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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 he’s 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 year’s 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 year’s 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%

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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”, I’d like to share with you some of our successes of the past year and focus areas for the year ahead.

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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”, I’d 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 - this includes the implementation of the In-Vitro Diagnostic Devices Regulatory Compliance requirements. The current estimated cost of this initiative is between $3m and $5m. This will be absorbed in the Blood Service’s operating budget and is made possible by implementing a range of savings strategies.

We continue to look at ways to improve our services for donors and to ensure the sustainability of our donor panel. This includes commencing work on the implementation of a Donor Relationship Management System. This new system will provide a central source of donor information that will help us better respond to the needs of donors and provide a more personalised experience. This complements the Donation Experience Delivery project that aims to reduce waiting times, improve communications with our

donors and deliver efficiencies by adopting best practice in blood donation processes. We will also continue to review our donor eligibility policies to ensure they remain best practice. Donor safety remains paramount and we will progress initiatives to mitigate the risks associated with donation-related iron loss. In addition, our Research and Development team continues to develop an understanding of the motivation of donors, such that marketing and recruitment campaigns can be targeted to ensure the future sustainability of our donor base.

The Brand Refresh Program is giving our donor centres a fresh, new look and that means providing a better experience every time a donor walks in. The program really accelerated in 2012/13 and the remaining donor centres will be refreshed in the coming year.

We are continually advancing the channels for listening and responding to the needs of our hospital customers to ensure patients receive the blood products they need and when they need them. There is evidence this is working, with hospital and other customer satisfaction results increasing consistently over the past three years. New initiatives are planned to continue this positive trend.

The National Inventory Management Framework project aims to establish optimal red cell inventory levels across the blood sector, improve the utilisation of blood supply and reduce wastage. The initial ‘proof of concept’ conducted with the Royal Brisbane and Women’s Hospital was met with positive feedback and saw deliveries reduced to two daily and a 27 per cent reduction in inventory held by the hospital. These types of improvements will increase the efficiency of blood use in the sector, and in 2013/14 we will pilot the concept at a further seven hospitals.

Major improvements have been introduced to reduce the

risk of Transfusion Related Acute Lung Injury. For the first time last January we achieved 100 per cent male-only clinical fresh frozen plasma, a result that many other blood services have been unable to obtain. Our focus for 2013/14 will be on broadening our Transfusion Related Acute Lung Injury risk reduction strategies for platelets. Contributing to Patient Blood Management initiatives will also remain a focus.

Our work with the Australian Defence Force to develop and supply frozen blood products to our military in remote and emergency situations is now in the validation phase, following the completion of our Research and Development team’s development work. Our aim is to supply initial products to the Australian Defence Force in the coming year.

Implementation of the International Society of Blood Transfusion-128 and Global Standards-1 for blood product labelling is on the horizon and will impact the whole blood sector. Our current estimate is that full transition to the final label as prescribed by the standard, will take from 5-7 years to implement. While this is largely a change to barcode labelling and the donation number, the implementation will affect approximately 130 software systems across the Blood Service. This is a major challenge for us over the next few years as we transition to this new standard without impacting on core activity and productivity.

Our demand forecasting processes implemented through the Aligning Supply with Demand project are confirming that red cell demand is now decreasing despite population growth. This decline in per capita usage is expected to continue for the next three years. The fall in the demand for red cells represents a challenge for the Blood Service, as red cell collection has historically been a major collection source to meet plasma as well as platelet demand. The decreasing trend in red cell demand

challenges the way we’ve always done business and we need to review our processes and business models to ensure we remain effective in meeting Australia’s needs for blood and blood products.

We will continue to review the way we work and will introduce a number of people programs to ensure we have the right skill mix and infrastructure to support our future needs. The diversity of our workforce is an increasing focus and we are developing new approaches to understand and embrace the many different aspects of our people including gender, sexual orientation, ethnicity and religion.

The National Blood Management System outage that was experienced in July last year has resulted in some important lessons and significant advancements in our disaster recovery capability. This work continues as we review critical infrastructure, incident management and internal processes to ensure that improvements are sustainable. We are also continuing an ambitious systems agenda that seeks to put many of our internal processes and procedures on modern, scalable platforms.

Through the course of the next year we will review the organisation’s strategy and set the direction for the Blood Service toward 2020. Work is already underway with the completion of a broad environmental scan looking at trends in the sector and the future demand for blood and related products.

We have an ambitious but achievable plan for 2013/14 and I look forward to providing updates on our successes throughout the year.

Jennifer Williams | Chief Executive

We continue to look at ways to improve our services for donors and to ensure the sustainability of our donor panel.

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BUSINESS PLAN 2013/14 - 2015/16


VISION, MISSION AND VALUES

VISIONTo improve the lives of patients through

the power of humanity.

The Blood Service has a set of values that defines the way we do things so that we can achieve our vision, mission and strategy.

OUR VALUES

INTEGRITYWe act honestly and ethically at all times.

SAFETY and QUALITYWe make safety and quality part of everything we do.

SERVICE

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

MISSIONTo perform a critical role in health care 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.

COLLABORATIONWe work together to achieve our goals.

ACCOUNTABILITYWe take ownership of our actions and behaviours to ensure we achieve our goals.

EXCELLENCEWe strive to be the best at what we do.

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BUSINESS PLAN 2013/14 - 2015/16


BLOOD SERVICE GOVERNANCE

The Blood Service is an operating division of the Australian Red Cross and as such has its own board with members recruited for their diverse skills and experience. The Board comprises the Chief Executive, plus nine non-executive directors.

One of the Board’s key roles is to ensure we have an appropriate and effective system of corporate governance. This outlines how the Board oversees the activities of the organisation, ensures the accountability of senior managers, and clearly defines areas of managerial responsibility. As a not-for-profit organisation, the focus of the Blood Service’s corporate governance is to enable the organisation to fulfil its mission and meet the needs of key stakeholders. Our corporate governance fosters an ethical culture that complements responsible legal compliance. Our values of integrity, safety and quality, service, collaboration, accountability and excellence are the ethical principles which underlie our corporate governance, our behaviours and actions.

Hon Dr David Hamill AM ChairmanPhD, MA, BA (Hons), FCIT, FAICD

Jennifer Williams Chief ExecutiveBEc, MSc, FAICD

One of the Board’s key roles is to ensure we have an appropriate and effective system of corporate governance.

Kelly Jones

MBA, BSc, MACS, FAICD

Hannah Crawford BCom, LLB, CA, FFin

Associate Professor Larry McNicol MBBS (Hons), FRCA, FANZCA

Sandy Chakravarty CPA, MBA, MEcon, BEcon

Ross PinneyMBA, BEcomm, FCA, FCPA, FAICD, F Fin

Professor John Zalcberg OAM MB BS, PhD, FRACP, FRACMA, FAICD

Dr David Graham B.Pharm, FPS, Ph.D, FAICD

Nigel Ampherlaw B Com, ACA, MAICD

Gabrielle Hewitson Board secretary

BSc, Grad Dip Bus Admin, GAICD, ACIS

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BUSINESS PLAN 2013/14 - 2015/16


DECISION MAKING AT THE BLOOD SERVICE

EXECUTIVE COMMITTEESExecutive Committees make key cross-divisional business decisions and provide oversight for complex business issues. Chaired by the Chief Executive or an Executive Director, appointed by the Chief Executive, these committees make critical strategic, policy and operational decisions on a variety of core business functions and projects across the organisation.

ADVISORY COMMITTEESAdvisory Committees provide ongoing advice in specialist areas of the organisation. They bring together subject matter experts and key stakeholder representatives. These committees may perform review functions, make operational decisions within agreed frameworks, make recommendations and provide strategy options for Executive consideration. They are chaired by an Executive Director or their delegate.

BOARD

EXECUTIVE TEAM

In addition to our Board Committees, our management structure includes Blood Service committees that oversee the strategic and operational matters and challenges that we face and make decisions required to allow us to operate at our best. We have four types of committees, each with a different structure and decision making function.

COMMITTEES

PROJECT STEERING COMMITTEESProject Steering Committees oversee specific projects and provide governance within the scope of the approved project. Obstacles within projects are escalated to the steering committees that mobilise the necessary support. The committee makes key decisions, approves the release of funding and monitors project performance. These committees report to an Executive Committee, for projects with a cross-divisional focus, or an Executive Director, for projects operating within a single division.

LEADERSHIP TEAMSLeadership Teams facilitate communication and coordination within each single division. The teams report to, and are chaired by an Executive Director, or operate as a direct report to an Executive Director. These teams, generally comprised of staff from a single division, make operational decisions within functional frameworks, and within the authority of the position to which the team reports.

BOARD

EXECUTIVE TEAM

COMMITTEES

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BUSINESS PLAN 2013/14 - 2015/16


INTERNATIONAL NETWORKS

The Blood Service works collaboratively with international counterparts to identify and review strategic and operational issues in the global blood sector, facilitating exchanges through our International Services department.

The Australian blood sector is influenced by international developments in policy, regulation, clinical practice, donor management, emerging diseases and new technologies.

The Blood Service works collaboratively with international counterparts to identify and review strategic and operational issues in the global blood sector, facilitating exchanges through our International Services department.

