OHBM STRATEGIC PLANNING

FEBRUARY 24 & FEBRUARY 25, 2015

GENEVA, SWITZERLAND

CONNECT ONLINEUSER NAME: OHBM

PASSWORD: GVA2016

OHBM STRATEGIC PLANNING

TUESDAY, FEBRUARY 24, 20156:00 PM – 9:00 PM

GENEVA, SWITZERLANDCONNECT ONLINE

USER NAME: OHBM PASSWORD: GVA2016

CALL TO ORDERAND WELCOME

KAREN BERMAN

OVERVIEW OF MEETING STRUCTURE AND

GOALS

KAREN BERMAN

Long range planning is a process used to establish a plan to realize a goal or group of goals over a number of years based on current knowledge about the future. The plan is used to guide the organization and serves as a roadmap for the leadership, committees and staff.

STRATEGIC PLANNING DEFINED

We wil l start with information to provide a broad understanding of OHBM in its current form

We wil l hold discussion to identify and defi ne the over-arching challenges we face in the environment in which we l ive and work – scientifi c, fi scal, polit ical, etc. – as they relate to our fi eld.

We wil l pose questions regarding the proper role of OHBM, if any, in addressing those challenges.

In l ight of these init ial discussion, we wil l review and reassess the mission and goals of OHBM as they have been for the past 20 years, defi ne whether there are necessary changes going forward, and discuss approaches to implementing any changes that we deem necessary. 

We wil l determine how we can most eff ectively engage the membership in this planning process.

We wil l ult imately use the information we gather from these discussions and from the membership to formulate a strategic plan. This wil l result in a statement of what the OHBM wants to be, i .e. the vision, and a vivid description of the realized vision and mission for the future with: goals (the outcomes that OHBM will achieve for its stakeholders) , objectives (the specific, measureable, desired outcomes associated with

the realization of its goals) , and strategies and action items to achieve our defined objectives.

STRATEGIC PLANNING PROCESS

IDENTIFICATION OF KEY STRATEGIC QUESTIONS

KAREN BERMAN

What is our vision of the future of neuroimaging and OHBM (a vivid description of where we are/should be going)? (Discuss, identify and define the over-arching challenges we face in the environment in which we live and work – scientific, fiscal, political, etc. – as they relate to our field.

Review and reassess the mission and goals of OHBM as they have been for the past 20 years, define whether there are necessary changes going forward, and discuss approaches to implementing any changes that we deem necessary. 

Should we broaden our vision and mission by, for example, encompassing additional goals in education and in forwarding the public face of our field to colleagues in other scientific arenas?  More generally in society?  Or does our current philosophy suffi ce.

QUESTIONS FOR CONSIDERATION

How can we maintain our status as the premier organization and ensure that our meeting captures the best science in the world over the next 5-10 years in the rapidly changing scientific, political, and fiscal environment?

OHBM has a unique and valuable potential for providing a space for academia, government, and industry to interact in an environment that is focused on science rather than commercial interests.  Should we take more of a leadership role here?

How can we engage our membership more? Determine how we can most effectively engage the membership in this planning process.

ARE THERE OTHERS?

QUESTIONS FOR CONSIDERATION

A SWOT analysis is a structured planning method used to evaluate the strengths, weaknesses, opportunities and threats of an organization. Breakout Groups were created to discuss in detail their assigned areas and then evaluate each based on how important the identified item is for OHBM. Use a rating scale of 1-3 with 3 being of major importance.

SWOT BREAK OUT GROUPS

S = Strengths (characteristics of OHBM that give us an advantage to others both externally and internally)

Steve SmithTonya White

Martin LundquistMaurizio Corbetta

Kayla Stidger

What advantages does OHBM have? What does OHBM do better than anyone else? What unique or lowest-cost resources can OHBM draws upon that

others can't? What do others in our market see as OHBM’s strengths? What factors mean that OHBM recruits and retains member

involvement? What is OHBM’s unique position?

