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The National Academy of Clinical Biochemistry

"Advancing Scholarship in Laboratory Medicine"

The National Academy of Clinical Biochemistry is the Academy of AACC and is dedicated to advancing the science and practice of clinical laboratory medicine through research, education, and professional development. The Academy is a leading advocate for scholarship through scientific research and it conducts educational programs to promote scientific discovery, application, and integration. It publishes standards of practice for the application of clinical biochemistry to medical diagnosis and therapy.

NACB membership is open to AACC members who are doctoral level clinical scientists, hold ABCC certification, and are active in the research, education, or service of clinical biochemistry. For an NACB membership application, contact Penelope Jones at AACC (pjones@aacc.org or call 202-835-8746.)


National Academy of Clinical Biochemistry

Advancing Scholarship in Laboratory Medicine

This Strategic Plan will be used to guide the development of the National Academy of Clinical Biochemistry (Academy), and will be updated at intervals as needed. The purpose is to develop the Academy to meet the needs of its members and the profession. The emphasis is on enhancing the practice and profession of clinical biochemistry through the scholarships of discovery, application, integration, and education. Whenever possible, measurable outcomes will be used as indices of success.

Vision: To be the leading scholarly organization of doctoral clinical biochemists elevating the science and practice of clinical laboratory medicine.

Mission: To elevate the science and practice of clinical laboratory medicine by promoting research, education and professional development in clinical biochemistry and by serving as the leading scientific advisory group to AACC and other organizations.

The Academy will carry out this mission by using the following six Strategic Objectives as a guide for implementing the Strategic Plan.

Strategic Objectives

Strategic Objective I(Research).

The Academy will be the leading advocate for scholarship through scientific research in clinical biochemistry.

  1. Provide research reviews and summaries of important findings in clinical biochemistry and communicate them via the Internet.
  2. Sponsor and organize research symposia of high caliber, leading-edge research in clinical biochemistry.
  3. Provide research awards to professionals in the discipline of clinical biochemistry in recognition of high levels of achievements.
  4. Sponsor research fellowships to promote scholarly activity in clinical biochemistry.
  5. Provide programs for training Fellows in research-related grantsmanship.

Strategic Objective II(Education).

The Academy will provide outstanding educational programs relating to the scholarships of discovery, application, and integration in clinical biochemistry.

  1. Continue to create Standards of Laboratory Practice (SOLPs).
  2. Provide symposia on "hot" topics of interest to doctorate level professionals.
  3. Provide educational opportunities using non-traditional remote learning techniques (e.g., CD ROM, web/Internet).
  4. Sponsor visiting professorships.
  5. Promote public education and awareness in matters related to the application of biochemistry to health and disease.
  6. Sponsor workshops and training courses related to clinical biochemistry.
  7. Provide travel grants targeted at enhancing education in clinical biochemistry.

Strategic Objective III (Professional Development).

The Academy will enhance the professional development of its members and define and promote standards of practice for the application of clinical biochemistry to medical diagnosis and therapy.

  1. Promote ABCC and certification of doctorate level clinical biochemists.
  2. Perform a status and needs assessment (survey doctorates, salaries, work positions, etc.)
  3. Review and evaluate Academy membership criteria.
  4. Develop Academy leaders (use mentoring system).
  5. Support and promote COMACC.
  6. Support Delta AACC project (be resource for competencies of doctorate level individuals).
  7. Provide professional review courses at the doctorate level.
  8. Provide self-study courses at the doctorate level.

Strategic Objective IV (Scientific Advisory Role).

The Academy will be the leading scientific advisory group on issues related to the science and practice of clinical biochemistry.

  1. Establish mechanisms for delivering high level scientific advice to AACC and other organizations requiring scientific and technical expertise in laboratory medicine.
  2. Establish liaison with AACC board (evolve into a non-voting position on AACC BoD).
  3. Develop and disseminate a formal directory of Academy members' research and scientific expertise.
  4. Identify other organizations (e.g., government groups) for which we could serve as a formal science advisory board)

Strategic Objective V (Promote Visibility and Recognition).

The Academy will promote visibility of its activities in and value to the practice of laboratory medicine.

  1. Promote visibility and recognition of clinical biochemists as essential providers in laboratory medicine.
  2. Increase involvement by the Academy in cooperative ventures with other scientific and medical organizations.
  3. Significantly increase distribution of our SOLP monographs.
  4. Prepare and distribute a highly effective, redesigned brochure to new and prospective members.
  5. Academy Officers to be listed in AACC directory separately and all Academy members identified as FACB in that directory.
  6. Invite representative Officers of other organizations to Academy award luncheons and recognize them.
  7. Provide picture recognition of Academy awardees in AACC publications.
  8. Request more promotional material be placed in AACC News.

Strategic Objective VI (Infrastructure). The Academy will modify its infrastructure to provide the services needed for its success.

  1. Evaluate the Academy's present committee structure.
  2. Delineate optimum number of scientific meetings to hold per year.
  3. Develop dedicated staff support to assist in operation of Academy business and activities.
  4. Evaluate the present length of Officers' terms of office.
  5. Have two face-to-face dedicated board meetings per year.
  6. Evaluate the Academy's financial position and set financial goals.
  7. Increase number of members involved in planning and committees.

(Approved by the Board on April 18, 1998)

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