{ "entity_id": "B-001934", "folder": "Jurisdictional-Blood-Committee", "name": "Jurisdictional Blood Committee", "type": "Ministerial Council", "jurisdiction": "Commonwealth", "portfolio": "Health, Disability and Ageing", "website": "https://www.blood.gov.au/governance-and-committees", "data_status": "inherited", "completeness": { "has_strategy_brief": true, "has_strategy_structured": true, "has_vision": true, "has_kpi_targets": true, "has_kpi_results": true, "has_strategy_overview": true, "has_legislation_text": true, "has_legislation_structured": false, "has_global_initiatives_text": false, "has_ideas": true, "has_artifacts": true, "n_ideas": 12, "n_legislation": 0, "n_artifacts": 3, "n_kpi_targets": 3, "n_kpi_results": 5, "n_outcomes": 1, "verified_own_data": false, "vision_shared_with_n_others": 2 }, "strategy_profile": { "status": "needs_review", "confidence": "low", "summary": "The NBA manages and coordinates arrangements for the supply of blood, blood products and blood services on behalf of all Australian governments in accordance with the National Blood Agreement. [AR p.10]", "official_site_url": "https://www.blood.gov.au/governance-and-committees", "source_documents": [ { "type": "annual_report", "title": "NBA Annual Report 2024-25", "url": "https://www.blood.gov.au/sites/default/files/documents/2025-10/NBA0920%20%E2%80%93%20NBA%20Annual%20Report%202024%E2%80%9325%20%28Working%20file%29%20-%20WCAG.pdf", "period": "2024-25", "confidence": "high" }, { "type": "annual_report", "title": "NBA Annual Report 2023–24 (WCAG accessible)", "url": "https://www.blood.gov.au/sites/default/files/documents/2024-10/NBA0912%20%E2%80%93%20NBA%20Annual%20Report%202023%E2%80%9324%20WCAG%20accessible.pdf", "period": "2023-24", "confidence": "high" }, { "type": "corporate_plan", "title": "NBA Corporate Plan 2025-26", "url": "https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf", "period": "2025-26", "confidence": "high" } ], "purpose": { "text": "The NBA manages and coordinates arrangements for the supply of blood, blood products and blood services on behalf of all Australian governments in accordance with the National Blood Agreement. [AR p.10]", "source_url": "https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf", "source_page": 10, "source_deep_url": "https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf#page=10" }, "vision": { "text": "To save and improve Australian lives and patient outcomes through a world-class blood supply. [AR p.16]", "source_url": "https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf", "source_page": 16, "source_deep_url": "https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf#page=16" }, "strategic_priorities": [ { "title": "Secure the supply of blood and blood products.", "description": "Secure the supply of blood and blood products.", "source_url": "https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf", "source_page": 37, "source_deep_url": "https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf#page=37" }, { "title": "Improve risk management and blood sector performance.", "description": "Improve risk management and blood sector performance.", "source_url": "https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf", "source_page": 37, "source_deep_url": "https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf#page=37" }, { "title": "Promote the safe and efficient use of blood and blood products.", "description": "Promote the safe and efficient use of blood and blood products.", "source_url": "https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf", "source_page": 37, "source_deep_url": "https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf#page=37" }, { "title": "Develop and provide policy advice on the sustainability of the blood sector.", "description": "Develop and provide policy advice on the sustainability of the blood sector.", "source_url": "https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf", "source_page": 37, "source_deep_url": "https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf#page=37" }, { "title": "Be a high-performing organisation.", "description": "Be a high-performing organisation.", "source_url": "https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf", "source_page": 37, "source_deep_url": "https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf#page=37" } ], "values": [ { "name": "integrity", "description": "", "source_url": "https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf", "source_page": null }, { "name": "excellence", "description": "", "source_url": "https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf", "source_page": null }, { "name": "collaboration", "description": "", "source_url": "https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf", "source_page": null }, { "name": "innovation", "description": "", "source_url": "https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf", "source_page": null }, { "name": "sustainability", "description": "", "source_url": "https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf", "source_page": null } ], "outcomes": [ { "name": "Access to a secure supply of safe and affordable blood products", "description": "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. [AR p.10]", "activities": [ "works with all Australian governments to determine the clinical requirements for the blood and blood products", "negotiates and manages national contracts with suppliers of blood and blood products", "assesses risks to the blood supply and develops contingency plans", "provides expert advice to government, including emerging risks, developments, trends and opportunities", "helps all Australian governments to consider key issues in line with the National Blood Agreement" ], "source_url": "https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf", "source_page": 10, "source_deep_url": "https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf#page=10" } ], "performance_measures": [ { "code": "CCE01", "measure": "Multiple contracts from diverse sources for relevant blood products are in place and managed to ensure security of supply.", "target": "<5% variation within 5% of the National Supply Plan & Budget approved by governments.", "latest_result": "Met", "status": "Achieved", "target_source_url": "https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf", "target_source_page": 34, "result_source_url": "https://www.blood.gov.au/sites/default/files/documents/2025-10/NBA0920%20%E2%80%93%20NBA%20Annual%20Report%202024%E2%80%9325%20%28Working%20file%29%20-%20WCAG.pdf", "result_source_page": 42 }, { "code": "IGM01", "measure": "Appropriate access and use of immunoglobulin (Ig), as indicated by clinical demand against approved access criteria.", "target": "<8% growth in Ig demand under approved criteria.", "latest_result": "Met", "status": "Achieved", "target_source_url": "https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf", "target_source_page": 34, "result_source_url": "https://www.blood.gov.au/sites/default/files/documents/2025-10/NBA0920%20%E2%80%93%20NBA%20Annual%20Report%202024%E2%80%9325%20%28Working%20file%29%20-%20WCAG.pdf", "result_source_page": 42 }, { "code": "NPR01", "measure": "National performance reporting and benchmarking across the Australian blood sector.", "target": "Published performance reporting and benchmarking information on the NBA website for the blood sector community.", "latest_result": "Met", "status": "Achieved", "target_source_url": "https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf", "target_source_page": 34, "result_source_url": "https://www.blood.gov.au/sites/default/files/documents/2025-10/NBA0920%20%E2%80%93%20NBA%20Annual%20Report%202024%E2%80%9325%20%28Working%20file%29%20-%20WCAG.pdf", "result_source_page": 42 }, { "code": "IGM02", "measure": "Collection and production yield for domestic Ig is maximised.", "target": "", "latest_result": "Not met", "status": "Not achieved", "target_source_url": "", "target_source_page": null, "result_source_url": "https://www.blood.gov.au/sites/default/files/documents/2025-10/NBA0920%20%E2%80%93%20NBA%20Annual%20Report%202024%E2%80%9325%20%28Working%20file%29%20-%20WCAG.pdf", "result_source_page": 42 }, { "code": "NPR02", "measure": "National Supply Plan and Budget agreed by governments.", "target": "", "latest_result": "Met", "status": "Achieved", "target_source_url": "", "target_source_page": null, "result_source_url": "https://www.blood.gov.au/sites/default/files/documents/2025-10/NBA0920%20%E2%80%93%20NBA%20Annual%20Report%202024%E2%80%9325%20%28Working%20file%29%20-%20WCAG.pdf", "result_source_page": 42 } ], "document_alignment_terms": { "must_support": [ "The NBA manages and coordinates arrangements for the supply of blood, blood products and blood services on behalf of all Australian governments in accordance with the National Bloo", "To save and improve Australian lives and patient outcomes through a world-class blood supply. [AR p.16]", "Secure the supply of blood and blood products.", "Improve risk management and blood sector performance.", "Promote the safe and efficient use of blood and blood products.", "Develop and provide policy advice on the sustainability of the blood sector.", "Be a high-performing organisation." ], "watch_terms": [ "Multiple contracts from diverse sources for relevant blood products are in place and managed to ensure security of supply.", "Appropriate access and use of immunoglobulin (Ig), as indicated by clinical demand against approved access criteria.", "National performance reporting and benchmarking across the Australian blood sector.", "Collection and production yield for domestic Ig is maximised.", "National Supply Plan and Budget agreed by governments." ], "avoid_claiming_without_evidence": [] }, "review_note": "This entity appears to share a parent or related entity's strategy text; verify its own strategy before publishing." }, "strategy_brief_md": "# Jurisdictional Blood Committee — Strategy Brief\n\n**Reporting period**: 2024-25\n**Corporate plan in force**: 2025-26\n**Annual Report**: [2024-25](https://www.blood.gov.au/sites/default/files/documents/2025-10/NBA0920%20%E2%80%93%20NBA%20Annual%20Report%202024%E2%80%9325%20%28Working%20file%29%20-%20WCAG.pdf)\n**Corporate Plan**: [2025-26](https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf)\n\n## Vision\n\n> To save and improve Australian lives and patient outcomes through a world-class blood supply. [AR p.16](https://www.blood.gov.au/sites/default/files/documents/2025-10/NBA0920%20%E2%80%93%20NBA%20Annual%20Report%202024%E2%80%9325%20%28Working%20file%29%20-%20WCAG.pdf#page=16) [[CP p.16](https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf#page=16)(https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf#page=16)]\n\n## Our purpose / purposes\n\n> The NBA manages and coordinates arrangements for the supply of blood, blood products and blood services on behalf of all Australian governments in accordance with the National Blood Agreement. [AR p.10](https://www.blood.gov.au/sites/default/files/documents/2025-10/NBA0920%20%E2%80%93%20NBA%20Annual%20Report%202024%E2%80%9325%20%28Working%20file%29%20-%20WCAG.pdf#page=10) [[CP p.10](https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf#page=10)(https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf#page=10)]\n\n## How we deliver\n\n> The NBA manages contracts for both domestic and imported blood products and services. We operate in a specialised global market with only a limited number of organisations that collect blood and plasma and manufacture these critical products. To ensure a reliable supply across Australia, we work closely with key partners. The Australian Red Cross Lifeblood (Lifeblood) is responsible for collecting and managing fresh blood and plasma, while CSL Behring processes donated plasma into specialised therapies under the National Fractionation Agreement for Australia (NaFAA). The NBA also manages arrangements with other suppliers to source imported products not manufactured locally, ensuring patients have access to the full range of treatments they need. [AR p.6](https://www.blood.gov.au/sites/default/files/documents/2025-10/NBA0920%20%E2%80%93%20NBA%20Annual%20Report%202024%E2%80%9325%20%28Working%20file%29%20-%20WCAG.pdf#page=6) [[CP p.6](https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf#page=6)(https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf#page=6)]\n\n## Government priorities for this department\n\n- Secure the supply of blood and blood products. [[CP p.37](https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf#page=37)(https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf#page=37)]\n- Improve risk management and blood sector performance. [[CP p.37](https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf#page=37)(https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf#page=37)]\n- Promote the safe and efficient use of blood and blood products. [[CP p.37](https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf#page=37)(https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf#page=37)]\n- Develop and provide policy advice on the sustainability of the blood sector. [[CP p.37](https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf#page=37)(https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf#page=37)]\n- Be a high-performing organisation. [[CP p.37](https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf#page=37)(https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf#page=37)]\n\n## Outcomes\n\n### Access to a secure supply of safe and affordable blood products\nAccess 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. [AR p.10](https://www.blood.gov.au/sites/default/files/documents/2025-10/NBA0920%20%E2%80%93%20NBA%20Annual%20Report%202024%E2%80%9325%20%28Working%20file%29%20-%20WCAG.pdf#page=10) [[CP p.10](https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf#page=10)(https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf#page=10)]\n\n**Key activities:**\n- works with all Australian governments to determine the clinical requirements for the blood and blood products\n- negotiates and manages national contracts with suppliers of blood and blood products\n- assesses risks to the blood supply and develops contingency plans\n- provides expert advice to government, including emerging risks, developments, trends and opportunities\n- helps all Australian governments to consider key issues in line with the National Blood Agreement\n\n## Values and principles\n\n_APS Values_\n\n- integrity\n- excellence\n- collaboration\n- innovation\n- sustainability\n\n## What they will measure themselves on this year (targets from 2025-26 corporate plan)\n\n| Code | Measure | Target | Source |\n|---|---|---|---|\n| CCE01 | Multiple contracts from diverse sources for relevant blood products are in place and managed to ensure security of supply. | <5% variation within 5% of the National Supply Plan & Budget approved by governments. | [CP p.34](https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf#page=34)(https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf#page=34) |\n| IGM01 | Appropriate access and use of immunoglobulin (Ig), as indicated by clinical demand against approved access criteria. | <8% growth in Ig demand under approved criteria. | [CP p.34](https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf#page=34)(https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf#page=34) |\n| NPR01 | National performance reporting and benchmarking across the Australian blood sector. | Published performance reporting and benchmarking information on the NBA website for the blood sector community. | [CP p.34](https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf#page=34)(https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf#page=34) |\n\n## How they performed last year (results from 2024-25 annual report)\n\n| Code | Measure | Result | Status | Source |\n|---|---|---|---|---|\n| CCE01 | Availability of blood and blood-related products meets clinical requirements. | Met | Achieved | [AR p.42](https://www.blood.gov.au/sites/default/files/documents/2025-10/NBA0920%20%E2%80%93%20NBA%20Annual%20Report%202024%E2%80%9325%20%28Working%20file%29%20-%20WCAG.pdf#page=42)(https://www.blood.gov.au/sites/default/files/documents/2025-10/NBA0920%20%E2%80%93%20NBA%20Annual%20Report%202024%E2%80%9325%20%28Working%20file%29%20-%20WCAG.pdf#page=42) |\n| IGM01 | Provision and use of Ig is consistent with access criteria. | Met | Achieved | [AR p.42](https://www.blood.gov.au/sites/default/files/documents/2025-10/NBA0920%20%E2%80%93%20NBA%20Annual%20Report%202024%E2%80%9325%20%28Working%20file%29%20-%20WCAG.pdf#page=42)(https://www.blood.gov.au/sites/default/files/documents/2025-10/NBA0920%20%E2%80%93%20NBA%20Annual%20Report%202024%E2%80%9325%20%28Working%20file%29%20-%20WCAG.pdf#page=42) |\n| NPR01 | Continuing supply arrangements determined for RCDPs. | Met | Achieved | [AR p.42](https://www.blood.gov.au/sites/default/files/documents/2025-10/NBA0920%20%E2%80%93%20NBA%20Annual%20Report%202024%E2%80%9325%20%28Working%20file%29%20-%20WCAG.pdf#page=42)(https://www.blood.gov.au/sites/default/files/documents/2025-10/NBA0920%20%E2%80%93%20NBA%20Annual%20Report%202024%E2%80%9325%20%28Working%20file%29%20-%20WCAG.pdf#page=42) |\n| IGM02 | Collection and production yield for domestic Ig is maximised. | Not met | Not achieved | [AR p.42](https://www.blood.gov.au/sites/default/files/documents/2025-10/NBA0920%20%E2%80%93%20NBA%20Annual%20Report%202024%E2%80%9325%20%28Working%20file%29%20-%20WCAG.pdf#page=42)(https://www.blood.gov.au/sites/default/files/documents/2025-10/NBA0920%20%E2%80%93%20NBA%20Annual%20Report%202024%E2%80%9325%20%28Working%20file%29%20-%20WCAG.pdf#page=42) |\n| NPR02 | National Supply Plan and Budget agreed by governments. | Met | Achieved | [AR p.42](https://www.blood.gov.au/sites/default/files/documents/2025-10/NBA0920%20%E2%80%93%20NBA%20Annual%20Report%202024%E2%80%9325%20%28Working%20file%29%20-%20WCAG.pdf#page=42)(https://www.blood.gov.au/sites/default/files/documents/2025-10/NBA0920%20%E2%80%93%20NBA%20Annual%20Report%202024%E2%80%9325%20%28Working%20file%29%20-%20WCAG.pdf#page=42) |", "strategy_overview_evidence_md": null, "internal_strategy_evidence_md": "# Jurisdictional Blood Committee - Strategy, Performance, and Operating Profile\n\n**Generated at**: 2026-05-09T22:39:38.504046+00:00\n**Entity ID**: B-001934\n**Entity type**: Ministerial Council\n**Jurisdiction**: Commonwealth\n**Portfolio**: Health, Disability and Ageing\n**Website**: https://www.blood.gov.au/governance-and-committees\n\n> Draft generated from scraped source material. Treat this as an evidence pack for editorial review, not a final judgement.\n\n## Source Coverage\n\n| Source type | Count |\n|---|---:|\n| annual-reports | 2 |\n| corporate-plans | 1 |\n| pages | 8 |\n\n## Executive Readout\n\n### Purpose\n\n- Our vision and purpose\nTo save and improve Australian lives and patient outcomes through a world-class blood supply.\n Source: `corporate-plans/2025-26.pdf (https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf)`\n- Legislative and Policy Environment\n• National Blood Authority Act • National Blood Agreement • Domestic Supply Policy\n• Public Governance, (for the Australian Blood Sector) • Onshore Fractionation Policy\nPerformance and • Ministers’ Stewardship • Overseas Supply Policy\nAccountability Act Statement (for health providers)\n• NBA Corporate Plan\n• Public Service Act • Ministers’ Statement of\n• Auditor General Act Expectations (for Lifeblood)\nObjectives\n1 2 3\nSecure the supply of blood Improve risk management and Promote the safe and efficient\nand blood products blood sector performance use of blood and blood products\nHorizon-scanning\nStrategies\n• Provide a safe, secure affordable supply of • Promote a best practice model of the\nblood and blood related products and services management and use of blood and\n• Drive performance improvements in the blood-related products and services\n Source: `corporate-plans/2025-26.pdf (https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf)`\n- S We are committed to providing the best service\npossible by being highly professional, agile,\nThe NBA will focus on:\ninnovative and efficient and through working\ncollaboratively with all stakeholders to develop, S recruiting, developing and retaining our people,\nmonitor and improve national networks and expertise and talent\nsystems for improved clinical awareness and\nS evolving our attraction, recruitment and retention\npractice in the use of blood and blood products.\nstrategies to support the delivery of our\nS We are open and accountable for what we do to objectives\nmanage and support Australia’s national blood\nS continuing to invest in strengthening our\narrangements.\ncapabilities, including our leadership, contract\nS We are respectful and value diversity. management and procurement, digital and\n Source: `corporate-plans/2025-26.pdf (https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf)`\n- [Page 46]\n40 NBA Annual Report 2023–24\nTABLE 2.1 Alignment of PBS performance measures with the Corporate Plan 2023–24 to\n2026–27\nPBS Outcome 1:\nAccess to a secure supply of safe and affordable blood products, including through national\nsupply arrangements and coordination of best practice standards within agreed funding policies\nunder the national blood arrangements\nPerformance measures (PBS) 2023–24 targets (PBS) Strategies (Corporate Plan)\nA safe, secure and affordable Blood and blood-related Strategy 1: Provide a safe,\nsupply of blood and blood- products are available to meet secure and affordable supply\nrelated products for Australia clinical requirements of blood and blood-related\nproducts and services\nEvents that activate the\nNational Blood Supply\nContingency Plan, if any, are\nmanaged effectively and\nefficiently by the NBA\nMultiple contracts from diverse\n Source: `annual-reports/2023-24.pdf (https://www.blood.gov.au/sites/default/files/documents/2024-10/NBA0912%20%E2%80%93%20NBA%20Annual%20Report%202023%E2%80%9324%20WCAG%20accessible.pdf)`\n\n### Role and Functions\n\n- Legislative and Policy Environment\n• National Blood Authority Act • National Blood Agreement • Domestic Supply Policy\n• Public Governance, (for the Australian Blood Sector) • Onshore Fractionation Policy\nPerformance and • Ministers’ Stewardship • Overseas Supply Policy\nAccountability Act Statement (for health providers)\n• NBA Corporate Plan\n• Public Service Act • Ministers’ Statement of\n• Auditor General Act Expectations (for Lifeblood)\nObjectives\n1 2 3\nSecure the supply of blood Improve risk management and Promote the safe and efficient\nand blood products blood sector performance use of blood and blood products\nHorizon-scanning\nStrategies\n• Provide a safe, secure affordable supply of • Promote a best practice model of the\nblood and blood related products and services management and use of blood and\n• Drive performance improvements in the blood-related products and services\n Source: `corporate-plans/2025-26.pdf (https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf)`\n- [Page 45]\nPart 2: Annual performance 39\nIntroductory statement\nAs required under the PGPA Act, this part of the annual report outlines the NBA’s actual\nperformance results against the planned performance criteria set out in the Health Portfolio\nBudget Statements 2023–24 (PBS) and the NBA’s Corporate Plan for 2023–24.\n Source: `annual-reports/2023-24.pdf (https://www.blood.gov.au/sites/default/files/documents/2024-10/NBA0912%20%E2%80%93%20NBA%20Annual%20Report%202023%E2%80%9324%20WCAG%20accessible.pdf)`\n- Appropriation: Public Governance, Performance and Accountability Act 2013 section 80 232,840 142,318\nEstablishing Instrument: National Blood Authority Act 2003\nPurpose:\nThe National Blood ANuathtioorniatyl Bwloaos de sAtuatbhliosrhiteyd A ocnt 120 J0u3ly 2003 with the principal role of managing the national blood arrangements, ensuring\nsufficient supply and to provide a new focus on the safety and quality of blood and blood products.\n Source: `annual-reports/2023-24.pdf (https://www.blood.gov.au/sites/default/files/documents/2024-10/NBA0912%20%E2%80%93%20NBA%20Annual%20Report%202023%E2%80%9324%20WCAG%20accessible.pdf)`\n- [Page 161]\nPart 4: Financial management 155\nOFFICIAL\n#\nNATIONAL BLOOD AUTHORITY\nNOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS\nfor the year ended 30 June 2024\n8.2: BUDGETARY REPORTS AND EXPLANATIONS OF MAJOR VARIANCES\nThe following tables provide a comparison of the original budget as presented in the 2023-24 Portfolio Budget Statements (PBS) to the 2023-24\nf8in.2aAl :o Dutecpoamretm ase pnrteasl eBnuteddg eint aarcyc oRredpanocrets with Australian Accounting Standards for the NBA.\n Source: `annual-reports/2023-24.pdf (https://www.blood.gov.au/sites/default/files/documents/2024-10/NBA0912%20%E2%80%93%20NBA%20Annual%20Report%202023%E2%80%9324%20WCAG%20accessible.pdf)`\n- Appropriation: Public Governance, Performance and Accountability Act 2013 section 80 149,647 145,654\nEstablishing Instrument: National Blood Authority Act 2003\nPurpose:\nThe National Blood ANuathtioorniatyl Bwloaos de sAtuatbhliosrhiteyd A ocnt 210 J0u3ly 2003 with the principal role of managing the national blood arrangements, ensuring\nsufficient supply and to provide a new focus on the safety and quality of blood and blood products.\n Source: `annual-reports/2024-25.pdf (https://www.blood.gov.au/sites/default/files/documents/2025-10/NBA0920%20%E2%80%93%20NBA%20Annual%20Report%202024%E2%80%9325%20%28Working%20file%29%20-%20WCAG.pdf)`\n- [Page 164]\nOFFICIAL\n#\nNATIONAL BLOOD AUTHORITY\nNOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS\nfor the year ended 30 June 2025\n8.2: BUDGETARY REPORTS AND EXPLANATIONS OF MAJOR VARIANCES\nThe following tables provide a comparison of the original budget as presented in the 2024-25 Portfolio Budget Statements (PBS) to the 2024-\n285.2 fAin: aDl eopuatcrotmmee natsa pl rBeusedngteetda riny aRcecpoordratsnce with Australian Accounting Standards for the NBA.\n Source: `annual-reports/2024-25.pdf (https://www.blood.gov.au/sites/default/files/documents/2025-10/NBA0920%20%E2%80%93%20NBA%20Annual%20Report%202024%E2%80%9325%20%28Working%20file%29%20-%20WCAG.pdf)`\n\n### Strategic Priorities\n\n- In 2023–24 the BOC:\nS provided regular NBA news and alerts to users, such as updating users on any potential\nissues with blood product supply\nS ensured that the systems regularly and accurately monitored national inventory levels\nS received over 5,800 calls, including over 720 high-priority calls after normal support\nhours\nS made over 2,900 calls to the sector, following up with facilities and issues to ensure the\nongoing operation of the blood systems\nS completed over 7,000 support tickets\nS facilitated ordering of important and lifesaving products through Lifeblood.\n Source: `annual-reports/2023-24.pdf (https://www.blood.gov.au/sites/default/files/documents/2024-10/NBA0912%20%E2%80%93%20NBA%20Annual%20Report%202023%E2%80%9324%20WCAG%20accessible.pdf)`\n- [pages 75,76,77,78]\ntored national inventory levels\nS received over 5,800 calls, including over 720 high-priority calls after normal support\nhours\nS made over 2,900 calls to the sector, following up with facilities and issues to ensure the\nongoing operation of the blood systems\nS completed over 7,000 support tickets\nS facilitated ordering of important and lifesaving products through Lifeblood.\n Source: `annual-reports/2023-24.pdf (https://www.blood.gov.au/sites/default/files/documents/2024-10/NBA0912%20%E2%80%93%20NBA%20Annual%20Report%202023%E2%80%9324%20WCAG%20accessible.pdf)`\n- In 2024–25 the BOC:\nS provided regular NBA news and alerts to users\nS ensured that the systems regularly and accurately monitored national inventory levels\nS received more than 6,550 calls, including over 1,050 high-priority calls after normal support\nhours\nS made more than 1,750 calls to the sector, following up with facilities to ensure the ongoing\noperation of the blood systems\nS completed over 9,800 support tickets\nS facilitated ordering of important and life-saving products through Lifeblood.\n Source: `annual-reports/2024-25.pdf (https://www.blood.gov.au/sites/default/files/documents/2025-10/NBA0920%20%E2%80%93%20NBA%20Annual%20Report%202024%E2%80%9325%20%28Working%20file%29%20-%20WCAG.pdf)`\n- This included input on:\nS the 2023–24 Corporate Plan and Business Plan, including future strategic priorities\nS ICT systems and infrastructure, and cyber security\nS employee health, safety and wellbeing management\nS the response to the 2023 APS Employee Census and the NBA’s Employee Census Action Plan\nS operational funding.\n Source: `annual-reports/2023-24.pdf (https://www.blood.gov.au/sites/default/files/documents/2024-10/NBA0912%20%E2%80%93%20NBA%20Annual%20Report%202023%E2%80%9324%20WCAG%20accessible.pdf)`\n- Patients\nNBA\nNumber of\nBudget Contracts managed products\n75 $2.2b 18 42\nStaff\nblood.gov.au 13 000 BLOOD\nNBA Corporate Plan 2025–26 to 2028–29 iii\n Source: `corporate-plans/2025-26.pdf (https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf)`\n- Legislative and Policy Environment\n• National Blood Authority Act • National Blood Agreement • Domestic Supply Policy\n• Public Governance, (for the Australian Blood Sector) • Onshore Fractionation Policy\nPerformance and • Ministers’ Stewardship • Overseas Supply Policy\nAccountability Act Statement (for health providers)\n• NBA Corporate Plan\n• Public Service Act • Ministers’ Statement of\n• Auditor General Act Expectations (for Lifeblood)\nObjectives\n1 2 3\nSecure the supply of blood Improve risk management and Promote the safe and efficient\nand blood products blood sector performance use of blood and blood products\nHorizon-scanning\nStrategies\n• Provide a safe, secure affordable supply of • Promote a best practice model of the\nblood and blood related products and services management and use of blood and\n• Drive performance improvements in the blood-related products and services\n Source: `corporate-plans/2025-26.pdf (https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf)`\n- National Supply and Budget 2025–26\n$2,140m\n$885m $1,226m $14m $15m 63%\ncollection collection collection collection Commonweath\nFresh blood Plasma and Other* NBA 37%\nproducts and recombinant operational\nplasma products funding# States/Territories\n*Funding for specific activities, eg BloodSafe eLearning Australia, Australian Defence Force blood products, etc.\n#Departmental $15m is rounded.\n Source: `corporate-plans/2025-26.pdf (https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf)`\n- [pages 21,22,23]\ndata sources\nS Implement the ICT Strategy to focus on\nmodernising the systems we provide, improving\ndata quality and availability and improving how\nwe exchange data with partners\nProducts Systems\nHigh global demand Changes in donor\nSupply Manufacturing\nfor products affects behaviour affecting\nWork with suppliers the availability and Complex the size of the donor\nto enable more robust price of imported requirements related panel (people who\ndata sharing to assist products for Australia to managing multiple voluntarily donate\nwith supply planning suppliers for imported blood and plasma)\nblood products and number of\ndonations collected\nNBA Corporate Plan 2025–26 to 2028–29 18\nOperating\nContext\nCollaboration\nChallenges\n&\nOpportunities\nRisk\nManagement\nCapability\nStrategic\nDirection\nPerformance\n Source: `corporate-plans/2025-26.pdf (https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf)`\n- Our five strategies are:\n1\nProvide a safe, secure\nand affordable supply of\nblood and blood-related\nproducts and services\n5 2\nBe a high-performing Drive performance\norganisation improvements in the\nAustralian blood sector\n4 3\nDevelop and provide Promote a best-practice model\npolicy advice to support a of the management and use\nsustainable blood sector in of blood and blood-related\nAustralia products and services\nOperating\nContext\nCollaboration\nChallenges\n&\nOpportunities\nRisk\nManagement\nCapability\nStrategic\nDirection\nPerformance\nNBA Corporate Plan 2025–26 to 2028–29 24\n Source: `corporate-plans/2025-26.pdf (https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf)`\n- Oversee 2025–26 Oversee 2026–27 NSP&B Oversee 2027–28 NSP&B Oversee 2028–29 NSP&B\nNational Supply Plan and develop NSP&B for and develop NSP&B for and develop NSP&B for\nand Budget (NSP&B) 2027–28.\n Source: `corporate-plans/2025-26.pdf (https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf)`\n\n## KPIs, Targets, and Where They Are At\n\n- [Page 58]\nTABLE 2.8 Supplier performance 2024–25: imported plasma and recombinant products\nPerformance measure KPI 1 KPI 2 KPI 3 KPI 4\nIn-country\nShelf life Reporting\nreserve Delivery\nSupplier on products accuracy and\nproduct performance\ndelivered timeliness\ninventory\nSanofi-Aventis Australia Pty Ltd Achieved Achieved Achieved Achieved\n(Alprolix, Eloctate)\nRoche Products Pty Ltd (Hemlibra) Achieved Achieved Achieved Achieved\nCSL Behring (Australia) Pty Achieved Achieved Achieved Achieved\nLtd (Rhophylac, RiaSTAP,\nFibrogammin, Berinert)\nCSL Behring (Australia) Pty Ltd Achieved Achieved Achieved Achieved\n(factor XI concentrate)\nNovo Nordisk Pharmaceuticals Pty Achieved Achieved Achieved Achieved\nLtd (NovoSeven, Novo Thirteen)\nPfizer Australia Pty Ltd (Xyntha, Achieved Achieved Achieved Achieved\nBeneFIX)\nTakeda Pharmaceuticals Australia Achieved Achieved Achieved Achieved\n Source: `annual-reports/2024-25.pdf (https://www.blood.gov.au/sites/default/files/documents/2025-10/NBA0920%20%E2%80%93%20NBA%20Annual%20Report%202024%E2%80%9325%20%28Working%20file%29%20-%20WCAG.pdf)`\n- [Page 58]\n52 NBA Annual Report 2023–24\nTABLE 2.5 Lifeblood performance\n2023–24\nStatement of\nDomain Indicator 2022–23 result 2023–24 result\nExpectations\n(SoE) target\nDonor New Whole blood 116,951 Not included 104,212\nmanagement donors and apheresis in SoE\n(combined)\nEffective Number of days within 208 Not included 263\nmanagement inventory bands in SoE\nof Lifeblood\ninventory\nRed cell yield (proportion 92.3% Not included 92.9%\nof collections converted in SoE\nto supply)\nAge of red cells at issue 4.7 Not included 5.0\n(days) in SoE\nClinically acceptable 95% ≥95% 96%\norder fulfilment red cells\n(≥95%)\nEnsure health Health providers are 9.3 ≥8 9.3\nprovider satisfied with the\nsatisfaction provision of products\nand services with a mean\noverall satisfaction level\nof ≥8/10\nDeliver financial Annual ongoing $11.2m ≥1% of total $7.1m*\nefficiencies operational efficiencies funding\n Source: `annual-reports/2023-24.pdf (https://www.blood.gov.au/sites/default/files/documents/2024-10/NBA0912%20%E2%80%93%20NBA%20Annual%20Report%202023%E2%80%9324%20WCAG%20accessible.pdf)`\n- [Page 60]\n54 NBA Annual Report 2023–24\nTABLE 2.6 CSL Behring NaFAA performance 2023–24\nDescription of performance\nTarget Results\nmeasure\nKPI1 Plasma stewardship – ability to minimise loss of plasma during the manufacturing process or\nthrough loss or expiry of product\nTarget Q1 Q2 Q3 Q4\nStarting plasma (Ig) ≤2,000 kg 0 kg 0 kg 0 kg 0 kg\nStarting plasma ≤200 kg 0 kg 0 kg 0 kg 0 kg\n(hyperimmune)\nFailed production 0 kg 0 kg 0 kg 0 kg 12,404.269 kg\nbatches (Ig)\nFailed production 0 kg 0 kg 0 kg 0 kg 0 kg\nbatches (hyperimmune)\nLow-yielding production 0 kg 0 kg 196.573 kg 0 kg 511.315 kg\nbatches (Ig)\nLoss or expiry of 0 kg 0 kg 0 kg 0 kg 0 kg\nproducts (Ig)\nLoss or expiry 0 kg 0 kg 3.764 kg 3.921 kg 69.814 kg\nof products\n(hyperimmune)\nKPI2 Production yield – average production yield for IVIg and SCIg\nNot published\n Source: `annual-reports/2023-24.pdf (https://www.blood.gov.au/sites/default/files/documents/2024-10/NBA0912%20%E2%80%93%20NBA%20Annual%20Report%202023%E2%80%9324%20WCAG%20accessible.pdf)`\n- [Page 63]\nPart 2: Annual performance 57\nTABLE 2.8 Supplier performance 2023–24: imported plasma and recombinant products\nPerformance measure KPI1 KPI2 KPI3 KPI4\nIn-country Shelf life on Reporting\nDelivery\nSupplier reserve product products accuracy and\nperformance\ninventory delivered timeliness\nSanofi-Aventis Australia Achieved Achieved Achieved Achieved\nPty Ltd (Alprolix, Eloctate)\nRoche Products Pty Ltd Achieved Achieved Achieved Achieved\n(Hemlibra)\nCSL Behring (Rhophylac, Achieved Achieved Achieved Achieved\nRiaSTAP, Fibrogammin,\nBerinert)\nCSL Behring (Factor XI Achieved Achieved Achieved Achieved\nConcentrate)\nNovo Nordisk Achieved Achieved Achieved Achieved\nPharmaceuticals Pty\nLtd (NovoSeven, Novo\nThirteen)\nPfizer Australia Pty Ltd Achieved Achieved Achieved Achieved\n(Xyntha, BeneFIX)\nTakeda Pharmaceuticals Achieved Achieved Achieved Achieved\nAustralia Pty Ltd (FEIBA,\nCeprotin)\n Source: `annual-reports/2023-24.pdf (https://www.blood.gov.au/sites/default/files/documents/2024-10/NBA0912%20%E2%80%93%20NBA%20Annual%20Report%202023%E2%80%9324%20WCAG%20accessible.pdf)`\n- TABLE 2.5 Lifeblood performance for key indicators\n2024–25\n2023–24 Statement of 2024–25\nDomain Indicator\nresult Expectations result\ntarget\nDonor management New donors 104,212 n/a 110,058\nWhole blood and apheresis\n(combined)\nEffective management Number of days within 263 n/a 296\nof Lifeblood inventory inventory bands\nRed cell yield (proportion 92.9% n/a 93.3%\nof collections converted to\nsupply)\nAge of red cells at issue 5.0 n/a 5.4\n(days)\nClinically acceptable order 96.0% ≥95% 97.0%\nfulfilment on red blood cells\nEnsure health provider Health providers are satisfied 9.3 ≥8/10 9.4\nsatisfaction with the provision of\nproducts and services with\na mean overall satisfaction\nlevel of ≥8 /10\nDeliver financial Annual ongoing operational $7.1m Deficit Deficit\nefficiencies efficiencies of ≥1% of total <$17.7m $1.6m*\nfunding are achieved in\naccordance with the OBFM\n Source: `annual-reports/2024-25.pdf (https://www.blood.gov.au/sites/default/files/documents/2025-10/NBA0920%20%E2%80%93%20NBA%20Annual%20Report%202024%E2%80%9325%20%28Working%20file%29%20-%20WCAG.pdf)`\n- Target Q1 Q2 Q3 Q4\nMinimum starting plasma\nNot active in 2024–25\nKPI3 inventory\nProducts in inventory 100% Not Not Not Not\nAchieved2 Achieved2 Achieved2 Achieved2\nProducts in the national 100% Achieved Not Achieved Achieved\nreserve Achieved2\nFulfilment of orders - the fulfilment of orders on time, as ordered and in accordance with contract\nrequirements.