Registrar-CEO Report

REPORT TO THE BOARD OF DIRECTORS

June 24, 2026

Submitted by: Kelly Dobbin

The Registrar-CEO Report assures the Board that the College operates effectively and achieves its strategic goals, and that the Registrar performs in accordance with the expected duties outlined in the Board’s Governance Policies.

The Registrar-CEO is accountable for the College’s performance in six main areas:

1. Strategic Leadership and Direction Setting
2. Development and Achievement of Goals
3. Reputation and Relationship Management
4. Financial Accountability and Management
5. People and Organizational Leadership
6. Board Governance and Engagement

Strategic Leadership and Direction Setting

Clinical Placement Shortage

Relevant 2026-2029 Strategic Priorities:

2: Advance Access, Equity, and Reconciliation

3: Collaboration and System Alignment

Relevant Guiding Principle:
Meaningful Engagement and Strategic Collaboration

Since September 2025 we have been actively working alongside our colleagues and system partners of the Ontario Midwifery Strategy Council (OMSC), and other relevant partners, to better understand the numerous and intersecting factors that are resulting in a critical shortage of clinical placements for learners and for Internationally Educated Midwives (IEMs), especially as the sectors plans for growth.

There are both immediate and long-term risks of not being able to offer sufficient clinical learning opportunities for learners and IEMs, including risks to client safety, risks to sustainability of the profession, risks to sustainability of programs and organizations, and reputational risks to the profession and sector organizations.

Our shared commitment is to have all existing and proposed programs succeed, and for every learner and IEM to have access to the midwifery clinical experience they need. As such, we are working together to identify and employ interventions to stabilize and improve the current situation.

The College and the Association of Ontario Midwives are co-leading individual discussions and interviews with relevant parties, including leaders from the new Indigenous Midwifery Baccalaureate Program at First Nations Technical Institute; the proposed joint Midwifery Education Program (MEP) at Lakehead University and the University of Ottawa; the MEP at McMaster University; the MEP at Toronto Metropolitan University; the International Midwifery Pre-registration Bridging Program at the TMU Chang School; Tsi Non: we Ionnakeratstha Ona:grahsta (Six Nations Birth Centre); the Toronto Birth Centre; the Ottawa Birth and Wellness Centre; and the Provincial Council for Maternal and Child Health.

In addition, with the input from all above-mentioned parties, a survey will be circulated to midwives this summer to collect data to help us better understand the capacity issues from midwives’ perspectives.

Insights from the interviews and surveys with the relevant system partners and midwives will help build a shared understanding of the challenges and opportunities and support the development of solutions that are effective and responsive to the profession’s urgent need for growth. The OMSC and participating guests will next meet on September 21 to help resolve this shared problem together.

Pathways to Registration

Relevant 2026-2029 Strategic Priorities:

1: Strengthen Regulatory Integrity, Clarity, and Responsiveness

2: Advance Access, Equity, and Reconciliation

3: Collaboration and System Alignment

College staff have worked closely with the Registration Committee to develop several policies and processes intended to enhance transparency, fairness, and consistency in decision-making:

• We have collaborated with the G. Raymond Chang School of Continuing Education (the Chang School) to develop a summative assessment report for candidates who completed the International Midwifery Pre-Registration Program (IMPBP). The report focuses on areas of learning and competence observed by both program instructors and preceptors and is intended to inform the Registration Committee’s development of individualized supervision plans for candidates entering practice. Rather than applying a standardized supervision approach to everyone, the goal is to leverage each individual’s strengths while focusing supervision on areas where additional experience or exposure is necessary for safe practice. Given their direct involvement in the assessment process, instructors and preceptors are uniquely positioned to provide this information. The reports will also assist future practice groups in supporting and integrating these candidates into the profession.
• The Registration Committee has reviewed applications from individuals who were required to complete a competency-based assessment but sought an exemption due to extenuating circumstances. The Committee is developing a principled and consistent approach to assessing exemption requests while ensuring that registration decisions remain fair, transparent, and focused on public protection.

We continue to advise both the Chang School and the First Nations Technical Institute on a regular basis on their respective programs to ensure that their candidates will meet the entry-to-practise requirements for registration in Ontario.

On May 11, 2026, the College was advised that the Chang School will not be offering a new cohort of the International Midwifery Pre-Registration Program in 2026 (see attached letter). As a result, the College anticipates a reduction in internationally educated applicants progressing through the registration pathway and entering practice in subsequent years. Like previous periods when the program was not offered, this will result in a registration gap from internationally midwives during the 2027–2028 fiscal year, negatively impacting workforce supply and access to the profession.

