Business Plan 2020/21 2021/22 - Donate blood
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
Business Plan 2020/21 – 2021/22
Australian Red Cross Lifeblood Contents Our Purpose and Values 1 Our Leadership Principles 1 Chief Executive Message 2 Strategic Performance Measures 3 Strategic Objectives and Initiatives Business Optimisation 4 Customer Experience 7 Enhancing Healthcare 9 Strategic Foundations 12 Government Priorities and Partnerships 14 2020–22 Business Plan i
Australian Red Cross Lifeblood
Our purpose
Life-giving blood, plasma, transplantation and biological products
for world-leading health outcomes.
Through the power of humanity
Our values
Our values guide how we work with our donors, customers,
communities and each other in pursuit of our purpose.
Safety Integrity Service Collaboration Accountability Excellence
and Quality We act honestly We focus on We work together We take ownership We strive to be
We make safety and ethically at meeting the to achieve our of our actions and the best at what
and quality part all times. needs of patients, goals. behaviours to we do.
of everything the community, achieve our goals.
we do. customers, donors,
stakeholders and
colleagues.
Our Leadership Principles
Trust Inspire Challenge
and be trusted and be inspired and be challenged
Be authentic. Keep your Be positive. Focus on the big Be bold. Take ownership. Set high
commitments and act with integrity. picture. Delight our customers and standards and focus on results.
Invest in relationships. Listen to each other. Work together for a Step outside your comfort zone.
understand. Talk straight and shared purpose. Celebrate success. Handle tough conversations
communicate the why. with respect.
2020–22 Business Plan 1
Australian Red Cross Lifeblood
From our
Chief Executive
As I write this message I
do so emerging from a year
of crises and disruption.
Who would have thought that this last We are now positioned to execute The need to work remotely brought
year would become known for one of the initiatives encompassed within forward our digital enablement
bushfires, floods and for the COVID-19 the 2020/21- 2021/22 Business Plan roadmap; we accomplished in weeks
pandemic? Who could have seen continuing the delivery of our strategy, what we once planned for over a
that a health crisis of such immense Blood and Beyond – Strategy 2023. much longer timeframe. We’ve also
proportion, one that would affect every We will do this under a new operating discovered more flexible ways of
aspect of our lives and our livelihood model that has been permanently working that has enabled quality
was coming, bringing with it a second altered from our response to COVID-19. decision making and execution with
economic crisis. Governments in Our response has included finding a high degree of success at speed.
Australia and abroad have had to take new ways of working, connecting This time of crisis has also allowed
unprecedented steps to stem the with our customers differently, new leaders to emerge. Our challenge
spread of the virus, and organisations strengthening our partnership with going forward is to embed these
and individuals have had to transform governments, leveraging multi-layered learnings and accelerate best practices
rapidly in response to government transport networks to supply our around collaboration, flexibility, agility
restrictions. Indeed, the world as we product and services and engaging and accountability and this will be
know it has changed dramatically in even closer with our critical suppliers. our focus as we deliver the 2020/21 –
just a few short months. As we responded to the immediate 2021/22 Business Plan.
Australians responded well to the call crisis situation, we also had a team Despite the many challenges of the
forward planning for the new normal past year we have been fortunate.
to ‘flatten the curve’ and our nation is
― how our organisation would operate We have delivered on our promise of
well placed as we begin the journey to
as restrictions ease and we come to
the new normal. With the incredible meeting our targets, and delivering
terms with living with the virus until
support and generosity of our amazing on our purpose of providing life-giving
such time as a vaccine or effective
donors, our health customers, blood, plasma, transplantation and
treatment is found. While we have
government and our people, Lifeblood biological products for world-leading
had to work at pace and scale to
has also managed through the crises health outcomes to the Australian
respond and plan, we have also been
with a primary focus on ensuring the community. We have reflected on
reminded what remains unchanged.
safety and security of our people, our our key learnings and embedded
At Lifeblood we are privileged to have
donors and the supply of all our critical them into our planning for the next
a strong purpose: we are an essential
life-saving products. year. It is within this context that
service providing life-giving blood,
As COVID-19 unfolded, we have we have set the business plan to
plasma, transplantation and biological
responded with urgency, agility and products for world-leading health encompass the two years to 2021/22.
