The College of Nurses of Ontario’s Governance Vision: Using Evidence to Transform Regulatory Governance in the Public Interest

Abstract

Recent public discourse demonstrates concerns about the current form of professional regulation, including nursing regulation. There is growing skepticism about whether the current model of self-regulation is truly protecting the public. As a result, regulatory governance is and will continue to be in the spotlight until regulators address the public’s concerns. Recognizing the changing public expectations, the College of Nurses of Ontario’s (CNO’s) Council decided to modernize its governance structure to strengthen public trust. In 2014, the CNO’s Council (board of directors) appointed an expert Task Force to review the CNO’s governance and the best available evidence. The Task Force’s objectives were to find new perspectives to transform the current model and position the CNO as a leader in regulatory governance. After 2 years, the CNO’s Council adopted a new governance model—an innovative, strategic, and evidence-based plan for major governance improvements that have the potential to shift Ontario to a public-centric regulatory model. Insights for other regulators looking to enhance public confidence by modernizing their governance structures are also offered. This article describes CNO’s governance review approach and demonstrates how an evidence-based review led to the development of a progressive model of regulatory governance that puts the public first. Recent public discourse demonstrates concerns about the current form of professional regulation, including nursing regulation. There is growing skepticism about whether the current model of self-regulation is truly protecting the public. As a result, regulatory governance is and will continue to be in the spotlight until regulators address the public’s concerns. Recognizing the changing public expectations, the College of Nurses of Ontario’s (CNO’s) Council decided to modernize its governance structure to strengthen public trust. In 2014, the CNO’s Council (board of directors) appointed an expert Task Force to review the CNO’s governance and the best available evidence. The Task Force’s objectives were to find new perspectives to transform the current model and position the CNO as a leader in regulatory governance. After 2 years, the CNO’s Council adopted a new governance model—an innovative, strategic, and evidence-based plan for major governance improvements that have the potential to shift Ontario to a public-centric regulatory model. Insights for other regulators looking to enhance public confidence by modernizing their governance structures are also offered. This article describes CNO’s governance review approach and demonstrates how an evidence-based review led to the development of a progressive model of regulatory governance that puts the public first. Iva Tirana, MA, BA (Hons.), is a Policy Analyst, Strategy Team, College of Nurses of Ontario, Toronto. Kevin McCarthy, BScN, MPPAL, RN, is Director of Strategy, College of Nurses of Ontario.