South African National Blood Service (SANBS)

A CORNERSTONE OF SOUTH AFRICAN HEALTHCARE SERVICES

SOUTH AFRICAN NATIONAL BLOOD SERVICE (SANBS)

TRUSTED

TO SAVE LIVES From drones to data to digital journeys, SANBS is leveraging the latest technologies and best practices to ensure it meets the blood-borne needs of South Africa’s healthcare scene Writer: Jonathan Dyble | Project Manager: Callam Waller

2 | Africa Outlook issue 78

HEALTHCARE

Imagine being a regular blood donor. Then imagine receiving an SMS text message telling you that today your blood was used to save the life of a 14-year-old child that was suffering from leukaemia.

“Saving a life is the greatest gift that anyone can give, and to let donors know that they are doing this would be truly special. It’s part of the reason why we’re looking to create a digital journey and act as a corridor in better connecting them with patients.”

Around the world, almost every industry is tapping into the transformative world of technology. In South Africa’s medical sector, this is no different.

The opening quote comes from Jonathan Louw, an individual who has been the Chief Executive Officer of the South African National Blood Service (SANBS) since January 2018.

Africa Outlook issue 78 | 3

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HEAD OFFICE TEL. +27 21 001 7188 | CAPE TOWN TEL. +27 21 555 6777 | JOHANNESBURG TEL. +27 11 928 8300 WWW.COURIERIT.CO.ZA

SOUTH AFRICAN NATIONAL BLOOD SERVICE (SANBS) In the near-two years since, he has helped to make a number of strategic adjustments that have seen the organisation modernise not just technologically but in a vast multitude of ways.

“Being a clinician trained in anaesthetics, I have always had a good understanding of transfusion medicine, as well as a number of friends and colleagues who are transfusion specialists themselves,” Louw reveals.

“Even before starting here, they would say to me that the good thing about SANBS is the fact that it ensures that blood is safe. But the problem is there’s not enough.

“I came in with that understanding, and we have set about trying to address that problem ever since.”

REAPING THE REWARDS OF BOLD CHANGE Quickly formulating a new strategic mission, the organisation has already taken great strides in making the present situation more manageable during the course of the past 22 months.

Adhering to global recommendations from the World Health Organization, SANBS has expanded its accessible blood reserves from just one or two days’ cover to five days’

cover, doing so through the pursuit of numerous initiatives.

“We’ve partnered with Nespresso to provide free, good tasting coffee in our donor centres, and now offer iron supplements free of charge, for example,” Louw states. “And we’re also placing a stronger emphasis on the role of our mobile units.”

In relation to the latter, SANBS has actively been leveraging data and new analytics capabilities, geo-mapping where particularly plentiful donor pools might be across South Africa and positioning its mobile units in these locations, making it easier for

INSIDE SANBS 82 years in the making, the South African National Blood Service is a notfor-profit organisation that provides the delivery of safe blood to all South Africans.

Its responsibilities include managing the entire blood transfusion value chain from collections, testing and processing to distribution to patients, its footprint spanning 185 sites around the country that are manned by more than 2,600 individuals.

The SANBS tests all blood donated for transfusion-transmissible diseases, blood grouping and patient compatibility using sophisticated processes and equipment to ensure the safety of blood, and it is rated amongst the best in the world in the provision of blood and blood-related products and services, as well as for its training and research efforts.

“EVEN BEFORE STARTING HERE, THEY WOULD SAY TO ME THAT THE GOOD THING ABOUT SANBS IS THE FACT THAT IT ENSURES THAT BLOOD IS SAFE”

6 | Africa Outlook issue 78

Excellence in Motion: Moving Parcels, Ideas and Communities into the 21st Century

C

ourierIT SA (Pty) Ltd (“Courierit”) is a South African courier business operating 13 branches country wide and an extensive network of integrated partners. In 2019, we were recognised as one of the leading express parcel businesses in our market, with virtually unmatched customer satisfaction and service integration. We have been in business for 18 years and from humble beginnings now operate one of the biggest, proudly South African courier businesses. We service South Africa, Africa and the world.

Our business strategy is to integrate seamlessly with our customers, serving their express parcel needs with flexibility, accuracy and customer centric business intelligence. This combination makes for long term mutually beneficial customer relationships and we pride ourselves on our customer retention.

Some of our customers have been with us for our entire existence and are still going strong. As a testament to Courierit’s customer centricity, we service the complete spectrum of clients, from small online start-ups and individuals to multi nationals and the public sector.

ability, parcel lifecycle visibility and reporting is tailored to each client’s specific needs. As a result, bespoke solutions are not the exception in our business, they are the norm.