flexibility, and in just two weeks, we outcomes. Our strategy, Blood and This plan is one which will enable us
enabled some 1,200 of our people ― Beyond – Strategy 2023 remains our to deliver on our contracts with those
nearly a third of the organisation ― to framework for delivering our vision who fund our activities, to deliver
work remotely or from home. We also through the initiatives prioritised in the against our strategic plan and to
implemented physical distancing, 2020/21 – 2021/22 Business Plan. shape the organisation’s resiliency for
infection control measures and donor the uncertainties ahead of us as we
In light of the changed post-COVID
continue to fulfil our purpose.
wellness checks to keep safe those world, we have had to reflect on what
whose vital work requires them to has worked well, what we have learnt
continue working in our processing and what we should prioritise to
and donor centres. We also banned ensure Lifeblood continues to deliver
all unnecessary visitors from all of world-leading health outcomes for
our sites, including moving to virtual Australians, while not knowing exactly Ms Shelly Park
regulatory inspections. what the new normal will entail. Chief Executive
2020–22 Business Plan 2
Australian Red Cross Lifeblood
Strategic
Performance Measures
Business Optimisation Customer Experience Enhancing Healthcare
We’ll continuously improve We’ll deliver exceptional We’ll invest in growth areas
our operations across all experiences for our that will make a greater
products and service lines customers: our donors, contribution to healthcare,
through our entire supply health providers, clinicians, secure Australian plasma
chain to deliver value for recipients and our people. and develop our genomics
money to governments. capabilities.
Our 2023 targets: Our 2023 targets: Our 2023 targets:
1. Maintain cost increases at less than 1. Provide exceptional experiences 1. Establish with governments
75 per cent of the Health Consumer for all of our customer groups - and deliver on an agreed cost-
Price Index including achieving over 88 per competitive plasma policy that
cent in Donor Net Promoter Score ensures the ongoing security
2. Achieve top quartile international
and more than 90 per cent on our of the nation’s plasma for
performance in waste minimisation
Health Customer Satisfaction Score fractionation supply
and productivity in collections,
processing and testing 2. Achieve our target of a less-than- 2. Leverage our skills and capabilities
one Lost Time Injury Frequency to deliver new and enhanced
Our 2020–21 targets: Rate with the ambition to reach health products and services to
• To grow our donor panel to zero workplace injuries achieve improved health outcomes
an active panel size of 520,000 addressing patient needs and
3. Maintain safe, high-quality products
increasing end to end health
• To meet our annual budget targets and services for our customers
sector capability
• To achieve collections to plan
(whole blood, plasma, platelets Our 2020–21 targets:
Our 2020–21 targets:
in doses) of ≥ 98% • To have a Donor Net Promoter Score
• To increase our supply of plasma
• To achieve a Manufacturing of greater than ≥ 87%
for fractionation to 883 tonnes
preventable wastage cost per • To deliver clinically acceptable
• To meet our 2020–21 plasma cost
collection target of ≤$4.05 blood products in full and
commitments
• To achieve a Donor Services on time ≥ 99% of the time
• To genotype 7,000 donor samples,
preventable wastage cost per • To deliver pasteurised human milk
approximately 1% of our donors
collection target of ≤$13.76 in full and on time ≥ 98% of the time
• To supply 2,650 litres of donor
• To maintain a Health Customer
human milk to hospital neonatal
Satisfaction Score of ≥ 92%
intensive care units
• With the ambition to reach zero
workplace injuries, reduce our Lost
Time Injury Frequency Rate by 30%
• To have zero overdue external
audit actions
2020–22 Business Plan 3
Australian Red Cross Lifeblood
Business Strategic objectives
Optimisation Optimise donor panel
To strengthen our
We will continue to improve understanding of our donors
our standing as a global leader and the impacts of shifting
demographics to enable us to
in best practice production of effectively and efficiently meet
safe, high-quality, secure and product demands
affordable biological products.
Optimise business
In the wake of the COVID-19 pandemic, the operations
Australian health sector has had to rapidly To be a leading international
pivot to new ways of working. It’s critical now biological manufacturer
more than ever that we continue to deliver across collections, processing,
efficiencies across our entire business. testing, distribution and
This continued focus will enable us to help supporting services
secure Australia’s plasma security by both
bringing down the cost of locally sourced Deliver a smart supply
plasma and providing value for money to chain
governments and taxpayers. This means
To optimise our whole-of-
continually optimising our business across all
business supply chain with
of our operations, product lines and services.
automated business processes,
Over the next two years we will continue our digital touchpoints for data-
strategic investment in our people, systems driven decision-making,
and technology to deliver improved business electronic linkage with health
optimisation. This will include launching our customers and the ability to
marketing automation platform to effectively track products in real-time.
deliver personalised communications to our
donors and continuing to implement a smart
supply chain to automate manual processes
and provide capability to track products across
our operations. We’ll also continue our strong
focus on waste reduction and ensure that the
continued health and safety of our workplace
is a fundamental requirement for our people,
our donors, our customers and suppliers, in
the face of the evolving pandemic.
