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S TR ATEGIC PL AN 2021

Contents

E XECUTIVE SUM M ARY 3

S TR ATEGIC PL ANNING PRO CESS 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

3


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 develop and implement improvements to its infrastructure, internal and external systems, and current processes as well as newly-identified ones. Two strategy areas or pillars emerged as a result of work done by ISBER’s leadership team and lead staff: 1) Optimize ISBER’s Management, Infrastructure, and Communication Systems and 2) Review and Revitalize ISBER’s Regional Structure (as described below). The two pillars flow one into the other. That is, progress on management, infrastructure, and communication systems will help inform a review of ISBER’s regions regional struc-ture and usher in a revitalized model. A revitalized regional structure and optimized core systems will position ISBER to facilitate innovation across the entire field of biobanking, benefiting both ISBER’s members and associated stakeholders—those who depend upon a strong biobanking practice globally.

Measures have been identified for each of the two strategy areas. Tracking data asso-ciated with each measure will allow ISBER to gauge its progress in implementing the components of each strategy and provide an early indication as to how successful the organization is in achieving its desired results. Frequent review of these mea-sures will allow ISBER to adjust its approach and allow for emergent strategies—new strategies that arise due to changes in the environment that were not present at the time the plan was developed.

After successful completion of this bridge plan, ISBER will move forward with a longer term strategic plan capitalizing on how it has emerged after the COVID pandemic is over.

EXECUTIVE SUMMARY

4


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

The ISBER Member Survey was completed from May 18 to July 15, 2020 with a total of 178 respondents, which is approximately 16% of the membership. The respon-dents, a broad cross section of ISBER members, varied in age, geographic location, job position, and educational levels.

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-ing the benefits of membership and programs and services. Members highly valued Biopreservation and Biobanking (BIO, the journal of ISBER), the ISBER Best Practices, access to the members only forum, and access to educational opportunities and information. In the survey, ISBER also evaluated its corporate membership and orga-nizational membership structure. It was noted that access to the membership was extremely important to vendors and corporate membership.

The survey was reviewed in detail over two one-hour meetings by the BOD and CC in advance of the strategic planning session. Furthermore, individual committees discussed key elements of the survey with their own committees to gain further in-sights. For the full executive summary of the member survey please see Appendix C.

S TAK EHO LDER SU RVE Y

As part of ISBER’s strategic planning process, a series of interviews were conducted over the past couple of months by the ISBER President and Executive Director. ISBER identified a number of key stakeholders whose input should be sought so that they could inform the strategic planning process. There were three categories of interviewees:

• External Partners• Internal Groups• Industry Sponsors

See Appendix D for a full list of organizations reached. The list of potential respon-dents was discussed by the ISBER leadership—BOD and CC. A number of organiza-tions were approached. Not all associations were available for interviews. Appendix D details which associations ISBER met with.

Interviewees were provided with a set series of questions. Please see Appendix D for the collated responses.

STRATEGIC PLANNING PROCESS

5


S WO C

The purpose of a SWOC analysis is to provide the organization with information re-garding its strengths and weaknesses in relation to the opportunities and challenges

it faces. The SWOC took into consideration the information based on the member-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-teer leaders by first having them provide broad general direction to the consultant and Executive Director. Based on the input given by the leadership, staff was able to create a first draft of the bridge plan. The BOD and CC met to review the first draft providing feedback and additional input. Staff used this information to revise the draft, and finally, the plan that appears on the following pages.

The same approach was used to update the Mission and Vision statements for 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

approach to obtain general input from the leadership team, leadership was able to create a few alternative Mission and Vision statements. The final step was to, refine the statements from the feedback received by the leadership team until all support-ed what appears on the next page.

There was strong participation from the leadership team. Nearly every member of leadership was present on every call, and everyone participated in every call. Leadership acknowledges the engagement level during these meetings.

STRATEGIC PLANNING PROCESS

6


Strategic Planning Results

STRATEGIC PLANNING RESULTS

PILLARS

MISSION

VISION

A.Optimize ISBER’s Management, Infrastructure,

and Communication Systems

ISBER advances the expertise and quality of biorepositories and biobanking science worldwide.

