RIGHT-TOUCH REGULATION
In 2018, the College adopted a new approach to
performing the work that we do. And in embracing
the principles of right-touch regulation, we realized
new ways to improve the timeliness, efficiency and
effectiveness of our work in 2018. Throughout this report, you will see examples
of how right-touch regulation informed – and
improved – different aspects of regulation,
including investigations, quality assurance and
policy development.
In evaluating risk, and being proportionate and
outcome-focused in our decision-making, right-
touch regulation allows us to be more nimble and
targeted. We are also better positioned to anticipate
and respond to issues of public protection while
fostering a stronger sense of professionalism. Our efforts to improve both patient and physician
satisfaction with right-touch regulation was key to
our success in 2018. We believe that applying the
principles of right-touch regulation is fundamental
to modernizing medical regulation.
Right-touch regulation is based on the premise that
regulators should apply the minimum regulatory
force necessary to achieve the desired outcome and
regulatory intervention should only be used when
needed. Its principles affirm that regulation should
be proportionate, consistent, targeted, transparent,
accountable and agile.
“Really great to see @cpso_ca
engaging widely, with the public,
with physicians, and with others,
and reporting the findings of the
consultation publicly”. – Stakeholder
2018
Right-Touch Regulation
at Work in 2018
Proportionate
Changed complaints process to allow
proportionate regulatory response
Targeted
Devoted the most resources to the most
serious issues
Transparent
Redesigned policies to better clarify College
expectations
Consistent
Developed QI/QA tools to ensure entire
profession benefits from self-directed
learning
Agile
Submitted recommendations to government
to reduce red tape to allow us flexibility
within our processes
Accountable
Posted relevant information about
physicians to maintain public trust
CPSO ANNUAL REPORT 2018 // page 6