Annual Report 08–09 - Organ and Tissue Authority · The Australian Organ and Tissue Donation and Transplantation Authority (the Authority) was created to spearhead and be accountable

Annual Report 08–09

EnquiriesIf you would like to comment on this annual report, or have any queries, please contact:

The EditorAustralian Organ and Tissue Donation and Transplantation Authority2008–09 Annual ReportPO Box 295CIVIC SQUARE ACT 2608

Phone: (02) 6198 9800Fax: (02) 6198 9801Email: [email protected]

Alternative formatThis annual report is available electronically on the Australian Organ and Tissue Donation and Transplantation Authority’s website at <www.donatelife.gov.au>.

ContactsAustralian Organ and Tissue Donation and Transplantation AuthorityLevel 5, 51 Allara StreetCANBERRA ACT 2600 PO Box 295, CIVIC SQUARE ACT 2608

Phone: (02) 6198 9800Fax: (02) 6198 9801Email: [email protected]: www.donatelife.gov.au

AcknowledgmentsDesign: Swell Design Group Printing: Paragon Printers Australasia

PhotographyBrisbane Headshots, Arthur Mostead Photography, Newspix/Brenton Edwards, Slingshot Studios.Family interviews: Anne George, word and web by george.

CopyrightISSN: 1837-3801 (Print)ISSN: 1837-381X (Online)

© Commonwealth of Australia 2009 This work is copyright. Apart from any use as permitted under the Copyright Act 1968, no part may be reproduced by any process without prior written permission from the Commonwealth. Requests and enquiries concerning reproduction and rights should be addressed to the Commonwealth Copyright Administration, Attorney-General’s Department, Robert Garran Offices, National Circuit, Barton ACT 2600 or posted at <www.ag.gov.au/cca>.

Purpose:

The Australian Organ and Tissue Donation and Transplantation Authority (the Authority) was created to spearhead and be accountable for

a new world’s best practice national approach and system to achieve a significant and lasting

increase in the number of life-saving and life-transforming transplants for Australians.

Vision:

For Australia to lead the world in organ and tissue donation and transplantation outcomes.

Mission:

The Authority will achieve this by developing, building, monitoring and improving national

networks and systems for clinical practice, education and data analysis. We will build

community awareness to improve family consent rates for organ and tissue donation.

Annual Report 08–09

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Preface

About this report

This report is prepared in accordance with the Requirements for Annual Reports, as issued by the Department of the Prime Minister and Cabinet and approved by the Joint Committee of Public Accounts and Audit under subsection 63 of the Public Service Act 1999.

The report is a formal accountability document that details the Australian Organ and Tissue Donation and Transplantation Authority’s activities during 2008-09, from the period of the Authority’s establishment on 1 January 2009 through to 30 June 2009.

Although the primary purpose of this report is to provide Members of Parliament and Senators with an accurate description of the Authority’s activities during 2008-09, the Authority recognises that this report is a valuable source of information for the Australian organ and tissue donation and transplantation sector and for the community. The Authority has endeavoured to provide readers with a useful and informative picture of the Authority’s performance over the reporting period.

Structure of the report

The Authority’s 2008-09 Annual Report is in six parts:

1. Overview – includes a summary of the Authority’s activities and achievements in the Chief Executive Officer’s Review, introduces the donatelife team and the clinical implementation of the national reform package, and explains organ and tissue donation – the new national approach

2. Performance reporting – discusses the main activities of the Authority and the implementation of the nine measures of the World’s Best Practice National Reform Program on Organ and Tissue Donation for Transplantation

3. Corporate overview – provides details of the Authority’s governance, management and reporting structures and arrangements

4. Management accountability – provides details of the Authority’s people management, corporate planning and information on internal and external scrutiny activities

5. Councils and committees – details the role and members of the Authority’s Advisory Council, committees and the Implementation Group

6. Financial statements – contains the complete set of financial statements for the Australian Organ and Tissue Donation and Transplantation Authority.

A list of abbreviations is provided at the end of this report.

Preface

/ iii Australian Organ and Tissue Donation and Transplantation Authority / Annual Report / 2008–09

Letter of transmittal

Contents

Purpose, vision, mission i Preface ii Letter of transmittal iii Highlights vi

Part One: Overview 1Chief Executive Officer’s review 2 Clinical implementation of the national reform package 4 Donatelife Leadership Team 6 Organ and tissue donation—the new national approach 10

Heather’s story 14

Part Two: Performance reporting 17World’s Best Practice National Reform Package on Organ and Tissue Donation for Transplantation 18

2.1 The nine measures—implementation performance and progress 18

Measure 1: A new national approach and system— a national authority and network of organ and tissue donation agencies 18

Measure 2: Specialist hospital staff and systems dedicated to organ donation 19

Measure 3: New funding for hospitals 20

Measure 4: National professional education and awareness 21

Measure 5: Coordinated, ongoing community awareness and education 22

Measure 6: Support for donor families 23

Measure 7: Safe, equitable and transparent national transplantation process 23

Measure 8: National eye and tissue donation and transplantation network 24

Measure 9: Additional national initiatives, including living donation programs 24

2.2 Funding 25

Julie’s story 26

Part Three: Corporate overview 293.1 Operational support and advice 30 3.2 Management structure 30 3.3 Consistency and compliance 31 3.4 Monitoring and reporting 31 3.5 Financial management 31 3.6 Summary of financial performance 2008–09 31 3.7 Administered activity 31

Contents

Part Four: Management accountability 334.1 Human resources 34 4.2 Commonwealth Disability Strategy 34 4.3 Occupational health and safety 35 4.4 Ecologically sustainable development 35 4.5 Corporate planning 35 4.6 Risk management 35 4.7 Ethical standards 36 4.8 Internal audits 36 4.9 Discretionary grants 36 4.10 Asset management 36 4.11 Consultancy and contractor services 37 4.12 Auditor-General access 38 4.13 Exempt contracts 38 4.14 Advertising and market research 38 4.15 External scrutiny 38 4.16 Decisions and reports 38 4.17 Parliamentary Committee reports 38 4.18 Commonwealth Ombudsman reports 38 4.19 Privacy Commissioner 39 4.20 Reporting on legal services expenditure 39 4.21 Freedom of information 39

The Baty family’s story 40

Part Five: Council and committees 435.1 Advisory Council 44 5.2 Implementation Group 49 5.3 Expert Advisory Committees 49 5.4 Audit Committee 49 5.5 Grants Committee 49 5.6 Executive Committee 49

Part Six: Financial statements 51

Abbreviations 109

Index 110

Part One:Overview

Highlights

> On 1 January 2009, the Australian Organ and Tissue Donation and Transplantation Authority (the Authority) was established, led by founding Chief Executive Officer, Karen Murphy.

> On 24 February 2009, Prime Minister the Hon Kevin Rudd MP announced a 15-member Advisory Council to help drive the new national approach to lifting Australia’s organ and tissue donation and transplantation rates. The Advisory Council is headed by Mr Sam Chisholm.

> On 27 February 2009, Dr Gerry O’Callaghan was appointed as the National Medical Director of the Authority.

> On 6 March 2009, the Authority assumed sole responsibility for the World’s Best Practice National Reform Program on Organ and Tissue Donation for Transplantation from the Department of Health and Ageing, a full four months ahead of schedule.

> By 30 April 2009, the Authority was established in its current offices and was well progressed in recruiting its core corporate support team.

> In April 2009, the Authority’s Chief Executive Officer re-established the state and territory Implementation Group of senior government officials to provide advice on relevant aspects of the national reform package and its implementation at a jurisdictional level.

> By 1 June 2009, 45 separate entities or individuals including all state and territory governments and sector community groups had signed the National Communications Charter, committing to working cooperatively to deliver a single unified message about organ and tissue donation to Australians.

> By 30 June 2009, the corporate governance framework for the Authority, including audit and grants committees, had been established.

> By 30 June 2009, consultation and work had commenced with key stakeholders regarding specific measures within the national reform package, in particular the establishment of specialist hospital staff dedicated to organ donation; a national network of organ and tissue donation agencies; marketing and communications; national professional awareness and education; coordinated, ongoing community awareness and education; safe, equitable and transparent national transplantation processes; national eye and tissue donation and transplantation network and other national initiatives, including living donation programs.

> By 30 June 2009, the Authority had negotiated and signed funding agreements with all states and territories for the 2009-10 financial year, triggering the flow of funds for the jurisdictional roll out of the national reform package.

Highlights

Part One:Overview

Part One:Overview

As part of the national reform package, the Australian Organ and Tissue Donation and Transplantation Authority (the Authority) was established on 1 January 2009 through the Australian Organ and Tissue Donation and Transplantation Authority Act 2008 (the Act). The Authority is an independent statutory authority within the Australian Government Health and Ageing portfolio. The Authority assumed full responsibility for implementing the national reform package on 9 March 2009, four months ahead of schedule.

The role of the Authority within the Australian Government’s national reform package is to establish —in partnership with states, territories, clinicians, consumers and the community—a nationally coordinated approach to organ and tissue donation for transplantation. The Authority is also responsible for administering funds to non-government organisations to provide essential associated services, aligned to our purpose.

Research indicates that an overwhelming majority of Australians support organ and tissue donation, yet many families of potential donors are unaware or unsure of their family members’ wishes. In such circumstances, consent may be withheld, meaning donations cannot proceed. Communication, education and awareness are required to help ensure families faced with such decisions are confident that they are fulfilling the wishes of their family member.

While Australia is recognised as a world leader in transplantation medicine, the number of organ and tissue donations is low by global standards. The national reform program provides an unprecedented opportunity to transform and save more Australian lives. To this end, the Authority was established to provide national leadership to the organ and tissue sector and to drive, implement and monitor national reform initiatives and programs.

Chief Executive Officer’s review

On 1 July 2008, the Australian Government announced a new national reform package, A World’s Best Practice Approach to Organ and Tissue Donation for Transplantation. The aim of the national reform package was to establish Australia as a world leader in best practice organ donation for transplantation and to achieve a significant and lasting increase in the number of life-saving and life-transforming transplants for all Australians.

CEO’s Review

Karen Murphy, Chief Executive Officer of the Australian

Organ and Tissue Donation and Transplantation

Authority. Credit: Brisbane Headshots.

/ 3 Australian Organ and Tissue Donation and Transplantation Authority / Annual Report / 2008–09

The strategic plan for the national reform package has been well described by the Australian Government in the nine measures of the reform package. The measures have been informed by extensive research, consultation and evidence-based, world best practice approaches to increasing organ and tissue donation.

The experience of several comparable countries clearly demonstrates that a consistent, coordinated and integrated national approach followed by a sustained effort will, over time, achieve real improvements in organ donation and transplantation rates.

Major activities undertaken during the period covered by this report include:

> establishing the Authority as an operating entity, recruiting the necessary staff and building the systems, processes and policies required to operate as a new Australian Government statutory authority and fulfil regulatory and government requirements and obligations

> undertaking negotiations with states and territories in regard to funding agreements to facilitate the employment of dedicated organ and tissue donation Medical Directors and nursing staff in 75 public, private, regional and rural hospitals across Australia

> appointing key senior medical and clinical staff to facilitate a national network of organ and tissue donation agencies and creating forums to plan the delivery and implementation of new protocols, systems and procedures to start standardising practices in the sector nationally

> establishing a project management and implementation team to plan and manage the delivery of the major programs and initiatives in the national reform package.

The above activities are reported in more detail in Part 2 of the report on pages 18–25.

Under the Act, an Advisory Council appointed by the Minister for Health and Ageing provides advice to the Chief Executive Officer on matters relevant to the Authority and its activities. I wish to thank the members of the Advisory Council and its chair, Mr Sam Chisholm, for their expert advice and support during the Authority’s establishment phase.

I wish to express my thanks to the staff of the Authority who, during this establishment period, have contributed their skills and expertise in a dynamic environment characterised by change and challenge.

I also would like to thank my colleagues in the Department of Health and Ageing for their ongoing patience and support as the Authority has continued to build its capacity.

Finally, I would like to acknowledge the cooperation, assistance and commitment of state and territory governments, organ and tissue donation and transplantation staff and community representatives across the sector with whom we have worked to realise the achievements described in this report. As we approach the next phase of our work, I am confident of our success knowing that we all share the vision of Australia being a world leader in the field of organ and tissue donation and transplantation.

I have pleasure in presenting this inaugural annual report of the Australian Organ and Tissue Donation and Transplantation Authority.

Karen MurphyChief Executive Officer

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Clinical implementation of the national reform package

The key focus of the first six months of operation has been the establishment of the Authority’s clinical leadership team – the donatelife team – which, in addition to Authority staff, comprises leading practitioners in the field of organ and tissue donation practice, employed in a clinical network of hospitals and organ and tissue donation agencies across Australia.

At end of June 2009, the team consisted of:

> a National Medical Director, overseeing the implementation of the national reform package at a national level

> Medical Directors from each state and territory, who are responsible for delivery of the reform package within each jurisdiction, and

> a National Education Manager charged with the responsibility of developing and delivering professional education and awareness programs to up-skill practitioners in the area of organ and tissue donation.

The donatelife team met regularly to ensure the smooth implementation of the clinical elements of the national reform agenda. Achievements during this time include the definition of a detailed national audit process for assessing potential for deceased donation. An agreed national data set established a platform for the reporting requirements of the state and territory funding agreements and subsequently informed the activities and responsibilities of hospital-based medical directors and nurses.

Dr Gerry O’Callaghan is the National Medical

Director of the Australian Organ and Tissue

Donation and Transplantation Authority.

Credit: Newspix/Brenton Edwards.

The cornerstone to fulfilling the clinical measures of the Australian Government’s national reform package is the Authority’s clinical leadership team—the donatelife team—which, in addition to Authority staff, comprises leading practitioners in the field of organ and tissue donation practice.


Additionally, the new team established strong bonds with the respective state and territory organ and tissue donation agency staff. These agencies will formally become part of the donatelife network on 1 July 2009, when they are re-established as a nationally integrated network to manage and deliver the organ donation process, according to national protocols and systems, in collaboration with their hospital based colleagues. The relationships that were established during the first six months of the Authority’s life will serve to smooth this transition and ensure an ongoing, integrated approach to the roll out of the national reform package.

The team also commenced work on a number of the key measures of the national reform package. Leads were established among the state and territory Medical Directors in the following areas:

> Health Professional Education – sponsored by Dr Gerry O’Callaghan, National Medical Director

> Support for Donor Families – sponsored by Dr Kevin Yuen, State Medical Director – Western Australia

> Data and Audit – sponsored by Dr Helen Opdam, State Medical Director – Victoria

> Coordinated approach to Team Building – sponsored by Dr Sally Tideman, State Medical Director – South Australia, and

> Electronic Donor Record Offer – sponsored by Dr Deepak Bhonagiri, State Medical Director – New South Wales.

The key challenge for the group has been the pace of recruitment to the hospital based medical and nursing positions. However, by 30 June 2009 the rate of recruitment had increased and was well underway towards filling the new positions in the organ and tissue donation agencies and the remaining hospital based medical and nursing positions.

In the next year, plans include a further expansion of the team with the addition of:

> a National Program Delivery Manager to manage the various programs and projects to ensure their delivery within defined timeframes, and

> a Community of Practice Manager charged with the responsibility to establish and maintain relationships between the Authority and hospital based clinical staff, using a customer focused approach to ensure that clinicians are updated and provided with the latest information, data and evidence needed to effectively implement the respective elements of the reform package.

Finally, I wish to thank the dedicated team of clinical professionals who have committed to the national reform package. The enthusiasm with which these professionals have engaged bodes well for those who are awaiting a life-saving or life-improving organ or tissue transplantation.

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National Medical Director: Dr Gerry O’Callaghan, MB Bch BAO FJFICM FFARCSI

Dr Gerry O’Callaghan is the National Medical Director of the Australian Organ and Tissue Donation and Transplantation Authority.

The National Medical Director’s role is to lead the medical and clinical development of the Authority and work with all stakeholders to achieve a nationally consistent, best-practice approach to organ and tissue donation and transplantation.

Dr O’Callaghan is a respected voice in the sector and is well placed to take on this leading role with the Authority. Dr O’Callaghan continues as a Senior Consultant, Intensive Care Medicine, at Flinders Medical Centre in Adelaide. He is a member of the Australian and New Zealand Intensive Care Society (ANZICS) Brain Death and Organ Donation Committee and was chair of the Advisory Group to the National Health and Medical Research Council’s (NHMRC) National Organ Donation Collaborative (NODC).

Previously, Dr O’Callaghan has been a member of the National Clinical Taskforce on Organ and Tissue Donation (2007–08), and a member of the NHMRC Working Party on Ethical Guidelines on Organ and Tissue Donation for Transplantation.

Dr O’Callaghan graduated from the Royal College of Surgeons in Ireland, following which he undertook post-graduate training in anaesthesia in Ireland and the UK. He subsequently trained in Intensive Care Medicine in Australia, gaining fellowship of the Joint Faculty in 1997.

Dr O’Callaghan’s impressive working history includes appointments in Ireland, the UK, Israel and Australia over a period of 20 years. Dr O’Callaghan became interested in the challenges of facilitating organ donation and the interface with transplantation medicine while working in the Institute of Liver Studies, Kings College Hospital, London.

Dr O’Callaghan was appointed a member of the Advisory Council to the Authority, but has taken a leave of absence from his position during his term as National Medical Director.

NSW State Medical Director: Dr Deepak Bhonagiri,MBBS MD FJFICM GrDip CHI

Dr Deepak Bhonagiri is the acting New South Wales State Medical Director with the Australian Organ and Tissue Donation and Transplantation Authority.

Dr Bhonagiri will form part of a specialist team working closely with local hospitals and clinicians to improve access to life-giving donations and transplants for seriously unwell Australians.

Dr Bhonagiri is a Senior Staff Specialist in Intensive Care at Liverpool Hospital, Sydney and a Senior Lecturer at the University of NSW. He was a medical consultant to the organ donation agency, LifeGift NSW and ACT and has been Chair of the NSW & ACT State Liaison Group Committee advising LifeGift on matters related to organ donation. Dr Bhonagiri is also a member of the NSW Transplant Advisory Committee and was in the working party which wrote the NSW Donation after Cardiac Death (DCD) policy.

Dr Bhonagiri has conducted and presented several audits related to organ donation including an audit of the potential for DCD at Liverpool Hospital. Dr Bhonagiri is a member of the ANZICS Brain Death and Organ Donation Committee.

Dr Bhonagiri has an interest in research and has been an investigator for a number of ANZICS Clinical Trials Group (CTG) studies. Dr Bhonagiri is also an examiner for the Joint Faculty of Intensive Care Medicine.

Dr Bhonagiri graduated from Pune University in 1989. Further academic qualifications include a Graduate Certificate in Health Informatics from Monash University and an M.D. (Anaesthetics) from Pune University.

Donatelife Leadership Team


WA State Medical Director: Dr Kevin Yuen,MBBS FAChPM

Dr Kevin Yuen is the Western Australian State Medical Director with the Australian Organ and Tissue Donation and Transplantation Authority.

Dr Yuen is currently a senior Palliative Care Consultant at the Royal Perth Hospital and was appointed Medical Director of the state organ donation agency in 2008.

Dr Yuen started his career as a general practitioner and has held several notable positions including Medical Director of the Silver Chain Hospice Care Service and Medical Director of the Cancer Foundation Cottage Hospice. Dr Yuen has held appointments overseas including a year of anaesthetics in the UK and working with Medicins Sans Frontieres in Cambodia. Dr Yuen has also worked in the academic field as Associate Professor for the postgraduate medical program at Edith Cowan University.

Dr Yuen has a keen interest in community palliative care and pain management. He has conducted extensive research into cross-cultural palliative care, GP’s working with palliative care teams and competency based education for palliative care doctors. He is a regular presenter for postgraduate medical and nursing programs. In 2000 Dr Yuen became a foundation fellow of the Australian Chapter of Palliative Medicine.

Dr Yuen graduated from the University of Western Australia in 1980 and spent his resident years at Sir Charles Gairdner Hospital.

VIC State Medical Director: Dr Helen Opdam, MBBS FRACP FJFICM

Dr Helen Opdam is the Victorian State Medical Director with the Australian Organ and Tissue Donation and Transplantation Authority.

Dr Opdam is a Senior Intensive Care Specialist at the Austin Hospital in Melbourne and is a member of the National Institute of Clinical Studies Advisory Committee for oversight of the National Organ Donation Collaborative. Dr Opdam is also a member of ANZICS’s Brain Death and Organ Donation Working Party and provided substantial input into the recently published ANZICS Statement on Death and Organ Donation.

