this set of PBM Guidelines provide a key reference at health provider level and have underpinned the significant improvements in appropriate use of blood

• implementation of a health provider Charter requiring a formal commitment at a CEO level to measures that improve the management and use of blood and blood products

• conducting a pilot during 2015-16 for Phase One of a Business Case to test new strategies to update the PBM Guidelines on Module 1 – Critical Bleeding/Massive Transfusion, undertaken in consultation with the Clinical Reference Group

• promotion and stakeholder engagement program with participation at multiple national conferences and events

• collaborative work with the Australian Commission on Safety and Quality in Health Care (ACSQHC), including through the 2015-16 a review of the National Safety and Quality Health Service (NSQHS) Standards, Standard 7: Blood and Blood Products, via a working group of Standard 7 implementers and clinical nurse consultants convened to review the comments for inclusion in the resources and tools that support the implementation of the revised standard

• constructive collaboration with the ACSQHC on the National Patient Blood Management Collaborative, focussing on identification and management of pre-operative anaemia and iron deficiency

• work with states and territories and all suppliers to finalise the nationwide implementation of BloodNet-Laboratory Information System interfaces, to allow real time inventory and wastage monitoring

• work with jurisdictions on implementation of setting up Information Framework Agreements with each state and territory.


In 2015, the Government decided not to proceed with the merger of the National Blood Authority and the Organ and Tissue Authority (OTA), as announced in the 2014-15 Budget. However, some efficiencies were achieved through the NBA commencing provision of certain corporate services and ICT functions to OTA through a shared services arrangement.

Mr Leigh McJames ended his term as NBA General Manager in February 2016, after commencing the role in March 2012. On behalf of NBA staff and sector stakeholders I would like to take the opportunity to recognise the vision, drive and enthusiasm Leigh brought to this role. In leaving the position Leigh can take great credit for initiating and supporting major programs in recent years including many new and expanding areas of NBA activity and success, working effectively with many stakeholders, and contributing to the NBA’s vision of Saving and improving Australian lives through a world-class blood supply. Leigh worked closely with the Board and was a very effective leader of the Authority.

I close this report by again recognising the contribution of the many stakeholders across the sector who gave generously of their time, professionalism and passion in working with the NBA each year. We look forward to working with you again in 2016-17.

Michael Stone Acting General Manager National Blood Authority

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IMMUNOGLOBULINGOVERNANCE

> SECOND EDITION> JULY 2016

National Policy: Access to Government-Funded Immunoglobulin Products in Australia

STAR

BloodSTAR Support Materials

A range of support materials are available to assist users of BloodSTAR.Please click on the relevant role:

How to register for BloodSTAR?

National Blood SectorResearch and Development Pilot

Report title here

> Month year version etc

?

?

Neonatal and Paediatrics

Patient Blood Management Guidelines: Module 6

Patient Blood Managem

ent Guidelines: Module 6 Neonatal and Paediatrics

NPS MedicineWise and the National Blood Authority have collaborated to develop a suite of resources to help General Practitioners manage patients who are on the surgical waitlist and who may require treatment for iron de�ciency and anaemia

FIT FOR SURGERY FIT FOR LIFE

You need iron to make haemoglobin. Haemoglobin carries oxygen from your lungs to your body.

WHY IS IRON IMPORTANT?

About 1 in 10 people in Australia have low iron levels also called iron deficiency

3 in 10 people having elective surgery have low iron or anaemia – this puts you at a much higher risk of transfusion.

IRON DEFICIENCY: THE FACTS

Dietary deficiency (iron, B12)

Gastrointestinal problems

CAUSES OF ANAEMIA

Blood lossChronic disease

If left untreated low iron levels and anaemia can:

• delay your surgery.• increase your chance of

needing a blood transfusion.• increase your chance of

complications.• slow down your recovery

after surgery.

Having anaemia before you go in for surgery puts you at a higher risk of needing a blood transfusion.

Blood is a precious commodity and should not be used lightly.

A blood transfusion is an organ transplant and comes with inherent risks.

ACTIONYour GP will assess your blood to see if you have low levels of iron or if you have anaemia. If they find you do you may need treatment.There are other information leaflets available that will give you more information about what you need to do now that you are on the surgery waiting list. Ask your GP for the link to these resources.









CAUSES OF ANAEMIA






after surgery.













CAUSES OF ANAEMIA






after surgery.





PART 1 OVERVIEW 11

NBA BOARD AND REPORT

The NBA Board was established under the National Blood Authority Act 2003 to:

• participate in consultations about the performance of the NBA’s functions with the Australian Government Minister for Health

• provide advice to the General Manager about the performance of the NBA’s functions

• liaise with governments, suppliers and other stakeholders about matters relating to the NBA’s functions

• perform such other functions as specified in a written notice given by the Minister to the chair.

Ms Gayle Ginnane Chair

Mr Paul Bedbrook financial expert

Adjunct Professor Chris Brook PSM

state and territory representative

(large jurisdiction)

Professor George Rubin Public health

expert

Ms Patti Warn community

representative

Mr Mark Cormack Australian

Government representative

Board MembersContinuing Members Ms Gayle Ginnane – chair Mr Paul Bedbrook – financial expert Adjunct Professor Chris Brook PSM – state and territory representative (large jurisdiction) Professor George Rubin – public health expert Ms Patti Warn – community representative Mr Mark Cormack – Australian Government representative

Vacant State and territory representative (small jurisdiction)


2015-16 year in reviewOnce again, financial sustainability was a priority consideration and focus of the NBA this financial year. The Board is pleased to see that excellent outcomes continue to be delivered against this objective. The continuing strength of NBA programs and activities in maintaining supply of blood products and addressing supply risk management, improving the appropriate use of blood products, improving supply chain efficiency and reducing wastage, and improving sector transparency through systems and data were highlights of the 2015-16 year.

The NBA Board met three times in 2015-16, and considered and provided advice to the General Manager and NBA executive across a range of priority business areas including:

• BloodSTAR and immunoglobulin governance• the Patient Blood Management Collaborative Project with the Australian Commission

on Safety and Quality in Health Care • engagement with the Australian Red Cross Blood Service under the new Deed of Agreement• preparations for negotiation of the next CSL Australian Fractionation Agreement• a successful multi-year blood sector systems funding business case• management of Australia’s position on plasma and immunoglobulin self sufficiency• NBA programs addressing wastage of blood and blood products.The stakeholder engagement program continues to be successful in highlighting challenges to Board members that key stakeholder groups are faced with. The Board engaged with key representatives through a series of presentations and follow-up discussions. The Board also welcomed the opportunity to meet with the new Chairman and the new Chief Executive of the Blood Service, and senior representatives to discuss current and future issues of mutual interest. The Board expects the program to continue in 2016-17.

The NBA Board also received updates and reporting from the NBA on achievement against strategic and operational planning documents, and provided advice and input for the development of further forward plans. These Board agenda items included:

• outcome delivery against the JBC Strategic Plan 2013-15 and NBA Corporate Plan 2013-15

• NBA 2015-16 Operational Plan

• NBA 2015-16 Strategic Risk Management Plan

• draft JBC Strategic Plan 2016-18

• draft NBA Corporate Plan 2016-17 to 2018-19

• review of the NBA’s existing range of strategies.

The NBA has continued to win awards for innovation and support of patients in the sector, and in recognition of the agency’s activities, staff and management. The Board congratulates the NBA for this recognition of achievements during the year. Awards received in 2015-16 include:

• 2016 ACT iAwards Public Sector & Government category (BloodSTAR)

• 2016 National Awards for Digital Excellence (Small Agency category – MyABDR)

• 2016 Excellence in eGovernment Awards (Overall Excellence in eGovernment Award & Government 2.0 Category Award for ICT Professional Team of the Year)

• iTnews Benchmark Awards, 2016 (Chief Information Officer of the Year)

• 2016 IPAA Annual Report Awards (Bronze, Small PGPA Entity category, and Assessor’s Cup)

• 2016 Australasian Reporting Awards (Silver).

PART 1 OVERVIEW 13

2016-17 priorities The implementation of the next NBA Corporate Plan 2016-18 will be a major area of interest for the Board in 2016-17. The Corporate Plan identifies key objectives and outcomes required of the organisation over the next three years. A key input to the Plan will be the new JBC Strategic Plan 2016-18. We expect that the management of risk and financial sustainability will remain important themes. Specific areas where the Board expects to review and provide input include:

• improving the supply and demand arrangements for Ig to ensure sustainability

• further enhancements to data collection and reporting, and associated system development

• a continued emphasis on implementing improvements for the appropriate use of blood and blood products, particularly in the area of patient blood management.

I thank all my fellow Board members for their contributions during 2015-16. It is a pleasure to chair the Board with such a distinguished and committed group of members.

The Board would like to especially recognise and thank the former General Manager Leigh McJames for his considerable contribution to the NBA during his term. He has left the organisation in a very good place.

In closing, on behalf of the Board, I also commend the staff and management of the NBA for their ongoing hard work and outstanding delivery of the agency’s outcomes. The Board continues to be impressed with the professionalism and commitment of the NBA team.

Gayle Ginnane Chair National Blood Authority Board


[This page has been intentionally left blank]

PART 1 OVERVIEW 15

ANNUAL PERFORMANCE REPORTING STATEMENT

OBJECTIVE 1. SECURE THE SUPPLY OF BLOOD AND BLOOD PRODUCTS

OBJECTIVE 2. IMPROVE RISK MANAGEMENT AND BLOOD SECTOR PERFORMANCE

OBJECTIVE 3. PROMOTE THE SAFE AND EFFICIENT USE OF BLOOD AND BLOOD PRODUCTS

ANNUAL PERFORMANCE

PART 2

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 statementI, 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.


NBA ANNUAL REPORT / 2015 -1618

Introductory statementThe 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:

1. provide an adequate, safe, secure and affordable supply of blood products, blood related products and blood related services, and

2. 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/ ).2 https://www.blood.gov.au/system/files/documents/corporate-plan-2015-16_0.pdf3 Portfolio Budget Statements 2015-16 Budget Related Paper No. 1.10, pages 355-375

PART 2 ANNUAL PERFORMANCE REPORTING 19

http://www.finance.gov.au/resource-management/performance/

https://www.blood.gov.au/system/files/documents/corporate-plan-2015-16_0.pdf

Performance results

1. Secure the supply of blood and blood productsThe 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


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 BudgetTarget

2016-17 Forward Year 1



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.


Qualitative Deliverable 2015-16 Reference Point or Target


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.










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.


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.




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.










Number of clinical practice guidelines published.

1 2 1 2 2 Two clinical guidelines published.




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:

• improved inventory management practices as part of the National Inventory Management Framework roll out;

• reduction in wastage of red blood cells was $9.0 million in 2014-15 and down to $6.8 million in 2015-16;

• reduction in product Discards as a percentage of Net Issues (DAPI) fell from 3.9 per cent in 2014-15 to 2.8 per cent in 2015-16;

• demand for red blood cells continued to decline by 3.4 per cent in 2015-16 over 2014-15, this now represents a total decrease of around 21 per cent since 2011-12.



OBJECTIVE 1. SECURE THE SUPPLY OF BLOOD AND BLOOD PRODUCTS

It is the responsibility of the National Blood Authority (NBA) to manage the national blood supply to ensure that healthcare providers have sustainable, reliable and efficient access to blood and blood products needed for patient care. NBA ensures blood supply security by working with states and territories to determine and manage an annual supply plan and budget and negotiating and managing blood supply contracts and arrangements with local and overseas suppliers.

National Supply Plan and BudgetA key element of the NBA’s role in ensuring security of supply is to develop, coordinate and monitor the annual National Supply Plan and Budget (NSP&B), including obtaining annual approval from health ministers.

This is achieved by:

• developing a national estimate of product demand

• liaising with states and territories to refine the estimated demand for products

• collecting and distributing data on product issued and reporting variations to jurisdictions on the approved supply plan

• intensively managing products if they are in short supply.

Performance against the 2015–16 NSP&BThroughout 2015–16, products were supplied to meet clinical demand and supply risks were effectively managed. The approved budget for 2015–16 covering the supply and management of blood and blood products and services under contract was $1,166.40 million, comprising $627.89 million for fresh blood products and plasma collection (see Fresh blood products on p.27) and $520.33 million for plasma and recombinant products (see Plasma and recombinant products on p.30). The remaining $18.18 million included items such as support for the publication of PBM Guidelines, maintenance of the Australian Haemophilia Centre Directors’ Organisation (AHCDO) and administration of the Australian Bleeding Disorders Registry (ABDR) . Table 2.1 identifies the NBA’s expenditure in 2015-16 and earlier years by supplier for the supply of products in each product category.


TABLE 2.1 Blood and blood products purchased, by supplier, 2010-11 to 2015-16.

Supplier Products Purchased 2010-11 ($M)

2011-12 ($M)

2012-13 ($M)

2013-14 ($M)

2014-15 ($M)

2015-16 ($M)

CSL Behring (Australia) Pty Ltd

Plasma Products

• Albumin

• Immunoglobulin products (Ig) (including Intravenous Immunoglobulin (IVIg), Subcutaneous Intravenous Immunoglobulin (SCIg) and hyperimmune products)

• Plasma derived clotting factors

Diagnostic Reagent Products

• Blood grouping sera • Reagent red cell

products

Imported Plasma and Recombinant Products

• Rh(D) Ig

• Factors XI and XIII

215.15 228.22 222.02 210.10 245.19 282.49

Australian Red Cross Blood Service

Fresh Blood Products • whole blood • red blood cells • platelets • clinical fresh

frozen plasma • cryoprecipitate • plasma for

fractionation

496.57 526.35 549.31 583.13 547.10 588.40

Baxalta Australia Pty Ltd 2


• Protein C

• Factor VII concentrate

• Factor Eight Inhibitor Bypass Agent (FEIBA)

Imported IVIg

96.93

Nil

45.95

7.37

6.301

26.76

8.25

29.20

29.11

40.30

36.62

28.35

Bayer Australia Limited


• Recombinant Factor VIII

Nil 11.30 34.96 35.14 9.00 1.07


Supplier Products Purchased 2010-11 ($M)

2011-12 ($M)

2012-13 ($M)

2013-14 ($M)

2014-15 ($M)

2015-16 ($M)

Pfizer Australia Pty Ltd


• Recombinant Factor VIII

• Recombinant Factor IX

57.03 66.55 93.28 93.05 54.66 56.48

Novo Nordisk Pharmaceuticals Pty Ltd


• Recombinant Factor VIIa

27.37 24.55 33.60 27.20 32.81 36.39

Octapharma Pty Ltd

Imported IVIg 8.95 23.38 49.10 46.00 70.02 47.05

Grifols Australia Imported IVIg


• blood grouping sera • reagent red

cell products

24.50

0.60

22.51

Nil

0.28

Nil

Nil

0.32

Nil

0.41

11.58

0.36

Ortho-Clinical Diagnostics (Johnson & Johnson Medical Pty Ltd)



cell products

0.38 0.45 0.44 0.43 0.44 0.43

Bio-Rad Laboratories Pty Ltd



cell products

Nil 0.13 0.63 0.57 0.52 0.48

Abacus ALS Pty Ltd



cell products

0.03 0.05 0.04 0.04 0.00 0.00

Total Purchases of Blood and Blood Products 927.51 956.81 1,016.72 1,033.43 1,029.56 1,089.70

1 In the 2012-13 annual report, Baxter Healthcare Pty Ltd imported Plasma and Recombinant Products figure of 33.06 included 6.30 Imported IVIg which has a category in subsequent reports. Care should be taken in making comparisons with previous reports.2 With effect from 1 April 2015, all NBA contracts with Baxter Healthcare Pty Ltd were novated to Baxalta Australia Pty Ltd. Throughout this report, references are made to Baxalta Australia Pty Ltd.


Fresh blood ProductsThe list of fresh blood products supplied in 2015-16 is at Appendix 2 Fresh blood components supplied under contract by the Blood Service. The four main products were:

1. red blood cells

2. platelets

3. clinical fresh frozen plasma

4. plasma for fractionation.

As demonstrated in Table 2.2, the increase in fresh blood expenditure has progressively moderated over the last 10 years primarily as a result of improved efficiencies in Blood Service operations, and in the last four years, a significant reduction in the demand for some fresh blood products due to improved appropriate use and reduced wastage.

TABLE 2.2 Fresh blood expenditure: increases over the last 10 years

Year Amount ($M) Growth (%)

2006-07 327.1 9.9

2007-08 369.1 12.8

2008-09 417.2 13

2009-10 456.1 9.3

2010-11 496.6 8.9

2011-12 526.3 6

2012-13 549.3 4.4

2013-14 583.1 6.2

2014-15 547.1 -6.2

2015-16 588.4 7.5Total 4,860.3 7.2 (average)

Fresh blood expenditure in 2015-16 compared to 2014-15 increased by 7.5 per cent. Key factors that have influenced the changes include the following:

• an increase in the quantity of collected plasma for fractionation from 572 tonnes to 601 tonnes

• restrained annual price indexation to 2.95 per cent

• reduction in demand for some fresh products as a result of improved appropriate use and reduced wastage.

Since the implementation of the Output Based Funding Model (OBFM) in 2010-11 where governments paid for the actual costs of producing fresh blood products supplied by the Blood Service rather than a grant based funding model, we have seen an increase in returns to government year on year as highlighted in Figure 2.1. In 2015-16 $63.1 million was returned including $42.4 million for the Blood Service operating surplus and a saving from the decrease in red blood cell demand of 3.4 per cent. This compared to $66.2 million in 2014-15 (which included $28.5 million operating surplus and 5 per cent reduction in red blood cell demand). The Blood Service also provided savings of $18.5 million in the pricing for plasma for fractionation in 2015-16 compared to $12 million in 2014-15.


20

0

40

60

80

100

120

2011-12

2012-13

2013-14

2014-15

2015-16

$ M

illio

n

FIGURE 2.1 Returns to Government 2011-12 to 2015-16

Red blood cellsRed blood cells comprise approximately 22.9 per cent of total blood and blood product expenditure and are the largest item of cost in fresh products. Figure 2.2 illustrates that there was a decline in issues of red blood cells (3.4 per cent) compared to 2014-15, with continuation of the steady decline in issues per 1,000 head of population nationally from 35.6 in 2011-12 to 27 in 2015-16. In the last four years, demand for red cells has declined by over 21 per cent, realising a saving in excess of $94 million. The decline in red cell demand is the result of the ongoing success of programs to improve appropriate use and reduce wastage. These programs encompass a range of health provider and clinical engagement activities, development of best practice guidelines and tools, improved data collection and analysis and improved education and training arrangements. The publication and implementation of the PBM Guidelines underpins much of the success in improving appropriate use of fresh blood products.

15

20

25

30

35

40

2011-12

2012-13

2013-14

Quantity (Issued Packs) Left Hand Side (LHS)

Units per ‘000 population Right Hand Side (RHS)

900,000

800,000

700,000

600,000

500,000

400,000

2014-15

2015-16

UNIT

S

UNITS PER ‘000 POPULATION

FIGURE 2.2 Red Cells issued by the Blood Service and per ’000 population


PlateletsPlatelets comprise 5.5 per cent of total blood and blood product expenditure. Figure 2.3 illustrates that there was a small increase in issues of platelets (1.8 per cent) from 2014-15 and a small increase in issues per 1,000 head of population. Platelets are either derived from an apheresis collection or a whole blood collection. In 2015-16, platelets issued were 65.0 per cent whole blood pooled (64.2 per cent in 2014-15) and 35.0 per cent apheresis (35.8 per cent in 2014-15).

2011-12

2012-13

2013-14

136,000

134,000

132,000

130,000

128,000

126,000

0

6.00

5.50

0

UNIT

S

PER ‘000 POPULATION

2014-15

2015-16

Quantity (Issued Packs) LHS per ‘000 population RHS

FIGURE 2.3 Platelets issued by the Blood Service and per ’000 population

Plasma for fractionation

The Blood Service collects plasma for fractionation to supply to CSL Behring (Australia) Pty Ltd for the manufacture of plasma derived products. In 2015-16, the target for the quantity of plasma to be collected by the Blood Service was 601 tonnes, which the Blood Service successfully achieved. The growth in apheresis plasma collection by the Blood Service over the last five years is shown in Figure 2.4 below. In 2010-11 the ratio of whole blood to apheresis plasma for fractionation was 50:50 and in 2015-16 29:71. This is in part due to the decline in red blood cell demand.

The growth in plasma collection for 2015-16 is consistent with governments’ target of 5 per cent per annum.

2011-12

2012-13

50%

60%

%

70%

80%

90%

100%

40%

30%

20%

10%

0 %

Apheresis Whole Blood

2013-14

2014-15

2015-16

FIGURE 2.4 Whole blood to apheresis plasma for fractionation 2011-12 to 2015-16


Plasma and recombinant products The cost of plasma derived and recombinant blood products issued under NBA arrangements in 2015-16 totalled $504.09 million, an increase of $26.9 million (5.6 per cent) from 2014-15. Increases in volumes for immunoglobulin (Ig), 12.4 per cent, and Recombinant Factor VIIa, 9.5 per cent, were the dominant factors relating to the growth in expenditure. Conversely, there were cost reductions in recombinant factors VIII and IX following a highly successful tender process undertaken in 2014 that resulted in lower prices for these products. The cost of most other products increased by less than 2 per cent. The average unit price for domestically produced IVIg decreased by 0.7 per cent due to the favourable price structure under the CSL Australian Fractionation Agreement (CAFA) in which price decreases with increases in volume.

In the 10 years to 2015-16, expenditure on plasma and recombinant products issued under NBA arrangements has increased from $205.2 million to $504.09 million. Key drivers of this increase are:

• $315.4 million from increased demand

• $51.8 million due to the safety based government policy decision to fund recombinant clotting factor products (rFVIII and rFIX).

The combined effect of demand and price drivers on expenditure can be seen in Figure 2.5. It is of note that significant improvements in price have driven a large increase in savings.

2003-04

2005-06

2007-08

2009-10

2011-12

2013-14

2015-16

500

600

400

300

200

100

0

-100

$ M

ILLI

ON

Base Price increase Demand increase Safety increase

FIGURE 2.5 Plasma derived and overseas product expenditure: cumulative increases on 2003-04 base year

Issues of clotting factorsIn 2015-16 clotting factors comprised 15.5 per cent of total blood and blood product expenditure. Figure 2.6 indicates that the demand for Factor VIII products increased by 5.0 per cent when compared to 2014-15. The relative proportion of recombinant versus plasma derived product remains stable. Plasma derived Factor VIII is an important alternative for immune tolerisation therapy and von Willeband disease (vWD). The demand for recombinant Factor VIII increased by 5.2 per cent over 2014-15. Plasma derived Factor VIII demand increased by 3.1 per cent.


2011-12

2012-13

180,000,000

160,000,000

140,000,000

120,000,000

100,000,000

80,000,000

60,000,000

40,000,000

20,000,000

7,2007,100

7,000

6,9006,800

6,700

6,600

6,500

6,4006,3006,200

INTE

RNAT

ION

AL U

NIT

S PER ‘000 POPULATIONRecombinant Factor VIII LHSPlasma Derived Factor VIII LHS

2013-14

2014-15

2015-16

IUs per ‘000 population RHS

FIGURE 2.6 Issues of Factor VIII products 2011-12 to 2015-16 per ’000 population

Figure 2.7 indicates that demand for Factor IX products in 2015-16 increased by 2.7 per cent compared to 2014-15. Plasma derived Factor IX demand decreased by 61.4 per cent in 2015-16 due to a reduction in specific patient requirements. Demand for Recombinant Factor IX increased by 8.0 per cent in 2015-16. The increased demand was largely driven by increases in surgeries.

Patient participation in company clinical trials for Extended Half Life recombinant Factor VIII and Factor IX products continues to contribute to the variability of year-to-year product growth.

2011-12

2012-13

30,000,000

25,000,000

20,000,000

15,000,000

10,000,000

5,000,000

0

INTE

RNAT

ION

AL U

NIT

S

1,300

35,000,000 1,350

1,250

1,200

1,150

1,100

1,050

0

IUs PER ‘000 POPULATION

Recombinant Factor IX LHS Plasma Derived Factor IX LHS IUs per ‘000 population RHS

2013-14

2014-15

2015-16

FIGURE 2.7 Issues of Factor IX products 2011-12 to 2015-16 per ’000 population

The 2015-16 level of demand for Recombinant Factor VIIa increased by 9.5 and 11.8 per cent for FEIBA compared to 2014-15. Demand for Recombinant Factor VIIa and FEIBA can change significantly from year to year as a result of the variable needs of a small number of patients.


30,000

25,000

20,000

15,000

10,000

5,000

0

MIC

ROGR

AMS

2011-12

2012-13

1.2

1.0

0.8

0.6

0.4

0.2

0


2013-14

2014-15

2015-16

Recombinant Factor VIIa LHS Micrograms per ‘000 population RHS

FIGURE 2.8 Issues of Factor VIIa products 2011-12 to 2015-16 per ’000 population

3,000,000

4,000,000

5,000,000

2,000,000

1,000,000

0 0

50

100

150

200

250

UNIT

S

PER ’000 POPULATION

2011-12

2012-13

2013-14

2014-15

2015-16

FEIBA Issued Units LHS IUs per ‘000 population RHS

FIGURE 2.9 Issues of FEIBA, 2011-12 to 2015-16 per ’000 population


Issues of immunoglobulin: Ig and Normal Immunoglobulin (NIg)

As shown below demand for Ig continues to grow at a consistent annual rate of more than 10 percent.

2010-11 2011-12 2012-13 2013-14 2014-15 2015-1611.1% 10.9% 10.7% 11.0% 10.2% 12.4%

In 2015-16, a total of 4.98 million grams of Ig was issued, representing a cost of $544.6 million nationally (including the cost of plasma collections). Of this amount, 57.2 per cent was Ig produced in Australia and 42.8 per cent was imported. Figure 2.10 highlights that the relative proportion of imported Ig compared to domestic Ig is growing at a rate of approximately 5 per cent per year over the last 5 years. This reflects the shortfall between the annual growth of domestic demand (approximately 11 per cent) and the annual growth of domestic plasma collection used to manufacture Ig (approximately 5 per cent).

Excluding Ig issued under direct orders, a total of 16,331 patients (compared with 14,983 in 2014-15) nationally were issued Ig during 159,041 treatment episodes (140,855 in 2014-15). Approximately 1.52 per cent of the issued Ig was subcutaneous Ig SCIg. SCIg was added to the National Supply List in September 2013.

An analysis of Ig use indicates that there are still considerable variations in the grams issued per treatment episode across jurisdictions for some conditions. Neurology remains the discipline using the greatest amount of Ig and demand is still increasing. Haematology is the next largest user of Ig but growth has slowed. A similar decline in growth has been observed in Immunology, the third largest user of Ig. The top three indications for Ig use are chronic inflammatory demyelinating polyneuropathy, common variable immunodeficiency disease and myasthenia gravis.

The NBA produced an annual report of Ig usage in 2014-15, to document trends in Ig use and provides insights into the drivers of use at the micro level.

The Report on the Issue and Use of IVIg 2014-15 can be found on the NBA website at http://www.blood.gov.au/data-analysis-reporting.

Domestic Ig LHS Imported Ig LHS Grams per ‘000 population RHS

4,000,000

3,000,000

2,000,000

1,000,000

0

5,000,000 250

200

150

100

50

0

GRAM

S


2011-12

2012-13

2013-14

2014-15

2015-16

FIGURE 2.10 Issues of Ig products, 2011-12 to 2015-16 per ’000 population


http://www.blood.gov.au/data-analysis-reporting

Contract ManagementMaintaining security of supply requires the NBA to manage contracts with suppliers of blood and blood products. Contracts are developed in accordance with the Commonwealth Procurement Rules, and managed in accordance with Best Practice Guidance for contract management, including the guideline from the Australian National Audit Office (ANAO) on Developing and Managing Contracts.

In 2015-16 the NBA managed 16 blood and blood product supply contracts and arrangements.

The contracts managed by the NBA included:

• fresh blood product procurement - Australia’s fresh blood component requirements through the Deed of Agreement with the Australian Red Cross Society

• plasma and recombinant product procurement - Australia’s plasma product and recombinant product requirements through:

• the CSL Australian Fractionation Agreement (CAFA)

• contracts for the provision of imported IVIg, imported recombinant factors VIIa, VIII, IX, and XIII, and other imported plasma and recombinant products

• red cell diagnostic reagents products.

Deed of Agreement with the Red CrossThe Deed of Agreement with the Red Cross for the supply of fresh blood products by the Blood Service is one of the most important contracts managed by the NBA. The Blood Service is the sole supplier of fresh blood products. The provision of fresh blood products under the Deed is an essential clinical service that saves lives every day. The NBA has an ongoing program with the Blood Service to improve contract performance and accountability under the Deed. The NBA finalised the negotiations for a new nine year Deed of Agreement with the Red Cross – this represents the culmination of a number of years of collaborative work between Blood Service and NBA teams to work through all aspects of the service and funding arrangements. The new Deed was signed on 20 February 2016 for commencement 1 July 2016 and included a three year funding and service agreement.

Funding provided to the Blood Service is based on an OBFM arrangement. This was $588.4 million in 2015–16, an increase of $41.3 million over the $547.1 million provided in 2014–15.

PerformanceThe performance of the Blood Service is a key element in meeting blood sector objectives. Governments expect the Blood Service to deliver effective services at optimum value for money. Governments outline their expectations of the Blood Service in relation to performance through the Deed of Agreement and the Blood Service Statement of Expectations. Blood Service performance against selected indicators is outlined in Table 2.3.


