Dialogue Volume 15, Issue 2 2019 | Page 32

STRATEGIC PLAN 2020-2025 Informed and inspired by feedback from the profession and the public, the College’s direction for the next five years has been set. The next Strategic Plan includes a new mission, vision, strategic priorities and regulatory principles. This plan will guide CPSO Council, management and staff in moving forward as we continue our work to fulfill our public interest mandate. of you took the time to inform our planning process. The feedback we received was essential to our Strategic Plan development and we will be better regulators as a result,” said Dr. Nancy Whitmore, College Registrar/CEO. The planned life of the Strategic Plan will be five years, from 2020 to 2025. It will be reconfirmed by Council annually to guide corporate planning for the following year. After three years, an interim review will determine whether it remains relevant or needs to be refreshed. The proposed components of the new plan are presented on the facing page. “What we heard was honest and genuine feedback about your experiences and opinions about the CPSO, our role, and where we should really be focusing our efforts. I am grateful that so many HOW WE GOT YOUR FEEDBACK INTERVIEWS FACILITATED FOCUS GROUPS 17 200+ 20 INTERVIEWS SESSIONS External stakeholders including key representatives from the Ministry of Health and Long-Term Care, Ontario Medical Association, CMPA, and other regulators ATTENDEES Public, physicians, CPSO Committee members, CPSO staff and management Telephone and in-person: Thunder Bay, Ottawa, Kingston, Hamilton, London, Toronto 5,143 PHYSICIAN RESPONSES Sent to every physician in Ontario 32 DIALOGUE ISSUE 2, 2019 685 PUBLIC RESPONSES 304 CPSO STAFF RESPONSES Distributed to the public through social media and patient and family advisory groups SURVEYS