Dr Opdam’s interests include improving processes in patient care through the use of clinical guidelines and neurointensive care. Dr Opdam also has a strong interest in organ donation and has worked as a medical consultant for the Victorian Organ Donation Agency since 2002. In this capacity, Dr Opdam has overseen a Victorian audit detecting potential organ donors with particular focus on optimising the identification of potential donors and ensuring the option for donation is discussed with patients’ families.

Dr Opdam regularly facilitates Medical Australasian Donor Awareness Programme (ADAPT) workshops which provide education to Intensive Care Specialists, trainees and other doctors on brain death and organ donation.

Dr Opdam graduated from Monash University in 1990 with First Class Honours. She received the Sir Edward Hughes Medal (Final Year Surgical Prize) and has gone on to complete several postgraduate qualifications. Dr Opdam has published numerous medical journal articles and chapters during her distinguished career.

QLD State Medical Director: Dr Phil Sargent, FRACP FJFICM

Dr Phil Sargent is the Queensland State Medical Director with the Australian Organ and Tissue Donation and Transplantation Authority.

Dr Sargent will form part of a specialist team working closely with local hospitals and clinicians in their home state to improve access to life-giving donations and transplants for seriously unwell Australians.

Dr Sargent brings significant professional expertise to the role in acute medicine and understands the opportunities and critical challenges Australia faces in transforming lives across the country. Dr Sargent is a Paediatric Intensive Care

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Specialist and currently holds the appointment of Deputy Director at the Mater Children’s Hospital Paediatric Intensive Care Unit. Dr Sargent also serves as Examiner for the College of Physicians and for the Joint Faculty of Intensive Care Medicine.

Dr Sargent graduated from the University of Queensland Medical School in 1986. His medical interests include human factors in medical safety and quality, advanced paediatric life support and novel ventilatory strategies.

ACT Territory Medical Director: Dr Imogen Mitchell, BSc (Hons) MBBS FRCP FRACP FJFICM

Dr Imogen Mitchell is the acting Australian Capital Territory Medical Director with the Australian Organ and Tissue Donation and Transplantation Authority.

Dr Mitchell will form part of a specialist team working closely with local hospitals and clinicians in their home state to improve access to life-giving donations and transplants for seriously unwell Australians.

Dr Mitchell is Director of Intensive Care at the Canberra Hospital and Associate Dean (Admissions) for the ANU Medical School. She is a Senior Lecturer at the ANU Medical School and has been instrumental in the development of a new curriculum particularly with relationship to a program “COMPASS” which facilitates the recognition of the deteriorating patient.

Dr Mitchell has also been interested in clinical research for over 14 years, including the use of severity illness scoring systems in patients with acute liver disease at the UK Intensive Care National Audit and Research Centre (ICNARC) and with Professor Roger Williams at the Institute of Liver Disease, King’s College Hospital. While working at the Institute of Liver Disease, she recognised the impact that transplantation could have in patients with end stage chronic liver disease.

Upon moving to Australia to complete her specialist training in intensive care, Dr Mitchell continued her interest in clinical research and organ donation. She became involved in the Australian and New Zealand Intensive Care Society (ANZICS) Clinical Trials Group (CTG) and has now been an investigator for a number of CTG projects. Since becoming Director of Intensive Care at the Canberra Hospital in 1999, Dr Mitchell has built the unit to be fully accredited for intensive care training and established an organ donation service.

Dr Mitchell commenced her undergraduate academic career in 1986 with a Bachelor of Science (Honours) from Charing Cross & Westminster Medical School, London. In 1989, she completed an MBBS (Distinction in Surgery) also at the Charing Cross & Westminster Medical School, London. In 2002, Dr Mitchell completed a Graduate Certificate of Educational Studies (Higher Education) from the University of Sydney.

Dr Mitchell’s academic awards include the Excellence in Clinical Training award (Junior Medical Officers) in 2003 and The Canberra Hospital 2008 Excellence in Teaching award from The ANU Medical School.

SA State Medical Director: Dr Sally Tideman, BA MBBS FRACGP MPH FRACMA

Dr Sally Tideman is the South Australian State Medical Director with the Australian Organ and Tissue Donation and Transplantation Authority.

Most recently Dr Sally Tideman held the position of Director of Medical Services for The Queen Elizabeth Hospital in Adelaide. Dr Tideman is an experienced champion of health systems and health service reform. She has 18 years experience in clinical medicine in general practice and rural and remote hospitals and in medical administration and management.

The State and Regional Health Reform Agenda in South Australia has enabled Dr Tideman to develop and implement health reforms at the ‘coalface’ including improved systems of recruitment, orientation and education for medical staff, and improved systems of health service delivery through the establishment of a Medical Assessment Unit supported by a coordinated Emergency Department/Internal Medicine/Primary and Transitional Care model.

In addition to her interest in and commitment to systems reform, Dr Tideman has 15 years clinical experience in the delivery of hospital and general practitioner medical services to rural, remote and metropolitan communities. Dr Tideman’s broad academic and clinical experience drives her


ongoing work to ensure access, equity and justice in relation to health services for all Australians.

Dr Tideman is the Chair of the South Australian State Committee of The Royal Australasian College of Medical Administrators and works with the National College to continually improve medical professional leadership and governance in Australia’s health system.

Dr Tideman’s academic qualifications include a Bachelor of Arts (Psychology/English Lit) from Adelaide University, a BM.BS from Flinders University and a Master of Public Health from Adelaide University. Dr Tideman won the New Fellows Award in 2009 from the Royal Australasian College of Medical Administrators.

TAS State Medical Director: Dr Andrew Turner, MBBS FRACP FJFICM

Dr Andrew Turner is the Tasmanian State Medical Director with the Australian Organ and Tissue Donation and Transplantation Authority.

Dr Turner has been Director, Department of Critical Care Medicine at Royal Hobart Hospital since 2007, Honorary Treasurer of the Australian and New Zealand Intensive Care Society since 2002, Intensive Care Foundation Trustee/Director since 2005 and is a clinical lecturer at the University of Tasmania.

Dr Turner has an interest in research and evidence-based

medicine, having spent several years on the Executive of the ANZICS Clinical Trials Group and has acted as the Principal Investigator in numerous studies conducted at the Royal Hobart Hospital. Previously he was Director of Intern Training for five years and the Director of the Division of Medicine at Royal Hobart Hospital for three years.

Dr Turner started his medical training at the University of Tasmania and began specialising in intensive care medicine in 1993. His training continued at the Austin Hospital in Melbourne and he became a specialist at the Royal Hobart Hospital in 1998.

Dr Turner enjoys caring for the high end of patient acuity and the camaraderie of a tight-knit intensive care team. Dr Turner hopes to maintain the very highest level of patient care, and he is looking at ways to increase cooperation with the University of Tasmania. He feels strongly that intensive care is a wonderful profession, and hopes to attract medical students to the field and to training at the Royal Hobart Hospital.

NT Territory Medical Director: Dr Susan Winter, CSC BSc MBBS FANZCA

Dr Susan Winter is the Northern Territory Medical Director with the Australian Organ and Tissue Donation and Transplantation Authority.

Dr Winter is part of a specialist team working closely with local

hospitals and clinicians in the Northern Territory to improve access to life-giving donations and transplants for seriously unwell Australians.

Dr Winter is currently employed as a Consultant Intensivist and State Director of Organ Donation and Retrieval at the Royal Darwin Hospital. She has worked as a consultant anaesthetist in Sydney (Liverpool and Bankstown Hospitals), Townsville General Hospital and Royal Darwin Hospital. She also worked for almost ten years as a retrieval doctor with CareFlight in Sydney.

Dr Winter is an Army Reserve Medical Officer, holding the rank of Colonel and spent a year as the Senior Medical Officer at 3 Brigade in Townsville. She has seen operational service in Rwanda, Bougainville, East Timor, the Solomon Islands and Afghanistan as an anaesthetist, and general duties doctor. She was the Senior Medical Officer on the first defence flight into Bali following the bombing in 2002 and was awarded a Conspicuous Service Cross for this endeavour.

Dr Winter has interests in remote anaesthesia and intensive care and transport of the critically ill. She is actively interested in training and the development of simulation as a conduit to training, being both an Early Management of Severe Trauma (EMST) and Major Incident Medical Management and Support (MIMMS) instructor .

Dr Winter graduated from the University of Tasmania, completing a Bachelor of Medical Science and Bachelor of Medicine and Bachelor of Surgery. She completed post graduate studies in Anaesthesia in Sydney, Perth and Bristol in England and completed her Intensive Care training in Melbourne, Darwin and Canberra.

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Organ and tissue donation – the new national approach

Transplantation of donated tissues has a longer history than that of donated organs. The first corneal transplant in Australia was performed in 1941. Transplantation of heart valves, bone grafts, musculoskeletal tissue and skin has been available since the mid-1980s.

The demand for transplantation, and particularly kidney transplants, is expected to continue to grow as Australia’s population ages and the prevalence of chronic diseases such as diabetes increases. Australia has one of the world’s best records in clinical outcomes for transplantation, and surveys have shown that 80 to 90 per cent of Australians support organ donation. However, Australia’s rate of deceased organ donation has failed to keep up with demand for transplantation and remains below that of comparable nations.

Australia’s donation rate has been largely stable at around 10 donors per million population (dpmp) over the past decade. To some degree, this reflects the positive impact of Australia’s strong performance in population health and safety measures and advances in medical technology. However, it is clear that there is considerable room for improvement in Australia’s donation rate.

Increasing the number of organs available for transplants would significantly improve the quality of life of many Australians on the official transplantation waiting lists, in addition to

improving the quality of life of the families who care for them. The economic impact on the health system of this shortage of organs is also significant, particularly given the high cost of providing ongoing kidney dialysis compared with the cost of transplantation. Australians might spend years undergoing more costly treatments such as dialysis because of long waiting lists.

Fragmentation of the organ donation and transplantation sector has hampered moves to increase organ donation rates in Australia. In contrast with the United States of America and several other comparable countries, Australia has not to date had a centrally coordinated national donation network. Until now, the system has been state and territory-based, with a large number of stakeholders working at various levels and implementing different procedures and processes in their individual jurisdictions.

To date, more than 30,000 Australians have benefited from life-saving and life-transforming transplantations. Organ and tissue transplantation is an effective and well-established treatment that can save lives or significantly improve people’s quality of life.


Some degree of national coordination has been a feature of the Australian organ and tissue donation and transplantation sector since the late 1980s. However, previous governance models lacked the capacity to drive a nationally consistent approach and to influence activity at the jurisdictional and clinical levels.

In July 2006, Australia’s Health Ministers recognised the importance of organ donation and transplantation and agreed on the need for a new approach to enable Australia to narrow the widening gap between the demand for and availability of organs and tissue for transplantation.

That year, governments took three significant steps:

> all governments signed a 10-point national reform agenda that had as its primary goal an increase in safe, effective and ethical organ and tissue donation for transplantation

> the Australian Government signalled its support for reform by committing $28 million for national initiatives aimed at achieving this goal

> the National Clinical Taskforce on Organ and Tissue Donation was established in October 2006 to provide expert advice and consult widely with clinicians and other stakeholders in order to recommend practical initiatives for reform.

The National Clinical Taskforce on Organ and Tissue Donation consulted extensively with clinical and community-based experts throughout its term. The taskforce released a mid-term report in June 2007 and provided its final report to the Australian Government in February 2008. The report contained 51 recommendations to improve Australia’s donation and transplantation system.

In December 2007, all Australian Health Ministers agreed to establish a government committee of senior officials to oversee policy and program reforms to Australia’s organ and tissue donation and transplantation sectors. This committee—the Cognate Committee on Organ and Tissue Donation and Transplantation—met for the first time in April 2008.

On 2 July 2008, the Australian Government announced a total Commonwealth funding package of $151.1 million, including new funding of $136.4 million over four years for measures to significantly improve Australians’ access to life-saving organ transplants. The proposed measures would establish Australia as a world leader in best practice organ donation for transplantation, through an integrated and comprehensive national reform package.

Table 1: Deceased organ donation rates in Australia, by calendar year

1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008

Donors 196 164 196 185 206 179 218 204 202 198 259

Donors per million population

10 9 10 10 10 9 11 10 10 9 12

Source: Australian and New Zealand Organ Donation Registry 2009

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The proposed national reform package built on international best practice and experience, together with the findings of the National Clinical Taskforce on Organ and Tissue Donation, the expertise and recommendations of the Transplantation Society of Australia and New Zealand (TSANZ) and a number of other stakeholders.

The Council of Australian Governments (COAG) endorsed the reform package on 3 July 2008 and agreed that the Commonwealth would lead implementation in partnership with states and territories. In light of this decision, the Cognate Committee ceased operation in late 2008. Before winding up, it finalised detailed technical advice to inform the national implementation of three measures of the reform package: nationally consistent clinical trigger checklists to help hospital staff identify potential donors; a national framework for donation after cardiac death; and a national paired kidney exchange program.

Source: National Clinical Taskforce Report on Organ and

Tissue Donation, Department of Health and Ageing

Research into community attitudes

In 2007–08, the Department of Health and Ageing commissioned Eureka Strategic Research, a research company, to undertake comprehensive formative research into community attitudes toward organ donation. While the research found a number of common themes, it also confirmed the range and divergence of knowledge and attitudes within target groups.

The research also considered community attitudes, highlighting the following findings:

> Eighty-one per cent of respondents were willing to donate their organs and tissue after death and only 10 per cent were unwilling. The remainder were unsure.

> Those who had registered as a donor said that saving lives and helping others was behind their motivation to be a donor.

> Many who had not registered as potential donors were still supportive of organ and tissue donation. The research identified a significant disconnect between expressing support for donation and actually registering as an organ or tissue donor.

> Most people had not discussed donation in depth—they had discussed or mentioned it in passing only. Most people inferred their family members’ wishes and often assumed them to be similar to their own.

> Family discussions about organ and tissue donation are generally brief and fairly unmemorable. These discussions had not been conducted in enough depth for people to be sure they could derive consent from the interaction.

The research found that the most important thing people wanted to know in order to make a decision about donating a family member’s organs was the wishes of the deceased.


Establishment of the Authority

The Australian Organ and Tissue Donation and Transplantation Authority was established on 1 January 2009 through the Australian Organ and Tissue Donation and Transplantation Authority Act 2008 (the Act). Its role is to provide national leadership to the organ and tissue sector and to drive, implement and monitor national reform initiatives and programs in partnership with states and territories, clinicians, consumers and the community sector.

The Australian Government’s objectives for the Authority are specified in the Act. In implementing the measures of the national reform package, the Authority’s responsibilities include:

> coordinating a national network of clinicians and other hospital staff dedicated to organ and tissue donation in hospitals across Australia

> overseeing a new national network of state and territory organ and tissue donation agencies

> formulating national policies and protocols—working closely with the Department of Health and Ageing—relating to organ and tissue donation and transplantation matters, including close collaboration with peak clinical and professional organisations to develop consistent clinical practice protocols and standards

> leading an ongoing community awareness and education program.

The Authority will monitor activities that support practice improvements and, through continuous world-class and nationally consistent education programs, improve the skills and knowledge of people involved in organ and tissue donation and transplantation fields. In addition, the Authority is responsible for a national data and reporting system, which forms the basis of funding for donation activities in hospitals, and for implementing a national eye and tissue network.

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Heather’s story

“”

I owe it to the donor and their family, to my family, who looked after me when I was so unwell and to myself – to really make the most of life. I am only in my 20s – so I have plenty of life to live and a lot I want to do!


“On the outside she looked fine - but on the inside, she was dying,” said Heather’s mum, Haidee.

Heather, a budding South Australian actor and singer, underwent a 12-hour double lung transplant in August 2007, following her diagnosis with Eisenmenger’s Syndrome. This extremely rare condition is caused by the combination of a hole in the heart and pulmonary hypertension.

Eisenmenger’s Syndrome primarily affects adolescents and adults with certain congenital heart defects that are repaired late (after the first year of life) or that are never repaired. In a strange twist of fate, one of the features most loved by Heather’s family and friends, her rosy red cheeks, were actually an early sign of the disease – but no-one knew.

“We really had no idea that Heather was even unwell. Our family are not sporting, we are more into the arts – so she never did a lot of sport. Heather grew up tall, strong and healthy, but always had rosy cheeks. Eisenmenger’s normally causes a blue-grey tinge to the skin due to a lack of oxygen, but for some reason the condition made Heather’s complexion rosy,” said Haidee.

“I first became really concerned there was something wrong when I couldn’t climb the stairs to my flat anymore. I would have to stop at the top to catch my breath. Also when answering the phone at work, people would remark that I sounded out of breath,” said Heather.

Several doctors had brushed Heather’s concerns aside and not investigated her shortness of breath and the fact that she was feeling generally unwell. But one day, when she was sent home from her part time job at Big W and went to the nearest doctor she could find, tests were ordered and her journey began.

“Suddenly we went from some concern about Heather’s health to a life threatening disease. Within days of being admitted to hospital, Heather was being told she wouldn’t be able to have children and would need a double lung transplant,” Haidee said.

“I actually dealt with it all in a very matter of fact way. I remember sending my friend a text saying ‘Looks like I need a double lung transplant’ with a frowny face!” says Heather with a laugh.

The disease progressed rapidly until Heather was confined to bed at Flinders Medical Centre. Eventually she was advised to go to Victoria to The Alfred Hospital. A trip that was supposed to be a week of tests turned into months. Within three days of arriving in Melbourne, Heather was in intensive care and not expected to survive. Doctors worked out a treatment that allowed her to go back on a ward and eventually leave the hospital, but with a recommendation that she remain in Melbourne until they could find a suitable donor.

“I was already on the organ donor list myself but of course, never considered that I would need donor organs,” she said. “I waited five months for my transplant and I will never forget when I got the call. After months of jumping every time the phone rang, for some reason I couldn’t understand why someone would be calling me at 2am. I was asked to ‘wander on down to the hospital’ as a suitable donor had been found!”

On stage and off, 24-year-old Heather Crawford is a vivacious, confident young woman with a wicked sense of humour and a zest for life.

But just two years ago, it was a very different story.

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After a 12-hour operation to fix the hole in her heart and undertake the double lung transplant, Heather began her road to recovery. Throughout the challenges she faced, such as intense exercise and problems with pain management, even this effervescent young woman had some dark moments.

“I remember thinking, what have I done, after hearing all of the statistics which are quite frightening - but then also knowing that the doctors didn’t think I would have made it to Christmas. I realised I needed to have a plan and a goal to work towards,” she said.

Heather says that she drew inspiration from the thought that she owed her life to the family of a donor she had never met.

“I owe it to the donor and their family, to my family, who looked after me when I was so unwell and to myself – to really make the most of life. I am only in my 20s – so I have plenty of life to live and a lot I want to do!

“The difference has been amazing. I live near the tram line in Adelaide and I remember one day soon after my diagnosis I decided I was going to walk to the tram and go to town for lunch. I was on portable oxygen at the time and it took me half an hour to get to the tram stop. Now it literally takes me five minutes!” she said.

Heather says her message to anyone considering organ donation is that this gift has literally changed her life.

“I really believe there should be a benefit to a negative situation – almost like a last good deed, a way to help someone. After all, when you are gone, what will you do with your organs? If you have the opportunity for someone to benefit from them, then why not do it?”

Heather’s zest for life is now on display for all to see, on stage and off. Since her transplant she has appeared in two Gilbert and Sullivan shows and is currently directing a production of ‘The Little Shop of Horrors’ for a local theatre group in her home town of Balaklava. She will also appear in the Adelaide Repertory Theatre’s production of ‘A Flea in Her Ear’ later this year.

Heather intends to enjoy every moment of the new life she has been given – and to live, laugh and sing in memory of a special donor she never knew.

Heather intends to enjoy every moment of the new life she has been given - and to live, laugh and sing in memory of a special donor she never knew.

Heather’s story

Part Two:Performance

Reporting

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World’s Best Practice National Reform Package on Organ and Tissue Donation for Transplantation in Australia

2.1 The nine measures—implementation performance and progress

The nine measures of the national reform package aim to establish Australia as a world leader in best practice organ and tissue donation for transplantation and to achieve a significant and lasting increase in the number of life-saving and life-transforming transplants.

Learning from international and national experience, and based on the Australian context and local expertise, the nine measures of the reform package are:

Measure 1: A new national approach and system—a national authority and network of organ and tissue donation agencies

Measure 2: Specialist hospital staff and systems dedicated to organ donation

Measure 3: New funding for hospitals

Measure 4: National professional education and awareness

Measure 5: Coordinated, ongoing community awareness and education

Measure 6: Support for donor families

Measure 7: Safe, equitable and transparent national transplantation process

Measure 8: National eye and tissue donation and transplantation network

Measure 9: Additional national initiatives, including living donation programs

Measure 1:

A new national approach and system— a national authority and network of organ and tissue agencies

For the first time in Australia, a nationally coordinated approach to organ and tissue donation based on world’s best practice models has been established. The new and independent Authority will provide national leadership to the organ and tissue sector and drive, implement and monitor national reform initiatives and programs.

