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BUSINESS PLAN2014 – 15 | 2016 – 17

CONTENTS

1.0 MESSAGE FROM THE CHIEF EXECUTIVE 02

2.0 OUR VISION, MISSION AND VALUES 05

3.0 STRATEGIC PLAN 06

3.1 LEADING EDGE PERFORMANCE 07

3.2 LEADING EDGE OUTCOMES 13

3.3 A LEADING EDGE NATIONAL NETWORK 21

4.0 RESEARCH AND DEVELOPMENT PROGRAM 27

5.0 BUDGET 30

6.0 ANNUAL CAPITAL PLAN 31

7.0 STRATEGIC OBJECTIVES 32

Jennifer Williams | Chief Executive

WE WILL DEVELOP STRONG AND PRODUCTIVE PARTNERSHIPS WITH STAKEHOLDERS AND WE WILL CONTINUE TO INVEST IN OUR PEOPLE AND CULTURE, ENHANCING THE WAY OUR PEOPLE WORK AND PROVIDING THE RIGHT SYSTEMS TO SUPPORT THEM.

1.0

MESSAGE FROM THE CHIEF EXECUTIVE

This is our business plan for 2014/15, which is the first in support of our new five-year strategic plan, At the leading edge.

Our new strategic plan sets our ambition to be recognised nationally and internationally at the leading edge in product and service delivery and

business performance. To achieve this we will develop strong and productive partnerships with stakeholders and we will continue to invest in our people and culture, enhancing the way our people work and providing the right systems to support them.

We have identified 18 strategic objectives and the business plan addresses and delivers on each of these, which are listed on page 32.

In this 2014/15 business plan, one of our focus areas will be the challenge of meeting demand in an environment where we have changing clinical practice, which has led to a decline in red cell demand. Accuracy of our demand forecasting is important to ensure we don’t over collect, which will lead to product wastage or under collect, which leads to product shortages. Other blood services around the world are experiencing this same challenge and have also had to adjust how they operate.

In 2014/15 we will continue to improve our capacity to align blood product supply with demand through our combined efforts with government on the national inventory management framework. This project has defined optimal red cell inventory levels for the blood sector and has developed guidelines for effective inventory management. This year, we will focus on implementing a strategy for red blood cells and start work on platelet inventory management. We will also transition to new blood product labels to deliver the highest levels of accuracy, safety and efficiency for donors, patients and health providers and we will introduce new blood bags for cost saving and process efficiency purposes.

We are also starting 2014/15 with a refreshed Information Services’ strategic plan which ensures our infrastructure, communications and technology strategy and investment is fully aligned with our new corporate strategic plan and our annual business plan. We have made significant inroads to improving our Information Technology infrastructure and systems over the last five years and we are now building on this with long-term investments.

A key focus area will be the improvement of donor satisfaction to increase retention and frequency by reducing wait times, improving communications, introducing Wi-Fi into donor centres and getting the new Donor Mobile Units (DMUs) on the road. In 2014/15, we will focus on donor health including through the REplacement ADvice (READ) study, which will look at ways to replace iron lost after blood donation in women of child bearing age. We will also establish a development laboratory, which will increase the capability of the Research and Development division to translate their leading edge research into business outcomes. The implementation of strong, well-researched and safe changes for our donors will remain a priority.

We will continue to support and collaborate with our international neighbours, Cambodia and Indonesia, through projects that help improve the safety, sustainability and quality of their blood supplies. In 2014/15, we’ll expand on our achievements by strengthening our systems for quality control, improving operational practices and assisting with the development of blood policy, legislation and regulation. In the international arena, the introduction of phase two of the risk-based decision making framework will progress, with a significant external-facing component, along with testing and refinement of our guidelines.

This year, we also plan to finalise a new Deed of Agreement with the Australian Government.

We have an ambitious, but achievable business plan for 2014/15 and beyond. I look forward to reporting on our progress as we move to position ourselves at the leading edge.

Jennifer Williams Chief Executive

BUSINESS PLAN 02-03 02-03 BUSINESS PLAN

OUR NEW STRATEGIC PLAN SETS OUR AMBITION TO BE RECOGNISED NATIONALLY AND INTERNATIONALLY AT THE LEADING EDGE IN PRODUCT AND SERVICE DELIVERY AND BUSINESS PERFORMANCE.

2.0

OUR VISION, MISSION AND VALUES

OUR VISION

To improve the lives of patients through the power of humanity.

OUR VALUES

Integrity: We act honestly and ethically at all times.

Collaboration: We work together to achieve our goals.

Service: We focus on meeting the needs of patients, the community, customers, donors, stakeholders and colleagues.

Safety and quality: We make safety and quality part of everything we do.

Accountability: We take ownership of our actions and behaviours to achieve our goals.

Excellence: We strive to be the best at what we do.

OUR MISSION

To perform a critical role in healthcare by providing a safe, secure and cost effective supply of quality blood products, essential services and leading edge research to meet the needs of patients.


EMPLOYEES

78DONOR CENTRES

4DONORS

3800 493,000PROCESSING CENTRES

WE PERFORM A CRITICAL ROLE IN HEALTHCARE BY PROVIDING SAFE, SECURE AND COST EFFECTIVE SUPPLIES OF QUALITY BLOOD PRODUCTS.

Over the next five years, our ambition is to be at the leading edge of product and service delivery and business performance – and to be recognised as such both nationally and internationally.

Our strategic plan, At the leading edge, outlines the key areas of future focus for the Blood Service and articulates what needs to be achieved to be at the top of our game.

It focuses our efforts to continue to deliver efficiencies across the organisation and within the sector more broadly. It also balances this drive by maximising the quality and safety of our products and services so health professionals can be confident that they ultimately improve the lives of patients. Finally the plan recognises the extraordinary capabilities of our national network of assets and skills and lays out plans for us to maximise their impact across the blood and broader health sector, and internationally.

At the leading edge clearly articulates the way the Blood Service will need to work in order to achieve these goals – we must develop closer partnerships with our customers and stakeholders in order to perform and deliver shared outcomes and create a business culture with more effective systems that engages our people.

The business plan addresses 18 strategic objectives. The following pages describe how the strategy will be delivered in 2014/15.

