15_03a - NHS Blood and Transplant

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CONFIDENTIAL
Blood - Performance Review
29 January 2015
Pillar 1
Blood Donation and
the Donor Experience
2
Five blood donation challenges
SUFFICIENCY OF SUPPLY
 Cannot continue meeting demand by increasing frequency of
donation only and must move towards a segmented
management of the donor base
Further
MODERNISATION
 Must modernise our sessions and the way we interact with donors improve
the
to secure the donor base of the future
quality
and
ORGANISATION / WORKFORCE
safety
 Have an organisation structure fit for purpose and strengthen
of
our front line management and planning
our
service
CUSTOMER SERVICE
to
 Exceed donors’ customer service expectations by improving
patients
our session experience and environment and addressing
and
variation between teams
donors
EFFICIENCY
 Change our collection model both in session and out of
session to enable a step change in our productivity and
have more flexibility to react to demand changes
3
Progress / main milestones achieved in Challenges 1 and 2
Strategic initiatives
Progress/ Main milestones
 Segmented management of
donors by blood group
 Targets for O neg set and tracked monthly;
Donor Plus (on-call) in place (5% signed up);
Appointed “product manager” for O neg
 Slow down rate of decline of O
neg donor base
Sufficiency
 Interval Study
 Donor Portal
Modernize
 O neg donor base declining slower than
overall donor base but below plan; marketing
plan in place; exploring double dose red cells
 Recruitment target of 50,000 achieved;
results expected early 2017
 Launched end of Nov’13; c550,000 donors
registered (150k target in first 12 months)
 Donor Portal 2 to enhance and strengthen
the portal is ongoing (end by Q3 2015)
 Modern Paperless Donor Journey  Project in Discovery Phase; supplier
appointed
 New donors awards
 Launched in July 2014 with limited
complaints from donors
 Connected sessions
 4G ipads now distributed to blood collection
teams; smartphones by July/Aug.
4
Progress / main milestones achieved in Challenge 3
BDOD –
 Majority of the new organizational structure now implemented as
planned with no disruption to blood supply
 Pending roll-out of MAPS North Region (“go live” Feb’15) and new
clinical & nursing structure
 Project forecast to exceed the expected costs savings (£5,412k in OBC
vs. current forecast of £5,775k)
 Non recurring costs forecast to be lower than plan (£9,924k in OBC vs.
£8,905 forecast)
 Cultural change: action plan and leadership commitments agreed and
tracked at SMT every 2 months
Effective
performance
mgment
“Smarter”
planning
 Scorecards for Ops&Nursing now live and being used by teams
 Scorecards for Marketing being developed
 Performance management has been part of BDOD training
 Improvement of planning tools and skills will be linked to the new
Planning and Control Systems Tools (collections will follow the
demand and the manufacturing modules)
 Appointment of external person to National Planning Manager
5
Progress / main milestones achieved in Challenges 4 and 5
Customer
Services
Strategic initiatives
Progress/ Main milestones
 Panel Segmentation
 Delayed due to lack of capacity
 Staff behaviours
 c80% of teams now trained on the three phases
of Customer Service Improvement; donor
satisfaction above target
 Volunteers
 Contact details now gathered and stored
 Initial training sessions to volunteers
completed with positive feedback
 Session Consolidation
 Stage 1: WEDC/Kings Norton/Leeds went live in
April’14 and Oct’14; on track to deliver savings
 Stage 2 Business Case expected Jan’15
 Reducing non donor facing time  “Leaner” set up/pack down process being rolledProductivity
out nationally, at the same time as the
standardization of the planning assumptions
 Collecting more in static centres  Static centres expected to collect c28k more
units in 14/15 vs. 13/14 (+15% YOY)
 Platelets strategy: on track to reduce to 60% CD
by end of 2015/16
6
Pillar 2
Manufacturing Operations
7
Manufacturing operations: 4 challenges
SUFFICIENCY OF SUPPLY
 Increase OTIF to 99%, including specialist components
 Improve ability to meet complex patient requirements
 Maximise the use of every donation
MODERNISATION
 Increase levels of automation to
• Reduce errors
• Reduce waste
• Increase efficiency of the supply change
ORGANISATION/WORKFORCE
 Embed a culture of quality and safety (zero major)
 Develop a customer focused, flexible, innovative and
multi-skilled workforce
EFFICIENCY
 Further increase processing and testing productivity
above 12,000 units/FTE/year and 28,000 units/FTE/year
respectively
 Optimize asset utilisation
Further
improve
the
quality
and
safety
of
our
service
to
patients
and
donors
8
Progress / main milestones expected
Strategic initiatives