\n Source: `annual-reports/2024-25.pdf (https://www.blood.gov.au/sites/default/files/documents/2025-10/NBA0920%20%E2%80%93%20NBA%20Annual%20Report%202024%E2%80%9325%20%28Working%20file%29%20-%20WCAG.pdf)`\n- Performance criteria Target 2025–26 Target 2026–27 Target 2027–28 Target 2028–29\nA safe, secure and Blood and blood-related products are available to meet clinical requirements.\naffordable supply of blood\nand blood-related products Events that activate the National Blood Supply Contingency Plan, if any, are managed\nfor Australia. effectively and efficiently by the NBA.\n Source: `corporate-plans/2025-26.pdf (https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf)`\n- [pages 58,59,60,61]\nonors and apheresis in SoE\n(combined)\nEffective Number of days within 208 Not included 263\nmanagement inventory bands in SoE\nof Lifeblood\ninventory\nRed cell yield (proportion 92.3% Not included 92.9%\nof collections converted in SoE\nto supply)\nAge of red cells at issue 4.7 Not included 5.0\n(days) in SoE\nClinically acceptable 95% ≥95% 96%\norder fulfilment red cells\n(≥95%)\nEnsure health Health providers are 9.3 ≥8 9.3\nprovider satisfied with the\nsatisfaction provision of products\nand services with a mean\noverall satisfaction level\nof ≥8/10\nDeliver financial Annual ongoing $11.2m ≥1% of total $7.1m*\nefficiencies operational efficiencies funding\nof ≥1% of total funding\nare achieved in\naccordance with the\nOBFM\n*Interim result as at 30 June 2024, may change subject to later audits and adjustments\n Source: `annual-reports/2023-24.pdf (https://www.blood.gov.au/sites/default/files/documents/2024-10/NBA0912%20%E2%80%93%20NBA%20Annual%20Report%202023%E2%80%9324%20WCAG%20accessible.pdf)`\n- [Page 48]\nKey factors that influenced changes in 2024–25 were:\nS continued higher demand for red blood cells (0.7% higher compared to 2023–24)\nS annual indexation of 2.22%\nS a 1.4% decrease in the collection of plasma for fractionation, with 905 tonnes collected,\nagainst a target of 918 tonnes; this lower plasma collection was the result of a range of\nfactors, including natural disasters and extreme weather events closing donor centres for\nshort periods, and the need to temporarily convert some plasma donors to whole-blood\ndonations at times, to support national supplies\nS continued high demand for Ig and its impact on demand for domestic plasma.\n Source: `annual-reports/2024-25.pdf (https://www.blood.gov.au/sites/default/files/documents/2025-10/NBA0920%20%E2%80%93%20NBA%20Annual%20Report%202024%E2%80%9325%20%28Working%20file%29%20-%20WCAG.pdf)`\n- [pages 53,54,55,56]\nfinancial Annual ongoing operational $7.1m Deficit Deficit\nefficiencies efficiencies of ≥1% of total <$17.7m $1.6m*\nfunding are achieved in\naccordance with the OBFM\n*Interim result as of 30 June 2025, subject to external audit and adjustments.\n Source: `annual-reports/2024-25.pdf (https://www.blood.gov.au/sites/default/files/documents/2025-10/NBA0920%20%E2%80%93%20NBA%20Annual%20Report%202024%E2%80%9325%20%28Working%20file%29%20-%20WCAG.pdf)`\n- TABLE 2.7 Supplier performance 2024–25: imported immunoglobulin products\nCSL Behring Grifols Takeda\nOctapharma\nKPI Performance (Australia) Pty Australia Pty Pharmaceuticals\nAustralia Pty Ltd\nLtd Ltd Australia Pty Ltd\nKPI1 In-country Achieved Achieved Achieved Achieved\nreserve\nKPI2 Shelf life on Achieved Achieved Achieved Achieved\nproducts\ndelivered\nKPI3 Delivery Achieved Achieved Achieved Achieved\nperformance\nKPI4 Reporting Achieved Achieved Achieved Achieved\naccuracy and\ntimeliness\n50 NBA Annual Report 2024–25\n Source: `annual-reports/2024-25.pdf (https://www.blood.gov.au/sites/default/files/documents/2025-10/NBA0920%20%E2%80%93%20NBA%20Annual%20Report%202024%E2%80%9325%20%28Working%20file%29%20-%20WCAG.pdf)`\n- [Page 55]\nTABLE 2.6 CSL Behring performance under the NaFAA, 2024–25\nDescription of performance\nTarget Results\nmeasure\nPlasma stewardship - ability to minimise loss of plasma during the manufacturing process or through\nloss or expiry of product.\n Source: `annual-reports/2024-25.pdf (https://www.blood.gov.au/sites/default/files/documents/2025-10/NBA0920%20%E2%80%93%20NBA%20Annual%20Report%202024%E2%80%9325%20%28Working%20file%29%20-%20WCAG.pdf)`\n- S Achieved a minor variance of $0.5 million, or 0.03% against the 2023–24\nNational Supply Plan and Budget of $1.697 billion.\n Source: `annual-reports/2023-24.pdf (https://www.blood.gov.au/sites/default/files/documents/2024-10/NBA0912%20%E2%80%93%20NBA%20Annual%20Report%202023%E2%80%9324%20WCAG%20accessible.pdf)`\n- [Page 45]\nPart 2: Annual performance 39\nIntroductory statement\nAs required under the PGPA Act, this part of the annual report outlines the NBA’s actual\nperformance results against the planned performance criteria set out in the Health Portfolio\nBudget Statements 2023–24 (PBS) and the NBA’s Corporate Plan for 2023–24.\n Source: `annual-reports/2023-24.pdf (https://www.blood.gov.au/sites/default/files/documents/2024-10/NBA0912%20%E2%80%93%20NBA%20Annual%20Report%202023%E2%80%9324%20WCAG%20accessible.pdf)`\n\n## Key Metrics\n\n| Values found | Evidence | Source |\n|---|---|---|\n| $13.243 million, $8.945\nmillion, $4.298 million, 13.243 million, 8.945\nmillion, 4.298 million | [Page 119]\nPart 4: Financial management 113\nRevenue\nTotal departmental revenue received in 2023–24 amounted to $13.243 million: $8.945\nmillion in funding from the Commonwealth Government; and $4.298 million in contributions\nreceived from the states and territories and other revenue. | `annual-reports/2023-24.pdf (https://www.blood.gov.au/sites/default/files/documents/2024-10/NBA0912%20%E2%80%93%20NBA%20Annual%20Report%202023%E2%80%9324%20WCAG%20accessible.pdf)` |\n| $6.952 million, $0.940m, $6.011 million, 6.952 million, 6.011 million | During 2023–24, net administered assets increased by $6.952 million due to operating\nsurplus of $0.940m and the interest equivalency appropriations of $6.011 million. | `annual-reports/2023-24.pdf (https://www.blood.gov.au/sites/default/files/documents/2024-10/NBA0912%20%E2%80%93%20NBA%20Annual%20Report%202023%E2%80%9324%20WCAG%20accessible.pdf)` |\n| $14.885 million, $8.910 million, $6.475 million, 14.885 million, 8.910 million, 6.475 million | [Page 123]\nRevenue\nTotal departmental revenue received in 2024–25 amounted to $14.885 million: $8.910 million\nin funding from the Commonwealth Government; and $6.475 million in contributions received\nfrom the states and territories and other revenue. | `annual-reports/2024-25.pdf (https://www.blood.gov.au/sites/default/files/documents/2025-10/NBA0920%20%E2%80%93%20NBA%20Annual%20Report%202024%E2%80%9325%20%28Working%20file%29%20-%20WCAG.pdf)` |\n| $128.398 million, $91.564 million, 128.398 million, 91.564 million | During 2024–25, net administered assets increased by $128.398 million due to an operating\nsurplus of $91.564 million, timing of supplier payments, receipt of interest equivalency\nappropriations and National Managed Fund growth. | `annual-reports/2024-25.pdf (https://www.blood.gov.au/sites/default/files/documents/2025-10/NBA0920%20%E2%80%93%20NBA%20Annual%20Report%202024%E2%80%9325%20%28Working%20file%29%20-%20WCAG.pdf)` |\n| $2.2, 42\nStaff | Patients\nNBA\nNumber of\nBudget Contracts managed products\n75 $2.2b 18 42\nStaff\nblood.gov.au 13 000 BLOOD\nNBA Corporate Plan 2025–26 to 2028–29 iii | `corporate-plans/2025-26.pdf (https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf)` |\n| $2,140m, $885m, $1,226m, $14m, $15m | National Supply and Budget 2025–26\n$2,140m\n$885m $1,226m $14m $15m 63%\ncollection collection collection collection Commonweath\nFresh blood Plasma and Other* NBA 37%\nproducts and recombinant operational\nplasma products funding# States/Territories\n*Funding for specific activities, eg BloodSafe eLearning Australia, Australian Defence Force blood products, etc.\n#Departmental $15m is rounded. | `corporate-plans/2025-26.pdf (https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf)` |\n| $11.2m, $7.1m | [Page 58]\n52 NBA Annual Report 2023–24\nTABLE 2.5 Lifeblood performance\n2023–24\nStatement of\nDomain Indicator 2022–23 result 2023–24 result\nExpectations\n(SoE) target\nDonor New Whole blood 116,951 Not included 104,212\nmanagement donors and apheresis in SoE\n(combined)\nEffective Number of days within 208 Not included 263\nmanagement inventory bands in SoE\nof Lifeblood\ninventory\nRed cell yield (proportion 92.3% Not included 92.9%\nof collections convert | `annual-reports/2023-24.pdf (https://www.blood.gov.au/sites/default/files/documents/2024-10/NBA0912%20%E2%80%93%20NBA%20Annual%20Report%202023%E2%80%9324%20WCAG%20accessible.pdf)` |\n| $7.1m, $17.7m, $1.6m | TABLE 2.5 Lifeblood performance for key indicators\n2024–25\n2023–24 Statement of 2024–25\nDomain Indicator\nresult Expectations result\ntarget\nDonor management New donors 104,212 n/a 110,058\nWhole blood and apheresis\n(combined)\nEffective management Number of days within 263 n/a 296\nof Lifeblood inventory inventory bands\nRed cell yield (proportion 92.9% n/a 93.3%\nof collections converted to\nsupply)\nAge of red cells at issue 5.0 n/a 5.4\n(days)\nClinical | `annual-reports/2024-25.pdf (https://www.blood.gov.au/sites/default/files/documents/2025-10/NBA0920%20%E2%80%93%20NBA%20Annual%20Report%202024%E2%80%9325%20%28Working%20file%29%20-%20WCAG.pdf)` |\n| $11.2m, $7.1m | [pages 58,59,60,61]\nonors and apheresis in SoE\n(combined)\nEffective Number of days within 208 Not included 263\nmanagement inventory bands in SoE\nof Lifeblood\ninventory\nRed cell yield (proportion 92.3% Not included 92.9%\nof collections converted in SoE\nto supply)\nAge of red cells at issue 4.7 Not included 5.0\n(days) in SoE\nClinically acceptable 95% ≥95% 96%\norder fulfilment red cells\n(≥95%)\nEnsure health Health providers are 9.3 ≥8 9.3\nprovider sa | `annual-reports/2023-24.pdf (https://www.blood.gov.au/sites/default/files/documents/2024-10/NBA0912%20%E2%80%93%20NBA%20Annual%20Report%202023%E2%80%9324%20WCAG%20accessible.pdf)` |\n| $7.1m, $17.7m, $1.6m | [pages 53,54,55,56]\nfinancial Annual ongoing operational $7.1m Deficit Deficit\nefficiencies efficiencies of ≥1% of total <$17.7m $1.6m*\nfunding are achieved in\naccordance with the OBFM\n*Interim result as of 30 June 2025, subject to external audit and adjustments. | `annual-reports/2024-25.pdf (https://www.blood.gov.au/sites/default/files/documents/2025-10/NBA0920%20%E2%80%93%20NBA%20Annual%20Report%202024%E2%80%9325%20%28Working%20file%29%20-%20WCAG.pdf)` |\n| $0.5 million, $1.697 billion, 0.5 million, 1.697 billion | S Achieved a minor variance of $0.5 million, or 0.03% against the 2023–24\nNational Supply Plan and Budget of $1.697 billion. | `annual-reports/2023-24.pdf (https://www.blood.gov.au/sites/default/files/documents/2024-10/NBA0912%20%E2%80%93%20NBA%20Annual%20Report%202023%E2%80%9324%20WCAG%20accessible.pdf)` |\n\n## Key Achievements\n\n- During 2024–25 the NBA:\nS continued to provide monthly and quarterly reporting both internally and externally as\nbusiness-as-usual activities\nS continued to refine existing monthly and quarterly reports for stakeholders and\nimplemented additional reporting\nS initiated the development of a draft Data Strategy and reworked the Data Governance\nFramework for the NBA for the next 5 years, to be published in 2025–26\nS collected, analysed and distributed discard data from BloodNet to support the\nestablishment of revised targets for discard rates\nS published the National Report on the Issue and Use of Immunoglobulin: Annual Reports for\n2022–23 and 2023–24 from BloodSTAR\nS provided BloodSTAR reporting to jurisdictions and monthly Ig data for publication on the\nNBA website\nS received 166 data and other requests from internal and external stakeholders, and resolved\n170 requests\n Source: `annual-reports/2024-25.pdf (https://www.blood.gov.au/sites/default/files/documents/2025-10/NBA0920%20%E2%80%93%20NBA%20Annual%20Report%202024%E2%80%9325%20%28Working%20file%29%20-%20WCAG.pdf)`\n- [Page 74]\n68 NBA Annual Report 2023–24\nDuring 2023–24 the NBA:\nS continued the Data Improvement Program by commencing a procurement for Data Tools\nexpertise to implement Power Bi and a Microsoft Fabric solution to support strategic\ncorporate and program objectives\nS continued to provide monthly and quarterly reporting both internally and externally as\nbusiness-as-usual activities\nS developed a draft Data Strategy for the NBA for the next 3 to 5 years, to be published in\n2024–25\nS continued to refine existing monthly and quarterly reports for stakeholders and\nimplemented additional reporting\nS collected, analysed and distributed discard data from BloodNet to support the\nestablishment of revised targets for discard rates\nS published the National Report on the Issue and Use of Immunoglobulin: Annual Report\nfor 2018–19, 2019–20, 2020–21 and 2021–22 from BloodSTAR and the Supply Tracking\n Source: `annual-reports/2023-24.pdf (https://www.blood.gov.au/sites/default/files/documents/2024-10/NBA0912%20%E2%80%93%20NBA%20Annual%20Report%202023%E2%80%9324%20WCAG%20accessible.pdf)`\n- There are too many\nachievements to adequately cover in full, but some of the most rewarding highlights during the\nlast 9 years include:\nS delivering an uninterrupted supply of blood and blood products nationally that met clinical\ndemand and the needs of patients, including through a global pandemic;\nS meeting with and listening to patients and their families and representatives about their\nhealth journeys, and how the NBA could and did help;\nS working with clinicians and other experts, researchers, advisors and jurisdictional\ncolleagues to ensure the availability, accessibility and most appropriate use of blood and\nblood products;\nS working in partnership with Lifeblood to fund and expand the blood donor collection\nnetwork across Australia, including 2 donor centres dedicated to the collection of plasma,\nand to expand the size and diversity of the donor panel;\n Source: `annual-reports/2024-25.pdf (https://www.blood.gov.au/sites/default/files/documents/2025-10/NBA0920%20%E2%80%93%20NBA%20Annual%20Report%202024%E2%80%9325%20%28Working%20file%29%20-%20WCAG.pdf)`\n- [Page 63]\nPart 2: Annual performance 57\nTABLE 2.8 Supplier performance 2023–24: imported plasma and recombinant products\nPerformance measure KPI1 KPI2 KPI3 KPI4\nIn-country Shelf life on Reporting\nDelivery\nSupplier reserve product products accuracy and\nperformance\ninventory delivered timeliness\nSanofi-Aventis Australia Achieved Achieved Achieved Achieved\nPty Ltd (Alprolix, Eloctate)\nRoche Products Pty Ltd Achieved Achieved Achieved Achieved\n(Hemlibra)\nCSL Behring (Rhophylac, Achieved Achieved Achieved Achieved\nRiaSTAP, Fibrogammin,\nBerinert)\nCSL Behring (Factor XI Achieved Achieved Achieved Achieved\nConcentrate)\nNovo Nordisk Achieved Achieved Achieved Achieved\nPharmaceuticals Pty\nLtd (NovoSeven, Novo\nThirteen)\nPfizer Australia Pty Ltd Achieved Achieved Achieved Achieved\n(Xyntha, BeneFIX)\nTakeda Pharmaceuticals Achieved Achieved Achieved Achieved\nAustralia Pty Ltd (FEIBA,\nCeprotin)\n Source: `annual-reports/2023-24.pdf (https://www.blood.gov.au/sites/default/files/documents/2024-10/NBA0912%20%E2%80%93%20NBA%20Annual%20Report%202023%E2%80%9324%20WCAG%20accessible.pdf)`\n- In 2023–24 the BOC:\nS provided regular NBA news and alerts to users, such as updating users on any potential\nissues with blood product supply\nS ensured that the systems regularly and accurately monitored national inventory levels\nS received over 5,800 calls, including over 720 high-priority calls after normal support\nhours\nS made over 2,900 calls to the sector, following up with facilities and issues to ensure the\nongoing operation of the blood systems\nS completed over 7,000 support tickets\nS facilitated ordering of important and lifesaving products through Lifeblood.\n Source: `annual-reports/2023-24.pdf (https://www.blood.gov.au/sites/default/files/documents/2024-10/NBA0912%20%E2%80%93%20NBA%20Annual%20Report%202023%E2%80%9324%20WCAG%20accessible.pdf)`\n- [pages 75,76,77,78]\ntored national inventory levels\nS received over 5,800 calls, including over 720 high-priority calls after normal support\nhours\nS made over 2,900 calls to the sector, following up with facilities and issues to ensure the\nongoing operation of the blood systems\nS completed over 7,000 support tickets\nS facilitated ordering of important and lifesaving products through Lifeblood.\n Source: `annual-reports/2023-24.pdf (https://www.blood.gov.au/sites/default/files/documents/2024-10/NBA0912%20%E2%80%93%20NBA%20Annual%20Report%202023%E2%80%9324%20WCAG%20accessible.pdf)`\n- TABLE 2.13 Key performance indicators: Be a high-performing organisation\nSummary of results against 2023–24 key performance indicators\nEnterprise Agreement finalised Met\nand in place\nEnterprise Agreement finalised and in place\nNBA remains an employer of Met\nchoice with a staff engagement\n2024 engagement score of 79%\nscore of 75% or more\nNational Supply Plan and Budget Met\nagreed by governments\nNational Supply Plan and Budget 2024–25 approved by all\nAustralian Health Ministers following review and endorsement by\nthe Jurisdictional Blood Committee\nA safe and healthy working Met\nenvironment is maintained with\nNo notifiable incidents reported during 2023–24\na reportable incident rate of less\nthan 2%\nStaff completion of mandatory Not met\nannual online learning and\n79% of staff completed their mandatory online learning.\n Source: `annual-reports/2023-24.pdf (https://www.blood.gov.au/sites/default/files/documents/2024-10/NBA0912%20%E2%80%93%20NBA%20Annual%20Report%202023%E2%80%9324%20WCAG%20accessible.pdf)`\n- [Page 106]\n100 NBA Annual Report 2023–24\nThe Staff Participation Forum met 3 times during 2023–24 and discussed:\nS APS-wide bargaining\nS the proposed salary increase under section 24(1) of the Public Service Act 1999\nS progress on the NBA’s APS Employee Census Action Plan\nS work health and safety, including health and safety representative arrangements and the\ninfluenza vaccine program.\n Source: `annual-reports/2023-24.pdf (https://www.blood.gov.au/sites/default/files/documents/2024-10/NBA0912%20%E2%80%93%20NBA%20Annual%20Report%202023%E2%80%9324%20WCAG%20accessible.pdf)`\n- [Page 4]\nContents\nLetter of transmittal iii\nChief Executive review 1\nPart 1: Overview 9\nAbout the NBA 10\nKey achievements in 2024–25 15\nYear at a glance – snapshot of the blood sector in 2024–25 16\nNBA Board 18\nManaging risk 24\nPart 2: Annual performance 29\nAnnual Performance Statements 30\nStrategy 1: P rovide a safe, secure and affordable supply of blood and blood-related products\nand services 35\nStrategy 2: D rive performance improvement in the Australian blood sector 60\nStrategy 3: P romote a best-practice model of the management and use of blood and blood-\nrelated products and services 71\nStrategy 4: D evelop and provide policy advice to support a sustainable blood sector in Australia 80\nStrategy 5: B e a high-performing organisation 84\nPart 3: Management and accountability 95\nCorporate governance 96\nExternal scrutiny 104\nFraud control 105\nOur people 106\n Source: `annual-reports/2024-25.pdf (https://www.blood.gov.au/sites/default/files/documents/2025-10/NBA0920%20%E2%80%93%20NBA%20Annual%20Report%202024%E2%80%9325%20%28Working%20file%29%20-%20WCAG.pdf)`\n- [Page 15]\nPar t 1\nOverview\nAbout the NBA\nKey achievements in 2024–25\nYear at a glance\nNBA Board\nManaging risk\nPart 1: Overview 9\n Source: `annual-reports/2024-25.pdf (https://www.blood.gov.au/sites/default/files/documents/2025-10/NBA0920%20%E2%80%93%20NBA%20Annual%20Report%202024%E2%80%9325%20%28Working%20file%29%20-%20WCAG.pdf)`\n- TABLE 2.7 Supplier performance 2024–25: imported immunoglobulin products\nCSL Behring Grifols Takeda\nOctapharma\nKPI Performance (Australia) Pty Australia Pty Pharmaceuticals\nAustralia Pty Ltd\nLtd Ltd Australia Pty Ltd\nKPI1 In-country Achieved Achieved Achieved Achieved\nreserve\nKPI2 Shelf life on Achieved Achieved Achieved Achieved\nproducts\ndelivered\nKPI3 Delivery Achieved Achieved Achieved Achieved\nperformance\nKPI4 Reporting Achieved Achieved Achieved Achieved\naccuracy and\ntimeliness\n50 NBA Annual Report 2024–25\n Source: `annual-reports/2024-25.pdf (https://www.blood.gov.au/sites/default/files/documents/2025-10/NBA0920%20%E2%80%93%20NBA%20Annual%20Report%202024%E2%80%9325%20%28Working%20file%29%20-%20WCAG.pdf)`\n- [Page 58]\nTABLE 2.8 Supplier performance 2024–25: imported plasma and recombinant products\nPerformance measure KPI 1 KPI 2 KPI 3 KPI 4\nIn-country\nShelf life Reporting\nreserve Delivery\nSupplier on products accuracy and\nproduct performance\ndelivered timeliness\ninventory\nSanofi-Aventis Australia Pty Ltd Achieved Achieved Achieved Achieved\n(Alprolix, Eloctate)\nRoche Products Pty Ltd (Hemlibra) Achieved Achieved Achieved Achieved\nCSL Behring (Australia) Pty Achieved Achieved Achieved Achieved\nLtd (Rhophylac, RiaSTAP,\nFibrogammin, Berinert)\nCSL Behring (Australia) Pty Ltd Achieved Achieved Achieved Achieved\n(factor XI concentrate)\nNovo Nordisk Pharmaceuticals Pty Achieved Achieved Achieved Achieved\nLtd (NovoSeven, Novo Thirteen)\nPfizer Australia Pty Ltd (Xyntha, Achieved Achieved Achieved Achieved\nBeneFIX)\nTakeda Pharmaceuticals Australia Achieved Achieved Achieved Achieved\n Source: `annual-reports/2024-25.pdf (https://www.blood.gov.au/sites/default/files/documents/2025-10/NBA0920%20%E2%80%93%20NBA%20Annual%20Report%202024%E2%80%9325%20%28Working%20file%29%20-%20WCAG.pdf)`\n\n## Key Issues, Risks, and Recommendations\n\n- In 2024–25, matters considered by the\nARC included:\nS financial reporting\nS engagement with NBA management and the ANAO in relation to the annual financial\nstatements audit, including formal clearance of annual financial statements\nS review of financial outcomes and budgets\nS performance reporting\nS Corporate Plan, Business Plan and Operational Scorecard\nS annual performance KPIs and reporting\nS systems of risk oversight and management\nS consideration of corporate issues and emerging risks affecting the organisation\nS fraud and risk management\nS reviewed accounting policies and frameworks\nS annual legislative compliance statement\nS risk roadmap and governance overview of blood supply\nS overview of IT security arrangements\nS systems of internal control\nS annual internal audit work plan, reports and implementation of recommendations.\n Source: `annual-reports/2024-25.pdf (https://www.blood.gov.au/sites/default/files/documents/2025-10/NBA0920%20%E2%80%93%20NBA%20Annual%20Report%202024%E2%80%9325%20%28Working%20file%29%20-%20WCAG.pdf)`\n- [pages 21,22,23]\ndata sources\nS Implement the ICT Strategy to focus on\nmodernising the systems we provide, improving\ndata quality and availability and improving how\nwe exchange data with partners\nProducts Systems\nHigh global demand Changes in donor\nSupply Manufacturing\nfor products affects behaviour affecting\nWork with suppliers the availability and Complex the size of the donor\nto enable more robust price of imported requirements related panel (people who\ndata sharing to assist products for Australia to managing multiple voluntarily donate\nwith supply planning suppliers for imported blood and plasma)\nblood products and number of\ndonations collected\nNBA Corporate Plan 2025–26 to 2028–29 18\nOperating\nContext\nCollaboration\nChallenges\n&\nOpportunities\nRisk\nManagement\nCapability\nStrategic\nDirection\nPerformance\n Source: `corporate-plans/2025-26.pdf (https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf)`\n- Our five strategies are:\n1\nProvide a safe, secure\nand affordable supply of\nblood and blood-related\nproducts and services\n5 2\nBe a high-performing Drive performance\norganisation improvements in the\nAustralian blood sector\n4 3\nDevelop and provide Promote a best-practice model\npolicy advice to support a of the management and use\nsustainable blood sector in of blood and blood-related\nAustralia products and services\nOperating\nContext\nCollaboration\nChallenges\n&\nOpportunities\nRisk\nManagement\nCapability\nStrategic\nDirection\nPerformance\nNBA Corporate Plan 2025–26 to 2028–29 24\n Source: `corporate-plans/2025-26.pdf (https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf)`\n- [Page 105]\nPart 3: Management and accountability 99\nS performance reporting\n– NBA Corporate Plan, Business Plan and Operational Scorecard\n– NBA annual performance KPIs and reporting\nS systems of risk oversight and management\n– NBA strategic risk management and business continuity framework\n– NBA fraud control framework\n– Comcover benchmark reporting\n– National Managed Fund investment framework and performance\nS systems of internal control\n– annual internal audit work plan, reports and implementation of recommendations.\n Source: `annual-reports/2023-24.pdf (https://www.blood.gov.au/sites/default/files/documents/2024-10/NBA0912%20%E2%80%93%20NBA%20Annual%20Report%202023%E2%80%9324%20WCAG%20accessible.pdf)`\n- TABLE 2.5 Lifeblood performance for key indicators\n2024–25\n2023–24 Statement of 2024–25\nDomain Indicator\nresult Expectations result\ntarget\nDonor management New donors 104,212 n/a 110,058\nWhole blood and apheresis\n(combined)\nEffective management Number of days within 263 n/a 296\nof Lifeblood inventory inventory bands\nRed cell yield (proportion 92.9% n/a 93.3%\nof collections converted to\nsupply)\nAge of red cells at issue 5.0 n/a 5.4\n(days)\nClinically acceptable order 96.0% ≥95% 97.0%\nfulfilment on red blood cells\nEnsure health provider Health providers are satisfied 9.3 ≥8/10 9.4\nsatisfaction with the provision of\nproducts and services with\na mean overall satisfaction\nlevel of ≥8 /10\nDeliver financial Annual ongoing operational $7.1m Deficit Deficit\nefficiencies efficiencies of ≥1% of total <$17.7m $1.6m*\nfunding are achieved in\naccordance with the OBFM\n Source: `annual-reports/2024-25.pdf (https://www.blood.gov.au/sites/default/files/documents/2025-10/NBA0920%20%E2%80%93%20NBA%20Annual%20Report%202024%E2%80%9325%20%28Working%20file%29%20-%20WCAG.pdf)`\n- NBA Corporate Plan 2025–26 to 2028–29 12\nOperating\nContext\nCollaboration\nChallenges\n&\nOpportunities\nRisk\nManagement\nCapability\nStrategic\nDirection\nPerformance\n Source: `corporate-plans/2025-26.pdf (https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf)`\n- The generous time The requirements\nand effort of clinical of the NBA Act and\nexperts, community the National Blood\nrepresentatives Agreement\nand others who\ncontribute to the\nNBA’s work\nNBA\nEffective Governance and\nnational contract organisational\narrangements arrangements\nand associated across the health\npartnerships sector\nNBA Corporate Plan 2025–26 to 2028–29 14\nOperating\nContext\nCollaboration\nChallenges\n&\nOpportunities\nRisk\nManagement\nCapability\nStrategic\nDirection\nPerformance\n Source: `corporate-plans/2025-26.pdf (https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf)`\n- S Explore linkages with other data sources\nS Implement the ICT Strategy to focus on\nmodernising the systems we provide, improving\ndata quality and availability and improving how\nwe exchange data with partners\nProducts Systems\nHigh global demand Changes in donor\nSupply Manufacturing\nfor products affects behaviour affecting\nWork with suppliers the availability and Complex the size of the donor\nto enable more robust price of imported requirements related panel (people who\ndata sharing to assist products for Australia to managing multiple voluntarily donate\nwith supply planning suppliers for imported blood and plasma)\nblood products and number of\ndonations collected\nNBA Corporate Plan 2025–26 to 2028–29 18\nOperating\nContext\nCollaboration\nChallenges\n&\nOpportunities\nRisk\nManagement\nCapability\nStrategic\nDirection\nPerformance\n Source: `corporate-plans/2025-26.pdf (https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf)`\n- NBA Corporate Plan 2025–26 to 2028–29 20\nOperating\nContext\nCollaboration\nChallenges\n&\nOpportunities\nRisk\nManagement\nCapability\nStrategic\nDirection\nPerformance\n Source: `corporate-plans/2025-26.pdf (https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf)`\n- As key programs of work have become\ncontribution to the blood sector.\nenduring functions of the NBA, we have converted\nNBA Corporate Plan 2025–26 to 2028–29 22\nOperating\nContext\nCollaboration\nChallenges\n&\nOpportunities\nRisk\nManagement\nCapability\nStrategic\nDirection\nPerformance\n Source: `corporate-plans/2025-26.pdf (https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf)`\n- Operating\nContext\nCollaboration\nChallenges\n&\nOpportunities\nRisk\nManagement\nCapability\nStrategic\nDirection\nPerformance\nNBA Corporate Plan 2025–26 to 2028–29 26\n Source: `corporate-plans/2025-26.pdf (https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf)`\n- Operating\nContext\nCollaboration\nChallenges\n&\nOpportunities\nRisk\nManagement\nCapability\nStrategic\nDirection\nPerformance\nNBA Corporate Plan 2025–26 to 2028–29 28\n Source: `corporate-plans/2025-26.pdf (https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf)`\n- Operating\nContext\nCollaboration\nChallenges\n&\nOpportunities\nRisk\nManagement\nCapability\nStrategic\nDirection\nPerformance\nNBA Corporate Plan 2025–26 to 2028–29 30\n Source: `corporate-plans/2025-26.pdf (https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf)`\n- Operating\nContext\nCollaboration\nChallenges\n&\nOpportunities\nRisk\nManagement\nCapability\nStrategic\nDirection\nPerformance\nNBA Corporate Plan 2025–26 to 2028–29 32\n Source: `corporate-plans/2025-26.pdf (https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf)`\n\n## Corporate Values and Operating Culture\n\n- Legislative and Policy Environment\n• National Blood Authority Act • National Blood Agreement • Domestic Supply Policy\n• Public Governance, (for the Australian Blood Sector) • Onshore Fractionation Policy\nPerformance and • Ministers’ Stewardship • Overseas Supply Policy\nAccountability Act Statement (for health providers)\n• NBA Corporate Plan\n• Public Service Act • Ministers’ Statement of\n• Auditor General Act Expectations (for Lifeblood)\nObjectives\n1 2 3\nSecure the supply of blood Improve risk management and Promote the safe and efficient\nand blood products blood sector performance use of blood and blood products\nHorizon-scanning\nStrategies\n• Provide a safe, secure affordable supply of • Promote a best practice model of the\nblood and blood related products and services management and use of blood and\n• Drive performance improvements in the blood-related products and services\n Source: `corporate-plans/2025-26.pdf (https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf)`\n- [pages 21,22,23]\ndata sources\nS Implement the ICT Strategy to focus on\nmodernising the systems we provide, improving\ndata quality and availability and improving how\nwe exchange data with partners\nProducts Systems\nHigh global demand Changes in donor\nSupply Manufacturing\nfor products affects behaviour affecting\nWork with suppliers the availability and Complex the size of the donor\nto enable more robust price of imported requirements related panel (people who\ndata sharing to assist products for Australia to managing multiple voluntarily donate\nwith supply planning suppliers for imported blood and plasma)\nblood products and number of\ndonations collected\nNBA Corporate Plan 2025–26 to 2028–29 18\nOperating\nContext\nCollaboration\nChallenges\n&\nOpportunities\nRisk\nManagement\nCapability\nStrategic\nDirection\nPerformance\n Source: `corporate-plans/2025-26.pdf (https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf)`\n- S We are committed to providing the best service\npossible by being highly professional, agile,\nThe NBA will focus on:\ninnovative and efficient and through working\ncollaboratively with all stakeholders to develop, S recruiting, developing and retaining our people,\nmonitor and improve national networks and expertise and talent\nsystems for improved clinical awareness and\nS evolving our attraction, recruitment and retention\npractice in the use of blood and blood products.\nstrategies to support the delivery of our\nS We are open and accountable for what we do to objectives\nmanage and support Australia’s national blood\nS continuing to invest in strengthening our\narrangements.\ncapabilities, including our leadership, contract\nS We are respectful and value diversity. management and procurement, digital and\n Source: `corporate-plans/2025-26.pdf (https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf)`\n- S Explore linkages with other data sources\nS Implement the ICT Strategy to focus on\nmodernising the systems we provide, improving\ndata quality and availability and improving how\nwe exchange data with partners\nProducts Systems\nHigh global demand Changes in donor\nSupply Manufacturing\nfor products affects behaviour affecting\nWork with suppliers the availability and Complex the size of the donor\nto enable more robust price of imported requirements related panel (people who\ndata sharing to assist products for Australia to managing multiple voluntarily donate\nwith supply planning suppliers for imported blood and plasma)\nblood products and number of\ndonations collected\nNBA Corporate Plan 2025–26 to 2028–29 18\nOperating\nContext\nCollaboration\nChallenges\n&\nOpportunities\nRisk\nManagement\nCapability\nStrategic\nDirection\nPerformance\n Source: `corporate-plans/2025-26.pdf (https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf)`\n- [Page 111]\nPart 3: Management and accountability 105\nTABLE 3.1 Australian Public Service Act employment arrangements as at 23 June 2024\nSES Non-SES Total\nNational Blood Authority Enterprise Agreement 2024–27 3 77 80\nPublic Service Act 1999 section 24(1) determinations 2 0 2\nIndividual flexibility arrangements 0 15 15\nTotal 5 92 97\nRemuneration and benefits\nTABLE 3.2 Australian Public Service Act employment by classification and NBA salary range\nas at 30 June 2024\nMinimum salary ($) Maximum salary ($)\nSES 1 261,843 261,843\nEL 2 138,183 155,570\nEL 1 116,420 132,103\nAPS 6 94,495 106,488\nAPS 5 85,744 90,449\nAPS 4 78,906 83,324\nAPS 3 69,749 77,217\nAPS 2 60,479 65,914\nAPS 1 52,000 58,148\n Source: `annual-reports/2023-24.pdf (https://www.blood.gov.au/sites/default/files/documents/2024-10/NBA0912%20%E2%80%93%20NBA%20Annual%20Report%202023%E2%80%9324%20WCAG%20accessible.pdf)`\n- Remuneration and benefits\nTABLE 3.2 Australian Public Service Act employment by classification and NBA salary range\nas at 30 June 2025\nMinimum salary ($) Maximum salary ($)\nSES 1 271,793 271,793\nEL 2 143,434 161,482\nEL 1 120,844 137,123\nAPS 6 98,086 110,535\nAPS 5 89,002 93,886\nAPS 4 81,904 86,490\nAPS 3 72,399 80,151\nAPS 2 62,777 68,419\nAPS 1 54,516 60,358\nPart 3: Management and accountability 107\n Source: `annual-reports/2024-25.pdf (https://www.blood.gov.au/sites/default/files/documents/2025-10/NBA0920%20%E2%80%93%20NBA%20Annual%20Report%202024%E2%80%9325%20%28Working%20file%29%20-%20WCAG.pdf)`\n- Our five strategies are:\n1\nProvide a safe, secure\nand affordable supply of\nblood and blood-related\nproducts and services\n5 2\nBe a high-performing Drive performance\norganisation improvements in the\nAustralian blood sector\n4 3\nDevelop and provide Promote a best-practice model\npolicy advice to support a of the management and use\nsustainable blood sector in of blood and blood-related\nAustralia products and services\nOperating\nContext\nCollaboration\nChallenges\n&\nOpportunities\nRisk\nManagement\nCapability\nStrategic\nDirection\nPerformance\nNBA Corporate Plan 2025–26 to 2028–29 24\n Source: `corporate-plans/2025-26.pdf (https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf)`\n- [Page 4]\niv NBA Annual Report 2023–24\nContents\nLetter of transmittal iii\nChief Executive review 1\nPart 1: Overview 13\nAbout the NBA 14\nKey moments in the 21 years of the National Blood Authority 20\nYear at a glance – snapshot of the blood sector in 2023–24 22\nNBA Board 24\nManaging risk 32\nPart 2: Annual performance 37\nAnnual Performance Statements 38\nStrategy 1: Provide a safe, secure and affordable supply of blood and blood-related products\nand services 42\nStrategy 2: Drive performance improvement in the Australian blood sector 63\nStrategy 3: Promote a best-practice model of management and use of blood and blood-\nrelated products and services in Australia 72\nStrategy 4: Develop policy and provide policy advice on the sustainability of the blood sector 82\nStrategy 5: Be a high-performing organisation 84\nPart 3: Management and accountability 95\nCorporate governance 96\n Source: `annual-reports/2023-24.pdf (https://www.blood.gov.au/sites/default/files/documents/2024-10/NBA0912%20%E2%80%93%20NBA%20Annual%20Report%202023%E2%80%9324%20WCAG%20accessible.pdf)`\n\n## Global Ideas and Case Study Inputs\n\n_No global-intelligence source text found yet. Run `CLAUDE/global-ideas-scraper.py ` to populate case-study sources._\n\n## Source Artifacts Used\n\n- `corporate-plans/2025-26.pdf` - corporate-plans - https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf\n- `annual-reports/2023-24.pdf` - annual-reports - https://www.blood.gov.au/sites/default/files/documents/2024-10/NBA0912%20%E2%80%93%20NBA%20Annual%20Report%202023%E2%80%9324%20WCAG%20accessible.pdf\n- `annual-reports/2024-25.pdf` - annual-reports - https://www.blood.gov.au/sites/default/files/documents/2025-10/NBA0920%20%E2%80%93%20NBA%20Annual%20Report%202024%E2%80%9325%20%28Working%20file%29%20-%20WCAG.pdf\n- `pages/about.html` - pages - https://www.blood.gov.au/about-nba\n- `pages/annual-reports-index.html` - pages - https://www.blood.gov.au/annual-report\n- `pages/annual-reports-index__00.html` - pages - https://www.blood.gov.au/sites/default/files/documents/2025-10/NBA0920%20%E2%80%93%20NBA%20Annual%20Report%202024%E2%80%9325%20%28Working%20file%29%20-%20WCAG.pdf\n- `pages/annual-reports-index__01.html` - pages - https://www.blood.gov.au/sites/default/files/documents/2024-10/NBA0912%20%E2%80%93%20NBA%20Annual%20Report%202023%E2%80%9324%20WCAG%20accessible.pdf\n- `pages/corporate-plans-index.html` - pages - https://www.blood.gov.au/corporate-plan\n- `pages/corporate-plans-index__02.html` - pages - https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf\n- `pages/homepage.html` - pages - https://www.blood.gov.au/governance-and-committees\n- `pages/news-latest.html` - pages - https://www.blood.gov.au/latest-updates\n\n## Gaps To Fix\n\n- No global comparison/case-study sources found.", "legislation_md": "# Jurisdictional Blood Committee - Acts and Legislation Discovery\n\n**Generated at**: 2026-05-09T21:25:41.889342+00:00\n**Entity ID**: B-001934\n**Jurisdiction**: Commonwealth\n**Portfolio**: Health, Disability and Ageing\n\n> This is an evidence-based discovery list from scraped department material. A mention does not always mean the department administers the legislation; high-confidence and official register links should be reviewed.\n\n## Summary\n\n- Source files scanned: 12\n- Unique legislation references found: 25\n\n| Type | Count |\n|---|---:|\n| Act | 24 |\n| Regulation | 1 |\n\n## Legislation References\n\n### National Blood Authority Act 2003\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 23\n**Register search**: https://www.legislation.gov.au/search?query=National+Blood+Authority+Act+2003\n\n**Sources**:\n- `pages/about.html`\n- `pages/homepage.html`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n- `corporate-plans/2025-26.pages.jsonl`\n\n**Evidence contexts**:\n- About NBA | National Blood Authority\n\nWho we are\nWe are a statutory agency established by the\nNational Blood Authority Act 2003\n(Cth)\n(Opens in a new tab/window)\n. We operate to achieve the policy objectives outlined in the\nNational Blood Agreement\n.\nWe manage and coordinate arrangements for the supply of blood, blood products and blood services in Australia. Under the national blood\n Source: `pages/about.html`\n- ent of Health and Aged Care. Our funding comes from the Australian, state and territory governments. The Australian Government provides 63%, and the states and territories provide 37%.\nThe NBA has a range of corporate and compliance responsibilities under the\nNational Blood Authority Act 2003\n(Cth) (NBA Act), the\nPublic Governance, Performance and Accountability Act 2013\n(Cth) and the\nPublic Service Act 1999\n(Cth).\nThe NBA Chief Executive is a statutory officer responsible to the Australian Government Minister for Health and Aged Care.\nOur corpora\n Source: `pages/homepage.html`\n- er for Health and Aged Care\nParliament House\nI am pleased to present the Annual Report of the National Blood Authority (NBA) and the NBA\nCANBERRA ACT 2600\nBoard for the financial year 2021–22.\nThis report has been prepared in accordance with section 44 of the National Blood Authority\nAct 2003 and for the purposes of section 46 of the Public Governance, Performance and\nAccountability Act 2013 (PGPA Act), for presentation to the Parliament.\nDear Assistant Minister\nAs the accountable authority of the NBA, I also present the 2021–2021 annual performan\n Source: `annual-reports/2023-24.pages.jsonl`\n- lance\nNBA Board\nManaging risk\n\n[page 20]\n14 NBA Annual Report 2023–24\nAbout the NBA\nOur vision\nTo save and improve Australian lives and patient outcomes through a world-class blood\nsupply.\nOur authority\nThe National Blood Authority (NBA) is established by the National Blood Authority Act 2003\n(NBA Act). As a material statutory agency, the NBA has a range of corporate and compliance\nresponsibilities under the NBA Act, the Public Governance, Performance and Accountability\nAct 2013 (PGPA Act) and the Public Service Act 1999. In addition, it is respon\n Source: `annual-reports/2023-24.pages.jsonl`\n- blood.gov.au.\n\n[page 101]\n95\nPart 3\nManagement and\naccountability\nCorporate governance\nExternal scrutiny\nFraud control\nOur people\n\n[page 102]\n96 NBA Annual Report 2023–24\nCorporate governance\nNational blood sector arrangements\nThe NBA is established under the National Blood Authority Act 2003. It is a statutory body\nand portfolio agency of the Commonwealth Department of Health and Aged Care. Funding\nfor the national blood arrangements is jointly provided by all Australian governments, with\nthe Australian Government providing 63% of funding and sta\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### Public Governance, Performance and Accountability Act 2013\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 17\n**Register search**: https://www.legislation.gov.au/search?query=Public+Governance%2C+Performance+and+Accountability+Act+2013\n\n**Sources**:\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- ual Report of the National Blood Authority (NBA) and the NBA\nCANBERRA ACT 2600\nBoard for the financial year 2021–22.\nThis report has been prepared in accordance with section 44 of the National Blood Authority\nAct 2003 and for the purposes of section 46 of the Public Governance, Performance and\nAccountability Act 2013 (PGPA Act), for presentation to the Parliament.\nDear Assistant Minister\nAs the accountable authority of the NBA, I also present the 2021–2021 annual performance\nstatemenI tasm of pthleea NseBdA taos prerqeuseirnedt tuhned eArn pnauraalg Rraeppho 3r9t (o1f) (t\n Source: `annual-reports/2023-24.pages.jsonl`\n- n-corporate\nCommonwealth entities).\nAccountable authority statement\nAs the accountable authority of the National Blood Authority, I present the 2023–24 Annual\nPerformance Statements of the National Blood Authority, as required under paragraph 39(1)\n(a) of the Public Governance, Performance and Accountability Act 2013 (PGPA Act). In my\nopinion, these annual performance statements are based on properly maintained records,\naccurately reflect the performance of the entity and comply with subsection 39(2) of the\nPGPA Act.\nJohn Cahill\nChief Executive\nNational Blood Authority\n\n[\n Source: `annual-reports/2023-24.pages.jsonl`\n- policy and administrative provisions contained in the National Blood Agreement signed by\nall governments in 2002. As a material statutory agency, the NBA has a range of corporate\nand compliance responsibilities under the National Blood Authority Act 2003, the Public\nGovernance, Performance and Accountability Act 2013 (PGPA Act) and the Public Service Act\n1999, along with a responsibility to meet ministerial, parliamentary and financial reporting\nrequirements.\nUnder the National Blood Agreement between the Commonwealth of Australia and all states\nand territories, 63% of NB\n Source: `annual-reports/2023-24.pages.jsonl`\n- udit evidence I have obtained is sufficient and appropriate to provide a basis for my opinion.\nAccountable Authority’s responsibility for the financial statements\nAs the Accountable Authority of the Entity, the Chief Executive Officer is responsible under the Public\nGovernance, Performance and Accountability Act 2013 (the Act) for the preparation and fair presentation of\nannual financial statements that comply with Australian Accounting Standards – Simplified Disclosures and the\nrules made under the Act. The Chief Executive Officer is also responsible for such internal co\n Source: `annual-reports/2023-24.pages.jsonl`\n- efault events. No ECL was recognised in 2023-24\n142,203\nTotal oth1er investments 142,203\nDeposits 140,073\nOther investments expected to be recovered 140,073\nNo more than 12 months 57,730 61,800\nTotal other investments 142,203\nMore than 12 months 84,473 78,273\nPublic Governance, Performance and\nAccountability Act 2013, for the purpose of receiving passive investment income. 140,073\n1. Monies invested in term deposits with various approved institutions under Section 58 of the\nAccounting Policy:\nNational managed fund\nThe national managed fund was established to manage the li\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### Public Service Act 1999\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 10\n**Register search**: https://www.legislation.gov.au/search?query=Public+Service+Act+1999\n\n**Sources**:\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n- `corporate-plans/2025-26.pages.jsonl`\n\n**Evidence contexts**:\n- ment representatives and a work health and safety\nrepresentative.\n\n[page 106]\n100 NBA Annual Report 2023–24\nThe Staff Participation Forum met 3 times during 2023–24 and discussed:\nS APS-wide bargaining\nS the proposed salary increase under section 24(1) of the Public Service Act 1999\nS progress on the NBA’s APS Employee Census Action Plan\nS work health and safety, including health and safety representative arrangements and the\ninfluenza vaccine program.\nThe NBA began a review of the forum’s terms of reference in 2023 following the\nimpleme\n Source: `annual-reports/2023-24.pages.jsonl`\n- of the NBA\nS taken all reasonable measures to appropriately deal with fraud relating to the NBA.\nJohn Cahill\nChief Executive\nNational Blood Authority\n\n[page 110]\n104 NBA Annual Report 2023–24\nOur people\nAt 30 June 2024 the NBA had 78 staff employed under the Public Service Act 1999 (PS\nAct). The NBA’s average staffing level for 2023–24 was 73.24. The APS workforce was\ncomplemented by 16 contract staff.\nMost staff work out of the NBA’s office in Canberra, with 2 staff members outposted in New\nSouth Wales and 2 in Victoria.\nOf the NBA’s A\n Source: `annual-reports/2023-24.pages.jsonl`\n- tive under subsection 24(1) of the PS Act.\n\n[page 111]\nPart 3: Management and accountability 105\nTABLE 3.1 Australian Public Service Act employment arrangements as at 23 June 2024\nSES Non-SES Total\nNational Blood Authority Enterprise Agreement 2024–27 3 77 80\nPublic Service Act 1999 section 24(1) determinations 2 0 2\nIndividual flexibility arrangements 0 15 15\nTotal 5 92 97\nRemuneration and benefits\nTABLE 3.2 Australian Public Service Act employment by classification and NBA salary range\nas at 30 June 2024\nMinimum salary ($) Maximum sala\n Source: `annual-reports/2023-24.pages.jsonl`\n- on employees who identify as\nIndigenous.\n17AG(4)(c) Part 3 Information on any enterprise agreements, Mandatory 104–105\nindividual flexibility arrangements,\nAustralian workplace agreements, common\nlaw contracts and determinations under\nsubsection 24(1) of the Public Service Act\n1999.\n17AG(4) Part 3 Information on the number of SES and non- Mandatory 105\n(c)(i) SES employees covered by agreements etc\nidentified in paragraph 17AG(4)(c).\n17AG(4)(c) Part 3 The salary ranges available for APS Mandatory 105\n(ii) employees by classification lev\n Source: `annual-reports/2023-24.pages.jsonl`\n- ment, staff see\n(PBMAC), 9, 73, 74, 101 education and training\nPatient blood management guideline for adults with Program Review Committee, 99\ncritical bleeding, 4, 19, 72, 74 programs see outcomes and programs\npatient blood management (PBM), 73–74 PS Act see Public Service Act 1999 (PS Act)\nPatient Blood Management (PBM) Guidelines, 4, 9, 19, publications, 23, 68, 73, 80\n20, 21, 44, 72, 74 Evaluate and develop options to improve access to\npatient stories, 2, 10–12, 31, 34–35 SCIg, 64, 100\npay see remuneration Guideline for the prophylac\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### Freedom of Information Act 1982\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 5\n**Register search**: https://www.legislation.gov.au/search?query=Freedom+of+Information+Act+1982\n\n**Sources**:\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- ds.\nDisability reporting is included in the annual State of the Service Report and the APS\nStatistical Bulletin. These reports are available on the Australian Public Service Commission\nwebsite at www.apsc.gov.au.\nFreedom of information\nEntities subject to the Freedom of Information Act 1982 (FOI Act) are required to publish\ninformation to the public as part of the Information Publication Scheme (IPS). This\nrequirement is in Part II of the FOI Act and has replaced the former requirement to publish\na section 8 statement in an annual report. Each a\n Source: `annual-reports/2023-24.pages.jsonl`\n- bulin (Ig) products\narrangements, 110–111 Immulab Pty Ltd, 62\nperformance, 112–115, 120–162 Immunoglobulin (Ig) Governance Program, 3, 19, 20,\nresources for outcomes, 189 21, 63, 64, 78–79\nfinancial statements, 120–162 immunoglobulin (Ig) products\nFOI Act see Freedom of Information Act 1982 (FOI Act) Criteria for the Clinical Use of Immunoglobulin in\nFraser, Greg, 98, 169 Australia, 64, 73, 79, 100\nfraud risk and control, iii, 32, 99, 103 governance of access to, 64\nfreedom of information, 190 governance of use of, 78–79\nFreedom of Information A\n Source: `annual-reports/2023-24.pages.jsonl`\n- of Information Act 1982 (FOI Act) Criteria for the Clinical Use of Immunoglobulin in\nFraser, Greg, 98, 169 Australia, 64, 73, 79, 100\nfraud risk and control, iii, 32, 99, 103 governance of access to, 64\nfreedom of information, 190 governance of use of, 78–79\nFreedom of Information Act 1982 (FOI Act), 190 imported, 23, 45, 53, 55, 58\nfresh blood products, 3, 22, 45, 46–51, 77, 175 intravenous immunoglobulin (IVIg), 20, 21, 31, 34,\nfull time staff, 171, 172, 173 55, 179, 180\nsubcutaneous Ig (SCIg), 21, 53, 64, 181\n\n[page 213]\nPart 5: Appendixes 2\n Source: `annual-reports/2023-24.pages.jsonl`\n- ds.