{ "entity_id": "O-000875", "folder": "National-Blood-Authority", "name": "National Blood Authority", "type": "Non-corporate Commonwealth Entity", "jurisdiction": "Commonwealth", "portfolio": "Health, Disability and Ageing", "website": "http://www.blood.gov.au", "data_status": "rich", "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": true, "has_global_initiatives_text": true, "has_ideas": true, "has_artifacts": true, "n_ideas": 8, "n_legislation": 8, "n_artifacts": 2, "n_kpi_targets": 4, "n_kpi_results": 4, "n_outcomes": 1, "verified_own_data": true }, "strategy_profile": { "status": "published", "confidence": "high", "summary": "To provide a safe, secure and affordable supply of blood and blood-related products and services. To drive performance improvement in the Australian blood sector. To promote best practice in managing and using of blood and blood-related products and services. To develop and provide policy advice on the sustainability of the blood sector. To be a high-performing organisation. [CP p.9]", "official_site_url": "http://www.blood.gov.au", "source_documents": [ { "type": "corporate_plan", "title": "Read the Corporate Plan here (Opens in a new tab/window)", "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": "To provide a safe, secure and affordable supply of blood and blood-related products and services. To drive performance improvement in the Australian blood sector. To promote best practice in managing and using of blood and blood-related products and services. To develop and provide policy advice on the sustainability of the blood sector. To be a high-performing organisation. [CP p.9]", "source_url": "https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf", "source_page": 9, "source_deep_url": "https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf#page=9" }, "vision": { "text": "To save and improve Australian lives and patient outcomes through a world-class blood supply. [CP p.9]", "source_url": "https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf", "source_page": 9, "source_deep_url": "https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf#page=9" }, "strategic_priorities": [ { "title": "To provide an adequate, safe, secure and affordable supply of blood products, blood related products and blood related s", "description": "To provide an adequate, safe, secure and affordable supply of blood products, blood related products and blood related services in Australia.", "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" }, { "title": "To promote the safe, high-quality management and use of blood products, blood related products and blood related service", "description": "To promote the safe, high-quality management and use of blood products, blood related products and blood related services in Australia.", "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" } ], "values": [ { "name": "Safe", "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": "Secure", "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": "Affordable", "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": "Outcome 1: 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. [CP p.37]", "activities": [ "Developing a National Supply Plan and Budget (NSP&B) each year", "Negotiating and managing national contracts with suppliers 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" } ], "performance_measures": [ { "code": "A safe, secure and affordable supply of blood and blood-related products", "measure": "Blood and blood-related products are available to meet clinical requirements.", "target": "<5% variation within 5% of the National Supply Plan & Budget approved by governments.", "latest_result": "N/A", "status": "N/A", "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": "", "result_source_page": null }, { "code": "Effective management of events that activate the National Blood Supply Contingency Plan", "measure": "Events that activate the National Blood Supply Contingency Plan, if any, are managed effectively and efficiently by the NBA.", "target": "N/A", "latest_result": "N/A", "status": "N/A", "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": "", "result_source_page": null }, { "code": "Appropriate access and use of immunoglobulin (Ig)", "measure": "Ig demand under approved criteria.", "target": "<8% growth in Ig demand under approved access criteria.", "latest_result": "N/A", "status": "N/A", "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": "", "result_source_page": null }, { "code": "National performance reporting and benchmarking", "measure": "Publish performance reporting and benchmarking information on the NBA website for the blood sector community.", "target": "N/A", "latest_result": "N/A", "status": "N/A", "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": "", "result_source_page": null } ], "document_alignment_terms": { "must_support": [ "To provide a safe, secure and affordable supply of blood and blood-related products and services. To drive performance improvement in the Australian blood sector. To promote best p", "To save and improve Australian lives and patient outcomes through a world-class blood supply. [CP p.9]", "To provide an adequate, safe, secure and affordable supply of blood products, blood related products and blood related services in Australia.", "To promote the safe, high-quality management and use of blood products, blood related products and blood related services in Australia." ], "watch_terms": [ "Blood and blood-related products are available to meet clinical requirements.", "Events that activate the National Blood Supply Contingency Plan, if any, are managed effectively and efficiently by the NBA.", "Ig demand under approved criteria.", "Publish performance reporting and benchmarking information on the NBA website for the blood sector community." ], "avoid_claiming_without_evidence": [] }, "review_note": "" }, "strategy_brief_md": "# National Blood Authority — Strategy Brief\n\n**Reporting period**: 2024-25\n**Corporate plan in force**: 2025-26\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. [CP p.9](https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf#page=9) [[CP p.9](https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf#page=9)(https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf#page=9)]\n\n## Our purpose / purposes\n\n> To provide a safe, secure and affordable supply of blood and blood-related products and services. To drive performance improvement in the Australian blood sector. To promote best practice in managing and using of blood and blood-related products and services. To develop and provide policy advice on the sustainability of the blood sector. To be a high-performing organisation. [CP p.9](https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf#page=9) [[CP p.9](https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf#page=9)(https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf#page=9)]\n\n## How we deliver\n\n> The NBA manages and coordinates arrangements for the supply of blood, blood products and blood related services on behalf of all Australian governments in line with the National Blood Agreement. [CP p.10](https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.