Improving Donor Experience
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Improving Donor Experience. Board Presentation March 2014 Jane Pearson. Complaints - National. Teams above target. Donor Complaints per million Donations vs. Target (4,500) YTD. There are 41 teams above 4,500 YTD West 6181, East 5457, North 4566.

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Improving donor experience

Improving Donor Experience

Board Presentation March 2014

Jane Pearson


Improving donor experience

Complaints - National

Teams above target

Donor Complaints per million Donations vs. Target (4,500) YTD

There are 41 teams above 4,500

YTD

West 6181, East 5457, North 4566

Numbers of donors complaining YTD / No of donations

Mobile teams:

North: 2567 / 562150

West: 2858 / 462400

East: 3354 / 614580

Donor centres:

YTD 506 whole blood donors / 143506

YTD 56 platelet donors


Improving donor experience

Top 5 Complaint Categories

KEY

December-12

December-13

YOY Change

  • Slot availability, Not seen at time and turned away are the highest causes of complaints.

  • All five categories have deteriorated with particular focus on turned away and slot availability.

  • The implication is that opportunity to walk-in is the major driver of complaints increase.


Team level diagnostics

Team Level Diagnostics

  • Two Steps to Diagnostics:

    • What is the problem? (Hypothesis)

    • Why does the problem exist? (Root Cause Analysis - holistic and whole team and donor engagement)

This simple approach will ensure that even incoming managers with little to no experience of managing session environments (e.g. external appointments) will be able to easily understand issues and action plan appropriately.


What is the problem hypothesis

What is the problem (Hypothesis)?

Hypothesis

Questions

Validation

Do donor satisfaction comments support hypothesis?

Session Capacity

Observe session flow and speak to donors on session.

1

Is waiting time satisfaction <56%?

Is peak queuing time above 40 mins?

Do donor satisfaction comments support hypothesis?

Customer Service

Is there a trend of staff attitude complaints?

Observe staff-donor interactions and speak to donors on session.

2

Do donor satisfaction comments support hypothesis?

Are deferrals and/or FVPs above the national average?

Is needle satisfaction lower than national average?

Observe clinical practice and speak to donors on session.

3

Clinical

The majority of donor complaints can be separated into one of the above 3 categories. An initial hypothesis about the main cause of complaints on any team can be confirmed and validated using the above approach.


Worcester example hypothesis

Worcester example – Hypothesis

Hypothesis

Questions

Validation

Do donor satisfaction comments support hypothesis?

Session Capacity

Observe session flow and speak to donors on session.

Is waiting time satisfaction <56%?

Is peak queuing time above 40 mins?

Team and review of data indicated that most issues were related to donor waiting times and donors turned away.

Yes – waiting time satisfaction is the lowest in the country at 30.4% YTD.

Yes – the majority of donor comments relate to long waiting times.

Yes – peak queuing times are regularly above 40 mins.

Area Manager session visit observed waiting times on under attended session (confirmed by donor feedback).

The expected problem on Worcester team was Session Capacity contributing to high waiting times and turned away donors. This hypothesis was proven and validated by the steps above.


Worcester example root cause

Worcester example – Root Cause

  • Establish:

  • Were too many donors called up?

  • Were the appointment grids reflective of donor attendance?

  • Was there excessive marketing?

  • Interrogate TPBs:

  • Is target reflective of capacity?

  • Is the balance of attendance even?

  • Was donor attendance above 130% of grids?

  • Is the throughput/ 20 mins reflective of number of beds?

  • Is there an effective ramp up?

  • Are beds kept full?

Yes

Planning

Pre Session

No

Marketing

Yes

Session Capacity

  • Establish:

  • Were there venue issues?

  • Was staffing reduced on the day?

  • Are the team working at a slow pace?

On Session

Yes

Manager

No

Team

Yes


Why does the problem exist root cause

Why does the problem exist (root cause)?

  • Establish:

  • Does investigation of circumstances indicate individual is at fault?

  • Does investigation of circumstances indicate donor complaints were actually for a different reason?

  • Investigate issues:

  • Do complainants identify one individual?

  • If donor does not know name, does review of DHC indicate individual?

  • Do complainants indicate multiple individuals?

  • Is there a poor team attitude to customer service?

Yes

Individual

Individual

Yes

Restart process at different category

Yes

2

Customer Service

  • Establish:

  • Are team at fault?

  • Were cause of complaints a different reason?

Team

Yes

Yes

Team

Restart process at different category

Yes


Worcester example action planning

Worcester example – Action Planning

Root Cause

Actions

Deadlines

  • The team will be taken off road for dedicated development day to increase understanding, set performance expectations, ensure understanding of operating model/task timings and Customer Service Improvement (CSI).

  • Donors will be updated every 15 minutes on anticipated wait times.

  • Complaints, Compliments and Comments to be fed back to the team regularly.

  • Daily performance observations and feedback/coaching by managers and OTP experts on sessions.

  • Supervisors and Nurses will visit and learn from a high performing team.

  • Waiting time satisfaction and peak queue times will be displayed prominently on each session, with clear targets for improvement in each measure (targets to be agreed with Senior Sister).

  • PDPR objectives will encompass session flow management, with clear standardised targets and objectives.

  • The capability policy will be invoked if staff are unable to manage session flow effectively after training. Performance against targets and management observations will inform a decision to invoke this policy.

  • Mar-14 .. .

  • Mar-14

  • Mar-14 .

  • Mar-14 .

  • Apr-14 .