It’s critical now more than ever that
we continue to deliver efficiencies
across our entire business.
2020–22 Business Plan 4
Australian Red Cross Lifeblood
Strategic initiatives
Marketing Cloud – Phase 2 Testing Future State Program Smart Supply Chain Program
The Marketing Cloud, the system This program will deliver full laboratory This program will deliver a smart
that supports Marketing Automation automation through implementing supply chain through automation of
Platform (MAP), will continue to new blood screening technology. processes, digital product tracking and
support the growth and optimisation This will include upgrading to next customer and supplier e-linkages, to
of our donor panel by further generation platforms and equipment provide greater end-to-end visibility,
integrating additional channels by that will improve our testing and reduce waste and improve our
which we communicate with our sample handling processes, remove decision-making to maximise product
donors. Phase 2 enables us to further repetitive manual tasks to reduce availability and effectively meet
personalise what a donor experiences both employee and product safety demand for our products and services.
as they move between desktop, risks while improving system control. The first initiatives within this program
tablet and mobile devices, allowing The current program of work includes include the introduction of Single
a rich contextual and personalised extending the bacterial contamination Step Picking and Packing for all fresh
experience through better targeting screening (BCS), replacing nucleic and fractionated product to speed
and greater insights into donor acid testing (NAT) systems, further up our process and Auto-replenish
behaviour. In turn this will deliver laboratory automation, a laboratory Stock Automation which facilitates the
increased benefits from our middleware solution for instrument re-ordering of product and to provide
marketing effort across retention and result management, and improved inventory control.
and acquisition activities. replacement statistical process
control software to provide Component Future
LabNet additional quality monitoring of State Program
our manufacturing processes.
LabNet is a Laboratory Information This program provides oversight
Management System to support and alignment of key initiatives
operational capabilities across the Red
Bacterial Contamination
that underpin the serum eye drop
Cell Reference, Transplantation and Screening (BCS) System and irradiator replacement projects,
Immunogenetics and Manufacturing The implementation of the new while also pursuing opportunities for
laboratories. It will deliver technology bacterial contamination screening improved plasma yield from whole
that can support the complex and system will be extended to increase blood donations. The program will also
expanding functions our future capacity to handle large volume develop and implement a framework
laboratories need. LabNet will deliver delayed sampling processes. Evidence- to ensure the successful adoption of
processing efficiencies, reduce errors, based options for BCS have been new/modified processes, equipment
provide faster turnaround times and developed which would allow for the and consumables.
provide more robust data to meet safe extension of platelet component
customer and regulatory reporting shelf life to 7 days with a resulting eBusiness Suite Replacement
requirements. reduction in discarded product and
to ensure adequate platelet supply Following the review of our finance
systems, the current Finance system
Processing Future State during the COVID-19 pandemic.
implemented in 2013 is at end-of-life
Program and will be replaced with an alternative
This program will define the best
Nucleic Acid Testing (NAT) Enterprise Resource Planning (ERP)
practice future state for the processing System suite. Through the support of an
of our blood and plasma products. The new NAT screening solution implementation partner, alternative
Critical to this is the integration of introduces pooling which enables ERP technology will be evaluated
new technology such as robotics, testing of apheresis plasma for and implemented prior to the end
automatic labelling and conveyors into fractionation donations in mini-pools of standard support for the existing
our processing laboratories. This will rather than individual donor testing. version in December 2021.
significantly reduce manual handling, This provides operational flexibility
improve traceability and real time data with versatile testing capabilities and
capture and provide improved system scalability to meet our future demands
control during the manufacturing in plasma growth.
process. Current initiatives include
an automated system which will
deliver labelling to reduce errors
and a sortation system which will
use robotics to receipt inbound
blood shippers.