TABLE 2.3 Blood Service: selected key performance indicators, 2015-16

Domain Indicator 2014-15 result*

2015-16 Blood Service target

2015-16 result*

Donor management First time donors

Whole Blood 88,528 115,527 94,220

Apheresis Plasma

31,336 40,336 46,619

Supply chain management Number of days within inventory bands (note: bands set by the Blood Service)

330 N/A 339

Red cell yield (proportion of collections covered to supply)

90.1% 90.0% 91.6%

Age of red cells at issue (days)

6.8 8.0 6.85

Order fulfilment red cells 96.8% N/A 98.0%

Quality and level of service

Health provider satisfaction with Blood Service (mean score out of 10)

9.1 8.9 8.8

Finance Main operating program financial result

$33.5 million surplus

>0 $47.4 million surplus

* As measured by the Blood Service.

Implementing improvements to current arrangements

The NBA worked with the Blood Service to deliver a new Deed of Agreement to commence on 1 July 2016, including the following:

• the new Deed of Agreement signed on 20 February 2016, providing the legal framework for nine years

• a funding and service agreement that includes the third cycle of the Output Based Funding Model (OBFM) for 2016-19 and implementation of the National Service Requirements and Standards that set out the Blood Service’s relationships with health providers and the NBA. This includes business rules and standards for ordering, delivery, and receipt of products

• implementation of the National Inventory Management Framework (NIMF) project for red blood cells, including proof of concept and a pilot for the NIMF for platelets.

Blood Service research and developmentThrough a grant specified in the Deed of Agreement, the Blood Service received grant funding of approximately $8.8 million for its research and development program. The Blood Service and the NBA negotiated a new Research and Development (R&D) Framework under the new Deed of Agreement arrangements to commence on 1 July 2016. In 2015-16 the Blood Service had four research programs:

• donor and community • applied and developmental • transfusion science • clinical.


R&D business outcomes for the Blood Service were on track with 100 per cent of research projects completed in 2015-16 being translated into changed business practices or learnings. This year the Blood Service research inspired a new strategy to help first time donors manage their anxiety, explored methods to extend the shelf life of blood products, informed the risk management of Ross River Virus and tracked the fate of thousands of O negative blood units in the health system. Blood Service researchers have published 64 research papers in peer reviewed journals in 2015-16, continuing the significant growth in research output over the last five years.

CSL Australian Fractionation Agreement (CAFA)Most plasma derived products used in Australia are manufactured by CSL Behring (Australia) Pty Ltd under the CAFA from plasma collected by the Blood Service. CSL Behring (Australia) Pty Ltd is the sole manufacturer of plasma derived blood products in Australia and the NBA is responsible for negotiating and managing the CAFA.

In 2015-16, 601 tonnes of Australian plasma was pooled for fractionation under the CAFA, and expenditure on CAFA products totalled $251.2 million.

Performance The 2015-16 performance by CSL Behring (Australia) Pty Ltd against the CSL Australian Fractionation Agreement (CAFA) Key Performance Indicators (KPIs) is shown in Table 2.4. This table reports actual performance. Sufficient supply of all products was maintained at all times. The performance of CSL Behring (Australia) Pty Ltd was within defined tolerances for each of the KPIs with a few minor exceptions. Some approvals for KPI deviations were given by the NBA where known issues were beyond the control of CSL Behring (Australia) Pty Ltd, including changes in the level of Ig in plasma, and the dynamics of supply, demand and production for some products, which affected CSL Behring (Australia) Pty Ltd’s ability to meet KPI standards.

TABLE 2.4 CSL Behring (Australia) Pty Ltd’s performance under the CAFA, 2015-16

Description of performance measure

Results 2015-16

Q1 Q2 Q3 Q4 Annual

KPI1 Plasma stewardship

Substantially Achieved*

Substantially Achieved*

Achieved** Achieved Substantially Achieved*

KPI2* Production yield 5.07g/kg 4.99g/kg 4.75g/kg 4.88g/kg 4.91g/kg

KPI3 Management of required inventory levels

Minimum starting plasma inventory

Not active in 2015-16

Products in CSL Behring (Australia) Pty Ltd inventory

100% Achieved

99.63% Achieved

97.07% Achieved

100% Achieved

99.18% Achieved

Products in national CSL Behring (Australia) Pty Ltd reserve

100% Achieved

100% Achieved

100% Achieved

100% Achieved

100% Achieved


Description of performance measure

Results 2015-16

Q1 Q2 Q3 Q4 Annual

KPI4 Fulfilment of orders

Orders by distributor (Blood Service)

100% Achieved

98% Achieved

98.67% Achieved

100% Achieved

99.17% Achieved

Orders by non-distributor

100% Achieved

100% Achieved

100% Achieved

100% Achieved

100% Achieved

KPI5** Shelf life of national reserve products

100% Achieved

100% Achieved

100% Achieved

98.04% Achieved

99.51% Achieved

Note: * In these instances, the performance of the relevant supplier departed from the contracted requirement at some periods during the year. Such instances were managed in discussions of supplier performance at regular contract management meetings.

** The NBA and CSL Behring (Australia) Pty Ltd are considering the effects of changes in plasma collection practices on CAFA contractual provisions relating to IVIg yield.


Imported IgIg is imported to meet a shortfall in domestic Ig production against clinical demand in Australia. In addition to supply under the national blood arrangements, the NBA also supports the purchasing of small amounts of imported Ig using jurisdictional direct orders.

On 31 December 2015 two contracts for the supply of imported Ig expired. The suppliers were Baxalta Australia Pty Ltd and Octapharma Australia Pty Ltd.

In June 2015, the NBA successfully concluded a tender process for new contracts for the national supply of imported Ig to replace the current contracts which expired on 31 December 2015. The new contracts were awarded to CSL Behring Pty Ltd and Grifols Australia Pty Ltd. Total expenditure on imported Ig in 2015-16 amounted to $117.3 million.

Performance The 2015-16 performance of all suppliers against the contractual KPIs is shown in Table 2.5. Sufficient supply of products was maintained at all times in accordance with contractual requirements and was not affected by transient or administrative KPI deviations.

TABLE 2.5 Imported IVIg: Key performance indicators, by supplier, 2015-16

KPI Performance Octapharma Australia

Baxalta Australia Pty Ltd


Grifols Australia Pty Ltd

KPI1 In-country reserve Fully achieved Fully achieved Achieved* Achieved*

KPI2 Shelf life on products delivered

Fully achieved Fully achieved Not achieved* Not achieved*

KPI3 Delivery performance Fully achieved Fully achieved Achieved* Achieved*

KPI4 Reporting accuracy and timeliness

Fully achieved Fully achieved Achieved* Achieved*

*In these instances, the performance of the relevant supplier departed from the contracted requirement at some periods during the transition of imported Ig Suppliers, without material effect on supply performance or supply security. Such instances were managed in discussions of supplier performance throughout the transition period.


Imported plasma derived and recombinant blood productsThe NBA has contracts with suppliers for the importation of selected plasma derived and recombinant blood products to augment domestic supply where these products are not produced in Australia or domestic production cannot meet demand.

In 2015-16, the NBA managed the supply contracts for imported plasma and recombinant products with the following five companies:

• Baxalta Australia Pty Ltd

• Bayer Australia Ltd

• CSL Behring (Australia) Pty Ltd

• Novo Nordisk Pharmaceuticals

• Pfizer Australia Pty Ltd.

Procurement processes and contract negotiations were conducted during 2015-16 for contracts for the supply of Protein C, Activated Prothrombin Complex Concentrate, Factor XIII, Anti-Rh (D) and Fibrinogen Concentrate.

Expenditure on the above contracts in 2015-16 amounted to $131.2 million.


PerformanceThe 2015-16 performance of suppliers of imported plasma and recombinant blood products for each performance measure is shown in Table 2.6. All suppliers satisfactorily met required performance levels.

TABLE 2.6 Imported plasma and recombinant blood products: key performance indicators, by supplier, 2015-16

KPI Performance measure

Baxalta Australia (FEIBA/CEPROTIN)

Baxalta Australia (ADVATE/RIXUBIS)

Bayer Australia


Novo Nordisk Pharmaceuticals

Pfizer Australia

KPI1 In-country reserve

Fully achieved

Fully achieved

Fully achieved

Fully achieved

Fully achieved Fully achieved

KPI2 Shelf life on products delivered

Fully achieved

Not achieved*

Fully achieved

Fully achieved

Fully achieved Fully achieved

KPI3 Delivery performance

Achieved** Not achieved**

Fully achieved

Fully achieved

Fully achieved Achieved*

KPI4 Reporting accuracy and timeliness

Fully achieved

Fully achieved

Fully achieved

Fully achieved

Achieved* Fully achieved

*In these instances, the performance of the relevant supplier departed from the contracted requirement at some periods during the year, but without material effect on supply performance or supply security. Such instances are managed through prior approvals from the NBA, and discussion of supplier performance during the year.

** In these instances, the performance of the relevant supplier departed from the contracted requirement at some periods during the year. Performance of the relevant suppliers was nonetheless subject to contractual requirements and was managed through ongoing contract management monitoring. Where appropriate, financial consequences of not meeting contractual Key Performance Indicators were applied.

Red cell diagnostic reagent productsRed cell diagnostic reagents are used for testing to establish the blood group of human red cells, detect red cell antibodies and to control, standardise and validate routine haematology tests.

The NBA has established a standing offer arrangement with the following four suppliers for the period 1 July 2011 to 30 June 2016:

• Bio-RAD Laboratories Pty Ltd

• Grifols Australia

• Ortho-Clinical Diagnostics (Johnson & Johnson Medical Pty Ltd)

• Seqirus Pty Ltd.

The standing offer lists more than 100 red cell diagnostic products, which are used in laboratory tests known as blood typing and cross matching. These tests ensure that when a person needs a blood transfusion, they receive blood that is compatible with their own.

Expenditure on diagnostic reagent supply is capped at $4.85 million per year. The NBA manages the cap for all jurisdictions and suppliers.

The NBA completed a Request for Tender in June 2016 and a new standing offer arrangement will commence with the above Suppliers from 1 July 2016.


OBJECTIVE 2. IMPROVE RISK MANAGEMENT AND BLOOD SECTOR PERFORMANCE

In 2015-16, the NBA achieved a range of objectives to improve blood sector performance and risk management, particularly in the areas of Ig governance, evaluation of new products, ICT developments, data availability and analysis and risk and knowledge management.

Ig GovernanceThe NBA continued to implement new Ig authorisation and clinical governance arrangements. These arrangements address a range of deficiencies identified in the 2012-13 review of the management and authorisation of Ig, including:

• significant variations and inefficiencies in Ig management processes nationally • variation in dosing • high prescription rates in some conditions compared to international rates of use • limited transparency of price implications • no accountability for cost with the prescriber.

Key 2015-16 achievements included:

• holding five meetings of the National Immunoglobulin Governance Advisory Committee (NIGAC), and approval by NIGAC of Specialist Working Group three year work plans for achieving key governance outcomes

• implementation of the National Ig Governance framework processes in Western Australia • publication and implementation of the second edition of the Ig Governance policy to support

the implementation of BloodSTAR • finalisation of the online adaptation of Criteria for BloodSTAR • commencement of a further review of the Criteria for the clinical use of intravenous

immunoglobulin in Australia (the Criteria) with a view to implement Version Three in 2017 • Specialist Working Groups for Neurology, Immunology, Haematology and

Transplantation Medicine finalised the review of the medical conditions in Chapters 5 & 6 of the Criteria through regular teleconference meetings.


� National policy making � National funding (cost shared City/State/Territory)

� National supply � National healthcare standards and improvement programs JBC

National Blood

Arrangements HPC

AHMAC

COAGHealthCouncil NBA

� Advice, leadership and improvement for national Ig governance

� Multi-disciplinary peak committee

� Standing working groups in key prescribing specialties

National Ig GovernanceCommittees

NIGAC SpecialistWorkingGroups

� Jurisdicational policy and system manager

� Jurisdicational governance, coordination and improvement

� Health service governance and management

Jurisdictional Arrangements

HealthDepartment

IgUser

Groups

Hospitals/Clinicians

National Network of Immunoglobulin Governance Committees

Establishment and support of a national network of committees

As part of the overall Immunoglobulin Governance program, an integrated network of National Immunoglobulin Governance Committees has been established, including the National Immunoglobulin Governance Advisory Committee (NIGAC) and Specialist Working Groups (SWGs). The advice and recommendations of this committee network fundamentally informs the development, implementation and ongoing operation of the other

governance program measures.

Development and implementation of a performance improvement program

Under the guidance of the national committee network; and utilising the Criteria and National policy, and the BloodSTAR system, a program will be developed to monitor, assess and improve the performance of the governance system and identify improvements to systems and processes.

National Immunoglobulin Governance Advisory Committee

The National Immunoglobulin Governance Advisory Committee (NIGAC) is the peak committee in a national network of existing jurisdictional and specialist working groups that have been established under the National Immunoglobulin Governance Program.

As a subcommittee of the Jurisdictional Blood Committee, NIGAC’s main purpose is to provide advice and make recommendations to inform governments in the development and implementation of measures to further strengthen Ig product use and governance arrangements.

The four medical specialist representatives on NIGAC each Chair a Specialist Working Group, providing established links and working relationships to be able to make recommendations and receive advice regarding prescribing practice within specialties and related to eligibility for access and reforms to the Criteria for example.

Immunoglobulin Specialist Working Groups

Four immunoglobulin specialist working groups (SWGs) have been established to provide expert medical advice and clinical considerations for the Ig Governance program in each of the areas of

S Haematology S Immunology S Neurology and S Transplantation

Representation is sought from additional specialty areas (e.g. Rheumatology, Dermatology) as required.

The composition of the SWGs includes medical specialists with clinical expertise and appropriate qualifications to consider the clinical appropriateness, safety and cost effectiveness of Ig, including comparative outcomes of different therapies.


Evaluation of new productsThe working group established by the JBC, including NBA and jurisdictional representatives, progressed work on the requirements and processes for evaluations to be undertaken under Schedule 4 of the National Blood Agreement.

The NBA undertook an evaluation of a Schedule 4 proposal for the inclusion of C1 Esterase Inhibitor Concentrate as a new product under the national blood arrangements. The Medical Services Advisory Committee (MSAC) provided advice on the proposal on 30 July 2015.

On 11 December 2015 the JBC agreed to recommend the inclusion of C1 Esterase Inhibitor Concentrate in the National Products and Services List and the 2016-17 NSP&B for Type I or II hereditary angioedema for the following indications:

• treatment of acute attacks

• pre-procedural (short term) prophylaxis for high risk procedures such as dental work, head or neck surgery, or surgery requiring intubation

• routine (long term) prophylaxis for patients who experience the equivalent of eight or more acute attacks per month.

The NBA is working with the Australasian Society of Clinical Immunology and Allergy (ASCIA) to develop guidance and governance arrangements for use of C1 Esterase Inhibitor Concentrate for the clinical circumstances which reflect JBC’s approval.

The NSP&B was subsequently approved by Health Ministers in April 2016. Supply of C1 Esterase Inhibitor Concentrate is expected to commence in late 2016.

Data developmentsIn 2015–16, the NBA continued to build its data capture and analysis capabilities across all aspects of the supply chain. This area of activity is a key strategy to improve the overall efficiency and sustainability of the sector by providing a measurement for improvement.

A significant amount of data and information exists within the blood sector, however, the extent to which this data is currently available to the parties that need it, the quality of the data, and the capacity of the systems that hold it, varies widely. During 2015-16, the NBA progressed the following activities identified in the National Blood Sector Data and Information Strategy and Scorecard 2013-2016:

• Continued to develop the list of BloodNet and ABDR reports to be provided to stakeholders and developed specifications to assist in their development

• Discard Data

• Collected, analysed and distributed discard data from the BloodNet Fate Module to support the establishment of targets for discard rates in 2016-17 under the National Blood and Blood Product Wastage Reduction Strategy 2013-2017

• Specified further BloodNet discard reports on red blood cell ABO groups.

• Haemovigilance

• Published the National Haemovigilance Report 2016 based on data for 2013-14 collected by states and territories

• Developed a work plan to support implementation of the Strategic Framework for the National Haemovigilance Program approved in 2014-15


• Supported Queensland and Western Australia with their haemovigilance tools and templates for their haemovigilance programs

• Developed revised haemovigilance tools and templates to support haemovigilance programs in Queensland

• Published the standards and minimum data sets for haemovigilance reporting.

• Australian Bleeding Disorders Registry (ABDR)

• Published the ABDR Annual Report for 2014-15

• Provided to AHCDO the 2014-15 ABDR Benchmarking Report

• Developed a draft set of data standards as part of the data integrity process for the ABDR for review by AHCDO Executive and the Data Managers.

• In 2014-15 the NBA signed an Information Framework Agreement with SA and with NT, TAS, and WA in 2015-16. These agreements are required as part of the National Blood Sector Data and Information Governance Framework

• Published the Ig Annual Report for 2014-15

• Responded to 75 data requests from internal and external stakeholders.

Risk managementThe management of blood sector risk remains a core element of ensuring the safety, security and availability of the blood supply.

2015-16 saw the NBA continue a focus on the strengthening of risk management arrangements relating to:

• the National Blood Supply Contingency Plan

• blood sector risks, particularly as they relate to liability provisions under the Deed with the Blood Service

• revision and testing of supply risk mitigation arrangements for fresh blood products.

National Blood Supply Contingency Plan (NBSCP)The NBSCP is a cornerstone measure to manage risks to the blood supply. In 2015-16 a range of activities were undertaken to further strengthen contingency management arrangements, including the following:

• A complete revision of existing annexes covering plasma and recombinant products, red cells and the addition of a support document covering transfusion transmitted infections as well as revision of the NBSCP master document which will take into account a range of contingency management enhancements. The revised NBSCP will be considered for endorsement by the JBC in 2016

• Conducting a NBSCP contingency exercise with an imported products supplier to test arrangements for the management of a national shortage of supply of a nominated product.


Review of Risk Management in the Blood SectorThe NBA continued to progress a range of recommendations resulting from an independent comprehensive Review of Risk Management in the Blood Sector, previously known as the National Managed Fund (NMF) Action Plan Review. This included approval of strategic level recommendations by all Health Ministers through the COAG Health Council. The Review concluded that the overall level of risk in the blood sector has reduced over the last decade due to a range of factors, including supply security improvements undertaken by the NBA. The negotiation between the NBA and the Red Cross for the new Deed of Agreement signed in 2016 addressed a number of these recommendations together with a range of operational improvements for implementation in consultation with the Blood Service.

Supply Risk Mitigation for Plasma Derived and Recombinant ProductsEnsuring security of supply is a primary policy objective of the National Blood Agreement and a requirement of the National Blood Authority Act 2003 (NBA Act 2003). Specific risk management strategies have been developed and implemented for individual plasma and recombinant products. The plasma and recombinant supply risk assessment is updated annually. The NBA completed an update of the plasma and recombinant risk assessment in June 2016. This update included the validation of existing stock and contractual supply reserves.


Information Communication Technology (ICT) developmentsICT systems development and operations continue as a key enabler of both data collection/analysis and business process reform across the sector.

The NBA continued to pursue outcomes identified in the JBC - approved National Blood Sector ICT Strategy 2013-16 designed to:

• deliver ICT capabilities to drive performance improvement

• deliver ICT capabilities to enhance collaboration and training across the sector

• increase the resilience of existing ICT capabilities

• improve ICT governance and management.

Australian Bleeding Disorders RegistryThe ABDR and the associated patient portal (MyABDR) is a clinical tool in use on a daily basis by clinicians in all Australian haemophilia treatment centres to assist in the management and treatment of people with bleeding disorders. The NBA delivered a number of updates and improvements to the Registry in 2015-16 to enhance the functionality and the user experience with both ABDR and MyABDR. These changes included the ability for patients to place an order for their own emergency patient card, additional and updated reports and multiple minor functionality updates as requested by users.

The NBA was also able to attend the Haemophilia Foundation Australia Conference in October 2015 where face to face meetings were held with users of ABDR and MyABDR. The NBA was able to discuss future functionality plans and requests in detail and receive feedback from a wide number of users.

The NBA was recognised for the dedication in developing MyABDR as the recipients of two awards, the 2016 Excellence in eGovernment overall winner – MyABDR and the 2016 Excellence in eGovernment – Government 2.0 – MyABDR.


The MyABDR web version was updated in October 2015 so patients and their family members could order Patient Cards directly rather than through an Haemophilia Treatment Centre (HTC). These cards contain the patient's identification, diagnosis treatment guidelines, and HTC contact details. These cards are provided so that if a patient has to present at a non-HTC Hospital/GP guidance around their diagnosis and treatment can be easily provided. Patient cards are actioned within the next business day and supplied free of charge by the National Blood Authority.

Jane Sample

Haemophilia Clinic The Canberra Hospital, Garran, ACT

Haemophilia Centre Ph: 0481013323 On-Call Haematologist (A/H) Ph: 02 6244 2222

Treatment GuidelinesProduct:Advate (Recombinant FVIII)

Treatment Comments: (Factor doses rounded up to the nearest vial size)

DOB: 01/05/1954 MRN: 123456 ABDR ID: 2345

Diagnosis: Factor VIII Deficiency (Haemophilia A) Severity: Moderate Factor Level: 3%

Inhibitor Status: Never Present

1: Contact on-call Haematologist through TCH Switch2: Give factor IMMEDIATELY (as per Standing Order)*Joints/musculoskeletal: 40iu/kg*Gastrointestinal/genitourinary: 50iu/kg*Oral/Dental/Epistaxis: 30iu/kg and/or Tranexamic Acid*Trauma/surgery: 50-75iu/kg

Card Issue Date: 06/09/2016 MyABDR: www.blood.gov.au/myABDR MyABDR Support Ph: 13 000 25663


BloodNetThe implementation of BloodNet across smaller health providers, in particular pharmacies continued throughout 2015-16, with 98 per cent of volume issued by the Blood Service nationally processed through BloodNet as at 30 June 2016. Significant BloodNet enhancements delivered in 2015-16 included:

• the ability to place ‘Ad-hoc’ orders for infrequently ordered products that do not require a patient identifier

• the introduction of the Authorisation tab in preparation for the rollout of BloodSTAR

• the development and release of a range of BloodNet reports that improve the management utility of the system for users, specifically the Fresh Blood Management report that provides the users’ detail on their wastage statistics, age at issue, and transfer information.

For their work on BloodSTAR, which included the integration with BloodNet, the team were awarded three Australian Information Industry iAwards, the 2016 Public Sector Award, the 2016 Government Award and the 2016 Victorian Government Inspiration Award.

In February 2016 we held a face to face meeting with all the members of the BloodNet User Reference Group in Canberra. At this full day meeting we discussed a wide range of issues and future plans for BloodNet and introduced BloodSTAR with indepth discussion on how BloodSTAR and BloodNet will work and when the implementation would begin.

Image: BloodNet User Reference Group Meeting February 2016


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Winning the small agency category, the National Blood Authority impressed the judges with its transformational work on building a patient interface into the Australian Bleeding Disorders Registry.‘The National Blood Authority adopted a user centred and agile approach to develop a better service for MyADBR users, which aligns with the Digital Transformation Office’s principles,’ said Dan Searle. ‘I thought the process applied to getting the design right, and the benefits to the patient and others involved is outstanding and hassle free,’ said Penny Armytage. ‘Both projects were a transformational journey, drawing on high quality data that is collectable and reusable. It’s a real good news story,’ said David Fricker.

National Archives recognises NBA as a world-class digital achiever AUSTRALIAN GOVERNMENT AWARDS

6 2016 ICT Professional Team of the Year – Blood Sector Systems Team (see below)

6 2016 Excellence in eGovernment overall winner – MyABDR

6 2016 Excellence in eGovernement – Government 2.0 – My ABDR

AUSTRALIAN INFORMATION INDUSTRY iAWARDS

6 2016 Public Sector – BloodSTAR 6 2016 Government – BloodSTAR 6 2016 Victorian Government Inspiration Award

ITNEWS BENCHMARK AWARDS 6 2016 CIO of the Year 6 2016 Healthcare CIO of the Year

The NBA continued to pursue outcomes identified in the JBC-approved National Blood Sector ICT Strategy 2013-16 designed to:

6 deliver ICT capabilities to drive performance improvement 6 deliver ICT capabilities to enhance collaboration and training

across the sector 6 increase the resilience of existing ICT capabilities 6 improve ICT governance and management.

NBA’s ICT ACHIEVEMENTS

ACKNOWLEDGED


2015-16 Sector monitoringIn 2015-16, the NBA continued its horizon scanning of international experience that may influence the management of blood and blood products in Australia. This monitoring activity informs the provision of current and proactive analysis to governments to enable the NBA to fulfil its functions under the National Blood Agreement.

Our focus in 2015-16 was:

• new product developments and applications

• global regulatory and blood practice trends

• scientific and clinical research with implications for future supply or demand in the sector

• business events that may have an impact on global supply, demand and pricing, such aschanges in company structure, financial outlook, production capacity, organisation, ownership,and marketing and contractual arrangements

• diseases or pandemics that may have an impact on supply or risks to the safety of products

• developments in testing methods, vaccines and disease control strategies that couldpotentially mitigate risks to supply

• any other emerging risks that could potentially put financial or other pressures of any kind onthe Australian sector.

NBA regularly posts to its website a selection of items from this horizon scanning process, illustrating the wide range of factors which may influence industry operations and patient outcomes. This information is available from www.blood.gov.au/monitoring-international-trends-blood-sector.

During 2015-16, key developments included:

• increased availability of longer acting clotting factors for patient convenience

• further progress on an investigational humanised bispecific monoclonal antibody engineered tomimic the function of factor VIII, and simultaneously bind factors IXa and X

• research of variable success on gene therapies directed at disorders such as haemophilia, sicklecell disease and beta thalassemia, and continued interest in the treatment of haemophilia withRNAi therapeutics

• the transfer of Baxter International’s haemophilia treatments and pipeline to spinoff companyBaxalta, which then became the subject of a successful bid by Shire PLC

• CSL Behring’s announcement of an increase in the global supply of immunoglobulin as it shippedits first export of Privigen to the US from its new Australian manufacturing facility

• new haemostasis products, and new ways of assessing blood loss

• a suggested relationship between whole blood processing methods and patient outcomes

• interest in a variety of ways of storing/preserving blood and blood products

• continuing endorsement of a restrictive transfusion policy, as the body of clinical experiencegrows in a range of surgical contexts

• increased acceptance of the benefits of treating anaemia pre-operatively


http://www.blood.gov.au/monitoring-international-trends-blood-sector

http://www.blood.gov.au/monitoring-international-trends-blood-sector

• further clinical experience of novel anticoagulants and reversing their effects when required

• further stem cell research relevant to the blood sector, both on producing transfusible product and on modifying the surgical contexts in which transfusion may be considered

• the winding down of the Ebola epidemic in West Africa, which did not completely stop efforts around the world to develop rapid tests, vaccines and treatments

• declaration by the World Health Organization of a public health emergency, the spread of the Zika virus in and from South America. Women who contracted Zika in the first trimester of pregnancy were found to face a significant risk of delivering microcephalic babies. The mosquito-borne Zika virus was also found to be transmissible through blood transfusions and sex

• continuing reports of cases of Middle East Respiratory Syndrome-Coronavirus (MERS-CoV), primarily in Saudi Arabia

• continuing reports of avian influenza A (H7N9) by the Chinese mainland health authorities. While temporary poultry market closures reduced environmental levels of H7N9 and other avian flu viruses, contamination returned to pre closure levels when markets re-opened.


OBJECTIVE 3. PROMOTE THE SAFE AND EFFICIENT USE OF BLOOD AND BLOOD PRODUCTS

In 2015-16, the NBA continued its intensive program to promote the safe and efficient use of blood and blood products. This includes the delivery of a range of key reference material and accelerated supporting implementation activities in relation to reducing wastage and improving fresh blood use based on the NBA developed Patient Management Guidelines (PBM Guidelines).

Reference Development In 2015-16, the NBA focused on finalising the Australian Haemophilia Guidelines and the sixth and final module of the PBM Guidelines addressing the neonatal and paediatric population. The NBA also progressed the pilot trialling alternative guideline development strategies for the update of Module 1: Critical Bleeding/Massive Transfusion. The lessons learned from the pilot will be used to inform the development of a guideline development model that will enable updates as evidence emerges.


Better Practice Case Study: BloodMove Platelets South AustraliaThe BloodMove Platelets project aimed to reduce platelet wastage rates due to expiry. High platelet wastage rates which were previously seen as unavoidable were deemed unacceptable in the current climate of healthcare cost containment.

BloodMove Platelets involves a collaborative platelet inventory concept comprising of moving Day 4 platelet blood stocks from low usage sites to high usage sites and then sharing a common multi-site near expiry Day 5 platelet inventory. Additionally, minor inventory level changes and dispatch practices were implemented.

Transfusion Service laboratories across the SA Pathology network, together with the large private pathology transfusion service laboratories, have significantly reduced platelet wastage from known historical high levels to levels previously thought of as unachievable and unattainable.

The BloodMove Platelets Project has realised a substantial 57% reduction in platelet wastage for all metropolitan public hospitals in Adelaide. This reduction has been sustained for over 24 months and is expected to be maintained as it is now standard laboratory operational practice. This has provided important cost savings to State and Commonwealth Governments allowing redirection of funding to other areas within health.

Importantly, BloodMove practices have reduced the wastage of this valuable resource freely provided by blood donors. These initiatives have shown that with good planning, collaboration and education, significant reduction in platelet component wastage due to expiry is attainable.


PBM GuidelinesOver 120,000 copies of the PBM modules 1 to 6 have been either issued in hard copy or downloaded in over 60 countries. They provide evidence based guidance on optimisation of the patient’s own blood, non-transfusion strategies to minimise blood loss and bleeding and strategies to manage anaemia. In 2015-16 the NBA published the PBM Guidelines: Module 6 Neonatal and Paediatrics.

