CBMTG Strategic Plan 2014 to 2017 - cdn.ymaws.com€¦ · sessions. The end result of these meetings was: a strategic plan, a strategic action plan, a governance man-ual, and a policy

CBMTG Strategic Plan 2014 to 2017

Canadian Blood and Marrow Transplant Group

CBMTG STraGTeGiC Plan 2014 – 2017 2

Contents

INTRODUCTION............................................................................. 3

CONTEXT.FOR.STRATEGIC.PLANNING........................................... 3

STRATEGIC.PLANNING.PROCESS................................................... 4

ENVIRONMENTALSCANSUMMARY........................................ 4

SOARANALYSIS....................................................................... 4

INTERVIEWS............................................................................. 5

SURVEY.................................................................................... 5

ENVIRONMENTALSCANOVERVIEW......................................... 5

STRATEGIC.PLANNING.RESULTS.................................................... 6

VALUES&PHILOSOPHY............................................................ 6

MISSION.................................................................................. 6

VISION..................................................................................... 6

STRATEGICPRIORITIES............................................................. 6

ORGANIZATIONSTRUCTURE.................................................... 7

STRATEGYMAP....................................................................... 8

APPENDIX.1:.STRATEGIC.ACTION.PLAN......................................... 9

APPENDIX.2:.SUMMARY.OF.INTERVIEWS.................................... 10

APPENDIX.3:.SUMMARY.OF.SURVEY............................................11


Introduction

FirstLeadershipwasengagedinAugust2013toassisttheexecutiveoftheCanadianBloodandMarrow

TransplantGrouptocompleteitsstrategicplan.FirstLeadershipconsultantsworkedincollaborationwith

theassociationexecutivedirectorandexecutivecommitteetodesigntheapproachandcollectinformation

foranenvironmentalscan.Interviewsandsurveyswereconductedtoinformthestrategicplan.Thesein-

terviewsandsurveyswereconfidentialandnoindividualsareidentifiedinthefindings.

Strategic planning sessions were held October 26 and 27, 2013 and January 11 and 12, 2014. At the

strategicplanningsessionheldOctober26and27,2014anenvironmentalscanwaspresentedbasedon

interviewsofboardmembers,theexecutivedirectorandstakeholders,aswellasasurveythathadelicited

responsesfrom25%ofthemembership.TheexecutiveworkedwiththeconsultantusingtheSOARstra-

tegicplanningframeworktogeneratethinkingthatwouldclarifyvalues,mission,vision,strategicpriorities

andtheorganization’sstructure.Theconversationsofboardmembersandtheexecutivedirector inthe

planningprocessproducedthecontentofthestrategicplan.Theconsultantusednotesfromthesessionto

developthisfirstdraftstrategicplaninordertoassisttheboardintheirnextsteps.

Theexecutivecommitteeagreedthatfurtherdiscussionwasnecessaryandasecondstrategicplanning

sessionwasorganizedforJanuary11and12,2014.TheCBMTGexecutivedirectorandsecretaryworked

alongsideFirstLeadershipconsultantstodesigntheagendaoftheJanuary11and12strategicplanning

sessions.Theendresultofthesemeetingswas:astrategicplan,astrategicactionplan,agovernanceman-

ual,andapolicymanual.Thesedocumentswillbepresentedtothemembershipinadvanceofthe2014

annualgeneralmeeting.

Astrategicplanisanimportantdocumentfortheboardofdirectors,staff,committeemembersandthe

membershipofanorganization.Aneffectivestrategicplanningprocesswillexamineandmakeinformed

projectionsaboutenvironmentalrealitiestoanticipateandmakechangebyclarifyingitsvision,values,mis-

sionandgoals.Theplanisaclearstatementoftheboard’sintentaswellasexpectationsforstaff,volunteer

committeesandpartners.Itprovidesamessageabouttheshortandlongtermaimsforthemembership

andothersintheirenvironment,includingthepublic.Theprocessofplanningisatimetothink,consider

possibilities,reframeobstaclesandseekconsensusondirectionsandactions.