We are very good at what we do, but that is not what makes us unique. What makes Courierit unique is its unmatched ability to unlock the value of our people. We encourage and incentivise solution based behaviour from our teams and in return we reap unmatched innovation and loyalty. Our teams value each other and in turn, our customers. We are exceptionally proud of our employee retention and development – most of our executives started life in our business, as drivers, data capturers and operations people.

When we look to the future, we use as dual guiding lights our “Why” – To Inspire and Empower so that We Improve Lives and Communities – and our motto – ‘Excellence in Motion’ – to navigate the path to sustainable valuable growth. Our ‘Why’ serves as our moral compass and our motto as a reminder that change is the only constant. How can we help you?

We take information and information centricity very seriously. We realised as a business (and perhaps ahead of the curve) that in the knowledge economy of the information age, the key to adding value to a client’s supply chain was not necessarily information – rather, it is the ability to give the client information which is relevant to it and its own value proposition.

In other words, give the customer the information which will enable it to maximise its value proposition, not a generic “one size fits all” solution. Our tracking

HEAD OFFICE +27 21 001 7188 | CAPE TOWN +27 21 555 6777 JOHANNESBURG +27 11 928 8300 | www.courierit.co.za

SOUTH AFRICAN NATIONAL BLOOD SERVICE (SANBS)

RAM Hand-to-Hand Couriers

Circulating blood for the SANBS Ensuring an adequate supply of safe blood is one of the major objectives of a National Blood Service. Efficient distribution and delivery of blood therefore becomes one of the key pillars to achieving this.

When it comes to delivering blood, RAM Hand-to-Hand Couriers has proudly partnered with the SANBS to deliver life-saving parcels for the nation.

those who are interested in backing the not-for-profit’s efforts to do so.

Combine this with the ongoing digital journey that Louw eludes to, not to mention efforts to provide new digital channels from which donors can interact with the organisation digitally, and recent innovations have proven to be particularly fruitful.

“If we look at 2018, we had about 440,000 donors,” Louw states. “Today, we’re looking at numbers closer to 570,000 annual donors.

“Resultantly, we’re now able to maintain five days’ cover, and even seven to 10 days’ cover in some cases.

Where before doctors weren’t getting the volumes of blood they required as often as 10 percent of the time due to shortages, we’re now proud to say that we’ve had zero cutbacks in the past nine months.

“Today, what the doctor needs is what the doctor gets.”

This achievement is all the more 8 | Africa Outlook issue 78

impressive considering the increase in demand that the organisation has experienced, up 15 percent already for 2019.

Yet it is not the only benefit that has been reaped from the organisation’s revolutionised model. Internal operations have also become both less frantic and more secure.

The CEO continues: “We’re now less frenzied, less hand to mouth, when it comes to collecting blood, not having to quickly run it through our systems before couriering reserves around the country in a relatively expensive way.

“We’ve been able to slow down. We don’t have to run overtime and night shifts consistently; we don’t have to work every public holiday and every Sunday. There’s less propensity to make mistakes and our costs have come also down, making us much more sustainable as a not-for-profit than we have been historically.

“It’s been a pretty good chapter to our story of late.”

Due to the temperature-sensitive nature of parcels within this channel, timely transport of blood and blood products is a critical component within the SANBS value chain, directly impacting service delivery to patients.

To this end, RAM-Hand-to-Hand’s fleet of validated, temperaturecontrolled vehicles, which are constantly monitored using calibrated temperature probes, are cool enough to maintain the conditions required for this life-saving healthcare resource.

Each of the RAM fit-for-purpose vehicles are manned by trained drivers and are fully compliant with the National Road Traffic Act. In addition, RAM Hand-to-Hand’s real-time monitoring and reporting, prioritisation of time-sensitive deliveries and sophisticated track and trace capability allow us to have full visibility of each SANBS multi-hamper during transit. This allows RAM to guarantee fast response times and security of their parcels.

“Working within this vertical, and supplying critical parcels that help save lives is particularly close to our hearts,” says Gail Mkele, Executive Director at RAM. “As a vessel to the safe and reliable transportation of SANBS parcels, we are committed to delivering this precious resource on time and within the specified temperature.”

www.ram.co.za

SOUTH AFRICAN NATIONAL BLOOD SERVICE (SANBS)

Franklin Covey FranklinCovey South Africa is part of the global FranklinCovey Partner network. We are a leader in performance improvement, we help organisation get results that require a change in human behaviour.

FOUR METRICS, ONE MISSION Jonathan Louw outlines the meaning and motivation behind the four key metrics from which SANBS evaluates its success. These are: 1) COST: “We benchmark the cost of our operations against the best players globally, leveraging programmes to reduce overheads through the use of technology, smarter processes and reduced wastage.”

2) QUALITY: “This pertains to blood safety by ensuring that patients get the appropriate quality blood, upheld though testing, new technologies, our donors and significant investment in existing processes and facilities.”

