OUR STRATEGY
Reflecting on our performance against the 2022/2023 Scorecard and how we added value
When we reflect on the accomplishments of the past year, we celebrate them whilst recognising that the last 12 months were marked by significant challenges. We diligently monitored our internal and external landscape, responded with agility, adapted our work processes, and made strategic adjustments to our business model. All the while, we remained steadfast in ensuring a consistent supply of blood products to meet demand.
Guided by our overall iHEALTh strategy, we identified a number of strategic projects to further strengthen our internal processes and service delivery. When looking at the work done and results achieved, it is evident that we have made significant progress in building upon the strong foundations that support our operations. We have also identified areas that require further strengthening and improvement.
Below, we further unpack the various components of our performance against our iHEALTh strategy
Target achieved/exceeded
New initiative on track against current plan (no concerns)
Improvement
YOY
YOY
No concerns
yet
yet
Below
target
target
Target achieved/exceeded
New initiative on track against current plan (no concerns)
Improvement YOY
No concerns
Below target
| INNOVATION | ||||
|---|---|---|---|---|
| Key Measured Initiatives | Target | IR 2021 | IR 2022 | Progress April 2022 to March 2023 |
 Alternative revenue |
R76m | R64.6m | R69.97m | R80m - Reason: Cellular therapy procedures/STEM Cells |
| #Translational Research Office | 11 | 19 | 20 | 14 |
| RAD Academy | Successful launch | Upgraded digital learning platform Blood transfusion science included in tertiary curriculum |
Progress with Senior Leadership Immersive programme and management programmes with Wits | Further awareness created with internal employees to promote learning and development opportunities |
| Drone Project | Project plan | 4 drones secured | Civil Aviation Authority (CAA) approved SANBS’ licence to deploy drones | Currently not live due to delays in CAA approvals. CA approval has been granted for one route only |
| BECS Implementation | Project plan | Project delays | Key milestones are closely monitored | Implementation delays Refer to material matter 4 BECS implementation delays which includes delays caused on other projects so as to allow focus on the completion of BECS |
| SARS-CoV-2 sero-prevalence study | Complete study | Sero-surveillance study to estimate the prevalence of antibodies to SARS-COV-2 | Wrote pre-print paper for sero-prevalence; completed testing and analysis and longitudinal testing for frequent repeat donors | Study complete and being submitted to peer reviewed journal |
| Smart fridges |
Project plan | First Smart fridge received | Pilot study underway | First smart fridge operationalised |
| HUMAN CENTRED COLLECTIONS | ||||
|---|---|---|---|---|
| Key Measured Initiatives | Target | IR 2021 | IR 2022 | Progress April 2022 to March 2023 |
% Deferrals from all donations |
<15.0% | 10.5 % | 10.15% | 11.1% |
| #Ferritin testing–- Roll out in Zones (#IronStrong) | Reduce iron deficiency amongst donors | 2 | Developed and implemented ferritin testing algorithms | Iron management programme implemented for donors with low ferritin |
| No. of source plasma collections | >=64 000 | 40 348 74.6% of target |
39 130 72.6% of target |
40 524 63% of target Process of converting group A & AB donors is ongoing to increase Source Plasma collections. This is a long-term project |
Days’ cover (Group O Blood) |
5 | 4.6 | 4.1 | 4.1 Refer to material matter 3. Increase in demand for blood/Inability to meet blood demand |
#Of units of Apheresis platelets collected |
>=20 000 | 18 148 | 19 627 | 21 121 A strategic project is in place to increase numbers with additional donor centres opened |
% First time donors aged 16 – 30 years |
>50% | 58% | 69% | 71.6% Consistent Y-o-Y growth, primarily attributed to increased accessibility to schools post the pandemic |
Black donors as a percent of total donors |
>=37% | 45% | 39% | 46.7.% |
| Social media engagement | 95% of target value | 51% | 26% | 74.8% Although numerous posts based on campaigns, engagement levels across all platforms were low |
Whole blood collection (Group O) |
>=498 352 | 422 900 | 457 523 | 484 515 Collections for Q4 were 98,13% of target. Did not meet target but collections increased by 26 867 (5,87%) compared to 2021/2022 and 4.18% compared to 2019/2020 |
| Innovative ways to collect blood | Ongoing | Ongoing | Ongoing | Various campaigns implemented, however digital donor experience has been delayed with delayed implementation of BECS |
| EXCELLENCE | ||||
|---|---|---|---|---|
| Key Measured Initiatives | Target | IR 2021 | IR 2022 | Progress April 2022 to March 2023 |
| Modernise ERP/SAP systems | Implement a solution: intuitive, agile, scalable, mobile-ready, to improve operational excellence | Evaluation complete | Some delays experienced | Project on hold due to focus on BECS implementation |
Product Compliance to the Standards (Ensuring that patients receive products of the highest quality) |
>=95% | 97% | 99.35% | 100% |
% Red cells issues vs red cells ordered |
>99% | 99.42% | 98.8% | 99.4% |
Wastage – % of blood discarded |
<=5.6% | 3.11% | 3.2% | 3.86% |