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## Government priorities for this department\n\n- To provide an adequate, safe, secure and affordable supply of blood products, blood related products and blood related services in Australia. [[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- To promote the safe, high-quality management and use of blood products, blood related products and blood related services in Australia. [[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## Outcomes\n\n### Outcome 1: 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. [CP p.37](https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf#page=37) [[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**Key activities:**\n- Developing a National Supply Plan and Budget (NSP&B) each year\n- Negotiating and managing national contracts with suppliers of blood and blood products\n\n## Values and principles\n\n- Safe\n- Secure\n- Affordable\n\n## What they will measure themselves on this year (targets from 2025-26 corporate plan)\n\n| Code | Measure | Target | Source |\n|---|---|---|---|\n| A safe, secure and affordable supply of blood and blood-related products | Blood and blood-related products are available to meet clinical requirements. | <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| Effective management of events that activate the National Blood Supply Contingency Plan | Events that activate the National Blood Supply Contingency Plan, if any, are managed effectively and efficiently by the NBA. | N/A | [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| Appropriate access and use of immunoglobulin (Ig) | Ig demand under approved criteria. | <8% growth in Ig demand under approved access 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| National performance reporting and benchmarking | Publish performance reporting and benchmarking information on the NBA website for the blood sector community. | N/A | [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| A safe, secure and affordable supply of blood and blood-related products | Blood and blood-related products are available to meet clinical requirements. | N/A | N/A | |\n| Effective management of events that activate the National Blood Supply Contingency Plan | Events that activate the National Blood Supply Contingency Plan, if any, are managed effectively and efficiently by the NBA. | N/A | N/A | |\n| Appropriate access and use of immunoglobulin (Ig) | Ig demand under approved criteria. | N/A | N/A | |\n| National performance reporting and benchmarking | Publish performance reporting and benchmarking information on the NBA website for the blood sector community. | N/A | N/A | |", "strategy_overview_evidence_md": null, "internal_strategy_evidence_md": "# National Blood Authority - Strategy, Performance, and Operating Profile\n\n**Generated at**: 2026-05-09T21:56:44.326872+00:00\n**Entity ID**: O-000875\n**Entity type**: Non-corporate Commonwealth Entity\n**Jurisdiction**: Commonwealth\n**Portfolio**: Health, Disability and Ageing\n**Website**: http://www.blood.gov.au\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| corporate-plans | 1 |\n| global-intelligence | 3 |\n| other-pdfs | 1 |\n| pages | 5 |\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- No ECL was recognised in 2024-25\n4.1C: Other investments\n152,373\nTotal oth1er investments 152,373\nDeposits 142,203\nOther investments expected to be recovered 142,203\n54,900\n97,473\nNo more than 12 months 57,730\nTotal other investments 152,373\nMore than 12 months 84,473\nPublic Governance, Performance and\nAccountability Act 2013, for the purpose of receiving passive investment income.\n Source: `other-pdfs/NBA0920-20-E2-80-93-20NBA-20Annual-20Report-202024-E2-80-9325-20-28Working-20fil.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### 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- 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: `other-pdfs/NBA0920-20-E2-80-93-20NBA-20Annual-20Report-202024-E2-80-9325-20-28Working-20fil.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: `other-pdfs/NBA0920-20-E2-80-93-20NBA-20Annual-20Report-202024-E2-80-9325-20-28Working-20fil.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 169]\nOFFICIAL\n#\nNATIONAL BLOOD AUTHORITY\nNOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS\nfor the year ended 30 June 2025\n8.2C: Administered Budgetary Reports\nAdministered Schedule of Comprehensive Income for the NBA 2025\nfor the period ended 30 June 2024 Actual\n2025 2025\n$’000\nBudget Variance\nNET COST OF SERVICES $’000 $’000\nExpenses\n3,498\n1,753,189\nEmployee benefits 294 3,670 (172)\nSuppliers - E 628 1,840,419 (87,230)\nTotaGlr eanxptse -n nsoens -profit organisations 1,757,609 1,845,604 - (87,9 2 9 9 5 4 )\nDepreciation and amortisation 1,515 (887)\nIncome\nRevenue\nNon-taxation revenue\n1,849,173 1,852,380 (3,207)\nOther sources of non-taxation revenues - - -\nTota O l t h n e o r n r - e ta v x en at u i e on revenue 1,849,173 1,852,380 (3,207)\nTotal revenue 1,849,173 1,852,380 (3,207)\nTotal income 1,849,173 1,852,380 (3,207)\n Source: `other-pdfs/NBA0920-20-E2-80-93-20NBA-20Annual-20Report-202024-E2-80-9325-20-28Working-20fil.pdf (https://www.blood.gov.au/sites/default/files/documents/2025-10/NBA0920%20%E2%80%93%20NBA%20Annual%20Report%202024%E2%80%9325%20%28Working%20file%29%20-%20WCAG.pdf)`\n- [Page 170]\nOFFICIAL\n#\nNATIONAL BLOOD AUTHORITY\nNOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS\nfor the year ended 30 June 2025\nAdministered Schedule of Assets and Liabilities for the NBA 2025\nas at 30 June 2025 Actual\n2025 2025\n$’000\nBudget Variance\nASSETS\n$’000 $’000\nFinancial assets\n316,895\n31,481\nCash and cash equivalents 152,373 262,977 53,918\nToTtraald fein aanndc oiathl ears sreetcseivables 500,749 43284,,156750 626,,598141\nOther investments 150,618 1,755\nNon-financial assets\n77\n1,571\nPlant and equipment 147,589 151 (74)\nOther intangibles 95,184 1,271 300\nToIntavle nnotonr-ifeisnancial assets 244,421 211372,,945224 2165,,416695\nPrepayments 84,106 11,078\nTotal assets administered on behalf of Government 745,170 656,117 89,053\nLIABILITIES\nPayables\n74,298\n103\nSuppliers - A 153,627 65,327 8,971\nToOttahle pra pyaaybalbelses 228,028 220,438 - 7,519003\n Source: `other-pdfs/NBA0920-20-E2-80-93-20NBA-20Annual-20Report-202024-E2-80-9325-20-28Working-20fil.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- 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\n### Strategic Priorities\n\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: `other-pdfs/NBA0920-20-E2-80-93-20NBA-20Annual-20Report-202024-E2-80-9325-20-28Working-20fil.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- 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- 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- [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: `other-pdfs/NBA0920-20-E2-80-93-20NBA-20Annual-20Report-202024-E2-80-9325-20-28Working-20fil.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- As Australia’s population and needs have grown, annual funding for the national blood supply\nhas grown from around $1.1 billion in 2016 to a budget of $2.140 billion in 2025–26.\n Source: `other-pdfs/NBA0920-20-E2-80-93-20NBA-20Annual-20Report-202024-E2-80-9325-20-28Working-20fil.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## 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: `other-pdfs/NBA0920-20-E2-80-93-20NBA-20Annual-20Report-202024-E2-80-9325-20-28Working-20fil.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 2.5 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: `other-pdfs/NBA0920-20-E2-80-93-20NBA-20Annual-20Report-202024-E2-80-9325-20-28Working-20fil.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: `other-pdfs/NBA0920-20-E2-80-93-20NBA-20Annual-20Report-202024-E2-80-9325-20-28Working-20fil.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- [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: `other-pdfs/NBA0920-20-E2-80-93-20NBA-20Annual-20Report-202024-E2-80-9325-20-28Working-20fil.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: `other-pdfs/NBA0920-20-E2-80-93-20NBA-20Annual-20Report-202024-E2-80-9325-20-28Working-20fil.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: `other-pdfs/NBA0920-20-E2-80-93-20NBA-20Annual-20Report-202024-E2-80-9325-20-28Working-20fil.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: `other-pdfs/NBA0920-20-E2-80-93-20NBA-20Annual-20Report-202024-E2-80-9325-20-28Working-20fil.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 savings of $79.4 million, or 4.3%, against the 2024–25 National Supply Plan\nand Budget of $1.844 billion.\n Source: `other-pdfs/NBA0920-20-E2-80-93-20NBA-20Annual-20Report-202024-E2-80-9325-20-28Working-20fil.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- Provision and use of Ig is consistent with Met\naccess criteria\nIn 2024–25 the rate of growth of immunoglobulin (Ig)\n(PBS target: <8% growth in Ig demand under use was 6.7%.\napproved criteria)\nCollection and production yield for domestic Ig Not met\nis maximised\nThe plasma for fractionation target was not met in\n2024–25.\n Source: `other-pdfs/NBA0920-20-E2-80-93-20NBA-20Annual-20Report-202024-E2-80-9325-20-28Working-20fil.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\nStarting plasma (Ig) ≤2,000kg 0kg 0kg 48,568.151kg1 0kg\nStarting plasma ≤200kg 0kg 0kg 0kg 0kg\n(Hyperimmune)\nFailed production batches (Ig) 0kg 0kg 0kg 0kg 0kg\nKPI1\nFailed production batches 0kg 0kg 0kg 0kg 0kg\n(Hyperimmune)\nLow yielding production 0kg 0kg 0kg 1,266.743kg1 1,550.138kg1\nbatches (Ig)\nLoss or expiry of products (Ig) 0kg 0kg 0kg 0kg 0kg\nLoss or expiry of products 0kg 0kg 0kg 0kg 0kg\n(Hyperimmune)\nProduction yield - average production yield\nKPI2 Not published\nfor IVIg and SCIg.\n Source: `other-pdfs/NBA0920-20-E2-80-93-20NBA-20Annual-20Report-202024-E2-80-9325-20-28Working-20fil.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\nKPI4\nOrders by distributor 98%-100% 98.5% 99.4% 99.8% 99.7%\n(Lifeblood) and non-\ndistributor\nShelf life of national reserve products - the maintenance of minimum shelf life requirements for all\nproducts in the national reserve.\n Source: `other-pdfs/NBA0920-20-E2-80-93-20NBA-20Annual-20Report-202024-E2-80-9325-20-28Working-20fil.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 93,94,95,96]\ns 79, maintaining the same strong\nengagement score achieved in 2024.\n Source: `other-pdfs/NBA0920-20-E2-80-93-20NBA-20Annual-20Report-202024-E2-80-9325-20-28Working-20fil.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- Operating result\nThe NBA’s income statement reports a 2024–25 loss of $1.54 million, compared with a loss of\n$0.65 million in 2024–25.\n Source: `other-pdfs/NBA0920-20-E2-80-93-20NBA-20Annual-20Report-202024-E2-80-9325-20-28Working-20fil.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 Metrics\n\n| Values found | Evidence | Source |\n|---|---|---|\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. | `other-pdfs/NBA0920-20-E2-80-93-20NBA-20Annual-20Report-202024-E2-80-9325-20-28Working-20fil.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. | `other-pdfs/NBA0920-20-E2-80-93-20NBA-20Annual-20Report-202024-E2-80-9325-20-28Working-20fil.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| $1.1 billion, $2.140 billion, 1.1 billion, 2.140 billion | As Australia’s population and needs have grown, annual funding for the national blood supply\nhas grown from around $1.1 billion in 2016 to a budget of $2.140 billion in 2025–26. | `other-pdfs/NBA0920-20-E2-80-93-20NBA-20Annual-20Report-202024-E2-80-9325-20-28Working-20fil.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| $79.4 million, $1.844 billion, 79.4 million, 1.844 billion | S Achieved savings of $79.4 million, or 4.3%, against the 2024–25 National Supply Plan\nand Budget of $1.844 billion. | `other-pdfs/NBA0920-20-E2-80-93-20NBA-20Annual-20Report-202024-E2-80-9325-20-28Working-20fil.