FEATURE
“ The issue is ensuring that investigations can be as proportionate to and efficient as the underlying merit of the complaint warrants "
Committee takes no action in 65 % of cases . These numbers suggests opportunities exist for greater efficiency without sacrificing either fairness or effectiveness . “ Clearly , there is an opportunity to manage lower risk complaints differently in order to provide a better experience for complainants and physicians ,” she said . To this end , the College will introduce several important changes to its complaints process . For example , we will have one of our Public Advisors on staff contact the complainant within two business days of receipt of the complaint . During the phone call , the Advisor will seek to fully understand the nature of the complaint and the complainant ’ s expectations and will explain the process , answer any questions and ensure the complainant feels heard . In many cases , such a conversation may lead to a resolution of the issue or concern without need for further action .
We will also introduce a Medical Complaints Director and initiate an alternative dispute resolution process to assist in resolving matters to the mutual satisfaction of the complainant and the physician .
The Medical Complaints Director will review complaints and stream them towards resolution or investigation using defined criteria . In appropriate cases , and if both physician and complainant agree , they will be able to participate in the alternative dispute resolution process with a goal of achieving an early and mutually satisfactory resolution . This should enable the College ’ s investigative resources to be directed towards more serious matters . If , for any reason , the alternative dispute resolution process does not resolve a matter , an investigation will be completed . The College ’ s handling of complaints was addressed by the Hon . Justice Stephen Goudge in his 2016 report Streamlining the Physician Complaints Process In Ontario . From an efficiency perspective , “ the issue is ensuring that investigations can be as proportionate to and efficient as the underlying merit of the complaint warrants ,” he wrote .
By refocusing on early resolution , where possible and appropriate , we should also be able to offer faster service , increase both complainant and physician satisfaction , and reduce overall time to resolution .
We are looking closely at the experience of the College of Physicians and Surgeons of Alberta . Alberta ’ s legislation provides its College ' s Complaints Director with the ability to dismiss a complaint without investigating it – 40 % of complaints received in Alberta ultimately do not require an investigation . In Ontario , the legislation requires that all complaints be investigated , or be managed through an an alternative dispute resolution process . Although the legislation in the two provinces have important differences , we believe that lessons can be learned about Alberta ’ s methods and tools that will help us resolve complaints more quickly within our own existing legislative and regulatory framework .
We are also putting a renewed emphasis on improving our communication with participants throughout the complaints process , making sure that they understand the process , the timelines associated with it and the resources available to them . In some cases , delays cannot be avoided . And this means that the College ’ s investigators – in the face of longer processes – must ensure that all participants are aware of why the process is taking an extended amount of time , thereby reducing the frustration caused by longer investigative processes . “ We need to be respectful ,” said Dr . Whitmore . “ There is nothing more central to our mandate than the way we support patients when they have concerns . And it is important that we work respectfully with physicians through that process . In the end , we all have a common goal – ensuring that the people of Ontario are receiving high quality , safe patient care .” MD
10
DIALOGUE ISSUE 3 , 2018