STR ATEGIC PL AN 2021 - ISBER
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S TR ATEGIC PL AN 2021
Contents
E XECUTIVE SUM M ARY 3
S TR ATEGIC PL ANNING PROCESS 4
• Environmental Scan...........................................................................................4
• Member Survey..........................................................................................4
• Stakeholder Survey.....................................................................................4
• SWOC......................................................................................................5
• Planning Sessions.............................................................................................5
S TR ATEGIC PL ANNING R ESU LTS 6
• Vision..............................................................................................................6
• Mission............................................................................................................6
• Pillars...............................................................................................................6
• Pillar A: Optimize ISBER’s Management, Infrastructure, and
Communication Systems.............................................................................7
• Pillar B: Review and Revitalize the Regional Structure.......................................8
APPENDICES 9
• A: Board Work Plan...........................................................................................9
• B: SWOC....................................................................................................... 10
• C: Member survey.......................................................................................... 12
• D: Comments from Stakeholder Interviews........................................................ 13
• E: Next Strategic Plan...................................................................................... 16
S TR ATEGIC PL AN 2021
Executive Summary
The disruption of in-person activities during much of 2020 caused by COVID-19 had an effect on how ISBER and much of the world had
to conduct their business. For ISBER, the disruption meant rethinking and dramatically reprogramming most of the activities scheduled
for 2020 and 2021. The process of having to develop alternatives to in-person workshops, annual and regional meetings allowed ISBER
to be introspective regarding how it will continue to be a resource to the biobanking community. ISBER’s leadership will use this time
to re-evaluate its business model and identify strategies it will undertake to become a stronger organization once business opens up
to a new version of normal.
The result is a “bridge plan,” with a 12-18 month timeline, during which ISBER will Measures have been identified for each of the two strategy areas. Tracking data asso-
develop and implement improvements to its infrastructure, internal and external ciated with each measure will allow ISBER to gauge its progress in implementing the
systems, and current processes as well as newly-identified ones. Two strategy areas components of each strategy and provide an early indication as to how successful
or pillars emerged as a result of work done by ISBER’s leadership team and lead staff: the organization is in achieving its desired results. Frequent review of these mea-
1) Optimize ISBER’s Management, Infrastructure, and Communication Systems and sures will allow ISBER to adjust its approach and allow for emergent strategies—new
2) Review and Revitalize ISBER’s Regional Structure (as described below). The two strategies that arise due to changes in the environment that were not present at the
pillars flow one into the other. That is, progress on management, infrastructure, and time the plan was developed.
communication systems will help inform a review of ISBER’s regions regional struc-
After successful completion of this bridge plan, ISBER will move forward with
ture and usher in a revitalized model. A revitalized regional structure and optimized
a longer term strategic plan capitalizing on how it has emerged after the COVID
core systems will position ISBER to facilitate innovation across the entire field of
pandemic is over.
biobanking, benefiting both ISBER’s members and associated stakeholders—those
who depend upon a strong biobanking practice globally.
EXECUTIVE SUMMARY
3
S TR ATEGIC PL AN 2021
Strategic Planning Process
Environmental Scan
An environmental scan conducted in advance of the strategic planning process provided a snapshot of the position of the organization for
consideration and evaluation during the strategic planning process. The Board of Directors and Committee Chairs (BOD and CC) want-
ed to ensure that the environmental scan created a better understanding of the needs and aspirations of the membership. Furthermore,
leadership wanted the strategic plan to consider ISBER’s placement amongst its partners, competitors and other key stakeholders by
trying to understand how ISBER is seen worldwide.
M EM BER SU RVE Y S TAK EHOLDER SU RVE Y
The ISBER Member Survey was completed from May 18 to July 15, 2020 with a total As part of ISBER’s strategic planning process, a series of interviews were conducted
of 178 respondents, which is approximately 16% of the membership. The respon- over the past couple of months by the ISBER President and Executive Director.
dents, a broad cross section of ISBER members, varied in age, geographic location, ISBER identified a number of key stakeholders whose input should be sought so that
job position, and educational levels. they could inform the strategic planning process. There were three categories of
interviewees:
Respondents were asked a variety of questions relating to the services provided by
ISBER and the strategic direction that the organization should be taking including rat-
• External Partners
ing the benefits of membership and programs and services. Members highly valued
• Internal Groups
Biopreservation and Biobanking (BIO, the journal of ISBER), the ISBER Best Practices,
• Industry Sponsors
access to the members only forum, and access to educational opportunities and
information. In the survey, ISBER also evaluated its corporate membership and orga-
See Appendix D for a full list of organizations reached. The list of potential respon-
nizational membership structure. It was noted that access to the membership was
dents was discussed by the ISBER leadership—BOD and CC. A number of organiza-
extremely important to vendors and corporate membership.
tions were approached. Not all associations were available for interviews. Appendix
The survey was reviewed in detail over two one-hour meetings by the BOD and CC D details which associations ISBER met with.
in advance of the strategic planning session. Furthermore, individual committees
Interviewees were provided with a set series of questions. Please see Appendix D
discussed key elements of the survey with their own committees to gain further in-
for the collated responses.
sights. For the full executive summary of the member survey please see Appendix C.
STRATEGIC PLANNING PROCESS
4
S TR ATEGIC PL AN 2021
S WO C
The purpose of a SWOC analysis is to provide the organization with information re- it faces. The SWOC took into consideration the information based on the member-
garding its strengths and weaknesses in relation to the opportunities and challenges ship survey, leadership feedback and stakeholder interviews.
Planning Sessions
Virtual planning sessions were held over four weeks during the month of November 2020 to undergo an iterative approach to devel-
oping a comprehensive bridge plan. The sessions were facilitated by an external consultant who also moderated an additional session
with just the BOD to discuss issues regarding leadership and management of the society. Strong participation from the BOD and CC
encouraged interactive and engaging discussions on next steps.
An iterative approach meant that leadership optimized the valuable time of volun- approach to obtain general input from the leadership team, leadership was able to
teer leaders by first having them provide broad general direction to the consultant create a few alternative Mission and Vision statements. The final step was to, refine
and Executive Director. Based on the input given by the leadership, staff was able to the statements from the feedback received by the leadership team until all support-
create a first draft of the bridge plan. The BOD and CC met to review the first draft ed what appears on the next page.
providing feedback and additional input. Staff used this information to revise the
There was strong participation from the leadership team. Nearly every member
draft, and finally, the plan that appears on the following pages.
of leadership was present on every call, and everyone participated in every call.
The same approach was used to update the Mission and Vision statements for Leadership acknowledges the engagement level during these meetings.
ISBER. Editing such statements of the society’s purpose, goals, and values for clarity
and style can be very tedious and take enormous amounts of time. Using the same
STRATEGIC PLANNING PROCESS
5S TR ATEGIC PL AN 2021
Strategic Planning Results
To be the leading network in the global biobanking and
VISION biorepository community.
ISBER advances the expertise and quality of biorepositories and
MISSION biobanking science worldwide.
PILLARS
A. B.
A B
Optimize ISBER’s Management, Infrastructure, Review and Revitalize ISBER’s
and Communication Systems Regional Structure
STRATEGIC PLANNING RESULTS
6PILL AR A: OP TI M IZE ISBER’S M ANAGEM ENT,
INFR AS TRUC TU R E, AND COM MU NIC ATION SYS TEMS
STRATEGY 1 STRATEGY 2 STRATEGY 3 STRATEGY 4
Audit, evaluate, review current Move from member-driven organization Streamline processes to reduce Streamline, clarify and
leadership and management structure, to quality-driven, product-driven, redundancies and bottlenecks communicate decision-making
practices and operations (ensure that expertise-driven, and service- (for example, decision making, structure. Ensure decision making at
1 2 3 4
we clarify roles between paid and driven organization. Evaluate what communication, and rigid committee the appropriate level.
volunteer staff). Move management of ISBER gains and what is lost from this structure). Develop areas of “authority”
the organization to be program/ new approach. Provide assessment to for each role and “committee”.
performance-driven versus the BOD. BOD to decide new focus for
structure/design-driven. the organization.
OUTPUT: OUTPUT: OUTPUT: OUTPUT:
• Create a task force that will audit, • Evaluate the benefits of moving from a • Decision making flowchart • Decision making flowchart
evaluate, and review current leader- member-driven organization to a quality, • Communication flowchart • Communication flowchart
ship and management structure to product, expertise, and service driven
make recommendations to the BOD organization.
• New organizational chart; job de- • Develop a list of ISBER stakeholders
scriptions for roles; terms of reference for ISBER products and services based
for committees. on this new approach—members,
• Optimize staff and volunteer structure non-members, educational content
to best support the work of the consumers, Best Practices consumers,
society and maintain focus. etc.
• Identify products and services to meet
the needs of various stakeholders.
• Set up organization to be able to meet
the needs of each of the stakeholder
groups.
• Develop a Market Research Report.
MEASURES
• Develop annual operating plan henceforward • Survey committees and leadership; identify redundancies and
• Develop and implement delegated authority chart bottlenecks to be eliminated by June 30, 2021
7 • Internal communications plan to be completed by May 2021 • Update management contract to be signed for July 1, 2021
• Completed Market Research Report.PILL AR B: R E VIE W AND
R E VITALIZE THE R EGIONAL
S TRUC TU R E
STRATEGY 5 STRATEGY 6 STRATEGY 7 STRATEGY 8
Develop programming for long- Develop internal communications Craft a management contract that is Conduct a review of regions and
established members/leaders, such as plan to provide relevant, timely aligned with the new strategic plan. modify the regional structure if
an experienced leadership track information to the person(s)/ Ensure that the programs have the needed. Ensure that new structure
5 6 7 8
or leadership alumni offering (e.g., past groups(s) as needed. support that they need to develop supports under represented
presidents forum). and grow. areas.
OUTPUT: OUTPUT: OUTPUT: OUTPUT:
• Develop framework for program- • Internal communications plan, • Update/revise current management • Conduct needs assessment in each
ming for long-established members/ approved by the BOD, will outline contract to reflect the new strategic of the regions. Ensure that needs
leaders to implement in the clear, direct, transparent communi- goals assessment incorporates a transla-
subsequent strategic plan. cation lines for members, volunteers tion strategy for each of the regions.
and stakeholders. • Evaluate the boundaries of each of
the regions.
• Engage the regional ambassadors in
the needs assessment.
MEASURES MEASURES
• Update leadership, management and governance structure to • Updated bylaws to reflect new leadership, management • New regional structure and
be implemented by December 2021 and governance structure to be presented to membership organization chart.
annual general meeting 2022 8S TR ATEGIC PL AN 2021
Appendices
A: Board Work Plan
Board Driven Staff Driven Q1 Q2 Q3 Q4 Q5 Q6
Strategy 1: Audit, evaluate, review current leadership and management
structure, practices and operations (ensure that roles are clarified between
Joint Board and Staff Driven.
paid and volunteer staff). Move management of the organization to be
program/performance-driven versus structure/design-driven.
Strategy 2: Move from member-driven organization to quality-driven,
product-driven, expertise-driven, and service-driven organization. Evaluate
what is gained and what is lost from this new approach. Provide assessment Joint Board and Staff Driven.
to the BOD. BOD to decide new focus for the organization. Complete
Marketing Research Report.
PILLAR A:
Strategy 3: Streamline processes to reduce redundancies and bottlenecks
Optimize ISBER’s
(for example, decision making, communication, and rigid committee Joint Board and Staff Driven.
Management,
structure). Develop areas of “authority” for each role and “committee”.
Infrastructure, and
Communication Strategy 4: Streamline, clarify and communicate decision-making struc-
Joint Board and Staff Driven.
Systems ture. Ensure decision making at the appropriate level.
Strategy 5: Develop programming for long-established members/lead-
Review, Finalize Develop
ers, such as an experienced leadership track or leadership alumni offering
and Approve First Draft
(e.g., past presidents forum).
Strategy 6: Develop internal communications plan. What is relevant for Executive
each person/group to know. Director to Lead
Strategy 7: Craft a management contract that is aligned with the new
strategic plan. Ensure that the programs have the support that they need to Board to lead
develop and grow.
PILLAR B:
Review and Strategy 8: Conduct a review of regions and modify the regional structure
Joint Board and Staff Driven.
Revitalize the if needed. Ensure that new structure supports under represented areas.
Regional Structure
APPENDIX A
9S TR ATEGIC PL AN 2021
B: SWOC
STRENGTHS
• Forum engagement • Best Practices—Foundational document • Policy engagement has been a strength
• Quality education for ISBER • Engagement of so many members is a
INTER NAL FAC TORS
• Committed leadership/volunteers • Thought leadership in the industry/field strength
• Trusted reputation • Support of vendors is good • ISBER is an organic member-led
• Head Office Staff • Produce good science and have a journal organization
that is respected • Good leadership in the regions
• Have many tools to support the
membership
S
O
OPPORTUNITIES
• Non-member engagement • Use new technologies for engagement of • ISBER is multi-disciplinary with diverse
• Promoting best practices and standards members and non-members interests; opportunity is to bring people from
• Advocacy • Make ISBER more accessible to others given diverse interests together
• Policy the virtual options (and updated pricing) • Collaborate with special interest groups (SIG)
E X TER NAL FAC TORS
• Position statements • Educational activities, can engage with and working groups (WG) in a more produc-
• Accreditation partners (IACET, ANSI, other existing coursework, leverage the tive way; provide support where needed
CHEA, NIST) Qualification in Biorepository Science (QBRS) • An increased number of individuals from
• Further leverage partnership such as ISO, • Clarify biobanking as a more formal career general public are being familiarized with
BBMRI, WHO (via IARC) path; look at the needs of the techs and biobanking (or science in general) through
• Market penetration globally create a pathway COVID; ISBER may be able to promote the
• Redefine corporate sponsorship • Make tools accessible in other languages, value of biobanking and good biospecimen
• Optimize website, forum, and newsletter leverage in other languages; biobanking is a management
• webinars growing/developing discipline • Networking
• Writing a text book could be an option, bring • Consider how ISBER supports groups like
ISBER to the class room pharma working group and enviro-bio
working group
APPENDIX B
10S TR ATEGIC PL AN 2021
WEAKNESSES
• Revenue strongly event-based • Volunteer organization • There is a lack of clarity between the work
• Hard to monetize some top benefits • Weakness – structure is too large for volun- of committees and staff
INTER NAL FAC TORS
• Blurred lines between governance and teer management • Need to define expectations and
operations • Message is unclear—the message changes deliverables
• Don’t have a formal internalized based on the individual; it’s clear from vision- • Hard to keep expertise from members that
communications plan (no way of formally ing; there should be a message that is clear; have “outgrown” ISBER
distributing information in an efficient way) • How to keep engagement of committees, • Resistance around structural change
• Structure is not transparent or nimble membership • Communication in various languages
• Decision making can be slow and • ISBER asks a lot from volunteers • Centralization v. decentralization—regional
complicated • Committees are advisory groups activities; use regional infrastructure for
regional areas
W
C
CHALLENGES
• Funding for the field in general and for ISBER • Communications part of this needs to be • Some of the organizations that have
• Demonstrating value outside the field developed; similar membership; it’s hard for people to
• Sample integrity • Perhaps bring together “sage/wise” mem- choose one versus another
• COVID-19—being flexible, nimble and bers who have the expertise • There may be consolidation in the next few
E X TER NAL FAC TORS
unexpected challenges • Identify subject matters and issues that years, biobanks, funders, industry
• Provide direct resources as to how to support require quick response • Competing meetings and organizations
biobanks; ISBER isn’t able to identify the • Needs are different and vendors
issues quickly enough • Varying regulatory environments • Global nature of organization is also a
• Can ISBER restructure so that it responds to • Human Resources—everyone is a volunteer, challenge from a logistics perspective. It is
difficult matters quickly? ISBER should come limited resources in head office difficult to represent all regions
to understand bottle necks for fast responses • Diversity of membership is also a challenge; • Being relevant in all of the regions
how do various niches feel valued and • Offer tools.
engaged • Annual meeting is a challenge—finding a
common time is a problem
APPENDIX B
11S TR ATEGIC PL AN 2021
C: Member survey
E XECUTIVE SUM M ARY
The ISBER member survey was completed from May 18 to July 15, 2020. There were ISBER evaluated the new regional ambassador program and learned that this new
a total of 178 respondents to the survey. The survey was completed by a broad cross initiative needs to be promoted better to the membership but those that were fa-
section of ISBER members. Respondents varied in age, geographic location, job miliar with the initiative were very supportive of it. This finding was replicated for the
position, and educational levels. Not all questions were mandatory meaning that awards program.
the response rate per question varied.
After asking how ISBER can improve impact in the regions, it learned that partner-
Respondents were asked a variety of questions relating to the services provided by ships with relevant organizations are needed.
ISBER and the strategic direction that the organization should be taking. Members
As far as attendance at meetings, ISBER learned that funding limited people’s abil-
were asked to rate the benefits of membership and programs and services. Members
ity to participate. ISBER learned that a number of members had not participated in
indicated that Biopreservation and Biobanking (BIO, the official journal of ISBER), the
working groups and special interest groups.
ISBER Best Practices, access to the members only forum, access to educational op-
portunities and information were highly valued. ISBER also evaluated its corporate ISBER conducted a series of questions aimed at understanding how best to commu-
membership and organizational membership structure. nicate with membership and learned that they use social media with LinkedIn being
the most popular of the options. Once again, ISBER learned that the website and
ISBER learned that 98% of respondents intended to renew their membership. Those
forum are used often by members to learn about the association’s activities. Given
that did not wish to renew their membership cited financial difficulties which are
that ISBER had recently revamped the website it was good to see an improvement
serious concerns due to the 2020 pandemic.
in how the website was perceived. And yet areas of improvement were identified
Many members had attended ISBER’s webinar series (78%). The top suggestions for including how the webinars are described and organized.
topics included ELSI, quality management, control and sample quality, biobanking
ISBER learned that the membership does see that ISBER should take on an advocacy
post COVID-19, international standards, business development, biospecimen
role but they noted that the society should be very careful about how ISBER does this
science, Best Practices, disaster recovery and planning, contingency planning,
noting regional differences and nuances.
biosafety and emergency, automation and sustainability.
The top three items that membership wishes to learn more on are ethics, quality and
ISBER learned that 93% of the membership would attend best practices workshops
sustainability.
held in regions.
APPENDIX C
12S TR ATEGIC PL AN 2021
D: Comments from Stakeholder Interviews
WHAT AR E K E Y TR ENDS THAT YOU C AN IDENTIF Y WHAT SHOULD ISBER’S TOP THR EE PR IOR ITIES BE TO
IN BIO BANK ING THAT WILL I M PAC T YOU OR YOUR SUPPOR T THE BIOBANK ING FIELD IN THE NE X T THR EE
ORGANIZ ATIO N IN THE NE X T THR EE TO FIVE YE ARS? TO FIVE YE ARS?
THIS M AY INCLU DE LEGISL ATIVE, R EGUL ATORY,
PR AC TICE DR IVEN, SO CIAL, TECHNOLOGIC AL, E TC . • First priority should be education; second priority should be sample shar-
ing; third priority should be guidelines; fourth priority should be awareness
• Address monetary issues for biobanks of the biobanking industry; fifth priority should be supporting quality
• Support biobanks to handle/manage COVID sample gathering and management for future use; sixth priority should be
• People are winging it in attempting to stay relevant; ISBER should help. supporting industry
• Support biobanks in accreditation • Support members to connect better with each other
• Funding for collections and staff • Bring in more people from biotech and meet their educational needs
• ISO 20387 • Help improve quality
• Creating a research infrastructure that supports biobanking • Focus on Best Practices and Education as it relates to ELSI
• Helping biobanks engage with industry • ISBER’s focus should switch to support research
• Sample sharing for clinical trials • Support agricultural science
• Help standardize how samples are stored • Bring in virologists into the fold.
• Support ISO certification for biobanks
• Increase the visibility of ISBER (perhaps a focus on social media campaigns) WHAT AR E AC TUAL OR POTENTIAL OPPOR TUNITIES YOU
• Support members in protecting sample integrity C AN IDENTIF Y TO ADVANCE THESE PR IOR ITIES?
• Demonstrate the value of biobanks to industry
• Common Rule continues to be an issue • ISBER has the opportunity to help create awareness of biobanking within
• Possible harmonization with FDA hospitals. It could help set KPIs and provide them data indicating that a
• Return of research results will become increasingly important well-funded biobank benefits research infrastructure; a white paper on this
• Nagoya Protocols creates issues in sample procurement locally and globally matter would be helpful
• The ethics of sample collections—i.e. related to natural history may become • Help create virtual connection opportunities
an issue. ISBER may wish to explain broadly why it is that biobanks collect • Consider collaborating on special topics of interest to both organizations
specimens. There are issues around the colonial natures of museums. • ISBER should consider ways of deepening partnership, perhaps hold a collab-
orative session?
APPENDIX D
13S TR ATEGIC PL AN 2021
WHAT COU LD ISBER DO TOMO R ROW TO I M PROVE THE DO YOU HAVE ANY IDE A S FOR COLL ABOR ATING WITH
FIELD O F BIO BANK ING? ISBER ON A NE W PROJEC T OR INITIATIVE? WHAT WOULD
YOU HOPE TO ACHIE VE?
• Help centralize matters
• Increase mentorship opportunities • Joint meeting on special topics
• Increase networking opportunities • Develop a process to support biobanks in commercialization
• Make its framework for webinars available for SIGS/WGs to create their • ISBER may wish to support industry in creating focus groups for market
own content testing and beta testing (like ad boards in the medical field)
• Make it easy for special groups to hold sessions at meeting • You may wish to collaborate with us on best practices that are specific to
• Create toolkits/hands on tools for job descriptions envirobio filed
• Create toolkits/hands on tools for how to start a biobank • Support us in advocacy
• Develop a program to support research generation • Collaborate around the BP
• Have a more formal, ongoing way of networking. • Perhaps explain what ISBER is to membership
• Please translate programs and services to different language.
WHAT C AN ISBER DO TO BE MO R E USEFUL TO YOUR
ORGANIZ ATION? SHOU LD ISBER PAR TNER WITH ANY NE W
ORGANIZ ATIONS? IF SO, WHICH?
• Help Identify that the challenges and needs are to pharma biobanking
needs • Smaller biobanks
• Establish a joint membership with us that promotes both organizations • Environmental collections
• Support standardization, networking and quality • Museum biobanks
• Assist in import and export challenges • Veterinarian biobanks
• Help standardize matters in a lab • Microbial collections.
• Create more ways to interact with membership
• Help biobankers demonstrate the value of biobanks
• Highlight positive stories
• Develop white papers
• Develop video and audio (podcasts) education
• Consider doing joint webinars on special topics or international matters.
APPENDIX D
14S TR ATEGIC PL AN 2021
PAR TICIPATING ORGANIZ ATIONS:
ORGANIZATION FULL NAME STATUS TYPE
Biobanking and Biomolecular resources The president reached out to BBMRI
1 BBMRI Partner
Research Infrastructure interim director.
European, Middle Eastern, African Society for
2 ESBB President reached out to president. Partner
Biopreservation and Biobanking
3 ABNA Australian Biospecimen Network Association Interview held. Partner
4 SfC Society for Cryobiology Interview held. Partner
Council of Industrial use of Biological and
5 CIBER Interview held. Partner
Environmental Repositories
6 BBCMBA Biobank Branch, China Medicinal Biotech Association President reached out to leadership. Partner
7 CAP College of American Pathologists Executive Director reached out. Partner
8 ECN Entomological Collections Network Interview held. Partner
9 GGBN Global Genome Biodiversity Network Interview held. Partner
10 PRIM&R Public Responsibility in Medicine and Research Interview held. Partner
11 SLAS Society for Laboratory Automation and Screening Interview held. Partner
12 SPNHC Society for the Preservation of Natural History Collections Interview held. Partner
13 Pharma Working Group ISBER Pharmaceutical Working Group Interview held with two co-chairs. Internal Organization
14 Brooks Brooks Life Sciences Interview held with two company leaders. Industry Sponsor
APPENDIX D
15S TR ATEGIC PL AN 2021
E: Next Strategic Plan
Through the process of developing this strategic plan a number of ideas and strate- STRATEGY: CREATE A STRUCTURE THAT ALLOWS FOR CUTTING EDGE
gies surfaced which were not feasible for implementation given the need for ISBER THINKERS, BIOBANKERS AND RESEARCHERS TO QUICKLY AND
to focus. These strategies should be reevaluated when ISBER conducts its next FLEXIBLY DEVELOP AND IMPLEMENT NEW IDEAS AND PROJECTS.
strategic plan 12 to 18 months from now.
OUTPUT:
ELE VATE THE PRO FILE O F BIO BANK ING, INNOVATION • Open the door for members to bring new ideas to the organization and run
AND TECHNO LO GY S TR ATEGY AR E AS with projects
STRATEGY: DEVELOP AND REVIEW MARKETING CAMPAIGNS FOR STRATEGY: UNDERSTAND THE SCOPE OF BIOBANKING VIA MARKET
ISBER PRODUCTS. RESEARCH PROJECT.
OUTPUT: • Understand the scope of Biobanking via Market Research project to aid in
• Marketing campaign for hospitals and other employers to promote QBRS developing new products and services, and/or to target products to new
• Marketing campaign for BP Translations and ISBER Tools or underrepresented groups
STRATEGY: EVALUATE THE NEED FOR AN ISBER PRODUCT OUTPUT:
DEVELOPMENT ARM. • Market Research Report
OUTPUT: MEASURES
• Present evaluation to BOD; if it is recommended that ISBER develop a new • Develop a fast response system for July 1, 2021
branch of the organization, outline the specific infrastructure for it • Participation in education and other programming by non-members
• Create systems, processes, for the development of new products and ser- • Number of active partners
vices for implementing best practices among members and non-members (Note: Ensure that communication about the value of programs is laced throughout the
• New structure to support the development of new products and services strategic plan, establishing relationships with media outlets.)
for implementing BP
APPENDIX E
16S TR ATEGIC PL AN 2021
S TR ENGTHEN R EL ATIONSHIP WITH M EM BERS, GENER AL FOCUS ON THE R E VITALIZING.
BIOBANK ERS, POTENTIAL M EM BERS, AND A SSOCIATED
S TAK EHOLDERS STRATEGY: IDENTIFY APPROPRIATE MEANS OF COMMUNICATING
DIFFERENT MESSAGES—E.G., VLOGS, PODCASTS, INFOGRAPHICS.
STRATEGY: NEW MEMBER ENGAGEMENT STRATEGY—ACCELERATE
ENGAGEMENT FOR FIRST YEAR NEW MEMBERS (E.G. LEADERSHIP OUTPUT:
CALLS WITH ACTIVE MEMBERS – NEED CONSISTENT MESSAGING). • X # of new ways of communicating with the membership to be determined/
COMMUNICATE VALUE OF PRODUCTS AND MEMBERSHIP.
defined and executed
OUTPUT: STRATEGY: (RE)INTRODUCE ISBER TO POTENTIAL, CURRENT AND PAST
• New member engagement strategy, which delegates points of engage- MEMBERS (BOARD CALLS); ENGAGEMENT OF BIOBANKERS BASED ON
ment and communication to leadership EXPERIENCE AND EXPERTISE. IS THERE CERTAIN PROGRAMMING THAT
IS BETTER FOR ONE SEGMENT VS ANOTHER.
DEVELOP STRATEGY FOR RECRUITING, TRAINING, AND ONBOARDING
NEW LEADERSHIP AND ENSURING THAT LEADERSHIP IS GLOBAL. • Court a few key out-of-field stakeholders (be selective in approach)
PROMOTE NEW LEADERSHIP AND DIVERSITY TO INVITE PEOPLE FROM • Review current external partnership agreements and determine a pathway
DIFFERENT REGIONS TO ENGAGE. for each. ISBER should pursue engagement when possible and where
partners have asked for it
OUTPUT: • Revitalize the Vendor Consultation Group (consider re-branding
• Leadership onboarding/outboarding plan; leadership handbook not a TF)
(Note: Look at how ISBER is presented to individuals who may or may not ever wish to be • Develop niche educational meetings such as the UHN virtual but specific to
members. How is ISBER relevant to them? What models can be developed to encompass fields such as biospecimen science (could also be regional)
questions raised at the strategic planning meeting—e.g. product development, sub-
scription services, etc. Potentially change focus from chasing members to developing
resources that support biobankers) MEASURES
• X% of volunteer leadership positions filled by members new to leadership,
re-word as a “leadership track”; define what engagement means, how will
ISBER measure it
• Develop needs assessment for each of the region. Needs assessment to
inform translations needs assessment
• Segment membership by number of years as a member—i.e. 1-2 years
• Membership retention—determine average member retention and drop off
rate; develop goal of first year member retention
• # of New members
APPENDIX E
17S TR ATEGIC PL AN 2021
• # of returning members (Not membership retention)
• Develop way of measuring the impact of ISBER Products and Services
• Measure member v. non-member usage
• Consider pathway for career development
ADVANCE INNOVATIO N AND ELE VATE THE PROFILE OF
BIOBANK ING
STRATEGY: CATALOG, INDEX, CREATE POINTS OF ACCESS, AND CROSS
REFERENCE BEST PRACTICES AND TOOLS (COMMUNICATE AND
DISTRIBUTE BEST PRACTICES)
OUTPUT:
• Develop a project charter
• Maintain and renew tools and education
• Output: Revised education materials
APPENDIX E
18S TR ATEGIC PL AN 2021
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