business plan - australian red cross blood service · message from the chief executive i am...
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BUSINESS PLAN
At the Leading Edge
2017–19
MESSAGE FROM THE CHIEF EXECUTIVEI am delighted to present the Australian Red Cross Blood Service’s Business Plan which outlines our focus areas and the key projects we will complete to achieve our 2019 Strategy.
I am extremely proud to be part of an organisation that delivers one of the world’s safest supplies of life-giving blood and blood products, as well as delivering world -class research and providing expertise in diagnostic, clinical, transplantation and immunogenetics services which are aimed at saving or improving people’s lives, whether through blood, plasma, transplantation or one of our other services. We are a unique and diverse organisation, an organisation we all feel proud to be part of and I feel proud to lead. Our staff are word class and I am confident that collectively we will work together to continue to maintain our outstanding reputation of delivering what we promise, maintaining the highest safety and quality and one where we have the trust of our community. Wherever we operate we live by our values:
Safety and Quality: We make safety and quality part of everything we do.
Integrity: We act honestly and ethically at all times.
Collaboration: We work together to achieve our goals.
Service: We focus on meeting the needs of patients, the community, customers, donors, stakeholders and colleagues.
Accountability: We take ownership of our actions and behaviours to ensure we achieve our goals.
Excellence: We strive to be the best at what we do.
Our values continually drive what we do and how we do it, uniting us to deliver the highest quality services to our communities. This places us in a strong position to look to what the future holds and continue to adapt to fulfil our stakeholders’ needs. In our case this means utilising our areas of expertise and responding to, growing and ensuring that as an organisaton we are well placed to meet, the future health needs of Australians.
BUILDING ON OUR SUCCESS
Our 2014–2019 At the Leading Edge Strategic Plan has served us well, we are now building on this to reflect our response to opportunities and challenges that have arisen from a changing operating environment. As we look ahead, what we deliver is an extension of the work we have been undertaking to make this organisation a world-recognised leading edge provider of blood and blood products. To date, we have achieved many successes, including two key initiatives of note:
• We have partnered with the Australian Defence Force for the development and supply of deep-frozen blood components to meet the Australian Defence Force’s demand for deep-frozen red cell, plasma and platelet components.
• We have delivered DonorConnect, our donor relationship management system, which has enabled us to provide high-quality, personalised service to our donors, with the aim of motivating them to visit us more often. The system represents a new and better way of servicing our donors by allowing us to tailor our communications to match their preferences and resolve queries and issues much faster.
STRENGTHENING OUR OFFERING
As we look to the future we will be faced with a tougher external environment; we will be stretched to meet the growing demand for plasma products; we will be seeking to find efficiencies and new ways of working within our supply chain; and we will be growing our product offerings to cater to the Australian healthcare sector. Governments are seeking demonstration of greater corporate governance and, in addition, factors including changing population demographics, technological advancements and the competition for talent present their own challenges.
With these challenges comes opportunity. As an organisation we continuously look to develop innovative solutions and leverage our specialised skills to expand products and services to meet the needs of the Australian people. Our refreshed strategy has been designed to address these challenges and is based on three pillars.
A Blood Service scientist adds a solution to platelets to help prevent the cells from becoming damaged when they are frozen
BUSINESS PLAN 2017–19 At the Leading Edge
IMPROVE EFFICIENT AND EFFECTIVE BUSINESS
This pillar highlights our recent investments and current focus on driving efficiencies within our mature core business, which refers to our fresh products business, transplantation and immunogenetics services and other existing service lines. Through this pillar, we will continue our focus on delivering efficiencies in collection, processing, testing and distribution, while maintaining a focus on product quality and meeting customer requirements.
BUILD SECURE AUSTRALIAN PLASMA
This pillar reflects our response to the growing demand for plasma products. We are focused on testing and developing solutions to increase efficiency and reduce our cost to supply plasma products to the nation. This will include building and trialling a world-class plasma donor centre in Townsville in 2017, and a second in Canberra in 2018.
