Strategy

Strategy Management
Sharing the Canadian Blood Services Experience
Sophie de Villers Vice-President, Strategy Management April 15, 2009
Content
Overview of Canadian Blood Services The CBS Change Agenda Strategy Management System Components
The Office of Strategy Management
Breakthrough Performance Sustaining Momentum and Continuous Improvement
Overview of Canadian Blood Services The CBS Change Agenda Strategy Management System Components The Office of Strategy Management Breakthrough Performance Sustaining Momentum and Continuous Improvement
Overview of Canadian Blood Services
Who is Canadian Blood Services?

Founded over 10 years ago, in 1998, to manage the blood supply system in Canada (outside of Quebec) For over 50 years, Canadian Red Cross operated Canadas blood supply system Early 1980s to mid 1990s:
tainted blood scandal largest public health crisis in the history of Canada
Culminated in the Krever Commission of Inquiry on the Blood System in Canada

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Facts at a Glance - Today

872,506: whole blood donations received 51,770: number of apheresis plasma donations received 36,179: number of apheresis platelet donations received 17,000: number of volunteers 454,103: total number of active donors 234,405: number of registrants in OneMatch 732: number of healthcare facilities served 4,700: number of employees C$935 million annual budget
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42 permanent collection sites 20,447 collection clinics 12 manufacturing centres; 3 blood-testing centres 11 bone marrow donor centres
Canadian Blood Services was born in an environment of failure and scandal
Since 1998, we have been engaged in transformation
Phase 1
(1998 to 2003)
Phase 2
(2003 to 2007)
Phase 3
(2007 to ongoing)
Crisis Manamgement
Restore trust Restore safety Rebuild core operations Stabilize facilities Manage crises Tactical management
Strategic Management
Become model for health care delivery in Canada From blood manufacturers to stewards of the blood system Embed strategy and quality excellence across organization
Strategy Management Renewal

New mandate no longer only a blood operator Sufficient time to evaluate the value of the system and identify opportunities for improvement
The 2005 CBS Change Agenda

from
Blood products Tactical, operational, crisis Resisted and not understood Short term, single source funding Inherited, ineffective, Responsive and limited visibility Manual Top down unclear benchmark Priorities and strategy unclear Mission EMT focus Implementation of Quality Systems Funding Infrastructure Medical R&D Core Processes Leadership Unit Cost People
to
Expanded products and services Longer term strategic dialogue Championed and owned Multi-source funding, strategic investments Refurbished, modern, purpose-built Targeted, strong and visible thought leadership Standardized and automated Identify, develop, empower Well defined, near benchmark Connected to the strategy
Corporate Strategy Map

Fulfill our Mission
to ensure we
The Change Agenda
Canadian Blood Services operates Canada's blood supply in a manner that gains the trust, commitment and confidence of all Canadians by providing a safe, secure, cost-effective, affordable and accessible supply of quality blood, blood products and their alternatives.
Safety C1. CBS provides us with safe products and services Operational Excellence C2. CBS manages an effective, efficient and trusted blood system for Canadians S5. Deliver the right product, at the right place, at the right time S6. Deliver efficiency and productivity gains Prepare for Tomorrow C3. CBS proactively prepares for the future S9. Identify and introduce innovative ways of doing business S8. Plan for the future S4. Optimize donor recruitment and retention S3. Enable the optimal use of product S7. Understand and assess the future
Customer Service Excellence
S2. Protect against risks

which drive
the Strategic Actions
S1. Monitor known and emerging hazards
Developing strategic assets

enable us to execute

E1. Develop our skills, talent and knowledge

E2. Support the business through information technology
E3. Develop the quality system and culture
Our Enabling Resources
R1. Ensure a healthy financial structure
R2. Build and sustain facilities that support our business requirements
Our Values: Safety, Integrity, Quality, Respect, Excelling, Accountability, Openness
April 2007
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Overview of Canadian Blood Services The CBS Change Agenda Strategy Management System Components:
Planning, Communicating, Managing, Reporting
The Office of Strategy Management Breakthrough Performance Sustaining Momentum and Continuous Improvement
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Planning
CBS has adopted a three part Balanced Scorecard system to 1) improve the management of strategy and 2) optimize corporate governance.
CEO Balanced Scorecard
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Common themes, cascaded to divisions, make strategic alignment more explicit
Planning
Fulfill our Mission
Safety Operational Excellence Plan for Tomorrow
to ensure we
Fulfill our Mission
which drive
to ensure we
Fulfill our Mission
which drive
to ensure we
Fulfill our Mission



E2. Support the business through information enable technology us to

execute
which drive
to ensure we
Fulfill our Mission




execute
which drive
to ensure we




execute
which drive




execute



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Planning
Details behind the Strategy Map

CBS has adopted a simple way to show what we are trying to achieve, how we plan to achieve it and the specific actions we are taking.
Strategy Map
Theme: Safety
Objective / Performance Advocate
Balanced Scorecard
Measurement Target
Action Plan
Initiative
C1. Safe products and services

