In the fall of 2013, the SBM Board convened for a biannual meeting and spent two days engaged in strategic planning. The planning, conducted with the guidance of Eric Meade from the Institute of Alternative Futures, resulted in the document attached here, and is intended to direct SBM activities over the short- and long-term.
The Board engaged in strategic planning on behalf of society members. At the time, I was a Board member (at the 2014 meeting I ended my 3-year term as SBM Web Editor), and there was broad support for using our Web-based communication channels to inform all SBM members about the strategic planning process and outcomes.
Two things are worth noting. First, four key priorities emerged from strategic planning, and the Board is hoping SBM members will attach value to these directions and communicate any questions or concerns. Second, communicating with the SBM membership about the 2013 Strategic Plan led us to develop this portion of the website – SBMConnect – as a venue to promote communication, collaboration and community as SBM continues to grow, evolve and engage in activities that strengthen its impact on promoting better health through behavior change. Please see the introductory video for more context about SBMConnect.
Regarding the Strategic Plan, as you’ll see, four priorities emerged:
It probably will not come as a surprise that the current NIH funding climate and rapid changes in healthcare policy and health informatics loomed large during strategic planning discussions, and these strategic priorities reflect the Board’s emphasis on these topics. On the whole, the strategic planning priorities point to moving SBM toward being a professional society that has a leadership role in: setting the standards for behavioral health care; supporting its members to secure funding for their work; and executing and disseminating innovative research that emphasizes the ever-increasing role of technology in behavioral medicine.