The College recently provided feedback on proposed changes to the Ontario Immigrant Nominee Program that would create a pathway to permanent residency for regulated health professionals based on their eligibility for registration, rather than a secured employment offer. The College noted that a regulatory amendment is required, as current applicants must have authorization to work in Canada before they are eligible for registration. In fact, this issue was already contemplated by the College, and the solution was included in our proposed regulatory amendments submitted to the Ministry in 2023. The College also emphasized the importance of coordination with the Ministry of Health, as internationally educated midwives typically require support and a period of transition to the Canadian health care system before they are ready to practise independently.

Citizen Advisory Group Engagement

Relevant 2026-2029 Strategic Priorities:

1: Strengthen Regulatory Integrity, Clarity, and Responsiveness

2: Advance Access, Equity, and Reconciliation

3: Collaboration and System Alignment

Relevant Guiding Principles:

Public Accountability and Trust

Equity, Inclusion, and Reconciliation

Meaningful Engagement and Strategic Collaboration

The College is collaborating with three other Ontario health Colleges, the College of Physiotherapists, the College of Massage Therapists and the Ontario College of Pharmacists to conduct a focus group with the Health Profession Regulators of Ontario’s (HPRO) Citizen Advisory Group (CAG).

The engagement includes three topics, all of which relate to equity, diversity, and inclusion (EDI):

• We are seeking to learn how patients/clients and caregivers want to engage with College work and the best ways to enable engagement and participation while centering diversity, lived experience, and inclusion.
• In addition, we are seeking CAG’s perspectives about regulators collecting demographic and EDI data from participants in regulatory processes. This will help us identify what we need to do to be transparent, build trust, and design inclusive data collection tools.
• Finally, we are seeking input from CAG members on the experiences, needs, and expectations that should inform the development of health equity and anti-discrimination standards to help support positive patient/client experiences related to equitable, respectful, and non-discriminatory care.

We identified CAG engagement as one of the key year one initiatives in support of our strategic priorities and outcomes. This will be our first time engaging the CAG in this way and we are happy to be further developing engagement approaches that will inform our EDI work.

Development and Achievement of Goals

2021-2026 Strategic Plan Completion and Launch of new 2026-2029 Strategic Plan

On March 31, 2026, the College successfully completed its five-year Strategic Plan. The 2021-2026 Operational Plan Final Report is attached highlighting the accomplishments and activities undertaken in 2025-26 to complete the plan. Our last strategic plan focussed on developing and maintaining a model of regulation that is agile, responsive, and proactive, as well as fostering trust and demonstrating accountability with the public and the profession. We are proud of the progress that we made on these objectives.

The success of our 2021-2026 Strategic Plan led us to our ambitious new plan, which reinforces our commitment to the public interest, regulatory integrity, and responsiveness, as well as equity, inclusion, and reconciliation and sets us on a clear path for the next three years. Following the Board’s approval in February, the new Strategic Plan was launched on April 1, 2026. Our website has been updated and a special communication was sent to all registrants, members of the public, and system partners on April 17, 2026.

As previously discussed with the Board, staff have developed a proposed Strategic Plan Reporting Framework for the Board’s consideration, integrating our operational initiatives, desired outcomes and key performance indicators. This will be discussed under agenda item 11. Work is already underway on several strategic initiatives as identified in this report.

Registration Regulation

Relevant 2026-2029 Strategic Priorities:

1: Strengthen Regulatory Integrity, Clarity, and Responsiveness

2: Advance Access, Equity, and Reconciliation.

The College has not received further updates from the Ministry of Health since our last report regarding our proposed changes to the Registration Regulation which was submitted to the Ministry in 2023. While we wait for the Ministry’s feedback, the Registration Committee is developing policies to support the amendments when approved. As such, the Board is asked to approve a policy related to clinical currency requirements, which will enable the Registration Committee to administer the expected regulatory changes once in effect. Staff are focused on the operational implementation of the policy and the broader change management efforts. Please refer to agenda item 10 for details.

Review of Professional Standards for Midwives

Relevant 2026-2029 Strategic Priorities:

1: Strengthen Regulatory Integrity, Clarity, and Responsiveness

2: Advance Access, Equity, and Reconciliation.

