Presentation on theme: "Branch Executive Orientation May 31 – June 1, 2013 Westin Hotel Edmonton, Alberta."— Presentation transcript:
Branch Executive Orientation May 31 – June 1, 2013 Westin Hotel Edmonton, Alberta
Introduction Welcome – Its 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
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
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
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, Im certain Im missing something – Express opinions: Listen/enquire
Overview: Governance When I share first, others will follow A persons sense of loss is greater than that persons sense of gain Structure – 3 qualities in recruiting Impeccable integrity Deep knowledge in subject matter Connection to industry
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
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 dont bother – Integrate across diversity
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 Councils purview and the last three are staffs
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
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
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 Councils 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) – CEOs 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 CEOs performance is seen to be APEGAs overall performance
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
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 email@example.com, 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.
No. Voters2013%2012%2011% Branches Calgary 27,82313.416.715.8 Edmonton 9,83617.117.817.7 Fort McMurray 96817.720.326.3 Lethbridge 28919.720.020.7 Lakeland 9021.116.514.4 Medicine Hat 16612.716.817.9 Peace River 24821.822.731.1 Red Deer 70615.619.518.6 Vermilion River 14216.917.622.0 Yellowhead 11311.510.816.8 In Canada, outside AB 6,6259.210.310.9 USA 1,5498.510.110.5 Outside Canada/USA 8189.813.012.4
Overview: Strategic Plan Challenges* Assumptions Guiding Principles* Look forward to 2020 Priorities to 2016 – Goals* – Tactics
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.
Overview: Strategic Plan Regulation APEGA regulates the practices of engineering and geoscience locally, but its members practice globallyboth exporting services to other countries, and importing services to Alberta. APEGA must embraceif not drivea 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 todays circumstances.
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.
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. APEGAs 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.
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.
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.
Overview: Strategic Plan Guiding Principles APEGAs 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
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 APEGAs 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. APEGAs processes are transparent and accountable, while ensuring the appropriate balance between public accountability and individual privacy.
Overview: Strategic Plan Strategic Priority 2: Policy and Engagement 2016 Goals APEGAs 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.
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. APEGAs professional registration processes are considered to be the most accessible, efficient and technically enabled by Canadian and internationally educated graduates APEGAs advocacy for graduating more engineering and geoscience students from Albertas post-secondary institutions has succeeded; more positions exist for students who might be ready to meet APEGAs 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.
Overview: Strategic Plan Strategic Priority 4: Organizational Renewal and Continuity 2016 Goals Members are proud of APEGAs 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. APEGAs 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.
Overview: Business Plan The Why – Its 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
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
Core Business – Regulatory – Member Services – Council Business Transformational – Legislative Renewal – Process Reviews – Canadian Framework for Licensure (CFL)
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
This Mornings Session Branch Administrative Framework By-laws Timetable Business Planning Budgeting Reporting Networking Meetings Volunteer Management Seeking Sponsorships Handling Media Use of APEGAs Visual Identity Issuing Branch Bulletins Advertising of Elections Results and Summit Awards Winners
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 Presidents 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)
Framework: Timetable MonthFinancialBusinessLife Member Dinner Professional Member Induction Ceremony (PMIC) Teacher AwardsNational Engineering & Geosocience Month JanuaryPrepare financial statements and have approved by 2 members of Executive or independent auditor Head Office (HO) advises branch of inductees (full year) HO mails info to schools HO advises branch of contacts Finalize plans Seek nominations for new executive throughout year but ensure you have a slate ready for AGM Submit Branch Activity Report for Br. Chair Meeting in February and advise attendance at Council FebruaryHave financials approved by members at AGM Submit to HO Have new executive elected at AGM. Assign responsibilities to Members-at- large. Submit to HO Hold event in Feb or March PromoteHO and branch promote activities MarchHave financials approved by members at AGM Submit to HO Have new executive elected at AGM. Assign responsibilities to Members-at- large. Submit to HO Hold event in Feb or March PromoteHold during month at convenience of branch and other stakeholders Submit Branch Activity Report for Br. Chair Meeting in April and advise attendance at Council April By early April, advise of attendance at Annual Conference Receive nominations May Begin preparation of business plan Select winners & advise HO Branch Exec Orientation Submit Branch Activity Report for Br. Chair Meeting in June and advise attendance at Council JuneStart to prepare budgetFinalize business plan Recognize winners
Framework: Timetable JulyContinue budget preparation AugustSubmit budget by Aug 15 Submit business plan by Aug 15 September Submit Branch Activity Report for Br. Chair Meeting in September and advise attendance at Council Confirm dates for Presidents Visits if in November. October HO provides list Appoint rep Hold event in Oct or Nov NovemberCouncil approves budgetsConfirm dates for AGM and/or President's Visit if in Jan, Feb or Mar. Hold event in Oct or Nov HO provides concepts for activities Submit Branch Activity Report for Br. Chair Meeting in November and advise attendance at Council Promote involvement in activities DecemberYear end Appoint repPromote involvement in activities ThroughoutSubmit request for advances as required Advise HO of activities to be undertaken and where