3) RELIABILITY: “This is to say, you wake up in the morning and you turn the tap on, and water comes out of it. Blood must be the same. You go to the petrol station in the knowledge that you will be able to refuel your vehicle. Blood must be the same.”

4) COVERAGE: “This speaks to universal healthcare, where every South African citizen must have equal access to blood. It is because of this metric that our drone task team was born.”

10 | Africa Outlook issue 78

Our passion and mission is to enable greatness in people and organisations everywhere. Over a period of nearly 3 decades, we have been privileged to work with thousands of organisations striving to achieve greatness. We have gone deep inside the operations of more than 500 of these organisations, examined and synthesised the data from more than 225,000 survey respondents, and worked with and analysed more than 2,000 work teams. We wanted to understand what constitutes great performance, what gets in the way of it, what conditions are necessary for it, and what a leader’s role is in achieving it. Through this process, we have learned a lot about the topic of organisational greatness and what does and doesn’t matter in getting there. Great performers simply did more with the hand they were dealt.

There are pockets of great performance in every organisation, and the great performers didn’t typically have more basic know-how than good performers.

Great performers were simply much more successful at institutionalising what they did know. They were better at execution; better at reducing inconsistency and getting the middle 60 percent of their operations their core performers - to operate at levels much closer to that of their top performers.

The South African National Blood Services is an organisation with whom we are currently working with. We are assisting the Medical Director and her team to implement The 4 Disciplines of Execution™ process (4DX). The 4DX is a codified process that help teams execute on their Wildly Important Goal (WIG). The WIG for the Medical Directors team is to improve patient outcomes by improving maternal mortality due to obstetric haemorrhaging. To achieve this WIG the team is engaged in three key battles – improve patient blood management, operationalise innovation by developing novel products and services, and adherence to SANBS regulations across the organisation.

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SOUTH AFRICAN NATIONAL BLOOD SERVICE (SANBS)

INNOVATIVELY ADDRESSING CRITICAL ISSUES Prompted by talk of financial sustainability, Louw turns his attention to some meaningful investments that SANBS has been freed up to make of late, owed to its renewed, more flexible approach.

Unsurprisingly, the drone project has recently been taking the spotlight in this domain.

Launched to provide better coverage – one of the organisation’s four key metrics of success alongside reliability, cost and quality – the drone programme harbours the sole purpose of transporting life-saving blood to needy patients in hard to reach, rural areas and address critical incidents within the golden hour.

Indeed, SANBS already has extensive coverage, its footprint spanning 12 | Africa Outlook issue 78

185 sites (including 84 blood banks) across South Africa. But for those regions that it has struggled to service until now, the drone programme is set to become game changing.

“We’re hopeful that the services provided by drones will be particularly useful in meeting the needs of remote hospitals that house midwifery units, where the presence of maternal mortality in South Africa is particularly high,” Louw affirms.

“Our country is 121st out of 138 countries on this metric, with 123 deaths per 100,000 lives – this needs to change.”

With the drone programme awaiting the imminent completion of its proof of concept before seeking civil aviation approval next year, the organisation has meanwhile been developing and implementing what it calls smart fridges – a second innovation that has a similar purpose.

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“These are essentially ATMs that dispense blood,” Louw reveals. “It’s not feasible that we can have a blood bank in every corner of the country, but we can fit these ATMs at smaller hospitals and send codes via SMS text messages to local healthcare workers.

They can then dispense the appropriate amount and type of blood for the specific needs of any patient.”

FOSTERING PROGRESSIVE COLLABORATION Indeed, SANBS is certainly heading in the right direction by pursuing such initiatives. But the organisation cannot take all the credit for them, its suppliers having played an equally crucial role in facilitating these developments.

From the technology powering the testing of every single blood donation for communicable diseases such as HIV to those supplying reagents used 14 | Africa Outlook issue 78

to separate blood into its various components, to the courier firms that assist in the transportation of products, SANBS is highly reliant on the fruitful relations it has with its partners across the board.

“The role of our partners is critical,” Louw affirms.

“They each need to respond to our countrywide footprint just as we do, and so are a crucial part of the journey when it comes to making sure blood is available all the time. They’ve really embraced our four metrics and strategy and for that we are grateful.”

Similar praise is also directed to the company’s staff – a team the CEO describes as dedicated and diversified.

“Investment in our workforce is a major focus here,” Louw continues.

“We make sure we recognise their contributions and give back wherever possible.

“The throughput time for single pooled cells antibody screening by the IH-1000 system is comparable with the Olympus PK7300 system.

