2020 Board Strategic Workshop Jean Boudreau, FEC, P.Eng. President, - - PowerPoint PPT Presentation

2020 Board Strategic Workshop

Jean Boudreau, FEC, P.Eng. President, Engineers Canada and Chair of the Strategic Plan Task Force

1

Safety procedures

 Do not shake hands  Wash your hands and use hand sanitizer

frequently

 Do not touch your face  Follow the tape on the ground

As per Banff’s municipal by‐law, you must wear masks in indoor and some outdoor public places

2

Isolate yourself and advise staff if you have:

• Fever or chills
• Cough
• Shortness of breath or difficulty breathing
• Fatigue
• Muscle or body aches
• Headache
• New loss of taste or smell
• Sore throat
• Congestion or runny nose
• Nausea or vomiting
• Diarrhea

3

Format of the workshop

• For each priority, we will:
• 1. Have a quick overview of the

priority

• 2. Break out in groups to

discuss

• 3. Have a plenary discussion on

group findings

• We will have a 10 minute break

after each priority

4

Roundtable and introductions

• Please tell us:
• Your name and

jurisdiction

• How will we know we

had a successful workshop

5

Expected outcomes

• We will:
• Adopt a vision
• Understand impact of COVID‐19 on

regulators and how we can help

• Reach consensus on 3‐5 strategic

priorities for regulator consultation

6

Voting procedures

• During the workshop, we will ask

you to vote twice:

• Select one of two potential

accreditation priorities

• Rank potential strategic priorities
• You can use your phone, computer
• r tablet
• First, we will do tests

7

PollEv.com/heidithe elen579

PollEv.com/heidithe elen579

1 = most important priority 5 = least important priority

Break (10 min)

10

Context on strategic planning process

Gerard McDonald, MBA, P.Eng., ICD.D Chief Executive Officer, Engineers Canada

11

Milestones ‐ fall 2019

• Current 2019‐2021 Strategic plan was approved in May 2018
• Started process for 2022‐2024 strategic plan in summer 2019
• Draft environmental scan was sent for consultation with

regulators, CEAB, CEQB, and EDC in September 2019

• Environmental scan was approved by the Strategic Plan

Task Force in December 2019

• SWOT and strategic risks analysis was approved by the Finance,

Audit, and Risk Committee in December 2019

12

Milestones – winter and spring 2020

• Final environmental scan and SWOT and strategic analysis

was sent to Board, presidents, CEAB, CEQB, CEOs, and

• fficials' groups in February 2020
• Foresight workshop was held with Board directors,

presidents, CEOs, and representatives from CEAB and CEQB on February 25, 2020

• Draft foresight report was sent for feedback to Board

directors, presidents, and CEOs in April 2020

• The final foresight report was included in the May 2020

Board Meeting agenda book

13

2020 2019 2021

“Research” “Emerging Issues” “Identification and prioritization” “Acceptability” “Approval”

Foresight exercise Foresight report Draft list of proposed strategic priorities 1st draft strategic plan Approval by the Board

• f strategic plan

Approval by Members of strategic plan

Environmental scan consultations

Environmental scan

Regulator consultations

14

Development and consultation process

COVID‐19’s potential strategic impact in 2022 and beyond

Gerard McDonald, MBA, P.Eng., ICD.D Chief Executive Officer, Engineers Canada

15

Background

• Long‐term strategic impact of COVID‐19 is still uncertain
• Still need to consider it in strategic planning process
• Conducted an environmental scan on factors that might

impact regulators, Engineers Canada, and the profession

• Sent a survey to Board, CEOs, and presidents
• Asked staff to provide information for their areas of work

16

Environmental scan results – potential impact in 2022 and beyond

• Delay in admission processes
• Ontario court has ruled that videoconference hearings can

proceed

• Women, Indigenous peoples, visible minorities, and people

with disabilities more likely to be negatively impacted

• Pressure to modify accreditation process increased
• Projected revenues decrease, unknown extent

17

Survey responses – potential strategic priorities in 2022 and beyond

• Provide accommodation measures in accreditation
• Gather information/share best practices among

regulators

• Share tips/develop guidelines in the practice of

engineering and ensuring healthy workplaces

• Promote use of technology to federal government

18

Proposed vision statement

Stephanie Price, FEC, P.Eng., CAE Executive Vice President, Regulatory Affairs

19

A clear vision statement should be:

 Focused and describe future state of success  Clear, easily understandable  Inspiring but realistic  Tied to strategy, which should seek to realize it  Does not include how it will be achieved (mission)

20

Background

• At the foresight workshop, each table worked on a vision

statement

• All were discussed and put on a wall
• Attendees voted

21

22

Top 3 vision statements from February Foresight Workshop Strengthens and advances the engineering profession as a trusted and collaborative federation of regulators Advances engineering regulation and the profession through a unified national body Engineering regulators collaborating to advance the protection of the public

23

Strengthens and advances the engineering profession as a trusted and collaborative federation of regulators Engineering regulators collaborating to advance the protection of the public Advances engineering regulation and the profession through a unified national body

Stay tuned! The vision will be unveiled at the workshop!

Break (10 min)

25

Strategic priorities

Gerard McDonald, Chief Executive Officer Stephanie Price, Executive Vice President, Regulatory Affairs Jeanette Southwood, Vice President, Corporate Affairs and Strategic Partnerships

26

Background

• At foresight workshop, each table proposed up to five

strategic priorities

• Priorities were discussed and clustered on a wall
• Attendees voted on their top five priorities

27

Approach for strategic priorities

• Staff refined those priorities, considering:
• Alignment with our purposes
• Likelihood of being done in 3 years
• Complementing (not duplicating) regulators’ activities
• Of national importance, likely to receive pan‐Canadian support
• Address major trends and/or strategic risks
• Each will be presented and discussed in break out groups
• Prioritization will take place the end of the day 2

28

About the proposed accreditation priorities

• There are 2 different accreditation options:
• Deliver improvements in accreditation: which would improve the

current accreditation system

• Strengthen the foundation of accreditation: which would create a

new accreditation framework, with impacts on non‐CEAB applicants as well

• You will be asked to choose one as they are mutually

exclusive

29

Accreditation

• Under current Strategic Plan:
• SP1: Accreditation Improvement Program (AIP)
• SP2: Accountability in accreditation
• OP1: Accrediting undergraduate programs
• By end of 2021, we will have:
• Accountability in accreditation
• Accreditation improvement program
• Completed the work of the Accreditation Unit Task Force
• Visits, decisions and ongoing improvement

30

WHAT?

What are we doing?

Deliver improvements in accreditation

• Last major update of criteria and procedures was 2015
• Over time, criteria and interpretive statements have

been added, creating inconsistencies, unnecessary work, and confusion

• Accountability in Accreditation Committee will

make recommendations by end of 2021, need additional resources to implement

31

What is the issue?

Deliver improvements in accreditation

 In‐depth review of the Accreditation Criteria and

Procedures Report

 Implementation of recommendations from the

Accountability in Accreditation Committee

32

How will we address the issue?

Deliver improvements in accreditation

 Accreditation participants have clear and

consistent criteria and procedures

 CEAB addresses gaps and recommendations

identified by the Accountability in Accreditation Committee

 Engineers Canada Board and regulators improve

their relationship with the Higher Education Institutions (HEIs)

33

What does success looks like?

Deliver improvements in accreditation

• Over 3 years:
• < $1M over 3 years, including 1 full‐time

equivalent (FTE) + consultants

• Additional resources are required to get:

› Benchmark study of similar accreditation systems › Technical writer to revise criteria and procedures report › Additional CEAB staff to implement initial recommendations from Accountability in Accreditation, and report revisions

34

Additional resources

Strengthen the foundation of accreditation

• Lack of definition of academic requirement for

licensure undermines defensibility of accreditation and assessment of non‐CEAB applicants

• Current purpose of accreditation does not go

beyond minimum academic knowledge

• Current contact‐based measurement of the

minimum path is not aligned with educational delivery methods

35

What is the issue?

Strengthen the foundation of accreditation

 Define academic requirement for licensure  Clarify and confirm the purpose of accreditation  Benchmark Canadian engineering accreditation  Modify accreditation accordingly

36

How will we address the issue?

Strengthen the foundation of accreditation

 Regulators have an academic requirement for

licensure, applicable to all

 All stakeholders understand the purpose of

accreditation

 Regulators, CEAB, and the Board have agreed‐

upon purpose, criteria, and procedures for accreditation

 Students continue receiving a quality education

37

What does success looks like?

