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.
Qualitative Deliverable | 2019-20 Reference Point or Target | 2019-20 Results Against Performance Criteria |
A safe, secure and affordable supply will be delivered through a national, collaborative approach to blood and blood product management. The NBA will work with jurisdictions and key stakeholders | Determine the clinical requirements for blood and blood products | The NBA collaborated with blood sector stakeholders to secure and supply blood and blood products in 2019-20. |
Develop and manage a national supply plan and budget | The National Supply Plan and Budget (NSP&B) was endorsed by all Health Ministers through the COAG Health Council. | |
Assess blood supply risk and develop and manage blood supply contingency plans | In 2019-20 the NBA reviewed the arrangements under the National Blood Supply Contingency Plan (NBSCP) endorsed by JBC in 2017-18. The review highlighted the need to develop and design a test plan or program including simulation exercises, to further strengthen the NBSCP. This work will be continued in 2020-21. | |
Negotiate and manage national contracts with suppliers of blood and blood products | In 2019-20 the NBA managed 15 blood and blood product supply contracts and arrangements. The NBA successfully conducted a tender process for the supply of standard half-life and extended half-life recombinant Factor VIII and Factor IX products to commence on 1 July 2020. | |
Blood products are available to meet clinical need | Blood and blood products were available to meet clinical demand. | |
No event or crisis occurred that has activated the National Blood Supply Contingency Plan | There were no contingency events during the reporting period that required the National Blood Supply Contingency Plan to be activated, including arising from COVID-19. The NBA together with key stakeholders closely monitored the supply of blood and blood products in Australia and mitigated risk issues in response to COVID-19. | |
Collection and production yield for domestic immunoglobulin maximised | Lifeblood met the targets for the collection of plasma for fractionation at 803 tonnes. CSL Behring produced 3,282.7 kgs of domestic immunoglobulin during 2019‑20. | |
Improvements in the hospital-based SCIg program are implemented | The NBA supported BloodSTAR and multiple enhancements, including the implementation of SCIg dosing functionality, with systems releases implemented in October 2019 and March 2020. |
Performance Criteria Source: Portfolio Budget Statements, p.318-319 NBA Corporate Plan 2019-20 to 2022-23, p.16-17
Quantitative Indicator | 2018-19 Actual | 2019-20 Budget Target | 2020-21 Forward Year 1 | 2021-22 Forward Year 2 | 2022-23 Forward Year 3 | 2019-20 |
Discards as a percentage of net issues of red blood cells is minimised | 1.9% | <2.5% | <2.5% | <2.5% | <2.5% | Discards as a percentage of net issues of red blood cells was 1.9% |
Variance between actual and estimated demand for the supply of blood and products | <3.3% | <5% | <5% | <5% | <5% | Variance between actual and budget is kept to a minimum both in monetary and product volumes. Actual results were $49.0 million or 3.8% below the National Supply Plan and Budget |
Performance Criteria Source: Portfolio Budget Statements, p.318-319 NBA Corporate Plan 2019-20 to 2022-23, p.16-17
2. Drive performance improvement in the Australian blood sector
In 2019-20 the NBA undertook a number of initiatives to assess and improve the efficiency and effectiveness of the blood supply network.
In particular, the NBA completed a substantial review of the efficiency of the operations of the Australian Red Cross Lifeblood. The Review was finalised with consideration by governments in September 2019. The Review concluded that Lifeblood is efficient and delivering value for money for governments.
The NBA is continuing to progress consideration of inter-related issues of performance improvement and sustainable and secure supply issues in relation to the collection of domestic plasma. This consideration has become even more important with the emergence of COVID-19. This work will be completed in early 2020-21.
Qualitative Deliverable | 2019-20 Reference Point | 2019-20 Results Against Performance Criteria |
An efficient and sustainable supply will be delivered by improving the way blood and blood products are governed, managed and used | National data capture and analysis to improve performance reporting and benchmarking | In 2019-20 the NBA published two National Reports on the Issue and Usage of Immunoglobulin for 2016-17 and 2017-18 data. The NBA also published a selected set of immunoglobulin usage data on a regular basis on the website. |
Developing and enhancing blood sector ICT systems and tools | The NBA continued to support the blood sector ICT systems, with a number of system and functional enhancements delivered in October 2019 and March 2020. | |
Immunoglobulin and clotting factor usage performance data are published each year | The NBA worked with jurisdictions, expert groups and stakeholders in 2019-20 to identify and establish performance indicators and reporting. | |
Haemovigilance reports are published when data is complete and validated | The NBA worked with jurisdictions in 2019-20 to develop the 2016-17 and 2017-18 Haemovigilance reports for publication on the NBA website in July 2020. | |
National performance reporting and benchmarking across the Australian blood sector | Published performance reporting and benchmarking information available for the blood sector community | Monthly wastage comparator benchmarks published with jurisdictions. Annual performance scorecards provided as part of annual reporting. |
Performance Criteria Source: Portfolio Budget Statements, p.318-319 NBA Corporate Plan 2019-20 to 2022-23, p.18-19
3. Promote a best practice model of management and use of blood and blood related products and services
In 2019-20 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 continued to implement the National Patient Blood Management Implementation Strategy 2017-21 and review the current tools and resources.
