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
CBMTG STraGTeGiC Plan 2014 – 2017 3
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.
CBMTG STraGTeGiC Plan 2014 – 2017 4
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-
CBMTG STraGTeGiC Plan 2014 – 2017 5
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”)
CBMTG STraGTeGiC Plan 2014 – 2017 6
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.
CBMTG STraGTeGiC Plan 2014 – 2017 7
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
CBMTG STraGTeGiC Plan 2014 – 2017 8
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.
CBMTG STraGTeGiC Plan 2014 – 2017 9
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
CBMTG STraGTeGiC Plan 2014 – 2017 10
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
CBMTG STraGTeGiC Plan 2014 – 2017 11
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
CBMTG STraGTeGiC Plan 2014 – 2017 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
CBMTG STraGTeGiC Plan 2014 – 2017 13
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