In 2025, College staff initiated the scheduled review of the Professional Standards for Midwives. The Professional Standards set out the College’s minimum requirements regarding midwives’ practise and conduct, to help achieve the best outcomes for midwifery clients and the public. We learned from our midwife survey in 2025 that most midwife respondents (79%) said that our standards and guiding documents are effective in providing support. However, 53% of midwives said our documents are only “somewhat clear,” suggesting an area for improvement.

Drawing insights from our practice advisory and complaints data, and cross-referencing this information with the existing standards, we identified standards that were relevant to complaints and assessed whether they were clearly understood by complainants and their midwives.

We also conducted a review to apply a health equity lens to the standards. Following an environmental scan of other health regulators to understand their approach and a literature review of current research and recommendations, we determined that there is an opportunity to add new standards which speak directly to accessibility, barriers to effective care, cultural humility, Indigenous cultural safety, anti-racism, and bias.

The Quality Assurance Committee reviewed the recommendations and the updated Regulatory Impact Assessment at their meeting in April and have requested a 60-day public consultation to be held over the summer to obtain feedback on proposed amendments and additions. In addition, College staff are conducting focused consultations with key partners to gain additional insights and feedback on proposed changes. Depending on the consultation feedback, the Quality Assurance Committee may be able to bring forward final revisions to the Board for approval at its November meeting.

Public Engagement Campaign: Vendor Selection

Relevant 2026-2029 Strategic Priority:

1: Strengthen Regulatory Integrity, Clarity, and Responsiveness

This strategic priority has the desired outcome of enhanced understanding amongst the public, registrants, and system partners regarding the College’s role, responsibilities, and how we regulate midwifery in the public interest, including regulatory requirements. Part of how we plan to achieve this outcome is through a new public engagement campaign. We aim to uphold the public interest by centering the lived experiences, cultural contexts, and individual dignity of those impacted by regulation.

We anticipate that the College and the public will benefit from increased public engagement in the following ways: 

• Better awareness of the College and its role will give midwifery clients greater knowledge about what to expect when visiting a midwife.
• Members of the public will know that the College exists to serve them and is a resource for them. They will be more likely to know that they can call the College with questions or concerns.
• Members of the public will be more aware of the College’s public register and understand its utility for them when considering midwifery care.
• Ontarians will be better informed about midwifery and be able to assess whether a midwife is a care provider that would suit their needs and situation.
• The public will have greater trust in the College and be confident in our ability to make fair and consistent decisions.
• Further input from the public will help inform College policies and processes.
• Encouraging further public participation in College processes and decision making will enhance the College’s public accountability.

We issued an RFP in March, posted it to our website, circulated it on our social media channels, and sent it directly to a few previously identified vendors. We received six proposals and moved forward with select interviews after evaluating each proposal against the criteria we had set out in the RFP. The cost estimates we received were all comparable and in line with our budget. While we received several high-quality proposals, the College selected Common Point as its vendor of choice. We followed our procurement process and the Board Chair reviewed and approved the expense.

Going forward, we will be gathering feedback, including by engaging members of the Board and committees, during the discovery process this summer.

Completion of first Competency-Based Assessment

Relevant 2026-2029 Strategic Priorities:

2: Advance Access, Equity, and Reconciliation

3: Collaboration and System Alignment

The College administers the Competency-Based Assessment Program; an assessment tool used by Canadian midwifery regulators and developed by the College; to determine whether midwives returning to practice and/or those unable to demonstrate clinical currency have the necessary knowledge, skills, and professional judgment required for safe practice. We are pleased to report that we have successfully administered our first competency-based assessment, following a referral from another Canadian midwifery jurisdiction, and we look forward to providing this service to more candidates.

Successful Completion of 2026 Peer and Practice Assessments

Relevant 2026-2029 Strategic Priority:

1: Strengthen Regulatory Integrity, Clarity, and Responsiveness

Every year, 10% of eligible midwives are randomly selected to participate in the Peer and Practice Assessment (PPA) program. Participation in the peer and practice assessment supports ongoing safe and effective practice and is a mandatory component of the College of Midwives of Ontario’s Quality Assurance Program, as set out in the Quality Assurance Regulation under the Midwifery Act. Midwives who do not meet the threshold at the peer assessment stage are supported in moving forward to the practice assessment, which provides a further opportunity for learning, feedback, and professional development.

