1.34 The report provides a comprehensive overview of the Australian Institute
of Health and Welfare's (AIHW) functions, activities and outcomes. The main
functions of AIHW are to collect, analyse and disseminate health-related and
welfare-related information and statistics.
1.35
AIHW reports that it has undertaken detailed preparation of the data
development work that will be required to meet COAG's requirements across
health, housing and homelessness, disability, and Indigenous reform (p.11).
1.36
The report states that AIHW released 152 publications during the year.
New projects undertaken include development of a data set specification for the
National Registration and Accreditation Scheme; new analyses in Australian
hospital statistics with a wider range of information on access to elective
surgery; analytical contributions have been made to the work of the National
Health and Hospitals Reform Commission; and work has been undertaken to scope a
major redevelopment of the disability services data set and the homelessness
data collection (p.12).
1.37
Accountability matters are outlined in the AIHW's report at pp.22-25.
AIHW's performance against outcome and output groups is underpinned by five key
strategic directions. Six performance indicators are used to monitor the AIHW's
performance. A detailed overview of major achievements against key strategic
directions and performance indicators and a summary of financial performance
are included in the report (pp. 28-41).
1.38
Further chapters of AIHW's report provide a comprehensive account of
their business management and work group reports (pp.43-121).
1.39
The Australian Organ and Tissue Donation and Transplantation Authority
inaugural annual report covers the period from 1 January 2009, the date the
Authority was established, to 30 June 2009 (p.ii).
1.40
The report states that 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'. The Authority's vision is for
Australia to lead the world in organ and tissue donation and transplantation
outcomes, and plans to achieve this by developing, building, monitoring and
improving national networks and systems for clinical practice, education and
data analysis. The Authority will also build community awareness to improve
family consent rates for organ and tissue donation (p.i).
1.41
The report is structured into six parts which provide a detailed
overview of the Authority, performance reporting, corporate overview,
management accountability, Advisory Council membership and committees, and
financial statements. Case studies are also included (pp.2-108).
1.42
Performance reporting against the nine measures of the national reform
package is detailed in the report, together with progress and outcomes at
pp.18-25.
Australian Radiation Protection and
Nuclear Safety Agency 2008-2009
1.43
The annual report provides a detailed review of the Australian Radiation
Protection and Nuclear Safety Agency (ARPANSA) functions and activities.
ARPANSA also publishes quarterly reports (pp.6-16).
1.44
The report provides a comprehensive overview of ARPANSA's major
achievements and principle outcomes achieved (pp.8-18).
1.45
A well set out review of performance is provided against ARPANSA's three
output groups. Tables are also included which list performance against PBS
targets (pp.24-58).
1.46
ARPANSA's report also includes an informative essay titled What
contribution can national diagnostic reference levels make to Australian
radiology practice and population dose burden? (pp.60-65).
Australian Sports Anti-Doping Authority
2008-2009
1.47
The Australian Sports Anti-Doping Authority (ASADA) reports that it was
successful in delivering the required outcomes and in maintaining their
position of leadership in the delivery of world-class anti-doping (p.2).
1.48
ASADA's continual commitment to quality was highlighted by the continued
certification of their management system against the International Organization
for Standardization (ISO) 9001:2008 requirements. ASADA also collaborated with
international partners to promote shared learning and international best
practice in anti-doping programs (p.2).
1.49
A key deterrence program, the new World Anti-Doping Code was implemented
during the reporting year and is detailed in the report at p.3. Detection,
enforcement and support programs are also discussed in detail (pp.4-5).
1.50
An overview of ASADA's activities and highlights for the year, as well
as plans for the following financial year are included in the report (pp.7-15).
1.51
Also included in the report is a clearly set out detailed report on performance
against output groups and programs. Supporting tables, graphs and case studies
are included (pp.18-39).
1.52
A section of the report contains information on external scrutiny. The
Committee notes that details of action taken by ASADA to address the Privacy
Commissioner's adverse findings have been included in the report (p.49).
1.53
The report also includes the functions, outputs and achievements of the
Australian Sports Drug Medical Advisory Council (ASDMAC) (pp.107-111).
1.54
The report provides a comprehensive review of the Australian Sports
Commission (ASC) functions, activities and outcomes.
1.55
The ASC's report states that their overall performance was again strong,
with most key performance indicators met (p.1). A review of the Commission's
strategic position and direction was undertaken to enable the ASC to support
Australian sport during the Expert Independent Sport Panel's review period, and
to provide a clear and shared basis on which to move forward pending the Government's
responses to the panel's recommendations. The ASC also commenced work on a
number of initiatives to achieve a better alignment of effort in Australia's
high performance sports system (pp.2-3).
