Presentation on theme: "Branch Executive Orientation"— Presentation transcript:
1 Branch Executive Orientation May 31 – June 1, 2013Westin HotelEdmonton, Alberta
2 Introduction Welcome My Role Housekeeping Objectives Staff It’s been a whileMy RoleSenior Staff Guy – branches, recycled, build branch capacity without overwhelming volunteers by providing branch framework, volunteer training, additional volunteers & staff supportFacilitator – encourage dialoguePoliceman – parking lotHousekeepingWashroomsFire escapeBottomless coffeeObjectivesTraining – increase awareness and understandingDiscussion – seek final input to enable completion of revised Branch ManualNetworking - meet staff and volunteers with similar interests, shuffle, regular breaksStaffintroduce
3 Overall Program Thanks APEGA Overview & Expectations of Branches 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 BranchesBranch Administrative FrameworkBranch ProgramsOmissions – Geoscience (Calg), IEGs (Ft Mac), PtP Seminars (all rural), Regulatory Responsibilities
4 Friday Afternoon Overview Intro – Mark FlintAPEGA OverviewCouncil GovernanceRelationship between Council, President & CEOElection ProcessStrategic PlanBusiness PlanStructureExpectations of Branches
6 APEGA Overview: Governance Presentation to APEGA Council - April 18Gov/Org.Eff =Diversity in thought is good newsKnowing how to achieve diversity in knowledge leads to org. eff.I have a perspective worth sharing: However, I’m certain I’m missing somethingExpress 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 gainStructure3 qualities in recruitingImpeccable integrityDeep knowledge in subject matterConnection to industry
8 Overview: Governance Internal Process Accountability and stewardship in exchange for duesBalance between board culture and rigor of policies and proceduresBoard meetingMust be effectiveSpeech Act leads to covenant which must be kept or doubt will creep in
9 Overview: Governance Responsibilities Role clarity – align the talent Performance measurementSelf assessmentBd chair must be the coach one-on-oneBd must give you growth or don’t botherIntegrate across diversity
10 Overview: Governance Responsibilities In decreasing order Vision, aspirational goalsWhere to playHow to winCapabilitiesOperationGood governance involves knowing how deep for Council to dig into operational business while still meeting its fiduciary responsibilitiesCommon wisdom would suggest the first two bullets are Council’s purview and the last three are staff’s
11 Overview: Governance Risk Management Succession Planning Need policies, processes and toolsBanking, events that flopWhat would have to change in the environment to take on more/less riskSuccession PlanningDevelop board leaders and succession for the CEONeed 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 GOAExec Comm is comprised of Pres, Vice-Pres, Pres-elect, Past-Pres and CEOExec Comm has the power to make decisions on Council’s behave between Council meetings but is advised not to do so oftenPresident chairs Council and Exec CommCEO 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 staffThe CEO’s performance is seen to be APEGA’s overall performance
14 Overview: Relationship between Council, President and CEO RolesCouncilSets goals and in which areas the goals should be set, i.e. outcomes, by when, for whatOften referred to as ends statementsSets the means limitation policies, i.e. the boundaries beyond which the CEO must not go, e.g. % expenses above budget, risk toleranceSets staff-council relation policiesDetermines governance policiesEvaluates CEO, i.e. organization performanceCEODetermines 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 workCommittee of Council, rejuvenating/replacing itself30+ volunteers – wide backgrounds, well connectedEvaluating list of current & past volunteers and current & past Councilors (Pres –elec & VP position)Enhanced by members that the committee members knowConfirms interest in running150 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 & VPDec PEG – notice of candidates from committee plus notice encouraging write-in candidates (Members are encouraged to submit write-in throughout year to , so now is a great time. )Jan – short video produced for all nominees to enable members to get to know them betterMid Feb – notice of opening of polls and instructions on how to get access code, mail ballots if needed50 days before AGM (end Feb) – polls openSite is independent of APEGA, but we can monitor the rate of voting to determine whether corrective action is requiredTypically two reminders sent out20 days before AGM (end March) – polls closeAt least 15 days before AGM – results postedAGM – successful candidates are introducedAlso interested in recommendations for nominating committee members, so now is a great time.
