Objective: This paper is the first in a series of three that describe the context, rationale, and results of the American Psychological Association’s Division 40: Society for Clinical Neuropsychology’s (SCN) strategic planning initiative. Methods: In this paper, we provide a review of the SCN’s history, including previous organizational changes and strategic planning efforts, and discuss the rationale for undertaking the current strategic planning process. We discuss the development and work of the SCN Strategic Planning Committees (SPCs) and their multi-method approach to assessing the SCN’s strengths and weaknesses, the needs and preferred organizational priorities of membership, and opportunities for improving organizational inclusivity and member benefits. We discuss how the results of extensive qualitative and quantitative data collection methods were used to develop the SCN 2023 Strategic Plan and guide organizational changes. Results: The SCN 2023 Strategic Plan was approved by the SCN Executive Committee in 2023. It includes six guiding principles, three operating principles, five strategic priorities, and specific organizational objectives. Based on the data collected, the plan includes a focus on strengthening professional advocacy and equity, justice, and inclusion within the SCN, increasing organizational effectiveness, and improving the SCN’s membership value proposition. To align the SCN with the strategic plan, subsequent implementation efforts include changes to the SCN Bylaws, policies and procedures, and organizational structure. Conclusions: The SCN 2023 Strategic Plan operationalizes the values, strategies priorities, and objectives of the organization, and in doing so, enhances the SCN’s capacity to optimize its value to members and societal impact.

Objective: This paper is the first in a series of three that describe the context, rationale, and results of the American Psychological Association’s Division 40: Society for Clinical Neuropsychology’s (SCN) strategic planning initiative. Methods: In this paper, we provide a review of the SCN’s history, including previous organizational changes and strategic planning efforts, and discuss the rationale for undertaking the current strategic planning process. We discuss the development and work of the SCN Strategic Planning Committees (SPCs) and their multi-method approach to assessing the SCN’s strengths and weaknesses, the needs and preferred organizational priorities of membership, and opportunities for improving organizational inclusivity and member benefits. We discuss how the results of extensive qualitative and quantitative data collection methods were used to develop the SCN 2023 Strategic Plan and guide organizational changes. Results: The SCN 2023 Strategic Plan was approved by the SCN Executive Committee in 2023. It includes six guiding principles, three operating principles, five strategic priorities, and specific organizational objectives. Based on the data collected, the plan includes a focus on strengthening professional advocacy and equity, justice, and inclusion within the SCN, increasing organizational effectiveness, and improving the SCN’s membership value proposition. To align the SCN with the strategic plan, subsequent implementation efforts include changes to the SCN Bylaws, policies and procedures, and organizational structure. Conclusions: The SCN 2023 Strategic Plan operationalizes the values, strategies priorities, and objectives of the organization, and in doing so, enhances the SCN’s capacity to optimize its value to members and societal impact.

To examine differences between demographic and cultural identity group responses on the Society for Clinical Neuropsychology’s (SCN) Strategic Planning Survey. Respondents were grouped into self-identified demographic and cultural identity groups. Descriptive statistics were used to summarize responses to demographic and survey data. We used Chi-square and Fisher’s Exact tests to compare group differences. Adjusted residuals were calculated for post-hoc testing, when appropriate. Membership satisfaction was high across groups. Respondents who identified as persons of color, women, with a disability, or students/trainees were more likely to indicate that the SCN could better represent them by increasing diversity and inclusion efforts. Persons of color and other historically marginalized/minoritized groups viewed the SCN’s equity, diversity, and inclusion (EDI) efforts as less successful than comparative groups, but they expressed more optimism that initiatives could increase the engagement of persons of color in the SCN. Respondents earlier in their career and from marginalized/minoritized groups more frequently viewed the lack of diversity in clinical neuropsychology as an important issue facing the specialty and the desire for the SCN to prioritize improving EDI within clinical neuropsychology. Women and earlier career respondents were more likely to indicate that the SCN should focus efforts on increasing clinical neuropsychology’s value to society. Respondents earlier in their careers and from marginalized/minoritized groups were more likely to identify EDI related issues as significant to the SCN and specialty, and a desire for the SCN to prioritize efforts to improve EDI.

To examine differences between demographic and cultural identity group responses on the Society for Clinical Neuropsychology’s (SCN) Strategic Planning Survey. Respondents were grouped into self-identified demographic and cultural identity groups. Descriptive statistics were used to summarize responses to demographic and survey data. We used Chi-square and Fisher’s Exact tests to compare group differences. Adjusted residuals were calculated for post-hoc testing, when appropriate. Membership satisfaction was high across groups. Respondents who identified as persons of color, women, with a disability, or students/trainees were more likely to indicate that the SCN could better represent them by increasing diversity and inclusion efforts. Persons of color and other historically marginalized/minoritized groups viewed the SCN’s equity, diversity, and inclusion (EDI) efforts as less successful than comparative groups, but they expressed more optimism that initiatives could increase the engagement of persons of color in the SCN. Respondents earlier in their career and from marginalized/minoritized groups more frequently viewed the lack of diversity in clinical neuropsychology as an important issue facing the specialty and the desire for the SCN to prioritize improving EDI within clinical neuropsychology. Women and earlier career respondents were more likely to indicate that the SCN should focus efforts on increasing clinical neuropsychology’s value to society. Respondents earlier in their careers and from marginalized/minoritized groups were more likely to identify EDI related issues as significant to the SCN and specialty, and a desire for the SCN to prioritize efforts to improve EDI.