  • Apr-14 .

  • May-14 .

  • Jun-14

The team does not effectively manage the flow of the session, meaning that donors are often seen beyond their appointment time and walk ins are turned away.


Action planning options

Action Planning Options

Planning

Marketing

Manager

Team

Individual

  • Reduce calls ups.

  • Reshape appointment grids.

  • Move session times to fit donor attendance patterns.

  • Reduce local marketing initiatives.

  • Change marketing messages – encourage more appointment donors.

  • Change NCC message to donors, “If you turn up, you will be seen”.

  • Ensure NCC and Nurses are working to same guidelines (e.g. calendar month vs. days).

  • Venue issues resolved, or new venues found.

  • Communicate likely staff reductions to Planning well in advance of sessions.

  • Feedback compliments and best practice to team staff.

  • Ensure team ramp up session effectively and flex to maximise throughput.

  • Review A/L management, Union Duties and all absence impact.

  • Appropriate dedicated development time

  • Controlled acceptance of return of staff on restricted duties. .

  • Display waiting time expectations on session.

  • Tie customer service levels into PDPR objectives.

  • Team members to observe the process with donor’s eyes (15 Steps).

  • Update on waiting time every 15 minutes.

  • Disciplinary policy invoked in all proven staff attitude cases.

  • Capability policy invoked for staff who cannot achieve required throughput.


What is csi

What is CSI?

Customer Service Model

Change Culture, Change behaviour

Principles, Values and Core Behaviours

Recruit the Right People

Peer to Peer Training

Managers Commitment

Ongoing tools

Develop Achieving Excelling

DEVELOPMENT OF PERSONNEL

Local ownership local solutions

Assessment Centre

DVD & Discussion

Role Model, Coach & Give Feedback

Visibility & Participation

Keeping

it ‘alive’ everyday

Feedback on the floor and in PDPR

Observation of Team & Individual

Information Guide

Nomination cards

Our CS Approach

PDPR Tool

Character Profiles

Scripted Phraseology


Csi team roll out national

CSI Team Roll Out – National

Trial Phase

1st Wave

2nd Wave

3rd Wave

4th Wave

  • Gloucester

  • Manchester E & W

  • Sheffield N & S

  • Epsom

  • WEDC

  • Kings Norton

  • Sutton Coldfield

  • Teesside

  • Newcastle

  • Lincoln

  • Hither Green

  • Brighton

  • Mitcham 

  • Exeter

  • Portsmouth

  • Worcester

  • Gloucester DC

  • Liverpool

  • Northwich

  • Wrexham

  • Leicester

  • Horsham

  • Harlow 2

  • City 

  • Cornwall

  • Southampton

  • Solihull

  • Southampton DC

  • Cumbria

  • Hull

  • Caernarfon

  • Ipswich

  • London Middlesex

  • Maidstone

  • Bristol DC

  • Oxford DC

  • Bristol North/South

  • Bath

  • Lancaster

  • Nottingham

  • Stoke

  • Leeds/Bradford

  • York

  • Norwich

  • Ashford

  • Tooting DC

Completed

Start: late Jan 14

Start: late March 14

Start: late May 14

Start: late July 14

Roll out of each phase will take a total of 12 months


Planned initiatives 1

Planned Initiatives (1)

Initiative Summary

Team

Date

1

“Sandwich” grids – appts at start and end, walk ins in middle

Oxford

May 14

2

Clinical leadership autonomy trial (no Hemocues, CST etc.)

Brighton/Horsham

March 14

3

Text Messaging Service trial (session running late) trial

Kings Norton

March 14

4

Stop call up text messages

National

Complete

5

Appointment and walk in only session trials

Cambridge/Huntingdon

March 14

6

Introduction of script for Welcomers

Oxford/Newcastle

TBC

7

Venue assessment change to enable venue WiFi if possible

National

TBC

8

Continuous session trial (bleed throughs)

Cumbria

March 14

9

PDPR objectives linked to Customer Service standards

National

April 2014

10

PDPR Reviewer training for Senior Sisters / Charge Nurses

National

TBC

11

Session Management training for Sisters and DCSs

National

April 2014

12

Introduction of volunteer queue management training

National

TBC


Sandwich grids

“Sandwich” Grids

14:00

DNA

14:05

14:10

DNA

14:15

DEF

14:20

DNA

10 x walk ins

14:25

DEF

14:30

DNA

14:35

14:40

14:45

14:50

14:55

15:00

  • Idea originates from staff and designed by staff on teams for roll out based on local knowledge.

  • Evidence based on walk in, appointment attendance, deferral rates and times of walk ins per team.

  • Pilot teams to design management at reception, including visual indicators.

  • Appointment donors will be seen on or closer to appointment time and walk in donors can be more accurate donation time.

  • Better staff experience – including more controlled session flow and fewer overruns.


Planned initiatives 2

Planned Initiatives (2)

Initiative Summary

Date

5

Target the dissatisfied donors with a recovery programme letter

May 14

Undertake a portal promotion to those individuals who have walked-in over the last 12 months and to whom we have an email address – 170,000

6

May 14

7

Change the text reminder system and only text non-appointment call up at certain times of the year and for certain blood group

May 14

8

Roll-out the portal

Ongoing

March 14

9

Implement compliment and complaint of the month to illustrate and showcase positive behaviours

10

Work with Customer Service team and Comms team to improve standard responses

Ongoing

11

Refresh the previous approach to seeking donor feedback via various donor engagement forums – proposal to SMT.

April 14


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