Framework: Business Planning 2013 Business Plan ___________ Branch Brief Overview of Opportunities and Challenges: APEGA PRIORITY/BRANCH STRATEGYBRANCH ACTIONSBY WHENBY WHOPROGRESS POLICY 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 designate o When requested by the CEO, organize public forums or specific meetingsongoing Chair or Community Relations Coord · Enhance and promote the image of the professions in their communities under the direction of the CEO or designate o Continue to provide advice and help organize the Presidents visits under the direction of the Executive Group (see App 7 in manual) see App 7 in manual Chair with Member Relations Coord and Community Relations Coord o Supporting charitable and other community-based events. Community Relations Coord ATTRACTION, 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 APEGAs 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 shadowing Outreach Coord (rural) o Select teacher award winners, recognize and present cheques Outreach Coord (rural)
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 APEGAs 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 Department Outreach Coord (excl YH, LL, VR) o Organize mixers for students and members Outreach Coord (excl YH, LL, VR) · 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 casually Member Relations Coord or Women Group · Encourage mentoring of both MITs and PMems with the advice and support of the Professional Development Department o 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.PD Coord (rural) o Tours · Provide opportunities to network with members and the publico Golf tournamentsSocial Events Coord o Curling bonspielsSocial Events Coord · Encourage those not licensed to register by promoting the value of licensure o Employ the Whats in it for You brochure when asked by members the relevance of APEGA to them.All Exec ORGANIZATIONAL RENEWAL AND CONTINUITY · Coordinate branch activitieso Prepare business plan, follow-up on activities and report on progress Aug 15/each br exec mtg/each CouncilChair · Ensure adequate funding & oversighto Prepare budget and report to br exec on progress Aug 15/each br exec mtgTreasurer o organize auditJan 31/Treasurer 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 organizations Member Relations Coord · Encourage members to participate in discussion of issues. Member Relations Coord · Manage volunteers with the advice and support of the Volunteer Management Coordinator.o Combine with the role of the nominating committeeVice chair
Framework: Budgeting 2013 ________________BRANCH BUDGETFill in only the greyed areas JanFebMarAprMayJunJulAugSepOctNovDecTotal Section I – Revenue/Expenses paid from Branch Bank Accounts Bank Balance - Start month 00000000000 Local Branch Revenues Event 1 * 0 Event 2 * 0 Other (eg bank interest) 0 Total0000000000000 Local Branch Expenses Administration Exec Comm 0 Network 0 Travel & Acc 0 Stationery & Printing 0 Post, tele & courier 0 Outreach (K-12) 0 College (1st year) 0 Mentoring Event 1 0 Event 2 0 Other (eg. Bank Expenses Total0000000000000 Net (Revenue – Expenses)0000000000000 APEGA Advance Bank Balance - End month000000000000 * Event 1 description * Event 2 description Section II -Expenses paid by head office and allocated to branch Council (will vary by distance) Edm Calg Edm GP Calg (Attend? Y/N) Promotion - mailers ($1 ea.) (mark no. in the month) Annual Conference Calg (Attend? Y/N) Gifts, Prizes & Awards (mark no. & description)
Framework: Reporting BranchK-12UNIVERSITYPDSOCIAL EVENTSPRESIDENTS VISITUPCOMING Calgary PD Evening: Intellectual Property Law with Richard Stobbe and Neil Kathol, Field LLP - March 14, 2013 February 12, 2013 Visit from the President Upcoming Luncheon Energy Related Issues By Atco - April 18, 2013 Luncheon: Calgary Airport Development Program by Bob Schmitt, Calgary Airport Authority - March 21, 2013 Upcoming Luncheon Aboriginals and Engineering - May 23, 2013 PD Evening - TBD Central AlbertaNo Report Submitted Edmonton PD Evening: Transformation Change: Lessons from the Field by Dr. Marvin Washington, Associate Professor, University of Alberta Business School. - March 13, 2013 Luncheon: Practical Applications of 3D/4D Modelling, and Process Simulation in Construction by Simon AbouRizk, PhD, P.Eng. - March 19, 2013 Upcoming Branch Executive Committee strategic planning retreat - April 26, 2013 Luncheon The Boiling Frog Dilemma: Saving Canada from Economic Decline by Todd Hirsch. - April 9, 2013 Upcoming Event: Private viewing of the Rocky Mountain Express at the Telus World of Science for APEGA members and family/guests. - May 2013 Upcoming Luncheon: Writing Engineering Standards – Is it Worth the Effort? by Hugh Krentz, P.Eng. - May 14, 2013 Fort McMurrayNo Report Submitted Lakeland Science Olympics with 300 students from Gr. 6 -9 - February 27, 2013 Presidents Visit took Place March 5, 2013Branch AGM was held on March 27th with a new Branch Executive elected Lethbridge Outreach Committee was established at the March 19 Branch meeting Branch AGM was held on Feb. 26, 2013 and the Chair stayed the same Planning a 1/2 day workshop on "Negotiate anything - To be held in April or May Planning a luncheon for April/May to be conducted by Byron Buzunis, Urban Construction Manager - Lessons learned on Bridge Drive Utilities Corridor Project Medicine HatNo Report Submitted Peace Region Engineering career panel discussion held at Grande Prairie Regional College on April 3, 2013. Six professional engineers attended, and around 30 engineering 1st year students. Upcoming Branch AGM - April 16, 2013 Upcoming Science Olympics - April 20, 2013 ASLA/APEGA Science Volunteer Recruitment Night - May 7, 2013 Upcoming Luncheon - Centre for Research and Innovation - date TBA VermilionNo Report Submitted
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
Meetings With Exec With Members – Informal – Formal (AGM)
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 APEGAs priorities and/or the branch business plan and/or exec responsibilities) – Next Meeting – Adjournment
Framework: Meeting Agenda – formal Annual General Meeting with branch members (at least 30 days before APEGAs 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 – Chairs 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) – Auditors 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 Presidents Visit) – Adjournment