National Haemophilia GuidelinesThe NBA has continued to work closely with AHCDO during 2015-16 to finalise the new Guidelines for the management of haemophilia in Australia, to replace the Clinical Practice Guidelines for the Use of Recombinant and Plasma - Derived Factor VIII and Factor IX products published in 2006. The new Guidelines are intended to provide practical, multidisciplinary guidance on the diagnosis and management of patients in Australia with haemophilia. The Guidelines are based on the World Federation of Hemophilia’s (WFH) Guidelines for the management of hemophilia (2nd edition), but have been adapted for the Australian setting.

ImplementationA core element of ensuring reference material influences the safe and efficient use of blood and blood products are activities that support their implementation. In 2015-16, the NBA continued its focus on activities to support implementation of measures to reduce wastage of blood and improve appropriate use through PBM as defined in the JBC approved National Blood and Blood Product Wastage Reduction Strategy 2013-2017 and the National Patient Blood Management Guidelines Implementation Strategy 2013-2017. The strategies address a significant proportion of requirements identified in the 2010 Australian health ministers’ Statement on national stewardship expectations for the supply of blood and blood products. Although the strategies differ in terms of specific outcomes, the strategies share key common elements including the development of:

• best practice tools

• promotional and communication activities

• supporting education and training

• data to support implementation of improvement.

PBM Guidelines publication covers

Neonatal and Paediatrics

Patient Blood Management Guidelines: Module 6

Patient Blood Managem

ent Guidelines: Module 6 Neonatal and Paediatrics


PBM Guidelines Implementation – Anaemia Management in Primary CareIn 2015-16 the NBA focussed on promoting anaemia management in Primary Care.

Patient blood management principles are based on the idea that the patient’s own blood is optimised before, during and after surgery to improve clinical outcomes.

The NBA collaborated with NPS MedicineWise to develop resources for general practitioners managing patients undergoing planned surgery. The fit for surgery materials are available on the NBA and NPS MedicineWise websites.

BloodSafe eLearning Australia also developed an educational short video to support general practitioners wanting to manage iron deficiency anaemia with intravenous iron infusion.

The NBA was also a sponsor at two conferences attended by general practitioners where the fit for surgery materials were promoted.

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Anaemia management in primary care contributes to better patient outcomes

Optimising your patient’s haemoglobin and iron stores prior to surgery can reduce the need for blood transfusion and associated risks.

SUPPORTING &

IMPROVING PATIENT

OUTCOMES THROUGH

PATIENT BLOOD

MANAGEMENT

www.blood.gov.au


Fit for surgeryThe vital role of primary care

During 2015-16 NPS MedicineWise and the National Blood Authority collaborated to develop a suite of resources to help general practitioners manage patients who are on a surgical waiting list and may require treatment for iron deficiency and anaemia.

The National Blood Authority Patient Blood Management - Perioperative Guidelines recommends:

• in patients undergoing major surgery, preoperative anaemia should be identified, evaluated and managed to minimise blood transfusion, which may be associated with an increased risk of morbidity, mortality, ICU length of stay and hospital length of stay

• patients with, or at risk of, iron-deficiency anaemia should undertake preoperative oral iron therapy.

Around one in five patients undergoing elective surgery will have anaemia. Perioperative anaemia is itself associated with poorer outcomes such as slower recovery.


Promotion and communicationIn 2015-16 the NBA continued its promotion and communication campaign to increase awareness of the need to improve clinical practice and inventory management in relation to blood products. This included representation and promotional and educational activities at a range of clinical and health sector conferences and events, including the following:

• Royal Australian College of General Practitioners (RACGP) Conference 2015, Melbourne, September 2015

• Haemophilia Foundation Australia (HFA) 17th Australian and New Zealand Conference, Gold Coast, October 2015

• The Australian College of Midwives (ACM) 19th Biennial Conference, Gold Coast, October 2015

• HAA 2015 (Haematology Society of Australia and New Zealand, the Australian & New Zealand Society of Blood Transfusion and the Australasian Society of Thrombosis and Haemostasis), Adelaide, October 2015

• Rural Medicine Australia, Adelaide, 2015

• Pathology Update 2016 The Royal College of Pathologists of Australia, (RCPA), Melbourne, February 2016

• Australian Private Hospitals Association (APHA) 35th National Congress, Gold Coast, March 2016

• RACS Annual Scientific Congress 2016 Royal Australasian College of Surgeons (RACS) with the Royal College of Surgeons England, Brisbane, May 2016

• Perinatal Society of Australia and New Zealand, Townsville, May 2016

The NBA promotes improved inventory management and appropriate clinical use of blood and blood products at a range of relevant national forums.


Rural Medicine Australia – 2015As part of the NBA’s ongoing commitment to engagement with health professionals across Australia, we were pleased to be a bronze sponsor for the second year in a row at the 2015 Rural Medicine Australia (RMA15) annual conference in Adelaide. RMA15 is the annual conference and scientific forum of the Australian College of Rural and Remote Medicine (ACRRM) and Rural Doctors Association of Australia (RDAA), and is now established as the peak national event for rural doctors.

The NBA continues to work collaboratively to promote and improve patient outcomes and contribute to the development of education, treatment and resources with a wide range of stakeholders, including the rural health care sector.

In keeping with this focus the NBA was pleased to organise and promote the Intravenous (IV) Iron Anaemia Management Workshop with expert presenters Dr Kathryn Robinson, Haematologist; Dr Danny Byrne, GP; and Ms Joy Gailer, Pharmacist.

The NBA was proud to be part of RMA15 as it provided a first-hand opportunity to promote the messages of patient blood management, inventory management, blood systems and general knowledge of blood and blood products directly to health professionals working in rural and remote areas.

Rural Medicine Australia – 2015As part of the NBA’s ongoing commitment to engagement with health professionals across Australia, we were pleased to be a bronze sponsor for the second year in a row at the 2015 Rural Medicine Australia (RMA15) annual conference in Adelaide.

RMA15 is the annual conference and scientific forum of the Australian College of Rural and Remote Medicine (ACCRM) and Rural Doctors Association of Australia (RDAA), and is now established as the peak national event for rural doctors.

The NBA continues to work collaboratively to promote and improve patient outcomes and contribute to the development of education, treatment and resources with a wide range of stakeholders, including the rural health care sector.

In keeping with this focus the NBA was pleased to organise and promote the Intravenous (IV)Iron Anaemia Management Workshop with expert presenters Dr Kathryn Robinson, Haematologist; Dr Danny Byrne, GP; and Ms Joy Gailer, Pharmacist.

The NBA was proud to be part of RMA15 as it provided a first-hand opportunity to promote the messages of patient blood management, inventory management, blood systems and general knowledge of blood and blood products directly to health professionals working in rural and remote areas.

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The National Blood Authority (NBA) is a statutory agency that manages the supply of blood and blood products.

>

DOWNLOAD

TOOLS, PUBLICATIONS,

CASES STUDIES AND

mOrE AT

WWW.BLOOD.gOv.AU

Anaemia management in

primary care contributes to better patient

outcomes


Education and Training

National Blood Sector Education and Training StrategyWith the publication of the PBM Guidelines and the implementation of Standard 7 Blood and Blood Products, the demand for supportive education, training and information resources has risen.

In 2015-16, the NBA progressed the National Blood Sector Education and Training Strategy 2013- 2016. The strategy outlines a plan to work with current education and training providers to address the growing demand for high quality, well-tailored education, training and health promotion materials to support the implementation of evidence-based practice and attainment of health service accreditation under the new standards.

BloodSafe eLearning AustraliaBloodSafe eLearning Australia (BEA) provides on-line education and training resources for health professionals in Australia. The program aims to improve knowledge of patient blood management and clinical transfusion practice in order to improve patient outcomes.

The first course, Clinical Transfusion Practice, was released in late 2007. The course catalogue has since expanded to fifteen courses and one mobile device application (‘app’), with further courses in development. All courses are based on published guidelines, best practice and expert opinion.

At the end of June 2016 there are more than 375,000 learners registered with the program who have completed more than 686,000 courses.

For the 2015-16 reporting period the BEA program:

• received 64,587 new user registrations • had 171,635 courses completed by users, with more than 14,300 courses completed on

average each month • was used by more than 1,300 Australian health care organisations (hospitals, pathology

laboratories, staffing agencies etc) to improve staff knowledge and assist them to meet theiraccreditation requirements

• promoted the available courses in professional journals, at scientific, medical and nursingconferences, and provided resources for organisations to undertake their own promotions

• updated the Iron Deficiency Anaemia app • repurposed course content and filmed new content to deliver three short educational

resources aimed at medical practitioners • released a course based on PBM Guideline Module 4-Critical Care • commenced development of new course content based on PBM Guideline Module 5 –

Obstetrics and Maternity • commenced review of Clinical Transfusion Practice course.

National Safety and Quality Health Service StandardsAs part of the national health reforms, the ACSQHC (Commission) has developed the NSQHS Standards. These standards were intended to drive improvement in safety and quality for patients. They also provide a clear statement of the level of care consumers can expect from health services. The NBA is committed to supporting health service organisations to meet the requirements under Standard 7 Blood and Blood Products. During 2015-16 the NBA continued to work with the Commission and other stakeholders in the process to review Standard 7 in support of the development of the next edition of the Standards, scheduled for release in 2018.


Patient Blood Management GuidelinesRelease of Module 6: Neonatal and Paediatrics

• The NBA has managed and funded the development of six evidence-based, NHMRC approved Patient Blood Management guidelines.

• The Guidelines aid decisions on whether to transfuse in the context of specific patient circumstances, and the full range of other available treatments.

• The release of the Neonatal and Paediatrics module in April completed the suite of guidelines.

• The Critical Bleeding/Massive Transfusion module, released in 2011, is now under review.

• The world-leading Guidelines were promoted at many clinical conferences during the year, including the Australian College of Midwives conference in October 2015 and the Perinatal Society of Australia and New Zealand Annual Congress in May 2016.

• Copies of the Guidelines and their accompanying Quick Reference Guides can be downloaded or ordered free of charge at www.blood.gov.au/pbm-guidelines

Trade stand at the Australian College of Midwives annual conference.


http://www.blood.gov.au/pbm-guidelines

http://www.blood.gov.au/pbm-guidelines

Victorian Wastage Summit Working collaboratively to reduce wastage!Victorian Wastage Summit 2015

The National Blood Authority (NBA) was pleased to co-host the third annual Victorian Wastage Summit in September 2015. This Wastage Summit is a collaboration between the NBA and Victoria’s Department of Health and Human Services, including the Blood Matters Program, and is held to support the work undertaken by all Australian Governments and the NBA to reduce unnecessary wastage of blood and blood products.

The purpose of the Summit is to enhance engagement with stakeholders who work in Victoria’s blood sector and to encourage open discussion on issues relating to the reduction of unnecessary wastage of blood and blood products in Victoria. It covers the areas of best practice in blood and blood product wastage prevention, identifying strategies to reduce wastage, developing plans to implement these strategies, and developing a collaborative framework for the future. Presentations were given by local health professionals and scientists from both the public and private health sectors directly to the delegates to share challenges and strategies that have been implemented. These have been made available for ongoing education and training.

The inaugural Wastage Summit was held in 2013 and has continued annually due to the ongoing engagement of laboratory and other health professionals. Its success can be measured through the significant reduction in blood product wastage in Victoria with savings of over $5.5 million available for use in other areas of health. We look forward to continuing with the collaboration and results!


Thank youOnce again we have had a big year and achieved a great deal. We would not have been able to do this without the extraordinary help and support of the clinical, scientific and consumer community.

The National Blood Authority could not fulfil its role in the blood sector without the considerable contribution of all stakeholders but we wanted to draw readers’ attention to the numerous groups that provide their valuable time and resources to a large number of initiatives and business as usual tasks. All external stakeholders in the blood sector provide the NBA with advice that allows us to produce quality outputs and meet the objectives of the national blood arrangements.

Thank you to our clinical, scientific, and consumer advisors.

These include the members of the;

• Patient Blood Management Guidelines Expert working group

• Patient Blood Management Guidelines Clinical Consumer Reference Group for the Obstetrics and Maternity module

• Patient Blood Management Guidelines Clinical Consumer Reference Group for the Neonatal and Paediatrics module

• National Immunoglobulin Governance Advisory Committee including the Specialist working groups for Immunology, Haematology, Neurology and Transplantation medicine

• Australian Bleeding Disorders Registry Steering Committee

• Australian Bleeding Disorders Registry User Reference Group

• Australian Haemophilia Centre Directors’ Organisation (external)

• National Patient Blood Management Steering Committee

• National Blood Sector Education and Training Committee

• Haemovigilance Advisory Committee

• BloodNet User Reference Group

• MyABDR User Reference Group

The NBA would also like to acknowledge the support it receives from the many colleges and societies who contribute to our publications, resources and tools.

There are too many to list here but if readers want to know who we are thanking they can go onto our website at www.blood.gov.au for further information.


Research and DevelopmentNational Blood Sector Research and Development PrioritiesUnder the National Blood Agreement the NBA is charged ‘…to facilitate and fund appropriate research, policy development or other action in relation to new developments by relevant government or non-government persons or bodies’.

Research and Development Strategic PrioritiesThe NBA has worked with stakeholders to identify the National Blood Research and Development Strategic Priorities 2013-16. The purpose of the publication is to provide a useful resource to guide priority setting for research. It may be used by researchers to support funding requests, including from the National Health and Medical Research Council, by identifying that their research aligns with priorities communicated by governments.


National Blood Sector Research and Development PilotIn September 2015 the NBA received approval from funding governments to implement a Pilot for funding of research and development activities in the blood sector.

The Pilot will fund a limited number of projects or activities which are assessed as likely to produce valuable research outcomes in identified key priority areas. In addition, information gathered from the Pilot will be used to inform consideration by governments of the viability and potential value of further blood sector specific research and development funding.

The Pilot will be targeted at the following topics, where the priority for research has been identified by pre-existing strategic programs of the NBA and governments in the blood sector:

• patient blood management evidence gaps, as identified in each module of the PBM Guidelines

• efficient and effective use of immunoglobulin products, as highlighted through the Ig Governance Program.

The overarching objectives are to identify and support strategic priority areas appropriate for targeted blood sector research funding that will:

• enhance the sustainability and affordability of the national supply of blood products, including through increased efficiency and reduced blood product usage and wastage

• identify appropriate use and reduce inappropriate use of blood products

• maintain or enhance clinical outcomes for patients.

by providing evidence or new knowledge to:

• understand the biological action of blood products

• identify optimum treatment, dosing or indications for use for blood products, and

• compare the use of blood products with alternative strategies and treatments.

In 2015-16, the NBA invited applications for the first of two planned grant rounds of the Pilot. Round 1 attracted 28 grant applications. The NBA was impressed with the high quality of these applications. The NBA’s new grant assessment process ran smoothly and has provided important information to support improvements for Round 2. The NBA received high quality input from clinical, research and government experts who participated in the review process and assisted the NBA in determining the mix of projects to be funded within the limited pilot budget. The NBA is confident that the funded research will provide significant inroads towards achievement of the blood sector’s research outcomes.


GOVERNANCE STRUCTURE

OPERATIONAL PLANNING

CUSTOMER SERVICE CHARTER

EXTERNAL SCRUTINY

FRAUD CONTROL

HUMAN RESOURCES AND PEOPLE MANAGEMENT

MANAGEMENT AND ACCOUNTABILITY

PART 3

GOVERNANCE STRUCTURE

FIGURE 3.1 NBA Governance structure

Governance CommitteesAn overview of the NBA Governance structure is shown in Figure 3.1.

Five governance committees assist the NBA General Manager to plan and manage corporate governance, outcome delivery, strategic projects and stakeholder interests:

• The Senior Executive Managers’ Committee is the NBA’s primary policy and process decision-making body and comprises the senior executive management team. The committee meets once a week and supports the General Manager in operational matters relating to outcome delivery, risk management, stakeholder management, ethics and governance of the NBA.

• The Management Committee is a wider group of managers that meets once a month to discuss and progress operational and performance issues.

• The ICT Steering Committee, chaired by the NBA General Manager, provides strategic direction and oversight of the NBA’s information, communications, technology and knowledge management activities. Membership of the committee includes Senior Executive Management, the Chief Finance Officer and the Deputy Chief Information Officer.

Operational Plan

Internal Audit Program

Fraud Control Plan

NBA Advisory Board General Manager Jurisdictional Blood Committee

Senior Executive Committee

NBA Audit Committee

ManagementCommittee

Annual Budget Plans

Project GovernanceCommittees

ICT Steering Committee

Risk Management Plan

Corporate Plan

Minister for Health

Hospitals Principal

Committee

Australian Health Ministers’ Advisory Council

(AHMAC)

Council of Australian Governments (COAG)

Health Council


• The Project Governance Boards, chaired by the NBA General Manager, provide governance oversight of major strategic projects of material significance. The terms of reference and membership of each board is specific to the project. Project Governance Boards operated in 2015-16 for the following projects:

• BloodNet/ABDR Development and Enhancement

• Ig Governance Project

• BloodStar

• Pilot to update PBM Guidelines: Module 1

• National Blood Sector Research and Development Pilot.

• The Audit Committee provides independent assurance and advice to the General Manager on strategies to enhance the organisation’s governance control and risk management framework, the planning and conduct of the NBA internal audit program and support financial and legislative compliance. The Committee met six times in 2015-16. Its membership in 2015-16 was as follows:

• Mr Ken Barker (Chair)

• Mr Andrew Harvey

• Mr Paul Bedbrook

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

NBA ManagementAs at June 30, 2016 the NBA Senior Executive Management team comprised the following:

• Acting General Manager – Mr Michael Stone

• Executive Director Fresh Blood, Data & Clinical Development - Ms Sandra Cochrane

• Executive Director Enabling Services Group and Chief Information Officer - Mr Peter O’Halloran

• Executive Director Supply Management Plasma & Recombinant Products – Mr Ian Kemp

As at 30 June 2016, the NBA comprised the following 15 teams/business streams:

• Blood Operations Centre

• Blood Sector Clinical Development

• Corporate and Information Management

• Data and Information Analysis

• Finance and Risk Management

• Health Provider Engagement

• Horizon Scanning

• Human Resources

• Immunoglobulin Governance

• Information Services

PART 3 MANAGEMENT AND ACCOUNTABILITY 69

• Legal Services

• Research and Evidence Assessment

• Secretariat and Communications

• Supply Management - Plasma & Recombinant Products

• Supply Management – Fresh Blood

Internal Audit The NBA’s internal audit program, guided by the Audit Committee, plays a key part in risk mitigation. The NBA has a comprehensive risk management framework that includes a living risk register and an annual bottom-up hierarchical risk review process. The Audit Committee reviews the risk register on an annual basis as a key input in developing the internal audit program.

KPMG conducted a range of audits and reviews in line with the work program developed in conjunction with the Audit Committee. The 2015-16 work program encompassed reviews of: Business Continuity Plan; internal controls; leave; procurement under $80,000 and travel.

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

OPERATIONAL PLANNING

The NBA has established a comprehensive three year planning framework (2013-16) as depicted in Figure 3.2. The NBA Operational Plan outlines the supporting work program for the third year of this framework and is structured to align with the goals and objectives identified in the approved JBC Strategic Plan 2013-15 and NBA Corporate Plan 2013-16. Other key documents the work program takes into account include:

• JBC-approved National Blood Sector Data and Information Strategy and Scorecard 2013-2016

• JBC-approved National Blood Sector ICT Strategy 2013-2016

• JBC-approved National Blood and Blood Product Wastage Reduction Strategy 2013-2017

• JBC-approved National Patient Blood Management Guidelines Implementation Strategy 2013-2017

• National Blood Sector Education and Training Strategy 2013-2016

• NBA Risk Management Register

• National Blood Sector Research and Development Statement of Priorities 2013-16.


Progress against the Operational Plan is monitored and reported on by Executive Members and the General Manager on a quarterly basis. The quarterly report on progress against key actions is provided to the NBA Board and Audit Committee.

FIGURE 3.2 NBA Planning Framework

JBC Strategic Plan2016-18

Strategic Risk Management Plan

Minister’sStatement ofExpectations

Horizon Scanning

Ministers’StewardshipStatement

NBA Corporate Plan2016-19

Portfolio Budget Statements

2015-16Op

erat

iona

l Pla

n 20

15-1

6

Depa

rtm

enta

l Bud

get

National Blood & Blood Product

Wastage Reduction Strategy 2013-17

National Blood SectorData & Information

Strategy & Scorecard2013-16

National Blood Sector Education & Training

Strategy 2013-16

Core Business - Supply Contracts

Risk/NMFCorporate Governance

National Blood SectorICT Strategy 2013-16

National Patient BloodManagement

GuidelinesImplementation

Strategy 2013-17

National Blood SectorResearch &

DevelopmentStatement of Priorities

2013-16


In 2015-16, the NBA delivered 97 per cent of activities against the planned outcomes. Table 3.1 demonstrates the overall trend in the NBA’s delivery against our operational plans over the past five years.

TABLE 3.1 NBA’s performance in achieving operational plan objectives, 2011–12 to 2015–16

Year 2011–12 2012–13 2013-14 2014–15 2015-16

Performance (%) 87% 91% 96% 91% 97%

Key operational achievements for 2015-16 included the following:

• the uninterrupted supply of blood and blood products to meet all clinical demand in accordance with the approved NSP&B

• negotiated a new Deed of Agreement with the Australian Red Cross Society signed on 20 February 2016

• national blood sector research and development pilot implemented for funding of research and development activities in the blood sector

• NBA continued work with the ACSQHC on the revision of the NSQHS Standards in particular Standard 7 revision to be implemented in 2018

• Ig Governance program implemented and supports all supply authorisation for Ig, and new Ig governance system BloodSTAR roll out

• the publication of national PBM Guidelines Module 6 on Neonatal and Paediatrics

• release of National Haemophilia Guidelines to Australian Haemophilia Centre Directors’ Organisation (AHCDO)

• implementation of BloodNet enhancements and continued Laboratory Information Systems (LIS) interfaces

• publication of a range of data reports including the Report on the Issue and Use of Intravenous Immunoglobulin (IVIg) 2014-15, Australian Haemovigilance Report and the Australian Bleeding Disorders Registry Annual Report 2014-15.


CUSTOMER SERVICE CHARTER

The NBA Customer Service Charter sets out the standards of service people engaging with the NBA can expect. The NBA is committed to providing a professional, high quality and efficient service to clients, stakeholders and the general public, in accordance with the Public Service Act 1999. Our roles and responsibilities in dealing with external clients, and their rights in dealing with us, are described in the Charter, which is available on the NBA website at www.blood.gov.au/charter.

We invite feedback and during 2015-16 the NBA received six formal responses, commenting positively on NBA initiatives.

EXTERNAL SCRUTINY

There have been no judicial decisions, decisions of administrative tribunals or decisions of the Australian Information Commissioner in 2015-16 that have had, or may have, a significant impact on the operations of the NBA. There were no legal actions lodged against the NBA in 2015-16.

There have been no reports on the operations of the NBA by the Auditor-General (other than the reports on financial statements), or a Parliamentary committee or the Commonwealth Ombudsman in 2015-16. There were no capability reviews released during 2015-16.


http://www.blood.gov.au/charter

FRAUD CONTROL

Consistent with the Public Governance, Performance and Accountability Rule 2014 (section 10), the NBA conducts fraud risk assessments regularly and when there is a substantial change in the structure, functions or activities of the organisation.

The NBA updated its fraud risk assessment in 2015-16.

Fraud awareness training was conducted with NBA staff during 2015-16.

Under the current fraud control plan, the NBA continually monitors accountability and control frameworks to meet the specific needs of the agency, and ensures that it complies with the Public Governance, Performance and Accountability Rule 2014.

No instances of fraud were detected during the reporting year.

Certification of fraud control arrangements

I, Michael Stone, certify that I am satisfied that for 2015-16, the National Blood Authority has:

• prepared fraud risk assessments and a fraud control plan;

• has in place appropriate fraud prevention, detection, investigation and reporting mechanisms that meet the specific needs of the NBA; and

• taken all reasonable measures to appropriately deal with fraud relating to the NBA.



HUMAN RESOURCES AND PEOPLE MANAGEMENT

During 2015-16, the NBA continued its commitment to managing and developing its employees to meet organisational objectives. The results of the 2016 Australian Public Service Commission (APSC) Employee Census indicates the success of the NBA in continuing to be an organisation with a strong and happy team culture focused on outcome delivery. The key points from the Employee Census are:

• 95 per cent of employees consider that their supervisor and senior leaders in the NBA act in accordance with the APS Values

• 88 per cent of employees stating that they consider the leadership of the NBA is of a high quality

• 90 per cent of employees consider that the most senior leaders are sufficiently visible i.e. seen in action

• 93 per cent of employees stating that the NBA’s workplace culture supports people in achieving a good work-life balance

• 90 per of employees are satisfied with the work-life balance in their current job

• 90 per cent of employees feel they are valued for their contribution to the NBA

• 84 per cent of employees stating that they enjoy the work in their current job

• 84 per cent of employees feel a strong personal attachment to the NBA

• 93 per cent of employees are satisfied with the non-monetary employment conditions at the NBA e.g. leave and flexible work arrangements

• 86 per cent of employees would recommend the NBA as a good place to work

• 93 per cent of employees are proud to work at the NBA


FIGURE 3.3 NBA Organisation Chart as at 30 June 2016

Our valuesThe NBA strongly endorses the APS Values, Employment Principles and Code of Conduct and it is this basis which forms the expectations for the behaviour and conduct from all of our staff. Employees at the NBA understand their responsibilities associated with being a member of the APS and being a representative of the Australian Government.

General Manager

Executive DirectorSupply Management

Plasma & RecombinantProducts

Executive Director,Enabling Services

Group & ChiefInformation Officer

Executive Director, Fresh Blood, Data

& Clinical Development

Supply Management -Plasma & Recombinant

Products

Health ProviderEngagement

Corporate &Information

Management

Blood SectorClinical Development

Data and InformationAnalysis

Research & EvidenceAssessment

Secretariat & Communications

Finance & RiskManagement

ImmunoglobulinGovernance

Horizon Scanning

Legal Services

Human Resources

Supply Management -Fresh Blood

Blood Operations Centre

Information Services


Staffing informationThe total number of staff employed in the NBA remained constant from the previous year with 55 employees (53.27 full time equivalent) at the end of June 2016. Of these 55 employees, five people were on long-term leave. Tables 3.2 & 3.3 provide a breakdown of NBA staff numbers by classification, gender and employment type. (Prepared on substantive classification role as at 30 June 2016.)

We have a diverse workforce with 25 per cent of NBA employees identifying as being from non-English speaking backgrounds and/or born outside of Australia.

Indigenous Staffing In 2015-16, the NBA did not have any employees who reported as identifying themselves as Indigenous. In 2015-16 the NBA made efforts to create partnerships with school programs to allow students the opportunity to gain paid work experience. Additionally relationships were established with indigenous recruitment organisations to facilitate job opportunities for Indigenous peoples at the NBA.

TABLE 3.2 Number of male and female full-time and part-time NBA staff at 30 June 2016

Substantive Role Classification

Female (Full- Time)

Female (Part-Time)

Male (Full-Time)

Male (Part-Time)

Total

SES Nil Nil 1 Nil 1

EL2 2 Nil 3 Nil 5

Legal 1 Nil Nil 1 Nil 1

EL1 12 1 7 Nil 20

APS6 7 2 Nil Nil 9

APS5 5 3 3 Nil 11

APS4 4 Nil 3 Nil 7

APS3 1 Nil Nil Nil 1

Grand Total 31 6 18 0 55

TABLE 3.3 Number of male and female and ongoing and non-ongoing NBA staff by at 30 June 2016

Substantive Role Classification

Female (Ongoing)

Female (Non-ongoing)

Male (Ongoing)

Male (Non-ongoing)

Total

SES Nil Nil 1 Nil 1

EL2 2 Nil 3 Nil 5

Legal 1 Nil Nil 1 Nil 1

EL1 13 Nil 7 Nil 20


APS5 8 Nil 3 Nil 11

APS4 3 1 2 1 7


Grand Total 36 1 17 1 55


We have 53 staff located in the ACT, 1 in Victoria and 1 in NSW. Both the Victoria and NSW employees are part-time.

The average age of NBA staff is 41.67 years. Table 3.4 provides a breakdown of the age demographic of NBA employees.

TABLE 3.4 Age demographic of NBA staff at 30 June 2016

Age profile Number of employees

20 – 25 5

26 – 30 7

31 – 35 4

36 – 40 9

41 – 45 11

46 – 50 6

51 – 55 5

56 – 60 6

61 – 65 1

66 + 1

Total 55

NBA Enterprise AgreementThe new enterprise agreement (EA) was approved on 12 January 2016. The table below details salary levels of staff by classification for 2015-16.

TABLE 3.5 Salary levels of NBA staff by classification at 30 June 2016

Classification Minimum ($) Maximum ($)

EL 2 113,911 128,339

EL1 Legal 95,439 115,553

EL 1 95,853 108,867

APS Level 6 77,662 87,613

APS Level 5 70,399 74,303

APS Level 4 64,725 68,392

APS Level 3 57,128 63,325


TABLE 3.6 Numbers of NBA staff on types of employment agreements

Staff Enterprise Agreement

Common law or Section 24 Agreement

Principal Executive Officer Nil Nil

SES Nil 1

Non-SES 54 Nil

Non–salary benefitsThe EA and other employment arrangements provide a range of non-salary benefits in addition to those consistent with national employment standards and the Fair Work Act 2009. The benefits provided are very similar to those provided by many other agencies and are detailed in the EA and available on the NBA website at https://www.blood.gov.au/employment-benefits.