We are pleased to report that this year, 70 midwives were selected to participate in the annual program, and all participants successfully completed the peer assessment component, resulting in no referrals for a practice assessment. This program could not run without the engagement of our PPA assessors, who once again delivered excellent assessments and provide us with meaningful feedback for continuous program improvement.

Reconciliation Action Plan Development: Consultant Selection

Relevant 2026-2029 Strategic Priority:

2: Advance Access, Equity, and Reconciliation

Relevant Guiding Principle:
Equity, Inclusion, and Reconciliation

To support our strategic objective of developing a Reconciliation Action Plan we undertook a process to identify a consultant to help us with this work. We met with several relevant groups to better understand their services and approach, and to assess fit based on our needs and their proposals. Through this process we have selected to work with The First Peoples Group (FPG) for the following reasons:

1. Based in Ontario, they bring the value of having established local relationships which will support us in the engagement dimension of this work. 
2. When we first met with them, they were already familiar with the work we have done with the Indigenous Advanced Education & Skills Council to create a registration pathway for Indigenous Midwives and are keen to support us in building on this momentum. 
3. Their proposal is comprehensive, the best value for cost that we saw. Their process engages every level of the organization, includes operational and strategic alignment activities, and is based on an in-depth environmental scan that will support us in clarifying our role and opportunities as a midwifery regulator in the Ontario context. 
4. They have worked with several regulatory organizations in Ontario who speak extremely highly of the working relationship that FPG cultivated and the outcomes of their Reconciliation Action Plan development process.

As we embark on this work, we have also engaged the FPG to facilitate a learning session for the Board, committee and staff on June 23, 2026. The session will focus on Indigenous Awareness and Reconciliation, and we will hear presentations from First Nations, Métis, and Inuit facilitators. We will continue to build on this foundation and the Board will be kept informed and engaged once the project work is initiated.

Reputation and Relationship Management

Spring Edition of On Call Digital Newsletter Published

Relevant Guiding Principle:
Public Accountability and Trust

This edition of the College’s digital newsletter included an item sharing information on a recent complaint trend, and providing practice advice on supporting clients in early labour; the election for professional Board Directors; the College’s new Strategic Plan; information about low immunization rates for midwifery clients; information for midwives ordering NIPT; and Board highlights from our February meeting. Our digital newsletters are sent to our full email list of approximately 3,000 subscribers. This includes registrants, system partners, members of the public, staff, and Board and Committee members. The email was opened by 33.3% of subscribers, and 8.5% of subscribers clicked a link from the email to read more or access a resource. The open rate is lower than we typically see, and we are looking into our bulk email delivery to see if we need to make adjustments.

Presentation to prospective applicants

Relevant 2026-2029 Strategic Priority:

1: Strengthen Regulatory Integrity, Clarity, and Responsiveness

As part of the College’s ongoing outreach efforts, staff provided their annual presentations to graduating students of the two midwifery education programs (Toronto Metropolitan University and McMaster University) and to candidates completing the International Midwifery Pre-registration Bridging Program, on the registration process and requirements for entering practice. This year, for the first time, College staff partnered with colleagues from the Association of Ontario Midwives (AOM) to deliver a joint presentation, helping prospective applicants better understand our distinct roles and the sequencing of key steps from program completion through registration and entry into practice.

Data reporting

Relevant 2026-2029 Strategic Priority:

3: Collaboration and System Alignment

Relevant Guiding Principle:
Public Accountability and Trust

College staff have also been focused on preparing and submitting several significant reports required by system partners. This includes the annual Health Workforce Overview submission to the Canadian Institute for Health Information (CIHI), which contributes to the Health Workforce Database. This is a national data resource that maintains and analyzes information on more than thirty health care professions across Canada, supporting workforce planning and policy development. Staff also completed reporting to Ontario’s Health Professions Database, which collects demographic, educational, and employment information on regulated health professionals to support workforce monitoring, resource planning, and public accountability. In addition, the College submitted our quarterly registration data to support provincial initiatives aimed at strengthening and growing Ontario’s health workforce. Finally, staff prepared the College’s annual Fair Registration Practices Report for Ontario’s Fairness Commissioner (OFC), demonstrating compliance with legislative requirements and the College’s commitment to transparent, objective, impartial, and fair registration practices. We have subsequently met with our OFC compliance analyst for our annual check-in. Discussion focused on offering alternative pathways for francophone midwives, pathways for international applicants, and attrition in the profession.