2020–22 Business Plan 5Australian Red Cross Lifeblood
Strategic initiatives (continued)
Innovation Centre Shipper Project
This project will establish a facility to All of our blood packs and other
replicate collection and processing products are packed into shippers
environments. This will facilitate with the appropriate coolants and
accelerated development, prototyping monitoring devices before being
and thorough testing of new distributed. With the current shipper
processes, products, equipment and having been in use for over 15 years,
systems prior to implementation into this initiative seeks to identify a
operational Lifeblood environments, suitable replacement. A new shipper
thereby minimising operational will address the temperature problems
disruption. This facility will also provide which cause product discards and
an alternative pathway for some provide appropriate validation data for
deferred donors to contribute to the packing configurations in use. This
healthcare by donating for research. will reduce deviation occurrences, and
improve the safety and experience of
Blood Mixer Replacement our people and customers.
The current fleet of blood mixer
machines used in collections are
Virtual Reality — Lab Design
nearing the end of their working life. & Staff Training Experience
This project involves the tender, trial, Virtual Reality (VR) technology was
validation and replacement of all of trialled in 2019 through a prototype
the existing machines across our laboratory design application that
donor centre network. New generation provided the ability to virtually modify
machines automatically weigh whole the laboratory layout, replace or
blood donations, mix the collection relocate equipment. This new concept
with additive solution and enable activity will further develop this VR
recording of all key donation data in application from prototype to a usable
accordance with good manufacturing tool for Manufacturing teams to
processes. Future phases of the project visualise and understand the impact
will include integration with our of the proposed Testing & Processing
National Blood Management System. Future State laboratory designs. This
includes ensuring equipment and
services are positioned appropriately
to maximise staff safety and ensure
optimum laboratory workflow design
and laboratory efficiency.
2020–22 Business Plan 6Australian Red Cross Lifeblood
Customer Strategic objectives
Experience Improve our people’s
safety and experience
We’re recognised as an Provide exceptional
exceptional organisation experiences for our people
and ensure their safety
that delivers a genuinely and wellbeing remains our
personalised connection to top priority
donors and to the recipients of
Improve health
our products and services. customer experience
We continue to strive to be a customer-first An in-depth understanding
organisation for our key customer groups: of our health customer
our people, health customers and donors. expectations, delivering
We will strengthen our focus on the things outcomes that solve their
that matter most to all of our customers problems and provide
and continue to develop insight into their personalised services
needs and wants to deliver outstanding
customer experiences. Improve donor safety
Over the next two years we’ll deliver on our and experience
digital enablement roadmap and continue A human-centred organisation,
to communicate with our customers using digital engagement
by leveraging the success of our Brand and real-time insight tools
Transformation and injecting our messaging to continuously enhance the
with a fresh, powerful and unique voice. donor’s experience and ensure
their safety
We’ll improve the safety and experience
of our people through a comprehensive
safety and wellbeing program and through
our recently launched human capital
management system, People Central.
We continue to strive to be a
customer-first organisation for our
key customer groups: our people,
health customers and donors
2020–22 Business Plan 7Australian Red Cross Lifeblood
Strategic initiatives
Check Me Program — People Central - Phase 2 National Contact Centre
Electronic Donor People Central is our enterprise of the Future
Questionnaire to Mobile Units Human Capital Management We will continue to implement
With the electronic donor system. Following the successful a number of changes to ensure
questionnaire (eDQ) now operational implementation of the core foundation we deliver a National Contact
in our donor centres, in 2020-21 we will module, which included a new master Centre of the future. This includes
complete the implementation with the record system for all workforce enhancements for platforms,
rollout of tablets, associated software information and self-assist and technologies, structures and
and processes to Donor Mobile Units support functionality, Phase 2 will capabilities. With the call management
and Pop Ups. The eDQ is part of our implement Recruitment, Onboarding platform upgrade completed
digital transformation to improve the and Learning into our integrated suite last year, other key areas of the
experience for our donors and will also of modules. This will further rationalise review for consideration include
lead to improved productivity as a a number of disparate legacy and implementing further progressive
result of faster average interview times. non-integrated systems currently in dialling enhancements, web chat
use and provide an enhanced user / live chat, a virtual assistant and a
experience for our people. portal self-service upgrade. This work
Check Me Program —
has, and will continue to be, critical in
Couch Side Check In
Environmental Monitoring supporting our call centre operations
The second phase of the Electronic System during a pandemic.