Non-SES employees may have access to the following non-salary benefits

• access to the Employee Assistance Program (EAP)

• maternity and adoption leave

• parental leave

• leave for compassionate purposes

• access to recreation and personal leave at half pay

• flex-time (for APS classified employees)

• flexible working arrangements with time off in lieu (TOIL) where appropriate (for Executive Level employees only)

• access to home-based work, laptop computers, internet access, and mobile phones

• financial and/or paid leave to support professional and personal development

• provision of eyesight testing and reimbursement of prescribed eyewear costs specifically for use with screen-based equipment

• access to the NBA’s health and wellbeing program

• influenza vaccinations for staff and their immediate family members

• annual Christmas close-down

• access to purchase an additional four weeks annual leave per year

• access to salary packaging arrangements

SES non-salary benefits include all of the above (except flex-time and TOIL) plus

• onsite car parking

• airport lounge membership

• cash in lieu of vehicle leasing arrangements


https://www.blood.gov.au/employment-benefits

Workforce planning, staff retention and turnoverStaff turnover remained steady at 19.8 per cent with 11 people leaving the NBA during 2015-16. The average length of service for NBA staff is approximately 4.74 years, which is consistent with the previous year and 43 per cent of staff have been employed with the NBA for more than five years, an increase of 9 per cent from the previous year.

The lifting of the arrangements for recruitment in the APS has provided the NBA with the capacity to convert many of its non-ongoing employees to ongoing. In 2014-15, the NBA had 13 non-ongoing employees and this was reduced to two at 30 June 2016.

Productivity gainsDuring the year, the NBA continued its rationalisation of staffing levels resulting in an increase in its APS classified employees, contributing towards the government’s efficiency dividend strategy. This rationalisation strategy will continue to be implemented throughout the 2016-17 year.

Throughout 2015-16, the NBA transitioned its payroll function from Aurion Pty Ltd to the Department of Health Shared Services Centre and continued to implement productivity gains by utilising a number of other Commonwealth panel arrangements for the provision of services such as recruitment, training and EAP.

Employee and agency censusThe surveys undertaken by the NBA in 2015-16 were the APSC State of the Service Employee Census and the APS State of the Service Agency Survey. The APSC set a target rate of 65 per cent of APS employee participation for the Employee Census and the NBA exceeded this with an 83 per cent return, 20 per cent higher than the APS participation rate of 69 per cent.

The overall employee census outcomes for the NBA were very pleasing, indicating the organisation has a stable, happy and motivated workforce, however areas for improvement relate to addressing underperformance and increasing opportunities for talent management/career progression and innovation.

Remuneration and performance payTotal remuneration for senior executive officers is determined through negotiation between individual officers and the General Manager, taking into account the broader Government economic environment as well as APS and Remuneration Tribunal benchmark data. Performance pay is not applicable to NBA staff.


Professional and personal developmentThe NBA recognises the importance of ensuring that staff continue to develop their skills and this is facilitated through sourced internal training, delivery of internal Knowledge Management forums, in-house training programs and external training such as conferences, seminars, accredited training organisations and learning institutions.

As part of its role in the health sector, the NBA is encouraged to attend a number of health conferences to promote blood usage awareness. Opportunities are offered to staff from all areas of the NBA.

The NBA fosters a culture of cohesion to further enhance its organisational productivity, build team relationships, improve cross team communications, increase staff retention and further build and promote our positive, collegiate culture. In 2015-16, the NBA held in-house training courses for all staff to assist in their personal development.

Staff health and wellbeingThe NBA recognises the value of encouraging a work environment that supports the health and fitness of its employees. The eligible activities which are now open to staff include:

• classes and activities such as in-house yoga and self-defence

• health memberships

• specialist advice/programs

• sporting clothing and equipment.

Work health and safety Workplace health and safety matters are standing agenda items that are routinely discussed at a variety of organisational reporting meetings such as quarterly HR reporting to the Senior Executive Management group, the Operational Plan and the Staff Participation Forum.

There was one reportable incident lodged with Comcare during the reporting year.

Initiatives that were undertaken by the NBA during the year to maintain its ongoing commitment to a safe and secure workplace included:

• the continued availability of workstation assessments for all new starters as well as assessments for existing staff who felt it necessary for their wellbeing

• access to the employee assistance program

• expansion of ICT remote working capabilities to cover all staff, enabling staff to work from outside the office on an ad-hoc basis

• a dedicated carer’s room for parents who do not have the benefit of their own office and who need to bring their children into the workplace for short periods of time as a bridging arrangement for childcare

• sit-to-stand desks were purchased for all staff who requested them. This initiative will continue to be rolled out to all staff in 2016-17.


FINANCIAL MANAGEMENT

FINANCIAL PERFORMANCE

ASSETS MANAGEMENT

PURCHASING

FINANCIAL STATEMENTS


PART 4


FundingThe functions of the NBA are outlined in the National Blood Authority Act 2003 and the National Blood Agreement. As a material statutory agency, the NBA has a range of corporate and compliance responsibilities under the National Blood Authority Act 2003, the Public Governance, Performance and Accountability Act 2013, and the Australian Public Service Act 1999, along with a responsibility to meet ministerial, parliamentary and financial reporting requirements.

Under the National Blood Agreement between the Australian Government and the states and territories, 63 per cent of NBA funding is provided by the Australian Government and the remaining 37 per cent is provided by the state and territory governments. The funding covers both the national blood supply and the operations of the NBA.

Special accountsThe NBA operates through two special accounts, the National Blood Account and the NMF (Blood and Blood Products) Special Account.

Special accounts are held in the Consolidated Revenue Fund and are used for setting aside and recording amounts to be used for specified purposes. Funding received from the Australian Government and the states and territories is held within the special accounts and expended as required.

Funding for the supply of blood and blood products and the operation of the NBA is included in the National Blood Account, established under section 40 of the National Blood Authority Act 2003.

The NMF (Blood and Blood Products) Special Account was established under section 20 of the Financial Management and Accountability Act 1997 to accumulate funds required to meet potential product liability claims against the Blood Service. Contributions to the account are made by all governments and the Blood Service. In addition, interest is received on special account balances.


For budgeting and accounting purposes, the NBA’s financial transactions are classified as either departmental or administered revenues or expenses:

• assets, liabilities, revenues and expenses controlled by the NBA for its operations are classified as departmental revenues and expenses

• activities and expenses controlled or incurred by the NBA on behalf of governments, mainly for the procurement of the requested products and services, are classified as administered revenues and expenses.

Transactions in the National Blood Account are separated into departmental and administered components. All balances in the NMF (Blood and Blood Products) Special Account are administered funds.

The NBA’s agency resource statement and total resources for outcome tables are given in Appendix 4. Table 4.1 summarises the NBA’s revenue and expenditure for 2015–16.

TABLE 4.1 Overall funding and expenditure for the NBA in 2015–16: a summary

Funding Incl. Appropriations ($M)

Expenditure ($M)

Departmental - NBA Operations

9.596 9.851

Administered - national blood and blood product supply

1,045.279 1,066.361

PART 4 FINANCIAL MANAGEMENT 85

FINANCIAL PERFORMANCE

This section provides a summary of the NBA’s financial performance for 2015-16. Details of departmental and administered results are shown in the audited financial statements, and this summary should be read in conjunction with those statements.

Audit reportThe NBA received an unqualified audit report for 2015–16.

Departmental financesThe NBA’s departmental finances cover the NBA’s operations.

Operating resultThe NBA’s income statement reports a 2015–16 operating deficit of $0.255 million, compared with an operating deficit of $0.031 million in 2014–15. Table 4.2 shows the key results for the period 2011-12 to 2015-16.

TABLE 4.2 Key results in financial performance, 2011–12 to 2015–16

Revenue & expenses 2011-12 ($’000)

2012-13 ($’000)

2013-14 ($’000)

2014-15 ($’000)

2015-16 ($’000)

Contributions from the Australian Government

5.686 6.201 6.090 6.266 5.719

Contributions from States and Territories and other revenue

4.030 4.106 4.113 4.590 3.877

Total revenue 9.716 10.307 10.203 10.856 9.596

Employee expenses 6.776 6.490 6.632 6.695 6.469

Supplier expenses 2.840 3.569 3.149 3.753 3.002

Other expenses 0.764 0.890 0.657 0.439 0.380

Total expenses 10.380 10.949 10.438 10.887 9.851

Operating result (0.664) (0.642) (0.235) (0.031) (0.255)


RevenueTotal departmental revenue received in 2015–16 amounted to $9.596 million: $5.719 million in funding from the Australian Government; $3.783 million in contributions received from the states and territories and other revenue; and $0.094 million for resources received free of charge. This represents a decrease of $1.260 million (11.6 per cent) on revenue received in 2014–15. Other revenue refers to contributions arising from officers transferring from other agencies.

ExpensesThe NBA’s expenses for 2015–16 amounted to $9.851 million, 9 per cent lower than in 2014–15. The decrease in expenses is mainly attributable to one off pieces of work undertaken in 2014-15 on behalf of Department of Health and the acceleration of the Patient Blood Management program in the same year.

Balance sheetDetails of the NBA’s assets and liabilities are presented in the audited financial statements in this report.

Financial assetsThe NBA held cash of $0.054 million at 30 June 2016. Funds received from all jurisdictions are transferred to the Official Public Account held by the Department of Finance until required for expenditure. Trade and other receivables decreased by $0.507 to $9.135 million.

Non-financial assetsThere was no significant change in the carrying amount of non-financial assets during the financial year.

PayablesThere was no significant change in the carrying amount of Payables during the financial year.

ProvisionsEmployee provisions, which cover annual and long service leave entitlements, increased slightly by $0.040 million to $1.714 million.

Administered financesThe NBA’s administered finances include contributions from all states and territories and the Australian Government for the supply of blood and blood products. Each year the Council of Australian Governments (COAG) Health Council approves an annual National Supply Plan and Budget, which is formulated by the NBA from demand estimates provided by the states and territories.


RevenueTotal revenue for 2015–16 is presented in Table 4.3. Total revenue increased by $117.8 million (a 12.7 per cent increase, up from the 16 per cent decrease the prior year) for the current financial year. This increase in revenue was driven by one off events that occurred in 2014-15, for instance the return of funds in 2014-15 to the Commonwealth Department of Health for previous year reconciliations. In 2015-16 the NBA returned $113 million (2014-15 $117 million) to the Commonwealth, State and Territory Governments for the 2014-15 end of year reconciliation as part of the National Blood Agreement.

TABLE 4.3 Administered revenue, 2011–12 to 2015–16

Administered revenue 2011-12 ($’000)

2012-13 ($’000)

2013-14 ($’000)

2014-15 ($’000)

2015-16 ($’000)

Funding for supply of blood and blood products

1,015.586 1,049.337 1,095.922 922.718 1,040.865

Total administered revenues 1,034.910 1,058.281 1,101.410 927.522 1,045.279

ExpensesTotal administered expenses for 2015-16 including grants and rendering of goods and services are presented in Table 4.4. Administered expenses for 2015–16 increased by 10.0 per cent over those for 2014–15. A range of factors contributed to the increase in Administered expenses year on year. In 2014-15 there was a one off adjustment to inventory as a consequence of a change in accounting practice which resulted in a reduction in supplier costs. In addition there was a reduction in the return by the Blood Service associated with the Output Based Funding Model from $40.394 in 2014-15 to $28.500 million in 2015-16. After allowing for these one off events, growth year on year is reduced to 5 per cent which is consistent with prior years.

TABLE 4.4 Key results of administered expenses, 2011–12 to 2015–16

Administered expense 2011-12 ($’000)

2012-13 ($’000)

2013-14 ($’000)

2014-15 ($’000)

2015-16 ($’000)

Grants to the private sector - non-profit organisation

7.773 8.092 8.331 8.577 8.830

Rendering of goods and services - external entities

947.820 1,003.772 1,035.847 960.818 1,056.815

Other 0.291 0.493 0.736 0.803 0.716

Total administered expenses 955.884 1,012.357 1,044.914 970.198 1,066.361


Administered assets and liabilitiesAdministered assets comprise the following:

• funds held in the Official Public Account • investments made in relation to the NMF • Goods and Services Tax (GST) receipts from the Australian Taxation Office and payments to

suppliers for products • blood and blood product inventory held for distribution, including the national reserve of blood products

• a prepayment to the Blood Service as part of the OBFM.

Administered liabilities comprise payables to suppliers.

As a result of the deficit described above, net administered assets decreased by $14.0 million during 2015–16.


ASSETS MANAGEMENT

The NBA has developed an asset replacement strategy to ensure that it has adequate funding for the replacement of assets as these come to the end of their useful life.


PURCHASING

NBA adheres to the Commonwealth Procurement Rules and Best Practice Guidance when undertaking procurements. The guidelines are applied to the NBA’s activities through the accountable authority’s management instructions and key business processes.

The NBA has developed business processes to ensure that the knowledge and best practices developed within the agency for key purchasing activities are captured and made available to new staff and that relevant procedures and processes are documented and followed.

Over recent years several internal audit programs have tested these processes to ensure that they meet government policy and better practice. The audit findings have been consistently favourable in relation to complying with mandatory processes, but have also recommended opportunities to improve processes; these have been implemented.

The key business processes are constantly reviewed and refined as part of the NBA’s own requirement for continual improvement in the management of its core business functions.

Exempt contractsThe General Manager did not issue any exemptions from the required publication of any contract or standing offer in the purchasing and disposal gazette.

Competitive tendering and contractingThere were no contracts of $100,000 or more (inclusive of GST) let in 2015–16 that did not provide for the Auditor-General’s access to the contractor’s premises.


ConsultantsThe selection and engagement of consultants was treated in the same way as the procurement of other property and services and was conducted in accordance with the Public Governance, Performance and Accountability Act 2013, Commonwealth Procurement Rules and internal policies and procedures. During 2015–16, four new consultancy contracts were entered into involving total actual expenditure of $222,334 (GST inclusive). In addition, seven ongoing consultancy contracts were active during the 2015-16 year, involving actual expenditure of $201,859 (GST inclusive). Total expenditure on consultancies in 2015–16 was $424,193 (GST inclusive).

Annual reports contain information about actual expenditure on contracts for consultancies. Information on the value of contracts and consultancies is available on the AusTender website, www.tenders.gov.au. No contracts were entered into that were exempt from reporting on the AusTender website.

Procurement Initiatives to Support Small BusinessThe NBA supports small business participation in the Commonwealth Government procurement market. Small and Medium Enterprises (SME) and Small Enterprise participation statistics are available on the Department of Finance’s website:

www.finance.gov.au/procurement/statistics-on-commonwealth-purchasing-contracts

The NBA recognises the importance of ensuring that small businesses are paid on time. The results of the Survey of Australian Government Payments to Small Business are available on the Treasury’s website: www.treasury.gov.au

The NBA has in place procurement practices which support SMEs. This includes but is not limited to electronic systems or other processes used to facilitate on-time payment performance, including the use of payment cards.

Table 4.5 shows total expenditure on all consultancy services from 2011–12 to 2015–16 covering both new contracts let in the applicable year and ongoing contracts let in previous years.

TABLE 4.5 Expenditure on consultancy services, 2011–12 to 2015–16

Year No. let Total expenditure on new and existing consultancies ($)

2011-12 15 2,023,951

2012-13 11 1,658,232

2013-14 20 2,277,034

2014-15 17 1,193,693

2015-16 11 424,193


http://www.finance.gov.au/procurement/statistics-on-commonwealth-purchasing-contracts

http://www.treasury.gov.au

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FINANCIAL STATEMENTS


CONTENTS

Certification

Primary financial statementStatement of Comprehensive Income

Statement of Financial Position

Statement of Changes in Equity

Cash Flow Statement

Schedule of Commitments

Administered Schedule of Comprehensive Income

Administered Schedule of Assets and Liabilities

Administered Reconciliation Schedule

Administered Cash Flow Statement

Schedule of Administered Commitments

Overview

Notes to the financial statements1. Departmental Financial Performance

1.1 Expenses

1.2 Own-Source Income

2. Departmental Financial Position

2.1 Financial Assets

2.2 Non-Financial Assets

2.3 Payables

2.4 Other Provisions

3. Income and Expenses Administered on Behalf of Government

3.1 Administered - Expenses

3.2 Administered - Income

4. Assets and Liabilities Administered on Behalf of Government

4.1 Administered - Financial Assets

4.2 Administered - Non-Financial Assets

4.3 Administered - Payables

5. Funding

5.1 Appropriations

5.2 Special Accounts

5.3 Cash Flow Reconciliation

6. People and relationships

6.1 Employee Provisions

6.2 Senior Management Personnel Remuneration

7. Managing uncertainties

7.1 Contingent Assets and Liabilities

7.2 Financial Instruments

7.3 Administered - Financial Instruments

7.4 Fair Value Measurement

7.5 Administered - Fair Value Measurement

8. Other information

8.1 Reporting of Outcomes

8.2 Budgetary Reports and Explanations of Major Variances


NATIONAL BLOOD AUTHORITYSTATEMENT OF COMPREHENSIVE INCOMEfor the year ended 30 June 2016

Notes 2016 2015

$’000 $’000

NET COST OF SERVICES

ExpensesEmployee benefits 1.1A 6 469 6 695

Suppliers 1.1B 3 002 3 753

Depreciation and amortisation 2.2A 374 427

Finance costs - Unwinding of discount ( 1) 5

Losses from asset sales 1.1C 7 7

Total expenses 9 851 10 887

Own-Source IncomeOwn-source revenue

Sale of goods and rendering of services 1.2A 290 587

Other revenue - Funding from State and Territory governments 3 493 3 909

Total own-source revenue 3 783 4 496

Gains

Resources received free of charge - Remuneration of auditors 94 94

Total gains 94 94

Total own-source income 3 877 4 590

Net cost of services 5 974 6 297

Revenue from Government - Departmental annual appropriations 5 719 6 266

Surplus/(Deficit) attributable to the Australian Government ( 255) ( 31)

Total comprehensive income/(loss) attributable to the Australian Government ( 255) ( 31)

The above statement should be read in conjunction with the accompanying notes


NATIONAL BLOOD AUTHORITYSTATEMENT OF FINANCIAL POSITIONas at 30 June 2016

Notes 2016 2015

$’000 $’000ASSETS

Financial Assets

Cash and cash equivalents 54 21

Trade and other receivables 2.1A 9 135 9 642

Total financial assets 9 189 9 663

Non-Financial Assets

Leasehold improvements 2.2A 794 918

Property, plant and equipment 2.2A 554 652

Intangibles 2.2A 169 190

Prepayments 149 173

Total non-financial assets 1 666 1 933

Total assets 10 855 11 596

LIABILITIES

Payables

Suppliers 2.3A 397 718

Other payables 2.3B 605 572

Total payables 1 002 1 290

Provisions

Employee provisions 6.1 1 714 1 674

Other provisions 2.4 141 142

Total provisions 1 855 1 816

Total liabilities 2 857 3 106

Net assets 7 998 8 490

EQUITYContributed equity 3 313 3 250

Reserves 359 359

Retained surplus 4 326 4 881

Total equity 7 998 8 490



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NATIONAL BLOOD AUTHORITYCASH FLOW STATEMENTfor the year ended 30 June 2016

Notes 2016 2015

$’000 $’000OPERATING ACTIVITIES

Cash received

Appropriations 5 718 5 965

Sales of goods and rendering of services 3 742 4 488

Net GST received 308 374

Total cash received 9 768 10 827

Cash used

Employees 6 373 6 839

Suppliers 3 548 3 818

Cash transferred to the Official Public Account ( 179) 296

Total cash used 9 742 10 953

Net cash from/(used by) operating activities 5.3A 26 ( 126)

INVESTING ACTIVITIESCash received

Proceeds from sales of property, plant and equipment 1 4

Total cash received 1 4

Cash used

Purchase of property, plant and equipment 106 289

Purchase of intangibles 33 100

Total cash used 139 389

Net cash (used by) investing activities ( 138) ( 385)

FINANCING ACTIVITIESCash received

Contributed equity - Departmental capital budget 145 503

Total cash received 145 503

Net cash from financing activities 145 503

Net increase / (decrease) in cash held 33 ( 8)

Cash and cash equivalents at the beginning of the reporting period 21 29

Cash and cash equivalents at the end of the reporting period 1 54 21

1 As shown in the Statement of Financial Position.



NATIONAL BLOOD AUTHORITYSCHEDULE OF COMMITMENTS as at 30 June 2016

2016 2015

$’000 $’000

BY TYPECommitments receivable

Net GST recoverable on commitments 359 478

Total commitments receivable 359 478

Commitments payable Capital commitments

Property, plant and equipment - ( 81)

Total capital commitments - ( 81)

Other commitments

Operating leases (3 471) (4 114)

Other ( 478) (1 065)

Total other commitments 1(3 949) (5 179)

Total commitments payable (3 949) (5 260)

Net commitments by type (3 590) (4 782)

BY MATURITYCommitments receivable Other commitments receivable

Within 1 year 83 104

Between 1 to 5 years 272 248

More than 5 years 4 126

Total other commitments receivable 359 478

Commitments payable

Capital commitmentsWithin 1 year - ( 60)

Between 1 to 5 years - ( 21)

Total capital commitments - ( 81)

Operating lease commitments

Within 1 year ( 530) ( 485)

Between 1 to 5 years (2 899) (2 244)

More than 5 years ( 42) (1 385)

Total operating lease commitments 1(3 471) (4 114)

Other commitments

Within 1 year ( 385) ( 604)

Between 1 to 5 years ( 93) ( 461)

Total other commitments ( 478) (1 065)

Total commitments payable (3 949) (5 260)

Net commitments by maturity (3 590) (4 782)

Note: Commitments are GST inclusive where relevant.1 Operating leases included are effectively non cancellable and comprise:

The lease for office accommodation at 243 Northbourne Ave, Lyneham expires on 22 November 2022.

The above schedule should be read in conjunction with the accompanying notes


NATIONAL BLOOD AUTHORITYADMINISTERED SCHEDULE OF COMPREHENSIVE INCOMEfor the year ended 30 June 2016

2016 2015

Notes $’000 $’000

NET COST OF SERVICES

ExpensesEmployee Benefits 3.1A 269 196

Suppliers 3.1B 1 056 815 960 818

Grants - Non-profit organisations (Australian Red Cross Blood Service) 8 830 8 577

Depreciation and amortisation 4.2B 447 607

Total expenses 1 066 361 970 198

IncomeRevenue

Non-taxation revenue

Funding from governments 3.2A 1 040 865 922 718

Interest - Deposits 4 411 4 737 Other revenue 3 67

Total non-taxation revenue 1 045 279 927 522

Total revenue 1 045 279 927 522

Net (cost of) / contribution by services ( 21 082) ( 42 676)

Surplus/(Deficit) ( 21 082) ( 42 676)

Total comprehensive income/(loss) ( 21 082) ( 42 676)



NATIONAL BLOOD AUTHORITYADMINISTERED SCHEDULE OF ASSETS AND LIABILITIESas at 30 June 2016

2016 2015

Notes $’000 $’000ASSETS

Financial assets

Cash and cash equivalents 489 334

Trade and other receivables 4.1A 195 151 211 814

Other investments 4.1B 119 600 114 262


Non-financial assets

Inventories 4.2A 104 776 110 315

Property, plant and equipment 4.2B 188 332

Intangibles 4.2B 2 282 800

Prepayments 76 055 76 071

Total non-financial assets 183 301 187 518

Total assets administered on behalf of Government 498 541 513 928

LIABILITIES

Payables

Suppliers 4.3 51 489 52 864


Total liabilities administered on behalf of Government 51 489 52 864

Net assets 447 052 461 064



NATIONAL BLOOD AUTHORITYADMINISTERED RECONCILIATION SCHEDULEas at 30 June 2016

2016 2015

$’000 $’000

Opening administered assets less administered liabilities as at 1 July 461 064 496 562

Net (cost of)/contribution by servicesIncome 1 045 279 927 522 Expenses

Payments to entities other than corporate Commonwealth entities ( 1 066 361) ( 970 198)

Transfers (to)/from the Australian Government:Appropriation transfers from Official Public Account: Annual appropriations 7 070 7 178

Closing assets less liabilities as at 30 June 447 052 461 064



NATIONAL BLOOD AUTHORITYADMINISTERED CASH FLOW STATEMENTfor the year ended 30 June 2016

2016 2015

Notes $’000 $’000OPERATING ACTIVITIES

Cash receivedCommonwealth contributions 648 651 535 745

State and territory contributions 385 772 386 973

Interest 4 247 5 164

Net GST received 107 820 115 749

Other 43 44

Total cash received 1 146 533 1 043 675

Cash used

Employees 270 196

Grants 8 830 8 577

Suppliers 1 169 324 1 108 437

Total cash used 1 178 424 1 117 210

Net cash from/(used by) operating activities 5.3B (31 891) (73 535)

INVESTING ACTIVITIES

Cash receivedInvestments 57 062 41 356

Total cash received 57 062 41 356

Cash usedPurchase of property, plant & equipment and intangibles 1 785 392 Investments 62 400 45 250

Total cash used 64 185 45 642

Net cash(used by) investing activities ( 7 123) ( 4 286)

Net increase/(decrease) in cash held (39 014) (77 821)

Cash and cash equivalents at the beginning of the reporting period 334 335

Cash from Official Public Account for:

- Appropriations 7 070 7 178

- Special accounts 1 238 276 1 182 960

Total cash from OPA 1 245 346 1 190 138

Cash to Official Public Account for:

- Special accounts ( 1 206 177) ( 1 112 318)

Total cash to OPA ( 1 206 177) ( 1 112 318)

Cash and cash equivalents at the end of the reporting period1489 334

1 As shown in the administered schedule of assets and liabilities



NATIONAL BLOOD AUTHORITYSCHEDULE OF ADMINISTERED COMMITMENTSas at 30 June 2016

2016 2015

$’000 $’000

BY TYPE

Commitments receivableNet GST recoverable on commitments 982 585 255 351

Total commitments receivable 982 585 255 351

Commitments payable

Other commitments

Other (10 808 431) (2 808 866) Total other commitments 1

(10 808 431) (2 808 866)

Net commitments by type (9 825 846) (2 553 515)

BY MATURITYCommitments receivable

Other commitments receivableWithin 1 year 147 926 130 214 Between 1 to 5 years 519 111 125 137 More than 5 years 315 548 -

Total other commitments receivable 982 585 255 351

Commitments payable

Other commitments

Within 1 year (1 627 183) (1 432 359)

Between 1 to 5 years (5 710 217) (1 376 507)

More than 5 years (3 471 031) -

Total other commitments 1(10 808 431) (2 808 866)

Net commitments by maturity (9 825 846) (2 553 515)

Note: All commitments are GST inclusive where relevant.

1 Other commitments relate to amounts payable under agreements or contracts in respect of which the grantee or supplier has yet to provide goods or services for blood or blood related products required under the agreement or contract to meet demand under the National Supply Plan and Budget.



NATIONAL BLOOD AUTHORITY Overview Note for the year ended 30 June 2016

Overview

Objectives of the National Blood Authority The National Blood Authority (NBA) is a not-for-profit Australian Government controlled entity which was established on 1 July 2003 with the principal role of managing national blood arrangements, ensuring sufficient supply, and providing a new focus on the quality and appropriateness of blood products. The NBA manages the supply of blood and blood products on behalf of the Commonwealth and all state and territory governments, with the Commonwealth contributing 63 per cent of funding, and State and Territory governments providing 37 per cent. The NBA is structured to meet the following outcome:

Outcome 1: Access to a secure supply of safe and affordable blood products, including through national supply arrangements and coordination of best practice standards within agreed funding policies under the national blood arrangements.

The continued existence of the NBA in its present form, and with its present programs, is dependent on Government policy, the enabling legislation National Blood Authority Act 2003, and on continuing funding by Parliament and contributions from States and Territories for the NBA’s administration and programs. In 2015, the Government decided not to proceed with the merger of the National Blood Authority and the Organ and Tissue Authority, as previously announced in the 2014-15 Budget. Some savings and efficiencies will be achieved by continuing to merge the corporate services of these entities, with changes to come into full effect from 30 June 2016. NBA activities contributing to Outcome 1 are classified as either departmental or administered. Departmental activities involve the use of assets, liabilities, income and expenses controlled or incurred by the NBA in its own right. Administered activities involve the management or oversight by the NBA, on behalf of the governments, of items controlled or incurred by the governments. The NBA conducts the following administered activities on behalf of the governments: management and coordination of Australia’s blood supply in accordance with the National Blood Agreement agreed by the Australian Government and the governments of the States and Territories. The NBA operates under a special account – the National Blood Account. Revenues and expenses associated with the funding and supply of blood and blood products, as well as the operations of the NBA, are recorded in this special account. The NBA also manages another special account – the National Managed Fund (Blood and Blood Products) Special Account which is intended to meet potential blood and blood product liability claims against the Australian Red Cross Blood Service. Details of planned activities for the year can be found in the Agency Portfolio Budget Statements for 2015-16 which have been tabled in Parliament.

Basis of Preparation of the Financial Statements The financial statements are general purpose financial statements and are required by Section 42 of the Public Governance, Performance and Accountability Act 2013. The financial statements have been prepared in accordance with:

Public Governance, Performance and Accountability (Financial Reporting) Rule 2015 (FRR) for reporting periods ending on or after 1 July 2015; and

Australian Accounting Standards and Interpretations issued by the Australian Accounting Standards Board (AASB) that apply for the reporting period.



The financial statements have been prepared on an accrual basis and in accordance with the historical cost convention, except for certain assets and liabilities at fair value. Except where stated, no allowance is made for the effect of changing prices on the results or the financial position. The financial statements are presented in Australian dollars and values are rounded to the nearest thousand dollars unless otherwise specified. Unless an alternative treatment is specifically required by an accounting standard or the FRR, assets and liabilities are recognised in the statement of financial position when and only when it is probable that future economic benefits will flow to the NBA or a future sacrifice of economic benefits will be required and the amounts of the assets or liabilities can be reliably measured. However, assets and liabilities arising under executory contracts are not recognised unless required by an accounting standard. Liabilities and assets that are unrecognised are reported in the schedule of commitments or the contingencies note. Unless alternative treatment is specifically required by an accounting standard, income and expenses are recognised in the statement of comprehensive income when and only when the flow, consumption or loss of economic benefits has occurred and can be reliably measured.