Financial Accountability and Management

Year-End Financial Summary

The College ended the 2025–26 fiscal year with a surplus, despite revenue being lower than anticipated. Revenue increased by approximately $45,000 compared to 2024–25, reflecting continued slow growth. The College continues to monitor registration trends closely to assess their impact on current and future budgets.

The surplus resulted from underspending in some areas, along with targeted cost-saving measures. Overall, expenses were approximately $150,000 lower than in 2024–25, while the College continued to meet its regulatory responsibilities.

The year-end surplus has been added to the College’s unrestricted net assets, increasing our reserves to 10 months of operating expenses. This strong reserve position provides financial stability in a period of slow revenue growth and positions the College well as we enter a year with a planned deficit to support the advancement of our strategic plan.

2025-26 Audit and Financial Statements

Relevant Guiding Principle:
Public Accountability and Trust

The College completed its annual financial audit in May. On May 6, 2026, the Executive Committee met with the auditors to observe the audit process and ask questions. On June 9, 2026, the Executive Committee reviewed the draft Financial Statements with the auditors and is now presenting them to the Board for approval.

Q4 Statement of Operations

Relevant Guiding Principle:
Public Accountability and Trust

The Q4 Statement of Operations was initially presented to the Executive Committee in May for informational purposes only, as adjustments from the audit were expected. After the audit, the revised Q4 Statement of Operations was reviewed and approved by the Executive Committee on June 9, 2026. It is included in their report to the Board for your information.

People and Organizational Leadership

Organizational Effectiveness Survey

The College conducted its annual Organizational Effectiveness Survey in January 2026. The survey is an opportunity to gather staff feedback on our strengths and areas for improvement across key areas of organizational effectiveness. The results guide organizational discussions and the development of an action plan. Survey findings also inform various organizational strategies, including the College’s Learning and Development Strategy.

The survey achieved a 100% participation rate, reflecting strong staff engagement. Results were highly positive, with the College meeting or exceeding the benchmark across all 20 areas assessed.

Professional Development

Relevant 2026-2029 Strategic Priority:

4: Enhance Organizational Capacity

In May, six staff members attended the CLEAR 2026 Regional Symposium in Toronto. The program explored how political pressure and public expectations influence regulatory decision-making. College staff participated in a panel discussion on the Board’s recognition of Indigenous midwifery education programs accredited by the Indigenous Advanced Education and Skills Council as a pathway to registration, supporting Indigenous-led approaches to education and program recognition.

Plain Language Training

Relevant 2026-2029 Strategic Priority:

1: Strengthen Regulatory Integrity, Clarity, and Responsiveness

2: Advance Access, Equity, and Reconciliation

4: Enhance Organizational Capacity

In June, staff participated in a Plain Language workshop led by Paul Aterman. The aim of this training is to ensure all College communications, information, and processes are clear and accessible; strengthening transparency, trust, and engagement.

Staff Milestone

At our most recent staff meeting, we celebrated Nadja Gale’s 10-year anniversary with the College. Having joined the College as Manager of Registration and later promoted to Director of Registration, Nadja then stepped into the newly created role of Director of Governance and Strategy in 2023. Nadja has deeply and positively influenced our work and our culture. Her commitment to our purpose is unwavering and her kindness and compassion for all of our people here and those we serve is much appreciated. Congratulations to Nadja on her career milestone. 

Board Governance and Engagement

Third-Party Board Effectiveness Review

Relevant 2026-2029 Strategic Priority:

1: Strengthen Regulatory Integrity, Clarity, and Responsiveness

4: Enhance Organizational Capacity

Relevant Guiding Principles:
Public Accountability and Trust

Evidence-Informed Innovation and Evolution

The third-party Board effectiveness review has now been completed, and our governance consultants, Brian O’Riordan and Maia MacNiven will join the Board on June 24 to present the results of the review. The preliminary results were presented to the Executive Committee in their governance capacity, at their meeting on May 6, 2026. At that time, the Executive Committee clarified and provided feedback which has been incorporated into the final report. The final draft report is included under agenda item 7 for the Board’s review. Following the Board meeting, the report will be finalized and made publicly available on the College’s website in our Accountability Reports section. In addition, the report will be shared with the Nominations Committee to help inform their work and can be included in our On Call and governance newsletters to highlight the findings; helping to foster public accountability and trust in our governance structure and practices supporting our public interest mandate.

The Executive Committee will work with staff to develop an implementation and action plan to address areas for improvement identified in the report. The proposed implementation and action plan will be brought to the Board for consideration in November 2026.

