Branch Executive Orientation

1. Branch Executive Orientation May 31 – June 1, 2013 Westin Hotel Edmonton, Alberta

2. Introduction • Welcome • It’s been a while • My Role • Senior Staff Guy – branches, recycled, build branch capacity without overwhelming volunteers by providing branch framework, volunteer training, additional volunteers & staff support • Facilitator – encourage dialogue • Policeman – parking lot • Housekeeping • Washrooms • Fire escape • Bottomless coffee • Objectives • Training – increase awareness and understanding • Discussion – seek final input to enable completion of revised Branch Manual • Networking - meet staff and volunteers with similar interests, shuffle, regular breaks • Staff • introduce

3. Overall Program • Thanks • Manual – Ramez Hanna Alla (Calg), Randy Dobko (Edm), John Assels (Leth), Christine Tran (Ft Mac) • Agenda – Ramez Hanna Alla (Calg), Kashif Dada (VR) • APEGA Overview & Expectations of Branches • Branch Administrative Framework • Branch Programs • Omissions – Geoscience (Calg), IEGs (Ft Mac), PtP Seminars (all rural), Regulatory Responsibilities

4. Friday Afternoon Overview • Intro – Mark Flint • APEGA Overview • Council Governance • Relationship between Council, President & CEO • Election Process • Strategic Plan • Business Plan • Structure • Expectations of Branches

5. Introduction Mark Flint, P.Eng., CEO

6. APEGA Overview: Governance • Presentation to APEGA Council - April 18 • Gov/Org.Eff = • Diversity in thought is good news • Knowing how to achieve diversity in knowledge leads to org. eff. • I have a perspective worth sharing: However, I’m certain I’m missing something • Express opinions: Listen/enquire

7. Overview: Governance • When I share first, others will follow • A person’s sense of loss is greater than that person’s sense of gain • Structure • 3 qualities in recruiting • Impeccable integrity • Deep knowledge in subject matter • Connection to industry

8. Overview: Governance • Internal Process • Accountability and stewardship in exchange for dues • Balance between board culture and rigor of policies and procedures • Board meeting • Must be effective • Speech Act leads to covenant which must be kept or doubt will creep in

9. Overview: Governance • Responsibilities • Role clarity – align the talent • Performance measurement • Self assessment • Bd chair must be the coach one-on-one • Bd must give you growth or don’t bother • Integrate across diversity

10. Overview: Governance • Responsibilities • In decreasing order • Vision, aspirational goals • Where to play • How to win • Capabilities • Operation • Good governance involves knowing how deep for Council to dig into operational business while still meeting its fiduciary responsibilities • Common wisdom would suggest the first two bullets are Council’s purview and the last three are staff’s

11. Overview: Governance • Risk Management • Need policies, processes and tools • Banking, events that flop • What would have to change in the environment to take on more/less risk • Succession Planning • Develop board leaders and succession for the CEO • Need to retain knowledge

12. Overview: Governance • Emergent Face of NFP • Social entrepreneurs emit spirit, business acumen, energy, persistent ability to inspire • “try one more time” kind of attitude that says your best will be your next effort/try

13. Overviews: Relationship between Council, President and CEO • Council is comprised of 19 members, 16 of which are elected by members and 3 of which are appointed by the GOA • Exec Comm is comprised of Pres, Vice-Pres, Pres-elect, Past-Pres and CEO • Exec Comm has the power to make decisions on Council’s behave between Council meetings but is advised not to do so often • President chairs Council and Exec Comm • CEO gets his marching orders from Council through the strategic plan and from the GOA through the provincial legislation (EGPA) • CEO’s performance is evaluated by Council through delegation to the President. Given that Pres chairs Exec Comm and evaluates the CEO, it is wise for the CEO to take advice, if not direction, from the Pres also. • CEO is single point of contact with staff. Council may not direct any other member of staff • The CEO’s performance is seen to be APEGA’s overall performance

14. Overview: Relationship between Council, President and CEO • Roles • Council • Sets goals and in which areas the goals should be set, i.e. outcomes, by when, for what • Often referred to as ends statements • Sets the means limitation policies, i.e. the boundaries beyond which the CEO must not go, e.g. % expenses above budget, risk tolerance • Sets staff-council relation policies • Determines governance policies • Evaluates CEO, i.e. organization performance • CEO • Determines how the goals are to be met, at what cost, by who and by when (for the sub-elements), i.e. business plan, project plans, budget, people planning, facilities, equipment

15. Overview: Election Process • Sept – Nominating Committee begins work • Committee of Council, rejuvenating/replacing itself • 30+ volunteers – wide backgrounds, well connected • Evaluating list of current & past volunteers and current & past Councilors (Pres–elec & VP position) • Enhanced by members that the committee members know • Confirms interest in running • 150 days before AGM (Mid Nov) - Nominating committee provides slate of no more than 7 acceptable candidates for 4 councilor positions and 3 for Pres-elect & VP • Dec PEG – notice of candidates from committee plus notice encouraging write-in candidates (Members are encouraged to submit write-in throughout year to ceo@apega.ca , so now is a great time. ) • Jan – short video produced for all nominees to enable members to get to know them better • Mid Feb – notice of opening of polls and instructions on how to get access code, mail ballots if needed • 50 days before AGM (end Feb) – polls open • Site is independent of APEGA, but we can monitor the rate of voting to determine whether corrective action is required • Typically two reminders sent out • 20 days before AGM (end March) – polls close • At least 15 days before AGM – results posted • AGM – successful candidates are introduced • Also interested in recommendations for nominating committee members, so now is a great time.