Read our strategic plan at donateblood.com.au/corporate

3.0

STRATEGIC PLAN

06-07 BUSINESS PLAN BUSINESS PLAN 06-07

3.1

LEADING EDGE PERFORMANCE

To be at the leading edge of performance we will make the best use of taxpayer funding by delivering lean operations and a more efficient blood sector.

PARTNERSHIPS

• Better matching of supply to demand

• Reduction in waste and duplication, and

• Increased saving and performance through procurement.

PEOPLE AND CULTURE

• Leaner production

• Risk and cost reduction through technology, and

• Better corporate decision making.

Corporate Strategy and Performance

Donor Services

Finance

Human Resources

Information Services

Manufacturing

Medical, Transplantation and Quality Services

Research and Development


BloodNet integration

BloodNet is a web-based ordering and receipting system operated by the Australian Government. This initiative will connect the BloodNet system and the Blood Service’s National Blood Management System (NBMS) to provide a more reliable and efficient method for delivery of health provider orders from BloodNet to NBMS, and reduce reliance on manual data entry. It will also see the development of report and data sharing capabilities between BloodNet and Blood Service systems.

In 2014/15 we will:

• Provide a reliable electronic channel between BloodNet and the Blood Service’s systems to streamline the order management process for health providers and the Blood Service, and

• Develop options for the exchange of reports and other relevant information between Blood Service systems and BloodNet.

Consignment Management System (CMS)

The CMS will provide a nationally consistent and efficient method for tracking shipper contents to our customers and provide traceability of orders from placement through delivery.

In 2014/15 we will:

• Complete implementation for the CMS solution.

Enterprise Services Bus (ESB)

ESB is software that allows different computer systems and applications to interact and communicate via common technology, including both internally and externally hosted systems. Implementation of the software will enable a number of business-critical systems and ultimately enhance our ability to match supply to demand.

In 2014/15 we will:

• Implement new ESB technology with a business-to-business gateway capability

• Migrate existing services to the new ESB platform, and

• Decommission the existing platform.

The Research and Development division will deliver the following projects that also support this objective:

• Migrant communities donor marketing model

• Developing donor flexibility to change donation types as required, and

• A 45 and up study of healthy ageing: a comparison of blood donors and non-donors.

01 STRATEGIC OBJECTIVE: BETTER MATCHING OF SUPPLY TO DEMAND

Partnerships

02 STRATEGIC OBJECTIVE: REDUCTION IN WASTE AND DUPLICATION

National Inventory Framework and Service Standards (NIFSS)

The national inventory framework project is a collaboration between the Blood Service and the National Blood Authority (NBA) and looks to better define the processes and guidelines for effective red cell inventory management. This project will inform a set of national service requirements and standards jointly developed by the NBA and Blood Service. These standards will outline the operational arrangements between the NBA, the Blood Service and customers for the efficient, timely and effective provision of blood and blood products and services.

In 2014/15 we will:

• Develop an implementation strategy to roll-out the national inventory framework for red blood cells

• Commence the roll-out of the approved red cell framework, design a proof of concept for platelets and analyse and develop recommendations, and

• Conduct a pilot of the platelet inventory management framework with a range of customers.

The Research and Development division will deliver the following project that also supports this objective:

• Development and characterisation of platelet lysates and platelet gels.

New Deed of Agreement and Blood Shield Legislation and National Managed Fund

The Deed of Agreement safeguards the management and supply of fresh blood products and services in Australia. It secures a collaborative relationship between the Australian Red Cross Society and the NBA, ensuring cooperative planning and transparency of outcomes. In 2014/15, the Blood Service will continue to work to advance negotiations for the development of a new, longer-term Deed of Agreement with the NBA, Red Cross and governments, subsequent to the completion of the review of the Blood Shield Legislation and the National Managed Fund. This includes improving risk protection to the Red Cross, in areas such as blood borne virus transmissions.

In 2014/15 we will:

• Work with the NBA to develop a range of national service requirements and standards, and

• Work closely with the NBA, Red Cross and governments to finalise a new Deed of Agreement.

Euroapheresis tender for apheresis consumables and platforms

The purpose of this project is to evaluate and select a whole blood and platelet apheresis collection system for future use.

In 2014/15 we will:

• Review the current platform and performance and define business needs for an apheresis platelet platform

• Appraise the euroapheresis process and outcomes, and review the internal procurement processes and the euroapheresis beneficiary procurement process, and

• Develop specification and evaluate approaches for plateletpheresis and develop a procurement plan including linkage to international group purchases where possible.

Supplier Relationship Management (SRM) framework

We will conduct a review of SRM activities across the Blood Service which will assist the development of an SRM framework to ensure a consistent organisational approach to supplier relationships.

In 2014/15 we will:

• Conduct an SRM review, and

• Review the findings and recommendations.

03 STRATEGIC OBJECTIVE: INCREASED SAVINGS AND PERFORMANCE THROUGH PROCUREMENT


Manufacturing Laboratory Improvement Project (MLAB)

This initiative will see the delivery of productivity improvements for regional production teams (previously processing and testing teams) through the implementation of a nationally consistent structure and improved manufacturing capabilities.

In 2014/15 we will:

• Continue improvement to regional production productivity through the development of improved staffing models and cultural change.

NBMS mobile solution

This initiative will enable donor mobile collection units to access NBMS in ‘real time’. While the current offline solution is reliable and secure, the roll-out will create business efficiencies and improved accuracy of donor eligibility and consumable and appointment data.

In 2014/15 we will:

• Determine the technical feasibility of ‘real time’ NMBS access, and

• Plan and roll-out the mobile solution.

Donor Services productivity program (study)

International blood service benchmarking reviews have highlighted opportunities to improve our collection productivity position. Donor Services will undertake a review and focus on a variety of aspects impacting productivity and efficiency, and then develop a work plan that highlights and seeks to address the opportunities outlined.

In 2014/15 we will:

• Develop a project plan with multiple work streams, and

• Prepare a feasibility study with recommendations.

Manufacturing improvement – customer service

This initiative will continue the implementation of manufacturing principles and nationally consistent structures and processes into regional customer service delivery functions – in a similar way to those implemented through the MLAB into regional production functions.

In 2014/15 we will:

• Develop a comprehensive project plan, and

• Execute and close the project.


• New packaging system for serum eye drops

• Evaluation of glucose-containing platelet additive solutions

• Evaluation of cold-stored platelets, and

• Serum eye drop in severe dry eye patients’ trial.