The completion of this review is aligned with the Ministry of Health’s College Performance Measurement Framework governance standards which require evidence of a third party assessment of Council effectiveness at a minimum every three years.

HPRO Governance Conference

The College was pleased to send two staff and two Board Directors to the Health Profession Regulators of Ontario’s recent Governance Conference held in Toronto on May 1, 2026. The conference brought together Board members, committee members and staff from all health colleges to discuss governance-related issues in professional regulation, including regulatory case law, building consensus among decision makers, conflict of interest management, and government relations in health regulation.

Election Results

The College issued a call for nominations for the 2026 Professional Board Director elections on January 27, 2025, and received four (4) eligible nominations for three (3) open positions. In accordance with the College’s General By-law, the College held an election during the month of April. At the conclusion of the election period, a total of 385 registrants, or 35% of eligible voters, cast ballots in the election. The election was conducted in accordance with the College’s by-laws and internal procedures. Voting was conducted online through a secure voting software company, and the results were provided to us in a comprehensive report. The process and results have been scrutinized, and the results have been verified.

The successful candidates were Kelly Armstrong, Sonya Daljeet, and Maryam Rahimi Chatri.

We are pleased to have Maryam returning for another term and look forward to welcoming Kelly and Sonya to the Board for the first time in June.

Executive Committee Elections

The Executive Committee election period was launched on May 6, 2026, with a notice of elections sent to all Board Directors via email. The notice of elections highlighted the unique role that the Executive Committee members play in providing strategic organizational direction and oversight, outlining the opportunities to champion new strategic work in the upcoming year. Through the notice of elections, the College invited all Directors to consider running and advised them to reach out to staff or the Chair with any questions. The election will be held at this meeting during agenda item 13.

Board and Committee Changes

On February 26, the College received notice of a signed Order in Council for Jamuna Balaram, who was approved for a one-year appointment to the Board as a Public Director. On April 30, the College received notice of another signed Order in Council for Zoia Malhi, who was approved for a three-year appointment to the Board as a Public Director. The College also received signed Orders in Council reappointing Public Directors Tina Walia-Rao for a three-year term and Christopher Panos for a six-month term.

As mentioned above, Kelly Armstrong, RM, and Sonya Daljeet, RM, will be joining the Board for their first terms beginning on June 24, 2026, having both been elected in this year’s Professional Director Elections.

All incoming Professional and Public Directors have met with the staff team to undergo the orientation and onboarding process, which took place throughout the month of June leading up to the Board meeting. We look forward to having Jamuna, Kelly, Sonya, and Zoia join our Board of Directors.

At the June Board meeting, the terms of two Professional Directors, Claire Ramlogan-Salanga and Edan Thomas; as well as one Public Non-Board Committee Member, Samantha Heiydt, will come to a close.

We extend our thanks to Samantha for her six years of dedication and engagement in the College’s statutory committee work. After having served nine years as a Public Director between 2006 and 2015, Samantha became a Non-Board Committee Member in 2019 and has sat on the Registration Committee and the Inquiries, Complaints, and Reports Committee, of which she served as Chair from 2022-24.

We also share our appreciation with Edan for her nine consecutive years of engagement on the Board, including her terms as Vice-Chair (Professional). Her strategic focus, commitment to accessibility, and significant contributions to the College’s finance and committee work have helped shape and strengthen our work. During her time on the Board, Edan has also sat on the Registration Committee, the Discipline/Fitness to Practice Committee, the Client Relations Committee, and the Inquiries, Complaints, and Reports Committee, of which she served as Chair from 2019-21. We thank Edan for her commitment and engagement.

Lastly, we wish to express our sincere gratitude to Claire, who concludes her service as Board Chair after six years of dedicated leadership in the role. Since 2019, Claire has helped guide the College through a period of significant growth and transformation, advancing important work in equity, diversity, and inclusion, access, and reconciliation. Her commitment to governance rooted in equity, compassion, and regulatory excellence has strengthened the College and helped position it for the future. Claire’s unwavering dedication to the public interest has left a lasting legacy, and we are deeply grateful for her leadership, vision, and service.

Attachments:

1. 2021-2026 Operational Plan Final Report
2. Letter from Paula Green, Program Director, Community Engagement, The G. Raymond Chang School of Continuing Education
3. Health Professions Discipline Tribunal 2025 Annual Report
4. HPRO 2025 Annual Report