C1. CBS provides us with safe products and services
C1a. Audit findings (manufacturing, other business lines)
Christian Choquet C1b. Recall events (E/As and PDIs )
C1a. 0 critical observations 25% annual reduction in major observations 25% reduction in other observations annually C1b. 0 extremes 25% reduction in recalls events (per quarter)
Illustration Only
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Planning
High-level process flow of the proposed initiative management process

Strategy Clear measurable goals
EMT
Councils identify performance gaps and drive new investment priorities
New Ideas
Project execution and management through gating process

Division pre-screen Council review and approval
CBS Master Prioritized Initiative Portfolio
Rejected Initiatives logged in change control database to maintain active inventory of all CBS initiatives
Outside of gating process and divisionspecific
Division Portfolio Manager
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Initiative Portfolio Management & Project Management

Fulfill our Mission
to ensure we
Strategy Management System Components

Operational Excellence C2. CBS manages an effective, efficient and trusted blood system for Canadians S5. Deliver the right product, at the right place, at the right time S6. Deliver efficiency and productivity gains Prepare for Tomorrow C3. CBS proactively prepares for the future S9. Identify and introduce innovative ways of doing business S8. Plan for the future S4. Optimize donor recruitment and retention S3. Enable the optimal use of product S7. Understand and assess the future
Safety C1. CBS provides us with safe products and services
Initiative Portfolio Management helps Canadian Blood Services choose the right initiatives
S2. Protect against risks

which drive
S1. Monitor known and emerging hazards



R1. Ensure a healthy financial structure
R2. Build and sustain facilities that support our business requirements
Our Values: Safety, Integrity, Quality, Respect, Excelling, Accountability, Openness
and Project Management helps Canadian Blood Services delivers initiatives the right way
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Communications
communicating strategy and performance results throughout the organization manages a variety of communication vehicles
Intranet, electronic news releases, newsletters, an anonymous Intranet-based forum for staff to ask executives questions, Annual Report
Communicating
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Strategic Councils Strategic Councils are theme-based

Safety, Operational Excellence, Prepare for Tomorrow Meet monthly for day Organized and chaired by VPs/COO Facilitated by OSM
Managing
Membership
Subset of Executive Management Team and subject matter experts
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Managing
Mandate of Strategic Councils

Identify and lead discussion on strategic issues, manage action items, and ensure follow-up Oversee performance initiatives and budget associated with each theme Ensure alignment with operational day-to-day activities and with activities under theme
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Reporting
From Performance Advocates to Strategic Councils From Strategic Councils to EMT CEO Report to Board Board Report to Corporate Members
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OSM
Strategic Alignment
Scorecard Management Organization Alignment Strategy Reviews Performance Reporting
Portfolio Management
Initiative Management Project Management Project Integration
Business Development
Strategic Planning new business
Strategy Communications
Strategy Communication Internal Communication
15 staff great development opportunity VP, Strategy Management reporting directly to the CEO manages processes and structure around development and execution of corporate strategy leads through business integration and partnerships
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Breakthrough Performance
I trust Canadian Blood Services to act in the best interests of the public.
Donors: 92% Public: 75%

IPSOS-Reid public opinion survey, Winter 2008
Public trust in the scandal ridden blood system measured < 50%
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Donor Satisfaction
I am satisfied with the overall donation experience in my last visit.

100% 75% 50% 25% 0% Pre-BSC
Top Box = 10 on a scale of 1 to 10
26%
43%
39%
60%
50%
53%
Post-BSC Satisfied Top Box
Now
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Hospital Satisfaction
Overall hospital satisfaction with CBS services

100% 17% 75% 50% 77% 25% 0% Pre-BSC
Top Box = 10 on a scale of 1 to 10
29%
32%
69%
67%
Post-BSC Satisfied Top Box
Now
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Monthly hospital order fill rates

Monthly RBC Order Fill Rates
100% 99% 98% 97% 96% 95% 94% 93% 92% 91% 90% 89% 88% 87% 86% 85% 84% 83% 82% 81% 80% 79% 78%
Sustaining ~ 98% order fill rate 13 week labour disruption
BSC program initiated national inventory system as major strategy post 9/11 inventory surge
20 01 /A pr 20 01 /Ju l 20 01 /O ct 20 02 /Ja n 20 02 /A pr 20 02 /Ju l 20 02 /O ct 20 03 /Ja n 20 03 /A pr 20 03 /Ju l 20 03 /O ct 20 04 /Ja n 20 04 /A pr 20 04 /Ju l 20 04 /O ct 20 05 /Ja n 20 05 /A pr 20 05 /Ju l 20 05 /O ct 20 06 /Ja n 20 06 /A pr 20 06 /Ju l 20 06 /O ct 20 07 /Ja n
Historic level of 80% order fill rate
Pre-BSC
Post-BSC
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Results amid change: the new model in action
CBS year-over-year increases in core funding have declined below the general Health Care rate yet we have delivered increased value to Canadians CBS has increased operational effectiveness. Collections have grown more than 30% since 1998
Whole Blood (27%) Plasmapheresis (40%) Plateletpheresis (180%)
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Overview of Canadian Blood Services The CBS Change Agenda The Office of Strategy Management Strategy Management System Components Breakthrough Performance Sustaining Momentum and Continuous Improvement
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Sustaining Momentum
Linking Strategy to Operations