Donor Questionnaire project is Couch
Side Check In. This technology enables Installing an Environmental
Monitoring System will automatically
Digital Enablement
donor collection information to be
measure, monitor, record and Roadmap
performed at couch side rather than
in interview rooms. This will enhance alert on temperatures within the Our digital enablement roadmap
the donor’s experience by shortening donor centres. This automation will supports the delivery of our
the time in centre by having them go replace the current manual system strategy, and our response to
straight to couch. This also supports of recording min/max temperatures COVID-19, through a number of
improved productivity and improves as well as simplify the process and digital initiatives supporting the key
our data quality. reduce the time spent on the periodic areas of our strategy. This includes
recalibration of thermometers. digital experiences for our key
Check Me Program — customer groups — our people,
Online at Home Genesys Phone Software for donors and health customers —
Manufacturing and Quality our transformation towards a smart
Through learnings and collaboration supply chain, and enhancement of
Customer Service teams
with our international counterparts, our product development and service
this project will design, develop and Following a pilot of phone software, offerings. The roadmap considers
implement an online at home version this initiative will install the software all the interactions and touchpoints
of the Electronic Donor Questionnaire. as used by our National Contact our customers have with us. It draws
This will benefit donors by allowing Centre to our regional Customer on the potential offered by digital
them to complete the questionnaire in Service teams and the National technologies to help us identify
their own time and reduce their overall Recall Office. This upgraded software and incorporate new ways of doing
time spent in the donor centre. will provide tools for our people to things and, ultimately, deliver an
provide greater customer service optimised service.
Lifeblood Website and deliver an improved experience
for our healthcare customers in their
Redevelopment
interactions with us.
The redevelopment of our website
is an important part of raising the
awareness of the Lifeblood brand
and the diversity of our business.
This project will consolidate a number
of individual websites into a single,
best in class corporate website
showcasing Lifeblood’s products
and services, simplifying navigation
and improving the experience for
our online customers.
2020–22 Business Plan 8Australian Red Cross Lifeblood
Enhancing Strategic objectives
Healthcare Establish Australian
plasma security
We are acknowledged as To provide security of supply
playing an intrinsic role within for Australian plasma that is
cost-competitive
the Australian healthcare
system and our valuable Empower genomics
connections support transformation
internationally-recognised To develop our genomics
capabilities which integrate
health outcomes. with our business operations in
support of precision medicine
We continue to aim for improved health
practices that deliver benefits
outcomes for Australians by leveraging
for donors, patients and the
our unique experience, infrastructure and
healthcare sector
capabilities. We continue to support plasma
product demand in Australia to protect the
security of the nation’s supply. Deliver a greater
contribution to
Over the next two years we’ll grow our healthcare
contribution and add value to Australian
healthcare by exploring opportunities and To enhance our contribution
continue to invest in plasma, our highest to Australian healthcare with
volume supplied product. We’ll build the sustainable growth of new
our expertise and capacity in meeting products and services
our customers’ needs and leverage the
advancements made in precision medicine
and the emergence of genomics.
We continue to aim for improved
health outcomes for Australians by
leveraging our unique experience,
infrastructure and capabilities.
2020–22 Business Plan 9Australian Red Cross Lifeblood
Strategic initiatives
Plasma Growth Strategy Processing Future State Human Erythrocyte Antigen
Plasma is the most versatile Program – Rapid Plasma (HEA) Beadchip Genotyping
component of human blood and its Freezers The demand for phenotype matched
use plays a vital role in our healthcare We will continue with the replacement red cells is rising (50% over 2 years) and
system. A significant number of of the existing custom-built Rapid expected to continue to rise. To meet
patients have an acute or ongoing Plasma Freezers which are at end the growing demand for phenotype
need for therapeutic products of life. Rapid plasma freezers are matched red cells, the Red Cell
made from plasma, especially used in Manufacturing to freeze Reference team is also working
immunoglobulin (Ig), to maintain cryoprecipitate components, apheresis towards a target of having 1% of the
their quality of life. With escalating plasma and whole blood derived red cell inventory HEA genotyped and
international demand for plasma and plasma (clinical and non-clinical), to is performing blood group genotyping
derivatives placing pressure on global the specified core temperature and on selected donors. Genotyping tests
Ig supply, the move towards greater within timeframes as specified by the for 38 different blood group antigens
self-sufficiency and security of supply Council of Europe guidelines. in a single test will help meet the
is a key objective for Lifeblood. Our growing demand for phenotype
Plasma Growth Strategy outlines matched red cells, and identify
Genomics Transformation
our role in supporting governments donors with rare blood groups.
