Annual Review 2008/09. Saving together. Saving lives together.

Transcription

1 Annual Review 2008/09 Saving lives together Saving lives together

2 Front cover: Louisa McGregor-Smith received a life-saving heart transplant at just five months old.

3 Performance Highlights 2008/09 saw a record high in organ transplantation together with an increase in the number of people signing up to give blood. Blood Supply An extra 245,000 people in England and North Wales registered to become blood donors, halting a five-year decline in new donors. Red Cell Weekday Stock Levels Total Stock Alert Level Days stock /4/08 15/4/08 29/4/08 13/5/08 27/5/08 10/6/08 24/6/08 8/7/08 22/7/08 5/8/08 19/8/08 2/9/08 16/9/08 30/9/08 14/10/08 28/10/08 11/11/08 25/11/08 9/12/08 23/12/08 6/1/09 20/1/09 3/2/09 17/2/09 3/3/09 17/3/09 31/3/09 Donor Base and Frequency of Donation Active Donors Donors Frequency Annual Donations per Active Donor Apr-08 May-08 Jun-08 Jul-08 Aug-08 Sep-08 Oct-08 Nov-08 Dec-08 Jan-09 Feb-09 Mar Month Saving lives together 3

4 Donor Satisfaction Levels Target % Actual % 65 Percentage Apr-08 May-08 Jun-08 Jul-08 Aug-08 Sep-08 Month Oct-08 Nov-08 Dec-08 Jan-09 Feb-09 Mar-09 Organ Donation & Transplantation 3,516 organ transplants were carried out across the UK, an 8% increase on the previous 12 months 11% increase in the number of deceased organ donors across the UK last year, rising from 809 in 2007/08 to 900 in 2008/09 11% increase in living organ donation, from 852 in 2007/08 to 944 in 2008/09 7% increase in the number of people joining the Organ Donor Register during 2008/09, rising from million to million by the end of March Number of Organ Transplants Target % Actual % 3000 Organ Transplants Apr-08 May-08 Jun-08 Jul-08 Aug-08 Sep-08 Month Oct-08 Nov-08 Dec-08 Jan-09 Feb-09 Mar-09 4 Annual Review 2008/09

5 Number of people registered on the Organ Donor Register (ODR) Plan Actual Million Apr-08 May-08 Jun-08 Jul-08 Aug-08 Sep-08 Month Oct-08 Nov-08 Dec-08 Jan-09 Feb-09 Mar-09 Fractionated Products - Bio Products Laboratory Sales income MAT Sales Actual MAT Sales plan Million Apr-08 May-08 Jun-08 Jul-08 Aug-08 Sep-08 Month Oct-08 Nov-08 Dec-08 Jan-09 Feb-09 Mar-09 Saving lives together 5

6 About NHS Blood and Transplant NHSBT is a Special Health Authority in England and North Wales, with responsibilities across the United Kingdom. Our core purpose is to save and improve lives. To do this we ensure the continued supply of enough safe blood, tissues, solid organs and plasma products to the NHS. We rely entirely on the altruism and loyalty of our donors to achieve this. In 2007/08, they donated 1.9 million units of blood and 3,235 organs, saving and transforming countless lives in the process. Building on the progress made since our establishment in October 2005, we must now respond to the changing demands of hospitals and regulatory authorities and, above all, donors, patients and the public. By doing this we will deliver the world-class performance and service they expect from us. Among our core responsibilities we manage the National Blood Service and are responsible for the NHS Organ Donor Register. We are split into four operational Directorates, supported by a number of Group Services Directorates which include Human Resources, IT & Business Transformation, Clinical & Research, Communications and Public Affairs, Estates & Logistics and Finance. The four operational Directorates are: Organ Donation and Transplantation, Blood Donation, Patient Services, and Specialist Services. To learn more about NHSBT go to 6 Annual Review 2008/09

7 Contents Chief Executive message... 8 Financial Review Clinical & Research update Strategic Direction Progress in 2008/09 Blood Donation Patient Services Specialist Services Organ Donation & Transplantation Fractionated Products Highlights from 2008/09 March to June July to September October to December January to March NHSBT Governance Saving lives together 7