GROW GREATER CONTRIBUTION TO HEALTHCARE
This pillar represents our investment in the expansion of existing and new business and product lines. Our aim is to leverage our infrastructure and network to deliver improved patient outcomes for Australians.
CREATING THE FUTURE TOGETHER
Our 2017–2019 Business Plan details a range of important strategic initiatives that we will undertake to deliver on our refreshed strategy. This plan provides a snapshot of the key areas of focus that will drive the future success of the Blood Service and ensure we deliver on our purpose.
Achieving these outcomes is only possible through the hard work of our great people who underpin our future success. As an organisation we are focused on building a safe and healthy environment that embraces diversity, innovative thinking and leverages our specialised skills to take us to the leading edge. This is only made possible through continuing to build on our proud history and through committing to never taking our focus off the safety of our people and products.
I hope you enjoy reading our plans to take the organisation forward. I am excited to be working with each of you as we strive to deliver on these plans and I look forward to celebrating our achievements together.
Shelly Park Chief Executive
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This plan provides a snapshot of the key areas of focus that will drive the future success of the Blood Service and ensure we deliver on our purpose.
EFFICIENT AND EFFECTIVE BUSINESS
GoalPerformance measure
Performance measure aim2018 Target
2019 Target
1Optimised Donor Panel and Service Excellence
Donor panel optimisation
We will optimise benefits from donor panels by increasing donor frequency, retention rates and the active panel size
Meet cascading KPIs
Meet cascading KPIs
Collection efficiency We will increase whole blood collection efficiency from 86.2% to more than 90% to be a top performer internationally
>90% >90%
Collection network capacity utilisation
We will increase our collection network capacity utilisation to 50% by 2019
≥47% ≥50%
Weighted collections per FTE
We will increase collections productivity (weighted collections per FTE) to the top quartile of international performance
≥1,440 per FTE
≥1,500 per FTE
2Productive and Efficient Processing, Testing and Tissue Typing
Weighted components per FTE
We will increase processing productivity (components per FTE) to the top quartile of international performance
13,954 per FTE
15,109 per FTE
Weighted tests per FTE
We will increase testing productivity (test per FTE) to the top quartile of international performance
20,779 per FTE
21,574 per FTE
Demand forecast accuracy
We will improve our demand forecast accuracy for all products to have a variance of less than 2%
± 3% ± 2%
3Safe, High-Quality Products and Services that Meet Demand
Delivery in full and on time
We will strive to deliver in full and on time for orders across red cells, platelets, fresh frozen plasma and cryoprecipitate
Red cells 98%
Fresh frozen plasma 98%
Platelets and cryoprecipitate97%
Red cells 99%
Fresh frozen plasma 99%
Platelets and cryoprecipitate99%
Consignment accuracy
We will improve consignment accuracy to 99.3% by 2019 99.3% 99.3%
Externally notified labelling errors
We will reduce externally notified labelling errors to zero <10 0
Right first time We will ensure 99% of blood products and components are manufactured right first time
99% 99%
Process failure recalls We will keep the number of process failure recalls below 0.65 per 10,000
≤0.65 ≤0.65
STRATEGIC PERFORMANCE MEASURES TABLE
IMPROVE
SECURE AUSTRALIAN PLASMA
Goal Performance measure Performance measure aim2018 Target
2019 Target
4Strategic Plasma Independence Vision for Australia
Establish strategic independence targets with government
We will establish a strategic independence target with government
Government consultation
Strategic independence target established
5Optimise Plasma Production
Plasma cost per kg – price-proximate to global price
We will monitor the cost of plasma production, with a five-year plan to bring costs to within 20% of the global price for plasma products
Maintain plasma per kg cost within targeted range
Maintain plasma per kg cost within targeted range
6Build Plasma Donor Capacity for the Future
