Governance Issues in Professional Regulation CLEAR Seminar Council on Licensure, Enforcement and...
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Transcript of Governance Issues in Professional Regulation CLEAR Seminar Council on Licensure, Enforcement and...
Governance Issues in Professional Regulation
CLEAR Seminar
Council on Licensure,
Enforcement and Regulation
Toronto, Ontario
March 24, 2011© CLEAR 2011
Strategy vs. Tactics
Caroline MacIsaac-Power
College of Opticians of Ontario
Council on Licensure,
Enforcement and Regulation
Toronto, Ontario
March 24, 2011
STRATEGYPlanning, Decisions, Leadership & Management
Council on Licensure,
Enforcement and Regulation
Toronto, Ontario
March 24, 2011
Pay Attention to the Plan
Council on Licensure,
Enforcement and Regulation
Toronto, Ontario
March 24, 2011
Strategic Planning
• Strategic planning is an organization’s process of defining its strategy, or direction, and making decisions on allocating its resources to pursue this strategy, including finances and human resources
• Strategic planning is the formal consideration of an organization's future course
Council on Licensure,
Enforcement and Regulation
Toronto, Ontario
March 24, 2011
Strategic Decisions
• Strategic decisions determine the grand direction upon which an entity will embark
• Always, strategy precedes action• The object of strategy is to bring about
advantageous conditions within which action will occur
Council on Licensure,
Enforcement and Regulation
Toronto, Ontario
March 24, 2011
Strategic Leadership
• Being strategic, then, means being clear about the organization's objectives, being aware of the organization's resources, and incorporating both into being consciously responsive to a dynamic environment
• The process is about planning because it involves intentionally setting goals (i.e., choosing a desired future) and developing an approach to achieving those goals
Council on Licensure,
Enforcement and Regulation
Toronto, Ontario
March 24, 2011
Strategic Leadership
• The plan is ultimately no more, and no less, than a set of decisions about what to do, why to do it, and how to do it
• Because it is impossible to do everything that needs to be done in this world, strategic planning implies that some organizational decisions and actions are more important than others – and that much of the strategy lies in making the tough decisions about what is most important to achieving organizational success
Council on Licensure,
Enforcement and Regulation
Toronto, Ontario
March 24, 2011
Strategic Management
• Strategic planning is a management tool, period• As with any management tool, it is used for one
purpose only: to help an organization do a better job – to focus its energy, to ensure that members of the organization are working toward the same goals, to assess and adjust the organization's direction in response to a changing environment
• In short, strategic planning is a disciplined effort to produce fundamental decisions and actions that shape and guide what an organization is, what it does, and why it does it, with a focus on the future (John M. Bryson, Strategic Planning in Public and Non-profit Organizations)
Council on Licensure,
Enforcement and Regulation
Toronto, Ontario
March 24, 2011
What do we want to Achieve?
This is your strategic plan• Fairness• Accountability• Public safety • Membership engagement• Efficient and timely • Responsive• Increased Awareness of the College
and its Role
Council on Licensure,
Enforcement and Regulation
Toronto, Ontario
March 24, 2011
Direction with Options
• The great military theorist Carl von Clausewitz "Tactics is the art of using troops in battle; strategy is the art of using battles to win the war."
• Military commanders and theorists throughout history have formulated what they considered to be the most important strategic and tactical principles of war. Napoleon for example, had 115 such principles.
• The Confederate general Nathan Bedford Forrest had but one: "Get there first with the most men.“
Council on Licensure,
Enforcement and Regulation
Toronto, Ontario
March 24, 2011
TACTICSGo Fish, Perspectives & Personalities
Council on Licensure,
Enforcement and Regulation
Toronto, Ontario
March 24, 2011
How are you going to get there?
These are your Strategic Tools
• Budget• Governance• Staff• Committee mandates• Meeting agendas• Scan the environment
Council on Licensure,
Enforcement and Regulation
Toronto, Ontario
March 24, 2011
GOVERNANCE…is the key
Council on Licensure,
Enforcement and Regulation
Toronto, Ontario
March 24, 2011
Do you have a Queen?
• Fish • War • Old Maid• Snap• Crib• Bridge
Council on Licensure,
Enforcement and Regulation
Toronto, Ontario
March 24, 2011
How do we make the best of what we have?
• Understand the rules
• Understand the perspectives
• Understand the people
• Reminders about the rules
• More reminders• Lead by Example• Experience what
happens if we are not all playing the same game (on small matters)
Council on Licensure,
Enforcement and Regulation
Toronto, Ontario
March 24, 2011
Know the Perspectives
PublicGovernmentMembershipOther ProfessionsOther Provinces Other Countries
IndustryAssociationsEducatorsContinuing Education Providers
Council on Licensure,
Enforcement and Regulation
Toronto, Ontario
March 24, 2011
Know the PersonalitiesTask Roles
Initiator
Opinion Giver
Elaborator
Clarifier
Process RolesTension-Reliever
Compromiser
Harmonizer
Gate-keeper
Blocking RolesAggressor
Negator
Blocker
Withdrawer
Blocking Roles (yes there are lots)
Recognition seeker
Topic-jumper
Joker
Devil’s advocate(Hunter, Bailey & Taylor, 1995)
Council on Licensure,
Enforcement and Regulation
Toronto, Ontario
March 24, 2011
Scan the Environment
• One of the most common mistakes players make is to try an idea independent of the circumstances, from a narrow point of view. Of course it's daunting to look from other or wider perspectives. There are so many changing relationships to monitor.
• Science provides proof. Recent studies have documented a common sense observation that anyone can make by watching a [chess] player's eyes. Beginners are generally restricted to their side of the board. Practiced players typically inspect both sides.
(From Every Move Must Have a Purpose: Strategies from Chess for Business and Life, by Bruce Padolfini)
Council on Licensure,
Enforcement and Regulation
Toronto, Ontario
March 24, 2011
MANAGING CHANGE discipline or regret…
Council on Licensure,
Enforcement and Regulation
Toronto, Ontario
March 24, 2011
Infinite Possibilities
Council on Licensure,
Enforcement and Regulation
Toronto, Ontario
March 24, 2011
External Forces
Change • Change in
Legislation• Change in Policy
Direction• Change in
Government • Media reports
ManagementHow to manage the change using strategy and tactics
•information•information•information
Be Proactive
Council on Licensure,
Enforcement and Regulation
Toronto, Ontario
March 24, 2011
Nature of the Beast
Change • New Council/Board
Members• New Committee
Composition• New President/Vice
President/Leadership
• Staffing changes
ManagementHow to manage the change using strategy and tactics
•Education•Succession
planningBe Proactive
Council on Licensure,
Enforcement and Regulation
Toronto, Ontario
March 24, 2011
Internal Change
Change • Monitoring
indicates desired outcomes are not being achieved
• Budgetary changes
ManagementHow to manage the change using strategy and tactics
• Re-evaluate purpose, strategy
• Re-evaluate priorities
Be Reactive