New challenges, a consistent vision: AOAC’s Strategic Plan for 2020

On December 10, 2019, AOAC’s Board of Directors approved a refreshed strategic plan for the organization to reflect the organization’s accomplishments in recent years and to prepare for new challenges on the horizon.

The strategic update is the fruit of a collaborative, organization-wide dialogue soliciting ideas and insights from AOAC staff, management, and the Board of Directors. It builds on a plan developed in 2017 following extensive brainstorming by the Board and staff, as well as review and input from the full AOAC membership.

Emphasizing the value of this inclusive approach, Executive Director Dave Schmidt said, “AOAC is a close-knit organization, and our people are at the center of everything we do. So it was important to incorporate their ideas, experience and passion in refreshing our vision for the future. Their personal investment in this shared vision will make AOAC stronger and more effective than ever.”

The collaboratively developed plan was presented to the Board of Directors during the end of year meeting, where it was further refined and then approved on December 10.

“AOAC’s Board of Directors continues to be among the most engaged I have seen,” said AOAC president Henry Chin. “Once again they have demonstrated their dedication to AOAC’s success by articulating and helping craft an inspiring vision and clear, actionable goals for the organization.”

Under the updated plan, as AOAC works for a better future its guiding vision continues to be global confidence in consensus based analytical solutions for food safety, food integrity, and public health. To get there, the organization’s updated mission is to ensure the safety and integrity of foods and other products that impact public health by convening government, industry and academia to develop and validate standards, methods and technologies. A set of streamlined and updated goals will serve as signposts to getting there:

• Analytical Excellence – Provide analytical solutions to current and emerging issues through standards development and trusted measurements.
• Engagement – Attract and retain members and stakeholders through education, mentoring, networking and collaboration to grow and strengthen the association.
• Partnerships – Build and cultivate relationships to identify strategic opportunities for collaboration.
• Core Programs – Develop new and improve existing processes, products and services.
• Sustainability – Identify, strengthen, and grow revenue streams, while continuously optimizing resources, to ensure the association’s long-term success.
• Governance – Advance an effective leadership culture that promotes accountability among members and staff.

To learn more, view the strategic plan.