Appendix A: Process, governance and engagement. Appendix B: Internal and external trends and detail on Blood Donation challenge

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Content of this document

Appendix A: Process, governance and engagement

Appendix B: Internal and external trends and detail on

Blood Donation challenge

Appendix C: Execution and successful

implementation

Appendix D: Impact on the strategy: finance, donors

and staff

(2)

Summary of the main changes to sessions per year

2013/14

2014/15

2015/16

2016/17

2017/18

BDOD

Leadership down

to area manager

Standardise DC

day

Lean set up

Mid session

pick-ups (tactical)

Newcastle pilot

Volunteers Stage 1

Plan 2/3 session

consolidation

OIP baseline

Deliver BP 13/14

Performance

management

training

Connected

sessions

Mid session

pick-up (long term)*

Wave 1 Session

consolidation

Plan & prepare

Wave 2 session

consolidation

OIP roll-out

Plan Stage 2

Volunteers*

Connected

sessions

Wave 2

Session

consolidation

Plan & prepare

Wave 3 session

consolidation

OIP roll out

Stage 2

volunteers as

BAU*

Connected

sessions

Wave 3

Session

Consolidation

BDOD Leadership

down to senior

nurses and DCS

New session

accountabilities

Perf. management

training

Lean set up

Implementation of

2/3 session consol.

Volunteers Stage

1, go/no go Stage 2

Mid session pick-up*

Plan & prepare

Wave 1 session

consol.

OIP: event & plan

roll-out

Teams will either be rolling out Connected

Sessions or sessions consolidation (not both)

(3)

Summary of the main changes to planning per year

2013/14

2014/15

2015/16

2016/17

2017/18

MAPS pilot

Pilot and roll-out

new appointment

grid

BDOD split of

marketing and

planning

consultation launch

Build and update

long term

demand/supply by

blood group

Pilot and DBC ISP

Procurement of

ISP IT tool*

Roll-out ISP* (last

quarter of the year )

ISP as BAU

Define new

session collection

processes/tools

BDOD - split of

marketing and

planning all

staff in post

Implementation

and roll-out of IT

tool for ISP

(central planning)

Complete roll-out

of ISP

Identify

opportunities to

improve session

collection

planning

processes/ tools

with new ISP tool

* If decision to roll out

₂

ISP as BAU

Pilot new session

collection

processes/tools

Plan and roll-out

of new

processes/tools

ISP and new

session

consolidation

processes

and tools as

BAU

(4)

Analysis/ recommendation Clinical trial

Roll-out to sessions Pilot

Roll-out (if appropriate) Plan Analysis Plan roll-out Update forecast Build

High level implementation plan (1/2)

Safety and

compliance

Sufficiency of

supply

Modernise

collections

2013/14

2014/15

2015/16

2016/17

2017/18

Mkting strategy LT supply/ demand model

3&4 times donors _Track

Deferrals new donors

Connected sessions Contract _Plan/OBC

support Build applications Portal, MDM platform,

security Procurement devices

& support services

Plan Upgrades

Panel segmentation _Analysis Decide

segmentation Pilot (if appropriate)

Review impact/ Refine, plan Collections

planning BDOD (MAPS)

Define new processes &

tools

Plan & pilot Pilot

MAPS

Identify opportunities from ISP tool and processes Platelets CD SaBTO Platelets strategy _{(collection/manf)}

Adverse events RCA framework

Donors after 96 Plan

Plasma contract

Portal

Delivery Plan &

Preparation Decision/ Go live

Preliminary

Q1

Q2

Q3

Q4

Q1

Q2

Q3

Q4

Q1

Q2

Q3

Q4

Q1

Q2

Q3

Q4

Q1

Q2

Q3

Q4

Interval study

Recruitment

Pilot and roll-out new grid

(5)

Asses-sment Roll-out Stage 1

Q1

Q2

Q3

Q4

Q1

Q2

Q3

Q4

Phase 2: LT solution Procurement and validation Phase 1

Delivery training to frontline on performance management

Wave 1 consolidation Roll-out new process

Refresh capacity Agree with staff Selected 2/3 additional opportunities DBC for 2/3 more Delivery Training/ embedding Report/ Cycles

High level implementation plan (2/2)

Efficiency and

effectiveness

(Collections

only)

2013/14

2014/15

Performance management KPI framework Standardize DC day Baseline and set targets Plan &

Preparation Decision/ Go live

Retrain and baseline perf. Session consolidation, continuous sessions, review long travel times

Newcastle pilot Session logistics -set up

Design & Pilot & plan

Increase OTP model throughput

People in post (incl. external)

Nursing & CQ T4 Area Mger Senior Sister

Central and all regions

Session logistics -mid-session Phase 1 Refresh capacity Refresh capacity BDOD -Tier 3

BDOD - Ops & Nursing BDOD -Donor services BDOD - MAPS Donor services Plan Wave 1 Consolidation Vision by team Phase 2: Design, Specification

Preliminary

Q1

Q2

Q3

Q4

Q1

Q2

Q3

Q4

Q1

Q2

Q3

Q4

2015/16

2016/17

2017/18

Roll-out new process OIP event

and plan Roll-out OIP recommendations

Wave 2 planning

Wave 2 consolidation Wave 3 planning

Wave 3 consolidation

(6)

How are we planning to reduce capacity to deliver the

lower demand in 13/14

Teams with

reduced sessions

and reduction of

FTEs through

attrition/FTCs

Teams

Isle of Wight

_{Bristol BM}

North Devon

Horsham BM

Total n. of

FTEs in teams

1

207.75

1 Epsom

HG1&HG2

Mitcham

Lancaster

Manchester East

Oxford

Southampton

Sutton

Solihull

Bristol North

Leeds West

Teams with

reduced sessions

and no redundancy

but requiring

consultation

Teams with

reduced sessions

where we will offer

Voluntary

redundancy

Teams to be closed

and reduced

programme to be

undertaken by

other team

South Anglia

Kings Norton

Huntingdon

Cambridge

Ipswich

Norwich

Sheffield South

Newcastle

Teesside

2 ₃

₄

FTEs

reduction

36.5

68.25

5.5 1 Based on budget March 2013. Includes DCs and nurses

19.0

29.5

42

48.5

(7)

Programme changes with an impact on donors (1/3)

Remove BM

sessions

Consolidate

-more 9 beds

Epsom

HG 1 & 2

Initial reduction

6-bed BM

Horsham

Q2

Q1

Q3

Q4

A

M

J

A

S

Horsham BM

Reduce BM sessions from 15

to 10 and increase sessions at

team base from 1 to 2/fornight

Ipswich

Huntingdon

Remove BM & consolidation

more 9 beds

Reduce one 9 bed

session / fortnight

Mitcham

South Anglia

Consolidate - more

9&12

O

N

D

J

F

M

Oxford

Consolidate more

_{9 beds}

Replace 6-bed

BM for 3-bd BM

Consolidate - 9

beds

Kings Norton

Reduce 6 BM

(8)

Programme changes with an impact on donors (2/3)

Remove all 10 BM

sessions/fortnight

Reduce 1x12 bed and

increase 9 bed sessions

Lancaster

Leeds West

Consolidate

_{more 9 beds}

Manchester

East

Reduce 1x9 bed session

(rest 12 and 15 remain)

Q2

Q1

Q3

Q4

A

M

J

A

S

Newcastle &

Teesside

Bristol BM

Remove 6 BM

sessions/fortnight

Bristol North

Isle of Wight

Fewer sessions from 3 to 0.5

/fortnight but larger from 6 to 12

O

N

D

J

F

M

Pilot as BAU session

consolidation

North Devon

Southampton

Consolidate - more

_9&12

Consolidate

more 9 and 12

(9)

Programme changes with impact on donors (3/3)

Reduce 2x6 bed session/

fortnight

Sutton Coldfield

Solihull

Q2

Q1

Q3

Q4

A

M

J

A

S

O

N

D

J

F

M

Reduce 1x6 bed session/

fortnight

Sheffield South

Remove MBM sessions /

fortnight dropping 2 session days

Cambridge

Remove MBM sessions /

fortnight dropping 2 session days

(10)

Blood Donation strategic initiatives to be governed

by the CPB

1. Sufficiency of

supply

3. Organization fit

for purpose

Interval study

Modernize sessions: Connected Sessions : reconciliation,

data gathering, link to manufacturing

Blood Donation organization design (BDOD)

Continuous sessions (?)

2. Secure donor

base of the future

Change vs. today

Existing

New

Existing

Strategic initiatives

9 Accountable

Executive

JP

JL (TBC)

GG

Smarter planning : more sophisticated forecasting tools

TBD

New

4. Excelling at

customer service

5. Achieving top

quartile

productivity

Session consolidation

LHdH

Existing (pilot only)

Session logistics:

Leaner set up/pack down

Mid-session pick-up

Travel time allowance

Existing

LHdH

Increase throughput of OTP model through OIP

New

JP

New

MA

Modernize the way we interact with donors

The Digital

Experience Portal, DHC online, self check-in

Donor awards

New (except Donor

Portal)

JL

New

JL

(11)

1. Sufficiency of

supply -resilient

donor base

Develop and execute marketing plan to

Retain and recruit O neg donors

Slow down and continue increase frequency for rest

Roll-out on call programme for vulnerable groups

Meet recruitment targets

Monitor 3&4 times donors and ensure their replacement

Continue reducing deferrals with a focus on new donors

Expand recruitment of platelets donors

3. Organization fit

for purpose

Change vs. today

As every year but

with a different focus

by blood group

New

Existing

Standardize DC day: reduce existing waste

5. Achieving top

quartile

productivity

New

Strategic initiatives

10 Accountable

Executive

JL

BH (track); JL

JP/JL

JL

Introduction of effective performance management

BH

4. Excelling at

customer service

to donors

Existing

Smarter planning : pilot and roll-out new appointment grid

JP/JL

New

Conduct analytical work to segment our panels

LHdH

Existing

Staff behaviours: training and development

JP

Volunteers: Stage 1

LHdH/JP

New

Update venues: defining minimum standards

JP

New

2. Secure donor

base of future

JP

Statics centres: ad-hoc opportunities

LHdH/ JP

New

Blood Donation strategic initiatives to be governed

by Blood Supply SMT

(12)

Changes to 80% CD would have an impact across

the Blood Supply Chain

Sufficiency

of whole blood

Gradually shift towards more pooled

platelets in manufacturing:

More processing capacity

More mid session pick-ups

May impact processing consolidation

model (4P or 3P)

Shift collections from our mobile teams

to our statics centres

Statics are more productive (no travel

time, set up, continuous session)

Connected sessions to be implemented

in fewer mobile venues

Need fewer platelets donors

Try to convert excess platelets donors

back to whole blood donors, specially

vulnerable groups

Manufacturing

Sessions

Facilitate sufficiency of WB

supply, in particular

O-Reduce recruitment

efforts/costs (one-off)

Remove challenge to recruit

platelets donors

Benefits

Impact

More cost effective overall

(~3-4m) TBC

Unlikely to reduce

mid-session pick-ups

Improve collection

productivity

Lower implementation costs

of connected sessions

More opportunities to donate

for donors