‘Making It Easier’Improving Accessibility and
Opportunity to DonateRe-Design Project
Lynne Willdigg, Donor Services ManagerScottish National Blood Transfusion Service
Lynne Willdigg, Vincent Mooney, David Fisher, Moira Carter
“……..without progress and change there will be stagnation and decay. There again, progress for progress’s sake must be discouraged, for our tried and tested traditions often require no tinkering. A balance, then, between old and new, between permanence and change, between tradition and innovation, should be sought………”
Dumbledore
SNBTS StrategySNBTS Strategy
As part of our strategy SNBTS will develop plans to reach out to more donors in terms of venue quality, times of sessions and their location. We will explore ways in which we can modernise our interactions with donors and potential donors to take up less of their valuable time and improve their donating experience
SNBTS Strategy contSNBTS Strategy cont
SNBTS will develop plans to improve donor retention by improving accessibility, giving our donors more choice in where and when they can give blood.
We will assess feasibility of increasing blood collection from the Workplace/Corporate sector, from 18% at present to 30%
Assess feasibility of offering public sessions across a wider range of venues, in semi-permanent or permanent locations
We will explore potential to form strategic partnerships with other organisations, such as primary care divisions of Health Boards and Local Authorities
Service ModernisationService ModernisationTransforming Donation Venues
Reviewing the Collection Footprint Reviewing or ‘fixed site’ footprint with robust option
appraisal of strategic, tactical and operational benefits of city centre sites
Developing flexible ‘Board Room’ model for Corporate sector
Improving corporate liaison functions to increase collection in this sector
Developing models to improve access for remote communities cost effectively (e.g. Orkney, West coast of Scotland)
a
InvernessAberdeen
Dundee
Glasgow
Edinburgh
RegionNumber of
teamsAnnual
Attends
Aberdeen
Dundee
Edinburgh
Glasgow
Inverness
SNBTS
1
1
3
6/7
1
12/13
32,000
27,000
75,000
125,500
21,900
281,400
SNBTS - What it Looks LikeSNBTS - What it Looks Like
About SNBTSAbout SNBTS
Part of The National Health Service (NHS)
Health care free at the point of access
Blood is supplied to hospitals free of charge
SNBTS is centrally funded by the NHS
Well established volunteer, non remunerated blood donor programs
Increasingly stringent Quality and Regulatory Requirements
Incremental focus on blood safety driven by vCJD
Well developed process to reduce the serious hazards of transfusion (SHOT)
Effective use of blood programs designed to improve safety and avoid unnecessary transfusions
Establish blood stock management systems
Well developed service infrastructures and quality systems
Estimate Demand (Oct)
Integrated Planning CycleIntegrated Planning Cycle
Provisional Targets: Nov
Evaluate Collection options (Nov-Jan )
Plan Program --> Consult Labs (Nov-Jan)
Initiate Recruitment Planning
Review demand estimates (Dec/Jan)
Plan recruitment + marketing
Plug Gaps (Jan/Feb)
Review Effectiveness Planning decisions Marketing & PR Strategies Direct Marketing Activity &
Initiatives (Mar for previous year)
Review Sufficiency (Jan)
Areas for RedesignAreas for Redesign
Increased Recruitment Rebuild & Resilience
Strategy -Ongoing
Streamlining Processes•Collection•Apheresis
•Recruitment•Medical management of Donors
Maximising the efficiency of the Donor base
•Intelligent Inventory Management•Multi-component Collection
Managing Relationships•Improving customer
services•Define CRM requirements
•How do we deliver improved CRM
•What resources and systems req’d to support
Improved Retention •Managed Frequency &
Responsiveness•Early Intervention
•New & returning Donor Strategy
•Blood Group Strategies
Improving Accessibility
•Corporate Strategy•Flexible Working
•Review Collection Program•Review Footprint of Service
Delivery & Estate
Assess Impact on People•Resources•Structure•Skill set
•Working Practices & Patterns
REDESIGN REDESIGN
Recalibrating the PlanRecalibrating the Plan
Demand 5% lower than original estimate at outset of plan Driven by the frequent need to correct the Inventory profile
throughout 2009/10
vCJD research indicates that we should plan for ~2-5% losses
Donor Deferral rate reduced by 3% since peak in 2007/08 8500 additional donations per annum
These gains result from introduction of hemocue and changes in donor selection criteria (BP, Age and Diabetes)
New Donor Deferrals 32.2% (2.5% down on 08/09 and 6% down on 2007/08) allowing 1000 extra new donors to donate
Improving Accessibility Improving Accessibility Project PlanProject Plan
Program Analysis What do we do now, what is our geographical spread,
how successful are we? Research
What are we not getting right? Data Processing & Analysis
Opportunity - where else can we go? Consultation
What is impact on staff? Short Term Evaluations Projects
Let's see what works?
