cchl eoc april election edition Final

Your Vote Counts! The Eastern Ontario Chapter Executive wants you to have all the information you need about the nominees who wish to represent your interests nationally. To help you decide, we have put together some information about what directors do, what makes a good director, as well as what the nominees have to say about themselves and how they will represent you.

Role of national directors Responsibilities to Board of Directors: To actively promote and support the College and its activities.

To formulate and approve policy for the College.

To participate on committees of the Board of Directors.

To inform College staff and the Board of all developments and issues affecting College goals and objectives.

To promote the College in collaboration with the chapter(s) to provincial health associations and to educational programs in health services management, and to represent the College at official functions held by these organizations.

Responsibilities to Chapters: To serve as the liaison between the Board of Directors and chapters.

To regularly attend meetings of the Chapter Executive.

To facilitate a chapter's provision of educational and professional activities.

To convey information on national and provincial College issues to chapters.

To represent the College at official functions of chapters.

Responsibilities to Members:

To communicate board decisions and information on College activities to members.

To assist in resolving any member’s problems or concerns.

To recruit new members.

How to reach us…

Your chapter executive is available to answer any questions and hear your thoughts about how the chapter can better serve you and make the EO Chapter of CCHL a place for you to grow, learn, and network. Just click on a name to send one of us an email.

Graham Gaylord, CHE (Chair)

Akos Hoffer, CHE (Past Chair)

Joane Simard, CHE (Vice Chair)

Elizabeth Woodbury, CHE (Treasurer)

Margaret Atkinson, RN, BA CHE (Secretary)

Kyle Johansen, MHA, CHE Communication and Membership Committee

Amy Boudreau Awards & Nominating Committee.

Heather Byce Golf Tournament Chair

Stella Johnson MHA Student Assoc Rep (ex‐officio)

“IN BRIEF” Eastern Ontario Chapter NewsletterApril 2011

National Board Election Edition

— the role of a national director (1)

—what makes a good director? (2) a Q&A with Ray Racette, CCHL CEO

— the nominees have their say (4)

this issue…

What does it take to be a great national director?We asked CCHL President Ray Racette to give us his thoughts …

Nominees for Ontario Director (please see nominee bios and responses to EOC questions starting on page 4)

Sandra Hanmer, CHE

Susan Owen, CHE

Rosilee Pete, CHE

Gino Picciano, CHE

Marcy Saxe‐Braithwaite, CHE

Election Timeline

March 31 voting begins

April 15 voting ends

April 18

results provided to nominees

members informed by ‘blast’ email

June 3

new directors begin their terms of office

EOC: Ray, first of all, on behalf of all Chapter members, thank you for taking time to offer your thoughts on this important subject. RR: Having been a Board Director for 3 terms prior to joining the College as president and CEO, I appreciate the opportunity to share my thoughts.

EOC: What are the key success factors in being a successful national director? RR: Commitment to the College, what it stands for as expressed in its mission, vision and values and where it is going as expressed in its strategic directions.

Experience by having been actively involved with the College at the Chapter level or committee level is beneficial since being involved brings more understanding of what the College is about as well as its’ potential.

Willingness to invest time to be an effective Board Director – committing to preparing for Board and Committee meetings, attending and actively participating and exchanging ideas. Direct time required just to attend committee and Board meetings is in the range of 50 hours per annum. On top of this is travel time, preparation time and representation time for representing the Board at specific events or annual meetings.

Willingness to represent the College within the jurisdiction the Director represents and to liaise with the chapter(s) so that there is an effective connection. This augments what the National Office does and helps ensure there is good

communication and problem solving mechanisms between the structures that make up and support the College. In addition it provides Members with different options for contact.

Being comfortable to share ideas and work collaboratively as part of the team which includes the other Board Directors and College leadership

The College is a very unique national association so being interested in learning about the College’s service scope, partnerships and value proposition to members is important.