16. Overview: Election Process

17. Overview: Election Process

18. Overview: Strategic Plan • Challenges* • Assumptions • Guiding Principles* • Look forward to 2020 • Priorities to 2016 • Goals* • Tactics

19. Overview: Strategic Plan Challenges The Public • The public wants greater transparency in regulatory processes and better factual information upon which to develop informed opinions. • APEGA and its members need to instil a sense of confidence in the public that professional engineers and geoscientists are competent and acting in the public interest. • Both of these conditions need to be met as a precursor to the public providing its social licence to operate.

20. Overview: Strategic Plan Regulation • APEGA regulates the practices of engineering and geoscience locally, but its members practice globally—both exporting services to other countries, and importing services to Alberta. • APEGA must embrace—if not drive—a renewed self-regulatory model. The current model was developed under the assumption that Alberta engineers and geoscientists practice and hire locally; an assumption that does not fit today’s circumstances.

21. Overview: Strategic Plan Our Association • APEGA must determine how we can best serve the public interest as a provincial regulatory body in a global economy, given the resources available to us. • We need to clearly demonstrate self-regulation as the most efficient and effective model for the practice of engineering and geoscience; the efficacy of self-regulation cannot be assumed to be self-evident.

22. Overview: Strategic Plan • To deliver on our mission APEGA must demonstrate effective performance of both regulatory and non-regulatory activities and achieve positive regulatory and non-regulatory outcomes. • APEGA’s ability to uphold the public interest requires a partnership with the members and permit holders; we must therefore ensure that APEGA remains relevant to its membership.

23. Overview: Strategic Plan Our Professions and Membership • Our members and permit holders need to earn and maintain a social licence to operate that is granted by the public. • Our members will be challenged to compete in a highly competitive global market. • There is currently a shortage of qualified and licensed professionals that will continue over the next decade.

24. Overview: Strategic Plan • Our permit holders, Alberta industries and local and provincial governments need support in attracting our professions and in continual competency development. • Given the looming labour force shortages, APEGA must expand its efforts to support the attraction, retention and advancement of a competent and diverse professional workforce.

25. Overview: Strategic Plan Guiding Principles APEGA’s Guiding Principles are long-standing and have been used to help Council and the Strategic Planning Committee develop the Strategic Plan: • Protection of the public safety is paramount in all that we do • Developing public trust in our professions, by earning a social licence to practice • Treatment of everyone fairly, and with dignity and respect • Transparent processes that are fair, impartial, and accountable to the public and members • Self-Regulation that benefits the public and the professions • Skilled and ethical professional practice by all our Members • Consultation with all stakeholders and members is sought, valued, and reflected • Relevance and value is delivered to our Members and other stakeholders

26. Overview: Strategic Plan Strategic Priority 1: Regulatory Influence and Leadership 2016 Goals • Partnering with other regulators and professional groups to understand and adopt the best self-regulatory processes and practices for dealing with the challenges of regulating locally in a global market. • An updated draft version of APEGA’s enabling legislation, developed in conjunction with the provincial government that is a global model for self-regulation in the public interest, and has the support of our stakeholders. • APEGA is a trusted resource for government on policy and legislative initiatives related to the engineering and geoscience professions, and a convenor of independent, impartial counsel related in associated areas of public policy and public interest. • APEGA’s processes are transparent and accountable, while ensuring the appropriate balance between public accountability and individual privacy.

27. Overview: Strategic Plan Strategic Priority 2: Policy and Engagement 2016 Goals • APEGA’s demonstration of new ideas and best practices has provided leadership in the creation of a national framework for licensure. • APEGA understands that consultation and dialogue with an informed public is an important part of practising in the public interest, and of earning and maintaining a social licence to practice. • APEGA has worked with the public, and its members and permit holders, to provide facts, trustworthy information, and resources relevant to our professions on specific issues of public interest.

28. Overview: Strategic Plan Strategic Priority 3: Attraction, Retention and Advancement of Individuals in our Professions 2016 Goals • Elimination of barriers that would prevent entry to the professions, ensuring that the professions are accessible to those who are competent and meet APEGA benchmark standards. • APEGA’s professional registration processes are considered to be the most accessible, efficient and technically enabled by Canadian and internationally educated graduates • APEGA’s advocacy for graduating more engineering and geoscience students from Alberta’s post-secondary institutions has succeeded; more positions exist for students who might be ready to meet APEGA’s standards of professionalism and competency when they graduate. • APEGA, working with permit holders and employers, has helped develop workplace environments and policies that support the long-term retention and advancement of our members. • APEGA has a targeted strategy to support the advancement of our professions.