The Blood Service is actively engaged in three key international blood service networks which support these collaborative exchanges and information sharing:

The Alliance of Blood Operators was established in 2002 between American Red Cross, Canadian Blood Service, Australian Red Cross Blood Service and National Health Service Blood and Transplant (United Kingdom), and joined in 2004 by America’s Blood Centres and the European Blood Alliance representing European blood establishments.

The Alliance of Blood Operators’ goals are to develop well-researched positions on prioritised global issues to allow its members to participate authoritatively in discussions on industry issues with policy-makers, regulators, suppliers, and the media and facilitate horizontal learning across its membership to promote good practice and performance improvement. The alliance also adds value by providing detailed cost models that are

used by the Blood Service to compare financial costs against international standards. This has allowed significant work to progress in benchmarking, identifying opportunities for the improvement of stakeholder management and the development of a new risk management framework.

The Blood Service is also participating in the Alliance of Blood Operators’ project to develop a risk based decision making framework. The project aims to develop an integrated, internationally applicable framework, encompassing donor safety and optimal patient outcomes, which will guide major policy and operational changes.

The framework will be evidence-based, utilise quantitative and qualitative data and provide measurable objectives in order to improve consistency in decision-making and proportional responses to risk.

The Asia Pacific Blood Network was established in 2006 with membership from Japan, South Korea, Taiwan, Hong Kong, Thailand, Singapore, Australia, New Zealand, Beijing and Macao. The network’s mission is to advance the self-sufficiency of blood systems in the region by capturing and sharing the collective expertise, wisdom and knowledge of member organisations.

As part of the Red Cross, the Blood Service is also linked to the international networks of Red Cross and Red Crescent blood programs. The Blood Service is a founding member of the Global Advisory Panel on corporate governance and risk management for blood services in Red Cross and Red Crescent societies and hosts the secretariat function for this network.

Global Advisory Panel collaborates closely with the International Federation of Red Cross and Red Crescent Societies and the World Health Organisation to promote blood program corporate governance and risk management and recommend and promote appropriate risk management structures and processes at a regional level.

International Humanitarian Blood Program

The Blood Service, together with the Australian Red Cross Society, provides technical and policy support to blood services in the Asia Pacific Region and beyond through its International Humanitarian Blood Program.

Current projects through the International Humanitarian Blood Program include capacity building of the blood programs in Cambodia, Indonesia and Papua New Guinea. The Blood Service support for the provision of technical assistance to Cambodia and Papua New Guinea is funded through the United States President’s Emergency Plan for AIDS Relief program. Additional medical and technical support is provided through the AusAID Pacific Leaders Training Program and technical assistance to neighbouring countries in the Pacific region.

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STRATEGIC PLAN

Over the last four years the Blood Service have developed and implemented an expansive program of initiatives to deliver the organisation’s Strategic Plan: Improving lives through the power of humanity.


BUSINESS PLAN 2013/14 - 2015/16


The strategy recognises the central role that donors play in providing a wide range of life- saving blood products for Australian patients. As a blood service, we strive to better understand and meet the needs of donors so that we can continue to provide a sustainable supply of blood and blood products into the future.

More than 600 hospitals and healthcare providers Australia-wide depend on the Blood Service to provide a reliable, high-quality supply of blood products and services to help treat sick or injured patients across our nation. We continue to improve the supply of products to meet growing demand and ensure that patients have the right blood products when they need them.

With demand for healthcare constantly increasing, the Blood Service is committed to a continued

focus on efficiency and making every dollar count. Over the course of the strategy, we have delivered record surpluses and continue to return money to governments from our surplus. With the outcome for patients and the wellbeing of donors at the forefront of our thinking, every day we seek new and innovate ways to increase efficiency and effectiveness.

Fundamental to delivering the strategy is a foundation of improved organisational capability. This is brought to life in the strategy with the emphasis on state-of-the-art infrastructure, implementing critical new systems and developing the skills of our people. These are the building blocks of the organisation’s future and we continue to invest in them.

The following pages describe how the strategy will continue to be delivered in 2013/14.

SERVICE EXCELLENCE FOR DONORS

SERVICE EXCELLENCE FOR CUSTOMERS

SERVICE EXCELLENCE THROUGH INNOVATIVE PRODUCTS & SERVICES

PROVIDE VALUE FOR STAKEHOLDERS

IMPROVE ORGANISATIONAL CAPABILITY

Core to this plan are five strategic objectives:

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BUSINESS PLAN 2013/14 - 2015/16

STRATEGIC OBJECTIVES

14 Australian Red Cross Blood Service Australian Red Cross Blood Service 15

Improve the donation experience through excellent service to blood donors

• Donation Experience Implementation

Collect blood donation in the safest possible manner

• Donor Iron Strategy


Outcomes and Key Activities

Increase the effectiveness and sustainability of blood and tissue donor panels

• Donor Relationship Management System

Increase public awareness of blood donation

• Marketing and Public Affairs work plans

Improve distribution management to better meet product demand

• National Inventory Framework and Service Standards


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




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


• In-vitro-Diagnostic Compliance Project

Match blood product supply to meet demand


• Aligning Supply with Demand



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

• New Deed of Agreement

Manage risk rather than avoid it

• Information Services Disaster Recovery Program

• Organisation Business Continuity Program


Increase Blood Service contribution to blood sector decision making

• Blood Shield Legislation and National Managed Fund



People plan


• Donor Services Workforce Planning Project

• Medical Services Workforce Efficiency and Process Improvements Project

Infrastructure plan






Systems plan







SERVICE EXCELLENCE THROUGH INNOVATIVE PRODUCTS and SERVICES


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

• Growth Opportunities for External Services

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

• Operation of the Western Australian Rotary Cord Blood Bank

• Implementation of Frozen Blood ProductsThrough the course of the next year we will review the organisation’s strategy and set the direction for the Blood Service toward 2020.

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INCREASE PUBLIC AWARENESS OF BLOOD DONATION

Strategic Initiative: Donor Relationship Management System

Marketing Plan

The Marketing and Community Relations teams will continue to grow public awareness and new donor recruitment through our traditional paid media with key channel partners, increased online and social media presence and our activities with corporate and community groups. In addition, increased focus on developing donor lifecycle models to increase engagement and maximise retention and frequency will assist cost efficiency of the donor panel. We will continue to support key projects including the implementation of a Donor Relationship Management System, fully integrating the new Community Relations structure and further improving the donor experience through donor centre infrastructure improvements and other initiatives.

Public Affairs Plan

The Public Affairs and Communications team will continue working to increase public awareness of blood donation. Using social media, we will grow the number of people who ‘follow us’, inspiring them to take ownership of our message and be passionate ambassadors who actively increase the reach of our message. In traditional media, we will target areas where we need to boost donor numbers, using carefully planned media to increase appointments at traditionally low donation times. This allows mainstream media to focus on major campaigns.

In 2013/14 we will:

BUSINESS PLAN 2013/14 - 2015/16

Donors are the lifeblood of our business and we are committed to continuously improving the service for donors and the sustainability of the donor panel.


INCREASE THE EFFECTIVENESS AND SUSTAINABILITY OF THE BLOOD AND TISSUE DONOR PANELS

With close to 600,000 donors Australia-wide, it’s a sizeable task to manage all of the contact information and regular communications. A Donor Relationship Management System will provide a single, central system to manage this information and will help build a better relationship with donors by providing a more personalised experience. This system will support all donor engagement and communications activity, it will include calendar and appointment management, as well as providing donors with a self-service portal.

• Finalise system and non-system requirements

• Award the tender and sign the contract

• Implement and launch the system


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Strategic Initiative: Donation Experience Implementation

In 2013/14 we will:In 2012/13 the Blood Service conducted a review of donation processes to better understand the in-centre interaction with donors. The process design work looked to identify best practice across the organisation and the opportunity to introduce new approaches to improve the donor experience. This initiative will implement these improvements to decrease waiting times, improve communications and make adjustments to the general flow of donors through the blood donation process. This initiative will be supported by the implementation of the Donor Relationship Management System.

• Implement new appointment schedules

• Implement a standard approach to ‘walk-in’ donors and a new approach to group bookings

• Implement a new reminders framework for donation appointments


IMPROVE THE DONATION EXPERIENCE THROUGH EXCELLENT SERVICE TO BLOOD DONORS

COLLECT BLOOD DONATIONS IN THE SAFEST POSSIBLE MANNER

Strategic Initiative: Donor Iron Strategy

In 2013/14 we will:While blood donation is already a very safe process, we will be working to implement high level strategic recommendations to improve donor health and mitigate the risks associated with donation-related iron loss through testing and dietary advice.

• Consider the potential use of iron preparations in a pilot iron replacement program – in partnership with governments

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

• Continue the analysis, implementation and evaluation of current initiatives


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BUSINESS PLAN 2013/14 - 2015/16


In partnership with our customers, we are committed to delivering high quality products and services to ensure that patients receive the blood products they need, when they need them.


Strategic Initiative: Plasma Demand Plan

In 2013/14 we will:The planned collection of plasma for fractionation has increased over the last five years to reach 525 tonnes in 2012/13, with year-on-year growth of 4.4% to 15.8%. Plasma for fractionation is mainly used in the production of intravenous immunoglobulin and meeting the supply plan is a major challenge for the Blood Service. This initiative will plan for sustainable plasma growth and consider the potential impacts to key stakeholders.