Plasma donor frequency (Plasma-only Donor Centre Pilot)
We will improve plasma donor frequency from 4.3 to 6.0 in the Plasma-only Donor Centre Pilot
4.3 6.0
BUILD
BUSINESS PLAN 2017–19 At the Leading Edge
GREATER CONTRIBUTION TO HEALTHCARE
GoalPerformance measure
Performance measure aim2018 Target
2019 Target
7Advance sector productivity, community wellness and active engagement with the broader Red Cross
Transplantation and Immunogenetics Services productivity
We will establish a baseline measure and improve our Transplantation and Immunogenetics Services productivity
Improve productivity measure
Improve productivity measure
Health products and services issued (non-blood)
We will increase the number of patients we treat per year for new products and services
200 babies accessing human milk bank
600 babies accessing human milk bank
8 Diversify Business and Product Lines
New business linesWe will establish a minimum of three sustainable new business lines over five years
1 new line 3 new lines
External revenue targets
We will increase our external services revenue to more than $5 million per annum
$2.6M $5.0M
9Enhance Our Position in Competitive Markets through Our Customer-Centric Approach, Partnerships and Capabilities
Reinvestment margin
We will build a reinvestment margin into revenue targets for new business and product lines
Meet 100% of budgeted target
Meet 100% of budgeted target
GROW
STRATEGIC FOUNDATIONS PERFORMANCE
Goal Performance measure Status2018 Target
2019 Target
Enabling the Business
Lost Time Injury Frequency Rate (LTIFR)
We will aim for zero injuries, with a target of ≤ 5.0 LTIFR per million hours worked
≤ 7.1 LTIFR per million hours worked
≤ 5.0 LTIFR per million hours worked
Employee Engagement ScoreWe will improve employee engagement scores to be in the IBM Employee Engagement Index top quartile
75% 77%
Performance Enablement Index We will improve performance enablement to be in the IBM Performance Enablement Index top quartile
76% 77%
Critical systems availabilityWe will ensure our critical systems (where monitoring is in place) will always meet agreed availability targets
Meet availability targets
Meet availability targets
Corporate Health
Procurement SavingsWe will increase our total planned procurement savings to $10M by 2019
$8.5M $10M
Corporate Services ExpenditureWe will reduce our corporate services expenditure from 17.4% to ≤15%
≤ 15% ≤ 15%
Improving the Business
Application of Risk-Based Decision-Making Framework
We will apply the Risk-Based Decision-Making Framework to relevant blood safety decisions at the Blood Service
100% 100%
Taking us Forward
Engagement in International Blood Projects
We will maintain engagement in international blood projects for five years
Engagement Engagement
Delivering the Business
Research Translation to Business We will increase the percentage of total research projects that are translated into changed business practice or learnings to > 75%
>75% >75%
National Patient Blood Management and Clinical Improvement Initiatives
We will maintain consistent engagement in national patient blood management and clinical improvement initiatives
Engagement Engagement
Patient SafetyWe will keep our annual residual risk estimates for transfusion-transmissible infections within acceptable control limits
Within acceptable control limits
Within acceptable control limits
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OUR PURPOSE AND VALUES
OUR PURPOSE
Life-giving blood, plasma, transplantation and biological products for world–leading health outcomes.
Through the power of humanity.
OUR VALUES
Our values set out how we will behave in the pursuit of our purpose and strategic objectives.
We believe in:
• Safety and Quality We make safety and quality part of everything we do.
• Integrity We act honestly and ethically at all times.
• Collaboration We work together to achieve our goals.
• Service We focus on meeting the needs of patients, the community, customers, donors, stakeholders and colleagues.
• Accountability We take ownership of our actions and behaviours to achieve our goals.
• Excellence We strive to be the best at what we do.
BUSINESS PLAN 2017–19 At the Leading Edge
Life-giving blood, plasma, transplantation and biological products for world-leading health outcomes.
THROUGH THE POWER OF HUMANITY.