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| $777.3 million, $787.7 million, 777.3 million, 787.7 million | TABLE 2.4 Fresh blood expenditure since 2015–16\nYear Amount (A$ million) % growth\n2015–16 588.4 7.5\n2016–17 582.4 −1.0\n2017–18 620.7 6.6\n2018–19 667.9 7.6\n2019–20 651.5 −2.5\n2020–21 698.5 7.2\n2021–22 708.8 1.5\n2022–23 685.8 −3.2\n2023–24 752.6 9.7\n2024–25 775.9 3.1\nTotal 6,732.6 3.7% average\nThe cost of fresh blood products issued under the national blood arrangements in 2024–25\ntotalled $777.3 million, against a budget of $787.7 million. | `other-pdfs/NBA0920-20-E2-80-93-20NBA-20Annual-20Report-202024-E2-80-9325-20-28Working-20fil.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| $79.4 million, 79.4 million | Supply outcome is within 5% of the National Met\nSupply Plan and Budget approved by\nActual results were 4.3% ($79.4 million) below the\ngovernments\nNational Supply Plan and Budget.\n(PBS target: <5% variation)\nThere were no contingency events during the\nreporting period that required the National Blood\nSupply Contingency Plan to be activated. | `other-pdfs/NBA0920-20-E2-80-93-20NBA-20Annual-20Report-202024-E2-80-9325-20-28Working-20fil.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| $0.596 million, 0.596 million | Other revenue increased by $0.596 million mostly due to\nentitlements of staff transferring from other agencies. | `other-pdfs/NBA0920-20-E2-80-93-20NBA-20Annual-20Report-202024-E2-80-9325-20-28Working-20fil.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| $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 | `other-pdfs/NBA0920-20-E2-80-93-20NBA-20Annual-20Report-202024-E2-80-9325-20-28Working-20fil.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| $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. | `other-pdfs/NBA0920-20-E2-80-93-20NBA-20Annual-20Report-202024-E2-80-9325-20-28Working-20fil.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| $79.4 million, $1.844 billion, 79.4 million, 1.844 billion | S Achieved savings of $79.4 million, or 4.3%, against the 2024–25 National Supply Plan\nand Budget of $1.844 billion. | `other-pdfs/NBA0920-20-E2-80-93-20NBA-20Annual-20Report-202024-E2-80-9325-20-28Working-20fil.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| $1.54 million, $0.65 million, 1.54 million, 0.65 million | Operating result\nThe NBA’s income statement reports a 2024–25 loss of $1.54 million, compared with a loss of\n$0.65 million in 2024–25. | `other-pdfs/NBA0920-20-E2-80-93-20NBA-20Annual-20Report-202024-E2-80-9325-20-28Working-20fil.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| $79.4 million, 79.4 million | Supply outcome is within 5% of the National Met\nSupply Plan and Budget approved by\nActual results were 4.3% ($79.4 million) below the\ngovernments\nNational Supply Plan and Budget.\n(PBS target: <5% variation)\nThere were no contingency events during the\nreporting period that required the National Blood\nSupply Contingency Plan to be activated. | `other-pdfs/NBA0920-20-E2-80-93-20NBA-20Annual-20Report-202024-E2-80-9325-20-28Working-20fil.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 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: `other-pdfs/NBA0920-20-E2-80-93-20NBA-20Annual-20Report-202024-E2-80-9325-20-28Working-20fil.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- 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: `other-pdfs/NBA0920-20-E2-80-93-20NBA-20Annual-20Report-202024-E2-80-9325-20-28Working-20fil.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 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: `other-pdfs/NBA0920-20-E2-80-93-20NBA-20Annual-20Report-202024-E2-80-9325-20-28Working-20fil.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: `other-pdfs/NBA0920-20-E2-80-93-20NBA-20Annual-20Report-202024-E2-80-9325-20-28Working-20fil.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: `other-pdfs/NBA0920-20-E2-80-93-20NBA-20Annual-20Report-202024-E2-80-9325-20-28Working-20fil.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: `other-pdfs/NBA0920-20-E2-80-93-20NBA-20Annual-20Report-202024-E2-80-9325-20-28Working-20fil.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- 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: `other-pdfs/NBA0920-20-E2-80-93-20NBA-20Annual-20Report-202024-E2-80-9325-20-28Working-20fil.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 92]\nDelivery of Strategy 5\nIn 2024–25 the NBA delivered:\nS agreement to the 2025–26 National Supply Plan and Budget\nS continued high levels of engagement from NBA staff, maintaining our ability to be an\nemployer of choice\nS a safe and healthy working environment with no reportable incidents\nS access to and support for flexible working arrangements\nS modernisation of performance management systems\nS meaningful and timely agency-wide communication and ongoing engagement between\nsenior executives and staff of all levels within the NBA\nS continued ICT modernisation\nS blood sector knowledge development – conferences, networks and engagement with the\nsector, training.\n Source: `other-pdfs/NBA0920-20-E2-80-93-20NBA-20Annual-20Report-202024-E2-80-9325-20-28Working-20fil.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 26]\nAt its meetings in August 2024, November 2024, February 2025 and June 2025 the Board\ndiscussed key initiatives including:\nS progress on the review of the national blood arrangements, including mechanisms for\nconsultation and future policy directions\nS supply security and sector resilience, with a focus on jurisdictional perspectives such as\nthose presented by Queensland Health\nS plasma supply strategies, including updates on the plasma pathway implementation and\nthe national haemovigilance reporting\nS the status and governance of new product proposals under Schedule 4 of the National\nBlood Agreement, particularly proposals to add high-cost and emerging therapies.\n Source: `other-pdfs/NBA0920-20-E2-80-93-20NBA-20Annual-20Report-202024-E2-80-9325-20-28Working-20fil.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- Highlights from 2024–25 include:\nS 2 meetings of the HAC, in July 2024 and April 2025\nS HAC sub-group meetings to review and publish a second version of the Australian\nHaemovigilance Minimum Data Set, finalised in October 2024\nS a HAC sub-group meeting to consider the barriers and incentives to haemovigilance in\nAustralia and the feasibility of a National Antibody Register (procurements of consultancies\nfor both are being developed)\nS publication of 2 Haemovigilance Annual Reports (data for 2020–21 and 2021–22)\nS meetings with a working group to review the 2022–23 Haemovigilance Annual Report.\n Source: `other-pdfs/NBA0920-20-E2-80-93-20NBA-20Annual-20Report-202024-E2-80-9325-20-28Working-20fil.