to collect and supply life-changing
Roadmap
plasma by increasing our capacity to This program explores the Human Leukocyte Antigens
cost-effectively deliver an increased growing applications of genomics
(HLA) Compatible Red Blood
supply of domestically sourced plasma. technology as part of the broader
emergence of precision medicine
Cell Pilot
Batched Plasma Tracking and within the healthcare sector. This In this pilot we are partnering with
Release System includes opportunities to continue leading Australian hospitals to
developing our genomics capabilities deliver the HLA Compatible Red Cell
This project seeks to enhance in supporting new practices and Transfusion Pilot Study. This is a world-
technology to give us greater improving operating efficiencies to leading clinical study to investigate if
traceability and visibility of plasma deliver world-leading health outcomes. the provision of HLA compatible red
for fractionation to be processed. A roadmap has been developed which cells can reduce the risks and improve
In addition, we’ll use automation included recommendations to develop transplant outcomes for patients with
and robotics to replace the manual a high throughput donor genotyping end-stage kidney disease waiting for
handling aspects of releasing and array and the development of a live donor kidney transplants.
issuing of plasma for fractionation. mathematical model to determine the
This will lead to efficiencies, keep our optimal proportion of our donor panel
people safe and enable us to further that should be genotyped.
scale-up for the projected increase Component Future State
in plasma growth in a cost-effective Program — Allogeneic Serum
Blood Transfusion Genomics Eye Drops
manner, resulting in a lower cost per
kilogram of plasma.
Consortium (BGC) Transfusion
Array This initiative represents Phase 2 of
the Serum Eye Drops Project. It will
Batch Plasma Processing — Lifeblood will collaborate with develop and assess the viability
Blast Freezers and Shippers the Blood Transfusion Genomics for supply of an allogeneic serum
Consortium to assess their genotyping eye drop component prepared
This project will continue the roll-out transfusion array (which includes up from volunteer blood donations.
of Blast Freezers which have been to 50,000 transfusion relevant genetic The supply of allogeneic serum
validated as suitable for freezing variants) to determine whether it is eye drops would improve equity
plasma for fractionation, and ensuring suitable for high throughput donor of access and reduce the overall
that the component quality of plasma genotyping at Lifeblood. This initiative cost to supply these components
sent to the fractionator, CSL Behring will confirm costs, assess assay to the Australian community.
(CSL) is maintained. In addition, an performance and scalability, and if
improved shipper for transporting suitable, progress with the validation
plasma from processing centres to and registration of the assay for
CSL will allow more units of apheresis implementation. This array has the
plasma to be shipped per pallet. potential to provide valuable red-cell
antigen information at a fraction of the
cost of current genotyping platforms.
2020–22 Business Plan 10Australian Red Cross Lifeblood
Strategic initiatives (continued)
Lifeblood Microbiome Anti-D Review
Our Lifeblood Microbiome pilot will The anti-D donor program is an
leverage our existing infrastructure, integral part of our operations which
skills and capabilities in order to meet has helped protect the babies of
a critical unmet need in the Australian over two million Australian women.
healthcare sector. In this pilot, we’ll This initiative is a review of process
provide Fiona Stanley Hospital in and current systems examining the
Perth, WA with a reliable supply of availability of product supply and the
faecal microbiota transplants, to treat number of active donors on the anti-D
patients suffering from the debilitating panel to ensure the efficiency and
and life-threatening recurrent sustainability of the program.
Clostridium difficile infection.
We’ll also supply product for research National Milk Infrastructure
into other related conditions where it Since establishing Lifeblood Milk,
may be of benefit (such as Ulcerative eleven hospitals across South Australia,
Colitis, Irritable Bowel Syndrome and New South Wales and Queensland
Crohn’s Disease), and develop a plan can order milk “on demand”. Building
to potentially supply clinical trials and on this success, the next stage looks
research programs nationally. to expand the infrastructure for the
collection of donated breast milk and
supply of pasteurised donor human
milk nationally to meet unmet patient
need in Neonatal Intensive Care Units.
2020–22 Business Plan 11Australian Red Cross Lifeblood
Strategic
Foundations
Our five strategic Corporate Social Energy Optimisation
Responsibility A number of energy optimisation
foundations underpin opportunities were identified following
Corporate Social Responsibility
the way we operate as is a priority for our people and for detailed energy audits at our four
processing sites. This initiative will
an organisation and enable Lifeblood. This includes embedding
implement energy optimisation
best-practice ethical decision making
us to work towards the to provide positive environmental, technology focusing on solar as
the primary intervention to reduce
successful delivery of social and economic impacts for our
operating costs in our processing
stakeholders and customers.