Context For Strategic Planning

The previous CBMTG Strategic Plan (February2011),articulatedavision,amissionandfourstra-tegicdirections.Thefourstrategicdirectionsfromthepaststrategicplanareoutlinedbelow:

I. Fosterandincreasemulti-disciplinary involvement

II. Increasenetworkingandcommunications

III. Expandinfrastructure

IV. Externalrelationsandadvocacy

Overall the strategic plan guided CBMTG for thepasttwotothreeyearsandmuchhasbeenaccom-plished.Thecurrentdraftbuildsuponthisplanandmakes several significant adjustments to vision,mission,valuesandstrategicdirections.

Board Strategic Planning Process

Abriefoverviewofmaterialpreviouslypresentedtotheboardtostimulateconversationaboutstra-tegicissuesisprovidedbelow.

ENVIRONMENTALSCANSUMMARY

Anenvironmental scan isaprocessofcollecting,analyzinganddistributing informationfor tacticalandstrategicpurposes.Thepurposeofanenviron-mental scan is toprovideplannerswith strategicintelligencebyevaluatingpotential significanten-vironmentaltrendsandchanges.Itgathersfactualand subjective information from relevant sourcestoenableadaptiveplanningbeforetrendsarefullydeveloped.Informationgatheredmaybeintermsof issues, expectations, events, organization abil-ities, infrastructure, human resources, structure,systemsandimpact.Atbest,ascanisasnapshotforconsideration.

To obtain information for the scan, interviews ofboard members, two senior members of CBMTGandtheexecutivedirectorwereundertaken.Boardminutes and the previous strategic plan were re-viewedandasurveyofmembershipwasconducted.

SOARANALYSIS

SOAR (Strengths,Opportunities,AspirationsandResults)isbasedonappreciativeinquirywhichin-volvesthediscoveryofwhatgiveslifetoasystemwhen it is most effective and constructively ca-pableineconomic,ecologicalandhumanterms.It isalsoaprovenapproach forgeneratingnewenergy and ideas for organizations. When con-ductingaSOAR analysis, thebasicquestions tobeansweredare:

I. Whatareourgreateststrengths?

II. Whatareourbestopportunities(and mainchallenges)goingforward?

III. Whatisthepreferredfuturethatwe aspireto?

IV. Whatarethemeasurableresultsthatwill telluswearemovingtowardthevision ofthefuture?

The SOAR analysis framework depicted belowcombined findings from the interviews and themembership survey.Overall, it is fair to say thatthevastmajority(i.e.,boardexecutiveandmem-


bership) see the same strengths, opportunities/challenges, aspirations and results to measure.Goingforward,thereissupportforresearch,thebonemarrowregistry,education,webinars,SOSI-DO,theCBMTGconference,growthofmember-ship, building partnerships, enhancing financialstatusandobtaininggreatervisibilityforCBMTG.Manywantthedirectionoftheorganizationclar-ifiedaswellasthebenefitsofmembership.Therearesomequestionsaboutholdinganannualcon-ferenceandhowtoattractmorephysicians intothefield.

INTERVIEWS

Intotal,sixexecutivecommitteemembers,theex-ecutivedirectorandtwoadditionalindividualswho

havehadlongrelationshipswithCBMTGwerein-terviewed. The interview guide had seven basicSOARquestionsthatmostoftenelicitedexpansive,thoughtful answers. See appendix two for moredetailedanalysisoftheinterviews.

SURVEY

Therewere44responsestothesurveyrepresent-ingabout25%oftheCBMTGmembership.Thisisanacceptablethoughnotstellarresponseratethatdoes provide useful information to augment theinterviewfindings.SurveyMonkeytechnologywasusedandrespondentsseemtofindthatrelativelyeasytouse.Seeappendixthreeformoredetailedanalysisofthesurvey.

