Strategic Direction 2013 – 2015
The Board of Directors is excited about AACC’s direction and we ask you, our membership, to participate with us by volunteering, sharing what you are learning, and being active innovators in your own work. This is an important time for all of us to effect change in our healthcare system and to advance AACC’s important mission and vision.
Robert H. Christenson, PhD
AACC 2013 President
Direction and Priorities for 2013-2015
Change is a way of life in the 21st Century. We deal with it in our professional and personal lives and in our communities. Global and national public and private institutions and relationships are evolving rapidly, perhaps more so than at any time in the recent past.
As an association with an important mission to serve its members and the public, AACC also grapples with great change… in laboratory medicine…in healthcare delivery and financing…in the way associations serve members and stakeholders.
AACC’s leaders have set an ambitious and proactive course for 2013-2015. This was done through careful examination of the environments and trends shaping clinical chemistry, healthcare, and associations. Our process involved broad input from members and conversations with key stakeholders and thought leaders. Scenarios for how trends might play out were examined thoroughly, resulting in a bold plan grounded in facts.
This report highlights AACC’s assessment of the trends informing future priorities. It also describes our goals and strategies for success and ongoing process for measuring progress and updating plans to reflect continued change and learning.
AACC’s leaders invite you to be a change partner engaged in advancing our shared mission and vision.
Better health and healthcare through laboratory medicine.
AACC provides global leadership in advancing the practice and profession of clinical laboratory science and medicine.
High Level Trends Impacting Laboratory Medicine
Setting direction requires a clear understanding of the drivers of change and their potential impact for clinical chemistry and laboratory medicine, AACC, and the public. In this time of profound change in health services delivery, consumer engagement, and science and technology, these key trends will shape the next decade for the field of laboratory medicine.
- People are more informed and engaged in their own health and healthcare and need to know more about clinical laboratory findings. The already strong interest in patient education and direct-to-consumer testing is expected to grow.
- The clinical chemistry and lab workforce is aging and there are fewer training programs preparing professionals at all levels.
- Clinical labs are being consolidated as part of overall healthcare consolidation trends. Cost reductions and continued laboratory automation are changing the organization of clinical laboratory services.
- Scientific developments enable greater specialization in testing, which in turn requires new expertise for laboratorians. Even as routine tests are being automated, novel platforms and assays necessitate more training and updated skills.
- Clinical laboratory testing can be improved through standardization and harmonization. Laboratorians must lead this important work, supported by research and evaluation.
- With emphasis on accountable care and population health improvement, healthcare professionals are judged by their contribution and value to patient care.
High Level Trends Impacting Associations
Associations play a unique role in our society and in the professional lives of their members. But like all institutions in today’s competitive and economically challenged times, they can’t assume that what was successful in the past will meet member needs in the future. Key challenges facing AACC as it strives in the years ahead to remain a top-notch professional partner to its members were considered in developing the 2013-2015 strategic priorities
- Greater competition for members’ time and attention may limit volunteerism.
- Younger members want and need different things from their association experience and have more alternative resources to tap.
- Associations are challenged to personalize their services to meet the needs of individual members.
- New models are needed to engage members and stakeholders outside the U.S. The needs and preferences of international markets must be considered when developing programs.
- Technology is changing how people work; associations must leverage these powerful tools to link members to the association and to one another.
Looking Back from the Future
Planning for the future, particularly in times of rapid change, poses an array of challenges. The AACC board of directors actively worked to avoid pitfalls such as assuming that doing the same things that brought success in the past will continue to do so, and failing to consider plausible alternative futures.
AACC’s Direction for 2013-2015
AACC’s 2013-2015 strategic direction and priorities are summarized below.
- Updated Mission and Vision Statements
The vision articulates the association’s aspirations for the ideal future. The mission statement describes why AACC exists and whom it serves.
- Stakeholder Value
AACC considered the diverse but convergent expectations of those it serves.
- Goal Areas
Five broad areas of focus in 2013-2015.
19 priority activities that are tangible expressions of AACC’s goals, values, and mission.
Dynamic annual plans and performance measures designed to assess progress towards the strategies and goals, and to ensure agility in adapting to continued change and insight about the best ways to proceed.
Goal Area 1: Value of Membership
Deliver high value education and knowledge resources essential for professional excellence.
AACC will support professional growth and career development for members by enhancing resources and innovating.
Goal Area 2: Best Practices
Advance best laboratory medicine practices in patient-centered care and population health management.
AACC will accelerate its leadership in emerging models for healthcare delivery and payment and in emphasizing cost-effective laboratory medicine.
Goal Area 3: Science and Innovation
Drive science and innovation in laboratory medicine.
AACC will use its unique resources such the journal, Clinical Chemistry, the Annual Meeting & Clinical Lab Expo, and its ability to convene thought leaders to accelerate development and dissemination of new knowledge about the science and practice of laboratory medicine.
Goal Area 4: AACC’s Resources
Enhance AACC’s resources to invest in its members and mission.
AACC must maintain adequate financial resources, processes, people, and technology systems to effectively deliver planned services to stakeholders. Strategies in this area aim to foster an agile and adaptable culture along with effective engagement of and collaboration with volunteers and business partners.
Goal Area 5: Global Influence
Improve laboratory medicine worldwide.
AACC recognizes that in today’s reality, standards and best practices for laboratory medicine are global and that AACC serves a global membership and community of clinical chemistry and laboratory professionals. Strategies in this area reflect AACC’s commitment to international collaboration and representation.
Learning through Change
The 2013 phase of AACC's plan is moving forward. However, our plan is not set-in-stone and it will be reviewed and updated as new issues and opportunities arise, and as AACC gains experience implementing the current strategies in each of the goal areas. The three-year plan must remain dynamic in today’s fast paced world. The journey of learning continues.
The driving forces shaping change for the healthcare sector, clinical chemistry and laboratory medicine professionals, and our in vitro diagnostics industry partners are without precedent. AACC’s leaders are committed to driving innovation in the field and to being the best professional home for laboratory professionals.