Progress and outcomes to 30 June 2009:

Activity

Establish a single national network of organ and tissue donation agencies (OTDAs)

Progress/outcomes

In the first six months of the Authority’s establishment, there was a heavy focus on building capacity via recruitment and the setting up of office systems and infrastructure.

By 30 June 2009, the Authority had finalised funding agreements with all state and territory governments to establish a coordinated, consistent national approach to organ and tissue donation for transplantation.

Additionally, the Authority has established an operational infrastructure to implement and maintain the national reform package.

In particular, the Authority is addressing requirements in the following areas:

> Necessary funding agreements have been established with the states and territories to fund the OTDAs and their endeavours.

> Each OTDA is working towards a consistent mix of professional competencies including a state manager, donor coordinators, donor family support and communications services.

> Work is in progress with the OTDAs to develop a nationally consistent clinical service delivery model. OTDAs will also implement a range of protocols being developed by the Authority and relevant stakeholders.


Measure 1: (cont.)

> High level project scoping activities commenced to progress the design and development of a Clinical Information System (CIS) that will integrate data from a wide range of sources into a single, centralised system. The CIS will allow for advanced data interrogation, reporting and analysis of organ and tissue donation and transplantation activities, outcomes and related functions.

Measure 2:

Specialist hospital staff and systems dedicated to organ donation

Funding has been provided for selected public and private hospitals to employ specialist Medical Directors and nurses dedicated to organ donation. In accordance with world’s best practice, these experts will work closely with hospital teams, particularly those in emergency departments, intensive care units and operating theatres. They will facilitate coordinated organ and tissue donation activity and outcomes, and support and educate hospital staff in line with national programs. This initiative will ensure that the process leading to organ donation, including support for donor families and medical testing, is coordinated in the hospital by a dedicated specialist.

Clinical triggers checklists will be introduced to provide a nationally consistent protocol and strict criteria to identify potential organ and tissue donors. Appropriate referral protocols will also be established between emergency departments, intensive care units and operating theatres for ongoing care of identified potential donors.

This measure will ensure that all potential donors are identified and that individuals and families have the opportunity to consent to organ donation if they so wish.


Activity

Funding agreements for the employment of 91 new and additional clinical staff in 75 public, private, regional and rural hospitals around Australia, including 33 new hospital medical directors.

Progress/outcomes

The appointment of all state and territory-based Medical Directors was completed by 19 June 2009. The Medical Directors are working together with the Authority’s National Medical Director, Dr Gerry O’Callaghan, to progress clinical reform in the jurisdictions.

The Medical Directors have portfolio responsibilities, under the direction of Dr O’Callaghan, in order for the Authority to make full use of the particular skills that this group of professionals bring to the organisation.

For example, Dr Kevin Yuen, the State Medical Director for Western Australia, is contributing to the Donor Family Support project. Dr Yuen has extensive experience in end-of-life and palliative care.

Dr Helen Opdam, the State Medical Director for Victoria, has contributed strongly to the development of a national dataset for performance reporting. Dr Opdam has a particular interest in data and has managed several hospital-based audits of consent to donate activities over many years.

The Authority will support states and territories in recruiting new and additional hospital-based medical and nursing staff in 75 public and private, metropolitan and regional hospitals across Australia. These staff will also provide further outreach from these hospitals to those Australian hospitals with potential for organ and tissue donation in the broader public, private and rural sectors.

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Measure 2: (cont.)

Recruitment of the hospital-based medical and nursing staff progressed. The Authority assisted with this recruitment by contributing to the development of position descriptions and providing job advertising support. All states and territories expect to have completed their recruitment by the end of October 2009.

The Authority continues to monitor the recruitment of staff through its formal meetings with state and territory representatives, and informally through its contact with the relevant jurisdictional officers. This will continue throughout 2009–2010.

The State Medical Directors, organ and tissue donation agencies and hospital-based staff will be engaged by the National Medical Director as a community of practice, assisted by a project officer with the necessary skills and experience.

This group will share knowledge, experience and innovations. They will learn through the delivery of induction programs and education packages developed by, and delivered through, the Authority. This knowledge will be applied in hospitals across Australia in a coordinated and consistent manner, according to the basic principles of a community of practice.

Activity

Development of a national clinical triggers checklist

Progress/outcomes

A set of national clinical triggers has been developed and sent to the appropriate professional colleges and societies for endorsement before being launched at the Australian and New Zealand Intensive Care Society (ANZICS) Conference on 29–31 October 2009 and at the Australian College of Emergency Medicine (ACEM) Conference on 15–19 November 2009.

Measure 3:

New funding for hospitals

The Authority will provide funding to public and private hospitals to address needs for additional staff and other infrastructure costs associated with organ and tissue donation. These additional costs may vary from hospital to hospital but may include:

> pathology and imaging

> staffing time in emergency departments, intensive care units and operating theatres

> the cost of an intensive care unit bed.

These costs are additional to costs normally incurred in the care of critically ill patients and covered by existing funding arrangements.

Point-of-care and activity information will be collected in emergency departments and intensive care units and passed on to the Authority. It will then audit and benchmark this activity information, disburse funds and report on activity levels and resource application in individual hospitals supporting organ donation activity.


Activity

Activity-based funding for hospitals

Progress/outcomes

The Authority and Department of Health and Ageing staff will work together to develop an activity-based funding model.

It is proposed that the model will comprise a series of trigger points indicating progress along a clinical pathway of identification, assessment and preparation for donation of a potential donor.

State Medical Directors and state and territory officers have engaged with hospitals to contribute to the development of the methodology for applying this funding.


Measure 4:

National professional education and awareness

The Authority is coordinating an ongoing, nationally consistent and targeted program of recognised professional development and training. The program is being delivered in consultation with relevant professional bodies and clinical colleges and is building on existing programs.

Hospitals, professional societies and specialist medical training providers will ensure that a nationally consistent approach to education and training is achieved. Medical and nursing school curricula are also being targeted for enhancement to better encompass organ and tissue donation.

Education and training programs will target:

> undergraduate and registered nurses in Australian hospitals

> specialist nurses in acute care areas (including intensive care units, emergency departments and operating theatres)

> designated officers in hospitals

> general practitioners and practice nurses

> postgraduate trainee medical officers and consultants in relevant specialty programs (such as intensive care medicine, emergency medicine and neurosciences)

> hospital-based specialist nurses dedicated to organ and tissue donation

> hospital-based Medical Directors dedicated to organ and tissue donation

> state-based Medical Directors dedicated to organ and tissue donation

> organ and tissue donor coordinators

> allied health staff (including social workers, chaplains and pastoral carers)

> Authority staff

> relevant government officers.

Progress and outcomes to 30 June:

Activity

Professional education program development

Progress/outcomes

The Authority appointed a clinical education professional to start work on developing a competency-based education platform to support the delivery of elements of the national reform package (based on world’s best practices).

Activity

Clinical staff orientation and induction

Progress/outcomes

Induction and orientation training programs were developed for clinical staff with responsibility for organ and tissue donation. These programs reflect the new policy agenda and national governance and reporting arrangements.

The first program is scheduled to be held in Brisbane in July 2009.

Activity

Authority staff orientation and induction

Progress/outcomes

Orientation and induction training programs were also developed for Authority staff to educate them on the clinical processes of organ and tissue donation and transplantation.

A component of this education program is a series of lectures introducing Authority staff to the respective participants in the organ and tissue donation and transplantation sectors and their respective roles, structures and protocols.

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Measure 5:

Coordinated, ongoing community awareness and education

The Authority’s role in the community is to provide ongoing, clear, factual and relevant information about organ and tissue donation for transplantation.

Although almost six million Australians are registered on the Australian Organ Donor Register (approximately 37 per cent of the eligible population), except for 2008 there has not been an increase in donation, transplantation or lives saved or improved in recent years. An ongoing and evidence-based national community education and awareness program will increase knowledge of the issues and build the Australian community’s confidence in the new national approach to organ and tissue donation for transplantation. It is expected that increased knowledge will lead to increased donation rates.

The Authority’s national approach will include leadership of the annual Australian Organ Donor Awareness Week. A national communications framework and charter will provide the platform for a consistent and coordinated approach to enabling Australians to discover, decide and discuss organ and tissue donation for transplantation.

Progress and outcomes to 30 June 2009

Activity

National community awareness and education program

Progress/outcomes

Consultations were held with the state and territory-based OTDAs as well as with other key stakeholders in the development of the new national community awareness and education program.

The Authority appointed a National Community Stakeholder Liaison Manager in March 2009 and a National Director Marketing and Communications in June 2009.

A new national sector brand has been developed for application to consistent and coordinated community awareness and education materials for use by the sector. The brand will be launched in late October/early November 2009.

Development of a new national website started in June 2009. The new website will comprise the authoritative online portal for information and resources on organ and tissue donation in Australia. The new website is scheduled for launch in late October/early November 2009.

Activity

National communications framework and charter

Progress/outcomes

The National Communications Charter was signed by 45 signatories, including the Australian Government, all state and territory governments, and community organ and tissue sector organisations.

The charter is a landmark agreement and is evidence of the commitment to the new nationally coordinated and consistent, evidence-based approach to community education and awareness, and to working together to achieve the common goal of increasing donation rates.


Measure 6:

Support for donor families

Donor families are provided with a high level of support from OTDAs. However, these programs and the resources applied differ greatly from state to state. The Authority is developing and funding a new nationally coordinated and consistent approach to support families.

Funding will be provided for staff and world’s best practice bereavement and family support services, which will be delivered nationally through the OTDAs.

All families whose next of kin are identified as potential donors will be offered support including bereavement counselling, whether or not the potential donor progresses to donation.


Activity

Review of studies conducted on activities in the family support and bereavement areas

Progress/outcomes

This measure was due to be delivered from 1 July 2009. Having met with relevant stakeholders, it became apparent to the Authority that, given the scale and sensitivity of this work, reform in this area would require more time.

The Authority has employed a project officer to work on the program and the State Medical Director for Western Australia will lead this work.

The work will consider all of the options that could be made available for families.

The program will be delivered by the end of 2009.

Measure 7:

Safe, equitable and transparent national transplantation process

The Authority, in collaboration with relevant professional societies, is responsible for maintaining and auditing the implementation of approved national waiting lists and transplantation protocols and standards to ensure that the management of transplant waiting lists and the allocation of organs and tissues is effective, equitable and transparent, irrespective of where the donor and recipient live.

The allocation of organs is a complex process involving a range of factors. These factors include medical need, urgency, the capacity to benefit the donor/recipient and matching criteria (which vary according to the type of organ to be transplanted). Currently, allocation is guided by protocols developed by the Transplant Society of Australia and New Zealand (TSANZ) and the Australasian Transplant Coordinators Association (ATCA).


Activity

Develop national organ and tissue allocation protocols

Progress/outcomes

TSANZ was engaged by the Department of Health and Ageing to redevelop the criteria for waiting list management and organ allocation.

Executive and project officers were engaged by TSANZ and work began with its organ-specific standing committees to develop national protocols and standards. These are to be made available to the Authority by October 2009.

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Measure 8:

National eye and tissue donation and transplantation network

The eye and tissue sectors are the largest donation and transplantation sectors in Australia, with a significantly higher number of referrals compared to solid organ referrals.

Eye donation is the single most common donation from deceased donors and generally meets demand, while demand for other tissues continues to exceed supply. The Authority is charged with delivering closer coordination of the sectors to ensure improved access to eye and tissue transplants for Australians. A key requirement is the development of formal mechanisms to provide a national approach to reform and to improve coordination between the tissue and eye banking sectors.

This measure will see the establishment of a national network to manage eye and tissue donation, retrieval, processing, storage and transplantation together with the introduction of systems that will deliver a coordinated and accountable national eye and tissue transplantation service for patients across Australia.

The Authority is developing measures, programs and services for this sector that mirror those in the solid organ donation sector. These include the development and implementation of national protocols (including data collection and allocation protocols), community awareness and education programs and family contact and support initiatives.


Activity

National eye and tissue network

Progress/outcomes

Health Outcomes International is conducting a scoping study as the first phase in the establishment of a national network to coordinate eye and tissue donation, retrieval, processing, storage and transportation.

The Authority will use the recommendations of the report from this study, which is due in early October 2009, to inform the next phase of work to establish the network in the first half of 2010.

Measure 9:

Additional national initiatives, including living donation programs

This measure will establish national protocols to guide initiatives, including the practice of paired kidney exchange between living donors and recipients, living donor liver transplantation and donation after cardiac death. Each of these types of donation, while not new, will further facilitate an increase in donor numbers, thereby improving access to transplants while ensuring that these practices continue to operate in a safe, effective and ethical manner.

Kidney transplantation from live donors currently accounts for 43 per cent of all kidney transplants in Australia. There are instances where the kidney of a potential donor is incompatible with the intended recipient. Paired kidney exchange is a process that matches one incompatible donor-recipient pair with another, providing the opportunity for an exchange of donor kidneys.

Living donor liver transplantation involves taking one lobe of a healthy liver from a matched donor and transplanting it into a recipient, with whom the donor usually has a family or close personal relationship. Over the past decade, advances in medical science and clinical practice overseas have enabled this practice to be introduced to Australia as a potential last-resort treatment for end-stage liver failure.

Early in the development of organ donation, all donations used to occur after cardiac death. With the creation of reliable measures to identify brain death, the practice of donation after cardiac death ceased. However, in recent years and in response to an ongoing need for more donors, donation after cardiac death is re-emerging as an alternative method of donation around the world. In late 2008, the Commonwealth Department of Health and Ageing, on behalf of all states and territories, commissioned the National Institute of Clinical Studies (NICS) to draft a national protocol for organ donation after cardiac death.


Measure 9: (cont.)

In April 2009, the Authority received an interim report and draft Donation After Cardiac Death Protocol from NICS. The Authority provided feedback and, following pre-consultation approval by the National Health and Medical Research Council (NHMRC).

The Authority will ensure that appropriate levels of public and key stakeholder consultation are undertaken. The protocol will then be revised to incorporate this feedback and progressed through further Australian Health Ethics Council and NHMRC scrutiny before being released.


Activity

Paired kidney exchange

Donation after Cardiac Death protocol

Progress/outcomes

The Authority has assumed responsibility for the project and has appointed Dr Paolo Ferrari as Clinical Director and Ms Claudia Woodruffe as Clinical Coordinator for the National Paired Kidney Exchange Program.

Work commenced on defining and implementing the necessary modifications to the National Organ Matching System to support the identification of matching pairs of live donors and recipients.

The first draft of the Donation after Cardiac Death protocol was released for public comment in June 2009.

2.2 Funding

Approximately 1,800 Australians are officially listed as waiting for an organ transplant at any given time. The wait for a transplant can extend to many years and comes at a significant cost to the health system. The reform package makes a substantial investment in consistent and coordinated national initiatives to improve Australians’ access to transplants.

Total additional funding of $151.1 million has been allocated to implement the reform package over four years. States and territories will have clear and standardised performance and reporting requirements. The funding arrangements also provide for activity-based funding to be provided to states and territories to address the additional staffing, bed and other infrastructure costs associated with organ and tissue donation.

The key features of the reform package include:

> $67 million to fund dedicated organ donation specialist doctors and other staff in public and private hospitals

> $46 million to establish a new independent national authority to coordinate national organ donation initiatives

> $17 million in new funding for hospitals to meet additional staffing, bed and infrastructure costs associated with organ donation

> $13.4 million to continue national public awareness and education

> $1.9 million for counselling for potential donor families

> other significant elements, including enhanced professional education programs, consistent clinical protocols, clinical trigger checklists and data collection for organ transplants in hospitals.

The Authority directly administers funds to non-government organisations to provide essential associated services, such as clinical data analysis and reporting, national organ matching services, and education and training for clinical staff. The Authority also funds community awareness activities.

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Julie’s story

Through her donation, Julie was able to do something that no-one else could do. It was her gift.

“Julie was diagnosed with adeno carcinoma with an unknown primary, which was quite an aggressive form of cancer. She had several different types of chemotherapy and unfortunately this was unsuccessful,” said Rob Kennett.

“We knew reasonably early that due to the chemo, her organs would not be of any use. However she was still anxious for me to investigate whether there was any prospect of donation,” he said.

“Julie and I had always had the view that organ donation was a sensible thing to do – she was very clear about this. She basically sent me off to investigate and get it organised,” said Rob.

After discussions with their doctor, Rob spoke to the Eye Bank of South Australia about the donation of Julie’s corneas.

“Julie’s grandfather had cataract surgery so she was familiar with the use of corneas in this type of surgery and was very pleased that she could help in this way,” he said.

Rob believes many people do not realise that both organs and tissue can now be donated and that this should be promoted more vigorously.

Julie’s corneas gave the gift of sight to two recipients. Her right cornea was given to a man in his 30s and the left cornea to a man in his 60s with Fuch’s Dystrophy.

Julie’s gift is particularly special because she was able to make her own conscious choice about donation, rather than leave the decision to her family. “Julie was very pragmatic and handled her illness very well – as best you could. She was very open with both me and the kids, telling us she thought it would have been a waste not to make the donation – she said ‘they are not going to be much use to me.”

“It was very important for Julie to take the opportunity to do this,” Rob said.

Julie and Rob’s decision and their belief in the importance of organ and tissue donation is an inspiration. “I know that Julie would agree that we would rather some good could come out of otherwise tragic circumstances.

“Through her donation, Julie was able to do something that no-one else could do. It was her gift. I couldn’t fix those people’s sight – only she could do it,” he said.

Rob says that Margie Philpott from the Eye Bank was very compassionate and understanding. “It is not a time of your life when you want confusion and red tape. You need the whole process to be as simple as possible. For Julie and I there were no religious issues and it was not an emotional thing for us.”

Julie’s eldest daughter, Perri, 15, is part of a new generation of young people who now take organ and tissue donation seriously.

“When my friends asked me what I was doing today I told them about the interview and how my mum had donated her corneas. They all thought that was really cool,” she said.

Rob is extremely busy keeping up with his two daughters, who are both students at Pembroke School in Adelaide. Perri, who is in Year 10, says that her sister, Jane is a “typical 13-year-old” – while she has aspirations to become a paediatric nurse or a vet. Her extra-curricular activities are as extensive as her school work – netball, horse riding, singing and rowing, as well as volunteering as a cub leader every week.

This young family can rest assured that the decision of their generous wife and mum has changed two lives forever – truly, an extraordinary gift.

When Julie Kennett was diagnosed with cancer in 2007, she and her husband, Rob, had already discussed organ donation. Despite her illness, Julie remained determined that she wanted to help others.


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Julie’s story

Part Three:Corporate overview

Part Three:Corporate overview

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3.1 Operational support and advice

The Authority’s corporate section provides operational support and advice to the executive and staff. Support services include operational planning, procurement, grants and funding management, human resources, governance, financial management and budgeting, records management, information and communications technology and secretariat support.

With the establishment of the Authority under the Act, and subject to the Financial Management and Accountability Act 1997 (the FMA Act) and the Public Service Act 1999, the Authority needed to develop a sound corporate governance structure in the first six months of operation. Accordingly, processes were designed and implemented to ensure that corporate governance practices comply with statutory and other external requirements and to achieve sound administration and financial management standards.

The overarching objectives were to ensure the efficient, effective and ethical use of the Authority’s resources and to fulfil the Authority’s responsibilities with due diligence and accountability.

Key aspects of corporate governance include:

> agreeing on clearly established role accountabilities, including the clear delegation of authority and responsibility

> planning and monitoring the outputs and outcomes of the reform package through a sound project management framework and project methodology

> reporting to the Minister for Health and Ageing and the Parliamentary Secretary for Health

> monitoring the use of resources, based on budgeting, financial accounting, audit, fraud control, risk management, and other reporting systems.

3.2 Management structure

The Authority established a clear management structure to ensure that executive roles and responsibilities and senior committees are built around suitable terms of reference, appropriate controls and the ability to monitor activity and performance.

Under the Australian Organ and Tissue Donation and Transplantation Authority Act 2008, the Minister for Health and Ageing appointed the Chair and members of the Advisory Council for three-year terms on 24 February 2009. A minimum of nine and up to 15 non-governing members provide advice to the Chief Executive Officer on organ or tissue donation and transplantation matters.