\nDisability reporting is included in the annual State of the Service Report and the APS Statistical\nBulletin. These reports are available on the Australian Public Service Commission website at\nwww.apsc.gov.au.\nFreedom of information\nEntities subject to the Freedom of Information Act 1982 (FOI Act) are required to publish\ninformation to the public as part of the Information Publication Scheme (IPS). This requirement\nis in Part II of the FOI Act and has replaced the former requirement to publish a section 8\nstatement in an annual report. Each a\n Source: `annual-reports/2024-25.pages.jsonl`\n- , ICT, 26 Fraser, Greg, 98, 172\ndiscards, 15, 17, 36, 65 Fraud and Corruption Control Plan, 105\ndiversity, staff, 106 fraud risk and control, iii, 105\ndomestic plasma products, transition of, 15, 40–41, 48 freedom of information, 187\ndonor centres, 15, 81, 83 Freedom of Information Act 1982 (FOI Act), 187\ndonor panel, increase in, 3, 81–83 fresh blood products, 16, 38, 39, 40, 41–47, 178\nsee also plasma for fractionation; platelets; red\nE blood cells (RBCs)\necologically sustainable development, 184 full time staff, 174–176\neducation and training\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### Commonwealth Electoral Act 1918\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 4\n**Register search**: https://www.legislation.gov.au/search?query=Commonwealth+Electoral+Act+1918\n\n**Sources**:\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- n Red Cross Lifeblood.\n\n[page 188]\n182 NBA Annual Report 2023–24\nAppendix 5\nOther mandatory reporting\nWork health and safety\nInformation on work health and safety is included in Part 3 of this annual report.\nAdvertising and market research\nSection 311A of the Commonwealth Electoral Act 1918 requires entity annual reports\nto disclose particulars of all amounts greater than $13,800 paid during a financial year\nto advertising agencies, market research organisations, polling organisations, direct mail\norganisations and media advertising organisation\n Source: `annual-reports/2023-24.pages.jsonl`\n- emand for, 1–4, 7, 19, 29, 32, 33 commercial suppliers, 3, 19, 45, 46, 55, 56–57, 62, 96,\nsee also Strategy 1: Provide a safe, secure and 176–181\naffordable supply of blood and blood-related committees, statutory see statutory committees\nproducts and services Commonwealth Electoral Act 1918, 182\nBlood conference, 70–71, 80 Commonwealth Fraud and Corruption Control Plan, 103\nblood donor panel, increase in, 82, 83 Commonwealth Health Minister, 15, 24, 96\nblood, journey of (diagram), 202–203 Commonwealth Ombudsman, 102\nBlood Management Award (Blood\n Source: `annual-reports/2023-24.pages.jsonl`\n- 5\nderived – Pty Ltd\ndomestic)\nPart 5: Appendixes 183\n\n[page 190]\nAppendix 5\nOther mandatory reporting\nWork health and safety\nInformation on work health and safety is included in Part 3 of this annual report.\nAdvertising and market research\nSection 311A of the Commonwealth Electoral Act 1918 requires entity annual reports to\ndisclose particulars of all amounts greater than $13,800 paid during a financial year to\nadvertising agencies, market research organisations, polling organisations, direct mail\norganisations and media advertising organisation\n Source: `annual-reports/2024-25.pages.jsonl`\n- Blood Sector Research and Development Colvin, Andrew, 111\nProgram, 70, 71, 78–79 Comcare, 100, 110\nsnapshot of, 16–17 commercial suppliers see suppliers of blood and blood\nsystems and system upgrades, 38, 63, 91 products\nsee also Strategy 2: Drive performance Commonwealth Electoral Act 1918, 184\nimprovement in the Australian blood sector; Commonwealth Health Minister, 11, 18, 97\nStrategy 4: Develop and provide policy advice to Commonwealth Integrity Survey, 105\nsupport a sustainable blood sector in Australia Commonwealth Ombudsman, 104\nblood sup\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### Environment Protection and Biodiversity Conservation Act 1999\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 4\n**Register search**: https://www.legislation.gov.au/search?query=Environment+Protection+and+Biodiversity+Conservation+Act+1999\n\n**Sources**:\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- 2023–24.\nThe NBA did not conduct any advertising campaigns in 2023–24.\nEcologically sustainable development and\nenvironmental performance\nThe NBA continued to pursue activities that support the ecologically sustainable principles\noutlined in section 3A of the Environment Protection and Biodiversity Conservation Act 1999.\nDuring 2023–24 this included:\nS continued use of audio and video conferencing and online collaboration in meetings\nrequiring interstate or international travel\nS recycling into 5 streams of waste – co-mingled material, container deposit scheme,\npaper, batter\n Source: `annual-reports/2023-24.pages.jsonl`\n- plicable to n/a n/a n/a\nWater\ncapture and use NBA tenancies\nRelative consumption/ Amount of total water use 5,347 8,048 8,211\nuse of water (L) per employee\nAustralian Public Service Net Zero 2030\nAs part of the reporting requirements under section 516A of the Environment Protection and\nBiodiversity Conservation Act 1999, and in line with the Net Zero in Government Operations\nStrategy, all non-corporate Commonwealth entities, corporate Commonwealth entities\nand Commonwealth companies are required to publicly report on the emissions from their\noperations.\nGreenhouse gas emissi\n Source: `annual-reports/2023-24.pages.jsonl`\n- 2024–25.\nThe NBA did not conduct any advertising campaigns in 2024–25.\nEcologically sustainable development and\nenvironmental performance\nThe NBA continued to pursue activities that support the ecologically sustainable principles\noutlined in section 3A of the Environment Protection and Biodiversity Conservation Act 1999.\nDuring 2024–25 this included:\nS continued use of audio and video conferencing and online collaboration in meetings to\nreduce interstate or international travel\nS recycling into 5 streams of waste – co-mingled material, container deposit scheme, paper,\nbatter\n Source: `annual-reports/2024-25.pages.jsonl`\n- made within blood\nproduct supply contracts\nS having electronic document and records management systems in place.\n184 NBA Annual Report 2024–25\n\n[page 191]\nAustralian Public Service Net Zero 2030\nAs part of the reporting requirements under section 516A of the Environment Protection and\nBiodiversity Conservation Act 1999, and in line with the Net Zero in Government Operations\nStrategy, all non-corporate Commonwealth entities, corporate Commonwealth entities\nand Commonwealth companies are required to publicly report on the emissions from their\noperations.\nGreenhouse gas emissi\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### PGPA Act) and the Public Service Act 1999\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 4\n**Register search**: https://www.legislation.gov.au/search?query=PGPA+Act%29+and+the+Public+Service+Act+1999\n\n**Sources**:\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- hority (NBA) is established by the National Blood Authority Act 2003\n(NBA Act). As a material statutory agency, the NBA has a range of corporate and compliance\nresponsibilities under the NBA Act, the Public Governance, Performance and Accountability\nAct 2013 (PGPA Act) and the Public Service Act 1999. In addition, it is responsible for meeting\nministerial, parliamentary and financial reporting requirements.\nOur outcome\nAccess to a secure supply of safe and affordable blood products, including through national\nsupply arrangements and coordination of best-p\n Source: `annual-reports/2023-24.pages.jsonl`\n- al Blood Agreement signed by\nall governments in 2002. As a material statutory agency, the NBA has a range of corporate\nand compliance responsibilities under the National Blood Authority Act 2003, the Public\nGovernance, Performance and Accountability Act 2013 (PGPA Act) and the Public Service Act\n1999, along with a responsibility to meet ministerial, parliamentary and financial reporting\nrequirements.\nUnder the National Blood Agreement between the Commonwealth of Australia and all states\nand territories, 63% of NBA funding is provided by the Commonwealth a\n Source: `annual-reports/2023-24.pages.jsonl`\n- hority (NBA) is established by the National Blood Authority Act 2003\n(NBA Act). As a material statutory agency, the NBA has a range of corporate and compliance\nresponsibilities under the NBA Act, the Public Governance, Performance and Accountability\nAct 2013 (PGPA Act) and the Public Service Act 1999. In addition, it is responsible for meeting\nministerial, parliamentary and financial reporting requirements.\nOur outcome\nAccess to a secure supply of safe and affordable blood products, including through national\nsupply arrangements and coordination of best-p\n Source: `annual-reports/2024-25.pages.jsonl`\n- al Blood Agreement signed by all\ngovernments in 2002. As a material statutory agency, the NBA has a range of corporate and\ncompliance responsibilities under the National Blood Authority Act 2003, the Public Governance,\nPerformance and Accountability Act 2013 (PGPA Act) and the Public Service Act 1999, along\nwith a responsibility to meet ministerial, parliamentary and financial reporting requirements.\nUnder the National Blood Agreement between the Commonwealth of Australia and all states\nand territories, 63% of funding is provided by the Commonwealth and t\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### NBA Act), the Public Governance, Performance and Accountability Act 2013\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 3\n**Register search**: https://www.legislation.gov.au/search?query=NBA+Act%29%2C+the+Public+Governance%2C+Performance+and+Accountability+Act+2013\n\n**Sources**:\n- `pages/homepage.html`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- comes from the Australian, state and territory governments. The Australian Government provides 63%, and the states and territories provide 37%.\nThe NBA has a range of corporate and compliance responsibilities under the\nNational Blood Authority Act 2003\n(Cth) (NBA Act), the\nPublic Governance, Performance and Accountability Act 2013\n(Cth) and the\nPublic Service Act 1999\n(Cth).\nThe NBA Chief Executive is a statutory officer responsible to the Australian Government Minister for Health and Aged Care.\nOur corporate plan guides our activities. We report our achievements against the plan's goa\n Source: `pages/homepage.html`\n- through a world-class blood\nsupply.\nOur authority\nThe National Blood Authority (NBA) is established by the National Blood Authority Act 2003\n(NBA Act). As a material statutory agency, the NBA has a range of corporate and compliance\nresponsibilities under the NBA Act, the Public Governance, Performance and Accountability\nAct 2013 (PGPA Act) and the Public Service Act 1999. In addition, it is responsible for meeting\nministerial, parliamentary and financial reporting requirements.\nOur outcome\nAccess to a secure supply of safe and affordable blood products, including through national\nsup\n Source: `annual-reports/2023-24.pages.jsonl`\n- through a world-class blood\nsupply.\nOur authority\nThe National Blood Authority (NBA) is established by the National Blood Authority Act 2003\n(NBA Act). As a material statutory agency, the NBA has a range of corporate and compliance\nresponsibilities under the NBA Act, the Public Governance, Performance and Accountability\nAct 2013 (PGPA Act) and the Public Service Act 1999. In addition, it is responsible for meeting\nministerial, parliamentary and financial reporting requirements.\nOur outcome\nAccess to a secure supply of safe and affordable blood products, including through national\nsup\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### Work Health and Safety Regulations 2011\n\n**Type**: Regulation\n**Confidence**: high\n**Mentions**: 3\n**Register search**: https://www.legislation.gov.au/search?query=Work+Health+and+Safety+Regulations+2011\n\n**Sources**:\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- are’s ‘Introduction to psychological health and safety in the\nworkplace’ training as part of the mandatory annual learning program for NBA staff. This\nsupports the new regulations for identifying and managing workplace psychosocial hazards\nand risks under the Work Health and Safety Regulations 2011.\nNBA employees have individual ergonomic workstation assessments and additional\nworkstation equipment is then sourced for those who need it. New employees have an\noptional workstation assessment to help them set up their workstation effectively.\nThe 2024 Infl\n Source: `annual-reports/2023-24.pages.jsonl`\n- lood donor panel, increase in, 83 wages see remuneration\nDeed of Agreement with the Australian Red Cross website (NBA), ii, 6, 19, 94\nSociety, 83 workforce statistics, 171–174\ndelivery of, 83 work health and safety, 84, 85, 108\npolicy advice to government, 83 Work Health and Safety Regulations 2011, 108\nresults against KPIs, 82\nX\nStrategy 5: Be a high-performing organisation, 84–94\nXembify, 55, 181\nblood sector knowledge development, 88, 93\nXyntha, 56, 57, 178\nculture, 88–91\ndelivery of, 85–88 Y\nEmployee Census Action Plan, 88–89\nYoung Investigator Awar\n Source: `annual-reports/2023-24.pages.jsonl`\n- he\nworkplace’ training as part of the mandatory annual learning program for NBA staff. In May,\nstaff were invited to participate in a discussion circle on psychosocial hazards to support\nawareness and identification of psychosocial hazards and risks under the Work Health and\nSafety Regulations 2011.\nWe completed ergonomic workstation assessments for 17 staff in 2024–25 and sourced\nadditional workstation equipment following these assessments as required.\nThe 2025 Influenza Vaccination Program, administered by the Pharmacy Guild of Australia,\nwas availabl\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### Adelaide. Blood Authority Act 2003\n\n**Type**: Act\n**Confidence**: medium\n**Mentions**: 2\n**Register search**: https://www.legislation.gov.au/search?query=Adelaide.+Blood+Authority+Act+2003\n\n**Sources**:\n- `annual-reports/2023-24.pages.jsonl`\n\n**Evidence contexts**:\n- agreement by all after approval by Health Ministers. PBM Guideline on critical bleeding/ conducted in Sydney, Melbourne and\nAustralian governments and the National ‘Blood Counts’ program to support Patient Blood Management (PBM) massive transfusion released. Adelaide.\nBlood Authority Act 2003 that establishes a p p ro p d ro u p ct r s ia e te st u ab se li s o h f e b d l . ood and blood N de a v ti e o lo n p al e B d l o a o n d d S im up p p le ly m C e o n n te ti d n . gency Plan Program commenced. Statement on National Stewardship Subcutane\n Source: `annual-reports/2023-24.pages.jsonl`\n- agreement by all after approval by Health Ministers. PBM Guideline on critical bleeding/ conducted in Sydney, Melbourne and\nAustralian governments and the National ‘Blood Counts’ program to support Patient Blood Management (PBM) massive transfusion released. Adelaide.\nBlood Authority Act 2003 that establishes a p p ro p d ro u p ct r s ia e te st u ab se li s o h f e b d l . ood and blood N de a v ti e o lo n p al e B d l o a o n d d S im up p p le ly m C e o n n te ti d n . gency Plan Program commenced. Statement on National Stewardship Subcutane\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### Act) National Blood Authority Act 2003\n\n**Type**: Act\n**Confidence**: medium\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Act%29+National+Blood+Authority+Act+2003\n\n**Sources**:\n- `annual-reports/2023-24.pages.jsonl`\n\n**Evidence contexts**:\n- d Budget (NSP&B), 19, 43,\noutcome and program, 39, 189 44–45, 53, 84, 85, 114\npolicy objectives, 14–15, 41, 73 NBA see National Blood Authority (NBA)\nnational blood arrangements, independent review of, NBA Act see National Blood Authority Act 2003 (NBA\n30, 82 Act)\nNational Blood Authority Act 2003 (NBA Act), iii, 14, 20, NBA Board, 6, 9, 24–30, 80, 89, 96\n24, 30, 96, 100, 110, 111 Chair, 6, 27, 164\nNational Blood Authority Board see NBA Board functions, 24\nNational Blood Authority Enterprise Agreement members, 6, 26–27, 98, 101, 164–168\n2024–2027, 6, 1\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### National Blood Agreement, the National Blood Authority Act 2003\n\n**Type**: Act\n**Confidence**: medium\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=National+Blood+Agreement%2C+the+National+Blood+Authority+Act+2003\n\n**Sources**:\n- `annual-reports/2023-24.pages.jsonl`\n\n**Evidence contexts**:\n- advised on the independent review of national blood arrangements\nby the Department of Health and Aged Care. It supports updating the governance\narrangements and frameworks to ensure they are modern and effective. This includes\nreviewing key documents like the National Blood Agreement, the National Blood Authority\nAct 2003, and advisory structures to align with current legislative requirements and national\nblood sector policy priorities.