e Canadian College of Health Service Executives is pleased to T announce that the agreement

between the CCHSE and the Office of Energy Efficiency of NRCan has been renewed for the fiscal year 1999/2000. This is the second year of a possible three-year term. Simply put, this extension will allow us, along with the OEE, to continue to promote energy efficiency within the Canadian healthcare sector.

In addition, I am delighted to say that the co-ordinator of the program, Kent Waddington, has agreed to stay with us for the duration of the new agreement. Kent’s continuing involvement in the program will ensure that we move ahead smoothly and in a seamless manner rather than having to take a step backwards and re-group had a new co-ordinator were required.

The survey of healthcare facilities and their energy use started early last spring is now complete, and he findings are currently being reviewed by NRCan staff. To all those institutions that participated - thank you - and to all the staff persons who were charged with filling in the forms for their various organizations - a double thanks. Without your co-operation the study simply would not have been a success.

In the second year of the partnership between OEE/NRCan and the CCHSE we are endeavouring to develop partnerships and links with other associations ands organizations that are involved in the energy field. Two such organizations are Ontario Hydro Services Company and the Canadian Healthcare Engineering Society (CHES). It is through connecting with groups such as these that we can tap into some of

the considerable expertise that is “out there” in the energy field.

Another initiative that will be undertaken in this fiscal year is the establishment of an Energy Efficiency Advisory Committee. This is an advisory committee made up of members from across the country who are leaders in the area of energy management and consumption in the field of healthcare. It is expected that this advisory committee will provide us with invaluable ideas and suggestions as to who to contact and how best to achieve the goal of energy conservation in the areas they represent.

All the initiatives noted above are but a few of the “deliverables”

tre, October 13th

e College canadien des directeurs de services de sante L est heureux d’annoncer que

l’entente entre le CCDSS et l’Office de l’efficacite energetique de Ressources Naturelles Canada (RNCan) a ete renouvelee pour

l’annke fiscale 1999-2O00. Nous en sommes donc 2 la deuxieme annee d’un mandat potentiel de trois ans. En d‘autres mots, ce renouvellement nous permettra, de concert avec l’Office, de continuer 2 promouvoir l’efficacite energetique au sein du secteur des soins de la santC du Canada.

En outre, je suis ravi de dire que le coordonnateur du programme, Kent Waddington, a accept6 de rester avec nous pour toute la duree de la nouvelle entente. L’apport soutenu de Kent au programme nous permettra de continuer 2 progresser de faqon ordonnee, sans avoir 2 interrompre notre lancee ni & faire un pas en amere, ce qui aurait ete le cas si nous avions ete forces de trouver un nouveau coordonnateur.

Le sondage sur la consommation d’energie qui avait ete entrepris le printemps dernier aupres des 6tablissements de sant6 est maintenant acheve. Ce sondage a d‘ailleurs 6te tres bien r e p par le personnel de RNCan qui estime ce travail fort valable. A tous les Ctablissements qui ont participe au sondage, merci! A tous ceux et ceues qui ont 6tC charges de remplir les formulaires au nom de leur etablissement, merci encore une fois! Sans votre collabo- ration, le sondage n’aurait pu &re un tel succes.

Durant la deuxieme annee de partenariat entre RNCan et le CCDSS, nous tenterons de d e r des partenariats et des liens avec d’autres associations et d‘autres organismes lies au domaine de l’energie. Citons entre autres Ontario Hydro Services Company et la Socikte canadienne d’inghierie des soins de santC (SCISS). GrPce & nos contacts avec de tels groupes, nous serons en mesure de tirer parti de l’expertise considerable

Healthcare Management Forum Gestion des soins de sant6 27

que l’on retrouve dans le domaine de l’energie au pays.

Durant cette annee fiscale, nous entreprendrons egalement la creation d’un Comite consultatif sur l’efficacite energktique. Compose de membres provenant de tous les coins du pays, ce comite reunira des chefs de file dans le domaine de la gestion et de la consommation energktiques du secteur des soins de la sante. On s’attend A ce que ce comite consultatif soit une source fertile en idees et en suggestions sur les personnes ii rejoindre et sur les meilleurs moyens A prendre pour atteindre l’objectif de conservation energetique dans les domaines qu’ils representent.

Nous prkvoyons egalement tenir au moins une seance d’examen de produits de sante au cours des prochains mois, seance qui sera consacree exclusivement au domaine de 1’Cnergie.

Toutes les activites citees ci-dessus ne representent qu’une partie des resultats prevus ii l’entente de partenariat et qui doivent @tre realises d’ici mars 2000. Vous conviendrez avec moi qu’il s’agit d’une commande de taille et nous comptons beaucoup sur Kent qui devra piloter le dossier. Si vous avez des questions precises concemant le programme, si vous souhaitez obtenir davantage d’information ou encore si vous avez tout simplement des questions d’ordre g6nera1, je vous invite ii communiquer avec Kent en composant le (613) 756-0435 ou le 1 800-363-9056 (poste 36)’ par telkcopieur au (613) 756-0324 ou par courrier electronique ii l’adresse <<kwaddington@cchse.org >)

N’oubliez pas de venir voir notre kiosque lors de la Conference- exposition provinciale de la santi! qui se tiendra au Convention Centre de Winnipeg les 13 et 14 octobre 1999.

Approaches for the 21st Century;

Health Administration Press, Chicago Illinois, 1998. Author:

Alan M. Zuckerman By:

Dwayne Martins and Joseph Mapa

ealthcare Strategic Planning is a superb addition to healthcare H literature, and one that will

have an unquestionable benefit and influence on the profession of healthcare management. Strategic planning has undergone tremendous academic debate, ranging from the traditional school of systematic long-range planning to contemporary models -most notably Porter’s “competitive forces”, Quinn’s “logical incrementalism” and Mintzberg’s “crafted strategy”. Zuckerman offers a framework that balances the attributes of several models and presents a comprehensive approach required for an organization‘s future development.

Zuckerman sets the stage for his book in Chapter one by outlining the various realities that healthcare executives face today. Beginning with a brief history, he quickly sets the context of the book by surmising that the current environment is characterized as fast-paced and dynamic, and that healthcare executives have to respond rather than merely plan for the challenges that exist in this chaotic state. Managers are expected to reduce

costs, while providing optimal levels of care. It is therefore not difficult to understand why strategies focusing on long term planning for organizations have taken a back seat. Zuckerman points out that “strategic planning is a well-tested approach that is experiencing a resurgence among organizations that must develop forward-looking, feasible strategies, or face potential demise” (page 1)’ and provides evidence about why strategic planning has become important - especially when one considers the future trends that Zuckerman speaks to in the latter pages of the opening chapter.

Chapter 2 is devoted to a useful discussion on “organizing for successful strategic planning using ten critical steps”. These ten steps are as follows “ ... identify and communicate strategic planning objectives; describe and communicate the planning process; define and communicate roles and responsibilities of the organization leadership; plan and communicate the strategic planning schedule; assemble relevant historical data; resolve not to over- analyze historical data; review past strategies and identify successes and failures; conduct strategic planning orientation meeting; prepare to stimulate ‘new thinking’; and reinforce future orientation” (pages 13 and 14). Although this chapter may appear somewhat rudimentary, the information is a useful guide and reference for healthcare executives.

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