Beekeeper Zac gives blood because he knows someone he loves might need it one day.
EFFICIENT AND EFFECTIVE BUSINESSWe will deliver quality blood products and clinical, diagnostic, transplantation and immunogenetics services to meet customer needs and specifications, while improving efficiency within our supply chain.
We operate in a context of broad budgetary pressures, where all governments are seeking to reduce costs. Therefore, we have a responsibility to ensure the products and services that we provide are produced and delivered as efficiently as possible. Only through the efficient use of our resources will we establish the basis for future growth in other strategic areas.
Our donors are the lifeline of our business; we have a responsibility to honour their gift by seeking efficiencies in all that we do. We are always aiming to enhance the donor’s experience and, at the same time, seeking to improve the ways we collect, process, test, and distribute blood and blood products. We aim to optimise our donor panel to ensure we have the right number and mix of donors to maintain a continuous safe supply of blood products to Australian health providers.
In addition to our drive for improved business performance and reduced costs, our efforts are directed towards meeting stakeholder and customer needs. The recipients and medical practitioners who use our products rely on a standard and quality that will deliver improved health outcomes.
Our continued investment and focus on driving improvements within the value chains of our fresh products business and clinical, diagnostic, transplantation and immunogenetics services will result in further efficiencies and reductions in operating costs.
IMPROVE
GOAL 1
OPTIMISED DONOR PANEL AND SERVICE EXCELLENCE
To increase collections efficiency, optimise the donor panel and drive service excellence across all areas of our business.
GOAL 2 PRODUCTIVE AND EFFICIENT PROCESSING, TESTING AND TISSUE TYPING
To increase the productivity of our processing and testing performance to be within the top 25 per cent for performance internationally, and aspiring for the top 10 per cent.
GOAL 3 SAFE, HIGH QUALITY PRODUCTS AND SERVICES THAT MEET DEMAND
Provide safe, high quality, nationally consistent, reliable products and services to meet the needs of customers and patients.
We have achieved a mature level of productivity which we will build on to leverage a higher level of delivery accuracy and quality.
BUSINESS PLAN 2017–19 At the Leading Edge
KEY PROJECTS
DONOR ASSESSMENT REDESIGN PROGRAM
The Donor Assessment Redesign Program will enhance the donor experience through the implementation of processes, systems and tools that enable digital, paperless donor centres. This will ensure a streamlined process that will reduce waiting time and provide for a nationally consistent experience for donors across all centres.
Lean methodology together with new technology will drive process control improvements in our donor centres, enhance quality, reduce errors and simplify the way we work. This will ultimately lift productivity and efficiency, modernise the workplace and, most importantly, enhance the donor experience.
COLLECTION SITE STRATEGY
The Collection Site Strategy will improve the Blood Service’s donor centre network capacity utilisation by appropriately matching donor centre size and number to required collections to effectively meet national demand for blood and blood products.
AUTOMATED TESTING SYSTEMS PROGRAM
This program will identify and procure next generation automated leading edge testing systems for all Blood Service donor screening tests that are due to expire between 2017 and 2020. In 2017–18 this will include the automated haematology and automated immunohaematology systems as well as other important testing platforms.
LABNET
This project will deliver a standardised system for our manufacturing, transplantation and immunogenetics laboratory processes and information management. The system will provide the technology capability to meet current and future laboratory needs and ensure a number of legacy systems are safely retired. The project aims to deliver efficiencies, increase process effectiveness and provide more robust data to meet reporting requirements for customers and regulatory compliance.
We will deliver quality blood products and clinical, diagnostic, transplantation and immunogenetics services to meet customer needs and specifications, while improving efficiency within our supply chain.
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SECURE AUSTRALIAN PLASMA We will establish an internationally cost– competitive and sustainable plasma business line.