Other supporting activities are:

Lean awareness program, and

Manufacturing productivity.

04 STRATEGIC OBJECTIVE: LEANER PRODUCTION

Time and attendance (people systems project)

The Blood Service requires automation of the current manual processes for employees and managers to collect and interpret time and attendance data. This initiative will focus on addressing this issue and develop a new automated system.

In 2014/15 we will:

• Complete the tender evaluation

• Finalise the vendor and develop a solution, and

• Develop the implementation plan, implement the new system and commission its use.

ISBT 128 labelling standards for blood components

The objective of this project is to transition the Blood Service to the ISBT 128 labelling standard for fresh blood components. This will deliver the highest levels of accuracy and safety for the benefit of donors, patients and health providers, ensuring internationally recognised standards for barcoding of fresh blood components. Currently in the planning phase, the project objective is to implement the ISBT 128 labelling standard and supply blood components with an ISBT 128 ‘transition’ label for uninterrupted customer use by June 2016.

In 2014/15 we will:

• Audit and report on the scanner capability for ISBT 128 linear and 2D data matrix and develop technical user requirements for each affected system

• Develop an organisational change management plan and an implementation roadmap

• Implement an Information Services high level strategy, create a master validation plan, assess vendor contract reviews and modifications to determine resources and submit a revised full business proposal, and

• Create a business transition and cutover strategy and perform proof of concept testing in an NBMS test environment.

Imprest for Donor Services and Manufacturing consumables (pilot)

The objective of this initiative is to deploy a replenishment and proof of delivery system into the Blood Service’s donor centres, laboratories and inventory and distribution divisions. This will improve the management of consumables and improve visibility of consumables in the supply chain.

In 2014/15 we will:• Pilot the solution in six donor centre localities, and

determine whether to proceed to full implementation • If the pilot is successful: - Develop a full business proposal and budget - Obtain a vendor contract for the supply of peripherals, and - Commence a phased national deployment.

NBMS enhancements

This project will implement NBMS enhancements identified as functional improvements by system stakeholders.

In 2014/15 we will:

• Aim to deliver enhancements in the following categories:

- Configuration changes made by the NBMS Configuration and Validation team

- Changes delivered in the NBMS semester patch implementation, and

- Training to include NBMS semester patch changes and additional requirements.

05 STRATEGIC OBJECTIVE: RISK AND COST REDUCTION THROUGH TECHNOLOGY

People and Culture


Integrated operational and financial planning

This initiative will use the Hyperion planning platform to integrate and automate, where possible, a number of business planning models. The models that will be targeted are:

• Aligning supply with demand model

• Production model, and

• Donor centre network resource model (capacity and workforce).

The purpose is also to provide a structured database source for streamlining operational and financial planning reporting through Cognos.

In 2014/15 we will:

• Gather user requirements, design and test, and

• Go live.

* The risk-based decision making initiative located under strategic objective nine (improved risk-based decision making) is also a key driver within the better corporate decision making objective.


Document management framework and record archive system.

06 STRATEGIC OBJECTIVE: BETTER CORPORATE DECISION MAKING*

People and Culture

05 STRATEGIC OBJECTIVE: RISK AND COST REDUCTION THROUGH TECHNOLOGY contd

Decision Support Software (DSS)

The use of a DSS solution for determining donor eligibility in our donor centres will improve the consistency of eligibility decisions. It will also reduce the number of issues being referred to the Donor Enquiry Line (DEL) for resolution. This initiative will focus on the feasibility of implementing this solution in donor centres.

In 2014/15 we will:

• Review phase one’s implementation into the National Contact Centre (NCC)

• Complete the ‘as is’ and ‘to be’ process maps for donor centres, and

• Deliver a feasibility report, including recommendations.


• Characterisation of Mirasol PRT-treated platelet interactions

• Mirasol-PRT treatment impacts on platelet quality

• Effect of THERAFLEX MB plasma on the infectivity of chikungunya and dengue viruses

• Effect of THERAFLEX UV-platelets system on the infectivity of chikungunya and ross river viruses, and

• THERAFLEX UV-platelets system procedure: clinical efficacy and safety of platelet trial.


Improving the documentation of medical advice

Policy publishing and record digitisation

Employee and managers’ self-service and performance development plan tool

Radio Frequency Identification (RFID) - trial, and

Vision Inspection System (VIS).

3.2

LEADING EDGE OUTCOMES

To deliver leading edge outcomes we will produce products and services that are fit-for purpose and meet stakeholder and customer needs.

PARTNERSHIPS

• Valued, happy and healthy donors

• Better patient outcomes through improved clinical practice, and

• Improved risk-based decision making.

PEOPLE AND CULTURE

• Nationally consistent and reliable product and service offerings

• Business outcomes through research, and

• Attraction and retention of the best staff.


Donor Services

Finance

Human Resources


Manufacturing



14-15 BUSINESS PLAN 2014-15 | 2016-17 BUSINESS PLAN 14-15

Donor Relationship Management (DRM)

In 2012, Donor Services commissioned the Business Process Improvement team to undertake a detailed review of the donor experience. The need to better support the way in which the Blood Service engages with donors was identified as a key improvement, with a DRM identified as a suitable solution.

In 2014/15 we will:

• Complete the contract with the supplier for implementation, and

• Implement the DRM program platform in a phased approach.

Donor iron strategy

While blood donation is already a very safe process, the Blood Service will be working to implement high level strategic recommendations to mitigate the risks associated with donation-related iron loss.

In 2014/15 we will:

• Continue the REplacement ADvice (READ) study with the delivery of an interim analysis report

• Continue with the planning and (if approved) the implementation of an alternative strategy to facilitate the provision of iron supplements to high risk donors, and

• Continue to progress the development of donation-related iron loss educational materials.

Donor questionnaire program

The donor questionnaire is an essential component of the blood donation process. To enable the Blood Service to improve the efficiency of the questionnaire completion process, while ensuring donor and product safety is not compromised, this program will scope and pilot a series of donor questionnaire enhancements.

In 2014/15 we will:

• Develop and implement a frequent donor questionnaire, subject to approval from the Therapeutic Goods Administration (TGA)

• Complete a feasibility study for the computer assisted donor questionnaire, pre-completed donor questionnaire and intuitive donor questionnaire, and

• Where applicable, plan the pilots.