ENVIRONMENTALSCANOVERVIEW

StrengthS OppOrtunitieS & ChallengeS

• SIZABLEINTERPROFESSIONALMEMBERSHIP

• CLINICALTRIALS

• BONEMARROWREGISTRY

• CONFERENCE

• PEOPLE,ORGANIZATION&WORK

• FINANCIALSTATUS

• EDUCATION&COMMUNICATION

• GROWINGMEMBERSHIP

• FUNDING

• BONEMARROWREGISTRY

• PARTNERSHIPS

• CONFERENCEAPPEAL

• EDUCATIONALRESOURCES

• NATIONALANDINTERNATIONALVISIBILITY

aSpiratiOnS reSultS tO MeaSure

• CLARIFYDIRECTION

• GROWMEMBERSHIP

• FINANCIALSTABILITY

• PARTNERSHIPS

• ENHANCECOMMUNICATION

• STIMULATERESEARCH

• ROYALCOLLEGEDESIGNATION

• STRATEGICPLANIMPLEMENTATION

• FINANCIALS

• MEMBERSHIP

• COMMUNICATION&EDUCATION

• CONFERENCEATTENDANCE

• CLINICALTRIALS

• HUMANRESOURCES(“manpower”)


BOARD STRATEGIC PLANNING RESULTS

VALUES&PHILOSOPHY

Anintroductoryquestionposedtotheboardin-volvedthevaluestheyshared.Valuesareimport-ant because they help to clarify the vision andthe business of the organization. The initial listofvaluesgeneratedfromtheinterviewsandsur-veywasdiscussed.Basically,theexecutiveagreedwiththelistbutandtheexecutiveagreedtothefollowingvalues:

Excellence,innovation,integrity,collaborationandprofessionalismincare,educationandresearchinbloodandmarrowtransplant.

Within the discussion of values, a philosophyseemedevidentasfollows:

CBMTGbelievesthateverypatienthasarightofequalaccesstothehighestqualityoflifesavingcarethatcanbeprovidedbybloodandmarrowtrans-plantprofessionalsinCanada.

MISSION

Theexecutivefinalizedthefollowingmissionstatement

TheCanadianBloodandMarrowTransplantGroupisthevoiceofexpertsworkinginthefieldofbloodandmarrowtransplant.

VISION

Thesessiononvisionandmissionwasthoughtfulandgenerative.Theexecutivebuiltoneachother’sideas.Thefollowingvisionwasagreedupon:

Canadawillbethebestplaceintheworldtohaveabloodandmarrowtransplant.

STRATEGICPRIORITIES

The strategic priorities for the organization werefinalizedattheJanuary11and12meeting.Thesestrategicpriorities formed thebasisof theactionplanandareoutlinedbelow.

EDUCATION

Providing high quality educational programs thatadvancethepracticeofbloodandmarrowtrans-plantationinCanada.

RESEARCH

Establish and organize an effective and sustain-able research infrastructure for translational andclinicalresearch.

OUTREACH

Increase the visibility and influence of CBMTGamongmembersandthepublic.

FINANCIAL CAPACITY

Tosupport,education,researchandoutreachini-tiativesthroughfundraising,partnershipsandtheestablishmentofacharitableorganization.


ORGANIZATIONSTRUCTURE

Duringconversationaboutstrategicdirectionquestionsaboutorganizationstructurearose.Thefollowingorganizationstructurewasderived.Thepurposeofthisneworganizationstructureistosupportthead-vancementofthestrategicplan.Furtherdetailswithregardstoimplementingthisnewstructurecanbefoundintheorganization’sgovernancemanual.

CBMTG BOarDCBMTG ExECUTIvE COMMITTEE:

President(ChairoftheBODandexecutivecommittee),PastPresident,PresidentElect,Treasurer,Secretary,andExecutiveDirector(ex-officio)

+

DIRECTOR OF RESEARCH AND DIRECTOR OF EDUCATION

CBMTG HEAD OFFICE

(ReportstoBODviathePresident)

RESEARCH COMMITTEES

(ReportviaDir.Research)

NationalRegistrySteeringCommittee

ClinicalTrialsNetwork

SmallBudgetResearchGrants

Committee

SymposiaPlanningCommittee

Psycho-SocialSpecialInterestGroup

Other

WebinarPlanningCommittee

NationalConferencePlanningCommittee

EDUCATION COMMITTEES

(ReportviaDir.Education)

SPECIAL INTEREST GROUPS

(ReportviaSecretary)

FOUNDATION COMMITTEE

(ComprisedExecutiveandtwopatientrepresentatives.