Program AnalysisProgram Analysis
Extracted Program Data from Database
Re-categorise by Collection Type / Category / Workplace Sector / Community Sector
Data Cleaning by Regional Office Managers
Analysis of Clean re-categorised Data
Analysis of productivity to assess session efficiency
ResearchResearch
Review Donor satisfaction survey info for last three years -
Analyse complaint data for last 3 yrs
Identify existing donor preference indicators or emerging trends
Develop and issue satisfaction questionnaire for workplace venues
Obtain Regional Workforce Statistics
NHS Sector (largest employer in Europe): Breakdown employment stats by hospital to assess opportunity.
Data Processing & AnalysisData Processing & Analysis
Analysis of current perceived workplace provision / performance
SWOT analysis of current Community Site Collection data with potential
SWOT analysis of Fixed Site Collection data to determine city centre fixed site potential
SWOT analysis of current Workplace Collection data with potential from Business Gateway/Scotbis data
ChallengesChallenges
All proposals have to be phased so as not to compromise the blood supply
To ‘define’ what a successful session comprises of and learn from the strengths of each collection profile.
What quick wins were deliverable
Find system to prevent session cancellations e.g. ‘On call’ Session staff?
Strategy depends on deliverability
External InfluencesExternal Influences
We live in a INSTANT SOCIETY - ‘We want it now!’
Unpredictable Demand
Any waiting time is becoming less acceptable.
Competing against people’s leisure time demands
Changing Economic Climate
Preference to donate in work’s time
Expectation of corporate sector and hospitals are Higher!
Criteria For SuccessCriteria For Success
Will it provide enough blood for patients
Does it Improve Customer Service?
Does it Strengthen our Partnership working?
Will it Ensure Quality & Continued Improvement?
Does this Modernise & Streamline Working Practice?
Does it Increase Efficiency?
Will it Enhance our Leadership Capability?
Will it develop our People and create opportunity?
Does it provide Value for Money ?
Potential AimsPotential Aims
Mindset changes
Improved Planning
Potential resource release
Capability building
Staff satisfaction
• Release of session team resource to wider range of venues
• Improve integration between staff on session and provide greater role clarity
• Set planning guidelines with target ratios for session performance• More visible national planning system• More effective use of staffing resource e.g. mix of session types
• More flexible team capable of delivering frontline services and leading ongoing continuous activities beyond transformation
• Improved staff satisfaction by improving their working environment and bringing staff and management closer together on the sessions
• More sociable working patterns and hours
Operational Savings /benefits
Otherbenefits
Productivity improvements
• Elimination of inefficient sessions from the program• Reduced ‘Set up’ & ‘Break down’ times
Donor satisfaction
• Improve Top box score on queuing time and overall satisfaction• Meeting the needs of local companies for sessions
Performance culture
• Managers and session staff develop more of a performance mindset
Continuous improvement
• Development of infrastructure, skills, resources and planning tools for effective ongoing continuous improvement
© SCIEH 19
Structuring the ChangesStructuring the Changes
In what order? By When?
What skills?What trainingWhat equipment ?Leading the changes?
Build the skills in the organisation
Promoting changeDeveloping change
champions
3
4
5
6
1
2
Planning for Success
Designing the
Approach
DevelopingResources
Acquiring & SpreadingKnow-how
Engaging the Organization
Moving from Project to line Management
Promoting the visionCreating the right environment for
changeCommunicating the need for change
Going the Distance
Continuous improvement
Build on success
What do we want to do?
What are the major risks?
SNBTS ExpectationsSNBTS Expectations
But what are Donor Expectations?
