RESUMO
【Objective】 To investigate the establishment of a competitive performance evaluation management program for blood centers to ensure the blood supply. 【Methods】 A competitive performance evaluation system for Blood Donor Service Department of blood centers in eastern Shenzhen was established. The data concerning blood collection after (May to October 2021, the experiment group) and before (the corresponding period in 2020, the control) the launch of evaluation system was compared, including the proportion of total/novel blood donors in fixed donation sites, the donation rate of 400 mL and pre-collection deferral rate; collected units per shift, the average collection volume of staff, and the growth rate of per capita donation; the proportion of first-time/repeated/double-dose platelet apheresis donors; the proportion of transfer-in/transfer-out of red blood cells; the ratio of group to street blood donors. 【Results】 The proportion of total/novel blood donors in fixed donation sites(81.13% vs 75.87%), the donation rate of 400 mL(58.14% vs 57.91%) and pre-collection deferral rate(76.55% vs 65.92%) in the experimental group was higher than that of the control, while the proportion of pre-collection deferral was lower(18.87% vs 24.13%) (P<0.05). Compared by the control, the units collected per shift, the average collection volume of staff and the blood donation per capita at fixed sites in the experiment group increased by 54.29%, 52.21%, and 3.36% (P<0.05). The proportion of first-time platelet donors was greater than that in the control(43.90% vs 19.61%), while the proportion of repeated platelet donors was lower (56.10% vs 80.39%). The proportion of double-dose platelet donors was lower than that in the control(12.62% vs 22.19%) (P<0.05). The amount of red blood cells transfer-in was 0%, lower than 2.38% in the control group(P<0.05), while the amount of red blood cell transfer-out was 1.86%, higher than 0% in the control group (P<0.05). The proportion of group blood donors decreased from 24% to 15.19%, while street blood donors increased from 76% to 84.81% (P<0.05). 【Conclusion】 Proper competitive performance evaluation system can effectively mobilize employee motivation, improve the efficacy of blood collection and internal management, and ensure clinical blood supply.
RESUMO
【Objective】 To strengthen the detail management of plateletpheresis venipuncture so as to reduce repeated puncture and further retain apheresis donors. 【Methods】 1 930 donations, involving 324 donors(including 92 first-time donors), with conventional venipuncture from October 1, 2018 to September 30, 2019 (controls) were compared with 1 873 donations, involving 353 donors(including 101 first-time donors), with optimized venipuncture from October 1, 2019 to September 30, 2020(experiment). The repeated puncture rate of the two groups and that contributed by rotating and fixed phlebotomists, respetively, the profile of donors suffered several repeated puncture and the re-donation rate of first-time apheresis donors were analyzed. 【Results】 The rate of secondary puncture in the experimental group(1.07%, 20/1 873) was lower than that in the control group(3.52%, 68/1 930)(P0.05). Control group fixed blood collection nurses had secondary puncture rate(1.85%, 16/863)lower than rotation blood collection nurses(4.87%, 52/1 067)(P<0.05). Experimental group of the same blood donor observation period occurred 1, 2 and above the rate of secondary puncture [5.10%(18/353)、0.28%(1/353)] were lowerthan the control group [10.19%(33/324)、4.01%(13/324)] (P<0.05). the re-donation rate of first-time platelet donors(67.33%, 68/101)was higher in experimental group than in control group(50.00%, 46/92)(P<0.05). 【Conclusion】 The repeated puncture rate has been significantly decreased by strengthening the detail management of apheresis venepuncture, which promotes, caring for blood donors and conducive to the recruitment and retention of apheresis donors.