Blood service Busines Plan 2013

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  • CONTENTS

    Business Plan 2013/14 2015/16

    INSIDE COVER

    Strategic Objectives Message from the Chief Executive 2Vision, Mission and Values 4Blood Service Governance 6Decision Making at the Blood Service 8International Networks 10Strategic Plan 12

    Service Excellence for Donors 16

    Service Excellence for Customers 20

    Service Excellence through Innovative Products and Services 26

    Provide Value for Stakeholders 30

    Improve Organisational Capability 34

    Our Business 40Donor Services 42

    Manufacturing 46

    Medical Transplantation and Quality Services 50

    Research and Development 54

    Human Resources 58

    Information Services 62

    Finance Division 66

    Corporate Strategy and Performance 70

    Government Priorities 74Budget - Main Operating Program 76Annual Capital Plan 77

    Mika receives Intragam every two weeks to help with his neurological disorder. He calls the plasma product his super powers as after his treatments hes strong enough to walk without using his wheelchair.

  • NOTES 1: An active donor is a donor who has made at least two donations, of which one was in the last 13 months (6 months for plasma and platelet) and the other one was within 13 months (6 months for plasma and platelet) prior to that.

    2: Agreed with Board in July/August.

    Deliver value for money to governments and embed a business-like corporate culture

    Annual financial result break even or better

    Annual actual product cost annual budgeted product cost

    Expenditure to income ratio New Deed of Agreement

    Manage risk rather than avoid it No materialisation of significant identified risks

    No significant or ongoing reputational damage to the Red Cross brand

    Materialisation of strategic risks

    Negative consistent media attention of any one issue

    Quality Identity

    Information Services Disaster Recovery Program

    Organisation Business Continuity Program

    Increase Blood Service contribution to blood sector decision making

    Evidence of key Blood Service contribution to sector decision making

    Attendance at Jurisdictional Blood Committee meetings/forums where invited (annual)

    Successful Therapeutic Goods Administration exemption submissions

    Blood Shield Legislation and National Managed Fund

    PEOPLE PLAN

    Safety

    Productivity

    Sustainability

    Building Capability

    Alignment

    Total lost time due to injury

    Lost time injury frequency rate

    Critical workplace incidents

    All staff unplanned turnover

    Completion and review of annual performance and development plans for all staff

    Employee Engagement scores relative to the previous years results and the Australian National norm

    Total lost time due to injury

    Lost time injury frequency rate

    Resolution of critical workplace incidents

    All staff unplanned turnover

    Completion and review of annual Performance Development Plan (of eligible staff)

    Equal to or an agreed % improvement on last years performance

    Manufacturing Laboratory Improvement Program

    Donor Services Workforce Planning Project

    Medical Services Workforce Efficency and Process Improvements Project

    INFRASTRUCTURE PLAN Capital facility projects on time and on budget

    All capital facility projects on time and on budget

    Adelaide Facility Relocation

    Donor Centre Brand Refresh

    Donor Mobile Unit Brand Refresh

    National Call Centre Accommodation Update

    Wellington St Production Optimisation

    SYSTEMS PLAN

    Deliver new, critical systems and leverage existing systems

    Improve information technology Governance

    Critical system projects in control

    Percentage of business plan projects undertaken according to plan

    Critical system projects in control

    Information Technology related projects in the business plan are achieved

    Laboratory Information Management System

    Security Improvement Program

    Incident and Quality System

    Finance and Asset Integrated Management System Application and Reporting Upgrade

    End User Technology Program

    National Blood Management System Enhancements

    STRATEGIC OBJECTIVES

    Increase public awareness of blood donation

    Active panel size Total active donors for all collection types

    Marketing and Public Affairs Work Plans

    Increase the effectiveness and sustainability of blood and tissue donor panels

    Retention rate The percentage of the total panels that do not lapse for all collection types

    Donor Relationship Management System

    Improve the donation experience through excellent service to blood donors

    Donor satisfaction rates in line with international benchmarks

    Donor satisfaction

    Donation Experience Implementation

    Collect blood donations in the safest possible manner

    Donor adverse event rates and severity levels compare favourably to international benchmarks

    Adverse events ratio (all collection types)

    Adverse events donor safety (Plasmapheresis)

    Adverse events donor safety (Whole Blood)

    Donor Iron Strategy

    Match blood product supply to meet demand

    Red cell inventory levels are within agreed tolerance levels

    Plasma for fractionation agreed supply plan target met

    Days per month red cell inventory outside bands (weighted by blood type)

    CSL plasma to target

    Plasma Demand Plan

    Aligning Supply with Demand

    Produce all blood products in an efficient, cost effective manner and within agreed quality standards

    Improved red cell yield

    Number of donations confirmed positive for a mandatory infectious disease marker per 100,000 donations tested compared favourably to international standards

    Red cell yield

    Mandatory infectious diseases marker

    Rapid Improvement Events

    In-vitro-Diagnostic Compliance Project

    Improve distribution management to better meet product demand

    Improved order fulfilment rates for fresh components

    Order fulfilment rate

    Average age of issue

    National Inventory Framework and Service Standards

    International Society of Blood Transfusion-128 and Global Standards-1 Barcoding Impact Analysis

    Have a strong and respectful partnership model in place with our hospital customers

    Customer satisfaction results in line with international benchmarks

    Mean customer satisfaction score

    Customer Relationship Management System

    Provide efficient, cost-recovered external testing services to an expanded customer base

    Increased external testing revenue

    External services revenue Growth Opportunities for External Services

    Identify and fully scope opportunities for further expansion in adjacent and relevant products and services

    Cord blood samples including those collected for validation as well as those collections suitable for release.

    Cord blood samples Operation of the Western Australian Rotary Cord Blood Bank

    Implementation of Frozen Blood Products

    Service excellence for donors

    STRATEGIC OBJECTIVE OUTCOME SUCCESS MEASURES 2013/14 TARGET KEY ACTIVITY OUTCOME SUCCESS MEASURES 2013/14 TARGET KEY ACTIVITYSTRATEGIC OBJECTIVE

    Service excellence for customers

    Service excellence through innovative products and services

    Provide value for stakeholders

    Improve organisational capability

    346,0001

    60.8%

    89%

    4.0%

    0.18%

    0.5%

    11 days

    100%

    87%

    55 per 100,000

    95%

    9 days

    8.7/10

    $1.35m

    50

    0

    100%

    100%

    4 weeks

    75%

    0.18%

    7.83

    14%

    100%

    100%

    TBC2

    85%

    100%

    85%

    BACK TO CONTENTS!

  • 8 Australian Red Cross Blood Service

    BUSINESS PLAN 2013/14 - 2015/16

    Australian Red Cross Blood Service 1 Australian Red Cross Blood Service 1

    Jennifer Williams | Chief Executive

    I am pleased to present the Blood Service business plan for 2013/14. As we enter the final year of our Strategic Plan: Improving lives through the power of humanity, Id like to share with you some of our successes of the past year and focus areas for the year ahead.

    BACK TO CONTENTS

    !

  • 2 Australian Red Cross Blood Service

    BUSINESS PLAN 2013/14 - 2015/16

    Australian Red Cross Blood Service 3

    MESSAGE FROM THE CHIEF EXECUTIVE

    I am pleased to present the Blood Service business plan for 2013/14. As we enter the final year of our Strategic Plan: Improving lives through the power of humanity, Id like to share with you some of our successes of the past year and focus areas for the year ahead.

    In October last year we began processing all collections from South Australia at the Melbourne Processing Centre. Since the transition, inventory of products has been more stable in South Australia, with significantly improved inventory availability for our products. This change has delivered significant improvements in efficiency and value for stakeholders. Over the next year, we will be looking at options to co-locate South Australia inventory and distribution functions, the National Contact Centre and warehouse facilities.

    Throughout the year we have maintained our focus on financial efficiency and delivering an operating surplus by year-end. As with previous years there are a number of new initiatives that we have absorbed within our operating budget - th