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Performance Results
1. Provide a safe, secure and affordable supply of blood and blood related products and services
The NBA worked with state and territory governments and suppliers so that requirements for day-to-day product supply and future demand were well managed. Supply of blood and blood products has been uninterrupted with no periods of shortage.
TABLE 2.1 Performance Criteria Qualitative Deliverable - provide a safe, secure and affordable supply of blood and blood related products and services
| Qualitative Deliverable | 2018-19 Reference Point | 2018-19 Results Against Performance Criteria |
|---|---|---|
| Providing a safe, secure and affordable supply of blood and blood related products and services to ensure access best meets clinical need in Australia. | Continue implementation of the Immunoglobulin Governance Program. | BloodSTAR fully implemented in all states and territories and version 3 of the Criteria implemented on 22 October 2018, ensuring immunoglobulin (Ig) product use and management reflects appropriate clinical practice and efficient, effective and ethical expenditure of government funds. |
| Finalise and implement the revised National Blood Supply Contingency Plan. | The revised National Blood Supply Contingency Plan was published on the NBA website. A program of simulation exercises is in development. | |
| Implement the National Blood Product Management Improvement Strategy 2018-22. | Continued implementation of wastage target and performance reporting. | |
| Blood products are available to meet clinical need. | Blood and blood products available to meet clinical demand. There were no contingency events during the reporting period. | |
| Collection and production yield for domestic immunoglobulin maximised. | Collection and production yield for domestic immunoglobulin maximised with 736 tonnes of plasma collected by the Blood Service for product to be fractionated at CSL Behring. |
TABLE 2.2 Performance Criteria Quantitative Deliverable - provide a safe, secure and affordable supply of blood and blood related products and services
| Quantitative Indicator | 2017-18 Actual |
2018-19 Budget Target |
2019-20 Forward Year 1 |
2020-21 Forward Year 2 |
2021-22 Forward Year 3 |
2018-19 Results Against Performance Criteria |
|---|---|---|---|---|---|---|
| Minimise wastage to ensure availability of product to meet clinical demand. | <3% | <3% | <3% | <3% | <3% | Discards as a percentage of net issues of red blood cells was 1.9 per cent. |
| Variance between actual and budget is kept to a minimum both in monetary and product volumes. | <5% | <5% | <5% | <5% | <5% | Variance between actual and budget was less than 3.3 per cent both in monetary and product volumes. |
Performance Criteria Source: Portfolio Budget Statements, pp. 351-353 NBA Corporate Plan 2018-19 to 2021-22 p.13.
2. Drive performance improvement in the Australian blood sector
In 2018-19, the NBA undertook a number of initiatives to improve the efficiency and effectiveness of the blood supply network. The NBA has further consolidated savings from the sixth year of implementing the National Wastage Reduction Strategy, which was approved by Australian governments in 2013.
TABLE 2.3 Performance Criteria Qualitative Deliverable - drive performance improvement in the Australian blood sector
| Qualitative Deliverable | 2018-19 Reference Point | 2018-19 Results Against Performance Criteria |
|---|---|---|
| Driving performance improvement in the Australian blood sector through a national information management and data analysis capability. | Implement the revised National ICT and Data Strategy. | The Australian Blood Sector Systems and Data Roadmap 2018-22 was approved by Jurisdictional Blood Committee in December 2018. |
| Finalise the implementation of BloodNet interfaces with hospital laboratory information systems. | The NBA continued to work with key stakeholders to implement the BloodNet/laboratory information system interfaces. | |
| Implement the Immunoglobulin Performance Improvement Strategy. | The JBC approved the National Immunoglobulin Governance Program Performance Improvement Strategy 2019-20 to 2021-22 in March 2019. | |
| Establish immunoglobulin governance performance indicators and reporting. | The NBA worked with jurisdictions, expert groups and stakeholders in 2018-19, to identify and establish performance indicators and reporting. | |
| National Data and ICT strategy and National Patient Blood Management Implementation Strategy 2017-21 are progressed. | Strategies are progressed and results published against the expected outcomes in the strategies. | All strategies have been updated and published where necessary. Reporting against these is completed as part of the NBA Business Plan. |
| Performance scorecard and comparator benchmark data is published by 31 December each year. | Monthly wastage comparator benchmarks published with jurisdictions. Annual performance scorecards provided as part of annual reporting. |
Performance Criteria Source: Portfolio Budget Statements, pp.351-353, NBA Corporate Plan 2018-19 to 2021-22, p.15.
TABLE 2.4 Performance Criteria Quantitative Deliverable - drive performance improvement in the Australian blood sector
| Quantitative Indicator | 2017-18 Actual | 2018-19 Budget Target | 2019-20 Forward Year 1 | 2020-21 Forward Year 2 | 2021-22 Forward Year 3 | 2018-19 Results Against Performance Criteria |
|---|---|---|---|---|---|---|
| Percentage of national blood supply processed by laboratories interfaced to BloodNet. | 37% | =>60% | =>80% | =>85% | =>85% | 36 per cent of laboratories interfaced with BloodNet. |
Performance Criteria Source: Portfolio Budget Statements, pp.351-353, NBA Corporate Plan 2018-19 to 2021-22, p.15.
3. Promote a best practice model of management and use of blood and blood related products and services
In 2018-19, the NBA continued to research and investigate different methodologies for updating clinical practice guidelines to identify a more sustainable methodology for reviewing and updating the Patient Blood Management (PBM) Guidelines.
The NBA implemented the National Patient Blood Management Implementation Strategy 2017-21 and is undertaking a review of current tools and resources.
In 2018-19, the NBA continued to develop materials that promote the safe and efficient use of products, informed by close engagement with clinicians. The NBA was unable to finalise the revision and publication of updated editions of the PBM Guidelines Modules. The revised guideline for the use of Anti-D was drafted and will be released for public consultation in 2019-20.
In addition, the NBA continued to work with the Australian Commission on Safety and Quality in Health Care (ACSQHC) to develop resources for the implementation of the second edition of the National Safety and Quality Health Service (NSQHS) Standard for Blood Management.
TABLE 2.5 Performance Criteria Qualitative Deliverable - promote a best practice model of management and use of blood and blood related products and services
| Qualitative Deliverable | 2018-19 Reference Point | 2018-19 Results Against Performance Criteria |
|---|---|---|
| Promoting a best practice model of management and use of blood and blood related products and services. | Develop and promote an expanded suite of tools to support health providers to implement the National Safety and Quality Health Service Blood Management Standards. | The NBA engaged a consultant to develop a Training Needs Analysis to inform the next suite of education and training tools. |
| Continue the review and revision of Criteria for access to immunoglobulin products under the national blood arrangements. | Version 3 of the Criteria implemented nationally on 22 October 2018 through BloodSTAR. | |
| Develop and support health technology assessment and utilisation review processes for immunoglobulin and other existing and proposed new blood products. | Product information and data to inform health technology assessment and utilisation review. | |
| Revise and publish updated modules of the National Patient Blood Management Guidelines. | The enhanced PBM guidelines project outcomes will be tabled with JBC in 2019-20. | |
| Support best practice management and use of blood and blood related products through a robust framework. | Sustain improvements in the management and use of blood products by: | A continued and sustained improvement in the management and use of blood products demonstrated by: |
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| Support clinicians to use best practice models for the management and use of blood and blood products. | Update, develop and promote a number of clinical guidelines, clinical practice tools and resources for use within the sector. | No clinical guidelines published due to the revised scope and extended stakeholder engagement processes. |
| One guideline in 2018-19. | One resource made available in 2018-19. |
Performance Criteria Source: Portfolio Budget Statements, pp. 351-353, NBA Corporate Plan 2018-19 to 2021-22, p.17.
4. Develop policy and provide policy advice on the sustainability of the blood sector
The NBA continued to work with state and territory governments providing advice and guidance in developing strategies to ensure the sustainability of the blood sector so that requirements for blood and blood products for product supply and future demand are well managed.
TABLE 2.6 Performance Criteria Qualitative Deliverable - develop policy and provide policy advice on the sustainability of the blood sector
| Qualitative Deliverable | 2018-19 Reference Point | 2018-19 Results Against Performance Criteria |
|---|---|---|
| Output Based Funding Model (OBFM) with the Blood Service in place. | Key parameters that underpin the fourth Blood Service OBFM agreed. | The key parameters were negotiated and agreed for the fourth Blood Service OBFM (2019-22). |
| The National Blood Authority provided advice to key stakeholders in 2018-19. | Support the development of JBC proposals to integrate blood arrangements into wider health sector reform. | A 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. |
Performance Criteria Source: NBA Corporate Plan 2018-19 to 2021-22 p.18.
5. The National Blood Authority is a high performing organisation
The NBA continued to develop capability across a broad range of business programs and activities. In 2018-19, the NBA continued to attract and retain high quality staff for the range of required disciplines across the agency, provided professional and personal development opportunities for staff, maintained strong internal and external relationships and began introducing electronic business processes to enhance performance, governance and compliance.
TABLE 2.7 Performance Criteria Qualitative Deliverable - the National Blood Authority is a high performing organisation
| Qualitative Deliverable | 2018-19 Reference Point | 2018-19 Results Against Performance Criteria |
|---|---|---|
| Implement an eLearning system for all NBA staff. | All annual APS mandatory learning and development modules can be completed online by NBA staff. | Implemented in early 2018-19, reporting period to coincide with NBA Annual Performance and Development cycle. |
Performance Criteria Source: NBA Corporate Plan 2018-19 to 2021-22, p.20.
Table 2.8 Performance Criteria Quantitative Deliverable - the National Blood Authority is a high performing organisation
| Quantitative Indicator | 2017-18 Actual | 2018-19 Budget Target | 2019-20 Forward Year 1 | 2020-21 Forward Year 2 | 2021-22 Forward Year 3 | 2018-19 Results Against Performance Criteria |
|---|---|---|---|---|---|---|
| Continue to be an employer of choice with a staff retention rate of >80 per cent. | 79.5% | >80.0% | >80.0% | >80.0% | >80.0% | 88.90% |
| Maintain a safe and healthy work environment with a reportable incident rate of <2 per cent. | 0% | <1% | <1% | <1% | <1% | 1.66% |
Performance Criteria Source: NBA Corporate Plan 2018-19 to 2021-22, p.20