8 Chief Executive message Welcome to the NHS Blood and Transplant review of 2008/09. I hope it gives you a sense of what we achieved between April 2008 and the end of March I also hope it demonstrates progress towards fulfilling our ambition to be the best in the world at what we do. When I joined NHSBT in January 2008 my main priorities were to: Stabilise the supply of life saving blood to patients by giving donors a positive experience to reinforce their loyalty and make it more likely that they would donate regularly Ensure our new, state-of-the-art, Blood Manufacturing Centre in Filton, near Bristol, is not only the largest but the best blood manufacturing facility in the world; and Increase organ donation by at least 50 per cent and stop three people dying every day while they wait for an organ. As part of our drive to improve our service so we can serve patients effectively and deliver an efficient service for the NHS we also concentrated our efforts on: Improving blood and platelet stock management Achieving our collection targets (using new ways of working) Delivering our services safely and reliably so that donors and patients have confidence in us Improving customer satisfaction; and Achieving better value for money. I am delighted to say that we made progress in all these areas. The supply of blood is stable, even in the busy and challenging summer months and in December when there was widespread flu amongst our donors. Filton opened on time and under budget and almost one million extra names were added to the Organ Donor Register. We took action to remove barriers to donation and increase the number of organs successfully transplanted. Equally importantly, we achieved our agreed 2008/09 safety, quality, and financial targets. 8 Annual Review 2008/09

9 Our achievements to date are due largely to the commitment of our people. But we remain ambitious and there is a great deal more we must do to be rated excellent by our customers, be respected by our peers and supported by a skilled and fulfilled workforce that wants to be part of our common goal - to save and improve lives. Looking ahead, our future plans will be built upon: A clear strategy with measurable outcomes An ambition to be excellent in all that we do A set of shared values and a style of working that underpin actions and behaviour The appropriate number of staff for the work in hand A skilled workforce with their capability and knowledge matched to the outcomes required Integration of our systems, procedures and communications to provide effective support. The Directorates of Blood Donation, Organ Donation & Transplantation, Patient Services and Specialist Services are at the forefront of turning our aims into reality providing products and services that ensure better care and treatment to patients. We will also work to raise public awareness about donation across the board, dispelling myths and encouraging people to consider making a simple, but life-saving, gift. In all areas we will continually strive for excellence through sharing best practice, encouraging innovation and improving our performance so that we may: Secure the blood supply through major improvements in donor satisfaction and loyalty Save more lives through driving changes designed to increase the numbers of organs donated and successfully transplanted Provide hospitals and customers with what they need through improving the way we manufacture and supply our products and services Maintain a state of preparedness that will enable us to efficiently introduce any major changes that we are mandated to implement regarding the safety of our products Deliver continuous improvement in operational efficiencies. These are times of significant change both within our organisation and externally in the wider healthcare sector and the global economy. Nevertheless, we have made an excellent start to our modernisation programme, and with sustained energy we can realise the benefits of working to fulfil our ambitions of being a world-class organisation. Lynda Hamlyn Chief Executive Saving lives together 9

10 Financial Review NHSBT primarily recover our costs by charging hospitals and other organisations for the supply of our products and services. These costs reflect the operational handling costs incurred, as all blood, tissues and organs are freely donated by our donors. We also receive central funding from the Department of Health (DH) and the Devolved Health Administrations (DHA) to facilitate the provision of some of our specialist and organ donation services. Our total income for 2008/09 is analysed in figure 1. Figure 1 - Analysis of NHSBT Total income m s DH & DHA 44 9% Specialist Services 49 10% Fractionated Products/BPL 89 18% Blood Components % Figure 2 - Analysis of NHSBT Total Expenditure m s During 2008/09 our total income reached 493.0m. This exceeded our total expenditure of 491.4m (See figure 2) and generated a small financial surplus of 1.6m. This small financial surplus was attributable to a combination of strong blood collections (and consequent value of blood stocks) in the final quarter of the year, an increase in the value of tissue stocks and the favourable impact of foreign currency movements during the year. Red cell income accounts for a significant percentage of our total blood component income. Our plan in 2008/09 was to deliver the supply of blood components to hospitals working within a red cell price target of As a result of demand being greater than plan for our products and services, a significant refund was provided to customers during 2008/09, which generated an effective red cell price in-year of Our Fractionated Products division (BPL) operates in competitive markets across the UK and globally with other multi-national pharmaceutical companies. A key strategic goal has been to move this part of our organisation into a profitable trading position. This was achieved during 2008/09 thanks to the continued growth in sales and throughput. Our future plans seek to sustain and build on this performance. In addition to our income and expenditure position as referred to above, NHSBT also receives (capital expenditure) funding on an annual basis from the Department of Health in order to purchase fixed assets. During 2008/ m of capital funding was expended, with the main investment being the completion of our new and iconic blood manufacturing and testing site at Filton, Bristol. Other 88 18% Rent Rates Maintenance 31/6% Capital Charges 41/8% Consumables % Pay % NHSBT is required to pay its suppliers in accordance with the Better Payment Practice Code. The target is to pay suppliers within 30 days of receipt of goods or a valid invoice (whichever is the latter), unless other payment terms have been agreed with the supplier. During 2008/09 we paid c94% of our suppliers by volume and c96% by value, well ahead of our target of 92%. The summary of our financial performance above reflects our consistent track record of sound financial control. In the future we will continue to exercise robust financial management as we invest in the development of our organ donation and organ retrieval services, continue to grow our fractionated products division and continue to deliver a safe, sustainable and efficient supply of blood and specialist services. 10 Annual Review 2008/09 Rob Bradburn Finance Director

