YOUR SMA
to hear and understand what the Executive and Board believes needs to be accomplished to meet the ambitions of
the organization’s new strategic plan. I have such respect for
the dedicated staff at the SMA, so it will be key for me to
hear their thoughts on what makes the SMA such a great
organization as well as their ideas on opportunities for improvement.
I am also wanting to “go and see” and spend some time
alongside physicians in their everyday work environments.
How can I lead an organization that advocates on behalf of
physicians if I don’t begin to build and nourish relationships
with them and an understanding of who they are and the
work they do? I know that every autumn there is a President’s Tour and that is foundational to learning and sharing
with the membership but I would also like to explore how
I can connect with and learn from SMA members – both
what’s working well and what needs improvement – in an
ongoing way.
Once I have ‘collected the data’ I intend to report back to the
staff and Board on what I have heard them say and share
with them my ideas about what needs to happen next.
Carpenter: You have been involved in the Saskatchewan
health care system for several years. How will your experience and connections benefit the SMA?
Brossart: I think my tenure in the Saskatchewan health care
system is one of the greatest assets I bring to the position.
Any advancement or improvement we seek on any issue or
level requires as a foundation solid, respectful relationships.
Having spent my entire, almost 25 year career working in
the Saskatchewan health care system – as a researcher,
leader and quality improvement champion – certainly affords me with a deep knowledge and understanding of our
health system and the people and agencies. I believe I have
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