Chief Executive Officer-appointed expert advisory committees have been established to ensure that the national reform agenda is implemented and that relevant stakeholders are consulted.


3.3 Consistency and compliance

The Authority’s executives, management and staff are required to adhere fully to Australian Public Service (APS) values, ethics and the APS Code of Conduct when undertaking their duties and functions. This requirement is underpinned by the ongoing development and maintenance of systems that provide guidance on policies, procedures and behaviours.

3.4 Monitoring and reporting

In order to maintain a focus on efficient and effective business and financial performance, work has started to develop key performance indicators that will enable the Authority to regularly review its outputs and outcomes. The Audit Committee, established by the Chief Executive Officer, will ensure FMA Act accountability.

3.5 Financial management

A significant part of the Authority’s focus has been on establishing its financial and budgetary management practices and processes during the first six months of operation. The Authority developed a budgeting tool to enable it to control the funds appropriated for the purposes of administering the nine measures of the reform package. Chief Executive Instructions and underlying business rules have also been developed and implemented.

3.6 Summary of financial performance 2008–09

This chapter summarises the Authority’s financial performance for 2008–09. Departmental and administered results are shown in the audited financial statements (see Part 6), and this summary should be read in conjunction with those audited financial statements. As this reporting period covers the first six months of operation of the Authority, there are no historic expenditure figures with which to provide comparisons.

The Authority’s operating result for the 2008–09 year was an operating surplus of $2.418m. The result was primarily due to:

> the Authority’s funding being provided for a full complement of staff being employed for the full six months of operation, whereas staff were recruited progressively throughout the period

> savings in the general operations of the Authority as it began to build capacity.

There was an under-spend against budget for capital expenditure. This was due to the national information system not yet being developed, together with an under-spend in initial set-up costs. The Authority’s principal asset purchases for the year were the computer and infrastructure items necessary to establish internal capabilities.

3.7 Administered activity

This activity covers the payment of administered expenses (on behalf of the Commonwealth) to the states and territories to cover expenses incurred in delivering additional and incremental resources and services. This activity includes the recruitment of hospital-based clinical staff and the provision of resources that, if not reimbursed, might otherwise be a ‘cost barrier’ to organ and tissue donation and/or transplantation.

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Agency Resource Statement – 2008–09

Actual

Available Appropriations

Payments Made

Balance Remaining

for 2008-09 $’000

2008-09 $’000

$’000

(a) (b) (a-b)

Ordinary Annual Services1

Departmental appropriation

Prior year departmental appropriation - - -

Departmental appropriation 3,724 1,071 2,653

S.31 Relevant agency receipts - - -

Total 3,724 1,071 2,653

Administered expenses2

Administered expenses 7,904 7,904

Payments to CAC Act Bodies - -

Total 7,904 7,904

Total ordinary annual services 11,628 8,975

1 Appropriation Bill (No.1) 2008–09 and Appropriation Bill (No.3) 2008–09

2 With its establishment on 1 January 2009 the Authority did not have an established outcome structure for the 2008–09 financial year. The Authority has been implementing the Australian Government’s National Reform Package to boost the number of life saving transplantations for Australians and will report against a formal outcome structure in 2009–10. All expenditure, assets and liabilities for the 2008-09 financial year are attributable to that one program.

Part Four:Management

Accountability

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4.1 Human resources

The Authority developed a human resource management framework to build the capacity and capability needed to fulfil its corporate and national reform package responsibilities. By June 2009, the Authority had recruited and selected 19 staff in accordance with the Public Service Act 1999. The Authority developed policies, practices and processes to ensure it meets its obligations and requirements under the Act.

The Authority is finalising an s24(1) Public Service Act 1999 determination. Work will begin on a collective agreement in early 2009–10.

Table 2: Staff numbers by classification at 30 June 2009

Classification Ongoing Non-ongoing

Female Male Female Male

SES 1 1 0 0

EL2 1 2 1 1

EL1 0 1 4 3

APS 6 0 0 1 0

APS 5 0 0 1 0

APS 4 0 0 2 0

APS 3 0 0 0 0

APS 2 0 0 0 0

APS 1 0 0 0 0

TOTAL 2 4 9 4

4.2 Commonwealth Disability Strategy

The Commonwealth Disability Strategy (CDS) was introduced in 1994 as a 10-year planning framework to help Australian Government agencies meet their obligations under the Disability Discrimination Act 1992.

The CDS includes a reporting framework built around a number of key roles performed by government agencies (policy advisor, regulator, purchaser, provider and employer). The framework requires all government agencies (with the exception of government business enterprises) to provide annual data on their performance against the framework.

The Authority recognises its role, and progress in implementing the CDS is set out in the following table.

Table 3: Implementation of the Commonwealth Disability Strategy

Role: Policy advisor

Framework indicator Authority activity

New or revised policy and program proposals assess the impact on the lives of people with disabilities prior to decision.

When developing new policies and programs, the Authority takes into account the impact on people with disabilities.

People with disabilities are included in consultation about new or revised policy and program proposals.

When developing new policies and programs, and where appropriate, the Authority consults people with disabilities and/or peak groups that represent people with a disability.

Public announcements of new, revised or proposed policy and program initiatives are available in accessible formats in a timely manner for people with disabilities.

The Authority provides all policy and program announcements in accessible electronic formats on its website. It designs and develops all content produced for publishing on its website in accordance with the World Wide Web Consortium’s Web Content Accessibility Guidelines 1.0.


4.3 Occupational health and safety

To promote the health and safety of employees and contractors, the Authority began a process to elect a trained Health and Safety Representative. All employees have a key role in monitoring their work environment and advising their managers, supervisors and/or Health and Safety Representative of any occupational health and safety (OH&S) issues or concerns as they arise.

As part of its reporting obligations, the Authority advises that, during the period of this report:

> no OH&S claims were lodged

> no incidents of workplace injury or illness were reported to Comcare under section 68 of the OH&S Act

> no directions were given to the Authority under section 45 of the OH&S Act and no notices were given to the Authority under sections 29, 46 and 47 of the OH&S Act.

4.4 Ecologically sustainable development

Section 3A of the Environment Protection and Biodiversity Conservation Act 1999 sets out the principles of ecologically sustainable development. The main impact of the Authority on the environment is energy consumption related to four office spaces and leased vehicles.

The Authority implemented the following measures to minimise its environmental impact:

> using power savers and auto switch-off features on equipment

> providing paper recycling bins for all staff

> turning off computer monitors when not in use.

The Authority will review its energy use annually to achieve further efficiencies.

4.5 Corporate planning

The Authority reviewed the national reform package in order to determine its operational priorities through to June 2010. This resulted in the development of an implementation plan that established a number of key projects and timelines designed to put the nine measures of the reform package into effect.

4.6 Risk management

The Authority developed a comprehensive, coordinated and systematic approach to the management of risk. This included the development of policies, procedures and tools to promote effective risk management. The corporate policy and framework for managing risk and associated guidelines are consistent with the Australian/New Zealand Standard for Risk Management (AS/NZS 4360:2004).

The Authority manages financial risk through:

> Chief Executive Instructions which put into effect the FMA Act requirements and are available to all staff. These instructions set out responsibilities and procedures that provide for transparent and accountable financial management, and contain topics relating specifically to risk management and internal accountability

> a system of financial delegation to ensure that relevant staff are fully informed of their financial responsibilities

> a cost-effective Internal Audit Plan to be developed through risk identification processes and provision of regular reports to the Audit Committee.

Risk management and insurable risks are aligned through Comcover and Comcare. The Authority started developing its Fraud Control Plan to comply with Commonwealth guidelines, and staff will undertake fraud awareness training in 2009–10.

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4.7 Ethical standards

The Public Service Act 1999 (the Act) sets a framework for ethical and behavioural standards through APS Values and the APS Code of Conduct. The Authority is committed to maintaining high ethical standards as set out under the Act through its engagement with:

> the Australian Government and the Parliament

> Australian Government departments and agencies

> state and territory governments, departments and agencies

> the Australian public, and

> suppliers, funded organisations and other stakeholders.

New employees are informed of, and provided with, the APS Values and Code of Conduct as part of the induction process.

4.8 Internal audits

No internal audits were undertaken during the period of this report. Internal audit services will be undertaken by an external party and monitored by the Audit Committee. The Authority will undertake a procurement process to establish third-party providers in 2009–10.

The Authority will also establish an Internal Audit Plan, taking into consideration the Risk Management Plan and discussions with senior managers and executives.

4.9 Discretionary grants

Discretionary grants are made at the discretion of a Minister or paying agency, having determined whether a particular applicant should receive funding. The payment can be made to an organisation or an individual and is made without expectation of a service to the government in return for the grant. This definition includes program grants as well as ad-hoc and one-off payments.

The Authority did not make any discretionary grants in 2008–09.

4.10 Asset management

The Authority’s non-financial assets are mainly computer hardware and software items and fitout items in leased office space. In 2009–10 the Authority will implement an asset replacement strategy to ensure the adequate planning and funding of asset replacement. The Corporate Services section implements and maintains the business rules, systems and processes that ensure compliance of procurement processes under the Financial Management and Accountability Act 1997.

The Authority’s procurement framework incorporates:

> the Financial Management and Accountability Act 1997

> the Commonwealth Procurement Guidelines, and

> the Chief Executive Instructions.


4.11 Consultancy and contractor services

The Authority’s policy on selection and engagement of consultants is based on the Commonwealth Procurement Guidelines, the Authority’s Chief Executive Instructions and Australian government policies. Consultants and contractors are engaged based on value for money, open and effective competition, and internal accountability and reporting requirements.

During 2008–09, the most common reason for engagement of consultancy services was a lack of in-house specialist skills and knowledge.

The list above contains the following details for all consultancy contracts let by the Authority from 1 January 2009 to 30 June 2009 to the value of $10,000 or more (inclusive of GST):

a) the name of the consultant

b) a summary description of the nature and purpose of the consultancy

c) the GST-inclusive contract price for the consultancy (or, in some cases, actual expenditure for the period—see below)

d) the selection process used, including whether the consultancy was publicly advertised

e) the justification for the decision to employ consultancy services.

The ‘selection process used’ and ‘justification for the decision’ columns of the list contain codes describing the selection process used, and the justification for the decision to employ consultancy services. The codes describing the consultancy selection process are as follows:

> Open tender: A procurement procedure in which a request for tender is published inviting all businesses that satisfy the conditions for participation to submit tenders.

> Select tender: A procurement procedure in which the procuring agency/authority selects which potential suppliers are invited to submit tenders in accordance with mandatory procurement guidelines.

> Direct sourcing: A procurement process, available only under certain defined circumstances, in which an agency/authority may contact a single potential supplier or suppliers of its choice and which meet the conditions for direct sourcing under the mandatory procurement procedures.

> Panel: An arrangement under which a number of suppliers, usually selected through a single procurement process, may each supply goods or services to an agency as specified in the panel arrangements.

Table 4 Consultants engaged by the Authority

Consultant name (entity)

Summary description of the nature and purpose of the consultancy

GST-inclusive commissioned cost

Selection process used (market approach method)

Justification for the decision to employ consultancy services

Kooya Consulting

Consulting in relation to the establishment of the Authority and state-based OTDA’s

$46,607 Direct sourcing B

Media Transitions

Consulting in relation to the establishment of the Authority


Securelink System build, including notebooks and ad hoc support


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Codes describing the justification for the decision to employ consultancy services:

A. Authority staff with the specialised skills or knowledge needed to perform the task were not available to undertake the work within the required timeframe.

B. There were no staff within the Authority with the specialised skills or knowledge needed to perform the tasks.

C. Independent advice was required.

4.12 Auditor-General access

During the reporting period, all the Authority’s awarded contracts or deeds of standing offer contained standard clauses granting the Auditor-General access to contractors’ premises.

4.13 Exempt contracts

During the reporting period, no contracts were exempted from reporting on AusTender on the basis that publishing contract details would disclose exempt matters under the Freedom of Information Act 1982.

4.14 Advertising and market research

During the reporting period, the Authority did not conduct any advertising or market research.

4.15 External scrutiny

External scrutiny of the Authority is ongoing and is undertaken by a number of sources, including the Auditor-General and freedom of information enquiries.

4.16 Decisions and reports

No proceedings were brought against the Authority in the reporting period in relation to judicial decisions or decisions of administrative tribunals, and the Authority did not commence any proceedings.

During the period covered by this report, the Australian National Audit Office (ANAO) tabled 48 reports. A key responsibility of the Authority’s Audit Committee is to oversee the implementation of recommendations contained in ANAO reports, where relevant to the Authority. Of the ANAO’s 48 reports, those relevant to the operations of the Authority were:

> Audit report No. 16, 2008–09—The Australian Taxation Office’s Administration of Business Continuity Management

> Audit report No. 21, 2008–09—The Approval of Small and Medium Sized Business System Projects

> Audit report No. 25, 2008–09—Green Office Procurement and Sustainable Office Management

> Audit report No. 45, 2008–09—Security Risk Management.

4.17 Parliamentary Committee reports

The Authority did not table any relevant reports at Parliamentary Committees during the reporting period.

4.18 Commonwealth Ombudsman reports

The Authority did not receive any reports from the Commonwealth Ombudsman during the reporting period.


4.19 Privacy Commissioner

All documents held by the Authority containing personal information are handled and protected in accordance with the provisions of the Privacy Act 1988 (the Privacy Act), which sets standards for the collection, storage, use, disclosure of and access to personal information. Personal information may be disclosed only with the express permission of the individual to whom it relates or where the Privacy Act otherwise allows disclosure.

During the reporting period, no reports were served on the Authority by the Privacy Commissioner under section 30 of the Privacy Act, and no determinations were served on the Authority by the Privacy Commissioner under section 52 of the Privacy Act.

4.20 Reporting on legal services expenditure

The Legal Services Directions 2005 require agency heads to make legal services expenditure from the previous financial year publicly available. The total cost for external legal expenditure the Authority incurred during the reporting period was $336 for services provided by the Australian Government Solicitor.

4.21 Freedom of information

The Authority did not receive any freedom of information requests during the reporting period.

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The Baty family’s story

When we lost our son Dave in a tragic accident in 1986, we didn’t hesitate when we were asked about the possibility of organ donation.

The Batys have had the unique experience of seeing both sides of the donor journey and as a result, they are staunch supporters of organ donation. Such is their passion that they have even taken on public speaking roles and interviews with the media, in order to get across the message that talking with your family and friends about organ donation is crucial.

“When we lost our son Dave in a tragic accident in 1986, we didn’t hesitate when we were asked about the possibility of organ donation,” said Judy Baty.

“Things were very different then. Dave was declared brain dead and we were asked what we would like to do – but the doctors didn’t discuss what organs they would take and there was no counselling as such. The main thing was that we knew Dave was incredibly fit and healthy and it was the right thing to do,” she said.

This delightful couple has shared 58 years together and had their two sons, Kym and Dave, 18 months apart. “We started going together when I was 14 and got married seven and a half years later,” Judy said.

Ian Baty says that he and Dave were so alike it was almost uncanny. Once when Dave hurt his arm at work, Ian arrived home from work and also had a sore arm. They would even request the same meal for dinner on the same day. “I think that is why I knew when Dave died that he would not want us to grieve and feel bad – he would have wanted us to carry on, and I am sure this helped with our decision to donate his organs,” he said.

In a twist of fate, 12 years after Dave’s kidney donation, Judy needed a kidney herself. Judy had struggled with her health ever since a kidney infection at the age of five months.

“The problems became worse after having the children and gradually my health deteriorated so much that I could not even manage simple household tasks. I would have to lie down to rest in the middle of sweeping the kitchen floor or making the bed,” she said. “By 1997 I was on dialysis three times a week and had been told I needed a donor kidney.

“The minute I went on dialysis I packed my bags in the hope that one day a kidney would come – and then just 13 months later, it did.

“I remember that I wasn’t worried – I was just so relieved and happy that I had got the opportunity. All the way to the hospital, I kept saying to Ian, ‘I can’t believe it!’ When I walked in the front door, I couldn’t hold it in anymore; I wanted to tell the world.

“I turned to the girl walking in the door next to me and said, ‘I’m going to have a transplant! I’m going to have a kidney transplant!’ It turned out that she was the nurse who prepared me for surgery!”

Judy says that within five months, she had a new life and her family was amazed at her level of energy. “It changes your life completely. I can eat almost anything I like and I have put on some weight. I know that the kidney has grown as well. It has been wonderful,” she said.

When asked what message he would give to a person who was struggling with the thought of organ and tissue donation, Ian thinks for a moment then says carefully, “I always use the comparison – how would you feel if your child needed a transplant? Would you be in support of it then? I think that when you realise that your organs and tissue will be of no use to you after death, why not consider donation?”

Judy and Ian Baty have a very special story to share. Not only did their late son Dave donate organs 23 years ago, Judy herself became the recipient of a transplant 11 years ago after a lifetime of kidney problems.

Australian Organ and Tissue Donation and Transplantation Authority / Annual Report / 2008–09/ 41

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Part Five:Council and committees

Part Five:Council and committees

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5.1 Advisory Council

Under the Australian Organ and Tissue Donation and Transplantation Authority Act 2008, the Minister for Health and Ageing appoints the Chair and members of the Advisory Council for three-year terms. A minimum of nine and up to 15 non-governing members provide advice to the Chief Executive Officer on organ or tissue donation and transplantation matters.

The Act defines ‘organ or tissue donation and transplantation matter’ as including:

> the provision of an organ or tissue donation and transplantation service

> the identification of potential organ or tissue donors

> the obtaining of organs or tissue for transplantation

> waiting lists for potential organ or tissue recipients

> the allocation of organs or tissue for transplantation

> support services for organ or tissue donors and their partners and families

> the skills and knowledge of people involved in providing organ or tissue donation and transplantation services

> public knowledge about, and confidence in, organ or tissue donation and transplantation services.

The Advisory Council is required to meet at least four times a year. The Act requires that the Advisory Council meet at least twice during the Authority’s first six months of operation. The Advisory Council met three times in this period, on 2 April 2009, 27 May 2009 and 30 June 2009.

Remuneration and allowances for the Advisory Council are in line with determinations by the Remuneration Tribunal.

Table 5: Advisory Council membership, meetings and attendance, January—June 2009

Position Name Appointed Meetings held Meetings attended

Chair Mr Sam Chisholm 24.02.2009 3 3

Member Dr David Boadle 24.02.2009 3 1

Member Ms Anne Cahill Lambert AM 24.02.2009 3 3

Member Professor Don Chalmers 24.02.2009 3 3

Member Professor Jeremy Chapman OAM 24.02.2009 3 2

Member Dr Anthony Cross 24.02.2009 3 3

Member Professor Geoff Dobb 24.02.2009 3 3

Member Dr Marisa Herson 24.02.2009 3 3

Member Professor John Horvath AO 24.02.2009 3 3

Member Mr David Koch 24.02.2009 3 3

Member Mrs Rachael Martin 24.02.2009 3 3

Member Dr Gerry O’Callaghan 24.02.2009 3 N/A: leave of absence*

Member Dr Amanda Rischbieth 24.02.2009 3 3

Member Dr Dianne Stephens OAM 24.02.2009 3 2

Member Dr Russell Strong AC 24.02.2009 3 3

* Dr Gerry O’Callaghan’s leave of absence as an Advisory Council member is a result of his undertaking the role of the

Authority’s National Medical Director.


Mr Sam Chisholm (Chairman)

Mr Chisholm has been a Director of Telstra, the Chairman of Foxtel, an Executive Director of News Corporation, Director of the Australian Wool Board, Director of the Victor Chang Cardiac Research Institute, Director of the Chris O’Brien Cancer Centre, Chief Executive and Managing Director of the Nine Network, Chief Executive and Managing Director of British Sky Broadcasting and Executive Director of Publishing and Broadcasting Limited. Mr Chisholm is a recipient of a bilateral lung transplant.

Dr David Boadle (Member)

Dr Boadle graduated in Medicine from the University of Tasmania in 1980 and, following specialty training in Tasmanian and interstate hospitals, practised as a consultant physician specialising in medical oncology and palliative care in the north and north-west of Tasmania from 1988 until 2000. He was the inaugural Medical Director of the hospice in Launceston and from 1993 until 2000 was the Director of Medical Services at St Vincent’s Hospital Launceston. From 2000 to 2002, Dr Boadle was the Deputy Chief Executive (Clinical) of Canberra Hospital. In 2002, he was appointed Chief Health Officer in the Department of Health and Human Services in Tasmania. From 2007 to 2009 he has held the position of Chief Medical Officer in the Department. He will re-enter clinical practice as a Medical Oncologist from September 2009.

