Home      Printable report      Français


We share the same fundamental goals as our provincial and territorial partners in health care: to constantly improve patient outcomes with the products and services we provide; to drive improvements in health-system performance across Canada; and to create positive impact with optimum cost-efficiency.

Naturally, in a climate of intensified fiscal restraint, value at its most basic level means dollars and cents. We understand this well: as prudent stewards of our members’ funding support, we scrupulously manage the resources entrusted to us, looking for savings in our own operations and from improved system outcomes.

However, controlling costs is just one aspect of a much broader obligation. We’re dedicated to constantly enhancing the safety and effectiveness of our products and services to improve the quality of patient care. We’re accountable for providing Canadians with reliable access to blood and blood products. We’re working to make organs, tissues and stem cells similarly accessible for patients in need of transplants. And we devote considerable resources to sharing innovative research, leading practices and proven service models with our health-care partners. All of these efforts together comprise our commitment to delivering value.


In 2014–2015, Canadian Blood Services realized combined savings, efficiencies and cost avoidance of $16.2 million in the areas of our operations devoted to fresh blood components. This exceeds our target of $14 million and continues the momentum we’ve maintained since 2008–2009 as we’ve steadily shifted to the more efficient model of an integrated operating enterprise. In redefining our strategic priorities to deliver products, services and programs more effectively, we’ve simplified our organizational structure and found new ways to be more productive in our work while maintaining safety, quality and sufficiency of supply.

Our goal is to achieve a number 1 or 2 ranking on key productivity indicators when benchmarked against comparable blood operators globally. By meeting productivity targets and continuing to improve efficiency in every operational area, we expect to identify and realize $100 million in cost savings in the near term. However, while this goal is important for planning and measurement, it is simply the next milestone in a journey of continuous improvement that by definition has no finish line.

Jill Nicholson

After shattering her left leg in a motorcycle accident in 2012, Jill underwent six surgeries requiring 18 units of blood to repair the damage. After months of rehabilitation and bone grafts, Jill was able to keep her leg and resume an active life.