11 Clinical & Research update Our clinical team works across NHS Blood and Transplant to provide clinical leadership to NHSBT s strategy for donor selection and care, and to the delivery of products and services for patients. The clinical team also provides clinical advice to hospital colleagues, oversees the clinical governance framework, and provides clinical input to organisational changes. The medical director also has responsibility for research across NHSBT, and since January 2009, the safety programme has also been led from the clinical directorate. The overarching objective is to ensure that NHSBT s products and services are up-to-date and underpinned by the latest research evidence. In 2008/09, there were significant achievements in the development of the clinical team, in the safety programme, and in research. The Clinical team: Reviewed Clinical Governance arrangements, to improve its integration into operational directorates. A new Clinical Governance Committee was established, reporting to the Executive Management Team, and a new Director of Infection Prevention and Control appointed Completed a merger of the former NBS Clinical Audit team with the former UK Transplant Statistics team, so that a broad range of investigative skills can be applied to clinical issues across NHSBT Appointed Professor James Neuberger as Associate Medical Director, Organ Donation and Transplantation, Dr Paul Murphy as Clinical Lead in Organ Donation and Mr David Mayer as Clinical Lead in Organ Retrieval. These appointments will be key in supporting NHSBT s role in ensuring the successful implementation of the Organ Donation Taskforce recommendations. The Safety Programme: Working closely with manufacturers, the UK Blood Services Prion Aassay Working Group has assembled a panel of donor samples to assess tests for vcjd screening of donors Commissioned an independent evaluation of efficacy of new prion filters, being performed by the Health Protection Agency, and continued to carry out clinical safety trials Supported the Department of Health s new Advisory Committee for the Safety of Blood Tissues and Organs by a part-time secondment of our Head of Component Development, Dr Rebecca Cardigan, to the secretariat Led on production of a paper for Advisory Committee for the Safety of Blood, Tissues and Organs (SaBTO) on risk reduction measures for bacterial contamination of platelets. The Research team: Secured a grant from the National Institute of Health Research to develop a way of identifying whether an unborn baby has the Rhesus D antigen using plasma from the mother. This will mean that we can identify pregnant women who need anti-d therapy, avoiding treating those who don t need it Established Cambridge BioResource to collect blood samples from consenting blood donors for use in finding genes associated with common human diseases Worked with colleagues in the Scottish and Irish Transfusion Services, obtained a grant from the Wellcome Trust to explore the production of red cells in the laboratory from embryonic stem cells Received an increased allocation of 900k/year from the National Institute of Health Research. A strategy for the use of these funds was approved by the R&D committee and Board in spring This will allow appointment of new Principal Investigator posts in Red Cell Physiology and Storage; Clinical Studies; Stem Cells; and Microbiology to advance Clinical Research and Development strategy and improve succession planning Began to support a 5-year programme grant held by trauma specialists at Bart s and The London NHS Trust, to look at the use of blood products to improve coagulation and clinical outcomes in patients with major trauma. Saving lives together 11