SWOT - STRENGTHS

W = Weaknesses (characteristics that place OHBM at a disadvantage relative to others both externally and internally) 

Simon EickhoffJia-Hong GaoJack Van Horn

Peter BandettiniDoug Greve

What could OHBM improve? What should OHBM avoid? What do others in our market l ikely to see as OHBM’s

weaknesses? What factors lose OHBM members and participation in activities? What factors prevent others from engaging with OHBM?

SWOT - WEAKNESSES

O = Opportunities (elements that OHBM can use to its advantage to create new programs or enhanced member services) 

Karl Zil lesNiko KriegeskorteSusan Bookheimer

Alan EvansAnne Beauclaire

  What good opportunities are readily seen for OHBM? What interesting trends is OHBM aware of? What changes in technology can assist OHBM? What changes in government or regulatory policy impact OHBM? What changes in social patterns, population profi les, l i festyle

changes impact OHBM? 

SWOT - OPPORTUNITIES

T = Threats (elements in the environment that can cause trouble or pose a threat to OHBM)

Jeanette MumfordAndreas Kleinschmidt

Pedro Valdes SosaRandy GollubKevin Murphy

What obstacles does OHBM face? What is OHBM’s competitors doing? Are quality standards or specifi cations for our members, their

needs and environments changing? Is changing technology threatening OHBM? Does OHBM have fi nancial restrictions? Is there anything that can seriously threaten OHBM?

SWOT - THREATS

To identify specific goals and objectives on existing programs and processes.

Goals (broad core competencies and desired outcomes) Strategies (specific programs and projects for achieving the goals)

Mission, Governance and CollaborationsProfessional Development and TechnologyMembership Involvement, Chapter/SIG

Relationships and Communication

GOALS BREAK OUT GROUPS

 

Karen BermanKarl Zi l les

Steve SmithSusan BookheimerMauriz io Corbetta

Alan EvansJoAnn Taie

Is OHBM’s Mission representative of our purpose? Is i t understandable to our members and external stakeholders? How should the language be changed?

Is OHBM’s current governance structure eff ective and posit ioned to address future needs? (Note: There is overlap in membership between the Program Committee and Counci l , is this a good model?)

Is the nomination process eff ective in obtaining the qual i t ies and ski l ls needed to move the organization forward in the future? For both the Counci l and Program Committee?

What organizations, i f any, should OHBM be col laborating? Does OHBM’s committee structure refl ect the needs of the organization and

al low broad member part icipation? Does OHBM’s logo refl ect our mission?

MISSION, GOVERNANCE AND COLLABORATIONS

Jack Van HornNiko Krigeskorte

Andreas KleinschmidtPedro Valdes SosaMartin LindquistPeter Bandettini

Kayla Stidger  Does the Annual Meeting structure meet the current and future

needs of our members and attendees? What other types of education, if any, should OHBM be providing

outside of the Annual Meeting? What career development/mentoring programs, if any, should OHBM

provide to students/post docs? What networking experiences would OHBM members fi nd most

valuable inside and outside the Annual Meeting? Should OHBM expand into online educational off erings?

PROFESSIONAL DEVELOPMENT AND TECHNOLOGY

Jeanette MumfordKevin MurphyJia-Hong GaoDoug GreveTonya White

Simon EickhoffAnne Beauclaire

  Is OHBM providing eff ective communication outreach to our members?

If not, what can we do to enhance communication? What communication and support should OHBM provide Chapters and

SIGS? Does OHBM’s website provide a user-friendly format to fi nd important

information? Is OHBM’s membership structure and pricing eff ective? How can OHBM expand their member involvement opportunities? What marketing eff orts, if any, should OHBM do to recruit new

members?

MEMBER INVOLVEMENT, CHAPTER/SIG RELATIONSHIPS,

COMMUNICATION

OHBM OVERVIEW…WHERE ARE WE NOW?

KAREN BERMAN & JO ANN TAIE

First International Conference on Functional Mapping of the Human Brain

Cite des Sciences et de l’Industrie, Paris, France

June 27-30, 1995

Organizers: Bernard Mazoyer, Rudiger Seitz and Per Roland (from France, Germany and Sweden)

OHBM HISTORY

OHBM MissionTo advance the understanding of the anatomical and

functional organization of the human brain. 