18 Overview: Strategic Plan Challenges*AssumptionsGuiding Principles*Look forward to 2020Priorities to 2016Goals*Tactics
19 Overview: Strategic Plan ChallengesThe PublicThe 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 RegulationAPEGA 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 AssociationAPEGA 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 MembershipOur 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 PrinciplesAPEGA’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 doDeveloping public trust in our professions, by earning a social licence to practiceTreatment of everyone fairly, and with dignity and respectTransparent processes that are fair, impartial, and accountable to the public and membersSelf-Regulation that benefits the public and the professionsSkilled and ethical professional practice by all our MembersConsultation with all stakeholders and members is sought, valued, and reflectedRelevance and value is delivered to our Members and other stakeholders
26 Overview: Strategic Plan Strategic Priority 1: Regulatory Influence and Leadership2016 GoalsPartnering 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 Engagement2016 GoalsAPEGA’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 Professions2016 GoalsElimination 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 graduatesAPEGA’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 Continuity2016 GoalsMembers are proud of APEGA’s reputation for professionalism and ethics.APEGA has a reputation for continually improving its processes and member relevanceBranches 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 WhyIt’s Your MoneyThe WhatLegislationThe Strategic PlanCouncil/President policies and directionThe HowCEO 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 PlanProduced annually and tied to a January to December Budget Year.Executive Summary. Theme for the yearStrategic Priorities. Ties Business Plan to Strategic Plan through a Synchronization Matrix2013 Business Plan Calendar. Produced yearlyTasks/Purpose/KPIs. Reviewed Quarterly by staff and tied to Council meetingsFinancial Plan. Reviewed Quarterly along with Tasks
33 Synchronization Core Business Transformational Regulatory Member ServicesCouncil BusinessTransformationalLegislative RenewalProcess ReviewsCanadian Framework for Licensure (CFL)
34 2013 In Detail Core Transformational Other Registering new Professional Members plus permit holdersProviding services to 69k members. Examples are:Professional DevelopmentOutreach – Science Olympics, EnGenious, Stakeholder EngagementPEGServing the Public Interest and working at maintaining our Social License to Operate. Examples are:Professional PracticeBoard of ExaminersInvestigations/ComplianceStakeholder EngagementTransformationalReview 3 Statutory BoardsReview 3 ProcessesConsult or Concur on 20 of 24 CFL elementsOtherGrowing the staff (70 in May 2012 – 118 by 2014)Edmonton APEGA Office Move/ConsolidationManaging the $22.8 million budget
35 This Morning’s Session Branch Administrative FrameworkBy-lawsTimetableBusiness PlanningBudgetingReportingNetworkingMeetingsVolunteer ManagementSeeking SponsorshipsHandling MediaUse of APEGA’s Visual IdentityIssuing Branch BulletinsAdvertising of Elections Results and Summit Awards Winners
36 Framework: By-laws Issues Minor Revisions Add Past Chair, Vice Chair, Outreach Coordinator, more specifics on other Members-at-largePast Chair – chair Nom Comm and act as VMCVice Chair – fill in for Chair, typically step up into Chair positionChair to take responsibility for business plan and President’s VisitAdd clarity on how Chair is to handle repeated absences of exec memberAdd non-resident to Exec, if approved by membershipAdd voting by MITsAdd clarification to 4 general meetingsAdd clarity of constraints on investing fundsAdd clarity to not issuing charitable receiptsIssuesTiming of Branch AGMs – 30 days before APEGA AGMMajor OverhaulUnconventionalToo long, much could go in branch manualKeep Branch structureResolve whether reporting to Council of CEO designate (governance issue)
37 Framework: Timetable Month Financial Business Life Member Dinner Professional Member Induction Ceremony (PMIC)Teacher AwardsNational Engineering & Geosocience MonthJanuaryPrepare financial statements and have approved by 2 members of Executive or independent auditorHead Office (HO) advises branch of inductees (full year)HO mails info to schools HO advises branch of contactsFinalize plansSeek nominations for new executive throughout year but ensure you have a slate ready for AGMSubmit Branch Activity Report for Br. Chair Meeting in February and advise attendance at CouncilFebruaryHave financials approved by members at AGM Submit to HOHave new executive elected at AGM. Assign responsibilities to Members-at-large. Submit to HOHold event in Feb or MarchPromoteHO and branch promote activitiesMarchHold during month at convenience of branch and other stakeholdersSubmit Branch Activity Report for Br. Chair Meeting in April and advise attendance at CouncilAprilBy early April, advise of attendance at Annual ConferenceReceive nominationsMayBegin preparation of business planSelect winners & advise HOBranch Exec OrientationSubmit Branch Activity Report for Br. Chair Meeting in June and advise attendance at CouncilJuneStart to prepare budgetFinalize business planRecognize winners
