The original IFCC strategic plan was conceived and refined during the period 1990-1994 by the Executive Board and reviewed by National Societies and Corporate Member. This strategic plan was subsequently developed by successive Executive Boards.
The need for a strategic plan was the result of a situation analysis of diagnosis, treatment and care on a world-wide basis. The changing role of the clinical laboratory is evolving as a result of new medical discoveries, new technologies, and changes in the organisation and process of laboratory support of clinical services. In addition, the role of IFCC as an organisation developing voluntary standards has been modified as a result of standards issued by ISO, CEN, other International organisations and National bodies such as CLSI and JCCLS. In response to the changes in the nature and organisation of laboratory testing , IFCC had already expanded its field of activities to encompass other clinical laboratory disciplines in addition to clinical chemistry. However, there is a need to ensure the Federation is still working to achieve its stated aims.
The ongoing strategic plan is intended to achieve a number of principal objectives, with the priorities and tactical implementation being guided by the IFCC Membership. These internal and external changes are all intended to maintain IFCC as a valid and credible resource of expertise for the improvement of patient care through laboratory medicine.
In developing the plan, a situational analysis and review led by the Executive Board (EB) highlighted key strategic issues relating to scientific credibility, linking clinical laboratory science to patient outcomes and healthcare, improving laboratory practice world-wide, communicating IFCC products and services globally, and establishing succession planning and financial management. The plan also identifies that the IFCC needs to take a leading role in supporting the scientific development in global standardization at the highest scientific level.
The principal objectives of the plan are:
The Executive Board for 2015-2017 has identified and agreed the above strategic objectives for its term of office. They accord with the overall IFCC strategic plan and its principal objectives. They are intended to be in addition to the ongoing work of Division Executives.
There are 33 strategic actions which have been classified into the following four broad areas:
1. Supporting our membership
2. Broadening our horizons
3. Improving the quality of laboratory medicine
4. Improving the effectiveness of IFCC
Progress with and review of the strategic development plan will be an integral part of all executive Board meetings during 2015-2017.