Evolve the existing strategy management system to a more comprehensive strategy and performance management system
Form an explicit link between the strategic management system and the operational management system without getting drawn into day-to-day performance.
Operational Strategic
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Canadian Blood Services Business Lines

Transfusable Products Plasma Protein Products Stem Cells Diagnostic Services Knowledge and Education Organs and Tissues
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Current
New
Corporate Risk Profile Risks to CBS strategy

LIKELIHOOD
Almost certain (will occur once per year or more frequently) Likely (will occur once every three years) 33% chance in next year Possible (will occur once every ten years) 10% chance in next year Unlikely (will occur once every 30 years) 3% chance in next year Rare (will occur once every 100 years) 1% chance in next year
Sustaining Momentum
Risk Identification and Analysis

(risks threatening the achievement of strategic objectives)
Canadian Blood Services, Risk Matrix version 2007-09-28 (CRP FY2007/2008)
IMPACT
Definition
Insignificant
Can be absorbed within day-to-day operations
Minor
Hardly noticeable loss to CBS operations
Moderate
Noticeable loss to CBS operations in the short term
Major
Large loss to blood system over the medium term
Catastrophic
Beyond CBS' ability to manage; threatens the viability of blood system
Strategy Refresh
(risk as an input)
Risk Monitoring and Reporting

(within Strategic Performance Reporting framework)
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Sustaining Momentum
Performance Management Alignment

Canadian Blood Services Canadian Blood Services Organizational Strategy and Operating Plans Organizational Strategy and Operating Plans VISION STRATEGIC OBJECTIVES VISION //STRATEGIC OBJECTIVES
Work Unit or Team GOALS Work Unit or Team GOALS
Individual Individual OBJECTIVES OBJECTIVES STANDARDS STANDARDS
Performance management at CBS will help align what we are expected to do with the direction the organization is taking
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Closing Thoughts
CBS has come a long way in rebuilding the blood system in Canada and in gaining the trust of Canadians BSC helps to fundamentally change the way the organization is managed Sustained efforts required to engrain strategy execution as a core competency of every leader CBS continues to move forward as our mandate is expanded CBS continues to strive to be a model for healthcare delivery at a national scale
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Feb 10, 2009: Canadian Blood Services and TransAlta Tie as Overall Winner of 2009 National Awards in Governance
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Strategy Management

Sharing the Canadian Blood Services Experience

Sophie de Villers Vice-President, Strategy Management April 15, 2009

Breakthrough Performance Sustaining Momentum and Continuous Improvement

Overview of Canadian Blood Services

Who is Canadian Blood Services?

Culminated in the Krever Commission of Inquiry on the Blood System in Canada

Overview of Canadian Blood Services

Facts at a Glance - Today

Overview of Canadian Blood Services

Canadian Blood Services was born in an environment of failure and scandal

Since 1998, we have been engaged in transformation

Strategy Management Renewal

The 2005 CBS Change Agenda

Corporate Strategy Map

The Change Agenda

Customer Service Excellence

S2. Protect against risks

the Strategic Actions

S1. Monitor known and emerging hazards

Developing strategic assets

Developing strategic assets

Developing strategic assets

E1. Develop our skills, talent and knowledge

E2. Support the business through information technology

E3. Develop the quality system and culture

E2. Support the business through information technology

E3. Develop the quality system and culture

E2. Support the business through information technology

E3. Develop the quality system and culture

Our Enabling Resources

R1. Ensure a healthy financial structure

Our Values: Safety, Integrity, Quality, Respect, Excelling, Accountability, Openness

CEO Balanced Scorecard

Common themes, cascaded to divisions, make strategic alignment more explicit

Fulfill our Mission

Customer Service Excellence

Fulfill our Mission

the Strategic Actions

Customer Service Excellence

Fulfill our Mission

the Strategic Actions

Customer Service Excellence

Fulfill our Mission

Our Enabling Resources

Developing strategic assets

Developing strategic assets

Developing strategic assets

E2. Support the business through information technology

E3. Develop the quality system and culture

E2. Support the business through information enable technology us to

E3. Develop the quality system and culture

E2. Support the business through information technology

E3. Develop the quality system and culture

the Strategic Actions

Customer Service Excellence

Fulfill our Mission

Our Enabling Resources

Developing strategic assets

Developing strategic assets

Developing strategic assets

E2. Support the business through information technology

E3. Develop the quality system and culture

E2. Support the business through information enable technology us to