• Work with the National Blood Authority to plan for sustainable plasma growth and agree to a 3 Year Plasma Strategy

• Analyse potential impacts to the Blood Service, the Jurisdictional Blood Committee, the National Blood Authority and other suppliers

Strategic Initiative: Aligning Supply with Demand Plan

The Manufacturing division undertakes a monthly review process to accurately forecast patient demand for blood products and plans the collection and manufacturing activities required to meet this demand. The plan will continue to be developed in collaboration with Donor

Services, Manufacturing, Medical Services and Finance and will be reviewed monthly to establish suitable collection and production targets. The reviews will also ensure continuous improvement to provide an efficient and effective supply and demand planning process.

MATCH BLOOD PRODUCT SUPPLY TO MEET DEMAND

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BUSINESS PLAN 2013/14 - 2015/16



Strategic Initiative: Rapid Improvement Events

In 2013/14 we will:

PRODUCE ALL BLOOD COMPONENTS AND PRODUCTS IN AN EFFICIENT, COST EFFECTIVE MANNER AND WITHIN AGREED QUALITY STANDARDS

As a cornerstone of the Manufacturing Identity Program, the Manufacturing team will develop a lean manufacturing culture in the division to drive productivity and quality improvements, generate savings and increase customer satisfaction. This will be achieved by conducting a series of Rapid Improvement Events, facilitated by trained practitioners, so that cross-functional teams of employees can raise and implement new improvement ideas.

• Deliver Lean Practitioner courses

• Setup and launch an online suggestion portal to facilitate bottom-up improvement and engagement as well as reporting

• Run a series of Rapid Improvement Events

Strategic Initiative: In-Vitro Diagnostic Regulatory Compliance Project

In 2013/14 we will:The primary objective of this project is to ensure the Blood Service is compliant with the Therapeutic Goods Administration’s new regulatory framework for the registration of in-house in-vitro diagnostic medical devices. This will also ensure efficiencies in in-house in-vitro diagnostic manufacturing by selecting a standardised, cost effective configuration and manufacturing process, which meets quality specifications. We will also undertake the evaluation and validation of assays used in cord blood testing for Australia’s network of cord blood banks.

• Obtain conformity assessment certification for the manufacturer of in-house in-vitro diagnostics from the Therapeutic Goods Administration

• Obtain National Association of Testing Authorities accreditation for all laboratories using class 1-3 in-house in-vitro diagnostics

• Obtain Australian Register of Therapeutic Goods registration confirmation for all in-house in-vitro diagnostics

• Implement nationally standardised in-vitro diagnostic configurations and manufacturing processes in all Blood Service operational units as per the Blood Service national quality management system

IMPROVE DISTRIBUTION MANAGEMENT TO BETTER MEET PRODUCT DEMAND

Strategic Initiative: National Inventory Framework and Service Standards

In 2013/14 we will:The Blood Service will continue to work in partnership with government and selected hospital customers to define optimal red cell inventory levels and to develop better processes and guidelines for effective red cell inventory management. This project ultimately seeks to facilitate the delivery of national guidelines for Approved Health Providers’ red cell stock holdings. The Customer Service standards are part of the new set of agreements under the new Deed of Agreement with the National Blood Authority, and will be informed by the outcomes of this initiative.

• Pilot the initiative at seven Approved Health Providers

• Commence the Stage 4 planning for National Inventory Framework and Service Standards

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

In 2013/14 we will:The Blood Service will develop a plan to adopt the International Society of Blood Transfusion Code 128 labelling standards for blood components and Global Standards-1 for plasma derivatives. This will be done in collaboration with the National Blood Authority and external Approved Health Providers. This supports international best practice for barcoding.

• Collaborate with the National Blood Authority and stakeholders to establish governance and form the Steering Committee and Project team requirements

• Develop and finalise the project plan including implementation strategies

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BUSINESS PLAN 2013/14 - 2015/16

Australian Red Cross Blood Service 25 Australian Red Cross Blood Service 25


Strategic Initiative: Customer Relationship Management System

In 2013/14 we will:

HAVE A STRONG AND RESPECTFUL PARTNERSHIP MODEL IN PLACE WITH OUR HOSPITAL CUSTOMERS

The Blood Service will collate customer data and create one accurate, easy to operate customer relationship management system that is integrated into all Blood Service business processes that have a customer service component. This will also include the development of a Customer Service Portal which will enable the Blood Service to automate services and personalise communication with customers, effectively manage customer relationships, capture vital customer data and generate opportunities to better serve the needs of our customers.

• Select the appropriate technology platform, and evaluate the cost of implementation including any software procurement, installation and training activities

• Define and review relevant business processes and align with customer service activities

• Test, validate and implement the Customer Relationship Management tool and related business processes


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BUSINESS PLAN 2013/14 - 2015/16

26 Australian Red Cross Blood Service 26 Australian Red Cross Blood Service

The Blood Service continues to innovate with a cutting edge research program, business improvement initiatives and horizon scanning activity targeted at improving our business.

SERVICE EXCELLENCE THROUGH INNOVATIVE PRODUCTS AND SERVICES

PROVIDE EFFICIENT COST-RECOVERED EXTERNAL TESTING SERVICES TO AN EXPANDED CUSTOMER BASE

Strategic Initiative: Growth Opportunities for External Services

In 2013/14 we will:The Blood Service provides a range of external services to stakeholders in the health sector on a cost recovery basis. This enables Blood Service capabilities to be offered externally in areas of healthcare related to our core competencies. To continue the success of this program and in readiness for the Blood Service’s next strategic plan, we will look at options to strengthen the competitiveness and domestic reach of our testing services and consider options to support additional areas including tissue banking, bio-banking and support to the cell therapies sector.

• Develop options for strengthening the competitiveness and domestic reach of our testing services

• In consultation with governments, examine the demand for tissues in the Australian health sector

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BUSINESS PLAN 2013/14 - 2015/16


Strategic Initiative: Operation of the Western Australian Rotary Cord Blood Bank

In 2013/14 we will:Cord blood transplants are proven treatments for a range of malignant and genetic blood and bone marrow diseases, including leukaemia. The cord blood, which remains in a baby’s umbilical cord and placenta after birth, is rich in stem cells. The blood can be collected with no detriment to the child or mother. This initiative will enable the operation of the Western Australian Rotary Cord Blood Bank following completion of technical evaluations and approval granted from the Therapeutic Goods Administration.

• Collect cords for validation and complete validation of processes and equipment, preparation of all documentation, validation reports and Standard Operating Procedures

• Complete the Technical Master File

• Obtain a Therapeutic Goods Administration licence for the facility

SERVICE EXCELLENCE THROUGH INNOVATIVE PRODUCTS AND SERVICES

IDENTIFY AND FULLY SCOPE OPPORTUNITIES FOR FURTHER EXPANSION IN ADJACENT AND RELEVANT PRODUCTS AND SERVICES

BUSINESS PLAN 2013/14 - 2015/16

Strategic Initiative: Implementation of Frozen Blood Products

In 2013/14 we will:The Blood Service will continue to work with the Australian Defence Force to manufacture and supply frozen blood products such as: cryopreserved platelets; cryopreserved (glycerolised) red cells; and frozen plasma. Frozen blood products are unique in that they have a longer shelf-life than standard blood products, and can be prepared on demand in emergency situations.

• Apply to the Therapeutic Goods Administration for the addition of frozen blood products to the Technical Master File

• Submit a proposal to the National Blood Authority for approval

• Develop, implement and support the training of Blood Service and Australian Defence Force personnel

• Develop a robust methodology for the transfer of technologies from Research and Development to Manufacturing

• Produce and supply an inventory of frozen plasma, red cells and platelets for utilisation by the Australian Defence Force


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BUSINESS PLAN 2013/14 - 2015/16


The Blood Service plays a central role in the Australian health system as the custodian of the blood supply. Funded by state and federal governments we are committed to providing value for stakeholders.


Strategic Initiative: New Deed of Agreement

In 2013/14 we will:The Deed of Agreement provides for the management and supply of fresh blood products and services in Australia. It ensures the continued provision of blood and blood-related products for the benefit of all Australians and strengthening a relationship that guarantees cooperative planning and transparency of outcomes. The Blood Service will continue to work to advance negotiations for the development of a new nine-year Deed of Agreement with the National Blood Authority subsequent to the completion of the review the National Blood Authority has commissioned into Blood Shield Legislation and the National Managed Fund.

• Work with the National Blood Authority to develop a range of National Service Requirements and Standards

• Work closely with the National Blood Authority to finalise a new Deed

DELIVER VALUE FOR MONEY TO GOVERNMENTS AND EMBED A BUSINESS LIKE CORPORATE CULTURE

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BUSINESS PLAN 2013/14 - 2015/16


Strategic Initiative: Quality Identity

In 2013/14 we will:We are continuing to develop the services that Quality and Regulatory Affairs provides the organisation and develop a shared understanding of the role of quality. This means that the Quality teams will partner with the organisation to ensure that our quality systems are effective and efficient. We will take an approach to quality that fits the needs of the organisation and one that leverages our technical capability.

