ALKHIDMAT BLOOD BANK AND

DIAGNOSTIC CENTER

CHALLENGES AND FUTURE PLAN

DR NAVEED SHARIF

HEAD OF DEPARTMENT
BACKGROUND

• Alkhidmat Blood Bank and Diagnostic Center (ABDC) is

constituent part of Alkhidmat Hospital Nishtarabad Peshawar.
• Provides lab diagnostic, blood banking and thalassemia care
services
• AB|DC is ISO certified and registered with
• KP Healthcare Commission
• Blood Transfusion Authority
• Thalassemia Federation of Pakistan
BACKGROUND

• Mission of ABDC (Adopted from Al-Khidmat

Diagnostic Network)
• “ABDC will particularly support the better
Healthcare Services. It will be dedicated to
the service of humanity in all parts of the
country, welcoming the needy patients
without any discrimination.”
 • Clinical Lab
• Blood Bank
• Thalassemia Center
• Lab Collection Point
• Home Sampling
SERVICES • Phlebotomy

• Existing management of AB|DC is experienced,

qualified and competent to operate and manage
the center in accordance with policies of
Alkhidmat Foundation/Alkhidmat Health
Foundation.
INTRODUCTION

• Purpose:
• To present a comprehensive plan for the revamping and granting of autonomy
to the Alkhidmat Blood Bank and Diagnostic Center (AB|DC).

• Aim:
• To enhance the efficiency and capacity of the center in its mission to provide
quality diagnostic, blood banking and thalassemia care services to patients.

• Expected Outcome:
• By implementing these recommendations, a significant progressive impact
both on the organization and patient care.
OBJECTIVES

Enhance transparency: apply measures to improve overall transparency of

routine administrative, financial and diagnostic working of AB|DC.

Improve efficiency: implement measures to improve the efficiency and quality

of diagnostic, blood banking and thalassemia services.

Increase Capacity: Expand the center's capacity to reach the wider sections of
community for services of center.

Ensure Sustainability: Managing resources, finances, and operations in a way

that allows the center to provide quality care to patients without running into
major problems or shortages of supply.
CHALLENGES

• The following are key areas where certain challenges are noted
subject to current arrangement of AB|DC as subsidiary of
Alkhidmat Hospital Nishtarabad Peshawar (AKHP).
• Supply Chain
• Finance Management
• Human Resource
• Technical Aspects
• Marketing Activities
SUPPLY CHAIN

• Composition of purchase committee and technical input

• Processing of purchase order via main store, members of
purchase committee and DH office
• Limit of number of purchase order per day.
• SOPs for procurement are not available at AKHP.
• Local purchase
• 3 quotations
• Tender
FINANCE MANAGEMENT

• Non availability of Account officer in AB|DC since Feb 2023 and

management of accounts by Finance Department AKHP
• Un-precedented delay of payments of invoices of vendors
and risk of suspension of supplies due to centralize
management of finances.
• Outward transactions in accounts of AB|DC and Thalassemia
Center are made CENTRALLY
FINANCE MANAGEMENT

• 40 million PKR is receivable of AB|DC on account of Sehat

Sahulat Pakistan program
• No access to details of accounts and hindrance in planning for up
gradation of AB|DC
• Lack of annual budget preparation
• Priorities of payments are decided without technical knowledge
and results in inconsistencies.
HUMAN RESOURCE

• Reduction human resource in home sampling section due to non -

hiring
• More than 08 employees who have resigned from services in AB|DC due to
their personal reasons.

• Repeated requests of lab internees, bike rider (evening shift) and

Account Officer for AB|DC were forwarded but it was not
processed.
• Vertical correspondence with managerial staff of AB|DC is
promoted by DH office
• HOD AB|DC is excluded from consultation in certain matters.
TECHNICAL ASPECTS

• Prohibited tests
• Typhi-DOT
• Screening by ICT

• Management of AB|DC stressed for reduced turnaround time of

lab tests against the recommended guidelines.
• Request of initiating new services/tests for research students is not
approved. Referred to Management Committee never put on
agenda of Management Committee.
TECHNICAL ASPECTS

• Placement of updated version of equipment and approval of

revised rates by vendors is unnecessarily delayed
• Managerial role in processing.

• Request of revision of prices of lab tests were initiated in

December 2022 but it only reached to conclusive decision in
September 2023 due unnecessary delay.
MARKETING AFFAIRS

• Marketing manager is frequently assigned the additional duties

without the knowledge of management of AB|DC.
• Duties of event organizer which includes different organizational ceremonies,
social gatherings and field duties.
• Hindrance in achieving daily and monthly targets.

• Monetary compensation in form of travelling allowance are not

revised despite of several requests.
• Both the in-city and out station visits for referral network are ineffective.
MARKETING AFFAIRS

• Mobile application for home sampling is pending till date despite

of approval from Management Committee.
• Social media marketing is kept centralized and no rights are
permitted to Marketing Manager to handle the exclusive social
media pages for AB|DC marketing.
• Need for increasing the human resource for marketing is shared
with upper management but no approval.
RECOMMENDATIONS

• AB|DC should be administered as autonomous unit under the rules and

regulations of Alkhidmat Foundation/Alkhidmat Health Foundation.
• Due to unique nature and future business potential, the laboratory of
Alkhidmat Hospital Nishtarabad was upgraded to ‘Alkhidmat Blood Bank
and Diagnostic Center’ by President AKF KP via Ref. no. AF/Health-1947
dated 30/04/2013.
• Several Alkhidmat Diagnostic Centers are managed independently and performed excellently
since their inception e.g. Alkhidmat Diagnostic Centers in Multan, Faisalabad, Lahore,
Karachi etc.