OHBM Will…Bring together scientists of various backgrounds who

are engaged in investigations relevant to human brain organization; and

engage in other activities to facilitate communication among these scientists and promote education in human brain organization.

OHBM MISSION STATEMENT

OHBM GOVERNANCE

OHBM COUNCIL

PROGRAM COMMITTEE

NOMINATING COMMITTEE

FINANCE COMMITTEE

CORBIDAS

SCIENTIFIC ADVISORY BOARD

LOCHACKATHON TASK FORCE

CHAPTERS & SPECIAL INTEREST

GROUPS

Section 5 . Nomination of Councilors. Slates of candidates for Councilor positions will be prepared by the Nominating Committee. The Committee shall invite nominations from Members, add its own candidates, and prepare a slate of candidates for each open position. In their selection of candidates, the Nominating Committee shall take into consideration balance across scientifi c disciplines and nationality. Additional candidates for Councilor positions can also be nominated and placed on the ballot by petition of 2% of the membership.

Section 7. Voting. Councilors shall be elected by a simple plurality of votes on valid ballots received in an election held prior to the Annual Meeting. The specifi c procedures and deadlines for the annual election of new Councilors shall be established by Council. Voting members may vote for fi ve candidates (one for each position), including write-in candidates.

OHBM LEADERSHIP SELECTIONBYLAWS ARTICLE 5: COUNCILORS

Call for Nominations Sent to the membership soliciting nominees for open Council seats.

The Nominating Committee (comprised of the three Chairs and Secretaries) meets to review member nominees and identifi es 2-3 candidates for each of fi ve positions: Chair-Elect; Treasurer-Elect; Secretary-Elect; Program Chair-Elect; and Education Chair-Elect. (The Education Chair-Elect position was added to the Council in 2014.)

OHBM Executive Offi ce sends an email to identifi ed nominees asking if they are willing to accept the nomination and gathers a short bio for each nominee.

Once the ballot is fi nalized, OHBM Executive Offi ce sends an email to members with a link to the election ballot containing the list of nominees and their bios. This link is also placed in the “Member Only” section of the OHBM website and as a link connected to the Annual Meeting registration page.

OHBM LEADERSHIP SELECTIONPROCESS USED

OHBM members vote for their candidates (only one vote per position is allowed). Members must use their login information to access the link.

Following the close of voting, OHBM Executive Offi ce tabulates the votes and verifi es that respondents only voted once.

The slate of elected Councilors are sent to the Nominating Committee for their information.

Emails are sent to those who have been elected as well as those who were not to inform them of the results. This allows newly elected Councilors to plan their participation in meetings held during the Annual Meeting.

The results of the elections are announced during the Town Hall Meeting at the Annual Meeting.

 

OHBM LEADERSHIP SELECTIONPROCESS USED

Section 2(d) Program Committee. The Program Committee has regular members including the Program Chair who will serve as Chair of the Program Committee, Past Program Chair, Program Chair-Elect, Education Chair, Education Chair-Elect, Education Past-Chair, OHBM Chair, OHBM Chair-Elect, OHBM Past-Chair, LOC Chair, LOC Chair-Elect, LOC Past-Chair and additional members as proposed by previous committees and approved by Council. Additional members will serve three year terms.  The Program Committee shall be responsible for oversight of the scientific program for the Annual Meeting and facilitating preparations and communications for the Annual Meeting.

PROGRAM COMMITTEEBYLAWS ARTICLE 7: COMMITTEES

The Bylaws identify the majority of the positions for the Program Committee; however, it was decided by the Program Committee that four ad hoc positions would be fi lled each year. To fi ll these spots, the following process is used:

A Call for Volunteers is sent to the membership asking them to submit their name and statement of interest for serving on the committee.

The list of candidates is reviewed and voted upon by the Program Committee.

The Program Committee reviews the short list of candidates at their February in-person meeting to make final selections.

PROGRAM COMMITTEEPROCESS USED

Finance Committee: Comprised for Treasurer, Treasurer-Elect and Immediate Past Treasurer. (Required in Bylaws)

Scientifi c Advisory Board: Comprised of Council and Program Committee members who have rotated off within the last two years. (NEW in 2015)

CORBIDAS: Tom Nichols was identified as Chair by the Council. A Call for Volunteers was distributed to the members seeking individuals interested in serving. Tom Nichols made final selection. (NEW in 2014)

OTHER COMMITTEE FORMATIONS

LOC: The Local Organizing Committee consists of a Chair as identified by the Program Committee, and the LOC Chair identifies a group of individuals (6-8) to be a part of the LOC.  Once potential LOC members are identified, the list is forwarded to the Program Committee for approval.  Changes in the composition of the LOC are subject to approval by the Program Committee. (Required in Bylaws)

Hackathon Task Force: This group was formed by the Program Committee as an enhancement to the meeting. Chair is currently Nolan Nichols. (NEW in 2013)

OTHER COMMITTEE FORMATIONS

Purpose.   Regional Chapters are designed to advance communities based on geographical location, that conform to one or more generally recognized geographical regions or as recognized by Council.  Chapters strive to refl ect the multi-disciplinary nature of OHBM and seek the same intellectual balance as OHBM itself.  Members of a Chapter need not be members of OHBM; however, all leadership positions must be fi lled by OHBM members.

Defi nition.   OHBM defi nes geographic regions using the offi cial United Nations designations.  Designation of Regions is non-exclusive in the Region and OHBM may, in its sole discretion, designate other affi liates in the Region or may sponsor or conduct programs, accept members, and perform other activities within the Region.

CHAPTER FORMATION

Latin American Brain Mapping Network (LABMAN) – approved June 2014

Alpine Chapter (serving Austria and Switzerland) – approved December 2014

Brain Research Society Turkey – approved December 2014

OHBM APPROVED CHAPTERS

Defi nition of Special Interest Group.  Special Interest Groups (SIGS) are designed to advance communities of shared interest on topical and active areas of neuroimaging research or other related areas that expand knowledge, learning or technology for OHBM’s Members. 

Approved Special Interest Groups:Student/Post Doc – grandfathered in

SPECIAL INTEREST GROUP FORMATION

Eligibility Membership of the OHBM is open to professionals (including

students) from all disciplines engaged in or supporting functional and structural mapping of the human brain.

Please Note: Student members (graduate students, medical students, residents, and fellows) must submit a letter from their department head to verify student status and expected date of graduation. A student is defi ned as a full-time student working towards a graduate degree (M.S., Ph.D. or M.D. degree) or an individual who is no more than four years out after completing such a degree. 

2015 Membership Dues $100 USD for full members (multiple year options also available) $50 USD for student members (multiple year options also

available) To pay offl ine, please contact info@humanbrainmapping.org. 

MEMBER OVERVIEW

Membership Benefi ts Reduced registration fees at the OHBM Annual Conference Reduced rates for printed/electronic subscription to the

NeuroImage Journal NeuroImage (printed and online): $242.00 NeuroImage (online only): $184.00

Reduced rates for print/electronic subscriptions to the Human Brain Mapping Journal Human Brain Mapping (printed and online): $150.00 Human Brain Mapping (online only): $99.00

Access to post and view job openings on our Career Opportunities page.

Participation in the nomination and election process of new Councilors. There is no deadline for applications, but only those received prior to May 5th, will be eligible to participate in the Council nomination/election process.

MEMBER BENEFITS

MEMBER GROWTH TRENDS

2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 20140

500

1000

1500

2000

2500

YearYear 2002 2003* 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

2014

Active Total 370 611 379 479 725 676 722 898 1025 770 743 872 690

Junior Total 233 593 381 553 719 645 458 907 1058 916 1005 945 1410

Total Dues 603 1204 7601032

1444

13211180

1805

20831686

1748 1817210

0                           Print /Online Subscription of HBM 19 66 78 86 97 70 65 47 28 4 5

7 3

Online Subscription of HBM - - - - - - - - 5 6 4 1 0Print / Online Subscription of NeuroImage 9 13 98 115 94 62 56 50 29 9 7

7 4

Online Subscription of NeuroImage 39 62 0 0 0 34 20 17 10 6 4

2 1

Total Subscriptions 67 141 176 201 191 166 141 114 72 25 20 11 8                           ** 2003 figures are misleading as they included members who owed past dues

                  

OHBM MEMBERSHIP BY TYPE*

MEMBERS BY COUNTRY 2010-2014COUNTRIES WITH 100 + MEMBERS

FranceUnited States

GermanyUnited Kingdom

CanadaChina

NetherlandsKoreaJapan

SwitzerlandItaly

AustraliaSpain

0 500 1000 1500 2000 2500

22202113

883542517

349287

240215

170139118110

Countries with less than 100:Argentina, Austria, Belgium, Brazil,

Chile, Columbia, Croatia, Cuba, Cyprus, Czech Republic, Denmark,

Dominican Republic, Egypt, Finland, Greece, Grenada, Hong Kong,

Hungary, India, Iran, Ireland, Israel, Kuwait, Luxembourg, Macedonia, Malaysia, Mexico, New Zealand,

Nigeria, Norway, Pakistan, Poland, Portugal, Romania, Russia, Saudi

Arabia, Singapore, Slovenia, South Africa, Sweden, Taiwan, Turkey,

Vietnam

OHBM MEMBER TYPE 2010-2014

2010 2011 2012 2013 20140

200

400

600

800

1,000

1,200

1,400

1,600

1,025

770 743872

690

1058

9161005

945

1410ActiveStudent

NEW MEMBERS BY YEAR

BALANCE SHEETAS OF DECEMBER 31, 2014

CURRENT ASSETSChecking $4,705.40US Bank Sweep 159,164.73Bremer Bank Savings 249,930.69Wells Fargo Savings 224,989.57US Bancorp Investments 899,895.72Prepaid Expenses/Deposits 35,886.97Misc Accounts Receivable 1,120.92Dues Receivable 1,850.00

----------------- ----------------- TOTAL ASSETS $1,577,544.00

=============

LIABILITIES AND FUND BALANCESAccounts Payable (4,147.20)Taxes Payable 14.72Deferred Dues 95,283.71Retained Earnings 1,617,813.18Net Revenue/Expenses (131,420.41)

-------------------------- --------------------------

TOTAL LIAB AND FUND BALANCES $1,577,544.00===========

ASSET GROWTH TRENDS2004-2014

OHBM REVENUE/EXPENSE SUMMARY

(2012-2014)TOTALS 2014 2013 2012

Total Revenues $1,839,811.84 $1,637,542.44 $1,433,323.84

Total Expenses $1,788,022.33 $1,369,684.21 $1,278,591.00

Net Revenue $51,789.51 $267,858.23 $154,732.84

Primary Sources of Revenue - 2014

Primary Sources of Expense – 2014

Membership Dues $179,538.00

Annual Meeting $1,652,020.13 $1,577,639.96

Administration $168,947.59

ANNUAL MEETING ATTENDANCE*

Toronto-2005

Florence-2006

Chicago-2007

Melbourne-2008

San Francisco-2009

Barcelona-2010

Quebec City-2011

Beijing-2012

Seattle-2013

Hamburg-2014

0 500 1000 1500 2000 2500 3000 3500 4000

1704

2538

1832

1678

2510

3488

2326

2303

2474

3225

*Includes gratis registration

ANNUAL MEETING BY CATEGORY*

2010 Barcelona

2011 Quebec

2012 Beijing

2013 Seattle

2014 Hamburg

0 500 1000 1500

1053

738

582

861

975

576

256

272

223

333

1218

923

953

1031

1385

439

334

350

264

430

Student NonmemberStudentNonmemberActive

*Does not include gratis registration

2010-2014 REGISTRATION SUMMARY*

*Does not include gratis registrations

2010 Barcelona

2011 Quebec

2012 Beijing

2013 Seattle

2014 Hamburg

0 500 10001500200025003000

2412

1120

1534

1401

2115

736

909

422

577

695

185

222

227

357

313

OnsiteStandardEarly

ANNUAL MEETING BY COUNTRYCOUNTRIES WITH OVER 100 ATTENDEES FROM 2010-2014

Other countries with less than 100: Brazil, Cameroon, Chile, Columbia,

Croatia, Cuba, Cyprus, Czech Republic, Denmark, Dominican Republic, Egypt,

Greece, Grenada, Hong Kong, Hungary, India, Iran, Ireland, Kuwait, Luxembourg, Macedonia, Malaysia, Mexico, Mongolia, Nepal, New Zealand, Nigeria, Norway, Palestine, Poland, Portugal, Romania,

Russia, Saudi Arabia, Singapore, Slovenia, South Africa, South Korea,

Suriname, Turkey, Vietnam

Israel

Finland

Austria

Italy

Spain

France

Korea

China

United Kingdom

United States

0 500 1000 1500 2000 2500 3000 3500 4000

102102125155167219

309339351

475496498512

607747

10151073

21233790

EXHIBITOR SUMMARY

2010 Barcelona

2011 Quebec

2012 Beijing

2013 Seattle

2014 Hamburg

0 5 10 15 20 25 30 35 40 45

27

37

35

42

32

TRAVEL AWARD SUMMARY

2010 Barcelona 85 x $600

2011 Quebec 112 x $460

2012 Beijing 38 x $700

2013 Seattle 168 x &700

2014 Hamburg

45 x $700 / 10 x $1500

$0

$20,

000

$40,

000

$60,

000

$80,

000

$100

,000

$120

,000

$51,000

$51,520

$36,400

$96,600

$46,500

ABSTRACT SUMMARY

2010 Barcelona

2011 Quebec

2012 Beijing

2013 Seattle

2014 Hamburg

2015 Hawaii

0 1,000 2,000 3,000 4,000

3,173

2,246

2,229

2,256

2,957

2,952

Accepted

*Does not include rejected abstracts

2014 NEEDS ASSESSMENT DEMOGRAPHICS SUMMARY

719 RESPONSES

3% 19%

24%18%

34%

Age Range20-2526-3031-3536-40Over 40

58%

40%

Gender

MaleFemale

3%17%

68%

9%3%

Degree Held

Bachelor’s or EquivalentMaster’s or EquivalenPhD or EquivalentMD or EquivalentOther

20%

14%

11%

10%

19%

Years in HBM 0-56-1011-1516-20Over 20

3% 19%

25%

47%

8%

Position Re-search Assis-tant

Student

Postdoc

Fac/Prof

Other

24%

17%13%

9%6%

Top 5 SpecialtyMethods Devel-opment

Disorder of the Nervous System

Higher Cognitive Functions

Perception & Atten-tion

Emotion & Motivation

2014 Needs Assessment Demographics Summary719 Responses

93%

6%

Attended Meeting in Past

YesNo

2014 NEEDS ASSESSMENT MEMBERSHIP SUMMARY

719 RESPONSES

42%

22%

10%

5%

Membership Status

Active

Student

Not Current

Never a Member

25%

20%

13%

Years as a Member

1-3 Years4-7 YearsLess than 1

2014 NEEDS ASSESSMENT ANNUAL MEETING SUMMARY

719 RESPONSES

Poster Session

Keynote

Symposia

Networking

Workshops

Educational Courses

Talaraich

Location

0% 10% 20% 30% 40% 50% 60% 70%

63%

62%

57%

57%

43%

39%

36%

34%

Favorite Annual Meeting Features

2014 NEEDS ASSESSMENT ANNUAL MEETING SUMMARY

719 RESPONSES

Cost

Exhibitors

Overlapping Sessions

Career Development

Poster Sessions

0% 10% 20% 30% 40% 50%

44%

17%

12%

12%

9%

Least Favorite Annual Meeting Features

2014 NEEDS ASSESSMENT ANNUAL MEETING SUMMARY

719 RESPONSES

Funding

Cost

Location

Other Mtgs

Lack of Time

0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%

43%

33%

26%

24%

23%

Barriers Preventing Attendance

Discounted Registration

Networking

Hope to Serve

CV

Discounted Journals

0% 10% 20% 30% 40% 50% 60%

56%

38%

22%

15%

4%

Most Valuable Membership Feature

2014 NEEDS ASSESSMENT MEMBERSHIP SUMMARY

719 RESPONSES

Education

Funding Info

White Paper / Guidelines

Blog

Member Driven Newsletter

Journal

0% 10% 20% 30% 40% 50% 60% 70%

58%

56%

35%

27%

20%

18%

What Would Add Membership Value

2014 NEEDS ASSESSMENT MEMBERSHIP SUMMARY719 RESPONSES

IDENTIFICATION OF KEY STRATEGIC QUESTIONS

KAREN BERMAN

What is our vision of the future of neuroimaging and OHBM (a vivid description of where we are/should be going)? (Discuss, identify and define the over-arching challenges we face in the environment in which we live and work – scientific, fiscal, political, etc. – as they relate to our field.

Review and reassess the mission and goals of OHBM as they have been for the past 20 years, define whether there are necessary changes going forward, and discuss approaches to implementing any changes that we deem necessary. 

Should we broaden our vision and mission by, for example, encompassing additional goals in education and in forwarding the public face of our field to colleagues in other scientific arenas?  More generally in society?  Or does our current philosophy suffi ce.

QUESTIONS FOR CONSIDERATION

How can we maintain our status as the premier organization and ensure that our meeting captures the best science in the world over the next 5-10 years in the rapidly changing scientific, political, and fiscal environment?

OHBM has a unique and valuable potential for providing a space for academia, government, and industry to interact in an environment that is focused on science rather than commercial interests.  Should we take more of a leadership role here?

How can we engage our membership more? Determine how we can most effectively engage the membership in this planning process.

ARE THERE OTHERS?

QUESTIONS FOR CONSIDERATION

ADJOURNReconvene at 9:00 amBreakfast on own at

Starling

OHBM STRATEGIC PLANNING

WEDNESDAY, FEBRUARY 25, 20159:00 AM – 6:00 PM

GENEVA, SWITZERLAND

CALL TO ORDER AND AGENDA OVERVIEW

KAREN BERMAN

BREAK OUT GROUPSSWOT ANALYSIS

KAREN BERMAN

A SWOT analysis is a structured planning method used to evaluate the strengths, weaknesses, opportunities and threats of an organization. Breakout Groups were created to discuss in detail their assigned areas and then evaluate each based on how important the identified item is for OHBM. Use a rating scale of 1-3 with 3 being of major importance.

SWOT BREAK OUT GROUPS

S = Strengths (characteristics of OHBM that give us an advantage to others both externally and internally)

Steve SmithTonya White

Martin LundquistMaurizio Corbetta

Kayla Stidger

What advantages does OHBM have? What does OHBM do better than anyone else? What unique or lowest-cost resources can OHBM draws upon that

others can't? What do others in our market see as OHBM’s strengths? What factors mean that OHBM recruits and retains member

involvement? What is OHBM’s unique position?

SWOT - STRENGTHS

W = Weaknesses (characteristics that place OHBM at a disadvantage relative to others both externally and internally) 

Simon EickhoffJia-Hong GaoJack Van Horn

Peter BandettiniDoug Greve

What could OHBM improve? What should OHBM avoid? What do others in our market l ikely to see as OHBM’s

weaknesses? What factors lose OHBM members and participation in activities? What factors prevent others from engaging with OHBM?

SWOT - WEAKNESSES

O = Opportunities (elements that OHBM can use to its advantage to create new programs or enhanced member services) 

Karl Zil lesNiko KriegeskorteSusan Bookheimer

Alan EvansAnne Beauclaire

  What good opportunities are readily seen for OHBM? What interesting trends is OHBM aware of? What changes in technology can assist OHBM? What changes in government or regulatory policy impact OHBM? What changes in social patterns, population profi les, l i festyle

changes impact OHBM? 

SWOT - OPPORTUNITIES

T = Threats (elements in the environment that can cause trouble or pose a threat to OHBM)

Jeanette MumfordAndreas Kleinschmidt

Pedro Valdes SosaRandy GollubKevin Murphy

What obstacles does OHBM face? What is OHBM’s competitors doing? Are quality standards or specifi cations for our members, their

needs and environments changing? Is changing technology threatening OHBM? Does OHBM have fi nancial restrictions? Is there anything that can seriously threaten OHBM?

SWOT - THREATS

BREAK OUT GROUP REPORTS

SWOT ANALYSIS

KAREN BERMAN

LUNCH

OHBM CORE IDEOLOGY/DISCUSSION

OF KEY STRATEGIC QUESTIONS

KAREN BERMAN

What is our vision of the future of neuroimaging and OHBM (a vivid description of where we are/should be going)? (Discuss, identify and define the over-arching challenges we face in the environment in which we live and work – scientific, fiscal, political, etc. – as they relate to our field.

Review and reassess the mission and goals of OHBM as they have been for the past 20 years, define whether there are necessary changes going forward, and discuss approaches to implementing any changes that we deem necessary. 

Should we broaden our vision and mission by, for example, encompassing additional goals in education and in forwarding the public face of our field to colleagues in other scientific arenas?  More generally in society?  Or does our current philosophy suffi ce.

QUESTIONS FOR CONSIDERATION

How can we maintain our status as the premier organization and ensure that our meeting captures the best science in the world over the next 5-10 years in the rapidly changing scientific, political, and fiscal environment?

OHBM has a unique and valuable potential for providing a space for academia, government, and industry to interact in an environment that is focused on science rather than commercial interests.  Should we take more of a leadership role here?

How can we engage our membership more? Determine how we can most effectively engage the membership in this planning process.

ARE THERE OTHERS?

QUESTIONS FOR CONSIDERATION

BREAK OUT GROUPS GOAL SETTING

KAREN BERMAN

To identify specific goals and objectives on existing programs and processes.

Goals (broad core competencies and desired outcomes) Strategies (specific programs and projects for achieving the goals)

Mission, Governance and CollaborationsProfessional Development and TechnologyMembership Involvement, Chapter/SIG

Relationships and Communication

GOALS BREAK OUT GROUPS

 

Karen BermanKarl Zi l les

Steve SmithSusan BookheimerMauriz io Corbetta

Alan EvansJoAnn Taie

Is OHBM’s Mission representative of our purpose? Is i t understandable to our members and external stakeholders? How should the language be changed?

Is OHBM’s current governance structure eff ective and posit ioned to address future needs? (Note: There is overlap in membership between the Program Committee and Counci l , is this a good model?)

Is the nomination process eff ective in obtaining the qual i t ies and ski l ls needed to move the organization forward in the future? For both the Counci l and Program Committee?

What organizations, i f any, should OHBM be col laborating? Does OHBM’s committee structure refl ect the needs of the organization and

al low broad member part icipation? Does OHBM’s logo refl ect our mission?

MISSION, GOVERNANCE AND COLLABORATIONS

Jack Van HornNiko Krigeskorte

Andreas KleinschmidtPedro Valdes SosaMartin LindquistPeter Bandettini

Kayla Stidger  Does the Annual Meeting structure meet the current and future

needs of our members and attendees? What other types of education, if any, should OHBM be providing

outside of the Annual Meeting? What career development/mentoring programs, if any, should OHBM

provide to students/post docs? What networking experiences would OHBM members fi nd most

valuable inside and outside the Annual Meeting? Should OHBM expand into online educational off erings?

PROFESSIONAL DEVELOPMENT AND TECHNOLOGY

Jeanette MumfordKevin MurphyJia-Hong GaoDoug GreveTonya White

Simon EickhoffAnne Beauclaire

  Is OHBM providing eff ective communication outreach to our members?

If not, what can we do to enhance communication? What communication and support should OHBM provide Chapters and

SIGS? Does OHBM’s website provide a user-friendly format to fi nd important

information? Is OHBM’s membership structure and pricing eff ective? How can OHBM expand their member involvement opportunities? What marketing eff orts, if any, should OHBM do to recruit new

members?

MEMBER INVOLVEMENT, CHAPTER/SIG RELATIONSHIPS,

COMMUNICATION

BREAK OUT GROUP REPORTS

GOAL SETTING

KAREN BERMAN

NEXT STEPS

KAREN BERMAN

ADJOURN &

THANK YOU!