2014 – 15 | 2016 – 17
WE WILL DEVELOP STRONG AND
WITH STAKEHOLDERS AND WE
WILL CONTINUE TO INVEST IN
OUR PEOPLE AND CULTURE,
ENHANCING THE WAY OUR
PEOPLE WORK AND PROVIDING
THE RIGHT SYSTEMS TO
Jennifer Williams | Chief Executive
MESSAGE FROM THE CHIEF EXECUTIVE
OUR VISION, MISSION AND VALUES
4.0 RESEARCH AND DEVELOPMENT PROGRAM 27
LEADING EDGE PERFORMANCE
6.0 ANNUAL CAPITAL PLAN
LEADING EDGE OUTCOMES
7.0 STRATEGIC OBJECTIVES
A LEADING EDGE NATIONAL NETWORK
THE CHIEF EXECUTIVE
This is our business plan for 2014/15, which is the first in support of our new five-year strategic plan,
At the leading edge.
Our new strategic plan sets our ambition to be recognised nationally and internationally at the leading edge in product and service delivery and business performance. To achieve this we will develop strong and productive partnerships with stakeholders and we will continue to invest in our people and culture, enhancing the way our people work and providing the right systems to support them.
We have identified 18 strategic objectives and the business plan addresses and delivers on each of these, which are listed on page 32.
In this 2014/15 business plan, one of our focus areas will be the challenge of meeting demand in an environment where we have changing clinical practice, which has led to a decline in red cell demand. Accuracy of our demand forecasting is important to ensure we don’t over collect, which will lead to product wastage or under collect, which leads to product shortages. Other blood services around the world are experiencing this same challenge and have also had to adjust how they operate.
In 2014/15 we will continue to improve our capacity to align blood product supply with demand through our combined efforts with government on the national inventory management framework. This project has defined optimal red cell inventory levels for the blood sector and has developed guidelines for effective inventory management. This year, we will focus on implementing a strategy for red blood cells and start work on platelet inventory management. We will also transition to new blood product labels to deliver the highest levels of accuracy, safety and efficiency for donors, patients and health providers and we will introduce new blood bags for cost saving and process efficiency purposes.
A key focus area will be the improvement of donor satisfaction to increase retention and frequency by reducing wait times, improving communications, introducing Wi-Fi into donor centres and getting the new Donor Mobile Units (DMUs) on the road.
In 2014/15, we will focus on donor health including through the REplacement ADvice (READ) study, which will look at ways to replace iron lost after blood donation in women of child bearing age. We will also establish a development laboratory, which will increase the capability of the Research and Development division to translate their leading edge research into business outcomes.
The implementation of strong, well-researched and safe changes for our donors will remain a priority.
OUR NEW STRATEGIC PLAN SETS
OUR AMBITION TO BE RECOGNISED
NATIONALLY AND INTERNATIONALLY
AT THE LEADING EDGE IN PRODUCT
AND SERVICE DELIVERY AND
We will continue to support and collaborate with our international neighbours, Cambodia and Indonesia, through projects that help improve the safety, sustainability and quality of their blood supplies.
In 2014/15, we’ll expand on our achievements by strengthening our systems for quality control, improving operational practices and assisting with the development of blood policy, legislation and regulation. In the