Ms Anne Cahill Lambert AM (Member)

Ms Cahill Lambert has credentials as a consumer and community advocate in the health sector. Her focus has been sharpened since the onset of a serious illness that forced her from the workforce five years ago. Since that time she has written and spoken about improvements that can be made to empower patients to be cared for in a dignified and compassionate manner. In particular, she has a focus on the provision of free and uncapped oxygen for patients who need such a consumable and for improved organ donor rates across Australia. She firmly believes that the organ donor sector needs to work in partnership and genuinely with consumers if improvements are to be made. Ms Cahill Lambert’s research interest is governance, which was the topic of her thesis. She is conscious that good governance inevitably leads to quality, highly effective and efficient health care.

Advisory Council Members

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Professor Don Chalmers (Member)

Professor Chalmers is Dean of Law and Director of the Centre for Law and Genetics at the University of Tasmania. He is a Foundation Fellow of the Australian Academy of Law. Professor Chalmers is Chair of the Gene Technology Ethics and Community Consultative Committee, Deputy Chair of the National Health and Medical Research Council (NHMRC) Embryo Research Licensing Committee and a member of the NHMRC Human Genetics Advisory Committee. He was Chair of the NHMRC Australian Health Ethics Committee from 1994 to 2000. Internationally, Professor Chalmers is a member of the Human Genome Organisation Ethics Committee and of the International Cancer Genome Consortium Ethics Committee. Professor Chalmers’ current major research interests are in health law and genetics, research ethics and law reform. His research work involves an examination of the legal and governance arrangements for human tissue bio-banks. He has been Chief Investigator on several Australian Research Council research grant and NHMRC program grant projects.

Professor Jeremy Chapman OAM (Member)

Professor Chapman is a renal physician with a special interest in transplantation. He is Director of Acute Interventional Medicine and Renal Services at Sydney’s Westmead Hospital, Clinical Professor in Medicine at the University of Sydney, Consultant Medical Director to the NSW Australian Red Cross Blood Service Tissue Typing Laboratory, Chairman of the Australian Bone Marrow Donor Registry and the Australian Cord Blood Bank Network, and Past President of the Transplantation Society of Australia and New Zealand. On a global level, Professor Chapman is President of the Transplantation Society, immediate Past President of the World Marrow Donor Association and Chair of the Global Alliance for Transplantation. Professor Chapman’s clinical work is in renal medicine, transplantation of kidney and pancreas and diabetic renal disease and islet transplantation. He is currently pursuing research interests in transplantation, tissue typing and xenotransplantation and has authored over 250 clinical articles.

Professor Geoff Dobb (Member)

Professor Dobb is Director of Critical Care at Royal Perth Hospital and Head of Intensive Care. He is also Clinical Professor in the School of Medicine and Pharmacology at the University of Western Australia. Professor Dobb is a Past President of the Australian and New Zealand Intensive Care Society (ANZICS), the Asia Pacific Association for Critical Care Medicine, and the Australian Medical Association in Western Australia. He is currently Chair of the ANZICS Organ and Tissue Donation Committee, a member of the National Organ Donation Collaborative Advisory Committee, and a member of the Australasian Donor Awareness Program National Education Resource Planning Group.

Dr Anthony Cross (Member)

Dr Cross is an emergency physician and intensivist, based at Box Hill Hospital, Victoria. He is Chair of the Australasian College of Emergency Medicine (ACEM) Scientific Committee.


Dr Marisa Herson (Member)

Dr Herson is Head of the Donor Tissue Bank Victoria. Before taking up her current position, Dr Herson held specialist, management and advisory roles in tissue banking, burns care and plastic and reconstructive surgery in Brazil and Israel.

Professor John Horvath AO (Member)

Professor Horvath is Principal Medical Advisor to the Department of Health and Ageing and was Chief Medical Officer for the Australian Government from 2003 to 2008. Before this, Professor Horvath was a Professor of Renal Medicine at the University of Sydney and a Specialist Renal Physician at the Royal Prince Alfred Hospital. He was awarded an Order of Australia in January 2001 for his services to medicine.

Mr David Koch (Member)

Mr Koch is best known as co-host of the Seven Network’s popular breakfast program Sunrise. His career began as a newspaper finance journalist, which saw him become one of Australia’s leading business journalists and commentators. In 2007, Mr Koch was named Australia’s Best Finance Journalist by the readers of Banking and Finance magazine. In 2007 he was recognised as the Small Business Champion by the Council of Small Business of Australia (COSBOA).

Ms Rachael Martin (Member)

Ms Martin is studying a double degree in education and arts. Concurrent to her studies, Ms Martin dedicates her time to working with children with special needs, providing early intervention, family support services and behaviour management courses. The tragic loss of her brother Ashley Cooper at the Clipsal 500 motor race in 2008 led to Ms Martin’s involvement in and dedication to organ donation. Ashley was an organ donor and was successful in touching many lives as a result of his gift. As a teenager, Ms Martin represented Australia on youth leadership issues in the United States and Canada while visiting the United Nations. She was named Young Citizen of the Year on Australia Day in 2001.

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Dr Amanda Rischbieth (Member)

Dr Rischbieth has extensive experience and expertise in health in senior management, clinical, education and research roles. Dr Rischbieth’s current portfolios include Director of Research at Calvary Health Care Adelaide, Vice President of the Board of Directors of the National Heart Foundation SA, National President of the Australian College of Critical Care Nurses, Coalition of National Nursing Organisations Councillor, Director of ShareLife Australia and member of the Governor’s Leadership Foundation Network Executive.

Dr Dianne Stephens OAM (Member)

Dr Stephens is Director of the Intensive Care Unit and Divisional Director Surgery and Critical Care at the Royal Darwin Hospital. She was awarded the Medal of the Order of Australia for her role in the management of critically ill Bali bombing victims. Dr Stephens established the first organ donation agency in the Northern Territory and has been driving the organ donation agenda, including education and engagement of the Indigenous population in the Northern Territory, since 2001.

Professor Russell Strong AC (Member)

Professor Strong is a graduate of the University of London. He is a hepatobiliary surgeon and pioneer in liver transplantation in Australia, and was a staff specialist at the Princess Alexandra Hospital in Brisbane for over 30 years. Professor Strong has been instrumental in training more than 80 overseas surgeons in advanced hepatobiliary surgery and liver transplantation. He established and performed the first liver transplants in Australia in 1985. Professor Strong developed the ‘Brisbane technique’ of reduced-size liver transplantation for children in 1987 and performed the world’s first successful living related liver transplant in 1989. He has contributed to more than 260 medical literature publications, including authoring 14 book chapters, and was Medical Director of the Queensland Organ and Tissue Agency—Queenslanders Donate—between 2006 and 2009.


5.2 Implementation Group

The Authority has progressed implementation of the national reform package in partnership with the state and territory governments. The Authority is working closely with the Department of Health and Ageing on portfolio-wide issues and providing advice to Ministers.

Following the announcement of the Australian Government’s national reform package in July 2008, the Australian Health Ministers’ Advisory Council agreed to the establishment of an Implementation Group. This group comprises senior representatives from state and territory government health departments.

Its purpose is to provide strategic advice to the Department of Health and Ageing and facilitate the effective implementation of the initiatives at the jurisdictional level. The group met three times before the Authority took over responsibility for implementing the national reform package in March 2009. The Chief Executive Officer of the Authority has chaired the group since then, to allow time for the establishment of ongoing arrangements for jurisdictional representation within the Authority’s governance structure. This will occur in the second half of 2009.

As an advisory body to the Authority’s Chief Executive Officer, the membership comprises:

> Ms Karen Murphy (Chair)

> Professor John Horvath AO (Australian Government)

> Dr Kerry Chant (NSW)

> Mr Geoff Lavender (VIC)

> Professor Andrew Wilson (QLD)

> Professor Geoff Dobb (WA)

> Dr Stephen Christley (SA)

> Dr Craig White (TAS)

> Dr Imogen Mitchell (ACT)

> Dr Dianne Stephens OAM (NT).

The Chief Executive Officer convened four meetings (three teleconferences and one face-to-face) of the Implementation Group between April and June 2009. All jurisdictions were represented by either members or proxies at all meetings, except the ACT on one occasion and the NT on three occasions.

5.3 Expert Advisory Committees

The Authority’s Chief Executive Officer may appoint

expert advisory committees to provide advice on

specific matters, as defined in section 44(1) of the Australian Organ and Tissue Donation and Transplantation Authority Act 2008. Arrangements for representation within this tier of the Authority’s governance structure began during the reporting period. No expert advisory committee appointments were made during the reporting period.

5.4 Audit Committee

The Audit Committee, a central governance element for the Authority, was established by the Authority’s Chief Executive Officer in accordance with section 46 of the FMA Act and the Financial Management and Accountability Orders 2.1.1 and 2.1.2. The role of the Audit Committee is to provide independent assurance and assistance to the Chief Executive Officer to meet the Authority’s responsibilities under the FMA Act, particularly in relation to risk control, compliance frameworks and external accountabilities.

In the reporting period, the Audit Committee comprised three external members: Mr David Koch (Chair), Ms Glenys Roper and Mr Peter Hoefer. Representatives from the Australian National Audit Office and the Authority’s Chief Financial Officer attended committee meetings. An Internal Auditor will attend meetings once appointed.

The Audit Committee met once in the first six months of 2009.

5.5 Grants Committee

The Grants Committee was established by the Chief Executive Officer to provide advice to her on proposals for discretionary grants and to make recommendations accordingly. The Grants Committee comprises Authority, government, community and marketing representatives.

5.6 Executive Committee

The Executive Committee is responsible for high-level corporate strategy, planning and priority setting for the Authority, setting expenditure and funding budgets, and establishing and monitoring necessary governance systems.

At 30 June the Senior Executive Committee comprised the:

> Chief Executive Officer

> National Medical Director

> Chief Financial Officer

> Director of Marketing and Communications.

Part Six:Financial

statements

Part Six:Financial

statements

/ 52


Financials

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AuSTrAliAn OrgAn AnD TiSSue DOnATiOn AnD TrAnSplAnTATiOn AuThOriTy

INCOME STATEMENT for the period ended 30 June 2009

notes 2009 2008

$ $

inCOMe

revenue

Revenue from Government 3A 3,724,000 -

Total revenue 3,724,000 -

gains

Other gains 3B 11,000 -

Total Gains 11,000 -

Total income 3,735,000 -

eXpenSeS

Employee benefits 4A 800,337 -

Suppliers 4B 474,358 -

Depreciation and amortisation 4C 42,302 -

Other expenses - -

Total expenses 1,316,997 -

Surplus (Deficit) attributable to the Australian government 2,418,003 -

The above statement should be read in conjunction with the accompanying notes.


Financials


BALANCE SHEET for the period ended 30 June 2009

notes 2009 2008

$ $

ASSeTS

Financial Assets

Cash and cash equivalents 5A 88,809 -

Trade and other receivables 5B 4,433,368 -

Total financial assets 4,522,177 -

non-Financial Assets

Land and buildings 6A 89,475 -

Infrastructure, plant and equipment 6B 139,782 -

Intangibles 6D 5,546 -

Other non-financial assets 6F - -

Total non-financial assets 234,803 -

Total Assets 4,756,980 -

liABiliTieS

payables

Suppliers 7A 127,291 -

Other payables 7B 186,775 -

Total Payables 314,066 -

provisions

Employee provisions 8A 124,911 -

Other provisions 8B - -

Total provisions 124,911 -

Total liabilities 438,977 -

net Assets 4,318,003 -

eQuiTy

parent entity interest

Contributed equity 1,900,000 -

Reserves

Retained surplus 2,418,003 -

Total Parent Entity Interest 4,318,003 -

Total equity 4,318,003 -

Current Assets 4,522,177 -

non-Current Assets 234,803 -

Current liabilities 314,066 -

non-Current liabilities 124,911 -


/ 56

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Financials


CASH FLOW STATEMENTfor the period ended 30 June 2009

notes 2009 2008

$ $

OperATing ACTiViTieS

Cash received

Appropriations 1,348,939 -

Goods and services - -

Net GST received 37,894 -

Other cash received - -

Total cash received 1,386,833 -

Cash used

Employees 675,427 -

Suppliers 345,493 -

Other cash used - -

Total cash used 1,020,920 -

net cash flows from or (used by) operating activities 9 365,913 -

inVeSTing ACTiViTieS

Cash received

Proceeds from sales of property, plant and equipment - -

Total cash received - -

Cash used

Purchase of property, plant & equipment 236,517 -

Purchase of intangibles 40,587 -

Total cash used 277,104 -

net cash flows from or (used by) investing activities (277,104) -

Net increase or (decrease) in cash held 88,809 -

Cash and cash equivalents at the beginning of the reporting period - -

Cash and cash equivalents at the end of the reporting period 5A 88,809 -


/ 58


SCHEDULE OF COMMITMENTSfor the period ended 30 June 2009

2009 2008

$ $

By Type

Commitments receivable

GST recoverable on commitments 54,643 -

Total commitments receivable 54,643 -

Commitments payable

Operating leases (1) 506,263 -

Other commitments 94,811 -

Total commitments payable 601,074 -

net commitments by type 546,431 -

By MATuriTy

Commitments receivable

Other commitments receivable

One year or less 30,603 -

From one to five years 24,040 -

Over five years - -

Total other commitments receivable 54,643 -

Commitments payable

Operating lease commitments



Over five years - -

Total operating lease commitments 506,263 -

Other commitments



Over five years - -

Total other commitments 94,811 -

net commitments by maturity 546,431 -

NB: Commitments are GST inclusive where relevant.

1. Operating leases included are effectively non-cancellable and comprise:

Leases for office accommodation.

Lease payments are subject to annual increases in accordance with lease agreements. The initial periods of office accommodation leases are still current and each may be renewed for up to five years at the Authority’s option, following a once-off adjustment of rentals to current market levels.


Financials

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/ 60


SCHEDULE OF ADMINISTERED ITEMS for the period ended 30 June 2009

notes 2009 2008

$ $

income administered on behalf of government

as at 30 June 2009

revenue

Taxation revenue

Indirect tax - -

Other taxes - -

Total taxation revenue - -

non-taxation revenue

Sale of goods and rendering of services - -

Other revenue - -

Total non-taxation revenue - -

Total revenues administered on behalf of government - -

gains

Sale of assets - -

Other gains - -

Total gains administered on behalf of government - -

Total income administered on behalf of government - -

expenses administered on behalf of government

for the period ended 30 June 2009

Employee benefits 13A 21,702 -

Suppliers 13B 226,706 -

Subsidies - -

Personal benefits - -

Grants 13C 7,655,995 -

Depreciation and amortisation - -

Finance costs - -

Write-down and impairment of assets - -

Other expenses - -

Total expenses administered on behalf of government 7,904,403 -

This schedule should be read in conjunction with the accompanying notes.


Financials


SCHEDULE OF ADMINISTERED ITEMS for the period ended 30 June 2009

notes 2009 2008

$ $

Assets administered on behalf of government

as at 30 June 2009

Financial assetsCash and cash equivalents 14A 1,925,702 -

Taxation receivables - -

Receivables 14B 5,737,480 -

Investments accounted for using the equity method - -

Other investments - -

Other financial assets - -

Total financial assets 7,663,182 -

non-financial assets

Land and buildings - -

Infrastructure, plant and equipment - -

Investment properties - -

Inventories - -

Intangibles - -

Other non-financial assets - -

Total non-financial assets - -

Assets held for sale - -

Total assets administered on behalf of government 7,663,182 -

liabilities administered on behalf of governmentas at 30 June 2009

payablesSuppliers 15A 72,641 -

Subsidies - -

Personal benefits - -

Grants 15B 7,380,469 -

Other payables 15C 208,774 -

Total payables 7,661,884 -

provisionsEmployee provisions 15D 1,298 -

Taxation refunds provided - -

Australian currency on issue - -

Other provisions - -

Total provisions 1,298 -

Liabilities included in disposal groups held for sale - -

Total liabilities administered on behalf of government 7,663,182 -


/ 62


ADMINISTERED CASH FLOW STATEMENTfor the period ended 30 June 2009

notes 2009 2008

$ $

Administered Cash Flows

as at 30 June 2009

OperATing ACTiViTieS

Cash received

Net GST received - -

Total cash received - -

Cash used

Grant payments 190,526 -

Suppliers 49,524 -

Employees 15,997 -

Other - -

Total cash used 256,047 -

net cash flows from (used by) operating activities (256,047) -

net increase (Decrease) in Cash held (256,047) -

Cash and cash equivalents at the beginning of the reporting period

Cash from Official Public Account for:

– Appropriations 2,181,749 -

– Special accounts - -

– Transfer from other entities (Finance – Whole of Government)

- -

2,181,749 -

Cash to Official Public Account for:

– Appropriations - -

– Special accounts - -

– Transfer from other entities (Finance – Whole of Government)

- -

- -

Cash and cash equivalents at the end of the reporting period 14A 1,925,702 -



Financials


ADMINISTERED COMMITMENTS SCHEDULEfor the period ended 30 June 2009

2009 2008

$ $

By Type

Commitments payable

Capital commitments

Intangibles - -

Total capital commitments - -

Other commitments payable

Other commitments 18,702,052 -

Total other commitments payable 18,702,052 -

net commitments by type 18,702,052 -

By MATuriTy

Commitments payable

Capital commitments

One year or less - -

From one to five years - -

Over five years - -

Total capital commitments - -

Other commitments payable

One year or less 18,702,052 -

From one to five years - -

Over five years - -

Total other commitments 18,702,052 -

net commitments by maturity 18,702,052 -

NB: Commitments are GST inclusive where relevant.

/ 64

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Financials


NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS

Note 1: Summary of Significant Accounting Policies

Note 2: Events after the Balance Sheet Date

Note 3: Income

Note 4: Expenses

Note 5: Financial Assets

Note 6: Non-Financial Assets

Note 7: Payables

Note 8: Provisions

Note 9: Cash Flow Reconciliation

Note 10: Contingent Liabilities and Assets

Note 11: Executive Remuneration

Note 12: Remuneration of Auditors

Note 13: Expenses Administered on Behalf of Government

Note 14: Assets Administered on Behalf of Government

Note 15: Liabilities Administered on Behalf of Government

Note 16: Administered Reconciliation Table

Note 17: Financial Instruments

Note 18: Appropriations

Note 19: Reporting of Outcomes

/ 66


NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTSfor the period ended 30 June 2009

note 1: Summary of Significant Accounting policies

1.1 Objectives of the Australian Organ and Tissue Donation and Transplantation Authority

The Australian Organ and Tissue Donation and Transplantation Authority is an Australian Government controlled entity. The objective of the Authority is to to spearhead and be accountable for a new, best practice, national approach and system to achieve a significant and lasting increase in the number of life saving and transforming transplants for Australians.

With its establishment on 1 January 2009 the Authority did not have an established outcome structure for the 2008–09 financial year. The Authority has been implementing the Australian Government’s National Reform Package to boost the number of life saving transplantations for Australians and will report against a formal outcome structure in 2009–10. The Reform Package has nine elements:

1. New National Approach and System;

2. Specialist Hospital Staff and Systems;

3. Funding for new organ and tissue donation activity in hospitals;

4. National Professional Awareness and Education;

5. Community Awareness and Education;

6. Support for Donor Families;

7. Safe, Equitable and Transparent Transplantation Processes;

8. National Eye and Tissue Donation and Transplantation Network; and

9. Living Donation Programs.

Authority activities are classified as either departmental or administered. Departmental activities involve the use of assets, liabilities, income and expenses controlled or incurred by the Authority in its own right. Administered activities involve the management or oversight by the Authority, on behalf of the Government, of items controlled or incurred by the Government.

The Authority conducts the following administered activities:

• coordinating and supporting a national network of in-hospital medical directors and senior nurses whose primary function and responsibility will be to promote organ donation, implement the national systems at a local level, and improve donation rates;

• overseeing the Organ and Tissue Donation Agencies which manage the organ donation process at the state and territory level according to consistent national protocols and systems set by the Authority;

• introducing and managing a world-class national data and reporting system;

• working closely with clinical organisations and peak professional bodies in the development of consistent national clinical practice protocols covering the organ donation process, organ allocation and waiting list management;

• managing a leading edge national education and training program for health professionals;

• leading ongoing national community awareness and education programs;

• establishing a national network to manage eye and tissue donation, retrieval, processing, storage and transplantation; and


Financials



note 1: Summary of Significant Accounting policies (cont.)

• Managing funding agreements with each state and territory government to support the additional staffing, bed and other infrastructure costs associated with organ and tissue donation.

The continued existence of the Authority in its present form and with its present programs is dependent on Government policy and on continuing appropriations by Parliament for the Authority’s administration and programs.