12 Strategic Direction Our strategy continues to rest on five broad themes: 1. The efficient provision of a safe and sustainable supply of blood, blood components and services which meet all safety, quality and compliance standards. We will modernise each stage of the blood supply chain: from the collection of blood focusing particularly on donors experience of giving blood to the processing and testing of blood and its issue and delivery to hospitals. 2. The provision of a range of Specialist Services to hospitals which meet all safety, quality and compliance standards. We will continue to provide our current range of specialist (diagnostic) services with the exception of routine antenatal screening while working to ensure that they cover their costs. 3. The identification and referral of more potential and actual organ donors, with a resultant increase in the number of transplants. We are committed to developing NHSBT as a UKwide Organ Donation Organisation and delivering our share of the recommendations of the first Organ Donation Taskforce. Going beyond this, we will support the new aspirations for increasing numbers on the Organ Donation Register to 25 million by 2013, and to increase the numbers of organs donated by 73%. These aspirational targets have been incorporated into the Terms of Reference of the Department of Health Programme Delivery Board chaired by Chris Rudge, DH National Clinical Director Transplantation. The delivery of these aspirations is a shared objective of all stakeholders on this Board and their partners across Government. 4. Financial viability in fractionated products while continuing to meet all quality, service provision and compliance standards. We will continue progress made to-date towards the production of fractionated products on a financially self-sufficient and sustainable basis. 5. The establishment of NHSBT as an effective, responsive organisation, focused on the changing needs of donors, hospitals and other customers. In order to fulfil the ambition of our strategy, we will continue to review our organisational arrangements, making the necessary changes to our structures, systems and governance processes. The effective and timely engagement of our stakeholders in development and delivery of our plans is integral to their success during a period of significant change for the organisation. 12 Annual Review 2008/09

13 Progress in 2008/09 Blood Donation Our objective is to ensure the collection of sufficient red cells and platelets to meet current and future demand. Blood is collected at 15 Blood Donation Centres in England and South Wales, along with more than 90 mobile units which run blood donation sessions either in the units or at village halls, libraries, factories etc. To improve and modernise blood donation, collection and supply, in 2008/09 we: Maintained stable blood stocks. Total blood stocks dropped early in the year and dipped again in the run up to Christmas as colds and influenza prevented blood donations. However, stocks stabilised throughout the year following national and regional advertising. Reduced waiting times improved the donor appointment system. Changes were successfully piloted in Leeds, Sheffield, Portsmouth and Southampton and rolled out nationally in July. Improved the donor experience by changing the way the beds were arranged and by improving the care donors received while they were donating. These changes aimed to improve the donor s satisfaction with their session and, as a result, increase their likelihood of donating again. Opened our first high street component donation centre in partnership with Boots the Chemist in Poole, Dorset. The centre opens on Saturdays and Sundays allowing donors to walk in at times more convenient to them. Piloted revised evening and weekend sessions in Oxford and Sheffield. This was in response to donor feedback which showed donors wanted giving blood to be a convenient and positive experience. Implemented blood safety initiatives by increasing the production of platelets by component donation from 60 to 80 per cent. This involves taking whole blood from donors, removing the platelets and returning the blood to the donor. Invested in facilities and completed 34 works schemes including an extensive refurbishment of the West End Donor Centre in central London. Maintained public awareness through national publicity campaigns such as one with Bliss, the premature baby care charity. The campaign commemorated the charity s 30th anniversary and explained that premature babies and cancer patients in particular require platelets during courses of treatment. Revised session opening times were piloted in response to donor feedback and a desire to make giving blood as convenient and positive an experience as possible. Saving lives together 13

14 Patient Services We keep Britain s blood supply moving by managing the delivery of blood, blood components, blood products and tissues from 15 blood centres to anywhere in England and North Wales. Each year we collect, test, process, store and issue in excess of 2.1m blood donations and ensure the blood is properly screened and is safe for patients. We also provide specialist medical advice and clinical support to hospitals and educate and train Transfusion Medicine Specialists. To keep the blood supply moving in 2008/09 we: Improved the supply chain to hospitals, improving customer satisfaction in the process Consolidated routine blood processing and testing in regional hubs in the South East, South West and North of England Maintained the safe supply of blood and blood products by providing specialist medical advice and clinical support to hospitals and education and training sessions for Transfusion Medicine Specialists Opened the new 60m blood manufacturing centre at Filton. Initial Medicines and Healthcare Products Regulatory Agency (MHRA) audits were successfully completed as was the consolidation of processing and testing in the South West region Continued to improve regulatory compliance at all our sites, ensuring all products met safety, patient and customer requirements with no critical noncompliances reported During March 2009, the production of platelets by component donation reached the target level of 80% Implemented provision of cryoprecipitate for children manufactured from methylene blue-treated plasma from USA, as a vcjd risk reduction step. Opening of Filton Blood Manufacturing Centre On 8 July, three days after the NHS celebrated its 60th anniversary, the official handover of the new Filton Blood Manufacturing Centre proved a major highlight of the year for us in Patient Services. Capable of processing up to 630,000 units of blood a year, Filton is equipped with modern manufacturing blood filtration, conveyor and storage systems. The facility operates 24 hours a day, 365 days a year to supply blood to patients at 90 hospitals in the Midlands and South West. It also provides specialist diagnostic services and stem cell therapies, and is home to the British Bone Marrow Registry, NHS Cord Blood Bank and the International Blood Group Reference Laboratory. Around 450 staff initially transferred to Filton and the total number of people working there is expected to grow to nearly 500. Speaking at the opening, NHSBT s Chief Executive Lynda Hamlyn said: With the NHS celebrating 60 years of healthcare, the opening of Filton demonstrates confidence both in the NHS and in the blood service. Filton reflects our determination as a service to be at the leading edge of the NHS and will play a critical role in ensuring that the NHSBT is even better placed to save and improve patients lives now and in the future. 14 Annual Review 2008/09