An ongoing challenge both in Australia and internationally is the unabated rise in demand for plasma, concurrent with a decline in demand for red blood cells — a trend that is forecast to continue. The domestic supply of plasma for the production of immunoglobulin products has not been able to keep pace with demand and we see this as a key business opportunity. We are addressing this via our multifaceted Plasma Program which includes investigating, testing and developing solutions to increase efficiencies for the supply of plasma products to the nation.
The Plasma Program will redesign the supply chain to identify opportunities to make domestically produced plasma cost-competitive with international production costs.
BUILD
GOAL 4
STRATEGIC PLASMA INDEPENDENCE VISION FOR AUSTRALIA
To engage sector stakeholders and improve national understanding in order to establish joint strategic independence targets with government that ensure security of supply.
GOAL 5 OPTIMISE PLASMA PRODUCTION
To optimise the plasma operating model and reduce plasma manufacturing costs to be price– proximate to international imports.
GOAL 6 BUILD PLASMA DONOR CAPACITY FOR THE FUTURE
To provide safe, high quality plasma with the support of voluntary non-renumerated donors.
Our aim is to establish a strategic independence vision for Australian plasma and drive supply chain efficiencies for a more cost-effective outcome.
We will establish an internationally cost-competitive and sustainable plasma business line.
BUSINESS PLAN 2017–19 At the Leading Edge
KEY PROJECTS
Our Plasma Program comprises a number of interconnected projects formed to deliver the strategic goals outlined above.These projects are:
PLASMA DONOR CENTRE PILOT AND PLASMA DONOR CENTRE TECHNOLOGY SOLUTION
We are investigating the benefits of plasma- only donor centres through two pilot sites including the implementation of an electronic donor questionnaire. These sites aim to simplify processes and leverage scale efficiencies through a single collection stream, while providing a more seamless experience for donors.
The first Australian plasma–only pilot donor centre will open in Townsville in 2017, with a second centre planned to open in Canberra in 2018. It is estimated that the Townsville plasma donor centre alone will produce an additional three tonnes of plasma in the first full year of operation, and Canberra an additional 17.5 tonnes.
FIRST APPOINTMENT PLASMA APHERESIS
Until this point in time, we have only accepted plasma or platelets from individuals who have given whole blood in the past two years. This project pilots the recruitment of donors directly to plasma apheresis donation to simplify recruitment and collection protocols.
BATCHED PLASMA PROCESSING
We are investigating how best to streamline the processes of managing plasma from post-donation to issue to CSL Behring. The aim is to build a solution that will deliver fit-for-purpose processes, equipment and technology that reflect the bulk nature of the plasma for our fractionation supply chain.
POOLED NUCLEIC ACID TESTING OF PLASMA FOR FRACTIONATION
The project looks at effective ways to pool plasma samples for Nucleic Acid Testing – a molecular technique used to detect pathogens in blood specimens. This will explore options for centralisation of pooled testing activities to improve efficiencies while maintaining our stringent quality standards.
REVIEW OF DONOR LEVERS
This project will conduct research into what motivates and engages donors to give plasma. Plasma donors can donate plasma more regularly than whole blood – as often as every two weeks. Efforts to encourage increased donation frequency will be critical to meet the growing demand for plasma–based therapies. The need for healthy plasma donors is greater than at any other time in our history.
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GREATER CONTRIBUTION TO HEALTHCARE We will leverage our current infrastructure and expertise, and expand product and service offerings to cater to the Australian healthcare sector.
We have a unique national network of assets and a highly-skilled workforce that delivers blood and blood products, high-quality research outputs and critical services. Our expertise and capabilities position us well to offer health solutions for certain conditions and treatments, especially for vulnerable patient groups. We believe with this expertise comes an obligation and responsibility to leverage our taxpayer-funded infrastructure and capabilities to contribute innovations and better health outcomes to the Australian healthcare sector.
In order to provide a greater contribution to the health of Australians, we will be expanding and investing in new business and product lines. The investment decisions we make will be focussed on increasing our contribution to the broader organ, tissue and cell sectors. Through identifying and delivering on new opportunities, our business and capabilities will be strengthened and our ability to generate funding for reinvestment into new and future opportunities will be enhanced.