National Contact Centre (NCC) future state

In recent years, the NCC has upgraded their capacity and infrastructure to deliver improved voice services to donors. Given the expected increase in services in 2014/15, this initiative will focus on conducting a review of current and future operations and infrastructure capacity.

In 2014/15 we will:

• Conduct an operational review, and

• Develop the NCC strategy and plan the implementation.


• The REplacement ADvice (READ) study

• The donor iron replacement study

• Donor plasma decision tool

• Effect of vein visualisation technology on donors aged 18 to 30 years

• Shortened questionnaire safety review among frequent blood donors

• Reactivation strategies for lapsed frequent donors

• Donor communication and the service experience

• Developing an extended service experience for donor segments

• Key drivers in motivating and maintaining blood donations

• The emotional psychology of blood donors

• Prevention of a response to donor vasovagal events

• Targeting retention of first time whole blood donors, and

• Genetic factors associated with donation career.

07 STRATEGIC OBJECTIVE: VALUED, HAPPY AND HEALTHY DONORS

Partnerships

Patient Blood Management (PBM) program

PBM uses evidence-based practices to better manage blood for patients to improve their outcome. The Blood Service will continue to provide a supporting role in patient care through the development and delivery of PBM resources and transfusion medicine clinical advice. By working in partnership with the National Blood Authority (NBA) and other stakeholders, we will avoid duplication of effort and ensure our resources add value to the broader blood sector.

In 2014/15 we will:

• Update the transfusion.com.au website, including completion of a mobile device compatibility initiative

• Update our blood component related e-learning modules

• Develop our online resource centre including webinar presentations and Blood Service fellow transfusion rounds, and

• Develop the registrar training program and deliver transfusion learning posts.

National immunoglobulin governance and Blood Issue Procedure (BIP) study

In 2012, Ernst & Young submitted a report to the NBA noting variations in prescribing and dosing practice as well as inconsistencies across jurisdictions in relation to the approval and review process of immunoglobulin. The report recommended changes to the management of Intravenous Immunoglobulin (IVIg) and Normal Immunoglobulin (NIg) through the implementation of 12 projects.

This initiative aims to support the national immunoglobulin governance projects currently being undertaken by the NBA and seeks to make improvements to the way the Blood Service manages immunoglobulin products with our customers in order to provide the best service possible.

In 2014/15 we will:

• Review the BIP and issue it through the Electronic Quality Management System (EQMS)

• Implement IVIg Imprest with selected health customers, and

• Plan for the implementation of a decision support system for the BIP.


• Blood product safety in massive transfusion recipients

• IVIg safety and efficacy for cost-effective dosing

• Transfuse study

• Impacts of age of transfused red cells on critically ill patients

• Perinatal transfusions outcomes partnership

• Transfusion outcomes research collaborative II

• Massive transfusion registry

• Efficient use of HLA compatible platelets

• Reduction in anti-D immunoglobulin usage by genotyping, and

• Haemolytic disease of the fetus and newborn associated with blood groups.

08 STRATEGIC OBJECTIVE: BETTER PATIENT OUTCOMES THROUGH IMPROVED CLINICAL PRACTICE

Laboratory Information Management System (LIMS)

This project will implement a standardised LIMS across Blood Service laboratories, which will provide an accurate planning, testing, recording and reporting capability for donor and patient testing services.

In 2014/15 we will:

• Progress the implementation of the LIMS to achieve standardisation and efficiency gains across our laboratories.

Transplantation testing - national alignment

This initiative will see the alignment of technology platforms and testing processes within the Transplantation Services laboratories continue, which supports in vitro diagnostic (IVD) compliance, the cost model and the LIMS configuration. Quality processes will be progressed nationally to ensure efficient and effective use of staff resources across our laboratories.

In 2014/15 we will:

• Prepare validation plans, protocols, Standard Operating Procedures (SOPs) and work instructions, and

• Complete the national alignment processes in testing.

IVD compliance project (phase four)

The Blood Service will continue to ensure compliance with the TGA’s new regulatory framework for the registration of in-house and IVD medical devices.

In 2014/15 we will:

• Obtain TGA conformity assessment certification and satisfy design examination certification requirements, and

• Implement a nationally standardised framework for managing NATA accreditation and obtain NATA accreditation for all laboratories.


• Quality monitoring program

• Anaerobic storage of red blood cells

• Extended genotyping to improve transfusion safety

• Ovine models of transfusion

• Investigating antibody and non-antibody mediated Transfusion-Related Acute Lung Injury (TRALI) using in vitro models

• Immune biomarkers - transfusion associated immunomodulation cardiac patients

• Immune biomarkers – impact of transfusion on dendritic cell function

• Investigation of blood physiology and haematological disease

• Parameters contributing to biological variation in biological response modifiers in packed red blood cells

• Modelling the effect of procoagulant phospholipid and microparticles in stored red blood cells during blood transfusion

• Investigating levels of biological response modifiers (BRMs) in donors implicated in clinical cases of TRALI, and

• Cellular process that regulate the life span of red blood cells.


Implement outcomes from the TRALI risk reduction study.

10 STRATEGIC OBJECTIVE: NATIONALLY CONSISTENT AND RELIABLE PRODUCT AND SERVICE OFFERINGS

People and Culture


Partnerships

09 STRATEGIC OBJECTIVE: IMPROVED RISK-BASED DECISION MAKING

Risk-based decision making

The international Alliance of Blood Operators is developing a risk-based decision making framework which will help all blood sector stakeholders to make blood safety decisions that balance risk, cost and benefits from ‘vein to vein’. The Blood Service is participating in the development of the framework.

In 2014/15 we will:

• Contribute to the next phase of development of the risk-based decision making framework

• Commence consultation on the framework with Australian stakeholders, and

• Participate in testing the framework guidelines on a topical blood safety risk issue.


• Hepatitis E virus risk review

• Babesia risk review

• Ultra sensitive detection of dengue contamination of blood

• Dengue transmission under climate change in northern Australia

• West Nile virus blood screening assays and detection of Australian WNVKUN strains

• Detection of dengue virus by Transcription Mediated Amplification (TMA), and

• Q fever risk review.

People and Culture

Diversity program

The Blood Service is committed to providing a supportive and inclusive workplace. This initiative will focus on the development and implementation of a diversity strategy. With an initial focus on lesbian, gay, bisexual, transgender and intersex (LGBTI) inclusion, our workforce diversity strategy will help us understand and celebrate the differences we all bring to work.