1.56
An organisational review was also undertaken by the ASC with the key
objective to improve service delivery by ensuring that its direction and
operations are aligned with the needs of national sporting organisations (p.3).
1.57
The report includes a comprehensive performance section outlining
targets, achievements, developments, and best practice which are detailed
across Outcomes (pp.12-67). Management and accountability matters, including
external security are provided at pp.70-94.
Cancer Australia 2008-2009
1.58
Cancer Australia's report states that the agency's objectives are to:
- provide national leadership in cancer control;
- guide scientific improvements to cancer prevention, treatment and
care;
- coordinate and liaise between the wide range of groups and health
care providers with an interest in cancer care;
- provide advice and make recommendations to the Australian
Government on cancer policy and priorities; and
- oversee a dedicated budget for research into cancer (p.5).
1.59
The report provides a detailed overview of Cancer Australia's
highlights, initiatives, and achievements for the year in review. A useful
table outlines the agency's functions, strategic directions and results, and
provides a reference to where more detailed information on outcomes may be
found in the report (pp.2-13). A review of the Advisory Council's role and
activities is also provided in the report (pp.16-19).
1.60
The performance section of Cancer Australia's report provides a
comprehensive account of the main activities of the agency, including major
achievements and challenges covering consumer participation, cancer research,
National Centre for Gynaecological Cancers, professional development, service
improvement, increasing awareness and stakeholder participation, and better
understanding of the impact of cancer. Tables measuring performance indicators
and outcomes are also included (pp.28-50).
1.61
Management and accountability matters are detailed in the report at
pp.52-58.
Central Land Council 2008-2009
1.62
The Central Land Council (CLC) is a representative organisation for the
Aboriginal people covering nine regions across a wide area of country with 15
language groups (pp.5-9).
1.63
The report states that the CLC has responded to a rapidly changing and
extremely complex external environment with flexibility and has restructured in
areas where outcomes could be improved. The CLC is one of the largest employers
of Aboriginal people in the Northern Territory in a range of jobs. Expansion
has continued in land management and the CLC's success in community development
work has been recognised as a model of best practice nationally (p.3).
1.64
A well-presented and comprehensive report of the CLC's operations,
performance, challenges and achievements against the six output groups is
provided in the report, enhanced by a number of photographs, tables and graphs
(pp.10-83). The output groups cover:
- Land and natural resource management
- Land claims and acquisition support services
- Economic development and commercial services
- Advocacy services
-
Administration and support services
- Native Title.
165
The CLC reports that while the processes associated with acquiring
Aboriginal freehold title have diminished over the past 30 years, land use
agreements and land management operations had significantly escalated and
economic and employment benefits to the traditional owners was increasing
(p.11).
Equal Opportunity for Women in the
Workplace Agency
2008-2009
1.66
The Equal Opportunity for Women in the Workplace Agency's (EOWA) primary
role is to administer the Equal Opportunity for Women in the Workplace Act
1999. The principal objectives of the Act and functions of EOWA are
outlined in the report at p.11.
1.67
EOWA reports that indicators of progress in equal opportunities for
women show that women's participation in the Australian workforce appear to
have 'ground to a halt'. Data shows that the percentage of female CEOs remained
fixed at 10.1 per cent, and the number of CEOs increased only slightly from
33.3 per cent to 33.5 per cent in 2007-08. However, on a more positive note
EOWA's annual survey results show an increase in the provision of paid
maternity leave among EOWA reporting organisations from 48.9 per cent to 50.8
per cent, representing an increase of 27.1 per cent since 2001. Another area of
improvement within organisations was sex-based harassment (pp.7-8).
1.68
Performance and strategies to deliver outcomes are set out in table
format, accompanied by more detailed information and supporting graphs
(pp.15-36).
Food Standards Australia New Zealand
2008-2009
1.69
The Food Standards Australia New Zealand (FSANZ) report outlines the
Agency's functions, responsibilities, developments and achievements. A summary
of financial performance and table of performance targets and outcomes is
provided, with references to more detailed information. A useful compliance
index is also included (pp.3-20).
1.70
Separate sections of the report include detailed overviews, performance
targets, outcomes, achievements and developments relating to regulatory
measures and FSANZ stakeholders (pp.22-80). Accountability matters are reported
in detail at pp.98-110, including a reference to issues raised with FSANZ
during the Committee's estimates hearings during the year in review (p.104).