In 2019-20 the NBA continued to develop materials that promote the safe and efficient use of products, informed by close engagement with clinicians. The NBA continued the revision of updated editions of the PBM Guidelines modules. The revised guideline for the use of Anti-D was drafted and was released for public consultation in 2019-20 and is expected to be published in September 2020.
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.
Qualitative Deliverable | 2019-20 Reference Point | 2019-20 Results Against Performance Criteria |
An efficient and sustainable supply will be delivered by improving the way blood and blood products are governed, managed and used | Developing and facilitating national standards, criteria and guidelines | Progressive changes to the Criteria for the clinical use of intravenous immunoglobulin in Australia were published in August 2019, October 2019 and March 2020. |
Contemporary national standards, criteria and guidelines for the Australian blood sector | Update, develop and promote a number of clinical guidelines, clinical practice tools and resources for use within the sector | In 2019-20 a multi-disciplinary Expert Reference Group (ERG) finalised the draft Guideline on the prophylactic use of Rh D Immunoglobulin in pregnancy care and it was released for public comment. All comments were considered by the ERG and the Guideline was updated accordingly. It will be published early in 2020-21. |
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:
|
Performance Criteria Source: Portfolio Budget Statements, p.318-319 NBA Corporate Plan 2019-20 to 2022-23, p.20-21
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.
Qualitative Deliverable | 2019-20 Reference Point | 2019-20 Results Against Performance Criteria |
Output Based Funding Model (OBFM) with Australian Red Cross Lifeblood is in place | Output Based Funding Model (OBFM) with Australian Red Cross Lifeblood principles agreed are implemented | The principles agreed for the fourth Lifeblood OBFM (2019-22) are implemented and used in the preparation of the National Supply Plan and Budget. |
An efficient and sustainable supply will be delivered by improving the way blood and blood products are governed, managed and used | Providing expert advice to support government policy development, including; identification of emerging risks, developments, trends and new opportunities | The NBA provided product information and data were used to inform health technology assessments and utilisation reviews. |
Effective policy advice is provided by the NBA to support policy decision-making on the sustainability of the blood sector | The NBA continues to provide advice on the interrelationship between supply availability, demand and cost of plasma for fractionation, and domestic and imported immunoglobulin (Ig) and other plasma derived products, which relate to a number of key policy settings and is central to the NBA’s management of the national blood supply on behalf of all Australian governments. | |
Outcomes of health technology assessment reviews are provided to JBC and inform decision-making in relation to national policy and access criteria | In November 2019, the Medical Services Advisory Committee (MSAC) completed the assessment relating to the supply of replacement Ig for the treatment of acquired hypogammaglobulinaemia secondary to haematological malignancies or post-haemopoietic stem cell transplantation. MSAC advised that no immediate changes were required to the eligibility criteria, but that there should be more research to determine the specific patient groups and best-practice Ig use for greatest benefit. |
Performance Criteria Source: Portfolio Budget Statements, p.318-319 NBA Corporate Plan 2019-20 to 2022-23, p.22
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 2019‑20, 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 improving business processes to digitise and enhance performance, governance and compliance.
The performance of the NBA was acknowledged with the 2019 Prime Minister’s Silver Award for Excellence in Public Sector Management.
Qualitative Deliverable | 2019-20 Reference Point | 2019-20 Results Against Performance Criteria |
Undertake horizon scanning and continue to monitor and report on international trends that may influence the management of blood and blood products in Australia | Report international trends relevant to Australia's management of blood and blood products monthly on the NBA website | The NBA has a comprehensive horizon scanning process that underpins a number of program deliverables, such as contract management, national standards, criteria and guidelines. The NBA publishes a summary report on international Trends each month on the NBA website. |
Performance Criteria Source: Portfolio Budget Statements, p.318-319 NBA Corporate Plan 2019-20 to 2022-23, p.24
Quantitative Indicator | 2018-19 Actual | 2019-20 Budget Target | 2020-21 Forward Year 1 | 2021-22 Forward Year 2 | 2022-23 Forward Year 3 | 2019-20 |
Continue to be an employer of choice with a staff retention rate of >80 per cent | 88.9% | >80.0% | >80.0% | >80.0% | >80.0% | 80.0% |
Maintain a safe and healthy work environment with a reportable incident rate of <2 per cent | 2% | <1% | <1% | <1% | <1% | 0.0% |
Ensure that 100% of all annual APS mandatory learning and development modules can be completed online by NBA staff | 100% | 100% | 100% | 100% | 100% | 100% |
Performance Criteria Source: Portfolio Budget Statements, p.318-319 NBA Corporate Plan 2019-20 to 2022-23, p.24
Visit
https://www.transparency.gov.au/annual-reports/national-blood-authority/reporting-year/2019-20-5