Significant Accounting Judgements and Estimates In the process of applying the accounting policies listed in this note, the NBA has made no judgements that have a significant impact on the amounts recorded in the financial statements. No accounting assumptions or estimates have been identified that have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities within the next reporting period.

New Australian Accounting Standards Adoption of New Australian Accounting Standard Requirements No accounting standard has been adopted earlier than the application date as stated in the standard. No new accounting standards applicable to the current reporting period had a material effect, and are not expected to have a material effect, on the NBA’s financial statements. Future Australian Accounting Standard Requirements No new or revised pronouncements were issued by the Australian Accounting Standards Board prior to the finalisation of the financial statements which are expected to have a material financial impact on the NBA in future reporting periods. AASB 9 Financial instruments (applicable from the year ending 30 June 2018) represents the first phase of a three-phase process to replace AASB 139 Financial Instruments: Recognition and Measurement. The standard reduces the four categories of financial asset to two: amortised cost and fair value. Given the make-up of the NBA’s financial assets (amortised cost items such as loans, receivables, term deposits), the new standard is not expected to impact its treatment or valuation of these assets. As a not-for-profit public sector entity, the NBA is currently exempt from the requirements of AASB 124 Related Party Disclosures. For reporting periods commencing on or after 1 July 2016, AASB 124 will be extended to apply to all not-for-profit public sector entities and the NBA will be required to disclose any related party transactions in accordance with the revised standard. Disclosure of comparative information is not required in the first year of application. Other new standards, revised standards, interpretations or amending standards that were issued prior to the sign-off date and are applicable to future reporting periods are not expected to have a future material impact on the NBA’s financial statements.



Summary of Significant Accounting Policies

Revenue Revenue from rendering of services and funding from State and Territory governments is recognised by reference to the stage of completion of contracts at the reporting date. The revenue is recognised when:

a) the amount of revenue, stage of completion and transaction costs incurred can be reliably measured; and

b) the probable economic benefits associated with the transaction will flow to the NBA.

The stage of completion of contracts at the reporting date is determined by reference to services performed to date as a percentage of total services to be performed.

Receivables for goods and services, which have 30 day terms, are recognised at the nominal amounts due less any impairment allowance account. Collectability of debts is reviewed at the end of the reporting period. Allowances are made when collectability of the debt is no longer probable.

Interest revenue is recognised using the effective interest method as set out in AASB 139 Financial Instruments: Recognition and Measurement. Revenue from Government Amounts appropriated for departmental appropriations for the year (adjusted for any formal additions and reductions) are recognised as Revenue from Government when the NBA gains control of the appropriation, except for certain amounts that relate to activities that are reciprocal in nature, in which case, revenue is recognised only when it has been earned. Appropriations receivable are recognised at their nominal amounts.

Gains Resources Received Free of Charge Resources received free of charge are recognised as gains when, and only when, a fair value can be reliably determined and the services would have been purchased if they had not been donated. Use of those resources is recognised as an expense. Resources received free of charge are recorded as either revenue or gains depending on their nature. Contributions of assets at no cost of acquisition or for nominal consideration are recognised as gains at their fair value when the asset qualifies for recognition, unless received from another Government entity as a consequence of a restructuring of administrative arrangements. Sale of Assets Gains from the disposal of assets are recognised when control of the asset has passed to the buyer.

Transactions with the Government as Owner Equity Injections Amounts appropriated which are designated as ‘equity injections’ for a year (less any formal reductions) and Departmental Capital Budgets (DCBs) are recognised directly in contributed equity in that year.

Employee Benefits Liabilities for ‘short term employee benefits’ (as defined in AASB 119 Employee Benefits) and termination benefits expected within twelve months of the end of reporting period are measured at their nominal amounts. The nominal amount is calculated with regard to the rates expected to be paid on settlement of the liability. Other long-term employee benefits are measured as the net total of the present value of the defined benefit obligation at the end of the reporting period minus the fair value at the end of the reporting period of plan assets (if any) out of which the obligations are to be settled directly.



Leave The liability for employee entitlements includes provision for annual leave and long service leave. No provision has been made for sick leave as all sick leave is non-vesting and the average sick leave taken in future years by employees of the NBA is estimated to be less than the annual entitlement for sick leave. The leave liabilities are calculated on the basis of employees’ remuneration at the estimated salary rates that will be applied at the time the leave is taken, including the NBA’s employer superannuation contribution rates to the extent that the leave is likely to be taken during service rather than paid out on termination. The liability for long service leave has been determined by reference to FRR 24.1(b) the shorthand method. The estimate of the present value of the liability takes into account attrition rates and pay increases through promotion and inflation. Separation and Redundancy Provision is made for separation and redundancy benefit payments. The entity recognises a provision for termination when it has developed a detailed formal plan for the terminations and has informed those employees affected that it will carry out the terminations. Superannuation NBA staff are members of the Commonwealth Superannuation Scheme (CSS), the Public Sector Superannuation Scheme (PSS), the PSS Accumulation Plan (PSSap), the Australian Government Employee Superannuation Trust (AGEST) or other non-government superannuation funds. The CSS and PSS are defined benefit schemes for the Australian Government. The PSSap, AGEST and the non-government superannuation funds are defined contribution schemes. The liability for defined benefits is recognised in the financial statements of the Australian Government and is settled by the Australian Government in due course. This liability is reported in the Department of Finance’s administered schedules and notes. The NBA makes employer contributions to the employees’ superannuation scheme at rates determined by an actuary to be sufficient to meet the current cost to the Government. The NBA accounts for the contributions as if they were contributions to defined contribution plans. The liability for superannuation recognised as at 30 June represents outstanding contributions as at 30 June 2016.

Leases An operating lease is a lease where the lessor effectively retains substantially all the risks and benefits of ownership. Operating lease payments are expensed on a straight-line basis which is representative of the pattern of benefits derived from the leased assets. Lease incentives are recognised as other payables and amortised over the period of the lease on a straight line basis.

Fair Value Measurement The NBA’s policy is to recognise transfers out of fair value hierarchy levels as at the end of the reporting period.

Cash Cash is recognised at its nominal amount. Cash and cash equivalents include:

a) cash on hand; b) demand deposits in bank accounts with an original maturity of 3 months or less that are readily

convertible to known amounts of cash and subject to insignificant risk of changes in value; c) cash held by outsiders; and d) cash in special accounts.



Financial Assets The NBA classifies its financial assets in the following categories:

a) held-to-maturity investments; and b) loans and receivables.

The classification depends on the nature and purpose of the financial assets and is determined at the time of initial recognition. Financial assets are recognised and derecognised upon trade date. Effective Interest Method The effective interest method is a method of calculating the amortised cost of a financial asset and of allocating interest income over the relevant period. The effective interest rate is the rate that exactly discounts estimated future cash receipts through the expected life of the financial asset, or, where appropriate, a shorter period. Income is recognised on an effective interest rate basis. Held-to-Maturity Investments Non derivative financial assets with fixed or determinable payments and fixed maturity dates that the NBA has the positive intent and ability to hold to maturity are classified as held-to-maturity investments. Held-to-maturity investments are recorded at amortised cost using the effective interest method less impairment, with revenue recognised on an effective yield basis. Loans and Receivables Trade receivables are classified as ‘loans and receivables’ and recorded at face value less any impairment. Trade receivables are recognised where the NBA becomes party to a contract and has a legal right to receive cash. Impairment of Financial Assets Financial assets are assessed for impairment at the end of each reporting period.

Financial Liabilities Supplier and other payables are recognised at amortised cost. Liabilities are recognised to the extent that the goods or services have been received (and irrespective of having been invoiced).

Contingent Liabilities and Contingent Assets Contingent liabilities and contingent assets are not recognised in the statement of financial position but are reported in the notes. They may arise from uncertainty as to the existence of a liability or asset or represent an asset or liability in respect of which the amount cannot be reliably measured. Contingent liabilities are disclosed when settlement is greater than remote.

Acquisition of Assets Assets are recorded at cost on acquisition. The cost of acquisition includes the fair value of assets transferred in exchange and liabilities undertaken. Financial assets are initially measured at their fair value plus transaction costs where appropriate.

Property, Plant and Equipment Asset Recognition Threshold Purchases of property, plant and equipment are recognised initially at cost in the statement of financial position, except for purchases costing less than the thresholds listed below for each class of asset, which are expensed in the year of acquisition (other than where they form part of a group of similar items which are significant in total).



Asset class Recognition Threshold

Infrastructure, Plant and Equipment $2,000

Purchased Software $5,000

Leasehold improvements $10,000

Internally Developed Software $50,000

The initial cost of an asset includes an estimate of the cost of dismantling and removing the item and restoring the site on which it is located. This is particularly relevant to ‘make good’ provisions in property leases taken up by the NBA where there exists an obligation to restore the property to its original condition. These costs are included in the value of the NBA’s leasehold improvements with a corresponding provision for the ‘make good’ recognised.

Revaluations Fair values for each class of asset are determined as shown below.

Asset class Fair value measured at

Leasehold improvements Depreciated replacement cost

Infrastructure, plant & equipment Market selling price

Following initial recognition at cost, property, plant and equipment are carried at fair value less subsequent accumulated depreciation and accumulated impairment losses. Valuations are conducted with sufficient frequency to ensure that the carrying amounts of assets do not differ materially from the assets’ fair values as at the reporting date. The most recent independent valuation was conducted by Australian Valuation Solutions on 30 June 2014. Revaluation adjustments are made on a class basis. Any revaluation increment is credited to equity under the heading of asset revaluation reserve except to the extent that it reverses a previous revaluation decrement of the same asset class that is previously recognised in the surplus/deficit. Revaluation decrements for a class of assets are recognised directly in the surplus/deficit except to the extent that they reverse a previous revaluation increment for that class. Any accumulated depreciation as at the revaluation date is eliminated against the gross carrying amount of the asset and the asset restated to the revalued amount.

Depreciation Depreciable property, plant and equipment assets are written-off to their estimated residual values over their estimated useful lives to the NBA using, in all cases, the straight-line method of depreciation. Depreciation rates (useful lives), residual values and methods are reviewed at each reporting date and necessary adjustments are recognised in the current, or current and future reporting periods, as appropriate. Depreciation rates applying to each class of depreciable asset are based on the following useful lives:

Asset class 2016 2015

Infrastructure, Plant and Equipment 3 to 7 years 3 to 7 years

Leasehold improvements Lease term Lease term



Impairment All assets were assessed for impairment at 30 June 2016. Where indications of impairment exist, the asset’s recoverable amount is estimated and an impairment adjustment made if the asset’s recoverable amount is less than its carrying amount. The recoverable amount of an asset is the higher of its fair value less costs to sell and its value in use. Value in use is the present value of the future cash flows expected to be derived from the asset. Where the future economic benefit of an asset is not primarily dependent on the asset’s ability to generate future cash flows, and the asset would be replaced if the NBA were deprived of the asset, its value in use is taken to be its depreciated replacement cost. Derecognition An item of property, plant and equipment is derecognised upon disposal or when no further economic benefits are expected from its use or disposal.

Intangibles The NBA’s intangibles comprise internally developed software and purchased software for internal use. These assets are carried at cost less accumulated amortisation and accumulated impairment losses. Software is amortised on a straight-line basis over its anticipated useful life. The useful lives of the NBA’s software are:

Type 2016 2015

Purchased software 3 years 3 years

Internally developed software 5 years 5 years

All software assets were assessed for indications of impairment at 30 June 2016.

Taxation The NBA is exempt from all forms of taxation except Fringe Benefits Tax (FBT) and the Goods and Services Tax (GST). Revenues, expenses, liabilities and assets are recognised net of GST except:

a) where the amount of the GST incurred is not recoverable from the Australian Taxation Office; and

b) for receivables and payables.

Reporting of Administered Activities Administered revenues, expenses, assets, liabilities and cash flows are disclosed in the administered schedules and related notes. Except where otherwise stated below, administered items are accounted for on the same basis and using the same policies as for departmental items, including the application of Australian Accounting Standards. Administered Cash Transfers to and from the Official Public Account Revenue collected by the NBA for use by the Government rather than the NBA, is administered revenue. Collections are transferred to the Official Public Account (OPA), maintained by the Department of Finance. Conversely, cash is drawn from the OPA to make payments under Parliamentary appropriation on behalf of Government. These transfers to and from the OPA are adjustments to the administered cash held by the NBA on behalf of the Government, and reported as such in the administered cash flow statement and in the administered reconciliation schedule.



Revenue All administered revenues are revenues relating to ordinary activities performed by the NBA on behalf of the Australian Government. As such, administered appropriations are not revenues of the individual entity that oversees distribution or expenditure of the funds as directed. Revenue from rendering of services and funding from State and Territory governments is recognised by reference to the stage of completion of contracts at the reporting date. The revenue is recognised when: a) the amount of revenue, stage of completion, and transaction costs incurred can be reliably

measured; and b) the probable economic benefits associated with the transaction will flow to the NBA. The stage of completion of contracts at the reporting date is determined by reference to services performed to date as a percentage of total services to be performed. The reconciliation between the actual usage and the National Supply Budget Plan is performed in September of the following financial year, and is approved by the Jurisdictional Blood Committee before the NBA return the surplus / charge for extra funding to the States and Territories and the Commonwealth. Loans and Receivables Where loans and receivables are not subject to concessional treatments, they are carried at amortised cost using the effective interest method. Gains and losses due to impairment, derecognition, and amortisation are recognised through profit and loss. Inventories Inventories held for distribution are valued at cost, adjusted for any loss of service potential. Costs incurred in bringing each item of inventory to its present location and condition are assigned as follows: a) raw materials and stores – purchase cost on a first-in-first-out basis; and b) finished goods and work-in-progress – cost of direct materials and labour plus attributable costs that can be allocated on a reasonable basis. Inventories acquired at no cost or nominal consideration are initially measured at current replacement cost at the date of acquisition. Indemnities The maximum amounts payable under the indemnities given is disclosed in Note 7.1B. At the time of completion of the financial statements, there was no reason to believe that the indemnities would be called upon, and no recognition of any liability was therefore required. Grants The NBA administers a number of grant schemes on behalf of the Government. Grant liabilities are recognised to the extent that (i) the services required to be performed by the grantee have been performed, or (ii) the grant eligibility criteria have been satisfied, but payments due have not been made. A commitment is recorded when the Government enters into an agreement to make these grants but services have not been performed or criteria satisfied. National Managed Fund The National Managed Fund was established to manage the liability risks of the Australian Red Cross Blood Service in relation to the provision of blood and blood products. The NBA manages this fund on behalf of the Australian Government and States and Territories. To facilitate the transfer of the fund to the NBA, a special account under Section 78 of the Public Governance, Performance and Accountability Act 2013 was established, and this fund was transferred to the NBA for reporting. The Fund came into effect on 1 July 2000 and to date no claims have been made against it. The balance of the fund as at 30 June 2016 is $120,227,705 (30 June 2015: $116,017,662), and is made up of from a combination of cash, investments and the balance of the special account.



Events After the Reporting Period Departmental There were no events occurring after 30 June 2016 with the potential to significantly affect the ongoing structure and financial activities of the NBA. Administered There were no events occurring after 30 June 2016 with the potential to significantly affect the ongoing structure and financial activities of the NBA.


NATIONAL BLOOD AUTHORITYNOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTSfor the year ended 30 June 2016

1. DEPARTMENTAL FINANCIAL PERFORMANCE2016 2015

NOTE 1.1: Expenses $’000 $’000

Note 1.1A: Employee BenefitsWages and salaries 4 406 4 561

Superannuation:

Defined contribution plans 469 463

Defined benefit plans 368 358

Leave and other entitlements 1 214 1 052

Separation and redundancies ( 230) -

Other employee benefits 242 261

Total employee benefits 6 469 6 695

Note 1.1B: SuppliersGoods and services supplied and rendered

Consultants 173 744

Contractors 58 47

Travel 321 232

Legal 294 123

IT services 871 1 054

Other 732 969

Total goods and services supplied or rendered 2 449 3 169

Goods supplied 245 415

Services rendered 2 204 2 754

Total goods and services supplied or rendered 2 449 3 169

Other suppliersOperating lease rentals in connection with

External parties

Minimum lease payments 494 493

Workers compensation expenses 59 91

Total other suppliers 553 584

Total suppliers 3 002 3 753



2016 2015

NOTE 1.1: Expenses $’000 $’000

Note 1.1C: Losses from Asset SalesProperty, plant and equipment:

Proceeds from sale 1 4

Carrying value of assets sold 8 11

Total losses from asset sales 7 7

NOTE 1.2: Own-Source Income

OWN-SOURCE REVENUE

Note 1.2A: Sale of Goods and Rendering of ServicesRendering of services 290 587

Total sale of goods and rendering of services 290 587



2. DEPARTMENTAL FINANCIAL POSITIONEmployee related information is disclosed in the People and Relationships section

2016 2015

NOTE 2.1: Financial Assets $’000 $’000

Note 2.1A: Trade and Other ReceivablesGoods and Services receivables

Goods and services 82 19 Total goods and services receivables 82 19

Appropriations receivable:For existing programs 574 955

Total appropriations receivable 574 955

Other receivables:GST receivable from the Australian Taxation Office 39 50 Special Account - cash held in the OPA 8 440 8 618

Total other receivables 8 479 8 668

Total trade and other receivables (gross) 9 135 9 642

Receivables are expected to be recovered in:No more than 12 months 9 135 9 642

Total trade and other receivables (net) 9 135 9 642

Receivables (gross) are aged as follows:Not overdue 9 048 9 627 Overdue by: Less than 30 days - 2 30 to 60 days 86 13 61 to 90 days 1 -

Total receivables (gross) 9 135 9 642

Credit terms for goods and services were within 30 days (2015: 30 days)



NOTE 2.2: Non-Financial Assets

Note 2.2A: Reconciliation of the Opening and Closing Balances of Property, Plant and Equipment and Intangibles

Reconciliation of the Opening and Closing Balances of Property, Plant and Equipment and Intangibles (2015-16)

Computer software

internally developed

Computer software

purchased

$'000 $'000 $'000 $'000 $'000

As at 1 July 2015Gross book value 1 042 805 2 928 723 5 498

Accumulated depreciation, amortisation and impairment ( 124) ( 153) ( 2 747) ( 714) ( 3 738)

Net book value 1 July 2015 918 652 181 9 1 760

Additions:By purchase - 106 - 33 139

Depreciation and amortisation ( 124) ( 197) ( 46) ( 7) ( 374)

Disposals:Other - ( 7) - ( 1) ( 8)

Net book value 30 June 2016 794 554 135 34 1 517

Net book value as of 30 June 2016 represented by:Gross book value 1 042 894 2 928 665 5 529

Accumulated depreciation, amortisation and impairment ( 248) ( 340) ( 2 793) ( 631) ( 4 012)

794 554 135 34 1 517

Revaluations of non-financial assets

The NBA did not undertake a revaluation of leasehold improvements or property, plant and equipment during 2015-16 (In 2014, revaluation increment for leasehold improvements of $133,853 and an increment for property, plant and equipment of $19,350 were credited to the asset revaluation surplus by asset class and included in the equity section of the statement of financial position. Revaluation increments for leasehold improvements of $111,774 and for property, plant and equipment of $7,607 reversed previous asset write-downs and were recognised as a gain in the Statement of Comprehensive Income).

No indicators of impairment were found for leasehold improvements, property, plant and equipment, or other intangibles.

Any revaluations were conducted in accordance with the revaluation policy stated at Overview Note. On 30/06/14, an independent valuer conducted revaluations of leasehold improvements and property, plant and equipment.

No leasehold improvements, property, plant and equipment, or other intangibles are expected to be sold or disposed of within the next 12 months.

Other property, plant and

equipment

Leasehold improvements

Intangibles

Total



NOTE 2.2: Non-Financial Assets


Computer software


Computer software

purchased

$'000 $'000 $'000 $'000 $'000

As at 1 July 2014Gross book value 1 034 529 2 828 723 5 114 Accumulated depreciation, amortisation and impairment - - ( 2 676) ( 642) ( 3 318)

Net book value 1 July 2014 1 034 529 152 81 1 796 Additions:

By purchase 8 294 - - 302 Internally developed - - 100 - 100

Depreciation and amortisation ( 124) ( 160) ( 71) ( 72) ( 427) Disposals:

Other disposals - ( 11) - - ( 11)

Net book value 30 June 2015 918 652 181 9 1 760

Net book value as of 30 June 2015 represented by:Gross book value 1 042 805 2 928 723 5 498 Accumulated depreciation, amortisation and impairment ( 124) ( 153) ( 2 747) ( 714) ( 3 738)

918 652 181 9 1 760

Other property,plant and

equipment

Leasehold improvements

Total

Intangibles



2016 2015

NOTE 2.3: Payables $’000 $’000

Note 2.3A: SuppliersTrade creditors and accruals 397 718

Total suppliers 397 718

Suppliers expected to be settledNo more than 12 months 397 718

Total suppliers 397 718

Settlement was usually made within 30 days.

Note 2.3B: Other PayablesWages and salaries 17 ( 68) Superannuation 3 32

Lease incentive 585 608

Total other payables 605 572

Other payables expected to be settledNo more than 12 months 67 ( 5) More than 12 months 538 577

Total other payables 605 572



NOTE 2.4: Other ProvisionsProvision for

restorationTotal

$’000 $’000

Carrying amount 1 July 2015 142 142 Unwinding of discount or change in discount rate ( 1) ( 1)

Closing balance 2016 141 141

2016 2015

Other provisions are expected to be settled in: $’000 $’000

More than 12 months 141 142

Total other provisions 141 142

The NBA currently has 1 agreement (2015: 1) for the leasing of premises which have provisions requiring the NBA to restore the premises to their original condition at the conclusion of the lease. The NBA has made a provision to reflect the present value of this obligation.



3. INCOME AND EXPENSES ADMINISTERED ON BEHALF OF GOVERNMENT2016 2015

NOTE 3.1: Administered - Expenses $’000 $’000

Note 3.1A: Employee BenefitsWages and salaries 215 156

Superannuation:

Defined contribution plans 15 11

Defined benefit plans 24 17

Leave and other entitlements 12 12

Other employee benefits 3 -

269 196

Note 3.1B: SuppliersGoods and services supplied or rendered

Purchases of blood and blood products 1 052 651 955 538

Consultants 1 800 1 325

Contractors 1 654 3 214

Travel 126 117

IT services 290 433

Other 294 191

1 056 815 960 818

1 052 847 955 705

3 968 5 113

1 056 815 960 818

2016 2015

NOTE 3.2: Administered - Income $’000 $’000

Non-Taxation RevenueNote 3.2A: Funding from GovernmentsCommonwealth contributions 2 648 651 535 745

State & Territory contributions 392 214 386 973

Total funding from governments 1 040 865 922 718

Total employee benefits 1

Total goods and services supplied or rendered

Total goods and services supplied or rendered

Goods supplied

Services rendered

1 These salaries relate to a taskforce established to implement a program of work to improve governance and management of immunoglobulin products funded and supplied under the National Blood Agreement. 2 Funding for 2014-15 departs from the 63:37 ratio as a result of prior year acquittals return to the Commonwealth in 2014-15



4. ASSETS AND LIABILITIES ADMINISTERED ON BEHALF OF GOVERNMENT2016 2015

NOTE 4.1: Administered - Financial Assets $’000 $’000

Note 4.1A: Trade and Other ReceivablesGoods and services receivables

Goods and services 13 061 3 077

Total goods and services receivables 13 061 3 077

Other receivables:Special Account - cash held in the OPA 173 516 205 613

Interest 2 050 1 886

GST receivable from the Australian Taxation Office 6 524 4 275

Total other receivables 182 090 211 774


Less impairment allowance:

Goods and services - ( 3 037)


Trade and other receivables are expected to be recovered in:

No more than 12 months 195 151 211 814


Trade and other receivables (gross) were aged as follows:

Not overdue 195 151 211 814

Overdue by:

More than 90 days - 3 037


The impairment allowance is aged as follows:

Overdue by:

More than 90 days - ( 3 037)

Total impairment allowance account - ( 3 037)

Credit terms are within 30 days from date of invoice (2015: 30 days).

Reconciliation of the Impairment Allowance Account

Other Receivables

Opening balance ( 3 037) ( 3 037)

(Increase)/decrease recognised in net surplus 3 037 -

Closing balance - ( 3 037)



2016 2015

NOTE 4.1: Administered - Financial Assets $’000 $’000

Note 4.1B: Other InvestmentsDeposits1

119 600 114 262

Total other investments 119 600 114 262

Other investments are expected to be recovered in:No more than 12 months 53 200 57 062 More than 12 months 66 400 57 200

Total other investments 119 600 114 262

NOTE 4.2: Administered - Non-Financial Assets

Note 4.2A: InventoriesNational Reserve inventory held for distribution 53 934 53 499 Other inventory held for distribution 50 842 56 816

Total inventories 104 776 110 315

During 2015-16, $482,490 of inventory held for distribution related to a net write-off of damaged and expired stock and was recognised as an expense (2015: $251,179). No items of inventory were recognised at fair value less cost to sell. All inventory is expected to be distributed in the next 12 months.

1 Monies invested in term deposits with various approved institutions under Section 58 of the Public Governance, Performance and Accountability Act 2013 , for the purposes of receiving passive investment income.



NOTE 4.2: Administered - Non-Financial Assets


Computer software


Computer software

purchased

$’000 $’000 $’000 $’000As at 1 July 2015Gross book value 430 2 019 147 2 596 Accumulated depreciation, amortisation and impairment ( 98) ( 1 219) ( 147) ( 1 464)

Net book value 1 July 2015 332 800 - 1 132

Additions:Internally developed - 1 785 - 1 785

Depreciation and amortisation ( 144) ( 303) - ( 447)

Net book value 30 June 2016 188 2 282 - 2 470

Net book value as of 30 June 2016 represented by:Gross book value 430 3 804 147 4 381 Accumulated depreciation, amortisation and impairment ( 242) ( 1 522) ( 147) ( 1 911)

188 2 282 - 2 470

No indicators of impairment were found for property, plant and equipment and intangibles.No property, plant or equipment or intangibles are expected to be sold or disposed of within the next 12 months.

Revaluations of non-financial assets


Computer software


Computer software

purchased

$’000 $’000 $’000 $’000

As at 1 July 2014Gross book value 482 1 909 147 2 538 Accumulated depreciation, amortisation and impairment ( 333) ( 738) ( 119) ( 1 190)

Net book value 1 July 2014 149 1 171 28 1 348

Additions:

By purchase 281 - - 281

Internally developed - 110 - 110

Depreciation and amortisation ( 98) ( 481) ( 28) ( 607)

Net book value 30 June 2015 332 800 - 1 132

Net book value as of 30 June 2015 represented by:

Gross book value 430 2 019 147 2 596

Accumulated depreciation, amortisation and impairment ( 98) ( 1 219) ( 147) ( 1 464)

332 800 - 1 132

Note 4.2B: Reconciliation of the Opening and Closing Balances of Property, Plant and Equipment and Intangibles

Property, plant and equipment

Intangibles

Total

Any revaluations are conducted in accordance with the revaluation policy stated at Overview Note. On 30/06/14, an independent valuer conducted revaluations of property, plant and equipment.

The NBA did not undertake a revaluation of property, plant and equipment during 2015-16 (In 2014 $27,499 was credited to the asset revaluation surplus by asset class and included in the other comprehensive income section of the Administered Schedule of Comprehensive Income; no decrement was expensed).

Intangibles

Property, plant and equipment

Total



2016 2015

NOTE 4.3: Administered - Payables $’000 $’000

SuppliersTrade creditors and accruals 51 489 52 864 Total suppliers 51 489 52 864

Suppliers expected to be settledNo more than 12 months 51 489 52 864

Total suppliers 51 489 52 864

Settlement was usually made within 30 days.



5. FUNDING

NOTE 5.1: Appropriations

Annual Appropriation (a)

Advance to the Finance Minister

Section 74Receipts

Section 75Transfers

$'000 $'000 $'000 $'000 $'000 $'000 $'000

DEPARTMENTALOrdinary annual services 5 849 - 90 - 5 939 5 718 221 Capital Budget (b) 63 - - - 63 145 ( 82)

Total departmental 5 912 - 90 - 6 002 5 863 139

ADMINISTEREDOrdinary annual services - - - - - - -

Administered items 7 070 - n/a - 7 070 7 070 -

Total administered 7 070 - n/a - 7 070 7 070 -

(a) Appropriation Act (No.3) 2014-15 $0.300M was returned to the Consolidated Revenue Fund (CRF) as the Government decided not to proceed with the merger of the National Blood Authority and the Australian Organ and Tissue Donation and Transplantation Authority. In addition, savings of $0.130M was returned to the CRF, from Appropriation Act (No.1) 2015-16.

(b) Departmental and Administered Capital Budgets are appropriated through Appropriation Acts (No. 1,3,5). They form part of ordinary annual services, and are not separately identified in the Appropriation Acts.

Annual Appropriation (a)

Advance to the Finance Minister

Section 74Receipts

Section 75Transfers

$'000 $'000 $'000 $'000 $'000 $'000 $'000

DEPARTMENTALOrdinary annual services 6 266 - 42 - 6 308 6 223 85 Capital Budget (b) 672 - - - 672 245 427

Total departmental 6 938 - 42 - 6 980 6 468 512

ADMINISTEREDOrdinary annual services - - - - - - -

Administered items 7 178 - n/a - 7 178 7 178 -

Total administered 7 178 - n/a - 7 178 7 178 -

(a) Appropriation Act (No.3) 2014-15 $0.300M was quarantined for the purpose of the merging with Australian Organ and Tissue Donation and Transplantation Authority.(b) Departmental and Administered Capital Budgets are appropriated through Appropriation Acts (No. 1,3,5). They form part of ordinary annual services, and are not separately identified in the Appropriation Acts.