Progress/ Main milestones
 Introduce standard scheduling
and manufacturing techniques
 It will be part of the business case for
consolidating the number of processing sites
 Introduce Planning and Control
Sufficiency Systems
 On track to go live with the demand module
and VMI functionality in January 2015
 Automation
 Options for automatic labelling being
assessed and piloted in 2015/16
 Lean
 On-going as part of BAU
 Standardize grading of staff in
manufacturing
 Being completed as part of the business case
to consolidate the number of processing sites
 Personal development plans:
quality and safety
 Expected in 2015/16
 Number of majors YTD 0
Modernize
Workforce
 Consolidation of processing sites  Target date for business case May/ July
2015
 Modernisation of donors records
Efficiency
 Collective consultation completed
 Recruitment in Manchester & Filton started
9
Performance on strategic targets (1/2)
13/14 actual
14/15 YTD Plan
– Month 10
14/15 YTD
Actual Month 10
zero days where stock is below 3 days for any blood
group
0
0
0
N. of occasions where opening stock of platelets (for
any blood group) is below average daily demand
0
0
44*
Number of donors donating over the last 12 months
941,458
910,798
901,244
1.90
1.90
1.90
107,854
107,084
105,619
1.98
1.93
1.97
183,676
138,406
131,711
% of donors scoring >= 9/10 in overall satisfaction
67.6%
69.0%
71.0%
Complainants per million donations
6,007
5,200
5,661
Blood Donation Strategic Targets
Frequency of donation (overall)
O neg donors donating over the last 12 months
Frequency of donation of O neg donors
Donor recruitment
* Change to metric vs. last year; now tracked by blood group
10
Performance on strategic targets (2/2)
13/14 actual
14/15 YTD Plan
– Month 10
14/15 YTD
Actual Month
10
Zero critical and major non compliance at
external inspection
6
0
0
Number of faints per 10,000 donors bled
164
160
163
Number of rebleeds per 10,000 donors bled
39
30
33
OTIF
93.4%
96%
94.9%
Blood Collection Productivity (units/FTE/year)
1,291
1,352
1,328
Manufacturing productivity
9,423
9,498
9,806
Testing productivity
20,827
22,224
22,935
% of collections in donor centres
10.5%
12.0%
12.9%
n.a.
47%
54.2%
Blood Donation Strategic Targets
% of 9 bed sessions
11
Blood Donation financial performance
Total pay
and non
pay (£m)
YOY, %
-0.7%
-3.5%
-3.4%
-5.5%
-12.5%
-10.0%
Total WTE,
excluding
overtime
and agency
(number,
end of year)
YOY, %
-3.5%
-4.2%
 Over last 3 years,
blood donation is
on track to
deliver:
• A reduction of
total spend of
£9.3m (-7.4%)
• A reduction of
staff by c390
WTE (-19%)
12
Manufacturing and testing financial performance
Total pay
and non
pay (£m)
YOY, %
-0.9%
-9.5%
-1.9%
YOY, %
0.5%
-5.8%
+1.3%
-4.5%
Total WTE,
excluding
overtime
and agency
(number)
 Over last 3 years,
manufacturing
and testing is on
track to deliver:
• A reduction of
total spend of
£11.6m (-14%)
• A reduction of
staff by c35
WTE (-4%)
-3.7%
13
Pillar 3
Customer Service and the Hospital
Interface
Hospital satisfaction
Hospital feedback is positive but some areas need
improvement
What do hospitals think of NHSBT?
 68% top-box satisfaction score
 ability to provide a safe, sufficient and
cost-effective blood supply is well
recognised
 strong clinical and technical support
services
 educational support / PBM
 electronic interfaces: OBOS, SPiCE
 regional variation in satisfaction, large
hospitals less satisfied due to more
complex needs
What do hospitals want to improve?
Blood supply
 Availability of specialist components
 Manufacturing changes (planning and control
improvements, standardised systems, site
consolidation, 24/7 working, LEAN): 2015-17
Transport
 Tailored service for large hospitals
 TMS 2014, VMI roll-out 2015/16, logistics review
2015
RCI
 improved turnaround times
 SPICE - 90% of test results online: 2014
 sample logistics pilot: Q2.15
 extended working day
 pilots completed 2014, roll-out 2015
Digital interfaces
 Improved website: Q3.14
 Integrated systems for ordering and invoicing
 OBOS expansion: Q3.15
 Orders to Cash: Q4.16
Targeted customer service intervention
In summary
 Overall, Blood Supply is on track to deliver the strategic initiatives
approved as part of Blood Donation Strategy, and planning has
commenced to deliver Blood Supply 2020 strategy
 Over the last 3 years, blood supply is on track to reduce total
spend by £20.9m (-11.6%) and staffing by 425 WTEs (-14.6%)
which has enabled NHSBT to maintain the price of red blood cells
to hospitals; this has been achieved in a context of demand for red
blood cells declining by c10% and cost pressures
 Increased focus and actions are being taken to continue slowing
down the decline of the donor base, specially O neg, reduce
donors complaints and increase OTIF performance
17
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