Strategic Plan

Transcription

1 Strategic Plan

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3 TABLE OF CONTENTS ACKNOWLEDGEMENTS 4 MESSAGE FROM THE CHAIR 5 VISION, MISSION AND VALUES 6 STRATEGIC GOALS 7 GOAL 1 Improving the regulation of opticians in BC 8 GOAL 2 Ensuring opticians meet practice standards and remain competent to practice 9 GOAL 3 Educate the public about what to expect from an optician 10 GOAL 4 Develop relationships with stakeholders to help the College achieve its vision and mission 10 GOAL 5 Ensure the College s statutory programs are effective at meeting program mandates and are running efficiently 11 Photo Credits Marc A Sporys - Unsplash.com (cover), Snowing, Freepik.com (page 2), Mrsiraphol, Freepik.com (page 4), Waewkidja, Freepik.com (page 6-7), bewakoof.com - Unsplash. com (page 8), Scott Van Daalen - Unsplash.com (page 11)

4 ACKNOWLEDGEMENTS The COBC Strategic Plan would not be possible with the hours of hard work from the following: Board David McGowan Aly Jamal Polly Lee Raheem Savja Yvonne Ryder Stephanie Weir Pietro Luongo Savik Sidhu Diana Skoglund Administration Connie Chong Christopher Dodge Meagan Marsh Victoria Spooner Past Board & Administration Payam Moshrefzadeh Megan Wingham Jenelyn Torres Madison Trusolino We also want to thank Jim McKinlay, consultant, for his help in facilitating us through the steps of the strategic planning process. 4 Strategic Plan

5 MESSAGE FROM THE CHAIR The College of Opticians of British Columbia (College) is the regulatory body established to govern the practice of opticianry in British Columbia (BC). The College s core function is to protects the public by ensuring that opticians are registered and qualified to practice, and that they are consistently providing safe and ethical care to their patients. The College also sets and enforces standards of practice and addresses complaints about opticians not following the standards and regulations. The world is changing rapidly and regulators now need to be able to collaborate with professionals to help them adapt to change. This means that regulators are now developing new tools and approaches to support professionals in their continuous quality improvement journey to protect the public interest. The shift from command and control regulation to risk-based regulation also means that regulators are moving from a general commitment to the public interest to focusing on more specific and relevant risks of harm to the public. The continuous changes in practice environment and patient expectations was considered when the Board developed a new strategic plan for the College. As a regulator established under the Health Professions Act, the College is committed to serving and protecting the public interest. The Board focused on identifying the major risks to the public interest when trying to figure out what key areas to focus on for the next three years. This includes registrant engagement and understanding of standards, transition to patient-centred care, registrants and stakeholders resisting change, inter-professional collaboration, advances in technology, effective governance, effective programs, labor mobility, capacity for standardized regulations, succession planning and effective resources to carry out the mandate. There is no doubt that there is much to do to continue ensuring the effectiveness and sustainability of regulating opticians in a rapidly changing world. This strategic plan sets the College s trajectory for the next three years and we invite you to collaborate with the College to ensure safe quality vision care for all. David McGowan Chair, Board of Directors College of Opticians of British Columbia Strategic Plan

6 VISION, MISSION AND VALUES VISION Professionals ensuring safe, quality vision care for all MISSION Regulating qualified competent opticians in the public interest CORE VALUES Professional ensuring registrants fulfill the standards of practice and code of ethics. Innovative constantly improving opticianry competencies and increasing technological advancements. Safety ensuring registrants deliver quality, safe vision care. Integrity honest, credible and trustworthy at all times. Dedicated passionately committed to vigilant regulation of vision care services. 6 Strategic Plan

7 Strategic Goals 1 Registration - improving the regulation of opticians in BC 2 Quality assurance - ensuring opticians meet practice standards and remain competent to practice 3 Public awareness - educate the public about what to expect from an optician 4 Stakeholder relations - develop relationships with stakeholders to help the College achieve its vision and mission 5 Operations management - ensure the College s statutory programs are effective at meeting program mandates and are running efficiently Strategic Plan

8 GOAL 1 Improving the regulation of opticians in BC Strategic Action Items 1.1 Change bylaws and standards regarding harmonized licensing 1.2 Educate registrants regarding harmonized licensing 1.3 Consult with Ontario regarding harmonized licensing 1.4 Work with educational institutions to add advanced areas of practices to curriculum that mirror national competencies 1.5 Create value with registrants to utilize full scope of practice 1.6 Create online PLAR portal 1.7 Move PLAR process online nationally 1.8 National administration of PLAR 1.9 Promote the College s PLAR process through collaboration with stakeholders and rural areas (eg: Citizenship and Immigration Canada, non-profit organizations, SUCCESS, MOSAIC) and share registration data 1.10 Improve database and tracking systems 1.11 Review provincial registration requirements 1.12 Negotiate cross- border licensing 1.13 New modernized certificates 1.14 Printable yearly permit 1.15 Educate opticians on registration processes and self-serve registration (e.g.: info on how registrants can control own online profile) 1.16 Registration Committee process to recognize advanced areas of practice 1.17 Increase communication with registrants about the value of licensure to increase pride in the profession 1.18 Annual evaluation of registration processes 1.19 Clarify and educate registrants on right- to- title 1.20 Jurisprudence for new and current registrants 1.21 Develop mentorship program 1.22 Collect registration stories to share with registrants 1.23 Build trust with registrants by responding to inquiries in a timely manner 1.24 Develop practicum simulation 1.25 Develop risk-based regulation strategy 8 Strategic Plan