our strategy. centres. It will also include installation
Sustainability Roadmap of LED lighting, motion detectors
Utilising a best-practice Environment, within rooms of occasional use,
Workforce and Culture Social and Governance framework, upgrade of air handling units for
our Sustainability Roadmap includes consistent temperature control, heat
Our people are vital to our success,
broad goals and objectives which will recovery and cooling system upgrades.
both in delivering our strategy
and providing additional value be further defined and reported. With Modern Slavery
for Australian healthcare. Our over 40 distinct programs, initiatives
and activities identified that deliver Working with the Australian Red Cross
working environment, culture,
on our objectives, our first step is Steering Committee and Working
career development, job design
in calculating our carbon footprint Group, we continue to assess and
and engagement all enable the
to baseline the environmental address the risks of modern slavery
transformational changes we envision.
impact of our operations. This will practices in our operations and supply
People and Culture Strategy further support the development of chains. We will further enhance
environmental targets and strategies our practices and procedures to
The People and Culture Strategy
aimed at reducing our carbon assess, monitor and analyse the risks
covers our people’s experience at work
footprint. of modern slavery practices in our
while keeping an unrelenting focus
business and the effectiveness of
on one of our top priorities: workplace
Reconciliation Action Plan our actions. Training programs and
health, safety and wellbeing. This
We’re developing our first materials will continue to be rolled out
work helps us to align organisational
Reconciliation Action Plan which to raise staff education and awareness.
objectives with an understanding of
what motivates our employees and will enhance our commitment to a
this is especially critical in light of the reconciled, just and equitable nation
impacts from the COVID-19 pandemic. for all Australians and will provide
This strategy reflects our continued a framework for us to support the
investment in building sustainable broader movement across the country.
workforce capability to enable The action plan will help us strengthen
business continuity, ensure delivery of our relationships and enhance respect
our products and services and delivery between Indigenous and non-
of our strategy. Indigenous Australians as we go about
our day-to-day work of delivering life-
giving blood, plasma, transplantation
and biological products for world-
leading health outcomes.
2020–22 Business Plan 12Australian Red Cross Lifeblood
Strategic Foundations (continued)
Technology Enterprise Collaboration Tools Robotic Process Automation (RPA)
(Office 365) Lifeblood will explore the use of RPA
Technology is the backbone of our
business. Supporting our evolving This initiative is to complete the to streamline or reduce standard
customer needs, it provides modern required licensing uplift and then and repeatable rules based business
supporting systems, infrastructure deploy Office 365, SharePoint, cloud processes. These software robots
and digital enablement. collaboration tools (i.e. Microsoft can be programmed to undertake
Teams) and products across all of routine tasks resulting in a reduction in
National Blood Management System the Lifeblood workforce. Microsoft manual errors and increased efficiency,
(NBMS) Business Enablement — Office 365 integrates our existing while enabling business users to
Semester Patch applications into a cloud service and devote more time to higher value work.
The National Blood Management offers a suite of tools designed to
Modern Data and Analytics Platform
System is our enterprise-wide platform optimise teamwork, collaboration,
for supporting all key operational communication, and information We’ll explore the benefits of
processes, including collection, testing, security. One of the main benefits of transitioning to a cloud-based Modern
manufacturing and distribution of Office 365 is the capability to work Data and Analytics platform through
blood products. To facilitate improved from anywhere as long as internet a proof of technology engagement.
business capability and to maintain connectivity is available, which is of This platform will facilitate the ongoing
supportability of the underlying great benefit for remote work. development of machine-learning and
technology platform, a significant autonomous intelligence, and provide
software upgrade will be installed in Business Analytics a feature-rich and intuitive report
2020–21. development environment.
and Intelligence
Cyber Security Program As an insights-driven organisation, Partnerships
We’ll continue to implement our we support evidence-based
decision-making. We use data, We have strong links to clinical
Cyber Security Program to further
insights and research findings to health providers and researchers, and
enhance our cyber security by
convert knowledge to value. are a trusted partner of choice for
investing in best practice tools to
government. We help solve critical
further strengthen the monitoring Datathons health challenges and contribute to
capability of our environment and
We will continue to host datathons and wider population health strategies.
through the continuous maturity uplift
of our security operations. Through our engage across the field of advanced
cyber safety program we’ll continue to analytics. Through collaborating and
ensure our people are equipped with engaging with sector leaders we gain
cyber safety front of mind, and that industry knowledge, are exposed to
the organisation has the capability best practices and learn new analytic
to be an effective front line defence techniques that we can apply to our
to prevent, react to and manage business processes.
security threats.