EOC: Right now, based on the current composition of the national board of directors, who’s not at the table? What voice do you need (or would like) to ensure appropriate representation? RR: The reality on Board composition is that since the 16 voting Board Directors are primarily elected (only the Canadian Forces Director is appointed) the answer to this will change every election. The current Board is very diverse and experienced at both the leadership and governance levels and that mirrors my personal experience during my 3 terms as a Board Director as well. The Board does require a broad range of skills, expertise and experience to be successful and these have been articulated by the Board as part of their new governance model. The Board’s knowledge base is augmented by College members who volunteer on the Advisory Councils and Committees that support the College’s core programs

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What does it take to be a great national director?Ray Racette gives us his thoughts (continued from page 2) …

EOC: Is the director role one you can ‘grow into’? Is there an expectation that a successful director will have attained a certain level of responsibility within the health sector? RR: All Board Directors are Certified Health Executives so they do have experience when they join the Board. Health sector experience at the senior leadership level is an asset because leaders at that level have developed a diverse skill set that serves them well as Board Directors. Having said that, Board Directors who are less experienced from a leadership perspective will bring other skills and qualities. When one looks at the College membership base which is very diverse, having a Board that has a blend of experience levels and demographics reflects well the members being served. Another important asset is experience as a trustee since the governance role is quite different than an operations role. The Director term is 3 years which recognizes that new Board Directors will need an orientation period to learn and gain experience at the College Board level. EOC: What are some of the more significant issues that the Board will be facing in the upcoming two years? RR: The College will be refreshing its strategic focus areas for the next 2 years and this will shape priorities, goal setting and budgeting. There will be a major planning session in June with the

Upcoming Events APRIL 27, 2011 “From Research to Practice: Knowledge Translation in Healthcare” Telfer School of Management, University of Ottawa, 5pm MAY 2011 – Heads‐up The CCHL EO Chapter will be hosting a professional development event in Kingston in the last half of May on the impacts of Chronic Pain on local health care systems. More information will be sent to chapter members by email when details are finalized. AUGUST 16, 2011 The CCHL‐EO Annual Golf Tournament will be at Eagle Creek Golf Club in Dunrobin, ON – from 11am to 6pm. FOR MORE INFORMATION on any of these events, please visit http://cchl‐eo.blogspot.com/

PUBLIC CONSULTATION OPPORTUNITY

for those living and working within the South East Local Health Integration Network

Board, Chapter Chairs and College staff to inform this. The Board is moving into a new Governance model which will realign reporting structures and governance processes while integrating governance, planning and operating cycles. The LEADS in a Caring Environment leadership capabilities framework is being used as a foundation for professional development and certification. The CHE and Fellowship programs are being renewed to align with the framework. The College is in year one of a 3‐year financial plan designed to improve the College’s financial position.

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What does it take to be a great national director? Volume II

We asked Ontario Director Nominees to give us their opinion…

and to bring the big picture to life; to focus on quality, results and outcomes that will further advance healthcare leaders; to provide leadership and or be a strong team member depending upon the issue at hand; and experience in leading and promoting member input and involvement in College activities. In addition I bring a passion for learning and commitment to the promotion, advancement and recognition of excellence in health leadership at all levels; energy, innovation, creativity and a willingness to listen and learn from my colleagues on the board and within the College. I am proud to have been a very active College member for over 25 years. Throughout this time I have always been involved in various capacities at the Chapter and National Level. In addition to the formal

committees listed below I have also been a reviewer of Self‐Directed Learning Papers, CHE exam question (continued)

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Question 1:

What do you believe are the right combination of skills to be an effective national director?

I believe that an effective national director should bring the following skills to the table: ability to see the big picture and to bring the big picture to life; a focus on quality, results and outcomes that will further advance healthcare leaders; ability to provide leadership and or be a strong team member depending upon the issue at hand; a passion for learning and commitment to the promotion, advancement and recognition of excellence in health leadership at all levels; and experience in leading and promoting member input and involvement in College activities.

Question 2:

What skills and experience do you bring to the national table that will make you a good director for Ontario?

My contributions to the College Board will include proven ability: to see the big picture

What does it take to be a great national director? Volume II Sandra Hanmer (continued from page 4)

author, mentor, and recipient of the Chapter Award for Distinguished Service in Health Care Leadership.

Current College Involvement

Member, Energy and Environmental Stewardship Committee

Member, Professional Standards Council

Member, CHE Program Committee

National Leadership Conference Abstract Reviewer

Chair, CHE Program Working Group – LEADS Alignment

Chair, CHE Program Committee

Past College Involvement

Co‐Chair Chapter Leaders Council

Chair, Hamilton and Area Chapter

Member, Membership Survey Task Team

Member Southwestern Ontario Chapter Executive

My career has included senior level positions in teaching hospitals, community hospitals, community based nursing and therapy organizations and health systems. Through these positions and organizations I have gained an appreciation for the challenges facing health care leaders and the skills and tools necessary to be successful. I believe the College has been and will continue to play a key role in providing health care leaders with learning opportunities and support to ensure that our members are able to excel throughout their careers. I have had the privilege of providing volunteer leadership to my professional associations and community organizations as a Board member and Board Chair. Question 3:

What is your plan to ensure you are aware of regional interests within Ontario, and how will you ensure these interests are raised nationally?

Maintaining open two way communication channels with the Ontario members will be a key component of my success at the College Board table. In conjunction with the other Ontario Director, Brock Hovey I hope to keep up the tradition of regular newsletters to our Ontario College members. It is equally important to work with the Chapter Leadership throughout Ontario. We are fortunate in Ontario to have 6 very active chapters. I hope to be able to participate in activities with each chapter in order to learn from and hear first‐hand the ideas, suggestions and issues that members will have. The Ontario Chapter leaders will play a key role in ensuring that information flows smoothly between the chapters and the Ontario directors. When I was Chapter chair and Co‐Chair of the Chapter Chairs Council, regular teleconferences with the Chapter leaders and the Ontario Directors was a great way to keep everyone informed. If successful in becoming a director I would like to see that this method of communication is supported. ***

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What does it take to be a great national director? Volume II We asked Ontario Director Nominees to give us their opinion…

Question 1: What do you believe are the right combination of skills to be an effective national director?

I think being an effective National Director is a challenging task. It requires deep understanding of healthcare – both from a local perspective and a National perspective. It requires Strategic thinking, good understanding of good governance principles and the ability to let go of your own provincial “hat” to better understand the needs of a National organization.

Question 2: What skills and experience do you bring to the national table that will make you a good director for Ontario?

In my brief précis I mentioned that because I work as part of the National healthcare practice, I’m in‐tune with some of the National (and even international) issues and leading practices. I work with Boards, Senior Leadership

Teams, Physicians, Clinicians and front line staff on Strategic Planning, Organizational Effectiveness and Performance Management. I’m also an Adjunct Professor at York University, so I’m connected with “tomorrow’s leaders”

Question 3: What is your plan to ensure you are aware of regional interests within Ontario, and how will you ensure these interests are raised nationally?

As I mentioned, I already work as part of the National practice, so the very fabric of my role is Nationally focused. I believe I bring a true “value‐add” through my knowledge of leading practices that are often International in scope.

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Question 1: What do you believe are the right combination of skills to be an effective national director?

I believe a national Director must have experience at the local Chapter level and some mechanism for remaining in touch with the Chapters. Knowledge of the challenges and opportunities in the healthcare system in the Director’s province is necessary to bring the provincial perspective. A strong understanding of leadership and how a Board works together to make decisions and roll out initiatives to the membership is also needed. A Director must have a demonstrated passion for continuous education and improvement, as well as a willingness to learn. There must be a dedication to making improvements for the betterment of the membership. Question 2: What skills and experience do you bring to the national table that will make you a good director for Ontario?

I bring ten years of progressive health care leadership and management experience; as well as a passion for lifelong and situational learning. I believe a good Director is able to balance the needs and challenges of the individual Chapters, while maintaining focus on the overall strategic vision of the College. I believe that a Director must bring to the table a strong vision and opinion about issues, and an open mind to listen to the opinions of others; as well as an ability to synthesize the information and reach an informed opinion and decision about the subject at hand. While at a more local level, this is part of the role I play in my hospital, in the Chapter and in the region. Additionally I bring knowledge of the Chapters and the College from my years of involvement. I have relationships with other College members on whom I can draw directly information about the challenges and needs of the membership and potential members. (continued)

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What does it take to be a great national director? Volume II Rosilee Peto (continued from page 7)


As outgoing Chair of the Southwestern Ontario Chapter, I will remain a member of the Executive Committee. In that role I will be able to remain in touch with the challenges being experienced in my home Chapter, as well as hear feedback from the Chair and Vice Chair as to the challenges they are learning about from the other Chapter Chairs.

Currently, the Ontario Directors meet with the Ontario Chairs prior to Board meetings, and I would foresee continuing that practice. The other key strategy is to develop a strong relationship with the existing Ontario Director to ensure that collectively we are reaching all of the Ontario Chapters. One option I would like to explore with my Ontario colleague is opportunities for more regular and informal communications.

I have always been a strong advocate of the Chapters and the role they play in sustaining and building the College. I foresee that remaining a primary focus of my term as Ontario Director.