Appropriation Act PGPA Act

Total appropriation

Annual Appropriations for 2015

Appropriation applied in 2015 (current and

prior years)Variance

5.1A: Annual Appropriations (Recoverable GST exclusive)

Appropriation Act PGPA Act

Total appropriation

Annual Appropriations for 2016

Appropriation applied in 2016 (current and

prior years)Variance



NOTE 5.1: Appropriations

2016 2015

$’000 $’000

DEPARTMENTAL

Cash 54 21

Appropriation Act (No.1) 2014-15 508 655

Appropriation Act (No.3) 2014-15 - 300

Appropriation Act (No.1) 2015-16 66 -

Total 628 976

5.1B: Unspent Annual Appropriations (Recoverable GST exclusive)



NOTE 5.2: Special Accounts

2016 2015 2016 2015

$’000 $’000 $’000 $’000

Balance brought forward from previous period 217 923 299 928 1 421 331

Increases 1 051 120 940 900 61 306 46 514

Appropriation credited to special account 12 933 13 646 - -

Costs recovered - - - -

Realised investments - - 57 059 41 351

Other receipts - Commonwealth contributions 648 651 535 745 - -

Other receipts - State and territory contributions 389 265 390 882 - -

Other receipts - External parties 271 627 4 247 5 163

Total increases 1 051 120 940 900 61 306 46 514

Decreases:

Departmental 9 740 10 674 - -

Payments made to employees 6 373 6 839 - -

Payments made to suppliers 3 367 3 835 - -

Total departmental decreases 9 740 10 674 - -

Administered 1 070 103 1 012 231 62 437 45 424

Payments made to employees 270 196 -

Payments made to suppliers 1 069 833 1 012 035 37 174

Investments made from the special account (PGPA Act section 58) - - 62 400 45 250

Total administered decreases 1 070 103 1 012 231 62 437 45 424

Total decreases 1 079 843 1 022 905 62 437 45 424

Total balance carried forward to the next period 189 200 217 923 290 1 421

1 Appropriation: Public Governance, Performance and Accountability Act 2013 section 80

Establishing Instrument: National Blood Authority Act 2003

2 Appropriation: Public Governance, Performance and Accountability Act 2013 section 78

Establishing Instrument: Public Governance, Performance and Accountability Act 2013 section 78

The National Blood Account 1National Managed Fund (Blood

and Blood Products) 2

Purpose: The National Blood Authority was established on 1 July 2003 with the principal role of managing the national blood arrangements, ensuring sufficient supply and to provide a new focus on the safety and quality of blood and blood products. The funding for blood and blood products is funded from a special account established under the National Blood Authority Act 2003 , section 40. The NBA's activities contributing to its outcome are classified as either departmental or administered. Departmental activities involve the use of assets, liabilities, revenues and expenses controlled by the agency in its own right. Administered activities involve the management or oversight by the NBA on behalf of the Government of items controlled or incurred by the Government.

Purpose: For the receipt of monies and payment of all expenditure related to the management of blood and blood products liability claims against the Australian Red Cross Society (ARCS) in relation to the activities undertaken by the operating division of the ARCS known as the Australian Red Cross Blood Service.



NOTE 5.3: Cash Flow Reconciliation2016 2015

Note 5.3A: Cash Flow Reconciliation $’000 $’000

Reconciliation of net cost of services to net cash from operating activities:

Net (cost of)/contribution by services ( 5 974) ( 6 297)

Revenue from Government 5 719 6 266

Adjustments for non-cash items:Depreciation / amortisation 374 427

Adjustment for retained earnings ( 300) -

Loss on disposal of assets 6 12

Changes in assets and liabilities:(Increase) Decrease in net receivables 509 ( 738) (Increase) in non-financial assets 24 ( 73) Increase (Decrease) in employee provisions 39 ( 144) Increase (Decrease) in supplier payables ( 372) 426 Increase (Decrease) in other provisions 1 ( 5)

Net cash from/(used by) operating activities 26 ( 126)

Note 5.3B: Administered - Cash Flow Reconciliation

Reconciliation of cash and cash equivalents as per Administered Schedule ofAssets and Liabilities to Administered Cash Flow Statement

Reconciliation of net cost of services to net cash from operating activities:

Net (cost of)/contribution by services ( 21 082) ( 42 676)

Adjustments for non-cash items

Depreciation / amortisation 447 607

Movements in assets and liabilities:

(Increase)/decrease in net receivables ( 15 435) 17 997

(Increase)/decrease in inventories 5 538 ( 24 259)

(Increase)/decrease in prepayments 16 ( 38)

Increase/(decrease) in supplier payables ( 1 375) ( 25 166)

Net cash from/(used by) operating activities ( 31 891) ( 73 535)



6. PEOPLE AND RELATIONSHIPS2016 2015

NOTE 6.1: Employee Provisions $’000 $’000

Leave 1 714 1 444

Separations and redundancies - 230

Total employee provisions 1 714 1 674

Employee provisions are expected to be settled in:No more than 12 months 338 484

More than 12 months 1 376 1 190

Total employee provisions 1 714 1 674



NOTE 6.2: Senior Management Personnel Remuneration

2016 2015$ $

Short-term employee benefits:Salary 682 058 711 017 Vehicle allowances 15 163 22 921 Performance bonuses 20 000 20 000 Retention bonuses 2 000 12 000

Total short-term employee benefits 719 221 765 938

Post-employment benefits:Superannuation 108 233 114 612

Total post-employment benefits 108 233 114 612

Other long-term benefits:Annual leave accrued 49 219 57 223 Long-service leave accrued 22 148 27 879

Total other long-term benefits 71 367 85 102

Total senior executive remuneration expenses 898 821 965 652

The total number of senior management personnel that are included in the above table are 4 (2015: 4).



7. MANAGING UNCERTAINTIES

NOTE 7.1: Contingent Assets and Liabilities

Note 7.1A: Contingent Assets and LiabilitiesQuantifiable Contingencies

Unquantifiable Contingencies

Note 7.1B: Administered - Contingent Assets and Liabilities 2016 2015 $’000 $’000

Contingent liabilities

Indemnities 210 793 230 290

Total contingent liabilities 210 793 230 290

Net administered contingent liabilities 210 793 230 290

Quantifiable Administered Contingencies

Unquantifiable Administered Contingencies

Under certain conditions the Australian Government and the States/Territories jointly provide indemnity for the Australian Red Cross Blood Service (the Blood Service) through a cost sharing arrangement for claims, both current and potential, regarding personal injury and damage suffered by a recipient of certain blood products. The Australian Government’s share of any liability is limited to sixty three per cent of any agreed net cost.

The Deed of Agreement between the Australian Red Cross Society (the Red Cross) and the NBA in relation to the operation of the Blood Service includes certain indemnities and a limit of liability in favour of the Red Cross. These cover a defined set of potential business, product and employee risks and liabilities arising from the operations of the Blood Service. Certain indemnities for specific risk events operate within the term of the Deed of Agreement, are capped and must meet specified pre-conditions. Other indemnities and the limitation of liability only operate in the event of the expiry and non renewal, or the earlier termination of the Deed of Agreement relating to the operation of the Red Cross or the cessation of funding for the principal sites, and only within a certain scope. All indemnities are also subject to appropriate limitations and conditions including in relation to mitigation, contributory fault, and the process of handling relevant claims.

In the event of the occurrence of the contingent liability disclosed in the Quantifiable Administered Contingencies, the Commonwealth, or its nominee, would be assigned ownership of the Blood Service Melbourne Processing Centre building.

The Deed of Indemnity between the Red Cross and the NBA indemnifies the Red Cross in relation to the Sydney Processing Centre (SPC) and the Melbourne Processing Centre (MPC) funding arrangements. If the SPC or MPC funding arrangements cease in respect of an SPC or MPC contract for any reason, the NBA indemnifies the Red Cross in respect of the liability of the Red Cross to make payments of a Funded Obligation, to the extent that the payments become due and payable under the terms of the SPC or MPC contract after the date when the Red Cross no longer has sufficient SPC or MPC funding to meet the funded obligations as a result of the cessation of the SPC or MPC funding.

There were no quantifiable contingent assets or liabilities in this reporting period.

There were no unquantifiable contingent assets or liabilities in this reporting period.



2016 2015

NOTE 7.2: Financial Instruments $’000 $’000

NOTE 7.2A: Categories of Financial InstrumentsFinancial Assets

Loans and receivables:

Cash and cash equivalents 54 21 Trade and other receivables 82 19

Carrying amount of financial assets 136 40

Financial LiabilitiesAt amortised cost:

Trade and other creditors 397 718

Carrying amount of financial liabilities 397 718

Note 7.2B: Credit Risk

Note 7.2C: Liquidity Risk

The net fair values of the financial assets and liabilities are at their carrying amounts. The NBA derived no interest income from financial assets in either the current and prior year.

The NBA is exposed to minimal credit risk with the maximum exposure arising from the recognition of carrying amount of each financial assets.

The NBA has sufficient available financial assets to meet all financial liabilities at 30 June 2016.



2016 2015

NOTE 7.3: Administered - Financial Instruments $’000 $’000

NOTE 7.3A: Categories of Financial Instruments

Financial assets

Held-to-maturity investments:

Deposits 119 600 114 262

Total held to maturity investments: 119 600 114 262

Loans and receivables:

Cash and cash equivalents 489 334 Trade and other receivables 15 111 1 926

Total loans and receivables: 15 600 2 260


Financial LiabilitiesFinancial liabilities measured at amortised cost:

Trade and other creditors 51 489 52 864

Total financial liabilities 51 489 52 864

Note 7.3B: Net Gains or Losses on Financial Assets

Held-to-maturity investments

Interest Revenue 4 408 4 732

Net gain on held-to-maturity investments 4 408 4 732

Loans and receivables

Interest Revenue 3 5

Net gain on loans and receivables 3 5

Net gain on financial assets 4 411 4 737



NOTE 7.3: Administered - Financial Instruments

Note 7.3C: Fair Value of Financial Instruments

Financial assets

The fair values of all monetary financial assets approximate their carrying amounts.

Financial liabilities

The fair values of all monetary financial liabilities approximate their carrying amounts.

Note 7.3D: Credit Risk

Note 7.3E: Liquidity Risk

Maturities for non-derivative financial liabilities in 2016

Within 1 year Total$'000 $'000


Total 51 489 51 489

Maturities for non-derivative financial liabilities in 2015

Within 1 year Total

$'000 $'000


Total 52 864 52 864

Note 7.3F: Market Risk

The NBA holds basic financial instruments that do not expose it to certain market risks.

The NBA is not exposed to 'interest rate risk', 'currency risk', or 'other price risk'.

The NBA is exposed to minimal credit risk as loans and receivables are cash and trade receivables. The maximum exposure to credit risk at reporting date in relation to each class of recognised financial assets is the carrying amount of those assets in the statement of financial position. The NBA has no significant exposures to any concentrations of credit risk.

The NBA's financial liabilities are trade and other creditors. The exposure to liquidity risk is based on the notion that the NBA will encounter difficulty in meeting its obligations associated with financial liabilities. This is highly unlikely due to special account funding and internal policies and procedures put in place to ensure there are appropriate resources to meet its financial obligations.


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re d

efin

ed b

elow

.

Leve

l 1:

Quo

ted

pric

es (

unad

just

ed)

in a

ctiv

e m

arke

ts f

or id

enti

cal a

sset

s or

liab

iliti

es t

hat

the

enti

ty c

an a

cces

s at

mea

sure

men

t da

te.

Leve

l 2:

Inpu

ts o

ther

tha

n qu

oted

pri

ces

incl

uded

wit

hin

Leve

l 1 t

hat

are

obse

rvab

le f

or t

he a

sset

or

liabi

lity,

eit

her

dire

ctly

or

indi

rect

ly.

Leve

l 3:

Uno

bser

vabl

e in

puts

for

the

ass

et o

r lia

bilit

y.

1. T

here

has

bee

n no

cha

nges

to

valu

atio

n te

chni

ques

.

2. S

igni

fica

nt u

nobs

erva

ble

inpu

ts o

nly.

Not

app

licab

le f

or a

sset

s or

liab

iliti

es in

the

Lev

el 2

cat

egor

y.

Rec

urrin

g an

d no

n-re

curr

ing

Leve

l 3 fa

ir va

lue

mea

sure

men

ts -

valu

atio

n pr

oces

ses

Cate

gory

(Le

vel 1

, 2

or 3

)Va

luat

ion

tech

niqu

e(s)

1In

puts

use

dRa

nge

(wei

ghte

d av

erag

e)2

Tota

l fai

r va

lue

mea

sure

men

ts o

f as

sets

in t

he s

tate

men

t of

fin

anci

al p

osit

ion

Fair

valu

e m

easu

rem

ents

- hi

ghes

t & b

est u

se d

iffer

s fr

om c

urre

nt u

se fo

r non

-fina

ncia

l ass

ets

(NFA

s)Th

e N

BA's

asse

ts a

re h

eld

for

oper

atio

nal p

urpo

ses

and

not

held

for

the

pur

pose

s of

der

ivin

g a

prof

it.

The

curr

ent

use

of a

ll co

ntro

lled

asse

ts is

con

side

red

thei

r hi

ghes

t an

d be

st u

se.

For

Leve

ls 2

and

3 f

air

valu

e m

easu

rem

ents

Fair

val

ue m

easu

rem

ents

at

the

end

of t

he r

epor

ting

per

iod


NA

TIO

NA

L BL

OO

D A

UTH

ORI

TYN

OTE

S TO

AN

D F

ORM

ING

PA

RT O

F TH

E FI

NA

NCI

AL

STA

TEM

ENTS

for

the

year

end

ed 3

0 Ju

ne 2

016

NO

TE 7

.4:

F

air

Valu

e M

easu

rem

ent

Not

e 7.

4B:

Leve

l 1 a

nd L

evel

2 t

rans

fers

for

rec

urri

ng f

air

valu

e m

easu

rem

ents

Recu

rrin

g fa

ir v

alue

mea

sure

men

ts t

rans

ferr

ed b

etw

een

Leve

l 1 a

nd L

evel

2 f

or a

sset

s an

d lia

bilit

ies:

Ther

e ha

ve b

een

no t

rans

fers

bet

wee

n le

vels

of

the

hier

arch

y du

ring

the

yea

r.

The

NBA

's po

licy

for

dete

rmin

ing

whe

n tr

ansf

ers

betw

een

leve

ls a

re d

eem

ed t

o ha

ve o

ccur

red

can

be f

ound

in t

he O

verv

iew

Not

e.

Not

e 7.

4C:

Reco

ncili

atio

n fo

r re

curr

ing

Leve

l 3 f

air

valu

e m

easu

rem

ents 20

1620

1520

1620

1520

1620

15$'

000

$'00

0$'

000

$'00

0$'

000

$'00

0O

peni

ng b

alan

ce1

918

1

034

6

4

80

982

1

114

Purc

hase

s-

8

-

0

-

8

Tota

l gai

ns/(

loss

es)

in a

ccum

ulat

ed d

epre

ciat

ion

( 1

24)

(

124

)

( 1

6)

(16)

( 1

40)

(

140

)

Clos

ing

bala

nce

794

9

18

48

64 8

42

982

The

enti

ty's

polic

y fo

r de

term

inin

g w

hen

tran

sfer

s be

twee

n le

vels

are

dee

med

to

have

occ

urre

d ca

n be

fou

nd in

the

Ove

rvie

w N

ote.

1. O

peni

ng b

alan

ce a

s de

term

ined

in a

ccor

danc

e w

ith

AASB

13

Non

-fin

anci

al a

sset

s

Leas

ehol

d im

prov

emen

tsPr

oper

ty,

plan

t &

equ

ipm

ent

Tota

l


NA

TIO

NA

L BL

OO

D A

UTH

ORI

TYN

OTE

S TO

AN

D F

ORM

ING

PA

RT O

F TH

E FI

NA

NCI

AL

STA

TEM

ENTS

for

the

year

end

ed 3

0 Ju

ne 2

016

NO

TE 7

.5:

A

dmin

iste

red

- Fa

ir V

alue

Mea

sure

men

t

Not

e 7.

5A:

Fai

r Va

lue

Mea

sure

men

ts,

Valu

atio

n Te

chni

ques

and

Inpu

ts U

sed

2016

2015

$'00

0$'

000

Non

-fin

anci

al a

sset

s:

Prop

erty

, pl

ant

and

equi

pmen

t17

430

2

2

Mar

ket

Appr

oach

Cons

umed

eco

nom

ic b

enef

it /

Obs

oles

cenc

e of

ass

et25

.0%

- 25

.0%

(25%

) pe

r an

num

Adju

sted

mar

ket

tran

sact

ions

Prop

erty

, pl

ant

and

equi

pmen

t14

30

3

D

epre

ciat

ed R

epla

cem

ent

Cost

(D

RC)

Repl

acem

ent

Cost

New

12.5

% -

16.7

% (1

5.2%

) pe

r an

num

Tota

l non

-fin

anci

al a

sset

s

188

332

188

332

Ass

ets

not

mea

sure

d at

fai

r va

lue

in t

he s

tate

men

t of

fin

anci

al p

osit

ion:

The

NBA

did

not

mea

sure

any

non

-fin

anci

al a

sset

s at

fai

r va

lue

on a

non

- re

curr

ing

basi

s as

at

30 J

une

2016

.

Sign

ific

ant

Leve

l 3 in

puts

uti

lised

by

the

NBA

are

der

ived

and

eva

luat

ed a

s fo

llow

s:

The

follo

win

g ta

bles

pro

vide

an

anal

ysis

of

asse

ts a

nd li

abili

ties

tha

t ar

e m

easu

red

at f

air

valu

e. T

he d

iffe

rent

leve

ls o

f th

e fa

ir v

alue

hie

rarc

hy a

re d

efin

ed b

elow

.Le

vel 1

: Q

uote

d pr

ices

(un

adju

sted

) in

act

ive

mar

kets

for

iden

tica

l ass

ets

or li

abili

ties

tha

t th

e en

tity

can

acc

ess

at m

easu

rem

ent

date

.Le

vel 2

: In

puts

oth

er t

han

quot

ed p

rice

s in

clud

ed w

ithi

n Le

vel 1

tha

t ar

e ob

serv

able

for

the

ass

et o

r lia

bilit

y, e

ithe

r di

rect

ly o

r in

dire

ctly

.Le

vel 3

: U

nobs

erva

ble

inpu

ts f

or t

he a

sset

or

liabi

lity.

Rec

urrin

g an

d no

n-re

curr

ing

Leve

l 3 fa

ir va

lue

mea

sure

men

ts -

valu

atio

n pr

oces

ses

The

NBA

pro

cure

d th

e se

rvic

e of

the

Aus

tral

ian

Valu

atio

n So

luti

on (

AVS)

to

unde

rtak

e a

com

preh

ensi

ve v

alua

tion

of

all n

on-f

inan

cial

ass

ets

at 3

0 Ju

ne 2

014.

The

ent

ity

test

s th

e pr

oced

ures

of

the

valu

atio

n m

odel

as

an in

tern

al m

anag

emen

t re

view

at

leas

t on

ce e

very

12

mon

ths

(wit

h a

form

al r

eval

uati

on u

nder

take

n on

ce e

very

thr

ee y

ears

). If

a p

arti

cula

r as

set

clas

s ex

peri

ence

s si

gnif

ican

t an

d vo

lati

le c

hang

es in

fai

r va

lue

(i.e

. w

here

indi

cato

rs s

ugge

st t

hat

the

valu

e of

the

cla

ss h

as c

hang

ed m

ater

ially

sin

ce t

he

prev

ious

rep

orti

ng p

erio

d),

that

cla

ss is

sub

ject

to

spec

ific

val

uati

on in

the

rep

orti

ng p

erio

d, w

here

pra

ctic

able

, re

gard

less

of

the

tim

ing

of t

he la

st s

peci

fic

valu

atio

n.

Ther

e is

no

chan

ge in

the

val

uati

on t

echn

ique

sin

ce t

he p

rior

yea

r.

Tota

l fai

r va

lue

mea

sure

men

ts o

f as

sets

in t

he s

tate

men

t of

fin

anci

al p

osit

ion

Fair

valu

e m

easu

rem

ents

- hi

ghes

t & b

est u

se d

iffer

s fr

om c

urre

nt u

se fo

r non

-fina

ncia

l ass

ets

(NFA

s)Th

e N

BA's

asse

ts a

re h

eld

for

oper

atio

nal p

urpo

ses

and

not

held

for

the

pur

pose

s of

der

ivin

g a

prof

it.

The

curr

ent

use

of a

ll co

ntro

lled

asse

ts is

con

side

red

thei

r hi

ghes

t an

d be

st u

se.

1. T

here

has

bee

n no

cha

nges

to

valu

atio

n te

chni

ques

.

2. S

igni

fica

nt u

nobs

erva

ble

inpu

ts o

nly.

Not

app

licab

le f

or a

sset

s or

liab

iliti

es in

the

Lev

el 2

cat

egor

y.

Fair

val

ue m

easu

rem

ents

at

the

end

of t

he r

epor

ting

pe

riod

For

Leve

ls 2

and

3 f

air

valu

e m

easu

rem

ents

Cate

gory

(Le

vel 1

, 2

or 3

)Va

luat

ion

tech

niqu

e(s)

1In

puts

use

dRa

nge

(wei

ghte

d av

erag

e)2

Prop

erty

, Pl

ant

and

Equi

pmen

t -

Cons

umed

eco

nom

ic b

enef

it /

Obs

oles

cenc

e of

ass

etAs

sets

tha

t do

not

tra

nsac

t w

ith

enou

gh f

requ

ency

or

tran

spar

ency

to

deve

lop

obje

ctiv

e op

inio

ns o

f va

lue

from

obs

erva

ble

mar

ket

evid

ence

hav

e be

en m

easu

red

utili

sing

the

cos

t (D

epre

ciat

ed R

epla

cem

ent

Cost

or

DRC

) ap

proa

ch.

Und

er t

he D

RC a

ppro

ach

the

esti

mat

ed c

ost

to r

epla

ce t

he a

sset

is c

alcu

late

d an

d th

en a

djus

ted

to t

ake

into

acc

ount

its

cons

umed

eco

nom

ic b

enef

it /

ass

et o

bsol

esce

nce

(acc

umul

ated

Dep

reci

atio

n).

Cons

umed

eco

nom

ic b

enef

it /

ass

et o

bsol

esce

nce

has

been

det

erm

ined

bas

ed o

n pr

ofes

sion

al j

udgm

ent

rega

rdin

g ph

ysic

al,

econ

omic

and

ext

erna

l obs

oles

cenc

e fa

ctor

s re

leva

nt t

o th

e as

set

unde

r co

nsid

erat

ion.

Rec

urrin

g Le

vel 3

fair

valu

e m

easu

rem

ents

- se

nsiti

vity

of i

nput

s

The

sign

ific

ant

unob

serv

able

inpu

ts u

sed

in t

he f

air

valu

e m

easu

rem

ent

of t

he N

BA's

prop

erty

, pl

ant

and

equi

pmen

t as

set

clas

ses

rela

te t

o th

e co

nsum

ed e

cono

mic

ben

efit

/ a

sset

obs

oles

cenc

e. A

sig

nifi

cant

incr

ease

(de

crea

se)

in t

his

inpu

t w

ould

res

ult

in a

si

gnif

ican

tly

low

er (

high

er)

fair

val

ue m

easu

rem

ent.

Prop

erty

, Pl

ant

and

Equi

pmen

t -

Cons

umed

eco

nom

ic b

enef

it /

Obs

oles

cenc

e of

ass

et



NOTE 7.5: Administered - Fair Value Measurement

Note 7.5B: Level 1 and Level 2 transfers for recurring fair value measurementsRecurring fair value measurements transferred between Level 1 and Level 2 for assets and liabilities:

There have been no transfers between levels of the hierarchy during the year.

Note 7.5C: Reconciliation for recurring Level 3 fair value measurements

2016 2015 2016 2015$'000 $'000 $'000 $'000

Opening balance1 30 46 30 46

Total gains/(losses) in accumulated depreciation ( 16) ( 16) ( 16) ( 16)

Closing balance 14 30 14 30

Total


The NBA's policy for determining when transfers between levels are deemed to have occurred can be found in the Overview Note.

The entity's policy for determining when transfers between levels are deemed to have occurred can be found in the Overview Note.

1. Opening balance as determined in accordance with AASB 13

Property, plant & equipment



8. OTHER INFORMATION

NOTE 8.1: Reporting of Outcomes

Note 8.1A: Net Cost of Outcome Delivery

2016 2015

$'000 $'000Departmental

Expenses 9 851 10 887

Own-source income 3 877 4 590

Expenses 1 066 361 970 198

Income 396 628 391 777

Net cost of outcome delivery 1 675 707 584 718

Note 8.1B: Major Classes of Expenses, Income, Assets and Liabilities by Outcomes

Refer to Resource for outcomes table in this Annual Report.

Outcome 1 is described in the Overview Note. Net costs shown include intra-government costs that were eliminated in calculating the actual Budget Outcome.

Administered

Outcome 1

The NBA has only one Outcome. Refer to the Statement of Comprehensive Income, the Statement of Financial Position, the Administered Schedule of Comprehensive Income and the Administered Schedule of Assets and Liabilities.

1 The net cost of outcome delivery reflects the cost of the Australian Government only.



Note 8.2A: Departmental Budgetary Reports

Statement of Comprehensive Income for the NBAfor the year ended 30 June 2016

ActualOriginal ¹ Variance ²

2016 2016 2016

NET COST OF SERVICES $’000 $’000 $’000

ExpensesEmployee benefits 6 469 6 405 64

Suppliers 3 002 2 930 72

Depreciation and amortisation 374 389 ( 15)

Finance costs - Unwinding of discount ( 1) 7 ( 8)

Losses from asset sales 7 - 7

Total expenses 9 851 9 731 120

Own-Source IncomeOwn-source revenue

Sale of goods and rendering of services 290 - 290

Other revenue - Funding from State and Territory governments 3 493 3 420 73

Total own-source revenue 3 783 3 420 363

Gains

Resources received free of charge - Remuneration of auditors 94 94 -

Total gains 94 94 -

Total own-source income 3 877 3 514 363

Net cost of services 5 974 6 217 ( 243)

Revenue from Government - Departmental annual appropriations 5 719 5 849 ( 130)

Surplus (Deficit) attributable to the Australian Government ( 255) ( 368) 113

Total comprehensive income/(loss) attributable to the Australian Government ( 255) ( 368) 113

2. Between the actual and original budgeted amount for 2016. Explanations of major variances are provided further below.

NOTE 8.2: Budgetary Reports and Explanations of Major Variances

The following tables provide a comparison of the original budget as presented in the 2015-16 Portfolio Budget Statements (PBS) to the 2015-16 final outcome as presented in accordance with Australian Accounting Standards for the NBA. The Budget is not audited.

Budget estimate

1. The NBA's original budgeted financial statement that was first presented to parliament in respect of the reporting period (i.e. from the NBA's 2015-16 Portfolio Budget Statements (PBS)).



Statement of Financial Position for the NBAas at 30 June 2016


2016 2016 2016

ASSETS $’000 $’000 $’000

Financial Assets

Cash and cash equivalents 54 29 25

Trade and other receivables 9 135 8 558 577

Total financial assets 9 189 8 587 602

Non-Financial Assets

Leasehold improvements 794 936 ( 142)

Property, plant and equipment 554 804 ( 250)

Intangibles 169 440 ( 271)

Prepayments 149 100 49

Total non-financial assets 1 666 2 280 ( 614)

Total assets 10 855 10 867 ( 12)

LIABILITIESPayables

Suppliers 397 397 -

Other payables 605 564 41


Provisions

Employee provisions 1 714 1 589 125

Other provisions 141 412 ( 271)

Total provisions 1 855 2 001 ( 146)

Total liabilities 2 857 2 962 ( 105)

Net assets 7 998 7 905 93

EQUITYContributed equity 3 313 3 313 -

Reserves 359 359 -

Retained surplus 4 326 4 233 93

Total equity 7 998 7 905 93

Budget estimate




NA

TIO

NA

L BL

OO

D A

UTH

ORI

TYN

OTE

S TO

AN

D F

ORM

ING

PA

RT O

F TH

E FI

NA

NCI

AL

STA

TEM

ENTS

for

the

year

end

ed 3

0 Ju

ne 2

016

Stat

emen

t of

Cha

nges

in E

quit

y fo

r th

e N

BAfo

r the

yea

r end

ed 3

0 Ju

ne 2

016

Act

ual

Act

ual

Act

ual

Act

ual

Ori

gina

l ¹Va

rian

ce ²

Ori

gina

l ¹Va

rian

ce ²

Ori

gina

l ¹Va

rian

ce ²

Ori

gina

l ¹Va

rian

ce ²

2016

2016

2016

2016

2016

2016

2016

2016

2016

2016

2016

2016

$’00

0$’

000

$’00

0$’

000

$’00

0$’

000

$’00

0$’

000

$’00

0$’

000

$’00

0$’

000

Ope

ning

bal

ance

Bala

nce

carr

ied

forw

ard

from

pre

viou

s pe

riod

4 88

1

4

601

280

3

59

359

-

3 25

0

3

250

-

8

490

8 21

0

2

80

Adj

uste

d op

enin

g ba

lanc

e4

881

4 60

1

2

80

359

3

59

-

3

250

3 25

0

-

8 49

0

8

210

280

Com

preh

ensi

ve In

com

e

Surp

lus

/ (D

efic

it)

for

the

peri

od(

255)

( 36

8)

1

13

-

-

-

-

-

-

( 25

5)

(

368)

113

Tota

l com

preh

ensi

ve in

com

e(

255)

( 36

8)

1

13

-

-

-

-

-

-

( 25

5)

(

368)

113

Tran

sact

ions

wit

h ow

ners

Dis

trib

utio

ns t

o ow

ners

Retu

rns

of c

apit

al -

Res

truc

turi

ng(

300)

-

(

300)

-

-

-

-

-

-

( 30

0)

-

( 30

0)

Cont

ribu

tion

s by

ow

ners

Dep

artm

enta

l cap

ital

bud

get

-

-

-

-

-

-

63

6

3

-

6

3

63

-

Tota

l tra

nsac

tion

s w

ith

owne

rs(

300)

-

(

300)

-

-

-

6

3

63

-

( 23

7)

6

3

( 30

0)

Clos

ing

bala

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Cash Flow Statement for the NBAfor the year ended 30 June 2016


2016 2016 2016

OPERATING ACTIVITIES $’000 $’000 $’000

Cash received

Appropriations 5 718 5 849 ( 131)

Sales of goods and rendering of services 3 742 3 420 322

Net GST received 308 224 84

Total cash received 9 768 9 493 275

Cash used

Employees 6 373 6 405 ( 32)

Suppliers 3 548 2 937 611

Cash transferred to the Official Public Account ( 179) 114 ( 293)

Total cash used 9 742 9 456 286

Net cash from/(used by) operating activities 26 37 ( 11)

INVESTING ACTIVITIESCash received

Proceeds from sales of property, plant and equipment 1 - 1

Total cash received 1 - 1

Cash used

Purchase of property, plant and equipment 106 100 6

Purchase of intangibles 33 - 33

Total cash used 139 100 39

Net cash (used by) investing activities ( 138) ( 100) ( 38)

FINANCING ACTIVITIESCash received

Contributed equity - Departmental capital budget 145 63 82

Total cash received 145 63 82

Net cash from financing activities 145 63 82

Net increase / (decrease) in cash held 33 - 33

Cash and cash equivalents at the beginning of the reporting period 21 29 ( 8)

Cash and cash equivalents at the end of the reporting period 54 29 25

Budget estimate





Note 8.2B: Departmental Major Budget Variances for 2016

Statement of Comprehensive Income Rendering of Services Sale of goods and rendering of services (Statement of This variance resulted from additional funds from the Department of Comprehensive Income)Health - Queensland $0.200m.