15 Specialist Services We provide essential support to the blood component and organ donation supply chain. Demand for these specialist services, such as our Tissue Service which provides human tissue for transplant, continues to grow. Our objective is to reduce the level of cross-subsidy from blood component income and move towards financial sustainability, while maintaining quality, service provision and compliance standards. We ll achieve this by implementing funding and pricing strategies that eliminate cross-subsidies and reduce costs by improving efficiency and consolidation. We recognise that service quality and safety are paramount, and our ambition is to maintain or improve them throughout these changes. In 2008/09 we supported the blood component and organ donation supply chain and: Established a commercial business team to support and drive the growth of activity including negotiating price increases for a range of services Consolidated activities into a smaller number of sites to improve services and efficiency. The transfer of Red Cell Immunohaematology (RCI) from Southampton to Filton, Tissue Services to Liverpool, and Reagents from Birmingham and Cambridge to Liverpool, were all completed Worked with NHS Trusts to plan for future consolidation and divestment from the provision of Ante-Natal Services Kept the British Bone Marrow Registry ahead of target and service levels in Histocompatibility & Immunogenetics (H&I) and Ante-Natal Screening Substantially increased the number of tissue donors and made the donating process easier and more manageable by piloting a Specialist Family Approach (SFA) for Tissue Services at hospitals in Liverpool. Our aim was to reduce the time taken to identify potential tissue donors, as tissues must be donated within 48 hours of death to be viable. Tissues and how they are used: Bone is used in orthopaedic surgery to correct bone problems and for pain reduction and improving mobility. It can also prevent limb amputation in patients with bone cancer. Around 10,000 bone transplants were performed last year Corneas are used to treat severe eye disease or injury Heart Valves correct congenital defects or treat diseased and damaged valves. Up to 800 heart valve transplants were carried out last year Skin is used as a natural dressing to treat severe burns and can be life saving Tendon and Cartilage are used to treat badly damaged knee joints, usually following sporting injury. Saving lives together 15

16 Organ Donation and Transplantation Our Organ Donation & Transplantation (ODT) Directorate is responsible for all aspects of the donation, matching and allocation of solid organs and corneas for transplantation throughout the United Kingdom. It also maintains the NHS Organ Donor Register. In 2008, our priority was to implement the recommendations of the Organ Donation Taskforce s (ODTF) report, Organs for Transplant s, published in January The Taskforce, made up of a range of independent experts, was commissioned by the government in 2006 to identify barriers to organ donation, explore any issues which might impact donation rates and recommend ways to increase organ donation within current legal frameworks. The recommendations seek to increase organ donation by 50 per cent by The issue of presumed consent was addressed by the ODTF in its second report issued in November 2008 where it recommended that a system of presumed consent should not be introduced into the UK at this time. Although the Prime Minister, in response, did not rule out such a system, the Health Secretary announced new aspirational objectives for increasing numbers on the Organ Donation Register to 25 million by 2013, and to increase the number of organs donated by 73%. These objectives have been incorporated into the Terms of Reference of the Department of Health Programme Delivery Board chaired by Chris Rudge, National Clinical Director Transplantation for the Department of Health. The delivery of these aspirations is a shared objective of all stakeholders on the Board and their partners across government. Louisa McGregor-Smith received a life-saving heart transplant at just five months old. 16 Annual Review 2008/09

17 Almost 1m more names were added to the NHS Organ Donor Register. To remove the barriers to organ donation and increase the number of transplants, in 2008/09 we: Created a web-based Electronic Offering System (EOS) to speed up donor registration and organ offering. The system was piloted successfully and will be rolled out across the UK in 2009 Established a network of Clinical Leads and Non-clinical Donation Champions and Organ Donation Committees in donating hospitals. Fifty hospital trusts have already put arrangements in place, or are doing so and it is hoped this will make organ donation a more usual, rather than unusual, event Commissioned an on-line survey to measure public attitudes towards the ODR and barriers to joining it. Concerns about the level of respect given to a deceased person s body and whether doctors make every effort to help a patient if they are identified as a potential organ donor topped the list of reasons given for not joining the ODR Established a network of organ donor retrieval teams (transplant surgeons, nurses and anaesthetists) to ensure timely high-quality organ removal Improved financial reimbursement to hospitals for any costs incurred in supporting donation and transplantation Implemented a Donor Transplant Co-ordinator (DTC) network in four regions (Yorkshire, Scotland, North Thames and South Thames). Three teams have since transferred from NHS Trusts to NHSBT, with three more due to switch by March More than 100 DTCs are being recruited, doubling their total number to 250. NHSBT is well on the way to achieving its targets of a 54% increase in deceased organ donation and 22 million on the ODR by the end of 2011/12 with the aspirational targets of 73% and 25 million by 2012/13 (as outlined by the Prime Minister in November 2008) front of mind. In 2009, further research will be carried out to understand why 90 per cent of people in the UK say that they support organ donation in principle, but only 26 per cent have actually registered on the ODR. The findings will be used to develop a multi-media campaign to promote organ donation and increase the number of people on the register. 90% of UK people say that they support organ donation in principle, but only 26% of the population have registered on the ODR. Saving lives together 17

18 Fractionated Products - Bio Products Laboratory (BPL) Part of our Patient Services Directorate, BPL provides a continuous and competitive supply of high quality plasma derived products to a growing global market. Through investment in the latest research, technology and manufacturing methods, BPL provides ongoing support to health professionals throughout the world. In 2008/09 we: Increased the rate of plasma processing from 450,000 litres per year to enable a processing rate of up to 750,000 litres per year Reduced production shutdowns while carrying out more equipment and facility upgrades through better planning and co ordination Improved stock continuity for all products and secured a second contracted supplier for hyperimmune plasma Recovered plasma processed for the first time, giving us greater flexibility for the future Developed new products including Gammaplex, due to launch in 2009 Received a Carbon Trust award in recognition of our commitment to and progress towards meeting our environmental responsibilities An unannounced MHRA inspection concluded that we had improved significantly towards making many positive improvements for the future. As a result of increases in capacity and sales, NHSBT was able to reduce its grant in aid funding required for BPL and continue to drive the business towards financial sustainability. 18 Annual Review 2008/09

19 Highlights from 2008/09 March to June 2008 July to September 2008 The International Blood Group Reference Laboratory, based in Filton, secured 250,000 from the NHS National Institute for Health Research through the Research for Patient Benefit Programme. The funding extended successful trials to screen the blood of RhD negative pregnant women to establish foetal RhD type. This would avoid women whose baby is RhD negative receiving ante-natal anti-d unnecessarily The Body Art advertising campaign You ve got what it takes to save a life was launched across the UK to promote organ donation and raise awareness of the ODR The Better Blood Transfusion campaign raised awareness in hospitals of the appropriate use of fresh frozen plasma and platelets Circle of Life campaign launched to raise awareness of blood and bone marrow donation in black and South Asian communities. Over 30 black and Asian celebrities created circular works of art highlighting the need for donation. Over 13,000 new donors from black and South Asian communities attended sessions during the campaign. Our state-of-the-art Filton Blood Manufacturing Centre, near Bristol, opened in July. The centre processes 630,000 units of blood annually and supplies blood to 90 hospitals across the South West. It is the largest blood centre in the world and serves 14 million people Our award winning Sizzling Summer blood donation public awareness campaign reminded donors of the importance of keeping to an iron rich diet to minimise the number of donors who can t give blood because of low haemoglobin levels. Contributing to a 14% drop in the number of donors who can t give blood because of low haemoglobin levels for the period Jan to Jul (incl) vs Aug-Dec We helped celebrate NHS at 60 the 60th anniversary of the formation of the NHS. Events were held at blood centres and facilities across the country Our Cord Blood Bank issued its 200th unit of life saving cord blood to a leukaemia patient in the USA. Set up in 1996, it has so far banked over 1,000 donations and helped save lives around the world. Saving lives together 19