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Question 1: What do you believe are the right combination of skills to be an effective national director? I believe an effective national leader needs to have the right combination of governance and executive leadership; an understanding of our healthcare system at a national level; an effective ability to reach out to others and to leverage an extensive network of corporate and healthcare (continued)

What does it take to be a great national director? Volume II Gino Picciano (continued from page 8)

members; and be prepared to commit the necessary time required to contribute effectively.


I am a proud supporter of our College. I have been a Certified Health Executive member since May 1994. I have actively participated in the College's Health Professionals' Roundtable for Strategy for over 10 years. I have served since 2009 on the Energy and Environmental Stewardship Award Selection Committee. I was pleased to join the Corporate Advisory Committee of the Board for a three year term, effective 2010.

Over the years, I have had the good fortune in participating in a number of educational activities with the College including: the Sweden Study Tour; the National Executive Program; and more recently in the "Harnessing Disruptive Change" series co‐sponsored by Triangle Strategies and CCHL.

At the local level, I attend local Chapter events and am proud to serve as a residency preceptor to future healthcare leaders from the University of Ottawa Masters' program.

At a governance level, I have served as a member and Chair of a number of corporations including: Hospital Food Services Inc.; Ottawa Regional Hospital Linen Services Inc.; Hospital Shared Services Inc; and the Eastern Ontario Regional Laboratory Association. In addition, I support and/or participate in key sub‐committees of The Ottawa Hospital's (TOH) Board of Directors.

Over the years at a provincial level, I have served on numerous committees and task forces, most notably: Ontario Health Technology Advisory Committee (OHTAC); Joint Policy and Planning Committee; CAHO COO and Resource Committees; and OHA Task Forces. At the local level, I have played a leadership role in regional clinical services distribution planning and in regional e‐health initiatives.

As a Chief Operating Officer for ten years at TOH, I have had to leverage my skills and expertise in strategic planning; change management; financial planning and resource allocation; operational planning; leadership development; and service excellence in a $1+B academic health sciences center.


I plan to learn from other College Directors, CCHL leadership, and Chapter Executives on what is the best practice to address this issue. I anticipate that the local Chapter Chairs will be relied upon to share their local interests and positions with the Ontario national representatives on the Board. A mix of both formal and informal communication techniques will be used depending on the nature of the issue/interest/ position being addressed.

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Question 1: What do you believe are the right combination of skills to be an effective national director? The correct skills/competencies to be an effective national director are: Understanding the health

care systems within the country

Visionary leader Critical thinker Strategic thinker Thought leader Political savvy Business acumen Involvement with CCHL over

the years ‐‐ inherent understanding of the College, activities within the college, and governance structure


The skills/experience I bring to the table are: Involvement as a Certified

member since 1993 Designed and developed

competencies in 2000 —still in existence

Involvement in current governance structure

Chair of the Professional standards council for 7 yrs

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Chair of the Professional standards board for 4 years

Marker of SDL papers and exams for 10 years

Chair of Awards committee On GTA executive On Executive council for

CCHSE in BC from 2001 ‐ 2004

Certified in LEADS ‐‐ one of 30 participants in Nov 2010

One of four faculty teaching LEADS in Canada (hired by CCHL)

11What does it take to be a great national director? Volume IIMarcy Saxe‐Braithwaite (continued from page 10)

Surveyor with Accreditation Canada for the past ten years and aware of health care agendas/issues across the country

Mentor to new members Executive coach Advocate for CCHL Have been a resource for CCHL for the past 9 years Attend National Leadership Conference yearly and present papers Have presented on CCHL’s behalf at the National Leadership Conference and OHA


To learn of the regional interests within Ontario, I will ensure I hear of the constituents’ interests through polling, surveys, being available to attend chapter meetings, sending updates to Ontario Chapter members after Board meetings, and asking constituents if there is any issue which requires advocacy at the Board level.

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The Eastern Ontario Chapter Executive would like to offer our sincere thanks toSandra, Susan, Rosilee, Gino, and Marcy for participating in our newsletter. Members should know that candidates were provided with our questions the morning of April 1st, and asked to respond by Sunday April 3rd (extended to Monday morning). We invite chapter members to comment on the anything you have seen in this newsletter on the Chapter’s new blog site at http://cchl‐eo.blogspot.com/ The site is still in ‘beta’, but there is a section that allows chapter members to pose and respond to questions. If you do visit, please ensure that you provide us with your comments and suggestions so we can incorporate them into the ‘production’ version of the site. Next Issue … The results of the membership survey

Documents

cchl eoc april election edition Final