38 Framework: Timetable July Continue budget preparation August JulyContinue budget preparationAugustSubmit budget by Aug 15 Submit business plan by Aug 15SeptemberSubmit Branch Activity Report for Br. Chair Meeting in September and advise attendance at CouncilConfirm dates for President’s Visits if in November.OctoberHO provides list HO provides listAppoint repHold event in Oct or Nov Hold event in Oct or NovNovemberCouncil approves budgetsConfirm dates for AGM and/or President's Visit if in Jan, Feb or Mar.HO provides concepts for activitiesSubmit Branch Activity Report for Br. Chair Meeting in November and advise attendance at CouncilPromote involvement in activitiesDecemberYear endThroughoutSubmit request for advances as requiredAdvise HO of activities to be undertaken and where
39 Framework: Business Planning ___________ BranchBrief Overview of Opportunities and Challenges:APEGA PRIORITY/BRANCH STRATEGYBRANCH ACTIONSBY WHENBY WHOPROGRESSPOLICY AND ENGAGEMENT· Engage the public on policy and education issues in which the professions can/should provide leadership under the direction of the CEO or designateo When requested by the CEO, organize public forums or specific meetingsongoingChair or Community Relations Coord· Enhance and promote the image of the professions in their communities under the direction of the CEO or designateo Continue to provide advice and help organize the President’s visits under the direction of the Executive Group (see App 7 in manual)see App 7 in manualChair with Member Relations Coord and Community Relations Coordo Supporting charitable and other community-based events.Community Relations CoordATTRACTION, RETENTION AND ADVANCEMENT OF INDIVIDUALS IN OUR PROFESSIONS· Engage children in K-12 by promoting math, science, technology and careers in engineering and geoscience in local schools with the support of APEGA’s Outreach and Product Services Department and Geoscience and Outreach Department.o Work cooperatively with ASLA for in-class curriculum based presentations.Outreach Coord (rural)o Organize Aboriginal mentoring, events during National Engineering and Geoscience Month, in-class career presentations, career fairs, judging science fairs and math competitions, science nights, science Olympics, job shadowingo Select teacher award winners, recognize and present cheques
40 Framework: Business Planning · Continue our University Outreach program to 1st year engineering students that begins the discussion on the meaning of professionalism and ethics, APEGA and APEGA’s role and encourages students to sign up for the ASAP.o Ensure that the universities and colleges allot a lecture in first year to a branch member to introduce students to APEGA and to encourage them to sign up as students. Use the “canned” presentation available and updated by the Outreach and Product Services DepartmentOutreach Coord (excl YH, LL, VR)o Organize mixers for students and members· Continue to support the APEGA Education Foundation.o Continue to promote the golf tournament as fundraisers for AEF.Social Events Coord· Promote APEGA-developed standards to permit holders and individuals that help retain and advance individuals in the professions.o Promote new Managing Transitions Resource Guideline to permit holders and members at events and casuallyMember Relations Coord or Women Group· Encourage mentoring of both MITs and PMems with the advice and support of the Professional Development Departmento Recruit, train, connect, and reward mentors and provide feedback on the program.PD Coord (rural)· Provide PD suited to local needs with the support of the Professional Development Departmento Lunches, dinners, PD days and evenings, webinars.o Tours· Provide opportunities to network with members and the publico Golf tournamentso Curling bonspiels· Encourage those not licensed to register by promoting the value of licensureo Employ the “What’s in it for You” brochure when asked by members the relevance of APEGA to them.All ExecORGANIZATIONAL RENEWAL AND CONTINUITY· Coordinate branch activitieso Prepare business plan, follow-up on activities and report on progressAug 15/each br exec mtg/each CouncilChair· Ensure adequate funding & oversighto Prepare budget and report to br exec on progressAug 15/each br exec mtgTreasurero organize auditJan 31/o encourage sponsorshipsSponsor Coord· Provide two-way communications between branch members and Council under the direction of the CEO or designate.o Start with those on the branch executive taking the role of champion for the professions in their organizationsMember Relations Coord· Encourage members to participate in discussion of issues.· Manage volunteers with the advice and support of the Volunteer Management Coordinator.o Combine with the role of the nominating committeeVice chair