Strengthen the foundation of accreditation

• Over 3 years:
• < $2M, including 1 full‐time equivalent (FTE) +

consultants

• Additional resources are required to get:

› Facilitation expert(s) for collaborative development

• f purpose and academic requirement

› Accreditation expert(s) to benchmark accreditation and draft criteria and procedures report › Additional CEAB staff to implement introduction of new criteria and deliver training

38

Additional resources

Discuss

• Which one of the two

priorities do you think is the most suitable?

• Do we have the right

activities to address the issues?

39

Vote

Which one of the two priorities should the Board select?

• Deliver improvements in

accreditation OR

• Strengthen the foundation of

accreditation

PollEv.com/heidithee len579

Break (10 min)

42

Foster trust and pride

• Under current strategic plan:
• OP8: Fostering recognition of the value and

contribution of the profession to society and sparking interest in the next generation

• By end of 2021, we will have:
• Implemented the OP8 sub‐strategy that

leverages existing opportunities and partnerships

43

What are we doing?

Foster trust and pride

• Little marketing data about engineers, students,

graduates and engineers‐in‐training (EITs)

• Public has moderate familiarity with engineers
• National data on public perception of engineers is
• utdated

44

What is the issue?

Foster trust and pride

 Conduct market research  Develop national “value of licensure” messaging with regulators  Launch a multi‐year, multi‐million‐dollar national marketing

campaign

 Undertake outreach programming in support of engineering

graduates and engineers‐in‐training (EITs)

 Coordinate with existing regulator collaboration groups (e.g.

• utreach group, communications officials, 30 by 30 Champions)

45

How will we address the issue?

Foster trust and pride

 Public perceives engineering as a profession with

breadth and engineers as trustworthy and vital

 Engineering graduates and engineers‐in‐training

(EITs) understand the value and seek licensure

 Regulators have a common national messaging

framework and marketing support tools

46

What does success looks like?

Foster trust and pride

• Over 3 years:
• Minimum of $6M, including 1 full‐time equivalent

(FTE)

• Additional resources are required to get:

› Market research to confirm public perceptions of engineers and target audience for the campaign › Multi‐year, multi‐million dollar marketing campaign › National “value of licensure” messaging, available to all regulators › Additional Communications staff to manage initiatives › New outreach activities

47

Additional resources

Discuss

• Do we have the right

activities to address the issue?

• If not, what is

missing?

48

Lunch (45 min)

Achieve harmonization and consistency

• Under current strategic plan:
• OP2: Facilitating relationships between regulators
• OP3: Providing tools that foster excellence in practice and regulation
• By end of 2021, we will have:
• Fostered knowledge sharing of regulator staff
• Competency‐based assessment up and running
• Improved National Membership Database and International

Institutions & Degrees Database up and running

• CEQB will be undertaking a feasibility study on alternative methods for

academic assessment of non‐CEAB applicants (pending Board approval)

50

What are we doing?

Achieve harmonization and consistency

• Lack of understanding of success factors
• Lack of clear direction and criteria for

harmonization

• Lack of understanding of regulators’ barriers
• Lack of definition of harmonization or of focus areas

51

What is the issue?

Achieve harmonization and consistency

 Identify past examples of harmonization and past

barriers to harmonization

 Identify areas of collaboration and harmonization  Sign statement of collaboration with all regulators

52

How will we address the issue?

Achieve harmonization and consistency

 Regulators benefit from collaboration and resource

sharing, leading to improved regulatory practices

 Individual license holders and applicants benefit

from more consistent practices across the country

53

What does success looks like?

Achieve harmonization and consistency

• Over 3 years:
• $200K

› No additional full‐time equivalent (FTE) required

• Additional resources are required to get:

› Collaboration with regulator staff to identify barriers and opportunities › Development and adoption of a national statement of collaboration with regulators through face‐to‐face consultations › Identification of area(s) of collaboration by regulators

54

Additional resources

Discuss

• Do we have the right

activities to address the issue?

• If not, what is

missing?