“SNBTS is committed to the highest possible standards in everything we strive to achieve. We are continually
improving every aspect of SNBTS to ensure that we have the capacity and flexibility to respond to changing needs.”
Low Donor ExpectationsLow Donor Expectations
.“Less waiting time. I was 1 hour 30 minutes last time, although I don’t mind. Thank you!”
“Cleanliness of venue – but it's an old building so never looks sparkling!!”
MOREWorkplace Sessions “The blood van coming to my work makes it so easy to donate.”
MORECommunity Sessions “More local opportunities to give blood.”
MOREBus Sessions
“Maybe more mobile units would give people a better opportunity.”
“I would donate more often if the donor centre was more accessible. I live out of town and find it difficult to find the time to travel to the centre then find a parking space”
“The only problem for me was the location.”
IMBY!
What Do They Want?What Do They Want?
When Do They Want It?When Do They Want It?
Guess What? No surprises here either!
MORE Times “More out of normal working hours would be better.”
MORE Days “Opening on a Sunday, even once a month would be helpful”
MORE Flexibility “Opening later on a Saturday afternoon would make it more accessible.”
24/7!! …….AIMBY!
Complaints AnalysisComplaints Analysis
36
23
2
34
19
36
5 2
8
1 3 0 1 0
10
0
0
5
10
15
20
25
30
35
40
Average less than 1 complaint in every 1000 attends.
““Mind Shower”Mind Shower”
7 Point Plan
Refine Current Collection program Develop Corporate Collection Selection of More Flexible Collection Models Realign Whole Blood & Apheresis together Partnerships with local Health Boards Development of Planning Tool Cost benefit assessment of additional new fixed
sites
Evaluating & Prioritising Evaluating & Prioritising OptionsOptions
Easy Hard
IMPLEMENTATION
High
Low
C
O
S
THospitalsCorporate
New Fixed Sites
Combined WB &
APH Units
More MDC’s
Session ProfilingSession Profiling
Assessment of collection patterns around Scotland
Whether lessons are to be learned from region to region Identification of wasteful collection frequency patterns or
frequency patterns that offer too much opportunity!
Identification of sessions with regular poor performance
Setting of benchmarking standards for all sessions e.g
% Attends to Panel% Attends to PopulationStaff Hours / Session Open Hours / DonationStaff Hours to DonationStaff Non-Contact Time with Donors
Collection KPI’sCollection KPI’s
Performance against Targets/Panel/Eligible Population
0%
20%
40%
60%
80%
100%
120%
140%
160%
180%
Fyvie
Tarve
sIn
sch
Laur
ence
kirkAlfo
rd
Mint
law
Aberc
hirde
r
Oldmeld
rum
Duffto
wn/Abe
rlour
Banff
Keith
Huntly
Ellon
Buckie
Turrif
fElgi
n
Ballat
er
Inve
rurie
Kemna
y
Frase
rbur
gh
Aboyn
e
Banch
ory
Kintor
eDyc
e
Peter
head
Portle
then
Stone
have
n
Wes
thill
Peter
culte
r
Loss
iemou
th
Bridge
of D
on
Aberd
een
Aberd
een
City C
entre
MDC
Aberd
een
Cov
e/Alte
ns
Aberd
een
Bridge
of D
ee
% Performance
% New Attends
Attends/Panel
%Yield Att/Population
ProductivityProductivity
Productivity Analysis
0.00
0.50
1.00
1.50
2.00
2.50
Elgin
Keith
Peterhead
Mintlaw
Turriff
Alford
Huntly
Banff
Westhill
Dyce
Laurencekirk
Insch
Fyvie
Inverurie
Stonehaven
Fraserburgh
Banchory
Ellon
Dufftow
n/Aberlour
Buckie
Oldm
eldrum
Bridge of D
on
Kintore
Aboyne
Kem
nay
Lossiemouth
Tarves
Aberchirder
Peterculter
Portlethen
Aberdeen
Asda B
ridge of Dee
Ballater
Aberdeen C
ove/Altens
Aberdeen C
ity Centre M
DC
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%Donations PerStaff HourOpen
% ContactTime
Session FrequencySession Frequency
Region Venue NameEst
Population
Current Donor
Panel SizeNo. of days