1.2 Basis of preparation of the Financial report

The financial statements and notes are required by section 49 of the Financial Management and Accountability Act 1997 and are a general purpose financial report.

The Financial Statements and notes have been prepared in accordance with:

• Finance Minister’s Orders (or FMO) for reporting periods ending on or after 1 July 2008; and

• Australian Accounting Standards and Interpretations issued by the Australian Accounting Standards Board (AASB) that apply for the reporting period.

The financial report has been prepared on an accrual basis and is in accordance with the historical cost convention, except for certain assets at fair value. Except where stated, no allowance is made for the effect of changing prices on the results or the financial position.

The financial report is presented in Australian dollars and values are rounded to the nearest dollar unless otherwise specified.

Unless an alternative treatment is specifically required by an accounting standard or the FMO, assets and liabilities are recognised in the balance sheet when and only when it is probable that future economic benefits will flow to the entity or a future sacrifice of economic benefits will be required and the amounts of the assets or liabilities can be reliably measured. However, assets and liabilities arising under Agreements Equally Proportionately Unperformed are not recognised unless required by an accounting standard. Liabilities and assets that are unrecognised are reported in the schedule of commitments and the schedule of contingencies.

Unless alternative treatment is specifically required by an accounting standard, income and expenses are recognised in the income statement when and only when the flow, consumption or loss of economic benefits has occurred and can be reliably measured.

Administered revenues, expenses, assets and liabilities and cash flows reported in the Schedule of Administered Items and related notes are accounted for on the same basis and using the same policies as for departmental items, except where otherwise stated at Note 1.21.

1.3 Significant Accounting Judgements and estimates

No accounting judgements or estimates have been identified that have a significant impact on the amounts recorded in the financial statements or that have a significant risk of causing a material adjustment to carrying amounts of assets and liabilities within the next accounting period.

/ 68




1.4 Changes in Australian Accounting Standards

Adoption of New Australian Accounting Standard Requirements

No accounting standard has been adopted earlier than the application date as stated in the standard.

The following new standards and amendments to standards are applicable to the current reporting period:

AASB 1 First-time Adoption of Australian Equivalents to International Financial Reporting Standards (June 2007)

AASB 3 Business Combinations (December 2007)

AASB 5 Non-current Assets Held for Sale and Discontinued Operations

AASB 7 Financial Instruments: Disclosures

AASB 101 Presentation of Financial Statements (Dec 2007)

AASB 114 Segment Reporting

AASB 116 Property, Plant and Equipment

AASB 127 Consolidated and Separate Financial Statements (Dec 2007)

AASB 137 Provisions, Contingent Liabilities and Contingent Assets

AASB 139 Financial Instruments: Recognition and Measurement

AASB 1004 Contributions

AASB 1048 Interpretation and Application of Standards

AASB 1049 Whole of Government and General Government Sector Financial Reporting

AASB 1050 Administered Items

AASB 1051 Land Under Roads

AASB 1052 Disaggregated Disclosures

AASB 2007-2 Amendments to Australian Accounting Standards arising from AASB Interpretation 12

[AASB 1, AASB 117, AASB 118, AASB 120, AASB 121, AASB 127, AASB 131 & AASB 139]

AASB 2007-9 Amendments to Australian Accounting Standards arising from the Review of AASs 27,

29 and 31 [AASB 3, AASB 5, AASB 8, AASB 101, AASB 114, AASB 116, AASB 127 & AASB 137]

AASB 2008-10 Amendments to Australian Accounting Standards – Reclassification of Financial Assets

AASB 2008-12 Amendments to Australian Accounting Standards – Reclassification of Financial Assets

– Effective Date and Transition [AASB 7, AASB 139 & AASB 2008-10]

AASB 2009-3 Amendments to Australian Accounting Standards – Embedded Derivatives [AASB 139 & Interpretation 9]


Financials




Interp 4 Determining whether an Arrangement contains a Lease

Interp 12 Service Concession Arrangements (Feb 2007)

Interp 13 Customer Loyalty Programmes

Interp 14 AASB 119 – The Limit on a Defined Benefit Asset, Minimum Funding Requirements and their Interaction

Interp 129 Service Concession Arrangements: Disclosures

Interp 1038 Contributions by Owners Made to Wholly-Owned Public Sector Entities

Future Australian Accounting Standard Requirements

The following new standards, amendments to standards or interpretations have been issued by the Australian Accounting Standards Board but are effective for future reporting periods. It is estimated that the impact of adopting these pronouncements when effective will have no material financial impact on future reporting periods.

AASB 1 First-time Adoption of Australian Equivalents to International Financial Reporting Standards (May 2009)

AASB 3 Business Combinations (Mar 2008)

AASB 8 Operating Segments

AASB 101 Presentation of Financial Statements (Sep 2007)

AASB 123 Borrowing Costs

AASB 127 Consolidated and Separate Financial Statements (Mar 2008)

AASB 1039 Concise Financial Reports

AASB 2007-3 Amendments to Australian Accounting Standards arising from AASB 8 [AASB 5,

AASB 6, AASB 102, AASB 107, AASB 119, AASB 127, AASB 134, AASB 136,

AASB 1023 & AASB 1038]

AASB 2007-6 Amendments to Australian Accounting Standards arising from AASB 123 [AASB 1,

AASB 101, AASB 107, AASB 111, AASB 116 & AASB 138 and Interpretations 1 & 12]

AASB 2007-8 Amendments to Australian Accounting Standards arising from AASB 101

AASB 2007-10 Further Amendments to Australian Accounting Standards arising from AASB 101

AASB 2008-1 Amendments to Australian Accounting Standard – Share-based Payments: VestingConditions and Cancellations [AASB 2]

AASB 2008-2 Amendments to Australian Accounting Standards – Puttable Financial Instruments and Obligations arising on Liquidation [AASB 7, AASB 101, AASB 132, AASB 139 & Interpretation 2]

AASB 2008-3 Amendments to Australian Accounting Standards arising from AASB 3 and AASB 127 [AASBs 1, 2, 4, 5, 7, 101, 107, 112, 114, 116, 121, 128, 131, 132, 133, 134, 136, 137, 138 & 139 and Interpretations 9 & 107]

/ 70




AASB 2008-5 Amendments to Australian Accounting Standards arising from the Annual Improvements Project [AASB 5, 7, 101, 102, 107, 108, 110, 116, 118, 119, 120, 123, 127, 128, 129, 131, 132, 134, 136, 138, 139, 140, 141, 1023 & 1038]

AASB 2008-6 Further Amendments to Australian Accounting Standards arising from the Annual Improvements Project [AASB 1 & AASB 5]

AASB 2008-7 Amendments to Australian Accounting Standards – Cost of an Investment in a Subsidiary, Jointly Controlled Entity or Associate [AASB 1, AASB 118, AASB 121, AASB 127 & AASB 136]

AASB 2008-8 Amendments to Australian Accounting Standards – Eligible Hedged Items [AASB 139]

AASB 2008-9 Amendments to AASB 1049 for Consistency with AASB 101

AASB 2008-11 Amendments to Australian Accounting Standard – Business Combinations Among Not-for-Profit Entities [AASB 3]

AASB 2008-13 Amendments to Australian Accounting Standards arising from AASB Interpretation 17 – Distributions of Non-cash Assets to Owners [AASB 5 & AASB 110]

AASB 2009-1 Amendments to Australian Accounting Standards – Borrowing Costs of Not-for-Profit Public Sector Entities [AASB 1, AASB 111 & AASB 123]

AASB 2009-2 Amendments to Australian Accounting Standards – Improving Disclosures about Financial Instruments [AASB 4, AASB 7, AASB 1023 & AASB 1038]

AASB 2009-4 Amendments to Australian Accounting Standards arising from the Annual Improvements Project [AASB 2 and AASB 138 and AASB Interpretations 9 & 16]

AASB 2009-5 Further Amendments to Australian Accounting Standards arising from the Annual Improvements Project [AASB 5, 8, 101, 107, 117, 118, 136 & 139]

Interp 1 Changes in Existing Decommissioning, Restoration and Similar Liabilities

Interp 12 Service Concession Arrangements (June 2007)

Interp 15 Agreements for the Construction of Real Estate

Interp 16 Hedges of a Net Investment in a Foreign Operation

Interp 17 Distributions of Non-cash Assets to Owners

Interp 18 Transfers of Assets from Customers

1.5 revenue

Revenue from Government

Amounts appropriated for departmental output appropriations for the year (adjusted for any formal additions and reductions) are recognised as revenue when the Authority gains control of the appropriation, except for certain amounts that relate to activities that are reciprocal in nature, in which case revenue is recognised only when it has been earned.

Appropriations receivable are recognised at their nominal amounts.


Financials




Resources Received Free of Charge

Resources received free of charge are recognised as revenue when, and only when, a fair value can be reliably determined and the services would have been purchased if they had not been donated. Use of those resources is recognised as an expense.

Contributions of assets at no cost of acquisition or for nominal consideration are recognised as gains at their fair value when the asset qualifies for recognition, unless received from another Government agency or authority as a consequence of a restructuring of administrative arrangements (refer to Note 1.6 ).

Resources received free of charge are recorded as either revenue or gains depending on their nature, that is, whether they have been generated in the ordinary course of the activities of the Authority.

Other Types of Revenue

Revenue from the sale of goods is recognised when:

• the risks and rewards of ownership have been transferred to the buyer;

• the seller retains no managerial involvement nor effective control over the goods;

• the revenue and transaction costs incurred can be reliably measured; and

• it is probable that the economic benefits associated with the transaction will flow to the entity.

Revenue from rendering of services is recognised by reference to the stage of completion of contracts at the reporting date. The revenue is recognised when:

• the amount of revenue, stage of completion and transaction costs incurred can be reliably measured; and

• the probable economic benefits associated with the transaction will flow to the entity.

The stage of completion of contracts at the reporting date is determined by reference to services performed to date as a percentage of total services to be performed.

Receivables for goods and services, which have 30 day terms, are recognised at the nominal amounts due less any impairment allowance account. Collectability of debts is reviewed at balance date. Allowances are made when collectability of the debt is no longer probable.

Interest revenue is recognised using the effective interest method as set out in AASB 139 Financial Instruments: Recognition and Measurement.

1.6 gains

Other Resources Received Free of Charge

Resources received free of charge are recognised as gains when, and only when, a fair value can be reliably determined and the services would have been purchased if they had not been donated. Use of those resources is recognised as an expense.

Contributions of assets at no cost of acquisition or for nominal consideration are recognised as gains at their fair value when the asset qualifies for recognition, unless received from another Government agency or authority as a consequence of a restructuring of administrative arrangements (Refer to Note 1.7 ).

/ 72




Resources received free of charge are recorded as either revenue or gains depending on their nature.

Sale of Assets

Gains from disposal of non-current assets is recognised when control of the asset has passed to the buyer.

1.7 Transactions with the government as Owner

Equity Injections

Amounts appropriated which are designated as ‘equity injections’ for a year (less any formal reductions) are recognised directly in contributed equity in that year.

Restructuring of Administrative Arrangements

Net assets received from or relinquished to another Australian Government agency or authority under a restructuring of administrative arrangements are adjusted at their book value directly against contributed equity.

Other Distributions to Owners

The FMOs require that distributions to owners be debited to contributed equity unless in the nature of a dividend.

1.8 employee Benefits

Liabilities for services rendered by employees are recognised at the reporting date to the extent that they have not been settled.

Liabilities for ‘short-term employee benefits’ (as defined in AASB 119 Employee Benefits) and termination benefits due within twelve months of balance date are measured at their nominal amounts.

The nominal amount is calculated with regard to the rates expected to be paid on settlement of the liability.

All other employee benefit liabilities are measured at the present value of the estimated future cash outflows to be made in respect of services provided by employees up to the reporting date.

Leave

The liability for employee benefits includes provision for annual leave and long service leave. No provision has been made for sick leave as all sick leave is non-vesting and the average sick leave taken in future years by employees of the Authority is estimated to be less than the annual entitlement for sick leave.

The leave liabilities are calculated on the basis of employees’ remuneration at the estimated salary rates that applied at the time the leave is taken, including the Authority’s employer superannuation contribution rates to the extent that the leave is likely to be taken during service rather than paid out on termination.


Financials




The liability for long service leave has been determined by the Australian Government shorthand method.

Superannuation

Staff of the Authority are members of the Commonwealth Superannuation Scheme (CSS), the Public Sector Superannuation Scheme (PSS) or the PSS accumulation plan (PSSap).

The CSS and PSS are defined benefit schemes for the Australian Government. The PSSap is a defined contribution scheme.

The liability for defined benefits is recognised in the financial statements of the Australian Government and is settled by the Australian Government in due course. This liability is reported by the Department of Finance and Deregulation as an administered item.

The Authority makes employer contributions to the employee superannuation scheme at rates determined by an actuary to be sufficient to meet the current cost to the Government of the superannuation entitlements of the Authority’s employees. The Authority accounts for the contributions as if they were contributions to defined contribution plans.

The liability for superannuation recognised as at 30 June represents outstanding contributions for the final fortnight of the year.

1.9 leases

A distinction is made between finance leases and operating leases. Finance leases effectively transfer from the lessor to the lessee substantially all the risks and rewards incidental to ownership of leased non-current assets. An operating lease is a lease that is not a finance lease. In operating leases, the lessor effectively retains substantially all such risks and benefits.

Where a non-current asset is acquired by means of a finance lease, the asset is capitalised at either the fair value of the lease property or, if lower, the present value of minimum lease payments at the inception of the contract and a liability is recognised at the same time and for the same amount.

The discount rate used is the interest rate implicit in the lease. Leased assets are amortised over the period of the lease. Lease payments are allocated between the principal component and the interest expense.

Operating lease payments are expensed on a straight-line basis which is representative of the pattern of benefits derived from the leased assets.

1.10 Borrowing Costs

All borrowing costs are expensed as incurred.

1.11 Cash

Cash and cash equivalents includes notes and coins held and any deposits in bank accounts with an original maturity of 3 months or less that are readily convertible to known amounts of cash and subject to insignificant risk of changes in value. Cash is recognised at its nominal amount.

/ 74




1.12 Financial Assets

The Authority classifies its financial assets in the following categories:

• financial assets at fair value through profit or loss;

• held-to-maturity investments;

• available-for-sale financial assets; and

• loans and receivables.

The classification depends on the nature and purpose of the financial assets and is determined at the time of initial recognition.

Financial assets are recognised and derecognised upon ‘trade date’.

Effective Interest Method

The effective interest method is a method of calculating the amortised cost of a financial asset and of allocating interest income over the relevant period. The effective interest rate is the rate that exactly discounts estimated future cash receipts through the expected life of the financial asset, or, where appropriate, a shorter period.

Income is recognised on an effective interest rate basis except for financial assets that are recognised at fair value through profit or loss.

Financial Assets at Fair Value Through Profit or Loss

Financial assets are classified as financial assets at fair value through profit or loss where the financial assets:

• have been acquired principally for the purpose of selling in the near future;

• are a part of an identified portfolio of financial instruments that the Authority manages together and has a recent actual pattern of short-term profit-taking; or

• are derivatives that are not designated and effective as a hedging instrument.

Assets in this category are classified as current assets.

Financial assets at fair value through profit or loss are stated at fair value, with any resultant gain or loss recognised in profit or loss. The net gain or loss recognised in profit or loss incorporates any interest earned on the financial asset.

Available-for-Sale Financial Assets

Available-for-sale financial assets are non-derivatives that are either designated in this category or not classified in any of the other categories. They are included in non-current assets unless management intends to dispose of the asset within 12 months of the balance sheet date.

Available-for-sale financial assets are recorded at fair value. Gains and losses arising from changes in fair value are recognised directly in the reserves (equity) with the exception of impairment losses. Interest is calculated using the effective interest method and foreign exchange gains and losses on monetary assets are recognised directly in profit or loss. Where the asset is disposed of or is determined to be impaired, part (or all) of the cumulative gain or loss previously recognised in the reserve is included in profit for the period.


Financials




Where a reliable fair value cannot be established for unlisted investments in equity instruments cost is used. The Australian Organ and Tissue Donation and Transplantation Authority has no such instruments.

Held-to-Maturity Investments

Non-derivative financial assets with fixed or determinable payments and fixed maturity dates that the group has the positive intent and ability to hold to maturity are classified as held-to-maturity investments. Held-to-maturity investments are recorded at amortised cost using the effective interest method less impairment, with revenue recognised on an effective yield basis.

Loans and Receivables

Trade receivables, loans and other receivables that have fixed or determinable payments that are not quoted in an active market are classified as ‘loans and receivables’. They are included in current assets, except for maturities greater than 12 months after the balance sheet date. These are classified as non current assets. Loans and receivables are measured at amortised cost using the effective interest method less impairment. Interest is recognised by applying the effective interest rate.

Impairment of Financial Assets

Financial assets are assessed for impairment at each balance date.

• financial assets held at amortised cost – if there is objective evidence that an impairment loss has been incurred for loans and receivables or held to maturity investments held at amortised cost, the amount of the loss is measured as the difference between the asset’s carrying amount and the present value of estimated future cash flows discounted at the asset’s original effective interest rate. The carrying amount is reduced by way of an allowance account. The loss is recognised in the income statement.

• available-for-sale financial assets – if there is objective evidence that an impairment loss on an available-for-sale financial asset has been incurred, the amount of the difference between its cost, less principal repayments and amortisation, and its current fair value, less any impairment loss previously recognised in expenses, is transferred from equity to the income statement.

• available-for-sale financial assets (held at cost) – if there is objective evidence that an impairment loss has been incurred the amount of the impairment loss is the difference between the carrying amount of the asset and the present value of the estimated future cash flows discounted at the current market rate for similar assets.

1.13 Financial liabilities

Financial liabilities are classified as either financial liabilities ‘at fair value through profit or loss’ or other financial liabilities.

Financial liabilities are recognised and derecognised upon ‘trade date’.

Financial liabilities at Fair Value Through Profit or Loss

Financial liabilities at fair value through profit or loss are initially measured at fair value. Subsequent fair value adjustments are recognised in profit or loss. The net gain or loss recognised in profit or loss incorporates any interest paid on the financial liability.

/ 76




Other Financial Liabilities

Other financial liabilities, including borrowings, are initially measured at fair value, net of transaction costs.

Other financial liabilities are subsequently measured at amortised cost using the effective interest method, with interest expense recognised on an effective yield basis.

The effective interest method is a method of calculating the amortised cost of a financial liability and of allocating interest expense over the relevant period. The effective interest rate is the rate that exactly discounts estimated future cash payments through the expected life of the financial liability, or, where appropriate, a shorter period.

Supplier and Other Payables

Supplier and other payables are recognised at amortised cost. Liabilities are recognised to the extent that the goods or services have been received (and irrespective of having been invoiced).

1.14 Contingent liabilities and Contingent Assets

Contingent Liabilities and Contingent Assets are not recognised in the Balance Sheet but are reported in the relevant schedules and notes. They may arise from uncertainty as to the existence of a liability or asset or represent an asset or liability in respect of which the amount cannot be reliably measured. Contingent assets are disclosed when settlement is probable but not virtually certain and contingent liabilities are disclosed when settlement is greater than remote.

At 30 June 2009 the Authority had no contingent assets or liabilities to report.

1.15 Financial guarantee Contracts

Financial guarantee contracts are accounted for in accordance with AASB 139 Financial Instruments: Recognition and Measurement. They are not treated as a contingent liability, as they are regarded as financial instruments outside the scope of AASB 137 Provisions, Contingent Liabilities and Contingent Assets.

1.16 Acquisition of Assets

Assets are recorded at cost on acquisition except as stated below. The cost of acquisition includes the fair value of assets transferred in exchange and liabilities undertaken. Financial assets are initially measured at their fair value plus transaction costs where appropriate.

Assets acquired at no cost, or for nominal consideration, are initially recognised as assets and income at their fair value at the date of acquisition, unless acquired as a consequence of restructuring of administrative arrangements. In the latter case, assets are initially recognised as contributions by owners at the amounts at which they were recognised in the transferor agency’s accounts immediately prior to the restructuring.


Financials




1.17 property, plant and equipment

Asset Recognition Threshold

Purchases of property, plant and equipment are recognised initially at cost in the Balance Sheet, except for purchases costing less than $1,000 which are expensed in the year of acquisition (other than where they form part of a group of similar items which are significant in total).

The initial cost of an asset includes an estimate of the cost of dismantling and removing the item and restoring the site on which it is located. This is particularly relevant to ‘makegood’ provisions in property leases taken up by the Authority where there exists an obligation to restore the property to its original condition. These costs are included in the value of the Authority’s leasehold improvements with a corresponding provision for the ‘makegood’ recognised.