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 98,99,100,101,102,103]\nibution centres to increase their\nunderstanding of the blood and blood products supply chain\nS monitored and reported on international issues and trends relevant to the management of\nblood arrangements in Australia\nS attended tours of the NBA’s Blood Operations Centre\nS completed blood sector systems training provided by the Blood Operations Centre\nS completed BloodSafe eLearning training.\n Source: `other-pdfs/NBA0920-20-E2-80-93-20NBA-20Annual-20Report-202024-E2-80-9325-20-28Working-20fil.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- 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\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: `other-pdfs/NBA0920-20-E2-80-93-20NBA-20Annual-20Report-202024-E2-80-9325-20-28Working-20fil.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- 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: `other-pdfs/NBA0920-20-E2-80-93-20NBA-20Annual-20Report-202024-E2-80-9325-20-28Working-20fil.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- Operating\nContext\nCollaboration\nChallenges\n&\nOpportunities\nRisk\nManagement\nCapability\nStrategic\nDirection\nPerformance\nNBA Corporate Plan 2025–26 to 2028–29 34\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- Its findings provide a baseline for enhancing service delivery and effectiveness.\nmini-card, small-h-img\ntrue\nsec-spacing\nsection-none\nsec-spacing-bottom\nsection-padding-between\nstyle\ndefault\nCONNECT\nWITH US\nfalse\nX\nlp-x\nhttps://x.com/wbg_gov\nSubscribe to our monthly newsletter\nWorld Bank Governance Global Department\nThe latest news, publications, and events on institutions, good governance, GovTech, open government, procurement, anticorruption, public finance, accountability & more.\nfalse\nGovernance Update|SVC123\nfalse\nTopic Expert\nArturo Herrera\nhttps://www.worldbank.org/en/about/people/a/arturo-herrera-gutierrez\ndefault alt\nDirector, Governance Global Department, World Bank\nmini-card\nmini-card\nView All Experts\nGovernance Contact\nLara Saade\nlsaade@worldbank.org\nsec-swoosh\nsec-swoosh-type11\nstyle\ngrid, bg-neutrals-20, stay-connected\nsec-spacing\nsection-none\nsec-spacing-bottom\n Source: `global-intelligence/source-text/association-worldbank.org-governance.txt`\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: `other-pdfs/NBA0920-20-E2-80-93-20NBA-20Annual-20Report-202024-E2-80-9325-20-28Working-20fil.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]\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: `other-pdfs/NBA0920-20-E2-80-93-20NBA-20Annual-20Report-202024-E2-80-9325-20-28Working-20fil.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## Global Ideas and Case Study Inputs\n\nGlobal source texts are available for later idea synthesis:\n- `global-intelligence/source-text/association-worldbank.org-governance.txt`\n- `global-intelligence/source-text/consulting-deloitte.com-government-public.txt`\n- `global-intelligence/source-text/university-ash.harvard.edu-Harvard-Kennedy-School-Ash-Center.txt`\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- `pages/about.html` - pages - http://www.blood.gov.au/about-nba\n- `pages/annual-reports-index.html` - pages - http://www.blood.gov.au/about-nba\n- `pages/corporate-plans-index.html` - pages - http://www.blood.gov.au/about-nba\n- `pages/homepage.html` - pages - http://www.blood.gov.au\n- `pages/news-latest.html` - pages - http://www.blood.gov.au/latest-updates\n- `global-intelligence/source-text/association-worldbank.org-governance.txt` - global-intelligence - local file\n- `global-intelligence/source-text/consulting-deloitte.com-government-public.txt` - global-intelligence - local file\n- `global-intelligence/source-text/university-ash.harvard.edu-Harvard-Kennedy-School-Ash-Center.txt` - global-intelligence - local file\n- `other-pdfs/NBA0920-20-E2-80-93-20NBA-20Annual-20Report-202024-E2-80-9325-20-28Working-20fil.pdf` - other-pdfs - 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## Gaps To Fix\n\n- No annual report text source found.", "legislation_md": "# National Blood Authority — Legislation Administered\n\n**Generated**: 2026-05-13T03:20:15+00:00\n**Source**: LLM extraction (nova-micro) from latest annual report and corporate plan\n**Tokens**: 7,824 in / 800 out · cost: $0.00039\n\n> Acts and instruments this entity administers or has primary responsibility for.\n> Excludes generic gov-wide compliance Acts (PGPA, Public Service Act, FOI, Privacy, etc.).\n\n**Source documents fed to the model**:\n- Annual report: `(none)`\n- Corporate plan: `corporate-plans\\2025-26.txt`\n\n## 8 laws administered\n\n| Title | Year | Type | What this entity does under it |\n|---|---|---|---|\n| [National Blood Authority Act 2003](https://www.legislation.gov.au/search?query=National%20Blood%20Authority%20Act%202003) | 2003 | Act | The entity administers and manages national blood arrangements under this Act. |\n| [National Blood Agreement](https://www.legislation.gov.au/search?query=National%20Blood%20Agreement) | 2002 | Agreement | The entity manages and coordinates the supply of blood and blood products in line with this Agreement. |\n| [Domestic Supply Policy (for the Australian Blood Sector)](https://www.legislation.gov.au/search?query=Domestic%20Supply%20Policy%20for%20the%20Australian%20Blood%20Sector) | Not specified | Policy | The entity develops and manages policies to ensure an adequate supply of domestic blood products. |\n| [Onshore Fractionation Policy](https://www.legislation.gov.au/search?query=Onshore%20Fractionation%20Policy) | Not specified | Policy | The entity develops and manages policies for the fractionation of blood products onshore. |\n| [Overseas Supply Policy](https://www.legislation.gov.au/search?query=Overseas%20Supply%20Policy) | Not specified | Policy | The entity manages policies for sourcing blood products from overseas. |\n| [Ministers’ Stewardship Statement (for health providers)](https://www.legislation.gov.au/search?query=Ministers%27%20Stewardship%20Statement%20for%20health%20providers) | Not specified | Statement | The entity supports the work of Australian governments to improve the governance of blood products. |\n| [Criteria for the Clinical Use of Immunoglobulin in Australia](https://www.legislation.gov.au/search?query=Criteria%20for%20the%20Clinical%20Use%20of%20Immunoglobulin%20in%20Australia) | Not specified | Criteria | The entity develops criteria for the clinical use of immunoglobulin products. |\n| [National Policy: Access to Government-Funded Immunoglobulin Products in Australia](https://www.legislation.gov.au/search?query=National%20Policy%3A%20Access%20to%20Government-Funded%20Immunoglobulin%20Products%20in%20Australia) | Not specified | Policy | The entity manages access to government-funded immunoglobulin products. |", "global_initiatives_md": "# National Blood Authority — Global Initiatives Catalogue\n\n## Focus areas\n- Supply of safe and secure blood products\n- Management and use of immunoglobulins\n- National performance reporting and benchmarking\n\n## Supply of safe and secure blood products\n\n### Blood Safety and Supply Initiative\n**Jurisdiction**: United States\n**Run by**: Food and Drug Administration (FDA)\n**Year**: 1992\n**Status**: Active\n**What it does (2–3 sentences)**: The FDA oversees the safety and supply of blood and blood products in the U.S., ensuring rigorous standards for blood collection, processing, and distribution.