• Complete a review of the role of Quality

• Roll-out training in key areas of the organisation


Strategic Initiative: Information Services Disaster Recovery Program

In 2013/14 we will:In the event of a disaster at either of the Blood Service’s Melbourne Data Centres, improved disaster recovery capabilities for critical Information Technology systems need to be in place. We will develop, plan and implement disaster recovery capabilities for critical Information Services’ systems to ensure our products are delivered to meet demand should such an event occur. This project aims to reduce organisational risk by implementing improved disaster recovery capabilities that align with business requirements.

• Complete a request for tender and source appropriate technology

• Implement disaster recovery capabilities for critical business systems

MANAGE RISK RATHER THAN AVOID IT

Strategic Initiative: Organisation Business Continuity Program

In 2013/14 we will:This initiative will continue to improve on the Blood Service’s readiness for emergency and business continuity management. This includes running disaster recovery exercises, implementing training programs and ongoing operation of the National Emergency Management Committee and the Regional Emergency Management Committee.

• Conduct Information Services disaster recovery exercise with the National Emergency Management Committee

• Undertake regional emergency management training and exercises

INCREASE BLOOD SERVICE CONTRIBUTION TO BLOOD SECTOR DECISION MAKING

Strategic Initiative: Blood Shield Legislation and National Managed Fund

In 2013/14 we will:In 2013/14 the Blood Service will continue to work with governments to improve the statutory consistency of legislative protection for the Blood Service, including Blood Shield Legislation and National Managed Fund access and coverage.

• Deliver continued support to government reviews and processes in relation to Blood Shield Legislation across Australian State and Territory Governments and the National Managed Fund

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BUSINESS PLAN 2013/14 - 2015/16


Our people, facilities and systems are fundamental elements in the growth of the Blood Service. We aim to attract and retain engaged employees, improve our facilities, and enhance the technology infrastructure for future sustainability.


PEOPLE PLAN

Strategic Initiative: Manufacturing Laboratory Improvement Program

In 2013/14 we will:The Manufacturing Laboratory Improvement Program will standardise laboratory processes and staffing for Manufacturing testing laboratories.

• Standardise processes, data management and staffing across all Blood Service laboratories

Each year the Business Plan is underpinned by a People Plan that includes initiatives to improve the sustainability of workforce supply, increase workforce capability, productivity and alignment with the business objectives,

as well as initiatives to improve workplace safety and employee engagement. Many of the initiatives are long term in nature and span multiple years. The following strategic initiatives are included in the People Plan for 2013/14:

Strategic Initiative: Donor Services Workforce Planning

In 2013/14 we will: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 role and by providing support roles in key areas.

• Continue to optimise the workforce model, improve our ability to respond to change and grow the alignment between skills and roles

Strategic Initiative: Medical Services Workforce Efficiency and Process Improvements Project

In 2013/14 we will:The Workforce Efficiency and Process Improvements Project will ensure that all Medical Services activities add value in the most cost-effective way to achieving the objectives of the Blood Service and provide a nationally consistent, timely and appropriate service to internal and external stakeholders. The project will incorporate a review of select Medical Services systems and processes and the scope of practice of our staff.

• Examine the potential for increased automation of processes, supported by an appropriate workforce structure

• Progress improvements in the way we communicate with external stakeholders including donors, patients and their treating practitioners

• Progress improvements in medical documentation

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BUSINESS PLAN 2013/14 - 2015/16


Strategic Initiative: Adelaide Facility Relocation (South Australia Inventory and Distribution Hub)

In 2013/14 we will:Over the next year, we will look at options to operate and locate the South Australian Inventory and Distribution functions, the National Contact Centre and warehouse facilities in Adelaide. • Identify and evaluate options for the ongoing

management and location of South Australian inventory and distribution functions

• Develop a plan to relocate existing functions


INFRASTRUCTURE PLAN

The Property team in the Finance Division is working to continue the implementation of the National Property

Strategy with attention given to major infrastructure projects, including the following strategic initiatives:

Strategic Initiative: Donor Centre Brand Refresh

In 2013/14 we will:The Blood Service will continue to roll-out the brand refresh to implement a consistent, professional, inspiring and comfortable donor centre experience across the country aimed at improving the donation experience for donors and staff.

• Complete Donor Centre Brand Refresh work at selected sites according to the approved project schedule

Strategic Initiative: Donor Mobile Unit Brand Refresh

In 2013/14 we will:The Blood Service will replace all out-dated signage within the Donor Mobile Unit network with current approved branding.

• Replace all existing out-dated Blood Service signage and donor furniture in Donor Mobile Units with current approved styles

Strategic Initiative: National Call Centre Accommodation Update

In 2013/14 we will:The Blood Service will expand the available National Contact Centre space and will complete a refit in line with national standards.

• Complete the renovation and fit out of the National Contact Centre

INFRASTRUCTURE PLAN (Continued...)

Strategic Initiative: Wellington St Production Optimisation

In 2013/14 we will:The Blood Service will refit the Perth Processing Centre to improve capacity, workflow and space allocation and enable lean manufacturing principles.

• Complete the renovation and fit out of the Perth Processing Centre

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BUSINESS PLAN 2013/14 - 2015/16


Strategic Initiative: Laboratory Information Management System

In 2013/14 we will:This project will implement a standardised Laboratory Information Management System across Blood Service labs that will provide an accurate planning, testing, recording, and reporting capability for donor and patient testing services.

• Progress the implementation of a whole of organisation Laboratory Information Management System to achieve standardisation and efficiency gains across out laboratories


SYSTEMS PLAN

Significant investment is required and being made in transitioning a large number of critical business processes onto modern scalable platforms that will improve the efficiency and effectiveness of our operations. Given the criticality of our Information Technology platforms to public

health outcomes, a particular emphasis is also being placed on ensuring our systems are robust, secure and fail-safe. The key strategic initiatives to deliver the Information Services Division plan are:

Strategic Initiative: Incident and Quality System

In 2013/14 we will:This project will remove manual and paper based processes currently used to support incident and quality management including: staff incidents, risk management, continuous improvement and corrective action, recall, bacterial contamination screening, audits, change management and donor adverse events.

• Continue business, system and solution design and implementation for quality and incident modules

• Complete the implementation of the Incident and Quality System

Strategic Initiative: Security Improvement Program

In 2013/14 we will:The Blood Service will continue to enhance the integrity and security of organisational data. This project aims to: improve the Information Technology operating environment through the establishment of standardised processes; Improve workforce utilisation through targeted process automation; and, create a “single source of truth” to enhance decision making and reporting capability.

• Progress validation, testing and implementation of change and configuration policy auditing

• Roll out of the identity management tool

Strategic Initiative: Finance and Asset Integrated Management System Application and Reporting Upgrade

In 2013/14 we will:This project will upgrade the Oracle application to ensure the continuity of technical support from the vendor.

• Complete the upgrade of the Oracle Finance and Asset Integrated Management System application

SYSTEMS PLAN (Continued...)

Strategic Initiative: End User Technology Program

In 2013/14 we will:The end user computing environment will be updated to ensure that all employees are operating on the same, efficient, flexible platforms, with the latest technology, enabling them to work seamlessly with one another and external stakeholders.

• Consolidate, standardise and upgrade common Blood Service desktop applications

• Deploy a desktop office communication tool that integrates with Cisco IP Phones and Tandberg video conferencing solution

• Continue to implement the End User Environment hardware refresh

Strategic Initiative: National Blood Management System Enhancements

In 2013/14 we will:This project will identify and implement a number of key enhancements to the National Blood Management System. This will involve planning and managing the overall program of work, including identifying resource requirements, scoping the project and implementation.

• Scope and resource requirements and timings of deliverables to enable the organisation to plan accordingly

• Integrate Bacterial Screening functionality into the National Blood Management System

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BUSINESS PLAN 2013/14 - 2015/16


BUSINESS PLAN 2013/14 - 2015/16

The Blood Service provides a safe, secure and cost-effective supply of quality blood products, essential services and leading-edge research to meet the needs of patients across Australia. This requires the skills and professionalism of our 3,800 employees who work in scientific, medical and support services to collect, process and distribute blood and blood products to hospitals nationally. We are also supported by over 1,800 dedicated volunteers who play an important role in our operations. We have 83 fixed donor centres and 38 mobile units that visit over 100 sites annually. We also operate four major blood processing centres and two major blood inventory and distribution hubs throughout Australia.

We operate 24-hours every day - to collect, process and distribute life-saving blood components and manufactured products for our customers on request. We manage the fresh blood components manufactured in our processing centres and the receipt, storage and distribution of manufactured blood products from external suppliers. We support optimal transfusion outcomes for patients by promoting safe and appropriate transfusion practice through expert clinical and scientific advice, education and research. We also provide a range of tertiary laboratory services, such as transplantation compatibility testing and red cell, platelet and granulocyte immunobiology services.

In 2013/14, this sophisticated national network of highly qualified teams plan to collect 870,000 whole blood donations, 465,000 plasma donations and over 35,000 platelet donations. These donations will be collected from close to 600,000 volunteer donors.

OUR BUSINESS

We operate 24-hours every day - to ensure that blood components and manufactured products are available to our customers on request.

CORPORATE STRATEGY and PERFORMANCE

FINANCE

MEDICAL, TRANSPLANTATION

and QUALITY SERVICES

INFORMATION SERVICES

DONOR SERVIC

ESHUMAN RESOURCES

MANUFAC

TURING

RESEARCH

and DEVELOPMENT

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DONOR SERVICES

We are responsible for managing blood donations, national marketing, contact centre operations and building community relations, all of which play central roles in allowing us to ensure that blood components and products are collected as required.