In 2014/15 we will:

• Define the diversity strategy

• Define and deliver a project on age diversity, and

• Conduct an audit of the LGBTI program.

Medical Services workforce efficiency and process improvements project

This project will ensure that all Medical Services activities add value in the most cost-effective way and provide a nationally consistent and appropriate service to internal and external stakeholders. It will incorporate a review of select Medical Services systems and processes and the way we use our people.

In 2014/15 we will:

• Complete the implementation of process changes relating to matched platelet management, ferritin and apheresis test result management and Medical Services on call management

• Complete improvements to the quality of Medical Services communication and Medical Services note taking, and

• Commence a review of donor counselling, donor safety assessments and adverse transfusion reaction management.

Donor Services workforce planning project (phase two)

The workforce planning project will continue to implement a sustainable workforce model in Donor Services. This has been partially achieved through the introduction of the Donor Services Nursing Assistant (DSNA) amended role.

In 2014/15 we will:

• Consolidate the implementation of the DSNA amended scope in trial regions, and

• Decide if further implementation in other regions will occur.

Collections management capability review and development

This initiative will focus on the implementation of a talent management review that measures the capability of Donor Services’ Collections Leadership team. The program will drive improved performance and enhance the collections leadership bench-strength through retention, acquisition and optimisation strategies.

In 2014/15 we will:

• Plan and develop the review, and

• Execute the review.

Leadership and career development framework

This project will develop a new career development framework to remove manual administration and work activity for Human Resources and assist managers in planning their team’s development. This will target improvements for the Employee Engagement Survey (EES) results in the area of career and professional development across the Blood Service.

In 2014/15 we will:

• Analyse the current resources and materials

• Design the framework, and

• Populate and implement the framework.

12 STRATEGIC OBJECTIVE: ATTRACTION AND RETENTION OF THE BEST STAFF11 STRATEGIC OBJECTIVE: BUSINESS OUTCOMES THROUGH RESEARCH

Establishing a development laboratory

This initiative will focus on establishing a development laboratory, which will increase the capability of the Research and Development division to develop and optimise components or processes within a Good Manufacturing Practice (GMP) compliant environment, allowing the delivery of business-driven research outcomes that effectively translate into operational results.

In 2014/15 we will:

• Purchase appropriate laboratory equipment, commission it for use and complete training for all staff, and

• Ensure the laboratory is running on SOPs and following work instructions.

Blood Service research program

Through connectivity to the broader Blood Service, the research program adds value and reduces risk by conducting world-leading research. This informs and improves Blood Service core activities, thereby ensuring the sufficient supply of safe and cost effective blood and blood products. Blood Service researchers have established strong collaborations with researchers at leading research institutions throughout Australia and internationally. Organised into four research programs, these projects are focused and aligned with Blood Service strategic objectives incorporating broader blood sector priorities as identified by Australian governments.*


• Platelet cryopreservation protocol for apheresis platelets

• Characterisation of cryopreserved platelets

• Cryopreserved versus liquid platelets for surgical bleeding pilot

• Improvements to red cell cryopreservation

• Establishing a shelf-life for frozen blood components, and

• Non-invasive prenatal assessment (NIPA) translation.

* Refer to Research and Development program table, page 27.


20-21 BUSINESS PLAN

3.3

A LEADING EDGE NATIONAL NETWORK

To deliver a leading edge national network we will maximise the impact of our infrastructure and skills.

PARTNERSHIPS

• Greater contribution outside blood

• More collaborative research output, and

• Assistance to developing countries.

PEOPLE AND CULTURE

• An ideally distributed collection network

• Less complex but more reliable Information Technology and data network, and

• Highly competitive and growing external services.

BUSINESS PLAN 20-21


Donor Services

Finance

Human Resources


Manufacturing




Western Australia (WA) Rotary cord blood bank

The WA Rotary cord blood bank will collect, process and bank cord blood for transplantation. It will focus on the collection of cords from Aboriginal and ethnic populations, thereby increasing the genetic diversity of cord blood collected within Australia.

In 2014/15 we will:

• Complete our regulatory requirements

• Consolidate the bank’s operational model and commence operations, and

• Confirm current funding sources and investigate longer term funding options.

Donor Tissue Bank of Victoria (DTBV) management contract

The Blood Service and the DTBV are working together to identify opportunities to expand the use of human tissue for the benefit of patients. Tissue and blood products share many similarities and this initiative leverages the skills and capabilities of both organisations. In the next year, both organisations will work together on delivering a three-year action plan and with it, a range of initiatives to achieve this objective.

In 2014/15 we will:

• Appoint a manager

• Prepare and seek approval for the three-year action plan, and

• Implement action plan deliverables.

Management of business development activities

This initiative will introduce a dedicated business development function that will enable the Blood Service to maximise the use of its national infrastructure and skills for the benefit of the health sector. This function will take a lead role in identifying new opportunities and coordinating internal resources to respond.

In 2014/15 we will:

• Establish a business development operating framework and governance, and

• Develop a work plan, website and brand.


Quality services market study

Develop guidelines for hosted agencies within the Blood Service, and

Review and align Bone Marrow Donor Centre (BMDC) activities.

13 STRATEGIC OBJECTIVE: GREATER CONTRIBUTION OUTSIDE BLOOD

Partnerships

14 STRATEGIC OBJECTIVE: MORE COLLABORATIVE RESEARCH OUTPUT

Implementation of frozen blood products

The Blood Service has entered into a partnership agreement with the Australian Defence Force (ADF) for the development and supply of deep frozen blood components. The extended shelf-life and standard storage requirements of deep frozen blood components will enable the ADF to have access to life-saving blood components when deployed in remote locations or austere environments where access to fresh blood components is difficult or not available. The frozen blood project, in collaboration with the ADF, manages the planning and implementation of manufacturing and supply processes that are required to meet the ADF’s demand for deep frozen red cell, plasma and platelet components.

In 2014/15 we will:

• Seek Therapeutic Goods Administration (TGA) and National Blood Authority (NBA) approval for the routine manufacturing and supply of deep frozen red cell, plasma and platelet components for the ADF

• Re-optimise deep frozen apheresis platelets by the Research and Development division, and

• Obtain validation for the handling and transportation of deep frozen platelet components and complete the ADF training and field trial for deep frozen platelets.

Cambodian Blood Service project

The Cambodia project is externally funded by the United States President’s Emergency Plan for AIDS Relief (PEPFAR) and supports improvement of the Cambodian National Blood Transfusion Centre with the overall goal of provision of a safe, sustainable and sufficient supply of blood and blood products to the Cambodian people.

In 2014/15 we will:

• Develop the national blood policy, legislation and regulation for blood services

• Improve the clinical use of blood in hospitals through training and development of clinical blood use guidelines and hospital transfusion protocols

• Increase the voluntary blood donor numbers and retention rates through development of annual donor marketing and recruitment strategies, and

• Improve the operational practices at the Cambodian National Blood Transfusion Centre, including donor collection, care, counselling, product manufacturing and donation testing.

Indonesian quality management project

The Indonesia project is funded externally by Australian Red Cross humanitarian funds. Its purpose is to provide support to the PMI (Indonesian Red Cross) to work towards a sufficient, sustainable and quality national blood service with a focus on PMI headquarters. The project has built a solid framework for the national quality system. The volume of new knowledge provided to staff has been large and to ensure this knowledge is ingrained, the Blood Service has proposed a six-month extension, which would take the completion date to March 31 2015.

In 2014/15 we will:

• Implement systems for equipment management and quality control, and

• Implement a training system for quality management.

15 STRATEGIC OBJECTIVE: ASSISTANCE TO DEVELOPING COUNTRIES

Collection site strategy

The collection site strategy seeks to raise the Blood Service’s capacity utilisation over three years while appropriately matching donor centre size and number to the number of required collections.

In 2014/15 we will:

• Increase capacity utilisation and increase the opportunity for donation through appropriate opening hours

• Implement the findings of the mobile strategy review (phase two), and

• Refine donor wait times to increase utilisation, through revised appointment templates and accurate wait time measurement.

16 STRATEGIC OBJECTIVE: AN IDEALLY DISTRIBUTED COLLECTION NETWORK

Improving disaster recovery capabilities

The Blood Service is dependent on the availability of IT systems to maintain the safe supply of blood products and testing services. It is therefore imperative that if a disaster event occurs and primary IT systems are impacted, the Blood Service has alternative IT systems available within pre-determined timeframes. To achieve this, the Information Services division will implement new and upgrade existing systems to ensure disaster recovery capabilities for more than 50 business-critical applications.

In 2014/15 we will:

• Implement new and upgrade existing systems to ensure the Blood Service’s agreed disaster recovery requirements can be achieved

• Develop a comprehensive suite of disaster recovery tests and procedures, and

• Complete the migration of all IT systems to the new data centre network implemented in 2013 and decommission the legacy data centre network.

National Blood Management System (NBMS) future state initiative

The Information Services division will undertake a major tender to seek upgraded or alternative infrastructure support and operational arrangements for the NBMS. The outcome of the tender will support the development of an applicable business case, including whether we should continue to buy and own our assets or have the technology supplied as part of a managed services agreement. The initiative also encompasses the transition to the new support arrangements and migration of NBMS from six-year-old infrastructure to new technology.

In 2014/15 we will:

• Conduct an open tender, develop a business case and establish a contract with the successful vendor

• Implement new technology and migrate NBMS

• Transition to new or enhanced infrastructure support and operational arrangements, and

• Decommission the legacy NBMS infrastructure.

17 STRATEGIC OBJECTIVE: LESS COMPLEX BUT MORE RELIABLE IT AND DATA NETWORK

People and Culture

Network and telecommunications services project

The reliability and quality of network and telecommunications services are essential to the Blood Service to allow personnel to access IT systems, share information and communicate with colleagues, donors, customers and other parties. To reduce costs and improve the delivery of internal and external services, the Blood Service has contracted with a single service provider to supply and manage a range of different network and telecommunications services across all Blood Service locations nationally.

2014/15 we will:

• Implement new Wide Area Network (WAN) and internet services

• Upgrade our internal telephony system and transition to new Short Message Services (SMS), and

• Provide wireless broadband services into Donor Mobile Units (DMUs) and establish Wi-Fi ‘hotspot’ services for donor use within all our collection centres.

Security improvement program

Due to the increasing scale and complexity of information security threats and attacks in the community, the IT security improvement program is an ongoing strategic initiative. In 2014/15 we will build on the security improvements implemented in the past three years, to further enhance the information security management capabilities of the Blood Service. This will support adherence to the new federal Privacy Act and address risks contained within the Australian Signals Directorate’s (ASD) top 35 information security risk assessment.

In 2014/15 we will:

• Develop a managed security service and business case for operational monitoring and management of security threats and vulnerabilities and establish and implement a managed security service

• Assess and address security risks due to unsupported but difficult-to-retire legacy systems that still support laboratory testing activities, and

• Continue to improve practices to maintain IT system security to required levels.

NBMS semester patch

To maintain the supportability of the NBMS, it is necessary to apply periodic full software updates referred to as a semester patch. The existing production environment requires an update to maintain the ability to apply fixes and enhancements to the environment, and is also a prerequisite to implement new modules of eProgresa.

In 2014/15 we will:

• Test, validate and apply a full software update to the NBMS.


NBMS enhancements: malaria solution, and

National Organ Management System (NOMS) governance.

17 STRATEGIC OBJECTIVE: LESS COMPLEX BUT MORE RELIABLE IT AND DATA NETWORK contd


18 STRATEGIC OBJECTIVE: HIGHLY COMPETITIVE AND GROWING EXTERNAL SERVICES

International testing opportunities (study)

This initiative will identify potential markets and customers for the Blood Service’s testing skills and services, outside Australia.

In 2014/15 we will:

• Review the feasibility of offering individual Blood Service testing functions to overseas clients

• Develop a generic delivery model and pricing structure for this business, and

• Identify and qualify potential overseas clients, including other blood services.


Tissue typing costing model review.

People and Culture

26-27 BUSINESS PLAN

4.0

RESEARCH AND DEVELOPMENT PROGRAM

BUSINESS PLAN 26-27

STRATEGIC OBJECTIVE PROJECT LEAD RESEARCHER

1. BETTER MATCHING OF SUPPLY TO DEMAND

Migrant communities donor marketing model

Dr HaymanDeveloping donor flexibility to change donation types as required

A 45 and up study of healthy ageing: a comparison of blood donors and non-donors

Dr Waller

2. REDUCTION IN WASTE AND DUPLICATION

Development and characterisation of platelet lysates and platelet gels

Dr Loh

4. LEANER PRODUCTION

New packaging system for serum eye drops

Dr TanSerum eye drop in severe dry eye patients’ trial

Evaluation of glucose-containing platelet additive solutions

Dr Johnson

Evaluation of cold-stored platelets

5. RISK AND COST REDUCTION THROUGH TECHNOLOGY

Characterisation of Mirasol PRT-treated platelet interactions

Dr Marks

Mirasol-PRT treatment impacts on platelet quality

Effect of THERAFLEX MB plasma on the infectivity of chikungunya and dengue viruses

Effect of THERAFLEX UV-platelets system on the infectivity of chikungunya and ross river viruses

THERAFLEX UV-platelets system procedure: clinical efficacy and safety of platelet trial

7. VALUED, HAPPY AND HEALTHY DONORS

Prevention of a response to donor vasovagal events

Dr Waller

Targeting retention of first time whole blood donors

Donor plasma decision tool

Effect of vein visualisation technology on donors aged 18 to 30 years

Shortened questionnaire safety review among frequent blood donors

Reactivation strategies for lapsed frequent donors


STRATEGIC OBJECTIVE R&D PROJECT LEAD RESEARCHER

10. NATIONALLY CONSISTENT AND RELIABLE PRODUCT AND SERVICE OFFERINGS

Quality monitoring program Dr Marks

Anaerobic storage of red blood cells Dr Veale

Extended genotyping to improve transfusion safety

Dr Hyland

Ovine models of transfusion

Dr Tung and Dr Dean

Investigating antibody and non-antibody mediated TRALI using in vitro models

Immune biomarkers - transfusion associated immunomodulation cardiac patients

Immune biomarkers – impact of transfusion on dendritic cell function

Investigation of blood physiology and haematological disease

Parameters contributing to biological variation in biological response modifiers in packed red blood cells

Modelling the effect of procoagulant phospholipid and microparticles in stored red blood cells during blood transfusion

Investigating levels of BRMs in donors implicated in clinical cases of TRALI

Cellular process that regulate the life span of red blood cells

11. BUSINESS OUTCOMES THROUGH RESEARCH

Platelet cryopreservation protocol for apheresis platelets

Dr JohnsonCharacterisation of cryopreserved platelets

Cryopreserved versus liquid platelets for surgical bleeding pilot

Improvements to red cell cryopreservation

Dr Winter

Establishing a shelf-life for frozen blood components

Dr Johnson

Non-invasive prenatal assessment (NIPA) translation

Dr Hyland

STRATEGIC OBJECTIVE PROJECT LEAD RESEARCHER


Donor communication and the service experience

Dr SmithDeveloping an extended service experience for donor segments

Key drivers in motivating and maintaining blood donations

Dr HaymanThe emotional psychology of blood donors

The REplacement ADvice (READ) study

Dr Marks

The donor iron replacement study

Genetic factors associated with donation career Dr Hyland

8. BETTER PATIENT OUTCOMES THROUGH IMPROVED CLINICAL PRACTICE

Blood product safety in massive transfusion recipients Dr Hirani

IVIg safety and efficacy for cost-effective dosing Dr Dyer

Transfuse study

Dr Irving

Impacts of age of transfused red cells on critically ill patients

Perinatal transfusions outcomes partnership

Transfusion outcomes research collaborative II

Massive transfusion registry

Efficient use of HLA compatible platelets

Reduction in anti-D immunoglobulin usage by genotyping

Dr HylandHaemolytic disease of the fetus and newborn associated with blood groups

9. IMPROVED RISK-BASED DECISION MAKING

Hepatitis E virus risk review

Dr Faddy

Babesia risk review

Ultra sensitive detection of dengue contamination of blood

Dengue transmission under climate change in northern Australia

West Nile virus blood screening assays and detection of Australian WNVKUN strains

Detection of dengue virus by Transcription Mediated Amplification (TMA)

Q fever risk review

BUSINESS PLAN 30-31

5.0

BUDGET: MAIN OPERATING PROGRAM

2013/14 2014/15

Average FTE (number)

Operating budget ($’000)

Average FTE (number)

Operating budget ($’000)

INCOME

National Blood Authority MOP funding 517,800 502,100

Other income 2,500 2,400

Interest received 3,900 4,300

TOTAL income 524,200 508,800

EXPENSES BY DIVISION

OPERATIONS DIVISIONS

Donor Services 1,801 238,400 1,651 221,200

Manufacturing 772 151,900 710 146,600

TOTAL operations divisions 2,573 390,300 2,361 367,800

NON-OPERATIONS DIVISIONS

Medical, Transplantation and Quality Services 222 35,700 221 36,200

Research and Development 51 7,600 52 7,900

Corporate Strategy and Performance 62 10,700 62 11,100

Human Resources 75 9,900 80 10,500

Information Services 102 27,300 102 27,100

Finance 63 8,700 66 9,600

Corporate 17 7,600 16 8,300

Organisation and administration * 79 21,400 88 25,300

TOTAL non-operations divisions 671 128,900 687 136,000

TOTAL 3,244 519,200 3,048 503,800

NET SURPLUS / (DEFICIT) 5,000 5,000

6.0

ANNUAL CAPITAL PLAN

ASSET CATEGORY 2013/14 ($’000) 2014/15 ($’000)

New and replacement asset program 15,533 11,628

Infrastructure, communication and technology equipment 5,623 3,937

Production equipment 5,153 3,580

Office and admin equipment 18 14

Plant and equipment 296 2,036

Static collection equipment 3,971 1,650

Vehicles 161 245

Mobile collection equipment 310 166

Property services 16,456 15,795

Business initiatives 12,670 9,670

Capital contingency and Brisbane Processing Centre loan repayments 7,416 6,699

TOTAL 52,075 43,7921

*Organisation and administration includes projects not yet allocated to divisions.