\nThe Board contributed strategic insights on the NBA’s organisational and corporate\narrangements, the prioritisation of its work programs, and\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### PBMAC Patient Blood Management Advisory Committee PBS Portfolio Budget Statements PGPA Act Public Governance, Performance and Accountability Act 2013\n\n**Type**: Act\n**Confidence**: medium\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=PBMAC+Patient+Blood+Management+Advisory+Committee+PBS+Portfolio+Budget+Statements+PGPA+Act+Public+Governance%2C+Performance+and+Accountability+Act+2013\n\n**Sources**:\n- `annual-reports/2023-24.pages.jsonl`\n\n**Evidence contexts**:\n- y Contingency Plan\nNIGAC National Immunoglobulin Governance Advisory Committee\nNPPL National Product Price List\nNSP&B National Supply Plan and Budget\nNSQHS National Safety and Quality Health Service\nOBFM Output Based Funding Model\nPBM patient blood management\nPBMAC Patient Blood Management Advisory Committee\nPBS Portfolio Budget Statements\nPGPA Act Public Governance, Performance and Accountability Act 2013\nPGPA Rule Public Governance, Performance and Accountability Rule 2014\nPS Act Public Service Act 1999\nRBC red blood cell\nRed Cross Australian Red Cross Society\nSCIg subcutaneous immunoglobulin\nSES Senior Executive Service\nSoE Statement of Expectations\nSWG spec\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### Auditor- General Act 1997\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 2\n**Register search**: https://www.legislation.gov.au/search?query=Auditor-+General+Act+1997\n\n**Sources**:\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- include the relevant independence requirements of the\nAccounting Professional and Ethical Standards Board’s APES 110 Code of Ethics for Professional Accountants\n(including Independence Standards) (the Code) to the extent that they are not in conflict with the Auditor-\nGeneral Act 1997. I have also fulfilled my other responsibilities in accordance with the Code. I believe that the\naudit evidence I have obtained is sufficient and appropriate to provide a basis for my opinion.\nAccountable Authority’s responsibility for the financial statement\n Source: `annual-reports/2023-24.pages.jsonl`\n- include the relevant independence requirements of the\nAccounting Professional and Ethical Standards Board’s APES 110 Code of Ethics for Professional Accountants\n(including Independence Standards) (the Code) to the extent that they are not in conflict with the Auditor-\nGeneral Act 1997. I have also fulfilled my other responsibilities in accordance with the Code. I believe that the\naudit evidence I have obtained is sufficient and appropriate to provide a basis for my opinion.\nAccountable Authority’s responsibility for the financial statement\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### National Anti-Corruption Act 2022\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 2\n**Register search**: https://www.legislation.gov.au/search?query=National+Anti-Corruption+Act+2022\n\n**Sources**:\n- `annual-reports/2023-24.pages.jsonl`\n\n**Evidence contexts**:\n- ernal review of the NBA Fraud and Corruption Control Plan\nand Fraud and Corruption Incident Procedure to ensure they are fit for purpose and comply\nwith the PGPA Rule and the Commonwealth Fraud and Corruption Control Plan, along with\nnew obligations under the National Anti-Corruption Act 2022. An independent organisation\nwide fraud risk assessment was completed, and the NBA will continue to strengthen its\ncontrol environment in the coming years.\nNo instances of fraud were detected during the reporting year.\nCertification of fraud control arrangeme\n Source: `annual-reports/2023-24.pages.jsonl`\n- nt, 75, 77–78\nN\nNational Safety and Quality Health Service (NSQHS)\nNaFAA see National Fractionation Agreement for Standards, 21, 75–76, 77\nAustralia (NaFAA) National Statement for the Emergency Use of Group A\nNational Antibody Register, 65 Clinical Plasma, 77\nNational Anti-Corruption Act 2022, 103 National Statement for the Emergency Use of Group O\nNational Blood Account, 111 Red Blood Cells (National RBC Statement), 75,\nNational Blood Agreement, 1, 30, 65, 87 77–78\nfunding of NBA, 110 National Supply Plan and Budget (NSP&B), 19, 43,\noutcome and p\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### PS Act Public Service Act 1999\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 2\n**Register search**: https://www.legislation.gov.au/search?query=PS+Act+Public+Service+Act+1999\n\n**Sources**:\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- ding Model\nPBM patient blood management\nPBMAC Patient Blood Management Advisory Committee\nPBS Portfolio Budget Statements\nPGPA Act Public Governance, Performance and Accountability Act 2013\nPGPA Rule Public Governance, Performance and Accountability Rule 2014\nPS Act Public Service Act 1999\nRBC red blood cell\nRed Cross Australian Red Cross Society\nSCIg subcutaneous immunoglobulin\nSES Senior Executive Service\nSoE Statement of Expectations\nSWG specialist working group\nViP Value in Prescribing\nWB whole blood\n\n[page 208]\n202 NBA Annual Report 2023–2\n Source: `annual-reports/2023-24.pages.jsonl`\n- ent\nPBMAC Patient Blood Management Advisory Committee\nPBS Portfolio Budget Statements\nPCC prothrombin complex concentrate\nPGPA Act Public Governance, Performance and Accountability Act 2013\nPGPA Rule Public Governance, Performance and Accountability Rule 2014\nPS Act Public Service Act 1999\nRBC red blood cell\nRCDP red cell diagnostic product\nRed Cross Australian Red Cross Society\nSCIg subcutaneous immunoglobulin\nSES Senior Executive Service\nSWG specialist working group\nWB whole blood\n198 NBA Annual Report 2024–25\n\n[page 205]\nIndex\nA Australian a\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### Parliament. The Basis of Preparation Public Governance, Performance and Accountability Act 2013\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 2\n**Register search**: https://www.legislation.gov.au/search?query=Parliament.+The+Basis+of+Preparation+Public+Governance%2C+Performance+and+Accountability+Act+2013\n\n**Sources**:\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- , and on continuing funding by Parliament and contributions from States and Territories for the NBA’s administration and programs. Details of planned activities for\nthe year can be found in the Portfolio Budget Statements for 2023-24 which have been tabled in Parliament.\nThe Basis of Preparation\nPublic Governance, Performance and Accountability Act 2013.\nThe financial statements are required by Section 42 of the\nT• h e f i n Paunbcliiacl Gstoavteermnaennctse ,h Paevrefo bremeann pcree apnadr eAdc cino uanctcaobrdilaitnyc (eF winiatnhc:ial Reporting) Rule 2015\n• (FRR) ; and\nAustralian Accounting Standards and\n Source: `annual-reports/2023-24.pages.jsonl`\n- , and on continuing funding by Parliament and contributions from States and Territories for the NBA’s administration and programs. Details of planned\nactivities for the year can be found in the Portfolio Budget Statements for 2024-25 which have been tabled in Parliament.\nThe Basis of Preparation\nPublic Governance, Performance and Accountability Act 2013.\nThe financial statements are required by Section 42 of the\nT• h e f i n Paunbcliiacl Gstoavteermnaennctse ,h Paevrefo bremeann pcree apnadr eAdc cino uanctcaobrdilaitnyc (eF winiatnhc:ial Reporting) Rule 2015\n• (FRR) ; and\nAustralian Accounting Standards and\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### Australia, Public Service Act 1999\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Australia%2C+Public+Service+Act+1999\n\n**Sources**:\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- lood and blood- Public Governance, Performance and Accountability\nrelated products and services, 71–79 Rule 2014 (PGPA Rule), 31, 105\nStrategy 4: Develop and provide policy advice to Public Interest Disclosure Scheme, 105\nsupport a sustainable blood sector in Australia, Public Service Act 1999 (PS Act), 10, 89, 106, 107, 114\n80–83 publications, 17, 62, 65, 71, 72–73, 75, 79\nStrategy 5: Be a high-performing organisation, purchasing, 120–123\n84–94 advertising and market research, 184\nsummary, 33 blood and blood products purchased by product\nperforman\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### Cth) and the Public Service Act 1999\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Cth%29+and+the+Public+Service+Act+1999\n\n**Sources**:\n- `pages/homepage.html`\n\n**Evidence contexts**:\n- Government provides 63%, and the states and territories provide 37%.\nThe NBA has a range of corporate and compliance responsibilities under the\nNational Blood Authority Act 2003\n(Cth) (NBA Act), the\nPublic Governance, Performance and Accountability Act 2013\n(Cth) and the\nPublic Service Act 1999\n(Cth).\nThe NBA Chief Executive is a statutory officer responsible to the Australian Government Minister for Health and Aged Care.\nOur corporate plan guides our activities. We report our achievements against the plan's goals in our annual report.\nAnnual report\n Source: `pages/homepage.html`\n\n### FOI Act Freedom of Information Act 1982\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=FOI+Act+Freedom+of+Information+Act+1982\n\n**Sources**:\n- `annual-reports/2023-24.pages.jsonl`\n\n**Evidence contexts**:\n- d reviews\nBOC Blood Operations Centre\nCriteria Criteria for the Clinical Use of Immunoglobulin in Australia\nCPB cardiopulmonary bypass\nDAPI discards as a percentage of net issues\nEA Enterprise Agreement\nFEIBA factor VIII anti-inhibitor\nFFP fresh frozen plasma\nFOI Act Freedom of Information Act 1982\nGBS Guillain-Barré Syndrome\nGST goods and services tax\nHAC Haemophilia Advisory Committee\nICT information and communications technology\nIg immunoglobulin\nIPS Information Publication Scheme\nISBT International Society of Blood Transfusion\nIT information technol\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### FSA Funding and Services Agreement FOI Act Freedom of Information Act 1982\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=FSA+Funding+and+Services+Agreement+FOI+Act+Freedom+of+Information+Act+1982\n\n**Sources**:\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- oodSTAR Blood system for tracking authorisations and reviews\nBOC Blood Operations Centre\nCriteria Criteria for the Clinical Use of Immunoglobulin in Australia\nDAPI discards as a percentage of net issues\nFEIBA factor VIII anti-inhibitor\nFFP fresh frozen plasma\nFSA Funding and Services Agreement\nFOI Act Freedom of Information Act 1982\nGST goods and services tax\nHAC Haemophilia Advisory Committee\nHSO health services organisation\nICT information and communications technology\nIg immunoglobulin\nIPRP Deeds contracts for supply of imported plasma-derived and recombinant blood products\nIPS Inform\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### PGPA Act Public Governance, Performance and Accountability Act 2013\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=PGPA+Act+Public+Governance%2C+Performance+and+Accountability+Act+2013\n\n**Sources**:\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- National Supply Plan and Budget\nNSQHS National Safety and Quality Health Service\nOBFM Output Based Funding Model\nPBM patient blood management\nPBMAC Patient Blood Management Advisory Committee\nPBS Portfolio Budget Statements\nPCC prothrombin complex concentrate\nPGPA Act Public Governance, Performance and Accountability Act 2013\nPGPA Rule Public Governance, Performance and Accountability Rule 2014\nPS Act Public Service Act 1999\nRBC red blood cell\nRCDP red cell diagnostic product\nRed Cross Australian Red Cross Society\nSCIg subcutaneous immunoglobulin\nSES Senior Executive Service\nSWG s\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### Performance and Accountability Act 2013\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Performance+and+Accountability+Act+2013\n\n**Sources**:\n- `corporate-plans/2025-26.pages.jsonl`\n\n**Evidence contexts**:\n- governments in\nall Australian Health Ministers in 2002. The NBA has line with the National Blood Agreement.\na range of corporate and compliance responsibilities\nThe main objectives of the National Blood\nunder the NBA Act, the Public Governance,\nAgreement are:\nPerformance and Accountability Act 2013 and the\nPublic Service Act 1999. It is also responsible for\nS to provide an adequate, safe, secure and\nmeeting ministerial, parliamentary and financial\naffordable supply of blood products, blood\nreporting requirements.\nrelated products and blood related servi\n Source: `corporate-plans/2025-26.pages.jsonl`\n\n### Statements Public Service Act 1999\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Statements+Public+Service+Act+1999\n\n**Sources**:\n- `annual-reports/2023-24.pages.jsonl`\n\n**Evidence contexts**:\n- performance, financial, 112–115, 120–162\n2013 (PGPA Act), iii, 14, 38, 39, 110, 111, 116,\nperformance framework, 39–40\n117\nperformance pay, 107\nPublic Governance, Performance and Accountability\nperformance statements see Annual Performance\nRule 2014, 39, 103\nStatements\nPublic Service Act 1999 (PS Act), 14, 104, 105, 110\nPfizer Australia Pty Ltd, 45, 56, 57, 177, 178\nPublic Service Amendment Bill 2023, 86\nPGPA Act see Public Governance, Performance and\npurchasing, 2–3, 68, 116–119\nAccountability Act 2013 (PGPA Act)\nadvertising and market research,\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### Therapeutic Goods Act 1989\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Therapeutic+Goods+Act+1989\n\n**Sources**:\n- `pages/homepage.html`\n\n**Evidence contexts**:\n- in a new tab/window)\n, as well as international suppliers of immunoglobulin, clotting factor, and plasma and recombinant products.\nThe\nTherapeutic Goods Administration (TGA)\n(Opens in a new tab/window)\nregulates blood and blood products in Australia under the\nTherapeutic Goods Act 1989\n(Cth)\n(Opens in a new tab/window)\n. It ensures manufacturers meet Australia's manufacturing and product standards.\nWe work closely with several internal and external committees and working groups. These help us inform policy and operational decisions for the\n Source: `pages/homepage.html`\n\n## Files Scanned\n\n- `pages/about.html` (page)\n- `pages/annual-reports-index.html` (page)\n- `pages/annual-reports-index__00.html` (page)\n- `pages/annual-reports-index__01.html` (page)\n- `pages/contact.html` (page)\n- `pages/corporate-plans-index.html` (page)\n- `pages/corporate-plans-index__02.html` (page)\n- `pages/homepage.html` (page)\n- `pages/news-latest.html` (page)\n- `annual-reports/2023-24.pages.jsonl` (pdf_pages)\n- `annual-reports/2024-25.pages.jsonl` (pdf_pages)\n- `corporate-plans/2025-26.pages.jsonl` (pdf_pages)", "global_initiatives_md": null, "strategy": { "reporting_period": "2024-25", "corporate_plan_period": "2025-26", "vision": "To save and improve Australian lives and patient outcomes through a world-class blood supply. [AR p.16]", "vision_source_page": 16, "purposes": "The NBA manages and coordinates arrangements for the supply of blood, blood products and blood services on behalf of all Australian governments in accordance with the National Blood Agreement. [AR p.10]", "purposes_source_page": 10, "how_we_deliver": "The NBA manages contracts for both domestic and imported blood products and services. We operate in a specialised global market with only a limited number of organisations that collect blood and plasma and manufacture these critical products. To ensure a reliable supply across Australia, we work closely with key partners. The Australian Red Cross Lifeblood (Lifeblood) is responsible for collecting and managing fresh blood and plasma, while CSL Behring processes donated plasma into specialised therapies under the National Fractionation Agreement for Australia (NaFAA). The NBA also manages arrangements with other suppliers to source imported products not manufactured locally, ensuring patients have access to the full range of treatments they need. [AR p.6]", "how_we_deliver_source_page": 6, "government_priorities": [ { "text": "Secure the supply of blood and blood products.", "source_page": 37 }, { "text": "Improve risk management and blood sector performance.", "source_page": 37 }, { "text": "Promote the safe and efficient use of blood and blood products.", "source_page": 37 }, { "text": "Develop and provide policy advice on the sustainability of the blood sector.", "source_page": 37 }, { "text": "Be a high-performing organisation.", "source_page": 37 } ], "outcomes": [ { "name": "Access to a secure supply of safe and affordable blood products", "description": "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. [AR p.10]", "key_activities": [ "works with all Australian governments to determine the clinical requirements for the blood and blood products", "negotiates and manages national contracts with suppliers of blood and blood products", "assesses risks to the blood supply and develops contingency plans", "provides expert advice to government, including emerging risks, developments, trends and opportunities", "helps all Australian governments to consider key issues in line with the National Blood Agreement" ], "source_page": 10 } ], "values": [ "integrity", "excellence", "collaboration", "innovation", "sustainability" ], "values_framework_name": "APS Values", "kpi_targets_2025_26": [ { "code": "CCE01", "measure": "Multiple contracts from diverse sources for relevant blood products are in place and managed to ensure security of supply.", "target": "<5% variation within 5% of the National Supply Plan & Budget approved by governments.", "source_page": 34 }, { "code": "IGM01", "measure": "Appropriate access and use of immunoglobulin (Ig), as indicated by clinical demand against approved access criteria.", "target": "<8% growth in Ig demand under approved criteria.", "source_page": 34 }, { "code": "NPR01", "measure": "National performance reporting and benchmarking across the Australian blood sector.", "target": "Published performance reporting and benchmarking information on the NBA website for the blood sector community.", "source_page": 34 } ], "kpi_results_2024_25": [ { "code": "CCE01", "measure": "Availability of blood and blood-related products meets clinical requirements.", "result": "Met", "status": "Achieved", "source_page": 42 }, { "code": "IGM01", "measure": "Provision and use of Ig is consistent with access criteria.", "result": "Met", "status": "Achieved", "source_page": 42 }, { "code": "NPR01", "measure": "Continuing supply arrangements determined for RCDPs.", "result": "Met", "status": "Achieved", "source_page": 42 }, { "code": "IGM02", "measure": "Collection and production yield for domestic Ig is maximised.", "result": "Not met", "status": "Not achieved", "source_page": 42 }, { "code": "NPR02", "measure": "National Supply Plan and Budget agreed by governments.", "result": "Met", "status": "Achieved", "source_page": 42 } ], "_source_urls": { "annual_report_url": "https://www.blood.gov.au/sites/default/files/documents/2025-10/NBA0920%20%E2%80%93%20NBA%20Annual%20Report%202024%E2%80%9325%20%28Working%20file%29%20-%20WCAG.pdf", "corporate_plan_url": "https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf" } }, "ideas": [ { "entity_id": "B-001934", "entity_name": "Jurisdictional Blood Committee", "folder_name": "Jurisdictional-Blood-Committee", "category": "Data & Performance", "scale": "small", "title": "KPI evidence register with named owners", "idea": "Create a simple register mapping each KPI to source data, owner, frequency, target, and last result.", "quote": "[Page 63]\nPart 2: Annual performance 57\nTABLE 2.8 Supplier performance 2023–24: imported plasma and recombinant products\nPerformance measure KPI1 KPI2 KPI3 KPI4\nIn-country Shelf life on Reporting\nDelivery\nSupplier reserve product products accuracy and\nperformance\ninventory delivered timeliness\nSanofi-Aventis Australia Achieved Achieved Achieved Achieved\nPty Ltd (Alprolix, Eloctate)\nRoche Products Pty Ltd Achieved Achieved Achieved Achieved\n(Hemlibra)\nCSL Behring (Rhophylac, Achieved Achieved Achieved Achieved\nRiaSTAP, Fibrogammin,\nBerinert)\nCSL Behring (Factor XI Achieved Achieved Achieved Achieved\nConcentrate)\nNovo Nordisk Achieved Achieved Achieved Achieved\nPharmaceuticals Pty\nLtd (NovoSeven, Novo\nThirteen)\nPfizer Australia Pty Ltd Achieved Achieved Achieved Achieved\n(Xyntha, BeneFIX)\nTakeda Pharmaceuticals Achieved Achieved Achieved Achieved\nAustralia Pty Ltd (FEIBA,\nCeprotin)", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "annual-reports/2023-24.pdf (https://www.blood.gov.au/sites/default/files/documents/2024-10/NBA0912%20%E2%80%93%20NBA%20Annual%20Report%202023%E2%80%9324%20WCAG%20accessible.