Our seven strategic objectives (iHEALTh) have been formulated to guide our execution. Their successful implementation will foster change and growth that translates into financial sustainability and successful accomplishment of the SANBS mission.

Our strategic priorities reflect:

• What will be achieved
• How success will be measured, i.e. strategic measures
• What will be done to achieve the strategy, i.e. strategic initiatives

Our strategy remains clear and sharply defined and is designed to future-proof our organisation. We have completed the first of a five year strategy in a period that represents an important milestone for the SANBS.

We continue to be an organisation on the move within a fast changing macro and micro environment and significantly affected by the outbreak of the pandemic as our financial year drew to a close in March 2020.

More so than ever, people and relationships remain our greatest assets. Innovation is our path towards future success and that is why iHEALTh is such an important part of our strategic thrust.

iHEALTh renders visible and measurable objectives. These objectives have been simplified from everyone’s collaborative input and understanding. As the SANBS, we have to ensure that we continuously align our human and financial resources to meet our strategic objectives and priorities as identified in this strategy. Anchored by our vision, mission and core values, our strategy for 2019 – 2024 is serving as a guide for our strategic alignment.

The strategy sets concise and measurable outcomes (See Performance against Strategy) based as it is on the standards and framework of the SANBS. Key to the success of the strategy is buy-in from everyone, including the Board, the executive committee and all employees.

Our mission statement “To reliably provide trusted blood products and services to all patients at a world class level of cost and quality while innovating new treatments to enhance human healthcare” embraces four key metrics – Cost, Quality, Reliability and Coverage – which are being actively measured and addressed in the strategic objectives of the business. These are described in detail below. In 2019/20 we further unpacked our strategic goals around these four metrics and agreed weighted indices to guide our performance. These also inform our thinking and assist the governance structures in their assessment of delivery vs the 5 year plan. Essentially each of these indices comprises a number of internal metrics and at least 1 external metric to ensure comparability with other blood services.

There have been no changes made to these metrics.