Indigenous Business Australia 2008-09
1.71
The annual report of Indigenous Business Australia (IBA) provides an
account of the year in review, including activities, challenges, highlights,
achievements, and future direction. The report states that IBA's investment
assets performed well over the year, and was an outstanding result considering
the downturn in sectors such as tourism (pp.8-12).
1.72
IBA's report includes a comprehensive performance section which is well
presented with detailed summaries relating to outcomes and outputs, supported
by graphs, tables, charts and photographs. Case studies are also included
(pp.18-89). A further section of the report summarises IBA's financial
performance for the year (pp.89-91). Management and accountability matters are
detailed at pp.92-127.
1.73
IBA commissioned an Indigenous artist to illustrate the cover of their
annual report to depict the contribution that IBA makes to the Government's
commitment to closing the gap on Indigenous disadvantage.
Indigenous Land Corporation 2008-09
174
The report provides a comprehensive overview of the Indigenous Land
Corporation's (ILC) performance and achievement of social, cultural,
environmental and economic benefits for Indigenous people. Priority was given
to delivering training opportunities and employment outcomes through ILC's land
acquisition and land management programs. This focus was also strongly
reflected in economic development initiatives and projects (pp.2-5).
1.75
Part 2 of the report provides a table of achievements against key
performance indicators and targets. The report also provides a comprehensive
account of the objectives and performance outcomes relating to land
acquisition, management and land grants, supported by case studies, informative
tables, graphs, and maps (pp.22-95). Management accountability is detailed in
Part 3 of the report (pp.97-116).
1.76
A financial overview of the Aboriginal and Torres Strait Islander Land
Account is also provided in the report at pp.18-21.
National Blood Authority 2008-2009
1.77
The National Blood Authority (NBA) report provides a summary of the
NBA's key activities and major achievements as well as issues and challenges
faced during the year in review. An overview of the Australian blood sector is
also included (pp.2-23).
1.78
The NBA reports that its key focus for the year was to continue to
undertake core business at an excellent standard to enable the community to
access safe and effective blood and blood products. Their new structure will
provide the basis for NBA's continuing efforts to better integrate the blood
sector with wider health sector priorities for patients, and reforms in data
evaluation and performance measurement (pp.2, 6).
1.79
The performance section of the report in Part Two provides a summary of
performance against NBA's Operational Plan and includes performance indicators
against the agency Outcome and output group. A comprehensive assessment against
key strategic directions is also provided, including tables, graphs and case
studies (pp.28-63).
1.80
Part Three of the report outlines external influences that could affect
the way NBA does business in the future. Information is provided regarding
changes to NBA's external environment, factors which may affect global supply,
demand and pricing, and a range of international trends in regulatory and
blood-related practice (pp.65-81).
1.81
Corporate responsibility and management accountability sections are also
provided in the report at pp.84-115.
1.82
The National Breast and Ovarian Cancer Centre (NBOCC) became a CAC Act
agency with effect from 1 January 2009. The report states that since its
establishment NBOCC has 'earned a reputation as a trusted and authoritative source
of evidence-based information for consumers, health professionals, policy
makers and health service providers' (pp.2-3).
1.83
NBOCC developed a number of clinical practice guidelines to support the
delivery of best practice care, and expanded resources to support consumer
decision-making in particular areas. The report also states that the Centre
extended its impact at a strategic level, such as translating evidence into
improved outcomes through informed policy, behaviour change and service
delivery redesign (p.3).
1.84
Key project and communication achievements for 2008-09 are detailed in
NBOCC's report at pp.5-7.
National Health and Medical Research
Council 2008-2009
1.85
The National Health and Medical Research Council (NHMRC) is the
Australian Government's key agency for supporting health and medical research,
developing health advice and guidelines for the Australian community, health
professionals and governments and for providing advice on ethical behaviour in
healthcare and the conduct of health and medical research. The NHMRC received
an increase of 19.8 per cent over the previous year for research funding.
Expenditure on research was almost $700m (p.vi).
1.86
The NHMRC reports that in the year in review their priority was
knowledge creation and the translation of research outcomes. The NHMRC
implemented recommendations from two international reviews which informed the
Strategic Plan (pp.2-3).
1.87
The report includes a comprehensive overview of NHMRC's activities,
outcomes and research funding expenditure and future commitments (pp.2-18).
Performance is detailed in Part Two of the report covering excellence in health
and medical research; health policy and practice; responsible conduct and
governance of research; investment in health and medical research; developing
an integrated data platform to improve accountability, information management
and reporting on investment in health and medical research (pp.20-110).
1.88
Accountability, responsibility, and sustainability matters are discussed
in Part Three of the report at pp.112-149.
