428th Meeting of Council - az184419.vo.msecnd.net

428th Meeting of Council

Via Zoom and Livestream via YouTube

Thursday, November 18, 2021

A G E N D A

428 t h MEETING – RCDSO COUNCIL

Via Zoom and Livestream via YouTube

Thursday, November 18 , 2021 – 9:00 a.m. – 3:00 p.m.

Item Time Topic and Objective(s) Purpose Page No.

1 9:00am Call to Order & Land Acknowledgement

(S. Vendit t i )

Discussion

2 Roll Call (D. Faulkner )

3 9:05am President’s Remarks (S. Vendit t i )

4 . Declaration of Conflict of Interest

(S. Vendit t i )

5 9:15am Consent Agenda (S. Vendit t i )

5 .1 Approval of Agenda

5.2 Approval of RCDSO Council Meeting

Minutes, September 15, 2021

5.3 Registrar & CEO Report

5 .4 Counci l Evaluation Survey Results,

September 17 , 2021

5.5 Financial Update

5.6 CDA – Ret irement Announcement

5.7 Sleep Apnea

5.8 RCDSO Strategic Plan – Report

5 .9 Amalgamation of the FDHRC and

NDHCB

Approval

(Motion)

4 – 26

27 – 30

31 – 34

35 – 40

41

42 – 44

45 – 57

58 - 59

AGENDA – RCDSO COUNCIL – November 18 , 2021

Page 2

6. 9:25am Registrar & CEO’s Remarks (D. Faulkner ) Discussion

7 . 9:40am Fees – 60 day circulation (Chair ) Approval

(motion)

60 - 63

8. 9:45am Internat ional Trade Committ ee (Chair ) Decision

(Motion)

64 - 67

9. 9:50am Access to Care (A. Foti) Decision

(Motion)

68 - 73

10. 10.10am Per Diems (J. Gullberg/K. Tripp/B. Lin ) Decision

(Motion)

74 - 105

10:30am

BREAK

11. 10:45am Performance and Compensation Framework

and HR Data (J. Donahue )

Discussion

12. 11:05am Budget 2022 (B. Lin/J. Gullberg ) Decision

(Motion)

106 - 119

12:00pm LUNCH

13. 1:00pm Governance – Performance Evaluation

Framework (S. Vendit t i /R. Hunter/

S . Verrecchia, Satori Consult ing Inc.)

Presentat ion/

Discussion

120 - 131

14. 1:40pm EDI Action Plan (K. Marsh/J. Donahue )

Discussion 132 - 133

15. 2:10pm Other Business

Discussion

16. Date of Next Counci l Meeting

2:20pm BREAK

17. 2:30pm In-Camera Business (for Registrar and

Council members)

Discussion

18. 3:00pm Adjournment

ROYAL COLLEGE OF DENTAL SURGEONS OF ONTARIO   1

    2

MINUTES OF THE 427 t h  MEETING OF COUNCIL   3

    4

 Friday, September 17, 2021   5

Via Zoom and l ive -streamed via YouTube   6

7

    8

The 427 t h  Meet ing of the Council of the Royal College of Dental Surgeons of O ntario was 9

held on Friday, September 17, 2021 at 9:00 a .m.   10

    11

12

ATTENDANCE: 13

Council Members: 14

  15

Elected Representat ives: 16

Nalin Bhargava Distr ict 1   17

Benjamin Lin Distr ict 2   18

Peter Delean Distr ict 3   19

Mark Eckler Distr ict 4   20

Nancy Di Santo Distr ict 5   21

Sandy Vendit t i Distr ict 6   22

Cam Witmer Distr ict 7   23

Osama Soliman Distr ict 8 24

Harinder Sandhu Distr ict 10   25

Amelia Chan           Distr ict 11   26

Jack Wasserman              Distr ict 12   27

    28

University Represen tatives: 29

Gildo Santos, Western Universi ty   30

David Mock, Universi ty of Toronto   31

    32

Lieutenant -Governor-in-Council Representatives: 33

David Bishop   34

Ram Chopra   35

James Coll iver   36

Crist ina Cordeiro   37

Eleonora Fisher   38

Vivian Hu   39

Joseph Richards   40

Brian Smith   41

Roderick Stableforth   42

MINUTES 427th Meeting of RCDSO Council September 17, 2021 Page 2

Marc Trudel l   43

Judi th  Welikovitch   44

45

Regrets: 46

Richard Hunter Distr ict 9   47

  48

General Legal Counsel: 49

Alan Bromstein   50

    51

Registrar & CEO: 52

Daniel Faulkner 53

  54

(1) CALL TO ORDER AND LAND ACKNOWLEDGEMENT  55

S. Vendit t i called the meet ing to order at 9:00 a.m. She welcomed Council 56

members, staff and guests who were observing the meeting via YouTube.   She 57

offered a Land Acknowledgement by recognizing the t radi t ional lands of 58

Indigenous peoples in Ontario.   59

60

(2) ROLL CALL  61

D. Faulkner conducted the roll cal l . 62

  63

(3) PRESIDENT’S REMARKS  64

S. Vendit t i   thanked Council for their feedback in the evaluation surveys of past 65

Council meetings and she encouraged part ic ipation and dialogue from all Council 66

members. 67

68

(4) DECLARATION OF CONFLICT OF INTEREST 69

There were no conflicts of interest declared. 70

71

(5) CONSENT AGENDA 72

S. Vendit t i advised that the Consent Agenda is a mechanism to approve or 73

acknowledge mult iple i tems, not requiring discussion , with one motion in order to 74

preserve valuable meeting t ime for more important discussions . However, i f any 75

Council member wishes to have further discussion on an i tem, i t would be removed 76

from the Consent Agenda for discussion on the full agenda. Some Council 77

members requested that the fol lowing three i tems be removed from the Consent 78

Agenda: 79

National Dental Specialty Examination (NDSE) (added to Other Business) 80

Annual Renewal Process (added to Other Business) 81


Council Evaluat ion Survey Results , May 2021 (added to Council 82

Development) 83

84

MOTION #1: 85

86

Moved by: Ram Chopra 87

Seconded by: Joseph Richards 88

89

THAT the fol lowing items be approved and/or received for information 90

by Council: 91

Minutes of the 426 t h RCDSO Council meeting of May 20, 2021 92

Council Work Plan 93

Office of the Fairness Commissioner (OFC) 94

Privacy White Paper 95

Governance Reforms 96

New American Heart Association Statement 97

Public Member Appointments 98

Registrar & CEO’s Report 99

RCDSO Strategic Plan 100

CARRIED 101

(Unanimously) 102

103

(6) REGISTRAR AND CEO’S REPORT 104

S. Vendit t i referred Council to the Registrar and CEO’s wri t ten report in the 105

Consent Agenda. D. Faulkner provided a verbal update complementing his writ ten 106

report . 107

108

(a) Staff Health and Safety 109

Staff are cont inuing to work remotely and there is no immediate requireme nt for 110

staff to return to the off ice. A vaccinat ion pol icy is being developed for the 111

premises and will include staff , Council and committee members, visi tors , exter nal 112

vendors, etc . 113

114

(b) Diversi ty, Equity and Inclusion 115

D. Faulkner reported on the Colleg e’s work to-date with the Canadian Centre for 116

Diversity and Inclusion (CCDI) that includes an assessment of the organizat ion 117

and significant t raining for the leadership team. Staff is direct ly involved in the 118

development and implementation of a diversi ty and inclusion action plan for the 119

College. 120


The Registrar wil l work with the President and Council to consider diversi ty in 121

future recrui tment for Counci l and Committees . 122

123

(c) National Day for Truth and Reconci l iat ion 124

In recognit ion of the National Day for Truth and Reconcil iat ion, the College will 125

close on Thursday, September 30, 2021. Resources from CCDI on this topic are 126

available for staff. 127

128

(d) Corporat ization 129

D. Faulkner reported on advancements in corporate dent ist ry and direct -to-130

consumer products that are changing the delivery of oral health care. One example 131

is a recent report on an App that provides oral care education and access to dental 132

health services. The College continues to respond to risk and evidence of pat ient 133

harm as a result of these changes. 134

135

(e) Council Dashboard Report 136

D. Faulkner provided a snapshot of data that will be routinely available to 137

Council , by focusing on the College’s s t rategic init iat ives and case t imelines and 138

the backlog of cases in the Professional Conduct and Regulatory Affairs (PCRA) 139

area. 140

141

In response to questions, D. Faulkner made comments on the RCDSO newsletter , 142

the contribut ion of the President and Registrar to the newsletter and a proposed 143

Town Hall /webinar meeting for the profession in the fal l . The Registrar will 144

provide to Counci l a l is t of dental society meetings planned or at tended. The 145

Registrar also confirmed that the Ministry of Heal th is not currently making 146

comparisons between the health regulatory col leges with the College Performance 147

Measurement Framework . 148

149

(7) PRESENTATION 150

S. Vendit t i introduced Dr. Carlos Quiñonez, Graduate Program Director, Dental 151

Public Health, Universi ty of Toronto, to make a PowerPoint presentation ent i t led, 152

“What is professionalism and what is undermining i t tod ay?” The presentation 153

focussed on professionalism in dent is t ry and some of the forces that may 154

undermine or challenge professionalism. 155

156

Dr. Quiñonez ’s conclusions are: 157

Maintaining public t rust and ensuring ethical decision -making is cr i t ical 158


Policymakers , pat ients , and the public recognize and perceive our 159

challenges 160

Regulators and associat ions must care about the social contract and 161

about professional pressures 162

To maintain the status quo is to risk dent is t ry’s status as a caring 163

profession. 164

165

Following the presentat ion, there was a discussion on access to care in under -166

serviced areas and cultural and generat ional issues in dent is t ry. 167

168

S. Vendit t i thanked C. Quiñonez for his informative presentat ion. She advised 169

Council that the presentation sl ides woul d be made available to Council following 170

the meeting. 171

172

(8) PROPOSED BY-LAW AMENDMENT: FEES 173

S. Vendit t i reminded Council that a t i ts May 20, 2021 meeting, i t approved, in 174

principle, a by-law amendment to remove the Consumer Price Index (CPI) increase 175

for the 2022 membership renewal fee and i t directed that the proposed by-law be 176

circulated to the membership and stakeholders for at least 60 days for feedback. 177

178

One comment was received from the consultat ion that was supportive of 179

the amendment . As a resul t , the annual renewal fee will remain at $2,510.00 for 180

2022. 181

MOTION #2: 182

183

Moved by: Brian Smith 184

Seconded by: David Bishop 185

186

THAT Council approve the amendment of article 18.3.13.1 to 187

replace “October 1, 2021” with “October 1, 2022”. 188

CARRIED 189

(Unanimously-2/3 majority) 190

191

(9) BUDGETING AND FORECASTING 192

193

(a) Review of Fees and Per Diems 194

S. Vendit t i reminded Council that in November 2020, i t directed staff to conduct 195

a review of Fees and Per Diems and bring any recommendations to Counci l 196

for i ts considerat ion. 197


B. Lin, Chair of the Finance, Property and Administrat ion Committee, thanked 198

members of the Committee and staff for their active discussion and efforts 199

in formulating the recommendations approved by the Committee fol lowing a 200

comprehensive analysis of fees and per diems. He introduced K. Tripp, 201

Control ler, to explain the findings and rationale for the recommendations. 202

203

Proposed Amendments for Fees (By-Law 18): 204

Combine the Application Fee and Registrat ion Fee (By -Law 18.1.1, 205

18.2.1) as a measure to simplify fees for new applicants and reduce 206

administrat ion costs . 207

208

Remove fees for: 209

Damaged or lost cert i ficates (By-Laws 18.5.1, 18.5.2) 210

HPC confirmation of cert i ficate (By -Law 18.10.4) 211

Name change (no by-law) 212

Membership Fees - the suspension of the automatic CPI adjustment for the 213

2022 annual renewal fee (as approved by Council under i tem #8). 214

215

Proposed Amendments for Per Diems (By-Law 10): 216

Modify to four quarterly increments to al low for more clari ty and ease of 217

determination of claims for per diems. 218

Update the “expense” or “expenses” definit ion to include ‘principal 219

Ontario’ residence or office. 220

Add definit ion of a meeting - includes both attendances in person or 221

virtual . 222

Teleconference Meetings, Section 10.4 of the College By-laws, be revoked. 223

Prescribe only a ful l day rate for t he President , Chair and Council and 224

Committee members, respect ively that would be pro -rated by the respective 225

quarterly increment for the meet ing attended as provided for in the 226

definit ions. 227

No person shall receive a per diem for any meeting which amounts to less 228

than f i fteen (15) minutes, excluding t ime permit ted for travel . 229

Sufficient notice of cancel lat ion - where a meeting is cancelled with seven 230

or more calendar days’ notice, no per diem wil l be payable under this by -231

law. 232

Updates to the Member Expense policy required to maintain consistency 233

between the changes in By-law 10 with the policy. 234

235


I t was proposed that the changes to the Per Diem by-law, as described above, 236

would be implemented for the next term of Counci l , effective January 2023. 237

238

Several questions were addressed that related to preparation t ime for Council 239

meetings and more generally , the resumption of in -person meetings, the reason for 240

a 2023 implementation date , and whether or not these changes can or should 241

impact public members appointed by the Lieutenant Governor in Council . 242

243

S. Vendit t i thanked staff for the review of the Fees and Per Diem issue. She 244

expressed her concerns with the recommendations pertaining to Per Diems and 245

approved by the Finance, Property and Administrat ion Committee . 246

247

Council considered deferring Motions #3 and #4 and returning the per diem 248

recommendations to FPA for further discussion. The Registrar reminded Council 249

that the FPA has considered this matter in at least three meet ings and by returning 250

to FPA none of the recommendations in by -law 10 will be enacted. 251

252

MOTION #3(a): 253

254

Moved by: David Bishop 255

Seconded by: Brian Smith 256

257

THAT Council return the matter involving per diems and revo cation 258

and replacement of By-Law 10 to the Finance, Property & 259

Administration Committee for further consideration. 260

CARRIED 261

(Opposed: Coll iver/Delean/Eckler/Lin) 262

MOTION #5: 263

264



267

THAT Council approve, in principle, the amendment of By -law 18-268

Fees by revoking Article 18.2.1, effective January 1, 2022, (removing 269

the requirement for the payment of a registration fee) and direct that 270

the proposed amendment be circulated to members and other 271

stakeholders for at least 60 days. 272

CARRIED 273

(Unanimously) 274


MOTION #6: 275

276

Moved by: Judith Welikovitch 277


279

THAT Council approve, in principle, the amendment of By -law 18-Fees 280

by amending Article 18.1.1 to change the fee referred to therein from 281

$250 to $350, effective January 1, 2022, (fee for the issuance of a 282

general, specialty or academic certificate of registration) and direct 283

that the proposed amendment be circulated to members and other 284


CARRIED 286

(Unanimously) 287

MOTION #7: 288

289

Moved by: Eleonora Fisher 290

Seconded by: Vivian Hu 291

292


by revoking Articles 18.5.1 and 18.5.2, effective January 1, 2022, (fees 294

related to replacement of Certi f icates of Registration) and direct that 295

the proposed amendments be circulated to members and other 296


CARRIED 298

(Unanimously) 299

300

MOTION #8: 301

302

Moved by: Harinder Sandhu 303

Seconded by: Judith Welikovitch 304

305


by revoking Article 18.10.4, effective January 1, 2022, (fees related to 307

confirming that a dentistry professional corporation holds a Certificate 308

of Authorization) and direct that the proposed amendments b e 309

circulated to members and other stakeholders for at least 60 days. 310

CARRIED 311

(Unanimously) 312

313


(b) Investment Policy 314

B. Lin referred Counci l to the briefing note that provided background information 315

on the Investment Pol icy and outl ined the proposed chang es to the current policy. 316

317

MOTION #9: 318

319

Moved by: James Colliver 320

Seconded by: Mark Eckler 321

322

THAT Council revoke Chapter 23.4 Investment of the College’s By -Law 323

23: “College Finances” and substitute with that shown in APPENDIX D. 324

CARRIED 325

(Unanimously – 2/3 majority) 326

327

MOTION #10: 328

329

Moved by: James Colliver 330


332

THAT Council revoke the College’s existing Investment Policy 333

and substitute with that found in APPENDIX B. 334

CARRIED 335

(Unanimously) 336

(c) Financial Update 337

J . Gullberg answered questions from Council on the information provided in the 338

f inancial update. He advised that s taff are finalizing the budget and i t wil l be 339

brought to Counci l at the November 18, 2021 meeting with a long-term financial 340

forecast . 341

342

10. STANDARD OF PRACTICE 343

D. Mock reported that a t i ts meeting in November 2013, Council approved a 344

recommendation to establish an a d hoc committee to consider the appropriateness 345

of permit t ing dentists to delegate control led acts and the appropriate safeguards to 346

be considered i f that is to be permitted. 347

348

At the November 2017 meeting, Council accepted the report of the Delegation Ad 349

Hoc Committee and directed staff to prepare for Council’s considerat ion 350

Guidel ines consistent with the one of the Ad Hoc Committee’s recommendations. 351


Guidel ines were drafted, approved by Council and distributed to members and 352

stakeholders , together with a survey, in 2019. 353

354

D. Mock reported on the key findings from the survey results. He advised that the 355

Quality Assurance Committee revie wed all feedback and recommends that the 356

Guidel ines be re -branded as a Standard of Practice. 357

358

M. Gardner noted a typographical error on the draft Standard of Practice on page 359

6, paragraph 3 should read “4 intra -oral procedures” ( instead of 5 intra -oral 360

procedures, as stated). 361

362

MOTION #11: 363

364

Moved by: Mark Eckler 365

Seconded by: Harinder Sandhu 366

367

THAT Council approve the proposed Standard of Practice on 368

the Performance of Intra-Oral Procedures that are Not Control led 369

Acts by Preventive Dental Assistan ts, Level II Dental 370

Assistants and Registered Dental Hygienists , as set out in APPENDIX 371

B (as amended), and Council direct that i t be posted to the 372

College’s website. 373

CARRIED 374

(Unanimously) 375

376

11. INTERNATIONAL TRADE COMMITTEE 377

D. Vendit t i reported that the International Trade Committee is a standing 378

committee of the College. At the January 2021 turnover, the Nominating 379

Committee requested that the International Trade Committee not be populated as i t 380

wished the Executive Committee and Council to give considerat ion to disbanding 381

i t for the fol lowing reasons: 382

383

I t has met infrequently over the last few years . 384

When i t has met, the focus of those meetings has been monitoring external 385

issues. 386

The nature of the issues considered by the International Trad e Committee 387

are direct ly relevant to the Registrat ion Committee. 388

389


The Executive Committee discussed this issue at i ts July 2021 meeting and 390

supports a proposal to disband the Internat ional Trade Committee . If Council 391

supports the proposal , D. Vendit t i reported that the necessary by-law amendment 392

required to disband the International Trade Committee wil l be developed 393

and brought back to Council for final approval. 394

395

MOTION #12: 396

397



400

THAT Council supports the decision to disband the International Trade 401

Committee by way of amendment to By -Law 4.15. 402

CARRIED 403

(Unanimously) 404

12. ADVERTISING 405

S. Vendit t i asked for Council’s considerat ion in the College adopting a risk -based 406

approach to advertising. 407

408

A. Foti summarized the number and types of inquiries received at the College 409

pertaining to advertising. She stated that many of the inquir ies received do not 410

relate to the public or pose a risk to the public and most involve dent is ts 411

complaining about other dentists. Further, a considerable amount of t ime is spent 412

by staff to handle these inquiries received by the Pract ice Advisory Service 413

(PAS) and PCRA department. Ms. Foti emphasized that any formal complaints or 414

concerns expressed to the Registrar where there could be patient harm are 415

processed in the usual way for invest igat ion. 416

417

As next s teps, A. Foti asked Council for i ts support for staff to implement the 418

fol lowing proposal: 419

420

1. Phase 1 421

Adopt a risk-based approach to responding to advertising queries within PAS, 422

l imited to the College’s approach with Professional Advertising only. The 423

objective is to focus RCDSO resources only on advertising queries that give 424

r ise to risks to the public. 425

426

PAS staff will assess whether advertising queries contain any issues that 427

suggest there is a risk to the public . 428


PAS staff will only become directly involved in speaking with dent is ts in 429

relat ion to those queries where there is a risk to the public . 430

PAS staff will no longer become involved in assessing general compliance 431

with the Advertising Practice Advisory. 432

All current requirements contained in the Practice Advisory and regulations 433

continue to be in effect and dentists are expected to ensure that their 434

professional advertising complies with these requirements. 435

Complaints received in relat ion to advert is ing will cont inue to be forwarded 436

to PCRA for processing. Addit ionally, i f PAS receives any information that 437

is concerning, that will be brought to the Registrar’s at tent ion for 438

consideration of a Registrar’s Invest igat ion. 439

440

2. Phase 2 441

Engage in further analysis and develop options for modernizat ion and 442

contemplate the College’s approach to both Professional Advertising and 443

Practice Names. 444

445

The College wil l explore further opportuni t ies to modernize the approach to 446

Advertising and Pract ice Names issues. This may include continued 447

monitoring of incoming data related to Advert is ing and Practice Names 448

within the College. 449

Further research on best practices and approaches from other regulatory 450

Colleges. 451

The Executive Committee and Council wil l be kept apprised of this work. 452

453

Questions and clari ficat ion focused on use of specialty t i t le , cost savings, 454

continued advice for the profession and tactics to keep dentists educated and 455

informed. A communications st rategy will be developed to inform the membership 456

of this r isk-based approach to responding to advert is ing inquiries . 457

458

MOTION #13: 459

460

Moved by: David Bishop 461


463

THAT Council approves of the proposal as set out in this briefing 464

note: 465

Phase 1: Adopt a risk-based approach to responding 466

to advertising queries; 467


Phase 2: Engage in further analysis to develop a modernized 468

approach to Professional Advertising and Practice Names. 469

CARRIED 470

(Unanimously) 471

472

13. ALLOWANCES FOR ADDITIONAL WORK BY ICRC PA NEL CHAIRS AND 473

MEMBERS 474

D. Faulkner reported that there is a backlog of over 250 cases await ing disposi t ion 475

by the Inquiries, Complaints and Reports Committee (ICRC). To address this 476

issue, several procedural changes were made start ing in June and early Ju ly 2021, 477

including: 478

1. increasing the number of new matters to be reviewed at each ICRC panel 479

meeting from eight to ten per meeting; 480

2. adding nine ICRC meetings scheduled between September and December 481

2021 to al low for approximately 90 addit ional inves tigations to be 482

reviewed; 483

3. panels will no longer review draft decisions during meeting t ime. Panel 484

chairs will review draft decisions outside of panel meet ings to optimize 485

the meeting t ime available to review new matters. 486

487

Council was asked to consider temporary changes to the College’s by - laws to 488

permit addit ional preparation t ime for ICRC members. 489

490

The Executive Committee met on September 7, 2021 and recommends that Council 491

amend By-law No. 10 to add an art icle that would allow the Executive Committee 492

to approve t ime l imited policies for addi t ional ICRC per diems, as fol lows: 493