No. of times per
year
Total Collection Days per annum Est atts
Actual atts New atts Donations
Average Annual
Donations
% Annual Donations
/Population
Donations / panel size
Dun Cupar 8506 948 3 3 9 171 175 13 149 1341 15.77% 1.41
Glas Annan 8389 376 1 12 12 80 60 14 50 600 7.15% 1.60
Region Venue NameEst
PopulationCurrent
Panel SizeNo. of days
No. of times per
year
Total Collection Days per annum Est atts
Actual atts New atts Donations
Average Annual
Donations
% Annual Donations
/Population
Donations / panel size
Dun Perth 43450 2016 12 1 12 262 264 23 225 2700 6.21% 1.34
Edin Kirkcaldy 46912 1401 1 12 12 220 188 7 161 1932 4.12% 1.38
Glas Kilmarnock 43588 2921 4 4 16 131 133 10 110 1760 4.04% 0.60
Glas Greenock 45467 1917 3 4 12 130 138 11 111 1332 2.93% 0.69
Glas Ayr 46431 1915 3 4 12 124 118 9 97 1164 2.51% 0.61
Glas Coatbridge 41170 2040 3 3 9 105 89 7 71 639 1.55% 0.31
Region Venue NameEst
PopulationCurrent
Panel SizeNo. of days
No. of times per
year
Total Collection Days per annum Est atts
Actual atts New atts Donations
Average Annual
Donations
% Annual Donations
/Population
Donations / panel size
Glas Stirling 32673 2553 5 4 20 124 127 11 105 2100 6.43% 0.82
Glas Falkirk 32379 2739 4 4 16 101 99 9 81 1296 4.00% 0.47
Glas Irvine 33090 1858 3 4 12 135 117 7 96 1152 3.48% 0.62
Learning CurvesLearning Curves
That you can give too much opportunity to donate with negative attendance results
That national planning standards has potential to reduce collection programming waste
That setting benchmarking standards can help eliminate unreliable sessions
Learn successful patterns can help increase donor base whilst reducing frequency
Collections Collections Can Defy The StatsCan Defy The Stats
Fyvie – Aberdeenshire Rural Collection based in small village population 345 Attend per annum 378 = 110% Attends – panel 55% - Aver 59% for region Donations per staff hour open 1.56 - Aver 1.44
Central site for localfarmers to attend = reliable session with
low rate of new donors (5%)
Fyvie Castle
Workplace SurveyWorkplace Survey
Two part questionnaire to assess what our current workplaces think of us
Part 1 for Workplace Organiser – looking for their perceptions of service provided, areas for improvement, areas for expansion
Part 2 for MD or similar manager – their perception of the service we provide and intrusiveness
Outcomes
Workplace Survey ResultsWorkplace Survey Results
131 quantified results received out of targeted 173 = 76% response rate
44 Added Comments Comments - 22 Neg, 11 Pos & 11 Suggestions
‘Overall high level of Collection experience - Meets your expectations’: 92 Strongly Agree = 70% 31 Agree = 27% 8 Satisfied =3%
Workplace What They Said!Workplace What They Said!
“Sessions are managed well on the day and conducted efficiently. Office staff are slow to respond to queries and we are unable to set-up session dates”
“Blood donor day went very well, had a slight hiccup at the start with equipment, so the session did not start till later, however the nurses did very well and were able to catch up with the back log by mid after. Regards Isabella”
“I know people have to have dinner but to have a one and a half hour break for dinner in a place where we only get a half hour could this not be split and keep the blood donations going for the other hour……………………….”
“I have been responsible for making staff appointments for the blood donating service for over 14 years and I have always found staff extremely helpful”
“Need more flexible time scales to accommodate a 3 shift pattern
day, back, night shifts”
“I have been extremely happy with the service that you have provided over the years”.
