‘Making It Easier’ Improving Accessibility and Opportunity to Donate Re-Design Project Lynne Willdigg, Donor Services Manager Scottish National Blood Transfusion.

‘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?