ReportviaPresident)

LaboratorySpecialInterestGroup

PediatricBMTSubcommittee


STRATEGY MAPTocomplete the strategymapbelow,goals foreach strategicdirectionandactionplansdevelopedbycommitteesareneeded.

Strategy Map 2014 – 2017 – StrategiC plan Overview

MISSIONTheCanadianBloodandMarrowTransplantGroupisthevoiceofexpertsworkinginthefieldofbloodandmarrowtransplant.

VISION Canadawillbethebestplaceintheworldtohaveabloodandmarrowtransplant.

VALUESCBMTGiscommittedtoexcellence,innovation,integrity,collaborationandprofessionalismincare,educationandresearchinbloodandmarrowtransplant.

PHILOSOPHYCBMTGbelievesthateverypatienthasarightofequalaccesstothehighestqualityoflifesavingcarethatcanbeprovidedbybloodandmarrowtransplantprofessionalsinCanada.

StrategiC DireCtiOnS

EDUCATIONProvidinghighqualityeducationalprogramsthatadvancethepracticeofbloodandmarrowtransplantationinCanada.

RESEARCHEstablishandorganizeaneffectiveandsustainableresearchinfrastructurefortranslationalandclinicalresearch.

OUTREACH IncreasethevisibilityandinfluenceofCBMTGamongmembersandthepublic.

FINANCIAL CAPACITY

Tosupport,education,researchandoutreachinitiativesthroughfundraising,partnershipsandtheestablishmentofacharitableorganization.


APPENDIx 1: STRATEGIC ACTION PLAN

StrategiC priOrity gOal aCtiOn iteMS

EDUCATION

ProvidinghighqualityeducationalprogramsthatadvancethepracticeofbloodandmarrowtransplantationinCanada

developinfrastructurefornationalconference

evaluationofCBMTG’seducationalactivities

Provideonlineeducationalresources

createstandardsandguidelines

positionCBMTG’sannualconferenceasthefocalpointforothermeetings

investigatethefeasibility/needtohaveBMTberecognizedbytheRoyalCollegeasaspecialty

examinetheGVHDsymposiumplanningstructure

maximizetheuseofSosido;assessSosido

RESEARCH

Establishandorganizeaneffectiveandsustainableresearchinfrastructurefortranslationalandclinicalresearch.

recruitandfosterthedevelopmentofnewresearchers

supporttheCBMTGnationalregistry

supportthedevelopmentofinfrastructurefornationalclinicaltrialsprogram

OUTREACHIncreasethevisibilityandinfluenceofCBMTGamongmembersandthepublic.

developanadvocacypolicy

developpositionstatementsonrelevantissueswithBMT

developstrategyforhowtheassociationwillengagewithpatients

developpartnershipswithrelevantorganizations–CBS,CANO,Héma-Québec

strengthentieswithothertransplantorganizations(ASBMT,BMTCTN);investigateopportunitiestotrain

buildawarenessofCBMTGtograntingagencies

createanoutreachpolicy

FUNDRAISINg

Tosupport,education,researchandoutreachinitiativesthroughfundraising,partnershipsandtheestablishmentofacharitableorganization

establishandimplementanannualfundraisingplanaimedatthegeneralpublic

createapublicawarenesscampaignfocusedonhowBMTcaresaveslives,findingdonors,improvingpatientoutcomes,highlightingthatweareworldleaders,providinghopetopatientsandfamily


APPENDIx 2: SUMMARY OF INTERvIEWS

Intotal,sixexecutivecommitteemembers,theexecutivedirectorandtwoadditionalindividualswhohavehadlongrelationshipswithCBMTGwereinterviewed.TheinterviewguidehadsevenbasicSOARquestionsthatmostoftenelicitedexpansive,thoughtfulanswers.