• SOPs of Alkhidmat Diagnostic Network are issued by Alkhidmat Health

Foundation which have defined the operational manual, organogram; and
role & responsibility of management
BUSINESS MODEL
Proactive not reactive
DIAGNOSTIC CENTER
CONTEMPORARIES
 Hospital based lab
Tests/investigations are
primarily referred from
attached hospitals
Focus on initiating in house
new specialties and clinics to
increase referral of
tests/investigations
Infrastructure and facilities
BUSINESS MODEL OF MEDICAL
LABORATORIES
Standalone lab
Tests/investigation are primarily
referred from community
Focus on engaging outside
hospitals, labs, clinics to
increase the referral of
tests/investigations
Marketing and networking
 Current Recommendations

Home sampling
Home sampling upgradation
02 lab staff
Collection point Networking with other centers
01 Collection point at strategically
Referral network identified areas
04 Alkhidmat network
05 other labs
Marketing
Marketing
01 Marketing assistant
Social media

STAND ALONE LAB – AB|DC

PROSPECTIVE
STANDALONE LAB – AB|DC
PROSPECTIVE
• Marketing
• Develop as marketing department with specific goals and objective
• KPI and continuous monitoring
• Monthly, quarterly and annual targets
• Facilitate with human resource, social media platforms, mobile application
• Marketing officers/Assistants with specific job descriptions
• Designing and execution of awareness campaigns
• Utility of electronic, print and social media platforms
• Budget allocation
• Market analysis and planning
STANDALONE LAB – AB|DC
PROSPECTIVE
• Home Sampling Upgradation
• Establish as home sampling section
• Enhance the human resource
• Focal trainings on
• Technical skills
• Communication skills
• Marketing skills
• KPI on the basis of feedback from patients
STANDALONE LAB – AB|DC
PROSPECTIVE
• Networking

• Alkhidmat Network
• Unique nature of AB|DC due to Alkhidmat Foundation Brand and network
• Hospital 13, Health clinic 05, Diagnostic Center 04, Blood Bank 03,
Thalassemia Center 03.
• MoU with all relevant units
• Centralize contract for courier service
• KPI on the basis of referral tests
STANDALONE LAB – AB|DC
PROSPECTIVE
• Networking

• Other Centers, Labs And Clinics

• Survey and identification of potential areas
• Monthly targets to marketeers
• KPI on the basis of referral of tests
• Educational institutes
• Different institutes and universities lack high end technology and
equipment
• Students research project can be run as commercialized services
STANDALONE LAB – AB|DC
PROSPECTIVE
• Collection point
• Strategically identified areas
• Hospitals and medical centers
• Joint venture with Alkhidmat Pharmacy
HOSPITAL BASED LAB – AKHP
PROSPECTIVE

Current Facilities Recommendations

Consultant clinics and Convert General OPD to filter clinics

exclusive indoor facilities of Referral to specialist clinics
Establish department
Gyne/Obs
Qualified consultants (with extended hours
Pediatics availability)
Trainee Registrars (24/7)
Consultant clinics and joint
Exclusive wards
indoor facilities of
Specialties
Medicine and allied Cardiology, Nephrology, Pulmonology, Endocrinology,
Neurology
Surgery and allied
Urology, Neurosurgery
Upgrade ICU, CCU
EMERGENCY DEPARTMENT
BLOOD BANK
REGIONAL BLOOD CENTER

• Only Alkhidmat Blood Bank registered with KP Blood Transfusion Authority

• Quality blood banking services
• Alkhidmat Network
• MoU signed with four centers
• Provision of blood products, a potential sustainability model
• Marketing of Blood Banking Services
• Ethical compliance
• Extending services to Hospital and Medical Centers
THALASSEMIA
CENTER
 Registered with thalassemia
federation of Pakistan

INTRODUCTION
Free of cost services
• Blood transfusion
• Iron chelation therapy
• Medical and surgical consultation
• Diagnostic seriveis
• Food and social support

Almost 500 registered patients

FUTURE PLAN

• Develop following sub sections

• Thalassemia Care
• Provision of clinical care to thalassemia patients
• Resource Mobilization
• Approach individual and organization for collection of donations both in
cash and in kind
• Blood donation camps and awareness
• Arrange blood camps
• Arrange activities for thalassemia prevention.
• Annual Calendar
• Donor Conference
THALASSEMIA
DONOR
CONFERENCE
2024
Area/Assignment Assignments/Tasks
Media  Campaign will be launched in 03 Phases through Social, Print
Committee and Electronic media posts, interviews & news and
advertisements.
 Printing and designing of material related to conference.
o Profile book: beside on year activities, it should include
financial details/cost of services and previous donations
 Meeting with associations of media persons
 Press conference
 Interview and half color pages in newspaper
 Placement of donors boxes at academic institutes, shops and
shopping malls
 Placement of advertisement standee at academic institutes and
cooperate sector, shopping malls
 Videos recording of activities of pre-conference
Area/Assignment Assignments/Tasks
PR/invitation Committee  Guest list draft
o Doctors
o Lawyers
o Industrialists
o Educationists
 Announce teams for visits with guests.
 Feedback from guests before conference.
 Follow up from guest after conference.
 Arrange visits of representative of different associations and
organizations
o Doctors, lawyers, media persons, educationist associations
and organizations.
AREA/ASSIGNMENT ASSIGNMENTS/TASKS
Program Committee  Venue/Logistics
 Refreshments
 Stage content
 Audiovisual

Pre-donor conference  Corner meetings in different sector e.g.

activities Committee
government offices, education institutes,
business and trade centers
 Constitutions of units and development of
volunteer program
THANKS