20 October to December 2008 January to March 2009 Following a recommendation by the UK Blood Services Standing Advisory Committee for the Care and Selection of Donors, we announced that people with diabetes or high blood pressure who manage their condition by taking tablets can now give blood We also changed our blood donation age guidelines meaning fit and healthy regular donors can keep giving past the age of 70 and younger donors can start giving blood at 17. Over 60% of donors who had to retire due to the upper age limit have registered an interest or returned to donate We gathered in Birmingham to celebrate the academic achievements of our staff at our annual National Learning & Development Awards ceremony. The awards recognise long service and educational qualifications gained while working for NHSBT The second version of the Give and Let Live campaign was launched. Educational resource packs were sent to schools in England, Scotland and Northern Ireland and a similar campaign run in Wales. The packs highlighted the importance of blood, organ, tissue and bone marrow donation and dispelled some of the myths that discourage young people from donating We received a good rating in the annual health check results announced by the Healthcare Commission (HCC). This is the first year that NHSBT had been assessed by the HCC, the independent inspection body for NHS and independent healthcare providers The first ever blood donor suite located in a retail outlet opened in November. The suite, in Boots the Chemist in Poole, Dorset, is the first of its kind to include a blood and platelet collection service. Our national Christmas appeal to improve blood stocks over the festive period resulted in blood stock levels 14% higher on 31st December than 31st December The TV advertising came equal 13th in the weekly Adwatch league of television adverts that the general public found most memorable The National Contact Centre in Bangor, Northern Ireland, handled a record number of inbound calls in one day 11,000 The NHS Organ Donor Register hits the 16m milestone a whole year ahead of schedule We joined forces with Tesco to promote organ donation to its 5.6 million customers through a six-page spread in its first store magazine of 2009 A workbook produced by the UK Cell Salvage Action Group within NHSBT (led by Catherine Howell), wins first prize in the Achieving Excellence in Learning and Teaching Development category of the 2009 UK Awards for Allied Health Professionals and Healthcare Scientists We began working with the BBC on the Lifegivers programme scheduled for broadcast in mid-april to raise public awareness of the need to donate blood, organs and tissues. 20 Annual Review 2008/09

21 NHSBT Governance NHSBT Board The Board oversee the organisation s strategic direction and delivery of planned results, meeting on a bimonthly basis, they ensure NHSBT successfully upholds its core purpose, mission and values. Led by the Chairman, the Board is comprised of Non- Executive Directors and designated voting Executive Directors, including the Chief Executive. It establishes the organisation s annual corporate business plan, budget and long term financial strategy; this ensures NHSBT complies with legal requirements and guidance for the use of public funds. The Board meets six times a year on a bi-monthly basis. Non-Executive Directors The Non-Executive Directors work alongside the Chairman, Chief Executive and Executive Directors to direct the work of the organisation. As members of the Board, they provide an independent perspective on issues such as strategy and performance. Executive Team The Executive Directors ensure the organisation s values are actively portrayed and promoted across the directorates. They are committed to providing excellent leadership and direction, and promoting a positive, can do attitude to all staff within NHSBT. The role of the each Executive involves a high-level of experience in planning, problem-solving, delivering operational services and business strategies. They are required to use financial resources efficiently, set annual objectives and monitor performances against targets. The Executive team currently meets every two weeks in Watford or London to discuss and review business priorities. Using their knowledge, skills and experience, the Non-Executive Directors are able to contribute to the strategic development of the organisation alongside the Chairman and Executive Directors. They are expected to uphold the values of the organisation and ensure NHSBT promotes equality and diversity for all patients and staff. Saving lives together 21

22 NHSBT Board Bill Fullagar Chairman Bill has wide experience at director/chairman level in the industrial field. His positions have included President and CEO of Novartis Pharmaceuticals UK Ltd. From he was President of the Association of the British Pharmaceutical Industry. Lynda Hamlyn Chief Executive Lynda joined the organisation in January 2008 from Westminster Primary Care Trust, where she had been Chief Executive since its inception in She joined the NHS in 1986 as Director of Services for North Hertfordshire Health Authority. In a career in the NHS spanning over 20 years, she was Chief Executive first of Northamptonshire and then Hertfordshire Health Authority, and a member of the National Specialist Commissioning Advisory Group. She was a non-executive director of Stonham Housing Association from 2003 to Non Executive Directors Andrew Blakeman Andrew Blakeman is Head of Control, Refining and Marketing of BP Shipping, the shipping and marine division of BP Group. He joined the BP Group in 1996 following eight years with Touche Ross & Co. He is a member of the Finance Committee of the Chamber of Shipping. Della Burnside Della Burnside, a solicitor, is General Counsel & Company Secretary of McDonald s Restaurants Ltd. She joined McDonald s in 2007, having previously worked for easygroup (UK) Ltd and following a number of years as a partner in private practice. Dr Christine Costello Dr Christine Costello is a consultant haematologist at the Cromwell Hospital in London. She has 25 years experience as a consultant and, prior to joining the Cromwell, worked at the Chelsea and Westminster Hospital. Christine is a member of the General Medical Council s Fitness to Practice Panel. She is also a Justice of the Peace and was a member of the Independent Monitoring Board for Wandsworth Prison from 2003 to Annual Review 2008/09