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "B-001934", "entity_name": "Jurisdictional Blood Committee", "folder_name": "Jurisdictional-Blood-Committee", "category": "Data & Performance", "scale": "large", "title": "Outcome dashboard linking budget, delivery, and public impact", "idea": "Build a public-facing outcome dashboard showing spend, outputs, outcomes, and delivery confidence.", "quote": "[Page 63]\nPart 2: Annual performance 57\nTABLE 2.8 Supplier performance 2023–24: imported plasma and recombinant products\nPerformance measure KPI1 KPI2 KPI3 KPI4\nIn-country Shelf life on Reporting\nDelivery\nSupplier reserve product products accuracy and\nperformance\ninventory delivered timeliness\nSanofi-Aventis Australia Achieved Achieved Achieved Achieved\nPty Ltd (Alprolix, Eloctate)\nRoche Products Pty Ltd Achieved Achieved Achieved Achieved\n(Hemlibra)\nCSL Behring (Rhophylac, Achieved Achieved Achieved Achieved\nRiaSTAP, Fibrogammin,\nBerinert)\nCSL Behring (Factor XI Achieved Achieved Achieved Achieved\nConcentrate)\nNovo Nordisk Achieved Achieved Achieved Achieved\nPharmaceuticals Pty\nLtd (NovoSeven, Novo\nThirteen)\nPfizer Australia Pty Ltd Achieved Achieved Achieved Achieved\n(Xyntha, BeneFIX)\nTakeda Pharmaceuticals Achieved Achieved Achieved Achieved\nAustralia Pty Ltd (FEIBA,\nCeprotin)", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "annual-reports/2023-24.pdf (https://www.blood.gov.au/sites/default/files/documents/2024-10/NBA0912%20%E2%80%93%20NBA%20Annual%20Report%202023%E2%80%9324%20WCAG%20accessible.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "B-001934", "entity_name": "Jurisdictional Blood Committee", "folder_name": "Jurisdictional-Blood-Committee", "category": "Risk & Assurance", "scale": "small", "title": "Recommendation tracker for audits, reviews, and inquiries", "idea": "Publish a single internal tracker for audit/review recommendations, owners, due dates, and implementation evidence.", "quote": "In 2024–25, matters considered by the\nARC included:\nS financial reporting\nS engagement with NBA management and the ANAO in relation to the annual financial\nstatements audit, including formal clearance of annual financial statements\nS review of financial outcomes and budgets\nS performance reporting\nS Corporate Plan, Business Plan and Operational Scorecard\nS annual performance KPIs and reporting\nS systems of risk oversight and management\nS consideration of corporate issues and emerging risks affecting the organisation\nS fraud and risk management\nS reviewed accounting policies and frameworks\nS annual legislative compliance statement\nS risk roadmap and governance overview of blood supply\nS overview of IT security arrangements\nS systems of internal control\nS annual internal audit work plan, reports and implementation of recommendations.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "annual-reports/2024-25.pdf (https://www.blood.gov.au/sites/default/files/documents/2025-10/NBA0920%20%E2%80%93%20NBA%20Annual%20Report%202024%E2%80%9325%20%28Working%20file%29%20-%20WCAG.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "B-001934", "entity_name": "Jurisdictional Blood Committee", "folder_name": "Jurisdictional-Blood-Committee", "category": "Risk & Assurance", "scale": "large", "title": "Integrated assurance and lessons-learned system", "idea": "Create an assurance system that connects audit findings, risk registers, delivery reviews, and investment decisions.", "quote": "In 2024–25, matters considered by the\nARC included:\nS financial reporting\nS engagement with NBA management and the ANAO in relation to the annual financial\nstatements audit, including formal clearance of annual financial statements\nS review of financial outcomes and budgets\nS performance reporting\nS Corporate Plan, Business Plan and Operational Scorecard\nS annual performance KPIs and reporting\nS systems of risk oversight and management\nS consideration of corporate issues and emerging risks affecting the organisation\nS fraud and risk management\nS reviewed accounting policies and frameworks\nS annual legislative compliance statement\nS risk roadmap and governance overview of blood supply\nS overview of IT security arrangements\nS systems of internal control\nS annual internal audit work plan, reports and implementation of recommendations.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "annual-reports/2024-25.pdf (https://www.blood.gov.au/sites/default/files/documents/2025-10/NBA0920%20%E2%80%93%20NBA%20Annual%20Report%202024%E2%80%9325%20%28Working%20file%29%20-%20WCAG.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "B-001934", "entity_name": "Jurisdictional Blood Committee", "folder_name": "Jurisdictional-Blood-Committee", "category": "Citizen Services", "scale": "small", "title": "Plain-language service pages and proactive status updates", "idea": "Rewrite high-volume pages and letters into plain language, add status notifications, and measure contact reduction.", "quote": "[Page 138]\nOFFICIAL\n#\nNATIONAL BLOOD AUTHORITY\nADMINISTERED SCHEDULE OF COMPEHENSIVE INCOME\nfor the year ended 30 June 2025\n2025\nNotes $’000\n2024\nNET COST OF SERVICES $’000\nExpenses\n3,498\n1,753,189\nEmployee benefits 2.1A 294 2,237\nSuppliers - E 2.1B 628 1,669,757\nTotaGlr eanxptse -n nsoens -profit organisations 2.1C 1,757,609 344\nDepreciation and amortisation 4.2A 1,327\n1,673,665\nIncome\nRevenue\nNon-taxation revenue\n1,842,575\n6,598\nRevenue from contracts with customers 2.2A - 1,668,829\nTota In l t n e o re n s - t t a in x c a o t m io e n revenue 1,849,173 5,776\nOther revenue -\nTotal revenue 1,849,173\n1,674,605\nTotal income 1,849,173\n1,674,605\nNet contribution by services 91,564\n(Deficit)/Surplus 91,564 1,674,605\n940\nOTHER COMPREHENSIVE INCOME 940\nItems not subject to subsequent reclassification to net cost of services\nTotal comprehensive (loss)/income 91,564", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "annual-reports/2024-25.pdf (https://www.blood.gov.au/sites/default/files/documents/2025-10/NBA0920%20%E2%80%93%20NBA%20Annual%20Report%202024%E2%80%9325%20%28Working%20file%29%20-%20WCAG.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "B-001934", "entity_name": "Jurisdictional Blood Committee", "folder_name": "Jurisdictional-Blood-Committee", "category": "Citizen Services", "scale": "large", "title": "Single front door for life-event based services", "idea": "Bundle services around life events so citizens can complete related steps across agencies in one journey.", "quote": "[Page 138]\nOFFICIAL\n#\nNATIONAL BLOOD AUTHORITY\nADMINISTERED SCHEDULE OF COMPEHENSIVE INCOME\nfor the year ended 30 June 2025\n2025\nNotes $’000\n2024\nNET COST OF SERVICES $’000\nExpenses\n3,498\n1,753,189\nEmployee benefits 2.1A 294 2,237\nSuppliers - E 2.1B 628 1,669,757\nTotaGlr eanxptse -n nsoens -profit organisations 2.1C 1,757,609 344\nDepreciation and amortisation 4.2A 1,327\n1,673,665\nIncome\nRevenue\nNon-taxation revenue\n1,842,575\n6,598\nRevenue from contracts with customers 2.2A - 1,668,829\nTota In l t n e o re n s - t t a in x c a o t m io e n revenue 1,849,173 5,776\nOther revenue -\nTotal revenue 1,849,173\n1,674,605\nTotal income 1,849,173\n1,674,605\nNet contribution by services 91,564\n(Deficit)/Surplus 91,564 1,674,605\n940\nOTHER COMPREHENSIVE INCOME 940\nItems not subject to subsequent reclassification to net cost of services\nTotal comprehensive (loss)/income 91,564", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "annual-reports/2024-25.pdf (https://www.blood.gov.au/sites/default/files/documents/2025-10/NBA0920%20%E2%80%93%20NBA%20Annual%20Report%202024%E2%80%9325%20%28Working%20file%29%20-%20WCAG.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "B-001934", "entity_name": "Jurisdictional Blood Committee", "folder_name": "Jurisdictional-Blood-Committee", "category": "Staff Productivity", "scale": "small", "title": "Reusable briefing and summary assistant for internal documents", "idea": "Create controlled templates for summarising reports, submissions, minutes, and ministerial briefs.", "quote": "[Page 140]\nOFFICIAL\n#\nNATIONAL BLOOD AUTHORITY\nADMINISTERED RECONCILIATION SCHEDULE\nas at 30 June 2025\n2025\n$’000\n2024\n$’000\nOpening administered assets less administered liabilities as at 1 July 2024 417 085\n410,132\nNet (cost of) / contribution by services\n1,849,173\nIncome (1,757,609) 1,674,605\nExpenses\nPayments to entities other than corporate Commonwealth entities (1,673,665)\nOther comprehensive income\n64\nRevaluations transferred to reserves -\nTransfers (to) / from the Australian Government:\n8,429\nCloAsipnpgr aospsreiattsi olens tsr alinasbfielritsi ferso ams Oatff 3ic0ia Jlu Pnueb l2ic0 A25ccount: 517,142\nAnnual appropriations 6,013\nAccounting Policy 417,085\nAdministered cash transfers to and from the Official Public Account\nRevenue collected by the entity for use by the Government rather than the entity is administered revenue.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "annual-reports/2024-25.pdf (https://www.blood.gov.au/sites/default/files/documents/2025-10/NBA0920%20%E2%80%93%20NBA%20Annual%20Report%202024%E2%80%9325%20%28Working%20file%29%20-%20WCAG.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Sensitive information leakage", "Inconsistent quality of generated drafts" ] }, { "entity_id": "B-001934", "entity_name": "Jurisdictional Blood Committee", "folder_name": "Jurisdictional-Blood-Committee", "category": "Staff Productivity", "scale": "large", "title": "Department-wide knowledge and briefing platform", "idea": "Build a secure knowledge platform that lets staff search, summarise, and cite approved departmental material.", "quote": "[Page 140]\nOFFICIAL\n#\nNATIONAL BLOOD AUTHORITY\nADMINISTERED RECONCILIATION SCHEDULE\nas at 30 June 2025\n2025\n$’000\n2024\n$’000\nOpening administered assets less administered liabilities as at 1 July 2024 417 085\n410,132\nNet (cost of) / contribution by services\n1,849,173\nIncome (1,757,609) 1,674,605\nExpenses\nPayments to entities other than corporate Commonwealth entities (1,673,665)\nOther comprehensive income\n64\nRevaluations transferred to reserves -\nTransfers (to) / from the Australian Government:\n8,429\nCloAsipnpgr aospsreiattsi olens tsr alinasbfielritsi ferso ams Oatff 3ic0ia Jlu Pnueb l2ic0 A25ccount: 517,142\nAnnual appropriations 6,013\nAccounting Policy 417,085\nAdministered cash transfers to and from the Official Public Account\nRevenue collected by the entity for use by the Government rather than the entity is administered revenue.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "annual-reports/2024-25.pdf (https://www.blood.gov.au/sites/default/files/documents/2025-10/NBA0920%20%E2%80%93%20NBA%20Annual%20Report%202024%E2%80%9325%20%28Working%20file%29%20-%20WCAG.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Sensitive information leakage", "Inconsistent quality of generated drafts" ] }, { "entity_id": "B-001934", "entity_name": "Jurisdictional Blood Committee", "folder_name": "Jurisdictional-Blood-Committee", "category": "Regulation & Policy", "scale": "small", "title": "Regulatory burden scan for forms, guidance, and reporting", "idea": "Identify the top 10 highest-friction reporting obligations and simplify guidance, forms, or evidence requirements.", "quote": "Legislative and Policy Environment\n• National Blood Authority Act • National Blood Agreement • Domestic Supply Policy\n• Public Governance, (for the Australian Blood Sector) • Onshore Fractionation Policy\nPerformance and • Ministers’ Stewardship • Overseas Supply Policy\nAccountability Act Statement (for health providers)\n• NBA Corporate Plan\n• Public Service Act • Ministers’ Statement of\n• Auditor General Act Expectations (for Lifeblood)\nObjectives\n1 2 3\nSecure the supply of blood Improve risk management and Promote the safe and efficient\nand blood products blood sector performance use of blood and blood products\nHorizon-scanning\nStrategies\n• Provide a safe, secure affordable supply of • Promote a best practice model of the\nblood and blood related products and services management and use of blood and\n• Drive performance improvements in the blood-related products and services", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "corporate-plans/2025-26.pdf (https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "B-001934", "entity_name": "Jurisdictional Blood Committee", "folder_name": "Jurisdictional-Blood-Committee", "category": "Regulation & Policy", "scale": "large", "title": "Adaptive regulation program with live feedback loops", "idea": "Create an adaptive regulation model using sandboxes, industry data, risk scoring, and regular rule updates.", "quote": "Legislative and Policy Environment\n• National Blood Authority Act • National Blood Agreement • Domestic Supply Policy\n• Public Governance, (for the Australian Blood Sector) • Onshore Fractionation Policy\nPerformance and • Ministers’ Stewardship • Overseas Supply Policy\nAccountability Act Statement (for health providers)\n• NBA Corporate Plan\n• Public Service Act • Ministers’ Statement of\n• Auditor General Act Expectations (for Lifeblood)\nObjectives\n1 2 3\nSecure the supply of blood Improve risk management and Promote the safe and efficient\nand blood products blood sector performance use of blood and blood products\nHorizon-scanning\nStrategies\n• Provide a safe, secure affordable supply of • Promote a best practice model of the\nblood and blood related products and services management and use of blood and\n• Drive performance improvements in the blood-related products and services", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "corporate-plans/2025-26.pdf (https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "B-001934", "entity_name": "Jurisdictional Blood Committee", "folder_name": "Jurisdictional-Blood-Committee", "category": "Procurement & Delivery", "scale": "small", "title": "Procurement lessons library for repeat purchases", "idea": "Capture reusable procurement clauses, market lessons, supplier performance notes, and common evaluation criteria.", "quote": "2023–24 highlights\nContracts\nThe NBA has transitioned from managing 5 supply contracts in 2003–04 to overseeing 18\ncontracts in 2023–24.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "annual-reports/2023-24.pdf (https://www.blood.gov.au/sites/default/files/documents/2024-10/NBA0912%20%E2%80%93%20NBA%20Annual%20Report%202023%E2%80%9324%20WCAG%20accessible.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "B-001934", "entity_name": "Jurisdictional Blood Committee", "folder_name": "Jurisdictional-Blood-Committee", "category": "Procurement & Delivery", "scale": "large", "title": "Portfolio delivery office for major investments", "idea": "Stand up a portfolio delivery office that tracks benefits, risks, dependencies, procurement, and delivery confidence.", "quote": "2023–24 highlights\nContracts\nThe NBA has transitioned from managing 5 supply contracts in 2003–04 to overseeing 18\ncontracts in 2023–24.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "annual-reports/2023-24.pdf (https://www.blood.gov.au/sites/default/files/documents/2024-10/NBA0912%20%E2%80%93%20NBA%20Annual%20Report%202023%E2%80%9324%20WCAG%20accessible.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before 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