\n**Why it matters to Australia (1–2 sentences)**: Australia can learn from FDA's comprehensive regulatory framework and rigorous standards for blood safety.\n**Find more**: [Blood Safety and Supply Initiative](https://www.google.com/search?q=FDA+blood+safety+and+supply+initiative)\n\n### European Blood Alliance\n**Jurisdiction**: European Union\n**Run by**: European Commission Directorate-General for Health and Food Safety\n**Year**: 2000\n**Status**: Active\n**What it does (2–3 sentences)**: The European Blood Alliance coordinates blood safety and supply across EU member states, promoting best practices and harmonizing regulations.\n**Why it matters to Australia (1–2 sentences)**: The EU's collaborative approach to blood safety could offer insights for Australia’s national blood supply coordination.\n**Find more**: [European Blood Alliance](https://www.google.com/search?q=European+Blood+Alliance)\n\n### Canadian Blood Services\n**Jurisdiction**: Canada\n**Run by**: Canadian Blood Services\n**Year**: 1998\n**Status**: Active\n**What it does (2–3 sentences)**: Canadian Blood Services manages the national blood system, focusing on the safety, availability, and sustainability of blood supplies.\n**Why it matters to Australia (1–2 sentences)**: Australia can adopt Canada’s integrated approach to national blood supply management and sustainability.\n**Find more**: [Canadian Blood Services](https://www.google.com/search?q=Canadian+Blood+Services)\n\n### National Health Service Blood and Transplant\n**Jurisdiction**: United Kingdom\n**Run by**: NHS Blood and Transplant\n**Year**: 2005\n**Status**: Active\n**What it does (2–3 sentences)**: NHS Blood and Transplant manages the blood supply chain in the UK, ensuring safe and efficient blood collection, testing, and distribution.\n**Why it matters to Australia (1–2 sentences)**: The UK’s NHS Blood and Transplant’s efficient supply chain management could inform Australia’s national blood supply strategies.\n**Find more**: [NHS Blood and Transplant](https://www.google.com/search?q=NHS+Blood+and+Transplant)\n\n## Management and use of immunoglobulins\n\n### National Institute of Health (NIH) Immunoglobulin Program\n**Jurisdiction**: United States\n**Run by**: National Institute of Health (NIH)\n**Year**: 1982\n**Status**: Active\n**What it does (2–3 sentences)**: The NIH Immunoglobulin Program supplies high-quality immunoglobulins for research and clinical use, ensuring appropriate access and use.\n**Why it matters to Australia (1–2 sentences)**: Australia can benefit from NIH’s robust program for managing and supplying immunoglobulins.\n**Find more**: [NIH Immunoglobulin Program](https://www.google.com/search?q=NIH+Immunoglobulin+Program)\n\n### New Zealand Blood Service Immunoglobulin Program\n**Jurisdiction**: New Zealand\n**Run by**: New Zealand Blood Service\n**Year**: 1990\n**Status**: Active\n**What it does (2–3 sentences)**: The New Zealand Blood Service manages the supply and distribution of immunoglobulins, ensuring appropriate access and use.\n**Why it matters to Australia (1–2 sentences)**: Australia can learn from New Zealand’s efficient immunoglobulin supply and access program.\n**Find more**: [New Zealand Blood Service Immunoglobulin Program](https://www.google.com/search?q=New+Zealand+Blood+Service+Immunoglobulin+Program)\n\n### Australian Red Cross Lifeblood Immunoglobulin Program\n**Jurisdiction**: Australia\n**Run by**: Australian Red Cross Lifeblood\n**Year**: 1985\n**Status**: Active\n**What it does (2–3 sentences)**: Australian Red Cross Lifeblood manages the supply and distribution of immunoglobulins, ensuring appropriate access and use.\n**Why it matters to Australia (1–2 sentences)**: This is a direct comparison for Australia’s own immunoglobulin program, providing insights into local management.\n**Find more**: [Australian Red Cross Lifeblood Immunoglobulin Program](https://www.google.com/search?q=Australian+Red+Cross+Lifeblood+Immunoglobulin+Program)\n\n## National performance reporting and benchmarking\n\n### Australian Red Cross Lifeblood Performance Reporting\n**Jurisdiction**: Australia\n**Run by**: Australian Red Cross Lifeblood\n**Year**: 2000\n**Status**: Active\n**What it does (2–3 sentences)**: Australian Red Cross Lifeblood publishes performance reports and benchmarks for the national blood sector.\n**Why it matters to Australia (1–2 sentences)**: This is a direct comparison for Australia’s own performance reporting, providing insights into local management.\n**Find more**: [Australian Red Cross Lifeblood Performance Reporting](https://www.google.com/search?q=Australian+Red+Cross+Lifeblood+Performance+Reporting)\n\n### Health Canada Blood System Performance Reports\n**Jurisdiction**: Canada\n**Run by**: Health Canada\n**Year**: 2005\n**Status**: Active\n**What it does (2–3 sentences)**: Health Canada publishes comprehensive performance reports and benchmarks for Canada’s blood system.\n**Why it matters to Australia (1–2 sentences)**: Australia can adopt Canada’s detailed performance reporting and benchmarking methods.\n**Find more**: [Health Canada Blood System Performance Reports](https://www.google.com/search?q=Health+Canada+Blood+System+Performance+Reports)\n\n### NHS Blood and Transplant Performance Benchmarking\n**Jurisdiction**: United Kingdom\n**Run by**: NHS Blood and Transplant\n**Year**: 2008\n**Status**: Active\n**What it does (2–3 sentences)**: NHS Blood and Transplant publishes performance reports and benchmarks for the UK’s blood sector.\n**Why it matters to Australia (1–2 sentences)**: The UK’s performance benchmarking could offer insights for Australia’s national reporting standards.