Strategic Plan
SEFA... to provide leadership in promoting quality and excellence in the design, manufacture and utilization of laboratory furniture and equipment. 
SEFA promotes and encourages quality and excellence in providing laboratory furniture and equipment and integration of people, pace and process to advance organizational goals and meet the needs of the end users. 
Mission Objectives
To become the organization of choice that enables and supports all involved parties in creating humane, safe and effective laboratory environments.
To be the leader in creating laboratory solutions that combine organizational, technological and environmental systems that respond creatively to strategic business issues.
To be the premier organization that provides leadership and teaches members and constituent groups how to work together as a coherent group that creates laboratory solutions.
Grand Challenges
Continually improve laboratory productivity by increasing understanding of the work process, effective management of the work environment and how to partner with the people within an organization.
Enhance the financial benefit to our members by providing timely market information.
Code of Ethics
(As Amended February 12, 2013)
SEFA members shall distinguish themselves by always engaging in honest, ethical and  professional business practices.  Membership shall be used as a means of professional development.  Unfair, misleading, unethical or deceptive business practices are unacceptable and violate the Code of Ethics.
1. SEFA members shall have, as their primary goal, developing and producing safe and functional laboratory furniture and equipment.
2. SEFA members shall yearly, in writing, acknowledge that they endorse the quality and performance levels stated in the recommended practices and that they will adhere to the Code of Ethics and be bound by the Rules and Procedures governing Code of Ethics Complaints.
3. SEFA members shall maintain objective, professional and ethical judgment.  They shall not compromise that judgment by undertaking any activity, accepting any contribution or having any conflict of interest that would prevent acting in the best interest of their employers or clients.
4. SEFA members shall use their membership as a means of professional development.
5. SEFA members shall not intentionally engage in any unfair, misleading or deceptive trade practices under New York or United States Federal law.
6. SEFA members shall practice in a manner that supports the rights of employers, employees and clients, and shall not discriminate in any way.
7. Violation of the Code of Ethics may result in termination of membership or such other sanction as deemed appropriate by SEFA’s Board of Directors and consistent with the Code of Ethics Rules and Procedures.
8. Applicants for SEFA membership must adhere to SEFA’s Code of Ethics, as a condition of their application.  Previous Code of Ethics violations by an applicant may disqualify the applicant  from becoming a SEFA member.
The Environment
SEFA must achieve its vision in the midst of a business world that has undergone significant change and will continue to do so in the foreseeable furture.
All businesses are affected by globalization, whether it be in growth or constraints, both economic and geopolitical. Competition is increasing with the rapid, worldwide dissemination of information and the corresponding responses, pertaining to goods and services. The impact of these global mega-trends will become more pronounced.
Focus on Customer Value
To survive, a company has to offer value that meets customers' needs. The initial focus on value is directly connected to a company's services or products. It now includes indirect services such as corporate real estate and facility operations that must demonstrate added value to a company's customers.
Strategic Positioning and Quick Response
Customer needs require faster service and an ability to respond to changing, unpredictable conditions. This creates and sustains strategic advantage. We must anticipate and rapidly respond to a customer's demands. Re-engineering and workflow design are becoming more critical and strategic.
Management and Organizational Changes

Businesses are restructuring their management organizations, aiming to shorten the time span required for making decisions and pushing decisions down to the lowest level where those most familiar with customers and their needs can make quality choices.

 Emerging Technologies
Information development and flow is transparent to physical location, time and/or position, but critical to global success.
Regulations can be both an asset and a burden. They can intensify competition, as in the deregulation of the communications and energy fields and they can impact the planning and design of the physical workplace due to air quality and traffic management legislation, and health and safety regulations (e.g. video display terminals, indoor air quality, radiation emissions). At the same time, regulations can dramatically affect operational processes (e.g. complex environmental assessment and approval processes) that reduce process effectiveness and increase overall costs.
Environmental Responsibility
Our physical world has finite boundaries and must be managed appropriately to ensure its long-term survival. Businesses continually must increase their awareness of environmental issues, exhibit environmental stewardship and integrate this knowledge with all sectors of the organization.
Association Business
Leading-edge associations must be conceptual, creative and have the resources and technology available to take advantage of global opportunities. In this way, they can offer the highest quality value added products and services. These changes may require SEFA to restructure organizationally to meet these challenges.
The environment continuously redefines the nature of the laboratory. This includes the solutions, techniques and the requisite expertise to deal with new challenges. SEFA must respond creatively by realigning itself in terms of issues, roles and competencies.
One major challenge facing SEFA is the wide spectrum of interests represented by the current membership.  This includes evolving technologies, fierce global competitiveness and the changing nature of lab work. Without a clear focus on the critical issues that will supply superior value to its membership, there is no guarantee for SEFA's success.
Value Propositions
Organizations are either internally driven, customer compelled or market driven. The most successful organizations have "value propositions" that are market based. A value proposition is a combination of the products and services offered to target customer segments, that gives specific end-result benefits at a given price. If the customer perceives that this combination of benefits and price represents a value superior to alternatives, then this is a superior value proposition. Organizations on the path to market focus define competitive advantage as the ability to profitably deliver superior value to customers. The following are SEFA's value proposition statements.
Be the organization of choice for industry professionals by providing leadership in issues involving the design, specification and utilization of laboratory furniture and equipment.
  • Provide exceptional information and experiences that build quality relationships and foster viable networking within the membership and industry. 
  • Be a catalyst for bringing about positive change in the laboratory furniture and equipment industry.                                         

Strategic Initiatives

The Association is guided by its present environment, membership and a vision of what SEFA must strive to become. The strategic initiatives describe the directions SEFA must take.

Strategic Initiative # 1 Education

Provide educational and technical information for and about the industry, SEFA will support members and the profession through well-designed and well-managed educational programs that meet the needs of it's diverse membership.

Specific Goals of Strategic Initiative # 1

Segment the membership into markets (e.g. manufacturers, suppliers) and tailor programs and information to meet their different needs.

Focus on providing offerings that members find to be value-added. Consider fee-based programs.

Establish strategic partnerships to co-develop and co-present educational programs with other associations that have complementary interests.

Expand our delivery systems, including the internet for publishing Association information.

Be the leading provider of conferences and workshops on subjects at the forefront of laboratory furniture and equipment industry. Assure a rich variety of formats and locations. Consider sponsoring or participating in seminars/workshops on laboratory design, fume hood safety and other related subjects.

Coordinate technical information and management strategies with other SEFA initiatives as well as with outside sources of information.

Establish strong partnering relationships with educators, government leaders and other associations in the promotion of excellence and quality as it pertains to the utilization and advancement of the laboratory furniture and equipment industry.

Strategic Initiative # 2 Information

Be the acknowledged clearinghouse for the dissemination of information concerning laboratory furniture and equipment.

Sponsor selected research activities in partnership with our members and with related societies and associations.

Strategic Initiative # 3 Certification

SEFA will be recognized for excellence in providing its members and customers with services that develop individual competencies and advance the industry. The keystone for this initiative is a certification program for products and services. This effort could start with independent test lab certification of product performance standards and could then be expanded to cover lab installation services, hood testing services and laboratory design initiatives.

The goals of SEFA's certification programs are to:

Assure minimum performance standards for products.

Assure professional competence.

Establish recommended practices for professionals.

Increase recognition for the industry.

Influence the direction of the industry.

Certification should become the standard for the industry, particularly as the industry continues to undergo significant changes. This will require education and promotion of the value of certification to specifiers and owners. In addition, it will require expansion of certification to the international arena. We seek worldwide acceptance of the designation "Performance Certified", "Certified Laboratory Installer", "Certified Laboratory Planner" as a future standard for the industry.

Specific Goals of Initiative # 3

Establish worldwide recognition of the significance of Certification. Work with relevant trade publications and professional journals to get the message published.

Promote the value of the certification process as a method of obtaining professional, high quality labs in an environment that is often controlled by challenging customers such as General Contractors without full accountability to the process or the owner/user.

Actively license affiliated associations and promote academic programs worldwide in support of the certification process.

Establish a clearer expectation of the role of the various parties that influence the process of building quality laboratories through a concerted marketing effort by SEFA and individual members.

Strategic Initiative #4 Membership

Achieving worldwide recognition a the voice of the industry.

SEFA will identify, leverage and develop opportunities through word-wide value-added initiatives that focus on the industry and its role in society.

Specific Goals of Strategic Initiative #4

Engage in cooperative relationships with professional societies and organizations around the world.

Provide consistent support to current membership by helping them enhance the quality and profitability of their industry participation.

Actively recruit qualified organizations for membership.

Explore revenue opportunities as well as adjustments to the dues structure to insure that SEFA can afford to fully support the strategic initiatives described herein.

Strategic Initiative # 5 Administration

Maximizing the Organizational Effectiveness of the SEFA System.

SEFA's operations will be recognized by its members as responsive processes that focus on cost effectiveness, efficiency and service orientation. The Association's business practices will enable the organization to respond effectively to the ever changing laboratory furniture and equipment market.

Specific Goals of Initiative # 5

Recognize and accept that our members are dependent upon the sucess, viability and relevant nature of our organization to obtain many of the educational opportunities and networking capabilities they require.

Continue to establish alliances with organizations that could, through their efforts and membership, enhance the value of SEFA to its members.

Be vigilant and responsive to emerging technologies that may result in changes that will affect the industry as a whole.

Recognize that the globalization of the world economy requires continued emphasis on an international scale.

Continue to investigate the requirements and costs to have SEFA "Recommended Practices" accepted as industry standards.

Provide members with information regarding legal issues that could influence the way they conduct their business operations.

Integrate quality improvments into operations and evaluate the use of available benchmarking information from similar operations.