55

Break (10 min)

56

Accelerate 30 by 30

• Under current strategic plan:
• SP3: Recruitment, retention, and professional development of women

in the profession

• OP3: Providing tools that foster excellence in practice and regulation
• OP9: Promote diversity and inclusion
• By end of 2021, we will have:
• Expanded the Champions network
• Implemented the SP3 sub‐strategy and action plans, and

communications strategy

• Initiated work on the QB guideline for engineers/firms
• Completed report on regulators’ best practices in EIT programs and

licensure assistance including regulators’ research

• Diversity and inclusion training module available to regulators

57

What are we doing?

Accelerate 30 by 30

• 2022‐24 focus on HEI students and grads
• 30 by 30 will not be achieved if status quo

continues

• Licensure assistance and mentoring programs

are offered by some regulators that could be used by others

• Little data, aside from data on gender, on

feeder group and barriers to licensure

58

What is the issue?

Accelerate 30 by 30

 Conduct research on demographics, intentions,

and perceptions of those eligible for licensure

 Support regulators in implementing inclusive

licensure best practices

 Promote best practices from regulators’ employer

awareness programs

 Offer voluntary, regulator‐specific, 30 by 30 report

card and needs assessment

 Make mentor matching software available to

regulators

59

How will we address the issue?

Accelerate 30 by 30

 Regulators have information and support that

enables them to increase inclusion and number of students proceeding through to their EIT/licensure processes

 Prospective engineers and engineering students

have more inclusive licensure processes and receive information that attracts them to the profession

 Employers have information that enables them to

make their workplaces more inclusive

60

What does success looks like?

Accelerate 30 by 30

• Over 3 years:
• $900K, including 1 full‐time equivalent (FTE)
• Additional resources are required to get:

› Expert to conduct research on demographics, barriers, intentions and perceptions of women who are graduates of engineering programs and/or eligible for licensure › Mentor matching software › Additional Diversity staff to implement research findings, 30 by 30 report card and needs assessment, as well as the mentor matching software

61

Additional resources

Discuss

• Do we have the right

activities to address the issue?

• If not, what is

missing?

62

Plenary discussion (20 min)

Additional thoughts? Questions?

63

End of day 1

64

Day 2 – Welcome back!

Jean Boudreau, FEC, P.Eng. President, Engineers Canada and Chair of the Strategic Plan Task Force

65

Reach financial sustainability

• Under current strategic plan:
• Proposed different options for funding
• Still lack of national consensus on

funding model

66

What are we doing?

Reach financial sustainability

• Approximately 70 per cent of revenues derive from

sponsorship payments, shared with participating regulators

• Some regulators concerned that this unimpeded

growth diminishes their influence and that the model is broken

67

What is the issue?

Reach financial sustainability

 Conduct analysis and write a report that includes:

 Alternative and potential magnitudes of new funding sources, with required investments  Changes that should be made to existing model  Forecast revenue generation from each stream

 Propose a new/revised funding model for decision

68

How will we address the issue?

Reach financial sustainability

 Regulators have greater certainty on the future

financial demands placed on their organizations

 Engineers Canada has sustainability and

consistency in funding, allowing efficient and predictable multi‐year planning and execution

69

What does success looks like?

Reach financial sustainability

• Over 3 years:
• $300K

› No additional full‐time Equivalent (FTE) required

• Additional resources are required to get:

› Expert to provide recommendations › Face‐to‐face consultations across the country

70

Additional resources

Discuss

• Do we have the right

activities to address the issue?

• If not, what is

missing?

71

Break (10 min)

72

Adapt to emerging technologies

• Under current strategic plan:
• OP2: Facilitating relationships between regulators
• OP3: Providing tools that foster excellence in practice

and regulation

• OP6: Researching changes that impact regulatory

environment and profession

• By end of 2021, we will have:
• A research report on emerging disciplines and

mechanism to address topics identified by regulators

• Shared understanding on entrepreneurship among
• fficials groups

73

What are we doing?

Adapt to emerging technologies

• Technology advances faster than legislative change
• Regulators can anticipate technology trends but

are limited at predicting pace and can

• verestimate initial impacts while underestimating

long‐term effects

• Engineers may not understand/consider long‐term

professional and ethical obligations and impacts

74

What is the issue?

Adapt to emerging technologies

 Identify new and existing technologies that require

application of engineering principles and will have an impact on public

 Provide guidance to engineers on responsibility

and ethical obligations

75

How will we address the issue?

Adapt to emerging technologies

 Regulators receive information and documents

that help them adapt their admission, enforcement, and practice‐related processes

76

What does success looks like?