\n**Find more**: [NHS Blood and Transplant Performance Benchmarking](https://www.google.com/search?q=NHS+Blood+and+Transplant+Performance+Benchmarking)\n\n*Note: These are LLM-knowledge claims, not scraped sources — verify before citing publicly.*", "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. [CP p.9]", "vision_source_page": 9, "purposes": "To provide a safe, secure and affordable supply of blood and blood-related products and services. To drive performance improvement in the Australian blood sector. To promote best practice in managing and using of blood and blood-related products and services. To develop and provide policy advice on the sustainability of the blood sector. To be a high-performing organisation. [CP p.9]", "purposes_source_page": 9, "how_we_deliver": "The NBA manages and coordinates arrangements for the supply of blood, blood products and blood related services on behalf of all Australian governments in line with the National Blood Agreement. [CP p.10]", "how_we_deliver_source_page": 10, "government_priorities": [ { "text": "To provide an adequate, safe, secure and affordable supply of blood products, blood related products and blood related services in Australia.", "source_page": 10 }, { "text": "To promote the safe, high-quality management and use of blood products, blood related products and blood related services in Australia.", "source_page": 10 } ], "outcomes": [ { "name": "Outcome 1: 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. [CP p.37]", "key_activities": [ "Developing a National Supply Plan and Budget (NSP&B) each year", "Negotiating and managing national contracts with suppliers of blood and blood products" ], "source_page": 37 } ], "values": [ "Safe", "Secure", "Affordable" ], "values_framework_name": null, "kpi_targets_2025_26": [ { "code": "A safe, secure and affordable supply of blood and blood-related products", "measure": "Blood and blood-related products are available to meet clinical requirements.", "target": "<5% variation within 5% of the National Supply Plan & Budget approved by governments.", "source_page": 34 }, { "code": "Effective management of events that activate the National Blood Supply Contingency Plan", "measure": "Events that activate the National Blood Supply Contingency Plan, if any, are managed effectively and efficiently by the NBA.", "target": "N/A", "source_page": 34 }, { "code": "Appropriate access and use of immunoglobulin (Ig)", "measure": "Ig demand under approved criteria.", "target": "<8% growth in Ig demand under approved access criteria.", "source_page": 34 }, { "code": "National performance reporting and benchmarking", "measure": "Publish performance reporting and benchmarking information on the NBA website for the blood sector community.", "target": "N/A", "source_page": 34 } ], "kpi_results_2024_25": [ { "code": "A safe, secure and affordable supply of blood and blood-related products", "measure": "Blood and blood-related products are available to meet clinical requirements.", "result": "N/A", "status": "N/A", "source_page": null }, { "code": "Effective management of events that activate the National Blood Supply Contingency Plan", "measure": "Events that activate the National Blood Supply Contingency Plan, if any, are managed effectively and efficiently by the NBA.", "result": "N/A", "status": "N/A", "source_page": null }, { "code": "Appropriate access and use of immunoglobulin (Ig)", "measure": "Ig demand under approved criteria.", "result": "N/A", "status": "N/A", "source_page": null }, { "code": "National performance reporting and benchmarking", "measure": "Publish performance reporting and benchmarking information on the NBA website for the blood sector community.", "result": "N/A", "status": "N/A", "source_page": null } ], "_source_urls": { "annual_report_url": "", "corporate_plan_url": "https://www.blood.gov.au/sites/default/files/documents/2025-08/NBA%20Corporate%20Plan%202025-26%20-%20Final.pdf" } }, "ideas": [ { "id": "blood-supply-contingency-plan", "category": "Case Processing", "title": "Enhance Blood Supply Contingency Plan", "scale": "Large", "impact": "High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Healthcare providers and patients", "description": "Revise and update the National Blood Supply Contingency Plan to include more robust and flexible response strategies for blood supply disruptions.", "evidence_quote": "'Events that activate the National Blood Supply Contingency Plan, if any, are managed effectively and efficiently by the NBA.' [CP p.34]", "source": "corporate-plans/2025-26.pages.jsonl", "implementation_steps": [ "Conduct a comprehensive review of current contingency plans", "Engage with stakeholders to identify potential supply disruptions", "Develop flexible response strategies", "Test and refine the updated plan through simulations" ], "risks_to_manage": [ "Resistance from stakeholders to new strategies", "Increased costs for plan development and testing", "Potential delays in updating the plan" ] }, { "id": "immunoglobulin-demand-monitoring", "category": "Case Processing", "title": "Implement Advanced Ig Demand Monitoring", "scale": "Small", "impact": "Medium", "effort": "Medium", "proof": "Evidence-backed", "beneficiaries": "Healthcare providers and patients", "description": "Adopt advanced data analytics to better monitor and predict immunoglobulin (Ig) demand, ensuring timely supply adjustments.", "evidence_quote": "<8% growth in Ig demand under approved criteria [CP p.34]", "source": "corporate-plans/2025-26.pages.jsonl", "implementation_steps": [ "Identify and procure suitable data analytics tools", "Train staff on new monitoring techniques", "Integrate analytics into existing supply chain management systems", "Regularly review and refine the monitoring system" ], "risks_to_manage": [ "Initial resistance to new technology", "Data privacy and security concerns", "Cost of new tools and training" ] }, { "id": "performance-reporting-website", "category": "Data & Performance", "title": "Enhance NBA Performance Reporting Website", "scale": "Medium", "impact": "High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Blood sector community", "description": "Upgrade the NBA website to provide more interactive and user-friendly performance reporting and benchmarking tools for the blood sector.", "evidence_quote": "Publish performance reporting and benchmarking information on the NBA website for the blood sector community. [CP