I. WhatarethemostimportantaccomplishmentsofCBMTGoverthepastfiveyears?

II. Whatarethetopthreestrengthsoftheorganization?

III.Whatthreewisheswouldyouhavefortheorganization?

IV.WhatarethemostsignificantchallengesCBMTGwillfaceoverthenextfewyears?Ranktheimportanceofthesechallenges(i.e.,first,second,third,etc.).

V. WhatarethemostsignificantopportunitiesforCBMTGoverthenextfewyears?

VI.WhatdomembersandpotentialmemberswantmostofallfromCBMTG?

VII.WhatresultsshouldCBMTGtrackandmeasuretoinformitsdecisionmaking?

TheinterviewsprovidedagreatdealofgoodthinkingthatissummarizedbelowintheSOARChart(Figure1).Thecapitalizedheadingsrepresentthethemesheardfrequentlythatemergedfromtheinterviews.MoredetailedinterviewresponsestotheSOARquestionsarepresentedbelowintheAppendix(Figure2).

FIGURE1.

StrengthS OppOrtunitieS & ChallengeS

1. SIZABLEINTERPROFESSIONALMEMBERSHIP

2. CLINICALTRIALS

3. BONEMARROWREGISTRY

4. CONFERENCE

5. PEOPLE,ORGANIZATION&WORK

6. FINANCIALSTATUS

7. EDUCATION&COMMUNICATION

1. GROWINGMEMBERSHIP

2. FUNDING

3. BONEMARROWREGISTRY

4. PARTNERSHIPS

5. CONFERENCEAPPEAL

6. EDUCATIONALRESOURCES

7. NATIONALANDINTERNATIONALVISIBILITY

aSpiratiOnS reSultS tO MeaSure

1. CLARIFYDIRECTION

2. GROWMEMBERSHIP

3. FINANCIALSTABILITY

4. PARTNERSHIPS

5. ENHANCECOMMUNICATION

6. STIMULATERESEARCH

7. ROYALCOLLEGEDESIGNATION

1. STRATEGICPLANIMPLEMENTATION

2. FINANCIALS

3. MEMBERSHIP

4. COMMUNICATION&EDUCATION

5. CONFERENCEATTENDANCE

6. CLINICALTRIALS

7. HUMANRESOURCES


APPENDIx 3: SUMMARY OF SURvEY

Therewere44 responses to thesurvey representingabout25%of theCBMTGmembership.This isanacceptablethoughnotstellarresponseratethatdoesprovideusefulinformationtoaugmenttheinterviewfindings.SurveyMonkeytechnologywasusedandrespondentsseemtofindthatrelativelyeasytouse.

Theprimary rolesofrespondentsarenotedbelow:

Physicians 15 LabTechnologists 12

Researchers(PhD) 3 SocialWorkers 1

Nurses 9 Pharmacists 4

ranking Of CBMtg’S StrengthS

1. CBMTGMEMBERACCESSTOSOSIDO n=27

2. MEMBERSHIPVOICE n=26

3. HIGHQUALITYEDUCATIONALOPPORTUNITIES n=25

4. ANNUALCONFERENCE n=24

5. RESPECTEDNATIONALLY/INTERNATIONALLY n=22

6. BONEMARROWREGISTRY n=21

7. CLINICALTRIALS/GRANTS n=21

8. CBMTGCOMMUNICATIONTOMEMBERS n=18

OppOrtunitieS & ChallengeS iDentifieD By reSpOnDentS

1. FUNDINGACTIVITIES n=27

2. ExPANDEDUCATIONALOPPORTUNITIES n=24

3. DEVELOPPARTNERSHIPSWITHOTHERSTEMCELLGROUPS n=23

4. IMPROVECBMTGCOMMUNICATIONTOMEMBERS n=20

5. USEREGISTRYDATATOINFLUENCERESEARCHANDPOLICY n=19

6. DEVELOPPRACTICESUPPORT n=19

7. INCREASEMEMBERSHIPSIZE n=18

8I. DEVELOP&IMPLEMENTSTANDARDS&GUIDELINES n=15

9. INCREASEPUBLICAWARENESS n=15

10. PATIENTADVOCACY n=15

11. DEVELOPCUTTINGEDGERESEARCHPROPOSALS n=13

12. ROYALCOLLEGEDESIGNATIONANDACCREDITATION n=12


PlantoattendtheCBMTG Annual Conferencebyprofessionalgroup:

n=44 yeS nOhaven’t DeCiDeD yet

reaSOnS fOr inDeCiSiOn

Physicians

n=15

(34%)

