The Canadian Association for Enterostomal Therapy (CAET) is in the middle of a process called "Transformation-Planning for Growth and a Solid Future." In Canada, the value of our specialty has been largely overlooked and underestimated. As leaders and specialists in the care of persons with wounds, ostomies, and continence disorders, enterostomal therapy (ET) nurses enhance patient care and quality of life, improve outcomes in the healthcare system, and are cost-effective.
Ongoing change is a constant in the North American healthcare system and permeates all aspects of ET nursing practice. The ET nurse must be able to adapt effectively to new and complex professional challenges and to trends in today's dynamic, unpredictable, and complex healthcare market. Advances in technology and shifts in attitudes, trends, politics, education, and demographics have a major impact on day-to-day nursing practice. The roles and responsibilities of the nurse specialist have been redefined and expanded in response to change. Attempts to replace the "specialist" with alternate care providers has also been suggested and implemented in many care settings.
For some time, the CAET membership has strongly and consistently identified the need for effective marketing as critical to ET's continued existence. In response to this need, the CAET established a marketing task force to develop a "marketing plan." It soon became apparent that the group lacked the skills required to assess the association comprehensively and critically from a business and future growth perspective. A healthcare consultant with marketing expertise was subsequently contracted to provide direction and guidance to the committee. With her assistance, the working group investigated the following questions.
* How and where do we fit into the current healthcare market?
* Who are our "customers?"
* What strengths and weaknesses are evident within the association?
* What opportunities exist for growth?
* Are there threats in the environment that we are ignoring?
These questions needed to be answered before CAET could proceed.
The group also identified marketing needs, key issues, critical success factors, the needs of existing and potential members, and what CAET must do to meet these needs. Position statements to clarify how the CAET and ET nursing are different and unique from other organizations were developed.
The next step in the Transformation process was the development of a comprehensive business plan. A 3-year strategic business plan to assist with the growth and promotion of the association that was based on a thorough analysis of CAET was developed. The CAET mission and values permeate all plan aspects. Suggested marketing approaches include strong elements to attract public attention, interest, and support for CAET and ET nursing. Ultimately, CAET and ET nurses will be positioned competitively to grow and achieve organizational and professional success in the current dynamic marketplace.
Membership has been informed and involved throughout this Transformation process. It is imperative that we remain cohesive and focus our energy to work toward a common goal. All members must continue to communicate who we are and the value that we bring to the Canadian healthcare system. The CAET's solid foundation will become even more durable as all members unify and implement a strong and effective business approach. The specialty of ET nursing will Transform and be strategically positioned to survive throughout the 21st century!!
ACKNOWLEDGMENT
The guest editor thanks Lana Klein, Editor, CAET LINK, for her assistance with this editorial.