GROW
BUSINESS PLAN 2017–19 At the Leading Edge
KEY PROJECTS
HUMAN PLATELET LYSATE
Human platelet lysate is emerging as a leading medical supplement for laboratory and therapeutic scale mesenchymal stromal cells culture. This growth supplement is derived from platelets collected through apheresis or whole blood collections and can be used for culturing a variety of cell types. We are investigating the ability to use expired platelets to develop this new biological product line to meet a growing demand from Australian researchers.
ORGAN MATCH
The Organ Match project will design, develop and implement a national organ matching system in support of our transplantation and immunogenetics services value chain and processes, as well as the broader demands of the Australian sector. In line with advances in technology, this system will be used by medical scientists and clinicians in the execution of their activities relating to solid organ matching.
HUMAN MILK BANK PILOT
The Blood Service’s involvement in the human milk banking sector is set to commence with the launch of a three-year pilot to create a national human milk bank in Australia.
GOAL 7
ADVANCE SECTOR PRODUCTIVITY, COMMUNITY WELLNESS AND ACTIVE ENGAGEMENT WITH THE BROADER RED CROSS
To increase our contribution to Australian healthcare in areas where we are best placed to do so, ultimately leading to better patient outcomes and to improve our productivity.
We will grow our business to maximise the impact of our infrastructure, knowledge and skills to benefit Australian health outcomes.
We will leverage our current infrastructure and expertise, and expand product and service offerings to cater to the Australian healthcare sector.
GOAL 8 DIVERSIFY BUSINESS AND PRODUCT LINES
To establish new business and product lines and increase external revenues.
GOAL 9 ENHANCE OUR POSITION IN COMPETITIVE MARKETS THROUGH OUR CUSTOMER- CENTRIC APPROACH, PARTNERSHIPS AND CAPABILITIES
To strengthen our stakeholder networks, build customer understanding and our capability to quickly and effectively introduce new products and services into competitive markets.
The pilot will test the proof of concept for a centralised human milk bank, which will collect, manufacture and distribute donor human milk to partner hospitals. It will focus on supplying milk to pre-term infants who are either under 32 weeks gestation or weigh less than 1,500 grams and don’t have access to their mother’s breast milk.
DONOR TISSUE BANK OF VICTORIA PARTNERSHIP
The Blood Service will continue to work closely with the Donor Tissue Bank of Victoria to explore opportunities to expand the supply of human tissue for the benefit of patients. The partnership will draw upon our expertise and services such as logistics and testing to advance long-term sustainability within the sector. The partnership will support a strategy to increase tissue donations to meet demand for tissue products from healthcare providers.
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1 ENABLING THE BUSINESS Putting health and safety first, collective workforce enablement and building capability through technology will be the foundations for our success.
SECURITY IMPROVEMENT PROGRAM
Information is the lifeblood of any organisation. Information security is designed to protect the confidentiality, integrity and availability of information to enable an organisation to deliver its business objectives. Our Security Improvement Program is an ongoing initiative designed to review, implement and continuously improve security controls to protect all our information.
myTIME
myTIME is the electronic time and attendance system of the Blood Service that will reduce paperwork and streamline processes for our workforce. The system will be available for employees through kiosks and an online portal.
2 CORPORATE HEALTH Our financial strength, robust systems and corporate efficiency will create confidence and trust in our decisions.
SUPPLIER RELATIONSHIP MANAGEMENT SYSTEM
The establishment of a Supplier Relationship Management System will allow the Blood Service to effectively manage supplier performance, standardise processes and performance reporting, and ensure a strategic approach to managing supplier relationships.
Aligned to our organisational and governance structures are five strategic foundations that will enable successful delivery of the strategic pillars and underpin the way we operate as an organisation.