30-31 BUSINESS PLAN

1 Includes $12.2 million of capital funding brought forward to fund new activity in 2014/15.

1. BETTER MATCHING OF SUPPLY TO DEMAND

a / We will increase delivery in full and on time for all products from 94% to 99% - world class performance

95% • BloodNet integration

• Consignment Management System

• Enterprise Services Bus

b / We will improve our demand forecast accuracy for all products – to have a variance of less than 2%

± 5%

2. REDUCTION IN WASTE AND DUPLICATION

We will use our influence to increase the proportion of hospitals that have adopted the national inventory management framework to meet targets set by the National Blood Authority

100% (of government set target)

• National Inventory Framework and Service Standards

3. INCREASED SAVINGS AND PERFORMANCE THROUGH PROCUREMENT

We will increase our total planned procurement savings by more than $7 million over five years

$1.9 million • New Deed of Agreement and Blood Shield Legislation and National Managed Fund

• Euroapheresis tender for apheresis consumables and platforms

• Supplier Relationship Management framework

4. LEANER PRODUCTION a / We will be in the top quartile of international benchmarks for weighted collections per Full-time Equivalent (FTE)

1269 per FTE

• Manufacturing Laboratory Improvement Project

• National Blood Management System mobile solution

• Donor Services productivity program

• Manufacturing improvement – customer service

b / We will be in the top quartile of international benchmarks for weighted processed components per FTE

11,400 per FTE

c / We will be in the top quartile of international benchmarks for core tests per FTE

15,050 per FTE

5. RISK AND COST REDUCTION THROUGH TECHNOLOGY

a / We will reduce externally notified labelling errors to zero

< 49 • Time and attendance (people systems project)

• ISBT 128 labelling standards for blood components

• Imprest for Donor Services and Manufacturing consumables (pilot)

• National Blood Management System enhancements

• Decision Support Software

b / We will improve consignment accuracy to 99.3% over five years

98.8%

6. BETTER CORPORATE DECISION MAKING

a / We will reduce our corporate services expenditure from 17.4% to <15% to be at the national benchmark

16.9% • Integrated operational and financial planning

b / We will increase our score for decision making in the Employee Engagement Survey to be within the top quartile of national benchmarks

34%

LEADING EDGE PERFORMANCE

MEASURE KEY ACTIVITYFIVE-YEAR TARGET 2014/15 TARGET

To be at the leading edge of performance we will make the best use of taxpayer funding by delivering lean operations and a more efficient blood sector.

7.0

STRATEGIC OBJECTIVES


a / We will increase the average ‘donor attribute score’ across all panels

Improve • Donor Relationship Management

• Donor iron strategy

• Donor questionnaire program

• National Contact Centre future state b / We will increase collection efficiency from 86.2% to more than 90% to be a top performer internationally

>88%

8. BETTER PATIENT OUTCOMES THROUGH IMPROVED CLINICAL PRACTICE

We will maintain consistent engagement in national patient blood management and clinical improvement initiatives

Consistent engagement

• Patient Blood Management program

• National immunoglobulin governance and Blood Issue Procedure study

9. IMPROVED RISK-BASED DECISION MAKING

Our risk-based decision making framework will be accepted and applied to safety decisions within the Blood Service

N/A • Risk-based decision making

10. NATIONALLY CONSISTENT AND RELIABLE PRODUCT AND SERVICE OFFERINGS

a / We will keep our annual residual risk estimates for viral transfusion-transmissible infections within acceptable control limits and international comparators for five years

Within acceptable control limits

• Laboratory Information Management System

• Transplantation testing - national alignment

• In vitro diagnostic compliance project (phase four)

b / We will keep the number of process failure recalls below 0.65 per 10,000 for five years

≤ 0.65

11. BUSINESS OUTCOMES THROUGH RESEARCH

We will increase the percentage of total research projects that are translated into changed business practice or learnings to 75% over five years

> 55% • Establishing a development laboratory

• Blood Service research program

12. ATTRACTION AND RETENTION OF THE BEST STAFF

We will increase our Employee Engagement Survey result to be within the top quartile nationally

75% • Diversity program

• Medical Services workforce efficiency and process improvements project

• Donor Services workforce planning project (phase two)

• Collections management capability review and development

• Leadership and career development framework

LEADING EDGE OUTCOMES


To deliver leading edge outcomes we will produce products and services that are fit-for-purpose and meet stakeholder and customer needs.


13. GREATER CONTRIBUTION OUTSIDE BLOOD

We will establish a minimum of three sustainable new business lines over five years

N/A • Western Australia Rotary cord blood bank

• Donor Tissue Bank of Victoria management contract

• Management of business development activities

14. MORE COLLABORATIVE RESEARCH OUTPUT

We will increase the number to >20 of articles published in peer-reviewed journals that are jointly authored by the Blood Service and external collaborators

> =11 • Implementation of frozen blood products

15. ASSISTANCE TO DEVELOPING COUNTRIES

We will maintain engagement in international blood projects for five years

Consistent engagement

• Cambodian Blood Service project

• Indonesian quality management project

16. AN IDEALLY DISTRIBUTED COLLECTION NETWORK

We will increase our collection network capacity utilisation from 35.2% to 50% over five years

38% • Collection site strategy

17. LESS COMPLEX BUT MORE RELIABLE IT AND DATA NETWORK

We will ensure that our critical systems (for which monitoring is in place) will always meet agreed availability targets

Meet availability targets

• Improving disaster recovery capabilities

• National Blood Management System future state initiative

• Network and telecommunications services project

• Security improvement program

• National Blood Management System semester patch

18. HIGHLY COMPETITIVE AND GROWING EXTERNAL SERVICES

We will increase our external services revenue from $1.35 million per annum to more than $5 million per annum over five years

$1.5 million per annum

• International testing opportunities (study)

A LEADING EDGE NATIONAL NETWORK


To deliver a leading edge national network we will maximise the impact of our infrastructure and skills.

34 BUSINESS PLAN

For further information contact: Australian Red Cross Blood Service

National Office

Level 3, 417 St Kilda Road

MELBOURNE, Victoria, 3004

T: 03 9863 1600

F: 03 9863 1601

© Copyright 2014 Australian Red Cross Blood Service. No person should act on the basis of the contents of this publication without first obtaining specific, independent and relevant advice. The Australian Red Cross Blood Service is not liable for any loss, damage, cost or expense incurred or arising by any person, or organisation, using or relying on the information in this publication. All rights reserved. Reproduction in whole, or part, is not permitted without written permission.

Australian governments fully fund the Australian Red Cross Blood Service for the provision of blood products and services to the Australian community.

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