41 Framework: Budgeting2013 ________________BRANCH BUDGET Fill in only the greyed areasJanFebMarAprMayJunJulAugSepOctNovDecTotalSection I – Revenue/Expenses paid from Branch Bank AccountsBank Balance - Start monthLocal Branch RevenuesEvent 1 *Event 2 *Other (eg bank interest)Local Branch ExpensesAdministrationExec CommNetworkTravel & AccStationery & PrintingPost, tele & courierOutreach (K-12)College (1st year)MentoringEvent 1Event 2Other (eg. Bank ExpensesNet (Revenue – Expenses)APEGA AdvanceBank Balance - End month* Event 1 description* Event 2 descriptionSection II -Expenses paid by head office and allocated to branchCouncil (will vary by distance)EdmCalgGP(Attend? Y/N)Promotion - mailers ($1 ea.)(mark no. in the month)Annual ConferenceGifts, Prizes & Awards(mark no. & description)
42 Framework: Reporting Branch K-12 UNIVERSITY PD SOCIAL EVENTS PRESIDENTS VISITUPCOMINGCalgaryPD Evening: Intellectual Property Law with Richard Stobbe and Neil Kathol, Field LLP - March 14, 2013February 12, 2013 Visit from the PresidentUpcoming Luncheon Energy Related Issues By Atco - April 18, 2013Luncheon: Calgary Airport Development Program by Bob Schmitt, Calgary Airport Authority - March 21, 2013Upcoming Luncheon Aboriginals and Engineering - May 23, 2013PD Evening - TBDCentral AlbertaNo Report SubmittedEdmontonPD Evening: “Transformation Change: Lessons from the Field” by Dr. Marvin Washington, Associate Professor, University of Alberta Business School. - March 13, 2013Luncheon: Practical Applications of 3D/4D Modelling, and Process Simulation in Construction” by Simon AbouRizk, PhD, P.Eng. - March 19, 2013Upcoming Branch Executive Committee strategic planning retreat - April 26, 2013Luncheon “The Boiling Frog Dilemma: Saving Canada from Economic Decline” by Todd Hirsch. - April 9, 2013Upcoming Event: Private viewing of the “Rocky Mountain Express” at the Telus World of Science for APEGA members and family/guests. - May 2013Upcoming Luncheon: “Writing Engineering Standards – Is it Worth the Effort?” by Hugh Krentz, P.Eng. - May 14, 2013Fort McMurrayLakelandScience Olympics with 300 students from Gr February 27, 2013President’s Visit took Place March 5, 2013Branch AGM was held on March 27th with a new Branch Executive electedLethbridgeOutreach Committee was established at the March 19 Branch meetingBranch AGM was held on Feb. 26, 2013 and the Chair stayed the samePlanning a 1/2 day workshop on "Negotiate anything - To be held in April or MayPlanning a luncheon for April/May to be conducted by Byron Buzunis, Urban Construction Manager - “Lessons learned on Bridge Drive Utilities Corridor Project”Medicine HatPeace RegionEngineering career panel discussion held at Grande Prairie Regional College on April 3, Six professional engineers attended, and around 30 engineering 1st year students.Upcoming Branch AGM - April 16, 2013Upcoming Science Olympics - April 20, 2013ASLA/APEGA Science Volunteer Recruitment Night - May 7, 2013Upcoming Luncheon - “Centre for Research and Innovation” - date TBAVermilion
46 Framework: Meetings Agenda – meeting with exec Call to Order Declaration of Quorum (at least 4 members of exec)Approval of AgendaApproval of Previous Meetings MinutesBusiness Arising from MinutesNew Business (align with APEGA’s priorities and/or the branch business plan and/or exec responsibilities)Next MeetingAdjournment
47 Framework: MeetingAgenda – formal Annual General Meeting with branch members (at least 30 days before APEGA’s AGM ( typically mid April))Call to OrderDeclaration of Quorum (at least 10 voting members)Approval of AgendaIntroduction of Head TableApproval of Minutes from Last AGMBusiness Arising from the MinutesChair’s ReportNominating Committee ReportAppointment of ExecApproval of merging of Secretary & Treasurer Positions (if required)Approval to admit non-resident member as member of exec (if required)Auditor’s ReportAppointment of Auditor(s) for Next YearAppointment of Nominating Committee for Next YearDate for Next AGMKey Note Speaker (if stand alone event, not necessary if part of President’s Visit)Adjournment