The evaluation shows that antibody screening test by IH-1000 is more sensitive and specific for the detection of clinically significant antibodies as compared to the microplate haemagglutination method by the Olympus PK7300 system” K.S Ng, P.H Shu, S.S Chua, S Lam, D Teo Evaluation of BIO-RAD IH-1000 Fully Automated System for Unexpected Red Cell Antibody Screening for Donors Health Sciences Authority, Singapore

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For risks that are insurable, we perform the core duty of an insurance broker, which is to arrange risk transfer and placement of insurance policies in the best markets, at the most competitive terms and premiums.

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“We have a fully-fledged learning and development department that is used to train our own phlebotomists, employ hundreds of nurses and numerous doctors, and even has a highly specialised in-house team of consultants – experts in cellular therapy, cancers therapies and more.

“We also try to uplift local communities with an emphasis on broad-based black economic empowerment in our employment practices. And it’s an area we’ve made great strides in within recent years. We set a 2020 goal of having an 88 percent representation of previously disadvantaged groups and hit this earlier in 2019.”

As the latter target suggests, social responsibility is a major part of SANBS’s remit, further evidenced by the organisation’s self-imposed role as a key proponent of national skills development.

Not only does it support its own staff, but it also facilitates the training of other practitioners, particularly 16 | Africa Outlook issue 78

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SOUTH AFRICAN NATIONAL BLOOD SERVICE (SANBS)

LEADERSHIP FOCUS

JONATHAN LOUW With his grandfather a professor of obstetrics and gynaecology at the University of Cape Town, and father a general practitioner for many years, Jonathan Louw opted to follow in his family’s footsteps and train as a medical doctor.

Upon graduating the University of Cape Town in 1993, he moved to the UK and worked in St Mary’s Hospital in Paddington, London in the department of anaesthesia until 1999.

“At this point I had something of an early mid-life crisis and went to business school, completing an MBA,” Louw reveals. “Thereafter I joined the pharmaceutical industry with AstraZeneca – a job that took me all over the planet and eventually back to South Africa in Johannesburg.”

Here he joined the pharmaceutical business of South African listed conglomerate Tiger Brands named Adcock Ingram Holdings Bty Ltd after being headhunted to look after the organisation’s business development strategy. Rising through the ranks to become CEO, he stayed with the company through its IPO until 2014 before diversifying into the private equity space for a few years, largely in Dubai.

“Since that time, I’ve moved back to my home country once more to join the South African National Blood Service in January 2018 – a role I’ve held since then,” Louw states.

18 | Africa Outlook issue 78

those in the public sector, on the provision of blood and blood transfusion services, taking an active and engaging role in the wider community.

GOING ABOVE AND BEYOND Much like many of the organisation’s other initiatives, this is once again in the aim of ensuring the reliable, safe, widespread supply of blood and blood-related services across South Africa – SANBS’s overriding purpose, and the primary goal that it will continue to pursue moving forward.

This is not the only way in which it is hoping to progress, however, Louw also eluding to plans for further diversification into additional therapies.

“As the donor pool and amount of blood available has increased, we’ve naturally had to cater to more blood-related therapies, as well as increase our presence in cellular therapies such as those of stem cells,” he explains.

“The pressure from this continues to rise, so it will be an area we’ll be looking

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to address in the coming months.”

Further research efforts are also being attributed to the communicable diseases space, SANBS looking to assist national and global efforts in finding cures to HIV. “And it’s so important that we do so,” the CEO continues, “both to help save lives and protect the donor pool.

“In a market like South Africa where roughly 13.5 percent of the population is HIV positive, and there’s such a high burden of disease, the donor pool is actually much lower than the

population might suggest, meaning we’re having to look increasingly hard for eligible donors.”

Through continuing to collect more, continuing to improve coverage with innovative solutions, and journeying into new streams of cellular therapy products, the not-for-profit’s focus is broad to say the least for the coming year.

Yet despite the challenges that will come with such a heavy load, there is great cause for optimism at SANBS. The organisation has achieved a great deal during its transformation over

the course of the past two years, and current rates of improvement are only expected to accelerate as similar efforts emerge in the future.

“Obviously SANBS had been run a certain way for a great many years, but we’ve been experiencing a vast number of change processes – a lot of cultural change,” Louw reiterates in his concluding statements.

“Historically, less than one percent of the South Africa’s 57 million citizens have been active donors. Yet thanks to this change and the hard work of our donors, partners, staff and the general public, we’re now poised to exceed this threshold.”

SOUTH AFRICAN NATIONAL BLOOD SERVICE (SANBS) Tel: +27 (0) 11 761 9000 www.sanbs.org.za

Africa Outlook issue 78 | 19

SOUTH AFRICAN NATIONAL BLOOD SERVICE (SANBS) 02 Constantia Boulevard, Constantia Kloof,1709 Tel: 011 761 9000 customerservice@sanbs.org.za www.sanbs.org.za PRODUCED BY AFRICA OUTLOOK MAGAZINE