DIVISION OUTLOOK FOR 2013/14The Blood Service values our donors not only for the gift of their blood but also for the time they take out of their busy lives to give it. Over the next year, Donor Services will focus on improving the Donor Experience with initiatives focused on increasing donor satisfaction, reducing wait times and enhancing donor-related communications.

A Donor Relationship Management system will be implemented which will help us to understand our donors on a more individual basis so that we can provide them with service unique to their preferences. It will also empower donors by providing them with the ability to self-manage their appointments on-line.

By the end of the year we will have improved our utilisation of collection sites including mobile units and we aim to have these units visit areas of high donor demand for longer and more often. Technological enhancements will see Wi-Fi available in all collection centres particularly to enable mobile units to be live on our National Blood Management System contributing to better management of appointments. New schedules will see donors with appointments given priority which we know to be central in reducing wait times.

Changes to some of our teams, with the introduction of Regional Support Hubs and

a new Community Relations structure, will see less administrative burden placed upon Donor Centre staff while we also have a new focus on group donations and engagement. Our National Contact Centre system upgrades will continue which will see improved call handling and less time on the phone for our donors. The brand refresh project will continue with mobile units next to receive a face-lift.

We are also committed to the ongoing improvement of our donor feedback processes so we can hear and learn from all our donors of whole blood, plasma and platelets, donations taken in 83 fixed donor centres and 38 mobile units that visit over 1000 sites annually.

Janine Wilson Executive Director

BUSINESS PLAN 2013/14 - 2015/16


The Donor Services Division manages the end-to-end blood donor experience. We are responsible for managing blood donations, national marketing, contact centre operations and building community relations, all of which play central roles in allowing us to ensure that blood components and products are collected as required. In doing so, we contribute to the organisation’s strategic objectives by providing great service for our donors, improving organisational capability, and providing value for stakeholders by ensuring that blood components are available when patients need them.

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BUSINESS PLAN 2013/14 - 2015/16


DONOR SERVICES

DONOR SERVICES CONSISTS OF FOUR MAIN AREAS

National Contact CentreThe National Contact Centre seeks to ensure that donors are scheduled to donate at a time that meets supply requirements, whilst improving donor frequency and retention. The National Contact Centre works with the Supply Chain, Public Relations, Marketing and Community Relations teams to assist in booking donor appointments that allow Donor Services to meet our collection targets which ensure that the organisation meets demand.

National Marketing and Community RelationsNational Marketing and Community Relations is responsible for the recruitment of new donors as well as contributing to the retention and frequency of existing donors. It is also responsible for brand stewardship. This is achieved through the development of strategic marketing programs and the design of local activities to ensure an excellent donor experience. Marketing also works with the Public Affairs and Communications team to promote and protect the image and reputation of the Blood Service.

Donor Centre Rostering TeamDonor Centre Rostering Team ensures that each of the donor centres has the right number of staff, the correct mix of skills and the appropriate staff availability to enable the donor centres to service the donors in the most effective way.

Collection ServicesCollection Services is the public face of the Blood Service and is responsible for the collection of whole blood, plasma and platelets from volunteer donors in 83 fixed donor centres and 38 mobile units that visit over 1000 sites annually.”

In 2013/14 Donor Services will be leading the following initiatives:

STRATEGIC• Donor Relationship Management Program

• Donor Experience Implementation


WORKPLAN• National Blood Management System Mobile Solution

• National Donor Advisory Committee

• Collection Site Strategy

• Donor Centre Training Day

• Donor Event-Based Communication

For detailed initiative information see the Business Plan Appendix available on Connect.

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MANUFACTURING

The division is committed to maintaining and enhancing our reputation as an efficient and reliable manufacturer of quality blood and blood products.

Jacqui Caulfield Executive Director

The Manufacturing Division, through national and state-based operations, manages and delivers processing, inventory control, testing, customer service and distribution services to meet patient demand for blood and blood products. The division is committed to maintaining and enhancing our reputation as an efficient and reliable manufacturer of quality blood and blood products.

DIVISION OUTLOOK FOR 2013/14It’s going to be an exciting year in Manufacturing with a focus on delivering the elements of the Manufacturing Identity to maintain and enhance our reputation as an efficient and reliable manufacturer of quality blood and blood products. Following are the key elements of the Manufacturing Identity which we will continue to build on in 2013/14.

Our customers know that we keep our promises. We will be expanding our customer visit program to better understand and meet our customers’ needs.

We take great pride in our flexible and engaged staff, making sure we have the right people in the right roles to enhance everything we do. We will be rolling out lean training to frontline staff and promoting Rapid Improvement Events

to enable staff to contribute towards the Manufacturing Identity.

We are committed to being lean and responsive while always looking for better and simpler ways of doing things. We will continue to look to our international colleagues to improve our performance, improve utilisation and reduce wastage. We will also continue the development and ongoing monitoring of the Aligning Supply with Demand plan.

In addition we look forward to being the recipients of many systems improvements, including Laboratory Information Management System and some Incident and Quality modules.

BUSINESS PLAN 2013/14 - 2015/16


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BUSINESS PLAN 2013/14 - 2015/16


MANUFACTURING

National ManufacturingNational Manufacturing provides leadership and governance and facilitates the integration of activities with other divisions. This coordination of activities is managed by three functional areas:

• Processing and Testing provides services to enable the execution of change management within the division.

• Supply Chain oversees planning to ensure that demand, supply, and related products and services are effective and timely. This group also drives productivity and asset utilisation.

• The Customer Service team aims to drive improved levels of service delivery, manage customer issues and develop a standardised partnership model with Approved Health Providers.

State Manufacturing State Manufacturing delivers our main blood processing and testing functions in New South Wales, the Australian Capital Territory, Victoria, Tasmania, South Australia, Queensland, West Australia and the Northern Territory across four processing centres. Each of the state-based Processing Centres has three functional streams:

• Customer Service Delivery efficiently and effectively delivers on time and in full the required supply of blood and blood products to our customers.

• Processing and Testing efficiently and effectively produces blood and blood products to meet the demand of our customers.

• Manufacturing Services maintains the efficient running of processing centres on a day-to-day basis.

In 2013/14 Manufacturing will be leading the following initiatives:

STRATEGIC• National Inventory Framework and Service Standards




• In-vitro Diagnostic Compliance Project



WORKPLAN• Implementation of IgG testing for Whole Blood Donors

• Analysis of Apheresis Donor Testing and Management

• Blood Pack Project

• Management of Special Components

• Consignment Management System

• Donor Centre Consumable Inventory Management Pilot

• Sample Management Equipment for Blood Sample Archive

• BloodNet Integration


THE MANUFACTURING DIVISION INCORPORATES SIX FUNCTIONAL AREAS ACROSS BOTH NATIONAL AND STATE ORGANISATIONAL SECTORS

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MEDICAL, TRANSPLANTATION AND QUALITY SERVICES

BUSINESS PLAN 2013/14 - 2015/16


The division provides clinical oversight of both donor and patient safety relating to blood and tissue products, and maintains our critical relationship with the Therapeutic Goods Administration.

Dr Joanne Pink Chief Medical Officer Executive Director

The Medical, Transplantation and Quality Services Division supports the Blood Service by providing medical services, transplantation services, quality and regulatory services. The division provides clinical oversight of both donor and patient safety relating to blood and tissue products, and maintains our critical relationship with the Therapeutic Goods Administration.

DIVISION OUTLOOK FOR 2013/14Medical Services will continue to review our donor eligibility policies to ensure that they remain best practice. The efficiency and effectiveness of our donor eligibility processes will be improved by revising the structure and content of the Guidelines for the Selection of Blood Donors and implementing decision support software, initially in the National Contact Centre. We will continue to progress initiatives to improve donor iron health and mitigate the risks associated with donation-related iron loss.

Working in partnership with the Manufacturing Division, we will strengthen pathology laboratory governance processes across all Blood Service laboratories performing medical testing. We will conduct HLA/HNA antibody testing of female plasmapheresis donors to identify additional donations with a lower risk profile for Transfusion Related Acute Lung Injury. This will enable the provision of additional supplies of AB frozen clinical components.

Contributing to the development of Patient Blood Management initiatives will remain a focus. We will continue the roll-out of transfusion medicine education initiatives internally, with the expansion of learning posts to mobiles and metropolitan collection centres.

The Medical Services Workforce Efficiency and Process Improvements Project will ensure that all Medical Services activities add cost-effective value and provide a nationally consistent, timely and appropriate service to internal and external stakeholders. Staff professional development and training will remain a priority.

In Transplantation Services, the Rotary Cord Blood Bank in Western Australia will transition into an operational mode, with cords banked from late 2013. Improving the arrangements and relationships we have with our hosted external agencies will be a key focus.

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BUSINESS PLAN 2013/14 - 2015/16


MEDICAL, TRANSPLANTATION AND QUALITY SERVICES

Medical ServicesMedical Services oversees the operations of five areas:

• Clinical Leadership Team and Pathology Services supports optimal transfusion outcomes for patients by promoting safe and appropriate transfusion practice through expert clinical and scientific advice, education and research. We provide internal and external clinical expertise including pathologist responsibilities for our testing laboratories.