1.89
A number of appendices are also provided, including details of Council
membership, committees, publications, consultations, funding schemes and grants
(pp.224-396).
1.90
The annual report of the Northern Land Council (NLC) states that the
Council continued to grow as a strong and stable organisation with a
professional workforce committed to representing Traditional Owners. Corporate
governance structures were significantly improved, and a range of policies
developed and implemented to ensure both the smooth operation of the NLC and for
delivery of efficient work practices and processes for staff (p.9).
1.91
The Committee congratulates the NLC for winning the Gold Award in the
General category of the annual Australasian Reporting Awards for their 2007-08
annual report.
1.92
NLC's report includes comprehensive performance reporting supported by
graphs, tables, maps and photographs against their following five output groups
(pp.20-83):
Output group 1 – Land, sea and natural
resource management
Output group 2 – Land claims and acquisitions
support services
Output group 3 – Economic development and
commercial services
Output group 4 – Advocacy services
Output
group 5 – Administration and support services
1.93
A summary of performance against NLC's operational plan for Native Title
services (Output group 6) is also provided (pp.85-98), as well as a section
outlining NLC's governance (pp.100-118).
Private Health Insurance Administration
Council 2008-2009
1.94
The report provides an overview of the operations and regulatory
framework of the Private Health Insurance Administration Council (PHIAC)
(pp.6-17).
1.95
PHIAC's core functions are to monitor and regulate the private health
insurance industry, and to provide information to Government and other
stakeholders on private health insurance membership and utilisation, risk
equalisation and gap cover (p.6).
1.96
PHIAC's corporate plan and its reporting of performance are closely
related to the outcomes in the portfolio budget statements. The work undertaken
and activities carried out by PHIAC to meet these outcomes fall into the
following three main categories:
- ensuring that the private health insurers in Australia are
well-run and prudentially sound;
- managing the risk equalisation trust fund to ensure that the
risks of providing universal access to private health insurance are equitably
distributed among the funds;
- ensuring that information which can assist the private health
insurance industry, consumers and government is collected and made available in
a timely and reliable way (p.6).
1.97
PHIAC is proactive in monitoring information provided to it by the
industry, and also reviews collected information rigorously to assess whether
the information obtained serves to assist PHIAC to discharge its regulatory
functions, and assist the industry, government and consumers to know more about
the private health insurance industry (p.8).
1.98
The Private Health Insurance Ombudsman (PHIO) report provides an
informative overview detailing the key activities and challenges faced in the
year in review (pp.5-9).
1.99
Details of PHIO's performance, including a summary of performance
outcomes against performance indicators is provided in the report, supported by
graphs, charts and tables (pp.12-23).
1.100
PHIO reports that 117 more complaints, totalling 2502, were received
during 2008‑09 which was 5 per cent higher than the previous year.
However, the more complex level 3 complaints received were 2 per cent less than
the previous year (p.13). More detailed information on complaint issues is
provided in the report at pp.24-27. Informative case studies have been included
in PHIO's report (pp.28-33).
1.101
PHIO reports that this year's client survey has shown an improvement in
client satisfaction compared to the previous year. Eighty-eight per cent of
clients were satisfied or very satisfied with the overall handling of their
complaint, which was an improvement on the 78 per cent the previous year
(p.35). The report further states that the challenge for the Ombudsman's office
is to improve satisfaction levels for the 12 per cent of complainants who
indicated they were not satisfied with the Ombudsman's office, as they
considered they did not receive an outcome to their complaint that was
satisfactory from their perspective (p.36).
1.102
PHIO made improvements and additions to their consumer website to
provide more up-to-date, informative and independent information to consumers
about health insurance, and to allow them to view standard information for
their own health insurance policy and compare it with other policies
(pp.37-38).
1.103
The report provides a comprehensive overview of the operations of the
Professional Services Review (PSR) (pp.2-5).
1.104
The PSR report states that Medicare Australia had requested a review of
the behaviour of 136 practitioners, which represented a 172 per cent increase
in the number of requests received in 2007-08. This increase required a 20 per
cent increase in staffing numbers, establishment of more PSR Committees, and considerable
increase in travel for operational staff. Despite these challenges PSR reports
that some of their timeframes for completion of cases had been further reduced.
During the financial year PSR reviewed over 14,000 medical records from general
practitioners, medical specialists and optometrists (pp.vi-vii).
1.105
Performance indicators, measures and outcomes are discussed in the
report in detail, including information relating to requests for review,
referrals to committees and determinations (pp.8-14).
1.106
PSR implemented its first Communication, Education and Media Strategy.