Revaluations

Fair values for each class of asset are determined as shown below:

Asset Class Fair Value Measured at:Leasehold improvements Depreciated replacement cost

Infrastructure, plant and equipment Market selling price

Following initial recognition at cost, property, plant and equipment are carried at fair value less subsequent accumulated depreciation and accumulated impairment losses. Valuations are conducted with sufficient frequency to ensure that the carrying amounts of assets do not differ materially from the assets’ fair values as at the reporting date. The regularity of independent valuations depends upon the volatility of movements in market values for the relevant assets.

Revaluation adjustments are made on a class basis. Any revaluation increment is credited to equity under the heading of asset revaluation reserve except to the extent that it reverses a previous revaluation decrement of the same asset class that was previously recognised through operating result. Revaluation decrements for a class of assets are recognised directly through operating result except to the extent that they reverse a previous revaluation increment for that class.

Any accumulated depreciation as at the revaluation date is eliminated against the gross carrying amount of the asset and the asset restated to the revalued amount.

Depreciation

Depreciable property plant and equipment assets are written-off to their estimated residual values over their estimated useful lives to the Authority using, in all cases, the straight-line method of depreciation. Leasehold improvements are depreciated over the lesser of the estimated useful life of the improvements or the unexpired period of the lease.

Depreciation rates (useful lives), residual values and methods are reviewed at each reporting date and necessary adjustments are recognised in the current, or current and future reporting periods, as appropriate.

/ 78




Depreciation rates applying to each class of depreciable asset are based on the following useful lives:

2009 2008

Leasehold improvements lease term Lease term

Plant and Equipment 3 to 5 years 3 to 5 years

Impairment

All assets are assessed for impairment at 30 June 2009. Where indications of impairment exist, the asset’s recoverable amount is estimated and an impairment adjustment made if the asset’s recoverable amount is less than its carrying amount.

The recoverable amount of an asset is the higher of its fair value less costs to sell and its value in use. Value in use is the present value of the future cash flows expected to be derived from the asset. Where the future economic benefit of an asset is not primarily dependent on the asset’s ability to generate future cash flows, and the asset would be replaced if the Australian Organ and Tissue Donation and Transplantation Authority were deprived of the asset, its value in use is taken to be its depreciated replacement cost.

1.18 intangibles

The Authority’s intangibles comprise software for internal use. These assets are carried at cost less accumulated amortisation and accumulated impairment losses.

Software is amortised on a straight-line basis over its anticipated useful life. The useful lives of the Authority’s software are 1 to 3 years (2007–08: 1 to 3 years).

All software assets were assessed for indications of impairment as at 30 June 2009. None were found to be imparied.

1.19 inventories

Inventories held for sale are valued at the lower of cost and net realisable value.

Inventories held for distribution are valued at cost, adjusted for any loss of service potential.

Costs incurred in bringing each item of inventory to its present location and condition are assigned as follows:

• raw materials and stores – purchase cost on a first-in-first-out basis; and

• finished goods and work-in-progress – cost of direct materials and labour plus attributable costs that can be allocated on a reasonable basis.

Inventories acquired at no cost or nominal consideration are initially measured at current replacement cost at the date of acquisition.

1.20 Taxation

The Authority is exempt from all forms of taxation except Fringe Benefits Tax (FBT) and the Goods and Services Tax (GST).


Financials




Revenues, expenses and assets are recognised net of GST:

• except where the amount of GST incurred is not recoverable from the Australian Taxation Office; and

• except for receivables and payables.

1.21 reporting of Administered Activities

Administered revenues, expenses, assets, liabilities and cash flows are disclosed in the schedule of administered items and related notes.

Except where otherwise stated below, administered items are accounted for on the same basis and using the same policies as for departmental items, including the application of Australian Accounting Standards.

Grants and Subsidies

The Authority administers a number of grant and subsidy schemes on behalf of the Government.

Grant and subsidy liabilities are recognised to the extent that (i) the services required to be performed by the grantee have been performed or (ii) the grant eligibility criteria have been satisfied, but payments due have not been made. A commitment is recorded when the Government enters into an agreement to make these grants but services have not been performed or criteria satisfied.

note 2: events After the Balance Sheet Date

There were no events occuring after the Balance Sheet date.

/ 80



note 3: income

2009 2008

Revenue $ $

note 3A: revenue from government

Appropriations:

Departmental Outputs 3,724,000 -

Total revenue from Government 3,724,000 -

Gains

note 3B: Other gains

Resources received free of charge 11,000 -

Total other gains 11,000 -

Resources received free of charge are for services provided by the Australian National Audit Office (ANAO) for the end of financial year statement audit.


Financials



note 4: expenses

2009 2008

$ $

note 4A: employee Benefits

Wages and salaries 554,644 -

Superannuation

Defined contribution plans 65,460 -

Defined benefit plans - -

Leave and other entitlements 67,676 -

Separation and redundancies - -

Other employee benefits 112,558 -

Total employee benefits 800,338 -

note 4B: Suppliers

Provision of goods – external parties 94,786 -

Provision of services – related entities 11,000 -

Provision of services – external parties 356,609 -

Operating lease rentals:

Minimum lease payments - -

Contingent rentals - -

Sublease - -

Workers compensation premiums 11,963 -

Total supplier expenses 474,358 -

note 4C: Depreciation and Amortisation

Depreciation:

Leasehold Improvements 109 -

Infrastructure, plant & equipment 7,151 -

Total depreciation 7,260 -

Amortisation:

Intangibles:

Computer software 35,041 -

Internally developed software – in use - -

Total amortisation 35,041 -

Total depreciation and amortisation 42,302 -

/ 82



note 5: Financial Assets

2009 2008

$ $

note 5A: Cash and cash equivalents

Cash on hand or on deposit 88,809 -

Total cash and cash equivalents 88,809 -

note 5B: Trade and other receivables


Total goods and services receivable - -

Appropriations receivable:

for existing outputs 4,275,061 -

Total appropriations receivable 4,275,061 -

GST receivable from the Australian Taxation Office 81,776 -

Other:

Other receivables 76,531 -

Total other receivables 76,531 -

Total trade and other receivables (gross) 4,433,368 -

Less Allowance for Doubtful Debts:


Other - -

Total trade and other receivables (net) 4,433,368 -

Receivables are represented by:

Current 4,433,368 -

Non-current - -

Total trade and other receivables (net) 4,433,368 -

Receivables are aged as follows:

Not overdue 4,433,368 -

Overdue by:

Less than 30 days - -

30 to 60 days - -

61 to 90 days - -

More than 90 days - -

Total receivables (gross) 4,433,368 -

Credit terms are net 30 days.


Financials



note 6: non-Financial Assets

2009 2008

$ $

note 6A: land and Buildings

Leasehold improvements

– fair value 89,584 -

– accumulated depreciation (109) -

Total leasehold improvements 89,475 -

Total land and buildings (non-current) 89,475 -

note 6B: infrastructure, plant and equipment

Infrastructure, plant and equipment:

– gross carrying value (at fair value) 146,934 -

– accumulated depreciation (7,151) -

Total infrastructure, plant and equipment 139,782 -

Furniture and fittings:

– fair value - -

– accumulated depreciation - -

Total furniture and fittings - -

Total infrastructure, plant and equipment (non-current) 139,782 -

/ 84

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/ 86




2009 2008

$ $

Note 6D: Intangible Assets

Computer software at cost 40,587 -

Accumulated amortisation (35,041) -

Total computer software at cost 5,546 -

Internally developed software – in use - -

Accumulated amortisation - -

Total internally developed software – in use - -

Internally developed – in progress - -

Accumulated amortisation - -

Total internally developed software – in progress - -

Total intangibles (non-current) 5,546 -


Financials

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(200

8–20

09)

item

Com

pute

r so

ftw

are

inte

rnal

ly d

evel

oped

C

ompu

ter

soft

war

e pu

rch

ased

T

otal

$

$

$

As

at 1

July

200

8

Gro

ss b

ook

valu

e -

- -

Acc

um

ula

ted

depr

ecia

tion

/am

orti

sati

on -

- -

net

boo

k va

lue

1 Ju

ly 2

008

- -

-

Add

itio

ns:

by p

urc

has

e or

inte

rnal

ly d

evel

oped

- 4

0,58

7 4

0,58

7

Am

orti

sati

on -

(35,

041)

(35,

041)

Impa

irm

ents

reco

gnis

ed in

th

e op

erat

ing

resu

lt -

- -

Oth

er m

ovem

ents

:

capi

talis

atio

n o

f int

ern

ally

dev

elop

ed s

oftw

are

- -

-

net

boo

k va

lue

30 Ju

ne

2009

- 5

,546

5

,546

net

boo

k va

lue

as o

f 30

Jun

e 20

09 re

pres

ente

d by

:

Gro

ss b

ook

valu

e -

40,

587

40,

587

Acc

um

ula

ted

depr

ecia

tion

/am

orti

sati

on a

nd

impa

irm

ent

- (3

5,04

1) (3

5,04

1)

- 5

,546

5

,546

/ 88

Au

STr

Ali

An

Or

gA

n A

nD

TiS

Sue

DO

nAT

iOn

An

D T

rA

nSp

lAn

TATi

On

Au

ThO

riT

y

NO

TES

TO A

ND

FO

RMIN

G P

ART

OF

THE

FIN

AN

CIA

L ST

ATEM

ENTS

for

the

peri

od e

nded

30

June

200

9

not

e 6:

non

-Fin

anci

al A

sset

s

not

e 6e

: int

angi

ble

Ass

ets

TAB

LE B

– R

econ

cilia

tion

of

the

Ope

ning

and

Clo

sing

Bal

ance

s of

Inta

ngib

les

(200

7–20

08)

item

Com

pute

r so

ftw

are

inte

rnal

ly d

evel

oped

C

ompu

ter

soft

war

e pu

rch

ased

T

otal

$

$

$

As

at 1

July

200

7

Gro

ss b

ook

valu

e -

- -

Acc

um

ula

ted

depr

ecia

tion

/am

orti

sati

on -

- -

net

boo

k va

lue

1 Ju

ly 2

007

- -

-

Add

itio

ns:

by p

urc

has

e or

inte

rnal

ly d

evel

oped

- -

-

Am

orti

sati

on -

- -

Impa

irm

ents

reco

gnis

ed in

th

e op

erat

ing

resu

lt -

- -

Oth

er m

ovem

ents

:

capi

talis

atio

n o

f int

ern

ally

dev

elop

ed s

oftw

are

- -

-

net

boo

k va

lue

30 Ju

ne

2008

- -

-

net

boo

k va

lue

as o

f 30

Jun

e 20

08 re

pres

ente

d by

:

Gro

ss b

ook

valu

e -

- -

Acc

um

ula

ted

depr

ecia

tion

/am

orti

sati

on a

nd

impa

irm

ent

- -

-

- -

-


Financials




2009 2008

$ $

note 6F: Other non-financial assets

Prepayments - -

Total other non-financial assets - -

All other non-financial assets are current assets.

/ 90



note 7: payables

2009 2008

$ $

note 7A: Suppliers

Trade Creditors 127,291 -

Total supplier payables 127,291 -

Supplier payables are represented by:

Current 127,291 -

Non-current - -

Total supplier payables 127,291 -

Settlement is usually made net 30 days.

note 7B: Other payables

Salaries and wages 26,905 -

Superannuation 3,515 -

Other 156,355 -

Total other payables 186,775 -

All other payables are current liabilities.


Financials



note 8: provisions

2009 2008

$ $

note 8A: employee provisions

Leave 124,911 -

Total employee provisions 124,911 -

Employee provisions are represented by:

Current 124,911 -

Non-current - -


/ 92



note 9: Cash Flow reconciliation

2009 2008

$ $

reconciliation of cash and cash equivalents as per Balance Sheet to Cash Flow Statement

report cash and cash equivalents as per:

Cash Flow Statement 88,809 -

Balance Sheet 88,809 -

Difference - -

reconciliation of operating result to net cash from operating activities:

Operating result 2,418,003 -

Depreciation/amortisation 42,302 -

Net write-down of non-financial assets - -

Loss on disposal of assets - -

Found Assets - -

Write-back of provision for make good - -

Deterioration of financial condition of guarantee during period - -

Foreign exchange - -

(Increase)/ decrease in net receivables (2,533,369) -

(Increase)/ decrease in inventories - -

(Increase)/ decrease in prepayments - -

(Increase)/ decrease in accrued revenue - -

Increase/ (decrease) in employee provisions 124,911 -

Increase/ (decrease) in supplier payables 127,291 -

Increase/ (decrease) in GST payable - -

Increase/ (decrease) in accrued expenses 186,775 -

Increase/ (decrease) in appropriation deferred - -

Increase/ (decrease) in other provisions - -

Increase/ (decrease) in tax liabilities - -

Increase/ (decrease) in competitive neutrality payable - -

Net cash from/ (used by) operating acitivites 365,913 -


Financials



note 10: Contingent liabilities and Assets

Quantifiable Contingencies

The Authority had no quantifiable contingencies at reporting date.

Unquantifiable Contingencies

The Authority had no unquantifiable contingencies at reporting date.

Remote Contingencies

The Authority had no remote contingencies at reporting date.

/ 94



note 11: Senior executive remuneration

2009 2008

The number of senior executives who received or were due to receive total remuneration of $130,000 or more:

$175,000 to $189,999 1 -

Total 1 -

The aggregate amount of total remuneration of senior executives shown above. $ 175,000 $ -

The aggregate amount of separation and redundancy/termination benefit payments during the year to executives shown above. $ - $ -

In accordance with the Finance Ministers Orders, executive remuneration includes wages and salaries, allowances, annual leave, back pay, bonuses, commissions, director’s fees, employee share incentive plans, fringe benefits, health insurance, incentives.

note 12: remuneration of Auditors

2009 2008

$ $

Financial statement audit services are provided free of charge to the Authority.

The fair value of services provided was: 11,000 -

11,000 -

No other services were provided by the Auditor-General.


Financials



note 13: expenses Administered on Behalf of government

2009 2008

$ $

Expenses

note 13A: employee Benefits

Wages and salaries 7,033 -

Superannuation:

Defined contribution plans 1,183 -

Defined benefit plans - -

Leave and other entitlements 1,087 -

Separations and redundancies - -

Other employee expenses 12,399 -

Total employee benefits expense 21,702 -

note 13B: Suppliers

Provision of goods – related entities - -

Provision of goods – external parties 486 -

Rendering of services – related entities - -

Rendering of services – external parties 226,220 -

Workers compensation premiums - -

Total suppliers 226,706 -

note 13C: grants

Public sector:

Australian Government entities (related entities) - -

State and Territory Governments 7,380,769 -

Local Governments - -

Private sector:

Non-profit organisations 275,226 -

Total grants 7,655,995 -

/ 96



note 14: Assets Administered on Behalf of government

2009 2008

$ $

Financial Assets

note 14A: Cash and Cash equivalents

Special accounts - -

Cash on hand or on deposits 1,925,702 -

Total cash and cash equivalents 1,925,702 -

note 14B: receivables

Goods and services receivable – related entities 14,826 -

Goods and services receivable – external parties - -

Other receivables:

Appropriation 5,722,654 -

GST receivable from ATO - -

Total receivables 5,737,480 -

Less: impairment allowance account:


Other receivables - -

Total receivables (net) 5,737,480 -

Receivables were aged as follows:

Not overdue 5,737,480 -

Overdue by:

Less than 30 days - -

30 to 60 days - -

61 to 90 days - -

More than 90 days - -

Total receivables (net) 5,737,480 -


Financials



note 15: liabilities Administered on Behalf of government

2009 2008

$ $

Payables

note 15A: Suppliers

Trade creditors 72,641 -

Total suppliers 72,641 -

All creditors are entities that were not part of the Australian Government. Settlement is usually made net 30 days.

note 15B: grants

Public sector:

Australian Government entities (related entities) - -

State and Territory Governments 7,380,469 -

Local Governments - -

Private sector:

Non-profit organisations - -

Total grants 7,380,469 -

All grants are to entities that were not part of the Australian Government. Settlement is usually made according to the terms and conditions of each grant. This is usually within 30 days of performance or eligibility.

note 15C: Other payables

GST payable - -

Salaries and wages 3,435 -

Superannuation 972 -

Other 204,367 -

Total other payables 208,774 -

note 15D: employee provisions

Leave 1,298 -

Other employee provisions - -


/ 98



note 16: Administered reconciliation Table

2009 2008

$ $

Opening administered assets less administered liabilities as at 1 July - -

Adjustment for change in accounting policies

Adjustments for errors

Adjusted opening administered assets less administered liabilities

Plus: Administered income -

Less: Administered expenses (non CAC) (7,904,403)

Payments to CAC Act bodies

Administered transfers to/from Australian Government:

Appropriation transfers from OPA:

Annual appropriations for administered expenses (non CAC) 7,904,403

Administered assets and liabilities appropriations

Annual appropriations for payment to CAC Act bodies

Special appropriations (limited) (non CAC)

Special appropriations (limited) paid to CAC Act bodies

Special appropriations (unlimited) (non CAC)

Special appropriations (unlimited) paid to CAC Act bodies

Transfers to OPA

Restructuring -

Transfers to other entities (Finance only) -

Transfer from other entities (Finance only) -

Administered revaluations taken to/from reserves -

Currency translation gain/loss -

Closing administered assets less administered liabilities as at 30 June - -


Financials



note 17: Financial instruments

2009 2008

$ $

note 17A Categories of financial instruments

loans and receivables

Loans and receivables

Cash and cash equivalents 88,809 -

Trade receivables - -

Other receivables 76,531 -

Carrying amount of financial assets 165,340 -

Financial liabilities

Other liabilities

Payables – suppliers 127,291 -

Other payables 186,775 -

Carrying amount of financial liabilities 314,066 -

note 17B net income and expense from financial assets

There is no interest income from financial assets not at fair value through profit or loss in the years ending 30 June 2008 and 30 June 2009.

note 17C net income and expense from financial liabilities

There is no interest income from financial liabilities not at fair value through profit or loss in the years ending 30 June 2008 and 30 June 2009.

/ 100




note 17D Fair value of financial instruments

Carrying amount

2009

Fair value2009

Carrying amount

2008

Fair value2008

FinAnCiAl ASSeTS $ $ $ $


Cash and cash equivalents 88,809 88,809 - -

Trade receivables – - - - -

Other receivables 76,531 76,531 - -

Total 165,340 165,340 - -

FinAnCiAl liABiliTieS

Other liabilities

Payables - suppliers 127,291 127,291 - -

Other payables 186,775 186,775 - -

Total 314,066 314,066 - -


Financials




note 17e Credit risk

The Authority is exposed to minimal credit risk as loans and receivables are cash and trade receivables. The maximum exposure to credit risk is the risk that arises from potential default of a debtor. The amount is equal to the total amount of trade receivables.

The Authority manages its credit risk by undertaking background and credit checks prior to allowing a debtor relationship. In addition, the Authority has policies and procedures that guide employees as to debt recovery techniques that are to be applied.

The Authority holds no collateral to mitigate against credit risk.

