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The
Council on Licensure, Enforcement and Regulation
ORGANIZATIONAL
PLAN, 2001-2003
Adopted June 2000
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Vision* |
| CLEAR's purpose is
to: |
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bring
together all those involved in or affected by professional and
occupational regulation; |
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encourage
and provide for the exchange of information and ideas; |
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provide
education and training; and |
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provide
a central clearinghouse of information pertinent to professional and
occupational regulation |
Mission
The Council on Licensure,
Enforcement and Regulation (CLEAR) is an association of
individuals, agencies and organizations, which comprise the
international community of professional and occupational
regulation. CLEAR is a dynamic forum for improving the quality
and understanding of regulation in order to enhance public
protection.
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Values |
| CLEAR
values: |
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Education
and training for the international regulatory community |
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The identification and dissemination of good regulatory
practices |
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Stakeholder partnerships |
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Providing a neutral forum for frank and open discussion of
topical issues |
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Planning
Assumptions
(Based on environmental scan
and stakeholder responses)
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| CLEAR
values: |
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Distance
technologies, coupled with changing workforce needs, will affect
the nature of the professions and occupations regulated by states
and provinces. |
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New forms of regulation may emerge: these models may be
international, national, federal, state, provincial, profession,
or private-sector based. |
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If new forms of regulation emerge, they will result in
changing CLEAR constituent needs. |
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CLEAR's focus will necessarily become more global. |
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CLEAR will forge stronger collaborative bonds with
complementary organizations. |
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More of CLEAR's business will be carried out through distance
technologies; for example: |
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Distance learning technologies will be used to deliver
training program segments, and |
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Material currently printed,
such as newsletters and program announcements, will be available
online |
Resources
Goal: Optimize
Organizational Resources to Meet Member Needs
Objective:
To identify and coordinate CLEAR's resources in order to provide
excellent educational products and services.
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Strategic Approaches: |
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Integrate organizational resources with member needs and
expectations |
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Involve the membership in the construction of a members-only
Web site section |
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Recruit high quality staff members |
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Provide professional growth opportunities for stakeholders |
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Provide orientation/development Program for Board and
Committee Members |
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Encourage member participation in all CLEAR planning
activities |
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Foster and enhance CLEAR's sense of community |
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Use CLEAR's Board of Directors and staff in an appropriate
manner |
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In general, the Board will establish organizational direction
and ensure resources to carry out tasks involved and, in general,
staff will carry out the direction established by the Board |
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Establish
agendas for the Board of Directors that focus on governance issues |
Leadership
Goal: Assert
Leadership in the Governmental Regulatory Arena
Objective:
To use CLEAR's position as the premier professional and
occupational regulatory association for the benefit of the
consumers its members protect.
| Strategic Approaches:
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Scan the environment for emerging trends of significance
to the regulatory field |
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Provide expert testimony to state legislatures and others |
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Reach out to countries whose regulatory systems are most like
those in North America |
Objective:
Serve as a catalyst for discussion of ongoing and emerging issues
| Strategic Approaches: |
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Present on contemporary issues to various forums |
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Strengthen and enhance collaborative relationships with
stakeholder groups |
Clearinghouse
Goal: Serve as
a Clearinghouse for Information Relevant to Professional and
Occupational Regulation
Objective:
To implement CLEAR's original purpose.
| Strategic Approaches: |
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Identify and disseminate information on sound regulatory
practices |
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Recognize the equal importance of health and non-health
professions to the field |
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Promote and maintain regular contact with members |
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Provide timely information on selected issues |
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Use CLEAR's Website as the primary clearinghouse
vehicle |
Stewardship
Goal: Diversify
and Increase Financial Base
Objective:
Design an organizational structure that supports CLEAR's goals
| Strategic Approaches: |
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Maintain governance through a Board policy and staff
implementation partnership |
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Review governance policies at least annually |
Objective:
Maintain CLEAR's fiscal soundness while allowing for
achievement of the other goals in a timely and useful manner
| Strategic Approaches: |
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Designate responsibility for implementation of specific goals
and strategies to individual Board/staff members |
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Integrate existing and proposed projects and products with the
budget |
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Do market research for proposed products and services |
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Prioritize programs and projects and drop unfunded
initiatives, unless the membership provides a compelling reason
for doing otherwise |
Objective:
Grow the fiscal resources available to CLEAR
| Strategic Approaches: |
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Identify and pursue appropriate funding opportunities |
Notes:
*CLEAR's vision is from Bylaws Article I, Sec. 3
CLEAR's core goals are those last amended July 5, 1997
Stakeholder
Suggestions for Consideration FY 2002-2003
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Offer a credential for regulatory
employees |
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Increase CLEAR's focus on the public |
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limit/broaden current membership |
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limit/expand international growth |
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reduce reliance on volunteers |
Current
Collaborating Organizations
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Association for Real Estate
Licensing Law Officials |
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Citizen Advocacy Center |
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The Council of State Governments |
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The Center for Quality Assurance in International Education |
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Federation
for Association of Regulatory Boards |
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National
Conference for State Legislatures |
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National
Governors Association |
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National
Organization for Competency Assurance |
CLEAR's
Stakeholders
| Core |
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Consumers |
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Professional and Occupational Regulatory Agencies (North America
& Europe) |
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Federal Governments |
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National Associations of State and
Provincial Boards |
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National Professional Associations |
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State Professional Associations |
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Examination Companies |
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Other Corporate Interests |
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Voluntary Private Certification |
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Noncore |
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Professional Educators |
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Legislators/Legislative Staffers |
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Third-party Reimbursors |
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Legal System (civil and criminal) |
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Educational/Facility Accreditation |
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Municipalities |
Short
List of Current Professional and Occupational Regulation Issues
(unordered):
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public/licensee protection |
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increased consumer demands |
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corporate practice |
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scopes of practice (overlapping, push for expanded) |
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barriers to professional mobility |
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continued professional competence |
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unlicensed practice |
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mutual recognition |
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alternative dispute resolution |
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legislative activity (state, provincial, federal) |
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collaborative relationships |
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quality assurance |
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telepractice |
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