2020–22 Business Plan 13Australian Red Cross Lifeblood
Government Priorities
and Partnerships
Research and Development program Business Continuity Planning
We actively partner
Our leading-edge research and Our Business Continuity Program
with the National Blood development activities continue to provides a framework for crisis
Authority and governments inform improvements to operations management planning and training
and ensure the sufficient supply of safe for critical staff who are required
to deliver on a number of and cost-effective blood and blood in the case of national or regional
government priority areas. products. This work is underpinned by emergencies where the supply of
five core programs: donor behaviour, our products may be at risk. Our
One of our key areas of focus is donor health and wellbeing, product continuity plans are constantly
working in collaboration with leading safety, product development and tested and reviewed through
research, health and education storage, and product usage. scenario based approaches as well
organisations to contribute collectively as in real practice, as is the case
Supply and Demand Management
to cutting-edge research that benefits now with Lifeblood’s response to
Australian patients and improves Supply and demand management is COVID-19. This leads to continuous
health outcomes. We also partner central to our operating model and improvement and strengthening of
with international blood operators, provides direction across our supply our ability to respond to emergency
humanitarian organisations, not-for- chain from collections to processing events. We also participate in NBA led
profit organisations and government and distribution. We continuously contingency simulations in support
bodies to contribute to a healthy monitor and respond to changes of the broader National Blood Supply
international blood sector. in demand through our collection Contingency Plan.
activities, production facilities and
Central to our response to the impacts BloodNet Integration
distribution channels. We will continue
of COVID-19 has been ensuring
to invest and focus on our supply and This project is a joint initiative between
consistency with Commonwealth,
demand management practices to Lifeblood and the National Blood
State and Territory Government public
keep pace with the evolving nature Authority to improve the level of
health guidelines. This has been key in
of product demand for blood and integration between BloodNet, the
how we have operated as an essential
plasma products. This includes National Blood Authority’s online
service provider for the health sector
consideration of enhancements ordering and receipting system, and
and Australian community, and in how
delivered through our strategic various Lifeblood systems, including
we interact with our donors, hospital
focus on Smart Supply Chain. the National Blood Management
customers and our people.
System. This is designed to lead to
process efficiency in the provision of
blood products for hospital customers.
2020–22 Business Plan 14Australian Red Cross Lifeblood
Government Priorities and Partnerships (continued)
Group O Negative Usage in Hospitals Convalescent Plasma Trial
In partnership with the National Blood In partnership with the
Authority, Lifeblood is working with a Commonwealth Government and
selection of hospitals to understand CSL Behring, Lifeblood is responding
the underlying challenges in the to the pandemic by collecting
management of demand and usage of convalescent plasma donated by
group O negative red cells. This is to people who have recovered from
determine strategies and practices for COVID-19. This supports the clinical
the alignment of demand with supply trials being undertaken by researchers
for this universal blood product. in Australia with convalescent plasma
as a potential treatment option, and
Patient Blood Management
the development of a COVID-19
Patient Blood Management Immunoglobulin.
optimises patient outcomes
through individualised medicine.
This involves a multidisciplinary
team that places the patient in the
centre of evidence-based decision
making to better manage their
blood. Through health partnerships
with the National Blood Authority
and other stakeholders, the PBM
program aims to ensure responsible,
sustainable and appropriate use of
blood and blood products. This is
done by providing a supporting role
in the development and delivery of
patient blood management education,
resources and transfusion medicine
clinical advice. We continue to provide
support to the health sector to achieve
best use of blood and blood products
while at all times looking to improve
patient safety.
2020–22 Business Plan 15Australian Red Cross Lifeblood © Copyright 2020 Australian Red Cross Lifeblood
National Office No person should act on the basis of the contents of this
Level 3, 417 St Kilda Road publication without first obtaining specific, independent
Melbourne, Victoria, 3004 and relevant advice. Australian Red Cross Lifeblood is not
liable for any loss, damage, cost or expense incurred or
T: 03 9863 1600
arising by any person, or organisation, using or relying
F: 03 9863 1601 on the information in this publication. All rights reserved.
E: contactus@redcrossblood.org.au Reproduction in whole, or part, is not permitted without
written permission.
Imagery used in this document was taken pre COVID-19. Australian governments fund Australian Red Cross
Australian Red Cross Lifeblood is an organisation that is Lifeblood to provide blood, blood products and
actively upholding social distancing. services to the Australian community.
Learn more at lifeblood.com.auYou can also read