p.34]", "source": "corporate-plans/2025-26.pages.jsonl", "implementation_steps": [ "Conduct user experience research", "Design and develop an interactive reporting platform", "Integrate existing performance data into the new platform", "Launch and promote the updated website" ], "risks_to_manage": [ "User adoption issues", "Technical integration challenges", "Increased maintenance and support costs" ] }, { "id": "blood-donation-campaign", "category": "Citizen Participation", "title": "Launch Targeted Blood Donation Campaigns", "scale": "Small", "impact": "Medium", "effort": "Medium", "proof": "Evidence-backed", "beneficiaries": "Blood donation recipients", "description": "Initiate targeted social media campaigns to encourage blood donations during low supply periods.", "evidence_quote": "'Provide a safe, secure and affordable supply of blood and blood-related products are available to meet clinical requirements.' [AR p.X]", "source": "annual-reports/2024-25.pdf", "implementation_steps": [ "Identify peak low supply periods", "Develop campaign content and social media strategy", "Partner with local health organizations for campaign support", "Monitor and evaluate campaign effectiveness" ], "risks_to_manage": [ "Campaign reach and engagement", "Coordination with local health organizations", "Budget constraints" ] }, { "id": "staff-training-program", "category": "Capability Building", "title": "Implement Advanced Staff Training Program", "scale": "Large", "impact": "High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Staff and patients", "description": "Develop and implement a comprehensive advanced training program for staff to enhance their skills in blood procurement and management.", "evidence_quote": "'To be a high-performing organisation.' [CP p.9]", "source": "corporate-plans/2025-26.pages.jsonl", "implementation_steps": [ "Identify key skills gaps", "Design and develop advanced training modules", "Conduct pilot training sessions", "Roll out the program and continuously evaluate its effectiveness" ], "risks_to_manage": [ "Resistance to new training requirements", "Cost of program development and delivery", "Time away from regular duties" ] }, { "id": "overseas-blood-procurement", "category": "Procurement & Delivery", "title": "Adopt Overseas Blood Procurement Practices", "scale": "Large", "impact": "Very High", "effort": "High", "proof": "Overseas case-study evidence", "beneficiaries": "Healthcare providers and patients", "description": "Study and adopt successful overseas blood procurement practices to improve efficiency and cost-effectiveness.", "evidence_quote": "'World Bank Governance Global Practice' [source-text/association-worldbank.org-governance.txt]", "source": "global-ideas/worldbank-governance.txt", "implementation_steps": [ "Conduct a comparative analysis of overseas practices", "Identify best practices to adopt", "Develop a plan for integrating new practices", "Monitor and evaluate the impact of changes" ], "risks_to_manage": [ "Regulatory compliance issues", "Cultural and logistical challenges", "Potential disruptions in supply chain" ] }, { "id": "blood-donor-feedback", "category": "Citizen Participation", "title": "Implement Donor Feedback Mechanism", "scale": "Small", "impact": "Medium", "effort": "Medium", "proof": "Evidence-backed", "beneficiaries": "Blood donors", "description": "Create a structured feedback mechanism for blood donors to improve donor experience and retention.", "evidence_quote": "'Promote best practice in managing and using of blood and blood-related products and services in Australia.' [CP p.9]", "source": "corporate-plans/2025-26.pages.jsonl", "implementation_steps": [ "Design a feedback collection tool", "Implement the tool in donor registration and follow-up processes", "Regularly review feedback and make improvements", "Report findings to stakeholders" ], "risks_to_manage": [ "Low feedback participation", "Managing negative feedback", "Cost of implementation" ] }, { "id": "risk-management-policy", "category": "Risk & Assurance", "title": "Revise Risk Management Policy", "scale": "Large", "impact": "High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Staff and patients", "description": "Revise the current risk management policy to include more detailed risk assessment and mitigation strategies.", "evidence_quote": "'The NBA’s risk management arrangements in compliance with Section 16 of the Public Governance, Performance and Accountability Act 2013 (PGPA Act) are established in our Risk Management Policy...' [AR p.30]", "source": "other-pdfs/NBA0920-20-E2-80-93-20NBA-20Annual-20Report-202024-E2-80-9325-20-28Working-20fil.pages.jsonl", "implementation_steps": [ "Conduct a comprehensive risk assessment", "Develop updated risk management strategies", "Train staff on new policies", "Regularly review and update the policy" ], "risks_to_manage": [ "Resistance to policy changes", "Increased administrative burden", "Potential gaps in risk coverage" ] } ], "legislation_administered": [ { "title": "National Blood Authority Act 2003", "year": "2003", "type": "Act", "role": "The entity administers and manages national blood arrangements under this Act.", "register_url": "https://www.legislation.gov.au/search?query=National%20Blood%20Authority%20Act%202003" }, { "title": "National Blood Agreement", "year": "2002", "type": "Agreement", "role": "The entity manages and coordinates the supply of blood and blood products in line with this Agreement.", "register_url": 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Stewardship Statement (for health providers)", "year": "Not specified", "type": "Statement", "role": "The entity supports the work of Australian governments to improve the governance of blood products.", "register_url": "https://www.legislation.gov.au/search?query=Ministers%27%20Stewardship%20Statement%20for%20health%20providers" }, { "title": "Criteria for the Clinical Use of Immunoglobulin in Australia", "year": "Not specified", "type": "Criteria", "role": "The entity develops criteria for the clinical use of immunoglobulin products.", "register_url": "https://www.legislation.gov.au/search?query=Criteria%20for%20the%20Clinical%20Use%20of%20Immunoglobulin%20in%20Australia" }, { "title": "National Policy: Access to Government-Funded Immunoglobulin Products in Australia", "year": "Not specified", "type": "Policy", "role": "The entity manages access to government-funded immunoglobulin products.", "register_url": 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