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OUR STRATEGY
OUR STRATEGY
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:
Our strategy remains clear and sharply defined and is designed to future-proof our organisation. We have completed the third of a five-year strategy in a period that represents an important milestone for SANBS.
We continue to be an organisation on the move within a fast changing macro and micro environment.
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 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 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. 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.
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:
Our strategy remains clear and sharply defined and is designed to future-proof our organisation. We have completed the third of a five-year strategy in a period that represents an important milestone for SANBS.
We continue to be an organisation on the move within a fast changing macro and micro environment.
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 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 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. 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.
Reliability, for SANBS, is a foundational value that aligns our organisation with the quality of being able to perform well, irrespective of the challenges that we encounter.
We maintain product and service reliability through:
Reliability, for SANBS, is a foundational value that aligns our organisation with the quality of being able to perform well, irrespective of the challenges that we encounter.
We maintain product and service reliability through:
Cost management is an important consideration. Over the past few years, operating costs have increased above inflation. We will strive to contain these costs going forward. Unpaid debts from government and private entities also need to be urgently reduced. Addressing these issues head on will ensure SANBS’ remains financial sustainable in the long run.
We will achieve reduced costs by:
Cost management is an important consideration. Over the past few years, operating costs have increased above inflation. We will strive to contain these costs going forward. Unpaid debts from government and private entities also need to be urgently reduced. Addressing these issues head on will ensure SANBS’ remains financial sustainable in the long run.
We will achieve reduced costs by:
Direct message and notifications systems have been enhanced and streamlined for an improved user experience. Staff log improvement opportunities to allow a proactive response. The quality team is integrated into the operational areas and is approached as advisory experts.
Optimal quality of SANBS is, and will be achieved through:
Direct message and notifications systems have been enhanced and streamlined for an improved user experience. Staff log improvement opportunities to allow a proactive response. The quality team is integrated into the operational areas and is approached as advisory experts.
Optimal quality of SANBS is, and will be achieved through:
It is imperative for SANBS to have its blood and blood products made available to all, irrespective of location.
As an organisation, we provide trusted blood products and services, and these need to be available to all patients. We also have to be able to meet growing expectations and demands.
We will extend coverage to all through:
It is imperative for SANBS to have its blood and blood products made available to all, irrespective of location.
As an organisation, we provide trusted blood products and services, and these need to be available to all patients. We also have to be able to meet growing expectations and demands.
We will extend coverage to all through: