Strategic Plan 2012 - 2017

Strategic Plan

2012 - 2017

Our Mission The Mission of South Central Association of Blood Banks is to provide opportunities for members to enhance their abilities to deliver quality blood services.

Our Purpose To promote, foster and support the exchange of ideas and material

and dissemination of information related to blood banking, transfusion

medicine, related technical methodology, and administrative

practices associated with the above by education and open forums.

To provide information on current events related to blood banking to

professional personnel and, on important policy questions, to represent

blood banks to the general public through the region consisting of

those states defined by the Association’s Bylaws.

To assist and support training of personnel in the field and provide

mechanisms for individual professional growth.

To promote and foster opportunities for interaction throughout the

region, supporting both exchange of ideas and camaraderie.

SCABB stands ready to continue the

providing of exceptional member

services to the blood banking and

transfusion medicine community that

are informative, developmental,

engaging and beneficial to its

members and the community’s they

serve. Through this five year plan the

Association will draw on the resources

of its volunteer leadership and

industry recognition to reach its

primary objective of being a nationally

recognized resource for continuing

education.

The infrastructure of the Association

has been, and always will be, the

empowerment of its membership and

leaders to identify a need, provide

solutions and implement the related

process/ concept. This empowerment

is the success of the Association and

the catalyst for this strategic plan.

SCABB Key Strategic Initiatives

1. Develop Marketing and

Communication Plan

2. Become Key Resource for

Continuing Education

3. Enhance Networking and

Professional Development

4. Develop Sustainable Fundraising

Process

EXECUTIVE SUMMARY

Strategic Plan

2012 - 2017

Possible Consolidations? The pressure

being applied

by industry

changes and

continued cost

reductions

may force

regional blood

banking

Associations to

seriously

consider con-

solidation and

new relationships that improve their strategic and cost positions. These re-

lationships should be focused on mutual

benefits and common philosophies that ideally support the continuing

missions of all blood providers.

Environmental Analysis The blood banking industry as a

whole has encountered

numerous new challenges over

the course of the last four years.

Hospitals have moved to system

based model’s that put extreme

pressure on blood providers to cut

costs and increase efficiencies.

Most employers have shifted their focus from revenue to cost management

Competing Priorities The major strength of most

Associations is their volunteer

leadership and they are being

strapped with:

Increasing workloads

Shrinking budgets

Fewer resources

Tighter travel constraints

Significant Economic Pressures (Both in healthcare and in the general

economy)

Blood providers have been forced

to reduce costs across the board in

order to effectively manage

increased competition, hospital

demands for lower pricing and

reductions in demand brought on

by blood and transfusion

management programs making

their way into many hospitals. Blood Banking Associations are also

being challenged. Decreasing

memberships and reductions in

funding and sponsorships from

major supporters have some in

financial trouble.

In 2012 the Mid-Atlantic

Blood Banking Association

exited the market in the

face of unsustainable

membership losses

Strong Foundation The South Central Association of Blood Banks Foundation was

established in 1987 for the sole purpose of enhancing the educational

goals of South Central Association of Blood Banks.

Today, 24 years later, the SCABB Foundation continues to grow and

provide financial support to the Association in the form of annual

meeting scholarships, speaker honorariums and other program

supplementation.

The passion and commitment of these leaders to the blood banking

industry & SCABB, reflected in their professional and personal lives to

such a degree that it warranted these generous endowments.

Legacy Support

Several endowments have been made to the Association in memoriam

to past SCABB leaders.

Karen Williams Memorial Lecture

-endowed by Novartis

John Moulds Memorial Lecture

-endowed by LifeShare & Quotient Biodiagnostics

Ray St. Peter Annual Meeting Scholarship

-endowed by the estate of Ray St. Peter

Strategic Plan

2012 - 2017

Distinguished History SCABB has a long and storied

history in the blood banking

industry. Former Presidents are a

“Who’s Who” of the blood banking

world.

Strong Financials and Balance Sheet We enter this planning cycle with a

strong cash position and more than

a half decade of solid financial

results.

Protégé and Mentoring Protégés are offered an interactive

educational opportunity that

(1.) Provides them a better

understanding of the operation of

SCABB, (2) Enhances their

leadership skills, and (3) Provides

valuable networking and

benchmarking opportunities.

Mentors have the opportunity to

polish their coaching and

leadership skills while helping to

educate and to mold leaders of

the future.

Revenue Growth 2006 - 2012

Strong Quality Educational Programs SCABB is well known for excellence in its educational offerings. Using the

latest technologies we offer SCABBinars and Regional Symposiums led by

some of the industries top leaders and brightest minds. The SCABB annual

meeting is also one of the best attended Regional Meetings in the industry

offering a wide array of blood banking topics taught by experts in their

respective fields.

Size and Geographic Advantages As the nation’s largest regional blood banking Association with multiple

member states, our size, scope and experience offer us distinct educational

and networking advantages. We are in a better position than most regional

Associations to provide well rounded and distinguished educational forums

and numerous networking options including multiple committee and Board

opportunities.

Key Areas of Focus Membership growth As with all businesses these days SCABB is

constantly looking for ways to grow and

expand its influence. Merger and

consolidation talks have occurred with

other regional Associations in recent years

with several joint ventures resulting from

the mutually beneficial efforts.

Cost management We aggressively control our own costs

and have consistently performed very

well against the annual budget. The

Executive Board works with the District

Directors and committee chairs to help

control costs.

Maintain the integrity and value of our educational programs and offerings SCABB will maintain and cultivate its

acknowledged leadership in providing

quality educational offerings in a cost

conscious and professional manner. We will

maximize the potential of our speakers

bureau to deliver high quality educational

programs using the most up to date

technologies in forums ideally suited to

help people learn and grow. Our highly

experienced Board and committee chairs

are the foundation for our educational

strengths and holds the keys to our future

success. We will continue to mentor and

teach future leaders of our Association to

help assure a long line of succession.

Strategic Plan

2012 - 2017

SWOT Analysis HELPFUL

STRENGTHS Robust Continuing Education

inclusive of CME, FLA CE Broker and

PACE

Stable financial position

Strong Protégé/Mentor program

Scale, scope, quality & affordability of

educational programs (Regional

Workshops, SCABBinars and Annual Meeting)

Advanced Immunohematology & Molecular

Symposium (AIMS)

Attractive collaborative partner for

other Associations in industry

(CBBS, FABB)

Experienced and committed

Board of Directors

OPPORTUNITIES Increase Associate Corporate

Members

Favorable environment to increase

member states (Mid-Atlantic & Florida)

Industry changes may offer strategic

alignment with related Associations like

ADRP, AABB, etc.

Ability to leverage innovation and new

technology development with new

personnel at Central Office

Association is in a strong strategic

position to continue growth plans

and expand sphere of influence

through continued education

INTE

RNAL

EX

TERN

AL SWOT

SWOT Analysis HARMFUL

WEAKNESSES Lack of expertise in utilizing next

generation communication

technology (smart phone apps,

social media, etc.)

Lack of marketing and communication

plan

Outdated fundraising process & limited

resources

Limited Executive level representation on

the Board and involvement in the

Association

Lack of perceived value in Awards

and ...

THREATS Industry mergers and acquisitions

could result in fewer members

Unfavorable economic conditions

Lack of interest and attitudinal problems

at the industry level

Healthcare Reform

New generation outlook on professional

development

Sustainability problems due to lack of

funding if membership drops

SWOT

Strategic Plan

2012 - 2017

Key Initiatives

Market to industry as a whole - not just SCABB membership

-Advertise in industry publications

-Establish links to SCABB from industry websites

Develop a Marketing and Communication Plan 1.

Establish the Association as a nationally recognized resource

for continuing education 2.

Expand SCABBinar topics to include:

-MD and RN tracks

Increase speakers bureau

-Add directory of submitted speakers to the members

only page for committee chairs to access

-Include information about the speakers bureau in

committee chair training

Establish the Association as a nationally recognized resource

for networking and professional development 3.

Develop SCABBinar on leadership development topics

Increase Annual Meeting participation

-Provide incentive for abstracts

a.) Discount on Annual Meeting registration

b.) Certification or similar form of recognition

-Through the utilization of Social Media

-Connect with other professional organizations in the

industry both regionally and nationally for the sharing of

educational offerings

a.)Identify states that do not have an Association

Organize a Forum and include:

-Blood Center “C Suite” leaders

-Regional Associations

Develop a sustainable fundraising process to ensure financial

security for Association 4.

Creation of a SCABB “Legacy” event for fundraising

-Ed Moore Memorial Golf Tournament

a.) Need to invest in advertising, marketing and

upgrading quality of event

Research Estate planning gifts in kind donation criteria

Utilize available technology to identify various funding

Key Initiatives continued...

Connect. Learn. Grow.

Strategic Plan

2012 - 2017

Action Plan Action Owner Status

Review Strategic Plan - ID Priority

Tasks President, Incoming President, ED

ID Marketing Outlets/Resources for

Association President, Incoming President, ED

Create Jan - Dec Marketing Plan

for Association President, Incoming President, ED

Develop and present SCABBinars

with medical director focus and

RN focus

Education & Long Distance

Committees

Offer a Medical Director Format at

Annual Meeting

Administrative Committee with

Dr. CChantel Harrison's imput

Create stronger awareness of

speakers bureau Central Office

Develop a SCABBinar on

leadership development topics

Long Distance Learning

Committee

Increase Annual Meeting partici-

pation via greater awareness of

Abstract opportunity, advertising,

other states organizations & Social

Media All SCABB Leadership

Organize forum for industry execu-

tives and/or regional associations Administrative Committee

Create SCABB Legacy Event for

fundraising ie: Ed Moore Golf

Classic Fundraising Committee

Consider Planned Giving option

for members/retirees Fundraising Committee

Identify & apply for applicable

grants Fundraising Committee

Utilize social media and website

convenience for donations Central Office

Implement an incentive program

to generate more Abstract

Submissions Technical/Scientific Committee

75 %

100 %

25 %

100 %

100 %

30 %

50 %

25 %

10 %

30 %

100 %

0 %

100 %

75 %

Legend

YELLOW - Develop a Marketing and Communication Plan for

the Association embracing technology.

BLUE - Establish the Association as a nationally recognized

program for continuing education.

TAN - Establish the Association as a nationally recognized

program for networking and professional development.

GREEN - Develop a sustainable fundraising process to insure

finally secure Association.