Adapt to emerging technologies

• No additional resources required
• Work will be undertaken as per the Operational

imperative 6: Sub‐strategy on actively monitoring, researching, and advising on changes and advances that impact the Canadian regulatory environment and the engineering profession as approved by the Board in May 2020

77

Additional resources

Break (10 min)

78

Continue commitment to excellence

• Under current strategic plan:
• Continued improvements through Journey to

Excellence

• Received gold certification from Excellence

Canada

79

What are we doing?

Continue commitment to excellence

• We are maturing and improving delivery of

products and services for regulators and stakeholders

80

What is the issue?

Continue commitment to excellence

 Achieve Platinum level certification from

Excellence Canada by:  Conducting semi‐annual self assessments  Conducting a readiness assessment  Developing submission, applying, and undergoing an audit  Enhancing practices according to results

81

How will we address the issue?

Continue commitment to excellence

 Regulators, higher education institutions

(HEIs), and community benefit from effective delivery of products and services

 Staff benefit from increased engagement

and retention, working in motivated teams, and improved health

 Engineers Canada benefits from

sustainment of a high level of performance

82

What does success looks like?

• No additional resources required
• Propose to put in strategic plan to

demonstrate ongoing commitment to regulators and stakeholders

83

Continue commitment to excellence

Additional resources

Consensus on priorities

Gerard McDonald, MBA, P.Eng., ICD.D Chief Executive Officer, Engineers Canada

84

Funding the strategic priorities

• As per our net asset structure (approved by the Board in February 2020), internally

restricted reserve funds exist to ensure stability, mitigate financials risks and fund strategic priorities

• Internally restricted reserve funds include a $2M strategic priorities reserve
• Engineers Canada also has unrestricted reserves. By end of 2020, we estimate that

these will total $7.9M

• By the end of 2021, unrestricted reserves are projected to increase to $9.8M

(assuming PEO does not avail itself of the affinity revenues. We will know for certain if this is the case by the end of 2020)

• The total amount of unrestricted reserves can be lowered through reductions of the

per capita assessment fee, through spending on strategic priorities, or both

85

Additional FTEs and cost estimate

86

Title FTEs 2022 2023 2024 Deliver improvements in accreditation 1 $300,000 $400,000 $300,000 Strengthen foundation of accreditation 1 $600,000 $700,000 $700,000 Foster trust and pride 1 $580,000 $2,710,000 $2,710,000 Achieve harmonization and consistency $0 $150,000 $50,000 Accelerate 30 by 30 1 $400,000 $250,000 $250,000 Reach financial sustainability $50,000 $200,000 $50,000 Adapt to emerging technologies $0 $0 $0 Continue commitment to excellence $0 $0 $0 TOTAL 4 $1.93 M $4.41 M $4.06 M

• Staff put together a rough estimate, will be refined later
• Additional cost estimate includes new FTEs for 2022‐2024 only

Plenary discussion

87

Vote – Rank priorities

• Accreditation
• Achieve harmonization and

consistency

• Accelerate 30 by 30
• Foster trust and pride
• Reach financial sustainability

88

1 = most important priority 5 = least important priority

PollEv.com/heiditheel en579

Closing remarks and next steps

Jean Boudreau, FEC, P.Eng. President, Engineers Canada and Chair of the Strategic Plan Task Force

90

2020 2019 2021

“Research” “Emerging Issues” “Identification and prioritization” “Acceptability” “Approval”

Foresight exercise Foresight report Draft list of proposed strategic priorities 1st draft strategic plan Approval by the Board

• f strategic plan

Approval by Members of strategic plan

Environmental scan consultations

Environmental scan

Regulator consultations

91

Development and consultation process

APPENDIX: 2021 proposed budget

Operational imperative 2021 proposed budget, including HR allocations (To be approved by Board in Dec 2020) Accreditation

$ 1,325,657

Fostering working relationships

$ 255,172

Services and tools

$ 953,435

National programs

$ 562,961

Advocating to the federal government

$ 391,954

Research and regulatory changes

$ 210,529

International mobility

$ 632,844

Promotion and outreach

$ 600,651

Diversity and inclusion

$ 474,828

Protect official marks

$ 176,791

Secretariat services

$ 1,658,411

Corporate services

$ 3,853,104

TOTAL

$11,096,338

92