Canadian Thoracic Society Governance Review

Over the past year, the Canadian Thoracic Society (CTS) began the process of reviewing its governance structure as 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 knowledge transfer agenda that includes programs such as the Canadian Respiratory Conference, the CTS Scientific Program and the Respiratory Fellow Examination Preparation Course developed in conjunction with the Canadian Organization of Pulmonary Program Directors, to name but a few. Changes are rapidly occurring throughout the field of continuing medical education, whether those changes are brought about by advances in technology or the tightening of ethical rules. It is vital that we be at the forefront of those changes and that we continue to find the best ways of responding to the educational needs of our members. We need a broad and coherent educational agenda as well as effective knowledge transfer strategies for our guidelines. Clearly, we need a strong educational pillar. In addition to ensuring that the CTS is well positioned to succeed in guidelines, research and education, the governance review aims to help us meet the following objectives: effectively integrate the pediatric perspective within CTS activities; reflect gender, expertise, experience and regional diversities throughout the CTS; establish transparent nominations criteria and recruitment processes; increase member engagement; and maintain effective relationships with our partners. The CTS Long-Term Planning Committee, currently chaired by D Marciniuk, was assembled over the past year to help the CTS Executive take on the governance review. Working both independently and together, through teleconferences and a face-to-face meeting, we have examined the issues and started the process of building the new governance model. We have developed a draft organizational chart, outlined some of the key responsibilities of the new committees and sketched out the succession planning process. We identified ways of integrating our relationships with other organizations within our organizational structure, and of building in a mentoring system to ensure that future CTS leaders are well supported. Although the work is not yet completed, much has been achieved. The Executive and Long-Term Planning Committees will review their conclusions before the meeting of the CTS Executive in April; the proposed model will then be presented to the full Board in April 2009 and a membership consultation will follow. The results of all of these consultations will be summarized into a final proposal that will be submitted for approval at the Annual General Meeting in November 2009. Over the next months, every CTS member will be invited to take part in the governance review consultation process. Don’t miss this opportunity to have your say. We need your help to ensure that the CTS remains relevant to you, its members. We also need your help to ensure that the CTS continues to effectively serve the respiratory community and ultimately, help Canadians breathe easier! Your continued collaboration is most appreciated. Respectfully submitted,

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