Corporate Sector PacksCorporate Sector Packs
.DefinesCompanies needs and expectationsServices needs and expectationsDonors needs and expectations
ProvidesSpecifications and requirementsPromotional and recruitment materialsPlanning checklistsKey contactsAlternative optionsUseful Information for donors – self deferral criteria
Development of Development of Planning ToolPlanning Tool
Map Scotland’s population distribution to collection programme
Map workplace population distribution to current corporate collection profile
Identify gaps and opportunities
Mapping Examples:
Corporate & All sessions
Flexi Model 2- 6 BedFlexi Model 2- 6 Bed
Danger of fragmenting the collection programmeCosts to external organisationsHealth & SafetyPotentially more vulnerable to cancellationsUnwell donor could impact on continuation and loss of session
35% New & Lapsed DonorsComparable Productivity with
Mobile Donation Centres No major capital outlayImproved waiting TimesImproved opportunity & Access Improved Donor & Staff experienceQuick to arrangeReduced ‘Set up’ Time/CommunitiesMeets a demand in the marketBetter working environment and
more sociable hours for staffImproved flexibility
Productivity 1.27 per staff hour open
Comparable cost to larger session profile - 6% increase per donation (but this is early days)
Longer ‘Set up’ Time / MDC’s
Development of PodsDevelopment of Pods
2 & 4 bed equipment pods based on Canadian model for Flexi sessions
Reduced ‘Set up’ and ‘Break down’ times Reduced space requirement for transportation
(easier to park at companies) Reduced space requirement in venue –
increasing venue options More professional image
Harnessing the Power of NHSHarnessing the Power of NHS
Collating data
Analysing and setting target market criteria
Trial sessions
Liaise with NHS sites reporting back to Facility Directors
Aberdeen Royal InfirmaryADMINISTRATIVE SERVICES
Aberdeen Royal Infirmary ALLIEDHEALTH PROFESSION
Aberdeen Royal Infirmary HEALTHSCIENCE SERVICES
Aberdeen Royal InfirmaryMEDICAL AND DENTAL
Aberdeen Royal InfirmaryMEDICAL AND DENTAL SUPPORT
Aberdeen Royal Infirmary NOTKNOWN
Aberdeen Royal InfirmaryNURSING/MIDWIFERY
Aberdeen Royal Infirmary OTHERTHERAPEUTIC
Aberdeen Royal InfirmaryPERSONAL AND SOCIAL CARE
Aberdeen Royal Infirmary SENIORMANAGEMENT
Aberdeen Royal InfirmarySUPPORT SERVICES
I area out of approx 214 locations
5714 out of 29978
Grampian Health Board
Rural SessionsRural Sessions
Inverness to undertake rural MDC Tour of West Cost - May 2010
Bettyhill Kinlochbervie Lochinver Lochcarron
Assessment of impact on Ullapool session Cost analysis versus Improved Accessibility Assessment of national benefit in terms of improved PR
Mapping example
First ever visit to Orkney islands – 600 donors over 3 days on 8 beds
OrkneyOrkneyA Number of First’s for SNBTSA Number of First’s for SNBTS
Over 600 Appointments over 4 daysSponsorshipSplit Regional TeamFurthest geographical sessionUsing external VAO for appointmentsSplit EquipmentFirst time team flew to a session
Nervous breakdown
The Old Man of HoyThe Old Man of Hoy
Combined WB Combined WB & Aph Sessions& Aph Sessions
1 Team Manager for side by side collection
Potential longer open hours for each product by combining opening hours = improved accessibility for public
More efficient use of donor centre facilities and space
Improved multi-skilling for staff
Potentially improved career progression for staff – extending number of staff with Aph skills.
MOREWorkplace Sessions “The blood van coming to my work makes it so easy to donate.”
MORECommunity Sessions “More local opportunities to give blood.”
MOREBus Sessions “Maybe more mobile units would give people a better opportunity.”
IMBY!
What Did Donors Tell Us What Did Donors Tell Us They Wanted?They Wanted?
New Fixed Site AnalysisNew Fixed Site Analysis
Ongoing analysis of possible population which could support a small new fixed site.
Data driven by collection data profiling outcomes, changing population demographics and future financial projections
Donor Centre
Conclusions and Next StepsConclusions and Next Steps
Complete analysis of current footprint and propose future collection profile
Model impact and staffing implications Develop Implementation plan for 2/4/6 flexi modelDevelop best practice guidelines for excellence in the
corporate sectorImplement program changesImplement Combined WB & Apheresis departmentsContinue development of planning & mapping toolsContinue appraisal options for replacement or additional
fixed sites
Thank YouThank YouAny Questions?Any Questions?