summary of the 2002 cag strategic planning...

Can J Gastroenterol Vol 18 No 1 January 2004 55

In this Journal, we have recently highlighted the progress of theCanadian Association of Gastroenterology (CAG) in meeting

the goals and objectives outlined in the first Strategic Plandeveloped in 1993 (1). In September 2002, a Strategic Planningsurvey was mailed to all members of the CAG (a copy of thecover letter and survey are present for viewing on the CAG Website <www.cag-acg.org/whatsnew/strat_plann_surv.htm>). Theresults of the responses to this survey were collated and presentedto the Past Presidents of the CAG at a retreat held during thesummer of 2003. These findings were then employed to developa Strategic Plan for the CAG to guide its progress and develop-ment over the next five to ten years. A subsequent issue of thisJournal will include a presentation of the CAG 2004 StrategicPlan, which was finalized and approved by the CAG GoverningBoard during the annual fall meeting in October 2003.

The Strategic Planning survey was returned to the NationalOffice by 188 members of the CAG. A set of slides that pro-vides a detailed summary of the entire survey is presented onthe CAG Web site. A more abbreviated synopsis is providedhere for your consideration.

Figure 1 presents a summary of the services and benefits val-ued by the members. Continuing medical education activities,in general, and the Canadian Journal of Gastroenterology and theCanadian Digestive Diseases Week (Figure 2), in particular, arehighly valued by our membership. The third figure (Figure 3)shows differences between perceived and desired strengths in avariety of areas. The findings indicate that the CAG is strong ineducation and research arenas, but highlight important gaps

Summary of the 2002 CAGstrategic planning survey

Philip M Sherman MD FRCPC, President, CAG

Sandra M Daniels MSc, CAG National Office

Richard N Fedorak MD FRCPC, Past President, CAG

CAG NEWS PAGE

En français voir page 59

INC. JANUARY 12, 1962

The CAG is proud to acknowledge its Benefactor Corporate Sponsors:

Abbott Laboratories Ltd. AstraZeneca Canada Inc. Axcan Pharma Inc. Janssen-Ortho Inc. Pfizer Canada Inc.

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Figure 1) This figure presents the mean values of responses to “howimportant are these member benefits and services to you?” The scaleused in the survey ranked from –5 (not important at all) to +5 (veryimportant). CAG Canadian Association of Gastroenterology;CDDW Canadian Digestive Diseases Week

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Figure 2) This figure presents the number of times respondents attendedannual meetings in the last five years (light bar histograms) and the use-fulness of the meetings (dark bars). The scale used in the survey rankedfrom –5 (not at all useful) to +5 (extremely useful). Numbers aboveeach bar denotes the number of responses. ACG American College ofGastroenterology; DDW Digestive Disease Week; CDDW CanadianDigestive Diseases Week

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Figure 3) The findings in this figure reflect current (open bars) anddesired (solid bars) influence when members were asked “how strong arole does or should the CAG exert in the following areas?” The scaleused in the survey ranked from –5 (not strong at all) to +5 (verystrong). CAG Canadian Association of Gastroenterology

CAG January_Sherman.qxd 08/01/2004 11:25 AM Page 55

Can J Gastroenterol Vol 18 No 1 January 200456

CAG News

related to issues of advocacy, lobbying, and our relationshipswith other societies and organizations.

As shown in Figure 4, there is strong support for the CAGto become more involved in issues of advocacy with a varietyof partners, including provincial and federal governments,national funding agencies and national medical specialty soci-eties. Figure 5 indicates the areas ranked by members of theCAG as high priority items warranting CAG time, energy andresources in the future. These issues formed the basis of the dis-cussions undertaken to develop a new CAG Strategic Plan,which will be presented to you in these pages in the nearfuture.

We very much welcome comments and feedback regardingthe results and analysis of the 2002 Strategic Planning survey,

which can be forwarded to the CAG National Office [email protected]. The CAG leadership values yourinput and insights. The future development of the organizationrelies upon the collective enthusiasm and support of all mem-bers of the CAG from across the nation.

ACKNOWLEDGEMENT: The CAG would like to acknowl-edge the unrestricted support of our partners AstraZeneca CanadaInc, Pentax Precision Instruments Corp and Schering Canada Incfor the CAG Past Presidents Council Strategic Planning meeting.

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Figure 5) This figure provides a summary of responses to potential newCanadian Association of Gastroenterology (CAG) initiatives in a vari-ety of areas. The scale used in the survey ranked from –5 (extremelyunimportant) to +5 (extremely important). CDDW CanadianDigestive Diseases Week

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Figure 4) The role of the Canadian Association of Gastroenterolgoy(CAG) in policy making is considered in this figure. The scale used inthe survey ranked from –5 (strongly disagree) to +5 (strongly agree).CIHR Canadian Institutes of Health Research; CMA CanadianMedical Association; GE Gastroenterology

REFERENCE1. Fedorak R, Sherman P. The 1993 Canadian Association of

Gastroenterology Strategic Plan: Excellence in Achievement. Can J Gastroenterol 2003;17:683-4.

CAG January_Sherman.qxd 08/01/2004 11:25 AM Page 56

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