The main aims are to:
- ensure information about PSR's processes is easily available to
those that need or want it
- reinforce Medicare Australia's efforts to promote appropriate use
of Medicare and the PBS, and awareness of the PSR Scheme
- deter health care practitioners from inappropriate practice
(p.9).
1.107
To further increase awareness and understanding PSR issued its fourth
annual Report to the Professions which served the dual purposes of educating
the professions about the PSR Scheme and PSR's activities, and acting as a
deterrent to those who might see elements of their own practice reflected in
the cases described (p.9).
1.108
A section of the report provides case descriptions, issues identified, decisions,
and outcomes of legal cases (pp.16-41).
1.109
Details relating to management and accountability are also set out in a
separate section of the report (pp.44-54).
Tiwi Land Council 2008-2009
1.110
The Tiwi Land Council reports that it was presented with a number of
challenges during the year, but is optimistic that opportunities will evolve
from projects which will provide employment opportunities for young Tiwi to
enable them to build a strong future with access to excellent career
opportunities (p.5).
1.111
The Council refers to the Senate inquiry into Forestry and Mining
operations on the Tiwi Islands. The Council welcomed the different views and
opinions on the future of the forestry industry on the Islands, but they were
steadfast in their resolve to build and develop this industry in order for
their people to escape the disastrous effect of passive welfare, and also to
create a sustainable industry that will serve the Tiwi in future years (p.5).
1.112
The report states that the Tiwi are working towards having greater involvement
in education at all Tiwi Islands' schools. Other changes had occurred in
communities, and Traditional Owners had negotiated with the Federal Government
with the prospect of entering into township leases (p.6).
1.113
The report also includes a comprehensive overview relating to the
Management Committee, including objectives and management performance outcomes,
and land use proposals. Community development projects are also detailed. The
Land Council reports that a number of self-governing Boards had been
established through its own committee processes. There was a trend throughout
Tiwi society to value performance and outcomes from their established
organisations (pp.7-19).
1.114
A comprehensive section of the report outlines the Council's performance
reporting against outcomes and output groups, with key performance indicators
included. Costs to achieve the outcomes are detailed as an aid to planning and
transparency. The Council's funding is reliant upon the outcomes achieved and
the relative costs of achieving them (pp.36-39).
Torres Strait Regional Authority 2008-2009
1.115
The Torres Strait Regional Authority (TSRA) report provides a
comprehensive account of the Authority's functions and operations. The
structure of the report is outlined in the preface (p.vi). Challenges and
achievements during the reporting period are discussed, particularly with
regard to projects, partnerships and economic development (pp.1-5).
1.116
The corporate overview covers workforce development, review of programs
and planning frameworks, and key operational areas that will be focussed on in
the next financial year (pp.26-27).
1.117
A detailed well-structured account of performance, including objectives,
projects, and achievements is provided against the six output groups which
contributed to the planned outcome 'to achieve a better quality of life and to
develop an economic base for Torres Strait Islander and Aboriginal persons
living in the Torres Strait'. Tables are included which list planned and actual
achievements for each output. Case studies of projects are also included to
further outline TSRA's achievements and provide details of forward planning for
future projects (pp.36-119).
Wreck Bay Aboriginal Community Council
2008-2009
1.118
The comprehensive report provides an account of Wreck Bay Aboriginal
Community Council's (WBACC) functions and operations. The Community's vision
and the Council's goals to achieve this are outlined. The report's overview
includes details of land ownership and management and the Council's functions.
Information is also provided in relation to the Wreck Bay Village and the
community (pp.1-11). WBACC's operations, including a summary of the
outcomes/outputs that the community achieves using Government grant funds and
its own resources, and land matters, community programs, and training
opportunities are outlined in more detail at pp.21(a) to 21(e).
1.119
The WBACC reports that sub-committees have been established to determine
direction and policy. Cultural heritage is considered to be a major
consideration in community development and advancement, and the Cultural
Heritage sub-committee has been established to further this aim. Health has
also been highlighted as a major concern, particularly with regard to the
provision of improved medical services. Housing conditions are also a concern
to the community and the executive is confident of achieving positive outcomes
(pp.12-13).
1.120
The Council's wholly owned subsidiary company Wreck Bay Enterprises
Limited (WBEL) operational activities, outcomes and financial statements are
also included in the report (pp.26-31, 71-98). Although a small financial loss
was recorded each operational section recorded an operational profit, however
accrued annual leave and depreciation reduced the overall operational profit to
a paper loss. A new Plan of Management is being developed (pp.18-19).
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