47% 13% 40%

n=475%–scheduleconflict25%–lackofnoveldata

Lab Techs

n=12

(27.3%)

25% 25% 50%

n=683%–notfundedtoattend17%–lackoflaboratoryrelateditems

Nurses

n=9

(20.5%)

30% 30% 30%

n=450%–notfundedtoattend25%–completingdissertation25%–conferencepreferableonceevery2yearsduetoothertransplantconferences

Pharmacist

n=4

(9.0%)

100%

n=2100%–requireshiftcoverage

Researchers

n=3

(6.8%)

33% 33% 33%

n=250%–notfundedtoattend50%–notbestforumforpresentingcurrentdata

Social Worker n=1

(2.3%)100%

n=1100%–NotenoughcontentforAlliedprofes-sionalsinordertotraveltoanotherProvince

ranking the BenefitS Of CBMtg MeMBerShip

1. Interprofessionalengagement&networkingopportunities n=31

2. Knowledgeexchange n=28

3. Educationalopportunities n=28

4. Annualconferenceparticipation n=27

5. Accesstobonemarrowregistry n=9

6. Clinicaltrialparticipationandresearchgrants n=7


SurveyrespondentsdescribedtheChallengesthatCBMTGwillfaceoverthenext5years:

• Accesstotransplanttypetherapiesforallpatientswho‘need’them.

• Maintaininginterestwithmembersineducationalopportunities(speakersattheconference)andfunding.

• Accesstodrugs.

• Meetingregulatorystandardsastheyrelatetopractice.

• Funding,membership,researchsupport,affiliationwithotherorganizationsforcross-communication,employmentandresearchopportunities.

• Attendanceatannualmeetingsmaybelow.

• Annualmeetingseemstobetoomuch,atleastforpeoplewhoattendASH,ASBMTorEBMT.Wecouldinsteadfocusonworkinggroups(pediatrics,GVHD,disease-oriented,immunotherapy)whichmeetmoreoftentodevelopcuttingedgeresearch.

• Sustainingnon-physicianinterestinfutureleadershipasweseemtobeexhaustingcommittedphysicianinterest.

• Attractingmorealliedhealthcareprofessionalsforannualconferenceifthereisnotmoreofafocuson‘whole-person’/partnercare.

• Fundingforeducationalactivitiesandforresearch.

• Maintainingrelevancere:non-physicianmembers.

• Regardingtheoption:“Developing&implementingresearchstandardsandGuidelines”Ithinkthisisveryimportant,butrankedonthelowendofthescalecomparedtootheritemsbecauseresearchstandardsalreadyexist(i.e.,GCP,Tri-CouncilPolicyandlocalinstitutionalpolicies)thatarefollowedwhenCBMTGprojectsareconducted.(However,ifresourcesallowed,itwouldbegreattoformalizethiswithintheCBMTG.)

The environmental scan is food for thought. There is nothing conclusive about it, although it may bevaluable insofaras itsupportsthethinkingofsomemembersoftheboardor,ontheotherhand,putsforwardsomesurprisingideasthatshouldbeconsidered.

CBMTG Strategic Plan 2014 to 2017

Canadian Blood and Marrow Transplant Group

CBMTG Head OffiCe • Malachite Management Inc • 375 West 5th Avenue Suite 201, Vancouver BC Canada V5Y 1J6

T. 604.874.4944 f. 604.874.4378 email: [email protected] Web: www.cbmtg.org

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CBMTG Strategic Plan 2014 to 2017 - cdn.ymaws.com€¦ · sessions. The end result of these meetings was: a strategic plan, a strategic action plan, a governance man-ual, and a policy