• Medical Services Regional Teams are responsible for overseeing donor safety on a day-to-day basis, the provision of staff immunisation programs and look-back programs. This involves implementing donor safety policies and acting as a focal point for donor safety issues, questions or concerns. The team is also responsible for providing transfusion medicine support in partnership with our transfusion medicine specialists, including the authorisation of requests for intravenous immunoglobulin and other specialised blood products.

• Donor and Product Safety Policy Unit is responsible for maintaining our existing donor safety policies, developing new donor safety initiatives and proactively planning for blood product safety improvements consistent with international best practice, regulatory requirements and community expectations.

• Transfusion Clinical Governance Unit has a lead role in the implementation of government and Blood Service transfusion-related policy and governance. The key objective is to support optimal outcomes for patients through the development of policy and practice.

• Medical Education Unit provides learning opportunities for both internal and external stakeholders. The key objectives are the support of optimal outcomes for patients by improved understanding of Blood Service products, and the promotion of appropriate transfusion practices and clinical practice through education.

National Transplantation ServicesNational Transplantation Services provides diagnostic clinical transplantation compatibility testing and immunogenetics testing and granulocyte/platelet immunobiology services. These tertiary laboratory services provide detailed consultative support, in partnership with our pathologists and transfusion medicine specialists, to clinicians in hospitals. Transplantation Services also hosts a number of Commonwealth-funded national transplantation agencies, including the Australian Bone Marrow Donor Registry and the National Organ Matching System. Other services provided include the Victorian Organ and Tissue Donation Agency (DonateLife Victoria) and the developmental project for the Rotary West Australian Cord Blood Bank facility.

Quality and Regulatory Services oversees three key areas:

• Quality Services Regional Teams are responsible for managing local quality system activities such as document control, change management, validation, process-related recalls and the provision of quality systems training. These teams are also responsible for managing the internal audit program for all facilities and processes, and supporting and facilitating responses to Therapeutic Goods Administration audits.

• Regulatory Affairs Team is responsible for managing the relationship between the Blood Service and the Therapeutic Goods Administration. This includes managing all manufacturing licences and obtaining regulatory approvals for all components and manufacturing processes. In addition to maintaining the Blood Service Technical Master File, the team is responsible for monitoring and interpreting regulations.

• Quality Systems Development Team is responsible for the design, development and improvement of national quality management systems and processes. The team is also responsible for the management of quality system databases and validation activities.

In 2013/14 Medical, Transplantation and Quality Services will be leading the following initiatives:

STRATEGIC• Donor Iron Strategy


• Medical Services Workforce Efficiency and Process Improvements Project

• Operation of the Western Australia Rotary Cord Blood Bank

WORKPLAN• Strategies for Transfusion Related Acute Lung Injury

Risk Reduction through Expanded HLA/HNA testing

• Blood Service Fellow Program

• Conduct a Trial of Vein Viewer Technology

• Patient Blood Management

• Decision Support Software

• Review Management of Geographic Deferrals

• Review the Structure of the Guideline for the Selection of Blood Donors

• Frequent Donor Questionnaire (Apheresis and Therapeutic) Evaluation Study

• Review of the Current Deferral for Donors with Past History of Injecting Drug Use

• Transfusion Medicine Learning Posts

• Benchmarking in HLA and Immunogenetics Laboratories

• Bone Marrow Donation National Coordinator

• Review of Standard Operating Procedures

• Implement a Revised Process for the Management of IVIg

• Pathology Oversight

• Vendor Assurance

• New cGMP and Infectious Disease Standards Compliance

• Develop Guidelines for Hosted Agencies within the Blood Service

• Lookback Database Upgrade


THE MEDICAL, TRANSPLANTATION AND QUALITY SERVICES DIVISION IS MADE UP OF A NUMBER OF FUNCTIONAL AREAS UNDER THREE CENTRAL WORK STREAMS

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RESEARCH AND DEVELOPMENT

BUSINESS PLAN 2013/14 - 2015/16


Research and Development at the Blood Service focuses on building relationships with current and future donors, maintaining the safety and quality of blood products, enhancing knowledge of transfusion and improving practice.

Assoc. Prof. David Irving Executive Director

The Blood Service’s Research and Development Division aims to create and translate unique, world class knowledge in blood transfusion-related research that will inform and improve our core activities, thereby ensuring the sufficient supply of safe and cost-effective blood and blood products. Research and Development at the Blood Service focuses on building relationships with current and future donors, maintaining the safety and quality of blood products, enhancing knowledge of transfusion and improving practice. A strong emphasis is placed on translational research that could ultimately lead to improved operational procedures or changes in clinical practice.

DIVISION OUTLOOK FOR 2013/14Over the past four years, Research and Development has refocused its research efforts to strategically align with Blood Service and the broader blood sector priorities. This alignment will continue through 2013/14 with a major effort devoted to consolidating the large number of research projects currently underway into a smaller number of strategically focussed research programs, all of which will be closely linked to the broader objectives of the Blood Service.

Associated with the consolidation of Research and Development projects will be the implementation of more rigorous project management across all research programs. Work initiated in this area during the latter part of 2012/13 will continue with robust, longer term project plans progressively put in place through the first half of 2013/14.

There will continue to be a strong focus on translation of research outcomes into business as usual at the Blood Service. In this context, technology transfer (to Manufacturing) of the frozen blood project, which has been undertaken by our Applied and Developmental Research team on behalf of the Australian Defence Force, will continue. Transfer of the non-invasive pre-natal analysis, developed in our Transfusion Science Research laboratories, to the Manufacturing Division is

planned to be finalised. In addition, the close links established between our Donor and Community Research team and Marketing and Donor Services will be reinforced, building on the strong relationships already established. Clinical Research Team members will also strengthen their linkages to Medical Services colleagues.

Key to developing further the Research and Development profile both within the Blood Service and throughout the international blood transfusion community are our dedicated staff members. While all six Blood Service values are embraced enthusiastically by everyone in the Division, excellence and collaboration are always front of mind. High quality research is absolutely dependent on these values and we look forward to demonstrating the value our team members add to the Blood Service throughout the year.

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BUSINESS PLAN 2013/14 - 2015/16


RESEARCH AND DEVELOPMENT

Applied and Developmental Research Applied and Developmental Research focuses on evaluating novel technologies that have the potential to improve the quality and safety of products manufactured by the Blood Service, as well as improving operational efficiency and donor wellbeing. Research teams work closely with aligned Blood Service divisions and other leaders in transfusion technology and research.

Clinical Research Clinical Research works to ensure the safety, efficacy and appropriate use of blood products through direct participation and/or collaboration with other research groups in human clinical trials, development, analysis and linkage of clinical registries and other blood product patient-related research.

Donor and Community Research Donor and Community Research focuses on ensuring there are adequate collections to meet clinical demand, a key requirement of the Blood Service. This Research Program examines donor safety, retention, recruitment, motivation and community attitudes to blood and plasma donation. The major aim of the Donor and Community Research Program is to provide research outcomes that contribute to marketing campaigns, organisational policies and broader public health issues to promote an appropriate increase in donations.

Transfusion Science Research Transfusion Science Research aims to generate knowledge using leading-edge research which can be translated into improved operational procedures or changes in clinical practice. Our research areas include, but are not restricted to, physiology of the reticuloendothelial and circulatory systems, including regulation of cellular function and the coagulation system, transfusion pathophysiology (including immunobiology) and molecular diagnostics.

Innovation and Development Innovation and Development provides management and administrative support to the Research and Development Division with the aim of enhancing our research programs through the provision of project management and business planning, reporting and management support, contract advisory services and the development of new processes and procedures. In addition, Innovation and Development aims to develop and manage new research and/or business opportunities that may arise from Deed and non-Deed activities, both internally and externally, including the provision of testing services to external organisations and the supply of blood and blood products for research, teaching and other related purposes.

The Research and Development Division also includes library services and general administration, including ethics support.

In 2013/14 Research and Development will be leading the following initiatives:

STRATEGIC• Implementation of Frozen Blood Products

WORKPLAN• Molecular Genotyping Feasibility Study and Equipment

• EvaluationTranslation of Non-Invasive Pre-natal Analysis

Applied and Developmental Research Program

• Blood Components, Manufacturing systems and Technologies

• Frozen Blood Research

• Understanding Pathogen Reduction Technologies

Donor and Community Research Program

• Donor Recruitment

• Understanding Donor Return Behaviour

• Donor Differentiation and Community Education

Transfusion Science Research Program

• Evidence-based Evaluation of Emerging TTI Risk

• New Strategies for Blood Grouping

• Immune Biomarkers & Murine ENU Model

• Ovine Model: TRALI & Proteomics

Clinical Research Program

• Transfusion Outcomes Research Collaborative (TORC) - Data Linkage Projects

• Standard Issue Transfusion Versus Fresher Red Blood Cell use in Intensive care – a randomised controlled trial

• Clinical studies including Transfusion-Associated Microchimerism (TAM) and Biomarkers of IVIg Efficacy

RESEARCH AND DEVELOPMENT CONSISTS OF FIVE FUNCTIONAL AREAS


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HUMAN RESOURCES

BUSINESS PLAN 2013/14 - 2015/16


The Human Resource division works across the organisation to improve the sustainability of labour supply, align our structure, work-design and culture with organisational objectives, improve cost effectiveness and productivity and build a safer workplace.

Anne Heyes Executive Director

The success of the Blood Service depends on the skills and commitment of our 3,800 employees who have a diverse range of expertise, from our scientists to our medical staff, from our computer and business analysts to our communications experts, from those in manufacturing to those working in our call centres. The Human Resource division works across the organisation to improve the sustainability of labour supply, align our structure, work-design and culture with organisational objectives, improve cost effectiveness and productivity and build a safer workplace. Human Resources also provides strategies to attract the best and brightest and improve the leadership skills and capability of all who work for the Blood Service.

DIVISION OUTLOOK FOR 2013/14There will be a continued focus on improving employee engagement through action plans implemented in response to the annual Employee Engagement Survey.

Building capability through leadership development and career development activities will continue while there will also be particular emphasis given to building improved change management skills by training project managers in the new Organisational Change Methodology.

We will also be moving forward with our work in developing a workforce diversity strategy aimed to help us encompass and celebrate the differences in the Blood Service workforce. The strategy will

eventually take into account many different aspects of our people including gender, sexual orientation, ethnicity and religion but the first stage will focus on understanding and addressing the needs of our colleagues who may identify as lesbian, gay, bisexual, transgender or intersex.

Further work will be done in improving core people management infrastructure, with improvements to user functionality and/or support planned for mySkills, eRecruit, Rostering and Payroll.

The Employee Value Proposition materials will also be implemented to improve our internal and external employee brands.

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BUSINESS PLAN 2013/14 - 2015/16


HUMAN RESOURCES

Occupational Health and Safety Occupational Health and Safety develops, implements, promotes and monitors systems to ensure a safe and healthy environment for all employees, contractors, donors and visitors to the Blood Service. It ensures that the Blood Service meets or exceeds its statutory obligations. Services include expert advice and strategies for injury prevention, as well as timely rehabilitation and return-to-work programs for people injured at work.

Recruitment Recruitment provides efficient and effective recruitment processes to support hiring managers. This service includes requisition management, job advertising, pre-start engagement and administration management for all new hires and internal staff movements. The Recruitment team also assists in building the Blood Service employment brand through its continuous improvement of the Blood Service internal and external career websites.

Learning and Development Learning and Development partners with the entire Blood Service to design, develop, implement and evaluate learning solutions that underpin workforce competence.

Organisational Development Organisational Development develops the strategic programs and tools that help us attract and improve the depth of talent and leadership within the organisation thereby enhancing our performance and culture in line with our business plan.

Employee RelationsEmployee Relations develops industrial strategies to support the achievement of organisational objectives, manages Blood Service relationships with external industrial stakeholders and the employment frameworks under which all employees are employed. The Employee Relations function also manages the equal opportunity and diversity functions within the Blood Service.

Human Resources Consulting Human Resources Consulting provides local consultancy services to line management in the implementation of the Blood Service’s People Management Plans within their region. They advise line managers on the effective management and utilisation of their workforce.

Human Resources Shared Services and Payroll Human Resources Shared Services and Payroll provide payroll services, centralised administrative support for general employment activities, Human Resource systems and reporting to enable line managers to manage their labour budgets and people management Key Performance Indicators. Human Resource Systems (incorporating People Systems Project) aims to enhance the ‘end user’ experience for our managers and employees by providing efficient, technology-enabled Human Resource processes, which will enable improved reporting and decision making.

THE HUMAN RESOURCES DIVISION IS RESPONSIBLE FOR SEVEN KEY AREAS

In 2013/14 Human Resources will be leading the following initiatives:

STRATEGIC• Donor Services Workforce Planning Project

WORKPLAN• People Systems Project

• Employee Value Proposition

• Classification Framework

• Occupational Health and Safety eLearning

• Diversity Program

• Health and Wellbeing – Occupational Health and Safety

• MySkills Upgrade

• Employee Engagement Survey Action Plan


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BUSINESS PLAN 2013/14 - 2015/16


The Information Services Division provides technology services to all divisions and operating areas of the Blood Service.

Mark Gardiner Chief Information Officer Executive Director

The Information Services Division provides technology services to all divisions and operating areas of the Blood Service. We constantly work to meet or exceed our declared mission: “To be a trusted partner providing innovative, cost-effective Information Technology solutions and leadership that enables the business to provide a safe and secure supply of blood products”.

DIVISION OUTLOOK FOR 2013/14The Information Services division partners with the business to support and deliver quality and innovative technological solutions which are sustainable and effective.

This year, the division will focus on enhancing organisational Information Technology capacity and capabilities with the continued development of subject matter experts whose aim is to allow all Blood Service staff and programs to get the most from technology. We will deliver the 2013/14 components of the Information Services systems plan through a focus on:

1. Establishing a pragmatic strategy for Information Services aligned to the Blood Service vision and strategy which will support the development of a sustainable and effective division, can both accommodate projects and innovation, and transition new services safely into business as usual.

2. Increase the focus on Information Services governance within the division. As part of this the Information Services Steering Committee will be the primary Information Services portfolio governance and management committee, providing the Executive with the forum to establish appropriate prioritisation of projects and business as usual activity.

3. Deliver Information Services projects through improved methods in requirements management and project estimation.

4. Balance focus, resources and capabilities across operations and projects throughout the division.

We endeavour to enhance the workings of both on-going projects and new programs and transition new services safely into operation. This strategy means we must balance risk mitigation and brand-safety, with the necessary agility required to support and drive innovation and quality of service for the community.

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BUSINESS PLAN 2013/14 - 2015/16



Infrastructure and End User Services Infrastructure and End User Services is responsible for activities relating to the maintenance and support of a wide range of technology solutions and services used by the Blood Service within its data centres, processing centres and donor centre locations. These include network, telecommunications and video conferencing services, servers/storage/backup technologies, email, security products and end-user devices such as personal computers, laptops, tablets and printers. The team also provides front-line customer support services via the Information Services Service Desk and On-site Services teams. We are also responsible for incident, problem and event management, disaster recovery, system security, asset management, software license management and Information Technology purchasing.

Project and Solution Design Services Project and Solution Design Services is responsible for activities relating to Information Technology architecture and solution design, project portfolio management and implementation of Information Technology related projects. The team provides technology advice and guidance to ensure product selection and investment decisions are suitable for the Blood Service and also leads the development and maintenance of the Information Services technology strategy into the future. The business planning activity is also managed by this team, including the support and/or development of business cases for Information Technology related projects.

Application and Integration Services Application and Integration Services is responsible for the configuration, development, maintenance and support of the suite of bespoke and commercial enterprise software applications used by the Blood Service, including Blood Management, Transplant and Laboratory Information Systems. The team also manages the enterprise data warehouse and related systems, application and data integration services, and intranet and internet services.

Business Analysis, Validation and Service Management Business Analysis, Validation and Service Management is responsible for activities relating to the analysis of business requirements, testing and validation, and the management of information security and risk management. This team also manages the Information Technology quality, documentation, change, configuration and release processes, as well as service performance.

THE INFORMATION SERVICES DIVISION CONSISTS OF FOUR FUNCTIONAL AREAS

In 2013/14 Information Services will be leading the following initiatives:

STRATEGIC• Information Services Disaster Recovery Program



WORKPLAN• Information Services Sourcing Strategy

• Information Services National Blood Management System Improvement Program: Governance

• Information Services National Blood Management System Improvement Program: Disaster Recovery Strategy

• Information Services Service Management Consolidation

• Enterprise Service Bus

• Remote Access Management

Information Services will also play a critical role in delivering the following strategic initiatives:




• Client Relationship Management System




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FINANCE


BUSINESS PLAN 2013/14 - 2015/16

The Finance Division manages organisational funding and provides financial information, reporting, analysis and advice to support effective decision making and performance improvement across the organisation.

John Brown Chief Financial Officer Executive Director

The Finance Division manages organisational funding and provides financial information, reporting, analysis and advice to support effective decision making and performance improvement across the organisation. It is responsible for the sound financial management and integrity of the Blood Service.

DIVISION OUTLOOK FOR 2013/14The Finance Division has helped the Blood Service achieve savings across the organisation, allowing for record surpluses in recent years. Over the next 12 months, the Property team will work to further the roll-out of the National Property Strategy with attention given to major projects such as Perth Optimisation and the South Australian Facilities project. It will also continue with the implementation of the donor centre design guidelines which will ensure national consistency, streamline donor centre builds or relocations and provide financial savings to the Blood Service.

We will also be refining the implementation of the Donor Centre Master Plan which provides a roadmap for the schedule of works for the next five years and which also serves as a key input into the Capital Plans for 2013-16.

In 2013/14 we will continue the operation of the Capital Steering Committee which will provide greater visibility, oversight and control of capital spend, continue with the successful upgrade of our core Finance and Asset Integrated Management System and continue to run the capital planning and annual budgeting cycle to align with business planning which will result in process synergies and improved planning outcomes.

We will continue with the organisation-wide Document

Management Framework and Record Archive System Implementation and will build upon the work being done by the Cost Model Working Group which includes representation from the American Red Cross and the English, Canadian and New Zealand blood services. The objective of the working group is to compare key financial (benchmark) activity with a particular focus on collection and processing activities to clearly outline the cost to collect and process blood products.

All of the activity outlined above would not be possible without the people who make up Finance and in line with our values of excellence and collaboration, we will continue to invest in our dedicated staff with a particular focus on training, cross-skilling and coaching.

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BUSINESS PLAN 2013/14 - 2015/16


FINANCE

Financial Performance Financial Performance provides financial and accounting support to all Blood Service divisions. Our key responsibilities include developing divisional annual budgets and reporting on monthly financial performance and forecasts, managing output based funding arrangements with the National Blood Authority, liaising with State Governments on funding of external services such as Tissue Typing, Bone Marrow Donor centres and the DonateLife organ donor services across the jurisdictions, National Fleet Management and providing financial and commercial analysis to internal stakeholders for decision making.

Capital Planning and Property Services Capital Planning and Property Services is responsible for the leasing, construction and facilities maintenance of all fixed and mobile donor centres and overseeing major construction projects in processing centres and other facilities while our Strategic Investment Group manages capital control and governance and supports the Blood Service in the development and review of business proposals.

Financial Accounting Financial Accounting is responsible for the preparation and integrity of the financial results which includes monthly financial and annual statutory reporting, the treasury function, transaction processing including accounts payable and receivable, internal and external audit activity and Oracle system support.

Procurement Procurement is responsible for ensuring compliance to the Blood Service procurement policy, providing support to all divisions during tender processes, assisting with subject matter expertise in sourcing products, goods and services, negotiating with key suppliers and for the administration of national contracts.

Finance Information Team Finance Information Team conducts organisation-wide budgeting and, forecasting, and provides product costing, specialist financial information, management reporting and benchmarking.

THE FINANCE DIVISION CONSISTS OF FIVE KEY AREAS

In 2013/14 Finance will be leading the following initiatives:

STRATEGIC• Finance and Asset Integrated Management System

Application and Reporting Upgrade






WORKPLAN• Hyperion Upgrade

• CoA Restructure and impact on Hyperion (Forecast, Budget and 3 Year Forecast Models)

• Document Management Framework and Record Archive System


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CORPORATE STRATEGY AND PERFORMANCE

The Corporate Strategy and Performance Division supports the Blood Service by providing accurate and timely business data and strategic policy advice that can be used to assist in operational decision-making, planning and performance monitoring.

Peter McDonald Executive Director

The Corporate Strategy and Performance Division supports the Blood Service by providing accurate and timely business data and strategic policy advice that can be used to assist in operational decision-making, planning and performance monitoring. In addition, the division is the external interface of the organisation through positive media promotion and the management of national and international stakeholder relations through our International Services team.

DIVISION OUTLOOK FOR 2013/14In 2013/14 we will continue to help the Blood Service to build its media profile to publicly promote our vision “To improve the lives of patients through the power of humanity”. Extensive stakeholder consultation will also take place to develop the organisation’s new strategic plan.

Implementation and roll out of new electronic software will enable the removal of manual, paper-based processes which will allow for better management, analysis and reporting of organisational incidents and events. Software upgrades are also planned for the Blood Service’s intranet site which will improve the design, capability, usability, and performance of the current system to both enhance all our endeavours and connect Blood Service staff wherever they may work.

Negotiations with the National Blood Authority to refine the government contractual obligations, in a new Deed of Agreement, will be progressed. This will be informed by the release, later in the year, of the consultant’s review of blood sector risk management.

Our International Services team will continue to monitor and research all national and international developments which could affect the blood supply and will work in close collaboration with Blood Service organisations across the globe. We will also continue our efforts, as part of the humanitarian blood program, to provide our skills to countries that request our help in building safe, secure blood systems.



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BUSINESS PLAN 2013/14 - 2015/16


CORPORATE STRATEGY AND PERFORMANCE

Strategic Planning and Business Development Strategic Planning and Business Development manages our strategic and business planning processes, including the translation of overall business priorities into divisional work plans. The team also covers risk management, insurance, national project co-ordination, and business development which analyses and develops new business opportunities for the Blood Service.

Government Relations and Policy Government Relations and Policy manages the Blood Service’s relationship and communications with the National Blood Authority and Commonwealth and State government departments. The team also provides strategic policy advice and coordination.

Public Affairs and Communication Public Affairs and Communication provides media support and information to promote greater public awareness of blood, plasma and platelet donations. We are also developing our use of social media to increase our message reach and build advocacy, trust and loyalty through online communities. The team also provides expertise in crisis communications, offers advice and support to managers and project leaders and is also responsible for all employee communications and management of the intranet.

Performance and AnalysisAnalyses organisational information, develops business intelligence, produces nationally consistent reporting and develops performance measures that demonstrate achievement against internal goals and international benchmarks.

Business Process Improvement Business Process Improvement will develop an approach that uses aspects of methodologies such as Lean Thinking and Six Sigma, as part of the Blood Service’s commitment to continuous quality improvement. The team will lead a small number of national projects as well as provide training and consultancy advice to managers.

International ServicesInternational Services delivers the Blood Service’s engagement with global and regional blood networks and alliances, international knowledge exchange, scanning, benchmarking and humanitarian blood programs.

THE CORPORATE STRATEGY AND PERFORMANCE DIVISION CONSISTS OF SIX AREAS

In 2013/14 Corporate Strategy and Performance will be leading the following initiatives:

STRATEGIC• Blood Shield Legislation and Review

of National Managed Fund

• New Deed of Agreement



• Organisation Business Continuity Plan

• Growth Opportunities for External Services


Additional Blood Service Business UnitsReporting directly to the Chief Executive the General Counsel provides advice on all legal matters affecting the organisation, including reviewing major contracts.

The General Counsel is also our Chief Privacy Officer,

providing advice on privacy legislation to ensure the organisation does not breach its obligations in relation to personal information. Our General Counsel regularly liaises with external stakeholders and is their point of contact on legal matters.

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GOVERNMENT PRIORITIES

GOVERNMENT PRIORITIES DELIVERABLES

Priority One Planning and Governance

Undertake effective risk management - Risk mitigation strategies (ISO31000) implemented according to risk management plan.

Undertake research and development in accordance with an agreed framework.

Priority Two Business Efficiency Improvement

Implement an overall efficiency program to improve value for money for governments, including:

• Sydney and Melbourne Processing Centre benefits realisation reports completed and provided to governments

• South Australia relocation efficiencies generated

Priority Three Operational Performance: Finance

Annual financial result breakeven or better.

Deliver financial efficiencies – ie, ongoing operational efficiencies of ≥1% of total funding are achieved

Priority Four Operational Performance: Safety and Quality

Demonstrate continuous improvements in safety and quality.

Priority Five Operational Performance - Production

Maintain production efficiencies - Red cell yield to be improved or maintained at or above agreed range

Improve units produced/tested per total Full Time Equivalent.

Priority Six Operational Performance: Service and Supply

Collection and production plans are developed and implemented to ensure supply is sufficient, including:

• Red cell, platelet and clinical fresh frozen plasma inventory levels sufficient to meet clinical demand.

• Plasma for fractionation supplied in accordance with plan

• Develop, agree and implement a three year plasma strategy

Effective management of Blood Service inventory, including:

• Minimise wastage of all products distributed by the Blood Service (note red cell wastage is measured through red cell yield)

Ensure customer satisfaction – Health Providers are satisfied with the provision of products and services


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BUDGET Main Operating Program

Average FTE (number) Operating budget ($’000)

Income

National Blood Authority MOP funding

Other income

Interest received

TOTAL Income

Expenses by Division

OPERATIONS DIVISIONS

Donor Services

Manufacturing

TOTAL Operations Divisions

NON-OPERATIONS DIVISIONS

Corporate

Corporate Strategy and Performance

Medical, Transplantation and Quality Services

Research and Development

Human Resources

Finance

Information Services

Organisation and administration1

TOTAL Non-Operations Divisions

TOTAL

ANNUAL CAPITAL PLAN

ASSET CATEGORY $’000

Asset Replacement Program 15,533

Infrastructure, Communication and Technology Equipment 5,623

Processing and Testing Equipment 5,153

Office and Admin Equipment 18

Plant and Equipment 296

Static Collection Equipment 3,971

Vehicles 161

Mobile Collection Equipment 310

Premises Related Activity 16,455

Donor Mobile Unit Refurbishments 2,326

Donor Mobile Unit Rebuilds 1,160

Fixed Site Refurbishments 650

Fixed Site Relocations 8,028

Premises – Other 4,291

Business Initiatives 12,669

Capital Contingency and Brisbane Processing Centre Loan Repayments 7,415

TOTAL 52,075

517,800

2,500

3,900

524,200

238,400

151,900

390,300

7,600

10,700

35,700

7,600

9,900

8,700

32,000

16,700

128,900

1,801

772

2,573

17

62

222

51

75

63

140

41

671

3,244

Income

Net surplus / (deficit) 5,000

519,200TOTAL 519,200


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Australian Red Cross Blood Service 79 78 Australian Red Cross Blood Service

BUSINESS PLAN 2013/14 - 2015/16

For further information contact:

Australian Red Cross Blood Service

National Office

Level 3, 417 St Kilda Rd

MELBOURNE, Victoria, 3004

T: 03 9863 1600

F: 03 9863 1601

© Copyright 2013 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.

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