Statement of Financial PositionTrade and other receivablesThis variance is primarily as a result of residual undrawn Departmental Trade and other receivables, Property, plant and Capital Budget Appropriation of $0.508m. equipment, Intangibles (Statement of Financial Position)

Other provisionsThis variance has resulted from the reversal of a redundancy provisionoriginally created for the merging between the NBA and the OTA.

Statement of Changes in Equity for the NBADistributions to ownersReturn of funding to the Commonwealth as result of the merger with Transactions with owners (Statement of Changes in Australian Organ and Tissue Donation and Transplantation Authority Equity for the NBA)not proceeding.

Explanations of major variances Affected line items (and statement)

Other provisions (Statement of Financial Position), Employee expenses (Statement of Comprehensive Income)



Note 8.2C: Administered Budgetary Reports

Administered Schedule of Comprehensive Income for the NBAfor the year ended 30 June 2016

Actual

Original ¹ Variance ²

2016 2016 2016

NET COST OF SERVICES $’000 $’000 $’000

ExpensesEmployee Benefits 269 57 212

Suppliers 1 056 815 1 205 116 ( 148 301)

Grants - Non-profit organisations (Australian Red Cross Blood Service) 8 830 8 577 253

Depreciation and amortisation 447 487 ( 40)

Total expenses 1 066 361 1 214 237 ( 147 876)

IncomeRevenue

Non-taxation revenue

Funding from governments 1 040 865 1 159 164 ( 118 299)

Interest - Deposits 4 411 - 4 411

Other revenue 3 - 3

Total non-taxation revenue 1 045 279 1 159 164 ( 113 885)

Total revenue 1 045 279 1 159 164 ( 113 885)

Net (cost of) / contribution by services ( 21 082) ( 55 073) 33 991

Surplus/(Deficit) ( 21 082) ( 55 073) 33 991

Total comprehensive income ( 21 082) ( 55 073) 33 991

Budget estimate





Administered Schedule of Assets and Liabilities for the NBAas at 30 June 2016

Actual

Original ¹ Variance ²

2016 2016 2016

ASSETS $’000 $’000 $’000

Financial assets

Cash and cash equivalents 489 363 126

Trade and other receivables 195 151 27 020 168 131

Other investments 119 600 121 026 ( 1 426)

Total financial assets 315 240 148 409 166 831


Inventories 104 776 87 559 17 217

Property, plant and equipment 188 47 141

Intangibles 2 282 321 1 961

Prepayments 76 055 76 032 23

Total non-financial assets 183 301 163 959 19 342

Total assets administered on behalf of Government 498 541 312 368 186 173

LIABILITIESPayables

Suppliers 51 489 80 888 ( 29 399)

Total payables 51 489 80 888 ( 29 399)

Total liabilities administered on behalf of Government 51 489 80 888 ( 29 399)

Net assets 447 052 231 480 215 572

Budget estimate





Note 8.2D: Administered Major Budget Variances for 2016

Administered Schedule of Comprehensive IncomeSuppliers

Funding from governments

Administered Schedule of Assets and LiabilitiesTrade and other receivables

Intangibles

Suppliers

Explanations of major variances Affected line items (and statement)

END OF FINANCIAL STATEMENTS

Suppliers (Administered Schedule of Comprehensive Income), Deficit/Surplus (Administered Schedule of Comprehensive Income)

Funding from governments (Administered Schedule of Comprehensive Income), Deficit/Surplus (Administered Schedule of Comprehensive Income)

The 2015-16 Portfolio Budget Statements does not classify Special Account - cash held in the OPA as Trade and other receivables.

Trade and other receivables (Administered Schedule of Assets and Liabilities)

This variance relates to the capitalisation of "BloodSTAR" (Blood System for Tracking Authorisations and Reviews), a new ICT system.

Intangibles (Administered Schedule of Assets and Liabilities)

This variance is as a result of a range of factors including:- the return by the Blood Service of $28.500m as a result of efficiencies associated with the 2014-15 Output Based Funding Model;- the full year impact of reduced contract prices as a result of new tenders in 2013-14 (and the partial year impact for new tenders in 2015-16) for imported blood products;- a continuation of a reduction in the demand for fresh blood products as a result of improved appropriate use and reduced wastage; - and an over estimation of budgeted supplier costs.

The variance predominantly relates to two factors:- the return of $113m to the Commonwealth, and State and Territory Governments for the 2014-15 end of year reconciliation as part of the National Blood Agreement; and- balance being the mid year review reduction for the 2015-16 National Supply Plan and Budget.

This variance is as a result of a decrease in Suppliers and timing of payments at year end.

Suppliers (Administered Schedule of Assets and Liabilities)


APPENDIX 1. COMMITTEE AND BOARD MEMBER PROFILES

APPENDIX 2. FRESH BLOOD COMPONENTS SUPPLIED UNDER CONTRACT BY THE BLOOD SERVICE IN 2015-16

APPENDIX 3. PLASMA AND RECOMBINANT PRODUCTS SUPPLIED UNDER CONTRACT IN 2015-16

APPENDIX 4. MANDATORY REPORTING

APPENDIX 5. LIST OF REQUIREMENTS

APPENDIX 6. ACRONYMS AND ABBREVIATIONS

INDEX

APPENDICES

PART 5

APPENDIX 1. COMMITTEE AND BOARD MEMBER PROFILES

NBA Board Continuing MembersMs Gayle Ginnane — chair

Ms Gayle Ginnane was CEO of the Private Health Insurance Administration Council, a government agency reporting to the Minister for Health and Ageing, with financial and regulatory responsibility for the private health insurance industry until May 2008 and has broad experience as a senior manager in an insurance and regulatory environment, and an in depth understanding of governance, risk management and finance.

Ms Ginnane has considerable experience as an independent director on a number of boards, both commercial and not for profit, in the voluntary, government and private sectors. As well as Chair of the NBA Board, Ms Ginnane is a councillor on the Australian Pharmacy Council and a director of Police Health. She has also contributed to a number of voluntary organisations at senior and Board levels including Scouts ACT, the Arthur Shakespeare Foundation for Scouting and the Community Living Project.

Ms Ginnane is a member of the Institute of Public Administration, a fellow of the Australian Institute of Company Directors and an affiliate member of the Institute of Actuaries of Australia.

Ms Ginnane was appointed Chair of the NBA Board in May 2011.


Mr Paul Bedbrook — financial expertMr Paul Bedbrook has had a connection with blood issues via his personal involvement with haemophilia for over two decades. He is the father of two adult sons with haemophilia. For much of those two decades Mr Bedbrook has been involved with the Haemophilia Foundation NSW (HFNSW) and the Haemophilia Foundation Australia (HFA). He is a past President of HFNSW and past Treasurer of HFA. He brings his personal experiences with blood issues to the Board as well as feedback from a community of individuals who rely on the blood and plasma products distributed to Australia’s health services under the auspices of the NBA.

Professionally, Mr Bedbrook has over 30 years of experience in financial services. He was a senior executive for over 20 years with the Dutch

global banking, insurance and investment group, ING. His early career was as an investment analyst and investment portfolio manager and he was the General Manager Investments and Chief Investment Officer for the Mercantile Mutual (ING) Group in Sydney from 1987 to 1995. In the decade to 2010, he was President and CEO, INGDIRECT, Canada; CEO and director of ING Australia and Regional CEO, ING Asia Pacific based in Hong Kong. His current roles include: Chairman of Zurich Financial Services Australia Ltd, Independent non-executive Director of Credit Union Australia (CUA) Ltd, Independent Chairman of ASX listed Elanor Investors Group and Chairman of Disability Sports Australia.

Mr Bedbrook was appointed community representative on the NBA Board from May 2011 to August 2013. Mr Bedbrook was appointed financial expert on the NBA Board in August 2013 and is a member of the NBA Audit Committee.

Professor Chris Brook PSM—state and territory representative (large jurisdiction)

Professor Chris Brook is an independent health policy consultant.

He has held the position of Chief Advisor Innovation, Safety and Quality for the Department of Health and Human Services (DHHS), Victoria, a flexible role that relates to in depth analysis and thinking about major policy issues, separate from day-to-day operations. Examples include Clinical Trials, Quality and Safety, Innovation and Transformation approaches to improve services to all Victorians.

As a personal appointment, he has also held the position of State Health and Medical Commander (Emergency Management). This position provides command and coordination across the whole of DHHS services, encompassing all hospitals; ambulances; and others when a large scale emergency event occurs.

He sits on the Clinical Trials Advisory Committee auspiced by the Commonwealth Department of Industry, and the Advisory Board of the National Blood Authority. Other appointments have included the Advisory Board of the Australian Commission on Safety and Quality in Health Care and the Board of the Centre for Evidence in Intervention and Preventive Science and chairing the Advisory Board of the Deakin School of Medicine.

Professor Brook was appointed to the NBA Board in May 2011.

PART 5 APPENDICES 155

Mark Cormack— Australian Government representativeMr Mark Cormack is responsible for strategic national health policy, portfolio strategies and international engagement at the Department of Health. His National Program responsibilities include Primary Health, Mental Health, Public Hospital Funding agreements and dental.

Prior to joining the department in February 2015 Mark was Deputy Secretary of the Immigration Status Resolution Group (ISRG) in the Department of Immigration and Border Protection (DIBP) from August 2013 – January 2015. ISRG is responsible for managing and resolving the immigration status of people who do not have legal authority to be in Australia or who are in breach of their visa conditions. The group is also responsible for the onshore detention network, community detention, bridging visa programs, and the department’s compliance and removals functions. In addition, the group works with other countries to implement offshore processing and refugee settlement. Mark was the Department’s senior executive responsible for implementation of Operation Sovereign Borders.

Prior to joining DIBP, Mark was appointed the first Chief Executive Officer of Health Workforce Australia (HWA) in January 2010. HWA was a Commonwealth Statutory Authority, established by the Council of Australian Governments (COAG) which planned, funded, researched and delivered programs to enhance and develop Australia’s health workforce.

From July 2006 to January 2010 Mark was Chief Executive of ACT Health.

Mark has had a number of senior roles in the public healthcare system, including Member, Australian Health Ministers’ Advisory Council (AHMAC); Chair, AHMAC Health Policy Priorities Principal Committee; and Board director, National E Health Transition Authority.

Mark has worked in and for the public healthcare sector for over 30 years in various capacities as a health professional, senior manager, policy maker, planner, agency head and industry advocate. He has a Bachelor of Applied Science (University of Sydney) and Master of Health Management (University of Wollongong).

Mark was appointed to the NBA Board in July 2015.

Professor George Rubin MB BS (Hons) FRACP FAFPHM FAChAM—public health expert

George is an associate medical director in South Eastern Sydney Health District and a professor of public health at the Universities of Sydney and NSW.

In the past he was President of the Australasian Faculty of Public Health Medicine; chaired the Australian Technical Advisory Group on Immunization; and, served as director of Epidemiology and then Chief Health Officer for NSW Health.

He has worked as a medical epidemiologist with the US Centers for Disease Control in Atlanta, USA and in Bangladesh. He has published more than 150 scientific papers and works clinically as an addiction medicine specialist.

Professor Rubin was appointed to the NBA Board in May 2011.


Ms Patricia (Patti) Warn — community representativeTrained originally as a secondary school teacher in Tasmania, Ms Warn was a social and political researcher for the ABC’s Four Corners program in Sydney for several years before becoming a Ministerial Advisor in Canberra across social security, health, community services and immigration. She organised national community consultations to inform policy development in reforming disability services, women’s health, HIV/AIDS, Creutzfeldt–Jakob disease awareness and aged care.

Ms Warn was a member of the Commonwealth Immigration Review Tribunal for five years.

In retirement Ms Warn was appointed to the NSW Ministerial Advisory Committee on Ageing and became an Official Visitor to mental health facilities under the NSW Mental Health Act. She served for seven years as a Board member of Uniting Care Ageing’s Sydney region and later on its Advisory Committee.

Ms Warn has been a lay member of the NSW Law Society’s Professional Conduct Committee for a decade and has represented consumer interests on committees of the Australian Commission on Safety and Quality in Health Care, Health Workforce Australia, the Australian Council on Health Care Standards and the Australian Health Practitioner Registration Agency. She is on the Board of the Seniors Rights Service (SRS) in Sydney.

Ms Warn’s personal commitment to the NBA stems from her mother’s life being saved by blood transfusions following a postpartum haemorrhage 60 years ago.

Ms Warn was appointed to the NBA Board as the community representative in August 2013.

Audit Committee Chair

Mr Ken Barker Until 2009 Mr Barker had some 42 years of experience in the New South Wales Government. He worked for New South Wales Health for 24 years where his last appointment was as Chief Financial Officer. He is now director of his own company, which specialises in financial management and provision of strategic advice, mainly to government agencies. He is also a member of a number of state government governance boards and of several New South Wales agency audit and risk committees.

Mr Barker has worked with the former New South Wales Blood Transfusion Service, and has made important contributions to many of the key decisions and events that have shaped the current Australian blood sector: the establishment of the Australian Red Cross Blood Service and the NBA; provision of national indemnity arrangements for

blood and blood products; the Stephen Review of the Australian Blood Banking and Plasma Product Sector; and the 2008 KPMG business study of the Blood Service.

Mr Barker was appointed to the NBA Interim Board and has served as a full Board member since the inception of the NBA. He was reappointed in May 2011 and his term extended until August 2013. He served as Chair of the NBA Audit Committee between 2003 and 2007 and continued to serve as an Audit Committee member, until his appointment as Chair in October 2013.


APPENDIX 2. FRESH BLOOD COMPONENTS SUPPLIED UNDER CONTRACT BY THE BLOOD SERVICE IN 2015-16


TABLE 5.1 Fresh blood components supplied under contract by the Blood Service, 2015-16

Product Type Name Presentation JBC Price

Red blood cells Whole blood (WB) red cells leucodepleted

>200ml1 $374.72

WB paediatric red cells leucodepleted (set of 4)

25-100ml1 $387.66

WB washed red cells leucodepleted >130ml1 $422.69

Platelets WB platelet pool leucodepleted >160ml1 $387.01

Apheresis platelet leucodepleted 100-400ml1 $541.70

Paediatric apheresis platelet leucodepleted (set of 4)

40-60ml1 $535.41

Clinical fresh frozen plasma (FFP)

WB clinical FFP 295ml+/-10%1 $304.22

WB paediatric clinical FFP (set of 4) 60-80ml1 $353.94

Apheresis clinical FFP 295ml +/-10%1 $340.76

Cryoprecipitate WB cryoprecipitate 30-40ml1 $177.15

Apheresis cryoprecipitate 54-66ml1 $314.25

Cryo-depleted plasma WB cryo-depleted plasma 215-265ml1 $55.62

Apheresis cryo-depleted plasma 495-605ml1 $159.03

Other products Autologous donation NA $412.78

Directed donation complying with AHMAC guidelines

NA $375.92

Serum eye drops Single Collection $477.68

Plasma for Fractionation

Plasma for Fractionation2 Presentation size NA, but costed per kg

$412.79

1 The presentation volume for a typical unit content is specified in the Australian Red Cross Blood Service Blood Component Information, 2012. URL: http://resources.transfusion.com.au/cdm/ref/collection/p16691coll1/id/18

2 Plasma for Fractionation is supplied to CSL Behring (Australia) Pty Ltd for manufacturing plasma derived products


http://resources.transfusion.com.au/cdm/ref/collection/p16691coll1/id/18

APPENDIX 3. PLASMA AND RECOMBINANT PRODUCTS SUPPLIED UNDER CONTRACT IN 2015-16

TABLE 5.2 Plasma and recombinant products supplied under contract, 2015-16

Product Type Name Presentation Supplier Price

Albumin (plasma derived - domestic)

Albumex 20% 10ml CSL Behring (Australia) Pty Ltd

$15.281

20% 100ml $66.681

4% 50ml $15.281

4% 500ml $66.681

RiaSTAP Fibrinogen Concentrate

1g CSL Behring (Australia) Pty Ltd

$740.50

Factor VIIa (recombinant - imported)

NovoSeven 1mg Novo Nordisk Pharmaceuticals Pty Ltd

$1,283.07

2mg $2,566.13

5mg $6,415.32

8mg $10,264.53

Factor VIII Anti-Inhibitor (plasma derived - imported)

FEIBA 500 IU Baxalta Australia Pty Ltd

$1,200.00

NF 500 IU $1,200.00

NF 1000 IU $2,400.00

NF 2500IU $6,000.00



Factor VIII (plasma derived - domestic)

Biostate 250 IU CSL Behring (Australia) Pty Ltd

$215.12

500 IU $430.25

1000 IU $860.501

Factor VIII (recombinant - imported)

Advate 250 IU Baxalta Australia Pty Ltd

$75.00

500 IU $150.00

1000 IU $300.00

1500 IU $450.00

2000 IU $600.00

3000 IU $900.00


Kogenate FS 250 IU Bayer Australia Limited $147.50

500 IU $295.00

1000 IU $590.00

2000 IU $1,180.00

3000 IU $1,770.00


Xyntha 250 IU Pfizer Australia Pty Ltd $102.50

500 IU $205.00

1000 IU $410.00

2000 IU $820.00

3000 IU $1,230.00

Factor IX (plasma derived - domestic)

MonoFIX 1000 IU CSL Behring (Australia) Pty Ltd

$860.501

Factor IX (recombinant - imported)

BeneFIX 250 IU Pfizer Australia Pty Ltd $240.00

500 IU $480.00

1000 IU $960.00

2000 IU $1,920.00

3000 IU $2,880.00


Rixubis 250 IU Baxalta Australia Pty Ltd

$196.50

500 IU $393.00

1000 IU $786.00

2000 IU $1,572.00

3000 IU $2,358.00



Factor XI (plasma derived - imported)

Factor XI 1 IU CSL Behring (Australia) Pty Ltd

$11.87

Factor XIII (plasma derived - imported)

Fibrogammin 250 IU CSL Behring (Australia) Pty Ltd

$139.51

1250 IU $697.59

Human prothrombin complex (plasma derived - domestic)

Prothrombinex 500 IU CSL Behring (Australia) Pty Ltd

$274.29

Protein C concentrate (plasma derived - imported)

Ceprotin 500 IU Baxalta Australia Pty Ltd

$1,075.00

1000 IU $2,150.00

Antithrombin III concentrate (plasma derived - domestic)

Thrombotrol 1000 IU CSL Behring (Australia) Pty Ltd

$1,387.551

Intravenous IVIg (plasma derived – domestic)

Intragam P 50ml CSL Behring (Australia) Pty Ltd

$189.0711

200ml $756.281

IVIg or SCIg (plasma derived - domestic and imported)

Kiovig 1gm/10ml Baxalta Australia Pty Ltd

Octapharma Australia Pty Ltd

$60.00

2.5gm/25ml $150.00

5gm/50ml $300.00

10gm/100ml $600.00

20gm/200ml $1,200.00

Evogam 16% 0.8g/5ml $50.421

16% 3.2g/20ml $201.671

Gammanorm 16.5% 1.65/10ml $99.00

16.5% 3.3g/20ml $198.00

Octagam 5% 1g/20ml Octapharma Australia Pty Ltd

$60.00

5% 2.5g/50ml $150.00

5% 2.5g/100ml $300.00

5% 10g/200ml $600.00

10% 2g/20ml $120.00

10% 5g/50ml $300.00

10% 10g/100ml $600.00

10% 20g/200ml $1,200.00

Flebogamma DIF 5% 0.5g/10ml Grifols Australia Pty Ltd $22.50

5% 2.5g/50ml $112.50

5% 5g/100ml $225.00



5% 10g/200ml $450.00

5% 20g/400ml $900.00

10% 5g/50ml $225.00

10% 10g/100ml $450.00

10% 20g/200ml $900.00

Privigen 10% 5g/50ml CSL Behring (Australia) Pty Ltd

$225.00

10% 10g/100ml $450.00

10% 20g/200ml $900.00

10% 40g/400ml $1,800.00

Hizentra 20% 1g/5ml CSL Behring (Australia) Pty Ltd

$57.43

20% 2g/10ml $114.86

20% 4g/20ml $229.72

20% 10g 50ml $574.30

Normal Ig NIg (plasma derived - domestic)

Normal Ig VF 2VI 2ml (0.32gm) CSL Behring (Australia) Pty Ltd

$31.221

2VI 5ml (0.80gm) $51.181

CMV Ig (plasma derived - domestic)

CMV Ig 1.5 million units CSL Behring (Australia) Pty Ltd

$1,186.481

Hepatitis B Ig (plasma derived - domestic)

Hepatitis B Ig 100 IU (2ml) CSL Behring (Australia) Pty Ltd

$43.471

400 IU (5ml) $99.291

Rh (D) Ig (plasma derived - imported)

Rhophylac 1500 IU CSL Behring (Australia) Pty Ltd

$387.50

Rh (D) Ig (plasma derived - domestic)

Rh (D) Ig 250 IU CSL Behring (Australia) Pty Ltd

$29.381

625 IU $73.411

Tetanus Ig (plasma derived - domestic)

Tetanus Ig VF 250 IU CSL Behring (Australia) Pty Ltd

$42.871

4000 IU $685.851

Zoster Ig (plasma derived - domestic)

Zoster Ig VF 200 IU CSL Behring (Australia) Pty Ltd

$271.931

1 The price does not include the starting plasma provided to CSL Behring (Australia) Pty Ltd by the Australian Red Cross Blood Service.


APPENDIX 4. MANDATORY REPORTING

Work health and safety • Refer Section 3

Statistics on employees who identify as Indigenous• Refer Section 3

Procurement Initiatives to Support Small BusinessThe department supports small business participation in the Commonwealth Government procurement market. Small and Medium Enterprises (SME) and Small Enterprise participation statistics are available on the Department of Finance’s website: www.finance.gov.au/procurement/statistics-on-commonwealth-purchasing-contracts.

The department recognised the importance of ensuring that small business are paid on time. The results of the Survey of Australian Government Payments to Small Business are available on the Treasury’s website: www.treasury.gov.au

Advertising and market research Section 311A of the Commonwealth Electoral Act 1918 requires particulars of all amounts greater than $12,400 paid during a financial year to advertising agencies, market research organisations, polling organisations, direct mail organisations and media advertising organisations. The NBA made no payments of this kind in 2015–16.




http://www.treasury.gov.au

Ecologically sustainable development and environmental performance The NBA continued to pursue activities that support the ecologically sustainable principles outlined in Section 3A of the Environment Protection and Biodiversity Conservation Act 1999. During 2015-16, this included the following examples:

• increased use of audio and video conferencing and online collaboration in preference to face-to-face meetings requiring interstate or international travel

• recycling into three streams of waste – co-mingled material, paper and printer cartridges

• purchasing 100 per cent GreenPower for electricity use in our office and offsetting air travel through the GreenFleet program

• encouraging staff to recycle and re-use existing stationery before ordering new supplies

• maintaining paper use reduction initiatives such as defaulting printer settings to print double sided and in black and white and using 100 per cent recycled paper

• running the air conditioning systems on timers and occupancy sensors to ensure operation only during business hours when the immediate area is occupied

• participating in Earth Hour – the office was fully compliant and all staff were encouraged to participate

• ensuring that through purchasing activities further improvements were made within blood product supply contracts

• implemented an electronic document and records management system.

In summary, Table 5.3 provides information on the impact the NBA’s activities have on the natural environment. The NBA continues to look at ways to further reduce the impact on the environment.


TABLE 5.3 NBA Environmental performance indicators

Theme Performance measure

Indicator(s) 2012-131 2013-142 2014-153 2015-164

Energy efficiency

Total consumption of energy

Amount of electricity consumed (kWh)

184,564 kWh 135,882 kWh 145,476 kWh 144,108 kWh

Amount of gas consumed (MJ)

0 MJ 0 MJ 0 MJ 0 MJ

Amount of other fuels consumed ($/kWh/MJ/L)

0 0 0 0

Air travel distances (km)

703,227 kms 878,974 kms 762,710 kms 1,111,186 kms5

Total consumption of green energy

Amount of green energy purchased/consumed ($/kWh)

184,564 kWh 135,882 kWh 145,476 kWh 144,108 kWh

Greenhouse gas emissions

Amount of greenhouse gases produced (tonnes)

0 tonnes6 0 tonnes7 0 tonnes8 0 tonnes9

Relative energy uses

Amount of green energy purchased divided by the amount of electricity consumed

100% 100% 100% 100%

Amount of total energy consumed (kWh) per employee

3,025 kWh 2,123 kWh 1,993 kWh 1,947 kWh

1 The NBA moved to a new tenancy in February 2013; however, the lease for the old tenancy was still effective as at 30 June 2013. Calculations for per employee figures have been based on 53 FTE and 8 contractors.

2 Calculations for per employee figures have been based on 64 people (49 FTE and 15 contractors).



5 The increase in kilometres travelled was due to the national implementation of BloodSTAR, requiring face to face engagement with stakeholders nationally.

6 Electricity fully off-set through 100% green energy purchased and the NBA off-set 703,227 kms in air travel through the GreenFleet program.



9 Electricity fully off-set through 100% green energy purchased and the NBA off-set 1,111,186 kms in air travel through the GreenFleet program.



Indicator(s) 2012-131 2013-142 2014-153 2015-164

Waste Total waste production

Amount of waste produced (tonnes)

9.93 tonnes 9.88 tonnes 11.96 tonnes

13.23 tonnes

Un-recyclable waste production

Amount of waste going to landfills (tonnes)

2.95 tonnes 2.95 tonnes 2.95 tonnes 1.65 tonnes

Recyclable waste production (excluding office paper)

Amount of waste going to recycling facilities (tonnes)

1.071 tonnes

1.162 tonnes

1.113 tonnes

1.2 tonnes

Paper waste production

Amount of waste paper going to recycling facilities (tonnes)

5.909 tonnes10

5.77 tonnes 7.895 tonnes11

9.07 tonnes12

Amount of paper sourced from recyclable sources (tonnes)

0.925 tonnes

1.474 tonnes

1.819 tonnes

0.739 tonnes

Percentage of paper sourced from recyclable sources (per cent)

43%13 96%14 99.5% 99.8%

Use of renewable/recyclable products

Amount of products sourced from renewable/recyclable sources (tonnes)

1.533 tonnes15

1.891 tonnes

0.737 tonnes16

Relative waste production

Amount of total waste (tonnes) per employee

0.16 tonnes 0.15 tonnes 0.16 tonnes 0.18 tonnes

10 Increase due to office relocation in February 2013 and consolidation of material.

11 During 2014-15, the NBA’s digitisation of long-term retention records and associated destruction of the migrated records led to a significant increase in the volume of shredded paper sent for recycling.

12 The continuation of the project to digitise long-term retention records and the associated destruction of theses migrated records project has increased the volume of shredded paper sent for recycling.

13 The significant decrease is due to the majority of paper purchased being certified carbon neutral under the National Carbon Offset Standard Carbon Neutral Program - http://www.climatechange.gov.au/climate-change/carbon-neutral/national-carbon-offset- standard-ncos.

14 Majority of paper sourced was 100% recycled.

15 Previous years data provided as a percentage when it should have been provided in tonnes.

16 The use of the EDRMS and the electronic distribution of Committee Papers has reduced the volume of products sourced overall.


http://www.climatechange.gov.au/climate-change/carbon-neutral/national-carbon-offset- standard-ncos


Indicator(s) 2012-131 2013-142 2014-153 2015-164

Water Total consumption of water

Amount of water consumed (L)

393,846 L 400,000 L 340,000 L 414,820 L

Grey water/rainwater capture and use

Not applicable to NBA tenancies

na na na na

Relative consumption/use of water

Amount of total water use (L) per employee

6,456 L 6,250 L 4,657 L 5,525 L

Grant programsInformation on grants awarded by the NBA during the period 1 July 2015 to 30 June 2016 is available at www.blood.gov.au/governmental-compliance.