Credit quality of financial instruments not past due or individually determined as impaired:

not past due nor impaired

Not past due nor impaired

past due or impaired

Past due or impaired

2009 2008 2009 2008

$ $ $ $


Cash and cash equivalents 88,809 - - -

Trade receivables - - - -

Other receivables 76,531 - - -

Total 165,340 - - -

Ageing of financial assets that are past due but not impaired for 2009

0 to 30 days

31 to 60 days

61 to 90 days

90+ days Total

$ $ $ $ $


Trade receivables - - - - -

Total - - - - -

Ageing of financial assets that are past due but not impaired for 2008

0 to 30 days

31 to 60 days

61 to 90 days

90+ days Total

$ $ $ $ $


Trade receivables - - - - -

Total - - - - -

/ 102

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An

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TO A

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G P

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OF

THE

FIN

AN

CIA

L ST

ATEM

ENTS

for

the

peri

od e

nded

30

June

200

9

not

e 18

: App

ropr

iati

ons

Tabl

e A

: Acq

uit

tal o

f A

uth

orit

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w C

ash

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solid

ated

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for

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nn

ual

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s

part

icu

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Adm

inis

tere

d ex

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ses

Dep

artm

enta

l Ou

tpu

tsTo

tal

2009

2008

2009

2008

2009

2008

$’00

0$’

000

$’00

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000

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000

Bala

nce

bro

ugh

t fo

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d fr

om p

revi

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peri

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ppro

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s)A

ppro

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Act

:

App

ropr

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on A

ct (N

o. 1

) 200

8–20

09 a

s pa

ssed

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0 -

1,16

0 -

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0 -

App

ropr

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on A

ct (N

o. 3

) 200

8–20

09 a

s pa

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-

App

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ct (N

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s pa

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Oth

er a

nn

ual

app

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on a

cts

as p

asse

d -

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Dep

artm

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ons

redu

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(App

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on A

ct s

ecti

on 1

0) -

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dmin

iste

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appr

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(non

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App

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1 (9

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) -

(9,6

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-

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C A

ct b

ody

paym

ent

item

s re

duce

d (A

ppro

pria

tion

Act

sec

tion

12)

--

Adv

ance

to

the

Fin

ance

Min

iste

r (A

ppro

pria

tion

Act

sec

tion

14)

- -

- -

- -

Adv

ance

to

the

Fin

ance

Min

iste

r re

cove

red

(200

7–20

08 o

nly

) -

- -

Flex

ible

fun

din

g po

ol re

ceip

ts (A

ppro

pria

tion

Act

sec

tion

15)

--

--

FMA

Act

:

Repa

ymen

ts t

o th

e C

omm

onw

ealt

h (F

MA

Act

sec

tion

30)

- -

- -

- -

App

ropr

iati

ons

to t

ake

acco

unt

of r

ecov

erab

le G

ST (F

MA

Act

sec

tion

30A

) -

-19

-

19

-

Rele

vant

age

ncy

rece

ipts

(FM

A A

ct s

31)

- -

- -

Adj

ust

men

t of

app

ropr

iati

ons

on c

han

ge o

f age

ncy

fun

ctio

n (F

MA

Act

s 3

2) -

- -

- -

-

Tota

l app

ropr

iati

on a

vaila

ble

for

paym

ents

7,

904

-3,

743

-11

,647

-

Cas

h p

aym

ents

mad

e du

rin

g th

e ye

ar (G

ST in

clu

sive

)(2

56)

-(1

,090

) -

(1,3

46)

-

App

ropr

iati

ons

cred

ited

to

spec

ial a

ccou

nts

(GST

exc

lusi

ve)

- -

- -

- -

Bala

nce

of a

uth

orit

y to

dra

w c

ash

from

th

e C

onso

lidat

ed R

even

ue

Fun

d fo

r or

din

ary

ann

ual

ser

vice

s ap

prop

riat

ion

s an

d as

repr

esen

ted

by:

7,64

8 -

2,65

3 -

10,3

01

-


Financials

Au

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An

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TES

TO A

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FO

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G P

ART

OF

THE

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AN

CIA

L ST

ATEM

ENTS

for

the

peri

od e

nded

30

June

200

9

not

e 18

: App

ropr

iati

ons

Tabl

e A

: Acq

uit

tal o

f A

uth

orit

y to

Dra

w C

ash

fro

m t

he

Con

solid

ated

rev

enu

e Fu

nd

for

Ord

inar

y A

nn

ual

Ser

vice

s A

ppro

pria

tion

s (c

ont.

)

part

icu

lars

Adm

inis

tere

d ex

pen

ses

Dep

artm

enta

l Ou

tpu

tsTo

tal

2009

2008

2009

2008

2009

2008

$’00

0$’

000

$’00

0$’

000

$’00

0$’

000

Cas

h a

t ba

nk

and

on h

and

1,92

6 -

89

-2,

015

-

Dep

artm

enta

l app

ropr

iati

ons

rece

ivab

le2,

564

-2,

564

-

Un

draw

n, u

nla

psed

adm

inis

tere

d ap

prop

riat

ion

s5,

723

-5,

723

-

Adj

ustm

ents

und

er s

101

.13

of th

e Fi

nanc

e M

inis

ter’s

Ord

ers

not r

eflec

ted

abov

e -

- -

- -

-

Tota

l as

at 3

0 Ju

ne

7,64

8 -

2,65

3 -

10,3

01

-

Redu

ctio

n in

adm

inis

tere

d it

ems2

Tota

l adm

inis

tere

d it

ems

appr

opri

ated

17,5

14,0

00

-17

,514

,000

-

Less

adm

inis

tere

d it

ems

requ

ired

by

the

agen

cy p

er A

ppro

pria

tion

Act

s 1

13 :

App

ropr

iati

on A

ct (N

o. 1

) 200

8–09

7,90

4,40

3 -

7,90

4,40

3 -

App

ropr

iati

on A

ct (N

o. 3

) 200

8–09

- -

- -

App

ropr

iati

on A

ct (N

o. 5

) 200

8–09

- -

- -

Oth

er a

nn

ual

app

ropr

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on a

cts

- -

- -

Tota

l adm

inis

tere

d it

ems

requ

ired

by

the

agen

cy7,

904,

403

-7,

904,

403

-

Tota

l red

uct

ion

in a

dmin

iste

red

item

s –

effe

ctiv

e 20

09–1

0 9,

609,

597

-9,

609,

597

-

Dep

artm

enta

l an

d n

on-o

pera

tin

g ap

prop

riat

ion

s do

not

laps

e at

fin

anci

al y

ear-

end.

How

ever

, th

e re

spon

sibl

e M

inis

ter

may

dec

ide

that

par

t or

all

of

a de

part

men

tal o

r n

on-o

pera

tin

g ap

prop

riat

ion

is n

ot re

quir

ed a

nd

requ

est

the

Fin

ance

Min

iste

r to

redu

ce t

hat

app

ropr

iati

on. T

he

redu

ctio

n in

th

e ap

prop

riat

ion

is e

ffec

ted

by t

he

Fin

ance

Min

iste

r’s d

eter

min

atio

n a

nd

is d

isal

low

able

by

Parl

iam

ent.

1 In

200

8–09

(an

d th

e co

mpa

rati

ve fi

gure

for

2007

–08)

, th

is re

pres

ents

th

e am

ount

cal

cula

ted

un

der

the

rele

vant

App

ropr

iati

on A

cts

sect

ion

8 d

eter

min

atio

n, d

uri

ng

the

year

, in

resp

ect

of t

he

prev

iou

s ye

ar’s

adm

inis

tere

d it

ems.

2 T

his

is t

he

firs

t ye

ar o

f adm

inis

tere

d it

ems

bein

g re

duce

d u

nde

r se

ctio

n 1

1. N

um

bers

in t

his

sec

tion

of t

he

tabl

e ar

e n

ot ro

un

ded.

3 A

dmin

iste

red

item

s fo

r 20

08–0

9 w

ere

redu

ced

to t

hes

e am

ount

s w

hen

th

ese

fin

anci

al s

tate

men

ts w

ere

tabl

ed in

th

e Pa

rlia

men

t as

par

t of

th

e A

uth

orit

y’s

2008

–09

ann

ual

repo

rt. T

his

redu

ctio

n is

eff

ecti

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(non

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C)’.


Financials



note 18: Appropriations

Table C: Acquittal of Authority to Draw Cash from the Consolidated revenue Fund – Special Appropriations (unlimited Amount)

particulars of legislation providing appropriation (including purpose) and whether the Special Appropriation is administered or departmental

2009 2008

Outcome n

$’000 $’000

Cash payments made during the year - -

Appropriations credited to Special Accounts - -

Repayments to the Commonwealth (FMA Act section 30) - -

Total charged to appropriation - -

Estimated actual - -

Table D: Acquittal of Authority to Draw Cash from the Consolidated revenue Fund – Special Appropriations (refund provisions)

particulars of legislation providing appropriation including purpose2009 2008

$’000 $’000

Cash payments made during the year - -

Appropriations credited to Special Accounts - -

Repayments to the Commonwealth (FMA Act section 30) - -

Total charged to Special Appropriation - -Budget estimate (list each other legislative provision that refunds have been made under)

- -

Budget estimate (FMA Act section 28) - -

note 19: reporting of Outcomes

With its establishment on 1 January 2009 the Authority did not have an established outcome structure for the 2008–09 financial year. The Authority has been implementing the Australian Government’s National Reform Package to boost the number of life saving transplantations for Australians and will report against a formal outcome structure in 2009–10. All expenditure, assets and liabilities for the 2008-09 financial year are attributable to that one program.

/ 108


ACEM Australian College of Emergency Medicine

ADAPT Australasian Donor Awareness Programme

ANAO Australian National Audit Office

ANZICS Australian and New Zealand Intensive Care Society

APS Australian Public Service

ATCA Australasian Transplant Coordinators Association

CDS Commonwealth Disability Strategy

CIS Clinical Information System

CTG Clinical Trials Group of ANZICS

COAG Council of Australian Governments

COSBOA Council of Small Business of Australia

DCD Donation after Cardiac Death

dpmp donors per million population

GST Goods and Services Tax

FMA Act Financial Management and Accountability Act 1997

ICNARC Intensive Care National Audit and Research Centre

NHMRC National Health and Medical Research Council

NICS National Institute of Clinical Studies

OH&S Occupational Health and Safety

OTDAs Organ and Tissue Donation Agencies

TSANZ Transplantation Society of Australia and New Zealand

Abbreviations

/ 110

Index

Aabbreviations, 109

accidents and injuries, staff, 41

accountability, 34–9

additional national initiatives, including living donation programs (Measure 9), 24–5

adeno carcinoma, 27

administered activity, 31

administrative tribunals, 38

advertising and market research, 38

Advisory Council, 44–6 advice provided, 44 appointment, 3, 30, 44 Chairman, 45 member profiles, 45–8 membership, meetings and attendance, 44

agencies, national network see Organ Tissue Donation Agencies

allied health staff, 21

allocation of organs, 23 protocols, 24

asset management, 36

Audit Committee, 31, 35, 36, 38, 49

audit report, ANAO, 52–3

Auditor–General, 38 access to premises, 38

AusTender, 38

Australian and New Zealand Intensive Care Society (ANZICS) Conference, 20

Australian Capital Territory – Medical Director, 8

Australian College of Emergency Medicine (ACEM) Conference, 20

Australian Government Solicitor, 39

Australian Health Ethics Council, 25

Australian National Audit Office, reports, 38

Australian Organ and Tissue Donation and Transplantation Authority Act 2008 (Cwlth), 2, 13, 30, 44

Australian Organ Donor Awareness Week, 22

Australian Organ Donor Register, 22

Australian Public Service Values and Code of Conduct, 31, 36

awareness, community, i, vi, 13, 18, 22, 24, 25

Bbackground to transplantation, 10

bereavement counselling, 23 see also family support

Bhonagiri, Dr Deepak, 5 profile, 6

Boadle, Dr David, 44, 45

bone grafts, 10

brain death, 24, 41

CCahill Lambert, Ms Anne, 44, 45

capital expenditure, 31 see also financial statements

cardiac death, national framework for donation after, 12, 24, 25

case studies, 14–16, 27, 41 cornea donation, 27 double lung transplant, 14–16 kidney transplant, 41 multiple donation following accident, 41

Chalmers, Professor Don, 44, 46

Chant, Dr Kerry, 49

Chapman, Professor Jeremy, 44, 46

Chief Executive Instructions, 31, 35, 36, 37

Chief Executive Officer, vi, 1, 30, 31, 44, 49 overview, 2–3

Chisholm, Mr Sam, vi, 3, 44, 45

Christley, Dr Stephen, 49

chronic diseases, 10

clinical implementation, 4–9 donatelife leadership team, 6–9 nationally consistent standards, 13, 18 specialist staff, 19

Clinical Information System, 19

clinical trigger checklists, nationally consistent, 12, 19, 20

clinicians, 2, 5, 11, 13, 19–20 see also hospital–based staff

Code of Conduct, 31

Cognate Committee on Organ and Tissue Donation and Transplantation, 11, 12 technical advice to inform implementation, 12

collective agreement, proposed, 34

Comcare, 35


Comcover, 35

Committees, 49

Commonwealth Disability Strategy, 34

Commonwealth Ombudsman reports, 38

Commonwealth Procurement Guidelines, 36, 37

communications framework, national, 22

communications, vi, 2, 18, 22

community attitudes, research, 12

community awareness, 13, 22

community consultation, 11

community of practice, clinical, 5, 20 Manager, 5

consultants, 37–8

contact details, inside front cover

contractors, 37–8

coordinated, ongoing community awareness and education (Measure 5), 13, 22

corneal transplants, 10, 27

corporate governance, 30

corporate overview, 30–1

corporate planning, 35

corporate section, 30, 36

Council of Australian Governments (COAG), 12

Cross, Dr Anthony, 44, 46

Ddata collection, activity information, 20, 24

data integration, centralised system, 19

deceased organ donation, 4 rates, 10, 11

demand, 10, 11, 24 see also waiting lists

Department of Health and Ageing, 3, 12, 13, 20, 23, 24

Disability Discrimination Act 1992 (Cwlth), 34

Disability Strategy, Commonwealth, 34

discretionary grants, 36

Dobb, Professor Geoff, 44, 46, 49

donatelife team, ii, 4, 5, 6 leadership profiles, 6–9

Donation After Cardiac Death Protocol, 25

donation rate, 10, 11

Donor Family Support, 19

donors living, 24, 25 motivation, 12 numbers of, 2, 10 referral protocols, for care of, 19 register, 22 see also organ donation

Eeye and tissue sectors, 24

ecologically sustainable development, 35

education and awareness community, 13, 22 National Education Manager, 4 professional, 4, 21

Eisenmenger’s Syndrome, 15

electronic donor record offer, 5

emergency departments, 19, 20, 21

energy use, 35

Environment Protection and Biodiversity Conservation Act 1999 (Cwlth), 35

establishment of Authority, 1, 2, 13

ethical standards, 36

Eureka Strategic Research, 12

Executive Committee, 49

exempt contracts, 38

Expert Advisory Committees, 30, 49

external scrutiny, 38 audit report, 52–3

eye and tissue sectors, 13, 18, 24

Ffamily discussion about donation, 12

family members’ wishes, 2, 12

family support, 5, 14, 18, 19, 23, 24

Ferrari, Dr Paolo, 25

finance financial performance, summary, 31 risk management, 35 under–spend, 31

Financial and Management Accountability Act 1997 (Cwlth), 30, 31, 35, 36

financial statements, 52–108

fragmentation of sector, 10

Fraud Control Plan, 35

/ 112

freedom of information, 39

Freedom of Information Act 1982 (Cwlth), 38

Fuch’s Dystrophy, 27

funding Australian Government, 11, 13, 25 donor family support services, 23 employment of staff, 19 hospitals, 18, 20 key features of, 25 states and territories, vi, 3, 4, 18 see also finance; financial statements

funding model, activity based, 20

Ggeneral practitioners, 21

governance, 30

Grants Committee, 49

grants, discretionary, 36

guide to the report, ii

HHealth and Safety Representative, 35

health care/system costs, 10, 25

Health Ministers, 11, 49

Health Outcomes International, 24

health professional education, 5, 21

heart hole in the, 15, 16 valves, 10

Herson, Dr Marisa, 44, 47

history, 10

Horvath, Professor John, 44, 47, 49

hospital–based staff, 4, 5 recruitment, 5, 31

hospitals number of in program, 19 see also hospital–based staff; new funding for hospitals

human resources see hospital–based staff; staff

IImplementation Group, 49

information and communications technology, 30

see also website

infrastructure, 18, 31 costs, 20, 25

injuries, workplace, 35

intensive care units, 19, 20, 21

internal audit, 35, 36 plan, 36

Jjudicial decisions, 38

Kkey performance indicators, 31

kidney dialysis, 10, 41

kidneys, 10, 24, 41 paired exchange, 12, 24, 25

Koch, Mr David, 47

Kooya Consulting, 37

LLavender, Mr Geoff, 49

legal services expenditure, 39

letter of transmittal, iii

liver transplants, 24

living donation programs, 24–5

Mmanagement accountability, 34–9

management structure, 30

market research, 38

Martin, Ms Rachael, 44, 47

Media Transitions, 37

Medical Directors, state and territory, 4, 19, 20, 21 hospital–based, 21 profiles of, 6–9

Minister for Health and Ageing, 3, 30, 44

mission, i

Mitchell, Dr Imogen, 49 profile, 8

Murphy, Ms Karen, vi, 2–3 see also Chief Executive Officer

musculoskeletal tissue, 10


Nnational audit process for assessing potential for

deceased donation, 4

National Clinical Taskforce on Organ and Tissue Donation, 11 report, 11

National Communications Charter, vi, 22

National Community Stakeholder Liaison Manager, 22

national coordination, 18–25 COAG endorsement of reform package, 12 joint government committee to oversee reforms, 11–12 national policies and protocols, 13, 19 nine measures of reform package, 18–25 prior to establishment of Authority, 11 signing of national reform agenda, 11 see also reform agenda, national

national data set, 4, 5, 13, 19, 20

National Director Marketing and Communications, 22

National Education Manager, 4

national eye and tissue donation and transplantation network (Measure 8), 24

National Health and Medical Research Council 25

National Institute of Clinical Studies, 24

National Medical Director, 4, 20 see also O’Callaghan, Dr Gerry

National Organ Matching Scheme, 25

National Paired Kidney Exchange Program, 25

national professional education and awareness (Measure 4), 21

National Program Delivery Manager, 5

national reform package see reform agenda, national

new funding for hospitals (Measure 3), 20

new national approach and system (Measure 1), 18

New South Wales – State Medical Director, 6

non–government organisations, 2, 25

Northern Territory – State Medical Director, 9

nursing staff, 3, 4, 5, 19, 20, 21

Oobjectives, 67–8

O’Callaghan, Dr Gerry, 5, 19, 44

profile, 6 see also National Medical Director

Occupational Health and Safety, 35

Ombudsman reports, 38

Opdam, Dr Helen, 5, 19 profile, 7

operating result, 31

organ allocation, 23

organ and tissue donation agencies (OTDAs), national network, 5, 13, 18, 22, 23, 37 funding arrangements, 3, 4, 18

organ donation deceased, rates, 5, 10, 11 living, 24–5 support for, 10

outputs and outcomes, 30, 31

overview, Chief Executive Officer’s, 2–3

Ppaired kidney exchange program, national, 12, 24, 25

Parliamentary Committee reports, 38

Parliamentary Secretary for Health, 30

performance report, 18–25 summary, 1, 3

performance reporting, national dataset development, 13, 19

portfolio agency, 2, 30

Privacy Act 1988 (Cwlth), 39

Privacy Commissioner, 39

procurement, 36

professional education and awareness, 21

project management and implementation team, 3

protocols, 18, 23 additional initiatives, 24 allocation, 24 care of donors, 19 organ donation after death, 24 organ and tissue, 23

Public Service Act 1999 (Cwlth), ii, 30, 34, 36

purpose, i

QQueensland – State Medical Director, 7–8

/ 114

Rrecycling, 35

reform agenda, national endorsement by COAG, 12 funding, 25 nine measures of, 18–25

reporting requirements, state and territory funding agreements, 4

Rischbieth, Dr Amanda, 44, 48

risk management, 35 plan, 36

role and function, ii, 2, 13

Ssafe, equitable and transparent national

transplantation process (Measure 7), 23

Sargent, Dr Phil profile, 7–8

Securelink, 37

skin, 10

South Australia – State Medical Director, 8

specialist hospital staff and systems (Measure 2), 19–20

staff clinical staff recruitment, 19–20 funding arrangements, 18, 25 induction and orientation, 21, 36 profile, 34 recruitment, 34

standardising practice, 3, 13, 18

states and territories, 2, 3, 31 medical directors, 4, 6–9, 19, 20, 21 reporting requirements, 25 staff, 5 see also organ and tissue donation agencies

Stephens, Dr Dianne, 44, 48, 49

Strong, Professor Russell, 44, 48

support for donor families (Measure 6), 5, 19, 23

TTasmania – State Medical Director, 9

team building, 5, 19

Tideman, Dr Sally profile, 8–9

training fraud awareness, 35 induction and orientation, 21

training programs, clinical staff, 21

transmittal, letter of, iii

transplantation medicine, 2 appointment of Medical Directors and nursing staff, 3 clinical outcomes, 10 process, 23

Transplantation Society of Australia and New Zealand (TSANZ), 12, 23

Turner, Dr Andrew profile, 9

UUnited States of America, 10

Vvalues, 31, 36

Victoria – State Medical Director, 5

vision, i

WWestern Australia – State Medical Director, 7, 23

waiting lists, 10, 23, 25

website address, backcoverdevelopment, 22

willingness to donate, 12

White, Dr Craig, 49

Wilson, Professor Andrew, 49

Winter, Dr Susan profile, 9

Woodruffe, Ms Claudia, 25

YYuen, Dr Kevin, 19

profile, 7 see also Western Australia – State Medical Director

www.donatelife.gov.au

Documents

Annual Report 08–09 - Organ and Tissue Authority · The Australian Organ and Tissue Donation and Transplantation Authority (the Authority) was created to spearhead and be accountable