To be the leading network in the global biobanking and biorepository community.

B.Review and Revitalize ISBER’s

Regional StructureA B

OUTPUT: • Decision making flowchart• Communication flowchart

4Streamline, clarify and communicate decision-making structure. Ensure decision making at the appropriate level.

OUTPUT: • Decision making flowchart• Communication flowchart

3Streamline processes to reduce redundancies and bottlenecks (for example, decision making, communication, and rigid committee structure). Develop areas of “authority” for each role and “committee”.2

Move from member-driven organization to quality-driven, product-driven, expertise-driven, and service-driven organization. Evaluate what ISBER gains and what is lost from this new approach. Provide assessment to the BOD. BOD to decide new focus for the organization. 1

Audit, evaluate, review current leadership and management structure, practices and operations (ensure that we clarify roles between paid and volunteer staff). Move management of the organization to be program/ performance-driven versus structure/design-driven.

STRATEGY 3STRATEGY 2STRATEGY 1 STRATEGY 4

PILL AR A: O P TI M IZE ISBER’S M ANAGEM ENT, INFR A S TRUC TU R E, AND COM MU NIC ATIO N SYS TEMS

OUTPUT: • Create a task force that will audit,

evaluate, and review current leader-ship and management structure to make recommendations to the BOD

• New organizational chart; job de-scriptions for roles; terms of reference for committees.

• Optimize staff and volunteer structure to best support the work of the society and maintain focus.

MEASURES

• Develop annual operating plan henceforward • Develop and implement delegated authority chart• Internal communications plan to be completed by May 2021

• Survey committees and leadership; identify redundancies and bottlenecks to be eliminated by June 30, 2021

• Update management contract to be signed for July 1, 2021• Completed Market Research Report.

OUTPUT: • Evaluate the benefits of moving from a

member-driven organization to a quality, product, expertise, and service driven organization.

• Develop a list of ISBER stakeholders for ISBER products and services based on this new approach—members, non-members, educational content consumers, Best Practices consumers, 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.

7

OUTPUT: • Update/revise current management

contract to reflect the new strategic goals

OUTPUT: • Conduct needs assessment in each

of the regions. Ensure that needs assessment incorporates a transla-tion strategy for each of the regions.

• Evaluate the boundaries of each of the regions.

• Engage the regional ambassadors in the needs assessment.

7 8Craft a management contract that is aligned with the new strategic plan. Ensure that the programs have the support that they need to develop and grow.

Conduct a review of regions and modify the regional structure if needed. Ensure that new structure supports under represented areas.

OUTPUT:• Internal communications plan,

approved by the BOD, will outline clear, direct, transparent communi-cation lines for members, volunteers and stakeholders.

6Develop internal communications plan to provide relevant, timely information to the person(s)/groups(s) as needed.

OUTPUT: • Develop framework for program-

ming for long-established members/leaders to implement in the subsequent strategic plan.

5Develop programming for long-established members/leaders, such as an experienced leadership track or leadership alumni offering (e.g., past presidents forum).

STRATEGY 7 STRATEGY 8STRATEGY 6STRATEGY 5

PILL AR B: R E VIE W AND R E VITALIZE THE R EGIO NAL S TRUC TU R E

MEASURES

• New regional structure and organization chart.

MEASURES

• Update leadership, management and governance structure to be implemented by December 2021

• Updated bylaws to reflect new leadership, management and governance structure to be presented to membership annual general meeting 2022 8

9


Appendices

A: Board Work Plan

Board Driven Staff Driven Q1 Q2 Q3 Q4 Q5 Q6

PILLAR A: Optimize ISBER’s Management, Infrastructure, and Communication Systems

Strategy 1: Audit, evaluate, review current leadership and management structure, practices and operations (ensure that roles are clarified between paid and volunteer staff). Move management of the organization to be program/performance-driven versus structure/design-driven.

Joint Board and Staff 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 to the BOD. BOD to decide new focus for the organization. Complete Marketing Research Report.


Strategy 3: Streamline processes to reduce redundancies and bottlenecks (for example, decision making, communication, and rigid committee structure). Develop areas of “authority” for each role and “committee”.


Strategy 4: Streamline, clarify and communicate decision-making struc-ture. Ensure decision making at the appropriate level.


Strategy 5: Develop programming for long-established members/lead-ers, such as an experienced leadership track or leadership alumni offering (e.g., past presidents forum).

Review, Finalize and Approve

Develop First Draft

Strategy 6: Develop internal communications plan. What is relevant for each person/group to know.

Executive 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 develop and grow.

Board to lead

PILLAR B: Review and Revitalize the Regional Structure

Strategy 8: Conduct a review of regions and modify the regional structure if needed. Ensure that new structure supports under represented areas.


APPENDIX A

10


B: SWOC

STRENGTHS WEAKNESSES

INT

ER

NA

L FA

CTO

RS

• Forum engagement• Quality education• Committed leadership/volunteers• Trusted reputation• Head Office Staff

• Best Practices—Foundational document for ISBER

• Thought leadership in the industry/field • Support of vendors is good • Produce good science and have a journal

that is respected• Have many tools to support the

membership

• Policy engagement has been a strength• Engagement of so many members is a

strength• ISBER is an organic member-led

organization • Good leadership in the regions

INT

ER

NA

L FA

CTO

RS

• Revenue strongly event-based• Hard to monetize some top benefits• Blurred lines between governance and

operations• Don’t have a formal internalized

communications plan (no way of formally distributing information in an efficient way)

• Structure is not transparent or nimble• Decision making can be slow and

complicated

• Volunteer organization• Weakness – structure is too large for volun-

teer management • Message is unclear—the message changes

based on the individual; it’s clear from vision-ing; there should be a message that is clear;

• How to keep engagement of committees, membership

• ISBER asks a lot from volunteers• Committees are advisory groups

• There is a lack of clarity between the work of committees and staff

• Need to define expectations and deliverables

• Hard to keep expertise from members that have “outgrown” ISBER

• Resistance around structural change• Communication in various languages• Centralization v. decentralization—regional

activities; use regional infrastructure for regional areas

OPPORTUNITIES CHALLENGES

EX

TE

RN

AL

FAC

TOR

S

• Non-member engagement• Promoting best practices and standards• Advocacy• Policy• Position statements• Accreditation partners (IACET, ANSI,

CHEA, NIST)• Further leverage partnership such as ISO,

BBMRI, WHO (via IARC)• Market penetration globally• Redefine corporate sponsorship• Optimize website, forum, and newsletter• webinars

• Use new technologies for engagement of members and non-members

• Make ISBER more accessible to others given the virtual options (and updated pricing)

• Educational activities, can engage with other existing coursework, leverage the Qualification in Biorepository Science (QBRS)

• Clarify biobanking as a more formal career path; look at the needs of the techs and create a pathway

• Make tools accessible in other languages, leverage in other languages; biobanking is a growing/developing discipline

• Writing a text book could be an option, bring ISBER to the class room

• ISBER is multi-disciplinary with diverse interests; opportunity is to bring people from diverse interests together

• Collaborate with special interest groups (SIG)and working groups (WG) in a more produc-tive way; provide support where needed

• An increased number of individuals from general public are being familiarized with biobanking (or science in general) through COVID; ISBER may be able to promote the value of biobanking and good biospecimen management

• Networking• Consider how ISBER supports groups like

pharma working group and enviro-bio working group

EX

TE

RN

AL

FAC

TOR

S

• Funding for the field in general and for ISBER• Demonstrating value outside the field• Sample integrity• COVID-19—being flexible, nimble and

unexpected challenges• Provide direct resources as to how to support

biobanks; ISBER isn’t able to identify the issues quickly enough

• Can ISBER restructure so that it responds to difficult matters quickly? ISBER should come to understand bottle necks for fast responses

• Communications part of this needs to be developed;

• Perhaps bring together “sage/wise” mem-bers who have the expertise

• Identify subject matters and issues that require quick response

• Needs are different • Varying regulatory environments• Human Resources—everyone is a volunteer,

limited resources in head office• Diversity of membership is also a challenge;

how do various niches feel valued and engaged

• Some of the organizations that have similar membership; it’s hard for people to choose one versus another

• There may be consolidation in the next few years, biobanks, funders, industry

• Competing meetings and organizations and vendors

• Global nature of organization is also a challenge from a logistics perspective. It is difficult to represent all regions

• Being relevant in all of the regions• Offer tools. • Annual meeting is a challenge—finding a

common time is a problem

APPENDIX B

SO

11


B: SWOC

STRENGTHS WEAKNESSES

INT

ER

NA

L FA

CTO

RS

• Forum engagement• Quality education• Committed leadership/volunteers• Trusted reputation• Head Office Staff

• Best Practices—Foundational document for ISBER

• Thought leadership in the industry/field • Support of vendors is good • Produce good science and have a journal

that is respected• Have many tools to support the

membership

• Policy engagement has been a strength• Engagement of so many members is a

strength• ISBER is an organic member-led

organization • Good leadership in the regions

INT

ER

NA

L FA

CTO

RS

• Revenue strongly event-based• Hard to monetize some top benefits• Blurred lines between governance and

operations• Don’t have a formal internalized

communications plan (no way of formally distributing information in an efficient way)

• Structure is not transparent or nimble• Decision making can be slow and

complicated

• Volunteer organization• Weakness – structure is too large for volun-

teer management • Message is unclear—the message changes

based on the individual; it’s clear from vision-ing; there should be a message that is clear;

• How to keep engagement of committees, membership

• ISBER asks a lot from volunteers• Committees are advisory groups

• There is a lack of clarity between the work of committees and staff

• Need to define expectations and deliverables

• Hard to keep expertise from members that have “outgrown” ISBER

• Resistance around structural change• Communication in various languages• Centralization v. decentralization—regional

activities; use regional infrastructure for regional areas

OPPORTUNITIES CHALLENGES

EX

TE

RN

AL

FAC

TOR

S

• Non-member engagement• Promoting best practices and standards• Advocacy• Policy• Position statements• Accreditation partners (IACET, ANSI,

CHEA, NIST)• Further leverage partnership such as ISO,

BBMRI, WHO (via IARC)• Market penetration globally• Redefine corporate sponsorship• Optimize website, forum, and newsletter• webinars

• Use new technologies for engagement of members and non-members

• Make ISBER more accessible to others given the virtual options (and updated pricing)

• Educational activities, can engage with other existing coursework, leverage the Qualification in Biorepository Science (QBRS)

• Clarify biobanking as a more formal career path; look at the needs of the techs and create a pathway

• Make tools accessible in other languages, leverage in other languages; biobanking is a growing/developing discipline

• Writing a text book could be an option, bring ISBER to the class room

• ISBER is multi-disciplinary with diverse interests; opportunity is to bring people from diverse interests together

• Collaborate with special interest groups (SIG)and working groups (WG) in a more produc-tive way; provide support where needed

• An increased number of individuals from general public are being familiarized with biobanking (or science in general) through COVID; ISBER may be able to promote the value of biobanking and good biospecimen management

• Networking• Consider how ISBER supports groups like

pharma working group and enviro-bio working group

EX

TE

RN

AL

FAC

TOR

S

• Funding for the field in general and for ISBER• Demonstrating value outside the field• Sample integrity• COVID-19—being flexible, nimble and

unexpected challenges• Provide direct resources as to how to support

biobanks; ISBER isn’t able to identify the issues quickly enough

• Can ISBER restructure so that it responds to difficult matters quickly? ISBER should come to understand bottle necks for fast responses

• Communications part of this needs to be developed;

• Perhaps bring together “sage/wise” mem-bers who have the expertise

• Identify subject matters and issues that require quick response

• Needs are different • Varying regulatory environments• Human Resources—everyone is a volunteer,

limited resources in head office• Diversity of membership is also a challenge;

how do various niches feel valued and engaged

• Some of the organizations that have similar membership; it’s hard for people to choose one versus another

• There may be consolidation in the next few years, biobanks, funders, industry

• Competing meetings and organizations and vendors

• Global nature of organization is also a challenge from a logistics perspective. It is difficult to represent all regions

• Being relevant in all of the regions• Offer tools. • Annual meeting is a challenge—finding a

common time is a problem

APPENDIX B

WC

12


C: Member survey

E XECUTIVE SUM M ARY

The ISBER member survey was completed from May 18 to July 15, 2020. There were a total of 178 respondents to the survey. The survey was completed by a broad cross section of ISBER members. Respondents varied in age, geographic location, job position, and educational levels. Not all questions were mandatory meaning that the response rate per question varied.

Respondents were asked a variety of questions relating to the services provided by ISBER and the strategic direction that the organization should be taking. Members were asked to rate the benefits of membership and programs and services. Members indicated that Biopreservation and Biobanking (BIO, the official journal of ISBER), the ISBER Best Practices, access to the members only forum, access to educational op-portunities and information were highly valued. ISBER also evaluated its corporate membership and organizational membership structure.

ISBER learned that 98% of respondents intended to renew their membership. Those that did not wish to renew their membership cited financial difficulties which are serious concerns due to the 2020 pandemic.

Many members had attended ISBER’s webinar series (78%). The top suggestions for topics included ELSI, quality management, control and sample quality, biobanking post COVID-19, international standards, business development, biospecimen science, Best Practices, disaster recovery and planning, contingency planning, biosafety and emergency, automation and sustainability.

ISBER learned that 93% of the membership would attend best practices workshops held in regions.

ISBER evaluated the new regional ambassador program and learned that this new initiative needs to be promoted better to the membership but those that were fa-miliar with the initiative were very supportive of it. This finding was replicated for the awards program.

After asking how ISBER can improve impact in the regions, it learned that partner-ships with relevant organizations are needed.

As far as attendance at meetings, ISBER learned that funding limited people’s abil-ity to participate. ISBER learned that a number of members had not participated in working groups and special interest groups.

ISBER conducted a series of questions aimed at understanding how best to commu-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 forum are used often by members to learn about the association’s activities. Given that ISBER had recently revamped the website it was good to see an improvement in how the website was perceived. And yet areas of improvement were identified including how the webinars are described and organized.

ISBER learned that the membership does see that ISBER should take on an advocacy role but they noted that the society should be very careful about how ISBER does this noting regional differences and nuances.

The top three items that membership wishes to learn more on are ethics, quality and sustainability.

APPENDIX C

13


D: Comments from Stakeholder Interviews

WHAT AR E K E Y TR ENDS THAT YOU C AN IDENTIF Y IN BIO BANK ING THAT WILL I M PAC T YOU O R YOU R O RGANIZ ATIO N IN THE NE X T THR EE TO FIVE YE ARS? THIS M AY INCLU DE LEGISL ATIVE, R EGU L ATO RY, PR AC TICE DR IVEN, SO CIAL, TECHNO LO GIC AL, E TC .

• Address monetary issues for biobanks• Support biobanks to handle/manage COVID• People are winging it in attempting to stay relevant; ISBER should help.• Support biobanks in accreditation• Funding for collections and staff• ISO 20387• Creating a research infrastructure that supports biobanking• Helping biobanks engage with industry• Sample sharing for clinical trials• Help standardize how samples are stored• Support ISO certification for biobanks• Increase the visibility of ISBER (perhaps a focus on social media campaigns)• Support members in protecting sample integrity• Demonstrate the value of biobanks to industry • Common Rule continues to be an issue• Possible harmonization with FDA• Return of research results will become increasingly important• Nagoya Protocols creates issues in sample procurement locally and globally• The ethics of sample collections—i.e. related to natural history may become

an issue. ISBER may wish to explain broadly why it is that biobanks collect specimens. There are issues around the colonial natures of museums.

WHAT SHOU LD ISBER’S TO P THR EE PR IO R ITIES BE TO SU PPO R T THE BIO BANK ING FIELD IN THE NE X T THR EE TO FIVE YE ARS?

• First priority should be education; second priority should be sample shar-ing; third priority should be guidelines; fourth priority should be awareness of the biobanking industry; fifth priority should be supporting quality sample gathering and management for future use; sixth priority should be supporting industry

• Support members to connect better with each other• Bring in more people from biotech and meet their educational needs• Help improve quality• Focus on Best Practices and Education as it relates to ELSI• ISBER’s focus should switch to support research• Support agricultural science• Bring in virologists into the fold.

WHAT AR E AC TUAL O R POTENTIAL O PPO R TU NITIES YOU C AN IDENTIF Y TO ADVANCE THESE PR IO R ITIES?

• ISBER has the opportunity to help create awareness of biobanking within hospitals. It could help set KPIs and provide them data indicating that a well-funded biobank benefits research infrastructure; a white paper on this matter would be helpful

• Help create virtual connection opportunities• Consider collaborating on special topics of interest to both organizations• ISBER should consider ways of deepening partnership, perhaps hold a collab-

orative session?

APPENDIX D

14


WHAT COU LD ISBER DO TOMO R ROW TO I M PROVE THE FIELD O F BIO BANK ING?

• Help centralize matters• Increase mentorship opportunities• Increase networking opportunities• Make its framework for webinars available for SIGS/WGs to create their

own content• Make it easy for special groups to hold sessions at meeting• Create toolkits/hands on tools for job descriptions• Create toolkits/hands on tools for how to start a biobank• Develop a program to support research generation• Have a more formal, ongoing way of networking.

WHAT C AN ISBER D O TO BE MO R E USEFU L TO YOU R O RGANIZ ATIO N?

• Help Identify that the challenges and needs are to pharma biobanking needs

• Establish a joint membership with us that promotes both organizations• Support standardization, networking and quality• Assist in import and export challenges• Help standardize matters in a lab• 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.

DO YOU HAVE ANY IDE A S FO R CO LL ABO R ATING WITH ISBER O N A NE W PROJEC T O R INITIATIVE? WHAT WOU LD YOU HO PE TO ACHIE VE?

• Joint meeting on special topics• Develop a process to support biobanks in commercialization• ISBER may wish to support industry in creating focus groups for market

testing and beta testing (like ad boards in the medical field)• You may wish to collaborate with us on best practices that are specific to

envirobio filed• Support us in advocacy• Collaborate around the BP• Perhaps explain what ISBER is to membership• Please translate programs and services to different language.

SHOU LD ISBER PAR TNER WITH ANY NE W O RGANIZ ATIO NS? IF SO, WHICH?

• Smaller biobanks• Environmental collections• Museum biobanks• Veterinarian biobanks• Microbial collections.

APPENDIX D

15


PAR TICIPATING O RGANIZ ATIO NS:

ORGANIZATION FULL NAME STATUS TYPE

1 BBMRIBiobanking and Biomolecular resources Research Infrastructure

The president reached out to BBMRI interim director.

Partner

2 ESBBEuropean, Middle Eastern, African Society for Biopreservation and Biobanking

President reached out to president. Partner

3 ABNA Australian Biospecimen Network Association Interview held. Partner

4 SfC Society for Cryobiology Interview held. Partner

5 CIBERCouncil of Industrial use of Biological and Environmental Repositories

Interview held. Partner

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

16


E: Next Strategic Plan

Through the process of developing this strategic plan a number of ideas and strate-gies surfaced which were not feasible for implementation given the need for ISBER to focus. These strategies should be reevaluated when ISBER conducts its next strategic plan 12 to 18 months from now.

ELE VATE THE PRO FILE O F BIO BANK ING, INNOVATIO N AND TECHNO LO GY S TR ATEGY AR E A S

STRATEGY: DEVELOP AND REVIEW MARKETING CAMPAIGNS FOR ISBER PRODUCTS.

OUTPUT:

• Marketing campaign for hospitals and other employers to promote QBRS • Marketing campaign for BP Translations and ISBER Tools

STRATEGY: EVALUATE THE NEED FOR AN ISBER PRODUCT DEVELOPMENT ARM.

