1. Governance Issues in Professional Regulation CLEAR Seminar Council on Licensure, Enforcement and Regulation Toronto, Ontario March 24, 2011 © CLEAR 2011 Strategy vs. Tactics Caroline MacIsaac-Power College of Opticians of Ontario

2. Council on Licensure, Enforcement and Regulation Toronto, Ontario March 24, 2011 STRATEGY Planning, Decisions, Leadership & Management

3. Council on Licensure, Enforcement and Regulation Toronto, Ontario March 24, 2011 Pay Attention to the Plan

4. Council on Licensure, Enforcement and Regulation Toronto, Ontario March 24, 2011 Strategic Planning Strategic planning is an organization’s process of defining its strategy, or direction, and making decisions on allocating its resources to pursue this strategy, including finances and human resources Strategic planning is the formal consideration of an organization's future course

5. Council on Licensure, Enforcement and Regulation Toronto, Ontario March 24, 2011 Strategic Decisions Strategic decisions determine the grand direction upon which an entity will embark Always, strategy precedes action The object of strategy is to bring about advantageous conditions within which action will occur

6. Council on Licensure, Enforcement and Regulation Toronto, Ontario March 24, 2011 Strategic Leadership Being strategic, then, means being clear about the organization's objectives, being aware of the organization's resources, and incorporating both into being consciously responsive to a dynamic environment The process is about planning because it involves intentionally setting goals (i.e., choosing a desired future) and developing an approach to achieving those goals

7. Council on Licensure, Enforcement and Regulation Toronto, Ontario March 24, 2011 Strategic Leadership The plan is ultimately no more, and no less, than a set of decisions about what to do, why to do it, and how to do it Because it is impossible to do everything that needs to be done in this world, strategic planning implies that some organizational decisions and actions are more important than others – and that much of the strategy lies in making the tough decisions about what is most important to achieving organizational success

8. Council on Licensure, Enforcement and Regulation Toronto, Ontario March 24, 2011 Strategic Management Strategic planning is a management tool, period As with any management tool, it is used for one purpose only: to help an organization do a better job – to focus its energy, to ensure that members of the organization are working toward the same goals, to assess and adjust the organization's direction in response to a changing environment In short, strategic planning is a disciplined effort to produce fundamental decisions and actions that shape and guide what an organization is, what it does, and why it does it, with a focus on the future (John M. Bryson, Strategic Planning in Public and Non-profit Organizations)

9. Council on Licensure, Enforcement and Regulation Toronto, Ontario March 24, 2011 Blue Cups

10. Council on Licensure, Enforcement and Regulation Toronto, Ontario March 24, 2011 What do we want to Achieve? This is your strategic plan Fairness Accountability Public safety Membership engagement Efficient and timely Responsive Increased Awareness of the College and its Role

11. Council on Licensure, Enforcement and Regulation Toronto, Ontario March 24, 2011 Direction with Options The great military theorist Carl von Clausewitz "Tactics is the art of using troops in battle; strategy is the art of using battles to win the war." Military commanders and theorists throughout history have formulated what they considered to be the most important strategic and tactical principles of war. Napoleon for example, had 115 such principles. The Confederate general Nathan Bedford Forrest had but one: "Get there first with the most men.“

12. Council on Licensure, Enforcement and Regulation Toronto, Ontario March 24, 2011 TACTICS Go Fish, Perspectives & Personalities

13. Council on Licensure, Enforcement and Regulation Toronto, Ontario March 24, 2011 Details…Details…

14. Council on Licensure, Enforcement and Regulation Toronto, Ontario March 24, 2011 How are you going to get there? These are your Strategic Tools Budget Governance Staff Committee mandates Meeting agendas Scan the environment

15. Council on Licensure, Enforcement and Regulation Toronto, Ontario March 24, 2011 GOVERNANCE …is the key

16. Council on Licensure, Enforcement and Regulation Toronto, Ontario March 24, 2011 Do you have a Queen? Fish War Old Maid Snap Crib Bridge

17. Council on Licensure, Enforcement and Regulation Toronto, Ontario March 24, 2011 How do we make the best of what we have? Understand the rules Understand the perspectives Understand the people Reminders about the rules More reminders Lead by Example Experience what happens if we are not all playing the same game (on small matters)

18. Council on Licensure, Enforcement and Regulation Toronto, Ontario March 24, 2011 Know the Perspectives Public Government Membership Other Professions Other Provinces Other Countries Industry Associations Educators Continuing Education Providers

19. Council on Licensure, Enforcement and Regulation Toronto, Ontario March 24, 2011 Know the Personalities Task Roles Initiator Opinion Giver Elaborator Clarifier Process Roles Tension-Reliever Compromiser Harmonizer Gate-keeper Blocking Roles Aggressor Negator Blocker Withdrawer Blocking Roles (yes there are lots) Recognition seeker Topic-jumper Joker Devil’s advocate ( Hunter, Bailey & Taylor, 1995)

20. Council on Licensure, Enforcement and Regulation Toronto, Ontario March 24, 2011 Scan the Environment One of the most common mistakes players make is to try an idea independent of the circumstances, from a narrow point of view. Of course it's daunting to look from other or wider perspectives. There are so many changing relationships to monitor. Science provides proof. Recent studies have documented a common sense observation that anyone can make by watching a [chess] player's eyes. Beginners are generally restricted to their side of the board. Practiced players typically inspect both sides. ( From Every Move Must Have a Purpose: Strategies from Chess for Business and Life, by Bruce Padolfini)

21. Council on Licensure, Enforcement and Regulation Toronto, Ontario March 24, 2011 MANAGING CHANGE discipline or regret…

22. Council on Licensure, Enforcement and Regulation Toronto, Ontario March 24, 2011 Infinite Possibilities Ability to anticipate Good information Good relationships Trends Proactive Reactive

23. Council on Licensure, Enforcement and Regulation Toronto, Ontario March 24, 2011 External Forces Change Change in Legislation Change in Policy Direction Change in Government Media reports Management How to manage the change using strategy and tactics information Be Proactive

24. Council on Licensure, Enforcement and Regulation Toronto, Ontario March 24, 2011 Nature of the Beast Change New Council/Board Members New Committee Composition New President/Vice President/Leadership Staffing changes Management How to manage the change using strategy and tactics Education Succession planning Be Proactive

25. Council on Licensure, Enforcement and Regulation Toronto, Ontario March 24, 2011 Internal Change Change Monitoring indicates desired outcomes are not being achieved Budgetary changes Management How to manage the change using strategy and tactics Re-evaluate purpose, strategy Re-evaluate priorities Be Reactive

26. Council on Licensure, Enforcement and Regulation Toronto, Ontario March 24, 2011 THANK YOU

27. Council on Licensure, Enforcement and Regulation Toronto, Ontario March 24, 2011 Speaker Contact Information Caroline MacIsaac-Power, RO Registrar & CEO College of Opticians of Ontario