STRUCTURE OF THE REPORT OVERVIEW 01 P. 02 P. COLLABORATING WITH OUR KEY STAKEHOLDERS P. 35–50 PROGRESS AGAINST OUR 2016–2020 STRATEGIC PLAN P. 51–56 AND 05 P. FINANCIAL STATEMENTS P. 69–116 APPENDICES 07 P. 117–131
LETTER OF TRANSMITTAL Hon Ken Wyatt AM, MP Minister for Aged Care Minister for Indigenous Health Parliament House CANBERRA ACT 2600 Dear Minister As the of the Board of the Australian Organ and Tissue Donation and Transplantation Authority (the OTA), I am very pleased to provide you with the Annual Report for the period 1 July 2016 to 30 June 2017. This report describes our performance and functions as required under Section 46 of the Public Governance, Performance and Accountability Rule 2014. The report, for your presentation to Parliament, fulfils the requirements outlined in the Resource Management Guide No. 135 Annual reports for non-corporate Commonwealth entities (May 2017) published by the Department of Finance. The report also contains information required by other applicable legislation, including the Public Governance, Performance and Accountability Act 2013, the Environment Protection and Biodiversity Conservation Act 1999, the Freedom of Information Act 1982, and the Work Health and Safety Act 2011. The OTA has prepared fraud risk assessments and fraud control plans; has in place appropriate fraud prevention, detection, investigation and reporting mechanisms that meet the specific needs of the OTA; and has taken all reasonable measures to appropriately deal with fraud. These fraud control arrangements comply with Section 10 of the Public Governance, Performance and Accountability Rule 2014. Yours sincerely Dr Mal Washer Chair Organ and Tissue Authority Board 18 September 2017
Organ and Tissue Authority staff during DonateLife Week I am confident that the OTA is well positioned to transition to new arrangements and we look forward to the Board’s strategic direction and leadership ensuring continued growth in Australia’s donation and transplantation outcomes. FINANCIAL PERFORMANCE We have a strong focus on budget management and ensuring that resources are appropriately allocated to optimise our performance. The year ended with a departmental $0.154 million operating surplus net of unfunded depreciation and before the asset revaluation deficit/surplus, compared to a $0.021 million operating surplus in 2015–16. Administered expenditure for 2016–17 was $43.765 million towards the delivery of the national reform program. YOU Optimising potential donation opportunities requires collaboration and cooperation with many stakeholders. I feel very privileged to have been provided the opportunity to work in this sector. I would like to acknowledge the dedicated and professional clinical and technical staff, the DonateLife Network and the OTA staff who continue to embrace change and progress this program to provide life-saving and life-changing organ and tissue transplants for those in need. Finally, and most importantly, I acknowledge those who became an organ and/or tissue donor during the year, along with their families, without whom transplantation and its life-changing benefits would not be possible. I am very pleased to present to you the OTA’s 2016–17 Annual Report. Ms Ann Smith Chief Executive Officer (acting) 30 June 2017
ORGAN AND TISSUE AUTHORITY On 2 July 2008 the Australian Government announced a national reform program to implement a world’s best practice approach to organ and tissue donation for transplantation. This was endorsed by the Council of Australian Governments on 3 July 2008. The OTA was established in 2009 to manage the implementation of the national reform program. We work with the DonateLife Network, state and territory governments, the broad donation and transplantation clinical sectors, eye and tissue banks, and community organisations to improve access to transplants for all Australians. A list of key stakeholders with whom we work is provided at Appendix 1. The OTA: » is an independent micro agency within the Australian Government Health portfolio, located in Canberra » was established by the Australian Organ and Tissue Donation and Transplantation Authority Act 2008, which sets out the OTA’s primary responsibilities and the functions of the CEO » is a non-corporate Commonwealth entity the Public Governance, Performance and Accountability Act 2013. 27.4 6 FULL-TIME EQUIVALENT STAFF BUSINESS UNITS In 2016–17 our Senior Executive team comprised: » Ms Felicity McNeill PSM (Acting Chief Executive Officer from 14 February 2016 to 2017) » Ms Ann (Acting Chief Executive Officer from March 2017) » Dr Helen Opdam (National Medical Director) » Ms Judy Harrison (Chief Financial Officer). At 30 June 2017 the OTA employed 27.4 equivalent staff across six business units. Our skilled, expert and dedicated people were integral to implementing the national reform program and achieving our outcomes and strategic priorities in 2016–17. Our organisational structure for is shown in Figure 1. FIGURE 1: OTA organisational structure MS ANN SMITH | Chief Executive Officer (Acting) DR HELEN OPDAM | Medical Director MS JUDY HARRISON | Chief Financial Officer ANALYTICS AND LIAISON AND REPORTING PROJECTS SOCIAL MARKETING AND
The OTA has a committee structure that gives key stakeholders the opportunity to participate in the decision-making processes that support the implementation of the national reform program. The committee structure comprises: » committees focusing on program governance and advice, comprising the: — Australian Organ and Tissue Donation and Transplantation Advisory Council (from 1 July 2016 to 31 December 2016) — Jurisdictional Advisory Group » committees established by the CEO to provide sector-specific advice, comprising the: — Clinical Governance Committee — Transplant Liaison Reference Group » purpose-specific working groups. ADVISORY COUNCIL The Australian Organ and Tissue Donation and Transplantation Advisory Council (the Advisory Council) was established under the Australian Organ and Tissue Donation and Transplantation Authority Act 2008 (the Act) to advise the CEO on organ and tissue donation and transplantation matters. The Advisory Council’s term ended in December 2016. The legislation that was passed in November 2016 established a new governance model for the OTA from 1 July 2017 and ended the term of the Advisory Council. During the period of the Advisory Council’s tenure, its members skilfully counselled the OTA’s CEO on a range of diverse and sensitive issues. We acknowledge the contribution of the members and thank them for supporting the OTA in raising public awareness of organ and tissue donation and implementing best practice organ and tissue donation and transplantation processes throughout Australia. JURISDICTIONAL ADVISORY GROUP The peak governance committee for the DonateLife Network (DLN) in 2016–17 was the Jurisdictional Advisory Group (JAG). It comprises State Medical Directors and jurisdictional health department representatives. This group, chaired by the OTA’s CEO, considered and made recommendations about all aspects of the national reform program. This includes strategic priorities, clinical and data governance, and program planning for the DLN. A brief report on outcomes was published on the DonateLife website after each JAG meeting. From 1 July 2017 the JAG will provide advice and recommendations to the OTA Board for consideration. CLINICAL GOVERNANCE COMMITTEE The Clinical Governance Committee is the peak clinical committee for the DLN. It is chaired by the National Medical Director and comprises the CEO, State Medical Directors, and clinical managers from each and territory. The committee makes recommendations relating to the clinical aspects of the national reform program for consideration by the JAG.