Article

International initiative: an innovative framework for coordinated global brain research efforts

ADAMS, Amy, ZHENG, Jialin & International brain initiative

POUGET, Alexandre (Collab.)

Reference

ADAMS, Amy, ZHENG, Jialin & International brain initiative, POUGET, Alexandre (Collab.). International brain initiative: an innovative framework for coordinated global brain research efforts. , 2020, vol. 105, no. 2, p. 212-216

DOI : 10.1016/j.neuron.2020.01.002 PMID : 31972144

Available at: http://archive-ouverte.unige.ch/unige:144390

Disclaimer: layout of this document may differ from the published version.

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International Brain Initiative: An Innovative Framework for Coordinated Global Brain Research Efforts

International Brain Initiative* *Correspondence: [email protected] (Jan G. Bjaalie), [email protected] (Shigeo Okabe), [email protected] (Linda J. Richards) https://doi.org/10.1016/j.neuron.2020.01.002

The International Brain Initiative (IBI) has been established to coordinate efforts across existing and emerging national and regional brain initiatives. This NeuroView describes how to be involved and the new opportu- nities for global collaboration that are emerging between scientists, scientific societies, funders, industry, government, and society.

Vision of the International Brain neurological and psychiatric disorders. org/about-us) intend to serve the scientific Initiative Moreover, the IBI seeks to promote un- community, provide a forum for informa- derstanding the human brain and its tion sharing, and build resources for global Catalyzing and advancing neurosci- massive computational and information brain research collaborations. The IBI ence research through international storage capacities with the goal of un- will further ally individual brain initiatives collaboration and knowledge sharing, locking the mechanisms underlying for greater global impact by leveraging uniting diverse ambitions to expand cognition, emotion, and creativity. independent large-scale investments in scientific possibility, and dissemi- Several countries have recognized . nating discoveries for the benefit of the urgent need to invest in brain research In addition, the IBI provides a platform humanity. as a priority for economic development for exploring new models of international and improved health of their citizens. collaboration between scientists, private The intent to form an International Brain Over the past several years, many and public funding bodies, industry part- Initiative (IBI) was declared in December countries and the European Union ners, and government-related agencies, 2017. Since then, the IBI has established launched large-scale projects, nearing especially in the area of the social, eco- a shared vision and aspirational goals, billion-dollar investments. nomic, and ethical impacts of neuroscien- a governance structure, topical working The ambitious goal of understanding tific discoveries and their translation. groups, and a 5-year strategic plan. the brain is being approached by distinct Here, we describe the evolution of the The initiatives and organizations involved initiatives; therefore, a synergistic inter- IBI and seek to catalyze dialog and in the IBI aim to provide a robust forum national effort could provide greater over- engagement with the wider community. for global information sharing and re- all impact and better utilization of sources for collaborations. precious research funding (Huang and History and Overview Luo, 2015; Grillner et al., 2016; Mainen Beginning in 2013, large-scale brain The International Brain Initiative et al., 2016; International Brain Labora- research initiatives began to form in Understanding the human brain is one tory, 2017). In response, international different countries (Huang and Luo, 2015; of the most significant scientific chal- delegates from the brain initiatives Grillner et al., 2016, Yuste and Bargmann, lenges of our time. Despite significant joined together, pledging a commitment 2017). In 2016, the neuroscience commu- advances in understanding how individ- to capitalize on the investment in brain nity articulated the need for greater coor- ual cells and molecules function to regu- research and maximize global impact. dination among the initiatives (Grillner late activity of the brain and nervous The intent to form an IBI was declared et al., 2016; Brose, 2016). A series of work- system, still lack an inte- in December 2017 by a number of shops and conferences were held in grative, comprehensive understanding major brain initiatives around the response (see Figure S1 and https:// of basic brain functions. The IBI (https:// globe (see press release at http:// www.internationalbraininitiative.org/files/ www.internationalbraininitiative.org/) aims www.internationalbraininitiative.org/brain- ibitimelineoct2019smallpng for the time- to catalyze and advance neuroscience initiatives-move-forward-together). Since line), among which was the large ‘‘Co- research by leveraging the large-scale, then, the IBI has developed a shared vision ordinating Global Brain Projects’’ meeting nationally sponsored brain initiatives and aspirational goals for the organization in September 2016 held at Rockefeller emerging across the world. Research and an internal governance structure, University (Yuste and Bargmann, from these initiatives will underpin new topical working groups, and funder and 2017). This meeting was complemented treatments needed to tackle the stag- stakeholder collectives. The stated goals by a dialog among international represen- gering global burden of disability from (https://www.internationalbraininitiative. tatives at the United Nations General

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Assembly on the importance of brain In establishing the IBI, members have critical to the establishment of the IBI. research to the future of humanity, thus carefully identified the unique niche that Members of these groups are led by a reiterating the benefit of better interna- can be filled across the participating working group chair initially selected by tional coordination of efforts among each initiatives, with flexibility to develop over the SC and elected democratically in brain initiative. Representatives of seven time. The IBI is not a funding body; subsequent years. Working groups established and emerging brain initiatives each brain initiative is associated with a are established by the SC through sub- continued to meet throughout 2017, and, funding stream or is in the process of mission of a scoping document and in December, the group made a declara- obtaining such funding from regional consideration of the in-kind resources tion to work together to form the IBI governments. It is distinct from a profes- available to support the working group (Figure S1). This declaration enabled sional society in that it plays a coordi- activities. the group to move to establish an initial nating role for funded and emerging Current and proposed working organizational structure and several large-scale brain initiatives. It is an ac- groups are (1) Global Neuroethics working groups. The IBI was officially tion-oriented entity whose body of work (Rommelfanger et al., 2019)(https://www. launched on November 3, 2018, at the is implemented by its working groups. globalneuroethicssummit.com/), (2) Global Society for Neuroscience meeting in Inventory of Brain Initiatives, (3) Education San Diego. Current Organizational Structure and Training, (4) Data Standards and The IBI organizational structure is out- Sharing, (5) Tools and Technology, and (6) lined in Figure 1 and has five major oper- Communication and Outreach. IBI working Vision and Aspirational Goals ational components: (1) Strategy Com- groups are responsible for identifying the The IBI is a new organization designed mittee, (2) Working Groups, (3) Funders goals, aims, and challenges within their to facilitate interactions among the Collective, (4) Stakeholders Collective, respective targeted area. global brain initiatives and to add value and (5) Facilitation Team. IBI’s organiza- Funders Collective (FC) through collective interaction. The IBI is tion will be reviewed annually and up- The FC is composed of individuals from a coordinating organization, driven by dated as required. funding organizations with a shared scientists for scientists, enabling broad Strategy Committee (SC) interest and alignment with the goals of leveraging of resources across the The SC is composed of leaders from the IBI and a desire to work in a collabo- participating initiatives and encouraging the seven current and emerging brain rative manner. The goal of the Funders collaboration and information sharing. initiatives, with at least one representative Collective, who met for the first time in An adaptive IBI structure allows the each, and comprise the founding members Shanghai, China, in March 2019, is to organization to be shaped by the scientific of the SC. The representatives on this com- promote interaction, coordination, and community over time and to fulfill the mittee serve as liaisons between the IBI, collaboration among funding organiza- changing needs for global coordination their own organizations, funding agencies, tions. Not all potential FC members of brain science. IBI participants define and other relevant stakeholders to provide may have designated funds to support brain science broadly, with an emphasis updates and gather feedback. The SC pro- specific activities related to the IBI, but on interdisciplinary neuroscience and vides leadership to the IBI through the inter- they may contribute by sharing best encompassing discipline areas such as nal IBI governance policies and proced- practices and other resources. The FC biology, , mathematics, physics, ures, communication of the collective works with the SC and Stakeholders Col- chemistry, engineering, and computer strategy and sustainability (with the Fun- lective to harmonize goals and resolve science. Common themes among the ders Collective), and encouragement of challenges. brain initiatives are to understand the dialog between the Stakeholder Collective Stakeholders Collective (STC) neurobiological basis of cognition and and each brain initiative. The SC further The STC is composed of representatives behavior and to develop neurotechnolo- identifies the critical priority areas of work from organizations that are stakeholders gies in a responsible and ethical manner. under the IBI vision, establishes and man- of the IBI, specifically within five cate- The 2016 National Academies of Sci- ages the workflow of the working groups gories: (1) leaders from major national ence, Engineering and Medicine publica- tasked withrelated undertakings, and iden- and international brain projects, espe- tion on ‘‘Understanding, Protecting and tifies and enables in-kind resources for the cially any initiative not in the founding Developing Global Brain Resources’’ work. The SC is also responsible for nomi- group; (2) neuroscience societies and (G-Science Academies, 2016) was inte- nating chairs for the IBI Working Groups. organizations; (3) neuroscience initia- gral to the formulation of the specific The SC is selected from the SC member- tives not nationally sponsored; (4) indus- aspirational goals of the IBI (see Box 1). ship by a majority vote. The inaugural co- try partners; and (5) affiliates. Thus, These are to (1) promote coordination chairs are Professor Jan Bjaalie (Human STC representatives could be scientists, and leadership, (2) transcend borders, Brain Project, Europe) and Professor Shi- patient advocates, policy makers, (3) share and disseminate knowledge, geo Okabe (Japan Brain/MINDS). engineers, and industry leaders repre- and (4) shape the future. These goals pro- Working Groups senting their organizations. As defined vided a foundation for the development The IBI working groups lead and facili- at its first meeting in Shanghai, China, of the strategic 5-year plan and defined tate group-specific efforts in defined pri- in March 2019, the STC provides expert the most important current issues the IBI ority areas of work. The initial working viewpoints from the larger global aims to address. groups have been devoted to tasks landscape of neuroscience, feedback

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Box 1. Aspirational Goals of the International Brain Initiative 1. PROMOTE COORDINATION AND LEADERSHIP

d Among scientists. Leverage resources and expertise available in different countries to provide the best value for investment, minimize duplication of effort, maximize reproducibility of results, and standardize data collection and sharing. d In large-scale research programs. Identify areas of greatest potential global impact and coordinate large-scale and interdis- ciplinary research program. As new capabilities arise, articulate and help resource large-scale equipment and facilities to be utilized by groups around the world. d In innovative funding solutions. Promote strategic investment in global initiatives and leverage private foundation projects and their interaction with public sectors to maximize global efforts.

2. TRANSCEND BORDERS

d Between countries. Support an interface between countries to promote involvement in the International Brain Initiative and enable synergistic interactions. d Between research fields. Promote interdisciplinary approaches to neuroscience and training across different fields to drive neuroscience discovery and innovation. d Between global research efforts. Provide a platform for collaboration between existing global research efforts and interna- tional neuroscience-relevant societies to establish means of interacting with brain researchers.

3. SHARE AND DISSEMINATE KNOWLEDGE

d To global citizens. Engage in a meaningful dialogue with citizens, patients, and all stakeholder communities around the world to understand their interests and communicate transparently about the opportunities and challenges arising from the latest research in neuroscience and brain-inspired artificial intelligence. d To accelerate discovery. Implement mechanisms for the rapid dissemination of information and global data sharing to accel- erate discovery. d To drive research translation and application. Promote the acquisition of standardized data so that commercial risk is reduced for translation and provide a platform for engagement with industry to drive translation of discoveries.

4. SHAPING THE FUTURE

d To empower future generations of neuroscientists. Provide innovative transdisciplinary training that embraces a global research perspective and the benefits of neuroscience for all. d Of international collaboration. Develop innovative and dynamic models for international research collaboration, including public and private stakeholders. d To promote brain health. Practice a culture of sharing data related to brain diseases to enable integrated application and translation to improve brain health on a global scale. d Of ethical neuroscience practice. Advance neuroscience with neuroethics as an integral part of the global neuroscientific enterprise.

to the FC and SC, and consultation on institution. Support and coordination of neuroscience organizations. Opportu- working group projects and connects financial and staff resources help to build nities exist for an increased scale of their existing networks to the broader and maintain a sustainable, responsive, impact, leveraging of aligned missions network of the science and supporter and independent entity and a strong and investment, increased network and communities. community that meets the goals of the partnership building, and increased Facilitation Team (FT) initiative. The FT is currently comprised awareness and support of neuroscience The FT facilitates collaboration, coordina- of secretariat support from initial SC brain research at large. Formal mechanisms tion, and flexible financial and in-kind con- initiatives and The Kavli Foundation. for engaging with the IBI can tributions. Members of the FT support and occur through the participating brain ensure consistency within the IBI, engage Engaging with the IBI initiatives, the STC (representing organi- with stakeholders, and maintain the IBI Increased engagement with the IBI zational affiliations), or the FC as as an effort that transcends any single leads to mutual benefit for the IBI and follows.

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CONSORTIUM

Consortia Strategy Committee Members: Amy Adams, Jan G. Bjaalie,* James O. Deshler, Yves De Koninck, Gary Egan, Judy Illes, Sung-Jin Jeong,# Caroline Montojo,** Shigeo Okabe,* Gang Pei, Linda J. Richards,** Pann-Ghill Suh, Xu Zhang, Jialin Zheng. (*Co-Chairs, **Spokesper- sons, #Former Member.) Additional Contributors: Stephanie Albin, Katrin Amunts, Tasia Asakawa, Amy Bernard, Khaled Chakli, Christoph J. Ebell, Melina Hale, Michael Hausser,€ Linda Lanyon, Yan Li, Pierre Magistretti, Agnes McMahon,*** Hideyuki Okano, Toshihisa Ohtsuka, Alexandre Pouget, Karen S. Rommel- fanger, Jason Reindorp, Paul Sajda, Kimberly N. Scobie, Keiji Tanaka, Edda Thiels, Pedro A. Valdes-Sosa, Andrew E. Welchman, Samantha White, Gary Wilson, Rafael Yuste. (***IBI Program Manager.)

ACKNOWLEDGMENTS

The Strategy Committee thanks Fre´ de´ ric Cantin from the Canadian Brain Research Strategy for assistance in preparing the figures. The IBI has no specific external funding and is currently supported solely by the participants. Figure 1. Organizational Structure of the International Brain Initiative Financial support has been provided by The Kavli Foundation to the IBI Facilitation Team, to support members of the Strategy Committee and Stake- holders Collective to attend meetings, and for the d Foundations and funding organiza- deliverables. The IBI’s 5-year strategic development and support of the website and tions (private and government) can plan will also lead to more defined opera- outreach events. Meeting support has also been contact the Facilitation Team to join provided by the National Science Foundation, tional procedures. The execution of the United States (2016 Global Brain Workshop, 2016 the FC. strategic plan requires a comprehensive Coordinating Global Brain Projects Conference, d Societies, industry groups, and understanding of the specific aims, ap- 2018 Workshop to Develop a Global Inventory of other interested stakeholder groups Brain Initiatives); Korea Brain Research Institute, proaches, scientific research, and tech- Korea Ministry of Science and ICT with significant representation can nology development that will form the (2017M3C7A1048092), and City of Daegu (2017, join the STC by contacting the Facil- basis of collaboration and priority setting. 2018, and 2019 IBI Neuroethics Working Group itation Team. Furthermore, the process will involve meetings, 2018 and 2019 IBI Coordinating Body Meetings); Australian Academy of Sciences and d Individual scientists and supporters extensive consultation with the global Australian Brain Alliance (2017 at the may become involved by subscrib- neuroscience research community to Dome workshop); E.U. Human Brain Project ing to the IBI newsletter (https:// identify and support long-term directions (2018 IBI Coordinating Body Meeting, 2019 Public www.internationalbraininitiative.org) Engagement in Neuroethics Workshop); Interna- of research to the benefit of society. tional Neuroinformatics Coordinating Facility for general updates, working group The structural and organizational (2018 social event ‘‘Brain Bash’’ at SfN); University activities, and other relevant an- framework enables the IBI to transcend of California Irvine (2018 Inventory Implementation nouncements from the participating borders, which required considerable Workshop); China Ministry of Science and Tech- nology, China National Center for Biotechnology initiatives. They can be identified for negotiation and thought to come to Development, Tongji University (2019 IBI Coordi- engagement in the working groups fruition. While the IBI intends to leverage nating Body Meeting); Tianqiao and Chrissy Chen through participating brain initiatives the fellowship and resources of the Institute (2019 IBI Coordinating Body Meeting); or the STC based on skill and need. Danish Board of Technology Foundation (2019 participating brain initiatives, the IBI Public Engagement in Neuroethics Workshop); Ca- also hopes to have impact well beyond nadian Brain Research Strategy, Canadian Insti- Those interested in being involved the participating organizations. Such in- tutes of Health Research, Brain Canada (2019 should contact the Facilitation Team Strategy Retreat). In-kind staff support for IBI teractions have the potential to shape (https://www.internationalbraininitiative. Working Groups has been provided by the: E.U. the directions of brain research in the Human Brain Project (IBI Communications and org/contact). longer term and provide a lasting legacy Outreach Working Group), International Brain from these efforts to the benefit of Research Organization (IBI Communications and Conclusions and Next Steps Outreach Working Group, IBI Education and society. Training Working Group), International Neuroinfor- With a solid infrastructure now in place matics Coordinating Facility (IBI Communications and enthusiasm amassed, an immediate and Outreach Working Group, IBI Data Standards SUPPLEMENTAL INFORMATION focus for the IBI is to establish and and Sharing Working Group), Australian Academy of Sciences (2018 Secretariat, IBI Communications develop the core working groups that Supplemental Information can be found online at and Outreach Working Group), National Institutes are making progress toward short-term https://doi.org/10.1016/j.neuron.2020.01.002. of Health, United States (IBI Inventory and Global

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