Transcript 15_03a - NHS Blood and Transplant
CONFIDENTIAL
Blood - Performance Review
29 January 2015
Pillar 1 Blood Donation and the Donor Experience
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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
MODERNISATION
Must
modernise
our sessions and the way we interact with donors to
secure
the
donor base of the future
ORGANISATION / WORKFORCE
CUSTOMER SERVICE
Have an our
front line management Exceed
our
organisation structure
donors ’ and fit for purpose and strengthen
planning customer service expectations session experience
variation between teams and
environment
by improving and addressing
Further improve the quality and safety of our service to patients and 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
Sufficiency Modernize Strategic initiatives
Segmented management of donors by blood group Slow down rate of decline of O neg donor base Interval Study Donor Portal
Progress/ Main milestones
Targets for O neg set and tracked monthly; Donor Plus (on-call) in place (5% signed up); Appointed “product manager” for O neg 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 Connected sessions Launched in July 2014 with limited complaints from donors 4G ipads now distributed to blood collection teams; smartphones by July/Aug.
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Progress / main milestones achieved in Challenge 3
BDOD – Effective performance mgment “Smarter” planning
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 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
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Progress / main milestones achieved in Challenges 4 and 5
Customer Services Strategic initiatives
Panel Segmentation Staff behaviours Volunteers
Progress/ Main milestones
Delayed due to lack of capacity c80% of teams now trained on the three phases of Customer Service Improvement; donor satisfaction above target 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
Productivity
Reducing non donor facing time “Leaner” set up/pack down process being rolled 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
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Pillar 2 Manufacturing Operations
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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
Develop a
customer focused
, (zero major)
flexible, innovative and multi-skilled
workforce
EFFICIENCY
Further increase
processing and testing productivity above 12,000
respectively units/FTE/year and
28,000 units/FTE/year
Optimize
asset utilisation Further improve the quality and safety of our service to patients and donors 8
Progress / main milestones expected
Strategic initiatives
Introduce standard scheduling and manufacturing techniques
Sufficiency
Introduce Planning and Control Systems Automation
Progress/ Main milestones
It will be part of the business case for consolidating the number of processing sites On track to go live with the demand module and VMI functionality in January 2015 Options for automatic labelling being assessed and piloted in 2015/16
Modernize Workforce Efficiency
Lean Standardize grading of staff in manufacturing Personal development plans: quality and safety On-going as part of BAU Being completed as part of the business case to consolidate the number of processing sites Expected in 2015/16 Number of majors YTD 0 Consolidation of processing sites Modernisation of donors records Target date for business case May/ July 2015 Collective consultation completed Recruitment in Manchester & Filton started
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Performance on strategic targets (1/2)
Blood Donation Strategic Targets 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 N. of occasions where opening stock of platelets (for any blood group) is below average daily demand Number of donors donating over the last 12 months 0 0 941,458 0 0 910,798 0 44 * 901,244 Frequency of donation (overall) 1.90
1.90
1.90
O neg donors donating over the last 12 months Frequency of donation of O neg donors Donor recruitment % of donors scoring >= 9/10 in overall satisfaction Complainants per million donations * Change to metric vs. last year; now tracked by blood group 107,854 1.98
183,676 67.6% 6,007 107,084 1.93
138,406 69.0% 5,200 105,619 1.97
131,711 71.0% 5,661
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Performance on strategic targets (2/2)
Blood Donation Strategic Targets
Zero critical and major non compliance at external inspection Number of faints per 10,000 donors bled Number of rebleeds per 10,000 donors bled OTIF Blood Collection Productivity (units/FTE/year) Manufacturing productivity Testing productivity % of collections in donor centres % of 9 bed sessions
13/14 actual
6 164
14/15 YTD Plan – Month 10 14/15 YTD Actual Month 10
0 0 160 163 39 93.4% 1,291 9,423 20,827 10.5% n.a.
30 96% 1,352 9,498 22,224 12.0% 47% 33 94.9% 1,328 9,806 22,935 12.9% 54.2%
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Blood Donation financial performance
Total pay and non pay (£m) Total WTE, excluding overtime and agency (number, end of year)
YOY, % -0.7% -3.5% -3.4% -5.5% •
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%)
YOY, % -3.5% -4.2% -12.5% -10.0%
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Manufacturing and testing financial performance
Total pay and non pay (£m) Total WTE, excluding overtime and agency (number)
YOY, % -0.9% -9.5% -1.9% -4.5% •
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%)
YOY, % 0.5% -5.8% +1.3% -3.7%
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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
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