494

a. Permit addit ional al lowances for preparatory work by ICRC panel 495

members to a maximum of 2.5 days (for each full day of at tendance at a 496

meeting of the panel) . 497

b. Allow a per diem for draft dec ision reviews by ICRC panel chairs to a 498

maximum of 1 ful l day (for each ful l day attendance at a meeting of the 499

panel) . 500

501

D. Faulkner noted that this amendment to the by -law would only be in effect for 502

professional members of the ICRC. The College supports the invaluable work of 503

the public members, but i t does not have decision-making authority over the ir 504

remunerat ion. However, the Registrar advised that he will raise the issue of public 505

member per diems and preparat ion t ime with the Health Board Secretariat . 506


507

Motion 14 was introduced to Council . 508

509

I t was proposed by J . Richards and seconded by B . Smith, that the fol lowing 510

wording be added to the motion as an amendment . Counci l agreed to add the 511

fol lowing wording in the proposed motion: 512

513

“Notwithstanding art ic le 10.3.3, where the Executive Committee 514

determines by unanimous vote of i ts members …... .” . 515

516

MOTION 14(a) (with friendly amendment): 517

518

Moved by: Eleonora Fisher 519

Seconded by: Nalin Bhargava 520

521

THAT Council amend By-law 10 as amended as follows, as set out in 522

APPENDIX A of the Briefing No te: 523

524

“10.3.10 Extraordinary situations, ICRC preparation and ICRC 525

reasons 526

527

Notwithstanding article 10.3.3, where the Executive Committee 528

determines by unanimous vote of i ts members that the workload or 529

expected workload of panels of the Inquiries, Complaints and Reports 530

Committee is significantly greater than otherwise expected, the 531

Executive Committee may approve a policy authorizing: 532

533

(a) the payment of an additional half day per diem at the rate for 534

non-chair committee members for each full day att endance at a 535

meeting of the panel if the time taken to prepare for a meeting 536

of the panel exceeds two (2) days for each ful l day attendance at 537

a meeting of the panel . 538

(b) the payment of an additional per diem at the rate for non -chair 539

committee members for the time spent by a member of the panel 540

to review draft reasons for decision(s) of the panel, up to a 541

maximum of one (1) ful l day per diem for each full day 542

attendance at a meeting of the panel. 543

544


Any policy approved by the Executive Committee under article 10.3.10 545

automatical ly expires on the earlier of the date specified in the motion 546

approving the policy or December 31st of the year in which the policy 547

was approved. Any policy approved by the Executive Committee under 548

article 10.3.10 may be express ly renewed by the Executive Committee”. 549

CARRIED 550

(Unanimously – 2/3 majority) 551

552

14. COUNCIL DEVELOPMENT 553

S. Vendit t i reported that the College has undertaken several init iat ives to support 554

Council development. She referred Council to the resources for further 555

information. 556

557

She introduced Eric de Sa, RCDSO Data Scientist , who gave a short presentat ion 558

on the results of the ski l ls matrix survey of Council in June. Understanding the 559

diversi ty of Council members and the skil ls they offer to RCDSO’s issues are 560

an important part of Council development . S. Vendit t i added that t his information 561

will be beneficial in planning future Council education and to assist with 562

recruitment of professional and public members on Council and committees in 563

the future. 564

565

Counci l was supportive of this init iat ive and was interested in learning about more 566

t raining where ski l ls are lacking. 567

568

Council Survey Evaluation Results 569

The results from the evaluat ion survey of the May 20, 2021 Council meet ing were 570

included in the Consent Agenda for information. D. Faulkner advised that Council 571

members are asked to complete the surveys after each meeting to obtain their 572

feedback about the meeting including the t iming al lotted for discussion, the 573

adequacy of information provided and the general format of the agenda and 574

meeting. 575

576

15. GOVERNANCE WORKING GROUP 577

In the absence of Richard Hunter, Chair of the Governance Working Group, S. 578

Vendit t i referred Council to the resource materials for an update of the work of a 579

Council Performance Evaluation process, a standard required in the College 580

Performance Measurement Framework (CPMF). 581

582


S. Vendit t i reported that the Working Group is in the process of engaging an 583

external consul tant for the creation of a performance evaluation framework for 584

Council . 585

586

16. COVID-19 587

Council was provided with an update concerning recent developments related to 588

the COVID-19 pandemic, including an overview of the College’s revised COVID-589

19: Managing Infection Risks During In-Person Dental Care guidance document 590

for members. 591

592

In addi t ion, S. Vendit t i referred Council to supplemental information regarding 593

vaccinat ions. 594

595

She reminded Council of the College’s webpage dedicated to support ing COVID -596

19 Vaccinat ions. That webpage encourages dent is ts to get vaccinated, provides 597

resources so that dentis ts can assis t those who are vaccine hesi tant , and includes 598

FAQs to assist dent ists . 599

600

Ontario’s vaccination efforts have continued to progress with the introduct ion 601

of vaccine passports , and the Chief Medical Officer of Health ’s release 602

of Directive #6 that mandates hospi tals , ambulance services, and home and 603

community care service providers to implement a COVID -19 vaccinat ion policy. 604

605

In an effort to further support Ontario’s vaccination efforts, S. Vendit t i reported 606

that the Executive Committee reviewed proposed revisions to the RCDSO’s 607

vaccine webpage and recommends the following revisions for Council’s 608

consideration: 609

‘st rongly recommends’ dent is ts to be vaccinated against COVID -19; and 610

‘s t rongly recommends’ dent is ts inst i tute wo rkplace COVID-19 policies, 611

consistent with Direct ive #6. 612

613

The College is aware that a very high proportion of Ontario dentists are vaccinated 614

and the revisions to the vaccination webpage will serve as a principled statement , 615

expressing the RCDSO’s suppor t for vaccination efforts and acknowledging the 616

role dentists play in those efforts. 617

618

I t was noted that as the development of workplace pol icies will involve 619

employment matters , the College is coordinat ing with the Ontario Dental 620


Association in responding to questions from dentists . In addit ion, the RCDSO 621

has coordinated with the Ontario Oral Health Colleges on this matter . 622

623

There were questions raised on whether the College should mandate dentists to be 624

vaccinated. The meeting was moved in-camera to receive legal advice on this 625

matter. 626

627

MOTION #15: 628

629

THAT Council exclude the public from the meeting to receive legal 630

advice and/or opinions from the College’s sol icitors in accordance with 631

clause 7(2)(e) of the Health Professions Procedural Code which is 632

Schedule 2 to the Regulated Health Professions Act, 1991 . 633

CARRIED 634

(Unanimously) 635

636

Following the discussion by Council in-camera, the meet ing resumed in open 637

session and the following motion was made: 638

639

MOTION #16: 640

641

Moved by: Judith Welikovitch 642


644

THAT Council approves of the statement on vaccination included in 645

Council material . 646

CARRIED 647

(Unanimously) 648

649

17. ACCESS TO CARE 650

S. Vendit t i reported that Access to Care is a priori ty on the College’s st rategic 651

plan. Since the May Council meet ing, staff have developed a prel iminary draft 652

proposal for a multi -stakeholder project on Access to Care. She asked Council for 653

i ts feedback on this preliminary proposal . 654

655

A. Foti referred Council to the draft proposal in their meeting r esources and 656

outl ined the key phases: 657

658

659


Phase 1 660

1. Identify key stakeholders to see what is being done and the nature of the 661

work. 662

2. How can we have a coordinated approach and keep each other updated on 663

activit ies? 664

665

Phase 2 666

1. Gather information from membe rs through the annual renewal form to better 667

understand their involvement with access to care. 668

2. Launch a program on dental professionalism that will cover the duties, 669

values and principles of dent is ts . 670

3. Extensive stakeholder consultat ion. 671

672

Council ’s d iscussion included the fol lowing : 673

1. Support for specif ic act ions and for a multi -stakeholder approach . 674

2. Consider the College’s interests and how government relat ions will benefi t 675

access to care . 676

3. Support for increased information from the profession includin g through 677

addit ional questions on the annual renewal . 678

4. Consider an element on access to care in the Ethics and Jurisprudence 679

course. 680

681

A. Foti added that the f inal proposal wil l be prepared for presentation to Council 682

at i ts November 2021 meeting. 683

684

18. PROFESSIONAL CONDUCT AND REGULATORY AFFAIRS (PCRA) 685

UPDATE 686

S. Vendit t i introduced Gill ian Slaughter, Director of Professional Conduct and 687

Regulatory Affairs (PCRA), to present an updated work in the PCRA area of the 688

College. 689

690

G. Slaughter reported on changes in the PCRA area that have been implemented 691

since July 2021: el imination of duplicate material in the Record of Investigation 692

(ROI), draft decisions reviewed by Panel Chairs only, ICRC cases and scheduling 693

ad hoc panels in the fal l , changes to the compla ints process and further changes 694

anticipated in the coming year. 695

696

G. Slaughter responded to questions about the Alternate Dispute Resolution (ADR) 697

process. 698


She was thanked for the comprehensive update on the work in the PCRA area. 699

700

19. OTHER BUSINESS 701

702

National Dental Specialty Examination (NDSE) 703

D. Faulkner reported that there has been a lot of discussion by dental regulatory 704

authori t ies across the country on the need for a t radit ional specialty examination 705

for dental specialists or al ternat ive asse ssment approaches for l icensure. The 706

National Dental Examining Board of Canada (NDEB) took over the administrat ion 707

of the NDSE last year from the Royal College of Dentists of Canada (RCDC), 708

but has not if ied CDRAF that i t wil l not continue past 2022. 709

710

D. Faulkner advised that CDRAF is exploring key questions about the examinat ion 711

purpose and challenges before launching into specif ic development by any third 712

party organizat ion. Suggestions from Council included a role for special is ts and 713

the public on CDRAF. He confirmed that any substantive changes recommended by 714

CDRAF would need to be considered by Council . 715

716

Annual Renewal Process 717

D. Faulkner reported that in the October 2021 annual renewal process, dentists 718

will be asked to respond to a modified questio nnaire . The quest ions include 719

questions required by legislat ion (e .g. criminal charges and convictions); c l inical 720

practice activity (e.g . scope of practice, vir tual care and tele -dentistry, patient 721

populations and government programs accepted in practice); a nd quest ions 722

required by the Ministry of Health and Long -Term Care that form the basis for the 723

Health Professions Database (HPDB). 724

725

This year, the College is also request ing information on the service experienced by 726

dentists who contact the College. Approximately four quest ions are asked and 727

members are also asked in several other areas where the College interacts with the 728

profession and public (eg. website , pract ice advisory service). 729

730

Council wil l receive a copy of the annual survey questions after finalization and 731

prior to launch in mid -October. 732

733

20. NEXT MEETING 734

The next meeting of Council wil l be held (virtually) on Thursday, November 18, 735

2021. 736

737


21. IN-CAMERA BUSINESS 738

S. Vendit t i concluded the open session of the Counci l meeting and the meeting 739

was moved in-camera for discussion. 740

741

The l ive-stream ended and all staff (except the Registrar , Assistant Regist rar and 742

Executive Assistant and Council Liaison) and guests left the meeting. General 743

Legal Counsel also remained for the i n-camera meeting. 744

745

MOTION #17: 746

747

Moved by: Vivian Hu 748

Seconded by: Marc Trudell 749

750

THAT Council exclude the public from the meeting to receive legal 751

advice and/or opinions from the College’s sol icitors in accordance with 752

clause 7(2)(e) of the Health Professions Procedural Code which is 753

Schedule 2 to the Regulated Health Professions Act, 1991 . 754

CARRIED 755

(Unanimously) 756

757

22. ADJOURNMENT 758

Following the in-camera meeting, the meet ing resumed to open session for 759

adjournment at 4:30 p.m. 760

761

762

SIGNED: 763

Signature of Presiding Officer 764

765

766

767

Signature of Recording Officer 768

769

770

771

Date 772

773

774

ACTION ITEM FOLLOW-UP

Council

Date: September 17, 2021

ITEM

RESPONSIBILITY

ACTION

STATUS

1. Council

Evaluation

Angie Sherban

Send survey to Council

Sent Sept 17/21

2. Minutes of May

20, 2021 meeting

Angie Sherban/Communications

Post on website

Completed, Sept 21/21

3. Suspension of

CPI increase on Annual Membership Fee

Dayna Simon/Mark Edelstein

Amend By-law 18.3.13.1


4. Suspension of

CPI increase on Annual Membership Fee

Communications

Develop communication to membership that fees will hold for 2022, as part of the membership renewal process.

Completed, Oct 7/21

5. Review of Fees &

Per Diems

Communications

Circulate to members and other stakeholders for at least 60 days By-Law 18:

Article 18.2.1 (removing the requirement for the payment of a registration fee).


Article 18.1.1 to change the fee referred to therein from $250 to $350, effective January 1, 2022, (fee for the issuance of a general, specialty or academic certificate of registration).

Articles 18.5.1 and 18.5.2, (fees related to replacement of Certificates of Registration).

Revoking Article 18.10.4, (fees related to confirming that a dentistry professional corporation holds a Certificate of Authorization)

6. Investment


Amend By-law 23, Chapter 23.4 Investment


7. Investment

Sharon Reinhart

Revise College’s Investment Policy


8. Standard of

Practice on the Performance of Intra-Oral Procedures that are Not Controlled Acts by Preventive Dental Assistants, Level II Dental Assistants and Registered Dental Hygienists

Communications

Post the Standard of Practice on the College’s website.


9. International

Trade Committee

Dayna Simon/Mark Edelstein/GLC

Prepare amendment to By-Law 4.15.

Completed, Oct/21

10. Preparation

time for ICRC Meetings


Amend By-Law 10 to add new Article “10.3.10 Extraordinary situations, ICRC preparation and ICRC reasons


11. Preparation

time for ICRC Meetings

Gillian Slaughter

Staff to prepare policy for additional per diems for panels of ICRC

Completed, approved by EC, Oct 22/21

12. COVID-19

Vaccine Statement

Communications

Post statement on College’s website.


Registrar & CEO Report

Prepared by Daniel Faulkner for Council

November 18, 2021

GOVERNANCE

Council will be introduced to the independent chair for November 18, Mr. Hanno Weinberger.

Mr. Weinberger will preside over the meeting to facilitate each topic and ensure that Council is

able to accomplish its agenda for the day. Mr. Weinberger is an experienced chair and

regulator, with multiple committee and chair appointments in Ontario including several years as

the Public Member President for the College of Denturists of Ontario.

On October 7th the Government of Ontario released its Fall 2021 Red Tape Reduction Package

and intends to consult on health regulatory college governance modernization. The

announcement can be found in the link below. The Government will have specific policy

proposals to modernize governance under the Regulated Health Professions Act, 1991 and the

respective 26 health profession Acts (ie. Dentistry Act, 1991). RCDSO submitted a

comprehensive response to the Government, at their request, in June 2021. The goals

expressed by Government are to “improve decision-making, bolster transparency and

accountability of Ontario’s regulatory colleges and further support high-quality health care for

Ontarians.”

https://news.ontario.ca/en/backgrounder/1000937/ontario-removing-barriers-to-support-people-and-businesses.

There are a number of ongoing projects that relate to RCDSO’s governance:

o Council will discuss a performance evaluation framework at the November meeting

o A review to prepare for the Fall 2022 district elections is underway to identify potential

bylaw changes

o The Council eligibility on-line program will be re-developed by June 2022

o Our approach to identifying and addressing potential conflict of interest on an annual

and meeting-specific basis will be developed for Council in the early new year

o Council will consider ways to advance the diversity of Council and Committee

membership through the election and appointment processes.

REGULATORY PROGRAMS

The Ministry of Health posted on its website a summary of the College Performance Measurement Framework (CPMF) experience on October 8, 2021. The Summary Report relates to the submissions made by all 26 health profession regulatory Colleges in March 2021. I am pleased to submit that the Summary Report references RCDSO several times with respect to commendable practices. This includes the areas of governance, information management (privacy and security) and suitability to practice. As Co-Chair of the MOH Working Group Stage 2, I can verify that the identification of commendable practices was made by all members of the working group (included several Colleges, subject matter experts and the Ministry of Health). I

https://can01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fnews.ontario.ca%2Fen%2Fbackgrounder%2F1000937%2Fontario-removing-barriers-to-support-people-and-businesses&data=04%7C01%7CDFaulkner%40rcdso.org%7C4e8c01a754af48c4b3d408d98a80baa1%7C57e1d9fe925b4cebbcbb0e2fc367fb85%7C1%7C0%7C637693107758181363%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=cZ7jvrSn%2F5JczVLP2JlC9G%2BhF3pZeVfIMTyZdjBIx%2FE%3D&reserved=0

https://can01.safelinks.protection.outlook.com/?url=https%3A%2F%2Fnews.ontario.ca%2Fen%2Fbackgrounder%2F1000937%2Fontario-removing-barriers-to-support-people-and-businesses&data=04%7C01%7CDFaulkner%40rcdso.org%7C4e8c01a754af48c4b3d408d98a80baa1%7C57e1d9fe925b4cebbcbb0e2fc367fb85%7C1%7C0%7C637693107758181363%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=cZ7jvrSn%2F5JczVLP2JlC9G%2BhF3pZeVfIMTyZdjBIx%2FE%3D&reserved=0

am very pleased with the acknowledgement for RCDSO and I want to recognize the vast contribution of the entire RCDSO staff. Equally important, staff is commended on their openness to manage the CPMF exercise as a way to focus our own improvement (eg. investigation timelines). Work has begun on the second cycle of CPMF reporting for submission in March 2022.

Interprofessional Care - Health Workforce Planning Branch - Health Care Professionals - MOHLTC (gov.on.ca)

CORPORATE ACTIVITIES

In September 2021 Council strongly recommended that all dentists be vaccinated and that

dentists adopt Directive #6 from the Chief Medical Officer of Health. The College has also

developed an internal vaccination policy, mostly for staff but also to ensure that anyone in our

building is as safe as possible from transmission. My job is to ensure a safe environment for

staff as well as for visitors, vendors, Council and Committee members who may attend at our

building. I previously provided Council and Committee members with a copy of the policy. If a

member of the Council or a Committee does not provide vaccination verification or is not

vaccinated, the member will not be permitted to attend the building. Ongoing participation in

meetings or other activities will be facilitated through remote access only. I appreciate your

support for this policy direction and the safety of all individuals.

The annual renewal process for dentists started on Oct 15th and I provided the survey questions

to all of Council on October 8th. At the time of writing this report approximately 1500 dentists

had already renewed.

A key direction for College staff is to build our capacity to provide excellence in service to all

stakeholders connecting with us. This will go beyond traditional standards for returning phone

calls or emails in a timely way (although that is definitely a part of our approach). It is designed

to build a culture of service and to ensure that the experience when you contact the College for

any reason – whether a patient, a dentist, a member of the general public, or anyone else – is

positive and that you believe that you were supported appropriately at the first point of contact.

We are working to ensure single points of contact for dentists and the public, up-to-date

resources for timely and accurate advice, and measurement of service experience at multiple

points of entry (for example, completing the annual renewal, visiting our website or the

members’ portal). More information will be provided at a future meeting.

COMMUNICATIONS

Staff is reviewing the design of our website. A number of upgrades have been implemented in

the past several months, including better search functionality. The look and feel of our website

will be re-designed and be accompanied by different ways to develop and organize the content

of the site. I will report in the early new year about the timing for the launch of this new look.

On November 30, the President and the Registrar will host a live webinar for up to 500 members

of the profession. RCDSO Connects will enhance our engagement and communication with

https://health.gov.on.ca/en/pro/programs/hwrob/CPMF_summary_report.aspx


stakeholders. This first effort will focus on the profession, but future initiatives may include the

public, patients and other stakeholders in the oral health care system. While the attendance

must be limited, the webinar will be recorded and posted to our public website.

STAKEHOLDERS

A number of stakeholder meetings have been held since our last Council meeting and a

summary is provided below:

o RCDSO staff met with staff from the College of Dental Technologists of Ontario to

discuss the common scope of practice between our Colleges based on the design,

construct, repair and alteration of a dental prosthetic, restorative or orthodontic device.

We are reviewing the possibility of aligned competencies, common standards and/or

enhanced approaches to remedy instances of patient harm based on use of materials.

o Staff met with representatives of the Ontario Society of Oral and Maxillofacial Surgeons

related to the Minister of Health’s request in 2019, to establish standards for patient

care and safety to support

oral surgeons in ordering MRI tests in hospital that will allow for the test to be

an insured service and,

oral surgeons to refer patients to physician specialists such that the physician

would be entitled to remuneration under the Health Insurance Plan.

Both directions are designed to facilitate seamless patient care. The RCDSO produced

and approved the standards in 2019 but the Ministry has been delayed in developing

and approving regulations, largely due to their all-encompassing pandemic response. I

will work with OSOMS and the Ministry to support the finalization of these directions.

o On October 30 the ten provincial regulators for dentistry (CDRAF) met to finalize our

approach to ensuring a viable and sustainable National Dental Specialist Examination

(NDSE). I am pleased to report that all ten dental regulatory authorities agreed on a set

of assessment requirements and a process to work in collaboration with our stakeholder

partners, notably the Royal College of Dentists of Canada (RCDC), the National Dental

Examining Board of Canada (NDEB), the association of faculties of dentistry and the

accreditation commission (CDAC).

The Office of the Fairness Commissioner (OFC) has been active this Fall:

o The 2020/21 Annual Report was released at the end of October. There is a reference to

the RCDSO and the NDEB specifically with respect to examination interruptions that

disadvantaged internationally trained professionals. Council should be aware that I

have been in regular communication this past year with the NDEB Executive Director

and the Fairness Commissioner. In response to the annual report, I wrote to the OFC to

clarify the various ways in which the RCDSO is supporting internationally trained

dentists and committing to ongoing collaboration and cooperation.

o The Fairness Commissioner and the Ministry of Labour Training and Skills Development

hosted an information session about amendments introduced in legislation to improve

the timeliness and integrity of assessment and registration processes for internationally

trained professionals and skilled tradespersons. At this point the amendments do not

apply to regulated health professionals.

On October 29 the President, Registrar and Assistant Registrar virtually attended a Dental

Leadership Forum hosted by the Alberta Dental Association & College. The ten provincial

regulators came together with numerous national stakeholder organizations and heard from

Harry Cayton about governance and regulatory trends in the world, wellness and health of the

profession and emerging issues such as the national specialist examination, HPV vaccination and

dentists, and a presentation from dentalcorp Canada.

REGULATORY LANDSCAPE

The Canadian Network for Agencies of Regulation (CNAR) held its annual meeting in October.

CNAR is a growing national organization for regulators from all sectors: health and non-health,

profession- and industry-based (eg. retirement homes). Attended virtually by almost 600

people, the RCDSO had several staff attend to learn and some staff as presenters:

o Gillian Slaughter was part of a panel on Understanding and Addressing the Disruptive

Practitioner

o Dayna Simon and I talked about RCDSO’s first experience with a competency-based

election and appointment process

o Andréa Foti presented on Regulating Professional Conduct Regarding Public Health

Measures During a Pandemic.

HUMAN RESOURCES

The RCDSO continues to focus on making our workplace as safe as possible for staff and visitors

and preparing for the eventual return to the building with increased staff capacity. Information

is being collected from management about the future of our work with respect to remote and

on-site work plans. This data will support plans for workspace design and help to determine our

potential long term footprint based on how staff will work in their respective roles. Linked to

workspace planning is our vaccination policy and general health and safety for all of our staff

regardless of where they work.

Respectfully submitted on behalf of all RCDSO staff,

Daniel Faulkner, Registrar & CEO

Royal College of Dental Surgeons of Ontario (RCDSO) 2021

Council Meeting Evaluation Survey ResultsCouncil Meeting #427 (September 2021) Quantitative Results

Questions related to the agenda: The agenda for the meeting was:

Questions related to the meeting materials: The materials for the Council meeting were:

Questions related to the meeting proper, presentation and discussion:

0 2 4 6 8 10 12 14 16 18 20 22 24

The appropriate lengthContained items that advance the public interest

Well organizedClear

Number of Responses

0 2 4 6 8 10 12 14 16 18 20 22 24

Information provided was sufficient to make informeddecisions

Are a reasonable length given the issues and content

Easy to navigate

Contained links or copies of relevant resources andreference materials

Contained the right amount of detail to support discussionsand decisions

Clear

Number of Responses

0 2 4 6 8 10 12 14 16 18 20 22 24

All of Council's decisions support the College's mandate toprotect and serve the public interest.

Council members were encouraged to contribute todisucssions and debates

There was adequate time for discussion of agenda items.

The Chair ran the meeting in an effective and efficientmanner.

Presentations at the meeting contributed to myunderstanding of the issues and decision points.

Number of Responses

- CONFIDENTIAL - - not to be circulated beyond intended recipients - 1 of 4


Council Meeting Evaluation Survey ResultsCouncil Meeting #427 (September 2021) Qualitative Results

Was there any specific aspect of the meeting that you found particularly effective or helpful?◊ Background papers were very good. Lots of excellent work by staff and committees.◊

◊ No◊ Material was well organized◊ The Consent Agenda. ◊

◊ Very well organized Very well chaired◊

◊ Presentation by PHD on dental trends◊ Not really. ◊

◊ Short slide format ◊ Everyone was given a chance to participate. Great explanation of agenda items.◊

◊ Chair was excellent!

Organization is always good. Material for background information complete. However, some items need to be better vetted as to how much discussion time may be required.

Discussion around COVID statement . Obviously not enough time was devoted to this item on the agenda. The in-camera session particularly interesting

- Registrar's report - Discussions on College’s policy stand on vaccination of dentists and their staff. - Dr. Carlos presentation on professionalism.

I found the presentations of the agenda items by various speakers very helpful in their understanding

Even though the meeting ran quite long, I thought the Chair did an excellent job of responding to the appetite of Council members for more discussion and detail on agenda items.




Do you have any suggestions for areas of improvement?◊

◊

◊

◊

◊

◊

◊

◊ Well done. A very productive meeting and outcomes.◊

◊

◊

◊

◊

◊

Continued on next page

Quality over quantity. Shorter agenda to allow for more time for discussions. Have all decision items slotted before lunch. Need to encourage council to give thoughts and ideas as part of new business. Many good initiatives can come out if given a chance

- Perhaps better time management ! However it was directly related to the number and complexities of agenda items needing discussions. President Sandy did a great job within the time allocations. - Perhaps better strategy to deal with issues raised in support of Public members I think we tried to put two days of meetings into one day causing unnecessary rushing and perhaps preventing thorough discussion. Better agenda development is needed. There were several obviously major discussion items on the agenda and not enough time to canvass them all (with full discussion) . It is necessary to limit the number of "controversial" items on any given meeting agenda. Another idea is to have a separate day (a pre-council meeting, perhaps) for external presentations/FYIs/emerging trends etc. Council meetings would then be focussed on action items.

Agenda and meeting was too long and discussions seemed to deviate away from the key issues to be voted on. Surprised by the Chair's decision to not support a recommendation passed by the FAR committee. I have concerns about perceived bias in this situation and perhaps not a neutral Chair?Perhaps it would be more time efficient if questions or comments were typed into the comments section first and if further clarification is necessary, then the person with the query could speak and elaborate. Consider starting with any in-camera discussion before opening up to staff and public. We had people who had to leave before this part of meeting came up because we went into overtime. Therefore, no way to communicate the content to Board members under the rules of confidentiality. The meeting continuity would also be served better without interruption for those on the "outside" of the Board.Yes, the chair of the meeting did not act in a neutral manner. We need an independent chair. An independent chair is good governance and a best practice. The chair did not manage the time well and the discussions frequently veered off topic.We need an independent moderator to chair the meeting. President should not be chairing Council meeting.

Circulation of the Agenda and information package 2 weeks in advance of the Council meeting would allow for more time of preparation and understanding Some members over participated. If someone elaborates "too much", he or she should give other people a chance to talk.Ambitious agenda for the time given. If possible ask councillors to express their concerns with consent motions before the meeting to get a better idea of the time needed




Do you have any suggestions for areas of improvement? (Continued)◊

◊

◊ The agenda was a bit too full. I'd greatlyy prefer to see the people I'm addressing. It's too easy to disgregard or disagree when there's a screen between you.

I would like a more accurate idea of overall timing so I don't run overtime into another meeting. I gave an hour extra and yet it was not enough There was far too much material to be discussed in far too short a timeframe. Perhaps scheduling a longer meeting, so that Council Members know what to expect, or perhaps an additional meeting in the year. It seems that there is far too much to do at each meeting, and allowing 10 - 15 minutes for discussion of serious items is likely not enough with a Council of 25 members. This is a difficult conundrum.


November 18 2021

1

FINANCIAL UPDATE

COUNCIL BRIEFING NOTE

TOPIC: Financial Update

FOR INFORMATION

ISSUE: Financial Position: To ensure Council receives regular updates on the College’s financial position.

PUBLIC INTEREST:

This matter relates to the College financial position and maintaining fiscal responsibility to support the public interest by putting patients first and fulfilling legislative obligations.

BACKGROUND:

Staff report regularly to the Finance, Property & Administration (FPA) Committee on the College’s financial performance; both actual results and a year-end forecast.

FPA and staff are continuing to enhance multi-year forecasting to support the College’s planning process.

ANALYSIS:

2021 Fiscal Year

Attached in Appendix A is the revised forecast for 2021, which was presented to the FPA Committee in October, based on Q3 numbers. Also included, as Appendix B, is the September 30, 2021 statement of financial position and statement of operations. FPA receives quarterly updates with detailed commentary to remain aware of the financial position of the organization. It is also important for Council to be well informed on financial matters.

The PLP Loss Provision, as we have seen in past years, is volatile and can

change significantly at year-end due to the actuarial assessment. To attempt to alleviate this unknown and provide better information, the College engaged PwC actuaries to prepare a simplified version of their year-end work at the mid-year point. This amount is reflected in the attached financial statements. The year-end forecast for the Loss Provision is included in the forecast.

November 18 2021

2

It is anticipated the College will end the year in a small deficit position, which

would represent the fifth straight year of such results.

It is important to remember that this is a forecast based on the information available as of September 2021. The last quarter of the year can have a significant impact on the year-end results, for example, if the market continues to perform well, we could earn additional income on investments but this is true in the opposite direction as well.

As noted above, we have forecasted the year-end PLP loss provision based on the assessment completed by PwC at mid-year. However, there could be new claims filed or changes in reserves due to new information that becomes available that could adjust the year-end liability and provision up or down.

NEXT STEPS:

The pressure points and uncertainties will be reviewed in detail as part of the budget presentation.

Staff will continue developing a robust multi-year forecast with alternate scenarios to support long-term planning.

DECISIONS FOR COUNCIL:

None at this time.

CONTACT:

Jeffrey Gullberg, [email protected]

Kelly Tripp, [email protected]

Attachments:

Appendix A – 2021 Forecast Appendix B – September 2021 Statement of Financial Position & Statement of Operations

Royal College of Dental Surgeons

2021 YEAR END FORECASTFor the year ended December 31, 2021

2020 Year

End Actual

2021 Annual

Budget

Revised 2021

YE Forecast Notes

Revenue $ $ $

Registration and annual fees 29,551,883 30,515,590 30,696,438

Registration and annual fees is expected to be higher than

budget at year end due to more new HPC applications

coming in, and additional revenue from the new CT

authorization program that began Nov 2020.

Investment income 1,618,489 1,096,725 1,462,825

Investment income is anticipated to be higher than budget

due to the expectation that there will be continued

dividend income paid out and a gain on the fair market

value of the equity investments.

Professional liability program recoveries 72,757 200,000 369,000

Professional liability program recoveries are expected to

be higher than budget due to catch up from 2020 and

more files paying step up deductibles than budgeted.

Professional conduct recoveries 174,100 332,000 298,520

Professional conduct recoveries is less than expected due

to the IPAC inspection program being deferred due to the

Pandemic and less monitoring recoveries due to the virtual

office visits.

Other income 37,080 83,750 268,791

Other income expected to be higher than budget due to

the late penalty fee occuring twice in one fiscal year. The

extension of the 2021 renewal cycle resulted in the late fee

being charged in February 2021, plus the 2022 renewal late

fee will be billed December 16th.

Total Revenue 31,454,308 32,228,065 33,095,575

Expenses $ $ $

Staffing costs 16,993,610 17,178,474 17,578,990

Staffing costs have increased as unbudgeted positions that

were deemed necessary have been created to meet the

objectives of the College.

PLP Loss Provision 5,955,426 3,553,560 5,746,072 The forecast is based on the semi‐annual review

completed by the actuaries.

Insurance and brokerage 556,788 565,070 582,146 Insurance premiums are higher than budget due to post‐

pandemic market conditions.

Council and committees 984,995 1,125,415 1,151,121

Continued savings are being experienced from virtual

meetings although the budget was planned with an

anticipation of in person meetings. An additional Council

meeting occurred in Q3 and additional ICRC panels have

been scheduled to catch up on backlog.

Consulting and professional fees 2,864,540 2,435,370 2,624,212

Legal fees are expected to be at least at budget by end of

year, consulting fees are expected to exceed budget due to

additional expenditures not anticipated during the time

the budget was built.

Administration 580,013 1,287,718 1,344,070

Savings are continued to be experienced due to virtual

working enviroment, however, these savings are offset by

the increase in the credit card fees as two annual renewal

cycles will be processed in the same calendar year.

Amortization 1,044,821 2,364,400 1,391,036

Amortization is anticipated to be significantly lower than

budget due to a policy change in the amortization rates

and the timing of large capital projects coming into service

being pushed into the second half of the year.

Faculty payments and fees 404,010 502,483 387,000 Savings expected by year end as CDAC fees were paid at a

reduced rate from budget.

Telecommunications and technology 1,412,036 1,732,671 1,655,159 Savings experienced due to the shut down of legacy

services and negotiating favourable rates.

Operations and facilities 705,519 905,721 669,447

Savings continue to be experienced as the budget was built

on the premise that staff would return to the office,

however, the pandemic evolved and remote working has

continued to be the safest option.

TOTAL EXPENSES 31,501,759 31,650,882 33,129,253

TOTAL SURPLUS (DEFICIT) (47,450) 577,183 (33,678)


Statement of Financial Positionas at September 30

2021 2020

Assets $ $

Cash 11,098,243 7,830,616

Short‐term investments 25,074 295,691

Accounts receivable 317,716 815,848

Prepaid expenses 187,458 1,007,983

11,628,491 9,950,138

Long‐term investments 38,586,629 42,884,562

Pension plan assets 2,401,706 1,275,880

Capital assets 9,846,077 9,121,049 Total Assets 62,462,904 63,231,629

Liabilities

Accounts payable & accrued liabilities 57,150 111,314

Deferred revenue 1,241,793 1,402,696

Accrued claims liability 20,316,256 19,980,822

Post‐retirement benefit plan liability 3,980,800 3,541,100

25,595,999 25,035,932

Fund Balances

PLP Reserve 22,758,500 24,400,000

CRM Reserve ‐ 2,521,894

Operating Reserve 1,521,121 ‐

Unrestricted 12,587,284 11,273,803

36,866,905 38,195,697

Total Liabilities and Fund Balances 62,462,904 63,231,629


Statement of OperationsFor the Nine Months Ending September 30, 2021

YTD Annual Budget % of Budget

Used

PY

Revenue $ $ $

Registration and annual fees 30,585,885 30,515,590 100% 29,178,663

Investment income 1,531,839 1,096,725 140% 978,011

Professional liability program recoveries 301,402 200,000 151% 89,247

Professional conduct recoveries 259,720 332,000 78% 84,500

Other income 230,841 83,750 276% (8,625)

TOTAL REVENUES 32,909,687 32,228,065 102% 30,321,796

ExpensesStaffing costs 12,722,252 17,178,474 74% 12,112,005

Professional liability program provision 4,746,838 3,553,560 134% 2,285,659

Consulting and professional fees 1,840,510 2,435,370 76% 1,465,354

Telecommunications and technology 1,095,309 1,732,671 63% 1,043,087

Amortization and write offs 1,009,983 2,364,400 43% 724,376

Operations and facilities 440,191 905,721 49% 510,579

Administration 726,575 1,287,718 56% 419,792

Council and committees 775,613 1,125,415 69% 677,655

Insurance and brokerage 582,146 565,070 103% 557,844

Faculty payments and fees 349,524 502,483 70% 401,160

TOTAL EXPENSES 24,288,941 31,650,882 77% 20,197,511

Excess (deficiency) of revenue over expenses 8,620,746 577,183 10,124,285

From: CDA President [mailto:[email protected]] Sent: Friday, October 22, 2021 3:53 PM To: CDA President <[email protected]> Subject: Retirement of Mr. Joel Neal After close to 36 years with CDA, our CEO Mr. Joel Neal has announced that he will be retiring on February 23, 2022. Many of you know Joel and know that he has been a key member of CDA’s management team. Knowledgeable, insightful, and always professional, he made many significant contributions to CDA. It was especially beneficial to have his steady hand at the helm this past year as CDA helped guide the profession through the COVID-19 crisis. The CDA Board met last evening (October 21st) and agreed to move quickly to begin the search for Joel’s replacement. CDA will establish an Executive Search Committee and engage an external search firm following an RFP process. The selection process is expected to take 3 to 6 months. Following Joel’s departure, CDA’s Deputy CEO, Dr. Aaron Burry, will serve as Interim CEO until such time as the selection process is complete. Dr. Richard Holden President Canadian Dental Association

mailto:[email protected]


November 2021


TOPIC: DENTAL MANAGEMENT OF OBSTRUCTIVE SLEEP

APNEA AND SNORING WITH ORAL APPLIANCES

FOR INFORMATION

ISSUE:

The College plans to develop a new guidance document on the dental management

of obstructive sleep apnea and snoring with oral appliances. This work has been

delayed, due to competing College priorities and limited capacity.

PUBLIC INTEREST:

This matter serves the public interest by ensuring that both the public and the

profession have current information related to the College’s expectations in this area

of dental practice.

BACKGROUND:

Obstructive sleep apnea is a significant pathophysiologic condition that has been

associated with adverse and potentially serious health consequences.

Over the years, the College has provided dentists with information about the roles of

different health care professionals in managing obstructive sleep apnea and snoring

with oral appliances.

In particular, the College has emphasized the importance of a team approach to oral

appliance therapy, involving dentists and physicians who are trained and competent

in this field.

The main roles of a dentist are to screen for sleep-disordered breathing, but not to

diagnose it, to refer a patient for assessment by a sleep physician or family

physician for the presence of obstructive sleep apnea, to provide an appropriate oral

appliance if indicated, and to monitor and manage the patient’s response to such

therapy.

November 2021

At the November 2019 meeting, Council approved a motion to strike a working group

for the development of a new guidance document on the dental management of

obstructive sleep apnea and snoring with oral appliances.

It was expected that this working group would begin meeting in the second half of

2020.

CURRENT STATUS:

Several factors have led the College to re-evaluate priorities and adjust timelines on

a number of projects and initiatives, including work on the dental management of

obstructive sleep apnea and snoring with oral appliances.

As Council well knows, in the first quarter of 2020, the College was forced to

prioritize its efforts in dealing with the COVID-19 pandemic and the meetings of

several working groups had to be rescheduled or postponed.

These efforts included the development of guidance for the profession in managing

infection risks during in-person dental care, which has required periodic review and

updates as the COVID-19 pandemic has evolved, as well as guidance for the use of

teledentistry.

Also in 2020, the College entered the first year of its Strategic Plan for 2020 to 2023.

A significant goal of the Strategic Plan is to develop and implement a process to

review and update all existing College Standards, Guidelines and Practice

Advisories, such that by the end of 2023, the majority of our documents will be

current (i.e. under review or have been reviewed within the last five years) and

branded as Standards.

Currently, the College has 10 documents under review and work is scheduled to

begin on two more documents in 2023.

Additionally, Council will recall that the College has introduced new operational

practices and processes to modernize the way in which it engages in work on

Standards, such as criteria to shape decisions about which new Standards are

developed, and protocols to govern important process elements, including research,

consultation and working groups.

These factors have led the College to adjust the timelines associated with work on

the dental management of obstructive sleep apnea and snoring with oral appliances

November 2021

NEXT STEPS:

On a go-forward basis, all College Standards will be scheduled for regular review

and the development of new guidance will be prioritized, using our Issues

Management Process.

The development of a new guidance document on the dental management of

obstructive sleep apnea and snoring with oral appliances will be prioritized and work

will be scheduled to begin when sufficient capacity allows.

DECISION FOR COUNCIL:

This briefing note is for Council’s information.

CONTACT:

Michael Gardner, Director, Quality Assurance

Andréa Foti, Assistant Registrar

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anuary

Strategic Plan 2020-2023 Report to Council

FOR INFORMATION

November 2021

This Report provides Council with an update on the projects arising from

the College’s Strategic Plan 2020 -2023.

Background

Council approved the College’s Strategic Plan in 2019 (attached as Appendix A).

The Strategic Plan contains seven strategic objectives. These objectives have been

organized into three themes:

Theme A: Risk-Based Regulation and Continuous Quality Improvement

Theme B: Operations and Supporting Staff

Theme C: External Environment: Disruptors and Opportunities

Specific projects have been identified and are organized under each theme.

Additional projects will be identified in each subsequent year until the end of 2022

when the current Strategic Plan will expire.

Implementation of the Strategic Plan is being led by the Registrar and Assistant

Registrar with support from the Senior Leadership Team and College staff: Cameron

Thompson, Eric de Sa and Diana Soifer.

Council will be kept apprised of the College’s progress on these projects through two

tools:

1. This Report, which provides Council with a summary of projects and a status

report containing highlights of ongoing projects.

2. A Dashboard which will chart the impact of specific projects through metrics.

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2021 Strategic Projects

The 2021 strategic projects are as follows:

Theme A: Risk-Based Regulation and Continuous Quality Improvement

PROJECT DESCRIPTION STATUS

College Standards This is a multi-year project. Its objective is to ensure that College standards are modernized and updated on a regular basis to ensure currency.

In-progress

Continuous Quality Improvement

This project is focused on the processes in the Professional Conduct and Regulatory Affairs (PCRA) department. The objective is to identify and implement changes required to reduce the lengthy timelines.

In-progress

Risk and Data Analytics

This project will be led by each of the RCDSO’s regulatory areas (4 separate sub-projects). The goal is to gauge the effectiveness of adopting a risk-based approach.

Deferred to allow completion of key enabling projects: RCDSO’s data plan, The Bridge1, digitization

Issues Management This project resulted in the development of a process to identify issues or external disruptors and analyze them against the RCDSO’s mandate.

Complete

1 The Bridge is the College’s new IT CRM platform. The first phase was launched in late 2020 and work to build out the system and its functionality has continued over 2021 and will continue into 2022.

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Data Plan This project entails the development of a multi-year plan and implementation strategy related to the use of data in the RCDSO’s work.

In-progress

Theme B: Operations and Supporting Staff


Remote work and workplace solutions

These two projects will focus on how to support the RCDSO’s remote work force both during the current pandemic and post-pandemic, and the corresponding modifications the RCDSO will need to 6 Crescent Road to support a hybrid model of remote and in person workers/activities.

In-progress

Staff Development and Performance Management

The Staff Development project has focused on developing strategies to support RCDSO staff with respect to continuing education and other issues.

On-hold

Performance Management

The Performance Management project has entailed the development and implementation of a formalized, modern approach to staff performance management.

Complete

CRM (The Bridge) and Digitization

These are two multi-year projects. The Digitization project entails the completion of foundational work that will enable the RCDSO to work in a paper-free manner, and to develop and integrate a robust records management system aligned with best practices. The CRM project entails the development and implementation of a new IT system to ensure College information is secure and we have the functionality we need to engage in data analytics, find efficiencies in our processes, and support our goals of enhanced user experience.

In-progress

Equity, Diversity and Inclusion (EDI)

This project is a continuation of a two-year initiative commenced in 2020. It represents the RCDSO’s engagement with the Canadian Centre for Diversity and Inclusion (CCDI) focused on assessing the RCDSO’s processes and practices to ensure that we’re doing all we can to support equity, diversity and inclusion.

In-progress

Digital Media Strategy

This project will result in the development of a Digital Media Strategy for the RCDSO which will allow us to capitalize on social media platforms as an adjunct to existing media and engagement strategies.

In-progress

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Theme C: External Environment: Disruptors and Opportunities


Governance The Governance Working Group is leading this initiative. It is focused on both the development of specific tools such as governance principles and a Council evaluation tool and the development of a broader governance vision for the RCDSO.

In-progress

Legislative Change This project entails the development of a strategy through which opportunities for legislative change and reform will be assessed to ensure alignment with the RCDSO’s mandate and Strategic Plan.

Complete

Stakeholder Analysis

This project involves an analysis of the College’s current engagement and outreach activities with external stakeholders with a view to enhancing engagement.

In-progress

Candidate Eligibility Course

This project will focus on reviewing and refreshing the Canadian Eligibility Course.

In-progress

Innovation and Transformation Lead

Michelle Tremblay, formerly of the Communications Department has taken on the role of Innovation and Transformation Lead. Michelle’s work will focus on areas of potential transformation in RCDSO processes, particularly (but not limited to) customer service and the user/service experience.

In-progress

Access to Care This project will be focused on capitalizing on opportunities for information gathering, information sharing, concrete solutions, and broader multi-stakeholder work. Council has received a proposal for this work under separate briefing materials.

In-progress

Metrics

At its September meeting, Council was presented with excerpts of a Dashboard

containing specific metrics related to the RCDSO Strategic Plan 2020-2023.

The Dashboard has been updated for the November meeting and is attached for

Council’s information as Appendix B.

Looking Forward

a) 2022 Strategic Projects

The 2022 Strategic Projects have been set and individual project plans developed

for each project.

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The 2022 projects are a combination of multi-year projects initiated in either 2020 or

2021 and new projects that will be initiated in 2022. The projects will be staggered

throughout 2022.

The 2022 Strategic Projects are:

1. Governance

2. Data plan

3. RCDSO Standards

4. PCRA: Timelines and Processes

5. Innovation & Transformation Lead

6. Registration: Timelines, Processes

7. Access to Care: Multi-Stakeholder Project

8. Research: Public Engagement

Strategies

9. Candidate Eligibility Course

10. CRM, Phase III

11. Digitization

12. EDI

13. Workplace Solutions

b) Development of Strategic Plan 2023-25

The RCDSO’s current Strategic Plan is set to expire at the end of 2022.

Development of the RCDSO’s next Strategic Plan, for 2023-25 will begin in early

2022.

Feedback from Council, RCDSO Leadership, the public, profession and other key

stakeholders will inform the development of the next Strategic Plan.

Senior staff are currently refining what tactics we will employ to obtain this feedback,

but we are anticipating that the first tactic will entail the deployment of a short survey

in early 2022.

Next Steps:

Work on the 2021 strategic projects will continue over the remainder of 2021.

2022 Strategic Projects will commence in early 2022 and will be staggered

throughout the year.

Efforts to begin the development of the Strategic Plan for 2023-25 will begin in 2022.

Council will continue to receive updates at each Council meeting.

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Contacts:

Dan Faulkner, Registrar & CEO: [email protected]

Andréa Foti, Assistant Registrar & Privacy Officer: [email protected]

Attachments:

Appendix A: Strategic Plan 2020-2023

Appendix B: Dashboard



RCDSO STRATEGIC PLAN

2020-2023VISIONEveryone in Ontario has access to safe, high-quality dentistry.

MISSION We work in the public’s interest by putting patients first. We set and enforce standards, and provide continuous improvement and education opportunities to the dental profession in Ontario. We work to engage and influence our stakeholders. We show integrity and courage in everything we do.

VALUES

COLLABORATIVE

TRANSPARENT

INCLUSIVE

INNOVATIVE

ACCOUNTABLE

OBJECTIVES These objectives will provide additional focus to the work of the College for the next three years. Each numbered objective defines where we would like the College to be. The bullet points below are strategies that will help get us there.

RCDSO STRATEGIC PLAN 2020-2023

1 College governance is progressive and patient-centered

• Competencies will be developed to form part of the job specification for all Council and Committee members, including public members.

• Competency-based evaluation tools will be developed for Council and Committees.

• The cur rent Candidate Eligibility Course will be reviewed and enriched.

2 Decision-making is informed by best available data and evidence

• College IT data systems will be designed to enable data mining and to support data analysis.

• Ne w research projects and resources will be developed to collect and analyze data to inform the work of the College.

• College Standards and Guidelines will promote the use of best available data and evidence in decision-making.

• College data will be leveraged to influence decision-making of external partners in developing curriculum and continuing education programs.

3 Potential external disruptors are anticipated and addressed

• Potential changes, both provincially and nationally, to regulation and to dental care delivery will be identified.

• Strategic partnerships will be expanded to assist with responding to such changes.

4 Continuous quality improvement and risk-based regulation informs the work of the College and the expectations the College sets for the profession

• A risk-based approach will inform resources for the profession.

• Programs to monitor and measure compliance in high risk areas such as IPAC and sedation will be developed.

• Internal College processes will be regularly evaluated to improve efficiency.

5 Access to care is improved across Ontario

• The College, together with strategic partners, will promote access to oral health care.

6 We build engagement with patients and dentists

• College consultation processes will be enhanced to encourage public and dentist input on policy and strategy initiatives.

• External communications will continue to raise and measure engagement with the public.

• Patient-centred initiatives, including those on human rights, mental health and wellness, will be advanced.

7 College staff are supported in doing their best work

• The transparency and inclusivity of human resources practices will be improved and monitored for success.

• Staff communication, engagement and development will be enhanced.

• More effective IT tools will be built into the work of the College.

• The physical work environment will be assessed and modernized to maximize efficiencies and use of space.

• Strategic staff competencies, including financial competencies, will be identified and training will be provided to increase accountability and efficiency.

Council Dashboard Report

428th RCDSO Council Meeting

November 18th, 2021

1-

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Appendix B

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Council Dashboard ReportOverview

453 Number of Low to Moderate risk level casefiles

496 Number of Moderate to High risk level casefiles

949 Number of total active casefiles

93%Percent of active casefiles that commenced in 2020 or 2021

43Number of strategic projects that were defined for 2020-2023

Strategic Projects PCRA Casefiles by Risk Triage PCRA Casefiles by Year

23%Percent of strategic projects that are completed to date

The status of strategic projects that support the Strategic Plan 2020-2023

Highlights

43 projects were defined since 2020

22 projects (51%) are currently in-progress

10 projects (23%) are completed

Strategic ProjectsStatus of Strategic Projects (2020-2023)

Strategic Projects

43

PCRAOpen casefiles by risk triage category

The number of open (active) casefiles by risk triage category.

Highlights

Currently, there are 453 open casefiles that are low-moderate risk level which represent an 18% increase since December 1st, 2020

There are 496 open casefiles that are moderate-high risk level which represent a 5% increase since December 1st, 2020

*note: ADR casefiles are not included

PCRAOpen casefiles by year the case commenced

The number of open (active) casefiles by year the investigation or Registrar’s report was started based on the date the file was flipped formal (file formal date) or appointment date.

Highlights

As of October 2021, there are 61 remaining casefiles that commenced between 2017-2019 which is a decrease of 85% compared to December 2020

Casefiles that commenced in 2020 or 2021 account for 93% of total casefile volume

*note: ADR casefiles are not included; casefiles that are categorized as “inquiry files” are excluded as they are not yet classified as a complaint or a report

- 1 -

FDHRC/NDHCB STATEMENT TO STAKEHOLDERS

September 27, 2021

To our valued stakeholders:

On behalf of the Federation of Dental Hygiene Regulators of Canada (FDHRC) and the National Dental Hygiene Certification Board (NDHCB), we are announcing the formal decision to amalgamate our two organizations into a single national entity, effective January 1, 2022. An amalgamation agreement was approved by the boards and members of both FDHRC and NDHCB in a series of special meetings held on August 17, 2021.

The new organization will be incorporated under the name of the Federation of Dental Hygiene Regulators of Canada (FDHRC). The FDHRC will operate from the current NDHCB office in Ottawa and will provide the same professional leadership and quality assurance as always, while continuing to ensure the protection of the public.

Vision

The intent is for the National Dental Hygiene Certification Examination (NDHCE) to remain our top priority. We will develop and administer the exam in the same robust and reliable fashion you have come to expect, without any disruption. The amalgamated organization will also continue its important work in providing national leadership in dental hygiene regulation for the protection of the public.

Recognizing Collaborative Leadership

At this time, we would like to recognize the significant contribution of the Transition Team, composed of three members of FDHRC’s Board of Directors, and three members of NDHCB’s Board of Governors. Their work in drafting the Amalgamation Agreement involved countless hours of extensive research, including the study of best-practice models in other regulatory alliances that also administer certification exams, and examination of the numerous legal issues to be considered by all parties.

The Way Forward

In the coming months, FDHRC and NDHCB representatives will work together to complete all the legal, financial, and operational requirements of an amalgamation of this nature. Starting in 2022, a new Board will oversee the work and responsibilities of this new Federation, building on the established strengths of our two founding organizations.

…2

- 2 -

We will continue to communicate the progress of the amalgamation and welcome any comments or questions you may have regarding this initiative. Amie Dowell, Chair Federation of Dental Hygiene Regulators of Canada

Mary Bertone, President of the Board of Governors National Dental Hygiene Certification Board

If you require additional information, please contact: Leacy O’Brien Interim Chief Executive Officer, National Dental Hygiene Certification Board (NDHCB) (613)260-8156 [email protected]


NOVEMBER 18, 2021

1


TOPIC: By-law 18 Fees amendments

FOR DECISION

ISSUE: At the September 17, 2021 meeting, Council approved, in principle, several amendments contained in By-law 18, and that the proposed amendments be circulated to members and stakeholders for at least 60 days.

PUBLIC INTEREST:

This matter furthers or serves the public interest by ensuring the College has adequate resources to carry out its regulatory mandate. Fees account for the majority of revenue and fund College operations.

BACKGROUND:

RCDSO management was requested to review the Fee and Per Diem by-laws to address the motion passed at Council at the November 20, 2020 meeting. Guiding principles, recommendations and considerations to revise fees and/or the process were developed in order to align to the analysis.

Several meetings were conducted with the Finance, Property and Administration Committee to review and discuss changes, and it has been determined that there are ways to combine and simplify the fees in the by-law.

Per the RHPA, any by-law change regarding fees requires at least 60 days for comment as part of mandatory circulation to the profession.

At the September 17, 2021 RCDSO meeting of Council the following four recommendations were approved in principle and, as required, were circulated to the membership for any feedback before finalization.

FEES (BY-LAW 18) RECOMMENDATIONS:

Two recommendations relate to combining Application and Registration fees for new applicants as a measure to simplify fees, and reduce administration costs. This will not add or increase any of the current fees.

NOVEMBER 18, 2021

2

This requires Council to approve amendments to By-law 18 – Fees: revoking Article 18.2.1, effective January 1, 2022 (removing the

requirement for the payment of a registration fee); and

amending Article 18.1.1 to change the fee referred to therein from $250 to $350, effective January 1, 2022 (fee for the issuance of a general, specialty or academic certificate of registration).

Two recommendations relate to removing fees for damaged or lost certificates and HPC confirmation of certificates.

This requires Council to approve amendments to By-law 18 – Fees: revoking Articles 18.5.1 and 18.5.2, effective January 1, 2022 (fees

related to replacement of Certificates of Registration); and

revoking Article 18.10.4, effective January 1, 2022, (fees related to confirming that a dentistry professional corporation holds a Certificate of Authorization).

The fees for name changes will also be removed, but there is no by-law

related to name changes. As of October 15, 2021, six comments had been received. Each comment

appeared to not fully understand the motions or did not have access to the By-laws.

Staff have responded to each of the comments to provide clarity and ensure the recommendations are well understood.

FPA received a copy of the comments submitted. The 60-day circulation period ends November 16, 2021, and further

comments will be reported on verbally.

NEXT STEPS:

Council approval to finalize recommended amendments to By-law 18 Fees Update the schedule of fees on the website Update the fees in College systems

NOVEMBER 18, 2021

3

DECISIONS FOR COUNCIL: Council is asked to finalize the approval of the following motions:

1. That Council approve the amendment of By-law 18-Fees by revoking Article 18.2.1, effective January 1, 2022.

2. That Council approve the amendment of By-law 18-Fees by amending Article 18.1.1 to change the fee referred to therein from $250 to $350, effective January 1, 2022.

3. That Council approve the amendment of By-law 18-Fees by revoking Articles 18.5.1 and 18.5.2, effective January 1, 2022.

4. That Council approve the amendment of By-law 18-Fees by revoking Article 18.10.4, effective January 1, 2022.

CONTACT:

Ben Lin, Chair, FPA Committee



Appendix A – Proposed By-Law Fee Amendments

Proposed By‐Law 18 Fee amendments

18.1.1 General, specialty, academic certificates

An applicant for the issuance of a general, specialty, or academic certificate of registration shall submit an application in the form provided by the Registrar and shall pay an application fee of $250.00. $350.00

18.2.1 General, academic, etc.

REVOKE-An applicant for a general, academic, specialty, education, or post-specialty training certificate of registration shall pay a registration fee of $100.00 for the issuance of his or her certificate of registration.

18.5.1 Damaged certificate

REVOKE-The Registrar shall issue a replacement for a damaged certificate of registration upon request by the holder of the certificate provided that the member returns the damaged certificate to the Registrar and pays a fee of $50.00.

18.10.4 Confirmation of certificate

REVOKE-A corporation requesting a certificate confirming that the corporation holds a certificate of authorization issued by the College shall submit the request to the Registrar and pay a fee of $50.00.

November 2021


TOPIC: International Trade Committee: By-Law Amendments

FOR DECISION

ISSUE: In accordance with Council’s direction at its September 2021 meeting, Council is

presented with draft by-law amendments that will disband the International Trade

Committee. Council is asked whether it approves the by-law amendments. This

item is for decision.

PUBLIC INTEREST:

The draft by-law amendments will support a more effective use of College resources

by disbanding an inactive Committee.

Issues that are within the mandate of the International Trade Committee will be

continue to be monitored by staff and the Registration Committee.

BACKGROUND:

The International Trade Committee was first struck as an Ad Hoc Committee of

Council in January 2017. In November 2018, Council passed a by-law creating the

International Trade Committee as a Standing Committee of Council.

The mandate of the Committee is to:

o assist Council in determining how to ensure that internationally-trained

dentists have the knowledge, skill and judgement to be easily integrated into

Ontario practice, to facilitate registration and ensure public protection.

o provide advice and recommendations to Council on any other matters relating

to trade agreements and labour mobility which, in the Committee’s view, may

affect the College’s mandate to protect the public interest.

The Committee met infrequently between June 2017 and January 2020. It hasn’t

met since January 2020 due to lack of issues/relevant content.

November 2021

CURRENT STATUS:

At its September 2021 meeting, Council passed a motion to disband the

International Trade Committee and remove it as a standing committee.

To execute Council’s direction, two amendments need to be made to the College’s

by-laws. The amendments essentially involve revoking or deleting by-law provisions

related to the International Trade Committee.

The provisions that need to be revoked are: chapter 4.15, and paragraph h of article

5.25. The specific language of these provisions is reproduced for Council’s

reference in Appendix A.

NEXT STEPS:

Should Council (by a 2/3 majority vote) support the revocation of the by-law

provisions specified in Appendix A, those provisions will be removed from the

College’s by-laws.

The proposed by-law amendments do not have to be circulated to external

stakeholders.


Council is asked for its decision on the motion set out below

MOTION:

THAT Council revoke chapter 4.15 and paragraph h of article 5.25 of the College’s

by-laws.

CONTACT:

Dan Faulkner, Registrar & CEO: [email protected] Andréa Foti, Assistant Registrar & Privacy Officer: [email protected] Hilary Bauer, Manager, Registration: [email protected]

Attachments:

Appendix A: RCDSO By-law provisions for revocation


Appendix A: Proposed By-law Amendments – International Trade Committee

RCDSO By-law provisions: International Trade Committee

The following provisions are proposed for revocation, in order to disband the

International Trade Committee as a standing Committee, in accordance with Council’s

direction in September 2021.

1. Chapter 4.15

Proposed amendment: the entire Chapter 4.15 would be revoked or deleted

4.15 International Trade Committee

4.15.1 Composition

The International Trade Committee shall be composed of the following members:

a. the President;

b. at least one (1) but not more than two (2) public members of Council;

c. one (1) member of Council who is a member of the College; and

d. one (1) member of the College who is not a member of Council.

4.15.2 Terms of reference

The International Trade Committee shall study and make recommendations to Council or the

Executive Committee on the following matters:

a. how to ensure that internationally-trained dentists have the knowledge, skill and judgement to be easily integrated into Ontario practise so as to facilitate registration while, at the same time, ensuring public protection;

b. such other matters relating to trade agreements and labour mobility that, in the Committee’s view, may affect the College’s mandate to protect the public interest; and

c. such other matters as may be assigned by Council or the Executive Committee.

4.15.3 Report to Council

The International Trade Committee shall report to Council at least once per year.

…

Appendix A: Proposed By-law Amendments – International Trade Committee

2. Paragraph h of article 5.25

Proposed amendment: paragraph h would be revoked or deleted

5.2.5 Standing committees

The following are the standing committees of the College:

a. Audit Committee

b. Elections Committee

b1. Eligibility Review Committee

c. Finance, Property and Administration Committee

d. Legal and Legislation Committee

e. Professional Liability Program Committee

f. Sedation and General Anaesthesia Committee

g. Dental CT Scanner Committee

h. International Trade Committee

i. Pension Governance Committee

November 2021


TOPIC: Access to Care: Proposal for Further Work

FOR DECISION

ISSUE:

Taking into account Council’s feedback from its September 2021 meeting, the

proposal on Access to Care has been finalized. Council is being asked whether it

approves of this proposal. This item is for decision.

PUBLIC INTEREST:

Improving access to oral health care has a direct connection to the RCDSO’s

mandate. Improving access for oral health care will directly support patients’ overall

health and well-being.

Access to care also relates directly to the RCDSO’s Strategic Plan: Objective 5.

BACKGROUND:

The RCDSO’s most recent work on Access to Care dates back to 2017. It entailed

work undertaken by a staff working group, and the Patient Relations Committee

under the leadership of Committee Chair, Marianne Park.

One concrete outcome from the efforts of the Patient Relations Committee and the

staff working group was the 2019 RCDSO Symposium on Access to Care.

The RCDSO Symposium made it clear that many organizations and individuals have

done extensive work on understanding the barriers that exist in accessing oral health

care, and in identifying concrete solutions to remove those barriers and improve

access.

The Symposium also made it clear that the topic of Access to Care is extremely

broad, with many different dimensions. It is not a topic that is within the exclusive

https://www.rcdso.org/en-ca/about/access-to-care

November 2021

jurisdiction of any one organization. Rather, it is an issue that is of interest to and is

within the mandate of many different organizations.

The RCDSO’s commitment to Access to Care led to the inclusion of a specific

objective on Access to Care being included in the RCDSO’s Strategic Plan:

Objective #5.

Throughout the work to date on Access to Care, the RCDSO has explicitly and

consistently acknowledged that Access to Care is a broad systems issue for which

no one organization or stakeholder has exclusive responsibility or jurisdiction.

The RCDSO’s intention in engaging in Access to Care is to explore the nature of the

contribution the RCDSO can make to this issue, and how we can partner with other

stakeholders to engage in broader work together.

Council has received updates on Access to Care at its meetings in May 2021 and

September 2021.

Those updates have included information on the role the Patient Relations

Committee continues to play in undertaking work on this topic, and a proposed

approach for further work the RCDSO can undertake in 2022.

CURRENT STATUS:

A proposal for the RCDSO’s 2022 work on Access to Care has been finalized,

incorporating Council feedback from its September 2021 meeting. The proposal is

attached as Appendix A.

As Council will note, the proposal sets out some working assumptions, intended to

frame the RCDSO’s intentions and scope of work on this topic.

November 2021

It also sets out a phased approach for the proposed work.

o Phase 1 will focus on planning and coordination. The RCDSO will host 1-2

stakeholder meetings for the purpose of information sharing and coordination.

o Phase 2 will focus on the RCDSO’s own intended work. There are two

streams of work which will take place concurrently.

Stream 1 will focus on information collection through the annual

renewal questionnaire, and the efforts of the Patient Relations

Committee which will continue to identify opportunities to share

information with the public and propose concrete action the RCDSO

can take to advance Access to Care.

Stream 2 will be comprised of a new project on professionalism, where

the RCDSO will strike a working group to explore professionalism

issues, with the ultimate goal of developing a professionalism or good

practice document articulating the principles, values, and duties of

professionalism.

NEXT STEPS:

Should Council approve the proposal on Access to Care, RCDSO staff will begin to

plan the logistics and timelines for the work described in the proposal.

Council will be kept apprised on the work undertaken and progress made on a

regular basis.


Does Council approve the proposal on Access to Care, attached as Appendix A?

CONTACT:

Andréa Foti, Assistant Registrar & Privacy Officer: [email protected]

Dan Faulkner, Registrar & CEO: [email protected]

Attachments:

Appendix A: Proposal: Access to Care



Appendix A: Access to Care Proposal

Proposal: Access to Care

I. Working Assumptions

a. All work of the College, including that on Access to Care must align with the College’s legislative mandate to

protect and serve the public interest.

b. Not all issues that are related to Access to Care or are required in order to improve Access to Care will align with

the College’s mandate. For instance, it is not within the RCDSO’s mandate to focus on issues related to dentists’

compensation or other financial matters.

c. In order to maximize the impact of the College’s commitment to improve Access to Care, it is essential that the

College explore opportunities to partner with other organizations and entities on issues related to Access to Care.

d. Any work the College undertakes on Access to Care must be scoped and planned so that it is feasible and

attainable within current RCDSO resources: financial resources and staffing resources. This will likely mean that

the RCDSO will need to be selective and deliberate in the work it undertakes and set priorities and timelines for

that work.

II. Proposed Work: Phased Approach

It is proposed that the RCDSO’s further work on Access to Care occur in two discrete phases.

Phase 1: Planning & Coordination

The RCDSO will host one to two meetings with diverse stakeholders. This is not a task force, and the RCDSO will

not be directing other stakeholders in what work they should take on. Rather, the purpose is information gathering

and coordination amongst system partners.

Timing: Meetings will take place over the first and second quarter of 2022

GOAL: Stakeholders will identify work they are doing or are planning to do to improve Access to Care


Phase 2: RCDSO Work

The RCDSO’s own continued work on Access to Care will continue in two streams. These streams of work can

occur concurrently.

Stream 1: Information Gathering, Information Sharing & Concrete Steps

PARTICIPANTS: representatives from dentistry (including the faculties, and public health dentistry),

patient/public advocacy, and the Ministry of Health

DELIVERABLE: Updated list of current and future planned activities to improve access to care across

sectors and stakeholders

Information

Gathering

The College will gather information from Ontario dentists on Access to Care through the

Annual Renewal Questionnaire (Oct-Dec)

Information

Sharing &

Concrete

Action

The Patient Relations Committee will continue to have Access to Care as a key element

of its strategic focus and will engage in efforts to share information and resources on

Access to Care with the public, and identify concrete action the College can take to

improve Access to Care.


Stream 2: Professionalism

The RCDSO will launch a new project on professionalism in 2022.

Deliverable

The intended deliverable is a new Professionalism or ‘Good Practice’ document that

articulates the values, duties and principles of dental professionalism. This document would

provide a common understanding of what constitutes dental professionalism in the context

of Access to Care and serve as an anchor point for College Standards in general.

Process &

Tactics

The project will be led by a Working Group comprised of Council members but also select

external members with expertise, such as in ethics. The project will also be informed by

extensive stakeholder consultation with dentists, the public, and key stakeholders.

NOVEMBER 18 2021

1

COUNCIL

PER DIEM BRIEFING NOTE

TOPIC: Per Diem Review

FOR DECISION

ISSUE: At the November 17 2020 council meeting the following motion was passed: THAT Council directs the Registrar to consider amendments to the College’s Fee and Council Member Stipend by-laws to address the fiscal effects of COVID 19 on the membership in a manner that would not affect the ability of the College to meet its ongoing statutory obligations.

PUBLIC INTEREST:

This matter furthers or serves the public interest by ensuring the College has adequate resources to carry out its regulatory mandate.

BACKGROUND:

Management was requested to review the Fee and Per Diem by-laws to address the motion passed at Council. Guiding principles were developed in order to align the analysis, recommendations and considerations. Many of the recommendations are focused on simplification and housekeeping, but they are important to make to keep the per diem by-laws as updated as possible.

Changes to the Fee By-law 18 were approved for circulation at the September 17 2021 meeting of Council. They have been circulated to membership as required by the RHPA and will be finalized at the November 18 2021 Council meeting.

Additionally, at the September 17 2021 council meeting the following motion was passed: THAT Council return the matter involving per diems and revocation and replacement of By-Law 10 to the Finance, Property & Administration Committee for further consideration.

COMMITTEE DISCUSSION OCTOBER 28, 2021:

On October 28th the FPA Committee considered Council’s comments, the previous analysis and recommendations and new information provided by staff and Committee members. It is important to note that the FPA Committee terms of reference state that the Committee shall study and make recommendations to Council or Executive Committee on matters including but not limited to disbursements of the funds of the

NOVEMBER 18 2021

2

College, Council allowances, financial implications of proposed changes to the College’s policies and programs.

The Committee considered further information about the current by-laws that are structured based on an in-person meeting expectation. That means the length of a day (and therefore a half-day) is inclusive of travel time to the College. A four-hour meeting pre-COVID allows for a full day claim because most members have travel time (including those in the GTA) that is likely equivalent to 2 hours of travel or more for a meeting at the College premises. In a virtual environment, a 4-hour meeting does not involve travel time and adds predictability to the end time of the meeting and the ability for members to plan, if they wish, other professional activities during that same day.

The recommendations for an amended by-law must be developed based on more commonly held virtual meetings (video or phone call). Adjusting per diems on a quarter day basis accounts for the absence of travel time in virtual meetings.

The FPA Committee is not altering its recommendation to Council based on the previous analysis and provided further clarification on issues that were not fully understood in September.

ANALYSIS: Staff reviewed the following as part of this analysis:

Per Diem By-laws - Review Council member per diem by-law and bring forward recommendations as part of the Council motion.

The per diem partially compensates for lost opportunity to earn income for practicing members. Finance staff looked at the current per diem rates to determine if the rates were competitive and reasonable. It is important to note that this is a comparison to gauge whether the hourly/per diem rates are appropriate.

Role Full Day Rate ($)

Hourly ($) [based on 8 hours]

President 1,700 212.50 Chair 1,375 171.88 Member 1,150 143.75

The full day rates for each of the president, chair and member rates in the Fees By-laws 10.2.3, 10.2.5, 10.2.6, and 10.2.7 were extrapolated over the number of working business days in a calendar year (251), to estimate an annual salary for comparison to market. The conclusion from the analysis showed the extrapolated annual salary range would be $290K-426K when compared to an average salary of

NOVEMBER 18 2021

3

a clinical dentist (including specialists) in Ontario of $326K1, thus confirming the College per diem rate’s reasonability. The full day member rate is $1,150, dividing the full day rate over only 4 hours would equate to $287.50/hour when comparing this to the hourly per diem rate for physicians at CPSO of $174.002. Benchmarking against other Ontario health regulators was another important analysis tool considered during the process. Finance staff compiled a list of questions that were used to compare our per diem structure to others. The questions asked were as follows:

1. What is the format of the rate? Hourly? Daily? ¼ day, ½ day, ¾ day, full day?

Please provide the rates paid if possible along with the format. 2. Do you pay a different rate depending on their role? For example (chair,

president, member rate, etc.)? If so, can you share these as well? 3. Do you pay prep time? Is it restricted to certain committees? Which ones and

how much time is paid? 4. Do you have an annual stipend for the president? If yes, what does it cover? 5. Do you pay council/committee members to attend professional development

courses; does this include both their time and the course fees? 6. Is there a voluntary/public service component to the structure/determination of

the rates paid? 7. Do you differentiate between a working committee/council members vs. retired?

Please see Appendix A to view all the specific per diem analysis benchmarking results.

In summary, based on the other 12 health regulatory college’s only one college pays an hourly rate - the remaining colleges pay on either quarterly increments or half/full day increments. Most Colleges have a Chair/President and Member rate and all pay prep time in some capacity. Half of the Colleges have a president stipend, while the remaining do not. Most pay council/committee members to both attend a professional development course and for their time, however some only pay for the course.

Reimbursement for members of Council and/or Committees fall under both By-law 10 Remuneration of Members of Council and Committees and the Policy on Reimbursement of Expenses of Members of Council and its Committees and Working Groups. In consultation with external legal counsel, we have provided redlined versions of both documents for consideration; see Appendices B & E, respectively.

1 Dentist Average Salary in Canada 2021 ‐ The Complete Guide (salaryexplorer.com) 2 See Appendix A

NOVEMBER 18 2021

4

RECOMMENDATIONS:

1. By-law 10 Remuneration of Members of Council and Committees Recommendations:

After examination, it has been determined that at this time there are a number of recommended changes or adjustments to the Per Diem By-laws. See Appendix B for the redlined version of the current By-law 10 Remuneration of Members of Council and Committees wording which takes into consideration the identified items below as well as updating language to remove the use of pronouns such as he/she or other minor inconsistencies identified. a) 10.1.1 Definitions

Update the definitions to add an additional category of “three quarter day” and

adjust the meeting attendance timing for each category accordingly. In addition, update the definition of “expense(s)” to recognize the principal residence or office in Ontario as the reimbursable location for in person meetings and add a definition of what a meeting is, including attendance via telephone, virtual or in-person.

Approving the changes to have four quarterly increments is fiscally practical and allows for more clarity and ease of determination of claims for per diems. This structure of per diem reimbursement also means the member will always receive a per diem based on the higher end of the time range by definition. For example, if a meeting is scheduled for 3 hours, the member will be paid as if the meeting was 4 hours as per the definition of a half day. Impact: Under the new structure, the full day rate would be applicable after 6 hours (instead of current 4 hours). This would result in a 25% reduction in paid time, for only meetings that fall between 4-6 hours but scheduled for less. This is not a 25% reduction in total Council/committee member compensation. The reason is that most meetings at the College are already pre-scheduled for less than 4 hours or more than 6 hours, so most meetings will not be impacted by this change. As a reminder, meetings are always paid at the greater of the scheduled time or the actual time spent in the meeting, and therefore only a small fraction of meetings that were scheduled for 4 hours or less, but ran over less than 2 hours, would be adjusted. The addition of the 3/4 quarter day rate seems reasonable and prudent. It also means members would more clearly understand the ranges for which a

NOVEMBER 18 2021

5

meeting attended is paid. Lastly, adding this quarterly increment will be more consistent with the structure at the other Ontario regulators.

Updating the “expense” or “expenses”, definition to include ‘principal Ontario’

residence or office ensures reasonability that as the Ontario provincial regulator reimbursement of time and travel related expenses are predictable and reasonable.

Defining a meeting is crucial to ensure members are reimbursed for their time

regardless of how they attend the meeting, whether it be in person or virtual.

b) By-law 10.2.3, 10.2.5, 10.2.6, 10.2.7 Prescribed Rates. Prescribe in by-law only the full day rate for the President, Chair and Council,

committee member, respectively that would be pro-rated by the respective quarterly increment for the meeting attended as provided for in the definitions in By-law 10.1.1. Making this adjustment will improve clarity and simplification in the per diem process for individuals participating on Council or committees. Although this change will slightly reduce the current applicable rates for the quarter and half day rates, it is more appropriate to have a single prescribed rate for ease of adjustment in the future and discontinue the disparity in the calculation. A chart has been provided for transparency and clarity to show the effect of the changes. As a reminder, the per diem will always be paid at the greater of either the time scheduled or the actual time spent in a meeting. See Appendix D for more details.

It was considered appropriate to implement these changes for the next Council, to be formed in January 2023.

c) By-law 10.3.1 Minimum length of time

It is recommended that a minimum amount of time of 15 minutes be required

to claim a quarter day per diem.

d) Teleconference Meetings, Section 10.4 of the College By-laws, be revoked. Section 10.4 was originally created several years ago to address

compensation for teleconference meetings, which were then rare and not part of normal business and meeting procedures. However, in consideration of how well virtual meetings have proceeded during the pandemic, and the reasonability of continuing this way, virtual meetings are now commonplace and have been incorporated into the definition of a meeting as provided for in Appendix B & C.

NOVEMBER 18 2021

6

Motion that will be required:

Recommendation: That Council revoke By-law No. 10 and substitute a new By-law No. 10 as shown in Appendix C, effective 12:01 a.m. of the day of the first regular Council meeting held on or after January 1, 2023.

e) Record of start time and end time of meeting The College should consider the practice of recording the start and end time

of a meeting. The Chair, or appropriate designated person, of each committee or panel meeting will identify the start and completion time of that meeting to assist in determining the appropriate per diem applicable to that meeting. This ensures consistency between members of the per diem claims for each attended meeting.

Committee members will be paid for the greater of their time actually spent in the meeting or the scheduled time. The FPA Committee recommends this practice be added to Council policies and implemented in collaboration with the senior management team.

2. Policy on Reimbursement of Expenses of Members of Council and its

Committees and Working Groups

Along with the changes to By-law 10, consistency with the language in the reimbursement policy is required as well. The redlined version of the changes in the policy is in Appendix E. Motion that will be required:

Recommendation: That Council revoke the Expense Policy and substitute a new Expense Policy as shown in Appendix F, effective 12:01 a.m. of the day of the first regular Council meeting held on or after January 1, 2023.

NEXT STEPS:

Revoke the existing Bylaw 10 to be replaced by the amended By-law 10

Publish revised Member expense policy

NOVEMBER 18 2021

7

DECISIONS FOR COUNCIL: The FPA Committee is recommending Council consider and approve the following motions:

1. That Council revoke By-law No. 10 Remuneration of Members of Council and Committees and substitute a new By-law No. 10 as shown in Appendix C, effective 12:01 a.m. of the day of the first regular Council meeting held on or after January 1, 2023.

2. That Council revoke the Expense Policy and substitute a new Expense Policy as shown in Appendix F, effective 12:01 a.m. of the day of the first regular Council meeting held on or after January 1, 2023.

CONTACT:

Ben Lin, Chair, FPA Committee

Dan Faulkner, [email protected]



Attachments:

Appendix A – Per Diem Analysis - Benchmarking Research

Appendix B – Redlined By-law 10 Remuneration of Members of Council and Committees

Appendix C – Clean Amended By-law 10 Remuneration of Members of Council and Committees

Appendix D – Comparison Chart – Per Diem Rates and Definition of Time

Appendix E – Redlined Policy on Reimbursement of Expenses of Members of Council and its Committees and Working Groups

Appendix F – Clean Amended Policy on Reimbursement of Expenses of Members of Council and its Committees and Working Groups

Questions Asked RCDSO CPSO Pharmacists Chiropractors Dietitians Psychologists

Format of Rate? Hourly? Daily?

1/4 day, 1/2 day, 3/4 day, full

day?

Full day, 1/2 day, 1/4 day ‐ rates vary

depending on role, i.e. President,

Chair and Member

$174/hour$260 for full day, $130 for

half day

$400 for full day (>3hrs), $200 for half

day (<3hrs)

$300/day ‐ Chair/President;

$225/day ‐ VP; $200/day ‐

Member


day (7.5 hours)

Members can’t charge for the

first 29 minutes, but after that

it goes up in increments. For

members, the maximum rate

is $200 per day, so a ¼ day

would be $50 and so on; the

same applies for Chairs, who

can charge a maximum rate of

$300 per day (so a ¼ day

would be $60 etc.)

$325‐Attendance at meetings per diems

or honorariums are paid as follows:

a. meetings scheduled for 4 hours or

less ‐ half day per diem

b. meetings scheduled for greater than

4 hours ‐ full day per diem

Teleconference per diems or

honorariums are paid in quarter day

increments for each teleconference

scheduled as follows:

a. up to 30 minutes ‐ no per diem

b. greater than 30 minutes to 2 hours ‐

quarter day per diem

c. greater than 2 hours to 4 hours ‐ half

day per diem

d. greater than 4 hours to 6 hours ‐

three quarters of day per diem

e. greater than 6 hours ‐ full day per

diem

Different rate for role? (e.g. chair,

president, member)Yes, President, Chair and Member Not for the last 3 years No Only for prep time rates

Yes, Chair/President, VP and

MemberNo

Do you pay prep time?No, with exception of the ICRC

CommitteeYes, at the same rate above

Yes, apply similar rules to

the Health Board

Secretariat

Yes, full day $350 (Chair); $200 (other),

half day $175 (Chair); $100 (other)

Everyone receives $150/day

max for prep; format is 1/4

day, 1/2 day, 3/4 day, full day

Preparation time can be

charged to a maximum of

$150/day for members and

Chairs, and the breakdown is

in quarters as well ($37.50 for

a ¼ day etc.)

Only for ICRC and Discipline Committees

Per Diem Analysis

Benchmarking Research


Per Diem Analysis


Do you have an annual stipend

for the president?Yes Yes No

Yes, payable no later than one year

after the date the president takes

office, or pro‐rated if terms is less than

1 year

No

If yes, what does it cover?

• Pre‐scheduled agenda setting,

debriefing and dry run meetings for

Council and Executive meetings

• General staff meetings (four

annually)

• Casual, informal meetings with CPSO

staff, including CEO/Registrar

• Scheduled government relations

meetings (e.g. Premier, Ministers,

MLAs, staff)

• Alternate Dispute Resolution huddle

(as an orientation activity)

• Media training

• Preparation and review of

presidential submissions for Dialogue

• Preparation and review of CPSO

correspondence that requires the

President’s signature

• Review and sign‐off of financial

authorizations within the President’s

responsibility

• Ad hoc phone calls and in person

conversations with Council members

(at office or home)

• Miscellaneous regular mail and email

correspondence (at office or home)

• Miscellaneous phone calls (at office

h )

N/A

The president’s annual stipend in

addition to any additional meeting and

preparation per diems claimed by the

president. The annual stipend is more

meant to reflect the additional duties

and work performed by the president

that don’t necessarily get reflected in

meeting and preparation per diems.

N/A


Per Diem Analysis


Do you pay for members to

attend PD courses for both their

time and the course?

Ad hoc with Exec approval Yes, bothYes, if directed by the

College

Yes, permission required from

President and Registrar

Yes, but they can only charge

$200/day max (member rate),

even if they are the President

or VP

Just the course

Is there a voluntary/public service

component to the structure of the

rates paid?

No No

Daily rate is below their

market value whereas

pharmacy technician

members they are

generally being paid less

so the daily rate is above

market

No No No

Do you differentiate between

working committee/council

member vs. retired?

No No No No No No

Questions Asked

Format of Rate? Hourly? Daily?


day?

Different rate for role? (e.g. chair,

president, member)

Do you pay prep time?

Per Diem Analysis


Massage

Therapists

Audiologists & Speech‐

Language PathologistsMidwives

Dental

HygienistsOptometrists Physiotherapists Teachers

Full day (greater than

3 hours)

[President/Chair =

$375; Member =

$275] or 1/2 day (3

hours or less). Full

day = 7 hours

Pay 1/4 day rates, full day

rates are divided by the

respective 1/4 for

particpation

Chair/President = $400 full

day; VP = $350 full day;

Member = $300 full day


day. Professional members

$320/day or $382/day for

Chair. Non‐appointed public

members are paid at the HBS

rate.

Half day/Full day

President ‐ $431.20

full day; VP/Chair ‐

$385.00 full day;

Member ‐ $308 full

day Half

Day rate = full day

divided by 2

$187.50 flat for

first 2 hours,

$150/hour for any

additional hour or

part of

Full day Committee

member rate full day

chair/President rate (for

meetings more than 3

hours long). Partial‐day

meetings rate (for

meetings of 0.5 to 3

hours, half hour

increments apply).

President/Chair and

Member

President (public) but VP

acting as President would get

this rate, VP, Chair (same rate

as President), Member

Chair and MemberPresident,

VP/Chair, Member

Chair receives

$262.50 flat for

first 2 hours,

$150/hour for any

additional hour or

part of

Chair/President and

member

Yes, pro‐rated hourly

basis, based on 7

hour day at the

Member rate. Max of

1 day prep for each

full day meeting.

Yes

Yes, no restriction on which

committee. Time is determined

at the end of the meeting and

often equal to the meeting

time. Special working groups

don't have prep time.

Yes, no restrictions,

1/4 day = $25; 1/2

day = $50; 1 day =

$100

Prep time non‐

billable for first 2

hours; $150/hour

for any additional

hour or part of

Pay for prep (maximum

prep time = meeting

time). Paid on an hourly

basis at an hourly rate.

Prep time equals the

meeting time.

Questions Asked

Per Diem Analysis


Do you have an annual stipend

for the president?

If yes, what does it cover?

Massage

Therapists



Dental


NoNo, president is a public

memberYes, $30K No Yes Not anymore (used to)

Up until February 1st of this

year, the Chair of our Council

was considered a full‐time

position with annualized salary.

The College is currently

migrating to a new governance

structure where the Chair of

Council will be a part time

position. If the position is

occupied by a member of the

profession, the College will cover

the costs of a supply teacher. If

the individual is a layperson, the

College will provide

compensation consistent with

Management Board Guidelines

of $225 per day.

N/A N/A

Covers all their work with the

College, with the exception of

extra working groups.

N/A

Time commitment

of an average of 6

hours per week.

Still paid for

meeting

attendance.

N/A

Questions Asked

Per Diem Analysis


Do you pay for members to

attend PD courses for both their

time and the course?

Is there a voluntary/public service

component to the structure of the

rates paid?

Do you differentiate between

working committee/council

member vs. retired?

Massage

Therapists



Dental


Yes

Yes, Council Coordinator and

Registrar work on an annual

training plan for council

members

Yes, if approved Yes Just the course

No No No

Yes ‐ worked in the

flat (lump sum)

portion

No

No No No

Retired members

of the profession

are not appointed

to committees

No

10 REMUNERATION OF MEMBERS OF COUNCIL AND COMMITTEES

10.1 General

10.1.1 Definitions

In this by-law, a “full day” means a period of time, including time permitted for travel, that is greatermore than or equal tosix (6) hours; a “three-quarter day” means a period of time, including time permitted for travel, that is more than four (4) hours but is not more than six (6) hours; a “half day” means a period of time, including time permitted for travel, that is greatermore than or equal to two (2) hours but is lessnot more than four (4) hours; a “quarter day” means a period of time, including time permitted for travel, that is lessnot more than two (2) hours; and an “expense” or “expenses” include, but are not limited to, costs associated with travel to and from a person’s homeprincipal residence in Ontario or dental office in Ontario and a meeting destination, as well as accommodation, meals, gratuities, and local travel during the period of time necessary to conduct College businessattend a meeting; and a “meeting” means an in-person, telephone, or virtual meeting of Council or a committee, and an in-person, telephone, or virtual attendance for College business authorized or approved by Council, the Executive Committee, the President, or the Registrar, and includes hearings of a panel of a committee.

10.1.2 Application to public members of Council

The articles of this by-law related to the payment of allowances and the reimbursement of expenses do not apply to public members of Council, but do apply to other members of Council and members of the College.

10.1.3 Other allowances and expenses

Where a person requests the payment of allowances or the reimbursement of expenses not provided for in thesethis by-lawslaw, the Executive Committee shall determine whether the requested amounts shall be paid.

10.2 Allowances and Per Diems

10.2.1 Revoked (November 17, 2020; effective December 31, 2020)

10.2.2 President’s annual allowance

The President shall be paid an annual allowance of $50,00050,000.00 in addition to any specific per diems provided for in this by-law, in recognition of the responsibilities undertaken by the President on behalf of the Council and College.

10.2.3 President’s per diem

The President shall receive a per diem in the following amounts for attendances respecting the affairs of the College set out in this by-law:of $1,700.00 for a full day or the pro-rated amount for a quarter day, half day, or three-quarter day for attending meetings.

Full Day $1700.00

Half Day $875.00

Quarter Day $465.00

10.2.4 Permitted attendancesPresident’s permitted meetings

The President shall receive a per diem in respect of all attendances for which he or she may reasonably be expected to attend as part of his or her dutiesfor attending meetings, including, but not limited to:

a. meetings of Council, the Executive Committee, or other committees;

b. meetings with senior staff of the College;

c. Ontario Dental Association Local Society meetings;

d. conferences and meetings of the Canadian Dental Association or Ontario Dental Association;

e. other federal or provincial-level meetings and conferences to which the President is invited; and

f. graduation ceremonies of Ontario faculties or schools of dentistry; and

g. any other attendance for which prior approval has been received from the Executive Committee.

10.2.5 Chair per diem

A chair of a committee shall receive a per diem in the following amounts forof $1,375.00 for a full day or the pro-rated amount for a quarter day, half day, or three-quarter day for attending and presiding at a meeting of the committee:.

Full Day $1,375.00

Half Day $695.00

Quarter Day $365.00

10.2.6 Council, committee member per diem

Each member of Council and each member of a committee, other than the President or a chair of a committee, shall receive a per diem in the following amountsof $1,150.00 for attendance at a meeting of Council or a committee:a full day or the pro-rated amount for a quarter day, half day, or three-quarter day for attending meetings.

Full Day $1,150.00

Half Day $590.00

Quarter Day $300.00

10.2.7 Per diem for other attendancesRevoked

Each member of Council or member of the College, other than the President, shall receive a per diem in the following amounts for an attendance respecting the affairs of the College that was approved by the President, the Executive Committee, or Council, other than a meeting of Council or a committee:

Full Day $1,150.00

Half Day $590.00

Quarter Day $300.00

10.3 Allowances and Per Diems – Application and Limitations

10.3.1 Minimum length of time

No person shall receive a per diem for any meeting which amounts to less than fifteen (15) minutes, excluding time permitted for travel.

10.3.2 10.3.1 No more than a full day per diem

No more than one (1) full day per diem shall be paid to any person otherwise entitled to a per diem under this by-law for attendancesmeetings in a single calendar day, unless specifically provided for in this by-law or approved by the Finance, Property and Administration Committee.

10.3.3 10.3.2 Preparation time not included

Except for meetings of a panel of the Inquiries, Complaints and Reports Committee, preparation time shall not be included in determining whether a full day, half day or quarter dayany per diem is payable.

10.3.4 10.3.3 Additional per diem, ICRC preparation

In recognition of the extraordinary amount of preparation that may be spent for meetings of panels of the Inquiries, Complaints and Reports Committee, each member of such panel shall be eligible for up to two (2) additional full day per diems at the rate for non-chair committee members for each full day attendance at a meeting of the panel.

10.3.5 10.3.4 Additional per diem, Discipline Committee reasons

The member of a panel of the Discipline Committee responsible for preparing the draft reasons for decision of the panel shall be paid an additional per diem at the rate for non-chair committee members for the time actually spent to prepare the reasons, up to a maximum of two (2) full days per hearing.

10.3.6 10.3.5 Payment for expected meeting duration

Where a meeting or hearing is planned as a full day or half day duration or is reasonably expected to last a full day or half day, but the actual duration of thea meeting or hearing is less than a full day or half day, as applicablethe planned duration or reasonably expected duration as determined in advance of the meeting, any per diem payable under this by-law shall be paid at the rate for the planned or reasonably expected duration of the meeting or hearing.

10.3.7 10.3.6 Travel time included

InExcept as otherwise provided in this by-law, in determining whether a person’s attendance at a meeting, hearing, or other function was a full day, three-quarter day, half day, or quarter day in duration, the reasonable time the person actually spent in travelling from histhe person’s principal residence in Ontario or her home ordental office in Ontario to the meeting, hearing or other function shall be included.

10.3.8 10.3.7 Extended travel time

WhereExcept as otherwise provided in this by-law, where a person reasonably needed to travel on the day prior to or the day after the meeting, hearing or other function, the person shall be paid an additional full day, three-quarter day, half day, or quarter day per diem, as applicable, in respect of his or her the person’s extended travel time.

10.3.9 10.3.8 Cancellation

Where a member of a committee is requested to attend a meeting, hearing, or other function for which he or shethe member would be entitled to a per diem, but the meeting, hearing, or other function is cancelled with less than seven (7) days’ notice, the member shall be paid the per diem to which he or shethe member would have been entitled, provided that

a. the member would have earned professional income from the practice of dentistry but for his or herthe member’s arrangement to attend the meeting, hearing or other function,; and

b. he or shethe member made reasonable efforts to mitigate against the loss of income, but was unable to do so.

10.3.9.1 Sufficient notice for cancellation

Where a meeting is cancelled with seven (7) or more days’ notice, no per diem will be payable under this by-law.

10.3.1010.3.9 Partial mitigation

A member of a committee who is able to partially mitigate his or herthe member’s loss of professional income caused by the cancellation of a meeting, hearing or other function, shall be paid a pro-rated portion of the per-diem otherwise payable under this by-law.

10.4 Teleconference Meetings

10.4.1 No allowance, per diem for teleconferences

No allowance or per diem shall be paid for time spent in attending meetings held by teleconference except as provided for in this by-law.

10.4.2 Teleconference time accumulated

A person who attends a meeting by teleconference shall record the time spent in such meeting.

10.4.3 Anticipated or actual duration

A person recording time spent in a teleconference meeting may record the actual time spent in the meeting or the anticipated duration of the meeting provided in advance by the person responsible for organizing the meeting, whichever is greater.

10.4.4 Per diem for accumulated teleconference time

A person entitled to per diems under this by-law shall be paid a half day per diem at the rate applicable to his or her position for each period of three (3) hours spent in attendance at meetings by teleconference, and a pro-rated per diem for any residual amount of time less than three hours.

10.4.5 Timing

A person seeking payment under article 10.4.4 shall submit such request as soon as a period of three (3) hours spent in attendance at meetings by teleconference has been accumulated and no later than the end of the College’s fiscal year.

10.4 Revoked

10.5 Expenses – General

10.5.1 Expenses reimbursed

The College shall reimburse all persons carrying out business of the College approved by the President, Executive Committee, or Council for valid, allowable expenses incurred in carrying out such businessattending meetings, in accordance with the College’s expense policy. .

10.5.2 Other sources

The College shall not reimburse any expense for which reimbursement is available from other sources.

10.6 Claims Procedure

10.6.1 Claims submitted within thirty days

All claims for payment or reimbursement under thesethis by-lawslaw or the College’s expense policy shall be submitted to the College within thirty (30) days of the close of the meeting or other business of the College to which they relate.

10.6.2 Claims automatically adjusted

Any claim not permitted by this by-law or in excess of the allowable maximums set in thesethis by-lawslaw or the College’s expense policy shall be adjusted before processing for paymentbeing paid.

10.6.3 Disputed claims

TheExcept as otherwise provided in this by-law, the Finance, Property and Administration Committee shall decide any dispute regarding the allowances, per diems, or expenses payable under thesethis by-lawslaw or the College’s expense policy.

10 REMUNERATION OF MEMBERS OF COUNCIL AND COMMITTEES

10.1 General

10.1.1 Definitions

In this by-law, a “full day” means a period of time, including time permitted for travel, that is more than six (6) hours; a “three-quarter day” means a period of time, including time permitted for travel, that is more than four (4) hours but is not more than six (6) hours; a “half day” means a period of time, including time permitted for travel, that is more than two (2) hours but is not more than four (4) hours; a “quarter day” means a period of time, including time permitted for travel, that is not more than two (2) hours; an “expense” or “expenses” include, but are not limited to, costs associated with travel to and from a person’s principal residence in Ontario or dental office in Ontario and a meeting destination as well as accommodation, meals, gratuities, and local travel during the period of time necessary to attend a meeting; and a “meeting” means an in-person, telephone, or virtual meeting of Council or a committee, and an in-person, telephone, or virtual attendance for College business authorized or approved by Council, the Executive Committee, the President, or the Registrar, and includes hearings of a panel of a committee.

10.1.2 Application to public members of Council

The articles of this by-law related to the payment of allowances and the reimbursement of expenses do not apply to public members of Council but do apply to other members of Council and members of the College.

10.1.3 Other allowances and expenses

Where a person requests the payment of allowances or the reimbursement of expenses not provided for in this by-law, the Executive Committee shall determine whether the requested amounts shall be paid.

10.2 Allowances and Per Diems

10.2.1 Revoked (November 17, 2020; effective December 31, 2020)

10.2.2 President’s annual allowance

The President shall be paid an annual allowance of $50,000.00 in addition to any specific per diems provided for in this by-law, in recognition of the responsibilities undertaken by the President on behalf of the Council and College.

10.2.3 President’s per diem

The President shall receive a per diem of $1,700.00 for a full day or the pro-rated amount for a quarter day, half day, or three-quarter day for attending meetings.

10.2.4 President’s permitted meetings

The President shall receive a per diem for attending meetings, including, but not limited to:

a. meetings of Council, the Executive Committee, or other committees;

b. meetings with senior staff of the College;

c. Ontario Dental Association Local Society meetings;

d. conferences and meetings of the Canadian Dental Association or Ontario Dental Association;

e. other federal or provincial-level meetings and conferences to which the President is invited; and

f. graduation ceremonies of Ontario faculties or schools of dentistry.

10.2.5 Chair per diem

A chair of a committee shall receive a per diem of $1,375.00 for a full day or the pro-rated amount for a quarter day, half day, or three-quarter day for attending and presiding at a meeting of the committee.

10.2.6 Council, committee member per diem

Each member of Council and each member of a committee, other than the President or a chair of a committee, shall receive a per diem of $1,150.00 for a full day or the pro-rated amount for a quarter day, half day, or three-quarter day for attending meetings.

10.2.7 Revoked

10.3 Allowances and Per Diems – Application and Limitations

10.3.1 Minimum length of time

No person shall receive a per diem for any meeting which amounts to less than fifteen (15) minutes, excluding time permitted for travel.

10.3.2 No more than a full day per diem

No more than one (1) full day per diem shall be paid to any person otherwise entitled to a per diem under this by-law for meetings in a single calendar day, unless specifically provided for in this by-law or approved by the Finance, Property and Administration Committee.

10.3.3 Preparation time not included

Except for meetings of a panel of the Inquiries, Complaints and Reports Committee, preparation time shall not be included in determining whether any per diem is payable.

10.3.4 Additional per diem, ICRC preparation

In recognition of the extraordinary amount of preparation that may be spent for meetings of panels of the Inquiries, Complaints and Reports Committee, each member of such panel shall be eligible for up to two (2) additional full day per diems at the rate for non-chair committee members for each full day attendance at a meeting of the panel.

10.3.5 Additional per diem, Discipline Committee reasons

The member of a panel of the Discipline Committee responsible for preparing the draft reasons for decision of the panel shall be paid an additional per diem at the rate for non-chair committee members for the time actually spent to prepare the reasons, up to a maximum of two (2) full days per hearing.

10.3.6 Payment for expected meeting duration

Where the actual duration of a meeting is less than the planned duration or reasonably expected duration as determined in advance of the meeting, any per diem payable under this by-law shall be paid at the rate for the planned or reasonably expected duration of the meeting.

10.3.7 Travel time included

Except as otherwise provided in this by-law, in determining whether a person’s attendance at a meeting was a full day, three-quarter day, half day, or quarter day in duration, the reasonable time the person actually spent in travelling from the person’s principal residence in Ontario or dental office in Ontario to the meeting shall be included.

10.3.8 Extended travel time

Except as otherwise provided in this by-law, where a person reasonably needed to travel on the day prior to or the day after the meeting, the person shall be paid an additional full day, three-quarter day, half day, or quarter day per diem, as applicable, in respect of the person’s extended travel time.

10.3.9 Cancellation

Where a member of a committee is requested to attend a meeting for which the member would be entitled to a per diem but the meeting is cancelled with less than seven (7) days’ notice, the member shall be paid the per diem to which the member would have been entitled, provided that

a. the member would have earned professional income from the practice of dentistry but for the member’s arrangement to attend the meeting; and

b. the member made reasonable efforts to mitigate against the loss of income, but was unable to do so.

10.3.9.1 Sufficient notice of cancellation

Where a meeting is cancelled with seven (7) or more days’ notice, no per diem will be payable under this by-law.

10.3.10 Partial mitigation

A member of a committee who is able to partially mitigate the member’s loss of professional income caused by the cancellation of a meeting shall be paid a pro-rated portion of the per-diem otherwise payable under this by-law.

10.4 Revoked

10.5 Expenses – General

10.5.1 Expenses reimbursed

The College shall reimburse all persons for valid allowable expenses incurred in attending meetings, in accordance with the College’s expense policy.

10.5.2 Other sources

The College shall not reimburse any expense for which reimbursement is available from other sources.

10.6 Claims Procedure

10.6.1 Claims submitted within thirty days

All claims for payment or reimbursement under this by-law or the College’s expense policy shall be submitted to the College within thirty (30) days of the close of the meeting to which they relate.

10.6.2 Claims automatically adjusted

Any claim not permitted by this by-law or in excess of the allowable maximums set in this by-law or the College’s expense policy shall be adjusted before being paid.

10.6.3 Disputed claims

Except as otherwise provided in this by-law, the Finance, Property and Administration Committee shall decide any dispute regarding the allowances, per diems, or expenses payable under this by-law or the College’s expense policy.

Comparison Chart ‐ Per Diem Rates and Definition of Time

Effective 2023

By‐law 10.1.1 ‐ DefinitionsDefinition of Time New Current

Full Day >6 hours >4 hours

3/4 Day 6<>4 hours N/A

Half Day 4<>2 hours 4<>2 hours

Quarter Day <2 hours <2 hours

By‐law 10.2.3 ‐ President's per diemPresident New Current Change %Change

Full Day 1,700.00 1,700.00 ‐

3/4 Day 1,275.00 1,700.00 (425.00) ‐25% *

Half Day 850.00 875.00 (25.00) ‐3%

Quarter Day 425.00 465.00 (40.00) ‐9%

By‐law 10.2.5 ‐ Chair per diemChair New Current Change %Change

Full Day 1,375.00 1,375.00 ‐

3/4 Day 1,031.25 1,375.00 (343.75) ‐25% *

Half Day 687.50 695.00 (7.50) ‐1%

Quarter Day 343.75 365.00 (21.25) ‐6%

By‐law 10.2.6 ‐ Council, committee member per diemMember New Current Change %Change

Full Day 1,150.00 1,150.00 ‐

3/4 Day 862.50 1,150.00 (287.50) ‐25% *

Half Day 575.00 590.00 (15.00) ‐3%

Quarter Day 287.50 300.00 (12.50) ‐4%

In the present structure, per diems are paid at the full day rate for any meeting that is over 4

hours. This means if a meeting ran for 4 hours and 5 minutes, the full day per diem is paid. This

is equivalent to what another member would be paid for a meeting that was a full 8 hours.

Under the new structure, the full day rate would only be reached after more than 6 hours was

achieved (scheduled or actual).

Scheduled

Per Diem

Actual Per

Diem

Scheduled

Per Diem

Actual Per

Diem

300.00 300.00 287.50 287.50

590.00 590.00 575.00 575.00

590.00 1,150.00 575.00 862.50

590.00 1,150.00 575.00 1,150.00

1,150.00 1,150.00 862.50 862.50 Meeting is scheduled from 9am‐3pm (6 hours). Meeting actually runs 4 hours

When looking at the new structure it appears to be a 25% reduction in paid time for meetings

that are over 4 hours, but most meetings at the College are typically scheduled for half day or

full day (in excess of 6 hours) already. As a reminder, meetings are always paid at the greater of

the scheduled time or the actual time spent in the meeting, and therefore only a small fraction

would be adjusted. The addition of a 3/4 day rate is considered reasonable and prudent.

An additional change relates to simplifying the per diem rate calculations. Over the past several

years, with the application of the cost of living (COLA) adjustment that was rounded to the

nearest $5, it has resulted in the prescribed per diem category rates being off kilter. It is

proposed to change the calculation of the various prescribed per diems rates by using a single

full day rate and dividing it appropriately. This will ease the determination of the applicable rate

for attendance at a meeting. This change in the rate to use the pro‐rated calculation versus

prescribed rates for each definition of time results in a small change in per diem.

Current Model New Model

Meeting is scheduled from 9am‐12pm (3 hours). Meeting actually runs 3 hours

Meeting is scheduled from 9am‐12pm (3 hours). Meeting actually runs 6.5 hours

Meeting is scheduled from 9am‐1:00pm (4 hours). Meeting actually runs 4.25 hours

Meeting is scheduled from 9am‐11am (2 hours). Meeting actually runs 1 hour

Examples of Meeting Per Diem Calculations

RCDSO Governing Policies, effective September 10, 2018[Insert new date] 1

College Policy:

Policy on Reimbursement of Expenses of Members of Council and its Committees and Working Groups In this policy, a “meeting” means an in‐person, telephone, or virtual meeting of Council or a committee, and an in‐person, telephone, or virtual attendance for College business authorized or approved by Council, the Executive Committee, the President, or the Registrar, and includes hearings of a panel of a committee. This policy applies to members of Council, its committees, and working groups doing business on behalf of the Collegewho attend meetings, other than members of Council who are appointed by the Lieutenant Governor in Council. The College shall reimburse all reasonably incurred expenses of individuals to whom this policy applies when carrying out official business of the Collegeattending meetings. Subject to the following, allowable expenses include travel to and from onea person's homeprincipal residence in Ontario or dental office, in Ontario and a meeting destination as well as accommodation, meals, gratuities, and local travel during the period of time reasonably necessary to conduct College businessattend a meeting. All claims for travel expenses must be supported with receipts to be included with the travel claim. If there are anyAny claims that fall outside of this policy, they need to must be brought forward to the Director, Finance and Operations for consideration.

Air

If the scheduled uninterrupted flying time of the most direct route to that destination is less than or equal to four and one‐half (4 ½) hours, economy class round trip transportation by the most direct route will be reimbursed. Wherever practical, advanced bookings and restricted tickets should be purchased. In the event that a reduced fare ticket was purchased and plans are changed that warrant the changing of flights, the change fees will be reimbursed. Pre‐seat selection within the class of ticket purchased will be reimbursed.

If the scheduled uninterrupted flying time of the most direct route to that destination is greater than four and one‐half (4 ½) hours, then business class round trip transportation by the most direct route will be reimbursed.

Reasonable ground transportation to and from the airport shall also be reimbursed.

Train

First class (Via 1) round trip transportation by the most direct route, plus transportation from homea person’s principal residence in Ontario or dental office in Ontario to and from railway station will be reimbursed.

Auto

Use of Personal Automobile: A a per kilometre allowance at the rate noted in Appendix A to this policy, but not to exceed the equivalent economy air fare plus ground transportation, without the approval of the Finance, Property and Administration Committee.

Parking expenses shall also be paid, excluding valet parking (unless it is more economical).

Public Transportation/Taxi Individuals shall attempt to use public transportation when available and practical. The difference in cost

between public transportation and taxi is quite significant. Actual cost for local transportation including


bus, subway, taxi, uber (or similar), etc. is reimbursable for business travel, subject to providing receipts for all expenses. Taxi receipts should include the date, to/from location, and amount.

Accommodation

The College shall reimburse for reasonable hotel accommodation required by the person to attend a meeting or other attendance.

No reimbursement of hotel accommodation expense shall be made where the person required to attend resides within fifty (50) kilometres of the place of attendance or meeting unless said person is required to attend on two (2) or more consecutive days. In the event a person is required to attend on two (2) or more consecutive days, that person may request and the College shall reimburse said person in accordance with the provisions herein, for hotel accommodation for that/those night(s) of accommodation between the consecutive days of attendances.

The determination for reasonable expense shall depend on the market where the accommodation is booked. The College will not reimburse for accommodations in Toronto beyond the maximum rate set out in Appendix A to this policy, unless there are extenuating circumstances that are to be noted on the original claim and considered by the finance department.

The College has corporate arrangements in Toronto with certain reasonably proximate hotels. A person having trouble securing Toronto area accommodation for less than the maximum amount set out in the appendixAppendix A should contact the College for information on corporate rates. For Council meeting the College always has a block of rooms booked at a preferred rate. Those attending Council meetings should contact the College for information on how to book the hotel at the preferred rate. It is strongly recommended that the preferred group rate hotel be used. Should a member choose to stay at a hotel other than the meeting hotel, RCDSO will NOT reimburse for more than the contracted group rate base rate.

Charges made while a guest is at the hotel which are of a personal nature, such as personal telephone calls, in‐house movies, purchases, laundry, food, and service other than in respect of meals (to which the meal policy provided hereinafter applies), shall not be reimbursed by the College.

Meals

The College shall reimburse persons entitled hereunder for monies actually spent for meals, including bar service (if any) and gratuities subject to the maximums set out in Appendix A of to this policy

The College shall not reimburse for bar bills exclusive of meals.

Maximums allowed per meal are for a given meal and not cumulative for the day. For example, a person could not claim both the lunch amount and the dinner amount on a single meal.

Gratuities

Gratuities, other than those applicable to meals, shall be reimbursed up to a maximum set out in Appendix A. Receipts are not required for gratuities claimed.

Telephone Charges

The College shall reimburse for the cost of local and long distance telephone charges related to College businessa meeting. (Dial direct and submit a copy of the long distance telephone bill with the expense requisition.)

Insurance

No claims for travel insurance will be reimbursed. The College carries travel accident insurance coverage for those travelling on its official business. The policy provides coverage for loss of life, disability, and out of province medical coverage. Complete details are available from the College office.


Procedure

All claims should be presented for processing at the College within thirty (30) days from the close of the meeting or other official business of the College. Claims in excess of the above allowances will be adjusted before processingbeing paid. An individual who feels that claims above the maximums set out in this policy are justified may appeal the amount reimbursed to the Finance, Property and Administration committeeCommittee whose decision shall be final.

APPENDIX A

Per km Travel Allowance $0.55 for the first 5000 km in a calendar year; $0.49 thereafter

Meal Maximums, including tax and tip Breakfast $15 Lunch $25 Supper $50

Toronto Area Hotel Maximum $350 excluding taxes and fees

Daily Gratuities (No Receipts Required) $10.00/day

Non‐Reimbursable Items

Personal items and entertainment.

Personal credit card dues or late payment fees.

Laundry/dry‐cleaning, subject to events or circumstances beyond the memberperson's control.

Fines or penalties for parking and traffic violations.

Loss of or damage to an individual's personal vehicle or property while on College businessat a meeting.

Expenses incurred on behalf of family or friends.

Expenses older than six (6) months unless supported by the original receipts and approved by the registrarRegistrar and/or director, financeDirector, Finance and operationsOperations.

Valet parking (unless it is more economical).

Additional cost for excess of more than one personal check in baggage.

Flowers, gifts, or vouchers.

Any other miscellaneous items which are not for business use.

RCDSO Governing Policies, effective [Insert new date] 1

College Policy:

Policy on Reimbursement of Expenses of Members of Council and its Committees and Working Groups In this policy, a “meeting” means an in‐person, telephone, or virtual meeting of Council or a committee, and an in‐person, telephone, or virtual attendance for College business authorized or approved by Council, the Executive Committee, the President, or the Registrar, and includes hearings of a panel of a committee. This policy applies to members of Council, its committees, and working groups who attend meetings, other than members of Council who are appointed by the Lieutenant Governor in Council. The College shall reimburse all reasonably incurred expenses of individuals to whom this policy applies when attending meetings. Subject to the following, allowable expenses include travel to and from a person's principal residence in Ontario or dental office in Ontario and a meeting destination as well as accommodation, meals, gratuities, and local travel during the period of time reasonably necessary to attend a meeting. All claims for travel expenses must be supported with receipts to be included with the travel claim. Any claims that fall outside of this policy must be brought forward to the Director, Finance and Operations for consideration.

Air

If the scheduled uninterrupted flying time of the most direct route to that destination is less than or equal to four and one‐half (4 ½) hours, economy class round trip transportation by the most direct route will be reimbursed. Wherever practical, advanced bookings and restricted tickets should be purchased. In the event that a reduced fare ticket was purchased and plans are changed that warrant the changing of flights, the change fees will be reimbursed. Pre‐seat selection within the class of ticket purchased will be reimbursed.

If the scheduled uninterrupted flying time of the most direct route to that destination is greater than four and one‐half (4 ½) hours, then business class round trip transportation by the most direct route will be reimbursed.

Reasonable ground transportation to and from the airport shall also be reimbursed.

Train

First class (Via 1) round trip transportation by the most direct route, plus transportation from a person’s principal residence in Ontario or dental office in Ontario to and from railway station will be reimbursed.

Auto

Use of Personal Automobile: a per kilometre allowance at the rate noted in Appendix A to this policy, but not to exceed the equivalent economy air fare plus ground transportation, without the approval of the Finance, Property and Administration Committee.

Parking expenses shall also be paid, excluding valet parking (unless it is more economical).

Public Transportation/Taxi Individuals shall attempt to use public transportation when available and practical. The difference in cost

between public transportation and taxi is quite significant. Actual cost for local transportation including bus, subway, taxi, uber (or similar), etc. is reimbursable for business travel, subject to providing receipts for all expenses. Taxi receipts should include the date, to/from location, and amount.

Accommodation


The College shall reimburse for reasonable hotel accommodation required by the person to attend a meeting.

No reimbursement of hotel accommodation expense shall be made where the person required to attend resides within fifty (50) kilometres of the place of attendance or meeting unless said person is required to attend on two (2) or more consecutive days. In the event a person is required to attend on two (2) or more consecutive days, that person may request and the College shall reimburse said person in accordance with the provisions herein, for hotel accommodation for that/those night(s) of accommodation between the consecutive days of attendances.

The determination for reasonable expense shall depend on the market where the accommodation is booked. The College will not reimburse for accommodations in Toronto beyond the maximum rate set out in Appendix A to this policy, unless there are extenuating circumstances that are to be noted on the original claim and considered by the finance department.