9 GOAL 2 Ensuring opticians meet practice standards and remain competent to practice Strategic Action Items 2.1 Shared education material amongst regulators and 3 O s 2.2 Create a community of practice advisors to discuss grey case studies. Put out a call for volunteer subject matter experts. 2.3 An online quiz for opticians re: SOPs & jurisprudence. Create presentations and guidelines that provide scenarios on professionalism and SOPs. 2.4 Regional seminars on updated SOPs (discuss non- traditional practice models or emphasizing health over business) 2.5 Communicate with employers and optical stores and the public regarding SOPs 2.6 Increase the number of guidelines in the standards of practice on an ongoing basis using feedback from registrants 2.7 Create an online discussion group or forum for questions regarding SOPs and guidelines. Include SOP and/or complaint scenarios in the College newsletter 2.8 Work with other stakeholders to address evolving practice models to meet patient needs (for example, work with ophthalmologists to have the ability to refer and develop the criteria and competencies for referral). 2.9 Develop competency based professional development and training programs to include advanced areas of practice Patient evaluation of opticians 2.11 Research other potential elements QA program 2.12 Create regulatory educators in community education groups 2.13 Collaborative SOPs with optometry 2.14 Collaborative SOPs with opticianry regulators 2.15 Data analysis of complaint stats to target problematic areas 2.16 Guidelines for opticians in rural communities 2.17 Share stories of how new continuing competency program (CCP) has been helpful to continuing competency 2.18 Involve employers in aligning professional development with new continuing competency program 2.19 Promote culture of continuous learning for CCP 2.20 Incentivize registrants to share new CCP with prize (create flyer/poster) 2.21 Increase website presence of new CCP 2.22 Increase communication on new CCP launch date 2.23 CCP workshop for non-tech savvy registrants 2.24 Collaborate with optometry on title and supervision issues 2.25 Develop technology utilization guidelines Strategic Plan

10 GOALS 3 Educate the public about what to expect from an optician Strategic Action Items 3.1 National public awareness campaign 3.2 Provincial campaign (regulated health professionals) 3.3 Patient engagement strategy 3.4 Educate other health practitioners and employers 3.5 Interprofessional collaboration strategy 3.6 Execute the patient relations program 3.7 Identification of Licensed Opticians using multipurpose ID tags with a bar code 3.8 Audit to ensure licenses are displayed 3.9 Change culture to relational regulation and promote health over business 3.10 Improve public awareness of complaints process 3.11 Educate the public about optician services and what to expect (especially sight testing) GOAL 4 Develop relationships with stakeholders to help the College achieve its vision and mission Strategic Action Items 4.1 Implement relational regulation culture with stakeholders 4.2 Develop common working projects with Optometry and Ophthalmology 4.3 Support schools to develop new curriculum (prepare for scope changes) 4.4 Improve dialogue with OAC-BC Chapter/another association 4.5 Partnership with new association 4.6 Improve dialogue with employers about regulation 4.7 Develop collaborative public awareness tools 4.8 Develop referral standards to Ophthalmology 4.9 Collaborative regulation with 3 O s (other eye profession colleges) 4.10 Value of professional regulation key message and difference between regulatory body and association for all communications and events 10 Strategic Plan

11 4.11 Promote optician regulatory success stories 4.12 Communication to registrants on why fees are paid 4.13 Develop volunteer recruitment and development program 4.14 Updated stakeholder relations plan according to current strategic plan 4.15 Analyze statistics on stakeholders and registrants that are not engaged with communications 4.16 Develop indigenous cultural safety plan 4.17 Continue integrating relational regulation culture 4.18 Develop public engagement strategy GOAL 5 Ensure the College s statutory programs are effective at meeting program mandates and are running efficiently Strategic Action Items 5.1 Telecommunication system in shared space 5.2 Cost sharing of infrastructure in shared space 5.3 Electronic financial management strategy 5.4 Virtual meetings 5.5 Security for sharing data/documents 5.6 Paperless strategy 5.7 Adapting staff communication in new office space 5.8 Update staff manuals 5.9 Update staff structure to align with strategic plan 5.10 Database upgrades for integrated processing 5.11 Tools for registrants to utilize database upgrades 5.12 Evaluation set up for programs 5.13 Volunteer evaluations 5.14 Database app for registrants (improve user experience) 5.15 Updated technology for internal processes 5.16 Provide tools for Board to track strategic plan progress 5.17 Develop optimal governance Strategic Plan

12 College of Opticians of British Columbia 2855 Arbutus Street Vancouver, BC V6J 3Y8 cobc.com