Disability reporting Since 1994, Commonwealth departments and agencies have reported on their performance as policy adviser, purchaser, employer, regulator and provider under the Commonwealth Disability Strategy. In 2007–08, reporting on the employer role was transferred to the Australian Public Service Commission’s State of the Service Report and the APS Statistical Bulletin. These reports are available at www.dss.gov.au. From 2010–11, departments and agencies were no longer required to report on these functions.

The Commonwealth Disability Strategy has been overtaken by the National Disability Strategy 2010-2020, which sets out a ten year national policy framework to improve the lives of people with a disability, promote participation and create a more inclusive society. A high level two-yearly report will track progress against each of the six outcome areas of the Strategy and present a picture of how people with disability are faring. The first of these reports will be available in late 2014, and can be found at www.dss.gov.au.

Information Publication Scheme statementAgencies subject to the Freedom of Information Act 1982 (FOI Act) are required to publish information to the public as part of the Information Publication Scheme (IPS). This requirement is in Part II of the FOI Act and has replaced the former requirement to publish a section 8 statement in an annual report. Each agency must display on its website a plan showing what information it publishes in accordance with the IPS requirements.

A copy of the NBA IPS Plan and associated published documents can be located at http://www.blood.gov.au/ips.

Errata2014-15 NBA Annual Report - Nil


http://www.blood.gov.au/governmental-compliance

http://www.dss.gov.au

http://www.dss.gov.au

http://www.blood.gov.au/ips

Agency resource statements The agency resource statement provides details of the funding sources that the NBA drew upon in 2015-16. In addition, it provides information about special accounts balances to be carried over to 2016-17.

Actual AvailableAppropriationfor 2015-16$’000

Paymentsmade2015-16$’000

Balance 2015-16

$’000

(a) (b) (a) - (b)

Ordinary Annual Services1

Departmental appropriation2 5,912 5,863 49

Total 5,912 5,863 49

Administered expenses

Outcome 13 7,070 7,070

Total 7,070 7,070

Total ordinary annual services 12,982 12,933

Special Accounts4

Opening balance 219,344

Appropriation receipts5 12,933

Non-appropriation receipts to Special Accounts

1,099,493

Payments made 1,142,280

Total Special Accounts 1,331,770 1,142,280 189,490

Total resourcing and payments 1,344,752 1,155,213 1 Appropriation Act (No. 1) 2015-16 and Appropriation Act (No. 3) 2015-16. This may also include Prior Year departmental appropriation and section 31 relevant agency receipts.

2 Includes an amount of $0.063 million in 2015-16 for the Departmental Capital Budget. For accounting purposes this amount has been designated as ‘contributions by owners’.3 Includes an amount of $nil in 2015-16 for the Administered Capital Budget.4 Does not include ‘Special Public Money’ held in accounts like Other Trust Monies account (OTM). Services for other Government and Non-agency Bodies accounts (SOG), or Services for Other Entities and Trust Moneys Special accounts (SOETM).5 Appropriation receipts from National Blood Authority annual appropriations for 2015-16 included above.


Resource for outcomesThis table provides details of the total funding for each outcome. In 2015-16 the NBA operated under a single outcome.

Outcome 1: Australia’s blood supply is secure and well managed

Budget*2015-16

$’000

Actual Expenses2015-16$’000

Variation 2015-16

$’000

(a) (b) (a) - (b)

Program 1.1: National blood agreement management

Administered expenses

Ordinary Annual Services (Appropriation Bill No. 1) 7,070 7,070 -

Special Accounts 1,214,237 1,070,103 144,134

Departmental expenses

Departmental appropriation1 5,849 5,863 -14

Special Accounts 9,269 9,740 -471

Expenses not requiring appropriation in the Budget year

483 915 -432

Total for Program 1.1 1,236,908 1,093,691 143,217

Total expenses for Outcome 1 1,236,908 1,093,691 143,217

2014-15 2015-16Average Staffing Level (number) 53 51

* Full year budget, including any subsequent adjustment made to the 2015-16 Budget.1 Departmental Appropriation combines “Ordinary annual services (Appropriation Act No. 1)” and “Revenue from independent sources (s31)”.


APPENDIX 5. LIST OF REQUIREMENTS

Outlined in this section is the information provided in accordance with the Department of Finance’s Resource Management Guide No. 135 Annual reports for non-corporate Commonwealth entities as at July 2016.

na denotes that the requirement was not applicable to the NBA during 2015-16.

nil denotes that this aspect was not reported on for the NBA in 2015-16.

PGPA RuleReference

Part of Report Description Requirement Page

17AD(g) Letter of transmittal

17AI A copy of the letter of transmittal signed and dated by accountable authority on date final text approved, with statement that the report has been prepared in accordance with section 46 of the Act and any enabling legislation that specifies additional requirements in relation to the annual report.

Mandatory iii

17AD(h) Aids to access

17AJ(a) Front Pages Table of contents. Mandatory iv

17AJ(b) Appendix 5 Alphabetical index. Mandatory 182-188

17AJ(c) Appendix 5 Glossary of abbreviations and acronyms. Mandatory 178-180

17AJ(d) Appendix 5 List of requirements. Mandatory 171-177

17AJ(e) Front Pages Details of contact officer. Mandatory ii

17AJ(f) Front Pages Entity’s website address. Mandatory ii

17AJ(g) Front Pages Electronic address of report. Mandatory ii

17AD(a) Review by accountable authority

17AD(a) A review by the accountable authority of the entity.

Mandatory 8-11


PGPA RuleReference


17AD(b) Overview of the entity

17AE(1)(a)(i)

Part 1 A description of the role and functions of the entity.

Mandatory 2-3

17AE(1)(a)(ii)

Part 1 A description of the organisational structure of the entity.

Mandatory 4, 76

17AE(1)(a)(iii)

Part 2 A description of the outcomes and programs administered by the entity.

Mandatory 18-23

17AE(1)(a)(iv)

Part 1 A description of the purposes of the entity as included in corporate plan.

Mandatory 2

17AE(1)(b) An outline of the structure of the portfolio of the entity.

Portfolio departments - mandatory

na

17AE(2) Where the outcomes and programs administered by the entity differ from any Portfolio Budget Statement, Portfolio Additional Estimates Statement or other portfolio estimates statement that was prepared for the entity for the period, include details of variation and reasons for change.

If applicable, Mandatory

na

17AD(c) Report on the Performance of the entity Annual performance Statements

17AD(c)(i); 16F

Part 2 Annual performance statement in accordance with paragraph 39(1)(b) of the Act and section 16F of the Rule.

Mandatory 18-23

17AD(c)(ii) Report on Financial Performance

17AF(1)(a) Part 4 A discussion and analysis of the entity’s financial performance.

Mandatory 86-89

17AF(1)(b) Part 4 A table summarising the total resources and total payments of the entity.

Mandatory 88

17AF(2) Part 4 If there may be significant changes in the financial results during or after the previous or current reporting period, information on those changes, including: the cause of any operating loss of the entity; how the entity has responded to the loss and the actions that have been taken in relation to the loss; and any matter or circumstances that it can reasonably be anticipated will have a significant impact on the entity’s future operation or financial results.

If applicable, Mandatory.

na


PGPA RuleReference


17AD(d) Management and Accountability Corporate Governance

17AG(2)(a) Part 3 Information on compliance with section 10 (fraud systems)

Mandatory 74

17AG(2)(b)(i)

Part 3 A certification by accountable authority that fraud risk assessments and fraud control plans have been prepared.

Mandatory 74

17AG(2)(b)(ii)

Part 3 A certification by accountable authority that appropriate mechanisms for preventing, detecting incidents of, investigating or otherwise dealing with, and recording or reporting fraud that meet the specific needs of the entity are in place.

Mandatory 74

17AG(2)(b)(iii)

Part 3 A certification by accountable authority that all reasonable measures have been taken to deal appropriately with fraud relating to the entity.

Mandatory 74

17AG(2)(c) Part 3 An outline of structures and processes in place for the entity to implement principles and objectives of corporate governance.

Mandatory 68-74

17AG(2)(d) – (e)

A statement of significant issues reported to Minister under paragraph 19(1)(e) of the Act that relates to non-compliance with Finance law and action taken to remedy non-compliance.


na

External Scrutiny

17AG(3) Part 3 Information on the most significant developments in external scrutiny and the entity’s response to the scrutiny.

Mandatory 73

17AG(3)(a) Part 3 Information on judicial decisions and decisions of administrative tribunals and by the Australian Information Commissioner that may have a significant effect on the operations of the entity.


73

17AG(3)(b) Part 3 Information on any reports on operations of the entity by the Auditor-General (other than report under section 43 of the Act), a Parliamentary Committee, or the Commonwealth Ombudsman.


73

17AG(3)(c) Part 3 Information on any capability reviews on the entity that were released during the period.


73

Management of Human Resources

17AG(4)(a) Part 3 An assessment of the entity’s effectiveness in managing and developing employees to achieve entity objectives.

Mandatory 75-81


PGPA RuleReference


17AG(4)(b) Part 3 Statistics on the entity’s APS employees on an ongoing and non-ongoing basis; including the following:

• Statistics on staffing classification level;• Statistics on full-time employees;• Statistics on part-time employees;• Statistics on gender;• Statistics on staff location;• Statistics on employees who identify as

Indigenous.

Mandatory 77-79

17AG(4)(c) Part 3 Information on any enterprise agreements, individual flexibility arrangements, Australian workplace agreements, common law contracts and determinations under subsection 24(1) of the Public Service Act 1999.

Mandatory 79-81

17AG(4)(c)(i)

Part 3 Information on the number of SES and non-SES employees covered by agreements etc identified in paragraph 17AD(4)(c).

Mandatory 79

17AG(4)(c)(ii)

Part 3 The salary ranges available for APS employees by classification level.

Mandatory 78

17AG(4)(c)(iii)

Part 3 A description of non-salary benefits provided to employees.

Mandatory 79

17AG(4)(d)(i)

Part 3 Information on the number of employees at each classification level who received performance pay.


80

17AG(4)(d)(ii)

Information on aggregate amounts of performance pay at each classification level.


na

17AG(4)(d)(iii)

Information on the average amount of performance payment, and range of such payments, at each classification level.


na

17AG(4)(d)(iv)

Information on aggregate amount of performance payments.


na

Assets Management

17AG(5) Part 4 An assessment of effectiveness of assets management where asset management is a significant part of the entity’s activities.

If applicable, mandatory

89

Purchasing

17AG(6) Part 4 An assessment of entity performance against the Commonwealth Procurement Rules.

Mandatory 91-92


PGPA RuleReference


Consultants

17AG(7)(a) Part 4 A summary statement detailing the number of new contracts engaging consultants entered into during the period; the total actual expenditure on all new consultancy contracts entered into during the period (inclusive of GST); the number of ongoing consultancy contracts that were entered into during a previous reporting period; and the total actual expenditure in the reporting year on the ongoing consultancy contracts (inclusive of GST).

Mandatory 92

17AG(7)(b) Part 4 A statement that “During [reporting period], [specified number] new consultancy contracts were entered into involving total actual expenditure of $[specified million]. In addition, [specified number] ongoing consultancy contracts were active during the period, involving total actual expenditure of $[specified million]”.

Mandatory 92

17AG(7)(c) Part 4 A summary of the policies and procedures for selecting and engaging consultants and the main categories of purposes for which consultants were selected and engaged.

Mandatory 92

17AG(7)(d) Part 4 A statement that “Annual reports contain information about actual expenditure on contracts for consultancies. Information on the value of contracts and consultancies is available on the AusTender website.”

Mandatory 92

Australian National Audit Office Access Clauses

17AG(8) Part 4 If an entity entered into a contract with a value of more than $100 000 (inclusive of GST) and the contract did not provide the Auditor-General with access to the contractor’s premises, the report must include the name of the contractor, purpose and value of the contract, and the reason why a clause allowing access was not included in the contract.


na

Exempt contracts

17AG(9) Part 4 If an entity entered into a contract or there is a standing offer with a value greater than $10 000 (inclusive of GST) which has been exempted from being published in AusTender because it would disclose exempt matters under the FOI Act, the annual report must include a statement that the contract or standing offer has been exempted, and the value of the contract or standing offer, to the extent that doing so does not disclose the exempt matters.


91


PGPA RuleReference


Small business

17AG(10)(a) Part 4 A statement that “[Name of entity] supports small business participation in the Commonwealth Government procurement market. Small and Medium Enterprises (SME) and Small Enterprise participation statistics are available on the Department of Finance’s website.”

Mandatory 92

17AG(10)(b) Part 4 An outline of the ways in which the procurement practices of the entity support small and medium enterprises.

Mandatory 92

17AG(10)(c) Part 4 If the entity is considered by the Department administered by the Finance Minister as material in nature—a statement that “[Name of entity] recognises the importance of ensuring that small businesses are paid on time. The results of the Survey of Australian Government Payments to Small Business are available on the Treasury’s website.”


92

Financial Statements

17AD(e) Part 4 Inclusion of the annual financial statements in accordance with subsection 43(4) of the Act.

Mandatory 94

17AD(f) Other Mandatory Information

17AH(1)(a)(i)

Part 4 If the entity conducted advertising campaigns, a statement that “During [reporting period], the [name of entity] conducted the following advertising campaigns: [name of advertising campaigns undertaken]. Further information on those advertising campaigns is available at [address of entity’s website] and in the reports on Australian Government advertising prepared by the Department of Finance. Those reports are available on the Department of Finance’s website.”


164

17AH(1)(a)(ii)

Part 5 If the entity did not conduct advertising campaigns, a statement to that effect.


164

17AH(1)(b) Part 5 A statement that “Information on grants awarded to [name of entity] during [reporting period] is available at [address of entity’s website].”


168

17AH(1)(c) Part 5 Outline of mechanisms of disability reporting, including reference to website for further information.

Mandatory 168

17AH(1)(d) Part 5 Website reference to where the entity’s Information Publication Scheme statement pursuant to Part II of FOI Act can be found.

Mandatory 168

17AH(1)(e) Part 5 Correction of material errors in previous annual report

If applicable, mandatory

168


PGPA RuleReference


17AH(2) Part 5 Information required by other legislation Mandatory

Work health and safety (Schedule 2, Part 4 of the Work Health and Safety Act 2011)

Mandatory 81

Ecologically sustainable development and environmental performance (Section 516A of the Environment Protection and Biodiversity Conservation Act 1999)

Mandatory 165-168

Agency Resource Statements and Resources for Outcomes

Mandatory 169-170


APPENDIX 6. ACRONYMS AND ABBREVIATIONSABDR Australian Bleeding Disorders Registry

ACSQHC Australian Commission on Safety and Quality in Health Care

ACT Australian Capital Territory

AHCDO Australian Haemophilia Centre Directors’ Organisation

AHMAC Australian Health Ministers’ Advisory Council

ANAO Australian National Audit Office

APHA Australian Private Hospitals Association

APS Australian Public Service

APSC Australian Public Service Commission

ASCIA Australasian Society of Clinical Immunology and Allergy

BEA Blood Safe eLearning Australia

Blood Service Australian Red Cross Blood Service

CAFA CSL Australian Fractionation Agreement

CEO Chief Executive Officer

COAG Council of Australian Governments

CUA Credit Union Australia

DAPI discards as a percentage of net issues

EA Enterprise Agreement

EAP Employee Assistance Program

FEIBA factor eight inhibitor bypass agent

FFP/FP fresh frozen plasma/frozen plasma

FTE full-time equivalent

FVIII factor eight

FIX factor nine

GST goods and services tax

HAA annual scientific meeting of the HAA—Haematology Society of Australia and New Zealand—HSANZ, the Australian & New Zealand Society of Blood Transfusion—ANZSBT, and the Australasian Society of Thrombosis and Haemostasis—ASTH

HFA Haemophilia Foundation Australia


HTC Haemophilia Treatment Centre

ICT Information Communications Technology

Ig immunoglobulin

IPS Information Publication Scheme

IU International Units

IVIg Intravenous Immunoglobulin

JBC Jurisdictional Blood Committee

KPI key performance indicator

kWh kilowatt hour

LIS Laboratory Information System

MERS-CoV Middle East Respiratory Syndrome-Coronavirus

MSAC Medical Services Advisory Committee

MyABDR MyABDR is a secure app for smartphones and web site for people with bleeding disorders or parents/caregivers to record home treatments and bleeds

NBA National Blood Authority

NBSCP National Blood Supply Contingency Plan

NHMRC National Health and Medical Research Council

NIg Normal immunoglobulin

NIGAC National Immunoglobulin Governance Advisory Committee

NIMF National Inventory Management Framework

NMF National Managed Fund

NSP&B National Supply Plan and Budget

NSQHS National Safety and Quality Health Service

NSRS national service requirements and standards

OBFM Output Based Funding Model

OTA Organ and Tissue Authority

PBM patient blood management

PGPA Public Governance, Performance and Accountability Act

RACS Royal Australasian College of Surgeons


Red Cross The Australian Red Cross Society

R&D research and development

rFVIIa recombinant factor seven (A)

rFVIII recombinant factor eight

rFIX recombinant factor nine

RNAi Ribonucleic acid interference

SCIg subcutaneous immunoglobulin

SES Senior Executive Service

SME small and medium enterprises

SWG specialist working group

TOIL time off in lieu

vWD von Willeband disease

WFH World Federation of Hemophilia

WB whole blood


INDEX

A

accountability and management, 68–81

see also finance

acronyms and abbreviations list, 178–180

Activated Prothrombin Complex Concentrate, 39

administered finances, 87–89

special accounts, 85

administrative tribunal decisions, 73

advertising and market research, 164

age demographic of staff, 78

agency resource statements, 169–170

anaemia, 10, 55–57, 59

angioedema, 43

annual performance statement, 18–65

annual reports, 33, 43, 44

NBA, 13, 168; list of requirements, 171–177

Anti-Rh(D), 39

apheresis, 29, 35, 159

assets and asset management, 87, 90

administered items, 89

Audit Committee, 19, 69, 70, 71, 157

Australian Bleeding Disorders Registry (ABDR), 44, 46–47, 69

MyABDR portal, 47, 49

Australian Commission on Safety and Quality in Health Care (ACSQHC), 10, 59

Australian Haemophilia Centre Directors’ Organisation (AHCDO), 8

Australian Information Commissioner, 73

Australian National Audit Office (Auditor-General, ANAO), 69, 73

Australian Public Service Commission Employee Census, 75, 80

Australian Red Cross Blood Service (Blood Service), 34–36

NMF (Blood and Blood Products) Special Account, 84–85

Review of Risk Management in the Blood Sector, 45

see also fresh blood

awards and recognition, 13, 48, 49

B

balance sheet, 87

Baxalta Australia Pty Ltd, 25, 40, 160, 161, 162

immunoglobulins (IVIg), 25, 38

Bayer Australia Limited, 25, 40, 161

Bio-Rad Laboratories Pty Ltd, 26, 40

bleeding, 10

see also haemophilia and bleeding disorders

blood cells, see red blood cells

Blood Service, see Australian Red Cross Blood Service

BloodMove Platelets project, 53

BloodNet, 22, 43, 48, 69

BloodNet User Reference Group, 48

BloodSafe eLearning Australia, 55, 59

BloodSTAR, 41, 48, 69

Board, 12–14, 71, 154–157

budget, see finance


C

C1 Esterase Inhibitor Concentrate, 43

capability reviews, 73

classification of staff, 77, 78–79

rationalisation of levels, 80

clinical demand, 21, 27–33

clinical practice guidelines, see Patient Blood Management (PBM) Guidelines

Clinical Transfusion Practice course, 59

clotting factors, see Factor VIIa; Factor VIII; Factor IX

Comcare, reportable incidents lodged with, 81

Commonwealth Ombudsman, 73

communication and promotion, 57–58

see also information communication technology

competitive tendering and contracting, 91

conferences and sector events, 46, 55, 57, 60

Rural Medicine Australia, 58

Victorian Wastage Summit, 61

consultants, 92

contracts, see purchasing

Corporate Plan, 14, 19, 70

Council of Australian Governments (COAG) Health Council, 3, 45, 87

Criteria for the clinical use of intravenous immunoglobulin in Australia (Criteria), 41, 42

critical bleeding/massive transfusion PBM Module 1, 10, 69

see also haemophilia and bleeding disorders

Critical Care Patient Blood Management Guideline Module, 59

CSL Behring (Australia) Pty Ltd, 25, 160, 161, 162, 163

Fractionation Agreement, 29, 30, 36–37

imports, 38, 40, 162, 163

Customer Service Charter, 73

D

data developments, 43–44


Deed of Agreement, Red Cross, 34–36, 45

demand, 21, 27–33

diagnostic reagent products, 26, 40

disability reporting, 168

discards, see wastage

donor management, Blood Service, 35, 36

E

ecologically sustainable development, 165–168

education and training, 59

staff, 74, 81

employees, 4, 74, 75–81

enterprise agreement, 78–79

environmental performance, 165–168

exempt contracts, 91

expenditure, see finance

external scrutiny, 73

F

Factor VIIa, 26, 31–32, 160

Factor VIII, 25, 30–31

clinical practice guidelines, 54

inhibitor bypass agent (FEIBA), 31, 32, 160

supply contracts, 30, 39, 160–161

Factor IX, 31

clinical practice guidelines, 54

supply contracts, 30, 161

Fibrinogen Concentrate, 39, 160


finance, 84–151, 169–170

Blood Service, 35, 84–85

grant programs, 64, 168

see also purchasing

financial assets, 87

financial statements, 94–151

audit report, 86

fractionation, see plasma and recombinant products

fraud control, 74

freedom of information, 168

fresh blood, 24, 27–29, 34–36, 44, 48

components supplied under contract, 159

see also Australian Red Cross Blood Service; patient blood management; platelets; red blood cells

full-time staff, 77

functions and role, 2, 12, 84

G

gender of staff, 77

General Manager, 3, 68, 69

review of year, 8–11

governance, 68–70

blood sector data and information, 44

immunoglobulin arrangements, 41–42, 64, 69

grant programs, 64, 168

Grifols Australia, 26, 38, 40, 162–163

H

haematology, 33, 40, 41, 42

haemophilia and bleeding disorders, 44, 46–47


national guidelines, 8, 54

see also Factor VIIa; Factor VIII; Factor IX

haemovigilance, 43–44

health provider Charter, 10

hereditary angioedema, 43

horizon scanning, 50–51

human resources, 4, 74, 75–81

I

immunoglobulins (IVIg), 30, 33, 162–163

CSL Behring Ltd supplies, 30, 36–37, 162, 163

governance arrangements, 41–42, 64, 69

imported supplies, 9, 25–26, 33, 38

immunology, 33, 41, 42

income, see finance

Indigenous employees, 77

information communication technology (ICT), 46–49, 68

BloodNet, 22, 43, 48, 69

BloodSafe eLearning Australia, 55, 59

BloodSTAR, 41, 48, 69

Information Framework Agreements, 44

Information Publication Scheme statement, 168

internal audit, 69, 70

international horizon scanning, 50–51

inventory management, 43

Blood Service, 35, 36

BloodNet, 22, 43, 48, 69

CSL Behring Ltd, 36–37, 38, 40

imported intravenous immunoglobulin, 38

imported plasma and recombinant blood products, 40

platelets, 35, 53

iron deficiency anaemia, 10, 55–57, 59


J

Johnson & Johnson Medical Pty Ltd, 26, 40

judicial decisions, 73

Jurisdictional Blood Committee (JBC), 43

Strategic Plan, 14, 70

K

key performance indicators, see performance indicators

L

legal actions, 73

legislation, 3, 12, 19, 45, 74, 84

liabilities, see assets

M

management and accountability, 68–81

see also finance

Management Committee, 68

market research and advertising, 164

Medical Services Advisory Committee, 43

Ministers, 3


N

National Blood Account, 84–85

National Blood Agreement, 3, 84, 88

evaluations undertaken under Schedule 4, 43

functions and objectives under, 45, 50, 63

National Blood and Blood Product Wastage Reduction Strategy 2013–2017, 43, 54

National Blood Authority Act 2003, 3, 12, 45, 84

National Blood Authority Board, 12–14, 71, 154–157

National Blood Research and Development Strategic Priorities 2013–2016, 63, 64

National Blood Sector Data and Information Governance Framework, 44

National Blood Sector Data and Information Strategy and Scorecard 2013–2016, 43–44

National Blood Sector Education and Training Strategy 2013– 2016, 59

National Blood Sector ICT Strategy 2013–16, 46

National Blood Sector Research and Development Pilot, 64–65, 69

National Blood Supply Contingency Plan, 44

National Haemophilia Guidelines, 10, 54

National Haemovigilance Report 2016, 43

National Immunoglobulin Governance Advisory Committee, 41

National Inventory Management Framework, 35

National Managed Fund (Blood and Blood Products) Special Account, 84–85

National Network of Immunoglobulin Governance Committees, 42

National Patient Blood Management Collaborative, 10

National Patient Blood Management Guidelines Implementation Strategy 2013–2017, 54

National Safety and Quality Health Service Standards, 59

National Service Requirements and Standards, 35

National Supply Plan and Budget, 24–33, 87–88

National Supply List inclusions, 33, 43

Neonatal and Paediatric PPM Guidelines Module, 60

neurology, 33, 41, 42

non-English speaking backgrounds, employees from, 77

non-financial assets, 87

non-ongoing staff, 4, 77, 80

normal immunoglobulin (NIg), 33, 163


Northern Territory, 44

Novo Nordisk Pharmaceuticals Pty Ltd, 26, 40, 160

NPS Medicine Wise, 55, 56

O

O negative blood units, 36

Obstetrics and Maternity PBM Guidelines module, 59

occupational health and safety, 81

Octapharma Australia Pty Ltd, 26, 38, 162

Ombudsman, 73

ongoing staff, 4, 77, 80

online services, see information communication technology

operating result, 86–89

Blood Service, 35

operational planning, 70–72

Organ and Tissue Authority, 11

organ transplantation, 41, 42

organisation and structure, 2–14, 68–70

organisation chart, 4

Ortho-Clinical Diagnostics, 26, 40

outcome, 3

Output Based Funding Model (OBFM), 27, 34, 35

overseas horizon scanning, 50–51

P

Parliamentary committees, 73

part-time staff, 77

patient blood management, 52–56, 64

Patient Blood Management (PBM) Guidelines, 10, 54,

55–56, 60

BloodSafe eLearning Australia releases based on,

55, 59

Module 1 pilot to update, 10, 69

performance indicator, 23

payroll contract, 80

people management, 74, 75–81

performance indicators, 20–23

Australian Red Cross Blood Service, 34–35

CSL Australian Fractionation Agreement, 36–37

environmental performance, 166–167

imported intravenous immunoglobulin, 38

imported plasma-derived and recombinant

products, 40

performance pay, 80

performance statement, 18–65

Perioperative Patient Management Blood Guidelines,

56

Pfizer Australia Pty Ltd, 26, 40, 161

planning, 14, 70–72

blood supply contingencies, 44

plasma and recombinant products, 24, 25–26, 30–33

supply contracts, 36–40, 160–163

supply risk mitigation, 44, 45

see also immunoglobulins

plasma for fractionation, 27, 29, 36–37, 159

platelets, 29, 159

inventory management, 35, 53


Portfolio Budget Statements performance criteria,

20–23

Preoperative Patient Blood Management Guide, 56

prices, 27, 30, 159–163

procurement, see purchasing

productivity gains, 80

Project Governance Boards, 69

promotion and communication, 57–58


Protein C, 39, 162

Public Governance, Performance and Accountability Act 2013, 3, 19

Public Governance, Performance and Accountability Rule 2014, 74

Public Service Act 1999, 3

purchasing, 91–92

advertising and market research, 164

payroll contract, 80

purchasing of blood and blood product supply, 3,

24–28, 84–85, 87–88, 159–163

contract management, 34–40

plasma and recombinant products, 24, 25–26, 30,

33, 36–40, 160–163

savings, 9, 27, 30

see also inventory management

Q

quality improvement initiatives, see safe and efficient use

Queensland, 44

R

recombinant products, see plasma and recombinant

products

red blood cells, 28, 29, 159

diagnostic reagent products, 40

inventory management, 35

supply risk mitigation, 44

wastage (discards), 23, 43

remuneration of staff, 78–79, 80

research and development, 63–65, 69

Blood Service, 35–36

resource statements, 169–170

revenue, see finance

Review of Risk Management in the Blood Sector, 45

risk management, 70

blood sector, 44–45

Ross River Virus, 36

Rural Medicine Australia conference, 58

S

safe and efficient use, 10, 22–23, 52–65

salary and remuneration, 78–79, 80

satisfaction with Blood Service, 35

savings, 9, 27, 30


sector monitoring, 50–51

security of supply, see supply

Senior Executive Management, 68, 69

senior executive service, 79, 80

Seqirus Pty Ltd, 26, 40

Service Charter, 73

small business, procurement initiatives to support, 92

South Australia, 44, 53

special accounts, 84–85

staff, 4, 74, 75–81

stakeholders, 62

engagement program, 13

standards, 44, 59

Blood Service, 35

Strategic Framework for the National Haemovigilance Program, 43

subcutaneous immunoglobulin (SCIg), 33, 162

supply, 9, 20–21, 24–40, 159–163

risk management, 44–45

supply chain management, see inventory management

surgery, for patients with anaemia, 56

T

Tasmania, 44

tenders, see purchasing

training, see education and training

transfusions, 44, 59

PBM Modules, 10, 60

red cell diagnostic reagent products, 40

transplantation, 41, 42

tribunal decisions, 73

V

values, 76

Victorian Wastage Summit, 61

W

wastage (discards), 23, 61

platelets, 53

reduction strategy, 43, 53

website services, see information communication technology

Western Australia, 41, 44

whole blood, 29, 35, 159

work health and safety, 8

whole blood, 26, 33, 151

work health and safety, 75, 156


annual report 2015-16 - national blood authority the national blood authority act 2003, sections 63...

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