23 John Forsythe John Forsythe is a consultant transplant surgeon and Clinical Director (renal/transplant surgery) at the Royal Infirmary of Edinburgh. He is Chairman of the Scottish Transplant Group and a non-executive member for NHS Quality Improvements Scotland and also Chair of the Advisory Committee on the Safety of Blood, Tissues and Organs (SaBTO). He has been President and Secretary of the British Transplantation Society and is currently a Council Member of the European Society for Organ Transplantation. David Greggains David Greggains is a management accountant and director of a private company. He has experience of working in both the public and private sector and is a member of the Independent Monitoring Board for Harmondsworth Immigration Removal Centre. George Jenkins George Jenkins is chair of East Kent Hospitals Trust, he has held many non-executive and executive director roles in both the public and private sector. Dr Diana Walford CBE Dr Diana Walford CBE is Principal of Mansfield College, Oxford and former Chief Executive of the Public Health Laboratory Service (PHLS). She was Deputy Chief Medical Officer of England between 1989 and Saving lives together 23

24 Executive Team Rob Bradburn Director of Finance With more than 20 years experience of senior financial management, Rob joined NHSBT in April 2008 from Premier Foods, where he was interim Head of Finance, Group Procurement. Having qualified as a Chartered Accountant at Ernst & Young, he began a long career at ICI in 1985, culminating in the role of Global Vice-President Finance & Planning, Foods at Quest International in the Netherlands. From , he was Group Finance Director of ABF Ingredients at Associated British Foods PLC. Dougie Dryburgh Director of Estates and Logistics Dougie s responsibilities encompass infrastructure, transport and warehousing. Prior to joining NHSBT in August 2006 Dougie spent 16 years in the RAF, operating mainly within the infrastructure environment. David Evans Director of HR David has wide experience of HR in the public sector. Before joining NHSBT in June 2006 he was Director of HR and Organisational Development at Barking, Havering and Redbridge NHS Trust. Peter Garwood Director of Specialist Services Peter joined the National Blood Service (NBS) in 1975 having worked at King s College Hospital since In 1999 Peter was appointed as NBS Director for Processing, Testing and Issue. In 2004 he was appointed as NBS Director of Service Delivery/Deputy CEO and in October 2005 became the Managing Director of the NBS operating division within the newly formed NHSBT. From July 2007 he took on the revised role of Director of Specialist Services. Sally Johnson Director of Organ Donation and Transplantation Sally joined NHSBT in September Previously a Programme Director responsible for achieving clinical reconfiguration, Sally has also led reviews of seven Ambulance Trusts in South East England and of the NHS contribution to the 2012 Olympic Games. 24 Annual Review 2008/09

25 Henrietta Joy Director of Communications & Public Affairs Henrietta joined NHSBT in July 2007, having been Director of Communications at North East London Strategic Health Authority and Interim Director of Communications for the NHS in London during the period of transition from five to one strategic health authority. Alan McDermott Director of Business Transformation Services Alan joined NHSBT in August Prior to this, he held a number of senior IT executive roles in private sector manufacturing, services and financial organisations in Ireland, Australia and the UK and more recently in UK Government. Dr Clive Ronaldson Director of Patient Services Clive s previous experience includes 17 years with Baxter Healthcare, where he was factory manager in the UK. He joined BPL in 1993, becoming Managing Director BPL in September Having led the National Blood Services as interim Managing Director from July 2007, he was appointed Director of Patient Services in June Dr Lorna Williamson Medical Director Lorna joined the National Blood Service in Her most recent role has been as interim Associate Medical Director for NHSBT. She currently chairs several working medical groups and is a founder of the Serious Hazards of Transfusion (SHOT) scheme for UK haemovigilance. A co-founder of the National Blood Service and Medical Research Council Clinical Studies Unit, Lorna is a Fellow of Lucy Cavendish College, Cambridge. Andy Young Director of Blood Donation Andy joined the organisation in September 2008 from the O2 Arena in London, where he had spent two years as Arena Director. Previously he spent five years as Head of Operations and Commercial Services at the Science Museum. He has extensive experience in transformational change and delivering first-class customer service. Saving lives together 25

26 26 Annual Review 2008/09

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28 NHS Blood and Transplant Oak House Reeds Crescent Watford Hertfordshire WD24 4QN Tel: Tel: