Canadian Thoracic Society Governance Review
Can Respir J
Canadian Thoracic Society governance review
Obegan the process of reviewing its governance structure as ver the past year, the Canadian Thoracic Society (CTS) part of the implementation of its strategic plan. It is clear that to remain effective, the CTS must be prepared to adapt to a changing environment. The governance review will allow us to do just that: respond to changes, both external and internal, and build a solid foundation for continued development. This President's Page will serve as an introduction to the current CTS governance review process and a precursor to a more formal member consultation process that will take place later this year. I will outline some of the main reasons why this governance review is essential and provide you with an overview of the CTS governance review process itself. Last but not least, I will urge you to take an active part in the upcoming member consultation. Reviewing the governance structure of an organization such as the CTS is no easy task - but it is necessary. The current board, consisting of 26 positions representing a combination of functions, diseases and geographic areas, presents challenges in terms of budget, achieving buy-in and meeting quorum. At times, we find that the board is not very nimble and its structure not well aligned with the strategic plan. Moreover, we question our effectiveness in attracting and retaining our broad constituency of specialists, physicians and researchers, and wonder how we can improve our succession planning and member engagement strategies. In my view, one of the most compelling reasons to renew the structure of the CTS is to ensure that it acts as a catalyst to move the CTS forward in its three key strategic directions: research, education and guidelines. Thanks to the efforts of L-P Boulet and the Canadian Respiratory Guidelines Committee, and with considerable support from our sponsors, we have been very successful in creating the infrastructure necessary to propel the guidelines agenda forward. However, the board structure and concomitant funding has not provided the impetus for similar infrastructure growth and development in research and education. There are many challenges and opportunities in the field of research that we must be prepared to meet. Within the current fragile economic climate, our efforts must be intensified and well focused to successfully leverage funding and establish flourishing partnerships. As the National Lung Health Framework moves forward, we must be in a position to provide leadership and take advantage of opportunities as they present themselves. We must ensure that the national respiratory health research agenda is strong and focused, and serves Canadians well. Indeed, we need to ensure that the new CTS governance structure includes a strong research pillar. Similarly, the CTS requires a stronger educational component to guide its broad continuing medical education and
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Dentrepris la révision de sa structure de gouvernance dans le
epuis un an, la Société canadienne de thoracologie (SCT) a
cadre de la mise en oeuvre de son plan stratégique. Il est évident
que pour demeurer efficace, la SCT doit être outillée pour s’adapter
à un milieu en évolution. L’examen de la gouvernance nous
permettra justement d’y parvenir, tant à l’externe qu’à l’interne, et de
constituer de solides assises pour un développement continu.
La présente page du président permettra de vous présenter le
processus actuel d’examen de la gouvernance et de vous donner un
avant-goût d’un processus de consultation plus officiel auprès des
membres, qui aura lieu plus tard cette année. Je soulignerai
quelques-unes des principales raisons pour lesquelles cet examen
de la gouvernance est essentiel et vous donnerai un aperçu du
processus même d’examen de la gouvernance de la SCT. Enfin et
surtout, je vous inciterai fortement à participer activement à la
prochaine consultation auprès des membres.
L’examen de la structure de gouvernance d’un organisme
comme la SCT n’est pas chose facile, mais c’est nécessaire. Le
conseil d’administration actuel, comportant 26 sièges représentant
un ensemble de fonctions, de maladies et de régions géographiques,
pose des défis en matière de budget, d’adhésion et de quorum aux
réunions. Il nous arrive de trouver que le conseil manque de
souplesse et que sa structure ne s’harmonise pas avec la
planification stratégique. De plus, nous remettons en question notre
efficacité à attirer et à conserver l’ensemble de nos membres spécialistes,
médecins et chercheurs, et nous nous demandons comment
améliorer la planification de notre succession et les stratégies de
participation des membres.
À mon avis, l’une des raisons les plus convaincantes de
renouveler la structure de la SCT, c’est de s’assurer qu’elle agit comme
catalyseur pour faire progresser la SCT dans ses trois orientations
stratégiques : la recherche, la formation et les lignes directrices.
Grâce aux efforts de L-P Boulet et d (...truncated)