Dialogue Volume 14 Issue 2 2018 - Page 19

REPORTS FROM COUNCIL Committee (QAC). The benefit of this transition is that the QAC has a full range of powers at its disposal under the Regulated Health Professions Act (RHPA) that can be used when it determines that education and remediation for a pre- scriber are required. These powers include conducting more comprehensive assessments, directing SCERPs and, when necessary, using the authority of the Health Professions Proce- dural Code to impose terms, limits and condi- tions or refer matters to the Inquiries, Com- plaints and Reports Committee. This move will also allow physicians the confidentiality protections afforded under the RHPA. Health Canada’s recent announcement that methadone prescribers no longer need to hold a federal exemption negates the need for any ongoing regulatory structure in support of the exemption itself. Please see page 34 for more information about Health Canada’s announcement and the Col- lege’s expectations of methadone prescribers. Governance Review Governance changes to Ontario’s health col- leges are coming – it is simply a question as to when. That was the message from a Council group tasked with reviewing the College’s governance model. The Council working group noted the changes in the external environment that signaled a new era in the governance structure of regulatory bodies. Most significantly, Bill 87, the Protecting Patients Act lays important groundwork for modernization and includes the most comprehensive changes to the Regu- lated Health Professions Act since it was put in place 25 years ago. For example, government now has the ability to establish the composi- tion and functions of all College statutory committees. So given this landscape, how can the College governance structure be modernized? How can we strengthen the integrity of the regulatory system to ensure public protection? Those were the questions before Council as it engaged in a discussion to identify the core principles that should underpin the College’s governance structure, the characteristics of a high-perform- ing board and any changes that would improve the College’s effectiveness. In summary, several themes emerged from the Council discussion: • Council/board’s role should focus on strat- egy planning and decision-making, and not on operational activity; • A smaller board could improve the abil- ity of a board to be nimble and respond more quickly to change; however any move to a smaller board will require con- sideration as to how to ensure diversity and engagement; • Diversity of board members is important – this includes geographic diversity, different fields of practice, different skill sets, and different career stages; and • A move to separate or create more inde- pendence between board and adjudicative functions could enhance public trust. College governance will be discussed at each Council meeting in 2018. The work plan for the review includes consideration of founda- tional principles in September and structural recommendations in December. MD ISSUE 2, 2018 DIALOGUE 19