29. Overview: Strategic Plan Strategic Priority 4: Organizational Renewal and Continuity 2016 Goals • Members are proud of APEGA’s reputation for professionalism and ethics. • APEGA has a reputation for continually improving its processes and member relevance • Branches are engaged in the overall goals of APEGA and play an important role in local stakeholder engagement and professional development. • APEGA’s governance approach is robust, transparent and trusted, and recognized as such by the provincial government. • APEGA has increased and renewed its volunteer base. • Succession plans and talent management strategies are in place to ensure organizational renewal.

30. Overview: Business Plan • The Why • It’s Your Money • The What • Legislation • The Strategic Plan • Council/President policies and direction • The How • CEO determines how the goals are to be met, at what cost, by who and by when (for the sub-elements), i.e. business plan, project plans, budget, people planning, facilities, equipment

31. APEGA Business Plan • Produced annually and tied to a January to December Budget Year. • Executive Summary. Theme for the year • Strategic Priorities. Ties Business Plan to Strategic Plan through a Synchronization Matrix • 2013 Business Plan Calendar. Produced yearly • Tasks/Purpose/KPIs. Reviewed Quarterly by staff and tied to Council meetings • Financial Plan. Reviewed Quarterly along with Tasks

32. Synchronization

33. Synchronization • Core Business • Regulatory • Member Services • Council Business • Transformational • Legislative Renewal • Process Reviews • Canadian Framework for Licensure (CFL)

34. 2013 In Detail • Core • Registering 8000+ new Professional Members plus 400-500 permit holders • Providing services to 69k members. Examples are: • Professional Development • Outreach – Science Olympics, EnGenious, Stakeholder Engagement • PEG • Serving the Public Interest and working at maintaining our Social License to Operate. Examples are: • Professional Practice • Board of Examiners • Investigations/Compliance • Stakeholder Engagement • Transformational • Review 3 Statutory Boards • Review 3 Processes • Consult or Concur on 20 of 24 CFL elements • Other • Growing the staff (70 in May 2012 – 118 by 2014) • Edmonton APEGA Office Move/Consolidation • Managing the $22.8 million budget

35. This Morning’s Session Branch Administrative Framework • By-laws • Timetable • Business Planning • Budgeting • Reporting • Networking • Meetings • Volunteer Management • Seeking Sponsorships • Handling Media • Use of APEGA’s Visual Identity • Issuing Branch Bulletins • Advertising of Elections Results and Summit Awards Winners

36. Framework: By-laws • Minor Revisions • Add Past Chair, Vice Chair, Outreach Coordinator, more specifics on other Members-at-large • Past Chair – chair Nom Comm and act as VMC • Vice Chair – fill in for Chair, typically step up into Chair position • Chair to take responsibility for business plan and President’s Visit • Add clarity on how Chair is to handle repeated absences of exec member • Add non-resident to Exec, if approved by membership • Add voting by MITs • Add clarification to 4 general meetings • Add clarity of constraints on investing funds • Add clarity to not issuing charitable receipts • Issues • Timing of Branch AGMs – 30 days before APEGA AGM • Major Overhaul • Unconventional • Too long, much could go in branch manual • Keep Branch structure • Resolve whether reporting to Council of CEO designate (governance issue)

37. Framework: Timetable

38. Framework: Timetable

39. Framework: Business Planning

40. Framework: Business Planning

41. Framework: Budgeting

42. Framework: Reporting

43. Framework: Networking • Within branch exec • Phone, email, meeting, dropbox • Between branch exec and branch members • Phone, email, branch bulletin, AGM • Between branch execs • Contact matrix, phone, email, dropbox, Branch Chairs’ meeting • Between branches execs and staff • Contact matrix, phone, email, dropbox, Branch Chairs’ meeting

44. Framework: Networking

45. Meetings • With Exec • With Members • Informal • Formal (AGM)

46. Framework: Meetings • Agenda – meeting with exec • Call to Order • Declaration of Quorum (at least 4 members of exec) • Approval of Agenda • Approval of Previous Meetings Minutes • Business Arising from Minutes • New Business (align with APEGA’s priorities and/or the branch business plan and/or exec responsibilities) • Next Meeting • Adjournment

47. Framework: Meeting • Agenda – formal Annual General Meeting with branch members (at least 30 days before APEGA’s AGM ( typically mid April)) • Call to Order • Declaration of Quorum (at least 10 voting members) • Approval of Agenda • Introduction of Head Table • Approval of Minutes from Last AGM • Business Arising from the Minutes • Chair’s Report • Nominating Committee Report • Appointment of Exec • Approval of merging of Secretary & Treasurer Positions (if required) • Approval to admit non-resident member as member of exec (if required) • Auditor’s Report • Appointment of Auditor(s) for Next Year • Appointment of Nominating Committee for Next Year • Date for Next AGM • Key Note Speaker (if stand alone event, not necessary if part of President’s Visit) • Adjournment