Dear Members
Many of you will have joined a Section of the College over the past two to three years. Sections currently exist in the areas of trauma, clinical trials, epidemiological research, geriatric EM, paediatric EM, advancing women in EM, Pre-Hospital Retrieval Medicine (PHRM) and private EM. Most medical colleges/societies have a version of this ‘special interest group’ model with a small executive at the head of a large community of members with an interest in a particular facet of their craft. Membership of each ACEM Section currently ranges between 150 to 500, suggesting a clear appetite for engagement, networking and learning opportunities, and for the less tangible ‘esprit de corps’ that develops when like-minded colleagues get together.
The initial intention of Sections was to promote communication within a craft group, to enable members to advocate for the interests of that area of EM, and to provide opportunities to undertake advocacy, educational and mentoring activities. However, with notable exceptions, Section executives have only been provided with the means to operate primarily as ‘mini-committees’, undertaking strategic work for the College. Engagement with non-executive members has been patchy, and the concept of being a ‘member of a Section’ remains somewhat nebulous. ACEM is still working on how much staff resource it can (or cannot) provide. The College therefore has recognised the need to reconsider the governance, technical and operational arrangements in place, and provide a clear mandate for executives to work with the College in realising sustainable, semi-autonomous and engaged ‘communities of practice’.
What are We Doing to Improve Things?
Through a raft of recommendations developed by the Council of Advocacy, Policy and Practice (CAPP), and approved by the ACEM Board in May 2021, the College has now firmly articulated its commitment to providing a structure within which this change may be achieved. We intend that this ‘reset’ will herald the emergence of flourishing FACEM-led networks that are hosted rather than directed by the College. We expect that this will be a mutually beneficial relationship, facilitated through a more formalised understanding of the available support that the College can provide to such groups, and the contribution of network executives and non-executive members.
What Will Happen in the Short Term?
The title of ‘Section’ will end with immediate effect, to be replaced by the term ‘Network’. We feel that the term ‘Section’ has become something of a misnomer, implying a segmental rather than a symbiotic relationship with the College. They might also be labelled Communities of Practice.
The more fundamental changes articulated below will be rolled out in a staged fashion, managed by a project lead at the head of a multi-departmental staff team, and in consultation with FACEM advisors and the membership more broadly. The College will recruit a full-time Network Coordinator to support the roll-out of the model, whose role will be dedicated to providing a standardised level and quality of support across Networks in areas such as communication, mediation and promotion of online content and chat, and events/meetings facilitation.
While the new model is being finalised and rolled out the College will strive to support executives and wider non-executive memberships with any priority work, and in transitioning to the new arrangements.
What Will be the Key Changes?
In summary the following will now apply:
- Executive Size and Appointment. Executives will be increased from a maximum of six to a maximum of 12 members, elected through ballot and with some selected by panel to ensure the maintenance of diversity. Expressions of interest will be issued shortly for the additional places that have opened up. These will be open to all ACEM members (not just FACEMs).
- Trainees. Trainee members of the Executive will be appointed by the ACEM Trainee Committee and will therefore be mandated to represent the interests of trainees more broadly.
- Affiliated Committees. All Networks will be affiliated with a parent committee to provide them with a channel of influence through College governance structures through to CAPP. Networks will be expected to provide an annual report to CAPP regarding their activities for the mutual benefit of Network members and the wider College membership.
- Business of Networks. Network establishment requirements, and ongoing business, will be uncoupled from direct association with College Business and Strategic Plans, although executives may receive requests from CAPP for expert input as required, and can also advocate for the progression of work they see as important to College business.
- Meetings. The College will support one half to full-day videoconference meeting of the executive annually (this may entail organisation of an associated webinar), with provision of dedicated Zoom accounts to enable further unlimited, self-organised and self-recorded meetings of the executive. All members of Networks will be invited to observe at executive meetings.
- Administrative support. The level and extent of support that Networks and their executives will receive will be made clear through College documentation. There will be a process by which Networks can apply through their affiliated committee for further time-limited support for particular activities.
- Leadership. Terms of Reference will outline the leadership of communities of practice is the responsibility of the executive and its office-bearers. The executive (or a designated ‘secretary’, whether that be an executive member or volunteer) will responsible for agenda-building, minuting actions and other outcomes from all self-organised meetings, and will be provided with standardised templates, distribution lists and technology to achieve that aim.
- Future Networking Platforms. Online forums are vital for fostering self-maintaining networks. The College will formally review the technological options for providing a user-friendly but safe environment for enclosed social networking activities and information sharing within Network memberships. In the interim the College will provide each Section with an ‘Ask a Colleague/Ask the Executive’ online form that will regularly prompt members to put an enquiry, or provide material for circulation, to the Executive or full membership.
In Summary
Over time we intend that engagement within Networks will be perceived as an individual and collective benefit of ACEM membership. It is hoped that a reorientation towards knowledge sharing as opposed to the direct undertaking of strategic work for the College, except at the behest of the College, will enable Networks to become self-sustaining.
For this to eventuate we will also need your ideas, experiences and expertise in developing or participating within other online communities of practice, and the factors/processes/technologies that underpin those models. We therefore invite you to send any feedback to [email protected]. The College will undertake to provide regular updates on this project via the Bulletin and other communication channels.