Strategic Planning Committee


Lynette Abrams-Silva, PhD, ABPP

Co-Chair, Stage 1
University of New Mexico

Franchesca Arias, PhD

Co-Chair, Stage 2
University of Florida

Scott Sperling, PsyD, ABPP

Co-Chair, Stage 1 and 2
Cleveland Clinic

The Strategic Planning Committee is comprised of SCN members with diverse cultural identities and areas of expertise, who work in different settings and represent different career stages. The SPC began its work in October 2021 and has been meeting bi-weekly over this time. It was charged with collecting information from SCN stakeholders and using that information to inform the development of a new strategic plan.

The EC made several commitments to the SPC at the onset of the strategic planning process. This included a stated willingness to 1) provide full outward transparency regarding the information learned through this process, 2) let the information learned dictate the future direction of SCN, and 3) make significant structural changes to SCN if required given the information learned.

The SPC made a commitment to conducting this process in a manner that prioritizes EDI at every juncture. This has included assuring that 1) our outreach for feedback extends beyond traditional circles and to those who may have been marginalized or excluded by SCN, 2) the information queried from stakeholders specifically addresses EDI, and 3) that we maintain transparency and openness to sharing all learned information.

We hired a nationally renowned consultants from the Middle Tennessee State University Center for Organizational and Human Resource Effectiveness to review historical data and conduct interviews and focus groups with diverse stakeholders. Several important themes emerged from this process, which was completed in June 2021. The information learned guided the development of the survey that is now being distributed.

The success of the strategic planning process now hinges upon the willingness of our colleagues to share their experiences, perspectives, and wisdom via completion of the survey. In order to develop the mission, vision, values, and strategic goals of SCN in a manner that is truly aligned with the collective desire of our stakeholders, we are asking folks to accept our invitation to provide this feedback. The information learned will fundamentally shape the future of SCN, including the types of resources that will be provided to members, decisions related to where and how human and financial resources will be allocated, which initiatives will be undertaken, where collaborations need to be established, to what extent changes in its governance structure and operating procedures are warranted, and ultimately, its value to members and society.

Committee Members


Lynette Abrams-Silva, PhD, ABPP

Committee Member, Stage 2
University of New Mexico

Emily Duggan, PhD

Committee Member, Stage 1
Johns Hopkins University
School of Medicine

William Holcomb, PhD

Committee Member, Stage 2
Le Bonheur Children's Hospital

Justin Karr, PhD

Committee Member, Stage 1
University of Kentucky

Tricia Z. King, PhD

Committee Member, Stage 2
Georgia State University

Cynthia Kubu, PhD, ABPP

Committee Member, Stage 2
Cleveland Clinic

Margaret Lanca, PhD

Committee Member, Stage 2
Harvard Medical School

David Lechuga, PhD, ABN, ABPP

Committee Member, Stage 1
Neurobehavioral Clinic & Counseling Center

Michelle Madore, PhD

Committee Member, Stage 2
VA Palo Alto Healthcare System

Shawn McClintock, PhD

Committee Member, Stage 1
UT Southwestern Medical School

Becky Ready, PhD, ABPP

Committee Member, Stage 1
University of Massachusetts Amherst

Zachary Resch, PhD

Committee Member, Stage 2
University of Illinois at Chicago

Paula Shear, PhD

Committee Member, Stage 1
University of Cinncinnati
College of Medicine

Samantha Stern, PhD

Committee Member, Stage 1
The Ohio State University
Wexner Medical Center

Anthony Stringer, PhD, ABPP

Committee Member, Stage 1
Emory University

The SCN Strategic Plan

  • Equity, Justice, & Inclusion. Build and maintain a just, fair, equitable, and inclusive organization that is informed by the wisdom and contributions of all individuals, values diversity, and promotes humility and life-long learning.
  • Integrity & Courage. Act in an honest, transparent, ethical, and trustworthy manner, promote accountability, and make amends for any wrongs incurred.
  • Advocacy. Demonstrate a steadfast commitment to advancing neuropsychology and supporting neuropsychology professionals (e.g., neuropsychologists, students, and trainees) and all people whom we serve, particularly those who have been disempowered, disenfranchised, and/or marginalized, to improve the human condition.
  • Innovation & Relevance. Innovate and adapt based on a process of self-evaluation, continually striving to evolve to promote neuropsychology’s value to society.
  • Community & Collaboration. Build and maintain a strong and supportive community, where collaborations are sought and nurtured, to advance knowledge and brain health for all individuals.
  • Value to Members. Provide resources, supports, and networks that advance the professional development and well-being of all members, at every stage of their career.
  • Promote and maintain inclusive excellence. Promote diverse narratives and experiences in all aspects of SCN in a manner that demonstrates integrity, fairness, respectfulness, intellectual curiosity, and cultural humility in all actions.
  • Increase organizational effectiveness. Communicate and collaborate internally and externally with openness, honesty, clarity, trust, and respect, make value-based and fiscally responsible decisions informed by the best available evidence, invest in strategic priorities, create space for new and diverse contributions, and emphasize outcomes, expectations, and accountability.
  • Focus on impact. Display courage by actively developing and engaging in innovative and collaborative efforts, aligned with SCN’s values and aimed at significantly bettering SCN, neuropsychology, and society.


  • Increase neuropsychology’s value to society
  • Strengthen SCN’s position as a leader in neuropsychology advocacy
  • Improve and support EDI within SCN (including SCN’s structures, processes, policies, and culture) and neuropsychology
  • Support education and training across the career span
  • Promote the effective communication of information and access to resources
  • Expand neuropsychology’s value to society
    • Promote the public’s awareness and understanding of neuropsychology
    • Support efforts to make psychological science accessible and understandable to all stakeholders (e.g., the public, peers from other disciplines, and key decision-makers)
    • Support efforts that expand equitable access to neuropsychological services
    • Increase the diversity of neuropsychologists to better represent the diversity in society
    • Promote technology and innovation that advances neuropsychological science, improves clinical care, protects human rights, and reduces healthcare disparities
    • Advocate for the advancement of culturally responsive frameworks that advance neuropsychological science and improve clinical care
  • Strengthen SCN’s position as a leader in neuropsychology advocacy
    • Expand SCN’s participation and impact within APA
    • Increase the impact of neuropsychology on policy decisions at the national, state, and local levels
    • Cultivate effective collaborations with APA and other professional groups and organizations
    • Facilitate the development of leaders in neuropsychology advocacy and policy
    • Foster membership engagement in advocacy to support neuropsychology and psychology
  • Improve and support equity, justice, and inclusion within SCN (including SCN’s structures, processes, policies, and culture) and neuropsychology
    • Advocate for system-level changes to support the retention and advancement of diverse individuals within the field of neuropsychology
    • Support the well-being, development, advancement, and visibility of diverse, minoritized, and/or marginalized SCN members
    • Be intentionally inclusive to promote diversity and leadership throughout SCN governance
    • Promote effective collaborations on issues of equity, justice, and inclusion with other organizations
    • Advocate for the development, use, and expansion of demographically diverse normative datasets and tools consistent with a culturally responsive framework
  • Support education and training across the career span
    • Foster the development of neuropsychology students and trainees as professional leaders
    • Promote and strengthen the acquisition of knowledge and skills in neuropsychology science, practice, education, and advocacy within a culturally competent framework
    • Facilitate the development of neuropsychologists as experts in the communication of neuropsychology-related information
    • Promote professional development opportunities tailored to members at different stages of their career
    • Foster the advancement of neuropsychologists and neuropsychology trainees from historically marginalized communities
  • Promote the effective communication of information and access to resources
    • Structure and strengthen SCN’s internal mechanisms to enhance communication and collaboration
    • Strengthen the bi-directional communication between SCN members and SCN governance
    • Expand the reach and effectiveness of the information and resources distributed to members, collaborators, and the general public
    • Facilitate member awareness of state and national policies that impact neuropsychology
    • Ensure broad and timely dissemination of SCN policies, resources, initiatives, and key governance decisions to SCN members
Scroll to Top