STRATEGIC FOUNDATIONS Aligned to our organisational and governance structures are five strategic foundations that will enable successful delivery of the strategic pillars and underpin the way we operate as an organisation. These foundations are critical for enabling successful delivery of our 2019 Strategy.
3 IMPROVING THE BUSINESS
We will focus our efforts to reduce complexity and continually look to improve the way we operate. RISK-BASED DECISION-MAKING FRAMEWORK
Implementing the Risk-Based Decision- Making Framework, developed in partnership with the Alliance of Blood Operators, will continue our application of robust, consistent, and well-considered decision-making processes to ensure the safe supply of blood and other products.
BUSINESS PLAN 2017–19 At the Leading Edge
4 TAKING US FORWARD
Innovation and a customer-centric approach will drive us forward and improve the health of Australians.
INTERNATIONAL HUMANITARIAN PROGRAM
As part of our International Humanitarian Program we will continue to provide assistance to developing countries under the Red Cross Society Humanitarian Program strategy. We will maintain our engagement in international blood projects by providing support and delivery of the Cambodian Blood Safety Project, the Nepal Post Earthquake Recovery Technical Coordination Effort, and the Bangladesh Technical Assistance Program.
5 DELIVERING THE BUSINESS Delivering core business enablers combined with leading edge research and translation underpin our ability to grow. DONOR IRON WELLBEING PROJECT
This initiative seeks to address the risks associated with donation-related iron loss and subsequent risk of iron deficiency in whole blood donors. RESEARCH AND DEVELOPMENT PROGRAM
The Blood Service Research and Development Program will continue to focus its six core programs on conducting leading edge research. This informs improvements to Blood Service operations, thereby ensuring the sufficient supply of safe and cost–effective blood and blood products. Blood Service researchers have established strong collaborations with researchers at leading research institutions throughout Australia and internationally.
We will be working on the following projects with our government stakeholders in 2017–18:
IMMUNOGLOBULIN GOVERNANCE
Under the leadership of the National Blood Authority, the Immunoglobulin Governance project will ensure the management of immunoglobulin is conducted efficiently, and that product usage across approved health providers is appropriate. The Blood Service plays a critical role in supporting the National Blood Authority in the implementation of the BloodSTAR system through our Immunoglobulin Governance project.
ISBT 128 AND GS1 PROJECTS
In 2012 the Australian Government published the National Policy on Barcoding for Blood and Blood Products Discussion Paper. The Blood Service supports the recommendations from this paper, which include adopting the ISBT 128 labelling standard for fresh blood components and GS1 barcoding for manufactured products. These changes will provide the highest levels of accuracy, safety and efficiency for the benefit of donors, patients and healthcare providers whilst aligning to globally agreed standards.
As a result, two significant technology projects will be delivered to enable these enhancements and sector benefits.
PATIENT BLOOD MANAGEMENT
The Blood Service works in partnership with the National Blood Authority to use evidence-based practices to better manage blood for patients to improve health outcomes. The Blood Service will continue to provide a supporting role in patient care through the development and delivery of patient blood management resources and transfusion medicine clinical advice.
GOVERNMENT PRIORITIES There are a number of priority areas in which the Blood Service actively partners with government to deliver. These include reducing risk, improving efficiency and upgrading information systems for sector benefit.
BUSINESS PLAN 2017–19 At the Leading Edge
There are a number of priority areas in which the Blood Service actively partners with government to deliver.
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BUSINESS PLAN 2017–19 At the Leading Edge
Nikki needed treatment made from the plasma of over 1,000 donors for Guillain Barré syndrome. Now not only can she walk again, she runs regularly!
Australian Red Cross Blood Service
National OfficeLevel 3, 417 St Kilda Road MELBOURNE, Victoria, 3004
T: 03 9863 1600
F: 03 9863 1601
© Copyright 2017 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. Australian governments fund the Blood Service to provide blood, blood products and services to the Australian community.