The College has corporate arrangements in Toronto with certain reasonably proximate hotels. A person having trouble securing Toronto area accommodation for less than the maximum amount set out in Appendix A should contact the College for information on corporate rates. For Council meeting the College always has a block of rooms booked at a preferred rate. Those attending Council meetings should contact the College for information on how to book the hotel at the preferred rate. It is strongly recommended that the preferred group rate hotel be used. Should a member choose to stay at a hotel other than the meeting hotel, RCDSO will NOT reimburse for more than the contracted group rate base rate.

Charges made while a guest is at the hotel which are of a personal nature, such as personal telephone calls, in‐house movies, purchases, laundry, food, and service other than in respect of meals (to which the meal policy provided hereinafter applies), shall not be reimbursed by the College.

Meals

The College shall reimburse persons entitled hereunder for monies actually spent for meals, including bar service (if any) and gratuities subject to the maximums set out in Appendix A of to this policy

The College shall not reimburse for bar bills exclusive of meals.

Maximums allowed per meal are for a given meal and not cumulative for the day. For example, a person could not claim both the lunch amount and the dinner amount on a single meal.

Gratuities

Gratuities, other than those applicable to meals, shall be reimbursed up to a maximum set out in Appendix A. Receipts are not required for gratuities claimed.

Telephone Charges

The College shall reimburse for the cost of local and long distance telephone charges related to a meeting. (Dial direct and submit a copy of the long distance telephone bill with the expense requisition.)

Insurance

No claims for travel insurance will be reimbursed. The College carries travel accident insurance coverage for those travelling on its official business. The policy provides coverage for loss of life, disability, and out of province medical coverage. Complete details are available from the College office.

Procedure

All claims should be presented for processing at the College within thirty (30) days from the close of the meeting. Claims in excess of the above allowances will be adjusted before being paid. An individual who feels that claims above the maximums set out in this policy are justified may appeal the amount reimbursed to the Finance, Property and Administration Committee whose decision shall be final.


APPENDIX A

Per km Travel Allowance $0.55 for the first 5000 km in a calendar year; $0.49 thereafter

Meal Maximums, including tax and tip Breakfast $15 Lunch $25 Supper $50

Toronto Area Hotel Maximum $350 excluding taxes and fees

Daily Gratuities (No Receipts Required) $10.00/day

Non‐Reimbursable Items

Personal items and entertainment.

Personal credit card dues or late payment fees.

Laundry/dry‐cleaning, subject to events or circumstances beyond the person's control.

Fines or penalties for parking and traffic violations.

Loss of or damage to an individual's personal vehicle or property while at a meeting.

Expenses incurred on behalf of family or friends.

Expenses older than six (6) months unless supported by the original receipts and approved by the Registrar and/or Director, Finance and Operations.

Valet parking (unless it is more economical).

Additional cost for excess of more than one personal check in baggage.

Flowers, gifts, or vouchers.

Any other miscellaneous items which are not for business use.

November 18, 2021

1

2022 BUDGET


TOPIC: 2022 Budget

FOR DECISION

ISSUE: Approval of 2022 Operating and Capital Budget

PUBLIC INTEREST:

This matter relates to funding the College’s 2022 operations and strategic priorities to support the public interest by putting patients first, while enforcing standards, and providing leadership and education to the dental profession.

BACKGROUND:

Each year a budget is prepared to fund the operations and business plan for the College. The budget includes both an operating and capital budget components.

The FPA Committee developed budget principles, which were communicated to budget holders in the development of their respective budget.

In May 2021, Council made the preliminary decision to hold fees flat for 2022, which was formally passed at the September 17, 2021 Council meeting. This placed additional pressure on the College in attempting to present a balanced budget.

ANALYSIS:

Operating Budget

The recommended Operating budget for 2022 is a deficit of $731,000. Appendix A provides several budget templates, including details on revenues

and expenses, and expenses by department. The primary reasons for this deficit are threefold:

1) The PLP loss provision budget has increased by almost $2 million – this must be budgeted adequately based on recent trends. The costs for this program are driven by external forces.

2) The PCRA budget increased to remove the large backlog in complaints. The number of panels and resulting costs has increased

November 18, 2021

2

dramatically, as this is an identified priority. This work is at the heart of our statutory mandate.

3) Holding the fees flat resulted in lost revenue of approximately $850,000 for 2022. If this had not been implemented the budget would be in a surplus position.

Priorities identified to support the Strategic Plan have been budgeted – the details are included in Appendix B.

More information be will shared at Council.

Capital Budget

The proposed capital budget is $2.099 million. Details are included in Appendix C.

Capital expenditures encompass major projects or investments, such as technology or infrastructure projects.

The 2022 capital budget is reduced from the 2020 budget, which was $2.74 million.

The largest expenditure is for the College case-management system, also known as CRM. The investment has been substantially reduced for 2022 as the system is operational and we are at the enhancement stage to continue to automate processes.

Other projects include a refresh of the College website, a rebuild of ePortfolio and replacement of old building components which require replacement.

Also included is a placeholder to continue to modernize the building at 6 Crescent Road and prepare for a hybrid workplace strategy. This is planned to take more than one year and additional details are required before this is finalized.

RISKS: Programs and service have taken a hit for 2022, as the deficit was reduced to

a manageable figure. To reduce this deficit further would result in a cut to service, programs, staff, and strategic priorities and reductions will each carry specific risks to the College and its regulatory requirements.

Reductions to reduce the deficit have come from the regulatory work of the College and it is clear these sacrifices are funding the malpractice insurance side (PLP).

The annual membership fee does not cover the full costs of PLP and must be adjusted in 2023.

The budget is very lean and there are no funds for contingency. There are always new challenges and priorities that arise during a year. It will be a challenge to fund unexpected issues not specifically budgeted.

November 18, 2021

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The College has experienced deficits since 2017. This is not sustainable and funding relies primarily on membership fees.

Staff turnover is rising and poses a risk as employees are much more mobile in a virtual work environment; retention must be a priority.

The Operating Reserve remains underfunded at only 25% of the required amount. Continued deficits will not allow this to be increased. This is not compliant with the CPMF nor the College’s Reserve Policy.

The way forward

While the deficit is high for all of the reasons stated, the College can fund a deficit in 2022 as long as we have a plan to move forward.

The plan will include a fee increase to fund the PLP program appropriately. Otherwise, the College will continue to experience deficits.

There is very little short-term room to reduce more regulatory program costs. Fees must be increased in 2023 to appropriately fund PLP. We can no longer put the regulatory side at risk to fund PLP.

The preliminary multi-year forecast illustrates a much larger deficit in 2023 without action. Note – the first draft of this document was reviewed by FPA on October 28, 2021.

NEXT STEPS:

Council to discuss and approve Publish the approved budget to budget holders Monitor 2022 results via variance reporting and forecasting Report quarterly results to FPA Develop a plan for 2023 to eliminate deficit budgeting, based on long-term

forecast and the financial requirements of the College

DECISIONS FOR COUNCIL:

The Finance, Property and Administration Committee reviewed the 2022 budget and unanimously recommended to Council the following motion:

THAT Council approve the 2022 Operating and Capital budgets as presented.

November 18, 2021

4

CONTACT:



Dan Faulkner, [email protected]

Attachments:

Appendix A – Operating Budget Schedules Appendix B – Investment in Strategic Priorities Appendix C – Capital Budget

RCDSO Budget 2022

SUMMARY REVENUE OVER EXPENSES2019 2020 Sept. 2021 2021 2022 INCR/DECR

ACTUAL ACTUAL ACTUAL BUDGET BUDGET OVER 2021 ‐ %

Total Revenues $31,008,346 $31,454,308 $32,909,687 $32,228,065 $33,042,625 3%

Office of the Registrar 3,330,827 2,982,542 2,167,001 2,942,637 2,952,045 0%

Professional Conduct Regulatory Affairs 7,977,595 7,820,845 6,461,876 8,204,627 8,855,876 8%

Facility Inspection Program 939,964 835,173 581,160 1,084,572 789,110 ‐27%

Finance & Administration 3,779,017 3,287,909 1,844,886 4,163,643 3,904,179 ‐6%

Information Technology 1,569,021 2,113,501 2,194,310 2,944,581 3,104,133 5%

Operations & Facilities Management 1,924,642 1,676,386 1,126,974 1,920,163 1,656,012 ‐14%

Human Resources 607,822 828,813 636,152 845,694 936,295 11%

Quality Assurance 1,642,627 1,700,633 1,250,834 1,740,737 1,711,926 ‐2%

Registration 719,405 699,255 495,895 664,575 657,752 ‐1%

Communications 893,504 947,035 711,117 962,472 967,338 1%

Professional Liability Program 8,041,331 8,609,667 6,818,737 6,177,181 8,187,002 33%

Corporate 52,000 100%

Total Expenses $31,425,755 $31,501,759 $24,288,941 $31,650,882 $33,773,669 7%

Excess (Deficiency) of Revenue over Expenses ($417,409) ($47,451) $8,620,746 $577,183 ($731,044)

DESCRIPTION

RCDSO Budget 2022

REVENUE BUDGET2019 2020 Sept. 2021 2021 2022 INCR/DECR


Application fees ‐ membership revenue 163,750 135,850 122,850 158,750 137,500 ‐13%

Registration fee ‐ membership revenue 65,200 51,000 45,450 63,500 55,000 ‐13%

Annual membership fee 24,340,640 25,656,660 26,458,640 26,525,680 26,857,000 1%

Semi‐annual membership fee 356,360 281,820 279,865 407,875 313,750 ‐23%

Quarterly membership fee 73,500 55,440 38,480 70,300 70,300 0%

Restricted certificates revenue 2,360 ‐100%

Name change‐certificate/card 3,650 5,875 3,150 0%

S&A facility permit fees 599,188 609,550 561,688 593,500 530,000 ‐11%

S&A individual authorization 198,863 198,450 182,138 245,550 189,750 ‐23%

S&A minimal authorizations 502,388 679,125 506,250 660,000 30%

S&A minimal inspections 600 43,750 ‐100%

CT scan facility permit fee ‐ new 30,033 167,592 53,408 34,000 34,850 3%

CT scan facility permit fee ‐ renew 110,442 118,950 102,667 113,200 124,400 10%

CT individual authorizations 17,575 97,475 14,625 118,200 708%

HPC ‐ new incorp 567,500 490,750 680,500 468,750 543,750 16%

HPC ‐ renew inc. 1,222,758 1,259,383 1,280,450 1,267,500 1,389,375 10%

Course registration fee 54,750 43,000 25,000 50,000 40,000 ‐20%

Late penalty fee 199,675 (52,500) 175,225 15,000 200,000 1233%

Letter of good standing 24,000 20,550 17,250 18,750 18,750 0%

Other miscellaneous 315,397 26,030 13,366 0%

IPAC cost recoveries 42,000 ‐100%

Hearing cost recoveries 449,649 49,000 108,000 90,000 72,000 ‐20%

Removal of public outcomes 2,500 1,500 1,000 500 100%

Legal cost recoveries (2,500) 9,520 7,500 100%

Monitoring cost recoveries 106,600 126,100 141,200 200,000 200,000 0%

Individual deductible 129,000 93,000 186,000 200,000 240,000 20%

Step‐up deductible 74,000 (10,000) 152,000 0%

Investment Income 1,920,891 1,618,489 1,531,839 1,096,725 1,240,000 13%

TOTAL 31,008,346 31,452,308 32,909,687 32,228,065 33,042,625 3%

DESCRIPTION

RCDSO Budget 2022

EXPENSE BUDGET2019 2020 Sept. 2021 2021 2022 INCR/DECR


Staffing Costs 16,327,665 16,993,610 12,722,252 17,178,474 17,723,426 3%

PLP Loss Provision 5,456,552 5,955,426 4,746,838 3,553,560 5,500,000 55%

Insurance & Brokerage 518,595 556,788 582,146 565,070 646,614 14%

Council & Committees 1,051,305 984,995 775,613 1,125,415 1,405,741 25%

Consulting & Professional Fees 2,744,391 2,864,540 1,840,510 2,435,370 2,551,700 5%

Administration 1,586,504 580,013 726,575 1,287,718 1,101,052 ‐14%

Amortization 1,088,313 1,044,821 1,009,983 2,364,400 1,860,300 ‐21%

Faculty Payments & Fees 452,497 404,010 349,524 502,483 470,900 ‐6%

Telecommunications & Technology 1,258,878 1,412,036 1,095,309 1,732,671 1,752,191 1%Operations & Facilities 941,054 705,519 440,191 905,721 761,745 ‐16%

Summary Totals 31,425,755 31,501,759 24,288,941 31,650,882 33,773,669 7%

STAFFING COSTS

Salaries and Benefits 15,571,693 16,332,832 12,114,442 16,167,114 16,813,755 4%

Contract Services 378,093 294,998 227,145 510,000 405,000 ‐21%

Temporary Services 138,295 109,549 178,683 172,850 157,350 ‐9%

Training ‐ Courses, Seminar, etc. 89,954 129,675 86,998 162,950 187,904 15%

Professional Memberships/Licences 106,277 101,211 96,168 119,160 121,467 2%

Corporate Functions 41,528 23,064 17,950 42,250 32,250 ‐24%Team Building 1,824 2,282 865 4,150 5,700 37%

Total Staffing Costs 16,327,665 16,993,610 12,722,252 17,178,474 17,723,426 3%

INSURANCE & BROKERAGE

Brokers 81,000 81,000 81,000 81,000 81,000 0%Insurance Premiums 437,595 475,788 501,146 484,070 565,614 17%

Total Insurance & Brokerage 518,595 556,788 582,146 565,070 646,614 14%

DESCRIPTION

RCDSO Budget 2022


ACTUAL ACTUAL ACTUAL BUDGET BUDGET OVER 2021 ‐ %DESCRIPTION

COUNCIL & COMMITTEES

Council Meetings 192,861 209,753 130,758 156,070 150,775 ‐3%

Council ‐ Working Committees 2,475 7,115 6,200 7,810 47,170 504%

Access to Care 8,945 0%

Pre‐hearing Presider 11,875 12,650 6,900 17,325 16,100 ‐7%

Executive Committee 46,870 35,194 21,194 30,375 20,330 ‐33%

Monitoring/Registration Committee 19,921 10,790 6,320 13,090 10,350 ‐21%

Complaints Committee ICRC 633,306 614,178 483,490 687,710 914,615 33%

Discipline Committee 50,980 27,915 69,842 83,575 132,775 59%

Fitness to Practice 4,140 2,750 ‐34%

QA Committee 18,400 25,820 21,175 38,055 33,075 ‐13%

Patient Relations/QA Committee Working Groups 27,610 6,175 5,736 41,425 16,100 ‐61%

Audit Committee 1,540 2,892 2,268 4,340 6,338 46%

FPA Committee 6,955 7,145 11,420 8,580 14,788 72%

Pension Committee 8,487 6,778 3,910 11,230 6,000 ‐47%

International Trade Committee 287 2,025 4,240 ‐100%

PLP Committee 16,000 16,564 6,400 17,450 17,325 ‐1%Practice Enhancement Tool 4,795 17,250 100%

Total Council & Committees 1,051,306 984,995 775,613 1,125,415 1,405,741 25%

CONSULTING & PROFESSIONAL FEES

Legal Professional Services 1,130,899 1,185,488 859,230 1,250,000 1,201,350 ‐4%

Court Reporter Professional Services 9,102 7,690 11,771 12,000 18,080 51%

Witness Professional Services 200 1,000 1,000 0%

Expert Professional Services 21,827 43,104 29,903 15,000 30,000 100%

Consultants Professional Services 1,517,943 1,545,362 912,033 1,099,870 1,244,507 13%

Translation Professional Services 17,614 57,267 30,059 21,000 21,750 4%Auditors 47,008 25,430 (2,486) 36,500 35,013 ‐4%

Total Consulting & Professional Fees 2,744,391 2,864,540 1,840,510 2,435,370 2,551,700 5%

RCDSO Budget 2022



ADMINISTRATION

Records ‐ Xray Reproductions 1,623 665 420 2,000 1,000 ‐50%

Media Monitoring ‐ Clipping Service 20,089 21,135 22,600 23,000 23,000 0%

Transportation 259,255 64,997 (495) 113,600 64,250 ‐43%

Meals & Accomodation 167,960 33,923 884 70,300 37,300 ‐47%

Catering 114,586 22,541 2,798 43,900 28,197 ‐36%

Room Rentals 19,193 1,287 9,500 7,000 ‐26%

Audio Equipment & Setup 40,298 9,606 16,250 8,250 ‐49%

Recruitment 17,362 93,110 58,046 55,600 60,000 8%

Subscription & Books 68,290 50,268 46,051 68,088 68,303 0%

Kitchen Supplies 21,464 6,005 16 13,000 8,000 ‐38%

Offsite Storage 31,110 27,467 19,813 38,380 34,428 ‐10%

Bank Service Charges 8,483 8,955 2,634 7,800 6,500 ‐17%

Payroll Charges 40,022 30,812 35,093 45,800 44,824 ‐2%

Credit Card Discounts 705,871 262,220 538,715 730,000 680,000 ‐7%Bad debt expense 70,000 (53,163) 50,000 30,000 ‐40%

Total Administration 1,585,605 579,829 726,575 1,287,218 1,101,052 ‐14%

AMORTIZATION

Gain/Loss on Capital Disposals 73,814 11,583 0%

Office Equipment 16,727 17,795 11,717 14,000 15,600 11%

Computer Equipment 159,704 132,114 72,368 138,200 164,800 19%

Furniture 76,221 78,229 56,799 73,900 75,600 2%

Building 178,999 142,640 105,293 109,700 143,000 30%

Capital Improvments 78,421 126,833 123,758 156,300 254,200 63%Computer Software/Development 504,427 547,210 628,466 1,872,300 1,207,100 ‐36%

Total Amortization 1,088,313 1,044,821 1,009,983 2,364,400 1,860,300 ‐21%

FACULTY PAYMENTS & FEESGrants 452,497 404,010 349,524 502,483 470,900 ‐6%

Total Faculty Payments & Fees 452,497 404,010 349,524 502,483 470,900 ‐6%

RCDSO Budget 2022



TELECOMMUNICATIONS & TECHNOLOGY

Internet / Data Centre Services 595,444 594,009 302,685 518,850 724,328 40%

Telephone / Fax 107,261 77,366 73,929 86,640 98,880 14%

Application Support & Maintenance 182,228 207,730 187,885 311,780 276,520 ‐11%

IT Service Agreements ‐ Software 307,470 424,712 467,951 686,178 511,460 ‐25%

IT Service Agreements ‐ Hardware 45,076 33,990 11,789 27,710 26,710 ‐4%

Security ‐ Cyber 7,385 62,938 48,173 84,910 103,558 22%Non Cap Computer accessories 14,013 11,291 2,896 16,603 10,735 ‐35%

Total Telecommunications & Technology 1,258,878 1,412,036 1,095,309 1,732,671 1,752,191 1%

OPERATIONS & FACILITIES

Printing 18,784 1,430 3,680 16,000 8,000 ‐50%

Photography Services 11,250 2,362 5,000 5,000 0%

Postage 73,206 24,392 13,211 60,000 25,000 ‐58%

Couriers 44,857 23,157 10,963 50,000 25,000 ‐50%

Stationery and Supplies 87,730 35,463 4,398 75,000 35,000 ‐53%

Photocopier Charges 43,911 11,865 (67) 17,500 100%

Equipment Rentals 70,119 70,798 65,367 85,000 62,500 ‐26%

Security Guard 80,000 100%

Equipment Service Agreements 1,441 1,492 1,441 ‐100%

Equipment Repairs 155 200 500 150%

Equipment Rentals 37,638 28,322 29,046 42,000 37,000 ‐12%

Building Cleaning 136,178 113,024 80,478 140,000 125,000 ‐11%

Repairs & Maintenance ‐ Grounds 4,535 2,872 2,242 7,500 5,000 ‐33%

Repairs & Maintenance ‐ Electrical 15,396 17,844 35 20,000 20,000 0%

Repairs & Maintenance ‐ Elevator 9,410 8,945 7,375 12,000 10,000 ‐17%

Repairs & Maintenance ‐ HVAC 40,783 33,292 21,292 45,000 40,000 ‐11%

Repairs & Maintenance ‐ Security 84,107 80,786 66,505 80,000 12,000 ‐85%

Repairs & Maintenance ‐ Structural 5,762 44,743 4,652 20,000 12,000 ‐40%

Garbage Removal 24,456 12,660 7,344 25,000 25,000 0%

Repairs & Maintenance ‐ Plumbing 10,000 100%

Hydro 106,811 71,525 31,704 65,000 58,000 ‐11%

RCDSO Budget 2022



OPERATIONS & FACILITIES (Continued)

Water 6,771 4,191 726 8,000 6,000 ‐25%

Gas 16,435 17,737 10,194 18,000 18,000 0%

Non Cap Furniture 31,061 25,170 2,107 15,000 15,000 0%

Non Cap Equipment 20,484 20,450 3,887 25,780 18,730 ‐27%

Plants & Plant Maintenance 5,022 4,448 2,935 4,800 4,600 ‐4%

Health & Safety 5,877 15,000 11,915 ‐21%

Ergonomics 14,908 20,000 20,000 0%

Property Taxes 44,752 48,918 49,840 50,000 50,000 0%Building Other 1,124 5,000 100%

Total Operations & Facilities 941,054 705,519 440,191 905,721 761,745 ‐16%


2022 Budget vs. 2021 Forecast vs. 2020‐2017 Year End ActualsFor the Twelve Months Ending

Budget Forecast December December December December

2022 2021 2020 2019 2018 2017

Revenue $ $ $ $ $ $

Registration and annual fees 31,023,875 30,696,438 29,551,883 27,731,883 24,915,620 24,203,446

Investment income 1,240,000 1,462,825 1,618,489 1,920,891 1,208,353 1,429,567

Professional liability program recoveries 240,000 369,000 72,757 203,000 226,262 226,552

Professional conduct recoveries 280,000 298,520 174,100 558,749 194,200 361,600

Other income 258,750 268,791 37,080 593,822 311,754 269,034

TOTAL REVENUES 33,042,625 33,095,575 31,454,308 31,008,346 26,856,189 26,490,199

ExpensesStaffing costs 17,723,426 17,578,990 16,993,610 16,327,665 14,378,401 13,228,527

Professional liability program provision 5,500,000 5,746,072 5,955,426 5,456,552 8,216,078 2,946,608

Consulting and professional fees 2,551,700 2,624,212 2,864,540 2,744,391 2,635,219 2,659,374

Telecommunications and technology 1,752,191 1,655,159 1,412,036 1,258,878 1,226,219 1,141,286

Amortization and write offs 1,860,300 1,391,036 1,044,821 1,088,313 1,105,808 1,638,381

Council and committees 1,405,741 1,151,121 984,995 1,051,305 946,984 1,102,134

Operations and facilities 761,745 669,447 705,519 941,054 1,202,507 1,356,777

Administration 1,101,052 1,344,070 580,013 1,586,504 1,473,331 1,609,821

Insurance and brokerage 646,614 582,146 556,788 518,595 346,844 353,812

Faculty payments and fees 470,900 387,000 404,010 452,497 382,803 483,819

TOTAL EXPENSES 33,773,669 33,129,253 31,501,759 31,425,755 31,914,193 26,520,539

Excess (deficiency) of revenue over expenses (731,044) (33,678) (47,451) (417,409) (5,058,004) (30,340)

November 18, 2021

2022 Investment in Strategic Priorities

Strategic Objective Project Budget Governance is progressive and patient‐centred

Governance WG is developing governance vision for RCDSO

$20,000 for implementation of the Council Performance Evaluation Framework, in OTR budget $5,500 per diems for Governance Working Group in OTR budget

Decision making is informed by best available evidence

Data plan is implemented Tools for Data Scientist $2,000 SAS license renewal; $3,500 PowerBI – analytics software

Continuous quality improvement and risk‐based regulation inform the work of the College

QA Standards work: refinements, and revisions

$50,000 Working groups for Electronic Records Management, Implant Dentistry, Teledentistry and Opioids Per diems and consultant costs

PCRA: timelines and processes

Training $ have been included in PCRA budget

Innovation and Transformation Lead

There is no anticipated budget impact in 2022. Initiatives will funded by service areas/departments who have ownership over specific tools/platforms

Registration: timelines, processes No 2022 budget impact, other than staff resources. Potential for 2023 budget impact

Access to Care is improved across Ontario

Multi‐stakeholder project $23,000 ‐ 4 full‐day meetings

We build engagement with patients and dentists

Cross jurisdictional research: public engagement strategies

$30,000 budget in Communications to conduct any focus group activities with specific audiences using consultants with experience in this area $5,700 Citizen’s Advisory Groups

Candidate Eligibility Course $30,000 Communications budget

Staff are supported in doing their best work

CRM Phase IV

$500,000 Bridge development and e‐Portfolio replacement $110,000 capital budget

Workplace Solutions Placeholder $400,000 capital budget for office renovations

Digitization of paper records and files

$258,700 IT budget

DEI (Diversity, Equity and Inclusion)

$73,000 training in HR

RCDSO Budget 2022

CAPITAL BUDGETCOMMUNICATIONSThe Junction 22,600

PLP Website 22,600

Website design & architecture updates 147,000

Subtotal Communications 192,200

IT

Evergreen ‐ 40 laptops 103,960

Tablets ‐ replace 1/3 annually 9,500

Telephony 56,500

Boardroom AV refresh 150,010

Subtotal IT 319,970

IT PROJECTS PLP CRM migration to Dynamics 365 96,050

PET questions ‐ 3 generalist areas, 2 specialist 90,400

PET Upgrade Migration 40,010

ePortfolio CRM module/portal enhancements 110,000

The Bridge ‐ Regulate 365 ‐ phase 4 500,030

Subtotal Projects 836,490

OPERATIONSBUILDING MAINTENANCE:

Control Valves Upgrade ‐ reheat coils 8,000

Air Compressor Replacement ‐ existing is 20+ years old 11,500

Hot Water Tank Replacement ‐ existing is 16+ years old 16,900

Resurfacing Mechanical/Boiler Room Floor ‐ replace floor and plumbing 30,000

TTC Fence ‐ to allow east wall repairs in 2023 60,000

BUILDING IMPROVEMENTS:

Carpeting & Painting ‐ 5th floor 50,000

Elevator Upgrades ‐ replace cab door track & roller assemblies 25,000

Motion Activated Doors (secured & non‐secured) 75,000

Washroom Touch Free Safety ‐ toilet conversion 3rd floor 20,000

Washroom Updates ‐ fixtures, accessories & painting 20,000

Window replacement (8‐10) ‐ with failed seals 33,900

WORKPLACE STRATEGY PLAN:

Office space modernization 400,000

Subtotal Operations 750,300

TOTAL CAPITAL 2,098,960

November, 2021


TOPIC: COUNCIL PERFORMANCE EVALUATION FRAMEWORK

FOR DECISION

ISSUE: Council is being asked to consider and approve the Council Performance

Evaluation Framework, including the survey.

PUBLIC INTEREST:

This matter furthers or serves the public interest by enabling the College to evaluate

and report on how well it is executing its public protection mandate for the purposes

of improving performance and increasing accountability.

This matter relates to the Strategic Plan in meeting objectives pertaining to

governance modernization, specifically related to performance evaluation and

improvement.

In the Ontario Ministry of Health’s College Performance Measurement Framework,

Council performance evaluation measures are a recognized and expected standard

in good governance in the public interest.

BACKGROUND:

In 2020, the Ontario Ministry of Health introduced the College Performance

Measurement Framework (CPMF), an annual reporting tool for all health

regulatory colleges with a standardized set of measures to demonstrate how well

colleges are executing their public protection mandate and increase

accountability. Standard 1 of the CPMF relates to performance evaluation and

requires the following:

1. Council regularly assesses its effectiveness and addresses identified

opportunities for improvement through ongoing education

a. Council has developed and implemented a framework to regularly evaluate

the effectiveness of:

i. Council meetings; and

ii. Council

Evaluation and assessment results are discussed at public Council

meeting

b. The framework includes a third-party assessment of Council effectiveness

at a minimum every three years:

i. A third party has been engaged by the College for evaluation of Council

effectiveness; and

ii. Ongoing training provided to Council has been informed by:

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1. the outcome of relevant evaluation(s); and/or

2. the needs identified by Council members

Council meeting evaluations were implemented in November 2020, and Council

has received training and education, including external expertise and

perspectives, on the subject of governance modernization.

In its 2020 CPMF Report, the College committed to improving its performance in

this area by developing a framework for performance evaluation of Council

members.

In the Ministry of Health Summary Report of the 2020 College Performance

Measurement Framework, the College was recently acknowledged for our

“commendable practices”: establishing a set of competencies for Council and

Statutory Committees against which professionals wishing to serve are assessed

by an independent committee; requiring individuals to complete an eligibility

course and assessment; and facilitating an orientation for those elected to

Council or appointed to committees. The Ministry’s Working Group comprised of

representatives from the Colleges, the public and experts in performance

measurement felt this model supports improved decision-making.

Purpose of Performance Evaluation:

The goals of Council performance evaluation are to assess and enhance the

College’s performance in fulfilling its statutory mandate to regulate the profession

in the public interest.

The objectives are to:

1) Enable Council members to recalibrate their self-evaluations through external

feedback and enable board development both at the individual and Council

level, (i.e. Not function as mechanism to disqualify members from continuing

to serve on Council);

2) Comply with the Ontario Ministry of Health’s CPMF requirements;

3) Enable the Council to assess its overall governance practices against current

leading board performance evaluation practice guidelines;

4) Meet/achieve RCDSO’s Strategic Plan objectives;

5) Adhere to the Guiding Principles for Governance at RCDSO;

6) Inform committee appointments;

7) Inform marketing and recruitment strategies to address competency gaps and

enable succession planning;

8) Enhance Council accountability and decision-making capacity;

9) Demonstrate the College’s commitment to organizational excellence; and

10) Foster a culture of reflection, openness, transparency, discovery and

continuous improvement around performance evaluation.



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CURRENT STATUS:

On behalf of the Governance Working Group, College staff issued a request for

proposal to develop and implement a Council and Committee Chair performance

evaluation framework. The Governance Working Group concluded the vendor

evaluation process. The College awarded the contract to Satori Consulting Inc.

Satori Consulting Inc. developed a customized performance evaluation

framework based on the RCDSO’s Council Competencies, by-laws, Guiding

Principles for Governance, current Council evaluation survey, terms of reference

and best practices, which was approved by the Governance Working Group at its

meeting on October 26, 2021. The framework was modified based on the

Working Group’s feedback.

Sandi Verrecchia from Satori Consulting and Richard Hunter, Chair, Governance

Working Group will present the performance evaluation framework purpose,

questions and processes to Council at the November 18, 2021 Council meeting.

It is anticipated that the survey launch will be in early December. Each Council

member will submit one customized survey with questions that are applicable to

the person taking the survey, and include the following:

1) Council self and peer competency evaluation;

2) Overall Council effectiveness evaluation; and

3) Committee Chair and Council President evaluation.

The survey will take approximately 1 ½ to 2 hours to complete. Council members

will evaluate each of their peers who has attended at least two Council meetings

to provide fair evaluation and enhance richness of the development suggestions.

Satori Consulting will provide the following reports:

1) Full Council report:

a. Average ratings at the competency level (average from individual peer rated

scores)

b. Average ratings on overall Council effectiveness (average from individual

rated scores)

2) Committee Chair reports (one per Committee Chair + Council President)

reports:

a. Average ratings at the competency level (average from individual peer rated

scores)

3) Individual Reports – Council members:

a. Council level

i. Average self, peer and Council scores at the competency level

ii. Average self, peer and Council scores at the individual question level

iii. Average highest and lowest-rated questions

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b. Committee Chairs

i. Report on competency of Chair role for all applicable Chair roles that the

individual is responsible for

Satori Consulting will facilitate a one-hour debrief meeting to create a Council

level action plan, and will schedule a six-month touch base to re-address the

action plan with the Council.

ANALYSIS:

College staff conducted a survey of all 25 Ontario Regulated Health Professions

Act, 1991 (RHPA) health regulatory colleges, nine dental regulatory colleges in

jurisdictions across Canada, and five non-RHPA regulatory bodies in Ontario, for

a total of 39 organizations. The questions focused on:

1) If/how the board evaluates the performance of its Council, Chair and

members, committee chairs and members; and

2) If a third party consultant is used to develop the performance evaluation

framework, tools and processes.

The College received responses from 17 RHPA colleges, three dental regulatory

bodies, and four other regulators. A summary of themes and current leading

practices identified in the responses follow:

1) It is a best identified practice that evaluation is based on desired

competencies;

2) Including a table of rating biases enables respondents to proactively

identify and address potential bias;

3) External validation is important to address the disparity between “what

members know” and “what they think they know”;

4) It is a best identified practice that individual self-evaluations are validated

through another method (i.e. peer evaluation) and that feedback is

provided to the individuals themselves, confidentially;

5) Feedback, with comparative results should be discussed with individuals

and Council in aggregate format (i.e. coaching), ideally by a third party;

6) It is an identified best practice that the entire board consider aggregate

results in view of potential for learning/changes;

7) It is an identified best practice that Council publicly reports on its

evaluation processes including annual results, identified opportunities for

improvement and proposed steps to address these;

8) Several organizations have developed board evaluation policies that set

out:

a. the purpose of evaluation;

b. organization’s commitment to measurement, reporting and continuous

improvement;

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c. processes, procedures and frequency for evaluating board as a

collective whole, individual members and chairs;

d. requirement to have a plan in place (at individual and board level) to

support performance enhancement; and

e. accountability for monitoring, enforcement of policy, and reporting on

compliance to board.

NEXT STEPS:

Council will be asked to consider and approve a Council Performance Evaluation

Policy that sets out the process and procedures pertaining to Council

performance evaluation, including the dissemination and reporting of

performance evaluation results, how results will be used to inform Chair and

Committee appointments, and how individual and board level action/learning

plans will be monitored and evaluated.

Council will proceed with the above noted components as a starting point, and

will consider committee member evaluation and coaching at a later date.

College staff are developing a toolbox/ repository of CPD resources to guide

Council (individual members and Council as a whole) in selecting CPD activity.


Council is being asked for its decision on:

The Council Performance Evaluation Framework, including approval of a list of

survey questions.

Recommendation #1:

That Council approves the Council Performance Evaluation

Framework, including the survey.

(Requires majority vote)

Attachment:

Appendix “A”: Council Performance Evaluation Framework

November, 2021

Appendix “A”: Council Performance Evaluation Framework

Self/Peer Evaluation Questions

Table showing Council Competencies and Self/Peer Evaluation Questions

Values and Behaviour

Understanding and working in a team-based environment.

1. Makes a valuable contribution to the functioning of the Council.

2. Is always prepared by reading materials in advance of meetings.

3. Actively participates in meetings with a balance of listening, thinking, and talking.

Understanding and working with and adhering to the RCDSO’s mandate and values.

4. Demonstrates an understanding of the RCDSO’s mandate and values.

Working collaboratively and collegially.

5. Works collaboratively and collegially, especially in times of conflict or disagreement, and encourages open and effective debate to arrive at the best possible outcome.

Understanding and respecting the role of staff.

6. Demonstrates an understanding and respect for the role of staff members.

The ability to act as an advocate for the RCDSO externally, in supporting our values and decisions.

7. Publicly supports Council decisions, policies, and position statements. (Acts with one voice).

The ability to place the interests of the public above oneself in all matters.

8. Ensures that personal interests are parked and that the interest of patients and the public always come first.

The ability to identify conflicts of interest and perceived conflicts of interest.

9. Complies with conflict of interest requirements as set out in the by-laws and Council policy.

Having and demonstrating behaviour which conforms to the highest values of the RCDSO.

10. Actively champions the values of the College.

November, 2021

Demonstrating social and cultural awareness and a commitment to diversity and inclusion.

11. Demonstrates an appreciation for different perspectives related to attributes such as gender, ethnicity, religion, sexual orientation, (dis)ability, and socio-economic status, or profession-specific diversities, applies knowledge of experience of diversity to deliberations and decision making.

12. Appropriately responds to inappropriate and non-inclusive behaviour to re-direct and build awareness.

Relevant Knowledge

Understanding the role of the regulator and regulation.

13. Demonstrates an understanding of their fiduciary duty and the role of the regulator.

Working within the wider context of the regulatory framework.

14. Demonstrates an understanding of the wider context of the regulatory framework (e.g., health care system, health regulatory system, Ministry of Health, stakeholders), and the impact that the College’s decisions have on the public.

Knowing, appreciating and working within the RCDSO’s organizational structure.

15. Approaches tasks with an understanding of the distinction between Council's role to set direction and to provide oversight, and management's role to lead and direct operations.

16. Demonstrates a good understanding of the role of the Chair.

17. Is respectful of the contributions of the Council committees and focuses on building on the work that they do.

Understanding, knowing and working within the RCDSO’s strategic objectives and plans.

18. Clearly understands the strategic direction of the College and effectively links decisions to strategy.

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Working with the legislation relevant to the RCDSO.

19. Understands the legislation, standards, by-laws, regulations, and Council policies.

Understanding, having a working knowledge of, and appreciate finances and financial implications of decisions.

20. Demonstrates a good level of financial literacy and the financial implications of decisions.

21. Has a good understanding of the College’s financial performance.

The ability to understand, appreciate and adhere to fiduciary duties and maintaining confidentiality when required.

22. Adheres to fiduciary duties and maintains confidentiality as required by legislation.

Having at least a functional and working knowledge of technology.

23. Demonstrates a functional and working knowledge of technology, security threats, and privacy issues pertaining to information technology.

Skills and Abilities

The ability to assess regulatory risks.

24. Has a good understanding of key areas of risk and associated risk mitigation strategies.

The ability to gather, analyze, use and share data to appreciate risk assessment and decide accordingly.

25. Promotes and demonstrates evidence-informed and evidence-based decision-making.

The ability to communicate effectively.

26. Communicates ideas and concepts effectively.

Being a strategic thinker.

27. Demonstrates a strategic mindset through effective problem-solving, decision-making, and brainstorming.

28. Actively seeks out ways to improve Council and committee performance.

The ability to offer broad views on subject matters.

29. Openly offers broad views on subject matters and demonstrates independent thought.

The ability to display empathy and respond appropriately and sensitively to the emotions of others.

30. Demonstrates empathy and responds appropriately and sensitively to the emotions of others.

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The ability to engage in an inquisitive approach, asking for clarification and explanation.

31. Appropriately questions information presented by management and asks relevant questions to clearly understand the issues and topics being discussed and appropriately weigh in on decisions.

Open Ended

1. As a member of Council, please list the areas of strength for (name).

2. As a member of Council, please list the areas of development for (name).

3. As a member of Council, please list two areas of professional development that you

would personally like to focus on.

Overall Council Effectiveness Questions

1. The Council always regulates and acts independently in the interests of patients and

the public.

2. The Council seeks diversity and inclusion among Council, committees and staff as

well as perspectives of patients and the public so that decisions reflect the needs

and lived experiences of the communities we serve.

3. The Council effectively monitors CEO performance against the broad objectives and

overall management of the organization on a regular basis.

4. The current Council has the strength and depth to steer the College through a

financial crisis, a reputation-damaging event, or sudden CEO resignation.

5. The Council spends appropriate time on matters crucial to the future prosperity and

direction of the College.

6. The Council maintains a governance framework that is consistent with modern

regulation and adds value to the business.

7. As a Council, we engage in an appropriate amount of Council-management debate

before making decisions.

8. As a Council, we are adding long-term value to all our stakeholders.

9. The Council closely monitors the culture of the College and the contribution the CEO

makes toward it, to help ensure the culture fits with the College's strategic direction

and plans.

10. The Council anticipates emerging risks and embraces opportunities for regulatory

and governance innovation.

11. The Council has the requisite skill sets to provide effective risk oversight.

12. The Council understands the College's top risks and how management is managing

these risks.

November, 2021

13. Newly elected or appointed Council members receive adequate orientation to

understand their role and what is expected of them.

14. Council uses in-camera sessions for the right reasons, and is judicious about the

amount of time it spends there. ***In-camera sessions are used to discuss: (a)

matters involving public security; (b) financial or personal or other matters where the

harm created by the disclosure outweighs the principle of open meetings set out in

the RHPA; (c) a person involved in a criminal or civil proceeding may be prejudiced;

(d) personnel matters or property acquisitions; (e) instructions that will be given to or

opinions received from the solicitors for the College; or (f) Council deliberations

regarding whether to exclude the public from a meeting or whether to make an order

under the RHPA.

15. The Council meeting agendas provide sufficient opportunity to discuss results,

strategic initiatives, corporate strategy, risk, and other relevant information to ensure

informed decisions.

16. The current committee structure adds value to the governance structure of the

Council.

17. Council meetings are frequent enough to ensure effective governance.

18. As a Council we continuously evaluate our activity to improve our effectiveness.

19. The Council demonstrates a positive 'tone from the top' by engaging in

conversations relative to diversity, equity, and inclusion.

20. The Council has an appreciation for different perspectives and applies knowledge of

experience of diversity to deliberations and decision making.

Open Ended Question

1. List one or two topics that you believe the Council could benefit from additional

training/education.

Committee Chair Review and President Review

Council Chair/President and Executive Committee Chair will be one assessment

ICR Chair

Pension Governance Committee Chair

Registration Committee Chair

Quality Assurance Committee Chair

Patient Relations Committee Chair

Audit Committee Chair

Finance, Property and Administration Committee Chair

Professional Liability Program Committee Chair

November, 2021

Quality Assurance Committee Chair and Dental Scanner Committee will be one

assessment

1. Sets effective meeting agendas by focusing on priority items.

2. Actively leads meetings, manages dialogue, and other Board member’s input.

3. Clearly understanding and managing the distinction between governance and

operations.

4. When necessary, appropriately manages issues of disrespect, dissension and/or

conflict.

5. Effectively creates an environment of openness and acceptance of diverse

perspectives and ideas.

6. Effectively engages with committee members in such a way that reduces the

potential impact of bias in decision making.

7. Effectively delegates responsibilities such as committee work and participating in

committee. .

8. Has an open and effective relationship with the Registrar.

9. Appropriately interacts with staff and is respectful of the role that they play at the

college.

Open Ended Questions:

1. Please provide any additional feedback about the Chair that you would like to share.

2. Please share if there is something that you would like to be improved about the

committee meetings.

Committee Chair Review

Discipline Committee Chair

1. Effectively presides over hearings.

2. Understand bias, both real or perceived, and is thoughtful in the selection of hearing

participants.

3. Effectively engages with committee members in such a way that reduces the

potential impact of bias in decision making.

4. Manages time well and begins and ends on schedule.

5. Actively leads committee meetings and manages dialogue and member input.

6. Keeps the Committee at an appropriate level of oversight by clearly understanding

and managing the distinction between governance and operations.

7. When necessary, appropriately manages issues of disrespect, dissension and/or

conflict.

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8. Effectively creates an environment of openness and acceptance.

9. Members of Council and public members have an equal voice.

10. Appropriately interacts with staff and is respectful of the role that they play at the

college.

Open Ended Questions

1. Please provide any additional feedback about the Chair that you would like to share.

2. Please share if there is something that you would like to be improved about the

committee meetings.

Note:

The following Committee Chairs will not be assessed due to inactivity that would not

allow for proper evaluation

International Trade Committee Chair

Eligibility Review Committee Chair

Elections Committee

Legal and Legislation Committee

Fitness to Practice Committee

Sedation and General Anesthesia Committee Chair

November 2021


TOPIC: Equity, Diversity and Inclusion – RCDSO Governance

FOR DISCUSSION

ISSUE: The RCDSO Strategic Plan 2020 - 2023 identifies inclusivity and human rights within

our priorities.

The College has developed a comprehensive action plan to advance equity,

diversity and inclusion.

Council will be provided with an update on the development of the action plan and

will focus its discussion on one aspect of the governance role: increasing

accessibility to Council election and committee appointment processes to protected

and disadvantaged groups.

PUBLIC INTEREST:

Enabling and actively driving equity, diversity and inclusion at all levels of the

College and in all of our decision-making is an important foundation for public

interest outcomes.

CURRENT STATUS:

In 2020 the RCDSO partnered with the Canadian Centre for Diversity and Inclusion

to conduct a thorough review of our culture and leadership in order to develop

training and an action plan for a sustainable response.

Leaders (including Council) have received training over the past year addressing

unconscious bias, diversity and inclusion, and cultural competence. All staff leaders

(approximately 20) have also received an individualized report and facilitated

feedback (coaching) to support personal and professional development.

Council will be provided with more information about our current status.

Council will specifically be asked to support the principle and an active process to

encourage protected groups under human rights legislation to apply for governance

positions in the College (Council, Committee).

Council will be provided with further information from the Public Appointments

Secretariat about their diversity and inclusion approach to recruit and appoint public

members to health profession regulatory College Councils.

Council will also be asked for their perspective and advice in order to support staff in

establishing additional initiatives to achieve the principle above.

November 2021


There will be a brief presentation about our internal work with CCDI and a high level

overview of our action plan.

Council will be asked to provide advice and direction for staff development of

initiatives that will support the principle and an active process to encourage

protected groups under human rights legislation to apply for governance positions in

the College (Council, Committee) prior to the 2022 election and appointment

process.

CONTACT:

Dan Faulkner, Registrar & CEO

Joe Donahue, Director, Human Resources

Kevin Marsh, Director, Communications

428th Meeting of Council - az184419.vo.msecnd.net

Documents

Transcript of 428th Meeting of Council - az184419.vo.msecnd.net