OUTPUT:

• Present evaluation to BOD; if it is recommended that ISBER develop a new branch of the organization, outline the specific infrastructure for it

• Create systems, processes, for the development of new products and ser-vices for implementing best practices among members and non-members

• New structure to support the development of new products and services for implementing BP

STRATEGY: CREATE A STRUCTURE THAT ALLOWS FOR CUTTING EDGE THINKERS, BIOBANKERS AND RESEARCHERS TO QUICKLY AND FLEXIBLY DEVELOP AND IMPLEMENT NEW IDEAS AND PROJECTS.

OUTPUT:

• Open the door for members to bring new ideas to the organization and run with projects

STRATEGY: UNDERSTAND THE SCOPE OF BIOBANKING VIA MARKET RESEARCH PROJECT.

• Understand the scope of Biobanking via Market Research project to aid in developing new products and services, and/or to target products to new or underrepresented groups

OUTPUT:

• Market Research Report

MEASURES

• Develop a fast response system for July 1, 2021• Participation in education and other programming by non-members• Number of active partners

(Note: Ensure that communication about the value of programs is laced throughout the strategic plan, establishing relationships with media outlets.)

APPENDIX E

17


S TR ENGTHEN R EL ATIO NSHIP WITH M EM BERS, GENER AL BIO BANK ERS, POTENTIAL M EM BERS, AND A SSO CIATED S TAK EHO LDERS

STRATEGY: NEW MEMBER ENGAGEMENT STRATEGY—ACCELERATE ENGAGEMENT FOR FIRST YEAR NEW MEMBERS (E.G. LEADERSHIP CALLS WITH ACTIVE MEMBERS – NEED CONSISTENT MESSAGING). COMMUNICATE VALUE OF PRODUCTS AND MEMBERSHIP.

OUTPUT:

• New member engagement strategy, which delegates points of engage-ment and communication to leadership

DEVELOP STRATEGY FOR RECRUITING, TRAINING, AND ONBOARDING NEW LEADERSHIP AND ENSURING THAT LEADERSHIP IS GLOBAL. PROMOTE NEW LEADERSHIP AND DIVERSITY TO INVITE PEOPLE FROM DIFFERENT REGIONS TO ENGAGE.

OUTPUT:

• Leadership onboarding/outboarding plan; leadership handbook(Note: Look at how ISBER is presented to individuals who may or may not ever wish to be members. How is ISBER relevant to them? What models can be developed to encompass 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)

FO CUS O N THE R E VITALIZING.

STRATEGY: IDENTIFY APPROPRIATE MEANS OF COMMUNICATING DIFFERENT MESSAGES—E.G., VLOGS, PODCASTS, INFOGRAPHICS.

OUTPUT:

• X # of new ways of communicating with the membership to be determined/defined and executed

STRATEGY: (RE)INTRODUCE ISBER TO POTENTIAL, CURRENT AND PAST MEMBERS (BOARD CALLS); ENGAGEMENT OF BIOBANKERS BASED ON EXPERIENCE AND EXPERTISE. IS THERE CERTAIN PROGRAMMING THAT IS BETTER FOR ONE SEGMENT VS ANOTHER.

• Court a few key out-of-field stakeholders (be selective in approach)• Review current external partnership agreements and determine a pathway

for each. ISBER should pursue engagement when possible and where partners have asked for it

• Revitalize the Vendor Consultation Group (consider re-branding not a TF)

• Develop niche educational meetings such as the UHN virtual but specific to fields such as biospecimen science (could also be regional)

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

18


• # 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 PRO FILE O F BIO BANK 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


ISBER HEAD OFFICE

# 301 - 750 Pender Street, Vancouver, BC, V6C2T7 CanadaT: 1-604-484-5693 | F: 1-604-874-4378

ABOUT ISBER

ISBER is a global biobanking organization that creates opportunities for networking, education, and innovation. ISBER provides a community for harmonizing approaches to emerging challenges in repositories.

Key elements of ISBER’s activities include: creating educational and training opportunities; providing a forum for the dissemination of state-of-the-art policies, processes, and research findings; and showcasing innovative technologies, products, and services.

Become an ISBER member today and be part of a global biobanking community!

WWW.ISBER.ORG

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